MBRC Local Disaster Management Plan 2011 - Moreton Bay ...

Moreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 1 of 99 30 September 2013

4.5 Risk Assessment Tools ............................................................................................................ 534.6 Other Prevention Strategies ..................................................................................................... 564.7 Hazard Specific Arrangements ................................................................................................. 57PART 5: CAPACITY BUILDING ............................................................................................................. 615.1 Community Capacity ................................................................................................................. 615.2 Community Education ............................................................................................................... 635.3 Training ..................................................................................................................................... 645.4 Exercises .................................................................................................................................. 655.5 Post-disaster Review ................................................................................................................ 66PART 6: RESPONSE STRATEGY ......................................................................................................... 676.1 Response Arrangements .......................................................................................................... 676.2 Disaster Response Phases ...................................................................................................... 706.3 Levels of Activation ................................................................................................................... 726.4 Warning Notification and Dissemination ................................................................................... 746.5 Public Information ..................................................................................................................... 766.6 Response and Recovery Equipment ........................................................................................ 766.7 Impact Assessment .................................................................................................................. 766.8 Sub-plans and Operational Plans ............................................................................................. 776.9 Operational Reporting ............................................................................................................... 806.10 Financial Management ............................................................................................................. 816.11 Media Management ................................................................................................................... 816.12 Logistics support and Resource Allocation, including Resupply .............................................. 816.13 Declaration of a Disaster Situation ........................................................................................... 836.14 Cross boundary Response Arrangements ............................................................................... 84PART 7: RECOVERY STRATEGY ......................................................................................................... 857.1 Recovery Principles .................................................................................................................. 857.2 Functions of Recovery .............................................................................................................. 867.3 Moreton Recovery Arrangements ............................................................................................. 917.4 State Recovery Arrangements ................................................................................................. 967.5 Cross Boundary Arrangements ................................................................................................ 977.6 Reporting .................................................................................................................................. 977.7 Financial Management ............................................................................................................. 97PART 8: LOCAL DISASTER MANAGEMENT SUB-PLANS ................................................................. 98ANNEXURESAnnexure A: Abbreviations and AcronymsAnnexure B: DefinitionsAnnexure C: LDMP Distribution ListAnnexure D: Contact List – LDMG Members, Advisory and Support AgenciesAnnexure E: LDMG Terms of Reference…/Moreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 6 of 99 30 September 2013

ANNEXURES (continued):Annexure F: List of Critical InfrastructureAnnexure G: Large Dangerous Goods and Major Hazardous SitesAnnexure H: Natural Disaster Risk Management Assessment – Risk RegisterAnnexure I: Contact List: MRG Members, Advisory and Support AgenciesAnnexure J: MRG Terms of ReferenceAnnexure K: List of LDMP Sub-plansAnnexure L: Communications Sub-group Terms of ReferenceMoreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 7 of 99 30 September 2013

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PART 1: ADMINISTRATION1.1 AUTHORISATIONThe authority to develop and maintain a LDMP for the Moreton Bay Region is legislatedunder the provisions of Section 57(1) of the Act (S57(1)).This plan was reviewed and endorsed by the Moreton Bay Region LDMG on 26 September2013.This plan was reviewed and endorsed by the Redcliffe District Disaster Coordinator (DDC)on 30 September 2013.This LDMP has been approved by council resolution on 15 October 2013 in accordance withthe S80(1)(b) of the Act.1.2 AMENDMENT REGISTER AND VERSION CONTROLVersion Date Comments1.0 8 April 2009 DraftApproved by EMQ & LDMG1.1 2 March 2010 Amended draftApproved by DDC - 10.03.2010Approved by council - 23.03.20102.0 May - July 2011 Annual review and review by agencies2.1 August 2011 Amended to include agency feedbackEndorsed by LDMG - 31.08.2011Endorsed by DDC - 13.09.2011Approved by council - 18.10.20113.0 30 September 2013 Annual review completed, including agency feedback, exerciseevaluation and alignment with state guidelinesEndorsed by LDMG - 26.09.2013Endorsed by LDMG Chair and DDC - 30.09.2013Approved by council - 15.10.2013Table 1: LDMP Document Version ControlCouncil welcomes comments and feedback regarding this Local Disaster Management Plan(LDMP). Requests, recommendations, proposals and suggested amendments for thisLDMP should be forwarded to:The ChairLocal Disaster Management GroupMoreton Bay Regional CouncilPO Box 159CABOOLTURE QLD 4510Moreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 9 of 99 30 September 2013

Any change to the intent of this document requires council approval under the provisions ofS80(1) (b) of the Act.1.3 DISTRIBUTION AND AVAILABILITYThis LDMP is distributed as per the list located in Annexure C.This LDMP and supporting documents, is available for public viewing online at LocalDisaster Management Plan - Moreton Bay Regional Council in read only portable documentformat (PDF).This LDMP is also available for viewing at council libraries. Their locations are listed onlineat: http://library.moretonbay.qld.gov.auPaper copies of this LDMP can be provided upon payment of the appropriate fee.Refer to council’s Fees and Charges webpage at:http://www.moretonbay.qld.gov.au/FeeSearchResults.aspx?l1=4007&l2=41591.4 LOCAL DISASTER MANAGEMENT PLAN REVIEWCouncil will review and/or amend and distribute this LDMP at least once a year.To ensure this LDMP meets legislative requirements, Emergency Management Queensland(EMQ) oversees an external assessment process, conducted annually.Council may also review or amend this plan as it considers appropriate.1.5 SUPPORTING DOCUMENTS AND SYSTEMSThere are a number of related documents and systems, excluding sub-plans, which existindependently of this LDMP.These resources further support council’s disaster management activities and policies, andare as follows:Agency-specific operational and response plansBushfire Hazard Management StrategyCaboolture Aerodrome Emergency PlanCouncil’s suite of corporate and operational policies and proceduresEvacuation Centre Standard Operating Procedures (SOPs)Finance systems and related policies and proceduresFlood Check Property ReportsFlood Check Suburb Flood MapsFlood ExplorerFlood monitoring systems such as Enviromon and TardisFlood Warning System ManualMoreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 10 of 99 30 September 2013

Guardian Control CentreLocal Disaster Coordination Centre SOPs and HandbookMoretonAlert, public communication systemMoreton Atlas / Bayview (GIS)Redcliffe Aerodrome Emergency PlanRedcliffe District Disaster Management PlanRedcliffe District Human and Social Recovery PlanRegional Floodplain DatabaseState Disaster Management Plan1.6 INFORMATION MANAGEMENT AND INFORMATION PRIVACYLDMP recipients must take all reasonable steps to ensure that operational information isadequately safeguarded and that the confidentiality of operational information is maintained.Operational information is to be stored securely and protected against unauthorised access,use, modification, disclosure or misuse.LDMP recipients must not intentionally access files, registers or any other document thatcontains operational information unless it is necessary for their duties. Where access isnecessary for work purposes, recipients must not disclose operational information to anunauthorised person.Recipients must ensure that documents or files containing operational information are notleft where unauthorised persons can access the information.1.7 DEFINITIONS, ABBREVIATIONS AND ACRONYMSRefer to Annexure A for a list of abbreviations and acronyms used in this LDMP.Refer to Annexure B for a list of definitions for terms used in this LDMP.The definitions for ‘disaster’, ‘event’ and ‘serious disruption’ used throughout this plan, areadopted from those published in the Act.“A disaster is a serious disruption in a community, caused by the impact of an eventthat requires a significant coordinated response by the State and other entities tohelp the community recover from the disruption.” S13 (1)“An event means any of the following —(a) a cyclone, earthquake, flood, storm, storm tide, tornado, tsunami, volcaniceruption or other natural happening;(b) an explosion or fire, a chemical, fuel or oil spill, or a gas leak;(c) an infestation, plague or epidemic;Example of an epidemic—a prevalence of foot-and-mouth disease(d) a failure of, or disruption to, an essential service or infrastructure;(e) an attack against the State;(f) another event similar to an event mentioned in paragraphs (a) to (e).Moreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 11 of 99 30 September 2013

An event may be natural or caused by human acts or omissions.”S16 (1), (2)“A 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.” S13(2)1.8 PURPOSEThe purpose of this Local Disaster Management Plan (LDMP) is to:Demonstrate a commitment to the safety of our communityEnsure there is a consistent approach to disaster management in the regionReduce the impact of a disaster on the region, through building community resilienceand educational awarenessEnsure there is a central coordination point for the region’s disaster managementinformationReduce the community consequences following an eventEnsure compliance with the Disaster Management Act 2003 (the Act)To achieve a safer and more sustainable community, the Moreton Bay Region LocalDisaster Management Group (LDMG) promotes:An all-hazards approach – promoting one management system for all hazardsA comprehensive approach – covering all phases of activity including prevention,preparedness, response and recoveryAn all-agencies approach – ensuring partnering for disaster arrangements with thecommunity, council and other levels of governmentThe primacy of the council’s disaster management capability – to ensure localresponsibility for managing events within Moreton Bay Regional Council (council/MBRC)boundariesA prepared resilient community – with strong established links between individuals,voluntary organisations and councilThe primary focus of the Moreton Bay Region LDMP is to mitigate the effects of disasters onthe community by ensuring a coordinated effort by all levels of government andnon-government entities with responsibilities or capabilities in disaster management.Moreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 12 of 99 30 September 2013

This LDMP does not provide details or guidance to agencies in relation to operationalpolicies and procedures. Agencies are required to ensure that they individually meet theirworkplace health and safety obligations while acting under this LDMP.1.9 OUR KEY OBJECTIVESThe overall objective of this plan is to ensure the safety of the Moreton Bay Region (theregion) community. The key objectives of this plan are:1.9.1 PreventionTo increase adherence to and introduction of systems and regulations to reducedisaster risks.To investigate and implement (where appropriate) strategies and initiatives toeliminate or reduce the impact of hazards on the community through the use ofemergency risk management processes.1.9.2 PreparednessTo increase community safety through public awareness, information andeducation.To encourage an all-agency, all-hazards approach to disaster managementwithin the region.To identify resources to maximise the region’s disaster response capability.To develop contingency plans to address response and recovery issues.To enhance the capability of disaster management agencies by encouragingparticipation in training and exercises, equipment acquisition, programs and thebuilding of relationships.1.9.3 ResponseTo provide effective and efficient coordination of disaster response efforts duringa disaster event.To minimise the impact on the community of a disaster event.To ensure effective communication with the Redcliffe District DisasterManagement Group (DDMG).1.9.4 RecoveryTo provide adequate immediate post-event welfare through the MoretonRecovery Group (MRG).To ensure the recovery priorities of the community are identified and met.Moreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 13 of 99 30 September 2013

The plan also ensures that the resources used to prevent, prepare for, respond to andrecover from disasters are used efficiently to achieve the most effective outcomes forthe region.1.10 OUR COMPLIANCECouncil manages and coordinates effective disaster management activities to meetlegislative requirements, state guidelines, corporate plans, policies and communityexpectations. These include, but are not limited to:Disaster Management Act 2003Council is obligated and committed to undertaking its responsibilities with respect todisaster management, as outlined in the Act.Our ‘Corporate Plan: Social and Community Wellbeing’ promotes safe andharmonious communities with high public health standards. To achieve this outcomewe will lead and coordinate well-planned responses to community emergencies.Our ‘Budget and Operational Plan’ provides funding, planning, preparation,response and recovery activities for community disaster events.Our ‘Community Plan’ aims to increase the resilience of communities andbusinesses to a disaster.Local Government Finance Standard 2005 specifies that disaster managementshall be among the local and regional issues that local governments shall consider aspart of their corporate, operational and budget planning processes.Queensland Local Disaster Management Guidelines, incorporating guidelines forEvacuation, Recovery and Resupply.Queensland State Disaster Management Plan (SDMP) incorporating the directionset by the Disaster Management Strategic Policy Framework and describesQueensland’s arrangements for disaster management.State Disaster Management Group’s Disaster Management Strategic PolicyFramework (SPF) guides the development and implementation of disastermanagement policy and programs at State and local government level to achieve theState government’s priorities, in particular the promotion of safer, and more secureand resilient communities.Council ensures it has a disaster response capability to provide equipment and a suitablenumber of persons, using the necessary resources available, to effectively manage, or helpanother entity to manage, an emergency situation or a disaster in the Moreton Bay Region.Moreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 14 of 99 30 September 2013

Council has adopted the following SPF elements and guiding principles in the developmentand implementation of disaster management programs, policies and plans:disaster management is planned across the phases of prevention, preparation,response and recovery;all events, whether natural or caused by human acts or omissions, are managed inaccordance with the SPF, the SDMP and disaster management guidelines;Council is primarily responsible for approving its LDMP, managing disaster events in theMoreton Bay Region; andthe Redcliffe DDMG and the State Disaster Management Group (SDMG) providescouncil with appropriate resources and support to help council carry out its disasteroperations.1.11 QUEENSLAND DISASTER MANAGEMENT ARRANGEMENTS (QDMA)The arrangement for disaster management in Queensland comprises a four-tiered structureinvolving management at local, district, state and Commonwealth levels. Refer Figure 1.Figure 1: Queensland Disaster Management ArrangementsMoreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 15 of 99 30 September 2013

The disaster management structure for the Moreton Bay Region is initiated at the LDMGlevel, with escalation to the DDMG if needed, then to the SDMG as required. Refer Figure 2.These arrangements enable a progressive escalation of support and assistance througheach tier as required.The Australian government is also included in the arrangements as a fourth level,recognising that Queensland may need to seek Commonwealth support in times of disaster.Moreton Bay Region LocalDisaster Management GroupMoreton Bay Region LocalDisaster Coordination CentreRedcliffe District DisasterManagement GroupRedcliffe District DisasterCoordination CentreState DisasterManagement GroupState DisasterCoordination CentreCrisis CoordinationCentreFigure 2: Moreton Bay Region Local Disaster ArrangementsMoreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 16 of 99 30 September 2013

PART 2: MORETON BAY REGION LOCAL DISASTERMANAGEMENT GROUP2.1 AUTHORITYThe establishment of the LDMG is regulated by the Act.S29 of the Act requires council to establish a LDMG for the council area.S57 of the Act requires council to prepare a LDMP; however, it is a function of the LDMG toassist government with this task.2.2 FUNCTIONS OF THE GROUPThe LDMG functions are in accordance with S30 of the Act:(a)(b)(c)(d)(e)(f)(g)(h)(i)(j)(k)(l)To ensure that disaster management and disaster operations in the area areconsistent with the State group’s SPF for disaster management for the State;To develop effective disaster management and regularly review and assess thedisaster management;To help council prepare the LDMP;To identify, and provide advice to the relevant district group about, support servicesrequired by the local group to facilitate disaster management and disaster operationsin the area;To ensure the community is aware of ways of mitigating the adverse effects of anevent, and preparing for, responding to and recovering from a disaster;To manage disaster operations in the area under policies and procedures decided bythe State group;To provide reports and make recommendations to the relevant district group aboutmatters relating to disaster operations;To identify, and coordinate the use of, resources that may be used for disasteroperations in the area;To establish and review communication systems in the group, and with the relevantdistrict group and other local groups in the disaster district of the relevant districtgroup, for use when a disaster happens;To ensure information about a disaster in the area is promptly given to the relevantdistrict group;To perform other functions given to the group under the Act; andTo perform a function incidental to a function mentioned in paragraphs (a) to (k).Moreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 17 of 99 30 September 2013

2.3 MEMBERSHIPLDMG members are appointed in accordance with S33 of the Act. Representatives areappointed by position and are deemed to have the necessary expertise or experience anddelegation authority to support a comprehensive, all hazards, all agencies approach todisaster management.Membership of the LDMG includes the following core group and members:Core GroupMayorThe council Mayor is the primary spokesperson for the LDMG. This includes liaising with themedia and the community. If the Mayor is not available, the Deputy Mayor and/or the Chairof the LDMG, or delegate, will be the primary spokesperson.ChairIn accordance with S34 of the Act, Councillor Division 10 is appointed by council as theChair of the LDMG.Deputy ChairIn accordance with S34 of the Act, Councillor Division 11 is appointed by council as theDeputy Chair.Local Disaster Coordinator (LDC)In accordance with S35 of the Act, after consultation with the Chief Executive, Department ofCommunity Safety (DCS), the Chair appointed the Director Engineering Construction andMaintenance to the role of LDC.Moreton Recovery Coordinator (MRC)The Chair appointed the Director Community and Environmental Services to the role ofMRG.Coordinator Disaster ManagementThe Chair also appointed Council’s Coordinator Disaster Management to the Core Group.MembersIn accordance with S33 of the Act, council appoints persons as members of the LDMG.Council may appoint members of the group provided they have the necessary expertise orexperience to assist the group to undertake its functions.A register of members and contact list is maintained by council, refer Annexure D. Council isobligated under S37 of the Act to give written notice annually of the membership of the groupto the Executive Officer of the SDMG and the DDC. This written notice is forwarded at thecompletion of the first LDMG meeting each year.Each agency representative is required to maintain appropriate levels of authority fordecision making and commitment of resources for each agency, as outlined in the Terms ofReference. Refer Annexure E.Refer to section 2.5 for the Roles and Responsibilities of the LDMG members.LDMG membership, including advisors and support agency representatives, will be reviewedannually.Moreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 18 of 99 30 September 2013

DeputiesCouncil authorises agencies to nominate one person to serve as a deputy, should theirrepresentative be unable to attend LDMG meetings.Deputies are recommended by their agency and approved by the Chair of the LDMG.Advisors and observersIn addition to members, the Chair is authorised to invite individuals or organisations asadvisors and/or observers, to assist the LDMG as required.2.4 GOVERNANCE2.4.1 Terms of ReferenceRefer to Annexure E – LDMG Terms of Reference for full details.Should the LDMG establish a sub-group(s), Terms of Reference will be developed foreach group.2.4.2 MeetingsThe LDMG will conduct four ordinary meetings per year at times and places decidedby the Chair. Extraordinary meetings will take place as required for specific events.Details of actions taken and issues discussed by the LDMG are communicated andmade available to the DDMG, the DDC and council in the form of Minutes, Agendas,reports and schedules. These are also distributed to members and advisor agencies.Further details in relation to the operation of the LDMG are provided in the Terms ofReference at Annexure E.Under S40 of the Act, a quorum for the group is set at one half of the number ofmembers plus one; or if one half of the number of members is not a whole number, thenext highest whole number.2.4.3 Sub-GroupsThe LDMG may constitute permanent or temporary sub-groups for specific issues ortasks to assist the LDMG with its business.Each sub-group Chair will report their group’s progress to the LDMG as required.The sub-groups of the LDMG are:Moreton Recovery Group, including the following sub-groups:o Economico Environmento Human-socialo InfrastructureCommunications Sub-groupMoreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 19 of 99 30 September 2013

The Terms of Reference for these sub-groups are located in the Annexure section.2.5 ROLES AND RESPONSIBILITIESThe roles and responsibilities of organisations in the application of disaster managementfunctionality are provided in Tables 2 and 3 below.A full contact list detailing names and contact numbers is located at Annexure D. The list ismaintained for the use of council staff involved in disaster management activities only. Itcontains confidential information and is not available for public viewing.The Terms of Reference for LDMG members outlines the requirements for individuals andtheir agencies with respect to levels of authority, the ability to make decisions and commitresources on behalf of agency. Refer Annexure E.Moreton Bay Region Local Disaster Management GroupThe role and responsibilities of the LDMG are as follows:Develop comprehensive local disaster management planning strategies for the MoretonBay RegionDesign and maintain a public education/awareness program, which is delivered throughmember agency resourcesCoordinate support to response agenciesConduct reconnaissance and impact assessmentProvision of public information prior to, during and following disaster event impactsRecommendations regarding areas to be considered for authorised evacuation (seeStorm Tide Warning-Response System Handbook, where appropriate)Coordinate public advice in relation to voluntary evacuation (see Storm Tide WarningHandbook State Disaster Management Group / Bureau of Meteorology)Identification, resourcing, staffing and operation of Evacuation Centres, with assistancefrom Australian Red CrossProvision of local based community support servicesParticipate in and provide advice and evidence for the External Assessment and of theMoreton Bay Region LDMPMoreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 20 of 99 30 September 2013

