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Gympie Regional Council

Local Disaster Management Plan

Disaster Management

LOCAL DISASTER MANAGEMENT PLAN

LDP000 of 107 Reviewed: 19/12/2013 Local Disaster Management Plan

[Printed copies are uncontrolled. It is the responsibility of each user to ensure that any copies of Management System documents are the current issue.]

FORWORD Foreword from Chair of Gympie Regional Local Disaster Management Group The Gympie Regional Council area is a vibrant area, ideally positioned to take advantage of growth opportunities with a wide range of topography, changing demographics and diversified industry which despite enjoying an idyllic South East Queensland lifestyle, is occasionally subjected to the impact of disasters both natural and non-natural. Local government has primary responsibility for managing the impacts within its boundaries, making it vital to have effective and coordinated disaster management arrangements. Gympie Regional Council is committed to playing a key role in achieving community safety for residents and visitors. Through government, private and community partnerships and memberships led by council, the Gympie Regional Local Disaster Management Group will continually plan and educate the local community, incorporating the latest experiences and expertise in disaster management to minimise the effects of natural disasters and build community resilience. Floods have become a part of life in the Gympie region and we could easily become complacent. However, an increase in the severity of natural disasters around the globe, including cyclones, tsunamis, bushfires and flooding is a constant reminder to us all that we need to remain vigilant and prepared. As a community, whilst we may not be able to prevent disaster from occurring, we can, through planning, organisation, cooperation and communication prepare our community and enhance its resilience to the adverse impact of any threat. Cr Ron Dyne Mayor and Chairperson Gympie Regional Local Disaster Management Group 2013




CONTENTS FORWORD ........................................................................................................................................... 2 CONTENTS .......................................................................................................................................... 3 1.0 Document control ............................................................................................................................ 6

1.1 Amendment control............................................................................................................. 6 1.2 Amendment register ........................................................................................................... 6 1.3 Distribution ......................................................................................................................... 7 1.4 Definitions ........................................................................................................................... 9 1.5 Abbreviations .................................................................................................................... 14

2.0 Administration and governance ..................................................................................................... 15 2.1 Authority to plan ................................................................................................................ 15 2.2 Approval of Gympie Regional Local Disaster Management Plan ...................................... 15 2.3 Purpose ............................................................................................................................ 16 2.3.1 The Disaster Management System in Queensland ........................................................... 16 2.3.2 Purpose of the Disaster Management Plan ....................................................................... 16 2.3.3 The concepts of disaster management are: ...................................................................... 17 2.3.4 The comprehensive approach ........................................................................................... 17 2.4 Objectives ......................................................................................................................... 18 2.5 Strategic policy framework ................................................................................................ 19 2.6 Scope ............................................................................................................................... 19 2.7 Disaster management priorities ........................................................................................ 22 2.7.1 Council’s responsibility ...................................................................................................... 22 2.7.2 Functions of local government .......................................................................................... 22 2.8 Review and renew plan .................................................................................................... 23 2.8.1 Gympie Local Disaster Management Plan ........................................................................ 23 2.8.2 Gympie local disaster operational plans ............................................................................ 24

3.0 Local Disaster Management Group – Terms of Reference ............................................................ 25 3.1 Gympie Regional Local Disaster Management Group ...................................................... 25 3.1.1 Establishment of the Gympie Regional Local Disaster Management Group ...................... 25 3.1.2 Functions of the Gympie Regional Local Disaster Management Group ............................. 25 3.2 Membership ...................................................................................................................... 26 3.2.1 Appointment of members ................................................................................................. 26 3.2.2 Appointment of GRLDMG Chairman and LDC .................................................................. 26 3.2.3 Appointment of Local Disaster Coordinator ....................................................................... 27




3.2.4 Gympie GRLDMG Membership ........................................................................................ 27 3.3 Roles and Responsibilities ................................................................................................ 30 3.3.1 Roles and Responsibilities of Agencies ............................................................................. 30 3.3.2 Lead Agency Identification ................................................................................................ 38 3.4 Meetings ........................................................................................................................... 42 3.4.1 Meeting of GRLDMG ........................................................................................................ 42 3.4.2 Quorum for Meetings ........................................................................................................ 42 3.4.3 Sub Groups (of the Local Group) ...................................................................................... 43 3.5 Reporting .......................................................................................................................... 43

4.0 Disaster risk assessment .............................................................................................................. 44 4.1 Community context – Geography, Vulnerabilities, Hazard Identification and Prevention ...... 44 4.2 Hazards ............................................................................................................................ 52 4.3 Risk Assessment .............................................................................................................. 59 4.3.1 Risk Identification (Local level risks only) .......................................................................... 59 4.3.2 Risk Analysis .................................................................................................................... 59 4.3.3 Risk Evaluation ................................................................................................................. 59 4.3.4 Risk Management Record ................................................................................................. 60 4.3.5 Explanation of (probability) likelihood ................................................................................ 82 4.4 Risk treatment prevention strategies ................................................................................. 82

5.0 Preparedness and capacity building.............................................................................................. 83 5.1 Community information and education ............................................................................... 83 5.1.1 Gympie Get Ready Resilience Program ............................................................................ 84 5.1.2 Community announcements, Resilient Leaders, Local Coordination and Information Hubs

................................................................................................................................ 85 5.1.3 Equipment and channels – A frame signs, radios, information hubs, newsletters .............. 85 5.1.4 The role of Resilient Leaders (activities, workshops, tools, kits) ....................................... 86 5.2 Capacity building .............................................................................................................. 87 5.2.1 Training ............................................................................................................................. 87 5.2.1.1 GRLDMG Members, LDCC Staff and Evacuation Centre Management Staff ................. 87 5.2.1.2 Community Coordination Groups and Resilient Leaders Network .................................. 87 5.2.2 Exercises .......................................................................................................................... 88 5.2.3 Disaster Coordination Centre exercises ............................................................................ 88 5.2.4 Full Local Disaster Management Group exercises ............................................................ 88 5.2.5 Exercise evaluation ........................................................................................................... 88 5.3 Disaster– debriefs and improvements ............................................................................... 89

6.0 Response strategy ........................................................................................................................ 89 6.1 Warning notification and dissemination ............................................................................. 90




6.1.1 Public information during disaster response and recovery ................................................ 90 6.1.2 Public warning systems..................................................................................................... 90 6.2 Activation .......................................................................................................................... 93 6.3 Local Disaster Coordination Centre .................................................................................. 93 6.3.1 Local Disaster Coordination Centre (LDCC) location ........................................................ 93 6.3.2 Emergency coordination ................................................................................................... 93 6.4 Concept response operations ........................................................................................... 93 6.4.1 Operational reporting ........................................................................................................ 93 6.4.2 Financial management ...................................................................................................... 94 6.4.3 Media management .......................................................................................................... 95 6.4.4 Local Community Response Groups ................................................................................. 95 6.4.5 Initial and post impact assessment ................................................................................... 96 6.4.6 Logistics ............................................................................................................................ 96 6.4.6.1 Requests from the lead agency to the LDCC ................................................................. 96 6.4.6.2 Resources ...................................................................................................................... 96 6.4.6.3 Requests from LDCC to DDC for assistance/support ..................................................... 96 6.4.7 Disaster declaration .......................................................................................................... 97 6.4.8 Resupply ........................................................................................................................... 97 6.5 Hazard specific arrangements .......................................................................................... 97

7.0 Recovery strategy ......................................................................................................................... 98 7.1 Recovery Sub-plan ........................................................................................................... 98 7.2 Scope ............................................................................................................................... 98 7.3 Functions of recovery ....................................................................................................... 98 7.4 Parameters and constraints .............................................................................................. 99 7.4.1 Recovery operations ......................................................................................................... 99

8.0 Annexures and Sub-Plans .......................................................................................................... 100 8.1 Annexures ...................................................................................................................... 100 Annexure A GRLDMG contact details ............................................................................... 100 Annexure B Local Levels of Activation for Local Disaster Management Group ................ 101 Annexure C Local Levels of Activation for Recovery ........................................................ 102 Annexure D Disaster Management Plan Review and Compliance Checklist ..................... 103 Annexure E Sub-plan Review ........................................................................................... 106 8.2 Sub-Plans ....................................................................................................................... 107




1.0 Document control

1.1 Amendment control The Local Disaster Management Plan is a controlled document. The controller of the document is the Gympie Regional Council Local Disaster Coordinator (LDC). Any proposed amendments to this plan should be forwarded in writing to:

Local Disaster Co-ordinator Gympie Regional Council PO Box 155 Gympie QLD 4570

The LDC may approve inconsequential amendments to this document. Any changes to the intent of the document must be approved and endorsed by the Gympie Regional Council.

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.

1.2 Amendment register

AMENDMENT AUTHORITY

Amendment /Version Date Details Prepared by Date

Version 1.00 01/07/08 Base version of plan under QDMP Guidelines 2005 and Operational Plan

Guidelines 2006.

KTG Engineering

Version 1.00 01/03/09 This version of the plan version 1.00 dated

01/03/09 is an updated version of the plan version

dated 01/07/08

KTG Engineering

Version 1.01 16/06/10 Updated Plan R Potter – Local Disaster Coordinator



Version 2.00 2013 Reviewed Plan to comply with QLD Local Disaster Management Guidelines

template

M Grant – Executive Management Services




1.3 Distribution Distribution of the Gympie Regional Local Disaster Management Group documents is controlled by maintaining two versions of each document – one containing personal details and one, where personal details have been removed. The Gympie Regional Local Disaster Management Group ensures compliance to the Information Privacy Act 2009 by allowing only the version, which excludes personal details, to be made public. A copy of the plan, excluding the controlled document annexes, shall be made available for public viewing at the council administration building, 242 Mary Street Gympie or can be viewed on Gympie Regional Council’s website www.gympie.qld.gov.au This plan has been distributed in accordance with the following distribution list. Position Organisation No. of copies Mayor (Chair) Gympie Regional Council

Councillor (Deputy Chair) Gympie Regional Council

Councillor (Chair of Community Support Group) Gympie Regional Council

Chief Executive Officer Gympie Regional Council

Local Disaster Coordinator (LDC) Gympie Regional Council

Executive Services Manager (Deputy LDC)


Director of Engineering Services Gympie Regional Council

Director of Infrastructure Services Gympie Regional Council

Director of Community and Corporate Services Gympie Regional Council

Director of Corporate Governance Gympie Regional Council

District Disaster Coordinator Queensland Police Service

Queensland Police Service

Queensland Ambulance Service

Gympie Chamber of Commerce

Queensland Rail

Queensland State Emergency Service

Department of Agriculture, Fisheries and Forestry

Australian Volunteer Coast Guard

Department of Transport and Main Roads

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




Position Organisation No. of copies HQ Plantations

Emergency Management Queensland

Gympie Private Hospital

Department of Communities

Queensland Fire and Rescue Service

Gympie General Hospital

Queensland Parks and Wildlife Services

Department of Environment and Heritage Protection

Energex

Ergon

Telstra

Queensland Rural Fire Services

SEQ Water

Queensland Health




1.4 Definitions

Chairperson The Chair of the State Disaster Management Group means the person appointed or acting as the chairperson of the group under S20 (Disaster Management Act 2003).

Community A group of people with a commonality of association and generally defined by location, shared experience or function.

Consequence The outcomes of an event or situation expressed qualitatively or quantitatively, being a loss, injury, disadvantage or gain.

Command The direction of members and resources of an agency in the performance of the agency's roles and tasks. Command operates vertically within an agency. Relates to single agencies.

Control The overall direction of the activities, agencies or individuals concerned. Control operates horizontally across all agencies, functions an individual. Relates to situations.

Coordination The bringing together of agencies and individuals to ensure effective disaster management, but does not include the control of agencies and individuals by direction. Relates to resources.

Coordination Centre

A centre established at state, district or local level as a centre of

communications and coordination during response and recovery

operations e.g.

SDCC- State Disaster Coordination Centre,

DDCC- District Disaster Coordination Centre,

LDCC- Local Disaster Coordination Centre.

Disaster (1) A “disaster” is a serious disruption in a community, caused by the impact of an event, which requires a significant coordinated response by the State and other entities to help the community recover from the disruption.

(2) ‘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

Arrangements about managing the potential adverse effects of an event, including, for example, arrangements for mitigating, preventing, preparing for, responding to and recovering from a disaster.




Disaster Operations

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

Disaster response capability

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 (S80(2) Disaster Management Act 2003).

District Disaster Coordinator (DDC)

A police officer appointed by the Commissioner of the Queensland Police Service as a District Disaster Coordinator under S25 (Disaster Management Act 2003).

Evacuation Centre An evacuation centre is the designated venue designed to provide immediate emergency sheltering for those members of the community unable to shelter in place, or temporarily relocate with family or friends or have otherwise been directed to the evacuate by emergency services. Shelter provided at an evacuation centre is short term, usually limited to being provided during the emergency phase.

Gympie Get Ready Refers to various capacity, communication, awareness and preparedness building tools. The Toolkit, Leaders Network, Facebook page and community signage are all part of the Gympie Get Ready Resilience Program.

Emergency Preparedness

A state of readiness, which enables government agencies involved in disaster management, the private sector, communities and individuals to mobilise, organise, and provide relief measures to deal with an impending or current disaster or the effects of a disaster.

Event A cyclone, earthquake, flood, storm, storm tide, tornado, tsunami, volcanic eruption or other natural happening;

bushfire;

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

an infestation, plaque or epidemic; a failure of, or disruption to, an essential service or infrastructure;

an attack against the state;

another event similar to an event mentioned above.

An 'event' may be natural or caused by human acts or omissions (S16 (1) and (2) of the Disaster Management Act 2003,).

Hazard Something that has the potential to cause significant negative impacts on community elements (such as social, environmental and economics).

Incident Day-to-day occurrence which is responded to by a single response agency, or in cooperation with other response agencies.




Isolation Certain areas within the region are vulnerable to having their physical access points cut off. This may result in people within these areas being isolated from others for a period of time.

Level of risk Expression of the severity of a risk derived from consideration of likelihood the event will occur and the potential consequence that may arise.

Likelihood An expression of how likely it is that a specific hazard will occur within a given time frame. It is used as a qualitative description of probability or frequency.

Local Disaster Coordinator (LDC)

Chief Executive, or other council officer, appointed by the chair of the Local Disaster Management Group (GRLDMG) as the Local Disaster Coordinator.

Local Disaster Management Group (GRLDMG)

The persons/group responsible for implementing the requirements of local government with respect to development and implementation of disaster management arrangements for the local government area.

Mitigation Measures taken in advance of a disaster, aimed at decreasing or eliminating its impact on society and the environment (Australian Emergency Management Glossary, 1998).

Planning Process of developing arrangements for coordinating a response and establishing priorities, duties, roles and responsibilities of different individuals and organisations, including an actual state of preparedness.

Preparedness Measures to ensure that, should an emergency occur, communities, resources,and services are capable of coping with the effects (Australian Emergency Management Glossary, 1998).

Prevention Measures to eliminate or reduce the incidence or severity of emergencies (Australian Emergency Management Glossary, 1998).

Reconstruction Actions taken to re-establish a community after a period of rehabilitation subsequent to a disaster. Actions would include construction of permanent housing, restoration of all services and complete resumption of the predisaster state (Australian Emergency Management Glossary, 1998).

Recovery The coordinated process of supporting emergency–affected communities in reconstruction of the physical infrastructure and restoration of emotional, social, economic and physical well–being (Australian Emergency Management Glossary, 1998).

Rehabilitation The operations and decisions taken after a disaster, with a view to

restoring a stricken community to its former living conditions, whilst encouraging and facilitating the necessary adjustments to the changes caused by the disaster (Australian Emergency Management Glossary, 1998).




Relief The provision of immediate shelter, life support and human needs of persons affected by or responding to an emergency. I t includes the establishment, management and provision of services to emergency relief centres (Australian Emergency Management Glossary, 1998).

Residual risk Level of risk remaining after implementation of risk treatment (AS/NZS 4360:2004).

Resilience Attracting various meanings, within the current context resilience refers to our individual, household and community capacity to plan, prepare, adapt and evolve respective responses to inconvenient, unplanned or emergency situations, weather events life situations.

Resilience Toolkit The Gympie Get Ready Resilience Toolkit is Gympie’s free individual and household resource, which provides tools, checklists and templates, contact lists and information. It is designed especially for Gympie households to help you get all of like affairs in order, including health medical and bereavement planning resources.

Resilient Leaders Network

Resilient Leaders are dedicated community members who have stepped up to support capacity and resilience building, preparedness and community connections within their local community. Resilient Leaders play a variety of roles and are committed GGR Program Ambassadors. The GRLN Facebook page is a key platform for communication across the Network and community generally.

Response Measures taken in anticipation of, during, and immediately after an emergency to ensure its effects are minimised (Australian Emergency Management Glossary, 1998).

Risk The chance of something happening that may have an impact on the safety and well-being of the community. It includes risk as an opportunity as well as a threat and is measured in terms of consequences and likelihood (Adapted from AS/NZS 4360:2004).

Risk control That part of risk management which involves the provision of policies, standards and procedures to eliminate, avoid or minimise adverse risks facing a community

Risk identification The process of identifying what can happen, why and how (Australian Emergency Management Glossary, 1998).

Risk management The culture, processes and structures that are directed towards realising potential opportunities, whist managing adverse effects (AS/NZS 4360:2004)

Risk reduction Actions taken to lessen the likelihood, negative consequences, or both, associated with a risk.

Risk transfer Shifting the responsibility or burden for loss to another party through legislation, contract, insurance or other means. Risk transfer can also refer to shifting a physical risk or part thereof, elsewhere




Risk treatment options (strategies)

Measures contained within mitigation, preparedness, response and recovery programs that aim to eliminate or drastically reduce the level of risk.

Review To inspect officially and in a formal, systematic way so as to ensure the currency, relevance and accuracy of plans, arrangements and associated documents

Serious disruption Serious disruption means:

loss of human life or illness or injury to humans; or

widespread or severe property loss or damage; or

widespread or severe damage to the environment;

(Disaster Management Act 2003, s13 (2)).

