Local Disaster Management Plan
2019-2020
Version 7 - ECM Ref: 1316821
Local Disaster Management Plan – 2019-2020 Page 1
Contents
FOREWORD ...... 2 ENDORSEMENT ...... 2 DOCUMENT CONTROL ...... 3 DISTRIBUTION LIST ...... 4 DEFINITIONS AND ABBREVIATIONS...... 6 COMMUNITY PROFILE ...... 9 MANAGING RISK ...... 24 HAZARD IDENTIFICATION, MITIGATION AND RISK REDUCTION ...... 24 HAZARD: FLOODING ...... 33 HAZARD: SEVERE STORMS INCLUDING CYCLONES ...... 41 HAZARD: DAM BREAK...... 43 HAZARD: EARTHQUAKES AND TREMORS...... 46 HAZARD: BUSHFIRE – URBAN AND RURAL ...... 48 HAZARD: PANDEMIC DISEASE (HUMAN) ...... 50 HAZARD: EXOTIC DISEASE IN ANIMALS ...... 52 HAZARD: TERRORISM ...... 54 HAZARD: AIRCRAFT (AVIATION) ACCIDENT ...... 56 DROUGHT DECLARATIONS ...... 59 PLANNING AND PLANS ...... 60 COMMUNITY ENGAGEMENT ...... 78 CAPABILITY INTEGRATION ...... 87 OPERATIONS ...... 87 COLLABORATION AND COORDINATION ...... 89 ACTIVATION - LOCAL LEVELS OF ACTIVATION FOR RESPONSE ARRANGEMENTS ...... 90 ACTIVATION – LOCAL LEVELS OF ACTIVATION FOR RECOVERY ARRANGEMENTS ...... 101
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FOREWORD The Charters Towers Regional Council is committed to ensuring that the Region remains a safe place to live, work and visit. Through partnerships with the members of the Local Disaster Management Group, the Council will continue to reduce the effects of natural disasters on the Region and its residents through continual disaster planning and education within the region.
ENDORSEMENT The preparation of this Local Disaster Management Plan has been undertaken in accordance with the Disaster Management Act 2003 (the Act), to provide for effective disaster management in the local government area.
The plan is endorsed for distribution by the Charters Towers Regional Council’s Local Disaster Management Group.
It was resolved that at a Meeting of the Charters Towers Regional Council’s Local Disaster Management Group held 5th December 2019 that the Local Disaster Management Plan be endorsed.
Elizabeth R. Schmidt Chair Local Disaster Management Group
Aaron Johansson Local Disaster Coordinator Local Disaster Management Group
The plan is endorsed for distribution by the Charters Towers Regional Council.
Aaron Johansson Chief Executive Officer Charters Towers Regional Council
Elizabeth Schmidt Mayor Charters Towers Regional Council
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General Meeting Executive Summary Officers Recommendation 19th February 2020 The Charters Towers That Council endorse the Charters Towers Regional Regional Council Local Council Local Disaster Management Plan. Disaster Management Plan is tabled for Resolution No. 3211 Council’s endorsement Cr S Bennetto moved, seconded by Cr GJ Lohmann that the Officer’s recommendation be adopted.
CARRIED
DOCUMENT CONTROL
Amendment Control
The Local Disaster Management Plan is a controlled document. The controller of the document is the Charters Towers Regional Council Local Disaster Coordinator (LDC). Any proposed amendments to this plan should be forwarded in writing to:
The Local Disaster Coordinator Charters Towers Regional Council Local Disaster Management Group PO Box 189 CHARTERS TOWERS QLD 4820
Telephone: 07 4761 5300 Email: [email protected]
The LDC (Local Disaster Coordinator) may approve inconsequential amendments to this document. Any changes to the intent of the document must be approved and endorsed by the Charters Towers Regional Council.
A copy of each amendment is to be forwarded to those identified in the distribution list. On receipt, the amendment is to be inserted into the document and the Amendment Register updated and signed.
Amendment Register
Document the history of amendments to the plan.
Version No. Issue Date Inserted by Date
1 2009 January 2010 2 December 2010 including Disaster Management and 10th December 2010 other Legislation Amendment 2010 Bill 2010)
21st November 3 2012 November 2012 2012 4 2013 August 2013
5 2015 August 2015
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Version No. Issue Date Inserted by Date
6 Reviewed Plan by LDMG 2016 Members in accordance with May 2016 Disaster Management July 2016 Standard
7 2019 Added recommendations from August 2019 the 2017-2018 Townsville District Disaster Capability Review and from lessons learned – Far North and North Queensland Monsoon Event 2019
DISTRIBUTION LIST
The undermentioned organisations will be supplied with an electronic copy of the Local Disaster Management Plan for distribution within their organisations:
Charters Towers Regional Council: • Local Disaster Management Group Chair • Local Disaster Management Group Deputy Chair • Local Disaster Management Group Local Disaster Coordinator • Local Disaster Management Group Deputy Local Disaster Coordinator • Local Disaster Management Group Secretariat • Director Infrastructure Services • Director Corporate and Community Services • Aerodrome Reporting Officer Local Controller – State Emergency Services Officer in Charge – Queensland Police Service (QPS) Charters Towers (for further distribution) Queensland Fire and Emergency Services – Emergency Management Coordinator (for further distribution) Townsville District Disaster Management Group – District Disaster Coordinator Ergon Energy Telstra Optus Schools: • Charters Towers State High School • Blackheath & Thornburgh College • Columba Catholic College • All Souls St Gabriels School • Charters Towers Central State School • Richmond Hill State School • Millchester State School • Charters Towers School of Distance Education • Greenvale State School • Pentland State School • Homestead State School • Ravenswood State School Charters Towers Ministers’ Fraternal Prospect Community Services Queensland Health – Charters Towers Health Facility
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In accordance with Section 60 of the Disaster Management Act 2003, “a local government must ensure a copy of its local disaster management plan is available for inspection, free of charge, by members of the public— at the local government’s head office; and on the local government’s website; and at other places the chief executive officer of the local government considers appropriate. The local government must, on payment of the appropriate fee, give a person a copy of the plan. In this section— appropriate fee means the fee, decided by the chief executive officer of the local government that is no more than the reasonable cost of providing the copy.”
A copy of the Plan, excluding the controlled document annexures, shall be made available for public viewing at Council’s Administration Centre and City Hall and on Council’s website.
Copies of the plan, excluding the controlled annexures, shall be made available for purchase, at a fee determined by Council.
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DEFINITIONS AND ABBREVIATIONS Definitions
ACTIVATION OF RELIEF Activated by Minister for Police, Fire and Emergency Services for a AND RECOVERY special geographical area affected by a natural disaster to activate MEASURES: DRFA and co-ordinate DRFA assistance measures EMERGENCY A Public Servant from Queensland Fire and Emergency Services MANAGEMENT appointed to provide advice and assistance to Local Government and COORDINATOR: District Disaster Management Groups in Planning and Operations. CHAIRPERSON/LDMG: The Chairperson of the Local group, means the person appointed or acting as the chairperson of the group under section 34 of the Disaster Management Act 2003 also Disaster Management Regulation 2014. COMBINED LOCAL Local Governments that have united with one another for disaster GOVERNMENTS: management purposes. COMMAND: The direction of members and resources of an agency in the performance of the agency's roles and tasks. Command operates vertically within an agency. CONTROL: The overall direction of the activities, agencies or individuals concerned. Control operates horizontally across all agencies, functions and individuals. Situations are controlled. CO-ORDINATION: The bringing together of agencies and individuals to ensure effective disaster management but does not include the control of agencies and individuals by direction. CO-ORDINATION CENTRE: A centre established at State, District or Local level as a centre of communications and co-ordination during response and recovery operations. e.g. DDCC- District Disaster Co-ordination Centre, SDCC- State Disaster Co-ordination Centre, LDCC-Local Government Disaster Co-Ordination Centre. DECLARED DISASTER a police officer; or OFFICER: a person authorised under s75(1) of the DMA to exercise declared disaster powers for the disaster situation. DISASTER: A “disaster” is a serious disruption in a community, caused by the impact of an event, which requires a significant coordinated response by the State and other entities to help the community recover from the disruption. In this section – ‘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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DISASTER DISTRICT: Means a part of the State prescribed under a regulation as a disaster district. DISTRICT DISASTER Means the functional group as set out in the Disaster Management Act MANAGEMENT GROUP: 2003 DISTRICT DISASTER Means a person appointed as a district disaster coordinator under COORDINATOR: section 25. DISTRICT DISASTER A plan that documents planning and resource management to counter MANAGEMENT PLAN: the effects of a disaster within the disaster district.
DISASTER MANAGEMENT: Arrangements about managing the potential adverse events, including, for example, arrangements for mitigating, preventing, preparing for, responding to and recovering from a disaster.
EXECUTIVE OFFICER – Of the State group, means the person who is the executive officer of STATE DISASTER the group under section 19(3). MANAGEMENT GROUP (SDMG):
EXECUTIVE OFFICER – That person appointed by the District Disaster Coordinator to be the DISTRICT DISASTER Executive Officer of the District Disaster Management Group for MANAGEMENT GROUP: disaster management purposes.
EXECUTIVE OFFICER – That person appointed by a Local Government to be the Executive LOCAL DISASTER Officer for disaster management purposes. MANAGEMENT GROUP:
FUNCTIONAL LEAD AGENCY: A Government department allocated a responsibility by the State Disaster Management Group to coordinate a particular function in respect of disaster management.
HAZARD: A potential or existing condition that may cause harm to people or damage to property or the environment.
INCIDENT: Day-to-day occurrence which are responded to by a single response agency by itself or in cooperation with other response agencies.
LOCAL CONTROLLER: The controller of a Local State Emergency Service Unit appointed under the Disaster Management Act 2003. The Local Controller is usually the appointed leader of a volunteer SES unit
LOCAL DISASTER The persons responsible for implementing the requirements of Local MANAGEMENT GROUP: Government with respect to development & implementation of disaster arrangements for their area.
LOCAL DISASTER A plan that documents agreed arrangements that are in place to deal MANAGEMENT PLAN: with disaster events within its area of responsibilities.
LOCAL DISASTER Chief executive officer, or other council officer appointed by the Chair COORDINATOR: of the LDMG as the Local Disaster Coordinator
MITIGATION: Measures taken in advance of an event aimed at decreasing or eliminating its impact on society and the environment.
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Abbreviations
ADF Australian Defence Force ATSB Australian Transport Safety Bureau BOM Bureau of Meteorology COAG Council of Australian Governments DACC Defence Assistance to the Civil Community DDC District Disaster Co-ordinator DDCC District Disaster Co-ordination Centre DDMG District Disaster Management Group EMC Emergency Management Coordinator (QFES) DMA Disaster Management Act 2003 DOCDSS Department of Communities, Disability Services and Seniors DAF Department of Agriculture and Fisheries DHPW Department of Housing and Public Works HAZMAT Hazardous Material LDMG Local Disaster Management Group LDC Local Disaster Co-ordinator NCTP National Counter Terrorism Plan DRFA Disaster Relief Funding Arrangements QAS Queensland Ambulance Service QFES Queensland Fire and Emergency Services QPS Queensland Police Service DTMR Department of Transport & Main Roads SDCC State Disaster Coordination Centre SDMG State Disaster Management Group SDRA State Disaster Relief Arrangements SES State Emergency Service SITREP Situation Report SDC State Disaster Coordinator SOP Standing Operating Procedures QRA Queensland Reconstruction Authority XO Executive Officer EA Emergency Alert
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COMMUNITY PROFILE
COMMUNITY CONTEXT
GEOGRAPHY
Charters Towers is located on the Flinders Highway 134km west of Townsville and covers an area of 68,571.2km2 (geographically as big as Tasmania). The Charters Towers Regional Council extends from the Belyando River in the south to the Kennedy Highway, Lynd Junction in the north and west to the Burra Range and east to Reid River 61.8 kilometres southwest of Townsville and embraces the communities of Mingela, Ravenswood, Homestead, Pentland, Balfes Creek, Sellheim, Greenvale, Hidden Valley, Hervey Range and the Burdekin Falls.
The Charters Towers Region extends for 420 kilometres north to south and 318 kilometres east to west.
A principal geographical feature is the Great Dividing Range extending the full length, on the western side, of the Charters Towers Regional Council area, with pockets of tropical and subtropical rainforest existing on the eastern side particularly in the areas of Hidden Valley and High Range.
RIVER SYSTEMS
Several river systems exist within the region, these are the Burdekin, Broughton, Belyando, Cape and Fletcher Rivers, all of which have major feeder tributaries running into them. All systems are subject to flooding pending on rainfall within the area. The Burdekin River is the major river system in the area.
CRITICAL INFRASTRUCTURE AND ESSENTIAL SERVICES
Supplied by Ergon Energy and mostly overhead in all communities. Charters Towers has two main substations Charters Towers Sub and Millchester Sub. Charters Towers Sub is located on the Flinders Highway (East) opposite All Souls and St Gabriels School and Millchester Sub is located approx. five (5) kilometres from the CBD on Bluff Road.
Power is supplied by Energy Queensland and mostly overhead in all communities. Charters Towers has two main substations Charters Towers Sub and Millchester Sub. Charters Towers Sub is located on the Flinders Highway (East) opposite All Souls and St Gabriels School and Millchester Sub is located approx. five kilometres from the CBD on Bluff Road.
Power is supplied to Charters Towers from three feeders. There is a 132KV Transmission line from Ross Substation in Townsville to the Millchester Substation.
There are two (2) 66KV sub-transmission lines coming from Stuart Substation to Woodstock - Mingela then to Charters Towers Substation. The second comes from the Clare Substation via Ravenswood to Charters Towers Substation. These two sub-transmission lines feed power to the west.
Greenvale Township is supplied from a 66 KV line from a connection at Helens Hill near Ingham via Mt Fox to the Greenvale substation, just north of the town. The town is then supplied via an 11 KV line to an underground low voltage distribution system. The Greenvale rural area is supplied by a SWER line.
Homestead, Pentland and Balfe’s Creek is supplied from the Cape River Substation. The main supply to Cape River Substation is by two (2) 66 KV sub–transmission lines from Charters Towers Substation and Millchester Substation, from Cape River Substation two sub transmission lines head west to Hughenden.
Hervey Range area is supplied from a SWER line from Townsville.
Hidden valley is not connected to a power grid, customers are self-generated.
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WATER
Charters Towers Water Supply: • Pumped from the Burdekin River via a weir approximately 14kms from town to the FEJ Butcher Water Treatment Plant then on to a reservoir on Towers Hill and gravity fed over Charters Towers. Reservoir storage capacity is 16.2ML. • Average water supply to Charters Towers (Summer): 18.8ML/Day Ave (Nov-Feb). • Average water supply to Charters Towers (Winter): 10.3ML/Day Ave (May-Aug).
Ravenswood Water Supply: • Water is pumped from the Burdekin River to Suhrs Creek Dam located approximately 2.8km upstream of the town of Ravenswood and then pumped to the water treatment plant on to the water tower for storage and distribution. The dam has capacity of approximately 1380ML at full supply level. The surface area of the dam at full supply level is approximately 39ha.
Pentland Water Supply: • Water is pumped from bores adjacent to the Cape River approximately 3km from the Chlorination Plan which in turn is 5km away from the township. The water is then pumped to a reservoir on a hilltop on the outskirts of town. Reservoir storage capacity is 1.0ML.
Homestead Water Supply: • No Council water supply in Homestead.
Greenvale Water Supply: • Water is pumped from bores in the Burdekin River at Greenvale approximately 21.5kms from town to a small filtration and disinfection unit prior to storage in a hilltop reservoir approximately 3km from town. Reservoir storage capacity is 2.27ML.
Hervey Range: • No Council water supply in Hervey Range.
Hidden Valley: • No Council water supply in Hidden Valley.
SEWERAGE
Charters Towers: • Sewerage is connected to all households in the municipal area. Most outlying properties are on septic. • The Sewerage plant is located off the Flinders Highway on Mosman Creek. • Auxiliary power is not provided at this facility.
Greenvale: • Sewerage is connected to all households in the municipal area. Most outlying properties are on septic.
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Ravenswood: • All properties are on septic, with a small number of mine properties serviced by sewerage which is managed by Carpentaria Gold.
Pentland: • All properties are on septic.
EMERGENCY SERVICES
State Emergency Services A local State Emergency Service Unit consisting of 4 SES Groups (Greenvale, Pentland, Ravenswood & Charters Towers) with a total of approx. 80 active members, 5 vehicles equipped for rescue & support (including road crash rescue capabilities at Greenvale, Pentland & Ravenswood). 3 floodboats (including a rescue boat for the Burdekin Dam) and 9 trailers (for Traffic Control, Rescue & Welfare) service this council area.
Queensland Fire and Emergency Services - Fire and Rescue A local headquarters in Charters Towers consisting 5 permanent staff, approximately10 auxiliary staff and 1 Decon/Rehabilitation Trailer available to assist the community.
Queensland Fire and Emergency Services (Rural Fire Service) A local headquarters in Charters Towers with 2 permanent staff, 2 operational and 1 administrative. There are approx. 30 volunteer rural fire brigades spread throughout the region.
Queensland Police Service There is a Queensland Police Service station in Charters Towers, with 18 uniform officers, 6 CIB, CPIU & SARCIS, 2 Road Policing Unit and a School Based Police Officer permanently stationed there. There are also single officers stationed at Greenvale, Ravenswood and Pentland.
Queensland Ambulance Service There is a Queensland Ambulance Service station in Charters Towers with 9 officers in the Charters Towers Region and has four vehicles attached to the service.
HEALTH
Charters Towers A 23 bed hospital (acute care facility/service) is located in town. It has a staff consisting of the following:
• 1 Medical superintendent. • 5 senior medical officers. • 1 director of nursing/facility manager. • 36 full time equivalent nursing staff
Pentland • Royal Flying Doctor visits Pentland once per month and the clinic is established at the Pentland Soldiers Memorial Hall.
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Greenvale: • Royal Flying Doctor visits Greenvale each fortnight on a Thursday. The clinic is in the Joint Emergency Services building, RFDS has one part of building. • QAS/SES/QFES (Rural) shares other part of building. • Access to QFES helicopter if Code 1 call out is required. • Access to fully equipped Ambulance for Code 2 call out. • One (1) Basic Life Support Paramedic available in Greenvale. • One (1) Advanced Care Paramedic. Works out of Charters Towers Ambulance Station, however, resides in Greenvale part of the time.
Ravenswood: • Royal Flying Doctor visits Ravenswood once per month. • A clinic has been set up in the Ambulance Building in Ravenswood. • There is a nurse on each shift at the mine. • If an Ambulance is required it is dispatched from Charters Towers. • There is a helipad near the mine site.
TRANSPORT
State Controlled Roads
The two principal main, state controlled roads, contained within the Charters Towers Regional area are the Flinders Highway A6 (Townsville to Cloncurry) & A2 (Cloncurry to Mount Isa), extending from Townsville to Mt. Isa and the Gregory Developmental Road A7 (Charters Towers – Clermont), extending from Belyando River in the south and connecting with the Kennedy Developmental Road at the Lynd Junction (Charters Towers – Lynd) No. 63 in the North.
The undermentioned table refers to the State Controlled roads within the Charters Towers Region:
Road Road Description Road Code Road Length Townsville – Charters Towers – Reid River to Armstrong Road 14A (A6) 75.5 kms Flinders Highway intersection Charters Towers – Mount Isa – Armstrong Road to Burra Range (past 14B (A6) 139.7 kms Flinders Highway Pentland) Gregory Developmental Road – Belyando River to intersection with 98B 193 kms Charters Towers - Clermont Flinders Highway (West) Gregory Developmental Road – Intersection with Flinders Highway 98C 238 kms Charters Towers – The Lynd (East) to 31 kms past Greenvale Burdekin Dam Falls Road Intersection with 14A at Mingela to 5407 121 kms Burdekin Dam Hervey Range Developmental Townsville City Council Boundary to 83A 93 kms Road Intersection with 98C Ayr – Ravenswood Road Burdekin Shire Boundary to 5472 7 kms Intersection with (Ravenswood)
The main east/west railway line terminating at Mt Isa passes through Charters Towers.
