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Gladstone District Disaster

Management Plan

Gladstone District Disaster Management Plan 2 June 2016 Version 2.1

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Comprising

Version 2.1

June 2016


Foreword The communities located within the Gladstone Disaster District are susceptible to the impacts from a variety of natural, non-natural and technological hazards. The district is a dynamic and fast growing area of Central Queensland that is 39,065 km2 in size and encompasses the local government areas of the Gladstone Regional Council which comprises 10,488 km2 and the Banana Shire Council which covers 28,577 km2. The district has a wide range of topography and changing demographics, including a number of offshore islands, various coastal ranges and includes the whole of the catchment of the Calliope River and over 90% of the catchment of the Boyne River, the Dawson and Callide Valleys including the Dawson River Catchment area.

The Gladstone District Disaster Management Plan (the Plan) has been prepared under the authority of the Disaster Management Act 2003 to provide a framework for comprehensive disaster management within the Gladstone District and to ensure that disaster management and disaster operations in the district are consistent with the State group’s Disaster Management Strategic Policy Framework for disaster management for the State.

The plan is designed to enhance the District’s disaster management capacity by ensuring the necessary strategies are in place to provide a comprehensive (Prevention/Mitigation, Preparedness, Response and Recovery), all-agency, whole-of-government approach to disaster management through effective disaster management arrangements that may be applied in an all-hazards context. The plan also incorporates hazard specific strategies for disaster management in respect to hazards identified through hazard analysis as having potential to cause significant losses within the community; physically, psychologically and economically. The plan is a dynamic document that may be amended as required to incorporate legislative changes and lessons learned from activations during disaster situations. The plan will also be reviewed periodically and amended as necessary to address the districts most significant risks as identified through hazard analysis and risk assessments and ensure compliance with current best practice procedures in disaster management planning.

Inspector Darren Somerville District Disaster Coordinator Gladstone District Disaster Management Group Date: 21st April 2016


Endorsement The preparation, update and modification of this district disaster management plan has been undertaken in accordance with the Disaster Management Act 2003 (DM

Act), to provide for effective disaster management in the district. The plan is endorsed for distribution by the District Disaster Management Group.

Inspector Darren SOMERVILLE District Disaster Coordinator

Gladstone District Disaster Management Group

Date: 14 November 2013


Contents Foreword ......................................................................................................................................... 5

Endorsement ................................................................................................................................. 6

Contents ......................................................................................................................................... 8

Document Control ....................................................................................................................... 11

Amendment Control .............................................................................................................................. 11

Amendment Register ............................................................................................................................. 11

Distribution .............................................................................................................................................. 13

Access ...................................................................................................................................................... 13

Definitions ..................................................................................................................................... 14

Abbreviations and Acronyms .................................................................................................... 18

Administration and Governance.............................................................................................. 20

Authority to Plan ................................................................................................................................... 20

Purpose ................................................................................................................................................... 20

Objectives ............................................................................................................................................... 20

Strategic Policy Framework ................................................................................................................. 20

Scope ........................................................................................................................................................ 21

Disaster Management Priorities ..........................................................................................................22

Review and Renew Plan ........................................................................................................................ 23

Review of Local Disaster Management Arrangements ....................................................................24

District Disaster Management Group ...................................................................................... 25

Establishment ............................................................................................................................................ 25

Membership .............................................................................................................................................. 25

Structure ....................................................................................................................................................26

Functional and Supporting Committees .................................................................................................... 27

Roles and Responsibilities ................................................................................................................... 28

GOVERNANCE .........................................................................................................................................36

Meetings ..................................................................................................................................................36

Reporting .................................................................................................................................................36

Administrative Reporting: ........................................................................................ 36

Operational Reporting: .............................................................................................. 37

Disaster Risk Management ...................................................................................................... 38

Community Context .............................................................................................................................. 38

Size of District (km2)................................................................................................. 38

Population ...................................................................................................................... 38

Geography ..................................................................................................................... 38

Climate and weather .................................................................................................. 39

Major Industry ............................................................................................................. 39


Critical / Major Infrastructure ................................................................................. 41

Water .............................................................................................................................. 41

Port .................................................................................................................................. 41

Power .............................................................................................................................. 42

Sewerage ....................................................................................................................... 42

Telecommunications ................................................................................................... 42

Essential Services ....................................................................................................... 42

Health ............................................................................................................................. 42

Ambulance..................................................................................................................... 43

Police ............................................................................................................................... 43

Fire and Rescue ........................................................................................................... 43

State Emergency Service ......................................................................................... 43

Hazards ................................................................................................................................................... 44

Risk Assessment..................................................................................................................................... 54

Risk Treatment .......................................................................................................................................58

Capacity Building......................................................................................................................... 61

Community Awareness ......................................................................................................................... 61

Training .................................................................................................................................................... 61

Exercises ..................................................................................................................................................62

Exercise Evaluation ................................................................................................................................63

Post-Disaster Assessment ....................................................................................................................63

Response Strategy ...................................................................................................................... 65

Warning Notification and Dissemination ............................................................................................ 65

Activation ................................................................................................................................................ 69

District Disaster Coordination Centre ................................................................................................ 69

Concept of Operations for Response ..................................................................................................70

Temporary District Groups ........................................................................................................................ 75

Functional Plans .................................................................................................................................... 80

Hazard Specific Arrangements ........................................................................................................... 80

Recovery Strategy ..................................................................................................................... 83

Scope ....................................................................................................................................................... 83

Functions of Recovery .......................................................................................................................... 83

Immediate/short term recovery ......................................................................................................... 86

Transition Triggers ................................................................................................................................ 86

Medium/Long Term Recovery .............................................................................................................. 87

Operational and Action Plans ............................................................................................................... 87

Transition to normal business ............................................................................................................. 87

Annexure Index .......................................................................................................................... 88

Distribution List ..................................................................................................................................... 89

Gladstone District Disaster Management Group Contact List ...................................................... 90


Gladstone District Risk Register .......................................................................................................... 91

Gladstone District Risk Treatment Plan ........................................................................................... 201

District Levels of Activation for Response Arrangements ............................................................ 271


Document Control

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

Gladstone Police Station

P.O. Box 1000

Gladstone QLD 4680

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

Amendment Register

Amendment Plan Updated

No / Ref Issue Date Comment Inserted by Date

1.0/Draft November 2011

J.M. BECKITT (Gladstone DDMG XO) Submitted for approval

2nd December 2011

1.1 Plan Review & Rewrite

May 2014

JM HEALY (Gladstone DDMG XO) Submitted for approval and endorsement

15th May 2014

1/2015 September 2015

The following sections have been updated and modified to reflect State Govt. Agency changes and best practice: • Glossary of Terms • Scope • Local Government

information • Disaster Management

Priorities • Review and Renew Plan

S/Sgt JM HEALY GDDMG XO

15th September 2015


• Local Disaster Management Arrangements

• Membership • Roles and Responsibilities • Governance • Community Context • Annexure E: Activation

triggers and response table

1/2016 April 2015

Minor updates and changes: • EMQ replaced with QFES

EM • Risk Management Plan

amended – move working papers to appendix

• Include meeting dates in appendix

• Updates contacts

S/Sgt JM HEALY GDDMG XO

21ST April 2016


Distribution This plan has been distributed in accordance with the distribution list at Annexure A. Access Section 56 of the Disaster Management Act 2003 was amended in2011 and now provides that a copy of the district disaster management plan must be available for inspection, free of charge, by members of the public, at the department’s head office; and on the department’s website; and at other places the chairperson of the group considers appropriate. The Gladstone District Disaster Management Plan is available on the Queensland Police Service website and is stored electronically at the Gladstone Police District. Subsection (2) provides that the group must, on payment of the appropriate fee, give a person a copy of the plan. In this section— appropriate fee means the fee, decided by the chairperson of the district group, which is no more than the reasonable cost of providing the copy. Section 6 of the Right To Information Regulation 2009, provides guidance with regards to the term appropriate fee. The current fee for a black-and-white (hard) photocopy of the document in A4 size—$0.25 for each page. This does not include the actual cost of— (a) if access to the document is given by emailing the document to the applicant—the email; or (b) if access to the document is given by giving the document to the applicant on a disc—the disc. Certain matters and areas although referred to in the Gladstone District Disaster Management Plan will be not available to members of the public and are restricted documents. They have not been included in the plan due to their potential security, sensitive nature combined with the requirement to provide any member of the public with a copy of the plan for inspection.


