LOCAL DISASTER MANAGEMENT PLAN IMPORTANT INFORMATION
Certain sections of this Scenic Rim Regional Local Disaster Management Plan are privileged and confidential and are not available for distribution to the general public.
Scenic Rim Regional Council permits the use of material contained in the Scenic Rim Regional Local Disaster Management Plan being reproduced for research or planning purposes provided that any material used remains unaltered and due recognition of the source of the materials is recognised.
Any party using the information for any purposes does so at their own risk and releases and indemnifies Scenic Rim Regional Council against all responsibility and liability (including negligence, negligent misstatement and pure economic loss) for all expenses, losses, damages and costs as a consequence of such use.
All requests for additional or clarifying information regarding this document are to be referred to:
The Local Disaster Coordinator Scenic Rim Local Disaster Management Group Scenic Rim Regional Council PO Box 25 BEAUDESERT QLD 4285
Ph. 07 5540 5111
Website: www.scenicrim.qld.gov.au
ii Scenic Rim Regional Council Local Disaster Management Plan FOREWORD FROM THE CHAIRPERSON OF SCENIC RIM LOCAL DISASTER MANAGEMENT GROUP
The Scenic Rim region is a dynamic area in South East Queensland which has a wide range of topography, changing demographic and diversified industries that may be occasionally subject to the impact of disasters, both natural and non-natural.
To meet these challenges, Scenic Rim Regional Council annually review and maintain this Local Disaster Management Plan.
The focus of the Plan, as required by the Disaster Management Act 2003, is to minimise the effects of disasters or significant emergencies within the Scenic Rim community by ensuring a coordinated, risk management approach involving Prevention, Preparedness, Response and Recovery strategies at Local, District, State and Federal Government levels, along with local emergency services.
Whilst as a community, the Scenic Rim region may not be able to prevent disasters or serious event from occurring, we can through effective pre-planning, prepare our community and enhance our resilience to the adverse impact of any threat.
Cr Greg Christensen Mayor, Scenic Rim Regional Council Chair, Scenic Rim Local Disaster Management Group
Dated:
iii Scenic Rim Regional Council Local Disaster Management Plan ENDORSEMENT
The Scenic Rim Local Disaster Management Plan, version number 8, dated ___ November 2018 has been endorsed by the Scenic Rim Local Disaster Management Group, in accordance with Section 57(1), of the Disaster Management Act 2003.
Colin Price Manager Information Services, Scenic Rim Regional Council Local Disaster Coordinator Scenic Rim Local Disaster Management Group
Dated:
The Scenic Rim Local Disaster Management Plan, version number 8, dated ___ November 2018 has been reviewed by the District Disaster Coordinator, Logan District Disaster Management Group, in accordance with Section 23 (d) (ii), of the Disaster Management Act 2003.
Ben Marcus Chief Superintendent, Logan District, Queensland Police Service District Disaster Coordinator Logan District Disaster Management Group
Dated:
The Scenic Rim Local Disaster Management Plan, version number 8, was adopted by the Scenic Rim Regional Council on ___ November 2018, in accordance with Section 80 (1) (b), of the Disaster Management Act 2003.
The Scenic Rim Local Disaster Management Plan is hereby approved for distribution.
Cr Greg Christensen Mayor, Scenic Rim Regional Council Chair, Scenic Rim Local Disaster Management Group
Dated:
iv Scenic Rim Regional Council Local Disaster Management Plan TABLE OF CONTENTS
IMPORTANT INFORMATION ...... II FOREWORD ...... III ENDORSEMENT ...... IV TABLE OF CONTENTS ...... V ADMINISTRATION AND GOVERNANCE ...... IX Review and renew LDMP ...... ix PLAN REVIEW CYCLE ...... IX AMENDMENTS AND VERSION CONTROL ...... X DISTRIBUTION LIST ...... XI AUTHORITY TO PLAN ...... XI PURPOSE OF PLAN ...... XI OBJECTIVE ...... XII STATE AND LOCAL GOVERNMENT POLICY FOR DISASTER MANAGEMENT ...... XII State government policy ...... xii Local government policy ...... xiii INTEGRATION WITH COUNCIL CORPORATE PROCESSES ...... XV ABBREVIATIONS, ACRONYMS AND DEFINITIONS ...... XV LOCAL DISASTER MANAGEMENT GROUP ...... 16 RESPONSIBILITIES ...... 16 TERMS OF REFERENCE ...... 16 Scope and Limitations ...... 19 Responsibilities ...... 20 Frequency ...... 22 Times and Places of Meetings ...... 22 Quorum ...... 22 Agenda ...... 22 Conduct of Meetings ...... 22 Recording of Minutes and Reporting ...... 23 DISASTER RISK MANAGEMENT ...... 24 ENVIRONMENTAL SUMMARY ...... 24 Locality ...... 24 Population ...... 25 Culture ...... 25
v Scenic Rim Regional Council Local Disaster Management Plan Economy ...... 25 Topography ...... 25 Vegetation...... 26 Climate ...... 26 CRITICAL INFRASTRUCTURE ...... 27 Water supply ...... 27 Sewerage...... 27 Transport ...... 27 Power ...... 28 Communications ...... 28 HAZARDOUS SITES ...... 28 ESSENTIAL SERVICES ...... 28 Emergency services ...... 28 Medical facilities ...... 29 Federal government operations ...... 29 Vulnerable facilitates ...... 29 POTENTIAL HAZARDS TO THE SCENIC RIM COMMUNITY ...... 30 EXPLANATION OF HAZARD/THREATS ...... 30 Flood ...... 30 Dam break ...... 32 Cyclone, storm and East Coast low ...... 33 Major transport accident ...... 33 Fire ...... 34 Hazardous substances accident ...... 35 Communicable diseases ...... 36 Earthquake ...... 36 Terrorist act ...... 36 Landslip ...... 36 Biosecurity (Animal/plant disease) ...... 37 Heatwave ...... 38 RISK ASSESSMENT ...... 38 RISK REGISTER & TREATMENT PLAN...... 38 MITIGATION/PREVENTION ...... 40 INTRODUCTION ...... 40 BUILDING CODES, BUILDING-USE REGULATIONS AND LEGISLATION ...... 40 TOWN PLANNING DEVELOPMENT ...... 40 COMPLIANCE WITH LEGISLATION, REGULATIONS AND STANDARDS ...... 40
vi Scenic Rim Regional Council Local Disaster Management Plan HAZARD REDUCTION PROGRAMS ...... 41 COMMUNITY EDUCATION ...... 41 INSURANCE ...... 41 LAND-USE PLANNING ...... 42 PREPAREDNESS ...... 43 INTRODUCTION ...... 43 RESPONSE CAPABILITY ...... 43 COMMUNITY EDUCATION AND INFORMATION ...... 43 MEMORANDUM OF UNDERSTANDING ...... 44 EMERGENCY PLANNING ...... 44 TRAINING AND EXERCISES ...... 44 RESPONSE ...... 46 PUBLIC INFORMATION...... 50 WARNINGS AND ALERTS ...... 50 ISSUE AND RECEIPT OF WARNINGS ...... 50 OPERATIONAL REPORTING ...... 51 LIAISON OFFICERS ...... 51 AVAILABLE COMMUNICATION RESOURCES ...... 52 REQUEST FOR ASSISTANCE ...... 52 RESUPPLY ...... 52 CONCLUSION OF OPERATIONS ...... 52 Lead agency ...... 53 Support agency ...... 53 Coordination, control and cooperation ...... 53 HAZARD SPECIFIC SUB-PLANS ...... 56 FINANCIAL PLANNING...... 57 Context and assumptions ...... 57 Disaster management exemption ...... 57 Recording of expenses ...... 57 Recouping of expenditure ...... 58 RELIEF ...... 59 IMPACT ASSESSMENT ...... 59 Needs assessment ...... 60 EVACUATION CENTRES ...... 60 RECOVERY...... 61 LOCAL RECOVERY GROUP ...... 61 PLANNING FOR RECOVERY ...... 62
vii Scenic Rim Regional Council Local Disaster Management Plan HUMAN AND SOCIAL RECOVERY ...... 62 ECONOMIC RECOVERY ...... 63 ENVIRONMENTAL RECOVERY ...... 63 ROADS AND TRANSPORT RECOVERY ...... 64 BUILDING RECOVERY ...... 64 RECOVERY ACTIVATION ...... 64 SCENIC RIM REGIONAL COUNCIL MAP ...... 66 ANNEXURES ...... 67 ANNEXURE 1: GLOSSARY ...... 67 Abbreviations and Acronyms ...... 67 Definitions ...... 70 ANNEXURE 2: RELATED DOCUMENTATION ...... 76 Schedule of sub plans ...... 76 Confidential documents ...... 76 ANNEXURE 3: LOCAL RISK REGISTER AND TREATMENT ACTION PLAN ...... 77 ANNEXURE 4: LEGISLATION, REGULATIONS AND STANDARDS ...... 96
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ADMINISTRATION AND GOVERNANCE
REVIEW AND RENEW LDMP
The Council must ensure that the effectiveness of the Scenic Rim Local Disaster Management Plan (LDMP) is reviewed annually and as necessary after activation, and the Logan District Disaster Coordinator is advised.
The LDMP must be evaluated at least once a year conveying any significant amendments to the Local Disaster Management Group (LDMG) members and the Logan District Disaster Coordinator (DDC).
The Council must ensure the LDMP is available for inspection by all members of the Public.
PLAN REVIEW CYCLE
Figure 1: Plan Review Cycle
LDMG Consultation of LDMP Reivew
LDMP Reivewed External incorporting Assessment Feedback
LDMP final LDMP review with distributed LDMG and Council
LDMP endorsed LDMP approved by LDMG by Council
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AMENDMENTS AND VERSION CONTROL
All proposed amendments to the Scenic Rim LDMP are to be submitted in writing to the Scenic Rim LDMG at the address below:
Local Disaster Coordinator Scenic Rim Local Disaster Management Group PO Box 25 BEAUDESERT QLD 4285
The initial version of the LDMP and subsequent amendments of a procedural nature must be endorsed by the LDMG, and reviewed by the Executive Officer of the Logan District Disaster Management Group (DDMG), in accordance with Section 28 of the Disaster Management Act 2003, and approved by the Scenic Rim Regional Council in accordance with Section 80(1) (b), Disaster Management Act 2003.
Amendments of a minor nature, e.g. legislation references, contact names, addresses, telephone numbers etc. will be handled administratively by the Local Disaster Coordinator (LDC) and ratified at the next LDMG meeting.
The controlled master copy of this plan is maintained by Scenic Rim Regional Council Disaster Management Coordinator (DMC) and registered accordingly with Council's policies and procedures.
All changes to the document will be tracked in the Amendments Register (refer to Table 1) and inserted in to all current hard copies of the plan.
Table 1: Amendment Register
Amendment Date Page/Section Comments /Version Version 2.00 28/08/2012 Revision of Scenic Rim Regional Council Disaster Management Plan 2009. Version 3.00 07/01/2013 Various Updated to comply with External Assessment Recommendations completed on 31/10/2012 Version 4.00 12/11/2013 Various Updated to comply with External Assessment Recommendations completed on 02/09/2013 and feedback received from LDMG members Version 5.00 13/01/2015 Various Changes to LDMG Membership and other minor amendments as recommended by Council and LDMG members Version 6.00 05/02/2016 Various Minor amendments as recommended by LDMG members Version 7.00 05/07/2017 Format, structure, Major changes to content, restructure of presentation and introduction and major changes to presentation of information updates plan. Version 8.00 03/10/2018 Various Administration updates
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DISTRIBUTION LIST
Copies of the plan, excluding the confidential annexures are available for public viewing at the following Scenic Rim Regional Council Customer Service Centres and Libraries:
• Administration Centre, 82 Brisbane Street, Beaudesert • Administration Building, 70 High Street, Boonah • Beaudesert Library, 58 Brisbane Street, Beaudesert • Boonah Library, High Street, Boonah • Canungra Library, 12 Kidston Street, Canungra • Tamborine Mountain Library and Customer Service Centre, Corner Main Street and Yuulong Road, Tamborine Mountain
An electronic version of the Scenic Rim LDMP, excluding the confidential annexures, is available for viewing at the Scenic Rim Regional Council website at www.scenicrim.qld.gov.au in a PDF format.
AUTHORITY TO PLAN
Scenic Rim Regional Council has the authority to write and implement a Scenic Rim LDMP in accordance with Sections 30 (c), 57 (1) and 63 of the Disaster Management Act 2003.
PURPOSE OF PLAN
The Scenic Rim LDMP is designed to decrease and mitigate, where possible, the effects of an incident or disaster within the boundaries of the Scenic Rim Region. Additionally, it will provide guidance on Prevention, Preparedness, Response and Recovery (PPRR) operations for the LDMG, as well as lead and support agencies, and the community.
The Scenic Rim LDMP is a living document and forms one part of a suite of disaster management documents as follows:
Queensland Disaster Management Committee: State Disaster Management Plan District Disaster Management Group: Logan District Disaster Management Plan Local Disaster Management Group: Scenic Rim Local Disaster Management Plan and Sub-plans
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OBJECTIVE
The key objectives of the Scenic Rim LDMP are to:
• Enunciate the Queensland Disaster Management Committee’s strategic policy statement for disaster management; • Detail the disaster management structure for the LDMG; • List the agreed roles and responsibilities under this plan, of the various agencies that have been designated to have lead agency and/or support agency roles in the plan; • Describe the likely effects of identified threats to the community and property in the area; • Provide a concept of operations which includes prevention, preparedness, response and recovery; • Provide functional and threat specific plans and standard operating procedures to address specific threats; and • Incorporate findings of the various risk management studies, including mitigation strategies, into Council’s corporate governance documents and operational procedures.
STATE AND LOCAL GOVERNMENT POLICY FOR DISASTER MANAGEMENT
STATE GOVERNMENT POLICY
The Queensland Disaster Management Arrangements (QDMA) (refer to Figure 2) is a Whole-of-Government approach that requires a commitment from all levels of Government to deliver an all hazards, comprehensive framework that responds to the needs of the community.
An “all hazards approach” means one set of disaster management arrangements is usually capable of dealing with all hazards – natural and man-made.
A “comprehensive approach” encompasses the principles of – Prevention, Preparedness, Response and Recovery – and involves all levels of government and the community.
The QDMA are based on disaster management legislation contained in the Disaster Management Act 2003. Acts such as the Fire and Emergency Services Act 1990, Public Safety Preservation Act 1986, and the Terrorism (Commonwealth Powers) Act 2002, may have effect in times of disaster and provide additional powers in specific circumstances when dealing with a disaster.
The primary focus of the Whole-of-Government Disaster Management Arrangements in Queensland is to mitigate the effects of disasters, wherever possible or practical, while preparing to respond when disasters occur.
The Arrangements have been developed with a focus on the local community, which is represented by the local government for the area.
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Figure 2: QDMA
The above figure from the Queensland Prevention, Preparedness, Response and Recovery Disaster Management Guideline illustrates the relationship between local, state and federal government Disaster Management Groups and emergency coordination centres during a disaster event. These centres are the conduit for the sharing of information and the management of response and community recovery operations.
LOCAL GOVERNMENT POLICY
Disaster management planning for Scenic Rim is not the sole responsibility of the Scenic Rim Regional Council. It is a joint responsibility held by all member agencies of the LDMG, and each member agency has a vital role to play in the provision of an appropriate operational response to any event impacting upon the community.
This role includes participation in the development of this plan, mitigation and operational planning, either as a lead or supporting agency.
If an agency is required to take the lead agency role for a particular disaster plan or hazard specific sub plan, it is then responsible for coordination of the development and maintenance of that plan and function. Agencies
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that have a support role within that disaster plan will provide assistance in the plan development. The Scenic Rim Regional Council has a specific policy addressing disaster management to recognise Council's corporate obligation to disaster management. For its part, local government is responsible for:
• Ensuring that it has a disaster response capability; • Providing public works and services to support its community; • Developing and implementing disaster mitigation strategies; and • Developing and maintaining a disaster management plan that encompasses the prevention, preparedness, response and recovery principles.
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INTEGRATION WITH COUNCIL CORPORATE PROCESSES
The Scenic Rim Regional Council Corporate Plan contains objectives and strategies for disaster management and risk management that relate to community well-being and community lifestyles, through preparedness for natural and man-made disasters.
The Scenic Rim Regional Council Operational Plan sets realistic goals and time frames in which to achieve the desired objectives and strategies of the Corporate Plan.
The 3 Planning Schemes adopted by Council contains desired environmental outcomes and acceptable solutions relating to the impact of natural hazards in each of the planning scheme zones. The schemes incorporate visual natural hazard overlays to refer to throughout the planning process. Scenic Rim Regional Council is currently consolidating the planning schemes to one wholesome scheme.
