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2018-04-10 S&O Agenda - Attachment 1 to Item 4 - Local Disaster Recovery Subplan
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Services & Organisation Committee
10 April 2018 - Item 4
ATTACHMENT 1
Noosa Local Disaster
Management Plan
2018
RECOVERY SUBPLAN
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Section 2
Authorisation
The Noosa Recovery Subplan provides information and guidance to stakeholders on the
governance, planning and operational issues relating to disaster recovery for all hazards.
The Noosa Recovery Subplan is maintained by the Noosa Council on behalf of the Noosa
Local Disaster Management Group.
The Noosa Recovery Subplan is a subplan to the Noosa Local Disaster Management Plan. It
is prepared under the authority of the Noosa Local Disaster Management Group, in
accordance with section 30(b) of the Queensland Disaster Management Act, 2003.
The Noosa Recovery Subplan was endorsed and approved by the Noosa Local Disaster
Management Group on (date) 2018.
Acknowledgements
Portions of this document are wholly or partially derived from the Queensland Recovery Plan
2017.
© Noosa Council 2018
www.noosa.qld.gov.au
General Enquiries:
By telephone: (07) 5329 6500
By email: [email protected]
Fax: (07) 5329 6501
Street Address: 9 Pelican Street, TEWANTIN
Postal address: PO Box 141, TEWANTIN QLD 4565
Endorsed by Noosa Council [date to be inserted] or insert document date
Section 3
Table of Contents
1. Introduction .................................................................................................................... 3
1.1. Purpose .............................................................................................................. 3
1.2. Context ............................................................................................................... 3
1.3. Definitions .......................................................................................................... 3
1.4. Legislation .......................................................................................................... 4
1.5. Maintenance of the Recovery Subplan ............................................................... 4
1.6. Abbreviations...................................................................................................... 4
2. Foundations for Recovery ............................................................................................. 5
2.1. Community-led recovery ..................................................................................... 5
2.2. Four functions of recovery .................................................................................. 5
2.3. Principles for disaster recovery ........................................................................... 6
2.4. Re-establishing resiliency ................................................................................... 7
2.5. Post-disaster psychology .................................................................................... 7
2.6. Levels of recovery .............................................................................................. 8
2.7. Emergency Management Assurance Framework ............................................... 9
2.8. Queensland Disaster Management 2016 Strategic Policy Statement ............... 10
2.9. Monitoring and Evaluation Framework.............................................................. 10
3. Recovery Arrangements .............................................................................................. 11
3.1 Noosa Local Recovery Group ........................................................................... 11
3.2 District Recovery Group ................................................................................... 16
3.3 State recovery arrangements ........................................................................... 16
4. Planning and Preparing for Recovery ........................................................................ 18
4.1 Local recovery planning .................................................................................... 18
4.2 Pre-engagement with the community ............................................................... 18
4.3 Pre-engagement with potential advisory groups ............................................... 18
4.4 Training and exercising .................................................................................... 18
5. Recovery Operations ................................................................................................... 19
5.1 Disaster effects and reactions of communities .................................................. 19
5.2 Steps to recovery ............................................................................................. 20
5.3 Activation process and transition between levels .............................................. 21
6. Triggers for recovery activation and actions ............................................................. 22
6.1 Transitioning through phases of Recovery ........................................................ 24
6.2 Community needs analysis ............................................................................... 24
6.3 Establish recovery framework ........................................................................... 26
6.4 Recovery Operational Plan ............................................................................... 26
6.5 Action plans ...................................................................................................... 29
6.6 Community engagement strategies .................................................................. 30
6.7 Managing volunteers ........................................................................................ 31
6.8 Financial recovery ............................................................................................ 34
Noosa Local Disaster Recovery Subplan 2018 Page 1
Section 4
6.9 Other assistance .............................................................................................. 35
6.10 Debrief, review and evaluation ......................................................................... 36
7. Recovery Activities ...................................................................................................... 38
7.1 Human and social recovery .............................................................................. 39
7.2 Infrastructure recovery ...................................................................................... 48
7.3 Economic recovery ........................................................................................... 61
7.4 Environmental recovery .................................................................................... 69
Noosa Local Disaster Recovery Subplan 2018 Page 2
Section 5
1. Introduction
This Subplan describes the local interagency arrangements for managing recovery operations
following a disaster event. Recovery planning and operations must be sufficiently flexible to deal
with the needs of the impacted community, regardless of the nature of the disaster.
Recovery planning is integral to disaster preparedness. Planning for recovery operations will
commence well before a comprehensive assessment indicates a particular hazard is likely to
occur, creating exposures and risk that require response and recovery operations.
Capability and capacity planning are essential to ensure effective recovery operations.
1.1. Purpose
The Noosa Recovery Subplan (the Subplan) provides guidance and direction on the preparation
for and conduct of disaster operations in the Noosa Shire.
The Recovery Subplan aims to:
Ensure recovery operations are integrated and appropriate to the scale of the disaster event
Outline recovery requirements for operations, planning and arrangements at the local level
Detail the collaborative and coordinated approach to recovery across all functions of
recovery, all government stakeholders and whole of community
Describe the arrangements for transition from response to recovery
Articulate the roles and responsibilities of the Noosa Recovery Group and the Noosa
Recovery Coordinator
Enable optimum recovery outcomes for disaster-impacted communities
Clarify the roles and responsibilities of functional lead agencies in recovery
Promote the support and enhancement of resilience through recovery.
1.2. Context
The Noosa Recovery Subplan:
Is consistent with the Queensland Disaster Management Act, 2003, the Queensland Disaster
Management Plan and the Queensland Recovery Plan
Aligns with the Emergency Management Assurance Framework
Is a subplan to the Noosa Local Disaster Management Plan
Takes an all-hazards approach to disasters
Is the primary guidance instrument for disaster recovery in Noosa Shire to enable better
recovery outcomes for impacted communities.
1.3. Definitions
A Disaster is:
A serious disruption to a community, caused by the impact of an event, that requires a
significant coordinated response by the local government and other entities to help the
community recovery from the disruption.
Disaster recovery is:
The coordinated process of supporting disaster-affected communities including:
o their human and social needs (including people’s psychosocial and physical well-
being)
o reconstruction of physical infrastructure
Noosa Local Disaster Recovery Subplan 2018 Page 3
Section 6
o economic restoration; and
o environmental rehabilitation (including regeneration of the natural environment, and
the management of pollution and contamination).
Relief is:
Efforts to meet the immediate needs of persons affected by a disaster, to minimise further
loss through the provision of immediate shelter and basic human needs.
Resilience is:
A continuous process of learning from experience, reassessment and adaption. In the
disaster management context, resilience can be considered as a system’s or community’s
ability to rapidly accommodate and recovery from the impacts of hazards, restore essential
structures and desired functionality, and adapt to new circumstances.
Further definitions are articulated in the Queensland Disaster Management Act, 2003.
1.4. Legislation
Disaster recovery in Queensland is undertaken in accordance with the Queensland Disaster
Management Act, 2003 (the Act), Queensland Disaster Management Regulation, 2014 and the
Queensland Reconstruction Authority Act, 2011.
Section 4(a) of the Act states that “local governments should primarily be responsible for
managing events in their local government area and (d) district groups and the State Group
should provide local governments with appropriate resources and support to help the local
governments carry out disaster operations.”
1.5. Maintenance of the Recovery Subplan
The Recovery Subplan is maintained by the Local Recovery Coordinator. It is to be reviewed
annually or after activation of recovery processes following an event to ensure it remains current
and relevant. Any proposed changes to the Subplan are to be provided to the Local Recovery
Coordinator, Noosa Shire Council for approval by the Noosa Local Disaster Management Group
(LDMG).
1.6. Abbreviations
DDC District Disaster Coordinator
DDMG District Disaster Management Group
LDC Local Disaster Coordinator
LDMG Local Disaster Management Group
LRC Local Recovery Coordinator
LRG Local Recovery Group
SRC State Recovery Coordinator
SRG State Recovery Group
Noosa Local Disaster Recovery Subplan 2018 Page 4
Section 7
2. Foundations for Recovery The need for recovery may arise from a range of events, both natural and man-made. The Noosa Local Disaster Management Plan identifies 24 possible hazard events, the likelihood of their occurrence in Noosa Shire and an assessment of the consequence to the community. Following a disaster, the impact on individuals, families, groups and organisations will differ. Some may be directly impacted by the event through injury, death or loss of property while others may be evacuated, emotionally affected or financially affected through loss of employment or livelihood. The response to a disaster can involve multiple agencies and the community, working together at the local, district and state levels to deliver recovery outcomes. Impact assessments commence as soon as it is safe to do so during a disaster to identify individual and community needs. These assessments enable relief and recovery operations to be planned concurrently while response operations are underway. This reduces the gap between response and recovery operations, minimising further unnecessary impact on the community. 2.1. Community-led recovery Successful recovery is responsive and flexible, engages communities and empowers them to move forward. Community-led recovery: Centres on the community and encourages those affected by an event to actively participate in their own recovery Seeks to address the needs of all affected communities Allows individuals, families, businesses and communities to manage their own recovery, with the support of government and the community and private sectors Considers the values, culture and priorities of all affected communities Uses and develops community knowledge, leadership and resilience Recognises that communities may choose different paths to recovery and that communities recover at different paces Ensures the specific and changing needs of affected communities are met with flexible and adaptable policies, plans and services Builds strong partnerships between communities and those involved in the recovery process. Any event that requires significant recovery also provides opportunities to make communities more resilient for future events. Recovery should be viewed as an opportunity to enhance disaster resilience. Effective recovery requires a range of services operating in a coordinated and streamlined way. The integration of government agencies and government owned corporations, non-government organisations, industry groups, the private sector and whole-of-community is the foundation of recovery. 2.2. Four functions of recovery Effective recovery requires an integrated, multi-disciplinary approach. It commences with detailed needs analysis, consequence management, community engagement and planning then moves into service delivery. A coordinated effort by all agencies involved in the recovery process is necessary. It is a complex and potentially protracted process. To assist in managing complexity, recovery can be conceptually grouped into inter-related functions applicable in an all hazards environment: Human and social Infrastructure (transport, community and private, including housing) Economic Environment Noosa Local Disaster Recovery Subplan 2018 Page 5
Section 8
2.3. Principles for disaster recovery The following principles that guide the Noosa Recovery Subplan are based on the National Principles for Disaster Recovery detailed in the Australian Emergency Management Handbook 2 – Community Recovery and underpin recovery planning and operations in Queensland: Understanding the context Recognising complexity Using local, community-led approaches Ensuring coordination of all activities Employing effective communication Acknowledging and rebuilding capacity Identifying lessons and building resilience. 2.3.1 Understanding the context Recovery must be relevant to the communities affected. No two disaster events are the same and the context of each event needs to be taken into account when planning and implementing recovery programs and activities. Understanding the impacts and circumstances of each individual event in the broader context of the Noosa Shire is needed to ensure recovery effort meets the community need. 2.3.2 Recognising complexity Recovery is complex and dynamic. Information on disaster impact is usually limited at first and then becomes clearer as time passes. There are diverse and sometimes conflicting needs, wants and expectations within the community which may also change over time. As a result, priorities will shift and change. Recovery actions may require a variety of approaches and may leave long- term legacies. The four functions of recovery often overlap and the relationship, or balance, between them must be considered based on the context of the event and the community(ies) affected. This complexity must be recognised by those developing and implementing recovery programs and activities. 2.3.3 Using community-led approaches Recovery should be community-led which requires engaging with communities (listening and talking). It means empowering the community to be involved and enabling their participation in the recovery process. Communities who have no say in their recovery will take longer to recover. Building strong partnerships and involving community leaders in the recovery process will enable the delivery of recovery programs and activities that are embraced by the community. 2.3.4 Ensuring coordination of all activities Successful recovery requires a planned, coordinated and adaptive approach based on continuous assessment of impact and needs. It requires skilled and trusted leadership, clearly stated shared goals based on desired outcomes, good information gathering and planning processes, teamwork among all supporting agencies and community groups, and clear decision making and reporting structures. 2.3.5 Employing effective communication Effective communication is vital to achieve the above principles. It should be relevant, timely, clear, accurate, targeted, credible and consistent. Communications with the community must be two-way and input and feedback should be sought and considered. Information must be accessible to a variety of audiences in diverse situations using a variety of means. To ensure communications are effective and relevant an officer from Council’s community engagement team will be a member of the Local Disaster Recovery Group. Noosa Local Disaster Recovery Subplan 2018 Page 6
Section 9
2.3.6 Acknowledging and building capacity Successful recovery recognises, supports and builds on community, individual and organisational capacity. Recovery planners should assess gaps between existing and required capability and capacity. They should quickly identify and mobilise community skills and resources and acknowledge that existing resources may be stretched requiring additional resources to be mobilised. Recovery should consider how to sustain effort over anticipated recovery timeframes. Opportunities to share, transfer and develop knowledge, skills and training should be promoted. There should be a clear understanding of when and how to disengage. Disengagement should be well-planned and communicated. 2.4. Re-establishing resiliency One of the aims of recovery is to help re-establish individual’s and community resilience and to build community connections and assets that support this process as soon as possible. This means developing strategies with individuals, businesses and communities to help them prepare for possible events and including these arrangements in relevant plans. It means working with leaders and their networks to understand what can be improved after an event to increase individual and community resilience. Recovery provides an opportunity to rebuild the community back stronger and better. 2.5. Post-disaster psychology All emergencies cause a range of stressors on the individual resulting in a broad range of responses. Typically, these are ‘normal’ responses to an abnormal event that has touched the lives of an individual, a family or a community. It is important that those planning recovery and those implementing recovery services are aware of the psychological effects of disasters in order to better deliver recovery outcomes. Immediately following an emergency, people primarily seek practical assistance and reassurance in an emotionally supportive manner. The emotional impact of traumatic events is very real. Strong feelings may arise when the experience is talked about. Increased worry may interfere with day-to-day living and the experience may leave people shaken and worried about the future. However, most people return to their usual functioning level given time and the support of family and friends. It is important to note that individual responses will vary and that the cycle is not necessarily a single or linear one, but may alter, extend, diminish or re-occur at different times throughout the recovery process. Friends, family and local recovery support services can all assist in reducing the frustrations and amount of time people spend in the ‘trough of disillusionment’, or limit the depth of that trough. If disaster affected people understand the types of experiences and emotions they may experience throughout their recovery process, they can establish a stronger understanding that what they are experiencing is not unusual but is a fairly typical response to a post-disaster situation. Understanding this may also help people to more strongly understand the transient nature of these experiences and that they will get through and recover from a disaster. Refer to Section 5.1 Disaster effects and reactions of communities. Noosa Local Disaster Recovery Subplan 2018 Page 7
Section 10
2.6. Levels of recovery Recovery typically goes through three levels: Immediate / short-term (relief) Medium Long-term These levels are graphically depicted below. Note that the levels commence during response operations and conclude when normal community development processes are returned. The period of time for each level will differ depending upon the: Nature and scale of the disaster Differing inherent qualities and characteristics of the functions undergoing recovery Resilience of individuals, families and communities Timeliness of recovery operations Any subsequent disaster events occurring before the completion of the recovery level. 2.6.1 Immediate / short-term recovery (relief) Immediate / short-term recovery aims to address and support the immediate needs of individuals, businesses and the community affected by an event. It often occurs during disaster response operations and in the cross-over period when the LRG is becoming established. Immediately after an event there is a need to identify what the impact has been, and what needs to be done to ensure the safety of life and property, and return the community to normal. This includes providing services such as: Immediate provision of shelter, food, clothing and community services Restoration of affected utilities and communications Clearance of debris and other hazards resulting from an event. This level of recovery is challenging as it coincides with response operations. It is the period after a disaster when initial relief services are offered to the affected community and prior to the full recovery framework being established. It is also the period when detailed recovery planning, including needs analysis is undertaken. Noosa Local Disaster Recovery Subplan 2018 Page 8
Section 11
Relief services provided to the community may take many forms however the operation of Recovery Centres and Outreach Programs are the primary mechanisms to provide initial recovery (relief) services and to gather information to support needs analysis and planning for medium and long term recovery. The transition from the response and short-term relief operations to the next level of recovery must be carefully managed by the LDC and the LRC working together. When it occurs it will be based on a combination of the following criteria: The emergency is contained Search and rescue groups have ceased activity Public safety measures are in place and work effectively No further hazard or secondary event is likely in the near future Initial rehabilitation has commenced Damage to community infrastructure has been assessed and/or restoration has commenced Temporary accommodation and services have been provided (if required) Local organisations which can provide services and/or a hub for services have been identified and engaged Local community organisations and cultural groups and their leaders have been identified and engaged The LRG is established and preliminary recovery plans are in place. 2.6.2 Medium-term recovery Medium-term recovery continues the coordinated process of supporting affected communities in the reconstruction of physical infrastructure, restoration of the economy and the environment, and support for the emotional, social and physical wellbeing of those affected. The following recovery activities are conducted during this level: Ongoing needs analysis so that recovery can support the changing recovery needs of the community Recovery Action Plans are implemented and progress monitored and reported Continued and enhanced community participation in decision making Plans are continuously updated to reflect changing recovery needs and progress of recovery. The recovery activities of this level will assist the affected community to return to a state of normality although the community is likely to experience changes resulting from the event. 2.6.3 Long-term recovery Long-term recovery involves the ongoing transition from recovery to normal community life. During this stage, most recovery workers leave and systems start to wind down as normal business processes return. It is important that this reduction in recovery support is managed and that documented arrangements are in place locally to continue to address individual and community recovery needs. 2.7. Emergency Management Assurance Framework The four principles for effective disaster management, detailed in the Emergency Management Assurance Framework are fundamental to the establishment and continuous improvement of effective disaster recovery operations and planning: Leadership Public safety Partnership Performance. Noosa Local Disaster Recovery Subplan 2018 Page 9
Section 12
The Framework has established performance requirements for all entities involved in relief and
recovery and is the basis of assurance activities undertaken by the Office of the Inspector-
General Emergency Management.
The Noosa Recovery Subplan supports the achievement of the standard’s key outcomes
pertaining to planning (component 4), relief (component 13) and recovery (component 14).
2.8. Queensland Disaster Management 2016 Strategic Policy Statement
Recovery activities are also directed by the Queensland Disaster Management 2016 Strategic
Policy Statement and should:
Strive to safeguard people, property and the environment from disaster impacts
Empower and support local communities to manage disaster risks, respond to events and be
more resilient.
