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Component 1: Hazard Identification and Risk Assessment

Hazard identification and risk assessment helps communities and disaster managers:

• Know what they need to prepare for • Know what resources are required • Determine what actions need to occur to avoid,

lessen or eliminate the hazard • Develop a disaster management plan that addresses

local and specific needs

Key outcomes to be achieved under the Standard

No. Key Outcomes

1.1 Stakeholders have a shared understanding of, and ready access to, risk information for all types of events

1.2 Risk assessments are robust, replicable and authoritative

1.3 Risk assessments are integral to the mitigation, preparedness, continuity, response and recovery planning processes and documentation

Examples of Accountabilities in Practice

Governance • Your hazard identification and risk assessment

is based on accepted risk management methodology i.e. the National Emergency Risk Assessment Guidelines (NERAG),formal hazard mapping

considers all hazards that may result in a disaster event (as prescribed by the Disaster Management Act 2003)

is specific to your community identifies factors that may increase a hazard e.g. bushfire risk next to a chemical storage facility is informed by appropriate expertise (you may draw this expertise from a different agency or tier of

government e.g. for a bush fire hazard, QFES may provide the most relevant expertise) is approved by the accountable person or group e.g. Chair or CEO of a LDMG is considered as part of the annual review and assessment of your disaster management plan e.g. is

considered through the formal disaster management plan assessment process.

Hazard identification is “the process of recognising a hazard exists and defining its characteristics.”

Risk assessment is “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”.

The Australian Emergency Management Glossary

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Component 1: Hazard Identification and Risk Assessment continued

Doctrine Hazard identification and risk assessment inform your disaster management plan and business

continuity arrangements You have used some of the documents in the Resources fact sheet during your hazard identification

and risk assessment process You have considered hazard-specific plans developed by State agencies when undertaking your hazard

identification and risk assessment activities

Enablers Systems and technologies e.g. flood or fire maps support hazard identification and risk assessments Systems, local processes or local knowledge can identify people vulnerable to the hazards detected Resources and technologies, where available, help your community have access to, and engage with

risk assessments

Performance Feedback from stakeholders is incorporated into improvements to your hazard identification and risk

assessment Multi-agency exercises are designed and delivered that test your risk assessment Risk assessments are reviewed following exercises or events and consider lessons identified

Capabilities Your agency or area disaster management plan is informed by individuals skilled in applying risk

management methodology (these individuals can come from different agencies or tiers of government) Individuals from a broad range of agencies and work units, with relevant skills and expertise, inform

hazard identification and risk assessment Staff are trained and exercised based on identified hazards and risk assessments

Resources The Resources fact sheet lists documents that can further assist you with your hazard identification and risk assessment.

Contact IGEM Contact us for more information or to share your good practice ideas.

Email: info@igem.qld.gov.au Web: www.igem.qld.gov.au Postal address: GPO Box 1425, Mail Cluster 15.7 Brisbane, Queensland 4001 Location: Level 23, State Law Building 50 Ann Street, Brisbane, Queensland 4000

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Component 2: Hazard Mitigation and Risk Reduction

Hazard mitigation and risk reduction helps communities and disaster managers:

• Build partnerships and increase cooperation • Increase awareness of local hazards and disaster

preparedness • Create more resilient communities • Identify vulnerabilities and develop strategies to lessen

or eliminate the effects of the hazard • Reduce short-term and long-term recovery costs.

Key outcomes to be achieved under the Standard

No. Key Outcomes

2.1 The prioritisation of hazard mitigation strategies and risk reduction activities is robust, replicable and authoritative

2.2

Hazard mitigation and risk reduction is embedded in all levels of planning and into core business across all phases of disaster management, including the management of shared residual risk

2.3 The community performs risk reduction activities that align to entity risk treatment and/or hazard mitigation plan

Examples of Accountabilities in Practice

Governance • Your hazard mitigation and risk reduction

is based on accepted risk management methodology ie the National Emergency Risk Assessment Guidelines (NERAG) and/or formal hazard mapping

considers all hazards that may result in a disaster event (as prescribed by the Disaster Management Act 2003)

strategies are specific to your community is informed by appropriate expertise (you may draw this expertise from a different agency or tier of

government) is approved by the accountable person or group e.g. Chair or CEO of a LDMG strategies are considered as part of the annual review and assessment of your disaster management

plan.

Mitigation refers to “measures taken in advance of a disaster aimed at decreasing or eliminating its impact on society and environment

Risk reduction is “a selective application of appropriate techniques and management principles to reduce either likelihood of an occurrence or its consequences, or both”.

Australian Emergency Management Glossary

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Component 2: Hazard Mitigation and Risk Reduction continued

Doctrine

There are ways of making your community aware of local hazards and potential risks i.e. the disaster management plan is published, media campaigns, community education, community message boards or web sites, community profiling in areas of higher risk

Hazard mitigation and risk reduction activities inform your disaster management plan You have used some of the documents in the Resources fact sheet during your hazard identification

and risk assessment process You have considered hazard-specific plans developed by State agencies when undertaking your hazard

identification and risk assessment activities

Enablers Systems and technologies e.g. flood or fire maps support hazard identification and risk assessments Systems, local processes or local knowledge help profile communities and identify examples of

resilience Resources and technologies, where available, help your community engage with, and understand, risk

reduction activities Appropriate systems are used to inform your community about risk and disaster preparedness

Performance Feedback from stakeholders is incorporated into improvements to your hazard mitigation and risk

reduction activities Exercises are designed and delivered that test hazard mitigation and risk reduction strategies Hazard mitigation and risk reduction activities are reviewed following exercises or events and consider

lessons identified

Capabilities Your disaster management plan is informed by individuals skilled in applying risk management

methodology (these individuals can come from different agencies or tiers of government) Individuals from a broad range of agencies and work units, with relevant skills and expertise, inform

hazard mitigation and risk reduction activities Staff are trained and exercised based on identified hazards and risk assessments

Resources The Resources fact sheet lists documents that can further assist you with your hazard mitigation and risk reduction.

Contact IGEM Contact us for more information or to share your good practice ideas. Email: info@igem.qld.gov.au Web: www.igem.qld.gov.au Postal address: GPO Box 1425, Mail Cluster 15.7 Brisbane, Queensland 4001 Location: Level 23, State Law Building 50 Ann Street, Brisbane, Queensland 4000

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Component 3: Capability Integration

Capability integration happens when different bodies work together to achieve disaster management outcomes that would be too difficult or costly to achieve otherwise. Disaster management training should support all the different roles and responsibilities within and between organisations.

