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10 October 2017
Item 7, Page 76
ATTACHMENT 1
Noosa Local Disaster
Management Plan
2018
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Section 2
© Noosa Council 2017 www.noosa.qld.gov.au General Enquiries: By telephone: (07) 5329 6500 By email: [email protected] Fax: (07) 5329 6501 Street Address: 9 Pelican Street, TEWANTIN Postal address: PO Box 141, TEWANTIN QLD 4565 Endorsed by Noosa Council 19 October 2017
Section 3
Table of Contents
1. Forward ................................................................................................................................ 5
2. Glossary ............................................................................................................................... 6
2.1 Terms & Acronyms ................................................................................................... 6
2.2 Definitions ................................................................................................................ 6
3. Terms of Reference ........................................................................................................... 11
3.1 Aim and purpose of this Plan.................................................................................. 11
3.2 Key objectives ........................................................................................................ 11
3.2.1 Prevention ........................................................................................................................ 11
3.2.2 Preparedness................................................................................................................... 11
3.2.3 Response ......................................................................................................................... 11
3.2.4 Recovery .......................................................................................................................... 12
3.3 Authority to plan ..................................................................................................... 12
3.3.1 Legislation ........................................................................................................................ 12
3.3.2 Approval and adoption of the Plan by Noosa Council ..................................................... 13
3.3.3 Approval and adoption of the Plan by Noosa Local Disaster Management Group ........ 13
4. Governance ........................................................................................................................ 14
4.1 Queensland Disaster Management Act 2003 ......................................................... 14
4.2 Queensland Government Disaster Management Strategic Policy Framework ........ 14
4.3 Queensland State Disaster Management Plan – principles of disaster
management .......................................................................................................... 14
4.4 Emergency Management Assurance Framework ................................................... 15
4.5 Disaster management system in Queensland ........................................................ 15
4.6 Local disaster management capability.................................................................... 15
4.7 Amendment register and version control ................................................................ 16
4.8 Distribution list ........................................................................................................ 16
4.9 Review and renewal of the Plan ............................................................................. 16
4.9.1 Arrangements for the review and assessment of the Plan ............................................. 17
5. Noosa Local Disaster Management Group ...................................................................... 18
5.1 Establishment of the Noosa Local Group ............................................................... 18
5.2 Functions of the Noosa Local Group ...................................................................... 18
5.3 Noosa Local Group annual priorities ...................................................................... 18
5.4 Meetings of the Noosa Local Group ....................................................................... 18
5.5 Sub-groups of the Local Group .............................................................................. 19
5.5.1 Planning sub-groups ........................................................................................................ 19
5.5.2 Local community sub-groups........................................................................................... 19
5.6 Reporting requirements .......................................................................................... 20
5.6.1 Reporting by members .................................................................................................... 20
5.6.2 The Local Group reporting ............................................................................................... 20
5.7 Membership of the Local Group ............................................................................. 20
5.7.1 Appointment of members ................................................................................................ 20
Noosa Local Disaster Management Plan 2018 Page 1
Section 4
5.7.2 Nomination by agencies of person to represent the member agency ............................ 20
5.7.3 Deputy / alternate members of the Local Group ............................................................. 21
5.7.4 Support for the Local Group ............................................................................................ 21
5.8 Functions of the Chair of the Local Group .............................................................. 21
5.9 Functions of the Local Disaster Coordinator ........................................................... 21
5.10 Noosa Local Group Membership and Responsibilities............................................ 22
5.10.1 Responsibilities of Local Group members ....................................................................... 23
5.11 Noosa Local Group Advisors .................................................................................. 23
5.12 Lead agencies for coordination of response to disaster events .............................. 24
5.13 State agency local emergency support functions.................................................... 24
6. Disaster Risk Management ............................................................................................... 27
6.1 Noosa Shire context ............................................................................................... 27
6.1.1 Geography ....................................................................................................................... 28
6.1.2 Climate ............................................................................................................................. 28
6.1.3 Demography .................................................................................................................... 28
6.2 Community capacity ............................................................................................... 29
6.2.1 Administrative centres ..................................................................................................... 29
6.2.2 Community organisations ................................................................................................ 29
6.2.3 Healthcare........................................................................................................................ 29
6.2.4 Aged care......................................................................................................................... 29
6.2.5 Transport.......................................................................................................................... 30
6.2.6 Shopping facilities ............................................................................................................ 30
6.3 Emergency services organisations ......................................................................... 30
6.3.1 Coastguard ...................................................................................................................... 30
6.3.2 Queensland Ambulance Service ..................................................................................... 30
6.3.3 Queensland Fire & Emergency Services ........................................................................ 30
6.3.4 Queensland Police Service ............................................................................................. 30
6.3.5 State Emergency Service ................................................................................................ 30
6.3.6 Surf Life Saving ............................................................................................................... 31
6.4 Economy ................................................................................................................ 31
6.5 Public buildings ...................................................................................................... 31
6.6 Major events and festivals ...................................................................................... 31
6.7 Infrastructure .......................................................................................................... 31
6.8 Essential services .................................................................................................. 32
6.9 Hazardous sites ..................................................................................................... 32
6.10 Disaster hazards .................................................................................................... 32
6.11 Disaster risk assessment ....................................................................................... 34
6.11.1 Risk methodology – likelihood descriptors ...................................................................... 34
7.1.1 Risk methodology – consequence descriptors................................................................ 35
7.1.2 Risk methodology – risk calculation table ....................................................................... 38
7.1.3 Risk likelihood assessment ............................................................................................. 39
7.1.4 Risk consequence assessment ....................................................................................... 41
Noosa Local Disaster Management Plan 2018 Page 2
Section 5
7.1.5 Risk assessment for hazards .......................................................................................... 43
7.2 Risk management and mitigation ........................................................................... 45
7.2.1 Risk reduction strategies – 2016/2017 ............................................................................ 45
7.2.2 Residual risk .................................................................................................................... 45
8. Prevention and Disaster Mitigation .................................................................................. 47
8.1 Prevention .............................................................................................................. 47
8.2 Disaster mitigation.................................................................................................. 47
8.2.1 Building codes, building use regulations and planning policies ...................................... 47
8.2.2 Insurance ......................................................................................................................... 47
8.2.3 Land use management initiatives .................................................................................... 47
8.2.4 Counter terrorism risk management ................................................................................ 47
8.2.5 Climate change ................................................................................................................ 48
9. Preparedness and Capacity Building ............................................................................... 50
9.1 Preparedness and awareness overview ................................................................. 50
9.2 Noosa Local Disaster Management Group meetings ............................................. 50
9.3 Building response capacity ..................................................................................... 50