2.9. Monitoring and Evaluation Framework
The National Monitoring and Evaluation Framework for Disaster Recovery Programs (March
2016) provides a consistent approach to evaluating individual recovery programs for their
effectiveness in achieving desired outcomes. At the local level, monitoring and evaluating
outcomes from recovery will provide valuable learnings to improve the design and delivery of
subsequent disaster recovery programs.
Noosa Local Disaster Recovery Subplan 2018 Page 10
Section 13
3. Recovery Arrangements
Successful disaster recovery requires clear and robust governance arrangements. Noosa’s
disaster recovery arrangements align with those articulated in the Act and enable a collaborative
approach that brings together all agencies, stakeholders and resources for planning and
coordinating delivery of recovery functions.
Queensland’s disaster recovery arrangements reflect the priority given to the impacted
community and the lead role of the Local Disaster Management Group (LDMG) and the Local
Recovery Group (LRG).
3.1 Noosa Local Recovery Group3.1.1 Roles and responsibilities
The Noosa Local Disaster Management Group (LDMG) has responsibility for acting on behalf of
the community and leading recovery efforts in Noosa Shire. The LDMG will assess the need for
a coordinated, ongoing recovery operation during and/or at the conclusion of the Response
phase. This decision may be based on a range of factors taken into consideration including:
Scale of the disaster
Outstanding issues and impacts that require a coordinated multi-agency approach
Community connectedness is significantly disrupted
The community’s capability to recovery independently is overwhelmed
Ability of communities to return to their properties in the long-term
Reconstruction and/or other impacts such as contamination require a long-term recovery
plan.
Once the LDMG determines that a planned and coordinated recovery from a disaster event is
required, a LRG is established by the LDMG and the decision is recorded and local recovery
Noosa Local Disaster Recovery Subplan 2018 Page 11
Section 14
arrangements are activated. The LRG comprises key decision makers from Noosa Council, multiple agencies and the community to contribute to the recovery effort. The LRG will be chaired by the Deputy Chair of the LDMG and recovery operations will be coordinated by the Local Recovery Coordinator (LRC). The LRG will be supported in its efforts by relevant State and Australian Government agencies. Depending on the scale of the event and the complexity of the recovery effort, the LRG may establish up to four separate subgroups to address each of the four functions of recovery. The LRG will maintain a permanent core membership of Council officers to lead individual subgroups when they are established. When the LRG is activated the core group will be augmented by additional members representing the community, business and the State and Federal Governments. The number of subgroups, their terms of reference and their membership will be dependent on the type of event, the needs of the community and the scale of the recovery effort. Local advisory groups may be formed to ensure community participation in the recovery process and to assist Noosa Local Disaster Recovery Subplan 2018 Page 12
Section 15
the LRG and subgroups in determining community need and service delivery of recovery
programs and activities.
3.1.2 Terms of Reference for Local Recovery Group
Role
The role of the LRG is to coordinate the planning and implementation of recovery strategies
across the four functional groups.
Responsibilities
Assess the impact of the event and undertake a community needs analysis across the four
functions of recovery – economic, environmental, human and social, and infrastructure
Coordinate the whole-of-government and community recovery from disaster events
Identify and prioritise major areas of recovery
Establish subgroups as required to coordinate specialist knowledge and expertise
Develop and implement effective strategies for community participation and partnership in
the recovery process
Develop medium and long-term recovery policies and strategies
Develop and implement a Recovery Operational Plan
Coordinate the Action Plans developed by the subgroups
Identify and obtain required resources
Provide effective leadership to focus all necessary resources to achieve the most effective
and efficient recovery of affected communities
Monitor recovery programs and activities undertaken in the Noosa Shire
Provide regular public information about recovery progress
Develop a final report at the conclusion of recovery operations
Reporting
The LRG will provide advice and regular reports to the LDMG, the DDC and the State Recovery
Group.
Subgroups
Subgroups are to report regularly to the LRG:
Coordinator of each subgroup is to attend all meetings of the subgroup and will represent the
subgroup at meetings of the LRG
Subgroup is to meet as required at the discretion of the Chair of the subgroup
Subgroup agendas, minutes of meetings and action plans are to be copied to the Chair of the
LRG
3.1.3 Core membership of Local Recovery Group
Recovery Group Role Representative
Chair Deputy Chair Noosa Local Disaster Management Group
Local Recovery Coordinator Director Community Services
Coordinator Human / Social Community Development Manager
Functional Group
Environment Functional Group Environmental Services Manager
Economic Functional Group Economic Development Manager
Infrastructure Functional Group Project Manager Infrastructure Delivery
Media Liaison Community Engagement Manager
Volunteer Coordinator Libraries & Galleries Manager
Administration Support Community Services Administration Officer
Dept Communities, Disability Appointed in liaison with Sunshine Coast District Disaster
Services & Seniors Coordinator
Dept Environment & Science Appointed in liaison with Sunshine Coast District Disaster
Coordinator
Noosa Local Disaster Recovery Subplan 2018 Page 13
Section 16
Dept Transport & Main Roads Appointed in liaison with Sunshine Coast District Disaster
Coordinator
Tourism Noosa General Manager Tourism Noosa
Community Representatives Appointed on an as-needs basis
Business and Industry Appointed on an as-needs basis
Representatives
3.1.4 Local Recovery Coordinator
The Local Recovery Coordinator (LRC) is appointed as a function within the LDMG to ensure
recovery preparedness and to lead recovery operations. The person appointed as the LRC
cannot be the same person as the LDC or the LDCC Community Liaison Officer as disaster
operations and recovery planning need to occur simultaneously.
The Noosa Council has appointed the Director Community Services to be the Noosa Local
Recovery Coordinator.
The role of the LRC is to:
Maintain this Subplan
Develop community recovery preparedness
Ensure ongoing analysis of need is undertaken throughout the recovery effort to guide the
recovery effort
Work with the LRG, relevant agencies and the community to develop the specific aim,
objectives and strategies of the Recovery Operational Plan
Liaise with functional lead agency representatives to obtain required support for recovery
programs and activities
Manage the implementation of the Recovery Operational Plan and subgroup Action Plans
with the assistance of the LRG, subgroups, Sunshine Coast District Recovery Group and
State Recovery Group
report on the recovery effort to the Disaster District, and the State Recovery Coordinator as
well as the community
The LRC and the LDC should liaise regularly during disaster response operations. This will
ensure that disaster response operations support the recovery effort and recovery planners have
good situational awareness to ensure their planning is relevant to the community.
The LRC should be involved in disaster response planning and implementation in addition to the
role of leading the recovery effort. This duality of roles immediately after disaster impact is often
inevitable given the limited management resources available within the Noosa Council. While
the LRC may need to be involved in operational response matters from time to time, they should
focus on the recovery implications of such matters to ensure response supports the recovery
effort.
3.1.5 Functional subgroups
Up to four subgroups may be established to address each of the four functions of recovery in
Noosa Shire:
Human and Social Subgroup
Infrastructure Subgroup
Economic Subgroup
Environment Subgroup
Subgroups are “working groups” of the LRG and comprise the subject matter specialists relevant
to a particular function of recovery. They develop and oversee the implementation of the plans,
activities and programs related to their recovery function.
Noosa Local Disaster Recovery Subplan 2018 Page 14
Section 17
The formation of subgroups is at the discretion of the LRG based on the community recovery
needs analysis. The LRG may decide to merge two or more subgroups together for greater
effectiveness or efficiencies.
Membership of the subgroups shall comprise LRG core members augmented by State and
Australian Government agency representatives, industry bodies and community groups as
required and depending upon the scale of the event and recovery operations required.
Membership of each subgroup is dependent on the situation however a suggested membership
for each subgroup is provided in the subgroup’s terms of reference.
3.1.6 Lead agencies for the functional subgroups
Human and social – Department of Communities, Disability Services and Seniors
Infrastructure – Department Housing and Public Works (housing); Department Transport
and Main Roads (roads and transport)
Economic – Department of State Development
Environment – Department of Environment & Science
3.1.7 Local advisory groups
Local advisory groups may be stablished to enable members of the local community, including
people affected by the event and representatives from local organisations, to meet and to provide
input and guidance to the LRG and subgroups on such issues as community needs and service
delivery. The formation and composition of any local advisory group is at the discretion of the
LRG and is dependent on the needs of the community. Members may include:
Economic – chambers of commerce, progress associations, individual/major businesses
including primary producers and their representative bodies, suppliers and transport
operators
Environment – volunteer land care groups, major primary producers
Human and social – citizens undertaking material donations services, representatives from a
range of community organisations
Infrastructure – progress associations, individual businesses and construction companies,
community representatives from areas where works are to be undertaken
3.1.8 Meetings of the Local Disaster Recovery Group and subgroups
Outside times of disaster, the LRG shall meet a minimum of twice per annum, generally before
and after the summer season. Once activated by the LDMG, the LRG and subgroups should
meet regularly to perform their functions. Meetings of the LRG shall be at times and in places as
determined by the Chair of the LRG.
3.1.9 Records of meetings
The LRG and each subgroup will keep minutes of all meetings. In addition, the LRG is to develop
and maintain the event-specific Recovery Plan and subgroups are to develop and maintain action
plans relevant to their function. These will be the principle reference documents used by the
LRG and the subgroups in the performance and reporting of their functions.
Noosa Local Disaster Recovery Subplan 2018 Page 15
Section 18
3.1.10 Reporting
Regular reporting is required to ensure effective coordination and monitoring of progress and use
of resources.
Upon activation the LRG for Noosa shall report regularly to the LDMG. The LRC will negotiate
with the Sunshine Coast District Recovery Group (DRG) and the State Recovery Group (SRG)
to establish their reporting requirements.
Reporting by the subgroups to the LRG shall be at the discretion of the LRC after consultation
with the LRG and the Chairs of the subgroups.
Report formats may be negotiated, however the LRG is to provide regular updates on the
Recovery Operational Plan to Noosa Council, the DRG and SRG. Subgroups are to provide
regular updates on their Action Plans to the LRG. Reporting formats are to be primarily based
on these two documents. Additional information may be required by the District, the State
Recovery Coordinator or State Recovery Group.
3.2 District Recovery GroupThe principles for disaster recovery are realized by
ensuring that the entry point for recovery is at the local level. While DDMG’s will usually
stand down from response operations when recovery operations begin or shortly
thereafter DDMGs should ensure that recovery arrangements are prepared, planned
and implemented to support LDMGs in the District.
DDMGs should include representatives from each of the functional recovery lead agencies to
ensure that recovery operations and planning are included in overall disaster management
activities at the district level and to coordinate the provision of State recovery resources within
the District to the affected areas. These services should be coordinated through the LRC using
agreed service delivery arrangements.
DDMG members will often be asked to contribute to the recovery effort through participation on
the LRG or its subgroups as appropriate, though it should be noted that State agencies do not
require approval or permission from the DDC to assist or sit on the LRG subgroups. State
agencies are involved in the LRG as part of their normal business. The LRC can approach any
State agency for assistance.
Ongoing liaison between LRC, the DDC and the DDC’s Executive Officer on recovery matters is
necessary to ensure support from the State through the District is relevant and coordinated.
Reporting on the recovery effort should be provided to the District to assist in coordination and
district level planning.
3.3 State recovery arrangements
3.3.1 Queensland Disaster Management Committee
The Queensland Disaster Management Committee (QDMC) is chaired by the Premier and
governs recovery at a strategic level, with regular reporting on recovery progress from the
Minister responsible for recovery and reconstruction.
3.3.2 Leadership Board Sub Committee (Recovery)
The Leadership Board Sub Committee (Recovery) oversees the implementation of the
Queensland Recovery Plan and event specific disaster recovery plans and oversight on the
planning and implementation of the state’s whole of community recovery activities.
Noosa Local Disaster Recovery Subplan 2018 Page 16
Section 19
3.3.3 State Recovery Coordinator
The State Recovery Coordinator (SRC) is appointed by the Premier and coordinates the recovery
and reconstruction efforts of government and non-government agencies, provides strategic
advice on disaster operations and reports on progress of recovery operations. More than one
SRC may be appointed following severe and/or widespread disasters.
3.3.4 State Recovery Policy and Planning Coordinator
The Chief Executive Officer of the Queensland Reconstruction Authority is the State Recovery
Policy and Planning Coordinator to lead recovery planning, delivery of relief and immediate
recovery operations until the appointment of the SRC and oversees state level preparedness for
recovery operations.
3.3.5 Functional lead agencies
Under the Queensland Recovery Plan, key state government departments are defined as
functional lead agencies for the four functions of recovery. These functional lead agencies are
appointed to assist in the coordination of state level support to the local recovery effort.
Function Lead Agency (State and District Level)
Economic Department of State Development
Environmental Department of Environment & Science
Human and Social Department of Communities, Child Safety & Disability Services
Infrastructure Transportation infrastructure – Department of Transport &
Main Roads
Building infrastructure – Department of Housing & Public
Works
Energy infrastructure – Department of Energy & Water Supply
Water and sewerage infrastructure – Department of Energy &
Water Supply
Water entities – Unitywater
Telecommunications infrastructure – Telstra and other
telecommunications providers
NDRRA and SDRA Queensland Reconstruction Authority
coordination
Recovery coordination Queensland Reconstruction Authority
and monitoring
Noosa Local Disaster Recovery Subplan 2018 Page 17
Section 20
4. Planning and Preparing for Recovery 4.1 Local recovery planning Recovery at the local level requires local knowledge, skilled employees and community connectedness with communities being actively involved and consulted. Noosa Council, the LDMG and the LRG works with key local community organisations to plan and lead recovery; community representatives are at the centre of planning for a community-led approach for a successful recovery. Arrangements for recovery are at the local level and are established well before a disaster and are reflected in the Local Disaster Management Plan. The Local Plan is informed through a risk- based approach which has taken into account potential exposure to all known hazards. In the event of a disaster, the LDMG, through the LRG will develop a disaster specific local recovery plan to drive local recovery efforts. 4.2 Pre-engagement with the community Improving the community’s disaster resilience will shorten the time it takes for the community to recover. Noosa Council and the LDMG, in cooperation with State agencies such as Queensland Fire & Emergency Services and the Queensland Reconstruction Authority, undertake programmed community disaster resilience initiatives. Ongoing public information specifically about recovery is provided using normal community engagement media strategies. 4.3 Pre-engagement with potential advisory groups Contact with prospective members of local advisory groups can be undertaken to tell them of the possible formation of such groups and their possible involvement. Prior engagement with prospective members of advisory groups familiarises them with the Noosa recovery framework and provides an opportunity for network building. The Noosa LDMG will consider an ongoing program of pre-engagement with potential local advisory groups. 4.4 Training and exercising In accordance with section 16A(c) of the Act, it is a requirement that persons performing functions under this Act in relation to disaster operations are appropriately trained. The Queensland Disaster Management Training Framework outlines the recovery courses and training to be undertaken by key disaster management stakeholders to support the effective performance of each identified role within each phase of disaster management. Access to these courses is made through contact with the appropriate local Queensland Fire & Emergency Services (QFES), Emergency Management Coordinator. A recovery exercise is held as a component of the annual LDMG Local Disaster Coordination Centre exercise. Noosa Local Disaster Recovery Subplan 2018 Page 18
Section 21
5. Recovery Operations Community members are often the first responders during a disaster and take actions to save and protect themselves, their families, their communities and their property. In the majority of disasters, disaster-affected communities and local governments commence recovery processes while response operations are being conducted. The triggers and timings to tailor planned recovery operations for a specific event will vary between disasters. 5.1 Disaster effects and reactions of communities The reactions of individuals and the community to a disaster will vary depending on the scale and scope of the event, as well as their levels of disaster preparedness and resilience. Typically, the community will experience the following phases of reactions to a disaster which must be recognised and managed accordingly during recovery operations: Pre-disaster Phase: the amount of warning a community receives and the perceived threat varies depending on many factors, such as preparedness, resilience, social cohesion and level of trust in disaster management arrangements and service providers. Impact Phase: the scale and scope of the disaster influences the community’s reactions. The larger the event and extent of personal and community loss as a result of the disaster, the greater the psychosocial effects. Heroic Phase: this phase is characterised by high levels of self-sacrifice by survivors and emergency responders. Honeymoon Phase: usually occurs in the following weeks and months and is evidenced by a short-lived sense of optimism by the disaster survivors. Noosa Local Disaster Recovery Subplan 2018 Page 19
Section 22
Disillusionment Phase: as time progresses, survivors tend to progress through an inventory
process in which the limits of available disaster assistance are realised and they recognise the
reality of their situation. Triggers, such as the anniversary of the disaster, can initiate negative
emotions related to the disaster as survivors relive their experiences.
Reconstruction Phase: set-backs are experienced by survivors as they go through their grief
and feeling of loss, eventually readjusting to their new surrounding situations.
The cumulative nature of impacts from previous disasters must also be considered when
planning and delivering recovery activities.
5.2 Steps to recovery
Recovery is a progressive activity that involves many steps. The timeframes for each of these
steps is dictated by the situation:
Recovery Phase Actions and Tasks Remarks
Step
Ongoing under
the direction of
Undertake recovery preparedness including
Pre-event the LDMG, LRC
Pre-event phase training, exercises, network management, and
preparedness and core
community engagement.
members of the
LRG.
DISASTER EVENTT
LDMG resolves to form a LRG and appoints the
LRG Chair (usually the Deputy Chair of the Commence
LDMG) depending upon the impact of the event communication
and the primary recovery requirements. with
stakeholders.
Establishment of the LRG and identification of
possible stakeholders to be included on the Distribute
LRG. Situation Reports
(may be formal or
Build situational awareness within the LRG and informal)
agencies / organisations supporting recovery.
Recovery is
Work with response operations in the LDCC to represented in
influence operational decisions that have the decision
recovery implications; and to build situational making
awareness for recovery planning. processes for
Oversee and coordinate the ongoing provision of disaster
Post impact relief short term recovery (relief) services to impacted response.
and early recovery communities.
Activation (immediate - short- This is an
term) phase Undertake analyses of community need across iterative process
the four function groups of recovery and/or by and the analysis
sectors. Engage widely across the community will change over
to ensure analysis is comprehensive. time as
situational
Establish Recovery Framework. awareness
improves
Finalise membership of LRG to include
community and state agency representatives.
Establish subgroups and local advisory groups
as dictated by needs analysis.
Document and distribute a Recovery Operational
Plan. These steps are
often undertaken
Maintain plan throughout recovery process. concurrently.
Subgroups develop action plans for their
function.