LDMG Member Agencies:AGENCYROLES & RESPONSIBILITIESDepartment of CommunitySafety – EmergencyManagement Queensland (EMQ)Functional lead agency for warnings as an agency within the DCSFunctional lead agency for emergency supplyReview, assess and report on the effectiveness of disaster managementby the stateProvide advice and support to the SDMG, DDMG and LDMG in relationto disaster management and disaster operationsPrepare guidelines on behalf of the SDMG per s 49 and s 63 of the ActEstablish and maintain arrangements between the state andCommonwealth on disaster management issuesEnsure that disaster management and disaster operations within thestate are consistent with the state’s policy framework, plans, andguidelinesEnsure that persons performing functions under the Act in relation todisaster operations are appropriately trainedCoordinate reception operationsCoordinate, provide oversight and participate in the External Assessmentof the Moreton Bay Region’s LDMPDevelop, maintain, monitor and continuously improve the state’s disastermanagement arrangements and systemsEnsure the availability, maintenance and operation of the State DisasterCoordination Centre (SDCC)Manage resupply operations, including events where communities in theMoreton Bay Region become isolatedCoordinate the logistics support frameworkAssist agencies source disaster response-related (emergency) suppliesand equipmentCoordinate support and manage the deployment of SES resources (asrequired, in consultation with council)Appoint a suitably experienced and/or qualified officer as SESCoordinator to support the coordination of SES operationsSupport the provision of state government owned rotary wing assets tothe disaster responseSupport the deployment of Queensland Corrective Services resourcesProvide a liaison officer to the LDCC (as required)Provide advice and communication to the LDCC about the operations ofthe EMQ and SESDepartment of CommunitySafety - Queensland AmbulanceService (QAS)Provide, operate and maintain ambulance servicesProvide emergency pre-hospital patient care assessment, treatment andtransportation of sick and/or injured personsProtect persons from injury or death, during rescue and other relatedactivitiesCoordinate all volunteer first aid groups during major emergencies anddisastersProvide and support temporary health infrastructure where requiredCollaborate with Queensland Clinical Coordination Centre in the provisionof paramedics for rotary wing operationsParticipate in search and rescue, evacuation and victim receptionoperationsParticipate in Health Facility evacuationsCollaborate with Queensland Health in mass casualty managementsystemsProvide disaster, urban search and rescue (USAR), Hazmat, biologicaland radiological operations support with specialist logistics and specialistparamedicsProvide a liaison officer to the LDCC (as required)Provide advice and communication to the LDCC about the operations ofthe QASMoreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 21 of 99 30 September 2013

AGENCYROLES & RESPONSIBILITIESDepartment of CommunitySafety - Queensland AmbulanceService (QAS)(continued)Request and provide assistance through the LDCC as required duringdisaster response and recovery operationsDepartment of CommunitySafety – Queensland Fire andRescue Service (QFRS)Primary agency for bushfire, chemical/hazardous materials (HazMat)related incidentsDevelop and maintain an Incident Coordination Centre, including thetraining and staffing of sufficient personnel to operate the CentreDevelop fire prevention and mitigation strategies and response plansProvide control, management and pre-incident planning of fires(structural, landscape and transportation)Provide for safety of persons in relation to fire prevention, suppression,response and recovery operationsProvide advice and directions on public safety/evacuation from fire dangerzonesProvide assistance to the community to prepare for, respond to andrecover from an event or disaster, e.g. public education and awarenessprogramsProvide rescue capability for persons trapped in any vehicle, vessel, byheight or in confined spaceRescue of persons isolated or entrapped in swiftwater/floodwater eventsProvide advice, chemical analysis and atmospheric monitoring atchemical/HazMat incidentsProvide mass and technical decontamination capabilities under StateBiological Disaster and State Radiological Disaster responseProvide USAR capability for building collapse eventsSupport the Queensland Hazardous Materials Incident Recovery PlanSupport the Queensland Coastal Contingency Action Plan – ChemicalSpill Response Plan (a supporting plan of the National Marine ChemicalSpill Contingency Plan, and National Marine Oil Spill Contingency Plan)Provide rapid damage impact assessment and intelligence gatheringcapabilitiesProvide logistical and communications support to disasters withincapabilitiesAssist in pumping out of flooded buildingsAssist in clean-up of flood affected buildingsProvide liaison officer to the LDCC (as required)Provide advice and communication to the LDCC about the operations ofthe QFRSRequest and provide assistance through the LDCC as required duringdisaster response and recovery operationsEnergex Provide electricity supply information and warnings to LDMG agenciesand the community Maintain electrical power supply distribution Provide advice in relation to electrical power outages to agencies and thecommunity Restore power and provide advice regarding timeframes for powerrestoration Provide safety advice for the public during disaster and emergencysituations Assist the community to prepare for, respond to and recover from anevent or disaster, e.g. Public Education and awareness programs Provide advice in relation to Life Support customers Provide advice and communication to the LDCC about the operations ofEnergex Provide a liaison officer to the LDCC during disaster eventsMoreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 22 of 99 30 September 2013

AGENCYROLES & RESPONSIBILITIESEnergex(continued)Request and provide assistance through the LDCC during disasterresponse and recovery operationsMoreton Bay Regional Council(Council / MBRC )Perform the following in support of the Moreton Bay Region LDMG: Manage, support and provide policy advice and coordination of thebusiness of council and its subgroups, including the development andmaintenance of the Moreton Bay Region LDMP and sub-plans Design, maintain and operate a LDCC, including the training and staffingof sufficient personnel to operate the Centre (at a primary location andmaintenance of an alternative location/s) Coordination of disaster operations by the LDC through the LDCC for theLDMG ensuring that strategic decisions of the LDMG are implemented Coordinate immediate community support and recovery needs inconjunction with the Department of Communities, Child Safety andDisability Services Assist the community to prepare for, respond to and recover from anevent or disaster Issue public information or warnings about disaster situations inaccordance with the LDMP and sub-plans Provide advice and support to the DDC and DDMGGeneral Responsibilities: Maintenance of council’s function (via council’s Business ContinuityPlanning) Develop and maintain prevention and mitigation strategies such as LandUse Planning and Capital Works Programs Develop and maintain response plans where council is the lead agency Develop and maintain an Operations Coordination Centre (OCC)capability (including staffing with sufficiently trained personnel to operatethe centre) Maintain essential council services to the community including:o Animal controlo Civic leadershipo Community contact and information provisiono Disaster and emergency managemento Environmental protectiono Maintenance of local roads and bridges (including debris clearance)o Public health and safety Maintain refuse disposal and waste management Maintain rainfall and flooding telemetry and warning systems Collect and interpret information from telemetry systems for rainfall andflooding, conjointly with Bureau of Meteorology Develop and maintain communication systems between response andrecovery agencies and coordination centres Provide support with EMQ to the SES Provide advice and communication with the LDCC in relation to theoperations of the Operations Coordination Centre Request and provide assistance through the LDCC as required duringdisaster response and recovery operationsQueensland Health Functional lead agency for health response Primary agency for Pandemic Influenza, Biological and Radiologicalincidents Develop, maintain and activate emergency management plans Protect and promote health in accordance with Hospital and HealthBoards Act 2011, Hospital and Health Boards Regulation 2012, Healthand Public Health Act 2005, other relevant legislation and regulations Provide a whole-of-health emergency incident management and counterdisaster response capability to prevent, prepare for, respond to andrecover from a state declared emergency or disaster eventMoreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 23 of 99 30 September 2013

AGENCYQueensland Health(continued)ROLES & RESPONSIBILITIESProvide coordinated multidisciplinary support for disaster response andrecovery including specialist health services and specialist healthknowledge representationProvide state representation at the Australian Health Protection PrincipalCommitteeProvide clinical and state wide and forensic services support for disasterand response recoveryPromote optimal patient outcomesProvide appropriate on-site medical and health supportClinically coordinate aeromedical transport for QLD. In a disastersituation provide staff to the Emergency Helicopter Tasking CellProvide health emergency incident information for media communicationsProvide advice and communication to the LDC and DDC in relation to theoperations of the District Health Incident Coordination Centre duringdisaster operationsProvide a liaison officer to the LDCC (as required)Request and provide assistance through the LDCC during disasterresponse and recovery operationsQueensland Police Service(QPS)Primary agency responsibility for terrorismPreserve peace and good orderCrime preventionManagement of crime scenes and potential crime scenesConduct investigations pursuant to the Coroners ActProvide a disaster victim identification capabilityProvide for effective regulation of trafficCoordinate evacuation operationsControl and coordinate search and rescue operationsProvide security for damaged or evacuated premisesManage the registration of evacuees and associated inquiries inconjunction with Australian Red Cross, using the National Registrationand Inquiry System (NRIS)Provide security for damaged or evacuated premisesRespond to and investigate traffic, rail and air incidentsProvide a liaison officer to the LDCC (as required)Provide advice and communication to the LDCCChair, participate in and report on the External Assessment of theMoreton Bay Region’s LDMPRequest and provide assistance through the LDCC during disasterresponse and recovery operationsUnitywater Develop and maintain the Unitywater Operations Centre, including thetraining and staffing of sufficient personnel to operate the Centre Maintain essential services to the community including:o Waste Water Treatment and Disposal (Sewage)o Water (via Business Continuity Management Planning)o Public Healtho Environmental protection Provide advice and communication to the LDC and DDC in relation to theoperations of Unitywater during disaster operations Assist the community to prepare for, respond to and recover from anevent or disaster, e.g. Public Education and awareness programs Provide safety advice for consumers during disaster and emergencysituations (e.g. boil water before drinking) Undertake an impact assessment of services and infrastructure Provide a liaison officer to the LDCC (as required) Request and provide assistance through the LDCC as required duringdisaster response and recovery operationsTable 2: LDMG Member AgenciesMoreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 24 of 99 30 September 2013

Advisory and Support Agencies:AGENCYROLES & RESPONSIBILITIESAustralian Red Cross Is an auxiliary to government in the humanitarian field Provide advice and support to the SDMG, DDMG and LDMG in relation todisaster management planning and disaster operations Provide preparedness activities and resources to assist people to bebetter prepared for, better connected, and more resilient to emergencies Work with partner agencies to ensure basic human needs are met duringthe response stage of a disaster, with a particular focus on assistingCouncil in the management of evacuation centres Assist QPS to operate NRIS – manage the registration of evacuees andassociated inquiries Provide support to Department of Communities, Child Safety andDisability Services in the provision of psychosocial support andcommunity development activities during recovery Provide teams of well trained volunteers to assist communities preparefor, respond to and recover from a disaster Administer the Premier’s Disaster Relief Appeal funding Provide advice and communication to the LDCC in relation to disasteroperations Request and provide assistance through the LDCC as required duringdisaster operationsBureau of Meteorology (BoM) Issue weather forecasts including weather warnings to agencies and thecommunity Provide seasonal weather observations Provide Satellite and Radar Imagery Provide advice and communication to the LDC and DDC in relation toweather warnings issuedDepartment of Agriculture,Fisheries and ForestryPrimary agency for the containment and eradication of emergency animaland plant diseasesCoordinate the efforts to prevent, respond to, and recover from pests anddiseases, and livestock welfareProvide advice relative to stockCoordinate destruction of stock or crops in an emergency pest/diseasesituationAdminister appropriate Natural Disaster Relief and RecoveryArrangements (NDRRA) relief measuresDepartment of Communities,Child Safety and DisabilityServicesFunctional lead agency for human-social recoveryCo-chair the Moreton Human-social Sub-groupDevelop and annually review the District Recovery PlansCoordinate provision of human-social recovery services during recoveryoperations in partnership with council, State, Federal and non-governmentagenciesWork with affected individuals and communities to support their ownrecovery activitiesEstablish and manage Community Recovery Outreach Programs,Community Recovery Centres (one-stop-shops) and CoordinationCentres, as requiredProvide outreach service teams to visit households and determinerecovery needsMaintain linkages with local, State, Federal and non-government agenciesand committeesDistribute financial assistance to eligible individuals and families affectedby natural disasters in accordance with State Disaster ReliefArrangements (SDRA) and NDRRAAdminister relevant human-social SDRA and NDRRA relief measures (inaccordance with the Queensland Disaster Relief and RecoveryMoreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 25 of 99 30 September 2013

AGENCYDepartment of Communities,Child Safety and DisabilityServices(continued)ROLES & RESPONSIBILITIESArrangements Guidelines)Coordinate the development of community recovery communicationstrategy messages (strategic and operational) to support the broaderrecovery and disaster management public communication strategy.Provide advice and communication to the LDC and DDC in relation toCommunity Recovery requirements and operationsProvide liaison officer to the LDCC (as required)Request and provide assistance through the LDCC as required duringdisaster response and recovery operationsDepartment of Education,Training and EmploymentMaintain the safety and wellbeing of students, staff and volunteers whowork or participate in Department of Education, Training and Employmentschools, institutes and workplacesEnsure, as far as practicable, that all State Instructional Institutions andworkplaces have a documented Emergency Management PlanMinimise interruption to essential services to allow teaching and learningto be maintained or resumed as a priorityProtect critical resources where possibleFacilitate the return of State Instructional Institutions to normal operationsas soon as possibleDepartment of Energy andWater SupplyFunctional lead agency for electricity, liquid fuel and natural gas supplyWater emergency responsibilities include:o Ensuring emergency action plans are in place for referable dams toensure appropriate action is taken in the event of incidents or failureof damso Exercising dam safety emergency powers if needed to minimise therisk of failure of a dam or to minimise the consequences of failureo Oversight of drinking water and recycled water incident managementDepartment of Environment andHeritage ProtectionFunctional lead agency for environmental recoveryProvide response relating to wildlife affected by oil, traditional ownerliaison, environmental and shoreline assessments and wastemanagement advice and approvals for ship-sourced pollution at seaProvide information and expert advice with respect to regulated (tailings,contaminated water) dam locations, safety and integrityProvide expert environmental advice in pollution incidentsDepartment of Housing andPublic WorksFunctional lead agency for building and engineering servicesReview and assess building requirements in order to mitigate the impactof natural disasters on infrastructureCoordinate the acquisition, provision and/or activities of building andengineering services in support of disaster operations.Department of National Parks,Recreation, Sport and RacingFunctional lead agency for national parksProvide for the safety of national parks users including issuing warnings inextreme conditions, closing areas where necessary and coordinatingevacuations with QPSProvide advice on the management of national parks and expertknowledge of national parks to responding agenciesLead fire fighting on the protected area estate and state forests wherethere is no threat to life or propertyDepartment of NaturalResources and MinesLead fire fighting on unallocated state land where there is no threat to lifeor propertyProvide spatial information for data sets that are owned and managed byDepartment of Natural Resources and MinesProvide stream height, flow and rainfall information to BoMMoreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 26 of 99 30 September 2013

AGENCYDepartment of NaturalResources and Mines(continued)Department of Science,Information Technology,Innovation and the ArtsROLES & RESPONSIBILITIESEnsure that Department of Natural Resources and Mines stream gaugesare operationalAssist in flood planning, management and studyProvide assistance to Department of Community Safety in capturingspatial imagery and spatial information analysis and product production asnecessaryProvide storm tide and wave height information and expertise, includingprojectionsProvide SES 132 500 and community call centre operations and websitesfor the provision of public information about major event and/or disastersthrough Smart Services QueenslandProvide whole-of-government and agency specific services that contributeto the government’s front-line service-delivery priorities.Actively manage whole-of-government infrastructure, including datacentres and networks, as well as develop and maintain essential ancillaryservicesDepartment of StateDevelopment, Infrastructure &PlanningFunctional lead agency for economic recoveryAssist business and industry in business resilience and recoverystrategiesSupport disaster mitigation considerations in development planning, builtenvironment and infrastructure designSupport compliance of State Planning Policies for new developmentsProvide infrastructure programming expertise to assist delivery agenciesto plan, sequence and prioritise workAdminister appropriate NDRRA relief measures, in accordance with stateguidelinesDepartment of Tourism, MajorEvents, Small Business and theCommonwealth GamesAdvocate / point of contact for tourism industry and tourism-relatedbusinessesAdvocate / point of contact for small business communityInitial situation reporting of impact on tourism infrastructureInitial situation reporting of impacts on tourists in affected zones andreferral to appropriate agencies for responseInitial situation reporting of impacts on major events (assisted byDepartment of State Development and Infrastructure Planning withlocalised reporting and intelligence through the ‘Regional ServicesQueensland’ partnership)Department of Transport & MainRoadsTransportMain RoadsMaritime Safety QldFunctional lead agency for transport systemsPrimary agency for ship-sourced pollution where it impacts, or is likely toimpact, on Queensland Coastal WatersFunctional lead agency for infrastructure recovery (transportation)Provide information and advice on the impact of disruptive events onroad, rail, aviation and maritime infrastructure as it affects the transportsystemEnable an accessible transport system through reinstating road, rail andmaritime infrastructureAssist with the safe movement of people as a result of mass evacuation ofa disaster affected communityEnsure the capability of logistics related industries are appropriatelyapplied to disaster response and recovery activitiesThe Port of Brisbane is lead combatant agency for oil spills in MoretonBay however council may be required to support clean-up operations ofareas of foreshore within the regionProvide advice and communication to the LDC and DDC in relation to theoperations of the Department during disaster response and recoveryoperationsProvide liaison officer to the LDCC (as required)Request and provide assistance through the LDCC as required duringdisaster operationsMoreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 27 of 99 30 September 2013

AGENCYLocal Government Associationof QueenslandROLES & RESPONSIBILITIESAdvocate on behalf of council at State levelProvide representation and facilitate collaboration with (and between)councilsQueensland ReconstructionAuthorityRoyal Society for the Preventionof Cruelty to Animals (RSPCA)Administer appropriate NDRRA relief measuresPrimary animal welfare authority in QueenslandMonitor the responsible care of animals, provide standards of care foranimals and protect animals from unjustifiable, unnecessary orunreasonable painCollaborate with agencies and others to ensure that there is effectiveprevention, preparedness, response and recovery strategies andpriorities for disaster managementAssist in identifying and addressing immediate, medium and long termanimal welfare recovery needs so as to enhance the capacity of the localcommunity to recover from a disasterState Emergency Service (SES) Develop and maintain capacity to respond or assist other agencies torespond to disaster and emergency situations Coordinate voluntary organisations within the community Assist the community to prepare for, respond to and recover from anevent or disaster, including public education and awareness programs Assist with rescue of trapped or stranded persons (See State Rescue Policy) Provide search operations for missing persons Provide First Aid support Provide Traffic Control support Provide assistance with debris clearance Assist with short-term welfare support Assist with impact assessment Provide assistance with communications and specialist radiocommunications Provide assistance for emergency lighting Advise EMQ of operations underway, and request and provide assistancethrough the Incident Management Team to the Lead Agency or the LDCCas required by EMQ during disaster operationsSurf Life Saving Queensland Queensland’s peak beach safety and rescue authority Provide advice on coastal and aquatic rescue management to council, aswell as state agencies Provide support and advice to the SDMG, DDMG and LDMG in relation todisaster management and emergency management Develop and maintain a capacity to respond or assist other agenciesrespond to disaster and emergency situations Manage, coordinate and support Surf Lifesaving Clubs and membersduring disaster operations Provide advice and communication to the LDCC Request and provide assistance through the LDCC as required duringdisaster operationsTelstra Provide communications facilities Maintain and restore communications infrastructure Advise LDMG on communications issues Provide a liaison officer to the LDCC (as required) Request and provide assistance through the LDCC as required duringdisaster response and recovery operationsTable 3: LDMG Advisory and Support AgenciesMoreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 28 of 99 30 September 2013

The Interim State Disaster Management Plan outlines the roles and responsibilities for otherstate agencies.2.6 DISTRICT DISASTER MANAGEMENTThe Redcliffe DDMG provides a whole-of-government planning and coordination capabilityfor disaster management. This includes:Making decisions on how to best allocate State resources in the support of councilundertaking disaster management activities: andThe regular review and assessment of disaster management by the LDMG.During operational activities, the LDMG reports to the DDMG through Situation Reports(SITREPs). The frequency for the provision of SITREPs by the LDMG to the DDMG isdependent on the nature of the event and the advice of the DDC.During operations, an LDMG may approach the DDMG regarding:Requests for assistance;Consideration of the declaration of a disaster situation; andConsideration of the activation of NDRRA or SDRRAWhen activated, the DDCC will support the Redcliffe DDMG in the provision of State levelsupport to the LDMG. The DDCC coordinates the collection and prompt dissemination ofinformation to and from the LDCC and SDCC about disaster events occurring within theRedcliffe Disaster District. The DDCC will implement decisions of the DDC and DDMG andcoordinate State and Australian government resources in support of the LDMG and disasteraffected communities within the Moreton Bay Region.Moreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 29 of 99 30 September 2013