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AERODROMES/AIRSTRIPS
Council has two (2) trained Airport Reporting Officers on staff, who inspect the Charters Towers Airport three (3) times a week on a roster basis.
Pentland, Ravenswood and Greenvale are not subject to formal inspection processes; however Council’s Town Officers visit the sites on a regular basis to inspect everything is operational.
Charters Towers Aerodrome: • Airstrip – 1736 metre sealed runway with a PCN of 7, capable of landing large aircraft in an emergency eg. Hercules • Full PAL lighting available with generator backup
Ravenswood Airstrip: • Airstrip – 1000 metres gravel strip
Pentland Airstrip: • Airstrip – 1200 metres gravel/grass • Solar runway lighting and solar-lit windsock installed
Greenvale Airstrip: • Airstrip – 1200 metres gravel/grass • Solar runway lighting and solar lit windsock installed.
Bredden Airstrip • Airstrip – 1900 metres gravel/grass.
Charters Towers Regional Council has been successful in a funding application under the 2019 Queensland Disaster Resilience Fund to have RNAV procedures written to the Charters Towers Airport. Currently this project is on hold as Council is in the process of seeking an exemption from CASA for the width of the Airstrip to remain at 90m. If the exemption is successful Council will be able to call for Tenders for the writing of RNAV procedures to its Airport.
NEIGHBOURING RELATIONSHIPS
Townsville, Hinchinbrook, Burdekin, Palm Island through the NQROC (Regional Organisation of Councils), Townsville Enterprise Limited (Member), Mount Isa to Townsville Economic Zone MITEZ (Member), NQ Dry Tropics (Member) and Northern Alliance of Councils Inc. (NAOC).
POPULATION
The preliminary estimated resident population of Charters Towers Region as at 30th June 2018 was 11,850.
Locality Population (Approx.) Charters Towers area 8120 Ravenswood 255 Pentland 297 Balfes Creek 30 Burdekin Dam 30 Hidden Valley 150 Hervey Range 279 Homestead 48 Mingela 40 Greenvale 232 Other Rural areas 2369 Local Disaster Management Plan 2019-2020 - Version 7 - 1316821 Page 13
The region sees an influx of tourists during the cooler months of the year. The region is an access point for travelling west to the Northern Territory, north to the Gulf area and tourists continuing south to the channel country and east to the Queensland coast.
CLIMATE AND WEATHER
A general outline of the weather pattern for the area is based on two principal seasons, under normal circumstances.
Those being the: • wet season extending from the end of November to the end of March and, • dry season with intermittent showers for the balance of the year.
Mean annual rainfall for the Charters Towers region is between 550 - 600 mm per annum. Considerable variation to this figure can occur throughout the overall area. At any time of the year the area can be subject to violent thunderstorms with high velocity wind.
General topography of the area varies from tropical and subtropical pockets located in the north eastern section of the Charters Towers Regional Council area, to temperate conditions along the Great Dividing Range to the east of the boundary of the Regional Council and; to arid and semi-arid conditions west of the Range.
COMMUNITY PREPAREDNESS
The Charters Towers Regional Council will ensure that public education material in relation to floods, storms and emergency procedures is available at Council’s:
• Administration building; • City Hall, and • Excelsior Library.
Further, such material will be placed on Council’s website and distributed to townships within the Charters Towers Region for placement on community noticeboards and at places where persons congregate eg. local stores, hotels etc.
In respect to Council’s website, the Emergency Dashboard, http://www.getready.ctrc.qld.gov.au/ will continue to be updated as required. The dashboard will be the point of truth during a disaster event. Council, in partnership with Queensland Fire and Emergency Services, will seek to provide opportunities for additional public education to school aged children (preference curriculum areas under year 5 & 6), throughout the year and preferably prior to the storm season.
Council, in partnership with the Australian Red Cross, will deliver the Pillowcase Project in early 2020, to schools within the Charters Towers Region. The Pillowcase Project is a disaster resilience education program designed to help children, in years 3 & 4, to prepare psychologically and practically for an emergency. This program has been developed with links to the Australian curriculum.
During flood (and other) events, Council’s Communication Coordinator, will work closely with the various media outlets to ensure that the condition of roads in the region is widely disseminated. This aims to assist in reducing the number of persons becoming stranded in the town and on roads in the region. This information will also be placed on Council’s Emergency Dashboard.
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INDUSTRY
Employment (total) by industry
Charters 2018/19 2013/14 Change Towers Regional Council 2013/14 to Industry Number % Queensland% Number % Queensland% 2018/19 Agriculture, Forestry and 613 12.2 2.7 692 13.4 2.7 -79 Fishing Agriculture 587 11.7 2.4 662 12.8 2.4 -75 Aquaculture 0 0.0 0.1 0 0.0 0.0 0 Forestry and 10 0.2 0.0 10 0.2 0.0 0 Logging Fishing, Hunting 0 0.0 0.1 3 0.1 0.1 -3 and Trapping Agriculture, Forestry and 15 0.3 0.2 16 0.3 0.2 -1 Fishing Support Services Mining 660 13.2 2.4 620 12.0 3.0 +40 Coal Mining 0 0.0 1.1 0 0.0 1.2 0 Oil and Gas 5 0.1 0.2 5 0.1 0.3 0 Extraction Metal Ore Mining 592 11.8 0.5 552 10.7 0.5 +40 Non-Metallic Mineral Mining 15 0.3 0.1 10 0.2 0.2 +5 and Quarrying Exploration and Other Mining 48 1.0 0.5 53 1.0 0.8 -5 Support Services Manufacturing 241 4.8 6.9 260 5.0 7.4 -19 Food Product 49 1.0 1.8 52 1.0 1.8 -3 Manufacturing Beverage and Tobacco Product 7 0.1 0.2 7 0.1 0.2 +1 Manufacturing Textile, Leather, Clothing and 8 0.2 0.3 13 0.3 0.3 -5 Footwear Manufacturing Wood Product 20 0.4 0.4 33 0.6 0.4 -13 Manufacturing Pulp, Paper and Converted Paper 3 0.1 0.1 2 0.0 0.1 +1 Product Manufacturing Local Disaster Management Plan 2019-2020 - Version 7 - 1316821 Page 15
Charters 2018/19 2013/14 Change Towers Regional Council 2013/14 to Industry Number % Queensland% Number % Queensland% 2018/19 Printing (including the Reproduction of 1 0.0 0.3 5 0.1 0.3 -4 Recorded Media) Petroleum and Coal Product 0 0.0 0.1 1 0.0 0.1 0 Manufacturing Basic Chemical and Chemical 21 0.4 0.3 26 0.5 0.3 -4 Product Manufacturing Polymer Product and 37 0.7 0.3 18 0.4 0.3 +18 Rubber Product Manufacturing Non-Metallic Mineral Product 4 0.1 0.3 14 0.3 0.4 -10 Manufacturing Primary Metal and Metal 17 0.3 0.6 18 0.4 0.8 -1 Product Manufacturing Fabricated Metal Product 23 0.4 0.5 23 0.4 0.6 -1 Manufacturing Transport Equipment 18 0.4 0.7 10 0.2 0.7 +7 Manufacturing Machinery and Equipment 11 0.2 0.8 12 0.2 0.8 -1 Manufacturing Furniture and Other 23 0.5 0.5 25 0.5 0.5 -2 Manufacturing Electricity, Gas, Water and 23 0.5 1.2 36 0.7 1.3 -13 Waste Services Electricity 21 0.4 0.6 22 0.4 0.6 -1 Supply Gas Supply 0 0.0 0.1 0 0.0 0.2 0
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Charters 2018/19 2013/14 Change Towers Regional Council 2013/14 to Industry Number % Queensland% Number % Queensland% 2018/19 Water Supply, Sewerage and 2 0.0 0.3 12 0.2 0.3 -11 Drainage Services Waste Collection, Treatment and 0 0.0 0.3 1 0.0 0.3 -1 Disposal Services Construction 289 5.8 9.6 394 7.6 9.8 -105 Building 60 1.2 2.5 74 1.4 2.4 -15 Construction Heavy and Civil Engineering 31 0.6 1.2 48 0.9 1.1 -17 Construction Construction 198 3.9 5.9 271 5.2 6.3 -73 Services Wholesale 101 2.0 2.9 102 2.0 3.2 -1 Trade Basic Material 54 1.1 0.7 51 1.0 0.8 +4 Wholesaling Machinery and Equipment 12 0.2 0.8 10 0.2 0.8 +2 Wholesaling Motor Vehicle and Motor 3 0.1 0.3 9 0.2 0.3 -6 Vehicle Parts Wholesaling Grocery, Liquor and Tobacco 13 0.3 0.6 16 0.3 0.6 -2 Product Wholesaling Other Goods 2 0.0 0.5 2 0.0 0.6 -1 Wholesaling Commission- Based 16 0.3 0.1 14 0.3 0.1 +2 Wholesaling Retail Trade 462 9.2 10.5 484 9.3 10.3 -21 Motor Vehicle and Motor 47 0.9 0.9 53 1.0 0.9 -6 Vehicle Parts Retailing
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Charters Towers 2018/19 2013/14 Change Regional Council 2013/14 Industry Number % Queensland% Number % Queensland% to 2018/19 Fuel Retailing 36 0.7 0.4 32 0.6 0.4 +4 Food Retailing 159 3.2 3.3 172 3.3 3.3 -14 Other Store-Based 217 4.3 5.8 225 4.3 5.5 -7 Retailing Non-Store Retailing and Retail 3 0.1 0.1 2 0.0 0.1 +1 Commission Based Buying Accommodation and 321 6.4 7.6 327 6.3 7.2 -6 Food Services Accommodation 76 1.5 1.5 89 1.7 1.5 -13 Food and Beverage 245 4.9 6.1 238 4.6 5.7 +7 Services Transport, Postal and 162 3.2 5.3 203 3.9 5.3 -41 Warehousing Road Transport 90 1.8 2.4 101 2.0 2.2 -11 Rail Transport 32 0.6 0.6 60 1.2 0.6 -28 Water Transport 2 0.0 0.1 3 0.0 0.1 0 Air and Space 0 0.0 0.5 0 0.0 0.6 0 Transport Other Transport 11 0.2 0.1 6 0.1 0.1 +6 Postal and Courier Pick-up and Delivery 20 0.4 0.5 24 0.5 0.6 -4 Services Transport Support 6 0.1 0.7 9 0.2 0.7 -3 Services Warehousing and 0 0.0 0.4 0 0.0 0.3 0 Storage Services Information Media and 70 1.4 1.3 64 1.2 1.4 +6 Telecommunications Publishing (except Internet and Music 7 0.1 0.2 7 0.1 0.3 0 Publishing) Motion Picture and Sound Recording 13 0.3 0.2 12 0.2 0.2 0 Activities Broadcasting (except 5 0.1 0.2 4 0.1 0.2 +1 Internet) Internet Publishing 0 0.0 0.0 0 0.0 0.0 0 and Broadcasting Telecommunications 9 0.2 0.5 10 0.2 0.6 -2 Services
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Charters Towers 2018/19 2013/14 Change Regional Council 2013/14 Numb Industry Number % Queensland% % Queensland% to er 2018/19 Internet Service Providers, Web Search Portals and 4 0.1 0.1 4 0.1 0.1 0 Data Processing Services Library and Other Information 34 0.7 0.1 27 0.5 0.1 +7 Services Financial and 44 0.9 2.6 51 1.0 2.7 -7 Insurance Services Finance 29 0.6 1.0 30 0.6 1.1 -1 Insurance and Superannuation 6 0.1 0.8 6 0.1 0.8 0 Funds Auxiliary Finance and Insurance 8 0.2 0.8 14 0.3 0.8 -6 Services Rental, Hiring and Real Estate 56 1.1 1.7 55 1.1 2.0 +1 Services Rental and Hiring Services (except 22 0.4 0.4 22 0.4 0.5 0 Real Estate) Property Operators and Real Estate 34 0.7 1.3 33 0.6 1.5 +1 Services Professional, Scientific and 97 1.9 6.4 97 1.9 6.7 0 Technical Services Professional, Scientific and Technical Services 89 1.8 5.2 91 1.8 5.6 -3 (Except Computer System Design and Related Services) Computer System Design and Related 8 0.2 1.2 5 0.1 1.1 +3 Services Administrative and 114 2.3 3.3 107 2.1 3.4 +7 Support Services Administrative 29 0.6 1.7 33 0.6 1.7 -4 Services
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Charters Towers 2018/19 2013/14 Change Regional Council 2013/14 Queensland Industry Number % Number % Queensland% to % 2018/19 Building Cleaning, Pest Control and 84 1.7 1.6 74 1.4 1.7 +11 Other Support Services Public Administration and 321 6.4 7.0 322 6.2 6.5 -1 Safety Public 261 5.2 4.5 259 5.0 4.1 +2 Administration Defence 8 0.2 0.8 7 0.1 0.8 +1 Public Order, Safety and 52 1.0 1.8 56 1.1 1.6 -4 Regulatory Services Education and 13. 670 9.2 613 11.8 8.7 +57 Training 4 Preschool and 12. 611 5.9 558 10.8 5.7 +53 School Education 2 Tertiary Education 14 0.3 2.0 22 0.4 1.9 -8 Adult, Community and Other 44 0.9 1.4 33 0.6 1.1 +12 Education Health Care and 11. 566 13.5 524 10.1 12.5 +43 Social Assistance 3 Hospitals 158 3.2 4.6 160 3.1 4.1 -2 Medical and Other Health Care 113 2.2 4.0 106 2.0 3.7 +7 Services Residential Care 186 3.7 1.9 152 2.9 1.9 +33 Services Social Assistance 110 2.2 3.1 106 2.0 2.8 +4 Services Arts and Recreation 19 0.4 1.6 26 0.5 1.6 -6 Services Heritage Activities 10 0.2 0.2 9 0.2 0.2 +1
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Charters Towers 2018/19 2013/14 Change Regional Council Queensla Queensland 2013/14 to Industry Number % Number % nd% % 2018/19 Creative and Performing Arts 5 0.1 0.3 3 0.1 0.3 +2 Activities Sports and 0 0.0 0.9 9 0.2 0.8 -9 Recreation Activities Gambling Activities 5 0.1 0.3 4 0.1 0.3 0 Other Services 186 3.7 4.0 200 3.9 4.3 -14 Repair and 99 2.0 1.9 113 2.2 2.1 -14 Maintenance Personal and Other 85 1.7 2.1 86 1.7 2.1 -1 Services Private Households Employing Staff and 2 0.0 0.0 1 0.0 0.0 +1 Undifferentiated Goods 100. 100 Total Industries 5,014 100.0 5,175 100.0 -160 0 .0
Source: National Institute of Economic and Industry Research (NIEIR) ©2019.
GOVERNMENT BUILDINGS, FACILITIES AND SERVICES
Charters Towers Regional Council’s Administration Offices and Meeting Chambers are located in Charters Towers. The Office of the Chief Executive Officer and sections of the Directorates of Corporate and Community Services and Infrastructure Services are currently located in the Administration Centre at 12 Mosman Street and City Hall, 70 Mosman Street, Charters Towers. Tenders have been called for the redevelopment of the former Blue Care Respite Centre, to the rear of the Administration Centre, into office space. Corporate and Community Services staff, currently located at City Hall, will move to the Administration Centre sometime in 2020.
Council has two (2) work depots in Charters Towers:
• Airport Depot (Corinda Avenue) • Highway Depot (Flinders Highway West)
Council has depots in the townships of: • Pentland • Ravenswood • Greenvale
There are Queensland Government and Commonwealth Government Buildings and Offices spread throughout the region:
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Queensland Government buildings and services include: • Queensland Health – Charters Towers Health Facility • Queensland Health – Eventide Aged Care Facility • Queensland Health – Charters Towers Rehabilitation Centre • Department of Agriculture and Fisheries • Department of Agriculture and Fisheries – Tropical Weeds Research Centre • Department of Agriculture and Fisheries – Spyglass Research Facility – Gregory Developmental Road • Queensland Ambulance Service – Charters Towers • Queensland Fire and Emergency Services – Charters Towers – Urban, Rural & State Emergency Services • Queensland Police Service o Charters Towers o Greenvale o Pentland o Ravenswood • Queensland Courts – Charters Towers • Centrelink – Charters Towers • Education Queensland o Charters Towers o Greenvale o Pentland o Ravenswood o Homestead • Independent Schools – Charters Towers • Federal Member for Kennedy Office – Charters Towers • State Member for Traeger Office – Charters Towers • Department of Defence - RAAF Air Cadets – Charters Towers • Department of Defence – Macrossan Army Camp
PUBLIC BUILDINGS, SPACES AND EVENTS
The Charters Towers Region has no areas that would be considered high density. Areas where the density of people would be increased on occasion include: • Regional Halls • Motorcross precinct • Motorsports precinct • Bivouac Junction – outdoor concerts and camping relating to long weekends and events • Camping grounds • Local Parks • Library • Show Grounds • Rodeo Grounds • Public Swimming Pools • Public toilets • Hotels • Motels • Shops • Australia Post • Banks • Family Support Centre • Churches • Clubs
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Schools
• Columba Catholic College - Mt Carmel Campus • Columba Catholic College – St Mary’s Campus • Blackheath and Thornburgh College • All Souls St Gabriels School • Charters Towers State High School • Charters Towers School of Distance Education • Central State School • Millchester State School • Richmond Hill State School
EVENTS
The Charters Towers Region hosts events throughout the year. These events attract locals and tourists alike. The dates of these events vary from year to year however the month remains constant:
January Goldfield Ashes cricket Carnival January Australia Day events March Charters Towers Pony Club – Horsesports March Charters Towers “Gold and Dust” Rodeo April All Australia Jamboree April Dalrymple Arena Campdraft April Anzac Day May Charters Towers Country Music Festival May Sutherland Park Campdraft (Pentland) May Greenvale Campdraft May All Breed Pigeon Show June Motor Show and Swap Meet June Burnouts June Hervey Range Spirit & Soul Festival July Charters Towers Gold City Campdraft July NAIDOC Week July Heart of Goldfields Rodeo August Charters Towers Agricultural Show August King of Goldfields Motorcross August Blackheath & Thornburgh College Reunion and Garden Party August Charters Towers Pony Club Gymkhana August Charters Towers Eisteddfod August Charters Towers Community Day September Dalrymple Country Music Weekend September Reedybrook Ashes September Ewan Races October Inland Barra Classic October Charters Towers Amateur Races October Ravenswood Halloween Ball October Towers Rush November Richmond Hill State School Fete November Pentland Races December Christmas Fair
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MANAGING RISK (Standard for Disaster Management in Queensland)
The management of risk is fundamental to making the community safer. Risks need to be identified for both natural and human caused hazards. Entities have a shared responsibility to work together with their community to develop integrated strategies.
Outcomes:
➢ There is a shared understanding of the risks for all relevant hazards; and ➢ Risk is managed to reduce the impact of disaster on the community.
HAZARD IDENTIFICATION, MITIGATION AND RISK REDUCTION
BURDEKIN RIVER - Flood Risk
The Burdekin River basin drains an area of about 130,000 square kilometres. Two main tributaries drain the catchment, the Burdekin River flowing from the north and the Belyando from the south, which joins at the Burdekin Falls Dam. Downstream of the Dam, the Bowen and Bogie Rivers join the Burdekin River before it flows into the sea near Ayr/Home Hill.
Major floods, causing inundation of properties and closure of main roads, can occur along the major rivers both upstream and downstream of the Burdekin Falls Dam. Downstream of the Dam, major flooding in the Ayr and Home Hill areas results from either flood waters travelling down from the upper Burdekin and Belyando basin or from intense rain in areas below the Dam.
Previous Flooding
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The table below summarises the flood history of the Burdekin River catchment - it contains the flood gauge heights of the highest know floods recorded at selected river height locations, together with heights of recent floods. Information provided by the Bureau of Meteorology. Flood Event Sellheim Taemas St Anns Burdekin Falls Dam Apr 1958 7.70 - - - Feb 1968 13.41 - 8.17 - Jan 1972 16.99 5.37 - - Jan 1974 16.78 9.59 8.69 - Jan 1991 15.50 8.81 7.71 4.93* Early Feb 9.45 - 8.16 3.95* 1991 Late Feb 1991 19.70 9.66 - 6.85* Jan 1998 20.50 9.00 - 4.96* Feb 2008 13.45 8.09 8.93 2.25* Feb 2009 20.50 8.74 5.03 6.69* Mar 2012 16.21 9.41 7.63 5.07* Mar 2017 - - 5.69 Feb 2019 18.10 7.96 - 6.27
All heights are in metres on flood gauges. [*] Indicated height in metres over the Spillway.