State Disaster Management Group (SDMG)

Queensland body responsible for the development of disaster management policy and coordination of resources necessary to ensure that all steps are taken to plan for and counter the effects of disasters within the State.

Vulnerability The degree to which a community may be adversely affected by a disaster.

Vulnerability refers to the susceptibility and resilience of the community and environment to hazards.

Warning Dissemination to the public of messages signalling imminent hazards, which may include advice on protective measures.




1.5 Abbreviations

AEMI Australian Emergency Management Institute BoM Bureau of Meteorology CSMAC Community Services Minister’s Advisory Council DCS Department of Child Safety DCCDS Department of Communities, Child Safety and Disability Services DDC District Disaster Coordinator DDMG District Disaster Management Group DM Act Disaster Management Act 2003 DNRM Department of Natural Resources and Mines EMA Emergency Management Australia EMQ Emergency Management Queensland Facebook The Preferred Social Media used by Council and the Gympie

Community - Gympie’s Resilient Leaders Network (GRLN) and Business and Industry Development pages

DEHP Department of Environment and Heritage Protection FCP Forward Command Post GGRP Gympie Get Ready Resilience Program GGRT Gympie Get Ready Resilience Toolkit available in Smartphone, web

app, Adobe Form and USB formats. GIS Geographic Information System Guidelines Disaster Management Planning Guidelines Hashtags # # used in social media as a short cut link to the message thread ie

#GympieFlood2013 LCSC Local Community Support Committee LDC Local Disaster Coordinator GRLDMG Local Disaster Management Group MSQ Maritime Safety Queensland NDRRA Natural Disaster Relief and Recovery Arrangements NDRMSP Natural Disaster Risk Management Studies Program PPRR Prevention, Preparedness, Response, Recovery QAS Queensland Ambulance Service QFRS Queensland Fire and Rescue Service QPS Queensland Police Service QPWS Queensland Parks and Wildlife Service Q-Rail Queensland Rail SDCC State Disaster Coordination Centre SDCG State Disaster Coordination Group SDMC State Disaster Mitigation Committee SDMG State Disaster Management Group SES State Emergency Service SEWS Standard Emergency Warning System SOPs Standard Operating Procedures TMR Transport and Main Roads




2.0 Administration and governance 2.1 Authority to plan Gympie Regional Council has a legislative responsibility to develop a Local Disaster Management Plan in accordance with s57 of the Queensland Disaster Management Act 2003 (The Act).

guidelines”

This plan has been produced by and with the authority of Gympie Regional Council pursuant to s57 and s58 and the Act.

2.2 Approval of Gympie Regional Local Disaster Management Plan 2.2.1 Approval and adoption of the plan by the Gympie Regional Local Disaster Management Group. This plan was reviewed and endorsed by the Local Disaster Management Group on 21 November 2013, please refer to GRLDMG minutes from meeting of 21 November 2013.

“s 57 Plan for disaster management in local government area

(1) A local government must prepare a plan (a local disaster management plan) for disaster management in the local government’s area.

(2) The plan must include provision for the following—

(a) the State group’s strategic policy framework for disaster management for the State, and the local government’s policies for disaster management;

(b) the roles and responsibilities of entities involved in disaster operations and disaster

management in the area;

(c) the coordination of disaster operations and activities relating to disaster management performed by the entities mentioned in paragraph (b)

(d) events that are likely to happen in the area;

(e) strategies and priorities for disaster management for the area;

(f) the matters stated in the disaster management guidelines as matters to be included in the plan;

(g) other matters about disaster management in the area the local government

considers appropriate”. “s 58 A local disaster management plan must be consistent with the disaster management




2.2.2 Approval and adoption of the plan by the Gympie Regional Council This plan was reviewed and endorsed by the Gympie Regional Council on 4 December 2013 please refer to Gympie Council resolution number M141213. 2.3 Purpose 2.3.1 The Disaster Management System in Queensland

Figure: 2.1 Diagram of Disaster Management System 2.3.2 Purpose of the Disaster Management Plan Local Government plays a major role in disaster management. Section 4A(c) of the Disaster Management Act 2003 provided that local government should primarily be responsible for managing events in their local government area. The purpose of the plan is to:

• To provide a flexible and scalable ‘all hazards’ approach, encompassing the key principles of prevention, preparedness, response and recovery.

• To meet council’s obligation to ensure a well-informed community regarding disaster events and provide a safer environment;




• To ensure the local government and the Local Disaster Management Group comply with their disaster management obligations under the Disaster Management Act 2003;

• To minimise the effects of, coordinate the response to and the recovery from a disaster or major emergency affecting the Gympie region.

• Identify the risks and details on planning, response and recovery activities of council and other supporting agencies.

2.3.3 The concepts of disaster management are:

• An all hazards approach - this approach encompasses all types of hazards and ensures one management system for disaster management and civil defence arrangements. It involves the development of arrangements for managing the extensive range of possible effects and risks associated with disasters. The all hazards approach is useful in that the range of effects and risks can create similar consequences which require similar actions including promulgation of warnings, evacuation, infrastructure repairs, medical services and recovery methods. However, several risks will necessitate specific prevention measures and response and recovery actions.

• A comprehensive approach - this approach is adopted during disaster management planning to ensure that risk reduction and community resilience are developed in unison, while maintaining effective response and recovery capabilities. A description of the phases of comprehensive approach is provided in this chapter.

• An all agencies approach - this approach ensures partnering for disaster management arrangements at all levels of government, and between a large number of organisations and agencies that are required to support the four phases of the comprehensive approach. The all agencies approach effectively coordinates the activities of these organisations and recognises the requirement to have an understanding of disaster management policy framework and arrangements within their areas of responsibility. It further recognises that some agencies will have a primary role, while others have a secondary or support role throughout the phases.

• A resilient community - this approach has strong, established links between individuals, voluntary organisations and local authorities. It is acknowledged that individuals and communities can frequently help themselves and provide rapid, readily available and effective relief while external assistance may be limited due to resource capacities. When effectively integrated into disaster management arrangements, volunteer organisations are capable of providing assistance and access to resources, expertise and specialist skills. Individuals may be able to assist through knowledge of local hazards and provide advice concerning risks. Conversely, individuals can reduce demands during responses by being informed of the risks and following advice on appropriate precautions.

2.3.4 The comprehensive approach The Queensland disaster management system is based upon disaster management best practice and the comprehensive approach, which identifies four phases in disaster management. It provides an overarching framework for disaster management and particularly in disaster response. The four phases of the comprehensive approach are PPRR:

(1) Prevention,

(2) Preparedness,




(3) Response, and

(4) Recovery.

Prevention: This includes hazard identification, risk assessment, and implementation of measures to avoid the disaster or to reduce or eliminate potential loss of life or damage to property and to protect economic development.

Preparedness: This includes arrangements or plans to ensure timely response, relief and rehabilitation in the event of a disaster. It requires appropriate organisational structures, trained persons, plans and procedures.

Response: This is the process by which immediate assistance is provided to affected persons and sections of the community. Response operations deal with the immediate issues related to the disaster. The aims of response operations are to save lives, protect property, and render an affected area safe.

Recovery: This is the process by which an affected community is assisted in regaining a proper level of functioning following a disaster. It comprises two stages: initial recovery and long-term recovery/reconstruction:

• Initial recovery: The aim is to satisfy personal and community needs, and to restore services to the level where local government and the normal responsible agencies can manage the continuing process.

• Long-term recovery/reconstruction: Long-term recovery, reconstruction or rehabilitation measures are the subject of separate arrangements and will be done in accordance with the recovery terms of reference. See Section 5.

2.4 Objectives

The objective of the Gympie Regional Council Local Disaster Management Plan is to facilitate the

implementation of effective and efficient disaster management strategies and arrangements. In accordance with section 57(2) of the Act, the plan must include provisions for the following:

(a) The development, review and assessment of effective disaster management for the local government area including arrangements for mitigating, preventing, preparing for, responding to and recovering from a disaster;

(b) Compliance with the State Disaster Management Group’s (SDMG) Strategic Policy Framework, the State Disaster Management Plan, the Local Disaster Management Guidelines and any other Guidelines relevant to local level disaster management and disaster operations;

(c) The roles and responsibilities of entities involved in disaster operations and disaster management in the area;

(d) The coordination of disaster operations and activities relating to disaster management performed by entities mentioned in paragraph (c);

(e) Events that are likely to happen in the area;

(f) Strategies and priorities for disaster management for the area;

(g) The matters stated in the disaster management guidelines as matters to be included in the plan;




(h) Other matters about disaster management in the area the local government considers appropriate.

2.5 Strategic policy framework Disaster management and disaster operations in the Gympie local government area are consistent with the Disaster Management Strategic Policy Framework. This is achieved by:

• Ensuring a comprehensive, all hazards, all agencies approach by achieving the right balance of prevention, preparedness, response and recovery.

• Supporting the mainstreaming of disaster preparedness and mitigation into relevant areas of activity of government, non-government, small business and corporations.

• Aligning disaster risk reduction, disaster mitigation, disaster resilience and climate change adaption policy and actions with international and national reforms

• Promoting a transparent, systematic and consistent approach to disaster risk assessment and management, based on the Australian/New Zealand Standard AS/NZS ISO 31000:2009 Risk management – Principles and guildelines

• Recognising the commitment of stakeholders and 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

• Promoting community resilience and economic sustainability through disaster risk reduction

2.6 Scope This plan details the arrangements necessary to undertake disaster management within the Gympie Regional Council local government area. This area adjoins Somerset Regional Council and Sunshine Coast Regional Council to the south, South Burnett Regional Council to the west and North Burnett Regional Council and Fraser Coast Regional Council to the north.




Figure 2.2




2.7 Disaster management priorities 2.7.1 Council’s responsibility The Gympie Regional Council and the Local Disaster Management Group are committed to ensuring that the council’s responsibilities under the Disaster Management Act 2003 are executed in full by:

• Working within the State Disaster Management Strategic Policy Framework, which focuses on a comprehensive, all hazards approach with all levels of government working in partnership to reduce the effects of disasters

• Protecting health, safety and quality of life and economic vitality

• Protecting our natural and built environment

• Recognising and valuing the benefits of partnership and collaboration across all levels of government, community and industry, in all aspects of disaster management.

• Respecting the diversity of Queensland communities

• Ensuring accountability and transparency of disaster management in Queensland. 2.7.2 Functions of local government Section 80 of Queensland Disaster Management Act 2003 (the Act) identifies Local Government functions under the Act

(2) In this section—

disaster response capability, for a local government, means 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.

(1) The functions of a local government under this Act are as follows -

(a) to ensure it has a disaster response capability; (b) to approve its local disaster management plan prepared under part 3;

(c) to ensure information about an event or a disaster in its area is promptly given to the district disaster coordinator for the disaster district in which its area is situated;

(d) to perform other functions given to the local government under this Act.




2.8 Review and renew plan

2.8.1 Gympie Local Disaster Management Plan

Figure 2.4

The Gympie Local Disaster Management Plan will be reviewed annually as required by Section 59 of the Disaster Management Act 2003 as follows: - by the 30th April - review and amend (as required) the main plan

June/July EMQ/DDC Assessment of LDMP (State Assessment) August/September - LDC to update plan based on State Assessment




September - Amended plan submitted to full GRLDMG for acceptance or further amendment. (Note: Amendment approvals must be in accordance with Section 1.1)

October - Updated plan submitted to the District Disaster

Management Group for endorsement The master contact list for all organisations/persons involved in the Council’s disaster management arrangements shall be reviewed / updated at each meeting of the Local Disaster Management Group (and any subordinate Groups) and will be held by the Local Disaster Coordinator. The updated contact list will be distributed with the minutes of each meeting.

2.8.2 Gympie local disaster operational plans

The operational plans will be annually as required by Section 59 of the Disaster Management Act 2003 as follows: August – April - Working groups review and amend (as required) the supporting plans June - Amended plans submitted to full Local Disaster Management Group for

acceptance or further amendment Note: Amendment approvals must be in accordance with Section 1.1

Figure 2.5 NB. If at any time during the year, it becomes apparent that an urgent amendment to or review of the planning documentation is required for operational effectiveness, then such review or amendment must be implemented expeditiously.




3.0 Local Disaster Management Group – Terms of Reference

3.1 Gympie Regional Local Disaster Management Group

3.1.1 Establishment of the Gympie Regional Local Disaster Management Group As required by Section 29 of the Disaster Management Act 2003, a Local Disaster Management Group has been established to oversee disaster management and disaster operations for the Gympie Region. Gympie Regional Council through the Local Disaster Management Group retains primary responsibility for managing disaster events contained within the local government area. Gympie Regional Local Disaster Management Group (GRLDMG) should establish Terms of Reference (ToR) to guide activities. An example ToR template is available on the DM portal. 3.1.2 Functions of the Gympie Regional Local Disaster Management Group Section 30 of the Disaster Management Act 2003 details the functions of the local disaster management group as follows:

(a) to ensure that disaster management and disaster operations in the area are consistent with the state group’s strategic policy framework for disaster management for the state;

(b) to develop effective disaster management, and regularly review and assess the disaster management;

(c) to help the local government for its area to prepare a local disaster management plan; (d) to identify, and provide advice to the relevant district group about, support services required by

the local group to facilitate disaster management and disaster operations in the area; (e) 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; (f) to manage disaster operations in the area under policies and procedures decided by the State

group; (g) to provide reports and make recommendations to the relevant district group about matters

relating to disaster operations; (h) to identify, and coordinate the use of, resources that may be used for disaster operations in the

area;

(i) to establish and review communications systems in the group, and with the relevant district group and other local groups in the disaster district of the relevant district group, for use when a disaster happens;

(j) to ensure information about a disaster in the area is promptly given to the relevant district

group;




(k) to perform other functions given to the group under this Act; (l) to perform a function incidental to a function mentioned in paragraphs (a) to (k).

3.2 Membership 3.2.1 Appointment of members Members of the Local Group have been appointed by the Gympie Regional Council in accordance with Section 33 and Section 34 of the Act. In appointing people to the Local Group, council has sought to select representatives from those agencies and organisations in the Gympie region who:

(a) have a key role in responding to disaster or emergency situations (b) manage key assets, or

(c) provide essential community services. Membership of the Local Group will be reviewed annually by the Chair of the Local Group, the LDC and the Chief Executive or delegate of the Department. The DDC and the Chief Executive of the Department will then be advised of the membership of the Local Group as per the requirements of Section 37 of the Act. In addition to its members, the Local Group may seek the assistance of individuals or organisations as circumstances require. These persons sit as advisors to the group. They will receive copies of the agendas and minutes and can attend and participate in meetings and discussions as required. They however do not have voting rights on decisions.

3.2.2 Appointment of GRLDMG Chairman and LDC

Under Section 34 of the Act the Gympie Regional Council appoints a councillor of the Gympie Regional Council as Chair of the Local Group.

Under Section 34 of the Act, council will also appoint a member of the group as the Deputy Chair.

Functions of Chair of Local Group

Section 34A of the Act identifies that the chairperson of a Local Group has the following functions: - (a to manage and coordinate the business of the group;

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

(c) to report regularly to the relevant district group, and the chief executive of the department, about the performance by the Local Group of its functions.




3.2.3 Appointment of Local Disaster Coordinator

Under Section 35 of the Act the Chairperson of the Local Group, after consultation with the Chief Executive of DCS will appoint an employee of council as the Local Disaster Coordinator (LDC) of the Local Group.

The LDC is supported by the Deputy LDC.

Functions of Local Disaster Coordinator S36 of The Act states that the LDC has the following functions:

(a) to coordinate disaster operations for the Local Group;

(b) to report regularly to the Local Group about disaster operations;

(c) to ensure, as far as practicable, that any strategic decisions of the Local Group about disaster operations are implemented.

3.2.4 Gympie GRLDMG Membership The composition of the Gympie Regional Local Disaster Management Group is as follows: Title Organisation

Chairperson Gympie Regional Council (Mayor)

Deputy Chairperson Gympie Regional Council (Councillor)

Local Disaster Coordinator Gympie Regional Council (Local Disaster Co-ordinator)

Deputy Local Disaster Coordinator

Gympie Regional Council (Chief Executive Officer)

Chair of Community Support Group

Gympie Regional Council (Councillor)

Member Gympie Regional Council (Director Infrastructure Services)

Member Gympie Regional Council (Director Corporate and Community Services)

Member Gympie Regional Council (Communications Manager)

Member Gympie Regional Council (Deputy Chief Executive Officer)

District Disaster Coordinator

Queensland Police Service

Member Queensland Police Service – Representative (Senior Officer to liaise with other regional police stations)




Title Organisation

Member Queensland Ambulance Service – Representative (Senior Officer to liaise with other regional ambulance stations)

Member State Emergency Service (Local Controller)

Member Emergency Management Queensland (Area Director, Gympie Regional Area)

Member Queensland Fire and Rescue – Urban - (Senior Officer to liaise with other regional fire stations)

Member Queensland Fire and Rescue – Rural - (Senior Officer to liaise with other regional fire stations)

Member Department of Natural Resources and Mines – Representative

Member Telstra – Representative

Member Energex – Representative

Member Ergon – Representative

Member Queensland Health

Member Department of Communities – Gympie region

The following organisations/persons may be called up on to assist the GRLDMG with the planning process or during activations when their special expertise or resources are required: Title Organisation

Advisory Member Gympie Regional Council (Director of Engineering Services)

Advisory Member Energex (North Coast Distribution Services Manager)

Advisory Member Queensland Fire and Rescue Services (Area Director)

Advisory Member Queensland Ambulance Service (Asst. Commissioner North Coast)

Advisory Member Queensland Ambulance Service (Gympie Regional Area Director)

Advisory Member Queensland Ambulance Service (Officer in Charge – Tin Can Bay)

Advisory Member Gympie Police Service (District Inspector)

Advisory Member Queensland Police Service (Officer in Charge – Tin Can Bay)

Advisory Member Queensland Police Service (Officer in Charge – Imbil)




Title Organisation

Advisory Member Queensland Police Service (Officer in Charge – Rainbow Beach)

Advisory Member Queensland Police Service (Officer in Charge – Goomeri)

Advisory Member Queensland Police Service (Officer in Charge – Kilkivan)

Advisory Member Queensland Police Service – South East Hoop Region

Advisory Member Department of Natural Resources and Mines – Senior Ranger Rainbow Beach

Advisory Member Department of Employment and Economic Development – Principle Veterinary Officer

Advisory Member Chamber of Commerce

Advisory Member Gympie General Hospital

Advisory Member Queensland Transport – Manager Customer Service Centres

Advisory Member Department of Main Roads

Advisory Member Queensland Rail – Track Section Supervisor

Advisory Member Queensland Rail – Group Emergency Coordinator

Advisory Member Queensland Rail – Manager Infrastructure Maintenance

Advisory Member Eldorado Gold Mines

Advisory Member Australian Volunteer Coast Guard

Advisory Member Forestry Plantations Queensland

Advisory Member Cooloola Christian Radio

Advisory Member ABC Radio

Advisory Member Radio 56 (4GY)

Advisory Member Gympie Times - Manager

Advisory Member Blue Care – Director of Nursing

Advisory Member Cooloola Community Private Hospital

Advisory Member Gympie High School - Representative




Title Organisation

Advisory Member Department of National Parks, Recreation, Sports and Racing – Wildlife Service Ranger in Charge - Gympie

A contact list for GRLDMG Members and Advisory Members can be found at Annexure A. Note: Personal details have been removed to comply with the Information Privacy Act 2009.

