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ENDORSEMENT OF NOOSA LOCAL DISASTER MANAGEMENT PLAN 2023 · Attachment 1 Noosa Local Disaster Management Plan 2023
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Contents
About this Plan Acknowledgement of Country Section 4: Disaster Risk 4.1 Risk Based Planning
Management
Foreword 4.2 Methodology
4.3 Results
Section 1: Administration & 1.1 Endorsement
4.4 Residual Risks
Governence
1.2 Glossary of Terms
1.3 Document Control Section 5: Prevention 5.1 Prevention
1.4 Authority to Plan 5.2 Land Use Planning
1.5 Aim & Objectives 5.3 Building Codes, Regulations & Legislation
1.6 Structure of the LDMP 5.4 Design Improvements
1.7 Queensland’s Disaster Management Arrangements 5.5 Hazard Reduction
(QDMA)
5.6 Climate Change
1.8 Disaster Management Strategic Policy Statement
5.7 Coastal Hazards Adaptation Plan
1.9 Disaster Management Guiding Principles
5.8 Disaster Risk Reduction
1.10 IGEM Emergency Management Assurance
Framework
Section 6: Preparation 6.1 LDMG Preparedness & Capacity Building
6.2 Community Preparedness & Capacity Building
Section 2: Local Disaster 2.1 Role & Responsibilities of Noosa Council
Management Group (LDMG) 6.3 Noosa Emergency Action Guide
2.2 Establishment of LDMG
6.4 Disaster Dashboard + Noosa ALERT
2.3 Functions of the LDMG
6.5 Insurance
2.4 Business & Meetings of the LDMG
2.5 LDMG Operational Decision-Making Capability
Section 7: Response 7.1 Initial Response
2.6 Core Member & Advisory Roles and
7.2 Activation of LDMG
Responsibilities of the LDMG
7.3 Activation Criteria
2.7 Authority of LDMG Core Members & Advisors
7.4 Activation of Field Command Centre
2.8 Structure of the LDMG
7.5 Activation of LDMP and Sub Plans
2.9 Training & Exercises
7.6 Notification Process + Flowchart
2.10 Post Event Processes
7.7 Activation Levels
2.11 Continuous Improvement
7.8 Response Priorities
Section 3: Community Profile 3.1 Community Profile - Noosa 7.9 Response Principles
3.2 Environment 7.10 Disaster Declaration
3.3 Human-Social 7.11 Guardian Information Management System
3.4 Economy 7.12 Activation of the Local Disaster Coordination
Centre
3.5 Infrastructure & Essential Services
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Section 8: Recovery Strategy 8.1 Definition of Recovery
8.2 Context for Recovery
8.3 Appointment of Local Recovery Coordinator
8.4 Activation of LDMG Recovery Group
8.5 LDMG Recovery Group Chairperson
8.6 Recovery Group Membership
8.7 Functional Lines of Recovery
8.8 Recovery Subgroups
8.9 Proposed Recovery Subgroup Membership
8.10 National Principles
8.11 Queensland Government Roles and Responsibilities
8.12 Recovery Phases
8.13 Monitoring & Evaluating Framework
8.14 Communications & Reporting
8.15 Finance
8.16 Event Specific Recovery Plan
8.17 Recovery Hubs
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About this Plan
ldmp overview
Noosa Council | 2023 Local Disaster Management Plan 4
About this PlanPage 5
Noosa Council respectfully acknowledges the Kabi Kabi /
Gubbi Gubbi People, traditional custodians of the lands and
waters that form the region we call Noosa. Council pays
respects to elders’ past, present and future and welcomes
the ongoing role that Indigenous people play within the
Noosa community.
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Queenslanders are faced with responding to and Residents need to play their part. This means talking
recovering from disasters that test both individual with family, friends and staff about what you would
and community resilience every year. Cyclones, do in an emergency. It means developing your
floods, fires and other natural hazard events do not own emergency plans and ensuring you have an
respect local government boundaries and adequate emergency kit and essential supplies at the ready and
warning time is not always available. No community taking steps to manage vegetation and drainage on
is immune from disasters and whilst such events your property. Effective disaster management requires
are relatively infrequent in the Noosa Shire, their a collaborative approach with responsibilities shared
potential to significantly disrupt social, economic and by individuals, families, communities, businesses and
environmental systems as well as our infrastructure, all levels of government.
highlights the importance of being prepared
and having effective and coordinated disaster This LDMP adopts an all-hazards approach and
management arrangements in place. is built on good practice using the prevention,
preparation, response and recovery (PPRR)
When disasters occur, each local government in comprehensive approach to disaster management.
Queensland has primary responsibility for managing The plan aims to provide the Noosa community and
disaster events within their geographical boundaries. member agencies of the LDMG with a robust multi-
This Local Disaster Management Plan (LDMP) agency framework to ensure there is an effective
has been prepared by the Noosa Local Disaster and coordinated response to a disaster event, and
Management Group (LDMG) on behalf of Noosa to facilitate a speedy return to a safe and secure
Council. environment as soon as possible after that event. It
is a dynamic, risk-based document that is subject to
The plan’s primary focus is to ensure the safety continuous review, ensuring its content reflects current
of our community. It aims to preserve life, prevent legislation, the region’s risk and demographic profile,
injury, mitigate property damage, and to protect our and learning from disaster events both within and
Mayor Clare Stewart environment. outside of our region.
Chair, Noosa Local Disaster
Management Group (LDMG) This plan has been designed with two primary goals Experts suggest that ongoing climate change may
in mind. The first goal is to provide a contemporary, increase the severity of natural disasters. It is therefore
succinct and useable disaster plan for the essential that Noosa is well prepared and resilient for
communities of the Noosa Shire. The plan provides future impacts. Regardless of what the future holds, it
an insight into the demographic profile, infrastructure always pays to prepare for the worst and hope for the
and hazards and risks of the coastal and hinterland best.
suburbs to inform local disaster prevention,
preparation, response and recovery processes. The I would like to thank all the volunteers, emergency
second goal is to ensure that Noosa Council can services personnel and Council staff who work
meet its legislative obligations under the Disaster tirelessly during all phases of disaster to help keep
Management Act 2003 and the Disaster Management our community safe. Their efforts are essential to the
Regulation 2014. effective implementation of our LDMP.
It is recognised that all of us need to be resilient I would also like to thank the community for their
in the face of disaster. It is unrealistic to expect assistance, support and continued resilience. We are
one community, one organisation, or one level of all in this together.
government to be able to respond and recover
effectively from the magnitude of such events.
Foreword
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Administration +
Governance
Section One
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Section 1.1
Endorsement This Local Disaster Management Plan was endorsed by the
Noosa Local Disaster Management Group on 17 February 2023
and recommended for adoption by Noosa Council.
Mayor Clare Stewart
Chair, Noosa Local Disaster Management Group
17 February 2023
In accordance with a resolution on XX October 2023 this
Local Disaster Management Plan was adopted and is
endorsed for distribution by Noosa Council.
Larry Sengstock
Chief Executive Officer (Acting)
Noosa Council
Date: XX October 2023
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Section 1.2
Glossary of Terms
A Disaster Management glossary of terms and The following acronyms and initialisms are not
acronyms is published as part of the Prevention contained in the links above but are used by Noosa
Preparedness, Response and Recovery Disaster Council in their disaster management arrangements:
Management Guideline.
A Disaster Management Lexicon is also provided
by the Office of the Inspector General Emergency
Management (IGEM).
Acronyms & Initialisms - Table 1
Acronym/Initialism Meaning
AEMI Australian Emergency Management Institute
AIIMS Australasian Inter-service Incident Management System
CDO Counter Disaster Operations
DRFA Disaster Recovery Funding Arrangements (formerly known as NDRRA)
EAP (Dam) Emergency Action Plan
GIS Geographic Information System
IMT Incident Management Team
LGA Local Government Area
QDMA Queensland Disaster Management Arrangements
RFB Rural Fire Brigade – QFES
RFS Rural Fire Service – QFES
SCHHS Sunshine Coast Hospital and Health Service
SMEACS Situation, Mission, Execution, Administration, Coordination, Safety
IGEM Inspector General Emergency Management
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Section 1.3
Document Control
1.3.1 Amendment Control
This LDMP is a controlled document. The controlled
copy is held by the LDMG Local Disaster Coordinator
(LDC). The LDC may approve inconsequential
amendments to the LDMP. Any changes to the intent
of the document must be endorsed by the LDMG and
adopted by Noosa Council. The plan is intended to be
a ‘live’ document. All suggested amendments should
be forwarded to:
Disaster Management Officer
Noosa Council
PO Box 141
Tewantin, QLD 4565
Email: [email protected]
1.3.2 Record of Amendments
Issue Date Version Outline of Revisions Prepared By
19/10/2017 Noosa LDMP 2018 V1 adopted by Noosa
Council
##/02/2023 Noosa LDMP 2023 V2 adopted by Noosa
Council
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Section 1.3
Document Control
1.3.3 Review Requirements 1.3.4 Distribution
Noosa Council must review the effectiveness of this The level of circulation of the LDMP and all Sub Plans
LDMP at least once a year. In addition, Noosa Council will be determined by the LDMG. As a minimum this
may review or renew the Plan whenever they consider will include all core members and advisors of the
it appropriate. The LDMP and associated Sub Plans LDMG and the District Disaster Coordinator (DDC).
will be reviewed following any activation of the plans Other key stakeholders will be determined by Noosa
or following any exercises to test the effectiveness of Council.
the plans.
In accordance with section 60 of the Act, the LDMP is
This LDMP will be subject to the external annual available to the public on the Noosa Council website.
assessment process developed by the Office of Alternatively hard copies may be viewed at Noosa
the IGEM in accordance with section 16C(b) of the Council Customer Service Centres and Libraries.
Disaster Management Act 2003 (the Act).
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Section 1.4
Authority to Plan
The Disaster Management Act 2003 (the Act) and This LDMP is consistent with Queensland’s Disaster
the Disaster Management Regulation 2014 (the Management Standard and PPRR Disaster
Regulation) forms the legislative basis for disaster Management Guideline.
management within all levels of government and
Queensland’s Disaster Management Arrangements The authorising environment for disaster
(QDMA). management documents is detailed in Figure 1 below.
The preparation of this LDMP and all associated
Sub Plans has been undertaken in accordance with
sections 57 and 58 of the Act, to provide for effective
disaster management in the Noosa Council area.
Figure 1: Disaster Management Authorising Environment
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Section 1.5
Aim and Objectives The overall aim of this LDMP is to detail the arrangements that
prevent, where possible, or minimise the impact of disasters or
major emergencies, on communities of the Noosa Council area.
The primary focus is to preserve life and ensure the safety and
welfare of our community as well as other people who may work
in, or visit, our region. The key objectives are to:
• Provide a framework for the implementation of • Plan for those hazards to preserve human life,
effective disaster management strategies and protect critical infrastructure and property,
arrangements across the four phases of PPRR protect livelihoods and the economy and
within the Noosa Council area safeguard the environment
• Describe the disaster management structure • Provide practical information to build
for the LDMG, the member organisations community resilience and better assist the
and their role and responsibilities for the community in preparing for, responding to and
coordination of multi-agency responses recovering from disaster events.
• Understand the likely effects of natural and
non-natural hazards that may impact the
community, infrastructure, economy and
environment of the area
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Section 1.6
Structure of the LDMP
1.6.1 LDMP 1.6.4 Community Plans
The LDMP is an overarching document that details Various community organisations, local business
the structure, management arrangements and groups and others have a responsibility to prepare
governance provisions which underpin the process disaster, emergency and business continuity plans
of disaster management in the Noosa Council and strategies for particular high-risk localities and
area. It provides an overview of the arrangements demographic groups within the Noosa Shire.
in place for dealing with disasters and sets out the
role of the LDMG and the community from the initial A community profile has been developed for each
notification through the various stages of response suburb of Noosa identifying the demographics,
and recovery until the disaster event is finalised. The hazards and critical infrastructure specific to each
LDMP is designed to be flexible so it can be adapted community.
to any disaster event affecting the region to ensure an
integrated, coordinated and timely response. Some communities such as Noosa North Shore,
Pomona and Boreen Point that may become isolated
during flood or fire events have specific community
disaster plans for their locality that are developed by
1.6.2 LDMP Sub Plans the community with guidance and approved by the
Noosa LDMG.