The Disaster Management Strategy 2017 - 2020 assist Council closely in developing and improving the disaster management function responsible of Council, the strategy provides guiding principles and key strategic activities which influence relevant Council departments, plans, polices and related strategies.
ABBREVIATIONS, ACRONYMS AND DEFINITIONS
A list of abbreviations, acronyms and definitions of terminology used within this document and annexures can be located in Annexure 1 Glossary.
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LOCAL DISASTER MANAGEMENT GROUP
RESPONSIBILITIES
In accordance with Section 30 (1) (f) of the Disaster Management Act 2003, the Scenic Rim LDMG is responsible for managing disaster operations within the local government area under policies and procedures defined by the Queensland Disaster Management Committee (QDMC).
TERMS OF REFERENCE
The LDMG is established under Section 29 of the Disaster Management Act 2003.
The Scenic Rim Regional Council, through the LDMG, retains primary responsibility for oversight of disaster management arrangements within the Scenic Rim area.
Chair Under Section 34 of the Disaster Management Act 2003, the Scenic Rim Regional Council appoints a Councillor of Scenic Rim Regional Council as Chair of the LDMG. Within Scenic Rim Regional Council, the Mayor is appointed to this position.
Deputy Chair Under Section 34 of the Disaster Management Act 2003, the Scenic Rim Regional Council appoints a Deputy Chair. Within Scenic Rim Regional Council, a Councillor is appointed to this position.
Local Disaster Coordinator Under Section 35 of the Disaster Management Act 2003, the Scenic Rim Regional Council appoints a LDC for the group. In accordance with Section 36 of the Act, the LDC is responsible for helping the group manage its business. Within Scenic Rim Regional Council, a member of the executive or management team is appointed to this position.
It is incumbent upon the LDC to keep the Chief Executive Officer and Councillors of the Scenic Rim Regional Council fully acquainted with developments in disaster management as they relate to the Scenic Rim and during activations to keep them abreast of the situation at hand.
Deputy Local Disaster Coordinator In addition to the positions required under the Disaster Management Act 2003, the Scenic Rim Regional Council appoints person/s as Deputy Local Disaster Coordinators for the group to support the LDC in the delivery of Scenic Rim LDMG disaster management arrangements.
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Local Recovery Coordinator The LDMG may determine that it is necessary to appoint a Local Recovery Coordinator (LRC) to coordinate recovery at the local level. Within Scenic Rim Regional Council, a member of the Executive Team is appointed to this position. The LRC and the LDC should liaise regularly during disaster operations.
The role of the LRC is to chair the Local Recovery Group (LRG), liaise with functional lead agency representatives and work with identified agencies and the community to assist Scenic Rim LDMG to develop recovery plans and coordinate recovery strategy during disaster operations.
Disaster Management Coordinator The Scenic Rim Regional Council employs a DMC to support the LDC or managerial delegate to maintain day to day Disaster Management functions that contributes towards Councils disaster management responsibilities and assistance to the LDMG, LRC and IMT.
Local Disaster Coordination Centre A Local Disaster Coordination Centre (LDCC) has been established and is staffed by Council employees during a disaster. The LDCC is managed by the LDC, who serves as first point of contact between response and supporting agencies and the congruent for the Councillors and community.
The LDCC operates under the Australasian Inter-Service Incident Management System (AIIMS) and is staffed by Council employees.
Incident Management Team The incident management team (IMT) is a collaborative group made of additional groups that respond and recovery when activated to an event. They are the operating function to the of the Local Disaster Management Group.
This group consists of council staff, emergency services and not-for-profit organisations and include;
the local disaster management coordination staff; the evacuation centre management team the local recovery group
Local Disaster Management Group In accordance with Section 33 of the Disaster Management Act 2003 the Scenic Rim Regional Council appoints persons as members of the LDMG.
The Scenic Rim Regional Council may appoint persons as members of the group provided they have the necessary expertise or experience to assist the group to undertake its functions and provided they are authorised delegates to make decisions on behalf of their agencies and they are authorised delegates to commit agency resources.
Membership of the LDMG is in accordance with the Disaster Management Act 2003 and by Council resolution. The group membership is defined in Table 2 LDMG Membership.
The Scenic Rim Regional Council has appointed the following persons in the positions listed below to the LDMG:
• Mayor of the Scenic Rim Regional Council • Councillor • LDC.
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The Scenic Rim Regional Council Disaster Management section maintains a register of the LDMG current membership and contact details. The contact list is updated at least every six (6) months or when there is a significant change of membership. The contact list is a confidential document and is only available to the LDMG membership and additional authorities.
In accordance with Section 37 of the Disaster Management Act 2003, at least once a year the LDC will provide the Commissioner QFES, with an updated membership list of contact details. This written notice will be forwarded following the completion of the first meeting of LDMG each calendar year or when requested.
As soon as practicable after a new member is appointed to the group, the LDC will inform the Commissioner QFES and the Logan DDC of the appointment, in accordance with Section 37 of the Disaster Management Act 2003.
Table 2: LDMG Membership
LOCAL DISASTER MANAGEMENT GROUP Position Title and Agency Chair Mayor, Scenic Rim Regional Council Deputy Chair Councillor, Scenic Rim Regional Council Local Disaster Coordinator Director/Manager, Scenic Rim Regional Council Representative of Queensland Fire and Emergency Services - Fire and Rescue
Members Representative of Department of Communities, Disability Services and Seniors. Representative of Queensland Police Service - Logan Representative of Red Cross ADVISORY GROUP Position Title and Agency Local Recovery Coordinator Director, Scenic Rim Regional Council
Representative of Queensland Fire and Emergency Services - Local Controller, State Emergency Service
Representative of Department of Defence Representative of Department of Transport and Main Roads Representative of Energy Queensland Representative of Queensland Ambulance Service Representative of Queensland Health - Metro South and West Moreton Health Services. Representative of Queensland Police Service - Ipswich Representative of Queensland Urban Utilities Representative of Seqwater Representative of Telstra Representatives of Scenic Rim Regional Council Representative of Agriculture and Fisheries - Biosecurity
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The LDMG Membership is made up of a group of members who function as the decision makers.
Membership of the LDMG shall mean and include the person acting in the capacity of any of the core members or delegate of the member as the case may be.
Advisors and Observers In addition to its members, the LDMG may co-opt additional attendees or seek the assistance of individuals or organisations as circumstances may require. These additional attendees form an advisory group and/or observers.
Training of Members and Others To support the LDMG in acquiring and maintaining expertise to undertake a role, the LDMG cooperates with Queensland Fire and Emergency Services (QFES) and other agencies to ensure that a training program in accordance to the Queensland Disaster Management Training Framework (QDMTF) is provided to the group.
Scenic Rim Regional Council, DMC will maintain a record of training activities and relevant member qualifications as required by relevant audit processes. Queensland Fire and Emergency Services - Emergency Management Coordinator will assist in coordination, record and delivery of the QDMTF modules.
SCOPE AND LIMITATIONS
In accordance with Section 30 of the Disaster Management Act 2003, the LDMG has the following functions:
• To ensure that disaster management and disaster operations in Scenic Rim Region are consistent with the QDMC strategic policy statement; • To develop effective disaster management, and regularly review and assess the disaster management function within the region; • To assist Scenic Rim Regional Council prepare the Scenic Rim LDMP; • To identify, and provide advice to the relevant district group (Logan DDMG) about support services required by the LDMG to facilitate disaster management and disaster operations within Scenic Rim Region; • To ensure the Scenic Rim community is aware of ways of mitigating the adverse effects of an event, and preparing for, responding to and recovering from a disaster; • To manage disaster operations within the Scenic Rim Region under policies and procedures decided by the QDMC; • To provide reports and make recommendations to the Logan DDMG about matters relating to disaster operations; • To identify, and coordinate the supply of additional resources that may be used for disaster operations within the Scenic Rim Region; • To establish and review communications systems within Scenic Rim LDMG, and outgoing communication systems with Logan LDMG, Logan DDMG and other LDMGs for use when a disaster happens; • To ensure information about a disaster in the region is promptly given to the Logan DDMG; and • To perform other functions delegated to the group under the Disaster Management Act 2003.
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RESPONSIBILITIES
The Scenic Rim Regional Council has a legislated responsibility to establish a LDMG in accordance with Section 29 of the Disaster Management Act 2003. The LDMG recognises that the agencies listed in Table 3 have disaster management responsibilities within the region.
Table 3: Disaster Management Roles and Responsibilities by Agency
AGENCY FUNCTIONS • Maintenance of electrical power supply. • Advice in relation to electrical power. Energy • Restoration of power. Queensland • Safety advice for consumers. • Advise the LDMG, and request and provide assistance through the LDMG as required during disaster operations.
• Emergency Pre-Hospital Patient Care assessment, treatment and transportation of ill and/or injured persons. Selection of triage and treatment areas. • Coordination of all other Volunteer first aid groups including Queensland Ambulance Service first responder groups. • The establishment of an onsite triage/treatment area, casualty clearing and vehicle Queensland marshalling areas. Ambulance • Assistance with the evacuations of persons with medical conditions (specialised Service medical transport including aero - medical transport). • Liaison with all other emergency services, local and state government and non- government agencies. • Advise the LDMG, and request and provide assistance through the LDMG as required during disaster operations.
• Coordination of medical resources. • Public health advice and warnings to participating agencies and the community. • Services for disaster affected persons. • Ongoing medical and health services required during the recovery period to Queensland preserve the general health of the community. Health • Provision of site Health Commander or site Health Team if required. • On site emergency treatment of casualties if required. • Short-term medical support. • Advise the LDMG, and request and provide assistance through the LDMG as required during disaster operations.
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• Preservation of peace and good order, including the operation of evacuations • Prevention of crime. • Security of any site as a possible crime scene and evacuated areas. • Investigation of the criminal aspect of any event. • Coronial investigation procedures. • Traffic control, including assistance with road closures and road blocks. (Roads are Queensland generally local government roads, state controlled roads, and private roads) Police Service • Crowd management/public safety. • Coordination of search and rescue for lost/missing people • Registering evacuees and assisting with inquiries regarding evacuations in conjunction with Red Cross. The QPS and Red Cross will undertake this role via the Register.Find.Reunite Service; • Advise the LDMG, and request and provide assistance through the LDMG as required during disaster operations.
• Telephone communication maintenance and restorations. • Data transfer maintenance and restorations. Telstra • Provision of communications facilities. • Advise the LDMG, and request and provide assistance through the LDMG as required during disaster operations.
• Provision of operational management expertise and assist in the request for Department of Federal Defence assistance should the event require it. Defence • Advise the LDMG, and request and provide assistance through the LDMG as required during disaster operations.
• Utilise the Register.Find.Reunite Service to register and reconnect evacuees. • Assist in the management and operations of evacuation centres. • Provide personal support and psychological first aid, information and referrals at evacuation and recovery centres. • Provide community members and other agencies with copies of the Red Cross publications. Red Cross • Conduct outreach services, in partnership with Council and Department of Communities, Disability Services and Seniors. • Provides preparedness information through REDiPlan products and app to promote community preparedness and resilience. • Advise the LDMG, and request and provide assistance through the LDMG as required during disaster operations.
• Provide bulk supply of portable water. • Assist in the collection of data during events and primarily during high rainfall and flooding events. Seqwater • Advice on dam storage levels and overtopping. • Advise the LDMG, and request and provide assistance through the LDMG as required during disaster operations.
• Deliver drinking water, recycled water and sewerage services. Queensland • Provide advice to the LDMG and action reasonable requests during disaster Urban Utilities operations, as required.
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Department of • Coordinate and support human and social recovery arrangements to the Communities, LDMG/LRG. Disability • Support the LRC/LRG through the Logan District Human & Social Group. Services and • Management of recovery hubs. Seniors • Support human and social recovery services when local capacity is exhausted.
• Develop and distribute community warning, for bushfires, structural fires and chemical incidents. Queensland • Emergency Supply and resupply to communities in need. Fire and • Damage assessments of structures. Emergency • Disaster assistance response teams. Services • Specialized Rescue disciples. • Advise on Queensland Disaster Management Arrangements.
FREQUENCY
The members of the LDMG will meet at least quarterly (4) during a year for the purpose of discussing and deciding on items relevant to disaster management within the Scenic Rim region and in addition to review and deliver action of the LDMP. Additional meetings will be convened to address additional or extra ordinary business as required.
TIMES AND PLACES OF MEETINGS
The LDMG meetings must be held at least once in every three (3) months at the times and places decided by the Chair. Also, in accordance with the Disaster Management Regulation 2014 Section 12(4), the Chair must call a meeting if asked, in writing, to do so by: the Chair of the district group, in which the local group is situated, or at least one-half of the members of the local group.
QUORUM
Under Section 13 of the Disaster Management Regulation 2014 Section 13, a quorum for the group is set at one half of the number of members plus one (1); or if one half of the number of members is not a whole number, the next highest whole number.
AGENDA
The agenda for the LDMG is distributed electronically via email to members and advisors at least two (2) days prior to the meeting and displayed through electronic means at the LDMG meetings.
CONDUCT OF MEETINGS
The LDMG operates in accordance with Section 17 of the Disaster Management Regulation 2014 Section 17.
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RECORDING OF MINUTES AND REPORTING
The following details of actions taken and issues discussed by the LDMG will be recorded:
• Meeting minutes; • Meeting schedules; • Meeting agendas; and • Agency Reports.
Members of the LDMG are required to produce a report on their agency’s disaster management activities to the Chair of the LDMG at each formally convened meeting. This allows the group to consolidate this information to report annually, to be presented to the Logan DDMG.
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DISASTER RISK MANAGEMENT
ENVIRONMENTAL SUMMARY
The Scenic Rim Region is a rural and semi-rural area set in South East Queensland and surrounded by world heritage listed national parks of the Great Dividing Range. The region’s primary businesses are agriculture/horticultural production, the equine industry and tourism.
Its main towns are Beaudesert, Boonah, Rathdowney, Kooralbyn, Kalbar, Aratula, Canungra, Tamborine Mountain, Harrisville and Peak Crossing. The region also contains three dams: Lake Moogerah, Lake Maroon and the Wyaralong Dam.
LOCALITY
Home to 19 towns and villages, the area which is administered by Scenic Rim Regional Council (SRRC) extends over approximately 4,256sq km and is about 60km south of Brisbane.
The Council area is surrounded by Ipswich City, Logan City and Gold Coast City Councils, and east of Southern Downs and Lockyer Valley Regional Councils . The region borders the New South Wales local government areas of Tweed Shire Council and Kyogle Shire Council.
Figure 3: Scenic Rim Regional Council
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POPULATION
Scenic Rim Region is currently home to approximately 40,000 residents. Over the past five years, the population of the Scenic Rim region has grown by 3,538 persons, or an average annual rate of 1.8%, higher than the average for Queensland (1.6%).
Recent 2016 census figures suggest that 18.9% of the population is under the age of 14 years and 20.2% is above the age of 65 years, presenting the median age of 44yrs old.
Main population centres are townships of Beaudesert, Boonah, Kalbar, Aratula, Mount Alford, Roadvale, Warrill View, Peak Crossing, Harrisville, Kooralbyn, Canungra, Beechmont, Tamborine Mountain and Rathdowney that are dispersed throughout the local government region
CULTURE
From the Ugurapul people and those of the Jagera language group in the western part of the region, to the Mununjali community of the Beaudesert district, the Wangerriburra people in the south and those of the Yugambeh language group, Scenic Rim has a rich and diverse Indigenous history.
The Scenic Rim Region also has a vibrant arts and cultural scene, holding more than 5000 events showcasing works by international artists, school holiday programs, performance concerts, Friday flicks, art exhibitions, open studios, food festivals and dance workshops throughout the year.
ECONOMY
A variety of industries exist within the Scenic Rim Local Government area. Land use is dominated by agricultural dry-land grazing of cattle for beef, pork and dairying. Horticultural crops (mainly turf and market/vegetables gardens), poultry farms, hobby farms, red claw crayfish, beefalo, bush foods, timber milling and equine establishments.
Industries such as abattoirs, sawmill, bulk fuel depots, retail fuel outlets, milk depots and supermarkets also exist.
The Bromelton State Development Area (SDA) was declared for construction in 2008 and is still in development with investments to rail-dependent industries, haulage services and warehousing/property solutions. Estimated to be about 15,610 hectares, approximately 6 km west of Beaudesert township and 75 km south of Brisbane, on completion this area will increase the freight, transport and logistic operation industries within the Scenic Rim region.
In January 2017, Australia's largest privately owned rail company, SCT Logistics, opened Queensland's largest road and rail intermodal freight facility at Bromelton, adjacent to the Sydney-to-Brisbane rail line. This has provided the region with direct rail services to/from Victoria, South Australia and Western Australia.
TOPOGRAPHY
The topography is dominated on two sides by mountains – along the eastern side by the Beechmont and Darlington Ranges and the Lamington Plateau, and in the south and west by the McPherson and Great Dividing Ranges.
