Cairns District Disaster Management Plan · 2019-08-12 · Cairns District Disaster Management Plan...

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Cairns District Disaster Management Plan Cairns District Disaster Management Plan - July 2017 Cairns District Disaster Management Plan Produced by the Cairns Disaster District Management Group under the provisions of the Disaster Management Act 2003 Revised: July 2017

Transcript of Cairns District Disaster Management Plan · 2019-08-12 · Cairns District Disaster Management Plan...

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Cairns District Disaster Management Plan

Cairns District Disaster Management Plan - July 2017

Cairns District Disaster Management Plan

Produced by the Cairns Disaster District Management Group under the provisions of the Disaster Management Act 2003

Revised: July 2017

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Foreword “Natural disasters have a significant economic, social, environmental and political impact on the community. While some of the impacts of natural disasters can be mitigated, the risk cannot be completely eliminated. Therefore, decisions regarding what risks are acceptable need to be made by those involved in managing natural hazard impacts. Tropical cyclones, floods, severe storms and bushfires and the phenomena that they produce have had by far the greatest impact historically in Australia. However, a single event, such as a moderate earthquake in Sydney, could change the historical picture of natural hazards. It is for this reason that modelling potential impacts for a full range of small through to extreme events, and considering the potential impacts of climate change, is important. The study of prehistoric impacts of natural hazards can be useful in extending the knowledge provided by historical records. The socioeconomic cost and natural disaster policy, as much as the spatial and temporal distribution of both hazards and communities, need to be considered when managing the impact of natural disasters. A hazard develops into a disaster when it has a widespread or concentrated negative impact on people. While Australia’s growing economy and technological advances may assist in managing disasters, they also make communities more vulnerable to the potential impact of hazards. This occurs through the increase and concentration of the population and the built environment, and a greater reliance on infrastructure such as power and water supplies. The difficulty of measuring the actual impact of a natural disaster on the community continues to be a major challenge because of the complexities in assessing loss. Intangible losses, such as destruction of personal memorabilia and the effects of post-disaster stress, are particularly difficult to measure. Though insured losses are the most easily captured, they are only a small proportion of total losses. These challenges need to be kept in mind when measuring and communicating ‘impact’. A key to reducing the overall risk is for those who play a role in the management of natural hazards to work closely with the wider community, as well as with each other.” (Australian Government, Geoscience Australia: Chapter Two, Impact of Natural Disasters

The philosophy underpinning ‘Disaster Management’ planning in Queensland is based on the nationally recognised ‘Comprehensive approach’ principles of ‘Prevention, Preparedness, Response and Recovery’. These principles are referred to in the Disaster Management Act (QLD) 2003- Reprinted as in force on 1 November 2010. These principles are referred to at Part 3 of the Disaster Management Act (QLD) 2003.

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Endorsement: The preparation of the Cairns District Disaster Management Plan has been

undertaken in accordance with the Disaster Management Act 2003 (DM Act), to provide for effective disaster management in the Cairns District. The plan is

endorsed for distribution by the Cairns District Disaster Management Group. Brett Schafferius District Disaster Coordinator Cairns District Disaster Management Group Date:

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Contents Foreword.................................................................................................................... 2 Endorsement..............................................................................................................6 Contents..................................................................................................................... 7 Document Control ...................................................................................................11 AmendmentControl................................................................................................ 11 Amendment Register ............................................................................................. 11 Distribution.............................................................................................................. 12 Definitions................................................................................................................ 13 Abbreviations and Acronyms................................................................................. 16

Administration and Governance ........................................................................ 17 Authority to Plan..................................................................................................... 17 Purpose..................................................................................................................... 17 Objectives................................................................................................................. 17 Strategic Policy Framework.................................................................................. 17 Scope......................................................................................................................... 18 Disaster Management Priorities ........................................................................... 20 Review and Renew Plan......................................................................................... 20 Review of Disaster Management Arrangements ..................................... .......... 22 District Disaster Management Group................................................................... 23 Establishment ......................................................................................................... 23 Roles and Responsibilities..................................................................................... 27

Meetings .................................................................................................................. 39 Meeting Types.......................................................................................................... 39 Times and Places .................................................................................................... 39 Meeting Agenda............................................................................................. 41

Meeting Papers................................................................................................41

Meeting Minutes..................................................................................................... 45 Resolutions...................................................................................................... 46 Advisors to the DDMG............................................................................................ 47 SDCG BriefingPaper/NotingBrief................................................................. 47 Records Management..................................................................................... 50 Disaster Risk Management............................................................................... 51 Geographic Overview/Community Context........................................................... 51 Climate and Weather........................................................................................ 52 Services............................................................................................................. 52 Industry ............................................................................................................... 52 Local Government Arrangements …………........................................................... 52 Cairns Regional Council......................................................................................... 52 Cook Shire Council ................................................................................................. 56 Aurukun Shire Council .......................................................................................... 58 Hope Vale Shire Council......................................................................................... 60

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Kowanyama Shire Council..................................................................................... 62 Lockhart River Shire Council ............................................................................... 64 Mapoon Shire Council ........................................................................................... 68

Napranum Shire Council ............................................................................... 69 Northern Peninsula Area Regional Council ................................................ 70 Pormpuraaw Shire Council............................................................................ 70

Torres Shire Council ....................................................................................... 71

Torres Strait Island Regional Council.......................................................... 75 Weipa Town Council...................................................................................... 78

Wujal Wujal Shire Council............................................................................ 81

Yarrabah Shire Council................................................................................... 85 Risk Assessment............................................................................................. 86 Risk Treatment............................................................................................... 87 CapacityBuilding.......................................................................................... 88 Community Awareness................................................................................... 88 Training ........................................................................................................... 88 Exercises........................................................................................................... 89 Response Strategy........................................................................................... 90 Warning Notification and Dissemination .................................................... 90

Activation......................................................................................................... 91 Alert .................................................................................................................. 92 Lean Forward ................................................................................................. 93 Stand Up ......................................................................................................... 93 Stand Down...................................................................................................... 93 District Disaster coordination Centre.......................................................... 93 Concept of Operations for Response ............................................................ 93 Operational Reporting ............................................................................... 93 Financial Management .................................................................................. 94

Media Management........................................................................................ 94 Accessing Support and Allocation of Resources.......................................... 94 Disaster Declaration..................................................................................... 95 Resupply.......................................................................................................... 96 Functional Plans ........................................................................................... 102 Hazard Specific Arrangements................................................................... 102 Tropical Cyclone/Storm............................................................................... 103 Storm Surge/Tide ...................................................................................... 105 Flooding.......................................................................................................... 106 Tsunami......................................................................................................... 107 Landslip......................................................................................................... 107 Fire Rural...................................................................................................... 108 Earthquake.................................................................................................... 108 Exotic Animal and Plant Disease................................................................ 109

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Fire Urban...................................................................................................... 110 Marine Oil Spill..............................................................................................110 CBR................................................................................................................. 110 Mass Casualty Transport Incident............................................................. 110 Terrorist Incident.........................................................................................110 Summary............................................................................................... …….111 RecoveryStrategy.......................................................................................... 113 Scope.......................................................................................................... ….113 FunctionsofRecovery.................................................................................... 113 Parameters and Constraints........................................................................ 115

Cairns District Disaster Community Recovery Committee Membership and Functions....................................................................................................... 115 Community Recovery Responsibilities...................................................... 121 Scale and Impact of Disaster Events......................................................... 124 Post Disaster Assessment............................................................................ 127 Activation....................................................................................................... 127 Immediate/short term recovery.................................................................. 127 TransitionTriggers........................................................................................ 127

Medium/Long Term Recovery.................................................................... 128

DistrictActions/Resources........................................................................... 128 Transitiontonormalbusiness....................................................................... 128 District Recovery Group ............................................................................ 129 Annexure Index............................................................................................. 130 Distribution List............................................................................................ 131 Cairns District Risk Register........................................................................ 134 Cairns District Risk Treatment Plan.......................................................... 158 District Levels of Activation......................................................................... 159 Terms of Reference....................................................................................... 160 Membership................................................................................................... 164 Notification of Change to DDMG Member Incumbent.................... 166 Local Government Appointment Notification Letter.............................. 168 Government Department Appointment Notification Letter.................. 170 Request to Change Chairperson / Deputy Chairperson Appointment. 172 Notification of Current Chairperson Deputy Chairperson Incumbent.173

Letter Requesting Change of DDMG Executive Officer........................... 175 Notification of Current DDMG Executive Officer Incumbent............... 176 Establishment of a Temporary Disaster District Group Membership... 178 Induction Checklist for new DDMG Members......................................... 180 Authorisation to Appoint a Deputy ............................................................ 182 DDMG Ordinary Meeting Checklist........................................................... 185 DDMG Attendance Sheet............................................................................ 186 DDMG Progressive Meeting Attendance Sheet ....................................... 187

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Meeting Briefing Template........................................................................... 190 Flying Minute Template............................................................................... 192

Agenda Template ........................................................................................ 193 Extraordinary Meeting Agenda Template................................................. 195 Noting Brief Template ............................................................................... 196 DDMG Member Status Report.................................................................. 198 Meeting Minutes Template.......................................................................... 202 Resolution Statement................................................................................... 205 Resolution Register...................................................................................... 205 DDMG Correspondence Register…................................................. 209 SDCG Noting Brief Template............................................................ 211 Essential Supplies Guidelines............................................................213 Essential Supplies Guidelines............................................................215

Document Control Amendment Control The Cairns District Disaster Management Plan is a controlled document and is identified by a number which appears on the front cover of each Plan. Unauthorised reproduction of this Plan is expressly prohibited. The controller of the document is the Cairns District Disaster Coordinator (DDC). Any proposed amendments to this plan should be forwarded in writing to:

Cairns District Disaster Coordinator Far North Police District Office Level 1, 17-19 Sheridan Street PO Box 7419 CAIRNS QLD 4870

The DDC may approve inconsequential amendments to this document. Any changes to the intent of the document must be endorsed by the District Disaster Management Group (DDMG). A copy of each amendment is to be forwarded to those identified in the distribution list. On receipt, the amendment is to be inserted into the document and the Amendment Register updated and signed.

Amendment Register Document the history of amendment to the plan.

Amendment Plan Updated

No/Ref Issue Date Inserted by Purpose

01 November 2012 XO Cairns DDMG

In response to the 2012 R & A process

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02 October 2013 XO Cairns DDMG

In response to the 2013 R & A process

03 July 2014 XO Cairns DDMG

In response to the 2014 R & A process

04 September 2015 XO Cairns DDMG In response to the 2015 R & A process

05 September 2016 XO Cairns DDMG In response to the 2016 R & A process

06 July 2017 XO Cairns DDMG In response to the 2017 R & A process

Distribution The Cairns District Disaster Management Plan is available for inspection, free of charge, by members of the public at the places the chairperson of the group considers appropriate. In the case of the Cairns District, this will be the Queensland Police Service web site where it is available in written or electronic (pdf) form. http://www.police.qld.gov.au/Regional+Policing/northern/ This plan has been distributed in accordance with the distribution list at Annexure A.

Definitions Upon completion of the main body of your plan check and update the following list of definitions relevant to the contents of your plan.

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District Disaster Management Group

The group established in accordance with s22 of the Act to provide coordinated State Government support and resources to LDMGs on behalf of local governments.

Advisor A person invited to participate in the business of the DDMG in an advisory capacity on an as-needed basis.

Chair The person appointed by the Commissioner, Queensland Police Service as the Chair of the DDMG. The Chair of the group is the District Disaster Coordinator.

Coordination The bringing together of organisations to ensure effective disaster management before, during and after an event. It is primarily concerned with systematic acquisition and application of resources (people, material, equipment, etc) in accordance with priorities set by disaster management groups. Coordination operations horizontally across organisations and agencies.

Deputy Chair The person appointed by the Commissioner, Queensland Police Service as the Deputy Chair of the DDMG.

Disaster A serious disruption in a community, caused by the impact of an event, that requires a significant coordinated response by the State and other entities to help the community recover from the disruption. (Disaster Management Act 2003)

Disaster District Part of the state prescribed under a regulation as a disaster district.

Disaster Management Arrangements about managing the potential adverse effect of an event, including, for example, arrangements for mitigating, preventing, preparing for, responding to and recovering from a disaster. (Disaster Management Act 2003)

Disaster mitigation The taking of preventative measures to reduce the likelihood of an event occurring or, if an event occurs, to reduce the severity of the event. (Disaster Management Act 2003)

Disaster operations Activities undertaken before, during or after an event happens to help reduce loss of human life, illness or injury to humans, property loss or damage, or damage to the environment, including, for example, activities to mitigate the adverse effects of the event. (Disaster Management Act 2003)

Disaster response The taking of appropriate measures to respond to an event, including action taken and measures planned in anticipation of, during, and immediately after an event to ensure that its effects are minimised and that persons affected by the event are given immediate relief and support. (Disaster Management Act 2003)

Disaster response operations

The phase of disaster operations that relates to responding to a disaster. (Disaster Management Act 2003)

Disaster recovery operations

The phase of disaster operations that relates to recovering from a disaster. (Disaster Management Act 2003)

Disaster risk assessment The process used to determine risk management priorities by evaluating and comparing the level of risk against predetermined standards, target risk levels or other criteria. (COAG, Natural Disasters in Australia: Reforming mitigation, relief and recovery arrangements: 2002)

Disaster District Coordinator

A person appointed under the Disaster Management Act 2003 who is responsible for the coordination of disaster operations in the disaster district for the District Disaster Management Group.

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District Disaster Management Plan

A plan prepared in accordance with s53 of the Act, that documents planning and resource management to counter the effects of a disaster within the disaster district.

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Event (1) Any of the following: a. a cyclone, earthquake, flood, storm, storm tide, tornado, tsunami, volcanic eruption or other natural happening b. an explosion or fire , a chemical, fuel or oil spill, or a gas leak c. an infestation, plague or epidemic (example of an epidemic – a prevalence of foot-and-mouth disease) d. a failure of, or disruption to, an essential service or infrastructure e. an attack against the state f. another event similar to an event mentioned in (a) to (e).

2) An event may be natural or caused by human acts or omissions. (Disaster Management Act 2003)

Executive Officer DDMG A Police officer appointed to the position of Executive Officer to the district group by the Commissioner, Queensland Police Service.

Executive Team The Chair, Deputy Chair and Executive Officer.

Extraordinary Meeting A meeting convened by the Chair in response to an operational event both inside and outside the disaster district.

Functional Lead Agency An agency allocated responsibility to prepare for and provide a disaster management function and lead relevant organisations that provide a supporting role.

Guidelines Guidelines are developed under s63 of the Act to inform the SDCG, DDMGs and local governments about the preparation of disaster management plans, matters to be included in disaster management plans and other appropriate matters about the operation of a DDMG or LDMG.

Hazard A source of potential harm, or a situation with a potential to cause loss. (Emergency Management Australia, 2004)

Local Disaster Coordinator A person appointed under the Act who is responsible for the coordination of disaster operations for the LDMG.

Local Disaster Management Group

The group established in accordance with s29 of the Act to support the disaster management and operational activities of local governments.

Local Disaster Management Plan

A plan that documents agreed arrangements that are in place to deal with disaster events within the local government’s area of responsibility.

Member A person officially appointed as a member of the DDMG. Members have voting rights to validate the business of the group.

Ordinary Meeting A DDMG meeting which is scheduled and convened on a regular basis at an agreed time (set by the Chair) to discuss routine business of the group.

Post-disaster Assessment Addresses performance during and the risks revealed by a disaster event in order to improve future development of mitigation measures. Post-disaster assessment forms part of continuous improvement of the whole system. (Adapted from COAG, Natural Disasters in Australia: Reforming mitigation, relief and recovery arrangements: 2002)

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Primary Agency An agency allocated responsibility to prepare for and respond to a specific hazard based on their legislated and/or technical capability and authority.

Queensland disaster management arrangements

Whole-of-government arrangements to ensure the collaborative and effective coordination of planning, services, information and resources for comprehensive disaster management.

Recovery The taking of preventative measures to recover from an event, including action taken to support disaster-affected communities in the reconstruction of infrastructure, the restoration of emotional, social, economic and physical wellbeing, and the restoration of the environment. (Disaster Management Act 2003)

Relief The provision of immediate shelter, life support and human needs of persons affected by, or responding to, an emergency.

Residual Risk The risk remaining after risk treatment. Residual risk can contain unidentified

risk. Residual risk can also be known as ‘retained risk’. (ISO Guide 73:2009 Risk management – Vocabulary)

Risk The effect of uncertainty on objectives. (ISO Guide 73:2009 Risk management – Vocabulary)

Risk Management Coordinated activities to direct and control a community or organisation with regard to risk. (Adapted from ISO Guide 73:2009 Risk management – Vocabulary)

Risk Register A listing of risk statements describing sources of risk and elements at risk with assigned consequences, likelihoods and levels of risk.

Risk Treatment Process of selection and implementation of measures to modify risk. (National Emergency Risk Assessment Guidelines)

Serious Disruption Serious disruption means: (a) loss of human life, or illness or injury to humans; or (b) widespread or severe property loss or damage; or (c) widespread or severe damage to the environment. (Disaster Management Act 2003)

State Disaster Coordinator A person appointed under the Act who is responsible for the coordination of disaster response operations for the SDCG.

State Recovery Coordinator A person appointed under the Disaster Management Act 2003 who is responsible for the coordination of disaster recovery operations for the State Disaster Management Group.

State Disaster Management Plan

A planning tool for disaster managers which provides an overview of Queensland’s disaster management arrangements, including agency roles and responsibilities.

State Recovery Coordinator A person appointed under the Act who is responsible for the coordination of disaster recovery operations for the SDCG.

Temporary District Disaster Management Group

A DDMG established under the Act by the SDCG Chair, in consultation with the Commissioner, Queensland Police Service, as a temporary district group to manage a disaster across two or more affected disaster districts.

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Abbreviations and Acronyms Upon completion of the main body of your plan check and update the following list of abbreviations and acronyms used within the plan.

DDC District Disaster Coordinator

DDCC District Disaster Coordination Centre

DDMG District Disaster Management Group

DDMP District Disaster Management Plan

LDC Local Disaster Coordinator

LDCC Local Disaster Coordination Centre

LDMG Local Disaster Management Group

LDMP Local Disaster Management Plan

NDRRA Natural Disaster Relief and Recovery Arrangements

NGO Non-Government Organisation

QDMA Queensland disaster management arrangements

QPS Queensland Police Service

SDC State Disaster Coordinator

SDCC State Disaster Coordination Centre

SDCG State Disaster Coordination Group

SDMP State Disaster Management Plan

SDRA State Disaster Relief Arrangements

SITREP Situation Report

SOP Standard Operating Procedure

SPF Disaster Management Strategic Policy Framework

the Act Disaster Management Act 2003

the Minister Minister for Police, Fire and Emergency Services

XO Executive Officer

Administration and Governance

Authority to Plan This district disaster management plan is prepared under the provisions of Section 53 of the Disaster Management Act (‘Act’).

Purpose

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This plan details the arrangements within the Cairns Disaster District to provide whole-of-government planning and coordination capability to support local governments in disaster management and disaster operations.

Objectives The objective of the Cairns District Disaster Management Plan is to facilitate the implementation of effective and efficient disaster management strategies and arrangements including: • the development, review and assessment of effective disaster management for the district including

arrangements for mitigating, preventing, preparing for, responding to and recovering from a disaster;

• compliance with the State Disaster Management Group’s (SDCG) Strategic Policy Framework ; the

State Disaster Management Plan; the District Disaster Management Guidelines; and any other Guidelines relevant to district level disaster management and disaster operations.

• the development, implementation and monitoring of priorities for disaster management for the

district.

Strategic Policy Framework Disaster management and disaster operations in the Cairns District are consistent with the Disaster Management Strategic Policy Framework. This is achieved by: • ensuring a comprehensive, all hazards, all agencies approach by achieving the right balance of

prevention, preparedness, response and recovery; • supporting the mainstreaming of disaster preparedness and mitigation into relevant areas of

activity of government, non-government, small business and corporations; • aligning disaster risk reduction, disaster mitigation, disaster resilience and climate change

adaptation policy and actions with international and national reforms; • promoting a transparent, systematic and consistent approach to disaster risk assessment and

management, based on the National Emergency Risk Assessment Guidelines and the Australian/New Zealand Standard AS/NZS ISO 31000:2009 Risk management – Principles and guidelines;

• recognising the commitment of stakeholders and the need for collaboration across all levels of

government, community, industry, commerce, government owned corporations, private and volunteer organisations, and local communities in all aspects of disaster management;

• emphasising building and maintaining sincere relationships, trust, teamwork, consultative

decision making and shared responsibilities among stakeholders; and • promoting community resilience and economic sustainability through disaster risk reduction. Scope In accordance with Section 49 of the Disaster Management Act 2003, this disaster management plan is to prepared to:

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a) outline the State group’s strategic policy framework, and the concepts and principles for disaster management in Queensland; outline the structure, responsibilities and arrangements of committees at state, Disaster district and Local government level;

b) outline the roles and responsibilities of those departments and agencies who have been allocated a functional role;

c) provide for the coordination of disaster operations and activities; d) identify events that are likely to happen and outline priorities for disaster management in the State; e) provide for the activation of the Arrangements in support of State operations; f) include matters stated in the disaster management guidelines; and g) specify responsibilities for annual reporting in relation to disaster management. This plan details the arrangements necessary to undertake disaster management within the Cairns disaster district. This includes the local government areas of: Cairns Regional Council Cook Shire Council Douglas Shire Council Aurukun Shire Council Hopevale Aboriginal Shire Council Kowanyama Aboriginal Shire Council Lockhart River Aboriginal Shire Council Mapoon Aboriginal Shire Council Napranum Aboriginal Shire Council Northern Peninsula Area Regional Council Pormpuraaw Aboriginal Shire Council Torres Shire Council Torres Strait Island Regional Council Weipa Town Authority Wujal Wujal Aboriginal Shire Council Yarrabah Aboriginal Shire Council

Disaster Management Priorities Implement effective governance through sound performance management and a focus on continuous improvement.

• Ensure consistent application of legislation, regulations and supporting policies. • Establish a formal reporting system that ensures that evaluation analysis is captured and

communicated.

• Monitor and evaluate the disaster management arrangements to: - streamline arrangements;

- develop clear accountability, including defined roles and responsibilities at all levels of the disaster management arrangements;

- improve the communication flow process; and

- develop whole-of-government media and community engagement arrangements.

• Integrate effective disaster risk reduction initiatives into strategic and corporate plans at all levels of government, industry and commerce.

• Ensure clear and transparent decision making through collaboration, cooperation and

communication.

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The priorities are in line with the DDMG Annual Operational Plan as the tool used to outline, implement, manage and monitor current disaster management priorities for the Cairns District.

1. Building capacity and capability of all 16 LDMGS including the development of their respective LDMPS. The process will include the education of members regarding how the Queensland Disaster Management Arrangements (QDMA) operate

2. Enhance the capability of the Cairns DDMG in terms of developing and implementing

functional committees and functional plans. A more effective DDMG will provide greater assistance to the DDC in terms of preparation, response and recovery issues

3. Develop capacity and capability of police officers across the disaster district through a

greater understanding of the QDMA where upon it is used as a platform for a strengthened collaborative approach with their local LDMGS

4. Build greater efficiency and effectiveness to the Cairns District Disaster Coordination

Centre (DDCC)

5. Enhance the understanding of all levels of management across all core member agencies, non-core member agencies, advisory groups and non-government organisations

Review and Renew Plan The Cairns District Disaster Management Group will review, or renew the District Disaster Management Plan when the group considers it appropriate and will review the effectiveness of the plan at least annually. The content of this plan will be reviewed in the following manner: DDMG Plan Annual review The DDMG planning group will facilitate an annual review of the plan. • May – Jul - review by DDMG Committee. • Aug – Sep - proposals for amendment forwarded to planning group for consideration. • Oct - amendments are ratified at DDMG meeting and implemented. Functional Sub – plans The sub-plans produced by the various functional committees shall be reviewed annually by the respective committee as follows: • May – Jul - review of sub-plan’s by functional committees.. • Aug – Sep - proposals for amendment submitted to DDMG for consideration. • Oct - amendments are ratified at DDMG meeting and implemented. Review of plans after an event At the conclusion of any event which has activated this plan and/or a functional committee sub-plan a debrief will occur. A critical aspect of the debriefing process will be to analyse the application of the plan/sub-plan. Any recommendations made from the debrief process are to be submitted in writing to the DDC for consideration by the DDMG.

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Review of Disaster Management Arrangements In accordance with Section 23 of the Act it is a function of the DDMG to regularly review and assess the disaster management of local groups in the district This will be conducted annually and arranged by the Executive Officer:

District Disaster Management Group Establishment The District Disaster Management Group (DDMG) is established under s. 22 of the Disaster Management Act 2003 (the DM Act). A District Disaster Management Group has been established for the Cairns Disaster District.

Role The Cairns DDMG comprises representatives from regionally based Queensland (Qld) government agencies, government owned corporations, non-government organisation, industry and commerce and key community representatives, who can provide and coordinate whole-of-Government support and resource gap assistance to disaster-stricken communities. The Cairns DDMG perform a ‘middle management’ function within Qld disaster management arrangements (QDMA) by providing coordinated state government support when requested by Local Disaster Management Groups (LDMGs) on behalf of local governments.

Functions (s. 23 of the DM Act) Under the DM Act, the Cairns District Disaster Management Group has the following functions for which it is established—

(a) to ensure that disaster management and disaster operations in the district are consistent with the

State group’s strategic policy framework for disaster management for the State; (b) to develop effective disaster management for the district, including a district disaster

management plan, and regularly review and assess that disaster management; (c) to provide reports and make recommendations to the State group about matters relating to

disaster management and disaster operations in the district; (d) to regularly review and assess the disaster management of local groups in the district; (e) to ensure that any relevant decisions and policies made by the State group are incorporated in its

disaster management, and the disaster management of local groups in the district; (f) to ensure the community is aware of ways of mitigating the adverse effects of an event, and

preparing for, responding to and recovering from a disaster; (g) to coordinate the provision of State resources and services provided to support local groups in the

district; (h) to identify resources that may be used for disaster operations in the district;

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(i) to make plans for the allocation, and coordination of the use, of resources mentioned in paragraph (h);

(j) to establish and review communications systems in the group, and with and between local groups

in the district, for use when a disaster happens; (k) to ensure information about an event or a disaster in the district is promptly given to the State

group and each local group in the district; (l) to prepare, under section 53, a district disaster management plan; (m) to perform other functions given to the group under this Act; (n) to perform a function incidental to a function mentioned in paragraphs (a) to (m).

Prevention functions Functions Lead Agency

Natural Disaster Resilience Program DILGP

Land use planning Local government

Preparedness functions Functions Lead Agency

Community education QFES Planning and arrangements All agencies

Training and education QFES Exercises All agencies

Communication Department of the Premier and Cabinet

Response functions Functions Lead Agency Operational planning All agencies Response Queensland Police Service Declaration of disaster situation Queensland Police Service and QFES Hazard analysis and modelling QFES Warnings QFES Resupply QFES Logistics support QFES Evacuation management Queensland Police Service Search and rescue Queensland Police Service Emergency medical retrieval Queensland Ambulance Service and Queensland Health Offers of assistance Department of Communities, Child Safety and Disability

Services (corporate offers of assistance and for directing offers of volunteering through appropriate channels, specifically the Volunteering Crew Service)

Financial management and NDRRA cost substantiation All agencies Situational reporting All agencies Emergency supply Department of Community Safety Impact assessment Impact Assessment – 0-72 hours / 3 days QFES Damage

Assessment – 3-14 days Queensland Reconstruction Authority

Mass casualty and mass fatality management Queensland Health and Queensland Ambulance Service Debriefs, review and assessment All agencies

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Recovery functions Functions Lead Agency

Economic Recovery Department of State Development

Environmental Recovery Department of Environment and Heritage Protection

Human and Social Recovery Department of Communities, Child Safety and Disability Services

Roads and Transport Recovery Department of Transport and Main Roads

NDRRA and SDRA coordination (coordination function) Queensland Reconstruction Authority

Water Entities Local Government

Energy infrastructure (electricity, gas, fuel) Water Supply and Sewerage Infrastructure

Department of Energy and Water Supply

Building Recovery Department of Housing and Public Works

Membership (s. 24 (1) of the DM Act) Legislated A DDMG consists of the following members:

(a) the person appointed as the district disaster coordinator (DDC) of the DDMG under section 25(1)(a);

(b) the person appointed as the deputy chairperson of the DDMG under section

25(1)(b); (c) a person appointed by—

(i) if there is 1 local government only in the disaster district for the DDMG—the local government; or

(ii) if there are 2 or more local governments in the disaster district and none of the local governments unite under section 313—each local government; or

(iii) if there are 2 or more local governments in the disaster district and all the local governments unite under section 31—each combined local government; or

(iv) if there are 3 or more local governments in the disaster district and not all the local governments unite under section 31—

(A) each local government that does not unite; and

(B) each combined local government;

(d) a number of persons, each of whom represents a department the executive officer of the SDCG considers appropriate to be represented on the group, having regard to effective disaster management for the disaster district;

(e) any other person appointed by the executive officer of the SDCG that the executive officer considers appropriate to be a member of the DDMG, having regard to effective disaster management for the disaster district.

The Cairns DDMG is comprised of persons and representatives as nominated in section 24: ‘Membership’ of the Disaster Management Act 2003 including: • Chairperson, Cairns District Disaster Coordinator; • Deputy Chairpersons, Cairns District Disaster Management Group; • Executive Officer, Cairns District Disaster Management Group

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• A representative of each local government, or combined local governments, as the case may be, within the Cairns Disaster District (currently 16 local government areas); and

• Persons representing departments whom the Executive Officer of the SDCG in consultation with the DDC considers appropriate to be represented on the group.

Cairns DDMG members are appointed in accordance with s. 24 of the Act. Whilst the Act appointments are to “a person” or “persons” in s. 24, these persons will be appointed by agency positions in accordance with the Acts Interpretation Act 1954 s. 24A(1)(e). The Cairns DDMG is comprised of representatives who are deemed to have the necessary expertise or experience in assisting with a comprehensive, all-hazards, all agencies approach to disaster management. It is the role and responsibility of Cairns DDMG members to actively participate in the DDMG to ensure the legislative functions are fulfilled, including as appropriate performing functional lead agency roles in a district context.

Cairns DDMG member responsibilities In undertaking their normal Cairns DDMG responsibilities, members should ensure they: • attend Cairns DDMG activities with a full knowledge of their agency resources and services and the

expectations of their agency; • are available and appropriately briefed to actively participate in Cairns DDMG activities to ensure

that plans, projects and operations use the full potential of their agency or function, while recognising any resource or capacity limitations;

• are appropriately positioned within their agency to be able to commit agency resources to Cairns DDMG normal business activities;

• have completed relevant disaster management training; and • have a deputy who is appropriately trained to take on their responsibilities should they be

unavailable or to provide additional support during extended operations. Cairns DDMG members should maintain a state of readiness for activations by: • maintaining current contact registers for Cairns DDMG members; • maintaining copies of the Cairns DDMP and supporting documentation, as appropriate; • ensuring

resources are available to participate in disaster operations; i.e. access to a laptop, information management templates, operational checklists, telecommunications and human resource provisions;

• being appropriately positioned within each agency to be able to commit agency resources to Cairns DDMG operational activities, including provide liaison staff if required to the Cairns District Disaster Coordination Centre (DDCC); • participating in disaster management exercises and training opportunities; and • contributing to the Cairns DDMG annual operational plan. Membership should be formed based on the individual needs of the Cairns DDMG and reviewed annually. A representative of the following organisations has been considered appropriate for inclusion as core (functional) members of the Cairns DDMG: Department of Transport & Main Roads • Department of Transport and Main Roads • Maritime Safety Queensland • Queensland Rail Queensland Health • Cairns and Hinterland Hospital and Health Services • Cape York Hospital and Health Services • Tropical Public Health

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Department of Infrastructure, Local Government and Planning Department of Education and Training Department of Energy and Water Supply Department of Natural Resources and Mines Department of Agriculture and Fisheries Department of Environment and Heritage Protection Department of Science, Information Technology and Innovation Department of State Development Department of National Parks, Sports and Racing • Queensland Parks and Wildlife Department of Housing and Public Works • Building and Asset Services Department of Communities, Child Safety and Disability Services Department of Police, Fire and Emergency Services • Queensland Police Service • Queensland Ambulance Service • Queensland Fire & Emergency Services

Non-Legislated • Providing a quorum is achieved, as outlined in s. 40 of the DM Act, the DDMG may appoint advisors

to assist in the business of the DDMG. • Engagement of advisers to the DDMG should reflect current government priorities and the disaster

management arrangements for Queensland. • These advisors can be drawn from all levels of government and non-government organisations and

assist on either a permanent or ‘as required’ basis. • Advisors are not members of the DDMG and so are not to be counted for quorum purposes. Advisory (Supporting) Group Members

• Bureau of Meteorology • Ergon Energy

• Australia Defence Force (JOSS) • Cairns Airport Pty Ltd • Red Cross

• Queensland Building and Construction Commission (QBCC) • Department of Justice and Attorney General (including Queensland Corrective Services)

• Department of Aboriginal and Torres Strait Islander Partnerships

• Department of the Prime Minister and Cabinet (Indigenous Affairs Group) • Telstra • ABC Radio Far North • Department of Human Services (Centrelink)

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• Sun Water • Civil Aviation Authority • NQ Primary Health Care Network • Queensland Reconstruction Authority

Roles and Responsibilities The roles and responsibilities of organisations in the application of disaster management functionality is as follows: Organisation Responsibilities

Organisation Role Responsibilities

Department of Premier and Cabinet

Advisory to the Chair of State Group Functional Lead

• Independent advice to the chair of State Group • Public Information Arrangements – Crises

Communication Network

• Coordinating strategic situational awareness in a

Agency for External

affairs and communication

terrorist event via the SCC;

• Leadership of strategic policy in all hazards • Provision of support and advice to the Premier and

Cabinet

Queensland Police Service Chairperson/District Disaster Coordinator DDMG Deputy Chairperson/District Disaster Coordinator DDMG

The chairperson/deputy chairperson of a district group has the following responsibilities (a) to manage and coordinate the business of the

group; (b) to ensure, as far as practicable, that the group

performs its functions; (c) to report regularly to the State group about the

performance by the district group of its functions The function of the district disaster coordinator is to coordinate disaster operations in the disaster district for the group.

Queensland Police Service Executive Officer DDMG

The function of the executive officer of a district group is to support the group in the performance of its functions, as directed by the chairperson of the district group.

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Queensland Police Service Core Member DDMG Functional Lead Agency for Search and Rescue

• Preserve peace and good order • Prevent crime • Management of crime scenes and potential crime

scenes • Traffic control, including assistance with road

closures and maintenance of road blocks

• Crowd control • Coordination of evacuation operations • Coordination of search and rescue operations • Security of evacuated areas • Security of damaged premises • Registration of evacuated persons • Tracing or coordination of search for missing

members of the community

• Traffic, rail and air accidents • Guidance on Counter-Terrorism Issues • Provide a disaster victim identification

capability

Department of Transport & Main Roads

Core Member DDMG Functional Lead Agency for Transportation Infrastructure, providers and regulation

Provision of transport resources for the transportation modes of road, rail, air and sea, and transport engineering to support disaster response and recovery operations. Coordination of transport and transport engineering support for disaster prevention, preparedness, response and recovery Movement of disaster related equipment and supplies including food, water, fuel, sandbags and medical resources

Functional Lead Agency for transport systems Functional Lead Agency for infrastructure recovery (transportation)

• Movement of people as a result of mass evacuation of a disaster affected community Provision of transport and engineering advice including infrastructure service capacities relating to roads, bridges, ports and rail lines Evacuation of a disaster affected community Provide information and advice on the impact of disruptive events on road, rail, aviation and maritime infrastructure as it affects the transport system. Enable an accessible transport system through reinstating road, rail and maritime infrastructure Assist with the safe movement of people as a result of mass evacuation of a disaster affected community Ensure the capability of logistics related industries are appropriately applied to disaster response and recovery activities

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Queensland Health and Hospital Services

Core Member DDMG Functional Lead Agency for Public health and medical services Functional Lead Agency for Emergency medical retrieval Functional Lead Agency for Health Response

• Primary agency for pandemic influenza, biological and radiological incidents

• Protect and promote health in accordance with Hospital and Health Boards Act 2011,Hospital and Health Boards Regulation 2012, Health and Public Health Act 2005, other relevant legislation and regulations

• Provides a whole-of-health emergency incident management and counter disaster response capability to prevent, respond to, and recover from a state declared emergency or disaster event

• provide coordinated multidisciplinary support for disaster response and recovery including specialist health services and specialist health knowledge representation

• Provide appropriate on-site medical and health support

• Public health advice and warnings to participating agencies and the community

• Psychological and counselling services for disaster affected persons

Ongoing medical and health services required during the recovery period to preserve the general health of the community. Arrangements for the provision of medical and health resources to support disaster response and recovery operations through:

• Command, control and coordination of medical resources;

• Public health advice and warnings;

• Transportation of patients; • Psychological and counselling services; and • Ongoing medical and health services required

during the recovery period.