Definitions

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

Chair

The person appointed by the Commissioner, Queensland Police Service as the Chair of the DDMG. The Chair of the group is the District Disaster Coordinator (DDC). The Gladstone DDC is the Patrol Group Inspector for Gladstone.

Coordination

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

Deputy Chair

The person appointed by the Commissioner, Queensland Police Service as the Deputy Chair of the DDMG. The Deputy Chair of the Gladstone DDMG is currently occupied by the Tactician Gladstone.

Disaster

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

Management Act 2003).

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

Disaster Management (DM)

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

2003). Disaster Management Group

One of or a number of any of the following: SDMG, DDMG or LDMG.

Disaster Management Strategic Policy Framework

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

Disaster mitigation

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

Act 2003).

Disaster operations

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


Disaster response

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

Disaster response operations

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

Disaster recovery operations

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

Disaster risk assessment

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

mitigation, relief and recovery arrangements: 2002).

Disaster District Coordinator

A person appointed under the Disaster Management Act

2003 who is responsible for the coordination of disaster operations in the disaster district for the District Disaster Management Group.

District Disaster Management Group (DDMG)

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

District Disaster Management Plan (DDMP)

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

Event

(1) Any of the following: a. a cyclone, earthquake, flood, storm, storm tide,

tornado, tsunami, volcanic eruption or other natural happening

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

c. an infestation, plague or epidemic (example of an

epidemic – a prevalence of foot-and-mouth disease) d. a failure of, or disruption to, an essential service or

infrastructure e. an attack against the state f. another event similar to an event mentioned in (a)

to (e). (2) An event may be natural or caused by human acts or

omissions. (Disaster Management Act 2003)

Executive Officer (XO) DDMG

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

Executive Team The Chairperson, Deputy Chairperson and Executive Officer.

Extraordinary Meeting

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

Functional Lead Agency

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


Guidelines

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

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

Local Disaster Coordinator (LDC)

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

Local Disaster Management Group (LDMG)

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

Local Disaster Management Plan (LDMP).

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

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

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

Post-disaster Assessment

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

Reforming mitigation, relief and recovery arrangements:

2002).

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

Queensland disaster management arrangements (QDMA)

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

Recovery

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

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

Residual Risk

The risk remaining after risk treatment. Residual risk can contain unidentified risk. Residual risk can also be known as ‘retained risk’. (ISO Guide 73:2009 Risk management

– Vocabulary)

Risk The effect of uncertainty on objectives. (ISO Guide

73:2009 Risk management – Vocabulary)


Risk Management Coordinated activities to direct and control a community or organisation with regard to risk. (Adapted from ISO Guide

73:2009 Risk management – Vocabulary)

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

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

Guidelines)

Serious Disruption

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

State Disaster Coordinator (SDC)

A person appointed under the Act who is responsible for the coordination of disaster response operations for the SDMG.

State Disaster Management Plan

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

State Recovery Coordinator

A person appointed under the Disaster Management Act

2003 Part 2, Division 1, subdivision 2, Section 21D Temporary District Disaster Management Group

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


Abbreviations and Acronyms ADF Australian Defence Force ALARP As Low As Reasonably Practicable AUSSVETPLAN Australian Veterinary Plan BoM Bureau of Meteorology BSC Banana Shire Council DACC Defence Aid to the Civil Community DAFF Department of Agriculture, Fisheries and Forestry DDC District Disaster Coordinator DDCC District Disaster Coordination Centre DDMG District Disaster Management Group DDMP District Disaster Management Plan DEHP Department of Environment and Heritage Protection DHPW Department of Housing and Public Works DM Act Disaster Management Act 2003 (Qld) DNPSR Department of National Parks Sport and Racing DNAPR Delaware North Australia Parks and Resorts DCCSDS Department of Communities, Child Safety and Disability Services DRAT District Risk Assessment Team DRC District Recovery Coordinator DRG District Recovery Group DSDIP Department of State Development Infrastructure and Planning DSITIA Department of Science, Information Technology, Innovation &

Planning EAP Emergency Action Plan ECC Earthquake Coordination Committee (Qld) GAWB Gladstone Area Water Board GRC Gladstone Regional Council IGEM Inspector General for Emergency Management LDC Local Disaster Coordinator LDCC Local Disaster Coordination Centre LDMG Local Disaster Management Group LDMP Local Disaster Management Plan LEI Lady Elliot Island LGAQ Local Government Association of Queensland LNG Liquefied Natural Gas MSQ Maritime Safety Queensland NDRRA Natural Disaster Relief and Recovery Arrangements NERAG National Emergency Risk Assessment Guidelines NGO Non-Government Organisation OPSO Operations Support Officer QPS PSPA Public Safety Preservation Act QAS Queensland Ambulance Service QDMA Queensland Disaster Management Arrangements QFES Queensland Fire and Emergency Service QH Queensland Health QPS Queensland Police Service RFA Request for Assistance SDC State Disaster Coordinator SDCC State Disaster Coordination Centre SDCG State Disaster Coordination Group


SDMG State Disaster Management Group SDMP State Disaster Management Plan SDRA State Disaster Relief Arrangements SITREP Situation Report SOP Standard Operating Procedure SPF Disaster Management Strategic Policy Framework

STC Severe Tropical Cyclone

TC Tropical Cyclone

the Act Disaster Management Act 2003

the Minister Minister for Police, Corrective Services and Emergency Services XO Executive Officer


Administration and Governance Authority to Plan This district disaster management plan is prepared in accordance with the provisions of s53 of the Disaster Management Act 2003.

Purpose This plan details the arrangements within the Gladstone disaster district to provide whole-of-government planning and coordination capability to support local governments in disaster management and disaster operations. Objectives The objective of the Gladstone district disaster management plan is to facilitate the implementation of effective and efficient disaster management strategies and arrangements including:

• the development, review and assessment of effective disaster management for the district including arrangements for mitigating, preventing, preparing for, responding to and recovering from a disaster;

• compliance with the State Disaster Management Group’s (SDMG) Strategic

Policy Framework; the State Disaster Management Plan; the District Disaster

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

• the development, implementation and monitoring of priorities for disaster

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

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

• supporting the mainstreaming of disaster preparedness and mitigation into

relevant areas of activity of government, non-government, small business and corporations;

• aligning disaster risk reduction, disaster mitigation, disaster resilience and

climate change adaptation policy and actions with international and national reforms;

• promoting a transparent, systematic and consistent approach to disaster risk

assessment and management, based on the National Emergency Risk


Assessment Guidelines and the Australian/New Zealand Standard AS/NZS ISO

31000:2009 Risk management – Principles and guidelines;

• recognising the commitment of stakeholders and the need for collaboration across all levels of government, community, industry, commerce, government owned corporations, private and volunteer organisations, and local communities in all aspects of disaster management;

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

consultative decision-making and shared responsibilities among stakeholders; and

• promoting community resilience and economic sustainability through disaster

risk reduction.

