Mackay District Disaster Management Plan...Brisbane District Disaster Management Plan – Version 9...

Brisbane District Disaster

Management Plan

Version 9.0

(2019-2020)

_____________________________________________________________________________________ Brisbane District Disaster Management Plan – Version 9 April 2019 P a g e | 2

Endorsement and Authorisation The Brisbane District Disaster Management Plan is endorsed under the authority of the District Disaster Management Group. This plan has been developed in accordance with the Disaster Management Act 2003 (DM Act) and the following documents to provide for effective disaster management in the Brisbane Disaster District:

• the State Disaster Management Plan

• Queensland Emergency Management Assurance Framework

• Guidelines for District Disaster Management Groups

• Strategic Policy Framework The plan will be maintained by the District Disaster Coordinator and will be reviewed annually unless otherwise required. …………………………………………… Peter Crawford APM District Disaster Coordinator Brisbane District Disaster Management Group

Dated: 20 May 2019


Document Control

This District plan is a controlled document. The document is dynamic in nature and intended to evolve with the demography of the Brisbane District. The controller of the document is the District Disaster Coordinator (DDC). Any proposed amendments to this plan should be forwarded in writing to:

Executive Officer Brisbane District Disaster Management Group Alderley Police Complex PO Box 1440 Brisbane QLD 4001

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) at a meeting held and quorum achieved. 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

No / Ref Issue Date Comment Inserted by Date

Distribution This plan has been distributed in accordance with the distribution list at Annexure A.

Access Section 56 of the Disaster Management Act 2003 was amended in 2011 and now provides that a copy of the district disaster management plan must be available for inspection, free of charge, by members of the public, at the department’s head office; and on the department’s website; and at other places the chairperson of the group considers appropriate. The Brisbane District Disaster Management Plan is available on the Queensland Police Service website and is stored electronically at the Brisbane Police Region. Subsection (2) provides that the group must, on payment of the appropriate fee, give a person a copy of the plan. In this section— appropriate fee means the fee, decided by the chairperson of the district group, which is no more than the reasonable cost of providing the copy. Section 6 of the Right To Information Regulation 2009, provides guidance with regards to the term appropriate fee. The current fee for a black-and white (hard) photocopy of the document in A4 size—$0.25 for each page. This does not include the actual cost of— (a) if access to the document is given by emailing the document to the applicant—the email; or (b) if access to the document is given by giving the document to the applicant on a disc—the disc. Certain matters and areas although referred to in the Brisbane District Disaster Management Plan will be not available to members of the public and are restricted documents. They have not been included in the plan due to their potential security, sensitive nature combined with the requirement to provide any member of the public with a copy of the plan for inspection.


Contents

ENDORSEMENT AND AUTHORISATION ............................................................................................................ 2

Amendment Register ................................................................................................................................ 3 Distribution .............................................................................................................................................. 3 Access ...................................................................................................................................................... 3

INTRODUCTION ............................................................................................................................................... 7

GOVERNANCE .................................................................................................................................................. 8

Purpose and Authority to Plan .................................................................................................................. 8 Objectives ................................................................................................................................................ 8 Strategic Policy Framework ...................................................................................................................... 8 Scope ....................................................................................................................................................... 8 Disaster Management Priorities ............................................................................................................. 10 Review and Renew Plan.......................................................................................................................... 10 External Assessment............................................................................................................................... 10

DISTRICT DISASTER MANAGEMENT GROUP ................................................................................................... 12

Establishment ........................................................................................................................................ 12 Role ....................................................................................................................................................... 12 Functions of the DDMG .......................................................................................................................... 12 Membership........................................................................................................................................... 13 Structure ................................................................................................................................................ 13 Roles and responsibilities ....................................................................................................................... 15 Meetings................................................................................................................................................ 17 Reporting ............................................................................................................................................... 17

PREVENTION STRATEGIES .............................................................................................................................. 19

PREPAREDNESS .............................................................................................................................................. 19

CAPACITY BUILDING ...................................................................................................................................... 19

Community Awareness ........................................................................................................................... 19 Training ................................................................................................................................................. 20 Exercises ................................................................................................................................................ 20 Exercise Evaluation ................................................................................................................................ 21 Post Disaster Assessment ....................................................................................................................... 21

DISASTER RISK ASSESSMENT .......................................................................................................................... 23

DISTRICT APPRECIATION ................................................................................................................................... 23 Geography ............................................................................................................................................. 23 The Natural Environment ....................................................................................................................... 24 The Community ...................................................................................................................................... 24 Economy / Industry ................................................................................................................................ 24 Community Preparedness ....................................................................................................................... 25 Critical Infrastructure ............................................................................................................................. 25 Essential Services ................................................................................................................................... 25 Hazardous Sites...................................................................................................................................... 25 Referable Dams ...................................................................................................................................... 25

HAZARDS ...................................................................................................................................................... 27 FLOODING BRISBANE RIVER ............................................................................................................................... 27

Brisbane River Catchment ...................................................................................................................... 27 Flood History .......................................................................................................................................... 28 Flood Behaviour ..................................................................................................................................... 28 Potential Hydraulic Risk .......................................................................................................................... 30 Description of Potential Hydraulic Risk.................................................................................................... 30


Likelihood .............................................................................................................................................. 30 Hydraulic Hazard.................................................................................................................................... 31 Potential Hydraulic Risk Matrix............................................................................................................... 32

OVERALL FLOOD PLAIN SUMMARY ....................................................................................................................... 34 SPECIFIC RISK DATA ......................................................................................................................................... 36

Bremer Junction to St Lucia .................................................................................................................... 36 St Lucia to Port of Brisbane..................................................................................................................... 37

CYCLONE ...................................................................................................................................................... 41 STORM TIDE .................................................................................................................................................. 42 TSUNAMI ...................................................................................................................................................... 42

Wave Height Risk ................................................................................................................................... 43 Maximum Currents Risk ......................................................................................................................... 43 Wave Arrival Time .................................................................................................................................. 44 Queensland’s processes to manage JATWC warning products ................................................................. 45 Tsunami planning – the role of the DDMG .............................................................................................. 46

HEATWAVE ................................................................................................................................................... 47 Heatwave Levels .................................................................................................................................... 47 Heatwave Illnesses ................................................................................................................................. 47 Public Health effects of a heatwave ........................................................................................................ 47

PANDEMIC DISEASE ......................................................................................................................................... 48 EMERGENCY ANIMAL DISEASE ............................................................................................................................ 48 HAZCHEM INCIDENTS .................................................................................................................................... 49 RURAL FIRES .................................................................................................................................................. 49

Current Areas of Risk (2018) ................................................................................................................... 50 MASS CASUALTY TRANSPORT ACCIDENTS (ROAD, RAIL OR SEA) ................................................................................... 51 SPACE DEBRIS RE-ENTRY ................................................................................................................................... 52

Risk Management Process ...................................................................................................................... 52

RESPONSE STRATEGY ..................................................................................................................................... 53

ACTIVATION AND TRIGGERS FOR RESPONSE ........................................................................................................... 53 DISTRICT DISASTER COORDINATION CENTRE .......................................................................................................... 54

Staffing of the District Disaster Coordination Centre ............................................................................... 54 DISASTER DECLARATION ................................................................................................................................... 55 CONCEPT OF OPERATIONS FOR RESPONSE ............................................................................................................. 56

Operational Reporting ............................................................................................................................ 56 Requests For Assistance (RFAs) ............................................................................................................... 57 Resupply ................................................................................................................................................ 57 Emergency Supply .................................................................................................................................. 57 Warning Notification and Dissemination ................................................................................................ 57 Emergency Alert ..................................................................................................................................... 58 SEWS (Standard Emergency Warning Signal) .......................................................................................... 59

FINANCIAL MANAGEMENT ................................................................................................................................ 60 General .................................................................................................................................................. 60

INFORMATION MANAGEMENT ........................................................................................................................... 61 MEDIA MANAGEMENT ..................................................................................................................................... 61 ACCESSING SUPPORT AND ALLOCATION OF RESOURCES ............................................................................................ 61 HAZARD SPECIFIC ARRANGEMENTS...................................................................................................................... 62

Threat Specific Plans .............................................................................................................................. 63

RECOVERY STRATEGY .................................................................................................................................... 64

Scope ..................................................................................................................................................... 64 Parameters and Constraints ................................................................................................................... 65 Transition to Recovery ............................................................................................................................ 67 Functions of Recovery............................................................................................................................. 67

DISTRICT RECOVERY GROUP (DRG) ................................................................................................................ 70

ACTIVATION .................................................................................................................................................. 70


PLANNING..................................................................................................................................................... 70 OPERATIONS.................................................................................................................................................. 71 SUPPORTING AGENCIES .................................................................................................................................... 72 OPERATIONAL AND ACTION PLANS ...................................................................................................................... 72 IMMEDIATE/SHORT TERM RECOVERY .................................................................................................................... 73 TRANSITION FROM IMMEDIATE/SHORT TERM TO MEDIUM/LONG TERM RECOVERY ........................................................... 73 MEDIUM/LONG TERM RECOVERY ........................................................................................................................ 73 TRANSITION TO NORMAL BUSINESS ...................................................................................................................... 74


Introduction Summary of Key Points The:

• Brisbane District Disaster area comprises the Brisbane and Redlands local government areas.

• Brisbane District Disaster Co-ordinator (DDC) is the Assistant Commissioner, Brisbane Region, Queensland Police Service. The DDC performs the function of Chair of the District Disaster Management Group (DDMG)

• Deputy DDC are the Chief Superintendents, North and South Brisbane District, Queens Police Service. The deputies also perform the function of deputy chair for the DDMG.

• Executive Officer for the Brisbane DDMG is an Inspector, Queensland Police Service (based at Alderley).

• Core members of the DDMG are representatives from: ❖ Brisbane City Council ❖ Redland City Council ❖ Queensland Fire and Emergency Services (QFES) ❖ Queensland Ambulance Service (QAS) ❖ Department of Communities, Disability Services and Seniors (DCDSS) ❖ Department of Health (Q-Health) ❖ Department of Housing and Public Works (DHPW) ❖ Department of Transport & Main Roads (DTMR) ❖ Department of Transport & Main Roads (Maritime Safety Qld) ❖ Department of Environment and Science ❖ Australian Red Cross ❖ Queensland Rail

The following subplans should be read in conjunction with the Brisbane Disaster Management Plan:


Governance Purpose and Authority to Plan This district disaster management plan is prepared under the provision of Section 53 of the Disaster Management Act 2003. This plan details the arrangements within the Brisbane Disaster District to provide whole-of-government planning and coordination capability to support local governments in disaster management.

Objectives

The objective of the Brisbane District Disaster Management Plan is to facilitate effective and efficient disaster management strategies and arrangements including:

• 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 Queensland Disaster Management Committee (QDMC) Strategic Policy Framework;

• State Disaster Management Plan;

• District Disaster Management Guidelines;

• any other Guidelines relevant to district level disaster management and disaster operations;

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

• consistency with the Emergency Management Assurance Framework – Standard.

Strategic Policy Framework Disaster management and disaster operations in the Brisbane Disaster District are consistent with the Disaster Management Strategic Policy Framework. This is achieved by:

• ensuring a comprehensive, all hazards, all agencies approach that provides 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 Queensland Emergency Risk Framework (QERMF);

• 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 This plan details the arrangements necessary to undertake disaster management within the Brisbane disaster district in support of the Brisbane City Council and Redland Council. This entails the use of any State and Commonwealth government department and/or agencies and all available resources for the prevention of, preparedness for, response to and recovery from, the effects of disasters or events having a community consequence, whilst utilising an all hazards approach.


Disaster Management Priorities The priorities for the Brisbane Disaster Management Group are to at a District level:

• improve community (including business) disaster planning/mitigation and preparation;

• manage training of DDMG members in line with the Queensland Disaster Management Training Framework.

• integrate effective disaster risk reduction initiatives into strategic and corporate plans at appropriate levels of government, community organisations, industry and commerce.

• monitor and evaluate the disaster management arrangements to: ➢ streamline arrangements ensuring efficiency and effectiveness; ➢ develop clear accountability, including defined roles and responsibilities at all levels; ➢ improve the communication flow process; ➢ develop whole-of-government, media and community engagement arrangements; and ➢ actively promote and encourage continuous improvement and integration of lessons learned.

The Annual Operational Priorities for the Brisbane DDMG are contained within the DDMG Annual Operational Plan attached at Annexure I. This operational plan outlines the operational priorities for the forthcoming year pursuant to the provisions of Section 53 (2)(e) of the Disaster Management Act 2003. The operational plan is used as a tool to outline, implement, manage and monitor current disaster management priorities for the district and will be reviewed annually by the XO in consultation with the Chair of the DDMG and member agencies.

Review and Renew Plan In accordance with section 55 of the Act the District Disaster Management Plan shall be reviewed annually. This review shall be conducted by members of the DDMG identified by the DDC. It is recommended that the review is conducted as follows:

• April-May: Review conducted;

• June: Draft amendments formally submitted to DDMG for approval;

• July: Approved amendments (or new plans, if appropriate) are disseminated to all stakeholders.

The sub-plans of the Disaster Districts Functional Committee’s shall be reviewed annually by the same members. It is recommended that the review is conducted as follows:

• April-May: Review conducted;

• June: Draft amendments formally submitted to DDMG for approval;

• July: Approved amendments (or new plans, if appropriate) are disseminated to all stakeholders.

The effectiveness of the DDMP and Sub-plans shall be reviewed and assessed against the IGEM Emergency Management Prioritisation Tool. The DDMP and Sub-plans may be reviewed at any other time should it become apparent that urgent amendment is required to effect the operational effectiveness of DDMG activities.

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

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

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


The Office of the Inspector-General Emergency Management supports the IGEM through planning, developing and conducting a range of review and assessment projects consulting stakeholders, to enable confidence in Queensland’s disaster and emergency management arrangements.

The Emergency Management Assurance Framework (the Framework) has been established by IGEM to support accountability and build consistency across all levels of the disaster management arrangements and reinforces a shared responsibility for delivering better disaster management outcomes for the community. The framework establishes the Standard for Disaster Management in Queensland and is founded on six shared responsibilities, good practice guidance and clear accountabilities. The Brisbane District Disaster Management Group will ensure its disaster management operations and planning adhere to the principles of the Framework and Standard. Review of Local Disaster Management Arrangements In accordance with section 23 of the Act; the LDMG Guidelines, Strategic Policy Framework and Emergency Management Assurance Framework, it is a function of the DDMG to regularly review and assess the disaster management of local groups in the district. All review and assessments of local disaster management arrangements conducted by the DDMG will be undertaken in accordance with the direction provided by IGEM. Reviews are required to be conducted and submitted by September 30 each year The DDMG Executive Officer (XO) and Emergency Management Coordinator (EMC) QFES attends all quarterly meetings of the Brisbane and Redland LDMG’s. These meetings discuss the minutes, agendas, business arising, general business and member agency reports. The main purpose of the Executive Officer attendance at these meetings is to:

• Discuss emerging disaster management priorities across the district,

• Deal with exceptions of local and district group members as they arise; and

• General collaboration and networking. Additionally, this provides the XO and EMC the opportunity to overview sub plan development and contribute to local sub groups and disaster management projects.

https://www.igem.qld.gov.au/index.html


District Disaster Management Group Establishment The Brisbane District Disaster Management Group (DDMG) is established in accordance with section 22; ‘Functions’ of the Act which incorporates the Brisbane and Redland Council areas. This group is established to advise the DDC on the availability and specialised nature of resource requirements which may be needed to counter the effects of a disaster. The members of this group are an integral part of the Districts integration and decision-making process.

Role The Brisbane District Disaster Management Group is comprised of representatives from regionally based Queensland 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 affected communities. The Brisbane DDMG performs a ‘middle management’ function within Queensland Disaster Management Arrangements (QDMA) by providing coordinated state government support when requested by the Local Disaster Management Groups (LDMG’s).

Functions of the DDMG Functions (s23 of the DM Act) Under the DM Act, the Brisbane 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;

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).

Membership Section s24 of the Act provides for the membership of district groups. For management purposes, the Brisbane DDMG is divided into two (2) sub-groups, consisting of:

• Core Members

• Advisory members to the DDMG In considering appropriate membership to the DDMG, members should ensure they:

• Attend 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 DDMG activities to ensure that plan, 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 DDMG normal business activities;

• Have completed relevant disaster management training; and

• Have a deputy who is appropriately trained and with authority to take on their responsibilities should they be unavailable or to provide additional support during extended operations.

Representatives are required to be appointed by the Chief Executive of the department that member represents (s24(3)). Once appointed the representative may rely on s144 ‘Protection from liability’ of the Act if anything done or omitted to be done under the Act is conducted in good faith without reckless disregard for the possible occurrence of the personal injury or loss or damage to property from which liability would arise. Core members are required to advise the Chairperson of the Brisbane DDMG in writing of any change in title or position within their organisation or change in contact details. The core member is to also advise if they are leaving their position. The DDMG is to review its membership every two years unless a deficiency is identified in the interim.

Structure DDMG Chairperson (District Disaster Coordinator) The structure of the Brisbane DDMG complies with section 24 of the Disaster Management Act 2003 with the Queensland Police Service, Assistant Commissioner, Brisbane Region occupying the role of the Brisbane District Disaster Coordinator (DDC) -(s24(1)(a) + (s25(1)(a)).


The DDC is also the chairperson of the DDMG (section 25A). The chairperson of the DDMG must report regularly to the State group about the performance by the district group of its functions (section 26). Deputy Chairperson (Deputy District Disaster Coordinator) The DDC has an appointed Deputy who may perform the functions of chairperson in the absence of the DDC (s24(1)(b) + (s25(1)(b)) as appointed by the Commissioner of the police service. Executive Officer A police officer occupies the role of the Executive Officer (XO) to the Brisbane DDMG (s24(1)(b) + (s27)). Section 28 of the Act provides ‘the function of the XO of a district group is to support the group in the performance of its functions, as directed by the chairperson of the district group.’ Core members Core membership of the Brisbane DDMG comprises a representative from each local government (s24(1)(d), and state government departments (s24(1)(e)(f)). Appointments to the DDMG are made in reference to the position held by the representative of their department and not to their name. This allows for the capacity for movement of personnel within their respective organisations without affecting the quorum or membership of the DDMG. The core membership of the Brisbane District Disaster Management Group is comprised of the following;

• Queensland Police Service (QPS) o Chairperson o Deputy Chairperson o Executive Officer

• Brisbane City Council

• Redland City Council

• Queensland Fire and Emergency Services (QFES)

• Queensland Ambulance Service (QAS)

• Department of Communities, Disability Services and Seniors (DCDSS)

• Department of Health

• Department of Housing and Public Works (DHPW)

• Department of Transport & Main Roads (DTMR)

• Department of Transport & Main Roads (Maritime Safety Qld)

• Department of Environment and Science

• Australian Red Cross

• Queensland Rail Representatives of the following departments / agencies may be invited to attend DDMG meetings and assist in disaster operations in an advisory and co-operative disaster capacity as required:

• Australian Defence Forces – Joint Operational Support Staff, Southern Queensland (MJOSS)

• Bureau of Meteorology

• Department of Education

• Department of Natural Resources, Mines and Energy

• Powerlink

• Seqwater

• Queensland Urban Utilities

• Telstra

• St John Ambulance

• Queensland Reconstruction Authority

• Brisbane Airport Corporation


• Persons representing departments whom the Executive Officer of the Qld Disaster Management Committee (QDMC) in consultation with the DDC considers appropriate to be represented on the group as advisors.