Key outcomes to be achieved under the Standard

No. Key Outcomes

3.1 All stakeholders with disaster management roles and responsibilities have the skills and knowledge required to perform their role in all events

3.2 Formal training and exercise programs are coordinated across, and involve, all entities and address priority risks as identified in the risk treatment plan

3.3 Lessons management promotes continuous improvement across all levels of disaster management

Examples of Accountabilities in Practice

Doctrine Training programs are compatible with the Queensland Disaster Management Training Framework Roles and responsibilities are documented and linked to local priorities and risk Training is linked to local priorities and identified risks Lessons management processes are documented and inform training programs

Enablers Resources and technologies support training e.g. using online delivery of training when appropriate Common disaster management terminology is used in training resources support Capability levels are managed and monitored e.g. via a database or learning management system Available capability is linked to local risk

Disaster response capability is [for a local government] ‘the ability to provide equipment and a suitable number of persons, using the resources available to the local government, to effectively deal with, or help another entity to deal with, an emergency situation or a disaster in the local government’s area’.

Queensland Disaster Management Act 2003 part 5, section 80(2)

‘Capability refers to the emergency management system’s technical and other abilities to deliver a service’.

Victorian Emergency Management Reform: December 2012 White Paper

Capabilities are ‘resources of an agency (including human, financial, information, physical assets and ICT) that are used to their maximum potential for efficient and effective service delivery’.

Queensland Public Sector Glossary of Terms

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Component 3: Capability Integration continued

Performance Training programs are regularly reviewed against local risk and capability levels Agreed roles and responsibilities, including leadership, are provided with opportunities to regularly

review performance Trainers are assessed, evaluated and provided with feedback Training and exercise delivery is monitored and evaluated (i.e. how it addresses the priority risks

identified in risk treatment plans, includes lessons from previous exercises and events, and identifies new lessons that will contribute to improving disaster management)

Training (and exercise) needs analyses are undertaken regularly; outcomes are fed into capability development

Lessons and any learnings are fed into a shared continuous improvement program Lessons management systems and processes are monitored and evaluated

Capabilities Training and exercises are based on adult learning principles (i.e. it is relevant, practical and goal

orientated, respectful, relates to trainees’ life experience and knowledge, and offers opportunities for self-directed as well as face-to-face learning)

Training is delivered in partnership with stakeholders Multi-agency exercises are run that test leadership, decision making and operations across disaster

management levels (i.e. strategic, tactical and operational as well as local, district and state) Trainers have experience or a qualification in training delivery Trainers have access to disaster management expertise to ensure content is current and relevant People are regularly trained to perform functions under the Disaster Management Act 2003 for which

they have responsibility More than one person is trained to fulfil each function under the Disaster Management Act 2003 (eg in

order to manage fatigue) Stakeholders, including communities, are engaged in the development of training and exercises Skills checks of stakeholders in your community are completed to inform training and exercise routines People are trained to conduct training needs analyses, or have access to people from other agencies or

tiers of government, who are skilled in conducting training needs analyses

Resources The Resources fact sheet lists documents that can further assist you with your capability integration.

Contact IGEM Contact us for more information or to share your good practice ideas.

Email: info@igem.qld.gov.au Web: www.igem.qld.gov.au Postal address: GPO Box 1425, Mail Cluster 15.7 Brisbane, Queensland 4001 Location: Level 23, State Law Building 50 Ann Street, Brisbane, Queensland 4000

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Component 4: Planning

The community’s ability to cope with the impact of emergencies depends mainly on whether it has prepared plans and programs. Planning considers all phases of disaster management and is undertaken to minimise the costs and effects of emergencies. It occurs after all reasonable risk reduction measures have been considered and follows a cycle (‘Plan, Do, Check, Act’) requiring stakeholders to work together to undertake, review and improve their planning.

Key outcomes to be achieved under the Standard No. Key Outcomes

4.1 Each entity agrees their priorities for disaster management and the responsibilities for key functions and roles including necessary authorities

4.2 Disaster management planning is integrated with entity core business and service delivery

4.3 Robust disaster management planning provides the entity with an understanding of capability limits and escalation points

Examples of Accountabilities in practice

Governance You know who is responsible for developing your plan and approving the plan Strategies for maintaining essential services during disasters are documented The capabilities needed during preparation, prevention, response and recovery are documented and

linked to training programs Preparations to manage lengthy disaster operations are agreed and documented Strategies for accessing additional support are documented (i.e. pre-prepared requests for assistance

or agreements are in place, and acceptance of residual risk is agreed and documented) Approval processes for the planning cycle are documented

Planning is “the collective and collaborative effort by which agreements are reached and documented between people and organisations to meet their communities' emergency management needs”.

The Australian Emergency Management Glossary

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Component 4: Planning continued

Doctrine Disaster management plans at local and district level reflect the roles and responsibilities in the State

Disaster Management Plan Planning is based on appropriate risk management methodology and guidelines that support sound

planning processes Plans document risks to disaster operations, business continuity and the delivery of essential services Planning is aligned to the requirements of the Disaster Management Act 2003, the State Disaster

Management Plan and guidelines Disaster management plans are reviewed and assessed as part of the annual plan assessment process

Enablers Appropriate mechanisms are used to engage stakeholders and track outcomes Plans are published using technology or other methods that stakeholders can access Plans state how they will be exercised i.e. include annual exercise plans Suitable resources (people, systems, equipment etc.) are identified and allocated to deliver disaster

management in accordance with plans Business systems link to incident management systems

Capabilities People are trained in risk-based and business continuity planning Entities have access to people authorised, trained and skilled in planning (these people could be from

other agencies or tiers of government) Skills checks of stakeholders in your community inform training and exercise routines Lessons identified by stakeholders from events or exercises are captured and inform future plans

Resources The Resources fact sheet lists documents that can further assist you with your planning.

Contact IGEM Contact us for more information or to share your good practice ideas.

Email: info@igem.qld.gov.au Web: www.igem.qld.gov.au Postal address: GPO Box 1425, Mail Cluster 15.7 Brisbane, Queensland 4001 Location: Level 23, State Law Building 50 Ann Street, Brisbane, Queensland 4000

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5 Component 5: Public Engagement

Effective public engagement should be part of day-to-day business in the prevention, preparedness, response and recovery phases of disaster management. Communities need to be engaged before, during and after disaster events. Consistent and committed public engagement builds understanding and trust between entities and the broader community.