9.4 Community resilience ............................................................................................. 50
9.5 Community awareness ........................................................................................... 51
9.6 Education and training............................................................................................ 51
9.7 Exercises ............................................................................................................... 52
9.7.1 Exercise program and type .............................................................................................. 52
9.7.2 Exercise evaluation.......................................................................................................... 52
9.8 Post disaster assessment ...................................................................................... 52
9.9 Emergency planning .............................................................................................. 53
9.9.1 The Local Disaster Management Plan ............................................................................ 53
9.9.2 Lead agency sub-plans.................................................................................................... 53
9.9.3 Local community disaster plans ...................................................................................... 54
10. Response ........................................................................................................................... 55
10.1 Response principles ............................................................................................... 55
10.1.1 Response capability......................................................................................................... 55
10.2 Coordination of response ....................................................................................... 55
10.2.1 Initial response ................................................................................................................. 56
10.2.2 Incident (or field) Coordination Centre (ICC) ................................................................... 56
10.2.3 Local Disaster Coordination Centre (LDCC) ................................................................... 56
10.2.4 District Disaster Coordination Centre (DDCC) ................................................................ 56
10.2.5 State Disaster Coordination Centre (SDCC) ................................................................... 57
10.3 Activation of the Local Group ................................................................................. 57
10.3.1 Activation and authority to activate .................................................................................. 57
10.3.2 Noosa Local Disaster Coordination Centre (LDCC) activation ....................................... 57
10.3.3 Noosa LDCC activation triggers and actions .................................................................. 59
10.4 Accessing support .................................................................................................. 61
10.4.1 Requests from the lead agency ICC to the LDCC .......................................................... 61
Noosa Local Disaster Management Plan 2018 Page 3
Section 6
10.4.2 Requests to DDC for assistance and/or support ............................................................. 61
10.4.3 Requests to the State Disaster Coordination Centre for assistance and/or support ...... 61
10.4.4 Support from external agencies (public and private)....................................................... 61
10.5 Public information and warning notification and dissemination ............................... 61
10.5.1 Public information during disaster response and recovery ............................................. 61
10.5.2 Public warning system ..................................................................................................... 62
10.6 Declaration of a disaster situation........................................................................... 62
10.6.1 Relationship between activation, declarations and financial assistance......................... 62
10.7 Activating the Local Group ..................................................................................... 63
10.8 Operational Sub-Plans ........................................................................................... 63
10.9 Threat specific planning and all hazards arrangements .......................................... 64
11. Recovery ............................................................................................................................ 65
11.1 Definition ................................................................................................................ 65
11.2 Recovery principles and concepts .......................................................................... 65
11.3 Recovery components............................................................................................ 66
11.4 Establishment of a Local Recovery Committee ...................................................... 67
11.5 Local Recovery Coordinator ................................................................................... 67
11.6 Recovery Plan ........................................................................................................ 67
11.6.1 Recovery plan for a specific event .................................................................................. 68
Noosa Local Disaster Management Plan 2018 Page 4
Section 7
1. Forward 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 2018 (the Plan) is in compliance with 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 a 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 family, 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 Noosa Local Disaster Management Plan 2018 Page 5
Section 8
2. Glossary
2.1 Terms & Acronyms
the Act Disaster Management Act 2003
AIIMS Australasian Inter-Service Incident Management System
BOM Bureau of Meteorology
CEO Chief Executive Officer
DDC District Disaster Coordinator
District Plan Sunshine Coast District Disaster Management Plan
EA Emergency Alert
EMAF Emergency Management Assurance Framework
ICC Incident Coordination Centre
IGEM Inspector General Emergency Management
LDCC Local Disaster Coordination Centre
LDMG Local Disaster Management Group
LDRC Local Disaster Recovery Committee
LRC Local Recovery Coordinator
NDRRA National Disaster Relief & Recovery Arrangements
Local Group Noosa Local Disaster Management Group
the Plan Noosa Local Disaster Management Plan
QDMA Queensland Disaster Management Arrangements
QFES Queensland Fire & Emergency Services
QPS Queensland Police Service
SCDDC Sunshine Coast District Disaster Coordinator
SCDDMG Sunshine Coast District Disaster Management Group
SDRA State Disaster Relief Arrangements
SES State Emergency Services
SEWS Standard Emergency Warning System
State Plan Queensland State Disaster Management Plan
2.2 Definitions
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.
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 the business or service
• Protecting their own interests and personnel
• Protecting the community and environment from risks arising from the activities of the
organisation
• Protecting the community and environment from credible risks.
Community
A group of people with a commonality of association and generally defined by location, shared
experience or function.
Noosa Local Disaster Management Plan 2018 Page 6
Section 9
Consequence
The outcome of an event or situation expressed qualitatively or quantitatively, being a loss, injury,
disadvantage, or gain.
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.
Coordination Centre
A centre established as 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
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
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 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 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.
District Disaster Coordinator (DDC)
The DDC is the chairperson of the District Group and coordinates disaster operations in the
disaster district for the District Group.
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
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:
Noosa Local Disaster Management Plan 2018 Page 7
Section 10
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, 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. 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.
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.
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 when DNRRA 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.
Prevention
Measures to eliminate or reduce the incidence or severity of emergencies.
Noosa Local Disaster Management Plan 2018 Page 8
Section 11
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 services, and complete resumption of the pre-disaster state. Recovery The coordinated process of supporting affected communities, families and individuals in the reconstruction of the built environment and the restoration of their emotional, social and economic wellbeing, as well as the natural environment. 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. 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. Residual risk The level of risk remaining after implementation of a risk treatment. Resilience A measure of how quickly a system recovers from failures. Response Measures taken in anticipation of, during and immediately after an emergency to ensure its effects are minimised. 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. Risk identification The process of identifying what can happen, why and how. Risk management The culture, processes and structures that are directed towards realising potential opportunities while managing adverse effects. Risk reduction Actions taken to lessen the likelihood, negative consequences, or both, associated with a risk. Risk treatment Noosa Local Disaster Management Plan 2018 Page 9
Section 12
Process of selection and implementation of measures to modify risk. 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. Noosa Local Disaster Management Plan 2018 Page 10
Section 13
3. Terms of Reference
3.1 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.
3.2 Key objectives
The broad objectives of this 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:
3.2.1 Prevention
a) Develop systems that reduce disaster risks and ensure adherence to these procedures.
b) Assist the community to be 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.
3.2.2 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.
3.2.3 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.
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.
Noosa Local Disaster Management Plan 2018 Page 11
Section 14
3.2.4 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.
3.3 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).
“S57 – Plan for disaster management in local government area
A local government must prepare a plan (a local disaster management plan) for disaster
management in the local government’s area.
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.”
“S58 Requirements of plan
A local disaster management plan must be consistent with the disaster management standards
and 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 cooperative efforts and consultation between the Noosa Local Disaster
Management Group (Local Group, emergency service agencies and the Sunshine Coast District
Disaster Management Group.
3.3.1 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
• Noosa Council Local and Subordinate Local Laws
• Chemical Usage (Agricultural and Veterinary) Control Act 1998
• Coastal Protection and Management Act 1995
• Environmental Protection Act 1994
• Exotic Diseases in Animals Act 1981
• Explosives Act 1999
Noosa Local Disaster Management Plan 2018 Page 12
Section 15
• Fire and Emergency 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
• Planning Act 2016
• Police Powers and Responsibilities Act 2000
• Public Health Act 2005
• Public Safety Preservation Act 1986
• Right to Information Act 2009
• Terrorism (Commonwealth Powers) Act 2002
• Water Act 2000
• Water Supply (Safety and Reliability) Act 2008
• Work Health and Safety Act 2011
3.3.2 Approval and adoption of the Plan by Noosa Council
The Noosa Council accepts its roles and responsibilities as described in the Act. Noosa Council
adopted the 2018 Plan at its Ordinary Meeting on 19 October 2017.