Historical flood heights for all river stations in the Burdekin River Flood warning network, as shown on the undermentioned map, are available from the Bureau of Meteorology upon request.
Map 1 – Coastal Rivers – North – Burdekin Basin – Flood Warning Network as at 08/09/2015 (Map produced by Flood Forecasting and Warning Services, Bureau of Meteorology, Brisbane
Flood Monitoring System – Burdekin River crossing – Hervey Range Developmental Road
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The table below shows the flood classifications for selected river height stations in the Burdekin River catchment and has been provided by the Bureau of Meteorology:
River First Minor Towns Crossing Crops & Moderate Major Flood Height Report Flood and Height Grazing Flood Level Level Station Height Level Houses Greenvale 6.0 - 8.0 17.0 12.0 - 18.0 Blue Range 7.0 3.2 (B) 8.0 20.0 12.0(d/s) - 15.0(d/ s) Mt Fullstop - - 5.5 - 11.5 - 17.0 Sellheim 2.0 13.5 (B) 12.0 14.0 14.0 18.0 15.0 Mt Douglas 4.0 9.2 (B) 5.0 6.0 8.0 10.0 9.0 Burdekin Falls 0.0 0.0 (S) 3.0 - 5.5 - 8.0 Dam Taemas 3.0 4.60 (B) 5.0 - 7.0 - 8.0 St Anns - - 4.0 - 6.5 - 10.0
All heights are in metres on flood gauges.
(B) = Bridge (A) = Approaches (C) = Causeway (X) = Crossing (S) = Spillway (d/s) = Downstream
The above details are correct at the time of preparing this document. Up-to-date flood classifications and other details for all flood warning stations in the network are at: http://www.bom.gov.au/qld/flood/networks/index.shtml
Burdekin River Catchment – Assessment of the Flood Potential
Major flooding requires a large-scale rainfall situation over the Burdekin River catchment. The completion of the Burdekin Falls Dam in the 1980's has reduced to some extent the occurrence of major flooding in the lower reaches. Major flooding still occurs, however, in the lower reaches from the runoff produced by heavy rainfall and flooding in the lower Burdekin, Bowen and Bogie River catchments. The following can be used as a rough guide to the likelihood of flooding in the catchment:
➢ Average catchment rainfalls of in excess of 200mm in 48 hours may cause moderate to major flooding and traffic disabilities to develop, particularly in low-lying areas of the Burdekin River catchment downstream of the Burdekin Falls Dam and extending into the Burdekin River delta area. ➢ Average catchment rainfalls of in excess of 300mm in 48 hours may cause major flooding and traffic disabilities to develop, particularly in low-lying areas of the Burdekin River catchment downstream of the Burdekin Falls Dam and extending into the Burdekin River delta area.
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A Natural Disaster Risk Management Study was completed in 2010 for the Charters Towers Region. The outcome of this study includes an updated list of risks, a risk analysis and mitigation plan. It is Council’s intention to review the risks contained within this plan. Council is working with its Emergency Management Coordinator, Queensland Fire and Emergency Services, regarding the requirements under the Queensland Emergency Risk Management Framework (QERMF) and identifying risks associated with certain hazards. This project will continue into 2020.
There were thirty (30) risks identified for the Charters Towers region contained within the Risk Management Study and they are as follows:
People are stranded on road – stable or receding water levels People are stranded on the highway – rising flood waters Locals bogged on dirt roads People are stranded on their properties without adequate supplies Short term localised urban flooding Charters Towers is isolated for an extended period (>2 days) Livestock is unable to be transported from municipal yards for an extended period (> 2 days) Houses are flooded Severe storms (including tornados)
Buildings are severely damaged Power is interrupted Water services are interrupted for more than 24 hours Sewerage system fails for more than 24 hours UHF repeaters is/are lost Landline phone access is lost Hospital is unusable
Fire
Fire in CBD affecting multiple buildings Large scale bushfire
Other
Mass casualties (>10) (eg due to building collapse, major traffic accident) Outbreak of livestock disease (or outbreak scare) Major transport accident Aviation accident due to wildlife Hazardous Chemical spill/release Earthquake Emergency services are unable to provide expected level of service during critical event Dam failure (Suhrs, Paluma, Burdekin Falls) Contamination of water supply Pandemic Missing person/s Area is hit by major cyclone Terrorism
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The following risks have been given an overall initial assessment of High. The likelihood of such risks has been referenced being the most likely to impact the Charters Towers region: Risk No. Risk Likelihood 6. Charters Towers is isolated for an extended period (>2 days) Likely 7. Livestock is unable to be transported from municipal yards for Likely an extended period (> 2 days) 11. Water services are interrupted for more than 24 hours (Becomes Likely high if generator power is unavailable) 12. Sewerage system fails for more than 24 hours (Becomes high if generator Possible power is unavailable) 14. Landline phone access is lost (Becomes high if UHF is lost at the same Likely/ time) Possible 16. Fire in CBD affecting multiple buildings Possible 18. Mass casualties (>10) (eg. due to building collapse, major traffic accident) Possible 19. Outbreak of livestock disease (or outbreak scare) Possible 20. Major transport accident (becomes high if mass casualties or road Possible closure for an extended period 21. Aviation accident due to wildlife Likely 22. Hazardous chemical spill/release (becomes High if mass casualties or Possible requirement for mass evacuation) 27. Pandemic (medium to high, if the pandemic is deadly) Likely/ Possible 28. Missing person/s Possible 29. Area is hit by cyclone Possible
The risk assessment was conducted in accordance with AS/NZS ISO 31000:2009. The current risk management guidelines is 31000:2018.
(The current Australian Standard – Risk Management – Guideline is AS ISO 31000:2018. This standard originated as AS/NZS 4360:1995, Third edition 2004. Jointly revised and redesignated as AS/NZS ISO 31000:2009. Revised and redesignated as AS ISO 31000:2018)
A key component of disaster management is the preparation of accurate and detailed risk studies and the implementation of effective mitigation strategies. The purpose of a mitigation plan is to rationalise the process of determining these strategies and to outline how they are to be implemented and monitored.
Following completion of the risk register, risk treatments were grouped into manageable projects and recorded in a disaster mitigation project register. The register outlines each mitigation project, its strategies and actions, approximate project cost, responsible lead agencies and the Council Officer responsible for overseeing the project. This disaster mitigation plan outlines how the Charters Towers Regional Council study advisory group completed the disaster risk study and the findings of the study. This plan also outlined the disaster mitigation goals, objectives and strategies of the Region for the next 10 years to 2020 and at this time is to be reviewed.
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The Charters Towers Region will continue to implement best practice risk assessment and management practices in the region. The region will comply with the risk management standards (AS ISO 31000:2018) in order to achieve:
• a more rigorous basis for decision making and planning; • better identification of threats; • gaining value from uncertainty and variability; • pro-active rather then re-active management; • more effective allocation of resources; • improved incident management and reduction in loss and cost of risk; • improved community confidence and trust; • improved compliance with relevant legislation, and • better corporate governance.
Hazardous Sites and Possible Threats
There is a rail corridor between Townsville and Charters Towers and ends at Mount Isa and, is used to transport hazardous substances, it is also to be noted that the rail corridor traverses near the CBD.
Fuel is stored in underground tanks both at Council’s Airport and Highway Depots.
AVGAS is available on site at the Charters Towers Airport with a 50,000 L capacity. The installation of a Jet A1 bowser will be completed end of February 2020. This will be a 10,000 L capacity.
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Currently there is aviation fuel stored at the Charters Towers Airport in a lockable shed, however when the Jet A1 is installed, such storage will be reviewed.
The fuel supply at the Charters Towers Airport is inspected on a regular basis.
There are two (2) fuel stations contained in the Charters Towers CBD area and others located on the outskirts of town and quite close to residential areas. There is a roadhouse on the outskirts of Charters Towers that caters for all vehicles including but not limited to road trains. There is also a bulk fuel supplier located to the south of Charters Towers.
In the township of Ravenswood, petrol bowsers are located near the local store and is close to residential areas.
In the township of Pentland there is a garage which sells fuel located near the Flinders Highway and is close to residential areas.
In the township of Greenvale there is a roadhouse at the entry to the township that supplies fuel.
There is a roadhouse on the Gregory Developmental Road (Charters Towers – The Lynd) that supplies fuel. There is a roadhouse on the Gregory Developmental Road (Charters Towers – Clermont) that supplies fuel. Both establishments are away from residential areas however are close to the highway. They also have living quarters and camping areas available.
In the areas of Charters Towers, Ravenswood, Pentland and Greenvale, hazardous substances are also contained at the swimming pools eg chlorine storage.
Johnex Explosives is located on the southern side of Charters Towers and stores and manufactures explosives. Transportation of explosives is by road.
Agripower has a Gas storage plant at Plum Tree Creek Road.
Large quantities of fertilizer and agriculture chemicals are stored at various stockfeed outlets located on the outskirts of Charters Towers.
Mining companies throughout the region store hazardous chemicals.
A possible biosecurity threat exists in the region due to the high number of stock within the region.
Increased health risks with the increase in the flying fox population within residential and recreational areas of Charters Towers.
In the Charters Towers Region there are several abandoned mine sites. Members of the public are encouraged to contact the Department of Natural Resources, Mines and Energy through its Abandoned Mine Lands Program if they become aware of these areas. There are several mine shafts within the Charters Towers Region that have already been identified and made safe by the Department.
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The following organisations have accepted responsibility as lead agencies for operations associated with each hazard.
HAZARD LEAD AGENCY CYCLONE Charters Towers Regional Council SEVERE STORM Charters Towers Regional Council FLOODING Charters Towers Regional Council FIRES – URBAN/RURAL Queensland Fire and Emergency Services AIRCRAFT ACCIDENT Queensland Police Service WATER CONTAMINATION Charters Towers Regional Council MEDICAL PANDEMICS & EPIDEMICS Queensland Health EXOTIC ANIMAL & PLANT DISEASE Department of Agriculture & Fisheries (QVETPLAN) INFRASTRUCTURE FAILURE Charters Towers Regional Council
The Charters Towers Regional Council will maintain a detailed mitigation plan, including a Risk Register detailing Risks and Residual Assessments.
Management of Residual Risks
Throughout the risk management process there will be residual risks. Residual Risks are the risks to the region that cannot be reduced within the capacity of the Region.
The Local Disaster Management Group has identified five (5) main residual risks. These identified residual risks have been referred to the DDMG for inclusion in the District Disaster Management plan:
➢ Staffing o It is recognised that the Region will quickly lack the staff or specialised skill sets that may be required during an event depending on the event. ➢ Engineering o In order to remove or significantly reduce certain risks, modification assets through engineering will be required. As an example, in order to flood proof the highway to Townsville all bridges and roads must be constructed above Q100. Residual risk will remain where these engineering modifications are not cost effective for the risk posed. This residual risk will be accepted by the Council. ➢ Isolation and re-supply o If road access is cut it is recommended to use the rail facilities. ➢ Communication failure ➢ Fuel Supply o Availability of supply of Jet A1 fuel.
Flying Foxes: Listed as Risk 21 in All Hazards Study – Aircraft accident due to wildlife
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HAZARD: FLOODING
In 2014 Charters Towers Regional Council had the opportunity to participate in a state-wide Flood Mapping Project undertaken by the Department of Natural Resources, Mines and Energy. Level 2 flood maps were developed for the areas of:
Charters Towers/Millchester Sellheim Bivouac Junction Pentland
These plans will be and have been utilised throughout Council in a number of areas including, but not limited to:
Roads Infrastructure Planning Local Disaster Management Mitigation against damage to critical infrastructure
Council received funding to conduct a Mosman Creek Flood Study. This study has been completed and recommendations were submitted to Council at its August 2015 General Meeting. This study will assist Council in its planning to assist with short term localised urban flooding, as referenced in Council’s Mitigation Plan.
In 2015 Charters Towers Region Council participated in a review of the Flood Gauge Network in Queensland and had input to such review. Close engagement was initially held with thirty-two (32) Local Government Authorities (LGAs) where the review into flood warning infrastructure rated settlements as ‘Very High’ and ‘High’ priority for improving gauge assets.
Charters Towers Regional Council was nominated as one of those local authorities. The Queensland Reconstruction Authority (QRA) and Bureau of Meteorology (BoM) will continue to review the nominated locations of the flood gauge network.
The outcomes of this review have assisted Council with successful funding applications for the installation of the flood monitoring equipment in the Charters Towers Region and Council is currently working with Queensland Reconstruction Authority to nominate areas for further flood monitoring equipment placements.
Showgrounds Drain near showgrounds Causeway – Holliman Road
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Due to the large Charters Towers Regional Council land mass, the region has been differentiated by location relative to the impact of flooding events:
Urban: is described as Charters Towers and the other townships of Ravenswood, Pentland, Greenvale, Balfes Creek, Homestead, Hidden Valley, Mingela and Hervey Range; and
Rural: is described in sectors determined by the highway system, centering on Charters Towers, described as the:
• North East (NE) quadrant (bounded by the Flinders Highway and Gregory Developmental Road to the east of Charters Towers); • North Western (NW) quadrant (bounded by the Flinders Highway and Gregory Developmental Road to the west of Charters Towers); • South Western (SW) quadrant (bounded by the Flinders Highway and Gregory Developmental Road (to Clermont, Emerald and Roma) to the south west of Charters Towers); • South Eastern (SE) quadrant (bounded by the Gregory Developmental Road and Flinders Highway to the south east of Charters Towers).
In relation to rural areas, flooding can occur separately in each of the four quadrants or all together depending on where the rain event occurs. Flooding can therefore be localised or widespread.
The region has three main river systems:
o Burdekin River (NE) and (SE) quadrants; o Cape River (NW), (SW) and part of (SE) quadrants; and o Suttor River (SE) quadrant
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Each of these systems is in turn fed by other river systems as follows:
Major system Sub system Tributary Area Burdekin River Grey Creek NW Clarke River Gregory River NW Broken River Yates Creek Stockyard Creek NW Basalt River NW Fletcher Creek NW Lolworth Creek NW Hann Creek NW Cape River NW Cape River Amelia Creek SW Campaspe River SW Broadley Creek SW Burdekin River Reedybrook Creek NE Hopewell Creek NE Perry Creek NE Camel Creek NE Douglas Creek NE Running River NE Star River NE Keelbottom Creek NE Fanning River NE Haughton River NE Reid River NE Burdekin River Brought River SE Kirk River SE Suttor River Cape River SE Belyando River SE
Flooding occurs in some parts of the region every year.
The north of Queensland relies on the monsoon and cyclones to irrigate the land and so these are very welcome events. There is little rain at other times of the year. However, the storm activity associated with these events is usually strong to severe and it is likely that damage will be sustained in every event, although it might not reach the trigger for Disaster Recovery Funding Arrangements (DRFA) assistance in some instances.
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Macrossan Bridge – Burdekin River – Flinders Highway (East)
The major floods impacting the area in the past nineteen years (19) years are as follows:
Year River system Location Damage 2/2019 Whole Region Whole Monsoon Trough event causing widespread rain over the Region whole Region caused damage associated with all river systems.
DRFA process invoked.
2/2011 Whole Region Whole Very widespread rain over whole Region caused damage Region associated with all river systems.
DRFA process invoked.
2/2009 Whole Region Whole Region Very widespread rain over whole Region caused damage associated with all river systems.
DRFA process invoked.
2/2003 Cape River SW Cut roads, generally minor damage 2/2002 Cape River NW,NE,SE Severe storms in NW of Region caused severe damage to Lolworth Ck roads and infrastructure. Fletcher Ck Hann Ck Burdekin R cut highway for two (2) days. Evacuations Basalt River required in NW homesteads near Lolworth Ck. Burdekin R DRFA process invoked.
11/2001 Gregory R NW Very intense storm washed away a bridge over the Gregory R and caused damage to roads in a localised area of the Region in the far NW. DRFA process invoked
2/2000 Whole Region Whole Region Very widespread rain over whole Region caused massive damage associated with all river systems.
DRFA process invoked.
General Features
The Charters Towers Regional Council relies upon the Bureau of Meteorology for its flood warning advices.
Major road communication lines with the east, south, north and west traverse the region described above. All networks are crossed by the major river/creek systems and are vulnerable to flooding.
Despite major mitigation construction work by the Charters Towers Regional Council and Department of Transport and Main Roads, major flooding can occur for lengthy periods. The key vulnerable point is the Burdekin River at Macrossan, between Charters Towers and Townsville but there are many other localised flooding locations that also cause service and community disruption.
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The urban catchments have primary flow systems within the road verge/underground with major storm events generally catered for within road reserves and pondage systems.
Primary drainage is expected to cater for Q5 year events, within the underground drainage system, the road networks and defined overland flow paths. Secondary drainage is expected to cater for up to Q100 year events contained within the road network, defined flow paths and defined detention areas.
The volume of stormwater flow leaving a catchment is related to the intensity and duration of the rainfall, the topography of the catchment, the level of urban development, the capacity of the road network and overland flow paths and the flow and detention/retention within the overall catchment area and designated areas.
Records clearly suggest that the period November to April offer the greatest risk to the community of serious damage to infrastructure and potential loss of life. Flooding is a by-product both during and as an aftermath of storms. The time of day and day will impact the possible extent of damage to life and property and the disaster response of Charters Towers Regional Council.
MITIGATION
Cameras and Flood Gauges Maintenance of the region’s roads is a priority of Charters Towers Regional Council within available funds.
The Department of Transport and Main Roads in partnership with Charters Towers Regional Council have installed cameras at flood prone locations, on state-controlled roads within the Charters Towers region.
These cameras were installed to assist Council and the Department in respect to road closure activities during times of flooding and provides an additional level of intelligence for the Local Disaster Coordination Centre staff and the Department during a flood event. The cameras were effective in the 2019 Far Northern and North Queensland Monsoon Event and provides a visual on major tributaries and crossings in the region.
As previously mentioned, Council participated in a review of flood gauge infrastructure within the region and nominated the Burdekin River Bridge at the Battery, amongst others, where such infrastructure would be beneficial.
The review of the flood gauge infrastructure carried out by the Bureau of Meteorology and Queensland Reconstruction Authority, has enabled Charters Towers Regional Council to make successful funding applications for the installation of flood monitoring systems at major flood locations within the region.
There were no Council owned Rain and River Gauges between Gainsford and Mt Fullstop. The Hervey Range Development Road is a State Controlled Road and has access to the coast and such access is of economic benefit to the region. Police resources would travel from Greenvale, in flooding events, to ascertain a reading on this bridge.
In May 2019 a Flood Monitoring System was installed on Starbright Station, near Battery, which gives a visual on the Burdekin River bridge, on the Hervey Range Developmental Road. This system was funded under the Natural Disaster Resilience Program – 2018/2019.
The results of this flood gauge review are continuing by the Queensland Reconstruction Authority in partnership with the Bureau of Meteorology to:
validate the identified settlements requiring improved flood warning infrastructure; confirm the locations that need to have a flood forecast service designed, and work with BoM, any partner agencies and LGAs to identify regional collaborative opportunities for improving flash flood warning arrangements
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In December 2019 a Flood Monitoring System was installed on Mt Fullstop Station which gives a visual on the Clarke River bridge, on the Gregory Developmental Road (Charters Towers – The Lynd). This system was funded under the Queensland Disaster Resilience Fund – 2019.
Both systems will provide to the Local Disaster Management Group a heightened level of intelligence in respect to the increased inflows into the Burdekin River due to major rainfall events within the region and images from these cameras will be made available to the general public through Council’s Emergency Dashboard.
Memorandums of Understanding between Charters Towers Regional Council with the property owners of Starbright Station and Mt Fullstop Station will be developed in 2020 in respect to the permissions granted to Council to install the systems on their properties. Council will move towards a lease agreement over the areas to ensure ongoing access to carry out maintenance amongst other requirements to the systems.
