Scenic Rim Regional Local Disaster Management Plan Are Privileged and Confidential and Are Not Available for Distribution to the General Public

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IMPORTANT INFORMATION REGARDING THIS DOCUMENT

Certain sections of this Scenic Rim Regional Local Disaster Management Plan are privileged and confidential and are not available for distribution to the general public.

Scenic Rim Regional Council permits the use of material contained in Part One of the Scenic Rim Regional Local Disaster Management Plan being reproduced for research or planning purposes provided that any material used remains unaltered and due recognition of the source of the materials is recognised.

Any party using the information for any purposes does so at their own risk and releases and indemnifies Scenic Rim Regional Council against all responsibility and liability (including negligence, negligent misstatement and pure economic loss) for all expenses, losses, damages and costs as a consequence of such use.

All requests for additional or clarifying information regarding this document are to be referred to:

The Local Disaster Coordinator Scenic Rim Local Disaster Management Group Scenic Rim Regional Council PO Box 25 BEAUDESERT QLD 4285 Ph. 07 5540 5111

Website: www.scenicrim.qld.gov.au

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Controlled Copy No:

Scenic Rim Regional Local Disaster Management Plan

Part One

The Scenic Rim Regional Council Disaster Management Plan is divided into the following three (3) parts:

MAIN PLAN FOR GENERAL DISTRIBUTION

Part 1 Local Disaster Management Plan;

Part Two

Annexure A Threat Specific Sub-Plan – Terrorism Management Plan Annexure B Threat Specific Sub-Plan – Emergency Animal/Plant Disease Plan Annexure C Threat Specific Sub-Plan – Epidemic/Pandemic Plan Annexure D Natural Hazard Risk Assessment for Scenic Rim Regional Council Annexure E Evacuation Sub-Plan Annexure F Recovery Sub-Plan

Part Three

THE FOLLOWING DOCUMENTS CONTAIN CONFIDENTIAL AND PRIVILEGED INFORMATION AND DISTRIBUTION IS RESTRICTED TO LOCAL DISASTER MANAGEMENT GROUP MEMBERS OR OTHER AUTHORISED PERSONS

Annexure G Scenic Rim Regional Council Business Continuity Plan Annexure H Disaster Communications Manual Annexure I LDMG Membership Contact Register

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Definitions The following definitions of a disaster, event and serious disruption, which are taken from the Disaster Management Act 2003, Sections 13 and 16, set the scene for the need for the Scenic Rim Local Disaster Management Plan:

Disaster

A disaster is a serious disruption in a community, caused by the impact of an event that requires a significant coordinated response by the State and other entities to help the community recover from the disruption.

Event

An event means any of the following:  Cyclone, earthquake, flood, storm tide, tornado, tsunami, volcanic eruption or other natural happening; or  An explosion or fire, a chemical, fuel or oil spill, or gas leak; or  An infestation, plague or epidemic; e.g. an example of epidemic – a prevalence of foot-and mouth disease; or  A failure of, or disruption to, an essential service or infrastructure; or  An attack against the State; or  Another event similar to an event mentioned above.

An event may be natural or caused by human acts or omissions.

Serious Disruption

Serious disruption means:  Loss of human life, or illness or injury to humans; or  Widespread or severe property loss or damage; or  Widespread or severe damage to the environment.

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Amendment Register and Version Control All proposed amendments to the Scenic Rim Regional Local Disaster Management Plan are to be submitted in writing to the Scenic Rim Local Disaster Management Group at the address below:

Local Disaster Coordinator Scenic Rim Local Disaster Management Group PO Box 25 BEAUDESERT QLD 4285

The initial version of the plan and subsequent amendments of a procedural nature must be approved by the LDMG, and reviewed by the Executive Officer of the Logan District Disaster Management Group, in accordance with Section 28 of the Disaster Management Act 2003, and approved by the Scenic Rim Regional Council in accordance with Section 80(1) (b), Disaster Management Act 2003.

Amendments of a minor nature, e.g. legislation references, contact names, addresses, telephone numbers etc. will be handled administratively by the Local Disaster Coordinator of the LDMG and ratified at the next local group meeting.

All changes to the document must be tracked in the amendments register and inserted in to all current copies of the plan.

Table 1: Scenic Rim Local Disaster Management Plan Version History

Amendment Date Page/Section Comments /Version Version 2.00 28/08/2012 Revision of Scenic Rim Regional Council Disaster Management Plan 2009. Version 3.00 07/01/2013 Various Updated to comply with External Assessment Recommendations completed on 31/10/2012 Version 4.00 12/11/2013 Various Updated to comply with External Assessment Recommendations completed on 02/09/2013 and feedback received from LDMG members Version 5.00 13/01/2015 Various Changes to LDMG Membership and other minor amendments as recommended by Council and LDMG members

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Controlled Document Distribution List The controlled version of this document is registered. All other versions are uncontrolled.

Distribution COPY AGENCY 1 Scenic Rim Regional Council 2 Scenic Rim Regional Council 3 Scenic Rim Regional Council 4 Scenic Rim Regional Council 5 Scenic Rim Regional Council Queensland Fire and Emergency Services - Emergency 6 Management 7 Queensland Fire and Emergency Services - Fire and Rescue 8 Queensland Police Service 9 Queensland Ambulance Service 10 Queensland Health 11 Department of Transport and Main Roads 12 Department of Defence Department of Communities, Child Safety and Disability 13 Services 14 Red Cross 15 Seqwater 16 Queensland Urban Utilities 17 Telstra 18 Energex 19 Scenic Rim Regional Council 20 Queensland Police Service

Copies of the plan, excluding the controlled document annexes are available for public viewing at the following Scenic Rim Regional Council Customer Service Centres and Libraries:  Administration Centre, 82 Brisbane Street, Beaudesert  Administration Building, 70 High Street, Boonah  Beaudesert Library, 58 Brisbane Street, Beaudesert  Boonah Library, High Street, Boonah  Canungra Library, 12 Kidston Street, Canungra  Tamborine Mountain Library and Customer Service Centre, Corner Main Street and Yuulong Road, Tamborine Mountain Printed copies of the Scenic Rim Regional Local Disaster Management Plan, excluding controlled documents, are available for purchase, at a fee determined by Council.

An electronic version of the Scenic Rim Local Disaster Management Plan, excluding controlled documents, is available for viewing at the Scenic Rim Regional Council website at www.scenicrim.qld.gov.au in a PDF format, under the heading of Community – Disaster Management.

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Table of Contents

PRELIMINARIES ...... iv Foreword from Chairperson of LDMG ...... iv Authority to Plan ...... v Responsibilities under the Plan ...... v Approval of Plan ...... V Definitions ...... vii Amendment Register and Version Control ...... viii Controlled Document Distribution List ...... ix SECTION 1 – INTRODUCTION ...... 1 Purpose of Plan ...... 1 Key Objectives ...... 2 State and Local Government Policy for Disaster Management ...... 2 State Government Policy ...... 2 Local Government Policy ...... 3 Integration with Council’s Corporate Processes ...... 4 LDMG – Terms of Reference ...... 4 Establishment ...... 4 Purpose ...... 4 Membership ...... 4 Scope and Limitations ...... 7 Responsibilities ...... 7 Frequency ...... 12 Times and Places of Meetings ...... 13 Quorum ...... 13 Agenda ...... 13 Conduct of Meetings ...... 13 Recording of Minutes and Reporting ...... 13 Supporting Legislation ...... 13 Review and Renew Plan ...... 14 SECTION 2 – DISASTER RISK MANAGEMENT ...... 15 Community Context ...... 15 Locality ...... 15 Topography ...... 15 Climate ...... 15 Vegetation ...... 15 Population ...... 16 Transport ...... 16 Industry ...... 17 Infrastructure ...... 17 Water supply: ...... 17 Sewerage: ...... 17 Power: ...... 17 Telecommunications: ...... 17 Television: ...... 18 Radio: ...... 18 State Government Operations ...... 18 Federal Government Operations ...... 18 Low Resilient Facilities ...... 18

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Hazards/Threats ...... 19 Explanation of Hazard/Threats ...... 19 Significant Flood ...... 19 Logan and Albert River Catchment ...... 19 Bremer and Warrill Creek Catchments ...... 20 Dam Break ...... 21 Defined Flood Event ...... 22 Flash Flood ...... 22 Cyclone, Storm and East Coast Low ...... 23 Major Transport Accident ...... 23 Fire ...... 24 Hazardous Substances Accident ...... 24 Communicable Diseases ...... 24 Earthquake ...... 25 Terrorist Act ...... 25 Landslip ...... 25 Animal/Plant Disease (Bio-security) ...... 25 Risk Studies ...... 27 Risk Management Record ...... 27 Risk Management and Town Planning Development ...... 28 Active Risk Management Practices ...... 28 SECTION 3 – PREVENTION ...... 29 Introduction ...... 29 Building Codes, Building-Use Regulations and Legislation ...... 29 Compliance with Legislation, Regulations and Standards ...... 29 Hazard Reduction Programs ...... 30 Community Education ...... 30 Insurance ...... 30 Land-Use Management Initiatives ...... 30 SECTION 4 – PREPAREDNESS ...... 33 Introduction ...... 33 Event Coordination ...... 33 Incident Management Team ...... 34 Public Warning Systems ...... 34 Alert and Emergency Warning Schedule ...... 35 Issue and Receipt of Warnings ...... 35 Community Education and Information ...... 36 Memorandum of Understanding ...... 37 Memorandum of Arrangement ...... 37 Financial Planning ...... 38 Context and Assumptions ...... 38 Disaster Management Exemption ...... 38 Recording of Expenses ...... 38 Recouping of Expenditure ...... 39 Training and Exercises ...... 39 Response Capability ...... 41 External Assistance Required ...... 41 Emergency Planning ...... 41 Evacuation Sub-Plan ...... 41 Lead Agency Sub-Plans ...... 42 Community Emergency Sub-Plans ...... 42 SECTION 5 – RESPONSE ...... 43 Introduction ...... 43

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Threat Escalation ...... 44 Declaration of a Disaster Situation ...... 44 Coordination Centre Location ...... 44 Concept of Operation ...... 44 Activation ...... 45 Organisation for Control ...... 47 Receipt of Warnings ...... 47 Distribution of Warnings ...... 47 Community Information ...... 47 Reporting ...... 47 Meetings – Protracted Operations ...... 48 Communications ...... 48 Available Communication Resources ...... 48 Accessing Support ...... 48 Conclusion of Operations ...... 49 Impact Assessment ...... 49 Post Impact Assessment ...... 50 Needs Assessment ...... 50 Threat Specific Arrangements and Response Agencies ...... 51 Lead Agency ...... 51 Support Agency ...... 51 Coordination ...... 51 Functional Specific Arrangements and Response Agencies ...... 56 Lead Agency ...... 56 Support Agency ...... 56 Coordination ...... 56 Threat Specific Sub-Plans ...... 62 SECTION 6 – RECOVERY ...... 63 Introduction ...... 63 Human and Social Recovery ...... 64 Service Provisions ...... 65 Financial and Economic Recovery ...... 66 Appeals ...... 66 Environmental Recovery ...... 67 Roads and Transport Recovery ...... 67 Building Recovery ...... 67 Resupply ...... 67 Reference ...... 67 SCENIC RIM REGIONAL COUNCIL MAP ...... 68 GLOSSARY ...... 69 Acronyms ...... 69 ANNEXURES ...... 71 Annexure A – Threat Specific Sub-Plan – Terrorism Management Plan ...... 71 Aim ...... 71 Scope of the Plan ...... 71 Potential Area for Control ...... 71 Organisation for Control ...... 71 Warnings ...... 71 Concept of Operation ...... 72 Requests for Assistance ...... 72 Conference – Protracted Operations ...... 72 Debriefing ...... 72

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Annexure B – Threat Specific Sub-Plan – Emergency Animal/Plant Disease Plan ...... 73 Aim ...... 73 Objectives ...... 73 Scope of Plan ...... 73 Review of Plan ...... 73 Organisation for Coordinating Operations ...... 74 Organisation for Control ...... 74 Roles and Responsibilities ...... 76 Concept of Operations ...... 77 Reporting ...... 77 Communications ...... 77 Public Information ...... 78 Requests for Assistance ...... 78 Conferences – Protracted Operations ...... 78 Debriefing ...... 78 Annexure C – Threat Specific Sub-Plan – Epidemic/Pandemic Plan ...... 79 Aim ...... 79 Potential Area of Operations ...... 79 Background ...... 79 Potential Communicable Diseases ...... 79 Organisation for Control ...... 80 Concept of Operations ...... 80 Council’s Responsibilities ...... 80 Council as a Disaster Manager ...... 80 Council as a Service Provider ...... 81 Council as a Responsible Employer ...... 81 Issues to be addressed ...... 81 Management of Infected Persons ...... 81

Annexure D – Natural Hazard Risk Assessment for Scenic Rim Regional Council ...... (Attached Separately) Annexure E – Evacuation Sub-Plan ...... (Attached Separately) Annexure F – Recovery Sub-Plan ...... (Attached Separately) Annexure G – Scenic Rim Regional Council Business Continuity Plan (Attached Separately) Annexure H – Disaster Communications Manual ...... (Attached Separately) Annexure I – LDMG Membership Contact ...... Register ...... (Attached Separately)

Section 1 – Introduction

Purpose of Plan The Scenic Rim Local Disaster Management Plan is designed to decrease and mitigate, where possible, the effects of a major incident or disaster within the boundaries of Scenic Rim Regional Council. Additionally it will provide guidance for Prevention, Preparedness, Response and Recovery operations for the LDMG (LDMG) and agencies.

The Scenic Rim Local Disaster Management Plan (LDMP) is a living document and forms one part of a suite of disaster management documents as follows:

Queensland Disaster Management State Disaster Management Plan Committee

District Disaster Management Group Logan District Disaster Management Plan

Local Disaster Management Group Scenic Rim Local Disaster Management Plan Part 1

Main Plan

Part 2

Threat Specific Sub-plans Annexure A – Terrorism Management Plan Annexure B – Emergency Animal/Plan Disease Plan Annexure C – Epidemic/Pandemic Plan Annexure D – Natural Hazard Risk Assessment for Scenic Rim Regional Council

Operational Sub-plans Annexure E – Evacuation Sub-Plan Annexure F – Recovery Sub-Plan

Part 3

Confidential & Privileged Information Annexure G – Scenic Rim Regional Council Business Continuity Plan Annexure H – Disaster Communications Manual Annexure I – LDMG Membership Contact Register

Key Objectives The key objectives of the Scenic Rim Local Disaster Management Plan are to:  Enunciate the Queensland Disaster Management Committee’s strategic policy framework for disaster management;  Detail the disaster management structure for the LDMG;  List the agreed roles and responsibilities under this plan, of the various agencies that have been designated to have lead agency and/or support agency roles in the plan;  Describe the likely effects of identified threats to the community and property in the area;  Provide a concept of operations which includes prevention, preparedness, response and recovery;  Provide functional and threat specific plans and standing operating procedures to address specific threats; and  Incorporate findings of the various risk management studies, including mitigation strategies, into Council’s corporate governance documents and operational procedures.

State and Local Government Policy for Disaster Management State Government Policy The Queensland Disaster Management system is a Whole-of-Government system that requires a commitment from all levels of Government to deliver an all hazards, comprehensive framework that responds to the needs of the community.

An “all hazards approach” means one set of disaster management arrangements capable of dealing with all hazards – natural and man-made.

A “comprehensive approach” encompasses the principles of – Prevention, Preparedness, Response and Recovery – and involves all levels of government and the community, as defined in the Disaster Management Strategy Policy Framework, October 2005.

The Queensland Disaster Management system is based on disaster management legislation contained in the Disaster Management Act 2003. Acts such as the Fire and Rescue Services Act 1990, Public Safety Preservation Act 1986, and the Terrorism (Commonwealth Powers) Act 2002, may have effect in times of disaster and provide additional powers in specific circumstances when dealing with a disaster.

The primary focus of the Whole-of-Government Disaster Management system in Queensland is to mitigate the effects of disasters, wherever possible or practical, while preparing to respond when disasters occur.

Disaster management arrangements have been developed with a focus on the local community, which is represented by the local government for the area.

Diagram 1: Disaster Management Arrangements

This diagram illustrates the relationship between local, state and federal government emergency coordination centres during a disaster event. These centres are the conduit for the sharing of information and the management of response and community recovery operations.

Local Government Policy Disaster management planning for Scenic Rim is not the sole responsibility of the Scenic Rim Regional Council and the Queensland Fire and Emergency Services - Emergency Management. It is a joint responsibility held by all member agencies of the LDMG, and each member agency has a vital role to play in the provision of an appropriate operational response to any event impacting upon the community. This role includes participation in the development of the main plan, and operational plans, either as a lead agency or as a support agency.

If an agency is required to take the lead agency role for a particular operational plan or operational function, it is then responsible for coordination of the development of the Operational Plan for that function. Agencies that have a support agency role will provide assistance in the plan development.

The Scenic Rim Regional Council has a specific policy addressing disaster management to recognise Council's corporate obligation to disaster management.

For its part, local government is responsible for:  Ensuring that it has a disaster response capability;  Providing public works and services to support its community;  Developing and implementing disaster mitigation strategies; and

 Developing and maintaining a disaster management plan that encompasses the prevention, preparedness, response and recovery principles.

Integration with Council’s Corporate Processes Council’s Corporate Plan contains objectives and strategies for disaster management and risk management that relate to community well-being and community lifestyles, through preparedness for natural and man-made disasters.

Council's Operational Plan sets realistic goals and time frames in which to achieve the Corporate Plan’s desired objectives and strategies.

The Planning Schemes adopted by Council contains desired environmental outcomes and acceptable solutions relating to the impact of natural hazards in each of the planning schemes zones. The plans also incorporate natural hazard overlays and calls up the State Planning Policy 1/03, Mitigating the Adverse Impacts of Natural Hazards – Flood, Bushfire and Landslip.

LDMG – Terms of Reference Establishment The LDMG is established under Section 29 of the Disaster Management Act 2003.

Purpose The Scenic Rim Regional Council, through the LDMG, retains primary responsibility for oversight of disaster management arrangements within the Scenic Rim area.

Membership Chair

Under Section 34 of the Disaster Management Act 2003, the Scenic Rim Regional Council appoints a Councillor of Scenic Rim Regional Council as Chair of the LDMG. Within Scenic Rim Regional Council the Mayor is appointed to this position.

Deputy Chair

Under Section 34 of the Disaster Management Act 2003, the Scenic Rim Regional Council appoints a Deputy Chair. Within Scenic Rim Regional Council, a Councillor is appointed to this position.

Local Disaster Coordinator

Under Section 35 of the Disaster Management Act 2003, the Scenic Rim Regional Council appoints a Local Disaster Coordinator (LDC) for the group. In accordance with Section 36 of the Act, the LDC is responsible for helping the group manage its business. Within Scenic Rim Regional Council, a member of the Executive Team is appointed to this position.

It is incumbent upon the LDC to keep the Chief Executive Officer and Councillors of the Scenic Rim Regional Council fully acquainted with developments in disaster management as

they relate to the Scenic Rim and during activations to keep them abreast of the situation at hand.

Deputy Local Disaster Coordinator

In addition to the positions required under the Disaster Management Act 2003, the Scenic Rim Regional Council appoints persons as Deputy Local Disaster Coordinators for the group to support the LDC in the delivery of Scenic Rim Regional Council's Disaster Management Arrangements.

Disaster Management Administration Officer

The Scenic Rim Regional Council employs an officer to provide the administration of disaster management operations and training activities.

Local Disaster Coordination Centre

The Local Disaster Coordination Centre (LDCC) has been established and is staffed by volunteer Council staff during a disaster. This centre's operation is managed by the LDC, who serves as first point of contact between the Scenic Rim’s disaster management agencies. Incident Controllers undertake the specific operation of the LDCC during the activation of the LDCC.

Local Disaster Management Group

In accordance with Section 9 (4) of the Disaster Management and Another Act Amendment Act 2014, the Scenic Rim Regional Council appoints persons as members of the LDMG.

The Scenic Rim Regional Council may appoint persons as members of the group provided they have the necessary expertise or experience to assist the group to undertake its functions and provided they are authorised delegates to make decisions on behalf of their agencies and they are authorised delegates to commit agency resources.

Membership of the LDMG is in accordance with the Disaster Management Act 2003 and by Council resolution of 20 September 2011. The group membership is defined in Table 2.

Under delegated authority, the Chief Executive Officer, Scenic Rim Regional Council appoints the persons to the LDMG as per Section (5) of the Disaster Management and Another Act Amendment Act 2014 with one qualified person and one proxy from each of the organisations.

The Scenic Rim Regional Council has appointed the following persons in the positions listed below to the LDMG: . Mayor of the Scenic Rim Regional Council . Councillor . Local Disaster Coordinator.

The Scenic Rim Regional Council Disaster Management Unit maintains a register of the group’s current membership and contact details (see Annexure I). The contact list is updated at least every six (6) months or when there is a significant change of membership.

In accordance with Section 37 of the Disaster Management Act 2003, at least once a year the Local Disaster Coordinator of the LDMG will provide the Queensland Disaster

Management Committee, with an updated membership list of contact details. This written notice will be forwarded following the completion of the first meeting of LDMG each calendar year.

As soon as practicable after a new member is appointed to the group, the Local Disaster Coordinator will inform the Executive Officer of the Queensland Disaster Management Committee and the Logan District Disaster Coordinator of the appointment, in accordance with Section 24(6) of the Disaster Management Act 2003.

Table 2: LDMG Membership

Local Disaster Management Group

Position Title and Agency Chairperson Mayor, Scenic Rim Regional Council Deputy Chairperson Councillor, Scenic Rim Regional Council Local Disaster Coordinator Director, Scenic Rim Regional Council Representative of Department of Communities, Child Safety and Disability Services LDMG Representative of Queensland Fire and Emergency Services Representative of Queensland Police Service Representative of Red Cross Advisory Group

Position Title and Agency Local Controller, State Emergency Service Representative of Department of Defence Representative of Department of Transport and Main Roads Representative of Energex Representative of Queensland Ambulance Service Representative of Queensland Fire and Emergency Services - Advisory Group Emergency Management Representative of Queensland Health Representative of Queensland Police Service - Ipswich Branch Representative of Queensland Urban Utilities Representative of Seqwater Representative of Telstra Representative of Works Department, Scenic Rim Regional Council

The LDMG Membership is made up of a group of members who function as the decision makers. The other members of the LDMG act as an Advisory Group.

Membership of the LDMG shall mean and include the person acting in the capacity of any of the core members or delegate of the member as the case may be.

Advisors and Invitees

In addition to its members, the LDMG may co-opt additional members or seek the assistance of individuals or organisations as circumstances may require.

Training of Members and Others

To support members in acquiring and maintaining expertise to undertake a membership role, the LDMG works with Queensland Fire and Emergency Services - Emergency Management and other agencies to ensure that a program of disaster management training is provided to the group’s members.

The Disaster Management Administration Officer will maintain a record of training activities and relevant member qualifications as required by relevant audit processes.

Scope and Limitations In accordance with Section 30 of the Disaster Management Act 2003, this group has the following functions:  To ensure that disaster management and disaster operations in Scenic Rim are consistent with the State committee’s strategic policy framework for disaster management for the State;  To develop effective disaster management, and regularly review and assess the disaster management;  To assist Scenic Rim Regional Council prepare the Scenic Rim Local Disaster Management Plan;  To identify, and provide advice to the relevant district groups (Logan District Disaster Group) about support services required by the local group to facilitate disaster management and disaster operations in Scenic Rim;  To ensure the Scenic Rim community is aware of ways of mitigating the adverse effects of an event, and preparing for, responding to and recovering from a disaster;  To manage disaster operations in Scenic Rim under policies and procedures decided by the State group;  To provide reports and make recommendations to the Logan District Disaster Management Group about matters relating to disaster operations;  To identify, and coordinate the supply of additional resources that may be used for disaster operations in Scenic Rim;  To establish and review communications systems in the group, and with the Logan District Disaster Management Group and with the Logan City and LDMGs (also located in the Logan Disaster District), for use when a disaster happens;  To ensure information about a disaster in the region is promptly given to the Logan District Disaster Management Group;  To perform other functions delegated to the group under the Disaster Management Act 2003; and

Responsibilities The Scenic Rim Regional Council has a legislated responsibility to establish a LDMG in accordance with Section 29 of the Disaster Management Act 2003. The LDMG recognises that the agencies listed in Table 3 have disaster management responsibilities within the region.

