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Queensland State Disaster Management PlanPREPARED BY THE

Queensland Disaster Management Committee

Queensland State Disaster Management Plan I

© The State of Queensland 2018.

The Queensland Government supports and encourages the

dissemination and exchange of information. However, copyright

protects this document. The State of Queensland has no

objection to this material being reproduced, made available

online or electronically, but only if recognised as the owner of

the copyright and this material remains unaltered.

Copyright enquiries about this publication should be directed

to Secretariat at the Queensland Disaster Management

Committee, GPO Box 1425 Brisbane Qld 4001 or via email to

[email protected]

DISCLAIMER

While every care has been taken in preparing this publication,

the State of Queensland accepts no responsibility for the

decisions or actions taken as a result of any date, information,

statement or advice, expressed or implied, contained within. To

the best of our knowledge, the content was correct at the time

of publishing.

Any references to legislation are not an interpretation of the

law. They are to be used as a guide only. The information in this

publication is general and does not take into account individual

circumstances or situations. Where appropriate, independent

legal advice should be sought.

ACKNOWLEDGEMENTS

The Queensland State Disaster Management Plan was

developed by the Queensland Disaster Management

Committee (QDMC) in collaboration with disaster

management stakeholders.

The QDMC acknowledges those organisations and individuals

who assisted in the development of the content of this plan.

Particular thanks to the

Australian Bureau of Statistics, Bureau of Meteorology,

Department of Housing and Public Works, Department of

the Premier and Cabinet, Doctor Jacky Croke, Emergency

Management Australia, Inspector General Emergency

Management, Office of Emergency Management Western

Australia, Queensland Fire and Emergency Services,

Queensland Government Statistician’s Office, Queensland

Police Service, Queensland Reconstruction Authority,

Queensland Treasury,

ATTRIBUTIONS

Photo credits

Front Cover: Above Photography Pty Ltd

Chapter 6: Prevention “Strike while it’s hot”,

2013, Grant Rolph, South Brisbane storms.

Queensland State Disaster Management PlanII

FOREWORD

FOREWORD

Queensland has witnessed significant natural

disasters over the years from Severe Tropical

Cyclone Debbie, which impacted a large area of

our state, to Tropical Cyclone Nora in the Gulf

of Carpentaria which have demonstrated how

these significant events can severely affect our

communities, the economy and the environment.

As our climate changes, so to, will the

frequency and intensity of these events.

Our plan acknowledges that the world we

live in is changing. It is necessary to identify

those changes, understand their meaning

and develop effective responses.

To effectively meet the challenges ahead, it is

vital to identify not only a way forward but to also

establish our approach to managing disasters.

This is achieved through this plan – the

Queensland State Disaster Management Plan.

The Queensland State Disaster Management Plan

outlines how Queensland will prevent, prepare, respond

to and recover from disasters. It emphasises the need

for consultation, collaboration and communication

by all disaster management stakeholders to ensure

all Queenslanders, property and the environment

are safeguarded from the impact of disasters.

Disaster management in Queensland is a shared

responsibility. We all play a vital and active role

in meeting the challenges presented by disasters

which inevitably impact on the State.

This plan positions our state as a national

leader in managing natural disasters.

I commend the plan to all Queenslanders.

Annastacia Palaszczuk MPPremier of Queensland

Chair


Queensland State Disaster Management Plan III

TABLE OF CONTENTS

TABLE OF CONTENTS

1 Introduction ........................................................................................................................................................................... 1

1.1 Overview ........................................................................................................................................................................................................... 1

1.2 Strategic Policy Statement ..................................................................................................................................................................... 3

1.3 Priority Areas ................................................................................................................................................................................................. 3

1.4 Disaster Management Principles .......................................................................................................................................................... 4

1.5 Interpretation ................................................................................................................................................................................................. 5

2 Governance ........................................................................................................................................................................... 7

2.1 Overview .......................................................................................................................................................................................................... 7

2.2 Responsibilities ............................................................................................................................................................................................ 18

2.3 Commonwealth Arrangements ........................................................................................................................................................... 18

2.4 Disaster Management Documents ................................................................................................................................................... 20

3 Risk ......................................................................................................................................................................................... 23

3.1 Overview ........................................................................................................................................................................................................ 23

3.2 Disaster Risk Reduction .......................................................................................................................................................................... 23

3.3 The Queensland Emergency Risk Management Framework .............................................................................................. 24

3.4 Queensland’s Natural Hazard Risk Profile and Priorities ....................................................................................................... 24

4 Public Information .......................................................................................................................................................... 27

4.1 Overview ........................................................................................................................................................................................................ 27

4.2 Principles of Dissemination ................................................................................................................................................................... 27

4.3 Communication by the State .............................................................................................................................................................. 28

4.4 Communication by Local and District Groups ........................................................................................................................... 28

4.5 Media .............................................................................................................................................................................................................. 28

4.6 Auslan (Australian Sign Language) ................................................................................................................................................. 28

4.7 Multilingual Resources and Communication ....................................................................................................................................... 28

4.8 Social Media ................................................................................................................................................................................................ 29

4.9 Websites ........................................................................................................................................................................................................ 29

4.10 Event Management System ................................................................................................................................................................. 29

4.11 Warnings ....................................................................................................................................................................................................... 29

Queensland State Disaster Management PlanIV

TABLE OF CONTENTS

5 Resilience ............................................................................................................................................................................. 31

5.1 Overview ......................................................................................................................................................................................................... 31

5.2 Resilience Strategies ................................................................................................................................................................................. 31

5.3 Climate Change .......................................................................................................................................................................................... 32

5.4 Funding Arrangements ........................................................................................................................................................................... 32

5.5 Insurance ....................................................................................................................................................................................................... 33

6 Prevention ........................................................................................................................................................................... 35

6.1 Overview ....................................................................................................................................................................................................... 35

6.2 Prevention Functions .............................................................................................................................................................................. 35

6.3 Mitigation ...................................................................................................................................................................................................... 36

7 Preparedness ..................................................................................................................................................................... 37

7.1 Overview ........................................................................................................................................................................................................ 37

7.2 Planning .......................................................................................................................................................................................................... 37

7.3 Capability Integration ............................................................................................................................................................................. 40

7.4 Community Engagement ..................................................................................................................................................................... 42

8 Response ............................................................................................................................................................................. 45

8.1 Overview ....................................................................................................................................................................................................... 45

8.2 System of Control ..................................................................................................................................................................................... 45

8.3 Effective Resource Management ....................................................................................................................................................... 52

9 Recovery .............................................................................................................................................................................. 53

9.1 Overview ....................................................................................................................................................................................................... 53

9.2 Principles of Recovery ............................................................................................................................................................................ 53

9.3 Recovery Arrangements ....................................................................................................................................................................... 54

9.4 Roles and Responsibilities .................................................................................................................................................................... 56

9.5 Transition from Response to Recovery ........................................................................................................................................... 57

9.6 Recovery Operations ............................................................................................................................................................................... 57

9.7 Financial and Resourcing Arrangements ...................................................................................................................................... 58

Queensland State Disaster Management Plan V

TABLE OF CONTENTS

10 Disaster Management Research ............................................................................................................................... 61

10.1 Overview ......................................................................................................................................................................................................... 61

10.2 Focus of Disaster Management Research ...................................................................................................................................... 61

10.3 Knowledge Brokering ............................................................................................................................................................................. 62

11 Assurance ............................................................................................................................................................................ 63

11.1 Overview ....................................................................................................................................................................................................... 63

11.2 The Emergency Management Assurance Framework ........................................................................................................... 63

11.3 The Standard for Disaster Management in Queensland ........................................................................................................ 64

11.4 Assurance Activities ................................................................................................................................................................................ 65

12 Appendices ........................................................................................................................................................................ 67

Appendix A Queensland Disaster Management Groups and Committees ............................................................................ 68

Appendix B Queensland Disaster Districts ............................................................................................................................................ 70

Appendix C Disaster Management Roles and Responsibilities .................................................................................................... 72

Appendix D Queensland’s Referable Dams ......................................................................................................................................... 106

Appendix E Document Map of Queensland Disaster Management Plans ............................................................................. 110

Appendix F Principles of Public Information Dissemination ......................................................................................................... 112

Appendix G Website Links ............................................................................................................................................................................. 114

Queensland State Disaster Management PlanVI

AUTHORITY

QUEENSLAND DISASTER MANAGEMENT COMMITTEE

AUTHORITY

The Queensland State Disaster Management Plan

has been prepared in accordance with section 49 of

the Disaster Management Act 2003, on behalf of the

Queensland Disaster Management Committee.

The Queensland Disaster Management Committee

approves the plan as the disaster management plan

for the state of Queensland.

Annastacia Palaszczuk MPPremier of Queensland

Chair


1 IntRoDuCtIon

Queensland State Disaster Management Plan 101

1.1 overview

1.1.1 the Queensland context

1.1.1.1 GEoGRAPHY

Queensland is the second largest state in Australia and covers more than 22 per cent –

1,730,648 square kilometres – of continental Australia.

Queensland shares its borders with New South Wales, South Australia and the Northern

Territory, as well as Papua New Guinea. The state also borders the sea to the east, north

and north-west, with approximately 6,973 kilometres of coastline.

Queensland’s physical geography can be broadly characterised by climate (i.e. temperature,

rainfall, and wind), topography (i.e. elevation) and relief (i.e. the difference between

the highest and lowest points in a given area). These physical characteristics influence

the potential for, and nature of, natural disasters. The two major types of landscapes in

Queensland are those:

• east of the Great Dividing Range

• west of the Great Dividing Range.

The Great Dividing Range is a series of ranges and tablelands that extend the length of

Queensland. Its position varies, being as close as a few kilometres from the east coast near

Cairns to as far inland as 450 kilometres near Emerald.

The range has the highest elevations in the state and these interact with the moisture rich

east to south-easterly trade winds. Consequently, rainfall is highest east of the range. This

interplay between topography and rainfall is a key factor in understanding natural disasters

in Queensland, as the majority are associated with rainfall.

1.1.1.2 EASt oF tHE GREAt DIVIDInG RAnGE

In the zone east of the Great Dividing Range, rainfall is generally high, relief is high and

many of the rivers are short and steep. These characteristics combine to produce ‘high

energy’ landscapes, where both rainfall and the landscape response can be rapid and often

destructive, potentially leading to landslides and rapidly rising floodwaters. This zone is

also characterised by narrow coastal valleys and vast sedimentary basins drained by river

systems before reaching the ocean.

1.1.1.3 WESt oF tHE GREAt DIVIDInG RAnGE

The zone west of the range experiences significantly lower rainfall, relief is generally low

and flat and the rivers are long with low slopes. These characteristics produce ‘low energy’

landscapes that are slower to respond. When floods do occur, they are slower moving

because of the lower slopes. The zone is typified by vast inland plains that are broken by

occasional low tablelands and ranges.

1 Introduction

1 IntRoDuCtIon

Queensland State Disaster Management Plan02

1.1.1.4 noRtH AnD noRtH-WESt

The landscape to the north of the state, which includes

Cape York Peninsula, falls gradually to the coastal

plain which extends to the Gulf of Carpentaria and

is characterised by broad tracts of salt flats. The far

north-west of the state is characterised as a rugged

uplands region.

1.1.2 Climate

Queensland is Australia’s most diverse state in terms of

climate, comprising four climatic zones:

• tropical – very hot summers, very high humidity

during summer and very high rainfall in summer

• subtropical – hot summers, high humidity in summer

and moderate rainfall in summer

• hot arid – very hot summers and cold winters,

moderate humidity in summer and low rainfall

all year

• warm temperate – moderate summers, very cold

winters, high humidity year round and moderate

rainfall in summer.

There are multiple influences on Queensland’s climate.

These influences are:

• the Madden–Julian Oscillation

• El Niño–Southern Oscillation

• La Niña

• east coast low

• easterly trough

• trade winds

• tropical depression

• subtropical ridge

• monsoon.

Further explanation of these climate influencers is

available from the Bureau of Meteorology1.

1.1.3 Population

Queensland is the nation’s third most populous

state behind New South Wales and Victoria. It has

a population of approximately 4.9 million or about

20 per cent of the total Australian population, of

which approximately 3.5 million reside in South

East Queensland.

The remaining population is dispersed predominantly

along the eastern coastline and the remainder

throughout the interior, resulting in Queensland being

one of the most decentralised states.

The local government areas of Cairns, Toowoomba

and Townsville are within Queensland’s top ten local

government areas by population, with the remaining

seven all located within South East Queensland.

Queensland’s population is ageing, which is consistent

with most other Australian states. The 2016 Census

identified that 15.3 per cent of Queensland’s population

is now over the age of 65.

Other trends identified in the 2016 census included

gender composition (50.6% female/49.4% male) and

Aboriginal and Torres Strait Islander people comprising

4 per cent of Queensland’s population.

Queensland’s cultural diversity is increasing. The 2016

Census shows that 21.6 per cent of Queenslanders

were born overseas, a steady increase from 20.5 per

cent in 2011 and 17.9 per cent in 2006. Collectively,

Queenslanders speak more than 220 languages.

The 2016 Census data shows that 11.8 per cent of

Queensland’s population speak a language other than

English at home.

Migration from interstate has also increased over the

five year period to 2015 – 2016, resulting in the arrival

of people who may not be familiar with the inherent

hazards borne from Queensland’s environment.

1.1.4 Economy

Queensland has a modern, diversified economy,

underpinned by strong sectors including agriculture,

resources, construction, tourism, manufacturing and

services. These sectors are distributed across the state,

contributing to population decentralisation. They are

susceptible to disasters and are therefore a major

consideration for disaster management in Queensland.

Further information in relation to Queensland’s

economic sectors is available from

Queensland treasury2.

http://www.bom.gov.au/

https://www.treasury.qld.gov.au/economy-and-budget/queensland-economy/

1 IntRoDuCtIon


1.1.5 Aim

The aim of the Queensland State Disaster Management

Plan is to enable Queensland to mitigate the effects

of, prepare for, respond to, recover from and build

resilience to disaster events.

1.1.6 objectives

The objectives of the Queensland State Disaster

Management Plan are to:

• outline the principles of disaster management in

Queensland

• describe the roles and responsibilities of disaster

management stakeholders to support disaster

management as legislated in the Disaster Management Act 2003

• outline the arrangements for prevention,

preparedness, response, recovery and resilience.

1.1.7 Scope and application

The Queensland State Disaster Management

Plan (QSDMP) is primarily intended for disaster

management stakeholders within the state of

Queensland. Key stakeholders include the Queensland

community, local government, state departments and

agencies, the Australian Government, government

owned corporations, non-government and not-for-

profit organisations and essential service providers.

This QSDMP establishes the framework, arrangements

and practices that enable disaster management

in Queensland. It includes guidance for disaster

management stakeholders through the provision of

commentary and directions to supporting documents

such as plans, strategies or guidelines.

The plan highlights significant elements of disaster

management which are important to all Queenslanders.

To achieve this, various definitions, principles and

functions have been reproduced from relevant

legislation, guidelines and policy documents.

This plan makes provision for the following, as

prescribed by the Disaster Management Act 2003:

• Queensland Disaster Management 2016 Strategic Policy Statement3

• the roles and responsibilities of entities involved in

disaster operations and disaster management for

the state

• the coordination of disaster operations and activities

relating to disaster management performed by

those who have roles and responsibilities

• events that are likely to happen in the state

• outline the priorities for disaster management for

the state

• matters stated in disaster management guidelines

are also matters included in this plan

• any other matters the Queensland Disaster

Management Committee (QDMC) considers

appropriate or are prescribed by the Disaster Management Regulation 2014.

1.2 Strategic Policy Statement

The Queensland Disaster Management 2016 Strategic Policy Statement3 informs the state’s strategic

approach to disaster management.

It identifies two strategic objectives that underpin

disaster management in Queensland:

• strive to safeguard people, property and the

environment from disaster impacts

• empower and support local communities to

manage disaster risks, respond to events and be

more resilient.

1.3 Priority areas

This plan identifies four priority areas that contribute to

effective disaster management in Queensland:

• risk management

• planning

• local focus

• resilience.

1.3.1 Risk management

Queensland uses an evidence-based risk assessment

methodology to evaluate the potential impacts

of hazards, recognise areas of exposure and their

vulnerability, and identify subsequent risks to

communities. This methodology is the Queensland Emergency Risk Management Framework4 (QERMF).

http://www.disaster.qld.gov.au/dmp/Pages/default.aspx






1 IntRoDuCtIon


Further information regarding the QERMF is provided

in Chapter 3: Risk.

1.3.2 Planning

Disaster management planning is informed by risk

assessments, relevant to the appropriate level within

Queensland’s disaster management arrangements:

local, district or state. These plans are developed

through consultation, collaboration, assessment

and review.

1.3.3 Local focus

Local governments are primarily responsible for

managing events in their local government area

through their Local Disaster Management Group

(LDMG).

LDMGs are empowered by legislation to act as the

frontline of disaster management in Queensland.

This work is undertaken from a perspective of

shared responsibility among all stakeholders and

is characterised by consultation, collaboration

and participation.

LDMGs are supported by district and state level groups,

as well as relevant state departments, statutory bodies,

essential service providers and non-government

organisations.

1.3.4 Resilience

Queensland’s resilience to the impacts of disaster

events will continue to be improved, with the aim of

making Queensland the most disaster resilient state in

Australia. Communities are central to achieving this aim,

as they are the first to experience the changes which

result from a disaster event. They will be supported by

Queensland’s disaster management groups at the local,

district and state level.

Further information on disaster resilience is located in

Chapter 5: Resilience and the Queensland Strategy for Disaster Resilience 20175.

1.4 Disaster management principles

The Disaster Management Act 2003, identifies four

principles which guide disaster management in

Queensland. These are:

• comprehensive approach

• all hazards approach

• local disaster management capability

• support to the local level (LDMGs) by district

disaster management groups (DDMGs) and the

state group, the Queensland Disaster Management

Committee (QDMC).

1.4.1 Comprehensive approach

The comprehensive approach to disaster management

comprises four phases: prevention, preparedness,

response and recovery (PPRR). These phases are

not mutually exclusive or chronological; they overlap,

integrate and support each other.

A comprehensive approach ensures a balance

between the reduction of risk and the enhancement of

community resilience, while ensuring effective response

and recovery capabilities.

Queensland’s disaster management arrangements

– which form the foundation of the state’s disaster

management approach – remain active across

PPRR phases.

1.4.2 All hazards approach

The all hazards approach applies to all events, whether

natural or caused by human acts or omissions.

This approach is based on the assumption that the

functions and activities used to manage one event can

be applied to a range of events. Further information can

be found in:

• the Queensland Prevention, Preparedness, Response and Recovery (PPRR) Disaster Management Guideline (the Guideline)6

1.4.3 Local disaster management capability

Local governments are primarily responsible for

disaster management.

http://qldreconstruction.org.au/u/lib/cms2/Queensland%20Strategy%20for%20Disaster%20Resilience%202017.pdf


http://www.disaster.qld.gov.au/dmg/Pages/DM-Guideline.aspx



1 IntRoDuCtIon


Local level capability forms the frontline of disaster

management. Local governments, through their LDMG,

are primarily responsible for mitigating, preventing,

preparing for, responding to and recovering from a

disaster in their local government area.

1.4.3.1 SuPPoRt BY DIStRICt AnD StAtE GRouPS

LDMGs are supported by their relevant DDMG and the

QDMC. This support may constitute technical, financial

or material resources and is provided when required or

requested by the LDMG. The purpose of this support is

to enable LDMGs to undertake disaster management

across the PPRR spectrum.

Ongoing support is provided through representation

at local and district levels by officers from relevant

government departments, government owned

corporations, representatives from non-government,

not-for-profit organisations, essential service providers

and private organisations or subject matter experts

as needed.

These representatives, where appropriate, are

empowered by their respective agency or organisation

to make decisions and commit resources to enable

effective disaster management.

1.4.4 Supporting principles

Disaster management in Queensland is underpinned by

four supporting principles, which are contained within

the Emergency Management Assurance Framework

(EMAF). They are:

• leadership

• public safety

• partnership

• performance.

1.4.4.1 LEADERSHIP

Leadership is demonstrated at all levels through

a commitment to a shared culture of disaster

management excellence.

1.4.4.2 PuBLIC SAFEtY

Public safety is the primary driver for the continuous

improvement of Queensland’s disaster management

arrangements. These arrangements are delivered

through disaster management groups where

policy, procedure and practice focus on the safety

of the community, stakeholder engagement and

sharing responsibility.

1.4.4.3 PARtnERSHIP

Everyone has a role and shares responsibility to

ensure Queensland is the most disaster resilient

state in Australia. Strategic partnerships across all

entities improves disaster management outcomes

when they are well governed, promote clear roles and

responsibilities that are understood, and promote true

collaboration. No single agency can independently

prepare for and respond to a disaster.

1.4.4.4 PERFoRMAnCE

Performance drives disaster management outcomes,

where productivity and effectiveness is measured by

a combination of quality, quantity, cost, time or human

relationships. Performance is monitored and analysed

against the Standard for Disaster Management in Queensland7. Good practice is embedded across all

phases of disaster management.

1.5 Interpretation

Key terms within this plan have the same definition

as those provided in the Disaster Management Act 2003 and the Queensland Prevention, Preparedness, Response and Recovery (PPRR) Disaster Management Guideline6.

1.5.1 Key terms

1.5.1.1 DISAStER

A disaster is defined as a serious disruption in a community, caused by the impact of an event that requires a significant coordinated response by the state and other entities to help the community recover from the disruption. (Section 13 (1) Disaster Management Act 2003)

1.5.1.2 SERIouS DISRuPtIon

A serious disruption is defined as:

• loss of human life, or illness or injury to humans

• widespread or severe property loss or damage

• widespread or severe damage to the environment. (Section 13 (2) Disaster Management Act 2003)

http://www.disaster.qld.gov.au/Disaster-Resources/pages/PGF.aspx

http://www.disaster.qld.gov.au/Disaster-Resources/pages/PGF.aspx




1 IntRoDuCtIon


1.5.1.3 DISAStER MAnAGEMEnt

Disaster management is defined as the arrangements about managing the potential adverse effects of an event including, for example, arrangements for mitigating, preventing, preparing for, responding to and recovering from a disaster. (Section 14 Disaster Management Act 2003)

1.5.1.4 DISAStER oPERAtIonS

Disaster operations are those 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. (Section 15 Disaster Management Act 2003)

1.5.1.5 EVEnt

An event in the context of disaster management is

defined as:

• a cyclone, earthquake, flood, storm, storm tide, tornado, tsunami, volcanic eruption or other natural happening

• an explosion or fire, a chemical, fuel or oil spill, or a gas leak

• an infestation, plague or epidemic

• a failure of, or disruption to, an essential service or infrastructure

• an attack against the state and

• may be natural or caused by human acts or omissions.

(Section 16 Disaster Management Act 2003)

2 Governance


2.1 overview

The Queensland State Disaster Management Plan was developed in accordance with section 49 of the Disaster Management Act 2003 and describes disaster management arrangements for the effective management of disasters in Queensland. The plan is consistent with the Standard for Disaster Management in Queensland (the Standard) and the Queensland Prevention, Preparedness, response and recovery (PPrr) Disaster Management Guideline (the Guideline).

2.1.1 Queensland’s disaster management arrangements

Queensland’sdisastermanagementarrangementsarebasedonpartnershipsbetween

thecommunityandgroupsatthelocal,district,stateandCommonwealthlevelstodeliver

coordinated,cooperativeandintegratedoutcomes.Eachlevelwithinthearrangements

isenabledbydisastermanagementgroupsworkingcollaborativelytodelivereffective

disastermanagementwithinQueensland.

Thesearrangementsareresponsiveandscalable.Thearrangementsareshownonpage8

atFigure2.1.

Thesegroupsarefurthersupportedbymultiplecommitteesatboththestateand

Commonwealthlevelsaswellascomprehensiverecoveryarrangements.Thegroupsare

illustratedinAppendixA.

2 Governance

2 Governance


au

st. G

ove

rnm

en

t

Local Disaster

Management Group

Local Disaster coordination centre

District Disaster Management Group

District Disaster coordination centre

QLD Disaster Management committee

State Disaster coordination centre

Department of Home affairs

australian Government crisis coordination centre

Sta

te G

ove

rnm

en

tL

ocal G

ove

rnm

en

t

Lo

cal

Distric

tS

tate

national arrangements State arrangements

FIGURE2.1QLD DISASTER MANAGEMENT STRUCTURE

2 Governance


2.1.2 Disaster management groups

Queensland’sdisastermanagementarrangementsarecoordinatedbygroupsatthelocal,districtandstatelevel.

Thestateiscomprisedof22disasterdistrictsand77localgovernmentareas,eachrepresentedbyagroupwith

specificfunctions.ThesefunctionsaredetailedbelowandamapofQueensland’sdisasterdistrictsandlocal

governmentboundariesisprovidedatAppendixB.

2.1.2.1 LocaL DISaSTer ManaGeMenT GroUP

Group Local Disaster Management Group (LDMG)

Formation AlocalgovernmentmustestablishanLDMGforthelocalgovernment’sareainaccordancewiththe

Disaster Management Act 2003.

LocalgovernmentareasareindicatedinSchedule1oftheDisaster Management regulation 20147.

Members • chairedbyacouncillorofthelocalgovernment

• membersmaybeappointedbytherelevantlocalgovernment

• membersaretobeappointedonlyiftherelevantlocalgovernmentissatisfiedthepersonhas

thenecessaryexpertiseorexperience

• theLDMGmustincludeatleastonepersonnominatedbytheCommissioner,QueenslandFire

andEmergencyServices(CQFES).

Functions • ChairmustappointaLocalDisasterCoordinator(LDC)tomanagedisasteroperationsfor

thearea

• ChairmayappointaLocalRecoveryCoordinator(LRC)inconsultationwiththeStateRecovery

PolicyandPlanningCoordinator(SRPPC)tomanagerecoveryatthelocallevel,ideallynotthe

samepersonastheLDC

• Chairmanagesandcoordinatesthebusinessofthegroupandensuresitperformsitsfunctions

• ensureconsistencybetweenlocaldisastermanagementoperationsandtheQueensland

Disaster Management 2016 Strategic Policy Statement3andotherpoliciesandprocedures

decidedbytheQueenslandDisasterManagementCommittee(QDMC)

• developeffectivedisastermanagement,andregularlyreviewandassessdisastermanagement

• assistlocalgovernmenttoprepareadisasterriskassessmentandaLocalDisasterManagement

Plan(LDMP)

• identifyandcoordinateresourcesfordisasteroperationsinthearea

• identifyandprovideadvicetothedistrictgroupaboutresidualrisksandsupportservices

requiredbythelocalgrouptofacilitatedisastermanagementanddisasteroperations

• ensurecommunityawarenessaboutmitigatingtheadverseeffectofaneventandpreparingfor,

respondingtoandrecoveringfromadisaster

• establishandreviewcommunicationstoensuretheireffectivenessforusewhena

disasterhappens

• establish,whennecessary,arecoverygroup.

Communications Totherelevantdistrictgroup:

• informationaboutadisasterorrecommendationsondisasteroperations

• adviceonresidualrisksandsupportservicesrequiredbythelocalgroup

• writtennoticeofgroupmembersannually.

https://www.legislation.qld.gov.au/LEGISLTN/CURRENT/D/DisastManR14.pdf



2 Governance


2.1.2.2 DISTrIcT DISaSTer ManaGeMenT GroUP

Group District Disaster Management Group (DDMG)

Formation ADDMGmustbeestablishedforeachdisasterdistrict.

DisasterdistrictareasaredetailedintheDisaster Management regulation 20147 andshownin

AppendixB.

Members • Chairperson,DeputyChairpersonandExecutiveOfficer,appointedbytheCommissioner,

QueenslandPoliceService(QPS)ifsatisfiedeachhasthenecessaryexpertise

• membersmaybeappointedbytherelevantlocalgovernmentareaswithinthedisasterdistrict

• representativesofagovernmentdepartmentorHospitalandHealthServicein,consultationwith

thedepartment’schiefexecutiveandtheDDMGChair.

Functions • ensureconsistencyofdistrictdisastermanagementandoperationswiththeQueensland

Disaster Management 2016 Strategic Policy Statement3andotherpoliciesanddecisionsmade

bytheQDMC

• developeffectivedisastermanagement,includingaDistrictDisasterRiskAssessment

andDistrictDisasterManagementPlan,andregularlyreviewandassessdisaster

managementactivities

• reviewandassessthedisastermanagementriskassessmentsandplansoflocalgroupsin

thedistrict

• identifyresidualrisks,makeplans,andcoordinateresourcesfordisasteroperationsinthearea

• ensurecommunityawarenessaboutmitigatingtheadverseeffectsofaneventandpreparing

for,respondingtoandrecoveringfromsuchanevent

• establishandreviewcommunicationswithinthedistrictgroupandwithrelevantlocalgroups

• establish,whennecessary,arecoverygroup.

Communications TotheQDMCandrelevantlocalgroup:

• reportsandrecommendationsrelatingtodisastermanagementanddisasteroperations

• promptnotificationaboutaneventordisasterinthedistrict.

https://www.legislation.qld.gov.au/LEGISLTN/CURRENT/D/DisastManR14.pdf



2 Governance


2.1.2.3 QUeenSLanD DISaSTer ManaGeMenT coMMITTee

Group Queensland Disaster Management Committee (QDMC)

Formation Thestategroup,theQDMC,isestablishedunders.17oftheDisaster Management Act 2003.

Members • ThePremierandMinisterforTrade(Chairperson)

• DeputyPremier,TreasurerandMinisterforAboriginalandTorresStraitIslanderPartnerships

(DeputyChairperson)

• MinisterforCommunitiesandMinisterforDisabilityServicesandSeniors

• MinisterforEducationandMinisterforIndustrialRelations

• MinisterforFireandEmergencyServices

MinisterforHealthandMinisterforAmbulanceServices

• MinisterforHousingandPublicWorks,MinisterforDigitalTechnologyandMinisterforSport

• MinisterforLocalGovernment,MinisterforRacingandMinisterforMulticulturalAffairs

MinisterforNaturalResources,MinesandEnergy

• MinisterforPoliceandMinisterforCorrectiveServices

• MinisterforStateDevelopment,Manufacturing,InfrastructureandPlanning

• MinisterforTransportandMainRoads

Assisting officials

• ChiefExecutiveOfficer,QueenslandReconstructionAuthority

• ChiefHealthOfficer

• Commissioner,QueenslandAmbulanceService

• Commissioner,QueenslandFireandEmergencyServices

• Commissioner,QueenslandPoliceService

• Director-General,DepartmentofCommunities,DisabilityServicesandSeniors

• Director-General,DepartmentofEducation

• Director-General,DepartmentofHousingandPublicWorks

• Director-General,DepartmentofLocalGovernment,RacingandMulticulturalAffairs

• Director-General,DepartmentofNaturalResources,MinesandEnergy

• Director-General,DepartmentofthePremierandCabinet

• Director-General,DepartmentofStateDevelopment,Manufacturing,InfrastructureandPlanning

• Director-General,DepartmentofTransportandMainRoads

• Director-General,QueenslandHealth

• UnderTreasurer

By Invitation

• StateDisasterCoordinator

• StateRecoveryCoordinator

Observers

• ChiefExecutiveOfficer,LocalGovernmentAssociationofQueensland

• ChiefOperatingOfficer,PublicSafetyBusinessAgency

• InspectorGeneralEmergencyManagement

Functions • preparetheStateDisasterManagementPlan(SDMP)

• developastrategicpolicyframeworkfordisastermanagement

• ensureeffectivedisastermanagementisdevelopedandimplementedforthestate

• establishandmaintaineffectivearrangementsbetweenthestateandtheCommonwealth

relatingtoeffectivedisastermanagement

• identifyresources,inandoutsidethestate,thatmaybeusedfordisasteroperations

• coordinatestateandCommonwealthassistancefordisastermanagementand

disasteroperations.

Communications • TheQDMCprovidesreportsandmakesrecommendations,whereappropriate,aboutmatters

relatingtodisastermanagementanddisasteroperations.

2 Governance


2.1.2.4 STaTe DISaSTer coorDInaTIon GroUP

Group State Disaster Coordination Group (SDCG)

Formation TheSDCGsupportstheStateDisasterCoordinator(SDC).

Members Representativesfrom:

• DepartmentofAboriginalandTorresStraitIslanderPartnerships

• DepartmentofAgricultureandFisheries

• DepartmentofCommunities,DisabilityServicesandSeniors

• DepartmentofEducation

• DepartmentofEnvironmentandScience

• DepartmentofHousingandPublicWorks

• DepartmentofInnovation,TourismIndustryDevelopmentandtheCommonwealthGames

• DepartmentofJusticeandAttorney-General

• DepartmentofLocalGovernment,RacingandMulticulturalAffairs

• DepartmentofNaturalResources,MinesandEnergy

• DepartmentofthePremierandCabinet

• DepartmentofStateDevelopment,Manufacturing,InfrastructureandPlanning

• DepartmentofTransportandMainRoads

• PublicSafetyBusinessAgency

• QueenslandAmbulanceService

• QueenslandFireandEmergencyServices

• QueenslandHealth

• QueenslandPoliceService(Chair)

• QueenslandReconstructionAuthority

• QueenslandTreasury.