Noosa Local Disaster Recovery Subplan 2018 Page 20
Section 23
Recovery Phase Actions and Tasks Remarks
Step
This process may
go for many
Continue to deliver recovery services as outlined weeks or months
in the Recovery Operational Plan and as (or years in
Continued Recovery and
detailed in subgroup action plans. extreme cases).
activation reconstruction
(medium to long Maintain and update the Recovery Operational The LRG must
term) recovery Plan and subgroup action plans as recovery strive to sustain
progresses. effort in
accordance with
priorities.
Must have
transitional
Staged Progressively close: arrangements in
withdrawal / Transition to long Local advisory groups place.
standing down term recovery
Close subgroups Suitable alternate
Close LRG process must be
Debrief/review/evaluation of the recovery effort. in place to
support long term
Submit final report on recovery to the LDMG recovery needs.
Update plans.
5.3 Activation process and transition between levels
The recovery process is activated in the same manner as disaster operations through four levels
of activation:
Alert
Lean Forward
Stand Up
Stand Down
The LRC is to be notified once the LDMG goes to Lean Forward, or in rapid onset events, when
the LDMG is activated to Stand Up. This is to ensure that the recovery framework can be
established based on the emerging and anticipated needs of the community. The LRG needs to
have a representative present at the LDCC intelligence cell (usually the LRC) when the initial
damage assessments are undertaken. This will assist the LRG in developing their Recovery
Plan. It also ensures that disaster operations consider the needs of recovery during the response
phase.
This diagram depicts the activation of recovery relative to response.
Noosa Local Disaster Recovery Subplan 2018 Page 21
Section 24
6. Triggers for recovery activation and
actions
The table below details the major recovery triggers, actions and communication requirements
applicable to each level of activation. Note that the levels of activation are aligned with the three
levels of recovery – short, medium and long term.
Triggers Actions Communications
Response
LRG inactive when
Watching brief by members Nil
LDMG is at Alert
Alert
LDMG ‘Lean LRG ‘Alert’ level. Whispir notification of Alert
Forward’ level of The LRC is briefed by the LDC distributed to LRG
activation. when the initial damage members.
Response Lean Forward
assessment functions are LDC maintains
undertaken during response communication with LRC
operations. This will assist the who in turn liaises with core
LRC in developing their recovery members of the LRG.
Recovery Alert
plan. Ad hoc reporting as
Core members of the LRG self- required by the LDC.
activate and commence to gain
situational awareness of the
event.
‘Stand Up’ of LDMG. LRG ‘Lean Forward’ level. Whispir notification of Lean
LDMG assesses DDC and SRG informed of Forward distributed to LRG
event impact and establishment of LDMG members.
decides to activate response commences. LRC and LRG members in
the LRG. LRC monitors response activities routine contact and
Recovery Lean Forward \ transition to Stand Up
Immediate Relief analyses hazard impact or monitoring email remotely.
arrangements are potential impact. LRG has an initial meeting
put in place. Relief and recovery planning for planning purposes.
commences through needs More regular reporting as
analysis and recovery required by the LRC and by
operational planning. the DDC and SRG.
LRC and subgroup structures Community engagement
finalised along with reporting and communication
requirements. strategy developed by
Deployments for immediate relief LRG.
may be commenced by recovery
functional agencies.
Response Stand Up
Completion of initial needs
analysis, finalisation of LRG and
subgroup membership and issue
of Recovery Operational Plan
signal readiness to move the
LRG to Stand Up and
commence medium term
recovery operations.
Noosa Local Disaster Recovery Subplan 2018 Page 22
Section 25
Triggers Actions Communications
Immediate relief LRG at Stand Up. Whispir notification of
arrangements Transition arrangements from Stand Up distributed to
continue. ‘response and relief’ to ‘medium LRG members.
Medium term term recovery’ undertaken LRG and subgroups meet
recovery including formal hand over from regularly.
commences. LDC to LRC. Community engagement
Response phase LRG activated to operate from and communication
moves to ‘Stand Noosa Council offices. strategy implemented.
Down’. DDC and SRG informed of the
activation level of the LRG and
transitional arrangements.
Deployments from functional
agencies continue to provide
immediate relief response.
Response Stand Down
Action plans developed
Recovery Stand Up
addressing the four functions of
recovery.
Participate in response debrief.
Action plans monitored and
acted on.
Regular reporting to the Noosa
LDMG the DDC and the SRG
continues.
LRG completes its LRG at Stand Down. Whispir notification/s as
tasks contained in LDMG, DDC and SRG informed LRG Stands Down.
the Operational of date for LRG to stand down. As action items in the
Plan. Financial records consolidate. recovery plan are
Recovery Stand Down
The community Reporting requirements finalised. completed LRG members
returns to normal Participate in recovery review and ultimately the LRC
activities with and assessment. resume standard business
ongoing long term Long term recovery arrangements.
recovery support arrangements transferred to LRG stands down.
provided as required functional lead agencies
under pre-agreed including Council.
arrangements and Return to core business
processes.
The LRG can be The LDMG or the Chair of the Chair of LRG seeks
reconvened after it LRG can reconvene the LRG if approval of LDMG to
has stood down from required. reconvene .
an event if new The LDMG is informed that the
issues come to light LRG will reconvene.
RECONVENE RECOVERY
e.g. identification of The reconvened LRG to consult
primary producers' with LRC for briefing and
hardship some handover
weeks after the
event
COMMITTEE
Noosa Local Disaster Recovery Subplan 2018 Page 23
Section 26
6.1 Transitioning through phases of Recovery The transition from response operations to recovery operations will be influenced by the nature of the disaster and therefore requires a degree of flexibility. The transition will be informed by the circumstances and determined by the chair of the LDMG. Transition will be guided by: Situation reports which evidence the de-escalation of response operations Status of response and immediate recovery/relief operations Impact and needs assessments Response and early recovery situations that may escalate Anticipated recovery issues and risks. 6.1.1 From immediate / short-term relief to medium level recovery The following tasks need to be completed before recovery moves from immediate / short-term to medium term: Community needs analysis across the four functions of recovery that define the community’s recovery needs and which establishes priorities for the recovery effort and the resources required. This needs analysis will continue to be updated through the recovery process. Membership of the Local Disaster Recovery Group is finalised, as are reporting requirements to the LDMG, the DDMG and the SRG. Subgroups are established as required and membership and terms of reference for each are confirmed. Recovery Operational Plan outlining the aim, objectives and strategies for the recovery effort is finalised. Community Engagement Strategy is finalised and detailed in the Recovery Operational Plan. Subgroup Action Plans are well developed and outline relevant recovery programs and activities. 6.1.2 Transitioning to long-term recovery Long-term recovery requires the State Government functional lead agencies, Noosa Council and the community to put in place systems and processes that ensure the ongoing provision of recovery support to those who need it after the departure of recovery workers from the disaster area. These arrangements should be included in the Recovery Operational Plan and subgroup Action Plans. 6.2 Community needs analysis Community need is the driver for all recovery operations. It is imperative that analysis of community need is undertaken and regularly reviewed to ensure recovery operations are correctly focused and resourced. The purpose of a community recovery needs analysis is to pull together information into a single, consolidated report. It should contain information on the physical impacts of a disaster, the economic value of the damages and losses, the human impacts as experienced by the affected population, and the resulting medium and long-term recovery needs and priorities. Needs analysis begins when the recovery process is first activated and continues through all levels of recovery. Stand down from recovery is possible only when all community needs have been met or where normal processes are in place to meet ongoing community recovery needs. Noosa Local Disaster Recovery Subplan 2018 Page 24
Section 27
Needs analysis is about assessing what has changed within a community from the normal
baseline and what programs and activities must be undertaken to assist the community to return
to normal. These assessments, from which the needs analysis is done, are generally
commenced during disaster response operations.
Community needs analysis underpins the development of the Recovery Operational Plan.
Ongoing needs analyses throughout the recovery process will inform the evolution of this plan
through the three levels of recovery (short – medium – long-term).
The LDC is responsible for ensuring that a rapid damage assessment and a preliminary
community needs analysis is undertaken prior to the establishment of the LRG. The LRC and
the LRG are responsible thereafter to ensure that ongoing needs analysis are undertaken to
inform the transition between the three levels of recovery. Community needs analysis relies on
the experience and local knowledge of the members of the LDMG, the LRG, subgroups and the
local advisory groups combining to identify all aspects of community need throughout the
recovery effort. Those undertaking needs analysis must have a sound situational awareness
emphasizing the need for early activation of recovery during the disaster response phase and
effective communications throughout recovery.
Impact assessments and rapid damage assessments undertaken to support disaster response
operations are a foundation of community needs analysis.
6.2.1 Format and process for community needs analysis
There is no prescribed format or process for the conduct of community needs analysis following
a disaster event as each function of recovery will need to apply specific processes to determine
need relevant to their function. For example, the process and considerations for an economic
needs analysis (economic impact assessment) will be significantly different to that undertaken in
the environment, infrastructure or the human and social functions of recovery. Each of them will
also be different to the others.
6.2.2 Undertaking needs analysis by sectors
Needs analysis may also be undertaken by community sectors. This table details the community
sectors that may be considered when undertaking community needs analysis using a sector-
based approach. The LRG may need to engage with representatives from these sectors when
undertaking needs analysis:
Health, Aged Care Education Industry & Retail Essential Services
Transport &
Sport & Recreation Retail & Business Communications
Distribution
Community
Rural Residential Urban Residential Energy
Services
Tourism and Individuals and Emergency
Primary Producers
Recreation Families Services
Environmental
Building Youth
Care
Selection of the correct people to the LRG and subgroups is important. Development of
appropriate local advisory groups with well thought-out and diverse representation from the
community will assist greatly in undertaking community needs analysis.
Noosa Local Disaster Recovery Subplan 2018 Page 25
Section 28
6.3 Establish recovery framework
The Chair of the LRG will likely need to augment the core membership of the Group to ensure
representation by those who will contribute resources and services to the recovery effort as
defined in the needs analysis. Such representatives should have appropriate authority within
their organisation to mobilise resources and services in support of recovery. Supporting
organisations that may assist in recovery are identified in the Terms of Reference for the LRG
and individual subgroups.
6.4 Recovery Operational Plan
The Recovery Operational Plan is a strategic level document developed during the Lean Forward
and Stand Up stages of recovery activation. It is prepared by the LRC with input from the LRG,
its subgroups and the community and is approved by the LDMG. It details the recovery:
Aim
Objectives
Strategies
to add address identified community needs across the four functional groups of recovery.
The LRG, subgroups and local advisory groups are responsible for assisting the LRC implement
the Recovery Operational Plan. Implementation is through action plans developed and
maintained by each subgroup.
The Recovery Operational Plan is a dynamic document that is reviewed and updated regularly
to reflect the changing circumstances as defined by ongoing community needs analysis. It should
be version controlled.
Recovery operational planning is similar to response operational planning in that it is a strategic
plan specific to the event and the recovery requirements identified during community needs
analysis. It is the primary mechanism used to ‘operationalise’ the recovery effort.
For ease of production, the Recovery Operational Plan may be developed and distributed in the
SMEAC format used for response operational plans.
An analysis of the current and projected situation to determine:
impact of the disaster across the four functional groups of recovery
and/or by sector
analysis of community needs across the four functions e.g. analysis of
Situation
the difference between the normal community baseline and the
current situation.
opportunities and challenges arising from the needs analysis
key timeframes relevant to recovery operations
What we have to do.
Mission (Aim & It includes the aim of the recovery effort and may include several
Objectives) objectives to be achieved. Objectives should be S.M.A.R.T e.g. Specific,
Measurable, Achievable, Relevant and contain a Timeframe.
A description of how we are going to undertake recovery across the four
pillars of recovery.
These are broad statements of intent that are amplified in subgroup action
Execution plans.
Detail the agencies who will contribute to the recovery effort and the
services they will need to offer.
Specify performance indicators.
Administration and How we intend to resource and administer the strategies above. Specify
Logistics extraordinary resourcing or logistics necessary.
Noosa Local Disaster Recovery Subplan 2018 Page 26
Section 29
Outline the recovery framework adopted for this event and detail
membership of the LRG, subgroups and local advisory groups.
Coordination
Outline communications strategy.
Communications
Specify reporting requirements for the LRG, subgroups and local advisory
groups.
The Recovery Operational Plan should be provided to all stakeholders involved in community
recovery including the Noosa Council, DDC, SRC and SRG. Copies may be provided to statutory
bodies established by the State, e.g. the Queensland Reconstruction Authority.
6.4.1 Example format of a Recovery Operational Plan
NOOSA LOCAL DISASTER RECOVERY GROUP
Recovery Operational Plan
1. EVENT NAME:
2. VERSION Number &
DATE / TIME (Plan
Effective):
3. SITUATION: (impact assessments and outcomes of community needs analysis)
General Background:
Human / Social
Infrastructure
Economic
Environment
4. RECOVERY MISSION (AIM. A single statement of purpose for the recovery operation. Should
encompass medium and long term view. Consider inclusion of improvement.)
5a. OBJECTIVES: (SMART: Specific, Measurable, Achievable, Relevant, Time-framed)
Objective:
Human and Objective:
Social
Objective:
Objective:
Objective:
Infrastructure
Objective:
Objective:
Objective:
Economic
Objective:
Noosa Local Disaster Recovery Subplan 2018 Page 27
Section 30
Objective:
Objective:
Environment
Objective:
5. EXECUTION: (provide general overview of intent for recovery operations across the four pillars of
recovery. Define major programs and activities for medium and long term recovery)
6. Execution Strategy Statements (specify strategies to be used to achieve each objective. Define
objectives as medium or long term. Include Key Performance Indicators for each strategy)
Objective
Number
Objective
Human/Social
Number
Objective
Number
Objective
Number
Objective
Infrastructure
Number
Objective
Number
Objective
Number
Objective
Economic
Number
Objective
Number
Objective
Number
Objective
Environment
Number
Objective
Number
7. ADMINISTRATION AND LOGISTICS (Resourcing)
Key Agencies involved:
Additional Resources:
Recovery Funding:
8. COORDINATION/COMMUNICATIONS (Management, Communication and Reporting)
Noosa Recovery Framework (provide details on)
LDRC
Membership of LRG
Subgroups
Local advisory groups
Recovery Centres/ One Stop Shops and/or Outreach Services
Community Engagement Strategies (scalable depending on size and nature of event)
Meeting and Reporting Requirements
Recovery Contact List (Appendix –in confidence-)
Noosa Local Disaster Recovery Subplan 2018 Page 28
Section 31
Prepared by: <Name> Plan Endorsed:
<Date/Time> <Name>
Local Recovery Coordinator
<Date/Time>
Attachments:
1. <add attachments as required>
Plan Distribution:
<enter distribution>
6.5 Action plans
Action plans are the primary tool used by subgroups to manage the recovery effort. They too are
a mechanism to operationalise the recovery effort. Action plans are the detailed plans developed,
maintained and implemented by individual recovery subgroups. Each subgroup’s action plan will
specify the programs, activities, agencies, resources and timeframes required in order to achieve
the objectives and strategies specified in the Recovery Operational Plan. Routine reporting by
the subgroup to the LRG on the progress of their action plans is required to ensure the overall
recovery effort is proceeding as planned.