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Elevations in excess of 1100m are reached on the edge of the Lamington Plateau, whilst Mt Barney (1362m) and Mt Lindesay (1194m) are the highest peaks in the Great Dividing Range.
The western border is made up of the Great Dividing Range which has elevations up to 1381m.
The northern border is largely floodplain with elevations generally less than 100 m. The area is drained by the Logan River and its major tributaries (the Albert River, Canungra Creek, Teviot Brook), Coomera River and the Bremer River and its tributaries.
VEGETATION
Whilst the Scenic Rim Region has a very diverse range of natural vegetation types, there is still significant amount of habitats that remain undisturbed by growing infrastructure and housing development.
The native vegetation of the area ranges from lower-montane rainforest dominated by Antarctic beech and tall eucalypt forests dominated by species such as Flooded Gum, Forest Red Gum, , Sydney Blue Gum and Lemon Scented Gum, to open woodlands, Melaleuca-dominated swamp forests and heathlands.
Much of the flatter usable grounds has been cleared of tall vegetation and is now under pasture. Rainforests and bush dense areas can be found in the areas particularly along the Great Dividing Range and additional mountain areas.
Approximately 11.7% of the local government area is controlled by public agencies made up of National Park and State Forest or Timber Reserve, whilst approximately 41.4sq km is within the Land Warfare Centre (Kokoda Barracks) at Canungra under the control of the Australian Defence Force.
CLIMATE
The Scenic Rim region has a generally mild sub-tropical climate modified by altitude in areas such as the Lamington Plateau and Great Dividing Range. It can, none-the-less be subject to extremes of both temperature and rainfall.
Rainfall is seasonal, with the heaviest rain occurring during the summer months, and the most extreme rainfall events are generally associated with tropical cyclones or sub-tropical lows.
The average annual rainfall is 916mm for Beaudesert and 866mm for Boonah. Temperatures rarely exceed 35°C or below 10°C for extended periods. The mean maximum and minimum annual average temperatures are between 25.9°C and 15°C respectively.
Consideration of projected climate changes, driven from Queensland Government Sector Adaptation Plans and Queensland Climate Adaptation Strategy (Q-CAS) 2017-2030 will be considered for adaptation activities where necessary to the Scenic Rim region and Scenic Rim Local Disaster Management Group.
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CRITICAL INFRASTRUCTURE
WATER SUPPLY
Treatment plants, including clear water tanks and pumps, are owned and operated by Seqwater. Treatment of raw water to potable water standard is the responsibility of Seqwater, who also control the water supply dams of Moogerah Dam and Maroon Dam.
Seqwater’s treatment plant at Kalbar supplies water to Boonah, Kalbar, Mt Alford and Aratula. Seqwater’s standalone treatment plants at Beaudesert, Kooralbyn, Rathdowney and Canungra treat water to supply the individual townships. A small privately owned water supply is available to some lots in Tamborine Village.
Harrisville, Peak Crossing and Warrill View are supplied with drinking water from the Seqwater bulk water network, with a connection back through the Ipswich City Council area.
Distribution of drinking water and water quality monitoring in all areas is the responsibility of Queensland Urban Utilities.
SEWERAGE
Collection systems and treatment plants are operated by Queensland Urban Utilities, and are located in the towns of Beaudesert, Boonah, Kalbar, Kooralbyn, Canungra, and Aratula. All systems are gravitational with pump stations.
The Aratula system differs as it is a Common Effluent Drainage (CED) system where each user is required to operate a septic system, with the effluent being collected and treated at the treatment plant.
The plants at Beaudesert, Boonah, Kalbar, and Kooralbyn all produce treated water that is reused by third party users.
All other sewage in the region is treated on site by septic or onsite sewage systems with land disposal of effluent.
TRANSPORT
The road system within the Council area carries a myriad of transport, made up of heavy transport carrying hazardous materials, tourist coaches, school buses and ordinary motor vehicles.
There are no commercially operated airport facilities in the Scenic Rim Region, however the Brisbane to Sydney interstate rail (passenger and freight) and Bromelton freight terminal transverses through the area.
The following major arterials carry considerable traffic;
• Mount Lindesay Highway • Beaudesert - Nerang Road, • Lamington Nation Park Road, • Cunningham Highway, • Boonah - Beaudesert Road, • Ipswich - Boonah Road, • Boonah - Fassifern Road
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POWER
110kV Energex power supply feed to the Scenic Rim Region from Powerlink substation in Beenleigh to Energex substation in Jimboomba (JBB) the across to Beaudesert (BDS).
33kV feed off to the west of the Scenic Rim Region, leading to Boonah, Kalbar and Flinder areas. The 33kV bulk supply to these areas originate for the Raceview 110kV substation.
Power supply infrastructure is primarily managed and maintained by Energy Queensland.
COMMUNICATIONS
Telecommunications is provided by hard wire, fibre optic and mobile systems operated by Telstra and/or leased by other service providers, such as Optus and Vodafone. Telstra is responsible for the ongoing maintenance and engineering of the network.
Commercial and national radio stations cover the region as well as the local community stations. ABC (Local Radio 612, Coast FM 91.7, Radio National 792, Classic FM106.1 and Triple J 107.7), community radio Beau FM 101.5, Rebel FM 90.5, 101FM Radio Logan; RIM FM 100.1 and River 949.
Free-to-air is available within most areas in the Region. Satellite TV service is also available in locations where free-to-air is not available.
Consideration is taken to the implementation of the NBN connectivity infrastructure, as this is slowly being constructed throughout the region.
HAZARDOUS SITES
The Scenic Rim Region has no known significant sites that are deemed hazardous, however considerations of stationary fuel stations, swimming pool sites and freight delivery routes of hazardous substances exist within the region.
The full development of the industrial area of Bromelton State Development Area (SDA) will be suitable at full operation of up to 1.3 million tonnes of rail fright movement and an additional 18,500 truck journeys off metropolitan highways, possibly moving an additional significant amount of hazardous materials.
ESSENTIAL SERVICES
EMERGENCY SERVICES
The Queensland Police Service has seven (7) stations within the Council boundaries, located at Boonah, Beaudesert, Canungra, North Tamborine, Rathdowney, Kalbar and Harrisville.
Scenic Rim LDMG falls within the Logan Disaster District. The Logan Disaster District is administrated at Logan Central Police Station, Civic Parade, Logan Central. Consideration is taken to include the QPS Ipswich district due to servicing the western area of the region.
The Queensland Ambulance Service has five (5) stations located within the Council’s boundaries, located at Beaudesert, Boonah, Canungra, Tamborine Mountain and an unmanned station at Rathdowney.
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The Queensland Fire and Emergency Services has Auxiliary Fire Stations located at Beaudesert; Boonah, Tamborine Mountain; Canungra; Kooralbyn; Rathdowney, Harrisville and Kalbar.
In addition, there are rural fire stations located at Allandale, Aratula/Mt Edwards, Boonah, Cannon Creek., Charlwood, Croftby/Carneys Creek, Kalbar, Lower Mt Walker South, Maroon, Moogerah/Clumber, Mt Alford, Mt French, Mt Walker No.1, Mt Walker No.2, Mutdapilly, Roadvale, Rosevale, Tarome, Warrill View, Biddaddaba, Birnam, Canungra, Hillview, Kerry, Rathdowney, Tamborine Mountain and Tamborine.
The State Emergency Service has six (6) groups located at Beaudesert, Boonah, Aratula, Harrisville, Tamborine Mountain and Flinders Peak.
MEDICAL FACILITIES
Scenic Rim has two (2) public hospitals which are located at Beaudesert and Boonah.
There are three (3) Hospital and Health Services within the Scenic Rim Region, these are:
• Metro South Hospital and Health Service (Beaudesert Hospital) • West Moreton Hospital and Health Service (Boonah Hospital); and • Gold Coast Hospital and Health Service (Tamborine Mountain & Beechmont areas)
FEDERAL GOVERNMENT OPERATIONS
The Australian Defence Force maintains one (1) range complex at Canungra.
VULNERABLE FACILITATES
Within the region there are several facilities that may require priority assistance in disaster events, these include but not limited to;
• Kindergartens/Child care facilities; • Schools; • Hospitals; • Accommodations outlets – hotels, motels caravan parks etc.; • Aged care and respite facilities; and • Community centres.
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POTENTIAL HAZARDS TO THE SCENIC RIM COMMUNITY
The main direct threats to the Scenic Rim area have been identified as:
• Riverine and Flash Flooding; • Cyclone, East Coast Low, Storm (wind, rain, hail); • Major Transport Accident (air, road, rail and marine [where road infrastructure intersects]); • Fire (urban and rural); • Biosecurity (Emergency Animal/Plant Disease); • Dam Failure • Hazardous Material Accident; • Epidemic/Pandemic; • Heatwave; • Earthquake; • Landslip; and • Terrorism.
The region is also likely to be indirectly impacted by hazards/threats occurring in neighbouring local government areas.
EXPLANATION OF HAZARD/THREATS
FLOOD
Minor flooding occurs within the region on a reoccurring basis with minimal impact on residential areas. Moderate to major flooding has the potential to affect various areas within the region causing disruption to critical services and the community.
The Scenic Rim Region, by its very nature is located within the headwaters of the three main river catchments. This comprises of the Logan, Albert, Bremer and Coomera rivers. Given the right circumstances there are many areas within the Scenic Rim which would be susceptible to flooding.
Flash flooding is the most common type of flooding within Scenic Rim Region and can occur following intense rainfall events, such as thunderstorms. Thunderstorms are most common during the summer months - between September and March. Flash flooding may have little warning time and result in flooding from storm water runoff and creek flooding.
In the Temporary Local Planning Instrument (TLPI) 01/2017 an Annual Exceedence Probability (AEP) refers to the probability of a flood event occurring in any year. The probability is expressed as a percentage and is determined by undertaking a flood model for a site or area.
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A Defined Flood Event (DFE) with a 1% AEP is a flood that is calculated to have a 1% chance of occurring in any one year. The 1% AEP is also known as the 1 in 100 year Average Recurrence Interval (ARI) or Q100 event and is commonly used for urban planning purposes as the line of acceptable risk.
The 1% AEP represents the probability of occurrence - a 1% (or 1 in 100) chance that the event will be equalled or exceeded in any year. As such, 100 years of data to determine the 1% AEP is not required as it is about percentage probability, not frequency of occurrence.
Flood modelling has been completed for the Purga Ck, Bremer River, Reynolds Ck, Warrill Cr, Teviot Brook, Logan River, Albert River and Upper Coomera. This new modelling has been implemented to Council's new Planning Scheme, Council's daily operations and the Scenic Rim disaster management operations.
To consider climate change projections, the Scenic Rim Regional Council has assessed flood modelling to the increase of rainfall intensity predictions only. The above flood modelling has included the climate change requirements of the State Planning Policy incorporating the RCP4.5 factor in establishing the DFE for the region, being the 1% AEP flood event. Further information can be found on Scenic Rim Regional Council website www.scenicrim.qld.gov.au
Figure 4: Flood Mapping
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Logan and Albert River catchment
In Upper Teviot Brook the largest floods since records began occurred in 1970/71* and 2017* (ex STC Debbie). The floods marked * are associated with Tropical Cyclones.
In Upper Burnett Creek (Maroon Dam) the largest floods since records began occurred in 1972/3, 1975/6 and 1986/7 and 1990/91.
There are numerous small creeks in the area all of which are unmonitored and when in flood will cut road access to various parts of the area. These creeks are likely to experience “flash flooding” resulting in the sudden onset flooding that may last for a few hours.
Bremer and Warrill Creek Catchments
In the Upper Bremer River, the largest floods since records began occurred in 1921/22, 1926/27, 1936/37*, 1970/71*, 1973/74*, 1975/76, 1987/88 and 1991/92 with all of these floods being of similar magnitude;
In Upper Warrill Creek the largest floods since records began occurred in 1936/37*, 1938/39, 1946/47*, 1953/54* and 1973/4*;
DAM BREAK
There are five dams located in the Scenic Rim Region. Seqwater manage these dams listed below and the surrounding recreational areas.
• Bromelton Dam is an off stream storage dam adjacent to the Logan River approximately 5km north of Beaudesert with no recreational area. Failure of the dam would result in minor flooding of properties to the north and west flowing into the Logan River. • Lake Maroon is situated on Burnett Creek approximately 25km above its confluence with the Logan River. The dam is located approximately 64km south west of Beaudesert. Recreational activities of boating (powered and non-powered), camping and walking are carried out in and around the dam. Failure of the dam would result in extensive flooding of the valley of Burnett Creek and would impact on the township of Maroon. • Lake Moogerah is on Reynolds Creek and is a tributary of Warrill Creek. It is located in the west of the region and within the Mount Edwards National Park recreation area which permits boating (powered and non-powered), camping and bush walking. Failure of the dam would result in extensive flooding of the valley of Reynolds and Warrill Creeks and would only marginally impact on the township of Kalbar; • Nindooinbah Dam is an off stream storage dam located near Beaudesert, south east of Brayford Estate with no recreational area. Failure of the dam would result in minor flooding of properties to the east and flooding approximately 1km of the Beaudesert-Nerang Road. • Wyaralong Dam is located on the Teviot Brook approximately 14 kilometres northwest of Beaudesert in the Logan River Catchment. The new Mount Joyce Escape Recreation Park provides mountain biking, bush walking and horse riding trails. There are designated camping areas in the recreation area with non-motorised water sport activities available. The new Moto Park at Wyaralong provides trail bike enthusiasts with three motocross circuits and up to 40 kilometres of recreational. Failure of the dam would result in extensive flooding of the Teviot Brook valley flowing into the Logan River.
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Seqwater is responsible for maintaining Dam Emergency Action Plans (EAPs) and providing Council with regularly updated controlled copies of these documents.
CYCLONE, STORM AND EAST COAST LOW
Severe wind, rain and hail storms pose a moderate risk to the Scenic Rim region, and these do occur from time to time and could affect any part or all of the region. The cyclone season is generally between November to April.
East coast lows (winter equivalent to tropical cyclones) can impact, the Scenic Rim Region in South East Queensland and are more prevalent in the area than tropical cyclones. Averages of three (3) east coast lows are experienced in the region annually.
Severe weather and thunderstorms are common in the Scenic Rim Region around the spring and summer seasons, September to February.
Explained by BoM, thunderstorms which produce any of the following are classified as severe in Australia;
Large hail (2 cm in diameter or greater) Damaging wind gusts (90 km/h or greater) Tornadoes Heavy rainfall conducive to flash flooding.
MAJOR TRANSPORT ACCIDENT
The Cunningham Highway and the Mount Lindesay Highway are the main arterial roads within the Scenic Rim region. These major road systems carry a myriad of heavy transports (Semi-Trailers, B-Doubles etc.), intercity and tourist coaches, school buses and motor vehicles.
Road accidents of any size and complexity may not affect a large number of residents directly but could stretch the capabilities of the emergency services.
Potential areas for major road accidents are as follows:
• Mount Lindesay Highway; • Cunningham Highway; • Rail level crossings; and • Major T-intersections.
Air
An aircraft accident over the region is possible. Flight paths of aircraft both in and out of Brisbane Airport and Amberley Airbase pass over the region each day.
There is also a significant general aviation training airspace across the eastern parts of the council's region with aircraft originating from Archerfield Aerodrome and the Gold Coast Airport.
Areas impacted would range from suburban (densely populated) to non-urban (sparse population or industrial areas).
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The potential types of accidents may include:
• Domestic jet aircraft; • Light aircraft; and • Military aircraft.
Minor ALA/HLS are located throughout the region;
YBDR Beaudesert YBOA Boonah Airfield YXBO Boonah Hospital HLS YXCD Cedar Creek HLS YXBS Beaudesert Hospital HLS YXTM Tamborine Mountain HLS
Maintenance regulations are enforced and required through CASA of all airports and helicopter pads.
Rail
The Brisbane to Sydney Railway passes north/south through the region. The potential types of accidents may include collisions, derailments (passenger and freight) and rail level crossing collision (passenger vehicles, semi-trailers, trucks, coaches).
FIRE
The whole region is categorised as an at risk area for bushfire due to the natural environment. Although infrequent and dependent on weather conditions, the threat is dependent of climatic circumstances, particularly after an excessive wet season followed by a prolong dry period, curating fuel loads.
Bushfire season is generally experienced between September to November each year, however seasons can be extended dependent upon ambient weather conditions and curing rates for grass lands.
Higher risk areas are experienced on the north west faces of escarpments, with the Tamborine Mountain area providing a constant bush fire risk during the season.
As part of the planning scheme, the Bushfire Hazard overlay mapping from 2017 is displayed below. Developed by Queensland Fire and Emergency Services, this influences mitigation planning and activities to the future development of the Scenic Rim Region.
Figure 5: Bushfire Overlay Mapping
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HAZARDOUS SUBSTANCES ACCIDENT
There is always potential for a significant hazardous event to occur where there exists storage and/or transportation of toxic, flammable, gaseous and infectious substances.