Advisors Advisors do not impinge upon the quorum requirement for resolutions but hold a vital role within the group providing advice, assistance, expertise, and resources to the DDMG and the DDC. They too may be called upon to deliver material to the DDMG relating to their agencies / business core functions and capacity. A DDMG Contact List regarding members and advisors is included in Annexure: A to this plan.

Roles and responsibilities

Function/ Role Responsible Person/ Agency

Key Responsibilities

Group Management Chairperson District Disaster Coordinator

As appointed by the Commissioner of the Police Service under s. 25(2) and 25A of the DM Act and s. 6 of the DM Regulations. Assistant Commissioner, Brisbane Region.

The chairperson of a district group is to: (i) Manage and coordinate the business of the group; (ii) Ensure, as far as practicable, that the group performs it's functions as prescribed under s. 23: 'Functions' of the Disaster Management Act (DMA); (iii) Regularly report to the State group about the performance by the district group of it's functions. District Disaster Coordinator – District group The District Disaster Coordinator (DDC) of a district group is also the chairperson of the group. The function of a DDC of a district group is to coordinate disaster operations in the disaster district for the group, see s.26A: ‘Function of district disaster coordinator’ of the DMA. The DDC of a district group may delegate the DDC's functions to an appropriately qualified member of the Service; see s.143(7): 'Delegations' of the Disaster Management Act (DMA).

Deputy Chairperson As appointed by the Commissioner of the Police Service under s. 25(2) of the DM Act and s. 6 of the DM Regulations. Chief Superintendent: North Brisbane Police District or South Brisbane Police District

Deputy chairperson is responsible for:

• Assisting the chairperson to manage and coordinate the business of the district group;

• Chairing meetings associated with the district group in the absence of the chairperson (see s. 16: 'Presiding at meetings' of the DM Regulations);

• Assisting the chairperson and executive officer of the district group, to review the district disaster plan;

• The provision of timely and accurate advice to the DDC in matters relating to disaster management;

• Assisting the chairperson, in their role as DDC, in coordinating disaster operations in the disaster district for the group;

• Reporting to the district group on operational issues regarding the disaster;

• Representing the chairperson when the chairperson is unavailable;

• Undertaking the role of the DDC when delegated that function pursuant to s. 143(7) of


the DMA; and

• Performing any other task or functions as required by the DDC/Chairperson for the efficient and effective performance of the district group.

Executive Officer As appointed by the Commissioner of the Police Service under s. 27 of the DM Act

Brisbane Disaster Management Support Officer (QPS)

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. Executive officers are responsible for: • The establishment of the DDCC including

relevant standard operating procedures; • The identification and training of staff to

operate within the DDCC; • The activation and operational management of

the DDCC during times of actual or potential disaster;

• The provision of administrative and secretarial functions associated with the district group including facilitating and recording district group meetings and records relating to disaster management;

• Maintenance and distribution of a contact list of all district group members;

• In conjunction with relevant stakeholders, reviewing district disaster plans;

• Liaison with Queensland Fire and Emergency Services (QFES) in the development and conduct of exercises to test operational preparedness of district and local disaster management plans, functional sub-plans and DDCC operations;

• Assisting QFES with facilitating disaster management training in the district;

• Facilitation of post disaster event debriefs; • Establishment of, and liaison with a network of

relevant agencies, to provide advice on current and emerging trends which may have an impact in disaster districts;

• The provision of timely and accurate advice to the DDC in matters relating to disaster management;

• In conjunction with QFES, disseminating information on disaster preparedness to QPS and community networks;

• Representing the DDC when required, including providing briefings on behalf of the DDC;

• Ensuring the district group fulfils its legislative responsibilities, see s. 23: ‘Functions’ of the DMA;

• Performing any other tasks or functions as required by the DDC for the efficient and effective performance of the district group.

Local Councils Brisbane and Redlands

Member Local Government

• Provision of advice and reports to DDMG and resource allocations relevant to parent organisational functions.


• To ensure it has a disaster response capability. • To ensure information about an event or a

disaster in its area is promptly given to the DDC for the disaster district in which its area is situated.

Liaison Officers Representatives from Local Government, State Government Departments and other non-government organisations

Representation as appointed by relevant organisation

• Provision of advice to DDMG and resource allocations relevant to parent organisational functions

• Compliance with organisational roles and responsibilities defined in the State Disaster Management Plan.

The functions, roles, responsibilities and networks in disaster management as identified by each agency are detailed in the State Disaster Management Plan (page 72).

Meetings The Brisbane DDMG currently meets up to twice per year not withstanding extraordinary meetings that may be called. The frequency increases before and during the wet season. Unless otherwise advised meeting will be held at the following times:

• Wednesday of the third week in April

• Wednesday of the third week in October The chairperson of a DDMG must call a meeting if asked, in writing, to do so by the chairperson of the QDMC; or at least one-half of the members of the DDMG. A quorum of members is required in order for meeting resolutions to be officiated. Section 40 of the Disaster Management Act 2003 refers to quorum for meetings of disaster management groups and provides that it is a number 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. Personal attendance at meetings is preferred, however if this cannot be achieved a member may be able to participate by using any technology that reasonably allows members to hear and take part in discussions as they happen (section 42). For example, if teleconferencing facilities are available the member is taken to be present at the meeting. A record of attendance shall be kept as part of the governance of the Brisbane DDMG meetings. Section 43 of the Act provides that the Brisbane DDMG must keep minutes of its meetings. Minutes will be distributed to members after any meeting held for verification of accuracy. Minutes will be adopted at subsequent meetings and will be held by the chairperson (DDC) on behalf of the Brisbane DDMG. Action items identified during a meeting must be recorded and must be actioned by the representative identified during the meeting as being the appropriate agency to progress the identified item, issue or query. Progress or conclusion of action items must be recorded in a subsequent meeting.

Reporting Reporting requirements within the Brisbane Disaster District shall be consistent with the requirements of the Disaster Management Act 2003 as follows: Administrative Reporting:

https://www.disaster.qld.gov.au/cdmp/Documents/Queensland-State-Disaster-Management-Plan.pdf


• The chair of each Local Disaster Management Group shall provide details in respect to the membership of their group annually to the District Disaster Coordinator and the Executive Officer of the Queensland Disaster Management Committee. This may be satisfied through reporting for the Annual Report to the Brisbane DDMG.

• The District Disaster Coordinator shall provide details in respect to the membership of the Disaster District Management Group annually to the Executive Officer of the Queensland Disaster Management Committee. This may be satisfied with the provision of details in the Annual Report to the QDMC.

• Local Government Disaster Management Groups and the District Disaster Management Group shall, at least twice annually, conduct full meetings of their respective groups.

Operational Reporting:

• Local Government Disaster Management Groups shall advise the DDC immediately upon the LDMG changing status (Alert/Lean forward/ Stand-up/ Stand-down);

• The DDC shall advise the Executive Officer of the QDMC immediately the DDMG is activated or placed on stand-by;

• Once activated, or placed on stand-by, Local Government Disaster Management Groups and Functional Committees will provide situation reports (SITREPs) on the disaster event and disaster management operations in the approved form to the DDMG within the timeframes as may be required;

Status reports are requested bi-annually from the core members of the Brisbane DDMG. Status reports provide member organisations an opportunity to assess their operational ability and provide feedback to the group. The Brisbane DDMG is required to provide an Annual Report to the Queensland Disaster Management Group (QDMC). This is commensurate with section 23 of the Act where the DDMG is to provide written reports and make recommendations to the QDMC regarding disaster management and disaster operations in the district. The Annual Report enables the QDMC to provide a written report to the Minister regarding disaster management for the State at the end of each financial year as required under section 44 of the Act.


Prevention Strategies Prevention and mitigation measures reduce the likelihood of a disaster event occurring or the severity of an event should it eventuate. The implementation of proactive, targeted prevention and mitigation strategies designed to address likely risk factors, the vulnerability of the population and reduce or eliminate the possible impact of disasters ultimately ensures safer, more resilient and sustainable communities. All agencies within the District have a responsibility to identify risks and consider treatment options to mitigate against disasters. Agencies with specific responsibility to influence mitigation should actively seek to do so with the full support of other agencies. This may include, but is not limited to:

• Infrastructure design and planning

• Road development/ redevelopment

• Land Clearing considerations In accordance with the Queensland Strategy for Disaster Resilience 2017, resilience, in a disaster management context, can be referred to as, a system or community’s ability to rapidly accommodate and recover from the impacts of hazards, restore essential structure and desired functionality, and adapt to new circumstances. The Strategy for Disaster Resilience outlines four key objectives in working to make the most disaster resilient state in Australia:

• Queenslanders understand their disaster risk

• Strengthened disaster risk management

• Queenslanders are invested in disaster risk reduction

• Continuous improvement in disaster preparedness

Preparedness

Preparedness is crucial in disaster situations to ensure consequences are as minimal as possible and the response is optimum. Coordinated action from member agencies of the DDMG ensure timely and effective response and an increase in community safety. All member agencies have a responsibility to undertake preparedness activities both within their agency and as part of the DDMG. Considerations for disaster management planning include:

• Risk Assessment and hazard management

• Education, training, information sharing (including lessons learned)

• Capability development and interoperability

Capacity Building

Community Awareness

Section 23 of the Disaster Management Act relates to functions of the district group for the disaster district for which it is established. In particular s23(f) 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;’ The Brisbane DDC and DDMG have forged a close working relationship with the Brisbane and Redland LDMG. Both the Brisbane and Redland LDMG provide on their websites and produce publications which have been delivered to the community promoting public education in disaster management. These programs are aimed

https://www.qra.qld.gov.au/sites/default/files/2018-10/queensland_strategy_for_disaster_resilience_2017_0.pdf


at building community awareness and providing a platform for communities to increase their resilience. These initiatives have been released with the appreciation of the DDC. During events where activation or preparedness to activate occur the DDC must work closely with the chairs of the Brisbane and Redland LDMG to provide a united and uniform message to the public and ensure information is delivered in an accurate and timely manner. Publications or media releases considered during these times must be consulted with and approved by the DDC prior to release. Due to the capability of local government to access and communicate with their constituents the Brisbane DDMG will provide a supportive role and will actively participate with the local governments to ensure that community awareness programs are maintained. Review of programs will be conducted in an ad hoc manner in response to threats and perceived threats, with the DDMG or the relevant agency if the threat is agency specific. The Brisbane DDMG will also actively support and promote state and national community awareness programs.

Training

Training is an essential component for disaster management and disaster operations as an essential means through which agencies can develop and maintain their disaster management capabilities and capacity. Training and education provide the knowledge, skills and attitudes required to address the issues of disaster management through prevention, preparedness, response and recovery. Moreover, training is important in ensuring that all agencies can seamlessly integrate their arrangements and contribute to an effective and coordinated disaster management response. The QFES EMC is responsible for ensuring a coordinated approach to disaster management training within the district and a disaster management training framework has been developed and disseminated by QFES annually. The Executive Officer will liaise with QFES EMC in developing a suitable training program for the district and ensuring that training is delivered. This program, where practicable, will maximise opportunities for joint training with LDMGs, other agencies and stakeholders involved within the Queensland Disaster Management Arrangements. Agencies and organisations represented on the DDMG have the responsibility of providing suitable opportunities for DDMG representatives (including deputies) to attend required training. In addition, each agency also has a responsibility to conduct relevant internal training/exercising of their staff and where appropriate, offer other agencies the opportunity to participate. Training can be accessed on line through the Disaster Management Learning Management System, access can be gained by contacting the QFES Emergency Management Coordinator.

Exercises Exercises are a key component of disaster management strategies and are conducted with the objectives of practicing the coordination procedures during an event including;

• activating Disaster Management Groups;

• activation of District Disaster Coordination Centres;

• information management including dissemination of information in respect to threats and warnings, requests for assistance and providing situation reports

• enhancing the interoperability of agency representatives;

• evaluating emergency plans;

• identifying planning and resource issues;

• promoting awareness;

https://www.dmlms.qfes.qld.gov.au/user/login


• developing competence;

• evaluating risk treatment strategies;

• validating training already conducted;

• identifying performance gaps and areas for the potential improvement in the skills of agency representatives involved in disaster management; and

• evaluation of equipment, techniques and processes in general.

The DDMG will conduct at least one exercise annually, to include all core members of the DDMG. Additionally, on an annual basis, functional committees will exercise their respective sub-plans, independent of the aforementioned disaster district exercise. The DDMG exercise program provides a commitment to exercises, reinforces training and maintains the disaster management capabilities of the group. Consideration should be given to frequent, small exercises as they can be as effective as conducting one large exercise.

Exercise Evaluation

The purpose of conducting exercises is to ensure the effectiveness of the relevant plans being tested. In order to ensure continuous improvement, each exercise will be evaluated for it’s effectiveness and relevance to disaster management/operations. The evaluation can take many forms including written or oral feedback but will primarily be based on a hot debrief (conducted immediately after the exercise has concluded), and a formal debrief. A formal debrief is to be held after an exercise to enable participants and observers an opportunity to share their experiences and to assist in providing feedback. The minutes of the feedback are to be maintained by the Executive Officer. Any identified issues are to be actioned and progress regarding their treatment reported to the group at Brisbane DDMG meetings.

Post Disaster Assessment A key outcome of post-disaster assessment is that lessons identified from disaster events and disaster management exercises are embedded into disaster management planning. Such lessons come from an examination of the effectiveness of mitigation measures, an analysis of the state of preparedness in readiness for the impacts of a disaster, of the disaster operations themselves and extend into the effectiveness of recovery. Post-disaster assessment can be undertaken by a wide range of stakeholders from disaster responders through to the Queensland Office of Economic and Statistical Research, independent research bodies and tertiary institutions. The conduct of post-disaster assessment needs to be managed to ensure it does not impede response and recovery activities but is timed appropriately to ensure maximum benefit from the data captured. To ensure minimum impact on disaster affected communities, post-disaster assessments should be informed by impact assessments and if possible, coordinated with them. Lessons that can be identified from contemporary events world-wide can also contribute to lessons for reviews of disaster management plans and planning. Lessons identified through post-disaster assessment and disaster management exercises can also contribute to the identification of best practice disaster management practices. Post-disaster assessment evaluates performance before, during and after a disaster event and the exposed risks in order to improve future development of preparedness, response, recovery and mitigation measures. Post-disaster assessment is closely linked with, and contributes to, the elements of Disaster Research, Policy and Governance. Post-disaster assessment therefore forms part of the continuous improvement of the disaster management arrangements for the District. It is linked to, but broader than, the more immediate impact assessment, undertaken during disaster in the response and early recovery periods.


Analysis of the Queensland disaster management arrangements can lead to confirmation of good practice or identification of issues that require improvement for future disaster events. This analysis can also provide particular lessons relating to mitigation to improve community resilience, safety and sustainability for the future. A post disaster assessment will be developed through the following process:

• During the operation of the District Disaster Co-ordination Centre (DDCC) the XO is to brief and request all participants to offer comment on the conduct and recommendations for the DDCC;

• As soon as practicable after the DDCC has stood down from operations the XO is to conduct a debrief of all personnel participating in the DDCC. Matters raised during the operation of the DDCC are to be raised and discussed.

Post-disaster assessments are undertaken and documented in a Post-Disaster Analysis Report to provide opportunities for participants to comment on the success and areas for improvement of district disaster operations and arrangements. The DDMG Chair is to ensure the report findings are incorporated into the DDMG Annual Operational Plan and Disaster Management Plan for the monitoring and implementation of recommendations. Outcomes of post-disaster assessments strengthen the districts disaster management capability.


Disaster Risk Assessment

District Appreciation

Map of the Brisbane Disaster District and localities

Geography

The Brisbane Disaster District incorporates the Brisbane and Redland Local Government Areas. The Brisbane Disaster District is bounded by the Moreton Bay Regional Council area in the north, Moreton Bay and Redland City in the east, Logan City and the City of Ipswich in the south, and the Somerset Regional Council area in the west. Brisbane is located on the Brisbane River flood plain with the Great Dividing Range to the West and Moreton Bay to the east. The City of Brisbane is a local government area that has jurisdiction over the inner portion of the metropolitan area of Brisbane, the capital of Queensland, Australia. The Brisbane District is made up of 189 mainland suburbs and 7 islands in Moreton Bay.


The Natural Environment The Brisbane District is a subtropical river city with hot, humid summers and dry, mild winters. Its subtropical climate makes the district prone to severe weather events and a variety of natural disasters and hazards. During the summer months severe storms with hail, damaging winds and heavy rainfall are common and may create flash flooding. Prolonged storms a d rainfall from tropical lows or ex tropical cyclones can result in flooding from the Brisbane River, local creeks, storm surges along coastal areas and overland flow flooding. Significant tracts of bushland, particularly in the D’Aguilar Ranges, Sheldon and Bay Islands areas provide areas of potential bushfire threat. The Brisbane River is the major river passing through the Brisbane City. The city includes the floodplains of 38 creeks as well as the southern floodplain of the South Pine River. Maximum temperatures ranging from 41 degrees in summer to 21 degrees in winter, while minimums range from 21 degrees to 2 degrees.