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Qld Health is responsible for administration of legislation under the Health Act, 1937 and the Radiation Safety Act, 1999. There are provisions under the Health Act, 1937 that provide the Minister for Health extensive and wide ranging powers in the event of a major health issues arising. QHealth is responsible for the control of communicable disease outbreaks underpinned by the requirements and powers of the Health Act, 1937. QHealth administers the Radiation Safety Act, 1999 and is the Lead Agency for radiation safety in Queensland. Under the Act, inspectors have powers to ensure that adequate controls are in place to protect the health and safety of all persons. Additionally, Radiation Health has been delegated as the power of the Administering Authority under the Environmental Protection Act, 1994 for all matters relating to land affected by radioactive material. QHealth is the Lead Agency for implementation of the State Biological Disaster Plan and State Radiological Disaster Plan. In addition, QHealth provides:

• advice and direction on biological and radiological incidents

• Public health advice and direction • Advice on the clinical and medical management

of casualties • Hospital or other health facility based multi

casualty response as required

• On-site medical teams • Off-site laboratory analysis of hazardous

materials including biological agents QHealth may attend, depending on circumstances surrounding the incident, In addition, QHealth will:

• be advised of any CBR related incident. (Via 24hr contact number)

• attend if samples are to be taken • arrange for accepting samples (must be within 24

hours) • arrange for the immediate analysis of any sample

taken – (must be within 24 hours)

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• arrange for treatment of any persons suspected of being contaminated

• arrange for the case management and welfare of any persons suspected of being contaminated

Department of Natural Resources and Mines

• Lead firefighting on unallocated state land where there is no threat to life or property

• Provide spatial information for data sets that are owned and managed by DNRM

• Provide stream height, flow and rainfall information to BoM

• Ensure that DNRM stream gauges are operational

• Assist in flood planning, management and study

• Provide assistance to DCS in capture of spatial imagery and spatial information analysis and product production as necessary

Department of Agriculture and Fisheries

• Primary agency for the containment and eradication of emergency animal and plant diseases

• Coordinate efforts to prevent, respond to, and recover from pests and diseases, and livestock welfare

• Provide advice relative to stock

• Coordinate destruction of stock or crops in an emergency pest/disease situation

• Administer NDRRA relief measures

Department of Education and Training

Maintain the safety and wellbeing of students, staff and volunteers who work or participate in DET schools, institutes and workplaces Ensure, as far as practicable, that all state Instructional Institutions and workplaces have a documented emergency management plan

• Minimise interruption to essential services to allow teaching and learning to be maintained or resumed as a priority

• Protect critical resources where possible

• Facilitate the return of state instructional institutions to normal operations as soon as possible

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Department of National Parks, Sport and Racing

• Provide for the safety of national parks users including issuing warnings in extreme conditions, closing areas where necessary and coordinating evacuations with QPS.

• Provide advice on the management of national parks and expert knowledge of national parks to responding agencies

• Lead firefighting on the protected area estate and state forests where there is no threat to life or property

Department of Infrastructure, Local Government and Planning

Share knowledge and innovative solutions to build local government resilience, sustainability and self-reliance Support local governments to apply sound business continuity practises Assist local governments, and other agencies if required, to manage events

Department of State Development,

Functional Lead Agency for Economic recovery

• Assist business and industry in business resilience and recovery strategies

• Support disaster mitigation considerations in development planning, built environment and infrastructure design

• Support compliance of State Planning Policies for new developments

• Provide infrastructure programming expertise to assist delivery agencies to plan, sequence and prioritise work

• Administer NDRRA relief measures

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Department of Energy and Water Supply

Core Member DDMG Functional Lead Agency for Electricity, Fuel, Gas. Reticulated water supply and water dam safety Functional Lead Agency for Infrastructure Recovery (Energy Infrastructure – electricity, gas, fuel) Functional Lead Agency for Infrastructure (Water Supply and Sewerage Infrastructure)

• Coordinates the Government’s efforts to prevent, respond to, and recover from pests and diseases that threaten the economy and environment

• Lead agency for exotic animal and plant diseases

• Advice relative to stock • Destruction of stock or crops as required • Advice relative to disaster recovery processes for

primary producers

• Regulates many aspects of the operation of energy and water supply industries. It is also responsible for maintaining and developing a readiness for energy and water supply emergencies, regardless of the hazard type (all hazards). These energy emergency supply responsibilities cover the electricity, liquid fuels and natural gas sectors, and involves:

• development and implementation of energy policies and plans to improve the protection and resilience of Queensland’s energy systems;

• development of the capability to coordinate action to mitigate against energy supply deficiencies during any emergency evident (including a terrorist incident); and

• Facilitation of actions within, and across, the energy sectors in response to any emergency event.

DEWS water emergency responsibilities include:

• ensuring emergency action plans are in place for referable dams to ensure appropriate action is taken in the event of incidents or failures of the dams;

• exercising dam safety emergency powers if needed to minimise the risk of failure of a dam or to minimise the consequences of failure; and

• oversight of drinking water and recycled water incident management.

Department of Environment & Heritage Protection

Core Member DDMG Functional Lead

• Provide oiled wildlife response, traditional owner liaison, environmental and shoreline assessments and waste management advice and approvals for ship-sourced pollution at sea

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Environmental Recovery

Provide information and expert advice respect to regulated (tailings, contaminated water) dam locations, safety and integrity

• Provide expert environmental advice in pollution incidents.

• Coordination of storm time advice • Environmental issue • Pest control and fire management programs • Increased level of monitoring, modelling and

assessment and supply of relevant information to decision-makers

• Increased effectiveness managing significant environmental risks with potential adverse impacts minimised

• Responsibilities under the Hazmat Recovery Plan Under the Explosives Act, 1999, the Explosives Inspectorate provides advice on explosives issues ranging from commercial high explosives to pyrotechnics and fireworks. Contact with Explosives Inspectors at any time should be made through Police Communications Centres. Under the Petroleum Act, 1923 and the Gas Act, 1965 the Petroleum and Gas Inspectorates provide advice on incidents relating to oil production and those involving natural or LP gas. Lead Agency for administering the Environmental Protection Act, 1994. The Act provides for the protection of the environment from the effects of contaminants of all kinds. The provisions of the Contaminated Land Act, 1990 are incorporated into the Environmental Protection Act, 1994. This extends the Act's powers to investigate and remediate land, which may be contaminated as a consequence of a CBR incident. DEHP may be called on to assist with disposal of wastes generated in such an incident to prevent any subsequent environmental harm. Many of the powers under the Environmental Protection Act, 1994 have been shared with Local government under delegation arrangements

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Department of Public Works – Building and Asset Services

Core Member DDMG Functional Lead Agency for Building Engineering Services Functional Lead

• Review and assess building requirements in order to mitigate the impact of natural disasters on infrastructure

• Coordinate the acquisition, provision and/or activities of building and engineering services in support of disaster operations. This includes:

• Professional services e.g. engineers(geotechnical, structural, civil, etc.), architects and other professional officers and

Agency for Building Recovery •

consultants building services trade staff, both internal and contractors

• damage assessment and repair and rebuilding of state government buildings and assets

• assistance to the Department of Communities, Child Safety and Disability Services with the inspection of private dwellings and other approved buildings as part of the Structural Assistance Grant Scheme

• emergency housing assistance including, where available, limited, short-term social housing; assistance to access private market housing options and/or access to temporary and transportable housing

• assessment and repair/rebuilding of state government social housing assets

• temporary housing and facilities to facilitate the repair and rebuilding process

• technical support in response to damage sustained by heritage buildings and/or cultural assets

• connection of services to demountable buildings including ablution blocks

• technical advice on natural hazard mitigation measures as may apply to buildings

• temporary accommodation for use as forward command posts, recovery centres, local disease control centres and warehousing facilities etc

• technical advice on structural suitability of buildings for use as community evacuation centres, places of refuge or cyclone shelters

• other building and engineering services tasks requested by the DDC or the SDCC

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Department of Communities, Child Safety and Disability Services (DCCSDS)

Core Member DDMG Functional Lead Agency for Human Social Recovery

As detailed in the Interim State Disaster Plan (2012 including arrangements for the coordination of human social recovery services including:

• Information on the range of recovery services available;

• Information of the physical effects of a disaster;

• Personal support services; • Financial assistance to eligible applicants under

the following schemes: Disaster Relief Assistance; Associations Natural Disaster Relief; Special Benefits;

• Provision of counselling and mental health services;

• Longer term accommodation services; and • Facilitation of community participation in the

redevelopment of social networks and community infrastructure.

• State’s coordinating agency for social/community response and recovery planning & issues

DCCSDS • Coordination of community recovery services

including

• Information on the range of recovery services available

• Information on the psychological effects of disaster

• Personal support services

• Personal Hardship financial assistance measures - NDRRA / SDRA or other approved government assistance measures to eligible applicants

• Provision of counselling and mental health services

• Long term accommodation services

• Facilitation of community participation in the redevelopment of social networks and community infrastructure

• Manage corporate offers of assistance and direct offers of volunteering through appropriate channels

• Maintain a register of state government officers available to assist in human-social recovery when required

• Maintain linkages with local, state, federal and non-government agencies and committees

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QFES

Core Member DDMG Functional Lead Agency for Warnings Functional Lead Agency for Emergency Supply and Resupply

• Review, assess and report on the effectiveness of disaster management by the state

• Provide advice and support to the DDMG and LDMGs in relation to disaster management and disaster operations when required

• Ensure that persons performing functions under the Act in relation to disaster operations are appropriately trained

• Coordinate reception operations • Perform the following responsibilities in support

of disaster operations:

• Develop, maintain, monitor and continuously improve the state’s disaster management arrangements and systems

• Ensure the availability, maintenance and operation of the DDCC

• Manage resupply operations • Assist agencies source disaster response-related

(emergency) supplies and equipment

• Coordinate, support and manage the deployment of SES resources (as required, in consultation with local government, appoint a suitably experienced and/or qualified officer as SES Coordinator to support the coordination of SES operations)

• Support the deployment of Queensland Corrective Services resources

Queensland Ambulance Service

Core Member DDMG

As contained in section 3D: ‘Service’s Functions’ of the Ambulance Service Act 1991 including the provision of ambulance services during rescue and

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Emergency medical retrieval

Transport of persons for requiring attention at medical or health care facilities, participate in counter disaster planning, coordinate volunteer first aid groups. Assessment, treatment and transportation of injured persons • Assistance with evacuations (persons with

medical conditions) • Provision of advice regarding medical special

needs sectors of the community

• Provide, operate and maintain ambulance services

• Access, assess, treat and transport sick and/or injured persons

• Protect persons from injury or death, during rescue and other related activities

• Coordinate all volunteer first aid groups during for major emergencies and disasters

• Provide and support temporary health infrastructure where required

• Collaborate with Queensland Clinical Coordination Centre in the provision of paramedics for rotary wing operations

• Participate in search and rescue, evacuation and victim reception operations

• Participate in health facility evacuations • Collaborate with Queensland Health in mass

casualty management systems

• Provide disaster, urban search and rescue (USAR), chemical hazard (Hazmat), biological and radiological operations support with specialist logistics and specialist paramedics

Department of Science, Information Technology and Innovation Telstra Optus

Functional Lead Agency for Communication Services Functional Lead Agency for Telecommunication Services

• Provide storm tide and wave height information and expertise, including projections

• Provide SES 132500 and community call centre operations and government websites for the provision of public information about major event and/or disasters through Smart Services Queensland (SSQ)

• Provide whole-of-government and agency- specific services that contribute to the government’s front-line service-delivery priorities. Actively manage whole-of-government infrastructure, including data centres and networks, as well as develop and maintain essential ancillary services. (CITEC)

Queensland Fire & Emergency Services

Core Member DDMG

• Primary agency for bushfire • Primary agency for chemical / hazmat related

incidents • Provide control, management and pre-incident

planning of fires (structural, landscape

• and transportation)

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• Provide rescue capability for persons trapped in any vehicle, vessel, by height or in confined space

• Rescue of persons isolated or entrapped in swift water / floodwater events

• Provide advice, chemical analysis and atmospheric monitoring at chemical / hazmat

• incidents • Provide mass and technical decontamination capabilities

under State Biological

• Disaster and State Radiological Disaster response

• Provide USAR capability for building collapse events • Support the Queensland Hazardous Materials Incident

Recovery Plan • Support the Queensland Coastal Contingency Action

Plan – Chemical Spill Response Plan (a supporting plan of the National Marine Chemical Spill Contingency Plan, and National Marine Oil Spill Contingency Plan)

• Provide impact assessment, and intelligence gathering capabilities

• Provide logistical and communications support to disasters within capabilities

As contained in section 8B: ‘Functions of the service’ of the Fire and Rescue Services Act 1990 including the protection of persons, property and the environment from fire and hazardous materials, protection and extrication of persons trapped in vehicles, building or elsewhere. The QFES provides a combat and preventative service in respect to incidents or potential incidents involving hazardous materials. QFES is the lead agency for the implementation of the State Chemical / HazMat Plan. QFES procedures regarding CBR may be extended to cover hazardous materials other than chemicals where the responsible agency has requested assistance.

The Fire and Rescue Authority Act, 1990 states the responsibilities of the QFES as protection of persons from the effects of chemical incidents and the promotion of safety and other procedures in the event of a hazardous material incident. The QFES on call Senior Officer will attend any CBR related

incident.

In relation to any CBR incident, the QFES will: Assist at any CBR related incident and may attend when first advised. Will liaise with on scene QPS before committing any resources into the affected area. Arrange an on-scene liaison officer with suitable communication devices. Will provide

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waterproof camera and take photos of samples, then decontaminate camera and hand to police SOC. Take and package and hand to QPS. Arrange and perform the decontamination process of any persons, if needed. Fire prevention. Rescue of trapped persons. Assist in pumping out of flooded buildings. Management of hazardous material solutions. Provision of Material Safety Data Sheet (MDSD) Provision of expert advisory services with regard to chemical incidents

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Local Disaster Management Groups

Core Members DDMG Functional Lead Agency for Water Entities – Local government

Maintenance of Local government functions (via Local government business continuity and recovery Planning) Maintenance of normal Local government services to the community and critical infrastructure protection Development and maintenance of disaster management plans for the shire

• Development and maintenance of a public education/awareness program

• Establishment, maintenance and operation of a LDCC including the training of sufficient personnel to operate the centre

• Coordination of support to emergency response agencies

• Maintenance of warning and telemetry systems

• Collection and interpretation of information from telemetry systems

• Reconnaissance and post impact assessments for the shire

• Debris clearance of roads and bridges

• Issuance of public information prior to, during and post disaster impact events

• Recommendations with regard to areas to be considered for authorised evacuation

• Public advice with regard to voluntary evacuation

• Provision of locally based community recovery services in conjunction with other recovery agencies

• Evacuation centre management

Bureau of Meteorology

Advisory Member •

Forecasting of weather and the state of the atmosphere Issuer of warnings for gales, storms and other weather conditions likely to endanger life or property, including weather conditions likely to give rise to floods or bushfires

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Meetings In accordance with Section 38 of the Disaster Management (DM) Act 2003, the Cairns DDMG will conduct its business, including its meetings, in a way it considers appropriate. Meeting Types

Ordinary – a meeting which is scheduled and convened on a regular basis at an agreed time (set by the Chairperson). Ordinary meetings are used to address the general business of the group.

• Extraordinary – a special meeting convened by the Chairperson in response to an operational event.

Times and Places

Section 39 of the DM Act outlines that the DDMG must meet at least once every six months at time and a place decided by the Chairperson / DDC. Therefore, at least two ordinary meetings will be held each year. The Chairperson / DDC will call a meeting of the group if asked to do so by the Chairperson of the SDCG, or at least one-half of the DDMG members. The request to call a meeting must be made in writing, unless it is not practicable in the circumstances, and the oral request is put in writing as soon as reasonably practicable.

• Ordinary Meetings – meeting dates, times and venues for the coming year are endorsed as a meeting resolution at

the last meeting of the year. This should occur annually (see Annexure U Meeting Briefing Template). Dates should be noted in diaries on confirmation of this resolution. Members are further reminded of each following meeting date as part of the agenda for each ordinary meeting.

• Extraordinary Meetings – as extraordinary meetings are convened as required, individual members are contacted

and advised of the extraordinary meeting date/s, venue/s and time/s by a nominated person (usually the Secretariat).

The schedule for the Cairns DDMG for 2017 is as follows:

• Tuesday 10 October 2017 • Tuesday 14 November 2017 • Tuesday 12 December 2017 • Tuesday 09 January 2018 • Tuesday 13 February 2018 • Tuesday 13 March 2018 • Tuesday 10 April 2018 • Tuesday 12 June 2018

Supply of meteorological information Public of meteorological reports and bulletins Provision of advice on meteorological matters, warnings and long term outlooks and environmental phenomena that affect the safety, prosperity and resilience of Australians

Australian Defence Force

• Provide niche capabilities, when available, as per the threat situation

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• Tuesday 14 August 2018 • Tuesday 09 October 2018 • Tuesday 13 November 2018 • Tuesday 11 December 2018

All meetings commence at 1300 hours unless otherwise stated. A meeting notice, including Minutes of the previous meeting, Agency Reports to DDMG Template and upcoming Agenda are emailed to all attendees at least one week prior to the meeting date. Quorum A quorum is required in order for meeting resolutions to be officiated. DDMG members are required to achieve quorum, which in accordance with s. 40 of the DM Act, is equal to:

• one-half of its members holding office plus one; or • in the case where one-half of its members is not a whole number, the next highest whole number.

An attendance sheet will be completed at the commencement of each DDMG meeting to record member attendance and ensure the meeting has a quorum. This attendance sheet also forms part of the meeting minutes (Annexure S –Meeting Attendance Sheet). If it is anticipated that a scheduled meeting will not have a quorum, the DDC may:

1. Proceed with the meeting – any proposed resolutions would need to be endorsed via a flying minute;

2. Reschedule the meeting – this option is best if there are proposed agenda items that would require a discussion from members;

3. Cancel the meeting – whilst not the preferred option, the DDC may cancel a meeting if the proposed agenda items could be held over until the next scheduled meeting (keeping in mind the legislative meetings requirement;

4. Progress the business via a flying minute – this option allows progression of any urgent agenda items whilst not requiring a physical meeting of the DDMG (see Annexure V – Flying Minute Template). Member attendance at meetings Under Section 42(1) of the DM Act, the DDMG may hold meetings, or allow members of the group to take part in its meetings, by using any technology that reasonably allows members to hear and take part in discussions as they happen. Instead of DDMG members travelling a long distance to attend a meeting in person, Section 42 of the DM Act allows for members to attend DDMG meetings using any technology that reasonably allows members to hear and take part in discussions as they happen e.g. via teleconference or video conference. In accordance with Section 42(2) of the DM Act a member who takes part in a DDMG meeting via teleconference or video conference, is considered to be present at the meeting. Therefore at the beginning of each DDMG meeting when the attendance sheet is completed, those members attending via teleconference / video conference are to be marked as attending. Anyone who is in attendance at a DDMG meeting needs to be recorded on the attendance sheet, even if the individual is there as an advisor or observer (see Annexure S - DDMG Attendance Sheet) Member non-attendance at meetings

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If a member continually does not attend DDMG meetings, then it is suggested that the DDMG Executive Team meets with the member to discuss the ongoing non-attendance at DDMG meetings. Annexure T - DDMG progressive meeting attendance sheet will assist with monitoring DDMG member attendance. Deputy attendance at meetings A DDMG member may, with the Chairperson’s approval, appoint by signed notice another person as his/her deputy (see Annexure Q – Authorisation to appoint a deputy). The deputy may attend meetings in the member’s absence and exercise the member’s functions. Therefore, a deputy attending a meeting on behalf of a member contributes towards the quorum and holds voting rights. A deputy register is to be maintained by the DDMG.

When a deputy is formally authorised to act in the appointed position of a DDMG member, the person acting in the appointed position is deemed to be the relevant agency’s DDMG representative. For further information see Annexure H - Notification of change to DDMG member incumbent. Presiding at meetings In accordance with Section 25A of the DM Act, the Chairperson is the DDC of the DDMG. Under Section 41 of the DM Act, the Chairperson / DDC of the DDMG will preside at all meetings. If the DDC is absent from a DDMG meeting, the Deputy Chairperson will preside. If both the Chairperson and the Deputy Chairperson are absent from a DDMG meeting:

• A member nominated by the Chairperson / DDC will preside; • If the Chairperson / DDC has not nominated a member, the Deputy Chairperson will nominate a member to

preside; • If both the appointments of Chairperson and Deputy Chairperson are vacant, the DDMG will choose a member

to preside. It will be recorded as part of the meeting minutes who is presiding for the meeting. Meeting Agenda

Ordinary Meetings Individual disaster districts are very diverse and members may have to travel a considerable distance to attend a DDMG meeting. Therefore it is imperative that agenda items raised at an ordinary meeting reflect the goals and aims of the DDMG. To ensure this occurs, all proposed agenda items must be documented on a Meeting Brief (see Annexure U - Meeting Brief) and submitted to the Chairperson / DDC for vetting, prior to the distribution of the agenda and meeting papers by the Secretariat. A call for agenda items is made by the DDMG Secretariat to members one month prior to the scheduled meeting. Members have a two-week period to provide agenda items, allowing time for the Secretariat to collate agenda items. The DDC may also request a local government / agency to provide a meeting brief or a noting brief regarding a particular issue which the Chairperson / DDC feels should be addressed at a DDMG meeting.

Flying Minute Section 42(3) of the DM Act allows for resolutions to be made by the DDMG, even if not passed at a DDMG meeting, if a majority of the members provide written agreement to the resolution, and if notice of the resolution is given under procedures approved by the DDMG.

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A flying minute may be used to progress business of an urgent nature in the instance where convening a meeting of the DDMG is not practicable. Some guidelines for the use of flying minutes are:

• A flying minute should detail necessary background on the matters being raised and should clearly articulate recommendations for DDMG members’ consideration;

• The flying minute should contain a section for members to complete and indicate whether they agree or disagree with the proposed resolution;

• A DDMG Briefing Paper on the issue should accompany the flying minute endorsement schedule, as it provides in-depth information on the matter which is being considered; • A DDMG Agenda listing the Item/s should also be attached;

• As flying minutes are only used for urgent business, they may be conducted via email. • Proposed resolutions passed by members via a flying minute are to be included for ratification on the next ordinary DDMG meeting agenda. An example of a DDMG Flying Minute endorsement schedule is included in Annexure V. Order of Business For an ordinary meeting of the DDMG, the standard order of business detailed on the agenda (see Annexure W – Meeting Agenda template), unless otherwise advised, is generally: 1. Welcome and apologies; 2. Minutes, Resolution Statement and business arising from previous meeting; 3. Members’ agency briefs – by exception; 4. Agenda Items raised for discussion by members; 5. Inward/Outward Correspondence; 6. Other business; 7. Next meeting. If a topic arises and a discussion that will take longer than 10-15 minutes is required, it should be suggested that the topic is discussed off-line with the relevant stakeholders. The topic resolution from that off-line meeting can then be tabled at the next meeting for DDMG endorsement. Agenda item meeting briefs may include issues or topics such as:

• DDMG / LDMG priorities for the next 12 months;

• Local Government issues;

• Agency issues or initiatives;

• Update on agency Functional Plans;

• Planning - DDMG / LDMG;

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• Risk Assessment – DDMG / LDMG;

• Presentations or training. Extraordinary Meetings As the agenda for an extraordinary meeting focuses primarily on the situation at hand, the meeting agenda is prepared by the DDMG Secretariat on advice from the DDC and may include briefings provided by the hazard specific primary agency, depending on the nature of the event, as detailed in the State or District Disaster Management Plan. The DDMG Secretariat will liaise with the appropriate members to provide these briefings as required. For an extraordinary meeting of the DDMG, the order of business detailed on the agenda (see Appendix 2G – Extraordinary Meeting Agenda template), unless otherwise advised, is generally: 1. Welcome and apologies; 2. Current situation overview; 3. Other agency reports (by exception); 4. Communication Strategy; 5. Priorities and further action (if any); 6. Other Business; 7. Future Meetings. Meeting Papers

There are two types of meeting papers:

• Meeting Briefs – used to raise an agenda item at an ordinary meeting. The brief should clearly articulate the issue being raised and detail recommendations for DDMG consideration. This ensures the members are across the issue prior to the meeting to the point where discussion can be held regarding the required resolution.

• Noting Briefs – Noting briefs are for information only and should not contain recommendations other than that the members note the brief. They are used to update DDMG members on the status of key initiatives, projects and for local government, departmental or other agency status updates. It is expected that members will read the Noting Briefs prior to attending the meeting as these briefs are not raised during the meeting unless further discussion is required. Meeting Brief and Noting Brief templates of each meeting paper type are located in Annexure U and Annexure Y. To help distinguish between what is a Meeting Brief and a Noting Brief on the agenda, it is suggested that Meeting Briefs are referenced numerically e.g. 1, 2, 3 etc. and Noting Briefs are referenced alphabetically e.g. A, B, C etc. Members Status Reports Written member status reports on behalf of the member agency are used to update other DDMG members on the status of the member agency’s disaster management initiatives, projects, training, community awareness, disaster management plans, operations and contact information (see Annexure Z – DDMG Member Status Report). This

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information assists the DDMG to evaluate the status of disaster management and disaster operations for the disaster district. Oral agency reports would be provided at DDMG meetings by exception. Distribution of papers Meeting papers should be distributed to members at least one week prior to a meeting. Distribution will include a copy of the meeting agenda, previous meeting minutes, meeting briefs and noting briefs (and any associated attachments) and members’ status reports. Members should ensure they have read the meeting papers prior to attendance at the meeting and have a good understanding of what is expected of them, to assist the flow of the meeting agenda in a timely manner.

Presentations / Training There will be at least one presentation or training session at each ordinary meeting. It is recommended that presentations / training should be between 10 to 30 minutes, depending on the amount of DDMG business included on the agenda. If the presenter intends on distributing documents / material at the meeting they should be advised in advance of the number of attendees, to ensure they bring enough copies for all appointed members. It is required that any documents, maps, plans and/or Power Points, which will be handed out during the presentation / training session, be provided to members attending via teleconference / video conference prior to the meeting, to enable them to participate. Meeting Minutes

It is a requirement under Section 43 of the DM Act that the DDMG keeps minutes of its meetings. The DDMG meeting minutes should provide a summary of key discussion points and the resolutions. It is important to remember that the minutes may be subject to public scrutiny under the Right to Information Act 2009. It should be noted in the meeting minutes whether or not a quorum was established at the meeting. The Meeting Attendance Sheet (see Annexure S – Attendance Sheet) should then be attached to the back, as it forms part of the meeting minutes as an accurate account of who attended the meeting and whether the meeting had a quorum, thus making any resolutions or decisions valid. An example of DDMG Meeting Minutes template which could be used for both ordinary and extraordinary DDMG meetings is available in Annexure AA Meeting minutes are not a transcript of meeting undertakings, but provide a summary of key discussion points and resolutions. DDMG meeting minutes are confidential and not for wider distribution, but may be subject to Right to Information.

Resolutions

In order for DDMG meeting resolutions to be validated, it is a requirement under s. 42 of the DM Act that a majority of members provide written agreement to the resolution. This can occur even if the resolution is not passed at the meeting, i.e. via a flying minute.

In order to ensure that resolution requirements are met, the DDMG can conduct its business in numerous ways:

Via meeting where a quorum is achieved:

• Meeting resolutions are passed by a majority of members at the meeting; • Resolutions are communicated to members via meeting minutes;

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• Members are asked to endorse the meeting minutes in writing via email to the DDMG Secretariat (NB – email must be received from the appointed members’ email address to be counted towards quorum).

Via meeting where a quorum is not achieved:

• Proposed resolutions are identified at the meeting; • Proposed resolutions are communicated to members via a flying minute; • Members are requested to endorse the flying minute via signature and return to the DDMG Secretariat.

Resolution Statement In addition to meeting minutes, the DDMG Secretariat should produce a resolution statement. The purpose of this document is to provide a running log of actions undertaken and an audit trail through to the acquittal of those resolutions. Prior to each ordinary meeting of the DDMG, members will be requested to:

• review the current resolution statement (distributed with meeting papers); • provide (where applicable) a status update, advising of any actions undertaken with regards to the resolution.

To capture any actions as a result of discussion outcomes, a resolution statement will be documented, for example:

• The DDMG decision in relation to <XYZ> is to <<insert the action required and the responsible position/ person >>

• The DDMG decision is that this matter will be dealt with out-of-session and the DDMG member/s <<XYZ>> will <<insert what the members are required to do>>. The outcome of this resolution will be reported back to the DDMG at the next meeting. The resolution will remain active on the resolution statement until such time that it has been acquitted (e.g. all required actions have been undertaken), when it will be removed from the resolution statement and recorded on the DDMG resolution register. An example of a DDMG Resolution Statement is contained in Annexure AB. Resolution Register For governance purposes, a register detailing each resolution passed by the DDMG, including necessary details of actions undertaken to acquit the resolution, will be kept. This provides an easy reference document and an historical record of past DDMG resolutions. An example of a DDMG Resolution Register is contained in Annexure AC. Advisors to the DDMG The DDMG may invite participants from a range of entities, such as community entities, to participate in the business of the group in an advisory capacity, as required. The list of DDMG advisors is regularly reviewed to reflect current State Government priorities and the disaster management arrangements for the disaster district. It is at the discretion of the DDMG what meetings the advisors attend; this may be on a regular basis or as required. Whilst advisor input is considered by members in their decision-making, meeting resolutions will only be carried by member consensus.

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The advisors identified by the Chairperson / DDC as being appropriate to assist DDMGs include:

• Bureau of Meteorology • Ergon Energy • Australian Defence Force (JOSS) • Red Cross • Cairns Airport • Queensland Building Services Authority (QBSA) • FNQ Ports • Telstra • ABC Radio Far North • North Queensland Public Health Network • Department of the Prime Minister and Cabinet – Indigenous Affairs Group

Contact details for advisors are maintained, updated and treated the same as member details, in order to be prepared for operational and post operational activities. Observers On occasions the DDMG may be approached by interested parties to observe DDMG activities. This is at the discretion of the Chairperson / DDC (Observers are to be noted on the meeting minutes). SDCG Briefing Paper/Noting Brief In accordance with s. 23(c) of the DM Act, the DDMG is to ‘provide reports and make recommendations to the SDCG about matters relating to disaster management and disaster operations in the district’. The SDCG has a standing invitation for DDMGs to provide agenda items or noting briefs to the Executive Officer of the SDCG for consideration. There are two types of SDCG meeting papers:

• SDCG Briefing Paper – used to raise an agenda item at an ordinary meeting. The brief should clearly articulate the issue being raised and detail recommendations for SDCG consideration (see Appendix 3A).

• SDCG Noting Briefs– used to update SDCG members on the status of key initiatives, projects etc. Noting briefs are for information only and should not contain recommendations other than that the SDCG members note the brief (see Annexure AE).

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Records Management

Records management is an activity targeting preservation of evidence of actions, decisions and important communication by creating, keeping and maintaining records of these actions, decisions and communications. Public records are protected by the Public Records Act 2002 and may be subjected to public scrutiny under the Right to Information Act 2009. A public record is a file providing evidence of actions, decisions, activities and functions of a Disaster Management Group. This can include internal or external correspondence (e.g. letters, emails, memos, reports, minutes, agendas, complaints, contact with the community, other agencies etc). DDMGs must ensure that these records are complete, authentic, reliable, inviolate and usable. The DDMG must comply with the legal, evidentiary and financial requirements (including lawful and accountable disposal of records) when managing DDMG records. The Queensland State Archives general retention and disposal schedule for administrative records requires the following documents to be retained in accordance with the Public Records Act 2002.

Disaster Risk Management

Geographic Overview/Community Context The Cairns District is located in the far north of the State of Queensland and comprises the major provincial city of Cairns, rural communities located on the east coast hinterland surrounding Cairns and Cooktown and numerous coastal and inland townships including the township of Babinda. The district is unique in a number of aspects - it encompasses a total of 15 distinct local government areas and one town authority including both Aboriginal Councils and Island Councils. The district shares international borders with both Papua New Guinea and Indonesia. A distinct feature of the area is the influence of the monsoon season which occurs between November to April of each year. During this time the district may anticipate the impact of a Tropical Cyclone and its associated effects. Cairns District is approximately 211,091 square kilometres in area and encompasses the Gulf country, Cape York Peninsula (11 Deed of Grant in Trust communities) and the Torres Strait Islands. Cairns District comprises 20 police stations, 15 located in, or in close proximity to, Indigenous communities and 10 police beats. The western perimeter of the district adjoins the Gulf of Carpentaria, the northern area of the district extends into the Torres Strait and the eastern perimeter adjoins the Pacific Ocean. Distinctive topographical features of the district include the Great Dividing Range which runs along the coastal fringe adjacent the eastern seaboard. This particular geographical feature rises in some instances from the eastern seaboard coastline and in other locations from approximately 30 kilometres inland from the coastline. The range averages in height at around 1000 to 1200 and hosts in the main tropical rainforest much of which is ‘world heritage’ listed. Diametrically opposed to the tropical lushness on the eastern seaboard of the district is the savannah landscape on the western ‘Gulf’ of the district. This area is typically sclerophyll forest with ‘dusty’ plains during the ‘dry’ season (May to October) and lush grassland and swamp during the ‘wet’ season. The main transport links into the district are:

(i) AIR: - Cairns International Airport. This Cairns International Airport is owned and operated by the Cairns Port Authority (CPA). It is the third largest airport in the state of Queensland and hosts a number of international and domestic carriers. Estimates from the CPA indicate that approximately 18,000 passengers are services by the CPA airport facilities each year, including international and domestic tourists. There are a number of other airstrips

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and aerodromes operating throughout the District with differing capacities. Of note is the military airfield located at ‘Scherger’ via Weipa.

(ii) ROAD - The major road route into the district is the Bruce Highway which is the primary link to the rest of the

State. This road link is vulnerable to the effects of flooding. Historically, this transport route is disrupted annually due to the monsoonal effects of flooding. An increasingly important tourist route in the district is the system of unsealed roads traversing the Cape York area. Many of these unsealed roads are impassable for much of the ‘wet season’ (November to April).

(iii) RAIL - Queensland Rail operates a regular rail transport link which services Cairns to Brisbane. Rail services in the western areas of the district are non existent with the exception of a small number of tourist orientated rail services, the most prominent of which is the ‘Kuranda Rail’. This service is worthy of mention due to the number of passengers (tourists) who utilise the service.

(iv) SEA - Shipping routes pass along the major shipping channels off the east coast, The Torres Straits to the north and Gulf of Carpentaria to the west of the district. The cairns harbour frequently hosts foreign naval warships predominantly from the United States of America and New Zealand, but has also hosted naval vessels from Britain and Canada. Cairns also hosts a fleet of vessels geared to service the tourism industry providing sightseeing, and dive charters to the various reefs and islands in the area. The area is also host to a major Australian naval installation, HMAS Cairns. Commercial passenger lines occasionally visit and disembark their passengers for a few days, but this is an infrequent occurrence.

Climate and Weather The tropical climate of Cairns provides for hot and humid summers and mild, dry winters. With an average annual maximum temperature of 29°C and 62% humidity, Cairns is one of the most balmy cities in Australia. The Dangerous Marine Stinger season typically runs from November to May (subject to seasonal variability), however swimming enclosures have been put in place at most Cairns beaches to provide safer conditions for beach goers. For most of the year the climate in Cairns has perfect weather, experiencing only two seasons throughout the year – the wet and the dry. The wet season lasts from November to May, with some months averaging over 400 mm of rainfall, however, tropical cyclones can influence the weather. The dry season runs from June to October with monthly rainfall averaging approximately 35 mm.

Services State and federal government service offices are located within the District primarily in Cairns City. The Corrective Services Commission operates a male prison situated approximately 1 (one) hour to the west of Cairns City at lotus glen via Mareeba.

Industry Tourism is considered the major industry for the district with Cairns City being the tourism hub and the resultant service industries reliant on tourism (accommodation, transport, entertainment). Some of the important natural tourism features include the Great Barrier Reef and the many resort islands situated off the eastern coastline, world heritage listed rainforests and National Parks and savannah lands stretching to the Gulf of Carpentaria. Rural industry in the district is predominantly sugar cane, fruit and vegetable cropping on the coastal and tableland areas, fishing and prawning off the coast and cattle ranching in the western and Cape York area. Mining has

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periodically been a significant industry in the area with. Bauxite mining in and around the township of Weipa, and Silica mining at Cape Flattery are among the major commercial mining ventures.