Key outcomes to be achieved under the Standard No. Key Outcomes

5.1 Communities are empowered through timely public information and through education initiatives to prepare for, respond to, and recover from disasters

5.2 Public engagement outcomes have a positive effect on the action taken by the community across all phases of disaster management

Examples of Accountabilities in Practice

Governance Disaster management communication builds on existing relationships and communication forums Disaster management practitioners and decision makers understand local networks and relationships,

and work in partnership with existing and emerging community groups and leaders Public engagement is viewed as core to successful disaster management and there is a commitment to

the sustained resourcing of engagement activities Practitioners use tools like the International Association for Public Participation (IAP2) Public Participation

Spectrum to identify the level of community participation needed in any public engagement programs Public engagement strategies are evidence-based and meet community information needs There are agreed roles and responsibilities (including back-up support) for engaging with, and drafting,

approving, and issuing consistent information to communities

Doctrine Plans document a consistent, comprehensive and timely approach to post-event evaluation of disaster

management that includes community participation Plans identify and acknowledge community capability and the sharing of resources across organisations

and tiers of government Plans describe two-way information sharing arrangements, including triggers and channels Community messaging and education programs provide specific, tangible examples of what to do to

avoid hazards

Community engagement is the process of stakeholders working together to build resilience through collaborative action, shared capacity building and the development of strong relationships built on mutual trust and respect.

National Strategy for Disaster Resilience Community Engagement Framework

Public engagement “is a two-way process in which entities and the broader community work together to understand, prepare for, respond to and recover from disasters.” It includes public information and public education.

The Standard for Disaster Management in Queensland

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Component 5: Public Engagement continued

Information contained in community messaging and education programs is credible, relevant, accurate, targeted to local needs and consistent

Engagement activities are evidence-based and delivered in language that is understood by the community

Enablers There are systems to capture the knowledge, experience and shared history of the community – an

invaluable resource for emergency management practitioners to draw on Mechanisms exist to help practitioners understand the needs of the community, taking into account

demographics and other matters of local relevance e.g. geographic isolation, transient populations, limited services or infrastructure, accessibility and vulnerable populations

Technologies are used, where relevant, to identify and address barriers to engagement and improve participation

Information received from the community is recorded, stored and used appropriately Levels of community awareness and preparedness are measured Information is provided through a range of channels to cover different events and communication needs

Performance The community is engaged in the monitoring of elements of disaster management and empowered to

evaluate the outcomes of public engagement activities Lessons learned from events and exercises are accessible and available for use by government,

organisations and the community to support risk reduction and future plans Lessons identified from community feedback, exercises, and events inform the continuous improvement

of public engagement activities An organisational culture that values public engagement is promoted Communities are regularly surveyed to identify what action they will take as result of public engagement

activities

Capabilities Entities identify and develop different skills, bring existing expertise to the process and build partnerships

and networks Entities build their capacity and capability to undertake public engagement activities Public engagement, messaging and delivery channels are developed in partnership with communities Training and exercise opportunities are used to test public engagement activities and content

Resources The Resources fact sheet lists documents that can further assist you with your public engagement.

Contact IGEM Contact us for more information or to share your good practice ideas.

Email: info@igem.qld.gov.au Web: www.igem.qld.gov.au Postal address: GPO Box 1425, Mail Cluster 15.7 Brisbane, Queensland 4001 Location: Level 23, State Law Building 50 Ann Street, Brisbane, Queensland 4000

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Component 6: Communication Systems

Communication systems enable staff, affected people and first responders to provide detailed, timely and meaningful information about an evolving emergency and facilitate two-way conversations about actions that might be taken. Emergencies place demands on communication systems that can be significantly different to non-emergency demands. Effective communication systems unify and integrate information, reduce the risk of misinformation, have rapid reach and reduce response times.

Key outcomes to be achieved under the Standard No. Key Outcomes

6.1 Communication system/s support the continuity of entity operations and disaster operations through all phases of events

6.2 Communication system/s provide access to reliable, accurate, timely, and integrated information across all levels of Queensland’s disaster management arrangements

Examples of Accountabilities in Practice

Governance Governance structures and processes enhance decision making, coordination and planning for

emergency communications Governance structures and processes can support both current and emerging communication

technologies Leadership demonstrates a commitment to, and investment in, the sustainability of systems and

documentation Emergency communication is included in strategic planning by decision makers Interagency agreements are developed and maintained for coordination and integration of systems There are opportunities for multi-agency collaboration on a regular basis Communication systems are robust and enduring, allowing decision makers to communicate with each

other before, during and after emergencies Roles and responsibilities (including back up support) are agreed for accessing and authorising systems

of communication

‘Communication systems include any means or methods used by entities to share critical information’.

Standard for Disaster Management in Queensland

‘Communications are vital in responding to disasters and continuing efforts are necessary to ensure that equipment and service providers are responsive to the needs of the public safety agencies’.

Communications Manual (38). Australian Emergency Management Handbook.

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Component 6: Communication Systems continued

Doctrine Communication systems policies, processes and procedures use consistent terminology Policies, procedures and protocols enable responders to communicate and share information under all

circumstances Standard operating procedures (SOPs) are integrated with key stakeholder’s operational systems SOPs are published and cover planned events and emergencies Emergency communications plans are risk-based and identify back up resources (systems and people)

to ensure operational effectiveness Communication systems are comprehensive, cover all phases of disaster management and consider all

hazards and all agencies Information sharing and storage practices are documented and transparent

Enablers The coordination of communication between levels of government, community and the private sector is

supported The needs and requirements of responders are incorporated into communication systems Chosen systems are ones that are used daily for multiple purposes and will therefore be familiar and

easy to use during an event Systems can share information efficiently and securely, including the management of sensitive data Communications systems are reliable and integrated, and work across organisational boundaries Communications systems include backups, consider the continuity of operations and can be adapted to

suit changing needs Communications systems can be operated by people with varying skill and experience levels

Performance Key stakeholders are familiar with the communication systems e.g. through daily use for other matters Communication systems are regularly tested, are easy to use and have predictable performance Operational benchmarks or performance criteria are established to test capacity to communicate during

emergencies Communication systems are reviewed following exercises and disaster events to identify lessons and

opportunities for improvement New technologies are used to conduct virtual exercises and create opportunities to evaluate operational

performance, including stakeholder feedback

Capabilities Capability assessments are risk-based and used to inform a training and exercising plan A range of exercises, from desktop to functional, are used to test single and multi-agency technologies

and systems in different operating environments Exercises are used to help identify gaps in resources and systems Stakeholders are provided regular training on the shared roles, responsibilities and protocols for using

interoperable communication systems Communications technicians and operators are effectively integrated into operations and exercises, and

are used to train others

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Component 6: Communication Systems continued

Resources The Resources fact sheet lists documents that can further assist you with your communication systems.

Contact IGEM Contact us for more information or to share your good practice ideas.