Standing invitees

Representativesfrom:

• AustralianDefenceForce

• AustralianRedCross

• BureauofMeteorology

• EnergyQueensland

• InsuranceCouncilofAustralia

• LocalGovernmentAssociationofQueensland

• NBNco

• Optus

• PowerlinkQueensland

• RoyalSocietyforthePreventionofCrueltytoAnimals(Qld)

• SalvationArmy

• Seqwater

• SunWater

• SurfLifeSavingQueensland

• Telstra

Observer

• OfficeoftheInspectorGeneralEmergencyManagement

Functions • provideadvicetotheSDCaboutavailableresourcesandoptionsfordisasterresponseoperations

• ensurethecoordinatedandefficientdeploymentofstategovernmentresourcesindisaster

responseoperations

• liaisewithinviteesandotherorganisations,includinglocalgovernmentsandtheAustralianGovernment

(whereAustralianGovernmentassistancehasbeensought),toensuretothegreatestextentpossible

thecoordinatedandefficientdeploymentoftheirresourcesindisasterresponseoperations.

2 Governance


2.1.2.5 FUncTIonaL recoverY GroUPS

Group Functional Recovery Groups (FRG)

Role FRGsareresponsibleforsupportingthedeliveryofrecoveryeffortsacrossimpactedcommunitiesby

leveragingexistingpartnershipsbetweenlocalandstategovernmentstoensureclosecollaborationand

coordinationduringthemanagementofrecoveryactivities.

• FRGsreporttotheLeadershipBoardortheLeadershipBoardSub-committee(Recovery)when

established,whichinturnreportstotheQDMCChairordelegatedMinister.

• DetailedinformationonthefiveFRGs,includingmembershipandfunctionsisprovidedinthe

Queensland recovery Plan8.

Functions ThekeyfunctionsofthefiveFRGsare:

Human and social • chairedbytheDirector-General,DepartmentofCommunities,DisabilityServicesandSeniors

• supportLocalandDistrictDisasterManagementGroups

• leadandcoordinatetheplanningandimplementationofhumanandsociallinesofrecovery,based

oncommunity-identifiedrecoveryneeds.

Economic • chairedbytheDirector-General,StateDevelopment,Manufacturing,InfrastructureandPlanning


• leadandcoordinatetheplanning,andimplementationofeconomiclinesofrecovery.

Environment • chairedbytheDirector-General,DepartmentofEnvironmentandScience


• leadandcoordinatetheplanning,andimplementationofenvironmentlinesofrecovery.

Building • chairedbytheDirector-General,DepartmentofHousingandPublicWorks


• leadandcoordinatetheplanning,andimplementationofbuildinglinesofrecovery.

Roads and

Transport

• chairedbytheDirector-General,DepartmentofTransportandMainRoads


• leadandcoordinatetheplanning,andimplementationofroadsandtransportlinesofrecovery.

http://qldreconstruction.org.au/u/lib/cms2/Qld%20Recovery%20Plan%20Caretakers.pdf

2 Governance


2.1.3 Key positions

Queensland’sdisastermanagementarrangementsidentifyseveralkeypositionstoenable,driveandchampion

anallagenciesapproachtodisastermanagementandtooptimisetheefficiencyofdisastermanagementgroups.

Thesepositionsare:

2.1.3.1 cHIeF eXecUTIve/coMMISSIoner, QUeenSLanD FIre anD eMerGencY ServIceS

Position Chief Executive/Commissioner, Queensland Fire and Emergency Services (CQFES)

Appointment AppointedbytheGovernorinCounciluponrecommendationoftheMinisterforFireand

EmergencyServices.

Role • establishandmaintainarrangementsbetweenthestateandtheCommonwealthaboutmatters

relatingtoeffectivedisastermanagement

• ensurethatdisastermanagementanddisasteroperationsinthestateareconsistentwith

theQueensland Disaster Management 2016 Strategic Policy Statement3,theStateDisaster

ManagementPlan,TheStandard for Disaster Management in Queensland9andthe Guideline6.

• ensurepersonsperformingfunctionsundertheDisaster Management Act 2003are

appropriatelytrained

• providesupportandadvicetolocalanddistrictgroupsandthestategroupinrelationtodisaster

managementanddisasteroperations

• ensureQFESrepresentationonallLDMGs

• prepare,wherenecessary,guidelinestoinformgroupsaboutthepreparationofdisaster

managementplans,matterstobeincludedinadisastermanagementplanandothermattersabout

theoperationoflocalanddistrictgroups

• administrationoftheDisaster Management Act 2003andtheDisaster Management Regulation 2014.

2.1.3.2 STaTe DISaSTer coorDInaTor

Position State Disaster Coordinator (SDC)

Appointment AppointedbytheChair,QDMC,inconsultationwiththeCommissioner,QueenslandPoliceServiceand

legislatedintheDisaster Management Act 2003.

Role • coordinatethedisasterresponseoperationsfortheQDMC

• reportregularlytotheQDMCaboutdisasterresponseoperations

• ensurestrategicdecisionsoftheQDMCaboutdisasterresponseoperationsareimplementedasfar

aspracticable

• providestrategicadviceondisasterresponseoperationstodistrictdisastercoordinators.


https://www.igem.qld.gov.au/assurance-framework/Pages/standard.aspx


2 Governance


2.1.3.3 STaTe recoverY PoLIcY anD PLannInG coorDInaTor

Position State Recovery Policy and Planning Coordinator (SRPPC)

Appointment AppointedbythePremier.

Role • coordinaterecoveryoperationswhenaStateRecoveryCoordinator(SRC)hasnotbeenappointed

bythePremier

• overseetheeffectivedeliveryofreliefandimmediaterecoveryoperationsuntilaSRCisappointed

• provideadvicetotheQDMCChairinrelationtotheappointmentofaSRC

• maintainaregisterofpotentialSRCs

• inductanewlyappointedSRCandbeavailabletoconsultwiththeSRC/DeputySRCsthroughout

thedurationoftheirappointment

• developandmaintainaguideandinductionprogramforSRCs

• facilitatecollaborationbetweenSRCsandagenciesduringrecoveryoperationsandreporton

coordinationacrosseventstotheQDMC

• reporttotheChairoftheQDMConanyaspectofdisasterrecovery

• attendQDMCandSDCGmeetings,andliaisewiththeSDC,providinginputonrecoverymattersand

gatheringinformationthatmaybehelpfulforaSRC

• overseestatelevelpreparednessforrecoveryoperations

• leadrecoveryplanningandpolicytoensuretheefficienttransitionfromresponsecoordinationto

recoverycoordination

• engagecollaborativelywiththeQueenslandGovernmentandnon-governmentstakeholders,

includingdisastermanagementgroupsandlocalanddistrictdisastercoordinators,toensure

recoveryactivitiesprovidethebestoutcomesforthepeopleofQueenslandintermsoftimeliness,

qualityofserviceandadvicetogovernment

• ensureareviewofrecoveryoperations,includingthetransitionfromresponsetorecoveryis

undertakenandpotentialimprovementsidentified.

2.1.3.4 STaTe recoverY coorDInaTor

Position State Recovery Coordinator (SRC)

Appointment • AppointedbytheChair,QDMCandislegislatedintheDisaster Management Act 2003.

Role • coordinatedisasterrecoveryoperationsfortheQDMC

• reportregularlytotheQDMCaboutdisasterrecoveryoperations

• ensurestrategicdecisionsoftheQDMCaboutdisasterrecoveryareimplementedasfar

aspracticable

• providestrategicadviceondisasterrecoveryoperationstogovernmentagenciesperforming

disasterrecoveryoperations.

2.1.3.5 eXecUTIve oFFIcer, QDMc

Position Executive Officer, QDMC

Appointment • AppointedbytheCommissioner,QueenslandPoliceServiceandislegislatedintheDisaster

Management Act 2003.

Role • provideexecutivesupportatmeetingsoftheQDMC

• callmeetingsoftheQDMC

• provideanyotherexecutivesupporttheChairconsidersnecessary

• requestCommonwealthGovernmentnon-financialassistance.

2 Governance


2.1.3.6 cHaIrPerSon / DISTrIcT DISaSTer coorDInaTor – DISTrIcT DISaSTer ManaGeMenT GroUP

Position Chairperson / District Disaster Coordinator – District Disaster Management Group

Appointment AppointedbytheCommissioner,QueenslandPoliceServiceandislegislatedintheDisaster


Role • manageandcoordinatethebusinessofthegroup

• ensurethatthegroupperformsitsfunctions

• reportregularlytotheQDMCabouttheperformanceofthedistrictgroup

• coordinatedisasteroperationsinthedisasterdistrictforthegroup.

2.1.3.7 eXecUTIve oFFIcer – DISTrIcT DISaSTer ManaGeMenT GroUP

Position Executive Officer– District Disaster Management Group

Appointment AppointedbytheCommissioner,QueenslandPoliceServiceandislegislatedintheDisaster


Role • supportthedistrictgroupintheperformanceofitsfunctions,asdirectedbytheChair.

2.1.3.8 cHaIrPerSon – LocaL DISaSTer ManaGeMenT GroUP

Position Chairperson – Local Disaster Management Group

Appointment Appointedbytherelevantlocalgovernment;mustbeacouncillorofthelocalgovernment,asprescribed

inthe Disaster Management Regulation 2014.

Role • manageandcoordinatethebusinessofthegroup

• ensurethegroupperformsitsfunctions

• reportregularlytotherelevantdistrictgroup,andtheCommissioner,QueenslandFireand

EmergencyServices,abouttheperformancebythelocalgroupofitsfunctions.

2.1.3.9 LocaL DISaSTer coorDInaTor

Position Local Disaster Coordinator

Appointment AppointedbytheChairoftheLocalDisasterManagementGroupafterconsultingwiththe

Commissioner,QueenslandFireandEmergencyServices,asprescribedintheDisaster Management

Act 2003.

Role • coordinatedisasteroperationsforthelocalgroup

• reportregularlytothelocalgroupaboutdisasteroperations

• ensurethatanystrategicdecisionsaboutdisasteroperationsbythelocalgroupareimplemented.

2 Governance


2.1.3.10 InSPecTor-GeneraL eMerGencY ManaGeMenT

Position Inspector-General Emergency Management

Appointment AppointedbytheGovernorinCounciluponrecommendationbytheMinisterforFireandEmergency

ServicesasprescribedintheDisaster Management Act 2003.

Role • reviewandassesstheeffectivenessofdisastermanagementbythestate,includingtheState

DisasterManagementPlananditsimplementation

• reviewandassesstheeffectivenessofdisastermanagementbyLDMGsandDDMGs,including

theirplans

• reviewandassesscooperationbetweenentitiesresponsiblefordisastermanagementinthestate

• makedisastermanagementstandards

• review,assessandreportonperformancebyentitiesresponsiblefordisastermanagementinthe

stateagainstthedisastermanagementstandard

• workwithentitiesperformingemergencyservices,departmentsandthecommunitytoidentifyand

improvedisastermanagementcapabilities

• monitorcompliancebydepartmentswiththeirdisastermanagementresponsibilities

• identifyopportunitiesforcooperativepartnershipstoimprovedisastermanagementoutcomes

• reporttoandadvisetheMinisterforFireandEmergencyServices.

2 Governance


2.2 responsibilities

2.2.1 Government agencies

Toensurecoordinationandtheeffectiveuseof

resourcesandcapabilities,multiplestategovernment

agencieshavespecificdisastermanagementrolesand

responsibilities.Theserolesandresponsibilitiesare

basedonthecorefunctionoftheagency.

Rolesandresponsibilitiesofstateagenciesareoutlined

inAppendixC.

2.2.2 Government owned corporations

Queenslandcurrentlyhasmultiplegovernmentowned

corporations(GOCs)whichconductactivitiesand

provideservicesinacommercially-orientedmanner.

SectorsinwhichGOCsoperateincludeenergy,

transport,fundsmanagement,portoperations

andwater.

Forthepurposesofdisastermanagement,GOCsare

coordinatedbytheirrelevantgovernmentdepartments.

RolesandresponsibilitiesofGOCsareoutlinedin

AppendixC.

2.2.3 Private sector and non-government organisations

Ownersandoperatorsofessentialservicesare

responsiblefordevelopingdisastermanagementplans.

Theprivatesectorplaysakeyroleindisaster

management.Organisationsinthissectortypicallyown

orareresponsibleforoperatingandmanagingessential

services,suchaswater,electricityandcommunication.

Accordingly,theyarerequiredtomanageforeseeable

risk,includingthedevelopmentofdisaster

managementplansandoperatedwithinindustry

legislationorcodesofpractice.Theowners/operators

ofthisinfrastructureareencouragedtoactively

participateinapplicabledisastermanagementgroups

andwillbeactivelyengagedbythechairpersonsof

relevantgroups.

Non-governmentorganisations(NGOs)alsoplayan

importantroleindisastermanagement.Typically,they

arenon-profit,voluntarygroupsthatperformavariety

offunctionsandofferservicestothecommunity.Their

roleshouldbeconsideredbydisastermanagement

groupsatalllevels.

Therolesandresponsibilitiesoftheseentitiesare

outlinedinAppendixC.

2.2.4 Queensland’s referable dams

Queenslandhasmorethan100referabledams.Adam

becomesreferableifitwouldputapopulationatrisk

(PAR)ifitweretofail.

Theownersofreferabledamsareresponsiblefor

developingemergencyactionplansandproviding

relevantlocalgovernmentsandDDMGsacopyof

theseplansforreview.

Furtherinformationandtoolstoassistindeveloping

anemergencyactionplansareavailableat

www.dnrme.qld.gov.au10

2.3 commonwealth arrangements

2.3.1 Department of Home affairs

EmergencyManagementAustraliaplansand

coordinatesAustralianGovernmentassistance

toQueensland.

EmergencyManagementAustralia(EMA)–adivision

oftheFederalDepartmentofHomeAffairs–isthe

Commonwealthagencyresponsiblefortheplanning

andcoordinationofAustralianGovernmentassistance

tothestatesandterritoriesthroughtheAustralian

GovernmentCrisisCoordinationCentre.

QueenslandFireandEmergencyServices(QFES)and

theQueenslandReconstructionAuthority(QRA)are

Queensland’skeyliaisonbodieswiththeAustralian

Governmentfordisastermanagementpurposes.

2.3.2 commonwealth disaster planning arrangements

TheQDMCExecutiveOfficerhastheauthorityto

requestAustralianGovernmentnon-financialassistance.

TheAustralianGovernmentDisasterResponsePlan

(COMDISPLAN)outlinesthearrangementsregarding

AustralianGovernmentnon-financialassistanceto

Australianstatesandterritoriesinadisaster.

Queenslandhastheresponsibilityforcoordinating

andplanningtheresponseto,andrecoveryfrom,a

disasterwithinitsborders.Whenthetotalresources

(government,communityandcommercial)of

http://www.dnrme.qld.gov.au

2 Governance


Queenslandcannotreasonablycopewiththeneedsof

theevent,non-financialassistancecanbesoughtfrom

theAustralianGovernmentundertheCOMDISPLAN.

UndertheCOMDISPLANtheExecutiveOfficer,QDMC,

hastheauthoritytorequestAustralianGovernment

non-financialassistance.

Inturn,approvaltoprovidethisassistancemustbe

authorisedbytheAttorney-GeneralorFederalMinister

responsibleforemergencymanagement.

InsomecircumstanceslocallybasedAustralian

Governmentresourcesmaybedeployedinsupportof

localauthoritiesforlimitedperiodswithouttheneedto

activatetheCOMDISPLAN.

2.3.3 Military assistance

TheAustralianDefenceForcemayprovideassistance

inresponsetoadisasterevent,followingarequestfor

DefenceAssistancetotheCivilCommunity(DACC).

Theprincipleappliedtotheprovisionofemergency

DACCisthatstateandterritorygovernmentsare

primarilyresponsibleforcombatingdisasters,using

availablepaidandvolunteerservices,andcommercially

availableresources.

Requestsformilitaryassistancearemadeviathe

requestforassistance(RFA)processtotheState

DisasterCoordinationCentre(SDCC).Theserequests

areconsideredbytheSDCanduponapprovalare

forwardedtotheAttorney-Generalforconsideration

byEMA.

TherearesixcategoriesofDACCassistance.Threeare

usedwithindisastermanagement.

• DACC 1 – Local emergency assistance:–

emergencyassistanceforaspecifictaskwithin

localisedemergencysituationswhereimmediate

actionisnecessarytosavehumanlife,alleviate

suffering,preventextensivelossofanimallifeor

avertwidespreadlossanddamagetoproperty.

ThisassistanceisprovidedbytheSeniorAustralian

DefenceForceOfficer,UnitCommanderor

Administratorfromwithintheirallocatedresources.

Thedurationofassistancedoesnotnormallyexceed

48hours.

• DACC 2 – Significant emergency assistance:–

emergencyassistance,beyondthatprovidedunder

DACC1,duringamoreextensiveorcontinuing

disasterresponsedirectlyrelatedtosavinghuman

life,alleviatinghumansufferingorpreventingthe

lossordamagetopropertywhenstateorterritory

resourcesareinadequate.Thismayincludeshort

termrecoveryactivitiesduringthetransferof

taskstolocalandstaterecoveryagenciesinthe

immediateaftermathofanemergency.Theduration

ofassistancedependsonthenatureandscopeof

theemergency,andavailableresources.

• DACC 3 – Emergency recovery assistance–

emergencyassistanceassociatedwithrecovery

fromacivilemergencyordisaster,whichisnot

directlyrelatedtothesavingoflifeorpropertythat

involveslongertermsignificantrecoveryactivity,

suchasreconstructionofthephysicalinfrastructure

andtherestorationofemotional,social,economic

andphysicalwellbeing.Durationofassistance

dependsonthenatureandscopeoftherecovery

effort,andavailableresources.

2.3.4 australian Government crisis coordination centre

TheAustralianGovernmentCrisisCoordinationCentre

(CCC)coordinatestheAustralianwholeofgovernment

responsetomajoremergencies.

LiaisonwiththeCCCisfacilitatedbyEMAliaison

officerswhoarelocatedattheSDCC,whenactivated.

2.3.5 cross-border collaboration

Queenslandsharesitsborderswithfourother

jurisdictions:NewSouthWales,SouthAustralia,the

NorthernTerritoryandPapuaNewGuinea(PNG).There

maybeoccasionswheneventsoverlapQueensland’s

bordersrequiringinterstateorinternational

collaboration.

InrelationtotheQueensland/NewSouthWales

borderregiontheStatement of Principles and Priorities for cross-Border collaboration 2016-201911wasdevelopedtoprovideabroad,overarching

frameworkforcross-bordercollaborationonarange

ofgovernmentactivities,includingworkundertakento

helpmanagedisasters.

Thestatementappliesnotonlytostateagency

activitiesontheQueenslandandNewSouth

Walesborderregionbutalsotherespectivelocal

governmentareas.

Thelackofaformalcross-borderagreementwith

otherjurisdictionsdoesnotprecludeanycross-border

activitiesoccurring,suchaslocalanddistrictdisaster

planning,coordinationandoperations.

https://www.premiers.qld.gov.au/about-us/what-we-do/assets/qld-nsw-mou-2016-2019.pdf



2 Governance


Duringdisasteroperations,theSDCCinteractswith

otherstatesandterritories,coordinatingrequestsfor

supporttoDDMGsand,throughthem,toLDMGs.

Twoexceptionsexist:

• requestsforAustralianGovernmentnon-financial

assistance

• hazard-specificarrangementsrequiringdirect

communicationbetweenthestate’sleadagencies

andtheircounterparts.

DisasteroperationsoccurringontheQueensland/PNG

borderarecoordinatedbytheCommonwealththrough

EMA,incollaborationwiththeDepartmentofForeign

AffairsandTradeandtheDepartmentofHomeAffairs.

2.4 Disaster management documents

QFESisresponsibleforthedevelopment,managementandreviewoftheQueenslandPrevention,Preparedness,ResponseandRecovery(PPRR)DisasterManagementGuideline

DisastermanagementinQueenslandisfacilitatedby

arangeofdocumentsdevelopedinconsultationand

collaborationwithmultiplestakeholders.

LocalandDistrictDisasterManagementGroups

mustestablishdisastermanagementplansfortheir

respectiveareas.Theseplansareinformedand

supportedbyarangeofdocumentsthatexistwithin

ahierarchy.Thesedocumentsconsistofsub-plans,

hazard-specificplans,functionalplans,the Standard13,

the Guideline6anddisastermanagementpublications.

The Guideline6providesflexible,goodpractice

recommendationsandadvicetothoseresponsible

forimplementingdisastermanagementpracticesto

prevent,preparefor,respondtoandrecoverfrom

disasters.Itprovidesapproachestotheimplementation

oflegislation,theQueensland Disaster Management Strategic Policy Statement 20163,the Standard13and

otherkeydisastermanagementdoctrine.

QFESistheresponsibleagencyforthedevelopment,

managementandreviewofthe Guideline6.

Adocumentmapoutliningtherelationshipsbetween

Queensland’sdisastermanagementplans,theStandard,

the Guideline6andotherdisastermanagement

documentsisprovidedasAppendixE.

Agencieswhodevelopdisastermanagement

publications(e.g.strategies,guidelines,policiesor

disastermanagementdocuments)mustensuretheyare

integratedwithinthesystem.

QFESisresponsibleforcoordinatingthisprocess,

whichisoutlinedinthe Guideline6.

2.4.1 Disaster management activities

Effectivedisastermanagementiscontingenton

themaintenanceofanongoingcycleofintegrated

activitiesthroughouttheyear.

Someoftheseactivitiesoccurcontinuously(including

communication,situationalmonitoring,stakeholder

engagementandriskassessment)whileotheractivities

(suchastraining,exercising,planningandreporting)

arecoordinatedbydisastermanagementstakeholders

atvarioustimesoftheyeartoachieveastructuredand

comprehensiveapproach.

Underscoringtheseactivitiesarefindingsfromthe

Queensland State natural Hazard risk assessment 201712whichshowthatQueenslandislikelyto

experiencetheimpactofmultiplehazards,which

mayrequirearesponse,atcertaintimeseachyear.

Accordingly,thesehazardsandthelikelyperiods

whentheyoccurareidentifiedandintegratedintothe

activitiescalendar.

TheDisasterManagementActivitiesCalendaris

providedinfigure2.2.

https://www.igem.qld.gov.au/assurance-framework/Pages/default.aspx#standard









http://www.disaster.qld.gov.au/cdmp/Pages/default.aspx#Statewide


2 Governance


HIGHER RISK PERIOD – N

OV

EM

BER

TO

AP

RIL

LOWER R

ISK P

ERIO

D

TROPICAL CYCLONE

RIVERINE FLOODING

COASTAL INUNDATION

SEVERE WEATHER EVENTBUSHFIRE

HEATWAVE

EARTHQUAKE

STAKEHOLDER ENG

AG

EM

EN

TR

ISK A

SSESSMENTCOM

MUN

ICATI

ON

CO

NTIN

UO

US M

ONIT

ORING JANUARY

FEBRU

ARY

M

AR

CH

AP

RIL

M

AY

JUNE JULY

AUGUST

SE

PT

EM

BE

R

O

CT

OB

ER

N

OVEM

BER

DECEMBER

*Note:ThisdiagramprovidesanindicationonlyofsomeQueenslandDisasterManagementkeyactivitiesperformedduringa12monthperiod.

TheseactivitiesareconductedwithinthePPRRMethodologyandmayoccurthroughouttheyear.Responseactivitieshavebeen

appliedtotheperiodNovembertoApril,thisissupportedbytheQueenslandStateNaturalHazardRiskAssessment.

PREVENTION

Key activities

Reporting,Assessing,

Planning,Training&

Exercising

PREPAREDNESS

Key activities

Reviewing,Planning,

Training,Exercising,Cabinet

Submission&Community

Awareness

RESPONSE

Key activities

Responding,Recovering,

Meetings&Reporting

RECOVERY

Key activities

PostEventSeries

i.e.Meetings

AssuranceActivities

Review&Assess

FIGURE2.2DISASTER MANAGEMENT ACTIVITIES CALENDAR


2 Governance

3 Risk


3.1 Overview

QFES is responsible for the state-wide disaster risk assessment.

The Queensland Emergency Risk Management Framework4 (QERMF) is the methodology for assessing disaster related risk as endorsed by the Queensland Disaster Management Committee (QDMC).

The approach aligns with the internationally recognised sendai Framework for Disaster Risk Reduction 2015-203014 and is a key strategy for disaster risk reduction.

3.1.1 The sendai Framework for Disaster Risk Reduction

TheSendaiFrameworkforDisasterRiskReduction2015–2030marksacrucialshiftfrom

managingdisasterstomanagingdisaster risk.

TheUnitedNationsOfficeforDisasterRiskReduction(UNISDR)notedthatthelongterm

benefitsofrisk-informeddisasterriskreductionstrategiesandplanssignificantlyoutweigh

theinitialoutlaycostsofconductingriskassessments.Thefinancialcostofconductingrisk

assessmentsismarginaltothetotalcostoftheimpactsofdisasters.

TheframeworkhasbeenadoptedbyQueenslandandhasbeenusedtoinformthe

Queensland strategy for Disaster Resilience 20175aswellasthedevelopmentof

theQERMF.

3.2 Disaster risk reduction

Disasterriskreduction,asdefinedbytheUNISDR,is the concept and practice of reducing disaster risks through systematic efforts to analyse and reduce the causal factors of disasters. It includes disciplines like disaster management, disaster mitigation and disaster preparedness.

Reducingexposuretohazards,lesseningvulnerabilityofpeopleandproperty,managing

landandtheenvironmenteffectively,improvingpreparednessandearlywarningfor

adverseeventsareallexamplesofdisasterriskreduction.

WithinQueensland,theQERMF,state Planning Policy 201715andQueensland’sStrategy

forDisasterResilience2017,inalignmentwithpoliciesattheNationallevel,allcontributeto

disasterriskreduction.

Disastermanagementpractitionersandstakeholdersshouldusethesedocumentsand

frameworkstoreducetheriskassociatedwithdisasters.

3 Risk


https://www.unisdr.org/we/coordinate/sendai-framework

https://www.unisdr.org/we/coordinate/sendai-framework


http://www.dilgp.qld.gov.au/planning/state-planning-instruments/state-planning-policy.html

3 Risk


3.3 The Queensland Emergency Risk Management Framework

3.3.1 Background

TheQERMFisbasedonanalysisofinternationalbest

practiceindisasterriskassessment.Thisanalysisled

tothedevelopmentofamethodologythatharnesses

scientificdatarelatingtosignificanthazardsanduses

geospatialinformationsystemstoanalysehistorical

and/orprojectedimpactstoidentifyexposures,

vulnerabilitiesandsubsequently,risk.Thisapproach

alsopromotessensecheckingbetweenscientificdata,

mappingandmodelling,withlocalknowledgeduring

theriskanalysisstage.

3.3.2 intent

TheQERMFisariskassessmentmethodology

thatcanbeusedwithindisastermanagement

planningatalllevelsofQueensland’sdisaster

managementarrangements.

TheQERMF:

• shiftsriskassessmentandmanagementfroma‘one

sizefitsall’approachtoatailoredmethodologythat

accountsfortheprioritisationoflocalcharacteristics

• embedsriskidentification,assessmentand

managementinproven,consistent,science-based

methodologiesthatcanbeappliedconsistently

acrosslocal,districtandstatelevels

• allowsclarityandtransparencyincommunication

anddecisionmakingatalllevels

• improvestheidentificationofanarea’scapability

andcapacitytomanagethenaturaldisaster

riskswithinthatarea,therebyinforming

resourceplanningforQueensland’sdisaster


3.4 Queensland’s natural hazard risk profile and priorities

The Queensland state Natural Hazard Risk Assessment 201712comprisesmacro-level,hazard-specificrisk

information.The2017assessmentfocusedonthe

sevenmostfrequentandsignificantnaturalhazards

andwillexpandinfutureassessmentstoalignwiththe

definitionofadisastereventasstatedintheDisaster Management Act 2003.

Localanddistrictdisastergroupsshouldassessthe

applicabilityofthesehazardstotheirdisasterareas

and,followingthis,usetheirfindingswhendeveloping

disastermanagementplans.

Thesevenmostsignificantnaturalhazardsto

Queenslandare:

Joint highest priority

• tropicalcyclones

• riverineflooding

Second highest priority

• severeweatherevents

Equal third highest priority

• coastalinundation

• heatwaves

Fourth highest priority

• bushfire

Fifth highest priority

• earthquakes.



3 Risk


3.4.1 Tropical cyclones

Tropical cyclones are of equal highest priority for Queensland.

Tropicalcyclonesarethemostdisruptiveanddamaging

naturalhazardwithinQueenslandwiththepotentialto

posethemostrisktolifeduringimpact.Historically,of

allnaturalhazards,tropicalcycloneshaveclaimedthe

mostlivesinQueensland(althoughnotinrecentyears)

andcanbereasonablyexpectedtomanifesttovarying

degreesofseverityeachyearduetoQueensland’s

geographyandclimate.

Thecascadingandcoincidenteffectsofatropical

cyclonecanposecomplexissuessuchas:

• damagefromsustainedhighwindspeeds

• rapiddeliveryofconcentratedrainfallleadingto

flashflooding

• increasedriskofstormsurgecreatingahigherrisk

ofcoastalinundation

• onsetofriverinefloodingduetoprolongedand

sustainedraindeluges.

3.4.2 Riverine flooding

Riverine flooding is of equal highest priority for Queensland.

Riverinefloodingisequaltotropicalcyclonesasthe

mostdisruptiveanddamagingnaturalhazardwithin

Queensland.

Thesetwophenomenaareoftencoincident,with

riverinefloodingfrequentlyoccurringasaresultofa

tropicalcyclone.However,arangeofclimateinfluences

cangiverisetoriverineflooding,therebymakingita

morefrequentlymanifestinghazard.

Whiletheimmediateimpactsoftropicalcyclones

arecoastal,asignificantportionofthestateisalso

potentiallyexposedtoriverineflooding.Theriver

basinsandcatchmentsofQueenslandcoververylarge

geographicareasandposemanychallengesintermsof

logistics,accessandresupplyandevacuation.

3.4.3 severe weather events

Severe weather events are the second highest priority for Queensland.

Severeweathereventshavehistoricallybeenoneof

Queensland’smostdamagingnaturalhazards.The

cascadingandcoincidenteffectsofsevereweathercan

posecomplexissuessuchas:

• rapiddeliveryofconcentratedrainfallleadingto

flashfloodingandriverineflooding

• damagingwindgustsandhailleadingtosignificant

damagetoinfrastructure

• stormsurgecausingerosionandlocalisedflooding

throughcoastalinundation.

Thesometimesunpredictablenatureofthis

phenomenondoesattimesrelegatetheidentification

andwarningofthelocation,intensityorseverityofan

eventtorelativelyshorttimeframes.

3.4.4 Coastal inundation

Coastal inundation is Queensland’s equal third priority.

Coastalinundationcannotbeconsideredinisolation.

Stormsurgesinparticularareaconsequenceof

atropicalcycloneorasevereweatherevent.The

profileofthishazardisincreasedwhenconsidering

climatechangeprojectionsofarisingsealevelandan

increaseintheseverityoftropicalcyclonesandsevere

weatherevents.

Significantplanningandmitigationisundertaken

bylocalgovernmentsincoastalareas,coupled

withsupportfromtheQueenslandgovernment.

However,multipledevelopedcoastalareasthroughout

Queenslandcouldfacesignificantriskifasevere

tropicalcycloneimpactsavulnerablelocationand

alignswithhightideinundation.

3 Risk


3.4.5 Heatwaves

Heatwaves are Queensland’s equal third priority.

Heatwaveshaveabroadrangeofpotentialhealth

effectsincludingmortalityratesamongvulnerable

persons,aswellaspotentialimpactsonessential

healthandwellbeingservices.Climateprojectionsshow

thatextremeheateventsareexpectedtooccurmore

oftenandwithgreaterintensityinthefuture.Theyare

alsoonecontributingfactortotheincreasedhazard

ofbushfire.

3.4.6 Bushfire

Bushfire is Queensland’s fourth priority.

BushfireisafrequentlyoccurringeventinQueensland

howeveritisgenerallywellmanagedandoftenoccurs

inlessdenselypopulatedareas.Whilethiscanreduce

therisktolife,thepotentialforarangeofsignificant

economicimpactstoQueenslandagriculture,industry

andtourismstillexists.

BushfireProneAreamappingisactivelyusedwithin

landuseplanningandmitigationoperations,along

withpredictiveanalyticsandfireweatherforecasts,

tomanagethishazardbeforerisksmanifest.Itis

alsoaninputtolocaldisastermanagementplanning

inaccordancewithQueensland’s state Planning Policy 201715.

3.4.7 Earthquakes

Earthquakes are Queensland’s fifth natural hazard risk priority.