In particular, the most vulnerable areas, are those in the vicinity of the light industrial areas within the region. Vulnerable areas can include at times, significantly used T-Intersections from truck haulage routes, the Bromelton suburb, and fuel stations scattered throughout the region in support of the trucking transport route. There is an ever increasing volume of chemicals used in various industries, transported through or within the region, which increases the potential for a significant hazmat event.
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COMMUNICABLE DISEASES
The outbreak of a communicable disease throughout the region could cause high health service demand beyond current capacity. This may require the isolation of a number of people for extended periods. The extent this threat would pose, would depend on the circumstances of the outbreak.
Epidemics of communicable diseases are of low probability. However, the following list indicates broad possibilities of outbreaks:
• Communicable diseases commonly found in the general population, such as influenza, meningitis, food-borne illness and water-borne diseases. • Emerging infectious diseases such as Avian Influenza and SARS. • Biological attack – terrorist threat, biological weapons.
Potential disease outbreak locations include (but are not limited to):
Childcare centres and schools; Aged care and medical facilities; Prisons or areas of similar nature; Marginalised groups, such as IV drug users; Agriculture farms and Stations.
EARTHQUAKE
Earthquakes or seismic tremors of variable magnitude could occur without warning within the region. Subsequent effects could include damage to property, disruption of essential services and loss of life or serious injury.
There have been no recorded earthquakes in the region although a number of minor seismic tremors have been felt. The likelihood of an earthquake is rare but the consequences are high.
TERRORIST ACT
It is possible that a terrorist act may occur in Scenic Rim or adjoining regional council areas. Potential areas or sources that may be a target for an extremist event are identified in restricted documentation.
LANDSLIP
A disaster of this type is usually isolated to an area. It can cause damage to property, essential services and possibly loss of life and livestock.
Landslips may occur on steep slopes as a result of high rainfall, in conjunction with natural circumstances or the intervention by human activity (excavations, clearing, etc.). A slope map showing areas potentially subject to landslip can be viewed below and is implemented into the Scenic Rim Planning Scheme.
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Figure 6: Landslip Mapping
BIOSECURITY (ANIMAL/PLANT DISEASE)
An animal/plant disease outbreak could occur in the region given the nature of the region's economy.
The Scenic Rim region is heavily dominated by the Agricultural industry, to beef, pork and poultry producers. The region is also home to wineries, horticultural production, the equine industry and tourism/ecotourism businesses. A significant impact to these industries can become wide spread quickly if not contained and can have consequential impact to the local economy.
The Queensland Government Biosecurity Emergency Operations will provide direction to local governments in the management of an event.
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HEATWAVE
A heatwave is any long period of very hot weather, it is explained to be three (3) days or more of high maximum and minimum temperatures that is unusual for that location, defined by the Bureau of Meteorology.
Heatwaves are known to occur throughout the region. Heat healthcare to the vulnerable communities should be considered, in collaboration with local health care facilities and where possible the Scenic Rim LDMG. Exposure to hot temperatures for long duration of time can cause heat stress, exhaustion and stroke, this should be considered by local hospitals and health care facilities.
RISK ASSESSMENT
A Natural Hazard Risk Assessment for Scenic Rim Regional Council for the Local Government Association of Queensland was completed by Environmental Risk Science and Audit (ERSA) in 2012. The approach adopted for this study follows the risk management process established in AS/NZS ISO 31000-2009 Risk Management – Principles and Guidelines (SA/SNZ, 2009).
The Natural Hazard Risk Assessment identifies the following:
• Hazards • Elements at Risk and their vulnerability • Risks Analysed; and • Treating the Risk
With a new State-wide Natural Disaster Risk Assessment endorsed by the Queensland Disaster Management Committee, the Queensland Emergency Risk Management Framework (QERMF) was initiated by the Scenic Rim LDMG in September 2017. This process is still in development and will be revising the ERSA 2012. It currently only addresses natural hazards and risks. This will require the LDMG to use the same tools to address the recognised man-made/non-natural hazards.
A methodology developed for local, district and state, the process identifies risk, analyse exposures and assist to plan mitigation strategies ultimately to reduce the residual risk to the community.
The QERMF was developed in accordance by AS/NZS ISO 3100 (Risk management - principles and guidelines), the National Emergency Risk Assessment Guidelines 2015 (NERAG), and the Sendai Framework for Disaster Risk Reduction's (Sendai Framework) "Priorities for Action" and will be used to reassess the natural hazard "risks" within Scenic Rim region.
RISK REGISTER & TREATMENT PLAN
From the Natural Hazard risk assessment (ERSA) conducted in 2012, a Local Risk Register & Treatment Action Plan, Annexure 3 was created.
This Register is a standing agenda item at each LDMG meeting to record progress, resolve issues in implementation and to identify new risks and risk treatment actions.
The Local Risk Register and Treatment Plan covers the following broad risk categories:
• Severe Storm Strategies
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• Flood Strategies • Landslide Strategies • Fire Strategies • Earthquake Strategies • Heatwave Strategies
The Scenic Rim Regional Council is responsible for ensuring the Registers are maintained and republished/redistributed after each LDMG meeting as required. This is a version-controlled document and copies of each version are to be retained for archive purposes.
In addition to the new 2017 risk assessment process QERMF upon completion, still currently in development, the Local Risk Register and Treatment Action Plan will be amended accordingly and collaboratively with the LDMG as appropriately.
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MITIGATION/PREVENTION
INTRODUCTION
Prevention refers to the regulatory and physical measures taken to ensure that emergencies are prevented, measures can be both structural and non-structural and include engineering works, planning controls and land use planning, warning systems and regulations. Mitigation measures are defined as strategies aimed at decreasing or eliminating the impact of a disaster to the environment or society.
The State Planning Policy July 2017 sets out the State’s interest in ensuring that the natural hazards of flood, bushfire and landslide are adequately considered when making decisions about development with addition of the Temporary Local Planning Instrument 01/2016 (Flood Hazard) (TLPI).
Strategies that help to reduce or eliminate hazards across the Scenic Rim Region are identified and discussed in the Local Risk Register & Treatment Action plan as Annexure 3 of this document.
BUILDING CODES, BUILDING-USE REGULATIONS AND LEGISLATION
The application of building codes and building use regulations aim to ensure that buildings and infrastructure are designed and constructed to Australasian standards that minimise damage and injury in an event (up to the design event), and that the building or infrastructure is used for the purpose in which was intended.
Standards and codes are referred to and enforced particularly for the design and construction of major infrastructure and components of essential services.
TOWN PLANNING DEVELOPMENT
In approving development applications, the Council ensures that the development is not adversely impacted upon by natural hazards and does not subject the future occupants, critical infrastructure or essential services to unacceptable levels of risk and is assessed in accordance with State Planning Policy.
COMPLIANCE WITH LEGISLATION, REGULATIONS AND STANDARDS
Member & advisors of the LDMG are committed to implementing and promoting knowledge and awareness amongst the group relevant to their industry of legislation, regulations and standards. A list of some of these references can be viewed at Annexure 4 Legislation, Regulations and Standards.
The Acts, regulations and standards include provisions relevant to disasters and have been considered in the preparation of Scenic Rim Local Disaster Management Plan.
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The Acts are continually amended and latest versions are accessible online at:
• www.legislation.qld.gov.au • www.legislation.gov.au
HAZARD REDUCTION PROGRAMS
Within the LDMG, agencies are responsible for implementing and maintaining hazard reduction programs according to the specific threat for which they are the lead agency.
The LDMG is to assist, through collaboration, to provide support to lead agencies in delivering these programs.
Reduction programs can include, but not limited too;
• Bushfire reduction programs; • Strategic hazard mitigation programs, • Regular inspections and maintenance; • Flood and catchment management programs
Each lead agency required to report to the LDMG on progression and outcomes of hazard reduction programs.
COMMUNITY EDUCATION
Community education consists of ongoing awareness programs conducted by the Scenic Rim Regional Council with collaboration of participating LDMG agencies.
Discussed further in the Preparedness section of this document, the purpose of community education is undertaken to build the community's skills, knowledge and awareness to possibly prevent consequences and be better prepared for the impacts of an event.
INSURANCE
The LDMG and the Scenic Rim Regional Council encourages all property owners, through community awareness and education programs, to purchase appropriate insurances as a risk reduction strategy.
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LAND-USE PLANNING
The application of the Planning Act 2016 and Scenic Rim Regional Council Planning Schemes and Local Plans to development applications guard against the inappropriate arrangement of infrastructure development.
Planning controls include setting policies that set development levels, freeboard requirements, voluntary buy- back schemes, and more. Land use planning includes the appropriate location of service networks and facilities through coordinated planning of infrastructure.
The strategies include plans, reference for land use management, codes for development and requirements pertaining to the assessment of proposed developments. As such, planning schemes contribute towards disaster risk reduction within identified hazard-prone/constraint areas, in particular:
• Potential Bushfire hazard areas, which allows for the identification of an appropriate class of building construction; • Building setbacks from waterways and bushfire prone areas; • Areas of unstable soils and areas of potential land slip hazard; and • Natural hazard (flood) management areas, and the identification of appropriate development standards so that private and community infrastructure can be sited above levels of defined flood events.
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PREPAREDNESS
INTRODUCTION
Preparedness is having arrangements to ensure that, should an emergency occur, all those resources and services which are needed to cope with the effects can be efficiently mobilised and deployed.
Preparedness is also about measures that seek to reduce harm caused by a hazard, by reducing the community susceptibility and vulnerability, and include measures such as:
• Community awareness programs; • Effective information management - collection of historical data of events; • Media releases to communities; • Disaster plans and procedures; and • Regular maintenance programs.
The Scenic Rim LDMG takes on all hazard, comprehensive and agency collaboration approach to preparedness. This approach enables all agencies to consolidate their capability to preparing for disasters.
The LDMG will establish and maintain relationships with lead and support agencies, local community groups, local volunteer service groups and the community, to build ownership and partnership with members of these groups to increase their overall disaster management capability.
RESPONSE CAPABILITY
The current response capability is achieved through:
• The Scenic Rim State Emergency Service unit; • The Scenic Rim Regional Council’s workforce; and • The capabilities of the various lead and support agencies as detailed in the various role, responsibility and capability tables within this plan.
A measurement of response capability may be achieved through operational activation of the LDMG or by the conduct of exercises that test all or parts of the Scenic Rim LDMP.
The LDMG will maintain a database of suitable community organisations that are able to provide assistance during periods of activation and recovery including their capability and capacity of assistance. This database is managed through additional Sub-Plans, additional documentation to the LDMP and Council's disaster management program.
COMMUNITY EDUCATION AND INFORMATION
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Community education includes programs designed by Council in conjunction with the LDMG, together with material prepared by agencies such as the Queensland Fire and Emergency Services, Bureau of Meteorology and other Statutory Services, that:
• Provide a detailed explanation of particular hazards; • Provide details of practical measures residents can take prior to, during and after a disaster event or incident to help them prepare for and recover from the impact of the event or incident; • Encourage the community to “be aware” through ongoing media campaigns;
Council and the LDMG will also consider participating in state government programs, for example, the Queensland Get Ready Campaign.
MEMORANDUM OF UNDERSTANDING
The Scenic Rim Regional Council have entered into a number of Memorandum of Understandings (MoU) to support the function in preparing for, responding to and recovering from emergency events.
The MoUs outline the agreed roles and responsibilities of involved organisations in the event of a disaster and activation. These include evacuation centres and Red Cross management of evacuation centres.
The MoUs are confidential and are only available to the participating agencies and the Scenic Rim LDMG.
EMERGENCY PLANNING
The LDMG recognises the importance of planning for disaster events, and actively promotes this amongst the region’s disaster management agencies and emergency services.
When preparing disaster management plans, the LDMG will:
• Utilise emergency risk management principles; • Adopt a comprehensive, all agencies approach to disaster management; • Consider community preparedness; and • Consult extensively with lead and supporting agencies, and community stakeholders as appropriate.
The LDMG is responsible for maintaining the Scenic Rim LDMP. In maintaining this plan, the group expects that all member agencies will be actively involved in the review process.
TRAINING AND EXERCISES
The Queensland Disaster Management Arrangements (QDMA) brings together a number of agencies to work in a coordinated manner to assist communities prepare for, respond to and recover from disasters. Disaster management training is important to ensure that all agencies can seamlessly integrate within the region’s disaster management arrangements and contribute to an effective and coordinated response and recovery.
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In conjunction with Queensland Fire and Emergency Services, the Logan District Disaster Management Group and member agencies, the LDMG maintains an annual Disaster Management Training and Exercise Schedule, which details a coordinated approach to disaster management training and exercises within the Scenic Rim Region. This coordinates training needs analyses and informs all participating agencies and members of upcoming training and exercises. Training requirements of personnel within disaster management go beyond the need of Queensland Disaster Management Training Framework (QDMTF) modules, this includes plan specific training, IMS (Guardian Control) training and more.
Central features of this schedule include:
• Training the members of the Scenic Rim LDMG; • Training the Scenic Rim IMT which provides disaster coordination services through the LDCC; • Training relevant agencies (such as Scenic Rim Regional Council, emergency services, community agencies and volunteer organisations) in disaster management concepts and operations; • Required QDMTF modules; and • Exercises to test and develop capacity.
The QDMTF is a legislative requirement for any personnel involved in disaster operations, that must complete the modules relevant to their role. The QDMTF can be found on www.disaster.qld.gov.au
The Scenic Rim LDMG must conduct an exercise, either through the use of table-top, practical exercise or actual event, at least once a year to evaluate the effectiveness of the Scenic Rim LDMP and disaster management function.
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RESPONSE
INTRODUCTION
Response is defined as the actions taken in anticipation of, during, and immediately after an emergency to ensure that its effects are minimised, and that people affected are given immediate relief and support.
The principle purpose of emergency response is the preservation of life and property and includes having well trained resources available to respond to a hazard situation.
Response includes:
• Activation of the Local Disaster Coordination Centre; • Utilising all available resources to ensure timely and reliable information is provided to the community; and • Coordinating agencies to respond to the impacts of the disaster event.
The LDMG will implement response arrangements that clearly identify:
• Standard operating procedures for the coordination of the event; • Mobilisation and management of resources; • Communication and information networks; and • Implementation and maintenance of a capability register, outlining equipment capability, human resources, specialised equipment, and registers of sub-contractors.
Should it be required, the Scenic Rim Regional Council Business Continuity Plan will be activated to ensure these response arrangements are executed accordingly.
The LDC will determine (where possible) when the LDMG and the IMT will activate or respond to a specific incident or disaster.
Once activated the LDMG is to ensure the following is undertaken within in its own capability:
• Efficiently and effectively coordinate the response to an event; • Minimise the impact of a disaster event on the community; • Role and responsibility delegation; • What event information will be distributed and how; and • Effectively collaborate with the IMT at the LDCC.
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DECLARATION OF A DISASTER SITUATION
The LDMG may request the District Disaster Coordinator to declare a Disaster Situation under the Disaster Management Act 2003 [s 64]. Under the Act, the Logan District Disaster Coordinator may declare a Disaster Situation subject to the approval of the Minister.
A disaster situation can be declared if a disaster has happened, is happening or is likely to happen or the powers can be implemented to minimise loss of human life, illness or injury to humans, property loss or damage or/and damage to the environment.
LOCAL DISASTER COORDINATION CENTRE
The facilities selected as possible local disaster coordination centres (LDCCs) will be equipped and resourced to coordinate multiple activities undertaken by the IMT when an event occurs.
Event specific information from the LDCC and LDC will be distributed to members of the LDMG by way of SMS, email and telephone as appropriate in a timely manner.
Members of the IMT, this including LDMG Liaison Officers (LOs) will be regularly trained on disaster management roles and responsibilities such as disaster coordination, Queensland Disaster Management Arrangements (QDMA) , incident management responsibilities and emergency risk management .
Functions of the IMT include:
• Coordination of a multi-agency response; • Developing strategies for operational implementation; • Perform on behalf of the LDMG the planning, logistics, operations and control for the event / disaster; and • Developing strategies for the LDMG to act upon i.e. future operations.
The IMT will operate under the Australasian Inter-service Incident Management System (AIIMS)
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CONCEPT OF OPERATION
Activation of the LDMG or part thereof can only be authorised by the LDMG Chair or LDC on receipt of:
A warning of an impending threat which in the opinion of the Chair would require a coordinated community response;
A request from a lead agency for assistance under the Scenic Rim LDMP;
A request from a support agency for assistance under the Scenic Rim LDMP;
A request from the Logan Disaster District Coordinator;
A request from an affected Local Government under mutual aid arrangements, to provide assistance to a neighbouring Local Government; or
Advice from the State of an impending disaster.