3.3.3 Approval and adoption of the Plan by Noosa Local Disaster Management
Group
The 2018 Plan was endorsed by the Noosa Local Disaster Management Group at its meeting on
21 September 2017.
Noosa Local Disaster Management Plan 2018 Page 13
Section 16
4. Governance
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 Plan has been prepared so that it is consistent and
complies with the Act.
4.2 Queensland Government Disaster Management Strategic Policy
Framework
This Plan is consistent with the principles contained in the State Disaster Management Group’s
(State Group) 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:
a) Disaster management should be planned across the four phases – prevention, preparation,
response and recovery.
b) All events, whether natural or caused by human acts or omissions, should be managed in
accordance with the Strategic Policy Framework, the State Plan and any disaster
management guidelines.
c) Local governments should primarily be responsible for managing events in their local
government area.
d) 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.
4.3 Queensland State Disaster Management Plan – principles of disaster
management
The State Plan 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.
The five main principles are:
1. Comprehensive approach (as set out in the Key Objectives at Item 3.2 of this Plan)
2. All hazards approach
3. All agencies approach
4. Local disaster management capability
5. A prepared, resilient community
Further description of the principles can be found in the State Plan which is available from the
Queensland Government Disaster Management website: www.disaster.qld.gov.au.
The Local Plan is consistent with these principles.
Noosa Local Disaster Management Plan 2018 Page 14
Section 17
4.4 Emergency Management Assurance Framework
In accordance with S16C of the Act, the Inspector General Emergency Management has
developed the Emergency Management Assurance Framework (EMAF) and Standard for disaster
management in Queensland. This Plan is consistent with the EMAF Principles:
1. Leadership: leadership at all levels is demonstrated through a commitment to a shared
culture of disaster management excellence. Strategic planning, within the context of
resources and risk, underpins clear decision making and planning to achieve outcomes.
2. Public Safety: Queensland’s disaster management arrangements are delivered through
effective disaster management groups where policy, procedure and practice all focus on
safety of the public, engaging stakeholders and shared responsibility.
3. Partnership: Everyone has a role to ensure Queensland is the most disaster-resilient
State. Strategic partnerships are well-governed, drive clear roles and responsibilities, and
promote true collaboration.
4. Performance: Productivity and effectiveness are measured by a combination of quality,
quantity, cost, time or human relationships. Performance is monitored and analysed
against standards and good practice across the spectrum of prevent, prepare, respond and
recovery.
4.5 Disaster management system in Queensland
This diagram represents the disaster management framework in Queensland, which comprises
local, district and state levels.
4.6 Local disaster management capability
Local level capability is recognised as the frontline of disaster management. Section 4A (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.
Noosa Local Disaster Management Plan 2018 Page 15
Section 18
This Plan details local disaster management arrangements for the Noosa Shire thereby enhancing
local disaster management capacity in the local area.
4.7 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.
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. If an
amendment is not supported a response will be provided to the submitter. Major amendments or
updates to the Plan will be approved by Council.
4.8 Distribution list
Position and Organisation Copy Type Method of Distribution
Noosa Local Disaster Management Group Hard copy Copies as required
Chair and Deputy Chair
Noosa Local Disaster Coordinator Hard copy Copies as required
Noosa Disaster Management Officer Hard copy Copies as required
Noosa Local Disaster Management Group Electronic copy Copy posted to the website
members and advisors
Noosa Council Leadership Team Electronic copy Copy posted to the website
Noosa Council Libraries Hard copy 1 copy per library
4.9 Review and renewal of the Plan
A review of the Plan, in accordance with S59 of the Act, may be conducted by the 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 Plan
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 structure change
g) An officer responsible for overseeing the Local Group leaving that position
h) Following an assessment of the Plan by the Chief Executive Officer of QFES
i) Following an assessment by the DDMG, DDC (or delegate) or IGEM.
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.
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4.9.1 Arrangements for the review and assessment of the 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. Noosa Local Disaster Management Plan 2018 Page 17
Section 20
5. Noosa Local Disaster Management Group
5.1 Establishment of the Noosa Local Group
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 Local Group coordinates disaster operations within the area administered by the Noosa
Council.
5.2 Functions of the Noosa Local Group
In accordance with S30 of the Act, the Noosa Local 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).
5.3 Noosa Local Group annual priorities
In addition to their legislative functions the Noosa Local Group 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 the Local Group meetings.
5.4 Meetings of the Noosa Local Group
The 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.
Noosa Local Disaster Management Plan 2018 Page 18
Section 21
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. 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. 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. 5.5 Sub-groups of the Local Group 5.5.1 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 • Recovery Sub-groups described above would meet as often as required to enable the task that is being considered to be progressed and completed. 5.5.2 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. Noosa Local Disaster Management Plan 2018 Page 19
Section 22
Sub-groups for local communities will meet as frequently as required by the risk profile of that local
community.
5.6 Reporting requirements
5.6.1 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.
5.6.2 The Local Group reporting
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 LDC, on behalf
of the Chair, for each ordinary meeting of the DDMG which includes information from the
Chair, LDC and Local Group about activities undertaken and matters to be referred to the
DDC.
5.7 Membership of the Local Group
5.7.1 Appointment of members
The membership of the Local Group will be regularly reviewed by the Chair of the Local Group and
the LDC. The DDC will then be advised of any changes to the membership of the Local Group as
per the requirements ofS37 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 Local Group 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 do not have voting rights on decisions.
5.7.2 Nomination by agencies of person to represent the member agency
In accordance with Part 2 S9 of the Disaster Management Regulation 2014, Noosa Council may
appoint a person as a member of the Local Group only if satisfied the person has the necessary
expertise or experience to be a member.
Agencies with membership of the Local Group must inform the Noosa Council in writing of their
nomination for appointment or variation in the appointment of a member of staff to the Local Group,
Noosa Local Disaster Management Plan 2018 Page 20
Section 23
and must provide information on that person’s disaster or emergency management expertise and
experience. The nomination will be considered by Noosa Council in accordance with the
regulation and the agency advised accordingly.
5.7.3 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/alternative member should have the necessary expertise and experience to fulfil the role of
member of the Local Group if required.
5.7.4 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 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.
5.8 Functions of the Chair of the 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.”
5.9 Functions of the Local Disaster Coordinator
The Chair of the Local Group has appointed the Director Community Services as the Noosa LDC
and the Waste Coordinator as Deputy LDC.
The Chair of the Local Group has appointed the Director Community Services as the Local Group’s
member on the District Group.
Section 36 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.”