Table 3: Disaster Management Roles and Responsibilities by Agency

Agency Functions LDMG  Functions as allocated to the LDMG under section 30 of the Disaster Management Act 2003  Development of comprehensive local disaster management planning strategies.  Design and maintenance of a public education/awareness program, which is delivered through member agency resources.  Coordination of support to response agencies.  Reconnaissance and impact assessment.  Provision of public information prior to, during and following disaster events.  Recommended areas/locations to be considered for authorised evacuation.  Public advice re voluntary evacuation.  Identification, resourcing, staffing, management and operation of evacuation centres.  Provision of locally based community support services. Scenic Rim  Management and administration of the LDMG and its subcommittees, Regional Council including the development and maintenance of disaster management plans and sub-plans.  Design, maintenance and operation of a Local Disaster Coordination Centre – including the training of sufficient personnel to operate the Centre on behalf of the LDMG – to coordinate disaster operations and support response and recovery agencies.  Coordination of impact assessment and disaster response on behalf of the LDMG.  Coordination of immediate well-being and recovery needs in conjunction with the Department of Communities, Child Safety and Disability Services, including the management of evacuation centres.  Operation of the Local Disaster Coordination Centre and coordination of disaster response on behalf of the LDMG.  Coordination of communications systems between response and recovery agencies.  Maintenance of normal local government services to the community: o Refuse disposal; o Public health; o Animal control; o Environmental protection; and o Maintenance (including debris clearance) of local roads and bridges.  Ensure maintenance of the local government function via Scenic Rim Business Continuity Plan.  Maintenance of a disaster response capability.  Maintenance of telemetry and warning systems.  Collection and interpretation of information from telemetry systems, conjointly with the Bureau of Meteorology.  Community awareness and education, and issue of public warnings and information.  Scenic Rim support the State Emergency Service with plant, equipment and operating budget.  Provide advice to the Logan District Disaster Management Groups on local matters such as evacuation and longer term recovery.  Provide support to the Logan District Disaster Management Groups with

Agency Functions performing the functions of the Local Group, in the event of a disaster event preventing the local group from performing its functions.  Advise the LDMG, and request and provide assistance through the local group as required during disaster operations. Bureau of  Supply of meteorological bureau information and warnings. Meteorology  Advise the LDMG, and provide assistance to the LDMG as required or requested during events. Department of  Coordinate community recovery effort across government and Communities, non-government agencies. Child Safety and  Chair the multi-agency District Community Recovery Committee. Disability  Develop and annually review District Community Recovery Plans. Services  Establish and manage Community Recovery Centres and Coordination Centres.  Distribute financial assistance to eligible individuals and families affected by natural disasters.  Establish outreach service teams to visit households and determine their recovery needs.  Coordinate the development of community recovery communication strategy messages (strategic and operational) to support the broader disaster recovery and disaster management public communication strategy.  Advise the LDMG, and request and provide assistance through the local group as required during disaster operations. Department of  Advice on vehicle detour routes on State Controlled Roads. Transport and  Advise the LDMG, and request and provide assistance through the local Main Roads group as required during disaster operations.  Maintenance Contractor for Route Numbers 13, A15, 90, 92, 93 and 95. Department of  Fire suppression and control within State Forest. Environment and  Advise the LDMG, and request and provide assistance through the local Resource group as required during disaster operations. Management Biosecurity  Detection and location of infection. Queensland  Containment and control and possible eradication of disease or incursion.  Slaughter and disposal of contaminated animals.  Exotic animal and plant disease threats and emerging animal disease threats.  Exotic animal and plant incursions.  Exotic animal disease threats.  Counselling services to relevant sector.  Advise the LDMG, and request and provide assistance through the local group as required during disaster operations.

Agency Functions Queensland Fire  Provide advice and assistance to all agencies and committees within the and Emergency Queensland disaster management system, and administrative and executive Services - support to the Queensland Disaster Management Committee. Emergency  Overall management of Queensland’s disaster management system on behalf Management of the Queensland Disaster Management Committee.  Provision of coordination policy and operational advice and assistance to disaster managers at all levels of the State’s disaster management system.  Facilitation of a comprehensive approach to disaster management.  Coordination of the provision of disaster management training.  Facilitation of the development and maintenance of the State Disaster Management Plan on the behalf of the Queensland Disaster Management Committee.  Operation and maintenance of the State Disaster Coordination Centre.  Monitor, advise and review state/district/local disaster management plans.  Provide warnings in conjunction with other agencies.  Public education in disaster management.  Advise the LDMG, and request and provide assistance through the local group as required during disaster operations. Queensland Fire & Emergency Services - Fire & Rescue: Urban & Auxillary  Fire control & prevention.  Rescue of trapped persons.  Specialist Urban Search And Rescue.  Assist in pumping out of flooded buildings.  Assist in clean-up of flood affected buildings.  Management of hazardous material situations.  Provision of Chem Data information for hazardous materials.  Provision of expert advisory services on hazardous materials through the Queensland Fire and Emergency Services - Fire and Rescue Scientific Unit.  Advise the LDMG, and request and provide assistance through the local group as required during disaster operations.

Rural Fire  Rural fire control & prevention. Brigade  Safety of persons in relation to fire prevention, suppression, response and recovery operations.  Advice and directions on public safety/evacuation from fire danger zones.  Provision of specialist personnel and equipment.  Provision of assistance to urban fire brigade.  Advice on carcass burning, conditions and safety of carcass burning activities.  Advise the LDMG, and request and provide assistance through the local group as required during disaster operations.

Agency Functions Queensland Fire  Assisting the community to prepare for, respond to and recover from an event & Emergency or disaster. Services -  Public Education. State Emergency  Rescue of trapped or stranded persons. Service (SES)  Search operations for missing persons.  Emergency repair/protection of damaged/vulnerable buildings.  Assistance with debris clearance.  First Aid support.  Assistance with communications.  Assistance with lighting.  Advise the LDMG, and request and provide assistance through the local group as required during disaster operations. Energex  Maintenance of electrical power supply.  Advice in relation to electrical power.  Restoration of power.  Safety advice for consumers.  Advise the LDMG, and request and provide assistance through the local group as required during disaster operations. Environmental  Assistance with information about recovery strategies for environmental Protection damage. Authority /  Advise the LDMG, and request and provide assistance through the local Queensland group as required during disaster operations. Parks and Wildlife Service Queensland  Emergency Pre-Hospital Patient Care assessment, treatment and Ambulance transportation of ill and/or injured persons. Selection of triage and treatment Service areas.  Coordination of all other Volunteer first aid groups including Queensland Ambulance Service first responder groups.  The establishment of an on/site triage/treatment area, casualty clearing and vehicle marshalling areas.  Assistance with the evacuations of persons with medical conditions (specialised medical transport including aero - medical transport).  Liaison with all other emergency services, local and state government and non-government agencies.  Advise the LDMG, and request and provide assistance through the local group as required during disaster operations. Queensland  Coordination of medical resources. Health  Public health advice and warnings to participating agencies and the community.  Psychological and counselling services for disaster affected persons.  Ongoing medical and health services required during the recovery period to preserve the general health of the community.  Advise the LDMG, and request and provide assistance through the local group as required during disaster operations. Logan District  Provision of site Medical Officer or site Medical Team if required. Health Service  On site emergency treatment of casualties if required.  Casualty Clearance Station.  Short-term medical support.  Advise the LDMG, and request and provide assistance through the local group as required during disaster operations.

Agency Functions Queensland  Preservation of peace and good order. Police Service  Prevention of crime.  Security of any site as a possible crime scene.  Investigation of the criminal aspect of any event.  Coronial investigation procedures.  Traffic control, including assistance with road closures and maintenance of road blocks.  Crowd management/public safety.  Coordination of search and rescue.  Maintenance of Peace and good behaviour of evacuations.  Security of evacuated areas.  Registering evacuees and assisting with inquiries regarding evacuations in conjunction with Red Cross. The QPS and Red Cross will undertake this role via the Register.Find.Reunite Service;  Advise the LDMG, and request and provide assistance through the local group as required during disaster operations. Telstra  Telephone communication maintenance and restorations.  Data transfer maintenance and restorations.  Provision of communications facilities.  Advise the LDMG, and request and provide assistance through the local group as required during disaster operations. Optus  Telephone communication maintenance and restorations within Scenic Rim Regional Council networks.  Provision of communications facilities and data transfer. Department of  Provision of operational management expertise and assist in the request for Defence Federal Defence assistance should the event require it. Red Cross  Utilises the Register.Find.Reunite Service to register and reconnect evacuees.  Assist in the management of evacuation centres.  Provide personal support, information and referrals at evacuation and recovery centres.  Provide community members and other agencies with copies of the Red Cross publications “Coping with a Major Personal Crisis”, “Cleaning up after an Emergency” and “Kids after the Emergency” booklet.  Conduct outreach services, in partnership with Council and Department of Communities, Child Safety and Disability Services. Seqwater  Provide bulk supply of water.  Assist in the collection of data during events and primarily during high rainfall and flooding events.  Advice on dam storage levels and overtopping. Queensland  Protection, maintenance and restoration of drinking water and sewerage Urban Utilities services.  Monitor drinking water quality  Monitor sewerage, waste water and hazardous waste disposal.

Frequency The members of the LDMG will meet at least twice a year for the purpose of reviewing and updating the Scenic Rim Local Disaster Management Plan. Additional meetings will be convened to address additional or extra ordinary business as required.

Times and Places of Meetings The LDMG meetings must be held at least once in every six (6) months at the times and places decided by the chairperson of the group. Also, in accordance with the Disaster Management and Another Act Amendment Act 2014 Section 12, the chairperson of a local group must call a meeting if asked, in writing, to do so by: (a) the Chairperson of the district group for the disaster district in which the local group is situated, or (b) at least one-half of the members of the local group.

Quorum Under Section 13 of the Disaster Management and Another Act Amendment Act 2014, a quorum for the group is set at one half of the number of members plus one (1); or if one half of the number of members is not a whole number, the next highest whole number.

Agenda The agenda for the LDMG is distributed electronically via email to members at least two (2) days prior to the meeting and hard copies of the agenda are provided at the meeting.

Conduct of Meetings The LDMG operates in accordance with Section 17 of the Disaster Management and Another Act Amendment Act 2014.

Recording of Minutes and Reporting The following details of actions taken and issues discussed by the LDMG will be recorded:  Meeting minutes;  Meeting schedules;  Meeting agendas; and  Progress reports on emergency risk management and mitigation initiatives/strategies (e.g. disaster management studies)

Members of the group are required to produce a report on their agency’s disaster management activities to the Chair of the LDMG at each formally convened meeting. This allows the group to consolidate this information to report annually to be presented to the Logan District Disaster Management Group.

Supporting Legislation The above section headed LDMG – Terms of Reference should be read in conjunction with the Disaster Management Act 2003 and the Disaster Management and Another Act Amendment Act 2014.

Review and Renew Plan The Local Disaster Coordinator of the LDMG must ensure that the Scenic Rim Local Disaster Management Plan is reviewed annually and as necessary after activation, and the Logan District Disaster Coordinator is advised.

The review may be undertaken by a sub-committee or working group established by the LDMG.

The Scenic Rim Local Disaster Management Plan must be evaluated at least once a year through the use of table-top exercises and/or field or practical exercises and a formal report outlining the exercise outcomes are conveyed to LDMG members and the Logan District Disaster Coordinator.

Section 2 – Disaster Risk Management

Community Context The Scenic Rim Region is a rural and semi-rural area set in South East Queensland and surrounded by world heritage listed national parks of the Great Dividing Range. The region’s primary businesses are agriculture/horticultural production, the equine industry and tourism. Its main towns are Beaudesert, Boonah, Rathdowney, Kooralbyn, Kalbar, Aratula, Canungra, Tamborine Mountain, Harrisville and Peak Crossing. The region also contains three dams: Lake Moogerah, Lake Maroon and the Wyaralong Dam.

Locality Home to 19 towns and villages, the area which is administered by Scenic Rim Regional Council (SRRC) extends over approximately 4,256sq km and is about 60km south of Brisbane. The Council area is surrounded by Ipswich City, Logan City and Gold Coast City Councils, and the new Southern Downs and Lockyer Valley Regional Councils in Queensland and Tweed and Kyogle Shires in New South Wales. A map of the region is shown in Diagram 4.

Topography The topography is dominated on two sides by mountains – along the eastern side by the Beechmont and Darlington Ranges and the Lamington Plateau, and in the south and west by the McPherson and Great Dividing Ranges. Elevations in excess of 1100m are reached on the edge of the Lamington Plateau, whilst Mt Barney (1362m) and Mt Lindesay (1194m) are the highest peaks in the Great Dividing Range. The western border is made up of the Great Dividing Range which has elevations up to 1381m. The northern border is largely floodplain with elevations generally less than 100 m. The area is drained by the Logan River and its major tributaries (the Albert River, Canungra Creek, Teviot Brook), Coomera River and the Bremer River and its tributaries.

Climate Scenic Rim has a generally mild sub-tropical climate modified by altitude in areas such as the Lamington Plateau and Great Dividing Range. It can, none-the-less be subject to extremes of both temperature and rainfall. Rainfall is seasonal, with the heaviest rain occurring during the summer months, and the most extreme rainfall events are generally associated with tropical cyclones or sub-tropical lows. The average annual rainfall is 1058mm. Temperatures rarely exceed 35°C or below 10°C for extended periods. The mean maximum and minimum annual averages are 25.9°C and 15°C respectively.

Vegetation Whilst Scenic Rim has a very diverse range of natural vegetation types, there are significant examples of most habitats that remain undisturbed by development. The native vegetation of the area ranges from lower-montane rainforest dominated by Antarctic beech (Nothofagus sp) and tall eucalypt forests dominated by species such as Eucalyptus grandis (Flooded

Gum), Eucalyptus tereticornis (Forest Red Gum), Eucalyptus saligna (Sydney Blue Gum) and Corymbia citriodora (Lemon Scented Gum), to open woodlands, Melaleuca-dominated swamp forests and heathlands. Much of the area now, however, has been cleared of tall vegetation and is now under pasture. Rainforest can be found in the area particularly along the Great Dividing Range.

Approximately 20% of the area is controlled by public agencies made up of National Park and State Forest or Timber Reserve, whilst approximately 41.4sq km is within the Land Warfare Centre (Kokoda Barracks) at Canungra under the control of the Australian Defence Force ( ADF).

Population Scenic Rim Region is currently home to approximately 38,000 residents. Scenic Rim’s population is forecast to expand by 2031 to just over 80,000 people. Recent census figures suggest that 20.3% of the population is under the age of 14 years and 17.6% is above the age of 65 years. There is an average of 8.9 persons per square kilometre. Main population centres are Beaudesert, Boonah, Kalbar, Aratula, Mount Alford, Roadvale, Warrill View, Peak Crossing, Harrisville, Kooralbyn, Canungra, Beechmont, Tamborine Mountain and Rathdowney.

Transport The road system within the Council area carries a myriad of transport, made up of heavy transport carrying hazardous materials, tourist coaches, school buses and ordinary motor vehicles. The following major arterials carry considerable traffic: (a) Mount Lindesay Highway; (b) Beaudesert-Nerang Road; (c) Lamington National Park Range Road to O’Reilly’s Guest House; (d) Canungra Beechmont Range Road to Binna Burra; (e) All four (4) range roads leading to Tamborine Mountain; (f) Cunningham Highway; (g) Boonah-Beaudesert Road; (h) Boonah-Ipswich Road; (i) Boonah-Fassifern Road; (j) Burnett Creek/Heads Road; and (k) Maroon-White Swamp Road.

Road accident of a size and complexity involving some or all of the mentioned vehicles may not affect the local population, however, it could affect the capabilities of the emergency services.

There are no commercially operated airport facilities in the Scenic Rim Local Government area.

The Brisbane to Sydney interstate rail (passenger and freight) transverses through the Scenic Rim area.

Industry A variety of industries exist within the Scenic Rim Local Government area. Land use is dominated by agricultural land uses – dry-land grazing of cattle for beef, pork and dairying. Horticultural crops (mainly turf and market/vegetables gardens), poultry farms, hobby farms, red claw crayfish, beefalo, bush foods, timber milling and equine establishments.

Industries such as abattoirs, sawmill, bulk fuel depots, retail fuel outlets, milk depots and supermarkets also exist.

Infrastructure Water supply: Treatment of raw water to potable water standard is the responsibility of Seqwater, who also control the water supply dams of Moogerah Dam (supplying Boonah, Kalbar, Mt Alford, and Aratula) and Maroon Dam (supplying Beaudesert, Kooralbyn, and Rathdowney). Seqwater also treats water from Canungra Creek to supply the township of Canungra. A small privately owned water supply is available to some lots in Tamborine Village.

Harrisville, Peak Crossing and Warrill View are supplied with drinking water from the Seqwater bulk water network, with a connection back through the Ipswich City Council area.

Distribution of drinking water and water quality monitoring in all areas is the responsibility of Queensland Urban Utilities.

Sewerage: Collection systems and treatment plants are operated by Queensland Urban Utilities, and are located in the towns of Beaudesert, Boonah, Kalbar, Kooralbyn, Canungra, and Aratula. All systems are gravitational with pump stations. The Aratula system differs as it is a Common Effluent Drainage (CED) system where each user is required to operate a septic system, with the effluent being collected and treated at the treatment plant.

The plants at Beaudesert, Boonah, Kalbar, and Kooralbyn all produce treated water that is reused by third party users.

All other sewage in the region is treated on site by septic or onsite sewage systems with land disposal of effluent.

Power: High and low voltage power is reticulated to the region from urban centres to the North; 33Kw sub stations and transformer sites exists throughout the region.

Telecommunications: Telecommunications is provided by hard wire, fibre optic and mobile systems operated by Telstra and/or leased by other service providers sush as Optus and Vodafone. Telstra is responsible for the ongoing maintenance and engineering of the network.

Commercial and national radio stations cover the region as well as the local community stations. ABC (Local Radio 612, Coast FM 91.7, Radio National 792, Classic FM106.1 and

Triple J 107.7), community radio Beau FM 101.5, Rebel FM 90.5, 101FM Radio Logan; RIM FM 100.1 and River 949.

Television: Free-to-air is available within most areas in the Region. Satellite TV service is also available in locations where free-to-air is not available.

Radio: Emergency services and Council together with a number of private sector enterprises maintain a mobile radio communications (UHF) coverage of the Scenic Rim Region.

State Government Operations The Queensland Police Service has seven (7) stations within the Council boundaries, located at Boonah, Beaudesert, Canungra, North Tamborine, Rathdowney, Kalbar and Harrisville. Scenic Rim Regional Council falls within the Logan Disaster District which is located at Logan District Police Headquarters at Beenleigh.

The Queensland Ambulance Service has five (5) stations located within the Council’s boundaries, located at Beaudesert, Boonah, Canungra, Tamborine Mountain and Rathdowney.

The Queensland Fire and Emergency Services has Auxiliary Fire Stations located at Beaudesert; Boonah, Tamborine Mountain; Canungra; Kooralbyn; Rathdowney and Kalbar. In addition, there are rural fire stations located at Allandale, Aratula/Mt Edwards, Boonah, Cannon Creek., Charlwood, Croftby/Carneys Creek, Kalbar, Lower Mt Walker South, Maroon, Moogerah/Clumber, Mt Alford, Mt French, Mt Walker No.1, Mt Walker No.2, Mutdapilly, Roadvale, Rosevale, Tarome, Warrill View, Biddaddaba, Birnam, Canungra, Cedar Creek/Wolfdene, Chambers Flat, Greenbank, Hillview, Jimboomba, Kerry, Logan Village, Rathdowney, Tamborine Mountain, Tamborine and Woodhill.

Scenic Rim has two (2) public hospitals which are located at Beaudesert and Boonah.

The State Emergency Service has five (5) groups located at Beaudesert, Boonah, Aratula, Harrisville and Tamborine Mountain.

Federal Government Operations

The Australian Defence Force maintains one (1) range complex at Canungra.

Low Resilient Facilities Within the Council’s area there are several facilities that may require priority assistance in disaster events:  Kindergartens/Child care facilities;  Schools;  Accommodations outlets – hotels, motels caravan parks etc.;

 Aged care and respite facilities; and  Community centres.

Hazards/Threats The main direct threats to the Scenic Rim area have been identified as:  Significant Flood;  Flash Flood;  Cyclone, East Coast Low, Storm (wind, rain, hail);  Major Transport Accident (air, road, rail and marine [where road infrastructure intersects]);  Fire (urban and rural);  Emergency Animal/Plant Disease;  Hazardous Material Accident;  Epidemic/Pandemic;  Earthquake;  Landslip; and  Terrorism.

The Region is also likely to be indirectly impacted by hazards/threats occurring in neighbouring local government areas, such as:  Emergency animal/plant disease carried through or into the area by transports; and  Failure of critical infrastructure such as power and communications.

Explanation of Hazard/Threats Significant Flood Flooding occurs on a yearly basis but does not generally affect the residential areas. Major flooding does occur from time to time affecting various areas within the Council area causing disruption to the area.

Logan and Albert River Catchment 1. In Upper Teviot Brook the largest floods since records began occurred in 1970/71*, 1973/74*, 1975/76 and 1990/91. The floods marked * are associated with Tropical Cyclones.

The following bridges/localities are cut by flooding in Teviot Brook:  Coulson Flats at gauge height 5.00m;  Teviot Brook Bridge on the Boonah-Coulson Road at gauge height 6.00m;  Coulson Bridge at the intersection of Boonah-Ipswich-Beaudesert Roads at gauge height 6.00m;

 Town of Dugandan at gauge height 8.00m;  Occasional flooding in Boonah township results from flash flooding in Salt Gully, a tributary of Teviot Brook and from Teviot Brook itself. A single house in Boonah floods at gauge height 7.00m.

2. In Upper Burnett Creek (Maroon Dam) the largest floods since records began occurred in 1972/3, 1975/6 and 1986/7 and 1990/91.

3. The following bridges over the Logan River are cut by flooding:  The Bruxner Bridge on the Tamrookum Church Road at gauge height 7.30m;  The Todd Bridge on the Boonah-Rathdowney Road at gauge height 7.30m;  The Len Drynan Bridge on the Innisplain Road at gauge height 11.70m;  Tilley Bridge on Mt Lindesay Highway at gauge height 12.60m; and  Downes Bridge on the Boonah-Rathdowney Road at gauge height 13.20m.

4. There are numerous small creeks in the area all of which are unmonitored and when in flood will cut road access to various parts of the area. These creeks are likely to experience “flash flooding” resulting in the sudden onset flooding that may last for a few hours.

Bremer and Warrill Creek Catchments The following is the effect of flooding in the various streams:

1. In the Upper Bremer River the largest floods since records began occurred in 1921/22, 1926/27, 1936/37*, 1970/71*, 1973/74*, 1975/76, 1987/88 and 1991/92 with all of these floods being of similar magnitude;

2. In Upper Warrill Creek the largest floods since records began occurred in 1936/37*, 1938/39, 1946/47*, 1953/54* and 1973/4*;  Warrill Creek Bridge at Harrisville is cut at gauge height 5.50m; Warrill Creek; and  Bridge at Kalbar is cut at gauge height 7.00m.

The floods marked * are associated with Tropical Cyclones.

The Cunningham Highway is subject to flooding:  In Aratula near the hotel;  Washpool Gully just north of Aratula;  Warrill Creek Bridge; and  Greenvalley Flats north of Aratula.

The Tarome-Rosevale Road. is subject to flooding from the Bremer River at the Double Crossing Toohill Road which is a school bus route and is also subject to flooding at Toohill Crossing.

