Original source · versioned page text
2016-09-06 S&O Committee - Attachment 1 to Item 3 - Noosa Local Disaster Management Plan
Text sections have not been matched to the original PDF pages. Use the original document to check page numbers.
Plans and drawings
This document appears to be plans or drawings. Its page text below holds only the words printed on the drawings, without the drawings themselves, so it may be jumbled or hard to follow. To see the plans as drawn, choose Original above or download the file (both need you to log in).
Log in to see the plans as drawnATTACHMENT 1
06-09-2016 Services & Organisation Committee
Attachment 1 to Item 3
xm el
E MENCOSRCOUNGIM == os
% ; : -2 - 7 : = . . &
= a
E =F
3 2 F
—e ; z es TTT THFTT it “ . ~ .
. oe 7 , > \ BB) “sa = Pe eet i] ss
EN aoe « pa = — TR a a S =.
ee : Sane : Ni A; SF N
seme we Say . } Af book “ po ra » A Se il 2 = Sal Se
06-09-2016 Services & Organisation Committee
Attachment 1 to Item 3
NOOSA COUNCIL PO Box 141 Tewantin QLD 4565 P. (07) 5329 6500 [email protected]
=] LA) a 9 Pelican Street Tewantin F. (07) 5329 6501 www.noosa.qid.gov.auSee the original
The page text is free to read. Viewing or downloading an original file needs an account.
Log in to see the originalLog in to download the original file
Large file: the download may take up to a minute.
Searchable page text hides email addresses. Original files are unchanged and may show email addresses.
Full text of the other 86 sections
Section 2
This page has intentionally been left blank This page has intentionally been left blank
Section 3
Noosa Local Disaster Management Plan
2016/17
Foreword from the Chair of the Noosa Local Disaster Management Group
Severe weather events can occur at any time, often with very little warning. Floods, fires and
other disaster events do not respect local government boundaries. Experts suggest that
ongoing climate change may bring about increasing severity of natural disasters. It is
therefore essential that Noosa is well prepared and resilient. It is also important that we
continue to liaise closely with local and regional authorities plus our neighbouring local
governments.
The Noosa Local Disaster Management Plan 2016/17 (The Plan) is based upon the
principles contained in the Queensland Disaster Management Act 2003, and addresses the
Principles and Standards of the Emergency Management Assurance Framework.
It considers a wide range of potential disaster events. It also details our commitment to
building a resilient Noosa Shire community by developing and implementing specific
strategies to prevent, prepare for, respond to and recover from disasters.
The Plan integrates Federal and State disaster management arrangements and details how
the local and district disaster groups will operate cooperatively.
In nutshell, the Plan’s primary focus is to ensure the safety of our community. It aims to
preserve life and prevent injury, to mitigate property damage, and to protect our
environment.
In order to be a well-prepared and resilient community, residents also need to play their part.
This includes talking with families, friends or staff about what you would do in an emergency.
It means developing your own emergency plan and ensuring that you have
an Emergency Kit at the ready. And it also involves maintaining vegetation and drainage
around your property.
It always pays to prepare for the worst and hope for the best.
Finally, on behalf of the community, I would like to thank all the volunteers, emergency
service personnel and council staff who work through disasters to help keep our community
safe. Their efforts are essential to the effective implementation of this Local Disaster
Management Plan.
……………………………………………
Cr Tony Wellington
Chair
Noosa Local Disaster Management Group
Section 4
Contents 1 Terms of reference .......................................................................... 1 1.1 Aim and purpose of this plan ------------------------------------------------------------- 1 1.2 Key objectives ---------------------------------------------------------------------------------- 1 1.2.1 Prevention ---------------------------------------------------------------------------------------------------------- 1 1.2.2 Preparedness ------------------------------------------------------------------------------------------------------ 1 1.2.3 Response ----------------------------------------------------------------------------------------------------------- 1 1.2.4 Recovery ------------------------------------------------------------------------------------------------------------ 2 1.3 Authority to plan ------------------------------------------------------------------------------- 2 1.3.1 Approval and adoption of plan by Noosa Local Disaster Management Group -------------- 2 1.3.2 Approval and adoption of the plan by the Noosa Council ------------------------------------------ 2 1.4 Disaster management legislation, guidelines, policy and state plan ------- 3 1.4.1 Queensland Disaster Management Act 2003 ------------------------------------------------------------ 3 1.4.2 Queensland Government disaster management strategic policy framework ---------------- 3 1.4.3 Queensland State Disaster Management Plan – principles of disaster management ----- 3 1.4.4 Disaster management system in Queensland ---------------------------------------------------------- 4 1.4.5 Local disaster management capability-------------------------------------------------------------------- 4 1.5 Amendment register and version control --------------------------------------------- 4 1.6 Distribution list --------------------------------------------------------------------------------- 5 1.7 Abbreviations ----------------------------------------------------------------------------------- 6 1.8 Definitions and glossary of terms ------------------------------------------------------- 8 1.9 Review and renewal of the plan -------------------------------------------------------- 12 1.9.1 Arrangements for the review and assessment of Local Disaster Management Plan ----- 12 1.10 Noosa Local Disaster Management Group ----------------------------------------- 12 1.10.1 Establishment of the Noosa Local Groups ------------------------------------------------------------- 12 1.10.2 Functions of Noosa Local Group -------------------------------------------------------------------------- 13 1.10.3 LDMG annual priorities---------------------------------------------------------------------------------------- 13 1.11 Meetings of the Noosa Local Group -------------------------------------------------- 13 1.11.1 Sub-groups of the Local Group ---------------------------------------------------------------------------- 14 1.11.2 Reporting requirements--------------------------------------------------------------------------------------- 14 1.11.3 Membership of the Noosa Local Disaster Management Group ---------------------------------- 15 1.11.4 Chair and Deputy Chair of the Local Groups ---------------------------------------------------------- 16 1.11.5 Local Disaster Coordinators -------------------------------------------------------------------------------- 16 1.11.6 Noosa Local Disaster Management Groups Membership ----------------------------------------- 16 1.12 Agency roles and responsibilities ----------------------------------------------------- 21 2 Disaster Risk Management ........................................................... 31 2.1 Regional context----------------------------------------------------------------------------- 31 2.2.1 Geography ----------------------------------------------------------------------------------------------------------- 31
Section 5
2.1.2 Climate ---------------------------------------------------------------------------------------------------------------- 32 2.1.3 Demography -------------------------------------------------------------------------------------------------------- 32 2.2 Community capacity ----------------------------------------------------------------------- 33 2.2.1 Administrative centres ------------------------------------------------------------------------------------------- 33 2.2.2 Community organisations -------------------------------------------------------------------------------------- 33 2.2.3 Healthcare ----------------------------------------------------------------------------------------------------------- 33 2.2.4 Aged care ------------------------------------------------------------------------------------------------------------ 34 2.2.5 Transport ------------------------------------------------------------------------------------------------------------- 34 2.2.6 Shopping facilities ------------------------------------------------------------------------------------------------ 35 2.3 Emergency services organisations --------------------------------------------------- 35 2.3.1 Coastguard ---------------------------------------------------------------------------------------------------------- 35 2.3.2 Queensland Ambulance Service ----------------------------------------------------------------------------- 35 2.3.3 Queensland Fire and Emergency Services --------------------------------------------------------------- 35 2.3.4 Queensland Police Service ------------------------------------------------------------------------------------- 35 2.3.5 State Emergency Service --------------------------------------------------------------------------------------- 35 2.3.6 Surf Lifesaving ----------------------------------------------------------------------------------------------------- 35 2.4 Economy --------------------------------------------------------------------------------------- 35 2.5 Public buildings, spaces and events ------------------------------------------------- 35 2.5.1 Public buildings ---------------------------------------------------------------------------------------------------- 35 2.5.2 Major public spaces ---------------------------------------------------------------------------------------------- 36 2.5.3 Special events and festivals ----------------------------------------------------------------------------------- 36 2.6 Infrastructure --------------------------------------------------------------------------------- 36 2.7 Essential services --------------------------------------------------------------------------- 37 2.8 Hazardous sites ------------------------------------------------------------------------------ 37 2.9 Disaster hazards ----------------------------------------------------------------------------- 37 2.10 Disaster risk assessment ----------------------------------------------------------------- 39 2.10.1 Risk methodology – likelihood descriptors ------------------------------------------------------------- 39 2.10.2 Risk methodology – consequence descriptors -------------------------------------------------------- 40 2.10.3 Risk methodology – risk calculation table -------------------------------------------------------------- 43 2.10.4 Risk likelihood assessment ---------------------------------------------------------------------------------- 44 2.10.5 Risk consequence assessment ----------------------------------------------------------------------------- 46 2.10.6 Risk assessment ------------------------------------------------------------------------------------------------- 48 2.11 Risk management and mitigation------------------------------------------------------ 50 2.11.1 Risk reduction strategies ------------------------------------------------------------------------------------- 50 2.11.2 Residual Risk ----------------------------------------------------------------------------------------------------- 51 3 Prevention and Disaster Mitigation .............................................. 52 3.1 Prevention ------------------------------------------------------------------------------------- 52 3.2 Disaster mitigation -------------------------------------------------------------------------- 52 3.3 Building codes, building use regulations and planning policies ----------- 52 3.4 Legislation ------------------------------------------------------------------------------------- 52
Section 6
3.5 Insurance --------------------------------------------------------------------------------------- 53 3.6 Land use management initiatives ----------------------------------------------------- 53 3.7 Counter terrorism risk management ------------------------------------------------- 55 3.8 Climate change------------------------------------------------------------------------------- 55 4 Preparedness and Capacity Building ........................................... 58 4.1 Preparedness and awareness overview --------------------------------------------- 58 4.2 Noosa Local Disaster Management Group meetings --------------------------- 58 4.3 Building response capacity-------------------------------------------------------------- 58 4.4 Community resilience --------------------------------------------------------------------- 58 4.5 Community awareness, public information and warning systems -------- 59 4.5.1 Community awareness -------------------------------------------------------------------- 59 4.6 Education and training -------------------------------------------------------------------- 60 4.6.1 Accredited training --------------------------------------------------------------------------------------------- 60 4.6.2 Training for work in disaster coordination centres -------------------------------------------------- 60 4.7 Exercises --------------------------------------------------------------------------------------- 61 4.7.1 Exercise program and type ---------------------------------------------------------------------------------- 61 4.7.2 Exercise evaluation -------------------------------------------------------------------------------------------- 61 4.7.3 Post disaster assessment ------------------------------------------------------------------------------------ 62 4.8 Emergency planning ----------------------------------------------------------------------- 62 4.8.1 The local disaster management plan --------------------------------------------------------------------- 62 4.8.2 Lead agency sub-plans --------------------------------------------------------------------------------------- 62 4.8.3 Local community disaster plans --------------------------------------------------------------------------- 63 4.8.4 Measurement of capability ----------------------------------------------------------------------------------- 64 5 Response ....................................................................................... 65 5.1 Response principles ----------------------------------------------------------------------- 65 5.2 Response capability ------------------------------------------------------------------------ 65 5.3 Coordination of response ---------------------------------------------------------------- 65 5.3.1 Initial response -------------------------------------------------------------------------------------------------- 66 5.3.2 Incident (or field) Coordination Centre (ICC) ----------------------------------------------------------- 66 5.3.3 Local Disaster Coordination Centre (LDCC) ----------------------------------------------------------- 66 5.3.4 District disaster coordination centre (DDCC) ---------------------------------------------------------- 66 5.3.5 State disaster coordination centre (SDCC) ------------------------------------------------------------- 67 5.4 Activation of the Local Group----------------------------------------------------------- 67 5.4.1 Activation and authority to activate ----------------------------------------------------------------------- 67 5.4.2 Noosa Local Disaster Coordination Centre (LDCC) activation ----------------------------------- 67 5.5 Accessing support -------------------------------------------------------------------------- 71 5.5.1 Requests from the lead agency ICC to the LDCC ---------------------------------------------------- 71 5.5.2 Requests to DDC for assistance / support -------------------------------------------------------------- 71 5.5.3 Requests to the State Disaster Coordination Centre for assistance / support ------------- 71
Section 7
5.5.4 Support from external agencies (public and private) ----------------------------------------------- 71
5.6 Public information and warning notification and dissemination ----------- 72
5.6.1 Public information during disaster response and recovery -------------------------------------- 72
5.6.2 Public warning systems -------------------------------------------------------------------------------------- 72
5.7 Declaration of a disaster situation ---------------------------------------------------- 72
5.7.1 Relationship between activation, declarations and financial assistance --------------------- 73
5.8 Activating the Local Group -------------------------------------------------------------- 73
5.9 Operational sub-plans --------------------------------------------------------------------- 73
5.10 Threat specific planning and all hazards arrangements----------------------- 74
6 Recovery ........................................................................................ 75
6.1 Definition --------------------------------------------------------------------------------------- 75
6.2 Recovery principles and concepts ---------------------------------------------------- 75
6.3 Recovery components -------------------------------------------------------------------- 76
6.4 Establishment of a local recovery committee ------------------------------------- 77
6.5 Local Recovery Coordinator ------------------------------------------------------------ 77
6.6 Recovery plan -------------------------------------------------------------------------------- 78
6.6.1 Recovery plan for a specific event ------------------------------------------------------------------------ 78
7. Appendicies (see attached)........................................................... 80
Appendix A: Activating the plan
Appendix B: Operational sub-plans
Appendix C: Threat specific sub-plans
Appendix D: Tropical cyclone storm tide warning response system
Appendix E: Local group contact listing
Appendix F: Community resilience strategy
Appendix G: Queensland resupply guidelines
Appendix H: Directory of maps
Appendix I: Council to Council Disaster Assistance MoU between Sunshine
Coast Council and Noosa Shire Council
Section 8
1 Terms of reference
1.1 Aim and purpose of this plan
The aim of this plan is to:
minimise the effects of
coordinate the response to and
ensure the recovery from a disaster or emergency affecting the Noosa Shire
The purpose of this plan is to ensure the safety of the Noosa communities and to preserve
lives, livelihoods and the environment in the event of a disaster affecting the region. Our
priority is the preservation of human life.
This plan and the associated management arrangements have been developed with a
community focus.
1.2 Key objectives
The broad objectives of this disaster management plan are to ensure that a coordinated and
effective system of disaster management exists for Noosa shire
The Plan also details specific strategies relating to the prevention and preparedness for,
response to, and recovery from, a disaster. These strategies are outlined below.
1.2.1 Prevention
(a) Develop systems that reduce disaster risks and ensure adherence to these procedures.
(b) Assist the community to be of aware of methods of mitigating the adverse effects of an
event, through community education and awareness.
(c) Investigate and implement, where appropriate, strategies and initiatives to reduce the
impact of disasters on the Noosa community using best practice emergency risk
management processes.
1.2.2 Preparedness
(a) Enhance the community’s capacity to prepare for, respond to and recover from a
disaster so as to increase community resilience.
(b) Encourage an effective all agencies, all hazards approach.
(c) Identify those lead agencies that will provide guidance and leadership for the group on
specific hazards.
(d) Identify resources to maximize local and regional response capability.
(e) Establish relationships to increase disaster management capability.
(f) Improve the capacity of disaster management agencies by encouraging the sharing of
knowledge, participation in training and shared exercises.
1.2.3 Response
(a) Ensure that the responsible lead agency is supported in their response to a particular
emergency event.
(b) Ensure there is effective and timely communication with the community on the nature
and impact of the event.
(c) Ensure local and regional cooperation and coordination of response efforts during a
disaster.
1
Section 9
(d) Minimize the impact on the community from a disaster event or emergency situation
through effective response.
(e) Lay the ground work for the re-establishment of the community as effectively and
efficiently as possible.
1.2.4 Recovery
(a) Provide the framework for post event assistance to the affected community and provide
immediate post event welfare as appropriate.
(b) Ensure the recovery priorities of the community are identified and met.
(c) Reduce the community consequences following an event.
1.3 Authority to plan
Councils have a legislative responsibility to develop a Local Disaster Management Plan in
accordance with s57 of the Queensland Disaster Management Act 2003 (The Act).
“s 57 Plan for disaster management in local government area
(1) A local government must prepare a plan (a local disaster management plan) for
disaster management in the local government’s area.
(2) The plan must include provision for the following—
(a) the State group’s strategic policy framework for disaster management for the
State, and the local government’s policies for disaster management;
(b) the roles and responsibilities of entities involved in disaster operations and
disaster management in the area;
(c) the coordination of disaster operations and activities relating to disaster
management performed by the entities mentioned in paragraph (b)
(d) events that are likely to happen in the area;
(e) strategies and priorities for disaster management for the area;
(f) the matters stated in the disaster management guidelines as matters to be
included in the plan;
(g) other matters about disaster management in the area the local government
considers appropriate”.
“s 58 A local disaster management plan must be consistent with the disaster management
guidelines”
As required under the Act, Noosa Council will maintain a separate disaster response
capability, establish a Local Disaster Management Group and operate a disaster
coordination centre during an event.
The plan is the result of the co-operative efforts and consultation between the Noosa Local
Disaster Management Group (Local Group), Emergency Service agencies and the Sunshine
Coast District Disaster Management Group.
1.3.1 Approval and adoption of plan by Noosa Local Disaster Management Group
The 2016 Plan was endorsed by the Noosa Local Disaster Management Group at its
meeting on 15 September 2016.
1.3.2 Approval and adoption of the plan by the Noosa Council
The Noosa Council accepts its roles and responsibilities as described in The Act. Noosa
Council adopted the 2016 Plan at its Ordinary Meeting on 15 September 2016.
2
Section 10
1.4 Disaster management legislation, guidelines, policy and state plan
1.4.1 Queensland Disaster Management Act 2003
The Queensland Disaster Management Act 2003 (The Act) provides for matters relating to
Disaster Management in Queensland. This Local Disaster Management Plan (LDMP) has
been prepared so that it is consistent and complies with The Act.
1.4.2 Queensland Government disaster management strategic policy framework
This plan is consistent with the principles contained in the State Disaster Management
Group’s Disaster Management Strategic Policy Framework. The State Framework focuses
on a comprehensive, all hazards approach with all levels and agencies of government
working in partnership to reduce the effects of disasters and emergencies.
The Framework is based on the elements of disaster management in the Council of
Australian Governments’ report Natural Disasters in Australia: Reforming mitigation, relief
and recovery arrangements (2002) and it supports and builds on the four guiding principles
outlined in The Act:
1. disaster management should be planned across the four phases – prevention,
preparation, response and recovery;
2. all events, whether natural or caused by human acts or omissions, should be managed
in accordance with the strategic policy framework, the State Disaster Management Plan,
and any disaster management guidelines;
3. local governments should primarily be responsible for managing events in their local
government area; and
4. district groups and the state group should provide local governments with appropriate
resources and support to help the local governments carry out disaster operations.