Throughout 2020 Charters Towers Regional Council together with several other local authorities and the Queensland Reconstruction Authority will be participating in the Burdekin and Haughton Catchment Resilience Strategy Project. The purpose of the project is to develop a flood resilience strategy for the Burdekin catchment.
Mosman Creek Flood Study The following information has been extracted from the Mosman Creek Flood Study document submitted to Council in June 2015.
The flood modelling analysis has considered to highlight the underlying vulnerability of some parts of Charters Towers to relatively frequent flooding impacts. The absence of major rainfall events in Charters Towers over recent history has however potentially reduced the CTRC and the community’s awareness of these latent flooding risks. The following measures are recommended to be undertaken to improve Charters Towers resilience to flood risks:
o The culvert capacity through the railway embankment adjacent to Webster Street needs to be confirmed and reviewed as required, as significant flooding impacts are predicted to properties upstream of the railway embankment at this location; o Information on flooding behaviour needs be collected following flood events in Charters Towers, including surveys of peak flood mark/debris lines and collation of community information such as photos and other flood related observations. This information would assist to validate future investigations of flooding behaviour and risks in Charters Towers; o The installation of a streamflow gauge on Mosman Creek below the Charters Towers township should be considered to improve the understanding of the rainfall-runoff characteristics of the catchment; o Continued work to expand and update the CTRC asset database of culvert and bridge structures within Charters Towers should be undertaken. Ideally this would be expanded to include hydraulic structure asset information on main highways and railway embankments in the study area.
With the aforementioned information, Council will seek funding into the future to mitigate against flooding in the areas stated.
The Urban locations subject to localised short duration flooding are described for the purpose of this plan as Charters Towers and the townships of Ravenswood, Pentland, Greenvale, Balfes Creek, Homestead, Hidden Valley, Mingela and Hervey Range.
Isolated short duration flooding events may occur in the rural parts of the Region, with relatively low to moderate impacts due to the remoteness and limited impact on a few residents. In most cases, the residents have come to expect this and are prepared for such inconveniences.
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Localised short duration flooding can occur throughout the region. Low lying areas in Charters Towers have in the past been inundated, however the duration is usually short due, in part, to the large volume storm water road verge, underground drain and surface drainage system through town.
The main highway and regional road systems have been cut by rising floodwaters for varying periods depending on the intensity and duration. The Region experienced its last major flooding event during February 2019.
Secondary Hazards
Landslides during heavy rain may affect the Region’s road systems in and around the higher areas.
In February 2019, the Hervey Range and Paluma communities were affected by landslips.
The landslips occurred in another local authority area, however due to the blockage of access to these communities, one of the landslips became a factor in the isolation of a community and the second was a factor in causing economic loss to a business due to access being open to local traffic only.
The data provided by the Bureau of Meteorology on the mean monthly rainfall in the Charters Towers region is provided hereunder:
Monthly rainfall recorded at CHARTERS TOWERS AIRPORT Mean monthly rainfall (mm)
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Mean Rainfall is the arithmetically averaged total amount of precipitation recorded during a calendar month or year.
The following percentage map show how rainfall is distributed throughout the year.
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HAZARD: SEVERE STORMS INCLUDING CYCLONES
Cyclones are largely associated with coastal regions of northern and central Queensland; with the remnants of cyclones know to reach inland, usually being downgraded to a rain depression. The Charters Towers Region has experienced the effects of cyclones, with Cyclone Aivu (1989) and Cyclone Yasi (2011) being two notable events.
The North Eastern (NE) quadrant of the region is susceptible to Cyclonic events and accordingly has been separately assessed for risk relative the remainder of the region.
The distinction between a storm and a cyclone for the purpose of this plan is largely the presence of strong winds and heavy rain associated with an identified cyclone. Damage and hazards may arise in the same manner as a storm though the intensity and sudden impact may be greater.
A thunderstorm is deemed severe as categorised by the Bureau of Meteorology if it produces one or a combination of the following phenomenon:
flash flooding; hailstones (2cm diameter or greater at the ground); destructive wind gusts (90km/ h or greater); and tornados.
Thunderstorms that lack the intensity required to produce the above phenomenon can still threaten the safety of people and damage infrastructure due to lightning strikes.
The period of greatest electrical storm activity is historically from November to April, though high wind and hail/heavy rainstorms have been known to occur at other times of the year. History suggests that apart from possible loss of life or injury, such activity may cause a failure of the power distribution and/or communication system for periods of up to several hours, structural damage to buildings (mainly roofs) and damage from fallen trees and related debris associated with heavy rain, hail, high winds and or electrical activity. Natural tree foliage is a significant danger to road traffic during and after severe storms.
Extended periods without mains supply electrical power will cause problems for food and related retail outlets, without emergency power generation.
Community engagement opportunities have occurred with Cornetts IGA and Woolworths in respect to mitigating against power outages as a result of natural disaster.
Council has provided Ergon Energy with the following critical infrastructure power restoration priorities in the event of a major power outage:
1. Water Treatment Plants 2. Sewerage Treatment Plants & Charters Towers Health Facility 3. Telecommunications 4. Identified Evacuation Centres and Shelters 5. Major Food Suppliers 6. Schools 7. Government and Emergency Service Facilities 8. Pharmacies and GPs 9. Traffic Control & Boom Gates 10. Emergency Personnel Accommodation.
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Depending how the community is impacted and the severity of the damage will dictate restoration plan for the area.
The extent of damage to life, property and infrastructure will be determined to a large extent by the time and day as well as the extent and ferocity of the storm.
History suggests that short duration storms that occur during high activity periods (daylight, end of school day, shopping day etc) offer the greatest chance of damage to life and property. While accurate records are unavailable, damage as a result of such events may extend to personal injury, roof damage, rainwater penetration, power failure losses, consequential flooding losses, infrastructure damage and damage from flying objects.
High wind and hail/rainstorms are frequent events in the region during the November to April period. Damage will be localised to the area covered by the storm event and may include personal injury and property damage. Flash flooding again is a consequence and may cause damage to property and Charters Towers Regional Council infrastructure. Fires have been associated with electrical storms in rural and remote areas of the Region. Severe storms are likely to bring down power and communication lines.
MITIGATION
Mitigation extends to the provisions of the Local Disaster Management Plan 2019, Charters Towers Regional Council emergency and routine response teams for debris removal, roads, footpaths and drainage clearing and maintenance.
On 7 June 2012, the Queensland Government tabled its detailed response to the Queensland Floods Commission of Inquiry (QFCoI) report and recommendations. Chapter 2 of the report related to Floodplain Management and stated that ‘a recent flood study should be available for use in floodplain management for every urban area in Queensland. Where no recent study exists, one should be initiated.’ In response to these recommendations, the Queensland Flood Mapping Program (QFMP) was established to implement specific recommendations that related to flood information and investigations, repository of flood data and the display of flood information.
As stated earlier in this document, Council has Level 2 Flood Maps for the areas of:
Charters Towers/Millchester Pentland Sellheim Bivouac Junction
These maps have been utilised for mitigation purposes within the previous stated Mosman Creek Flood Study report, been factored into Council’s Planning documentation and have been referenced in recent flooding events. These maps are available to the general public through the Department of Natural Resources, Mines and Energy, Flood Information website https://floodcheck.information.qld.gov.au
Charters Towers Regional Council will work in conjunction with the Community Engagement Officer, Queensland Fire and Emergency Services, Northern Region together with the local Chamber of Commerce and Mines Inc. and local businesses to provide Business Continuity information sessions for businesses and organisations within the Charters Towers Region.
Current treatments are similar to those described under Flooding above. Fires associated with rainstorms are addressed as needed under this Local Disaster Management Plan.
SECONDARY HAZARDS
There are no expected events that are not mentioned above.
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HAZARD: DAM BREAK
Flooding from dam breaks is considered isolated events.
Evidence suggests that dam breaks may arise during peak flow periods associated with storm activity in/or near to the dam catchment.
Charters Towers Regional Council is the owner of the Suhr’s Creek Dam in Ravenswood and is operated by Carpentaria Gold. There a no major water storage facilities as part of its infrastructure that would cause a major impact due to failure. However, there are a few commercial and private dams that may be impacted by heavy rainfalls. These are regarded as referable dams.
Referable Dam Definition (Section 341 (1) Water Supply (Safety and Reliability) Act 2008): A dam is, or a proposed dam after its construction will be, a referable dam if – (a) a failure impact assessment of the dam, or the proposed dam, is required to be carried out under this part; and (b) the assessment states the dam has, or the proposed dam after its construction will have, a category 1 or category 2 failure impact rating; and (c) the chief executive has, under section 349, accepted the assessment.
(Section 346 (a) defines category 1 and category 2 failure impact ratings: (a) for a category 1 failure impact rating – 2 or more persons and not more than 100 persons; (b) for a category 2 failure impact rating – more than 100 persons)
Region experience is such that Charters Towers Regional Council infrastructure damage may arise during such events.
Dam failures are possible at:
Suhrs Creek Dam in Ravenswood; Paluma Dam; and Burdekin Falls Dam.
The Charters Towers Regional Council’s Local Disaster Management Group has input into the Emergency Management Action Plans for: o Suhrs Creek Dam in Ravenswood; o Paluma Dam, and o Burdekin Falls Dam.
All dams would be affected in the event of a major dam failure and there are residents that would be affected downstream of all the dams mentioned.
The Charters Towers Regional Council’s Weir is subject to possible extreme outflows, however the impact is considered low.
Current treatments extend to the provisions of this Local Disaster Management Plan, Suhrs Creek Dam Emergency Action Plan, Paluma Dam Emergency Action Plan and Burdekin Falls Dam Emergency Action Plan.
Charters Towers Regional Council personnel provide emergency and routine response teams for weir maintenance, debris removal, roads, footpaths and drainage clearing and maintenance.
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In 2015 the Local Disaster Management Group took part in a desktop exercise that included the members of the Local Disaster Management Group and Townsville Water, operators of the Paluma Dam. As a result of such exercise a visit to the community of Hidden Valley occurred and a discussion with local residents identified the following:
➢ that communications needed to be improved through more battery power being available to Telstra Towers and in the event of a disaster to ensure that more telephone time is available to residents when the sun sets as most of the residents are on solar power. ➢ the communications matter was referred to the District Disaster Management Group for further assistance and the following points were advised to the Local Disaster Management Group for reference: o Telstra services in the Hidden Valley are fixed services delivered by radio from the 100m high Hidden Valley RT off Ewan Road; o due to the remote nature of the area, this is a solar powered facility; o the batteries installed are not a mains power back-up, but instead an integral part of the daily operation of the facility; o there are localised copper cable distribution in the region that are also fed by solar powered nodes that communicate back to Hidden Valley; o initial assessments by Telstra have not uncovered any known issues with the operation of landline services in the Hidden Valley area; o Hidden Valley does not currently have any mobile coverage. Enquiries about the use of Telstra Mobile Network SIM cards in satellite phones is possible. Compatible Iridium satellite network handsets can accept a mobile network SIM in lieu of a satellite service SIM. It should be noted however that call charges from Iridium services using mobile network SIM’s are higher than the charges when using a regular satellite service SIM; o Residents in the Hidden Valley area can have mobile phone SIM cards ‘reburnt’ at any Telstra store; o Telstra’s new SIMs are compatible with all mobile phone devices.
Council has visited Hidden Valley residents in the downstream catchment of the referable dam in the region to mitigate against persons becoming stranded in this area and will include evacuation procedures in its Evacuation Sub-Plan.
Notifications and alerts arising from Emergency Action Plans are distributed to Charters Towers Regional Council.
Burdekin Shire Council has included an area of the Charters Towers Regional Council region in its Emergency Alert boundaries for the Burdekin Falls Dam as the number of residents affected in the Charters Towers Regional is minimal.
Dam Failure is an identified risk and Council, together with the Local Disaster Management Group, will ensure contingencies identified in the Emergency Action Plans, are actioned.
SECONDARY HAZARDS
There are no expected events that are not mentioned above.
In respect to dam wall failures, annexed to this plan, is the Paluma Dam Emergency Action Plan and an Emergency Management Plan for the Suhr’s Creek Dam.
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The Paluma Dam Emergency Action Plan is authored by the Co-ordinator of Dams and Catchments, Townsville Water and held with Townsville City Council.
The Emergency Management Plan for the Suhr’s Creek Dam is authored by the Health, Safety Environment and Training Manager, Carpentaria Gold and held with Carpentaria Gold, Ravenswood operations. The Suhr’s Creek Dam is a Charters Towers Regional Council owned dam and Carpentaria Gold operates the Dam on Council’s behalf.
The Emergency Action Plan for the Burdekin Falls Dam is authored by Sunwater, Brisbane and held with Sunwater in Brisbane and at the Burdekin Falls Dam.
The Charters Towers Regional Council receives updates from Townsville Water, Carpentaria Gold and Sunwater respectively in its capacity as a Controlled Copy Holder of the said plans.
Burdekin Falls Dam – Referable Dam owned and operated by Sunwater
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HAZARD: EARTHQUAKES AND TREMORS
From historical data it could be stated that Charters Towers Regional Council is not at extreme risk in terms of the likelihood of being subjected to an earthquake at a sufficient level to cause significant loss.
However, there was a reported event in 1913 measuring 5.8 on the Richter Scale at Ravenswood.
Nevertheless, as increasing volumes of information is gathered and a better understanding of earthquakes is gained, it is within the realms of possibility that Charters Towers Region could be impacted by such an event.
Unrecorded but felt events in recent years suggest that the Region may be impacted.
It is of note that the epicenter of an earthquake can be over 100km from the point of impact.
Information taken from the University of Queensland’s website http://www.quakes.uq.edu.au/quakeinfo-townsville.html states that the Queensland Catalogue contains a total of 493 earthquakes in the Townsville map region, the largest having a magnitude of 5.5. Shown on the diagram below are Richter magnitude ML>0 events.
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Seventeen earthquakes have struck within 50 km of Townsville demonstrating the nearby vicinity contains active faults. The seismic network near Townsville is relatively sparse except around the Burdekin Falls Dam. It is recognised through experience from the Newcastle earthquake that the consequences may be extreme and stretch Charters Towers Regional Council resources. It is expected that the State Disaster Management arrangements would come into play should such a serious event arise.
The following table of information in respect to Earthquakes has been sourced from Geoscience Australia Earthquakes site. This information refers specifically to the Charters Towers Regional area, however does not have any further data as in the previous table from the University of Queensland.
It is recognised that Charters Towers Regional Council and the State’s infrastructure could be subjected to substantial damage in a seismic event.
Following a tremor in August 2016, Council experienced significant damage to aged underground water supply infrastructure.
It is expected that Charters Towers Regional Council will follow a first line of defence to protect life and put into action its Disaster Management measures.
The Charters Towers Regional Council can monitor earthquake/tremor events through the Bureau of Meteorology and adhere to both State building codes and Charters Towers Regional Council Planning Scheme requirements.
A Seismograph station exists in Charters Towers and is located inside Towers Hill and therefore a heightened level of intelligence is available to the Local Disaster Management Group in the event of a quake or tremor occurring.
SECONDARY HAZARDS
It is inevitable that secondary hazards will emerge should an event occur of significant magnitude that services are disrupted. Such an event will no doubt lead to major external assistance. There are no other expected events that are not mentioned above.
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HAZARD: BUSHFIRE – URBAN AND RURAL
An urban bush fire is possible after significant rain (which increases the fuel content) when matched with prolonged dry weather and heatwave conditions.
Similarly, rural bush fires offer a significant danger due to the intensity and isolation.
Health and respiratory problems are often accompanied with bush fires. Bush fires near major highways cause problems to transport and the travelling public.
Charters Towers and its small townships have the potential of being subject to bush fire activity although the presence of fire breaks around the towns reduces the consequence and likelihood of such events occurring, leading to an assessment of ‘low’ risk.
In addition, Charters Towers Regional Council maintains public reserves around the towns. The other minor population centres of the Region would also generally be classed as subject to serious outcomes from bush fires. There are several older style and heritage buildings in and around Charters Towers.
The remainder of the Region is generally primary production, open plains for grazing and forestry reserves and parks. The review of the hazard area by the Mitigation Study Advisory Group (SAG) in 2010, identified concerns for the rural residential areas.
These concerns were acknowledged by the Rural Fire Services. The key concerns centred on the time it would take Rural Fire Services to respond to a call for assistance, the presence of flammable material in and adjacent to buildings, the availability of a water supply near the fire and associated preventative and support practices. The Study Advisory Group (SAG) formed the view that areas that are bushfire prone and likely to be developed, present an ‘’extreme risk”.
The Burra Range area, west of Pentland, has been identified as a high-risk area due to the vegetation types.
MITIGATION
Charters Towers Regional Council has a well-developed emergency response infrastructure in place and this Local Disaster Management Plan, which covers the risks associated with bushfire and is served by an established Urban and Rural Fire and Rescue Services.
Rural and remote areas of the Region will be subject to adverse outcomes from localised bush fires caused through storm events (lightning strikes), unintended consequences of heat and light or deliberate events.
Damage to property, the environment, rural reserves, pasture and crops are likely consequences.
The Charters Towers Regional Council’s Local Disaster Management Plan provides general direction during emergency events.
An Urban Fire Brigade is in Charters Towers.
Rural Fire Brigades are located at:
o Greenvale o Pentland o Hervey Range o Ravenswood o Charters Towers
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33 volunteer rural brigades exist throughout the Charters Towers region. An administration centre for the Queensland Rural Fire Service is located in Charters Towers.
Controlled burns occur annually and are organised in partnership with Charters Towers Regional Council, Department of Natural Resources, Mines and Energy and Queensland Fire and Emergency Services both urban and rural crews, in respect to the burning of Unallocated State Land parcels. The Department takes the lead with the planning for the burns.
2019 saw the collaboration of agencies working together to ensure that the fire fuel loads within the Charters Towers region were significantly reduced.
Charters Towers Regional Council is a member of the Fire Management Group and has input into the annual Operation Cool Burn, Bushfire Risk Mitigation Plan, prepared by Queensland Fire and Emergency Services.
Hervey Range Rural Fire Brigade, Charters Towers Fire Station and Charters Towers Rural Fires and SES
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HAZARD: PANDEMIC DISEASE (HUMAN)
The following description of a Pandemic has been extracted from the World Health Organisation’s website:
A pandemic is the worldwide spread of a new disease.
An influenza pandemic occurs when a new influenza virus emerges and spreads around the world, and most people do not have immunity. Viruses that have caused past pandemics typically originated from animal influenza viruses.
Some aspects of influenza pandemics can appear like seasonal influenza while other characteristics may be quite different. For example, both seasonal and pandemic influenza can cause infections in all age groups, and most cases will result in self-limited illness in which the person recovers fully without treatment. However, typical seasonal influenza causes most of its deaths among the elderly while other severe cases occur most commonly in people with a variety of medical conditions.
By contrast, this H1N1 pandemic caused most of its severe or fatal disease in younger people, both those with chronic conditions as well as healthy persons, and caused many more cases of viral pneumonia than is normally seen with seasonal influenza.
For both seasonal and pandemic influenza, the total number of people who get severely ill can vary. However, the impact or severity tends to be higher in pandemics in part because of the much larger number of people in the population who lack pre-existing immunity to the new virus. When a large portion of the population is infected, even if the proportion of those infected that go on to develop severe disease is small, the total number of severe cases can be quite large.
For both seasonal and pandemic influenza, the highest levels of activity would be expected to occur in the usual influenza season period for an area. (In the temperate climate zones, this is usually the winter months, for example). But as was seen with the current H1N1 pandemic, pandemics can have unusual epidemiological patterns and large outbreaks can occur in the summer months.
The effects of a disease with a high morbidity rate may include:
• closure of businesses due to staff unavailability; • significant decrease in staff attendances at work; • re-allocation of staff to maintain essential services; • loss of key staff, skills and • reluctance of staff to attend work areas due to fear of infection.
Factors that influence the likelihood of a pandemic occurring include:
the emergence of a new viral subtype; the virus being virulent enough to cause disease in humans and the capacity of the virus to spread efficiently from person to person.
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IMPACTS AND EFFECTS
Vulnerability of People The population of the Charters Towers Region is no less susceptible to pandemic disease than any other area of Queensland. The spread of disease would be higher in the town areas than the rural properties due to the density of population and the reduced social distancing. Traditionally school children show a higher transmission rate than adults.