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PART 3: MORETON BAY REGION COMMUNITYCHARACTERISTICS3.1 GEOGRAPHY AND TOPOGRAPHYThe Moreton Bay Region, located between Brisbane and the Sunshine Coast, covers anarea of 2,037 square kilometres, or 206,959 hectares, spanning the mountainous areas ofMount Delaney, Mount Mee, Mount Glorious and Mount Nebo in the west to the coastalareas of Deception Bay, Redcliffe and Bribie Island in the east, hosting 45km of coastline.Refer Figure 3...The region includes mountain ranges, water supply catchments, coastal wetlands, nationalparks, state forests, rural townships and urban centres. As such, a variety of naturalhazards have the potential to affect the community.The region’s diverse terrain can be described as undulating coastal plain bordered to thewest by the higher country of the Conondale and D’Aguilar Ranges. The transition fromcoastal plain to foothills marks the line of the Bracalba Fault in the north and the NormanbyFault in the south.The immediate offshore topography and tidal regime is significant to an understanding of thenature of many hazards that affect the area. Deception Bay is one of the shallower parts ofMoreton Bay with depths typically less than 15 metres.Bribie Island is separated from the mainland by the Pumicestone Passage. The island isapproximately 32km long and 8km across at its widest point. Only the southern part of theisland is included in the council region.The region also encompasses the flood plain of the Pine River which has two branches –north and south. The North Pine has five major tributaries of Kobble Creek, Lacey’s Creek,Terrors Creek, Browns Creek and Sideling Creek, while the South Pine has Samford Creek,Dawsons Creek and Cedar Creek as its main tributaries. Sideling Creek is dammed to formLake Kurwongbah (about 3.5 sq. km in area) and the North Pine is dammed to form LakeSamsonvale (29.3 sq. km in area).Moreton Bay Regional Council shares local government borders with Sunshine CoastRegional Council to the north, the Brisbane City Council to the south and Somerset RegionalCouncil to the west. Refer Figure 3 below. The council region is divided into 12 jurisdictionaldivisions as shown in Figure 4 below.Moreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 31 of 99 30 September 2013

Figure 3: Moreton Bay Region BoundariesMoreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 32 of 99 30 September 2013

Figure 4: Council jurisdictional boundariesMoreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 33 of 99 30 September 2013

3.2 CLIMATE AND WEATHERThe Moreton Bay Region lies on the coast of Queensland just north of Brisbane City andconsequently has a moist sub-tropical climate. Rainfall is seasonal, with the heaviest rainoccurring during the summer months. Rainfall and temperatures, however, are modified byaltitude on the western side of the region. The more extreme rainfall is associated withtropical cyclones of which only 15 have passed within 100km of the region in the past 100years.Average summer temperature range: 18-21 o C to 27-30 o C (Jan – Mar)Average winter temperature range: 6- 9 o C to 18-21 o C (June – Aug)Average summer rainfall range:Average winter rainfall range:400 - 600mm (Jan – Mar)*100 - 200mm (June – Aug)**(Based on Bureau of Meteorology – 50 th percentile)3.3 VEGETATION AND GENERAL LAND USEThe region forms part of a recognised biodiversity ‘hot spot’ of significant habitats includingmountain and lowland sub-tropical rainforest, wet and dry eucalypt-dominant forest, rockyoutcrops, wetlands of Hays Inlet and the Pine Rivers estuaries, as well as coastal mangrovecommunities and other ecosystems.Extensive areas have been cleared of natural vegetation to make way for cropping,orchards, grazing (especially dairying), hobby farming and urban development. Refer Table4 below for land use allocation.Broad Scale Land Use Area ha % of Total Land MassMajor Activity Centres 1,143 0.6Urban Areas + Infill Development 22,389 10.8Rural Residential 24,927 12.0Enterprise and Employment Area 1,700 0.8Extractive Industry 1,187 0.6Future Enterprise and Employment 1,541 0.7Cropping 14,284 6.9Forestry 15,628 7.6Remaining AreaWater bodies 9,334 4.5Rural Bushland (Remnant Vegetation) 55,239 26.7Rural Grazing & Pastures 59,588 28.8Table 4: Land Use ActivitiesMoreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 34 of 99 30 September 2013

3.4 POPULATION AND DEMOGRAPHICSThe Moreton Bay area is one of the fastest growing residential regions in Queensland.It has substantial rural, rural residential, commercial and industrial areas. The populationresides in the urban coastal suburbs including Redcliffe, Beachmere and Bribie Island; ruraltownships and mountain villages like Mount Mee, Woodford, Dayboro and Mount Glorious;established areas such as the Hills district; and rapidly expanding urban centres like NorthLakes, Morayfield and Narangba.As at 30 June 2011, the estimated resident population of the region was 389,661 persons.Refer Table 5 below. The population of the Moreton Bay Region increased by 7,660persons between 30 June 2010 and 2011 - a population growth rate of 2.0 per cent. This isalso reflected in the number of motor vehicles per dwelling, refer Table 6 below.By 30 June 2031, the population for the region is projected to be 533,170 persons.Population by Age:Moreton BayQueenslandNumber % Number %0-14 83,831 21.5 887,487 19.815-24 52,235 13.4 625,429 14.024-44 105,940 27.2 1,264,341 28.345-64 97,641 25.1 1,119,056 25.065+ 50,014 12.8 577,785 12.9Source: ABS, Census of Population and Housing, 2011, Basic Community Profile – B11Table 5: Population statisticsNumber of Motor Vehicles per dwelling:Moreton BayQueenslandNumber % Number %No motor vehicles 7,834 5.9 110,842 7.21 motor vehicle 44,465 33.5 547,575 35.42 motor vehicles 51,502 38.8 575,736 37.23 or more motor vehicles 25,257 19.0 267,083 17.3Total dwellings 132,605 1,547,306Excludes motorbikes and scootersSource: ABS, Census of Population and Housing, 2011, Basic Community Profile – B29Table 6: Number of motor vehicles per dwelling3.5 CULTURAL AND LINGUISTIC DIVERSITYStatistically, the region is among the most culturally diverse areas in Australia, hosting 129cultural communities, as indicated in the statistics shown in Tables 7 and 8 below:Moreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 35 of 99 30 September 2013

Proficiency in spoken English of overseas-born persons:Moreton BayQueenslandNumber % Number %Speaks English only 55,789 77.8 565,455 63.6Speaks another languageand English: Very well or well 14,062 19.6 269,847 30.4 Not well or not at all 1,369 1.9 45,927 5.2Source: ABS, Census of Population and Housing, 2011, Basic Community Profile – B11Table 7: Proficiency of English language statistics for overseas-born personsLanguage, top responses (other than English):Moreton BayQueenslandNumber % Number %Chinese languages 1,381 0.4 64,719 1.5Samoan 1,563 0.4 12,809 0.3German 1,225 0.3 16,351 0.4Italian 1,175 0.3 21,710 0.5Hindi 1,131 0.3 13,188 0.3Source: ABS, 2011 Census – B13a, B13bTable 8: Language other than English statistics3.6 VULNERABLE PEOPLECouncil has identified groups of people who may be more vulnerable to the impacts ofhazards. These include but are not limited to the young, the elderly, those with disabilities,non-permanent residents of the region, those with culturally and linguistically diversebackgrounds and those residing in geographically vulnerable areas.Council is working in conjunction with state government agencies and non-governmentorganisations to increase the resilience of these groups through education and to provideinformation which will assist individuals and groups prepare for, respond to and recover fromany event.Specifically, council is working with aged care services and facilities and local businesses todevelop disaster plans. Disaster preparedness messages are available in a number oflanguages including Australian Sign Language (Auslan) and specific engagement isundertaken catering for cultural, religious and language differences.Work has also been undertaken to identify communities subject to isolation and ensureprovision of information and supplies as required.Alert and warning systems are in place to provide timely advice for residents in high riskareas.3.7 CRITICAL INFRASTRUCTURE AND ESSENTIAL SERVICESThe region is heavily reliant on its internal and external links for road, rail, air and seatransportation. Refer to the Critical Infrastructure map below, and Annexure F, for moredetails.Moreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 36 of 99 30 September 2013

3.7.1 Road NetworkRefer Figure 5 Critical Infrastructure map for an overview of the road networkthroughout the Moreton Bay Region and Table 9 for the list of main roads.Highways:The main highway link through the region is the six-lane Bruce Highway, part of theeast coast national highway network. It links the region with Brisbane and the GoldCoast to the south and the Sunshine Coast and beyond to the north. From the west,the D’Aguilar Highway connects with major highways into New South Wales and toother parts of Queensland.Main Road Network:The main roads listed in Table 9 are located within the Moreton Bay Region and arethe responsibility of the Queensland Department of Transport and Main Roads. Alsoincluded under the Department’s responsibility are related highway overpasses, entryand exit ramps.Albany Creek RoadAnzac AvenueBeerburrum RoadBribie Island RoadBruce HighwayBeachmere RoadD’Aguilar HighwayDayboro RoadDeception Bay RoadEatons Crossing RoadElizabeth Avenue (Anzac Ave toAmersham St)Elizabeth Avenue (King St to HornibrookEspl)Gympie RoadHornibrook EsplanadeKilcoy-Beerwah RoadKing St (Beerburrum Rd to D’Aguilar Hwy)Linkfield RoadLower King St (Beerburrum Rd to BruceHwy)Main Street, SamfordMaleny-Stanley River RoadMorayfield RoadMt. Glorious RoadMt. Mee RoadMt. Samson Rd, Samford Valley (betweenEatons Crossing Rd and Main St, Samford)Old Gympie Road, BurpengaryOld Northern Rd (excluding the section fromWruck Cres to Greensill Rd, Albany Creek)Oxley Avenue (Hornibrook Espl to KlingnerRd)Pumicestone Road (Section from the BruceHwy to Toorbul township)Samford RoadSnook Street (Amersham St to King St)South Pine Road (excl Everton Hills andArana Hills)Table 9: Main Road Network3.7.2 Rail NetworkThe Queensland Rail electrified main north rail line runs through the region, withlinkages via bus services to the coastal areas, including the Sunshine Coast to thenorth and Brisbane to the south, supported by Translink operations.Moreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 37 of 99 30 September 2013

The railway stations located within the Moreton Bay Region are:Bald Hills Dakabin NarangbaBray Park Elimbah PetrieBurpengary Lawnton StrathpineCabooltureMorayfieldRefer Figure 5 Critical Infrastructure map for the rail network throughout the MoretonBay Region.3.7.3 Air ServicesThe region is serviced by two airfields, Redcliffe Aerodrome and Caboolture Airfield.Redcliffe Aerodrome is located at the northern end of Nathan Road, Kippa Ring, offAnzac Ave, and is managed by council. It is classified as not certified or registered butserved by regular public transport services or by charter operations at least once perweek, in accordance with the Civil Aviation Safety Regulation 1998, operating aircraftwith the capacity of up to 9 passengers.Runways and taxiways are sealed surfaces, with a load restriction of 5700kg, includingaircraft with up to a 20m wingspan. Aviation activities at the aerodrome include:general aviation, charter operations, flying training, corporate aircraft, skydiving andhelicopter operations.In the event of an emergency, C130 aircraft operations at 45,000kg are permittedsubject to council approval.Caboolture Airfield is located on McNaught Road, Caboolture, approximately 7km tothe east of the Caboolture city centre and just to the east side of the Bruce Highway.The airfield is owned by the State of Queensland and managed and operated by theCaboolture Aero Club under lease from council. It is classified as not certified orregistered but serviced by regular public transport services or by charter operations atleast once per week, in accordance with the Civil Aviation Safety Regulation 1998.The aerodrome has two grass runways that are smooth, flat and firm. Taxiways nearthe hangar facilities are also used by airside vehicles. Aviation activities at theaerodrome include pilot training, war bird joy flights, formation flight training, privateflying, helicopter operations and maintenance, agricultural operations, glider andbanner towing, ultra-light and gyrocopter flying, parachute club operation, hot airballoon launching and fire and rescue airborne unit training. Ground-based activitiesinclude aviation museums and training for the SES and QPS.In the event of an emergency, C130 aircraft operations up 45,000 kg are permitted byarrangement with Caboolture Airfield.Refer Figure 5 Critical Infrastructure map for the location of the Caboolture andRedcliffe Aerodromes.Moreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 38 of 99 30 September 2013

3.7.4 Sea ServicesNewport MarinaLocated at Newport, near Redcliffe, Newport Marina offers deep water access for bothpower and sailing vessels up to 17 metres in length.Pacific Harbour MarinaThe Pacific Harbour Marina at Bribie Island is owned by the Star Marina Group andforms part of the Bribie Island master-planned canal and golf community. It has 82berths for mono and multi sizes up to 18 metres; holding tank pump out facilities;bathroom and laundry services.Scarborough Boat HarbourThe Scarborough Boat Harbour’s public boating infrastructure is owned and managedby the Maritime Safety Queensland (MSQ). It includes 3 privately operated marinasoffering various berthing, storage and marine related facilities and services.Spinnaker Sound MarinaLocated at Sandstone Point, on the mainland/western side of the Bribie Island bridge,the Spinnaker Sound Marina is owned by Spinnaker Sound Joint Venture Pty Ltd. Itprovides wet and dry berthing for over 200 boats, fuel facilities, lifting equipment andvarious marine services.3.7.5 Emergency Services organisationsThe Moreton Bay Region is serviced by the following emergency services:Australian Volunteer Coastguard – RedcliffeQueensland Ambulance ServiceQueensland Fire and Rescue ServiceQueensland Police ServiceQueensland Rural Fire ServiceState Emergency ServiceSurf Life Saving Queensland – Bribie Island and RedcliffeVolunteer Marine Rescue – Bribie Island3.7.6 Medical facilitiesThe Moreton Bay Region is serviced by the following medical facilities:2 public hospitals operated by Queensland Health, at Caboolture and Redcliffe3 private hospitals at Caboolture, Kippa-Ring and StrathpineAn extensive number of medical centres and health service providersRefer Figure 5 Critical Infrastructure map for the location of public and privatehospitals.Moreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 39 of 99 30 September 2013

Figure 5: Critical Infrastructure MapMoreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 40 of 99 30 September 2013

3.7.7 Electricity supplyThe electricity supply within the Moreton Bay Region is supplied via Energextransmission lines from the Powerlink South Pine substation at Brendale.Power is reticulated across the region predominantly via 110kV and 33kV overheadpower lines.3.7.8 Gas supplyAPA Group maintains a major natural gas reticulation network within the Moreton BayRegion. Maps and information can be obtained at www.dialbeforeyoudig.com.au orwww.1100.com.au3.7.9 Water supplySeqwater owns and operates the North Pine Dam (214,302ML) for water supply,distributed via trunk mains into the local distribution network operated by Unitywater.The trunk main network connects multiple regional treatment plants fed from multipledam storages, and a desalination plant. Water can also be supplied in combinationfrom as far south as the Hinze Dam on the Gold Coast and as far north as LakeBaroon in the Sunshine Coast hinterland.The above mentioned arrangement provides resilience over much of the supply area,but of particular note is the Dayboro, Woodford / D’Aguilar and Bribie Island areas.Dayboro is isolated from the water grid and entirely dependent upon the localtreatment plant. (This plant may need to be shut down during periods of high stormflow, in which case water supplies would be delivered to the plant). Similarly, theWoodford plant may be taken off line during storm events, but the area can besupplied by pumping from the Caboolture supply area. Bribie Island has its owntreatment plant which is capable of meeting basic needs, but could be supplied entirelythrough a main attached to the Bribie Island bridge.Unitywater’s local service reservoirs and a degree of planned network redundancyprovide resilience for the major population areas in the event of local supply failure.Refer Figure 6 for the water catchment areas in the Moreton Bay Region.Additional information is available on the council’s website: Water and dam information- Moreton Bay Regional Council3.7.10 SewerageMost of the residential parts of the Moreton Bay Region are connected to thereticulated sewerage network. Sewage treatment plants at Murrumba Downs,Brendale, Dayboro, Clontarf, Bribie Island, Burpengary East, Caboolture South, andWoodford service a local catchment area. Sewage is transported to the localtreatment plant through a sewerage network comprising gravity sewers and pressuremains with associated sewage pumping stations.Moreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 41 of 99 30 September 2013

3.7.11 TelecommunicationsTelstra, Optus and other service providers maintain telecommunications networkswithin the region. This includes Public Switched Telephone Network (PSTN), mobileservices and internet connection (fixed line, WiFi, 3G, 4G).In addition, pay television services are available in the region, with Foxtel (cable) andAustar (satellite) as the main providers of these services.3.8 INDUSTRYThe Moreton Bay Region is home to major growth industries such as manufacturing,construction, retail trade and marine. It also accommodates a large range of property,business, health and community services. Many businesses provide services to thepopulation inside and outside the region. Key industrial and commercial centres are locatedat Brendale, Burpengary, Caboolture, Clontarf, Everton Hills, Dakabin, Deception Bay,Kallangur, Kippa-Ring, Lawnton, Murrumba Downs, Narangba, North Lakes and Strathpine.3.9 HAZARDOUS SITESThere are a number of sites throughout the region that contain flammable, combustible andother hazardous materials.The largest of these is the Narangba Industrial Estate (NIE) which comprises one MajorHazard Facility (MHF) and 15 Large Dangerous Goods Locations (LDGL). The occupiers ofthese premises have an obligation to take all reasonable precautions and care to achieve anacceptable level of risk in relation to the storage and handling of those materials.The distance from the estate to the nearest residential areas varies according to direction.Residential areas are closest in the north-east direction, ranging from between 100 and 1000metres. To the west, residences lie directly on the other side of the road from the estate, butlie over 400 metres from the eastern part of the estate where most premises of concern arelocated. In other directions, residential areas are a distance of one kilometre or more.Refer to “Threat Specific Sub-plan - Narangba Industrial Estate” for full details relating tospecific hazard assessments, substance containment and strategies for community andenvironment protection.Refer to Annexure G for the large dangerous goods facilities and major hazardous sites inthe Moreton Bay Region.A full register of all hazardous sites and facilities throughout the region is maintained by theQFRS.3.10 MASS GATHERING VENUES AND EVENTSCouncil is aware of the risks associated with mass public gatherings and sensitive facilities.Moreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 42 of 99 30 September 2013

3.10.1 Significant Public VenuesThe most significant public buildings are the major shopping centres such as WestfieldStrathpine, Westfield North Lakes, Peninsula Fair Kippa Ring and Morayfield ShoppingVillage.Other significant retail precincts are at Albany Creek, Warner, Petrie, Kallangur, AranaHills, Margate, Redcliffe, Bribie Island, Burpengary, and Caboolture.The region is also host to many swimming pools, sporting facilities and showgrounds,including the Queensland State Equestrian Centre.3.10.2 Significant Public EventsThe region hosts many events during the year. Refer Table 10 for the key publicevents and approximate attendance numbers. Events pose challenges for evacuationand people management during disaster events.Visitors to the region pose additional challenges during a disaster in that:potentially large numbers of visitors need to be considered and their potentialevacuationcultural and linguistic diversity need to be considered for communicationstheir awareness to being prepared for any given disaster situation within thisregion may be limited3.10.3 Sensitive facilitiesThe following facilities may require priority assistance in disaster events:Kindergarten and/or childcare facilitiesEducation facilities – Schools/TAFE/university campusAccommodation outlets (hotels, motels, caravan parks, etc)Aged care, nursing homes and respite facilitiesHospitals and medical facilitiesCommunity centresSport and recreation facilitiesMONTH EVENT LOCATION APPROX. NUMBERSJanuaryFish Fun & Aussie SunAussie Beach PartyAussie ArvoRedcliffeBribie IslandStrathpine6,0006,0008,000March/April Festival of Sails Redcliffe 15,000 – 20,000AprilPet FairANZAC DayCaboolture 4,0003,000 (dawn service)5,000 (main service)Moreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 43 of 99 30 September 2013

MONTH EVENT LOCATION APPROX. NUMBERSMayKitefestPine Rivers Festivalo The Hills Carnivaleo Rodz Rock ‘n’ Rollo Dayboro DayUrban Country Music FestivalClontarfFerny HillsStrathpineDayboroCaboolture10,0005,0008,0005,00025,000 (over 3 days)JuneThe DreamingWoodford ShowCaboolture ShowWoodfordWoodfordCaboolture20,0003,000 (over 3 days)5,000 (over 3 days)JulyRedcliffe ShowDayboro ShowSamford ShowAbbey Medieval FestivalFarm FantasticRedcliffeDayboroSamfordNingiElimbah20,000 (over 3 days)3,00011,00020,00040,000AugustPine Rivers ShowWhat’s CookingSustainability FairLawntonRedcliffeBurpengary20,000 (over 3 days)8,0004,000SeptemberCelebrate Redcliffe FestivalMulticultural FestivalThe StampedeRedcliffeCabooltureWoodford20,000 (over 2 days)5,0009,000 (over 2 days)October QSEC Family Fun Day Caboolture 6,000November Christmas in the Park Strathpine 8,000DecemberChristmas by the SeaChristmas under the starsScarboroughCaboolture5,0005,000December/January Woodford Folk Festival Woodford 120,000 (over 5 days)Table 10: Significant public events and approximate audience numbers3.11 PROPOSED FUTURE DEVELOPMENTCaboolture West Master PlanThe State Government declared Caboolture West is a Master Planned Area under theprovisions of the Sustainable Planning Act on 17 February 2012 (covering approximately6,413 hectares). This declaration initiated a council-led process of preparing a plan for thearea to be included in council’s new planning scheme by the end of 2015. Council approveda project plan for this Master Planned Area on 19 February 2013.Moreton Bay Rail LinkA 12.7km rail link project has been proposed to deliver a dual-track rail line between Petrieand Kippa-Ring. Six (6) new rail stations will be delivered as part of the project at Kallangur,Murrumba Downs, Mango Hill, Mango Hill East (Kinsellas Road), Rothwell and Kippa Ring.The project is expected to be completed in 2016.Moreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 44 of 99 30 September 2013