Earthquakesareafrequentlyoccurringphenomenon

inQueenslandwithsomegeographicareasregistering

clustersofevents.Whilstthemagnitudeofearthquakes

areoftenlessthan3.5ontheRichterscale,withthe

effectsseldomfelt,someareashaveexperienced

anearthquakewithamagnitudeofmorethan5on

theRichterscale.Anearthquakeofthismagnitude

occurringinornearabuiltenvironmentislikelyto

causesignificantdamagetostructures,particularly

undergroundservicesandpiping,withpotentialrisk

tolifeduetothecollapseofstructures.



4 Public information


4.1 overview

consistent, timely and accurate information better enables Queensland communities to prepare for, respond to and recover from disasters. communities need to know what is likely to happen (or has happened), what to expect and what to do.

collating, integrating and delivering information that enhances a community’s awareness of events that may occur or are occurring, and provides advice on appropriate actions to be taken contributes to safeguarding life, property and the environment.

4.2 Principles of dissemination

Disasterrelatedpublicinformationandwarningsshouldbeconsistentwiththe

documentedprinciplesofdissemination,asapprovedbytheCouncilofAustralian

Governments(COAG).Undertheseprinciples,informationmustbe:

• coordinated

• authoritativeandaccountable

• consistent/standardsbased

• complete

• multi-modal

• allhazards

• targeted

• interoperable

• accessibleandresponsive

• verifiable

• underpinnedbyeducationandawarenessraisingactivities

• compatible.

FurtherexplanationabouttheseprinciplesofdisseminationisprovidedinAppendixF.

4 Public Information



4.3 communication by the state

TheDirector-GeneralDPCisresponsibleforactivatinganddeactivatingtheCCN

ThestatemustcommunicatewiththeQueensland

communitybefore,duringandafteradisasterand

itiscriticalthatkeymessagesfromgovernment

departmentsalign.ThisisachievedthroughtheCrisis

CommunicationNetwork(CCN)whichiscomprisedof

QueenslandGovernmentheadsofcommunicationand

stafffromrelevantexternalagencies.

TheDirector-General,DepartmentofthePremier

andCabinet(DPC)isresponsibleforactivatingand

deactivatingtheCCN.Itischairedbyanappointed

memberofDPC’sStrategyandEngagementDivision.

• AnessentialelementoftheCCNisthePublic

InformationCapability(PIC),whichisresponsible

forgatheringandeditingcontenttoproduce

regularwholeofgovernmentmessaging.Typically,

theresponsibleleadagencywillcoordinatethePIC

inthefirstinstancebutmayhandthisovertothe

CCNshouldtheeventescalate.Forexample,public

informationforabiosecurityeventmayinitially

beledbyBiosecurityQueenslandbutthenmay

progresstotheCCNshoulditescalate.Conversely,

theCCNisnotactivatediftheeventcanbereadily

managedbytheleadagency.

• Communicationtoimpactedlocalcommunitieswill

alsobeissueddirectlyfromagenciesinvolvedin

theresponse.

• Furtherinformationrelatingtocommunication

bythestateinrelationtodisastersisoutlinedin

theQueensland Government arrangements for coordinating Public information in a crisis16.

4.4 communication by local and district groups

Localanddistrictgroupsmustcommunicatewiththeir

respectivecommunities.Keepingthecommunitywell

informedcontributestotheirabilitytopreparefor,

respondtoandrecoverfromadisasterandassistswith

managingcommunityexpectations.

Publicinformationdevelopedanddisseminatedshould

alignwiththeCOAGprinciplesofdissemination

andbeinaccordancewithlocalanddistrict

communicationprocedures.

Communicationtoimpactedlocalanddistrictgroups

fromthestateistheresponsibilityofthePIC.

4.5 media

Respondingagenciesareresponsibleforproviding

mediatalkingpointsanddraftingmediastatements

fortheirMinisterorotherspokespeoplewithin

theirorganisation.Thesetalkingpointsandmedia

statementswillbesharedbytheleadagencywithDPC

whichwillissueadvicetotheCCN.

Whenitispreferabletoholdamediaconference,the

leadresponseagencywillliaisewithrelevantpartiesto

arrangeappropriatemediaconferencelogistics.Media

conferencesheldattheStateDisasterCoordination

Centre(SDCC)mediaroom,willbecoordinatedby

QFESmedia.

4.6 auslan (australian sign language)

Auslanisthelanguageofthedeafcommunityin

Australia.Duringadisaster,anAuslaninterpretermust

bepresentatallpublicfacingmediaconferences

conductedbystateagencies.

TheleadagencyisresponsiblefororganisinganAuslan

interpreter.IfamediaconferenceisheldattheSDCC,

theleadagencymustorganiseanAuslaninterpreterin

collaborationwithQFESmedia.

Localanddistrictgroupsareencouragedtoinclude

anAuslaninterpreteratallpublicfacingmedia

conferences.

4.7 multilingual resources and communication

2016Censusdatashowsthatover83,000people,or

1.7percentofQueensland’spopulation,identifiedthat

theydidnotspeakEnglish,ordidnotspeakitwell.In

particular,tourists,internationalstudents,peopleona

temporaryworkvisaandnewlyarrivedrefugeesmay

haveverylittleproficiencyinEnglish.

TheQueenslandlanguage Services Policy55outlines

Government’scommitmenttouseinterpretersand

translatedinformationtoimproveaccesstoinformation

http://www.disaster.qld.gov.au/dmg/st/Documents/H1159-Public-Information-Crisis-Communication-Document.pdf


https://www.communities.qld.gov.au/resources/multicultural/policy-governance/lsp-policy.pdf



andservicesforpeoplewithdifficultycommunicating

inEnglish.Theaccompanyinglanguage Services Guidelines56providesomeconsiderationswhen

developingmultilingualresources.

Localanddistrictgroupsareencouragedto

makeavailableappropriateresourcestoensure

communicationisinclusiveoftheneedsofthe

respectivecommunitiesfromculturallyandlinguistically

diversebackgrounds.

4.8 Social media

Stateagenciesusingsocialmediaretainresponsibility

forupdating,maintainingandmonitoringtheir

presence.ThisistobeconsistentwiththePrinciples for the official use of social media guidelines17.

Theuseofsocialmediaintimesofadisaster,

mayinclude:

• communityalertingandstatusreporting

• disasterpreparednessandcoordination

• communityengagementandmythbusting

• monitoringpostsforon-the-ground

intelligencegathering

• linkingthecommunitytootherappropriatesources

ofauthoritativeinformation.

Whenusinganyformofofficialsocialmedia,agencies

mustensuresupportingcommunicationforums,

websitesandcallcentresareadviseddirectly,through

theCCNifapplicable,tomaximiseconsistencyand

accuracywhenthepublicseekfurtherinformation.

FurtherinformationisavailableintheQueensland Government arrangements for coordinating public information in a crisis16.

Localanddistrictgroupsshouldmanagesocial

mediainaccordancewiththeirrespectivepolicies

andprocedures.

4.9 Websites

Intheeventofadisasteroccurringorbeingidentified,

theDepartmentofHousingandPublicWorks

(DHPW)activatestheOnlineDisasterandEmergency

Procedures,covering:

• useofwww.qld.gov.au/alerts18

• rolesandresponsibilitiesofteamsacross

governmentforupdatingcontentonkeywebsites

overfourlevels(Alert,LeanForward,StandUpand

StandDown)

• useofthehomepageofwww.qld.gov.au19todirect

peopletoemergencyordisasterrelatedinformation.

DPChasprotocolstoactivateintegratedQueensland

Governmentcontentthatsupplementsandlinks

othercontentandwebsites.Thisinformationwillbe

aprominentlinkfromtheQueenslandGovernment

website(www.qld.gov.au19)andfromthePremier’s

website(www.thepremier.qld.gov.au20).

Stateagencies,localanddistrictgroupsretain

responsibilityforupdatingtheirwebsitesandcontent

toproviderelevantinformationaboutanevent.

Furtherinformationregardingwebsitesisat

section7.4.3.

4.10 Event management System

Duringanevent,theEventManagementSystem(EMS)

willbeusedbyallstateagencies,whenreportinginto

theSDCC.EMSisastandardisedreportingformatand

isthe‘singlepointoftruth’forgovernmentinformation

concerningtheevent.

Thereportingformatincludescorefieldssuchas

summary,impacts,emergingissuesandkeymessages.

ThesefieldsproducethestateupdateandPremier’s

executivesummary.

Thekeymessageswithinagencyreportsare

consolidatedtoformthewholeofgovernment

messagewhichisthendistributedusingtheCCN.

Informationfromthedistrictleveliscollatedthrough

theDisaster,IncidentandEventManagementSystem

(DIEMS).Thissystemistheresponsibilityofdistrict

disastergroups.

Multiplesystemsareusedatthelocallevel.These

systemsarecapableofcollatinginformationandraising

requestsforassistance.Eachlocalgroupisresponsible

formanagingtheirrespectivesystem.

4.11 Warnings

Queenslanduseswarningstoenablecommunitiesand

individualstoactinaneffectivemanner,inrelationto

hazardsthatmayarise.AsstatedbytheUnitedNations

OfficeforDisasterRiskReduction(UNISDR),the

provisionofthesewarningswillreducethepossibilityof

https://www.communities.qld.gov.au/resources/multicultural/policy-governance/lsp-guidelines.pdf

https://www.communities.qld.gov.au/resources/multicultural/policy-governance/lsp-guidelines.pdf

https://www.forgov.qld.gov.au/use-social-media

https://www.forgov.qld.gov.au/use-social-media




http://www.qld.gov.au/alerts

https://www.qld.gov.au/

http://www.qld.gov.au/

https://www.thepremier.qld.gov.au/



personalinjury,lossoflifeanddamagetopropertyand

theenvironment.

4.11.1 Weather

TheBureauofMeteorology(BOM)isresponsibleforprovidingweatheralerts,updatesandwarnings

4.11.2 Emergency alert

QFESisresponsiblefortheEmergencyAlertsysteminQueensland

EmergencyAlert(EA)isanemergencywarningsystem

capableofsendingwarningmessagestolandlinesand

mobilephonesbasedontheregisteredserviceaddress

orgeographiclocationwithinaparticularareadefined

intheEAsystem.

EAmessagesareusedto:

• warntargetedareasoftheQueenslandcommunity

ofimminentandseverethreatsfromfire,chemical,

naturalweatherorgeologicalevents

• directthosewarnedtoothersourcesofinformation

and/ordirectthemtomoveawayfroman

imminenthazard.

QFESisresponsibleforthemanagementand

administrationoftheEAsysteminQueensland.

EAsmaybeinitiatedatthelocal,districtandstate

level.ThedecisiontouseanEAisbasedoncertainty,

severity,timeframe,frequency,similarity(i.e.other

eventsnearby)andaction.Whenconsideringthe

useofanEA,consultationshouldoccurbetween

respectivegroupsinordertoachieveconsistencyand

coordination.ThedistributionofanEAisapproved

byanauthorisedofficer,whichinthisinstanceisthe

Commissioner,QFES.

ToensureEAsaredistributedinatimelymanner,all

potentialusersofthesystemshoulddeveloppre-

formattedmessages,whichcanbeuploadedtothe

systempriortoanevent.

Whenusinganyformofmessaging,usersmustensure

supportingcommunicationforums,websites,social

mediaandcallcentresareadviseddirectly,through

theCCNifapplicable,assoonaspossibleinorderto

ensuremessagingissupportedwhenthepublicseek

furtherinformation.

FurtherinformationinrelationtotheEAsystemcan

befoundintheQueensland Prevention, Preparedness, response and recovery (PPrr) Disaster management Guideline (the Guideline)6.

4.11.3 Standard Emergency Warning Signal

Commissioner,QFESandStateManager,Queensland–BureauofMeteorologyareresponsibleforthemanagementofSEWS

TheStandardEmergencyWarningSignal(SEWS)is

acriticaltoolusedinresponsetoweatherandother

majorthreatstowarnorinformrelevantcommunities

ofanimpendingemergency.

Itisanalertsignalplayedonpublicmediatodraw

listeners’attentioninpotentiallyaffectedareastoa

subsequentemergencywarning.

ResponsibilityforthemanagementofSEWSin

QueenslandrestswiththeCommissioner,QFESin

conjunctionwiththeStateManager,Queensland–

BureauofMeteorologyformeteorologicalpurposes.

InformationrelatingtotheoperationofSEWSis

availableintheGuideline.

http://www.disaster.qld.gov.au/Pages/default.aspx



5 Resilience


5.1 Overview

Resilience, within the context of disaster management and disaster risk reduction, is defined in the Queensland strategy for Disaster Resilience 20175 as a system or community’s ability to rapidly accommodate and recover from the impacts of hazards, restore essential structures and desired functionality, and adapt to new circumstances.

The key elements which contribute to a resilient community include:

• risk-informed and appropriately prepared individuals

• the capacity to adapt

• healthy levels of community connectedness, trust and cooperation.

it is at the local, community level that the most powerful and effective action can be taken to address disaster risk and build resilience. Queensland communities play an active and central role in disaster risk prevention and preparedness, and in building resilience.

5.2 Resilience strategies

AllQueenslanderssharetheresponsibilityforpreventing,preparingfor,respondingtoandrecoveringfromtheimpactsofdisasters.

Queensland’scommunitiesarediverseandrequiretailoredsolutionstobuildresilience.

Further,collaborationandcommitmentisrequiredfrommultiplestakeholders.An

integrated,risk-basedapproachensuresinitiativesarelocallydrivenandaddressthe

hazardsandassociatedrisksspecifictothatcommunity.

The Queensland strategy for Disaster Resilience 20175providestheframeworkforwhich

Queenslandersfromdifferentcommunitiesacrossthestatecanbuildtheirresilience.

Atthestatelevel,resiliencestrategiesandinitiativeswillbedevelopedinlinewiththerisks

identifiedintheQueensland state natural Hazard Risk Assessment 201712.

5 Resilience




5 Resilience


5.3 climate change

Queensland’sclimateischangingandtosafeguard

communities,itiscriticalforalllevelsofgovernmentto

fosteradaptationtothechangingenvironment.

Astheclimatecontinuestowarm,Queenslandislikely

toexperiencemorefrequentheatwaves,highersea

surfacetemperatures,morefrequentstormtideevents,

weathermoreconducivetobushfireeventsandmore

intenseperiodsofheavyrainfall.Somecommunitiesare

likelytobeexposedtopreviouslyunknownrisks.These

shiftsarelikelytoincreasethesocial,environmentaland

financialimpactsofdisasterevents,withthepotential

foragreaterdemandonresponseandrecovery

agenciesandagreaterneedforcommunityresilience.

TheQueensland strategy for Disaster Resilience 20175

addressesthemultipliereffectofclimatechangeon

disastereventsandprovidestheframeworktoalign

disasterresilienceactivitieswiththeQueensland climate Adaptation strategy21andotherQueensland

Governmentpriorities.

5.3.1 Adaptation

TheQueensland strategy for Disaster Resilience 20175andtheQueensland climate Adaptation strategy21underpinthestate’sapproachtoadapting

todisasterriskandawarmingclimate.Thestrategies

weredevelopedtoprovideguidanceonpreparingfor,

respondingtoandadaptingtoclimatechangeand

disasterevents.

Thestrategiesacknowledgetheneedfor:

• adaptationandriskreductioninitiativesinformedby

currentevidence

• embeddingclimateanddisasterriskintoplanning

anddevelopmentprocesses

• localandregionalengagementtoinform

adaptationplanning

• sharedresponsibilityfordevelopingcapacityto

adapttochangingcircumstances

• continuousimprovementinriskreductionand

adaptationinitiatives.

5.4 Funding arrangements

Fundingarrangementsareofferedbyboththe

Commonwealthandstategovernmentstoassistin

makingcommunitiesmoreresilienttonaturaldisasters.

Thearrangementsaresummarisedbelow.

5.4.1 natural Disaster Resilience Program

TheNaturalDisasterResilienceProgram(NDRP)

isjointlyfundedbytheCommonwealthandstate

governmentsandisavailabletocouncilsandnon-

governmentorganisations,suchasvolunteering

groupsandnot-for-profitentities.NDRPprojectsare

designedtomitigatedisasterriskandbuildresilienceto

naturaldisasters.

TheNDRPoperatesunderaNationalPartnership

AgreementandisadministeredbytheQueensland

ReconstructionAuthority(QRA).

5.4.2 Building our Regions

BuildingourRegionsisaQueenslandGovernment

fundedprogramtoprovidefundingforcritical

infrastructureinregionalareasofQueensland.It

fundscommunity,transportandfloodmitigation

infrastructureprojectswhichaimtoreducedisasterrisk

andbuildresilienceinthecommunity.

ThefundisadministeredbytheDepartmentofState

Development,Manufacturing,Infrastructureand

Planning(DSDMIP).

5.4.3 Works for Queensland

TheWorksforQueensland(W4Q)programisa

QueenslandGovernmentprogramthatsupports

regionallocalgovernmentstoundertakejobcreating

maintenanceandminorinfrastructureprojects.

Theseprojectscanincludeworksthataimtoprotect

existingessentialpublicinfrastructureandenhance

disasterresilienceandpreparednesstofuturenatural

disasterevents.

W4Qfundingisforlocalgovernmentbodiesoutside

South-EastQueenslandandisadministeredby

theDepartmentofLocalGovernment,Racingand

MulticulturalAffairs(DLGRMA).


http://www.ehp.qld.gov.au/assets/documents/climate/qld-climate-adaptation-strategy.pdf






5 Resilience


5.4.4 local Government Grants and subsidies Program

TheLocalGovernmentGrantsandSubsidiesProgram

(LGGSP)supportslocalgovernmentstodeliverkey

infrastructureprojectsthat:

• meetcommunityneedscontributingtosustainable

andliveablecommunities

• alignwithstate,regionalandlocalpriorities

• supporteconomicgrowth,innovationand

communitydevelopment.

Localgovernmentsseekingfundingforprojectsthat

protectexistingessentialpublicinfrastructureandbuild

resiliencetofuturenaturaldisastereventsareeligibleto

applyforgrantsundertheLGGSP.

TheLGGSPisadministeredbytheDLGRMA.

5.5 insurance

TheQueenslandGovernmenthassigneda

MemorandumofUnderstandingwiththeInsurance

CouncilofAustralia(ICA)toshareappropriate

floodmappingproductsandotherdatasetsto

ensurethebestavailableinformationisusedto

calculatepremiums.

CouncilscanassistthisprocessbyprovidingtheICA

withdetailsoftheirlatestfloodstudiesanddigitaldata

forfloodmaps,andencouragingcommunitymembers

andbusinessestoreviewtheirinsuranceregularlyto

makesuretheirinformationandcoverageisuptodate.

Detailslikebuildingconstruction,foundationsandroof

typemaymakeadifferencetoinsurancepremiums.

TheICAhasarangeofinsuranceaffordabilityprojects

includingaPropertyResilienceandExposureProgram

(PREP).Thisprogramaimstoensurelocalinsurance

premiumsarebasedonthebestinformationavailable,

andprovidesanopportunityforlocalgovernmentsand

theinsuranceindustrytoworktogethermoreclosely

oninsuranceaffordabilityissues.Italsoprovidesthe

insuranceindustrywithatooltotakeintoaccount

mitigationeffortslocalgovernmentshaveputinplace

toreducedisasterimpacts.

Localgovernmentsareencouragedtoparticipatein

thisprogram.

5 Resilience


6 Prevention


6.1 overview

Prevention is the elimination or reduction of the exposure to a hazard on communities at risk. Prevention activities, such as the building of dams and levees, land use planning and improved building codes, are focused on reducing the likelihood and / or consequences of the hazard.

Local and District Disaster Management Groups and the Queensland Disaster Management Committee (QDMC), each have responsibility for prevention activities.

6.2 Prevention functions

Atthestatelevel,thefollowinggovernmentagenciesconductpreventionfunctions:

FIGURE6.1GOVERNMENT AGENCIES RESPONSIBLE FOR SPECIFIC PREVENTION FUNCTIONS

Lead agency Prevention Functions

QueenslandFireandEmergencyServices • Hazardmapping

• Bushfiremitigationprograms

QueenslandReconstructionAuthority • Disasterresilienceandmitigation

policyandplanning

• Disastermitigationandresiliencefunding

DepartmentofLocalGovernment,Racingand

MulticulturalAffairs

• Disastermitigationandresiliencefunding

DepartmentofStateDevelopment,

Manufacturing,InfrastructureandPlanning

• BuildingourRegionsprogram

• Landuseplanning

DepartmentofHousingandPublicWorks • BuildingCode

6 Prevention

6 Prevention


6.3 Mitigation

Mitigationactivitiesarethoseactionstakentodecrease

theimpactsofadisasteronpeople,infrastructureand

theenvironment.TheQueensland Strategy for Disaster resilience 20175setstheframeworkformitigating

theimpactsofdisasterswithinthebroadercontext

ofdeliveringresilienceasasharedresponsibility,

withsuccessdependentonthecollectiveeffortof

individuals,communitiesandbusinessesaswell

asgovernments.

6.3.1 Mitigation strategies

Mitigationstrategiescanbedevelopedacrossa

rangeofhazardsortargetedtoaspecifichazardand

associatedrisk.Mitigationstrategiestoreducetherisk

ofdisasterinclude:

• Education and information–afundamental

approachtodisastermanagementisthat

communitieswhichhaveidentified,consideredand

plannedforapotentialeventwillcopebetterthan

thosewhohavenot.Communityawarenessand

educationprogramsremindpeoplethatthethreat

isrealandtoidentifywhattheycandotolimitthe

impactofdisasterevents.

• Structural works –theseworksprovidearangeof

potentialpreventativemeasuresincludingbutnot

limitedtolevees,floodgatesand,onalargerscale,

floodmitigatingdams.Decidingwhatrole,ifany,

structuralworksshouldplayinmitigatingdisaster

riskrequiresquantifyingtheriskandconsequences

tothepotentiallyaffectedpopulation.

• Land use planning–istheprocessbywhichthe

useanddevelopmentoflandismanagedforthe

benefitofthewholecommunity.Landuseplanning

thatanticipateslikelyriskandvulnerabilityofthe

populationcanreducethepotentialimpactoffuture

disasterevents.

Landuseplanningisundertakeninaccordancewith

thePlanning Act 2016.TheState Planning Policy15

(SPP)requireslocalgovernmentstoidentifynatural

hazards,undertakeariskassessmentandinclude

appropriateprovisionsintheirplanningschemeto

ensuretheriskistolerabletotheircommunity.

• Building controls–thesecontrolsareimportant

preventativemeasuresthatcomplementeffective

landuseplanning.Queensland’sbuildingregulatory

frameworkaimstoensureminimumnecessary

requirementsofdesignandconstructionaremet

includingtheeffectsofnaturalhazards.

• Infrastructure–isrequiredforacommunityto

functioneffectivelyandcanbevulnerableto

hazards.Asaconsequence,acommunity’sresilience

orabilitytorespondtoadisasterwillbeinfluenced

bytheworkingavailabilityofessentialinfrastructure

suchasroads,railways,dams,bridges,electrical,

digitalandcommunicationsnetworks,watersupply

andseweragesystemsandthebuildingsthathouse

essentialservices(e.g.communications,healthand

disastercoordinationcentres).

Inaddition,infrastructuremayalterfloodflows,

depthorvelocityandadddebristofloodwaters.

Accordingly,thelocationandbuildqualityofany

infrastructureneedstoconsidertheriskassociated

withpotentialfloodeventswithinthatcommunity.

TheStrategic Policy Framework for riverine Flood risk Management and Community resilience22guidesriverinefloodriskmanagement

inQueenslandandprovidesstrategicdirectionfor

stategovernmentpolicy.

• Landscape and environment–ecosystemscan

serveasprotectivebuffersagainstnaturalhazards

suchasflooding.Further,thevegetationcoverina

catchmentinfluencesrunoffandfloodbehaviour.

Itisincreasinglyrecognisedthatnon-structural

measures,includingthemanagementoflandscapes,

canplayanimportantroleinmitigatingtheimpact

offlooding.




http://qldreconstruction.org.au/u/lib/cms2/Strategic%20Policy%20Framework%20for%20Riverine%20Flood%20Risk%20Management.pdf



7 PreParedness


7.1 Overview

all participants in Queensland’s disaster management arrangements are responsible for preparedness.

Preparedness is the taking of preparatory measures to ensure that, if a disaster event occurs, communities, resources and services are able to cope with the effects of that event. It is a critical element in minimising the consequences of an event on a community and ensuring effective response and recovery.

disaster preparedness builds on existing community and individual awareness of risk and participation in disaster management activities to enhance resilience.

Queensland’s preparedness activities are centred on three key elements:

• planning

• capability integration

• community engagement.

7.2 Planning

InQueensland,planningisundertakenatlocal,districtandstatelevelsinaccordancewith

Queensland’sdisastermanagementarrangements,theDisaster Management Act 2003,the

standard for disaster Management in Queensland13(theStandard)andtheQueensland

Prevention,Preparedness,ResponseandRecovery(PPRR)disaster Management Guideline6 (theGuideline).

Thesubsequentplansoperatewithinthecontextofatieredstructureoflegislation,policy

andtheGuideline.TherelationshipbetweenthesedocumentsisoutlinedinAppendixE:

DocumentMapofQueenslandDisasterManagementPlans.

Comprehensiveplanningoccursacrossallphasesofdisastermanagement–prevention,

preparedness,responseandrecovery–allplansarescalable,adaptableandfollowthe

riskassessmentprocessasoutlinedintheQueensland emergency risk Management Framework risk assessment Process Handbook4.

Theneedsofvulnerablepeople(duetogeographiclocation,medicalorserviceneeds,

culturalbackgroundandlanguageskills,ageordisability)arespecificallyconsideredacross

alllevelsofplanning.

TheDepartmentofCommunities,DisabilityServicesandSeniors(DCDSS)hasdeveloped

the“People with vulnerabilities in disasters: a framework for an effective local response23”resourcewhichprovidesamethodologyforidentifyinganddeterminingpeople

whomayhavepre-existingvulnerabilitiesorwhomayexperiencevulnerabilityasaresultof

adisaster.

7 Preparedness






https://www.qld.gov.au/community/documents/disasters-emergencies/supporting-people-with-vulnerabilities-framework.pdf

https://www.qld.gov.au/community/documents/disasters-emergencies/supporting-people-with-vulnerabilities-framework.pdf

7 PreParedness


ThespecificneedsofAboriginalpeoplesandTorres

StraitIslanderpeoplesshouldbeconsideredwhen

developingdisastermanagementplans.Eachstate

agencyhasdevelopedaframeworkcontaining

theseconsiderations.Onesuchexampleofthis

frameworkhasbeendevelopedbyQueenslandHealth

–Queensland Health aboriginal and Torres strait Islander Cultural Capability Framework24.

7.2.1 Local disaster Management Plans

Eachlocalgovernment,supportedbytheirLocal

DisasterManagementGroup(LDMG),mustpreparea

planfordisastermanagementinthelocalgovernment’s

area.TheplanmustbeconsistentwiththeStandard

and the Guideline6andmustalsoincludeprovisionfor:

• theQueensland state disaster Management 2016 strategic Policy statement3fordisaster

managementandthelocalgovernment’spoliciesfor

disastermanagement

• therolesandresponsibilitiesofentitiesinvolvedin

disasteroperationsanddisastermanagementin

thearea

• thecoordinationofdisasteroperationsandactivities

relatingtodisastermanagementperformedby

eachentity

• potentialhazards/eventslikelytohappeninthe

area,basedontheriskassessment

• strategiesandprioritiesfordisastermanagementin

theareaincludingstepstomitigatepotentialrisks

aswellasresponseandrecoverystrategies

• anyothermattersconsideredappropriate.

LocalDisasterManagementPlans(LDMPs)aretobe

reviewedonanannualbasis.

7.2.2 disaster district Management Plans

EachDistrictDisasterManagementGroup(DDMG)

mustprepareaplanfordisastermanagement.The

planmustbeconsistentwiththe standard13and

the Guideline6.

Further,theplanmustbedevelopedinconsideration

oftheLDMPsrelevanttothedistrictandmustinclude

provisionfor:

• theQueensland disaster Management 2016 strategic Policy statement3 fordisaster

managementforthestate

• therolesandresponsibilitiesofentitiesinvolvedin

disasteroperationsanddisastermanagementin

thedistrict

• thecoordinationofdisasteroperationsandactivities

relatingtodisastermanagementperformedby

eachentity

• potentialhazards/eventsthatarelikelytohappen

inthedistrict,basedontheriskassessments

• stepstomitigatepotentialrisks,includingresidual

risksidentifiedatthelocallevelaswellasresponse

andrecoverystrategies

• prioritiesfordisastermanagementforthedistrict

• anyothermattersconsideredappropriate.

DisasterDistrictManagementPlans(DDMPs)aretobe

reviewedonanannualbasis

7.2.3 state disaster Management Plan

TheQueenslandDisasterManagementCommittee

(QDMC)isrequired–asspecifiedinthe Disaster Management Act 2003–tohaveaStateDisaster

ManagementPlan(SDMP)inplaceinpreparationfor,

andtodirectQueensland’sresponsetoandrecovery

fromdisasterevents.

• TheSDMPissupportedbysub-planssuchasthe

QueenslandRecoveryPlan,hazardspecificplans

andfunctionalplans.

TheSDMPistobereviewedonanannualbasis.

7.2.4 Hazard specific plans

Queenslandadoptsanallhazardsapproachto

disastermanagement.However,hazardspecificplans

aredevelopedwhenparticularhazardshavedistinct

operationalorcoordinationrequirements(e.g.animal

andplantdisease,bushfire,pandemic).

Hazardspecificplans:

• addressthehazardactionsacrossallphasesof

disastermanagement(PPRR)

https://www.health.qld.gov.au/__data/assets/pdf_file/0014/156200/cultural_capability.pdf

https://www.health.qld.gov.au/__data/assets/pdf_file/0014/156200/cultural_capability.pdf


http://www.disaster.qld.gov.au/Disaster-Resources/Documents/Strategic-Policy-Statement.pdf






7 PreParedness


• includeinformationonhowQueensland’sdisaster

managementarrangementslinkwiththehazard

specificarrangements

• supporttheprimaryagencytomanagethehazard

specificevent.

Atthestatelevel,primaryagenciesareallocatedfor

arangeofidentifiedhazardsandareresponsible

forthedevelopmentofthehazardspecificplan,in

consultationwithaffectedstakeholders.Hazard-

specificprimarystateagencieshavearesponsibility

tocommunicateandmaintainrelationswithnational

hazardspecificcounterparts.

Whererelevant,primaryagenciesareto:

• ensureanystatehazardspecificplanslinktoand

alignwithcorrespondingnationalhazardspecific

plansandarrangements

• maintainappropriatecommunicationand

relationshipswithnationalcounterparts.

Thetablebelowoutlinesidentifiedhazards,relevantplansandtherelevantprimaryagency.

FIGURE7.1IDENTIFIED HAZARDS, PRIMARY AGENCIES AND RELEVANT PLANS

Hazard Plan Primary agency

Animalandplantdisease • AustralianVeterinaryEmergencyPlan

(AUSVETPLAN)

• AustralianAquaticVeterinaryEmergencyPlan

(AQUAVETPLAN)

• AustralianEmergencyPlantPestResponsePlan

(PLANTPLAN)

• BiosecurityEmergencyOperationsManual

DepartmentofAgricultureand

Fisheries(DAF)

Biological(humanrelated) • StateofQueenslandMulti-AgencyResponseto

Chemical,Biological&RadiologicalIncidents

QueenslandHealth

Radiological • StateofQueenslandMulti-AgencyResponseto


QueenslandHealth

Bushfire • WildfireMitigationandReadinessPlans QueenslandFireandEmergency

Services(QFES)

Chemical • StateofQueenslandMulti-AgencyResponseto


QFES

Heatwave • HeatwaveResponsePlan QueenslandHealth

Pandemic • PandemicInfluenzaPlan

• AustralianHealthManagementPlanfor

PandemicInfluenza

QueenslandHealth

ShipSourcedPollution • QueenslandCoastalContingencyActionPlan

(QCCAP)

DepartmentofTransportandMain

Roads(DTMR)

Terrorism • QueenslandCounterTerrorismPlan QueenslandPoliceService(QPS)

7 PreParedness


Hazardspecificplansmayalsobenecessaryatthe

localanddistrictlevels,ifapplicablehazardsare

identifiedforthoseareas.

Theseplanswouldbeestablishedassub-plansof

theLocalorDistrictDisasterManagementPlan.

Asanexample,disastermanagementareasthat

containagriculturalindustriesmayassessandplan

forplantoranimaldisasterswithinthecontextofthe

CommonwealthGovernment’sAUSVETPLANand

PLANTPLAN.

7.2.5 Functional plans

Functionalplansidentifyimportantservicesrequired

before,duringandaftertheimpactsofadisasterand

helptoidentifyanddefineanagency’sservicesand

responsibilitiesindisasteroperations.Functionalplans

aresub-planstotheSDMP.

Functionalplansmaybedeveloped,asrequired,to

addressspecificactivitiesthatcontributetodisaster

management.TheseactivitiesaredescribedinChapter

9:ResponseandfurtherexplainedinAppendixC.