Noosa Local Disaster Management Plan 2018 Page 21
Section 24
5.10 Noosa Local Group Membership and Responsibilities
Noosa LDMG Membership as at September 2017
Role Position Responsibilities
Chairperson Cr Tony • To chair Local Group meetings and provide the primary
Wellington link between the Local Group 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 District Group, and
the Chief Executive of the department, about the
performance by the Local Group of its functions
Deputy Cr Joe Jurisevic • Provide advice and support to the Chair and the Local
Chairperson Group
• Chair Local Group meetings in the absence of the Chair
• Provide a link between the Local Group and Council
• Participate in the issuing of public information and
warnings
• Chair the Recovery Committee if required
Local Director • Coordinate disaster operations for the Local Group,
Disaster Community report regularly to the Local Group about disaster
Coordinator Services 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 Plan and LDCC when required
Deputy Local Waste • Undertake the functions and responsibilities of the LDC
Disaster Coordinator in the LDC’s absence
Coordinator
Local Community • Coordinate recovery operations for the Local Group,
Recovery Development report regularly to the Local Group about recovery
Coordinator Manager 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
Australian Emergency • Liaison between the agency and the Local Group
Red Cross Services • Responsibilities as identified in the Plan, particularly
Coordinator Qld operational plans for community support, evacuation
centre management and recovery
Community Environmental • Responsible for emergency community support and
Support Health evacuation centre management during activation for
Officer Coordinator response and recovery
• Represent the Local Group at the District Recovery
Group
Community Waste & • Responsible for community health during activation for
Health Officer Environmental response and recovery.
Health Manager
Queensland Zone • Liaison between the agency and the Local Group
Fire & Commander
Emergency
Noosa Local Disaster Management Plan 2018 Page 22
Section 25
Services (Fire
& Rescue)
Queensland Regional • Provide advice and support to the Chair and the LDC
Fire & Emergency • Liaison between the agency and the Local Group
Emergency Management • Link to and advise on the Qld Disaster Management
Services Coordinator system
(Emergency • Assessment of the Plan
Management)
Queensland Senior Ranger • Liaison between the agency and the Local Group
Parks &
Wildlife
Service
Queensland Officer in • Liaison between the agency and the Local Group
Police Charge, Noosa
Service Police Station
State Noosa Local • Liaison between the SES and the Local Group
Emergency Controller
Service
Unitywater Planned • Liaison between the agency and the Local Group
Services
Manager
All members of the Local Group will nominate a Deputy to ensure continuity and full agency
representation.
5.10.1 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.
Local Group members are tasked with involvement in the formulation of disaster management
strategies and plans for the Noosa local government area through participation at Local Group
meetings or through participation in a sub-group. It is expected that if unavailable, members would
send their nominated deputy to a meeting of the Local Group
5.11 Noosa Local Group Advisors
Noosa LDMG Advisors as at September 2017
Role Position
Chair of Council’s Emergency Operations Civil Operations Manager, Noosa Council
Team
Coastguard Commander, Noosa Coastguard
Department of Communities, Child Safety & Manager, Programs Support
Disability Services
Department Transport & Main Roads Principal Project Officer
Disaster Management Disaster Management & Special Projects
Officer, Noosa Council
District Disaster Management Group Executive Officer, DDMG
Health Director Emergency Medicine, Noosa Hospital
Information Technology Manager ICT, Noosa Council
Local Media Editor, Noosa News
Local Member Assistant Electorate Officer
Media Liaison Community Engagement Manager, Noosa
Council
Noosa Local Disaster Management Plan 2018 Page 23
Section 26
Queensland Ambulance Service Officer in Charge, Noosa Station
Rural Fire Group Officer, Noosa
Seqwater Coordinator, Incident and Security Management
Surf Life Saving Queensland Regional Manager
Telstra Area Sales Manager
Tourism Noosa General Manager
WICEN Volunteer representative
5.12 Lead agencies for coordination of response to disaster events
Risk *refer Disaster Risk Assessment table Lead agency responsible for coordination of
response
East coast low pressure system Noosa Council
Severe thunderstorm, electrical Noosa Council
storm
Tropical cyclone Noosa Council
Storm tide Noosa Council
Flood Noosa Council
Dam failure (1) SEQ Water (2)/ Noosa Council
Tornado Noosa Council
Major earthquake Noosa Council
Tsunami Noosa Council
Landslide Noosa Council
Prolonged drought Various state agencies responding to impacts
Bushfire Queensland Fire & Emergency Services
Major fire – urban / industrial Queensland Fire & Emergency Services
Hazardous material accident (land Queensland Fire & Emergency Services
transport corridor)
Hazardous material accident (marine Transport & Main Roads
environment)
Major passenger transport accident Queensland Fire & Emergency Services / Queensland
(mass casualties) Ambulance Service
Major air transport accident Queensland Fire & Emergency Services / Queensland
Police Service
Pandemic Queensland Health
Extreme high temperatures Queensland Health
Exotic animal / plant disease Department of Agriculture & Fisheries
Terrorism Queensland Police Service
Cyber security incident Department Science, Information Technology &
Innovation (State Government)
Black swan (unpredictable, extreme Various depending on nature of event
events)
(1) Dam Failure is the term used to identify risk of flooding inundation as a result of failure of the dam infrastructure,
downstream release or flood overflow.
(2) Assessment of the Lake Macdonald Emergency Action Plan (Appendix 19) needs to be undertaken to further
clarify responsibilities for response lead agency and role of Seqwater and Noosa Council.
http://data.dnrm.qld.gov.au/eap/lake-macdonald-eap.pdf
5.13 State agency local emergency support functions
Agency Emergency Support Function
Department of Transport & Main • Transport systems
Roads • Roads and transport recovery
Noosa Local Disaster Management Plan 2018 Page 24
Section 27
Queensland Fire & Emergency • Warnings and emergency alerts
Services • Emergency supply
• Rescue of persons trapped in confined spaces
and swift water rescue
• Urban search and rescue for building collapse
• Rapid damage assessments
• Mass and technical decontamination
• Coordinate, support and manage SES
• Advice and support on QDMA to LDCC / LDMG
Queensland Police Service • Preserve peace and good order, prevent crime,
manage crime scenes
• Conduct investigations pursuant to Coroners Act
• Disaster victim identification
• Coordinate evacuation operations
• Control and coordinate search and rescue
• Security for damaged or evacuated premises
Queensland Reconstruction • Rapid damage assessments
Authority • NDRRA activation
• Recovery, resilience and mitigation policy,
planning, coordination and monitoring
Department of Housing and Public • Provide temporary accommodation for impacted
Works community
• Advice on structural suitability of buildings for use
as evacuation centres, places of refuge etc.