A copy of the “Disaster Management Strategic Policy Framework Nov 2010” is available
from the Queensland Government Disaster Management Website: www.disaster.qld.gov.au.
1.4.3 Queensland State Disaster Management Plan – principles of disaster
management
The Queensland State Disaster Management Plan (SDMP) identifies five main principles of
disaster management which form the basis of Queensland’s Disaster Management
Arrangements. The main principles support and build on the comprehensive and integrated
approach adopted by the Australian Emergency Management Arrangements and the four
guiding principles outlined in The Act.
1.4.3.1 Main principles
The five main principles are:
(a) comprehensive approach (as set out in the key objectives at item 1.2 of this plan);
(b) all hazards approach;
(c) all agencies approach;
(d) local disaster management capability; and
(e) a prepared, resilient community.
Further description of the principles can be found in the SDMP which is available from the
Queensland Government Disaster Management website: www.disaster.qld.gov.au.
This LDMP is consistent with these principles.
3
Section 11
1.4.4 Disaster management system in Queensland
This diagram represents the disaster management framework in Queensland, which
comprises local, district, and state levels.
Figure 1: Queensland disaster management arrangements
1.4.5 Local disaster management capability
The November 2010 amendments to The Act included the principle of Local Disaster
Management Capability.
Local level capability is recognised as the frontline of disaster management s4A(c) of The
Act provides that local governments should primarily be responsible for managing events in
their local government area. This is achieved through the establishment of a Local Disaster
Management Group (Local Group). S4 of The Act also provides that District Disaster
Management Groups (District Groups) and the State Disaster Management Group (State
Group) should provide local governments with appropriate resources and support to assist
the local government carry out disaster operations. (Extract State Disaster Management Plan Nov 2010)
Unlike the Sunshine Coast and Noosa Local Disaster Management Plan (which was a joint
plan), the 2015 plan details local disaster management arrangements for the Noosa shire
only, thereby enhancing local disaster management capacity in the local area.
1.5 Amendment register and version control
This document is not to be substantially altered, amended or changed in any way other than
those amendments issued by the Local Group. However, the plan is intended to be a “live”
document, open to suggested amendments, particularly from members of the Local Group.
Plans may be amended in a number of ways. Proposals for amendment to this plan should
be made in writing to:
Local Disaster Coordinator
Noosa Local Disaster Management Group
PO Box 141
Tewantin Qld 4565
With the exception of minor changes, typographical changes and changes to position
titles suggestions for amendments to the plan will be submitted to the Local Group for
discussion.
4
Section 12
If not supported a response will be provided to the submitter.
Major amendments or updates to the plan will be approved by Council.
Version Date Prepared By Comments
Martin Drydale Review of Disaster Risk Management was
September carried out jointly with representatives of Noosa
Final Local Disaster
2016 Council, Queensland Police and Queensland
Coordinator Fire & Emergency Services
The Noosa Local Disaster Management Plan is not a controlled document.
1.6 Distribution list
POSITION AND ORGANISATION COPY COMMENTS
Noosa Local Disaster Management Group Electronic or
Copies as required
(NLDMG) Chair and Deputy Chair hard copy
NLDMG Local Disaster Coordinator (LDC) Electronic and
Copies as required
and Secretariat hard copy
Electronic or Copy for each member
NLDMG Members
hard copy and as required
Electronic copy to be
Noosa Council Leadership Team Electronic copy
posted to the website
Electronic copy to be
Noosa Council Website Electronic copy
posted to the website
Australian Emergency Management Institute Electronic copy to be
Electronic copy
Library – Mt. Macedon Victoria posted to the website
Queensland Fire and Emergency Services Electronic copy to be
Electronic copy
(Disaster Management) posted to the website
Electronic copy to be
Gympie LDMG Electronic copy
posted to the website
Electronic copy to be
Sunshine Coast LDMG Electronic copy
posted to the website
5
Section 13
Electronic copy to be
Sunshine Coast District Disaster Coordinator Electronic copy
posted to the website
Sunshine Coast District Disaster Electronic copy to be
Electronic copy
Management Group posted to the website
Noosa Council Libraries Hard copy 1 copy per library
1.7 Abbreviations
The following abbreviations are used throughout this Local Disaster Management Plan:
AEM Australian Emergency Management
AEMI Australian Emergency Management Institute
AHD Australian Height Datum
AIIMS Australian Inter-service Incident Management System
BoM Bureau of Meteorology
CEO Chief Executive Officer
CRC Community Recovery Committee
DACC Defence Aid to Civil Community
DAFF Department of Agriculture Fisheries and Forestry
DCCSDS Department of Communities, Child Safety & Disability Services
DDC District Disaster Coordinator
DDCC District Disaster Coordination Centre
DDMG District Disaster Management Group
DEHP Department of Environment & Heritage Protection
DHPW Department of Housing and Public Works
DCCSDS Department of Communities, Child Safety and Disability Services
DTMR Department Transport & Main Roads
EMA Emergency Management Australia
EOT Emergency Operations Team
FCC Field Command Centre
FPQ Forestry Plantations Queensland
GIS Geographical Information System
ICC Incident Coordination Centre
IGEM Inspector-General Emergency Management
IMT Incident Management Team
LDC Local Disaster Coordinator
LDCC Local Disaster Coordination Centre
6
Section 14
LDMG Local Disaster Management Group
LDMP Local Disaster Management Plan
LRC Local Recovery Coordinator
MSQ Maritime Safety Queensland
NSC Noosa Council
NLDCC Noosa Local Disaster Coordination Centre
NLDMG Noosa Local Disaster Management Group (Noosa Local Group)
NDRRA Natural Disaster Relief and Recovery Arrangements
PPRR Preparation, Preparedness, Response and Recovery
PSPA Public Safety Preservation Act 1986
QAS Queensland Ambulance Service
QDMA Queensland Disaster Management Arrangements
QDMC Queensland Disaster Management Committee
QFES (DM) Queensland Fire and Emergency Services (Disaster Management)
QFES Queensland Fire and Emergency Services
QPIF Queensland Primary Industries and Fisheries
QPS Queensland Police Service
QPWS Queensland Parks and Wildlife Service
QR Queensland Rail
RFB Rural Fire Brigade
SCC Sunshine Coast Council
SCDDC Sunshine Coast District Disaster Coordinator
SCDDMG Sunshine Coast District Disaster Management Group (District Group)
SCDDMP Sunshine Coast District Disaster Management Plan (District Plan)
SCLDMG Sunshine Coast Local Disaster Management Group (SC Local Group)
SCRFBG Sunshine Coast Rural Fire Brigade Group
SDCC State Disaster Coordination Centre
SES State Emergency Service
The Act Queensland Disaster Management Act 2003
VMR Volunteer Marine Rescue (Coastguard)
7
Section 15
1.8 Definitions and glossary of terms
All hazards approach
The all hazards approach concerns arrangements for managing the large range of possible
effects of risks and emergencies. This concept is useful to the extent that a large range of
risks can cause similar problems and such measures as warning, evacuation, medical
services and community recovery will be required during and following all emergencies.
(Source: EMA, 2009)
All agencies approach
All agencies should be involved to some extent in emergency management. The context of
emergency management for specific agencies varies and may include:
ensuring the continuity of their business or service;
protecting their own interests and personnel;
protecting the community and environment from risks arising from the activities of the
organisation; and
protecting the community and environment from credible risks. (Source EMA 2009)
Community
A group of people with a commonality of association and generally defined by location,
shared experience, or function. (Source: Australian Emergency Management Glossary, 1998).
Consequence
The outcome of an event or situation expressed qualitatively or quantitatively, being a loss,
injury, disadvantage, or gain. (Source: Australian Emergency Management Glossary, 1998).
Coordination
Coordination refers to the bringing together of organisations to ensure effective disaster
management before, during and after an event. It is primarily concerned with the systematic
acquisition and application of resources (people, material, equipment etc) in accordance with
priorities set by Disaster Management Groups. Coordination operates horizontally across
organisations and agencies. (Source: State Disaster Management Plan).
Coordination centre
A centre established as a centre of communication and coordination during disaster
operations.
Declaration of disaster situation
A District Disaster Coordinator for a Disaster District may, with the approval of the Minister,
declare a disaster situation for the District or part of it, if satisfied of a number of conditions
as set out in The Act. (Disaster Management Act Part 4, s64)
Disaster
A serious disruption in a community, caused by the impact of an event, that requires a
significant coordinated response by the State and other entities to help the community
recover from the disruption. (Disaster Management Act 2003, s13.)
Disaster management
Arrangements to manage the potential adverse effects of an event, including, for example,
arrangements for mitigating, preventing, preparing for, responding to and recovering from a
disaster. (Disaster Management Act 2003, s14).
8
Section 16
Disaster operations
Activities undertaken before, during or after an event to help reduce loss of human life,
illness or injury to humans, property loss or damage, or damage to the environment,
including, for example, activities to mitigate the adverse effects of the event. (Disaster
Management Act 2003, s15).
Disaster response capability (Local Government)
The ability to use Local Government resources, to effectively deal with, or help another entity
to deal with, within the capacity of the Local Government an emergency situation or a
disaster in the local government’s area. (Source: Disaster Management Act 2003, s80)
District Disaster Coordinator (DDC)
The role of the District Disaster Coordinator, in addition to other duties, is the responsibility
for coordinating support in the Disaster District for the DMG. (Source: Disaster Management
Act 2003. s26)
Event
An event may be natural or caused by human acts or omissions. It can also mean any of the
following:
cyclone, earthquake, flood, storm, storm tide, tornado, tsunami, volcanic eruption or
other natural happening
bushfire, an explosion or fire, a chemical, fuel or oil spill, or a gas leak
infestation, plague, or epidemic
attack against the State
another event similar to the above events (Source: Disaster Management Act 2003, s16
Flash flooding:
Flash flooding is generally defined as flooding that occurs within six hours of intense rainfall
occurring. Flash flooding can occur in one of two ways:
1. Localised flooding
Localised flooding occurs when part of the storm water drainage system is blocked or
capacity is exceeded. Possible effects include water damage to property and home
and contents, backyard/front yard flooding and localised road flooding.
2. Creek flooding (rapid-onset floods)
Creek flooding is the result of intense localised rainfall. Often occurring with little
warning time, creek flooding can pose a significant risk to life and property, with fast
flowing water and little time to respond to the rising water levels.
River flooding (slow-onset floods)
River flooding results from widespread and prolonged rainfall over a river’s catchment area.
Floods may last a couple of days to several weeks and represent a major impact on life and
property.
The time a flood peak arrives and the duration of flooding is defined by the area and slope of
the river catchment as well as the length of the river.
Storm tide flooding
Storm tides are associated with tropical storms and cyclones. Storm tide flooding comes
from the ocean and is a result of combined high tides and heavy seas.
9
Section 17
Storm tides often coincide with periods of intense and prolonged rainfall and can impact on
existing swollen river systems and low lying coastal areas. Storm tides can increase the
severity, extent and length of any simultaneous river and creek flooding.
Hazard
A source of potential harm, or a situation with a potential to cause loss. (Source: Emergency
Management Australia 2004).
Incident
Day to day occurrences, being an emergency or sudden event accidentally or deliberately
caused which requires a response from one or more emergency response agencies by itself
or in cooperation with other response agencies.
Incident coordination centre / field coordination centre
Location or room from which response operations are managed for emergency incidents or
situations.
Mitigation
Measures taken in advance of a disaster aimed at decreasing or eliminating its impact on
communities, the economy, infrastructure and the environment. (Adapted from: Australian
Emergency Management Glossary, 1998).
Natural Disaster Relief & Recovery Arrangements (NDRRA)
NDRRA provide a cost sharing formula between the State and Commonwealth Governments
as well as a package of pre-agreed relief and recovery measures that may be activated by
the Queensland Government on a needs basis.
NDRRA activation
An activation is made by the Minister Community Safety when NDRRA Funding applies, this
declaration is different to and not dependant on a Declaration of a Disaster Situation and is
not a declaration of a disaster or emergency.
Planning
Development of systems for coordinating disaster response and establishing priorities,
duties, roles and responsibilities of different individuals and organisations, including actual
state of preparedness.
Preparedness
Measures to ensure that, should an emergency occur, communities, resources, and services
are capable of coping with the effects. (Source: Australian Emergency Management
Glossary, 1998).
Prevention
Measures to eliminate or reduce the incidence or severity of emergencies. (Source:
Australian Emergency Management Glossary, 1998).
Public Safety Preservation Act 1986
If at any time a commissioned officer of the Queensland Police Service is satisfied on
reasonable grounds that an emergency situation has arisen or is likely to arise, the
commissioned officer may declare that an emergency situation exists in respect of an area
specified by the officer.
Reconstruction
Actions taken to re-establish a community after a period of rehabilitation subsequent to a
disaster. Actions would include construction of permanent housing, restoration of all
10
Section 18
services, and complete resumption of the pre-disaster state. (Source: Australian Emergency
Management Glossary, 1998)
Recovery
The coordinated process of supporting emergency affected communities in reconstruction of
the physical infrastructure and restoration of emotional, social, economic, and physical
wellbeing. (Source: Australian Emergency Management Glossary, 1998)
Rehabilitation
The operations and decisions taken after a disaster with a view to restoring a stricken
community to its former living conditions, while encouraging and facilitating the necessary
adjustments to the changes caused by the disaster. (Source: Australian Emergency
Management Glossary, 1998)
Relief
The provision of immediate shelter, life support and human needs of persons affected by, or
responding to, an emergency. It includes the establishment, management and provision of
services to emergency relief centres. (Source: Australian Emergency Management Glossary,
1998)
Residual risk
The level of risk remaining after implementation of a risk treatment. (Source: AS/NZ ISO
31000:2009)
Resilience
A measure of how quickly a system recovers from failures. (Source: EMA Thesaurus)
Response
Measures taken in anticipation of, during and immediately after an emergency to ensure its
effects are minimised. (Source: Australian Emergency Management Glossary, 1998)
Resources
Includes people, personnel or staffing, food, any horse or animal, vehicle, vessel, aircraft,
plant apparatus, implement, earthmoving equipment, construction equipment, or other
equipment of any kind or any means of supplying want or need.
Risk
The chance of something happening that may have an impact on the safety and wellbeing of
your community. It includes risk as an opportunity as well as a threat and is measured in
terms of consequences and likelihood. (Source: Adapted from AS/NZ ISO 31000:2009)
Risk identification
The process of identifying what can happen, why, and how. (Source: Australian Emergency
Management Glossary, 1998)
Risk management
The culture, processes, and structures that are directed towards realising potential
opportunities whilst managing adverse effects. (Source: AS/NZ ISO 31000:2009)
Risk reduction
Actions taken to lessen the likelihood, negative consequences, or both, associated with a
risk. (Source: AS/NZ ISO 31000:2009)
Risk treatment
Process of selection and implementation of measures to modify risk. (Source: AS/NZ ISO
31000:2009)
11
Section 19
Serious disruption
Loss of human life, or injury or illness.
Widespread or severe property loss or damage.
Widespread or severe damage to the environment.
Vulnerability
Degree of loss which could result from a potentially damaging phenomenon, or the extent to
which a country, area, community, or structure risks being damaged by a disaster. This can
also mean the susceptibility and resilience of the community and environment to hazards.
1.9 Review and renewal of the plan
A review of the plans in accordance with s59 of The Act may be conducted by an LDC (or
delegate) following:
(a) Activation of the plan as a result of a disaster.
(b) Exercises designed to practise or test aspects of the plans.
(c) Alterations to the roles or responsibilities of any agency involved in the plan.
(d) Changes to operational procedures.
(e) External disasters or new technology which may suggest a review be carried out.
(f) Noosa Council organisational structural change.
(g) An Officer responsible for overseeing a Local Group task leaving that position.
(h) Following an assessment of the local plan by the Chief Executive Officer of the
Department (or delegate)
(i) Following an assessment by the DDMG or DDC (or delegate).
The plan will be reviewed annually if a review has not resulted from one of the items
mentioned above.
Minor changes such as typographical changes, changes to position titles and contact details
may be made to the plan from time to time by the LDC.
1.9.1 Arrangements for the review and assessment of Local Disaster Management
Plan
The plan is to be reviewed annually by a working group from the Local Group using the
IGEM self-assessment online tool, and submitted to the Local Group for acceptance and
adoption. Where major changes to the plan have occurred the plan will be submitted to the
council by the LDC for renewal.
On adoption by the Local Group, the assessment will be submitted to IGEM by the date
specified by that office.
1.10 Noosa Local Disaster Management Group
1.10.1 Establishment of the Noosa Local Groups
The Noosa Local Disaster Management Group (Local Group) was established by the Noosa
Transfer Manager on 16 December 2013 under section 32 of the Local Government
Legislation Amendment Regulation (No 4) 2013.
The Noosa LDMG will coordinate disaster operations within the area administered by the
Noosa Council.
12
Section 20
1.10.2 Functions of Noosa Local Group
In accordance with s30 of The Act the Noosa Local Disaster Management Group has the
following functions:
(a) 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;
(b) to develop effective disaster management, and regularly review and assess the
disaster management;
(c) to help the local government for its area to prepare a local disaster management plan;
(d) to identify, and provide advice to the relevant district group about, support services
required by the Local Group to facilitate disaster management and disaster operations
in the area;
(e) 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;
(f) to manage disaster operations in the area under policies and procedures decided by
the State group;
(g) to provide reports and make recommendations to the relevant district group about
matters relating to disaster operations;
(h) to identify, and coordinate the use of, resources that may be used for disaster
operations in the area;
(i) 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;
(j) to ensure information about a disaster in the area is promptly given to the relevant
district group;
(k) to perform other functions given to the group under this Act;
(l) to perform a function incidental to a function mentioned in paragraphs (a) to (k).
1.10.3 LDMG annual priorities
In addition to their legislative functions the Noosa LDMG will set annual priorities for action
based on identified community need at the beginning of the financial year. There will be
regular status reports on the progress of these priorities at LDMG meetings.
1.11 Meetings of the Noosa Local Group
The Noosa Local Group will meet four times each year with the meetings timed to take into
account higher risk periods.
The chair of the local group will ensure meetings are conducted in accordance with the
Disaster Management Regulation 2014.
During disaster and emergency situations a Local Group extraordinary meeting may be
called and be held either in person or via teleconference to consider and discuss the
situation.
For ordinary meetings of the Local Group a notice of meeting is to be sent by the secretariat
at least three weeks, preferably four weeks in advance of the meeting and an agenda will be
sent one week prior to the meeting. Notice of meeting and meeting agenda will be sent by
email to members. Meeting minutes are to be prepared and sent as soon as practicable
following the meeting.
13
Section 21
For extraordinary meetings, notice of meeting may be communicated by SMS, email or
telephone call to members as soon as it is determined that a meeting of the Local Group is
required.