The LDMP is complemented by a number of Sub
Plans which are designed to expand on information
The LDMG also works with organisations that care for
contained in the LDMP by providing detailed
vulnerable sectors of the community and with tourism
information for the activation and operation of key
operators and businesses to ensure that visitors to the
capabilities. Sub Plans are designed to integrate
region are well informed in the event of a disaster.
seamlessly with the LDMP but can be used on a
stand-alone basis as required. The following Sub
Plans exist:
1.6.5 Operational Plans
• Activation of the Local Disaster Coordination
Centre (LDCC) Operational plans are plans developed and utilised
• Financial Management during the response and recovery phases. Examples
• Public Information & Warnings include the Event Action Plan and event-specific
• Logistics Recovery Plan.
• Evacuation
• Public Health and Environment.
1.6.6 Business Continuity Plans (BCPs)
Each member and advisory agency of the LDMG is
1.6.3 Hazard Specific Plans
responsible for maintaining an effective BCP. This will
Hazard specific disaster plans are developed by ensure they can continue their critical service functions
assigned lead agencies to address particular hazards. in the event of a disaster to provide coordination and
Examples of hazard specific plans for the LDMG emergency support to the local community.
include:
• Lake MacDonald Dam Emergency Action Plan
(EAP)
• Pandemic Plan
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Section 1.7
Queensland’s Disaster Management Arrangements (QDMA)
QDMA is based on a tiered system of committees Group (LDMG) – refer Section 3. Noosa Council
at local government, disaster district, and state is ideally suited to manage disaster events at the
government levels and recognises that the community level, based on its understanding of local
Commonwealth Government may be requested to social, environmental and economic issues, and
provide support to the State. knowledge of the region’s infrastructure. During a
disaster, local government provides initial support to
Local level capability is recognised as the frontline the affected community until its resources are fully
of disaster management. Local government has committed. Additional support from the State, and
primary responsibility for managing events in their ultimately the Commonwealth is then requested if
local government area. This is achieved through the needed.
establishment of the Local Disaster Management Figure 2: Queensland Disaster Management Arrangements
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Section 1.8
Disaster Management This plan is consistent with the Disaster Management Strategic
Policy Statement which informs the Queensland Government’s
Strategic Policy Statement
strategic approach to keeping people safe and making
communities more resilient to disaster risks and impacts.
The LDMG takes a flexible and scalable approach to disaster
management which provides for the reduction of risk and the
enhancement of community resilience whilst ensuring effective
response and recovery capabilities.
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Section 1.9
Disaster Management
1.9.1 Comprehensive Approach 1.9.3 Local Disaster Management Capability
The comprehensive approach to disaster Local level capability is recognised as the frontline for
management comprises the four PPRR phases. This disaster management, primarily due to the benefits of
Guiding Principles
approach ensures a balance between the reduction localised knowledge and networks.
of risk and the enhancement of community resilience,
while ensuring effective response and recovery
capabilities.
The four phases of PPRR are not linear, nor are 1.9.4 Support by District and State Groups
they independent of the others. They overlap and
support each other as shown in Figure 3. For example, The Act establishes a District Disaster Management
recovery activities are likely to begin during the Group (DDMG) for each of the 22 districts in
response phase and mitigation strategies may be Queensland, to provide support when required or
considered during the recovery phase. requested by a LDMG. The Noosa LDMG is located
in the Sunshine Coast Disaster District. A District
Disaster Management Plan is available.
The Queensland Disaster Management Committee
(QDMC) can provide additional support and
assistance when required or requested by a DDMG.
The State Disaster Management Plan (SDMP)
provides a framework for response and recovery
operations.
Figure 3: Comprehensive Approach
to Disaster Management
1.9.2 All-Hazards Approach
In accordance with section 4A(b) of the Act, all The all-hazards approach assumes that the functions
events, whether natural or caused by human activity, and activities used to manage one event are likely to
be applicable to a range of events, whether natural or
should be managed in accordance with the Strategic caused by human activity.
Policy Statement, the State Disaster Management
Plan (SDMP) and any relevant disaster management
guidelines. The Act identifies four key principles which
guide disaster management in Queensland:
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Section 1.10
IGEM Emergency Part 1A of the Act establishes the IGEM and Office of the
IGEM. The priority for the Office of the IGEM is to facilitate
Management Assurance
improvements to Queensland’s disaster management
arrangements to enable confidence in the system and enhance
public safety outcomes. The functions of the Office of the IGEM
Framework are detailed in section 16C of the Act.
The Emergency Management Assurance Framework (EMAF),
developed by the Office of the IGEM, in partnership with disaster
management practitioners, provides the foundation for guiding
and supporting the continuous improvement of entities’ programs
across all phases of disaster management. The EMAF is
underpinned by four supporting principles:
• Leadership
• Public Safety
• Partnership
• Performance
The EMAF also provides the structure and mechanism
for reviewing and assessing the effectiveness of disaster
management arrangements. The EMAF comprises Principles, the
Standard for Disaster Management in Queensland (the Standard)
and Assurance Activities.
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Section 1.11
Linkages to Noosa Council Strategic linkages to Disaster Management are included in the
Noosa Council Corporate Plan 2023-2038 under Theme 2: The
Corporate Plan
Noosa Community which indicates the key focus area for 2017-
22 is to maintain the ability to respond to disaster events (LDMP).
The 20-year goal is for Council and the Noosa community to be
resilient in the face of emergencies and disaster events.
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Local Disaster
Management Group
(LDMG)
Section two
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Section 2.1
Role & Responsibilities The Act details a range of functions and responsibilities for local
government to ensure that it meets its statutory obligations.
of Noosa Council
Section 80 of the Act requires local government to undertake the
following functions:
• To ensure it has a disaster response capability
• To approve its LDMP
• To ensure information about an event or a disaster in its area
is promptly given to the DDC for the district in which its area is
situated
• To perform other functions given to the local government
under the Act.
In accordance with section 80 of the Act, a ‘disaster response
capability’ for local government means the ability to provide
equipment and a suitable number of persons, using the resources
available, to effectively manage or help another entity to manage
an emergency situation or a disaster in the local government
area. To ensure this can be achieved, all Noosa Council services
have designated responsibilities in disaster management which
reflect their legislated and / or technical capability.
In addition to these functions, section 29 of the Act specifies
that local government must establish a LDMG for the local
government’s area.
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Section 2.2 Establishment of LDMG LDMGs are established under section 29 of the Act by local governments to support and coordinate disaster management activities for their respective LGAs. A Terms of Reference is available. LDMG responsibilities are outlined in Manual M.1.030. Noosa Council | 2023 Local Disaster Management Plan 22
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Section 2.3
Functions of the LDMG The following functions of the LDMG are prescribed under
section 30 of the Act:
• To ensure that disaster management and • To provide reports and make
disaster operations in the area are consistent recommendations to the relevant district
with the State group’s strategic policy group about matters relating to disaster
framework for disaster management for the operations
State • To identify, and coordinate the use of,
• To develop effective disaster management, resources that may be used for disaster
and regularly review and assess the disaster operations in the area
management plan • To establish and review communications
• To help the local government for its area to systems in the group, and with the relevant
prepare a local disaster management plan district group and other local groups in the
• To identify, and provide advice to the relevant disaster district of the relevant district group,
district group about, support services required for use when a disaster happens
by the local group to facilitate disaster • To ensure information about a disaster in the
management and disaster operations in the area is promptly given to the relevant district
area group
• To ensure the community is aware of ways of • To perform other functions given to the group
mitigating the adverse effects of an event, and under the Act
preparing for, responding to and recovering • To perform a function incidental to a function
from a disaster mentioned in paragraphs in the points listed
• To manage disaster operations in the area above.
under policies and procedures decided by the
State group
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Section 2.4 Business & Meetings of the LDMG In accordance with section 38 of the Act, the LDMG will conduct its business, including meetings as prescribed by the Regulation. Ordinary meetings are scheduled every three (3) months and extraordinary meetings are convened as required. Quorum (50% +1 of membership) must be achieved for decisions of the LDMG to be valid. Noosa Council | 2023 Local Disaster Management Plan 24
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Section 2.5
LDMG Operational Decision The LDMG Chair and LDC are authorised to make initial
operational response coordination decisions on behalf of the
- Making Capability
full LDMG to initiate the disaster management arrangements
and whilst acting in accordance with LDMG approved plans and
procedures. In the absence of the LDMG Chair, the Deputy Chair
has clear authority to make initial operational response decisions.
The Chair and LDC have an exclusively operational response
coordination function, which will not, at any time, replace the
policy decision-making role of the core LDMG members.
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Section 2.6
Core Member & Advisory
The following table details the membership and notice is provided to the DDMG. If membership of the
responsibilities of the LDMG as appointed in Chair or LDC changes, notice is to be provided to the
accordance with Sections 33 and 34 of the Act. All SDCC.
members have the necessary expertise or experience
Roles and Responsibilities to assist the group undertake and meet its legislative
requirements. Membership of the group includes any
person acting in the capacity of an appointed member
Membership and contact details for each member
is maintained in the restricted LDMG Emergency
Contact List in Guardian IMS.
of the LDMG
using a DM13 form. All members will nominate one or
more deputies in advance to ensure continuity and full
agency representation. When membership changes,
Agency Position Status Responsibilities
Noosa Council LDMG Chair – Mayor Member • Chair LDMG meetings and to provide the primary link between the LDMG and Council
• To manage and coordinate the business of the group, to ensure, as far as practicable, that the group performs, its functions, to report
regularly to the relevant district group, and the chief executive of the department, about the performance by the LDMG of its functions.
LDMG Deputy Chair – Councillor Member • Provide advice and support to the Chair and LDMG
• Chair LDMG Meetings in the absence of the Chair
• Provide a link between the LDMG and Council
• Chair the LDMG Recovery Group.
Local Disaster Coordinator – Director Member • Coordinate disaster operations for the LDMG, report regularly to the LDMG about disaster operations, to ensure, as far as practicable, that
Infrastructure Services any strategic decisions of the LDMG about disaster operations are implemented.
• Provide advice and support to the Chair and LDMG
• Activate the LDMP and LDCC when required.
• Represent Noosa LDMG at the Sunshine Coast DDMG.
Deputy Local Disaster Coordinator – Member • To undertake the functions of the LDC in the LDC’s absence.
Civil & Asset Operations Manager • Provide advice and support to the Chair, LDC and LDMG.
Local Recovery Coordinator - Director Member • To undertake the functions of the LRC
Community Services / Community • Lead and coordinate recovery operations reporting regularly to the Local Recovery Group about recovery operations, to ensure, as far as
Development Manager practicable, that any strategic decisions of the LDMG about recovery operations are implemented
• Provide advice and support to the Chair and LDMG.
• To activate the Recovery Group and develop an event specific recovery plan when required.
Chief Executive Officer (CEO) Member • Provide a link between the LDMG and Council
Disaster Management Officer (DMO) Advisor • Support to the LDC & Chair
Administration and Disaster Mgmt. Advisor • Support to the DMO, LDC & Chair
Support Officer
Public Information Officer – Advisor • Preparation and dissemination of public information and warnings during an event
Communications & Community • Responsibilities identified in Public Information and Warnings Plan.
Engagement Manager
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Section 2.6
Noosa Council Coordination / Emergency Operations Advisor • Response and recovery of Council operational assets
Team – Civil & Assets Operations
Manager
Community Health Officer – Waste & Advisor • Community health during activation for response and recovery.
Environmental Health Manager
Information Technology – ICT Manager Advisor • IT support to the LDMG
Queensland Officer in Charge (Noosa) Member • Refer to pg. 89 of the State Disaster Management Plan
Ambulance • Liaison between the agency and the LDMG.
Service (QAS)
Queensland Fire Station Officer (Noosa) FRS Member • Refer to pg. 90 and 91 of the State Disaster Management Plan
& Emergency • Liaison between the agency and the LDMG.
Services (QFES)
Inspector (Gympie / Noosa Command) Member
Local Controller SES (Noosa) Member
Emergency Management Coordinator Member
(EMC)
Queensland Police Officer in Charge (Noosa) Member • Refer to pg. 94 of the State Disaster Management Plan
Service (QPS) • Liaison between the agency and the LDMG.
District Disaster Management Group Member • Liaison between the DDMG and the LDMG
(DDMG) – Executive Officer • Provide advice and support to the Chair and LDMG
Queensland Department of Communities, Digital Member • Refer to pg. 74 of the State Disaster Management Plan
Government Housing & Economy – Manager • Liaison between agency and the LDMG
Departments Programs Support
Department of Environment & Science Member • Refer to page 76 of the State Disaster Management Plan.
(QPWS) – Senior Ranger • Liaison between agency and the LDMG.
Department of Education Advisor • Refer to pg. 75 of the State Disaster Management Plan.
• Liaison between agency and the LDMG.
Department of Transport & Main Roads Advisor • Refer to page 87 of the State Disaster Management Plan.
– Principal Project Officer • Liaison between agency and the LDMG.