The Ipswich-Boonah Road is cut at the bridge over Purga Creek in Peak Crossing at a gauge height of 5.10m.

The overall degree of riverine flood threat is moderate.

Dam Break There are five dams located in the Scenic Rim region. Seqwater manage these dams listed below and the surrounding recreational areas.

 Bromelton Dam is an off stream storage dam adjacent to the Logan River approximately 5km north of Beaudesert with no recreational area. Failure of the dam would result in minor flooding of properties to the north and west flowing into the Logan River.  Lake Maroon is situated on Burnett Creek approximately 25km above its confluence with the Logan River. The dam is located approximately 64km south west of Beaudesert. Recreational activities of boating (powered and non-powered), camping and walking are carried out in and around the dam. Failure of the dam would result in extensive flooding of the valley of Burnett Creek and would impact on the township of Maroon.  Lake Moogerah is on Reynolds Creek and is a tributary of Warrill Creek. It is located in the west of the region and within the Mount Edwards National Park recreation area which permits boating (powered and non-powered), camping and bush walking. Failure of the dam would result in extensive flooding of the valley of Reynolds and Warrill Creeks and would only marginally impact on the township of Kalbar;  Nindooinbah Dam is an off stream storage dam located near Beaudesert, south east of Brayford Estate with no recreational area. Failure of the dam would result in minor flooding of properties to the east and flooding approximately 1km of the Beaudesert-Nerang Road.  Wyaralong Dam is located on the Teviot Brook approximately 14 kilometres northwest of Beaudesert in the Logan River Catchment. The new Mount Joyce Escape Recreation Park provides mountain biking, bush walking and horse riding trails. There are designated camping areas in the recreation area with non-motorised water sport activities available. The new Moto Park at Wyaralong provides trail bike enthusiasts with three motocross circuits and up to 40 kilometres of recreational. Failure of the dam would result in extensive flooding of the Teviot Brook valley flowing into the Logan River.

Seqwater is responsible for maintaining Dam Emergency Action Plans and provide Council with regularly updated controlled copies of these documents.

The overall likelihood of dam break flooding is rare.

Defined Flood Event

The defined flood event (DFE) for town planning purposes, at this point in time and subject to review with the Queensland Flooding Commission of Inquiry recommendations, is the 100 year ARI event – equivalent to the 1974 flood within the Logan and Albert Rivers. The following table indicates the number of properties in various localities likely to be affected by flooding: Beaudesert 1 Canungra 0 Central Rural 5 Kooralbyn 15 Lamington 0 Rathdowney 20 South Rural 8 Tamborine Mountain 78 Veresdale 1 West Rural 44 Wonglepong 1 Totals 173

Further modelling is required to be able to provide accurate data for flooding within the Warrill Creek and Bremer River Catchments. Flood modelling has been undertaken during this review and the updated information will be available on the next review of this plan.

Flash Flood The Scenic Rim by its very nature is located within the headwaters of the three main river networks which are located within the region. As was seen in the January 2011 flash flooding in the Lockyer Valley and Toowoomba, flash flooding can occur in areas where it seems highly unlikely to occur. Given the right circumstances there are many areas within the Scenic Rim which would be susceptible to this type of flooding. The main communities that have been identified as having a flash flooding risk are Canungra and Rathdowney. This does not preclude any other areas from this risk but the increase in population density and number of dwellings located in these two communities increases this risk. Communities must remain vigilant in times of extreme rainfall and ensure they have evacuation plans prepared should such an eventuation occur.

Council will receive funding from the Flood Mitigation Project 2014-15 to install four (4) new Flood Warning Systems at the following locations:  Coulson  Kooralbyn  Canungra  Mt Alford

This plan will be updated with further details when the project has been completed.

Cyclone, Storm and East Coast Low Severe wind, rain and hail storms pose a moderate risk to the Scenic Rim region, and these do occur from time to time and could affect any part of the region. Potential exists for large scale structural damage to residences and businesses, services interruptions and economic loss to the community.

In the past 95 years only 15 cyclones have passed within 100 km of the region. The cyclone season is generally from December to March.

East coast lows (winter equivalent to tropical cyclones) can impact South East Queensland and are more prevalent in the area than tropical cyclones. Averages of three (3) east coast lows are experienced in the region annually.

Severe storms (October – April) are not uncommon in the region and within 150km radius of Brisbane the following statistics are known:  On average there are 20 days per year when severe thunder storms occur.  On each of these days up to five individual storm systems are involved.  The predominant approach is from the south west.  Typical forward speed is 40km/hr.  Approximately 30% of all severe storm days involve severe hail.  A tornado occurs on average about 1 day per year in the region.

Damage from severe winds generated in the above systems generally occurs when the wind speed exceeds 20m/sec. (75km/hr).

Major Transport Accident

Road

The Cunningham Highway and the Mount Lindesay Highway are the main arterial roads which form part of a major road system within the region which carries a myriad of heavy transports (Semi-Trailers, B-Doubles etc), intercity and tourist coaches, school buses and motor vehicles. Road accidents of any size and complexity may not affect a large number of residents directly but could stretch the capabilities of the emergency services.

Potential areas for major road accidents are as follows:  Mount Lindesay Highway;  Cunningham Highway;  General roads within the region; and  Rail level crossings.

Air

An aircraft accident over the region is possible. Flight paths of aircraft both in and out of Brisbane Airport and Amberley Airbase pass over the region each day. There is also a significant general aviation training airspace across the eastern parts of the councils region with aircraft originating from Archerfield Aerodrome and

the Gold Coast Airport. Areas impacted would range from suburban (densely populated) to non-urban (sparse population or industrial areas).

The potential types of accidents may include:  Domestic jet aircraft;  Light aircraft; and  Military aircraft.

Rail

The Brisbane to Sydney Railway passes north/south through the region. The potential types of accidents may include collisions, derailments (passenger and freight) and rail level crossing collision (passenger vehicles, semi-trailers, trucks, coaches).

Fire The whole region is categorised as an at risk area for wildfire, although infrequent and dependent on weather conditions. The threat is dependent of climatic circumstances, particularly after an excessive wet season followed by a prolonged dry period.

The wild fire season is generally experienced between 1st September and 30th November each year, however this season can be extended dependent upon ambient weather conditions and curing rates for grass lands.

Higher risk areas are experienced on the north west faces of escarpments, with the Tamborine Mountain area providing a constant bush fire risk during the wild fire season.

The degree of threat is moderate to high.

Hazardous Substances Accident There is always potential disaster while there exists the storage and/or transportation of toxic, flammable, gaseous and infectious substances. In particular the areas most vulnerable are those in the vicinity of the light industrial areas within the region. There is an ever increasing volume of chemicals used in various industries, transported through or within the region, which increases the potential for disaster.

Communicable Diseases The outbreak of a communicable disease throughout the region could cause high health service demand beyond current capacity. This may require the isolation of a variable number of people for extended periods. The extent this threat would pose would depend on the circumstances of the outbreak.

Epidemics of communicable diseases are of low probability. However the following list indicates broad possibilities of outbreaks:  Communicable diseases commonly found in the general population: meningitis, food-borne illness, influenza, water-borne diseases.

 Potential disease outbreak locations – childcare centres, schools, aged care facilities, event-specific, prisons, marginalised groups such as IV drug users, animal farms (chicken, cattle, equine).  Emerging infectious diseases could include various strains of Avian Influenza, H1N1 Virus or SARS.  Biological assault – terrorist threat, biological weapons. Earthquake Earthquakes or seismic tremors of variable magnitude could occur without warning within the region. Subsequent effects could include damage to property, disruption of essential services and loss of life or serious injury.

There have been no recorded earthquakes in the region although a number of minor seismic tremors have been recorded. The likelihood of an earthquake is rare but the consequences are high.

Terrorist Act It is possible that a terrorist act may occur in Scenic Rim or adjoining regional council areas. Potential areas or sources that may be a target for an extremist event are identified in restricted documentation not available as part of this general plan.

Landslip A disaster of this type which causes damage to property, essential services and perhaps loss of life and stock could occur. Such a disaster could stretch the resources of Council and would more than likely require outside assistance from the Logan District Disaster Management Group. Landslips may occur on the steep slopes, as a result of high rainfall in conjunction with natural circumstances or the intervention by human activity (excavations, clearing, etc). A slope map showing areas potentially subject to landslip is attached in Diagram 2 below.

Animal/Plant Disease (Bio-security) An animal/plant disease outbreak could occur in the region given the nature of the rural undertakings in the area. The Queensland Government Bio-security Animal and Plant Operational Plan provides direction to local governments in the management of an event.

Diagram 2: Landslip Slope Map

Risk Studies A Natural Hazard Risk Assessment for Scenic Rim Regional Council for the Local Government Association of Queensland was completed by Environmental Risk Science and Audit (ERSA) in 212. The approach adopted for this study follows the risk management process established in AS/NZS ISO 31000-2009 Risk Management – Principles and Guidelines (SA/SNZ, 2009).

The Natural Hazard Risk Assessment identifies the following:  Hazards  Elements at Risk and their vulnerability  Risks Analysed; and  Treating the Risk

The Natural Hazard Risk Assessment for Scenic Rim Regional Council is attached as Annexure D.

Risk Management Record In agreement with the Queensland Disaster Management Planning Guidelines 2005, natural hazards and non-natural hazards have been identified within various Disaster Risk Management Studies undertaken for the Scenic Rim Regional Council area. The following table includes information included from the various Scenic Rim Regional Council Disaster Risk Management Studies in accordance the Disaster Management Planning Guidelines 2005.

Identified Natural Hazards in the Scenic Rim Regional Council Area Metrological . Severe Storms . River and Creek Flooding . Bushfire . Tropical cyclones . East Coast Lows Geological . Earthquake . Landslide Biological . Epidemic human disease . Animal and plant disease (Bio-security) . Pandemic: e.g. Avian influenza Identified Non-natural Hazards in the Scenic Rim Regional Council Area Human-caused . Terrorist attack (consequence . Bombing management) . Major transport accident Technological Origin . Dam failure . Hazardous materials accident

Risk Management and Town Planning Development In approving development applications, the Council should ensure that the development is not adversely impacted upon by natural hazards and does not subject the future occupants, critical infrastructure or essential services to unacceptable levels of risk.

Risk treatment strategies are a recognised form of preparation and prevention against the adverse impacts of natural hazards.

Active Risk Management Practices LDMG have risk management as a standing item on the LDMG agenda’s and undertake risk management discussions as part of its regular LDMG meetings with minutes and actions being recorded.

Section 3 – Prevention

Introduction Prevention refers to the regulatory and physical measures taken to ensure that emergencies are prevented or as a result of a disaster their effects mitigated, Australian Emergency Management Glossary, Manual 3. Prevention measures can be both structural and non- structural and include engineering works, planning controls and land use planning, warning systems and regulations.

The State Planning Policy 1/03, Mitigating The Adverse Impact of Flood, Bushfire and Landslide sets out the State’s interest in ensuring that the natural hazards of flood, bushfire and landslide are adequately considered when making decisions about development.

Strategies that would help to reduce or eliminate emergency hazards across the Scenic Rim area are identified and discussed in the Natural Hazard Risk Assessment (see Annexure D).

Building Codes, Building-Use Regulations and Legislation The application of building codes and building use regulations aim to ensure that buildings and infrastructure are designed and constructed to Australasian standards that minimise damage and injury in an event (up to the design event), and that the building or infrastructure is used for the purpose in which was intended. Standards and codes are referred to and enforced particularly for the design and construction of major infrastructure and components of essential services.

Compliance with Legislation, Regulations and Standards The LDMG is committed to implementing and promoting knowledge and awareness amongst the group’s members of the following legislation, regulations and standards:  Ambulance Services Act 1991;  Dangerous Goods Safety Management Act 2001;  Disaster Management Act 2003;  Disaster Management and Another Act Amendment Act 2014  Environmental Protection Act 1994;  Exotic Diseases in Animals Act 1981;  Fire and Emergency Services Act 1990;  Gas Pipelines Access (Queensland) Act 1998;  Sustainable Planning Act 2009;  Liquid Fuel Supply Act 1984;  Local Government Act 2009;  Local Government Regulation 2012;

 Petroleum Act 1923;  Police Powers and Responsibilities Act 2000;  Public Safety Preservation Act 1986; and  Terrorism (Commonwealth Powers) Act 2002.

These Acts, regulations and standards include provisions which work to reduce the impacts of hazards associated with disasters, and have been considered in the preparation of this Scenic Rim Local Disaster Management Plan.

These Acts are continually amended and latest versions are accessible online at: www.legislation.qld.gov.au www.legislation.gov.au

Hazard Reduction Programs Each threat-specific lead agency is responsible for implementing and maintaining an appropriate hazard reduction program. To assist agencies with implementing hazard reduction programs, the Scenic Rim Regional Council can provide Geospatial mapping for use by agencies of the LDMG.

Community Education Community education consists of an ongoing awareness program conducted by the Scenic Rim Regional Council and several statutory services in conjunction with the LDMG.

Council makes available to the community the numerous pamphlets produced by Scenic Rim Regional Council, Bureau of Meteorology, Queensland Fire and Emergency Services - Emergency Management, State authorities, and Emergency Management Australia. Distribution of this information is via electronic media, web services and printed copies posted to members of the community upon request.

Community education will be considered as a standing item at all LDMG regular meetings outlining previous education undertaken and future plans of upcoming public education initiatives.

Insurance The LDMG and the Scenic Rim Regional Council encourages all property owners through community awareness and education programs to purchase appropriate insurances as a risk reduction strategy.

Land-Use Management Initiatives The application of the Integrated Planning Act 1998, State Planning Policy 1/03 and Scenic Rim Regional Council Planning Schemes and Local Plans to development applications will guard against the inappropriate siting of developments. Planning controls include setting policies that set development levels, freeboard requirements, voluntary buy-back schemes, etc. Land use planning includes the appropriate location of service networks and facilities through coordinated planning of infrastructure.

The strategies include plans, reference for land use management, codes for development and requirements pertaining to the assessment of proposed developments. As such, the strategy contributes towards disaster risk reduction within identified hazard-prone/constraint areas, in particular:  Potential wildfire hazard areas, which allows for the identification of an appropriate class of building construction;  Building setbacks from waterways;  Areas of unstable soils and areas of potential land slip hazard; and  Natural hazard (flood) management areas, and the identification of appropriate development standards so that private and community infrastructure can be sited above levels of defined flood events.

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Section 4 – Preparedness

Introduction Preparedness is having arrangements to ensure that, should an emergency occur, all those resources and services which are needed to cope with the effects can be efficiently mobilised and deployed, Australian Emergency Management Glossary, Manual 3.

Preparedness is also about measures that seek to reduce harm caused by a hazard by reducing the community vulnerability and includes measures such as:  Community awareness programs;  Effective information management - collection of historical data of events;  Media releases to communities;  An up to-date Scenic Rim Local Disaster Management Plan; and  Regular maintenance programs.

The LDMG will encourage an all agency, all hazard ethos within the group with all members being encouraged to take the approach, by providing advice and guidance to the group on specific hazards.

The LDMG will establish and maintain relationships with lead and support agencies, local community groups, local volunteer service groups, the Logan District Disaster Group and the State Emergency Service Scenic Rim Unit, to build an ethos of ownership and partnership with the members of the groups to increase its overall disaster management capability.

The LDMG will establish and maintain emergency evacuation centres, community support/welfare centres and develop operational guidelines for their establishment and operation.

The LDMG has established an emergency communications capability and document procedures for its use in an operational plan. The Disaster Communications Manual is attached as Annexure H.

Event Coordination The Local Disaster Coordination Centre (LDCC) is established in the Jim Newton Building, behind Council’s administration centre at 82 Brisbane Street Beaudesert. The building is connected to a standby power generator.

In the event that the LDCC in the Jim Newton Building is inoperable, then the alternative location will be at Council’s administration building High Street Boonah.

The facilities selected as possible LDCCs will be equipped and resourced to coordinate multiple activities undertaken by the group when an event occurs.

Designated Council staff will be regularly trained in incident management procedures, and form part of the Incident Management Team.

Members of the LDMG will be regularly trained on disaster management roles and responsibilities such as disaster coordination, Queensland Disaster Management Arrangements, incident management roles and responsibilities and emergency risk management in the event the group is activated.

Event specific information will be distributed to members of the LDMG by way of SMS, email and telephone as appropriate in a timely manner.

The Local Disaster Coordinator of the LDMG is responsible for the implementation of such training.

Incident Management Team The Incident Management Team is a pre-selected group of people that have had training in incident management and support the operations of the LDMG.

Functions of the Incident Management Team include:  Coordination of a multi-agency response;  Developing strategies for operational implementation;  Perform on behalf of the LDMG the planning, logistics, operations and control for the event / disaster; and  Developing strategies for the LDMG to act upon i.e. future operations.

The Incident Management Team will operate under the Australasian Inter-service Incident Management System.

Council will maintain an incident management team capable of operating a LDCC for a period of 72 hours before external assistance may be required.

Public Warning Systems Under Section 30 of the Disaster Management Act 2003, the LDMG is responsible for ensuring the community is aware of how to respond in preparation for and during a disaster event. It involves raising awareness of identified threats and the means by which the community should respond at an individual and/or household level, and may include warnings and directions.

A key supporting document to this process is the Scenic Rim Regional Council Disaster Communications Manual which is managed by the Communications and Engagement area of Scenic Rim Regional Council (see Annexure H).

Under this Scenic Rim Local Disaster Management Plan, the Chair of the LDMG and the Local Disaster Coordinator is responsible for the dissemination of public warnings and information; and is the official source of public and media information.

During an event, the release of public information on aspects such as road closures, traffic routes, advice on evacuation procedures and registrations, will be coordinated through the Scenic Rim Local Disaster Coordination Centre.

The Chair of the LDMG, or delegate, is the chief media spokesperson.

Alert and Emergency Warning Schedule The Scenic Rim Regional Council Alert and Emergency Warning schedule has been developed to provide information to the community in a timely manner to assist community members to prepare and act to save life and property in the case of a natural disaster. At this stage the three natural disasters that have been included in the schedule are bushfire, flooding and storms.

The region has been broken up into small segments based on risk factors associated with each location.

There have been 6 individual segments identified for bushfire and storm within the region however this is not based on any specific evidence in relation to the commonality of storms in these areas and only on locality for this schedule’s purpose.

There have been 23 individual segments identified for flooding as well as the three major catchments within the region.

The use of the Scenic Rim Regional Council Alert and Emergency Warning Schedule will be at the discretion of the Local Disaster Controller as the need arises in consultation with the Chair of the LDMG (should this be possible due to time critical alerts or warnings being required).

The Scenic Rim Regional Council will develop the Alert and Emergency Warning Schedule in a systematic way so that to request a message to be transmitted to a segment the Council only needs to identify the segment and the message to be sent. The Council will generate a number of generic messages that are to be stored by Queensland Fire and Emergency Services - Emergency Management. For example, the Scenic Rim Regional Council may request that message #3 be sent to segments 1,3,4,5 and 9.

A copy of the Alert and Emergency Warning Schedule, Messages, Segments and Alert Areas are attached in the Scenic Rim Local Disaster Coordination Centre Standard Operating Procedures.

Issue and Receipt of Warnings In the event of a potential emergency situation, a warning may be issued by any agency that maintains monitoring devices, including the Bureau of Meteorology, Scenic Rim Regional Council, Queensland Police Service, Queensland Fire & Emergency Services and/or any of the emergency services.

When this plan is activated, public warnings will be distributed through the Scenic Rim Local Disaster Coordination Centre, upon recommendation of the lead agency and the Local Disaster Coordinator, and where possible on the authorisation of the Chair of the LDMG, or delegates.

In summary, disaster related information will be communicated to the community by the following strategies:

If power is available:  Broadcast warnings and alerts will be issued by radio (commercial and ABC), internet (Facebook, Twitter, Web), Free-to-air television services; and  Emergency Alert System.

If local power and/or telecommunications is lost:  Maintain communications through the Scenic Rim Local Disaster Coordination Centre;  Manually distribute information brochures and handouts; and  Broadcast warnings and alerts by radio (commercial and ABC), internet (Facebook, Twitter, Web) and Free-to-air television services.

If general power is lost along with telecommunications:  Maintain communications at the Scenic Rim Local Disaster Coordination Centre;  Manually distribute information brochures and handouts; and  Establish radio communications within the Scenic Rim Local Disaster Coordination Centre and with the Logan District Disaster Coordination Centre; and  Broadcast warnings and alerts by radio (commercial and ABC).

If Council's internet connection is lost:  Maintain communications through the Scenic Rim Local Disaster Coordination Centre;  Manually distribute information brochures and handouts; and  Broadcast warnings and alerts by radio (commercial and ABC), internet (Facebook, Twitter, Web) using alternative internet connections e.g. mobile wifi and Free-to-air television services.

If all internet connection lost:  Maintain communications at the Scenic Rim Local Disaster Coordination Centre;  Manually distribute information brochures and handouts; and  Broadcast warnings and alerts by radio (commercial and ABC) and Free-to-air television services.

Community Education and Information Community education includes programs designed by Council in conjunction with Council’s operational staff and the LDMG, together with material prepared by agencies such as the Queensland Fire and Emergency Services - Emergency Management, Bureau of Meteorology and other Statutory Services, that:  Provide a detailed explanation of particular hazards;  Provide details of practical measures residents can take prior to, during and after a disaster event or incident to help them prepare for and recover from the impact of the event or incident;  Encourage the community to “be aware” through ongoing media campaigns;

 The local media may also be used for the purpose of dissemination of education programs.

Council should also consider participating in state government programs, for example, the Get Ready Campaign.

Agencies responsible for the provision of community information are outlined below:  Queensland Fire and Emergency Services - will coordinate media and public information regarding urban and rural bushfire, chemical or gas emergency situations.  Biosecurity Queensland - provides clear, accurate information about an animal disease emergency and its implications and the progress of control or eradication procedures.  The Bureau of Meteorology - provides cyclone, flood, severe storm (including thunderstorm), east coast lows, land gales and severe bushfire weather advices.  The Department of Premier and Cabinet - where the state-wide management of a terrorist incident is required.  Queensland Police Service – has responsibility for providing information about a locally managed incident or a terrorist incident.  Logan District Disaster Coordinator – advises detail of mandatory evacuations and declarations under the Disaster Management Act 2003, relating to any disaster event.  Queensland Health - for information regarding a public health epidemic or heat wave.  Scenic Rim Regional Council – regional and local stream flood information, community based flood watch program, local information on road closures, traffic routes, evacuations, evacuation centres, community support centres, debris clean-up and all matters relating to the activation of the LDMG and Logan City Local Disaster Management Plan.

Memorandum of Understanding The Scenic Rim Regional Council entered into a Memorandum of Understanding (MoU) with Red Cross for the provision of services in relation to preparing for, responding to and recovering from emergency events. The Memorandum of Understanding outlines the roles and responsibilities of both organisations in the event of a natural disaster or other major emergency. The Red Cross MoU is attached as an annexure to the Scenic Rim Evacuation Sub-plan (Annexure E). Memorandum of Arrangement The Scenic Rim Regional Council entered into a Memorandum of Arrangement (MoA) with the Department of Education, Training and Employment (DETE) for the provision of temporary access to identified DETE facilities (22 State Schools across the region) for the purpose of Evacuation Centres or Places of Refuge. This MoA is attached as an annexure to the Scenic Rim Evacuation Sub-plan (Annexure E).

Financial Planning Context and Assumptions The Local Disaster Coordinator of the LDMG is to provide guidance to Council in relation to planning, operational finances and capital required to activate the LDMG and the Scenic Rim Local Disaster Management Plan to the appropriate operational level of readiness.

All response and recovery costs incurred by Council relating to disaster management will be coordinated by the Local Disaster Coordinator of the LDMG. Upon activation of the LDMG a disaster cost centre and project/job numbers will be created and activated to capture costs for deployment of resources and response and recovery activities. Cost centre and project/job numbers will be provided by Council’s Chief Finance Officer.