Scope This plan details the arrangements necessary to undertake disaster management within the Gladstone disaster district in support of the Banana Shire Council and Gladstone Regional Council. This entails the use of any State and Commonwealth government department and/or agencies and all available resources for the prevention of, preparedness for, response to and recovery from, the effects of disasters or events having a community consequence, whilst utilising an all hazards approach. The Gladstone disaster District is a combination of two local government boundaries as identified below:

• Gladstone Regional Council • Banana Shire Council

The total size in square kilometres of Gladstone District is 39,065 km2. The size in square kilometres for each local government area within Gladstone District is;


Gladstone Regional Council – 10,488 km2 Banana Shire Council – 28,577 km2. Each of the 2 local government areas is made up of several main townships, namely: BANANA SHIRE COUNCIL:

• Biloela • Moura • Taroom • Baralaba • Cracow • Dululu

• Goovigen • Jambin • Thangool • Theodore • Wowan

GLADSTONE REGIONAL COUNCIL

• Gladstone • Calliope • Mount Larcom • Tannum Sands • Agnes Water

• Baffle Creek, Lowmead, Rosedale

• Miriam Vale • Boyne Valley (Many Peaks,

Ubobo, Nagoorin, Buliyan) The Gladstone Regional Council area also encompasses the Capricorn and Bunker Group of Islands which include Lady Musgrave Island, Heron Island, Lady Elliot Island, Masthead Island, North West Island, Tyron Island, Wilson Island, and One Tree Island and the Gladstone harbour islands including Curtis Island, Facing Island, and Quoin Island.

Disaster Management Priorities The priorities for the Gladstone Disaster Management Group are to:

1. Implement effective governance through sound performance management and a focus on continuous improvement.

2. Ensure consistent application of legislation, regulations and supporting policies.

3. Develop and maintain a District Disaster Management Group membership who are appropriately qualified, and able to contribute to meeting the functions of the District Disaster Management Group.

4. Manage training of DDMG members in line with the Queensland Disaster Management Training Framework.

5. Review and implement District Sub Committees to meet identified hazards.

6. Write, review and exercise District Plans to ensure effective Disaster Management.

7. Review and exercise Local Government Disaster Management Plans.

8. Develop and maintain effective local community communications strategies.


9. Improve community (including business) disaster planning/mitigation and preparation.

10. Develop and maintain effective relationships with key stakeholders.

11. Evaluate the relevance of, and where necessary implement State recommendations or findings from other jurisdiction’s inquiries and debriefs;

12. Establishing a flexible, agile disaster management structure capable of providing a swift and effective response;

13. Coordinating the provision of State resources and services to support the local group in all phases of disaster management.

14. Monitor and evaluate the disaster management arrangements to: • Streamline arrangements; • Develop clear accountability, including defined roles and

responsibilities at all levels of the disaster management arrangements;

• Improve the communication flow process; and • Develop whole-of-government, media and community

engagement arrangements. The Gladstone DDMG Annual Operational Plan has been prepared as a tool to outline, implement, manage and monitor these priorities. The Annual Operational Plan is controlled by the Executive Office of the Gladstone DDMG, in consultation with the DDC and other DDMG members.

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

• April-May: Review conducted; • June: Draft amendments formally submitted to DDMG for approval; • July: Approved amendments (or new plans, if appropriate) are

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

• April-May: Functional Committee reviews sub-plan; • June: Draft amendments submitted to DDMG for consideration and

approval; • July: Approved amendments (or new sub-plans if appropriate) are

disseminated to all stakeholders. The effectiveness of the DDMP and sub-plans shall be reviewed against the ‘Criteria for review of Emergency Management plans’ as contained in Annex A to Chapter


Eleven of the Australian Emergency Manual, Community Emergency Planning Guide,

2nd Edition.

The Gladstone DDMP and Sub-plans may be reviewed or renewed at any other time should it become apparent that urgent amendment is required to effect the operational effectiveness of DDMG activities.

Review of Local Disaster Management Arrangements In accordance with s23 of the Act it is a function of the DDMG to regularly review and assess the disaster management of local groups in the district. It will be the responsibility of each Regional Council to annually review their local disaster management arrangements, including their respective Local Disaster Management Plans and submit a review report to the DDC. This review report is to be compiled in a format similar to the DDMG Annual Report. It is recommended that the review be conducted in consultation with representative/s from QFES Emergency Management. The disaster management arrangements and capabilities of the Banana Shire Council and Gladstone Regional Council, including their respective Local Disaster Management Plans, shall be formally reviewed annually by the DDMG and coordinated by the Executive Officer. It is recommended that the review be conducted in consultation with representative/s from QFES Emergency Management. The effectiveness of the LDMG shall be reviewed against the ‘Criteria for review of Emergency Management Plans’ as contained in Annex A to Chapter Eleven of the Australian Emergency Manual, Community Emergency Planning Guide, 2nd Edition. The effectiveness of the LDMP shall be reviewed utilising the ‘Local Disaster Management Plan Review and Assessment tool’, or as directed by the Office of the Inspector General for Emergency Management (IGEM). The outcome of these reviews will be presented to the SDMG in November each year for consideration. The LDMG and their respective LDMP may be reviewed at any other time should it become apparent that urgent attention is required to ensure the operational effectiveness of LDMG activities. The outcome of these reviews will be presented to the SDMG at the earliest opportunity for consideration. The DDMG will also work with local government groups to establish an annual calendar of exercises to be conducted locally and in conjunction with other District and Local Government Groups, in accordance with DDMG Annual Operational Plans.


District Disaster Management Group

Establishment The Gladstone District Disaster Management Group (DDMG) is established under Section 22 ‘Functions’ of the Disaster Management Act 2003.

Membership

Section s24 of the Act provides for the membership of district groups. For management purposes, the Gladstone DDMG is divided into two (2) sub-groups, consisting of: • Core Members • Advisory members to the DDMG In considering appropriate membership to the DDMG, members should ensure they:

• Attend DDMG activities with a full knowledge of their agency resources and services and the expectations of their agency;

• Are available and appropriately briefed to actively participate in DDMG activities to ensure that plan, projects and operations use the full potential of their agency or function, while recognising any resource or capacity limitations;

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

• Have completed relevant disaster management training; and

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

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


Structure DDMG Chairperson (District Disaster Coordinator) The structure of the Gladstone DDMG complies with section 24 of the Disaster

Management Act 2003 with the Queensland Police Service Gladstone Patrol Group Inspector occupying the role of the Gladstone District Disaster Coordinator (DDC) - (s24(1)(a) + (s25(1)(a)). The DDC is also the chairperson of the DDMG (section 25A). The chairperson of the DDMG must report regularly to the State group about the performance by the district group of its functions (section 26). Deputy District Disaster Coordinator The DDC has an appointed Deputy who may perform the functions of chairperson in the absence of the DDC (s24(1)(b) + (s25(1)(b)) as appointed by the Commissioner of the police service. Executive Officer

A police officer occupies the role of the Executive Officer (XO) to the Gladstone DDMG (s24(1)(b) + (s27)). Section 28 of the Act provides ‘the function of the XO of a district group is to support the group in the performance of its functions, as directed by the chairperson of the district group.’ Core members Core membership of the Gladstone DDMG comprises a representative from each local government (s24(1)(d)), and state government departments (s24(1)(e)(f)). Appointments to the DDMG are made in reference to the position held by the representative of their department and not to their name. This allows for the capacity for movement of personnel within their respective organisations without affecting the quorum or membership of the DDMG. Core membership consists of:

• Queensland Police Service – DDC, Deputy DDC, Executive Officer

• Banana Shire Council

• Gladstone Regional Council

• Queensland Fire and Emergency Services – Fire, Emergency Management,

Rural

• Queensland Ambulance Service

• Department of Transport and Main Roads

• Maritime Safety Queensland

• Department of Communities, Child Safety and Disability Services

• Queensland Health (Clinical Services)

• Queensland Health (Public Health)

• Department of Housing and Public Works

• Department of Environment and Heritage Protection

• Department of National Parks, Sport and Racing

Advisory Membership consists of:

• Department of Education and Training


• Department of Agriculture, Fisheries and Forestry

• Department of State Development, Infrastructure and Planning

• Australian Defence Force (JOSS)

• Ergon Energy

• Telstra

• Capricorn Helicopter Rescue Service

• Aurizon

• Red Cross

• ABC Radio Capricornia

• Persons representing departments whom the Executive Officer of the SDMG in

consultation with the DC considers appropriate to be represented on the

group as advisors.