Local Government Arrangements Cairns Regional Council Population Cairns is the most densely populated city/town in the Cairns District area. The estimated residential population of Cairns District is 180, 524. This figure does not include overseas and domestic visitors to the local government area. Cairns Regional Council is projected to have the 3rd largest growth outside SEQ with an increase of more than 75,000 people in the 25 years to 2031. Information sourced from the Office of Economic and Statistical Research. Human Settlement The main population centre for the Cairns Regional Council is based around Cairns itself. In the Cairns environs, the northern beaches contain pockets of significant development with smaller towns to the south of Cairns along the main arterial road with a number of smaller townships in between. Port Douglas and Mossman are the main centres of population in the northern areas of the Region, along with a number of smaller population centres. Double Island, Green Island, Fitzroy Island and Low Isles have some permanent staff on the islands and at the respective resorts, but temporary residents and day visitors can easily exceed 500. Port Douglas is an area internationally recognised with increases in population during tourism seasons of more than 20,000 people per night. The whole of the Cairns Region acts as a major tourist destination throughout the year. The peak tourist season for the Region is during the months of July and August with population increases of approximately 27,000 visitors per night. Cairns has a significant Aboriginal and/or Torres Strait Islander community with populations concentrated in the Mossman, Bloomfield and Degarra areas. Population At the time of the 2006 Census figures, 165,015 persons were counted in the Cairns Regional Local Government area. This figure includes overseas and domestic visitors to the region and excludes those that usually live in Cairns but were away visiting other areas. The estimated residential population from the census was 147,118 as of October, 2009 which includes both the Cairns and Far Northern areas. This increase represents a growth rate of 3.2% in 2009, representing the fourth fastest growth rate within Queensland Community Preparedness The following are methods and the medium Cairns Regional Council uses to assist with promoting community awareness: • BOM Weather Warnings;

• The LDMG-CR encourages all members of the LDMG-CR to provide public education programs in their area of responsibility;

• SES Group Leaders provide lectures to various organisations throughout the Region; • QFES presentations; • Public displays; • Brochures displayed and available in Council Offices and Libraries; • Local Media including local television and radio, as well as articles in local newspapers and Council Newsletters; • Cairns phone book BoM Cyclone Information and tracking map; • Cairns Regional Council brochures: ‘Plan, Pack, Listen’

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• Cairns Regional Council “Cairns Tsunami Evacuation Guide” • Cairns Regional Council web site and media releases; • Cairns Post Cyclone Survival Guide Supplement; • Presentations to vulnerable communities; • Presentations to schools and retirement villages; and • Production of multi-lingual “Cyclone Emergency Action Guide” in Hmong, Italian, Traditional Chinese, Thai,

Arabic and Japanese. Critical Infrastructure

• Cairns International Airport; • Cairns Harbour; • Bruce Highway to the south; • Captain Cook Highway to the north; • Kennedy Highway and Gillies Highway to the west; • Rail to the south and west; and • Cairns Region contains:

- 2713 km of road network including 338 km of unsealed roads - 234 road and pedestrian bridges including 16 timber bridges - 311 km of bikeways/footways - 2100 ha. recreational parks and reserves - 442 km of underground drainage - 182 km lined and unlined drains - 23 boat ramps - 3 marinas - 1909 km water supply pipelines - 2442 km sewerage pipelines

• Douglas Shire Council Area

- Captain Cook Highway; - Mossman - Mt Molloy Road; - Mossman – Daintree Road; - Cape Tribulation roads system; - Cape Tribulation – Bloomfield Road

Essential Services Power • Power supply for the Cairns area is managed by Ergon Energy and is sourced through Powerlink from power stations near Rockhampton and Gladstone to the Bulk Supply Station at Caravonica for the Northern Beaches, Hartley Street for the city centre and south, Anderson Street for Cairns city north and Edmonton for the southern area. There are two Powerlink transmission line circuits into Cairns one via a coastal route and the second from the Tablelands. • Power supply for the Mossman area is presently supplied via two 66kV feeder lines from the Atherton Tableland to a 66/22kV substation on Cassowary Creek Road adjacent to the soccer fields about 5 kilometres southeast of Mossman. Locally, the Cassowary Creek substation supplies Mossman to Daintree area. There is no reticulated power north of the Alexandra Range in the Cow Bay to Cape Tribulation area and limited power north of the Daintree River. • Power Supply for Port Douglas is presently supplied via 2 transmissions lines from the Atherton Tablelands to a 132/22KV substation at Craiglie. Locally the Craiglie substation supplies the Port Douglas south to Hartley's Creek. • There are limited (part of Forest Gardens and Port Douglas) reticulated gas supplies for Cairns with the main method of supply for the Region being in bottles. Telecommunications

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• The telecommunication network has a number of providers, the main provider being Telstra. Mobile telephone communication is generally readily available to most inhabited localities south of the Daintree River to the Regions southern border. Mobile telephone communications in the Wonga locality and north of the Daintree River is generally less reliable, however NextG mobile network and the use of satellite telephones has improved this.

Water and Wastewater • Water supply for the Cairns Area is drawn from Lake Morris which has a capacity of 45,000 megalitres and also from the Behana Weir. Water is piped to the Freshwater Creek Water Treatment Plant and distributed to consumers by gravity feed from at least 16 reservoirs and water towers throughout the Cairns Area. Reticulation involves over 1,909 km of water mains of various size, material and age. For the northern districts, there are two main water supply service areas. The Mossman Service area contains the major water supply system, serving the townships of Mossman, Port Douglas, Cooya Beach, North Mossman and Newell Beach as well as the rural and rural-residential areas of Cassowary Creek and Mowbray River Valleys. Supply is taken from Rex Creek, a tributary of the Mossman River within the Mossman Gorge section of the Daintree River National Park which in turn is an integral part of the Wet Tropics World Heritage area. The second service area is much smaller and takes its supply from Little Falls Creek in the Whyanbeel Valley. This system serves the townships of Wonga Beach and Miallo as well as development at Rocky Point and along Syndicate, Whyanbeel, O’Donoghue, Bamboo Creek, Kingston and the MossmanDaintree Roads between Miallo and Wonga Beach. Water filtration and storage facilities for the Mossman Service Area are located at Mossman on the hill accessed from Coral Sea Drive just to the west of the town. Storage tanks are also provided on Flagstaff Hill, Port Douglas, at ground level at Reef Park, Port Douglas, in a landmark water tower at Newell Beach, on the northern slopes of Mount Beaufort abutting Cooya Beach and at Cassowary and Mowbray. Pumping stations are located adjacent to storage reservoirs at Flagstaff Hill and Reef Park. Filtration and storage facilities for the second service area are located in the Whyanbeel Valley at Little Falls Creek and these are augmented by storage tanks on the hill immediately to the west of Wonga Beach, at Rocky Point on the hill above the Port Douglas Views rural-residential subdivision. There is also a minor reticulated water supply at Daintree Township. Water in this system is drawn from Intake Creek, a tributary of the Daintree River upstream of the township and Stewart Creek. The filtration system and reservoir for this service are located in Daintree Township. Wastewater Treatment Plants are located at Babinda, Gordonvale, Edmonton, Southern, Marlin Coast Port Douglas and Mossman. There are at least twenty eight wastewater pumping stations throughout Region, mainly located in low-lying areas. There are a number of refuse disposal sites located throughout the region; however, in the event of storm damage easy accessible sites will be required for the disposal of green waste. Proposed future Development Land Use Management Initiatives The Cairns Plan contains Overlay Codes for the Cairns area which regulates assessable development where the site is subject to possible landslip, bushfire or flooding Note: The Douglas Shire Planning Scheme does not contain overlay codes. Neighbour Relationships The Cairns Regional Council could have a history of providing support to neighbouring councils in times of disaster events and intend to continue this supportive relationship into the future.

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Cairns District Disaster Management Plan - July 2017

NOTE 1: The area of Douglas has voted to de-amalgamate with Cairns Regional Council as at 01 January 2014 will be known as the Douglas Shire Council. NOTE 2: The township of Babinda is part of the Cairns Disaster District as it is with Cairns Regional Council local government area NOTE3: For the purposes of Disaster Management a merged Temporary (Trial) combined Disaster District of Cairns and Mareeba Disaster District called the Far North Disaster District managed by the Far North District Disaster Management Group (DDMG). The Temporary District commenced on the 01st March 2016 to expire on 30th April 2017. At a meeting of the Far North DDMG on 14th March 2017 it was agreed to recommend to the Minister for the trial district to be extended to a further year until 30th April 2018. Cook Shire Council Information and Population The size and the remoteness of Cook Shire and its exposure to potential serious weather events ensures that Council understands its need to be diligent, vigilant and well prepared for a wide range of disaster events. A Local Disaster Management Group meets regularly to develop effective disaster management planning and capability. The area spans 116,000 square kilometres. The main centre, Cooktown, has a population of 2,200. The preliminary estimated resident population of Cook Shire at 30 June 2006 (census data) was 3,688 people, a decrease of 39 people or 1.0 per cent over the year. Projections prepared by the Department of Infrastructure and Planning indicate that by 2011 the expected population of Cook Shire will be between 4,270 and 4,460 people. By 2026 this is expected to change to between 4,650 and 5,360 people. A LDMG sub committee is in place at Coen and wardens appointed at Ayton, Roseville, Lakeland, Laura and Portland Roads. Information sourced from the Queensland Government (DATSIP) website and Peter Scott, Cook Shire Council. Community Preparedness The Bureau of Meteorology keeps the public informed by providing advice in the form of cyclone warnings, watches and severe weather warnings. A cyclone watch is issued at six hourly intervals if a cyclone or potential cyclone exists and there is a likelihood gale force winds or stronger will affect coastal or island communities within the next 24 to 48 hours. A cyclone warning is issued at three hourly intervals if gale force winds or stronger are expected to affect coastal or island communities within the next 24 hours. Warnings are updated every hour when a cyclone is close to landfall. A severe weather warning may be issued if the system is no longer a cyclone but communities are still being threatened by damaging winds, flooding rains or pounding seas. Damage caused by a tropical cyclone can easily be kept to a minimum by taking preventative measures before the cyclone season arrives (usually November to April). During a cyclone watch/alert and recovery phase, residents can log on to the Cook Shire Council’s Face book Page for information. Council staff maintains this site, posting updates and answering community enquiries as resources allow. The following maps are an indication of Storm Tides in the Cooktown / Marton and Bloomfield / Ayton areas.

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Main power feed is Ergon inland line via Lakeland. There are four containerised Ergon generators that provide adequate backup for the region. The hospital, Council, supermarket, fuel stations and some accommodation houses, businesses and residences have their own generator backup. There is no mains gas provided – bottled only though service stations. Council owned water supply / treatment plant is 20km south and above ground pipe affords some risk. Cooktown is supplied by a two megalitre reservoir which offers three to four days rationed supply. This would be disconnected during an event to protect supply. A one megalitre reservoir at Four Mile Hill would be used as an interim supply that would supply one day’s rationed supply. Council owned sewerage treatment plant is 5 years old and built to current standards. There is portable backup power supply if required. Most of Cooktown is on elevated ground and sewerage backflow risk is limited. The airstrip is capable of Dash 8 level landings. It is adjacent to the Endeavour River and prone to inundation in a flood / storm surge situation. Newly completed bridge over the Endeavour River provides secure access north, although areas before and beyond may be inaccessible. Southern road access from Cairns via inland route is fully sealed however may be cut by flooding at Big Mitchell Creek (Mareeba), Rifle Creek (Mt Molloy), Leichardt Creek (MaryFarms), McLeod Creek (Mt Carbine), Little Annan River and Big Annan River. Information provided by Peter Scott, Cook Shire Council. Evacuation Centres The primary evacuation / recovery facility is the Community Events Centre, Cooktown– Category 5 cyclone rated with a capacity of 1000+. Secondary facilities are Cooktown Community Centre recently constructed to Category 3 rating with a capacity of 100, Gungarde complex constructed to Category 3 capacity with a capacity of 100 and the Lions Hall constructed to a Category 3 rating, with a capacity of 50.

Cooktown / Marton

Critical Infrastructure

Bloomfield / Ayton Information sourced from www.cook.qld.gov.au

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All buildings are located well outside storm surge / flood risk levels. Information provided by Peter Scott, Cook Shire Council. Essential Services Cooktown Hospital in conjunction with the Cooktown Multipurpose Health Centre provides health care including aged care and disability services. Currently, expectant mothers travel to Cairns to give birth. Specialist medical services are available in Cairns which is a 30 minute flight or four hour drive from Cooktown. The Royal Flying Doctor Service is available for emergencies and more remote communities. Cooktown Medical Centre provides private health care. There is a pharmacy in Cooktown; Queensland Ambulance Service Centre; SES and Department of Communities. Aged care services across the Cook Shire include: • 12 pensioner units, six of which are in partnership with Cooktown sub-branch of the Returned Serviceman's League. A further six units were recently completed. • Cooktown Multi Purpose Health Service provides eleven residential care beds in the Sunbird Cottage facility. • There is an aged care facility at HopeVale Aboriginal Shire Council and Home and Community Care (HACC) services at Wujal Wujal, HopeVale, Coen, Laura and Cooktown. Information sourced from www.cook.qld.gov.au and Peter Scott, Cook Shire Council Proposed future Development Proposed but indeterminate new facilities include Catholic Boarding College, Family Rehabilitation Centre, and Regional Administration Hub which will be built to Category 3 standards. The Family Rehabilitation Centre will be located approx 40km from Cooktown and be self contained. Neighbour Relationships Neighbouring Community Councils could provide little / no support and would look to access Cooktown facilities & services following a disaster event. Information provided by Peter Scott, Cook Shire Council. Other Information The LDMG maintains a list of available public and privately owned plant and equipment plus a list of accommodation availability.

Key LDMG members are provided with Satellite Phones in severe threat situations. Information provided by Peter Scott, Cook Shire Council. Aurukun Aboriginal Shire Council Population The preliminary estimated resident population of Aurukun Shire Council at 30 June 2009 was 1,209 people, an increase of 13 people or 1.1 per cent over the year. This compares with an increase of 40 people or 3.5 per cent in the year to June 2008.

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Projections released in 2008 indicate that by 2016 the expected population of Aurukun Shire Council will be between 1,130 and 1,250 people By 2031 this is expected to change to between 1,120 and 1,420 people. Information sourced from the Office of Economic and Statistical Research Community Preparedness As Aurukun is in the cyclone area of Queensland, all precautions in connection with the Bureau of Meteorology are taken during the cyclone season of November to May each year.

Information sourced from www.aurukun.qld.gov.au Evacuation Centres Aurukun has no Category 5 evacuation centres. It has a number of government owned buildings which community member’s area able to fall back to if required as a place of safety. These buildings include Council Chambers, School, Hospital, Respite Centre, General Store and Police Station. Critical Infrastructure Critical infrastructure in the Shire of Aurukun is based in Aurukun itself and has been described by their LDMG as: Water supply Electricity Sewerage. Roads’ internal and access. Communications. Internal by mobile phone and portable radio. External by ABC radio and television. Mobile phone. Essential Services

Safety Volunteer State Emergency Service, Marine Rescue and Rural Fire Brigade groups are established. Environmental Health Council employs an Environmental Health Worker who works in conjunction with Council and Queensland Health. Housing Council owns all community and staff housing. Staff houses, duplexes and shared single quarters are available and type allocated depends on availability and individual circumstances. Basic hard furnishings are provided. These generally include refrigerator, freezer, washing machine, kitchen suite, lounge, coffee table, beds and wardrobes. Gas All staff houses are equipped with gas stoves - cylinders are paid for by the tenant. Electricity All Council houses are fitted with card meters. Cards are purchased as required from the General Store. The Power House at Aurukun is owned and operated by Ergon Energy. Water Town water supply comes from underground and is fully treated and regularly tested to ensure that it meets National Health (NH) and Medical Research Council (MRC) guidelines for drinking water. Sewerage Aurukun township is fully sewered.

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Cairns District Disaster Management Plan - July 2017

Freight Transport Freight is brought into Aurukun by road weekly during the dry season and during the wet season, fortnightly by barge. Bowyer Transport operates this service. Airfreight service is available via the regular air services. Communication • 2 FM Radio Stations (4K1G and ABC) • 4 Television Stations (7 Central, ABC, SBS and Imparja) • Telephone Service (STD/ISD) and Next G Mobiles • Austar Satellite services are also available Vehicle Hire Council has 4 x 2 and 4 x 4 vehicles for hire in Aurukun. Health Care A Primary Health Care Centre operates under the control of Queensland Health, Cape York District Health Service. This service is backed up by the Royal Flying Doctor Service which provides a regular weekly clinic and emergency medical service. The doctor visits Aurukun from Tuesday to Thursday each week with regular specialist services. Air Service Aurukun is serviced five times weekly (Monday to Friday) by a flight which covers a route from Cairns to Lockhart River and then on to Aurukun and returns direct to Cairns. This service operated by Skytrans. The aircraft operating is a Dash 8. Skytrans arrival times in Aurukun are: • Monday - 3.50 pm • Tuesday - 10.40 am • Wednesday - 10.40 am • Thursday - 3.50 pm • Friday - 10.40 am The Post Office in Aurukun is the Airline Agent. Bookings can be made and paid to the Agent or to Skytrans direct in Cairns. Weipa also has a daily service operated by Qantaslink to southern connections. Twin charter aircraft are available for charter in Weipa through Weipa Air. Information sourced from www.aurukun.qld.gov.au Proposed future Development Nil Neighbour Relationships It is recognised at the district level that Aurukun is a remote community with limited capacity and capability post disaster event and as such will require immediate assistance from the district level once impact assessments are known. Hopevale Aboriginal Shire Council Population Hope Vale covers an area of approximately 1109.5 square metres (including 33 outstations, most of which are occupied only in the dry season). The population is 856 which include 13 clan groups. Hope Vale is home to several clan groups who mostly speak Guugu Yimidhirr and other related languages, as well as English.

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Information sourced from the Queensland Government (DATSIP) website. Community Preparedness Hope Vale shire’s population centres are limited and there is great self-reliance and resilience within the community due to this fact. Historically the community has had to fend for themselves and utilise innovative solutions to immediate problems as access to external resources and assistance has been limited. Information sourced from Hopevale 2011 LDMP Critical Infrastructure Roads The roads within the township of Hopevale are mainly sealed roads. The road outside of the council’s area of responsibility is Main Roads connecting Cooktown road, and is maintained by RoadTek and Cook Shire Council. A number of improvements have been made which increased accessibility of this road allowing some use in times of disaster events to access supplies and assistance but is still subject to some flooding and closures during the

wet season. Air Strip Council owns and operates one unsealed airstrip at Hopevale and it is suitable for Helicopters and light aircraft only. Gravel strip in the centre of the town precinct. Not registered with CASSA or Air Services Australia.

Electricity Supply is provided by Ergon energy from the Queensland grid. No base load power stations are located within the Shire area. Ergon energy is the operator of the high voltage transmission lines and reticulation network providing power to consumers. Individual power supply is accessed through the use of pre-paid electricity meter cards

Communications TV,Radio,ABC Free to air television stations broadcast from Cairns and the Northern Territory area is available in the community. The local radio station is Hope Vale 4ACR – 107.7FM. Commercial and Government owned broadcasters are received in the community. The community is also involved in the Remote Indigenous Broadcast Services designed to involve local people in the provision of local content for radio broadcasts and programming as well as providing information and communication services.

UHF/HF/VHF two way radios SES has some hand held and base radios utilising VHF frequency. Emergency services, such as police and Queensland health, have their own radio communications used in times of activation. During times of activation a general channel is assigned for use during operations. Channel 3 SES repeaters on Mt Piebald Telephones – Landline, mobile and satellite The traditional telephone communications system comprises mostly underground cables and telephone exchanges operated by Telstra. Mobile telephone towers have also been installed and operated by various service providers. Satellite phones work in most areas but can be subject to black spots. Internet, Skype type communications and video conferencing are available in the area Water Supply Provision for a safe and adequate supply of water is essential. The bacteriological, chemical and physical condition of water for human consumption should comply with established standards. During power outages auxiliary power will be required to ensure correct chlorination of the water supply is maintained by Hope vale Council and has back up generators to main services in times of power loss. Sewerage

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Cairns District Disaster Management Plan - July 2017

During extended power outages auxiliary power will be required to ensure sewage pump stations remain operational. Hope vale council has back up generators to main services in times of power loss. Information sourced from Hopevale 2011 LDMP Essential Services Health Centre Facilities - Emergency On Call after hours, Accident & Emergency, Child & Adolescent Health, Women's Health, Mental Health, Sexual Health, Chronic Disease, Environmental Health & Disease control, Diabetes & Nutritional Health, Alcohol & Substance Use, Aged Care. Visiting Services - Royal Flying Doctor Services; Child Health; Obstetrician and Gynaecologist; Occupational Therapist; Chest (Thoracic) Specialist; Nutritionist/Dietician Services; Ophthalmologist; Public Health; Environmental Health; Alcohol and Drug and STD teams visit the Cape Sector communities on an ad hoc basis; Sexual Health; Physician; Paediatrician; Mental Health; Dental Services; Women's Health; Optometrist; QAS; Family Health; Radiographer. Community Health Services - Antenatal Clinics; Nutrition Health Visits; School/Child Health Screen; Women's Health Clinics; Diabetic Care; Chronic Disease Program Information sourced from www.health.qld.gov.au Proposed future Development Nil Neighbour Relationships It is recognised at the district level that Hopevale is a remote community with limited capacity and capability post disaster event and as such will require immediate assistance from the district level once impact assessments are known. Kowanyama Aboriginal Shire Council Population The community recorded an estimated resident population of 1,137 people at 30 June 2007. The average annual growth rate from 2002 to 2007 was 1.7 per cent. Kowanyama includes the Kokoberra, Yir Yorant (or Kokomnjen) and Kunjen clans. The three main language groups – defined by their relationship to the Mitchell River – are Yir Yorant, Yik Thangalkl (together comprising Kokomenjen group) Uw Oykangand and Olgol (together comprising the Kunjen group) and Kokobera. Information sourced from the Queensland Government (DATSIP) website. Community Preparedness The Kowanyama Council address this issue by utilising legislation, building codes and building-use regulations. Further more it keeps it’s community informed by way of public meetings newspaper articles and brochures. Kowanyama is no different to most isolated communities where information is also distributed by word of mouth. Critical Infrastructure Critical infrastructure in the council area includes:- Roads

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Kowanyama is accessible by unsealed roads in the dry season from Pormpuraaw to the north, Normanton to the south and Cairns to the east and are subject to flooding and closures on a regular basis.Flooding always leaves Kowanyama isolated for some 5 months a year. Air Strips The Kowanyama area has one controlled airstrip which generates significant commercial and private air traffic. Multi seat commuter aircraft provide regular services to Cairns and Ports north Electricity Kowanyama is not connected to the QLD state electricity grid. Power is suppled via three generators with a total capacity of 1960 KWh. Usually only one is required to supply Kowanyama needs providing at least one backup. Communications TV, Radio, ABC Free to air television stations broadcast from Cairns and the Northern Territory area is available in the community. Imparja, SCTV,SBS and ABC. Commercial and Government owned radio broadcasters are received in the community.101.3 Triple J, 102.9 ABC local radio, 105.3 and 107.7 The community is also involved in the Remote Indigenous Broadcast Services designed to involve local people in the provision of local content for radio broadcasts and programming as well as providing information and communication services. UHF/HF/VHF two way radios UHF Channel 4 repeater station HF CTAF (airport) Telephones-Landline, mobile and satellite In Kowanyama, the council runs on a 1500/1500 BDSL Telstra link. This is then microwaved up to Cooktown and then fibre optic back to Cairns. The town’s traditional telephone communications system comprises mostly underground cables and telephone exchanges operated by Telstra. Mobile telephone towers have also been installed and operated by Telstra. Telstra is the only mobile service provider at Kowanyama. Satellite phones work in most areas but can be subject to black spots in heavy rainforest areas. Internet, SKYPE type communications and video conferencing are available in the area. Water supply Provision for a safe and adequate supply of water is essential. The bacteriological, chemical and physical condition of water for human consumption should comply with established standards. In most instances, the provision and treatment of water will be the responsibility of Council. During power outages auxiliary power will be required to ensure correct chlorination of the water supply is maintained. Council has backup generators to maintain services in times of power loss. Sewerage After a disaster the provision of temporary ablution facilities may be required where existing facilities are damaged or additional facilities are required. Temporary facilities will also be required where temporary camp sites, either short term or long term, have been established. During extended power outages auxiliary power will be required to ensure sewage pump stations remain operational. Council has backup generators to maintain services in times of power loss. Information sourced from Kowanyama 2011 LDMP Essential Services Health

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Facility Services - The service is a Primary Health Care Centre operating from 08:00 to 17:00hrs each day. After hours is covered by Registered nurses on an on call basis. The Centre is covered by a Medical officer 6.5 days of the week. Medical officers are employed be RFDS. There are 2 medical officers who work on a month in month out basis. Medical officers have clinics 08:00 to 17:00 hrs Monday to Friday. Saturday and Sunday clinics are from 08:00 to 12:00hrs. These medical officers are on call for after hours from Monday 08:00 to Sunday 12:00 hrs. Between 12:00 hrs on Sunday and 08:00 hrs on Monday, the clinic is covered by telephone consultation with the medical officer at the RFDS base in Cairns. In an emergency, the on-site medical officers make themselves available even when nominally off duty. * Clients requiring evacuation for medical reason is by one of two methods:- 1) If an emergency, clients are evacuated by RFDS in Cairns 2) If a non emergency, clients are sent by commercial aircraft using the Patient Subsidy Scheme. Clinics Available - Antenatal Clinics; School Dressing Clinics; Women's Health clinics. Visiting Services - Nutrition Health Visits; Obstetrics and Gynaecology; Occupational Therapy; Thoracic Medicine; Dental Services; CYDHS Outreach teams; Women's Health; RFDS Mothercraft Nurse; General Medicine; Paediatrics; Psychiatrist; Ophthalmic Services; RFDS Psychologist; Sexual Health. Information sourced from www.health.qld.gov.au Proposed future Development Nil Neighbour Relationships It is recognised at the district level that Kowanyama is a remote community with limited capacity and capability post disaster event and as such will require immediate assistance from the district level once impact assessments are known. Lockhart River Aboriginal Shire Council Population The population is approximately 800 people. .The residents of Lockhart River are the traditional owners of the largest tropical lowland rainforest area in Australia. Lockhart River township is located on the traditional lands of the Southern Kuuku Ya'u (Kanthanumpu) and is bounded by rainforest, low mountain ranges and the sea. The Lockhart River Aboriginal Community is an extremely remote community on the eastern coastline of Cape York Peninsula. Today, Lockhart River is a local government area known as the Lockhart River Aboriginal Shire Council. It is run by an elected Mayor and councillors with the support of administrative staff. The council is responsible for providing municipal and non-municipal services to residents. Although theoretically the Lockhart River Aboriginal Council assumed power in 1984 with the inception of the Community Services (Aborigines) Act, it wasn’t really until 1987 – almost 20 years after the Mission – the council gained trusteeship of the Lockhart River Deed of Grant in Trust (DOGIT) lands which was previously the Lockhart River Aboriginal Reserve. The Lockhart River DOGIT was transferred to traditional owners in September 2001 under the Queensland Aboriginal Land Act 1991 into the Mangkuma Land Trust, which is an area of some 354,000 hectares. It extends from Pascoe River in the north, to Cape Sidmouth in the south, to the coastline in the east and to the west is generally defined by the Sir William Thompson Range, Wenlock River and McIlwraith Range. The Trust has 32 Trustees representing all the traditional lands in the Trust area. However, the Trust does not account for all the traditional land and sea country of the Lockhart River peoples, which extend from Shelburne Bay in the north to Breakfast Creek in the south. Significantly, all coastal waters and estuaries, islands, reefs and cays are very much part of traditional estates and are treated under the same protocols as land under local traditions. The only town within the Council area itself is Lockhart River. About 800 people, mostly from six major traditional Aboriginal language groups in the surrounding region, live in the Lockhart River community. Lockhart River township is part of the traditional lands of the Kanthanumpu (southern Kuuku Ya’u) which are bounded by rainforest, low mountain ranges and the sea. Located in Cape York Peninsula, it is about 12 hours’ drive, or 760

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kilometres, along the Peninsula Development Road to the nearest city of Cairns, or about 280kms across dirt road to Weipa. A number of small ‘outstations’ are operated by various tribal communities within the Lockhart River Council area. Pascoe River outstation is situated on the banks of the Pascoe River near the coastline approximately 28 kilometres from Lockhart River. Old Site is situated on the Coast to the south of Lockhart River past Cape Direction. Night Island is situated on the Coast approximately 15 kilometres by sea south of Lockhart River. All outstations are inhabited mainly during the dry season. Portland Roads is a small community 28 kilometres by road north of Lockhart River but situated in the Cook Shire. The Council area also borders the ‘Iron Range National Park’. The Lockhart River people’s traditional territories span from Double Point to Breakfast Creek and inland to the mountains of the Great Dividing Range. The remote and beautiful Lockhart River community is the northern-most town on the east coast of Australia. The coastline is strung with sandy beaches, where creeks and rivers enter the sea through mangrove protected estuaries. Traditional foods, including seafood and bush tucker, are popular and people retain many aspects of their traditional culture. Flooding in the wake of a coastal cyclone or monsoonal activity is a constant threat and is experienced on a regular basis. Although generally not life threatening, the loss of essential roads has economic consequences for the Shire and extended delays can cause supply issues. The Lockhart River Shire local government area is serviced principally by the Peninsula Development Road with no alternate routes available. The road between the Peninsula Development Road and Coen is unsealed and subject to flooding and closures on a regular basis. Situated in the tropics, the region experiences heavy monsoonal rains usually between December and April each year followed by a long dry season. During and immediately following the wetseason, Lockhart River is completely isolated and accessible only by barge and plane. The climate is described as Tropical, with a prevailing South East wind. The average rainfall is in the vicinity of 1800 mm. Heavier rainfalls could be expected during the monsoon period i.e. from November to May. The council area is affected by tourism to a small extent, especially during the months of June to November. Information sourced from the Lockhart River Council website (www.lockhart.qld.gov.au) and Lockhart River 2011 LDMP Community Preparedness The Lockhart River Council addresses this issue by utilising legislation, building codes and building-use regulations. Further more it keeps its community informed by way of public meetings newspaper articles and brochures. Kowanyama is no different to most isolated communities where information is also distributed by word of mouth. Critical Infrastructure Critical infrastructure in the council area includes:- • Council Depot • Lockhart River Community Council airstrip • Council Water Treatment Plant • Council Administration Building. • Lockhart River primary health clinic. • Council Sewerage Treatment Plant. • Lockhart River Emergency Services Unit Shed • Ergon power generators Roads The roads within the Township of Lockhart River are mainly sealed roads. There is one road that commences from South of Lockhart River which travels through the township and then continues towards Lockhart River on the East. The road north, outside of council’s area of responsibility, travels through the Lockhart River road, and is maintained by the Lockhart River Shire Council. A number of improvements have been made which has improved

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the reliability of this road allowing use in times of disaster events to access supplies and assistance but is still subject to flooding and closures during the wet season. The road south is a gravel and dirt road until it reaches the Cape Road where it Heads towards Weipa in the north and Coen to the south This road is generally open to 4wd type vehicles and is often closed or unusable during the wet season. This road is maintained by Lockhart River council within its area of responsibility and Cook Shire Council outside of this area. Air Strips Lockhart River Aerodrome Company Pty Ltd, Lockhart River, A number of charter companies operate from these facilities. Skytrans , RFDS , Coast watch, Government and privet jets , numerous privet charter operators including helicopters’ Lockhart River Airstrip details: 12 47' 27.0"S 143 18' 08.3"E UTM 54L 7 49 935E 85 84 879N Surface - Type – All-weather surface Bitumen - Effect of rain – Minimal - Lengthwise gradient – See Attached information - PCN rating of 9 up to 120 psi tyre pressure Night Landing Facilities: Paalc available Aerodrome Facilities: Small terminal with toilets Aerodrome Telephone: 07 4060 7121 Mob 0427 574 333 Refuelling: (Jet A1, Avgas, Diesel) underwing refuelling for Jet A1 Bulk fuels for Av gas and Diesel Landing Fees: $30 +GST for first 2000kg MTOW for MTOW of 2000kg and over $19.43 + GST Per Ton Electricity Electricity is generated on site by diesel driven generator sets. Ergon own and maintain these generator sets. There are no permanent Ergon employees living in Lockhart River. Ergon employees travel from Coen, Cairns or Weipa when required. Major overhauls, repairs or new work in the Community Council area requires Ergon. employees to be flown in. Communications Television and Radio Free to air television stations broadcast from Cairns and the Northern Territory area is available in the community. Commercial and Government owned radio broadcasters are received in the community. The community is also involved in the Remote Indigenous Broadcast Services designed to involve local people in the provision of local content for radio broadcasts and programming as well as providing information and communication services. UHF/HF/VHF two way radios SES has a number of hand held and base radios utilising UHF frequency. Agencies such as Police and Queensland Health, have their own radio communications used in times of activation. During times of activation a general channel is assigned for use during this time. Telephones - Landline, mobile and satellite The traditional telephone communications system comprises mostly underground cables and telephone exchanges operated by Telstra. Mobile telephone towers have also been installed and operated by various service providers. Satellite phones work in most areas but can be subject to black spots in heavy rainforest areas. Internet, SKYPE type communications and video conferencing are available in the area. Water supply Provision for a safe and adequate supply of water is essential. The bacteriological, chemical and physical condition of water for human consumption should comply with established standards. In most instances,

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the provision and treatment of water will be the responsibility of Council. During power outages auxiliary power will be required to ensure correct chlorination of the water supply is maintained. Council has backup generators to maintain services in times of power loss. Sewerage After a disaster the provision of temporary ablution facilities may be required where existing facilities are damaged or additional facilities are required. Temporary facilities will also be required where temporary camp sites, either short term or long term, have been established. During extended power outages auxiliary power will be required to ensure sewage pump stations remain operational. Council has backup generators to maintain services in times of power loss. Essential Services Lockhart River Primary Health Clinic The Lockhart River Primary health clinic is currently staffed by four nurses with a Director of Nursing in charge. Clinics are conducted for the community at the centre by visiting doctors, specialists, and health service providers etc from the Royal Flying Doctor Service, Qld health and other providers as required. Medical needs and emergencies outside the capabilities of the primary health clinic are transported to the Regional centre of Cairns. Small hospitals are also located at Weipa to the north and Cooktown to the south, however distance, terrain and capacity at these locations means that Cairns is usually the preferred option. Queensland Ambulance Service There is no Queensland Ambulance Service in the community. This function is performed by the Primary Health Clinic. Queensland Police Service There is currently a 4 officer police station located in the Township of Lockhart River. There are police stations located at Coen and Weipa which provide assistance as required depending on road closures. Lockhart River Fire Service There are no Queensland Fire Service urban personnel in the community. There is a Queensland Rural Fire Service unit located with limited equipment and staff. The nearest full time unit is located at Weipa. Lockhart River State Emergency Services A SES unit currently works from a Steel building located in the Lockhart River Airport. The building is located adjacent to the Airport manager’s house. The SES has use of a 4 X 4 vehicles, trailer, road accident rescue equipment, first aid equipment and lighting equipment etc. Royal Flying Doctor Service The Royal Flying Doctor service provides medical services in the form of clinics as well as emergency medical attention. Proposed future Development Nil Neighbour Relationships It is recognised at the district level that Lockhart River is a remote community with limited capacity and capability post disaster event and as such will require immediate assistance from the district level once impact assessments are known. Mapoon Aboriginal Shire Council Population

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The 2006 census data recorded a population in Mapoon Shire Council of 239. Mapoon is a small village and a former Aboriginal reserve, is on the west coast of Cape York Peninsula, near the entrance to Port Musgrave. It is 75 km north of Weipa and 170 km south-west of the tip of the peninsula. The current population is approximately 300. There are several population nodes/suburbs within the community. • Culen Point • Red /beach • Ukamon • Thungoo Information sourced from the Queensland Government (DATSIP) website and the CEO, Mapoon Community Preparedness The only warning system has for the community residents is the placing of notices at various establishments in the community. Council has storm surge maps, which were provided by QFES. The LDMG should conduct public information sessions to present the current arrangements in place to assist the community to prepare for potential hazard impacts or threats. Such meetings should be held in all areas of the Shire / City / Community, and should be tailored to be language appropriate. Information provided by the CEO, Mapoon and Mapoon LDMP Critical Infrastructure

Ergon Energy operates the power station in the community. Council has an emergency generator for its store. The Health Clinic also has an emergency generator. The airstrip is unsealed and is not all weather. During the wet season, it is inoperable and does not have lighting. Information provided by the CEO, Mapoon

Communications, The main service provider in the area is Telstra, and they provide landline, and Internet services (bigpond and broadband). The television services are; the ABC, Imparja, SBS, Austar and the Seven Central network. Radio includes Rebel FM and the ABC. Power, The Town is totally dependent on the power from Ergons Power Station (Diesel powered) station located at Red Beach. Water and Sewerage Systems Transport infrastructure, Mapoon has no services however services are provided to Weipa by four trucking/barge companies: Bowyers Transport – dry season weekly, and wet season barge weekly; Tuxworth Carriers– dry season twice weekly; Mapoon Freight Services – dry season 4-6 each month; and Gulf Freight Service Barge – all year weekly and Mapoon provides its own transport infrastructure The main road to the community is the Weipa Mapoon Road owned by Comalco. This road has limited or no access for the traditional “wet season” for heavy vehicles. Domestic passenger and freight services can be accessed one hour away in Weipa. Evacuation Centres The Sport and Recreation Centre is the only identified evacuation centre. The Centre is rated Cyclone Category 3. However, it is located within a storm surge area. The majority of the local government area is low lying and susceptible to flooding. Information provided by the CEO, Mapoon

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Essential Services The community has a primary health care clinic staffed by a nurse. There is no resident Doctor. The nearest is 90 kilometres away in Weipa. Information provided by the CEO, Mapoon Proposed future Development There is no proposed future development, other than new residential houses. Information provided by the CEO, Mapoon Neighbour Relationships The Weipa Town Authority is approximately one and a half hours away in the wet season on unsealed road trafficable by 4WD only. In the wet season, it is common for the road to be under water and have washouts for many kilometres at different sections. Information provided by the CEO, Mapoon Napranum Aboriginal Shire Council Population Napranum Shire council is located in western Cape York near Weipa and encompasses an area of 1993.7 square kilometers, with a population of 921. Napranum is an indigenous community situated on a bauxite Plateau overlooking the Embley River. When coming into community you need to acknowledge the Algnith people, who are the traditional owners of the Napranum township area. Napranum Aboriginal Shire is located approximately 804 kms northwest of Cairns by road, and approximately 15 kms south of the township of Weipa. Napranum is a local dialect which, when translated, means “Meeting Place”. Transportation to Napranum is via air from Cairns to Weipa and then a short drive to the Shire. Alternatively it is approximately a 10 hour drive from Cairns in the dry season only. The area of the Napranum DOGIT (Deed of Grant in Trust) is approximately 202,000 hectares or 1,997 square kms. Information sourced from the Queensland Government (DATSIP) website. Information sourced from Napranum Council Website Community Preparedness The Napranum community should be informed of the Disaster Management arrangements the Local Disaster Management Group has in place by the conduct of public meetings, information distribution, newspaper articles, advertisements and brochures. Critical Infrastructure Essential Services Napranum's community services include a health clinic, child care and preschool programs. A bus service between Napranum and Weipa transports children to and from the school everyday.