Recovery of any costs associated with damaged assets or activities that would ordinarily be undertaken by Council in a non-disaster situation should be referred to the relevant Council Department for response. If costs are to be incurred for these activities that are claimable under counter disaster operations any such expenditure should only be undertaken with the prior approval of the Local Disaster Coordinator who is ultimately accountable for the expenditure incurred.

Council’s financial management policy and procedures will govern all financial delegations, authorisations to expend funds and recording of expenditure etc. Disaster related finances are not normally included in the budgetary processes of the Council or other responding agencies. Disaster events happen, however, and may require the allocation of substantial funds as a consequence.

Disaster Management Exemption Council recognises that a disaster may create situations where procurement may need to be undertaken within compressed timeframes. As far as practical, the requirements for procurement should be undertaken within Council's normal processes and systems. Should procurement need to occur that does not comply with the quotation or tender requirements required by this policy authorisation should be first obtained from:  Where procurement relates to the Local Disaster Coordination Centre - Counter Disaster Operations; the Local Disaster Coordinator  Where procurement relates to normal Council operations; the Chief Executive Officer, relevant Director or Chief Finance Officer

Recording of Expenses When an incident occurs, each participating Council department and each participating lead and support agency should immediately begin accounting for personnel, equipment and other costs relating to the disaster response.

Separate recording of disaster related expenditure shall be in accordance with the Scenic Rim Regional Council’s or agency’s financial procedures and supported by logs, formal records and file copies of expenditures to provide clear and reasonable accountability and justification for reimbursement must be maintained.

It is mandatory that good accounting principles and practices be employed in order to safeguard the use of public funds from the potential of fraud, waste or abuse.

Recouping of Expenditure The circumstances and conditions under which disaster related expenditure may be recouped is explained in the Queensland Disaster Relief and Recovery Arrangements - Guidelines.

Reimbursement is not an automatic process, and requires solid evidence of disaster related expenditure. Some disaster events may not be claimable.

Claims for reimbursement of funds relating to disaster operational expenses are addressed to the Natural Disaster Relief and Recovery Arrangements Branch, Queensland Fire and Emergency Services - Emergency Management.

The National Disaster Relief and Recovery Arrangement trigger points are determined annually by the Queensland Fire and Emergency Services - Emergency Management, together with State Disaster Relief Arrangements, are contained in the current version of the Queensland Disaster Relief and Recovery Arrangements - Guidelines.

Training and Exercises The Queensland Disaster Management Arrangements brings together a number of agencies to work in a coordinated manner to assist communities prepare for, respond to and recover from disasters. Disaster management training is important to ensure that all agencies can seamlessly integrate within the region’s disaster management arrangements and contribute to an effective and coordinated response.

In conjunction with Queensland Fire and Emergency Services - Emergency Management, the Logan District Disaster Management Group and member agencies, the LDMG maintains a Disaster Management Training Framework, which details a coordinated approach to disaster management training within the region. The Framework is attached as Diagram 3 below.

Central features of this framework include:  Training the members of the LDMG and the Logan District Disaster Management Group;  Training the Scenic Rim Regional Council Local Disaster Coordination Centre Incident Management Team, which provides disaster coordination services through the Scenic Rim Local Disaster Coordination Centre on behalf of the local group;  Training the regions disaster management agencies (including Scenic Rim Regional Council, emergency services, community agencies and volunteer organisations) in disaster management concepts and operations; and  Exercises to test and develop capacity.

The Scenic Rim Regional Council must conduct an exercise, either through the use of table- top exercises and/or field or practical exercises at least once a year to evaluate the effectiveness of the Scenic Rim Local Disaster Management Plan. A formal report outlining the exercise outcomes are to be conveyed to the LDMG members and the Logan District Disaster Coordinator.

Diagram 3:

Response Capability The current response capability is achieved through:  The establishment and maintenance of the Scenic Rim State Emergency Service;  The Scenic Rim Regional Council’s workforce; and  The capabilities of the various lead and support agencies as detailed in the various role, responsibility and capability tables within this plan.

A measurement of response capability may be achieved through operational activation of the LDMG or by the conduct of an exercises that test all or parts of the Scenic Rim Local Disaster Management Plan.

A record of the conduct of such exercises shall be maintained in the exercise register.

LDMG will maintain a data base of suitable community organisations that are able to provide assistance during periods of activation and recovery including their capability and capacity of assistance.

External Assistance Required The LDMG will advise the Logan Disaster District Coordinator and the Logan District Disaster Management Group of the likely requirements of external assistance by forwarding a formal request for assistance.

Emergency Planning The LDMG recognises the importance of planning for disaster events, and actively promotes this amongst the region’s disaster management agencies.

When preparing emergency plans, the LDMG will:  Utilise emergency risk management principles;  Adopt a comprehensive, all agencies approach to disaster management;  Consider community preparedness; and  Consult extensively with lead and supporting agencies, and community stakeholders as appropriate

The LDMG is responsible for maintaining the Scenic Rim Disaster Management Plan. In maintaining this plan, the group expects that all member agencies will be actively involved in the review process, as per the Disaster Management Test and Evaluation Framework.

Evacuation Sub-Plan The Scenic Rim Regional Council has developed an Evacuation Sub-Plan (see Annexure E).

Lead Agency Sub-Plans The LDMG expects that lead agencies will prepare and maintain written emergency plans to:  Control hazards for which they are responsible; and  Manage the delivery of disaster management functions for which they are responsible.

Lead agencies are responsible for reviewing and updating these sub-plans at least annually and presenting enhancements back to the LDMG for consideration.

Community Emergency Sub-Plans The LDMG encourages community groups, businesses, developers and others, to prepare emergency and business continuity plans. The group especially encourages organisations that care for vulnerable sectors of the community (e.g. aged care facilities) to prepare emergency plans and will be attached as and when received.

The Scenic Rim Regional Council has received emergency sub-plans from the following organisations:  Fassifern Aged Care Services, Harold Stark Avenue, Boonah  Fassifern Retirement Village, Harold Stark Avenue, Boonah  Prescare Roslyn Lodge, Main Western Road, Tamborine Mountain  Star Gardens, 14 Brooklands Drive, Beaudesert  Wongaburra Garden Settlement, 210 Brisbane Street, Beaudesert Copies of the above emergency sub-plans are attached as annexures to the Scenic Rim Evacuation Sub-plan.

Section 5 – Response

Introduction Response is defined as the actions taken in anticipation of, during, and immediately after an emergency to ensure that its effects are minimised, and that people affected are given immediate relief and support, Emergency Management Australia Glossary, Manual 3.

The principle purpose of the emergency response is the preservation of life and property and includes having well trained resources available to respond to a hazard situation.

Emergency response includes:  Establishment and training of Council staff in Australasian Inter-service Incident Management System to form part of multiple Incident Management Teams;  Activation of the Local Disaster Coordination Centre;  Conducting regular training and exercises for response and recovery teams;  Utilising all available resources to ensure timely and reliable information is provided to the community; and  Coordinating agencies to respond to the disaster.

The LDMG will implement response arrangements that clearly identify:  Standard operating procedures for the coordination of the event;  Immobilisation and management of resources;  Communication and information networks; and  Implementation and maintenance of a capability register, outlining equipment capability, human resources, specialised equipment, and registers of sub-contractors.

Should it be required the Scenic Rim Regional Council Business Continuity Plan will be activated to ensure these response arrangements are executed accordingly. The Scenic Rim Regional Council Business Continuity Plan is attached as Annexure G.

The LDMG will pre-determine (where possible) when it or the Incident Management Team will activate or respond to a specific incident or disaster.

Once activated the LDMG is to ensure the following within in its own capability:  Efficiently and effectively coordinate the response to an event;  Minimise the impact of a disaster event on the community;  Detail the strategic manner in which elements of the LDMG will deal with day to day disaster management business; and  How information will be passed out on events that may impact on the LDMG.

Threat Escalation The LDMG, and all lead and support agencies must be aware of the potential for the threat to escalate to a point where: (a) The resources of the lead and/or support agency are insufficient to adequately respond, in which case the lead agency shall advise the LDMG of the situation and of the resources required; or (b) It becomes obvious or it is suspected that the trigger for the threat is terrorist based or an organisation claims responsibility for the threat as a terrorist act.

In this latter case the LDMG shall be immediately informed of the situation and it in turn will immediately advise the Queensland Police Service who will assume control of the response. It will be necessary for the initial responders to preserve the threat site so that the forensic evidence may be collected by the Queensland Police Service.

Declaration of a Disaster Situation The LDMG may request the District Disaster Coordinator to declare a Disaster Situation under the Disaster Management Act 2003. Under the Act, the Logan District Disaster Coordinator may declare a Disaster Situation subject to the approval of the Minister. Coordination Centre Location For the purpose of coordinating emergency/disaster activities, the location of the Local Disaster Coordination Centre will be behind the Scenic Rim Regional Council Administration Centre in the Jim Newton Building, 82 Brisbane Street Beaudesert or other nominated site.

In the advent of the Jim Newton Building being inoperable, the alternative coordination centre will be located at the Council’s Administration Building, High Street Boonah.

Concept of Operation Activation of the LDMG or part thereof can only be authorised by the Chairperson or Local Disaster Coordinator on receipt of:  A warning of an impending threat which in the opinion of the Chairperson would require a coordinated community response;  A request from a lead agency for assistance under the Scenic Rim Local Disaster Management Plan;  A request from a support agency for assistance under the Scenic Rim Local Disaster Management Plan;  A request of the Logan Disaster District Coordinator;  A request from an affected Local Government under mutual aid arrangements, to provide assistance to a neighbouring Local Government; or  Advice from the State of an impending disaster.

Activation The activation of the LDMG and the Local Disaster Coordination Centre is based on four stages of the QDMA escalation model from as seen below:

Level of Activation Definition

Alert A heightened level of vigilance due to the possibility of an event in the area of responsibility. No action is required however the situation should be monitored by someone capable of assessing the potential of the threat.

Lean Forward An operational state to prepare to ‘stand up’ characterised by a heightened level of situational awareness of disaster event (either current or impeding) and a state of operational readiness. Disaster coordination centres are prepared but not activated.

Stand up The operational state following ‘lean forward’ whereby resources are mobilised, personnel are activated and operational activities commenced. Disaster coordination centres are activated.

Stand down Transition from responding to an event back to normal core business and / or recovery operations. There is no longer a requirement to respond to the event and the threat is no longer present.

Diagram 4: Activation Flow Chart of Disaster Management Arrangements

ALERT STAGE THREAT RESPONSE ACTIONS

 Notify Chair, Deputy Chair, Local Disaster Coordinator Warning Activate the plan  Notify members of the LDMG STAGE 1 indicates a and place the  Members to acknowledge Alert Notification

ALERT disaster event group on Stage 1  Members to review agency response procedures is possible Alert  Local Disaster Coordinator to confirm operational readiness of the Scenic Rim Local Disaster Coordination Centre

 Activate Chair, Deputy Chair, Local Disaster Coordinator Warning Activate the plan  Activate required members of the LDMG and Scenic Rim Local Disaster Coordination Centre STAGE 2 indicates a and Place the  Required members to acknowledge Standby Notification LEAN disaster event group on Stage 2 FORWARD  LDMG members to meet at pre-designated operations centre is probable Standby  Liaise with Logan District Disaster Coordinator and Executive Officer of the Logan District Disaster Management Group

A disaster has Activate the plan,  LDMG operational happened, is the group and the STAGE 3  Scenic Rim Local Disaster Coordination Centre operational happening or disaster STAND UP is likely to coordination  Continued liaison with Logan District Disaster Coordinator and Executive Officer of the Logan happen centre District Disaster Management Group

 Deactivate the LDMG Deactivate the  Deactivate the Scenic Rim Local Disaster Coordination Centre No longer a plan, the group STAGE 4  Notify the Logan District Disaster Coordinator and Executive Officer of the Logan District Disaster need for and the disaster STAND DOWN Management Group of stand-down activation coordination centre  Complete ‘hot’ operational debrief  Complete post operational activities reports and financial/resources expenditure reports

Organisation for Control Control of the disaster response is to be the responsibility of the relevant lead agency.

Support required by the lead agency, upon implementation of this plan will be coordinated by the Local Disaster Coordinator of the LDMG through the Local Disaster Coordination Centre, if it is activated.

Receipt of Warnings Warnings of a natural disaster (severe weather, cyclone, or flood) will be issued in the first instance by the Bureau of Meteorology to the Local Disaster Coordinator, Scenic Rim Regional Council. The Local Disaster Coordinator, is to ensure the information is forwarded to the Chairperson and members of the LDMG.

Warnings of a man-made disaster or other natural disaster for which a warning would not be issued by the Bureau of Meteorology, may be issued by the designated lead agency to the Chairperson and the Local Disaster Coordinator of the LDMG. The Chairperson or the Local Disaster Coordinator will advise the Logan District Disaster Coordinator.

Distribution of Warnings Upon the implementation of this plan, all public warnings from the LDMG will be coordinated through the Communications and Engagement Coordinator, Scenic Rim Regional Council. All requests are to be authorised by the Chairperson, and/or the Local Disaster Coordinator of the LDMG.

Warnings are to be issued by the most effective means and may include phone (to effected properties), radio warnings, SMS email, social media, local electronic and print media outlets.

Community Information Community information will be disseminated in accordance with LDMG Disaster Communications Manual as included in Annexure H.

Community information is that information which is passed on to the public prior to, during, and after a disaster, such as warnings and direction.

All information from the LDMG will be coordinated through the Communications and Engagement Coordinator, Scenic Rim Regional Council. All requests are to be authorised by the Chairperson, and/or the Local Disaster Coordinator of the LDMG.

Reporting All response organisations are to submit regular situation reports to the Local Disaster Coordination Centre. Tasking within the Local Disaster Coordination Centre will be managed by Incident Management Software. All emergency operation documentation will be undertaken in conjunction with the Scenic Rim Regional Council’s information management policies systems and procedures.

The Local Disaster Coordinator of the LDMG is to collate reports (response organisation’s situation reports) received and supply regular situation reports to the Chairperson of the LDMG and the Logan District Disaster Coordinator.

Meetings – Protracted Operations Should damage or disruption be to such an extent that operations are to continue over a number of days, the LDMG will meet as required to coordinate effort and establish priorities.

Communications For major activations as per the relevant sub/operational plans, each response agency will be required to send a Liaison Officer to the Local Disaster Coordination Centre.

The Liaison Officers should have their own means of communication to their respective organisations.

Available Communication Resources The under mentioned communication systems should be available for disaster management operations:  Scenic Rim Regional Council;  Conventional Telstra facilities (additional telephones and facilities may be made available by Telstra during operations);  State Emergency Service radio net;  Queensland Police radio net;  Individual Response Agency radio net;  Electronic media – Radio and television stations and Council’s website – for dissemination of public information as directed by the Chairperson; and  Considerable control of communication systems will be needed to prevent the over loading of these facilities.

Accessing Support When the lead agency’s own resources are insufficient to combat the hazard/threat it can contact the LDMG and request additional support.

All requests for assistance must go through the Local Disaster Coordination Centre which will coordinate the appropriate response.

If the LDMG is unable to meet the request for additional support, the Chairperson and/or Local Disaster Coordinator of the LDMG may request the additional support through the Logan District Disaster Coordinator.

Financial support to Scenic Rim Regional Council may be available through the State Disaster Relief Arrangements or the Natural Disaster Relief and Recovery Arrangements.

Conclusion of Operations Acting on advice from the relevant lead agency, the Chairperson or Local Disaster Coordinator of the LDMG will coordinate a recall of participating agencies and close down the Local Disaster Coordination Centre.

Members of participating agencies are to be debriefed by their respective officers- in-charge prior to stand down.

An operation debrief involving officers-in-charge of the Lead and support agencies is to be conducted by the Chairperson or the Local Disaster Coordinator of the LDMG is to ensure within seven (7) days of completion of the operation, a report is prepared and submitted to the LDMG and the Logan District Disaster Management Group.

Impact Assessment Impact assessment is the organised process of collecting and analysing information after an emergency or disaster to estimate.

This may include:  Casualties;  Damage; or  The needs of the affected community for response, recovery and future prevention and preparedness assistance.

The purpose of impact disaster assessment is to provide disaster management groups with a source of comprehensive, standardised information on the impact of a hazard. This information is used to set priorities and make decisions relating to the response to an emergency or disaster and to the initial steps leading to recovery.

There are two basic types of impact assessment: 1. Post Impact Assessment - examines the ways in which a hazard has affected the community; and 2. Needs Assessment - examines the type, amount and priorities of assistance needed.

Under this plan and dependant on the type of damage, the Scenic Rim Regional Council will generally coordinate agencies in the conducting impact assessments.

Post Impact Assessment

There are two types of post-impact assessment: 1. Rapid Damage Assessment; and 2. Comprehensive Damage Assessment.

Rapid Damage Assessment

Rapid damage assessment is undertaken immediately following an event to gather a high level view of consequences and potential consequences.

Methods of obtaining this information include:  Calls for assistance recorded at emergency services communications centres and through Scenic Rim Regional Council’s Local Disaster Coordination Centre;  Tasking of emergency service assets;  Information provided by LDMG members and invitees; and  Assessment data from Scenic Rim Regional Council’s operational branches

This assessment will provide initial and often unconfirmed indicative information. The information collected is used to provide an assessment of the potential overall impact of the event and to set initial priorities.

Comprehensive Damage Assessment

Comprehensive damage assessment will commence as soon as possible following an event to accurately establish the impact of an event and confirm the results of the rapid damage assessment. Response and recovery agencies will undertake detailed impact assessments relating to their area of jurisdiction and will submit situation reports to the LDMG through the Scenic Rim Local Disaster Coordination Centre.

Depending on need, Scenic Rim Regional Council may coordinate the formation and operation of multi-agency damage assessment teams to systematically collect and analyse impact assessment data.

Needs Assessment Based on initial rapid and comprehensive damage assessment data, needs assessment is conducted by the LDMG to establish the type, amount and priorities of assistance needed by disaster-affected communities.

Threat Specific Arrangements and Response Agencies Lead Agency A threat-specific lead agency is the agency in control of the management of a specific threat when this plan is activated. Control relates to managing of what should be done, when and by whom. Control operates horizontally across agencies that are contributing to the management of the particular hazard.

For example, during a wildfire threat, the Queensland Fire and Emergency Services is the lead agency, and will control all agencies that are contributing to wildfire management. This includes giving directions and tasks to supporting agencies, allowing access into various zones, determining the need for evacuation.

Being in control does not mean that the lead agency supplies all the resources to manage a threat. A lead agency will be supported by other agencies that have an agreed role to support the management of the threat. Control does not extend to commanding the resources (personnel and equipment) of other agencies. Each agency is responsible for commanding their own assets.

Lead agency status is usually bestowed by legislation, common law, regulations, or by agreement of the LDMG.

Support Agency A support agency supports the lead agency in the management of a threat through actions or the provision of personnel and equipment. While under the control of a lead agency, support agencies retain responsibility for commanding their resources and ensuring that their own standard operating procedures are correctly implemented.

Coordination When this plan is activated, the LDMG is responsible for the overall coordination of disaster events. The group is to ensure that information and resources are acquired and distributed where needed and when needed.

During a disaster, a number of lead agencies may be in operation at the same time. For example, a disaster may involve the management of a number of threats, and the delivery of a number of disaster management functions (such as evacuation, shelter management and community support).

Coordination is about ensuring lead and support agencies have the resources and information needed to carry out their agreed roles.

Under this plan, Scenic Rim Regional Council is the agency responsible for ensuring coordination on behalf of the LDMG, in accordance with the Disaster Coordination Sub-Plan to be created.

Coordination operates horizontally across agencies, but does not extend to the control of threats or functions, nor to the command of agency resources.

To ensure the provision of effective support during disaster management operations, a number of agencies have been identified and have accepted a lead or support role for the nominated threat/hazard as detailed in the following table.

General responsibilities are covered in more detail under the heading roles and responsibilities in Section 1 Table 3.

The support column is indicative only. A particular disaster will cause greater emphasis to be placed on a particular service. Specialist back-up services have not been listed but will form part of the participating support teams.

Additionally the following table details the range of support agencies may provide during a predefined event. The indication of support is correct as of this version of the Scenic Rim Regional Council Local Disaster Management Plan but may be changed during a review process or as advised by the lead or support agency.

Table 4: Threat Specific Response Agencies

Threat Lead Agency Support Agency Flood, Cyclone, Severe Scenic Rim  Bureau of Meteorology Weather Regional Council  State Emergency Service  Queensland Police Service  Queensland Ambulance Service  Queensland Fire and Emergency Services  Department of Transport and Main Roads  Energex  Seqwater  Queensland Urban Utilities  Telstra  Department of Housing and Public Works - Q Build Road Accident Queensland  Queensland Fire and Emergency Police Service Services  Queensland Ambulance Service  Logan Hospital  State Emergency Service  Scenic Rim Regional Council  Department of Transport and Main Roads  Energex

Threat Lead Agency Support Agency Air Accident Queensland  Queensland Fire and Emergency Police Service Services  Queensland Ambulance Service  Beaudesert Hospital  Boonah Hospital  State Emergency Service  Scenic Rim Regional Council  Airservices Australia  Energex Rail Accident Queensland  Queensland Fire and Emergency Police Service Services  Queensland Ambulance Service  Beaudesert Hospital  Boonah Hospital  Australian Rail Track Corporation (ARTC)  State Emergency Service  Scenic Rim Regional Council  Queensland Rail  Department of Transport and Main Roads  Energex Rural Fire Queensland Fire  Queensland Police Service and Emergency  Queensland Forestry Service Services - Fire &  Queensland Ambulance Service Rescue (Rural Division)  State Emergency Service  Beaudesert Hospital  Boonah Hospital  Scenic Rim Regional Council  Energex Urban Fire Queensland Fire  Queensland Police Service and Emergency  Queensland Forestry Service Services (Urban  Queensland Ambulance Service & Auxiliary Division)  State Emergency Service  Beaudesert Hospital  Boonah Hospital  Scenic Rim Regional Council  Energex  Queensland Urban Utilities

Threat Lead Agency Support Agency Hazardous Material Queensland Fire  Queensland Police Service Accident and Emergency  Queensland Forestry Service Services (Urban  Queensland Ambulance Service & Auxiliary Division)  State Emergency Service  Beaudesert Hospital  Boonah Hospital  Scenic Rim Regional Council  Energex Communicable Queensland  Scenic Rim Regional Council Disease Health  Beaudesert Hospital  Boonah Hospital  Queensland Ambulance Service  Queensland Police Service  State Emergency Service Earthquake and Scenic Rim  Queensland Police Service Landslip Regional Council  Queensland Fire and Emergency Services  Queensland Ambulance Service  State Emergency Service  Department of Transport and Main Roads  Queensland Rail  Beaudesert Hospital  Boonah Hospital  Department of Housing and Public Works - Q Build  Department of Defence  Government Undertaker  Energex  Telstra  Seqwater  Queensland Urban Utilities Emergency Biosecurity  Biosecurity Queensland Animal/Plant Disease Queensland  Queensland Police Service  Scenic Rim Regional Council  State Emergency Service  Queensland Fire & Emergency Services  Department Main Roads  Energex  Beaudesert Hospital  Boonah Hospital

Threat Lead Agency Support Agency Terrorism Queensland  Scenic Rim Regional Council. Police Service  Queensland Ambulance Service  State Emergency Service  Queensland Fire & Emergency Services  Energex  Telstra  Seqwater  Queensland Urban Utilities

Table 5: Evacuation Response Agencies

Threat Lead Agency Support Agency Evacuation: Voluntary:  Scenic Rim Regional Council To provide for the Scenic Rim  State Emergency Service planned relocation of Regional Council  Bureau of Meteorology persons from through the dangerous or resources of the  Queensland Ambulance Service potentially dangerous Scenic Rim  Queensland Fire and Emergency areas to safer areas Emergency Services and eventual return Operations  Department of Transport and Main Centre Roads  Department of Housing and Public Directed: Works - Queensland Q Build Police Service  Department of Communities, Child Safety and Disability Services  Red Cross Evacuation Centre / Scenic Rim  Scenic Rim Regional Council Emergency Shelter LDMG (Human  Red Cross Management: Social Recovery  RSPCA To manage facilities Committee) (evacuation centres/emergency shelters) that provide disaster affected people with their basic human needs. These include accommodation, food/water, community, information and personal support as the starting point to assisting people recovering from an event.