Queensland Reconstruction Authority Advisor • Refer to pg. 95 of the State Disaster Management Plan.
(QRA) • Liaison between agency and the LDMG.
Australian Red Advisor • Liaison between the agency and the LDMG.
Cross • Liaison in relation to evacuation centres, community support, recovery and other Red Cross services.
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Section 2.6
Energex Network Performance Officer Member • Primary agency for providing, maintaining and restoring power supplies
(Sunshine Coast) • Provide advice to the LDMG on power supply issues
• Provide safety information to consumers
• Liaison between the agency and the LDMG.
NBN Co Regional Manager Advisor • Liaison between the agency and the LDMG in relation to the national broadband network.
Ramsay Health Noosa Hospital - Director Emergency Advisor • Liaison between agency and the LDMG.
Care Medicine
SeqWater Coordinator Incident & Security Advisor • Refer to pg. 99 of the State Disaster Management Plan.
Management • Primary agency for sourcing, treating and supplying bulk drinking water.
• Liaison between the agency and the LDMG in relation to Lake MacDonald Dam.
State MP Local Member of Parliament Advisor • People’s representative
Surf Lifesaving Regional Manager Advisor • Refer to pg. 101 of the State Disaster Management Plan.
Queensland • Liaison between agency and the LDMG.
Telstra Area Sales Manager Advisor • Primary agency for the management and maintenance of the telecommunications network across all providers
• Liaison between agency and the LDMG.
Tourism Noosa General Manager Advisor • Industry advisor
Unitywater Planned Services Manager Advisor • Liaison between the agency and the LDMG in relation to water supply and sewage treatment services.
Volunteer Commander (Noosa) Advisor • Liaison between the agency and the LDMG.
Coastguard • Liaison in relation to marine search and rescue and other volunteer coastguard support.
Wireless Institute Volunteer Representative Advisor • Liaison between the agency and the LDMG in relation to emergency radio communications.
Civil Emergency
Network (WICEN)
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Section 2.7
Authority of LDMG Core The core members and advisors of the LDMG should have:
Members & Advisors
• The authority to commit their respective organisation to the
LDMG’s decisions
• The ability to effectively navigate their respective
organisations to seek approval for the commitment of their
organisation resources
• A sound understanding of the QDMA and this LDMP.
Only member votes count towards quorum.
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Section 2.8
Structure of the LDMG
2.8.1 LDMG Recovery Group & Subgroups
A single overarching Recovery Group may be formed.
Alternatively, the LDMG Recovery Group may decide
to activate one or more of its Recovery Subgroups as
follows:
Human-Social Recovery Subgroup
The key function is to address the human-social
recovery aspects of a disaster. In Noosa, this is
achieved through the Northern Social Services
Network. A Terms of Reference is available.
Economic Subgroup
The key function is to address the economic recovery
aspects of a disaster. A Terms of Reference is
available.
Environmental Recovery Subgroup
The structure of the Noosa LDMG is depicted below. The Chair The key function is to address the environmental
of the LDMG may establish additional temporary or permanent recovery aspects of a disaster. A Terms of Reference
is available.
subgroups to manage the business of the LDMG.
Infrastructure Recovery Subgroup
The key function is to address the infrastructure
recovery aspects of a disaster. A Terms of Reference
is available.
Noosa Local Disaster
LDMG Recovery Group
Management Group (LDMG)
Human-Social Economic Environmental Infrastructure
Recovery Subgroup Recovery Subgroup Recovery Subgroup Recovery Subgroup
Figure 4: Structure of the Noosa LDMG
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Section 2.9
Training & Exercises In an effort to provide an effective training program, the LDMG
works closely with QFES to provide a coordinated program of
training from the Queensland Disaster Management Training
Framework (QDMTF).
The QDMTF outlines the core training courses and inductions
relevant to the key disaster management stakeholders to support
the effective performance of their role. Exercises will be used to
help review the effectiveness of the LDMP. Exercises can take
many forms from simple discussion type exercises to full scale
functional operations.
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Section 2.10
Post Event Processes Following any exercise or disaster event that impacts the region,
a post disaster assessment will be undertaken by the LDMG. This
assessment will consist of “hot” and “post event” debriefs and
will culminate in the development of a post event assessment
report. This report should clearly articulate any actions,
processes, equipment, or systems that worked well during an
event as well as suggest recommendations for improvement.
Recommendations for improvement identified in post event
assessment reports will be tabled for discussion by the LDMG.
Any issue that is identified and not able to be resolved at a local
level, will need to be referred to the Sunshine Coast District
Disaster Management Group for advice or resolution. All post
disaster review reports will be forwarded to the DDC as part of
standard operating procedure.
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Section 2.11
Continuous Improvement The LDMG is committed to the practice of continuous
improvement which involves disaster management processes
and arrangements being regularly evaluated and improved to
ensure they remain relevant, efficient, effective, and flexible.
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Community Profile
Section three
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Community ProfilePage 35
Section 3.1
Community Profile - Noosa This section provides an understanding of the community profile
which is critical for managing disaster risks. Understanding of
community profile along with natural hazard risks enhances the
development of robust disaster management plans, helping to
reduce the impact of disasters on the community.
Figure 5: Noosa Shire Topography
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Section 3.2
Environment
3.2.1 Geography 3.2.3 Landscape
Noosa Shire is in south-east Queensland, Noosa Shire encompasses a range of landscape
approximately 120 kilometres north of the Brisbane types including beaches, sand dunes, river systems,
CBD. wetlands, heath plains, woodlands, rainforests and
ranges.
Noosa Shire is bounded by the Gympie Regional
Council area in the north and west, the Coral Sea in The Noosa River and its tributaries flow to the east
the east, and the Sunshine Coast Council area in the and the Mary River and its tributaries including Six Mile
south. Creek flow to the north.
The Noosa Council local government area (LGA) Much of the native vegetation of the region has been
encompasses a total land area of 869.9 km2. removed or greatly modified, and the main forms
Noosa Council’s office is located at 9 Pelican Street, of native vegetation that remain include tall open
Tewantin. eucalypt forests along the western borders and
remnants of melaleuca forest and open heaths along
the coast.
3.2.2 Climate & Weather
Some 28,655 hectares of the Noosa Shire is
The region has a mild sub-tropical coastal climate. considered to have outstanding environmental,
Temperatures in summer averages a minimum of biodiversity and natural history values and is managed
17°C and a maximum of 28°C and in winter from 7°C primarily for conservation. This constitutes almost
through to a maximum of 22°C. The highest summer one third of the Noosa local government area. A
temperature of 38.7°C was recorded in 2002 and further 30,653 hectares of land is predominantly
2008, and the lowest winter temperature of minus undeveloped and sustainably managed through
2.8°C was recorded at Tewantin in 1901. The recorded voluntary agreements such as Land for Wildlife. There
rainfall average on the coast is approximately 1610 are 267.6km2 of protected parks, forests and reserves
mm per annum and the highest rainfall occurs from within the Noosa Shire.
December to May.
Figure 6: Noosa Locality Map Figure 6: Noosa Locality Map
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Section 3.3
Human-Social
3.3.1 Population 3.3.3 Families, Households & Dwellings
The 2021 Census determined the resident population The median age in the region was 50 years old, Data obtained from the 2021 Census indicates there 29.1% in Queensland and 31% in Australia. A further
of the Noosa Council LGA is 56,298 with a density of compared with 37.8 years old as the median age for are 16,091 families in Noosa. Of these, 51.4% are 31.1% of Noosa Council households were purchasing
65.13 people per square metre. Population growth Queensland. Children aged 0-14 years made up 14.8% couple families with no children, 34.2% are couple their house with a mortgage. The median monthly
assumptions indicate the population could grow to of the population, people aged 65 years and over families with children, 13.6% identified as one parent mortgage repayment in the region was $1,900, higher
64,999 people by 2041. made up 25% of the population and the remaining families and 0.7% as other families. than the Queensland median monthly repayment of
60.2% of the population were aged between 15 and $1,733.
Some 60% of the Shire’s population lives in the coastal 64 years old. The largest represented age group At the 2016 Census, there were 21,847 occupied
urban communities of the south-eastern corner of the was those between 60 and 64 years old. Like many private dwellings in the Noosa Council area. Of At the 2021 Census, 20.9% of Noosa Council area
Shire, between Peregian Beach and Tewantin. The other coastal communities in Queensland, the these, 79.5% were separate, detached houses, 12% households were renting, with a median weekly rent of
largest hinterland towns are Cooroy, Pomona and Noosa community has an ageing population. As at were semi-detached row, terrace or town houses, $460. This is significantly higher than the $305 weekly
Cooran which are located along the railway corridor. December 2021, there were 7,825 recipients of the 7.8% were flats, units or apartments and 0.3% were median rent for Queensland. The communities that
age pension in the Noosa LGA. The two communities other dwellings such as caravans, tents and sheds. have the highest rental percentages are Sunshine
Other centres of population are Boreen Point, Federal with higher percentages of population over the age of The Noosa Council area had a comparatively high Beach (37.1%), Sunrise Beach (30.5%), Noosa Heads
and Kin Kin and smaller clusters of rural residential 65 are Noosaville (35.4%) and Noosa Heads (30.5%). proportion of home ownership with 43.7% of occupied (29.3%) and Tewantin (28.2%)
settlement also occur throughout the hinterland. Therefore, these areas may need extra assistance in private dwellings owned outright, compared with
evacuating and recovering.
At the 2021 census, 48.6 of the LGA resident
population identified as male and 51.4% as female.
3.3.4 Socioeconomic Disadvantage
The Australian Bureau of Statistics Socio-Economic disadvantage in the population when compared with
3.3.2 Cultural Diversity Indexes for Areas (SEIFA) 2016 by LGA includes the other areas.
Index of Relative Socio-economic Disadvantage,
The Traditional Owners and original custodians of At the 2021 Census, 88.5% of households spoke only (IRSD) which is an index that summarises the relative In 2016, the Noosa Council area received a relative
the lands of the Noosa Shire Council area, are the English at home. There were 7.9% of households disadvantage of people and households within an disadvantage score of 1,014. This was the lowest level
Kabi Kabi / Gubbi Gubbi people. At the 2016 Census, where a non-English language is used. The top five area. The IRSD considers a range of economic and of disadvantage in the Sunshine Coast region. When
1.7% of the population of the Noosa Shire identified as non-English languages spoken at home for the total social condition variables to determine an area’s compared to all of Australia’s suburbs and localities,
being of Aboriginal or Torres Strait Islander descent. population of Noosa LGA were German (0.7%), French relative disadvantage score. Indicators which are this score placed Noosa Shire in the 53rd percentile,
(0.6%), Portuguese (0.6%), Spanish (0.5%) and Italian considered include the percentage of population who meaning that 53% of Australia’s communities are
At the 2021 Census, 71.2% of people indicated they (0.4%). are on low income, unemployed, without internet, have more disadvantaged than the Noosa Shire, while 47%
were born in Australia. The most common other no/low educational attainment, undertake low skilled are considered to have a lower level of disadvantage
countries of birth were England 7.5%, New Zealand employment, have health conditions, no personal than Noosa. The percentage of persons in Noosa in
4%, South Africa 1.1%, Germany 0.9% and the USA transport, poor English, or are one parent families. A the most disadvantaged quintile was 5.8% with 12.6%
0.8%. low score is indicative of a relatively greater general in the least disadvantaged quintile.
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Section 3.3
Human-Social
3.3.5 Access to Motor Vehicles
Within Noosa 3.5% of people do not have access to percentages of dwellings without access to motor
a motor vehicle which is lower than the state average vehicles are Noosaville and Tewantin (6%). Therefore,
of 5.7%. The two communities with areas of very high these areas may need extra assistance in evacuating.
3.3.6 Vulnerable Persons
The Noosa Council area includes people who may be • Hibiscus Noosa Outlook – 71 St Andrews Drive,
highly vulnerable to the impacts of disasters. At the Tewantin
2021 Census, 29.6% of the population identified as • Laguna Estate – 21 Lake Weyba Drive, Noosaville
experiencing one or more long term health conditions. • Southern Cross Noosa Waters – 39 Lake Weyba
As at December 2021, there were 1,598 recipients Drive, Noosaville
of the disability support pension in the Noosa Shire. • Riverlands Retirement Village – 139 Moorondil
The Department of Communities, Child Safety and Street, Tewantin
Disability Services provides disability services, • Palm Lake Resort - 19 Trading Post Road, Cooroy
support and facilities to people with a disability and
their carers living in Noosa. Additional facilities are currently in approval and / or
construction stage. Aged care facilities in the region
Wesley Care Tewantin is a specialist disability are generally well connected and resilient and have
accommodation option that provides space for up to robust business continuity plans in place.
six people. At the time of the 2016 Census, 110 people in the
Noosa LGA were considered homeless.