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

Functional and Supporting Committees

Committees may be formed from time to time by the DDMG or by authority of the DDC in response to an event or a perceived issue. The nature of the committee will depend on the nature of the event or issue. Gladstone District Community Recovery Committee

The Gladstone XO is currently an advisor of the Gladstone District Community (Human and Social) Recovery Committee. This committee is organised by the Department of Communities, Child Safety and Disability Services who are the lead agency for community (Human and Social) recovery. Meetings are chaired by the Regional Executive Director, Central Region, Department of Communities and convened and organised by the Community Support Officer (Community Recovery). Meetings are convened quarterly.

Roles and Responsibilities

Organisation DDMG Position

Responsibilities

Queensland

Police Service

Chairperson / District Disaster Coordinator Executive Officer to the DDMG

Primary agency responsibility for terrorism

� Coordinate disaster management including disaster response operations for the District

group. � Provide executive support to the District group. � Preserve peace and good order. � Prevent crime. � Maintain any site as a possible crime scene. � Coordinate evacuation operations. � Coordinate search and rescue operations. � Manage the registration of evacuees and associated inquiries in conjunction with the

Australian Red Cross and local government. � Conduct traffic control, including assistance with road closures and maintenance of road

blocks. � Provide security for damaged or evacuated premises. � Respond to and investigate traffic, rail and air incidents. � Provide a Disaster Victim Identification capability.



Responsibilities

Queensland Fire & Emergency

Service

(Emergency

Management)

Operations Support to the DDCC

Functional lead agency for warnings � Provide advice and support to the DDMGs and LDMGs in relation to disaster management

and disaster operations. � Provide training to DDMG and LDMG members and advisors. � Ensure that disaster management and disaster operations within the District are

consistent with the State’s policy framework, plans, and guidelines. � Ensure that persons performing functions under the Act in relation to disaster operations

are appropriately trained. � Review, assess and report on the effectiveness of disaster management by the District,

including the district and local plans. � Administer NDRRA relief measures in accordance with State Disaster Relief Arrangements

and Natural Disaster Relief and Recovery Arrangements. � Perform the following responsibilities in support of disaster operations:

o Develop, maintain, monitor and continuously improve the District’s disaster management arrangements and systems

o Assist with and manage resupply operations o Coordinate, support and manage the deployment of State Emergency Service

resources o Coordinate, support and manage the deployment of QFES EM Helicopter Rescue

resources o Support the deployment of Queensland Corrective Services resources

Local Government

(Banana Shire Council and Gladstone Regional Council)

Member Primary agency responsibility for disaster management at local level

� Coordinate disaster management including disaster response operations for the Local group.

� Ensure that disaster management and disaster operations within the LDMG are consistent with the State’s policy framework, plans, and guidelines.

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

� Perform the following responsibilities in support of disaster operations: o Develop, maintain, monitor and continuously improve the LDMG ’s disaster



Responsibilities

management arrangements and systems o Assist with and manage resupply operations with QFES EM o Coordinate, support and manage the deployment of State Emergency Service

resources with QFES EM o Coordinate, support and manage the deployment of QFES EM Helicopter Rescue

resources � Coordinate, support and manage disaster recovery operations in collaboration with

Department of Communities, Child Safety and Disability Services, Department of State Development and Infrastructure and Planning, Red Cross Australia and any NGO assisting with recovery.

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

� Support compliance of State Planning Policies for new developments � Amend Building Codes and Standards to reduce vulnerability to hazard impacts and

improve environmental sustainability � Review and assess building requirements in order to mitigate the impact of natural

disasters on infrastructure

Queensland

Ambulance

Service

Member Primary agency for emergency medical response � Provide, operate and maintain ambulance services � Access, assess, treat and transport sick and/or injured persons � Protect persons from injury or death, during rescue and other related activities � Coordinate all volunteer first aid groups during for major emergencies and disasters � Provide and support temporary health infrastructure where required � Collaborate with Queensland Clinical Coordination Centre in the provision of paramedics

for rotary wing operations � Participate in search and rescue, evacuation and victim reception operations � Participate in Health Facility evacuations � Collaborate with Queensland Health in mass casualty management systems � Provide Disaster, Urban Search and Rescue (USAR), Chemical Hazard (Hazmat),

Biological and Radiological operations support with specialist logistics and specialist paramedics



Responsibilities

Queensland Fire and Emergency

Service

Member Primary agency for fire Primary agency for chemical / hazardous materials (HazMat) related incidents Primary agency for rescue operations

� Rescue of persons isolated or entrapped in swift water / floodwater events � Provide Impact Assessment, and intelligence gathering capabilities � Provide logistical and communications support to disasters within capabilities including

air operations � Provide Urban Search and Rescue (USAR) capability for building collapse events � Provide rescue capability for persons trapped in any vehicle, vessel, by height or in

confined space. � Provide control, management and pre-incident planning of fires (structural, landscape

and transportation) � Provide advice, chemical analysis and atmospheric monitoring at chemical / HazMat

incidents � Provide mass and technical decontamination capabilities under State Biological Disaster

and State Radiological Disaster response � Support the Queensland Hazardous Materials Incident Recovery Plan � Support the Queensland Coastal Contingency Action Plan - Chemical Spill Response Plan

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

Department of

Public Works

Member Functional lead agency for emergency supply

Functional lead agency for communications services Functional lead agency for building and engineering services

� Assist LDMG, DDMG or agencies source disaster response-related (emergency) supplies

and equipment � Provide support to establish strategic coordination/command and other response related

built infrastructure through access to specialist building services, vehicle hire solutions and temporary voice/data communications

� Provide public works-related professional services, trade staff, damage inspection, building repairs and technical support to disaster response and recovery



Responsibilities

� Provide temporary/portable accommodation and alternative building accommodation solutions for disaster response and recovery.

� Provide technical advice on structural/services suitability of buildings for use as community evacuation centres and new cyclone shelters

Department of Transport and Main Roads

Member Functional lead agency for transport systems Primary agency for sea pollution where it impacts, or is likely to impact, on Queensland Coastal Waters

� Provide information and advice on the impact of disruptive events on road, rail, aviation and maritime infrastructure as it affects the transport system

� Enable an accessible transport system through reinstating road, rail and maritime infrastructure

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

� Ensure the capability of logistics related industries are appropriately applied to disaster response and recovery activities

Maritime Safety

Queensland (Although a division under DTMR this organisation occupies a position separate from DTMR due to the infrastructure and transport associated with

Member Primary agency for sea pollution where it impacts, or is likely to impact, on

Queensland Coastal Waters � Provide information and advice on the impact of disruptive events on maritime

infrastructure as it affects the maritime transport system. � Enable an accessible maritime transport system through reinstating maritime

infrastructure. � Assist with the safe movement of people as a result of mass evacuation of a disaster

affected community off-shore including resort islands. � Ensure the capability of logistics related industries are appropriately applied to disaster

response and recovery activities. � Provide operate and maintain response to sea pollution impacting events.