Functionalplans:

• addressfunctionalactivitiesacrossallphasesof

disastermanagement(PPRR)

• includeinformationonhowQueensland’sdisaster

managementarrangementslinkwiththefunctional

arrangements

• outlinethearrangementsforcoordination

ofrelevantorganisationsthatundertakea

supportingrole.

Atthedistrictandlocallevel,functionalplanningwillbe

established,asnecessary,assub-planstotheLocalor

DistrictDisasterManagementPlan.

7.2.6 Business continuity planning

Businesscontinuityplanningisundertakenby

stategovernmentagenciestoensuretheirdisaster

managementandcriticalfunctionscancontinuetobe

deliveredduringadisasterevent.

Wherepossible,businesscontinuityplanningin

theprivateandnon-governmentsectorsshouldbe

undertakentoassistinthecontinuityofserviceduring

aneventandre-establishmentofbusiness,postevent.

Theseplansshouldbeintegratedwithdisaster

managementplanningatthelocal,districtand

statelevels.

7.3 Capability integration

Disastermanagementstakeholderswillbe

appropriatelyskilled,trainedandpractisedsotheyare

readytoenableresponseandrecoveryactivities.This

willbeachievedthrough:

• trainingandeducation

• exercising

• lessonsmanagement

• pre-seasonbriefings.

7.3.1 Training and education

7.3.1.1 dIsasTer ManaGeMenT TraInInG

QFESisresponsibleformaintainingtheQueenslandDisasterManagementTrainingFramework;allpartiesareresponsibleforactivelyparticipatinginrelevanttraining

TheDisaster Management Act 2003requiresthat

peopleperformingfunctionsinrelationtodisaster

operationsareappropriatelytrained.

Trainingforkeydisastermanagementstakeholders

isprovidedviamoduleswithintheQueensland disaster Management Training Framework25(QDMTF),

acomprehensivetrainingprogramofdisaster

managementactivitiesinQueensland.

http://www.disaster.qld.gov.au/dmg/st/Documents/H1027-QueenslandDisasterManagementTrainingFramework.pdf


7 PreParedness


TheQDMTFcoversthecoretrainingcoursesand

inductionsrelevanttokeydisastermanagement

stakeholderstosupporttheeffectiveperformanceof

theirrole.Thistrainingincludesmandatorymodulesfor

membersofdisastermanagementgroupssuchas:

• disastermanagementplanning

• exercisemanagement

• warningandalertsystems

• disastercoordinationcentresandevacuation

• fundingarrangements.

RefreshertrainingisalsoavailableundertheQDMTFto

ensurecurrentskillsaremaintained.

Activelyparticipatingindisastermanagement

trainingisasharedresponsibilitybetweenalldisaster

managementstakeholders.

Onlinetrainingoptionsareprovidedviathedisaster Management Learning Management system26.

7.3.1.2 sPeCIFIC TraInInG FOr FUnCTIOns

TheQDMTFalsoprovidesfor‘needsbased’modules

fordisastermanagementstakeholdersengagedinmore

specificfunctionalroles.

Agencies,localgovernmentsandnon-government

organisationswillprovideappropriatetraining

fortheirstaffandvolunteers,toensuretheyare

skilledandpreparedforthefunctiontheiragency/

organisationprovides.

Further,widertrainingprogramsmaybemadeavailable

toaddressspecificfunctionalneeds.Anexampleofthis

istheReadyReservistprogram,wheretheQueensland

GovernmenthasaReadyReserveworkforcemadeup

ofpersonnelfromacrossstategovernmentagencies.

DCDSSprovidestrainingforReadyReserviststobe

deployedtodisasteraffectedcommunitiestoprovide

supportandrecoveryadvice.

7.3.2 exercising

QPSandQFESarejointlyresponsiblefordevelopingtheprogramcycleofexercises

Exercisesdeterminetheeffectivenessofagroup’s

disastermanagementcapability,provideanopportunity

topracticetheactionssetoutinplansandcanprovide

assurancethatallparticipantsarereadytorespond

toanevent.The Guideline6outlinesaprocessfor

undertakingexercisestodeterminetheeffectivenessof

relevantdisastermanagementplans,includingplanning

forandevaluatingoutcomesfromtheexercise.

Local,districtandstategroupsmustundertakeand

evaluatetargetedexercisestoidentifyanyissuesto

bespecificallyaddressedinsubsequentplanningor

responseactivities.

Disastermanagementexercisesshouldbe

developedinresponsetoanidentifiedneed(e.g.

activationinresponsetoanevent,postevent/

evaluation,apreviousexerciseorachangeinthe

operationalenvironment)andevaluatedagainst

identifiedobjectives.

Aprogramcycleofexerciseswillbedevelopedfora

rangeofdisastermanagementstakeholders,including

verticalintegrationexercisesencompassingstate,

districtandlocalgroups.Thedevelopmentofthis

programisajointresponsibilityofQFESandtheQPS.

7.3.3 Lessons management

IGEMisresponsibleforthelessonsmanagementframework

Lessonsmanagementisakeyelementof

continuousimprovement.

Itincludesestablishingalearningculturetosupport

capturedobservationsandinsightsfrommonitoring,

debriefingandreviewingactivities–before,duringand

afterevents–whicharethenanalysedfortrends,risks

andlessons.

Debriefingandlessonslearnedmustbedocumented,

analysedandacteduponacrossalllevelsofthedisaster


TheIGEMisresponsibleforalessonsmanagement

frameworkwhichwillprovideguidanceongood

practiceandopportunitiesforimprovementandensure

lessonsidentifiedarelearnt.

http://www.dmlms.qfes.qld.gov.au/

http://www.dmlms.qfes.qld.gov.au/


7 PreParedness


The Guideline6containsguidanceregardingthe

processfordebriefing.TheQDMTFalsoincludesa

‘BriefingandDebriefing’module.

Further,debriefingandlessonslearnedstrategies

shouldbeconsistentwithThe australian Institute for disaster resilience Handbook for Lessons Management27.

7.3.4 Pre-season briefings

Priortothestartofthesevereweatherseason,

aprogramofpre-seasonawarenessactivities

willbeundertaken,ledbystateagencieswith

primaryresponsibilitiesfordisastermanagement.

Statelevelcommittees,whereappropriate,such

astheQueenslandTropicalCycloneConsultative

Committee(QTCCC)willalsoconductappropriate

pre-seasonactivities.

Theprogramwillincludeaseriesofbriefingsessions

acrossthestatewithLDMGsandDDMGs,toprovide

weatheroutlooksandanoverviewofreadiness

activitiespriortothesevereweatherseason.

Thebriefingsmayincludepresentationsbykeynational

organisations,suchasEmergencyManagement

Australia,theBureauofMeteorology,Geoscience

AustraliaandtheAustralianDefenceForce.

7.4 Community engagement

Theengagementandpreparednessofcommunitieshas

asignificantinfluenceontheirresilience.Community

engagementmayhavearangeofobjectives,which

caninclude:

• developingawarenessincommunitiesaboutthe

natureandpotentialimpactofhazards

• promotingself-reliancethroughpersonal

responsibilityformanagingrisks.

Somecommunityengagementstrategiesinclude,but

arenotlimitedto:

• publicinformationcampaigns

• socialmediapresence

• websitesandonlinematerial

• localengagementactivity.

Theseactivitiesareasharedresponsibilityandshould

beconductedinacoordinatedapproachbetweenlocal,

districtandstategroups.

7.4.1 Public information campaigns

Publicinformationcampaignsmaybeconductedto

disseminatepreparednessmessagesacrossthewider

community.Thesecampaignscanincludetelevision,

radio,onlineandprintmedia.

Examplesofpublicinformationcampaignsinclude:

• TheGet ready Queensland28program,administered

bytheQueenslandReconstructionAuthority,is

runthroughouttheyearwithinformationabout

preparingforsevereweatherevents.

• The“Ifit’sflooded,forgetit”annualsafetycampaign

educatesQueenslanderstoavoiddrivingthrough

floodwatersbymappinganalternativerouteor

reschedulingtheirtravel.Informationisavailableon

theFlood Water safety29website.

• School-basededucationprograms,suchas

stormsafe30,raiseawarenessabouttherisks

associatedwithstorms.

• Bushfiremitigationprograms,suchas

Operation Cool Burn31.

Thoseagenciesresponsibleforstate-widepublic

informationcampaignsaretoensurethatsuch

campaignsareincludedonthedisastermanagement

websitewhichismanagedbyQFES.Thiswillenable

coordinationofcampaignsacrossQueensland’s

disastermanagementarrangements.

7.4.2 social media

Asocialmediapresencemaybemaintainedbythose

entitieswithdisastermanagementresponsibilitiesto

deliverdisasterpreparednessmessagestoparticular

demographicswithinthecommunityandtoensure

currencyofinformation.

Furtherinformationregardingtheuseofsocialmediais

locatedatSection4.7–SocialMedia.

7.4.3 Websites and online material

Arangeofdisastermanagementinformationwill

bemaintainedonrelevantwebsitestoensurethe

communityhasaccesstodisasterpreparedness

informationandadvice.

• Whole-of-government–theQueensland

Governmentprovidesgeneraldisasterpreparedness

information,including‘whotocall’andpersonal


https://knowledge.aidr.org.au/resources/handbook-8-lessons-management/



https://getready.qld.gov.au/homepage/

http://floodwatersafety.initiatives.qld.gov.au/prepare-stay-safe/

https://www.qfes.qld.gov.au/community-safety/schools/Pages/StormSafe.aspx

https://www.ruralfire.qld.gov.au/BushFire_Safety/Pages/Operation-Cool-Burn.aspx

7 PreParedness


preparednessplanningatavarietyofonline

locationsincluding:

— www.qld.gov.au/emergency/dealing-disasters/prepare-for-disasters32

— www.disaster.qld.gov.au33

— www.ses.qld.gov.au/be-prepared34

— getready.qld.gov.au28

— www.qfes.qld.gov.au/community-safety35

• Education–educationalmaterialandinformation

specifictoeachlocalgovernmentareashouldbe

maintainedonlocalgovernmentwebsites.The

DepartmentofLocalGovernment,Racingand

MulticulturalAffairs(DLGRMA)providesanonline

localgovernmentdirectorysearchfacilitywithlinks

tolocalgovernmentwebsites:www.dilgp.qld.gov.au/ local-government-directory/search-the-local-government-directory.html36

• Weather–TheBureauofMeteorologyprovides

weatherinformationtothecommunity.This

includesforecasts,warnings,trackmapsandother

informationwhichcanbeaccessedattheBureau of Meteorology1website.

• Volunteering–potentialvolunteersshouldbe

encouragedtoregisteraheadofanevent,by

contactingVolunteering Queensland37.

• Roads and traffic–thedepartment of Transport and Main roads38maintainsatrafficandroad

conditionswebsitewhichincludesinformationon

preparednessandsafetyinbushfire,floodingand

otherconditions.

• Schools–adviceonschoolclosuresisfoundat

closures.det.qld.gov.au39.

• Animals and pets–informationoncaringfor

animalsinadisaster,includinglivestockand

domesticpets,canbefoundatthedepartment of agriculture and Fisheries40andtheroyal society for the Prevention of Cruelty to animals41.

Informationincludesrecommendedactionstoprepare

fordisasterevents,includingdevelopingacontingency

planforensuringthesafetyofanimals.Individual

animalownersareresponsibleforthecareoftheir

animalsindisasters.

Furtherinformationregardingtheuseofwebsitesis

locatedatSection4.8–Websites.

7.4.4 Local engagement activity

Localgovernmentsmayconductspecificcommunity

engagementactivitieswithintheircommunities.

LDMGsandDDMGswillconsidernecessary

communityengagementactivitiesaspartof

preparednessplanning.

https://www.qld.gov.au/emergency/dealing-disasters/prepare-for-disasters

https://www.qld.gov.au/emergency/dealing-disasters/prepare-for-disasters


https://www.ses.qld.gov.au/Pages/default.aspx

https://getready.qld.gov.au

https://www.qfes.qld.gov.au/community-safety/Pages/default.aspx

http://www.dilgp.qld.gov.au/local-government-directory/search-the-local-government-directory.html





https://volunteeringqld.org.au/

https://www.tmr.qld.gov.au/Travel-and-transport

https://www.tmr.qld.gov.au/Travel-and-transport

http://closures.det.qld.gov.au

https://www.daf.qld.gov.au/

https://www.daf.qld.gov.au/

https://www.rspcaqld.org.au/

https://www.rspcaqld.org.au/

44 Queensland State Disaster Management Plan

7 PreParedness

8 Response


8.1 overview

Disaster response involves taking appropriate measures to respond to an event, which includes actions taken and measures planned before, during and immediately after an event, to ensure that its effects are minimised and persons affected by the event are given immediate relief and support.

These response measures will often involve multiple organisations simultaneously engaging in response functions.

Queensland’s response activity is underpinned by:

• a system of control that provides for coordination across entities and facilitates cooperation and integration of services

• effective decision making

• effective resource management.

8.2 system of control

Thesystemofcontrolisdesignedtofacilitatecoordination,cooperationandintegration

acrossdisastermanagemententitiesandservices.Thesystemencompasses:

• thedisastermanagementarrangementsastheyrelatetoresponse

• commonlyunderstoodlevelsofactivation

• aframeworkofleadagenciesforparticularresponsefunctions.

8.2.1 Arrangements

DisastermanagementarrangementsforQueenslandencompass:

• primaryresponsibilities

• aframeworkofgroupsandcommittees

• specialistroles

• disastercoordinationcentres.

8 Response

8 Response


8.2.1.1 pRIMARY ResponsIBILITIes

Theprimaryresponsibilitiesofdisastermanagement

stakeholdersareoutlinedinthefollowing:

• theQueensland Disaster Management 2016 strategic policy statement3developedbythe

QueenslandDisasterManagementCommittee

(QDMC)–withtheprimaryobjectivebeing

thesafeguardingofpeople,propertyand

theenvironment

• theQueenslandStateDisasterManagementPlan

(SDMP)whichdrawstogethertheresponsibilitiesof

alldisastermanagementstakeholders

• theQueensland prevention, preparedness, Response and Recovery (ppRR) Disaster Management Guideline (the Guideline)6which

clearlyarticulatesspecificresponsibilitiesand

requirementsofdisastermanagementstakeholders.

Localgovernmentsareprimarilyresponsiblefor

managingeventsintheirlocalgovernmentarea.District

groupsandthestategroupprovidelocalgovernments

withappropriateresourcesandsupporttohelpcarry

outthesedisasteroperations.

8.2.1.2 DIsAsTeR MAnAGeMenT GRoUps

Queensland’sdisastermanagementarrangements

featuredisastergroupsatthelocal,districtandstate

leveltorespondtodisasters.Theselevelsadopta

coordinatedandcollaborativeapproachtoenablean

effectiveresponseforthebenefitofallQueenslanders.

Additionalinformationaboutthespecificfunctionsof

thesegroupscanbefoundinChapter2:Governance.

8.2.1.3 speCIALIsT RoLes

ToenableeffectivedisastermanagementinQueensland

thereareanumberofspecialistroles,whichare

describedinChapter2:Governance.Thepeoplewho

undertaketheserolesprovidetechnicalknowledge,

expertiseandguidance,particularlyduringthe

responsephaseofmanagingadisasterevent.

8.2.1.4 DIsAsTeR CooRDInATIon CenTRes

Disastercoordinationcentresmaybeestablished,as

required,atthelocalanddistrictlevel,dependingon

thescaleoftheevent.

Coordinationcentresoperationalisegroupdecisions,

aswellasplanandimplementstrategiesandactivities

onbehalfofthegroupduringdisasteroperations.

Coordinationcentreshavethecapabilitytocoordinate

resources,gatheranddisseminateinformationand

actastheconduitfortheescalationofrequestsfor

additionalresources.

Anactivationsub-planmaybeproducedtodetailthe

standardoperatingproceduresfortheactivationand

managementofthecoordinationcentre.

Atthestatelevel,theStateDisasterCoordination

Centre(SDCC)maybeactivatedtocoordinatethe

provisionofresourcestolocalanddistrictgroups

uponrequest.

Liaisonofficers(LOs)maybeappointedtocoordination

centres,asdeterminedbytherelevantgroup.Inthe

caseoftheSDCC,theSDCCCommanderwilladvise

whichagenciesarerequired.

LOsarethepointofcontactbetweenthecoordination

centreandtheirparentagencyduringdisaster

operations.Theyhavethefollowingkeyresponsibilities:

• coordinatingrequestsforassistanceapplicableto

theiragency(LOsmustbeatanappropriatelevelto

commitagencyresources)

• providingadviceandassistanceontheiragency’s

tasks,capabilitiesandresources

• communicatingsituationalawarenessto

theiragency.

Stateagencieswillprovidestafftosupportresponse

operationsintheSDCCasoutlinedintheQueensland

PublicServiceCommission’s“Directive 10/14 – Critical Incident Response and Recovery42”

Thisdirectivealsoguidesarrangementsforagency

personnelinlocalanddistrictcoordinationcentres.

8.2.2 Levels of activation

Activationofresponsearrangementswilloccurin

accordancewithafourlevelmodelencompassing:

Alert,LeanForward,StandUpandStandDown,as

outlinedinFigure8.1.

Theselevelsofactivationdriveresponseactivityand

guidethescaleofresponse.

Thetransitionofdisastermanagementgroupsthrough

thesephasesisnotnecessarilysequential.Itisbased

onflexibilityandadaptabilitytothelocationandevent.

Further,activationmaynotnecessarilymeanthe

conveningofdisastermanagementgroupsbutrather






https://www.forgov.qld.gov.au/documents/directive/1014/critical-response-and-recovery

https://www.forgov.qld.gov.au/documents/directive/1014/critical-response-and-recovery

8 Response


theprovisionofinformationtodisastermanagement

groupsregardingtherisksassociatedwiththepotential

impactofanevent.

Levelsofactivation,includingtriggers,actions

andcommunicationsforlocalanddistrictdisaster

managementgroupsarefurtherdescribedin

the Guideline6.

FIGURE8.1ACTIVATION RESPONSE MODEL

Level of activation Definition

Alert Aheightenedlevelofvigilanceandpreparednessduetothepossibilityofaneventinthearea

ofresponsibility.Someactionmayberequiredandthesituationshouldbemonitoredbystaff

capableofassessingandpreparingforthepotentialhazard.

Lean Forward Anoperationalstatepriorto‘StandUp’,characterisedbyaheightenedlevelofsituational

awarenessofadisasterevent(eithercurrentorimpending)andastateofoperationalreadiness.

Disastercoordinationcentresareonstandby–preparedbutnotactivated.

Stand Up Theoperationalstatefollowing‘LeanForward’whereresourcesaremobilised,personnelare

activatedandoperationalactivitiescommenced.Disastercoordinationcentresareactivated.

Stand Down Transitionfromrespondingtoaneventbacktonormalcorebusinessand/orrecoveryoperations.

Theeventnolongerrequiresacoordinatedoperationalresponse.

8.2.3 Response functions

Multiplestateagenciesareresponsibleforvarious

disasterresponsefunctionswithinQueensland.These

responsibilitiesareallocatedasaresultofanagency’s

roleinadministeringrelevantlegislationorabilityto

providespecialistresources.Insomecircumstances,

theseagencieswillalsocoordinatewithotheragencies

andorganisationstoundertakethenominatedfunction.

ThefollowingtableFigure8.2detailsdisasterresponse

functionsandassociatedfunctionalleadagencies.

Furtherinformationregardingrolesandresponsibilities

ofstateagenciesisprovidedinAppendixC.


8 Response


FIGURE8.2DISASTER RESPONSE FUNCTIONS AND ASSOCIATED LEAD AGENCIES

Response Function Description Lead agency

Evacuation

management

Tosafeguardthelivesofcommunitymembersitmaybenecessaryfor

evacuationstooccur.LDMGswillmanageevacuationsintheirareaof

responsibility.Arrangementsforevacuationsbothvoluntaryanddirectedwill

beoutlinedintheLocalDisasterManagementPlan.

LocalDisaster

Management

Groups(LDMGs)

QueenslandusestheAustralianRedCrossnationaldatabasesystem:“Register.

Find.Reunite.”whichassistsinlocatingindividualsandrespondingtoenquiries

regardingpeoplewhomaybeinadisasteraffectedarearegister.redcross.org.au43

AustralianRed

Cross

Search and rescue Duringadisastereventtheoccurrenceofrescueoperationsislikelytoincrease.

QueenslandPoliceServicewillprovidetheoverallcoordinationofmulti-agency

responsetosearchandrescueincidents.

QueenslandFireandEmergencyServices(QFES)andQueensland

AmbulanceService(QAS)willproviderescueassistanceacrossarangeof

emergencysituations.

QueenslandPolice

Service(QPS)

Public health,

mental health and

medical services

Publichealthmanagementandemergencymedicalresponseduringadisaster

eventisdescribedintheQueenslandHealthDisasterandEmergencyIncident

Plan:www.health.qld.gov.au/public-health/disaster44

TheresponsestructurealignswithQueensland’sdisastermanagement

arrangementsinestablishingthatmattersaretoberespondedtoatthelocal

levelbytherelevantHospitalandHealthServices(HHS)andrequestfor

stateassistanceescalatedviathedistrictlevelortheStateHealthEmergency

CoordinationCentre(SHECC).

QueenslandHealth

Mass casualty

management

Amasscasualtyeventisanincidentoreventwherethelocation,number,

severityortypeoflivecasualtiesrequiresextraordinaryresources.Mass

casualtymanagementincludes:

• treatmentofinjured

• transportandreceptionofinjured

• provisionofhealthandmedicalservices

• provisionofclinicalrecoveryservices.

QueenslandHealthistheresponsibleagencyfortheprovisionofanintegrated

responsetomasscasualtymanagement.TheMassCasualtySub-planannexed

intheQueenslandHealthDisasterPlandescribestheseresponsibilitiesin

furtherdetailandislinkedtothenationalAUSTRAUMAPLAN.

QueenslandHealth

Mass fatality

management

(including victim

identification)

Massfatalitymanagement:

Incasesofmassfatalities,QueenslandHealthandQPShavejoint

responsibilityfor:

• managementofdeceased,includingcoordinationoftransportandvictim

identification

• notificationof,andliaisonwith,nextofkin

• liaisonwithandsupporttotheStateCoroner.

QueenslandHealth

QPS

Victimidentification:

QPSisresponsiblefortheprovisionofdisastervictimidentificationservices,

partofwhichmayrequiretheestablishmentofatemporaryhumanremains

holdingarea.

QPS

https://register.redcross.org.au

http://www.health.qld.gov.au//public-health//disaster

8 Response



Emergency medical

retrieval

Emergencymedicalretrievalcoversaprimaryresponsetoanincidentin

apre-hospitalsituation.Aprimaryresponsemayinvolveroadambulance,

aeromedicalandspecialistvehicles.

QueenslandHealth,throughacollaborativearrangementbetweenthe

QueenslandAmbulanceServiceandRetrievalServicesQueensland,will

coordinateemergencymedicalretrieval.

QueenslandHealth

Temporary

emergency

accommodation

Forpeopledisplacedfromtheirhomesbyanevent,LDMGsandthe

DepartmentofHousingandPublicWorks,worktogethertoprovidetemporary

emergencyaccommodationsolutions.Thearrangementsareoutlinedinthe

TemporaryEmergencyAccommodationSub-plan.

Wherelocalcapacityhasbeenexhausted,DHPWcanassistLDMGsby

providingtemporaryaccommodationadviceandsolutionsforgovernment

disasterresponseand/orrecoveryworkers.

LDMGs

Departmentof

HousingandPublic

Works(DHPW)

Emergency supply Emergencysupplyistheacquisitionandmanagementofemergencysupplies

andservicesinsupportofdisplacedpersonsduringdisasteroperations.

Emergencysupplycaninclude:

• resourcesupportintheestablishmentofforwardcommandposts,

communityrecoverycentresand/ordiseasecontrolcentresincluding

furniture,equipmentandmaterials

• resourcesupportforcommunityevacuationcentresincluding:furniture,

beddingmaterials,healthandhygieneproducts

• bottledandbulkpotablewatersupplies

• temporarystructures(i.e.marqueeandportableablutionfacilities)

• smallplantandequipmenthireservices.

Tosupportlocaleconomiesaffectedbydisasters,everyeffortshouldbemade

toexhaustlocalsuppliernetworksbeforerequestingassistancefromoutside

theimpactedarea.

Wherelocalcapacityisexhausted,QFEScoordinatestheacquisitionand

managementofemergencysupplies,throughtheStateDisasterCoordination

Centre(SDCC)whenactivated,orthroughtheSDCCWatchDeskoutside

activationperiods.

Agenciesaretousetheirowninternalacquisition/supplyandsupport

resourcecapabilitybeforerequestingfurthersupport.

Theacquisitionofspecialistresourcesrequiringapermit,licenceorspecific

technicalknowledgeistheresponsibilityoftherespectiveagency.

QFES

Resupply Whencommunities,propertiesorindividualsareisolatedforanextended

periodfromtheirnormalsourcesoffoodandbasiccommodities,supportwill

beprovided,dependentupontherespectivecircumstances.

Theentityisolatedwilldeterminetheresponsibleagency/group.Therefore,

multipleleadagenciesareidentifiedforthisfunction.

QFES

LDMGs

QPS

Damage

assessments

QFESundertakesdamageassessmentstogatherinformationaboutthe

numberofhomesandotherbuildingsdamagedandthenatureofthedamage,

postimpact.

QRAmayprovidesupportforthisactivityandmayalsosupportlocal

governmentswithassessmentofdamagetoinfrastructurewhichmaybe

subjecttoclaimsundertheNatural Disaster Relief and Recovery Arrangements

(NDRRA).

QFES

8 Response



Reticulated

water supply and

dam safety

Energy

infrastructure

(electricity, gas and

liquid fuels)

TheQueenslandGovernmentundertakesapolicyandregulatoryrolein

partnershipwithenergyandwatersupplypartnersacrossthestate.

ContactsforemergencyinformationareavailablefromtheDepartment of

natural resources, Mines and energy45

Departmentof

NaturalResources,

MinesandEnergy

(DNRME)

Telecommunications

industry engagement

DepartmentofHousingandPublicWorksprovidesthecoordinationofadvice

fromtelecommunicationcarriersinrelationtooutagesandrestorationprogress.

DHPW

Transport systems Onceadisasterisdeclared,adistrictdisastercoordinatorordeclareddisaster

officerhasthepowertocloseaffectedroadstotraffic.

SupporttocloseroadswillbeprovidedbyDepartmentofTransportandMain

Roadsandlocalgovernment.

Traffic

management:QPS

Roadrecovery:

DTMR

Building and

engineering services

DHPWcoordinatesanddeliversthebuildingandengineeringservicesrequired

formostgovernmentbuildingassets(suchaslocalschoolsandpolicestations).

Inaddition,andwherelocalcapacityhasbeenexhausted,DHPWcanassist

LDMGsbysourcingadditionalbuildingandengineeringservices.

DHPW

ICT infrastructure DHPWmaintainsandrestorescriticalgovernmentICTinfrastructure. DHPW

Human and social

recovery

Localgovernmentsanddisastermanagementgroupsmayberequiredto

determinetheimmediatereliefneedsofpersonsdisplacedorseverelyaffected

byanevent.

WhereidentifiedrecoveryneedsofaffectedQueenslanderscannotbemet

bythecapacityoflocalcommunityservices,requestsforimmediatehuman

andsocialrecoverysupportmaybeescalatedviaLDMGsandDistrictDisaster

ManagementGroups(DDMGs)forstateagencyassistance.

DepartmentofCommunities,DisabilityServicesandSeniorsmaysupport

recoveryhubstoprovideinitialgrantspaymentsforpersonalhardship

assistance,psychologicalfirstaidandaccesstoarangeofsupportand

informationservicestoenablecommunitytransitionintopost-eventrecovery.

Departmentof

Communities,

DisabilityServices

andSeniors

(DCDSS)

https://www.dews.qld.gov.au/who-contact

https://www.dews.qld.gov.au/who-contact

8 Response


8.2.4 Decision making

Effectivedecisionmakingwhenmanagingdisaster

eventswillbesupportedby:

• aclearlegislativebasisfordisasteroperationsand

theexerciseofpower

• formaleventmanagementsystems,whererelevant

• the Guideline6

• systemsforintelligencecollationandeventreporting

• accesstotechnicalinformation.

8.2.4.1 DIsAsTeR DeCLARATIons

DisasterdeclarationscanbemadebytheDistrict

DisasterCoordinator,withtheapprovaloftheMinister

forFireandEmergencyServices,foradisasterdistrict

orpartofadisasterdistrict.TheMinisterandPremier

maymakeadisasterdeclarationforthestate,orpartof

thestate.

Thecircumstancesinwhichdeclarationscanbe

madeandthearrangementsforestablishingthem

arespecifiedintheDisaster Management Act 2003.

Provisionsregardingdisastermanagementpowersand

howtheymaybeexercisedarealsoincludedintheAct.

Todeclare,extendorendadisastersituation,

theappropriateformmustbecompleted,bythe

appropriateauthorisedofficer.Theseformscanbe

foundatwww.disaster.qld.gov.au46.

TheapprovedformsmustbeprovidedtotheQFES

CabinetLegislationandLiaisonOfficeassoonas

[email protected].

Thisallowsforthedisasterdeclarationnoticetobe

notifiedintheQueenslandGovernmentGazette.

TherelationshipbetweentheDisaster Management Act 2003andthePublic Safety Preservation Act 1986

(PSPA),allowsforadisastertobedeclared,whilean

emergencysituationhasalsobeendeclaredunderthe

PSPA,toeffectoperationalprovisionsunderthePSPA.

8.2.4.2 eVenT MAnAGeMenT

Disastermanagementstakeholdersutiliseevent

managementsystemswhenrespondingtoan

event.Eachstakeholdershoulduseasystemthatis

appropriatetotheircircumstancesandwhichhasa

flexibleandscalablestructurecapableofassembling

resourcesandcoordinatingresponseefforts.

8.2.4.3 THe GUIDeLIne

The Guideline6providesflexible,goodpractice

recommendationsandadviceforthoseresponsiblefor

implementingdisastermanagementpracticestoprevent,

preparefor,respondtoandrecoverfromdisasters.

8.2.4.4 eVenT RepoRTInG

Eventreportingprocedureswillbeactivatedduring

disastermanagementoperationstoprovidereal

timesituationalawarenessfordisastercoordinators

atalllevelsofthedisastermanagementsystem.

Thissituationalawarenessenablescoordinatorsto

baseoperationaldecisionsoncomprehensiveand

timelyinformation.

Atthelocallevel,situationreports(SITREPs)willbe

usedtoupdatetherelevantdistrictlevelduringa

disasteroperation.

Atthedistrictlevel,theDisaster,IncidentandEvent

ManagementSystem(DIEMS)willbeusedtoprovide

informationtothestatelevel.

DuringactivationoftheSDCC,statelevelreportsmay

beproducedforidentifiedstakeholders,includingthe

QDMCandleadagencies.

Informationsystemswillbemaintainedtoensure

collectionandstorageofrelevantrecords.

8.2.4.5 TeCHnICAL InFoRMATIon

Arangeoftechnicalinformationwillbeprovided,as

required,acrossthedisastermanagementsystemto

supporteffectivedecisionmaking.Thisinformation

caninclude:

• Weather briefings–aBureauofMeteorology(BOM)

officerisembeddedwithintheSDCC,yearround,

toundertakeanalysisofandreportingofweather

forecastsfromtheBOMandtoprovidebriefingsfor

keystakeholdersaswellasdirectliaisonwithBOM.

• Geospatial Information Services (GIS)–mapping

andGISsupportisavailablebyrequestthroughthe

SDCC.Thisincludesspatialdataservices,maps,web

mappingapplicationsandrapiddamageassessment

support.A24/7servicesrosterisactivatedduring

responsephase.

• Predictive modelling–predictivemodelling

servicesareavailableviatheSDCCfromkey

agenciesrelatingtonaturalhazardssuchas

flooding,coastalinundationandbushfiretosupport

coordinationandplanningdecisions.


http://www.disaster.qld.gov.au/dmg/Response/Pages/5-5.aspx


8 Response


8.3 effective resource management

Effectiveresourcemanagementensuresthebestuse

ofscarceresourcesandcontributestostreamlined,

efficientdisastermanagementprocesses.Resource

managementencompasses:

• logistics

• deploymentofpersonnel

• volunteers

• assistancearrangementsforbothmoneyandgoods.

8.3.1 Logistics

Logisticsistherangeofoperationalactivities

concernedwithsupply,handling,transportationand

distributionofmaterials,equipmentandpeople.

Logisticssupportwillbeprovidedthroughdisaster

coordinationcentres,andbytheWatchDeskinsupport

ofemergencysupplyandresupplywhentheSDCChas

notbeenactivated.

8.3.2 Deployment of personnel

Thedeploymentofpersonnelisusuallyundertakento:

• assistcommunitiesinpreparationforan

impendingevent

• supportlimitedlocalresourcesindisaster

affectedcommunities

• providespecialistskillsnotlocallyavailable.