The Community The estimated residential population of the Brisbane Disaster District is approximately 1,400,000 with approximately 350,000 residents not born in Australia, 193, 500 people over the age of 65 years, 110,000 in need of assistance for self-care activities and approximately 11, 000 not proficient in English.1 Projections prepared by the Department of Infrastructure and Planning indicate that by 2036 the total residential population of the Brisbane City Council area is expected to grow to approximately 1,433,675 and 198,000 for the Redland City Council area. The Community consists of the following essential infrastructure: Schools- 416 Public Hospitals - 9 Private Hospitals - 24 Nursing Homes - 52 Retirement Homes - 62 Airports - 2 Railway Station - 109 The Brisbane area is a growing community, with significant inner-city residential developments on the increase.

Economy / Industry

As a large urbanised city, Brisbane contains a broad cross-section of all types of industry. There are numerous light and heavy industrial areas presenting a range of workplace and community risks.

There are a number of large urban shopping centres including Chermside, Toombul, Garden City, Carindale and Indooroopilly.

The City centre, situated on the river, contains a large number of high-rise business and residential buildings. There are numerous government buildings including Parliament House and related offices for all levels of government. The major premises for managing a wide range of commercial, government and other services including banking on a state-wide and national basis are situated in the Brisbane Central Business District and surrounds.

1 Geo Science Australia, Exposure Report 2018


There are a wide range of tourist attractions and facilities across the City and two major sporting venues located at Suncorp Stadium and Woolloongabba.

There are several large public and private hospitals including Royal Brisbane and Women’s, Queensland Children’s Hospital, QEII, Redland, Princess Alexandra, Mater, St Andrews, Prince Charles, Holy Spirit, Redland and Wesley Hospitals.

Community Preparedness

The level of preparedness across the community is generally good due to the high levels of local and electronic media available for community education. Both local councils and several other group members including emergency service and essential service providers are committed to extensive community education programs across a range of areas.

Community education is also well organised and orchestrated across local businesses, industry and facilities including schools and hospitals.

Critical Infrastructure

As the State capital, the city of Brisbane carries significant infrastructure for support across the state, nationally and internationally. Brisbane houses the State’s management for all critical infrastructure across the State.

Brisbane International Airport and the Port of Brisbane form part of critical infrastructure on an international scale.

Essential Services The city houses the State headquarters for all major essential services including power, gas, telecommunications and water. Critical infrastructure for all these services is embedded across the community.

Hazardous Sites

There are a number of sites for bulk storage of dangerous and hazardous goods. These are largely in the vicinity of the Brisbane River in Eagle Farm and Pinkenba.

The airport and port also handle bulk movements and storage of hazardous materials.

Referable Dams There are twelve dams currently with potential impacts on the Brisbane Disaster District as referrable dams. These being:

• Atkinson Dam

• Crystal Waters Upper and Lower Dams

• Enoggera Dam

• Forest Lake

• Gold Creek Dam

• Lake Manchester Dam

• Leslie Harrison Dam

• North Pine Dam

• Sideling Creek Dam

• Somerset Dam

• Gordon Road detention basin

• Wivenhoe Dam A Referrable Dam is defined within the Water Supply (Safety and Reliability) Act 2008 as; A dam, or a proposed dam after its construction will be a referable dam if—


a) a failure impact assessment of the dam, or the proposed dam, is required to be carried out under the

Act; and b) the assessment states the dam has, or the proposed dam after its construction will have, a category 1

or category 2 failure impact rating; and c) the chief executive has, under section 349 of the Act, accepted the assessment.

As referrable dams each of these dams is required to have in place an Emergency Action Plan (EAP) for monitoring the dam during times of extreme rainfall. These plans require the water levels and any other relevant information be provided to the relevant LDMG/DDMG. Subject to any dam failures at each of these sites as referrable dams the owner/operators of these facilities are to notify all relevant downstream stakeholders and provide advice regarding the particular event. The role of the DDMG is to assist the LDMG in managing the event.


Hazards Hazards which are common to the Brisbane Disaster District include, but are not limited to:

Natural Hazards

Meteorological • Cyclone

• Higher than normal tide

• Severe weather and thunderstorms

• Bushfire

• Flood

• Heatwave

Geological • Earthquake

• Landslip and/or debris flow

• Tsunami

• Dam failure

Biological • Epidemic human disease

• Animal and/or plant disease

• Insect and vermin plague

Non-Natural Hazards

Human-caused • Terrorism

• Explosions

• Chemical spill

• Sabotage of essential services

• Information technology virus/significant compromise

• Major transport incident

Technological • Failure of critical infrastructure

• Hazardous materials accident

• Dam failure

• Aeronautical and/or space debris

• Transport related mechanical failure

Flooding Brisbane River

Brisbane River Catchment The Brisbane River catchment covers approximately 13,570 km2, and includes:

• Brisbane River and several major tributaries, including Cooyar, Emu and Cressbrook Creeks in the

Upper Brisbane River catchment

• Stanley River which flows from the Conondale and D’Aguilar Ranges

• Lockyer Creek, which converges with the Brisbane River downstream of Wivenhoe Dam

• Bremer River which flows to the Brisbane River downstream of Ipswich.

The catchment is bounded by the Great Dividing Range to the west, and a number of smaller coastal ranges including the Brisbane, Jimna, D’Aguilar and Conondale Ranges to the north and east. Most of the Brisbane River catchment lies to the west of the coastal ranges. Within the catchment are the two major cities of Brisbane and Ipswich, as well as numerous townships interspersed by extensive rural and agricultural land.


The catchment comprises a combination of natural forest, rural, industrial, commercial and residential lands. The upper reaches of the catchment are largely comprised of natural forest and rural land, with a small component made up of residential land. Downstream within the Ipswich and Brisbane local government areas, the catchment becomes dominated by residential land, with the remainder consisting of predominantly industrial and commercial land. The Brisbane River has two major dams located in its upper reaches, both of which were built to supplement Brisbane’s water supply and to provide flood mitigation. Wivenhoe Dam was completed in 1985 and has a catchment area of approximately 7,000 km2. Somerset Dam is located upstream of Lake Wivenhoe on the Stanley River near Kilcoy and has a catchment area of approximately 1,300 km2. These dams regulate flows from approximately half the overall Brisbane River catchment. Flows from Lockyer Creek and the Bremer River (and their tributaries) are unregulated, as are other tributaries downstream of Wivenhoe Dam, including numerous creeks in the Brisbane City local government area, such as Oxley Creek, Norman Creek, Breakfast Creek and Bulimba Creek. In the lower reaches, flooding is affected by tidal influences. The Brisbane River is tidal up to Mt Crosby Weir, which is located some 90 km from the mouth of the river. The Bremer River is also tidal in its lower reaches to Hancocks Bridge. The Brisbane River is governed by its topography, which consists of a steep gradient, hilly terrain, and limited floodplains. These features contribute to high flood velocities. Flooding within the catchment is extremely complex

Flood History The Brisbane River has an extensive history of floods, with records dating back to the early exploration of the river by John Oxley in 1824. It is subject to both high intensity storms producing flash flooding and prolonged rainfall resulting in riverine flooding. The largest floods on record occurred in the 19th century, notably in 1841 and two significant events in 1893, however, the local Jagera and Turrbal people have an extensive oral history and indicate that sometime from the 1700s to 1800s saw a larger flood than that formally on record. Investigation into the paleoflood record of the Lockyer Valley, which noted a significant event occurring in the 1700s. Recorded data up until the mid-1950s is limited due to a scarcity of rainfall and water level observations. The 1974 flood caused major flooding throughout the Brisbane River catchment. Following the construction of Wivenhoe Dam, minor to major floods have occurred on the Brisbane River with the most notable being in 1996, 1999, 2011 and 2013. The 2011 flood was the largest of these. Within the lower Brisbane River, it was equivalent to about a 1 in 100 AEP event; within the Bremer River it was equivalent to about a 1 in 50 AEP event; and within the lower reaches of Lockyer Creek is was equivalent to about a 1 in 150 AEP event. This difference in response during the 2011 event highlights the complexity of flooding within the Brisbane River, driven by spatial variability of rainfall across the catchment, combined with the management regime of Wivenhoe Dam (and Somerset Dam to a lesser degree). While the 2011 flood event was not the largest, it was the most significant in terms of community impact (across virtually the whole of Queensland). In some areas of the catchment, floodwaters were so powerful they washed cars away and shifted houses. The event affected an area larger than the Brisbane River catchment and saw 78% of the state impacted. Within the Brisbane River catchment, flash flooding occurred in a number of areas including Withcott, Murphy’s Creek, Helidon, Grantham and Gatton, whilst riverine flooding also impacted townships and cities including Fernvale, Lowood, Brisbane and Ipswich. Recorded stream flow and stream level data indicate that upstream of the Somerset and Wivenhoe Dams, the 2011 flood was the largest on record with inflows into the dams reaching nearly double the flow in 1974.

Flood Behaviour The lower Brisbane River valley (i.e. downstream of Wivenhoe Dam) has a wide range of hydraulic complexities that make it very interesting and challenging to manage. The lower catchment area is large, roughly half of the overall catchment area, and includes the major tributaries of Lockyer Creek and the Bremer River. These


tributaries add to the complexity in terms of the timing and shape of the flood hydrograph. Rainfall across the catchment can be highly variable from the wetter coastal hinterland ranges, to the drier areas in the west of the catchment. Wivenhoe Dam, and to a significantly lesser extent Somerset Dam, offer substantial flood storage capture and can significantly affect the shape and attenuation of the flood, and therefore the severity of flooding downstream. Hydraulically, the lower Brisbane River valley is a mixture of conveyance and storage dominated reaches. Lockyer Creek, due to its flat wide topography is, in a large flood event, dominated by flood storage areas, with substantial slow-moving volumes of floodwaters ‘stored’ on the floodplain from its local catchment or backwater from the Brisbane River. The Brisbane River from Pine Mountain to Mt Crosby is predominantly conveyance dominated, with relatively minor overbank floodplains, and floodwaters largely confined to an incised paleo valley. The river experiences high velocities and steep gradients through these reaches. The Bremer River and the Brisbane River downstream of Mt Crosby have significant floodplains that store flood water, however most of the flow is conveyed in the main river. The lower Brisbane River, unlike most large east coast Australian rivers, has few natural meanders, with many of the river’s reaches controlled by the surrounding hilly terrain. The hydraulic consequence is that substantially higher velocities, driven by a steep gradient, develop along the lower Brisbane River during a flood Consequently, the Brisbane River banks are often bedrock controlled; bends can literally be as sharp as 180º (e.g. Kangaroo Point), and the entire flood flow is often solely confined between the river banks with relatively little or no overbank flow. There are also several river meanders that are bypassed during large flood events. The travel time of a flood peak from Wivenhoe Dam to Brisbane City is highly dependent on the degree to which the flows in the Brisbane River coincide with respective flows from Lockyer Creek and the Bremer River. It is also dependent on the magnitude of the flood as the attenuating effect of floodplain storage, and the degree of bypassing of river meanders, varies with flood magnitude. Because of the influence of the tributaries, the travel time of floodwater does not necessarily correspond to the relative timings of a flood peak. Ignoring the influence of these tributaries, the travel time of a flood hydrograph, such as releases from Wivenhoe Dam to Brisbane City, is similar to the timing of the flood peak that occurred in the 2011 event, typically around 30 hours. In the 1974 event however, the flood peaked in Brisbane just 24 hours after the peak at Wivenhoe Dam. This shorter time was most likely due to the greater flow and timing of the Lockyer Creek and Bremer River tributaries.


Potential Hydraulic Risk

Description of Potential Hydraulic Risk Potential Hydraulic Risk represents the potential flood risk independent of the actual use or development of the land within the floodplain. Potential Hydraulic Risk is defined purely on the basis of the hydraulic conditions and behaviour of the flood events. It is determined by analysing the likelihood of floods and the hydraulic hazard that occurs during floods of different size and likelihood.

Thus, Potential Hydraulic Risk = Likelihood x Hydraulic Hazard.

Likelihood Likelihood is simply the chance of a flood occurring at a particular locality. To prevent misinterpretation of flood likelihood, and in accordance with industry standard methodology, the approach used in this study is to describe flood probabilities in terms of an ‘annual exceedance probability’ (AEP). “1 in 100 (1%) AEP flood”, meaning there is a 1 in 100 (1%) chance that a flood of this size or larger will occur at that location in any given year. Average Likelihood of AEP Floods Occurring in an 80 Year Lifetime

AEP At least once in 80 years

At least twice in 80 years

Brisbane (City Gauge) flood Level

Ipswich (CBD) flood level

1 in 10 (10%) 100% 100% 1.8 m AHD 14.8 m AHD

1 in 20 (5%) 98% 91% 2.2 m AHD 16.1 m AHD

1 in 50 (2%) 80% 48% 3.2 m AHD 18.7 m AHD

1 in 100 (1%) 55% 19% 4.5 m AHD 20.1 m AHD 1 in 500 (0.2%) 15% 1% 7.3 m AHD 23.4 m AHD

1 in 2,000 (0.05%) 4% 0.1% 9.9 m AHD 25.7 m AHD

1 in 100,000 (0.001%) 0.1% < 0.1% 23.7 m AHD 36.1 m AHD

The Australian Height Datum (AHD) is the official national vertical datum for Australia and refers to Australian Height Datum 1971 (Sea Level at that time)


Hydraulic Hazard Hydraulic hazard is the term generally used to describe the potentially dangerous aspects of flood behaviour; based on the depth and velocity of the water. The hazard curves, which recognise key thresholds in flood depths, velocities and combined depth-velocity values, are provided in below. Each hazard category has been determined based on recognised limits of safety for people, buildings and vehicles, as shown below. Thresholds for safety of people, buildings and vehicles have been established through research and physical testing over many decades in Australia and overseas.

Hydraulic Hazard Definition (AIDR, 20172)

Flood Hazard Category Description

H1 Generally safe for vehicles, people and buildings

H2 Unsafe for small vehicles

H3 Unsafe for vehicles, children and the elderly

H4 Unsafe for vehicles and people

H5 Unsafe for vehicles and people. All building types vulnerable to structural damage

H6 Unsafe for vehicles and people All building types considered vulnerable to failure

Hazard Classification and Impacts on People, Vehicles and Buildings (AIDR, 2017)


Potential Hydraulic Risk Matrix Overall level of risk is defined by specific combinations of likelihood and consequence. The easiest way to represent this is using a two-dimensional matrix, where one axis describes the likelihood and the other axis describes the consequence (or in the case of ‘potential hydraulic risk’, consequence is defined by hydraulic hazard). With seven AEP and six hydraulic hazard categories, a 7x6 matrix yields 42 possible combinations defining potential hydraulic risk. Five potential hydraulic risk categories have been defined, from HR1 (highest risk and priority) to HR5 (lowest risk and priority). Each of the 42 combinations of likelihood and hydraulic hazard were assigned to one of these risk categories based on consideration of consequences.

Potential Hydraulic Risk Matrix

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Overall flood plain summary


Specific Risk Data Bremer Junction to St Lucia Vulnerable Buildings - residential buildings in areas with combined vulnerability in the top 20% of the study area (Vulnerability indices: physical vulnerability; social and economic vulnerability; mobility vulnerability; and awareness vulnerability) Critical infrastructure -is infrastructure that assists people in a natural disaster or provides essential life supporting services. (Airports, Emergency Management Facilities, Water Infrastructure, Electricity and Communications)

Locality Predominant Potential Hydraulic Risk Categories

Residential Buildings (HR1 –

HR3)

Vulnerable Buildings (HR1 –

HR3)

Critical Infrastructure (HR1 – HR3)

Yeronga HR2 and HR3 839 71 7

Sherwood HR1, HR2 and HR3 498 133 2

Graceville HR1, HR2 and HR3 912 174 1

Fairfield HR2 and HR3 625 267 1

Chelmer HR1, HR2 and HR3 771 0 2

Oxley HR1 and HR2 941 173 1

Tennyson HR2 and HR3 167 0 5

Rocklea HR1, HR2 and HR3 731 726 9

Jindalee HR2 and HR3 653 139 3

Sinnamon Park HR2 and HR3 535 55 1

Westlake HR2 and HR3 536 0 4

Fig Tree Pocket HR2 422 0 5

Corinda HR2 and HR3 330 106 1

Sumner HR2 39 0 1

Coopers Plains HR2 and HR3 23 23 0

Kenmore HR2 and HR3 242 116 6

Archerfield HR2 and HR3 166 161 2 Middle Park HR2 and HR3 149 123 0

Darra HR2 146 0 0

Moggill HR2 and HR3 101 47 1

Mount Ommaney HR2 and HR3 79 1 1

Moorooka HR2 and HR3 100 72 0

Durack HR3 86 56 0

Acacia Ridge HR3 39 38 0

Seventeen Mile Rocks

HR2 57 0 2

Anstead HR2 57 0 1

Jamboree Heights HR2 64 47 1

Salisbury HR2 and HR3 48 16 2

Willawong HR3 78 78 1

Pullenvale HR2 and HR3 15 0 0

Annerley HR3 3 3 0

Total N/A 11,287 3,855 70


St Lucia to Port of Brisbane

Locality Predominant Potential Hydraulic Risk Categories

Residential Buildings (HR1 –

HR3)

Vulnerable Buildings (HR1 –

HR3)

Critical Infrastructure (HR1 – HR3)

West End HR1, HR2 and HR3 385 149 0

Brisbane City HR2 and HR3 11 10 39

South Brisbane HR2 and HR3 29 29 6

St Lucia HR2 and HR3 456 452 4

Newstead HR2 15 1 1

Toowong HR2 and HR3 161 143 4

Milton HR1 and HR2 149 101 3

New Farm HR2 and HR3 344 169 0

Kangaroo Point HR2 and HR3 10 0 2

Auchenflower HR2 and HR3 283 147 0

Taringa HR2 and HR3 168 136 2

Fortitude Valley HR1, HR2 and HR3 2 2 0

Bulimba HR1 273 151 1

Teneriffe HR1 and HR2 4 0 0

Coorparoo HR2 and HR3 107 75 0

Paddington HR2 and HR3 223 32 0

Indooroopilly 327 35 6

Hamilton HR1, HR2 andHR3 12 0 0

Windsor HR3 233 46 0 East Brisbane HR2 and HR3 136 59 2

Norman Park HR2 and HR3 192 63 2

Hawthorne HR3 160 0 1

Albion HR2 and HR3 47 14 0

Woolloongabba HR3 116 116 0

Highgate Hill HR2 and HR3 11 0 0

Balmoral HR3 3 7 0 0

Bowen Hills HR3 0 0 0

Chapel Hill HR3 26 1 0

Hemmant HR1, HR2 and HR3 11 0 3

Morningside HR1 5 5 1

Wilston HR3 9 0 0

Brookfield HR2 and HR3 8 0 0

Herston HR3 2 1 0

Camp Hill HR3 12 11 0

Greenslopes HR3 14 9 0

Kenmore Hills HR3 242 116 0

Petrie Terrace HR3 5 5 0 Murarrie HR3 0 0 1

Total N/A 4,225 2,078 78


Cyclone Cyclones may occur during the warmer months of the year. The risk from cyclones is low due to the southern position of the District. Actual damage from cyclones is infrequent; however, following any cyclone / storm activity widespread flooding may occur in the wider catchment area. According to the Bureau of Meteorology, six (6) to eight (8) cyclones may develop in the vicinity of Australia annually. Of these one (1) or two (2) can be expected to be severe cyclones, category 3 to 5, and one (1) or two (2) can be expected to cross the coastline of eastern Queensland. Cyclone strengths are measured according to the wind speed of the strongest gusts and are categorised as 1 to 5. The cyclone categories, including wind speeds and the typical effects may be described diagrammatically as follows:

WARNING SYSTEMS: There is a clear need to fully understand the official warning system for cyclones. CYCLONE WATCH: Cyclone approaching but winds not expected to reach area for next 24- 48 hours. CYCLONE WARNING: Cyclonic winds expected within 24 hours.