There are five aged care facilities located across the Within all communities, for any number of reasons,
region: members may be, or become, vulnerable for shorter
or longer terms. Such reasons include a reliance
• Carramar – 186 Cooroy Noosa Road, Tewantin on mechanical life support systems (e.g. dialysis,
• Kabara – 120 Topaz Street, Cooroy ventilators), a culturally or linguistically diverse
• Ozcare – 80 Cooyar Street, Noosa Heads background, isolation, little social support or high
• Calvary – 119 Moorindil Street, Tewantin levels of socio-economic disadvantage, visitors to
• Arcare – Goodchap Street / Val Crescent, the region, or chronic or acute health conditions. In
Tewantin 2017-2018 the Australian Bureau of Statistics found
just under half of Australians had one or more chronic
In addition, there are six retirement villages: health conditions and 1 in 5 reported having a mental
or behavioural condition (ABS, 2017-2018).
• Noosa Domain – 35 Walter Hay Drive, Noosaville
3.3.7 Community Preparedness & Capacity
Notwithstanding the limitations of a small percentage There is a relatively low percentage of new residents
of the populace, the community is essentially regarded within Noosa (16.5% moved in the last year and 44.8%
as having the capacity to respond to and recover in the last five years) which is more or less consistent
from most hazard situations. Pragmatic and practical with Queensland averages.
values in the community engender a significant
degree of self-reliance, which brings stability,
capability and sustainability.
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Section 3.3
Human-Social
3.3.8 Emergency Services
There is a solid base of emergency service response
capacity spread across the region, as listed below:
Table 1: Noosa-based emergency services
Emergency Services Locations
Queensland Police Service QPS stations are located at Pomona, Cooroy and Noosa Heads.
(QPS)
Queensland Ambulance Service QAS stations are located at Pomona, Cooroy, Tewantin and Noosa
(QAS) Heads.
Queensland Fire & Emergency Fire & Rescue stations located at Cooran, Pomona, Cooroy, Tewantin
Services (QFES) – Fire & Rescue and Noosa Heads.
Queensland Fire & Emergency Rural Fire Brigades located at Black Mountain, Boreen Point, Kin Kin,
Services (QFES) – Rural Fire Teewah, Noosa North Shore and Tinbeerwah.
Queensland Fire & Emergency SES units are located at Tewantin, Cooroy, Pomona and Boreen Point.
Services (QFES) –
State Emergency Service
Coastguard Volunteer squadron (Noosa)
QF6 Flotilla (Munna Point, Noosaville)
Surf Life Saving Clubs are located at Noosa Heads, Sunshine Beach and Peregian
Beach.
3.3.9 Medical Facilities
The Sunshine Coast Hospital and Health Service • Maleny Soldiers Memorial Hospital
(SCHHS) extends from Tin Can Bay and Glenwood
(34 km from Gympie) in the north, to Beerburrum in In addition to the public hospitals, the Noosa Hospital
the south. The Health Service operates five public is one of five private hospitals operating in the region.
hospitals: The others are Caloundra Private, Nambour Private,
Sunshine Coast Private and the Sunshine Coast
• Sunshine Coast University Hospital University Private.
• Nambour General Hospital
• Caloundra Health Service An overview of SCHHS can be found at:
• Gympie Hospital https://www.health.qld.gov.au/services/sunshinecoast
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Section 3.3
Human-Social
3.3.10 Primary Health Care 3.3.13 Recreation
The coordination of primary health care delivery There are around 300 community, sporting, cultural
is undertaken by the Country to Coast QLD and service groups operating across the Noosa Shire.
Primary Health Network (CCQ) office located at The Noosa Community Directory also identifies the
Maroochydore. sporting clubs and recreation facilities located in the
major towns.
Medical clinics serviced by GPs, registered nursing
and specialist staff are located in the larger towns The region has a wealth of natural assets and points of
within the Shire. interest including:
There are community pharmacies in most towns and • Great Sandy National Park
shopping centres. • Laguna Bay
• Lake Cooroibah
• Lake Cootharaba
• Lake Macdonald
3.3.11 Education • Lake Weyba
Queensland Government Statisticians Office latest
• Mt Cooroora
data indicates there are 16 public and private schools
• Mt Cooroy
as well as 28 regulated early childhood education and
• Mt Tinbeerwah
care services within the Noosa Council area. A contact
• Noosa National Park
list is maintained as part of the LDMG Emergency
• Noosa River
Contact List – refer to Guardian IMS.
• Ringtail State Forest
• Six Mile Creek
• Tewantin National Park
• Yurol State Forest
3.3.12 Social Support • Beaches, recreational parks and reserves
The Noosa Community Directory identifies a variety of
government and not-for-profit social support services
available in the Noosa Council area with providers 3.3.14 Annual Community Events
offering various levels and types of services.
Community events can support preparation
and recovery activities. The Noosa region hosts
several annual community events that attract large
concentrations of people including:
• 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
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Section 3.4
Economy
3.4.1 Workforce
At the 2016 Census, the total labour force participation The majority of residents in Noosa are considered
rate for the Noosa Council area was 54%. As at as medium income ($650-$3000/week) with
December 2021, there were 2,055 recipients of approximately 25% being considered low income
the jobseeker payment in the Noosa shire with an (<$650 per week). Communities with the highest
unemployment rate of 4.4%. The most common percentage of low-income workers are Boreen Point
occupations included Professionals 18.8%, (47.6%) and Ringtail Creek (31.1%).
Technicians and Trade Workers 15.5%, Managers
13.3% and Community and Personal Service Workers Of people aged 15 and over in Noosa in 2016, 15.5%
12.7%. reported having completed Year 12 as their highest
level of educational attainment, 18.8% had completed
At the 2021 Census, the median weekly income for a Certificate III or IV, 11.3% had completed a Diploma
people aged 15 years and over in Noosa was $722, or Advanced Diploma, and 19.4% had a bachelor’s
lower than the Queensland weekly median of $787. degree level or above qualification.
3.4.2 Key Industries
Noosa Council’s economic profile identifies that the Accomodation & Food Sector
key employment industries that drive the Noosa Accommodation and Food Services is another
economy are Health Care & Social Assistance (13.1%), significant industry in the Noosa Council area. This
Accommodation and Food Services (12.2%) and Retail includes accommodation, pubs, taverns and bars,
Trade (11.6%). There were 7,234 businesses in the clubs and food and beverage services.
Noosa LGA as of June 30, 2021.
Retail Trade
For the financial year ending 30 June 2021, Noosa Retail trade is also a significant sector and has a broad
welcomed just over 1 million domestic visitors who reach covering food, motor vehicles, fuel, furniture,
spent $967 million in the region. International visitor electrical goods, and clothing.
numbers are still down compared to 2019 as an
ongoing impact from COVID-19. International visitor The major retail centre is Noosa Civic in Noosaville,
numbers were 1.9 million (-23%) who spent $1.06 with smaller centres at Noosa Junction and Tewantin.
billion (-3.2%) in the local economy. These centres accommodate key education, business,
service and retail uses.
Health Care & Social Assistance
In the Noosa Council area, Health Care and Social In the hinterland the railway towns of Cooran,
The Noosa economy is characterised by its small Assistance is a significant employment sector. This Pomona and Cooroy provide services to their local
scale, the proportion of open space to development, includes, but is not limited to hospitals, health services,
medical services, pathology and diagnostic imaging,
communities, as do the smaller villages of Boreen
Point, Federal and Kin Kin.
a service industry base, and its cultural and creative allied health, residential care.
value.
An economic profile of the Noosa Council area can be
found here:
https://economy.id.com.au/noosa/
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Section 3.5
Infrastructure &
3.5.1 Road
The Noosa Council area is served by the following key
arterial roads:
Essential Services
Table 2: Key arterial roads within Noosa Shire
Road Direction Area
State Roads
Bruce Highway North - South Main access to Gympie and further North, and Nambour, Sunshine
Coast, and further South.
Cooroy-Noosa Road (142) West - East Main east-west access between Noosa and Cooroy
Cooroy Connection Road (145) North - East to South - West Connects Cooroy to Bruce Highway
Eumundi-Noosa Road (140) North - South Connects Noosa to State Road Network in the South
Sunshine Motorway (150B) North - South Although outside of LGA boundary, important connection between
Mooloolaba – Peregian Beach
Kin Kin Road (141) (Yurol Forest Drive) North - South Connects Pomona, Kin Kin and the Northern boundary of the Shire
Cooroy-Gympie Road (914) Southeast to Northwest Old Bruce Highway
Louis Bazzo Road (1412) East West Connects Boreen Point to Pomona and Eastern state road network
McKinnon Drive (1421) North - South Connects Boreen Point to Tewantin
Noosa is in the North Coast region of the Department
of Transport and Main Roads (DTMR) area of Emu Mountain Road 144 Northwest to Southeast Just out of Noosa LGA, but provides access to Sunshine Coast
responsibility. The total road network comprises
Pomona Connection Road 1403 Northeast to Southwest Connects Pomona to Bruce Highway
854.10km of which 611.19km is sealed and 242.91km is
unsealed. Council Roads
Public transport across the Shire is provided by David Low Way North - South Connects Noosa Shire to Sunshine Coast along the eastern coast.
Translink. Only 2.2% of residents travelled to work by
public transport at the time of the 2016 Census. Eenie Creek Road East - West East west connection between Sunrise Beach, Noosa and Tewantin
Walter Hay Drive North - South Southern connection to state road network.
Additionally, there are nearly 450 km of cycleways
and footways including footbridges across the Noosa Beckmans Road West - East Connects Noosa with state road network to the East
Council area.
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Section 3.5
Infrastructure &
Essential Services
3.5.2 Air 3.5.6 Electricity 3.5.8 Water 3.5.10 Stormwater
Airports that service the Noosa region are located at: Bulk electricity generation mostly takes place in The Noosa Water Treatment Plant is owned and Control of stormwater is essential for providing access
Central Queensland, with transmission of electricity operated by Seqwater and is located at Lake for emergency vehicles, residents and businesses,
• Sunshine Coast Airport, Marcoola managed through Powerlink, Key Powerlink lines Macdonald. The Northern Pipeline Interconnector, and for controlling damage to property and the
• Brisbane Domestic Airport, Brisbane traverse the Noosa Shire from North to South, with which is also operated by Seqwater, provides a environment. Reticulated stormwater systems are
• Brisbane International Airport, Brisbane large Powerlink substations located just out of the drinking water supply from outside the Noosa Shire in place in the more populated areas of the Noosa
Shire near Gympie and Nambour. Local generation to supplement production available from the Noosa Council area. Stormwater infrastructure in some areas
A number of helipads are available as well as smaller occurs mostly through photovoltaic (PV) solar panels Water Treatment Plant. is limited to bridges, culverts, open channels and
airstrips located on Council as well as private property. on residential houses and businesses. floodways. The existing stormwater management
Further detail can be found here: https://ourairports. Unitywater is responsible for distribution of potable systems may not be able to cope with stormwater
com/countries/AU/QLD/ Electricity distribution is managed by Energex, with key water to residents on reticulated water supply in volumes in extreme weather events.
substations located at Noosa, Tewantin, and Cooroy. Noosa.
The distribution systems consist of both 132kV and
33kV sub-transmission lines, and a large number 11kv Properties not connected to reticulated water rely on
3.5.3 Rail distribution lines. tank water. 3.5.11 Waste
The North Coast (Sunshine Coast) railway line runs Noosa Council operates three Waste Transfer
The electrical supply can be vulnerable to external
through the Noosa Council area at Cooroy, Pomona Stations at Doonan, Black Mountain and Pomona.
influences such as weather conditions and third-party
and Cooran. 3.5.9 Referable Dams Waste Transfer Stations accept putrescible waste
events causing supply interruptions.
and a number of other materials such as green waste,
There is one referable dam in Noosa Shire. This is the metal and white goods, waste oils and construction
water storage reservoir at Lake Macdonald which is and demolition waste. The Noosa landfill facility
3.5.4 Ferry 3.5.7 Wastewater owned and operated by Seqwater. An Emergency at Doonan accepts dead animals, asbestos and
Action Plan has been developed for this dam and is contaminated soils.
A number of ferry services operate in the Noosa The majority of urban properties are connected to available on the Unitywater website.
Council area. This includes the Noosa North Shore Car the Unitywater reticulated sewerage system. Those
Ferry Service as well as the Noosa Ferry and Cruise properties not connected to the system have a Refer to Section 4: Disaster Risk Management for
Company. range of on-site wastewater treatment and disposal further information.
systems.