Minutes of each meeting will be prepared and retained as required by legislation. A
Resolutions Register will also be prepared and maintained to provide a running log of
actions of the Local Group and as a reference document and historical document of past
Local Group resolutions.
Following each Local Group meeting contact lists for the Local Group and associated sub-
groups shall be updated. The revised contact listing will be sent to Local Group members
with the minutes of the meeting for member’s retention with the Local Plan.
Details of local group members will be stored in accordance with The Privacy Act 2009 and
Council’s privacy guidelines.
1.11.1 Sub-groups of the Local Group
Planning sub-groups
The Local Group may form a sub group to consider an aspect of the Local Group’s function
and to develop planning documents. If the Local Group creates a sub-group it will do so by
resolution at a meeting and adopt a Charter for that sub-group.
Local Group sub-groups may include, but not be limited to:
Communities of interest
Community awareness and education
Community support
Evacuation planning
Information and communications technology
Public health
Public information and warnings.
Sub-groups described above would meet as often required to enable the task that is being
considered to be progressed and completed.
Local community sub-groups.
The Local Group may also work with local geographic community groups, business groups,
and others, to prepare emergency and business continuity plans, so as to build community
capacity and resilience.
The Local Group may resolve to create a sub-group to develop local community plans. The
sub-group may become a standing group or a group that exists only during the planning
phase. If such a sub-group was created it would be by resolution of the Local Group and
have a charter.
Sub-groups for local communities will meet as frequently as required by the risk profile of
that local community.
1.11.2 Reporting requirements
Reporting by members
Local Group members are expected to report their agency’s disaster management activities
to the Local Group at the group’s meetings. This report will be circulated with the minutes of
the group’s meeting.
14
Section 22
The Local Group will report its activities to:
(a) The Noosa Council in an annual report prepared by the Local Disaster Coordinator (or
delegate). The report will outline the work of the disaster management system during
the previous year and indicate how the Local Group’s work fulfilled the requirements of
the group as set out in The Act.
(b) The DDC in a written disaster management status report presented annually at the end
of the financial year. Additionally a brief status report will be prepared by the Local
Group secretariat, on behalf of the Chair, for each ordinary meeting of the DDMG which
includes information from the Chair, LDC and Local Group about the activities
undertaken and matters to be referred to the DDC.
Operational reporting
Operational reporting during an event shall be in accordance with Appendix A.2 Noosa Local
Disaster Coordination Centre sub-plan.
1.11.3 Membership of the Noosa Local Disaster Management Group
Appointment of members of the Noosa Local Group
The membership of the Noosa Local Group will be regularly reviewed by the Chair of the
Noosa LDMG and the LDC. The DDC will then be advised of any changes to the
membership of the Local Group as per the requirements of s37 of the Act. These details will
be stored in accordance with The Privacy Act 2009 and Council’s privacy Guidelines.
In appointing members of the Local Group, the Chair of the LDMG will seek representatives
from those agencies and organisations in the Shire who:
(a) have a key role in responding to disaster or emergency situations
(b) manage key assets or
(c) provide essential community services
In addition to its members, the Local Group may seek the assistance of individuals or
organisations as circumstances require. These persons sit as advisors to the group. They
will receive copies of the agendas and minutes and can attend and participate in meetings
and discussions as required. They however do not have voting rights on decisions.
Deputy/alternate members of the Local Group
Members of the Local Group are to identify a deputy/alternate who is able to attend Local
Group meetings or take on the duties of the member in their absence or unavailability. A
person who is a deputy/alternate member should have the necessary expertise and
experience to fulfil the role of member of the Local Group if required.
Support for the Local Group
The Noosa Council CEO will provide nominated Council Officers to provide support to the
Local Group as follows:
Secretariat will provide day to day support to the group through provision of, meeting
coordination and reporting requirements (e.g. reports, minutes, contact lists) and
monitoring of training requirements of Local Group members.
The Disaster Management Officer will provide strategic disaster management policy
advice and oversee operational matters for the Local Group.
These officers will maintain watch for events or situations which may have the potential to be
a threat to the region and are a key point of contact between the region’s disaster
management agencies.
15
Section 23
1.11.4 Chair and Deputy Chair of the Local Groups
Functions of the Chair of Local Group
Section 34A of The Act identifies that the Chairperson of a Local Group has the following
functions:
(a) to manage and coordinate the business of the group;
(b) to ensure, as far as practicable, that the group performs its functions;
(c) to report regularly to the relevant district group, and the chief executive of the
department, about the performance by the Local Group of its functions.
1.11.5 Local Disaster Coordinators
Noosa Local Disaster Coordinator
The Chair of the Noosa LDMG has appointed the Director Planning and Infrastructure as the
Noosa LDC and the Director Community Services as Deputy LDC.
The Chair of the Noosa LDMG has appointed the Director Planning and Infrastructure as the
Noosa Local Group’s member on the SCDDMG.
Functions of Local Disaster Coordinator
S36 of The Act states that the LDC has the following functions:
(a) to coordinate disaster operations for the Local Group;
(b) to report regularly to the Local Group about disaster operations;
(c) to ensure, as far as practicable, that any strategic decisions of the Local Group about
disaster operations are implemented.
1.11.6 Noosa Local Disaster Management Groups Membership
Membership of the Noosa Local Group
Table 1: Noosa LDMG membership as at September 2016
Role Position
Chairperson Cr Tony Wellington
Deputy Chairperson Cr Joe Jurisevic
Local Disaster Coordinator Director Planning & Infrastructure, Noosa Council
Local Recovery Coordinator Director Community Services, Noosa Council
Australian Red Cross Emergency Services Coordinator Qld
Community Liaison Officer Community Development Coordinator, Noosa Council
Community Health Officer Waste & Environmental Health Manager, Noosa Council
Energex Representative Principal Asset Officer (North Coast), Energex
Queensland Fire and Emergency Zone Commander, Sunshine Coast Queensland Fire and
Services representatives x 2 Emergency Services (Fire);
16
Section 24
QFES Regional Emergency Management Coordinator
Queensland Parks and Wildlife Senior Ranger, Sunshine Coast
Representative
Queensland Police Service Senior Sergeant, Officer in Charge, Noosa Police Station
Representative
SES Local Controller (Noosa)
Unitywater Representative Planned Services Manager
All members will nominate a Deputy to ensure continuity and full agency representation.
Responsibilities of Local Group members
All Members of agencies represented on the Local Group are expected to attend and be in a
position to participate at Local Group meetings.
A task of members of the Local Group is to be involved in the formulation of Disaster
Management Strategies and Plans for the Noosa Local Government areas, through
participation at full group meetings or through participation in a Local Group Sub-Group. It is
expected that if unavailable, members would send their nominated Deputy to a meeting of
the Local Group.
Table 2: Noosa LDMG advisors and invited observers as at September 2016
Role Position
Chair of Council’s Emergency Civil Operations Manager, Noosa Council
Operations Team
Coastguard Commander Noosa Coastguard
Department of Communities, Child Manager, Programs Support Team
Safety & Disability Services
Representative
Department Transport & Main Roads Principal Project Officer
Disaster Management Disaster Management & Special Projects Officer, Noosa
Council
District Disaster Management Group Executive Officer to the District Disaster Coordinator
Economic Development Economic Development Manager, Noosa Council
Environment Planning & Environment Manager, Noosa Council
Health Representative Director Emergency Medicine, Noosa Hospital
Information Technology Advisor Manager ICT, Noosa Council
Local Media Representative Editor Noosa News
17
Section 25
Local Member Representative Assistant Electorate Officer
Media Liaison Officer Community Engagement Manager, Noosa Council
Queensland Ambulance Service Officer in Charge, Noosa Station, Queensland
Representative Ambulance Service
Rural Fire Representative Group Officer Noosa
SEQWater Representative SEQ Water Dam Safety Manager
Surf Life Saving Queensland Regional Manager
Representative
Telstra Representative Area Sales Manager
Table 3: Responsibilities of LDMG members and advisors
LDMG Role LDMG Responsibilities
Chairperson chair LDMG Meetings and to provide the primary link between the
LDMG and Council
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 Local Group of its
functions
Deputy Chairperson provide advice and support to the Chair and LDMG
chair LDMG Meetings in the absence of the Chair
provide a link between the LDMG and Council
participate in the issuing of public information and warnings
chair the Recovery Sub Committee if required
Local Disaster coordinate disaster operations for the Local Group, report regularly to
Coordinator the Local Group about disaster operations and to ensure, as far as
practicable, that any strategic decisions of the Local Group about
disaster operations are implemented
provide advice and support to the Chair and Local Group
activate the Local Plan and LDCC when required
Local Recovery undertake the functions of the LDC in the LDC’s absence
Coordinator coordinate recovery operations for the Local Group, report regularly
to the Local Group about recovery operations and to ensure, as far
as practicable, that any strategic decisions of the Local Group about
recovery operations are implemented
provide advice and support to the Chair and Local Group
activate the Recovery Plan and Recovery Committee Sub Group
when required
18
Section 26
Australian Red Cross liaison between the agency and the LDMG
Representative responsibilities as identified in the Local Plan, particularly operational
plans for community support, evacuation centre management and
recovery
Coastguard liaison between Coastguard and LDMG
Representative
Community Liaison responsible for emergency community support, evacuation centre
Officer management and public health during activation for response and
recovery
represent the Local Group at the District Community Recovery Group
Council’s Emergency provide Council response planning advice and support to the Local
Operations Team Disaster Coordinator
action Council’s emergency response
Department of liaison between the agency and the LDMG
Communities, Child community recovery advice to the LDMG
Safety & Disability
Services
Representative
Department of liaison between the agency and the LDMG
Transport & Main transport and traffic advice to the LDMG
Roads
Disaster Management oversight of operational matters for LDMG, including programs,
initiatives, planning and community education
maintaining response capacity to events for LDMG
provision of advice on strategy and policy
ensuring compliance with requirement of the Act and adherence to
principles and standards of Emergency Management Assurance
Framework (EMAF)
Economic Development provision of advice and strategy on economic disaster resilience
provision of advice and strategy on economic disaster recovery
Environment provision of advice and strategy on environmental disaster resilience
provision of advice and strategy on environmental disaster recovery
Executive Officer – to liaison between the DDMG and the LDMG
the DDC provide advice and support to the Chair, the LDC and LDMG
participate in the issuing of public information and warnings
Energex liaison between the agency and the LDMG
Representative
Health Representative liaison between Queensland Health Dept, hospitals, doctors and
implementation of the Health sub-plan and the LDMG
Information Technology provide expert advice and support to the Local Group on information
Advisor and communication technology matters
19
Section 27
Local Media liaison between local media and the LDMG
Representative
Media Liaison Officer preparation and dissemination of public information and warnings
prior to and during an event
responsibilities identified in Appendix A.10 Public Information and
Warnings Plan
Queensland Ambulance liaison between the agency and the LDMG
Service Representative
Queensland Fire and provide advice and support to the Chair and the LDC
Emergency Services liaison between the agency and the LDMG
Representatives link to and advice on the Qld Disaster Management System
assessment of the Local Plan
Queensland Police liaison between the agency and the LDMG
Service Representative
SEQWater liaison between the agency and the LDMG
Representative
SES Representative liaison between the SES and the LDMG
Surf Lifesaving Qld liaison between the agency and the LDMG
Representative
Telstra Representative liaison between the agency and the LDMG
UnityWater liaison between the agency and the LDMG
Representative
20
Section 28
1.12 Agency roles and responsibilities
Table 4: Roles and responsibilities of LDMG agencies and observers
Agency Roles and responsibilities
Local Disaster Functions as allocated to the group under s30 of the Act:
Management develop comprehensive local disaster management plan and
Group
strategies
design and maintain a public education/awareness program, which is
delivered through member agency resources
support for coordination of response agencies through the LDCC.
reconnaissance and impact assessment
provide public information prior to, during and following disaster
events
recommend areas/locations to be considered for directed evacuation.
provide public advice regarding voluntary evacuation
identify, resource, staff, manage and operate evacuation centres.
provide locally based community support services
design, maintain and operate a disaster coordination centre, including
training of sufficient personnel to operate the centre
Australian Red provide community support and disaster relief to disaster affected
Cross communities
provide support with the operation of evacuation centres
assistance with Outreach Services to disaster affected communities
assist the community to prepare for, respond to and recover from an
event or disaster e.g. public awareness and education campaigns
provide advice and communication with the LDC and DDC
request and provide assistance through the LDCC as required during
disaster operations
Bureau of issue weather forecasts including weather warnings to agencies and
Meteorology the community
provide advice and communication with the Local Group’s Local
Disaster Coordinator and DDC about the weather warnings issued
collect and interpret information from rainfall and flooding telemetry
systems, jointly with Council
21
Section 29
Agency Roles and responsibilities
Council Perform the following roles and responsibilities in support of the Local
Group:
management, support, policy advice and coordination of the business
of the Local Group and its subgroups, including the development and
maintenance of disaster management plans and sub-plans
identify, develop, maintain and operate a Local Disaster Coordination
Centre (LDCC) at a primary location and maintain alternative
locations
identify and deliver training and staffing required to operate the LDCC
coordinate disaster operations by the LDC through the LDCC for the
Local Group ensuring that strategic decisions of the Local Group are
implemented
coordinate immediate community support and recovery needs in
conjunction with the Department of Communities, Child Safety &
Disability Services, including the management and operation of
evacuation or temporary relocation centres
assist the community to prepare for, respond to and recover from an
event or disaster
issue public information or warnings about disaster situations in
accordance with Local Plan
provide advice and support to the DDC
General Agency Responsibilities:
develop and maintain prevention and mitigation strategies such as
Land Use Planning and Capital Works programs
develop and maintain a coordinated disaster response capability
through the establishment of an Emergency Operations Team
develop and maintain response plans where the Council is identified
as the lead agency eg flooding
develop and maintain Field Coordination Centre (FCC) capacity
which is able to be activated for events where the Council is the lead
agency including training in AIIMS and staffing with sufficient trained
personnel to operate the Centre
maintain Council essential services to the community including:
o animal control
o civic leadership
o community contact and information
o disaster and emergency management
o environmental protection
o public health
o refuse disposal and waste management
22
Section 30
Agency Roles and responsibilities
Council (cont) develop and maintain communications systems between response
and recovery agencies and coordination centres
maintain (including debris clearance) local roads and bridges
collect and interpret information from rainfall and flooding telemetry
systems, conjointly with the Bureau of Meteorology
maintain rainfall and flooding telemetry and warning systems
undertake community awareness and education for risks for which
Council is lead agency
support the State Emergency Service in partnership with QFES
provide advice and communication about the operations of the FCC
to the LDC and DDC
request and provide assistance through the LDC as required during
disaster operations
Energex provide electricity supply information and warnings to Noosa disaster
management agencies and the community
maintain electrical power supply distribution
provide advice on electrical power supply outages to agencies and
community
restore power and provide advice regarding timeframes for power
restoration
provide safety advice for consumers during disaster and emergency
situations
assist the community to prepare for, respond to and recover from an
event or disaster e.g. Public education and awareness programs
Noosa Tourism assist the tourism industry to prepare for, respond to and recover from
an event or disaster e.g. public awareness and education campaigns
work with the Noosa tourism industry to provide support and
assistance in the coordination of accommodation, travel, etc for
affected interstate and international tourists
participate in Community Recovery process for tourism industry
provide advice and communication with the LDC and DDC
request and provide assistance through the LDCC as required during
disaster operations
23
Section 31
Agency Roles and responsibilities
Queensland assess, treat and transport ill and/or injured persons for emergency
Ambulance pre-hospital patient care
Service select and establish on-site triage and treatment areas, casualty
clearing and vehicle marshalling areas
coordinate all volunteer first aid groups including QAS first responder
groups
assist with evacuations of persons with medical conditions
(specialised medical transport including aero-medical transport)
liaise with all other emergency services, local and state government
and non-government agencies
advise the LDCC
request and provide assistance through the Coordination Centre as
required during disaster operations
provide advice regarding transportation of medical special needs
sectors of the community
activate Medical Transport Plan
Queensland Fire review, assess and report on the effectiveness of disaster
and Emergency management by the State at all levels, including Local Plans
Services provide disaster management officers for coordination, policy and
(Disaster operational advice, at all levels of the State’s disaster management
Management)
system, including at the Local Group
coordinate State and Federal assistance for disaster management
and operations
facilitate comprehensive (prevention / preparedness / response /
recovery) - all hazards - all agencies approach to disaster
management
assist the community to prepare for, respond to and recover from an
event or disaster e.g. public awareness and education campaigns
manage, coordinate and support the State Emergency Service
perform the following roles and responsibilities in support of disaster
operations:
o operate and maintain the State Disaster Coordination Centre
(SDCC)
o manage resupply operations
o coordinate and manage the deployment of State Emergency
Service across the State
o support the deployment of Qld Corrective Services resources
o provide public information during disaster and emergency
situations
24
Section 32
Agency Roles and responsibilities
Queensland Fire Primary agency for bushfire, chemical / hazardous materials (HazMat)
and Emergency related incidents.
Services (Fire)
develop and maintain Incident Coordination Centre plans and
capacity for activation in events where the QFES (Fire) is the Lead
Agency, including training in AIIMS and staffing with sufficient trained
personnel to operate the Centre
develop fire prevention and mitigation strategies and response plans.
provide control, management and pre-incident planning of fires
(structural, landscape and transportation)
ensure safety of persons in relation to fire prevention, suppression,
response and recovery operations
provide advice and directions on public safety/evacuation from fire
danger zones
assist the community to prepare for, respond to and recover from an
event or disaster e.g. public education and awareness programs
provide rescue capability for persons trapped in any vehicle, vessel,
by height or in a confined space
provide rescue of person isolated or entrapped in swift water /
floodwater events
provide Urban Search and Rescue (USAR) capability for building
collapse events
assist in pumping out and clean-up of flooded buildings
act as primary agency for chemical / hazardous materials (HazMat)
related incidents
provide expert advisory services on hazardous materials through the
QFES Scientific Unit
provide mass and technical decontamination capabilities under State
Biological Disaster and State Radiological Disaster Response
support the Queensland Coastal Contingency Action Plan – Chemical
Spill Response Plan
provide rapid damage impact assessment and intelligence gathering
capabilities
provide logistical and communications support to disasters within
capabilities
provide advice and communication with the LDC and DDC about the
operations of the QFES (Fire)
request and provide assistance through the LDCC as required during
disaster operations
25
Section 33
Agency Roles and responsibilities
Queensland chair the multi-agency Sunshine Coast District Human & Social
Government Recovery Committee
Department of ensures contact details for the District Human & Social Recovery
Communities, Committee, and other disaster district partners who may be activated
Child Safety & in a disaster event are kept up to date at all times
Disability establishes, manages and coordinates staffing for Community
Services
Recovery Hubs including partner agencies located within this
environment
establishes and manages Community Recovery Coordination Centres
at the district and state level
coordinates and manages Outreach Service teams
administers and distributes disaster relief assistance funding under
Natural Disaster Relief and Recovery Arrangements (NDRRA) or
State Disaster Relief Arrangements (SDRA) schemes
coordinates development of community recovery communication
strategy messages (strategic and operational) to support the broader
disaster recovery and disaster management public communication
strategy
supports the LDMG in providing recovery governance, community
engagement arrangements and activities and human and social
needs and service system capacity assessments
provides advice and communication with the LDC and DDC about
community recovery requirements and operations
requests and provides assistance through the LDCC as required
during disaster response and recovery operations
Queensland Lead Agency for Health Services.