Vulnerability of Social Structures The impact of widespread disease on the social structure of the region would be dependent on the strain of virus prevalent in the community. This may range from short term illness to widespread deaths from the disease.
At a minimum it is expected that the community would experience hardship from social distancing measures including:
• absenteeism from workplace due to illness; • requirement to care for ill family; • closure of schools requiring parents to care for children; • reduction in social events and • care for those quarantined at home unable to access normal facilities.
In the worst case of a disease with a high morbidity rate, the impacts on the social structure would be significantly higher. In addition to the items listed above these would include:
• significant increase in death rate within the region; • higher admission rates to the health facilities; • losses of key staff; • periods of grieving from family and friends of deceased; • general fear in the community, and • significant reduction in industry due to staff shortages.
Vulnerability of Buildings Whilst buildings will not be directly affected there may be a requirement to allocate several facilities to assist the health services in managing the disease.
Vulnerability of Lifelines The reduction in the available workforce within the region would lead to a reduction in the services available to the community. Whilst the disease would not directly impact on the physical lifelines, reduced staff may lead to maintenance issues and reduced operating capacity of these lifelines.
Business continuity planning would necessitate reallocation of staff to maintain these essential lifelines.
Vulnerability of Local Economic Production and Employment The effect of pandemic disease on the local economy is dependent upon the virulence and type of virus.
In the case of a milder strain of virus, the region could expect:
• increased absenteeism from normal workplaces through illness; • parents absent from work due to need to care for children; • closure of schools and • need to reduce non-essential services.
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HAZARD: EXOTIC DISEASE IN ANIMALS
The following information has been extracted from the AusVet Plan)
Australian agriculture benefits enormously from its freedom from the more devastating disease epidemics that plague livestock industries in other parts of the world. An exotic disease incursion or a serious outbreak of an emerging or endemic disease could cause serious production losses to livestock industries in this country, jeopardise exports of livestock and livestock products and/or have serious public health implications. It is therefore essential that effective contingency plans and competency- assessed, trained personnel are available to counter such diseases.
The Australian Veterinary Emergency Plan (AUSVETPLAN) is a coordinated national response plan for the management and wherever possible, eradication of exotic disease incursions and outbreaks of certain emerging or endemic animal diseases. The term ‘emergency animal disease’ (EAD) is used in this manual to collectively describe all these disease categories:
General policy In most cases, where this is applicable and is cost-effective, the policy for control and eradication of an EAD will be stamping out. This would involve:
• quarantine and/or movement controls; • destruction and disposal of infected and exposed animals; • decontamination of infected premises; • surveillance of susceptible animals; and • restriction of the activities of certain enterprises.
These measures may be supplemented where necessary (or replaced when stamping out is not appropriate) by one or more of the following options:
• vaccination; • vector or wild animal control; and • animal treatment.
Infected and disease-free zones may be established to contain the disease agent and to protect Australia’s export trade.
IMPACTS AND EFFECTS:
Vulnerability of People In general individuals are not affected by exotic diseases that affect animals. Restriction on movement of people would be expected but unless the disease develops the ability to pass from animal to human there would be little direct effect on people.
There could be psychological effects due to the effect that exotic disease in animals is jeopardising movement of animals.
Vulnerability of Social Structures Charters Towers Region is a large agricultural area with one of its main product being beef. The agricultural industry is a significant employer in the region. Any outbreak of exotic disease in animals within the region would have a direct and significant impact on the social structure of the region.
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Experiences drawn from the foot and mouth outbreak in the United Kingdom show the following expected effects:
• Isolation of property owners and staff unable to leave the infected property; • 100% stock loss on some properties resulting in unrecoverable losses; • Individuals being targeted with blame for introduction or spread of disease and • Loss of market confidence.
Vulnerability of Buildings No affect.
Vulnerability of Lifelines No affect.
Vulnerability of Critical Facilities No affect.
Vulnerability of Local Economic Production and Employment The effect of exotic disease in animals on the Charters Towers economy would be significant. The impact on the economy will be dependent upon the nature of the disease and the control measures required containing it. Widespread job losses would be expected in the Charters Towers Region. Economic losses may extend for some time if there is an embargo on beef from the region as a result of disease.
The following is an extract from the World Bank on animal disease:
“The consequences of animal diseases in domesticated birds and livestock can be complex and generally go well beyond the immediate effects on affected producers.
These diseases have numerous impacts, including: • productivity losses for the livestock sector (e.g. production losses, cost of treatment, market disturbances) • loss of income from activities using animal resources (in such sectors as agriculture; energy; transportation; tourism) • Loss of well-being of human beings (morbidity and even mortality rates; food safety and quality) • prevention or control costs (production costs; public expenditure) • sub-optimal use of production potential (animal species, genetics, livestock practices)”
Livestock – HM Clarke Saleyards
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HAZARD: TERRORISM (extract form the National Counter Terrorism Plan):
A terrorist act is defined under Section 100(1) of the Criminal Code Act 1995 [Cwlth] and is an act or threat, intended to advance a political, ideological or religious cause by coercing or intimidating an Australian or foreign government or the public, by causing serious harm to people or property, creating a serious risk to the health and safety to the public, or seriously disrupting trade, critical infrastructure or electronic systems.
A ‘terrorist incident’ is a combination of circumstances or conditions which may lead to or result from a terrorist act, and which require preventative and/or responsive action.
The nature of terrorism means that its implications may cross jurisdictional boundaries. This, and the range of preventive measures and capabilities that may be required, necessitates that Australia maintain a national, cooperative approach to counter terrorism. Coordination and consultation between jurisdictions is formalised by the Inter-governmental Agreement on Australia’s National Counter-Terrorism Arrangements of 24 October 2002.
3 The National Terrorism threat Advisory System has a scale of five (5) levels: Certain Expected Probable Possible Not expected
The threat from terrorist activity in the Charters Towers Region is considered low. The role of the Local Disaster Management Group is to deal with the effects of a terrorism event as it would with any other event affecting the region, the role of investigating and preventing a terrorism incident is the role of the Queensland Police Service.
Charters Towers Regional Council will be guided by the Queensland Counter-Terrorism Strategy 2013- 2020 and the National Counter-Terrorism Plan (4th Edition 2017).
There is potential for people to move through Charters Towers the community is located at the crossroads of two major highways and there is an explosives manufacturing plant within the area.
IMPACTS AND EFFECTS
Vulnerability of People There are very few circumstances or areas in the Charters Towers Region that require the gathering of many people. One of the intents of a terrorist act is to create fear in the public. The residents of the region are no more immune from this than any other area of Queensland.
Standard security measures are applied by state agencies to identify hazards and large events, gatherings and official visits.
Vulnerability of Social Structures Recovery will be planned for and managed in a structured manner. The broad needs created by the impact of a terrorist incident on a community will only be met through a range of services. These may be provided by a variety of both government and non-government organisations.
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Local level The focus of recovery planning and management is on community input. Emergency planning must cater for local conditions and incorporate localised recovery planning to address the five key aspects of recovery.
Local government has responsibilities to provide and maintain physical services relevant to recovery. Most local government authorities also provide a range of human and community services to individuals and the community.
Vulnerability of Buildings There are few buildings in the region that would meet the criteria detailed in the Local Government counter terrorism risk management kit.
Vulnerability of Lifelines The lifeline of the Charters Towers Region is considered at low risk of terrorist activity.
Vulnerability of Critical Facilities The critical facilities/infrastructure are considered at low risk of terrorist activity.
Vulnerability of Local Economic Production and Employment Whilst there is potential for a terrorist act to disable one of the significant mines in the area thus leading to major job losses the likelihood of this is considered low.
Should the nations alert level increase there would be some delays and increased expense involved to the mining sector in the production and transport of explosives.
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HAZARD: AIRCRAFT (AVIATION) ACCIDENT
The Australian Transport Safety Bureau (ATSB) guidelines: Hazards at Aircraft Accident Sites: Guidance for Police and Emergency Personnel are contained in this ATSB booklet. The current working edition is Edition 7 – June 2017.
ATSB guidelines are covered under Legislation Part 1, Section 3 of the Transport Safety Investigations Act 2003. These guidelines are prepared primarily for the police and emergency services personnel, to explain what to do if a civilian or military aircraft crashes. In this case, within the Charters Towers Regional Council area.
Aviation Accidents are also referenced in Council’s Disaster Mitigation Plan.
Civil Aircraft The ATSB is an operationally independent Bureau within the Commonwealth Department of Infrastructure, Transport, Cities and Regional Development and it is the responsible organisation for civil aircraft accidents. ATSB is contactable by telephone. The contact number is 1800 011 034 to report an aircraft emergency.
An accident for the purpose of these guidelines is:
a person dies or suffers serious injury as a result of an occurrence associated with the operation of the vehicle; or the vehicle is destroyed or seriously damaged as a result of an occurrence associated with the operation of the vehicle; or any property is destroyed or seriously damaged as a result of an occurrence associated with the operation of the vehicle.
Military Aircraft The Directorate of Flying Safety-Australian Defence Force (DFS-ADF) manages all military aircraft accidents.
The DFS-ADF are contactable on 0410 626 357 in an emergency and if possible, notify the nearest military base. The Australian Defence Force (ADF) maintains a multi-tiered aviation safety organisation. There is a 24-hour rapid response Aircraft Accident Investigation Team (AAIT).
Qualified staff is available at all military bases where aviation activity takes place, these personnel will usually be the first to arrive at an accident site until they are relieved by qualified AAIT Staff.
Who Must Report an Aviation Accident? • the owner, operator or crew of the aircraft must report the accident immediately. If members of the public, emergency services personnel or CTRC LDMG personnel witness an aircraft accident, they too are required to report it, if the owner, operator or crew are unable to report to ATSB. The police will normally coordinate the aircraft accident investigation. • it is essential the ATSB be notified of all aviation accidents and serious incidents. In the event of a Military Aircraft accident, DFS-ADF Duty Officer will take your call and activate the military aircraft accident response plan.
What the ATSB or DFS-ADF need to know? Immediately report the following details where possible:
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Civil Aircraft • Aircraft type and its registration letters, this normally begins with VH- followed by three letters. If the aircraft has no VH prefix, it may be a foreign civil or sports aviation aircraft, although beware fire may have consumed any VH prefix. The registration normally appears on the side of the fuselage (main body) the fin/rudder combination and the wings. For a foreign civil aircraft provide as much information as possible.
Military Aircraft • For any Australian military, aircraft type, the serial number and side number. There may be a N prefix (Navy) or A prefix (Air Force or Army) on the side of the fuselage as well as some form of squadron or unit identification. It may be difficult to identify a foreign military aircraft, but as a rule military aircraft serial numbers are painted on either side of the fuselage.
Accident Site Coordination and Security The emergency organisation which arrives first at the aircraft accident site may well be a volunteer or permanent fire brigade or a Defence fire brigade unit. In either case, initiative & liaison will be needed particularly in the early stages when fire control is critical. A key consideration at accident sites is that the rescue personnel do not themselves become a casualty. Individuals sometimes place themselves at considerable risk of injury or death. Caution is be practiced & an awareness of hazards at hand.
All accident sites must be secured to prevent unauthorised persons from entering the area. This is based on common sense and respect for casualties, protection of valuable, important or classified equipment, the preservation of evidence to establish factors that contributed to the accident and the prevention of unnecessary exposure to hazards.
Protection of Aircraft Wreckage The ATSB and Defence understand that police and emergency services personnel have a duty to take action immediately they arrive at the scene, however it is important for determining the factors that contributed to the accident that wreckage, ground scars and the accident site are disturbed as little as possible.
However, authorisation is not required to: o ensure safety of persons, animals or property; or o remove deceased persons or animals from the accident site; or o move the aircraft, or the wreckage of the aircraft, to a safe place; or o protect the environment from significant damage or pollutions.
There is also a requirement to: o prohibit the removal of fatalities until the arrival of police, coroner’s representative and medical authorities; o prevent interference with rescue and associated operations; o admit only authorised personnel to the accident site; and o keep bystanders outside the established zone of safety.
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Aviation Accident - What to do checklist In the booklet, Hazards at Aircraft Accident Sites: Guidance for Police and Emergency Personnel, the current working edition being Edition 7 – June 2017, this booklet features a ‘what to do’ checklist for reference.
Police, CTRC LDMG personnel and Emergency Services personnel are specifically requested to follow the checklist in detail when and wherever possible.
Dangerous Materials and Hazards Aircraft both civil and military may contain dangerous materials, hazardous fuels, explosives, magnesium and aluminum metals, composite materials, toxic gases, high pressure containers, oxygen and other dangerous cargo which can harm the assisting personnel. All care must be taken not to interfere with dangerous or hazardous materials. Some materials may become dangerous when involved in a fire.
Reopening of Airport In the event of an aircraft accident on the runway or on any other part of the aerodrome where aircraft land, taxi and park, there is to be a comprehensive checklist inspection by certified personnel for full serviceability prior to re-opening the airport. It may be necessary to sweep the runway for foreign matter or debris that could cause damage to other aircraft at some time in the future. This re- open advice is sent out in the form of a NOTAM. The Airport Reporting Officer shall liaise with Police, Queensland Fire and Emergency Services and any other organisation investigating the crash site prior to any decision.
Debriefing It is important for all personnel involved in assisting and rescue services at an aviation accident site to attend a full debriefing session.
Counselling Services Some personnel may require counselling services.
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DROUGHT DECLARATIONS
A drought is declared when a region records a deficient water supply for an extended period of months or years.
Drought is not classed as an eligible disaster under the Disaster Relief Funding Arrangements however it is important to note that it has had significant impacts on the Charters Towers Region and the drought declaration history has been included in this plan for information.
As at 1st December 2019, there were a total of 41 Councils and 4-part Council areas drought declared. These declarations represent 67.4% of the land area of Queensland.
Drought Declaration History for Charters Towers Regional Council area: (Information sourced from Department of Agriculture and Fisheries and www.longpaddock.qld.gov.au)
Local Authority Date Declared Date Revoked Charters Towers Regional Council 02/01/64 23/01/64 02/09/65 06/01/66 22/06/66 23/03/67 28/09/67 02/02/68 05/12/68 09/04/70 24/07/70 21/01/71 26/10/72 23/02/73 20/12/77 19/01/78 *PART 03/12/79 25/03/80 07/09/82 12/07/83 *PART 01/05/86 15/05/89 01/05/93 18/04/97 *PART 01/02/03 PART 02/04/07 PART 1/09/13 PART 31/03/14 FULL 01/04/14 PART 17/05/18 PART 01/06/18
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PLANNING AND PLANS (Standard for Disaster Management in Queensland)
Planning involves many steps. It should result it entities working with their community to prioritise how their collective and collaborative efforts will reduce the impact of disasters on the community. Plans document these efforts, identify interdependencies, roles and responsibilities, and provide guidance on how to undertake disaster management.
The planning process results in a shared understanding of the efforts required to reduce the risk to the community.
➢ There is a shared understanding of how the impact of disasters will be managed and coordinated. ➢ Plans outline and detail how the impact of disasters on the community will be reduced.
PREPAREDNESS AND PLANNING
Training
Those with roles within Disaster Management are identified and trained in accordance with the Queensland Disaster Management Training Framework. A regular review is undertaken to ensure that all members have completed up to date and relevant training in relation to their roles.
Central features of this process includes:
o training the members of the Charters Towers Regional Council’s Local Disaster Management Group and the Townsville District Disaster Management Group. o training the Charters Towers Regional Council’s Local Disaster Coordination team in the use of Guardian and the operation of the Local Disaster Coordination Centre. o training the Community disaster management agencies (including Charters Towers Community, emergency services, community agencies and volunteer organisations) in disaster management concepts and operations o testing and developing capacity through exercises.
Assessment of disaster response capability
The Charters Towers Regional Council has access to the staff and equipment to deal with most events that threaten the region. Widespread damage or multiple events would require the resources of the region to be supplemented by the Townsville District group.
Charters Towers has the resources to aid neighbouring local authorities only if Charters Towers is not affected at the time. The resources needed to manage an event in the Region would detract from Council’s abilities to continue many of its normal functions for the duration of the incident.
Charters Towers LDMG has predominantly activated for flooding in the past. In the event of an incident with little or no warning and widespread damage (eg. earthquake), local emergency response agencies would be quickly overwhelmed. In this case, additional resources would be requested from Townsville.
Due to the size of the Region and the number of pastoral areas within it, the LDMG may be required to conduct re-supply operations during some wet seasons. The LDMG has the capacity to coordinate these after permission is sought from the Townsville DDMG for the sourcing of appropriate transport (usually helicopters).
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During major or prolonged flooding, the LDMG may need to request a re-supply of essential goods for the Charters Towers area, or for townships within the region’s area of responsibility. Re-Supply operations were conducted throughout the Charters Towers Region during the 2019 Far Northern Monsoon Event.
Lessons identified from operations and exercises are referred to the LDMG for action and to inform future planning across all levels of disaster management.
Entities are to ensure that those representatives providing support to the LDMG during events are the liaison officers for each entity and have the necessary skills, experience and authority to perform the role required during such disasters for the LDMG and remain available to all other entities.
Planning
The following table illustrates the responsibilities and key functions and roles including necessary authorities:
Agency Roles and Responsibilities Local Government PRACTICAL INVOLVEMENT: ▪ Maintenance of the Local Government function (via Local Government Business Continuity Planning) ▪ Maintenance of normal Local Government services to the community ▪ Maintenance of the comprehensive Local Government Disaster Management Planning strategies ▪ Design and maintenance of a public education/awareness program ▪ Design, maintenance and operation of Local Government Disaster Co-ordination Centre, including the training of sufficient personnel to operate the Centre ▪ Co-ordination of support to response agencies ▪ Maintenance of warning and telemetry systems ▪ Collection and interpretation of information from telemetry systems ▪ Reconnaissance and post-impact assessment ▪ Debris clearance of roads and bridges ▪ Issuing of public information prior to, during & following disaster event impacts ▪ Recommendations re areas to be considered for authorised evacuation ▪ Public advice re voluntary evacuation ▪ Provision of locally based community recovery services
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Agency Roles and Responsibilities Queensland Fire and Emergency PRACTICAL INVOLVEMENT: Services – Emergency The role of QFES, with respect to disaster management, is Management to provide advice and assistance to all agencies and committees within the Queensland disaster management system. QFES is responsible for: ▪ the overall management of Queensland’s disaster management system on behalf of the SDMG, ▪ provision of policy and operational advice to disaster managers at all levels of the State’s disaster management system, ▪ facilitation of a comprehensive approach to disaster management, ▪ operation and maintenance of the State Disaster Coordination Centre (SDCC). Queensland Fire and Emergency PRACTICAL INVOLVEMENT: Services – Fire and Rescue ▪ Fire control ▪ Fire prevention ▪ Rescue of trapped persons (See State Rescue Policy) ▪ Assist in pumping out of flooded buildings ▪ Assist in clean-up of flood affected buildings ▪ Management of hazardous material situations ▪ Provision of Material Safety Data Sheet information relative to hazardous materials ▪ Provision of expert advisory services. Fire And Rescue employ 6 Scientific Officers that operate out of the Scientific Unit. ▪ Rapid damage assessments Queensland Fire and Emergency PRACTICAL INVOLVEMENT: Services - State Emergency ▪ Co-ordination of voluntary organisations within the Service community ▪ Public Education in partnership with local government ▪ Rescue of trapped or stranded persons (See State Rescue Policy) ▪ Assistance with Traffic Control ▪ Short term welfare support ▪ Assistance with impact assessment ▪ Assistance with communications ▪ Assistance with lighting
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Agency Roles and Responsibilities Queensland Police Service PRACTICAL INVOLVEMENT: ▪ Preservation of peace and good order ▪ Prevention of crime ▪ Maintenance of any site as a possible crime scene ▪ Coronial investigation procedures ▪ Traffic control, including assistance with road closures and maintenance of road blocks ▪ Crowd control ▪ Co-ordination of evacuation ▪ Co-ordination of rescue ▪ Security of evacuated areas ▪ Security of damaged premises ▪ Registration of evacuated persons ▪ Tracing, or co-ordination of search for, missing members of the community Queensland Ambulance Service PRACTICAL INVOLVEMENT: ▪ Assessment, treatment and transportation of injured persons ▪ Assistance with evacuation ▪ Provision of advice regarding medical special needs sectors of the community Queensland Health PRACTICAL INVOLVEMENT: ▪ Co-ordination of medical resources. ▪ Appropriate pre-hospital on-site medical and health response management for casualties. ▪ 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 Department of Agriculture and PRACTICAL INVOLVEMENT: Fisheries ▪ Advice relative to stock matters ▪ Facilitation of fodder drops ▪ Destruction of stock as required ▪ Advice relative to disaster recovery processes for primary producers ▪ Lead Agency role relative to any outbreak of emergency animal disease Bureau of Meteorology PRACTICAL INVOLVEMENT: ▪ the forecasting of weather and of the state of the atmosphere ▪ the issue of warnings of gales, storms and other weather conditions likely to endanger life or property, including weather conditions likely to give rise to floods or bushfires ▪ the supply of meteorological information ▪ the publication of meteorological reports and bulletins ▪ the furnishing of advice on meteorological matters
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Agency Roles and Responsibilities Charters Towers Ministers’ PRACTICAL INVOLVEMENT: Fraternal ▪ Community welfare Prospect Community Services PRACTICAL INVOLVMENT: ▪ Community welfare ▪ Recovery hub ▪ Conduit between Local Disaster Management Group and NDIS providers (in the event of a natural disaster) QIT Plus PRACTICAL INVOLVEMENT: ▪ Technical support of Guardian Disaster Management Software System Joint Councils PRACTICAL INVOLVEMENT: ▪ Council to Council assistance within scope of Memorandum of Understanding
Existing sub-plans form appendices to this Local Disaster Management Plan and are evidence of Council integrating disaster management planning in its core business delivery. A Business Continuity plan exists for Council’s Administration Centre and City Hall. Future Business Continuity Plans will be developed in the future for water, sewerage and financial services.