Deploymentsmaybeinresponsetorequestsfrom,and

subsequentlycoordinatedthrough,LDMGsandshould

notbeaburdenonlocalresources.

Thedeploymentofpersonnelcanalsobeundertaken

byagenciesinaccordancewiththeirresponse

functionsandrolesandresponsibilities,including

theidentificationandtrainingofstaff,briefingsand

debriefings.RelevantLocalandDistrictDisaster

ManagementGroupsaretobeadvisedofsuch

deployments,toensureacoordinatedapproach

isachieved.

8.3.3 Volunteers

Volunteersplayakeyroleinlocaldisaster

managementresponse.

Duringtimesofdisasters,individualsandcommunities

inevitablyseektoassisttheirneighboursby

spontaneousoradhocvolunteering.Tomaximisethe

opportunitiesofstrongcommunitygoodwillfollowing

adisasterandminimisethenegativeimpactsofan

influxofwilling,yetunsolicitedandunorganisedhelping

hands,localarrangementsshouldincludetheeffective

managementofspontaneousvolunteerspriorto

anevent.

VolunteeringQueenslandisthecentralpointof

recruitmentandreferralforspontaneousandad

hocvolunteersassociatedwithdisastersthroughits

EmergencyVolunteering–CommunityResponse

toExtremeWeather(EVCREW)function.This

functionidentifieslocallyavailablepeoplewhoare

abletoprovideinitialreliefaspartoftheresponsefor

impactedpeopleorcommunities.

FurtherinformationregardingEVCREWcanbefound

atVolunteering Queensland47.

Toenableeffectiveplanningandresourceallocation,

theuseofvolunteersshouldbereportedonthrough

Queensland’sdisastermanagementarrangementsand

directlywiththeaffectedlevel/s.

8.3.4 offers of assistance

Duringdisasterevents,thebroadercommunityoffers

assistancetoaffectedpeopleandcommunitiesinthe

formoffinancialdonations,goodsandservices.

TheQueenslandGovernment,throughQRA,has

partneredwithGIVITtoprovideamechanismto

registerandmatchdonationswithcommunityneed.

Theserviceismanagedinaccordancewiththe

Queensland policy for offers of Assistance48and

the Guideline6.

Itaimstoharnessthegoodwillandgenerosityof

peopleandorganisationswishingtodonategoodsand

servicesandtoensuresuchoffersaremanagedina

timelymanner.TheservicealsoaimstoenableGIVIT,

inconjunctionwithaffectedlocalgovernmentsand

relevantserviceproviders,toidentifytheneedsofthe

communityduringdisasterrecoveryand,ifnecessary,

brokerdonationstomeetspecificrequests.

FurtherinformationonGIVITisavailableat

www.givit.org.au49.

https://volunteeringqld.org.au/services/emergency-volunteering

http://www.disaster.qld.gov.au/dmg/Pages/DM-Guideline-2.aspx#7.6


http://www.givit.org.au/

9 RecoveRy


9.1 overview

Allsectorsofthecommunityareresponsibleforrecovery

Disaster recovery is the coordinated process of supporting disaster-affected communities’ psychosocial (emotional and social) and physical wellbeing, reconstructing physical infrastructure, economic and environmental restoration (including regeneration of the natural environment, associated infrastructure, heritage sites and structures, and the management of pollution and contamination).

Disaster recovery requires a collaborative, coordinated, adaptable and scalable approach in which responsibility for delivery is shared between all sectors of the community including individuals, families, community groups, businesses and all levels of government.

9.2 Principles of recovery

TheprinciplesthatunderpinrecoveryplanningandoperationsinQueenslandarebased

ontheNationalPrinciplesforDisasterRecovery,detailedintheAustralian emergency Management Handbook 250.Inshort,theyare:

• understandingthecontext

• recognisingthecomplexity

• usinglocal,community-ledapproaches

• ensuringcoordinationofallactivities

• employingeffectivecommunication

• acknowledgingandbuildingcapacity

• identifyinglessonsandbuildingresilience.

9 Recovery

https://aidr.infoservices.com.au/collections/handbook

https://aidr.infoservices.com.au/collections/handbook

9 RecoveRy


9.3 Recovery arrangements

FunctionalRecoveryGroupsareresponsibleforprovidingresourcesandsupportingrecoveryeffortsacrossimpactedcommunities

Successfuldisasterrecoveryreliesonclearand

robustgovernancearrangements.Queensland’s

disasterrecoveryarrangements(referFigure9.1)align

withthosearticulatedintheDisaster Management Act 2003.Theyenableacollaborativeapproach

thatbringstogetherallagencies,stakeholdersand

resourcesforplanningandcoordinatingdeliveryof

recoveryfunctions.

Thesearrangementsreflecttheprioritygivento

theimpactedcommunityandtheleadroleofLocal

DisasterManagementGroups(LDMGs)andLocal

RecoveryGroups(LRGs).Whenappointed,theState

RecoveryCoordinator(SRC)willfacilitatethesharing

ofinformationbetweenimpactedcouncils/LDMGs,

DistrictDisasterManagementGroups(DDMGs),the

StateRecoveryPolicyandPlanningCoordinator

(SRPPC)andtheQueenslandGovernment,including

thestatelevelFunctionalRecoveryGroups(FRGs).

Inturn,theFRGs,throughtheirrepresentativesonthe

DDMGs,willestablishaformalreportingrelationship

withtheLRGstoensureeffectiveinformationsharing.

AsshowninFigure9.1,Queensland’srecovery

arrangementsaregroupedintofivebroadfunctional

areasandmanagedatstatelevelbytheFRGs:

• Human and social–chairedbytheDirector-General,

DepartmentofCommunities,DisabilityServicesand

Seniors(DCDSS)

• Economic–chairedbytheDirector-General,

DepartmentofStateDevelopment,Manufacturing,

InfrastructureandPlanning(DSDMIP)

• Environment–chairedbytheDirector-General,

DepartmentofEnvironmentandScience(DES)

• Building–chairedbytheDirector-General,

DepartmentofHousingandPublicWorks(DHPW)

• Roads and transport–chairedbythe

Director-General,DepartmentofTransportand

MainRoads(DTMR).

TheseFRGsareresponsibleforprovidingresourcesand

supportingLocalandDistrictRecoveryGroupsintheir

recoveryeffortsacrossimpactedcommunities.The

FRGscoordinate,linkandfacilitaterecoveryplanning,

issuesmanagementandactivitiesatthestatelevel

acrosstheirdifferentfunctionalgroupareas.

• ThecommunicationloopbetweenLRGs,DRGsand

statelevelFRGsisacrucialelementoftherecovery

governancearrangements.

9 RecoveRy


FIGURE9.1QLD’S DISASTER RECOVERY ARRANGEMENTS

Lo

cal c

om

mu

nitie

sL

ocal R

eco

ve

ry G

rou

ps

Lo

cal G

ove

rnm

en

tN

on

-pro

fit o

rgan

isatio

ns

Sta

te A

ge

ncie

sK

ey S

take

ho

lde

rs

QL

D G

ove

rnm

en

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un

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nal R

eco

ve

ry G

rou

ps

Sta

te A

ge

ncie

s

co

mm

on

we

alth

Go

ve

rnm

en

t

Lo

cal D

isaste

r Manag

em

ent G

rou

ps

Distric

t Disa

ster M

anag

em

ent G

roup

s

Fu

nctio

nal

Re

co

ve

ry G

rou

ps

Lo

cal R

eco

ve

ry G

rou

ps

Distric

t Re

co

ve

ry G

rou

ps

QL

D G

ove

rnm

en

t

co

mm

on

we

alth

Hu

man

an

d S

ocia

le

co

no

mic

Bu

ildin

ge

nviro

nm

en

tal

Ro

ad

s an

d T

ran

spo

rt

Disa

ster Im

pacte

d c

om

mu

nitie

s

Sta

te R

eco

ve

ry c

oo

rdin

ato

r(S

tate

Disa

ster R

eco

ve

ry Te

am

)

Sta

te R

eco

ve

ry P

olic

y a

nd

Pla

nn

ing

c

oo

rdin

ato

r (QLD

Reco

nstru

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uth

ority

)

Le

ad

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ip B

oard

(Le

ad

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ip B

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Su

b-c

om

mitte

e (R

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ry))

QLD

Disa

ster M

anag

em

ent c

om

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e (Q

DM

c)

Su

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ole

Rep

ortin

gR

ole

9 RecoveRy


9.4 Roles and responsibilities

TheQueensland Recovery Plan8providesdetailed

informationontherolesandresponsibilitiesand

reportingrequirementsofQueensland’srecovery

groups,committeesandpositions.

Furtherinformationontheserolescanbefound

inChapter2:GovernanceandtheQueensland

RecoveryPlan.

Thekeygroupsandpositionsaresummarisedbelow.

9.4.1 Queensland Reconstruction Authority

QRAisresponsiblefordisasterrecovery,resilienceandmitigationpolicyinQueensland

TheQueenslandReconstructionAuthority(QRA)is

theleadagencyresponsiblefordisasterrecovery,

resilienceandmitigationpolicyinQueensland.Itisalso

thefunctionalleadagencyfortheCommonwealth/

statefundedNaturalDisasterReliefandRecovery

Arrangements(NDRRA)andtheQueenslandfunded

StateDisasterReliefArrangement(SDRA)coordination.

WhendirectedbytheQueenslandDisaster

ManagementCommittee(QDMC),theQRAdevelops

statestrategicdisasterrecoveryplansandensuresthe

efficientandeffectivecoordinationofrecoveryand

reconstructioneffortsfollowingadisaster.

9.4.2 State Recovery Policy and Planning coordinator

TheChiefExecutiveOfficer,QRAisappointedto

theroleofStateRecoveryPolicyandPlanning

Coordinator(SRPPC).TheSRPPCisthestandingState

RecoveryCoordinatorandworkscollaborativelywith

allstakeholderstoensurethatrecoveryprograms

providethebestpossibleserviceintermsof

timeliness,coordination,qualityofserviceandadvice

togovernment.

9.4.3 State Recovery coordinator

AStateRecoveryCoordinator(SRC),maybeappointed

bythechairpersonoftheQDMCtocoordinaterecovery

operationsfollowingadisasterevent.Following

severeand/orwidespreadevents,multipleSRCsmay

beappointedif,afterconsultingwiththeSRPPC,

thechairpersonoftheQDMCissatisfiedthatthe

appointmentsarenecessary.

9.4.4 Functional Recovery Groups

FRGsleverageexistingandstrongpartnerships

betweenlocalgovernmentandthestatetoensure

closecollaborationandcoordinationduringthe

managementofrecoveryactivities.Thisisin

accordancewiththeneedsandprioritiesidentified

bycommunitiesandthestate,andinLocalRecovery

Plans.FRGsmay‘LeanForward’duringtheresponse

phaseofthedisasterinpreparationfortherecovery.

9.4.5 Local and District Recovery Groups

LocalRecoveryGroups(LRGs)andDistrictRecovery

Groups(DRGs)shouldbeestablishedbyLDMGs

andDDMGsinthedisasterimpactedareastoensure

recoveryplanningandoperationsarecoordinated

andimplementedeffectively.Theestablishmentof

thesegroupsisnotmandatoryundertheDisaster Management Act 2003,andareestablishedatthe

discretionoftheChairoftheLDMG/DDMGdepending

onthescaleofthedisaster,impact/needsassessments

andanticipatedrecoveryoperations.TheChairof

theLDMG/DDMGauthorisestheirestablishmentin

consultationwithkeyagenciesonthegroup.

MembershipofLRGsandDRGscaninclude

representativesfromlocalgovernments,stateagencies,

communitygroupsandbusinesses.

SupportedbytheFRGs,thesegroupsdeveloprecovery

plansthatcanbeadaptedandupdatedasrecovery

progressestomeettheemergingneedsandpriorities

oftheimpactedcommunities.

Furtherinformationonrecoverygroups,including

theirestablishment,membership,roleofthe

chair,responsibilities,meetingsandsuggested

recoverygrouptermsofreferenceisdetailedinthe

Queensland Recovery Plan8.



9 RecoveRy


9.4.6 Leadership Board Sub-committee (Recovery)

ALeadershipBoardSub-committee(Recovery)may

beestablishedtoleadandmonitorrecoveryprogress

andcoordinateoverlappingrecoveryactivitiesacross

thefunctionalrecoveryareas.Thissub-committee

membershipcomprises:

• theSRPPC

• UnderTreasurer

• Commissioner,QueenslandFireandEmergency

Services(QFES)

• ChiefExecutiveOfficer,QRA(ifnotappointedas

theSRPPC)

• Directors-GeneralfortheFRGleadagencies

• Director-General,DepartmentofthePremierand

Cabinet(DPC)

• Commissioner,QueenslandPoliceService(QPS)

• theSRC,ifappointed

• ChiefExecutiveOfficer,LocalGovernment

AssociationofQueensland(observer)

• Inspector-GeneralEmergencyManagement

(observer).

9.5 Transition from response to recovery

Thetransitionfromresponseoperationstorecovery

operationswillbeinfluencedbythenatureofthe

disasterandthereforerequiresadegreeofflexibility.

Forexample,transitionfromresponsetorecovery

inlargescaleorgeographicallydispersedevents

maybestaged,withsimultaneousresponseand

recoveryoperations.

Informationonthetransitionprocedure,including

timingsandrecoveryaredetailedintheQueensland Recovery Plan8.

9.6 Recovery operations

AsshowninFigure9.2,recoveryoperationswillbe

undertakenacrossthreephases:

• Phase one:Post-impactandearlyrecovery

• Phase two:Recoveryandreconstruction

• Phase three:Transition.

FIGURE9.2THE THREE PHASES OF RECOVERY AND THEIR INTERRELATEDNESS

9.6.1 Impact assessment

QRAisresponsibleforcoordinatingtheimpactassessment,withsupportfromQFES

Animpactassessmentisananalysisofthe

consequencesofadisaster,basedondatacollected

inrelationtopsychosocial,economic,naturalandbuilt

environmentimpacts.Itistheprocessofestablishing:

RESPONSE

PHASE 1Post impact relief and early recovery (immediate/short term)

PHASE 2Recovery and reconstruction

(medium to long term)

BUSINESSAS USUAL

DISASTER

PHASE 3Transition

Business as UsualNew normal/preparation

Resilience building



9 RecoveRy


• theimpactofadisasteronacommunity

• thepriorityneedsandrisksfacedbythoseaffected

bydisaster

• theavailablecapacitytorespondand

recover,includingcopingmechanismsofthe

affectedpopulation

• themostappropriateformsofresponseand

recoverygiventhecommunity’sneeds,risks

andcapacities

• thepossibilitiesforfacilitatingandexpediting

recoveryanddevelopment.

QRAisresponsibleforcoordinatingthisassessment

andissupportedbyQFES,whenrequired.

9.6.2 Information coordination

AsarticulatedintheDisaster Management Act 2003,

disastermanagementgroupsaretoensurethat

informationaboutadisasterispromptlygivento

relevantlocal,districtandstategroups.

Alllevelsofrecoverycoordination–local,districtand

state–shouldsharedataandinformationthroughthe

Chairsoftherelevantdisastermanagementgroups

andcommittees.Stateanddistrictlevelsofrecovery

willsupportrecoveryactivities,providingassistance

andsupporttolocalgroupsasrequired,regardlessof

formalrecoverycoordinationoperations.

9.6.3 Planning

Recoveryplanningisintegraltodisasterpreparedness.

Thisplanningmustbesufficientlyflexibletodealwith

theneedsoftheimpactedcommunity,regardlessof

thenatureofthedisaster.Planningforspecificrecovery

operationsistocommencewellbeforeaparticular

hazardislikelytooccur.

9.6.4 cross-border human and social recovery arrangements

Insomecircumstances,interstateassistancemaybe

requiredinrelationtohumanandsocialrecovery.

ThesearrangementsareoutlinedintheGuidelinesfor

InterstateAssistance(CommunityRecovery)2015.

Thisdocumentprovidesaformalisedprocess,througha

reciprocalMemorandumofUnderstandingarrangement

betweentheSocialRecoveryReferenceGroupmember

organisations(DCDSSinQueensland)forthetimely

andmeaningfulexchangeofsocialrecoveryresources

betweenstateandterritorygovernmentsandthe

Commonwealthduringmajororcatastrophicdisasters.

9.7 Financial and resourcing arrangements

9.7.1 Additional capability

Theabilitytomaintaincontinuityofservicesandto

provideadditionalcapabilityiscriticaltotheplanning

anddeliveryofrecoveryefforts.Agenciesand

organisationsshouldmaintainacapabilitytoundertake

recoveryoperationswhilesustainingcorestaffingto

manageroutinebusiness.

9.7.2 Natural Disaster Relief and Recovery Arrangements

TheNaturalDisasterReliefandRecoveryArrangements

(NDRRA)isajointfundinginitiativeofthe

Commonwealthandstategovernmentstoassistthe

recoveryofcommunitieswhosesocial,financialand

economicwellbeinghavebeenaffectedbyanatural

disasterorterrorismevent.Thesearrangementsprovide

acostsharingformulabetweentheQueenslandand

AustralianGovernmentsonarangeofpre-agreedrelief

andrecoverymeasures.

TheNatural Disaster Relief and Recovery Arrangements Determination 201751establishesfourcategoriesof

assistanceavailableundertheNDRRAprogram:

Category A

a) Aformofemergencyassistancethatisgivento

individualstoalleviatetheirpersonalhardship

ordistressarisingasadirectresultofan

eligibledisaster.

b) CounterDisasterOperationsfordirectassistance

toanindividual.

Category B

a) Restorationorreplacementofeligibleessential

publicassetsdamagedasadirectresultof

aneligibledisaster(assistancemustmeet

requirements).

b) Loanstosmallbusinesses,primaryproducersand

loan/grantpackagesfornon-profitorganisations.

c) Freightsubsidiestoprimaryproducers.

https://www.disasterassist.gov.au/Documents/Natural-Disaster-Relief-and-Recovery-Arrangements/NDRRA-determination-2017.PDF

https://www.disasterassist.gov.au/Documents/Natural-Disaster-Relief-and-Recovery-Arrangements/NDRRA-determination-2017.PDF

9 RecoveRy


d) Grantstoneedyindividuals.

e) CounterDisasterOperationsfortheprotectionof

thegeneralpublic.

Category C

Acommunityrecoverypackagedesignedtosupporta

holisticapproachtotherecoveryofregions,communities

orsectorsseverelyaffectedbyaneligibledisaster.

Category D

Anactofrelieforrecoverycarriedouttoalleviate

distressordamageincircumstancesthatare

exceptional.

CategoryDassistanceconsistsofextraordinary

measurestailoredtomeetthecircumstancesofthe

disasterevent.Thereliefmeasuresaretobeagreedby

thePrimeMinisterandthePremier,wherethestandard

NDRRAarrangementsdonotmeetthespecific

requirementsforrecoveringfromtheevent.

9.7.3 State Disaster Relief Arrangements

TheStateDisasterReliefArrangements(SDRA)area

statefunded,allhazards,personalhardshipfinancial

assistanceprogramtoassistcommunitiestorecover

fromadisastereventandreducepersonalhardship

anddistress.

9.7.4 Distribution of NDRRA and SDRA funds

TheQRAadministersanddistributesNDRRAandSDRAfundstostateandlocalgovernmentagencies

TheDCDSSdistributesNDRRAandSDRAfundstoeligibleindividuals

QRIDAdistributesNDRRAfundstoeligibleprimaryproducers,smallbusinessesandnon-profitorganisations

TheQRAadministersandisresponsibleforthe

distributionofNDRRAandSDRAfundstostateand

localgovernmentagenciesonbehalfofQueensland

fordisasterresponseandrecoveryactivitiesandthe

reconstructionofinfrastructure.

TheDCDSSisresponsibleforthedistributionof

NDRRAandSDRAfundingforactivatedreliefmeasures

toeligibleindividuals.Thismaybeundertakenby

DCDSSdirectly,orbynon-governmentorganisationsor

otherentitiesinpartnershipwiththedepartment.

TheQueenslandRuralandIndustryDevelopment

Authority(QRIDA)isresponsibleforthedistributionof

NDRRAfundingforactivatedreliefmeasurestoeligible

primaryproducers,smallbusinessesandnon-profit

organisations.

Otherfunds,suchasspecialrecoverygrantsforprimary

producersandsmallbusinesses,orcommunityrecovery

funding,aresoughtasrequiredbyrelevantagenciesif

thereareexceptionalimpactsfromsevereevents.

TheQRAmanagesQueensland’srelationship

withEmergencyManagementAustralia(EMA),

theCommonwealthagencythatadministersthe

NDRRADetermination.TheQRAensurestheuse

andapplicationoffundsareinaccordancewith

eligibilityrequirementsstipulatedwithintheNDRRA

DeterminationsothattheCommonwealthwill

reimburseasappropriate.

9.7.5 State agency funds

Stateagenciesmayconsidertheallocationof

additionalfundsforrecoveryactivitiesaspartofusual

budgetaryprocesses.

9 RecoveRy


10 Disaster management research


10.1 Overview

IGEMisresponsibleforenablingasector-wide,collaborativeapproachtodisastermanagementresearch

the Office of the inspector-general emergency management (igem) is responsible for enabling a sector-wide, collaborative approach to research across all elements of disaster management. this includes:

• working with emergency services, government agencies, the business sector and the community to identify and improve disaster management capabilities, including volunteer capabilities

• identifying opportunities for cooperative partnerships to improve disaster management outcomes.

the Queensland Disaster management 2016 strategic Policy statement3 promotes collaboration and knowledge-building activities to drive an ‘effective disaster management system’ and is used as the basis for research activities by igem.

10.2 Focus of disaster management research

DisastermanagementresearchinQueenslandshouldbe:

• responsivebyaligningtostateandfederalstrategicdirectionsaswellasreflecting

sector/practitioner-identifiedissuesandopportunities

• collaborativeviapromotionoflinksbetweenresearchers,policymakersand

practitionersto:

— frametheproblemstobetackledandthequestionsthatneedtobeanswered

— undertaketheresearchandensuremethodologiesareappropriateforthequestions

beingasked

— interpretandshareresearchtosupportcontinualimprovementandbuildknowledge

• accessible, practical and actionablebypractitioners,

• accountablethroughtheuseofcontestable,ethicalandresponsibleprocesses.

10 Disaster Management Research


10 Disaster management research


10.2.1 Disaster management research Framework

TheDisaster management research Framework52,

(Figure10.1)supportscollaborationbetweenthetertiary

anddisastermanagementsectors,andpromotesthe

useofresearchbydisastermanagers.

ThepurposeoftheDisasterManagementResearch

Frameworkisto:

• developacoordinatedapproachtoundertaking,

managingandsharingresearch

• supportthedevelopmentofstrategicresearch

prioritiesforthedisastermanagementsector

• promoteengagementbetweengovernmentandthe

tertiarysector

• promotetransitionsbetweenresearchandpractice.

Theframeworkfocusesonthedevelopmentof

relationshipsbetweenresearchersanddecision

makers/industrysectors.

FIGURE10.1THE DISASTER MANAGEMENT RESEARCH FRAMEWORK WAS DEVELOPED TO SUPPORT COLLABORATION BETWEEN THE TERTIARY AND DISASTER MANAGEMENT SECTORS

10.3 Knowledge brokering

IGEMisresponsibleforapplyingtheDisasterManagementResearchFrameworkwithinQueensland

Knowledgebrokeringinvolvesactivities,whichconnect

policymakersandpractitionerstoresearchers,tohelp

createpartnerships,enableabetterunderstanding

ofeachother’sgoalsandpracticalrequirements,

andpromotetheuseofresearch-basedevidencein

decisionmaking.

IGEMisakeyknowledgebrokerwithintheDisaster

ManagementResearchFrameworkandisresponsible

fortheapplicationoftheframeworkwithinQueensland.

ADVISORYGROUP

SECTORCHAMPIONS DM

BROADERDM SECTOR

BROADERTERTIARY SECTOR

SECTORCHAMPIONS

TERTIARY

https://www.igem.qld.gov.au/reports-and-publications/Documents/DM-Research-Framework.pdf

11 AssurAnce


11.1 Overview

IGEMisresponsibleforprovidinganassuranceofpublicsafety

The Office of the Inspector-General emergency Management (IGeM) is responsible for providing the Premier of Queensland, the Queensland Government and people of Queensland an assurance of public safety through the establishment and implementation of an assurance framework to direct, guide and focus work of all agencies, across all tiers of government, to the desired outcomes of the disaster management arrangements for Queensland.

IGeM assesses an entity’s disaster management arrangements across five areas of accountability: governance, doctrine, enablers, performance and capabilities. Disaster management may be considered effective if it is scalable, comprehensive, interoperable, adaptable and value for money.

To achieve these performance outcomes, the emergency Management Assurance Framework (eMAF) is to be applied by all disaster management entities.

11.2 The emergency Management Assurance Framework

Theemergency Management Assurance Framework53isprinciples-basedandincludesthe

standard for Disaster Management in Queensland9andassuranceactivities.

EMAF’sobjectivesare:

• direct,guideandfocusworkofallentities,includingalltiersofgovernment,toachieve

keydisastermanagementoutcomesforthecommunity

• promotecooperationbetweenentitiesresponsiblefordisastermanagementinthestate

• supportemergencyservices,otherentitiesandthecommunitytoidentifyandimprove

disastermanagementcapabilities

• identifyopportunitiesforcooperativepartnershipstoimprovedisaster

managementoutcomes

• supportcontinuousimprovementindisastermanagement

• provideconsistencyandreinforce“culturalinteroperability”basedon

“sharedresponsibilities”

• promoteexcellenceindisastermanagement.

11 Assurance

https://www.igem.qld.gov.au/assurance-framework/Pages/default.aspx


11 AssurAnce


11.3 The standard for Disaster Management in Queensland

Thestandard for Disaster Management in Queensland9

(theStandard)providesanoutcomes-basedapproach

toensureadisastermanagementprogrammeetsthe

needsofthecommunity.Itdoesnotprescribehowto

undertakedisastermanagementactivitiesbutfocuses

onwhatoutcomeshouldbeachieved.Thisapproach

supportsflexibilitytotailorplansandactivitiesto

specificrolesandresponsibilitiesandlocaland

contextualneeds.

Thestandardiscomprisedof:

• Six shared responsibilitieswhichreflectthemain

elementsofdisastermanagement:

— hazardidentificationandriskassessment

— hazardmitigationandriskreduction

— preparednessandplanning

— emergencycommunications

— response

— reliefandrecovery.

• Fourteen componentswhichreflectthekey

capabilitiesfordisastermanagementinQueensland:

— hazardidentificationandriskassessment

— hazardmitigationandriskreduction

— capabilityintegration

— planning

— publicengagement

— communicationsystems

— warnings

— control

— command

— cooperationandcoordination

— operationalinformationandintelligence

— resourcemanagement

— relief

— recovery.


11 AssurAnce


11.4 Assurance activities

AssuranceactivitiesformapartofIGEM’sAssurance

andExcellenceDevelopmentProgram.Theprogram

isbasedonthephilosophythatissuesshouldbe

informallyaddressedatthelowestpossiblelevel

(locally).Theoutcomesassociatedwiththeassurance

activitiesaresharedeitherasadvice,aprofessional

practiceconsiderationorarecommendation.

IGEMprovidesthreetiersofassurancereflectiveofthe

levelofindependence,depth,scopeandrigourapplied

totheactivities:

• Tier one–assuranceactivitiesprovidedisaster

managementpractitionerstheabilitytoundertake

ahealthcheckoftheirentityusingtheemergency Management Prioritisation Tool54.Thisself-

assessmenttoolprovidesanunderstandingof

performanceacrossallsharedresponsibilities.

Thetoolcanbecompletedmultipletimesasitis

designedtobea‘pointintime’evaluation.

• Tier two–assuranceactivitiesinclude:

— researchmonitoring

— meta-analysisofparticularissues

— annualdisastermanagementplanassessments.

Planassessmentsusearangeofinformation

sourcestoanalyseanddeterminetheeffectiveness

ofeachgroup’sdisastermanagementplans.The

informationgainedfromtheseassessmentsis

collatedacrossthestatetoprovideanoverall

pictureofdisastermanagementacrosseach

componentoftheStandard.

• Tier three–assuranceactivitiesareindependent

enquiriesconductedbyIGEM.Theyaredesigned

toprovideagreaterlevelofassuranceand

understandingaboutaspecifictopicandhavea

deeperscope.Forexample,enquiriesrelatingto

trainingandexercisingwithindisastermanagement

orevacuation.

IGEMalsocompletescapabilityreviewsofdisaster

districts.Acapabilityreview:

• providesanassessmentofeffectivenessfora

disasterdistrict,includingitslocalgroups

• facilitatesanimprovementstrategy,whichcanbe

actionedacrossthedistrict

• developssystem-widecapabilitybuilding,through

theidentificationofgoodpracticeandopportunities

forimprovement.

https://www.igem.qld.gov.au/assurance-framework/Pages/Prioritisation-Tool.aspx

https://www.igem.qld.gov.au/assurance-framework/Pages/Prioritisation-Tool.aspx


11 AssurAnce

12 Appendices


12 Appendices

Appendix A QueenslandDisasterManagementGroupsandCommittees

Appendix B QueenslandDisasterDistricts

Appendix C DisasterManagementRolesandResponsibilities

Appendix D Queensland’sReferableDams

Appendix E DocumentMapofQueenslandDisasterManagementPlans

Appendix F PrinciplesofPublicInformationDissemination

Appendix G WebsiteLinks

12 Appendices


APPENDIXA DISASTER MANAGEMENT GROUPS AND COMMITTEES

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12 Appendices

12 Appendices


Disaster District Local Government Area

Brisbane BrisbaneCity

RedlandCity

Bundaberg BundabergRegional

NorthBurnettRegional

Charleville BullooShire

MurwehShire

ParooShire

QuilpieShire

Dalby WesternDownsRegional

Far North AurukunShire

CairnsRegional

CookShire

CroydonShire

DouglasShire

EtheridgeShire

HopeValeAboriginalShire

KowanyamaAboriginalShire

LockhartRiverAboriginal

Shire

MapoonAboriginalShire

MareebaShire

NapranumAboriginalShire

NorthernPeninsulaArea

Regional

PormpuraawAboriginalShire

TablelandsRegional

TorresShire

TorresStraitIslandRegional

WeipaTown

WujalWujalAboriginalShire

YarrabahAboriginalShire

Gladstone BananaShire

GladstoneRegional

Gold Coast GoldCoastCity

Gympie CherbourgAboriginalShire

GympieRegional

SouthBurnettRegional

Innisfail CassowaryCoastRegional

Ipswich IpswichCity

SomersetRegional

Logan LoganCity

ScenicRimRegional

APPENDIXB QUEENSLAND DISASTER DISTRICTS

Disaster District Local Government Area

Longreach BarcaldineRegional

BarcooShire

BlackallTamboRegional

LongreachRegional

WintonShire

Mackay IsaacRegional

MackayRegional

WhitsundayRegional

Maryborough FraserCoastRegional

Mount Isa BouliaShire

BurkeShire

CarpentariaShire

CloncurryShire

DiamantinaShire

DoomadgeeAboriginalShire

MckinlayShire

MorningtonShire

MountIsaCity

Redcliffe MoretonBayRegional

Rockhampton CentralHighlandsRegional

LivingstoneShire

RockhamptonRegional

WoorabindaAboriginalShire

Roma BalonneShire

MaranoaRegional

Sunshine Coast NoosaShire

SunshineCoastRegional

Toowoomba LockyerValleyRegional

ToowoombaRegional

Townsville BurdekinShire

ChartersTowersRegional

FlindersShire

HinchinbrookShire

PalmIslandAboriginalShire

RichmondShire

TownsvilleCity

Warwick GoondiwindiRegional

SouthernDownsRegional

12 Appendices


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WINTON

BLACKALL

INNISFAIL

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BILOELA

MOUNT MORGAN

CLONCURRY

GOONDIWINDI

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MILESCHARLEVILLE

HUGHENDEN

EMERALD

STANTHORPE

BLACKWATER

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CHARTERSTOWERS

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MAREEBA

NORMANTONBURKETOWN

COOKTOWN

BARCALDINE

WINDORAH

CAMOOWEAL

QUILPIE

BOULIA

MORANBAH

CHINCHILLA

TOWNSVILLE

MACKAY

MOUNT ISA

GLADSTONE

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ROCKHAMPTON

Gympie

Dalby

Mackay

Mount Isa

Far North

Roma

Warwick

Innisfail

Townsville

Gladstone

Longreach

Bundaberg

Rockhampton

Charleville

Maryborough

MorningtonShire

BlackallTambo

Regional

BarcaldineRegional

Cook Shire

BundabergRegional

MaranoaRegional

Winton Shire

MckinlayShire

ToowoombaRegional

Balonne Shire

NorthBurnettRegional

Paroo Shire

Wujal WujalAboriginal

Shire

Banana Shire

WhitsundayRegional

CassowaryCoast Regional

FlindersShire

WoorabindaAboriginal

Shire

Bulloo Shire

Rockhampton Regional

Croydon Shire

Torres Shire

Douglas Shire

LongreachRegional

CloncurryShire

Hope ValeAboriginal

Shire

Barcoo Shire

BrisbaneCity

NorthernPeninsula

Area Regional

KowanyamaAboriginal

Shire

Townsville City

Lockhart RiverAboriginal

Shire

GoldCoastCity

SunshineCoast Regional

BurdekinShire

SomersetRegional

SouthernDowns

Regional

DiamantinaShire

RichmondShire

MountIsaCity

WesternDowns

Regional

LockyerValley

Regional

PormpuraawAboriginal

Shire

MoretonBay

Regional

TorresStrait Island

Regional

YarrabahAboriginal

Shire

ChartersTowers

Regional

MackayRegional

LivingstoneShire

DoomadgeeAboriginal

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Boulia Shire

GoondiwindiRegional

Mareeba Shire

GladstoneRegional

NapranumAboriginal

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CarpentariaShire

Burke Shire

GympieRegional

TablelandsRegional

IsaacRegional

AurukunShire

HinchinbrookShire

MapoonAboriginal

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EtheridgeShire

Quilpie Shire

Cairns Regional

Fraser CoastRegional

CentralHighlandsRegional

Murweh Shire

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DisclaimerThis data has been prepared for Qld Fire & Emergency Services. Other users must satisfy themselves it is accurate and suitable for their purpose. QFES doesn't accept any liability for any loss or damage that may arise from the use of or reliance on this data.