• Other building and engineering services as
tasked
• Coordinate emergency fleet vehicles
• Building recovery
Department of Science, Information • Storm and wave height information and expertise
Technology and Innovation • Communication services (call centre and
government websites)
• Maintain and restore critical government ICT
infrastructure
Queensland Health • Queensland Ambulance Service
• Public health and medical services
• Emergency medical retrieval
Department of Energy and Water • Electricity, fuel, gas, reticulated water supply and
Supply water dam safety
• Energy infrastructure (electricity, gas fuel)
• Water supply and sewerage infrastructure
Department of the Premier and • External affairs and communication, including
Cabinet public information
Noosa Local Disaster Management Plan 2018 Page 25
Section 28
Department of Infrastructure, Local • Land use planning (temporary local planning
Government and Planning instruments)
Department of Communities, Child • Human and social recovery information and
Safety and Disability Services advice
Department of State Development • Economic recovery
Department of Environment and • Environmental recovery
Heritage Protection
Department of Agriculture & • Containment and eradication of emergency
Fisheries animal and plant diseases
Department of Education & Training • Maintain safety and wellbeing of students and
staff in DET schools, institutes and workplaces
Department of National Parks, Sport • Lead fire-fighting on protected state land where
and Racing no threat to life or property
Department of Natural Resources & • Lead fire-fighting on unallocated state land where
Mines no threat to life or property
Department of Tourism, Major • Initial situation reporting of impacts of tourism
Events, Small Business & the infrastructure, impacts on tourists, small business
Commonwealth Games and major events
Queensland Reconstruction • Support QFES with rapid damage assessments
Authority when requested
• Damage assessments of public infrastructure
Refer to Queensland State Disaster Management Plan 2016; Annexure B Agency Roles &
Responsibilities for complete list – www.disaster.qld.gov.au.
Noosa Local Disaster Management Plan 2018 Page 26
Section 29
6. Disaster Risk Management 6.1 Noosa Shire context Noosa Shire area Noosa Local Disaster Management Plan 2018 Page 27
Section 30
6.1.1 Geography Noosa Shire is located in South East Queensland, approximately 120 kilometres north of Brisbane. The region is bounded by Gympie Regional Council in the north and west, and 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. 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 boarders 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 nature 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, Six Mile Creek, Tewantin National Park, and Yurol State Forest. 6.1.2 Climate The region has a mild sub-tropical coastal climate. Temperatures in summer average a minimum of 17 degrees and a 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 2002 and 2008, and the lowest winter temperature of minus 2.8 degrees was recorded at Tewantin in 1901. The recorded rainfall average on the coast is approximately 1610 mm and the highest rainfall occurs from December to May. 6.1.3 Demography In 2016 the census recorded a population in the Shire of 52,149 persons. Of these 48.6% were male and 51.4% were female. Aboriginal and/or Torres Strait Islander people made up 1.5% of the population. 71.8% of people were born in Australia. The most common other countries of birth were England 7.7% and New Zealand 4.3%. 88.5% of households spoke only English at home. The bulk of the population lives along the coast extending from Peregian Beach in the south to Tewantin in the north. The largest hinterland towns are Cooroy, Pomona and Cooran which are located along the railway corridor. Other centres of population are Boreen Point, Federal and Kin Kin. Smaller clusters of rural residential settlement also occur throughout the hinterland. The dominant housing form in the Shire is a detached house with over 79% of occupied private dwellings being a separate house, 12% being semi-detached or town house and 7% a flat or apartment. Reflective of the older population, Noosa has a relatively high level of home ownership with 39% of occupied private dwellings being fully owned and almost a further 31% being purchased. Noosa Local Disaster Management Plan 2018 Page 28
Section 31
Like other coastal Queensland communities, the Noosa community is aging. Children aged 0 – 14
years made up 16% of the population and people aged 65 years and over made up 24% of the
population.
6.2 Community capacity
6.2.1 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.
6.2.2 Community organisations
There are around 300 community, sporting, cultural and service groups operating across the
Noosa Shire.
6.2.3 Healthcare
The Sunshine Coast Hospital and Health Service extends from Tin Can Bay and Glenwood (34km
from Gympie) in the north, to Beerburrum in the south. The Health Service operates five public
hospitals at Kawana, Nambour, Caloundra, Maleny and Gympie.
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 and the
Sunshine Coast University Private.
Medical clinics serviced by GPs, registered nursing and specialist staff are located in the larger
towns within the Shire. There are community pharmacies in most towns and shopping centres.
The Department of Communities, Child Safety and Disability Services provides disability services,
support and facilities to people with a disability and their carers living in Noosa.
In July 2012 a Health Sub-Committee was formed as part of the District Group. The Sub-
Committee identified the need to establish a Health Sub-Plan to provide clearly defined points of
contact and outline strategic management for all aspects of relevant health care that may impact
on communities in the event of a disaster. The sub-plan is currently under review.
6.2.4 Aged care
There are four aged care facilities in the Shire:
• Carramar – 186 Cooroy Noosa Road, Tewantin
• Kabara – 120 Topaz Street, Cooroy
• Ozcare – 80 Cooyar Street, Noosa Heads
• Noosa Nursing Centre – 119 Moorindil Street, Tewantin
In addition, there are five retirement and mature age living villages:
• Palm Lake Resort - 19 Trading Post Road, Cooroy
• Domain – 35 Walter Hay Drive, Noosaville
Noosa Local Disaster Management Plan 2018 Page 29
Section 32
• Hibiscus – 71 St Andrews Drive, Tewantin
• Laguna – 21 Lake Weyba Drive, Noosaville
• Southern Cross Noosa Waters – 39 Lake Weyba Drive, Noosaville
6.2.5 Transport
Noosa is served by three primary land transport corridors:
• Bruce Highway
• Sunshine Motorway
• North Coast railway line
Airports that service the Noosa region are located at:
• Sunshine Coast Airport, Marcoola
• Brisbane Domestic Airport, Brisbane
• Brisbane International Airport, Brisbane
A number of smaller airstrips are located on private property.
Public transport across the Shire is provided by Translink.
6.2.6 Shopping facilities
The region has shopping precincts in each town and a major retail centre at Noosa Civic,
Noosaville.
6.3 Emergency services organisations
6.3.1 Coastguard
An Australian Volunteer Coastguard squadron is located in Noosa with a flotilla located at Munna
Point, Noosaville (QF6).
6.3.2 Queensland Ambulance Service
Ambulance stations are located at Pomona, Cooroy, Tewantin and Noosa Heads.
6.3.3 Queensland Fire & Emergency Services
Urban Fire stations are located at Cooran, Pomona, Cooroy, Tewantin and Noosa Heads.
There are six Rural Fire Brigade groups in the Noosa hinterland at Black Mountain, Boreen Point,
Kin Kin, Teewah, Noosa North Shore and Tinbeerwah.
6.3.4 Queensland Police Service
Police stations are located at Pomona, Cooroy, Tewantin and Noosa Heads. A Police Beat is
located in Hastings Street, Noosa Heads.
6.3.5 State Emergency Service
SES units are active in Noosa with groups located at Tewantin, Cooroy, Pomona and Boreen
Point.
Noosa Local Disaster Management Plan 2018 Page 30
Section 33
6.3.6 Surf Life Saving
Surf Life Saving clubs are located at Noosa Heads, Sunshine Beach and Peregian Beach.
6.4 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.