3.5.5 Gas Public RV sanitary dump points are located at Cooroy
and on the Noosa Northshore.
LPG is only available in cylinders and distributed to
consumers by authorised agents. A fee for service sanitary pump out facility for vessels
is located at the Noosa Marina.
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Section 3.5
Infrastructure &
Essential Services
3.5.12 Data & Communications 3.5.14 Two Way Radio 3.5.16 Proposed Future Development
Similar to other regional areas of Queensland, The Noosa Council VHF two-way radio repeater is Based on the Noosa Plan 2020, maintaining Noosa’s
landline and mobile voice communications services located at Black Mountain. low-key leafy village feel is important to the Noosa
are provided by Telstra, Optus and Vodafone, with community. There is limited remaining rural residential
a variety of other smaller providers supporting the A representative from the Wireless Institute Civil zoned land still to be developed and consequently,
communications network. The region generally has Emergencies Network (WICEN) is invited to participate most development and redevelopment will occur
reliable coverage with some black spots. in LDMG meetings, training and exercises so they are within existing urban areas.
able to effectively support disaster operations in the
Fixed line, Wi-Fi and mobile internet data services are event of communication failure. This will encourage under¬utilised land to be used
available through a range of service providers. In the more efficiently. It will lead to more efficient use
2016 census, 85.6% of dwellings reported that they of existing infrastructure and a more compact
were able to access to the internet from home off a urban form to help reduce car usage and other
device, which may include a computer, mobile, tablet 3.5.15 Key Community Facilities environmental impacts.
or other device.
Throughout Noosa there are a number of key public
and community buildings that are also able to be used
as places of refuge if necessary. These include:
3.5.13 Broadcast Radio & TV
• Hinterland community halls
Repeater stations for radio and TV services for the • Noosa Christian Outreach Centre, Noosaville
region are located at Black Mountain. • Noosa Leisure Centre, Noosaville
• The J, Noosa Heads
• Noosa Council libraries located at Cooroy and
Noosaville
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Disaster Risk
Management
Section four
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Disaster Risk ManagementPage 46
Section 4.1
Risk Based Planning Risk based planning is a critical element of all phases of PPRR. In
Queensland this is achieved through the Queensland Emergency
Risk Management Framework (QERMF) risk assessment process.
A QERMF assessment was completed in 2022 for Noosa
Shire by BMT. Six hazard scenarios were chosen for Noosa in
collaboration with QFES which guided the assessment process.
The following hazards were considered:
• Scenario 1: Severe Tropical Cyclone
• Scenario 2: Category 2 Cyclone / East Coast Low
• Scenario 3: Severe thunderstorm event
• Scenario 4: Earthquake
• Scenario 5: Bushfire
• Scenario 6: Heatwave
Additionally, a non-natural hazard risk assessment was
completed using the QERMF. The 2022 risk assessment
was informed by the Noosa Shire Disaster Risk Assessment
undertaken in 2011, updated with the most recent information
from authoritative sources on incident frequency and
consequences. The non-natural hazard risk assessment
provided a high-level risk rating, based on assessed likelihood,
vulnerability, and consequence for these hazards for the whole of
Noosa Shire.
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Section 4.2
Methodology The QERMF methodology is depicted below. The QERMF model
has four steps to ensuring the identification, analysis and
management of risk. Further detail can be obtained from the
QERMF Risk Assessment Process Handbook.
Figure 8: Queensland Emergency Risk Management Framework Approach to managing risk
The QERMF approach was followed for each of the Full details of the methodology and results
six hazard scenarios identified by QFES, including are available in the report: Multi-hazard Risk
a comprehensive GIS assessment of impact on Assessment of Noosa Regional Council using
critical infrastructure. Queensland Emergency Risk Management
Framework (QERMF).
A process to adjust the 2011 risk assessment
updated by new hazard likelihood, vulnerability and A summary of the results is available in the below
consequence data, to the values within the QERMF hazards section.
was completed for hazards identified as plausible
outside of the six scenarios provided by QFES.
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Section 4.3
Results
4.3.1 Natural Hazard Risks
Table 3 below provides a summary of the scenario
components assessed and likelihood results of the
QERMF risk assessment process in relation to the six
event scenarios selected by QFES for assessment.
Table 3: QERMF Scenario components and likelihood
Event / Primary hazards QFES designated Determined QERMF
scenario probability (AEP) probability (AEP) Likelihood
Severe Tropical • Widespread Severe < 0.5% 1-10% Unlikely
Cyclone (Destructive) Wind
(Cat 3-5) • Flooding
• Storm tide
• Coastal Erosion
Tropical Low / • Widespread Severe 5% 1-10% Possible
Cyclone (Damaging) Wind
(Low - Cat 2) • Flooding
• Storm tide
Severe • Lightning 100% >63% Almost Certain
Full results of the QERMF risk assessment are Thunderstorm • Hail
Event • Wind gusts
included in the report: Multi-hazard Risk Assessment • Localised Severe
of Noosa Regional Council using Queensland •
Wind (Tornado)
Flash flooding
Emergency Risk Management Framework (QERMF). Earthquake • Earthquake 0.06% 0.1-1% Rare
A summary of the high-level risk assessment • Tsunami
• Landslide
information to inform PPRR can be found in the
Bushfire / • Bushfire (rural and 100% 10-63% Likely
Natural Hazard Risks and Non-Natural Hazard Risks Heatwave urban interface)
sections below. • Extreme heatwave
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Section 4.3
Results
Scenario 1: Tropical Cyclone (Category 3 - 5)
The QERMF Severe Tropical Cyclone risk assessment A summary of the residual risk level for Scenario 1 can
scenario included destructive winds, heavy rainfall be found in Table 4 below.
(>500 mm in 24 hours) leading to flash and moderate
to major flooding and landslides. The risk assessment Geographic vulnerability to the effects of scenario 1
included assessment of storm tide, flooding, coastal modelling is illustrated in Figure 9 below.
erosion, and landslide associated with the cyclone.
The determined QERMF likelihood for Scenario 1 can
be found in Table 3 above.
Figure 9: Relative vulnerability of
meshblock (small community level
boundaries) to Scenario 1
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Section 4.3
Results
Scenario 2: Category 2 Cyclone / East Coast Low
The QERMF Category 2 Cyclone / East Coast Low risk A summary of the residual risk level for Scenario 2 can
assessment scenario included heavy rainfall with a be found in Table 4 below.
resulting 1% AEP flooding event.
Geographic vulnerability to the effects of scenario 2
The determined QERMF likelihood for Scenario 2 can modelling is illustrated in Figure 10 below.
be found in Table 3 above.
Figure 10: Relative vulnerability of
meshblock (small community level
boundaries) to Scenario 2
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Section 4.3
Results
Scenario 3: Severe Thunderstorm
The QERMF Severe Thunderstorm risk assessment A summary of the residual risk level for Scenario 3 can
scenario included strong winds, damaging hail, be found in Table 4 below.
flooding and lightning.
Geographic vulnerability to the effects of scenario 3
The determined QERMF likelihood for Scenario 3 can modelling is illustrated in Figure 11 below.
be found in Table 3 above.
Figure 11: Relative vulnerability of
meshblock (small community level
boundaries) to Scenario 3
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Section 4.3
Results
Scenario 4: Earthquake
The QERMF Earthquake risk assessment scenario A summary of the residual risk level for Scenario 4 can
also included tsunami risk. be found in Table 4 below.
The determined QERMF likelihood for Scenario 4 can Geographic vulnerability to the effects of scenario 4
be found in Table 3 above. modelling is illustrated in Figure 12 below.
Figure 12: Relative vulnerability of
meshblock (small community level
boundaries) to Scenario 4
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Section 4.3
Results
Scenario 5: Bushfire
The QERMF Bushfire risk assessment assessed risk of A summary of the residual risk level for Scenario 5 can
bushfire from all causes. be found in Table 4 below.
The determined QERMF likelihood for Scenario 5 can Geographic vulnerability to the effects of Scenario 5
be found in Table 3 above. modelling is illustrated in Figure 13 below.
Figure 13: Relative vulnerability of
meshblock (small community level
boundaries) to Scenario 5
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Section 4.3
Results
Scenario 6: Heatwave
The QERMF Heatwave risk assessment scenario A summary of the residual risk level for Scenario 6 can
also considered the long-term effects of heat such be found in Table 4 below.
as drought. Drought is not considered a disaster in
Queensland and is not managed using the QDMA. Geographic vulnerability to the effects of Scenario 6
A Drought Relief Assistance Scheme for primary modelling is illustrated in Figure 14 below
producers is available from the State Government.
The determined QERMF likelihood for Scenario 6 can
be found in Table 3 above.
Figure 14: Relative vulnerability of
meshblock (small community level
boundaries) to Scenario 6
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Section 4.3
Results Table 4 below provides a summary of the key high-risk assets in
the Noosa Shire with an identified residual risk rating for each of
the six QERMF hazard scenarios that were selected by QFES for
assessment.
Table 4: A summary of key high-risk assets for Noosa Shire
Asset category Residual risk rating
Severe cyclone East coast low Severe thunderstorm Bushfire Earthquake Heatwave
Critical services
Communication H H H H H M
Power H H L M H L
Fuel Infrastructure (Bulk fuel) H H L L M M
Water treatment / supply M M M H H M
Wastewater treatment M M M M H M
Waste M M H M M M
Access and resupply
Roads M M H M H M
Bridges M M M L H M
Community and social
Schools H H H H H H
Population centre H H H H H E
Emergency shelters H M H H H H
Emergency services L L M L L M
Socio-economically H H H H H E
disadvantaged / other
vulnerable people
Medical
Hospitals M M H M M H
Aged care facilities M M M H H E
Significant industry
Agriculture / industry M M H M M H
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Section 4.3
Results
4.3.2 Non-Natural Hazard Risks
The QERMF process has been used to reassess Further detail can be found in the Multi-hazard
non-natural hazard events that may impact the Risk Assessment of Noosa Regional Council
Noosa community. A summary of the results including using Queensland Emergency Risk Management
residual risk ratings can be found in Table 5 below: Framework (QERMF).
Table 5: Non-Natural and Biological Hazards Summary Table (QERMF Assessment)
Hazard Likelihood Vulnerability Consequence Residual Risk
Rating (VL 1 – E13)
Pandemic Rare High Catastrophic Medium (8)
Major Fire (Urban) Almost Certain Low Moderate Medium (8)
Terrorism Possible Moderate Major Medium (8)
Dam Failure Rare Moderate Catastrophic Medium (7)
Black Swan Rare Moderate Catastrophic Medium (7)
Hazardous Material Unlikely Moderate Major Medium (7)
Accident (Land
Transport)
Hazardous Material Unlikely Moderate Moderate Low (6)
Accident (Marine)
Hazardous Material Unlikely Low Major Low (6)
Accident (Industrial Site)
Major Passenger Rare Low Catastrophic Low (6)
Transport Accident
Biosecurity Hazard Possible Low Moderate Low (6)
Cyber Security / Possible Moderate Minor Low (6)
IT Failure
Essential Service Failure Unlikely Low Moderate Low (5)
Major Air Transport Rare Very Low Major Low (4)
Accident
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Section 4.4
Residual Risks
The LDMG recognises its treatment options will not The following is a list of identified risks identified
always be adequate and residual risk will remain. using the QERMF methodology that are not
Residual risks are the risks which remain after the within the capacity of the LDMG to address and
LDMG has applied the risk mitigation strategies are therefore deemed to be Residual Risks to be
within their capacity, but those strategies have not escalated to the DDMG.
sufficiently reduced or eliminated the risk.
Table 6: Summary of Residual Risks for Noosa Shire
Issue Current Capacity Residual Risk Can Council
assist?
Evacuation of entire Limited capacity exists to evacuate Request to District for Limited
community the whole community. assistance
Multiple houses There is a risk that emergency Request to District for Limited
damaged especially services response to any disaster assistance
those involving multi- event will be severely compromised
casualty scenarios as a result of insufficient response
capacity.
Asbestos The community has limited Request to District for Limited
contamination from personnel trained in or equipped assistance
damaged buildings for asbestos removal. External
expertise will be required.
Managing multiple Limited capacity exists to manage Request to District for Limited
Evacuation Centre and staff evacuation centre Assistance
Facilities facilities.
Various Public Health The community has a small Request to District for Limited
Risks team of EHO’s. In a major event, assistance
professional EHO assistance will
be required for a range of public
health/environmental health issues.
Significant Terrorist While Queensland Police would Request to District (and Limited
Attack or other Attack escalate through their own likely further to the State)
on the State channels, the requirement for for assistance
community support and recovery
resources could be large.