3.3 Roles and Responsibilities 3.3.1 Roles and Responsibilities of Agencies The summary in the table below provides details regarding the agencies involved and their responsibilities. Organisation Roles and Responsibilities

Local Disaster Management Group

• Functions as allocated to the group under s 30 of the Act • Development of comprehensive local disaster management plan

and strategies • Public Awareness/Education program • Reporting structure – reports to District Disaster Management

Group • Establishment of the Local Disaster Co-Ordination Centres

(LDCC), including training of sufficient personnel to operate the centre

• Establishment evacuation centres • Public advice regarding evacuation centres • Communications co-ordination and public warning and advice as

required • Collection and interpretation of Bureau of Meteorology warnings

and data • Communication co-ordinator between all organisations • Media liaison • Support for the coordination of response agencies through the

LDCC


Perform the following roles and responsibilities in support of the Local Disaster Management Group

• Protection, maintenance and restoration of water and sewerage services

• Clearance of debris and wash down of streets, etc • Co-ordination of clean-up of private dwellings • Maintenance of drainage systems • Assessment and safety of damaged buildings • Preservation of public health and hygiene precautions




Organisation Roles and Responsibilities • Signposting, barricading and road maintenance

• Provision of manpower and equipment as necessary • Transport as required • Assessment and control of chemical pollution of water courses

or water supply • Supply and erection of barricades • Restrict movement of unauthorised vehicles until arrival of police • Supply vehicles as necessary • Protection, restoration and maintenance of utility services • Assistance by health staff with animal control • Assistance in vaccination programs • Issue of public information or warnings about disaster situations

in accordance with Local Plan • Provide advice and support to the DDC • Refuse and disposal of waste management

Queensland Police Service Primary agency responsible for terrorism response • Control and coordination of counter-terrorism operations • Preservation of peace and good order • Assisting the community to prepare for, respond to and recover

from an event or disaster • Prevention of crime • Security of any site as a possible crime scene • Coronial investigation procedures • Traffic control, including assistance with road closures and

maintenance of road blocks. • Crowd management / public safety • Coordination of search and rescue • Control and coordination of evacuation operations • Provide security for damaged or evacuated premises • Manage the register of evacuated persons in association with

the Australian Red Cross • Provide a disaster victim identification capability • Respond to and investigate traffic, rail and air incidents • Advise the LDCC and request and provide assistance through

the Coordination Centre as required during disaster operations • Provide liaison officers to the LDCC • Fulfil the role of Gympie Regional District Disaster Coordinator • Undertake the role of Executive Officer District Disaster

Management Group




Organisation Roles and Responsibilities • Assistance with stock destruction • Coordination and control of identification and mortuary facilities if

required

Emergency Management Queensland

Functional lead agency for emergency supply • Provision of advice and assistance to all agencies within

Queensland’s disaster management arrangements. • Review and assess and report on the effectiveness of disaster

management by the State at all levels, including Local Plans • Provision disaster management officers of coordination, policy

and operational advice, at all levels of the State’s disaster management system, including at the Local Group

• Coordination of State and Federal assistance for disaster management and operations

• Facilitation of a comprehensive (prevention / preparedness / response / recovery ) - all hazards - all agencies approach to disaster management

• Assisting the community to prepare for, respond to and recover from an event or disaster e.g. Public awareness and education campaigns

• Management, coordination and support of the State Emergency Service on the Sunshine Coast

• Ensuring that disaster management activities within the State are consistent with the strategic policy framework

• Facilitiation of the development and maintenance of the State’s Disaster Management Plan

• Training of disaster management stakeholders • Support the provision of state government owned rotary wing

assets to the disaster response

Perform the following roles and responsibilities in support of disaster operations:

• Operation and maintenance of the State Disaster Coordination Centre (SDCC).

• Manage resupply operations • Coordinate and manage the deployment of State Emergency

Service across the State • Support the deployment of Qld Corrective Services resources • Provision of public information during disaster and emergency

situations.




Organisation Roles and Responsibilities

State Emergency Service • Agency support • Community education • Flood boat operations • Incident management • Search • Storm damage • Traffic management • Vertical rescue • Assistance in debris clearance • Emergency repair/protection of damaged/vulnerable buildings

especially for members of the community • Advise Emergency Management Queensland of operations

underway and request and provide assistance through the Lead Agency or the LDCC as required by EMQ during disaster operations.

• Search operations for missing persons

Queensland Ambulance Service

• Selection of triage and treatment area • Establish triage areas and co-ordinate transport of patients • Initial triage and treatment of casualties and on-going care with

the medical team • Emergency pre-hospital care • Co-ordinate (medical aspects) of rescue of trapped persons with

the Queensland Fire and Rescue Service • Transport of casualties including road and air transport • Liaison with other services • Selection of marshalling area for QAS units • Co-ordination of Volunteer First Aid Groups (eg. St John • Ambulance) and other first aid providers • Co-ordinate aerial medical services for fixed and rotary wing

service providers • Assistance with the evacuations of persons with medical

conditions (specialised medical transport including aero - medical transport)

• Request and provide assistance through the Coordination Centre as required during disaster operations

• Provision of advice regarding transportation of medical special needs sectors of the community





Queensland Fire and Rescue

Primary agency for bushfire, chemical / hazardous materials (HazMat) related incidents.

• Development of fire prevention and mitigation strategies and response plans

• Provide control, management and pre-incident planning of fires (structural, landscape and transportation)

• Control and clean-up of hazardous materials, spillage/release • Assisting the community to prepare for, respond to and recover

from an event or disaster e.g. Public education and awareness programs

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

• Provide rescue of person isolated or entrapped in swift water / floodwater events

• Provide Urban Search and Rescue (USAR) capability for building collapse events.

• Assistance in provision of clean-up facilities, particularly pumping and hose down

• Control of urban fires and the fire ground until secure • Safety of persons in relation to fire prevention, fighting and

recovery • Prevention, fighting and recovery operations • Advice on carcass burning conditions, in exotic animal disease

outbreaks, and fire safety of carcass burning activities • Provision of specialist manpower and equipment, including

protective equipment • Advice and directions on public safety/evacuation from fire

danger zones • Provide advice and communications with LDC and DDC about

the operations of the QFRS • Provision of expert advisory services on hazardous materials

through the QFRS Scientific Unit • Provide mass and technical decontamination capabilities under

State Biological Disaster and State Radiological Disaster Response

• Provide rapid damage impact assessment and intelligence gathering capabilities





Ergon Energy/Energex • Electricity supply information and warnings to Gympie Region disaster management agencies and the community

• Advice in relation to electrical power supply outages to agencies and community

• Control of dangerous situations and electrical hazards • Restoration of main power and services when required • Assisting the community to prepare for, respond to and recover

from an event or disaster eg. Public education and awareness programs

• Maintenance of electrical power supply distribution

Queensland Government

Department of Community

Functional lead agency for human social recovery • Coordinate provision of human-social recovery services during

recovery operations in partnership with local government. • Work with affected individuals and communities to support their

own recovery activities. • Maintain links with local, state, federal and non-government

agencies and committees • Maintain a register of state government officers available to

assist in human-social recovery when required. • Administer relevant human and social SDRA and NDRAA relief

measures. • Manage corporate offers of assistance and direct offers of

volunteering through appropriate channels. • Provision of advice and communication with the LDC and DDC

about Community Recovery requirements and operations • Establish outreach service teams to visit households and

determine their recovery needs

Telstra • Telephone communication restorations and provision of communications facilities

Queensland Government

Queensland Health and/or Government Medical Officer

Functional lead agency for health response

Primary agency for pandemic influenza, biological and radiological incidents

• Coordination of medical and health resources • Public advice and information on health issues • Detection of sources of infection • Immunisation/inoculation programs • Disinfection of contamination • Control of movement of people (quarantining) as necessary • Advice and assistance where animal disease may threaten

human life





Hospitals • Provide clinical and state wide forensic services support for disaster and response recovery

• Clinically coordinate aeromedical transport. In a disaster situation provide staff to the Emergency Helicopter Tasking Cell

• Provision of Site Medical Officer or site Medical Team as required

• On site field triage and emergency treatment of causalities if required

• Casualty clearance station • Short term medical support

Australian Red Cross

• Provision of community support and disaster relief to disaster affected communities

• Assist with outreach services to disaster affected communities • Provide support to Department of Communities, Child Safety

and Disability Services in the provision of psychosocial support and community development activities during recovery

• Work with partner agencies to ensure basic human needs are met during the response stage of a disaster, with a particular focus on assisting local government authorities in the management of evacuation centres

• Assist the community to prepare for, respond to and recover from an event or disaster eg public awareness and education campaign

• Provision of advice and communication with the LDC and DDC • Assist Qld Police with the registration of evacuees/displaced

persons • Produce a complete report at the end of operation • Administer the Premiers Disaster Relief Appeal funding


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

• Detection of source infection • Slaughter and disposal of animals and infective agents • Disinfection of contamination • Coordination in exotic animal disease operations • Control of movement of animals, animal products, vehicles • Coordination of resources at local level • Public advice and information • Counselling services to relevant sector • Control of specific enterprises • Evaluation and compensation • Administration of NDRRA relief measures





Department of Natural Resources and Mines

• Fire suppression and control within State Forest and on unallocated state land

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

• Assist in flood planning, management and study • Regulation of surface and ground water resources • Regulation design assessment and monitoring of implementing

dam safety programs.

Department of Transport and Main Roads

Functional lead agency for transport systems

Primary agency for ship-sourced pollution where it impacts, or is likely to impact on Queensland coastal waters

Functional lead agency for infrastructure recovery (transportation)

• Advise on location and suitability of heavy earthmoving equipment

• Advice on vehicle detour routes • Advice and information on the impact of disruptive events on

road, rail, aviation and maritime infrastructure as its affects the transport system

• Assist with the safe movement of people as a result of mass evacuation of a disaster affected community

• Assistance in tracing of animal and livestock products being transported

• Halting, off-loading and disinfecting of transportation vehicles as required

• Advice on vehicle detour routes • Provision of heavy earthmoving equipment • Oil spill response

Queensland Rail • Control operation, movement and technical advice on railway plant and equipment

• Provision and control of railway manpower and equipment as required

• Clearance and restoration of railway lines.

Bureau of Meteorology • National weather and warnings and information refer to bom.gov.au/weather/qld/

• Provision of advice and communication with Local Group’s Disaster Coordinator and DDC about the weather warnings issued

• Collection and interpretation of information from rainfall and flooding telemetry systems, jointly with the Council

• Issue weather forecasts including weather warnings to agencies and the community

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





Department of National Parks, Recreation, Sports and Racing

• Queensland Parks and Wildlife Service – Responsible for fire suppression on National Parks, Conservation Parks and some State Forests

Department of Environment and Heritage Protection

Lead agency role for environmental recovery • Assistance with information about recovery strategies for

environmental damage • Provide oiled wildlife response, traditional owner liaison,

environmental and shoreline assessments and waste management advice and approvals for ship-sourced pollution at sea

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

• Provide expert environmental advice in pollution incidents

Chamber of Commerce • Assistance with information about recovery strategies for business

• Coordination of flood response for businesses 3.3.2 Lead Agency Identification To ensure the provision of effective support during disaster management operations, a number of agencies have been identified and have accepted as having a lead and or support role for the nominated threat / hazard as detailed below: General responsibilities are covered in more detail under the heading Roles and responsibilities. Responsibilities of Membership All Members of agencies represented on the Local Group are expected to attend and be in a position to participate at Local Group meetings. Members should ensure that they:

• understand their agency’s resources and the expectations of their agency; • have the authority to commit their agencies resources to ordinary or extraordinary business

activities; • be involved in the formulation of Disaster Management Strategies and Plans for the Gympie region

at full group meetings or through participation in a Local Group Sub-Group; • attend disaster management training or exercises; and • send their nominated deputy to a meeting of the Local Group in their absence.

During the coordination of disaster operations members should ensure that they:

• inform their agency of the activation of the Local Group and Local Disaster Coordination Centre (LDCC); and

• provide a liaison officer at the LDCC whilst the LDCC is active.




Responsibility of members for development of Sub-plans Each LDMP Sub-plan identifies which agency has primary carriage for the development and maintenance of that Sub-plan.

Threat Lead Agency Support Agency Cyclone/ Storm/ Severe Weather Damage

Gympie Regional Council EMQ/State Emergency Service Queensland Police Service Energex Energy Ergon Telstra Queensland Ambulance Service Queensland Fire and Rescue Service Queensland Transport - Main Roads Gympie Hospital Coastguard

Flood incl. Dam Break Flood

Gympie Regional Council EMQ/State Emergency Service Queensland Police Service Energex Energy Ergon Telstra Queensland Ambulance Service Queensland Fire and Rescue Service Queensland Transport - Main Roads Gympie Hospital Department of Environment and Resource Management – Borumba Dam

Storm Surge/ Tsunami

Gympie Regional Council EMQ/State Emergency Service Queensland Police Service Energex Energy Ergon Telstra Queensland Ambulance Service Queensland Fire and Rescue Service Queensland Transport - Main Roads Gympie Hospital Volunteer Coastguard




Threat Lead Agency Support Agency Major Transport Accident (Road, Air)

Queensland Police Service NOTE: Civilian Air Accident – initial response QPS until CASA and Dept. Transport arrive. Defence Air Accident - QPS until defence personnel arrive. Rail Accident - QPS until Q Rail staff arrive.

EMQ/Queensland Ambulance Service State Emergency Service Queensland Fire and Rescue Service Energex Energy Ergon Queensland Transport - Main Roads Queensland Rail Gympie Regional Council Gympie Hospital Department of Employment, Economic Development and Innovation Civil Aviation Safety Authority (CASA) Defence Department;

Fire Queensland Fire and Rescue Service

Queensland Police Service Queensland Ambulance Service EMQ/State Emergency Service Energex Energy Ergon Gympie Regional Council Gympie Hospital

Emergency Animal/Plant Disease


Queensland Police Service Gympie Regional Council EMQ/State Emergency Service Queensland Fire and Rescue Service Queensland Transport – Main Roads Energex Energy Ergon Government Valuers Gympie Hospital

Hazardous Material Accident

Queensland Fire and Rescue Service

Queensland Police Service Queensland Fire and Rescue Service Gympie Regional Council EMQ/State Emergency Service Queensland Ambulance Service Energex Energy Ergon CHEM Unit RACE(Response Advice for Chemical Emergency) Gympie Hospital Industry concerned




Threat Lead Agency Support Agency Oil Spill Queensland Department

Transport Queensland Police Service Queensland Fire and Rescue Service Gympie Regional Council EMQ/State Emergency Service Queensland Ambulance Service CHEM Unit RACE(Response Advice for Chemical Emergency) Gympie Hospital Industry concerned Coast Guard

Medical/ Epidemic/ Pandemic

Queensland Health Queensland Police Service Queensland Ambulance Service EMQ/State Emergency Service Gympie Regional Council Gympie Hospital Medical agencies

Earthquake Gympie Regional Council EMQ/State Emergency Service Queensland Police Service Energex Energy Ergon Telstra Queensland Ambulance Service Queensland Fire and Rescue Service Queensland Transport - Main Roads Gympie Regional Council Queensland Rail Department of Admin Services (Q-Build) Gympie Hospital

Landslide Gympie Regional Council EMQ/State Emergency Service Queensland Police Service Energex Energy Ergon Telstra Queensland Ambulance Service Queensland Fire and Rescue Service Queensland Transport - Main Roads Gympie Regional Council Queensland Rail Department of Admin Services (Q-Build) Gympie Hospital

Terrorism Queensland Police Service EMQ/Gympie Regional Council. Queensland Ambulance Service State Emergency Service Queensland Fire and Rescue Service Energex Energy Ergon Telstra Gympie Hospital




Threat Lead Agency Support Agency Lost Persons Bush and Mountain Search and Rescue

Queensland Police Service Gympie Regional Council. Queensland Ambulance Service EMQ/State Emergency Service Queensland Fire and Rescue Service Queensland Parks and Wildlife Service Federation Mountain Rescue Gympie Hospital

3.4 Meetings

3.4.1 Meeting of GRLDMG The Gympie Regional Local Disaster Management Group will meet at least four times per year (March, June, September and December) and as required for activations. Advisory members will be invited to all four meetings and as required during activations. For ordinary meetings of the Local Group a notice of meeting is to be sent at least three weeks, preferably four weeks in advance of the meeting and an agenda will sent one week prior to the meeting. Notice of meeting and meeting agenda will be sent by email to members. Meeting minutes are to be prepared and sent within a four week timeframe following the meeting. For extraordinary meetings, notice of meeting may be communicated by SMS, email or telephone call to members as soon as it is determined that a meeting of the Local Group is required. Minutes of each meeting will prepared and retained as required by legislation. A resolutions register will also be prepared and maintained to provide a running log of actions of the Local Group and as a reference document and historical document of past Local Group resolutions. Following each Local Group meeting contact lists for the Local Group and associated Sub-groups shall be updated. The revised contact listing will be sent to Local Group members with the minutes of the meeting for member’s retention with the Local Plan. 3.4.2 Quorum for Meetings Under s 40 of the Disaster Management Act 2003, a quorum for the group is set at one half of the number of members plus one; or if one half of the members is not a whole number, the next highest whole number. There are provisions for members to appoint a Deputy member, as prescribed under s 40A of the Disaster Management Act 2003:

a) A member of a Disaster Management Group may, with the approval of the Chair of the group, appoint by signed notice another person as his or her deputy.

b) The Deputy may attend a group meeting in the member’s absence and exercise the member’s

functions and powers under this Act at the meeting




c) A Deputy attending a group meeting is to be counted in deciding if there is a quorum for the meeting.