µ

GIS UnitPublic Safety Business Agency

Map Produced: 24/11/2017Map Request Number: R17-360

Email: [email protected]

0 50 100 150 200 250

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GoldCoast

Redcliffe

Toowoomba

Gympie

Logan

Ipswich

Warwick

SunshineCoast

Brisbane

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Local Government Area

Regions

Disaster DistrictsBrisbane

Bundaberg

Charleville

Dalby

Far North

Gladstone

Gold Coast

Gympie

Innisfail

Ipswich

Logan

Longreach

Mackay

Maryborough

Mount Isa

Redcliffe

Rockhampton

Roma

Sunshine Coast

Toowoomba

Townsville

Warwick

SEEINSET

INSETQueensland Disaster Districts

12 Appendices


APPENDIXCDISASTER MANAGEMENT ROLES AND RESPONSIBILITIES

The tables below outline the functions, roles, responsibilities and networks in disaster management, as identified by each agency.

Bureau of Meteorology (BOM)

Emergency support functions

Asoutlinedintherolesandresponsibilitiessectionbelow.

Roles and responsibilities

Role

Provideforecasts,weatherwarningsandlongtermoutlooksonenvironmentalphenomenathataffectthesafety,prosperity

andresilienceofAustralians.

Responsibilities

• Collect,coordinateanddistributeenvironmentalobservationdatainsupportofadvices,warningsandbriefings.

• Provideseasonalclimateoutlooksforforwardplanning.

Groups / committees / plans

• Member,StateDisasterCoordinationGroup

• Co-chair(withQFES),QueenslandTropicalCycloneConsultativeCommittee

• Member,QueenslandFloodResilienceCoordinationCommittee

• Member,StateInter-DepartmentalCommitteeforBushfires

• Co-chair,(withDepartmentofHomeAffairs),HazardServicesForum.

Agreements / specifications / plans

• Inter-GovernmentalAgreementforHazardServices(ANZEMC2016)

• ServiceLevelSpecificationforFloodForecastingandWarningServicesforQueensland(BOM2016)

• MemorandumofUnderstanding,(FireWeatherServices)(BOM&QFES2014)

• TropicalCycloneStormTideWarning–ResponseSystemHandbook(BOM&QFES2016)

Emergency powers (if applicable)

N/A

12 Appendices


Department of Agriculture and Fisheries (DAF)


Containmentanderadicationofemergencyanimalandplantdiseases,plantandanimalpests,invasiveplantsandanimals,

residueandcontaminatesinagriculturalcommoditiesandemergencyanimalwelfareincidents.


Role

Leadagencyforcontainmentanderadicationofemergencyanimalandplantdiseasesandpests.DAFalsoprovidesadviceon

agriculture,fisheriesandforestryinadisasterevent.

Responsibilities

• Coordinateeffortstoprevent,respondto,andrecoverfromplantandanimalpestsanddiseasesandinvasiveplants

andanimals.

• Provideadviceonlivestockwelfare.

• Collaboratewithstakeholderswithsharedresponsibilitiesandotherorganisationstofacilitateprevention,preparedness,

responseandrecoverystrategiesandprioritiesforanimalwelfaremanagementwithinacommunity.

• Provideadviceinrelationtoagriculture,fisheriesandforestrydisasterimpacts.

• Coordinatedestructionofstockorcropsinanemergencypest/diseasesituation.

• AdministerNDRRAreliefmeasuresincludingagricultureindustryrecoveryoperationsasrequired.

• Leadthereportingonthedisasterimpactassessmentsontheagriculturalsector,includingeconomiclossesand

expectedrecovery.

• Reportonthepossibleimpactseasonalconditionsandclimateeventswillhaveontheagriculturalsector.

• CoordinatetheAgricultureCoordinationGroupwithagriculturalindustrygroupstoprovideinformationabouttheeffect

thatadisastereventhasontheagriculture,fisheriesandforestryindustriesandtheissuesthatindividualsandbusinesses

arefacinginrespondingtoandrecoveringfromadisasterevent.

• Engagewithindustryonpreparednessforclimaterisksandaidwitheconomicrecovery.

• Assistagricultureandfisheryindustriesinpreventionandpreparednessthoughnormalbusinessoperationsandservice

provisiontoindustryandthecommunities.

• ParticipateinDDMGs.



• Member,EconomicRecoveryGroup

• AgricultureCoordinationGroup


• AUSVETPLAN

• AQUAVETPLAN

• PLANTPLAN

• EMPPlan(EmergencyMarinePestsPlan)

• BiosecurityEmergencyOperationsManual


Biosecurity Queensland (DAF)

BiosecurityQueenslandoperatesundertheBiosecurityAct2014.ThisActprovidesBiosecurityQueenslandwiththenecessary

powerstorespondtobiosecurityemergencies.Thepowersinclude:

• EmergencyPowersInspectors–theemergencypowersofinspectorsaredesignedforuseinhighrisk,emergency

circumstanceswhereadelayintakingactionmayresultinasignificantadverseimpactonhumanhealth,theeconomy,

socialamenityortheenvironment.Thesepowerscanonlybeexercisedforaperiodofupto96hoursfromwhenthe

inspectorfirstexercisedthepowers.

• BiosecurityEmergencyOrder–abiosecurityemergencyordermustprimarilybedirectedattakingemergencyactionto

isolatethebiosecurityemergencyareaidentifiedintheorder,tostopthespreadofanybiosecuritymatterassociatedwith

thebiosecurityeventand,ifpracticable,eradicatethebiosecuritymatter.Thisordermaylastforaperiodofupto21days.

• MovementControlOrder–amovementcontrolordercanbeusedformanaging,reducingoreradicatingstatedbiosecurity

matter(controlledbiosecuritymatter)byprohibitingorrestrictingthemovementofbiosecuritymatter,includingcontrolled

biosecuritymatterorofacarrier.Thisordermaylastforaperiodofuptothreemonths.

• Biosecurity Act 2014

• Animal Care and Protection Act 2001

12 Appendices


Department of Communities, Disability Services and Seniors (DCDSS)


Humanandsocialrecovery


Role

Functionalleadagencyforplanning,coordinationandimplementationofhumanandsocialrecoveryinQueensland.

Responsibilities

• Coordinateand/orprovidehumanandsocialrecoveryinformationand/orresourcestosupportLocalandDistrictDisaster

ManagementGroups.

• Enableaccesstoinformationand/orcoordinatedgovernmentandnon-governmenthumanandsocialrecoveryservices

througharangeofservicedeliverychannelswhichmayinclude:

— promotionand/orreferraltolocalcommunityservices

— 1800recoveryhotline

— grantsportal

— multi-agencyrecoveryhubs

— communityrecoveryinformation&referralcentres

— casecoordinationofvulnerablepersons

— outreachteams.

• Purchaseextraordinaryhumanandsocialrecoveryserviceswhenlocalcapacityisexhausted.

• FacilitatematchingandenablingofEVCREWregisteredvolunteers.

• Enablethematchingofdonatedgoodsandoffersofassistance.

• Enableaccesstoemergencyandtemporaryaccommodationassistance.

• AdministerSDRA&NDRRAfinancialreliefmeasuresforeligibleindividuals

• ManagetheQueenslandGovernment’sCommunityRecovery“ReadyReserve”.


• Member,AssistingOfficial,QueenslandDisasterManagementCommittee


• Chair,HumanandSocialRecoveryGroup

• Chair,HumanandSocialRecoveryCommittee


N/A

12 Appendices


Department of Education (DoE)


• Provisionofdepartmentalbuildingsthatcanbetransitionedtocycloneshelters,placesofrefugeandevacuationcentres.

• Supportcommunicationspriorto,duringandafteranevent.


Role

Lead,manageandcoordinatethedepartment’splanning,preparation,responseandrecoveryfromdisastersandemergencies.

Responsibilities

• Maintainthesafetyandwellbeingofstudents,staffandvolunteerswhoworkorparticipateinDoEschools,institutions

andworkplaces.

• Ensurethatallstateschools,regionalofficesandotherworkplaceshaveadocumentedemergencyresponseplan.

• EnsurethatallDoEregionalofficesandkeyworkplaceshaveatestedbusinesscontinuityplan.

• EnsurethatDoEispreparedtorespondtoandrecoverfrom,disastersandemergencies.

• Facilitatethereturnofaffectedstateschoolstonormaloperationsassoonassafeandpracticablefollowinganevent.

• FacilitatethetransitionofDoEfacilitiestocycloneshelters,placesofrefugeandevacuationcentresasrequiredordirected.

(Maintenancecommitmentsforplacesofrefugeandevacuationcentresandotheradditionalinformationcanbefoundat

det.qld.gov.au/emergency-management).

• Contributetothestate-wideresponsetodisastersandemergenciesasrequired.

• Provideworkplacehealthandsafetyadvice,informationandawarenessaboutelectrical,chemical,asbestosandgeneral

safetymattersintheleadupto,duringandfollowingcyclones,storms,floodsandotherdisasters.



• Member,HumanandSocialRecoveryGroup

• Member,AgencyCoordinators’Group


N/A

12 Appendices


Department of Environment and Science (DES)


• Environmentalrecovery

• Environmentalexpertassessmentandadvice

• Provideandanalysescientificdatarelevanttostormsurgeandtidalimpact,Geospatialinformationandwaterqualitytesting


Role

Providetechnicaladvicetoresponseactivities,regulatorysupporttoaffectedstakeholders,coordinationofenvironmental

recoveryinitiatives,andthedevelopmentofclimatechangeadaptationstrategiesaswellasensurethesafetyofnationalpark,

conservationpark,stateforestusersandmanageimpactsfromnaturaldisastersonthesecommunityassets.

Responsibilities

• ActasthefunctionalleadagencyfortheEnvironmentRecoveryGroup.

• Liaisewithkeystakeholdersregardinganimminentdisastereventandthestatusoftheiroperationstounderstand

pressingissues.

• Provideexpertassessmentandadviceon:

— impactsandpotentialharmofincidentsonenvironmentalvalues

— prioritiesforprotectionofenvironmentalvalues

— contaminantcontainmentandtreatmentmeasures

— environmentalharmmitigationmeasures

— cleanupmeasuresforenvironmentsandwildlife

— transportanddisposalofwastesandcontaminatedmaterials.

• Provideenvironmentalriskassessmentofeventsandincidentsaffectinginfrastructure,miningandindustrialsitesand,

wherenecessary,authoriseemergencyactionsandreleases.

• Providesituationalmonitoringoflocalgovernmentinfrastructureincludinglandfills,sewagetreatmentplantsandsewage

pumpstations,andtheprovisionofexpertadvice.

• Providesituationalmonitoringofeventsacrossimpactedcoastalareas,andtheprovisionofexpertadvice.

• MonitorandcoordinateanyactionsrelatingtoheritagebuildingspursuanttotheQueenslandHeritageAct1992.

• Monitorandadviseonmanagementofimpactednativewildlifeoutsidethenationalparkestate,andreduceconflictand

riskstothecommunityduetotheirdisplacement.

• Provideenvironmentalmanagementadvice,assistanceanddirectionduringincidentresponseandrecoveryphasesas

requiredundertheStateDisasterManagementPlan,StateChemical,BiologicalandRadiologicalPlans,QueenslandCoastal

ContingencyActionPlan,NationalPlanforMaritimeEmergencies,relatedMoUsandagreements.

• SupporttheQueenslandCoastalContingencyActionPlan(asub-planoftheNationalPlanforMaritimeEmergencies).

• Establishmechanismsforindustry,landownersandlocalgovernmentstoreceivenecessaryenvironmentalapprovalsfor

recovery(e.g.temporarylandfills,beachreplenishment,replacementofcoastalinfrastructure,fillextractionforroadrepairs,

portfacilitydredgespoildisposal,retrievalofhazardousmaterials,repairstoheritagelistedplacesanddispensationto

naturerefugeholders).

• ConductinvestigationspursuanttotheEnvironmentalProtectionAct1994andotherenvironmentand

conservationlegislation.

• ProvidereportsunderthewatercatchmentstargetoftheNationalImpactAssessmentModel(NIAM)measure#46–km2

ofpollutedfloodwater.

• Maintainplans,skills,preparednessandresponsecapabilityfordisastersthroughstructuredtraining,exercisesandreview

ofreadinessacrossalllevelsofthedepartment.

• MaintainrelationshipsandcooperativearrangementswithotherrelevantstateandCommonwealthdepartmentsand

entitiesthroughregularreviewofagreedrolesandresponsibilities.

• Closingaffectednationalparks,conservationparks,andstateforests.

• Coordinatingevacuationsofnationalparks,conservationparks,stateforestsanddepartmentownedareaswiththeQPS.

• Leadfirefightingonnationalparks,conservationparksandstateforestswherethereisnothreattolifeorproperty.

• Manageimpactsonnationalparks,conservationparks,andstateforests,andreopenfacilitiestothepublic.

• Providestormtideandwaveinformation,expertise,andadviceinaccordancewiththe12theditionoftheTropicalCyclone

StormTideWarningResponseSystemHandbook(2016).

• Undertakeposteventcoastalfieldinvestigationstoassesscoastalimpactsandstormtideinundationlevelsfollowinga

significantstormtideevent.

12 Appendices


Department of Environment and Science (DES)

Responsibilities Continued

• Provideassistancewithsatelliteimageryprocessinganddistributionactivitiesfromcross-agencycoordinationwith

DepartmentofNaturalResourcesMinesandEnergy,LandandSpatialUnit,andGeoscienceAustralia’sDisaster

AssistanceTeam.

• Provideinformationaboutlandusemappingandsupportingservicesandactivitiestokeygovernmentagenciesand

industrygroups.

• ProvidewaterqualitymonitoringthroughCatchmentMonitoringProgramsincludingtheGreatBarrierReefcatchment

andothermonthlygrabsamplingofwatercatchmentstoprovidedataonnitrogenousandphosphorouscontaminants,

suspendedsedimentsandselectedpesticidesthatmayimpactthenaturalenvironment.

• Deliverhydrodynamic/biogeochemicalmodelling,throughtheeReefsdataportalprovidingnearrealtimeriver

plumefootprints.


• Chair,EnvironmentalRecoveryGroup


• Member,QueenslandTropicalCycloneConsultativeCommittee

• Member,QueenslandFloodWarningGaugeNetworkReviewImplementation–ReferenceGroup


• Member,DisasterManagement&ClimateAdaptationmeeting


ActivateemergencypowersviainstrumentsundertheEnvironmentalProtectionAct1994,suchasEmergencyDirections,

EnvironmentalProtectionOrders,temporarylicencesandClean-upNotices.

12 Appendices


Department of Housing and Public Works (DHPW)


• Buildingandengineeringservices

• Buildingrecovery

• Communicationservices(callcentreandgovernmentwebsites)

• MaintainandrestorecriticalgovernmentICTinfrastructure.


Role

• Functionalleadagencyforbuildingandengineeringservicesandbuildingrecovery.

• FunctionalleadagencyforcoordinationofICTandtelecommunicationsadviceandback-endfinancialtransaction

processingonbehalfofresponseandrecoveryleadagencies.

• Ensurethesafetyofrecreationcentreusersandmanageimpactsfromnaturaldisastersonthesecommunityassets.

Responsibilities

• Coordinatetechnicaladviceonstructuralsuitabilityofbuildingstouseasevacuationcentres,placesofrefugeor

cycloneshelters.

• Coordinatetemporaryofficeaccommodationforusebystateagencies,whereoccupied.

• CoordinatestructuralassistancegrantassessmentsonbehalfoftheDepartmentofCommunities,DisabilityServicesand

Seniors.

• Coordinateemergencyfleetvehiclesforstateagencies.

• Adviseon,andprovidetemporaryemergencyaccommodationsolutionsforpeopledisplacedbydisastereventsandfor

governmentagencyresponseand/orrecoveryworkers.

• Maintaincontactregistersofprofessionalserviceproviders,specialistbuildingcontractors,buildingservicesandtrades.

• Provide24/7callcentreoperationsforthedeliveryofdisasterplanning,preparedness,responseandrecoveryserviceson

behalfofgovernmentagencies.

• Activelymanagewhole-of-GovernmentICTinfrastructure,datacentresandnetworks.

• Liaisewiththetelecommunicationsindustryinrelationtotheimpactofdisasterrelatedoutagesonthefunctioningof

responseagenciesandthewidercommunity.

• Collaboratewithtelecommunicationscarrierstoidentifythestatusoftheirnetworksandtoassistthemtore-establish

powerwherethisispractical.

• Providewhole-of-Governmentandagencyspecificservicesthatcontributetothegovernment’sfrontlineservicedelivery

prioritiessuchastheprocessingofdisasterrelatedgrantspaymentsandotherfinancialtransactions,andprocessing

extraordinarypayrolltransactionsonbehalfoffrontlineagencies

• Coordinateevacuations,closuresandrestorationofdamagedinfrastructureofrecreationcentresanddepartment

ownedareas.

• Governmentwebsitepublishingofpublicinformationaboutmajoreventsand/ordisasters(inpartnershipwithrelevant

content/franchiseowners).

• Provideanalyticalwebusagedataandreportingtowebcontentowners,franchisesanddisastermanagementteams–

facilitatingreactiveandtailoredcommunication.


• Member,QueenslandDisasterManagementCommittee

• AssistingOfficial,QueenslandDisasterManagementCommittee


• Chair,BuildingRecoveryGroup

• Member,HumanSocialRecoveryCommittee

• Member,DistrictDisasterManagementGroups


• Member,DisasterManagementInter-departmentalCommittee


• Member,QueenslandCounter-TerrorismCommittee

• Member,QueenslandCounter-TerrorismCommittee–CriticalInfrastructureWorkingGroup

• Member,ProtectiveSecurityPolicyFrameworkSteeringCommittee

12 Appendices


Department of Housing and Public Works (DHPW)


• DHPWDisasterManagementPlan

• DHPWRegionalDisasterManagementPlans

• TemporaryEmergencyAccommodationSub-plan


TelecommunicationsisaCommonwealthresponsibilitysubjecttoCommonwealthlegislationandregulation.

12 Appendices


Department of Innovation, Tourism Industry Development and the Commonwealth Games (DITIDCG)


• Monitor

• Report

• Respond


Role:

• AssisttheQueenslandGovernmenttohelpQueenslandpreparefor,respondtoandrecoverfromanemergencythrough

theDITIDEmergencyManagementPlan(EMP).TheEMPcomplementstheQueenslandStateDisasterManagementPlan

andisenactedinlinewiththeDisasterManagementAct2003,DisasterManagementStrategicPolicyStatementand

QueenslandRecoveryGuidelines.

• OperateinpartnershipwithotherQueenslandGovernmentdepartments.

• CoordinateactivitiesfollowingadisastertosupporttourismthroughoutQueenslandthroughtheEconomicRecovery

Groupandactivelyengagewithkeypartnerstoensureacoordinatedapproachtoeconomicrecoveryefforts,including:

— RegionalServices,DSDMIP

— TourismandEventsQueensland(TEQ)

— QueenslandTourismIndustryCouncil.

Responsibilities:

• Compileandprovidesituationreportsonimpactstotourismzonesandtourisminfrastructure.

• Resilienceandrecoverystrategiesforthetourismindustry.


• Member,SDCG

• Representative,EconomicRecoveryGroup

• Lead–throughTourismandEventsQueensland(TEQ)–TEQCrisisCommunicationsNetwork


N/A

12 Appendices


Department of Justice and Attorney-General (DJAG)




Role

• Leadroleforprovidinghighlevellegaladvicetothegovernment.

Responsibilities

• Providehighlevellegaladvicetothegovernment.



• Member,BuildingRecoveryGroup

• Member,CrisisCommunicationNetwork


N/A

12 Appendices


Department of Local Government, Racing and Multicultural Affairs (DLGRMA)


• Landuseplanning(TemporaryLocalPlanningInstruments)

• Funding

• Infrastructuredesign


Role

Supportdisastermitigationconsiderationsindevelopmentplanning,builtenvironmentandinfrastructuredesign.Managesome

fundingprogramstolocalgovernmentsfordisasterresilienceandpreparedness.

Responsibilities

• Managethedevelopmentandimplementationoffundingprogramsthatprovidefundingforworksthatprotectexisting

essentialpublicinfrastructureand/orbuildresiliencetofuturenaturaldisasterevents.

• FundandmanagetheimplementationoftheBundaberg10-yearActionPlan.

• MulticulturalAffairsQueenslandtoadviseemergencymanagementandrecoveryagentsonthebestwaystoreach

multiculturalandethniccommunityorganisationsandgroups.




• QueenslandFloodResilienceCoordinationCommittee

• LeadershipBoardSub-Committee(Recovery)


N/A

12 Appendices


Department of Natural Resources, Mines and Energy (DNRME)


Energy

• Electricitysupplysystemreliability

• Reticulatednaturalgassupplyshortages

• Liquidfuelssupplyshortages

Water

• Damsafety

• Watersupplyregulation(drinkingwaterquality)


• Establishandcommunicatearrangementsforanemergencyeventthatimpactsorhasthepotentialtoimpactonsecurity

ofwater,electricity,gas,orliquidfuelsupplyorposearisktodamsafety.

• DevelopandmaintainDNRMEemergencymanagementproceduresthatprovideguidanceintheresponsetoanenergyor

watersupplyemergency,regardlessofthehazard.

• Deliverinnovativepolicy,planningandregulatorysolutionsinpartnershipwithstakeholderstosupportreliableenergyand

watersupply.

• Contributetodisastermanagementresponsesacrossthoseareaswherethedepartmenthasresponsibilitiesorspecial

expertisethatinclude:

— Manageimpactsonunallocatedstatelandandotherlandmanagedbythedepartment.

— MaintainDNRMEstreamgaugesthatprovidestreamheight,flowandrainfalldatausedbytheBureauofMeteorology.

— ProvideassistanceduringadisastertoQFES,thePublicSafetyBusinessAgency(PSBA)inthecaptureofspatial

imageryandspatialinformationanalysisandproductproductionasnecessary.

— ManageimpactsonandfromQueenslandabandonedmines.

— Provideupdatesontheclosureandopeningstatusofcurrentminingoperations.

Energy

• Actasaconduitofinformationbetweenallrelevantparties,includingadviceon,actionandimplementtheuseofany

emergencypowers.

• Developcapabilitytofacilitateemergencyactionsandresponsestoanactualorpotentialenergysupplyemergencyevent.

• Maintainawatchingbriefandfacilitateinformationtransferinanemergencythatmayimpactatthelocal,district,stateor

nationallevelforanelectricity,reticulatedgassupplyandliquidfuels.

• MaintaincontactregistersforQueensland’s:

— majorelectricitysupply(generators,transmission,distribution),AustralianEnergyMarketOperator(AEMO)and

designatedresponsibleofficers(withinPowerlink),nationalforumjurisdictionalrepresentativesincludingDepartmentof

theEnvironmentandEnergy,Minister’sofficeandDNRMEcommunicationandmedia

— majorreticulatedgassupply(transmissionanddistributionserviceproviders),AEMO,nationalforumjurisdictional

representativesincludingDepartmentoftheEnvironmentandEnergy,Minister’sofficeandDNRMEcommunication

andmedia

— liquidfuelsupplywholesaleproviders(majorwholesalers,nationalforumjurisdictionalrepresentativesincluding

DepartmentoftheEnvironmentandEnergy,MinistersofficeandDNRMEcommunicationandmedia.

• AdvisetheMinisterifemergencypowersarerequiredtomaintainsupplysecurity.

• Whereappropriate,undertakeprocesstoenabletheMinistertoinvokeemergencypowers.

Water

• Provideinformationandadviceontheissuesofdamsafetyanddrinkingwatersupply(continuityand/orsafety)asrequired.

Dam safety

• Ensureemergencyactionplansareinplaceforreferabledamstoensureappropriateactionistakenintheeventof

incidentsorfailuresofthedams.

• Collateinformationfromdamownersoneventimpacts.

• Exercisedamsafetyemergencypowersifneededtominimisetheriskoffailureorconsequencesofadamfailure.

Drinking water

• Ensuredrinkingwaterqualitymanagementplansareinplacebyregistereddrinkingwaterserviceproviders(thisdoesnot

includeprivateorunregisteredproviders).

• Collateinformationfromserviceprovidersandoperatorsofdrinkingwatersupplyschemes.

• WorkinpartnershipwithPublicHealthUnits(QueenslandHealth)regardingdrinkingwaterqualityissues.

• Actasaconduitofinformationbetweenallrelevantparties,includingthesupportandenactmentofemergencypowers.

12 Appendices


Department of Natural Resources, Mines and Energy (DNRME)







Stakeholdersassociatedwithdamsafety,watersupply,electricitysupply,gassupplyandliquidfuelsupplyindustriesare

responsibleformanagingtheirownemergencyresponsearrangementsandsupplyissues;anygovernmentintervention

mechanismsarealastresort,followingfailureofmarket-basedmechanisms.

Water Supply (Safety and Regulation) Act 2008

• ChiefExecutivemaygiveadirectiontoadamowneroroperatortotakeactioniftheyaresatisfiedorreasonablybelieve

thereisdangerofthefailureofadam.

• TheChiefExecutivemayalsoauthoriseanauthorisedofficertotakereasonablestepstopreventorminimisetheimpactof

damfailure.

• ChiefExecutivecangiveadirectiontoanypersonifaneventhashappenedorislikelytohappen,inrelationtoarecycled

waterschemeordrinkingwaterservicethatmayhaveanadverseeffectonpublichealth.

• ChiefExecutivemaygiveadirectiontoaserviceprovidertotakeactionifthereisanimminentrisktowatersecurityor

continuityofsupplyofawaterserviceorsewageservice.

Water Act 2000

• Ministermaymakeawatersupplyemergencydeclarationanddirectaserviceprovidertomakeavailablewaterincluding

recycledanddesalinatedwater,operateinfrastructure,restrictthevolumeofwatersuppliedtocustomersorrestrictthe

waywaterisused.

Electricity Act 1994

• Ministercaninvokeemergencypowersandmakerestrictionsknownaselectricityrationingandrestrictionorders,which

allowstheMinstertodirectelectricityconsumerswithinthestatetorationtheuseofelectricitytoreduceoveralldemand.

Emergencypowerscanbeusedtogetherwithotherdemandmanagementstrategiestomaintainorre-establishasecure

operatingstateundertheNationalElectricityRules.

Gas Supply Act 2003

• Queenslandhasestablishedlegislationthatconfersemergencypowers,whichmaybeexercisedinanaturalgasemergency.

• Ministercaninvokeemergencypowersandmakerestrictionsknownasgasrationingordersanddirectgascustomers

withinthestatetorationtheuseofgastoassistwiththegasshortfallsituation.

Liquid Fuel Supply 1984

AQueenslandliquidfuelemergencyisdeemedtoexistwhenitisdeclaredbytheGovernorinCouncil.

• TheMinistermaydirectthesale,outputfromrefineriesordirecttransferofliquidfuelsandduringanemergency.

• TheMinistermayassumecontroloftheextraction,production,supply,distribution,sale,purchase,use,consumptionand

storageinrelationtowhichtheemergencyisdeclared.

12 Appendices


Department of the Premier and Cabinet (DPC)


• Externalaffairs

• Publicinformation


Role

CoordinatedisastermanagementpolicyandarrangementswiththeCommonwealth.

Responsibilities

• SupportthePremierasChairoftheQueenslandDisasterManagementCommittee.

• RepresentQueenslandattheNationalCrisisCommittee.

• RepresentQueenslandattheAustralia-NewZealandEmergencyManagementCommittee,

Australia-NewZealandCounterTerrorismCommitteeandtheCouncilofAustralianGovernments.

• Coordinatewholeofgovernmentdisastermanagementpolicy.

• ManageandactivatetheCrisisCommunicationNetwork.

• Actasleadagencyforpublicinformationandcoordinatemedia.

• Coordinatedisasterreliefappealmanagement.

• CoordinateAustralianGovernmentassistance.


• AssistingOfficial,QDMC

• Chair,DisasterManagementInter-departmentalCommittee

• Member,Australia-NewZealandEmergencyManagementCommittee

• Member,Australia-NewZealandCounterTerrorismCommittee

• DeputyChair,QueenslandCounter-TerrorismCommittee

• Member,QueenslandCounter-TerrorismCommittee–CriticalInfrastructureWorkingGroup




N/A

12 Appendices


Department of State Development, Manufacturing, Infrastructure and Planning (DSDMIP)




Role

Leadagencyforeconomicrecoveryduringadisasterevent,playingakeyroleinassistinglocalgovernment,businessand

industryinresilienceandrecoverystrategies.Duringadisaster,DSDMIPchairstheEconomicRecoveryGroup(ERG)which

providesstrategicadvicetotheQueenslandGovernmentandrelevantstakeholdersoneconomicimpacts,anddevelopsand

implementsimmediateresponseactions.TheERGalsocoordinatesinputfromrelevantdepartments,localgovernmentand

industrybodiestodevelopalonger-termeconomicrecoveryplan.

Responsibilities

• Initialsituationreportoneconomicimpactsonjobs,businessandindustryindisasteraffectedareas.

• Initialsituationreportingoneconomicimpactsoflocalgovernmentareas(LGAs).

• Providesupporttorelevantauthoritiesrestoringpower,waterandcommunicationsintheaffectedcommunitiesforthe

resumptionofeconomicactivity.

• Ongoingcoordinationandreportingontheeconomicrecoverytasksforthelifeoftherecoveryplan.

• ChairtheFunctionalRecoveryGroupLeadershipBoard.

• SupporttheimplementationoftheStatePlanningPolicy(SPP)whichoutlines17stateintereststobeconsideredin

developmentassessmentandineveryplanningschemeacrossQueensland,andincludesthestateinterestofnatural

hazards,riskandresilience.

• Prepareandimplementregionalplansthatidentifyandinterpretrelevantmattersofstateinterestsforaparticularregion,

includingnaturalhazards,riskandresilience,toachievedesiredoutcomes.

• WorkcollaborativelywiththeDepartmentofHousingandPublicWorks(DHPW)onthedevelopmentandimplementation

oftheQueenslandDigitalInfrastructurePlan,whichformspartoftheStateInfrastructurePlan.



• Chair,EconomicRecoveryGroup


EconomicRecoveryPlan


• PlanningAct2016(s.166)

• EconomicDevelopmentAct2012(s.81)

12 Appendices


Department of Transport and Main Roads (DTMR)


• Transportsystems

• Roadsandtransportrecovery


Role

Coordinatetheeffectiveandefficientdeliveryofstate-controlledroadandtransportrecoveryandreconstructionactivities.

DTMRalsoengagesdirectlywithindustryandthecommunityontherecoveryandreconstructionphasesfollowingthenatural

disasterandleadstheplanningandimplementationoftheroadsandtransportfunctionallineofrecoveryactivities.

Responsibilities

• Provideinformationandadviceregardingtheimpactofeventonroad,rail,aviationandmaritimeinfrastructure.

• Assistwiththesafemovementofpeopleresultingfrommassevacuation.

• MaritimeSafetyQueensland(MSQ),abranchofDTMR,isresponsibleforensuringmaritimesafetyforshipping,andisthe

leadagencyfordealingwithship-sourcedpollutionthatimpacts,orislikelytoimpact,Queenslandcoastalwatersandthe

watersoftheGreatBarrierReefWorldHeritageAreaandTorresStrait.Thearrangementsformitigatingtheeffectsofship-

sourcedpollutiononQueensland’smarineandcoastalenvironmentaredescribedintheQueenslandCoastalContingency

ActionPlan(QCCAP).QCCAPisrecognisedasahazardspecificplan.

• Enableanaccessibletransportsystemthroughreinstatingroad,railandmaritimeinfrastructure.

• Ensurethecapabilityoflogistics-relatedindustriesisappropriatelyappliedtodisasterresponseandrecoveryactivities.