Evacuation centres throughout the Scenic Rim have been identified and will be activated at the discretion of the LDMG. A list of evacuation centres is recorded but is not available as a public document. Members of the public will be notified which evacuation centre/s is/are open based on the location and type of event.

Functional Specific Arrangements and Response Agencies The following table defines the respective responsibilities of organisations involved in disaster management activities to ensure effective support during operations. The responsibilities shown below are to be regarded as indicative only. Circumstances may require that further responsibilities could be delegated to a support authority by the lead organisation that is managing a particular disaster.

Lead Agency A functional lead agency is the agency in control of the management of a disaster function when this plan is activated. Control relates to managing of what should be done, when and by whom. Control operates horizontally across agencies that are contributing to the management of the particular hazard.

For example, during a disaster event, Scenic Rim Regional Council is the lead agency, and will control all agencies that are contributing to evacuation centre/emergency shelter management. This includes giving directions and tasks to supporting agencies, and opening and allowing access to centres.

Being in control does not mean that the lead agency supplies all the resources to deliver a function. A lead agency will be supported by other agencies that have an agreed role to support the delivery of the disaster management function.

Control does not extend to commanding the resources (personnel and equipment) of other agencies. Each agency is responsible for commanding their own assets.

Lead agency status is usually bestowed by legislation, common law, regulation, or by agreement of the LDMG.

Support Agency A support agency supports the lead agency in the delivery of a disaster management function through actions or the provision of personnel and equipment. While under the control of a lead agency, support agencies retain responsibility for commanding their resources and ensuring that their own standard operating procedures are correctly implemented.

During a disaster, a number of lead agencies may be in operation at the same time. For example, a disaster may involve the management of a number of threats, and the delivery of

a number of disaster management functions (such as evacuation, shelter management and community support).

Coordination is about ensuring lead and support agencies have the resources and information needed to carry out their agreed roles.

Under this plan, Scenic Rim Regional Council is the agency responsible for ensuring coordination on behalf of the LDMG, in accordance with the Disaster Coordination Sub-Plan.

Coordination operates horizontally across agencies, but does not extend to the control of threats or functions, nor to the command of agency resources.

Table 6: Functional Specific Response Agencies and Functions

Agency Functions Scenic Rim Regional  Establishment of the Scenic Rim Local Disaster Council Coordination Centre and implementation of a rotating Incident Management Team.  Public warnings and advice.  Collection and interpretation of meteorological warnings and data.  Establish and maintain Scenic Rim recorded flood information.  Maintenance of drainage systems.  Assessment and safety of damaged buildings.  Assessment of emergency housing.  Sign posting, barricading and road maintenance.  Road closures as required.  Clearance of debris from roads.  Establishment, monitor and maintenance of all refuse disposal sites.  Coordination of clean-up of private dwellings.  Assistance in animal control.  Provision of animal records.  Monitor safe disposal of dead animals.  Preservation and advice on public health and hygiene matters.  Assistance in vaccination programs.  Vermin and vector control.  Monitor safety of food supplies.  Assist medical response with Queensland Health.  Provide personnel, plant and equipment as necessary.  Maintain effective liaison with District Level Disaster Authorities.

Agency Functions Queensland Police Service  Law and order.  Traffic control.  Crowd control.  Control of evacuation, including registrations.  Coordinate rescue of trapped/stranded persons.  Security of specific areas.  Road blocks and diversions.  Control of disaster victim identification and emergency mortuary facilities where required.  Tracing missing persons.  Augmenting emergency communications.  Investigations of offences and accidents.  Assistance with stock destruction.  Control of crime threatened site.  Control of search operations.  Assistance on request, with stock and infected material tracing. Queensland Health  Command, control and coordination of medical resources.  Epidemiological investigation of diseases, contacts and carriers.  Public health advice and warnings.  Psychological and counselling services.  Medical and health care for disabled persons. Bureau of Meteorology  Flood warning authority.  Severe weather warnings.  Weather observations.  River height data. Queensland Ambulance  Initial treatment and pre-hospital care of casualties. Service  Initial triage of casualties.  Transportation of injured. Energex  Control of electrical hazards.  Restoration of power. Telstra  Emergency telecommunications.  Restoration of Telstra facilities. Department of Transport  Assistance in tracing animal livestock products being and Main Roads transported;  Halting, off-loading and disinfecting of transport vehicles as required.  Advice on vehicle detours.  Control and operation of railway, plant and equipment as required.  Clearance of debris and setting up barricades on State controlled roads or rail system.

Agency Functions Queensland Health:  Provision of Site Medical officer or Site Medical Teams  Metro South Hospital & as required; Health Service (Logan)  On-site triage of causalities.  Beaudesert Hospital  On-site emergency treatment. Government Undertaker  Removal of deceased persons. Department Public Works  Provision of engineering and logistical requirements to damaged areas.  Supplementary accommodation in schools for evacuation centres. Department of Environment  Provision of State Forestry maps. and Resource Management  Provision of personnel and equipment. Helicopter Rescue Services  Assist with transportation of personnel and equipment. (eg. Queensland Fire and  Assist with transportation of patients. Emergency Services - Emergency Management, Care Flight) Queensland Fire &  Safety of persons in relation to fire prevention, fighting Emergency Services - Fire and recovery. & Rescue  Control of fire in designated fire zone.  Control and clean-up of hazardous materials, spillage/release.  Extrication of trapped persons.  Advice and directions on public safety/evacuation from fire/hazardous material danger zones.  Assistance in the provision of clean up facilities particularly pumping and hose down.  Advice on carcass burning conditions, in emergency animal disease outbreaks.  Fire Safety of carcass burning activities.  Provision of decontamination facilities.  Provision of specialist personnel and equipment.

Agency Functions Queensland Fire &  Provide management system for the employment of Emergency Services - State public volunteers for use within State Emergency Emergency Service Service.  Coordination of volunteer resources from local community.  Assistance in rescue of trapped/stranded persons.  Assistance in community information services.  Augment emergency communication.  Establishment of short term community welfare services.  Temporary repair to damaged private dwellings or other essential buildings.  Assist police in traffic control, evacuations, warnings, etc.  Provision of emergency lighting.  Establishment of field communications centre at the request of the Incident commander.  Provision of field welfare facilities.  Provision of trained search personnel.  Augment field search and rescue equipment as required.  Marking of wreckage as requested by QPS Incident Commander.  Provision and erection of initial tentage for field triage/treatment point or morgue. Air Services Australia  Activate Civil Aviation Disaster Plan.  Provision of on-site teams.  Provision of information regarding aircraft type, fuel, passenger lists, numbers etc.  Provide post-accident investigation. Department of Agriculture,  Coordination of resources in exotic animal and plant Fisheries and Forestry disease outbreaks.  Detection of source of infection.  Slaughter and disposal of animals and infective agents.  Evaluation and compensation.  Control of movement of animals and plants, animal and plant products, vehicles.  Disinfection/disinfestation of contamination.  Public advice and information.  Control of specific enterprises. Queensland Urban Utilities  Protection, maintenance and restoration of water and sewerage services.  Monitor water quality.  Monitor sewerage, waste water and hazardous waste disposal.

Agency Functions Seqwater  Provide bulk supply of water.  Assist in the collection of data during events and primarily during high rainfall and flooding events.  Advice on dam storage levels and overtopping.

Threat Specific Sub-Plans The following threat specific plans have been developed by the LDMG in consultation with the lead agent. These sub plans are attached as annexure and will be a controlled document.  Terrorism See Annexure A  Emergency Animal/Plant Disease See Annexure B  Epidemic/Pandemic or other health issues See Annexure C

While these events are managed by other arrangements, the LDMG may be required to provide support to these arrangements and such requests may be channelled via the Logan Disaster District Group rather than direct to the LDMG by the lead agency.

Working groups will be established by the appropriate lead agency. These groups will be tasked with the responsibility to maintain and update the operational plan annually or as required. Where no update is required the lead agency is to formally report this fact to the Local Disaster Coordinator of the LDMG.

Section 6 – Recovery

Introduction The primary aim of recovery is to assist the affected community to regain a proper level of functioning following a disaster, both initially and in the long term. It includes:  Assistance with the clean-up of residential and commercial properties;  Provision of temporary housing, shelter, financial assistance and emergency food supplies and material aid;  Counselling of affected persons;  Mental health services;  Public awareness programs to inform the community of available recovery assistance;  Assistance to complete aid application forms;  Restoration of lifelines and essential services;  Reconstruction of the physical infrastructure;  Review of the Scenic Rim Local Disaster Management Plan in light of the disaster

Recovery must commence as early as possible during the response phase of the event and continue after the response phase has concluded.

Initial short term recovery of the community (first 24 hours) will be addressed by the activation of the Community Recovery Plan (see Annexure F). This plan is designed to ease the initial problems faced by the persons affected by the disaster or emergency.

Mid to long term recovery of the community will be achieved by the activation of the Logan/Ipswich District Disaster Recovery Plan as required administered and chaired by the Department of Communities, Child Safety and Disability Services. The Disaster District Community Plan details management arrangements for the coordination of both government and non-government agencies in the delivery of community recovery services at the district level. It details the services and resources to be provided by the member agencies and the roles and functions of the Disaster District Community Recovery Committee members.

Recovery of Council’s infrastructure and corporate processes is addressed in the Scenic Rim Regional Council Business Continuity Plan (see Annexure G).

The five (5) functions of recovery are:  Human and Social;  Financial and Economic;  Environmental;  Roads and Transport; and  Building.

The application of recovery will depend upon the initial assessment conducted by the teams established in Section 5, Impact Assessment, from the outreach survey conducted as part of the Community Recovery Plan and the information gained from lead and support agencies.

Should a Recovery Coordinator be required, one will be appointed to oversee and coordinate mid to long term recovery for the affected community.

Human and Social Recovery Human-Social recovery is the coordinated process of supporting disaster affected individuals, families and communities towards the restoration of emotional, social, economic and physical well-being following a disaster. Services typically include provision of information, payment of financial assistance, and provision of personal and psychosocial support.

Recovery of the community will commence with the activation of the Community Recovery Plan which provides for the immediate needs of the disaster affected community, that is, sustenance and shelter.

Financial aid and disaster relief to the disaster affected community may be met in part from the provisions of Natural Disaster Relief and Recovery Arrangements, public appeals and private insurance.

The community will need access to services provided by the following agencies to assist in the rebuilding of the community:  Department of Communities, Child Safety and Disability Services;  Logan and Ipswich Health Service District – Mental Health Services;  Centrelink;  Department of Housing and Public Works;  Insurance Council of Australia;  Finance Industry Representatives;  Non-Government Community Support Agencies; and  Scenic Rim Regional Council.

The above services are usually delivered through a recovery centre established at a suitable location where representatives of the above agencies can be accessed by members of the public. Where suitable the recovery centre, may be collocated with the evacuation centre, provided suitable separation for privacy can be achieved. The recovery centre should be located as close a possible to the evacuation centre.

The purpose of the recovery centre is to make available a multiplicity of services at one point. This removes the necessity for persons affected by the disaster to seek services at several locations and eliminates the duplication of such services. The centre also aids in the coordination of participating government and non-government agencies in providing services.

The physical requirements for a recovery centre are:  Capacity;  Power;  Water;  Sewerage;  Communications;  Long-term availability;  Catering;  Access/egress;  Proximity to transport; and  Car parking.

Information about access to these services may delivered by:  Radio and television broadcasts;  Print media;  Information centres;  Social Media;  Pamphlets/newsletters; and  Public meetings.

Service Provisions Recovery services refer to a range of activities undertaken to prevent the escalation of the impacts of a disaster and to restore the wellbeing of the individuals and the communities and the infrastructure that supports them. The following functions cover services provided by Local Government agencies and are subject to the Community Recovery Plan at the local disaster management level:  Material aid;  Evacuation centres;  Registration;  Personal support;  Immediate accommodation (24 to 48 hours); and  Catering services.

The following functions are undertaken at the state level:  Reception;  Registration;  Personal support;  Outreach/home visits;  Financial assistance and insurance advice;  Business advice;  Housing support or advice; and  Counselling.

The Recovery Centre will be staffed by officers of the Department of Communities, Child Safety and Disability Services and staff of participating agencies.

Financial and Economic Recovery A key player in the economic recovery of the community is the Insurance Industry together with agencies who manage the provision of financial assistance.

Natural Disaster Relief and Recovery Arrangements/State Disaster Relief Arrangements include:  Personal hardship and distress:  Restoration of public assets;  Concessional loans to primary producers;  Concessional loans to small businesses;  Freight subsidies; and  Loans/grants to non-profit organisations.

Social security payments include:  Disaster relief payments;  Special benefits; and  Continuing payments.

Appeals

Appeals must be strictly administered and may be organised by state and local governments, charitable organisations, service clubs, churches and media. Appeals will result in cash donations, material aid and gifts being received for distribution to the disaster affected community.

Environmental Recovery Environmental recovery includes environmental disruptions which result in public health issues.

Public health issues include water, sanitation, shelter, food and infectious diseases and will be managed by Scenic Rim Regional Council’s Environmental Health Officers with assistance from the Department of Health as required.

Environmental damage may include not only damage to flora and fauna but also damage inflicted by the release of hazardous materials and the incursion of sea water. The recovery will be managed by Council Officers with expertise from the Environmental Protection Agency, Chem Unit and Department of Natural Resources – Parks and Wildlife.

Roads and Transport Recovery Local roads and bridges will be the responsibility of Scenic Rim Regional Council in terms of assessment of damage and traffic ability of local roads, including public notification about conditions. The Department of Transport and Main Roads are responsible for state and national controlled roads.

Building Recovery Building infrastructure involves essential services damaged or made inoperable following a disaster. The following strategies will be followed to ensure the restoration of essential infrastructure.

Water Services - will be reinstated, where possible, by Queensland Urban Utilities. If these services are not operating, public information/warnings will indicate alternative arrangements and these will depend on the condition of facilities and the availability of alternative sources for continuity of supply.

Sewerage services - will be reinstated, where possible, by Queensland Urban Utilities. If these services are not operating, public information/warnings will indicate the failure of the system and the alternative arrangements that should be followed having regard to health and safety.

Buildings - arranging inspection of essential buildings is the responsibility of the LDMG.

Resupply Scenic Rim Regional Council’s Resupply Policy is in accordance with the Queensland Resupply Guidelines which were adopted at the LDMG meeting on 16 November 2011.

Reference Australian Emergency Manual “Disaster Recovery”

Diagram 4: Scenic Rim Regional Council Map

Glossary

Acronyms

AIIMS Australasian Inter-service Incident Management System BoM Bureau of Meteorology CEO Chief Executive Officer DDC District Disaster Coordinator DDMG District Disaster Management Group DM Disaster Management ECC Emergency Coordination Centre (can also be referred as a DCC - Disaster Coordination Centre) EMA Emergency Management Australia IC Incident Controller IMT Incident Management Team LDMG Local Disaster Management Group NGO Non-Government Organisation PPRR Prevention, Preparedness, Response, Recovery (may also include Mitigation) QDMC Queensland Disaster Management Committee SDCC State Disaster Coordination Centre SES State Emergency Service SITREP Situation Report SMEAC Situation, Mission, Execution, Administration and Logistics, Command and Control SOP Standard Operating Procedure QAS Queensland Ambulance Service QFES - F&R Queensland Fire and Emergency Services - Fire and Rescue QFES - EM Queensland Fire and Emergency Services - Emergency Management QPS Queensland Police Service XO Executive Officer, Local Disaster Management Group

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Annexures

Annexure A – Threat Specific Sub-Plan – Terrorism Management Plan

Aim To coordinate the activities of Agencies involved in responding to a terrorism incident affecting the residents and communities of the Scenic Rim Region.

Scope of the Plan This plan relates to terrorism incidents which involve Agencies in addition to the Queensland Police Service and applies to any incident: (a) Which occur in the area; (b) Which occur outside the boundaries of the area but which impact on the residents and communities within the area;

Potential Area for Control The potential for a terrorism incident within the area is considered to be unlikely but possible.

It is more probable that an incident will occur outside the area and have a secondary impact within the area, such as an incident involving a critical piece of State infrastructure such as power, transport etc.

Organisation for Control The following Agencies have accepted responsibility for the roles indicated in this plan:

Threat Lead Agency Support Agencies

Terrorism Queensland Police Service Queensland Fire & Emergency Services QFES Scientific Branch Queensland Ambulance Service Beaudesert & Boonah Hospital Scenic Rim Regional Council Energex Telstra

Warnings All warnings will be issued by the Queensland Police Service Media Unit. Upon implementation of the Local Disaster Management Plan, all public warnings will be distributed through the Scenic Rim Regional Council upon recommendation of the Lead Agency and on authorisation of the Chairperson LDMG.

Concept of Operation A report of a possible terrorism related incident will be referred to the local unit of the Queensland Police Service.

Response to and control of the incident will be undertaken by the Queensland Police Service.

Community recovery will commence once the incident site is cleared by the Queensland Police Service.

Community recovery may require activation of the LDMG and the District Disaster Community Recovery Arrangements.

Requests for Assistance Requests for assistance from Support Agencies will be made through the local unit of the Queensland Police Service and may involve but not be limited to:  Provision of barricades;  Diversion of traffic;  Immediate welfare – evacuation, temporary accommodation, feeding etc.

Conference – Protracted Operations Briefings will be held when necessary, as determined by the Queensland Police Service.

Debriefing Debriefing of the incident will occur and will be arranged by the Queensland Police Service.

ISSUES TO BE CONSIDERED, ADDRESSED AND `DOCUMENTED

To ensure validity of the sub-plan a risk management assessment in accordance with the procedures set out in the “Local Government Counter Terrorism Risk Management Kit” should be undertaken, the findings documented and this sub-plan modified.

Annexure B – Threat Specific Sub-Plan – Emergency Animal/Plant Disease Plan

Aim The aim of this plan is to assist the Scenic Rim Regional Council Emergency Animal Disease Plan is to formulate a plan that will coordinate the activities of all elements of the Local Disaster Management Plan that may become involved with the planning, control and eradication of an emergency animal disease within the area.

Objectives The objectives of this Emergency Animal Disease Planning guide are to:  Provide guidelines for a coordinated local response to the control and/or eradication of emergency animal disease outbreaks.  Provide guidelines for initiating community recovery following completion of control or eradication.

Scope of Plan QLDVETPLAN, which is the threat specific emergency animal disease response sub-plan of the State Disaster Plan, has been used as a reference for this planning guide. QLDVETPLAN details the major animal diseases that are considered “emergency” diseases to Queensland, the implications of the disease relative to the circumstances, and the likely response to each disease.

The whole of Council area is likely to be involved in an emergency animal disease response. There is potential for an emergency animal disease response to be undertaken in more than one shire within a disaster district. When this occurs the Disaster District Coordinator will also be notified.

Most animal disease emergencies present little direct threat of injury or death to humans, however the cost in purely economic terms may be particularly significant. There may be a demand for resources long after the disease has been brought under control. QLDVETPLAN and the Exotic Diseases in Animals Act 1981 detail arrangements for compensation for loss or damage and for reimbursement where eligible of those expenses incurred during the response.

Review of Plan The Emergency Animal Disease Plan is to be reviewed Biodiversity Queensland and the LDMG: (a) at least annually; (b) after any change to procedures or to any agency involved; and (c) after each activation of all or part of the plan.

An updated planning guide will then be sent to the CEO, Scenic Rim Regional Council to assist with updates to the Local Disaster Management Plan.

Organisation for Coordinating Operations Coordination of any Council response will be in accordance with the Scenic Rim Regional Council’s Disaster Management Plan.

The local Biosecurity Queensland Veterinary Officer and/or Biosecurity Inspector should attend to assist with planning, however during a response they are unlikely to be available due to operational commitments.

Organisation for Control

Biosecurity Queensland – Department of Agriculture, Fisheries and Forestry (DAFF)

Biosecurity Queensland is the Lead Agency and has overall responsibility for emergency animal disease outbreaks. The Biosecurity Queensland response is coordinated at state level by a State Disease Control Headquarters and at a local level by a Local Disease Control Centre (LDCC). Biosecurity Queensland may require assistance on a local level from other agencies and would direct these requests for assistance to the relevant LDMG. Biosecurity Queensland may contract functions to private individuals/companies during a response. This would be facilitated separately to requests made to the LDMG.

Department of Agriculture, Fisheries and Forestry Operations Centres

A Department of Agriculture, Fisheries and Forestry State Disease Control Headquarters would be set up in Primary Industries Building (PIB), 80 Ann Street, Brisbane.

A Biosecurity Queensland Local Disease Control Centre would be established within 48-72 hours of the first notification of an outbreak.

In the Department of Agriculture, Fisheries and Forestry South East Region the Local Disease Control Centre would be established initially at one of three sites depending on the location of the outbreak:  Biosecurity Queensland Control Centre, Oxley;  Maroochy Research Station; or  As determined by State Disease Control Headquarters.

The Local Disease Control Centre may be moved to an alternative site during the outbreak if thought necessary.

Provisions also exist for Forward Command Posts to be set up. The sites for these FCP’s would be determined at the time of the outbreak or during the response phase.

The structure and functions of the Local Disease Control Centre are detailed in the QLDVETPLAN. The AUSVETPLAN Control Centre Management Manuals details operational activities of the Local Disease Control Centre including chain of command, layouts, and job descriptions of all positions. The Local Disease Control Centre will deal directly with the LDMG unless the District Disaster Management Group has been activated, in which case the LDMG would deal primarily with the District Disaster Management Group.

Scenic Rim Local Disaster Management Group The primary roles of the LDMG in an emergency animal disease response is to respond to specific requests made by Biosecurity Queensland and to coordinate and lead the community recovery program in Council area. These requests shall be met by the LDMG activating relevant parts of their counter disaster functional plans. If a request cannot be fulfilled at local level, then the District Disaster Management Group should be notified as per 74

Disaster District arrangements. The LDMG and the District Disaster Management Group are responsible for supervising any sections of the functional plans activated to carry out specific requests.

If the District Disaster Management Group is activated then the Local Disease Control Centre would deal primarily with the District Disaster Management Group and the LDMG would deal with the District Disaster Management Group as per District Disaster Plans, though some contact would remain with the Local Disease Control Centre.

An emergency animal disease response may take some time (weeks or months) to finalise however involvement of the LDMG and District Disaster Management Group may not be required for this length of time. They would be kept informed and at such time that their assistance is no longer required would be notified to stand-down. Biosecurity Queensland would take over the operation of the response until completion and would re-establish contact if new outbreaks were discovered or the current outbreak escalated beyond Biosecurity Queensland resources.

Flowchart State Level Response

Department of Agriculture, Fisheries and State Disaster Management Group Forestry State Disease Control Headquarters, Primary Industries Building, Brisbane.

Local Level Response

District Disaster Management Group Become controlling authority for Disaster District responses. Biosecurity Queensland Local Scenic Rim Regional Disease Control Council Local Centre Disaster Activate required Local Control of the Management Group elements of the response. Local Disaster Management Plan and Local Disaster Coordination Centre

Private Industry, Biosecurity Police Provide Assume Contractors. Queensland Field assistance as per responsibility of all Teams may operate provisions under activated elements. from a Forward Stock Act 1915, Become controlling Command Post in Exotic Diseases in authority of large responses. Animals Act 1981 Regional and other relevant Community acts. Recovery Responses.