Email: info@igem.qld.gov.au Web: www.igem.qld.gov.au Postal address: GPO Box 1425, Mail Cluster 15.7 Brisbane, Queensland 4001 Location: Level 23, State Law Building 50 Ann Street, Brisbane, Queensland 4000

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Component 7: Warnings

Effective warnings enable communities to take action and help reduce the risk of loss of life and property. They include any communication to the broader community which requires the community to take action to protect life or property.

Key outcomes to be achieved under the Standard No. Key Outcomes

7.1 Communities at risk of impact from an event are defined and can be targeted with contextualised warnings

7.2 Communities at risk of impact from an event, receive fit-for-purpose, consistent, accurate warnings through all phases of events

Examples of Accountabilities in Practice

Governance Plans document who has the authority to approve and issue warnings Warnings are issued by trusted and credible sources Stakeholders share an agreed common language to draft warning messages, and it is consistent with

other public information and advice

Doctrine Plans document clearly the roles and responsibilities for developing, approving and issuing warnings The development of warning products is supported by risk-based planning There are processes for identifying groups within communities that may require specific, targeted

warnings (i.e., non-English speakers, those with high care needs, vision- and hearing-impaired etc.) Stakeholders share clear policies and processes, including triggers for issuing warnings, to support

timely and consistent information flows Messaging contains preparedness instructions consistent with relevant standards and good practice Standard operating procedures are developed to expedite warnings, including pre-prepared messages

and geographic area files with appropriate local context and content Pre-prepared warning messages are tested with the community for understanding of content and

required action

A warning refers to a “dissemination of message signalling imminent hazard which may include advice on protective measures”

The Australian Emergency Management Glossary

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Component 7: Warnings continued

Enablers Data sets to inform community profiles are actively shared between entities A variety of technologies and communication channels enable effective communication of warnings to

all groups within communities Technologies enable reliable and continuous flow of up-to-date critical information between

stakeholders There are mechanisms to support the use of common language, between entities, for drafting,

approving and issuing warning messages Systems, technologies and local communication channels are considered when tailoring the

dissemination of warnings to local needs

Performance Warning systems and messages are regularly reviewed and tested, based on sound methodology and

direct community feedback, to ensure effectiveness Feedback from operators and communities contributes to continual improvement of warnings Plans are based on research into the community’s ability to receive and respond to warnings Lessons identified from research, surveys, exercises, and events are fed into continuous improvement

of warning message content and delivery

Capabilities Entities and people responsible for delivering warning messages are given the authority to do so Technical components of the systems should be suited to local context and supported with trained

personnel People responsible for developing, approving and issuing warnings are appropriately trained and

participate in exercises Training and exercising of warning systems and processes is done collaboratively between entities Expertise is marshalled to monitor and evaluate the effectiveness of warnings, including community

receipt, perception of authority and resultant action

Resources The Resources fact sheet lists documents that can further assist you with your warnings.

Contact IGEM Contact us for more information or to share your good practice ideas.

Email: info@igem.qld.gov.au Web: www.igem.qld.gov.au Postal address: GPO Box 1425, Mail Cluster 15.7 Brisbane, Queensland 4001 Location: Level 23, State Law Building 50 Ann Street, Brisbane, Queensland 4000

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Component 8: Control

Control enables the management of disaster operations across multiple agencies. It is facilitated by command, cooperation and coordination, operational information and intelligence, and resource management – other components of the Standard. At a system level, effective control depends on the combined performance of these components to manage disaster operations and stabilise disaster impacts.

Key outcomes to be achieved under the Standard No. Key Outcomes

8.1 Entities work together within a control structure that manages disaster operations

8.2 The control structure adapts early to the changing size and complexity of the event

Examples of Accountabilities in Practice

Governance Control structures are based on stakeholders’ agreed collective goals for each disaster scenario Stakeholders document their agreed control arrangements for a range of scenarios. These include:

o who authorises the activation of control o the controlling authority (and their basis for control) o continuity of leadership roles o support roles and responsibilities o transitions (i.e. between agencies and activation phases), o boundaries of control aligned to operational functions o how each stakeholder will support the controlling agency and other stakeholders in each

scenario o The authority of entity liaison officers to perform their role is agreed and documented

Liaison officers participate in stakeholder meetings and contribute to interoperability

Control is ‘the overall direction of emergency management activities in an emergency situation. Authority for control is established in legislation or in an emergency plan, and carries with it the responsibility for tasking and coordinating other organisations in accordance with the needs of the situation. Control relates to situations and operates horizontally across organisations’.

Australasian Inter-service Incident Management System (AIIMS)

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Component 8: Control continued

Doctrine Standard operating procedures use consistent and agreed control terminology that aligns with relevant

legislation and guidelines Entities’ agreed communication protocols within the control structure are documented Entities’ roles and responsibilities, including hazard-specific functions, are agreed and documented Response activation levels, including triggers, actions and communications are documented

Enablers Incident management systems provide visibility of agencies involved in control structure. Systems provide the control structure, including those in charge of functions, with ongoing situational

awareness Incident management systems (i.e. Guardian) support interoperability of the control structure, including

consistent terminology Information sharing technologies (i.e. common radio channels, shared portals) support the effective

delivery of disaster management outcomes within the control structure There are appropriate systems to allow liaison officers to maintain communications with their

organisation

Capabilities People holding formal and informal roles and responsibilities in the control structure receive regular

training and exercise opportunities Entities have common training and exercise programs to test control structures in a range of scenarios Lessons identified from events and exercises are documented and inform improvements to the control

structure Liaison officers and back up support have the required skills (communication, decision making,

organisational knowledge etc.) and are suitably qualified and authorised

Resources The Resources fact sheet lists documents that can further assist you with your controls.

Contact IGEM Contact us for more information or to share your good practice ideas.

Email: info@igem.qld.gov.au Web: www.igem.qld.gov.au Postal address: GPO Box 1425, Mail Cluster 15.7 Brisbane, Queensland 4001 Location: Level 23, State Law Building 50 Ann Street, Brisbane, Queensland 4000

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Component 9: Command

Each entity involved in disaster management is responsible for its own command structure which outlines the levels of authority and decision making vertically within the entity. Having clear command mean you can make decisions and task personnel to perform prompt, effective and efficient disaster management operations alongside your stakeholders to support the controlling authority and community.