3.4.3 Sub Groups (of the Local Group) Sub groups of the Local Disaster Management Group may be established for specific purposes such as Planning or Local Communities. Examples of Sub Groups for Planning include:

• Community awareness and education • Community support • Evacuation planning

The Local Group may resolve to create a sub-group to develop and maintain local community disaster plans. The sub- group may become a standing group or a group that exists only during the planning phase. Sub-groups described above would meet as often required to enable the task that is being considered to be progressed. If a Sub Group is established it will be by resolution of the Local Disaster Management Group and be provided with Terms of Reference. 3.5 Reporting

The Local Disaster Coordinator (LDC) of the Gympie Regional Local Disaster Management Group (GRLDMG) is responsible for the administrative responsibilities of the group. The normal business reporting requirements of the GRLDMG are as follows:

• Keeping of meeting and training attendance registers • Maintenance of membership and contact lists • Documentation of meeting minutes and distribution of minutes to GRLDMG Members and

Advisory members • Submission of meeting minutes and actions to Council for endorsement • Submission of reports and annual GRLDMG status reports (including annual planning

requirements) as required to the DDMG. The Local Disaster Coordinator (LDC) to liaise with the District Disaster Coordinator (DDC) to prepare an annual report (financial year) for the State Disaster Management Group. It is important that the Local Disaster Management Group (GRLDMG) has input into the Annual Report




4.0 Disaster risk assessment

4.1 Community context – Geography, Vulnerabilities, Hazard Identification and Prevention

Feature Relevant information and considerations

Geography

Coast

Hills

Rivers and waterways

Roads

Land uses

Population and Tourism

Particular points of vulnerability

Temp and Climate

Risk / Hazard by calendar period and area

The area administered by Gympie Regional Council (GRC) covers 6,898sq/km and its administrative centre is located at Gympie approximately 180 km north of Brisbane and some 40 – 50 km from the coast and forms part of the Wide Bay/Great Sandy Region. The council area is surrounded by the local government areas of Fraser Coast, Somerset, Gympie Regional and South Burnett Regional Councils. The area contains the major part of the Mary River watershed which drains to the coast east of Maryborough together with the watershed for Barambah, Nangur and Boonar Creeks which drain into the Burnett River. The region has both rural and coastal topography. A number of different urban and rural communities are located in the Council area the principle ones being: Gympie, Monkland, South side, Kandanga, Imbil, Amamoor, Tin Can Bay, Cooloola Cove, Imbil, Rainbow Beach, Brooloo, Glastonbury, Manumbar, Goomeri, Kilkivan, Tansey, Widgee, Woolooga, Curra, Gunalda, Miva and Theebine.

The western and south western boundaries are formed in the main by several mountain ranges including the Burnett, Coast and Jimna Ranges. The Mary River and its numerous tributaries flow from these areas.

Borumba Dam upstream from Imbil is located on Yabba Creek. and consists of an un-gated concrete spillway and rock filled embankment. Lake Borumba formed by the dam holds 46,000 ML.

Lake Barambah/Bjelke Peterson Dam lies in the catchment of Barambah Creek but is located in the South Burnett Regional Council area .

The majority of usable land in the area lies amongst low hilly country used for grazing (beef and dairy), some 67 commercial crops including sugar cane, zucchinis, squash, cucumbers, beans, pineapple, papaw, macadamias with areas under afforestation (Toolara and Imbil State Forest), Cooloola National Park.

The following highways pass through the area and carry considerable volumes of commercial and tourist traffic - Bruce Highway from Brisbane to Cairns passes through the area from south to north; Wide Bay Highway runs east west from just north of Gympie to Goomeri, Bunya Highway Goomeri to





Kingaroy and the Burnett Highway runs south to north in the western part of the area from Nanango to Gayndah.

The electrified north coast railway line from Brisbane to Cairns passes through the area and carries high speed passenger services as well as freight services. There is a railway line from Theebine to Kingaroy that services the South Burnett region twice weekly and it passes through the towns of Woolooga, Kilkivan and Goomeri. The line is principally for bulk freight such as grain and cattle.

Climate and weather

The climate of the area is characterised by high variability in rainfall and temperature with the summer rainfalls occurring between October and March producing approximately 70-75% of the mean annual precipitation of 1239 mm. Highest annual rainfall 2202mm and lowest annual rainfall 521. The heaviest rainfalls generally occur in January and February. Number of rain days 113. Cyclones can affect the area generally, and particularly the coastal fringe in the form of heavy rain depressions, generally between January and March, and this is also the time for well developed troughs to occur. During the winter months east coast lows (winter equivalent of cyclones) can affect the area with gale force winds and heavy rain. Between September and March the area experiences thunderstorms. The average annual rainfall varies between 650mm and 850mm. Temperature ranges are in the 14 – 27 degree range, although short periods of heat wave conditions can be experienced. Occasional frosts occur around mid-winter.

Population

The total population at 30 June 2011 was 45,749, and is predicted to reach 62,443 in 2026 (Dept. Local Government forecast).

The population is made up of data obtained from ABS 2011 Census:

Gympie 10,156 (including Southside);

Goomeri 787

Kilkivan 691

Rural West (Woolooga and Widgee residential district) 1,062

Tin Can Bay 1,994

Cooloola Cove 2,513

Rainbow Beach 1,103 The vulnerable age grouping 0-14 (20.4%) and 65+ (18.3%).





Special events such as the Gympie Music Muster at Amamoor can attract a crowd of over 65,000 for the duration of the event with daily attendances reaching 34,000 persons. Upwards of 16,000 persons camp at the venue.

Community Capacity

Refer to various Community Resource Directory for full listing

Lions: Tin Can Bay, Rainbow Beach, Goomeri, Kilkivan, Gympie, Gympie Southside and Mary Valley.

Rotary: Gympie/Cooloola

Lodges: Boonara Masonic, Braemar Masonic, Cooloola Masonic, Gympie Masonic, Kilkivan Masonic, Kin Kin Masonic, Lord Dufferin Masonic, Pioneer Masonic, Prince Leopold Masonic, Tuncunba, Telford Masonic, Theebine Masonic.

Apex: Gympie

Youth Clubs: Goomeri Youth Group, Mary Valley Youth Group, Red Frogs, Youngerset.

Scouts: Centenary, Imbil, Mary Valley, Chatsworth, Nashville.

Guides: Gympie

RSL: Rainbow Beach, Goomeri, Gympie, Imbil, Tin Can Bay.

Show Societies: Gympie and District, Mary Valley, Goomeri.

Churches: Health Services: Apostolic Church of Queensland (Goomeri and Gympie), Baptist Union of Queensland, Catholic Church, Christian Family Church (Assembly of God), Christian Outreach Centre, Church of Christ, Church of Good Shepherd Arts and Craft Group, Church of Good Shepherd Auxiliary, Church of Jesus Christ of Latter-Day Saints, Churches of Christ Queensland, Cooloola Coast Christian Fellowship, Gympie Baptist Church, Gympie Community Church, Gympie Wesleyan Methodist Church, Mary Valley Wesleyan Methodist Church, Presbyterian Church, Salvation Army Church, Seventh Day Adventist Church, St Patrick’s Parish, St Peter’s Anglican Parish of Gympie, St Therese’s Catholic Church, Uniting Church, Uniting Church (Mary Valley), Victory Church.

Community Centres/halls: Approx 38.

Conference centres : 6

QCWA: Gympie, Tin Can Bay, Kilkivan, Miva, Cedar Pocket, Glastonbury, Imbil.

Clubs/Associations/Affiliations: Approx. 331.

Counselling: Approx 44 organisations that service the Gympie Region either by local services or outreach..

Aged Care Facilities: 6





Meals on Wheels: 4 Not sure how relevant all this information above is? The Gympie Get Ready Resilience Program links across service and community to develop strong local community networks.

Industry

The area’s wealth is based on primary production (cattle – beef and dairy grazing, agricultural pursuits, forestry/national parks) and secondary industries, which service the primary industries. Tourism is active in the Tin Can Bay/Rainbow Beach area with these areas being jumping off points for Fraser island. Land use: dominated by agricultural land uses – dry-land grazing of beef and dairy cattle and vegetable crops, horticulture, aquaculture and citrus.

Industries: Approx. 102 various manufacturing

Light Industry: Support industry for cattle, agriculture, forestry and tourism. Tourism Tourist coaches, caravans and private vehicles traverse the whole of council area. Caravan parks: 11 Camping areas: 11 Motels: 14 Hotels: 7

Public buildings, spaces, and events

Public buildings: Council administration; Gympie Public and Cooloola Community Private Hospital; regional offices of State Government Departments. Community and other halls: Approximately 38 halls and other community facilities throughout the Gympie region. Churches – Various denominations Public open space: Numerous parks and gardens. Schools:

• Amamoor Primary School • Barambah Education Centre





• Goomeri Preschool-year 10 • Gunalda Primary School; • Gympie Central School, Lawrence Street • Gympie East (Primary School), Cedar Pocket Road • Gympie Preschool, Cartwright Road • Gympie Preschool, Exhibition Road • Gympie Preschool, Palantine Road • Gympie Preschool, Cedar Pocket Road • Gympie South Primary School • Gympie Special School • Gympie State High School • Gympie West Primary School • Imbil Preschool • James Nash High School, Gympie • Kandanga Primary School • Kia Ora Primary School • Kilkivan Preschool-year 10 • Mary Valley State College, Imbil • One Mile Preschool, Gympie • One Mile Primary, Gympie • Rainbow Beach Primary • Tin Can Bay Preschool • Tin Can Bay Primary – Year 10. • Widgee School • Woolooga School The following private schools are established in the Council area:

• BGGS Memorial Outdoor Education Centre, Yabba Creek, Imbil • Cooloola Christian College, Gympie • St Patrick’s College, Gympie • St Patrick’s Primary School, Gympie • Victory College, Gympie.

Tertiary Education:

• Wide Bay Institute of TAFE Community events: (These are the events identified by council and Gympie Cooloola Tourism as major) Gympie Music Muster, Mary River Festival, Goldrush, Heart of Gold, Goomeri Pumpkin Festival, Tin Can Bay Seafood Festival, Rainbow Fishing Classic, Steam Fest, Race the Rattler, Tin Can Bay Family Fun Festival, Kilkivan Great Horse Ride, Gympie Show, Goomeri Show, Mary Valley Show.





Sporting and Recreational Grounds: Numerous throughout the Council area Swimming pools: 5 Saleyards: 2 (Gympie and Woolooga)

Should these be used to aid Identification of evacuation or meeting points?

Critical infrastructure This is an odd heading for this section

If called Emergency and support services?

Then you could add Local Coordination Groups and Resilient Leaders too. This would make more sense.

Emergency Services: Police stations

Goomeri, Gympie, Imbil, Kilkivan, Tin Can Bay, Rainbow Beach – Police Beat. Volunteer Urban Brigades Goomeri, Gympie; Tin Can Bay; Imbil First Response. Volunteer Rural Brigades –

• Anderleigh • Barambah • Bluebell • Boonimba • Booubyjan • Brooloo • Cedar Pocket • Chatsworth • Curra • Downsfield • Glastonbury • Goomboorian • Goomeri • Gunalda • Kandanga • Kia-Ora • Kilkivan • Kinbombi • Kybong • Lagoon Pocket • Mary River • McIntosh Creek • Miva • Mooloo • Mothar Mountain • Mumbeanna





Medical, Health and First Responders

• Neerdie • Pie Creek • Southside • The Palms • Theebine • Traveston • Veteran • Widgee • Wolvi • Woolooga • Yabba Creek

unless adding numbers seems like a waste of time to have these here: Ambulance stations – Gympie and Tin Can Bay. NOTE there are no ambulance stations in the former Kilkivan Shire area or in the area of former Tiaro Shire. Services to the former Council areas are supplied from Gympie and Murgon. SES - Booubyjan,Goomeri, Gympie, Imbil, Kilkivan, Tin Can Bay, Rainbow Beach, Southside Group, Kilkivan, Kybong (welfare only), Gympie SES Cadets. Medical: Gympie Public Hospital - 96 beds; Cooloola Community private – 40 beds; Private medical, dental, chiropractic, pharmacy, physiotherapy, speech therapy, pathology, mental health services at Gympie. Community health services include community, child and school health, ATODS, home care, social work, occupational therapy, oral care, ATSI, diabetes and wound care. There are no hospital facilities in the areas of the former Kilkivan and Tiaro Shires. There are community health centres at Goomeri and Kilkivan. Nursing homes: Winston House – 41 beds; Lister Private Nursing Home – 50 beds; Grevillia Gardens – 30 beds; Community health centres in Goomeri and Kilkivan supply day respite care and meals to a limited number of residents. First Responders Resilient Leaders have been training in First Aid to support in emergency situations. St John Ambulance – Cert 3 Basic Health





Essential services

Water supply:

Reticulated supply at Goomeri, Gympie, Southside, Kilkivan, Kandanga, Tin Can Bay, Cooloola Cove, Rainbow Beach, Imbil, Amamoor. Sewerage: Reticulation and treatment at Goomeri, Gympie, Southside (part), Kilkivan, Tin Can Bay, Cooloola Cove, Rainbow Beach, Imbil. Waste removal landfill sites: Gympie, Southside (Glastonbury Rd), Tin Can Bay, Rainbow Beach, Traveston, Kilkivan. Waste removal transfer sites: Imbil (Mary Valley), Tansey, Sexton, Widgee. Power: 275 and 132KV High voltage transmission lines owned by Power Link and 33 and 11KV low voltage power reticulation including SWER lines owned by Energex; 132 KV and lower sub-stations in Gympie. Telecommunications: National and commercial radio reception. Reasonable mobile phone reception for CDMA and digital. Television: Free-to-air available in the council area. Radio stations: National and commercial reception Airfield: Kybong near Gympie. Roads: Bruce Highway –Brisbane to Cairns; Wide Bay highway – Gympie to Murgon; Extensive Council and Main Road networks. Transport: Coaches – Intrastate; local; Refer to Operational Plan 7.08 for listing Rail – North Coast line – Brisbane to Cairns (electrified Brisbane to Rockhampton) Specialist vehicles - Gympie Taxi, Blue Care.





Hazardous sites

Bulk Fuel depots;

Service Stations;

Swimming Pool complexes;

Bulk LPG gas suppliers

Rural Farm supply outlets;

Refer to council’s hazardous site register for detail

4.2 Hazards The main direct threats to the Gympie Region have been identified as:

(a) Flood including dam failure flood; (b) Cyclone, East Coast low, storm (wind, rain, hail); (c) Storm Surge; (d) Major transport accident (road, air); (e) Fire (urban and rural); (f) Emergency animal/plant disease; (g) Hazardous material accident; (h) Oil spill; (i) Epidemic; (j) Earthquake; (k) Tsunami; (l) Landslip; (m) Terrorism (n) Mine collapse; (o) Search and rescue. The area is also likely to be indirectly impacted by hazards / threats occurring in neighbouring local government areas, such as: • emergency animal/plant disease carried through or into the area by transports; and

• failure of critical infrastructure such as power and communications.

FLOOD – Flooding from the Mary River and its tributaries affect the whole of the flood plain. Parts of the residential and business area of the town of Gympie experience flooding from the Mary River.

Sections 4.2, 4.3 and 4.4 requires complete review by a suitably qualified consultant. “All Hazards Risk Assessment”

More useful to map where these hazards relate to: Tsunami higher along coast – whereas mine collapse might be less likely.




The largest flood in the Mary River for which information is available was the February 1893 flood which peaked at 25.45m at Kidd Bridge. There have been 10 floods with heights of 19.5m or more since 1893. See plan 7.18 for further flood level. Council has adopted the 50 year ARI event for existing residential allotments and the 100 year ARI event for new residential allotments as the defined flood for town planning purposes. Locations throughout the area that may pose problems for the GRLDMG during flooding are: • Gympie Music Muster Site – access via single lane sealed/unsealed road with 6 low level creek

crossings. Muster attendances can reach 60,000 persons during the week-long event. • Little Bella Creek rural residential area – access via Yabba Creek. Road with several crossings

of Yabba Creek. • Bluebell/Amamoor Creek rural residential area – reached via Music Muster Site. • Borumba Dam Camping Area and Deer Farm – subject to flooding from Yabba Creek. • Town and surrounds at Goomeri including the highways into and out of Goomeri. • Town and surrounds at Woolooga. • Kilkivan/Gympie Mary River crossing, Bells Bridge/Mary River crossing, Widgee Creek, Wide

Bay Creek (Bauple and Tansey crossings, Sexton and Copper Mine areas. • Chippendale and Nangur Creeks in the Barambah Creek/Burnett River catchment area. Dam Break Flood – Flooding as a result of the failure of Borumba Dam, whilst unlikely, is possible and would be a major catastrophe for the town of Imbil and properties downstream of the dam and adjacent to Yabba Creek. Failure of the dam wall may occur from a seismic event (earthquake) or rainfall input exceeding the spillway capacity resulting in the overtopping of the rock wall of the dam. The likelihood is rare but the consequences are extreme. Flooding as a result of the failure of Lake Barambah - Bjelke Peterson Dam which lies in the catchment of Barambah Creek but is located in the South Burnett Regional Council area (former Murgon Shire), whilst unlikely, is possible and would be a major catastrophe for downstream rural areas. Failure of the dam wall may occur from a seismic event (earthquake) or rainfall input exceeding the spillway capacity resulting in the overtopping of wall of the dam. The likelihood is rare but the consequences are extreme. See Annex 6 for details of EAP for Borumba Dam and Cedar Pocket Dam STORM – Storms cover a variety of terminology from cyclone, east coast lows, tornadoes, severe thunderstorms, etc.