6.5 Public buildings
Throughout Noosa a number of public and community buildings are able to be used as evacuation
of temporary relocation or shelter centres. These include
• Hinterland community halls
• Noosa Christian Outreach Centre, Noosaville
• Bicentennial Community Centre, Sunshine Beach
• Noosa Leisure Centre, Noosaville
• The J, Noosa Heads
• Noosa Council libraries located at Cooroy and Noosaville
6.6 Major events and festivals
Special events that attract large concentrations of people include:
• Australia Day celebrations – January
• Noosa Festival of Surfing – March
• Noosa Food & Wine Festival – May
• Noosa Ultimate Sports Festival – May
• King of the Mountain Festival – July
• Noosa Alive – July
• Noosa Country Show – September
• Noosa Triathlon Multi Sport Festival – November
• Christmas Celebrations / Carols – December
• New Year’s Eve Celebrations – December / January
6.7 Infrastructure
Key infrastructure in 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 roads,
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 Seqwater.
e) Drinking water supply network
f) Sewerage treatment and disposal networks
g) Stormwater and underground drainage networks
h) Electricity distribution network
i) Telecommunications networks (voice and data)
Noosa Local Disaster Management Plan 2018 Page 31
Section 34
j) Repeater stations for radio and TV
k) Beaches, recreational parks and reserves
l) Bikeways (approximately 450km), footways and footbridges
6.8 Essential services
Essential services in the Shire include:
a) Electricity – Energex is the region’s electricity distribution network provider.
b) Gas – LP gas is only available in cylinders and is distributed by authorised agents.
c) Water – a major water treatment plant is located at Lake Macdonald. Properties not
connected to reticulated water rely on tank water.
d) Northern Pipeline Interconnector – operated by Seqwater and provides drinking water from
outside the Noosa Shire to supplement production available from Noosa Water Treatment
Plant.
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.
g) Internet – as at 2016 approximately 86% of households in Noosa have an internet
connection at their dwelling.
6.9 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 and hazardous goods travel up this rail corridor with two routes rarely being separated
by more than a few kilometres. Both routes pass either through or near numerous settled areas
including Cooroy, Pomona and Cooran.
There are a number of fuel storage depots including service stations and marine refuelling facilities
throughout the region.
6.10 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 last reviewed in 2016.
The hazards considered in the assessment include:
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
Noosa Local Disaster Management Plan 2018 Page 32
Section 35
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) Noosa Local Disaster Management Plan 2018 Page 33
Section 36
6.11 Disaster risk assessment
The sections below provide the methodology and the regional hazard risk assessment. The 2016 review considered 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.
6.11.1 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).
Noosa Local Disaster Management Plan 2018 Page 34
Section 37
7.1.1 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 to infrastructure and service
less than 1 in limited direct financial provisions normal parameters, objects of cultural delivery, no disruption to
10,000,000 damage to (e.g. insurance), public administration significance, no adverse the public services and
people for ecosystems or inconsequential functions without emotional and utilities.
population of elements of place. disruptions at disturbances, public psychological impacts.
interest business level. confidence in
governance, no
media attention.
Minor Deaths Limited and/or Financial loss Governing entities Isolated and temporary Isolated cases of short- to
directly from localised impact on requiring activation of manage the event cases of reduced mid-term failure of
emergency the environment reserves to cover under emergency services within infrastructure and service
great than 1 that can be readily loss, disruptions at arrangements, community, repairable delivery, localised
in 10,000,000 rectified but effort business level leading public administration damage to objects of inconvenience to the
people for is still required to to isolated cases of functions with cultural significance, community and business
population of minimise. One off loss of employment. minimal impacts within emotional anticipated to extend up to
interest recovery effort is disturbances, and psychological 72 hours. No long term
required. isolated expressions capacity of the impact on integrity or
of public concern, community. operation of the
media coverage infrastructure.
within region.
Noosa Local Disaster Management Plan 2018 Page 35
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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 of financial loss in the manage the event services within (significant) infrastructure
emergency impairment or loss region requiring with considerable community, permanent and service delivery
greater than of ecosystem adjustments to diversion from damage to objects of affecting some parts of
1 in functions, intensive business strategy to policy, public cultural significance, the community,
1,000,000 efforts for recovery cover loss, disruptions administration impacts beyond widespread
people for required. Event can to selected industry functions limited by emotional and inconveniences.
population of be managed under sectors leading to focus on critical psychological capacity in Repair/replacement
interest. normal procedures. isolated cases of services, some parts of the expected to take greater
business failure and widespread public community. than 72 hours.
multiple loss of protests, media
employment. coverage within
region.
Major Deaths Severe impairment Significant financial Governing body Reduced quality of life Mid to long term failure of
directly from or loss of loss requiring major absorbed with within community, significant infrastructure
emergency ecosystem changes in business managing the event, significant loss or and service delivery
greater than functions affecting strategy to (partly) public administration damage to objects of affecting large parts of the
1 in 100,000 many species or cover loss, significant struggles to provide cultural significance, community, external
people for landscapes, disruptions across merely critical impacts beyond support required.
population of progressive industry sectors services, loss of emotional and
interest. environmental leading to multiple public confidence in psychological capacity in
damage. business failures and governance, national large parts of the
loss of employment. level media community. Majority of
coverage. State services unavailable to
level support community.
required.
Noosa Local Disaster Management Plan 2018 Page 36
Section 39
Descriptor People Environment Economy Governance Social/Community Infrastructure
Catastrophic Deaths Widespread severe Unrecoverable Governing bodies Community unable to Long term failure of
directly from impairment or loss financial losses. unable to manage support itself, significant infrastructure
emergency of ecosystem Multiple major the event, ineffective widespread loss of and service delivery
greater than functions across industries in the public objects of cultural affecting all parts of the
1 in 10,000 species and region seriously administration, loss significance, impacts community, ongoing
people for landscapes, threatened or of public order, beyond emotional and external support at large
population of irrecoverable disrupted for widespread unrest psychological capacity in scale required.
interest environmental foreseeable future. and crime. State or all parts of the
damage. Total Asset destruction national intervention community, long term
incongruence with across industry required. denial of basic
preferred elements sectors leading to Widespread community services.
of place. widespread business international media
failures and loss of coverage.
employment.
Noosa Local Disaster Management Plan 2018 Page 37
Section 40
7.1.2 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 least
Likely once every one to ten years. Low - 15 Medium - 45 High - 66 High - 75 Extreme - 87
(ARI 1-10 years).
The event could occur at least
Possible once every ten to fifty years. Low - 12 Low - 27 Medium - 54 High - 72 High - 81
Likelihood
(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 to
Rare Low - 6 Low - 21 Low - 33 Medium - 57 Medium - 63
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).
Noosa Local Disaster Management Plan 2018 Page 38
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7.1.3 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)
14 - Major Fire (Urban/Industrial POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE
Areas)
Noosa Local Disaster Management Plan 2018 Page 39
Section 42
Risk Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 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 Noosa Local Disaster Management Plan 2018 Page 40
Section 43
7.1.4 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)
Noosa Local Disaster Management Plan 2018 Page 41
Section 44
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. Noosa Local Disaster Management Plan 2018 Page 42
Section 45
7.1.5 Risk assessment for hazards
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
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
Noosa Local Disaster Management Plan 2018 Page 43
Section 46
Risk Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
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
Noosa Local Disaster Management Plan 2018 Page 44
Section 47
7.2 Risk management and mitigation
The Local Group has reviewed the risks identified and has aggregated them by consequence. 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: Queensland Health and Queensland Police Services are the lead agencies respectively and
have responsibility for development of these plans.