6.5.1 Example format of an Action Plan
Action
Priority
Issue or Need to Lead Supporting Resources Time Supporting
(objective) Address Agency Organisations Required frame Information
Need
Noosa Local Disaster Recovery Subplan 2018 Page 29
Section 32
6.6 Community engagement strategies The LRC and the LRG must consider the community engagement strategies that will be needed to ensure the community is involved and effectively contributes to the recovery effort. The LRG should consider the stakeholders and how best to engage with them during the stages of recovery planning. Community engagement for recovery should use the community egagement processes as detailed in the Local Disaster Management Plan. They should be documented in the Recovery Operational Plan. Two specific strategies to engage with the community during recovery are: local advisory groups public forums or community meetings. 6.6.1 Local advisory groups Forming local advisory groups is often an effective way of involving the community in the recovery effort. These groups may be geographically based or they may be functionally based e.g. economic, environmental, infrastructure or human and social. The formation, composition and terms of reference of these local advisory groups will depend on the needs of the community and the willingness, and capacity, of the community to participate. They are formed at the discretion of the LRG and subgroups as required. Local advisory groups have no defined structure or governance arrangements. They may have a pre-defined membership or be ad-hoc in nature. They provide a mechanism to enable effective engagement with the community for planning and decision making. 6.6.2 Public forums and community meetings Public forums and/or community meetings may be called in order to listen to and talk with communities affected by the disaster. They are useful in the needs analysis process and should be undertaken throughout recovery to maintain public dialogue, resolve issues and to gauge recovery progress. Public forums are often specific to a particular function e.g. a public forum for businesses that are economically affected by the event or land owners affected by environmental issues arising from the disaster. Community meetings are usually geographically focused and often cover a broad suite of issues across the four functions of recovery. They are conducted at the discretion of the LRG and subgroups as required. Local advisory groups may augment public forums and community meetings. It is important that such meetings or forums are accessible, well promoted and involve community and business leaders who can disseminate information to and from the community. It can be valuable, where possible, to identify and utilise existing community events or activities where the community gathers rather than initiate an additional activity that the community may be hesitant to attend that is not a community environment that they feel comfortable with and trust. Noosa Local Disaster Recovery Subplan 2018 Page 30
Section 33
6.7 Managing volunteers Noosa Council will act as the managers of spontaneous volunteers within the Noosa area, within local capacity. The long-term recovery period in disaster situations presents volunteer management challenges that include maintaining the motivation of disaster response volunteers, developing strategies to mobilise new volunteers for the recovery period, and organising large- scale volunteer efforts for clean-up and rebuilding. 6.7.1 Noosa volunteer philosophy Recovery planning in Noosa recognises the role of volunteers in community recovery. Volunteering often emerges spontaneously within a community and coordination and support is required to maximise outcomes for both the volunteers and those that receive volunteer assistance. Volunteer coordination is a function of the Human and Social Subgroup. The Subgroup is responsible for promoting, coordinating and supporting the volunteer effort with the assistance of the other subgroups as required. The Subgroup will work closely with Volunteering Queensland and other volunteer organisations including not-for-profits to develop appropriate volunteering programs and supporting frameworks to assist the community where practicable. Volunteer management on the ground e.g. briefings, tasking, resource support, safety etc is to be undertaken by Council and/or non-profit organisations with the appropriate insurance, policies and procedures for effective and safe volunteer management. The LRG will monitor and report on volunteer effort within the community including providing public information on volunteer progress and outcomes. 6.7.2 Setting objectives for volunteer effort It is likely that a range of volunteer programs will be needed to address diverse needs in the community. For example, volunteers may assist in urban clean up, farm debris removal and fencing, environmental care projects, provision of psychosocial support, recovery event management, provision of specialised or technical work, or management of donated goods. Matching volunteer availability and skill and resources will be required across diverse functions that operate over different timeframes. For example, farm fence repair may be undertaken over months whereas clean up of community infrastructure will often need to be completed in the immediate aftermath of a disaster. It is important for the LRG and the subgroups to clearly define objectives for the volunteering effort to assist planning and to enable the matching of volunteers’ availability and skills with tasks on the ground. Volunteering programs, recruitment and management can then be undertaken to achieve those objectives. Objectives should be SMART i.e. Specific, Measurable, Achievable, Relevant and include a Time Frame. Volunteer objectives may be short, medium or long term. Long term volunteer objectives should be developed to ensure that volunteer effort can be managed to support the long term recovery of the community. A volunteer management plan should be developed and endorsed by the LRG. It should be updated regularly to reflect the changing volunteer environment. Noosa Local Disaster Recovery Subplan 2018 Page 31
Section 34
The LRC or the Volunteer Coordinator, on behalf of the LRC, may consider the following when planning and developing volunteer objectives and the programs to achieve them: Initial clean up (mud army) Farm clear and fence repair programs Pet foster care Wildlife care and treatment Donations management and closure of donation centres Psychosocial support Assistance in community recovery event management Environmental care Support to community organisations for rebuilding / repairs Support to businesses for rebuilding / repairs Creative fund raising for identified public appeals Technical or specialised work or advice Assistance in transport of goods and/or donations 6.7.3 Coordinating volunteer effort A Volunteer Coordinator may be required to assist the LRG in planning and implementing recovery volunteer programs and activities and the LRG should consider the need for such an appointment early in the recovery process. The appointment of a Volunteer Coordinator provides a central point of contact within the community for volunteer matters and enables volunteer effort to be closely coordinated, monitored and reported. If a Volunteer Coordinator is deemed necessary by the LRG, the LRC will liaise with the Noosa Council CEO to appoint a suitable council staff member to the role. It should be noted that such an appointment may need to be on a full-time basis during the initial planning and development of volunteer programs and activities. The workload of a Volunteer Coordinator is likely to decrease as longer term programs are established e.g. once the volunteering effort has settled into a routine. 6.7.4 Roles and responsibilities of Volunteer Coordinator Role To plan for, coordinate, monitor and report on volunteer effort to support community recovery on behalf of the Local Recovery Coordinator. Responsibilities Assist in the development and implementation and maintenance of the volunteer management plan endorsed by the LRC Assist in promotion of volunteering opportunities as defined in the volunteer management plan Maintain volunteer documentation and records Match offers of assistance to identified community recovery volunteer needs Work with Volunteering Queensland and other volunteer providers and registered non-profit organisations to ensure volunteers are identified, engaged, coordinated and managed effectively Provide public information on recovery volunteering needs, and the progress of recovery volunteering programs and activities Identify opportunities and implement strategies to recognise volunteers Report regularly to the Chair of the Human and Social Subgroup on the implementation of the volunteer management plan Noosa Local Disaster Recovery Subplan 2018 Page 32
Section 35
As a guide, the Volunteer Coordinator will be expected to report and provide advice on:
The community need for volunteers to support recovery (assisted by other subgroups)
Offers of assistance within the community and how effectively such offers are able to be
matched to community need
Availability of volunteers and strategies to overcome volunteering shortfalls
Resources required to support volunteers
6.7.5 Working with volunteer organisations
The Chair of the Human and Social Subgroup and/or the Volunteer Coordinator will work closely
with Volunteering Queensland and other volunteering bodies to develop relevant and achievable
recovery programs and activities. These bodies are critical to effective volunteer management
in Noosa Shire as they offer the mechanisms and protection needed to effectively use volunteers
in response and recovery. Volunteering Queensland is the primary body charged with volunteer
registration and referral in Queensland.
6.7.6 Recognising and supporting volunteers
While volunteers do not participate for the sole purpose of reward or recognition, it is important
to acknowledge and thank volunteers for their time and efforts. Recognising and celebrating
volunteers also supports ongoing participation and promotes volunteering in the community.
The LRG should consider ways to recognise volunteer effort throughout recovery. Often this is
best done through providing stories of volunteering in local media and on Council’s website and
Facebook page. Conducting functions, barbeques and local award ceremonies should be
considered and undertaken wherever practicable. Visits to volunteers in the workplace by
community leaders should be undertaken regularly to recognise volunteers.
6.7.7 Maintaining volunteer documentation and record-keeping
The Chair of the Human and Social Subgroup or the Volunteer Coordinator should maintain
documents and records relating to the volunteer effort. These may include but are not limited to:
Volunteer Management Plan including agreements between the LRC and individual volunteer
organisations
Community volunteer needs register that records the volunteer needs within the community
and enables the matching of need to offers of assistance
Community offers of assistance register that records offers of assistance from the community
and enables matching of offers to community volunteer need
Register of pet foster care providers and those who need such services to assist in ensuring
effective pet foster care services
Register of suitable non-profit organisations both locally and those offering services from
outside the local government area
Register of donation centres established by the community following a disaster to assist in
determining how these centres may be progressively closed down
Noosa Local Disaster Recovery Subplan 2018 Page 33
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6.8 Financial recovery 6.8.1 Natural Disaster Relief and Recovery Arrangements (NDRRA) The NDRRA is the Australian Government program intended to assist the recovery of communities whose social, financial and economic wellbeing has been severely affected by a natural disaster or terrorism event. These arrangements provide a cost sharing formula between the Queensland and Australian Governments on a range of pre-agreed relief and recovery measures. Further information on NDRRA is available from the Queensland Reconstruction Authority website: http://qldreconstruction.org.au/ndrra. 6.8.2 State Disaster Relief Arrangements (SDRA) The SDRA is an all hazards relief program that is 100% State funded and covers natural and non-natural disasters. The purpose of the SDRA is to address personal hardship and community response needs for disaster events where the NDRRA is not activated. 6.8.3 Federal Disaster Arrangements Disaster Recovery Payment (DRP) When a major disaster has had such a significant impact on individuals and families that assistance over and above the measures available under NDRRA is needed, the Australian Government may provide the Disaster Recovery Payment which is a one-off recovery payment. The DRP is a non-means tested payment of $1,000 for eligible adults and $400 for eligible children who have been adversely affected by a major disaster either in Australia or overseas. The DRP is administered by the Department of Human Services. Refer to www.disasterassist.gov.au website for further information. Disaster Recovery Allowance (DRA) The DRA is a short-term income support payment to assist individuals who can demonstrate their income has been affected as a direct result of a disaster. When available, the DRA assists employees, small business persons and farmers who experience a loss of income as a direct result of a disaster event. The DRA is administered by the Department of Human Services. Refer to www.disasterassist.gov.au website for further information. Noosa Local Disaster Recovery Subplan 2018 Page 34
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6.9 Other assistance 6.9.1 Donations and spontaneous volunteers Following disasters, it is often the case that offers of assistance such as financial, goods and services or volunteers to assist start to overwhelm the affected area. A large influx of donations or volunteers often results in problems such as: Stewardship Proper disbursement Disposal of goods that did not fit the needs of the affected community Storage issues Health issues relating to donated food Difficulty arranging effective means of donation transportation or delivery Inability to match offers of services with current needs. Goods - In order to assist with the management of donations to affected communities following a disaster event, the LRG will work with GIVIT, a not-for-profit organisation, to manage all donations of material items for the disaster. GIVIT will accept pledges of donations from individuals and businesses via its website at www.givit.org.au and then work with charity and front line services to access donated goods and services. Cash - Ultimately the best and most versatile way of helping disaster affected communities is through a cash donation to a reputable disaster relief agency. Previous experience has shown that it is best for a local government to avoid establishing an ‘in house’ collection of donated funds, such as a Mayor’s appeal fund. The effort required to effectively collect, manage, distribute and account for funds is onerous, especially when Council’s resources are already being fully utilised in other recovery activities. Volunteers – spontaneous volunteerism can be a valuable resource in recovery if properly managed. During the initial / short-term recovery phase, the LRG will appoint a Volunteer Coordinator to plan for, coordinate, monitor and report on volunteer efforts. All efforts will be made to show appreciation in the spirit in which offers of assistance are made, the LRG should work with the LDMG and disaster relief agencies in providing media releases on what is and what is not needed at a very early stage of response and/or recovery. All offers of assistance, donated goods and the management of volunteers shall be in accordance with the Queensland Policy for Offers of Assistance and the Queensland Offers of Assistance Guidelines. 6.9.2 Recovery centres and outreach services The Department of Communities, Disability Services and Seniors is responsible for the coordination of setting up recovery centres known as Recovery Hub and Outreach Coordination Centres (Recovery Hub). Recovery Hubs provide community members with access to a range of support services offered by government and non-government organisations. These outlets engage the maximum number of the affected population by providing a unified point of contact and support to people requiring assistance. Recovery Hubs are a useful two-way conduit of practical recovery, information and advice. They can also be a good means of assessing ‘health checks’ on the affected population. The Department of Communities may also provide outreach services to address the needs of those unable to attend Recovery Hubs. Outreach programs are usually based on teams of recovery workers provided by the Department of Communities who visit people in their homes and businesses to render assistance and determine needs. Noosa Local Disaster Recovery Subplan 2018 Page 35
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Outreach services are primarily designed to reach those isolated and will likely be a key strategy for the Noosa area. The LRG may need to assist the Department in providing support services for outreach teams e.g. accommodation, local knowledge, etc. 6.10 Debrief, review and evaluation A formal review and evaluation of the recovery effort should be undertaken at the conclusion of recovery operations. This is usually conducted on Stand Down and should be undertaken in accordance with the National Monitoring and Evalutation Framework for Disaster Recovery Programs and reported to Noosa Council and the LDMG. The primary method of undertaking review and evaluation is through the conduct of debriefs after the event. A debrief in this context is the gathering of relevant stakeholders to review, discuss and document the learnings from the event and the changes that need to be made to incorporate this learning. Evaluation can also be taken from assessing the status of action plans and needs analysis over time. Community input into the debrief, review and evaluation is also important to inform the reporting and look at improvements for future events. 6.10.1 Periodic debriefs Recovery can be a long process and debriefs may be undertaken at any time during the recovery process for any particular activity. Undertaking periodic debriefs will assist in capturing recommendations for improvement and may improve ongoing delivery of recovery services. The LRC, LRG and subgroups will determine the nature and extent of periodic debriefs during the recovery process as part of ongoing continuous improvement. For example, a debrief of those involved in facilitating a public forum or community meeting should be conducted following the activity to determine how to improve for the future. Periodic debriefs of individual recovery programs and activities are encouraged and should be promoted by the LRC, LRG and subgroups. 6.10.2 Final debrief At the conclusion of recovery operations formal review and evaluation processes should be undertaken of the entire recovery effort. The most effective way of undertaking this overall review is through a series of debriefs of local advisory groups, subgroups and the LRG upon Stand Down. Such debriefs should be conducted as close to the conclusion of recovery operations as possible. Usually debriefs are conducted from the bottom up, meaning that subordinate entities debrief first and their findings are included in the debrief of the next higher group. On this basis, debriefs should, where possible, be conducted in the following priority order: 1. Local advisory groups 2. Functional subgroups 3. Local Disaster Recovery Group. Noosa Local Disaster Recovery Subplan 2018 Page 36
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6.10.3 Debrief framework Debriefs should be conducted using an agreed framework to ensure all aspects are adequately covered. All participants must understand and adhere to this framework in order to effectively contribute to the review and evaluation process. The debrief framework for review and evaluation of Noosa recovery operations is based on responding to three primary questions: 1. What did we do well? (sustain) 2. What did we do well but needs improvement? (improve) 3. What were the gaps and how do we fix them for next time? (develop) This broad framework can be expanded depending on the nature of the debrief. For example, the debrief of the LRG and subgroups may examine each of these broad questions against the major steps of the recovery process. A more flexible debrief framework may be needed for local advisory groups. 6.10.4 Debrief reports Individual debriefs are to be documented using the framework applied to that debrief and provided to the next higher level group in a reasonable timeframe after the event. The final review and evaluation report from the LRG is to be provided to the LDMG, DDMG and the State Recovery Group no later than three (3) months after Stand Down from recovery operations. Noosa Local Disaster Recovery Subplan 2018 Page 37
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7. Recovery Activities This section provides guidance on how to conduct recovery operations. It draws from material provided in the Australian Institute for Disaster Resilience Handbook 2 Community Recovery (2011) which offers current best practice guidance on recovery. It should be noted that recovery is essentially a creative endeavour aimed at addressing and resolving problems and issues to achieve defined objectives. Each disaster is essentially different and the recovery activities undertaken for each disaster event will often be unique to that event. This section is divided into the four functional groups of disaster recovery - economic, environment, human and social, infrastructure, and their subgroups and provides typical methodologies and considerations for recovery. It is not exhaustive and the LRG and subgroups must recognise that a range of methodologies and considerations may be applicable to any particular event. The LRG and subgroups should strive to manage recovery operations using the recovery project cycle: Noosa Local Disaster Recovery Subplan 2018 Page 38
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7.1 Human and social recovery Human and social recovery often begins spontaneously within a community and it is the role of the Human and Social Subgroup to provide structure and resources to support, integrate and coordinate these spontaneous efforts. In Noosa, human and social recovery activities are coordinated through the Community Welfare Sub Committee which meets regularly and has a broad based membership. This section outlines the range of social recovery activities and services that address aspects of safety, health and psychosocial wellbeing. 7.1.1 Principles of effective human and social recovery There are five empirically supported principles to guide intervention efforts in the early to mid- term stages post-disaster: 1. Promoting a sense of safety 2. Calming – providing reassurance, strategies to reduce worry, fear and distress 3. Enhancing ‘self-efficacy’ and ‘community-efficacy’ – giving people a sense of control over positive outcomes 4. Promoting connectedness, encouraging support networks, helping people to feel part of their community 5. Instilling a sense of hope and optimism for the future Effective recovery is strongly influenced by very practical issues such as the availability of food, housing, jobs and financial security. As a general rule, the more the community can be supported to rebuild the social and physical infrastructure, to return to their jobs and schools, and to regain financial stability, the greater the benefit for their wellbeing and recovery process. The following seven indicators of social wellbeing may be used by the Community Welfare Sub Committee: 1. Wealth 2. Employment 3. Amenity 4. Health 5. Social issues 6. Social belonging 7. Recreation and leisure As a guide, the Community Welfare Sub Committee should strive to: Provide timely and accurate information Reconnect people with their families, friends and community networks Empower people to manage their own recovery and to access practical assistance Provide engagement and emotional support at individual, family and community levels 7.1.2 Categories of human and social recovery Safety and security Loss of life, injury, loss of shelter and threats to safety as a result of a disaster all impact on an individual’s and/or a community’s sense of safety and security. Social order and strong governance provide the sense of safety that people require to reduce their anxiety about the future. Disaster affected people will need timely information about safety, protection issues and mitigation actions to address emerging safety and wellbeing issues. Noosa Local Disaster Recovery Subplan 2018 Page 39
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Shelter A paramount concern for displaced people is to have safe, alternative accommodation when their homes have been damaged, destroyed or are inaccessible due to contamination or ongoing hazard threats. Ensuring displaced households and individuals have appropriate shelter is a key to ensuring their safety and commencing their recovery. Accommodation arrangements may range from short term to long term. Further information on building matters is provided in the section on infrastructure recovery. The Community Welfare Sub Committee should: Keep accurate and up-to-date records of where people relocate and their contact details Organise emergency accommodation in conjunction with local agencies Preferably arrange for transitional or longer-term accommodation on or hear home sites of those people whose own homes are not habitable If people need transport, consider how this may occur Ensure privacy is respected and maintained at all times Establish a referral mechanism for psychosocial support Emergency and short-term accommodation is considered to be that provided in evacuation centres during the response phase of disaster management. However, it may include the use of hotels, motels, caravan parks, private houses including family and friends. It will usually be provided only for a few days during the impact and immediate aftermath of an event. Arrangements to meet people’s emergency or short-term accommodation needs are managed by the LDCC’s Community Support Officer and the LDC. When people need longer term accommodation following a disaster these needs will be managed by the LRC and the LRG. The Community Welfare Sub Committee should work closely with the Department of Housing and Public Works and the community to develop and implement appropriate inter/medium-term accommodation to suit the needs of those displaced. Use of any of the following should be considered: Rental properties on the market Existing caravan park accommodation Tourism accommodation providers, particularly those who cater for longer term stays Transport of demountable buildings to designated locations Community billeting using the resources offered by the community Locations for temporary accommodation will vary considerably for each person and family. Temporary accommodation solutions should be tailored to meet people’s needs as far as is practicable. Considerations for interim/medium-term accommodation include ensuring equity, adequate safety and security as well as access to services such as: Water and waste management, power and communications Health Transport Schools and work Social services including social networks and support organisations Health Health is a state of physical, mental and social wellbeing and not merely the absence of disease and infirmity. Queensland Health is the primary responsible agency for the provision of health care services to the community and should have effective representation on the Community Welfare Sub Committee, in consultation with the Health Services Subgroup and in accordance with the Health Services Subplan. Public health services are provided by both Queensland Health and Noosa Council and play a key role in recovery to reduce adverse public health affects after a disaster: Noosa Local Disaster Recovery Subplan 2018 Page 40
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Managing communicable disease issues – surveillance and review of morbidity that may be
occurring in the community and subsequent implementation of interventions such as vaccine
programs if, for example, there is an increase in diagnosis of influenza or hepatitis A
Health protection, environmental health and air quality, food and water inspections and
advice e.g. advice to boil water, water tank quality, disposal of spoilt food, review of food
preparation procedures in evacuation centres, etc
Inspections and review of sewerage and other contamination issues that may impact on the
health of the community
Health promotion activities such as information and advice about heat stress, clean-up health
hazards such as mould and asbestos, and other activities that aim to enhance self-care and
prevention of later hazards in recovery
Psychosocial support, including individual and community activities and services
Psychosocial impacts can be very broad and may be a result of how a disaster affects peoples’
emotional, spiritual, financial, cultural, psychological and social needs as part of a community.
Disaster affected people often receive the majority of their support from their families, friends,
colleagues and community organisations. In addition, social recovery is enhanced through the
provision of adequate food, water and shelter and the return of services such as transport,
communication, power and health.
Psychosocial support builds on these measures by providing a variety of services that range from
supporting individuals and households to communities through community development activities
and projects.
Psychosocial support to individuals and households includes psychological first aid and personal
support services.