3.12 NEIGHBOUR RELATIONSHIPSCouncil maintains long-term, positive relationships with its neighbouring councils. Theseare:Brisbane City CouncilSomerset Regional CouncilSunshine Coast Regional CouncilCouncil to council arrangements are in place between Moreton Bay Regional Council andthe abovementioned councils. Arrangements include, but are not limited to disasterexercises, event monitoring, response, recovery and operational activities required uponrequest and/or invitation.Elements that may influence existing cross-boundary arrangements include the temporaryhousing of evacuees during a disaster event, alternative transport arrangements duringmajor road, rail or marine disruptions, communications and resupply activities. In addition,Moreton Bay Regional Council is a member of a disaster management engagement groupinvolving representatives from local governments across South East Queensland. Thegroup meets on a regular basis to discuss disaster management issues and initiatives.Moreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 45 of 99 30 September 2013

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PART 4: DISASTER RISK ASSESSMENT4.1 HAZARDSA number of hazards have the potential to impact the communities of the Moreton BayRegion and are summarised in Table 11 below.OVERALL RISKHAZARDBushfireHIGHFloodingSevere stormChemical incidentClimate ChangeEarthquakeHeatwaveMEDIUMLandslideMajor fireMajor road, rail, air or marine transport incidentPandemicStorm TideTsunamiTable 11: Risk ratings for specific hazardsA number of other hazards have been identified as less likely to impact the region andresidents on a regular basis. These are as follows:Aircraft, meteor or space debris strikeCivil disturbanceExotic and endemic animal diseaseExotic plants, pests and diseasesIndustrial accidentInsect or vermin plagueRadiological incidentTerrorist attackVolcanic eruptionIt is acknowledged that agencies have arrangements in place to deal with such hazardoussituations, should they occur.Moreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 47 of 99 30 September 2013

4.2 RISK ASSESSMENTThe risks associated with each of these hazards were identified and assessed during the2013 Natural Disaster Risk Management Assessment project, a comprehensive review ofthe Moreton Bay Region’s hazards and risks using the National Emergency RiskAssessment Guidelines. This project resulted in the National Disaster Risk ManagementAssessment Report and Risk Register, adopted by the LDMG.The project examined the risk of the hazards capable of seriously disrupting the community,and requiring a significant coordinated response by the LDMG. It confirmed there are nosources of risk within the Moreton Bay Region with a likelihood or consequence rating ofextreme or catastrophic.Council has developed risk management programs to ensure that the likelihood of theserisks occurring is minimised by means of anticipating and controlling the exposure to risk,where possible.The LDMG adopts the Emergency Risk Management Process as recommended byEmergency Management Australia (EMA) in conjunction with AS/NZS ISO 31000:2009 RiskManagement – Principles and Guidelines and the National Emergency Risk AssessmentGuidelines. The Moreton Bay Region’s risk assessment activities are aligned with thisstandard.To manage disaster risk, the LDMG employs the following risk management framework: Establishment of accountability, responsibility and authority Rating of risks is based on likelihood and consequence using an approved risk ratingscale Risks are assessed by cause and consequence Existing risk treatments are measured for their effectiveness and action plansformulated to improve the effectiveness of treatment strategies Possible future risk treatments are included in the action planning for specific risks Maintenance of a risk register and action plans registerEach risk defines the specific areas of vulnerability with respect to consequences for: People Economy Environment Infrastructure Public Administration Social SettingRefer to the Risk Assessment Tools and Matrices at Tables 12-18 below.Refer Annexure H for the Natural Disaster Risk Management Assessment - Risk Register.The key hazards that occur more frequently than others are severe storm, flood andbushfire. Details of these hazards with respect to the Moreton Bay Region are outlinedbelow. A record of historical events by hazard type can be found in council’s NaturalDisaster Risk Management Assessment Final Report (15 July 2013).Further to the risk register, there have been 17 Risk Action Plans developed, reflectingfurther mitigation options and enhancements to existing risk treatments. At the time ofpublishing of this plan, the LDMG had commenced a review process for each of the RiskAction Plans.Moreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 48 of 99 30 September 2013

4.2.1 Severe StormThe Moreton Bay Region is subject to severe storms not classified as tropicalcyclones. These storms are more common than any other natural hazard. Each year,on average, severe storms are responsible for more damage, injury and fatalities thanany other individual or combined hazards in the region.Most deaths are caused by lightning strikes, falling tree limbs, windblown debris, flashflooding and the capsizing of small boats in open water. Severe storm data identifiedfor the Moreton Bay Region is as follows:Between 20 and 25 thunder days are experienced each year. On each of thesedays there are often up to five individual storm systems involved.The thunderstorm season is mainly October to April.The predominant storm approach direction is from the south-westThe typical forward speed of storms is 40km/hrApproximately 30% of severe storm days involve severe hailTornadoes occur on average about 1 day per year in the region.Areas at particular risk of severe storm impacts are:All foreshore areas along the coastal zoneThe hills districts, coastal zone, Samford ridge lines and parts of Albany Creek,Arana Hills and Deception Bay are at risk to high windsOlder established suburbs characterised by private mature treesOlder estates such as Petrie, Kallangur and Margate Hills district whereinfrastructure is dated and therefore more vulnerableIndustrial areas such as Deception Bay, Brendale, Narangba, Clontarf andCabooltureEarly weather warning systems, weather modelling and new building codes andstandards are key mitigating measures against severe storm impacts to the region.Additional storm information is available on the Council’s website:Severe storm information - Moreton Bay Regional Council4.2.2 FloodingFlooding within the Moreton Bay Region is generally caused by rain falling entirelywithin this region and is largely unaffected by external rainfall.Historically, major flooding has occurred in and around the South Pine, Caboolture andStanley Rivers. On average, these rivers experience a moderate to a major floodevery three years, affecting the areas of Burpengary, Caboolture, Morayfield, Dayboroand Woodford.Moreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 49 of 99 30 September 2013

The impacts from flooding in these areas are increased for older structures, that is,before improved drainage standards and building codes were implemented.In addition, flash flooding events in the past have impacted Redcliffe, Bellara,Bongaree, Kallangur, Petrie, Ferny Hills, Arana Hills and Everton Hills.Flood modelling, river flow gauging systems and ongoing flood studies contribute tothe overall mitigating measures adopted to minimise the effects of flooding in theMoreton Bay Region.Figure 6: River and Creek Catchment AreasMoreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 50 of 99 30 September 2013

Additional flood and storm tide information is available on council’s website:Flood and storm tide information - Moreton Bay Regional Council4.2.3 BushfireBushfires in the region occur typically at the end of the dry winter months, betweenAugust and November.Bushfire hazards for the Moreton Bay Region are greatest inland from the coast andalong the western boundary of the council region. Refer Figure 7.The following areas are at particular risk: Mt Nebo and Mt Glorious communities Woodfordia mass event area Woodford plainlands Residents and properties in mountainous regions Residents and properties in rural/fringe areas Bribie Island State ForestHistorically, there have been 14 major fire events across the region between October2005 and January 2013.Council manages approximately 9,000 hectares of bushland during the planned burnseason of May to December.Council works in partnership with the QFRS and adjoining landowners to undertakehazard reduction burns and other fire mitigation activities.Additional bushfire information is available on council’s website:Bushfire information - Moreton Bay Regional CouncilMoreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 51 of 99 30 September 2013

Figure 7: Bushfire Hazard Map (Source: GHD 2011)4.3 CLIMATE CHANGEClimate change is likely to produce more intense rainfall events, with longer duration ofevents which will give rise to a likely increase in the frequency and severity of flash floodingin the Moreton Bay Region.The Moreton Bay Region is exposed to the following climate change effects: sea level rise (particularly Bribie Island) storm surge precipitation change heat wave flooding extreme weather national and state regulatory and policy changes changes to insurer expectationsTo assist the management of climate change risks and effects, council has initiated variousprojects relating to specific climate change risk assessments and monitoring, reducinggreenhouse gas emissions, establishing a leadership committee, comprehensive floodmapping and investigation and reviews of planning controls such as storm tide and riverineflooding.Moreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 52 of 99 30 September 2013

Likelihood Level4.4 RISK TREATMENTDetailed hazard identification, assessment, treatment strategies and action plans aredocumented in the Natural Disaster Risk Management Assessment – Risk Register, locatedat Annexure H.For non-natural hazards, the LDMG acknowledges a similar risk assessment review isrequired and the results will be included in a future amendment of this LDMP, when finalised.Risks unable to be treated (residual risk) are either accepted or escalated to the DDMG forconsideration.4.5 RISK ASSESSMENT TOOLSThe following tables and matrices show the various tools adopted in the risk assessmentprocess for the known hazards identified in the Moreton Bay Region. These tables showlikelihood and consequence scales, impact category definitions and confidence criteria.Effectiveness of Current Risk TreatmentsDescriptorStatus5. Excellent Risk treatments and procedures are under very good control.4. Good Risk treatments and procedures are well documented and implemented, butwith some room for improvement.3. Fair Risk treatments and procedures are documented but could be improved.2. Marginal Risk treatments and procedures are informal, not communicated andimplemented in an inconsistent manner.1. Poor of nonexistentRisk treatments and procedures are ineffective or non-existent. Ad-hocapproach.Table 12: Effectiveness range for current risk treatmentsQualitative Risk MatrixConsequence LevelInsignificant Minor Moderate Major CatastrophicAlmost Certain Medium Medium High Extreme ExtremeLikely Low Medium High High ExtremePossible Low Low Medium High HighUnlikely Low Low Medium Medium HighRare Low Low Low Medium MediumVery Rare Low Low Low Low MediumAlmostIncredibleExtreme:High:Medium:Low:Low Low Low Low Lowimmediate action required.senior management attention required.management responsibility must be specified.manage by routine proceduresTable 13: Qualitative Risk MatrixMoreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 53 of 99 30 September 2013

Control TableLevel ofControlBehavioural ControlsReliance on human action initiatedby individuals or groups based ontheir experience1 Immature organisationHigh turnover of staffHigh proportion of new populationwithin communityHistory of control failure2 Organisation with well-understoodroles and responsibilitiesSkilled and trained staffCommunity with communicationand interaction between allpopulation groupsHistory for minor control failuresStaff have holistic understandingof the impact of one control’sfailure on another3 Mature organisation with clear anddocumented roles andresponsibilitiesExperienced and skilled staffWell-established community withhigh level of awareness and/oreducation involving all populationgroupsNo history of any control failuresand demonstrated ability to learnfrom the pastProcedural ControlsReliance on human action inaccordance with prescribedapproaches within a managedsystemDocumented procedure (nodocument control)One-off competency assessmentagainst procedureOne-off conformance and outcomeevaluationDocument control systemPeriodic competency assessmentagainst the procedureDefined performance outcomesPeriodic conformance auditingincluding management reporting ofaudit outcomesManagement system includes rulesand protocols (access, authoritylevel, expected control range)Continuous performance checksManagement reporting ofconformanceDocumented management follow-upof deficienciesManagement system subject toexternal accreditation and auditingTable 14: Risk control tablePhysical ControlsPassive/fixed controls or automaticexecution of controls within amanagement system and withoutrequiring human actionDesigned to specific performancecriteria (availability, reliability)Implemented to design criteriaDesigned in relation to the elementat risk to be protectedManaged as part of a preventativemaintenance systemSystem generated notification inthe event of activation and failureControl covered by a rigorouschange management regimeDeliberate actions required fordisabling controlFailures managed as part ofmaintenance system and givenhigher priority for resolutionMaintenance system differentiatesbetween critical and non-criticaltasksDocumented management followupof system deficienciesConsequence TableConsequenceLevelCatastrophicMajorPeople Environment Economy PublicAdministrationWidespread Widespread Unrecoverable Governingmultiple loss of severefinancial loss body unable tolife (mortality impairment or >3% of the manage the>1 in ten loss ofgovernment event,thousand), ecosystem sector’s disorderedhealth system functions revenue 1 , asset publicunable to across species destruction administrationcope,andacross industry withoutdisplacement landscapes, sectors leading effectiveof people irrocoverable to widespread functioning,beyond ability environmental business public unrest,to cope damage failures ad loss mediaof employment coveragebeyond regionMultiple loss oflife (mortality>1 in onehundredthousand),health systemover-stressed,large numbersof displacedpeople (moreSevereimpairment orloss ofecosystemfunctionsaffecting manyspecies orlandscapes,progressiveenvironmentalFinancial loss1-3% of thegovernmentsector’srevenue 1requiring majorchanges inbusinessstrategy to(partly) coveror jurisdictionGoverningbody absorbedwith managingthe event,publicadministrationstruggles toprovide merelycriticalservices, lossSocialSettingCommunityunable tosupport itself,widespreadloss of objectsof culturalsignificance,impacts beyondemotional andpsychologicalcapacity in allparts of thecommunityReducedquality of lifewithincommunity,significant lossor damage toobjects ofculturalsignificance,impacts beyondInfrastructureLong-termfailure ofsignificantinfrastructureand servicedeliveryaffecting allparts of thecommunity,ongoingexternalsupport at largescale requiredMid to longterm failure ofsigificantinfrastructureand servicedeliveryaffecting largeparts of thecommunity,inital externalMoreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 54 of 99 30 September 2013

ConsequenceLevelModerateMinorPeople Environment Economy PublicAdministrationthan 24 hours) damage loss, significant of publicdisruptions confidence inacross industry governance,sectors leading mediato multiple coveragebusiness beyond regionfailures and or jurisdictionloss ofemploymentIsolated casesof loss of life(mortality > 1in one million)health systemoperating atmaximumcapacity,isolated casesofdisplacementof people (lessthan 24 hours)Isolated casesof seriusinjuries, healthsystemoperationgwithin normalparametersIsolated butsignificantcases ofimpairment orloss ofecosystemfunctions,intensiveefforts forrecoveryrequiredIsolated casesofenvironmentaldamage, oneoffrecoveryefforts requiredFinancial loss0.3-1% of thegovernmentsector’srevenue 1requiringadjustments tobusinessstrategy tocover loss,disruptions toselectedindustrysectors leadingto isolatedcases ofbusiness failureand multipleloss ofemploymentFinancial loss0.1-3% of thegovernmentsector’srevenue 1requiringactivation ofreserves tocover loss,disruptions atbusiness levelleading toisolated casesof loss ofemploymentGovernmentbody managesthe event withconsiderablediversion frompolicy, publicadministationfunctionslimited by focuson criticalservices,widespreadpublic protests,mediacoverage withinregion orjurisdictionGovernng bodymanages theevent underemergencyregime, publicadministrationfunctions withsomedisturbances,isolatedexpressions ofpublic concern,mediacoverage withinregion orjurisdictionSocialSettingemotional andpsychologicalcapacity inlarge parts ofthe communityOngoingreducedservices withincommunity,prermanentdamage toobjects ofculturalsignificance,impacts beyondemotional andpsychologicalcapacity insome parts ofthe communityIsolated andtemporarycases ofreducedservices withincommunity,repairabledamage toobjects ofculturalsignificance,impacts withinemotional andpsychologicalcapacity of thecommunityInfrastructuresupportrequiredMid term failureof (significant)infrastructureand servicedeliveryaffecting someparts of thecommunity,widespreadinconveniencesIsolated casesof short to midterm failure ofinfrastructureand servicedelivery,localisedinconveniencesInsignificantNear missesor minorinjuries, noreliance onhealth systemNear misses orincidentswithoutenvironmentaldamage, norecoveryefforts requiredFinancial lossof 0.3Annual ExceedanceProbabilityLikely Once per ten years 3 – 30 years 0.031 – 0.3Possible Once per hundred years 31 – 300 years 0.0031 – 0.03Unlikely Once per thousand years 301 – 3,000 years 0.00031 – 0.003Moreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 55 of 99 30 September 2013

Rare Once per ten thousand years 3,001 – 30,000 years 0.000031 – 0.0003Very Rare Once per hundred thousand years 30,001 – 300,000 years 0.0000031 – 0.00003AlmostIncredibleLess than once per million years >300,000 years

The State Planning Policy sets out the state’s interest in ensuring that the natural hazards offlood, bushfire and landslide are adequately considered when making decisions aboutdevelopment.Each threat specific lead agency is responsible for implementing and maintaining anappropriate hazard reduction program. To assist agencies with implementing hazardreduction programs, council provides geospatial mapping for use by agencies of the LDMG.Council complies with legislation and applies the Building Codes and Building-UseRegulations.Land Use Management InitiativesLand use management initiatives have been introduced and implemented by council inan effort to minimise the impact of disasters.These initiatives include:Construction and maintenance of drainage/flood retention basins to reduce the impactof flooding.Town planning – land-use planning initiatives in the form of development constraintoverlays for drainage, slope and bushfire. These provide guidance in the form ofperformance criteria and acceptable solutions for land development and are the firstline initiatives in the disaster management mitigation process.Application of the State Planning Policy 1/03, Mitigating the Adverse Impacts of Flood,Bushfire and Landslide.Application of the Guideline – Mitigating the Adverse Impacts of Storm Tide Inundationto land-use planning initiatives. This guideline provides advice and information oninterpreting and implementing the ‘Coastal hazards’ policy (policy 2.2.4) of the StateCoastal Management Plan – Queensland’s Coastal Policy (State Coastal Plan). TheState Coastal Plan is a statutory instrument under the Coastal Protection andManagement Act 1995 and has the effect of a State Planning Policy under theIntegrated Planning Act 1997 (IPA)Incorporation by council into its Town Planning Scheme any new measures asrequired by the State.4.7 HAZARD SPECIFIC ARRANGEMENTSHazard specific arrangements have been established by each lead agency for thecoordination of incident response and recovery activities. Council works with the agencies toensure that adequate risk mitigating strategies are in place for each hazard. These areoutlined in Table 19, for both natural and non-natural hazards.Moreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 57 of 99 30 September 2013

NATURAL HAZARDRisk Level HighPRIMARYAGENCYRELEVANT PLAN/SUB-PLANSUMMARY OF MITIGATINGSTRATEGIESBushfire QFRS Bushfire Sub-planWildfire PlanEnergex Bushfire augmentationproject for councilBushfire Management StrategyHazard reduction burningRoadside maintenanceCommunity education programPublic preparedness guidesStaff training & exercisesPublic warning systemsLand use managementRoad closure proceduresFlooding MBRC Severe Weather Event Sub-planFlood Warning System ManualFlood studiesFlood mapping & modellingFloodplain managementFlood monitoring networksEnvironmental assessmentsCommunity education programStaff training & exercisesPublic warning systemsLand use managementRoad closure proceduresStormwater & catchmentmanagementSevere Storm MBRC Severe Weather Event Sub-plan Pre-season public campaignsCommunity education programEvacuation processStaff training & exercisesPublic warning systemsLand use managementRoad closure proceduresNATURAL HAZARD PRIMARY RELEVANT PLAN / SUB-PLANRisk Level Medium AGENCYChemical Incident QFRS Local Action PlansNarangba Industrial Estate SubplanMulti-Agency Response Plan toChemical, Biological,Radiological IncidentsSUMMARY OF MITIGATINGSTRATEGIESStormwater managementEnvironmental response andassessment teamRoutine inspections andcompliance monitoringHazardous materialsmanagement plansClimate ChangeDept ofEnvironmentand HeritageProtectionQueensland Coastal PlanCommunity awarenessClimate Change Strategy andAction PlanClimate Change AdaptationStrategyLand use managementApplication of climate changepredictions and researchfindingsClimate change road mapEarthquake MBRC LDMPEvacuation Sub-planCommunity awarenessPublic warnings andinformationResource protection programsin Nature ReservesVulnerable communityresearchMoreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 58 of 99 30 September 2013