• MemberandAssistingOfficial,QueenslandDisasterManagementCommittee


• Chair,Roads&TransportRecoveryGroup


TheMaritimeSafetyQueenslandAct2002establishesMSQtoprovideprofessional,specialistadviceto,andundertake

particularfunctionsof,theChiefExecutiveinrelationtomarinesafety,ship-sourcedpollutionandrelatedmatters.MSQhas

powertodoanythingnecessaryorconvenienttobedonefortheperformanceofMSQ’sfunctions.

• MaritimeSafetyQueenslandAct2002

• TransportOperations(MarinePollution)Act1995andRegulation2008

• TransportOperations(MarineSafety)Act1994andRegulation2016

12 Appendices


Inspector-General Emergency Management (IGEM)




Role

EnableconfidenceinQueensland’semergencymanagementarrangements.

Responsibilities

• Regularlyreviewandassesstheeffectivenessofdisastermanagementbythestate,includingtheStateDisaster

ManagementPlananditsimplementation.

• Regularlyreviewandassesstheeffectivenessofdisastermanagementbydistrictandlocalgroups,includingDistrictand

LocalDisasterManagementPlans.

• Regularlyreviewandassesscooperationbetweentheentitiesresponsiblefordisastermanagementinthestate,including

whetherthesystemsandproceduresusedbythoseentitiesarecompatibleandconsistent.

• Makedisastermanagementstandards.

• Regularlyreviewandassessdisastermanagementstandards.

• Review,assessandreportonperformancebyentitiesresponsiblefordisastermanagementinthestateagainstdisaster

managementstandards.

• Workwithentitiesperformingemergencyservices,departmentsandthecommunitytoidentifyandimprovedisaster

managementcapabilities,includingvolunteers’capabilities.

• Monitorcompliancebydepartmentswiththeirdisastermanagementresponsibilities.

• Identifyopportunitiesforcooperativepartnershipstoimprovedisastermanagementoutcomes.


• Observer,QueenslandDisasterManagementCommittee

• Observer,StateDisasterCoordinationGroup


N/A

Public Safety Business Agency (PSBA)




Role

• DeliverdisasterresponseviaQueenslandGovernmentAirService.

• SupporttheoperationsofStateDisasterCoordinationCentre(SDCC).

• SupportthedisasterresponseofallPSBAagencies.

• Supportwholeofgovernmentrecoveryoperations.

Responsibilities

• ProvideaircraftassetstothewholeofgovernmentdisasterresponseviatheQueenslandGovernmentAirServiceincluding:

— helicopterassetcontroltoRetrievalServicesQueensland(QueenslandHealth)

— supplyingcoordinatorstoSDCCaviationcelltosupportallaircraftdeployments

— deploymentoffixedwingassetsviaaviationcell.

• ProvidehumanresourcestosupportthefunctionaloperationsoftheSDCC.

• Provideenhancedlogistical,procurement,financial,assetmanagement,informationtechnologyandhumanresource

managementservicestosupportPSBAagencyresponses.

• ProvidemappingservicestotheSDCCduringoperationstosupporttheSDCCandQDMCdecisionmaking.


Member,StateDisasterCoordinationGroup


N/A

12 Appendices


Queensland Ambulance Service (QAS)




Role

• Provide,operateandmaintainambulanceservicesandservicedeliveryduringrescueandotherrelatedactivities.This

includesprotectingpersonsfrominjuryordeath,whetherornottheindividualsaresickorinjured.

• Providetransportforpersonsrequiringattentionatmedicalorhealthcarefacilities,toparticipatewithotheremergency

servicesincounterdisasterplanningandtocoordinateallvolunteerfirstaidgroupsduringthedisaster.

Responsibilities

• Provide,operateandmaintainambulanceservices.

• Access,assess,treatandtransportsickandinjuredpersons.

• Protectpersonsfrominjuryordeath,duringrescueandotherrelatedactivities.

• Coordinateallvolunteerfirstaidgroupsduringmajoremergenciesanddisasters.

• Provideandsupporttemporaryhealthinfrastructurewhererequired.

• CollaboratewithRetrievalServicesQueenslandintheprovisionofparamedicsforrotarywingoperations.

• Participateinsearchandrescue,evacuationandvictimreceptionoperations.

• Participateinhealthfacilityevacuations.

• CollaboratewithQueenslandHealthinmasscasualtymanagementsystems.

• Providedisaster,urbansearch&rescue(USAR),chemicalhazard(Hazmat),biologicalandradiologicaloperationssupport

withspecialistlogisticsandspecialistparamedics.





AmbulanceServiceAct1991

Queensland Corrective Services (QCS)




Role

• Leadrolefordeployingandcoordinatinglowriskprisonersandoffenderstoassistresponseandrecoveryoperations.

Responsibilities

• Deploymentandcoordinationoflowriskprisonersandoffenderstoassistresponseandrecoveryoperations.


• N/A




N/A

12 Appendices


Queensland Fire and Emergency Services (QFES)


• Developanddistributecommunitywarnings,forbushfires,structuralfiresandchemicalincidents

• Emergencysupplytocommunities.

• Resupplyofcommunities,propertiesandindividuals.

• Damageassessmentsofstructures.

• DisasterAssistanceResponseTeams

• Rescuedisciplinesof;

— swiftwater

— vertical

— trench

— confinedspace

— roadtrafficcrashes

— structuralcollapse

• Adviceandsupporttolocal,districtandstategroups.

• EnsuringSDCCoperationalreadiness.

• FacilitationofemergencyalertandSEWS.


Role

EnsurethesafetyofpeopleandpropertyinQueenslandthroughtheprovisionofeffectiveprevention,preparation,responseand

recoveryactivitiesacrossarangeofemergencysituationsthroughthecapabilitiesofFire&Rescue,RuralFireServiceandState

EmergencyService.

Responsibilities

• Primaryresponseagencyforstructural,bushfireandchemical/hazmatincidents.

• Provideadvice,chemicalanalysisandatmosphericmonitoringatrelevantincidents.

• Providemassandtechnicaldecontaminationcapability.

• Providerescueandsearchfunctionsandperformotheroperationstohelpandprotectinjuredpersonsfromdangeror

potentialdanger.

• Distributeanddevelop(whereprimaryagency)warningstodisastermanagementstakeholdersandcommunities.

• FacilitateandauthoriseEmergencyAlertcampaignstoprovideadviceandwarningstocommunitiesaffectedbydisastersand

emergencysituations.

• Prepareguidelinestoinformlocalgovernmentsanddistrictandstategroupsofdisastermanagementrelatedmatters.

• EstablishandmaintainarrangementsbetweenthestateandtheCommonwealthaboutmattersrelatingtoeffective

disastermanagement.

• Ensuredisastermanagementanddisasteroperationsareconsistentbetweenplans,policies,standardsandguidelines.

• EnsurethatpersonsperformingfunctionsundertheDisasterManagementAct2003inrelationtodisasteroperationsare

appropriatelytrained.

• Provideadviceandsupporttothestategroupandlocalanddistrictgroupsinrelationtodisastermanagementand

disasteroperations.

• EnsurethecollaborativedevelopmentoftheQueenslandEmergencyRiskManagementFrameworkandthestate-wide

riskassessment.

• EnsuretheSDCCismaintainedtoastateofoperationalreadiness.

• MaintainsituationalawarenessandreportingcapabilityandcapacitythroughtheSDCCWatchDesk.

• LeadtheplanningandlogisticscapabilitiesintheSDCCandsupportthestaffingmodelsofothercapabilities.

• Emergencysupplyacquisitionandmanagementofsuppliesandservicesinsupportofdisasteroperations.

• Resupplyofessentialgoods(foodandbasiccommodities)totemporarilyisolatedcommunities,propertiesandindividuals.

• EnsurethecapabilityandcapacityofDisasterAssistanceResponseTeams(DART)toassistcommunitiesaffectedbydisasters

oremergencysituations.

• Undertakedamageassessmentfunction(residentialandcommercialstructures)assoonaspracticalpostdisaster/emergency

situationandprovidefindingstodisastermanagementstakeholders.

12 Appendices


Queensland Fire and Emergency Services (QFES)






• DFATDeploymentWorkingGroup

• AFACandvarioussubcommittees

• StateInter-departmentalBushfireRiskandBushfireHazardsub-committee

• NationalFloodWarningInfrastructureWorkingGroup

• Member,Australia-NewZealandEmergencyManagementCommittee

• Australia-NewZealandEmergencyManagementCommittee–MitigationandRiskSubcommittee

• Australia-NewZealandEmergencyManagementCommittee–CommunityOutcomesandRecoverySubcommittee

• BureauofMeteorologyHazardServicesForum

• QLDFloodResilienceCoordinationCommittee

• FloodWarningConsultativeCommittee

• GIVITSteeringCommittee


• StateofQueenslandMulti-AgencyResponsePlantoChemical,Biological,RadiologicalIncidents

• QFRSPandemicInfluenzaResponsePlan

• QueenslandCoastalContingencyActionPlan–ChemicalSpill

• QueenslandHazardousMaterialIncidentRecoveryPlan

• StateofQueenslandRadiologicalDisasterPlan

• StateofQueenslandChemical/HazMatPlan

• StateofQueenslandBiologicalDisasterPlan


QFES’sroleisprescribedintheFire and Emergency Services Act 1990 (Qld),whichsetsoutourresponsibilitiesintheprotection

oflife,propertyandtheenvironment.Furthermore,theDisaster Management Act 2003articulatesthatQFESmustbereadyand

equippedtohelpthecommunityprevent,prepare,respondtoandrecoverfrombothnaturalandhuman-madedisasters.

12 Appendices


Queensland Health


• Publichealth,mentalhealthandmedicalservices

• Emergencyaeromedicalretrieval

• Masscasualtymanagement

• Massfatalitymanagement


Role

Coordinateandmanagethehealthaspectsofadisasteroremergencyincidentacrossthefullspectrumofprevention,

preparedness,responseandrecoveryincludinghealthadvicetothecommunity,publichealth,clinicalcare,forensicsupport

andmentalhealth.

Responsibilities

Lead agency

• Leadagencyforresponsefunctionsofpublichealth,mentalhealthandmedicalservices,masscasualtymanagement,mass

fatalitymanagementincludingvictimidentification(withQPS)andemergencymedicalretrieval.

• Providehealthemergencyincidentinformation.

• Primaryagencyforheatwave,pandemicinfluenza,biologicalandradiologicalincidents.

Representation

• StaterepresentationatAustralianHealthProtectionPrincipalCommitteeandassociatedsub-committeesincluding

CommunicableDiseasesNetworkAustralia(CDNA),PublicHealthLaboratoryNetwork(PHLN)andtheNationalHealth

EmergencyManagementStandingCommittee.

• DepartmentofHealthparticipationinappropriateandrelevantstatelevelgroupsandcommittees.

• HospitalandHealthServiceparticipationinLDMGandDDMGactivities.

Preparedness

• Develophealth-focuseddisasterandemergencypreparedness,responseandrecoveryplans.

• Developandmaintaindisasterandemergencyhealthresponsecapabilityandcapacity.

• Implementbusinesscontinuityplansandarrangementstomaintainhealthservicesduringdisastersandemergencies.

• Workacrossthehealthsectorincludingagedcarefacilities,privatefacilities,primaryhealthandcommunitycareproviders

toensure‘wholeofhealth’arrangementsareinplace.

Response (including support functions)

• CoordinatethestatelevelhealthresponsethroughmaintenanceandactivationoftheStateHealthEmergency

CoordinationCentre.

• Providehealthdisasterandemergencyincidentinformationtothepublicanddisastermanagementstakeholders.

• Healthservices–clinicalandforensic.

• Clinicallycoordinateaeromedicaltransportandemergencymedicalretrieval(withQAS)andprovidemembershiptothe

SDCCaviationcellwhenactivated.

• Clinicalresponsetomasscasualtymanagement(withQAS).

• Forensicandscientifichealthservicestomassfatalitymanagementandterrorism(withQPS).

• Recoverymentalhealthsupporttoaffectedcommunities(withDCDSS).

• Publichealthandenvironmentalhealthadviceandsupporttolocalgovernmentsandaffectedcommunitiesandindustries.

• Environmentalhealthriskassessmentadvicetootheragencies,localgovernmentandindustries.

• Messagingonpublichealthriskstoaffectedcommunities.

• Communicablediseasesurveillanceandresponsearrangements.

12 Appendices


Queensland Health


State committees



• Member,CrisisCommunicationNetwork


• Member,StateInter-departmentalCommitteeonBushfire

• Member,ClimateChangeInter-departmentalCommittee


• Member,StateHumanSocialFunctionalRecoveryGroup

• Member,StateBuildingRecoveryGroup.


National

• AustralianHealthManagementPlanforPandemicInfluenza(AHMPPI)

• AUSTRAUMAPLAN

State

• HeatwaveResponsePlan

• HeatwaveCommunicationsProtocol

• QueenslandHealthPandemicInfluenzaPlan(Sub-planofQueenslandHealthDisasterandEmergencyPlan)

• QueenslandBiologicalPlan(Sub-planofStateCBRNPlan)

• QueenslandRadiologicalPlan(Sub-planofStateCBRNPlan)

• QueenslandHealthMassCasualtySubPlan


QueenslandHealthhasseverallegislatedemergencypowersthatmayberelevantduringdisasters.Thesevaryfromthoseat

theleveloftheChiefHealthOfficerthroughtooperationalstaff(primarilyEnvironmentalHealthOfficers)andrelatetopublic

healthfunctionsincludinghumandiseaseandquarantineaswellasfoodsafety.

• PublicHealthAct2005andPublicHealthRegulation2005

• RadiationSafetyAct1999

• FoodAct2006

• HealthAct1937–Health(DrugsandPoisons)Regulation1996

• NationalHealthSecurityAct2007andNationalHealthSecurityAgreement

• QueenslandBiosecurityAct2014

• BiosecurityAct2015

12 Appendices


Queensland Police Service (QPS)


• Search&Rescue

• Massfatalitymanagement(inconjunctionwithQueenslandHealth)

• DisasterVictimIdentification


Role

Toenhancethesafetyofthecommunitybyassistingthemtopreparefor,respondtoandrecoverfromdisastereventsby

providingsupportandguidancetodisastermanagementgroupsatalllevels.

Responsibilities

• Preservepeace&goodorder.

• Operationalresponsibilityforfirstresponsetoterrorism.

• ProvidingexecutivesupporttotheQueenslandDisasterManagementCommittee.

• CoordinatingdisasterresponseoperationsfortheQueenslandDisasterManagementCommitteethroughtheState

DisasterCoordinator.

• ProvidetheChairandexecutivesupporttotheStateDisasterCoordinationGroup.

• ProvidetheChair(DDC)andexecutivesupporttoDistrictDisasterManagementGroups.

• ManagingandcoordinatingthebusinessofDistrictDisasterManagementGroups.

• Developandfacilitateaprogramofdisastermanagementthemedexercises.

• StateSearchandRescueauthorityandresponsibleforthecoordinationofsearchandrescueoperations.

• Activate&coordinatetheoperationoftheStateDisasterCoordinationCentre.

• ProvidesupporttoLocalDisasterManagementGroups.

• ManagetheregistrationofevacueesandinquiriesinpartnershipwithRedCross.

• Providetrafficmanagement,includingassistancewithroadclosuresandmaintenanceofroadblocks.

• Conductcoronialinvestigations.

• CoordinatethereviewoftheQueenslandStateDisasterManagementPlan.

• ProvideaDisasterVictimIdentificationcapability.


• AssistingOfficial,ExecutiveOfficer,Secretariat,QueenslandDisasterManagementCommittee

• Chair,Secretariat,StateDisasterCoordinationGroup

• Chair,ExecutiveOfficer,allDistrictDisasterManagementGroups

• Member,LocalDisasterManagementGroups


QueenslandCounterTerrorismPlan


Withinthecontextofdisastermanagement,QueenslandPoliceServicemayutilisepowersderivedfromtheDisaster

Management Act 2003, the Public Safety Preservation Act 1986 and the Police, Powers and Responsibilities Act 2000.These

powersenabletheQueenslandPoliceServicetofulfilitsfunctionsthatapplyinallcircumstances,thatareprescribedinthe

Police Service Administration Act 1990.

12 Appendices


Queensland Reconstruction Authority (QRA)


• Rapiddamageassessments,ifrequestedbyQFES

• NaturalDisasterReliefandRecoveryArrangements(NDRRA)activations

• Recovery,resilienceandmitigationpolicy,planning,coordinationandmonitoring


Role

Manageandcoordinatethestategovernment’sprogramofinfrastructurereconstructionwithindisaster-affectedcommunities.

QRAfocusesonworkingwithstateandlocalgovernmentpartnerstodelivervalueformoneyandbestpracticeexpenditure

andacquittalofpublicreconstructionfunds.QRAisalsotheleadagencyresponsiblefordisasterrecovery,resilienceand

mitigationpolicy.

Responsibilities

• DriveandcoordinateenhancementofresiliencethroughoutQueensland.

• PlanandcoordinateQueenslandandAustralianGovernmentassistanceundertheNaturalDisasterReliefandRecovery

Arrangements(NDRRA).

• DevelopandmaintaintheQueenslandRecoveryPlanandevent-specificplans.

• DevelopandimplementtheQueenslandStrategyforDisasterResilience2017.

• MaintaintheStateRecoveryCoordinatorGuideandRegister,includinginductionofSRCs,whenappointed.

• Monitordamageofpublicinfrastructureandprivateproperties.

• AdministerNDRRAandStateDisasterReliefArrangements.

• ManagetheserviceagreementwithGIVITforthecoordinationofoffersofgoodsandservicesfollowingarelevantdisaster

onbehalfoftheQueenslandGovernment.

• Monitorreconstructionactivitiesinaffectedcommunities.

• StateRecovery,PolicyandPlanningCoordinator.






• Member,Inspector-GeneralEmergencyManagementAdvisoryPanel

• Chair,QueenslandFloodResilienceCoordinationCommittee


• QueenslandRecoveryPlan

• QueenslandStrategyforDisasterResilience2017


Queensland Reconstruction Authority Act 2011

12 Appendices


Queensland Treasury


Asoutlinedintheresponsibilitiessectionbelow.


Responsibilities

• Providehighlevelfinancialandeconomicmanagementadvice.


• Member,AssistingOfficial,QDMC


• Member,LeadershipBoardSub-Committee(Recovery)


N/A

Royal Society for the Prevention of Cruelty to Animals (Qld) Ltd (RSPCA)


Animalwelfare


Role

Providesituationalawarenessandoperationalintelligenceinrelationtoanimalwelfare.

Responsibilities

• Monitortheresponsiblecareofanimals,providestandardsofcareforanimalsandprotectanimalsfromunjustifiable,

unnecessaryorunreasonablepain.

• Collaboratewithstakeholderswithsharedresponsibilitiestoensureeffectiveprevention,preparedness,responseand

recoverystrategiesandprioritiesfordisastermanagementwithinacommunity.

• Assistinidentifyingandaddressingimmediate,mediumandlongtermanimalwelfarerecoveryneedstoenhancethe

capacityofthelocalcommunitytorecoverfromadisaster.




Animal Care and Protection Act 2001

12 Appendices


State Government Owned Corporations – Electricity | Department of Natural Resources, Mines and Energy (DNRME)


Responsibleforpolicydevelopment,reformandregulationoftheQueenslandenergysectortoensurecost-effective,secure

andreliableenergysupply.

• RegisteredparticipantsintheNationalElectricityMarket(NEM)

• Developandmaintainemergencymanagementplanstomanagetheirownassetsandconsumerresponsibilities

• Manageawiderangeofincidentsandelectricityemergencieswithoutjurisdictionalinvolvement

Roles

PowerlinkisaStateGovernmentOwnedCorporation(GOC),whichowns,develops,operatesandmaintainsthehighvoltage

electricitytransmissionnetworkthatextends1700kmfromnorthofCairnstotheNewSouthWalesborder.Itsnetwork

comprises15,500circuitkilometresoftransmissionlinesand141substations.

EnergyQueenslandisaStateGovernmentOwnedCorporation(GOC),whichownsandoperatestheelectricitydistribution

networkinQueensland,withEnergexnetworkinthesouth-eastandErgonEnergynetworkinregionalQueensland.Energy

Queenslandalsoownsandoperates33stand-alonepowerstationsthatprovidesupplytoisolatedcommunitiesnotconnected

tothemainelectricitygrid.

EnergyQueenslandandPowerlinkhavedevelopedprotocolsforresponsetodisastersorsignificantincidentswheretheassets

ofoneorbothorganisationsareimpacted.

• Monitordisaster’sandemergencyeventsatlocal,districtandstatelevelsincollaborationwithDNRME.

• EachorganisationprovidesaliaisonofficerfunctiontotheStateDisasterCoordinationCentretoattend/provide

informationandadviceontheimpactsofemergencyeventsregardingelectricityservicesastheyaffectQueensland.

• ContributetotheDNRMEsituationreportsforalllevelsduringactivation.

• Facilitateactionswithin,andacrosstheElectricitysectorinresponsetoanemergencyevent.

• ElectricitycarriersmanagetheirownemergencyresponsearrangementsandsupportisprovidedthroughtheSDCC

whenrequired.

Responsibilities

Powerlink

• OperatetheelectricitytransmissionnetworkinaccordancewiththeElectricityAct,theNationalElectricityRulesandLaw,

theconditionsofPowerlink’stransmissionlicenceandotherrelevantstatelegislation.

• WorkwithDNRME,EnergyQueenslandandAEMOtoensurethatelectricitydemandandelectricitysupplyinQueensland

(andanyshortfalls)aremanagedappropriatelyaspartoftheNationalElectricityMarket(NEM),includingactingasthe

QueenslandjurisdictionalcontactfortheNEMpowersystememergencymanagementproceduresoverseenbyAEMOfor

verysignificantdisruptions.

• Informontimelinesforrestorationonthetransmissionnetwork.

• Manageemergenciesunderanallhazardsapproachsuchthatthesafetyofthepublic,employeesandcontractorsandthe

minimisationofpotentialenvironmentalharmanddamagetoassetsisprioritised.

• WorkwithState,DistrictandLocaldisastermanagementgroupswhererequiredtomanagetheconsequencesofa

disruptiontoPowerlink’stransmissionnetworkandprovidetimelyandaccurateinformation.

• PowerlinkhasitsownfieldstaffinSouthEastQueenslandandcontractsEnergyQueenslandtoprovidefieldresponsein

therestofstate,withalloperationsdirectedfromPowerlink’sofficeinBrisbane.Powerlinkhasarangeofequipmentto

supportrapidrestorationofthenetwork,includingtemporarytransmissiontowersandhasagreementswithaerialservice

providerstodeployequipmentandpersonnelatshortnoticeacrossthestatefordamageassessmentandeventresponse.

12 Appendices


State Government Owned Corporations – Electricity | Department of Natural Resources, Mines and Energy (DNRME)

Energy Queensland (Ergon and Energex)

• EnergyQueenslandtakesanall-hazardsapproachtothepreparationsandresponsetonaturalandman-madedisasters.

Asaresponseagency,EnergyQueenslandworkstorestoreanysupplyinterruptionstotheelectricitydistributionnetwork

acrossQueensland.

• DevelopanElectricityRestorationPlanbaseduponimpactassessmentsinaffectedlocationsthatalignwithbusiness

operationalplans.

• WorkwithState,DistrictandLocaldisastermanagementgroupswhererequiredtomanagetheconsequencesofdisruption

toEnergyQueensland’snetworksandprovidetimelyandaccurateinformation.

• EnergyQueenslandalsohasanelectricityretailer,ErgonEnergyQueenslandthatsellselectricitytoover746,000

customersinregionalQueensland.

• EnergyQueenslandhasacombinedfieldworkforceof4,400(includingdesign,construction,maintenance,inspectionand

vegetationworkers)whocanbedeployedasnecessaryfordisasterresponseoperations.

• EnergyQueenslandhasavarietyofmobilegeneratorsandsupportequipmentthatcanbedeployedintoimpacted

communitiestodelivertemporarysupplywhilethenetworkisrestoredfollowinganaturaldisasterevent.Fieldcrews,

vehicles,generators,andequipmentaremobilisedpriortocyclonestosupporttherapidrestorationofelectricitysupplyto

impactedcommunities.

• ThecombinedErgonEnergyandEnergexnetworksdistributeelectricityto2.2millionconnectedcustomersandnearly

750,000regionalQueenslandretailcustomers.


Commonwealth

• AustralianEnergyMarketOperator

• NationalElectricityMarket

State

• StandingInviteeStateDisasterCoordinationGroup

• LiaisonOfficersStateDisasterCoordinationCentre


AllNEMjurisdictionsandAEMOhaveagreedtoaNationalElectricityMarketMemorandumofUnderstanding(NEMEmergency

MOU)ontheuseofEmergencyPowersandaNationalEmergencyManagementProtocol.TheNEMEmergencyMOUprovides

thatAEMOdealswithmajorelectricitysupplyshortagesbyloadsheddingandothermarketbasedmeasuresbeforea

jurisdictionconsidersexercisingemergencypowers.InQueensland,theMinisterforNaturalResources,MinesandEnergyhas

emergencypowerstoissuerationingordersundertheElectricity Act 1993.

12 Appendices


State Government Owned Corporations – Water | Department of Natural Resources, Mines and Energy (DNRME)


Responsibleforpolicy,planningandregulatorysolutionsinpartnershipwithourstakeholderstosupportsafe,secureand

reliablewatersupply.

• Developandmaintainemergencymanagementplanstomanagetheirownassetsandconsumerresponsibilitiesduringa

disasteroremergencyevent

• Manageawiderangeofwaterincidentsanddamsafetyemergencies

Roles

SeqwaterisastatutoryauthorityoftheStateGovernmentofQueenslandthatprovidesbulkwaterstorage,transport

andtreatment,watergridmanagementandplanning,catchmentmanagementandfloodmitigationservicestoSouth

EastQueensland.

SeqwaterprovidesbulkwaterfortheoperationoftheSEQWaterGridincludingdams,weirs,conventionalwatertreatment

plantsandclimateresilientsourcesofwaterthroughtheGoldCoastDesalinationPlantandtheWesternCorridorRecycled

WaterScheme.Seqwatermanages26damsacrosstheregionandoperatesWivenhoeandSomersetandNorthPineasdams

toprovidefloodmitigationforIpswichandGreaterBrisbane.

SunWaterisaStateGovernmentOwnedCorporation(GOC),whichsuppliesbulkwaterandmanagesaregionalnetworkof

bulkwatersupplyinfrastructurethatspansthroughoutQueenslandtosupportcustomersacrossthemining,powergeneration,

industrial,localgovernmentandirrigatedagriculturalsectors.SunWater’swaterstorageanddistributionnetworkincludes;19

majordams,66weirsandbarrages,82majorpumpingstations,3,155ofpipelinesandchannelsand730kmofirrigationdrains.

The organisations

• Monitorwater,emergencyeventsandincidentsatlocal,districtandstatelevelsincollaborationwithDNRME.

• ProvidealiaisonofficerfunctiontotheSDCCtoattend/provideinformationandadviceontheimpactsofbulkwatersupply

anddamsafetyastheyaffectQueensland.

• ContributetotheDNRMEsituationreportsforalllevelsduringactivation.

• Facilitateactionswithin,andacrosstheirWaternetworksinresponsetoanemergencyeventorincident.

• SeqwaterandSunWatermanagetheirownemergencyresponsearrangementsandsupportisprovidedthroughtheSDCC

whenrequired.

Responsibilities

Seqwater

• SeqwateristhekeyliaisonfortheState,localgovernmentandemergencyservicesforallwaterrelatedemergenciesor

incidentsinSEQ.

• TheSEQWaterGridprovidesSeqwaterwiththeabilitytomovedrinkingwateracrosstheregionifitsassetsareimpacted

byweatheroremergencyevents.

• DevelopsEmergencyActionPlans(EAPs)foralloftheirreferabledamsasperlegislativerequirements.

• DeveloptheFloodMitigationManualforWivenhoe,SomersetandNorthPinefloodmitigationdams.

• Providesnotificationsandwarningstopopulationatriskimmediatelydownstreamoftheirreferabledamsasperactions

containedwithintheirapprovedEAPs.

• SeqwaterprovidesafreedamreleasenotificationserviceandassociatedApptoprovidethecommunitywithuptodate

informationondamreleases,watersupplyandrecreationduringemergenciesorincidents.

• WorkwithandprovidetimelyandaccurateinformationtoState,DistrictandLocaldisastermanagementgroupswhere

requiredtomanagetheconsequencesofawatersupplyordamsafetyincident.

• SeqwateroperatestwopurposebuiltEmergencyOperationsCentres(BrisbaneandIpswich)tohostitsfloodoperations

team,networkcontrolanditsincidentandmanagementteams.ThecentreprovidesupdatedSITREPSduringemergencies

andincidentsfortheState,localgovernmentandemergencyservicesandwillhaveseniormanagementandmedia

resourcesattheSDCCasrequired.

12 Appendices


State Government Owned Corporations – Water | Department of Natural Resources, Mines and Energy (DNRME)

SunWater

• Operatetheirwatersupplyinfrastructureanddamsaccordingtoemergencymanagementprotocolsandrelevant

statelegislation.

• Manageemergenciessuchthatthesafetyofthepublic,employeesandcontractorsandtheminimisationofpotential

environmentalharmanddamagetoassetsisprioritised.

• WorkwithandprovidetimelyandaccurateinformationtoState,DistrictandLocaldisastermanagementgroupswhere

requiredtomanagetheconsequencesofawatersupplyordamsafetyincident.

• DevelopsEmergencyActionPlans(EAPs)foralloftheirreferabledamsasperlegislativerequirements.

• Providesnotificationsandwarningstopopulationatriskimmediatelydownstreamoftheirreferabledamsasperactions

containedwithintheirapprovedEAPs.

• SunWateralsoprovidesdamreleasesnotificationsduringemergenciesorincidentsthroughthefreeSunWaterAppto

providethecommunitywithuptodateinformationondamreleasesandotheroperationalandcommunityactivities.

• Areactivelyrespondingtochangingfloodconditionsandprovidingfloodforecastsandadvicedirectlytocommunities

downstreamofdams.

• SunWateroperatesanOperationsCentre(Brisbane)tocoordinateresponsetofloodanddamemergenciesfortheir

storages.TheCentreprovidesupdatedSITREPSwhenactivatedfortheState,localgovernmentandemergencyservices.

SeniorManagementandmediateamengagementisalsoavailabletotheSDCCfullstandupoccasions.

SunWateroperatestheirOperationsCentre(Brisbane)tohostitseventoperationsteam,networkcontrolanditsincidentand

managementteams.ThecentreprovidesupdatedSITREPSduringemergenciesandincidentsfortheState,localgovernment

andemergencyservicesandwillhaveseniormanagementandmediaresourcesavailabletotheSDCCasrequired.


MemberStateDisasterCoordinationGroup


InQueensland,theMinisterforNaturalResources,MinesandEnergyandtheChiefExecutivehaveemergencypowerstowater

supplyanddamsafety(seeDNRMERolesandResponsibilities).

12 Appendices


Surf Life Saving Queensland (SLSQ)




Role

Providesupporttoallagenciesduringtheresponsephaseofanydisasterevent.SLSQworksproactivelywithallemergency

servicesandprovidesqualifiedlifesavingpersonneltoensuretheQueenslandpublicarekeptsafeduringnaturaldisasters.

SLSQmakesallsurpluslifesavingresourcesavailableforusewithqualifiedpersonaltoassistacrosstheQueenslandcoastline.

Responsibilities

• Provideadviceoncoastalandaquaticrescuemanagementtogovernment(stateandlocal)agenciesacrossthestate.

• ProvideanetworkofsupportandadvicetotheQDMC,DDMGsandLDMGsinrelationtodisasterandemergencyresponse

viavolunteersurflifesavers,professionallifeguards,andtheWestpacLifeSaverHelicopterRescueService.

• Provideinflatablerescueboats(IRBs)foruseinfloodwaters,orassistwiththerelocationofpeople,emergencyservice

personalandgear/equipment.

• Providetwotwinenginerescuehelicoptersfittedwithwinches;locatedontheSunshineCoastandGoldCoastrespectively.

• ProvidememberstoassistQPS,SESorQFESwithdoorknockingandwelfarechecksinisolatedoraffectedareas.

• SupplysuitablyqualifiedpersonnelwithcurrentSurfLifesavingAwardsandappropriatepersonalprotective

equipment(PPE).

• MaintainaprimaryfocusonQueensland’spatrolledbeachesandonlysupplypersonnelandequipmentnotoperationally

requiredduringthedisasterperiod.

• AstheprimaryauthorityforclosingbeachesinQueensland,SLSQwillworkwithalllocalcouncilsandlandmanagersto

ensureproactiveandconcisemessagingaboutbeachclosuresandassociatedhazards.

• ActivelycollectandcollateinformationthroughSLSQ’sStateOperationsandCommunicationsCentre(SOCC)(which

coordinatesandmonitors39coastalcamerasandaprivateradionetworkfromPortDouglastoTweedHeads)anduse

existingmediachannelsforkeymessaging.