RESPONSE ACTIVATION
The activation of the LDMG and the LDCC who follow this plan, is based on four stages of the QDMA escalation model from as seen below:
Table 4: Activation Levels
Level of Activation Definition Alert A heightened level of vigilance due to the possibility of an event in the area of responsibility. Some action maybe required however the situation should be monitored by someone capable of assessing the potential of the threat. Lean Forward An operational state to prepare to ‘stand up’ characterised by a heightened level of situational awareness of disaster event (either current or impeding) and a state of operational readiness. Disaster coordination centres are prepared but not activated. Stand up The operational state following ‘lean forward’ whereby resources are mobilised, personnel are activated and operational activities commenced. Disaster coordination centres are activated. Stand down Transition from responding to an event back to normal core business and / or recovery operations. There is no longer a requirement to respond to the event and the threat is no longer present.
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Table 5: Activation Flow Chart of Response Arrangements
ALERT STAGE THREAT RESPONSE ACTIONS
Notify Chair, Deputy Chair, Local Disaster Coordinator Warning Activate the plan Notify members of the LDMG STAGE 1 indicates a and place the Members to acknowledge Alert Notification
ALERT disaster event group on Stage 1 Members to review agency response procedures is possible Alert Local Disaster Coordinator to confirm operational readiness of the Scenic Rim Local Disaster Coordination Centre
Activate Chair, Deputy Chair, Local Disaster Coordinator Warning Activate the plan Activate required members of the LDMG and Scenic Rim Local Disaster Coordination Centre STAGE 2 indicates a and Place the Required members to acknowledge Standby Notification LEAN disaster event group on Stage 2 FORWARD LDMG members to meet at pre-designated operations centre if required is probable Standby Liaise with Logan District Disaster Coordinator and Executive Officer of the Logan District Disaster Management Group
A disaster has Activate the plan, LDMG operational happened, is the group and the STAGE 3 Scenic Rim Local Disaster Coordination Centre operational happening or disaster STAND UP is likely to coordination Continued liaison with Logan District Disaster Coordinator and Executive Officer of the Logan happen centre District Disaster Management Group
Deactivate the LDMG Deactivate the Deactivate the Scenic Rim Local Disaster Coordination Centre No longer a plan, the group STAGE 4 Notify the Logan District Disaster Coordinator and Executive Officer of the Logan District Disaster need for and the disaster STAND DOWN Management Group of stand-down activation coordination centre Complete ‘hot’ operational debrief Complete post operational activities reports and financial/resources expenditure reports
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PUBLIC INFORMATION
Under Section 30 (e) of the Disaster Management Act 2003, the LDMG is responsible for ensuring the community is aware of how to prepare for, respond to and recovery from a disaster event. It involves raising awareness of identified threats and the means by which the community should respond at an individual and/or household level, and may include warnings and directions.
A key supporting document to this process is the Scenic Rim Regional Council Disaster Communications Manual, which is managed by Scenic Rim Regional Council, Communications team, or if the LDCC is activated by the Public Information Officer.
Under the Scenic Rim LDMP, the Chair of the LDMG and the LDC is responsible for the dissemination of public warnings and information; and is the official source of public and media information.
During an event, the release of public information on aspects such as road closures, traffic routes, advice on evacuation procedures and registrations, will be coordinated through the LDCC.
WARNINGS AND ALERTS
The Warning and Alert Sub Plan has been developed to provide information to the community in a timely manner to assist community members to prepare and act to save life and preserve property if required in the case of a disaster.
The use of the warning and alert sub plan will be at the discretion of the LDC as the need arises in consultation with the Chair of the LDMG (should this be possible due to time critical alerts or warnings being required).
The predefined messages have been developed accordingly to the hazard with associated trigger points.
ISSUE AND RECEIPT OF WARNINGS
Warnings of a natural disaster (severe weather, cyclone, or flood) will be issued in the first instance by the Bureau of Meteorology to the LDC and assistance. The LDC, is to ensure the information is forwarded to the Chair and members of the LDMG.
Warnings of a man-made disaster or other natural disaster for which a warning would not be issued by the Bureau of Meteorology, may be issued by the designated lead agency (refer to table 6 hazard specific response agencies) to the Chair and the LDC of the LDMG. The Chair or the LDC will advise the Logan DDC.
When the LDMG is activated, public warnings will be distributed through the LDCC, upon recommendation of the lead agency and the LDC, and where possible on the authorisation of the Chair of the LDMG, or delegates.
In summary, disaster related information will be communicated to the community by the following strategies:
If power is available:
Broadcast warnings and alerts will be issued by radio (commercial and ABC), internet (Facebook, Twitter, Web), Free-to-air television services; and Emergency Alert System.
If local power and/or telecommunications is lost:
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Maintain verbal communications through the LDCC; Manually distribute information brochures and handouts; and Broadcast warnings and alerts by radio (commercial and ABC), internet (Facebook, Twitter, Web) and Free-to-air television services.
If general power is lost along with telecommunications:
Maintain verbal communications at the LDCC; Manually distribute information brochures and handouts; and Establish radio communications within the Scenic Rim Local Disaster Coordination Centre and with the Logan District Disaster Coordination Centre; and Broadcast warnings and alerts by radio (commercial and ABC).
If Council's internet connection is lost:
Maintain verbal communications through the LDCC; Manually distribute information brochures and handouts; and Broadcast warnings and alerts by radio (commercial and ABC), internet (Facebook, Twitter, Web) using alternative internet connections e.g. mobile Wi-Fi and Free-to-air television services.
If all internet connection lost:
Maintain verbal communications at the LDCC; Manually distribute information brochures and handouts; and Broadcast warnings and alerts by radio (commercial and ABC) and Free-to-air television services.
OPERATIONAL REPORTING
All response agencies are to submit regular situation reports (SITREPs) to the LDCC. Tasking within the LDCC will be managed by the Incident Management Software (IMS), Guardian Control. All emergency operation documentation will be undertaken in conjunction with the Scenic Rim Regional Council’s information management policies systems and procedures.
The LDC will collate reports (response organisation’s situation reports) received and supply regular situation reports (SITREPs) to the Chair of the LDMG and the Logan DDC.
LIAISON OFFICERS
For activations as per the relevant sub plans or hazard specific plans, each response agency will be required to send a Liaison Officer to the LDCC to assist with the response and recovery of the event.
The Liaison Officers should have their own means of communication to their respective organisations. It is the responsibility of that agency to nominate an appropriate person/s to be liaison officers and provide opportunity for appropriate training and participate in local exercises. The Liaison Officer should have a full understanding of their agency capability and capacity, and disaster operations within the LDCC.
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AVAILABLE COMMUNICATION RESOURCES
The following communication systems should be available for disaster management operations:
Scenic Rim Regional Council radio network and internal systems; Conventional Telstra facilities (additional telephones and facilities may be made available by Telstra during operations); State Emergency Service radio network; Queensland Police radio network; Individual Response Agency radio network; Electronic media – Radio and television stations and Council’s websites – for dissemination of public information as directed by the Chairperson; and
REQUEST FOR ASSISTANCE
The LDMG will advise the Logan DDMG of the likely requirements of external assistance by forwarding a formal request for assistance, if resources have been depleted. Request for assistance during activation can also be requested through Council to Council (C2C) process from within the LDCC.
The LDC or delegate of the IMT has the authority to coordinate such requests, which will be recorded appropriately.
If the lead agency requires additional support from other organisations or agencies through a disaster activation, a request for assistance application must also be requested and recorded through the LDCC.
RESUPPLY
Scenic Rim LDMG Resupply procedure is currently in review, through Scenic Rim Regional Council's current policies. The Resupply procedures and plans outline the process on resupplying food and other essentials to rural or isolated communities during a disaster, and will be coordinated through the LDCC if required.
CONCLUSION OF OPERATIONS
Acting on advice from the LDMG or lead agency, the LDC will coordinate a recall of participating agencies and close down the LDCC. Members of participating agencies are to be debriefed by their respective LOs prior to stand down.
An operation debrief involving LOs of the Lead and support agencies is to be conducted by the Chair or the LDC of the LDMG is to ensure a report is prepared and submitted to the LDMG and the Logan DDMG.
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HAZARD SPECIFIC ARRANGEMENTS AND RESPONSE
LEAD AGENCY
A hazard specific lead agency is the agency in control of the management of a specific hazard when this plan is activated. For example, during a bushfire threat, the Queensland Fire and Emergency Services is the lead agency, and will control all agencies that are contributing to bushfire management. This includes giving directions and tasks to supporting agencies, allowing access into various zones or determining the need for evacuation.
Being in control does not mean that the lead agency supplies all the resources to manage a threat. A lead agency will be supported by other agencies that have an agreed role to support the management of the threat. Control does not extend to commanding the resources (personnel and equipment) of other agencies. Each agency is responsible for commanding their own assets.
Lead agency status is bestowed by legislation, common law, regulations, or by agreement of the LDMG.
SUPPORT AGENCY
A support agency supports the lead agency in the management of a threat through actions or the provision of personnel and equipment. While under the control of a lead agency, support agencies retain responsibility for commanding their resources and ensuring that their own standard operating procedures are correctly implemented.
COORDINATION, CONTROL AND COOPERATION
Support required by the lead agency, upon implementation of this plan will be coordinated by the LDC of the LDMG through the LDCC, if it is activated. Coordination is about ensuring lead and support agencies have the resources and information needed to carry out their agreed roles.
When this plan is activated, the LDMG is responsible for the overall coordination of disaster events. The group is to ensure that information and resources are acquired and distributed where needed and when needed.
During a disaster, a number of lead agencies may be in operation at the same time. For example, a disaster may involve the management of a number of threats, and the delivery of a number of disaster management functions (such as evacuation, evacuation centre management and community support).
To ensure the provision of effective support during disaster management operations, a number of agencies have been identified and have accepted a lead or support role for the nominated threat/hazard as detailed in the following table.
General responsibilities are covered in more detail under the heading roles and responsibilities in Table 3.
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Table 6: Hazard Specific Response Agencies
Hazard Lead Agency Support Agency Flood, Cyclone, Severe Scenic Rim Regional Bureau of Meteorology Weather Council Queensland Police Service Queensland Ambulance Service Queensland Fire and Emergency Services Department of Transport and Main Roads Energy Queensland Seqwater Queensland Urban Utilities Telstra Department of Housing and Public Works Road Accident Queensland Police Queensland Fire and Emergency Services Service Queensland Ambulance Service Queensland Health Scenic Rim Regional Council Department of Transport and Main Roads Energy Queensland Air Accident Queensland Police Queensland Fire and Emergency Services Service Queensland Ambulance Service Queensland Health Scenic Rim Regional Council Energy Queensland Rail Accident Queensland Police Queensland Fire and Emergency Services Service Queensland Ambulance Service Queensland Health Scenic Rim Regional Council Queensland Rail Department of Transport and Main Roads Energy Queensland Rural Fire Queensland Fire and Queensland Police Service Emergency Services Queensland Ambulance Service Queensland Health Scenic Rim Regional Council Energy Queensland Urban Fire Queensland Fire and Queensland Police Service Emergency Services Queensland Ambulance Service Queensland Health Scenic Rim Regional Council Energy Queensland Queensland Urban Utilities Hazardous Material Queensland Fire and Queensland Police Service Accident Emergency Services Queensland Ambulance Service Queensland Health Scenic Rim Regional Council Energy Queensland Communicable Disease Queensland Health Scenic Rim Regional Council Queensland Health Queensland Ambulance Service Queensland Police Service Queensland Fire and Emergency Services
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Hazard Lead Agency Support Agency Earthquake and Landslip Scenic Rim Regional Queensland Police Service Council Queensland Fire and Emergency Services Queensland Ambulance Service Department of Transport and Main Roads Queensland Rail Queensland Health Department of Housing and Public Works Department of Defence Energy Queensland Telstra Seqwater Queensland Urban Utilities Emergency Animal/Plant Biosecurity Biosecurity Queensland Disease Queensland Queensland Police Service Scenic Rim Regional Council Queensland Fire & Emergency Services Department Main Roads Energy Queensland Queensland Health Terrorism Queensland Police Scenic Rim Regional Council. Service Queensland Ambulance Service Queensland Fire & Emergency Services Energy Queensland Telstra Seqwater Queensland Urban Utilities Queensland Health
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Table 7: Evacuation Response Agencies
Threat Lead Agency Support Agency Evacuation: Directed: Scenic Rim Regional Council To provide for the planned Queensland Police Service Bureau of Meteorology relocation of persons from Queensland Ambulance Service dangerous or potentially Voluntary: Queensland Fire and dangerous areas to safer areas Scenic Rim Regional Council Emergency Services and eventual return through the resources of the Department of Transport and Scenic Rim LDCC Main Roads Red Cross
Evacuation Centre / Emergency Scenic Rim LDMG - through the Scenic Rim Regional Council Shelter Management: LDCC and Evacuation Centre Department of Communities, To manage facilities (evacuation Management Team (ECMT) Disability Services and Seniors centres/emergency shelters) that Department of Housing and provide disaster affected people Public Works with their basic human needs. This Queensland Health includes accommodation, Queensland Fire and food/water, community, Emergency Services information and personal support Red Cross
as the starting point to assisting people recovering from an event.
HAZARD SPECIFIC SUB-PLANS
The following hazard specific plans have been developed by the LDMG in consultation with the lead agent. These sub plans are a controlled document.
Terrorism Management Sub-Plan, Emergency Animal/Plant Disease Sub-Plan, Epidemic/Pandemic or other health issues Sub-Plan,
The LDMG may be required to provide support to these arrangements and such requests may be channelled via the Logan DDMG rather than direct to the LDMG by the lead agency.
Working groups will be established by the appropriate lead agency. These working groups will be tasked with the responsibility to maintain and update the operational plan annually or as required. Where no update is required the lead agency is to formally report this to the LDMG.
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FINANCIAL PLANNING
CONTEXT AND ASSUMPTIONS
The LDC is to provide guidance to Council in relation to planning, operational finances and capital required to activate the LDMG and the Scenic Rim LDMP to the appropriate operational level of readiness.
All response and recovery costs incurred by Council relating to disaster management will be coordinated by the LDC and LRC. Upon activation of the LDMG, a disaster cost centre and project/job numbers will be created and activated to capture costs for deployment of resources and response and recovery activities. Cost centre and project/job numbers will be developed through the IMT of the LDCC.
Recovery of any costs associated with damaged assets or activities that would ordinarily be undertaken by Council in a non-disaster situation should be referred to the relevant Council department for response. If costs are to be incurred for these activities that are claimable under counter disaster operations any such expenditure should only be undertaken with the prior approval of the LDC or LRC who is ultimately accountable for the expenditure incurred.
Council’s financial management policy and procedures will govern all financial delegations, authorisations to expend funds and recording of expenditure. Disaster related finances are not normally included in the budgetary processes of the Council or other responding agencies. Disaster events happen, and may require the allocation of substantial funds as a consequence.
DISASTER MANAGEMENT EXEMPTION
Council recognises that a disaster may create situations where procurement may need to be undertaken within compressed timeframes. As far as practical, the requirements for procurement should be undertaken within Council's normal processes and systems. Should procurement need to occur that does not comply with the quotation or tender requirements required by this policy authorisation should be first obtained from:
Where procurement relates to the LDCC - Counter Disaster Operations; the LDC Where procurement relates to normal Council operations; the Chief Executive Officer, relevant Director or Chief Finance Officer
RECORDING OF EXPENSES
When an event occurs, each participating Council department and each participating lead and support agency should immediately begin accounting for personnel, equipment and other costs relating to the disaster response.
Separate recording of disaster related expenditure shall be in accordance with the Scenic Rim Regional Council’s or agency’s financial procedures and supported by logs, formal records and file copies of expenditures to provide clear and reasonable accountability and justification for reimbursement must be maintained.
It is mandatory that good accounting principles and practices be employed in order to safeguard the use of public funds from the potential of fraud, waste or abuse.
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RECOUPING OF EXPENDITURE
The circumstances and conditions under which disaster related expenditure may be recouped is explained in the Queensland PPRR Guideline.
Reimbursement is not an automatic process, and requires solid evidence of disaster related expenditure. Some disaster events may not be claimable.
Claims for reimbursement of funds relating to disaster operational expenses are addressed to Queensland Reconstruction Authority (QRA). Trigger points are determined annually by QRA, together with the State Disaster Relief Arrangements (SDRA) and Natural Disaster Relief and Recovery Arrangements (NDRRA), which are contained in the current version of the Queensland PPRR Guideline.
Considerations will be made by the Scenic Rim Regional Council and Scenic Rim LDMG to the new Disaster Recovery Funding Arrangements (DRFA) that will be effective from 01 November 2018.
The DRFA is continuing the funding arrangements of the NDRRA with reviewed improvements. Natural disasters or terrorist acts may result in large scale expenditure by state governments in the form of disaster relief and recovery payments and infrastructure reconstruction - Disaster Recovery Funding Arrangements 2018.