Storm tide Storm tides (surges) are produced by all tropical cyclones and comprise the effects of the wind, waves and currents in association with the actual tide recorded, the cyclones central pressure, forward speed and direction and Bathymetry in the area where the event is occurring. The storm tide components may be described diagrammatically as follows:

Source: Bureau of Meteorology Website: www.bom.gov.au

The height of the storm tide is obtained by adding the effect the storm has on the sea level (the storm surge) to the normal tide level at the time. In order for a storm tide to occur the cyclone must pass to the north of the affected area. The tide at the time and severity of the cyclone will determine the height of the storm tide. Storm tide inundation and extreme wave action conditions are the coastal hazards with the greatest potential for loss or harm to the community and environment. All coastal local governments have maps which depict the varying levels of inundation that may be expected with different levels of storm tides. Storm tides contribute to damage to coastal areas by flooding low-lying land, preventing access to and from cyclone damaged areas, contaminating water supplies, and allowing higher-than-normal wave action to cause beach erosion and attack coastal structures.

Tsunami Events have shown that, even if tsunamis occur infrequently, their effect can be catastrophic. People living or working in areas potentially affected by a tsunami need to know that they should move to safer areas if a tsunami warning affecting them is issued. The BoM advice in its land inundation warnings is for people to move at least ten metres above sea level or at least one kilometre away from all beaches and the waters edge of harbours and coastal estuaries. The risk of Tsunamis to the Brisbane Disaster District area is considered low Tsunami events can have serious consequences with mitigation for such events being indefinable. Modelling shows that:

• Nearshore tsunami wave heights are significantly reduced by propagation across the Great Barrier Reef;

• Nearshore wave heights are greatest where there are gaps in the reef or beyond the extent of the reef; and,

• Attenuation of tsunami wave heights is the greatest in the Torres Strait and Gulf of Carpentaria;

• With the exception of the three modelled Queensland communities of Rockhampton, Gold Coast, and Hervey Bay, tsunami wave heights at 20 m are reduced to between 0.6 and less than 0.1 times the wave heights at the 100 m contour.

The following table shows the modelled amplification factors for Queensland. Amplification Factors in 20 M water depth for Queensland communities listed from North to South


Community Amplification Factor

Badu Island 0.1

Bamaga 0.1

Weipa < 0.1 ‐ 0.3

Lockhart River 0.1

Aurukun < 0.1 ‐ 0.3 Cooktown 0.1

Lucinda 0.3 ‐ 0.5

Karumba < 0.1 ‐ 0.1

Innisfail 0.2 ‐0.3

Townsville 0.2 ‐0.6

Mackay 0.3 ‐ 0.4

Rockhampton 0.4 ‐ 0.6

Gladstone 0.4 ‐ 0.7

Bundaberg 0.6 ‐0.9

Hervey Bay 0.6 ‐ 0.8

Brisbane 0.2 ‐ 0.4

Gold Coast 1.3 ‐ 2.1

Detailed assessment of Tsunami Modelling for Brisbane District can be found at - https://publications.qld.gov.au/dataset/tsunami-modelling-east-queensland-coast . Some pertinent details are provided below.

Wave Height Risk Areas identified as having a higher nearshore hazard (in terms of tsunami wave height) are in decreasing order of magnitude:

• North Stradbroke Island (ocean side);

• Moreton Island (ocean side);

• Bribie Island (ocean side);

• Amity Point;

• Bulwer;

• Redcliffe Peninsula;

• Cowan Cowan;

• Tangalooma;

• Brighton to Fisherman Island;

• Beachmere;

• Peel Island; and

• Raby Bay.

Maximum Currents Risk Areas identified as having a higher nearshore hazard (in terms of depth average current speeds) are in decreasing order of magnitude:

• Moreton Island (north side);

• North Stradbroke Island (north side);

• Jumpinpin Channel entrance;

• North Stradbroke Island (ocean side);

• Moreton Island (ocean side);

• North Passage, South Passage and Jumpinpin Channel sandbanks;

• Bribie Island (ocean side);

• Amity Point;

https://publications.qld.gov.au/dataset/tsunami-modelling-east-queensland-coast


• Bulwer;

• Redcliffe Peninsula;

• Cowan Cowan;

• Brighton to Fisherman Island;

• St Helena Island;

• Beachmere;

• Peel Island; and

• Wellington Point.

Wave Arrival Time Arrival times depend on the distance the tsunami needs to travel from its generation. Tsunamis will reach the ocean side of Moreton and North Stradbroke first, and will slow down as they enter the shallower Moreton Bay. Cape Moreton is the first location to be impacted, due to the continental shelf being the narrowest at this location. In general, events from the New Hebrides have the shortest arrival time of just over four hours after the earthquake, with events from South America arriving much later at over 18 hours. By calculating the travel time relative to arrival times to Cape Moreton, there is much less variation for a particular site for all events (refer Table), giving an indication of expected arrival times once the tsunami first reaches the coast.

Region Location Average Arrival time (hrs:min)

Ocean side Amity 0:13 Blue Lagoon Campsite 0:00

Caloundra 0:24

Jumpinpin 0:09

Moffat Beach 0:22

Shelly Beach 0:22

South Morton Island Outside 0:04

South Stradbroke Island 0:06

Woorim 0:37

Moreton Bay Beachmere 1:18

Bongaree 1:01

Brighton-Sandgate 1:27

Brisbane Airport 1:23

Bulwer 0:27

Cleveland 1:06

Clontarf 1:23

Deception Bay 1:28

Dunwich 0:49

Goodwin Beach 1:08

Manly 1:17

Pine River 1:38

Redcliffe 1:10

Redland Bay Victoria Point 1:18

Scarborough 1:13

South Bay Islands 1:18

South Morton Island Inside 0:20

Wellington Point 1:16

Brisbane River Port of Brisbane 1:16

Newstead Park 1:50

Kangaroo Point 2:00

St Lucia 2:20

Indooroopilly 2.37


The BoM has legislative responsibility for the issue of warnings of gales, storms and other weather conditions likely to endanger life or property. The Joint Australian Tsunami Warning Centre (JATWC), operated by the BoM and GeoScience Australia (GA), is the issuing authority for tsunami warning products for Australia with warning information available through the BoM website. Tsunami Warnings start with detection of an earthquake by GA. GA seismologists assess whether the earthquake has the potential to generate a tsunami and advise the Bureau of their findings. The Bureau completes the analysis and determines whether a threat exists to Australia or not. If a threat does not exist then a No Threat Bulletin is issued to the Bureau’s Regional Forecast Centres. If a threat does exist, then a National Tsunami Watch is similarly issued. During the Watch phase, which lasts up to 30 minutes, further information-gathering and evaluation is conducted to update the threat assessment. This will result in state-focused Tsunami Warnings, if warranted, and a cancellation once the threat is over or if it does not eventuate. A description of the JATWC warning product suite issued is listed below:

a) National No Threat Bulletin: To advise people that the earthquake has been assessed and that no tsunami threat exists to Australia or its territories.

b) National or State / Territory Watch: To advise people that a tsunami threat to Australia or its territories may exist and that they should look out for further updates.

c) State / Territory Warning: To advise people that a tsunami threat to their state / territory does exist and to advise them of the level of threat (marine or land) and action they should take.

d) Tsunami Watch or Warning Cancellation: to advise when the main threat to Australia and its territories has passed or a tsunami fails to eventuate.

e) National Warning Summary: To provide the public, media and emergency authorities with the status of tsunami warnings nationally.

f) Event Summary: To provide the public, media, emergency authorities and government with summary information that can be used in post-event analysis.

JATWC will make these available:

g) through the BoM website (www.bom.gov.au/tsunami) and through the 1300 TSUNAMI automated recording number, and

h) directly by email and / or fax through the BoM to media outlets (for broadcast), and State Government departments, Local Government authorities, other Federal Government agencies and other major key recipients (including QPS).

Queensland’s processes to manage JATWC warning products Queensland’s management of tsunami warnings is covered in the Queensland Tsunami Notification Protocol (QTNP), in agency plans and SOPs, and in LDMG and DDMG plans. The Queensland Fire and Emergency Service, through the State Disaster Coordination Centre (SDCC) receives all warnings on behalf of the Queensland Government. Warnings are disseminated to Queensland Disaster Management Arrangement stakeholders by SMS, telephone and email. The DDC will implement local arrangements to ensure the dissemination of all warnings to DDMG members.

Sequence of watches and warnings


1 This advice is based on international studies documented in Preparing Your Community for Tsunamis (http://www.preventionweb.net/files/3984_PreparingYourCommunityforTsunamisV21.pdf) and Bureau of Meteorology analysis and moderation for Australian use.

Tsunami planning – the role of the DDMG The role of the DDMG in relation to tsunami specific planning includes ensuring:

• an understanding of tsunami risk within the District;

• the integration of State agency and LDMG tsunami planning at the local level; and

• LDMG Tsunami Sub Plans are prepared, regularly reviewed and monitored. Reliable information regarding any tsunami threat is essential for all members of the community. Reliable sources of information in Queensland regarding tsunami warning products are:

a) JATWC website, http://www.bom.gov.au/tsunami, b) 1300 TSUNAMI (1300 878 6264),


Heatwave The Brisbane District Heatwave Response Plan will provide guidance on prevention, preparedness, response and recovery to a heatwave. During a heatwave, due to the complexity of the impacts all agencies have a role to play. Qld health will be the lead agency and will be required to distribute specific heatwave information to the community.

Heatwave Levels BoM National Heatwave Forecasting and Assessment Service operates from the start of November to the end of March and provides advance notice of unusually hot conditions.

Heatwave Type Colour Code Temperature Community Impact (see Risk)

No heatwave White Normal -

Low intensity heatwave Yellow Top 10% Most people have capacity to cope. Increased health risk in vulnerable groups.

Severe heatwave Orange Top 2% Increased deaths and illness in vulnerable groups (>65, pregnancy, babies and young children, those with chronic illness).

Extreme heatwave Red Top 1% May impact infrastructure. Health risk for anyone who does not take precautions to keep cool, even the healthy.

Heatwave Illnesses In the last 200 years, severe and extreme heatwaves have taken more lives than any other natural hazard in Australia. Health impacts may include clinical, mental health and public health effects. The main causes of illness and death during a heatwave are related to respiratory and cardiovascular diseases.

Heatwave Type Impact

Low intensity heatwaves Most people expected to have adequate capacity to cope with this level of heat but begin to see health effects.

Severe heatwaves Increased morbidity and mortality for vulnerable groups, such as those over 65, pregnant women, babies and young children and those with chronic illness (e.g. renal disease, ischaemic heart disease).

Extreme heatwaves Will impact normally reliable infrastructure, such as power and transport and are a risk for anyone who does not take precautions to keep cool, even those who are healthy.

Public Health effects of a heatwave Other health impacts may be noted on the human population:

a) In addition to direct effects on individuals, heatwaves create additional risks to health due to damage to power infrastructure resulting in loss of power.

b) Loss of power results in a loss of refrigeration of food increasing the risk of food borne illness if not effectively managed. Hot weather also increases the risk of food borne disease due to stresses in food production, particularly for chicken and eggs. Salmonella outbreaks are more common in hot months. These risks can be mitigated through more careful food handling practices.

c) Loss of refrigeration can cause damage to certain medicines, for example, insulin and also vaccines, reducing their efficacy.

d) Loss of power can also result in the shutdown of water treatment plants and, depending on the availability of reserves in the system may require the issuing of boil water notices. These risks will be managed by drinking water providers.

e) Sewerage pumps may cease to operate resulting in sewage overflows into the environment which may require advice to the community to avoid at-risk areas.


Refer – Queensland Health Heatwave Response Plan

Pandemic Disease A world-wide outbreak of disease that occurs when a new influenza A virus appears in the human population, causes serious illness and is able to spread easily from person to person. There have previously been concerns that the Avian (bird) flu virus may adapt or mutate to enable the virus to transfer from person to person. Exposure to bird faeces and contaminated water or dust is required to contract the disease. At this time the virus has not been able to transfer from person to person. Only persons working directly with birds and poultry in other parts of the world have contracted the virus. The disease is however quite dangerous as fatalities have been nearly 50% of those infected. Queensland health is responsible for the management and development of a pandemic disease response plan for disease in humans in the district. The Brisbane Health Service District will establish a Health Incident Command (HIC), a liaison officer will be appointed to this command structure and will link to the DDMG. Alternatively a health liaison officer will be appointed to the DDMG to link to the HIC. The risk of an outbreak of pandemic disease in the district is considered low. The DDMG may be required to assist Queensland Health in the management and containment of the disease. The preferred method of reducing the spread of disease is by social isolation and education. An increase in patient presentations expected during a pandemic would significantly impact on the Districts health services capacity to respond. The DDMG in this case may be required to assist in coordination of additional heath assets or the distribution of anti-viral medication in the case of an influenza type disease. Refer – Queensland Health Pandemic Influenza Plan

Emergency Animal Disease Equine influenza (EI) is an acute, highly contagious, viral disease which can cause rapidly spreading outbreaks of respiratory disease in horses, donkeys, mules and other equine species. EI would have a major impact on the Australian horse industry if it were to become established here. The disease is not generally fatal to horses however, fatalities may occur especially in old or infirm horses and young foals. The disease is easily spread by:

• direct contact between infected and susceptible horses

• indirect contact with contaminated stock or equipment

• susceptible horses occupying buildings or vehicles recently occupied by diseased horses

• contact between contaminated horse handlers and healthy horses

Transmission of EI virus to humans has not occurred during previous outbreaks of EI in horses. EI poses no threat to people, however it can be spread from people to horses very easily via infected skin, hair and clothing. The most recent incidents of equine influenza within Queensland impacted heavily on horse related activities within Queensland and the nation. In contrast the Hendra virus is a zoonotic disease, which means it can transfer from animals to people. Hendra virus can cause disease in horses but only rarely in humans. It can be transmitted from flying fox to horse, horse to horse, and horse to human. There is no evidence that the virus can be transmitted from flying fox to human, or human to horse, or human to human. Flying foxes are a natural reservoir for Hendra virus. Flying foxes do not show any signs of illness when infected with Hendra virus.

https://www.health.qld.gov.au/__data/assets/pdf_file/0032/628268/heatwave-response-plan.pdf

https://www.health.qld.gov.au/__data/assets/pdf_file/0030/444684/influenza-pandemic-plan.pdf


Although Hendra virus infection is periodically present in flying fox populations across Australia, the likelihood of horses becoming infected is very low. Hendra virus can cause a range of clinical signs in horses and should be considered where there is an acute onset of clinical signs and rapid progression to death associated with either respiratory and/or neurological signs. The mortality rate in affected horses is approximately 75%. The outbreak of an exotic animal disease would create a major problem given the regular movement of livestock throughout the district. Controls may require implementing restrictions on the movement of people, livestock and animal products and extensive testing to ensure that the area remains disease free. Both the Commonwealth and State have in place plans and procedures AUSVETPLAN and QLDVETPLAN, to deal with these types of outbreaks. In the event of an incident involving exotic animal disease in the district the role of the DDMG is to provide support to the Department of Agriculture and Fisheries (DAF). Support will be required to initiate and maintain the investigative phase of the response as well as the maintenance of standstill orders that are issued. Refer – QUEENSLAND BIOSECURITY STRATEGY 2018–2023

HAZCHEM incidents The Brisbane District encompasses the Brisbane Port and also contains numerous industrial sites and processing plants. As such there are numerous bulk holding facilities for chemicals (liquid, solids and gas). Many of these chemicals are considered to be harmful to humans and cause significant environmental damage if spilled or released. The bulk holding facilities are built to a standard that makes the likelihood of an unexpected or accidental release of chemicals unlikely. The greatest risk of chemical or gas hazard is during their transportation. The response agency for Hazmat incidents is QFES. In conjunction with Department of Natural Resources Mines and Energy (DNRME) they are responsible for the minimization of spills and the associated clean up. Refer – State of Queensland Multiagency Response Plan to Chemical, Biological and Radiological incidents.

Rural fires The likelihood of large rural fires within the District is considered moderate especially after a 'wet' season, and with the drying off of vegetation. Risk to populated areas is considered low due to the type of vegetation in the area. There is the possibility that rural fires may threaten buildings located on stations within the district. QFES Rural Operations is the agency responsible for response and mitigation measures in relation to rural fires. The role of the DDMG is to provide assistance to local groups in response and recovery phases of significant rural fires. Fire danger ratings are:

CATASTROPHIC 100+

A fire with a rating of “catastrophic” may be uncontrollable, unpredictable and fast moving. The flames will be higher than roof tops. Many people will be injured and thousands of homes and businesses will be destroyed. During a “catastrophic” fire, well prepared, constructed and defended homes may not be safe. Leaving is the safest option for your survival.

EXTREME FDI 75-99

A fire with an “extreme” rating may be uncontrollable, unpredictable and fast moving. The flames will be higher than roof tops. During an “extreme” fire, people will be injured and hundreds of homes and businesses will be destroyed. During a fire with an “extreme” rating, only well prepared, well constructed and actively defended houses are likely to offer any safety during a fire. Leaving is the safest option for your survival.

https://www.disaster.qld.gov.au/cdmp/Documents/State_CBR_Plan.pdf


SEVERE FDI 50-74

A fire with a “severe” rating may be uncontrollable and move quickly, with flames that may be higher than roof tops. A severe fire may cause injuries and some homes or businesses will be destroyed. During a fire with a “severe” rating, leaving is the safest option for your survival. Only use your home as a place of safety if it is well prepared and you can actively defend it.