Government primary agency for pandemic influenza, biological and radiological
Queensland incidents
Health develop and maintain Health Emergency Management Plans
ensure a whole of health emergency incident management capability
to prevent, respond to and recover from any event
provide ublic health information and warnings to Sunshine Coast
disaster management agencies and the community
provide human-social support for response and recovery e.g.
psychological and counselling services for disaster affected persons
provide ongoing medical and health services required during the
recovery period to preserve the general health of the community
provide advice and communication with the LDC and DDC about the
operations of the District Health Incident Coordination Centre
request and provide assistance through the DDCC as required during
disaster operations
provide appropriate pre-hospital on-site medical and health support
26
Section 34
Agency Roles and responsibilities
Queensland responsible for preservation of peace and good order
Police Service assist the community to prepare for, respond to and recover from an
event or disaster
responsible for prevention of crime
ensure security of any site as a possible crime scene
undertake investigation of the criminal aspect of any event
responsible for coronial investigation procedures
undertake traffic control, including assistance with road closures and
maintenance of road blocks
undertake crowd management/public safety
coordinate search and rescue
control and coordinate evacuation operations
provide security for damaged or evacuated premises
manage the register of evacuated persons in association with the
Australian Red Cross
provide a disaster victim identification capability
respond to and investigate traffic, rail and air incidents
advise the LDCC, and request and provide assistance through the
Coordination Centre as required during disaster operations
provide liaison officers to the LDCC
fulfil the role of Sunshine Coast District Disaster Coordinator
undertake the role of Executive Officer District Disaster Management
Group
Queensland Lead agency role for any outbreak of emergency animal disease.
Government provide public information and warnings to Noosa disaster
Department of management agencies and the community regarding emergency
Environment and animal disease matters
Heritage
undertake public education and awareness programs
Protection; and
develop and maintain emergency animal disease plans
Department of
operate an FCC
Agriculture,
Fisheries & detect and locate animal infection
Forestry provide advice on biosecurity matters e.g. exotic animal disease
threats
provide advice on destruction of animals as required
provide advice on disaster recovery processes for primary producers
provide advice and communicate with the Executive Officer Local
Group and DDC about the operations of the FCC
request and provide assistance through the DDCC or LDCC as
required during disaster operations
27
Section 35
Agency Roles and responsibilities
Qld Government Lead agency for transport systems.
Department of Primary agency for sea pollution where it impacts, or is likely to impact on
Transport and Qld Coastal Waters.
Main Roads develop and maintain prevention and mitigation strategies
Transport development and maintenance of operational response plans
Main Roads participation in evacuation route planning
provide information and advice on the impact of disruptive events on
Maritime
road, rail, aviation and maritime infrastructure as it affects transport
Safety Qld systems
assist with the safe movement of people as a result of mass
evacuation of a disaster affected community
provision of advice and communication with the LDC and DDC about
the operations of the Department during disaster response and
recovery operations
request and provide assistance through the DDCC or LDCC as
required during disaster operations
State Emergency develop and maintain a capacity to respond or assist other agencies
Service respond to disaster and emergency situations
assist the community to prepare for, respond to and recover from an
event or disaster
undertake public education and awareness programs
rescue trapped or stranded persons
conduct search operations for missing persons
undertake emergency repair/protection of damaged/vulnerable
buildings especially for members of the community
assist with debris clearance
provide first aid support
provide traffic control support
assist with communications and specialist radio communications
assistance with emergency lighting
provide a Liaison Officer at the FCC
advise Queensland Fire and Emergency Services (Disaster
Management) of operations underway, and request and provide
assistance through the ICC to the Lead Agency or the LDCC as
required by QFES (DM) during disaster operations
Surf Life Saving develop and maintain a capacity to respond or assist other agencies
Queensland respond to disaster and emergency situations
SLSQ manage, coordinate and support of Sunshine Coast Surf Lifesaving
Clubs and members during disaster operations
provide advice and communication with the LDC and DDC
request and provide assistance through the LDCC as required during
disaster operations
28
Section 36
Agency Roles and responsibilities
Unitywater develop and maintain Incident Coordination Centre capacity which is
able to be activated for events where UnityWater is a critical agency
maintain Unitywater essential services to the community including:
o environmental protection
o public health
o waste water treatment and disposal (sewage)
o water (via Business Continuity Management Planning)
provide advice and communication with the LDC and DDC about the
operations of Unitywater during disaster operations
request and provide assistance through the LDCC as required during
disaster operations
assist the community to prepare for, respond to and recover from an
event or disaster e.g. public education and awareness programs
undertake impact assessment
Table 5: LDMG Lead agency identification
Risk or Threat: All Hazards Lead Agency for elements of Disaster
Responsibilities Operations: Lead Agency / Lead Officer
1 Animal Management Council / Local Laws Officer
2 Communication Technology Council / ICT Manager
3 Community Support Council / Local Group Community Support Officer
4 Disaster Coordination Centre Council / Local Disaster Coordinator
(LDCC)
5 Evacuation Queensland Police Service
6 Evacuation Centre Management Council / Local Group Community Support Officer
7 Explosions & Chemical Hazards Queensland Fire and Emergency Services (Fire)
8 Fire Fighting Queensland Fire and Emergency Services (Fire)
9 Incident Coordination Lead Agency for Threat
10 Mapping Council / ICT Manager
11 Marine Oil Spill( Ship sourced Department Transport & Main Roads (Maritime
marine pollution) Safety Qld)
12 Medical Support Qld Health
13 Pollution Control - Environment Council / Environment Officer and/or Environmental
Health Officer
14 Electricity Supply Energex
29
Section 37
Risk or Threat: All Hazards Lead Agency for elements of Disaster
Responsibilities Operations: Lead Agency / Lead Officer
15 Pre Hospital Care Queensland Ambulance Service
16 Private Property Assistance State Emergency Service supported by QFES (DM)
17 Public Health Council supported by Qld Health Population Health
18 Public Information Council / Local Group Media Liaison Officer
19 Public Warnings Lead Agency will depend upon Situation e.g. BoM
for Severe Weather
20 Rescue Queensland Fire and Emergency Services (Fire)
21 Rubbish / Debris Removal Council / Waste Officer
22 Safety of Damaged Buildings Building Services Authority
23 Search Coordination Queensland Police Service
24 Security of Property / Scene Queensland Police Service
25 Telecommunications - Regional Telstra & Optus
26 Traffic Control Queensland Police Service
27 Traffic Planning for Local Roads Council / Local Group Planning Cell
28 Traffic Planning for State / Main Qld Main Roads through SCDDMG
Roads
29 Transport of People Council – may require assistance from Queensland
Transport through SCDDMG
30 Transport of Goods / Supplies / Council– may require assistance from Queensland
Resources Transport through SCDDMG
30 Water Supply / Sewerage Unitywater
Refer to Local Plan Appendix E of this Plan for full contact details of Noosa disaster
management officers and agencies.
30
Section 38
2 Disaster Risk Management
2.1 Regional context
Noosa Shire area
2.2.1 Geography
Noosa Shire is located in South East Queensland, approximately 120 kilometres north of
Brisbane. The region is bounded by the Gympie Regional Council in the north and west, and
the Sunshine Coast Regional Council to the south.
The Shire encompasses a total land area of 871.6 km2 with over 800 kilometres of roads and
nearly 450 kilometres of bikeways.
31
Section 39
The Shire is the catchment for the Noosa River and its tributaries that flow to the east and
the Mary River and its tributaries including Six Mile Creek which 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 Noosa is considered to have outstanding environmental,
biodiversity and natural history values and is managed primarily for conservation. A further
30,653 hectares of land is predominantly undeveloped and sustainably managed through
voluntary agreements such as Land for Wildlife.
Major natural features of the shire include: Great Sandy National Park, Laguna Bay, Lake
Cooroibah, Lake Cootharaba, Lake Macdonald, Lake Weyba, Mt Cooroora, Mt Cooroy, Mt
Tinbeerwah, Noosa National Park, the Noosa River, Ringtail State Forest, the Six Mile
Creek, Tewantin National Park, and Yurol State Forest.
2.1.2 Climate
The Region has a mild sub-tropical coastal climate modified by altitude in areas such as the
Blackall and Conondale Range.
Temperatures in summer average a minimum of 17 degrees and maximum of 28 degrees
and in winter from 7 degrees through to a maximum of 22 degrees. The highest summer
temperature of 38.7 degrees was recorded in both January 2002 and February 2008, and
the lowest winter temperature of minus 2.8 degrees was recorded at Tewantin in June 1901.
The recorded rainfall average on the coast is approximately 1610 mm and the highest
average rainfall occurs from December to May.
2.1.3 Demography
In 2015 the estimated population of the Shire was 53,500 persons.
The bulk of the population (38750 people) lives along the coast extending from Peregian
Beach in the south to Tewantin in the north. Population density in the coastal region is
approximately 400 persons per square kilometre.
In the hinterland the overall population density is around 25 persons per square kilometre.
The largest hinterland towns are Cooroy, Cooran and Pomona; all of which are located along
the railway corridor. Other centres of population are Boreen Point, Federal and Kin Kin.
Smaller clusters of rural residential settlement also occur throughout the hinterland.
The dominant housing form in the Shire is a detached house and this is most particularly the
case in Tewantin and the hinterland. In Noosa Heads and Noosaville up to 20% of occupied
private dwellings take the form of units or apartments and over 18% are semi-detached
(generally duplexes). Along the eastern beaches nearly 14% of occupied private dwellings
are apartments and approximately the same proportion is semi-detached.
Like other coastal Queensland communities, the Noosa community is aging and over 20% of
the population is 65 years or older. In Noosa Heads, Noosaville and Tewantin the figure is
over 25%. The last five years has seen a noticeable increase in the proportion of residents
over 45 years while the proportion of residents in nearly below 45 years has been
decreasing. Age groups between 15 and 35 years are particularly underrepresented and the
annual number of births in Noosa has also been decreasing.
Reflective of the older population, Noosa has a relatively high level of home ownership with
over 36% of occupied private dwellings being fully owned and almost a further 32% being
purchased.
Approximately 22% of the Noosa population were born overseas with the distribution being
as high as 28% in Noosa Heads and Noosaville but only 18% in the hinterland. Most of
these are from English speaking backgrounds with England being the most frequently
32
Section 40
recorded country of birth followed by New Zealand, although there is also healthy
representation from Germany, South Africa, Scotland, Netherlands and the USA.
At the time of the 2011 census over 16% of the population said they were living at a different
address one year earlier and 43% said they lived at a different address 5 years earlier. This
pattern is noticeably higher when you look specifically at Noosa Heads and Noosaville where
the figures were 20.2% one year ago and 48.6% five years ago. In all other parts of Noosa
the figures were at or below state averages.
In the 12 months to March 2016 there were 2.2 million domestic and international visitors to
Noosa.
2.2 Community capacity
2.2.1 Administrative centres
The major business centre in the shire is Noosa Civic in Noosaville, with smaller centres at
Noosa Junction and Tewantin. These centres accommodate key education, business,
service and retail uses.
In the hinterland the railway towns of Cooran, Pomona, and Cooroy provide services to their
local communities, as do the smaller villages of Boreen Point, Federal and Kin Kin.
The Noosa Council offices are located in Tewantin at 9 Pelican Street.
2.2.2 Community organisations
There are around 300 community, sporting, cultural and service groups operating across the
region.
2.2.3 Healthcare
The Sunshine Coast Hospital and Health Service (SCHHS) extends from Tin Can Bay and
Glenwood (34 km from Gympie) in the north, to Beerburrum in the south. The Health Service
operates four public hospitals (Nambour, Caloundra, Maleny and Gympie) in the region. A
fifth public hospital, Sunshine Coast University Hospital, at Kawana is due to open in April
2017. The opening of the new hospital will alter services currently provided at the Nambour
hospital.
In addition to the public hospitals the Noosa Hospital is one of five private hospitals
operating in the region. The others are Caloundra Private, Nambour Private, Sunshine Coast
Private Hospital and the Sunshine Coast University Private Hospital.
Medical clinics, some open 24 hours, serviced by GPs, registered nursing and specialist staff
(such as radiology, physiotherapy and psychologists) are located in the larger towns within
the Shire.
There are community pharmacies located in towns, villages and shopping centres
across the Shire.
The Department of Communities, Child Safety and Disability Services provides disability
services, support and facilities to people with a disability and their careers living in Noosa
Community Integrated Sub Acute Services (CISAS) are delivered in a variety of settings
including hospitals, community based centres, residential aged care, satellite and outreach
services, mobile services and in peoples’ homes. These services include:
Oral health
Breast Screen Queensland
Glenbrook Residential Aged Care Facility
Dove Palliative Care Unit
33
Section 41
Palliative Care Outreach
Aboriginal and Torres Strait Islander Health
Transition Care Program
Community Sub Acute Program (CSAP)
Community Rehabilitation
Aged Care Assessment (ACAT)
Adult Health Program
Community Hospital Interface Program (CHIP)
Queensland Magistrates Early Referral into Treatment (QMERIT)
Alcohol Tobacco and Other Drug Services (ATODS)
At the local level Noosa Council is responsible for the maintenance of public health in liaison
with Queensland Public Health’s Sunshine Coast Public Health Unit.
In July 2012 a Health Sub Committee was formed as part of the Sunshine Coast District
Disaster Management Group.
The Health Services Sub Committee identified the need to establish a Health Sub Plan,
which provides clearly defined points of contact and outlines strategic management for all
aspects of relevant health care impacting the Gympie, Noosa and Sunshine Coast
communities in the event of a disaster. This sub plan was adopted in September 2013 and
updated in September 2014. Refer Appendix B7.
2.2.4 Aged care
With a growing aged population, the region has experienced the development of state-of-
the-art aged care services along with extensive medical and supporting infrastructure and
services.
There are four aged care facilities in the Shire with building approval for a further three
facilities:
Carramar - 186 Cooroy Noosa Road, Tewantin 5449 8799
Kabara - 120 Topaz Street, Cooroy 5447 7355
Ozcare - 80 Cooyar Street, Noosa Heads 1800 692 273
Noosa Nursing Centre –119 Moorindil Street, Tewantin 54471840
In addition there are four retirement and mature age living villages:
Domain - 35 Walter Hay Drive, Noosaville
Hibiscus - 71 St Andrews Drive, Tewantin
Laguna - 21 Lake Weyba Drive, Noosaville
Southern Cross Noosa Waters - 39 Lake Weyba Drive, Noosaville
A fifth retirement village in Elm Street, Cooroy, is due to open in 2017. An aged care facility
is included in future plans.
2.2.5 Transport
Noosa is served by three primary land transport corridors:
Bruce Highway
Sunshine Motorway
North Coast railway line
34
Section 42
and by air through the Brisbane and Sunshine Coast Airports. A private airstrip is located on
Lake Weyba Drive, Noosaville.
Public transport across the Shire is provided by Translink.
2.2.6 Shopping facilities
The region has shopping precincts in each town and a major retail centre at Noosa Civic,
Noosaville.
2.3 Emergency services organisations
2.3.1 Coastguard
An Australian Volunteer Coastguard Squadron located in Noosa with a flotilla located at
Noosaville (QF6).
2.3.2 Queensland Ambulance Service
Ambulance Stations are located across the Shire at Pomona, Cooroy, Tewantin and Noosa
Heads.
2.3.3 Queensland Fire and Emergency Services
Urban Fire Stations are located at Cooran, Cooroy, Noosa Heads, Pomona and Tewantin.
There are five Rural Fire Brigade Groups in the Noosa hinterland with brigades at Black
Mountain, Boreen Point, Kin Kin, Teewah and Tinbeerwah.
2.3.4 Queensland Police Service
Police Stations and Police Beats are located across the region at: Pomona, Cooroy,
Tewantin and Noosa Heads.
2.3.5 State Emergency Service
SES Units are active in Noosa with groups located at Tewantin, Cooroy, Pomona and
Boreen Point.
2.3.6 Surf Lifesaving
Surf Lifesaving Clubs are located at Noosa Heads, Peregian Beach and Sunshine Beach.
2.4 Economy
The Noosa economy is characterised by its small scale, the proportion of open space to
development, a service industry base and its cultural and creative value.
Along with retail and health services, tourism is a key driver of the Noosa economy. In the 12
months to March 2016 Noosa had 2.2 million domestic and international visitors who spent
$716.7 million in the local economy.
2.5 Public buildings, spaces and events
2.5.1 Public buildings
Throughout the Noosa Shire there are a number of public and community buildings and
many of these are able to be used as evacuation or temporary relocation centres. These
include:
(a) Hinterland community halls
(b) Noosa Christian Outreach Centre, Noosaville
(c) Noosa Aquatic Centres, Sunrise Beach
35
Section 43
(d) Bicentennial Community Centre, Sunshine Beach
(e) Noosa Leisure Centre, Noosaville
(f) The J, Noosa Heads
(g) Noosa Council Libraries located at Cooroy and Noosaville
2.5.2 Major public spaces
Public spaces that may be used for the establishment of temporary facilities include:
(a) The Lions Parks at Noosa Heads and Noosaville
(b) Various shopping, and tourist precincts including Hastings Street in Noosa and Noosa
Civic
(c) The showgrounds at Pomona
(d) Noosa Main Beach
(e) Peregian and Sunshine Beaches
2.5.3 Special events and festivals
Special events that attract large concentrations of people include:
(a) Australia Day celebrations – January
(b) Noosa Surfing Festival – March
(c) Noosa Food & Wine Festival – May
(d) Noosa Ultimate Sports Festival - May
(e) King of the Mountain Festival - July
(f) Noosa Long Weekend Festival – July
(g) Noosa Country Show - September
(h) Noosa Triathlon Multi Sport Festival – November
(i) Christmas Celebrations/Carols – December
(j) New Year’s Eve Celebrations – December/January
2.6 Infrastructure
Key infrastructure in the Noosa Shire includes:
(a) strategic road corridors including the Bruce Highway, David Low Way, Cooroy Noosa
Road, Noosa Eumundi Road, Walter Hay Drive, Beckmans Road, and Eenie Creek
Road
(b) road network including approximately 560km of sealed and 260km of unsealed road,
bridges and culverts
(c) North Coast rail line
(d) water storage reservoir at Lake Macdonald. A hazard specific plan has been developed
for this dam by SEQ Water.