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Proposed future Development Nil known Neighbour Relationships It is recognised at the district level that Napranum is a community with limited capacity and capability post disaster event and as such will require immediate assistance from the Weipa town authority once impact assessments are known. Northern Peninsula Area Regional Council Population The Region was created on 15 March 2008 from five previous entities—the Bamaga and Seisia Island Councils, and the Injinoo, New Mapoon and Umagico Aboriginal Councils. Its first election was held on the same day. Population as at 2009 was 2,282, covering an area of approximately 1071.9km. Community Preparedness Long term and rural residents are generally resilient and to a large extent self-supportive. Isolation and previous experiences of disaster events has meant that this group of people would be to a large extent self-sufficient; at least for several days. Newer and younger residents with no memory or experience with a disaster event, such as sever cyclones, would be less prepared to cope and more dependent on government services. There are no volunteer community groups in the region. Due to the human resource pressures the ability and effectiveness for community service groups to respond in emergencies is reduced. The NPA community should be informed of the Disaster Management arrangements the Local Disaster Management Group has in place by the conduct of public meetings, information distribution, newspaper articles, advertisements and brochures. Critical Infrastructure The majority of critical infrastructure within the region is located in the Communities of Injinoo, Umagico, Bamaga, New Mapoon and Seisia. Essential Services Essential services are located at Weipa. Proposed future Development Nil known Neighbour Relationships It is recognised at the district level that the NPA is a community with limited capacity and capability post disaster event and as such will require immediate assistance from the district level once impact assessments are known. Pormpuraaw Aboriginal Shire Council Population The Pormpuraaw Deed of Grant in Trust (DOGIT) occupies 466,198 hectares and is approximately 700 km west of Cairns, on the west coast of Cape York. Pormpuraaw has a population of approximately 630 (as of June 2001), with about 90% of the total population being of Aboriginal or Torres Strait Islander origin. Community Preparedness The community will be informed of the Disaster Management Arrangements the Pormpuraaw Aboriginal Shire Council has in place by the conduct of public meetings, information distribution, newspaper articles, advertisements and brochures as follows. They will also be advised that the plan is included for viewing and

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downloading from Council’s website www.pormpuraaw.qld.gov.au which will show the latest version of the plan available. The Pormpuraaw LDMG will conduct public information sessions to present the current arrangements in place to assist the community to prepare for potential hazard impacts or threats. Such meetings will be held in all areas of the shire and will be tailored to be language appropriate Critical Infrastructure Not available at time of completion of plan Essential Services Not available at time of completion of plan Proposed future Development Not available at time of completion of plan Not available at time of completion of plan Torres Shire Council Population The preliminary estimated resident population of Torres Shire Council at 30 June 2009 was 3,642 people, a decrease of 48 people or 1.3 per cent over the year. This compares with an increase of 122 people or 3.4 per cent in the year to June 2008. Projections released in 2008 indicate that by 2016 the expected population of Torres Shire Council will be between 3,560 and 3,880 people. By 2031 this is expected to change to between 4,370 and 6,210 people. The Torres Strait region covers an area of more than 35,000 square kilometres, which stretches 200 kilometres from the tip of Cape York Peninsula to the south-west coast of Papua New Guinea (PNG). Torres Shire is the only Australian local government which abuts an international border (Australia and Papua New Guinea) and is in close proximity to the Indonesian province of Irian Jaya. The Torres Shire Council administers the Muralug - TI Group of Islands (Waibene - Thursday Island, Ngurupai – Horn Island, Gealug - Friday Island, Mawai - Wednesday Island, Muralug - Prince of Wales Island and Palilug - Goods Island) as well as areas of the northern extremity of Cape York bounded by the 11th parallel. Torres Shire Council's administrative control (and, therefore, disaster management responsibility) does not extend over the whole of the Shire area and excludes those islands which form a part of the Torres Strait Island Regional Council, and the part of the mainland which comprises the Northern Peninsula Area Regional Council. The remaining land area, which is administered by the Council, comprises several islands and portions of Cape York Peninsula. The major islands covered by this Plan include: • Albany Island • Dayman Island • Entrance Island • Friday Island • Goods Island • Horn Island • Little Adolphus Island • Mount Adolphus Island • Packe Island • Port Lihou Island • Possession Island • Prince of Wales Island • Thursday Island

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• Turtlehead Island • Wednesday Island Information sourced from the Office of Economic and Statistical Research and Torres Shire LDMP

Community Preparedness The Torres Shire community should be informed of the disaster management arrangements the Local Disaster Management Group has in place by information distribution, newspaper articles, advertisements and brochures. Critical Infrastructure Airport Horn Island Airport is owned and managed by Torres Shire Council, and is the major airport in the region. The airport has a dual sealed runway system, with the main runway being 1389m long and 30m wide, and the second runway 1235m long and 23m wide. The traffic operating into and out of Horn Island is a mixture of turbo-prop passenger services from Cairns to light commuter style single and twin engine inter-island charter aircraft and helicopter service operators. In addition, approximately 500 international flights land at the Horn Island Regional Airport each year. The airport potentially provides the principal avenue for the provision of external support during major disaster events. Horn Island Airport is regulated by the Civil Aviation Safety Authority, and maintains an Aerodrome Emergency Plan under the provisions of CASA Regulations. Seaport The Port of Thursday Island, also known as Port Kennedy, is a community port located in a natural harbour. The port limits extend between Horn Island and Hammond Island, taking in the waters around Thursday Island. Wharf facilities are established on both Thursday Island and the neighbouring Horn Island. The port services the needs of these two islands and also operates as a major transshipment point for the supply of building materials, food, household goods and fuel to other islands of the Torres Strait. Port Facilities on Thursday Island include Multi –user facility at the Main Wharf for General Cargo and refuelling Operations (diesel fuel only). The Engineers Wharf is used for ferry Passengers Operations, plus the Caltex Jetty (Fuel Wharf) or Rebel Wharf is leased to a local Company (Rebel Marine) for Passenger Transfers. Ports North also owns a major fuel storage facility on Horn Island, which is leased and operated by a local company. Due to its strategic location, the port also serves as a base for a number of government agencies, including the Royal Australian Navy, Customs and Fisheries Patrols. The port is regulated by the Regional Harbour Master, Marine Safety Queensland, Cairns, and maintains its own emergency response plans and cyclone emergency procedures. Telecommunications Telephone communication in the Torres Shire populated areas is available via both land line and mobile systems. The whole area is covered by broadcast radio, via Radio 4MW, a commercial radio station based on Thursday Island, ABC Far North on the AM band and ABC Radio National on the FM band. The area is reasonably well served by free to air broadcast television and subscription satellite television is becoming more popular in all areas. High speed internet connection is available in the larger centres, with wireless service available in the areas covered by the 3G mobile telephone network, but dial-up or satellite-based access is still required in the more remote areas of the Torres Shire Power Supply Power supply for Thursday Island and Horn Island is generated by Ergon Energy via isolated power stations on each island and distributed via the isolated distribution network. Generation Electricity is generated at unmanned, automated power stations on each island at various voltages and then distributed around the island via the Ergon Energy isolated distribution network. Ergon Energy power stations are designed to meet various standards regarding capacity, reliability, power quality and environmental considerations.

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Fuel storage The fuel storage capacity for each isolated power station is used to ensure that a reliable fuel supply is maintained. Planning studies are undertaken annually to review load growth, fuel consumption and storage capacity requirements to schedule asset augmentation. Distribution Power is distributed via a number of feeders and is transmitted at various voltages e.g. 6 600, 11 000 or 22,000 volts and then transformed to low voltage for use by businesses and households Water Supply The water supplied to most residents within the Shire is from the Loggy Creek Dam on Horn Island. It provides water to Wasaga Village, the main area of settlement on Horn Island, and via a submarine pipeline, provides water to the Millman Hill Reservoir on Thursday Island (which in turn provides a service to Hammond Island). From a vulnerability perspective, the tropical location of the area will normally ensure that ample water supplies exist, and extreme conditions for a protracted period would be required to imperil those supplies, but a failure of the submarine pipeline or a lack of power for pumping could cause some concern for the supply to Thursday Island. There is no reticulated water supply on Prince of Wales Island. Sewerage A reticulated waste water treatment system is in place on Thursday Island and Horn Island. Fuel Storage Generally • Mobil fuel depot at the Horn Island Airport < 80,000 litres of fuel • AIR BP fuel depot < 80,000 litres of fuel • Sea Swift compound, Wasaga Village < 500,000 litres of fuel • Ergon power stations, Thursday Island and Horn Island < 250,000 litres of fuel. Essential Services Medical Facilities Thursday Island Hospital Hospital: Operating Suite; Emergency Service; General Medicine; Maternity Specialist Services: Diabetology; Obstetrics; Paediatric Medicine; Adult Mental Health; General Surgery Clinics Available (Visiting Specialist Services): Includes General Physician; Opthalmology; Chest Physician; Gynaecology; General Surgeon; Vascular Surgeon; Psychiatrist; Paediatrician. Allied Health Services: Podiatry; Pharmacy; Radiography HACC Services: Home and Community Care Program Thursday Island Primary Health Care Centre Primary Health Services: General Practice Medicine; Child Health; Oral Health; Adult Mental; Drug and Alcohol; Men's & Women's Health; HIV/AIDS; Palliative Care; Home Care; Rehabilitation; Infectious Diseases; Diabetes and Nutrition; Environmental Health; Hearing Health; Health Promotion; Healthy Ageing Clinics Available: Child Health; Diabetes; Hearing Allied Health Services: Podiatry; Social Work; Oral Health Outreach Services: Oral Health; Men's & Women's Health; Infectious Diseases; Family Support. Proposed future Development None known Neighbour Relationships

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It is acknowledged at the district level that in the event of a disaster affecting both the Torres Strait Island Regional Council and Torres Shire area that legislation exists through amendments to the Disaster Management Act 2003 to combine both areas for a response. Torres Strait Island Regional Council Population Torres Strait is an island-studded sea passage between Cape York and Papua New Guinea, with the Arafura Sea on its west and the Coral Sea on its east. The strait is about 160 km wide between Cape York and Papua New Guinea, with numerous shoals and strong tidal currents. There are four main island groups, as indicated below by the islands with significant populations recorded in the census in 2006. The Torres Strait is a shallow (mostly 10- 20m depth) body of water 100 km long and 250-260 km wide (east-west) formed by a drowned land ridge extending from Cape York to Papua New Guinea. There are more than 100 islands in the Strait, which stretches over a total area of 35 000 square kilometres. Of these, approximately seventeen are inhabited. Reefs are generally aligned east-west, streamlined by the high velocity tidal currents that pour through the inter-reef channels.

Torres Strait has been described as the most extensive, ecologically complex shelf in the world, offering a multitude of habitats and niches for the great diversity of Indo- Pacific Marine fauna and flora. Eleven species of seagrass have been recorded in the Strait providing a relatively diverse array of species.

The dynamics of tropical seagrasses are heavily influenced by weather patterns, flood and cyclone events. Our ability to predict the consequences of such disturbance on different seagrass habitats requires ongoing collection of monitoring information on seagrass habitat condition useful for government agencies and communities to make management decisions regarding these important resources.

Group Main Islands Population

western islands - a continuation of the Australian dividing range

Thursday 2546

Horn (Narupai) 585

Prince of Wales (Muralag) 120

Hammond (Kiriri) 208

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St Pauls (Moa) 239

Kubin 226

Badu 786

Mabuiag 240

Yorke (Masig)

336

Coconut (Warraber)

239

Sue (Poruma) 175

Yam (Iama) 363

Eastern islands - mostly volcanic landforms

Murray Maer (Mer), Diwar, Waier

group

462

Darnley (Erub) 320

Stephens (Ugar) 57

Northern group - alluvial landforms close to Papua

Boigu 295

Saibai 368

Dauan 120

Community Preparedness The capacity of the populated island communities is limited and there is great self-reliance and need for disaster resilience within the community due to this fact. Historically each community has had to fend for themselves and utilise innovative solutions to overcome immediate problems as access to external resources and assistance has been limited Critical Infrastructure Roads

Property Access Roads – Formed

8.42km

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Property Access Roads - Unformed

70.18km

Roads - Sealed 43.71 km

Roads - Pavers 12.88km

Local Road Bridge - Darnley 1

Roads – Concrete 12.32km

Total 147.51km

Airports Dauan and Hammond are only accessible by helicopter or sea craft. All other communities Except for St Pauls have an airport. St Pauls is serviced by the Kubin airport. The nearest major airport is located at Horn Island; however it is not an all weather strip and can be closed in heavy rain during the monsoon season.

Community Type Runway Length

Boigu Runway 600m

Saibai Runway 800m

Badu Runway

Mabuiag Runway

Kubin Runway 1000m

Ngurupai (Horn Island)

Runway 1389m and 1235m

Mer (Murray island) Runway 525m

Erub (Darnley island)

Runway 500m

Iama (Yam Island) Runway 710m

Masig (Yorke Island)

Runway 1000m

Poruma (Coconut Island)

Runway 730m

Warraber (Sue Island)

Runway 720m

Dauan Helipad

St Pauls Helipad

Ugar (Stephen Island)

Helipad

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Hammond Island Helipad

Sea Ports All communities have a sea ports which have an access channel and barge ramp. Some ports also have boat basins, finger jetties, fender piles, turning basins and break waters. Electricity Ergon Energy generates and distributes electricity via a reticulation network in all communities. Generation is by means of diesel powered generators. Individual power supply is accessed through the use of pre-paid electricity meter cards. This can present issues in times of extended isolation if households are unable to purchase power cards. Ergon Energy maintains sufficient diesel fuel stock on each island to maintain generation capacity for 78 summer days without re-supply. Communications

Television and Radio Free to air television stations broadcast from Cairns and the Northern Territory are available in all communities as are commercial and Government owned radio broadcasters. Generally communities are involved in the Remote Indigenous Broadcast Service which involves locals in the provision of local content for radio broadcasts and programming as well as providing information and communication services. UHF/HF/VHF two way radios SES has some hand held and base radios utilising VHF frequency. Emergency services, such as police and Queensland Health, have their own radio communications used in times of activation. During times of activation a general channel is assigned for operational use. Telephone/Internet The communications system is operated by Telstra and consists of underground cables, exchanges and mobile phone towers. Internet services are available Satellite phones work in most areas but can be subject to black spots. Internet communication and video conferencing are available in the area. Water supply Provision for a safe and adequate supply of water is essential. The bacteriological, chemical and physical condition of water for human consumption should comply with established standards. In most instances, the provision and treatment of water will be the responsibility of Council. During power outages auxiliary power will be required to ensure correct chlorination of the water supply is maintained. Council has back up generators to maintain services in times of power loss. Refer Appendix Sewerage After a disaster the provision of temporary ablution facilities may be required where existing facilities are damaged or additional facilities are required. Temporary facilities will also be required where temporary camp sites, either short term or long term, have been established. During extended power outages auxiliary power will be required to ensure sewage pump stations remain operational. Council has back up generators to maintain services in times of power loss. Essential Services

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Primary Health Clinic Primary health clinics are located on each Island and are staffed by generalist health workers. Clinics are conducted for the community at the centre by visiting doctors, specialists, and health service providers etc from Qld Health and other providers as required. Medical needs and emergencies outside the capabilities of the primary health clinic are transported to the Regional centre of Cairns. Queensland Ambulance Service There is no Queensland Ambulance Service in the community. This function is performed by the Primary Health Clinic. However some islands have first responders. Queensland Police Service There are no Queensland Police Officers in any of the communities however there are local Community Police Officers on each island. Community Police Officers provide assistance to the Queensland Police Service as required. Major issues are reported to the Queensland Police Service at Thursday Island. Fire Service There are no Queensland Fire Service personnel in the community. The nearest full time unit is located at Thursday Islands. Volunteer Marine Rescue There is one volunteer Marine Rescue unit located at St Pauls. State Emergency Services Some islands have an operational SES unit. Proposed future Development None known Neighbour Relationships It is acknowledged at the district level that in the event of a disaster affecting both the Torres Strait Island Regional Council and Torres Shire area that legislation exists through amendments to the Disaster Management Act 2003 to combine both areas for a response.

NOTE: For the purposes of Disaster Management Operations Torres and TSRIC have combined plan under the Act and are called Torres Strait Local Disaster Management Plan

Weipa Town Authority Population The preliminary estimated resident population of Weipa at 30 June 2009 was 3,320 people, an increase of 29 people or 0.9 per cent over the year. This compares with an increase of 81 people or 2.5 per cent in the year to June 2008. Projections released in 2008 indicate that by 2016 the expected population of Weipa (T) will be between 3,610 and 4,080 people (Table 2 and Figure 3). By 2031 this is expected to change to between 3,770 and 5,100 people. Information sourced from the Office of Economic and Statistical Research

Community Preparedness PUBLIC AWARENESS Community Information

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The community should be informed of the disaster management arrangements the Local Disaster Management Group has in place by information distribution, newspaper articles, advertisements and brochures as follows. WTA Web Site The Local Disaster Coordinator is to ensure the maintenance of disaster-related public awareness material on the WTA web site. The current copy of the Weipa Local Disaster Management Plan (Disaster Management Arrangements) is to be available for public viewing on the WTA web site. Council Office The current copy of the Weipa Local Disaster Management Plan is to be available for public viewing in the WTA office. Media The WTA should provide a media release on the adoption of the new Local Disaster Management Plan, and following any subsequent annual updates of the Plan. Council should arrange for a pre-fire season and pre-cyclone season disaster preparedness information page for inclusion in the local newspaper. Community Education Schools The Local Controller, Weipa State Emergency Service and the Principal, Western Cape College will develop a program of regular disaster awareness and education visits to the school by appropriate delegates of agencies represented on the Local Disaster Management Group. Community Organisations The Local Controller, Weipa State Emergency Service will instigate a community awareness program to take information regarding disaster management to community groups such as the Lions Club, the P & C Committee, etc COMMUNITY WARNING AND ALERTING SYSTEMS Public information and warnings will be provided in relation to a current event and should include information about the event and any actions recommended. Broadcast radio should be the primary vehicle for public information in most events. Warnings may emanate from different sources, depending on the event. There is the ability for a public warning to be issued to the community via the broadcast radio/TV system, and in particular ABC Far North Radio. Where practicable, copies of public information bulletins issued by the Local Disaster Management Group etc will be placed on notice boards at the following locations: _ Weipa Town Authority Office _ Weipa Post Office _ Woolworths Supermarket _ Weipa Hospital _ Single Persons Quarters (SPQ) Rocky Point _ Single Persons Quarters (SPQ) Evans Landing _ Public notice boards _ School notice boards _ Weipa Bowls Club Critical Infrastructure Transportation Airport Weipa Airport, situated 13 km south-east of the township, is owned and managed by RTA Weipa Pty Ltd and is the major commercial airport in the region. The airport has a sealed runway system, with the main runway being 1645m long and 30m wide. Qantas Link offers daily flights between Weipa and Cairns. There are also charter airlines, which operate out of Weipa and are available for passenger and freight transport. The airport potentially provides the principal avenue for the provision of external support during major disaster events. Weipa Airport is regulated by the Civil Aviation Safety Authority, and maintains an Aerodrome Emergency Plan under the provisions of CASA Regulations.

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Cairns District Disaster Management Plan - July 2017

Seaport The Port of Weipa is principally involved in the export of bauxite (aluminium ore) from the nearby RTA Weipa Pty Ltd mine and cattle. The port also handles fuel and general cargo. RTA Weipa Pty Ltd operates the port facilities and has on-shore bauxite handling, processing and stockpiling facilities and conveyors running to Lorim Point Wharf for ship loading. Other port facilities include general purpose and fuel wharves, and tugs operated by Weipa Tug Services Pty Ltd. Maritime Safety Queensland provides pilotage services. Ports Corporation of Queensland provides a key service in the port by maintaining a shipping channel through a regular maintenance dredging program. Telecommunications Telephone communication in the Weipa area is available via both land line and mobile systems, although some service difficulties are experienced with mobile coverage, even in the central town area. The whole area is covered by broadcast radio, via Rebel FM 96.1, ABC 1044 AM, 97.7 Breeze FM and Tripe J. The area is served by free to air broadcast television and subscription satellite television. High speed internet connection is available, with wireless service available in the areas covered by the 3G mobile telephone network. The wireless internet suffers from the same service difficulties as the mobile telephone service. Many organisations (including all Government organisations) are equipped with satellite telephone communications. Power Supply Generation Weipa Power Station, owned and operated by RTA Weipa Pty Ltd provides power to the township of Weipa. The power station runs diesel generators, fuelled from a tank farm, which contains sufficient diesel fuel to supply the generators for a number of days. Diesel is pumped into the tank farm daily from a remote main storage tank. The main storage tank is filled regularly via ship. Distribution Power is distributed via a number of feeders for use by the mine sites, businesses and households. Weipa Town distribution lines are above ground, however some underground cables feed from the distribution lines to transformers. The Weipa mine site’s distribution is via underground cables but an above ground distribution line originate from the cables and feeds to the airport and town of Napranum. Vulnerability If the distribution system was severely affected by a cyclone, it would require the deployment of significant outside assistance, as the RTA Weipa Pty Ltd line crew are only capable of standing 2 poles per day, because of lack of resources, both personnel and physical. This would entail a severe loss of power to both the town and the mine sites for a protracted period of time. Water and Sewerage The Weipa Town Authority provides water supply and sewerage services to the entire community, with the aim of providing good quality water supply and safe and effective transportation and treatment of all sewage effluent. Water Supply Water is sourced from nine shallow aquifer bores, five of which are controlled manually and operate continuously. The other four bores are controlled by a central controller and linked by telemetry. The water supply system, which provides water to approximately 1,225 connections, is managed by Weipa Town Authority’s Planning & Infrastructure Team. Sewerage The Weipa Town Authority in collaboration with RTA Weipa Pty Ltd provides a reticulated sewerage system to the community, providing services to approximately 1,225 connections. The system collects sewage household connections and discharges it into sewage treatment plants at Awonga Lagoons and Lorim Point. The sewerage system comprises of gravity mains, pump stations and sewerage ponds. RTA Weipa Pty Ltd maintains the licenses to operate the sewerage ponds Essential Services

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Cairns District Disaster Management Plan

Cairns District Disaster Management Plan - July 2017

Medical Facilities Weipa Hospital Weipa Hospital is a modern facility, providing the following services: Hospital Medical/Surgical, 14 bed Inpatient Services, Casualty Services for Weipa and surrounding communities, Outpatient Service, X-Ray, Palliative Care. Visiting Specialist Services Endoscopies, Obstetric & Gynaecological, Ophthalmic Surgery, Colonoscopies, Dental, Mental Health, Royal Flying Doctor Service Women's Health, Paediatric, Optometrist, chest clinic, breast screening, Rheumatology, ENT. Clinics Available Child Health/Immunisation Clinic, Antenatal Clinic/Women's Health, Diabetes, Mental health, Sexual Health, general medicine, Far North Queensland Rural Division of General Practice providing fortnightly service of Podiatry, Nutritionalist and Diabetic education, Alcohol, Tobacco and Other Drugs Service (ATODS). Other Services Antenatal Classes in the community, Liaison Officer (Indigenous) Services, Physiotherapy. General Practitioners Two general practitioners currently practice in Weipa. Proposed future Development Not known Neighbour Relationships Weipa Town authority have historically indicated a willingness to assist their two neighbouring communities of Napranum and Mapoon and this willingness remains today.

Wujal Wujal Aboriginal Shire Council Population Wujal Wujal is located at south eastern Cape York on the Bloomfield River, 172km north of Cairns and 70km south of Cooktown. Floods often cut off roads during the wet season. The Council area spans 11.2 square kilometres that includes 6 outstations, mostly all permanently occupied. The current population is approximately 480, mostly KuKu Yalanji people with about 30 traditional owner clan groups. The main clan group languages are Kuku Yalanji, Kuku Nyungul and Jalunji. About 500 speakers of contemporised Yalanji language remain. Kuku Yalanji is one of the only Aboriginal languages to be translated through the Lutheran Church. Wujal Wujal is located in the Bloomfield Valley inside the World Heritage Area some 170km to the North of Cairns and 70km South of Cooktown. Wujal Wujal covers an area of 64 Hectares. The present community of Wujal Wujal has existed on the site for many hundreds of years and is set around the highly sacred waterfalls of Wujal Wujal meaning ‘many falls’ in the local language. Wuja Wujal is an Aboriginal Shire Council, originally known as Bloomfield, later known as Bloomfield River Mission. It was founded in 1886 by Lutheran Missionaries; however, due to difficulties of isolation, the area was abandoned. It was reopened in 1957 and administered by the Hopevale Mission Board, a branch of the Lutheran Church of Australia. In 1979, it became known as Wujal Wujal, and in the following year the Aboriginal Council was formed. It became a

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Cairns District Disaster Management Plan

Cairns District Disaster Management Plan - July 2017

DOGIT Community Council following the passing of the Queensland Community Services (Aborigines) Act 1984. Then in 2004 following the abolition of the Community Services (Aborigines) Act 1984, it became known as the Wujal Wujal Aboriginal Shire Council. The climate is described as tropical and therefore experiences the typical wet and dry seasons. The average rainfall as recorded in nearby Cooktown is 1666 mm. The average temperature is 30° and average minimums are 23°. Flooding in the wake of a coastal cyclone or monsoonal activity is a constant threat and is experienced on a regular basis. Although generally not life threatening, the loss of essential roads has economic consequences for the Shire and extended delays can cause supply issues. The Wujal Wujal Shire local government area is serviced principally by what is referred to as the “coast road” joining Cape tribulation with Cooktown. This road passes directly through Wujal Wujal with no alternate routes available. The Bloomfield Track road between Wujal Wujal and Cape tribulation is unsealed and subject to flooding and closures on a regular basis. The Bloomfield-Rossville road commences north of the township and heads towards Cooktown has had works and upgrades competed that have improved access and reliability but is still subject to flooding and closures during the wet season. There is a private airstrip 20 Klms from the Shire with weekly or chartered flights. The Shire can also be accessed by sea via the Bloomfield River which passes through the council’s area of responsibility. Information sourced from the Queensland Government (DATSIP) website and the CEO of Wujal Wujal Shire Council and Wujal Wujal 2011 LDMP Community Preparedness Community Meetings and notices delivered to houses as well as notices on notice boards. Information provided by the CEO Wujal Wujal Critical Infrastructure Critical infrastructure in the council area includes:- • Council Administration Building

• Council Depot • Wujal Wujal primary health clinic • Post office and bank agency • Council Water Treatment Plant • Council Sewerage Treatment Plant • State Emergency Service Unit Shed

Roads The roads within the township of Wujal Wujal are mainly sealed roads. There is one road that commences from South of Wujal Wujal which travels through the township and then continues north towards Cooktown referred to as the “Coast road”. The road north, outside of council’s area of responsibility, travels through the small communities of Rossville, Bloomfield, Ayton and Helensvale, up to the connecting Cooktown road, and is maintained by the Cook Shire Council. A number of improvements have been made which has improved the reliability of this road allowing use in times of disaster events to access supplies and assistance but is still subject to flooding and closures during the wet season. The road south is a gravel and dirt road until it reaches the Cape Tribulation community where it then becomes bitumen. This road is generally open to 4wd type vehicles and is often closed or unusable during the wet season. This road is maintained by Wujal Wujal council within its area of responsibility and Cairns Regional Council outside of this area. Air Strips

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Cairns District Disaster Management Plan

Cairns District Disaster Management Plan - July 2017

There are no airstrips or airports managed by council. The nearest major airport is located at Cooktown. There is a private strip north of Wujal Wujal near Ayton which is used by aircraft on a regular basis for freight and passenger movements, however is not an all weather strip and is closed if rainfall occurs. Although there are some other private air strips between Wujal Wujal and Cooktown these are affected by weather and other factors meaning their reliability is very low and can generally not be included in planning. Electricity Supply is provided by Ergon energy from the Queensland grid. No base load power stations are located within the Shire area. Ergon energy is the operator of the high voltage transmission lines and reticulation network providing power to consumers. Individual power supply is accessed through the use of pre-paid electricity meter cards. This can present issues in times of extended isolation if households are unable to get into the township to purchase cards. Communications Television and Radio Free to air television stations broadcast from Cairns and the Northern Territory area is available in the community. Commercial and Government owned radio broadcasters are received in the community. The community is also involved in the Remote Indigenous Broadcast Services designed to involve local people in the provision of local content for radio broadcasts and programming as well as providing information and communication services. UHF/HF/VHF two way radios SES has a number of hand held and base radios utilising UHF frequency. Agencies such as Police and Queensland Health, have their own radio communications used in times of activation. During times of activation a general channel is assigned for use during this time. Telephones-Landline, mobile and satellite The traditional telephone communications system comprises mostly underground cables and telephone exchanges operated by Telstra. Mobile telephone towers have also been installed and operated by various service providers. Satellite phones work in most areas but can be subject to black spots in heavy rainforest areas. Internet, SKYPE type communications and video conferencing are available in the area. Water supply Provision for a safe and adequate supply of water is essential. The bacteriological, chemical and physical condition of water for human consumption should comply with established standards. In most instances, the provision and treatment of water will be the responsibility of Council. During power outages auxiliary power will be required to ensure correct chlorination of the water supply is maintained. Council has back up generators to maintain services in times of power loss. Sewerage After a disaster the provision of temporary ablution facilities may be required where existing facilities are damaged or additional facilities are required. Temporary facilities will also be required where temporary camp sites, either short term or long term, have been established. During extended power outages auxiliary power will be required to ensure sewage pump stations remain operational. Council has back up generators to maintain services in times of power loss. Information provided by the Wujal Wujal 2011 LDMP Evacuation Centre/s Buildings are always available. The Community Hall is the designated building, however, nothing is cyclone proof. Information provided by the CEO Wujal Wujal

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Cairns District Disaster Management Plan

Cairns District Disaster Management Plan - July 2017

Essential Services Wujal Wujal Primary Health Clinic The Wujal Wujal Primary health clinic is currently staffed by four nurses with a Director of Nursing in charge. Clinics are conducted for the community at the centre by visiting doctors, specialists, and health service providers etc from Qld health and other providers as required. Medical needs and emergencies outside the capabilities of the primary health clinic are transported to the Regional centre of Cairns. Small hospitals are also located at Cooktown to the north and Mossman to the south, however distance, terrain and capacity at these locations means that Cairns is usually the preferred option. Queensland Ambulance Service There is no Queensland Ambulance Service in the community. This function is performed by the Primary Health Clinic. Queensland Police service There is currently a two officer police station located in the township of Wujal Wujal. There are police stations located at Cooktown and Mossman which provide assistance as required depending on road closures. Wujal Wujal Fire Service There are no Queensland Fire Service urban personnel in the community. There is a Queensland Rural Fire Service unit located at Ayton with limited equipment and staff. The nearest Auxiliary unit is located at Cooktown. Wujal Wujal Volunteer Coast Guard There is no volunteer Coast Guard in the area. The nearest unit is located at Cooktown Wujal Wujal State Emergency Services A SES unit currently works from a demountable building located in the Wujal Wujal township. The building is located adjacent to the Emergency Services Shed which houses equipment. The SES has use of a 4 X 4 vehicle, a trailer, a flood boat, road accident rescue equipment, first aid equipment and lighting equipment etc. Royal Flying Doctor Service The Royal Flying Doctor service provides medical services in the form of clinics as well as emergency medical attention. Due to no airport located in the immediate area, air evacuations and treatment are limited to the use of helicopters which can land at the primary health clinic landing area. The private air strip located at Bloomfield is available for use but is regularly closed if rainfall occurs. Information provided by the 2011 Wujal Wujal LDMP Proposed future Development The only future developments proposed for the Wujal Wujal Shire Council area are residential houses. Information provided by the CEO Wujal Wujal Neighbour Relationships The Wujal Wujal Shire Council works with the Cook Shire on a proactive basis as well as occasionally with Cairns Regional Council. Information provided by the CEO Wujal Wujal Yarrabah Aboriginal Shire Council Population

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Cairns District Disaster Management Plan

Cairns District Disaster Management Plan - July 2017

Yarrabah is approximately 40 kilometres southeast of Cairns. The community recorded an estimated resident population of 2,629 people at 30 June 2007. The average annual growth rate from 2002 to 2007 was 2.2 per cent. The traditional owners of the land are the Gujangii tribe. Information sourced from the Queensland Government (DATSIP) website. Community Preparedness The Yarrabah Council addresses this issue by utilising legislation, building codes and building-use regulations. Furthermore it keeps its community informed by way of public meetings newspaper articles and brochures. Yarrabah is no different to most isolated communities where information is also distributed by word of mouth. Critical Infrastructure

Critical infrastructure in the council area includes: ‐ • Council Depot

• Yarrabah Community Council Helicopter Pad • Council Water Treatment Plant • Council Administration Building. • Yarrabah primary health clinic. • Council Sewerage Treatment Plant. • Yarrabah Emergency Services Unit Shed • Ergon power generators

Roads The roads within the Township of Yarrabah are mainly sealed roads. There is one road that commences from South of Yarrabah which travels through the Home Lands. The road north, outside of council’s area of responsibility, travels through the Yarrabah road, and is maintained by the Yarrabah Shire Council. A number of improvements have been made which has improved the reliability of this road allowing use in times of disaster events to access supplies and assistance but is still subject to flooding and closures during the wet season. Air Strips/Helipad Council has an emergency Helipad to assist with emergency evacuations Night Landing Facilities: Paalc available Electricity Ergon Supplies Electricity to Yarrabah through Electricity Grid. There are no permanent Ergon employees living in Yarrabah. Ergon employees travel from Cairns when required. Communications Television and Radio Free to air and satellite television stations broadcast are fed into the shire. All the regional television and Radio transmission equipment is situated on Mt Yarrabah. Commercial and Government owned radio broadcasters are received in the shire. UHF/HF/VHF two way radios SES has a number of hands held and base radios utilising UHF frequency. Agencies such as Police have their own radio communications used in times of activation. During times of activation a general channel is assigned for use during this time. Telephones Landline, mobile and satellite The traditional telephone communications system comprises mostly underground cables and telephone exchanges operated by Telstra. Mobile telephone towers have also been installed and operated by various service providers. Satellite phones work in most areas but can be subject to black spots in heavy rainforest areas. Internet, SKYPE type communications and video conferencing are available in the area. Water supply

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Cairns District Disaster Management Plan

Cairns District Disaster Management Plan - July 2017

Provision for a safe and adequate supply of water is essential. The bacteriological, chemical and physical condition of water for human consumption should comply with established standards. In most instances, the provision and treatment of water will be the responsibility of Council. During power outages auxiliary power will be required to ensure correct chlorination of the water supply is maintained. Council has back up generators to maintain services in times of power loss. Sewerage After a disaster the provision of temporary ablution facilities may be required where existing facilities are damaged or additional facilities are required. Temporary facilities will also be required where temporary camp sites, either short term or long term, have been established. During extended power outages auxiliary power will be required to ensure sewage pump stations remain operational. Council has back up generators to maintain services in times of power loss. Essential Services Yarrabah provides a health clinic, a child care centre, Magistrates court services, and schooling to year 10. The Queensland Government also provides funding support for drug and alcohol rehabilitation programs, youth leadership and development, Home and Community Care, an aged care hostel, family support and early intervention services, childcare and school holiday programs, a public library, child safety services and support, an ambulance service, domestic violence prevention, community justice group, and a women’s refuge, and other specialist and visiting health clinics Proposed future Development Nil Neighbour Relationships It is recognised at the district level that Yarrabah is a community with limited capacity and capability post disaster event and as such will require immediate assistance from the district level once impact assessments are known.

Risk Assessment The DDMG undertook a risk assessment as per AS/NZS 4360:2004 ‘Risk Management’ and considered the natural, technological and societal hazards and their interaction with the community to ascertain the level of risk in accordance with the National Emergency Risk Assessment Guidelines. Please refer to Annexure C for details of the Risk Assessment. Risk Treatment Risk treatment is the process to be undertaken by the DDMG in the implementation of the Risk Treatment Plan and the ongoing management of residual risk and risk sharing for those risks that relate to the DDMG. This should include:

• the process for the allocation of responsibility for the implementation of risk treatment strategies, monitoring and reporting;

• the request for responsible agencies to incorporate the identified treatment strategies into their agency corporate planning process for recognition and implementation;

• strategies for the management of residual risk; and • the process for notification where risk sharing is identified as a treatment option.

The scale, impact and duration of specific disaster events on individuals and communities has a direct bearing on the nature and scope of Human Social Recovery services provided by government and nongovernment agencies. It also informs relevant governance and administrative arrangements that will be required. The nature of the community itself is also an important consideration particularly for planning.