VERY HIGH FDI 25-49

A fire with a “very high” danger rating is a fire that can be difficult to control with flames that may burn into the tree tops. During a fire of this type some homes and businesses may be damaged or destroyed. During a fire with a “very high” danger rating, you should only use your home as a place of safety if it is well prepared and you can actively defend it.

HIGH FDI 12-24

A fire with a “high” danger rating is a fire that can be controlled where loss of life is unlikely and damage to property will be limited. During a fire with a “high” danger rating, you should know where to get more information and monitor the situation for any changes.

LOW TO MODERATE FDO 0-11

A fire with a “low to moderate” rating can be easily controlled and post little or no risk to life or property. During a fire with a “low to moderate” rating, you should know where to get more information and monitor the situation for any changes

For specific up to date information refer to the Rural Fire Service web site

Current Areas of Risk (2018) Due to high fuel loads, dry stressed vegetation, and large pockets of inaccessible terrain the below indicates the area requiring greatest focus.

https://www.ruralfire.qld.gov.au/Pages/Home.aspx


Mass casualty transport accidents (Road, Rail or Sea) Road The potential for a major traffic accident involving tourist buses / road trains etc., is considered high. Areas located on the main motorways/highways have a higher risk due to the number of coaches and other heavy vehicles frequenting these roads. Whilst there is a great potential for these to occur their likelihood does not normally necessitate the involvement of the disaster management system. Rail The risk of a major rail accident within the confines of the Brisbane District is considered high. The Main lines, carry both passenger and goods trains with numerous coal and goods trains of length. Major problems to be considered would be (1) Terrain; (2) Distance from major medical centres; (3) Problems with time involved in heavy recovery equipment traveling to the scene and (4) High Performance trains - the Tilt Train can travel at speeds approaching 200 kph. Air The potential is considered high. The District is on the flight path for numerous aircraft, both passenger and freight and there are numerous airports within the District. Sea The potential for a major sea disaster which may impact on the District is increasing given the more frequent movement of cargo and cruise ships through the area.


Refer - Queensland Health Mass Casualty Incident Plan

Space debris re-entry Owing to the small area of the Brisbane District, the potential to become involved in responding to space debris re-entry is considered low. The management of space debris is detailed in the “Australian Contingency for Radioactive Space Re-entry Debris” (AUSCONPLAN SPRED) produced by EMA. The preparation stages for space debris impact are as follows:

Stage Meaning

White Predicted impact minus 7 days

Yellow Predicted impact minus 2 days

Red Impact has occurred in Queensland

Stages may be designated “HOT” if radioactive or “Cold” if inert. Under AUSCONPLAN-SPRED, the ARPANSA (Australian Radiation Protection and Nuclear Safety Agency) provides:

• A Principal Scientific Adviser to Emergency Management Australia in the National Emergency Management Coordination Centre.

• A Senior Scientific Adviser to the Australian Space Debris Emergency Search Team (ASDEST), is responsible for: o technical control of the radiological operations of the ASDEST, including adequate detailed

documentation; and o provision and overall coordination of non-Defence Force radiological elements assigned to ASDEST.

• Health radiation advice and relevant physicists, technicians and equipment to meet, in conjunction with the Australian Nuclear Science and Technology Organisation (ANSTO).

• Analytical support, as necessary, within and external to the ASDEST for identification of radiation hazards to personnel and the environment.

• Advice and assistance in training of ASDEST Ground Radiological Teams on health aspects. In concert with the ANSTO, advice on:

• likely radiological effects and measures to be taken in the event of a radioactive space debris incident.

• radiological detection equipment (other than airborne equipment) and other resources required and available for the detection and neutralization of radioactive material and contamination resulting from space debris.

• details to support the plan relating to personal and environmental hazards, public safety advice, assessment of maximum acceptable radiation levels that can be retained and identification of specialized equipment and technical and scientific personnel required.

• preparatory or preventative action that may be taken by members of the public. The role of the DDMG in such an event would be to provide assistance to the relevant federal agencies. It is anticipated that the risk of this occurring is very low.

Risk Management Process Understanding disaster risk and disaster risk reduction are international priorities as captured within the United Nations Office for Disaster Risk Reduction Sendai Framework for Disaster Risk Reduction 2015-2030 "Priorities for Action".

https://www.health.qld.gov.au/__data/assets/pdf_file/0025/628270/mass-casualty-incident-plan.pdf

http://www.adrc.asia/management/AUS/spred.pdf


Response Strategy Activation and Triggers for Response The authority to activate the Brisbane District Disaster Management Plan is vested in the Chairperson/Disaster District Coordinator, or in that person’s absence the Deputy Chairperson. This should occur following consultation with the following; State Disaster Coordinator (SDC); and the Chair of a LDMG. The DDC should determine when, and to what extent, the DDMG should activate in support of an event, and may bypass initial levels of activation where appropriate to the event. Activation is scalable and does not necessarily mean the convening of all members of the DDMG or the activation of the DDCC. Activation activities can be as minimal as the provision of information to DDMG members regarding the risks associated with a potential or imminent hazard impact. The four levels of activation, as defined in the SDMP, are detailed tabled below.

Level of Activation Definition Alert A heightened level of vigilance and preparedness due to the possibility of an event in the area of responsibility.

Some action may be required and the situation should be monitored by staff capable of assessing and preparing for the potential 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.

Stand up The operational state following ‘Lean Forward” whereby resources are mobilised, personnel are activated and operational activities commenced. Disaster coordination centres are activated.

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

The following table outlines the activation states of the Brisbane DDCC Triggers Level Circumstances Actions Communications

Alert One or more LDMG’s operational Awareness that threat may be wide spread

XO briefs DDC on activation level of LDMG/s Analysis of threat Contact LDC/s Contact Disaster Management (local government)

DDC and XO on mobile remotely

Lean Forward Potential requirements for DDMG to coordinate disaster operations or provide support because of threat or resource requirements

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 and set up communication systems Receipt of SITREPS from LDMG/s Brief DDMG members Planning for potential support to LDMGs

DDC, XO and DDMG members on mobile and monitoring email remotely Ad-hoc reporting

Stand Up Request for support received from LDCC/s Large threat is imminent Coordinated support required Significant state resources committed

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

Admin / logistics, operations, planning and intelligence cells in place Coordination of State support commenced Advice received 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


Stand Down LDMG/s stood down from response Recovery arrangements functioning

Final check for outstanding requests Assist LDMG/s to transition to recovery Debrief of staff in DDCC and DDMG members Consolidate financial records Final situation report to SDCC Hand over to Recovery Coordinator Return to core business

DDMG members not involved in recovery operations resume standard business and after hours contact arrangements

District Disaster Coordination Centre The District Disaster Coordination Centre will be activated to coordinate the management of resources as part of the whole-of-government approach in the Brisbane Disaster District in the event of a disaster event threatening or impacting upon the area. The Brisbane DDCC has Standard Operating Procedures (SOPs) and an Operations Manual. These documents are held by the Executive Officer. Both documents are to be reviewed annually by the Executive Officer or at the conclusion of any activation where an issue or deficiency is identified. The primary District Disaster Coordination Centre (DDCC) is located at:

First Floor Brisbane Regional Office 20 Pickering Street, Alderley

Qld 4051

Contact details are contained in the DDCC General Instructions. (Operational Plan 1) A secondary DDCC is located at:

Brisbane Police Operations Centre Fifth Floor, Police HQ Roma Street Brisbane

These venues are fully equipped with computers, fax machine, photocopier, telephones, and welfare facilities. Both buildings are equipped with a generator as an alternate power supply in the event main electricity power supply is disrupted. Alternate DDCC locations will be identified should the need arise and the nominated locations not available. The exact location of the Coordination Centre will be determined by the DDC in consultation with the Local Disaster Coordinators and appropriate members of the DDMG. DDCC staff and DDMG members will be advised of the location when the DDMG moves to Lean Forward status.

Staffing of the District Disaster Coordination Centre The Centre structure may consist of:

• DDC

• Deputy DDC

• Executive Officer

• Operations Officer

• Planning Officer

• Intelligence Officer

• Administration and Logistics


The Support Team may include:

• Telephonists

• Registry Officer

• Agency Liaison Officers will attend the DDCC as required.

• Overall management of the District Disaster response is the responsibility of the DDC.

• Management of the DDCC is the responsibility of the appointed XO.

• The minimum staffing level required to operate the Centre is at the discretion of the DDC. In general there will be two teams working opposing shifts who will staff the Centre.

• DDCC staff will be drawn from the Brisbane Police Region and personnel from various participating Government and non-Government Departments/Agencies.

In the event that the activation continues for an extended period of time, fatigue management principles will apply. Coordination centre staff will be sourced in the first instance from within Brisbane Police Region, requests for additional QPS staff will be managed internally. Member and advisory agencies will be required to manage fatigue of their staff in line with internal agency, policy and procedures.

Disaster Declaration In accordance with section 64 of the Disaster Management Act, the DDC may, with the approval of the Minister, declare a disaster situation for the district, or a part of the district. In declaring a disaster situation, the DDC is to be satisfied that a disaster has happened, is happening or is likely to happen and it will be necessary or reasonably likely to be necessary to exercise declared disaster powers to prevent or minimise the loss of human life, illness or injury to humans, property loss or damage, or damage to the environment. The declaration of a disaster situation should ordinarily be made in the approved form however in accordance with section 65(5) of the Act it can be made orally if necessary to exercise declared disaster powers before an approved form can be obtained and completed. If the declaration is made orally, it must be recorded in the approved form as soon as is reasonably practicable. (Please note that an oral declaration cannot be made if the DDC is satisfied only that it is reasonably likely to be necessary to exercise disaster powers. The DDC must believe that it is necessary to exercise the powers.) Before declaring a disaster situation the DDC is to take reasonable steps to consult with the DDMG and each local government in, or partly in, the proposed declared area. A failure to consult does not affect the validity of the declaration (section 64(3)). The Minister and the Premier may declare a disaster situation for the State, or a part of the State (Section 69) under the same conditions as those for DDCs under section 64 with the exception that consultation is not required with the DDMG or local government. 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) – Sections 64: ‘Declaration’; 69: ‘Declaration’ ‘Emergency Situation’ Public Safety Preservation Act 1986 Section 5: ‘Declaration of emergency situation’ The PSPA was amended in 2010 to include in the definition of emergency situation, (f) any impact of a naturally occurring event such as a flood or a landslide;


that causes or may cause a danger of death, injury or distress to any person, a loss of or damage to any property or pollution of the environment, includes a situation arising from any report in respect of any of the matters referred to in paragraphs (a) to (f) which if proved to be correct would cause or may cause a danger of death, injury or distress to any person, a loss of or damage to any property or pollution of the environment. This amendment allows for the situation where the initial scale of an event may not constitute a disaster but requires a number of agencies to respond and collaborate. ‘CBR Emergency’ Public Safety Preservation Act 1986 Section 12: ‘CBR emergency may be declared’ ‘Terrorist Emergency’ Public Safety Preservation Act 1986 Section 8G: ‘Terrorist emergency may be declared’ ‘State of Emergency’ State Transport Act 1938 Section 2: ‘Emergency Powers’ Section 6 of the Public Safety Preservation Act 1986 states that a declaration under section 5 in force when a disaster situation is declared under the Disaster Management Act 2003 must be revoked by the emergency commander or, if the emergency commander is unavailable, by a commissioned officer of the same or more senior rank, unless the emergency commander or commissioned officer believes on reasonable grounds that it is necessary for the declaration under section 5 to remain in force. The transmission or dissemination of a declaration will be made at the State level through normal media outlets and through the internet social media. This will be followed at the local level and supported by the district through normal media reporting provisions. Any information regarding authorisation of persons to exercise declared disaster powers will be communicated directly with the relevant authority and the local government by the DDC.

Concept of Operations for Response Operational Reporting Information management is essential for the operation of the DDCC. Information accuracy and the timely provision of this information assists in decision making and forward planning considerations for the DDMG.

a) LDMGs shall advise the DDC immediately the LDMG is placed Alert or Lean Forward.

b) The DDC shall advise the XO of the QDMC immediately the DDMG is placed on Alert or Leaning Forward.

c) Once placed on alert or leant forward, LDMGs and Functional Committees will provide situation reports (SITREPs*) on the event and disaster management operations in the approved form to the DDMG within the timeframes as may be required.

d) Once the Brisbane DDCC receives all local and agency SITREPs, it is the responsibility of the XO to maintain the SITREP update board (13) on DIEMS so that the SDCC is provided with real time/accurate situational awareness and reporting to enable the preparation of the ‘State Update’. Details should include all relevant information/issues surrounding the disaster situation and planning projections into the future.

e) The DDCC shall advise the SDCC Watch desk once the DDMG is activated;

f) Once activated, the DDMG will provide real time situational reporting on the event and disaster management operations of local and district groups via the SITREP update board.


g) Following debriefing of operations, the District Disaster Coordinator is to provide an Operational Report to the Executive Officer, QDMC detailing the full extent of operations including debrief information.

*SITREPS - A situation report (SITREP) is a brief report that is published and updated periodically during a disaster operation which outlines the details of the disaster, the requirements generated, and the responses undertaken as they become known.

Requests For Assistance (RFAs) All Requests for Assistance are to be submitted in the prescribed format. Local Disaster Management Groups shall submit their requests for assistance to the District Disaster Coordinator. Requests that cannot be met at District level are to be forwarded to the State Disaster Coordination Centre.

Resupply Due to the nature of some disasters there will be occasions where areas within the disaster district become isolated for a lengthy period of time, requiring the need to resupply provisions to that area. Local Disaster Management Groups, who require assistance in the form of resupply of provisions, shall request the assistance from the DDMG in arranging this resupply. Such requests shall be in the approved form (Request for Assistance). Efforts should be made in the first instance to provide the requested resupply of provisions from within the capability and capacity of the DDMG. Where 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. Should such measures NOT be activated, then they should seek State approval under this policy to ensure financial cover is available. Where a DDC receives an RFA for resupply operations which is outside of the capability or capacity of the DDMG, the RFA is to be forwarded to the SDCC to enable the provision of the request from the LDMG. The Queensland Resupply Guidelines outline in detail the governance and operational process relating to the resupply of essential goods to communities within Queensland and are located at; Queensland Resupply Guidelines

Emergency Supply During a disaster related event, in particular, a rapid onset event, the situation may arise whereby members of the community require the supply of essential items and goods to maintain their health and well-being until more permanent arrangements may be made. As detailed in the Queensland State Disaster Management Plan the arrangements for the provision and issue of emergency supplies to support disaster response and recovery operations, including arrangements for the procurement, coordinated delivery and management of emergency supplies and associated services is the role of QFES. At the district level, the coordination of emergency supply is the responsibility of the QFES DDMG member to the group of their delegated representative. Emergency supply may be conducted by the QFES representative from within the DDCC or another appropriate location (Incident Operations Centre/Regional Operations Centre/State Operations Centre) as determined necessary in the circumstances.

Warning Notification and Dissemination Public information during the response phase of a disaster management operation provides the community with awareness of hazards and information about events and recommended actions, such as local evacuation

https://www.disaster.qld.gov.au/dmg/st/Documents/M1205-Queensland-Resupply-Manual.pdf

https://www.disaster.qld.gov.au/dmg/st/Documents/M1205-Queensland-Resupply-Manual.pdf


arrangements and specific measures available for vulnerable groups (e.g. the elderly, ill and people with a disability). Traditional media, including radio, television and print, is used for public information in most events, however local governments and emergency service agencies also use social media, local warning systems, websites and other channels to provide information to stakeholders and the community. Predominantly warning products will be issued by the Bureau of Meteorology including, but not limited to, Severe Weather Warnings, Tropical Cyclone Advice, Flood watch or Tsunami Warning Products. 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, Queensland Fire and Rescue Service for major fires, shall issue warnings in accordance with their standard operating procedures. 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 members will receive warning products via a number of means. Depending on time constraints, DDMG member agencies will normally be notified by e-mail, and depending on the urgency of perhaps a rapid onset event like a tsunami by telephone. Teleconferencing equipment is available to the Brisbane DDMG and the initial e-mail advising of the warning may request an urgent meeting via teleconference. DDMG member agencies may also receive notification from internal agency central offices. A number of agencies will also receive warnings directly from the Bureau of Meteorology. 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. The Brisbane XO plays an important role in ensuring the notification and dissemination of warnings to members of the Brisbane DDMG, Brisbane and Redland LDMGs and in some instances, elements of the community that may fall under the responsibility of Brisbane DDMG member agencies, such as residents of island communities. The process for the notification and dissemination of warning products is not a function dependent on the activation of the Brisbane DDMG, rather it is an automatic responsibility of Brisbane DDMG Executives and members, regardless of the status of activation of the DDMG. Upon receipt of information that communities located within the Brisbane Disaster District are or may be threatened by a particular hazard, the Disaster District Coordinator (DDC) shall ensure that the community and local governments receive appropriate warnings in respect to those threats. Warnings will be communicated to the vulnerable community by their respective local government in accordance with the relevant provisions of the respective Local Government Disaster Management Plan. These warnings will be conducted in collaboration with the Brisbane DDC to ensure uniformity and consistency in the message. However, where events require a higher level of warning, the DDC may engage the Emergency Alert (EA) system.

Emergency Alert The Emergency Alert is a national telephone warning system that provides Australian emergency authorities with an enhanced ability to warn the community in the event of an emergency. The warning system is another tool available for organisations to issue emergency warnings where EA will be issued via landline and mobile telephones.


As the use of EA can be time critical for a community, the process for requesting it does not involve a bureaucratic approval process. EA provides the capability to send warning messages to fixed line telephones based on their physical location and to mobile telephones based on its billing address within a particular area. The management and administration of Emergency Alert in Queensland is the responsibility of QFES through the Watchdesk at SDCC. This includes ongoing maintenance, testing and capture of EA costs including measures for accountability and cost recovery, record-keeping and reporting The Queensland Emergency Alert Manual governs the use of EA in Queensland. District and Local Disaster Management Group should consider the development and pre loading of Emergency Alerts for identified hazards within their area of responsibility.