Community development activities and projects are often low cost, simple activities that provide
the foundation for the establishment of a meaningful recovery program. They are focused on
providing assistance in re-establishing social connections and functionality through group and
community activities. Examples include:
Neighbourhood barbeques
Street meetings
School activities
Community recovery planning
Spiritual and sporting events
Ceremonies and remembrance activities
Virtual forums
Impromptu displays such as photographs or artwork depicting the event and/or the
community’s recovery
Psychological first aid is a key component of psychosocial support and provides a set of skills to
underpin the effective provision of psychosocial support services. It is an evidence-informed
approach based on common-sense principles of support to promote normal recovery and
includes helping people to feel safe, connected to others, calm and hopeful and facilitating access
to physical, emotional and social support; and enabling people to be able to help themselves.
The goals of psychological first aid are to:
Reduce stress
Assist with current needs
Promote adaptive functioning
Get people through periods of high arousal and uncertainty
Set people up to be able to naturally recovery from an event
Assist early screening for people needing further or specialised help
Reduce subsequent post-traumatic stress disorder
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Community leaders and other key members of the community can be trained in the principles and delivery of psychological first aid to ensure that an appropriate response is immediately available within the community and to allow community members to work alongside emergency support workers to manage community needs. Under the current Queensland State Disaster Management Plan, Lifeline Community Care Queensland is a key agency involved in the community recovery process and has been delegated the lead agency in the provision of psychological first aid following a disaster event. 7.1.3 Personal support services The term, personal support services, refers to the specific role within the social recovery workforce, which provides a diverse range of practical assistance coupled with physiological first aid for the immediate and early recovery needs of individuals, families or groups of disaster affected people. Personal support services can be provided by a wide range of personnel from government and non-government agencies and local communities. These personnel can be employees, trained volunteers or trained local community members who have the capacity and interpersonal skills to support people in distress. These personnel do not provide counselling or psychological services but should be able to recognise people with these needs and refer them to the appropriate service providers. These services are primarily provided and coordinated by the Department of Communities and are evident in services such as evacuation and recovery hubs and outreach programs. Practical assistance as a component of personal support services Personal support personnel and key recovery agencies can provide, or ensure access to, a wide range of practical assistance. Practical assistance is usually available through evacuation and recovery hubs and through outreach programs and can include: Information about what has happened, services available and plans that are in place Access to available communication such as telephone, satellite services, free internet access Comfort and reception Referral to other agencies Reassurance and security Material aid (food, water, toiletries, hygiene kits, bedding, clothing) Time away for families (respite) Reassurance and security Child minding Child and aged care services Transport Advocacy, legal aid, insurance Pet care and foster care services Support with clean-up Meetings and forums Assistance with funeral arrangements Medication and medical care Locating relatives and loved ones Designing individual and household psychosocial support programs Several issues need to be taken into account when designing and delivering personal support services: The majority of people affected by the disaster will not be used to using welfare or social services and may find it difficult to approach, access or fully utilise emergency relief and recovery services Some people may need specialist support that is not readily available or may require a complex mix of services to meet their needs Noosa Local Disaster Recovery Subplan 2018 Page 42
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In identifying the need for individualised support services, recovery planning needs to
consider the impact the event has had on local service providers. There may be a need to
develop strategies to augment the availability of local community services to meet a surge in
demand
Individualised support programs can graduate in intensity from self-accessed information to
coordinated service delivery and case management approaches
To be successful, delivery of individual and household psychosocial support programs should
be:
Simple and easy to understand
Consistent
Accessible
Seamless
Have a single point of contact
7.1.4 Community development activities and programs
To address the important recovery issues of family and community interaction, the organisation
of social activities has proven very effective. Neighbourhood barbeques and local social events
that make use of the arts, music, theatre or sporting activities all provide opportunities for people
to mix, tell their accounts of events and work cooperatively to plan future events. Practical
activities such as fence building or weed clearing can also include a social component and may
be attractive to people who would not necessarily attend a ‘social’ event.
Community development programs can be managed by Noosa Council, local community
organisations or the Department of Communities. The decision about the management of these
programs is often related to local presence, community trust and capacity to manage.
Men and women
It is widely recognised that men and women have different needs and human and social recovery
activities and programs may need to be categorised by gender. This is particularly important for
males who may find it difficult to acknowledge problems, to ask for assistance and to make use
of naturally occurring support networks. Examples of types of social recovery networks for men
may include:
Men’s sheds, which encourage men to work on projects that will have real and practical
benefits for themselves and the community and at the same time, provide opportunities to
talk over their issues with others, seek advice and give help
Tool libraries which are a practical and tangible way for men to receive assistance with tools
that may have been lost or damaged as a result of the disaster
Locally organised events relevant to the men in an area affected by an emergency such as
sporting and leisure activities and other outdoor pursuits
For many women, sharing their experiences is one of the most important aspects of their personal
recovery. Programs that focus on ways in which women can interact, learn and share
experiences are vital and may include:
Local women’s organisations and networks
Locally organised events relevant to the women in an area affected by the disaster such as
pampering weekends, gardening groups or women’s health information sessions
Support groups that facilitate the sharing of stories and experiences
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Children and young people The additional needs of children and youth need to be considered by the Community Welfare Sub Committee. Considerations include: Recognition that children and youth are uniquely vulnerable following an emergency event and require targeted and specialised support Children are not little adults and should not be managed in the same way as adult population There is no one size fits all approach to recovery for children and youth and recovery plans must consider the developmental stage of those affected The importance of family and community support in helping children and young people overcome the impact of their experiences cannot be overstated. Parent information sessions that provide advice and information to parents on ways to support their children may be beneficial. Local schools are key community organisations that can provide support to the younger members of the community. Engaging with schools and education facilities to gauge the level of impact on the young people in a community and involving them in development of plans and activities will assist in ensuring young people are cared for after a disaster. The Community Welfare Sub Committee should consider providing information to school and childcare centres perhaps through newsletters that explain the activities and support that are available to young people and children. While schools are an important conduit to reach young people and children, consideration must be given to supporting young people after school or during school holidays or closures. Holiday programs and mobile playgrounds may be useful to provide suitable activities to children and young people. Aged Members of the aged community can be incredibly resilient but in other cases are particularly vulnerable during a disaster. Their life experiences include events such as wars, the Depression, bushfires, floods and droughts, which demanded great self-reliant resources, gave them the strength to deal with unusual circumstances. People who are older, however, may be isolated, frail, suffering from chronic illness or dependent on others for transport, meals and self-care. Some older people may have lived in the community all their lives and suddenly be put in a position of needing to relocate, in addition to losing a lifetime of memorabilia and familiarity. The Community Welfare Sub Committee needs to quickly establish who these people are and where they are located in the community and link them into aged care services that can help them re-establish a sense of safety and security as quickly as possible. In the same way that children and youth may be brought together to help them talk about and process their experiences of the disaster, it may be helpful to organise groups of aged people to get together and share stories and information. Culturally and linguistically diverse communities Non-English speaking people may be especially vulnerable to prolonged impacts following a disaster by virtue of their inability to communicate well with emergency and relief workers, and their difficulty in accessing information that helps them to make sense of the event and its aftermath. Different cultures approach and react to disasters in different ways. This can potentially cause tensions in the broader community if these reactions are not understood by others. It may mean that minority groups in the community can feel left out, marginalised and misunderstood if they do not understand or cannot relate to the recovery processes put in place by the government and other organisations. They may also feel unable to express and manage their grief or distress in their usual ways. Noosa Local Disaster Recovery Subplan 2018 Page 44
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The Community Welfare Sub Committee should be aware of the different cultural groups in their
communities and should ensure that appropriate recovery services are made available to meet
their needs. However, it is also important to be cognisant that many of these communities
demonstrate great resilience because they often possess a range of experiences and skills in
dealing with emergencies.
Support for the bereaved
People who are bereaved are an example of a vulnerable group that needs specialised support
and attention. The bereaved group will include surviving family members who directly
experienced the emergency event and family members who did not, so plans need to be made
to identify extended family members who may not be local to the community of impact.
Counselling services should be identified to assist with grief and bereaved communities. The
Community Welfare Sub Committee should maintain close liaison with the police and the
Coroner’s Office to ensure clear communication about support services is available to bereaved
groups.
Bereavement services are led by the Department of Communities, Child Safety and Disability
Services. Services may include:
One-on-one and family counselling
Bereavement support groups
Delivery of an annual commemorative event, including consultation and input from the
bereaved community
People temporarily separated from or have lost, their companion animals
Companion animals can help people to maintain their social, emotional and physical wellbeing.
Companion animals are significant partners in many people’s lives. Increasingly, research shows
that companion animals can also contribute to the recovery and maintenance of both physical
and mental health. The Community Welfare Sub Committee should:
Recognise that restoring animal – owner links in the aftermath of evacuation is an important
aspect of social recovery and return to normalcy
Recognise that the grief from loss of companion animals can be as equally powerful for some
people as other losses, and this should be recognised in access to services and
remembrance activities
Work with animal welfare agencies, e.g. the RSPCA, and take the opportunity to use
volunteer support to provide services related to animal welfare
In addition, the loss of stock and native animals can cause distress in both children and adults.
Arrangements for the care of stock and native animals should be provided for an information on
them given to the community.
Cultural and spiritual factors
The Community Welfare Sub Committee should be aware of and respect the cultural and spiritual
world views that shape many communities’ views of the disaster.
Cultural and spiritual symbols and rituals can provide an essential dimension to the community
recovery process. Rituals and symbols provide something that is familiar and comforting in times
of uncertainty and change. Commemorative events and memorials can assist the community to
interpret and share their emotions and collectively make sense of the disaster, e.g. spontaneous
floral tributes at or close to the sites of a disaster and probably beginning in the immediate
aftermath.
The Community Welfare Sub Committee should note that these symbols may be identified pre
or post-disaster. If these are recognised, supported and coordinated as part of the recovery
process, which is owned by the community, they will provide the focus for cultural and spiritual
activities.
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Remembrance activities must recognise that all people are affected and have equal rights to participate in planning commemorative events or permanent memorials. Memorialisation has traditionally honoured a society’s dead so there is a tendency to focus upon the bereaved. The Community Welfare Sub Committee should facilitate processes that are sensitive to the wishes of the bereaved but that are inclusive of all people affected by the disaster. These activities assist in the long-term integration of the emergency or disaster into the history of the community. Often these activities can be conducted on anniversaries or other significant community occasions. 7.1.5 Additional support for Community Development Officers In some circumstances it may be necessary to provide additional resources to support the community development component of the recovery process. In particular, the employment of one or more community development workers may be necessary to facilitate a range of activities which will enhance the recovery of individuals and the broader community affected by any given event. Funding for Community Development Officers will vary however they may be funded as part of a Community Recovery Package under NDRRA funding. The Human and Social Recovery Subgroup should consider the need for one or more community development officers and prepare funding submissions and business cases to the LRG to enable advocacy for appropriate funding. 7.1.6 Checklist for Human and Social recovery Components Safety, security and shelter Health Psychosocial wellbeing Partners and stakeholders Affected communities Response agencies State and Australian Government agencies Non-government organisations Local government Health authorities, doctors, community health Representatives of sectors or groups – ethnic, rural, social and sporting clubs Media Immediate / short-term (relief) Conduct immediate needs assessment: How many affected Mortality and injury Potential for psychological / emotional trauma Displacement Loss of property Loss of pets or companion animals Isolation Individuals or groups with special needs Noosa Local Disaster Recovery Subplan 2018 Page 46
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Prioritise needs for affected community and for recovery operations: Safety Water and food Psychological first aid Emergency accommodation Personal needs Reuniting families Material and financial Transport Health and medical Communication Information Community meeting spaces and connectivity Culturally specific needs Medium term recovery Conduct medium-term recovery needs assessment: Psychosocial support Temporary accommodation Material and financial support Health and medical Communication Information Assistance with recovery processes e.g. grants, insurance, clean-up Community meeting spaces and connectivity Culturally specific needs If required, implement outreach programs Ensure that displaced persons are connected and able to re-engage with their ‘home’ communities Provide psychosocial support mechanisms Provide support and resources to enable people to access services, including interpreters to cater for cultural and linguistic diversity, resources for people with mobility, vision and hearing impairment and for people with a cognitive disability Consider the needs of tourists and persons from interstate and overseas Ensure that planning and implementation of services and activities maintain an awareness of cultural implications for various groups If established, coordinate the management and operation of recovery centres Monitor and manage public health advice, safety and disease control Assistance to local community organisations to help them recovery and maintain services Long term recovery Food and water supply Safety and security Access to private, self-contained accommodation for displaced persons Restoration of personal health and clinical services Management of public health issues Ensure that persons with special needs are not forgotten in planning processes Establish systems for ongoing psychological and emotional support for affected persons Ensure the redevelopment of social networks and connections Establish ongoing information provision Noosa Local Disaster Recovery Subplan 2018 Page 47
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7.2 Infrastructure recovery
Depending on the nature of the event, infrastructure recovery may require more scope than
simply the restoration of essential services. The built environment is the physical foundation of
our society and damage to any part of it may have widespread impact on many sectors of the
community.
The complex character of the built environment is highly regulated and legislated. It has a mix
of public and private service providers, and has evolved over a long period of time so that it
incorporates facilities built to different standards. Ownership of elements in the built environment
brings another layer of complexity. Parts of the environment may be owned by multinational
companies, individuals, government, community groups and all manner of other entities.
Recovery of the built environment also provides opportunities to build to meet future community
needs. It supports the recovery of the social, economic and natural environments of the
community. A coordinated response across levels of government, the private sector and the
community is necessary to resolve complex infrastructure recovery issues.
It is, therefore, important that the Infrastructure Subgroup’s membership reflects the scope of
infrastructure recovery required as defined in the recovery needs analysis.
This section details the matters the Infrastructure Subgroup should consider when addressing
infrastructure recovery.
7.2.1 Categories of infrastructure recovery
The following categories of recovery will need to be considered by the Infrastructure Subgroup:
Essential services
Transport networks
Rural infrastructure
Residential infrastructure
Commercial and industrial infrastructure
Public buildings and assets
7.2.2 Essential services
Communication systems
Communication systems are essential to effective recovery. Communications underpin social
and business networks and are essential in ensuring effective public information. The
Infrastructure Subgroup should involve the communication sector to assist in prioritising
communication network repair and reconstruction.
Energy supplies
This includes liquid fuel, electricity and gas. Consequences of loss of energy supplies may be
widespread. The Subgroup should consider the following possible impacts of power supply
disruption:
Perishable food spoilage
Impacts on supply of essential services such as water, sewerage and gas
Failure of communication and information technology-based systems
Disruption to fuel distribution
Potentially high demand for portable generators
Security and safety concerns due to lack of lighting and loss of traffic lights and rail signals,
compromising transportation
Impacts on commercial and industrial activities
Impact on primary production
Impact on other key essential services such as food storage and distribution
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Implications for the location of a recovery centre Difficulties in maintaining accommodation for displaced people and recovery workers Problems for medically dependent residents who require electricity The Infrastructure Subgroup should involve the energy sector to assist in prioritising energy repair and reconnection. Water supply, treatment and sewage The consequences of damage to the water and sewage infrastructure may be widespread. The Subgroup should consider the following impacts: Impact on the quality of water for community and commercial use Impacts on community health caused by failure of sanitation systems Firefighting may be compromised Overflows caused by blockages and local flooding may lead to flooding of homes and businesses Food distribution Following an event some households will have sufficient food and groceries to sustain them for a period of time, but many will not. The food and groceries industry suggests that on average 95% of households have between two and four days of pantry supplies and that 40% of meals are purchased and consumed outside the home. People in rural areas however may have significant pantry supplies due to their experiences and location. The impact on the food supply chain depends upon the extent of the event. The food supply chain is flexible and can respond very quickly where the event is regionally contained. However, in the affected area supplies may be limited due to the direct impact of the event and panic buying by the community. The food supply chain is also the primary channel to market for a range of essential household health, sanitary, cleaning and disinfecting supplies. Restoration of the food supply chain is a priority. Health infrastructure This includes aged care, hospitals and health care facilities (general practitioners, chemists). Health and community services are primarily delivered from premises within the built environment. Damage and disruption to these premises reduces the capacity of the service system to meet the existing and emerging health and psychosocial needs of the community. At the same time, a disaster event almost always carries with it the likelihood that people will be killed or injured and/or experience emotional trauma. The demand for medical and personal support is likely to increase which will place extra burden on a community with an already diminished capacity. Impacts within health and community services include: Hospitals, clinics and aged care facilities and/or their equipment may become damaged and inoperable – disruption to water, gas and power will also severely restrict the services these facilities can provide even if they continue to function Damage to supported accommodation facilities for housing vulnerable people (frail, aged and people with disabilities) which may put them at higher risk of harm Public health concerns that arise with the displacement of large numbers of people including into temporary accommodation. Interruption and disruption of utilities and sanitation creates a high risk of infectious disease outbreak. In a major event the DDMG Health Sub Committee will be an important reference group for the LRC to liaise with. Noosa Local Disaster Recovery Subplan 2018 Page 49
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Sanitation (liquid and solid waste disposal) The level of sanitation may well be severely compromised and result in a risk of infectious disease outbreak or spread. In addition to contaminated water, risks can result from: Rotting food Other contaminated materials, such as soft furnishings, papers and even building materials Dead animals including pets and farm animals Closure of landfill and/or inability to provide refuse disposal services Security Security infrastructure such as fire alarms and security lighting and cameras may be all impacted. Security issues following an emergency may also relate to a crime scene or coronial inquiries. The forensic requirements of these issues can hamper recovery of the built environment. Looting may also be an issue requiring additional security resources. Damage to buildings presents genuine concerns for the security of premises and possessions. 7.2.3 Transport networks Transport networks, including road, rail, aviation and maritime networks and the infrastructure that support them such as bridges, railway lines, ferries and airports can be affected during an event. Restoration of these networks is a priority in support of recovery and a special subgroup may be formed to focus on the restoration of the region’s transport networks. 7.2.4 Rural infrastructure Damage to rural areas can impact on livelihoods and on living conditions. For rural people, the loss of their homes may result in dislocation from their livelihoods. It may be very difficult for them to remain living onsite to maintain their enterprises. The following aspects of rural infrastructure may be damaged: Fences Pasture Machinery Sheds Irrigation infrastructure Other specific rural issues include: Length of time needed to restore livelihoods in rural areas may be extended There may be a difference between commercial and hobby farmers Impact on livestock by loss of fodder and pasture and the consideration to sell, agist or cull livestock may be foremost in farmers’ minds Biosecurity can be compromised by damage to fences or movement of soil and water 7.2.5 Residential infrastructure Residential losses can occur in the following categories: Houses, home units, apartments, flats and sheds Nursing homes, hostels, aged care facilities Boarding houses, hotels, motels, caravan parks Residences in commercial buildings and businesses Noosa Local Disaster Recovery Subplan 2018 Page 50
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7.2.6 Commercial and industrial infrastructure
Much of the economic activity in a community is driven by the commercial and social networks
that depend on the built environment. Demand on most commercial facilities increases during
the recovery period but the capacity to supply need is often hampered by the damage to the built
environment.