Roles and Responsibilities Suggested roles and responsibilities for Lead Agency and Support Agencies:-

Lead Support Roles and Responsibilities Agency Agencies Biosecurity Overall supervision and responsibility; Queensland Investigate all suspect cases and reports; Quarantine properties; Limit spread of disease (movement control); Establish Local Disease Control Centre (LDCC) at a chosen site; Provide information for news media; Destruction and disposal of animals; Disinfection of infected properties; and Any further action required to control/eradicate the disease. Police Traffic control; Stock movements control; Assistance at road blocks and arrangement of traffic diversions; Tracing people; Assistance with the destruction of stock, as requested by the Officer In Charge of an Infected Premise; Assistance on request for stock tracing and tracing of infected material; Provision of its own communications networks; and Assistance to the Department of Agriculture, Fisheries and Forestry officers in the investigation of offences. LDMG Initiate and supervise the Community recovery program; Activate and supervise elements of the Local Disaster Management Plan in response to requests from Local Disease Control Centre. These requests will be detailed and specific and may be aimed at assisting Local Disease Control Centre complete its responsibilities in the following areas: - Site Security; - Valuation of animals and other items; - Destruction and disposal of animals and other items; - Decontamination of personnel, vehicles, contaminated sites; - Welfare of those directly affected and of response personnel; - Welfare of response personnel; - Wild &/or feral animal control and monitoring; and - Communications. Examples may include: - Provision or re-sourcing of heavy earthmoving equipment, operators and other vehicles and their transport to required sites; - Assistance with manpower and resources requirements e.g. Road signs for road blocks, detours, etc; - List of local registered valuers, licensed shooters etc.

Concept of Operations Biosecurity Queensland conducts responses under the Stock Act 1915 and/or the Exotic Diseases in Animals Act 1981. The technical aspects of response operations are carried out using the nationally accepted guidelines set out in AUSVETPLAN. Operations will be undertaken in four broad phases, these are:

1) Investigation Phase – when a report of a possible exotic disease has been made and is being investigated by a Biosecurity Queensland Veterinary Officer and/or Stock Inspector.

2) Alert Phase – when there is a high probability that an exotic or emergency disease is suspected in the shire or when there is a confirmed outbreak in Queensland or in another state which may affect the shire. Internal Biosecurity Queensland response plans are activated and LDMG and District Disaster Coordinator are notified that a response may be required within the shire. If an emergency does not arise, or if the emergency can be controlled by Biosecurity Queensland resources alone, stand-down procedures may then take effect.

3) Operational Phase – when the Chief Veterinary Officer is satisfied that there is an exotic disease outbreak in the shire and implements control or eradication procedures. Overall control remains with Biosecurity Queensland who may request assistance from LDMG / District Disaster Management Group. Both Local Government and Disaster Districts would then be responsible for supervising any elements of their counter disaster activated to fulfil these requests. Costs incurred in this phase may be recoverable from a fund managed by Biosecurity Queensland.

4) Stand-down Phase – when the Chief Veterinary Officer determines that there is no longer an animal disease emergency and operations are wound down. Note however, as mentioned in the Scope of the plan, resources may be required well after the initial outbreak is contained. Stand-down of other agencies may occur before the actual completion of the response by Biosecurity Queensland.

Reporting Situation reports (Sitreps) detailing operations to date and forecast operations are to be submitted on a regular basis to the LDMG, the District Disaster Management Group and to the Queensland Disaster Management Committee, when these are operational.

Communications Communications are to be established between the Local Disease Control Centre and all responding agencies, and between the Local Disease Control Centre and the LDMG/Local Disaster Coordination Centre and State Disease Control Headquarters, when these are established. Assistance may be sought from the LDMG with communications in the local area.

For efficient operations there should be dedicated outgoing lines and incoming lines to alleviate overload of the system. All systems should be protected, as far as practicable, from failure and wherever possible back-up systems should be established.

Public Information Initial public announcement of an exotic or emergency animal disease outbreak will be made by the Minister for Primary Industries. State Disease Control Headquarters will then continue to release media bulletins and respond to media enquiries. Local Disease Control Centre will have a media unit that may also release media bulletins of a more local nature.

All media enquires directed to the Scenic Rim Regional Council should be redirected to the Department of Agriculture, Fisheries and Forestry Call Centre on 13 25 23 until the Media Unit of Local Disease Control Centre is operational. It is recognised that local government may also need to release information to the media. These releases should be cleared by the State Disease Control Headquarters in the early stage then through the Local Disease Control Centre media unit, when established, before release.

Reports of disease emergencies should be directed to the Department of Agriculture, Fisheries and Forestry Call Centre 13 25 23 or the National 24 hour Emergency Number 1800 675 888.

Requests for Assistance All requests for assistance which fall outside the scope or ability of the LDMG should be forwarded to the District Disaster Management Group.

Conferences – Protracted Operations Daily briefing sessions will be held at the Scenic Rim Regional Council during the early stages of a response. Briefing notes from each session will be circulated to Disaster Management Groups involved. The frequency of these briefings is likely to be reduced as the response is finalised. A media unit at the Local Disease Control Centre may conduct press conferences and issue news releases

Debriefing As soon as possible after completion of the operation a debriefing of field operations will be conducted by the Controller, Local Disease Control Centre. All organisations involved in the activation should be represented at the debriefing in order to identify and rectify deficiencies.

Annexure C – Threat Specific Sub-Plan – Epidemic/Pandemic Plan

Aim To coordinate the activities of organisations involved in preparing for and responding to an epidemic and / or pandemic.

Potential Area of Operations The following are considered potential areas for conducting health operations in the whole of Council area:

Background The major threat is considered to come from the Influenza Virus (multiple strains). The concern is that if a strain of the virus develops and causes a pandemic similar to the Spanish flu of 1918 which killed millions of people worldwide and the resulting consequences could be catastrophic.

Current modelling suggest that the impact on local governments and business generally would see the need for staff members to care for family members and social isolation policies that may cause staff absenteeism – rates as high as 50%.

Within Australia responsibility for implementing the National Action Plan for Pandemic Influenza (NAPPI) lies with the health services emergency services and governments at all levels.

Within Queensland a pandemic would be controlled by the Chief Executive Officer of Queensland Health under the provisions of the Public Health Act 2005.

Management of the consequences of an epidemic or pandemic in Queensland will be the function of State Disaster Management System through State, District and LDMGs.

Changes in alert phases will be determined by the Chief Medical Officer, Australian Government as detailed in the NAPPI.

Potential Communicable Diseases Epidemics of communicable diseases are of low probability. However the following hierarchy indicates broad probabilities:

Communicable diseases commonly found in the general population: meningitis, food-borne illness, influenza, water-borne diseases;

Setting – potential disease outbreak locations – childcare centres, schools, aged care facilities, event-specific, prisons, marginalised groups such as IV drug users, animal farms (chicken, cattle);

Emerging infectious diseases – Birdflu (H5N1&H7&H9), SARS, Hendra, Nipah, Menangle, Beilong, Bat Lyssa viruses, Q fever, Swine flu, Melioidosis.

Biological assault – terrorist threat, biological weapons.

Organisation for Control The following Agencies have accepted responsibility for the roles indicated in the Main Plan:

Lead Agency Support Agencies Queensland Scenic Rim regional Council Health Queensland Police Service Queensland Ambulance Service Beaudesert & Boonah Hospital

Concept of Operations To be administered in conjunction with the Main Plan.

Council’s Responsibilities  Determine and maintain appropriate Epidemic or Pandemic Influenza policies and plans consistent with the role of Local Government and complementing relevant state, territory and national policies and plans;  Maintain business continuity plans to enable the delivery of Local Government essential services;  Support national, state and territory response and recovery by representing the needs of local communities and contributing to their continuing viability; and  Support state and territory emergency management frameworks. State Government Responsibilities.

In simple terms, Local Governments have three key functions in the event of an Epidemic or Pandemic Influenza:

 As a Disaster Manager – Council as a local authority is charged with maintaining disaster management plans, arrangements and a response capability as well as for contributing to the management of community consequences of a disaster event;  As a Service Provider – and supplier of essential services with expectations that continued provision of such services will be guaranteed; and  As a Responsible Employer – to ensure the well-being of all staff.

The above responsibilities are best categorised into those with an external focus and those with an internal focus.

 External aspects are coordinated using the Council’s disaster management arrangements. These are applied to coordinate Council’s response to any disaster and to manage the community consequences of any event.  Internal aspects are managed via a series of Business Continuity Plans (BCP) each covering an essential business service. The BCP aims to guarantee the continued provision of the essential services or priority business process, of the nature and impacts of a disaster. Internal aspects will also be managed through the effective use of Human Resource (HR) management policies and communication strategies that provide for effective staff management during an epidemic/ pandemic.

Council as a Disaster Manager A key service provided by Councils is managing the community consequences of a major disaster within its boundaries and within the limit of its resources. This service is provided for by the externally-focused disaster management arrangements. It is important to note that Council’s role will change as the pandemic progresses.

In the initial Containment Phase, Council will have a narrow but important set of responsibilities, operating primarily in a support role. This support will be coordinated through the Disaster District structure and will focus on supporting the logistics and infrastructure support to Queensland Health in managing the pandemic influenza outbreak.

Should Containment operations be unsuccessful, the strategy switches to Maintenance of Essential Services. Council then has a much more significant role in two aspects:  The need to ensure the continued provision of essential community services; and  Managing the community consequences of the event (supporting the community).

Council as a Service Provider Local Governments are major providers of services to their communities. Some are delivered by Council officers, others under contract. In addition, there are support services without which the primary services could not be delivered.

In planning for a possible Epidemic or Pandemic Influenza, Councils should consider their essential services and essential support services with regard to how these may be affected by an Epidemic or Pandemic Influenza.

Council’s essential services and essential support services are identified in its Business Continuity Plan (see Annexure G).

Council as a Responsible Employer As outlined above, an influenza pandemic may have devastating effects on the social infrastructure including high levels of absenteeism. How any organisation manages its people will affect its image and reputation and in some cases may determine if it survives at all.

Two features which will distinguish successful employers will be the quality of their HR response to the pandemic and how they communicate with their staff. The challenge will be to apply existing policies in a consistent manner across the organisation in a flexible way to match the changing requirements as any pandemic evolves.

Issues to be addressed The following issues are addressed in the operational-plan “Public Health”:  Food and water distribution;  Refuse collection and disposal;  Vermin and vector control;  Disposal of dead animals;  Hygiene – food handling, storage and preparation;  Immunisation including emergency immunisation of emergency response personnel; and  Business continuity.

Management of Infected Persons

Key Principles

In order to slow the spread of the virus, ill people not requiring hospitalisation will need to be restricted to their homes (isolation). Asymptomatic close contact of ill persons will also need to be restricted to their homes (quarantined). Admission to hospitals may need to be limited to the severely ill.

Queensland Health is currently developing guidelines for health care providers on the management of people in home isolation and home quarantine.

82 ANNEXURE E

Scenic Rim Regional Local Disaster Management Group

Evacuation Sub Plan

Table of Contents

Administration and Governance ...... 3 Purpose ...... 3 Authority ...... 3 Activation ...... 3 Evacuation Sub Plan Annexures ...... 4 Overview ...... 4 Receipt of Evacuees from Another Area ...... 4 Tourists ...... 5 Schools ...... 5 Local Hazards ...... 5 Hazard Area ...... 6 Population Exposed ...... 6 Vulnerable Populations ...... 7 Aged Care ...... 8 Support and Respite Services ...... 8 Evacuation Strategy ...... 9 Mapping the Data ...... 13 Evacuation Zones ...... 13 Inclusion for Mapping ...... 13 Community Education and Awareness ...... 14 Community Education ...... 14 Community Engagement ...... 14 Decision to Evacuate ...... 16 Considerations ...... 16 Issues to consider for each event: ...... 16 Authority to Evacuate ...... 17 Evacuation Timelines ...... 18 Warnings ...... 19 Warning Dissemination and Methods ...... 19 Standard Messages to the Community ...... 21

Scenic Rim Evacuation Sub Plan 1

Withdrawal ...... 22 Evacuation Routes ...... 22 Transport ...... 22 Security ...... 22 Reporting ...... 23 Shelter ...... 24 Shelter in Place ...... 24 Assembly Point ...... 24 Evacuation Centres ...... 25 Place of Refuge ...... 25 Pets and Animals ...... 26 Neighbourhood Safer Places ...... 26 Return ...... 28 Decision for Return ...... 28 Return Strategy ...... 29 Dissemination of Return Advice ...... 29 Annexures: ...... 31 Annexure A - Evacuation: Operational Checklist ...... 31 Annexure B - Voluntary Evacuation Advice ...... 37 Annexure C - Evacuation Order Media Release Template ...... 38

Annexure D - Evacuation Centre List ...... (Attached Separately) Annexure E - Red Cross Memorandum of Understanding ...... (Attached Separately) Annexure F - Department of Education, Training & Employment Memorandum of Arrangement ...... (Attached Separately)

Scenic Rim Evacuation Sub Plan 2

Administration and Governance

Purpose The purpose of this Evacuation Sub Plan is to provide support to Scenic Rim Regional Council Local Disaster Management Group (LDMG) when planning and implementing an evacuation of exposed persons within the LDMG area of responsibility. The completion of this plan will support the LDMG to:  identify local hazards and the population exposed  map relevant data  document community education awareness programs - before, during and after an event  document the decision to evacuate  develop and disseminate user-friendly public information and warnings to the community  coordinate an organised and coordinated movement of exposed persons to a safer location and their eventual return home. This sub plan forms part of the Scenic Rim Local Disaster Management Plan (LDMP).

Authority This sub plan is developed under the authority of the Disaster Management Act 2003 and will be managed in accordance with the administrative and governance processes outlined within the LDMP including approval, document control, distribution and review.

The Queensland Evacuation Guidelines for Disaster Management Groups has also been taken into account in the production of this sub plan.

Activation This evacuation sub plan will be activated by the LDMG where the movement of exposed persons to a safer location is required to be coordinated by the LDMG, in close consultation with District Disaster Management Group (DDMG).

Scenic Rim Evacuation Sub Plan 3

Evacuation Sub Plan Annexures The following documents are included as an annexure to this sub plan:  Evacuation: Operational Checklist  Voluntary Evacuation Advice  Evacuation Order Media Release Template  Evacuation Centre List  Red Cross Memorandum of Understanding  Department of Education, Training & Employment Memorandum of Arrangement

Overview Evacuation involves the planned and coordinated movement of persons from an unsafe or potentially unsafe location to a safer location and their eventual return home. It is a strategy that can mitigate the adverse effects of a disaster on a community. Local government in close consultation with the LDMG are best placed to conduct evacuation planning prior to the onset of an event through their local knowledge, experience, community understanding and existing community relationships. An evacuation involves five stages: Decision to evacuate, Warning, Withdrawal, Shelter and Return. All of these stages will be addressed within this plan. The LDMG may identify that resources available at the local level and/or local capability will be inadequate for certain volumes of evacuation. In these instances assistance should be sort from the DDMG and where requirements exceed the DDMG, the DDMG should seek assistance from the Queensland Disaster Management Committee (QDMC).

Receipt of Evacuees from Another Area The LDMG should be aware there may be a requirement to activate elements of this Sub Plan to cater for requests to receive evacuees from other local government areas or districts. Similarly if the LDMG cannot provide sufficient safer locations for affected residents within its boundary, the LDMG should immediately escalate the issue to District level to approach other LDMGs for support. If the reception of other evacuees from other local government areas exceeds the capacity of the LDMG and the DDMG, the DDMG will escalate the issue and forward a request for assistance to the QDMC. Reception of other evacuees from other local government areas is a possibility especially during large scale or unprecedented events, therefore it is advantageous to consider management strategies.

Scenic Rim Evacuation Sub Plan 4

Tourists Tourists and visitors will generally have minimal knowledge and potentially no experience or knowledge of the local hazards. Unlike permanent residents, tourists and visitors are unlikely to have friends or relatives in nearby safer locations with whom they can seek refuge. Requesting the early movement of tourists and visitors away from a potential disaster should be considered by the LDMG. The LDMG should also consider mechanisms to prevent the entry of tourists and visitors to the area during an event. These decisions will result in a reduced number of exposed people and will reduce demand on transport, shelter and welfare during an evacuation process. Strategies to provide information regarding impending hazards to tourism operators and accommodation facilities by the LDMG will be included in the community education program.

Schools The authority to approve the temporary closure of an educational facility owned by the State rests with the principal or person in charge of the institution acting on advice from emergency service officers. Currently principals are to advise the relevant Regional Director of Education who would then authorise the closure of one or more schools. The Department also has the ability to disseminate warnings and advice to independent and Catholic Schools but is unable to enforce the closure of these facilities. Media releases to schools regarding closures are released by the Regional Director’s office. It is essential that the community be informed early of school closures, if possible prior to evacuations so as to reduce traffic congestion and free up school buses and school resources for broader evacuation needs in the community. Scenic Rim Regional Council (SRRC) has entered into a Memorandum of Arrangement (MoA) with the Department of Education, Training and Employment (DETE) for the provision of temporary access to identified DETE facilities (22 State Schools across the region) for the purpose of Evacuation Centres or Places of Refuge. The MoA is attached as Annexure E to this sub plan. Templates for school warnings are contained in the Disaster Communications Manual.

Local Hazards The following hazards have potential to generate an impact that may require either shelter in place and/or evacuation of exposed members of the SRRC community:  severe weather and thunderstorms

Scenic Rim Evacuation Sub Plan 5

 major building fire (eg residential) and bushfire  flood  cyclone  chemical spill or fire (hazardous materials)  major transport incident (air, road, rail, water)  earthquake  landslide  terrorist attack

Hazard Area The following hazards have potential to generate an impact that may require either shelter in place and/or evacuation of exposed members of the Scenic Rim Community.  Flood  Severe weather and thunderstorms  Bushfire (Rural/Urban) Please refer to the All Hazards Assessment contained in the LDMP for further information and hazards.

Population Exposed The residents of the area include all persons within the area of the Scenic Rim Region. Scenic Rim Region is currently home to 38,000 residents. Scenic Rim’s population is forecast to expand by 2031 to just over 80,000 people. Recent census figures suggest that 20.3% of the population is under the age of 14 years and 17.6% is above the age of 65 years. There is an average of 8.9 persons per square kilometre. Main population centres are Beaudesert, Boonah, Kalbar, Aratula, Mount Alford, Roadvale, Warrill View, Peak Crossing, Harrisville, Kooralbyn, Canungra, Beechmont, Tamborine Mountain and Rathdowney.

The below table shows the population exposed to each hazard previously identified with potential to impact community. Hazard Areas at risk Severe weather (heavy rain, strong winds, Whole of region. Often most impacted east coast low) and thunderstorms suburbs include western areas. Flood Parts of Boonah, Harrisville and Beaudesert.

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Bushfire Tamborine Mountain. Major risk is located in urban areas adjacent to heavily wooded areas. Urban fire Whole of region. Chemical/Hazardous Materials fire Primarily businesses and residential areas adjacent to industrial precincts, however any storages of hazardous materials and chemicals can pose risk across the whole of the region. Major Transport Incident (air, road, and Road: Major Highways include: rail) Cunningham and Mt Lindesay Highways. Rail: Brisbane to Sydney. Air: Areas of the region in the flight path of domestic and Australian Defence Force air traffic. Cyclone Whole of region Earthquake Whole of region Landslide Higher areas, including Tamborine Mountain and Kooralbyn, exposed steep cuttings along transport corridors and residential areas, etc.

Vulnerable Populations In considering vulnerable populations the LDMG need to identify community members with specific needs, in consultation with appropriate stakeholders that may require special consideration, such as:  those reliant on mechanical life-support systems  those reliant on home oxygen  those with health support needs  aged population  people in residential care  people with disabilities  varying cultural and language backgrounds including Non-English Speaking  transient populations.  Other population groups without support, dependent upon the nature of the event.

Scenic Rim Evacuation Sub Plan 7

Aged Care The movement of aged people in care needs to be planned and implemented pre- emptively in advance of unfavourable conditions and higher demand on transport providers.

Aged care facilities in the Scenic Rim should have their own evacuation plan and it should include procedures for the complete evacuation of the facility including specialised transport requirements and the establishment of formal agreements with other aged care facilities or other suitable accommodation providers who will be able to provide a type of safer location and an appropriate level of care for their residents.

The LDMG should consult with local aged care facilities to ensure the facility has a thorough and effective evacuation plan. It is important for the LDMG to communicate early and regularly with aged care facilities before, during and after an event to ensure appropriate and timely information is disseminated to aged care facilities to assist them in making informed decisions.

A considerable number of aged care and retirement living facilities are located within the region. These include: Fassifern Retirement Living, Fassifern Aged Retirement Village & Aged Care Services Boonah, Wongaburra Aged Care Services Beaudesert, Star Gardens Beaudesert, Albert Garden Country Retirement Village Beaudesert, Teviot Retirement Village Boonah, Elysium Retirement Village Beaudesert, Prescare Roslyn Lodge Aged Care Facility Tamborine Mountain.

Support and Respite Services The following organisations provide community health and respite services in the region:  Blue Care Beaudesert  Blue Care Fassifern Other providers:  Beaucare, 44 Tina Street, Beaudesert  Centacare - St Mary's Community Services, 6-12 Petersen Street, Beaudesert  Carinity Communities - Illoura, 31 Duckett Street, Beaudesert  Carinity Communities - Fassifern, 4 Little High Street, Boonah  Jymbilung House, 9-13 Summerfield Drive, Beaudesert  Red Cross Service Unit, 6 Welch Street, Southport  Red Cross, Eleanor Carter (refer Logan Human Social Recovery Contact List)

Scenic Rim Evacuation Sub Plan 8

 Rural Lifestyle Options Association, 4 Davis Street, Beaudesert  Salvation Army - Boonah, Park Street and Farley Street, Boonah  St Vincent De Paul Society, o 191 Brisbane St Beaudesert & High Street Boonah o 126 Allied Drive Gold Coast (refer Logan Human Social Recovery Contact List)  Tamborine Mt Community Care Association, 42 Southport Avenue, Tamborine Mountain  Commonwealth Respite and Carelink Centre – Respite (Blue Care), 31 South Street, Scenic Rim  Department of Housing and Public Works  Department of Communities, Child Safety and Disability Services o Level 1 ICON Building 117 Brisbane Street Ipswich o Ground Floor 100 George Street Beenleigh

Evacuation Strategy The table (Figure 1) outlines a pre-determined evacuation strategy for a range of hazards and associated risks. The evacuation strategy should be revised and updated at the time of an event to ensure event and time accuracy.

Scenic Rim Evacuation Sub Plan 9

Figure 1 Scenic Rim LDMG Evacuation Strategy

Hazard Exposed Areas Population( Evacuation Safer Location Evacuation Estimated Evacuation Transport Issues 1) Method Route Timeframe(2) Inc. any specific resources required to evacuate Cyclone Cat 1 Whole SRRC area Shelter in Place Cyclone Cat 2 Whole SRRC area Shelter in Place Cyclone Cat 3 Whole SRRC area Voluntary for exposed homes Cyclone Cat 4 Whole SRRC area Voluntary for exposed homes Cyclone Cat 5 Whole SRRC area Voluntary for exposed homes Minor flood levels Shelter in place Moderate flood levels Shelter in Place/Voluntary for exposed homes/Directed Major flood levels Voluntary for exposed homes/Directed Extreme flood levels Directed transported out of All weather How many residents Cars, buses, taxis suburb. road How many hours

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Hazard Exposed Areas Population( Evacuation Safer Location Evacuation Estimated Evacuation Transport Issues 1) Method Route Timeframe(2) Inc. any specific resources required to evacuate Extreme flood levels Evacuation centres external to suburb Severe Total LG Area Shelter in place, Weather/thunderstorms/ Voluntary evacuation, East Coast Low (e.g. flash directed flooding, damaging winds, evacuation hail etc)) Bushfire shelter in place, voluntary Low to severe Fire Danger evacuation, Rating (FDR) Bushfire Voluntary Unknown evacuation, Extreme/catastrophic FDR directed evacuation, shelter in place

Bushfire Voluntary Unknown evacuation, Extreme/catastrophic FDR directed, evacuation shelter in place Terrorism Threat Beaudesert CBD Directed 30 minutes

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(1) Population figures are based on [insert relevant reference and year]. (2) Estimated evacuation timeframe is derived from [insert relevant reference]. (3) Minor, moderate, major and extreme levels – refer to Evacuation Guidelines section 5.