A considerable number of domestic and business/industrial structures in the Council’s area pre-date the introduction of the wind codes in the mid 1980s and are therefore susceptible to damage caused by winds generated in the various categories of storms, especially cyclones and tornadoes. The Bureau of Meteorology classifies storms as follows:

Severe Storm: • Defined by two categories - severe thunderstorms and land gales.

Severe thunderstorm - This type of thunderstorm is one that produces: • hail, diameter of 2cm or more ($2 coin size); or • wind gusts of 90km/h or greater; or • flash floods; or • Tornadoes, or any combination of these. South-East Queensland including the Wide Bay Burnett region is particularly susceptible to severe thunderstorms during the summer months (October to March) with their hail, flash flooding, lightening and strong winds. These events are responsible for most of the annual damage to property from natural hazards in the region. There are about 20 days a year on which severe thunderstorms develop and on many occasions there have been up to five individual storm systems involved on any one day. Not all thunderstorms, however, produce damage. Over the past 45 years the region has experienced, on average, two damaging thunderstorms each year. In both 1995 and 1999 there were eight such storms. Destructive winds from thunderstorms occur much more frequently in the South-East Queensland region than do severe winds brought by tropical cyclones or east coast lows. Thunderstorm winds do, however, impact over a much smaller area. As a result, thunderstorms tend to cause localised but sometimes severe damage in a few suburbs, rather than affecting the whole region. Track widths typically vary from 1km upwards and can extend for over 100km if conditions are ‘favourable’. Approximately 30 precent of all severe thunderstorms produce damaging hail. These swaths of hail may impact areas a few kilometres in width and up to 10km in length. Thunderstorms can also bring with them flash flooding. Almost all storms produce some lightening and associated thunder and can be accompanied by hail. Tornadoes may accompany severe super cell thunderstorms. On average they occur about one day per year in this region. Peak wind speeds are estimated to approach 450km/h in the larger tornadoes. Gympie Regional appears to have been fortunate that apart from wind and hail damage to some crops the main storm damage was by strong winds bringing electricity high tension lines and vegetation. Land Gales: Land gales are gale force (62km) or stronger winds, which occur over the land. They usually last longer and affect much larger areas than thunderstorms. Gales blow when large differences in atmospheric pressure are concentrated over a small distance. This can happen between a “deep” low-pressure system and a strong high, or near an intense cold front. Cyclones: Tropical cyclones are accompanied by strong winds, with potentially destructive gusts (more than 130km/h within 100km of the centre of Category 3 or greater storms. These strong winds




can persist for hours, or even days, and can cause widespread building and infrastructure damage or even loss of life. Most of the structural damage caused by tropical cyclones is inflicted by strong winds. This damage can be caused directly by the wind and/or by the debris that it propels, frequently with great force. Cyclones may also result in severe flooding. Cyclones usually occur between November to March, and are not usually a major problem in the Region. On long-term average, 1.2 cyclones pass within 500km of Brisbane each year, whilst in the past 92 years at least 15 of these storms have approached to within 100km of the Cooloola Coast. The likelihood is low but the consequences are high. East Coast Lows, also known as east coast cyclones, winter cyclones or easterly trough lows, are one of a family of low pressure systems which most often develop during the winter months (May to August) along the east coast of Australia south of 25ºC (about the latitude of Bundaberg). These large scale storm systems often develop rapidly and can become quite intense, with storm force winds extending over wide areas. These events contribute significantly to flooding and wind damage along the coastal margins as well as marine accidents, storm surge and beach erosion. Whilst they share many features with tropical cyclones, east coast lows tend to intensify much more rapidly and form much closer to the south-east Queensland region, with the result that warnings of severe weather are typically quite short. The incidence of this type of storm fluctuates quite widely from one year to the next, with none in some years and the highest incidence being twelve in 1978/79. The long term average annual occurrence is about 2.5 storms per year but since 1960 the average has increased to 3.7.’ STORM SURGE – Storm surge associated with cyclone activity is possible and may result in flooding of low-lying areas around Tin Can Bay, Rainbow Beach, Cooloola Cove and other coastal lands. The impact of a storm surge may result in property damage and loss of life. The likelihood is low but the consequences are high. The following details from the BoM/SDMG publication – “Tropical Cyclone Storm Tide Warning-Response System" are relevant to Council’s coastal areas:

Poin

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Nam

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Lat

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Ass

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428 Tin Can Bay 25.898 153.001 Cooloola 1.5 1.5 3 Foreshore 4 Foreshore 5.5 Yes

429 Inskip Point 25.815 153.068 “ 1.4 2.9 No 4.4 No 5.9 No **

430 Rainbow Beach 25.898 153.084 Cooloola 1.06 1.4 2.9 No 4.4 No 5.9 No

431 Double 25.915 153.184 “ 1.06




Island Point

432 Cooloola Beach 26.048 153.134 “ 1.06

** Protected by Fraser Island MAJOR TRANSPORT ACCIDENT – Road – The road system within the council’s area carries a myriad of transport, made up of heavy transport carrying hazardous materials and cattle, tourist coaches, school buses and ordinary motor vehicles. The road system consists of Bruce, Wide Bay, Burnett and Bunya Highways, several state main roads and numerous sealed and gravel council roads. Many heavy transport vehicles (including those carrying hazardous materials), tourist coaches, school buses and other vehicles use the road system daily. A major incident may exceed the capabilities of the emergency services, depending on the complexity of the incident. MAJOR TRANSPORT ACCIDENT – Air – Flight paths of civil and defence aircraft pass over various portions of the area, including residential areas. The effect of aircraft impacting within the area has the potential to extend emergency services beyond their capacity. Flying activities from the Gympie airstrip pose a similar threat. MAJOR TRANSPORT ACCIDENT – Rail – The electrified main north coast railway line from Brisbane to Cairns passes through the area and to the east of the town of Gympie. High speed tilt passenger trains use the line daily as well as a significant volume of goods services. The tourist rail line from Gympie to Imbil is also a potential source of a rail accident. A major rail incident may exceed the capabilities of the emergency services, depending on the complexity of the incident. MAJOR TRANSPORT ACCIDENT – Marine – A boating accident in the waters adjacent to Tin Can Bay, Rainbow Beach and in the Great Sandy Strait is possible. FIRE (RURAL) – Weather and vegetation conditions play a large role in the potential for a fire. The whole of the council area is vulnerable to grass fires. The urban/rural interface is a potential problem area. The large tracts of State Forests and National Parks present a bushfire problem due to the policies of the State Government with regard to reduction burns and the removal of grazing rights within the forest and park areas. The bushfire season for South East Queensland and the Wide Bay Burnett Region typically extends from mid to late winter through to early summer. The greatest danger from bushfire generally occurs in the period towards the end of winter when abundant growth of grass and other fuel from good seasons is followed by a winter of low rainfall and lengthy periods of dry westerly winds. On average it is estimated that the region experiences a serious fire season about once in every five years and obviously depends on weather conditions. The following areas have been identified as having a bushfire risk due to location or access or lack of water: Rainbow Beach area – 50 home sites; Rainbow Shores development – 120 home sites;




Road access to Inskip point due to large numbers of travellers (3,000 during peak times); Freshwater camping area; Tin Can Bay town centre environmental area – 20 properties; Cooloola Cove – 20 properties; Cooloola State Forest; Rural residential developments: Palms area – 100 properties; Benian road – 20 properties; Glenbar Road – 25 properties; Jimbour Road – 30 properties; Palm Drive – 25 properties; Little Bella Creek. – 20 properties; Bluebell/Amamoor Creek - 15 properties; Gympie Music Muster Site; See Annex 4 for bushfire risk map. FIRE (URBAN) – Domestic and industrial fires are a possibility in the urban areas. EMERGENCY ANIMAL and PLANT DISEASE – There is always a possibility that emergency / exotic animal / plant diseases may be introduced to the area by illegally imported animals and animal products or via the movement of infected stock into and through the area. The most recent international threat is Avian Bird Flu and equine influenza. HAZARDOUS MATERIAL ACCIDENT – There is a potential for a disaster / emergency through the storage, transport and discharge of toxic, flammable substances, gases and infectious substances (e.g. Biological samples). The greatest danger to the general public from these materials usually occurs during their transportation. Transport of hazardous material by road has the potential to cause an accident involving the general travelling public, school buses and tourist coaches. Hazardous material such as Liquid Petroleum Gas, natural Gas, Chlorine, Sodium Cyanide (solid and liquid), Sodium Hydroxide, Sodium Hypochlorite, Hydrochloric Acid, Sulphuric Acid and Anhydrous Ammonia are common on the roads system. EPIDEMIC and / or Pandemic– The outbreak of an infectious disease in the populace areas is a possibility and could cause the health system to be taxed beyond its capacity therefore requiring assistance in quarantining and isolation of numbers of people for protracted periods. Epidemics of communicable diseases are of low probability. However the following hierarchy indicates broad probabilities: • Communicable diseases commonly found in the general population: meningitis, food-borne

illness, influenza, water-borne diseases; • Setting – potential disease outbreak locations – childcare centres, schools, aged care facilities,

event-specific, prisons, marginalised groups such as IV drug users, animal farms (chicken, cattle);

• Emerging infectious diseases – bird-flu, SARS, Leptospirosis, Lyssa Virus, Q Fever; • Biological assault – terrorist threat, biological weapons.




EARTHQUAKE – A disaster of this type which causes damage to property, essential services and perhaps loss of life could occur without warning. Such disaster could stretch the resources of council and would more than likely require outside assistance. There have been no recorded earthquakes in the council’s area although a number of events have been reported in neighbouring areas. The likelihood is low but the consequences are high.

Date Location Coordinates Mag. MMI Comments 1883 Aug 28

Gayndah (Qld)

25.5 S 151.7 E 5.9 VII

1918 Jun 6

Gladstone (Qld)

23.5 S 152.5 E 6.0 VI Among the largest E. Australian earthquakes and the largest according to a magnitude estimate of 6.3 which was based on felt area. Located 135 km offshore Gladstone. Felt area spanned Mackay (to Nth), Grafton NSW (toSth) and Charleville (to Wst). Damage in Rockhampton region included fallen chimneys, cracks in walls, broken windows. Minor damage reported in Bundaberg area and Gladstone. MMI of VII and VIII were noted on Quaternary floodplain alluvium in the Rockhampton area (i.e. similar ground shaking as Newcastle earthquake).

1935 Apr 4

Gayndah (Qld)

25.5 S 151.67 E 6.1 VII

1960 Nov 11

Brisbane/Mt Glorious (Qld)

27.33 S

152.83 5.0 Mt Glorious earthquake – to the north of Brisbane.

See Annex 4 for earthquake risk map. TSUNAMI – A tsunami impact is possible along the foreshores of Rainbow Beach, Tin Can Bay and Cooloola Beach as a result of seismic activity in the Pacific Ocean and further a-field. Seismic activity off the Chilean coast has in the past resulted in tsunami impacts on the eastern seaboard of Australia. The impact would be similar to a storm surge. The likelihood is rare to low but the consequences are high. LANDSLIP – A disaster of this type which causes damage to property, essential services and perhaps loss of life and stock could occur. Such a disaster could stretch the resources of council and would more than likely require outside assistance. Landslips may occur on the steep slopes of the ranges and could be rain induced. 12 percent of the land in the area has slopes in excess of 15 percent See Annex 4 for slope risk map. TERRORIST ACT – It is possible that a terrorist act may occur in the council area. If it were to occur it is likely that such an act would involve the Council’s infrastructure. It is possible that an event in a neighbouring local government area could indirectly affect Gympie Regional Council area, e.g. an attack of the State power grid, major water storages or the rail network in the area.




4.3 Risk Assessment 4.3.1 Risk Identification (Local level risks only) Risk No

Risk Statement Source Impact Category Prevention/ Preparedness Controls

Recovery/ Response Control

4.3.2 Risk Analysis Risk No

Level of Existing PP controls

Level of Existing RR controls

Consequence Likelihood Risk Confidence Level

4.3.3 Risk Evaluation Risk No

Tolerability Treatment Strategies

Residual Consequence

Residual Risk Further Action




4.3.4 Risk Management Record The following table is a generalised summation of the three Natural Disaster Risk Management Studies undertaken for the former local government areas that now constitute the Gympie Regional Council. For specific detail refer to the individual studies.

HAZARD RISK LIKELIHOOD RATING

CONSEQUENCE RISK RATING E H M L

Cyclone/Severe Storm/East Coast Low – Urban (Gympie) (Category 1 – 5)

• Residents in close proximity to the cyclone path are vulnerable to inundation and injury in a category 3-5 cyclone.

The urban surrounds of Gympie may be subject to flooding at times of high rainfall, severe storms and cyclones.

C - D • Localised flooding* * The outcome may be impacted by levels

adopted in the Council Planning Scheme.

• Flooding of rural farms • Minor/major traffic accidents • People driving into flooded areas • Possible injury and loss of life • Isolation and accessibility • Ability of emergency services to safely

evacuate residents and tourists Possible early movement of frail, disabled

and those requiring electronic medical support to safe respite centres

L36-M48


• Buildings in close proximity to the cyclone path are vulnerable to inundation and wind damage in a category 5 cyclone.

• Some buildings are at risk in a Category 3-4 cyclone.

C - D • Flooding of residences * * The outcome may be impacted by levels

adopted in the council planning scheme.

• Ability of emergency services to safely evacuate residents and tourists

• Economic loss to residents and community

Loss of income

L36-M48

Cyclone/Severe Storm/East

• Some businesses in close proximity to the cyclone path are

C - D • Storm damage to businesses • Possible injury and loss of life

L36-M48






Coast Low – Urban (Gympie) (Category 1 – 5)

vulnerable to inundation and wind damage in a category 4-5 cyclone.

• Isolation and accessibility • Ability of emergency services to safely

evacuate residents and tourists Economic loss


• Some engineering lifelines located in or near in close proximity to the cyclone path are vulnerable to inundation and wind damage in a category 3-5 cyclone. The lifelines most at risk include transport, electricity, telephone, water supply and roads.

C- D • Putting at risk the lives of emergency service personal

• Possible community disharmony – perception of disproportionate access to services and help

• Camaraderie amongst members of the community – common bond

• Building a stronger community • An unprepared community • Economic loss • Loss of employment

L36-M48


• Some environmentally sensitive areas in close proximity to the Gympie CBD are vulnerable to inundation and wind damage in a category 3-5 cyclone.

C - D • Degradation of the natural environment

• Loss of natural amenity • Impact on flora and fauna • Loss of topography Impact on Creek systems and catchments

L20-M48

Cyclone/Severe Storm/East Coast Low – Rural (Category 1 – 5)

• Residents of rural communities in close proximity to the cyclone path are vulnerable to inundation and injury in a category 3-5 cyclone.

Some rural areas may be subject to flooding at times of high rainfall, severe storms and cyclones.

C- D • Localised flooding* * The outcome may be impacted by levels



L36-M48









• Buildings in close proximity to the cyclone path are vulnerable to inundation and wind damage in a category 5 cyclone.

• Some buildings are at risk in a Category 3-4 cyclone.

C - D • Flooding of rural farms • People driving into flooded areas • Possible injury and loss of life • Isolation and accessibility • Ability of emergency services to safely

evacuate residents and tourists • Economic loss Family pets can be taken to evacuation

points

L36-M48


• Some businesses (rural and commercial) in close proximity to the cyclone path are vulnerable to inundation and wind damage in a category 4-5 cyclone.

C - D • Flooding of rural farms • People driving into flooded areas • Possible injury and loss of life • Isolation and accessibility • Ability of emergency services to safely


L20-M48


• Some engineering lifelines located in rural areas are vulnerable to inundation and wind damage in a category 3-5 cyclone. The lifelines most at risk include transport, electricity, telephone, water supply and roads.

C - D • Putting at risk the lives of emergency service personal




L20-M48







• The wildlife habitats and environmentally sensitive areas in or near forests and parks are vulnerable to inundation and wind damage in a category 3-5 cyclone.

B - C • Degradation of the natural environment

• Loss of natural amenity • Health issues • Impact on flora and fauna Impact on Creek systems and catchments

L20-M48

Cyclone/Severe Storm/East Coast Low – Cooloola Coast (Category 4 – 5)

• Residents in close proximity to beaches in the Cooloola Coast area are vulnerable to inundation and injury in a category 4 – 5 cyclone.

All of the above may be subject to flooding at times of high rainfall, severe storms, cyclones and or tidal surge/high tides.

C • Localised flooding* * The outcome may be impacted by levels





M48


• Buildings located in close proximity to the beach at the Cooloola Coast are at risk in a Category 4 – 5 cyclones.

C • Flooding of rural farms • People driving into flooded areas • Possible injury and loss of life • Isolation and accessibility • Ability of emergency services to safely


M48


• Businesses in close proximity to beaches in the Cooloola Coast area will be vulnerable to inundation and wind damage in a category 4 – 5 cyclone.