Damage or disruption to commercial facilities and infrastructure may inhibit the community’s
access to the services and support provided by:
Transport
Banking and finance e.g. cash accessed by automatic teller machines
Employment
Hospitals and emergency facilities
Tourism
Supply chains such as for food (supermarkets, warehousing and transportation offices), fuel,
hardware and building supplies, chemists and suppliers of other controlled substances
Adverse effects of damage to commercial facilities can include:
Contaminated debris e.g. hazardous waste (asbestos)
Health hazards e.g. biochemical, animals, food
7.2.7 Public buildings and asset infrastructure
For a community to function or to be viable, it requires operational public buildings and assets,
including:
Community and neighbourhood centres
Schools
Kindergartens
Places of spiritual worship
Sporting clubs
Cultural centres
Entertainment venues
Restaurants and cafes
Heritage listed properties and cultural icons
Parks and gardens, public spaces and amenities
Each facility has the potential to help considerably during the recovery but may be unable to
perform its community functions if damaged. The community is reliant on the restoration or
replacement of the above infrastructure to re-establish and function.
7.2.8 Infrastructure recovery planning
In planning infrastructure recovery, the subgroup must:
Undertake detailed damage and needs assessment
Develop contingency plans to allow work to be done, despite the immediate difficulties including
reduced transportation and communication services
Recognise the strong links between infrastructure recovery, economic recovery and people’s response
to the emergency or disaster
Prioritise infrastructure restoration and its eventual recovery according to the importance of the service
that the infrastructure supports
Recognise that people may be traumatised if they feel that their buildings have not protected them or
if they have suffered loss as a result of the event
Recognise that these feelings of loss and deprivation will be heightened if the normal community
structures for support are not in place and if the damage to infrastructure places further threats on their
continued wellbeing
Understand that reconstruction of the infrastructure by external parties can alienate the
community unless the community is involved in the formulation of recovery strategies
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7.2.9 Key steps in infrastructure recovery
The key steps include:
Understand what needs to be done to recovery
Identify external constraints and internal organisational restraints
Priories tasks
Put in place short term / interim fixes
Identify the resource and material requirements
Strategic planning including long term recovery outcomes.
7.2.10 Infrastructure needs assessment
Infrastructure assessments may be categorised into three separate activities:
Initial assessments which are usually undertaken in the first few hours after impact during
the response and immediate/short term (relief) state of disaster management. These
assessments usually only provide an indication of the scale of the problem and allow for
response and relief operations.
Rapid impact assessments which are usually conducted within the first 24 to 48 hours after
impact and involves the sending out of damage assessment teams to make first hand
assessments. Rapid impact assessment can be undertaken by Queensland Fire &
Emergency Services (Fire & Rescue).
Detailed assessments which are normally conducted after the disaster response phase and
which inform the development of the Recovery Operational Plan and the Infrastructure
Recovery Action Plan. These assessments will normally be undertaken by individual
agencies and coordinated by a suitably qualified person appointed by the Director
Infrastructure Services.
When gathering information for infrastructure recovery assessments the subgroup should
consider:
Power
Water and sewerage
Waste disposal infrastructure
Roads and bridges
Rail
Communication networks, including exchanges
Damage to residential and commercial buildings
Damage to public buildings including schools and hospitals
Damage to recreation and cultural facilities
Dam walls
Hazard footprints, locations
Displaced people
Food supplies and food and merchandise supply chains
Alternative access points
Fences
Complications in damage and impact assessment often occur because:
Owners of properties are not present at the time of inspection
Professional advice may be needed and may not be readily available
Organisations and individuals have differing priorities and agendas which impacts on the
timeliness and relevance of the impact / damage assessment
Data on damage may not be complete due to inaccessibility
Insufficient resources available to analyse impact data and needs
Data reporting in a variety of incompatible formats
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7.2.11 Planning for reconstruction
Reconstruction is generally more complex than regular building and development activity. Some
of the key issues to be considered by the subgroup include:
Community consultation. Works should be prioritised and staged i.e. temporary fixes with
more detailed solutions developed over longer time frames, in consultation with the affected
community
Assessment. There are likely to be differing assessments e.g. insurance versus those
affected. Limited assessments done early may miss things or under report or over report the
scale and nature of the damage. Damage may be missed by inexperienced or overwhelmed
assessors
Environment. There is a need to reduce exposure to future risk or creation of new risk from
reconstruction effort
Regulation and frameworks. Temporary relaxation of planning regimes may allow buildings
and structures to be built that reinstate pre-disaster vulnerabilities or threats. In addition,
house repairs might not have to meet new building codes, whereas rebuilding is usually to
the new standard. Underinsurance and low damage write-offs may place a significant burden
on building owners and the subgroup may engage with insurers and building owners to assist
in negotiations. Betterment programs and initiatives should also be explored to ‘build back
better’ damaged infrastructure to a higher standard than the pre-disaster standard.
7.2.12 Approvals for reconstruction
Appropriate standards for reconstruction may not always be clear. Buildings must conform to
the current building regulations at the time of their construction, however over time, these
regulations may change. This can cause difficulties for owners, insurers and financiers. In
addition, supervising the reconstruction may bring other problems.
Many people may not be aware of the need to apply for building approval for major repairs and
may try to start major repairs without approval and in the confusion of clean up and general
construction activity, their work may go unnoticed.
Although temporary repairs to give some amenity are accepted in the early stages of recovery,
some temporary repairs may become incorporated into the final structure without approval.
Additional staff to approve and inspect building and construction will likely be required to augment
existing staff overloaded with planning and approvals. Planning approval processes need to be
streamlined to ensure quicker turnaround to those affected by disaster.
Volunteers may be required to show that they are appropriately qualified, particularly interstate
trades people who may not be familiar with Queensland requirements for building and
construction.
7.2.13 Implementing reconstruction
Wherever possible, the Subgroup should encourage the use of local contractors for
reconstruction and building tasks. This enables local work opportunities and supports the local
economy. Local contractors also have local knowledge.
Delays in reconstruction are inevitable either because of continuing hazards, the scale of the
event and/or the availability of resources. Lack of funding can also cause delays. The Subgroup
should seek to minimise delays wherever possible to alleviate stress in the community. Where
delay is unavoidable, the Subgroup should engage with the community to provide public
information and to confirm temporary arrangements.
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Many organisations involved in recovery may be contracting work or issuing tenders. Normal
tendering, awarding work and contracting processes should be followed. The Subgroup should
encourage all organisations to ensure they adopt sensible and accountable procedures for the
contracting of services.
The changing nature of recovery means that:
Staged reinstatement may be needed to deliver some quick but temporary outcomes that
address the immediate needs, with later work required to address longer-term needs
Plans may need to change to meet the changing needs
At all stages, time should be set aside to reflect on the decisions that have been made and
to make sure that they provide the best solutions – in some cases, rushed decisions are not
necessarily the best ones
Communication, both by listening and talking, is important with all stakeholders. This includes
the subgroup and local advisory groups
7.2.14 Other considerations for reconstruction
Make safe
It is important that safety and security is maintained throughout the recovery process. There is
a risk that people will not maintain normal safety measures and procedures in their haste to effect
repairs and restore some sense of normality to their lives e.g. ensuring that only appropriately
qualified people perform work. The term ‘make safe’ means many things and can include:
Classifying structural soundness
Establishing safe areas by removing hazards
Maintaining health, public health and safety standards
Managing ingress and egress routes
Receiving suitable sign-off
Requesting domestic and industrial consumers of water and electricity to shut off equipment
to preserve limited supply
The Subgroup should plan for and implement programs that promote and enhance safety in
building and construction. Agencies such as the Building Services Authority and trade unions
can assist in these matters.
Clean up
A significant volume of damaged material must be removed prior to the construction of new
facilities. In many cases this operation must be performed to restore amenity to the community.
Clean up operations include:
Removal of debris and other matter – green waste, building waste
Removal of rotting food from shelves and refrigerators in commercial establishments and
houses, both attended and unattended
Removal and disposal of hazardous substances e.g. asbestos containing material, dust from
fluorescent tubes
Removal of enviro-hazards e.g. oil or chemical spills, copper and arsenic, treated timber,
lead, silt, flood debris which may become a future fire risk
Disposal of carcasses from pets or agricultural animals. This may require special disposal
and environment health officers should be consulted for appropriate areas and requirements
Processing waste – grinding, compacting, recycling
Disposal of medical waste, including pharmaceutical waste. This may require special
supervision and disposal at secure sites. Consult with environmental health officers.
Managing and removing debris that presents a safety hazard to the community and may
require special steps to remove e.g. glass in school playgrounds
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Handling, safety and regulation
Care to be taken with removal, handling and disposal of hazardous substances e.g. lead or
asbestos containing products
Calculating the logistics of moving the waste and debris – transport and heavy equipment
within built-up areas and high traffic levels at the disposal site may impact communities
consulting the Department Environment & Science to obtain approvals for some disposal
processes
assigning landfill and burial sites. These may have to be new sites and would be subject to
permissions and approvals
obtaining specialist services, contractors and expertise
obtaining suitable approvals at the commencement of the work or on completion of debris
removal. The requirements for these may vary for different services.
Disinfecting water-damaged facilities and other areas where there is concern about
continuing health and amenity of the facility
Maintaining normal safety measures through all operations
Site-specific issues
Work performed on and around heritage-listed facilities may require special permissions
Working in an environment affected by coronial matters. Where there are deaths associated
with the event, or crime has been associated with the event, access to the site may require
clearance from police or coronial staff.
Refer to Operational Subplans:
Emergency Debris Storage and Disposal
Asbestos Containing Material
7.2.15 Checklist for Infrastructure Recovery
Components
Essential services
o Transport – roads, rail, bridges, ports, airports, public transport
o Energy – power, fuel, gas
o Communications – telephone (fixed line and mobile), internet and data, radio and
television
o Utilities – water, sewerage, drainage, sanitation, waste and recycling facilities
Rural infrastructure
o Fencing, sheds and buildings, produce handling, irrigation
o Animal welfare – shelters, pounds, veterinary facilities, stock containment
Residential infrastructure
o Residential buildings – domestic homes, hotels and motels, caravan parks
Commercial and industrial infrastructure
o Distribution infrastructure – food and merchandise
o Commercial and retail – shops, banks, food outlets, hardware and building, fuel
outlets, white goods, pharmacies
Public building and asset infrastructure
o Public facilities – hospitals, doctors’ surgeries, aged care, schools, police and
emergency services stations
o Community buildings – halls, churches, cultural and historic, sporting clubs
o Government administration – council and government offices
Recovery infrastructure
o Evacuation centres
o Relief and recovery centres
o Warehousing of donated goods
Noosa Local Disaster Recovery Subplan 2018 Page 55
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Partners and stakeholders
Affected communities
Road and rail authorities and operators
Public transport operators
Energy suppliers and retailers
Water and sewage authorities and retailers
Communication operators
Health and education authorities
Building control authorities
Professional bodies (architects, engineers, building surveyors)
Others as required, depending on emergency event and local needs
7.2.16 Noosa infrastructure profile
Critical infrastructure detailed in this report includes public and community assets as follows:
Community facilities – schools, community centres and halls, health care facilities, aged care,
sports facilities, local government administration and works depots
Emergency services – Police, Ambulance, Fire and Rescue, SES, Rural Fire and Coast
Guard
Transport – roads, bridges, ferry and rail
Services – electricity, water, sewerage and telecommunications
It does not include residential, industrial or commercial infrastructure.
Schools
School name Address
Kin Kin State School 26 Main Street, Kin Kin
Cooran State School 31 James Street, Cooran
Federal State School 40 Middle Creek Road, Federal
Pomona State School 74 Station Street, Pomona
Cooroora Secondary College 120 Summit Road, Pomona
Cooroy State School 59 Elm Street, Cooroy
Noosa District High School (Cooroy) 2 Tulip Street, Cooroy
Noosa Christian College 20 Cooroy Belli Creek Road, Cooroy
Tewantin State School 10 Werin Street, Tewantin
Noosa Flexible Learning Centre 12 Ernest Street, Tewantin
Noosaville State School 75 Beckmans Road, Noosaville
St Teresa’s Catholic College 45 Sea Eagle Drive, Noosaville
Good Shepherd Lutheran College 115 Eumundi Noosa Road, Noosaville
Sunshine Beach State School 269 Sunshine Beach Road, Sunshine Beach
Sunshine Beach State High School 45 Ben Lexcen Drive, Sunrise Beach
St Thomas More Catholic Primary School 75 Ben Lexcen Drive, Sunshine Beach
Community buildings
Centre name Address Potential Potential
evacuation recovery
centre Yes/No centre
Yes/No
Kin Kin School of Arts 26 Main Street, Kin Kin Yes Yes
Ridgewood Hall 2 Donnellys Road, Ridgewood Yes Yes
Federal Hall 2 Skyring Creek Road, Federal Yes Yes
Cooran School of Arts 14 King Street, Cooran Yes Yes
Pomona School of Arts 6 Reserve Street, Pomona Yes Yes
Pomona Community 1 Memorial Avenue, Pomona No Yes
House
Cooroy Memorial Hall 23-29 Maple Street, Cooroy Yes Yes
Cooroy RSL 23-29 Maple Street, Cooroy No No
Cooroy Library 9 Maple Street, Cooroy No Yes
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Centre name Address Potential Potential
evacuation recovery
centre Yes/No centre
Yes/No
Tinbeerwah Hall 865 Sunrise Road, Tinbeerwah Yes Yes
Tewantin Noosa RSL 5 Memorial Avenue, Tewantin No No
Noosa Leisure Centre 54 Eumundi Noosa Road, Noosaville Yes Yes
Noosa Heads Surf Club 61 Hastings Street, Noosa Heads No Yes
The J Community 60 Noosa Drive, Noosa Heads Yes Yes
Centre
Sunshine Beach Surf 4 The Esplanade, Sunshine Beach No Yes
Club
Bicentennial Community Bicentennial Drive, Sunshine Beach Yes Yes
Centre
Peregian Beach Surf 11 Kingfisher Drive, Peregian Beach No Yes
Club
Peregian Beach 255 David Low Way, Peregian Beach Yes Yes
Community House
House with No Steps Charles Duke Memorial Drive, off Yes Yes
(located outside Noosa Fellowship Drive, Doonan
Shire boundary)
Health care
Facility name Address Type
Eden Private Hospital 50 Maple Street, Cooroy Private rehabilitation hospital
Noosa Hospital 111 Goodchap Street, Public / private hospital
Noosaville
Noosaville Seven Day Medical Shop 4, Homemaker Centre, 18 General practitioners
Centre Thomas Street, Noosaville
Noosa Heads Day & Night 32 Hastings Street, Noosa 7 days, open late
Pharmacy Heads
Aged care
Facility name Address Type
Carramar 186 Cooroy Noosa Road, Tewantin Nursing home
Kabara 20 Topaz Street, Cooroy Nursing home
Ozcare 80 Cooyar Street, Noosa Heads Nursing home
Noosa Nursing Centre 119 Moorindil Street, Tewantin Nursing home
Domain 35 Walter Hay Drive, Noosaville Retirement village
Hibiscus 71 St Andrews Drive, Tewantin Retirement village
Laguna 21 Lake Weyba Drive, Noosaville Retirement village
Southern Cross Noosa Waters 39 Lake Weyba Drive, Noosaville Retirement village
Sports facilities
Facility name Address Owned by Clear area
Kin Kin Recreation 57 Main Street, Kin Kin Noosa Council 2 hectares
Grounds
Cooran Recreation Club Cnr Bridge Street & Railway Noosa Council 1 hectare
Road, Cooran
Pomona Show Grounds 26 Exhibition Street, Pomona Noosa Show Society 8 hectares
Cooroy Sports Complex 35 Mary River Road, Cooroy Noosa Council 10 hectares
Noosa District Sports 31 Butler Street, Tewantin Noosa Council 10 hectares
Complex
Girraween Sports Eenie Creek Road, Noosa Heads Noosa Council 3 hectares
Complex
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Local government administration
Name Address Type
Noosa Council Administration 9 Pelican Street, Tewantin LDCC, Administration
Noosaville Depot 10 Bartlett Road, Noosaville Depot
Pomona Depot 11 School Street, Pomona Depot
Emergency services
Agency Address
Pomona Police Station 22 Red Street, Pomona
Cooroy Police Station 2 Myall Street, Cooroy
Tewantin Police Beat 87 Poinciana Avenue, Tewantin
Noosa Heads Police Beat 48 Hastings Street, Noosa Heads
Noosa Heads Police Station 9 Langura Street, Noosa Heads
Ambulance Station Pomona 17 Reserve Street, Pomona
Ambulance Station Cooroy 41 Kauri Street, Cooroy
Ambulance Station Tewantin 4 Cooroy Noosa Road
Ambulance Station Noosa Heads 14 Langura Street, Noosa Heads
Fire & Rescue Service Cooran 50 Queen Street, Cooran
Fire & Rescue Service Pomona 2 Factory Street, Pomona
Fire & Rescue Service Cooroy 16 Myall Street, Cooroy
Fire & Rescue Service Tewantin 2 Hilton Terrace, Tewantin
Fire & Rescue Service Noosa Heads 2 Langura Street, Noosa Heads
SES Boreen Point Teewah Road, Boreen Point
SES Pomona 21 Reserve Street, Pomona
SES Cooroy 26 Emerald Street, Cooroy
SES Tewantin 36 Goodwin Street, Tewantin
Rural Fire Service Kin Kin 57 Main Street, Kin Kin
Rural Fire Service Black Mountain Mary River Road, Cooroy
Rural Fire Service Boreen Point Davis Road, Cootharaba
Rural Fire Service Teewah 19 Mulloway Street, Teewah
Rural Fire Service Noosa North Shore Homeport Track, Noosa North Shore
Rural Fire Service Tinbeerwah 865 Sunrise Road, Tinbeerwah
Coast Guard Munna Point, Noosaville
Roads
Name Suburb Width (2 or 4 Type