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RELIEF
Relief efforts of the responding agencies that meet the immediate needs of the community who are affected by the disaster, to minimise further loss through the provision of immediate shelter and support. Immediate relief activities can initiate at the response phase to support emergency agencies and community needs, which can carry through to the recovery phase.
IMPACT ASSESSMENT
Impact assessment is the organised process of collecting and analysing information after an emergency or disaster to estimate the effects.
This may include:
Casualties; Damage; or The needs of the affected community for response, recovery and future prevention and preparedness assistance.
The purpose of the impact assessments is to provide the LDCC with a source of comprehensive, standardised information on the impact of a hazard. This information is used to set priorities and make decisions relating to the response to an emergency or disaster and to the initial steps leading to recovery.
There are two basic types of impact assessment:
1. Post Impact Assessment - examines the ways in which a hazard has affected the community; and 2. Needs Assessment - examines the type, amount and priorities of assistance needed.
Under this plan and dependant on the type of damage, the LDCC will generally coordinate agencies in conducting the impact assessments.
POST IMPACT ASSESSMENT
There are two types of post-impact assessment:
1. Rapid Damage Assessment; and 2. Comprehensive Damage Assessment.
Rapid Damage Assessment (RDA)
Rapid damage assessment is undertaken immediately following an event to gather a high level view of consequences and potential consequences.
Methods of obtaining this information include:
Calls for assistance recorded at emergency services communications centres and through the LDCC; Tasking of emergency service assets;
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Information provided by LDMG members and invitees; and Assessment data from Scenic Rim Regional Council’s operational sections.
This assessment will provide initial and often unconfirmed indicative information. The information collected is used to provide an assessment of the potential overall impact of the event and to set initial priorities.
Comprehensive Damage Assessment (CDA)
Comprehensive damage assessment will commence as soon as possible following an event to accurately establish the impact of an event and confirm the results of the rapid damage assessment. Response and recovery agencies will undertake detailed impact assessments relating to their area of jurisdiction and will submit situation reports to the LDMG through the LDCC or Local Recovery Group (LRG).
Depending on need, the LDMG may coordinate the formation and operation of multi-agency damage assessment teams to systematically collect and analyse impact assessment data.
NEEDS ASSESSMENT
Based on initial rapid and comprehensive damage assessment data, needs assessment is conducted by the LDMG to establish the type, amount and priorities of assistance needed by disaster affected communities.
This depends on the impact of the disaster event. Needs assessment information will be collected and discussed usually between Scenic Rim Regional Council departments, in collaboration with the LDMG or LRG.
EVACUATION CENTRES
Evacuation centres throughout the Scenic Rim have been identified and will be activated at the discretion of the LDMG. A list of evacuation centres is recorded but is not available as a public document. Members of the public will be notified which evacuation centre/s are open based on the location and type of event.
The operation and management of an evacuation centre or similar facility is managed through the Scenic Rim Evacuation Centre Management Team and Sub Plan.
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RECOVERY
The primary aim of recovery is to assist the affected community to regain a proper level of functioning following a disaster, both initially and in the long term. It includes:
Assistance with the clean-up of residential and commercial properties; Provision of temporary housing, shelter, financial assistance and emergency food supplies and material aid; Counselling of affected persons; Mental health services; Public awareness programs to inform the community of available recovery assistance; Assistance to complete aid application forms; Restoration of lifelines and essential services; Reconstruction of the physical infrastructure; Review of the Scenic Rim Local Disaster Management Plan in light of the disaster
Relief and recovery must commence as early as possible during the response phase of the event and continue after the response phase has concluded.
Relief to the community (first 24 hours) will be addressed by the activation of the Recovery Sub Plan. This plan is designed to ease the initial problems faced by the persons affected by the disaster or emergency.
Recovery of Council’s infrastructure and corporate processes is addressed in the Scenic Rim Regional Council Business Continuity Plan.
The five (5) functions of recovery are:
Human and Social; Economic; Environmental; Roads and Transport; and Building.
The application of recovery will depend upon the initial assessment conducted by the teams established in the Post Impact Assessments, from the outreach survey conducted as part of the Recovery Sub-Plan and the information gained from lead and support agencies.
Should a Local Recovery Coordinator (LRC) be required, this person will be appointed to oversee and coordinate mid to long term recovery for the affected community.
LOCAL RECOVERY GROUP
Within the LDMG a Local Recovery Group (LRG) will be established depending on the event. The LRG will be managed and directed by the Local Recovery Coordinator (LRC). Explained further within the Recovery Sub- Plan, the group works closely with the functional lead agencies to plan for and coordinate the local recovery operations and reports to the LDMG and/or DDMG.
The LRG is flexible to what agency is to be involved depending on the hazard and event.
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PLANNING FOR RECOVERY
The LRG on behalf of the LDMG, maintain the Recovery Sub-Plan. The Recovery Sub-Plan addresses all five (5) functions of recovery and how they will be coordinated during operations, define parameters for effective recovery operations within the region, identify constraints within the region, outline operational and action plans for recovery operations and identify mechanisms for coordinating and managing offers of assistance and volunteers in order to match needs with offers.
The Recovery Sub-Plan includes the transition arrangements from response through to immediate relief to recovery arrangements, outlining transfer between LDMG, LRG and other state requirements, including communication between LDC and LRC.
HUMAN AND SOCIAL RECOVERY
Human-Social recovery is the coordinated process of supporting disaster affected individuals, families and communities towards the restoration of emotional, social, economic and physical well-being following a disaster. Services typically include provision of information, payment of financial assistance, and provision of personal and psychosocial support.
Recovery of the community will commence with the activation of the Recovery Sub-Plan which provides for the immediate needs of the disaster affected community, that is, sustenance and shelter.
Short-term human and social recovery response would be a Local Recovery Group (LRG) response until the capacity and capability of Council and local welfare agencies was exceeded.
Mid - Long term human and social recovery response would be the role of the District Human and Social Recovery Group in conjunction with the LRG, which is to maintain preparedness for and provide advice to the department for the coordination and delivery of human and social community recovery services and recovery operations following disaster events. Aspects of human and social recovery include:
Personal support and information Physical health and emotional, psychological, spiritual, cultural and social wellbeing Public safety and education Temporary accommodation Financial assistance to meet immediate individual needs and uninsured household loss and damage
Financial aid and disaster relief to the disaster affected community may be met in part from the provisions of the NDRRA, public appeals and private insurance.
Services are usually delivered through a recovery hub established at a suitable location where representatives of the above agencies can be accessed by members of the public. Where suitable the recovery hub, may be collocated with the evacuation centre, provided suitable separation for privacy can be achieved.
The purpose of the recovery hub is to make available a multiplicity of services at one point. This removes the necessity for persons affected by the disaster to seek services at several locations and eliminates the duplication of such services. The recovery hubs also aid in the coordination of participating government and non-government agencies in providing community support services.
Other methods used to engage with the community are pop-up hubs and outreach models, primarily managed by the Department of Communities, Disability Services and Seniors. (DCDSS)
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The following functions generally cover services provided by Council at a local level:
Material aid; Evacuation centres; Registration; Personal support; Immediate accommodation (24 to 48 hours); and Catering services.
Recovery hub/s are staffed by officers of the Department of Communities, Disability Services and Seniors and staff of participating agencies.
ECONOMIC RECOVERY
A key player in the economic recovery of the community is the Insurance Industry together with agencies who manage the provision of financial assistance.
With the lead agency of Department of State Development (DSD) the following in monitored for renewal and growth of:
Individuals and households (employment, income, insurance claims); Private and government business enterprises and industry; Assets, production and flow of goods and services to and from the affected area;
Natural Disaster Relief and Recovery Arrangements/State Disaster Relief Arrangements include:
Personal hardship and distress: Restoration of public assets; Concessional loans to primary producers; Concessional loans to small businesses; Freight subsidies; and Loans/grants to non-profit organisations.
Social security payments include:
Disaster relief payments; Special benefits; and Continuing payments.
ENVIRONMENTAL RECOVERY
Environmental recovery includes environmental disruptions which result in public health issues.
Public health issues include water, sanitation, shelter, food and infectious diseases and will be managed by Council with assistance from the Department of Health as required.
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Environmental damage may include not only damage to flora and fauna but also damage inflicted by the release of hazardous materials and the incursion of sea water.
The recovery of environment is led by the Department of Environment and Science (DES) with assistance of other state governments to specifically assist the LRG in environmental infrastructure, culturally significate sites, heritage structures, contamination and pollution.
ROADS AND TRANSPORT RECOVERY
Local roads, bridges and culverts will be the responsibility of Scenic Rim Regional Council in terms of assessment of damage, traffic ability, public notification about conditions, emergent and reconstruction works.
The Department of Transport and Main Roads (DTMR) are responsible for state and national controlled roads.
BUILDING RECOVERY
Building infrastructure involves essential services damaged or made inoperable following a disaster. The recovery of buildings is led by Department of Housing and Public Works. The following strategies will be followed to ensure the restoration of essential infrastructure.
Water Services - will be reinstated, where possible, by Queensland Urban Utilities. If these services are not operating, public information/warnings will indicate alternative arrangements and these will depend on the condition of facilities and the availability of alternative sources for continuity of supply.
Sewerage services - will be reinstated, where possible, by Queensland Urban Utilities. If these services are not operating, public information/warnings will indicate the failure of the system and the alternative arrangements that should be followed having regard to health and safety.
Buildings - arranging inspection of essential buildings is the responsibility of the LDMG and will be discussed with the appropriate owner of the essential building.
RECOVERY ACTIVATION
Local recovery arrangements should be activated to 'alert' once the response phase has reached the 'lean forward' level of activation and should continue to follow the response phase through the levels of activation. However on determining the event, the recovery function (LRC and LRG) can be at "Stand Up" during the response phase of an activated LDMG/LDCC.
Depending on the nature, location and size of the event, recovery operations may be managed at either the local or combination of local and district.
The LRG with the LDMG and LDC will determine the immediate/short term recovery activities that are needed for the region.
The LDMG and LRG together will collaborate with the DDMG and functional lead agencies to accomplish longer term recovery operations within the affected areas.
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Table 8: Activation Flow Chart of Recovery Arrangements
RESPONSE TRIGGERS ACTIONS COMMUNICATIONS - ALERT
Appointment of the LRC as appropriate RESPONSE Response phase at LRC & LRG members on RECOVERY Potential actions and risks identified - LEAN 'lean forward' level of mobile remotely - ALERT Information sharing commences FORWARD activation LRC in contact with IMT/LDC Initial advice to all recovery stakeholders
Response phase at 'Stand Up' level of Monitor of response arrangements LRC & LRG members on RECOVERY activation Analysis of hazard impact or potential impact mobile and monitor emails RESPONSE - LEAN remotely - STAND UP Relief and recovery planning commences FORWARD Immediate relief Deployments for immediate relief commenced by Ad hoc reporting arrangement are recovery functional agencies required.
LRC & LRG members present Relief arrangements LRG activated at LDCC or alternate location at nominated location, continue. Recovery plan activated established landlines/mobiles RESPONSE RECOVERY Response phase Deployments for immediate relief response and emails - STAND - STAND moves to 'Stand Action plans for Functional Recovery themes activated LRC & LRG involved in DOWN UP down'. Community information strategy employed medium term recovery Medium-term Participate in Response debrief requirements recovery commences Response to recovery handover from LDC to LRC Regular reporting to LDMG & LDC
LRG arrangements Consolidate financial records LRC & LRG members resume are finalised. Reporting requirements finalised standard business & after RECOVERY Community returns Participate in recovery debrief hours arrangements - STAND to normal activates Functional lead agencies DOWN Post event review and evaluation with ongoing support Long-term recovery arrangements transferred to report directly to LRC as as required. functional lead agencies required. Return to core business
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SCENIC RIM REGIONAL COUNCIL MAP
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ANNEXURES ANNEXURE 1: GLOSSARY
ABBREVIATIONS AND ACRONYMS
AIIMS Australasian Inter-service Incident Management System
BoM Australian Bureau of Meteorology
CED Common Effluent Drainage
CEO Chief Executive Officer (of a local government or agency)
DDC District Disaster Coordinator
DDCC District Disaster Coordination Centre
DDMG District Disaster Management Group
DDMP District Disaster Management Plan
DES Department of Environment and Science
DCDSS Department of Communities, Disability Services and Seniors
DFE Defined Flood Event
DILGP Department of Infrastructure, Local Government and Planning
DRFA Disaster Recovery Funding Arrangements
DPC Department of Premier and Cabinet
DHPW Department of Housing and Public Works
DM Disaster Management
DMC Disaster Management Coordinator
DTMR Department of Transport and Main Roads
EA Emergency Alert
EAP Emergency Action Plan
ERSA Environmental Risk Science and Audit
HazMat Hazardous Materials (in the context of emergency response)
IGEM Inspector General Emergency Management
IMT Incident Management Team
ISO International Organisation for Standardisation
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LDC Local Disaster Coordinator
LDCC Local Disaster Coordination Centre
LDMG Local Disaster Management Group
LDMP Local Disaster Management Plan
LGAQ Local Government Association of Queensland
LRC Local Recovery Coordinator
LRG Local Recovery Group
NDRP Natural Disaster Resilience Program
NDRRA Natural Disaster Relief and Recovery Arrangements
NERAG National Emergency Risk Assessment Guidelines
NGO Non-Government Organisation
NPSR Parks and forests - Department of Environment and Science
PPRR Prevention, Preparedness, Response and Recovery
QAS Queensland Ambulance Service
QDMA Queensland Disaster Management Arrangements
QDMC Queensland Disaster Management Committee
QDMTF Queensland Disaster Management Training Framework
QERMF Queensland Emergency Risk Management Framework
QFES Queensland Fire and Emergency Services
QPS Queensland Police Service
SDA State Development Area
SDRA State Disaster Relief Arrangements
SES State Emergency Service
SEQ South East Queensland
SEQCofM South East Queensland Council of Mayors
SITREP Situation Report
SRRC Scenic Rim Regional Council
SPP State Planning Policy
SOP Standard Operating Procedure the Act Disaster Management Act 2003
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TLPI Temporary Local Planning Instrument
XO Executive Officer
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DEFINITIONS
For further definitions refer to the EMA Australian Emergency Management Glossary Manual 3
All Agencies Approach All agencies to be involved to some extent towards prevention, preparedness, response and recovery planning and activities to disaster management, this approach recognises that no one agency can address all impacts of a hazard, either in a proactive or reactive sense.
All Hazards Approach The all hazards approach is based on principles that all systems and methods for one hazard are most likely to work for other hazards, however there is specialised approaches that must apply.
Alert A heightened level of vigilance due to the possibility of an event in the area of responsibility. No action is required, however the situation should be monitored by someone capable of assessing the potential of the threat.
Command The direction of agency members and resources in the performance of the agency's roles and tasks. Authority to command is established by legislation or by agreement with the agency. Command relates to agencies only, and operates vertically within the agency.
Community A group of people with a commonality of association and generally defined by location, shared experience or function
Community Resilience The adaptive capacity of its members to respond to and influence the consequences of disasters to continue an acceptable level in functioning and structure.
Coordination The bringing together of organisations to ensure effective disaster management before, during and after an event. It is primarily concerned with systematic acquisition and application of resources (people, material, equipment, etc) in accordance with priorities set by disaster management groups. Coordination relates primarily to resources and operates vertically, within an organisation, as a function of the authority to command and operates horizontally across organisations and agencies.
Coordination Centre A centre established at state, district or local government level as a centre of communication and coordination during times of disaster operations.
the Comprehensive Is a range of measure to manage risk to communities and environment, it Approach includes the development and maintenance of arrangements to prevent, prepare for, respond to and recover from emergencies.
It begins before an emergency occurs and continues to well after the event has passed.
The comprehensive approach is best remembered as PPRR
Disaster A serious disruption in a community, caused by the impact of an event, that requires a significant coordinated response by the State and other
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entities to help the community recover from the disruption. (Disaster Management Act 2003)
Disaster District Part of the state prescribed under a regulation as a disaster district.
Disaster Management Arrangements about managing the potential adverse effect of an event including, for example, arrangements for mitigating, preventing, preparing for, responding to and recovering from a disaster. (Disaster Management Act 2003)
Disaster Management The services essential to managing the impacts and consequences of an Functions event.
Disaster Management A disaster management standard means a standard for disaster Standard management established by the Office of the Inspector-General of Emergency Management.
Disaster mitigation The taking of preventative measures to reduce the likelihood of an event occurring or, if an event occurs, to reduce the severity. (Disaster Management Act 2003)
Disaster operations Activities undertaken before, during or after an event happens to help reduce loss of human life, illness or injury to humans, property loss or damage, or damage to the environment, including, for example, activities to mitigate the adverse effects of the event. (Disaster Management Act 2003)
Disaster preparedness The taking of preparatory measures to ensure that, if an event occurs, communities, resources and services are able to cope with the effects of the event.