ADMINISTRATION AND GOVERNANCE
Authority to Plan
The Disaster Management Act 2003 (DM Act) requires comprehensive disaster management plans to be developed. Charters Towers Regional Council has complied with the introduction of the State Counter-Disaster Organisation Act 1975 for the provision of emergency planning and response for the local community.
This plan is prepared for the Charters Towers Region under the provision of Section 57 of the Disaster Management Act 2003, and replaces the former Local Government Disaster Management Plan.
This plan has been produced by and with the authority of the Charters Towers Regional Council pursuant to Section 57 and 58 of the Disaster Management Act 2003, hereafter referred to as ‘the Act’:
57 Plan for disaster management in local government area A local government must prepare a plan (a local disaster management plan) for disaster management in the local government’s area. The plan must include provision for the following— the State group’s strategic policy framework for disaster management for the State, and the local government’s policies for disaster management; the roles and responsibilities of entities involved in disaster operations and disaster management in the area; the coordination of disaster operations and activities relating to disaster management performed by the entities mentioned in paragraph (b); events that are likely to happen in the area; strategies and priorities for disaster management for the area; the matters stated in the disaster management guidelines as matters to be included in the plan; other matters about disaster management in the area the local government considers appropriate.
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58 Requirements of plan
A local disaster management plan must be consistent with the disaster management guidelines.
Purpose
This plan details the arrangements within the Charters Towers Regional Council’s local government area to plan and coordinate capability in disaster management and disaster operations.
The purpose of the Charters Towers Regional Council Local Disaster Management Plan is to address the disaster management needs of the Regional Council area.
This will be achieved by:
Ensuring that community risks related to events are effectively managed; Ensuring that risks requiring District level support are identified and communicated to the District Level; Ensuring that Local Government and Local Groups comply with their disaster management obligations under the Disaster Management Act 2003; and other purposes related to disaster management the Local Government determines.
The disaster management system in Queensland can be shown diagrammatically as follows:
Figure 2 - Diagram of Queensland Disaster Management Structure
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Objectives
The objectives of the Charters Towers Regional Council’s Local Disaster Management Plan is to facilitate the implementation of effective and efficient disaster management strategies and arrangements including:
• the development, review and assessment of effective disaster management for the local government area including arrangements for mitigating, preventing, preparing for, responding to and recovering from a disaster. • compliance with the State Disaster Management Group’s (SDMG) Strategic Policy Framework; the State Disaster Management Plan; the Local Disaster Management Guidelines; and any other Guidelines relevant to local level disaster management and disaster operations. • the development, implementation and monitoring of priorities for disaster management for the local government area.
Prevention
Address and provide prevention strategies for disaster management of the Charters Towers Region through mitigation and education.
The plan aims to identify community awareness programs that will assist the community in preparing for a disaster event.
Preparedness
Address and provide preparedness strategies for disaster management of the Charters Towers Region through mitigation and education.
The plan aims to identify community awareness programs that will assist the community in preparing for a disaster event.
Response
Address and provide response strategies for disaster management of the Charters Towers Region.
Recovery
Address and provide recovery strategies for disaster management of the Charters Towers Region.
The plan ensures that community risks relating to disaster events, or events that affect the wellbeing of the community are identified and effectively managed.
The plan is to detail the arrangements and responsibilities between response agencies, supporting government and non-government organisations.
The objective of the plan is to ensure that risks requiring District level support are identified and communicated to District level.
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Strategic Policy Framework
Disaster management and disaster operations in the Charters Towers Regional Council’s local government area are consistent with the Disaster Management Strategic Policy Framework. The Charters Towers Regional Council and the Local Disaster Management Group will ensure that the Council’s responsibilities under the Disaster Management Act 2003 are executed in full. Council is committed to the values of the disaster management strategic policy framework:
• Protecting health, safety, quality of life and economic vitality. • Building and maintaining partnerships and collaboration across all levels of government, community and industry, in all aspects of disaster management. • Protecting our natural and built environment. • Respecting the diversity of Queensland communities. • Ensuring accountability and transparency of the Queensland disaster management arrangements.
Planning assumptions
Charters Towers Regional Council has the capability to manage events that occur in the region on a regular basis. These include minor to moderate flooding, fires with minimal structural damage and short duration storms. Larger scale events in the region, or multiple events, would require the support of outside agencies.
The region has the capacity to effect small scale evacuations; however larger scale evacuations with prolonged shelter phases would require assistance from outside of the region.
Whilst the region has access to a range of services, it recognises the limitations within these services. An example of this would be lack of a surgical facility in the region.
Events that would be beyond the capacity of the Region would include, but not be limited to:
• flash flooding of significant numbers of dwellings; • earthquake with multiple structural failures; • exotic animal disease; • events that require long term housing for evacuated person’s, and • events with multiple fatalities or multiple serious injuries.
Scope
This plan details the arrangements necessary to undertake disaster management within the Charters Towers Regional Council’s local government area. This includes the communities and localities of:
• Charters Towers • Balfes Creek • Homestead • Pentland • Sellheim • Mingela • Ravenswood • Hervey Range • Greenvale • Hidden Valley • Burdekin Falls Dam
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Figure 3: Map of Charters Towers Region:
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The Charters Towers Regional Council’s Local Disaster Management Group’s Disaster Management priorities include:
• protection of life; • building community resilience throughout the Charters Towers Region; • protection of infrastructure; • manage information and communications; • co-ordinate recovery; • finalise Evacuation Sub-Plan, and • finalise Recovery Sub-Plan.
Review and Renew Plan
Pursuant to Section 59 of the Disaster Management Act 2003 “a local government may review, or renew, its local disaster management plan when the local government considers it appropriate. However, the local government must review the effectiveness of the plan at least once a year.”
The Charters Towers Regional Council’s local disaster management plan will be reviewed every twelve months by the members of the Local Disaster Management Group, the Charters Towers Regional Council and a representative of the District Disaster Management Group. A copy of plan is to be forwarded to the Inspector General of Emergency Management (IGEM) for its review.
This plan will also be reviewed under the following circumstances:
• following activation of the Local Disaster Management Group in response to an event; • assessment of changes in hazards; • progress on mitigation strategy (and therefore changes to exposure/risk); • changes in community context (population, demography, socio economic indicators); • lessons identified from exercises, training or previous events; • following a local government election, in respect to personnel changes; • following significant changes to the planning environment including changes in threats or the community; • in response to changes in the planning guidelines; or • in any other circumstance where the Chair believes a review is warranted.
Changes to the plan shall be approved by Charters Towers Regional Council and endorsed by the Charters Towers Local Disaster Management Group.
The Local Disaster Management Group will: ➢ prepare a schedule to exercise Council’s Local Disaster Management Plan on an annual basis; ➢ implement a clear review schedule and review dates on all documentation; ➢ make sub-plans available to the community alongside the Local Disaster Management Plan on Council’s web-site to enable community members to be better informed.
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Local Disaster Management Group Establishment
Under the Disaster Management Act 2003, Section 29, a local government must establish a local disaster management group for the local government area.
Section 30, of the Disaster Management Act 2003, details the functions of the local Disaster Management Act as follows:
to ensure that disaster management and disaster operations in the area are consistent with the State group’s strategic policy framework for disaster management for the State; to develop effective disaster management, and regularly review and assess the disaster management; to help the local government for its area to prepare a local disaster management plan; to identify, and provide advice to the relevant district group about, support services required by the local group to facilitate disaster management and disaster operations in the area; to ensure the community is aware of ways of mitigating the adverse effects of an event, and preparing for, responding to and recovering from a disaster; to manage disaster operations in the area under policies and procedures decided by the State group; to provide reports and make recommendations to the relevant district group about matters relating to disaster operations; to identify, and coordinate the use of, resources that may be used for disaster operations in the area; to establish and review communications systems in the group, and with the relevant district group and other local groups in the disaster district of the relevant district group, for use when a disaster happens; to ensure information about a disaster in the area is promptly given to the relevant district group; to perform other functions given to the group under this Act; to perform a function incidental to a function mentioned in paragraphs (a) to (k).
In accordance with Section 29 of the Disaster Management Act 2003 the Charters Towers Regional Council’s Local Disaster Management Group was established on 15th July 2008.
Membership
The following table details Core Membership of the Charters Towers Regional Council’s Local Disaster Management Group:
Organisation Role Charters Towers Regional Council Chair Mayor, Charters Towers Regional Council. In the absence of the Mayor, the Councillor identified as the Deputy Chair shall assume the role of Chair. Charters Towers Regional Council Deputy Chair Charters Towers Regional Councillor appointed by CTRC Charters Towers Regional Council Local Disaster Coordinator Chief Executive Officer Charters Towers Regional Council Deputy Local Disaster Coordinator Director Infrastructure Services Charters Towers Regional Council Executive Officer Executive Assistant to Mayor Charters Towers Regional Council Recovery Committee Administrator Queensland Police Service Charters Senior Sergeant Towers State Emergency Service Local Controller Ministers’ Fraternal Nominated Representative
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Organisation Role Queensland Fire and Emergency Management Coordinator (EMC) Emergency Services - Emergency Management Queensland Fire and Emergency Inspector Services - Fire & Rescue Prospect Community Services Chief Executive Officer Queensland Health- Charters Towers DON/Facility Manager Health Centre
Membership of the group shall mean and include the person acting in the capacity of any of the above members or the delegate of the member as the case maybe.
In conjunction with Queensland Fire and Emergency Services, the Charters Towers Regional Council’s Local Disaster Management Group and member agencies, maintain a Disaster Management Training Needs Analysis, which details a coordinated approach to disaster management training within the group in accordance with the Queensland Disaster Management Training Framework. An ongoing gap analysis of the Charters Towers Regional Council’s Local Disaster Management Group is conducted to identify Disaster Management Training requirements for members.
In 2019, the Charters Towers Local Disaster Management Group achieved and is continuing to achieve 100% in respect to its training requirements and works closely with its Emergency Management Coordinator to ensure compliance in this area.
Charters Towers Regional Council contributes to the annual report of the Townsville District Disaster Management Group wherein it provides an overview of the activities of its Local Disaster Management Group. Disaster Management information is also included in Council’s Annual Report.
Pursuant to Section 33 of the Disaster Management Act 2003 the following refers to Membership of the Local Disaster Management Group and the roles and functions of the group:
Subdivision 3 Membership
33 Membership
A local group consists of the persons appointed as members of the group by the relevant local government for the group. At least 1 person appointed under subsection (1) must be a person nominated by the chief executive of the department. At least 1 person appointed under subsection (1) must be a Councillor of a local government. The relevant local government for a local group may appoint a person as a member only if satisfied the person has the necessary expertise or experience to be a member.
34 Chairperson and deputy chairperson of local group
The relevant local government for a local group is to appoint— a member of the group as the chairperson of the group; and a member of the group as the deputy chairperson of the group. The member appointed as the chairperson must be a Councillor of a local government.
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34A Functions of chairperson of local group
The chairperson of a local group has the following functions— to manage and coordinate the business of the group; to ensure, as far as practicable, that the group performs its functions; to report regularly to the relevant district group, and the chief executive of the department, about the performance by the local group of its functions.
35 Local disaster coordinator
The chairperson of the local group must, after consulting with the chief executive, appoint the chief executive officer or an employee of the relevant local government as a local disaster coordinator of the group. The chairperson of the local group may appoint a person mentioned in subsection (1) as a local disaster coordinator of the group only if satisfied the person has the necessary expertise or experience to be a local disaster coordinator. The appointment under subsection (2) must be in writing and may only be revoked in writing.
36 Functions of local disaster coordinator
The local disaster coordinator has the following functions— to coordinate disaster operations for the local group; to report regularly to the local group about disaster operations; to ensure, as far as practicable, that any strategic decisions of the local group about disaster operations are implemented.
37 Notice about membership of local group
The relevant local government for a local group must, at least once a year, give written notice of the members of the group to— the chief executive; and the chairperson for the disaster district in which the local group is situated.
Appointment of representative to District Group
The Charters Towers Regional Council Mayor is appointed as a member of the District Disaster Management Group.
Notification of membership to State Group
The XO (Executive Officer) shall notify the State Disaster Management Group and District Disaster Management Group of the local groups’ membership once per annum. Changes to the executive membership will be forwarded to the state and district groups as they occur.
Membership of the Committee shall mean and include the person acting in the capacity of any of the above members or the delegate of the member. The delegate must have the authority to commit resources from parent body.
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Advisors
The following members whilst not regarded as “core” members of the Local Disaster Management Group, may be called upon to give specialist advice about the role and capabilities that their organisation may be able to provide to the LDMG in the event of a disaster:
Agency Member Charters Towers Regional Council Nominated staff JOSS – Joint Operations Support Acting Operations Officer Staff (Department of Defence) Queensland Police Service – Greenvale, Officer in Charge Pentland and Ravenswood Queensland Ambulance Service – Charters Towers Officer in Charge Queensland Fire and Emergency Services (Urban) Officer in Charge Queensland Fire and Emergency Services (Rural) Officer in Charge Telstra Area Manager Community Groups eg Lions, Rotary etc Nominated representative Schools – State Regional Director/Principals & Nominated staff Schools – Independent Regional Officers/Principals & Nominated staff Local welfare groups including but not limited to: Blue Care, As required Salvation Army, St Vincent De Paul, Lifeline Community Care Charters Towers Chamber of Commerce and Mines Inc. President Mine Rescue Groups Mining Companies/Managers Department of Agriculture and Fisheries Regional Director/Nominated Representative Department of Natural Resources Mines and Energy Regional Director/Nominated Representative Department of Transport and Main Roads Regional Director/Nominated Representative Department of Local Government, Racing and Multicultural Affairs Regional Director/Nominated Representative Bureau of Meteorology Officer in Charge/Nominated Representative Queensland Rail Officer in Charge/Nominated Representative GIVIT Queensland Manager Department of Communities, Disability Services and Seniors Regional Director/Nominated Representative Ergon Energy PSS Pilot Network Performance Officer - Flinders Eventide Aged Care Facility DON Dalrymple Villa Aged Care Facility Manager Blue Care DON My Aged Care Contact Queensland Reconstruction Authority Regional Liaison Officer NBN – Major Incident Management team National Network Emergency Manager
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Agency Member Telstra Area General Manager/Nominated Representative Optus Area General Manager/Nominated Representative Townsville City Council Paluma Dam Operator Carpentaria Gold Suhr’s Creek Dam Operator Sunwater Burdekin Falls Dam Operator
Any other person or organisation may be requested, at the discretion of the Chair of the LDMG (Local Disaster Management Group), to provide advice to the group.
In 2018, Specialist Advisors were reviewed. In 2020 the Specialist Advisors will be further reviewed and training in the QDMA is to be arranged with the Local Disaster Management Group’s Emergency Management Coordinator. Membership documentation will be forwarded to the relevant agencies for completion and sign off from the Chair of the Local Disaster Management Group.
The Local Disaster Management Group will include training of identified deputies and advisors to support succession planning and fatigue management.
Sub-Groups
The following groups have been established:
Sub Group 1st Contact 2nd Contact Infrastructure Services Director Manager Operations Corporate and Community Director Manager Community Services Services Office of the Chief Executive Chief Executive Officer Officer Aged Care Executive Officer – LDMG Not Applicable Recovery Local Recovery Coordinator Recovery Committee Administrator
The Local Recovery Group currently contained Council’s draft Recovery Sub-Plan there are four functional sub-groups.
These are:
➢ Human Social ➢ Economic ➢ Infrastructure (Roads, Transport and Buildings) ➢ Environmental
In the Queensland State Recovery Plan, five functional sub-groups are referenced, and these include:
➢ Environmental Recovery ➢ Building Recovery ➢ Economic Recovery ➢ Roads and Transport Recovery ➢ Human Social Recovery.
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In February 2020, Council is partnering with Queensland Reconstruction Authority, Queensland Fire and Emergency Services and other community stakeholders to participate in a workshop to review its draft Recovery Plan. The result of this workshop will be the development of a Recovery Plan for the Charters Towers Region.
Meetings and Quorum
The members of the Charters Towers Regional Local Disaster Management Group meet, under normal circumstances, once (1) in the lead up to and following each wet season, and additional two (2) meetings per year. Under emergency/disaster conditions meetings are convened at the request of the Chair, the Local Disaster Coordinator of the Local Disaster Management Group, their delegate or at the request of the District Disaster Coordinator. Additional meetings will be convened to address additional or extraordinary business as required.
The Disaster Management Act 2003 section 40 states a quorum for a meeting of a disaster management group is the number equal to – one-half of its members for the time being holding office plus 1; or if one-half of its members for the time being holding office is not a whole number, the next highest whole number.
Meetings will be held at the Charters Towers Regional Council’s Administration Centre.
Members and deputies to the Charters Towers Regional Local Disaster Management Group shall be appointed in writing with signed approval from the Chair of the LDMG.
In accordance with Section 37 of the Disaster Management Act 2003, the relevant local government for a local group must, at least once a year, give written notice of the members of the group to –
(a) the executive officer of the State group; and (b) the district disaster coordinator for the disaster district in which the local group is situated.
41 Presiding at meetings
The chairperson of a disaster management group is to preside at all meetings of the group at which the chairperson is present. If the chairperson is absent from a meeting of the group, but the deputy chairperson is present, the deputy chairperson is to preside. If the chairperson and deputy chairperson are both absent from a meeting of the group—
the member of the group nominated by the chairperson is to preside; or if the chairperson does not nominate a member under paragraph (a) —the member nominated by the deputy chairperson is to preside. If the offices of chairperson and deputy chairperson are vacant, the member of the group chosen by the members present is to preside.
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42 Conduct of meetings
A disaster management group may hold meetings or allow members of the group to take part in its meetings, by using any technology that reasonably allows members to hear and take part in discussions as they happen. Example of use of technology— teleconferencing
A member who takes part in a meeting of a disaster management group under subsection (1) is taken to be present at the meeting.
A resolution is validly made by a disaster management group, even if it is not passed at a meeting of the group, if— a majority of the members of the group gives written agreement to the resolution; and notice of the resolution is given under procedures approved by the group.
43 Minutes
A disaster management group must keep minutes of its meetings.
Administrative Responsibilities
The LDC of the local group may be responsible for the administrative responsibilities of the group, or the group may appoint an executive officer to perform these functions. The following administrative tasks are to be undertaken by the group:
• Keeping of meeting minutes; • Maintenance of contact lists; • Maintenance of membership lists; • Updating of local plan; • Registration of correspondence; • Reporting (as listed); and • Conduct of meetings.