SEWS (Standard Emergency Warning Signal) The Standard Emergency Warning Signal (SEWS) is a distinctive audio signal that has been adopted to alert the community to the broadcast of an urgent safety message relating to a major emergency/disaster. It is intended for use as an alert signal to be played on public media (such as radio, television, public address systems, mobile sirens), to draw listeners’ attention to a following emergency warning. It is meant to attract listeners’ attention to the fact that they should take notice of the emergency message.

The Standard Emergency Warning Signal (SEWS), 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 or their wintertime equivalents);

• Storm tide >0.5 metre above Highest Astronomical Tide;

• Large hail > 4 centimetre in diameter;

• Tornado(es);

• 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 > 1metre (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); and

• Other major emergency situations. In Queensland, the authority to initiate SEWS warnings is restricted to:

• The Regional Director of the Bureau of Meteorology (or nominated delegate) for weather and flood related events only.

• The Commissioner of the Queensland Fire and Rescue Service (QFRS) (or Chief Superintendent or Regional Manager Rural Operations as delegate) for fire and HAZMAT related events only.

• The Commissioner of Queensland Police Service (or Senior Officer of a rank no lower than Assistant Commissioner as delegate), for events not covered by a), b) or c) above.

https://www.disaster.qld.gov.au/dmg/st/Documents/M1174-Queensland-Emergency-Alert-Manual.pdf


If approved, and the QPS are the initiating authority, the Brisbane DDC shall notify the effected Local Governments directly.

Financial Management

General Due to the nature of many disaster situations, finance operations will often be conducted with compressed time constraints and other pressures, necessitating the use of non-routine procedures. This in no way lessens the requirement for sound financial management and accountability. In most instances, activation of the District Disaster Management Plan will involve expenditure of funds to cover costs in providing support to affected Local Government areas. Financial management is crucial during any process of the DDMG as cost recovery is not automatically derived. Any financial expenditure incurred by the DDCC is to be authorised by the DDC. Member agencies of the DDMG are to ensure that their own organisation have appropriate arrangements in place regarding staff hours being mindful of fatigue management. Each support agency is responsible for providing their own financial services and support to its response operations relevant to their agency. The Executive Officer or their delegate will have the responsibility of maintaining a log of hours performed to be maintained with record of normal hours and overtime incurred. Fatigue management is to be monitored with periods of duty (in most cases) to be no longer than 12 hours and comply with enterprise bargaining provisions where operationally practicable. The circumstances and conditions under which disaster-related expenditure may be recouped is explained in the “Disaster Relief and Recovery Arrangements Guidelines”. Reimbursement is not an automatic process and requires solid evidence of disaster-related expenditure. Some disaster events may not be claimable. Any costs incurred must be approved prior to expenditure. A record of all expenditure must be kept. Extreme care and attention to detail must be taken throughout the disaster operation period to maintain logs, formal records and file copies of all expenditure (including personnel timesheets), in order to provide clear and reasonable accountability and justifications for future audit and potential reimbursement purposes. Natural Disaster Relief and Recovery Arrangements (NDRRA) In order to formally recognise the severity of damage to an area or region affected by a natural disaster event, the Minister for Fire and Emergency Services may declare a geographically defined area to be a "Natural Disaster Area". For NDRRA to be applicable certain criteria must be met and these can be obtained from the NDRRA Handbook which is reviewed and updated yearly. This declaration is used as an administrative tool to define the area to which the Natural Disaster Relief and Recovery Arrangements (NDRRA) measures will apply. It should be noted that a “Declaration of a Disaster Situation” is NOT a pre-requisite to the provision of the NDRRA assistance. State Disaster Relief Arrangements (SDRA) For smaller events, it may be possible for State Disaster Relief Arrangements (SDRA) to apply. In such instances, personal hardship is a trigger for this assistance to be activated. Operational costs associated with the event may be claimed in accordance with the disaster district arrangements outlined above.


Information Management All information (incoming and outgoing) relating to disaster operations must be communicated through the DDCC. The use of the WebEOC software (DIEMS) in the DDCC supports the management of information from all agencies involved. Recording requirements are set out as Activity Log, tasks and all actions taken within the DDCC are captured within the program for all stages of activation (Alert, Lean Forward, Stand Up and Stand Down) for Response Operations and Recovery. Hardcopy or email information received (outside of DIEMS) within the DDCC is to be scanned or copied into the relevant event to ensure an accurate and chronological activity log is maintained.

Media Management The community shall be kept informed of the activities of the District Disaster Management Group. This includes 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 a disaster event and disaster operations following an event on behalf of the Disaster District shall only be made by the DDC or Deputy Chairperson in consultation with and assistance from other DDMG members as necessary. Comment from the DDMG must relate to district support operations and not tactical aspects of the operations at the LDMG level. Comment on operations at the LDMG level is not to be made but left to the Chair of the LDMG in accordance with Local Disaster Management Plan arrangements. The DDC will appoint a suitable person to perform media liaison duties and organise media representatives to attend the DDCC briefing area. The DDC shall authorise all media releases and briefing times from the DDCC. This will be carried out through an appointed Media Liaison Officer, having regard to media deadlines. The appointment of any media liaison officer will be at the discretion of the DDC. The following officers will be responsible for the release of any information: Media Liaison Officers:

a) Chairperson b) Police Media

Generally, media should not be provided access to the DDCC during times of activation unless approved by the DDC.

Accessing Support and Allocation of Resources District disaster management groups do not themselves 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 maintained and held in each local disaster management plan. The Brisbane and Redland local disaster management groups who require assistance in the form of resources or services not available within their jurisdiction, or if available, have been or are likely to be expended, may request assistance from the Brisbane DDMG in providing those resources. Such requests shall be in the approved form – Request for Assistance (RFA). The Brisbane and Redland LDMGs who require assistance in the form of resources or services will be requested to consider support from non-disaster affected LDMGs through local arrangements or through the Local Government Authority of Queensland (LGAQ). Cost recovery considerations will be necessary as natural hazards such as cyclone and flooding normally affect bordering local government areas.


Upon receipt of a request for assistance, the DDMG shall make all reasonable endeavours to locate the required resource of service from elsewhere 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 for Assistance, in the required form, to the QDMC. 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, Deputy Chairperson and Executive Officer shall ensure that accurate records are maintained in respect to requests for assistance, resource acquisition and allocation and financial expenditures. With the exception of DACC Category One, all requests for Australian Defence Force assistance under the Defence Aid to the Civil Community (DACC) arrangements shall be made by the DDC via the SDCC on behalf of the State Group. Requests for ADF assistance under Category One of the DACC arrangements may be made direct to the commanding officer of the unit to whom the request is being made. The DDC is to be made aware of any DACC category one requests. Requests for ongoing ADF assistance, particularly where aircraft usage or cost recovery may be required, under categories other than category one, shall be forwarded to the Executive Officer of the SDCC. Prioritisation for the allocation of support and resources will be determined as the need arises or request is received. Prioritisation will be based on factors such as preservation of life, mitigating the damage to essential services, critical infrastructure or domestic and commercial infrastructure.

Hazard Specific Arrangements Whilst Queensland has adopted an all hazards approach to the development of disaster management arrangements, it is important to acknowledge that some hazards have characteristics that may require a hazard specific approach.

Other hazard specific plans are developed by associated agencies, which form appendices to and should be read as complementing this plan. The following table outlines the primary agency and associated hazard specific plan.

Specific Hazard Primary agency State Plan

Animal and plant disease

Department of Agriculture and Fisheries

Australian Veterinary Emergency Plan (AUSVETPLAN)

Biological (human related)

Queensland Health and Hospital Health Services

State of Queensland Multi-agency Response to CBR incidents

Bushfire Queensland Fire and Emergency Services

Wildfire Mitigation and Readiness Plans (Regional)

Chemical Queensland Fire and Emergency Services


Influenza Pandemic Queensland Health and Hospital Health Services

Queensland Pandemic Influenza Plan

https://www.animalhealthaustralia.com.au/our-publications/ausvetplan-manuals-and-documents/





https://www.health.qld.gov.au/__data/assets/pdf_file/0030/444684/influenza-pandemic-plan.pdf


Ship-source Pollution

Department of Transport and Main Roads

Queensland Coastal Contingency Action Plan National Plan to Combat Pollution of the Sea by Oil and Other Noxious and Hazardous Substances

Radiological Queensland Health and Hospital Health Services


Terrorism Queensland Police Service Queensland Counter-Terrorism Plan

These plans address specific hazards where government departments and agencies have a primary management responsibility. The primary agency has responsibility to ensure that an effective hazard specific plan is prepared.

All hazard specific plans are to address the hazard actions across all PPRR phases and include information on how the QDMA links with the hazard specific arrangements and provides support to the primary agency in the management of the hazard specific event.

Specific planning is required for these arrangements as their coordination and operational procedures can be different to those of the QDMA.

Coordination centres and the structures within them can be outside the local, district and State coordination centres and the passage of information and resources may be managed using different processes.

Generic hazard specific arrangements structure and linkages and communication flow to the broader QDMA is outlined in the State Disaster Management Plan 2018.

The following documents should be read as complementing the Brisbane District Disaster Management Plan:

Threat Specific Plans

o Queensland Biosecurity Strategy o Queensland Fire and Emergency Service (Rural) – Wildfire Contingency Plan o Queensland Coastal Contingency Action Plan o Emergency Action Plan (SEQ Water) o Tropical Cyclone Storm Tide Warning-Response System

The State Disaster Management Plan 2018 (State Plan) outlines that functional plans address the functions of disaster management where government departments and agencies have a functional lead agency role. The plans and procedures are developed by the functional lead agency.

https://www.msq.qld.gov.au/Marine-pollution/Contingency-plans


https://www.daf.qld.gov.au/business-priorities/biosecurity/about-biosecurity/queensland-biosecurity-strategy

http://www.floodcommission.qld.gov.au/__data/assets/file/0019/8038/Seqwater_Supplementary_Submission_Att_13.pdf

https://www.disaster.qld.gov.au/dmp/Documents/Storm-Tide-Handbook.pdf



Recovery Strategy Disaster recovery is a continuous process from relief/short term recovery through medium/long term recovery to the resumption of normal business. This strategy has been developed to be flexible and to enable scaling up and down of recovery processes as required. The District recognises the importance of recovery efforts being driven locally with a progression of support through District to State as required. The district recovery strategy may be activated upon direction from the DDC or the QDMC. This recovery strategy provides a framework for the coordination of recovery operations within the district and is supported by the procedures outlined in the Queensland Relief and Recovery Guidelines. Recovery is complex and usually a long process. It goes beyond immediate welfare support and includes physical repair and reconstruction, personal rehabilitation, the restoration of social well-being, community development, economic renewal and growth, and regeneration of the natural environment. Effective recovery requires a range of services and is successful if the services are provided in a coordinated and streamlined way. To achieve this end the structured and effective integration of government agencies, non-government organisations, government-owned corporations, industry groups, the private sector and whole-of-community is required. Experience has demonstrated that effective recovery management following a disaster depends on planned procedures, trained staff, identified resources and planned distribution processes. Successful recovery relies on the following principles: Understanding the context – Appreciating the risks faced by individuals and communities, acknowledging strengths, weaknesses and past experiences, supporting people with vulnerabilities and recognising and respecting differences. Recognising complexity – Diverse needs, wants and expectations of the community, conflicting knowledge, values and priorities, four functions of recovery often overlap and recovery arrangements must consider the inter-relationships between these functions. Using community-led approaches – Allowing individuals, families and communities to manage their own recovery, using and developing community knowledge, leadership and resilience, building strong partnerships between communities and those involved in the recovery process. Ensuring coordination of all activities – Use an emergency management approach that integrates with responses and contributes to future prevention and preparedness; be inclusive; have clear and shared goals; have clear decision making and reporting structures. Employing effective communication – Ensure two way communication with community; ensure communication is relevant, timely, clear, accurate, targeted, credible and consistent; use a variety of communication methods; repeat key recovery messages. Acknowledging and building capacity – Support the development of self-reliance; quickly identify and mobilise community skills and resources; develop networks and partnerships to strengthen capacity.

Scope

The District recovery strategy has been developed to:

• include all functions of recovery (human-social, infrastructure, economic and environmental);

• define broad parameters for the effective coordination of recovery operations within the district;

• identify constraints to the coordination of recovery operations within the district; and

• identify for each recovery function, a broad scale of recovery that can be managed at district level.

https://www.qra.qld.gov.au/sites/default/files/2018-11/Queensland%20Disaster%20Relief%20and%20Recovery%20Guidelines%20QDRRA%20November%202018.pdf


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 or a support role. 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 non-government 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. Staff are encouraged to utilise local welfare agencies and emergency relief welfare agencies to assist affected persons in the first instance. If LDMG advise that hardship exists in the affected area, and that local resources are exhausted the Department of Communities Disability Services and Seniors may seek to activate the State Disaster Relief Arrangements and undertake limited outreach to assess individual needs and eligibility for such Relief arrangements. 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.

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. The Free Call 1800 Hotline would be activated and a District Triage Team would be established to schedule visits from outreach teams. 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 can be sought if departmental staff identify personal financial hardship and local community services are unable to assist. Community Recovery Centres and Hubs 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.

Medium - from 500 to 5,000 people affected - may cover a number of disaster districts across

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.


more than one region - staff may be deployed from across all regions and central office

Community Recovery Hub(s) will also be required. The Free Call 1800 Hotline would be activated.

Natural Disaster Relief and Recovery Arrangements funding may be activated, and other government 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.

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 Hub(s), Community Recovery Centre(s) and coordinated multi-agency outreach teams. NDRRA 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, inter-state 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 and Hubs and 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. Significant involvement of government and non-government agencies would be required including coordinated multi-agency outreach responses, centre based and telephone service delivery, appeals, short, medium and long-term accommodation options and community recovery plans, and Taskforce coordination.


Transition to Recovery The triggers to activate recovery are contained within the Queensland Relief and Recovery Guidelines .

Res

po

nse

Ale

rt

Triggers Actions Communications

Res

po

nse

Lea

n

Forw

ard

Rec

ove

ry A

lert

• Response phase at ‘lean forward’ level of activation

• Appointment of District Recovery Coordinator (DRC) as appropriate

• Potential actions and risk identified

• Information sharing commences

• DRC in contact with DDCC/DDC

• Initial advice to all recovery stakeholders

• District Recovery Coordinator (DRC) and District Recovery Group (DTG) members on mobile

• Ad-hoc reporting

Res

po

nse

Sta

nd

-up

Rec

ove

ry L

ean

Fo

rwar

d

• Response phase at ‘stand up’ level of activation immediate relief arrangements are required during response phase

• Monitoring of response arrangements

• Analysis of hazard impact

• Relief and recovery planning commences

• Deployments for immediate relief commenced by Recovery Functional agencies

• DRC and DRG members on mobile and monitoring email remotely

• Regular reporting

Res

po

nse

Sta

nd

Dow

n

Rec

ove

ry S

tan

d U

p

• Immediate relief arrangements continue

• Medium term recovery commences.

• Response phase moves to stand down ‘level of activation.’

• DRG activated at DDCC or alternate location

• Recovery Plan activated

• Deployments for immediate relief response

• Action plans for four functions of recovery activated

• Transition arrangements from ‘response to relief and recovery activated including from DDC to DRC (as appropriate)

• DRC and DRG members present at DDCC or alternate locations DRC and DRG members involved in medium term recovery continue as required

• Regular reporting to DDC/SDCG

R

eco

very

Sta

nd

Do

wn

• DRG arrangements finalised

• Community returns to normal activities with ongoing long term recovery support provided by functional lead agencies as required.

• Consolidate financial records

• Reporting requirements finalised

• Participate in recovery debrief

• Participate in post event debrief

• Post event review and evaluation

• Long term recovery arrangements transferred to functional lead agencies

• Return to core business

• DRC and DRG members resume standard business and after hours contact arrangements

• Functional lead agencies report to DRC/DRG as required

Functions of Recovery Recovery is conceptually grouped into four functions. It is important to acknowledge that the four functions of recovery overlap and recovery arrangements must reflect the inter-relationship between each of these functions. Each designated functional lead agency has responsibility for the performance of a function of recovery which has a direct correlation to their core business. Functional lead agencies will require the assistance of supporting agencies to effectively perform their function.

https://www.qra.qld.gov.au/sites/default/files/2018-11/Queensland%20Disaster%20Relief%20and%20Recovery%20Guidelines%20QDRRA%20November%202018.pdf


Function Lead Agency

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

Environmental Department of Environment and Science (DES)

Human-social Department of Communities, Disability Services and Seniors

Infrastructure Transportation infrastructure: Department of Transport and Main Roads

Building Recovery: Department of Housing and Public Works

Telecommunications: Telecommunications providers

Energy infrastructure (electricity, gas, fuel): Department of Natural Resources, Mines and Energy

Water Supply Department of Natural Resources, Mines and Energy

Water Entities: Local government, Queensland Urban Utilities

Economic Economic recovery includes renewal and growth of the micro economy (within the affected area) and the macro economy (overall economic activity of the state). Economic recovery includes individual and household entities (e.g. employment, income, insurance claims), private and government business enterprises and industry. It includes assets, production and flow of goods and services. It includes capacity for the export of goods and services from the affected area and securing confidence of business markets. Economic recovery will be led by Department of State Development Manufacturing and Planning and will focus on the coordinated process of supporting affected communities in:

• Implementation of business and industry economic recovery strategies

• Matters relating to the impact of events on tourism and tourists;

• Regional intelligence on the impact to infrastructure and business and industry.

Environment Environment, or natural environment, recovery includes restoration and regeneration of biodiversity (species and plants) and ecosystems, natural resources, environmental infrastructure, amenity/aesthetics (e.g. scenic lookouts), culturally significant sites and heritage structures. It includes management of environmental health, waste, contamination and pollution and hazardous materials. Environmental recovery will be led by Department of Environment and Science and will focus on the coordinated process of supporting affected communities in:

• assessing the impact of the event on the natural (e.g. water quality, ecological impact and pollution) and cultural (e.g. heritage conservation including indigenous cultural heritage) environment;

• providing advice on potential environmental issues (e.g. water quality and sewerage, etc) and monitoring current issues (e.g. monitoring pollution and animal welfare);

• the rehabilitation of the natural environment, including parks, waterways and wildlife;

• rehabilitation of the cultural environment;

• the preservation of community assets (e.g. reserves and parks);

• managing and disposing of waste;


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

• monitoring and assessing the environmental consequences of clean-up operations.