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Cairns District Disaster Management Plan - July 2017

The Cairns DDMG should consider the specific characteristics of the communities within the Disaster District and how different events may impact on these communities. Information contained within the Disaster District Risk Profile will provide baseline information essential for impact assessment at the time of an event. Information gathered by Councils/LDMGs in conducting their vulnerability and evacuation planning can inform impact assessments for recovery service delivery planning and arrangements. Where information is already known regarding the vulnerability of specific population groups, this should be used to develop statements regarding processes and arrangements for: o Impact assessment o Establishment and management of Human Social Recovery Centres o Accessing support and allocation of resources o Communication strategy The information that is collated by Councils within their LDMPs and Evacuation Sub-Plans can be used as sources of information for informing these sections of the District Plans. District Plans should consider the information collated by each of local council within their district to: a) identify the overall vulnerability and impact assessments of the district b) specific arrangements and recovery needs that may need to be made for discrete locations or sectors of the district

Capacity Building

Community Awareness Section 23(f) of the Disaster Management Act 2003 states: “to ensure the community is aware of ways of mitigating the adverse effects of an event, and preparing for, responding to and recovering from a disaster”.

LDMGs and DDMGs have a joint responsibility to ensure their community is as prepared and resilient for potential events as available resources will allow. The DDMG adds value to community awareness by identifying consistencies across local government and State agency community awareness programs, and fostering a coordinated approach to community awareness within the disaster district.

The DDMG facilitates the development and implementation of a common approach and broader strategic direction to community awareness. It is essential that the messages provided to the community are consistent in nature by all those from disaster management roles. It is important to acknowledge that hazards and community characteristics may be similar across local governments and media broadcast areas will routinely overlap local government boundaries. In recognition of these facts, the DDMG has identified opportunities for consistent messaging, joint programs and commonalities across disaster management arrangements.

The Cairns DDMG, as an entity does not have a budget, therefore funding of community awareness is collaborated between local government funding/resources and DDMG member State agency funding/resources.

The Cairns DDMG, in consultation with the LDMGs, is developing an annual community awareness program that includes:

• community awareness events; and • joint projects and funding opportunities for community engagement and social marketing projects targeted at

addressing the specific needs of vulnerable communities. Community Awareness Program – Community Awareness campaigns remain the responsibility of local government. Historical Programs have been undertaken in a number of shires including:

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Cairns District Disaster Management Plan

Cairns District Disaster Management Plan - July 2017

Cooktown: Cook Shire Public Meeting – Residents are made more aware of their need to be prepared for a disaster

Cairns: Information sessions are conducted with school groups on ways to mitigate the effects of a Disaster

An Emergency Action Guide has been placed in the Port Douglas Mossman Gazettes Community Phone book including ways to mitigate the effects of a Disaster Contribution to the Cairns Post Cyclone Awareness Booklet A number of Cairns Regional Council Community Education Initiatives including web sites, social networking, radio interviews etc

Training Disaster management training has been identified nationally as an essential means through which agencies can develop and maintain their disaster management capabilities and capacity. Training and education can provide the knowledge, skills and attitudes required to address the issues of disaster management through prevention, preparedness, response and recovery. Furthermore, training is important in ensuring that all agencies can seamlessly integrate their arrangements and contribute to an effective and coordinated disaster management response.

QFES is responsible for ensuring a coordinated approach to disaster management training within the district. This includes regularly assessing the training needs within the district and developing a suitable training program. Where possible, this training program should maximise opportunities for joint training with LDMGs and other agencies involved within the QDMA.

The development of a training program should involve:

• A training needs analysis defining required competency: • roles required; • skills and knowledge required to undertake the roles; • individuals required to undertake the roles; • current levels of competency;

Competency can be determined from a number or sources:

• training records; • qualifications; • observations of on-the-job performance; and • interview and group discussions.

• identification of knowledge gaps – note differences between the required and current levels of competency.

The training program implementation is monitored through the DDMG Annual Operational Plan. QFES fulfil the role of training members of the DDMG and other relevant stakeholders in disaster management arrangements. QFES have developed and deliver on an ongoing basis a course titles Queensland Disaster Management Arrangements. Moreover the course is offered and delivered to government and non government entities alike. QFES facilitate other courses to assist those in varying roles to develop their skills in the various areas of disaster management including coordination centres, liaison officers, evacuation planning, resupply and many other courses.

Exercises

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Cairns District Disaster Management Plan

Cairns District Disaster Management Plan - July 2017

Exercises are an essential component of disaster preparedness and are used by the DDMG and member agencies to enhance capacity and contribute towards continuous improvement. They take the form of a controlled, scenario driven (but objective based) activity utilised to train or assess personnel, evaluate procedures and test the availability and suitability of resources. Section 55(2) of the Act requires the DDMG to review the effectiveness of the DDMP at least once a year. The conduct of exercises is one mechanism the group uses to achieve this requirement.

QFES is responsible for the facilitation of disaster management exercises. The QFES DDMG member works with the DDMG to develop a suitable exercise program. The DDMG exercise program provides a commitment to exercises, reinforces training and maintains the disaster management capabilities of the group. Consideration is given to frequent, small exercises as they can be as effective as conducting one large exercise.

QFES provides an annual program of major exercises across the state, where it works with DDMGs and regional QFES staff to facilitate the large scale and/or more complex exercises. The QFES Regional Director and their staff will work with DDMGs to assist in the facilitation of other exercises to test the effectiveness of their plans throughout the year. The DDMG exercise program should provide a commitment to exercises, reinforce training and maintain the disaster management capacity and capabilities of the group.

The DDMG has considered exercising:

• processes within the DDMG (e.g. activation, communications, decision making); • disaster management activities (e.g. coordination centre management, resupply, evacuation); • interactions between the DDMG and LDMGs; • interactions between the DDMG and SDCG; and • response arrangements for specific hazards e.g. influenza pandemic; animal or plant disease.

Evaluating the exercise In determining whether an exercise achieved its original aim, it is important to evaluate to what extent the exercise objectives were met and how the exercise was conducted generally. At the conclusion of an exercise it is also important that debriefs are conducted to capture issues and areas for improvement. It is recommended that the DDMG consider the use of hot debriefs, conducted immediately following participants’ involvement in the exercise; and a more detailed After Action Review conducted within a few days of the exercise, to allow participants time to provide a more considered view of the exercise.

Response Strategy

Warning Notification and Dissemination DDMG members will receive warning products via a number of means. The DDC will receive notification directly from the State Disaster Coordination Centre (SDCC) and internally through Queensland Police Service Communication Centres. The DDC will ensure the dissemination of warnings to vulnerable LDMGs within the district. DDMG member agencies will be notified by a variety of channels, including, but not limited to, telephone (fixed or mobile), fax, email, radio, SMS, in person and may also receive notification from internal agency central offices. A number of agencies will also receive warnings directly from the Bureau. Details regarding responsibility for notification processes within DDMG member agencies are detailed in respective agency plans. Agency plans will include detailed contact registers to achieve dissemination of warnings.

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Cairns District Disaster Management Plan - July 2017

Upon receipt of information that communities located within the Cairns Disaster District are or may be threatened by a particular hazard, the Disaster District Coordinator (DDC) shall ensure that the LDMGs receive appropriate warnings in respect to those threats. Warnings will be communicated to the vulnerable community by their respective LDMGs in accordance with the relevant provisions of the respective Local Disaster Management Plan. Departments or organisations with specific responsibility for issuing warnings or the management of specific threats, for example, the Bureau of Meteorology for meteorological related information and the Department of Primary Industries for Emergency Diseases in Animals, shall issue warnings in accordance with their standard operating procedures. Where events require a higher level of warning, including mandatory evacuations in respect to storm tide events, such warnings shall be issued in accordance with the provisions of the Tropical Cyclone Storm Tide Warning-response System handbook. The Standard Emergency Warning Signal (SEWS), approved by agreement between all states and territories in 1999 shall be utilised in respect to warning issues for events involving the following:

• Wind gusts >125 kilometres per hour (equivalent to category 2 and above cyclones); • Storm tide >0.5 metre above Highest Astronomical Tide; • Large hail > 4 centimetre in diameter; • Tornado(s); • Major floods, flash floods and/or dam break; • Intense Rainfall leading to Flash Floods and/or landslides (1-6 hour rainfall total > 50 year Average Recurrence

Interval); • Geo-hazards including effects of earthquakes and or tsunami waves > 1 metre (tide dependent); • Major urban and rural fires; • Major pollution, hazardous material or bio-hazard emergency; • Civil defence emergency (as defined in Article 61 of Protocol 1 of the 1977 Protocols Additional to the Geneva

Conventions of 1949); • Other major emergency situations. The use of SEWS may be considered outside of the aforementioned eligible events, in which case the DDC will liaise with the Assistant Commissioner, Northern Police Region, and advise the Executive Officer of the SDCG accordingly. In summary, the responsibilities of DDMG member agencies for notification in Local Government areas are shown in the following table.

Responsible Agency

Group/Agency Notified

Queensland Police Service

Queensland Police Service Stations

and Establishments

Queensland Fire and Emergency

Services

State Emergency Service

Units/Groups

The process for the notification and dissemination of warning products is not a function dependant on the activation of the DDMG, but rather is a responsibility of DDMG Executives and members regardless of the status of activation of the DDMG.

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Cairns District Disaster Management Plan - July 2017

Activation The DDC is responsible for activating the DDMG. This would generally occur following consultation with one or more of; the Chair of the SDCG and/or DDMG; the Chair of a LDMG; a member of the DDMG and/or a member of a response agency. The four levels of activation are:

The plan and the DDCC may be activated in a number of stages namely:

• Alert;

• Lean Forward;

• Stand Up;

• Stand Down.

Triggers

Actions Communications

Alert

One or more

LDMGs

operational

Awareness

that threat

may be

widespread

XO brief DDC on

activation level of

LDMG/s

Analysis of threat

Contact

LDC/s

• DDC and XO on

mobile remotely

Lean

Forward

Potential

requirement

for DDMG to

coordinate

disaster

operations or

provide

support

because of

threat level

or resource

requirements

Threat level

indicated

DDMG

support may

be required

Maintain contact

with LDC/s

Communication

procedures

established

Planning

commenced for

support to DDCC

and staff briefed

Advise State

regarding status of

DDMG Establish

contacts & set up

communication

systems including

email systems

Receipt of Sitreps

from LDMG/s

Brief DDMG core

members

Planning for

potential support to

LDMG/s

DDC, XO and DDMG

members on mobile

and monitoring

email remotely

Ad-hoc reporting

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DDC support staff

briefed

Stand

Up

Request for

support

received from

LDCC/s Large threat

is imminent

with

impact in

District

Coordinated

support

required

Significant

State

resources

committed

Develop situational

awareness

Pass on urgent

warnings

Initial Sitrep to SDCC

DDCC activated and

roster developed

Forward

planning

commenced

SDCC

advised

DDMG

stood up

Regular Sitreps

provided to SDCC

Logistics,

operations,

planning and

administrative

cells in place

Coordination of State

support commenced

Receive advice from

State Disaster

Coordinator (if

appointed)

DDCC contact

through established

land lines and

generic email

addresses

DDC, XO and DDMG

members present at

DDCC, on

established land

lines and/or

mobiles, monitoring

emails

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Stand

Down

LDMG/s

stood down

from

response

Recovery

arrangements

functioning

Final checks for

outstanding requests

Assist LDMG/s to

transition to

recovery

Debrief of staff in

DDCC & DDMG

members

Consolidate financial

records

Final situation

report sent to

SDCC Hand over to

Recovery

Coordinator (If

appointed)

Return to core

business

DDMG members not

involved in recovery

operations resume

standard business

and after hours

contact

arrangements

Alert

A heightened level of vigilance due to the possibility of an event in the area of responsibility. No action is required however the situation should be monitored by someone capable of assessing the potential of the threat. Lean Forward An operational state prior to ‘stand up’ characterised by a heightened level of situational awareness of a disaster event (either current or impending) and a state of operational readiness. Disaster coordination centres are on stand by; prepared but not activated. Information is received that the district may be impacted by a hazard. Relevant entities, including local governments, are requested to Lean Forward and contact details confirmed. District Disaster Coordination Centre (DDCC) is checked for operational readiness. The DDC may convene a preliminary meeting of all or some DDMG members. The DDC, Deputy Chair, XO may perform a monitoring role without activating the DDCC. Advice will be forwarded to the relevant entities including a preliminary situation report to the SDCC. Stand Up The operational state following ‘lean forward’ whereby resources are mobilised, personnel are activated and operational activities commenced. Disaster coordination centres are activated. Information is received that the impact of a hazard within the district is imminent. Relevant members, including local governments, are requested to Stand Up. The DDCC should be operated on a 24-hour basis (refer DDCC SOPs). There should be ongoing liaison between the DDMG, LDMGs and the SDCG, including SITREP’s, as required by the reporting requirements of this plan. Stand Down Transition from responding to an event back to normal core business and/or recovery operations. There is no longer a requirement to respond to the event and the threat is no longer present. When the requirements of disaster operations have been completed to the stage that the DDMG and DDCC are no longer required to be activated, they may be stood down.

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District Disaster coordination Centre The Cairns DDMG primary district disaster coordination centre [DDCC] is located at: 2nd Floor Cairns Police Station 5 Sheridan Street, Cairns City An identified alternate site for the DDCC is: FNR Coordination Centre Level 1 17-19 Sheridan Street, Cairns City An identified alternate site for the DDCC is: Tablelands Patrol Group MIR 176 Walsh Street, Mareeba

Operating Guidelines for the management of the Cairns DDCC have been developed and are held by

the Executive Officer for the Cairns DDMG

Concept of Operations for Response

Operational Reporting

(a) Local Disaster Management Groups shall advise the DDC immediately the LDMG is placed on standby or stood up; (b) The DDC shall advise the Executive Officer of the SDCG immediately the DDMG is placed on standby or stood up;

(c) Once placed on stand-by or stood up, Local Disaster Management Groups and Functional Committees will provide situation reports (SITREP’s) on the event and disaster management operations in the approved form to the DDMG within the timeframes as may be required;

(d) Once placed on stand-by or stood up, the DDMG will provide SITREP’s on the event and disaster management operations in the approved form to the SDCC within the timeframes as may be required.

Financial Management No purchase is to be made for the DDMG without consultation with and approval of the DDC, Deputy Chair or the Executive Officer. Where members of the DDMG are coordinating purchases for their agencies/departments, they are to comply with their respective purchasing policies. Prior to any purchase being considered it must be determined whether a Standing Offer Agreement is in existence regarding the goods/services. Where it is ascertained that an SOA does exist, the arrangements of that SOA are to be complied with. A receipt is to be obtained for all purchases conducted by the DDMG. Full details of all expenses/purchases incurred by the DDMG during a disaster are to be recorded. Media Management

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The community shall be kept informed of the activities of the District Disaster Management Group in terms of disaster management operations in support of LDMGs across the district and reflect the role of the State. Formal comments/interviews with the media in respect to District disaster operations on behalf of the Disaster District shall only be made by the DDC in consultation with and assistance from other DDMG members as necessary. Comment on operations at the LDMG lever are not to be made but left to the Chair of the LDMG to discuss matters relating to the particular Local Government Area. Comment from the DDMG must relate to district support operations and not tactical aspects of the operations at LDMG level. Media briefing areas have been identified and are contained in the Standard Operating Procedures for the DDCC. The DDC will appoint a suitable person to perform media liaison duties and organise media representatives who attend the DDCC briefing area. The Australian Broadcasting Commission (ABC) has been appointed to all DDMG’s and the SDCG for this purpose. Media Guidelines have developed for the membership of the Cairns DDMG as it relates media releases that relate directly to the Cairns DDMG

Accessing Support and Allocation of Resources The District Disaster Management Group does not possess any resource reserves. All resources within the disaster district are owned and managed by the various local governments, government departments, corporate entities or private business operators. Resource lists are included in each Local Disaster Management Plan, all of which form appendices to this district plan. Where resources or services are not available within their jurisdiction, or if available, have been or are likely to be expended, a LDMG may request assistance from the DDMG to provide such resources. Requests shall be in the approved form. Upon receipt of a request for assistance, the DDMG shall make all reasonable endeavours to locate the required resource of service from within the disaster district. Resources and services acquired by the DDMG and appropriated to a LDMG may be recalled and reallocated at the discretion of the DDMG. In the event the required resource or service is not available elsewhere in the disaster district, the DDMG shall forward a request, in the required form, to the SDCG. In acquiring resources, the DDMG will enter into normal contractual arrangements at commercial rates. Normal accepted practices in terms of purchase and acquisition apply. Appropriate approvals shall be obtained prior to the incurrence of any financial expenses. The DDC or the Executive Officer shall ensure that accurate records are maintained in respect to requests for assistance, resource acquisition and allocation and financial expenditures. Requests for Australian Defence Force assistance under the Defence Aid to the Civil Community (DACC) arrangements shall be made in the first instance to the Officer in Charge, Joint Operations Support Staff, Lavarack Barracks, Cairns.

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As well as requesting JOSS and requests for ongoing ADF assistance, particularly where aircraft usage or cost recovery may be required, under categories other than category 1 shall be forwarded to the Executive Officer of the SDCG at the same time.

Disaster Declaration The statutory machinery for declarations relative to disaster management and the management of emergent situations are contained in the following Acts: ‘Disaster Situation’ Disaster Management Act

2003 (the Act) Section 64: ‘Declaration’

‘Emergency Situation’ Public Safety Preservation Act 1986

Section 5: ‘Declaration of emergency situation’

‘CBR Emergency’ Public Safety Preservation Act 1986

Section 12: ‘CBR emergency may be declared’

‘State of Emergency’ State Transport Act 1938 Section 2: Emergency

Powers The District Disaster Coordinator may declare, with the approval of the Minister [for Emergency Services], a ‘disaster situation’ if satisfied:

a) A disaster has happened, is happening or is likely to happen, in the disaster district; and

b) It is necessary for the district disaster coordinator … to exercise declared disaster powers to prevent or minimise any of the following: i. Loss of human life; ii.

Illness or injury to humans; iii. Property loss or

damage;

iv. Damage to the environment Section 64 of the Act further prescribes that before declaring a disaster situation, the DDC must take reasonable steps to consult with the DDMG and the local governments within the area to be included in the declaration. Section 65: ‘Form and notice of declaration’ of the Act prescribes that the declaration of a ‘disaster situation’ must be in the approved form. A copy of the approved form will be included in this plan as an Appendix once drafted and approved by the SDCG. With the exception of a declaration made under section 12: CBR emergency may be declared’ of the Public Safety Preservation Act 1986, a declaration in existence at the time a ‘disaster situation’ comes into force are inconsistent and will cease to have effect.

Resupply The size and geographic diversity of Queensland, the dispersion of its communities and the nature of the hazards likely to affect those communities guarantee that, at some time, some communities will be temporarily isolated by the effects of one or more of those hazards. When this occurs, the hardships imposed upon the communities concerned could require responses from the Queensland Government.

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The Queensland Government has a number of financial mechanisms for alleviating hardship in such circumstances.

a. State Disaster Relief Arrangements (SDRA) allow the State to cover, amongst other measures, costs incurred under this policy for all hazards. SDRA is triggered by the identification of one case of personal hardship by the Department of Communities.

b. Natural Disaster Relief and Recovery Arrangements (NDRRA) provide a cost sharing formula for the Commonwealth and State to cover, amongst other measures, costs incurred under this policy for eligible natural disasters. NDRRA is triggered by overall expenditure exceeding the small natural disasters threshold.

c. The Resupplying Isolated Communities Policy and Procedures – this policy - provides the mechanism for covering extraordinary resupply costs on the authority of the Executive Officer (XO) SDCG in the absence of conditions allowing the activation of SDRA or NDRRA. The procedural guidance in this document is aimed to ensure best practice and appropriate financial accountability for any measures taken The aim of the Resupplying Isolated Communities Policy and Procedures is to ensure that communities are not disadvantaged by isolation. The Government will pay the additional transport costs to deliver foodstuffs and essential items to isolated communities. This is to ensure communities have essential items for survival, and are not economically disadvantaged by additional transport costs in such circumstances. Although the Government’s responses will aim at alleviating such hardships to a reasonable extent, individuals and communities should not become reliant on such responses, and should make every effort to become self sufficient in all their needs in case they become isolated. Individual and Community Preparation Most events that isolate Queensland communities occur on a seasonal basis and their effects upon surface access routes can be predicted with reasonable accuracy. Communities which are likely to be affected by such events are expected to prepare well in advance for both the event and the expected period of isolation These preparations include:

a. Stocking up on sufficient foods, medicines and other foods they would need to sustain themselves for the expected period of isolation;

b. Checking with their local Australia Post manager/contractor to ascertain arrangements for the delivery/collection of mail during isolation periods; arranging suitable access to tuition for school children and maintaining contact with neighbours and friends;

c. Relocating stock from threatened areas and preparing fodder stockpiles to last them through the expected period of isolation;

d. Making arrangements to extend lines of credit with local suppliers, or establishing lines of credit with other supply centres if local arrangements cannot be made, so that they can obtain sufficient goods to last them through the expected period of isolation;

e. Providing as much protection as possible for the stockpiled goods to prevent them either being damaged and rendered unusable by the impact of the hazard, or spoiling because of the length of storage time; and

f. Having sufficient fuel stocks for generators, machinery, vehicles and aircraft.

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Communities / individuals should ensure that their Local Government is provided with accurate details of the location of their property and / or landing strip / helipad using Global Positioning System (GPS) latitude and longitude data to assist possible resupply operations. Communities / individuals should also include any potential hazards near likely landing areas, including power and phone lines, or tall objects. LDMG Education and Preparation Local Disaster Management Groups (LDMG) are responsible for conducting community awareness programs with respect to the preparations to be made prior to the expected time of impact of the event and coordinating activities with respect to such preparation. These could include:

a. Ensuring officers in the relevant sections of Local Government are aware of the contents of this document and are able to answer questions from their communities with respect to it;

b. Using appropriate community information networks to ensure their communities know of the existence and contents of this document, in sufficient time to prepare for the possible event. Some of these means may be:

(1) Including information about the existence of this policy with rates notices;

(2) Placing notices in local newspapers and in community information programs of local radio and television stations informing communities about this policy; and

(3) Sponsoring meetings of ‘at risk’ communities to explain how the system will be implemented if necessary.

c. Encouraging retailers to make arrangements with their wholesale suppliers to extend credit if necessary and are ready (when such operations are conducted) to collect their supplies when they are delivered to the landing point; and

d. Inviting their local Australia Post manager/contractor to the committee responsible for developing and implementing their plans for resupply operations in their area. A reference to this policy and procedures is to be included in all Local Government Disaster Management Plans where a possibility of isolation exists. Principles for Operational Procedures The following general principles will apply to the conduct of resupply operations:

a. Resupply operations will normally be conducted using either fixed wing or rotary wing aircraft. There may be occasions, however, when it is both safe and feasible to use watercraft to transport supplies to communities;

b. Wherever possible, the normal retail/wholesale resupply system to retailers will continue to be used, with supplies being delivered via bulk orders from the normal wholesale outlets to the communities’ retail outlets;

c. Wherever practicable, only one resupply operation will be undertaken for each affected area. Bulk orders, therefore, should be sufficient to last affected communities until normal road/rail services can be restored;

d. Retailers will be responsible for placing their orders with their normal wholesale suppliers;

e. Wholesalers are to be responsible for delivering orders to the nominated dispatch point;

f. Orders are to be:

(1) Properly prepared for transport by the nominated means;

(2) Clearly marked with volume, mass and details of recipient to ensure correct delivery; and

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(3) Fully comply with regulations covering the transportation of Dangerous Goods.

g. Transport costs incurred during State approved resupply operations must conform to the Department of Community Safety’s Financial Practices Manual, which requires that three written competitive quotes be obtained where practicable. When resupply operations are conducted at a Local or District level, without State approval the procurement should be in accordance with the relevant Local or District arrangements. Essential Supplies Guidelines Those items currently regarded as ‘essential supplies’ are defined in annex A attached. The list provides a guide to the types of items that will be provided to an isolated community. No variations to these guidelines will be made without approval. Frozen or Chilled Goods Resupply operations conducted under the terms of this policy may not have access to aircraft or watercraft equipped with suitable units to carry refrigerated or frozen goods. It is recommended where possible, that alternative products are considered (e.g. UHT or powdered milk instead of fresh milk). However, if the DDC deems frozen and/or chilled goods to be ‘essential’ or alternative products are unavailable or unsuitable then the DDC may approve a resupply request containing chilled/frozen goods. In these cases arrangements should be made by the supplier to keep the goods at the appropriate temperature from the time they are delivered to the dispatch point until the time they are delivered to the receiving point. Where possible, insulated containers and freezer packs should be used. Accurate coordination is required to ensure foodstuffs reach their destination without spoiling, as small boats or light aircraft may not have suitable refrigeration. It is critical that goods are delivered to the departure point and collected at the destination point in a timely manner to ensure the minimum period without refrigeration. Transportation of frozen/chilled goods will be undertaken on the basis that there is a risk of deterioration due to delays in projected delivery times. It is the responsibility of recipients of frozen or chilled goods to take extra care to check their suitability for consumption. Transporting/back loading of goods from an isolated community In special cases, consideration will be given to transporting/back loading personnel or stores from the isolated community via aircraft/watercraft used in resupply operations. The community needs to demonstrate that they will be isolated for an extended period of time and the transportation would be beneficial. No back loading is to be undertaken without the approval of the XO SDCG. If the XO SDCG approves the back loading, the SDCC will advise the DDC of administrative arrangements. Local Disaster Management Group Responsibilities There will be occasions when, despite all efforts by the communities concerned, they will either exhaust their supplies because the period of their isolation is longer than expected or they have been unable to prepare for their isolation because of the speed of onset of the event. LDMGs are to certify to the District Disaster Coordinator (DDC) that a resupply operation is necessary to maintain the physical and/or psychological welfare of the inhabitants of the affected communities.

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Where resupply operations for isolated properties/homesteads are being contemplated, LDMGs are to canvass all properties in the area prior to submitting a request for assistance to the DDC to ensure the most effective and efficient use is made of transport resources. LDMGs will be the focal point for processing any request for resupply by any community in their area of responsibility. No request for resupply is to be has been examined and checked by the LDMGs will also be responsible for:

a. Coordinating the activities of the retailers, fuel suppliers and hospitals in preparation and placing bulk orders, and ensuring their compliance with guidelines issued with respect to those goods which will be considered essential to the needs of the isolated communities;

b. Collecting copies of retailers’ orders for use in checking supplies delivered to ensure no unauthorised variations are made by retailers with wholesalers after providing copies of their orders to the LDMG;

c. Collating all orders, including those of property owners, to provide details of volume and mass of the consolidated orders, so that calculations with respect to the number and type of aircraft / watercraft required to uplift the supplies can be provided to the appropriate DCC;

NOTE As the volume and mass details provided to the DDC are used to obtain quotes for carriage of the orders, any increases to volume and/or weights or orders when they are delivered to the dispatch point and measured by the selected company prior to loading may force a recalling of quotes. This could cause delays in the delivery of the supplies or result in supplies being left behind. .

d. Ensuring retailers arrange for the collection of their supplies from the landing point and their subsequent distribution to consumers;

e. Checking the manifests of supplies delivered against the copies of the retailers’ orders provided to them;

f. Ensuring suitable arrangements are made for the delivery of supplies to isolated properties; and

g. Certifying to the appropriate DDC that all supplies have been delivered at delivery manifests are correct.

NOTE LDMGs are advised to consider the appointment of an independent Liaison Officer for the collation of local orders. This appointment may prevent claims of bias against elected Officials. Where possible involve the appointed officer should not be involved in food retail outlets, fuel suppliers or local hospitals. Local Resupply Operation If an LDMG organises a local operation (no request for state level resupply) then they are responsible for payment, however this may be claimable under SDRA or NDRRA providing the Counter Disaster Operations (CDO) relief measure has been activated by the relevant Minister. The LDMG should ensure that provision is made for the carriage of mail when applicable. District Disaster Coordinator Responsibility DDCs are responsible for ensuring that any request for resupply from any LDMG in their District Disaster is processed through the Disaster District Coordination Centre. No requests from LDMGs for resupply operations are to be referred to the State Disaster Coordination Centre (SDCC) until they have been checked and endorsed by the DDC. The DDC is to examine each request received from a LDMG for a resupply operation and, if it is considered an operation is warranted, refer a copy of the request to the Executive Officer, State Disaster Management Group (XO SDCG) accompanied by pertinent recommendations.

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DDCs should be aware they are requesting operations that may be unbudgeted for and not claimable under NDRRA. They are accountable for their decision in committing State Government funds and should not support the resupply if it does not meet the requirements of this policy. Such requests should be clearly identified to the XO, SDCG. DDCs will also be responsible for:

a. Wherever practicable, satisfying requests for resupply operations to isolated communities by using resources available to them, in accordance with instructions issued by the XO SDCG. Details of three local competitive quotes for the transportation of the resupply goods should be forwarded to the SDCC;

b. Where it has been determined that the SDCC will be making arrangements for satisfying requests for resupply operations, collating all requests from LDMGs and passing them to the SDCC in accordance with directions from the SDCC;

c. Checking LDMG requests for resupply to ensure they comply with the guidelines before processing them any further. Where any apparent discrepancies arise, that cannot be resolved with the LDMG, they are to be referred to the XO SDCG for resolution;

d. Monitoring resupply operations in their Disaster District to ensure the most efficient use of resources;

e. Where variations to the ‘essential supplies’ guidelines are being sought by a LDMG, examining those requests and making recommendations on them to the XO SDCG; and

f. Liaise with major mail centre to ensure delivery of essential mail.

NOTE If suitable resources are available to a DDC within a Disaster District, the XO SDCG may authorise the DDC to contract those resources for the task(s) – in these cases, the SDCC will raise a purchase order and be responsible for payment of the resource. A report on the progress of each operation is to be included in the DDC’s daily Situation Report (SITREP) to the SDCC. District Resupply Operation If a DDC organises a resupply operation from within District resources they should ensure that suitable measures have been activated under SDRA or NDRRA to ensure cost recovery. If such measures are NOT activated, then they should seek State approval under this policy to ensure financial cover is available. The DDC should ensure that provision is made for the carriage of mail when applicable. Queensland Fire & Emergency Service, Far Northern Region carried responsibility for following established processes to be undertaken for the resupply of isolated communities. These processes are clearly articulated in Resupply Guidelines developed and published by QFES and are available to the public on the QFES web site.

Disaster financial assistance arrangements There are two sets of financial arrangements which, if activated by the Minister for Police and Community Safety, provide financial support to Queensland communities impacted by a disaster event through the reimbursement of eligible expenditure: State Disaster Relief Arrangements The intent of the SDRA is to assist in the relief of communities whose social wellbeing has been severely affected by a disaster event (natural or non-natural). SDRA is state-funded, and therefore not subject to the Australian Government imposed event eligibility provisions or the activation threshold that exists under NDRRA. As a consequence, SDRA is able to address a wider range of disaster events and circumstances where personal hardship exists.

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Natural Disaster Relief and Recovery Arrangements The intent of the NDRRA is to assist the relief and recovery of communities whose social, financial and economic wellbeing has been severely affected by a natural disaster or terrorism event. The arrangements provide a cost sharing formula between the State and Australian Government and include a range of pre-agreed relief measures. To claim for expenditure reimbursement under SDRA or NDRRA arrangements:

• the relevant arrangements must be activated; • the relevant relief measures must be activated and the expenditure must meet the eligibility requirements of that

measure; and • documentary support for all eligible expenditure detailed in the claim must be provided by the claimant.

Further information on disaster financial assistance arrangements is available in the Queensland Disaster Relief and Recovery Arrangements Guidelines at the following link: http://www.disaster.qld.gov.au/Financial%20Support/Disaster_finance_arrangements.html

Functional Plans Functional plans may be developed by the DDMG or functional committees in support of this main plan. Functional plans detail arrangements relating to supporting activities undertaken by functional lead agencies of the DDMG. Functional plans may include the following functions: Building and Engineering Services, Emergency Supply, Communication Services; Health Services, Electricity, Fuel and Gas Supply, Transport Systems, Warnings, Economic Recovery, Environmental Recovery, Human Social Recovery, Building Recovery and Road & Transport Infrastructure Recovery

Hazard Specific Arrangements The hazards to which the district is susceptible, could come from one or more sources of risk including natural, technological, biological, geological, meteorological, social, economic or political circumstances, or a combination of any. The hazards analysis conducted in respect to the disaster district identified that the most serious events in terms of probability of occurrence and seriousness of the consequences if they did occur. The list is not to be read as an order of priority or level of risk.

• Tropical Cyclone/Storm • Storm surge/tide • Flooding • Tsunami • Landslip • Fire rural • Earthquake • Exotic animal and plant disease • Fire Urban • Marine Oil Spill • CBR • Mass casualty transport incident • Terrorist incident

The hazards analysis utilised a range of assessment methods including the Fosters Index Model and the SMAUG (Seriousness, Manageability, Acceptability, Urgency, and Growth) Model.

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Tropical Cyclone/Storm Tropical cyclones (TC) are the most frequent natural hazard to impact the Disaster District. The Bureau of Meteorology reports that six to eight cyclones may develop in the vicinity of Australia annually. Of these one or two can be expected to be severe cyclones, category 3 to 5, and one or two can be expected to cross the coastline of eastern Queensland. TC’s are by far the worst and most widespread naturally occurring hazard on earth: - source – Bryant, 1993: p 23. Tropical cyclones pose a considerable threat to Cairns. In the 123 years since the settlement was established, there has been an average of a cyclone every two years. They bring with them the multiple threats of destructive winds, heavy rain and storm tide inundation. The conventional response to an impending cyclone impact is for people to take shelter in their own homes. In those areas that would be subject to storm ride inundation, however, this is not an appropriate option as many people in such areas would be exposed to a significant risk of drowning, especially if the level of inundation exceeded one metre over floor level. Evacuation of those people at risk must be completed before winds reach 75 km/h (typically six hours before the cyclone’s eye reaches the coast), the strength at which it ceases to be safe for anyone to be out of doors. For storm tide events with annual exceedance probabilities of 1% or greater (an average recurrence interval of at most 100 years) the numbers of people involved are relatively small and could be easily managed with appropriate warning, planning and community awareness. Beyond that level, however, a considerable effort would be required to manage the number of evacuees involved unless the vast majority were prepared to undertake their own evacuations beginning at least 24 hours before the forecast cyclone impact time. Delay in commencing a major evacuation process will increase the risk of people being caught in the open or in their transport when the cyclone hits because of gridlock on the roads leading out of the danger area. Whilst a severe cyclone will have a major immediate impact on Cairns with potentially significant loss of life and massive damage, the long term impact will also be catastrophic. In an extreme event, most survivors would need to be evacuated to centres as far away as Brisbane and Sydney (as was the experience of Darwin following the impact of Cyclone Tracy in 1974). The loss of facilities on which the community relies would be such that the city would be virtually uninhabitable for an extended period. The application of building code standards for domestic structures since 1982 and the inclusion of storm tide hazard as a constraint in the urban planning process in Cairns since the early 1990s have certainly slowed the rate at which risk would otherwise have increased. Significant reduction in risk will not be possible until the concentration of population, economic activity and community services in the highest risk areas of Aeroglen, Cairns North, City, Machans Beach, Manunda, Parramatta Park and Portsmith is reduced significantly. Some proposed developments, such as the creation of a major residential precinct in Trinity East, could, unless carefully implemented, exacerbate an already riskladen situation. There is no doubt that tropical cyclones pose the greatest threat to Cairns and that the destructive winds accompanying cyclones pose the greatest level of risk. Cairns has come within the radius of destructive winds at least 21 times since 1876 (information current as at 1999). Not only do they have a high frequency of occurrence, they also have a wide-spread impact. The introduction of building construction standards for wind loads beginning in 1975 has proved to be a most effective form of mitigation. Very few buildings constructed since 1975 have suffered more than minor damage by winds in the cyclones that have had an effect on Cairns since that time, though substantial damage has been done to vegetation and power liens. There is little, however, that can be done to reduce the risk of wind damage to sugar cane or tree crops such as banana and paw paw. – source - COMMUNITY RISK IN CAIRNS - A MULTI-HAZARD RISK ASSESSMENT By Ken Granger, Trevor Jones, Marion Leiba and Greg Scott - Cities Project - Australian Geological Survey Organisation (http://www.ga.gov.au) Recent TC events impacting the Cairns District include:

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TC Yasi was classified as a Category 5 cyclone as it approached the Queensland coast. The eye of the cyclone made landfall at approximately 0100 hours on Thursday, 3 February 2011. Yasi crossed the northeast Queensland coast near to the tourist village of Mission Beach, around 112 km south of Cairns. The system was a Category 5 at the time of landfall. Just hours prior to it’s crossing, it was predicted to cross between Cairns and Innisfail. TC Yasi maximum sustained winds of 232 km/hr. Wind field analysis shows that Innisfail was within the cyclonic force wind field at landfall, which stretched south to Cardwell Luckily, neither Cairns nor Cairns were within the cyclonic force wind field. Following landfall, Yasi tracked inland along a southwest path, the centre of the system passing directly over the town of Tully. Yasi then passed around 95 km to the south of Georgetown as it continued inland, the system having weakening to a Category 2 cyclone. The damage bill is estimated to be in >$800 billion. TC Larry was classified as a marginal Category 5 cyclone as it approached the Queensland coast. The eye of the cyclone made landfall near Innisfail around daybreak on Monday 20 March. Wind gusts were later estimated to have been up to 240 km/h (Category 4) in the area surveyed. A marked variation in wind gusts was observed, both in a spatial sense and across elevated terrain. This was clearly evidenced by varying levels of damage across relatively small distances. Fortunately, no lives were lost and no serious injuries were reported. However, between Babinda and Tully, damage to infrastructure and crops was extensive with the total estimated loss upwards of half a billion dollars. To a somewhat lesser extent, damage also occurred in areas north to Cairns, south to Cardwell and on the Atherton Tablelands. .sourced 30/11/07 http://www.bom.gov.au/weather/qld/cyclone/tc_larry/#summary TC Monica crossed the coast just to the south of Lockhart River, as a Category 3 cyclone on the afternoon of 19 April 2006. TC Monica subsequently moved into the Northern Territory and impacted on the small islands north of the Arnhem Land coast as a Category 5; before finally making landfall on the northwest Arnhem Land coast, just 35km west of Maningrida as a Category 5 cyclone. The impact of this event in the Cairns District consisted of severe flooding whilst some communities in the NT received substantial damage. In 2005 TC Ingrid threatened the District coastline before making landfall at an uninhabited site to the south of the Lockhart River Community. TC Ingrid was classified as a severe Cat 5. The effects of such a hazard impacting a major inhabited section of coastline could be expected to be disastrous and require major commitment of all the District’s resources and external assistance. The cyclone categories, including wind speeds and the typical effects may be described diagrammatically as follows:

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Source: Bureau of Meteorology Website: www.bom.gov.au Storm Surge/Tide All cyclones produce storm surges, but not all surges are dangerous. The ‘surge’ is a very low frequency but high damage potential threat. A number of coincidental factors need to be present to generate the full surge threat. ‘low central pressure and strong winds, strong run off from heavy rains, an approach direction that brings the front left quadrant of the cyclone towards the coast first, a shelving sea floor and a coastal embayment are all important. Most important of all is the coincidence of the surge with peak high tide’. Source: Oliver,1986:p 292 Of the other hazard phenomena generated by cyclones, storm tide clearly ranks second. Destructive storm tides have been relatively rare events in Cairns history (only three or four instances over the past 123 years). There is absolutely no doubt, however, that they hold the greatest potential to cause major loss of life and to wreak widespread and massive damage. Their potential for destruction is derived largely from the large numbers of people, buildings and critical facilities that are located within the area in which storm tide impact would be greatest. All of this development pre-dates the introduction of planning constraints aimed at reducing storm tide risk, consequently it provides a substantial residual risk that will need to be addressed by other mitigation strategies . – source - COMMUNITY RISK IN CAIRNS - A MULTI-HAZARD RISK ASSESSMENT By Ken Granger, Trevor Jones, Marion Leiba and Greg Scott - Cities Project - Australian Geological Survey Organisation (http://www.ga.gov.au) The largest recorded storm surge in the Cairns District occurred in 1899 at Bathurst bay in the Cape York Peninsula. The surge reached heights of 13.5 to 14.5 metres and left 307 persons dead. The storm tide components may be described diagrammatically as follows:

Source: Bureau of Meteorology Website: www.bom.gov.au All coastal local governments have maps which depict the varying levels of inundation that may be expected with different levels of storm tides. Areas within and near the Cairns Central Business District (CBD) are particularly vulnerable to the effects of storm surge. Flooding Several large river systems traverse the Disaster District. During the wet season, these rivers regularly flood, causing road services to be temporarily severed and properties and communities isolated. Such isolation may extend for months in the sparsely inhabited Cape York area. The topographical features and demographics in the urbanised areas of the District (Cairns City and northern beaches) are generally that flooding is temporary Flooding is usually associated with the effects of the seasonal monsoon influence or rain depressions associated with TC’s, such as was the case with TC Monica 2006. A further flooding source exists from Dam failure.