C • Putting at risk the lives of emergency service personal


M48









• Engineering lifelines located in or near in close proximity to beaches in the Cooloola Coast area are vulnerable to inundation and wind damage in a category 4 – 5 cyclone. The lifelines most at risk include transport, electricity, telephone, water supply and roads.





M48


• Wildlife habitats and environmentally sensitive areas in close proximity to the national parks in the Cooloola Coast area are vulnerable to inundation and wind damage in a category 4 – 5 cyclone.

C • Degradation of the natural environment

• Loss of natural amenity • Health issues • Impact on flora and fauna Impact on Creek systems and catchments

M48

Localised Flooding- Urban (Gympie – incl. CBD)

• Residents in close proximity to the Gympie CBD are vulnerable to inundation and injury at times of localised severe flooding.

Residents are subject to flooding danger at times of high rainfall, severe storms, cyclones and or tidal surge/high tides.

B-C • Localised flooding* * The outcome may be impacted by levels

for current and new sub-divisions, adopted in the Council Planning Scheme.

• Flooding of rural farms • Minor/major traffic accidents • People driving into flooded areas • Possible injury and loss of life

M44-E72






• Isolation and accessibility • Ability of emergency services to safely




• Some buildings located in flood prone areas are vulnerable to inundation as a result of localised severe flooding.

B-C • Property damage • Putting at risk the lives of emergency

service personal • Possible community disharmony –

perception of disproportionate access to services and help


• Building a stronger community Economic loss

M44-E72


• Some businesses located in flood prone areas are vulnerable to inundation and wind damage as a result of localised severe flooding.

B-C • Putting at risk the lives of emergency service personal



• Building a stronger community • An unprepared community • Economic loss • Loss of employment • Impact on tourism

M44-E72






Impact on hospital, nursing homes and schools


• Engineering lifelines located in flood prone areas are vulnerable to inundation as a result of localised severe flooding. The lifelines most at risk include transport, electricity, telephone, water supply and roads.

B-C • Putting at risk the lives of emergency service personal



• Building a stronger community • An unprepared community • Economic loss

M44-E72


• Wildlife habitats and environmentally sensitive areas in close proximity the Gympie CBD are vulnerable to inundation from localised flooding.

B-C • Degradation of the natural environment

• Loss of natural amenity • Health issues • Impact on flora and fauna • Loss of topography Impact on River systems and catchments

M44-E72

Localised flooding Rural Residential 10 km around Gympie

• Residents of rural residential allotments in close proximity to the path/catchments of the Mary River are vulnerable to inundation and injury at times of localised severe flooding.




evacuate residents and tourists • Possible early movement of frail,

L36






disabled and those requiring electronic medical support to safe respite centres

Localise flooding in other rural areas

• Residents of rural residential allotments in close proximity to the path/catchments of the Mary River and other local streams are vulnerable to inundation and injury at times of localised severe flooding

B • Localised flooding* * The outcome may be impacted by levels





M24

Localise flooding in other rural areas

• Urban and Rural Residents and businesses in close proximity to the path/catchments of the Burnett River and other local streams are vulnerable to inundation and injury at times of localised severe flooding

B • Localised flooding* * The outcome may be impacted by levels





M24 – H56






Localised Flooding – Rural – Amamoor – in and around ‘Muster site’

• Residents and visitors residing in close proximity to affected areas are vulnerable to inundation and injury at times of localised severe flooding.






L36*-E84**

• Little Bella Creek, Bluebell/Amamoor Creek.

** Amamoor in and around muster site


• Some buildings and temporary shelters/tents located in areas identified above are vulnerable to inundation and wind damage as a result of localised severe flooding.




• Building a stronger community • An unprepared community • Economic loss • Loss of employment • Probable contamination

L36*-E84**




• Some businesses (rural and commercial) located in areas identified above are vulnerable to inundation and wind damage as a result of localised severe flooding.



• Camaraderie amongst members of the

L36*-E84**







• The commercial and economic value of the ‘Muster ’will be adversely impacted

community – common bond • Building a stronger community • An unprepared community • Economic loss • Possible contamination



• Some engineering lifelines located in areas identified above are vulnerable to inundation and wind damage as a result of localised severe flooding. The lifelines most at risk include transport, electricity, telephone, water supply and roads, particularly if the disasters occurred at the time of the Gympie Muster.





L36*-E84**




• The wildlife habitats and environmentally sensitive areas in or near forests and affected areas are vulnerable to inundation from localised flooding.

C • Degradation of the natural environment

• Loss of natural amenity

• Impact on flora and fauna

L36*-E84**








Bushfire – Rural Residential – 10 km around Gympie – (e.g. The Palms)

• Rural residential residents are vulnerable to injury as a result of bushfires.

The key issues are (1) climate, (2) vegetation and (3) fire behaviour covering dry sclerophyll forest, grasslands, open woodlands and other vegetation types and (3) ignition patterns and types.

B • Possible injury and loss of life • Age and limitations on mobility • Smoke inhalation – respiratory distress Note: Council is concerned about the quality,

consistence and absence of standardisation of information provided by other agencies to assist natural disaster planning and response.

H56-H68


• Buildings and caravans located in or adjacent to natural or planted bush land are vulnerable to damage as a result of bushfires.

B • Putting at risk the lives of emergency service personal



• Building a stronger community • An unprepared community • Economic loss Note: Council is concerned about the quality,


H56-H68


• Home businesses (commercial and rural) are vulnerable to damage as a result of bushfires.




H56-H68






• Building a stronger community • An unprepared community • Economic loss • Loss of employment Note: Council is concerned about the quality,



• Some engineering lifelines located in the area are vulnerable to damage as a result of bushfires. The lifelines most at risk include transport (smoke), electricity, telephone and water supply.



• Building a stronger community • Economic loss to Council and

community Note: Council is concerned about the quality,


H56-H68


• The wildlife habitats and environmentally sensitive areas in or near the rural residential areas are vulnerable to damage as a result of bushfires.

B • Degradation of the natural environment

• Loss of natural amenity Note: Council is concerned about the quality,


H56-H68






Bushfire – Cooloola Coast (1) Rainbow Beach– foreshore (2) Rainbow Beach– Carlo Point (3) Rainbow Shores (4) Cooloola Cove

• Residents in or near these communities are vulnerable to injury as a result of bushfires.


D-E • Possible injury and loss of life • Age and limitations on mobility • Sightseers and tourists being injured • Vehicles and trucks ignoring road

closed signs and directions • Smoke inhalation – respiratory distress Note: Council is concerned about the quality,


L28-H56 Rainbow Beach Foreshore M44-H56 Rainbow Beach Carlo Pt. M44 Rainbow Shores H56 Tin Can Bay L36 Cooloola Cove L36-M48 Cooloola Nat. Pk. L28-L40


• Buildings and temporary shelters located adjacent to these communities are vulnerable to damage as a result of bushfires.

D-E • Putting at risk the lives of emergency service personal



• Building a stronger community • An unprepared community • Economic loss • Short term loss of employment • Impact on absentee landholders • Property loss Note: Council is concerned about the quality,


L28-H56 Rainbow Beach Foreshore M44-H56 Rainbow Beach Carlo Pt. M44 Rainbow Shores H56 Tin Can Bay L36 Cooloola Cove L36-M48 Cooloola Nat. Pk. L28-

L40







• Businesses located in these areas are vulnerable to damage as a result of bushfires.




• Building a stronger community • An unprepared community • Economic loss to Council and

community Loss of employment


L40 Bushfire – Cooloola Coast (1) Rainbow Beach– foreshore (2) Rainbow Beach– Carlo Point (3) Rainbow Shores (4) Cooloola Cove

• Some engineering lifelines located in these areas are vulnerable to damage as a result of bushfires. The lifelines most at risk include transport (smoke), electricity, telephone and water supply, particularly if the disasters occurred at holiday periods.



• Building a stronger community Economic loss to Council and community


L40 Bushfire – Cooloola Coast (1) Rainbow Beach– foreshore (2) Rainbow Beach– Carlo Point

• The wildlife habitats and environmentally sensitive areas located near these sites are vulnerable to damage as a result of bushfires.

D-E • Degradation of the natural environment

Loss of natural amenity

L28-H56 Rainbow Beach Foreshore M44-H56 Rainbow Beach Carlo Pt. M44 Rainbow Shores H56 Tin Can Bay L36






(3) Rainbow Shores (4) Cooloola Cove

Cooloola Cove L36-M48 Cooloola Nat. Pk. L28-

L40 Bushfire – Rural (remainder of the Region) (1) Toolara SF (2) Amamoor – in

and around ‘Muster site’

(3) Traveston (4) Kandanga (5) Imbil (6) Brooloo (7) Amamoor

• Residents or tourists living in or near these communities are vulnerable to injury as a result of bushfires.


C-D • Possible injury and loss of life • Age and limitations on mobility • Sightseers and tourists being injured • Vehicles and trucks ignoring road

closed signs and directions • Smoke inhalation – respiratory distress * Council has severe reservations about the

impact of diminishing numbers of volunteers and the ability of such agencies to put in place a response, given increasing bureaucratic demands from DES on Local Controllers and volunteers.

L28-E84

Toolara SF –M48 Rifle range L36 Amamoor – in and around ‘Muster site’ L36-E84 Carters Ridge L28-L40 Coonoongibber Creek L28-L40 Little Bella Creek L28 Bluebell/Amamoor L28 Traveston L40-M48 Kandanga L40-M48 Imbil L40-M48 Brooloo L40-M48 Amamoor L40-M48 Kilkivan M28 Goomeri M28 Rural areas Former Kilkivan Shire M28

• Buildings and temporary adjacent to these communities are vulnerable to damage as a result of bushfires.

C-D • Putting at risk the lives of emergency service personal




L28-E84

Toolara SF –M48 Rifle range L36 Amamoor – in and around ‘Muster site’ L36-E84 Carters Ridge L28-L40 Coonoongibber Creek L28-L40






• Short term loss of employment • Impact on absentee landholders • Property loss

Little Bella Creek L28 Bluebell/Amamoor L28 Traveston L40-M48 Kandanga L40-M48 Imbil L40-M48 Brooloo L40-M48

Amamoor L40-M48 Kilkivan L12 Goomeri L12

• Businesses, rural and commercial located in these areas are vulnerable to damage as a result of bushfires.

• The commercial and economic value of the ‘Muster ’will be adversely impacted.




• Building a stronger community • An unprepared community • Economic loss to Council and

community • Loss of employment

L28-E84

Toolara SF –M48 Rifle range L36 Amamoor – in and around ‘Muster site’ L36-E84 Carters Ridge L28-L40 Coonoongibber Creek L28-L40 Little Bella Creek L28 Bluebell/Amamoor L28 Traveston L40-M48 Kandanga L40-M48 Imbil L40-M48 Brooloo L40-M48

Amamoor L40-M48 • Some engineering lifelines

located in these areas are vulnerable to damage as a result of bushfires. The lifelines most at risk include transport (smoke), electricity, telephone and water supply, particularly if the disasters occurred at the time of the Gympie Muster or holiday times.



• Building a stronger community • Economic loss to Community

L28-E84

Toolara SF –M48 Rifle range L36 Amamoor – in and around ‘Muster site’ L36-E84 Carters Ridge L28-L40 Coonoongibber Creek L28-L40 Little Bella Creek L28






Bluebell/Amamoor L28 Traveston L40-M48 Kandanga L40-M48 Imbil L40-M48 Brooloo L40-M48


• The wildlife habitats and environmentally sensitive areas in or near these locations are vulnerable to damage as a result of bushfires.

C-D • Degradation of the natural environment

• Loss of natural amenity

L28-E84

Toolara SF –M48 Rifle range L36 Amamoor – in and around ‘Muster site’ L36-E84 Carters Ridge L28-L40 Coonoongibber Creek L28-L40 Little Bella Creek L28 Bluebell/Amamoor L28 Traveston L40-M48 Kandanga L40-M48 Imbil L40-M48 Brooloo L40-M48


Earthquake/ tremor – Urban and Rural

• Region residents and tourists may be vulnerable to injury in an earthquake.

Region residents/tourists in coastal areas may be impacted by tidal surges if an earthquake is centred off shore.

C - E Major: • Probable personal injury – accidents,

flying debris • Major loss of mobility and access • Probable loss of life • Some evacuation likely • Loss of possessions/food

L16-E84






• Lifelines will be affected • Services will be disrupted • Economic loss to the community Minor: • Possible personal injury – accidents,

flying debris • Probable loss of mobility and access –

short duration • Possible loss of life


• Regional buildings may be vulnerable to damage in an earthquake.

• Regional buildings in coastal areas may be impacted by tidal surges if an earthquake is centred off shore.

C - E Major: • Likely building/roof /window damage –

residential, commercial • Probable damage to Schools and

other related services • Probable Council infrastructure

damage • Loss of power • Loss of water supply services • Loss of communications • Loss of consumables – food and

groceries • Possible short term flooding • Panic amongst the community Minor: • Minor structural damage possible • Some localised damage to residences

L16-E84






and infrastructure Earthquake/ tremor – Urban and Rural

• Regional businesses may be vulnerable to damage in an earthquake.

• Regional businesses in coastal areas may be impacted by tidal surges if an earthquake is centred off shore.

C - E Major: • Likely building/roof /window damage –

residential, commercial • Probable damage to Schools and

other related services • Probable Council infrastructure

damage • Loss of power • Loss of water supply services • Loss of communications • Loss of consumables – food and

groceries • Possible short term flooding Minor: • Minor structural damage possible • Some localised damage to residences

and infrastructure Some short term disruption to retail and

commercial business is possible

L16-E84


• Some engineering lifelines are vulnerable to damage in an earthquake. All lifelines are at risk, including transport, electricity, telephone, water supply, sewage and roads, depending on the magnitude and centre.

C - E • Putting at risk the lives of emergency service personal



L16-E84






• Loss of employment • Substantial damage to council roads

and infrastructure Earthquake/ tremor – Urban and Rural

• The natural amenity may be impacted to a limited degree as a result of an earthquake.

C - E • Degradation of the natural environment

Loss of natural amenity

L16-E84

Storm Surge/Tide – Cooloola Coast (1) Tin Can Bay (2) Cooloola Cove

• Residents facing or open to the seas (including river mouths and flats), are vulnerable to inundation and injury in a storm surge induced by a category 3-5 cyclone

Landslides/Slips Rural area

Some residents at these locations are vulnerable to injury due to rare occurrences of land slippage.

D • Possible injury and loss of life • Isolation of some community members

and tourists Disruption to travel and transport

L28


Buildings located in the path of possible land slip prone areas are vulnerable to damage due to rare occurrences of land slippage.

D Possible damage to buildings and infrastructure

L28


A limited number of rural businesses are vulnerable to losses due to rare occurrences of land slippage.

D • Putting at risk the lives of emergency service personal

Transport delays

L28


• Some engineering lifelines located in and around the identified slip areas are vulnerable to damage due to rare occurrences of land slippage. The lifelines most at risk include transport, electricity, telephone, water supply and roads

D Loss of infrastructure – roads, effluent and water supplyL28

L28

Landslides/Slip • Some environmentally areas are D • Degradation of the natural L28






s Rural area vulnerable to damage due to rare occurrences of land slippage.

environment Loss of natural amenity


• Residents facing or open to the seas (including river mouths and flats), are vulnerable to inundation and injury in a storm surge induced by a category 3-5 cyclone.

C-E • Flooding to the coastal beaches and surrounds

• Possible injury and loss of life • Putting at risk the lives of emergency

service personal • Community disharmony – perception

of disproportionate access to services and help



• Loss of employment

L20-M48 Rainbow Beach foreshore L36 Rainbow Beach Carlo L20 Tin Can bay L36-M458 Cooloola Cove L36-M48


• Buildings facing or open to the seas (including river mouths and flats), are vulnerable to inundation in a storm surge induced by a category 4-5 cyclone.

• Some buildings are at risk in a storm surge induced by a category 3 cyclone.


• Possible loss of personal property Possible injury and or loss of life


Storm Surge/Tide – Cooloola Coast (1) Tin Can Bay

• Some businesses facing or open to the seas (including river mouths and flats), are vulnerable to inundation in a storm surge induced by a category


• Possible loss of personal property

L20-M48 Rainbow Beach foreshore L36 Rainbow Beach Carlo L20






(2) Cooloola Cove

3-5 cyclone. • Possible injury and or loss of life Tin Can bay L36-M458 Cooloola Cove L36-M48


• Some engineering lifelines located facing or open to the seas (including river mouths and flats), are vulnerable to inundation in a storm surge induced by a category 3-5 cyclone. The lifelines most at risk include transport, electricity, telephone, water supply and roads.

C-E • Putting at risk the lives of emergency service personal



• Building a stronger community • An unprepared community • Economic loss • Loss of employment • Possible contamination



• The wildlife habitats and environmentally sensitive areas in or near the Cooloola Coast national park areas are vulnerable to inundation from localised flooding attributed to storm surge.

C-E • Degradation of the natural environment

• Loss of natural amenity • Foreshore damage • River and stream bank erosion • Surge waters may not be able to

escape

• Salt water damage to the soil


NOTE: Detail of proposed mitigation/treatment strategies are contained in Annex 1H (controlled documents).




4.3.5 Explanation of (probability) likelihood The above contains statements about the likelihood of a hazard event happening and they are expressed as ARI 2, 10, 100 years etc. Table below is provided to illustrate probabilities related to the chance of one or, more events of a given magnitude occurring in a given time frame. In this table, an event with a given ARI occurring in a specific time frame is compared with the betting odds (given in parenthesis) that most punters are familiar with.