(e) water supply network
(f) sewerage treatment and disposal networks
(g) stormwater and underground drainage networks
36
Section 44
(h) electricity distribution network
(i) telecommunications networks (voice and data)
(j) repeater stations for radio and TV on Black Mountain
(k) beaches, recreational parks and reserves
(l) bikeways (approximately 450 kilometres), footways and footbridges.
2.7 Essential services
Essential services in the Shire include:
(a) Electricity – Energex is the region’s electricity distribution network provider.
(b) Gas supply - LP Gas is only available in cylinders and is distributed by authorised
agents.
(c) Water supply - major water treatment plants are located at Lake Macdonald. Other
small towns have local water supplies and other properties rely on tank water.
(d) SEQ Water Grid – provides interconnectors between south-east Queensland water
storage facilities.
(e) Sewerage - the majority of urban properties are connected to Unitywater’s sewerage
system. Those properties not connected to the system have a range of on-site treatment
systems.
(f) Telecommunications - landline and mobile phone network has a number of service
providers. The top three are Telstra, Optus and Vodafone.
(g) Internet connection - as at 2011 over 80% of households in the Shire have an internet
connection at their dwelling. Fixed line, Wi-Fi and 3G internet connections are available
through a range of service providers.
2.8 Hazardous sites
A range of dangerous goods travel via bulk tankers and intermediate or smaller containers
along the Brisbane to Gladstone transport corridor. These include petroleum, liquefied
petroleum gas, liquefied ammonia, molten sulphur, liquefied chlorine, concentrated
hydrochloric acid, compressed hydrogen, and sodium cyanide. The primary road route
comprises the Bruce Highway (National Route 1) and feeder roads to/from regional centres.
The rail link (North Coast railway) closely parallels the highway. As with the Bruce Highway
dangerous goods and hazardous goods travel up this rail corridor with the two routes rarely
being separated by more than a few kilometres. Both routes pass either through or near
numerous settled areas, including regional centres and smaller towns.
There are a number of fuel storage depots including service stations and marine refuelling
facilities throughout the region.
2.9 Disaster hazards
In 2011, a regional disaster risk assessment covering 24 natural and human-made hazards
that might impact on the Sunshine Coast region was compiled by GHD. This assessment
took into account seasonal variations for each of the risks to ensure a more dynamic and
accurate assessment of the risk exposures for the region. This assessment was reviewed in
2013, 2014 and 2016.
The hazards considered in the assessment include:
37
Section 45
1. east coast low pressure system
2. severe thunderstorm / electrical storm
3. tropical cyclone (category 1/2/3 Sandy Cape to Point Danger)
4. tropical cyclone (category 4/5 Sandy Cape to Point Danger)
5. storm tide (> highest astronomical tide 0.5m)
6. flood (Q20 impacting on Sunshine Coast region)
7. dam failure
8. tornado (grade F1 - winds 117-180 kilometres per hour)
9. major earthquake
10. tsunami (>10m wave and land inundation >1 kilometre inland)
11. landslide
12. prolonged drought
13. bushfire (rural and interface areas)
14. major fire (urban and industrial areas)
15. hazardous material accident (land transport corridor)
16. hazardous material accident (marine environment)
17. major passenger transport accident (road and/or rail casualties)
18. major air transport accident
19. pandemic
20. extreme high temperatures (>37 degrees, >2 days)
21. exotic animal or plant disease
22. terrorism
23. cyber security incident
24. black swan (unpredictable, extreme/concurrent events)
38
Section 46
2.10 Disaster risk assessment
The sections below provide the methodology and the regional hazard risk assessment. The 2016 review considers the risk methodology
likelihood and consequence descriptors to be current.
Acknowledgement: The regional disaster risk management information contained in this plan was originally prepared by GHD Pty Ltd, working
with council’s disaster management team and the Local Group and funded with the assistance of a Natural Disaster Resilience Program grant.
Copies of this document are held by the Sunshine Coast and Noosa Councils, and are available on request from the Local Disaster Coordinator.
2.10.1 Risk methodology – likelihood descriptors
Almost Certain The event will occur at least once per year. (Average Recurrence Interval < 1 year).
Likely The event could occur at least once every one to ten years. (Average Recurrence Interval 1-10 years).
Possible The event could occur at least once every ten to fifty years. (Average Recurrence Interval 10-50 years).
Unlikely The event could occur at least once every fifty to one hundred years. (Average Recurrence Interval 50-100 years).
Rare The event could occur at least once every one hundred to one thousand years. (Average Recurrence Interval 100-1000
years).
Improbable The event may occur at least once every thousand years or more. (Average Recurrence Interval >1000 years).
39
Section 47
2.10.2 Risk methodology – consequence descriptors
Descriptor People Environment Economy Governance Social/Community Infrastructure
Insignificant Deaths No or minimal Minor financial loss Governing entities Inconsequential short Inconsequential short
directly from impact on the that can be managed are able to manage term reduction of term failure of
emergency environment - very within standard the event within services, no damages infrastructure and service
less than 1 in limited direct financial provisions normal parameters, to objects of cultural delivery, no disruption to
10,000,000 damage to (e.g. insurance), public significance, no the public services and
people for ecosystems or inconsequential administration adverse emotional and utilities.
population of elements of place. disruptions at functions without psychological impacts.
interest business level. disturbances, public
confidence in
governance, no
media attention.
Minor Deaths Limited and/or Financial loss Governing entities Isolated and temporary Isolated cases of short-
directly from localised impact requiring activation of manage the event cases of reduced to mid-term failure of
emergency on the reserves to cover under emergency services within infrastructure and service
great than 1 environment that loss, disruptions at arrangements, community, repairable delivery, localised
in can be readily business level public damage to objects of inconvenience to the
10,000,000 rectified but effort leading to isolated administration cultural significance, community and business
people for is still required to cases of loss of functions with impacts within anticipated to extend up
population of minimise. One off employment. minimal emotional and to 72 hours. No long term
interest recovery effort is disturbances, psychological capacity impact on integrity or
required. isolated of the community. operation of the
expressions of infrastructure.
public concern,
media coverage
within region.
40
Section 48
Descriptor People Environment Economy Governance Social/Community Infrastructure
Moderate Deaths Isolated but Direct moderate Governing entities Ongoing reduced Mid-term failure of
directly from significant cases financial loss in the manage the event services within (significant) infrastructure
emergency of impairment or region requiring with considerable community, permanent and service delivery
greater than loss of ecosystem adjustments to diversion from damage to objects of affecting some parts of
1 in functions, business strategy to policy, public cultural significance, the community,
1,000,000 intensive efforts cover loss, administration impacts beyond widespread
people for for recovery disruptions to functions limited by emotional and inconveniences.
population of required. Event selected industry focus on critical psychological capacity Repair/replacement
interest. can be managed sectors leading to services, in some parts of the expected to take greater
under normal isolated cases of widespread public community. than 72 hours.
procedures. business failure and protests, media
multiple loss of coverage within
employment. region.
Major Deaths Severe Significant financial Governing body Reduced quality of life Mid to long term failure of
directly from impairment or loss loss requiring major absorbed with within community, significant infrastructure
emergency of ecosystem changes in business managing the significant loss or and service delivery
greater than functions affecting strategy to (partly) event, public damage to objects of affecting large parts of
1 in 100,000 many species or cover loss, significant administration cultural significance, the community, external
people for landscapes, disruptions across struggles to provide impacts beyond support required.
population of progressive industry sectors merely critical emotional and
interest. environmental leading to multiple services, loss of psychological capacity
damage. business failures and public confidence in in large parts of the
loss of employment. governance, community. Majority of
national level media services unavailable to
coverage. State community.
level support
required.
41
Section 49
Descriptor People Environment Economy Governance Social/Community Infrastructure
Catastrophic Deaths Widespread Unrecoverable Governing bodies Community unable to Long term failure of
directly from severe impairment financial losses. unable to manage support itself, significant infrastructure
emergency or loss of Multiple major the event, widespread loss of and service delivery
greater than ecosystem industries in the ineffective public objects of cultural affecting all parts of the
1 in 10,000 functions across region seriously administration, loss significance, impacts community, ongoing
people for species and threatened or of public order, beyond emotional and external support at large
population of landscapes, disrupted for widespread unrest psychological capacity scale required.
interest irrecoverable foreseeable future. and crime. State or in all parts of the
environmental Asset destruction national community, long term
damage. Total across industry intervention denial of basic
incongruence with sectors leading to required. community services.
preferred widespread business Widespread
elements of place. failures and loss of international media
employment. coverage.
42
Section 50
2.10.3 Risk methodology – risk calculation table
Consequences
Risk Table
Insignificant Minor Moderate Major Catastrophic
The event will occur at least
Almost once per year (Average
Medium - 42 Medium - 48 High - 69 Extreme - 84 Extreme - 90
Certain Recurrence Interval (ARI) < 1
year).
The event could occur at
Likely least once every one to ten Low - 15 Medium - 45 High - 66 High - 75 Extreme - 87
years. (ARI 1-10 years).
The event could occur at
Possible least once every ten to fifty Low - 12 Low - 27 Medium - 54 High - 72 High - 81
Likelihood
years. (ARI 10-50 years).
The event could occur at
least once every fifty to one
Unlikely Low - 9 Low - 24 Medium - 51 Medium - 60 High - 78
hundred years. (ARI 50-100
years).
The event could occur at
least once every one hundred
Rare Low - 6 Low - 21 Low - 33 Medium - 57 Medium - 63
to one thousand years. (ARI
100-1000 years).
The event may occur at least
Improbable once every thousand years or Low - 3 Low - 18 Low - 30 Low - 36 Low - 39
more. (ARl >1000 years).
43
Section 51
2.10.4 Risk likelihood assessment
Risk Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
01 - East Coast Low Pressure LIKELY LIKELY LIKELY LIKELY LIKELY LIKELY LIKELY LIKELY POSSIBLE POSSIBLE POSSIBLE POSSIBLE
System
02 - Severe Thunderstorm / LIKELY LIKELY LIKELY POSSIBLE POSSIBLE UNLIKELY UNLIKELY UNLIKELY UNLIKELY POSSIBLE LIKELY LIKELY
Electrical Storm
03 - Tropical Cyclone (Cat 1/2/3 POSSIBLE POSSIBLE POSSIBLE POSSIBLE UNLIKELY IMPROBABLE IMPROBABLE IMPROBABLE IMPROBABLE RARE UNLIKELY POSSIBLE
Sandy Cape to Point Danger)
04 - Tropical Cyclone (Cat 4/5 POSSIBLE UNLIKELY UNLIKELY RARE IMPROBABLE IMPROBABLE IMPROBABLE IMPROBABLE IMPROBABLE IMPROBABLE RARE UNLIKELY
Sandy Cape to Point Danger)
05 - Storm Tide (> HAT 0.5m) LIKELY LIKELY LIKELY POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE UNLIKELY UNLIKELY POSSIBLE LIKELY
06 - Flood (Q20 impacting on LIKELY LIKELY LIKELY POSSIBLE POSSIBLE UNLIKELY UNLIKELY UNLIKELY UNLIKELY POSSIBLE POSSIBLE LIKELY
Sunshine Coast Region)
07 - Dam Failure UNLIKELY UNLIKELY UNLIKELY RARE RARE RARE RARE RARE RARE RARE RARE UNLIKELY
08 - Tornado (Grade F1 - Winds POSSIBLE POSSIBLE POSSIBLE UNLIKELY UNLIKELY RARE RARE RARE RARE UNLIKELY POSSIBLE POSSIBLE
117-180 kmh)
09 - Major Earthquake RARE RARE RARE RARE RARE RARE RARE RARE RARE RARE RARE RARE
10 - Tsunami (>10m wave and RARE RARE RARE RARE RARE RARE RARE RARE RARE RARE RARE RARE
Land Inundation >1km inland)
11 - Landslide POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE UNLIKELY UNLIKELY POSSIBLE POSSIBLE
12 - Prolonged Drought UNLIKELY UNLIKELY UNLIKELY UNLIKELY UNLIKELY UNLIKELY UNLIKELY UNLIKELY UNLIKELY UNLIKELY UNLIKELY UNLIKELY
13 - Bushfire (Rural and Interface UNLIKELY UNLIKELY UNLIKELY UNLIKELY UNLIKELY UNLIKELY UNLIKELY POSSIBLE LIKELY LIKELY LIKELY POSSIBLE
Areas)
44
Section 52
Risk Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
14 - Major Fire (Urban/Industrial POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE
Areas)
15 - Hazardous Material Accident POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE
(Land Transport Corridor)
16 - Hazardous Material Accident POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE
(Marine Environment)
17 - Major Passenger Transport POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE
Accident (Mass Casualties)
18 - Major Air Transport Accident IMPROBABLE IMPROBABLE IMPROBABLE IMPROBABLE IMPROBABLE IMPROBABLE IMPROBABLE IMPROBABLE IMPROBABLE IMPROBABLE IMPROBABLE IMPROBABLE
19 - Pandemic POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE
20 - Extreme High Temperatures POSSIBLE POSSIBLE POSSIBLE UNLIKELY RARE RARE RARE RARE RARE RARE UNLIKELY POSSIBLE
(>37 degrees, >2 days)
21 - Exotic Animal/Plant Disease POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE
22 - Terrorism POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE
23 - Cyber Security Incident POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE
24 - Black Swan (Unpredictable, RARE RARE RARE RARE RARE RARE RARE RARE RARE RARE RARE RARE
Extreme Events)
Likelihood Rating Scale IMPROBABLE RARE UNLIKELY POSSIBLE LIKELY ALMOST CERTAIN
* Based on available Bureau of Meteorology Data at September 2011
45
Section 53
2.10.5 Risk consequence assessment
Risk Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
01 - East Coast Low Pressure MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR
System
02 - Severe Thunderstorm / MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE
Electrical Storm
03 - Tropical Cyclone (Cat 1/2/3 MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR
Sandy Cape to Point Danger)
04 - Tropical Cyclone (Cat 4/5 CAT CAT CAT CAT CAT CAT CAT CAT CAT CAT CAT CAT
Sandy Cape to Point Danger)
05 - Storm Tide (> HAT 0.5m) MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE
06 - Flood (Q20 impacting on MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR
Sunshine Coast Region)
07 - Dam Failure MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE
08 - Tornado (Grade F1 - Winds MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE
117-180 kmh)
09 - Major Earthquake CAT CAT CAT CAT CAT CAT CAT CAT CAT CAT CAT CAT
10 - Tsunami (>10m wave and CAT CAT CAT CAT CAT CAT CAT CAT CAT CAT CAT CAT
Land Inundation >1km inland)
11 - Landslide MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE
12 - Prolonged Drought MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR
13 - Bushfire (Rural and Interface MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR
Areas)
46
Section 54
Risk Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
14 - Major Fire (Urban/Industrial MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR
Areas)
15 - Hazardous Material Accident MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR
(Land Transport Corridor)
16 - Hazardous Material Accident MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR
(Marine Environment)
17 - Major Passenger Transport MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR
Accident (Mass Casualties)
18 - Major Air Transport Accident MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR
19 - Pandemic MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR
20 - Extreme High Temperatures MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE
(>36 degrees, >2 days)
21 - Exotic Animal/Plant Disease MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE
22 - Terrorism MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR MAJOR
23 - Cyber Security Incident MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE MODERATE
(Emerging Risk)
24 - Black Swan (Unpredictable, CAT CAT CAT CAT CAT CAT CAT CAT CAT CAT CAT CAT
Extreme Events)
Likelihood Rating Scale INSIGNIF. MINOR MODERATE MAJOR CATASTR.
47
Section 55
2.10.6 Risk assessment
The following risk ratings by month have been assessed for each of the respective hazards.
Risk Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
01 - East Coast Low Pressure HIGH 75 HIGH 75 HIGH 75 HIGH 75 HIGH 75 HIGH 75 HIGH 75 HIGH 75
MEDIUM MEDIUM MEDIUM MEDIUM
System 60 60 60 60
02 - Severe Thunderstorm / HIGH 66 HIGH 66 HIGH 66
MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM
HIGH 66 HIGH 66
Electrical Storm 54 54 51 51 51 51 54
03 - Tropical Cyclone (Cat 1/2/3 HIGH 72 HIGH 72 HIGH 72 HIGH 72
MEDIUM
LOW 36 LOW 36 LOW 36 LOW 36
MEDIUM MEDIUM
HIGH 72
Sandy Cape to Point Danger) 60 57 60
04 - Tropical Cyclone (Cat 4/5 HIGH 81 HIGH 78 HIGH 78
MEDIUM
LOW 39 LOW 39 LOW 39 LOW 39 LOW 39 LOW 39
MEDIUM
HIGH 78
Sandy Cape to Point Danger) 63 63
MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM
05 - Storm Tide (> HAT 0.5m) HIGH 66 HIGH 66 HIGH 66 HIGH 66
54 54 54 54 54 51 51 54
06 - Flood (Q20 impacting on HIGH 75 HIGH 75 HIGH 75 HIGH 72 HIGH 72
MEDIUM MEDIUM MEDIUM MEDIUM
HIGH 72 HIGH 72 HIGH 75
Sunshine Coast Region) 60 60 60 60
MEDIUM MEDIUM MEDIUM MEDIUM
07 - Dam Failure LOW 33 LOW 33 LOW 33 LOW 33 LOW 33 LOW 33 LOW 33 LOW 33
51 51 51 51
08 - Tornado (Grade F1 - Winds MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM
LOW 33 LOW 33 LOW 33 LOW 33
MEDIUM MEDIUM MEDIUM
117-180 kmh) 54 54 54 51 51 51 54 54
MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM
09 - Major Earthquake 63 63 63 63 63 63 63 63 63 63 63 63
10 - Tsunami (>10m wave and MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM
Land Inundation >1km inland) 63 63 63 63 63 63 63 63 63 63 63 63
MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM
11 - Landslide 54 54 54 54 54 54 54 54 51 51 54 54
MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM
12 - Prolonged Drought 60 60 60 60 60 60 60 60 60 60 60 60
48
Section 56
Risk Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
13 - Bushfire (Rural and MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM
HIGH 72 HIGH 75 HIGH 75 HIGH 75 HIGH 72
Interface Areas) 60 60 60 60 60 60 60
14 - Major Fire (Urban/Industrial HIGH 72 HIGH 72 HIGH 72 HIGH 72 HIGH 72 HIGH 72 HIGH 72 HIGH 72 HIGH 72 HIGH 72 HIGH 72 HIGH 72
Areas)
15 - Hazardous Material
Accident (Land Transport HIGH 72 HIGH 72 HIGH 72 HIGH 72 HIGH 72 HIGH 72 HIGH 72 HIGH 72 HIGH 72 HIGH 72 HIGH 72 HIGH 72
Corridor)
16 - Hazardous Material HIGH 72 HIGH 72 HIGH 72 HIGH 72 HIGH 72 HIGH 72 HIGH 72 HIGH 72 HIGH 72 HIGH 72 HIGH 72 HIGH 72
Accident (Marine Environment)
17 - Major Passenger Transport HIGH 72 HIGH 72 HIGH 72 HIGH 72 HIGH 72 HIGH 72 HIGH 72 HIGH 72 HIGH 72 HIGH 72 HIGH 72 HIGH 72
Accident (Mass Casualties)
18 - Major Air Transport LOW 36 LOW 36 LOW 36 LOW 36 LOW 36 LOW 36 LOW 36 LOW 36 LOW 36 LOW 36 LOW 36 LOW 36
Accident
19 - Pandemic HIGH 72 HIGH 72 HIGH 72 HIGH 72 HIGH 72 HIGH 72 HIGH 72 HIGH 72 HIGH 72 HIGH 72 HIGH 72 HIGH 72
20 - Extreme High Temperatures MEDIUM MEDIUM MEDIUM MEDIUM
LOW 33 LOW 33 LOW 33 LOW 33 LOW 33 LOW 33
MEDIUM MEDIUM
(>36 degrees, >2 days) 54 54 54 51 51 54
MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM
21 - Exotic Animal/Plant Disease 54 54 54 54 54 54 54 54 54 54 54 54
22 – Terrorism HIGH 72 HIGH 72 HIGH 72 HIGH 72 HIGH 72 HIGH 72 HIGH 72 HIGH 72 HIGH 72 HIGH 72 HIGH 72 HIGH 72
MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM
23 - Cyber Security Incident 54 54 54 54 54 54 54 54 54 54 54 54
24 - Black Swan (Unpredictable, MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM MEDIUM
Extreme Events) 63 63 63 63 63 63 63 63 63 63 63 63
* Based on available Bureau of Meteorology Data at LOW (3-39) MEDIUM (42-63) HIGH (66-81) EXTREME (84-90)
September 2011
49
Section 57
2.11 Risk management and mitigation
The Noosa LDMG has reviewed the risks identified and has aggregated them by
consequence. As a result it has identified the five highest risks for the Shire as being;
severe wind and water inundation (east coast low, severe storm, cyclone, flood)
wildfire
hazardous chemical spill
pandemic*
terrorism*
Threat specific plans have been developed for these five high risk areas.