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The Commonwealth Bureau of Meteorology (BoM) in conjunction with the Local Governments through the State, continuously monitor rainfall and river water levels, especially those which pose a threat to communities and transportation routes. The BoM issues appropriate warnings when water levels reach heights whereby they may create localised flooding or disruption to the community. This monitoring is facilitated by a network of over one thousand rainfall stations and eight hundred river height stations state-wide. In the Cairns Disaster District flooding is most likely to occur during the summer months wet season and occurs mainly as a consequence of heavy rains associated with low pressure systems and cyclones. Communities are not able to prevent flooding, however, they are able to plan for such events and in doing so prevent and mitigate their affects. Preventing or restricting building in known flood prone areas through land use management. This is also a requirement of the Integrated Planning Act 1997 and the State Planning Policy 1/03: Mitigating the Adverse Impacts of Flood, Bushfire and Landslide and its associated Guidelines. Whilst flooding causes inconvenience and some dislocation in Cairns on average about once every 12 years, it poses a relatively limited threat to people and buildings because urban development has largely been excluded from the most flood-prone areas of the Barron River delta. This exclusion reflects the community’s experience of at least seven episodes of major flooding since the establishment of the Trinity Inlet settlement in 1876. The loss of sugar cane and damage to roads and other infrastructure on the delta and along Freshwater Creek carries with it a significant economic loss. The most significant inconvenience caused by moderate to major flooding in the Barron River system is the isolation of the northern beachside suburbs from downtown Cairns, with its critical facilities such as hospitals and airport. Road and rail access to Cairns can also be blocked from the south by flooding in the Mulgrave and Russell Rivers. Limited flood mitigation works have been established, the main work being the levees that protect the airport. The flood warning system for the Barron River operated by the Bureau of Meteorology is very effective and provides residents in flood-prone areas with adequate time to prepare for flood and/or to evacuate if that is indicated. Formal land use planning constraints on development within the area likely to be affected by a flood with an average recurrence interval of 100 years have been in force since the early 1990s. Flash flooding in the other catchments, especially the streams that flow into Trinity Inlet, is a potentially significant problem. Not only are there significantly more properties exposed to urban drainage surcharge in the downtown area than there are on the Barron delta, but also the risk to life is significant because of the rapid onset of flash floods and the propensity for careless or foolish behaviour by some people in and around floodwaters. Using Risk-GIS, we have assessed the number of buildings, length of roads and area of cane land in each of the Barron River delta suburbs which would be affected by Barron River flood scenarios of various annual exceedence probabilities (average recurrence intervals). The impact on these communities, emergency management issues, and key facilities affected have been discussed. Flooding of the Barron River delta is the fourth ranked risk for Cairns. Major flood levels on the delta have been reached seven times since 1911 (up to 1999) giving an average recurrence interval over the past 88 years (to 1999) of around 12 years. Even though planning constraints for development of the flood prone areas of the delta were not introduced until the early 1990s, land use is predominantly agricultural. Urban areas is Caravonica, Holloways Beach, Machans Beach, Redlynch and Yorkeys Knob together with the road network which links them to the city centre are all susceptible to inundation. Flooding is, however, generally of short duration and the warning systems operated by the Bureau of Meteorology provide sufficient time for residents to take steps to protect their property and for emergency services to conduct evacuations if that course of action is indicated. – source - COMMUNITY

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RISK IN CAIRNS - A MULTI-HAZARD RISK ASSESSMENT By Ken Granger, Trevor Jones, Marion Leiba and Greg Scott - Cities Project - Australian Geological Survey Organisation (http://www.ga.gov.au) Tsunami The presence of the Great Barrier Reef off the North Queensland coast substantially protects the eastern coastline from any Tsunami wave entering the Coral Sea. This reef line, plus others strung out eastwards from the Coral Sea shield the coastline southwards from Tsunami which may originate from Islands to the north. The possibility of an earthquake induced Tsunami impacting the area does exist if the epicentre of the earthquake is located in between the Great Barrier Reef and the mainland. As observed by Bryant (1991, p.178) ‘no continent or region can be considered aseismic’. Landslip This District covers a vast area, however most of the population is in the coastal area surrounding Cairns City itself. The area surrounding Cairns is very mountainous with developments positioned on the lower slopes and foothills. The Cairns City Council has conducted a study that reveals the area is very susceptible to landslides given sufficient rain falls. Very specialised rescue equipment would need to be utilised with assistance being obtained from outside this Disaster District. The Qld Fire & Rescue Authority would be the main combating agency. Until the 1996 Gracetown tragedy in Western Australia, when 9 people were killed by a coastal rockfall, and the 1997 Thredbo New South Wales landslide which demolished 2 ski lodges, killing 18, there had been little public recognition that landslides were a significant threat to life in Australia. Where landslides occur, their physical impact is typically confined to a few properties or a short length of road or railway. Their effect, however, can be disturbing and disruptive and occasionally fatal. Insurance policies in Australia do not normally cover landslide, and this can add to the anguish of property owners. For Cairns, landslide has been, and remains, a significant risk, as evidenced by events such as the massive Ellis Beach debris flows that buried 10 km of the Captain Cook Highway in 1951, and the frequent impact on road and rail links to Kuranda and elsewhere. Most landslides recorded in the Cairns area appear to be associated with disturbances of the natural surface by activities such as the construction of roads and the excavation of building sites. As development extends increasingly onto the hill slopes in areas such as the Freshwater valley, the risk of landslide impact will increase unless appropriate mitigation strategies and engineering design standards are adhered to. Experience over at least 70 years has demonstrated that flash flooding and/or debris flows in the Freshwater valley have the potential to severely dislocate the Cairns water supply. The landslide study undertaken here is the first to follow an internationally recognised quantitative landslide risk assessment methodology to be undertaken in Australia. It has been conducted at a relatively broad reconnaissance level, however, and should not be interpreted, without more detailed geotechnical investigation, at the individual property level. Landslide and flash flooding share the fifth place in terms of risk priority. Whilst these closely related hazards occur fairly frequently in Cairns, in developed localities, they tend to affect only small areas and are a problem for only short periods. The experience of the massive 1951 Ellis Beach debris flows, however, is a clear indicator of what can happen along the Cairns escarpment in extreme circumstances. Our information, however, does not permit us to know with any certainty just how rare or extreme that event was. Even at the smallest scale, either phenomenon can be lethal because of its rapid onset and lack of warning. Both flash flooding and debris flows in the upper Freshwater Creek valley hold the potential to disrupt the Cairns water supply by damaging the intake and pipeline. – source - COMMUNITY RISK IN CAIRNS - A MULTI-HAZARD RISK ASSESSMENT By Ken Granger, Trevor Jones, Marion Leiba and Greg Scott - Cities Project - Australian Geological Survey Organisation (http://www.ga.gov.au) Fire Rural

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Although the District receives a substantial annual rainfall, the threat of bushfire does exist in the latter part of the ‘dry’ season until the coming of the monsoonal influence. This period can occur between October to January. Urban development, especially in the Cairns and Port Douglas areas places many housing developments at risk due to the location of these developments in forested , hillside locations. Earthquake There is no history of substantial seismic activity in the District, however there has been seismic activity recorded off the coast from Cairns. It is acknowledged as observed by Bryant (1991) that no area can be considered ‘aseismic’. Most high rise development is present in the Cairns City area in proximity to the foreshore. Liquefaction of soils under high rise building foundations would be the major threat of any earthquakes in the area. The earthquake hazard in Cairns is moderate by global standards, but it is not negligible. Over the past 100 years there have been at least 11 significant earthquakes reported within 200 km of Cairns, the most damaging being the Richter magnitude 4.3 event of 1896. In many places of Australia, probably including Cairns, moderate to strong earthquakes of Richter magnitudes 5 to 6 make up about 90% of the total contribution to the overall earthquake hazard. The occurrence of such an earthquake close to Cairns would be a rare event. However, its impact could be great. An earthquake in this magnitude range (Richter magnitude 5.6) near Newcastle in 1989 caused arguably Australia’s most costly 20th Century natural disaster. We have constructed earthquake urban hazard zonation maps and, from the building database, produced an inventory of buildings, by construction type and usage, in the zones in these maps. Any earthquake of a magnitude likely to cause damage in Cairns will have an effect across all suburbs. The amount of damage, and consequently risk, will increase with the intensity of the event. Whilst all suburbs have some degree of exposure, Risk-GIS analysis of the earthquake hazard reveals that some 86% of Cairns buildings stand on 'soft' sediments of the coastal plains and riverine deltas, or the sands, silts and clays of the lower footslopes. These sediments amplify earthquake shaking. The extensive ‘soft’ sediments beneath the coastal suburbs, in particular, would aggravate the impact of any significant earthquake. These are also the suburbs that contain many of the critical facilities and have significant concentrations of people, buildings and infrastructure. The remaining 14% of the buildings are mostly modern and are situated on the upper slope soils or rock of the hills where ground motions will be less damaging. Some of these buildings conform to the earthquake loading provisions of the Australian Building Code, and the majority conform to wind loading provisions. Whilst earthquake is not widely recognised as a significant threat to Cairns, our research and the known record of seismic activity along the entire east coast of Australia leads us to conclude that strong earthquake poses the third greatest risk to the Cairns Community. This risk is largely derived from the geology of the region. Much of Cairns is built on tick sediments. In addition, the sediments that underlie much of the downtown area are classed as ‘soft’. All these sediments are likely to significantly amplify strong ground motions, even from relatively distant earthquakes. Much of the major construction boom in Cairns took place after the publication of the first Australian earthquake loadings standard in 1979. However, this standard was not used widely in Queensland and, unlike it’s 1993 successor, it did not cover domestic buildings. Nonetheless, many Cairns buildings are earthquakeresistant to a degree, having been designed to comply with wind loading standards from around the late 1950s for engineered buildings and 1982 for domestic buildings. Except in the event of a very strong earthquake we would not expect significant loss of life. Given the experience of the relatively moderate 1989 Newcastle earthquake (Richter magnitude 5.6), however, the catastrophic failure of one or more major buildings in the CBD, because of inappropriate design, poor construction and/or poor condition, cannot be ruled out.– source - COMMUNITY RISK IN CAIRNS - A MULTI- HAZARD RISK ASSESSMENT By Ken Granger, Trevor Jones, Marion Leiba and Greg Scott - Cities Project - Australian Geological Survey Organisation (http://www.ga.gov.au) Exotic Animal and Plant Disease Outbreak of exotic animal and plant disease is a possibility in the area. Large cattle properties exist in the District with a cattle sale yard located at Mareeba to the west of Cairns. An outbreak of emergency animal disease, such as foot and mouth disease (FMD) requires the implementation of a ‘standstill’ order in respect to movement of all

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cloven hoofed animals, and the slaughtering and destruction of all animals on properties known, or suspected, of carrying infected animals, along with animals on all neighbouring properties. Historically there have been intermittent outbreaks of plant disease in the District that have been successfully contained through the implementation of strict quarantine and crop destruction measures. An outbreak of emergency animal disease, such as foot and mouth disease (FMD) requires the implementation of a ‘standstill’ order in respect to movement of all cloven hoofed animals, and the slaughtering and destruction of all animals on properties known, or suspected, of carrying infected animals, along with animals on all neighbouring properties. Emergency animal diseases have the potential to severely impact Queensland’s economy or lifestyle. Some emergency diseases can affect large numbers of animals and have the potential to close Queensland's animal trade and animal products markets. A few serious animal diseases can be transmitted to people e.g. rabies and bovine spongiform encephalopathy. All emergency animal diseases are notifiable under The Stock Act 1915 and must be reported as soon as they are suspected. Biosecurity Queensland:

Coordinates the Government's efforts to prevent, respond to, and recover from pests and diseases that threaten the economy and environment Works to ensure continued market access for our products Maintains our reputation for high standards of animal care and keeping Reduces the risk of chemical contamination and promotes a safe food supply Helps to ensure Queensland land and the environment is healthy and resilient Fire Urban The major townships and communities within the District are serviced by QFES and Rural Fire Service with full time units supplemented by volunteers. A number of Aboriginal Communities in the Cape York area currently have no QFES, Rural fire or volunteer fire fighting capability. Marine Oil Spill International shipping lanes transect the eastern Queensland coastline behind the more sheltered waters of the Great Barrier Reef. Large carrier vessels also utilise the Gulf of Carpentaria to access the port of Weipa (Bauxite exportation), the Torres Straits and the shipping channels off the eastern coastline. Large container vessels have struck the reef areas in the past (1987 off the coast at Lockhart River). CBR There is a latent potential for a CBR incident in the District as commercial CB agents are stored and transported in and through the District. Mass Casualty Transport Incident Cairns International Airport is a hub for international and domestic passenger aircraft and regularly caters to the arrival and departure of passenger jet aircraft including 747’s and more recently the ‘airbus’ series of aircraft. Other aerodromes in the District have a capacity for and receive smaller passenger aircraft including Horn Island which receives aircraft with a carrying capacity of up to 40 passengers. There is a latent potential for a major air disaster in the District. As evidenced in the fatal aircraft crash at Iron range via Lockhart River in early 2005, the topographical features and inaccessibility of much of the District pose particular challenges to the management of same.

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Road accidents of a size and complexity to involve a Disaster Management response would be rare but may possibly involve tourist coaches. In this case a LGDMG may request a part activation of the DMG plan in support of their management of the event.. QLD Rail operates a major rail network linking Cairns to Brisbane. This link takes passenger and commercial freight. A further rail system identified in the Risk assessment is the ‘Kuranda Rail’ tourist train. This train operates daily from Cairns to Kuranda and is an ‘Iconic’ tourism venture in the District. Terrorist Incident The city of Cairns is the commercial hub of the Disaster District. It boasts a deep water port which is capable of accommodating vessels of all sizes. The world social and political environment has changed significantly since the September 11 2001 aircraft hijackings and attacks on the World Trade Centre. Australia and Australians have been cited as legitimate targets by terrorist organisations. The face of terrorism has evolved since the 1970’s, with terrorist organisations and terrorist activities targeting low risk , highly populated targets (soft targets) to cause mass casualties. This has been evidenced against Australians in the Bali Bombings of 2002 and 2005. A number of areas in Cairns could be classified as ‘soft targets’. Cairns also hosts visiting naval vessels from allied countries such as the U.S. , France, Britain, and Thailand to name a few. Two ADF establishments are permanently based in Cairns. The 51st Battalion , a reservist unit of the Australian Army and the HMAS Cairns Naval Base. The majority of Cairns’ night-clubs are located in a small section of the CBD and are capable of holding many hundreds of patrons. Large numbers of personnel including tourist and backpackers frequent these premises. Although these venues comply with current fire safety legislation, they are extremely vulnerable to a terrorist bombing. Such an incident would not have a significant affect on Cairns’ businesses ability to continue to operate. This is due to the area of the CBD which would be affected not housing any major commercial or retail premises. However, there would be a significant affect on the region socially, psychologically and economically, not only as a direct consequence of the incident itself, but from the ongoing loss of business and trade that would result as a consequence.

Summary For an isolated community of more than 120 000 people located in the wet tropics, Cairns has a relatively low level of risk exposure to most hazards within the 1% annual exceedence probability range (i.e. an average recurrence interval of 100 years or less). Whilst events within this range will cause some loss and put lives at risk, the warning systems and other mitigation strategies already in place should keep loss of life to virtually zero and economic loss to the community as a whole to nuisance, or at least tolerable, levels so long as the population is aware and prepared. There are cost effective steps that can be taken to reduce the current level of risk even further. Importantly, there have been no fatalities directly attributable to the impact of a natural hazard in the Cairns community in the past two decades, in spite of this being a period of very rapid population growth. This record, in part, can be attributed to the fact that there were no significant earthquakes and very few major cyclone or flood impacts during that time. It can also be attributed to the implementation of hazard based planning constraints, the

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introduction of building codes and an effective local emergency management capability. These risk mitigation strategies have minimised the exposure of new developments to hazards and maximised resilience of structures to the more common hazard impacts. Overall, we would assess Cairns as having a tolerable level of risk exposure to the more frequently occurring hazards. The Cairns community does, none the less, have a very high level of residual risk exposure to the less frequent and more severe events, especially strong earthquakes, severe cyclones and major debris flows. Events with an annual exceedance probability of 0.2% or less (an average recurrence interval of 500 years or more) will inevitably cause significant economic harm and some (and potentially significant) loss of life. In these rarer and more extreme events, the loss of critical facilities, especially in Cairns North, City, Parramatta Park and Portsmith, will add to the magnitude of the risk posed directly by the hazard event itself. These secondary risks are likely to have an effect for a considerable period of time after the initial impact. It is clearly not possible, economic or rational to attempt to eliminate all risk. It is, however, feasible and economic to reduce the residual risk to even the most extreme event, over time, by implementing longterm planning strategies (such as the relocation of critical facilities) and by maintaining a vigorous campaign of community awareness and involvement in the community risk management process. A wide range of risk mitigation strategies are available, many of them of a low cost and non-structural nature. These include the:

• development of a strong commitment to the process of risk management by the whole community;

• creation and maintenance of appropriate information to support risk management decision making;

• operation of effective hazard monitoring and warning systems; creation and maintenance of a strong level of community awareness through an ongoing program of risk communication;

• ongoing review and update of building and planning standards and codes;

• ongoing enhancement of emergency management plans, training and resources;

• implementation of effective plans to protect critical facilities, such as the hospitals, the loss of which will compound community hardship and risk; and

• building of cost-effective structural defences. The quicker these strategies are established, the sooner community risk will be reduced to an even more acceptable level. If this is done, Cairns will be one of Queensland’s safest, most sustainable and most prosperous communities. Source - COMMUNITY RISK IN CAIRNS - A MULTI-HAZARD RISK ASSESSMENT By Ken Granger, Trevor Jones, Marion Leiba and Greg Scott - Cities Project - Australian Geological Survey Organisation (http://www.ga.gov.au)

Recovery Strategy

Disaster Recovery is the coordinated process of supporting affected communities in the reconstruction of the physical infrastructure, restoration of the economy and of the environment, and support for the emotional, social, and physical wellbeing of those affected. Disaster recovery operations includes the phase of disaster operations that relates to recovering from a disaster.

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Scope This recovery strategy has been developed to:

• Include all functions of recovery (human-social, infrastructure, economic and environmental); • Define broad parameters for effective coordination of recovery in the district; • Identify constraints for recovery at district level; and • Identify for each recovery function, a broad scale of recovery that can be managed at district level.

Functions of Recovery The recovery strategy has been developed to:

• include all functions of recovery (human-social, infrastructure, economic and environmental); • define broad parameters for effective coordination of recovery in the district; • identify constraints for recovery at district level; and • identify for each recovery function, a broad scale of recovery that can be managed at district level.

Disaster recovery involves the following four key elements of recovery:

• Human Social Recovery – includes personal support, psychological services, temporary accommodation (not evacuation centres), financial assistance and repairs to dwellings. The Department of Communities is the functional lead agency for Community Recovery in a disaster event.

• Infrastructure Recovery – includes government structures, transport, essential services and communications. A number of separate State Government departments and non-government organisations will have key functional responsibilities for their respective element of Infrastructure Recovery in a disaster event.

• Environmental Recovery – includes recovery as it relates to parks, waterways and wildlife. A number of State Government departments and non-government organisations will have key functional responsibilities for elements of environmental recovery in a disaster event.

• Economic Recovery – includes recovery as it relates to business impact, industry impact and worker impact. The Department of Employment, Economic Development and Innovation is the functional lead agency for Economic Recovery. Community recovery commences as soon as possible after the disaster event and includes activities and services needed to restore the emotional, social, economic and physical well-being of an affected community. Activation of recovery arrangements The QDMA recovery arrangements are activated using an escalation model based on the following levels: • alert; • lean forward; • stand up; and • stand down.

Triggers Actions Communications

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Cairns District

at ‘lean forward’ as appropriate Recovery Group

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Parameters and Constraints In many instances multiple agencies may be involved in the delivery of specific community recovery services. This is particularly the case with more significant or complex disaster events. In providing community recovery services agencies can adopt either a lead agency role or a support role. Cairns District Disaster Community Recovery Committee Membership and Functions Membership of the Cairns District Disaster Community Recovery Committee (CDDCRC) is determined by the district community profile (see Section 3 – Disaster District Risk Profile of the District Community Recovery Plan) as well as the range of government and non-government organisations represented within the district and able to participate. The following table lists the organisations represented on the Community Recovery Committee and their key functions. The Community Recovery Committee recognises that the resources required of member organisations to respond to disasters will be governed by the size, type and the duration of a particular disaster event, including the number of people affected and the extent to which they are affected.

Organisation Key Functions

Human Social Recovery Lead agency: Department of Communities, Child Safety and Disability Services

Human-social recovery includes the coordinated process that: • Develops and annually reviews District Human Social Recovery Plans as

the chair of the District Human Social Recovery Committee. • Ensures Contact Details for the District Human Social Recovery

Committee, and other disaster district partners who may be activated in a disaster event, is kept up to date at all times.

• Develops Human Social Recovery Operational Plans in conjunction with the Human Social Recovery Committee, in response to specific disaster events, and submits the plan to the relevant District Disaster Coordinator for District Disaster Management Group endorsement.

• Coordinates and delivers relevant community recovery information sessions for District HSRC

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• Disseminates clear and consistent community recovery information through Department of Communities’ regional structures.

• Establishes and manages Human Social Recovery Coordination Centres at the district and state level.

• Establishes, manages and coordinates staffing for Human Social Recovery Centres, including community recovery counselling teams.

• Coordinates and manages Outreach Services Teams. • Administers and distributes disaster relief assistance funding under

the Natural Disaster Relief and Recovery Arrangements (NDRA) or State Disaster Relief Arrangements (SDRA) schemes.

• Coordinates development of community recovery communication strategy messages (strategic and operational) to support the broader disaster recovery and disaster management public communication strategy.

Human-social recovery also includes the coordinated process of supporting affected communities in the provision of:

• community support, restoration of community support services & networks

• supporting individuals and households • social impact and needs • assessment and monitoring

• personal support and information • physical health and emotional support • psychological, spiritual, cultural and social wellbeing support • public safety and education support • activities that ensure affected communities and interest groups are

involved in the decision making process

• temporary accommodation • financial assistance to meet immediate individual needs and

uninsured household loss and damage.

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Infrastructure Recovery Lead agencies: Transportation infrastructure (TMR) Buildings (DHPW) Energy infrastructure Electricity, gas, fuel: (Dept of Energy & Water Supply) Telecommunications infrastructure:(Optus; Telstra) Water and sewage infrastructure: (Department of Energy and Water Supply)

Infrastructure recovery includes the process of supporting affected communities in:

• assessing damage to housing stock, commercial and industrial buildings and structures, rural structures, and infrastructure facilities

• coordinating building safety inspection services and securing damaged buildings and structures

• coordinating demolition of unsafe buildings and structures • coordinating repair and rebuilding matters of housing stock • coordinating disposal of hazardous material and debris • coordinating recovery of utility (water, power and telecommunications)infrastructure, which is normally undertaken by infrastructure owners and operators (e.g. Telstra and Energex, etc.)

• coordinate restoration of public schools and public building infrastructure, sporting facilities and public playgrounds

• coordinate the restoration of damaged dam structures • coordinate recovery of road and other transport infrastructure • prioritise repair and reconstruction activities, where appropriate • ensuring industry groups and affected communities are involved in the decision making process

• considering mitigation measures (e.g. flood risk reduction) when planning for rebuilding and reconstruction.

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Environmental Recovery (Department of Environment and Heritage Protection)

Environmental recovery includes the coordinated process of supporting affected communities in:

• identifying and advising on environmental and cultural heritage impacts and risks caused by the event and response operations (e.g. air quality, water quality, soil and groundwater, landscapes, ecosystems and wildlife, heritage places and indigenous cultural heritage)

• rehabilitating, conserving and supporting the natural recovery of impacted (or at risk) terrestrial, aquatic and marine ecosystems, wildlife, landscapes and natural resources

• recovering and conserving impacted or at risk cultural heritage values and heritage places supporting long-term community sustainability needs (e.g. reinstating environmental protections and ecosystem services, and advancing Ecologically Sustainable Development principles in built environment recovery, economic recovery and waste management)

• ensuring environmental bodies, affected communities and interest groups are involved in the decision making process.

Economic Recovery Department of State Development, Infrastructure and Planning

Economic recovery includes the coordinated process of supporting affected communities in:

• assessing impact on key economic assets • stimulating the renewal and growth of the economy within

the affected area and the state

• facilitating business, industry and regional economic recovery and renewal

• facilitating business assistance, access to funds and loans and employer subsidies

• ensuring businesses and industry groups and affected communities are involved in the decision making process recovering from the intangible effects of an event (e.g. loss of business confidence and quality of life etc.).

Department of Communities, Child Safety and Disability Services

• provides professional expertise and specialist services in relation to the safety of children following a disaster event.

• Maintains business continuity to enable the department to fulfil its statutory functions re children at risk and maintain support to carers and parents of children under protective orders.

Department of Communities, Child Safety and Disability Services

• Assists in planning for disaster recovery by providing awareness of disability types and support requirements of people with disabilities in times of disaster.

• Identifies and assists people with a disability in the community who may be at risk and have special support requirements

• Provides disability specific information, education and awareness to staff at Community Recovery Centres and outreach teams

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Department of Communities, Child Safety and Disability Services – Housing and Homelessness Services

• responds to the housing needs of residents in public housing affected by disaster

• facilitates broader provision of emergency accommodation • works with other agencies to coordinate medium and longer-

term housing strategies

Department of Education and Training

• works to minimise the disaster’s impact on the community’s education and training services

Department of Agriculture and Fisheries

• responds to animal welfare matters • responds to plant disease outbreaks • responds to disease/biosecurity issues for aquaculture • provide farm financial counselling services • work with primary industries to recover from major emergencies • administer NDRRA for primary producers in disaster decleared

areas

Queensland Health

Queensland Health has lead agency responsibility for the follow key areas:

• Medical Command, Control and Coordination of health resources;

• Appropriate pre-hospital on-site medical and health response managemen casualties;

• Transportation to appropriate hospitals for definitive treatment and care;

• Public health advice warnings and directions to combatants and the community;

• Psychological and counselling services for disaster affected persons general community; emergency workers and recovery workers;

• Ongoing medical and health services required during the recovery period to preserve the general health of the community; and

• Scientific services during health event response and recovery operations.

Lifeline Community Care Queensland

• provides workers to counsel and support individuals affected by disaster

(psychological first aid)

• provides specialist crisis counselling

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Red Cross Red Cross (RC) supports the Queensland Disaster Management system with personnel and resources deployed from a range of areas including local, intra and inter state as available and required. Red Cross has a dedicated Emergency Services Unit, which can respond to disasters at short notice, dependent on travel arrangements and access to the affected area. ARC: • Works with the Queensland Police to provide National

Registration and Inquiry Services • Provides personal support at evacuation and recovery centres and

makes referrals to other agencies as required. • Provides information to the public on community assistance and

how and where to access it. • Provides community members and other agencies with copies of

Red Cross publications and information. • Contributes information to the District Community Recovery

Committee on the scale and impact of the disaster on individuals and Queensland communities.

• Has multiple teams available to provide personal support and check on the wellbeing of affected community members. Outreach teams provide information on recovery services and referrals to other agencies as required.

• Provides specialised personnel and support to diverse communities including Aboriginal, Torres Strait and South Sea Islander Communities as required and available in partnership with local agencies.

The Salvation Army

• provides catering for personnel involved in the disaster affected community

St Vincent de Paul Society

• provides essential material items such as blankets, toiletries, mattresses, essential new clothing, food and water and children’s and babies’ necessities

Centrelink Centrelink's role in Community Recovery includes:

• ensuring that Centrelink payments are not disrupted at times of emergency

• establishing dedicated hotlines to assist those affected and their families

• delivery of additional income support payments that may be available such as Crisis Payment, Special Benefit, Australian Government Disaster Recovery Payment or ex gratia payments

• specialist staff providing assistance with social work and referral services to complement the services provided by state and territory governments, and

• working closely with state and local governments to provide effective liaison and co-ordination of response and recovery services to individuals affected by the disaster.

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Department of Families, Housing, Community Services and Indigenous Affairs

leads and coordinates Australian Government community recovery assistance following major onshore or offshore disasters or critical events facilitates liaison with the Australian Government and the Australian Government Disaster Recovery Committee on community recovery at the Disaster District level

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Tourism Tropical North TTNQ’s charter is the promotion and development of the region as a holiday, Queensland convention, meeting and incentive destination, addressing the needs and issues affecting the long-term viability of the visitor industry and advancing the economic well being of the region. It is a non-profit, incorporated, voluntary membership based organisation with over 600 members, most of whom are tourism operators from Mission Beach in the south, north to Cape York Peninsula and west across the Tropical Tablelands and Gulf Savannah to the Northern Territory border. TTNQ is committed to increasing community awareness and information regarding the risks of natural and manmade disasters and the process and procedures visitors to the region need to follow in the event of a disaster. When activation of the Community Recovery Plan is required, TTNQ offers the following services and resources to the Community Recovery Committee:

Communication with members Communication to the industry through networks, locally, regionally, state, national and international levels Communication to media

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Liaison with relevant members and agencies e.g. to identify available accommodation and transport Assistance in the developement of tourism and hospitality industry recovery plans

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Centacare (inc Migrant • Assist with the provision of short-term counselling and debriefing services in Settlement Services) the event of a disaster (the number will be dependent upon the extent of the disaster and availability of staff at the time).

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Provide emergency relief in the form of food vouchers and financial assistance for crisis accommodation, travel, pharmaceutical scripts etc Make available a small van to assist with the transportation of counsellors [mileage to be reimbursed by the Department of Communities] Make available personnel from Migrant Settlement Services to assist with

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migrants and refugees affected by the disaster

Community Recovery Responsibilities Responsibilities for the delivery of specific community recovery services are summarised in the table below.

Local Government

Councils within the Cairns Disaster District play a key role in the immediate response period of an event, particularly in coordinating the

provision of immediate to short-term welfare needs, including provision of evacuation centres as required Local Government offers a bridge between the response and recovery phases, as well as providing immediate community information. Councils may have an ongoing role in community recovery dependent on the Council's ability and the severity of the incident. Requests for assistance for Local Government resources are to go through the Local Governments Disaster Coordination Centre The capacity of Local Governments within the Cairns Disaster District to manage community recovery varies greatly across the district. Many remote and Islander councils in the district would, in all likelihood, require significant and immediate support from district level to activate a community recovery / welfare response.

Observers / advisory members

QFES, Queensland Police Service and the Department of Public Works (Building & Asset Services) provide an important advisory role to the Cairns Disaster District Human Social Recovery Committee. Dept Public Works – Building & Asset Services (BAS) In addition to its communication and emergency supply function under Queensland’s Disaster Management Arrangements, BAS is the lead agency for the provision of community recovery services in regards to building and engineering services. This includes coordinating and conducting damage inspections and assessments of private residences on behalf of the Department of Communities in order to validate repair quotations obtained by the owner/occupier from private contractors. BAS also provides advice and supports the establishment of Community Recovery Centres and Coordination Centres in the event of a Recovery activation. Queensland Fire and Emergency Services (QFES) QFES is responsible for Queensland's disaster management arrangements under the Disaster Management Act 2003. QFES:

• activates and coordinates disaster relief measures under the Natural Disaster Relief and Recovery Arrangements (NDRRA)

• manages recovery task force management groups

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Community Recovery Services

Organisations involved

Information Provision • All agencies represented on the Cairns Disaster District Community Recovery Committee (CDDCRC) have a role in information to disaster-affected communities. In particular, various agencies would provide information relevant to their core business and client group(s) i.e. DERM information to primary producers or DEEDI information to the business community and industry groups.

• The CDDCRC does however provide a mechanism for the coordination of information provision … including the distribution of information through media announcements, newsletters etc, community recovery centres, 1800 help lines etc

• During the initial phases of a disaster response, it is the role of the District Disaster Coordinator (DDC), supported by QFES, to provide a single communication outlet / source and information coordinated by the CDDCRC would be provided to the District Disaster Management Group (DDMG) for dissemination. As immediate response transitioned to longer term recovery, the CDDCRC could be expected to assume more responsibility for direct information provision through approved mechanisms and channels.

• Local Government also have and important and legitimate role in the direct provision of information to their communities. It is important that close liaison is maintained between the CDDCRC and the local government disaster management system.

Catering • Should the capacity to provide catering under local arrangement be exceed the Local Disaster Management Group (LDMG) would request catering support through the DDMG. The DDC could then task DDMG members and the CDDCRC to provide catering support.

• This would generate a request from the Chair of the CDDCRC to the Salvation Army to activate its catering plans according to the scale, impact and location of the specific disaster event.

• Catering may also be provided from outside the community recovery area i.e. QFES provision of food drops to remote areas or ADF establishment of field kitchens at the request of the State.

• Agencies are individually responsible for adequately provisioning their own operations and staff. Likewise, catering and provisions at Human Social Recovery Centres is primarily the responsibility of the Department of Communities and members of the CDDCRC. Where this need is unable to be met through internal resources, additional support can be requested through the DDMG.

Accommodation • The establishment of Evacuation Centres is the responsibility of Local Government. Local Governments may delegate/ utilise

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Community Recovery Services

Organisations involved

Cairns District Disaster Manage ment Plan – July 2014 pre existing agreements with other agencies to

manage the 190 welfare of evacuees providing them with emergency

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accommodation and support services. Red Cross may register evacuees if requested. In most instances evacuation centres will only be used as a last resort and operate for 1-2 days only.

• The provision of options for medium and long term accommodation is the functional responsibility of the Department of Communities - Homelessness Services as outlined in the State Human Social Recovery Plan.

• Affected individuals and families may seek a referral during intake for assistance with rent or bond loans.

• Tourism Tropical North Queensland can provide some liaison between visitor accommodation operators and agencies seeking accommodation for displaced persons or recovery personnel to identify suitable available accommodation.

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Personal Support • There is an expectation that all staff deployed into a disaster affected area have a basic knowledge of the personal support needs of disaster affected individuals and the provision thereof.

• In an evacuation centre setting, primary responsibility for the provision of care and comfort, clothing and personal items, e.g. toiletries, pharmaceuticals, clothing etc is a local government responsibility. Additional support can be provided by CDDCRC member agencies if requested thorough the Disaster Management system.