Responsibilities

Gladstone Ports) Queensland Health

(Queensland Health occupies two positions within the Gladstone DDMG – Clinical Services and Public Health)

Member Functional lead agency for health services Primary agency for Pandemic Influenza, Biological and Radiological incidents � Protect and promote health in accordance with Health Services Act 1991 and Public

Health Act 2005 � Provide Clinical and Forensic services support for disaster response and recovery � Provide human-social support for response and recovery � Provide appropriate pre-hospital on-site medical and health support � Ensure a whole-of-health emergency incident management capability to prevent, respond

to, and recover from any event � Provide appropriate public and community health risk and preventative measures

information � Provide health emergency incident information for media communications

Department of Communities,

Child Safety and Disability

Services

Member Functional lead agency for human and social recovery

� Coordinate provision of human-social recovery services during recovery operations in partnership with local, State, federal and non-government agencies

� Work with affected individuals and communities to support their own recovery activities � Maintain linkages with local, State, federal and non-government agencies and

committees Administer SDRA and NDRRA relief measures such as administer grants to individuals suffering personal hardship and distress through emergency assistance, replacement of essential household items and repairs to dwellings under the Disaster Relief Assistance Scheme

� Provide loan and grant assistance to voluntary, non-profit organisations to assist reestablishment following a disaster event

� Provide concessional loans to assist homeowners rebuild or replace their residence following a natural disaster.



Responsibilities

Department of Environment and

Heritage

Protection

Member

Functional lead agency for environmental recovery EHP � Provide environmental and shoreline assessments and waste management advice � Provide information and expert advice with respect to regulated/hazardous waste dam

locations, safety and integrity. � Provide expert advice in pollution incidents and coastal management

Department of National Parks,

Sport & Racing

Member NPSR � Provide oiled wildlife response, traditional owner liaison, environmental and shoreline

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

� Lead firefighting on state owned and managed land where there is no threat to life or property

� Provide geographical information for data sets that are owned and managed by DNPRSR � Provide stream height, storm tide and wave height information and expertise, including

projections � Provide for the safety of National Parks users including issuing warnings in extreme

conditions, closing areas where necessary and coordinating evacuations with QPS � Administer NDRRA relief measures such as providing financial assistance to state, local

and semi-government authorities in the restoration of essential public asset.

Department of State Development

Infrastructure and

Planning

Advisor

� Assist business and industry in business resilience and recovery strategies

Department of Agriculture,

Fisheries and Forestry

Advisor Primary agency for the containment and eradication of exotic animal and plant diseases � Coordinate efforts to prevent, respond to, and recover from pests, diseases, livestock

welfare, business interruption, tourism shocks and impacts on mining and energy infrastructure

� Provide advice relative to stock � Coordinate destruction of stock or crops as required



Responsibilities

� Assist business and industry in business resilience and recovery strategies � Administer NDRRA relief measures such as freight subsidies to primary producers to

assist with the movement of eligible material following a disaster event

GOVERNANCE Meetings The Gladstone DDMG currently meets up to 4 times per year notwithstanding extraordinary meetings that may be called. The frequency increases before and during the wet season. Unless otherwise advised meeting will be held at the following times:

• 1st Quarter: Thursday of the second week in September • 2nd Quarter: Thursday of the second week in December • 3rd Quarter: Thursday of the second week in March • 4th Quarter: Thursday of the second week in June

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

Reporting

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

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


� The District Disaster Coordinator shall provide details in respect to the membership of the Disaster District Management Group annually to the Executive Officer of the State Disaster Management Group. This may be satisfied with the provision of details in the Annual Report to the SDMG.

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

� Disaster District Functional Committees shall, at least twice annually, conduct full meetings of their respective committee and report the outcomes to the Disaster District Coordinator.

Operational Reporting:

� The Local Disaster Coordinator or Chairperson of the LDMG is to advise the DDC or Executive Officer of low level activations where instances have occurred that do not require the activation of the LDMG.

� Local Government Disaster Management Groups shall advise the DDC immediately upon the LDMG activating or placed on stand-by;

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

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

� Once activated, or placed on stand-by, the DDMG will provide SITREPs on the event and disaster management operations in the approved form to the SDCC within the timeframes as may be required;

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


Disaster Risk Management

Community Context

The following is a summary of the characteristics of the Gladstone Disaster District. Size of District (km2) The total size in square kilometres of Gladstone District is 39,095.4 km2. The size in square kilometres for each local government area within Gladstone District is; 1. Gladstone Regional Council – 10,488 km2

2. Banana Shire Council – 28,577 km2. Population The Queensland Treasury’s Office of Economic and Statistical Research reports that the preliminary estimated resident population for Gladstone District has increased to 81,333 as of the 30th June 2014. Comprising: Gladstone Regional Council - 67, 464 Banana Shire Council – 15,236 Geography The Gladstone Regional Council area comprises an area of 10,488 square kilometres. This represents 0.6 per cent of the State's area (1,734,190 km2). The region is bounded on the west, south and east by various coastal ranges and includes the whole of the catchment of the Calliope River and over 90% of the catchment of the Boyne River. A number of creek systems in the southern part of the region have the potential to create flood related issues, in particular the Baffle Creek basin, following significant and/or prolonged rain events. The major affected communities being the Agnes Water and Seventeen Seventy townships which become isolated due to flooded access roads. The region includes the Capricorn Bunker group of islands, most notably Heron Island as well as Lady Musgrave and Lady Elliot Island. Gladstone City is a modern urbanised city located some 550 kilometres north-west of Brisbane. The city is situated between the Calliope River to the north and Boyne River some 14 kilometres to the south. Between the two river mouths lies the deep water harbour for which the city owes its existence. The harbour is protected by a low island to the east called Facing Island and to the north by Curtis Island.

The Banana Shire Council area consists topographically of the Dawson and Callide Valleys included in the Dawson River Catchment areas.


Three major highways traverse the area of responsibility, these being the Burnett and Leichhardt Highways running from north south and the Dawson Highway running from east to west.

There are 824 kms of Department of Main Roads in the Shire and 4391 kms of Shire Roads. Railway lines are from Theodore to Moura, Moura to Gladstone, Biloela and Koorngoo connected to Moura and Gladstone line at Earlsfield, and Callide Coalfields to Dakenba, which is on the Biloela-Koorngoo-Earlsfield line that connects to Moura-Gladstone line. Aerodromes are located in the Shire at Thangool, Moura, Theodore, Taroom, and Baralaba. The area of responsibility is bordered by the Regional Councils of Dalby to the south, Gladstone and Rockhampton to the east, North Burnett to the south east, Roma and Central Highlands to the west. The Shire boundaries take in an area of 28,577km2 (this represents 1.65 per cent of the State's area) made up of the townships of Biloela, Moura, Theodore, Baralaba, Thangool, Wowan, Banana, Jambin, Goovigen, Dululu, Taroom and Cracow. National Parks in Banana Shire include • Kroombit Tops National Park • Isla Gorge National Park • Expedition National Park and • Precipice National Park

Climate and weather

The Gladstone Regional Council area has a sub-tropical, sub-humid coastal climate, characterised by increased rainfall and hot humid conditions in the summer months (November to March). Utilising meteorological data operated by the Bureau of Meteorology (BOM) climate details for the area include an average rainfall of 886 mm per year. The average air temperature is 27.7°C with a mean maximum temperature in summer of 31°C in summer and a mean minimum temperature of 14°C in winter. Prevailing winds are from the south-east and the area is within the tropical cyclone belt. The Banana Shire Council area has a similar sub-humid climate. Utilising meteorological data operated by the Bureau of Meteorology (BOM) climate details for the area include with an average yearly rainfall of 667mm, raining an average of 52 days per year. The average air temperature is 29.1°C with a mean maximum temperature in summer of 33.1°C in summer and a mean minimum temperature of 6.4°C in winter. Major Industry Previously agriculture was a mainstay of the area and is still an important component especially in the Banana Shire area where beef, cotton and lucerne are the shire’s major industries along with coal mining. However, mining and industrial activity has become the principle bastion of economic prosperity within the Gladstone District with approval in recent years granted to numerous proposals where ‘significant or major project’ status has been announced by the Coordinator-General. The estimated capital expenditure for the projects approved combined may be in excess of one hundred billion dollars.