NATURAL HAZARDRisk Level MediumPRIMARYAGENCYRELEVANT PLAN / SUB-PLANSUMMARY OF MITIGATINGSTRATEGIESHeatwaveQLD HealthQASHeatwave Response PlanHeatwave Mitigation StrategyOngoing weather monitoringPreparedness campaigns &community awareness forvulnerable peopleClose liaison with the agedcare sectorPublic event strategies andrequirements for shade, water& public informationLandslide MBRC Operational plans,policies and proceduresLandslide risk mappingVarious action plansLand use managementCouncil studiesCommunity awarenessSlope stability monitoringLandslip risk assessmentsMajor Fire QFRS Building Fire Safety Sub-plan Public event managementFire management plansAgency exercises, policies andproceduresBuilding evacuation plansBuilding fire safety equipmentEnvironment response andassessment teamPublic warnings andinformationMajor Road, Rail, Air orMarine TransportIncidentQPSDTMRMSQOperational PlanMarine Pollution Response PlanAgency exercises, policies andproceduresEmergency Action PlansRoad closure advicePublic warnings andinformationEnvironment response andassessment teamPandemic QLD Health /QASQLD Health Disaster PlanQLD Health Pandemic PlanQLD Health Public EmergencyIncident Response PlanPandemic ResponseCommunity awarenessPublic health announcementsVaccination drivesDissemination of appropriateinformationStorm TideMBRCSESSevere Weather Event Sub-planLand use managementEnvironmental assessmentsEnvironmental response teamTide and coastline mappingCommunity awarenessPublic warning systemsTsunamiEMQMBRCQPSQueensland TsunamiNotification Guidelines andArrangementsQLD Coastal PlanPublic warnings andinformationEmergency warning systems,including the Aust TsunamiWarning SystemOffshore Tsunami HazardMapsStudies for inundation zonesMoreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 59 of 99 30 September 2013

NATURAL HAZARDRisk Level LowPRIMARYAGENCYRELEVANT PLAN / SUB-PLANSUMMARY OF MITIGATINGSTRATEGIESExotic and EndemicAnimal DiseaseDept ofAgriculture,Fisheries andForestryAUSVET PlanCommunity awarenessQuarantine proceduresPublic warnings andinformationMosquito control measuresEradication, surveillance anddisease control programsExotic Plant Pests andDiseasesNON-NATURALHAZARDSAircraft AccidentOn airportOff airportInfrastructure / UtilitiesFailureElectricityGasWater & SewerageDam FailureDept ofAgriculture,Fisheries andForestryPRIMARYAGENCYQPSDept ofEnergy andWater Supply/EnergexAPA GroupUnitywaterSeqwaterPest Management PlansRELEVANT PLAN / SUB-PLANAerodrome Emergency PlanMajor Transport Disaster SubplanRefer agency-specific plansCommunity awarenessQuarantine proceduresRevegetation programsEradication, surveillance anddisease control programsEnvironmental planning andcompliancePublic warnings andinformationSUMMARY OF MITIGATINGSTRATEGIESRefer to agency-specific riskassessments, policies andproceduresRefer to agency-specific riskassessments, policies andproceduresOil SpillAt seaForeshoreTerrorismCriminal ActsBomb / explosionMaritimeSafetyQueenslandDept ofEnvironmentand HeritageProtectionQPSQueensland CoastalContingency Action PlanDepartmental DisasterManagement PlanGuidelines for Oiled WildlifeResponseNational Counter-Terrorism PlanTable 19: Hazard-specific arrangementsRefer to agency-specific riskassessments, policies andproceduresRefer to agency-specific riskassessments, policies andproceduresAsbestos-related activitiesCouncil acknowledges the hazards associated with people being exposed to asbestosmaterials during disaster response and recovery. To ensure coordinated and compliantactivities are undertaken, council will consider the Asbestos Multiagency Incident ResponsePlan.Council will work with all involved agencies to ensure mechanisms to identify responsibilityfor asbestos issues and communication with the public about asbestos risks during naturaldisasters takes place.(Note: the Asbestos Multi-agency Incident Response Plan was under development at thetime this publication was released).Moreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 60 of 99 30 September 2013

PART 5: CAPACITY BUILDING5.1 COMMUNITY CAPACITYMoreton Bay Region is not a self-sufficient community. The region is a producer andexporter of food, especially dairy products, fruit, vegetables and meat. It depends heavily onoutside sources for most essential services and resources and much of its food. Suchdependency imposes limits to the community’s resilience.Despite these limitations, the community has considerable capacity to effectively respond toa natural disaster and recover from its effects. This capacity is enhanced by the number ofwell-organised community based clubs and non-government support organisations.During disaster events, the Moreton Bay Region’s response and recovery capacity includes,but is not limited to:Moreton Bay Regional Council:Approximately 1,800 staffA dedicated disaster management unitApproximately 70 staff may be allocated roles during disaster response/recoveryactivationAdministration centres located at Caboolture, Pine Rivers and RedcliffeCouncil depots at Arana Hills, Bribie Island, Burpengary, Caboolture, Dayboro,Margate, Petrie, Samford and WoodfordA dedicated LDCC venue established to activate at any timeSix (6) dedicated primary evacuation centres and a number of secondary evacuationcentresDirect access to equipment (including heavy equipment) and plant within council andthrough commercial providers, which is accessible through the LDCCThe MoretonAlert public information system to communicate general warnings andspecific threatsEmergency Services AgenciesServices which maintain dedicated facilities, resources and response equipment within theregion are:Queensland Ambulance ServiceQueensland Fire and Rescue ServiceQueensland Police ServiceEmergency Services Volunteer OrganisationsOrganisations with representation in the region are:Rural Fire ServiceState Emergency ServiceSurf Life Saving ClubsSt John AmbulanceMoreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 61 of 99 30 September 2013

Australian Volunteer CoastguardVolunteer Marine RescueNumerous Queensland Government departmentsPrivate BusinessesBusinesses that contribute to the region’s disaster management arrangements, include: APA Group Energex Optus Telstra UnitywaterCommunity Service OrganisationsNumerous community service organisations that contribute to the region’s disastermanagement arrangements include:Adventist Development and Relief AgencyAustralian Red CrossLifelineRSPCASalvation ArmySt Vincent de PaulNumerous service clubsNumerous community organisationsNumerous culturally and linguistically diverse community organisationsAt the time of the 2011 Census, there were 50,949 volunteers in the Moreton Bay Region,representing 17.3% of the population over 15 years of age.Other arrangements:Memoranda of Understanding (MoU)The following Memoranda of Understanding (MoU) have been established to supportdisaster management response and recovery activities:Council and Australian Red Cross (Evacuation Centre Management)Council and St John Ambulance Australia (First Aid)Council and Adventist Development and Relief Agency (ADRA - Accommodationservices)Council, Queensland Fire & Rescue Service (QFRS), Queensland Police Service(QPS) and Department of National Parks, Recreation, Sport and Racing (for the MtNebo / Mt Glorious Early Warning System)Moreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 62 of 99 30 September 2013

Council and DCS, on behalf of the State Emergency Service (SES)State Government and Clubs QueenslandState Government and Surf Life Saving Queensland (SLSQ)Department of Community Safety and Commercial RadioAdditional capacityResidents: the LDMG encourages residents to be self-reliant for at least three daysduring disaster events.Vulnerable communities: the residents of Mt Nebo and Mt Glorious are supported byan Early Warning System and the isolated communities’ communication system, whichincreases resilience and capacity to these areas.Lead agencies are responsible for:o Maintaining their disaster management plans and sub-plans. Refer Table 22.oooControlling hazards for which they are responsible (threat specific sub-plans)Managing the delivery of disaster management functions for which they areresponsible (functional sub-plans)Reviewing and updating their plans at least annually and presentingenhancements to the LDMG for considerationCommunity emergency plans: the LDMG encourages community groups, businesses,developers and others to prepare emergency and business continuity plans. Thegroup especially encourages organisations that care for vulnerable sections of thecommunity, such as aged care facilities to prepare emergency and evacuation plans.The LDMG and the council encourage all property owners in the region to arrangeappropriate insurance cover to mitigate the effects of a disaster event.5.2 COMMUNITY EDUCATIONCouncil develops and maintains an education program and related strategies to deliverinformation to the public with regard to disaster management arrangements and initiativeswith the aim of creating a more aware and resilient community.The aim is to make residents and business owners aware of identified threats and themeans by which they, at an individual, household or business level, can mitigate the possibleeffects of a given disaster.Community awareness and education strategies adopted by the LDMG include:Publications explaining disaster preparedness and emergency procedures such ascouncillor newsletters and brochures. Council produces emergency managementpublications in English and 16 other languagesThe council website: a key public information source to advise of disaster risks,preparation activities and actions to undertakeMoreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 63 of 99 30 September 2013

Media releases explaining disaster preparedness and emergency proceduresPublications prepared by lead agencies detailing the measure that should be taken toprevent, minimise and deal with the effects of emergency and disaster eventsOngoing media campaigns to encourage the community to “be aware”Ongoing media campaigns to raise awareness and to encourage the community toimplement preventative measuresPrograms that raise awareness of evacuation procedures and the location ofevacuation centres during a particular disaster eventParticipating in various community forums, meetings and exercises to engage withspecific groups with common needs, such as isolated communities, aged care facilitiesand other vulnerable sectorsRelationships with lead and support agencies, local community groups, local volunteerservice groups and the Redcliffe DDMG to build a culture of ownership and partnershipwith the group members to increase its overall disaster management capabilityOngoing public presentations provided on request to community groupsThe “Prepare, Act, Survive” campaign; a joint initiative with the QFRS annually, prior tofire seasonDevelopment of individual campaigns in response to specific threats, as requiredOngoing support to community groups addressing disaster events, such as aged carefacilities, disability groupsAdditional storm information is available on the Council’s website:Severe storm information - Moreton Bay Regional CouncilAdditional flood and storm tide information is available on council’s website:Flood and storm tide information - Moreton Bay Regional CouncilAdditional bushfire information is available on council’s website:Bushfire information - Moreton Bay Regional Council5.3 TRAININGCouncil works closely with EMQ and other relevant agencies to ensure an effective ongoingtraining program is provided for council staff, LDMG members and agency representatives.The primary training structure for all disaster management stakeholders is the QueenslandDisaster Management Training Framework. It provides the essential knowledge, skills andattitudes required to assist communities prepare for, respond to and recover from disasters.This state-wide consistent approach ensures a seamless and integrated coordination ofdisaster management activities.Moreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 64 of 99 30 September 2013

Each LDMG member agency is responsible for ensuring that staff undertaking a disastermanagement role, receive appropriate training for their role, particularly those coursesidentified in the training framework.Key features of this approach include:Training members of the LDMG and the DDMG in disaster management procedures,including council’s systems and processesTraining the LDCC staff to provide disaster coordination services through the LDCC onbehalf of the LDMGTraining the region’s disaster management agencies (including council, emergencyservices, community agencies and volunteer organisations) in disaster managementconcepts and operationsExercising to test and develop disaster management capacity.5.4 EXERCISESCouncil will test the effectiveness of the LDMP at least annually, in the form of controlled,scenario-driven exercises. These may be in the form of a table top discussion, a fieldexercise or during post-disaster evaluation. The exercise content and subsequent debriefingactivities are designed to enhance inter-agency confidence and coordination, promotecontinuous improvement and maintain the accuracy of the LDMP contents.Exercises may be arranged in one or more of the following formats:An LDCC exercise with the focus of the exercise to be determined by the DisasterManagement unit and/or the LDCA small scale exercise involving the testing of a single element of the capacity of theLDCCA small scale exercise involving the testing of a sub-planAn exercise determined by the lead agency designed to test the lead agency’sresponse coordination capacityA table top discussion exercise, with the focus of the exercise to be determined by theLDMG or DDMGA joint LDCC/DDCC disaster management system exercise with the focus of theexercise to be determined by the LDMG and DDMGExercises are usually arranged well in advance, with consideration given to planning,conduct, evaluation and post-exercise recommendation.Following each exercise, ‘hot’ debriefs and/or formal debriefing meetings, with relevantreports, will be arranged to identify lessons learned and areas for continuous improvement.Where discrepancies are identified, council will endeavour to review this LDMP, policies andprocedures, or make recommendations to amend the LDMP as required.Moreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 65 of 99 30 September 2013

In addition, the LDMG may participate in other Local, District or State exercises to enhanceknowledge, experience and skills in disaster management activities.5.5 POST-DISASTER REVIEWA review of operational activities, for disaster response and recovery is a key component ofdeveloping capacity and provides opportunities for the improvement of disaster managementarrangements.Post-disaster reviews and assessments are conducted to:Assess disaster operations undertaken for an event, including actions, decisions orprocessesDocument processes that worked well and identify a course of action to ensure theyare captured and updated in relevant plans/sub-plansAssess capability and consider where additional planning, training and/or exercisesmay enhance capabilityThe operational review is generally conducted through two forms of debrief:Hot debrief – undertaken immediately after completion of response and recoveryoperations. This gives participants the opportunity to share learnings while theexperience is still very fresh in their minds. Multiple hot debriefs during protractedoperations may be utilised to identify significant issues and provide prompt solutionsfor immediate implementationPost-event debrief (Cold debrief) – undertaken usually up to five (5) days after anevent, when participants have had an opportunity to take a considered view of theeffectiveness of the operation. A post disaster assessment report shall be completedto provide an overview of the lesson/s identified and recommendations forimprovementThe LDMG may need to consider post-event issues identified during debriefings. Whereappropriate, post-event reports will be forwarded to the DDC for review or action as required.A lessons learned register is created for each disaster event, capturing the outcomes fromeach post-event debrief to reaffirm what worked well and identifying areas for improvementamongst all agencies involved.The register forms part of the routine business of the LDMG, working through items as theyare satisfactorily resolved. If no further action can be taken locally, the matter is referred tothe appropriate agency or group to address.Moreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 66 of 99 30 September 2013

PART 6: RESPONSE STRATEGYMoreton Bay Region’s response strategy involves the conduct of activities and appropriatemeasures necessary to respond to an event. Council and the LDMG adopt an all hazardsresponse strategy to enable potential impacts and the consequences of a disaster to beaddressed through a flexible and scalable approach.This strategy:Incorporates those actions that help reduce loss of human life, illness or injury tohumans, property loss or damage, or damage to the environmentMay commence prior to the impact of an event, if advance warning is given and knownConcludes once the risks of loss of human life, illness or injury, property loss ordamage, or damage to the environment are reduced to an acceptable levelIs supported by a series of arrangements, policies, procedures and sub-planscoordinated within council and across all involved agencies6.1 RESPONSE ARRANGEMENTSResponse arrangements will be activated in a timely manner relevant to the level of theperceived or actual threat.Elements of council’s disaster response arrangements include:A Local Disaster Coordination Centre (LDCC)SOPs and processes for the activation of the LDCC including authorisation forinstigating response phasesActivation of council’s Operations Coordination Centre(s) (OCC)An event communication strategy including roles, responsibilities, hardware (includingbackup systems) and proceduresFunctional plans to address operational requirements and processes required topotentially manage an event.Threat specific plans to support the arrangements and operations of lead combatantagencies, for example Queensland Health for pandemics; QFRS for the NarangbaIndustrial EstateCooperative and collaborative arrangements with other emergency response agenciessuch as QPS and fire servicesEach member of the LDMG whose agency is active during an event shall ensure that theiragency establishes a capacity to command and coordinate their agency’s resources andactions. Each agency shall provide all relevant contact details to the LDMG. In the event ofextended operations that are likely to continue over a number of days, the LDMG willimplement a policy of daily meetings with group members for the purpose of overallcoordination and to establish disaster response and recovery priorities for the region.Moreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 67 of 99 30 September 2013

Moreton Bay Region’s response strategy utilises the Australasian Inter-service IncidentManagement System (AIIMS). This system allows for the escalation of response andcoordination/management activities during an event.Figure 8 shows the Moreton Bay Region response arrangements.Figure 8: Moreton Bay Region Disaster Response ArrangementsMoreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 68 of 99 30 September 2013

6.1.1 Response CoordinationOverall management of the coordinated response is the responsibility of the LDC.Based on S13 (1) of the Act, activation of the LDMG will be in response to a disaster eventor threat that has caused, or is likely to cause, serious disruption in the community thatrequires a significant coordinated response to help the community recover from the event.The authority to activate the LDMG is vested in the Chair and the LDC of the group, ordelegates. The Mayor may also request the Chair to activate the LDMG.It is the responsibility of the Chair or delegate to inform the DDC of the group’s activation toensure a coordinated response by all tiers of the QDMA.This plan may also be activated at the request of the DDC.6.1.2 Local Disaster Coordination CentreAs the functional lead agency for disaster coordination, council will:Provide a primary LDCC at council’s Strathpine district office. Alternate locations areavailable at council’s Caboolture and Redcliffe district offices. Should all of these sitesbe unable to function, the LDC in consultation with the LDMG shall identify anappropriate site for a coordination centre, following assessment of the potential oractual impacts of the particular event.Decide where the LDMG will be set up in times of an event, this may be based on thelocation and nature of the event.Maintain generator back-up power to the LDCC.Maintain SOPs for the centre on behalf of the LDMG.The main aim of the LDCC is to coordinate resources and assistance in support of localagencies and stakeholders who are engaged in disaster operations.The primary functions of the LDCC revolve around three (3) key activities:Forward planningResource managementInformation managementIn particular, the LDCC is responsible for:Analysis of probable future requirements and forward planning including preliminaryinvestigations for potential requests for assistanceImplementation of operational decisions of the LDCAdvice to the DDMG of additional resources requiredProvisions of prompt and relevant information to the DDMG concerning any disasterevent occurring within the districtMoreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 69 of 99 30 September 2013

The LDC has overall responsibility for the establishment and operation of the LDCC.For operational reporting, including the provision of situational reports (SITREPs) and furtherdetails, refer to the LDCC SOPs and Handbook.6.1.3 Operations Coordination CentreDuring a disaster event, council will activate an OCC to coordinate its operational responseactivities. The OCC will be located at Petrie depot and will enable continuous operations ata regional level. It is responsible for:Managing the implementation of strategic decisions through operational tasksallocated by the LDCC;Maintaining operations of council assets;Managing all internal operations directly related to the event response within theregion;Collecting, evaluating, disseminating and using information about the event and statusof resources; andProviding and managing council operational personnel and resources within theregion.6.2 DISASTER RESPONSE PHASESTimely activation of the LDMG is critical for an effective response to an event. The LDMGwill activate using an escalation model based on the following state response phases:Alert:Lean Forward:Stand Up:Stand Down:A heightened level of vigilance due to the possibility of an event in theMoreton Bay Region. The situation will be monitored to assess anypotential threat to the region.The operational state of readiness based on a heightened level ofsituational awareness of a disaster event (either current orimpending). The LDCC will be prepared but not activated.The operational state whereby resources are mobilised, personnel areactivated and operational activities commenced. The LDCC will beactivated.Transition from responding to an event back to normal core businessand/or recovery operations. There is no longer a requirement torespond to the event and the threat is no longer present.The level of activation and movement through this escalation phase depends entirely uponthe complexity, nature and extent of an event.Activation does not necessarily trigger the convening of the LDMG, rather the provision ofinformation to group members regarding the risks associated with a pending hazard impact.The LDC will determine the level of activation required and the specific actions to beundertaken at each level.Table 20 details the actions and communications for each disaster response phase.Moreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 70 of 99 30 September 2013

LocalDistrictLocalDistrict6.2.1 Moreton Bay Phases of Response – Local and District LevelsNote that district response is usually one phase behind the local level until district is requiredto be at ‘stand up’.TRIGGERS ACTIONS COMMUNICATIONSALERTAwareness of a hazardthat has the potential toaffect the Moreton BayRegionHazard and risks identifiedInformation sharing with warning agencyLDC informs EMQ and DDC of ALERT statusInitial advice to allstakeholdersChair and LDC on mobileremotelyLDMG at LEANFORWARDSituation being monitored by DDCDDC and XO able to becontactedThere is a likelihood thatthreat may affect theMoreton Bay RegionLDMG Core Group conduct analysis ofpredictions and confirm potential level ofthreatChair, LDC and LDMGmembers on mobile andmonitoring email remotelyLEANFORWARDThreat is quantified butmay not yet be imminentpublic awareness requiredLDMG on watching briefCheck all contact detailsCommence cost capturing if appropriatePeriodical briefing andreporting as requiredConduct meeting/initial briefing with availableLDMGCouncil staff prepare for operationsDetermine trigger point for STAND UPPrepare LDCC for operationsEstablish regular communications withwarning agencyLDC advises DDC of LEAN FORWARD andestablishes regular contactWarning orders to appropriate LOsPublic information & warning initiatedDDMG on ALERTMRG on ALERTLDMG on STAND UPDDC to liaise with LDC regarding level ofresponseDDC to maintain contact withLDCDDMG members advisedDDCC prepared for operationsXO to commence rosters for DDCC stafffunctionsDDC receiving sitreps fromLDCCDDMG members available onmobile and monitoring emailremotelyTable continued overleafMoreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 71 of 99 30 September 2013