Probability of one or more events in a specific period (from Granger, 2001) Period in which

event might occur (years)

50 year ARI (2.0% AEP)




1000 year ARI

(0.01% AEP) 5 10%

(10 to 1) 5%

(20 to 1) 2%

(50 to 1) 1%

(100 to 1) 0.5%

(200 to 1) 10 18%

(5 to 1) 10%

(10 to 1) 5%

(20 to 1) 2%

(50 to 1) 1%

(100 to 1) 25 39%

(2 to 1) 22%

(5 to 1) 12%

(10 to 1) 5%

(20 to 1) 2%

(50 to 1) 50 63%

(2 to 1 on) 39%

(2 to 1) 22%

(5 to 1) 10%

(10 to 1) 5%

(20 to 1) 100 86%

(7 to 1 on) 63%

(2 to 1 on) 39%

(2 to 1) 18%

(5 to 1) 10%

(10 to 1) 200 98%

(near certain) 86%

(7 to 1 on) 63%

(2 to 1 on) 33%

(3 to 1) 18%

(5 to 1) 500 99.999%

(certain) 99%

(near certain) 92%

(near certain) 63%

(2 to 1 on) 39%

(2 to 1)

4.4 Risk treatment prevention strategies

Gympie Regional Council Local Risk Treatment Pan Risk No

Treatment Strategy

Priority Responsible Agency

Consequential Actions

Resource Requirements (including estimated costs)

Implementation timeframe

Performance Measures (including reporting and monitoring requirements)




5.0 Preparedness and capacity building The universally accepted approach to planning for the management of emergencies and disasters is the PPRR model. Community capacity is obviously a key player in the preparedness phase, however, this local disaster management plan recognises the role Gympie Get Ready Resilience Program (GGRP) plays in all elements of the PPRR model. As shown in figure 5.1 below, GGRP helps our households to get prepared (resilience toolkit) and provides a standard an ongoing communication pathway (resilient leaders network and grln facebook page). It connects community during the response and recovery phase by communicating via facebook, providing community updates via resilience hubs and signage. Refer to Sub-plan K (Public Information, Warnings and Media Plan). Figure 5.1 5.1 Community information and education Being prepared and having the capacity to respond appropriately, is everyone’s responsibility. Being prepared takes planning and is about making the necessary arrangements so that should an emergency occur, all the resources and services needed to cope with the situation can be accessed and utilised (Australian Emergency Management Glossary, Manual 3). Gympie’s Local Disaster Management Plan recognises the needs of our community and the importance of planning, adaptive communication and the role that the effective use of traditional and social media plays in supporting community preparedness and capacity. Communication and media generally are key considerations in Capacity and Preparedness. We are fortunate to have a tried and tested community centred resilience program which supports our communication and social media requirements, called the Gympie Get Ready Resilience Program.

Gympie Get Ready Resilience Program






5.1.1 Gympie Get Ready Resilience Program As shown in Figure 5.2 below, the Gympie Get Ready Resilience Program operates at the grass roots community coordination level. Figure 5.2

Community Coordination

Gympie Localities




The GGRP recognises that being prepared also aims to reduce the potential vulnerability and harm that a particular hazard might present, as well as supporting opportunities to get ready for other unexpected life events as well. The way we assist preparedness in Gympie is principally through the Gympie Get Ready Resilience Program (GGRP): The GGRP includes: • The Gympie Get Ready Resilience Toolkit; • Gympie’s Resilient Leaders and the Network, • GRLN Facebook Page and Website • Resilience and scenario planning workshops • Local areas planning • Local information hubs for sharing of community information and updates (A-Frame Signs) and • Local Hazard and Services information. Related Awareness initiatives include: • Emails, Facebook Updates and Web Links to:

o Flood maps, historical data of events and preparedness tools • Communication and updates at evacuations centres and meeting points • Coordinated information management (including library displays and Gympie times articles) • Regularly reviewed and updated local disaster management and local coordination plans • Regular maintenance programs

5.1.2 Community announcements, Resilient Leaders, Local Coordination and Information Hubs Communication channels can break down as a result of interruptions to mobile phone coverage, electricity and telecommunications. Prior to, during and after an event the Resilient Leaders Network, including Local Coordination and Information Hubs shall be used to provide community information and updates, in support of traditional media channels. 5.1.3 Equipment and channels – A frame signs, radios, information hubs, newsletters These community announcements will occur prior to activation of the GRLDMG, in the form of weather alerts or stand-by notifications and will be shared across the Gympie region via the Resilient Leaders Network and Local Coordination or Information Hubs. Location of Resilience Information Hubs Current Resilience Hub Locations include: Amamoor, Imbil, Kandanga, Kybong (Matilda Roadhouse), Rainbow Beach Hall, Tin Can Bay SES Shed, Goomborian (Matilda Roadhouse), Kilkivan, Goomeri, Curra (Matilda Roadhouse), Mary Street–Energy Centre, Community Services Building 24 Mellor Street, Gympie (Window Signage) and 8 Duke Street, Gympie. Evacuations centres Refer to Sub-plan C – Evacuation Centre Management Plan




Radios Commercial radio stations, two-way, UHF and CB radio networks will be encouraged to share alert and stand-by announcements, as well as response and recovery updates as the information is made available. Newsletters (community and school) Community Newsletters provide an excellent community contact point. In anticipation of seasonal changes and anticipated changes to community hazards, preparedness information will be circulated to all schools and community groups identified as being relevant to be shared in their local newsletter. Methods for sharing information Initial Alerts and Stand-by announcements will be circulated via the following channels: Primary Sources include:

o Email o Facebook—Gympie’s Resilient Leaders Network and Business and industry

Development Facebook Pages and o Twitter—Gympie’s Resilient Leaders Network #GympieAlert o Media Release – Alert and Stand-by Announcements

Refer to Sub-plan K “Public Information, Warnings and Media Plan” Secondary sources include secondary social media sources such as reposts and shares from and via other social media users. Information shared via social media is to be utilised within the spirit of social media. At all times any risk associated with reliance of information gleaned via social media is born by the end user acting in reliance. In all cases, verification for accuracy of information is encouraged to be sought and Gympie Regional Council and the GRLDMG are not responsible for incorrect or any other form of misinformation elicited via social media. Regular Information sources Sources of reliable information may be found from page 32 of the Gympie get Ready Resilience Toolkit and end page pull-out. In summary they include, BOM, Gympie Regional Council Website, Main Roads-Road Closures, and information and photographs shared by community on GRLN Facebook Page. 5.1.4 The role of Resilient Leaders (activities, workshops, tools, kits) The Resilient Leaders Network offer a wealth of skills and capacity to support their local communities. From assistance with the completion of your Resilience Toolkit, small group workshops, to local area planning, the filling of sandbags, door knocking, and the provision of first aid coordination an support during an emergency event. The diversity of skills and available resources among the resilient leaders are available be to drawn from and are adaptive to the needs of the local community. Further information on the Role of the Resilience Leaders Network and the Gympie Get Ready Resilience Program is available on the council website. Community resources - brochures and fact sheets From time to time, state and local emergency service agencies distribute additional preparedness information and resources. These are important sources of all hazard and hazard specific references. Information on fire safety, cyclone, storm and storm water drains and hurricane information are all of particular relevance to our region.




Fact Sheets are another way to share important community safety messages. Fact Sheets of the role of the GRLDMG, response and recovery operations will also help community to understand their important role and what to expect before, during and after an event. The Resilient Leaders Network, in partnership with our local emergency services will continue to circulate these relevant preparedness materials and fact sheets, as they are made available. 5.2 Capacity building 5.2.1 Training 5.2.1.1 GRLDMG Members, LDCC Staff and Evacuation Centre Management Staff The Queensland Disaster Management Arrangements bring together a number of agencies to work in a coordinated manner to assist communities prepare for, respond to and recover from disasters. Disaster management training is important to ensure that all agencies can seamlessly integrate within the region’s disaster management arrangements and contribute to an effective and coordinated response. Training will be in accordance with the Queensland Disaster Management Training framework. The Local Disaster Coordinator will ensure a suitable disaster management training program is designed and implemented, in collaboration with any training provided by/through Emergency Management Queensland (EMQ) or Emergency Management Australia (EMA). The training program will include specific training, through workshops, discussion forums, and formal instruction and through training exercises in order to maintain the disaster management knowledge and understanding levels of all participants at the highest possible level. The Local Disaster Coordinator will also liaise with Emergency Management Queensland in relation to accessing State/Federal training programs and will arrange for members of the Local Disaster Management Group and community groups to be made aware of training courses being offered by the Department of Community Safety or any other appropriate agency. 5.2.1.2 Community Coordination Groups and Resilient Leaders Network As depicted by Figure 5.3 above, the Community Coordination Groups and Resilient Leaders Network plat integral role throughout the operational phases of an event. Community Coordination Groups are supported by local Emergency Services personal and to a greater extent coordinated locally by the services themselves, with the support of EMQ and the LDC. Draft Plans and operational procedures are developed with the support and direction of the GRLDMG. The Resilient Leaders Network will continue to be supported by councils Community Services Directorate and the Community Wellbeing Sub-Committee and will have direct links to the Council Call Centre and Coordination Centre during stages of activation.




All related sub-plans identify the role of the Community Coordination Groups and Resilient Leaders Networks. Communities of Interest

TRAINING WHO BY WHEN Introduction to Council’s Disaster Management Process

Community Resilient Leaders Annually (September or October)

Personal Resilience Workshops

Community Resilient Leaders As arranged

Local area plans and Scenario based activities

Targeted Communities of interest

Resilient Leaders, EMQ and SES

As arranged

Children’s adaptability Workshops

Targeted Schools Resilient leaders and School based partnerships

As arranged March - September

5.2.2 Exercises

Exercises are a key component of disaster management strategies:

• to practice coordination and liaison procedures between participating organisations in responding to a disaster event, and

• to evaluate the exercise, to address procedural and or functional weaknesses using the hot and cold debriefing mechanisms identified in Section 5.3.

5.2.3 Disaster Coordination Centre exercises Disaster management exercises are held annually as arranged by the LDC (Manager, Emergency Management) and conducted to ensure:

• the activation of the Disaster Coordination Centre, including staffing requirements, setting up of the facility, emergency power operation, communication links, etc. is tested; and

• to practise the use of the Information Management System with all council and other personnel who will work in the DCC when it is operational.

5.2.4 Full Local Disaster Management Group exercises Discussion exercises for the Local Disaster Management Group, facilitated by an independent facilitator, are to be held annually to test the disaster management planning operation arrangements. The GRLDMG will participate, where possible, in exercises being conducted by other relevant emergency services that may require the involvement of the Local Disaster Management Group. The GRLDMG will take advantage of opportunities to be involved in State Disaster Management exercises where possible. 5.2.5 Exercise evaluation To determine if an exercise has achieved the exercise aims and objectives, the exercise should be evaluated by independent evaluators. EMQ can support this task by providing evaluators and preparing a report of the Lessons Identified during the exercise. The Lessons Identified Report should be tabled /




discussed at the next Local Group meeting. The Local Group at subsequent meetings should then ensure that Lessons Identified are being actioned. 5.3 Disaster– debriefs and improvements

The Gympie Regional Local Disaster Management Group utilises the following strategies to conduct a comprehensive post-disaster assessment. These include, but are not limited to: Post-disaster assessments (also known as After Action Reviews) are conducted to:

• Assess disaster operations including actions, decisions or processes; • Document those processes that worked well and ensure that they are captured and updated in

plans for use in the next operation; and • Assess capability and consider where additional planning, training and/or exercises may enhance

capability. The review of disaster operations is conducted through two types of debrief: • Immediate (Hot) debrief, which is undertaken immediately after operations are complete, giving

people involved the opportunity share their experiences whilst it is still fresh in their minds. Multiple hot debriefs during protracted operations may help to identify significant issues and develop solutions for immediate implementation.

• Post event (cold) debrief which is held weeks after an operation, when participants have had an opportunity to take a considered view of the effectiveness of the operation. Debriefs are carried out for Gympie Regional Council’s Emergency Operation Groups including LDCC and Evacuation Centre staff the GRLDMG as well as involved community Groups to provide a thorough review of the event, and determine the effectiveness of the operation

During the event debrief sessions are to be conducted morning and afternoon as set by the Chair of the GRLDMG or as required each day of the GRLDMG activation. These debriefs involve GRLDMG members and address immediate issues of the operation. A post disaster assessment report should be prepared which provides an overview of the lessons identified and importantly recommendations for improving disaster management in the region. The post disaster assessment report should be tabled and discussed at the next Local Group meeting. The Local Group at subsequent meetings should then ensure that Lessons Identified are being actioned. The report may require the Local Group to consider difficult issues for resolution or may need to refer an issue to the District Group for advice or resolution. The Local Group should ensure that Lesson Identified that have been referred are being actioned. Post disaster assessment reports should be provided to the District Disaster Coordinator.

The LDC, in conjunctions with the LDCC Manager, are responsible for arranging debriefs and ensuring matters raised are documented and assessed; action is to be taken where necessary to improve operations. The LDC is to ensure that this information is forwarded to the Records Section. 6.0 Response strategy




6.1 Warning notification and dissemination 6.1.1 Public information during disaster response and recovery This plan identifies that public information and warnings provided by the Local Group shall be provided mainly through broadcast media (radio and TV). Other alerts or warnings such as those delivered through social media and the internet, the use of SEWS (Standard Emergency Warning System) or the national Emergency Alert (EA) telephone and SMS messaging system will be used to support and reinforce the warning messages provided through broadcast media. The Queensland Government and Gympie Regional Council contact centres will also be used to support and emphasise the messages provided through broadcast media. The Mayor of the Gympie Regional Council, the officer in charge of the lead agency, the DDC and the LDC shall be the key sources of information to the community regarding the status of the response to the emergency and any other associated threats or required community actions. The role of the Local Group media liaison officer is to support these spokespersons and to ensure a coordinated and consistent message is broadcast to the community. All public warnings will be distributed through the LDCC, by the Media Officer, upon the recommendation of the relevant Lead Agency and on the authorisation of the Chairperson, GRLDMG (Refer to Sub-plan K “Information, Warnings and Media Plan). 6.1.2 Public warning systems Disaster and emergency warnings need to be timely, consistent and succinct, so that people can take appropriate action. To ensure that disaster warnings are coordinated and timely the Local Group has developed a public information and warnings operational sub-plan. This plan recognises that individuals are likely to hear about a potential disaster situation from a variety of sources and most will seek to confirm that message before they take any action. The frequency and timing of emergency warnings will be carefully considered. So long as the information is consistent, emergency warnings issued from two or more relevant agencies will help to confirm and reinforce the warning message. During the life of this plan the LDC, Local Group media liaison officer, Area Director EMQ and the DDC (or delegate) will work with broadcast media outlets to improve arrangements and systems for the provision of a consistent approach to the broadcast of emergency warnings to the public on the Gympie region. A component of exercises will be to practise the preparation of public information and dissemination of warning messages and products both for broadcast and dissemination through social media. Gympie’s Get Ready Resilience Program plays an important role in sharing the Alert and stand-by status. As outlined in Figure 5.2 Section 5, an interrelationship exists between Resilience, Response and Recovery operations. Each of these operations will become functional at various stages leading up to and throughout the event. The Resilience Program will have an ongoing interaction and connection in




the community throughout the year; whilst the Response and Recovery operations come into play when an alert or warning is issued. Each operation has differing trigger points (as outlined in Figure 5.3) depending on operational involvement in an event. The use of shared ‘activation’ language (alert, lean forward, stand up, stand down) and consistent messaging is integral to effective operational planning and communication strategy.




Figure 5.3 – Example Trigger and Review points




6.2 Activation The Chair of the local group or the LDC is authorised to activate the GRLDMG. This would generally occur following consultation of the Chair of the GRLDMG, LDC, DDC and the CEO. The LDC is responsible for activating the LDCC. Refer to Annexure B “Local Levels of Activation for the Local Disaster Management Group’ and Sub-plan A “Activation Plan”. 6.3 Local Disaster Coordination Centre 6.3.1 Local Disaster Coordination Centre (LDCC) location For the purpose of coordinating all emergency/disaster events, the location of the emergency coordination centre will be in the Old Bank Building, 46 Nash Street Gympie. In the event of the Old Bank Building being inoperable, the alternative coordination centre will be located at the Gympie Regional Council Chamber 242 Mary Street Gympie. The GRLDMG may consider locating a secondary coordination in another locality in order to better coordinate a local emergency. Such centres may be the regional offices of council in Kilkivan or the SES Depot at Goomeri. 6.3.2 Emergency coordination The LDCC will be equipped and resourced to coordinate multiple activities undertaken by the GRLDMG when an event occurs. Refer to Sub-plan A “Activation”, Appendix 2 “Local Disaster Coordination Centre Standard Operating Procedures” for detailed operational arrangements. Designated council staff will be regularly trained in emergency management and coordination procedures. The Local Disaster Coordinator of the group is responsible for the implementation of such training. Refer to Sub-plan A “Activation Plan’ for information regarding activation and operations of the LDCC. 6.4 Concept response operations 6.4.1 Operational reporting Operational reports from LDCC will be as listed in the ‘Coordination Centre Standard Operational Procedures’ please refer to Sub-plan A “Activation Plan”.




Situation reports will be distributed at times requested by DDMG. Reports and media releases by the Chair of GRLDMG will be delivered as listed in Sub-plan K Public Information, Warnings and Media Sub-plan.

6.4.2 Financial management Costs and associated documentation for Disaster Coordination Centre Operations will be forwarded to the Local Disaster Coordinator for inclusion in council’s NDRRA claims for processing for each event.

• Disaster-related finances are not normally included in the budgetary processes of the council or

other responding agencies. Disaster events happen, however, and may require the allocation of substantial funds as a consequence;

• Due to the nature of many disaster situations, finance operations will often be carried out within

compressed time frames and other pressures, necessitating the use of non-routine procedures; this in no way lessens the requirement for sound financial management and accountability;

• It is important to remember that a Declaration of a Disaster Situation is not a pre-requisite for the

reimbursement of expended funding;

• Each agency will incur expenditure in accordance with that agencies finance polices and delegation authority.