The district also boasts a number of production industries including the world’s largest alumina refinery and Australia’s largest aluminium smelter. As at June 2011 the Gladstone Region Project Development Review reported the following projects under construction: • Queensland Curtis Liquefied Natural Gas (LNG) construction of world scale LNG

plant and production facilities to process coal seam gas. • Rio Tinto Alcan Yarwun Alumina Refinery stage 2 of Alumina Production Facility • Boyne Smelters construction of new baking furnace and ancillary upgrades. • Powerlink infrastructure upgrades and new large network assets proposal. • Western Basin Dredging and Disposal Project capital and maintenance dredging in

particular to service emerging LNG industry. • Fishermans Landing Reclamation Area as part of Port Expansion in Gladstone. • Queensland Energy Resources Limited oil shale technology development facility. • GLNG (Santos, Petronas, Total and Kogas) LNG production facility on Curtis Island. Projects with completed Environmental Impact Statements: • Arrow Energy Ltd and AGL Ltd (Joint Venture) LNG pipeline. • Wiggins Island Coal Export Terminal Pty Ltd (WICET) • Gladstone Pacific Nickel Limited (GPNL) HPAL laterite nickel ore processing plant. • Gladstone Area Water Board Gladstone-Fitzroy Pipeline project. • Australian Pacific LNG (Origin and ConocoPhillips) LNG Curtis Island production

facility • Surat Basin Rail (SBR) ATEC DVR, Xstrata Coal, Anglo Coal and AURIZON Dawson

Valley Railway line. • AURIZON Rail infrastructure to be delivered with Wiggins Island Rail Project Projects Pending / Proposed: • Boulder Steel Limited Blast Furnace based steel plant. • Australian Inland Rail Expressway (AIRE) to establish an inland railway link to

Melbourne and Darwin via NSW and Qld. • Powerlink Queensland for further infrastructure upgrades and new large network

assets proposal. • Arrow Energy Ltd Boyne River Coal Seam Gas Exploration and Appraisal Project • Balaclava Island Coal Export Terminal (BICET) project for Balaclava Island (40km

north of Gladstone). • Arrow LNG Plant (Shell and PetroChina) Curtis Island LNG production facility. • Southern Cross LNG (LNG Impel) Curtis Island LNG production facility. • Sojitz Corp Fishermans Landing LNG production facility. • LNG Limited Fishermans Landing LNG production facility. The projects have impacted significantly on the socio-economic and population growth of the Gladstone District with further stress expected to be placed on existing housing and infrastructure. Tourism still plays an important role in the Gladstone Region’s economy with many interstate and overseas tourists visiting the Capricorn Bunker Group of islands on the Great Barrier Reef. Tourism on the reef has a number of islands with resorts. At peak period the Heron Island resort caters for up to 310 guests and 100 staff whilst


the Lady Elliot Island resort caters for up to 180 guests (day and overnight visitors) with 42 staff. Wilson Island is managed from Heron Island. A number of islands such as North-West and Masthead have facilities for camping and these islands are regularly frequented throughout the year. The future economic growth and development of the Gladstone District will depend on the changing world economy, world commodity prices and pressures from new industry, population growth and demands on infrastructure on such things as water, energy and transport. Critical / Major Infrastructure Water Awoonga Dam situated in Benaraby is serviced by a catchment area of 2,240 square kilometres and is surrounded by the Boyne, Dawes and Many Peaks Ranges. The Dam is managed by the Gladstone Area Water Board (GAWB) who provides water to Gladstone, Calliope, Boyne Island, Tannum Sands, Benaraby and Mt Larcom. GAWB also supplies water to CS Energy - Callide Power Station at Biloela and various industries in the region. Awoonga Dam is the only permanent storage for water in the Gladstone region. Awoonga dam is a 40m wall (above sea level) which was erected in two stages, to hold back water in the Boyne River. The surface area of the lake at its full capacity of 40m is 6,750ha. It has a capacity of 777,000 mega litres. There are various reservoirs around the region which hold water on a temporary basis to balance pumping loads across the day. Callide Dam situated east of Biloela holds 136,300 mega litres at an average depth of 10.5 metres and a surface area of 1240 hectares at full capacity. The highest Callide Dam previous record capacity was 67.6% in late January 1978, with the lowest level being 4.3% in November 1970. This time last year the Callide Dam was at the extremely low level of 6.1% and water security was a serious concern for the community. Following the 2010-2011 flood event, the dam has sat at full capacity. A major treatment plant facility is located in Gladstone with an additional facility in Yarwun along with Biloela. Additional treatment plants are located at Theodore, Moura, Agnes Water, Miriam Vale, Baralaba, Bororen.

Port The Port of Gladstone and the land set aside by the Queensland Government for future large scale industry development and associated infrastructure are key assets fundamental to Gladstone’s development. The Port of Gladstone is vital to the industrial growth of the district for two main reasons. Firstly it is a natural deep water harbour, which means that considerable money and resources are saved because there is minimal need to dredge the shipping channels. Secondly, Gladstone is in close proximity to domestic and international market places (particularly Asia), which means that it is relatively cheap to transport materials to these markets. The importance of the port cannot be overemphasised with the fact that the Central Queensland Ports Authority undertook a massive expansion of the Clinton Coal


Facility to increase the tonnage of coal sourced from the Bowen Basin that can be loaded onto ships for export to overseas markets. The natural deep-water port of Gladstone handles in excess of 78 million tonnes of cargo per year and is one of the largest seaports on the eastern seaboard. The Gladstone Economic and Industry Development Board reports that the ‘Port of Gladstone is the largest port in Queensland, the fourth largest in Australia, home to the world’s fifth largest coal export port and supports a myriad of industrial giants in the region including Rio Tinto Alcan, Cement Australia and Orica Australia.’ The Central Queensland Port Authority reports that upon completion of the Wiggins Island Coal Export Terminal (WICET) the port will become the world’s largest coal export port. Power Gladstone is said to be the industrial powerhouse of Queensland. The majority of electricity generation in Queensland is sourced from coal-fired power stations in central and south-east Queensland, with Gladstone Power Station being Queensland’s largest coal-fired power station producing around 15% of the state’s electricity requirements, contributing 1,680 megawatts capacity to the State grid. Callide Power Station is situated 18 kilometres east of Biloela and uses coal-fired power generation to supply base load electricity to Australia’s national grid (‘Base load’ operation requires energy output around the clock). Together Callide A, B and C can generate up to 1,720 megawatts of electricity, which is enough to power about 2 million homes. Sewerage

The region’s solid waste facilities are provided by local government with the solid waste derived from industry, mining, agriculture, commercial and domestic sources. Traditionally the disposal of solid wastes has been to landfill sites. There is now a focus toward alternative strategies for waste disposal with a growing awareness of the potential for many wastes to be considered renewable resources. This is evident from recycling processes in the region. Within the region, wastewaters include sewage, industrial process waste waters, urban, industrial, commercial and agricultural stormwater run-off and irrigation tailwaters. Reticulated sewerage infrastructure is generally provided only in the major urban centres, with the facilities licensed by the Environmental Protection Agency. Treatment plants and sewerage reticulation networks are located in Gladstone, Boyne Island, Tannum Sands, Yarwun Industrial Estate, Calliope, Biloela, Theodore, Moura. Telecommunications The Gladstone District is served by landlines. Mobile telephone coverage exists however not all areas have adequate coverage with black spots in the Baffle Creek, and western areas of Banana Shire Council. Essential Services