Key outcomes to be achieved under the Standard No. Key Outcomes

9.1 Decision-making results in action directed vertically within an entity, and is integral to the entity’s disaster management operations in all phases

9.2 Command functions co-exist with entity essential service delivery to communities

Examples of Accountabilities in Practice

Governance Strategies for command are linked to organisational responsibilities and functions for a range of

scenarios Decision makers and their backups are identified The authority and responsibilities of decision makers are documented (i.e. authority to task personnel

during a disaster, responsibility to find and allocate resources within their entity, etc.). There are roles for recording and retrieving key decisions and rationales (i.e. note takers are embedded

in functional teams etc.) Plans document who is responsible for communicating command decisions within and across entities,

reporting formats (i.e. SMEAC, the Appreciation Process etc.), required approvals, and required timings Stakeholders know each other’s command arrangements (i.e. liaison officers know who each

stakeholder’s command decision makers and backups are, and their triggers for command) Stakeholders have documented the arrangements that affect the functions of others

“Command is the internal direction of the members and resources of an agency in the performance of the organisation’s roles and tasks. Command operates vertically within an organisation”

Australasian Inter-service Incident Management System, 2013

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Component 9: Command continued

Doctrine There are triggers for activating command structures for a range of scenarios Common business rules are in place across your agency that support its command structure There are policies, processes and procedures that support command communication and information

flows The training, skills and authority that decision makers must have and do have is documented Standard Operating Procedures (SOPs) are in place for establishing your command structure Procedures are in place for recording and retrieving key decisions (i.e. evidence logs are maintained

etc.)

Enablers Incident Management Systems support command arrangements Systems provide decision makers with ongoing situational awareness, including risks to business

continuity There are mechanisms to track competencies against required training for decision makers

Performance There are internal strategies for reviewing and improving incident management Communication protocols are monitored and reviewed to ensure command is supported Exercises and events are reviewed Lessons identified are documented and inform improvements to incident management

Capabilities Key personnel are trained in command, incident management and decision making processes. There are opportunities for shadowing and mentoring during exercises and events Internal capacity to support command is based on risk and agreed functions Command structures are exercised, with lessons identified for improvements

Resources The Resources fact sheet lists documents that can further assist you with your command structure.

Contact IGEM Contact us for more information or to share your good practice ideas.

Email: info@igem.qld.gov.au Web: www.igem.qld.gov.au Postal address: GPO Box 1425, Mail Cluster 15.7 Brisbane, Queensland 4001 Location: Level 23, State Law Building 50 Ann Street, Brisbane, Queensland 4000

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Component 10: Cooperation and Coordination

Cooperation and coordination supports vertical command and horizontal control across agencies. One of the key principles of disaster management in Queensland is the all-agencies approach, which recognises that no single entity in isolation can prepare for and deal with all issues resulting from a disaster.

Cooperation and coordination help communities and disaster managers minimise the duplication of effort, and maximise expertise and functional capabilities to fill in gaps.

Key outcomes to be achieved under the Standard No. Key Outcomes

10.1 The delivery of disaster-related services, through all phases of events, is integrated across the sector and is responsive to community needs

Examples of Accountabilities in Practice

Governance There are strategies for cooperation and coordination that link command and control arrangements

across stakeholders in a range of scenarios. Goals and expectations are agreed and clearly articulated Goals result in strategies and tactics coordinated with the controlling authority and supporting

stakeholders Formal and informal relationships are established and maintained outside and during events Liaison officers participate in meetings and identify opportunities to integrate hazard-specific expertise

Doctrine Entities’ policies and procedures are integrated using a common language Policies and procedures support the multi-agency and joint operational requirements of all stakeholders Roles and responsibilities, and hazard specific functions, are documented Standard operating procedures are consistent with Queensland’s disaster management arrangements

and guidelines

Cooperation is “the process of working or acting together for common interests and values based on agreement”. Coordination is the “way in which different organisations (public or private) or parts of the same organisation work or act together in order to achieve a common objective” ISO22320:2011

Coordination is “the bringing together of elements to ensure an effective response, primarily concerned with the systematic acquisition and application of resources (organisation, manpower and equipment) in accordance with the requirements imposed by the threat or impact of an emergency. Coordination relates primarily to resources, and operates vertically, within an organisation, as a function of the authority to command, and horizontally, across organisations, as a function of the authority to control”.

The Australian Emergency Management Glossary

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Component 10: Cooperation and Coordination continued

Enablers Incident management systems are interoperable and support the sharing of resources and information Systems and structures support formal and informal relationships

Performance Disaster management priorities are monitored and reviewed following exercises and events and

consider local risk and community needs Lessons identified in exercises and events inform improvements

Capabilities People are trained according to the Queensland Disaster Management Training Framework People participate in single- and multi-agency training and exercises

Resources The Resources fact sheet lists documents that can further assist you with your cooperation and coordination.

Contact IGEM Contact us for more information or to share your good practice ideas.

Email: info@igem.qld.gov.au Web: www.igem.qld.gov.au Postal address: GPO Box 1425, Mail Cluster 15.7 Brisbane, Queensland 4001 Location: Level 23, State Law Building 50 Ann Street, Brisbane, Queensland 4000

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Component 11: Operational Information and Intelligence

Information is the most valuable commodity during emergencies. It is what everyone needs to make decisions and provides a shared overall picture or situational awareness. It helps generate trust and credibility, gives disaster managers visibility and is necessary for rapid and effective assistance to those affected by a disaster.

Key outcomes to be achieved under the Standard No. Key Outcomes

11.1 Decision making, tasking, communications and messaging are informed by accurate and current intelligence

11.2 Common situational awareness is created at all levels through a process for sharing operational information and intelligence products, across all entities

Examples of Accountabilities in Practice

Governance Decision-makers are clearly identified within command structure and have agreed roles and

responsibilities The flow of operational information and intelligence occurs within a consistent incident command

system Mechanisms are in place to confirm operational information and intelligence

Doctrine Information sharing and storage protocols are documented, including the management of sensitive data Stakeholders use agreed and common language in the collection, collation, analysing and

dissemination of intelligence Standard operating procedures (SOPs) and business rules are developed and maintained for

information management systems SOPs and business rules exist for producing intelligence products Policies, processes and procedures exist for analysing and validating operational information

Operational Information is “information that has been contextualised and analysed to provide an understanding of the situation and its possible evolution”. ISO22320:2011

Intelligence is “information that has been evaluated”.

The Australian Emergency Management Glossary

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Component 11: Operational Information and Intelligence continued

Enablers Staff are trained and exercised on incident management and information systems Information sharing protocols consider business continuity practices, local systems and requirements There are common or interoperable systems for producing intelligence products Appropriate mechanisms are in place for information security and data sharing arrangements There are systems to monitor and capture operational information produced through social media and

other public forums

Resources The Resources fact sheet lists documents that can further assist you with your operational information and intelligence.

Contact IGEM Contact us for more information or to share your good practice ideas.