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Prevention
Section five
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PreventionPage 59
Section 5.1
Prevention Prevention includes those measures to eliminate, mitigate or
reduce the likelihood of a disaster event occurring, or the severity
of an event should it eventuate.
Hazard mitigation is the action taken in advance of a disaster,
aimed at eliminating or reducing the impact on communities, the
economy, infrastructure and the environment.
The implementation of appropriate and targeted mitigation
initiatives can offer more sustainable cost savings to
communities and government in the event of a disaster and result
in safer, more resilient and sustainable communities.
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Section 5.2
Land Use Planning Land use planning in areas that are exposed to natural
hazards can significantly reduce disaster risk, the impact
of hazards should they arise and enhance the resilience of
existing and future communities. Regulating the use and
development of land is a key strategy to avoid risk to life,
property and environmental systems and reduce damage and
disruption to the community within the Noosa Council area.
The Noosa Plan 2020 provides a framework under the
Sustainable Planning Act 2009 for managing development
within the region over the next 20 years. The Planning
Scheme uses a series of overlays as a means of influencing
development to mitigate or reduce the effects of hazards:
• Bushfire Hazard Overlay
• Flood Hazard Overlay
• Landslide Hazard Overlay
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Section 5.3
Building Codes, Regulations The application of building codes and building use regulations
aims to ensure that buildings and infrastructure are designed
& Legislation
and constructed to standards that reduce the likelihood of
damage and injury in an event. Standards and codes should
be referred to and enforced particularly for the design and
construction of major infrastructure and components of
essential services.
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Section 5.4
Design Improvements Design improvements to infrastructure or services can be
engineered to provide a greater level of resilience. Design
improvements can be applied to new infrastructure or to
harden existing infrastructure or when considering betterment
works during the reconstruction phase. Ensuring the
reliability of critical infrastructure and services supports the
communities social and economic wellbeing.
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Section 5.5
Hazard Reduction Each agency of the LDMG is responsible for implementing
appropriate hazard reduction programs for risks under their
control. As an example, QFES, Noosa Council and various
landowners undertake an annual hazard reduction program
for bushfires. This includes a fire management program of fuel
reduction and back-burning, maintenance and development
of fire breaks and land management practices. Noosa Council
plays an active role on the Area Fire Management Group
(AFMG) which provides strategic fire mitigation programs,
operational preparedness and response, risk identification
and hazard reduction burning for the Noosa Council area. The
LDMG adopts the multi-agency Bushfire Risk Management
Plan prepared by QFES in collaboration with the AFMG.
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Section 5.6
Climate Change Southeast Queensland has been identified as one of several
high-vulnerability climate change hot spots in Australia. The
frequency and severity of hazards including major storm
events, droughts, heatwaves, bushfires and flooding across
the region are expected to increase as the climate continues
to change.
Noosa Council accepts the latest science on climate change
provided by the Intergovernmental Panel on Climate Change
and acknowledges that the Noosa Shire is vulnerable to the
impacts of climate change including heat waves, more intense
storms and sea level rise all of which is likely to adversely
affect the Noosa natural and human environment.
In recognition of the risks posed by a rapidly changing climate,
Council declared a climate emergency in order to drive the
urgent and sustained response needed to both mitigate and
adapt to climate change. Council’s Climate Change Response
Plan sets out desired outcomes and actions for both reducing
emissions and implementing adaptation measures.
Adaptative measures should be considered to manage
future climate risks. A Queensland Government Emergency
Management Sector Adaptation Plan for Climate Change is
available.
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Section 5.7
Coastal Hazards Council has developed a Coastal Hazards Adaptation Plan
(CHAP) that addresses sea level rise-driven risks in the
Adaptation Plan
coastal zone as a result of coastal erosion and shoreline
recession, storm tide inundation and permanent inundation.
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Section 5.8
Disaster Risk Reduction Further disaster risk reduction efforts and mitigation options
are discussed within the report: Multi-hazard Risk Assessment
of Noosa Regional Council using Queensland Emergency Risk
Management Framework (QERMF).
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Preparation
Section six
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PreparationPage 68
Section 6.1
LDMG Preparedness & LDMG preparedness and capacity relates to having
arrangements and plans in place to ensure that, should a
Capacity Building
disaster occur, all the agencies, resources and services
which are needed to cope with the effects can be efficiently
mobilised and deployed within the framework of the
Queensland Disaster Management Arrangements.
Capacity building occurs across the phases of prevention
and preparation and is built through activities that reduce the
level of risk or the effects of disaster and result in ongoing
improvement of the disaster management arrangements. The
implementation and delivery of the Queensland Emergency
Risk Management Framework as well as ongoing LDMG
meetings, planning, workshops, training and exercises are
critical elements in the continuous improvement of disaster
management capacity building.
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Section 6.2
Community Preparedness Section 30 of the Disaster Management Act requires the
LDMG to ensure that the community is aware of ways of
& Capacity Building
mitigating the adverse effects of an event and preparing
for, responding to and recovering from a disaster. Effective
disaster response and recovery activities begin with
preparedness and awareness raising activities that are
conducted on an ongoing basis, in advance of any potential
disaster to ensure that if an event occurs, communities and
their resources and services can cope with its effects.
In recognition of the size and diversity of the Shire, the LDMG
proactively works with community organisations, local
business groups and others to prepare disaster, emergency
and business continuity plans and strategies for particular
high-risk localities and demographic groups with the Noosa
Shire.
The LDMG uses the Get Ready Queensland resources to
focus on creating resilient communities through education
and awareness raising and building capacity. Resilient
communities are those that understand the risks they face,
how to prepare themselves, their home and their community
for the possibility of a disaster event to minimise impacts,
can adapt to the circumstances, recover quickly and emerge
stronger than their pre-disaster state.
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Section 6.2
Community Preparedness
& Capacity Building
6.2.1 Community Profiles & Plans 6.2.3 Queensland Strategy for Disaster Resilience
The LDMG recognises that local knowledge is demographics, local hazards and risks as well as Queensland is the most disaster impacted state in The Queensland Strategy for Disaster Resilience
invaluable to the disaster planning process and that information on how to prevent, prepare, respond and Australia. By necessity, Queenslanders are renowned is the guiding instrument for realising the vision to
the community plays a key role in contributing to its recover from disasters. for their resilience and ability to adapt, with a strong make Queensland the most disaster resilient state in
own safety. The LDMG advocates that everyone can community spirit that supports those in need to Australia and is underpinned by four key objectives:
prepare for disasters in ways that can reduce the Some communities in the Noosa Council area have withstand and recover from disasters.
impact on themselves, their home, family, friends, pets determined that they would like to develop and • Queenslanders understand their disaster risk
and community. Being prepared in advance can make maintain their own community disaster plan – refer The preparedness and resilience of individuals and • Strengthened disaster risk management
emergencies less stressful and save precious time. section 1.6.4. communities is a shared responsibility of all sectors, • Queenslanders are invested in disaster risk
including all levels of government, business, NGO’s reduction
A community profile has been prepared for each and individuals. Disaster resilience is significantly • Continuous improvement in disaster
community in the Noosa Council area identifying local increased by proactive planning and preparation for preparedness.
the protection of life, property and the environment
through an awareness of hazards, associated risks
and local disaster management arrangements.
6.2.2 National Strategy for Disaster Resilience
The National Strategy for Disaster Resilience the community so that it can function effectively under
identifies common characteristics of disaster resilient stress in responding to and recovering from a disaster 6.2.4 Get Ready Queensland Initiative
individuals, communities and organisations. These event.
characteristics are functioning well while under The LDMG has undertaken a series of community and businesses in the event of disaster. The Get
stress, successful adaptation, self-reliance and social The key to achieving a resilient community is for forums, presentations, displays and community Ready Queensland program promotes three steps
capacity. government, community and business to share in the awareness days as part of promoting the annual to Get Ready – understand your risk, prepare your
responsibility for preparing for, responding to and Get Ready Program in the Noosa Shire Council area. home and pack an emergency kit. Additionally, the Get
The strategy identifies that community members can recovering from a disaster. These community engagement programs aim to build Ready Queensland team provide funding, resources
work together, using their knowledge and resources to resilience in preparation for seasonal hazards (e.g. and support for local government ‘Get Ready’
prepare for and deal with disasters. These actions will severe storms, bushfires, floods). These programs are initiatives.
create self-reliance and build social capacity within aimed at empowering individuals and the community
to understand their local risks and take pre-emptive
action to prepare themselves, their families, homes
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Section 6.3
Noosa Emergency The Noosa Emergency Action Guide has been developed to
assist residents of the Noosa Shire to prepare for, respond to
Action Guide
and recover from disasters that affect the local area. The guide
is designed to assist residents understand the risk and likelihood
of disasters in their communities as well as how to prepare an
emergency plan and emergency kit, prepare homes, yards and
pets and where to find information during a disaster.
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Section 6.4
Disaster Dashboard +
Noosa Alert
The Noosa Disaster Dashboard provides a one stop shop site for the
community to access BoM weather warnings, up-to-date information on
road closures, power outages, evacuation centres, helpful contacts and links
to other useful disaster-related information and social media.
The LDMG uses Noosa ALERT to send text messages (SMS) and emails out
in relation to local disasters, severe weather and emergency events. This is
an opt-in service that requires registration.
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Section 6.5
Insurance There is significant risk to the community in recovering from
a disaster due to under-insured and non-insured residential
properties and businesses. While this is of concern to the LDMG,
it is considered that this is an issue for the insurance industry
and the State Government with input from the LDMG through its
members.
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Response
Section seven
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ResponsePage 75
Section 7.1
Initial Response The majority of emergency incidents will be dealt with by the
relevant lead agency using its own frontline response capabilities.
An Incident Control Centre (ICC) may be established by the
lead agency to focus on the immediate response to reduce the
threat of the hazard. It is up to each lead agency to determine
the circumstances and triggers which require notification to, and
additional support from, the LDMG.
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Section 7.2
Activation of LDMG Timely activation of the LDMG is critical. The LDMG will activate
in response to an actual or perceived threat of a disaster event
which will likely have significant community consequences and
requires a coordinated response and / or recovery effort.
The decision to activate is based upon defined triggers and the
perceived level of threat.
The authority to activate the LDMG is at the discretion of the
LDMG Chair in consultation with the Local Disaster Coordinator
(LDC) based on the nature and scale of the event. The LDMG
Chair will consult with the full membership where time permits.
The LDC is responsible for managing disaster operations and
implementing the strategic direction set by the LDMG.
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Section 7.3
Activation Criteria The disaster management system at a local level, involving
the LDMG, may be activated for any number of reasons. The
following decision criteria should be employed (if yes is answered
to any of the following the LDMG should be activated):
• Is there a perceived need relative to an impending hazard
impact which requires multi-agency coordination?
• Has there been a request from a response agency, to provide
resource support and coordination in support of operations?
• Has there has been a request / direction from the DDC to
activate the LDMG?
• Has there been a sudden impact event which requires
involvement of the LDMG in one or more phases of PPRR?
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Section 7.4
Activation of Field The frontline of disaster operations in the Noosa Council
area is the Field Command Centre (FCC). The FCC is used
Command Centre
in coordinating and managing resources within the Noosa
Council Infrastructure Services Department during a disaster or
emergency. The FCC is tasked by the Local Disaster Coordination
Centre (LDCC) and provides situational reporting as required. A
plan for the activation and operation of the FCC is maintained
by Infrastructure Services along with defined trigger points and
agreed actions for Council depots.
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Section 7.5
Activation of LDMP The LDMP will be activated automatically whenever the LDMG
activates. The LDC is responsible for activating approved Sub
and Sub Plans
Plans as required by the nature and circumstances of the event.
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Section 7.6
Notification Process + LDMG Chair + LDC
Flowchart
Activate LDMG?
Yes Determine Level No
(alert, lean forward, stand up,
stand down)
Advise LDMG members Handle using agency
and advisors procedures
The LDMG Chair & LDC will maintain situational
awareness in relation to events that have the potential
to require the activation of the disaster management
system. Confirm LDMG
meeting schedules
When a decision is made to activate the LDMG, the
appropriate activation level will be determined and
communicated to LDMG members.
Advise DDC
The initial LDMG meeting will be scheduled, and (verbally and in writing)
further meetings agreed where necessary.
The DDC will be advised verbally and in writing that
the LDMG has activated. Activate LDMP and
associate Sub Plans
This LDMP will be automatically invoked and the LDC
will invoke associated Sub Plans as required by the
nature and scale of the event. Figure 15: Noosa LDMG Response Notification Flowchart
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Section 7.7
Activation Levels
Table 7: Noosa LDMG Activation Levels
Triggers Actions Communications
ALERT A heightened level of Monitor situation closely Chair and LDC
vigilance due to the – watching brief. communicating remotely.
possibility of an event. Initial advice to
stakeholders.