The LDC in consultation with the Chairperson of the GRLDMG is to provide guidance to the council in relation to planning, operational finances and the capital required to activate the GRLDMG and the LDMP to the appropriate operational level of readiness. All costs incurred by council as a result of damaged assets, response and recovery activities will be coordinated by Local Disaster Coordinator. Upon activation of the GRLDMG a disaster cost centre and project/job numbers will be created and activated to capture costs for deployment of resources and response and recovery activities. Cost centre and project/job numbers will be provided by the council’s Corporate and Community Services Directorate. Emergent expenditure provisions may have to be enacted. Council’s financial management policy and procedures will govern all financial delegations, authorisations to expend fund, recording of expenditure etc. Recording of expenses When an incident occurs, each participating council department and each participating lead and support agency should immediately begin accounting for personnel, equipment and other costs relating to the disaster response. Separate recording of disaster-related expenditure shall be in accordance with the council’s or agency’s financial procedures and supported by logs, formal records and file copies of expenditures to




provide clear and reasonable accountability and justification for reimbursement must be maintained to access natural disaster relief funding is available from NDRRA and SDRRA. While innovative and expeditious means of procurement are called for during times of disaster events, it is still mandatory that good accounting principles and practices be employed in order to safeguard the use of public funds from the potential of fraud, waste or abuse. Recouping of expenditure The circumstances and conditions under which disaster related expenditure may be recouped is explained in Queensland Disaster Relief and Recovery Arrangements Guidelines. Extreme care and attention to detail must be taken throughout the disaster response period to maintain logs, formal records and file copies of all expenditures (including personnel time sheets) in order to provide clear and reasonable accountability and justification for future reimbursement requests. Reimbursement is not an automatic process, and requires solid evidence of disaster-related expenditure. Some disaster events may not be claimable. NDRA Trigger Points are determined by the Department of Community Safety and are contained in the current version of the booklet Natural Disaster Financial Assistance Arrangements within Queensland. State Disaster Relief Arrangements are contained in the booklet Natural Disaster Financial Assistance Arrangements within Queensland.

6.4.3 Media management

Media management for a disaster event will be undertaken as per Sub-plan K Public Information, Warnings and Media Plan.

6.4.4 Local Community Response Groups Community coordination groups play an important role in the coordination of emergency and disaster resources within certain local areas of the region. These groups have their own locally coordinated plans. The composition of each group is different and reflects the availability of emergency services personnel within and area as well as the capacity and skills of community leaders within a designated or vulnerable area. These groups play an important role in response during an event, as well as supporting the community through its recovery after the urgency has passed. These groups are supported by the Resilient Leaders Network before during and after an event, by supporting capacity and preparedness during dry weather and stepping up and providing valuable support during activation.




6.4.5 Initial and post impact assessment

Assessment is defined as the organised process of collecting information after an emergency or disaster and processing it in order to estimate actual or expected casualties and damage and the needs of the affected community for response, recovery and future prevention and preparedness assistance. The purpose of post-disaster assessment is to provide the GRLDMG with a source of comprehensive, standardised information on the impact of a hazard. This information is used to assess the overall impact of the disaster, set priorities, manage resources and make management decisions relating to the response to an emergency or disaster and to the initial steps leading to recovery. Refer to Sub-plan E “Impact Assessment” for further detail and copies of assessment forms. The initial reconnaissance is to enable a quick assessment of the damage that has occurred. Hazardous situations will be reported as soon as possible via the DCC or nominated representative of the responsible agency so that arrangements can be made to make them safe. The impact assessment process is compatible with the QFRS Rapid Damage Assessment process. QFRS staff will usually be part of the Impact Assessment process. A copy of these documents can be requested from the LDC.

6.4.6 Logistics 6.4.6.1 Requests from the lead agency to the LDCC Upon the activation of the lead agency the LDC shall determine the requirement for the activation of the LDCC. If the LDCC is activated then the lead agency will deploy a LDCC liaison officer. The lead agency liaison officer is to contact the LDCC when additional resources are required for the response, resources which are not available from the Lead or support agencies in attendance for the response. The LDCC is to be proactive in its planning for requests for additional resources for the region. 6.4.6.2 Resources Each member agency is expected to have an understanding of the resources available for disaster response and operations. 6.4.6.3 Requests from LDCC to DDC for assistance/support When Gympie’s regional resources under the management or availability of the Local Group member agencies are exhausted or overwhelmed or a specific technical resource or capability is not able to be located or available, the LDC is to contact the DDC so that resources can be accessed or made




available, by the DDCC using the process that has been advised by the DDC to the LDC. All requests for assistance to the DDC shall go through the LDC (or delegate e.g. coordination centre manager). The LDC will be proactive in informing the DDC if it is likely that requests for additional resources are to be so that in turn the DDC can also be proactive in its planning for requests for additional resources for the region. When the district is not able to action or fulfil requests for assistance, the DDC will request assistance from the State Disaster Coordination Centre.

6.4.7 Disaster declaration In accordance with s 64 of the Act the DDC may, with the approval of the Minister, declare a disaster situation for the district or one or more local government areas within the district in whole or in part. As outlined in s 75 and s 77 of the Act, the declaration confers extra powers on particular groups to perform actions, give directions and control movements within the declared area. 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. Before declaring a disaster situation the DDC is to take reasonable steps to consult with local government in the proposed declared area. The declaration of a disaster situation does not impact the requirements of a local government under the Act to manage disaster operations in their area. The Chair of the Local Group may contact the DDC and request the DDC to consider the declaration of a disaster situation if the Chair believes that additional legal (disaster) powers, as set out in the Act, are required for the conduct of disaster operations.

6.4.8 Resupply All issues of resupply will be undertaken as per the ‘Queensland Resupply Guidelines’ issued by the State Disaster Management Group. These guidelines are part of the Gympie Local Disaster Management Plan. A copy of this document can be obtained from the Queensland Government Disaster Management web site (disaster.qld.gov.au/) 6.5 Hazard specific arrangements This disaster management plan is based on the all-hazards, all agencies approach; which recognises that although counter measures will often vary with specific hazards, it is desirable to establish a single set of management arrangements capable of encompassing all hazards. Refer to Section 3.3.2 for agency response to specific hazards.

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




7.0 Recovery strategy 7.1 Recovery Sub-plan The Gympie Regional Council Community Recovery Sub-plan provides a framework for the coordination of recovery planning and operations within the Gympie local government area. The development of this plan has been informed by the most recent experiences in the aftermath of Ex-Tropical Cyclone Oswald and its less significant cousin of the February 2013 Flood, as well as the residual community anxiety these recent events have left in their wake. The Recovery plan has also been developed in congruence with this Local Disaster Management Plan and the Queensland Recovery Guidelines. Refer to Sub-plan D Community Support and Recovery Plan. 7.2 Scope This recovery strategy:

• Clearly defines the elements of a typical recovery operations action plan (for floods) • Recovery operations, clean up, actions, support information, assistance and referral • Incorporates all the recovery functional areas—human-social, infrastructure, economic and

environmental • Explains the broad parameters for the effective coordination of recovery operations within the

local government area and • Identifies constraints to the coordination of recovery operations within the local government

area and the councils role in advocating for recovery support services • Recognises the role of Resilient Leaders, and the importance of open, timely and accurate

communication, and linkages to referral, information, support and advice

7.3 Functions of recovery The Community Recovery Plan focuses on council’s roles and responsibilities, while acknowledging the lead agency role of various State agencies (e.g. the Department of Communities in providing community recovery services). The plan also recognises that it takes a cooperative, multi-agency approach to help the community to recover. The ‘Gympie Community Recovery Plan’ aims to establish the higher level strategic and operational framework for recovery, as well as to identify an action plan for a ‘typical flood event’.

In accordance with the disaster recovery concepts and principles developed by the Australian Government’s Community Services Ministers’ Advisory Council (CSMAC), this recovery plan recognises four distinct functional areas of recovery:

• Human/Social (including psychosocial effects) • Infrastructure (services and lifelines)




• Environment, and • Economy (including financial and political considerations, and business continuity)

This plan acknowledges that successful community recovery requires attention to all aspects of recovery. As well as recognising these elements, the plan takes a whole-of-community approach and develops strategies, which identify agencies and services in these four elements, thus giving the community a high degree of self-determination. The Community Wellbeing Committee which is a sub committee of the GRLDMG is responsible for the development, implementation, management and review of the Recovery Plan, while the Local Community Recovery Committee (LCRC), will be convened at the Stand Up stage of recovery operations. The Community Recovery Committee is a (Recovery) sub-committee of the GRLDMG. It reports to the GRLDMG in delivering recovery services to the disaster affected community. While the membership of the Community Recovery Committee may be drawn from the standing Community Wellbeing Committee, the membership base will reflect the functional recovery areas (Human-Social, Infrastructure, Environmental and Economy, thus the make-up of the Recovery Committee will respond according to the recovery needs created by the disaster or weather event. The Recovery Committee may be convened in situations where a Disaster has not been ‘declared’, yet is thought to be advantages to coordinate local recovery resources, to provide local support and recognise the significance of a local recovery need. 7.4 Parameters and constraints

7.4.1 Recovery operations Recovery operations are closely aligned with response operations. As soon as a road is closed, an area becomes cut off, no matter whether a disaster has been declared or a large percentage of the population is affected. Some form of recovery may be needed. Local recovery planning and operations enable the recovery planning to be responsive to the individual nuances of particular communities. In many situations, recovery operations have informed the need for greater preparedness, capacity and resourcing for areas. Recovery is limited to whether a disaster is declared and the intergovernmental arrangements put in place; level of funding assistance to be provided, Category C or D and who will be entitled to it. Whether individuals will receive immediate offers for counselling support, assistance with clean up right through to no services being offered at all. An important part of the Gympie Recovery Plan is that communication, advice and assistance is available prior to, during and after the event, through the Resilience program.




8.0 Annexures and Sub-Plans 8.1 Annexures

Annexures to this plan are as follows

Number New Description Public Document

A GRLDMG Contact Details No LDP701 B Local Levels of Activation for the Local Disaster

Management Group Yes

C Local Levels of Activation for Recovery Yes D Disaster Management Plan Review and Compliance

Checklist Yes

E Sub-plan Review No

Annexure A GRLDMG contact details




Annexure B Local Levels of Activation for Local Disaster Management Group

Triggers Actions Communications

Ale

rt • Awareness of hazard

that has the potential to affect the local government area

• Hazard and risks identified • Information sharing with warning agency • LDC contacts EMQ • Initial advice to all stakeholders

• Chair and LDC on mobile remotely

Lean

For

war

d

• There is a likelihood that threat may affect local government area

• Threat is quantified but may not yet be imminent

• Need for public awareness

• GRLDMG is now to manage the event

• EMQ and LDC conduct an analysis of predictions • Chair and LDC on watching brief • Confirm level and potential of threat • Check all contact details • Commence cost capturing • Conduct meeting with available GRLDMG • Council staff prepare for operations • Determine trigger point to Stand Up • Prepare LDCC for operations • Establish regular communications with warning

agency • First briefing core members of GRLDMG • LDC advises DDC of Lean Forward and

establishes regular contact • Warning orders to response agencies • Public information and warning initiated

• Chair, LDC and GRLDMG members on mobile and monitoring email remotely

• Ad-hoc reporting

Stan

d up

• Threat is imminent • Community will be or

has been impacted • Need for coordination

in LDCC • Requests for support

received by GRLDMG agencies or the LDCC

• The response requires coordination

• Meeting of GRLDMG Core Group • LDCC activated • Rosters for LDCC planned and implemented • Commence operational plan • Local Government shifts to disaster operations • GRLDMG takes full control • SOPs activated • Core group of GRLDMG located in LDCC • Commence SITREPs to DDMG • Distribute contact details • DDMG advised of potential requests for support

• LDCC contact through established land lines and generic email addresses

• Chair, LDC and GRLDMG members present at LDCC, on established land lines and/or mobiles, monitoring emails

Stan

d D

own

• No requirement for coordinated response

• Community has returned to normal function

• Recovery taking place

• Final checks for outstanding requests • Implement plan to transition to recovery • Debrief of staff in LDCC • Debrief with GRLDMG members • Consolidate financial records • Hand over to Recovery Coordinator for reporting • Return to local government core business • Final situation report sent to DDMG

• GRLDMG member not involved in recovery operations resume standard business and after hours contact arrangements




Annexure C Local Levels of Activation for Recovery

Triggers Actions Communications

Rec

over

y A

lert

Response phase at ‘lean forward’ level of

activation

Appointment of LRC as appropriate Potential actions and risks identified

Information sharing commences LRC in contact with LDCC/LDC

Initial advice to all recovery stakeholders

LRC and LRG members on mobile

remotely

Rec

over

y Le

an

Forw

ard

• Response phase at ‘stand up’ level of activation

• Immediate relief

arrangements are required during response phase

• Monitoring or response arrangements • Analysis of hazard impact or potential impact. • Relief and recovery planning commences

• Deployments for immediate relief commence by

recovery function agencies

• LRC and LRG members on mobile and monitoring email remotely

• Ad hoc reporting

Rec

over

y St

and

up

• Immediate relief arrangements continue.

• Response phase moves

to ‘stand down’ level of activation. Medium term recovery commences

• LRC activated at LDCC or alternate location • Recovery Plan activated • Deployments for immediate relief response • Action plans for four functions of recovery

activated as required • Community information strategy employed • Participate in response debrief • Transition arrangements from ‘response and

recovery’ to ‘recovery’ activated including handover from LDC to LRC

• Action plans for four functions of recovery continue

• Community information strategies continue

• LRC and LRG members present at LDCC or alternate location, on established land lines and/or mobiles, monitoring emails.

• LRC and LRG members involved in medium term recovery continue as required

• Regular reporting to GRLDMG/LDC

Res

pons

e St

and

Dow

n

• LRG arrangements are finalises. Community returns to normal activities with ongoing support as required

• Consolidate financial resources • 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

• LRC and LRG members resume standard business and after hours contact arrangements

• Functional lead agencies report to LRC/LRG as required




Annexure D Disaster Management Plan Review and Compliance Checklist Local Disaster Management Plan Updates




Updates to be Carried out

Section and Page of Plan

What is to be done How Often

Amendments Register Section 1.2 page 8 Ensure version amendment is updated

Annually or whenever document has been updated

Distribution Register Section 1.3 page 9 Distribution Register is completed Annually or whenever document has been updated

Review and Renew Plan

Section 2.8 page 25 Timeline of Plan Review Annually

Membership Section 3.2 page 28 Membership list to be updated As required basis

Meetings Section 3.4 page 44 GRLDMG to hold regular meetings – Members to be endorsed by Council in June and July each year

Meet 4 times per year (March, June, September and December)

Reporting Section 3.5 page 45 Administrative duties annual report to be prepared for the SDMG annually

-General administrative reporting by LDC throughout the year - Annually (based on financial year) report to DDC

Training Section 5.2.1 page 89 GRLDMG Member training Annually and training register updated as training completed

Exercises Section 5.2.3 page 90 Disaster Coordination Centre exercises

Annually

Section 5.2.4 page 90 Full Local Disaster Management Group exercises

Annually

Section 5.2.5 page 90 Exercise evaluation Annually

Disaster Debriefs and Improvements

Section 5.3 Page 91 Carry out debriefs and reports During and After an event as per schedule outlined on page 82

Section 5.3 Page 91 Forward debrief notes to Records As soon as debrief has been carried out




Updates to be Carried out

Section and Page of Plan

What is to be done How Often

Local Disaster Coordination Centre – Emergency Coordination

Section 6.3.2 page 95 Disaster Management Group training on roles and responsibilities

Annually

Financial Management Section 6.4.2 page 96 Disaster Coordination Centre costs and associated documentation to be collected by LDC for inclusion in NDRRA claims

After an event

Recording of Expenses Section 6.4.2 page 96 Account for personnel, equipment and other costs relating to disaster response

After an event

GRLDMG Contact List Annexure A page 102 Update contact details As required basis




Annexure E Sub-plan Review

LOCAL DISASTER MANAGEMENT SUB-PLANS

Plan Name Doc No To Be Reviewed by

Comments

Operational Sub-plans A Activation Plan

LDP701 LDC Reviewed – awaiting LDMG

endorsement

B Evacuation Plan

LDP703 LDC Reviewed – awaiting LDMG endorsement

C Evacuation Centre Management Plan

LDP704 Community Services

Reviewed – awaiting LDMG endorsement

D Community Support and Recovery Plan

LDP705 Community Services


E Impact Assessment


F Logistics Plan


G Resupply

- LDC Reviewed – awaiting LDMG endorsement

H Public Health Plan

LDP709 LDC Currently being reviewed by Health and Environmental Services

I Finance - LDC Reviewed – awaiting LDMG endorsement

J Solid Waste Management

- Infrastructure Services


K Public Information, Warnings and Media

LDP711 Media Officer Reviewed – awaiting comment from Council Media Officer

L Animal Emergency


Threat Specific Sub-plans M Flood / Storm / Dam Break

Plan LDP718 Engineering

Services Not Reviewed

N Tsunami Plan LDP719 LDC Reviewed by LDC Aug 2013 – awaiting LDMG endorsement

O Cyclone Preparedness Plan

LDP723 LDC Reviewed by LDC Sept 2013 – awaiting LDMG endorsement




8.2 Sub-Plans Appendices to this plan include sub-plans and threat specific arrangements. Operational Sub-plans Number New Description Public

Document LDP701 A Activation Plan No LDP703 B Evacuation Plan No LDP704 C Evacuation Centre Management Plan No LDP705 D Community Recovery Plan No LDP706 E Impact Assessment No LDP714 F Logistics Plan No - G Resupply Plan No LDP709 H Public Health Plan No - I Finance Plan No - J Solid Waste Management Plan No LDP711 K Public Information, Warnings and Media Plan No LDP716 L Animal Emergency Plan No Threat Specific Sub-plans Number New Description Public

Document LDP718 M Flood/Storm/Dam Break Plan No LDP719 N Tsunami Sub-plan No LDP723 O Cyclone Preparedness Plan No

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