lane) TMR controlled; Local
Road of Regional
Significance (LRRS);
Critical Local Road (CLR)*
Bruce Highway Within Noosa Shire 4 lane TMR
Gympie Kin Kin Road Cootharaba 2 lane TMR
Pomona Kin Kin Road Kin Kin 2 lane TMR
Old Bruce Highway (?) Federal 2 lane TMR
Louis Bazzo Drive Pomona 2 lane TMR
Pound Road Pomona 2 lane TMR
Factory Street Pomona 2 lane TMR
Reserve Street Pomona 2 lane TMR
Pomona Connection Road Pomona 2 lane TMR
Yurol Forest Drive Pomona 2 lane TMR
Elm Street Cooroy 2 lane TMR
Myall Street Cooroy 2 lane TMR
Tewantin Road Cooroy 2 lane TMR
Cooroy Noosa Road Cooroy 2 lane TMR
McKinnon Drive Tewantin 2 lane TMR
Eumundi Noosa Road Doonan 2 lane TMR
Emu Mountain Road Doonan 2 lane TMR
Dr Pages Road Cootharaba 2 lane gravel LRRS
Kinmond Creek Road Cootharaba 2 lane gravel LRRS
Cootharaba Road Cootharaba 2 lane bitumen LRRS
Junction Road Cootharaba 2 lane bitumen LRRS
Noosa Local Disaster Recovery Subplan 2018 Page 58
Section 61
Greenridge Pinbarren Road Cooran 2 lane bitumen LRRS Queen Street Cooran 2 lane bitumen LRRS Bridge Street Cooran 2 lane bitumen LRRS King Street Cooran 2 lane bitumen LRRS Traveston Cooran Road Cooran 2 lane bitumen LRRS Cooroy Belli Creek Road Cooroy 2 lane bitumen LRRS Maple Street Cooroy 2 lane bitumen LRRS Myall Street Cooroy 2 lane bitumen LRRS Ernest Street Tewantin 2 lane bitumen LRRS Memorial Avenue Tewantin 2 lane bitumen LRRS Doonella Street Tewantin 2 lane bitumen LRRS Sidoni Street Tewantin 2 lane bitumen LRRS Poinciana Avenue Tewantin 2 lane bitumen LRRS Butler Street Tewantin 2 lane bitumen LRRS McKinnon Drive Tewantin 2 lane bitumen LRRS Cooroy Noosa Road Tewantin 2 lane bitumen LRRS Goodchap Street Noosaville 2 lane bitumen LRRS Gympie Terrace Noosaville 2 lane bitumen LRRS Hilton Terrace Noosaville 2 lane bitumen LRRS Mary Street Noosaville 2 lane bitumen LRRS Gibson Road Noosaville 2 lane bitumen LRRS Weyba Road Noosaville 2 lane bitumen LRRS Reef Street Noosaville 2 lane bitumen LRRS Beckmans Road Noosaville 2 lane bitumen LRRS Eenie Creek Road Noosaville 4/2 lane bitumen LRRS Eumundi Noosa Road Noosaville 2 lane bitumen LRRS Walter Hay Drive Noosaville 4/2 lane bitumen LRRS Hastings Street Noosa Heads 2 lane bitumen LRRS Noosa Drive Noosa Heads 2 lane bitumen LRRS Sunshine Beach Road Noosa Heads 4/2 lane bitumen LRRS Noosa Parade Noosa Heads 2 lane bitumen LRRS Edwards Street Sunshine Beach 2 lane bitumen LRRS David Low Way Sunshine Beach 2 lane bitumen LRRS Heathland Drive Sunshine Beach 2 lane bitumen LRRS Main Street Kin Kin 2 lane bitumen CLR James Street Cooran 2 lane bitumen CLR Middle Creek Road Federal 2 lane bitumen CLR Skyring Creek Road Federal 2 lane bitumen CLR Memorial Avenue Pomona 2 lane bitumen CLR Station Street Pomona 2 lane bitumen CLR Summit Road Pomona 2 lane bitumen CLR Exhibition Street Pomona 2 lane bitumen CLR School Street Pomona 2 lane bitumen CLR Red Street Pomona 2 lane bitumen CLR Tulip Street Cooroy 2 lane bitumen CLR Marara Street Cooroy 2 lane bitumen CLR Mary River Road Cooroy 2 lane bitumen CLR Emerald Street Cooroy 2 lane bitumen CLR Lake Macdonald Drive Cooroy 2 lane bitumen CLR Sunrise Road Tinbeerwah 2 lane bitumen CLR Werin Street Tewantin 2 lane bitumen CLR Pelican Street Tewantin 2 lane bitumen CLR Goodwin Street Tewantin 2 lane bitumen CLR Maximillian Road North Shore 2 lane bitumen CLR Beach Road North Shore 2 lane bitumen CLR Wallace Drive Noosaville 2 lane bitumen CLR Sea Eagle Drive Noosaville 2 lane bitumen CLR Bartlett Road Noosaville 2 lane bitumen CLR Rene Street Noosaville 2 lane bitumen CLR Russell Street Noosaville 2 lane bitumen CLR Lake Weyba Drive Noosaville 2 lane bitumen CLR Noosa Local Disaster Recovery Subplan 2018 Page 59
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Langura Street Noosa Heads 2 lane bitumen CLR
Park Road Noosa Heads 2 lane bitumen CLR
Noosa Springs Drive Noosa Heads 2 lane bitumen CLR
Bicentennial Drive SunshineBeach 2 lane bitumen CLR
Ben Lexcen Drive Sunrise Beach 2 lane bitumen CLR
Kingfisher Drive Peregian Beach 2 lane bitumen CLR
*Note:
1. Includes all bridges and culverts on the listed roads
2. Critical Local Roads (CLR) are roads that service community facilities/infrastructure, emergency
services, important services infrastructure such as water or sewerage treatment plants or are the
sole access to communities vulnerable during a disaster event and not already LRRS.
Ferry
Location Owner Type
Between Moorindil St, Tewantin Noosa North Shore Ferries Pty Vehicular
& Maximillian Road, North Ltd:
Shore Ferry: 5447 1321
Contacts: Cliff Andreassen
0428 712 218 / 5449 9346 &
Tom Smith 0428 497 443
Rail
Station Address
Cooran King Street, Cooran
Pomona 10 Station Street, Pomona
Cooroy Elm Street, Cooroy
Electrical and water services
Type Lot & Plan Address
Energex Zone Substation SST70- Lot 1 RP174325 Cooroy Mountain Road, Cooroy
SSCRY
Energex Zone Substation SSSRH Lot 2 SP142258 379 Eumundi Noosa Road,
Noosaville
Energex Zone Substation SSNVL Lot 4 RP159386 8 Reef Street (access via
Nannygai Street) Noosaville
Energex Zone Substation SSTWT Lot 1 RP196624 117 Eumundi Noosa Road,
Noosaville
Energex Zone Substation Lot 2 SP216695 20 Grahams Road, Pomona
SSCOR
Energex Zone Substation SSBMT Lot 347 SP156926 59 Black Mountain Range Road,
Black Mountain
Energex Zone Substation SSPGN Lot 5 RP858635 Doonan Bridge East Road,
(services Peregian, not in Noosa Doonan
Shire)
Sewerage treatment plant Lot 17 SP239726 Cnr Eenie Creek Road & Wallum
Lane, Noosa Heads
Sewerage treatment plan Lot 2 SP248288 Mary River Road, Cooroy
Water supply reservoir Lot 23 RP862535 Gumboil Road, Cooroy
Water supply reservoir Lot 25 CP862534 Gumboil Road, Cooroy
Water supply reservoir Lot 1 RP226728 Viewland Drive, Noosa Heads
Water supply reservoir Lot 1 CP907984 347 David Low Way, Peregian
Beach
Water supply reservoir Lot 1 RP105072 7 Pine Tree Drive, Cooroy
Sewerage pump station Lot 7 MCH842016 7 David Low Way, Marcus
Beach
Sewerage pump station Lot 1 RP889602 37 Banksia Avenue, Noosa
Heads
Water treatment plant Lot 118 MCH814 Lake Macdonald Drive, Cooroy
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7.3 Economic recovery Disasters can cause devastating and widespread economic impact. Houses, businesses and community infrastructure may be damaged or destroyed and people’s livelihoods may be temporarily and sometimes permanently disrupted. While physical damage is the most visible economic impact, less obvious impacts such as loss of income from disruption of trade can often be more significant and extend well after infrastructure has been repaired or replaced. 7.3.1 Categories of economic impacts after disaster Household: Loss of employment and/or income (loss of livelihood) Loss of household assets Instability or loss of social networks Increased costs due to short supplies of goods and services Lack of childcare and school facilities Business and industry: Loss of supply chain networks Loss or damage to business assets Loss of employees due to business closure and migration of skilled staff Infrastructure damaged or devastated Damage to or loss of natural resources Communities are economically disadvantaged when individuals are unable to work, either because their place of employment has been impacted by the disaster event or by other disruptions, such as school and childcare closures. Being able to work in paid employment or to run a business profitably empowers affected individuals and motivates communities to regain charge of their lives by meeting their own needs as they best see fit. The consequences of extended periods of downtime in trading or production can result in: Loss of experienced workers Depleted customer base due to temporary or permanent population shrinkage Forced sale of stock Business closure or forced sale of businesses Bankruptcy 7.3.2 Economic impact assessment and needs analysis Assessing the impacts of emergencies and disasters is integral to the recovery process. Impact assessments provide communities and policy makers with invaluable information about how a disaster manifested and what needs to be done to return the community to normal as well as helping to identify strategies to build back stronger. These assessments can inform future disaster risk management, as well as broader sustainability goals. 7.3.3 Measuring economic impact Measuring the economic impacts of a disaster can be a complex undertaking and needs to be strategic in nature. The principle reference for disaster loss assessment in Australia is the Australian Institute for Disaster Resilience Disaster Loss Assessment Guidelines (Manual 27)(2002). It provides guidance on assessing disaster loss primarily for the purpose of planning and justifying future risk mitigation and community resilience measures. Due to the complexity of undertaking an economic impact assessment some specialist expertise will be required. At a minimum some members of the Economic Subgroup should have formal experience or training in disaster loss assessment or economics. Noosa Local Disaster Recovery Subplan 2018 Page 61
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Economic impact assessment attempts to quantify in dollars all impacts (both costs and benefits)
possible. Importantly, the assessment applies not only to goods and services that are
traditionally traded in the market place, but also to the value attributed to social and environmental
assets. Economic impact assessments are conducted to ensure long-term economic outcomes
can be visualised and planned for.
7.3.4 Economic impact versus financial impact
Economic impact assessment is distinct from financial impact assessment. Economic impact
assessment includes all impacts on a community while financial impact assessment often
concerns a single economic unit such as an industry, business or household. In the early stages
of recovery, the Economic Subgroup may well focus on the conduct of a series of financial impact
assessments across sectors, which will in turn collectively help inform the overall economic
impact assessment.
7.3.5 Tangible versus intangible impacts
As well as direct and indirect impacts, economic impacts are typically divided into tangible and
intangible impacts:
Tangible impacts – the loss of things that have a monetary (replacement) value e.g.
buildings, livestock, infrastructure
Intangible impacts – the loss of things that cannot be bought and sole e.g. lives and injuries,
environment, memorabilia, heritage
Tangible impacts are typically easier than intangible impacts to replace and assign a dollar value
to because they are traded in the market place. Intangible impacts are much harder to assess.
Intangible impacts are often described as a ‘catch all’ that includes all those costs that are very
difficult to estimate, for which there is no agreed method of estimation and for which there is no
market to provide a benchmark. However, they should be considered and included appropriately
in impact assessments.
7.3.6 Direct and indirect economic impacts on key community sectors
The table below lists some of the economic impacts on the community that will require
consideration in an assessment:
Sector / area of
Direct Indirect
impact
Residents and structural (roofs, walls etc) additional costs - alternative
households contents (furniture, floor accommodation and transport,
coverings etc) heating, drying-out costs,
external (swimming pools, medical costs etc
gardens etc)
death and injury
Public infrastructure, Damage to or loss of transport (traffic delays, extra
community facilities operating costs etc)
roads
and natural loss of computer-controlled
environment bridges
systems
dams
loss of other lifelines
sports grounds and facilities
(electricity etc)
schools
halls
parks
waterways
bushland
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Sector / area of
Direct Indirect
impact
Business Structural damage to Impact on production
enterprises and
buildings manufacturing,
supply networks
shops agriculture
factories services etc
plants Impact on
sheds
barns income
warehouses trade
hotels etc sales
value added (tourism
Asset damage or loss: operators, retail traders
farm equipment etc)
food Increased costs
records
product stock (finished freight
manufactured products, inputs
works in progress and agistment etc.
input materials) Loss of supply chain networks
crops
pastures Increased work (construction
livestock industry)
motor vehicles Opportunity to renew struggling
fences or irrigation business
infrastructure
contents damage to
fixtures and fittings
(carpets etc)
furniture
office equipment
virtual business
interruption.
Government Loss of income – for example if costs of implementation of
population base shrinks or royal commission
council waives tip fees as a recommendations
gesture of goodwill increased demand on
government services
(education, health etc)
loss of business continuity
(state government may
provide case management
involving significant resources
to be redeployed immediately
for long periods)
loss of tax revenue
cost of engaging extra
resources and/or backfilling
positions
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7.3.7 Guidelines for economic recovery The following provide guidance to the Economic Subgroup in developing economic recovery programs after a disaster: Economic recovery strategies are an integral part of the overall recovery management process Coordination of all recovery programs is needed to support and enhance the economic structure It is important to recognise that affected people need to re-establish their means of making a living to enable them to manage their own recovery Response and recovery actions actively support the recovery of business and industry The best outcomes are achieved when business and industry is returned to activity as early as possible Adaptive change is adopted in light of previous knowledge of the sustainability of business and communities, and strategies Business and/or industry representatives must participate in economic recovery decision making It is important to retain skilled workers in the affected area through paid employment It is important that measures are taken to mitigate the impacts of future disaster on business continuity 7.3.8 Economic recovery – management strategies Examples of specific management initiatives include: Formulate short-term business survival strategies Identify all aspects of the economic impact of a disaster and continue to assess, analyse and monitor to inform the level of support required by community Plan from the beginning for the transition back to mainstream service provision Establish and maintain communication channels between community, business, industry and government representatives in the community Proactively seek and involve investment and technical assistance parties from within and outside affected communities Facilitate local advisory groups as required that are representative of business, industry and employee groups Ensure communication strategies incorporate information around economic recovery support to the broader community Support and facilitate the development and maintenance of partnership arrangements to enhance economic activities Establish positive images to attract visitors when appropriate Report information on the effectiveness of the economic recovery program to all stakeholders Develop risk management assessments for the economic recovery rpgram Avoid duplication of services and identify gaps Maintain confidentiality and privacy principles Ensure monitoring, evaluation and reporting processes are embedded in all economic recovery activities 7.3.9 Economic recovery – enabling initiatives Examples of other initiatives include: Procure goods and services via local businesses and tradespeople wherever practical e.g. use local electricians for power safety checks and repairs, encourage agencies to employ local residents and to purchase resources and services locally Encourage response agencies to implement procedures to support economic recovery e.g. local employment program for clean-up Support and promote opportunities for sustainable economic recovery Noosa Local Disaster Recovery Subplan 2018 Page 64
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Actively work and/or negotiate with financial institutions on behalf of affected people and
businesses
Value and build on the local capacities of services that support economic activities childcare
services and non-profit groups
Build on local, regional, state or territory industry and business organisations and their
networks e.g. home business network, tourism boards, chambers of commerce
Encourage the community to buy locally through known and trusted businesses
Facilitate the creation of work placement projects e.g. clean up activities
Provide short-term paid employment to retain skilled workers in their current location while
they await their former place of employment to recovery and re-open
Facilitate the provision of government grants, appeal distribution and charitable payments as
financial, rather than material assistance in support of economic and local business recovery
7.3.10 Financial services
The purpose of financial assistance measures is to support those in need, while encouraging
appropriate personal responsibility. Resilience and preparedness, such as appropriate and
adequate levels of insurance, are to be encouraged.
The recovery of communities from the effects of emergencies and disasters is assisted by a
range of financial measures which provide a source of funds to businesses, local and state
government, householders and the community to assist with and promote recovery. These
sources include insurance and may also include government provided natural disaster relief and
public appeals.
Assistance may also be provided by banks e.g. the suspension of mortgage or loan repayments
and provision of financial counselling and advice, and the Australian Taxation Office has
information to guide tax payers who have been affected by a disaster.
Communities should be encouraged to explore their own resources, and to plan and be prepared
for an emergency event. Changing community expectations and the political landscape have
historically impacted on the provision of financial services.
The need for financial assistance measures such as insurance, federal and state government
assistance and appeals are critical after a disaster because of the effect on people’s employment
and livelihoods.
7.3.11 Insurance
Insurance is the primary means of gaining financial compensation for the cost of restoration. The
major types of insurance cover are for home and contents, income protection and property and
business interruption.
The Insurance Council of Australia assists people affected by a disaster to navigate and negotiate
the insurance process through the Insurance Taskforce Catastrophe Coordination Arrangements
(2012) by providing:
Senior industry representation to the state and federal recovery groups
A 24hr escalation path for insurance queries from the impacted community
Key insurance data and decision support to the community and government
Clear public communication about the insurance response to the event
Liaison between insurers, assessors, brokers, trades, suppliers at an industry level on issues
of collective importance to delivering services to the impacted community
The Economic Subgroup should consider involving Insurance Council of Australia participation
in insurance and insurance claim matters arising from the disaster.
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7.3.12 Public-private partnerships (PPP)
PPPs can capture the goodwill that exists in the private sector and its willingness to be part of
the recovery process. They do not include the normal procurement that enables services to be
provided and they do not necessarily involve exchange of money. An example is the provision
of goods or services following a disaster by a private enterprise to a relief agency that is covered
by a memorandum of understanding. These partnerships can increase capability to respond in
a timely manner, and can provide a mechanism to assist the smooth provision of services.
In preparing and planning it is useful to consider the PPPs that could be established prior to an
event to assist with contingency planning. Traditionally, corporate support has been a
spontaneous response to an emergency event and needs to be negotiated after the event has
taken place and taking into account the needs of a community.