Health

The Gladstone District is well serviced by both public and private health practitioners in the majority of centres, with Gladstone Hospital being the largest medical facility within the district. Hospitals exist at Theodore, Biloela. Private practices exist


throughout the district along with Medical Centres. Emergency medical transport is arranged through the CQ Capricorn Rescue Helicopter and by the Flying Doctor Service if required. Ambulance Stations exist at Agnes Water, Boyne Island, Calliope, Gladstone, Mount Larcom, Miriam Vale, Biloela, Theodore, Moura, Wowan, Baralaba. Police Police Stations exist at the major centres throughout the district, including one and two man stations at Goovigen, Wowan, Theodore, and Rosedale. Fire and Rescue

Major and urban Fire and Rescue service at Gladstone and Boyne Island. Auxiliary Fire Brigades at Miriam Vale, Agnes Water, Biloela, Moura, Baralaba, Calliope, Thangool with the balance of the region serviced by rural fire brigades. State Emergency Service Depots exist at Gladstone, Agnes Water, Baffle Creek, Calliope, Miriam Vale, Mount Larcom Rosedale, Tannum Sands, Biloela, Moura, Baralaba, Theodore, Wowan, Taroom Future demand on essential services will depend on the changing world economy and pressures from new industry, and population growth and is already being felt in the Gladstone area. Transport Network The region is well serviced by an established transport network including a well developed arterial road system with external major highway links, rail links, airports and seaports. A protected, natural, deep water commercial port and regional trading port for specialist cargo such as dangerous goods and explosives are located in the Gladstone Disaster District. Air Gladstone Airport underwent a terminal extension and upgrade (which was completed in 2011) and an extension and widening of the existing runway to a width of 36 metres (completed in 2010) which provided for larger jet aircraft to be able to use the runway and provide a second passenger carrier to Gladstone. The widening of the runway is currently under review following the Civil Aviation Safety Authority (CASA) announcing in January 2011 an amendment to their regulatory policy regarding runway widths requiring airports to increase runway width to 45 metres or restrict aircraft types currently utilising ‘narrow runways’. Aerodromes are located in the Shire at Thangool, Moura, Theodore, Taroom, and Baralaba in the Banana Shire. Agnes Water currently has a light Aircraft Airport Runway at 1770, predominately utilised by tourism operators. Rail The main rail line traverses the coast and runs north to south and serves the city of Gladstone. A further rail line traverses the shire from east to west and links Gladstone to Biloela and the region beyond. A rail link also connects through Calliope top Monto. As indicated in the major industry heading, Gladstone is currently proposing major expansions to the rail networks with respect to industry


including expansion of the coal networks (Surat Basin Rail and AURIZON) and a rail link from Gladstone to Melbourne via Toowoomba (AIRE project). Road The Bruce Highway runs in close proximity to Gladstone, maintaining an inland route from the port city with 3 access roads into the city all capable of large vehicle transport. The Banana Shire is serviced by major arterial roads such as the Dawson Highway, Burnett Highway and Leichardt Highway. The future economic growth and development of the district will depend on the changing world economy and pressures from new industry, population growth and demands on infrastructure in particular transport. Hazardous Sites Under the Dangerous Goods Safety Management Act 2001, the following Major Hazard Facility is located at Orica Australia, Yarwun where Ammonium Nitrate, Sodium Cyanide, Ammonia and Chlorine are stored or produced in commercial quantities. Local Governments within Disaster District

• Gladstone Regional Council • Banana Shire Council Bordering Local Government Boundaries

South • Bundaberg Regional Council • North Burnett Regional Council • Western Downs Regional Council

West • Maranoa Regional Council • Central Highlands Regional Council

North • Rockhampton Regional Council

Hazards

According to Emergency Management Australia’s National Emergency Risk Assessment Guidelines (NERAG) emergency events and disasters stem from a range of natural, biological, technological, industrial and other human phenomena and impose significant social and economic costs on Australia. These include: direct damage to property, infrastructure and facilities; financial costs and indirect economic losses; fatalities, injuries and illness; impairment of ecosystems and loss of biodiversity; and social and cultural losses. Between the 1950s and the 1990s the reported global cost of natural disasters increased fifteen fold and by 1999 in Australia the annual cost of large natural disasters alone was estimated at $1.14 billion (based on data from the period 1967–1999). This upward trend of disaster costs, globally and in Australia, continues and, in 2008 the economic cost of the five most significant Australian events alone


exceeded $2.49 billion. The total cost to the Queensland community over the corresponding time frame (1967–1999) have been estimated to have been $7.9 billion. The costs associated with the unprecedented flooding of 2010-2011 are still to be accounted for but due to the size and severity of the events during this period it is expected to outweigh any previous outlays. The losses categorised as Direct, Indirect and Intangible costs associated with disasters can be described as follows:

Direct Indirect Intangible

Infrastructure Disruption of public services

Death and Injury

Residential housing

Structure

Contents

Agriculture (eg. Agistment)

Dislocation

Network disruption Memorabilia

Business disruption Health impacts

Commercial Building

Structure

Contents

Emergency and relief agencies

Cultural and heritage

Alternative accommodation

Land beautification

Clean up

Agriculture

Livestock

Crops & pastures

Equipment

Fences

Communication disruption

Tourism and other associated activities

The hazards to which the Gladstone disaster district is susceptible could come from one or more sources of risk including natural, technological, biological, geological, meteorological, social, geochemical, geophysical, geo-biological, civil/political, management activities and controls, economic circumstances, political circumstances, or a combination of any one or more thereof. The hazard analysis conducted in respect to the disaster district identified a range of possible hazards in terms of probability of occurring and the seriousness of the consequences if they did occur. The following table provides identified hazards that pose the most serious threat to the communities for the Gladstone Disaster District. A comprehensive table is provided for in Annexure C.


Identified

Risks/ Hazards

The main direct threats to the Gladstone Disaster District have been identified as: 1. Inadequate Disaster Management

2. Flood

3. Cyclone

4. Storm Tide / Surge

5. Fire (urban and rural)

6. Major Transport Accident (Road, Air, Rail)

7. Severe Storm (wind, rain, hail)

8. Emergency Animal Disease

9. Hazardous Material Incident

10. Epidemic/Pandemic

11. Plant Disease

12. Tsunami

13. Earthquake

14. Landslide

15. Terrorism

16. Port & Shipping Incident • Shore Side • Offshore

17. Oil Spill • Inside Port • Outside Port

18. Explosion

19. Dam Failure

20. Critical Infrastructure Failure

21. Military Training Incident

22. Gas Incident (Emerging as infrastructure increases) • Coal Seam Gas • Liquefied Natural Gas

The area is also likely to be indirectly impacted by hazards / threats occurring in neighbouring local government areas, such as: • animal and plant disease carried through or into the area

by transports; and • failure of critical infrastructure such as power and

communications.


Inadequate disaster management

Inadequate disaster management can result in an inefficient and undesirable response to a disaster event. Ineffective protocols, decision-making, lack of structure, support, and coordinated approach may lead to fatal consequences during an event. The Gladstone Disaster District comprises two local government areas and a large number of state government and non-government organisations. Liaison and networking with a view of building relationships commensurate with trust between all stakeholders is necessary in the construct of effective disaster management. This includes developing plans, consultation, collaboration, cooperation, information management, communication, testing plans and critically and honestly evaluating results of any examination to ensure local disaster management capability and community resilience is built upon. This is conducted and based on the comprehensive, all hazards, all agencies approach under the Queensland Disaster Management Arrangements, and is practiced by the Gladstone DDMG.