N/A

12 Appendices


Telecommunications – Department of Housing and Public Works (DHPW)


• telecommunicationsservices

• landlineanddatacommunicationsmobilecommunications

• backbonedatanetworks

• telecommunicationsrecovery.

Roles

TheserolesandresponsibilitiesrelatetothetelecommunicationscarriersthemselvesastheyinteractwithDHPW,the

telecommunicationsleadagency.TheStateDisasterCoordinationGroupcurrentlyengageswiththethreemaincarriers:National

BroadbandNetwork(NBN)Co,TelstraandOptus.

NBN Co

• NBNCooperatesanationalwholesale-onlyopen-accessbroadbandnetworkandprovidesservicestoretailserviceprovider

phoneandinternetcompanies,whointurnprovidebroadbandservices,overtheNBNnetwork,totheirendusercustomers.

• NBNCousesavarietyofbroadbandaccesstechnologies,includingthefollowingNBNfixedlineconnections(whichusea

physicallinerunningtothepremises):

— fibretothepremises(FTTP)

— fibretothenode(FTTN)

— fibretothebasement(FTTB)

— hybridfibrecoaxial(HFC).

• NBNCoalsousesthefollowingtechnologieswhichareusedmostlyinregionalandremoteareas:

— fixedwireless

— SkyMuster™Satellite.

Optus

• Optusoperatesasamobilephone/dataproviderforitscustomers.Italsoprovidesthiscapabilitytootherresellers.

• Optushasanextensivedatanetworkthatcoverstheeasternseaboardandsatellitefacilitiesthatcoverthestate.

• OptusisaresellerofNBNservices.

Telstra

• Telstraoperatesasamobilephone/dataproviderandprovidesfixedlinesservicesforitscustomers.Italsoprovidesthis

capabilitytootherresellers.

• TelstrahasanextensivedatanetworkthatcoversQueensland.

• TelstraisaresellerofNBNservices.

12 Appendices


Telecommunications – Department of Housing and Public Works (DHPW)

Responsibilities

Duringemergencyevents,incollaborationwithDHPW:

• ProvidealiaisonofficerfunctiontotheStateDisasterCoordinationCentretoattend/provideinformationandadviceonthe

impactsofemergencyeventsontelecommunicationservices.

• ContributetotheDHPWtelecommunicationssituationreportsandNationalImpactAssessmentModeldata.

• Facilitateactionswithinandacrossthetelecommunicationssectorinresponsetoanemergencyevent.

• Telecommunicationscarriersmanagetheirownemergencyresponsearrangementsandsupplyissues.Carriersmayseek

assistancefromgovernmentthroughtheprovisionofsituationalinformationandtogainaccesstoimpactedareas.

• NBNCo–hasmultiplemobilefacilitiesthatitmaydeployintoimpactedcommunitieswiththeaimofdeliveringlimited/partial

servicerestorationsubsequenttoservicedisruptiondriventhroughtheimpactsofanaturaldisasterevent.

• Optus–hasavarietyofmobilefacilitiesthatitcandeployintoimpactedcommunitiestodeliverlimited/partialservice

restorationsubsequenttoservicedisruptiondriventhroughtheimpactsofanaturaldisasterevent.Thesefacilitiesarepre-

deployedintolocationsthatthecarrierdeterminestobethemostlogisticallypracticalplacementtosupportrapiddeployment

intoimpactedcommunities.

• Telstra–hasavarietyofmobilefacilitiesthatitcandeployintoimpactedcommunitiestodeliverlimited/partialservice

restorationsubsequenttoservicedisruptiondriventhroughtheimpactsofanaturaldisasterevent.Thesefacilitiesarepre-

deployedintolocationsthatthecarrierdeterminestobethemostlogisticallypracticalplacementtosupportrapiddeployment

intoimpactedcommunities.

Facilities terminology

Eachcarrierhasavarietyoffacilitiesandmayhavedifferingterminologyforthem.Commontermsinclude:

• SatelliteCommunicationsonWheels(COWS)–usedtocreatetemporarymobilephonecoverage.

• MobileExchangeonWheels(MEOWS)–portablelandlineexchangetosupplementinoperablefacilities.

• WifiMobilecustomeroffice–avanwherecustomerscanconnecttowifitodotheirbusinessandtochargetheirphones/

tablets.


• Member,FederalGovernment–TrustedInformationSharingNetwork–DisasterManagementsub-committee

• Standinginvitees,StateDisasterCoordinationGroup


Notapplicable

12 Appendices


Volunteering Queensland




Role

VolunteeringQueenslandisthepeakbodyforvolunteeringinQueenslandandassuchissolelydedicatedtospecialisinginall

aspectsofvolunteering.

Responsibilities

• ManageEVCREW.

• ActivatetheStateEmergencyVolunteeringCoordinationCentrefortherecruitmentanddistributionofvolunteers.The

coordinationcentreusestheEVCREWsystemandisthecentralcoordinatingpointforrequestsfromorganisationsseeking

volunteers,aswellasandindividualsofferingtheirtimeandassistance.

• Actasaninformationproviderandagatewaytodisseminateinformationtothegeneralpublicandregisteredemergency

volunteersaboutprogressandareaswhereassistancemaybeneeded.

• Connectvolunteerofferstohelpfromindividuals,groupsandcorporateswithrequestsforassistancefromorganisations

whoareseekingvolunteers.

• Workcloselywithorganisationsacrossthecourseoftheirvolunteeroperations.

• VolunteeringQueenslandmayalsobeabletoprovideadditionalservicesincluding:

— ‘goodpractice’adviceandassistancetolocalgovernmentauthoritiestohaveappropriatelocalarrangementsinplace

— localplace-basedplanningtoidentifyopportunitiestousevolunteersineachphaseofemergencymanagement

— trainingtolocalgovernmentauthoritiesandlocalvolunteersinvolvingorganisationsforthemanagementand

coordinationofspontaneousvolunteers.


Member,HumanandSocialRecoveryGroup


N/A


12 Appendices

12 Appendices


APPENDIXD QUEENSLAND’S REFERABLE DAMS

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318Maroon Dam

44Lake MacDonald

Dam

See Inset

Nambour

Beaudesert

IpswichGatton Logan

Roma

Gladstone

Longreach

Charleville

Bundaberg

Townsville

Rockhampton

Warwick

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Toowoomba

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Far North

Innisfail

Mount Isa

255

264

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476651

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LIVINGSTONESHIRE

CLONCURRYSHIRE

FLINDERSSHIRE

CHARTERSTOWERS

REGIONAL

MCKINLAYSHIRE

MACKAYREGIONAL

WHITSUNDAYREGIONAL

RICHMONDSHIRE

MOUNTISA

CITY

BURDEKINSHIRE

TOWNSVILLE CITY

CROYDON SHIREETHERIDGE

SHIRE

BURKE SHIRE

CARPENTARIASHIRE

HINCHINBROOK SHIRE

PALM ISLANDABORIGINAL

SHIRE

CASSOWARYCOAST

REGIONALTABLELANDSREGIONAL

MAREEBA SHIRE

DOOMADGEEABORIGINAL

SHIRE

CAIRNSREGIONAL

YARRABAHABORIGINAL

SHIRE

MORNINGTON SHIRE DOUGLASSHIRE

COOK SHIRE

WUJAL WUJALABORIGINAL

SHIRE

KOWANYAMAABORIGINAL

SHIRE

HOPE VALEABORIGINAL

SHIRE

PORMPURAAWABORIGINAL

SHIRE

AURUKUN SHIRE

LOCKHART RIVERABORIGINAL

SHIRE

NAPRANUMABORIGINAL

SHIREWEIPA TOWN

MAPOONABORIGINAL

SHIRE

NORTHERN PENINSULAAREA REGIONAL

TORRES SHIRE

TORRES STRAITISLAND

REGIONAL

GOLDCOAST CITY

REDLAND CITY

SCENIC RIMREGIONAL

BRISBANE CITY

LOGAN CITY

MORETON BAYREGIONAL

SUNSHINE COAST REGIONAL

IPSWICH CITY

NOOSASHIRE

GYMPIEREGIONAL

SOMERSETREGIONAL

FRASERCOAST

REGIONAL

SOUTHERN DOWNSREGIONAL

BUNDABERGREGIONAL

LOCKYERVALLEY REGIONAL

GLADSTONEREGIONAL

TOOWOOMBAREGIONAL

SOUTHBURNETTREGIONAL

GOONDIWINDIREGIONAL

NORTHBURNETTREGIONAL

CHERBOURG ABORIGINALSHIRE

WESTERNDOWNS

REGIONAL

BANANA SHIRE

ROCKHAMPTONREGIONAL

BALONNE SHIRE

MARANOAREGIONAL

CENTRALHIGHLANDSREGIONAL

WOORABINDAABORIGINAL

SHIRE

PAROO SHIRE

MURWEH SHIRE

BLACKALLTAMBO

REGIONAL

BULLOO SHIRE

QUILPIE SHIRE

LONGREACHREGIONAL

BARCOO SHIRE

DIAMANTINASHIRE

22

36 43

44

96

174

210

211

214

217

219

222

227

228

235

236

239 242

244

249

252

253

254

256

257

258

259

266

267

268

269

272

276

278

297

301

309

318323

334

337

339

340

344

349

354

356

366

370

377

378

384

389

401

406

416

520

521

527

535

634

657

701

715

730

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1198

1450

1487

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1510

1643

1648

1654

1755

1822

1826

1839

1945

1946

1952

1997

2002

2016

2031

2033

2233

225922632277

2279

2296

2427

2470

2604

Kingaroy

Cherbourg

Gayndah

Tewantin

BiloelaWoorabinda

Dalby

Yeppoon

Wujal Wujal

Yarrabah

Inglewood

Aurukun

Bamaga

Bedourie

Boulia

Burketown

Cloncurry

CroydonDoomadgee

Georgetown

Julia Creek

Jundah

Kowanyama

LockhartRiver

Normanton

Pormpuraaw

Richmond

Thargomindah

ThursdayIsland

Weipa

Winton

Atherton

Ayr

Barcaldine

Blackall

Charleville

ChartersTowers

Cooktown

Cunnamulla

Hope Vale

Hughenden

Ilfracombe

Ingham

Innisfail

Mackay

Mareeba

Moranbah

Mossman

Proserpine

Quilpie Roma

St George

Gympie

Gladstone

Warwick

Esk Caboolture

EmeraldRockhampton

Townsville

BRISBANE

Gununa

Mount Isa

Cairns

Palm Islands

Bundaberg

Torquay

Cleveland

Toowoomba

Gold Coast

0 150 300 450 60075

Kilometres

Disaster Districts and Local Government Boundariesshowing Referable Dams

Disclaimer:While every care is taken to ensure the accuracy of this product, the Department of Energy andWater Supply makes no representations or warranties about its accuracy, reliability, completeness or suitabilityany particular purpose and disclaims all responsibility and all liability (including without limitation, liabilityin negligence) for all expenses, losses, damages (including indirect or consequential damage) and costs whichyou might incur as a result of the product being inaccurate or incomplete in any way and for any reason.

Produced by Dam Safety, Queensland Water Supply Regulator ,Water Supply Division, Department of Energy and Water Supply. © The State of Queensland (Department of Energy and Water Supply) {2017}

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Warwick

Toowoomba

Logan

Redcliffe

Bundaberg

Ipswich

Dalby

GOLDCOAST

CITY

REDLANDCITY

SCENIC RIMREGIONAL

BRISBANE CITY

LOGANCITY

MORETON BAYREGIONAL

SUNSHINECOAST

REGIONAL

IPSWICH CITY

NOOSASHIRE

GYMPIEREGIONAL

SOMERSETREGIONAL

FRASER COAST REGIONAL

SOUTHERNDOWNS

REGIONAL

LOCKYERVALLEY

REGIONAL

TOOWOOMBAREGIONAL

SOUTHBURNETTREGIONAL

GOONDIWINDIREGIONAL

NORTH BURNETTREGIONAL

CHERBOURGABORIGINAL

SHIRE

WESTERNDOWNS

REGIONAL

3643

44

210

214

217

219

227

228

244

249

252

253

255

259

264

267

312318

323

334339 349

354

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535

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657

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713715

730731

1450

14911493

1643

1648

16541945

19812002

2016

22592263

2277

2279

2296

2604

2608

Kingaroy

Cherbourg

Tewantin

Nambour

Beaudesert

Ipswich

Gympie

Warwick

Esk

Caboolture

Gatton

BRISBANE

Cleveland

Toowoomba

Gold Coast

Logan

Inset

Legend# Referable Dams

" LGA Centre

Disaster Districts

Local Government Areas

Printed: 13/10/2017

ProducedbyDamSafety,QueenslandWaterSupplyRegulator,WaterSupplyDivision,DepartmentofNaturalResources,MinesandEnergy.

©TheStateofQueensland(DepartmentofNaturalResources,MinesandEnergy)2017

Disclaimer:Whileeverycareistakentoensuretheaccuracyoftheproduct,DepartmentofNaturalResources,MinesandEnergymakesnorepresentationsorwarrantiesaboutitsaccuracy,reliability,completenessorsuitabilityanyparticularpurposeanddisclaimsallresponsibilityandallliability(includingwithoutlimitation,liabilityinnegligence)forallexpenses,losses,damages(includingindirectorconsequentialdamage)andcostswhichyoumightincurasaresultoftheproductbeinginaccurateorincompleteinanywayforanyreason.

12 Appendices


Damsarebuilttocontrolandstorewaterforpurposes

suchasirrigation,hydroelectric,floodmitigation,

recreation,andwaterqualitycontrol.Damscanbe

madefromearth,rocks,concreteandareusually

constructedonrivers.Notalldamsarereferabledams.

Adamonlybecomesareferabledamifitwouldput

populationatrisk(PAR)ifitwastofail.

Adambecomesreferableif:

• afailureimpactassessment(FIA)ofthedamis

carriedoutundertheWaterSupply(Safetyand

Reliability)Act2008(theAct),

• theassessmentstatesthedamhasorwillhavea

category1orcategory2failureimpactrating(FIR),

• thechiefexecutivehasacceptedtheassessment.

Onlyreferabledamsareregulatedfordamsafety

purposes.Theprocessbywhichadamismade

referableisdetailedintheActandisnotreferableif

therearefewerthantwopersonsatrisk.

Referabledamsaredividedintotwocategories:

category1FIR–2ormorepersonsatriskandcategory

2FIR–morethan100personsatrisk.

Furtherinformationonguidelinesassociated

withreferabledamsareavailableonthewebsite

www.dnrme.qld.gov.au10

Dam ID Dam Name

22 MiddleCreekDam

36 LeslieDam

43 TallebudgeraCreekDam

44 LakeMacDonaldDam

96 IbisDam

174 LeichhardtRiverDam

210 AtkinsonDam

211 AwoongaDam

214 BaroonPocketDam

217 BillGunnDam

219 Bjelke-PetersenDam

222 EnvironmentalDam

227 BoondoomaDam

228 BorumbaDam

235 BundooraDam

236 BurdekinFallsDam

239 CallideDam

242 CaniaDam

244 CedarPocketDam

249 ClarendonDam

252 ConnollyDam

253 CoobyCreekDam

254 CoolmundaDam

255 CooloolabinDam

256 CopperfieldRiverGorgeDam

257 CopperlodeFallsDam

258 CorellaDam

259 CressbrookCreekDam

264 EnoggeraDam

266 EungellaDam

267 EwenMaddockDam

268 EJBeardmoreDam

269 FairbairnDam

272 FredHaighDam

276 GlenNivenDam

278 GlenlyonDam


12 Appendices


Dam ID Dam Name

297 JuliusDam

301 KinchantDam

309 LenthallsDam

312 LittleNerangDam

318 MaroonDam

323 MoogerahDam

334 NorthPineDam

337 PalumaDam

339 PerseveranceCreekDam

340 PeterFaustDam

344 RossRiverDam

349 SidelingCreekDam

354 SomersetDam

356 StormKingDam

366 TheresaCreekDam

370 TinarooFallsDam

377 WivenhoeDam

378 WurumaDam

384 ChinamanCreekDam

389 DalrympleBayCoalTerminal–QuarryDam

401 CrooksDam

406 RocklandCreekDam

416 PerryRiverDam

476 GoldCreekDam

520 McKinnonCreekFloodDetentionDam

521 LakeMitchellDam

527 KroombitDam

535 BiggeraCreekFloodDetentionBasin

634 EliCreekEffluentReuseStorageDam

651 ForestLakeDam

657 GordonbrookDam

701 RifleCreekDam

706 HinzeDam

713 LakeManchesterDam

715 LeslieHarrisonDam

730 PoonaDam

Dam ID Dam Name

731 WappaDam

850 StanwellWaterSupplyDam

874 TeemburraDam

1007 HavenPropertyDam

1198 WildRiverDam

1450 SplityardCreekDam

1487 CubbieStation–TopShedDam

1491 TarongPowerStation–CoolingWaterDam

1493 MeanduCreekDam

1510 KoombooloombaDam

1643 SwanbankPowerStation–CoolingWaterDam

1648 LodersCreekFloodDetentionBasin

1654 LakeDennisDam

1755 AndrewDeguaraHoldingsPtyLtdPropertyDam

1822 SouthWalkerMine–DownDipDam

1826 Kelly’sOffstreamStorage

1839 MountMorganWaterSupply–No.7Dam

1945 RosewoodDetentionBasin

1946 MoodyCreekDetentionBasinNo1A

1952 Suhr’sCreekDam

1981 MarburgDetentionBasin

1997 ParadiseDam

2002 CrystalWatersUpperandLowerDams

2016 SpringfieldLakes–HighLevelLake

2031 WoongarraBalancingStorage

2033 MouraOffstreamStorage

2233 IsisBalancingStorage

2259 WyaralongDam

2263 BromeltonOff-StreamStorage

2277 SpringfieldLakes–LowLevelLake

2279 NindooinbahDam

2296 ReckPropertyDam

2427 JandowaeDam

2470 MoodyCreekDetentionBasinNo1

2604 LakesideDam

2608 GordonRoadBardonDetentionBasin

12 Appendices


12 Appendices


APPENDIXE DOCUMENT MAP OF QUEENSLAND DISASTER MANAGEMENT PLANS

disaster Management Act 2003

disaster Management Regulation 2014

district disaster Management plan (ddMp)

state disaster Management plan (sdMp)

Local disaster Management plan (LdMp)

dM Guideline

sta

nd

ard

fo

r d

M in

QL

dp

olicy

Le

gis

lati

on

sta

nd

ard

fo

r d

M in

QL

d

disaster Management strategic policy statement

12 Appendices


ReLATed dOcUMenTs

state policies sdMp

dM plans

dM documents

DCDSS

• OperationalisingHuman

andSocialRecoveryinQLD.

• PeoplewithVulnerabilities

Framework.

• Statementofintent

forHumanandSocial

RecoveryPartners.

• HazardSpecificHumanand

SocialRecoveryGuides.

QLD HEALTH

• MassCasualtyIncidentPlan.

• BloodSupplyEmergency

andContingencyPlan.

• HealthSupportEmergency

ManagementPlan.

• CBRAnnex.

• TsunamiNotification

Arrangements.

• HumanSocialHealthPlan.

QFES/RED CROSS

• QLDEvacuationCentre

ManagementHandbook.

• QLDEvacuationCentre

PlanningToolkit.

• EmergencyRediplan:

HouseholdPreparedness

andPeoplewithaDisability,

FamilyandCarers.

EMA

• NationalStormTide

MappingModelfor

EmergencyResponse.

DATSIP

• QLDGovernment

AboriginalandTorresStrait

IslanderCulturalCapability

TrainingStrategy.

• DistrictDisaster

ManagementPlan.

• LocalDisaster

ManagementPlan.

• QLDRecoveryPlan.

• QLDCounterTerrorismPlan.

• QLDCoastalContingency

ActionPlan.

• QLDPandemic

InfluenzaPlan.

• WildfireMitigationand

ReadinessPlans.

• AnimalandPlantDisease

utilisetheNationalPlan

(AUSVETPLAN;

PLANTPLAN;

AQUAVETPLAN).

• StatePlanningPolicy.

• PolicyforOffers

ofAssistance.

• StrategicPolicy

FrameworkRiverineFlood

RiskManagementand

CommunityResilience.

• QLDStrategyfor

DisasterResilience.

• PartnersinGovernment

Agreement(MOU).

• QLDClimate

AdaptationStrategy.

• TheQLDClimate

TransitionStrategy.

EDUCATION QLD

• EducationQLDuse

ofFacilities.

QFES

• QLDStateNaturalHazard

RiskAssessment2017

• QLDEmergencyRisk

ManagementFramework

-RiskAssessmentProcess

Handbook

• TropicalCycloneStormTide

WarningHandbook.

• BCP–BetterPracticeGuide

forDisasters–AgedCare

Facilities(QFES).

• QLDDisasterManagement

TrainingFramework.

• DisasterManagement

TrainingHandbook.

• KeepingourMobClimate

SafeFactSheet.

DHPW

• TemporaryEmergency

AccommodationSubPlan.

DPC

• CoordinatingPublic

InformationinaCrisis.

DSDMIP

• NaturalDisasterEconomic

RecoveryResponseManual.

QRA

• QLDDisasterReliefand

RecoveryArrangements.

• StateRecovery

CoordinatorGuide.

• EventSpecificRecovery

Planse.g.OperationQLD

RecoveryPlan.

12 Appendices


Theseprincipleswereestablishedin2008bytheCouncilofAustralianGovernments(COAG).

The twelve principles are:

1. Coordinated:awarningsystemshouldavoid

duplicationofeffortwherepossibleandsupport

asharedunderstandingofthesituationamong

differentagenciesinvolvedinmanagingthe

incident.

2. Authoritative and accountable:warningsareto

bedisseminatedonthedecisionofanauthorised

person.Authoritiesshouldbeabletointerrogatethe

systemcomponentsforlateranalysis.

3. Consistent / standards based:theinformation

contentiscoordinatedacrossallofthemechanisms

usedforwarnings.Messagesmustbeconsistent

acrossdifferentsourcesiftheyaretobebelieved

bythegeneralpopulation.Conflictingmessages

tendtocreateuncertaintyandwilldelayresponsive

action.Anyrelevantidentifiedstandardswill

underpintheagreedSystemFramework.

4. Complete:messagecontentshouldincluderelevant

pertinentdetails,includingpossiblyadirectionon

theneedtoconsultothersources,presentedina

waythatiseasilyandquicklyunderstoodbythe

population.Thisincludesmultiplelanguagesinsome

cases,aswellastheuseofmulti-mediaforthose

whoareilliterateorpeoplewithadisability(eg

hearingorvisionimpaired).

5. Multi-modal:warningsaretobedisseminatedusing

avarietyofdeliverymechanismsandinmultiple

informationpresentationformatsthatwill,insome

circumstances,complementeachothertoproduce

acompletepicture,withplanningandprocesses

toallowformaximumreachtoallmembersofthe

communityandtoprovideforredundanciesinthe

caseofcriticalinfrastructurefailure(egpoweror

telecommunications).

6. All hazards:anyemergencywarningsystem

developedwillbecapableofprovidingwarnings,

wherepracticable,foranytypeofemergency.

7. Targeted:messagesshouldbetargetedto

thosecommunitiesatriskinordertoreducethe

complacencythatcanresultfrompeoplereceiving

warningsthatdonotapplytothem–‘overwarning’.

8. Interoperable:hascoordinateddeliverymethods

capableofoperationacrossjurisdictionalborders

forissuingwarnings.

9. Accessible and responsive:capableofresponding

toanddeliveringwarningsinanenvironmentof

demographic,socialandtechnologicalchange.

Recognisethecriticalityofadoptinguniversal

designandaccessprinciples,particularlyinthe

developmentandacquisitionoftechnologies.

10.Verifiable:thecommunityisabletoverifyand

authenticatethewarningstoreduceincidents

ofaccidentalactivationsandpreventmalicious

attemptstoissuefalsealertstoapopulation.

11. Underpinned by education and awareness raising activities:thesystem,anydelivery

mechanismsthatconstituteitandthelanguage

usedinthewarningmessagesitdelivers,should

beunderpinnedbyappropriateeducationand

awarenessraisingactivities.

12. Compatible:withtheexistingtelecommunications

networksandinfrastructurewithoutadversely

impactingonthenormaltelephoneandbroadcast

system.Thesystemshouldavoidanyadverse

operational,technicalorcommercialimplications

fortheprovisionofcurrentcommunications

servicestoconsumersandontheintegrityof

communicationsnetworks.

APPENDIXFPRINCIPLES OF PUBLIC INFORMATION DISSEMINATION

113Queensland State Disaster Management Plan

12 Appendices

12 Appendices


1. www.bom.gov.au

2. www.treasury.qld.gov.au/economy-and-budget/

queensland-economy

3. www.disaster.qld.gov.au/dmp/pages/default.aspx

4. www.disaster.qld.gov.au/dmp/pages/default.aspx

5. qldreconstruction.org.au/u/lib/cms2/Queensland%20

strategy%20for%20disaster%20Resilience%202017.pdf

6. TheGuideline

www.disaster.qld.gov.au/dmg/pages/dM-Guideline.aspx

7. www.legislation.qld.gov.au/LeGisLTn/cURRenT/d/

disastManR14.pdf

8. qldreconstruction.org.au/u/lib/cms2/Qld%20

Recovery%20plan%20caretakers.pdf

9. www.igem.qld.gov.au/assurance-framework/pages/

standard.aspx

10. www.dnrme.qld.gov.au

11. www.premiers.qld.gov.au/about-us/what-we-do/assets/

qld-nsw-mou-2016-2019.pdf

12. www.disaster.qld.gov.au/cdmp/pages/default.

aspx#statewide


default.aspx#standard

14. www.unisdr.org/we/coordinate/sendai-framework

15. www.dilgp.qld.gov.au/planning/state-planning-

instruments/state-planning-policy.html

16. www.disaster.qld.gov.au/dmg/st/documents/H1159-

public-information-crisis-communication-document.pdf

17. www.forgov.qld.gov.au/use-social-media

18. www.qld.gov.au/alerts

19. www.qld.gov.au

20. www.thepremier.qld.gov.au

21. www.ehp.qld.gov.au/assets/documents/climate/qld-

climate-adaptation-strategy.pdf

22. qldreconstruction.org.au/u/lib/cms2/strategic%20

policy%20Framework%20for%20Riverine%20Flood%20

Risk%20Management.pdf

23. www.qld.gov.au/community/documents/disasters-

emergencies/supporting-people-with-vulnerabilities-

framework.pdf

24. www.health.qld.gov.au/__data/assets/pdf_

file/0014/156200/cultural_capability.pdf

25. www.disaster.qld.gov.au/dmg/st/documents/H1027-Quee

nslanddisasterManagementTrainingFramework.pdf

26. www.dmlms.qfes.qld.gov.au

27. knowledge.aidr.org.au/resources/handbook-8-lessons-

management

28. getready.qld.gov.au/homepage

29. floodwatersafety.initiatives.qld.gov.au/prepare-stay-safe

30. www.stormsafe.com.au

31. www.ruralfire.qld.gov.au/BushFire_safety/pages/

Operation-cool-Burn.aspx

32. www.qld.gov.au/emergency/dealing-disasters/prepare-

for-disasters

33. www.disaster.qld.gov.au/pages/default.aspx

34. www.ses.qld.gov.au/pages/default.aspx

35. www.qfes.qld.gov.au/community-safety/pages/default.

aspx

36. www.dilgp.qld.gov.au/local-government-directory/search-

the-local-government-directory.html

37. volunteeringqld.org.au

38. www.tmr.qld.gov.au/Travel-and-transport

39. closures.det.qld.gov.au

40. www.daf.qld.gov.au

41. www.rspcaqld.org.au

42. www.forgov.qld.gov.au/documents/directive/1014/critical-

response-and-recovery

43. register.redcross.org.au

44. www.health.qld.gov.au/public-health/disaster

45. www.dews.qld.gov.au/who-contact

46. www.disaster.qld.gov.au/dmg/Response/pages/5-5.aspx

47. volunteeringqld.org.au/services/emergency-volunteering

48. www.disaster.qld.gov.au/dmg/pages/dM-Guideline-2.

aspx#7.6

49. www.givit.org.au

50. aidr.infoservices.com.au/collections/handbook

APPENDIXGWEBSITE LINKS

http://www.bom.gov.au

http://www.treasury.qld.gov.au/economy-and-budget/queensland-economy

http://www.treasury.qld.gov.au/economy-and-budget/queensland-economy






http://www.legislation.qld.gov.au/LEGISLTN/CURRENT/D/DisastManR14.pdf

http://www.legislation.qld.gov.au/LEGISLTN/CURRENT/D/DisastManR14.pdf



http://www.igem.qld.gov.au/assurance-framework/Pages/standard.aspx

http://www.igem.qld.gov.au/assurance-framework/Pages/standard.aspx


http://www.premiers.qld.gov.au/about-us/what-we-do/assets/qld-nsw-mou-2016-2019.pdf

http://www.premiers.qld.gov.au/about-us/what-we-do/assets/qld-nsw-mou-2016-2019.pdf



http://www.igem.qld.gov.au/assurance-framework/Pages/default.aspx#standard

http://www.igem.qld.gov.au/assurance-framework/Pages/default.aspx#standard

http://www.unisdr.org/we/coordinate/sendai-framework





http://www.forgov.qld.gov.au/use-social-media

http://www.qld.gov.au/alerts

http://www.qld.gov.au

http://www.thepremier.qld.gov.au






http://www.qld.gov.au/community/documents/disasters-emergencies/supporting-people-with-vulnerabilities-framework.pdf



http://www.health.qld.gov.au/__data/assets/pdf_file/0014/156200/cultural_capability.pdf

http://www.health.qld.gov.au/__data/assets/pdf_file/0014/156200/cultural_capability.pdf



http://www.dmlms.qfes.qld.gov.au

http://knowledge.aidr.org.au/resources/handbook-8-lessons-management

http://knowledge.aidr.org.au/resources/handbook-8-lessons-management

http://getready.qld.gov.au/homepage

http://floodwatersafety.initiatives.qld.gov.au/prepare-stay-safe

http://www.stormsafe.com.au

http://www.ruralfire.qld.gov.au/BushFire_Safety/Pages/Operation-Cool-Burn.aspx

http://www.ruralfire.qld.gov.au/BushFire_Safety/Pages/Operation-Cool-Burn.aspx

http://www.qld.gov.au/emergency/dealing-disasters/prepare-for-disasters

http://www.qld.gov.au/emergency/dealing-disasters/prepare-for-disasters


http://www.ses.qld.gov.au/Pages/default.aspx

http://www.qfes.qld.gov.au/community-safety/Pages/default.aspx

http://www.qfes.qld.gov.au/community-safety/Pages/default.aspx



http://volunteeringqld.org.au

http://www.tmr.qld.gov.au/Travel-and-transport

http://closures.det.qld.gov.au

http://www.daf.qld.gov.au

http://www.rspcaqld.org.au

http://www.forgov.qld.gov.au/documents/directive/1014/critical-response-and-recovery

http://www.forgov.qld.gov.au/documents/directive/1014/critical-response-and-recovery

http://register.redcross.org.au

http://www.health.qld.gov.au/public-health/disaster

http://www.dews.qld.gov.au/who-contact

http://www.disaster.qld.gov.au/dmg/Response/Pages/5-5.aspx

https://volunteeringqld.org.au/services/emergency-volunteering



http://www.givit.org.au

http://aidr.infoservices.com.au/collections/handbook

12 Appendices


51. www.disasterassist.gov.au/documents/natural-

disaster-Relief-and-Recovery-Arrangements/ndRRA-

determination-2017.pdF

52. www.igem.qld.gov.au/reports-and-publications/

documents/dM-Research-Framework.pdf


default.aspx


prioritisation-Tool.aspx

55. www.communities.qld.gov.au/resources/multicultural/

policy-governance/lsp-policy.pdf

56. www.communities.qld.gov.au/resources/multicultural/

policy-governance/lsp-guidelines.pdf

http://www.disasterassist.gov.au/Documents/Natural-Disaster-Relief-and-Recovery-Arrangements/NDRRA-determination-2017.PDF



http://www.igem.qld.gov.au/reports-and-publications/Documents/DM-Research-Framework.pdf

http://www.igem.qld.gov.au/reports-and-publications/Documents/DM-Research-Framework.pdf

http://www.igem.qld.gov.au/assurance-framework/Pages/default.aspx

http://www.igem.qld.gov.au/assurance-framework/Pages/default.aspx

http://www.igem.qld.gov.au/assurance-framework/Pages/Prioritisation-Tool.aspx

http://www.igem.qld.gov.au/assurance-framework/Pages/Prioritisation-Tool.aspx

http://www.communities.qld.gov.au/resources/multicultural/policy-governance/lsp-policy.pdf

http://www.communities.qld.gov.au/resources/multicultural/policy-governance/lsp-policy.pdf

http://www.communities.qld.gov.au/resources/multicultural/policy-governance/lsp-guidelines.pdf

http://www.communities.qld.gov.au/resources/multicultural/policy-governance/lsp-guidelines.pdf


12 Appendices

Published by the Queensland Government

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