• A number of CDDCRC member agencies have personnel with the skills and training to provide care and comfort and nonclinical counselling (i.e. social workers, youth workers) in a community recovery centre or outreach setting. The coordination of these activities would be a primary responsibility of the CDDCRC.

• The Red Cross also provides personal support as required for disaster-affected individuals. Resources can be deployed from a range of areas including local, intra and inter state as available and required

• Disaster-affected people who are identified as needing personal support / counselling of a clinical or advanced nature are to be referred to Queensland Health and/or Lifeline (see below).

Counselling Services • Specialist (clinical& referral based) counselling is provided by Queensland Health and Lifeline. Queensland Health Mental Health Counselling Services provides psychological and counselling services by: Triage defusing

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psychological support outreach visitation crisis counselling psychological interventions long term counselling withdrawal strategies

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Specialist Services • Lifeline and Queensland Health have a key role in providing specialist services (see counselling services).

Outreach Services • In the context of Community recovery ‘Outreach’ refers to a mode of delivering services directly to disaster affected

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Cairns District Disaster ManageCommunity Recovery ment Plan – July 2014 Organisations

involved 241 Cairns District Disaster ManageServices ment Plan – July 2014 242

residents. Outreach is to be distinguished from ‘ne eds

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assessment’ which is primarily conducted in the response phase after a disaster and is managed and coordinated by the LDMG, DDMG and QFES.

• close liaison between the response agencies’ need assessment and the CDDCRC will ensure maximum resource efficiency and deliver the best response to disaster affected individuals and communities.

• All member agencies could potentially participate in the delivery of Outreach services. The need for, and composition of, outreach teams will be determined by the CDDCRC.

• The Red Cross has multiple teams available to check on the wellbeing of affected community members and provide information on recovery services or referral to other agencies as required.

Financial Assistance

• Dependent on the scale of the disaster and is determined at a state and federal level.

• The Department of Communities, Child Safety and Disability Services and Centrelink have responsibility in distributing funds to assist disaster affected individuals and families.

• Specific purpose assistance may be delivered by DAF,QRA, DSIP, BAS rent / bond assistance.

• In the case of a major disaster, financial assistance may also be provided through the establishment of a special appeals fund. Likely to be administered by a central government agency (i.e. treasury or DPC / DPM&C) or a large NGO (i.e. Red Cross). CDDCRC support could be provided in terms of distribution of information/application procedures associated with the fund and participation / input into disbursement arrangements.

Community Recovery Centres

• Department of Communities, Child Safety and Disability Services is responsible for establishing community recovery centres. Logistical support and advice is provided by BAS and the relevant local government.

• All CDDCRC member agencies are key partners in terms of operations and staffing.

• The Red Cross is able to provide personnel at recovery centres to:

• meet and greet community members

• Provide information, personal support and referral services as required

Community Development

• Department of Communities, Child Safety and Disability Services and community recovery partners.

• All agencies may have a role in community development activities.

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• The Red Cross can also provide project based medium to longterm community development in partnership with Department of Communities and CDDCRC partners

Business and Industry Recovery

• Department of State Development

• Industry groups, chambers of commerce, peak organisations. • Local and commonwealth government

Scale and Impact of Disaster Events The scale, impact and duration of specific disaster events on individuals and communities has a direct bearing on the nature and scope of community recovery services provided by government and nongovernment agencies. It also informs relevant governance and administrative arrangements that will be required. The following table provides a general guide on the different scales of disaster impact and the likely characteristics of the required community recovery response that may influence agency roles and responsibilities. This guide draws on experience to date with community recovery and is not intended to serve as a definitive profile of the scale and impact of disaster events.

Scale Likely characteristics of required Community Recovery Response

Very Small - under 100 people

affected - one suburb/small

town within one disaster district (usually)

- staff sourced from within the region

Local and district resources are sufficient to meet community recovery needs. Initial community recovery response is managed through the LDMG. If LDMG advise that hardship may exist in the affected area, the Department of Communities may undertake outreach. Staff are encouraged to utilise local welfare agencies and emergency relief welfare agencies to assist affected persons in the first instance. If departmental staff identify personal financial hardship and local community services are unable to assist - activation of State Disaster Relief Assistance funding arrangements can be sought. Recovery services can include provision of information, personal support, financial assistance (including project management of repair to uninsured dwellings) and referrals to existing community services.

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Small - from 100 to 500

people affected - one disaster district

within one region (usually)

- staff generally sourced from within 1-3 regions

Local and district resources meet the majority of community recovery needs although staff may be sourced from neighbouring regions. A Community Recovery Coordination Centre would be established to manage the response including outreach services. Activation of State or Natural Disaster Relief and Recovery Arrangements funding can be sought if departmental staff identify personal financial hardship and local community services are unable to assist. Community Recovery Centres may be established and a range of government and non-government agencies are likely to be involved. Recovery services can include provision of information, personal support, financial assistance (including project management of repair to uninsured dwellings), referral to existing community services and individual case management. The Free Call 1800 Hotline would be activated.

Medium - from 500 to 5,000

people affected - may cover a number

of disaster districts across more than one region

- staff may be

Resources are required from across a number of regions due to the size or complex risk profile of the disaster. More than one Community Recovery Coordination Centre may be needed to manage the recovery response. Community Recovery Centre(s) will also be required. The Free Call 1800 Hotline would be activated. Natural Disaster Relief and Recovery Arrangements or State Disaster Relief Arrangements would almost certainly be activated, and other government

Scale Likely characteristics of required Community Recovery Response

deployed from across all regions and central office

and non-government agencies are likely to be involved in the community recovery effort. Recovery services can include the provision of information and additional community services in the affected area, establishment of coordinated multiagency outreach response team(s), community engagement activities and individual case management.

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Large - from 5,000 to

15,000 people affected

- multiple districts affected within one or more regions

- staff may be

deployed from across all regions and central office. Some inter-state state resources may be sought

Resources are required from across multiple regions due to the size or complex risk profile of the disaster. The community recovery response is characterised by the need to activate state-wide or national disaster recovery response plans. It is likely to involve the activation of the Freecall 1800 Hotline, establishment of multiple Community Recovery Coordination Centre(s), Community Recovery Centre(s) and coordinated multi-agency outreach teams. Natural Disaster Relief and Recovery Arrangements funding and other disaster recovery protocols may be activated. The community recovery response may require the provision of temporary accommodation, community engagement and development activities, provision of additional community services, a whole-of-government information strategy and individual case management. The response may involve the formation of a Taskforce to oversee the provision of all disaster recovery elements (community, infrastructure, economic and environment) as well as the distribution of appeal funds and material goods.

Catastrophic - more than 15,000 people affected - multiple

districts and regions affected

- central office, interstate and possible international support

Disaster events are significantly more complex in either size, risk profile or recovery resources required and may involve multiple disaster events or sites. They may typically require a multi-level whole of government response across Australia, requests for international support, activation of Freecall 1800 Hotline(s), establishment of a number of Community Recovery Coordination Centres and multiple Community Recovery Centres. Significant involvement of government and non-government agencies would be required including coordinated multi-agency outreach responses, centrebased and telephone service delivery, appeals, short, medium and longterm accommodation options and community recovery plans, and Taskforce coordination.

Outside District Assistance The Cairns Disaster District Recovery Committee has identified the following scale for seeking outside disaster assistance. Very Small - Likely to be able to be resourced and managed at district level with regional support. Small events - Likely to require inter-regional assistance, primarily from Cairns (if outside of Cairns). However management / coordination is possible within local capacity. State-wide resource assistance possible. Medium - Likely to need state-wide resource assistance however management / coordination possible within district / regional capacity.

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Larger - State wide plans likely to require activation state-wide resource and management assistance. Taskforce and whole-of recovery management group likely to be formed which can impact on ‘normal’ disaster arrangements. Specialist support may be required for any sized event.

Post Disaster Assessment Activation The district recovery strategy may be activated upon direction from the DDC or the SDCG. As disaster response and immediate/short term recovery occurs concurrently, the activation of the strategy will commence with immediate/short term recovery actions undertaken within the response phase. The level of district support required in the medium/long term recovery phase will be dependant on the recovery structure advised by the SDCG for each specific event. Immediate/short term recovery The immediate/short term recovery phase occurs concurrently to response operations. Immediate/short term recovery activities of the DDMG will typically include:

• support to LDMGs to ensure the conduct of rapid damage and need assessment; • support to LDMGs to ensure the provision of immediate community services (e.g. health services, food,

clothing and shelter, financial relief); • support to LDMGs to ensure the restoration of critical utilities and services; and • support to LDMGs to ensure the provision of temporary housing. During this phase it should be decided whether there will be a requirement for medium/long term recovery; the type of recovery assistance will be required from the DDMG and the timeframe for the transition to the medium/long term recovery. The immediate/short term recovery phase occurs concurrently to response operations. Immediate/short term recovery activities of the DDMG will typically include:

• Support to LDMGs to ensure the conduct of rapid damage and need assessment; • Support to LDMGs to ensure the provision of immediate community services (e.g. health services, food,

clothing and shelter, financial relief); • Support to LDMGs to ensure the restoration of critical utilities and services; and • Support to LDMGs to ensure the provision of temporary housing. The Immediate to Short-Term Recovery phase covers immediate community recovery service provision to meet identified individual personal and community needs, and to restore services to the level where Local Government and the normal responsible agencies can manage the continuing recovery process. During this phase, the District Recovery Committee will also prepare an Event Specific Community Recovery Operational Plan which will assist in determining the requirement for medium/long term recovery; the type of recovery assistance will be required from the DDMG and the timeframe for the transition to the medium/long term recovery. Transition Triggers

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The DDMG will utilise the following as triggers to commence the process of transition from immediate/short term to medium/long term recovery:

• Emergency is contained; • No further hazard or secondary threats are likely in the near future; • Response organisations cease their activities; • Public safety measures are in place and work effectively; • Evacuation centres have closed; or • Initial rehabilitation has commenced. The appointment of the Recovery Coordinator should take place at the latest during the transition phase and preferably during the response/short term recovery phase of the event. Medium/Long Term Recovery The level of support required by the DDMG during the medium /long term recovery phase will be dependant on the nature and scale of the disaster. The level of involvement of the DDMG may range from supplementation of a Local Recovery Group to the establishment of a District Recovery Committee. District Actions/Resources Where appropriate to the scale of the disaster the medium/long term recovery phase may include the establishment of a District Recovery Committee with specific membership appointed as appropriate to the type of event and functions of recovery. Where a District Recovery Group is established, the recovery coordination is handed over to the Recovery Coordinator who will be the DDC or a person appointed by the DDC. The medium/long term District Recovery Committee will comprise any or all members of the DDMG, and any additional invited members as required. Organisations that are not members of the DDMG may be invited where required, for example: Chambers of Commerce, insurance companies, major employment (industry) organisations in the area.

Transition to normal business The conclusion of the recovery phase will be determined by the relevant Recovery Group. The Recovery Group will manage the recovery process for as long as whole of government recovery support is required, the Terms of Reference for the Group have been achieved and until government recovery agencies have the capacity to accept the management of the workload within the agencies core business processes.

Post-disaster review The review of operational activities undertaken during a disaster is a key component in ensuring capability development and the continuous improvement of disaster management arrangements. Post-disaster reviews are conducted to: • assess disaster operations undertaken for a given disaster including actions, decisions or processes; • document those processes that worked well and identify a course of action to ensure that they are captured and updated in relevant doctrine for use in the next operation; and • assess capability and consider where additional training and/or exercises may enhance capacity. The review of operations is conducted through two forms of debrief: Hot debrief debrief undertaken immediately after operations are complete, giving participants the opportunity to share learning points while the experience is still very fresh in their minds. Multiple hot-debriefs during protracted operations may be appropriate to identify significant issues and provide prompt solutions for immediate implementation.

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Post-event debrief held days or weeks after an operation, when participants have had an opportunity to take a considered view of the effectiveness of the operation. Post-event analysis report A post event analysis may be conducted as a cooperative approach. This process is designed to look for district and State level issues that can be maintained and improved across the QDMA, its member agencies and the conduct of business between the SDCG, DDMG and relevant LDMG’s. This report may make recommendations or suggest treatment options to any of the three disaster management levels and/or agencies involved on how disaster management is delivered within the QDMA.

District Recovery Group Where appropriate to the scale of the disaster the medium/long term recovery phase may include the establishment of a District Recovery Group with specific membership appointed as appropriate to the type of event and functions of recovery. Where a District Recovery Group is established, the recovery coordination is handed over to the Recovery Coordinator who will be the DDC or a person appointed by the DDC. The medium/long term District Recovery Group will comprise any or all members of the DDMG, and any additional invited members as required. Organisations that are not members of the DDMG may be invited where required, for example: Chambers of Commerce, insurance companies, major employment (industry) organisations in the area. Once established the District Recovery Group will be provided with a Terms of Reference specific to the event. The District Recovery Group should develop an Action Plan to meet the requirements of the Terms of Reference.

Annexure Index

• A Distribution List • B Cairns District Disaster Management Group Contact List • C Cairns District Risk Register • D Cairns District Risk Treatment Plan • E District Levels of Activation • F Terms of Reference • G Membership • H Notification of Change to DDMG Member Incumbent • I Local Government Appointment Notification Letter • J Government Department Appointment Notification Letter • K Request to Change Chairperson / Deputy Chairperson Appointment • L Notification of Current chairperson / Deputy Chairperson Incumbent • M Letter Requesting change of DDMG Executive Officer • N Notification of Current DDMG Executive Officer Incumbent • O Establishment of a Temporary Disaster District Group Membership • P Induction Checklist for new DDMG Members • Q Authorisation to Appoint a Deputy • R DDMG Ordinary Meeting Checklist • S DDMG Attendance Sheet • T DDMG Progressive Meeting Attendance Sheet • U Meeting Briefing Template

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• V Flying Minute Template • W Agenda Template • X Extraordinary Meeting Agenda Template • Y Noting Brief Template • Z DDMG Member Status Report • AA Meeting Minutes Template • AB Resolution Statement • AC Resolution Register • AD DDMG Correspondence Register • AE SDCG Noting Brief Note Further annexure to this plan may include, but are not limited to, the following:

• Media Contact List • Risk Maps – Storm Surge/Tsunami/Bushfire/Flood • DDCC General Instruction

__________________________________________________________Annexure A

Distribution List A copy of this plan has been distributed to the Cairns DDMG and is available on the QPS web site

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__________________________________________________________________________________________________Annexure C Cairns District Risk Register The following list highlights the possible sources or hazards, gives a brief description and the evaluation of risk. The list is not to be read as an order of priority or level of risk.

Risk Identification (District Level Risks Only)

Risk No.

Risk Statement

Source

Impact Category

Prevention/Preparedness/ Controls

Recovery/Response Controls

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1 Tropical cyclones (TC) are the most frequent natural hazard to impact the Disaster District. The Bureau of Meteorology reports that six to eight cyclones may develop in the vicinity of Australia annually. Of these one or two can be expected to be severe cyclones, category 3 to 5, and one or two can be expected to cross the coastline of eastern Queensland. TC’s are by far the worst and most widespread naturally occurring hazard on earth: - source – Bryant, 1993:p 23.

Recent TC events impacting the Cairns District include:

TC Yasi was classified as a Category 5 cyclone as it approached the Queensland coast. The eye of the cyclone made landfall at approximately 0100 hours on Thursday, 3 February 2011. Yasi crossed the northeast Queensland coast near to the tourist village of Mission Beach, around 112 km south of Cairns. The system was a Category 5 at the time of landfall. Just hours prior to it’s crossing, it was predicted to cross between Cairns and Innisfail. TC Yasi maximum sustained winds of 232 km/hr. Wind field analysis shows that Innisfail was within the cyclonic force wind field

Tropical / Cyclone Storm

H Warnings of an impending cyclone will be issued in the first instance by an authorised authority to the State Disaster Management Group and relevant membership of the DDMG for immediate distribution. In the event of the sudden onset of any threat that requires the Alert, Stand by or Activation of a Local

Government DisasterCoordination Centre, the Chairperson of that committee shall immediately notify the District Disaster Coordinator. Warnings and information of a general nature will be issued both from a “Warning Authority” and the State Disaster Management Group as and when required.

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at landfall, which stretched south to Cardwell Luckily, neither Cairns nor Cairns were within the cyclonic force wind field. Following landfall, Yasi tracked inland along a southwest path, the centre of the system passing directly over the town of Tully. Yasi then passed around 95 km to the south of Georgetown as it continued inland, the system having weakening to a Category 2 cyclone. The damage bill is estimated to be in >$800 billion.

TC Larry was classified as a marginal Category 5 cyclone as it approached the Queensland coast. The eye of the cyclone made landfall near Innisfail around daybreak on Monday 20 March. Wind gusts were later estimated to have been up to 240 km/h (Category 4) in the area surveyed. A marked variation in wind gusts was observed, both in a spatial sense and across elevated terrain. This was clearly evidenced by varying levels of damage across relatively small distances. Fortunately, no lives were lost and no serious injuries were reported. However, between Babinda and Tully, damage to infrastructure and crops was extensive with the total estimated loss upwards of half a billion dollars. To a somewhat lesser extent, damage also occurred in areas north to Cairns, south to Cardwell and on the Atherton Tablelands. .sourced 30/11/07 http://www.bom.gov.au/weather/qld/cyclone/tc_larry/#summary

TC Monica crossed the coast just to the south of Lockhart River, as a Category 3 cyclone on the afternoon of 19 April 2006. TC Monica subsequently moved into the Northern Territory and impacted on the small islands north of the Arnhem Land coast as a Category 5; before finally making landfall on the northwest Arnhem Land coast, just 35km west of Maningrida as a Category 5 cyclone. The impact of this event in the Cairns District consisted of severe flooding whilst some communities in the NT received substantial damage. In 2005 TC Ingrid threatened the District coastline before making landfall at an uninhabited site to the south of the Lockhart River Community. TC Ingrid was classified as a severe Cat 5. The effects of such a hazard impacting a major inhabited section of coastline could be expected to be disastrous and require major commitment of all the District’s resources and external assistance

Warnings, information and directions shall be issued as required by the Local Government Disaster Management Group and/or the District Disaster Management Group either through relevant DDMG membership or Coordination Centres. The information detailed should be pertinent to the appropriate level i.e. Local Government should focus on the issues within the Local Government boundaries.

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2 All cyclones produce storm surges, but not all surges are dangerous. The ‘surge’ is a very low frequency but high damage potential threat. A number of coincidental factors need to be present to generate the full surge threat. ‘low central pressure and strong winds, strong run off from heavy rains, an approach direction that brings the front left quadrant of the cyclone towards the coast first, a shelving sea floor and a coastal embayment are all important. Most important of all is the coincidence of the surge with peak high tide’. Source:- Oliver,1986:p 292 The largest recorded storm surge in the Cairns District occurred in 1899 at Bathurst bay in the Cape York Peninsula. The surge reached heights of 13.5 to 14.5 metres and left 307 persons dead.

Storm surge / tide

H

3 Several large river systems traverse the Disaster District. During the wet season, these rivers regularly flood, causing road services to be temporarily severed and properties and communities isolated. Such isolation may extend for months in the sparsely inhabited Cape York area. The topographical features and demographics in the urbanised areas of the District (Cairns City and northern beaches) are generally that flooding is temporary Flooding is usually associated with the effects of the seasonal monsoon influence or rain depressions associated with TC’s, such as was the case with TC Monica 2006. A further flooding source exists from Dam failure.

Flooding M

4 The presence of the Great Barrier Reef off the North Queensland coast substantially protects the eastern coastline from any Tsunami wave entering the Coral Sea. This reef line, plus others strung out eastwards from the Coral Sea shield the coastline southwards from Tsunami which may originate from Islands to the north. The possibility of an earthquake induced Tsunami impacting the area does exist if the epicentre of the earthquake is located in between the Great Barrier Reef and the mainland. As observed by Bryant (1991,p.178) ‘no continent or region can be considered aseismic

Tsunami M

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5 This District covers a vast area, however most of the population is in the coastal area surrounding Cairns City itself. The area surrounding Cairns is very mountainous with developments positioned on the lower slopes and foothills. The Cairns City Council has conducted a study that reveals the area is very susceptible to landslides given sufficient rain falls. Very specialised rescue equipment would need to be utilised with assistance being obtained from outside this Disaster District. The Qld Fire & Rescue Authority would be the main combating agency.

Landslip H

6 Although the District receives a substantial annual rainfall, the threat of bushfire does exist in the latter part of the ‘dry’ season until the coming of the monsoonal influence. This period can occur between October to January. Urban development, especially in the Cairns and Port Douglas areas places many housing developments at risk due to the location of these developments in forested, hillside locations.

Fire Rural M

7 There is no history of substantial seismic activity in the District, however there has been seismic activity recorded off the coast from Cairns. It is acknowledged as observed by Bryant (1991) that no area can be considered ‘aseismic’. Most high rise development is present in the Cairns City area in proximity to the foreshore. Liquefaction of soils under high rise building foundations would be the major threat of any earthquakes in the area.

Earthquake M

8 Outbreak of exotic animal and plant disease is a possibility in the area. Large cattle properties exist in the District with a cattle sale yard located at Mareeba to the west of Cairns. An outbreak of emergency animal disease, such as foot and mouth disease (FMD) requires the implementation of a ‘standstill’ order in respect to movement of all cloven hoofed animals, and the slaughtering and destruction of all animals on properties known, or suspected, of carrying infected animals, along with animals on all neighbouring properties. Historically there have been intermittent outbreaks of plant

Exotic animal plant disease

& M

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disease in the District that have been successfully contained through the implementation of strict quarantine and crop destruction measures.

9 The major townships and communities within the District are serviced by QFES and Rural Fire Service with full time units supplemented by volunteers. A number of Aboriginal Communities in the cape York area currently have no QFES, Rural fire or volunteer fire fighting capability.

Fire Urban H

10 International shipping lanes transect the eastern Queensland coastline behind the more sheltered waters of the Great Barrier Reef. Large carrier vessels also utilise the Gulf of Carpentaria to access the port of Weipa (Bauxite exportation), the Torres Straits and the shipping channels off the eastern coastline. Large container vessels have struck the reef areas in the past (1987 off the coast at Lockhart River).

Marine Oil Spill

H

11 There is a latent potential for a Chemical and Biological incident in the District as commercial Chemical and Biological agents are stored and transported in and through the District.

Chemical and Biological

H

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12 Cairns International Airport is a hub for international and domestic passenger aircraft and regularly caters to the arrival and departure of passenger jet aircraft including 747’s and more recently the ‘airbus’ series of aircraft. Other aerodromes in the District have a capacity for and receive smaller passenger aircraft including Horn Island which receives aircraft with a carrying capacity of up to 40 passengers. There is a latent potential for a major air disaster in the District. As evidenced in the fatal aircraft crash at Iron range via Lockhart River in early 2005, the topographical features and inaccessibility of much of the District pose particular challenges to the management of same.

Road accidents of a size and complexity to involve a Disaster Management response would be rare but may possibly involve tourist coaches. In this case a LGDMG may request a part activation of the DMG plan in support of their management of the event..

QLD Rail operates a major rail network linking Cairns to Brisbane. This link takes passenger and commercial freight. A further rail system identified in the Risk assessment is the ‘Kuranda Rail’ tourist train. This train operates daily from Cairns to Kuranda and is an ‘Iconic’ tourism venture in the District.

Mass casualty transport incident

H

13 The world social and political environment has changed significantly since the September 11 2001 aircraft hijackings and attacks on the World Trade Centre. Australia and Australians have been cited as legitimate targets by terrorist organisations. The face of terrorism has evolved since the 1970’s, with terrorist organisations and terrorist activities targeting low risk , highly populated targets (soft targets) to cause mass casualties. This has been evidenced against Australians in the Bali Bombings of 2002

Terrorist Incident

H

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and 2005. A number of areas in Cairns could be classified as ‘soft targets’. Cairns also hosts visiting naval vessels from allied countries such as the U.S., France, Britain, and Thailand to name a few. Two ADF establishments are permanently based in Cairns. The 51st Battalion , a reservist unit of the Australian Army and the HMAS Cairns Naval Base.

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Cairns DDMG Risk Matrix

CONSEQUENCE (IMPACT)

Insignificant Minor Moderate Major Catastrophic

1 2 3 4 5

Almost Certain 5 Low + Medium + High Very High Extreme

Likely 4 Low - Medium - Medium + High Very High

Moderate 3 Negligible Low + Medium - Medium

+ High

Unlikely 2 Negligible Low - Low +

Medium + Medium -

Rare 1 Negligible Negligible Negligible Low - Low +

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LIKELIHOOD RATINGS

RATING VALUE

Almost Certain (A) The event is expected to occur in most circumstances

Likely (B) The event will probably occur in most circumstances

Moderate (C) The event will occur at some time

Unlikely (D) The event could occur at some time

Rare (E) The event may only occur in exceptional circumstances

CONSEQUENCE RATINGS

IMPACT LEVEL CONSEQUENCES IF EVENT OCCURS

CATASTROPHIC (5) Event causes fatality or multiple fatalities within the Cairns LDMG area.

Services suspended indefinitely

Customers suffer hardship and substantial loss

Financial loss is huge

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Severe technical or system functional impact.

Cairns Disaster Co-ordination Centre

MAJOR (4)

The event causes extensive injury / injuries resulting in hospitalisation of person / persons within Cairns LDMG area, or has the potential to cause extensive injury or death (e.g. dangerous event).

Services delivered with major delays

Residents experience major inconvenience and some losses

Financial loss is major

Major technical or system functional impact.

MODERATE (3)

Any injury / injuries resulting in medical treatment of person / persons within the Cairns LDMG area, or has the potential to cause a medial treatment injury (e.g. near miss).

Services delivered with moderate delays

Customers experience moderate inconvenience

Financial loss is moderate

Technical - Lower priority requirement missing, no workaround

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MINOR (2)

Any injury / injuries resulting in first aid treatment of persons or persons within the Cairns LDMG area or has the potential to cause a medial treatment injury (e.g. near miss).

Services delivered with minor delays

Customers experience minor inconvenience

Financial losses are small

Technical - Lower priority requirement missing, with workaround

INSIGNIFICANT (1) Event causes no injury / injuries to person or persons within the Cairns LDMG area.

No consequences for Services

Cairns Disaster Co-ordination Centre

No consequences for Customers

No consequences for People

No consequences for Finances

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Risk Matrix and Ratings Risk Mitigation Action Plan

Event <<insert Event here, e.g. TC Yasi>> Last Reviewed <<insert date>>

DDC Cairns

<<insert Name>>

Next Review Due

<<insert date>>

Risk No

Risk Description Risk

Likelihood Risk

Impact Risk

Exposure Mitigation Strategy

Residual Risk

Officer/s Responsible for

Mitigation

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1 Tropical Cyclone/Storm 5 5 EXTREME Whilst the threat of a natural disaster cannot be mitigated against, to mitigate the risk of loss of life, effective communication strategies be put in place so residents within the District are warned with up to date information - this can be done via media, SMS and a range of different methods. Evacuation Centres also need to be identified for residents to proceed to. Ideally, evacuation centres need to be rated to Cyclone Category 5 outside of storm surge area/s. Measures included are: a) Measures for more efficient storm tracking, b) Measures for rapid dissemination of warnings issued by the Area Cyclone

3 DDMG Members

Warning Centre, c) Emergency measures like evacuation from threatened areas during cyclone situation, d) Post disaster measures, e) Long term measures for preparedness to combat cyclones in general; and f) Community preparedness programme.

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2 Storm Surge/Tide 3 5 HIGH Whilst the threat of a natural disaster cannot be mitigated against, effective communication strategies be put in place so residents within the District are warned with up to date information - this can be done via media, SMS and a range of different methods. Evacuation Centres also need to be identified for residents to proceed to. Ideally, evacuation centres need to be rated to Cyclone Category 5 outside of the storm surge area/s. Councils should where possible have available, mapping of flood prone areas as a primary step in reducing the risk of the region. Historical records give the indication of flood inundation areas, the period of occurrence and the extent of the coverage. The basic map should be combined with other maps and data to form a complete image of the floodplain. Warnings can be issued looking into the earlier marked heights of the

3 DDMG Members

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water levels in case of potential threat. In the coastal areas, the tide levels and land characteristics will determine areas liable to inundation. Flood hazard mapping will give the proper indication of water flow during floods. Other measure included are: a) Measures for more efficient storm tracking, b) Measures for rapid dissemination of warnings issued members of the DDMG, c) Emergency measures like evacuation from threatened areas during storm surges d) Post disaster measures, e) Long term measures for preparedness to combat storm surges in general; and f) Community preparedness programme.

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3 Flooding 3 3 MEDIUM- Flooding results from heavy rainfall and water not being able to recede quickly enough. Flooding maps could be updated on all Council's websites so residents are aware of their risk. Mapping of flood prone areas is a primary step involved in reducing the risk of the region. Historical records give the indication of flood inundation areas and the period of occurrence and the extent of the coverage. The basic map is combined with other maps and data to form a complete image of the flood-plain. Warning can be issued looking into the earlier marked heights of the water levels in case of potential threat. In the coastal areas, the tide levels and land characteristics will determine areas liable to inundation. Flood hazard mapping will give the proper indication of water flow during floods.

2 LDMG Members

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4 Tsunami 3 3 MEDIUM- Whilst the threat of a natural disaster cannot be mitigated against, to mitigate the risk of loss of life, effective communication strategies be put in place so residents within the District are warned with up to date information - this can be done via media, SMS and a range of different methods. Police traffic control could assist with many residents escaping to higher ground to mitigate the risk of bottlenecks of traffic

2 DDMG members

5 Landslip 4 4 HIGH In areas that are identified at high risk of landslip, Councils should give consideration should be given to minimising the water above them as well as planting trees on the slip site, and not building on or below previous slips. As most landslips are associated with disturbances of the natural surface by activities such as the construction of roads and the excavation of building sites and development extending increasingly onto hill slopes, the risk of landslide impact increases. To mitigate this, engineering design standards are required to be adhered to and enforced by relevant local government and state government authorities.

3 DDMG Members

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6 Rural Fire 3 3 MEDIUM- The Queensland Fire & Rescue Service (Rural Fire Service) is responsible for fire mitigation, prescribed burning, volunteer training, community awareness and education

3 QFES, Department of Communities

7 Earthquake 2 5 MEDIUM+ Your first line of protection against earthquakes is the strength of your home. The strength of your home depends largely on the contractor who built it and the building standards that the contractor used. Each state sets minimum quality standards, known as building codes that contractors and builders must follow. Like any other natural disaster, it is not possible to prevent earthquakes from occurring. Earthquake disaster mitigation and preparedness strategies are the need of the hour to fight and reduce its miseries to mankind. Comprehensive mitigation and preparedness planning includes avoiding hazard for instance, by providing warning to enable evacuation preceding the hazard, determining the location and nature of the earthquake hazard, identifying the population and structures vulnerable for hazards and adopting strategies to combat the menace of these.

3 DDMG Members

Cairns Disaster Co-ordination Centre

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8 Exotic Animal and Plant Disease 2 5 MEDIUM+ The Biosecurity Section of the Department of Agriculture, Forestry and Fisheries is the lead agency for mitigating the risks and impacts to the economy, the environment, human health or social amenity associated with biosecurity risks that impact on: - plant and animal industries including agriculture, horticulture, aquaculture, fisheries, forestry and racing - biodiversity and the natural environment (terrestrial and aquatic) - cultural heritage, recreation, sport and social amenity - infrastructure and service industries, including power, communication, shipping and water supplies - tourism, lifestyle and pleasure industries - the built environment - human health through transfer of diseases from animals to humans (known as zoonoses). Ongoing research and mitigation strategies are being developed regularly.

3 Biosecurity, Department of Agriculture, Forestry and Fisheries

9 Fire Urban 3 5 HIGH The Queensland Fire & Rescue Service is responsible for fire mitigation, responding to requests and community awareness and education.

3 QFES, Department of Communities

Cairns Disaster Co-ordination Centre

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10 Marine Oil Spill 4 5 VERY HIGH

Maritime Safety Queensland is responsible for analysing possible hazards, the likelihood of them occurring, the seriousness of such and then deciding on the course of action to be taken to prevent the hazard occurring or to reduce the risk to an acceptable level, whilst bearing in mind the costs of prevention and mitigation strategies.

3 Maritime Safety, Queensland Transport

11 Chemical, Biological, Radiological and Nuclear

3 5 HIGH The National Counter-Terrorism Committee has developed the National Chemical, Biological, Radiological and Nuclear Security Strategy (the Strategy). Development of the Strategy was a direction of the Council of Australian Governments (COAG) at its special meeting on counter-terrorism held on 27 September 2005. The Strategy complements the National Counter-Terrorism Plan. It provides a framework to strengthen and enhance existing national counter-terrorism arrangements by: describing the security environment; identifying eight principal elements of Australia's approach to CBRN security; describing the prevention, preparedness, response and recovery framework in which these elements will be addressed; and identifying areas of responsibility for

3 Counter Terrorism Unit, Queensland Police Service

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governments, business, industry and the community.

12 Mass Casualty Transport Incident 3 5 HIGH The National Counter-Terrorism Committee (NCTC) has recognised the need to ensure a nationally consistent approach to the protection of places of mass gathering is taken by all Australian jurisdictions when addressing the threat of terrorism. The approach supports a systematic process identifying security risk management activities which can be integrated into existing jurisdictional emergency management arrangements. It provides a basis for: • identifying places of mass gathering that are vulnerable to the threat of terrorism • risk management arrangements associated with this threat, based on the roles and responsibilities shared amongst all private and public stakeholders.

3 Counter Terrorism Unit, Queensland Police Service

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13 Terrorist Incident 3 5 HIGH The Counter Terrorism Unit, Queensland Police Service provides a comprehensive 'all hazards approach', its focus is the protection and resilience of infrastructure against a terrorist threat or incident. Planning to build upon and strengthen infrastructure protection and resilience must be appropriate to the level of risk. The level of risk for infrastructure is determined utilising the following tools: National counter-terrorism alert levels; Individual asset and industry sector threat assessments, risk context statements and security intelligence; and Risk management standards and guidelines

3 Counter Terrorism Unit, Queensland Police Service

14 Major Rail Disruption

15 Major Aircraft Disruption

15 Dam Failure

Risk Analysis

Risk No.

Level of Existing PP Controls

Level of Existing RR Controls

Consequence

Likelihood

Risk

Confidence Level

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Risk Evaluation

Risk No.

Tolerability

Treatment Strategies

Residual Consequence

Residual Likelihood

Residual Risk

Further Action

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Cairns Disaster Co-ordination Centre

___________________________________________________________________________________________________Annexure D

Cairns District Risk Treatment Plan

Risk No.

Treatment Strategy

Priority

Responsible Agency

Consequential Actions

Requirements Including Estimated Cost

Implementation Timeframe

Performance Measures Including reporting and monitoring requirements

Outlines the process to be undertaken by the DDMG in the implementation of the Risk Treatment Plan and the ongoing management of residual risk and risk sharing for those risks that relate to the DDMG. This should include: • the process for the allocation of responsibility for the implementation of risk treatment strategies, monitoring and reporting; • the request for responsible agencies to incorporate the identified treatment strategies into their agency corporate planning process for recognition and

implementation; • strategies for the management of residual risk; and • the process for notification where risk sharing is identified as a treatment option. Reference should be made to the Risk Treatment Plan at Annexure D or the appropriate document reference, if held separately.

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ALERT LEAN FORWARD LEAN FORWARD STAND UP STAND UP

STAND DOWN LEVEL ONE LEVEL TWO LEVEL ONE LEVEL TWO

● One or more LDMGs operational ● Awareness that threat may be wide spread

● Need for DDMG to manage potential ops.

● Threat level indicates DDMG support may be required.