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Mapping the Data

Evacuation Zones Each government area should use consistent language and colours where possible to identify evacuation zones. This will minimise confusion of information for residents who may need to move between a number of local government areas.

Areas exposed to the impact of the hazard could be categorised into evacuation zones based on severity of impact.

When inundation levels have been identified, evacuation zones can be defined to create a visual illustration of this information to ensure it is readily accessible to disaster management decision makers and also to efficiently communicate this information to the community.

An effective means of displaying this information is the use of maps and Geographic Information Systems (GIS).

Inclusion for Mapping Evacuation maps should be developed for communities vulnerable to storm, fire and flooding, where areas exposed can be planned in advance and where these hazards have the potential to inundate populated areas.

It would be ideal to have one generic evacuation map for a given community, however this may not always be feasible as many communities will be vulnerable to a number of hazards, and the manner in which those hazards interact may result in different exposed areas.

Evacuation maps should be developed in two series to assist decision making:  Public information (to be used by the community)  Disaster management response (to be used b disaster management groups) Please note, care should be taken using data that may quickly be out-dated.

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Community Education and Awareness

Community Education Community education uses content and communication systems to disseminate community information to raise awareness through a range of media. Community education resources available to the LDMG include: . Australian Red Cross RediPlan . Queensland Fire and Emergency Services education materials . QPS and QFES social media pages . Queensland Health education materials . Other materials as sourced

A range of dissemination methods will be utilised by the LDMG including: . SRRC website . Community forums . Target group information sessions . Mailout/Letterbox drops . Social Media (Facebook, Twitter) . Business forums . Direct target of vulnerable groups . School newsletters . Councillor newsletters . Rate notice inclusions . Local radio/TV . Banners

Community Engagement

Community engagement is a process that can be used to actively involve the community in disaster management planning. To ensure that the community is engaged effectively, the LDMG will develop a Community Engagement Plan.

Scenic Rim Evacuation Sub Plan 14

The Community Engagement Plan will consider the following issues. Develop a profile of community sectors in exposed areas, for example: . older people living at home alone . people with disabilities . people with hearing or visual impairment . single parents with young children . large families . people with identified illness e.g. on a dialysis machine . people newly arrived to the area, the State or even the country

Include information on the range of sectors represented. For example: . businesses . community groups . educational institutions . health organisations . tourism and accommodation providers . animal and wildlife carers and refuges . sport and recreation groups, and . media

Develop specific engagement strategies which: . Identify current communication pathways already established between local government and target groups. . are clear about the purposes or goals of the engagement effort. . Utilise knowledge about evacuation zone history, and experiences of previous engagement efforts. . Provide the community with balanced and objective information to assist them in understanding the problem, alternatives or solutions. . Engage directly with specific sectors to determine their information needs and develop appropriate responses (this may include developing target group specific written evacuation communication strategies in appropriate languages and delivery methods to meet the needs of the identified sectors). . Identify appropriate delivery options and communication strategies. . Delivery options and communication strategies can be identified by targeting specific groups within the community, and developing specific engagement strategies appropriate to each exposed population.

When completed, the Community Engagement Plan will become an appendix to this sub plan.

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Decision to Evacuate

Considerations The decision to evacuate should be based on a hazard assessment and event intelligence. The triggers to evacuate will differ for each event. The following issues should be considered when making decisions regarding evacuations. Type of Event:  What areas of the city will be affected? (Planning)  What is the estimated duration of the event? (Planning)  What are the current and expected climatic conditions? (Planning)  What time of day is the event unfolding?  How much time do we have before impact? (Planning)  How long with it take to move potentially affected people? (Planning, Logistics, Operations)  Which evacuation centres are appropriate for the event? (Planning)

Existing risk management assessment for threats and relevant plans and maps held within Council and the LDCC will be used to analyse the threat event.

Issues to consider for each event: Availability and credibility of information:  Can accurate data on the hazard be obtained from relevant agencies, eg BOM, Seqwater, Council and other emergency authorities?  Can you accurately identify the number of people/businesses that may be affected? (Planning)  What current resources are available? (Planning, Logistics, Operations)  Is there potential risk for people during evacuation (advice from lead agency)?

Available lead time:  Is there sufficient time to warn and evacuate the public before the impact of the hazard or has the hazard already impacted (may be rescue)? (Planning)  Is suitable transport available for the numbers of people who will require evacuation? (Logistics)  Is voluntary or directed evacuation required? (lead agency, LDMG/CC, DDC)

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 Is DCC approval required (LDMG to inquire for directed evacuation)?  Will evacuation be staggered? (Planning, Logistics)

Safety of Emergency Workers:  Is the area or situation too dangerous for emergency workers to perform their duties and warn or assist those at risk? (Planning, Operations, lead agency)

Accommodation:  What type of accommodation is required – eg shelter in place, assembly points, hotel rooms or evacuation centres? (Planning, Logistics - also consider the logistical repercussions should it be identified that people are unable to return to their homes and they have been evacuated to an assembly point)  Are evacuation centres available in the area required? (Planning, Logistics)  What is the timeframe to set up the evacuation centre? (Planning, Logistics, Operations)  Is an assembly area required between evacuation and transport to evacuation centre? (Planning, lead agency)

Transport:  Is additional transport required? (Planning, Logistics)  What types of transport are required (disabled, animals, small children)? (Planning, Logistics)  Is the transport route clear of the hazard? (Planning)  How long will additional transport take to become available? (Logistics)  Is there adequate supply of fuel for transport resources? (Logistics)

Authority to Evacuate An individual can choose to self evacuate prior to the announcement of an LDMG coordinated evacuation or DDC directed evacuation. A directed evacuation under the Disaster Management Act (the Act) requires the declaration of a disaster situation. The LDMG does not have the statutory power to authorise a directed evacuation. A DDC may declare a disaster situation if satisfied that the requirements of section 64 of the Act have been met. The declaration of a disaster situation requires the approval of the Minister (currently the Minister for Police, Corrective Services and Emergency Services) and must be made in

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accordance with section 65 of with the Act. During a disaster situation, the DDC and Declared Disaster Officers are provided with additional powers under sections 77-78 of the Act. These powers may be required to give effect to a directed evacuation. The process of evacuation requires the approval of an appropriate authority (refer to the Queensland Evacuation Guidelines for Disaster Management Groups, Section 7.3).

Evacuation Timelines One of the important factors to be considered when planning for evacuation is the time required to safely and effectively undertake an evacuation. The timeline should display the phases of evacuation, decision points and other considerations that will inform the evacuation process. The capacity of evacuation routes will vary depending on road conditions and therefore it will be important to consider a number of route conditions being normal, enhanced, disrupted and blocked. It is suggested that a consistent formula be applied for calculating travel times for all road classes such as urban, rural and highway/motorway and the following capacity rates have been developed by Department of Public Works: Route Condition Capacity (people per hour per lane) Normal – fine weather and normal traffic control 600 (assumes travel speed of 40kph) Enhanced – emergency response agencies intervene to 800 increase route capacity. Traffic management strategies may (assumes travel speed of 50kph) include: traffic controlled intersections, contra flow, banning vehicles owing caravans and trailers Disrupted – heavy rain with possible vehicle breakdowns, 300 traffic accidents, land‐slips, minor flooding across roads etc. (assumes travel speed of 20kph) Blocked – route is closed by flood waters, impact of fire etc; an 100 alternative route or means of transport may be required. (assumes travel speed of 5kph)

The following are the timeframes for the effective implementation of an evacuation, relative to each hazard:  Care facilities – times outlined within each facility’s emergency plan.  Other evacuation times should be sourced from the SRRC or DDC Operations Log 2011. These timelines have been developed based on the following assumptions and criteria (refer to the Queensland Evacuation Guidelines for Disaster Management Groups, Section 7.1):

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Warnings

When exposed areas and the location of safer areas have been determined, the decision to evacuate exposed members of the community can be made. This information needs to be communicated effectively to the community.

Warning Dissemination and Methods The following table documents the agencies responsible for the dissemination of evacuation warnings to exposed populations. Detailed contact lists are available. Queensland Fire and Emergency Services has responsibility for issuing Emergency Alert for fires and hazardous material incidents.

Exposed Agency primarily responsible for Warning Method Population dissemination of warning General Media releases LDMG via media contact lists Population Door knocking Queensland Police Service with assistance from State Emergency Service Emergency Alert Authorising Officer SDCC LDMG to formally request through DDMG Social Media (facebook, Emergency Service social media twitter, etc) sites SRRC Social Media sites Public Address system From vehicles in the threat area

Variable Message Sign SRRC

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Exposed Agency primarily responsible for Warning Method Population dissemination of warning Hospitals Nursing Emergency Alert LDMG via contact lists Homes, Aged Care Direct call/Fax Queensland Health Department of Health & Ageing Individual Aged Care Facilities under perceived threat School, Daycare, Emergency Alert LDMG via contact lists Education Centres Direct Call/Fax District Director Department of Education, Training and Employment Relevant Day Care Centre Maroon Outdoor Education Centre Camp Moogerah Shopping Centres Emergency Alert LDMG via contact lists Direct Call/Fax Centre Management All major shopping centres Detention Centres Emergency Alert LDMG via contact lists Direct Call/Fax Tourists Via Tourism Operators, LDMG via contact lists Accommodation Providers etc Caravan Parks, Emergency Alert LDMG via contact lists Camping Grounds Direct Call/Fax Non English Nominated central point of LDMG via contact lists Speaking contact within community for

interpretation and distribution to relevant group People with a Methods appropriate to Service Providers disability ensure audience understanding Mass Gathering Emergency Alert LDMG via contact lists. Venues Venue Convenor

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Standard Messages to the Community The standard ‘wording’ content contained in evacuation orders and media release statements should be further populated with the details relevant to the event and then utilised across all warning methods to ensure consistent messages are provided to all sectors of the community. Standard Emergency Alert messages are provided in the Emergency Alert Queensland Operational Guidelines. Templates for standard messages to the community are contained within the Disaster Communications Manual.

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Withdrawal

Evacuation Routes The Queensland Police Service (QPS) in conjunction with relevant agencies are responsible for coordinating the safest and quickest evacuation routes. Depending on the nature of and variables affecting the hazard, evacuation routes are a fluid concept. Spacial and intelligence information provided to the Planning Cell of the Incident Management Team in the Local Disaster Coordination Centre will be used to plan for immediate and future evacuation routes when required. QPS procedure is to use the local road hierarchy to determine effective evacuation and alternative routes for the community and emergency services. This is generally done spatially in each QPS region taking into account the hazard, local knowledge and historical information related to that hazard in the region. The needs of the community must also be taken into account and priority given for access to vulnerable populations by emergency and allied health services. SRRC will assist QPS with evacuation routes by erecting signage at the time of the event and providing any other resources as required. Future consideration will be given to a Transport Management Strategy if necessary.

Transport Evacuees are encouraged where possible to use their own transport for evacuation. Where possible, space will be made available at evacuation centres for vehicle parking. For those members of the population at risk of the hazard who cannot access transport, the LDMG will procure transport services such as bus and taxis where possible to assist in evacuation. Vulnerable populations such as aged care facilities will evacuate residents using their own evacuation arrangements, however, the LDMG will make all efforts to assist with transportation arrangements on request, dependant upon available resources.

Security The LDMG will liaise with their QPS representative members in the first instance to ensure that adequate levels of security are in place in all areas where the affected community has gathered. Should further security resources be required, the LDMG will procure security services from preferred suppliers.

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Reporting LDMG to provide regular situation reports on evacuation status to DDMG. Information may include areas evacuated, Evacuation Centres utilised, number of evacuees, needs addressed and gaps identified.

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Shelter

The identification of the most appropriate facility in which to shelter, relative to the type of event will be decided by the LDMG and conveyed within warning messages. It is important to note during a time where a hazard may be threatening to impact on a community and an evacuation is not required, it is the responsibility of the individual to assess the current situation (tune into warnings log onto council website and listen to local media), their needs, their family and neighbours needs and their location and decide whether shelter in place or finding alternative accommodation away from the exposed area (motel, hotel, other family and friends) is a valid and safer option. If the public is directed to evacuate from an unsafe area through the dissemination of an evacuation order, there will be an expectation that some form of safer location is provided as an option. Extreme weather conditions are unpredictable and when faced with a catastrophic circumstance that exceeds pre-planned and identified safer locations it is important that local governments have undergone a level of contingency planning to identify other places of refuge that may be required at short notice. SRRC have a registered list of Evacuation Centres located across the Scenic Rim Region which are attached as Annexure D.

Shelter in Place The best option when evacuation is not necessary is sheltering in a safe and secure structure at home or with family and friends. Residents, if evacuation is not required, should be encouraged to seek refuge with family and friends who may live in a building structure that is safer than their own in terms of the impending hazard. Shelter in place may be a suitable option for storm, east coast low, some fire hazards, chemical spills and heatwave. The public will be notified to shelter in place through warning messages.

Assembly Point An assembly point is a temporary designated location specifically selected as a point which is not anticipated to be adversely affected by the hazard. Assembly points can be used as a possible safer location and would usually only be utilised during events where specific shelter is not required and the duration of the evacuation is not predicted to be lengthy.

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Assembly points may not be staffed and evacuees may be requested to cater for their own basic requirements for a short stay. Assembly points re more often used as a means of gathering evacuees prior to their coordinated movement to evacuation centres. Considerations for assembly points include:  Amenities may not be available  Pets may not be permitted  Police or emergency services officers may not be in attendance Should assembly points be required, the public will be notified by the LDMG through warning messages.

Evacuation Centres An evacuation centre is a designated building specifically selected as a location not anticipated to be adversely affected by the hazard in question. Evacuation centres should be pre-determined and clearly categorised for event suitability. A number of factors are considered in determining suitability including size, amenities, public health considerations, access, amenities, security, kitchen facilities, fire safety, ventilation, alternative power supply, open space, pet and animal facilities, communications etc. LDMG’s should encourage the pre-identification of any likely spontaneous evacuation centres by local community groups where possible, and plan and maintain capability to assist them. Using historical information of community congregations in emergencies will assist in this process. This is particularly relevant for members of certain cultural and religious denominations in the Scenic Rim community along with areas which historically become isolated during certain event types such as flooding. Establishment and management of evacuation centres is a responsibility of the LDMG, in conjunction with the DDMG as necessary. LDMGs may enlist the services of the Australian Red Cross to assist them in managing evacuation centres. The Scenic Rim LDMG have entered into an MOU with the Australian Red Cross for this management role. A copy of the MOU is attached as Annexure E. Under the terms of this MOU, the Australian Red Cross are included in preparation and planning, response and recovery. The LDMG will ensure that evacuation centres are opened and operational prior to their details being released to the public via an Evacuation Order.

Place of Refuge Where, due to the nature of the hazard, the capacity of identified other safer locations may be exceeded a place of refuge may be an option. A place of refuge refers to protection from a cyclone. It is usually a privately owned facility which will provide a level of protection from the effects of a cyclone as it passes. It is not designed for a long term stay

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and would most likely be a large sturdy facility like a school hall which affords a reasonable level of protection. In the unlikely event that such a facility would be required in the Scenic Rim Region, the location and opening of a place of refuge will be announced by a member of the LDMG through a warning message.

Pets and Animals In this section, the term 'pets' refers to household, domestic pets only. The LDMG is not responsible for the evacuation of livestock. The primary responsibility for livestock will rest with the livestock owner. Pets should remain the responsibility of their owner where possible during an evacuation and pet owners should pre-plan alternative accommodation for their pets prior to the onset of an event. Occasionally some residents will not evacuate without their pets. The LDMG recognise this and need to consider the welfare of pets and animals of evacuees during evacuation. Whilst consideration is given in the planning phase to allocate space to securing pets at evacuation centres, the LDMG cannot guarantee that all centres will have the capacity and resources to offer this option. This issue will form part of the community awareness and education program. The LDMG will liaise with relevant agencies to develop strategies to manage the sensitive issue of people who prefer to stay with their pets or companion animals. This issue will also be included in the community awareness and education program. The LDMG also recognises consideration must be given to guide, hearing and assistance dogs and how these animals can be accommodated with their owners in accordance with the Guide, Hearing and Assistance Dog Act 2009. It is essential that pets and animals be separately accommodated for hygiene and safety reasons. Some consideration must be given to assistance and companion animals for people with disabilities and how these animals can be accommodated with their owners within separate quarters of the evacuation centre where possible. An Animal Welfare Sub Plan will be drafted by the LDMG to address this and all other aspects of pet and animal care during disasters.

Neighbourhood Safer Places Council and the Queensland Fire and Emergency Services (QFES) release an updated list of the Scenic Rim's Neighbourhood Safer Places (NSP) annually. An NSP is a local open space or building where people may gather as a last resort to seek shelter from a bushfire. The following sites are deemed approved NSP areas within the Scenic Rim Region until 30 June 2015:  Beechmont Rural Fire Station, Beechmont Road, Beechmont  Graceleigh Park, 1925 Beechmont Road, Beechmont

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 Tamborine Mountain Sports Complex, Corner Hartley Road and Long Road, Tamborine Mountain  Vonda Youngman Community Centre, Corner Geissmann and Main Street, Tamborine Mountain  Tamborine Mountain State High School Sports Oval, Holt Road, Tamborine Mountain  St Bernard State School Sports Oval, 1/19 School Road, Tamborine Mountain

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Return

The return of evacuees to their homes requires careful planning to ensure the process is undertaken in a managed and coordinated manner. It is critical that people return to their homes and community in a safe manner with as much support and assistance as possible. The return process may include  Return by emergency services only  Partial return to only some areas of the evacuated area  Temporary return during daylight hours  Complete return of all community members The LDMG must also consider those community members who voluntarily evacuated without the visibility of registration, who may not be receiving direct public information regarding return to their homes. Return cannot be undertaken until safety is confirmed. The decision for the return of evacuees and the development of a return strategy will be undertaken by the LDMG in close consultation with:  District Disaster Coordinator and relevant District Functional Committees  Relevant lead agencies  Electricity provider  Telecommunications provider  Local Government as relevant, may include Environmental Health, Roads and Drainage and Building Services  Queensland Urban Utilities for Water Supply and Sewerage

Decision for Return To determine if the impacted area is safe for return the following issues need to be assessed and addressed by the LDMG:  The treat has passed and there is no likelihood of further impact.  Suitable management of public health issues and secondary threats such as mosquito infestations, contaminated water supply etc is occurring.  Building structures are safe to reoccupy.  Utilities such as power, water, sewerage and communication networks are operational.  Roads and transport infrastructure is open and safe for use.  Commercial food supply is available.  Adequate security remains for damaged or unsafe areas.  Availability of support services including financial and welfare services.

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The majority of this information will be available from impact assessments conducted during the response phase. An Impact Assessment Sub Plan will be developed by the LDMG in the future.

Return Strategy Once it is determined areas are safe for return, a return strategy is to be developed to outline the arrangements necessary to plan and implement an organised return and how that process will be coordinated and managed. The return strategy will differ for each event. A return strategy should address, but is not limited to the following:  specific areas deemed safe for return  any staging requirements for return to larger areas  security of damaged, unsafe structures or infrastructure  detailed return advice to evacuees  traffic management  transportation requirements.

Once it is determined that areas are safe for return the LDMG should activate the return strategy and disseminate return advice to the community.

Dissemination of Return Advice As with evacuation warnings, information regarding the return process is required to be widely disseminated to evacuees. This may be achieved by notices and announcements at evacuation centres and assembly points, Emergency Alerts, broadcasts on radio and television, and notices in local papers. Where the return advices relates specifically to schools, hospitals, aged care facilities and other institutions, the return advice may be provided directly to the affected agency or overarching body such as Education Queensland or Queensland Health. Information to be detailed in the return advice should include the following, where appropriate:  Issuing authority, date and time  Details of event and data to signify threat has abated  Specific areas deemed safe for return, including maps where appropriate  Suitable route including any load limits and specific traffic control arrangements  Public transport arrangements where provided  Requirement for evacuees to provide advice of proposed return to evacuation centre or other evacuees registration service as appropriate

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 Appropriate health and safety messages if required such as requirements to boil water before consumption any potential public health risks  Recovery services available  Contact number for further information or clarification Return advices should be advertised widely to ensure that evacuees staying with friends or family outside the local area are informed.

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Annexures: Annexure A - Evacuation: Operational Checklist Event: ______Action Responsible Agency / Specific Information Status Officer Decision to Evacuate Consider the specific circumstances of the event Assigned and review/refine the pre‐determined Evacuation Completed Strategy in light of: ‐ advice from relevant authorities on severity, arrival and impact area; ‐ the applicability of pre‐determined vulnerable zones and modification of existing or development of additional maps as required; ‐ the nature of the exposed population; ‐ the capacity of proposed evacuation routes to support rapid egress given the specific event related conditions; ‐ the suitability of safer locations; ‐ the requirements of special needs populations and associated actions; ‐ specific transport issues ‐ the availability of appropriate resources to effectively manage all aspects of the evacuation.

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Action Responsible Agency / Specific Information Status Officer Consider all aspects with particular emphasis on Assigned the time required to complete the evacuation and Completed the lead time available. Conduct a local risk assessment. Is evacuation the most suitable option? Decide on the type of evacuation being Assigned contemplated Completed Define the timeframe for conduct of evacuation if Assigned pre‐impact Completed Determine the amount of external assistance that Assigned will be required to effect evacuation. Completed Advise DDC that evacuation decision has been Assigned made and make a request for assistance, if required Completed Recommend to DDC that directed evacuation is Assigned required Completed

Resources Ensure adequate copies of evacuation zone maps Assigned for operational teams Completed Check current and predicted status of evacuation Assigned routes Completed Populate Evacuation Order templates with relevant Assigned information including affected zones and sequence Completed of evacuation. Hold pending approval for release

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Action Responsible Agency / Specific Information Status Officer Confirm and ready warning mechanisms Assigned Completed Where transportation will be required, review Assigned Transport Strategy Completed Refine traffic management strategy and stage Assigned traffic control devices at required locations Completed Confirm evacuation centres, arrange opening, Assigned manning of centres and test of communication Completed system back to LDCC Activate Evacuation Centre Management / Public Assigned Health Sub Plan Completed Where warning mechanisms will include door Assigned knocking, mobile public address systems etc refine Completed grid/locality system to ensure coverage Warning Upon authorisation for release, issue voluntary Assigned evacuation advice to exposed population Completed Provide notice to exposed population facilities to Assigned evacuate Completed Receive authorisation for directed evacuation from Assigned DDC, if required Completed Issue directed evacuation order to the population Assigned exposed Completed

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Action Responsible Agency / Specific Information Status Officer Provide evacuation teams with written order to be Assigned provided to members of public Completed Withdrawal Activate traffic management strategy Assigned Completed Activate door to door evacuation teams Assigned Completed Activate transport strategy Assigned Completed Ensure evacuation messages continue to be Assigned conveyed to public. Completed Consider the needs of the identified vulnerable population Consider tailoring to vulnerable population Provide regular situation reports on evacuation to Assigned DDMG Completed Ensure regular reporting from field teams of Assigned completed tasks Completed Implementation of security strategy for evacuated Assigned areas Completed Shelter Ensure evacuation centre management being Assigned coordinated through Evacuation Centre Completed Management Sub Plan

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Action Responsible Agency / Specific Information Status Officer Request and maintain a record of evacuees at Assigned evacuation centres use programs such as NRIS Completed If evacuees are being registered upon leaving Assigned exposed areas, ensure record is being maintained Completed including details of destination Return Determine areas that are safe for return with Assigned consideration of the following issues: Completed - content of impact assessment - health and safety issues - functioning of utilities; power, water, sewerage and communications - status of repair; clearing and re‐opening of roads Review and modify the Return Strategy, Assigned addressing: Completed ‐ specific areas deemed safe for return ‐ security of damaged, unsafe structures or infrastructure ‐ detailed return advice to evacuees ‐ traffic management plan ‐ transportation requirements

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Action Responsible Agency / Specific Information Status Officer Advise DDMG of Return Strategy Assigned Completed Consider the needs of the identified vulnerable population Issue media release outlining return strategy for Assigned evacuees. Distribute return advice to Evacuation Completed Centres and notify special facilities. Consider tailoring advice to vulnerable populations Release appropriate information to returning Assigned evacuees on reactivation of utilities, damage Completed repairs, clean up and debris removal, types of and contact process of personal – human social recovery support services Implement traffic management plan Assigned Completed Maintain security controls for those areas that Assigned cannot be safely reoccupied Completed Ensure the coordination of temporary housing for Assigned evacuees unable to return to their residences Completed Close evacuation centres Assigned Completed Complete final situation report on evacuation and Assigned stand down Evacuation Committee, if this Completed committee has been established

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Annexure B - Voluntary Evacuation Advice

TOP PRIORITY FOR IMMEDIATE AND FREQUENT BROADCAST Transmitters serving the area/s of [insert locations] are requested to use the STANDARD EMERGENCY WARNING SIGNAL before broadcasting this message.