*Note: Qld Health and Qld Police Services are the lead agencies respectively and have
responsibility for development of these plans.
In addition to the hazard specific risks, the Noosa LDMG has identified the following generic
disaster management risks for the Shire in any disaster event.
loss of power and communications across the Shire
limited staffing for LDCC to operate 24 hours per day for periods longer than 3-4 days
community resilience
limited relief and recovery capacity
2.11.1 Risk reduction strategies
Having identified the major risks for the Shire in a disaster event the Noosa LDMG has
worked with Noosa Council to put in place the following risk mitigation and reduction
strategies:
amendments to the Noosa Planning scheme in 2014 to reflect recent flood studies
undertaken after the 2012 floods in Pomona, Cooroy and Daintree Estate and also to
take into account the long term effect of climate change
flood mitigation works in Daintree Estate, Cooroy and Pomona - three areas most
heavily impacted in the 2012 flood event
amendments to the Noosa Planning scheme in 2014 to reflect the latest bushfire
mapping undertaken by the State Government taking into account slope and vegetation
which brings this mapping in line with State methodology and improves accuracy
establishment of community disaster management sub-groups and development of
community sub-plans for isolated communities at Kin Kin, Pomona, Cooran and
Daintree Estate as per the recommendations of the Queensland Floods Commission
continued Council support for local SES and Rural Fire Brigade groups
participation in the District Health sub-group with a view to developing a regional
response to any major health threat
disaster Management training for key coordination staff
annual program of Disaster Management exercises to test the coordination and
response capabilities of the Noosa LDMG and the Noosa Council
50
Section 58
appointment of a dedicated Disaster Management Officer
review of the location and fitness for purpose of evacuation centres across the Shire,
including electrical work to support generators
provision of generators to provide emergency power at the Tewantin Administration
Centre, the Noosaville Depot and the Tewantin SES shed
review of Council’s two way radio capability
refurbishment of the Tewantin Council chambers for improved operation as the Local
Disaster Coordination Centre
establishment of a Local Recovery sub-committee of the LDMG and appointing a Local
Recovery Coordinator
establishment of a community welfare sub-committee of the Noosa LDMG to assist with
responding to and recovering from an event
agreement with key service providers for a protocol for the LDMG to access their
register of vulnerable clients in the event that they cannot service their needs
establishment of relationships and lines of communication with neighbouring LDMGs in
particular Sunshine Coast and Gympie
participation in the State Government’s ‘Get Ready’ campaign
development of Council to Council memoranda of understanding
2.11.2 Residual Risk
As a result of putting in place these risk mitigation strategies the Noosa LDMG believes that
it has enhanced the Shire’s capacity to respond to and recover from a disaster event,
however there remain a number of residual risks which still need to be managed.
Going forward the Noosa LDMG has identified that the major residual risks for the Shire will
occur in:
a <1:100 flood event
a sudden onset event such as a hazardous chemical spill, a terrorist attack, an
earthquake or a tsunami; or
from a major pandemic.
In any of the above circumstances it is unlikely that the Local Group will be able to manage
the event without external assistance from the District and the State Government.
51
Section 59
3 Prevention and Disaster Mitigation
3.1 Prevention
The Act defines prevention as the taking of preventative measures to reduce the likelihood of
an event occurring or, if an event occurs, to reduce the severity of the event.
3.2 Disaster mitigation
Disaster mitigation is the means taken in advance of, or after a disaster aimed at decreasing
or eliminating its impact on communities, the economy, infrastructure and the environment.
The objective of prevention and disaster mitigation activities is reduced risk and vulnerability
through initiatives to enhance community resilience and sustainability.
Prevention and disaster mitigation can be, in part, achieved through application of building
codes and planning policies and legislation.
3.3 Building codes, building use regulations and planning policies
Codes and regulations that are relevant and apply include:
(a) Body Corporate and Community Management Act
(b) Building Act
(c) Building and Other Legislation Amendment Act
(d) Building Code Australia
(e) Building Fire Safety Regulation
(f) Building Regulations 1991
(g) Building Services Authority Act
(h) Building Standards Regulation 1993
(i) Building Units and Group Titles Act
(j) Local Government Finance Standard 2005
(k) Noosa Plan
(l) Queensland Coastal Plan
(m) Queensland Development Code
(n) State Planning Policy 1/03 guideline: mitigating the adverse impacts of flood, bushfire
and landslide
(o) State Planning Policy for Coastal Protection
3.4 Legislation
In addition to the Disaster Management Act 2003 legislation relevant to disaster
management includes:
Agricultural Chemicals Distribution Control Act 1966
Ambulance Service Act 1991
Local and Subordinate Local Laws
Chemical Usage (Agricultural and Veterinary) Control Act 1988
52
Section 60
Coastal Protection and Management Act 1995
Dangerous Goods Safety Management Act 2001
Environmental Protection Act 1994
Exotic Diseases in Animals Act 1981
Explosives Act 1999
Fire and Rescue Services Act 1990
Gas Supply Act 2003
Information Privacy Act 2009
Land Act 1994
Liquid Fuel Supply Act 1984
Local Government Act 2009
Major Sports Facilities Act 2001
Marine Parks Act 2004
Native Title (Queensland) Act 1993
Nature Conservation Act 1992
Queensland Reconstruction Authority Act 2011
Petroleum Act 1923
Police Powers and Responsibilities Act 2000
Public Health Act 2005
Public Safety Preservation Act 1986
Right to Information Act 2009
Sustainable Planning Act 2009
Terrorism (Commonwealth Powers) Act 2002
Water Act 2000
Water Supply (Safety and Reliability) Act 2008
Workplace Health and Safety (Miscellaneous) Regulation 1995
3.5 Insurance
There is a significant risk to the community in recovering from a disaster due to under-
insured and non-insured 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 Local Group through its members.
3.6 Land use management initiatives
The Noosa Council planning scheme identifies areas at risk from natural hazards including
flooding, bushfire, landslide and acid sulfate soils. The planning scheme seeks to ensure
that:
53
Section 61
a) Development in areas at risk from natural hazards is compatible with the nature of the
hazard so as not to place people, property, economic activity, social wellbeing and the
natural environment at risk.
b) Development is avoided in areas subject to natural hazards or where natural hazards
cannot be avoided, mitigation or adaptation measures are adopted taking into account
predicted frequency and severity of the natural hazard.
c) Development does not materially increase the impact or severity of natural hazards.
d) Development protects flood plains and the flood conveyance capacity of waterways.
e) Development supports and does not unduly burden disaster management response or
recovery capacity and capabilities.
The planning scheme includes a Natural Hazards Overlay Code to regulate development in
natural hazard areas and includes specific provisions for flooding, bushfire, landslide and
acid sulphate soils.
Flooding Hazard Areas
The planning scheme depicts the 1%AEP flood extent for the Noosa River and parts of
Cooroy and Kin Kin. In 2013 this modelling was updated and further modelling was carried
out for Pomona, Kin Kin, Cooroy, Six Mile Creek and Noosa Daintree. Stormtide modelling
was also carried out in 2013.
The Noosa planning scheme is in the process of being amended and the new flood
modelling is being used to update the planning scheme flood hazard mapping. The new
proposed mapping identifies the potential extent of flooding based on:
• 1%AEP flood level for riverine and coastal flooding; and
• 0.8m sea level rise and 20% increase in rainfall intensity to 2100.
The proposed code provisions for new development seek to achieve flood immunity above
the 1%AEP at 2100 for hazardous materials, business uses and residential uses and higher
immunity for essential community and infrastructure uses (eg emergency services and
utilities). New changes are proposed to ensure development provides for an effective
evacuation route or safe refuge areas on site to deal with residual risk (ie. flood events
above the 1%AEP).
A detailed risk assessment process that considers levels of risk based on land use type will
be developed as part of a comprehensive planning scheme review in the next 2 or 3 years.
This will be informed by a supporting Flood Management Plan that considers all flood related
information and capabilities across the whole of council.
Bushfire Hazard Areas
The planning scheme identifies high and medium bushfire hazard areas across the Noosa
Shire based on an assessment of slope, fire history and vegetation type. This is used to help
determine whether land is suitable for development in terms of fire hazard and how land can
be developed to mitigate any risk. The code provisions seek to avoid development in high
bushfire hazard areas and requires site specific bushfire hazard assessments for
development proposed in hazard areas to confirm the risk and determine mitigation options.
In 2015 Council updated current mapping with more updated map information for the Noosa
Shire as part of the development of new state-wide bushfire prone mapping.
Landslide Hazard Areas
54
Section 62
Landslide hazard areas are depicted within the planning scheme across the Noosa Shire
based an analysis of slope and underlying geology. This is used to assist in determining the
suitability of different parts of the shire for higher intensity development (eg. urban or land
subdivision) and how risks can be mitigated. The code provisions seek to avoid development
in landslide hazard areas and require the adoption of management measures to ensure the
long term stability of development sites.
Acid Sulfate Hazard Areas
Acid sulfate soils within Noosa Shire largely occur in low lying areas below 2m AHD,
adjacent to estuarine waterways. These problem soils if exposed to oxygen following
excavation or drainage have the potential to impact on the ecology of adjacent receiving
waters; buildings, structures and reinforced concrete that are vulnerable to corrosion; and
agricultural land due to the effects of increased acidity.
The planning scheme identifies high potential acid sulfate soil areas (0-5m AHD) and low
potential acid sulfate areas (5m-20m AHD). The code provisions seek to avoid disturbance
to these soils as a first principle and careful management of the release of acid or associated
metal contaminants to mitigate potential risk.
3.7 Counter terrorism risk management
Following the Lindt Café incident in Sydney the terrorism threat level across Australia is
deemed to have heightened. A counter-terrorism risk assessment for the Sunshine Coast
region (including Noosa) has been carried out by The Queensland Police Service (QPS).
The results of this assessment are confidential and are held by the QPS who are the lead
agency for counter terrorism.
In the event of a terror incident in Noosa the QPS will manage the policing response and the
Sunshine Coast DDC will coordinate any associated disaster management response. The
DDC may call upon the Noosa LDMG for resources or to undertake appropriate response
and recovery activities in support of the community.
3.8 Climate change
The intergovernmental panel on climate change (IPCC) – has stated that:
“Ongoing coastal development and population growth in areas such as Cairns and
Southeast Queensland are projected to exacerbate risks from sea-level rise and increases in
the severity and frequency of storms and coastal flooding by 2050”
(IPCC 2007)
While it is considered that climate change will have little effect on current disaster
management operations, Queensland Government climate change summaries indicate
south-east Queensland could face major challenges as a result of drier and warmer
conditions.
Coastal regions could face challenges due to a rise in sea-level combined with increased
coastal development and rapid population growth.
Climate change is expected to increase the frequency and intensity of natural disasters
including major storms, droughts, heat waves, bushfires and flooding. Disaster management
operations are at the frontline in preparing for such events, in preventing the worst forms of
damage and harm and in managing post-event recovery. Because the way we plan for
disaster today can affect the way we cope in future, disaster management efforts can benefit
from an understanding of local climate change trends, projections and impacts.
Knowledge of climate change enables collaborative effort towards building adaptive capacity
within the community and across levels of government. It avoids making decisions that may
55
Section 63
present as mal-adaptations into the future. It encourages proactive approaches, thus
improving disaster preparedness and increased resilience to natural hazards.
Integration of local disaster knowledge with scientific and technical knowledge around
climate can improve both disaster reduction and ongoing adaptation to climate change
through an iterative learning process. As we document local knowledge about experience
with extreme weather events, it helps identify existing capacity within the community and
important current shortcoming and issues we need to plan for better in the future.
Over the past 50 years rapid changes have been observed globally in many features of the
climate system, including warming of the ocean and air, changing rainfall patterns, reduction
of Arctic sea-ice and mass loss of polar ice sheets, increasing sea level and changes in the
life cycle and distribution of many plants and animals. Climate predictions scientists warned
about in the past are now happening.
The consequences of a changing climate are broad ranging and include:
• Heat waves: The duration and frequency of extremely hot days have increased across
Australia and around the world. The number of heat waves across South East
Queensland is projected to increase significantly into the future.
• Bushfire weather: Climate change has already increased the risk of extreme fire weather
in some parts of Australia, especially the populated southeast.
• Rainfall patterns are shifting. Eastern Australia has become drier since 1970 and the
southeast corner of Australia is likely to remain drier than the long-term average or
become even drier.
• Sea-level rise: Global average sea level is now rising and will continue to rise gradually
through the rest of this century and beyond, contributing to an increased frequency and
severity of coastal flooding.
• Health: Heat causes more deaths than any other type of extreme weather event in
Australia. Increasing intensity and frequency of extreme heat poses health risks for
Australians and can put additional pressure on health services. Changes in temperature
and rainfall may allow mosquito-borne illness like dengue fever to spread south.
• Property and infrastructure across Australia has been built for previous climatic
conditions and much of it is ill prepared to cope with increasingly frequent and/or intense
extreme weather.
• Agriculture: Changing rainfall patterns and increasing risk of extreme heat and bushfire
weather present challenges for Australian agriculture. Production of temperature- and
water-sensitive broad acre crops, fruit, vegetables and wine grapes need to adapt to
these changing growing conditions or move to locations where growing conditions are
becoming more amenable for their production.
• Natural ecosystems: Many Australian plants and animals are already responding to
climate change be changing their distributions and the timing of life cycles. Climate
change, in combination with other stresses, is increasing the risk of species extinctions
and threatening many iconic ecosystems including the Great Barrier Reef, Kakadu
National Park and the alpine zone.
To help the Noosa Shire region adapt and mitigate the likely effects of climate change over
time Noosa Council is working on or has programmed a number of climate related projects
including:
• corporate carbon accounting and management
• development of a climate change strategy
56
Section 64
• development of climate adaptation responses through the current and new planning
scheme
• climate change infrastructure risk assessment and adaptation strategy
57
Section 65
4 Preparedness and Capacity Building
4.1 Preparedness and awareness overview
Effective disaster management and response activities begin with preparedness and
awareness raising activities conducted on an ongoing basis, in advance of any potential
incident. Preparedness activities include having “arrangements or plans to deal with a threat
situation or a disaster that is the mobilisation of the disaster response structure and
resources”.
Capacity is a combination of the capability and the resources available to the Local Group
that can reduce the level of risk or the effects of a disaster. Capacity can be built through
activities that ensure ongoing improvement of the disaster management arrangements, for
example, planning meetings, workshops and seminars, training, exercises and the
development of community plans.
Local level capability is recognised as the frontline of disaster management. This local plan
aims to set out how this capability is to be enhanced.
4.2 Noosa Local Disaster Management Group meetings
The ordinary meetings of the Noosa Local Group constitute a key ongoing preparedness and
capacity building activity. The building of a strong network of disaster management
personnel through the meetings of the Local Group and District Group before disaster strikes
will enhance the effectiveness of the coordination of disaster operations and the
management of the response during periods of disaster and recovery.
The Local Group will meet at least four times each year with meetings timed to take into
account higher risk periods. Local Group sub-groups will meet at least twice each year or
more frequently as required by the risk profile.
4.3 Building response capacity
Within the Sunshine Coast District there are designated lead agencies who are responsible
for the initial response to an incident or event. It is their responsibility to plan for and
coordinate the response to a particular emergency or event.
Refer to local plan part 1.12 for the description of the roles and responsibilities (including
designation of the lead agencies) of members and agencies of the Local Group.
Each agency, particularly lead agencies will report at meetings of the Local Group (or District
Group) on the status of their preparedness, and the extent of their response capability.
These reports are also to identify any gaps in the agency’s capability.
Each Local Group (and District Group) member agency is responsible for taking actions to
establish and sustain its own disaster response capability including providing equipment and
a suitable number of trained persons using the resources available to that agency to
effectively deal with or help another entity deal with a emergency or a disaster situation
within the Noosa Shire or District Disaster region.
During periods of “Alert” or “Lean Forward”, if additional resources are required by an
agency to ensure preparedness then this is to be brought to the attention of the Local
Disaster Coordinator or the District Disaster Coordinator.
4.4 Community resilience
The Queensland State Disaster Management Plan (State Plan) states that prepared and
resilient communities are one of the five main principles of disaster management which form
the basis of Queensland’s disaster management arrangements.
Community resilience is a community’s capacity to change, grow and flourish.