Human and Social The Department of Communities, Disability Services and Seniors has functional lead-agency responsibility for Human and Social recovery and chairs the Brisbane District Human and Social Recovery Group. The Department is responsible for developing the District Human and Social Recovery Plan under advice from the Human and Social Recovery Group. The Brisbane District Human and Social Recovery Plan provides the strategic framework for human and social recovery planning, outlining roles and responsibilities of government and non-government partners for the coordinated delivery of human and social recovery services following a disaster. Human and social recovery relates to the provision of personal support, psychological services, temporary accommodation (not evacuation centres), financial assistance and repairs to impacted dwellings to meet immediate individual needs and uninsured household loss and damage.

Infrastructure Infrastructure, or built environment, recovery includes repair and reconstruction of residential and public buildings, commercial, industrial and rural buildings and structures, government structures, utility structures, systems and services (transport, water, sewage, energy, communications) and other essential services and dam safety. Infrastructure recovery will be led by the various lead agencies including Department of Transport and Main Roads, Department of Natural Resources, Mines and Energy, Department of Housing and Public Works - Building and Asset Services and Telecommunications providers. Each will focus on the process of supporting affected communities in assessing and coordinating:

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

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

• demolition of unsafe buildings and structures;

• repair and rebuilding matters of housing stock;

• disposal of hazardous material and debris;

• recovery of utility (water, power and telecommunications) infrastructure, which is normally undertaken by infrastructure owners and operators (e.g. Telstra and Ergon Energy, etc.);

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

• the restoration of damaged dam structures;

• 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; and

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


District Recovery Group (DRG) Where appropriate the medium/long term recovery phase may include the establishment of a District Recovery Group (DRG) with specific membership appointed as appropriate to the type of event and functions required. Where a District Recovery Group is established recovery coordination is handed over to the District Recovery Coordinator (DRC) who will be the DDC or a person appointed by the DDC to Chair the District Recovery Group. 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: Chamber of Commerce, insurance companies, major employment (industry) or 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 Operational Plan to meet the requirements of the Terms of Reference.

Activation The district recovery strategy may be activated upon direction from the DDC or the QDMC. Operational and Action Plans will be developed as needed by functional agencies and endorsed by the DDMG during normal business; or the DDMG/DDC during disaster operations to ensure the validity of decisions and consistency with the DM Act. The actual activities and services will vary across the six different phases as described below:

• Preparedness

• Alert/Stand-By

• Activation

• Immediate to Short-Term Recovery

• Medium to Long-Term Recovery

• Stand-Down/De-Brief As disaster response and immediate/short term recovery occurs concurrently, the activation of the recovery 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 dependent on the recovery structure considered by the DDMG for each specific event.

Planning During non-operational times the Brisbane DDMG is to include recovery considerations in their disaster management plans, which will be informed by functional lead agencies. Functional lead agencies are to create their own specific mechanisms for planning etc. Functional lead agencies should have a function-specific plan at the district level that is cognisant of local issues and can be used to guide service arrangements in support of local and district recovery arrangements.


Operations During operations the District Recovery Group will include functional lead agencies from district level; functional lead agencies use their own arrangements to provide support. This group will coordinate recovery operations in liaison with functional lead agencies and the DRG.

Economic Function Environmental

Function Human and Social Function

Infrastructure Function

Role To lead and coordinate planning and implementation of the economic function of recovery

To lead and coordinate planning and implementation of the environmental function of recovery

To lead and coordinate planning and implementation of the human-social function of recovery

To lead and coordinate planning and implementation of the infrastructure function of recovery

Responsibilities Coordinate the economic function of district/local recovery operations. Assess and monitor impact on economic viability, key economic assets including employment issues and capacity of local businesses to operate. Facilitate business, industry and regional economic recovery and renewal. Develop industry and business recovery plan and implementation strategies in conjunction with local government, relevant State Government agencies, regional economic development organisations and industry bodies. Facilitate financial assistance, access to funds and loans and employer subsidies. Where required, facilitate linkages with job providers and employment agencies to source labour, re-establish supply chains and joint marketing activities. Develop a strategy to maximize use of local resources during clean up and restoration activities. Support small to medium enterprise (e.g. referrals, business assistance, etc). Identify options for improvement or adjustment from current business operations, where required. Assist with contract arrangements, where required. Ensure involvement of local business and industry representatives and the community in decision making

Coordinate the environmental function of district/local recovery operations. Coordinate assessment of the event on the natural (e.g. water quality, ecological impact, pollution) and cultural (e.g. heritage conservation including indigenous cultural heritage) environment. Provide advice on potential environmental issues (e.g. water quality, sewerage, etc). Coordinate rehabilitation of natural environment, including parks, waterways and wildlife. Coordinate the rehabilitation of the cultural environment; Coordinate preservation of community assets (e.g. reserves and parks). Consider mitigation strategies to reduce future impacts on the natural environment, where appropriate. Monitor issues of pollution. Coordinate waste management and disposal. Ensure effective consultation and communication with the community and relevant organisations including environmental bodies and interest groups. Monitor and assess the environmental consequences of clean-up operations. Monitor and assess animal welfare issue

Coordinate the human-social function of district/local recovery operations. Liaise with relevant response and recovery bodies and organisations. Work with affected communities and interest groups to support their involvement in the decision-making process. Coordinate the human-and social component of recovery, and report to the post-event DRC (when appointed) on long-term recovery. Support planning and delivery of individual and community services to assist with recovery including: Personal support and material assistance Community development Psychological first-aid Referrals to appropriate specialist services Accommodation support Information and referral Advocacy Financial assistance

Coordinate the infrastructure function of district/local recovery operations. Liaise with the Insurance Council of Australia to ensure the declaration of the general insurance industry Catastrophe Coordination Arrangements and to identify nominated ICA representative. Coordinate building safety inspection services, secure damaged buildings and structures and coordinate demolition/repair and rebuilding Coordinate the assessment of damage to housing stock, commercial and industrial buildings, rural structures, and infrastructure facilities. Work with all sectors/stakeholders to determine prioritisation of works Assist with development of options for temporary accommodation Assist with development of a coordinated approach to housing related strategies Coordinate restoration of sporting facilities and public playgrounds. Work with affected communities and interest groups to support their involvement in the decision-making process. Ensure risk reduction is considered in planning for rebuilding and reconstruction


Supporting Agencies

Economic Function Environmental Function

Human Social Function

Infrastructure Function

Council (respective Local Govt).

Economic Development Officer (EDO)

Environmental Officers Community Development Officer

Local Planning Officers Council Engineering staff

State Govt DSD (Functional lead agency) Queensland Rural Adjustment Authority

DEHP (Functional Lead Agency) Maritime Safety Queensland (MSQ) QFES – Scientific Branch

DCCSDS (Functional Lead Agency) Department of Education and Training Queensland Health Department of Housing and Public Works

DSD (Functional Lead Agency) DHPW DTMR DCCSDS LGAQ DEHP

Federal Govt Environmental Advisors Chemical/Hazardous Substance advisors Catchment advisory groups

Centrelink DOTARS

Non -Government/ Business Representatives

Insurance Council of Australia Insurance companies Chamber of commerce Primary producer groups Industry representatives Tourism operators

RSPCA Environmental Interest Groups

ADRA Australian Red Cross Lifeline Community Care Salvation Army St Vincent de Paul Local community and welfare groups RSPCA (companion animals)

Queensland Building Services Authority Insurance Council of Queensland Utility owners / operators Private infrastructure owners Transport operators

Operational and Action Plans When convened for disaster recovery operations, the District Recovery Group will develop an Operational Plan to guide its activities. This will be discussed and developed during the group’s first meeting. A broad timeframe should be included in this plan. At the first meeting Action Plan’s for each recovery function will be developed. Each Action Plan will list the tasks to be performed by the group, agencies/individuals responsible for the tasks and a timeframe for completion of the tasks. At each subsequent group meeting, respective Action Plans will be reviewed and updated, with new information. Revised plans should consider: emerging issues; additional actions that may be required; roles and responsibilities; arrangements for ongoing coordination across the functions; and progress against the original requirements. Operational and Action plans should also identify proposed transitional arrangements that consider the requirements of affected individuals and communities. This should include service delivery arrangements and emerging issues. Plans should also be informed, where possible, by feedback received through ongoing community engagement strategies. Copies of completed Action Plans should then be submitted to the recovery group at their final meeting, where the Operational Plan is also to be finalised. Copies of plans should be included in relevant agency and group event after action reports.

Considerations for Operational and Action Plans When developing Operational and Action Plans lead functional agencies and recovery groups should consider the following:

• Issues identified from information gathered by impact assessments;

• Arrangements outlined in existing functional plans;


• How to allocate actions and responsibilities across the four recovery functions to inform the development of action plans;

• Arrangements for overall coordination of recovery operations;

• How to develop strategies for recovery with the affected community/ies which detail the vision, goals and project outcomes of the recovery strategy;

• Identifying the main short, medium and long-term priorities;

• Developing project timeframes, costs, funding priorities and funding strategies;

• Advertising and disseminating public information about the Action Plans;

• Determining appropriate community engagement and communication strategies;

• Ensuring all aspects of Operational and Action Recovery Plans adhere to the National Principles for Disaster Recovery;

• Transitional and exit strategies; and

• Strategies for conducting a debrief and evaluation of recovery operations.

Immediate/short term recovery 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. 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, the District Recovery Group will also prepare an Event Specific 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 from immediate/short term to medium/long term recovery The Brisbane 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 District 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 dependent 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 Group.


Transition to normal business The conclusion of the recovery phase will be determined by the relevant District Recovery Group. The Recovery Group will manage the recovery process for as long as a 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 their agencies core business processes.


Operational Plans The DDMG has developed a number of operational plans for use during response and recovery phases undertaken prior to, during and after disaster events. These operational plans have been developing to assist in the mitigation of residual risk passed from the local to district level. It is the responsibility of the XO to ensure these plans are reviewed annually in consultation with the Chair of the DDMG and member agencies. These plans include,

1. District Disaster Coordination Centre General Instructions. (Held with the Executive Officer)

2. Human and Social Recovery Sub Plan. (Available upon request to the Department of Communities, Child Safety and Disability Services)

Operational Plan 1 – District Disaster Coordination Centre General Instructions

NOT FOR PUBLIC RELEASE

Operational Plan 2 - Human and Social Recovery Sub Plan.

Available upon request to the Department of Communities, Child Safety and Disability Services. NOT FOR PUBLIC RELEASE


Annexure Index A Brisbane District Disaster Management Group Contact List B Brisbane District Risk Register C Brisbane District Risk Analysis D Brisbane District Risk Evaluation E Brisbane District Risk Treatment Plan F Abbreviations and Acronyms G Definitions H Brisbane DDMG Annual Operation Plan

___________________________________________________________________________________________________________________________________ Brisbane District Disaster Management Plan – Rewrite Version 19 November 2018 P a g e | 77

Annexure C - Brisbane District Risk Register

Risk Identification (District level risks only)

Risk No. Risk Statement Source Impact Category Prevention/Preparedness

Controls Recovery/Response Controls

1A.

There is the potential a severe storm will impact on the Brisbane Disaster District causing interruption to essential services and damage to vital infrastructure

Storm Infrastructure

• Building codes

• Resilience of networks and infrastructure

• Warning systems

• Local training

• LDMG • DDMG

• Queensland Police

• Emergency Services

• SES • Essential Services

workers

• Business Continuity Plans

• Auxiliary power supplies

1B.

There is the potential a severe storm will impact on the Brisbane Disaster District causing significant damage to residential properties including private residences, aged care facilities, etc.

Storm People

• Building codes


• Warning systems • Evacuation planning

• Planning for establishment of support networks and services


• EMQ • Emergency Services

• LDMG

• DDMG

• Essential Services workers


• Evacuation Centres • Dept of Communities

• Recovery Plans

• Resupply Guidelines

• Volunteering Organisations


1C.

There is the potential a severe storm will impact on the Brisbane Disaster District causing significant damage to the environment.

Storm Environment

• Town Planning

• Environmental Planning

• DEH Disaster Management Plans

• Local Government

• DEH

1D.

There is the potential a severe storm will impact on the Brisbane Disaster District causing significant damage to local businesses and industry causing economic impact.

Storm Economy • Business Continuity

Plans

• District Recovery Plans

• Local government DSDIP

• State and Federal Support

• Industry and Government Recovery planning

•

2A..

There is the potential sustained rainfall, dam release or dam failure will cause widespread flooding or localised flooding to low lying areas in the Brisbane Disaster District impacting essential services and damage to vital infrastructure

East Coast Low Infrastructure

• Building codes

• Flood mitigation strategies


• Warning systems

• Local training

• LDMG

• DDMG • Queensland Police


• SES




2B..

There is the potential sustained rainfall, dam release or dam failure will cause widespread flooding or localised flooding to low lying areas in the Brisbane Disaster District inundating numerous residential properties.

East Coast Low People

• Building codes


• Drainage systems and maintenance

• Public Education

• Warning Systems

• Local training

• Evacuation Plans


• Emergency Services • SES

• LDMG

• DDMG



• Evacuation Centres

• Dept of Communities • Recovery Plans


• Volunteering


Organisations

2C.

There is the potential sustained rainfall, dam release or dam failure will cause widespread flooding or localised flooding to low lying areas in the Brisbane Disaster causing significant environmental damage.

East Coast Low Environment



• Public Education • Warning Systems

• Local training

• Environmental engineering

• DEH


2D.

There is the potential sustained rainfall, dam release or dam failure will cause widespread flooding or localised flooding to low lying areas in the Brisbane Disaster causing significant damage to local businesses and industry causing economic impact.

East Coast Low Economy




• Local government

• DSDIP

• State and Federal funding and support

• Industry and Government Recovery planning

3A.

There is the potential a cyclone and related storm surge will cause severe damage to essential services and damage to vital infrastructure in the Brisbane Disaster District.

Cyclone Infrastructure

• Building codes • Resilience of networks

and infrastructure

• Warning systems

• Local training

• LDMG

• DDMG






3B.

There is the potential a cyclone and related storm surge will cause severe damage to private residence and threat to human life. in the Brisbane Disaster District.

Cyclone People

• Building codes


• Early Warning Systems • Evacuation plans

• Local training



• SES

• LDMG • DDMG








3C.

There is the potential a cyclone and related storm surge will cause significant damage to the environment in the Brisbane Disaster District.

Cyclone Environment




• Warning Systems

• Local training • Environmental

engineering

• DEH


3D.

There is the potential a cyclone and related storm surge will cause damage to local businesses and industry resulting in economic impact in the Brisbane Disaster District.

Cyclone Economy • Business Continuity

Plans


• Local government • DSDIP


4A.

There is the potential a bushfire in the Brisbane Disaster District will cause severe damage to essential services and vital infrastructure

Bushfire Infrastructure

• Building codes

• Council regulations • Resilience of networks

and infrastructure

• Warning systems

• Local training

• LDMG

• DDMG






•

4B. There is the potential bushfire in the Brisbane Disaster District will cause significant damage to houses and threat to human life.

Bushfire People

• Building codes • Council Regulations


• Early Warning Systems


• EMQ



• Evacuation plans

• Local training

• LDMG

• DDMG







4C.

There is the potential bushfire in the Brisbane Disaster District will cause significant damage to the environment.

Bushfire Environment

• Bushfire preparedness strategies

• Council Regulations • Public Education

• Warning Systems

• Local training

• Environmental engineering

• DEH

• Local government • QFRS



4D.

There is the potential bushfire in the Brisbane Disaster District will cause damage across local business and industry resulting in damage to the economy.

Bushfire Economy • Business Continuity

Plans



• DSDIP • QFRS


5A.

There is the potential an earthquake could cause catastrophic damage to buildings, essential services and critical infrastructure in the Brisbane Disaster District.

Earthquake Infrastructure


and infrastructure

• Warning systems

• Local training

• LDMG

• DDMG




workers



•


5B.

There is the potential an earthquake could cause catastrophic damage in the Brisbane Disaster District causing high threat to human life and damage to residential premises.

Earthquake People

• Building codes

• Public Education • Early Warning Systems


• Local training


• EMQ

• Emergency Services • LDMG

• DDMG







5C.

There is the potential an earthquake could cause catastrophic damage in the Brisbane Disaster District and significant impact to the environment.

Earthquake Environment


• DSDIP


• DEH




5D.

There is the potential an earthquake could cause catastrophic damage in the Brisbane Disaster District resulting in significant damage to local business and industry impacting on the economy.

Earthquake Economy • Business Continuity

Plans


• Local government • DSDIP


6A.

There is the potential an off-shore seismic event would lead to a Tsunami causing widespread damage in the Brisbane Disaster District including significant damage to essential services and critical infrastructure.

Tsunami Infrastructure


and infrastructure

• Warning systems

• Local training

• LDMG

• DDMG




workers




6B.

There is the potential an off-shore seismic event would lead to a Tsunami causing widespread damage in the Brisbane Disaster District creating high threat to human life and damage to residential properties.

Tsunami People

• Building codes • Public Education



• Local training


• EMQ

• Emergency Services • LDMG

• DDMG







6C.

There is the potential an off-shore seismic event would lead to a Tsunami causing widespread damage in the Brisbane Disaster District including to the environment.

Tsunami Environment


• DSDIP


• DEH




6D.

There is the potential an off-shore seismic event would lead to a Tsunami causing widespread damage in the Brisbane Disaster District including local businesses and industry damaging the economy.

Tsunami Economy • Business Continuity

Plans



• DSDIP


7A.

There is the potential an oil or chemical spill in the Brisbane Disaster District could cause significant threat to the safety of people and require evacuations.

Chemical/Oil Spill

People

• Legislation re storage and carriage of hazardous materials

• Emergency Services Training



• EMQ


• DTMR/MSQ • LDMG

• DDMG





• Recovery Plans



7B.

There is the potential an oil or chemical spill in the Brisbane Disaster District could cause significant damage to the environment.

Chemical/Oil Spill

Environment

• Legislation re storage and carriage of hazardous materials

• Emergency Services Training

• QFRS

• DTMR/MSQ • EPA

• DEH



8A.

There is the potential a pandemic could cause significant impact for people across the Brisbane Disaster District.

Pandemic People

• Queensland Health Plans

• Pandemic Plan • Influenza Plan

• Heat Stress Plan

• Public Awareness

• Seasonal Preparedness • Media Plan


• Local training

• Queensland Health

• Queensland Police • EMQ

• LDMG

• DDMG

• QFRS • QAS

• SES

• Dept of Communities

• Medical Services

8B.