LocalDistrictLocalDistrictTRIGGERS ACTIONS COMMUNICATIONSSTAND UPThreat is imminentCommunity will be or hasbeen impactedNeed for coordination inthe LDCCRequests for supportreceived by LDMGagencies or to the LDCCThe response requirescoordinationAdditional support may berequiredMeeting of LDMG Core GroupLDCC activatedRosters for LDCC planned and implementedCommence disaster operationsLDMG meeting as required and providingadvice and directionSOPs activatedDDMG on L EAN FORWARD or STAND UPMRG on LEAN FORWARD OR STAND UPLDCC commence SITREPsto DDMGDistribute contact detailsDDMG advised of potentialrequests for supportLDCC contact throughestablished land lines andgeneric email addressesLDC present at LDCCLDMG members attendingmeetings and/or onestablished land lines and/ormobiles, monitoring emailsEvent requires additionalresources / supportRequests from LDMGEvent activation byDistrict or StateDDMG to meet as required to provide adviceand assistanceDDMG to supportuse of EAresupplySitreps received from LDCCSitreps sent to SDCCDDCC to action RFAs,including EAevacuationdeclarationsDDCC roster activatedSTAND DOWNNo requirement forcoordinated responseCommunity has returnedto normal functionRecovery may be takingplaceFinal checks for outstanding requestsImplement plan to transition to recoveryDebrief of staff in LDCCDebrief with LDMG membersConsolidate financial recordsMRG at STAND UP if requiredLDMG members not involvedin recovery operationsresume standard businessand after hours contactarrangementsHandover to MRC for reportingReturn to council’s core businessFinal situation report sent to DDMGSupport no longerrequired from LDMGRecovery may be takingplaceFinal checks for outstanding requestsDebrief with DDMG membersConsolidate financial recordsSupport MRG at STAND UP if requiredReturn to member core businessFinal situation report sent to SDCCDDMG members not involvedin recovery operationsresume standard businessand after hours contactarrangementsDDC receiving recoverysitrepsMaintain situational awareness of recovery ifrequiredTable 20: Moreton Bay Region Disaster Response Phases6.3 LEVELS OF ACTIVATIONCouncil adopts a flexible and scalable approach to activation of its response. Activationlevels are based on community impacts or consequences, and the required level ofcoordination of council’s response.Moreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 72 of 99 30 September 2013

Level 1:Level 2:Level 3:Level 4:managed through core business functions and normal incident responsereporting as per corporate policies and procedures. Normal after-hoursarrangements in place and managed through On-Call and Escalation Officers.managed by the key council business departments. Management of council’soperational response is undertaken by the Event Manager. Coordination ofcouncil’s response is required. The OCC may be activated if required. The LDCCmay be on Alert/Lean Forward.the LDCC and OCC are activated (Stand Up). Management of the disasterresponse is undertaken by the LDC. The LDMG may also be activated.full activation of the LDMG, LDCC and OCC, as well as activation of the districtand state arrangements. Commonwealth assistance may also be required.These events require a complex response through high level coordination,resource allocation and forward planning from a range of internal stakeholdersand external agencies.Key roles and responsibilities for each level of activation are detailed in Table 21.OperationalStrategicOCC LDCC LDMG DDCC / DDMGLevel 1Event Manager on-callNilNilNormal hoursLevel 2Event Manageroverseeing eventSmall incidentmanagement teamactivated if requiredALERT / LEANFORWARDFunctions managed byDisaster Management unit/ CommsNilChair notifiedDDC may be notifiedPossible ActivationNotice (PAN) sent tooperational staff ifrequiredPAN sent to LDCC andEvac staffExtended hoursLevel 3Event Managermanaging councilresponseAll functions within OCCfully staffed (level ofAdmin Staff required isdependent on CallCentre operations)Extended hoursSTAND UPLDC managing disasterresponseAll functions staffed –extended hoursOn-call after hoursCall Centre may beworking extended hoursLDMG - LEAN FORWARD /STAND UPMembers and advisors on callor available remotelyKey Liaison Officers in LDCCMRG – ALERT / LEANFORWARDMembers and advisors on callDDMG – ALERT /LEAN FORWARDDDC monitoringLevel 4Event Managermanaging councilresponseAll functions within OCCfully staffed24 hour operationsSTAND UPLDC managing disasterresponseRC managing recoveryAll functions fully staffed –24 hour operationsCall Centre workingextended hoursLDMG - STAND UPMembers and advisorsrequired extended hoursLiaison Officers in LDCCMRG – STAND UPMembers and advisorsrequired normal hoursDDMG –LEANFORWARD /STAND UPMembers and advisorson call or availableremotelyKey Liaison Officers inDDCCTable 21: Response Activation LevelsMoreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 73 of 99 30 September 2013

6.4 WARNING NOTIFICATION AND DISSEMINATIONThe LDMG promotes community awareness regarding preparing for, responding to andrecovering from a disaster event. This involves raising awareness of identified threats andthe means by which the public should respond at an individual and/or household level, andmay include warnings and directions.Under this plan, the Mayor or the Chair of the LDMG, or delegate, is responsible for thedissemination of public warnings and information and is the official source of public andmedia information for the LDMG’s activities.During an event, the release of public information on aspects such as road closures, trafficroutes, advice on evacuation procedures and registrations, will be coordinated through theLDCC.The Mayor, Deputy Mayor and/or the Chair of the LDMG, or delegate, is the chief mediaspokesperson.The LDMG maintains a Public Information and Warnings sub-plan to support thedissemination of information to the public. In summary, the sub-plan includes information inrelation to receipt and issue of warnings.6.4.1 Receipt of warningsIn the event of a potential emergency situation, a warning may be issued by any agency thatmaintains monitoring devices, including the BoM, MBRC, QPS and/or any of the emergencyservices.All warnings should be directed through the LDC who will subsequently advise appropriatecouncil officers and the members of the LDMG, as appropriate.6.4.2 Issue of warningsWhen the LDMP is activated, public warnings will be distributed through the LDCC uponrecommendation of the lead agency and the LDC, and on the authorisation of the Chair ofthe LDMG, or delegates.Warnings will be issued by the most efficient and appropriate means. These may include:Media warnings including the utilisation of local community radio stations 101.5FM,99.7FM and ABC 612 AM via the Memorandum of Understanding with Department ofCommunity Safety and/or commercial radio networks, internet and social media(website, Facebook, Twitter), other local media, radio and television services and localnewspapersAlerts to registered subscribers of council’s free SMS, email and voice notificationsystem, MoretonAlert, of severe weather warnings, potential flash flooding incidents,planned dam releases and limited bushfire advice. Refer to the Moreton Bay RegionAlert Groups map at Figure 9.Broadcast alert messages via the Emergency Alert system through collaboration andapproval of relevant emergency service agencies: EMQ, QPS, QFRS and QAS.Doorknocks by police, emergency services, SES or council staff and/or others asappropriateMoreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 74 of 99 30 September 2013

Predetermined warning device(s) (e.g. horns or alarms) including sirens at Mt Neboand Mt Glorious which are operated via a Memorandum of Understanding and SOPbetween QFRS, QPS, Department of National Parks, Recreation, Sport and Racing,and councilLoud hailer or similar in the streetInternet warnings including council’s website, social media and other means(additional to other media)The LDMG may also request, through EMQ, an Emergency Alert campaign to be deliveredvia landline and text messages to potentially affected residents. The SDCC may decide toissue an emergency alert message without consultation with the LDMG.Figure 9: MoretonAlert GroupsMoreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 75 of 99 30 September 2013

6.5 PUBLIC INFORMATIONCouncil’s Communication team is responsible for issuing public information, and will:Prepare and monitor media and public informationCoordinate media and public information releases with advice from the LDC, Chair ortheir delegate/sWork with council’s Customer Service team to provide information for callers whenrequiredWork with council’s Online Services team to ensure information is available onlinewhen requiredObtain approval from the LDC, Chair or their delegate/s, for the release of informationthrough the mediaLiaise with all media outlets and contactsLiaise and collaborate with media units and communications departments of other leadagencies such as QPS, DCS and QHealth, where and when appropriate.6.6 RESPONSE AND RECOVERY EQUIPMENTWhilst the group recognises that agencies are responsible for procurement and maintenanceof their own equipment, the LDMG will:Support applications from the region’s disaster management agencies funding throughgrant programsEmbark on a strategy to collate information on commercially available resources basedwithin council boundariesAdvocate for increases in State and Federal government funding towards localdisaster management equipment initiativesEncourage agencies to support each other with equipment needs – through strategiessuch as funding support and memoranda of understanding. For example, councilsupports the Moreton Bay Region’s SES with funding, equipment and access tocouncil assets.6.7 IMPACT ASSESSMENTDuring the risk analysis process, events will be identified as having the potential for causingfatalities, injuries, property and environmental damage. The timely and accurateassessment of the health impact on the community, along with damage to public or privateproperty and the associated implications for business and council continuity, will be of vitalconcern during an event and will guide the manner in which response and recovery activitiesare managed (including the scale of response, resources required, level of coordination).Moreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 76 of 99 30 September 2013

Initial impact assessments will be the responsibility of the LDC of the LDMG. This will bedone through the analysis of information provided by, but not limited to:Specific inspections performed by council staffInformation provided by council’s Flood Information CentreCouncil staff responding to information provided by the community or a request fromcommunity membersInformation provided by other response agencies e.g. QPS and QFRSAdvice from the SES Local ControllerDuring an event, the collected information will be compiled into regular Situation Reports(SITREPs), which will be distributed to the LDMG and the DDC.6.8 SUB-PLANS AND OPERATIONAL PLANSSub-plans and operational plans outlining the relevant processes, procedures, roles andresponsibilities have been developed to deliver the key objectives of this LDMP. Theseplans are supported by SOPs, checklists or similar documentation.The agreed roles and responsibilities of response and recovery agencies are outlined below.6.8.1 Lead AgencyA functional lead agency is the agency in control of the management of a disaster functionwhen this LDMP is activated. Council operates horizontally across agencies that arecontributing to the management of the particular hazard.For example, during a disaster event, council is the lead agency for evacuation, and willcontrol all agencies that are contributing to evacuation centre management. This includesgiving directions and tasks to supporting agencies and opening and allowing access tocentres.Being in control does not mean that the lead agency supplies all the resources to deliver afunction. A lead agency will be supported by other agencies that have agreed roles tosupport the delivery of the disaster management function. For example, in the managementof evacuation centres, council is assisted by a number of agencies including the AustralianRed Cross.Control does not extend to commanding the resources (personnel and equipment) of otheragencies. Each agency is responsible for commanding their assets.Lead agency status is usually bestowed by legislation, common law, regulations, or byagreement of the LDMG.Moreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 77 of 99 30 September 2013

6.8.2 Support AgencyA support agency assists the lead agency in the delivery of a disaster management functionthrough actions or the provision of personnel and equipment.While under the control of a lead agency, support agencies retain responsibility forcommanding their resources and ensuring that their own SOPs are correctly implemented.6.8.3 Response CoordinationWhen the LDMP is activated, the LDMG is responsible for the overall coordination ofdisaster events. The group is to ensure that information and resources are acquired anddistributed where needed and when needed.During a disaster, a number of lead agencies may be in operation at the same time. Forexample, a disaster may involve the management of a number of threats and the delivery ofa number of disaster management functions (such as evacuation, shelter management andcommunity support).Coordination is about ensuring lead and support agencies have the resources andinformation needed to carry out their agreed roles.Coordination operates horizontally across agencies, but does not extend to the control ofthreats or functions, or to the command of agency resources.FUNCTION LEAD AGENCY SUPPORT AGENCY RELEVANT PLAN /SUB-PLANANIMAL MANAGEMENT MBRC RSPCA Animal Managementsub-planCOMMUNITY RECOVERYCOMMUNITY SUPPORTThe provision of immediateand continuing care ofdisaster affected personswho may be threatened,distressed, disadvantaged,homeless or evacuatedand the maintenance ofhealth, well-being andprosperity of such personswith all availablecommunity resources untiltheir rehabilitation isachieved.CRITICALINFRASTRUCTURE ANDESSENTIAL SERVICESTo provide for thecontinuity of service ofessential water andsewerage services,MBRCMRG and sub-groupsInitially:LDMGThen:Department ofCommunities, ChildSafety and DisabilityServices (DistrictCommunity RecoveryCommittee)LDMG and asset ownersDepartment ofCommunities, Child Safetyand Disability ServicesMBRCAustralian Red CrossRSPCASt John AmbulanceSalvation ArmySt Vincent de PaulService ClubsQueensland HealthCulturally andLinguistically DiverseCommunity (CALD)OrganisationsAdventist Developmentand Relief Agency (ADRA)MBRCDTMRQLD Building and AssetServicesUnitywaterEnergexLDMPDistrict Human andSocial Recovery PlanLDMP – RecoverySectionAgency-specific plans,policies and proceduresAgency-specific plans,policies and proceduresbuilding inspections, road,Moreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 78 of 99 30 September 2013

FUNCTION LEAD AGENCY SUPPORT AGENCY RELEVANT PLAN /SUB-PLANrail, bridge and marinefacility damageassessment, maintenanceor repair, and demolitionsand debris clearing asrequiredGasDISASTER OPERATIONS MBRC LDMG Agencies Operations CoordinationCentre SOPsCouncil policies andproceduresEVACUATIONTo provide for the plannedrelocation of persons fromdangerous or potentiallydangerous areas to saferareas and eventual returnVoluntary evacuation:LDMGDirected evacuation:QPSMBRCQPSSESQASDept of TransportLocal bus companiesEvacuation sub-planEVACUATION CENTREMANAGEMENTLDMGMRG Human-social SubgroupMBRCAdventist Developmentand Relief Agency (ADRA)Australian Red CrossLifelineRSPCASalvation ArmySt John AmbulanceSt Vincent de PaulEvacuation CentreManagement sub-planFINANCIALARRANGEMENTSIMPACT ASSESSMENTTo assist the LDMG inplanning, formatting, andconducting a completeinitial impact assessment.MBRCMBRCLDMG memberorganisationsLDMG memberorganisations advisorsand support agenciesFinancial Managementsub-planAgency-specific plans,policies and proceduresLDCC ACTIVATION MBRC LDMG member agencies LDCC SOPsMEDICAL SERVICESTo provide coordination ofthe health and medicalresources needed inresponding to medical careneeds following a disasterevent.Queensland HealthPrivate MedicalPractitionersDay surgery facilitiesPrivate In-Patient CareProviders (hospitals,hospices, nursing homes)Private Domiciliary CareProvidersQASSt John AmbulanceQHealth Disaster PlanEmergencyPreparedness andContinuity ManagementPlanPUBLIC HEALTHTo assist in the protectionof the community, viatemporary or preventativehealth measures tominimise the threats topublic healthQueensland Health(Population Health Unit)MBRCQHealth Disaster PlanPublic Health Sub-planMoreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 79 of 99 30 September 2013

FUNCTION LEAD AGENCY SUPPORT AGENCY RELEVANT PLAN /SUB-PLANPUBLIC INFORMATION & LDMGMBRCPublic Information andWARNINGSDDMGWarnings Sub-planElectronic mediaTo provide for the effectivePrint mediacollection, monitoring,BoMEmergency Alertmanagement andEmergency Servicesdissemination of accurate,Community Organisationsuseful and timelyStandard EmergencyWICEN (Wireless Instituteinformation and warningsWarning SignalCivil Emergency Network)to the publicRESUPPLYOPERATIONSTo ensure thatcommunities are resuppliedwith food andother essentials duringtimes of isolationLDMGRetailersSuppliersDDMGEMQState Resupply PolicyState ResupplyGuidelinesSEARCH & RESCUEProvide resources insearch and rescue inresponse to an actual orpotential disaster conditionQPSEMQ, SES, QFRSQAS, Volunteer MarineRescue, AustralianVolunteer CoastguardAustralian Search andRescueAgency-specific plans,policies and proceduresTRANSPORTTo coordinate the use oftransportation resources tosupport the needs ofcouncil, voluntaryorganisations and otherdisaster support groupsrequiring transportationcapacity to perform theiremergency response,recovery and assistancemissions.LDMGDDMGMBRCAir carriersMarine carriersBusesPrivate transportcontractorsPrivate companies withsuitable heavy vehiclesVoluntary agencies withtransportation availableDept of Main Roads &Transport (QRail)Agency proceduresEvacuation Sub-planTable 22: Response activities by lead and support agencies6.9 OPERATIONAL REPORTING6.9.1 Situation Report (SITREPs)When activated, LDCC staff prepares and develops each SITREP on behalf of the LDMG.Each report is authorised and released by the LDC. These reports provide accurateinformation from the day’s response operations to communicate both current and forecastsituation details of the event to the LDMG and the DDCC as required.Moreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 80 of 99 30 September 2013

6.9.2 Tasking LogDuring response activation, a tasking log will record all actions taken during the event,including the responsible agency or representative. This is to ensure that all plannedoperational contingencies have been undertaken. The log becomes an official record,required during post-event evaluation processes, and is securely stored and archived.6.9.3 Document ManagementDuring all phases of a disaster event, council will record all relevant staff and equipmentcosts in order to provide clear, accountable and justified records for future audit andreimbursement requirements. Logs, timesheets, purchase claims, receipts, formal recordsand other relevant documents will be maintained.To support these processes, council has adopted comprehensive systems and programs forstaff to adequately capture and manage various activities during disaster events. Theseinclude specific task allocation and execution, document storage and retrieval and requestsfor action by internal and external stakeholders.6.10 FINANCIAL MANAGEMENTAll agencies are responsible for meeting and recording their own operational expensesincurred during a disaster event, and for claiming reimbursement of any expenses allowedunder SDRA and NDRRA, if activated. Refer to the Financial Management Sub-plan.6.11 MEDIA MANAGEMENTTo aid the timely release of appropriate, reliable and consistent information, the LDMG willadopt the following approach, where possible: Work in conjunction with the lead agency in an event to coordinate media activityincluding media conferences Ensure the accuracy of information, including statistics, prior to release Ensure publicly released comments are limited to each agency’s area of responsibility Ensure key messages inform the community and reinforce the LDMG’s role insupporting affected communities Assess ongoing media interest in response and recovery operationsIndividual agencies are responsible for contacting relevant media representatives inaccordance with their own internal procedures.6.12 LOGISTICS SUPPORT AND RESOURCE ALLOCATION, INCLUDING RESUPPLYWhere the LDMG requires logistics support and/or resources to meet operationalrequirements that are beyond local capacity and capability, the LDMG shall formally seekassistance through a Request for Assistance forwarded to the DDCC. These requests are tobe endorsed by either the Chair or the LDC prior to their submission to the DDC. Requestspassed to a DDC will be registered and monitored in accordance with the SOPs.Requests for support may come from lead agencies, supporting agencies or the community.Registration and actioning of these requests is to be in accordance with LDCC SOPs.Moreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 81 of 99 30 September 2013

The Chair of the LDMG, or delegate, is responsible for prioritising the allocation ofresources.The LDC, or delegate are authorised to request assistance from local agencies, businessesand community groups for additional resources. The call for assistance will becommensurate to the role and/or responsibilities of the agency, business or communitygroup being contacted for assistance.The Chair, the LDC, or delegate, will maintain regular communications with the DDMG tocoordinate the action and resources required to respond and recover from the impact ofdisaster events. Communication will also be maintained with neighbouring councils:Brisbane City Council, Somerset Regional Council and Sunshine Coast Regional Council.In the event that the request for assistance cannot be actioned by the DDC, the DDC willrequest assistance through the SDCC.ResupplyThe LDMG is responsible for supporting communities to prepare for the possibility oftemporary isolation and ensuring procedures are in place to support resupply of food andother essential items during times of isolation.Events causing community isolation generally occur on a seasonal basis and their effectupon access routes can be predicted with reasonable accuracy. Council works closely withknown isolated communities to prepare well in advance for both the event and the expectedperiod of isolation.Council and LDMG agencies provide community education programs regarding preparationsthat should be undertaken. These communities within the Moreton Bay Region may includebut not be limited to:BeachmereBellthorpeBribie IslandDayboroDonnybrookMeldaleToorbulWoodfordAt-risk communities or individuals are encouraged to maintain supplies for three (3) days,particularly during storm/cyclone season. Should these communities or individuals remaincut-off, for an extended period of time, from their normal sources of food and basiccommodities, support shall be arranged through the resupply of essential items.Local resupply arrangements are developed in accordance with the Queensland ResupplyGuidelines and are coordinated through the LDCC, with assistance as appropriate from theLDMG agencies. The Logistics SOPs contain details relating to specific resupply operationsand arrangements.Moreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 82 of 99 30 September 2013