58
Section 66
A disaster resilient community knows the risks and hazards they face, and has the ability to
accept the aftermath of such events and the impacts on their lives.
Disaster resilient communities are also aware that it may take considerable time before life
returns to any degree of normality should an event impact their area, and that resilience is
not simply about a community going back to what it was like before but rather learning from
a disaster and adjusting to be more resilient should a similar event occur again.
The Local Group has prioritised the developed a Community Resilience Strategy and Action
Plan during 2016/17 to improve community resilience in the Noosa shire.
Building an understanding of risk and enhancing community capacity through community
education and participation in initiatives such as the Queensland Government’s Get Ready
campaign will continue to be a priority for the NLDMG in 2016.
4.5 Community awareness, public information and warning systems
4.5.1 Community awareness
S30 of The Act requires the LDMG “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”.
The members and organisations that make up the Local Groups currently provide public
information and education programs to improve community awareness. These include:
Noosa Council website and Facebook pages
disaster and emergency community awareness brochures displayed and available in
council offices and libraries
preparedness articles in local papers and council newsletters
Queensland State Government advertising, presentations, and website material
QFES advertising, presentations and website material
EMA community awareness publications and emergency management for schools
website
awareness programs to various organisations e.g. by the LDC, SES group leaders, etc
QFES fire and bushfire awareness program
BOM weather warnings and website material
The Local Group recognises that providing information on how to look after yourself, your
family, home, business and community in the event of a natural or a man-made disaster is
an effective way to build community resilience and help communities recover in the
aftermath of an event. One of the key long term objectives of the Local Group is to provide
this information in a timely, coordinated and accessible fashion.
Through the life of this plan the Local Groups in association with QFES, and its media,
business and community partners will undertake to develop and promote the following key
educational and awareness tools for distribution across the shire as part of the State
Government’s Get Ready campaign:
household emergency plans
household emergency checklists
business emergency plans
business emergency checklists
59
Section 67
The aim of these plans will be to:
(a) encourage people and businesses to prepare themselves, their properties and their
clients for disasters such as flooding, severe storm and high wind events
(b) improve target audiences’ safety awareness levels and safety behaviours during a
disaster or emergency
(c) encourage people to be aware of, and care for their neighbours in the immediate
aftermath of a disaster.
4.6 Education and training
Education and training for those involved in disaster and emergency management work is a
key preparedness and capability building activity.
Queensland Fire and Emergency Services has a responsibility identified in The Act and
State Plan to ensure that persons performing functions under The Act in relation to disaster
operations are appropriately trained. QFES have developed a disaster management training
framework identifying courses that are to be undertaken by those persons.
Each member agency is responsible for ensuring that staff undertaking disaster and
emergency management work have appropriate training for their roles, in particular those
courses identified in the training framework.
The Local Group Disaster Management Officer and Council support will assist with
identifying and supporting attendance at relevant training for Local Group members and the
Local Disaster Coordination Centre team. This will be undertaken in consultation with the
QFES Area Director.
4.6.1 Accredited training
This plan identifies a preference for vocational education and training that is accredited or is
a qualification or individual units of competency under the Australian Qualifications
Framework (AQF). The AQF is the system that identifies the various levels of educational
qualifications in Australia. Disaster and emergency management specific training is
contained within the “Public Safety Training Package”.
Additional training is from:
QFES provided courses from the Queensland Disaster Management Training
Framework
Emergency Management Australia Courses (Accredited Training)
QFES Regional College of Disaster Management.
See http://www.em.gov.au/Education/Pages/default.aspx
Courses from the public safety training package provided for example by QFES (FIRE) or
SES trainers or other training providers.
4.6.2 Training for work in disaster coordination centres
To assist with the effective coordination of disaster operations each lead agency is to have
an appropriate number of staff trained at the appropriate skill and competency level to work
in a disaster coordination centre.
Appropriate courses for working in a disaster coordination centre include but are not
exclusive to:
Australasian Inter-Service Incident Management System (AIIMS) system course. AIIMS
courses are 2 days (theory program with some scenario work, non-accredited). QFES
(FIRE) (through training and emergency management) and council have some limited
60
Section 68
capacity to provide this course to staff that may be required to work in a coordination
centre.
Australian Emergency Management Institute (AEMI) “Coordinate resources within a
multi-agency emergency response”. This course examines a range of issues that impact
emergency coordination, culminating in a major coordination centre exercise where
participants will have a chance to experience the management of a major emergency in
a realistic, simulated environment.
QFES Disaster Coordination Centre courses form the disaster management training
framework.
4.7 Exercises
An exercise is a controlled objective based activity used to practice, evaluate or test plans or
procedures and resources. The purpose of an exercise is to practice and test the knowledge
and ability of the agencies of the disaster management system to coordinate disaster
operations for a potential disaster or emergency scenario. Exercises can enhance the
capacity and confidence of the people who participate in them. An exercise is one way in
which the Local Group can undertake a review of the Local Plan.
Prior to participating in disaster and emergency exercises it is preferred that participants
have received training as outlined in Section 4.6 of this plan. This is so that participants
have a basic understanding of the policies and procedures that apply to working in a disaster
management environment and that the experience and learnings from the exercise can be
maximised.
4.7.1 Exercise program and type
Each year the NLDMG will conduct one or more of the following exercises:
(a) A field exercise determined by the lead agency designed to test the lead agency’s
response coordination capability.
(b) A table top discussion exercise, with the focus of the exercise to be determined by the
District or Local Group.
(c) An LDCC exercise with the focus of the exercise to be determined by the LDC or Local
Group.
(d) A small scale exercise involving the testing of a single element of the capacity of the
LDCC.
(e) A small scale exercise involving the testing of the Evacuation Centre Support
Operational Plans.
(f) Joint LDCC / DDCC Sunshine Coast disaster management system exercise with the
focus of the exercise to be determined by the LDMG and DDMG.
Exercises can be small scale one to two hour activities through to a three day event. More
frequent small scale exercises can be an effective alternative to a single large scale activity.
4.7.2 Exercise evaluation
An exercise is to be followed by a debrief process. A hot debrief is to be conducted
immediately following the conclusion of the exercise and a cold debrief conducted no longer
than one month following the exercise. The cold debrief allows participants time to provide a
more considered view of the exercise outcomes. The learnings from the exercise are to be
consolidated into a plan for action. Table 10 (at item 4.8.4 of this plan), “Measurement of
capability” provides a format for documenting the outcomes of each exercise.
61
Section 69
4.7.3 Post disaster assessment
The review of operational activities undertaken during a disaster is a key component of
developing capacity and the improvement of disaster management arrangements.
Post-disaster assessments (also known as after action reviews) are conducted to:
assess disaster operations undertaken for a given disaster including actions, decisions
or processes
identify those processes that worked well and ensure that they are captured in relevant
plans for use in the next operation
identify those processes that did not work well and determine why. Undertake a review
for improvement for use in the next operation
assess capability and consider where additional planning, training and/or exercises may
enhance capability
The review of operations is conducted through two forms of debrief:
1. Hot debrief is a debrief undertaken immediately after operations are complete, giving
participants the opportunity to share learning points while the experience is still very
fresh in their minds. Multiple hot debriefs during protracted operations may be
appropriate to identify significant issues and provide prompt solutions for immediate
implementation.
2. Cold debrief is a debrief held days or weeks after an operation, when participants have
had an opportunity to take a considered view of the effectiveness of the operation. A
post disaster assessment report is to be completed in partnership with QFES to provide
an overview of the lesson identified following an event and importantly recommendations
for improving disaster management.
Following a post disaster assessment the Local Group may need to consider issues for
resolution or may need to refer an issue to the District Group for advice or resolution.
All post disaster review reports will be forwarded to the SCDDC as part of standard
operating procedure.
4.8 Emergency planning
4.8.1 The local disaster management plan
The NLDMG recognises the importance of planning for disaster situations and actively
promotes this among the disaster and emergency management agencies in the region.
In preparing disaster or emergency plans, the Local Group encourages all organisations to:
utilise emergency risk management principles
adopt a comprehensive, all-agencies approach to disaster management
consider community preparedness and awareness
develop business continuity plans
consult extensively with lead and supporting agencies, and community stakeholders as
appropriate.
The Local Group is responsible for maintaining this Local Disaster Management Plan. In
maintaining this Plan, the group expects that all member agencies will be actively involved in
and contribute to the review process.
4.8.2 Lead agency sub-plans
The Local Groups expect that lead agencies will prepare and maintain written emergency
management plans to:
62
Section 70
control hazards for which they are responsible, and
manage the delivery of disaster management functions for which they are responsible.
By agreement lead agencies will make these emergency plans available to the Local Group
to be incorporated within the Local Disaster Management Plan.
4.8.3 Local community disaster plans
In recognition of the size and diversity of the Shire, and in order to mitigate the risk from
flooding and bushfire in particular, the Local Group intends over the life of this Plan to work
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 within the Noosa Shire.
The LDMG’s initial focus will be to work with:
local communities, such as Kin Kin, Cooran, Daintree Estate and Pomona that may
become isolated during flood or fire events
organisations that care for vulnerable sectors of the community (e.g. aged care
facilities) through the LDMG Community Welfare sub-committee
tourism organisations and businesses to ensure that visitors to the region are well
informed in the event of a disaster
63
Section 71
4.8.4 Measurement of capability
The table below provides a template for measurement of capability for coordination of disaster operations and response. This measurement
may be achieved through post disaster assessment of operational activation or by the conduct of exercises. The table is used during the
debrief process.
Table 6: Measurement of capability
Date Type Process Participants Specific Opportunities for Action plan (actions Completion date (for
lessons improvement (identify derived from lessons evaluation of implementation
identified these in priority) identified) of action plan)
64
Section 72
5 Response
5.1 Response principles
The principle purpose of a disaster and emergency response is the preservation of life,
livelihoods and the environment. Response is defined as the “actions taken in anticipation
of, during, and immediately after an emergency to ensure that its effects are minimised, and
that people affected are given immediate relief and support” (Source: EMA 2004).
This Plan provides the basis for the Noosa Local Group working with the Sunshine Coast
District Group to coordinate disaster operations and response through various response
agencies. The plan identifies that the lead (response) agency is responsible for providing an
immediate ongoing response and control for specific disaster or emergency threats.
The NLDMG and their LDC will work closely with the SCDDMG and the SCDDC to manage
and coordinate disaster operations.
This plan recognises that a response to a disaster / emergency event:
Incorporates all those actions that help or reduce loss of human life, illness or injury to
humans, property loss or damage, to the environment, to a particular and specific event.
May commence prior to the impact of an event, if advance warning is given and known.
Concludes once the risks of loss of human life, illness or injury, property loss or damage,
or damage to the environment are reduced to an acceptable level.
5.2 Response capability
The Noosa LDMG has a well-developed response capability with access to people and
resources through its member agencies. These resources include:
community support volunteers from agencies such as Australian Red Cross, Lifeline and
St Vincent de Paul.
commercial businesses.
equipment and plant obtained through forward coordination centres or the Noosa LDCC
available from commercial and public sector providers.
Noosa Council response equipment and resources.
Queensland Ambulance response and equipment resources.
Noosa Hospital.
Queensland Fire and Emergency Services (Fire) response and equipment resources.
Queensland Police Service response and equipment resources.
Queensland Department of Communities, Child Safety and Disability Services provision
of emergency financial and community assistance.
Queensland Department of Transport and Main Roads provision of transportation and
road network management resources.
State Emergency Service response and equipment resources.
Each response agency is responsible for ensuring the adequacy of their planning
arrangements for response.
5.3 Coordination of response
The coordination of a disaster operates on a tiered basis in the Noosa Shire:
Initial response
65
Section 73
Incident coordination centre / field coordination centre
Noosa local disaster coordination centre
Sunshine Coast district disaster coordination centre
State disaster coordination centre.
5.3.1 Initial response
The majority of emergency incidents will be dealt with by the appropriate agency using its
frontline response capabilities. It will be up to each responsible agency to determine the
circumstance and triggers which require an escalated response.
5.3.2 Incident (or field) Coordination Centre (ICC)
An ICC is established by the lead agency responsible for the specific threat. The ICC has an
immediate threat reduction and resolution role. The process for the activation and
establishment of the ICC will be in accordance with that agency’s operational plans. The
incident controller is responsible for the activation of the lead agency’s ICC however the
DDC and/or the LDC may request that the lead agency establish an ICC. The ICC will use
the AIIMS framework and methods.
Members of the Noosa Council’s Disaster Management Team may be requested to attend
the lead agency’s ICC as a liaison officer to provide support to the lead agency to provide an
effective response. This request will be made by the incident controller to the DDC or the
LDC.
An ICC may also establish a forward coordination centre in the field to aid in coordination of
response.
5.3.3 Local Disaster Coordination Centre (LDCC)
The Noosa LDCC with oversight from the LDC has responsibility for coordination of disaster
operations within the Noosa shire. The LDCC also has a strategic role which requires it to
consider how the unfolding situation will potentially affect the Noosa community. In fulfilling
this role the LDCC will support any Incident Control Centres (ICCs) responding to the event
by pulling in resources and making them available for the response or pushing resources
forward to the ICC staging point should the ICC require the resources at a future time.
The LDC has the responsibility for activation and establishment the LDCC and for how it
functions. The LDC in accordance with s143 of The Act may delegate the coordination of
disaster operations and direct management of the LDCC to an appropriately qualified officer.
Operations in the LDCC are determined by the scale of the event.
During the coordination of disaster operations the LDC is to ensure that regular contact is
maintained with the DDC, the Chair and Deputy Chair of the LDMG, the Mayor of Noosa,
members of the Local Group, the Area Director QFES, the Executive Officer to the DDC, the
lead agency, and other response and support organisations.
5.3.4 District disaster coordination centre (DDCC)
DDCC’s are established for the provision of State level support to the LDCC. The Sunshine
Coast DDCC will provide prompt advice and relevant support to the Noosa LDCC as
required and the collection and dissemination of information to the SDCC on disaster events
occurring within the Sunshine Coast disaster district.
The DDCC will implement decisions of the DDC and will coordinate State and Australian
government resources in support of the disaster affected community if required.
66
Section 74
5.3.5 State disaster coordination centre (SDCC)
The SDCC supports the State Group and provides an operational venue for the State
Disaster Coordination Group to provide State level support to disaster management
operations in accordance with the decisions of the State Group. The SDCC also ensures
information about an event and disaster operations are communicated to all involved.
Operations in the SDCC are determined by the scale of the event. The SDCC is located in
Brisbane.
5.4 Activation of the Local Group
5.4.1 Activation and authority to activate
This plan provides the basis for the Noosa LDMG to coordinate disaster response
operations.
The Chair of the Local Group or the LDC is authorised to activate their Local Group and
implement this plan in the event of a disaster. This activation may be in part or in full.
Implementation of the local disaster management plan will potentially trigger the activation of
the LDCC.
The LDC has overall responsibility for the establishment and operation of the LDCC. The
LDC is also responsible for ensuring appropriate levels of staff are identified and trained in
the operation of the LDCC.
The authority to activate the NLDMP is delegated to the relevant LDC through the adoption
of this plan by the Noosa Council.
When time permits consultation with the Local Group will be undertaken by the LDC prior to
activation of the LDCC.
It is the responsibility of the LDC to notify the DDC, the Chair of the Local Group, the Mayor
and the CEO of Noosa Council, and the Area Director QFES when the LDC considers that
the conditions justify an activation of the plan and establishment of a LDCC.
Activation of an Incident Coordination Centre (ICC) or Field Coordination Centre (FCC) to a
specific threat is the responsibility of the Lead Agency. The LDC or the DDC may request
the Lead Agency to activate an ICC or FCC should the situation require such an activation.
Activation procedures are outlined and contained in the Local Plan Appendix A.
5.4.2 Noosa Local Disaster Coordination Centre (LDCC) activation
The LDCC provides a place from which the coordinated response to and recovery from a
disaster event occurring in the Noosa shire is carried out.
The functions of the LDCC are to:
coordinate disaster operations
gather intelligence and undertake the necessary forward planning to respond to the
event
coordinate the allocation of Noosa resources in support of agencies involved in
response and recovery operations
provide advice or make requests of any additional resources to the DDMG
coordinate the allocation of resources or any additional resources provided by or
requested from the DDMG
collect, collate and disseminate information on the disaster event and disaster
operations to the Noosa communities and the relevant authorities
67
Section 75
The Noosa LDCC will be established on the third floor of the Tewantin Council Chambers in
Pelican Street, Tewantin.
However depending on the nature and location of the event the LDCC could be located
elsewhere in the Shire at a suitable location. The ultimate location of the LDCC for any
given event will be decided by the LDC in consultation with the DDC, and the Chair of the
Local Group.
The DDDC will usually be established at the Police Communications Centre on the first floor
of 21 Carnaby St, Maroochydore. However the DDCC may be established at a different
venue or even co located with one or other of the LDCCs if the DDC believes it to be
necessary.
Activation & operation of the LDCC is a process with four levels:
Yellow Alert
Amber Leaning forward
Red Stand up
Green Stand down
Activation of each level will depend on the type of hazard situation. For example, a cyclone,
riverine flood or pandemic outbreak will generally involve a longish lead time with gradual
escalation of activation level to the point of the LDCC being stood up, whereas a severe
thunderstorm, tsunami, multiple fatality transport accident or terrorist attack may have an
immediate major or catastrophic impact and will require the immediate standing up of the
LDCC.
The activation of a lead agency’s Incident Coordination Centre (ICC) will not automatically
trigger the activation of this plan or the Local Disaster Coordination Centre. However the
lead agency’s Incident Coordinator is to advise the LDC and the DDC when an ICC has
been established.
If the ICC is operating for a longer than 24 hours, the Incident Coordinator should report
daily on the status of the incident to the LDC and DDC. This is to ensure that the LDC and
the DDC are aware of situations that are occurring within the regional area and allow for
planning for a future possible activation of the LDCC.
Table 7 “LDMG and LDCC activation triggers and required actions” identifies activation
triggers and actions.
68
Section 76
Table 7: LDMG and LDCC activation triggers and required actions
Activation level Threat/Trigger Actions
Alert Information received identifying: a Hazard / threat identified
threat which is likely to develop in the Initial threat advice from relevant agency provided to LDC
region over the next 1-3 days.
Monitor weather forecasts at regular intervals
Lead agency advises they are likely
Availability of staff at relevant agencies determined
to establish an incident coordination
centre(s) at Lean Forward or Stand Contact lists checked and updated including mobile phone and sms contact
Up status. list
Notify Chair and members of the LDMG of threat/emergent situation
Contact with incident controller at lead agency ICC established
Contact with DDC (or delegate) and QFES (DM) established
Notify LDCC staff and confirm availability of staff for LDCC if needed
Media and communication strategy prepared
Lean Forward Probable disruption / impact of an Preliminary SitRep developed
expected event on the community, is Notifications sent and acknowledged
less than 24 hours away.