Disaster recovery The phase of disaster operations that relates to recovering from a operations disaster. (Disaster Management Act 2003)
Disaster relief The provision of immediate shelter, life support and human needs of persons affected by, or responding to, an emergency.
Disaster Research May be broadly understood as a systemic inquiry, before and after a disaster, into a relevant disaster management problem. (COAG, Natural Disasters in Australia: Reforming mitigation, relief and recovery arrangements: 2002)
Disaster response The taking of appropriate measures to respond to an event, including action taken and measures planned in anticipation of, during, and immediately after an event to ensure that its effects are minimised and that persons affected by the event are given immediate relief and support. (Disaster Management Act 2003)
Disaster response The ability to provide equipment and a suitable number of persons, using capability the resources available to the local government, to effectively deal with or help another entity to deal with, an emergency situation or a disaster in the local government area.
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Disaster response The phase of disaster operations that relates to responding to a disaster. operations (Disaster Management Act 2003)
Disaster risk assessment The process used to determine risk management priorities by evaluating and comparing the level of risk against predetermined standards, target risk levels or other criteria. (Councils of Australian Governments, Natural Disasters in Australia: Reforming mitigation, relief and recovery arrangements: 2002)
District Disaster A person appointed under the Disaster Management Act 2003 who is Coordinator responsible for the coordination of disaster operations in the disaster district for the District Disaster Management Group.
District Disaster The group established in accordance with s22 of the Act to provide Management Group coordinated State Government support and resources to LDMGs on behalf of local governments.
District Disaster A plan prepared in accordance with s53 of the Act, that documents Management Plan planning and resource management to counter the effects of a disaster within the disaster district.
Event (1) Any of the following:
a. a cyclone, earthquake, flood, storm, storm tide, tornado, tsunami, volcanic eruption or other natural happening
b. an explosion or fire, a chemical, fuel or oil spill, or a gas leak
c. an infestation, plague or epidemic (example of an epidemic – a prevalence of foot-and-mouth disease)
d. a failure of, or disruption to, an essential service or infrastructure
e. an attack against the state
f. another event similar to an event mentioned in (a) to (e).
(2) An event may be natural or caused by human acts or omissions. (Disaster Management Act 2003)
Functional Lead Agency An agency allocated responsibility to prepare for and provide a disaster management function and lead relevant organisations that provide a supporting role.
Hazard A source of potential harm, or a situation with a potential to cause loss. (Emergency Management Australia, 2004)
Incident An event, accidentally or deliberately caused, which requires a response from one or more of the statutory emergency response agencies. A sudden event which, but for mitigating circumstances, could have resulted in an accident. (AIDR Knowledge Hub Glossary)
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Lean Forward An operational state prior to “stand up” characterised by a heightened level of situational awareness of a disaster event (either current or impending) and a state of operational readiness. Disaster coordination centres are on standby; prepared but not activated.
Local Disaster Coordinator A person appointed under the Act who is responsible for the coordination of disaster operations for the LDMG.
Local Disaster The group established in accordance with s29 of the Act to support the Management Group disaster management and operational activities of local governments.
Local Disaster A plan that documents agreed arrangements that are in place to deal Management Plan with disaster events within the local government’s area of responsibility.
Member A person officially appointed as a member of a disaster management group. Members have voting rights to validate the business of the group.
Post-disaster Assessment Addresses performance during and the risks revealed by a disaster event in order to improve future development of mitigation measures. Post- disaster assessment forms part of continuous improvement of the whole system. (Adapted from Councils of Australian Governments, Natural Disasters in Australia: Reforming mitigation, relief and recovery arrangements: 2002)
Prevention, Preparedness, The PPRR DM Guideline is developed under s63 of the Act to inform the Response and Recovery State group, district groups and local governments of each phase within (PPRR) Disaster disaster management, specifically addressing roles and responsibilities of Management Guideline stakeholders, prevention and mitigation strategies, preparedness arrangements and considerations for planning, the activation of response arrangements, the recovery process and financial arrangements.
Primary Agency An agency allocated responsibility to prepare for and respond to a specific hazard based on their legislated and/or technical capability and authority.
Queensland Disaster Whole-of-government arrangements to ensure the collaborative and Management effective coordination of planning, services, information and resources Arrangements for comprehensive disaster management.
Recovery The taking of preventative measures to recover from an event, including action taken to support disaster-affected communities in the reconstruction of infrastructure, the restoration of emotional, social, economic and physical wellbeing, and the restoration of the environment. (Disaster Management Act 2003)
Relief The provision of immediate shelter, life support and human needs of persons affected by, or responding to, an emergency.
Residual Risk The risk remaining after risk treatment. Residual risk can contain unidentified risk. Residual risk can also be known as ‘retained risk’. (ISO Guide 73:2009 Risk management – Vocabulary)
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Risk The effect of uncertainty on objectives. (ISO Guide 73:2009 Risk management – Vocabulary)
Risk identification The process of finding, recognising and describing risks. (ISO Guide 73:2009 Risk management – Vocabulary)
Risk Management Coordinated activities to direct and control a community or organisation with regard to risk. (ISO Guide 73:2009 Risk management – Vocabulary)
Risk Register A listing of risk statements describing sources of risk and elements at risk with assigned consequences, likelihoods and levels of risk.
Risk Treatment Process of selection and implementation of measures to modify risk. (National Emergency Risk Assessment Guidelines)
Serious Disruption Serious disruption means:
(a) loss of human life, or illness or injury to humans; or
(b) widespread or severe property loss or damage; or
(c) widespread or severe damage to the environment.
(Disaster Management Act 2003)
Stand Down Transition from responding to an event back to normal core business and/or recovery operations. There is no longer a requirement to respond to the event and the threat is no longer present.
Stand Up The operational state following “lean forward’ whereby resources are mobilised, personnel are activated and operational activities commenced. Disaster coordination centres are activated.
State Disaster Coordinator A person appointed under the Act who is responsible for the coordination of disaster response operations for the Queensland Disaster Management Committee.
State Disaster A planning tool for disaster managers which provides an overview of Management Plan Queensland’s disaster management arrangements, including agency roles and responsibilities.
State Recovery A person appointed under the Disaster Management Act 2003 who is Coordinator responsible for the coordination of disaster recovery operations for the Queensland Disaster Management Committee.
Vulnerability The conditions determined by physical, social, economic and environmental factors or processes, which increase the susceptibility of a community to the impact of hazards.
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ANNEXURE 2: RELATED DOCUMENTATION
SCHEDULE OF SUB PLANS
Hazard Specific Sub Plans
Terrorism Management Sub Plan Emergency Animal & Disease Sub Plan Epidemic & Pandemic Sub Plan
Functional Sub Plans
Evacuation Sub Plan Recovery Sub Plan
CONFIDENTIAL DOCUMENTS
The following documents contain confidential and privileged information and distribution is restricted to the Local Disaster Management Group Members or other authorised persons.
Disaster Communications Manual LDMG Membership Contact Register Evacuation Centre Management Sub Plan Bushfire Management Sub Plan Local Disaster Coordination Centre (LDCC) Standard Operating Procedures (SOPs)
Emergency Action Plans (EAPs)
The following EAPs are managed and maintained by Seqwater.
Bromelton Dam Emergency Action Plan Maroon Dam Emergency Action Plan Moogerah Dam Emergency Action Plan Nindoonbah Dam Emergency Action Plan Wyaralong Dam Emergency Action Plan
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ANNEXURE 3: LOCAL RISK REGISTER AND TREATMENT ACTION PLAN
The following tables the risk reduction strategies that have been detailed in Chapter 5 of the ERSA report, they draw together to form the basis of a risk treatment action plan, it lists the agencies that should be involved in their implementation and a priority for their implementation is suggested.
STRATEGY STRATEGY RESPONSIBLE PRIORITY ACTION STATUS NUMBER AGENCY
GENERIC STRATEGIES
When establishing its new Vision Statement and Corporate Needs to be Plan the Scenic Rim Regional Council consider the inclusion of Complete included in developed Generic a clear commitment to maintain a safe and resilient SRRC LOW Communication Plan - Vision and further in the strategy 1: community, especially in relation to the potential impact of Theme Outcomes and natural hazards. Priorities
At an early stage in the life of each Council arrange a briefing for all elected councillors and senior executives on their roles Generic and responsibilities for disaster risk management. An SRRC To be HIGH strategy 2: information package to support such a briefing should contain LDMG commenced. material such as the LGAQ resource Elected member’s guide to disaster management.
Council, through the LGAQ, request DCCSDS to task its legal Generic advisors to compile and disseminate a statement of the legal, SRRC MEDIUM Check if LGAQ done strategy 3: administrative and common law responsibilities of LGAQ Queensland local governments for disaster risk management.
In the process of re-designing its functional arrangements, Generic Council reviews the LDMG organisational structure and SRRC HIGH Completed with review in 2015 Completed strategy 4: membership to maximise its effectiveness as a disaster risk LDMG management body.
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STRATEGY STRATEGY RESPONSIBLE PRIORITY ACTION STATUS NUMBER AGENCY
At an early stage in the new SRRC, Council establish a policy Generic that guarantees public access to details of potential hazard Disaster Management policy SRRC HIGH Completed strategy 5: impact zones, especially those involving inundation hazards, adopted by Council 2015 bushfires and heatwave.
Council direct the Disaster Management Section to develop Risk Generic closer formal and informal ties with Corporate Audit to SRRC MEDIUM Internal Audit review Reference Group strategy 6: develop disaster risk assessments that can be audited by a 3rd established party in the organisation.
Council consider appointing the Manager, Disaster Generic DIS as LDC attends A&RH Management on the SRRC Audit and Risk Management SRCC HIGH Completed strategy 7: conference Committee.
The LDMG consider inviting the Audit and Risk Management Generic Committee to report the status of the disaster risk LDMG HIGH To be carried out strategy 8: assessment and to discuss other issues as necessary.
Council, by lobbying through the SEQCofM and LGAQ, request that DCDSS and IGEM review the current limitation of NDRP SRRC Generic research projects to those hazards covered under the NDRRA SEQCofM MEDIUM Status of these NDRP projects? Check strategy 9: so that Queensland local governments can more effectively develop a genuine all-hazards approach to emergency risk LGAQ management.
Council continue to seek external funding to extend its multi- Generic hazard risk assessment studies to address the full span of ONGOING SRRC From where? strategy 10: hazards, including heatwave, epidemics and anthropogenic LOW hazards.
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STRATEGY STRATEGY RESPONSIBLE PRIORITY ACTION STATUS NUMBER AGENCY
The LDMG initiate discussions with the Scenic Rim Library, the Queensland Museum, the State Library and local history Generic LDMG Not Sufficient Resources groups to document the community’s experience of and LOW strategy 11: response to disasters as a significant theme to be addressed SRRC CNSR in researching and recording local history.
The LDMG incorporate into its Local Disaster Management Plan the requirement to undertake and/or fund post-event Prevention and Generic Not sufficient Resources surveys and studies from which to accurately assess the LDMG ONGOING Preparedness strategy 12: consequences (physical, economic, personal) of all significant Refer to LRIP Strategy hazard impacts.
Council, in conjunction with the SEQCofM, recommend to SRRC LGAQ and DCDSS that guidelines be developed to standardise Generic the conduct of post-event surveys and studies and SEQCofM MEDIUM Check LGAQ action to date strategy 13: incorporate those guidelines into the State Disaster LGAQ Management Plan.
The LDMG develop, and recommend to Council, procedures Generic LDMG Not Sufficient Resources and protocols by which to manage and coordinate post-event MEDIUM strategy 14: research by outside agencies following a major disaster. SRRC
Council, through the LGAQ, recommend to DCDSS that LDMG guidelines be developed and circulated to the scientific Generic Not Sufficient Resources community relating to the conduct and management of post- SRRC LOW strategy 15: event studies and research by both national and international DCDSS academic and other researchers.
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STRATEGY STRATEGY RESPONSIBLE PRIORITY ACTION STATUS NUMBER AGENCY
The LDMG recommend to Council that its information LDMG systems be reviewed, and if necessary modified, to ensure Generic that its information infrastructure is capable of fully SRRC MEDIUM GUARDIAN installed Completed strategy 16: supporting the planning for and response to a major disaster
or emergency.
Council develop the detailed modelling and mapping work Undertaken in the Planning undertaken as part of this study and earlier studies including Scheme Review. Flood Hazard Generic the 2004 Landmark multi-hazard risk assessment of SRRC HIGH Event mapping is expected to be Ongoing strategy 17: Beaudesert Shire and the GHD Logan River flood modelling to completed across all riverine provide property-level information on potential exposure to catchments in 2016 future hazard events.
The LDMG recommend to Council the development of a comprehensive disaster risk communications strategy, in association with the response agencies, including the production of a comprehensive guide to the development of Generic LDMG To be investigated further in household emergency management plans. That guide should HIGH Ongoing strategy 18: Preparedness Strategy be made available in the major non-English languages SRRC identified in the 2011 National Census as being represented in Scenic Rim Region. It should also be included in the ‘welcome’ information pack provided to new residents.
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STRATEGY STRATEGY RESPONSIBLE PRIORITY ACTION STATUS NUMBER AGENCY
The LDMG, in conjunction with Council and response agencies, engage with the local electronic media outlets to establish procedures to manage communications with the LDMG community, including messages in languages other than Generic Refer to the Disaster English, to provide authoritative information ahead of, during SRRC MEDIUM Completed strategy 19: Communication Manual and after an emergency. That liaison would also help to DCCSDS educate media proprietors and on-air commentators as to the process of disaster management and use of SEWS when authorised in line with the State Disaster Plan.
Generic Council consider the development of a social media policy Refer to the Disaster SRCC HIGH Completed strategy 20: into their disaster management arrangements. Communication Manual
The LDMG and Council establish a program of community Generic Include in the Preparedness awareness as to the importance of SEWS ahead of the annual SRRC ONGOING Ongoing strategy 21: Strategy and Get Ready bushfire and storm seasons.
Council consider subscribing to the Australian Early Warning Generic Network and monitor development of the Telstra-operated SRRC MEDIUM Already included. Completed strategy 22: Emergency Alert system.
Council develop a program of encouraging the community to plant appropriate shade trees to reduce heatwave effects and Generic SRRC to manage remnant native trees to minimise their potential to ONGOING Free tree program Completed strategy 23: be brought down during storms or to provide bushfire fuel close to residences.
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STRATEGY STRATEGY RESPONSIBLE PRIORITY ACTION STATUS NUMBER AGENCY
Council use the current high degree of media interest in Generic issues relating to climate change to promote messages of the SRRC HIGH Biodiversity Strategy Completed strategy 24: linkage of climate and natural hazards both now and into the future.
Before the start of each storm season Council run a community education program aimed at building community Generic resilience and self-reliance. To provide focus to that campaign SRRC HIGH Get Ready Campaign participation Ongoing strategy 25: Council could consider adopting a slogan along the lines of ‘your safety is our concern, but your responsibility’.
The LDMG consider activating the local LDCC in response to the more frequently occurring lower-level emergency Annual exercise Generic LDMG As and when available resources situations to expand the experience of members and their ONGOING and training strategy 26: limited agencies of providing a ‘significant and coordinated multi- SRRC sessions agency response’.
Council ensure it undertakes disaster management exercises Generic Annual exercise prior to storm on a regular basis across a range of different scenarios that SRCC ONGOING Ongoing strategy 27: season reflect the range of risks it faces.
LDMG Council recommend to DCDSS, through the LGAQ, that model Generic sub-plans be developed to provide guidance on planning for SRRC MEDIUM Sub plans available strategy 28: infrastructure recovery, business recovery and community LGAQ welfare activities during and following a disaster.
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STRATEGY STRATEGY RESPONSIBLE PRIORITY ACTION STATUS NUMBER AGENCY
SRRC Council adopt and implement the State Government policies Generic Support GIVIT site. No further relating to the management of donations, volunteers and LGAQ Complete strategy 29: action goods in disasters.
Before the onset of the annual storm season the LDMG should review and update the evacuation sub-plan of the LDMG local disaster management plan to take account of the risks Generic identified in this study and to take account of best-practice SRRC Safer places identified Ongoing strategy 30: evacuation planning methods. As part of that update, the SES LDMG should seek engineering advice as to the suitability of buildings designated as ‘places of refugee’ shelters under all potential circumstances.
LDMG Scenic Rim Disaster Management and SES Units liaise with the Waiting on Generic Check the emergency plans of retirement villages with regard to their emergency planning SRRC information from strategy 31: retirement villages and tourist sites and evacuation arrangements. Tourist Sites SES
Check Community development. The LDMG negotiate with their Brisbane City counterpart for MOU with Red Cross on Evacuation Generic access to their evacuation centre management information Centre Management. Red Cross LDMG Completed strategy 32: system and use that model to establish and maintain an have also developed an Evacuation evacuation centre management system for Scenic Rim Region. Centre Field Guide and training package.