Email: info@igem.qld.gov.au Web: www.igem.qld.gov.au Postal address: GPO Box 1425, Mail Cluster 15.7 Brisbane, Queensland 4001 Location: Level 23, State Law Building 50 Ann Street, Brisbane, Queensland 4000

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12

Component 12: Resource Management

Effective resource management supports all phases of disaster management and establishes systems for describing, inventorying, requesting, and tracking resources. Resources can include: personnel (paid or volunteer), facilities, equipment, vehicles, teams and supplies.

Key outcomes to be achieved under the Standard

No. Key Outcomes

12.1

Resources are prioritised, coordinated and allocated based on risk assessment, event operational imperatives, and are consistent with identified community need

12.2 End-to-end management of resources occurs before during and after events, at all levels of Queensland’s disaster management arrangements and minimises negative impacts to the community and environment

12.3 Stakeholders are aware of the capability and capacity at all levels of Queensland’s disaster management arrangements

Examples of Accountabilities in Practice

Governance Formal agreements exist for: acquiring, storing, delivering, maintaining, accounting for, distributing, and

returning resources Arrangements include mutual aid and assistance from neighbouring jurisdictions and, where possible,

are formalised Plans document roles and responsibilities for all aspects of resource management Leadership has situational awareness, can prioritise scarce resources and make policy decisions to

support incidents Plans document arrangements for interagency and inter-jurisdictional coordination of resources

Doctrine Resource management is based on accepted risk management methodology Strategies are developed to ensure the interoperability of identified resources Standard Operating Procedures (SOPs) exist for accessing, maintaining, sharing and updating asset

and resource registers SOPs are coordinated to ensure resources are deployed and managed effectively and responsibly, and

returned SOPs exist for accessing resources from all levels of government, non-government organisations

(NGOs) and the private sector

Resource management is “the efficient and effective management of personnel, teams, facilities, equipment and supplies to meet the needs of a disaster. (FEMA)

Resources refer to “all personnel and equipment available, or potentially available, for incident tasks”

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Component 12: Resource Management continued

Enablers Mechanisms are in place to assist decision-makers respond progressively as capabilities and resources

are required Resource management systems are integrated with communication systems to ensure interoperable

processes, technologies and decision support Systems and technologies help ensure asset and resource registers are current Systems are in place to ensure appropriate financial controls and delegations for the procurement of

resources Systems are used to display a ‘resource-readiness’ status, track deployed resources, manage

inventory and provide timely reporting

Performance Performance capability levels/limits are documented for identified resources After action reviews (AARs) occur following exercises and disaster events Lessons are documented and help clarify roles and responsibilities, identify gaps in resources needed

to implement plans and procedures, and improve individual and team performance. Resource procurement and management processes are regularly reviewed for efficiency

Capabilities Resource needs analysis is risk-based and used to inform capability development Opportunities are created for mentoring or shadowing during incidents or exercises Staff receive regular and appropriate training on purchasing/procurement and documentation procedures Emergency management and response personnel are trained using common or compatible structures to

ensure competence and proficiency Stakeholders understand hazard-specific functions, understand roles and expected actions and are

trained/exercised to improve all-hazards capabilities

Resources The Resources fact sheet lists documents that can further assist you with your resource management.

Contact IGEM Contact us for more information or to share your good practice ideas.

Email: info@igem.qld.gov.au Web: www.igem.qld.gov.au Postal address: GPO Box 1425, Mail Cluster 15.7 Brisbane, Queensland 4001 Location: Level 23, State Law Building 50 Ann Street, Brisbane, Queensland 4000

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13

Component 13: Relief

Communities affected by a disaster often require immediate relief such as shelter, protection and security, food and water, and financial assistance (cash). Relief activities should be undertaken in a way that maintains the dignity of the individual and encourages self-reliance. To deliver effective relief measures, a collaborative effort requiring coordination between the community, government, not-for-profit and private sectors must occur. It is important to recognise that relief and recovery are co-dependent. Relief measures form the initial steps of recovery.

Key outcomes to be achieved under the Standard

No. Key Outcomes

13.1 Relief is targeted and coordinated as cross disaster management arrangements and is provided to communities according to need

13.2 Relief is delivered in a timely manner that supports a transition to recovery and uses mechanisms that represent value for money

Examples of Accountabilities in Practice

Governance Planned relief measures are based on hazard identification, risk assessment and vulnerability analysis Roles and responsibilities to plan for and deliver relief measures are identified in disaster management

plans e.g. groups and organisations that supply and deliver relief The Queensland Disaster Assistance Framework is referenced in disaster management plans Relief plans document activation triggers, eligibility criteria and specific measures available for

individuals and families, small business, primary producers, local government, state government agencies etc.

There are mechanisms and processes in place to activate Natural Disaster Relief and Recovery Arrangements (NDRRA) and State Disaster Relief Arrangements (SDRA) measures through the Minister for Police, Fire and Emergency Services

Submissions under the Queensland Disaster Assistance Framework are in accordance with the Financial Accountability Act 2009 (Qld)

“Relief is a transitionary phase that occurs during both response and short-term recovery operations. Relief includes the immediate provision of basic human needs immediately following disaster events. It is heavily focused on reducing and stabilising current impacts to prevent the impact of secondary hazards.”

The Standard for DM in Queensland

Relief is “the provision of immediate shelter, life support and human needs of persons affected by, or responding to, an emergency. It includes the establishment, management and provision of services to emergency relief centres.”

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Component 13: Relief continued

Doctrine

Relief measures are detailed in disaster management plans There are Memorandums of Understanding, contracts, and funding arrangements covering logistics and

supply arrangements needed to deliver communities’ relief requirements (i.e., pre-positioned relief products, delivery and pick up points, required timings, and suppliers and contractors)

Relief activity planning is based on relevant guidance to be found in the Resources fact sheet

Enablers Technologies (e.g. Queensland Fire and Emergency Services Total Operational Mapping (TOM)

system) support rapid damage assessment and provide relevant information to decision makers to prioritise relief measures

Communities have access to information about disaster relief measures such as financial assistance, health support, provisions through non-government organisations etc.

Websites can support offers of assistance, volunteering and formal disaster appeals The incident management system supports the delivery of relief measures e.g. Request for Assistance

Performance Relief planning, preparation and delivery is monitored and evaluated through after action reviews and

exercises Lessons identified during events, reviews and exercises are used to improve relief planning and

delivery

Capabilities Entities have access to people authorised, trained and skilled in the provision of relief measures Entities and people responsible for delivering relief measures are given the authority to do so People responsible for delivering relief measures undertake training and participate in exercises Lessons identified by stakeholders are captured and inform planning priorities

Resources The Resources fact sheet lists documents that can further assist you with Relief planning.

Contact IGEM Contact us for more information or to share your good practice ideas.