In addition to the hazard specific risks, the Local Group 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 the LDCC to operate 24 hours per day for periods longer than 3-4 days
• Community resilience
• Limited relief and recovery capacity
7.2.1 Risk reduction strategies – 2016/2017
Having identified the major risks for the Shire in a disaster event the Local Group has worked with
Noosa Council during 2016/2017 to put in place the following risk mitigation and reduction
strategies:
• Amendments to the Noosa Planning scheme to reflect new flood modelling for waterways
within the Noosa Shire
• Amendments to the Noosa Planning scheme to reflect the latest bushfire mapping
• 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 LDCC staff
• Annual program of disaster management exercises to test the coordination and response
capabilities of the Local Group and Noosa Council
• Exercising establishment of evacuation centres
• Participation in the State Governments “Get Ready” campaign with the delivery of Red
Cross disaster planning program
• Review of the Pomona Disaster Management Sub-Plan and exercise
• Installation of five new ALERT flood warning stations:
o Six Mile Creek catchments – Garnet St, Elm Street, Liane Drive, Subway Park
o Noosa River catchment – Kin Kin Gympie Road
7.2.2 Residual risk
As a result of putting in place these risk mitigation strategies the Local Group 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 Local Group has identified that the major residual risks for the Shire will occur
in:
Noosa Local Disaster Management Plan 2018 Page 45
Section 48
• A <1:100 flood event
• A sudden onset event such as a hazardous chemical spill, a terrorist attack, an earthquake
or a tsunami
• 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.
Noosa Local Disaster Management Plan 2018 Page 46
Section 49
8. Prevention and Disaster Mitigation 8.1 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. 8.2 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. 8.2.1 Building codes, building use regulations and planning policies Codes and regulations that are relevant and apply include: a) Body Corporate and Community Management Act 1997 b) Building Act 1975 c) Building Code of Australia d) Building Fire Safety Regulation 2008 e) Building Units and Group Titles Act 1980 f) Local Government Finance Standard 2005 g) Noosa Plan h) Queensland Coastal Management Plan 2014 i) Queensland Development Code j) State Planning Policy 8.2.2 Insurance There is 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 Local Group 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. 8.2.3 Land use management initiatives The Noosa Council planning scheme identifies areas at risk from natural hazards including flooding, bushfire, landslide and acid sulfate soils. For complete information, go to https://www.noosa.qld.gov.au/the-Noosa-plan . 8.2.4 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 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. Noosa Local Disaster Management Plan 2018 Page 47
Section 50
In the event of a terror incident in Noosa the QPS will manage the policing response and the
SCDDC will coordinate any associated disaster management response. The DDC may call upon
the Noosa Local Group for resources or to undertake appropriate response and recovery activities
in support of the community.
8.2.5 Climate change
The intergovernmental panel on climate change 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 wave, 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 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 prediction scientists have 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 south east.
• Rainfall patterns are shifting: eastern Australia has become drier since 1970 and the
south east corner of Australia is likely to remain drier than the long-term average or become
even drier.
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• 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 damage: buildings and other 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 by 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.
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9. Preparedness and Capacity Building 9.1 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. 9.2 Noosa Local Disaster Management Group meetings The ordinary meetings of the 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. 9.3 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. 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 an emergency or a disaster situation within the Noosa Shire or District 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 LDC or the DDC. 9.4 Community resilience The 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. 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. Noosa Local Disaster Management Plan 2018 Page 50
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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.
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 Local Group.
9.5 Community awareness
S30 of the Act requires that the Local Group ensures 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 Group 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
• Awareness programs to various organisations e.g. by the LDC, SES Group leaders
• 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 Group’s association with QFES and its media, business and
community partners will undertake to develop and promote the following key education and
awareness tools for distribution across the Shire as part of the State Government’s Get Ready
campaign:
• Household emergency plans and checklists
• Business emergency plans and checklists
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.
9.6 Education and training
Education and training for those involved in disaster and emergency management work is a key
preparedness and capability building activity.
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QFES 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 and Council will assist with identifying and supporting attendance at relevant
training for Local Group members and the LDCC team. This will be undertaken in consultation with
the QFES Regional Coordinator.
9.7 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.
9.7.1 Exercise program and type
Each year the Local Group will conduct one or more of the following exercises:
a) A table top discussion exercise with the focus of the exercise to be determined by the
District or Local Group.
b) An LDCC exercise with the focus of the exercise to be determined by the LDC or Local
Group.
c) A small scale exercise involving the testing of a single element of the capacity of the LDCC.
d) A small scale exercise involving the testing of the Evacuation Centre Support Operational
Plans.
e) Joint LDCC / DDCC exercise with the focus of the exercise to be determined by the Local
Group and the District Group.
Members of the Local Group may also be invited to participate in field exercises conducted by
relevant lead agencies for a disaster or emergency event or incident.
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.
9.7.2 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.
9.8 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.
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Post-disaster assessments 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.
9.9 Emergency planning
9.9.1 The Local Disaster Management Plan
The Local Group 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 Plan. In maintaining the Plan, the Group
expects that all member agencies will be actively involved in and contribute to the review process.
9.9.2 Lead agency sub-plans
The Local Group expects that lead agencies will prepare and maintain written emergency
management plans to:
• Control hazards for which they are responsible
• Manage the delivery of disaster management functions for which they are responsible
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By agreement lead agencies will make these emergency plans available to the Local Group to be
incorporated within this Plan.
9.9.3 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 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 with the Noosa Shire.
The Local Group’s initial focus will be to work with:
• Local communities such as Kin Kin, Cooran and Pomona that may become isolated during
flood or fire events
• Organisations that care for vulnerable sectors of the community through the Community
Welfare sub-committee
• Tourism organisations and businesses to ensure that visitors to the region are well
informed in the event of a disaster.
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10. Response
10.1 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.
This Plan provides the basis for the Local Group, working with the 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 Local Group and the LDC will work closely with the District Group and the DDC to manage
and coordinate disaster operations.
This Plan recognises that a response to a disaster / emergency event:
1. 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.
2. May commence prior to the impact of an event, if advance warning is given and known.
3. 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.
10.1.1 Response capability
The Local Group 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 of the LDCC and from
commercial and public sector providers
• Noosa Council response equipment and resources
• Noosa Hospital
• QFES response and equipment resources
• QPS 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 Services response and equipment resources
Each response agency is responsible for ensuring the adequacy of their planning arrangements for
response.