Decision made on likely activation phase
Potential for multiple events which
Availability of staff for LDCC confirmed
will require a coordinated response
from a number of agencies from the Contact maintained between lead agency ICC, LDC, DDC and QFES (DM)
Noosa Disaster Management
System. If time available extraordinary LDMG meeting held
Preparations undertaken to activate LDCC as per sub-plan
Lead agency advises it has
Scale (size) of LDCC being considered
established an active incident
coordination centre(s). After hours support and access arranged if likely to be required
LDMP public information and warnings plan activated
69
Section 77
Activation level Threat/Trigger Actions
Stand Up Event is imminent or has occurred. Local Group and Local Plan activated in full or in part as per sub-plans
Cost capture commenced
Potential for significant community
impact. DDC advised of level of activation and situation
Situation reporting from LDCC underway
Regularly hold and minute LDMG core group or extraordinary meetings
Scale up LDCC as required when existing resources cannot cope with the
volume of work and further expansion of the AIIMS system is required
Damage / impact assessment process being planned or underway
Activate recovery plans
Stand Down Coordination of disaster response Status of all outstanding actions for disaster response operations confirmed
operations to the event has and handover of tasks to normal operational methods completed
concluded. Final SitRep for disaster response operations forwarded to DDC
All documentation /electronic files, including finance, finalised and stored
Transition to coordination of disaster
recovery operations underway / LDCC staff and Local Group members deactivated for disaster response
completed. operations
LDCC closed for disaster response operations
Community is in recovery phase or
Community informed of end or response operations
returning to pre-event status.
Recovery arrangements implemented
All council information updated
Transition to coordination of disaster recovery operations finalised
Handover to Local Disaster Recovery Coordinator for reporting purposes
completed
Hot debriefing/s held
Cold debrief scheduled
70
Section 78
5.5 Accessing support
Incidents, events, emergencies and disasters of local scope which can be managed using
local resources are to be coordinated and managed by FCC(s) and the LDCC.
5.5.1 Requests from the lead agency ICC to the LDCC
Upon the activation of the lead agency’s ICC the LDC shall determine the requirement for
the activation of the LDCC. If the LDCC is activated then the lead agency will deploy a
LDCC Liaison Officer to the ICC.
The Incident Controller at the ICC is to contact the LDCC when additional resources are
required for the response, resources which are not available from the Lead or support
agencies in attendance at the ICC for the response.
The ICC is able to make such requests through the LDCC Liaison Officer.
The LDCC is to be proactive in its planning for requests for additional resources for the local
area.
5.5.2 Requests to DDC for assistance / support
When resources under the management or availability of the Local Group member agencies
are exhausted or overwhelmed or a specific technical resource or capability is not able to be
located or available, the LDC is to contact the DDC so that resources can be accessed or
made available, by the DDCC using the process that has been advised by the DDC to the
LDC. All requests for assistance to the DDC shall go through the LDC (or delegate e.g.
Coordination Centre Manager).
The LDC will be proactive in informing the DDC if it is likely that requests for additional
resources are to be made so that in turn the DDC can also be proactive in its planning for
requests for additional resources from within the region or if these are not available from the
State Government.
5.5.3 Requests to the State Disaster Coordination Centre for assistance / support
When the District is not able to action or fulfil requests for assistance, the DDC will request
assistance from the Operations Officer, State Disaster Coordination Centre.
5.5.4 Support from external agencies (public and private)
Support may be sourced from:
member agencies preferred suppliers as per the list of suppliers held by that agencies
procurement unit
all emergency service providers both government and non-government agencies
agency liaison officers or via the usual member agency procedures. Requests to the
DDC are as described previously in Section 5.5.2 of this Plan
The SDCC or the DDC may allocate and push resources forward to the region during an
event even though resources have not been requested by the LDCC. The staging and
reception of these resources will require planning and coordination by the LDCC.
Should support, as described above, be withdrawn for whatever reason, the agencies
should advise the LDC immediately.
71
Section 79
5.6 Public information and warning notification and dissemination
5.6.1 Public information during disaster response and recovery
This plan identifies that public information and warnings provided by the Local Group shall
be provided mainly through broadcast media (radio and TV). Other alerts or warnings such
as those delivered through social media and the internet, the use of SEWS (Standard
Emergency Warning System) or the national Emergency Alert (EA) telephone and SMS
messaging system will be used to support and reinforce the warning messages provided
through broadcast media. The Queensland Government and Noosa Council contact centres
will also be used to support and emphasise the messages provided through broadcast
media.
The Mayor of Noosa, the officer in charge of the lead agency, the DDC and the LDC shall be
the key sources of information to the community regarding the status of the response to the
emergency and any other associated threats or required community actions. The role of the
Local Group Media Liaison Officer is to support these spokespersons and to ensure a
coordinated and consistent message is broadcast to the community. (Refer to Local Plan
Appendix B.8 – Operational sub-plans – Public information & warnings operational sub-plan.)
5.6.2 Public warning systems
Disaster and emergency warnings need to be timely, consistent and succinct, so that people
can take appropriate action. To ensure that disaster warnings are coordinated and timely,
the Local Group has developed a public information and warnings operational sub-plan.
This plan recognises that individuals are likely to hear about a potential disaster situation
from a variety of sources and most will seek to confirm that message before they take any
action. Research indicates that if the emergency warning is not confirmed then it may be
ignored. Therefore the frequency and timing of emergency warnings will be carefully
considered. So long as the information is consistent, emergency warnings issued from two
or more relevant agencies will help to confirm and reinforce the warning message.
During the life of this plan the LDC, Local Group Media Liaison Officer, Area Director QFES
and the DDC (or delegate) will work with broadcast media outlets to improve arrangements
& systems for the provision of a consistent approach to the broadcast of emergency
warnings to the public in the Noosa Shire and across the Sunshine Coast region.
A component of exercises will be to practise the preparation of public information and
dissemination of warning messages and products both for broadcast and dissemination
through social media.
5.7 Declaration of a disaster situation
In accordance with s64 of The Act the DDC may, with the approval of the Minister, declare a
disaster situation for the district or one or more local government areas within the district in
whole or in part. As outlined in s75 and s77 of the Act, the declaration confers extra powers
on particular groups to perform actions, give directions and control movements within the
declared area.
In declaring a disaster situation, the DDC is to be satisfied that a disaster has happened, is
happening or is likely to happen and it will be necessary, or reasonably likely to be
necessary, to exercise declared disaster powers, to prevent or minimise the loss of human
life, illness or injury to humans, property loss or damage, or damage to the environment.
Before declaring a disaster situation the DDC is to take reasonable steps to consult with
local government in the proposed declared area.
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.
72
Section 80
5.7.1 Relationship between activation, declarations and financial assistance
The activation of disaster management arrangements, local disaster management plan or
local disaster coordination centre confers neither special powers nor funding and it is not
necessary for a declaration of a disaster situation to be made to activate the disaster
management financial arrangements.
A declaration of a disaster situation under The Act provides for special powers to DDCs and
declared disaster officers.
The activation of either NDRRA or SDRA provides for financial support to the community,
funding for disaster operations of state government departments and local governments and
restoration of essential public assets. The activation of NDRRA or SDRA is not dependent
upon the activation of the QDMA or the declaration of a disaster situation. The activation of
NDRRA or SDRA is not a declaration but an activation of financial arrangements.
All three actions are independent and are not interlinked or conditional, although some or all
may occur for the same event.
5.8 Activating the Local Group
Details on the activation of the LDMG, LDMP and the LDCC are found in the following
appendices:
Appendix A.1: “Activating the Local Disaster Management Group” which sets out the
process for the activation of the Local Group and Local Plan.
Appendix A.2: “Activating the Local Disaster Coordination Centre sub-plan” which sets out
the standard operating procedures for activating, communications, staffing and management
of the LDCC during an event.
5.9 Operational sub-plans
The operational sub-plans are applicable to all hazards and some or all of the sub-plans may
be implemented depending on a particular event.
The following operational sub-plans have been prepared for specific functions:
Appendix B.1: “Financial management sub-plan” establishes the procedure for purchasing,
procurement and the process for tracking agency costs for response to and recovery from a
disaster.
Appendix B.2: “Community support sub-plan” sets out the process for the provision of
immediate and continuing care of disaster affected persons and the maintenance of health
and wellbeing of the community.
Appendix B.3: “Evacuation sub-plan” sets out the process for evacuation, who makes the
decision, how it is activated, who gives direction to evacuate and to which centre.
Appendix B.4: “Evacuation centre management sub-plan” establishes the roles and
responsibilities for the opening up, staffing, registering and in general, and caring for
evacuees.
Appendix B.5: “Impact assessment sub-plan” provides the Local Group with the tools to
carry out an initial and then a more detailed impact assessment on the effect of the disaster
on infrastructure, private property and the people in the community.
Appendix B.6: “Medical services sub-plan” provides details for medical support.
Appendix B.7: “Health sub-plan” provides clearly defined points of contact and outlines
strategic management for all aspects of relevant health care impacting on the Sunshine
Coast community in the event of a disaster.
73
Section 81
Appendix B.8: “Public information and warnings sub-plan” provides the guidelines for the
public awareness and education programs undertaken by members of the Local Group and
also the procedure for issuing warnings or advice pre, during or post an event.
Appendix B.9: “ Public works and engineering sub-plan” provides the guidelines for
protection and restoration of infrastructure before, during and after an event is paramount
and this plan identifies key resources and assistance that can be deployed.
Appendix B.10: “Rescue sub-plan” details of circumstances which may require the rescue of
people and the support rescue agencies and their activation procedure is identified in this
plan.
Appendix B.11: “Transport sub-plan” – transport plays a key role in a disaster in not only
ensuring access to the area for response teams but also to evacuate people if required.
Appendix B.12: “Logistics sub-plan” - resource management, particularly of material
resources, is an area that can cause extreme problems in response to a major event. This
plan addresses the issues and provides process to be followed during a major event.
Appendix B.13: “Emergency debris storage and disposal sub-plan” – operational guidance
for the management of inert debris where large volumes are generated and exceed
Council’s normal operational capacity.
Appendix B.14: “Asbestos containing material sub-plan” – framework for joint response to
management of asbestos containing material between the LDMG and other government and
private stakeholders in a disaster situation.
5.10 Threat specific planning and all hazards arrangements
This disaster management plan is based on the all hazards, all agencies approach which
recognises that although counter measures will often vary with specific hazards, it is
desirable to establish a single set of management arrangements capable of encompassing
all hazards.
However as each type of event will have its own special requirements, to aid response for
extreme or high risk hazards some additional threat specific plans have been included in this
disaster management plan as follows:
Appendix C.1: “Severe wind and water inundation threat specific sub-plan”
Appendix C.2: “Wildfire threat specific sub-plan”
Appendix C.3: Hazardous material incident threat specific sub-plan”
74
Section 82
6 Recovery
6.1 Definition
Recovery is the coordinated process of supporting and helping affected individuals and
communities:
in the reconstruction of physical infrastructure
the restoration of the economy
the rehabilitation of the environment, and
the maintenance of emotional, social and physical well-being.
As the recovery phase of a disaster involves disaster relief in the provision of immediate
shelter, life support and human needs to persons affected by a disaster, it is important that
disaster recovery strategies are activated in conjunction with an effective disaster response.
Recovery extends well beyond the provision of immediate support to include repair,
reconstruction, restoration of social wellbeing, economic renewal, and rehabilitation of the
natural environment. It is both a remedial and a developmental process.
As disaster recovery is complex, dynamic and potentially protracted, this plan recognises
that recovery is most effective when:
recovery activities are conducted with the active participation and input of the affected
community
local community service and business organisations have input to key decision making
recovery management and reconstruction arrangements are well understood by all
parties
recovery services are provided in timely, fair, equitable and flexible manner
In Queensland, disaster recovery is governed by directions set out in the Queensland
Recovery Guidelines available at www.disaster.qld.gov.au
6.2 Recovery principles and concepts
In undertaking recovery operations in the Noosa area the recovery committee will be guided
by the following principles:
understanding the local context
recognising complexity
using community led approaches
ensuring coordination of activities
employing effective communication
acknowledging and building capacity
Recovery from a disaster event in the Noosa area will be managed and coordinated
(wherever possible) at the local level, and will be structured so as to empower communities
to manage their own recovery through support and maintenance of identity, dignity and
autonomy.
Self-help will be encouraged and recognition given to the level of resourcefulness evident
within an affected community. However it is also recognised that the ability of individuals,
families and communities to recover depends not only upon their capacity but also the
specific circumstances of the event and its effects.
75
Section 83
The affected community will include all those affected in any significant way whether they
are defined by geographical location or as a dispersed population.
Recovery services will be responsive, flexible and adaptable to meet the rapidly changing
environment, as well as being accountable.
As the community gradually recovers there will be a planned withdrawal of external services
to avoid gaps in service delivery and the perception of leaving before the task has been
completed.
6.3 Recovery components
In a disaster there are four key components which need to be considered and addressed in
developing a recovery plan. These are:
social, psychological and human impacts
physical infrastructure and essential services impacts
economic and financial impacts
natural environment impacts
Depending on the nature of the disaster one or other of these components may be the major
focus of recovery operations. However often a disaster will be of such a scale that one
cannot effectively remediate one area of impact without addressing all the other affected
areas.
Therefore during the response phase of an event, the Local Group will commence
developing a recovery plan that considers in detail the impact of that particular event and
addresses the issues identified. As part of developing the recovery plan, the Local Group
may decide to activate it’s Recovery committee with various sub committees as required.
Examples of issues which are likely to require addressing in the development of a recovery
plan include:
The psychosocial impacts on the community, families and individuals
(a) community characteristics
(b) the psychosocial impacts on the community, families and individuals
(c) number of people affected
(d) resources required to assist in recovery
(e) which government agencies and non-government organisations could assist in recovery
(f) what financial assistance is available to the community and how can people access it
(g) how we will communicate with the community
The impacts on infrastructure and essential services
(a) identification of the extent of the damage
(b) restoration of essential services as quickly as possible
(c) how best to facilitation the restoration of people’s living conditions and security
(d) prioritising the rebuilding of infrastructure
(e) how we will integrate arrangements with other agencies
The economic and financial impacts
76
Section 84
(a) what impact will the disaster have on business continuity and job security
(b) who needs to be involved in rebuilding economic viability in the community
(c) management of damaged reputation regionally, nationally and internationally
The impacts on the natural environment
(a) identification of contamination/hazards resulting from the event
(b) scientific assessment of the short and long term environmental impacts of the event
(c) strategies to rectify the damage and rehabilitate the natural environment
(d) identification of who should be involved in this process
6.4 Establishment of a local recovery committee
The Local Disaster Recovery Sub Committee (LDRC) is a standing committee of the Local
Group and is chaired by the Deputy Chair of the Local Group, unless otherwise determined
by the Local Group.
The LDRC maintains a permanent core membership to lead individual sub groups when they
are established. The core group will be augmented by additional members representing
State and Australian Governments and the community when recovery is activated.
If during an event the Noosa Local Group determines that an event is of such a scale and
impact to significantly disrupt community life it will activate its recovery committee.
Depending on the scale of the event and the complexity of the recovery effort, the LDRC
may comprise of up to four separate sub groups to address each of the four pillars of
recovery.
The number of sub groups, their terms of reference and their membership will be dependent
on the needs of the community and the scale of the recovery effort.
Community Advisory Groups may also be formed to ensure community participation in the
recovery process, and to assist the LDRC and sub groups in determining community need
and service delivery of recovery programs and activities.
6.5 Local Recovery Coordinator
The operations of the Recovery Committee are managed by a Local Recovery Coordinator
(LRC) who is appointed by the Chair of the LDRC in consultation with the Chair of the
LDMG.
The person appointed as the LRC must have the necessary skills and expertise to undertake
the role and under legislation cannot be the same person appointed as the LDC.
The role of the LRC is to:
develop community recovery preparedness
provide assistance to the chair of the local recovery committee
ensure ongoing analysis of need is undertaken throughout the recovery effort to guide
the recovery effort
work with the Recovery Committee, relevant agencies and the community to develop the
specific aim, objectives and strategies of the Recovery Operational Plan in response to
specific events
ensure ongoing analysis of need is undertaken throughout the recovery effort to guide
the recovery effort
77
Section 85
work with the group, relevant agencies and the community to develop the specific aim,
objectives and strategies of the Recovery Operational Plan
liaise with functional lead agency representatives to obtain required support for recovery
programs and activities
manage the implementation of the Recovery Operational Plan and Sub Group Action
Plans with the assistance of the LDRC, Sub Groups, Disaster District and SRG
report on the recovery effort to the Disaster District, and the State Recovery Coordinator
as well as the community
The LRC should be involved in disaster response planning and implementation in addition to
the role of leading the recovery effort. This duality of roles immediately after disaster impact
is often inevitable given the limited management resources available within the Noosa Shire
While the LRC may need to be involved in operational response matters from time to time,
they should focus on the recovery implications of such matters to ensure response supports
the recovery effort. It is important for the LRC to remember that Recovery is a mindset,
rather than a strict process.
6.6 Recovery plan
A detailed generic plan for recovery operations following a disaster in the Noosa Shire was
approved by Council on 2 July 2015. This plan addresses all aspects of recovery from a
disaster event and is available on the Noosa Council website.
6.6.1 Recovery plan for a specific event
As soon as possible after a disaster has occurred and the recovery committee activated the
Chair of the Recovery Committee will present a specific recovery plan for that particular
event for the LDMG’s endorsement.
This plan will outline a process for supporting affected communities in the reconstruction of
physical infrastructure, restoring the economy, rehabilitation of the environment, and support
for the emotional social and physical wellbeing of those affected by disaster events.
It will detail:
governance arrangements for the local recovery committee and sub committees if
required
recovery objectives and a timetable for action
appointment of recovery manager(s)
a community engagement and communication plan
economic recovery action plan
environmental recovery action plan
human-social recovery action plan
infrastructure recovery action plan
reporting and evaluation procedures
This plan will be developed with representatives of essential service and infrastructure
providers and with the assistance from each of the Queensland Government lead agencies.
It will be designed to respond to the specific circumstances of that event. The State
Agencies who will be consulted and involved in the development of the plan have been
identified as follows:
78
Section 86
Table 8: State Government Recovery lead agencies
Department of Communities, Child Safety and Social and social
Disability Services recovery
Department of State Development Economic recovery
and
Department of Tourism, Major Events, Small
Business & The Commonwealth Games
Department of Environment and Heritage Environmental
Protection recovery
Department of Infrastructure, Local Infrastructure
Government, and Planning recovery
79
Section 87
7. Appendicies (see attached)
80
7. Appendicies (see attached)
80