Email: info@igem.qld.gov.au Web: www.igem.qld.gov.au Postal address: GPO Box 1425, Mail Cluster 15.7 Brisbane, Queensland 4001 Location: Level 23, State Law Building 50 Ann Street, Brisbane, Queensland 4000

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14 Component 14: Recovery

Recovery is the coordinated process undertaken to restore, rehabilitate and reconstruct a community following a disaster event. Recovery measures consider human-social, economic, infrastructure and environmental elements. Recovery often commences during the response phase and can include a number of concurrent activities occurring interdependently. Recovery is often unpredictable, is carried out in a rapidly changing environment and can be subject to intense scrutiny.

Key outcomes to be achieved under the Standard No. Key Outcomes

14.1 Affected communities receive recovery information that is timely, credible and relevant to their context

14.2 Community recovery planning and delivery are integrated across entities, locally coordinated and appropriate to the scale of the disaster event

Examples of Accountabilities in Practice

Governance The appointment of a State Recovery Coordinator is based on legislative requirements Recovery planning is evidence-based, considers all types of recovery, the different phases of recovery

and utilises accepted recovery strategies Recovery functions are integrated with all of a disaster management group’s functional lead agency

priorities, strategies and plans State government agencies with functional leads for recovery have included stakeholders from all levels

of Queensland’s disaster management arrangements in the development of functional plans The disaster management plan includes a recovery sub-plan which considers:

o all phase of recovery o roles and responsibilities o transitional arrangements from response to recovery o aligns with Queensland Recovery Guidelines

Recovery planning is undertaken with stakeholders and captures how these stakeholders work together to deliver coordinated recovery activities e.g. the businesses, NGOs and community groups that are best placed to support recovery in a particular community

Recovery sub-plans are endorsed by the accountable person (i.e. Chair of the disaster group) Business continuity plans consider recovery requirements and delivery of essential services

As part of the comprehensive approach, recovery is “the coordinated process of supporting emergency-afflicted communities in reconstruction of the physical infrastructure and restoration of emotional, social, economic and physical well-being”. It may also refer to “measures which support emergency-afflicted individuals and communities in the reconstruction of the physical infrastructure and restoration of emotional, economic and physical well-being.”

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Component 14: Recovery continued

Doctrine The recovery group/sub-committee is activated according to the triggers documented in the disaster

management plan Recovery plans consider the six National principles for disaster recovery There are mechanisms to ensure the community or relevant stakeholders are aware of recovery plans

and associated recovery policy, procedures etc. Documents in the Resources fact sheet are used to develop local or agency-specific recovery plans Mechanisms to facilitate the sharing of recovery data between agencies and disaster groups is

documented and agreed e.g. Register.Find.Reunite.

Enablers Systems facilitate communication flow and the sharing of information between stakeholders, disaster

management groups and recovery groups/sub-committees Technology improves the community interface with recovery measures e.g. offers of assistance

solutions such as givit, social media platforms (SES and QPS Facebook pages), links to local animal shelters and applications to access recovery measures

Resource requirements are considered as part of the recovery sub-plan e.g. SES human and physical resources available locally to support recovery, spontaneous volunteering groups

Information is available to the community to support their recovery e.g. local government or state agency disaster web page

Systems support human and social wellbeing e.g. streamlined access to community recovery payment programs

Mechanisms are established to identify and engage with vulnerable people in the community

Performance Exercises are designed and delivered that test the recovery planning and associated strategies Recovery activities are reviewed following exercises and events to consider lessons identified

Capabilities People delivering recovery functions are trained and skilled to fulfil their roles and responsibilities Recovery training is delivered based on the concept of fostering integration between key groups

responsible for recovery activities e.g. recovery sub-committees, NGOs and SES The application of recovery measures i.e. NDRRA, Betterment, is undertaken in conjunction with those

who have expertise and knowledge in the application of such measures

Resources The Resources fact sheet lists documents that can further assist you with your Recovery planning.

Contact IGEM Contact us for more information or to share your good practice ideas.

Email: info@igem.qld.gov.au Web: www.igem.qld.gov.au Postal address: GPO Box 1425, Mail Cluster 15.7 Brisbane, Queensland 4001 Location: Level 23, State Law Building 50 Ann Street, Brisbane, Queensland 4000

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15 Resources The Standard supports Queensland legislation and guidelines for disaster management. There are additional resources that can help you tailor your disaster management to best suit your organisation and community.

The following hyperlinked documents are excellent sources of information and guidance, even for experienced disaster management practitioners.

General

• Disaster Management Act 2003 • State Disaster Management Plan • Queensland District Disaster Management

Guidelines • Queensland Local Disaster Management

Guidelines • Queensland Disaster Management web site

Inspector-General for Emergency Management - Victoria

• Emergency Management Australia

Component 1 Hazard Identification and Risk Assessment

• A Guide to Disaster Risk Management in Queensland Aboriginal and Torres Strait Islander Communities

• Australian Emergency Management Manual 5: Emergency Risk Management Applications Guide

• Australian Emergency Management Manual 6: Implementing Emergency Risk Management: a facilitators guide to working with committees and communities

• International Organisation for Standardisation (ISO 31000:2009 Risk Management)

• Mitigating the adverse impacts of cyclones: Evacuation and Shelter

• National Emergency Risk Assessment Guidelines and Practice Guide, Handbooks 10,11

• Queensland Disaster Management Arrangements Participants Guide

Component 2 Hazard Mitigation and Risk Reduction

• Australian Emergency Management Manual 5: Emergency Risk Management Applications Guide

• Australian Emergency Management Manual 6: Implementing Emergency Risk Management: a facilitators guide to working with committees and communities

• Guidance for Flood Risk Analysis and Mapping: Areas of Mitigation Interest (FEMA)

• Guideline for the construction of buildings in flood hazard areas

• Managing the floodplain – a guide to best practice in flood risk management in Australia Handbook 7

• Mitigating the adverse impacts of cyclones: Evacuation and Shelter

• Mitigation's Value to Society Fact Sheet (FEMA)

• National Emergency Risk Assessment Guidelines

• National Strategy for Disaster Resilience • Planning for stronger, more resilient

floodplains (Part 1): Interim measures • Planning for stronger, more resilient

floodplains (Part 2): Measures to support floodplain management

• Productivity Commission Inquiry Report: Natural Disaster Funding

• Queensland Disaster Management Arrangements Participants Guide

• Queensland Evacuation Guidelines

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Resources continued Component 3 Capability Integration

• Australian Emergency Management Manual 3: Glossary

• Australian Emergency Management Handbook 3: Managing Exercises

• Australian Emergency Management Handbook 8: Lessons Management

• Australian Emergency Management Manual 6: Implementing Emergency Risk Management: a facilitators guide to working with committees and communities