There is the potential an infestation or plague could cause significant impact for people, animals or vegetation across the Brisbane Disaster District.

Infestation People/ Economy/

Environment

• Queensland Health Plans

• Pandemic Plan

• Biosecurity Plans • Public Awareness

• Seasonal Preparedness

• Media Plan


• Local training



• EMQ

• DSDIP • LDMG

• DDMG

• QFRS

• QAS

• SES • Medical Services

9.

There is the risk of a major disruption to critical infrastructure through system failure.

Infrastructure Failure

Infrastructure


and infrastructure

• Warning systems

• LDMG • DDMG




• Local training

• SES




•

10.

There is the potential a large multiple casualty incident occurring with multiple loss of human life.

Large Multi-Casualty Incident

People

• Agency and Industry Planning

• Media Plan • Evacuation plans

• Local training


• EMQ


• LDMG • DDMG

• Mass transportation agencies




• Recovery Plans

• Resupply Guidelines • Volunteering

Organisations

11A.

There is the potential a terrorist incident could cause major disruption to critical infrastructure in the Brisbane Disaster District.

Terrorist Incident

Infrastructure

• Law enforcement

• Building codes


• Warning systems

• Local training


• Media Plan • Evacuation plans

• LDMG

• DDMG




workers



•

11B

There is the potential a terrorist incident could cause multiple deaths and significant threat to the safety of people and require evacuations.

Terrorist Incident

People

• Law enforcement • Building codes


• Queensland Police • EMQ


• Mass transportation


• Warning systems

• Local training


• Media Plan


agencies

• LDMG

• DDMG



• Evacuation Centres • Dept of Communities

• Recovery Plans

11C.

There is the potential a terrorist incident could cause widespread damage in the Brisbane Disaster District including to the environment.

Terrorist Incident

Environment

• Law enforcement



• QPS • DEH

• DSDIP




11D.

There is the potential a terrorist incident could cause widespread damage in the Brisbane Disaster District causing long term impact to the economy.

Terrorist Incident

Economy

• Law Enforcement



• QPS • Local government

• DSDIP

• QFRS


12A.

There is the potential a large number of affected persons could be evacuated from overseas requiring mass reception in Brisbane.

Reception People

• Brisbane Reception

Plan

• Local training


• Media Plan


• EMQ

• QPS

• BAC • AFP

• Department of Communities

• Border Protection Agencies

• Centrelink

• TMR

• LDMG

• DDMG • Evacuation Centres


12B.

There is the potential a large number of affected persons could be evacuated domestically requiring mass reception in Brisbane.

Reception People

• Brisbane Reception Plan (local)

• Local training


• Media Plan


• EMQ

• QPS

• BAC • AFP

• Department of Communities

• Centrelink • TMR

• LDMG

• DDMG



Annexure D - Brisbane District Risk Analysis

Risk Analysis

Risk No Level of Existing PP Controls Level of Existing RR Controls Consequence Likelihood Risk Confidence Level

1.

• Building codes


• Warning systems

• Local training


• SES


• Business Continuity Plans • Evacuation Plans

• Recovery Plans

Moderate Almost Certain Medium High

2.

• Building codes • Flood mitigation

strategies



• Warning systems

• Local training


• SES



• Evacuation Plans • Recovery Plans

Moderate Almost Certain Medium High

3.

• Building codes


• Warning systems • Local training


• SES


• Business Continuity Plans • Evacuation Plans

• Recovery Plans

Major Possible High High

4.

• Building codes • Council Regulations


• Warning Systems


• Queensland Police • QFRS

• SES



Moderate Possible High High


• Controlled burning off • Evacuation Plans

5.


and infrastructure

• Warning systems

• Local training

• Queensland Police • SES



• Recovery Plans

Major/ Catastrophic

Unlikely High High

6.

• Building codes

• Public Education • Early Warning Systems



• SES

• Essential Services workers • Business Continuity Plans


• Recovery Plans

Major/ Catastrophic

Unlikely High High

7.

• Resilience of networks

and infrastructure

• Legislation re transportation/bulk storage

• Warning systems

• Public education

• QFRS

• DTMR/MSQ

• SES


• Business Continuity Plans • Evacuation Centres

• Recovery Plans

Minor Likely Medium High

8. • Public Education



• QFRS

• SES




Moderate Unlikely Medium High

9.

• Building codes


• Resilience of networks and infrastructure.

• Essential Service workers


• SES • Evacuation Plans


Moderate Possible Medium High

10. • Local training


• Essential Service workers

• Queensland Police • QAS

Moderate Possible Medium Moderate




11.

• Law enforcement

• Building codes


• Warning systems

• Local training


• Media Plan



• EMQ


• Mass transportation agencies

• LDMG

• DDMG


• Business Continuity Plans • Evacuation Centres


• Recovery Plans

Major/ Catastrophic

Possible High High

12.

• Brisbane Reception Plan

• Local training • Agency and Industry

Planning

• Media Plan


• EMQ

• QPS

• BAC

• AFP • Department of Communities

• Centrelink

• TMR


Moderate Possible Medium High


Annexure E - Brisbane District Risk Evaluation

Risk Evaluation

Risk No Tolerability Treatment Strategies Residual

Consequence Residual Likelihood Residual Risk Further Action

1.

Tolerable Subject to ALARP

• Effective Planning

• Flexible, agile structure

• Seeking continuous improvement through training and exercises

• Seeking continuous improvement through review of other bodies training, responses and exercises

• Establishing effective information management systems

• Commitment to timely actions

• Commitment to timely distribution of information

Moderate Almost Certain Medium

Treatment required,

No further analysis

2. Tolerable Subject to

ALARP








Moderate Almost Certain Medium

Treatment required,

No further analysis


ALARP


• Flexible, agile structure • Seeking continuous improvement

Major Possible High

Treatment required,

No further analysis


through training and exercises






ALARP








Moderate Possible High

Treatment required,

No further analysis


ALARP

• Effective Planning • Flexible, agile structure




• Commitment to timely actions • Commitment to timely distribution of

information

Major/ Catastrophic

Unlikely High

Treatment required,

No further analysis


ALARP

• Effective Planning • Flexible, agile structure


Major/ Catastrophic

Unlikely High

Treatment required,

No further analysis







ALARP








Minor Likely Medium

Treatment required,

No further analysis


ALARP








Moderate Unlikely Medium

Treatment required,

No further analysis


ALARP




• Seeking continuous improvement


Treatment required,

No further analysis


through review of other bodies training, responses and exercises





ALARP









Treatment required,

No further analysis

11 Tolerable Subject to

ALARP








Major/ Catastrophic

Possible High

Treatment required,

No further analysis


ALARP





Moderate Possible Medium

Treatment required,

No further analysis





Annexure F - Brisbane District Risk Treatment Plan

Risk No.

Treatment Strategy Priority Responsible

Agency Consequential Actions

Resource Requirements

Including Estimated Cost

Implementation Timeframe

Performance Measures Including reporting and monitoring

requirements

1. Effective Planning High DDMG

• Review of Brisbane and Redland LDMG Plans

• Review of Brisbane DDMG Plan

•

LDMG members DDMG members

Before 30 September 2013

All plans to QDMC for review

2. Building flexible, agile structure

High DDMG

• Training for group members

• Procedures for DDCC activations

• Training for LDCC and DDCC activations

• Exercises for DDMG members

• XO, DDMG

• EMQ

• BCC, RCC

Continuous

• Number of exercises

• Number of members trained

• Number of members for DDCC trained

3. Seeking continuous improvement through

High DDMG • Review of any DDMG

response

• Review of any

• XO, DDMG

• EMQ Continuous

• Review of response to disasters locally

• Review of response to


review of own actions

training/exercise activities • BCC, RCC

disasters nationally and internationally

4.

Seeking continuous improvement through review of external actions

High DDMG • Ongoing review of known

incidents and responses

• XO, DDMG

• EMQ

• BCC, RCC

Continuous

• Review of response to disasters locally

• Review of response to disasters nationally and internationally

5.

Establish effective information management systems

High DDMG

• Continuous review of communication systems used by DDMG, LDMGs and other agencies and jurisdictions

• XO, DDMG • EMQ

• BCC, RCC

Before 30 September 2013

• Review of job tasking systems

• Exercises testing job tasking systems

• Review of sitrep format

• Review of sitrep collation processes

• Exercises to test sitrep processes

6. Timely actions by group High DDMG

• Maintaining and exercising effective networks and systems of triggers and alerts to ensure timely exchange of information

• XO, DDMG

• EMQ

• BCC, RCC

Continuous

• Preparation and commitment to early alert of group when required

• Commitment to early activation of group when required

• Commitment to early declarations when required

7. Timely distribution of information by group

High DDMG

• Maintaining and exercising effective networks and systems of triggers and alerts to ensure timely exchange of information

• XO, DDMG • EMQ

• BCC, RCC

Continuous

• Dissemination of preseason briefings

• Dissemination of early warnings

__________________________________________________________________________ Brisbane District Disaster Management Plan – Rewrite Version 19 November 2018 P a g e | 97

Annexure G – Abbreviations and Acronyms ADF Australian Defence Force AUSVETPLAN Australian Veterinary Plan BoM Bureau of Meteorology DACC Defence Assistance to the Civilian Community DAFF Department of Agriculture and Fisheries DDC District Disaster Coordinator DDCC District Disaster Coordination Centre DDMG District Disaster Management Group DDMP District Disaster Management Plan DES Department of Environment and Science DoE Department of Education DHPW Department of Housing and Public Works DM Act Disaster Management Act, 2003 DNRME Department of Natural Resources , Mines and Energy DCDSS Department of Communities, Disability Services and Seniors DRAT District Risk Assessment Team DRC District Recovery Coordinator DRG District Recovery Group DSDMIP Department of State Development, Manufacturing, Infrastructure and Planning DES Department of Environment and Science DTMR Department of Transport and Main Roads EAP Emergency Action Plan ECC Earthquake Coordination Committee (Queensland) EMA Emergency Management Australia EMAF Emergency Management Assurance Framework EOC Emergency Operations Centre EPA Environmental Protection Agency FMD Foot and Mouth Disease 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 QAS Queensland Ambulance Service QCCAP Queensland Coastal Contingency Action Plan QDMA Queensland Disaster Management Arrangements QDMC Queensland Disaster Management Committee QFES Queensland Fire & Emergency Services RFS Rural Fire Service QLDVETPLAN Queensland Veterinary Emergency Plan NPSR National Parks, Sport and Racing QPS Queensland Police Service QR Queensland Rail QTCCC Queensland Tropical Cyclone Coordination Committee RAAF Royal Australian Air Force SDC State Disaster Coordinator SDCC State Disaster Coordination Centre SDCC State Disaster Coordination Group SDMP State Disaster Management Plan SDRA State Disaster Relief Arrangements SEWS Standard Emergency Warning Signal SES State Emergency Service SOP Standard Operating Procedure SPF Queensland Disaster Management - Strategic Policy Framework


the Act Disaster Management Act 2003 the Minister Minister Fire and Emergency Services XO Executive Officer


Annexure H - Definitions

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 Governor in Council as the Chairperson 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 Governor in Council as the Deputy Chairperson of the DDMG.

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

Disaster Management Group

One of or a number of any of the following: the QDMC, DDMGs or LDMGs.

Disaster Management Strategic Policy Framework

A strategic tool which identifies principles that guide the development and implementation of policy and initiatives to achieve disaster management priorities.

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 (s. 15, DM Act).

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.

District Disaster Management Group (DDMG)

The group established in accordance with s. 22 of the DM Act to provide coordinated State Government support and resources to LDMGs on behalf of local governments.

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.

Emergency Management Assurance Framework (EMAF)

The EMAF provides the foundation for guiding and supporting the continuous improvement of entities, disaster management programs across all phases of disaster management. The framework also provides the structure and mechanism for reviewing and assessing the effectiveness of Queensland disaster management arrangements.

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 (XO) DDMG

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

Executive Team The Chairperson, Deputy Chairperson and Executive Officer.

Extraordinary Meeting A meeting convened by the Chairperson 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 QDMC, 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 (LDMG)

The group established in accordance with s. 29 of the DM Act to support the disaster management and operational activities of local governments. The specific functions of the LDMG are outlined in s. 30 of the DM Act.

Local Disaster Management Plan

A plan that documents agreed arrangements that are in place to deal with disaster events within its area of responsibilities.

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

Minister Minister for Police, Corrective Services and Emergency Services.

Ordinary Meeting A DDMG meeting which is scheduled and convened on a regular basis at an agreed time (set by the Chairperson) 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)

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

Queensland Disaster Management Committee (QDMC)

The group established in accordance with s. 17 of the DM Act who is responsible for disaster management and operational arrangements for the state of Queensland. The specific functions of the QDMC are outlined in s. 18 of the DM Act.

Quorum The minimum number of DDMG members required to validate the business of the group.

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 QDMC.

State Recovery Coordinator

A person appointed under the Disaster Management Act 2003 who is responsible for the coordination of disaster recovery operations for the Queensland Disaster Management Committee.

State Disaster Management Plan

A planning tool for disaster managers which provides an overview of Queensland’s all-hazards disaster management arrangements, including agency roles and responsibilities at each tier of the arrangements.

State Recovery Coordinator

A person appointed under the Act who is responsible for the coordination of disaster recovery operations for the QDMC.

Temporary District Disaster Management Group

A DDMG established under the Act by the QDMC 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.

_____________________________________________________________________________________ Brisbane District Disaster Management Plan – Rewrite Version 19 November 2018 P a g e | 102

Annexure I – 2019/20 Annual Operational Plan Disaster Management Priorities:

As outlined in the Brisbane District Disaster Management Group (DDMG) Disaster Management Plan 2019/20,

the priorities for the Brisbane DDMG are –

▪ The continual 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;

▪ The regular review and assessment of the disaster management arrangements of the

- Brisbane City Council Local Disaster Management Group;

- Redland City Council Local Disaster Management Group.

▪ Ensuring the community is aware of ways of mitigating the adverse effects of an event, and preparing for, responding to and recovering from a disaster;

▪ Coordinating the provision of State resources and services to support the

- Brisbane City Council Local Disaster Management Group; and

- Redland City Council Local Disaster Management Group

in all phases of disaster management;

▪ The identification, allocation and coordination of resources that may be used for disaster operations in the district; and

▪ The establishment and review of communications systems in the group, and with the

- Brisbane City Council Local Disaster Management Group; and

- Redland City Council Local Disaster Management Group

for use when a disaster happens.

▪ Addressing disaster management training needs of the district through the delivery of a structured training program.

The Brisbane District Disaster Management Group (DDMG) develop a District Annual Operational Plan outlining the operational priorities for the forthcoming year pursuant to the provisions of Section 53 (2)(e) of the Disaster Management Act 2003. The operational plan is used as a tool to outline, implement, manage and monitor current disaster management priorities for the district. This is that Annual Operation Plan.

Some activities may be relevant to more than one Priority but will only be listed once in the Operational Plan.

No. Priorities Performance Indicators Activities Date Responsible

Unit / Member

1

The continual development, review and assessment of effective disaster management for the district including

Stakeholder Engagement

Capability Development

Disaster Mitigation/Prevention

Review and Rewrite of Brisbane DDMP to ensure compliance with the Emergency Management Assurance

By 30 June 2019

Executive Officer through an appropriate process of consultation with all DDMG



Unit / Member arrangements for mitigating, preventing, preparing for, responding to and recovering from a disaster.

Disaster Preparedness

Disaster Response

Disaster Recovery

DDMG Meetings

Member appointments /governance

Framework.

Review of District Risk Management Plan

Ensure member appointments in accordance with governance and legislative requirements and quarterly review

Ongoing

Ongoing

membership.

All DDMG Members – coordinated by Risk Management Sub Group.

XO

All agencies

All agencies

2

The regular review and assessment of the disaster management arrangements of the

- Brisbane City Council Local

Disaster Management Group;

- Redland City

Council Local Disaster Management

Group.


Review of Local Disaster Management Plans

Review of District Disaster Management Plan

Undertake formal review and assessments of Brisbane City and Redland City LDMPs in line with timeframes set by IGEM

Assist LDMGs in the development of LDMPs risk management plans and exercising of those plans.

Participate in the formal review and assessment of the DDMP in line with the timeframes set by IGEM

Timely completing and submission of Annual Report in accordance with reporting timeframes

As directed by IGEM

Ongoing

As directed by IGEM

By 30/09/2019

QPS – DDMG XO / Chair

QFES (Disaster Management)

QPS – DDMG XO

All agencies

QPS – DDMG XO

All agencies

QPS – DDMG XO

LDC’s

DDMG Chair.

3

Ensuring the community is aware of ways of mitigating the adverse effects of an event, and preparing for,


Agency resilience and business continuity.

Continued support for ‘Get Ready’ Campaign at an agency level and in support of Local Government activities.

Ongoing

All agencies.



Unit / Member responding to and recovering from a disaster;

4

Coordinating the provision of State resources and services to support the

- Brisbane City Local Disaster

Management Group; and

- Redland City

Local Disaster Management Group

in all phases of disaster management;


Preparation of staff and LO’s to undertake disaster operations.

Effective Member and agency communications.

Effective and continual training of DDCC staff and DDMG members.

Exercising established arrangements.

Conduct DDMG exercises where deemed appropriate by the group to test arrangements

Ongoing

All agencies

All agencies.

QPS – DDMG XO

5

The identification, allocation and coordination of resources that may be used for disaster operations in the district


Exercising established arrangements. (See other priorities for relevant activities)

Review of District Risk Management Plan

QPS – DDMG XO

All agencies

6

The establishment and review of communications systems in the group, and with the

- Brisbane City

Local Disaster Management Group; and

- Redland City Local Disaster Management Group

for use when a disaster happens.


Exercising established arrangements.

Regular review of DDMG contact list and regular dissemination to members

Conduct of DDMG and DDCC exercise involving both LDMGs

Each meeting and ongoing

31/12/2019 and ongoing

All agencies

QPS – DDMG XO

All agencies

QPS – DDMG XO

7

Addressing disaster management training needs of the district through the delivery of a structured training program.


Compliance with the training framework

Attendance at QFES Courses.

Training is a permanent agenda item at all DDMG meetings

QFES provides approved DM training to all members, deputies, advisors and DDCC staff aligned to strategic priorities and district needs

Ongoing

Ongoing

Ongoing



QPS – DDMG XO



Unit / Member QPS DDCC staff, DDMG members and DDCC LO’s are provided with suitable DIEMS training and access when available

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