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STRATEGY STRATEGY RESPONSIBLE PRIORITY ACTION STATUS NUMBER AGENCY
Defacto Communities. Red Cross use Register-Find-Unite. Council and the LDMG to examine the need and suitability of Generic SRRC Developed in conjunction with the using ‘off the shelf’ software to support the registration and Completed strategy 33: Department of the Attorney tracking of evacuees. LDMG General and DDMG have access to database.
Council establish a dialogue with the public and private QUU/SEQ Water/ proprietors and operators of critical infrastructure to ensure Generic SRRC that they understand their role in the local disaster Telstra/Energy Queensland Completed strategy 34: management process and to encourage their support to the Member of LDMG Advisory Group work of the LDMG.
Council, through the SEQCofM and LGAQ, request DCDSS to commission specific research and analysis of the full range of SRRC critical infrastructure, especially in those areas identified as SEQCofM information gaps in this study such as telephone exchanges Generic and other telecommunication assets. If possible, that research LGAQ strategy 35: should be modelled on the approach employed in CIPMA so DCDSS that the information developed could be exchanged between the two systems. - CIPMA is Critical Infrastructure Program for Modelling and Analysis
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STRATEGY STRATEGY RESPONSIBLE PRIORITY ACTION STATUS NUMBER AGENCY
The LDMG establish an arrangement with the local members of WICEN to provide communications support in the event of extended outages of telephone and other communications systems. WICEN is the emergency service arm of Amateur Generic Radio, providing communications support during times of civil LDMG strategy 36: emergency (e.g. fire, flood and storms) to primary emergency services such as the Police and SES, as well as providing safety communications to public events (e.g. car rallies, bike rides etc.).
Council commission or undertake an update of the Generic community vulnerability analysis contained in this study in SRRC Include in Preparedness Strategy Ongoing strategy 37: early 2013 when the community profiles and Census geography from the 2011 Census become available.
SEVERE STORM STRATEGIES
Council maximise the likelihood that all new buildings conform to wind loading standards under the BCA by Storm strategy Planning Scheme/Building incorporating into the Scenic Rim Planning Scheme wind SRRC ONGOING Completed 1: compliance loading and corrosion line mapping based on the provisions of AS/NZS 1170.2-2011, AS 4550-2006 and BCA Table 3.3.3.1.
Council encourage owners and builders to ensure that renovations and/or repairs to houses built before 1982 are Storm strategy upgraded to meet current wind code conditions in line with SRRC ONGOING Building compliance Completed 2: SAA HB132.1 (Structural upgrading of older houses part 1: non-cyclone areas). (SA & ICA, 1999a)
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STRATEGY STRATEGY RESPONSIBLE PRIORITY ACTION STATUS NUMBER AGENCY
Council run annual information sessions for private certifiers, builders and architects on the requirements of AS 1170.2 and Storm strategy SRRC the desirability of applying the retrofit strategies of HB132.1 LOW Building compliance Completed 3: (Structural upgrading of older houses part 1: non-cyclone areas).
Storm strategy Council conduct its annual community clean-up campaign Too costly doing free access to SRRC NIL No further action 4: immediately ahead of the storm season. transfer stations
Council require operators of caravan parks to install tie down Storm strategy Check Prevention and points for caravans and provide information to all caravan SRRC MEDIUM Ongoing 5: Preparedness Strategy owners on caravan safety in high winds.
Council maintain a plan for the management of broken fibro Storm strategy Disposal as per Waste regulation - and other asbestos-based products following storm damage SRRC ONGOING Completed 6: No further action and identify appropriate disposal sites.
Currently utilised in existing Council continue to ensure that power supply in all new Planning Schemes and is included subdivisions is placed underground and establish a program in the New Planning Scheme for Storm strategy SRRC with Energy Queensland of placing power supply ONGOING new development. Infrastructure Completed 7: underground in areas of high exposure and/or frequent ENERGEX Services to liaise with Energex for damage. existing high exposure Power Supply areas. No further action.
FLOOD STRATEGIES
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STRATEGY STRATEGY RESPONSIBLE PRIORITY ACTION STATUS NUMBER AGENCY
Council establish a rolling program to review and update flood Updates to modelling at ten or preferably five-year intervals, in urban adopted riverine Flood strategy areas and rural areas where significant development is SRRC ONGOING To be completed in 2016. flood studies to 1: planned to take place. Continue research and computerised occur between flood impact modelling to support emergency management 2021-2026. planning and operations.
LDMG ensure that local SES and QPS staff are made familiar LDMG with management arrangements for local flood issues, Presentation of Risk areas to LDMG Works Depart to Flood strategy conduct on-site briefings on the management of the flood SES ONGOING - Works developing systems and provide session 2: threat at identified flash flooding hotspots, especially where SOPs at next LDMG QPS road closures are required.
Investigate retention of BOM Council record flood inundation information from major records on flood gauges. Flood strategy events in order to build up a database of records that can be SRRC HIGH Investigate spot surveys being 3: used in responding to future flood events in flood prone carried out following inundation areas. events.
Using the flood intelligence and data noted in Flood strategy Flood strategy 3, the LDMG devise flood warning messages for the range of SRRC MEDIUM EA prepared Under review 4: potential flood severities in the likely-to-be-affected communities for real-time radio broadcast.
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STRATEGY STRATEGY RESPONSIBLE PRIORITY ACTION STATUS NUMBER AGENCY
SRRC Council, with support from the SEQCofM, request that LGAQ SEQCofM negotiate with DCDSS and DLGP for a review of SPP 1/03 Flood strategy guidelines relating to flood with the particular suggestion that LGAQ MEDIUM Is this still relevant? 5: guidance be included on an appropriate resolution for DEM DCDSS used in flood modelling. DLGP
Council identify those road segments that will require closure Flood strategy to load limits for a period after flood waters recede so that SRRC HIGH Works system 6: they are protected from damage by heavy vehicles before they are ready to accept such traffic.
Council, in collaboration with other rural local governments, SRRC task LGAQ to initiate with the relevant State agencies a review Road Alliance to address - check if Flood strategy of the legislation and policies relating to the management of SEQCofM MEDIUM anything exists. LG Act provides 7: council-controlled roads to prevent damage by heavy traffic authority. LGAQ following floods.
LANDSLIDE STRATEGIES
Council commission or undertake Region-wide mapping to Landslide define the natural hazard management zone (landslide) Completed in Planning Scheme - SRRC MEDIUM Completed strategy 1: required under SPP 1/03 and incorporate that mapping into No further action. the Scenic Rim Region Planning Scheme.
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STRATEGY STRATEGY RESPONSIBLE PRIORITY ACTION STATUS NUMBER AGENCY
SRRC Council, in consultation with the SEQCofM, recommend to SEQCofM LGAQ that they negotiate with DCDSS and DLGP a review of Landslide Planning Scheme - No further SPP guidelines relating to landslide with the particular LGAQ LOW Completed strategy 2: action. suggestion that the ‘default’ landslide threat zonation of 15% DCDSS slope be revised to require specific reference to the lithology. DLGP
Council Engineering Division establish a contact list of qualified geotechnical engineers that would be available to Landslide Local Buy have list of suppliers - No provide on-site advice before attempting to clear landslides SRRC HIGH Completed strategy 3: from roads and other sites. Further action.
FIRE STRATEGIES
Council consider commissioning Region-wide bushfire hazard Fire mapping with a resolution of not less than 50m to form the Planning Scheme - The new Draft basis for the natural hazard management area (bushfire) SRRC HIGH Planning Scheme has utilised State Completed strategy 1: element in the Scenic Rim Region Planning Scheme as Hazard mapping. required under SPP.
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STRATEGY STRATEGY RESPONSIBLE PRIORITY ACTION STATUS NUMBER AGENCY
Council consider the immediate appointment of a Fire Management Officer to undertake the duties suggested by the 1994 State Bushfire Audit (Recommendation 37) and to Fire oversee the implementation of the bushfire management Environmental Officer manages SRRC HIGH Completed strategy 2: strategy for the Region and provide a point of contact bushfire areas of natural resources between Council and QFES. The duties of a Fire Management Officer could, at least initially, be added to the duties of an established environmental management staff position.
Council adopt as policy for managing fuel on Council- controlled land:
. the fire management principles and practices identified by the QFES and DPSR which seek to strike a balance Fire Fire Management Plan - No further between community safety and preserving biodiversity; SRRC HIGH Completed strategy 3: action. . recognition of the principle that the need for fuel reduction to improve community safety will take precedence over consideration of smoke pollution from prescribed burning.
Fire Council, with the assistance of QFES, conduct an annual audit SRRC Fire Management Plan - No further ONGOING Completed strategy 4: of fuel conditions on Council-controlled land. QFES action.
Based on the results of that audit, Council allocate adequate Fire human and equipment resources to initiate a sustainable Joint operation with program of fuel management on Council-controlled land, with SRRC ONGOING Completed strategy 5: the land with the greatest level of hazard being treated as Rural Fire - No further action. soon as possible.
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STRATEGY STRATEGY RESPONSIBLE PRIORITY ACTION STATUS NUMBER AGENCY
Council, in collaboration with the Department of Defence and SRRC DPSR, in consultation with QFES, adopt a maximum desirable Fire fuel loading in bushland areas within the Region (e.g. 12 t/ha). DPSR To be investigated with Sub MEDIUM strategy 6: Develop strategies to monitor and maintain that loading level, DEFENCE Committee - placed on agenda especially in areas adjacent to critical infrastructure and the urban interface. QFES
The LDMG consider formation of the Scenic Rim Region Fire Fire Committee formed - No further Management Committee with representation from DPSR, LDMG HIGH Completed action strategy 7: Defence and Energy Queensland as a sub-committee.
Council draw to the attention of building certifiers operating in the Region the existence of the natural hazard management area (bushfire) mapping and the responsibility Fire they bear to ensure that the provisions of AS 3959 with To be considered - building SRRC MEDIUM strategy 8: regard to design and construction standards within those compliance areas designated as being fire-prone, together with appropriate siting principles identified by CSIRO and others, are complied with.
Council support QFES to promote bushfire safety program in Fire study area suburbs and localities with an identified fire threat. SRRC QFES - include in Preparedness ONGOING Completed strategy 9: Households in those areas should be encouraged to develop QFES Strategy household fire plans.
Council encourage QFES to install and maintain prominent Fire SRRC Signage supplied - refer to Sub ‘fire danger’ signage in urban interface areas to improve HIGH Completed Committee for adequateness strategy 10: community awareness in periods of elevated fire danger. QFES
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STRATEGY STRATEGY RESPONSIBLE PRIORITY ACTION STATUS NUMBER AGENCY
Council, in consultation with the councils of Logan City and Gold Coast and district disaster managers, develop and Fire implement a specific bushfire disaster management sub-plan Being prepared without under the Scenic Rim LDMP, based on the recommendations SRRC HIGH consultation - QFES/QPS being Ongoing strategy 11: of the 2009 Victorian Bushfires Royal Commission, to address across broader issues. issues of evacuation and community protection in the high risk areas along the eastern side of the Region.
Council, in consultation with the SEQCofM, recommend to SRRC LGAQ that they negotiate with DCDSS and DILGP for a review of SPP guidelines relating to bushfire with the particular SEQCofM Fire suggestion that guidance be included on an appropriate LGAQ resolution for modelling in interface area. It would also be MEDIUM strategy 12: advantageous to publish more appropriate weights for aspect DCDSS To be considered to reflect wind direction in local fire weather events and a DILGP more comprehensive list of hazard potential scores vegetation or ecosystem types than is currently available.
EARTHQUAKE STRATEGIES
Council commission a detailed site class study of the urbanised area to improve the resolution and accuracy of the Earthquake class zones suggested in this study. From that analysis identify SRRC LOW To be considered strategy 1: specific building types that may be exposed to amplified earthquake shaking.
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STRATEGY STRATEGY RESPONSIBLE PRIORITY ACTION STATUS NUMBER AGENCY
Council ensure that all new buildings comply with the BCA earthquake loading code (AS1170.4) as modified by the Earthquake revised acceleration factors. Encourage owners of existing SRRC ONGOING To be considered strategy 2: buildings to upgrade their properties to current standards when undertaking structural renovations or extensions.
Council conduct an audit of its buildings and where Earthquake appropriate retrofit all those deemed to be potentially unsafe SRRC LOW To be considered strategy 3: in an earthquake of Richter magnitude 5.0 or greater.
Council include in its community awareness campaigns Earthquake material that would educate the public about what to do in an SRRC ONGOING To be considered strategy 4: earthquake.
HEATWAVE STRATEGIES
The LDMG develop a heatwave risk response plan under the local disaster management plan and ensure that all LDMG member agencies are alerted when a heat weather warning is Heatwave issued by BoM. This plan should include a risk LDMG HIGH To be considered strategy 1: communications strategy to enable Queensland Health and QAS to provide public information on how best to cope with heatwave conditions and avoid harm.
The LDMG to establish and maintain, in conjunction with other welfare sector agencies such as Meals on Wheels, a Heatwave To be considered - Preparedness register of elderly or disabled residents who are living alone LDMG HIGH strategy 2: strategy and who are particularly vulnerable to the impact of heatwave conditions.
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STRATEGY STRATEGY RESPONSIBLE PRIORITY ACTION STATUS NUMBER AGENCY
Council investigate its legal powers and common law obligations to cancel, on advice from Queensland Health, the Heatwave To be considered - Not a likely permits for open-air daytime mass gatherings such as rock SRRC LOW Completed strategy 3: event in SRRC - No further action concerts, in the interests of public health, where such events are likely to occur during forecast heat weather episodes.
Council consider establishing or coordinating a scheme to provide portable air conditioners to the identified vulnerable Heatwave individuals during the summer and to subsidise their use of Not on council agenda - no further SRRC LOW Completed strategy 4: power to operate them. There are opportunities for both action public funding and private sector sponsorship in such a scheme.
Council promote a scheme by which community organisations such as RSL and sporting clubs use their courtesy busses to take the elderly and other vulnerable individuals, who lack adequate cooling in their dwellings, to shopping centres, clubs Heatwave To be considered by Community and other large public air-conditioned venues. Promote a SRRC LOW strategy 5: Development parallel scheme, through groups such as Neighbourhood Watch, Rotary, Lions and Apex, for individuals or neighbourhoods to invite local elderly into their air- conditioned homes.
Council and community organisations, such as garden clubs, promote the cooling effects of vegetation in the domestic Heatwave environment, for example by demonstrating low cost SRRC ONGOING To be considered strategy 6: landscaping strategies designed to reduce the ambient temperature around the house at a suburban level.
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STRATEGY STRATEGY RESPONSIBLE PRIORITY ACTION STATUS NUMBER AGENCY
Council, in collaboration with professional associations such as the Master Builders Association and the Institute of Architects, promote awareness of ‘cool’ house design Heatwave features such as insulation, roof-space ventilation, tiled floors SRRC ONGOING Building Compliance strategy 7: and air conditioning for new homes. Discourage inappropriate design features, such as the lack of eaves, which make houses more difficult and expensive to cool.
Council ensure that appropriate workplace health and safety To be considered already included Heatwave practices are followed by their outside staff during episodes SRRC ONGOING in WHS plan and fatigue Completed strategy 8: of heatwave weather. management - No further action
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ANNEXURE 4: LEGISLATION, REGULATIONS AND STANDARDS
The below listed legislation, regulation and standards are some of what the LDMG refer to, but are not limited too;
Agricultural Chemicals Distribution Control Act Dangerous Goods Safety Management Act 2001 1966 Environmental Protection Act 1994 Ambulance Service Act 1991 Exotic Diseases in Animals Act 1981 Building Code Australia Explosives Act 1999 Building Act 1975 Fire and Rescue Services Act 1990 Building Standards Regulation 1993 Gas Supply Act 2003 Queensland Development Code Information Privacy Act 2009 Building Fire Safety Regulation Land Act 1994 Body Corporate and Community Management Act Liquid Fuel Supply Act 1984 Building Units and Group Titles Act Local Government Act 2009 Building and Other Legislation Amendment Act Major Sports Facilities Act 1993 Building Services Authority Act Native Title (Queensland) Act 1993 Local Government Finance Standard 2005 Nature Conservation Act 1992 State Planning Policy 1/03 guideline: mitigating Petroleum Act 1923 the adverse impacts of flood, bushfire and landslide Public Health Act 2005
Disaster Management Act 2003 Right to Information Act 2009
Disaster Management Regulation 2014 Terrorism (Commonwealth Powers) Act 2002
Queensland Reconstruction Authority Act 2001 Water Supply (Safety and Reliability) Act 2008
Police Powers and Responsibilities Act 2000 Transport Infrastructure Act 1994
Public Safety Preservation Act 1986
Sustainable Planning Act 2009
Water Act 2000
Work Health and Safety Act 2011
Transport Operations (Road Use Management) Act 1995
Local and Subordinate Local Laws
Chemical Usage (Agricultural and Veterinary) Control Act 1988
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