Authority to Activate the Group
The group may be activated by the Chair of the local group should the Chair believe that the activation in response to a threat is significant to warrant activation. The level of activation will be determined by the Chair, considering the likelihood and possible impact of the threat. The group may also be activated by the District Disaster Coordinator (DDC).
Activation of the group will occur independently of activation of DRFA. The decision to activate will be based on threat rather than financial implications.
Once the group is activated, situation reports will be compiled and submitted to the district group at a frequency determined by the district group.
Whilst there may be no requirement for the entire group to attend a coordination centre, the Chair is to ensure that the entire group is kept informed of the situation and actions of the group.
The group will stand down only after the decision to cease activity has been made by the Chair and the DDC. Once the group has stood down, a final situation report will be compiled and sent to the district disaster management group.
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Reporting
The Local Disaster Coordinator (LDC) or Executive Officer (XO) of the Charters Towers LDMG is responsible for the administrative and reporting obligations of the group. The following reporting must be undertaken by the group: Report: Submitted to: Frequency: Format:
Meeting minutes DDMG Following each meeting Minutes LDMG Report DDMG Annually Word document LDMG Membership DDMG Annually Email/ Correspondence Situation Reports DDMG As negotiated As issued Activation Report DDMG As required Issued by DDMG
Local Disaster Coordination Centre February 2019
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COMMUNITY ENGAGEMENT (Standard for Disaster Management in Queensland)
The community is central to disaster management. Community engagement entails actively involving the community in managing their risk. It involves collaboratively planning how the community’s collective efforts will contribute to their safety. Community engagement builds local capability, capacity and community self-reliance. This allows entities to focus their efforts where they are needed most.
Outcomes ➢ Entities proactively and openly engage with communities ➢ The community makes informed choices about disaster management, and acts on them
Community Education
In accordance with Section 30(e) of the Disaster Management Act 2003 ongoing public awareness and community education programs are conducted by the Charters Towers Regional Council with assistance various agencies to ensure the community is aware of ways of mitigating the adverse effects of an event, and preparing for, responding to and recovering from a disaster.
Assistance has been provided in the past and will be provided in the future by Community Engagement Officer, Queensland Fire and Emergency Services, Townsville, through school visits. The LDMG Executive Officer has raised the possibility of hosting Business Continuity Planning sessions within the Charters Towers Region.
In 2020 the Australian Red Cross will deliver its “Pillow Case” project to schools within the Charters Towers Region and Volunteering Queensland will provide Volunteer Training, throughout the region, made possible through the 2019 FNQ & NQ Monsoon Trough – Category C Flexible Funding Grants Program. Part of the focus of this training will be in respect to how people can assist, in a volunteer capacity, following a disaster event.
Community education includes programs designed by Council in conjunction with Council’s operational staff and the Charters Towers Regional Local Disaster Management Group, together with material prepared by agencies such as the Queensland Fire and Emergency Services, Bureau of Meteorology and other statutory services.
The Local Disaster Management Group is to involve more of the community in disaster management activities that align to the Charters Towers mitigation plan, to help increase awareness of risks and what residents can do to reduce them.
The Local Disaster Management Group will promote the Local Disaster Management Plan to support community understanding of the plan.
To strengthen this area, Council will develop community profiles, and will test messaging content with the community.
Included in these programs are the following:
o publications explaining cyclone preparedness and emergency procedures; o 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 an event; o preparations of media releases and community service announcements explaining storm season and cyclone preparedness and emergency procedures; and o ongoing media campaign to encourage the public to "be aware".
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Programs within the plan include:
School based education programs: Queensland Fire and Emergency Services Community Engagement Officer conducts disaster awareness programs in local schools within the region. Such visits are organised through Council in consultation with schools and Queensland Fire and Emergency Services. In 2020 the Australian Red Cross will conduct the Pillow Case project in various schools within the region.
Community group education programs: The month of October has been nominated as Get Ready month. The Queensland Government’s Get Ready Campaign occurs around the second week in October.
During October/November, 2019, Get Ready information mornings were held around the region where promotional material was provided to interested members of the public. Following these information sessions, it was recommended that these information mornings be held every two (2) years. ➢ It is intended to visit groups such as 60 and Better and aged care groups throughout 2020 to enhance community group education programs. ➢ Representatives of the Local Disaster Management Group will attend an Emergency Services Cadet training evening in February 2020 where the cadets will assist with placing of promotional products in the promotional bags. During this evening, representatives will also provide a brief as to the activities of the LDMG. Information for new residents: In 2020 promotional bags of disaster preparedness materials will be provided to the Charters Towers Regional Council’s Visitor Information Centre for distribution to new residents. Displays at community events: The Executive Officer will take opportunity to provide preparedness information to the regional community through various events occurring within the region eg. Markets, Community Days. Specific information for vulnerable groups: A vulnerable persons sub-plan has been developed. Disaster preparedness information has been provided to Prospect Community Services for the clients. This information will be provided to Community Health at the Charters Towers Health Facility. Information for Aged and Disabled Care groups: Prospect Community Services is currently the conduit between the Local Disaster Management Group and the NDIS services providers. Preparing for a disaster information will be provided to groups and organisations who have direct contact with seniors and those with disabilities. Advice to small business: In partnership with Queensland Fire and Emergency Services, Council will investigate the provision of Business Continuity Planning sessions for business owners within the Charters Towers Region. Support for SES recruitment: Charters Towers Regional Council supports the State Emergency Services as part of its operations. SES volunteers have supported community engagement activities organized by the Local Disaster Management Group. The Local Disaster Management Group is prepared to support SES recruitment and if the opportunities arise, display information pertaining to such recruitment. Charters Towers Regional Council has provided support for the Emergency Services Cadets Program that was initiated in 2019 by the Charters Towers State Emergency Services Group.
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The Charters Towers Regional Council Local Disaster Management Group also aims to enhance community disaster awareness and preparedness by providing access to the Charters Towers Regional Council Local Disaster Management Plan and associated sub plans on Charters Towers Regional Council's public website (http://www.charterstowers.qld.gov.au).
Agencies responsible for the provision of public information are outlined below:
o Townsville District Disaster Coordinator will advise detail of mandatory evacuations and declarations under the Disaster Management Act, relating to any disaster event. o Charters Towers Regional Council will provide 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 Charters Towers Regional Council’s Local Disaster Management Group and Charters Towers Local Disaster Management Plan.
Media Management
All media releases are to be approved by the Chair or Local Disaster Coordinator of the LDMG prior to release to media outlets. During major operations, if the Chair or Local Disaster Coordinator is absent, the Local Disaster Management Group should appoint a Media Liaison Officer. In Council’s case, it’s Manager Governance and Communications or Communications Coordinator would undertake this role. If the subject matter is controversial refer Media to DDC or SDCC-Brisbane.
The allocated Media person will be present at all meetings of the LDMG and have access to SitReps to keep the public informed.
Further information is contained in the Public Information and Warnings Sub-Plan.
The goals of the Charters Towers LDMG in respect to Community education is as follows:
o building community awareness on an all hazards approach; o promoting community self-reliance through personal responsibility for managing risks as much as possible, o increasing community resilience through being prepared for natural disaster events; o developing the community’s appreciation of the Queensland Disaster Management Arrangements (QDMA) and understanding of their role to support and contribute to disaster management and o imparting knowledge through community education programs to combat community complacency.
The effectiveness of community education is measured through regular community surveys and engagement.
To ensure public awareness of identified risks to the region, Council will display its Disaster Mitigation Plan on its website.
The variety of approaches taken in respect to Community Engagement ensures that the communication is relevant to the community. It ensures the continuous flow of up to date critical information.
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Communication Systems
The following communication systems are available:
• SES Radio Net: Telstra Next G, HF and UHF system, Mobile repeater (SES channels only) • QPS Radio Net: HF, UHF system, satellite phone, Telstra Next G • QAS Radio Net: HF, UHF and VHF system, Telstra Next G, satellite phone • QFES (Rural Fire Service): VHF and UHF system – Mobile Repeaters x 2, 3 satellite phones, HF Base station • QFES (Fire and Rescue): Telstra Next G, satellite phone, UHF and VHF system. Fire ground channels can vary from incident to incident and it will be advised to all agencies reporting to the incident ground. Fire Ground Channels are selected by the Incident Command. Fire Com channels will also vary pending on location in the Charters Towers Region. During a disaster the Fire and Rescue representative will be able to advise communications to the LDMG that will be specific to the incident. • Charters Towers Regional Council: Telstra Next G, satellite phone, UHF system, Telstra Tipt, Email, Website and Social Media, 200Kva on standby and 180Kva on prime power Generator at Administration Centre to provide backup power as required • Charters Towers Hospital: Telstra Next G, UHF system, satellite phone.
Linkages: UHF Channel (emergency channel) 5 Charters Towers Regional Council – Channel 4
Repeater system information UHF channel 7 & UHF Channel 6. A map delineating UHF repeater sites within Charters Towers Region is provided as follows:
Get Ready Activities
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Map: UHF Repeater Sites
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Charters Towers Regional area has free to air television stations including: ABC, Seven, Nine, SBS and Imparja as well as pay television and access to AM and FM radio stations. These services are connected to local town power.
UHF Radio and Telephone Trees
Council has several people in the region who live on the banks of major rivers and it has been identified to contact residents by UHF Radio and telephone to check river heights particularly in the upper reaches of the Burdekin and Cape River catchments.
In 2020, Council will formalise, by way of correspondence, confirming with the nominated property owners’ their preparedness to provide updates in respect to the communicating of river heights to the Local Disaster Management Group as well as ensuring their preparedness to make contact with neighbouring property owners through the use of the UHF network.
It has been recommended as it would be beneficial to the community if the Group could consider ways of mitigating the poor communications access throughout the region, through further promotion of the existing UHF system.
In 2020 Council will be reviewing the UHF repeater network.
Warnings
It has been recommended that in the event of a disaster and if the need arose to disseminate warnings across the region immediately, it was recommended that the UHF network be used.
Channel 1 is recommended for the Northern quadrants of the region and Channel 6 for the southern quadrants of the region.
UHF communication tower information is held by Council and by RB Communications (who provides maintenance to the towers).
During the 2019 Far North and Northern Monsoon Event, Charters Towers Regional Council prepared several Emergency Alert messages and such messages were disseminated throughout the region through the mobile telephone networks.
Operational Reporting Major Operations
The Charters Towers Regional Council LDCC will only be activated on the instructions from the Chair or the Charters Towers Regional Council Local Disaster Coordinator in times of disaster or major incidents.
The initial request for assistance will come from a Control Authority as designated in the Local Disaster Management Plan, the Disaster District Co-ordinator or a Government Agency.
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Action Required
Local Disaster Coordinator to activate and staff the Charters Towers Regional Council LDCC to suitable level. Activate Guardian Disaster Management System, however have paper forms for backup. Relay all Official Warnings to Officer in Charge, affected area. After initial contact, request continuing Sitreps, dependent on situation. After initial contact, request continuing Sitreps, as required. Establish early contact with QFES Emergency Management Coordinator and DDC Townsville. Relay Sitreps to DDC Townsville and provide copies to the members of the Local Disaster Management Group, together with the Queensland Reconstruction Authority for information. Record all inward telephone calls and request for assistance through Guardian or by other means as instructed by the Local Disaster Coordinator and detail to Committee for necessary action. All requests for assistance are to be collated and logged at Charters Towers Regional Council LDCC. The requests are to be processed by CTRC LDMG by its Guardian Disaster Management System or by other means as instructed by the Local Disaster Coordinator. If outside assistance is required a Request for Assistance by the Chair, or Local Disaster Co- ordinator, is to be forwarded to the DDCC in Townsville. Council has the Guardian software installed and such program is set up for noting of operations, jobs, projected tasks and overview. The use of this system allows the Disaster Management Group ready evaluation of the operation, and outstanding tasks. It also allows for easy transfer of operational duties during change of staff. In respect to re-supply, Charters Towers Regional Council Liaison Officers are to collect all Orders and have same collated at Charters Towers Regional Council LDCC before requesting assistance and forwarding details to DDC Townsville. This process to occur through the Guardian Disaster Management System or as instructed by the Local Disaster Coordinator. Ensure Charters Towers Regional Council and all traders receive official memorandums from Executive Officer, SDCC, eg. freight arrangements, insurance subsidy arrangements, welfare, etc. CTRC LDMG must ensure the Liaison Officers of agencies in Charters Towers Regional Council LDCC are kept fully informed on all decisions and actions taken by the Local Group.
Rural Residents
When any incident or disaster is likely to impact on rural residents, the Charters Towers Regional Council LDCC must ensure contact is made with all rural residents to ensure their safety and welfare.
Current listings of rural residents must be maintained in the Co-Ordination Centre.
A list of Rural Residents is held by the Executive Officer for the Local Disaster Management Group.
The list of Rural Residents is updated when contact has been made with the residents. This list is used for Disaster Management purposes only.
In 2019, during the monsoon event, constant contact was made with rural property owners every couple of days.
Following the Monsoon Event in January/February, information packs were distributed to approx. 200 rural property owners together with a survey requesting an update of property owner contact details together with other vital information. These details will be updated and will continue to be updated when property owners are contacted in during future natural disaster events.
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It is also to be noted that in the event of a disaster where the power is cut off and the property owners are on generated power, contact by telephone can only be made during daylight hours by telephone. At night the generators are shut down.
The Paluma Dam Emergency Action Plan is held by the Executive Officer of the Local Disaster Management Group. This plan provides a list of Hidden Valley residents that are downstream of the Paluma Dam and, in the event of a dam failure, will be required to be contacted and evacuated if necessary.
The Emergency Management Plan for the Suhrs Creek Dam, Ravenswood, is held by the Executive Officer for the Local Disaster Management Group. This plan provides a list of Ravenswood residents that are downstream of the Suhrs Creek Dam, and in the event of a dam failure will be required to be contacted and evacuated if necessary.
The Emergency Action Plan for the Burdekin Falls Dam is held by the Executive Officer for the Local Disaster Management Group. This plan provides a list of residents in the vicinity of the Dam and in the event of a dam failure will be required to be contacted and evacuated if necessary. Burdekin Shire Council has included several Charters Towers Regional Council residents within its Emergency Alert processes in the event of a failure of the Burdekin Dam.
The contact lists within the Emergency Action Plans for Referable Dams are maintained by the dam owners and dam managers.
The Local Disaster Management Group will, as part of its planning, consider vulnerable people as part of its capability enhancement strategy and that an enhanced understanding of warnings for the vulnerable will be an area of focus for the Group.
LDMG members will receive warning products via several means.
The DDC will receive notification directly from the State Disaster Coordination Centre (SDCC) and internally through Queensland Police Service Communication Centres and will ensure the dissemination of warnings to vulnerable LDMGs within the district.
The Charters Towers Regional Council’s LDMG will be notified by Townsville District Disaster Coordination Centre and may also receive notification from internal agency central offices.
Several agencies will also receive warnings directly from the Bureau of Meteorology.
Details regarding responsibility for notification processes within LDMG member agencies are detailed in respective agency plans. Agency plans may include detailed contact registers to achieve dissemination of warnings.
The Local Disaster Management Group will plan to exercise, with the region, the testing of their warning messages with the community through Emergency Alerts. For this to be achieved, there needs to be liaison with the State Disaster Coordination Centre to seek assistance in the testing of the community messages.
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In summary, the responsibilities of LDMG members for notification in the local government area are shown in the following table:
Responsible Agency Group/Agency Notified
Charters Towers Regional Council Council resources
Charters Towers Ministers’ Fraternal Members of the Clergy - Churches
Prospect Community Services Staff and clients of the Prospect Community Services Limited Queensland Health – Charters Towers Health Staff and patients at Charters Towers Health Centre Centre and Eventide Nursing home
Queensland Fire and Emergency Services State Emergency Services Units Queensland Fire and Emergency Services Units Queensland Police Service Queensland Police Service - Stations
The process for the notification and dissemination of warning products is not a function dependent on the activation of the LDMG, rather should be an automatic responsibility of LDMG Executives and members regardless of the status of activation of the LDMG.
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CAPABILITY INTEGRATION (Standard for Disaster Management in Queensland)
Capability integration involves entities building their capabilities together in a way that complements existing capability within the community. Capability integration is dependent on a shared understanding of the goals that guide the sector, and the ability to share and manage resources appropriately.
Outcomes: ➢ Resources are prioritised and shared with those who need them, when they need them. ➢ Entities develop integrated capabilities and shared capacity to reduce the impact of disasters on the community.
OPERATIONS (Standard for Disaster Management in Queensland)
Operations are the activities undertaken by entities during response, relief, and recovery for a specific event, including activities to mitigate and prepare for the impacts of that event.
Outcomes:
➢ Operations minimise the negative impacts of an event on the community and provide the support needed for recovery.
Strategies
The CTRC LDMG will ensure that its Core Members, Specialist Advisors and external agencies that were active during the event, are assembled for a post-disaster “hot” debrief. This debrief will occur as soon as practicable following the event.
The content discussed at this debrief will be documented and a report prepared for all members of the said groups. A copy of this report will be forwarded to the District Disaster Management Group for its information.
This report will give a review of operations and putting the Local Disaster Management Plan into action. It will also identify any shortfalls in operations and areas that need improvement. It is to give a whole picture of the event from start to end.
The report will identify the areas where training is required. In consultation with QFES, the LDMG will liaise with QFES in respect to disaster management training and exercises.
This Local Disaster Management Plan is a “living” document and through activations of Disasters, Events, Training and Exercises will continue to be improved and actions implemented to ensure that the Charters Towers Regional Council’s Local Disaster Management Group’s Disaster Management priorities are being met.
Contact to be made with key contacts within vulnerable community groups eg. aged, disabled, indigenous etc.
A public address system is available for mounting to a vehicle and announcements may be recorded to broadcast on a repeat basis.
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LDMG members will receive warning products via several means including inter alia:
• Telephone • Text messages • Facebook/Social Media • Email or in person
Disaster Declaration
In accordance with Section 64 of the Disaster Management Act, a DDC may, with the approval of the Minister, declare a disaster situation for the district or one or more local government areas within the district in whole or in part. As outlined in Section 75 and Section 77 of the Act, the declaration confers extra powers on individuals and groups to perform actions, give directions and control movements within the declared area.
If the powers were needed the Charters Towers Regional Council’s Local Disaster Management Group would request the DDC to make the appointment.
In declaring a disaster situation, the DDC is to be satisfied that a disaster has happened, is happening or is likely to happen. It will be necessary, or reasonably likely to be necessary, to exercise declared disaster powers to prevent or minimise the loss of human life, illness or injury to humans, property loss or damage, or damage to the environment. Before declaring a disaster situation, the DDC is to take reasonable steps to consult with each local government in, or partly in, the proposed declared area.
It is important to note that the declaration of a disaster situation relates to the situational requirement for additional powers and is not linked to the activation of disaster management groups under the QDMA or the activation of disaster financial assistance arrangements. All three actions are independent processes and are not interlinked or conditional. The declaration of a disaster situation does not impact the requirements of a local government under the Act to manage disaster operations in their area.
When a disaster is declared information in respect of same would be disseminated through the Core Group Members and Deputies, Advisors, Media/Communications Officer for media outlets and through Council contact lists.
Depending on the scale of the event, the Core Members of the Local Disaster Management Group will work with the Advisors in respect to the requirements. During this time both the Core Members and Advisors will be flexible as they work together to ensure the community is safe.
In accordance with Section 59(2) of the Disaster Management Act 2003 two exercises will be conducted each calendar year. Prior to the onset of the wet season, the Chair and LDC of the LDMG will ensure that the members are confident in their roles within the group. The LDC of the LDMG will work with Queensland Fire and Emergency Services to identify training and exercise shortfalls of the group.
Council understands the need to work within formal and informal relationships for cooperative service delivery through the membership of the LDMG.
The Local Disaster Management Plan is reviewed annually (internally and by the Inspector General Emergency Management), updated in consultation with member agencies and distributed as appropriate.
It is recommended that a key decisions register be kept and that a spreadsheet of actions be developed and remain updated. This information is to be maintained by the Executive Officer of the Local Disaster Management Group.
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COLLABORATION AND COORDINATION (Standard for Disaster Management in Queensland)
Collaboration and Coordination refers to how entities consider an integrated approach, and work together to promote a positive environment within the disaster management sector across all phases of disaster management. It includes the ways in which they show leadership and commitment to the principles behind disaster management.