6.13 DECLARATION OF A DISASTER SITUATIONThe DDC may, with the approval of the Minister, and in consultation with council, declare adisaster situation for the district or part thereof. This enables additional powers for particulargroups to perform actions, give directions and control movements within a Moreton Bayregion disaster declared area.The declaration of a disaster situation relates directly to the provision of additional powers fora specific event. A disaster situation is not required to activate the disaster managementarrangements or to obtain financial assistance through established disaster relief schemes.The Moreton Bay Region LDMG may request the DDC of the Redcliffe Disaster District toconsider declaring a disaster situation for the district, or a part of it, if the group feels thatdisaster declared powers may be required for a disaster which has occurred, is occurring oris likely to occur in the Moreton Bay Region.In accordance with the Act (S64 (1) (b)) the LDMG must consider that such powers arenecessary to prevent or minimise:Loss of human lifeIllness or injury to humansProperty loss or damageDamage to the environmentA request on behalf of the LDMG to the DDC will be in writing signed by the LDC and willprovide justification for such a request.The request will include the following information:The date and time of the requestA description of the area or part of the area in which the powers are required. Forexample, the Moreton Bay Regional Council area; Divisions 7 and 8 of the MoretonBay Regional Council area; or Bribie IslandA description of the event and why it should be considered a disaster. For example, aband of severe thunderstorms has impacted the Moreton Bay Regional area causingflash flooding and serious damage to local infrastructure. Additional storms arepredicted within the next 12 hoursBrief details of the loss or damage which may be prevented or minimised through theexercise of disaster declared powers. For example, the storms have rendered severalstructures unsafe and access to such property may need to be restricted The powers which may need to be exercised by a declared disaster officer (S77 (1)).For example. control the movement of persons into the declared area, remove,dismantle or demolish a building in the declared area.Moreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 83 of 99 30 September 2013

6.14 CROSS BOUNDARY RESPONSE ARRANGEMENTSOn the request of the DDC, the Chair of the LDMG or delegate may activate the LDMG andthis plan to provide support to disaster-affected communities outside the region.In the event that any of the neighbouring councils request assistance from the LDMG, or inthe event the LDMG is in need of assistance from any of the neighbouring councils, theChair and/or the LDC of the LDMG will request assistance via the relevant neighbouringLDMG.If the council seeking assistance is within a different Disaster District, the DDC will berequested to make contact with the neighbouring DDC.Moreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 84 of 99 30 September 2013

PART 7: RECOVERY STRATEGYFor the Moreton Bay Region, recovery involves the coordinated process of supportingindividuals and reconstructing communities following a disaster event. It includes a series ofarrangements and the coordination of various activities required to restore physicalinfrastructure, the local economy, the environment and provision of support for theemotional, social and physical wellbeing of those affected by a disaster event.7.1 RECOVERY PRINCIPLESThe Moreton Bay Region LDMG has adopted the National Disaster Recovery Principles,which recognises that successful recovery relies on:Understanding the community contextRecognising the complex nature of events and the expectations of those affectedUsing community-led approaches to empower groups and individuals to move forwardEnsuring effective coordination of all recovery activitiesDelivering effective communications in a timely, targeted and accurate mannerAcknowledging and building capacity to businesses, individuals and organisationsRe-establishing resilience as soon as possible after an eventFor the Moreton Bay Region, recovery arrangements are based on the followingassumptions:Moreton Bay Region in its entirety will not be affected by a single disaster eventEmergency management arrangements in place adequately address Stateresponsibilities in relation to prevention, planning, response and recoveryResidents of the Moreton Bay Region have prepared their own safety arrangementsand have practical ideas on what to do in case of an emergency based on emergencyawareness campaignsCommunity education programs will be delivered by various agencies to ensureidentified target groups have familiarity with the safety strategies contained in the LocalDisaster Management PlanStakeholder agencies/emergency services have sufficient trained and equippedpersonnel to perform defined roles and responsibilities and that ongoing training ofagency personnel will occurStakeholder agencies/emergency services will have in place effective operationalplans, standard operating procedures, or similar, which detail the specific responses ofthat agency in support of recovery arrangementsEmergency management agencies will have in place contingency plans to provide aresponse in the event that particular resources are unavailableEmergency management agencies will have the capacity and capability to provide thesupport requiredOrganisations will have in place business continuity arrangements should there be aneed to maintain critical deliverablesMoreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 85 of 99 30 September 2013

7.1.1 Stages of RecoveryThe LDMG acknowledges that individuals, groups and communities may be at differentstages of recovery simultaneously and as such, recovery arrangements may reflect a nonlinearnature of recovery. However overall, the MRG operates through the following mainstages of recovery, these are:Immediate short-termTo support and meet the immediate needs of individuals, businesses and the communityaffected by an event. This may occur while essential services are being restored to the levelwhere response agencies are no longer required to maintain them.Medium-termTo continue the coordinated process of supporting affected communities in thereconstruction of physical infrastructure, restoration of the economy and of the environment,and support for the emotional, social and physical wellbeing of those affected. Recovery canoccur for weeks and months after the event.Long-termTo continue the established coordinated processes from the medium-term phase, occurringfor months and possibly years after the event.7.2 FUNCTIONS OF RECOVERYEffective recovery requires an integrated, multi-disciplinary approach to needs analysis,community engagement, planning and service delivery. A coordinated effort by all involvedagencies is required.The LDMG organises its approach to recovery into four interdependent components, asdetailed below. This approach is flexible and scalable to suit different types and sizes ofdisaster events, as required.EconomicEnvironmentalHuman-social –includes psycho-social recovery and restoration of community servicesInfrastructure – included buildings, roads and other structures such as communicationtowers, dams, bridges.7.2.1 Economic recoveryThe commercial and agricultural sectors may be subject to losses including businessdisruption. The impact to local economic activity may cause hardship in terms of provision ofservices, food supply, communications and social dislocation. To aid the economic recoveryof the Moreton Bay Region, the LDMG has established an Economic sub-group of the MRG.This sub-group functions in accordance with its own Terms of Reference.The LDMG expects that businesses operating within the region have business continuityplans and appropriate levels of insurance to cover commercial losses.Moreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 86 of 99 30 September 2013

Economic recovery will depend on the severity of the event and includes the coordinatedprocess of supporting affected communities in:Assessing the impact on key economic assetsStimulating the renewal and growth of the economy within the affected area and theStateSupporting individuals and households, for example through employment services,income support and assistance with insurance claimsFacilitating business, industry and regional economic recovery and renewalFacilitating financial assistance, access to funds and loans and employer subsidiesEnsuring businesses and industry groups and affected communities are involved in thedecision making processEncouraging insurance companies to assess and compensate insured businesses forlosses, including business disruption considerationsFacilitating and encouraging business to re-establish for the benefit of themselves andthe communityPromoting and providing assistance in seeking disaster relief funds that may beavailable under state or national disaster relief programs to ensure long-term viabilityof the sectorRecovering from the tangible effects of an event (for example, loss of businessconfidence and quality of life).The LDMG recognises that the Department of State Development, Infrastructure andPlanning is the lead agency for business recovery and will support the efforts of thisdepartment through the LDCC.7.2.2 Environmental recoveryDuring disaster events there is great potential for environmental damage within the MoretonBay Region. Both natural and non-natural environments are vulnerable. To aid theenvironmental recovery of the Moreton Bay Region, the LDMG has established anEnvironmental Sub-group of the MRG. This sub-group functions in accordance with its ownTerms of Reference.The natural environment, rivers, creeks, water supplies, conservation, rainforest and theecosystem in general may be in need of recovery. Depending on the nature of the event,assessment of the damage caused to the environment may be difficult to measure.Environmental recovery will depend on the severity of the event and includes thecoordinated process of supporting affected communities in:Assessing the impact of the event on natural environments (water quality, ecologicalimpact and pollution) and cultural environments (heritage conservation includingindigenous cultural heritage).Moreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 87 of 99 30 September 2013

Providing advice on potential environmental issues such as water quality andsewerage, and monitoring current issues (pollution, animal welfare etc)The rehabilitation of the natural environment including parks, waterways and wildlifeRehabilitation of the cultural environmentPreservation of community assets (reserves and parks etc)Managing and disposing of wasteEnsuring environmental bodies, affected communities and interest groups are involvedin the decision making processMonitoring and assessing the environmental consequences of clean-up operationsWith respect to recovery of the natural environment, the LDMG recognises that theDepartment of Environment and Heritage Protection is the lead agency for environmentalrecovery and will support the efforts of this department.7.2.3 Human-social RecoveryHuman-social recovery involves the short-term health and well-being of the community, andthe longer term returning of the community to normal functioning. To aid the human-socialrecovery of the Moreton Bay Region, the LDMG has established a Human-social Sub-groupof the MRG. This sub-group functions in accordance with its own Terms of Reference.Human-social recovery includes the coordinated process of supporting affected communitiesin the provision of:Community support and the restoration of community support services and networksSocial impact and needs assessment and monitoringPersonal support and informationPhysical health and emotional supportPsychological, spiritual, cultural and social wellbeing supportPublic safety and education supportActivities that ensure affected communities and interest groups are involved in thedecision making processTemporary accommodationFinancial assistance to meet immediate individual needs and uninsured householdloss and damageIn addition, the LDMG will provide the following coordination, assistance and support tocommunity recovery agencies through the LDCCImplement relevant Sub-plans (for example Animal Management, Evacuation,Evacuation Centre Management), as requiredMoreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 88 of 99 30 September 2013

Provide information to the public through media to advise of local community supportagencies and services, and financial assistance available through the Department ofCommunities, Child Safety and Disability Services and CentrelinkProvide for the personal support to individuals affected, including temporary hospitalaccommodation, emergency medical supplies, material assistance and counsellingservicesProvide for the specific needs of culturally and linguistically diverse groups throughexisting networks and community groups, where these existProvide for the special needs of the elderly, disabled and other groups through existingnetworks and community groups, where these existEnsure psychological first aid (trauma counselling) is made available to the communitythrough the resources of Queensland Health, Department of Communities, ChildSafety and Disability Services and supporting community organisations, such asLifelineThe LDMG recognises that the Department of Communities, Child Safety and DisabilityServices is the lead agency for longer-term human-social recovery and will support theefforts of this department through its delivery of the Redcliffe Disaster District Human andSocial Recovery Plan.The key components of the Redcliffe Disaster District Human and Social Recovery Plan are:An integrated approach involving both local and district recovery agencies anddeployment of their respective resourcesSpecified roles and responsibilities against the committee as well as each agency, foreach of the activation levelsIdentified Coordination and Recovery CentresDedicated Standard Operating Procedures and ProtocolsThe provision of information and intelligence sharing7.2.4 Infrastructure RecoveryThis aspect involves restoring critical infrastructure, non-critical council and communityinfrastructure, and privately owned infrastructure. To aid the infrastructure recovery of theMoreton Bay Region, the LDMG has established an Infrastructure Sub-group of the MRG.This sub-group functions in accordance with its own Terms of Reference.Infrastructure recovery includes the process of supporting affected communities in:Assessing damage to housing stock, commercial and industrial buildings andstructures, rural structures and infrastructure facilitiesCoordinating building safety inspection services and securing damaged buildings andstructuresCoordinating demolition of unsafe buildings and structuresCoordinating repair and rebuilding housing stockMoreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 89 of 99 30 September 2013

Coordinating disposal of hazardous material and debrisCoordinating recovery of utility infrastructure (water, power, gas andtelecommunications), which is normally undertaken by infrastructure owners andoperators (eg. Telstra, Energex)Coordinating restoration of public schools and public building infrastructure, sportingfacilities and public playgroundsCoordinating the restoration of damaged dam structuresCoordinating the recovery of road and other transport infrastructurePrioritising repair and reconstruction activities where appropriateEnsuring industry groups and affected communities are involved in the decisionmaking processConsidering mitigation measures (such as flood risk reduction) when planning forrebuilding and reconstructionCritical and essential infrastructureDuring a disaster event, the LDMG will give first priority to reinstating the region’s critical andessential infrastructure. Particular strategies to be implemented include the following:Water servicesWater services will be reinstated, where possible, by Unitywater, in conjunction withSEQWater and distribution agencies. If these services are not operating, publicinformation/warnings will advise of alternative arrangements. Such alternative arrangementswill depend on the condition of facilities and the availability of alternative sources forcontinuity of supply.Sewerage servicesSewerage services will be reinstated, where possible, by Unitywater.If these services are not operating, public information/warnings will acknowledge the failureof the system and provide advice of alternative arrangements that should be followed toensure public health and safety.Roads and bridgesRestoration of local roads and bridges is the responsibility of council.Restoration of state and national roads and bridges is the responsibility of the Department ofTransport and Main Roads.These agencies will be responsible for damage assessment of these assets, restorationworks, implementing alternative routes and advising the LDMG and the public aboutconditions and alternate routes.Moreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 90 of 99 30 September 2013

BuildingsCouncil will be responsible for inspection of and restoration of its buildings.The Department of Housing and Public Works is responsible for the inspection andrestoration of state buildings.The restoration of privately owned critical infrastructure will be the responsibility of the assetowner, with owners being required to follow all relevant local and state laws and regulations.Owners of privately owned critical and essential infrastructure may request the LDMG toconsider providing assistance with restoring the asset to partial or full operations, providedthe group considers:The asset provides an essential service to the communityAssistance must be provided prior to when the asset owner would reasonably be able torestore the assetThe priority of works above may depend on the type, location and scale of the event.In the event of activation of the NDRRA, funds may be made available to assist therestoration of essential public assets.Council and community infrastructureCouncil, as the owner of local government and community infrastructure is responsible forthe restoration of its assets.Council maintains back up power supply resources to its administrative offices to providecontinuity of its services.Private non-critical infrastructureOwners of private assets will be responsible for the restoration of their own assets. TheLDMG encourages all owners of assets to ensure that they have in place appropriateinsurance.During an event where large numbers of homes and businesses are damaged, the LDMGwill:Coordinate the provision of safety inspection services, utilising the services of theDepartment of State Development, Infrastructure and Planning, Queensland BuildingServices Authority, Housing Industry Association, Master Builders Association andprivate contractors, as appropriateWork with the Insurance Council of Australia to facilitate access to insurance services7.3 MORETON RECOVERY ARRANGEMENTSFollowing a disaster event, the community recovery strategy for the Moreton Bay Region willbe activated via the LDMG and sub-group, the MRG. The recovery phase is activatedalongside the response phase, and due to the complex nature of rebuilding communities, therecovery phase may continue well after the response to a disaster event has concluded. Insome cases this could be several years.Moreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 91 of 99 30 September 2013

Activation includes the commitment of recovery resources, development of action plans,event recovery plans, deployment of staff and operational activities and the provision ofcommunity recovery services.Refer Figure 10 for the Moreton Recovery Group structure.Refer Annexure J for the MRG Terms of Reference.The MRG will be activated if:A disaster event is declared; orEmergency relief for the event is approved by the Minister for Emergency Services; orThe disaster management infrastructure is employed to provide a whole-ofgovernmentresponse to an event that may not be a recognised disaster event.Formal activation of community recovery responses occurs when the response phase hasreached the ‘lean forward’ level. During the activation of the LDMG to respond to a disasterevent, consideration will be given to the level of action for the MRG. The LDCC may or maynot remain activated to support recovery arrangements.Table 23 describes the disaster response and recovery phases.Recovery strategies adopted by the LDMG include, but are not limited to:Providing relief measures to assist persons affected by the event who do not haveresources to provide for their own personal wellbeing;Restoring critical infrastructure and essential services in the area or areas affected bythe event;Restoring the natural and built environment in areas affected by the event whereverpossible;Providing personal support to individuals affected by the event, including temporaryhospital accommodation, emergency medical supplies, material assistance andcounselling services;Rebuilding the community in a better, or more resilient manner;Involving the community in decision making about community enhancement andresilience to minimise future impacts from hazards;Supporting community development activities and economic renewal to restorecapacity and resilience;Clearly defining the roles and responsibilities of agencies and individuals involved inthe recovery process to maximise assistance to the community following a disaster;andDeveloping and executing specific action plans for recovery operations.The Moreton recovery strategy is designed to be flexible, adaptive and scalable to a range ofdisaster events, severities, and diverse needs of different communities.7.3.1 Moreton Recovery GroupThe purpose of the Moreton Recovery Group is to assist the LDMG/DDMG to: mitigate the potential adverse effects of a disaster event;Moreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 92 of 99 30 September 2013

prepare for managing the effects of a disaster event; andeffectively respond to, and recover from, a disaster event.During a disaster event the Moreton Recovery Group will be responsible for ensuring thefollowing:providing relief measures to assist persons affected by the event who do not haveresources to provide for their own personal wellbeing;restoring essential infrastructure in the area or areas affected by the event;restoring the environment in areas affected by the event;providing personal support to individuals affected by the event, including temporaryhospital accommodation, emergency medical supplies, material assistance andcounselling services; and/orsupporting community development activities to restore capacity and resilience.MORETON RECOVERY GROUP (MRG) STRUCTURECHAIRDeputy Chair LDMGMRC (MBRC)DMRC (QPS)Members• DCCSDS • DEHP• DHPW • DSDIP• EMQ• MBRC• QPS • Red CrossManagement andAdministrative SupportTaskingLogistics (Finance /SDRA, NDRRA)Intel / PlanningCommunicationsMoretonHuman-SocialSub GroupMoretonEconomicSub GroupMoretonInfrastructureSub GroupMoretonEnvironmentSub GroupDCCSDS (Co-Chair)MBRC (Co-Chair)Members / AdvisorsADRADCCSDSDHPWDHS (Commonwealth)EMQLifelineMBRCMeals on WheelsQASQueensland HealthQPSRed CrossRSPCA / Animal WelfareSalvation ArmySave the ChildrenSt John AmbulanceSt Vincent de PaulDSDIP (Co-Chair)MBRC (Co-Chair)Members / AdvisorsChambers of CommerceDAFFDSDIPMBRCQPSQueensland Rural AdjustmentAuthorityQueensland Tourism IndustryCouncilRegional DevelopmentAustralia (Moreton Bay)Tourism and EventsQueenslandMBRC (Co-Chair)DHPW (Co-Chair)Members / Advisors DEWS DHPW DTMR Energex MBRC QFRS QPS Seqwater – North PineDam Telstra UnitywaterMBRC (Co-Chair)DEHP (Co-Chair)Members / Advisor DAFF DEHP MBRC QFRS QPS RSPCA / Animal Welfare Seqwater UnitywaterFigure 10: Moreton Recovery Group StructureMoreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 93 of 99 30 September 2013

ResponseAlertResponse LeanForwardResponse Stand UpResponse Stand DownRecovery AlertRecovery Lean ForwardRecovery Stand UpRecovery StandDownTriggers Actions CommunicationsResponse phase at ‘leanforward’ level of activationAppointment of MRG as appropriatePotential actions and risks identifiedInformation sharing commencesMRG in contact with LDCC/LDCInitial advice to all recovery stakeholdersMRG and MRG memberson mobile remotelyResponse phase at ‘stand uplevel of activationMonitoring of response arrangementsAnalysis of hazard impact or potentialimpactRelief and recovery planningcommencesMRC and MRG memberson mobile and monitoringemail remotelyImmediate reliefarrangements are requiredduring the response phaseDeployments for immediate reliefcommenced by recovery functionalagenciesAd hoc reportingImmediate reliefarrangements continueMRG activated at LDCC or alternatelocationDeployments for immediate reliefresponseAction plans for four functions ofrecovery activated as requiredEvent Recovery Plan developed(including the 4 functions as required)Community information strategyemployedMRC and MRG memberspresent at LDCC oralternate location, onestablished land linesand/or mobiles, monitoringemailsResponse phase moves to‘stand down’ level ofactivation. Medium termrecovery commencesParticipate in response debriefTransition arrangements from ‘responseand recovery’ to ‘recovery’ activatedincluding handover from LDC to MRG.Action plans for four functions ofrecovery continueCommunity information strategiescontinueEvent Recovery Plan activatedAcceptance of ERP by LDMGFormal handover from LDMG to MRGMRC and MRG membersinvolved in medium termrecovery continue asrequiredRegular reporting toLDMG/LDCMRG arrangements arefinalised. Community returnsto normal activities withongoing support as requiredConsolidate financial recordsReporting requirements finalisedParticipate in recovery debriefParticipate in post event debriefPost event review and evaluationLong term recovery arrangementstransferred to functional lead agenciesReturn to core businessMRC and MRG membersresume standard businessand after hours contactarrangementsFunctional lead agenciesreport to MRC/MRG asrequiredTable 23: Moreton Bay Region Disaster Response and Recovery PhasesMoreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 94 of 99 30 September 2013