● Request for support received from LDCC ● Large threat is imminent

● Impact in the District ● Coordinated support required ● Significant state resources committed

● All LDMGs stood dow ● Recovery arrangement functioning ● Agencies revert to cor business

● XO brief DDC on Level of LDMG/s ● Analysis of threat ● Contact LDC/s

● Initial contact made with all LDCs ●Communication procedures established ● Planning commenced for support to LDCC ● Advise State regarding status of DDMG ● Establish all contacts ● Set up email systems

● Receipt of Sitreps ● Brief DDMG

Core

Members

● Warning orders

given to DDMG ● Planning for

potential support to LDMGs ● DDC support staff

briefed

● Develop situational awareness ● Pass on urgent warnings ● Commence Sitreps to SDCC ● Roster developed

for

DDCC ● DDCC activated with required staff ● Forward planning commenced ● SDCC advised DDMG Stood Up ●

● DDCC activated and roster commenced ● Logistics, operations planning and administrative cells in place. ● Coordination of state support

commenced ● Receive advice from State Disaster Coordinator

● Final Sitrep to SDCG ● Debrief of DDCC

sta ● Debrief of DDMG sta

● Finalisation

expenditure

● Transition to recovery

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Updates provided to SDCC via DIEMS

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_____________________________________________________________Annexure F

Terms of Reference

Cairns District Disaster Management Group TERMS OF REFERENCE

Establishment The Cairns District Disaster Management Group (DDMG) is established under Section 22 of the Disaster Management Act 2003 (the DM Act). Role DDMGs comprise representatives from regionally based Queensland (Qld) government agencies, government owned corporations, non-government organisations, industry and commerce, and key community representatives, who can provide and coordinate whole-of-Government support and resource gap assistance to disaster-stricken communities. DDMGs perform a ‘middle management’ function within Queensland’s Disaster Management Arrangements (QDMA) by providing coordinated state government support, when requested by Local Disaster Management Groups (LDMGs) on behalf of local governments. Functions (s. 23 of the DM Act) Under the DM Act, the DDMG has the following functions: (a) to ensure that disaster management and disaster operations in the district are consistent with

the State group’s Disaster Management Strategic Policy Framework; (b) to develop effective disaster management for the district, including a district disaster

management plan, and regularly review and assess that disaster management; (c) to provide reports and make recommendations to the State Disaster Management Group

(SDCG) about matters relating to disaster management and disaster operations in the district; (d) to regularly review and assess the disaster management of LDMGs in the district; (e) to ensure that any relevant decisions and policies made by the SDCG are incorporated in its

disaster management, and the disaster management of LDMGs in the district; (f) to ensure the community is aware of ways of mitigating the adverse effects of an event, and

preparing for, responding to and recovering from a disaster; (g) to coordinate the provision of State resources and services provided to support LDMGs in the

district; (h) to identify resources that may be used for disaster operations in the district;

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(i) to make plans for the allocation, and coordination of the use, of resources mentioned in paragraph (h); (j) to establish and review communications systems in the group, and with and between LDMGs in the district, for use when a disaster happens;

(k) to ensure information about an event or a disaster in the district is promptly given to the

SDCG and each LDMG in the district; (l) to prepare, under s. 53, a district disaster management plan (DDMP); (m) to perform other functions given to the group under the DM Act; (n) to perform a function incidental to a function mentioned in paragraphs (a) to (m). Membership (s. 24 (1) of the DM Act) Legislated A DDMG consists of the following members: (a) the person appointed as the chairperson of the DDMG under section 25(1)(a); (b) the person appointed as the deputy chairperson of the DDMG under section 25(1)(b); (c) a person appointed by—

(i) if there is 1 local government only in the disaster district — the local government; or (ii) if there are 2 or more local governments in the disaster district and none of the local

governments unite under section 31 — each local government; or (iii) if there are 2 or more local governments in the disaster district and all the local

governments unite under section 31—each combined local government; or (iv) if there are 3 or more local governments in the disaster district and not all the local

governments unite under section 31— (A) each local government that does not unite; and (B) each combined local government;

(d) a number of persons, each of whom represents a department the chief executive of the Department of Community Safety (DCS) considers appropriate to be represented on the group, having regard to effective disaster management for the disaster district;

(e) any other person appointed by the DCS chief executive that the chief executive considers

appropriate to be a member of the DDMG, having regard to effective disaster management for the disaster district.

Annexure B contains a list of the DDMG members. Non-Legislated • Providing a quorum is achieved, as outlined in s. 40 of the DM Act, the DDMG may appoint advisors

to assist in the business of the DDMG.

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• Engagement of advisors to the DDMG should reflect current government priorities and the disaster management arrangements for Queensland.

• These advisors can be drawn from all levels of government and non-government organisations, and

assist on either a permanent or ‘as required’ basis. • Advisors are not members of the DDMG and so are not to be counted for quorum purposes. District Disaster Management Plan (DDMP) (s. 23(b) of the DM Act) Preparation (s. 53 of the DM Act) The DDMG must prepare a DDMP for disaster management in the district. The DDMP must include provision for: (a) the SDCG’s Disaster Management Strategic Policy Framework; (b) the roles and responsibilities of entities involved in disaster operations and disaster

management in the district; (c) the coordination of disaster operations and activities relating to disaster management

performed by the entities mentioned in paragraph (b); (d) events that are likely to happen in the district; (e) priorities for disaster management for the district; (f) the matters stated in the disaster management guidelines as matters to be included in the

plan; (g) other matters about disaster management in the disaster district the group considers

appropriate. A DDMP must be consistent with the disaster management guidelines, in accordance with s. 54. Reviewing and renewing the DDMP (s. 55 of the DM Act)

• The DDMG may review, or renew, its DDMP when the group considers it appropriate;

• The DDMG must review the effectiveness of the DDMP at least once a year. Subordinate Groups and Committees (s. 48 of the DM Act) The Minister for Queensland Police Service and Queensland Fire and Emergency Services (the Minister) may establish committees to assist a DDMG in performing its functions. These groups and committees are to provide status reports to the DDMG on a regular basis. Reporting Arrangements (s. 26 of the DM Act)

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Chairperson / DDC must prepare and provide a written report about the performance by the DDMG of its functions for input into the SDCG Annual Report on behalf of the DDMG. Section 44 of the DM Act outlines that the SDCG must prepare and give to the Minister a written report about disaster management in the State, , as soon as practicable after the end of each financial year. The report must include: (a) information about activities undertaken during the financial year to maintain or enhance the

State’s disaster management; (b) details of disaster operations performed during the financial year; (c) information about priorities for disaster management; (d) other matters about disaster management the Minister considers appropriate. Meetings Frequency of Meetings (s. 39 of the DM Act) Meetings of the DDMG must be held at least once every six months at times and places decided by the Chairperson.

• The Chairperson must call a meeting if asked to do so by the Chairperson of the SDCG or at least one-half of the members of the DDMG. The request to call a meeting must be made in writing, unless it is not practicable in the circumstances, and the oral request is put in writing as soon as reasonably practicable.

• DDMGs may hold meetings, or allow members to take part in its meetings, by using any technology that reasonably allows members to hear and take part in discussions as they happen. Quorum (s. 40 of the DM Act) A quorum for a meeting of the DDMG is the number equal to: (a) one-half of its members plus 1; or (b) if one-half of its members is not a whole number, then the next highest whole number. Secretariat Support The DDMG Executive Team (Chairperson, Deputy Chairperson and Executive Officer) elects an appropriate person / position to provide administrative and secretariat support to the DDMG. ____________________________________________________________Annexure G

Membership

Cairns DDMG MEMBERSHIP

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Members

The DDMG comprises:

• Chief Superintendent, Queensland Police Service (Chairperson / DDC) • Superintendent, Queensland Police Service (Deputy Chairperson) • Inspector, Queensland Police Service (Deputy Chairperson) • Senior Sergeant, Queensland Police Service (Executive Officer) • Officers in Charge, member’s incumbent to all LDMGS • Local Disaster Coordinator, Cairns LDMG • Local Disaster Coordinator, Cook LDMG • Local Disaster Coordinator, Douglas LDMG • Local Disaster Coordinator, Aurukun LDMG • Local Disaster Coordinator, Hope Vale LDMG • Local Disaster Coordinator, Kowanyama LDMG • Local Disaster Coordinator, Lockhart River LDMG • Local Disaster Coordinator, Mapoon LDMG • Local Disaster Coordinator, Pormpuraaw LDMG • Local Disaster Coordinator, Northern Peninsula Area LDMG • Local Disaster Coordinator, Weipa LDMG • Local Disaster Coordinator, Wujal Wujal LDMG • Local Disaster Coordinator, Torres LDMG • Local Disaster Coordinator, Torres Strait Island LDMG • Local Disaster Coordinator, Yarrabah LDMG • DDMG Liaison Officer, Department of Transport and Main Roads • DDMG Liaison Officer, Queensland Rail • DDMG Liaison Officer, Regional Harbour Master, Maritime Safety, • DDMG Liaison Officers, Queensland Health. Cairns and Hinterland & Cape York Health

Service Districts • DDMG Liaison Officers, Department of Local Government, Community Recovery and

Resilience • DDMG Liaison Officers, Department of Communities, Child Safety and Disability Services • DDMG Liaison Officers, Department of Employment and Training • DDMG Liaison Officers, Department of Energy and Water Supply • DDMG Liaison Officers, Department of Natural Resources and Mines • DDMG Liaison Officers, Department of Public Works & Housing – Building and Asset Services • DDMG Liaison Officers, Department of National Parks, Recreation, Sports and Racing • DDMG Liaison Officers, Department of Agriculture, Fisheries and Forestry • DDMG Liaison Officers, Department of Science, Information Technology, Innovation and the Arts • DDMG Liaison Officers, Department of State Development, Infrastructure and Planning • DDMG Liaison Officers, Queensland Ambulance Service • DDMG Liaison Officers, Queensland Fire & Rescue Service • DDMG Liaison Officers, Department for Aboriginal and Torres Strait Islander Partnerships • DDMG Liaison Officers, Department of Justice and Attorney General • DDMG Liaison Officers, Queensland Corrective Services • DDMG Liaison Officers, Department of State Development • DMMG Liaison Officers, Department of Environment and Heritage Protection • DDMG Liaison Officers, Department of Science, Information Technology and Innovation • DDMG Liaison Officers, Department of Agriculture and Fisheries

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• Quorum The DDMG quorum is 16. Secretariat The Secretariat for the DDMG is the Executive Officer for the Cairns DDMG of the Queensland Police Service. End ____________________________________________________________Annexure H

Notification of Change to DDMG Member Incumbent <<insert name of person, position and agency>> <<insert address>> <<insert date>> Cairns DDMG Chief Superintendent Schafferius Chairperson / District Disaster Coordinator Far North District Police Headquarters Level 1, 17-19 Sheridan Street PO Box 7419 CAIRNS Qld 4870 Dear DDC I wish to notify the District Disaster Management Group (DDMG) of a change to the <<insert agency name>> appointed DDMG member incumbent. As of the <<insert date>> until the <<insert date>> the incumbent will be <<insert title, first and last name>>. <<Insert title and last name>> has the necessary expertise and / or experience to perform the functions of a DDMG member in accordance with the Disaster Management Act 2003, on behalf of the <<insert agency name>>. <<Insert incumbent’s name>> has been informed that personal contact information has been collected in accordance with the Information Privacy Act 2009 for the purposes of disaster management. The contact details for <<insert title and last name>> are:

Telephone:

Mobile:

Email:

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Postal Address:

Fax:

Should you require any further information, please contact <<Insert contact person>> on telephone number (07) <<Insert contact number>>. Yours sincerely Sign Outgoing DDMG member incumbent or incumbent’s supervisor

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____________________________________________________________Annexure I

Local Government Appointment Notification Letter <<Insert Date>> Chief Executive Officer Department of Community Safety GPO Box 1425 BRISBANE QLD 4001

or Chief Superintendent Schafferious Chairperson / District Disaster Coordinator Far North District Police Headquarters Level 1, 17-19 Sheridan Street PO Box 7419 CAIRNS Qld 4870

Dear

As you are aware, section 24(6) of the Disaster Management Act 2003 requires local government or combined local governments to inform the DCS Chief Executive and the Chairperson of the District Disaster Management Group (DDMG) of the local government appointment to the DDMG.

The <<Insert Local Government name>> local government / or combined local governments have appointed <<Insert designated position title and incumbent name>> in accordance with the Disaster Management Act 2003, s. 24(1) to the <<Insert DDMG name>> DDMG.

<<Insert incumbent’s name>> has been informed that personal contact information has been collected in accordance with the Information Privacy Act 2009 for the purposes of disaster management. The contact details for <insert incumbent’s name> are:

Telephone:

Mobile:

Email:

Postal Address:

Fax:

Should you require any further information, please contact <<Insert contact name>> on telephone number (07) <<Insert contact number>>.

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Yours sincerely Sign Local Government CEO Date: __ / __ / ____

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____________________________________________________________Annexure J

Government Department Appointment Notification Letter <<date>> <Insert Name> <Insert Position> <Insert Department> <Insert Address 1> <Insert Address 2> Dear <<department representative>> District Disaster Management Groups (DDMGs) play an important part in providing coordinated state government support and resources to disaster-stricken communities. At a recent State Disaster Management Group (SDCG) meeting the <<insert designated position title>> was nominated to be a member of the <<insert name of DDMG>> DDMG. I wish to inform you that after consideration, and in accordance with section 24 (3) of the Disaster Management Act 2003, I have appointed you in your capacity as the <<insert designated position title>> to represent <<insert department name>> as the departmental representative on the <<insert name of DDMG>> DDMG. In this role you will be expected to commit departmental resources for disaster management purposes in accordance with our jurisdictional responsibilities and / or as determined by our functional plan, following a risk based analysis, with the full authority and responsibility of the department. The primary functions of the DDMG are to: • ensure the disaster management and disaster operations in the disaster district are consistent with

the SDCG’s Disaster Management Strategic Policy Framework; • develop effective disaster management for the district, including a district disaster management

plan, and to regularly review and assess disaster management arrangements; • ensure the community is aware of ways of mitigating the adverse effects of an event, and preparing

for, responding to and recovering from a disaster. I would ask that you please contact and introduce yourself to <<insert given name & surname>>, District Disaster Coordinator on telephone (07) <<Insert contact number>>, who will organise an induction to the <<insert name of DDMG>> DDMG. You will also be required to provide your contact details to the DDMG for the purposes of disaster management. Should you require any further information please contact <<Insert departmental contact>> on telephone number (07) <<Insert contact number>>. Yours sincerely <<insert signature block>> Departmental CEO

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____________________________________________________________Annexure K

Request to Change Chairperson / Deputy Chairperson Appointment <<date>> Commissioner Queensland Police Service GPO Box 1440 BRISBANE QLD 4001 Dear Commissioner This letter is to request your endorsement to change <<Insert Chairperson/District Disaster Coordinator or Deputy Chairperson>> of the Cairns District Disaster Management Group from <<Insert position title>> to <<Insert position title>> in accordance with section 25(1) of the Disaster Management Act 2003. Background – (e.g. what are the current arrangements) Current Issues – (why the position appointment needs to change) Consultation – (Who has been consulted regarding this change to the Chairperson / Deputy Chairperson) Recommendation – (Does the proposed position have the necessary expertise or experience to perform the functions and exercise the powers, of a DDMG Chairperson / Deputy Chairperson) Should you require any further information, please contact <<Insert contact person>> on telephone number (07) <<Insert contact number>>. Yours sincerely Sign _____________________________________________________________Annexur e L

Notification of Current Chairperson / Deputy Chairperson Incumbent

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<<date>> Executive Officer State Disaster Coordination Group C/- Queensland Police Service GPO Box 1440 BRISBANE QLD 4001 Dear I wish to notify the State Disaster Coordination Group (SDCG) of a change to the Cairns District Disaster Management Group (DDMG) <<insert Chairperson / District Disaster Coordinator (DDC) or Deputy Chairperson>> incumbent. As of the <<insert date>> until the <<insert date>> the incumbent will be <<insert title, first and last name>>. <<insert title and last name>> has the necessary expertise or experience to perform the functions and exercise the powers of a <<insert Chairperson / District Disaster Coordinator (DDC) or Deputy Chairperson>> in accordance with s. 25 and s.26 of the Disaster Management Act 2003. <<Insert incumbent’s name>> has been informed that personal contact information has been collected in accordance with the Information Privacy Act 2009 for the purposes of disaster management. The contact details for <<insert title and last name>> are:

Telephone:

Mobile:

Email:

Postal Address:

Fax:

Should you require any further information, please contact <<Insert contact person>> on telephone number (07) <<Insert contact number>>.

Yours sincerely Sign

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<<Out going Chairperson / DDC>> ____________________________________________________________Annexure M

Letter Requesting Change of DDMG Executive Officer <<date>> Commissioner Queensland Police Service GPO Box 1440 BRISBANE QLD 4001

Dear Commissioner

This letter is to request your endorsement of the change of the Cairns District Disaster Management Group (DDMG) Executive Officer from <<Insert current position>> to <<Insert proposed position>> in accordance with section 27(1) of the Disaster Management Act 2003.

Background – (e.g. what are the current arrangements)

Current Issues – (why the position appointment needs to change)

Consultation – (Who has been consulted regarding the change to the DDMG Executive Officer) Recommendation – (Does the proposed position have the necessary expertise or experience to perform the functions and exercise the powers, of a DDMG Executive Officer).

Should you require any further information, please contact <<Insert contact person>> on telephone number (07) <<Insert contact number>>. Yours sincerely Sign ____________________________________________________________Annexure N

Notification of Current DDMG Executive Officer Incumbent <<date>>

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Chief Executive Officer State Disaster Coordination Group C/- Queensland Police Service GPO Box 1440 BRISBANE QLD 4001

Dear or Chief Superintendent Schafferius

Chairperson / District Disaster Coordinator Far North District Police Headquarters Level 1, 17-19 Sheridan Street PO Box 7419 CAIRNS Qld 4870

I wish to notify the State Disaster Coordination Group (SDCG) of a change to the Cairns District Disaster Management Group (DDMG) Executive Officer incumbent. As of the <<insert date>> until the <<insert date>> the incumbent will be <<insert title, first and last name>>. <<insert title and last name>> has the necessary expertise or experience to perform the functions and exercise the powers of the DDMG Executive Officer in accordance with s. 27 of the Disaster Management Act 2003. <<Insert incumbent’s name>> has been informed that personal contact information has been collected in accordance with the Information Privacy Act 2009 for the purposes of disaster management. The contact details for <<insert title and last name>> are:

Telephone:

Mobile:

Email:

Postal Address:

Fax:

Should you require any further information, please contact <<Insert contact person>> on telephone number (07) <<Insert contact number>>. Yours sincerely Sign Outgoing Executive Officer ____________________________________________________________Annexure O

Establishment of a Temporary Disaster District Group Membership

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<<date>> In accordance with section 28A of the Disaster Management Act 2003 (the Act) a Temporary Disaster District Group (TDDG) has been established as detailed in the gazetted notice on <<INSERT DATE>>. Attach gazetted notice once published. The Chairperson of the State Disaster Coordination Group has appointed <<INSERT NAME>>, <<INSERT POSITION>> as the Chairperson of the temporary disaster district group in accordance with section 28C of the Act on <<INSERT DATE>> The following members are appointed in accordance with section 28B of the Act.

TDDG Position

Department, Local Government, Other

Position Title

Name

Sign

Chairperson/DDC

Deputy Chairperson

Executive Officer

Local Govt Member

Local Govt Member

Member

Member

Member

Member

Member

I, the appointed Chairperson / DDC, have appointed the above temporary disaster district group members in accordance with section 28B of the Act, for the management of the disaster event in the gazetted temporary district. Signature:.............................................................

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Name:................................................................... Position Title........................................................ Date:...................................................................... ____________________________________________________________Annexure P

Induction Checklist for new DDMG Members

Cairns DDMG

Member Induction Checklist

Name of Member: ________________________________

Name of Organisation being represented: ________________________________

Name of DDMG: ________________________________

Name of Inductor: ________________________________

CONTENT

DDMG Member

DDMG Inductor

SECTION 1 - INTRODUCTION SIGN DATE SIGN DATE

1.1 Overview of Queensland’s disaster management arrangements

1.2 The Disaster Management Act 2003

1.3 the Disaster Management Strategic Policy Framework

1.4 The State Disaster Management Plan

SECTION 2 – ROLES AND RESPONSIBILITIES SIGN DATE SIGN DATE

2.1 Roles of the LDMG, DDMG and SDCG

2.2 Role and responsibilities of the DDMG Executive Team (Chairperson, Deputy Chairperson and Executive Officer)

2.3 Role and responsibilities of DDMG members

2.4 The District Disaster Management Plan

SECTION 3 - INTRODUCTIONS SIGN DATE SIGN DATE

3.1 Introduction to the Chairperson, who is also the District Disaster coordinator (DDC)

3.2 Introduction to the Deputy Chairperson

3.3 Introduction to the Executive Officer

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3.4 Introduction to other DDMG members

SECTION 4 – USEFUL RESOURCES SIGN DATE SIGN DATE

4.1 Disaster Management Portal

4.2 Disaster Management Websites

4.3 Disaster Management Guidelines

4.4 Policies/Procedures particular to the individual DDMG

SECTION 5 – OVERVIEW OF AVAILABLE DISASTER MANAGEMENT TRAINING

SIGN DATE SIGN DATE

5.1 Queensland’s Disaster Management Arrangements Induction Course – QFES

5.2 Introduction to Emergency Risk Management – QFES/EMA

5.3 AIIMS course for local government – QFES/EMA

5.4 Other training courses, such as those offered by EMA

SECTION 6 – GENERAL ITETMS SIGN DATE SIGN DATE

6.1 Departmental/agency training (provided by parent agency)

6.2

6.3

6.4

____________________________________________________________Annexure Q

Authorisation to Appoint a Deputy

Authorisation to appoint a deputy This form is in accordance with Section 40A of the Disaster Management Act 2003.

To be completed by the member requesting appointment of his or her deputy, performing the member’s functions on the State Disaster Management Group or a District Disaster Management Group or a Local Disaster Management Group. The request is to be approved by the chairperson of that member’s group. MEMBER TO COMPLETE

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Authorisation to appoint a deputy for particular members under sections 40A of the Disaster Management Act 2003 is to be given to:

Full name of person/s to be authorised or

position of person/s to be authorised:

Conditions of the authorisation (if applicable): (Note 1)

The person/s are authorised to carry out all the roles and responsibilities for my position from the following date:

To the following date:

I am a member of the _____________________ State / District / Local Disaster Management Group and am satisfied the above person/s has/have the necessary expertise or experience to act as my deputy in this disaster management group.

Signature:

Position:

Printed name:

Date and time:

CHAIRPERSON TO COMPLETE The authorisation to appoint the person/s named above as the member’s deputy is supported.

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Signature:

Position:

Printed name:

Date and time:

Provide a copy of the individual/s authorised as a deputy to act for the member. Retain a copy of this form for your records and send the original to the Executive Officer of the Group. Guidelines for completing an authorisation to appoint a deputy form DM13 General In accordance with the Disaster Management Act 2003 (DM Act) a member of the State, District or Local Disaster Management Group may, with the approval of the chairperson, appoint by signed notice another person as his or her deputy. The deputy may attend a group meeting in the member’s absence and exercise the member’s functions and powers under the DM Act at the meeting. The deputy attending a group meeting is to be counted in deciding if there is a quorum for the meeting. The chairperson of the group may authorise the nominated person/s as the member’s deputy if satisfied on reasonable grounds that the member’s deputy has the necessary expertise or experience to perform the functions of the member. The authorisation may be given on conditions and must be given in writing. Note 1 You may place conditions on the authorisation. e.g. the appointment may only be exercised when the member or the first nominated deputy is unavailable. ____________________________________________________________Annexure R

DDMG Ordinary Meeting Checklist

DDMG Ordinary Meeting Checklist

4 weeks prior to the meeting Tick (√)

Draft agenda, previous meeting minutes and resolution statement sent to DDMG members.

Call for agenda items from DDMG members for the coming meeting.

Copy of the DDMG agency report template distributed to DDMG members.

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2 weeks prior to the meeting Tick (√)

DDMG Secretariat receives member agenda items, with any meeting or noting briefs and DDMG member agency reports.

DDC reviews agenda items and endorses the final agenda.

1 week prior to the meeting Tick (√)

Secretariat collates agenda papers and distributes to DDMG members.

DDMG Meeting Insert Meeting Date: Tick (√)

Chair of the Meeting e.g. Chairperson / Deputy Chairperson / Other:

Attendance Sheet completed

Quorum established

Minutes taken

Resolution Statement updated

Secretariat has kept a copy of any handouts for the DDMG file.

1 week after the meeting Tick (√)

Secretariat sends out a copy of the draft meeting minutes and resolution statement.

2 weeks after the meeting Tick (√)

Secretariat receives any member feedback regarding the draft meeting minutes / resolution statement.

Based on member feedback, Secretariat updates the draft minutes / resolution statement in consultation with Chairperson / DDC.

Once resolution statement is finalised, any resolutions that have been acquitted need to be removed from the Resolution Statement to the Resolution Register.

Copy of meeting agenda and any meeting briefs / noting briefs, nor any other documents / handouts from the meeting have been filed.

Tick (√)

Once the meeting minutes and the resolution statement have been officially signed off (as a resolute of being tabled at the next meeting), the signed copies need to be attached to the meeting file with the other documents.

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____________________________________________________________Annexure S

DDMG Attendance Sheet

Cairns District Disaster Management Group Meeting

<<insert date>>

Attendance Quorum – 16 appointed members

Agency

Name

Agency Abbreviation

Superintendent, Queensland Police Service

Chairperson / DDC

<insert position> Queensland Police Service

Deputy Chairperson

<insert position> Queensland Police Service

Executive Officer

<insert position> <insert Local Govt name>

<insert position> <insert Local Govt name>

<insert position> <insert Local Govt name>

<insert position> <insert Local Govt name>

<insert position> <insert Local Govt name>

<insert position> <insert Local Govt name>

<insert position> <insert Local Govt name>

<insert position> <insert Department name>

<insert position> <insert Department name>

<insert position> <insert Department name>

<insert position> <insert Department name>

<insert position> <insert Department name>

<insert position> <insert Department name>

<insert position> <insert Department name>

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____________________________________________________________Annexure T

DDMG Progressive Meeting Attendance Sheet

Attendance at <<insert year>> – <<insert year>> …………. (insert DDMG name) DDMG Meetings

Instructions: 1. Insert month and year when meetings were held for the relevant reporting period. 2. List DDMG members and advisors agency names. 3. Place a tick in the columns next to the agency, under the meetings the representative attended.

DDMG Members Quorum = 16 appointed members

Agency E.g. Sept 10

Chairperson/District Disaster Coordinator

Queensland Police Service

Deputy Chairperson

Queensland Police Service

Executive Officer

Queensland Police Service

Cairns Regional Council

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Cook Shire Council

Aurukun Shire Council

Douglas Shire Council

Hope Vale Shire Council

Kowanyama Shire Council

Lockhart River Shire Council

Mapoon Shire Council

Pormpuraaw Shire Council

Northern Peninsula Area Regional Council

Weipa Town Council

Wujal Wujal Shire Council

Torres Shire Council

Torres Strait Island Regional Council

Yarrabah Shire Council

Department of Transport and Main Roads

Maritime Safety, Queensland Transport

Queensland Health

Agency E.g.

Department of Environment & Heritage Protection

Department of Science, Information

Technology and Innovation and

Department of State Development,

Department of Public Works & Housing

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District Community Recovery Committee, Department of Communities (Regional Director)

District Community Recovery Committee, Department of Communities (Recovery Coordinator)

QFES

Ambulance Service, Department of Community Safety

Quorum Achieved? (Yes/No)

____________________________________________________________Annexure U

Meeting Briefing Template CAIRNS DDMG BRIEFING PAPER Reference No: <<Insert Number>> Meeting Date: Agenda No: Agenda Title:

Background Current Issues

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Recommendation/s Contact Officer:

Name

Position

Agency

Telephone

Email

____________________________________________________________Annexure V

Flying Minute Template

Cairns District Disaster Management Group Flying Minute/s for Member Endorsement

<<insert Date>>)

Agenda No & Title Resolution Action Officer Endorsed (√)

Not Endorsed

(√)

Example:

Agenda Item 1:

2017/2018 Meeting Dates

1. That Members endorse the 2017/2018 DDMG Meeting Dates and make a commitment to attend future meetings.

All Members

(√)

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Agenda Item 2:

<<Insert Title>>

<<insert what the required outcome is>>

<<insert who the action officer is>>

Agenda Item 3:

<<Insert Title>>

<<insert what the required outcome is>>

<<insert who the action officer is>>

Agenda Item 4:

<<Insert Title>>

<<insert what the required outcome is>>

<<insert who the action officer is>>

DDMG MEMBER ENDORSEMENT

(NB – must be endorsed by appointed Member to achieve quorum and validate resolution) Signature: __________________ Name: _____________________ Date: ___/___/___ Agency: ____________________

____________________________________________________________Annexure W

Agenda Template

CAIRNS DDMG AGENDA Date: <<insert Date>> Time: <<insert Time>> Venue: <<insert Venue>>

Welcome and apologies Chair

1 Minutes, Resolution Statement and business arising from previous meeting Chair

2 <<Insert Presentation / Training>> <Insert Agency conducting>>

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3 <<Insert Agenda Item>> <<Insert the name of the Agency that is raising the agenda item>>

4 <<Insert Agenda Item>> <<Insert the name of the Agency that is raising the agenda item>>

5 Agency Reports (by exception) Chair

6 Inward / Outward correspondence Chair

7 Other Business Chair

8 Next Meeting Chair

Meeting Closed Chair

Items for Noting – Progress Updates

A <<insert title of item for noting>> <<Insert the name of the Agency that is raising the agenda item>>

B <<insert title of item for noting>> <<Insert the name of the

Agency that is

raising the agenda item>>

C

End

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____________________________________________________________Annexure X

Extraordinary Meeting Agenda Template

CAIRNS DDMG AGENDA Date: <<insert Date>> Time: <<insert Time>> Venue: <<insert Venue>>

Welcome and apologies Chair

1 <<Insert event name>> - Current Situation <<Insert Lead Agency name>>

2 Other Agency Reports (by exception)

3 Communication Strategy

4 Priorities, further action, if any Chair

5 Other Business

6 Future Meetings Chair

End ____________________________________________________________Annexure Y

Noting Brief Template CAIRNS DDMG BRIEFING PAPER FOR NOTING Reference No: <<Insert letter>> Meeting Date: Noting Brief No:

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Briefing Title: Brief Date::

Background Current Issues Recommendation/s Contact Officer:

Name

Position

Agency

Telephone

Email

____________________________________________________________Annexure Z

DDMG Member Status Report

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Cairns District Disaster Management Group Member Status Update Report

Agency / Local Govt Name: ____________________________________________ Report submitted for inclusion in the Minutes of the District Disaster Management Group meeting scheduled for <<insert date>>. The following activities have been undertaken or are being undertaken by this agency: Mitigation

Risk Management/Mitigation (includes such things as Studies Program (NDRP), Initiatives, Mitigation Planning, Mitigation Measures being undertaken by Local Govt / Dept / Agency)

Impediments to Implementation of Mitigation Measures Summarise any identified impediments to the implementation of mitigation measures – funding, other resourcing issues, other organisation’s responsibility, etc.

Planning

Planning – integration with business planning Summarise how disaster management is being integrated with the overall business of the organisation, including the incorporation of disaster management issues with other strategic and operational planning arrangements.

Planning – Local Disaster Management Plan (Local Government members only)

Review Date: Type of Review Summary of amendments

Operational Issues

Readiness Status (insert general comment regarding status of operational readiness)

Staff Availability (Comment on staff availability for Disaster Coordination Centre, etc) Coordination Centre Resourcing (Comment on resourcing levels of the Disaster Coordination Centre and the impacts on operations (if any)).

Operations Conducted

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Date Type of event Brief summary of response activities

(include role and functions undertaken by

Agency / Local Govt)

Remedial Action (Outline three proposed actions / improvement as a result of the operational activities), 1. 2. 3.

Training and Development

Training Conducted (insert details of any training undertaken or conducted)

Date DM component targeted

E.g.: PPRR

Name of course / training

Agency training conducted by

Local Govt / Agencies involved

Identified Training Needs (Insert details of any training that has been identified as being required, including suggested dates, etc)

Date DM component targeted

E.g.: PPRR

Name of course / training

Agency training conducted by

Local Govt / Agencies involved

Exercises

Exercises Conducted (Insert details of any exercises conducted)

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Date Name of exercise

Type of exercise

E.g. tabletop / practical

Objectives of the exercise

E.g. test communications plan

Agency coordinating the exercise

Local Govt / Agencies involved

Remedial Action (Outline three proposed actions / improvements resulting from the exercises) 1. 2. 3. Proposed Exercises (Insert details of any exercises that are proposed or currently under development, including suggested dates, etc)

Date Name of exercise

Type of exercise

E.g. tabletop / practical

Objectives of the exercise

E.g. test communications plan

Agency coordinating the exercise

Local Govt / Agencies involved

General Business

Any other comments:

Sign-off and Approval

Sign:

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Report submitted by: Agency / Local Government Position: Date submitted:

___________________________________________________________Annexure

AA

Meeting Minutes Template Cairns DDMG Ordinary Meeting Minutes <<Insert Date>> Conducted at <<Insert Venue>> - commencing at <<Insert Time>> Presiding Chair: <<Insert Chairperson / DDC Name>> (if the DDC is absent, state that: In the absence of the Chair, Deputy Chair (Insert Name and position) assumed the role of Chair of the DDMG for this meeting.)

Responsible Agency

Welcome and Apologies

The Chair opened the meeting at ………………….., noting the apologies.

1. Minutes, Resolution Statement and business arising from previous meeting.

Resolution

2. Presentation / Training: <<Insert name of presentation, presenter, agency>>

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• <<Insert name>> presented to members an overview / training on …

• Note key messages

• Note if any documents were handed out to members

Resolution:

3. <Insert title of agenda item> (NB: This should correspond with the Meeting Brief)

• Capture main discussion points

Resolution:

• Capture the resolution

<<Insert name of person who is responsible for the resolution>>

4. <Insert title of agenda item> (NB: This should correspond with the Meeting Brief)

• Capture main discussion points

Resolution:

• Capture the resolution

<<Insert name of person who is responsible for the resolution>>

7. Other Business

• Document any other business that arises and any resolutions

8. Next Meeting

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• Insert the next meeting date All members

Meeting Closed: <<Insert time>> Attendance Sheet attached

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_________________________________________________________________________________________________Annexure AB

Resolution Statement

Cairns District Disaster Management Group

RESOLUTION STATEMENT <<Insert Date>>

NB: Date should be updated for each meeting

Agenda Item Meeting Paper Recommendations

Meeting Minutes Resolutions / Actions

Required

Responsible Agency <<Insert meeting Date>>

Status Update

(members to provide brief

summary of actions undertaken towards

completion of resolution)

<<Insert meeting Date>>

Status Update

(members to provide brief

summary of actions undertaken towards

completion of resolution)

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_________________________________________________________________________________________________Annexure AC

Resolution Register

Cairns District Disaster Management Group

RESOLUTION REGISTER Last updated: <<Insert Date>>

Agenda Item Meeting Paper Recommendations

Meeting Minutes Resolutions / Actions

Required

Responsible Agency <<Insert meeting Date>>

Status Update

(members to provide brief

summary of actions undertaken towards

completion of resolution)

<<Insert COMPLETION Date>>

COMPLETION OUTCOME

(members to provide brief

summary of actions undertaken to complete

the resolution)

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___________________________________________________________Annexure AD

DDMG Correspondence Register

Cairns DDMG <<Insert either Inwards or Outwards>> Correspondence Register

For period from <<insert date>> to <<insert date>>

Date <<Insert FROM or TO>>

Include Name & Agency

CONTENT OF CORRESPONDENCE

Include type of correspondence – i.e. email, letter & subject

Updated: <<Insert Date>> ________________________________________________________Annexure AE

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SDCG Noting Brief Template

SDCG NOTIFING BRIEF

To: State Disaster Coordination Group

From: Cairns District Disaster Management Group

Title:

Date:

BACKGROUND CURRENT ISSUES RECOMMENDATION/S THIS SECTION FOR COMPLETION BY

THE XO SDCG ONLY (Circle appropriate action)

• SDCG MEETING

• SDCG

• QDMC

• OTHER: …………………. SIGNATURE: __________________

DATE: _______________________ Brett SCHAFFERIUS Chairperson / District Disaster coordinator Contact Officer:

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Name

Position

Agency

Telephone

E-Mail

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___________________________________________________________Annexure AF

Essential Supplies Guidelines

ESSENTIAL SUPPLIES GUIDELINES

1. The following guidelines are to be used to determine if goods are considered ‘essential’ to maintaining human life and/or health until normal resupply operations can recommence:

a. Basic foodstuffs – preferably either dried or tinned or otherwise packaged to last ‘on the

shelf’ without special storage requirements by the isolated communities; b. Basic cleaners, disinfectants and the like to enable communities to maintain adequate

hygiene practices (subject to clearance by the carrying agency with reference to carriage of dangerous goods regulations);

c. Baby foods, formula feeds for babies and nappies (the use of cloth nappies instead of

‘packaged’ nappies should be encouraged wherever possible); d. Foodstuffs other than above to meet special dietary requirements (on certification by

an appropriate medical authority); e. Medicines and medical supplies, water purification tablets/treatments (subject to

clearance by the carrying agency); f. Dried pet foods (tinned pet food should be obtained prior to isolation); g. Fuels (subject to clearance by the carrying agency) for essential motor transport, to keep

electrical generators running to provide power for cooking, heating, lighting, refrigeration, water pumps and similar electrically powered appliances used to prepare or preserve food, maintain life, or provide purified water;

h. Aviation fuel (subject to it being used for reconnaissance or to resupply local

homesteads); i. Batteries (subject to clearance by the carrying agency) for powering transistor radios,

or hand held/portable radio transmitters/receivers; j. Other goods which, in the opinion of the XO SDCG (on advice from the appropriate

authority), are deemed necessary to maintain the physical and/or psychological welfare of the inhabitants of the isolated communities.

2. The following are not considered as ‘essential supplies’:

k. Any alcoholic drinks and canned or bottled soft drinks (except on the advice of appropriate health authorities);

l. Any tobacco products;

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m. Entertainment equipment and electrical goods of any description (other than those to replace unserviceable household food preparation and similar goods); and

n. Any merchandise to allow retailers to trade in anything other than those items considered essential to maintain human/animal health.

3. The XO SDCG will be responsible for obtaining determinations from appropriate health

authorities with respect to variations to the above guidelines. ___________________________________________________________Annexure AF

Essential Supplies Guidelines

Isolated Community – SDCG Resupply Order Form

Retail Outlet or Isolated Community is to complete form and forward to Local Government Disaster Co-ordination Centre

TO: (Local Govt to enter details)

LDCC Fax:

LDCC Ph:

EMAIL:

FROM:

Telephone:

Facsimile:

DATE Time Request Number (To be numbered consecutively)

1. FOOD AND BASIC GOOD RESUPPLY IS REQUESTED FOR:

Location

Last date normal supplies received

Period of isolation Expected period of isolation

Reason for isolation (e.g. All roads cut, Bridge out)