Refer LDC checklist.
LEAN FORWARD Operational state prior to Ensure relevant Chair, LDC and LDMG
stand up. facilities are set up and members on mobile
rosters developed as and monitoring email
Heightened level of required (e.g. LDCC and remotely.
situational awareness evacuation centres)
and a state of operational Ad-hoc reporting.
readiness. Formal briefing of LDMG.
Public information and
warnings initiated.
Refer LDC checklist.
STAND UP Threat is imminent. Activate staff and Formal SITREP reporting.
Community has been or facilities as needed (e.g.
will be impacted. LDCC and evacuation
centres).
Resources are mobilised,
personnel are activated, Manage disaster
and operational activities operations.
commence.
STAND DOWN Transition from Implement plan to Final response SITREP
responding to an transition to recovery. to DDC.
event to normal core
business and/or recovery Debriefing and
operations. identification of lessons.
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Section 7.8
Response Priorities The response phase involves the taking of appropriate measures
to respond to an event, including action taken and measures
planned in anticipation of, during, and immediately after an event
to ensure that its effects are minimised and that persons affected
by the event are given immediate relief and support.
The following priorities apply to any response:
• Protection of life
• Protection of critical infrastructure
• Protection of property, livelihoods and the economy
• Protection of the environment.
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Section 7.9
Response Principles The LDMG will:
• Activate early to prepare and to plan for the response and
coordination of disaster operations
• Work closely with the responsible lead agency and the DDMG
to manage and coordinate disaster operations
• Provide warnings, alerts and public information early and
consistently to the community or those who need it
• Ensure disaster response and recovery operations are
coordinated
• Ensure resources are accessed and used effectively
• Provide support to meet community needs
• Provide situational reporting.
The LDMG will ensure the responsible lead agency is supported
by the disaster management system during their response to
an event. The responsible lead agencies for each hazard can be
found in the State Disaster Management Plan – refer pg. 47-50.
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Section 7.10
Disaster Declaration In accordance with section 64(1) of the Act, the DDC may, with
the approval of the Minister, declare a disaster situation for the
district, or a part of it if satisfied that a disaster has happened, is
happening or is likely to happen, in the disaster district and it is
necessary, or reasonably likely to be necessary, for the DDC or a
declared disaster officer to exercise declared disaster powers to
prevent or minimise any of the following:
• Loss of human life
• Illness or injury to humans
• Property loss or damage
• Damage to the environment
Before declaring a disaster situation, the DDC is to take
reasonable steps to consult with each local government in, or
partly in, the proposed declared area. As outlined in section
75 to 78 of the Act, the declaration confers extra powers on
particular groups to perform actions, give directions and control
movements within the declared area.
It is important to note that the declaration of a disaster situation
relates to the situational requirement for additional powers and
is not linked to the activation of particular disaster management
groups under the QDMA or the activation of disaster financial
assistance arrangements. All three actions are independent
processes and are not interlinked or conditional, although some
or all may occur for the same event. The declaration of a disaster
situation does not impact the requirements of a local government
under the Act to manage disaster operations in their area.
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Section 7.11
Guardian Information Guardian Information Management System (IMS) is an electronic
workflow for managing disaster events. The spatially integrated
Management System
solution holds plans and preparation documents, creates a
chronological record of events and a fully auditable trail of
actions, as well as details on the allocation and management of
tasks, bulletins, evacuation centres, road closures and reports
using official and custom-built templates.
Situation Reports (SITREPS) will need to be prepared on a regular
basis. SITREPS will be created and stored within Guardian IMS,
so they are accessible to all LDMG agencies.
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Section 7.12
Activation of the Local The LDCC is where the multi-agency response to the event is
coordinated from. The primary LDCC is located at the Noosa
Disaster Coordination
Shire Council offices at Tewantin. For further information refer to
the LDCC Sub Plan.
Centre 7.12.1 Public Information & Warnings 7.12.4 Public Health
When an event is imminent, it is essential the public are A major disaster event may cause significant
warned of the danger and provided with information disruption to the community. Water supplies, sewage
about the event and advice on recommended actions. treatment, refuse disposal, and access to safe food
The key objective is to deliver accurate, clear, timely may be compromised – refer to Public Health Sub
information and advice to the public, so they feel Plan.
confident, safe and well informed and are aware of
any recommended actions. Refer Public Information &
Warnings Sub Plan.
7.12.5 Logistics
Timely acquisition and deployment of services
7.12.2 Evacuation and supplies is critical to the efficient response to
and recovery from a disaster event. When all local
The safety of residents is the primary driver for resources have been exhausted or are inadequate,
evacuation. Evacuation carries risks to both those requests for assistance outside the Noosa Shire
being evacuated and to emergency personnel Council area shall be directed to the DDC. All external
managing the evacuation. Consideration must be assistance requests shall be coordinated by the LDC
given to the risks associated with the conduct of any on behalf of the LDMG – refer Logistics Sub Plan.
evacuation. Under some circumstances, sheltering
in place may provide greater levels of safety for
the community. For further information refer to the
Evacuation Sub Plan. 7.12.6 Damage Assessment
Following the impact of a disaster, measures will
need to be implemented to undertake damage
7.12.3 Financial Management assessments to determine the extent of the area
affected, damage to homes, infrastructure and
Operational expenditure needs to be tracked using essential services and the level of hardship being
work order numbers established specifically for the experienced in the community. QFES have a
event. At the conclusion of the disaster event, all responsibility for undertaking damage assessment
expenditure needs to be finalised. Invoices need to of structures impacted. However, all agencies are
be collated, payments made, and Disaster Recovery able to contribute to damage assessments through
Funding Arrangements (DRFA) claims need to be operational reporting (i.e. dam owners will report on
completed - refer to Financial Management Sub Plan. storage levels, QPS will report on missing people,
Queensland Health will report on people requiring
hospitalisation / medical treatment and Noosa Shire
Council will report on damage to Council owned
infrastructure and the environment).
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Recovery
Section eight
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RecoveryPage 88
Section 8.1
Definition of Recovery In accordance with the Queensland Recovery Plan, disaster
recovery is defined as the coordinated process of supporting
disaster-affected communities’ psychosocial (emotional and
social), and physical well-being; reconstruction of physical
infrastructure; and economic and environmental restoration
(including regeneration of the natural environment, associated
infrastructure and heritage sites and structures and the
management of pollution and contamination).
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Section 8.2
Context for Recovery The need for recovery may arise from a range of natural and non-
natural disaster events, often providing an opportunity to rebuild
a stronger, more resilient community.
Recovery begins shortly after the response phase has begun
and the impact has been identified. Recovery can be a long,
challenging and complex process and is often considered the
most resource intensive and protracted element within the
context of the Prevention, Preparedness, Response and Recovery
(PPRR) framework.
Recovery is both a remedial and developmental process that
focuses on building a recovered and more resilient community.
Recovery planning and operations must be sufficiently flexible to
deal with the needs of the impacted community, regardless of the
nature of the disaster.
Whilst funded recovery programs under the joint Commonwealth/
Queensland-funded Disaster Recovery Funding Arrangements
have a two-year life span, it is recognised that the time it takes for
a community to be recovered will vary based on the impact of the
event and the individuals in the community.
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Section 8.3
•
Appointment of Local
Appropriately qualified and authorised persons Developing and implementing effective
have been appointed by the CEO of Noosa strategies for community participation and
Shire Council to take the role of Local Recovery partnership in the recovery process
Coordinator (LRC) to coordinate and facilitate local • Liaising with functional lead agency
Recovery Coordinator recovery operations should the need arise. The LRC
and the LDC should liaise regularly to ensure that
response operations support the recovery effort
•
representatives at the local and district levels
Liaising with the District Disaster Management
Group (DDMG) and State Recovery
and the LRC has good situational awareness to Coordinator throughout the recovery process
ensure their disaster recovery planning is relevant • Providing advice to state government on
to the community. Indicative duties of the LRC the needs and responses of the affected
include: individuals, communities and other sectors
• Undertaking a post-operation debrief and
• Working with identified agencies and the providing a final report to the LDMG at the
community to develop the local event-specific conclusion of recovery operations
recovery plan • Providing or delegating the responsibility for
• Coordinating the short to medium-term ongoing recovery reporting on the progress of
recovery to address the immediate effects the event-specific recovery plan.
of the disaster and develop longer-term
measures as appropriate A checklist for the Local Recovery Coordinator is
• Ensuring the local event-specific recovery available in Guardian IMS.
plan addresses all relevant functional areas
of recovery – human and social, economic,
environment, building, and roads and
transport
• Performing the role of conduit between
community and government
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Section 8.4
Activation of LDMG During the response phase, the LDMG will consider the impact
of the disaster. If the event is of sufficient magnitude, the LDMG
Recovery Group
may decide to activate its Recovery Group to coordinate recovery
operations.
The Recovery Group is likely to be activated in the following
circumstances:
• An event where significant loss or damage is sustained
impacting the community, economy, environment and / or the
infrastructure of the Noosa Shire Council area.
• An event that creates significant disruption to the
communities’ connectedness or overwhelms local resources
or the capacity of the community to cope or recover
independently.
• An event that the LDMG determines has ongoing impacts
and requires a coordinated and collaborative multi-agency
approach to recovery.
• If requested to activate by the DDMG.
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Section 8.5
LDMG Recovery Group The LDMG Deputy Chairperson (a Councillor of Noosa Shire
Council) is the Recovery Group Chairperson.
Chairperson The Recovery Group Chairperson is responsible for chairing the
LDMG Recovery Group and for supporting the Local Recovery
Coordinators to ensure recovery efforts and activities are
effectively coordinated and implemented across the region.
A Terms of Reference is available that can be adapted to the
specific circumstances of the event. 8.5 Activation Levels,
Triggers & Communications
Recovery activation levels follow closely behind the response
activation levels. This means that recovery actions are triggered
early in the event cycle before the disaster has occurred. The
table below identifies the recovery activation levels, triggers and
communications. All public information will be undertaken in
accordance with the LDMG Public Information & Warnings Sub
Plan.
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Section 8.5
Table 8: Activation Levels, Triggers and Communications for Noosa LDMG
Triggers Actions Communications
Response Recovery • Response phase at ‘lean • Appointment of LRC as appropriate • LDC and LRC maintain communication
LEAN FORWARD ALERT forward’ level of Activation • Potential actions and risks identified • LRC and Recovery Group members on mobile remotely
• Information sharing commences
• LRC in contact with LDCC/LDC
• Initial advice to all recovery stakeholders
Response Recovery • Response phase at ‘stand up’ • Monitoring of response arrangements • LRC and Recovery Group members on mobile and
STAND UP LEAN FORWARD level of activation • Analysis of hazard impact or potential impact monitoring email remotely
• LDCC assesses event impact • Relief and recovery planning commences • Liaise with QRA and Department of Communities regarding
and determines if Recovery support and funding assistance
Group is needed • Deployments for immediate relief commenced by recovery
functional agencies • Recovery Group will commence meeting for planning
• Immediate relief arrangements purposes
are required during response • Recovery Group and Subgroup structures finalised along
withreporting requirements • More regular reporting as required by the LRC and by the
phase Disaster District and QDMC
• Community engagement and communication strategy
developed
• Refer: LDMG Public Information & Warnings Sub Plan
Response Recovery • Immediate relief arrangements • Recovery Group activated at LDCC or alternate location • Delivery of community engagement and community
STAND DOWN STAND UP continue • Recovery plan activated strategy
• Response phase moves to • Community information strategy employed • LRC and LRG members involved in medium term recovery
‘stand down’ level of activation. continue as required
• Participate in response debrief
• Medium term recovery • Functional lead agencies report to LRC/ LRG as required
commences. • Transition arrangements from ‘response and recovery’ to
‘recovery’ activated including handover from LDC to LRC
• LRG arrangements are
finalised. Community returns to • Action plans for five functions of recovery continue
normal activities with ongoing • Community information strategies continue
support as required.
Response Recovery • Recovery Group arrangements • Consolidate financial records • LRC and Recovery Group members resume standard
ALERT STAND DOWN are finalised • Reporting requirements finalised business arrangements
• Community returns to normal • Participate in recovery debrief • Communicate extended recovery arrangements as per the
activities with ongoing long Communications and Engagement Plan.
term recovery support provided • Participate in post event debrief
as required under pre-agreed • Post event review and evaluation
arrangements and processes. • Long term recovery arrangements transferred to functional
lead agencies
• Return to core business
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Section 8.6
Recovery Group The Local Recovery Group may be comprised of the following
members. Membership will be tailored relevant to each event.