• Australian Emergency Management Manual 41: Small Group Training Management

• National Emergency Risk Assessment Guidelines and Practice Guide

• Queensland Disaster Management Arrangements Participants Guide

Component 4 Planning

• Keeping Our Mob Safe: the National Emergency Management Strategy for Remote Indigenous Communities

• A Guide to Disaster Risk Management in Queensland Aboriginal and Torres Strait Islander Communities

• Australian Emergency Management Handbook 43: Emergency Planning Manual

• Business Continuity Planning Resource for Aged Care Facilities

• Capability Assessment Tool (New Zealand CDEM)

• Mitigating the adverse impacts of cyclones: Evacuation and Shelter

• National Emergency Risk Assessment Guidelines and Practice Guide

• Queensland Disaster Management Arrangements Participants Guide

Component 5 Public Engagement

• Australian Emergency Management Manual 6: Implementing Emergency Risk Management: a facilitators guide to working with committees and communities

• Australian Emergency Management Manual 44: Guidelines for Emergency Management in Culturally and Linguistically Diverse Communities

• Community Engagement Guides and Fact Sheets

• Coordinating public information in a crisis • National Strategy for Disaster Resilience

Community Engagement Framework • IAP2 Public Participation Spectrum

Component 6 Communication systems

• Australian Emergency Management Manual 43: Emergency Planning

• Common Alerting Protocol (CAP) • Emergency Warnings – Choosing Your Words • Queensland Disaster Management

Arrangements Participants Guide • Queensland Emergency Alert Guidelines • Queensland Tsunami Notification Guidelines • Standard Emergency Warning Signal (SEWS)

Component 7 Warnings

• Australia’s Emergency Warning Arrangements

• Common Alerting Protocol (CAP) • Emergency Management Australia Manual

43: Emergency Planning • Emergency Warnings – Choosing Your Words • National Best Practice Guidelines for the

Request and Broadcast of Emergency Warnings

• National emergency warning principles • Queensland Disaster Management

Arrangements Participants Guide • Queensland Emergency Alert Guidelines • Tropical Cyclone Storm Tide Warning -

Response System Handbook • Component 8 Control • The Australasian Inter-service Incident

Management System • Australian Emergency Management Manual 17:

Multi-agency Incident Management • Australian Emergency Management Manual

43: Emergency Planning • Australian Journal of Emergency Management

article: Analysis of command and control networks on Black Saturday (Volume 26, No. 3, July 2011)

• Fire and Emergency Services Act 1990

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Resources continued

• National Emergency Risk Assessment Guidelines and Practice Guide (Handbooks 10,11)

• Public Safety Preservation Act 1986 • Public Health Act 2005 • Queensland Disaster Management

Arrangements Participants Guide • Queensland Police Service Operating

Procedures Manual, Chapter 17: Major Incidents

• Transport Operations (Marine Pollution) Act 1995

• ISO 22320:2011 Societal security – Emergency management – Requirements for incident response

Component 9 Command

• Australian Emergency Management Manual 17: Multi-agency Incident Management

• Australian Emergency Management Manual 43: Emergency Planning

• Australian Journal of Emergency Management article: Analysis of command and control networks on Black Saturday

• National Emergency Risk Assessment (NERAG) Guidelines and Practice Guide, Handbooks 10,11

• Queensland Disaster Management Arrangements Participants Guide

Component 10 Cooperation and coordination

• Australian Emergency Management Manual 17: Multi-agency Incident Management

• Australian Emergency Management Manual 43: Emergency Planning

• Australian Journal of Emergency Management article: Improving the Management of Emergencies

• National Emergency Risk Assessment Guidelines and Practice Guide, Handbooks 10,11

• Queensland Disaster Management Arrangements Participants Guide

• Queensland Flood Commission of Inquiry Interim Report Chapter 5: Emergency Response

• ISO 22320:2011 Societal security – Emergency management – Requirements for incident response

Component 11 Operational Information and Intelligence

• Australian Emergency Management Manual 17: Multi-agency Incident Management

• Australian Emergency Management Manual 43: Emergency Planning

• Homeland Security National Incident Management System – Intelligence/Investigation Function

• Improving the Management of Emergencies • National Emergency Risk Assessment

(NERAG) Guidelines and Practice Guide, Handbooks 10,11

• Practitioner’s Guide to Business Continuity Management HB292-2006

• Queensland Disaster Management Arrangements Participants Guide

Component 12 Resource Management

• Australian Emergency Management Manual 17: Multi-agency Incident Management

• Australian Emergency Management Manual 43: Emergency Planning

• International Organisation for Standardisation (ISO 9001: Resource Management)

• National Emergency Risk Assessment Guidelines and Practice Guide, Handbooks 10,11

• Queensland Disaster Management Arrangements Participants Guide

• Queensland Policy for Offers of Assistance

Component 13 Relief

• Emergency Relief Handbook: A Planning Guide 2013 (Victorian Government)

• National Emergency Risk Assessment (NERAG) Guidelines and Practice Guide, Handbooks 10,11

• Natural Disaster Relief and Recovery Arrangements (NDRRA)

• Preferred practices for emergency sheltering in Australia: The Application of International Humanitarian Best Practice (Red Cross)

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Resources continued • Queensland Disaster Management

Arrangements Participants Guide • Queensland Disaster Relief and Recovery

Arrangements Guidelines • Queensland Policy for Offers of Assistance • Queensland Resupply Guidelines

Component 14 Recovery

• Australian Emergency Management Handbook 2: Community Recovery

• Australian Emergency Management Manual 14: Post Disaster Survey and Assessment

• Australian Emergency Management Manual 27: Disaster Loss Assessment Guidelines

• Australian Emergency Management Manual 28: Economic and Financial Aspects of Disaster Recovery

• Australian Emergency Management Manual 29: Community Development in Recovery from Disaster

• National Principles for Recovery • Natural Disaster Relief and Recovery

Arrangements (NDRRA) • Queensland Disaster Management Training

Framework • Queensland Disaster Relief and Recovery

Arrangements Guidelines • Queensland Policy for Offers of Assistance • Queensland Reconstruction Authority Act

2011 • Queensland Reconstruction Authority • Queensland Recovery Guidelines

Contact IGEM Contact us for more information or to share your good practice ideas: Email: info@igem.qld.gov.au Web: www.igem.qld.gov.au Postal address: GPO Box 1425, Mail Cluster 15.7 Brisbane, Queensland 4001 Location: Level 23, State Law Building 50 Ann Street, Brisbane, Queensland 4000

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