For PPPs that can be established as part of preparedness and planning, consideration should
be given to:
Identifying goods and services that can be procured through this means
Establishing and identifying accredited / licensed / certified suppliers, and seeking indicative
costs to avoid cost inflation or profiteering post-impact e.g. to provide food and supplies to
individuals at recovery centres
Including local suppliers in recovery efforts where possible
Establishing links between non-regional and local suppliers to retain local employment
Establishing links between non-regional and local suppliers that are able to continue or re-
commence trading to keep money in the community
Documenting partnerships between suppliers – use of non-regional suppliers needs to be
handled with some sensitivity for local suppliers
7.3.13 Steps to economic recovery
Step 1: Conduct post-disaster economic and financial impact studies
The Economic Subgroup should seek to perform economic and financial impact studies where
necessary and appropriate. Financial impact studies will focus on specific economic units such
as a business or a sector of the community. An economic impact study should build upon these
financial impact studies to determine the overall impact on the economy. Both financial and
economic impact studies will build upon the initial damage assessments undertaken during
response operations. These impact studies should be conducted as quickly as possible following
the disaster. They provide intelligence for decision-makers and support any requests for the
state or federal governments to provide appropriate funds for rebuilding and recovery. These
impact studies assess both physical damage (properties, inventories etc) and economic damage
to industry and the local economy.
It is likely that there will be many challenges in acquiring both pre-disaster and post-disaster data,
particularly in an initial chaotic environment immediately after the disaster impact. This
emphasizes the need to identify the stakeholders and include them either on the subgroup or as
members of local advisory groups.
As far as possible the studies should measure the following economic impacts:
Job loss
Loss of wages
Business closures and interruption (loss of productivity)
Damage to infrastructure
Damage to property (commercial, industrial, residential)
Damage to natural resources which have an impact on local industries
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Step 2: Initiate a post-disaster economic recovery assessment and planning process The LRC should take the lead in initiating the economic recovery planning process with support and engagement from state government agencies, Council, other businesses, industry groups, civic and community organisations (see Terms of Reference for the Economic Subgroup). This process should begin as soon as possible after the disaster event to take advantage of the sense of urgency and unity following a disaster and to ensure strategies and resources of economic recovery can be planned for and acquired. Step 2a: Identify the roles and responsibilities of all economic recovery stakeholders Confirm roles and responsibilities among partner organisations for all phases of recovery. Step 2b: Establish local or industry advisory groups to gather relevant data and information Local Economic advisory groups should be established to cover major topics e.g. business retention, small business assistance, tourism promotion etc. Each advisory group should have a chairperson and be responsible for compiling relevant data. The Group can also begin identifying major issues and suggesting strategies and resources to address those issues. Step 2c: Produce a complete economic analysis, including financial assessments This economic analysis needs to include a detailed look at key industries and anchors and specific quantitative and qualitative data on how they have been impacted by the disaster. This analysis will provide insight into the current state of the economy including whether economic development targets should be re-evaluated, a better understanding of competitive positioning; and will lay the foundation for a long-term economic development strategy for the community. It may be beneficial to have a third party conduct this economic analysis, due to: Limited local capacity issues Assurance of a speedy planning process The need for a fresh perspective on the situation The following steps will assist with the economic analysis: Reviewing existing strategic plans and studies for relevancy, evaluate existing business development targets and revisit economic issues Solicit information and input from local advisory groups Conduct additional focus groups around key topics and help identify specific challenges and opportunities Conduct economic development forums with various stakeholders (economic developers, planners, local government, businesses, citizens etc) to focus on specific geographic areas such as Noosa Heads, the eastern beaches, industrial areas, shopping centres, rural towns and rural residential areas; or functional areas like tourism precincts or primary production Step 3: Fully assess the situation on the ground It is important to take the time to really understand the post-disaster economic analysis before any actions are proposed or implemented. A deep understanding of the current situation will provide critical insight on how the community should move forward. Step 4: Create an action plan outlining strategies, programs and activities to be undertaken to achieve economic recovery Create action plans to provide direction on economic recovery priorities. The plans should be updated as needed. Noosa Local Disaster Recovery Subplan 2018 Page 67
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Seek to:
Include a phased approach to economic recovery where clear goals and objectives are set
for the short, medium and long term recovery. Emphasis should be placed on long-term
goals to ensure transition between economic recovery and long-term development. This
could be for many years
Assign appropriate organisations to take ownership of and carry out each task
Ensure these organisations have the resources to carry out each task in terms of capacity,
ability and financial means. Seek additional resources as necessary.
Ensure that business retention and expansion is addressed before any new business efforts
take place. Existing businesses are the ones that are most likely to rebuild the economy.
Ensure that strategies and actions are specific with measureable outcomes to provide a basis
for monitoring progress
Step 4a: Coordinate the action plan with the development of an effective communications
strategy
The public should be aware of the planning effort and how time, resources and funds will be
priorities.
7.3.14 Checklist for economic recovery
Components
Each component may be directly or indirectly affected and the impacts might be tangible or
intangible.
Residents and households
Public infrastructure (water, sanitation systems, electricity, telecommunications and
transport), community facilities and the natural environment
Business enterprises and supply networks, peak bodies and not-for-profit sector
Government
Partners / stakeholders
Affected communities
Local industry and business
Industry bodies
Government agencies
Local government
Insurance Council of Australia
Banking and financial operators
Charitable organisations
Others as required
Immediate operational activities
Emergency cash grants
Access to banking and finance
Facilitation of insurance claims
Management of appeals donations
Information
Identification and support to businesses and employers
Short to medium term operational activities
Support with insurance claims
Access to employment
Renegotiation of loans
Assistance with grant applications
Support with rebuilding contracts
Support to small, medium business
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Restore banking and other financial services as soon as possible
Reopen businesses and restore community services
Set up business assistance facilities as required
Assess employment issues
Establish a communications strategy to support local businesses to re-establish or remain
open
Work with the insurance sector to ensure coordinated response by insurance companies and
address adequacy of cover for reconstruction
Develop a fast-track insurance processing system and address insurance issues
Liaise with the LRG and other LRG subgroups to develop a strategy to maximise use of local
resources during reconstruction and establishment activities
Identify transport and information technology/communications needs and prioritise
reconstruction activities to meet community business and manufacturing continuance
requirements
Facilitate, where required, new mutual aid agreements between authorities and contracts with
suppliers
Support small to medium enterprise e.g. advice, referral to a business advisor etc
Re-establish retail and commercial facilities essential for community wellbeing or recovery
activities
Long term operational activities
Examine viability and appropriateness of damaged or destroyed business to the community
Identify opportunities to upgrade business infrastructure
Identify opportunities to establish new businesses and services
Where possible, restore business and infrastructure to be sustainable and more resilient to
future events
Prioritise and secure supply chains
Re-establish commercial, retail and distribution infrastructure
Support the restoration of rural infrastructure
Reassess employment and livelihood issues
Explore need and opportunities for ongoing local business support network
Communicate planned actions to affected communities, recovery management team and
stakeholder organisations
7.4 Environmental recovery
7.4.1 Components of environmental recovery
The ways in which damage to the natural environment impacts on the community, infrastructure
and the economy are considered in other parts of this plan. This section deals with the effects
of a disaster on Noosa’s ecosystems particularly:
The air
The coastline
Water and rivers
Land and soil (including organic matter)
Plants and animals
The table below outlines some of the effects if impact of disasters on our natural ecosystems:
Component of the
Aspects of this component relevant
natural Some examples of effects
to disaster management
environment
Air particulates immediate: asthma cases
chemicals longer term: deposition of
biological aerosols particulates residues on assets
radiation
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Component of the
Aspects of this component relevant
natural Some examples of effects
to disaster management
environment
dust from wind erosion—
denuded landscape (fire, drought)
heatwave deaths
deaths from bushfire smoke
affecting air quality
Coastline oil and chemical contamination oil spill contaminating beaches
changes to the coastline severe storm eroding beaches
and sand dunes
changes to river mouth
debris washed onto beaches
Water and rivers: Quality: • impact on economic production
• surface water • biological contamination from loss of irrigation systems
• ground water • particulate contamination • loss of capacity (drinking water
• marine • chemical contamination etc)
• artificial storages • dissolved oxygen levels/ quality in • severe flooding and erosion
waterways • changes to ecosystems
Quantity
• changed river flows
• changed groundwater storage
• flow regimes
• biological contamination/
introduced pests
Land and soil: • loss and movement - erosion • significant erosion after a fire or
• landscapes and/or deposition flood, earthquake or cyclone can
• rocks • quality and condition - change the course of waterways,
• soil contamination reduce the productivity of
• geo-heritage • changes to soil—acidification, farmland and create erosion risks
structure change, compaction for infrastructure both up and
• damage to landforms and down stream
landscapes • impacts on flora and fauna.
Including natural, cultural and
geo-heritage sites
Plants and animals • loss of species and populations Increased interaction between
(biodiversity), especially wildlife and humans due to animals
threatened species being
• change in abundance of species • disorientated,
• predators • displaced
• competitors • vehicle collisions
• changes in recruitment -whether
seedlings can survive Undesirable impacts:
• loss of habitat • kangaroos/rabbits grazing in
• disease gardens,
• pollination • noisy birds (such as corellas)
concentrated in civic areas
• foxes coming into yards and
killing domestic animals or
spreading disease to pets
• introduced predators
concentrating on native species
and livestock remaining in the
landscape (advantaged by no
harbour for wildlife). This can
wipe out threatened species and
can impact on farm
production/survival.
• weeds are first to establish on
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Component of the
Aspects of this component relevant
natural Some examples of effects
to disaster management
environment
bare ground and can outcompete
native plants and
agriculture/pasture plants.
• birds may move out of the area
thereby reducing pollination
activity and/
• or allowing insect activity to get
out of balance.
7.4.2 Environment impact assessment and needs analysis
Usually environmental impact statements (EIS) are designed to assess and protect
environmental values where development is proposed. These procedures can easily be adapted
to the post-disaster situation to identify significant ecosystem attributes and the likely impacts
from the disaster.
An EIS usually includes a broad survey of the impacted area, usually through desktop analysis
of existing data resources and, if required, the use of survey methods. Attached below is an
initial environmental impact assessment carried out by Sunshine Coast LDMG after ex TC
Oswald (2013):
Local Government Area Sunshine Coast Council
Noosa beaches have been eroded by high tides and waves
generated by ex-TC Oswald. There have been reports of
seawall failure at some locations. Most beaches have been
closed to the public due to high seas and erosion. Council can
actively manage the beach area to reduce safety hazards
associated with high erosion scarps on dunes under an existing
minor works guideline prepared by EHP. This may also include
Coastal the removal of debris.
Coastal areas and structures suffered erosion and damage by
high tides and waves. Tidal works required to protect and
Debris recover areas and structures.
Newly constructed landfill liner inundated with flood waters. TEL
issued to release flood water. No further recovery effort
Landfills required.
Closed - Croamhurst Conservation Park; Cooloola (Noosa
River) Resources Reserve. Partly open - Dularcha National
Park; Bribie Island National Park; Kondililla National Park;
Maleny National Park; Mapleton Falls National Park; Mapleton
National Park; Mooloolah River National Park; Parklands
Conservation Park; Ringtail Forest Reserve; Tuchekoi National
Protected Area Estate Park.
EHP Southern Region: 4 TEL applications received. 3
approved, 1 refused. Noosa Shire Council landfill - approved
31/1/13; Transpacific Industries, Bundaberg - approved 1/2/13;
Temporary Emissions Licences (TELs) Holicim, Toowoomba - refused 1/2/13; Holicim approved 6/2/13
Local Council advice
Contact: Michael Anderson
European heritage sites damaged through sewer/
[email protected]
flooding issues/ coastal erosion (WW2 bunkers on
Bribie)
Region wide coastal erosion
Bribie island break through issue
Increased sediment movement through rivers to open
ocean including impacts on near shore ecology/ reefs,
impacts on coastal ICOLL fish breeding habitats
Landslips at a number of sites
Loss of dunal vegetation from erosion
Vegetation dieback from foam impacts
Increased midden site exposure due to erosion
Turtle nest lost due to erosion (16 nests)
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Local Government Area Sunshine Coast Council
Vegetation loss and damaged throughout the
protected area network (including significant hollow
bearing trees)
Significant riverbank/ creek bank erosion issues and
assoc riparian vegetation loss
Damage to protected area infrastructure – e.g.
signage/ trails/ fire tracks
Seagrass decline
Sewer network failure and associated contamination
issues (e.g. reduction of DO levels)
General debris and aquatic weed movement through
waterways
Increased acid sulphate leachate movement from
development sites
Exotic fish movement through waterways (e.g. Ewen
Maddock Dam)
Public health/ hygiene issues associated with wide
spread event factors such as power loss e.g. food/
water contamination
Able to provide specific examples of each of the listed
items above if needed.
In some cases, ecological survey techniques need to be employed to assess specific concerns
or to gain a broad audit of natural environmental impacts and likely consequences of the disaster.
A rapid response research capacity following a large-scale natural disturbance assists in
understanding the ecosystems’ dynamics and long-term consequences of natural disasters.
7.4.3 Interaction with the other functions of recovery
Often there is a high level of activity post-disaster to restore infrastructure services and ‘normal’
environmental considerations may be bypassed e.g. seeking vegetation clearance approvals.
Although quick action is essential, good environmental practices, if built into the process
beforehand, can still be applied. The LRG should consider any competing outcomes between
the environmental recovery effort and that of the other functions of recovery.
Noosa will seek a balanced approach to environmental recovery and abide by the objectives and
principles of the National Strategy for Ecologically Sustainable Development (1992)
7.4.4 Using an environmental risk management approach
Given the complexity of the natural environment it is likely that there will be significant uncertainty
in managing environmental recovery. Decisions will often involve lengthy time spans and
assumptions about projected impacts and may involve significant uncertainty. Using a risk
management approach may help determine the environmental risks and how best to treat them.
Such an approach provides a structure, systematic approach to decision making:
Establish the context for recovery of the environment
Identify environmental risks
Analyse environmental risks
Evaluate environmental risks
Treat environmental risks
Monitor and review
Communicate and consult
Below is a table that gives examples of options or strategies for treating risk in the natural
environment:
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Air Water Land and soil Plants and
animals
Monitor/ • emissions (source) air • drinking water • soil stability • establish
observe monitoring program sampling and erosion survival of
• ambient (community) program potential and current
air monitoring • recreational surveys threats to
program water body • soil important
• personal (recovery sampling contamination species
Worker) air monitoring • natural water assessments • flora/fauna
program body and surveys
• deposition (fall out) sampling environmental
monitoring program program and health
risk
assessments
• topsoil
capability for
regeneration
of flora
Prevent/ • aerial incendiary • keep people • implement
avoid practices out of hygiene
• whether or not to put contaminated protocols to
hazardous materials waterways prevent
fire out—let it burn out • remove oils, spread of
and get the oxygen fuels etc from disease to
out or stop it burning wrecked /within the
so it doesn’t vehicles etc natural
contaminate the air • recycling of environment
• extinguish fires wastes to • keep livestock
• there may be minimise out of
occasions where the discharges or sensitive
decision is made that • impacts on areas by
the benefits gained by water fencing (to
allowing the fire to resources avoid grazing
burn outweigh the impact,
smoke pollution. improve
Assessment should recovery of
always be based on plants)
the fire rather than the • hygiene
smoke pollution protocols
• in planning post fire • controlling
recovery of an where
ecosystem sufficient machinery
time for recovery must goes so it
be given before the doesn’t
next control burn is impact on
implemented. certain
Frequent fire too often /threatened
can reduce floral species
biodiversity, such as • replacement
in dry sclerophyll of nesting
eucalypt or heathland. boxes where
Refer to SEQ fire and they are a
biodiversity guidelines part of a
• prevent dust lift off by monitoring or
stabilising land/use of research
fencing, mulching etc program
• manage wastes to • supporting the
prevent emissions welfare of fire-
• manage pesticide affected
applications to wildlife
prevent spray drift
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Air Water Land and soil Plants and
animals
Reduce/ • treat air emissions • use booms, • rehabilitating • control of
minimise (e.g. apply water filters on oil control lines introduced
sprays, filters, spills minimises the predators at
containment) to potential for key sites to
reduce the volume erosion protect
and/or render the threatened
emission less harmful species and
• minimise impact on livestock
the environment • conduct works
through response to minimise
techniques/practices the potential
• minimise exposure to for invasion of
humans and animals weed species
by keeping them to ground
away from the area made bare
where the air is from wildfire
contaminated and along
waterways
Render • filter • interventions
harmless contaminated between
water to hillsides and
remove creeks (such
suspended as straw/wire)
solids, to stop hill
chemicals, creep and
biological sedimentation
hazards in creeks
Mitigate • limit the exposure of • composting • translocate
the people and animals to practices for key (e.g.
effects areas of air disposal of highly
contamination carcasses— threatened)
• decontaminate plants, less impact species to
animals, buildings, on the water safer
equipment table refuge
• provide suitable • wildlife rescue (including into
protection and safety • temporary captive
for recovery habitat breeding
volunteers construction facilities if
and feeding necessary) to
• cleaning of ensure
rain water survival of the
tanks, species
replacement
water • replace
supplies and protective
filtration fencing
around
threatened
plants to
exclude
browsing and
grazing
animals such
as rabbits,
deer and
kangaroo
Offset • where an
the event causes
damage irreversible
damage to
high-priority
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Air Water Land and soil Plants and
animals
vegetation,
selecting a
separate
patch of land
for restoration
may be an
acceptable
offset
• provision of
artificial
nesting boxes
can provide
temporary
habitat for
displaced
animals
(shelter from
weather and
predators,
provide safe
breeding etc)
• high-priority
vegetation
that has been
devastated by
a bushfire—
select a
separate
patch of land
for
reafforestation
over a period
until the initial
area has
recovered
7.4.5 Checklist for environmental recovery
Components
Air
Water and rivers
Coastline
Land and soil
Plants and animals
Partners / stakeholders
Affected communities
Government agencies
Local government
Landcare, ‘friends of’ environment groups
Wildlife rescue services
Catchment management authorities
Others as required, depending on event and local needs
Noosa Local Disaster Recovery Subplan 2018 Page 75
Section 78
Immediate operational activities Conduct risk management Make an immediate impact assessment Identify priority needs for the natural environment Containment of contaminants Rescue of wildlife Emergency erosion stabilisation Emergency action for threatened species Management of stormwater runoff Restoration of habitat Short to medium term operational activities Clean-up of contaminants Rehabilitation of damaged areas Ongoing care and management of endangered species and injured wildlife Response operations damage restoration Ecological impact assessments Management of ongoing erosion Prevention of further contamination – weeks invasion, fungal disease from response and recovery operations Restoration of social amenity Recovery of damaged natural resources Restoration of social amenity elements essential for community wellbeing Long term operational activities Improve / upgrade amenity and/or ecosystems from previously degraded conditions Restore natural environment elements to be sustainable and more resilient to future events Noosa Local Disaster Recovery Subplan 2018 Page 76