7.3.2 Recovery PlanningThe LDMG expects that lead agencies develop and maintain relevant plans to address theirarea/s of the recovery function, refer Table 24. Each plan should detail the arrangements forthe dedicated function of recovery. For example, the Redcliffe Disaster District Human andSocial Recovery Plan has been developed by the Department of Communities, Child Safetyand Disability Services.RecoveryFunctionRecoverycoordination &monitoringEconomicEnvironmentalHuman-socialInfrastructureNDRRA & SDRAcoordinationLead AgencyMRGQueensland Reconstruction Authority (state)Department of State Development, Infrastructure and PlanningDepartment of Environment and Heritage ProtectionDepartment of Communities, Child Safety and Disability ServicesTransportation infrastructure: Department of Transport and MainRoadsBuilding Recovery: Department of Housing and Public WorksTelecommunications: Telecommunications providersEnergy infrastructure (electricity, gas, fuel): Department ofEnergy and Water SupplyWater Supply and Sewerage Infrastructure: Department ofEnergy and Water SupplyWater entity: UnitywaterMRGQueensland Reconstruction Authority (state)Table 24: Lead Agencies and their Recovery Functions7.3.3 Offers of AssistanceFollowing disasters, it is frequently the case that offers of assistances, such as financial,goods and services, contra-arrangements or the donation of a person’s time, are known tooverwhelm the affected area.History has shown that most disaster affected areas are unable to cope with a large influx ofdonations or offers of assistance, often resulting in problems such as: Stewardship Proper disbursement Disposal of donations that did not fit the needs of the affected community Storage issues Health issues relating to donated food that has spoiled Difficulty arranging effective means of donation transportation or delivery An inability to match offers of services with current needsOffers for assistance will be received and logged through normal council contact channels,and acceptance of offers will occur as required by the LDMG.Moreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 95 of 99 30 September 2013

The MRG will work with the LDMG and recovery agencies in providing media releases onwhat is and is not needed at a very early stage of response and/or recovery.7.3.4 Managing VolunteersVolunteers are a vital resource during the recovery phases of disasters. Council supports theuse of volunteers who are defined as unpaid offers of assistance from residents, businesses,community and other government sectors to Council.The lead agency for volunteer management is Volunteering Queensland. Councilencourages all residents who wish to volunteer for community recovery activities to registerwith Volunteering Queensland.Council’s activation of volunteer deployment and management will be conducted by theMRC. A Volunteer Coordination Team will be led by an officer appointed by the HumansocialSub-group, in the role of Volunteer Coordinator. The team may include council stafffrom several sections such as Visitor Information Centres, Community Development andLibrary Services.On activation, the Volunteer Coordination Team will develop a Volunteering Strategy tailoredto the size, scope and nature of the particular disaster event that is occurring, for approval bythe MRG. The strategy will be guided by the level of interest council receives fromvolunteering stakeholders and the community, and will be reviewed throughout the recoveryphase as required.The MRG will report to the LDMG on the adequacy of the planning and operationalarrangements for volunteers. Such arrangements will include, as a minimum: volunteerregistration, clear actions and responsibilities, health and safety, status of the environment,individual ability, skills, experience, transport, equipment, the appropriate use and availabilityof equipment and other resources and debriefings.Volunteers that are deployed by council, under existing volunteer arrangements, will beinsured by council.Where possible, public information released during a disaster event will inform thecommunity on the role that volunteers could play.7.4 STATE RECOVERY ARRANGEMENTSIn the event local and district level resources are insufficient to deal with the recoveryprocess, the Premier may establish a Task Force or Statutory Authority. The Premier, andwhere necessary the Queensland Parliament, will determine the level of authority andpowers given to the Task Force or Statutory Authority for central coordination, support andoverall direction of resource allocation. The accountability structures, role and powers for theTask Force or Statutory Authority will be determined by the Premier and/or QueenslandParliament.In parallel, the state may choose to establish one or more State Recovery Coordinatorsappointed by the Premier to assist in ensuring a cohesive recovery and reconstructionprogram. State Recovery Coordinators will act as a focal point for recovery andreconstruction between the affected region and the State Government through the Ministerfor Local Government, Community Recovery and Resilience.Moreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 96 of 99 30 September 2013

7.5 CROSS BOUNDARY ARRANGEMENTSThe cross-boundary arrangements for community recovery operations will reflect thoseinitiated during the response phase. Assistance will be provided on request from other localgovernment areas, if resources permit.Refer to section 6.14 of this document.7.6 REPORTINGRegular reporting is required to ensure effective coordination and monitoring of progress anduse of resources. When activated, the MRG will coordinate the development, approval andexecution of recovery action plans and subsequent progress reports, as well as determinethe frequency and format of SITREPs to be provided by the LDCC, recovery sub-groupsand/or agencies.Reporting by sub-groups to the MRG shall be at the discretion of the MRC followingconsultation between the MRC and the Chairs of the sub-groups.If required, the MRC shall negotiate with the DDC and the State Recovery Coordinator onthe reporting requirements to those entities. When required, the MRG will provide regularupdates on event action plans to the Disaster District and SRG. Sub-groups will provideregular updates on their Action Plans to the MRG. Additional information may be requiredby the DDC, the State Recovery Coordinator or State Recovery Group.7.7 FINANCIAL MANAGEMENTThere are various key funding mechanisms available at both state and national levels toassist in community recovery.The NDRRA are the Australian Government’s financial measures and eligibility criteriaapplied to alleviate damage or distress arising as a direct result of a natural disaster. Underthese arrangements, categories of hardship and loss are applied to determine appropriatefinancial assistance packages to individuals, groups and organisations.In the event of activation of the NDRRA, funding assistance (loans) may be available to theowners of business infrastructure and grants and assistance through the Department ofCommunities, Child Safety and Disability Services may be made to individuals and familiesto restore essential personal infrastructure.Additionally, the Australian Government may activate the Disaster Recovery Paymentscheme and/or the Disaster Income Recovery Subsidy Payment, which allocates immediatepayments to individuals, business or employees who meet certain criteria. The LDMG willensure recovery activities comply with national funding requirements.At the state level, SDRA provide financial assistance to those whose wellbeing has beenseverely affected by a natural or non-natural event. Where possible, the LDMG will ensurethat recovery activities comply with state funding requirements.In addition, all agencies are responsible for meeting and recording their own expensesincurred during the recovery process, and for claiming reimbursement of any expensesallowed under SDRA and/or NDRRA, if activated.Refer to the Financial Management Sub-plan.Moreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 97 of 99 30 September 2013

PART 8: LOCAL DISASTER MANAGEMENT SUB-PLANSLocal disaster management sub-plans form part of this LDMP and have been developed toprovide detailed and threat-specific arrangements.A list of the Moreton Bay Region’s Local Disaster Management sub-plans is located atAnnexure K.The availability and distribution of these sub-plans is controlled by council.Moreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 98 of 99 30 September 2013

ANNEXURESAnnexure A:Annexure B:Annexure C:Annexure D:Annexure E:Annexure F:Annexure G:Annexure H:Annexure I:Annexure J:Annexure K:Annexure L:Abbreviations and AcronymsDefinitionsLDMP Distribution ListContact List: LDMG Members, Advisory and Support AgenciesLDMG Terms of ReferenceList of Critical InfrastructureLarge Dangerous Goods and Major Hazardous SitesNatural Disaster Risk Management Assessment – Risk RegisterContact List: MRG MembersMRG Terms of ReferenceList of LDMP Sub-plansCommunications Sub-group Terms of ReferenceMoreton Bay Regional Council Version 3.0Local Disaster Management Plan Page 99 of 99 30 September 2013

Annexure A: Abbreviations and AcronymsThe Act Disaster Management Act 2003AIIMSBoMDAFFDCCSDSDCSDDCDDCCDDMGDEHPDHPWDMRCDSDIPDTMREMAEMQHazMatLDCLDCCLDGLLDMGLDMPMBRCMoUMHFMRCAustralasian Inter-Service Incident Management SystemBureau of MeteorologyDepartment of Agriculture, Fisheries and ForestryDepartment of Communities, Child Safety and Disability ServicesDepartment of Community SafetyDistrict Disaster CoordinatorDistrict Disaster Coordination CentreDistrict Disaster Management GroupDepartment of Environment and Heritage ProtectionDepartment of Housing and Public WorksDeputy Moreton Recovery CoordinatorDepartment of State Development, Infrastructure and PlanningDepartment of Transport and Main RoadsEmergency Management AustraliaEmergency Management QueenslandHazardous materials (in the context of emergency response).Local Disaster CoordinatorLocal Disaster Coordination CentreLarge Dangerous Goods LocationLocal Disaster Management GroupLocal Disaster Management PlanMoreton Bay Regional CouncilMemorandum of UnderstandingMajor Hazard FacilitiesMoreton Recovery CoordinatorAnnexure A: Abbreviations and Acronyms Version 3.0Local Disaster Management Plan Page 1 of 2 30 September 2013

MRGNDRRANRISOCCQASQDMAQFRSQPSRSPCASDCSDCCSDMGSDMPSDRASESSITREPSLSQSOP/sSPFSRGUSARMoreton Recovery GroupNatural Disaster Relief and Recovery ArrangementsNational Registration and Inquiry SystemOperations Coordination CentreQueensland Ambulance ServiceQueensland Disaster Management ArrangementsQueensland Fire and Rescue ServiceQueensland Police ServiceRoyal Society for the Prevention of Cruelty to AnimalsState Disaster CoordinatorA person appointed under the Act who is responsible for thecoordination of disaster response operations for the State DisasterManagement Group.State Disaster Coordination CentreState Disaster Management GroupState Disaster Management PlanState Disaster Relief ArrangementsState Emergency ServiceSituational reportSurf Life Saving QueenslandStandard Operating Procedure/sDisaster Management Strategic Policy FrameworkState Recovery GroupUrban Search and RescueSources:AS/NZS ISO 31000:2009 Risk Management - Principles and GuidelinesAustralian Emergency ManagementDisaster Management Act 2003Interim Queensland State Disaster Management Plan 2012Annexure A: Abbreviations and Acronyms Version 3.0Local Disaster Management Plan Page 2 of 2 30 September 2013

Annexure B: Definitionsthe Act Disaster Management Act 2003AdvisorAlertChairCommunityCommunityResilienceConsequenceCoordinationCoordinationCentreCouncilDisasterdistrictDisastermanagementDisastermanagementfunctionsDisastermitigationDisasteroperationsA person invited to participate in the business of a disaster managementgroup in an advisory capacity on an as-required basis.A heightened level of vigilance due to the possibility of an event in thearea of responsibility. No action is required, however the situationshould be monitored by someone capable of assessing the potential ofthe threat.The person appointed by the Moreton Bay Regional Council as the chairof the Local Disaster Management Group.A group of people with a commonality of association and generallydefined by location, shared experience, or function.The adaptive capacity of its members to respond to and influence theconsequences of disasters to continue and acceptable level infunctioning and structure.The outcome of an event or situation expressed qualitatively orquantitatively, being a loss, injury, disadvantage, or gain.The bringing together of organisations to ensure effective disastermanagement before, during and after an event. It is primarily concernedwith systematic acquisition and application of resources (people,material, equipment, etc) in accordance with priorities set by disastermanagement groups. Coordination operations horizontally acrossorganisations and agencies.A centre established at state, district or local government level as acentre of communication and coordination during times of disasteroperations.Where used means the Moreton Bay Regional Council.Part of the state prescribed under a regulation as a disaster district. TheRedcliffe Disaster District covers the Moreton Bay Region.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.The services essential to managing the impacts and consequences ofan event.The taking of preventative measures to reduce the likelihood of an eventoccurring or, if an event occurs, to reduce the severity of the event.Activities undertaken before, during or after an event happens to helpreduce loss of human life, illness or injury to humans, property loss ordamage, or damage to the environment, including, for example,activities to mitigate the adverse effects of the event.Annexure B: Definitions Version 3.0Local Disaster Management Plan Page 1 of 6 30 September 2013

Disaster reliefDisasterresponseDisasterresponsecapabilityDisasterresponseoperationsDisaster riskassessmentDistrictDisasterCoordinatorElements atRiskEvacuationEventFunctionalLead AgencyGuidelinesHazardHazMatThe provision of immediate shelter, life support and human needs ofpersons affected by, or responding to, an emergency.The taking of appropriate measures to respond to an event, includingaction taken and measures planned in anticipation of, during, andimmediately after an event to ensure that its effects are minimised andthat persons affected by the event are given immediate relief andsupport.The ability to provide equipment and a suitable number of persons,using the resources available to the Moreton Bay Regional Council, toeffectively deal with, or help another entity to deal with, an emergencysituation or a disaster in the Moreton Bay Region.The phase of disaster operations that relates to responding to adisaster.The process used to determine risk management priorities by evaluatingand comparing the level of risk against predetermined standards, targetrisk levels or other criteria.A person appointed under the Act who is responsible for thecoordination of disaster operations in the disaster district for the DisasterDistrict Management Group.The population, buildings, civil engineering works, economic activities,public services and infrastructure etc. exposed to sources of risk.The planned relocation of people from dangerous or potentiallydangerous areas to safer areas and eventual return.Any of the following:A cyclone, earthquake, flood, storm, storm tide, tornado, tsunami,volcanic eruption or other natural happening;An explosion or fire, a chemical, fuel or oil spill, or a gas leak;An infestation, plague or epidemic;A failure of, or disruption to, an essential service or infrastructure;An attack against the state;Another event similar to an event mentioned in paragraphs (a) to (e).An event may be natural or caused by human acts or omissions.An agency allocated responsibility to prepare for and provide a disastermanagement function and lead relevant organisations that provide asupporting role.Guidelines are developed under s63 of the Act to inform the SDMG,DDMG and council about the preparation of disaster managementplans, matters to be included in disaster management plans and otherappropriate matters about the operation of a DDMG or LDMG.A source of potential harm, or a situation with a potential to cause loss.Hazardous materials (in the context of emergency response)Lean forwardAn operational state prior to ‘stand up’ characterised by a heightenedlevel of situational awareness of a disaster event (either current orAnnexure B: Definitions Version 3.0Local Disaster Management Plan Page 2 of 6 30 September 2013

impending) and a state of operational readiness. Disaster coordinationcentres are on standby; prepared but not activated.LikelihoodLocal DisasterCoordinatorLocal DisasterManagementGroupUsed as a general description of the probability or frequency.A person appointed under the Act who is responsible for thecoordination of disaster operations for the Local Disaster ManagementGroup.The group responsible for implementing the requirements of localgovernment with respect to development and implementation of disastermanagement arrangements for the local government area.MitigationMoretonAlertPost-disasterassessmentPreparednessPreventionPrimaryAgencyMeasures taken in advance of a disaster aimed at decreasing oreliminating its impact on society and environment.An alert system provided by Moreton Bay Regional Council that sendsalert messages registered users about local disaster events via text,voice message and/or e-mail. MoretonAlert provides warnings aboutsevere weather, possible major dam releases and flash flooding eventswithin the region. The system complements existing warningmechanisms.Addresses performance during and the risks revealed by a disasterevent in order to improve future development of mitigation measures.Post-disaster assessment forms part of continuous improvement of thewhole system.Arrangements to ensure that, should an emergency occur, all thoseresources and services which are needed to cope with the effects canbe efficiently mobilised and deployed.Regulatory and physical measures to ensure that emergencies areprevented, or their effects mitigated.An agency allocated responsibility to prepare for and respond to aspecific hazard based on their legislated and/or technical capability andauthority.Reconstruction Actions taken to re-establish a community after a period of rehabilitationsubsequent to a disaster. Actions would include construction ofpermanent housing, restoration of all services, and complete resumptionof the pre-disaster state.RecoveryRegion/ theregionThe taking of preventative measures to recover from an event, includingaction taken to support disaster-affected communities in thereconstruction of infrastructure, the restoration of emotional, social,economic and physical wellbeing, and the restoration of theenvironment.The area governed by the Moreton Bay Regional Council.RehabilitationThe operations and decisions taken after a disaster with a view torestoring a stricken community to its former living conditions, whilstAnnexure B: Definitions Version 3.0Local Disaster Management Plan Page 3 of 6 30 September 2013

encouraging and facilitating the necessary adjustments to the changescaused by the disaster.ReliefResidual riskResponseRiskRisk controlRiskidentificationRiskmanagementRiskmanagementprocessRisk reductionRisk registerRisk transferRisk treatmentSeriousdisruptionSource of RiskStand downStand upThe provision of immediate shelter, life support and human needs ofpersons affected by, or responding to, an emergency.The risk remaining after risk treatment. Residual risk can containunidentified risk. Residual risk can also be known as ‘retained risk.’Actions taken in anticipation of, during, and immediately after, anemergency to ensure its effects are minimised and that people affectedare given immediate relief and support.The effect of uncertainty on objectives.That part of risk management, which involves the provision of policies,standards, and procedures to eliminate, avoid, or minimise adverse risksfacing a community.The process of finding, recognising and describing risks.Coordinated activities to direct and control a community or organisationwith regard to risk.The systematic application of management of policies, procedures andpractises to the tasks of communicating, consulting, establishing thecontext, and identifying, analysing, evaluating, treating, monitoring andreviewing risk.Actions taken to lessen the likelihood, negative consequences, or both,associated with a risk.A listing of risk statements describing sources of risk and elements atrisk with assigned consequences, likelihoods and levels of risk.Shifting the responsibility or burden for loss to another party throughlegislation, contract, insurance, or other means. Risk transfer can alsorefer to shifting a physical risk, or part thereof, elsewhere.Process of selection and implementation of measures to modify risk.Serious disruption means:loss of human life, or illness or injury to humans; orwidespread or severe property loss or damage; orwidespread or severe damage to the environmentSource of potential harm e.g. bushfire, cyclone etc.Transition from responding to an event back to normal core businessand/or recovery operations. There is no longer a requirement torespond to the event and the threat is no longer present.The operational state following ‘lean forward’ whereby resources aremobilised, personnel are activated and operational activitiescommenced. Disaster coordination centres are activated.State DisasterCoordinatorA person appointed under the Act who is responsible for thecoordination of disaster response operations for the State DisasterAnnexure B: Definitions Version 3.0Local Disaster Management Plan Page 4 of 6 30 September 2013

Management Group.the Act Disaster Management Act 2003VulnerabilityThe conditions determined by physical, social, economic andenvironmental factors or processes, which increase the susceptibility ofa community of the impact of hazards.Sources: AS/NZS ISO 31000:2009 Risk Management - Principles and GuidelinesAustralian Emergency ManagementDisaster Management Act 2003Interim Queensland State Disaster Management Plan 2012Annexure B: Definitions Version 3.0Local Disaster Management Plan Page 5 of 6 30 September 2013

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Annexure C: LDMP Distribution ListThe LDMP and its amendments are distributed to the agencies listed below.Specifically, copies are sent to individuals listed in the most relevant LDMG GroupMembership Register, including LDMG sub-groups.Adventist Development and Relief AgencyAustralian Defence ForceAustralian Red CrossChambers of CommerceDepartment of Agriculture, Fisheries and ForestryDepartment of Communities, Child Safety and Disability ServicesDepartment of Environment and Heritage ProtectionDepartment of Housing and Public WorksDepartment of State Development, Infrastructure and PlanningDepartment of Tourism, Major Events, Small Business and the Commonwealth GamesDepartment of Transport and Main RoadsEmergency Management QueenslandEnergexMaritime Safety QueenslandMoreton Bay Regional CouncilQueensland Ambulance ServiceQueensland Fire and Rescue ServiceQueensland HealthQueensland Police ServiceQueensland RailRCAMB Recovery ServicesRedcliffe Coast GuardRegional Development Australia (Moreton Bay)RSPCASt John AmbulanceSt Vincent de PaulSalvation ArmySeqwaterStafford Tenant Advice and Advocacy ServiceState Emergency ServiceSurf Life Saving QueenslandTelstraTourism and Events QueenslandUnitywaterAnnexure C: LDMP Distribution List Version 3.0Local Disaster Management Plan Page 1 of 1 30 September 2013

Annexure D: Contact List - LDMG Members, Advisory and Support AgenciesThe distribution of this information is restricted to LDMG members and council staff only, oras approved by council.

Annexure E: LDMG Terms of ReferenceThe distribution of this information is restricted to LDMG members and council staff only, oras approved by council.

Annexure F: List of Critical InfrastructureThe distribution of this information is restricted to LDMG members and council staff only, oras approved by council.

Annexure G: Large Dangerous Goods and Major Hazardous SitesThe distribution of this information is restricted to LDMG members and council staff only, oras approved by council.

Annexure H: Natural Disaster Risk Management Assessment – Risk RegisterThe distribution of this information is restricted to LDMG members and council staff only, oras approved by council.

Annexure I: Contact List: MRG MembersThe distribution of this information is restricted to LDMG members and council staff only, oras approved by council.

Annexure J: MRG Terms of ReferenceThe distribution of this information is restricted to LDMG members and council staff only, oras approved by council.

Annexure K: List of LDMP Sub-plansThe distribution of this information is restricted to LDMG members and council staff only, oras approved by council.

Annexure L: Communications Sub-group Terms of ReferenceThe distribution of this information is restricted to LDMG members and council staff only, oras approved by council.