10.2 Coordination of response
The coordination of a disaster operates on a tiered basis:
• Incident coordination centre / field coordination centre
• Noosa Local Disaster Coordination Centre
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• Sunshine Coast District Disaster Coordination Centre • State Disaster Coordination Centre 10.2.1 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 circumstances and triggers which require an escalated response. 10.2.2 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 leady 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. 10.2.3 Local Disaster Coordination Centre (LDCC) The 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 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 of 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 Local Group, 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. 10.2.4 District Disaster Coordination Centre (DDCC) DDCC’s are established for the provision of State level support to the LDCC. The Sunshine Coast DDC will provide prompt advice and relevant support to the LDCC as required and the collection and dissemination of information to the SDCC on disaster events occurring within the Disaster District. The DDCC will implement decisions of the DDC and will coordination State and Australian Government resources in support of the disaster affected community if required. Noosa Local Disaster Management Plan 2018 Page 56
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10.2.5 State Disaster Coordination Centre (SDCC)
The SDCC supports the State Group and provides an operational venue for the State 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.
10.3 Activation of the Local Group
10.3.1 Activation and authority to activate
This Plan provides the basis for the Local Group to coordinate disaster response operations. The
Chair of the Local Group or the LDC is authorised to activate the Local Group and implement this
Plan in the event of a disaster. This activation may be in part or in full. Implementation of the 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 Plan 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 ICC or Field Coordination Centre 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 Appendix 1: Activating the Plan.
10.3.2 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.
The 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
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given event will be decided by the LDC in consultation with the DDC, and the Chair of the Local
Group.
The DDCC will usually be established at the Police Communications Centre on the first floor of 21
Carnaby Street, 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 and operation of the LDCC is a process with four levels:
Yellow Alert
Amber Lean 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 ICC will not automatically trigger the activation of this Plan or the
LDCC. 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 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 the situations that are occurring within the regional area and allow for planning for a future
possible activation of the LDCC.
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10.3.3 Noosa LDCC activation triggers and 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 Local Group 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 Local Group meeting held
• Preparations undertaken to activate LDCC as per sub-plan
• Lead agency advises it has
established an active incident • Scale (size) of LDCC being considered
coordination centre(s). • After hours support and access arranged if likely to be required
• Public information and warnings plan activated
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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 Local Group 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
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10.4 Accessing support
Incidents, events, emergencies and disasters of local scope which can be managed using local
resources are to be coordinated and managed by FCCs and the LDCC.
10.4.1 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.
10.4.2 Requests to DDC for assistance and/or 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).
The LDC will be proactive in informing the DDC if it is likely that requests for additional resource
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.
10.4.3 Requests to the State Disaster Coordination Centre for assistance and/or
support
When the District is not able to action or fulfil requests for assistance, the DDC will request
assistance from the Operations Officer, SDCC.
10.4.4 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 agency’s
procurement unit
• All emergency service providers both government and non-government agencies
• Agency liaison officers or via the usual member agency procedures.
• 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.
10.5 Public information and warning notification and dissemination
10.5.1 Public information during disaster response and recovery
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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 customer service 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 Officer is to support these spokespersons and to ensure a coordinated and consistent message is broadcast to the community. 10.5.2 Public warning system 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 Officer, Area Director QFES and the DDC (or delegate) will work with broadcast media outlets to improve arrangements and systems for the provision of a consistent approach to the broadcast of emergency warnings to the public in 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. 10.6 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 area 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 the area. 10.6.1 Relationship between activation, declarations and financial assistance Noosa Local Disaster Management Plan 2018 Page 62
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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.
10.7 Activating the Local Group
Details on the activation of the Local Group, this Plan and the LDCC are found in Appendix 1:
Activating the Plan.
10.8 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 1: Activating the Plan
• Activation of the Noosa Local Disaster Management Group
• Activation of the Local Disaster Coordination Centre
Appendix 2 Financial Management
• Establishes the procedures for purchasing, procurement and the process for tracking
agency costs for response to and recovery from a disaster.
Appendix 3 Community Support
• 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 4: Evacuation
• Sets out the process for evacuation, who makes the decision, how it is activated, who gives
direction to evacuate and to which centre.
Appendix 5: Evacuation Centre Management
• Establishes the roles and responsibilities for the opening up, staffing, registering and in
general, the caring for evacuees.
Appendix 6: Impact Assessment
• 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 7: Health Services
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• Provides details for medical and health services support.
Appendix 8: Community Health
• Provides assistance in the protection of the community via temporary or preventative health
measures to minimise the threats to public health both during and following a disaster.
Appendix 9: Public Information and Warnings
• 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 10: Infrastructure and Essential Services
• Provides the guidelines for protection and restoration of infrastructure before, during and
after an event and identifies key resources and assistance that can be deployed.
Appendix 11: Rescue
• Details circumstances which may require the rescue of people and the support rescue
agencies and their activation procedure.
Appendix 12: Transport
• To coordinate the use of transportation resources to support the agencies and other
community support groups.
Appendix 13: Logistics
• Process to manage the receipt and delivery of supplies and resupplies.
Appendix 14: Emergency Debris Storage and Disposal
• Operational guidance for the management of inert debris where large volumes are
generated and exceed Council’s normal operational capacity.
Appendix 15: Asbestos Containing Material
• Framework for joint response to management of asbestos containing material between the
Local Group and other government and private stakeholders.
10.9 Threat specific planning and all hazards arrangements
This Plan is based on the all hazards, all agencies approach which recognises that although
counter measures will often vary with specific hazards, 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 16: Severe Wind and Water Inundation
Appendix 17: Wildfire
Appendix 18: Hazardous Material Incident
Appendix 19: Lake Macdonald Emergency Action Plan
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11. Recovery
11.1 Definition
Recovery is the coordinated process of supporting and helping affected individuals and
communities:
• In the reconstruction of physical infrastructure
• In the restoration of the economy
• In the rehabilitation of the environment, and
• In 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 .
11.2 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.
The affected community will include all those affected in any significant way whether they are
defined by geographical location or as a dispersed population.
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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. 11.3 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 its 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: 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 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 facilitate the restoration of people’s living conditions and security d) Prioritising the rebuilding of infrastructure e) How we will integrate arrangements with other agencies Economic and financial impacts 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 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 Noosa Local Disaster Management Plan 2018 Page 66
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11.4 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 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.
11.5 Local Recovery Coordinator
The operations of the LDRC are managed by a Local Recover Coordinator (LRC) who is appointed
by the Chair of the LDRC in consultation with the Chair of the Local Group.
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 LRC
• Ensure ongoing analysis of need is undertaken throughout the recovery effort to guide the
recovery effort
• Work with the LRC, relevant agencies and the community to develop the specific aim,
objectives and strategies of the Recovery Operational Plan in response to specific events
• 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 State Recovery Group
• Report on the recovery effort to the District Group 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.
11.6 Recovery Plan
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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.
11.6.1 Recovery plan for a specific event
As soon as possible after a disaster has occurred and the LDRC is activated, the Chair of the
Recovery Committee will present a specific recovery plan for that particular event for the Local
Group’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 LRC 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:
Social and social recovery: Department of Communities, Child Safety and Disability Services
Economic recovery: Department of Tourism, Major Events, Small Business and the
Commonwealth Games
Environmental recovery: Department of Environment and Heritage Protection
Infrastructure recovery: Department of State Development, Infrastructure and Planning;
Department of Housing and Public Works
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