Outcomes: ➢ Entities proactively work together in a cooperative environment to achieve better results for the community ➢ A collaborative culture exists within disaster management.
Council has the Guardian software installed and such program is set up for noting of operations, jobs, projected tasks and overview. The use of this system allows the Disaster Management Committee ready evaluation of the operation, and outstanding tasks. It also allows for easy transfer of operational duties during change of staff.
Memorandums of Understanding
The Charters Towers Regional Local Disaster Management Group has developed and will develop MOU’s with the following individuals and agencies, in 2020, in respect to Disaster Management Response within the Charters Towers Region:
• Education Queensland • Blackheath & Thornburgh College – Independent School • Columba Catholic College – Catholic Diocese • All Souls St Gabriels School – Independent School • Volunteering Queensland • Local Churches • GIVIT • Elizabeth Schmidt – Owner of Anne Street Church • Property Owners of Starbright Station and Mt Fullstop Stations – Flood Monitoring Systems • Queensland Fire and Rescue – Use of Saleyards for Rapid Response Team accommodation
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ACTIVATION - LOCAL LEVELS OF ACTIVATION FOR RESPONSE ARRANGEMENTS
Triggers Actions Communications
▪ Awareness of a ▪ Hazard & risks identified ▪ Chair and LDC
hazard that has ▪ Information sharing with warning agency remotely on
the potential to ▪ LDC contacts QFES mobile
Alert affect the local ▪ Initial advice to all stakeholders government area
▪ There is a ▪ QFES and LDC conduct analysis ▪ Chair, LDC likelihood that of predictions and LDMG threat may affect ▪ Chair and LDC on watching brief members on local government ▪ Confirm level & potential of threat mobile and area ▪ Check all contact details monitoring ▪ Threat is ▪ Commence cost capturing email remotely quantified but ▪ Conduct meeting with available LDMG ▪ Ad-hoc reporting
may not yet be ▪ Council staff prepare for operations
imminent ▪ Determine trigger point to stand up ▪ Need for ▪ Prepare LDCC for operations public ▪ Establish regular communications with awareness warning agency
▪ LDMG is now ▪ First briefing of core members of LDMG Lean Forward Lean to manage the ▪ LDC advises DDC of lean forward & event establishes regular contact ▪ Warning orders to response agencies ▪ Public information & warning initiated ▪ Advisors contacted ▪ Threat is imminent ▪ Meeting of LDMG Core Group ▪ LDCC contact ▪ Community will be ▪ LDCC activated through or has been ▪ Rosters for LDCC planned & implemented established impacted ▪ Commence operational plans land lines and ▪ Need for ▪ Local government shifts to disaster generic email coordination operations addresses ▪ LDMG takes full control
in LDCC ▪ Chair, LDC and ▪ Requests for ▪ SOPs activated LDMG members support received ▪ Core group of LDMG located in LDCC present at
by LDMG ▪ Commence SITREPs to DDMG LDCC, on Stand Up Stand agencies or to the ▪ Distribute contact details established land ▪ DDMG advised of potential requests for LDCC lines and/or support ▪ The mobiles, response monitoring requires emails coordinatio n
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Triggers Actions Communications
▪ No requirement ▪ Final checks for outstanding requests ▪ LDMG for coordinated ▪ Implement plan to transition to recovery members not response ▪ Debrief of staff in LDCC involved in ▪ Community has ▪ Debrief with LDMG members recovery
returned to ▪ Consolidate financial records operations
normal function ▪ Hand over to Recovery resume ▪ Recovery Coordinator for reporting standard taking place ▪ Return to local government core business business and ▪ Final situation report sent to DDMG after hours
Stand Down Stand contact arrangements
Local Disaster Coordination Centre
The Charters Towers Regional Council LDCC will be located at the Charters Towers Regional Council’s Administration Gold & Beef Rooms & Boardroom, 12 Mosman Street, Charters Towers.
If required a secondary Charters Towers Regional Council LDCC will be situated at the Police Station, Gill Street, Charters Towers.
The Charters Towers Regional Council LDCC should include the following: - suitable room (Gold and Beef Rooms and Boardroom) (set apart from normal every day Charters Towers Regional Council activities; - adequate tables, chairs etc - white boards - access to adequate telephones, including landline, mobile and satellite - access to computer equipment - access to audio visual (television) - access to a photocopier - access to local radio communications and UHF radio
The Charters Towers Regional Council LDC is responsible for: Co-ordination of operations as defined in the Plan; Dissemination of public information through the appropriate media outlets, and Co-ordination with and reporting to District and State Agencies.
The Executive Officer will be responsible for: activation of the Charters Towers Regional Council LDCC operation of the Charters Towers Regional Council LDCC staffing to required level training of staff if warranted, provision of a mobile Charters Towers Regional Council LDCC.
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Operational Planning
The Concept of Operations (COO) details the stages of activations of the group and the roles of the staff in the coordination centre. Within the COO document there is a large portion of operational plans, these plans detail items that should be covered during different phases or actions of the response.
Concept of Operations USBs are available for use by the LDMG. This USB has been provided by Queensland Fire and Emergency Services. In the event of a disaster and no connectivity, the USB contains an emergency management virtual toolbox to support the operation of the Local Disaster Coordination Centre.
Distribution of Public Warnings
Upon implementation of this Plan, all public warnings will be distributed through the Charters Towers Regional Council LDCC upon recommendation of the Control Authority and on the authorisation of the Chairperson of the Disaster Committee or their delegate.
Charters Towers Regional Council LDMG to decide on the appropriate means of delivering warnings to town residents, dependent on local conditions, eg. evacuation to safe housing, etc.
Full use should also be made of local radios, commercial radio and television stations.
Entities to ensure that those representatives providing support to the LDMG during events are the liaison officers for each entity and have the necessary skills, experience and authority to perform the role required during such disasters for the LDMG and remain available to all other entities.
State Controlled Road Cameras – Flood prone areas
In partnership with the Department of Transport and Main Roads, five (5) cameras have been located at flood prone locations throughout the region and Council and the LDMG together with the Department of Transport and Main Roads, will be able to monitor flood levels. The locations include:
• Shovel Creek (Flinders Highway West) • Cape River (Gregory Developmental Road – Clermont Highway) • Hann Creek (Gregory Developmental Road – The Lynd) • Burdekin River at Macrossan (Flinders Highway – East) • Bonnie Flats at Powlathanga (Flinders Highway - West)
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POST-DISASTER
Assessment Initial Impact Assessment
Following a disaster event the Charters Towers Regional Council LDMG will appoint the following personnel to undertake an initial impact assessment as follows:
Damage estimates to Social Housing, government Department of Housing and Public Works Buildings/Contents etc Damage estimates to Water Treatment Plants and Director Infrastructure Services & Manager equipment Utilities Damage estimates to Sewerage Plant Equipment Director Infrastructure Services & Manager Utilities Damage estimates to Charters Towers Regional Council Director Infrastructure Services Roads Damage estimates to Electrical Substations and Ergon Energy – PSS Pilot Network transmission assets Performance Officer – Flinders Damage to Health Facility and Staff Quarters Queensland Health - Townsville Damage to Emergency Services Complexes eg QPS, Senior Sergeant – Queensland Police – QAS, QFES and SES Charters Towers Generalised damage to area QFES (Fire and Rescue)
The priority for the CTRC LDMG post disaster event will be:
• Preservation of life and property (this may include the establishment of evacuation centres and increased security throughout the community to protect public/private property) • Restoration of essential services and assets e.g. hospital, water, power, communications.
NOTE: It is appreciated that the initial estimates (costs) of damage may not be accurate but the report must clearly reflect deaths and injuries, actual damage, personal losses and cases of personal hardship resulting from the event to ensure adequate local, district and state response.
Reporting Procedures - Reporting Requirements
The Local Disaster Coordinator of the CTRC Local Disaster Management Group is responsible for the administrative responsibilities of the group, which is carried out by the nominated Executive Officer. The normal business reporting requirements of the CTRC Local Disaster Management Group are as follows:
• Keeping of meeting and training attendance registers • Maintenance of membership and contact lists • Documentation of meeting minutes and distribution of minutes to LDMG Members and Advisory members • Distribution of meeting agendas • Submission of meeting minutes and actions to Council for endorsement • Submission of reports and annual CTRC LDMG status reports (including annual planning requirements) as required to the DDMG.
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When managing LDMG records, the LDMG must comply with the requirements of the Public Records Act 2002 and records may be subjected to public scrutiny under the Right to Information Act 2009.
Initial Assessment Report
Besides advising the appropriate Department Regional Officers of the damage estimate, the CTRC LDMG Chairperson and/or the Executive Officer will complete an initial assessment report and relay this report to the District Disaster Co-ordinator, Townsville.
Follow up reports/Debrief
As the recovery process continues and more accurate details of damage, personal losses and hardship comes to hand, this updated information must be relayed to DDC Townsville and QFES Townsville.
The failure of any Government department to address their statutory responsibilities must also be brought to the notice of the DDC Townsville for advice to SDCC, Brisbane.
A hot debrief is to be undertaken as soon as practicable after operations are complete giving participants the opportunity to share learning points while the experience is still fresh in their minds.
A post event debrief is to be undertaken within one month of the conclusion of the event when participants have had an opportunity to take a considered view of the effectiveness of the operation.
The debrief should take the following format:
➢ What did we set out to do? ➢ What actually happened? ➢ What should we continue doing? ➢ What should we do differently next time?
Any post disaster review reports generated by a LDMG should be forwarded to the Townsville DDC for consideration.
Any strategies identified as part of the debrief process should include an outline of the procedures and method for implementing those improvement strategies as a component of the monitoring and review of the LDMP and the local disaster management arrangements.
It is recommended that Council strengthen this section of the Plan by the development of an intelligence cell and functions to support the Local Disaster Coordination Centre in the event untrained or non-local staff deploy to assist operations. This will future-proof the group’s intelligence capability.
At the commencement of all Disaster District Operations the Executive Officer SDCC will issue guidelines to DDC Townsville on approved expenditure.
All activities involving expenditure of SDCC money must be approved by the Executive Officer, SDMG. Failure to do so will result in costs being borne by the Charters Towers Regional Council.
All requests for assistance to DDC Townsville which are approved by Executive Officer, SDCC, will be issued with an approval number. This number must be quoted on all official orders and accounts, which must be certified by DDC Townsville prior to payment.
As soon as possible after each operation is completed all accounts from companies contracted must be collected, collated and forwarded to DDC-Townsville for Certification and payment.
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Failure to maintain accurate records during operations, and early collation of all accounts may result in lengthy delays in payment, non-payment, or accounts being received months later with no record of approval (etc) and costs being passed to Charters Towers Regional Council.
For each event, specific cost centres are established for emergent works expenditure and counter disaster operations in accordance with DRFA and SDRA guidelines. For DRFA restoration works, preparation of submissions to the relevant funding body for approval. For urgent projects, a separate project number is allocated for costing purposes to enable works to commence prior to official approval.
Logistics Support
The Charters Towers Regional Council’s Local Disaster Management Group will request assistance from the DDMG by way of the completion of a Request for Assistance form that is signed by the Local Disaster Coordinator.
All resources provided and utilised will be managed by the Local Disaster Management Group via the Local Disaster Coordinator.
Requests for Assistance will be prioritised if required eg. protection of life, continuity of essential services etc.
A draft Host Town Plan has been developed for Charters Towers to be utilised as a reception area for large numbers of evacuees from a coastal disaster event.
The LDMG will contact the local authorities that bound the Charters Towers Region in respect to support that could be offered during the event of a disaster. Charters Towers Regional Council is a signatory on a Memorandum of Understanding (MOU) with other North Queensland and Far Northern Queensland local authorities which sets out a framework for cooperation between the Councils named.
The aim is to promote cooperation between these Councils in a disaster event which affects one or more of the Council areas and to promote collaboration between Councils on disaster prevention, preparation, response and recovery arrangements. The MOU is not intended to be legally binding or enforceable.
As Charters Towers Regional Council operates the Guardian Disaster Management System it can assist its coastal neighbours if the need arises.
Training has occurred in the use of Guardian with Council staff being trained in its use at regular intervals together with members of the Local Disaster Management Group.
The Local Disaster Management Group will develop event planning doctrine that outlines specific roles and responsibilities, agency leads and generic tasks for a range of disaster events linked to the Group’s identified natural and human-caused risks.
Council will review its Assets Registers to explore and record specific resources, availability and requirements during hazard specific events. Charters Towers Regional Council put a call out to its staff during 2018 seeking expressions of interest in becoming Auxiliary fire fighters to assist with the numbers of people available to assist the urban QFES staff when needed.
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Re-supply
The Executive Officer of the LDMG has developed a spreadsheet that refers to the major suppliers of fuel, gas, food stuffs and pharmaceuticals in Charters Towers and refers to the following questions:
• How often is resupply? • When are delivery days? • Method of delivery? • Alternate delivery method? • How many people will be supported on normal stock levels? • How many days’ supply is available? • What capacity does the store have to supply if the population doubled?
During the year, Council calls for Tenders for helicopter services for assistance in the event of a Natural Disaster.
In 2019 called for Expressions of Interest for helicopter services to be in place for two years. Council has been in contact with other local authorities recommending that a regional approach be investigated in respect to the provision of helicopter services.
Recovery Strategy
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 emotionally 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 Charters Towers Regional Council’s Local Disaster Management Plan considering the disaster.
Recovery must commence as early as possible during the response phase of the event and continue after the response phase has concluded.
Recovery will be addressed through the activation of the Recovery Sub Plan.
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Recovery Sub Plan
Council’s Recovery Sub Plan is currently being reviewed and will be workshopped in mid February 2020 and include specific detail to inform local action and the transition between the phases.
Recovery of Council’s infrastructure and corporate processes will be addressed in the Charters Towers Regional Council’s Business Continuity Plans.
A Business Continuity Plan has been developed for Council’s Administration Centre and City Hall. Business Continuity Plans for Council’s Water and Sewerage and Financial Operations are currently being developed.
The four functional areas of recovery Council have established are:
• Human Social • Infrastructure (buildings and engineering; roads and transport) • Economy (including financial and political considerations) • Environment
However the State Recovery Plan refers to five (5) functional recovery groups: • Human and Social • Economic • Environment • Building • Roads and Transport
The application of recovery will depend upon the initial impact assessment from the survey conducted as part of the Recovery Plan, and the information gained from lead and support agencies.
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 wellbeing 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 Recovery Sub Plan, which provides for the immediate and ongoing needs of the disaster affected community (i.e. sustenance and shelter).
Financial aid and disaster relief to the disaster affected community may be met in part from the provisions of Disaster Relief Funding 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, Disability Services and Seniors • Queensland Health • Department of Human Services • Department of Housing and Public Works • Insurance Council of Australia • Finance industry representatives • Non-Government community support agencies • Charters Towers Regional Council
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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 co-located with the evacuation centre, provided suitable separation for privacy can be achieved. The recovery centre should be located as close as possible to the evacuation centre.
The purpose of the recovery centre is to make available multiple community 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 • car parking.
Information about access to these services may delivered by:
• radio and television broadcasts • social media platforms • Council’s Emergency Dashboard • print media • information centres • pamphlets and newsletters • 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. These services may include:
• reception • registration • personal support • outreach/home visits • financial assistance and insurance advice • business advice • housing support or advice • counselling.
The Recovery Centre will be staffed by officers of the Department of Communities, Disability Services and Seniors and staff of participating agencies.
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These functions are undertaken at the district level of the Disaster Management system. Additional related functions are subject to the Recovery Sub Plan at the local disaster management level. These functions cover services provided by local government agencies, including:
• material aid • evacuation centres • registration • personal support • immediate accommodation (24 to 48 hours) • catering services.
Infrastructure recovery
Services and infrastructure for which Charters Towers Regional Council is responsible will be restored in accordance with the Charters Towers Regional Council’s Business Continuity Plan which is yet to be developed.
The provision and restoration of services and infrastructure that is owned by government entities will be the responsibility of that entity.
Economic recovery
The insurance industry is a key player in the economic recovery of the community together with agencies who manage the provision of financial assistance.
Disaster Recovery Funding Arrangements/State Disaster Relief Arrangements include:
• personal hardship and distress • restoration of public assets • concessional loans to small businesses • freight subsidies • loans or grants to non-profit organisations.
Centre payments include:
• disaster relief payments • special benefits • 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.
Council has a Memorandum of Understanding with GIVIT Listed Limited. GIVIT will explore all types of offers of assistance that are effectively managed and matched to pre-identified local needs during and following a disaster event.
Discussions have been held with Volunteering Queensland to assist with volunteerism within the region.
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Environmental recovery
Environmental recovery includes public health issues and physical damage to the environment.
Public health issues include water, sanitation, shelter, food and infectious diseases and will be managed by Charters Towers Regional Council’s Environmental Services Co-ordinator with assistance from Queensland Health as required.
Environmental damage may include not only damage to flora and fauna but also damage inflicted by the release of hazardous materials. The recovery will be managed by Council officers with expertise from the Department of Environment and Science, Queensland Fire and Emergency Services and Department of Natural Resources, Mines and Energy.
Washout – Laroona Road February 2019 ______
Clarke River Gregory Developmental Road
February 2019
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ACTIVATION – LOCAL LEVELS OF ACTIVATION FOR RECOVERY ARRANGEMENTS
Triggers Actions Communications
Response Alert Response
▪ Response ▪ Appointment of LRC as appropriate ▪ LRC and LRG
phase at ‘lean ▪ Potential actions and risks identified members on forward’ level ▪ Information sharing commences mobile remotely
of activation ▪ LRC in contact with LDCC/LDC Lean Lean
Forward ▪ Initial advice to all recovery stakeholders
Response Response Recovery Alert Recovery
▪ Response ▪ Monitoring of response arrangements ▪ LRC and LRG phase at ▪ Analysis of hazard impact or potential members on impact ‘stand up’ mobile and level of ▪ Relief and recovery planning commences monitoring email activation remotely ▪ Ad hoc reporting ▪ Immediate ▪ Deployments for immediate relief relief commenced by recovery functional arrangements agencies are required during Recovery Lean Forward Lean Recovery response phase
▪ Immediate ▪ LRG activated at LDCC or alternate ▪ LRC and LRG
relief location members present Response Stand Up Stand Response arrangements ▪ Recovery plan activated at LDCC or continue ▪ Deployments for immediate relief alternate location, response on established ▪ Action plans for four functions of land lines and/or recovery activated as required mobiles, ▪ Community information strategy monitoring emails
▪ Response employed
phase moves ▪ LRC and LRG to ‘stand ▪ Participate in response debrief members down’ level of ▪ Transition arrangements from involved in activation. ‘response and recovery’ to ‘recovery’ medium term Medium term activated including handover from recovery recovery LDC to LRC continue as
Recovery Stand Up Stand Recovery commences. ▪ Action plans for four functions of required
Response Stand Down Stand Response recovery continue ▪ Regular reporting ▪ Community information strategies to LDMG/LDC
continue
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Triggers Actions Communications
▪ LRG ▪ Consolidate financial records ▪ LRC and LRG arrangements ▪ Reporting requirements finalised members
are finalised. ▪ Participate in recovery debrief resume Community ▪ Participate in post event debrief standard returns to ▪ Post event review and evaluation business and normal ▪ Long term recovery arrangements after hours activities with transferred to functional lead agencies contact ongoing ▪ Return to core business arrangements support as ▪ Functional lead
required. agencies report to Recovery Stand Down Stand Recovery LRC/LRG as required
It is recommended that following the development and implementation of the Recovery Plan, it will be beneficial for the Local Disaster Management Group to test the trigger points, the communications between LDMG and recovery groups, and decision making.
Those agencies responsible for functional recovery areas and represented at the District Group, are encouraged to work with the Charters Towers Regional Council group as it plans for this component.
Council will include community education around recovery to ensure the community is aware of recovery and the policies around Offers of Assistance and supporting guidance would be of value of developing consistent messaging to the community.
This should also consider local volunteering efforts and options and how unsolicited offers of volunteering and goods and services can be managed to effectively meet community need.
Re-Supply Operations February 2019
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Local Disaster Management Plan 2019-2020