VOLUNTARY EVACUATION ADVICE For [insert hazard] Issued: [Time, Day, and Date] As a result of the [insert impact e.g. flood level] associated with [insert event] advised by [insert authority e.g. Bureau of Meteorology] for [location] at [date/time]. [Insert name] Local Disaster Management Group is advising residents within the [nominated areas/ evacuation zones] to evacuate within the next [number] hours. Do not delay your evacuation. Roads will be congested or closed. You could become isolated and need rescue. Remaining in those areas nominated for evacuation is dangerous and may place your life at risk.

You are encouraged to relocate to family and/or friends outside the area nominated for evacuation.

As you evacuate you should:  take your emergency kit, evacuation kit and emergency plan with you (such as cash/cards, bedding, medications & prescriptions and specifics including baby formula, glasses)  ensure neighbours have received and understand the evacuation order  turn off the electricity and gas and lock your home  do not walk or drive through floodwater  continue listening to your local radio station for further information and instructions. For assistance or further information telephone the Local Disaster Coordination Centre on < telephone number> or view the website at: www. The Local Disaster Management Group would appreciate this order being broadcast regularly.

Authorised By: [insert name & operational position title ] Message End

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Annexure C - Evacuation Order Media Release Template

TOP PRIORITY FOR IMMEDIATE AND FREQUENT BROADCAST Transmitters serving the area/s of [insert locations] are requested to use the STANDARD EMERGENCY WARNING SIGNAL before broadcasting this message. EVACUATION ORDER For [insert hazard] Issued: [Time, Day, and Date] As a result of the [insert evidence e.g. flood level] advised by [insert authority e.g. Bureau of Meteorology] for [location] at [date/time] the Queensland Police Service is directing residents within the [nominated areas/ evacuation zones] to evacuate within the next [number] hours. [Where more than one evacuation zone is identified, the sequence for movement should be specified. For example: “Evacuation of XXX Zone is to commence immediately and to be completed by no later than XXX hours. Evacuation of the XXX Zone is to commence no earlier than XXXX hours and be completed by XXX hours]. Do not delay your evacuation. Roads will be congested or closed. You could become isolated and need rescue. Remaining in those areas nominated for evacuation is dangerous and may place your life at risk.

You are encouraged to relocate to family and/or friends outside the area nominated for evacuation.

Evacuation centres will be established at [name and address] where you can obtain temporary accommodation and other assistance. The registration of evacuees will be undertaken at evacuation centres, if you do not go to an evacuation centre please telephone [telephone number] to report your safety.

[include any transport arrangements including times and pick up points] As you evacuate you should:  take your emergency kit, evacuation kit and emergency plan with you (such as cash/cards, bedding, medications & prescriptions and specifics including baby formula, glasses)  ensure neighbours have received and understand the evacuation order  turn off the electricity and gas and lock your home  do not walk or drive through floodwater  continue listening to your local radio station for further information and instructions. For assistance or further information telephone the Local Disaster Coordination Centre on < telephone number> or view the website at: www. The Local Disaster Management Group would appreciate this order being broadcast regularly.

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Authorised By: [insert name & operational position title ] Message End

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ANNEXURE F

Scenic Rim Regional Local Disaster Management Group

Recovery Sub Plan

Table of Contents

Amendments and Review ...... 3 Administration and Governance ...... 4 Purpose ...... 4 Recovery Function ...... 8 Scope of Sub Plan ...... 9 Authority ...... 9 Activation ...... 9 Local Recovery Coordinator ...... 10 Transition from Response ...... 10 Local Recovery Group ...... 10 Role of Recovery Committee ...... 10 Recovery Implementation Plan ...... 12 Stages of Recovery ...... 13 Immediate/short-term recovery (relief) ...... 13 Transition from Immediate/short-term recovery (relief) to Medium-term recovery ...... 13 Medium-term recovery ...... 14 Transition to long-term recovery ...... 15 Stand down ...... 15 Debrief ...... 16 Recovery Communication Plan ...... 17 Annexure 1 ...... 18 Local Recovery Implementation Plan - ATTACHED SEPARATELY ...... 18 Annexure 2 ...... 19 Disaster Operations Timeline ...... 19 Annexure 3 ...... 20 Psychosocial Effects of Disasters on Community and Staff ...... 20

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Amendments and Review

This Recovery Plan will be reviewed, practised and updated. Contact details will be reviewed and updated regularly by the Local Disaster Coordinator (LDC).

It is to be reviewed:  On activation of the plan.  After an event requiring recovery.  As part of the rolling program of review for Council’s Disaster Management arrangements.

The LDC of the Local Disaster Management Group (LDMG) may approve minor amendments to this plan.

Proposed amendments that affect the intent of this plan, roles and responsibilities or external agencies must be endorsed by the LDMG and approved by Council. This type of amendment is referred to as a major amendment.

Approved amendments are to be listed in the following table. The LDC is to ensure that all copies of this plan are accurately amended.

Complete the amendment record when an amendment is made to the Recovery plan.

Version Date Approving Amendment Authority Number

1 November 2014 Initial Draft

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Administration and Governance Purpose

Disaster recovery is the coordinated process of supporting affected individuals and communities in the reconstruction of the physical infrastructure, restoration of the economy and of the environment, and support for the emotional, social, and physical wellbeing of those affected.

Recovering from an event includes the following:  providing relief measures to assist persons affected by the event who do not have resources to provide for their own personal wellbeing;  restoring essential infrastructure in the area or areas affected by the event;  restoring the environment in areas affected by the event;  providing personal support to individuals affected by the event, including temporary hospital accommodation, emergency medical supplies, material assistance and counselling services; and/or  supporting community development activities to restore capacity and resilience.

A community that is prepared for disasters by having necessary arrangements in place to deal with disasters will be a more resilient community and one that will return to the pre- disaster state more quickly than a community that is not prepared.

As part of Queensland’s Disaster Management Arrangements, disaster management groups are responsible for disaster recovery operations in collaboration with identified functional lead agencies. Recovery arrangements need to be flexible to best suit local needs, and to use resources effectively. Recovery arrangements also need to:  acknowledge that recovery is a complex social and developmental process rather than just remedial in nature;  recognise that recovery should be consequence-driven and presents an opportunity to support the community improve beyond what existed pre-disaster; and  support community self-determination and participation in the recovery process.

An event that requires significant recovery also provides the opportunity to make a community more resilient for future events. For example in an event that causes significant damage to community infrastructure, the reconstruction phase could consider integrating improved mitigation measures (e.g. flood risk reduction measures) to reduce the risk of a future event damaging the infrastructure.

Queensland has adopted the National Disaster Recovery Principles, endorsed by the Community and Disability Services Ministers’ Advisory Council in March 2008, which recognise that successful recovery relies on:  understanding the context;

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 recognising complexity;  using community-led approaches;  ensuring coordination of all activities;  employing effective communication; and  acknowledging and building capacity.

Understanding the context

Successful recovery is based on an understanding of the community context.

Recovery should:  appreciate the risks faced by individuals and communities;  acknowledge existing strengths and capacity, including past experiences;  be culturally sensitive and free from discrimination;  recognise and respect differences; and  support those who may be more vulnerable; such as people with disabilities, the elderly, children and those directly affected.

Recognising complexity

Successful recovery acknowledges the complex and dynamic nature of events and communities that are impacted by events.

Recovery should recognise that:  information on impacts is limited at first and changes over time;  affected individuals and communities have diverse needs, wants and expectations, which are immediate and evolve rapidly;  quick action to address immediate needs is both crucial and expected;  events lead to a range of effects and impacts that require a variety of approaches; they can also leave long-term legacies;  conflicting knowledge, values and priorities among individuals, communities and organisations may create tension;  events create stressful environments where grief or blame may also affect those involved;  the achievement of recovery is often long and challenging;  existing community knowledge and values may challenge the assumptions of those outside the community; and

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 the four functions of recovery (economic, environment, human-social and infrastructure) often overlap and recovery arrangements must consider the interrelationship between these functions.

Using community-led approaches

Successful recovery is responsive and flexible, engaging communities and empowering them to move forward.

Recovery should:  centre on the community, to enable those affected by an event to actively participate in their own recovery;  seek to address the needs of all affected communities;  allow individuals, families and communities to manage their own recovery;  consider the values, culture and priorities of all affected communities;  use and develop community knowledge, leadership and resilience;  recognise that communities may choose different paths to recovery;  ensure that the specific and changing needs of affected communities are met with flexible and adaptable policies, plans, and services; and  build strong partnerships between communities and those involved in the recovery process.

Ensuring coordination of all activities

Successful recovery requires a planned, coordinated and adaptive approach based on continuing assessment of impacts and needs.

Recovery should:  be guided by those with experience, using skilled and trusted leadership;  reflect well-developed planning and information gathering;  demonstrate an understanding of the roles, responsibilities and authority of other organisations and coordinate across agencies to ensure minimal service disruption;  be part of an emergency management approach that integrates with response and contributes to future prevention and preparedness;  be inclusive, using relationships created before and after the emergency;  have clearly articulated and shared goals based on desired outcomes;  have clear decision-making and reporting structures;  be flexible, take into account changes in community needs or stakeholder expectations;

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 incorporate the planned introduction to and transition from recovery-specific actions and services; and  focus on all dimensions; seeking to collaborate and reconcile different interests and time frames.

Employing effective communication

Successful recovery is built on effective communication with affected communities and other stakeholders.

Recovery should:  ensure that all communication is relevant, timely, clear, accurate, targeted, credible and consistent;  recognise that communication with a community should be two-way, and that input and feedback should be sought and considered over an extended time;  ensure that information is accessible to audiences in diverse situations, addresses a variety of communication needs, and is provided through a range of media and channels;  ensure messages are delivered by the appropriate authority;  establish mechanisms for coordinated and consistent communication with all organisations and individuals; and  repeat key recovery messages because information is more likely to reach community members when they are receptive.

Acknowledging and building capacity

Successful recovery recognises, supports and builds on community, individual and organisational capacity.

Recovery should:  assess gaps between existing and required capability and capacity through pre- determined mapping;  support the development of self-reliance;  quickly identify and mobilise community skills and resources;  acknowledge that existing resources will be stretched, and that additional resources may be required;  recognise that resources can be provided by a range of stakeholders;  understand that additional resources may only be available for a limited period, and that sustainability may need to be addressed;  provide opportunities to share, transfer and develop knowledge, skills and training;

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 understand when and how to disengage; and  develop networks and partnerships to strengthen capacity

Re-establishing resilience as soon as possible after an event

Following an event effective recovery arrangements should help re-establish resilience within individuals and communities as soon as possible.

Successful recovery should emphasise:  Developing strategies (i.e. community education activities) with individuals and communities to prepare them for possible events and outlining how they will recover from such events. These strategies and arrangements should be detailed in relevant plans;  Putting in place the strategies/arrangements described in the relevant plan as soon as possible to ensure a rapid recovery, and to re-establish resilience as soon as possible;  Engaging communities to build individual skills and trust through the transfer of problem solving and planning skills, and through the development of sustainable networks; and  Working with leaders and their networks to understand what could be improved after an event, to increase an individual’s and a community’s resilience for the next event.

Recovery Function

Scenic Rim Regional Council recovery plan involves the following five (5) key elements of recovery.  Recovery Coordination and Management – Recovery will need to be appropriately organised, resourced and funded. A Recovery Implementation Plan will be required identifying the governance arrangements, resourcing and funding arrangements.  Community Recovery – includes personal support, counselling, crisis support (psychological first-aid) and emotional services, temporary accommodation (not evacuation centres), welfare support (for essential items such as clothing, bedding and food), financial assistance (to meet immediate individual needs and uninsured household loss and damage) and repairs to dwellings. The Department of Communities, Child Safety and Disability Services is the functional lead agency for Community Recovery in a disaster event.  Roads and Transport Recovery – includes transport and communications. A number of separate State Government departments, Council and non-government organisations will have key functional responsibilities for their respective element of Roads and Transport Recovery in a disaster event.  Building Recovery – includes government structures and essential services. A number of separate State Government departments, Council and non-government

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organisations will have key functional responsibilities for their respective element of Building Recovery in a disaster event.  Environmental Recovery – includes recovery as it relates to parks, waterways and wildlife. The Department of Environment and Heritage Protection is the functional lead agency for Environmental Recovery in a disaster event.  Economic Recovery – includes recovery as it relates to business impact, industry impact and worker impact. The Department of State Development, Infrastructure and Planning s the functional lead agency for Economic Recovery.

Scope of Sub Plan

The Recovery Sub Plan applies to emergency/disaster events occurring within the Scenic Rim Regional Council area whereby local resources are sufficient to deal with the process of recovery.

In the event that local resources are insufficient to deal with the recovery process a request may be made to the District Disaster Management Group for additional resources, assistance and/or activation of the Logan District Community Recovery Plan.

In the event that the Logan District Community Recovery Plan is activated the Local Recovery Group may be required to assist the Logan District Community Recovery Committee in undertaking recovery operations as determined by the Chair of the Logan District Community Recovery Committee.

Authority

This plan forms a sub plan to the Local Disaster Management Plan and is developed under the authority of the Disaster Management Act 2003. This sub plan will be managed in accordance with the administrative and governance processes outlined within the Local Disaster Management Plan including approval, document control, distribution and review and renew.

Activation

The Local Disaster Management Executive Unit of the LDMG comprising the Chairperson, Deputy Chairperson and the Local Disaster Coordinator represents the LDMG during the pre-impact stage of an event. Initial activation of the Recovery Plan is at the discretion of the Chairperson LDMG.

The Recovery Plan may also be activated upon request of the Executive Officer of the District Disaster Management Group or by the District Disaster Coordinator (DDC).

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Local Recovery Coordinator

The LDMG may determine that it is necessary to appoint a Local Recovery Coordinator (LRC) to coordinate recovery at the local level. The LRC is appointed by the Chair LDMG. To ensure that appropriate recovery activities are initiated as soon as possible after the impact of the event, the LRC should be appointed. During the recovery phase the LRC is to attend LDMG meetings.

Transition from Response

Recovery activities should commence immediately following the impact of an event whilst response activities are still in progress. Key decision and activities undertaken during the response may directly influence and shape the recovery process.

Local Recovery Group

The Local Recovery Group (LRG) shall convene upon the activation of this sub plan. The group will also conduct business meetings as a minimum every six (6) months to perform planning, review and renew activities associated with the arrangements outlined within this sub plan.

The LRG consists of the following members or their nominated delegate:

Organisation Position Scenic Rim Regional Council Chair District Community Recovery Coordinator - Member Department of Communities, Child Safety and Disability Services

Red Cross Member

Queensland Health Member

Role of Recovery Committee

The role of the Recovery Committee upon activation is to meet during or after an event has occurred and as determined by the Chairperson Recovery Committee and provides: . A forum for agencies to discuss the affect of the event/disaster on agency service provision and plan for a coordinated approach to the recovery process;

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. Community consultation to allow the community to be part of the recovery process ; . Coordinate the Recovery Management at the local level.

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Recovery Implementation Plan

In response to a specific disaster event the Local Recovery Group (LRG) is to develop an event specific Local Recovery Implementation Plan (template attached Annexure 1). A broad timeframe should be included in this plan.

When developing a Recovery Implementation Plan the Recovery Committee should consider the following:  issues identified from information gathered by impact assessments;  arrangements outlined in existing functional plans;  how to allocate actions and responsibilities across the four recovery functions to inform the development of action plans;  arrangements for overall coordination of recovery operations;  how to develop strategies for recovery with the affected community which detail the vision, goals and project outcomes of the recovery strategy;  identifying the main short, medium and long-term priorities;  developing project timeframes, costs, funding priorities and funding strategies;  advertising and disseminating public information about the plan;  determining appropriate community engagement and communication;  transitional and exit strategies; and strategies for conducting a debrief and evaluation of recovery operations.

Upon completion of the development of the Recovery Implementation Plan, the Recovery Committee should consider the following:  emerging issues;  additional actions that may be required;  roles and responsibilities;  arrangements for ongoing coordination across the functions; and  progress against the original requirements.

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Stages of Recovery

Immediate/short-term recovery (relief)

Immediate/short-term recovery (relief) aims to address and support the immediate needs of individuals and the community affected by an event. This activity may occur while essential services are being restored to the level where response agencies are no longer required to maintain them.

An initial impact assessment can provide information regarding the degree of disruption experienced, as well as the services and needs required by individuals and communities affected by an event. This includes providing services such as:  the immediate provision of shelter, food, and clothing;  the restoration of affected utilities and communications; and/or  clearance of debris and other hazards resulting from an event

The transition from the ‘alert/lean forward’ level of activation for Recovery to this immediate/short term recovery stage (i.e. ‘stand up’ level of activation) must be carefully managed. The decision of when the transfer occurs will be based on a combination of the following criteria:  The emergency is contained;  Search and rescue groups cease activity;  Public safety measures are in place and work effectively;  No further hazard or secondary event is likely in the near future;  Initial rehabilitation is about to be commenced;  Damage to community infrastructure has been assessed and/or restoration has commenced;  Temporary accommodation and services have been provided;  Local organisations which can provide services and/or a hub for services have been engaged; and  Local community organisations and cultural groups and their leaders have been engaged.

Transition from Immediate/short-term recovery (relief) to Medium-term recovery

During the transitional phase from immediate/short-term recovery to medium-term recovery, the Recovery Implementation Plan should be reviewed in light of new information from the LDC and DDC regarding response operations.

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The DDC and LDC are to liaise with the local recovery coordinator to ensure the recovery strategy has been activated and recovery arrangements are in place.

The DDC/LDC should provide, to the LRC, a written summary of the response and relief activities conducted to help in the transition, from response (and immediate/short-term recovery) to medium-term\ recovery. This could include information about:  the disaster response and relief actions taken to date, emphasising any actions that are outstanding, or areas of concern at this stage;  resources allocated to the disaster relief and response, and any associated exit strategies;  a consequence assessment of the event, focusing on the five functions of recovery, and their interaction; and/or  an impact summary, specifically noting any areas or situations with a potential to intensify the effects of the event.

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 of the environment, and support for the emotional, social, and physical wellbeing of those affected.

Potential indicators for transition from immediate/short-term recovery to medium-term recovery may include:  the immediate needs of affected individuals have been met;  recovery structures are in place; and/or  recovery plans for medium and long-term arrangements have been developed.

The LRG should discuss the potential indicators for transition. Information from functional agencies, recovery sub-groups, community representatives and other identified sources as well as progress reports, can be used to inform these discussions. The recovery activities of this stage will assist the affected community to return to a state of normality although the community is likely to experience changes resulting from the event.

The LRG should review their LRIP to ensure the medium-term recovery strategy is in place and recovery is coordinated across the five recovery functions. Through the review of this plan, the group should be able to determine the progress being made against the plan, and consider any emerging issues that could be incorporated into the plan.

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Transition to long-term recovery

Recovery can continue for a very long time after an event. It is important that functional lead agencies and the LRG have arrangements in place locally to continue to address individual and community recovery needs.

Functional lead agencies should identify appropriate exit strategies for those agencies supporting the function during medium-term recovery, and should ensure arrangements are in place to sufficiently manage long-term recovery. These arrangements for long-term recovery, which are informed by the requirements of affected individuals and communities, should be reflected in relevant functional lead agency recovery plans, and included in the LRIP for the event.

Transitional arrangements must be continually planned for to allow return to normal business for agencies and so the ‘stand down’ level of activation of recovery operations can be completed, while still ensuring the longer-term recovery needs of individuals and communities are addressed. Considerations will include:  A full assessment of work remaining in each function;  Decisions on the retention of, and education about, a modified, scaled-down recovery structure;  Decisions on tasks to be transferred to mainstream governance activity;  Documented, revised roles and responsibilities, and a broad timeframe; and  Working with local organisations, community organisations, cultural groups and their leaders (identified in the immediate/short-term stage of recovery) to plan the transition of ongoing support and activities to the appropriate sources of support in the local community.

It is important that functional lead agencies put in place arrangements to ensure recovery continues until individuals and communities have returned to a normal state (i.e. a similar functioning pre-event state).

Stand down

The transition from formal recovery structures for the impacted individuals and community is part of the planning process and is staged and conducted in conjunction with an appropriate public information strategy.

Organisational arrangements are wound down at this time and responsibility for completing outstanding tasks and actions should be assigned to the relevant agency or authority and formally acknowledged.

The LRG should identify, during discussions throughout recovery operations, triggers for commencing stand-down. These discussions should be informed by the review of the LRIP and reports from the functional recovery sub groups.

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Debrief

A debrief must be organised at the conclusion of recovery operations for the State and district/local levels. Recovery operation debriefs can be conducted through two forms:

Hot debrief debrief undertaken immediately after operations are complete, giving participants the opportunity to share learning points while the experience is still fresh in their minds. Multiple hot-debriefs during protracted operations may be appropriate to identify significant issues and provide prompt solutions for immediate implementation.

Post event debrief held days or weeks after an operation, when participants have had an opportunity to take a considered view of the effectiveness of the operation.

Optimally both types will occur, allowing for fresh thinking and reflection on complexities over time. The mix of stakeholders in debriefing sessions can also provide:  affirmation/recognition of contributors;  exchange of ideas and learning; and  shared commitment to putting in place strategies to mitigate the impact of future events and bolster resilience.

Recovery operation debriefs should occur in conjunction with an overall debrief of the disaster management operations for the event. These ‘event’ debriefs should consider the transitions between response operations and recovery operations.

Functional lead agencies for recovery operations may also conduct debriefs for their specific function. Local and State Recovery Coordinators will participate in debriefs and support the LRG in ensuring that post-disaster assessment reports are prepared in partnership with functional lead agencies and DDC’s. Report findings and recommendations should be incorporated into the Local Disaster Management Plan and processes for implementing and monitoring progress should be documented.

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Recovery Communication Plan

The LRG should develop a Recovery Communication Plan (RCP). This will include:  communication to the community regarding the recovery strategy;  planned measures in place; and  sources of recovery related information for individuals and communities.

The RCP will also outline strategies for engaging with affected individuals and communities, building on existing links with community and cultural leaders and/or networks. This will ensure effective recovery-related issues and possible strategies for their resolution are identified, and service delivery arrangements are in place. The RCP needs to identify communication pathways between recovery groups at each level, sub- groups, stakeholders and the media. It also needs to consider requirements for each stage of recovery operations, transitional arrangements.

The communication planning strategy should be incorporated in the relevant LDMP and functional lead agency recovery plans. The communication planning strategy should be consistent across all plans, so the strategy is executed smoothly during operations.

Plans should also consider the requirements outlined in the Queensland Government arrangements for coordinating public information during a crisis. Refer to the Scenic Rim Disaster Communications Manual which is attached as an annexure to the LDMP.

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Annexure 1

Local Recovery Implementation Plan - ATTACHED SEPARATELY

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Annexure 2 Disaster Operations Timeline

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Psychosocial Effects of Disasters on Community and Staff

Individuals and communities may be affected by traumatic incidents at any time. Regardless of the scale of the event and the number of people affected the nature of the emotional response of the individuals involved is likely to be similar. There is certain predictability about the reactions of communities and individuals to disasters. At the community level it is not uncommon to witness the following phases:

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