Membership
Table 9: Noosa Local Recovery Group Membership
Recovery Group Position Organisation
Chair Deputy LDMG Chairperson - Councillor, Noosa Shire Council
Local Recovery Coordinator Director Community Services, Noosa Shire Council
Secretary Community Services Administration Officer
Core Members Coordinator Human-Social Subgroup – Community Development
Manager
Coordinator Infrastructure Subgroup – Project Manager Infrastructure
Delivery
Coordinator Economic Subgroup – Economic Development Manager
Coordinator Environment Subgroup – Environmental Services Manager
Communications – Community Engagement Manager
Volunteer Coordinator – Libraries & Galleries Manager
Supporting Members / Department of Communities, Housing & Digital Economy
Advisors
Department of State Development, Infrastructure, Local Government and
Planning
Department of Environment & Science
Department of Transport & Main Roads
Department of Energy & Public Works
Other representatives appointed on an as needs basis (e.g. community
representatives, business and industry representatives, etc.
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Section 8.7
Functional Lines
Depending on the nature of the disaster, one or will be invited to participate in the LDMG Recovery
more of these five functional lines of recovery Group which will consider all five functional lines of
may be the focus of recovery operations. The recovery when planning and undertaking recovery
responsible State Lead Agencies identified below operations:
of Recovery
Table 10: Queensland functional lines of recovery
Functional line of recovery Description State Lead Agency
Human and Social recovery Focuses on supporting the emotional, social, Department of
physical and psychological health and wellbeing of Communities,
individuals, families and communities following a Housing & Digital
disaster. Economy
Economic recovery Focuses on rectifying the direct and indirect impacts Department of
on the economy as a result of a disaster. State Development,
Infrastructure, Local
Government &
Planning
Building & Assets recovery Focuses on rectifying damage and disruption which Department of
inhibits the capacity of essential services and the Energy & Public
building sector, including housing, accommodation, Works
education and health facilities.
Environmental recovery Focuses on rectifying the impacts on the natural Department of
environment as a direct result of a disaster or through Environment &
a secondary impact or consequence. Science
Impacts to the environment may include damage
or loss of flora and fauna, poor air quality, reduced
water quality, accumulation of synthetic debris on
beaches, land degradation and contamination, as
well as cultural and built heritage listed place issues.
Roads and Transport recovery Focuses on rectifying the effects of a disaster on Department of
transport networks, including road, rail, aviation Transport & Main
and maritime normally result in difficulty accessing Roads
communities and disruption to critical supply chains
(both in and out of the impacted area). Restoration of
these networks, or the identification of alternatives, is
a priority in disaster recovery.
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Section 8.10
Recovery Subgroups Often a disaster will be of such a scale that all functions need
to be addressed to effect recovery. To assist with managing
capacity and resourcing issues and to reflect other areas of
infrastructure that Noosa Council is responsible for i.e., water,
wastewater, and waste, the Local Disaster Recovery Group
(LDRG) will likely organise itself with four Functional Recovery
Subgroups to address the five lines of recovery as follows:
• Human & Social
• Economic
• Infrastructure
• Environment and Waste
This structure is depicted in section 2.8 of this plan.
The need to establish one or all of the Subgroups is the
responsibility of the LDRG and will depend wholly upon the scale
of the event and the complexity of the recovery effort.
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Section 8.11
Proposed Recovery Membership will be determined in response to each event.
The table below is to be used as a guide to ensure the State
Subgroup Membership
government functional lead agencies for recovery as well as
relevant local government elected officials and officers and non-
governmental, business and community representatives are
considered as applicable to each event.
Table 11: Proposed recovery subgroup membership
Supporting Member Agencies (may be modified depending on disaster)
HUMAN-SOCIAL ECONOMIC ENVIRONMENT INFRASTRUCTURE
Chairperson Community Development Coordinator, Councillor / Officer Councillor / Officer Councillor / Officer
Noosa Council
State Government • DCDSS (Functional lead agency – not • DSDILGP (Functional lead agency) • DES (Functional lead agency) • DEPW (Functional lead agency)
represented in BAU) • DRDMW • DAF • DTMR (Functional lead agency)
• Queensland Treasury • DRDMW • DSDILGP
• DAF • QHealth • Department of Education
• DTIS • Department of Resources • DCHDE
• QRA • DSDSATSIP • QRA
• QRIDA • QRA
• DSDILGP
• DTMR
Non-government • Australian Red Cross • Insurance Council of Australia • Natural Resource Management bodies • Queensland Building and Construction
/ Business • GIVIT • Chamber of commerce • Environment and conservation organisations Commission
representatives • Lifeline • Primary producer groups • Wildlife and animal protection groups • Insurance Council of Australia
• Uniting Care • Industry representatives • Traditional owners • Utility owners/ operators
• St Vincent de Paul • Tourism Association • River Improvement Trusts • Private infrastructure
• Local community and welfare groups • Agforce • Rural and primary producers • Owners
• RSPCA (companion animals) • Queensland Farmers Federation • Water and waste service providers • Ergon
• Insurance Council of Australia • Telstra • Chemical and hazardous substance advisors. • Telstra
• Volunteering Queensland • Transport operators
• Pomona Community House
• Salvation Army
• The Hub Noosa Shire Council
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Section 8.12
National Principles The LDMG Recovery Groups will use the National Principles
for Disaster Recovery to guide recovery planning, approach,
decision-making and efforts. The principles are:
Table 12: National Principles for Disaster Recovery
Principle Definition
Understand the context Successful recovery is based on an understanding of the community
context, with each community having its own history, values and dynamics.
Recognise complexity Successful recovery is responsive to the complex and dynamic nature of
both emergencies and the community.
Use community-led approaches Successful recovery is locally led, community-centred, responsive and
flexible, engaging with community and supporting them to move forward.
Coordinate all activities Successful recovery requires a planned, coordinated and adaptive
approach, between community and partner agencies, based on continuing
assessment of impacts and needs.
Communicate effectively Successful recovery is built on effective communication between the
affected community and other partners.
Recognise and build capacity Successful recovery recognises, supports, and builds on individual,
community and organisational capacity and resilience.
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Section 8.13
Queensland The Queensland Recovery Plan – refer pg. 14-20 identifies the
role and responsibilities of the DDMG and numerous State
Government Roles
government stakeholders in recovery operations as follows:
and Responsibilities
• Queensland Disaster Management Committee (QDMC)
• Minister
• Leadership Board Sub-Committee (Recovery)
• State Recovery Policy & Planning Coordinator
• State Recovery Coordinator
• State Functional Recovery Groups
• Queensland Reconstruction Authority.
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Section 8.14
Recovery Phases The disaster recovery process can generally be categorised
into three phases (immediate, short-to-medium term recovery
and long-term recovery). The phases of recovery are depicted in
Figure 16 below.
Figure 16: Phases of recovery
An indication of likely activities being undertaken at each of the
three recovery stages is identified below.
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Section 8.14
Recovery Phases
8.14.1 Stage 1: Immediate recovery (post-impact relief and emergency)
Immediate recovery aims to address and support • Roads re-open
the immediate needs of individuals, businesses and • Psychological first aid, and personal support
the community affected by an event. This phase provided
of recovery is challenging as it often coincides • Consideration of Recovery Hubs
simultaneously with response operations. It is the • Consideration of managing spontaneous
period after a disaster when initial “relief” services volunteers and goods and services donations –
are offered to the affected community whilst the full refer Logistics Sub Plan.
recovery framework is established. It is also the period
when detailed recovery planning, including damage The transition from the response and short-term relief
and needs analysis is undertaken. operations to the next phase of recovery needs to
be carefully managed by the LDC and LRC working
The likely recovery activities conducted during this together. The transition will be characterised by the
phase include: approval of the Recovery Event Action Plan that will
be prepared in Guardian IMS for approval by the
• Impact and needs assessments commenced Chairperson of the LDMG Recovery Group.
• Provision of Evacuation Centres
• Provision of assistance to meet basic human The Community Liaison Role working in the LDCC also
needs supports short term relief and recovery – refer LDCC
• Restoration of power, water and communication Sub Plan.
commenced
• Emergency funding, shelter, clothing and food
distribution
8.14.2 Stage 2: Short-to-medium term recovery (re-establishment, rehabilitation and reconstruction)
This phase of recovery continues the coordinated • Roads repairs underway
process of supporting affected communities in • Supply chains are returning to normal
the reconstruction of physical infrastructure, re- • Schools reopen
establishment of the economy and rehabilitation of • Funding to support recovery identified
the environment. During this phase, support for the • Insurance assessments underway
emotional, social, and physical wellbeing of those • Community support mechanisms operational
affected continues. The recovery activities at this • Community development programs underway to
stage will assist the affected community to return to reunite community
a state of normality, although the community may • Environmental restoration and biosecurity
experience significant change resulting from the programs identified and underway
event. • Support for business is available
• Development of exit strategies.
The likely recovery activities conducted during this
phase include:
• Impact and needs assessments finalised
• Essential service repaired and restored
• Key transport routes are operational
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Section 8.14
Recovery Phases
8.14.3 Stage 3: Long-term recovery (restoration, rebuilding, reshaping and sustainability)
Long-term recovery is characterised by the ongoing The likely recovery activities conducted during this
restoration and rebuilding of physical infrastructure, phase include:
restoration of the economy and of the environment,
and reshaping to support sustainability of recovery • Assets are restored, improved and operational
measures in the longer term. During the transition • Rebuilding phase finalised
phase, specialist recovery workers leave affected • Longer term psycho-social support strategies
communities and systems start to wind down as for individuals, families and communities are
normal community development and business as established and operational
usual processes return. Long term recovery may last • Event anniversaries are acknowledged
many months and in some cases many years after appropriately
the event. • Key milestone achievements are acknowledged
and celebrated
• Exit strategies are implemented.
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Section 8.15
Monitoring & Evaluating The National Monitoring and Evaluation Framework for Disaster
Recovery Programs provides a consistent approach to evaluating
Framework
individual recovery programs for their effectiveness in achieving
desired outcomes and providing valuable learnings to improve
the design and delivery of subsequent programs.
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Section 8.16
Communications All public information released as part of recovery operations will
be managed in accordance with the LDMG public Information &
& Reporting
Warnings Sub Plan and Noosa Council’s media policy.
Internal reporting will take place as per Noosa Council’s standard
operating arrangements e.g. reports to Council.
Regular situational reporting will take place across Queensland’s
Disaster Management Arrangements throughout recovery
operations. The schedule of SITREP reporting will be determined
by the LDMG Recovery Group Chairperson in negotiation with the
District and State Recovery Groups. A Recovery SITREP template
is available in Guardian IMS.
Requests for resources will be escalated via the District Disaster
Management Group (DDMG). Refer to the Logistics Sub Plan.
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Section 8.17
Finance Financial management during recovery operations will be in
accordance with the LDMG Financial Management Sub Plan.
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Section 8.18
Event Specific The Queensland Reconstruction Authority have developed a
process to develop an event-specific Local Recovery Plan. The
Recovery Plan
methodology, action plan template and the ‘plan on a page’ Local
Recovery Plan template can be found here: https://www.qra.qld.
gov.au/recovery-hub/recovery-planning-templates
The LRC is responsible for working with the LDMG Recovery
Group (where activated) to develop the plan and then for
obtaining endorsement for the event-specific recovery plan from
the LDMG. If developed, an event-specific Recovery Plan should
be adopted by Noosa Shire Council.
Following adoption, the plan should be uploaded to the Council
website and promoted to the local community on a regular basis.
The LRC is responsible for working with the LDMG Recovery
Group (where activated) to develop the plan and then for
obtaining endorsement for the event-specific recovery plan from
the LDMG.
If developed, an event-specific Recovery Plan should be adopted
by Noosa Shire Council. Following adoption, the plan should
be uploaded to the Council website and promoted to the local
community on a regular basis.
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Section 8.19
Recovery Hubs Recovery Hubs are established to provide a range of services
to facilitate recovery including welfare, support, financial and
emotional recovery services. Recovery Hubs are typically
managed by the Department of Communities, Housing & Digital
Economy with support from the LDMG where necessary.
Recovery Hubs may be centralised or may need to be mobilised
and conducted in a ‘Pop Up’ fashion to suit the need of local
communities and the disaster.
Recovery Hub agencies will vary dependent on the type of event
and impacts experienced. Agencies may include but are not
limited to:
• Department of Communities, Housing & Digital Economy
• Noosa Council Community Development or Customer Service
Team Member
• Noosa Council Infrastructure Services team member
• Lifeline
• Red Cross
• Insurance Council of Australia
• Local Service providers
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