Flooding

The Commonwealth Bureau of Meteorology (BOM) in conjunction with the Local Governments through the State, continuously monitor rainfall and river water levels, especially those which pose a threat to communities and transportation routes. The BOM issues appropriate warnings when water levels reach heights whereby they may create localised flooding or disruption to the community. This monitoring is facilitated by a network of over one thousand rainfall stations and eight hundred river height stations state-wide. Additions to this network are in the process of implementation since the unprecedented flooding event of 2010-2011 with numerous local governments including the Gladstone Regional Council and Banana Shire Council making application through National and State funding programs to upgrade and improve their water course reading capabilities. In the Gladstone Disaster District flooding mostly occurs during the storm season / summer months and occurs mainly as a consequence of heavy rains associated with low pressure systems. Some of the communities, such as Theodore, Wowan, Agnes Water, Baffle Creek are not able to prevent flooding, however, they are able to plan for such events and in doing so prevent and mitigate their effects. In recent times the local governments have gravitated towards preventing or restricting building in known flood prone areas through land use management. This is also a requirement of the Integrated Planning Act 1997 and the State Planning Policy 1/03: Mitigating the Adverse Impacts of Flood,

Bushfire and Landslide and its associated guidelines. Tropical cyclone

Flood Level Classification


According to the Bureau of Meteorology, six (6) to eight (8) cyclones may develop in the vicinity of Australia annually. Of these one (1) or two (2) can be expected to be severe cyclones, category 3 to 5, and one (1) or two (2) can be expected to cross the coastline of eastern Queensland. Tropical cyclones usually occur during the monsoonal season over the summer months. Cyclone strengths are measured according to the wind speed of the strongest gusts, and are categorised from 1 to 5. The cyclone categories, including wind speeds and the typical effects may be described diagrammatically as follows:

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

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


Source: Bureau of Meteorology Website: www.bom.gov.au All coastal local governments have maps which depict the varying levels of inundation that may be expected with different levels of storm tides. Areas within and near the Gladstone Disaster District are particularly vulnerable to the effects of storm surge. These include the low lying coastal areas of Tannum Sands, Boyne Island, and Agnes Water. Fire

The threat of wildfires and bushfires are real and are experienced in the Gladstone Disaster District almost annually. Fuel loads (on private properties and national parks) build up traditionally during the wet season and dry into the winter months where dry winds and dry soil conditions provide adverse conditions for fires. These fires can pose threats to lives and properties especially on urban fringes. A national research centre to study bushfires was established to reduce the risk of another disaster like that which befell Canberra in 2003 where 4 lives were lost. The centre draws on the expertise of about 30 government authorities, research agencies and universities. The Queensland Fire and Rescue Service (QFRS) have also developed a comprehensive training program in response to and control of wildfire emergency situations. The Fire Management Level 1 program is designed to give participants an understanding of bushfire behaviour and safety procedures for responding to bushfire incidents. Wildfire mitigation programs have been implemented throughout the state including within the Gladstone Disaster District with numerous stakeholders working together to mitigate the risk, including QFRS and Queensland National Parks and Wildlife (QNPW). Major Transport Accident (Road, Rail, Air) Gladstone District is serviced by 2 airports (Gladstone and Thangool) who receive commercial carriers. The Gladstone Airport recently underwent a $65m upgrade of the runway which was completed in January 2011 to facilitate jet aircraft like the Boeing 737 and Airbus A320. Further widening to comply with CASA amended regulations is expected. Gladstone Airport is currently operated and managed by the Gladstone Regional Council. Thangool still receives regular services by Qantaslink propeller powered aircraft. The Callemondah Rail Precinct is now managed and operated by AURIZON. AURIZON Coal is Australia's largest coal rail transport provider and the port of Gladstone’s major cargo of today is coal with the RG Tanna Coal Terminal exporting


over 45Mtpa (million tonnes per annum) of coal (the fifth largest coal export port in the world). It is expected that when the Wiggins Island Coal Export Terminal (WICET) Project is completed it is expected to provide approximately 80Mtpa in additional coal export capacity once fully commissioned indicating that the port will become the largest export port in the world. Passenger services still utilise the rail network through Gladstone. The Bruce Highway runs in close proximity to Gladstone, maintaining an inland route from the port city with 3 access roads into the city all capable of large vehicle transport. The Banana Shire is serviced by major arterial roads such as the Dawson Highway, Burnett Highway and Leichardt Highway. All transport systems are fully functional, traversed daily, with any major accident having the potential to cause mass casualties and economic detriment to the state. Severe Storm (wind, rain, hail)

The risk of a destructive storm is normally confined to the spring and summer months and the warning time is usually too short for any precautionary action to be effective. Although BOM’s improvements in modelling have provided increased warning time in general, there are instances where severe storms have occurred without warning. The effects are usually localised varying from torrential rain to wind causing structural damage to hail causing impact damage. Emergency Animal Disease An outbreak of emergency animal disease, such as foot and mouth disease (FMD) requires the implementation of a ‘standstill’ order in respect to movement of all cloven hoofed animals, and the slaughtering and destruction of all animals on properties known, or suspected, of carrying infected animals, along with animals on all neighbouring properties. Both the Commonwealth and State have in place plans and procedures, namely AUSVETPLAN and QLDVETPLAN, to deal with the outbreaks of diseases in animals. The Department of Primary Industries have estimated an outbreak of FMD in Australia would cost the community approximately $16 billion. Hazardous Material Incident

The industrial expansion in the Gladstone district, in conjunction with a general increase in the use of road and rail transport to carry dangerous chemicals, has led to an increased risk potential of an disaster involving hazardous materials, particularly on the Bruce and Dawson Highways, the Gladstone-Mt Larcom Road and the major arterial roads in the Gladstone region. Hazardous materials being transported include Liquid Petroleum Gas, Natural Gas, Fuel, Chlorine, Sodium Cyanide (both solid and liquid), Sodium Hydroxide, Sodium Hypochlorite, Hydrochloric Acid, Sulphuric Acid and Anhydrous Ammonia. Epidemic / Pandemic

The industrial expansion in the Gladstone district has also brought a population explosion especially towards the coastal fringes. Tourism also remains with Heron Island, Lady Elliot Island and other islands in the Bunker Group as tourist hot spots.


Gladstone Port is one of Australia’s busiest ports. All these factors combined provide an increase in visitors (both domestic and international), a burden on the local health system and an increase in the potential for outbreak. Plant Disease Gladstone District, although heavily industrialised, still has agriculture as a secondary mainstay, especially in the western provinces. Crops are still grown, such as cotton, and tropical fruits, such as mango throughout the district. A plant disease is a potential crisis as Gladstone is a major port with a large number of overseas vessels, including yachts visiting. A debilitating disease for the agriculture industry could be introduced through plant material smuggled ashore. Tsunami The occurrence of Tsunami is related to submarine earthquakes, landslides, volcanic eruptions and potential asteroid impact in the ocean. On average, 1 tsunami is recorded in Australia every 2 years, but most are very small. The largest recorded was in Western Australia in 1977 with a 6m run-up. Most of the provisions to reduce the impact of storm tide inundation also apply to tsunami, for all except very rare events, which may exceed 10m. Recent events overseas have shown that their effect can be catastrophic. The Gladstone Regional Council has a mainland coastline of approximately 210 kilometres, with a number of communities located along the coastline. There exists a significant number of people living in those communities, however not all will be directly vulnerable to a tsunami. Harbour Islands with an exposure to the open ocean are Curtis and Facing Islands. Gladstone Regional Council has communities located on these Harbour Islands. Population on these outer harbour islands includes people on a permanent basis and possibly further people on a temporary or periodic basis; however numbers are not able to be accurately determined. Tourist enterprises, government facilities and educational research facilities also exist on offshore islands in the region, the major islands and population bases being Heron Island and Lady Elliot Island which have tourist resorts. Earthquake

Doctor Jack RYNN Director of the Centre for Earthquake Research in Australia has provided advice that the Gladstone District is susceptible to earthquakes and historical data indicates that a large number of earthquakes have occurred in the District. Earthquakes cannot be predicted and Doctor Jack RYNN is currently in consultation with the Gladstone and Banana Councils regarding earthquake risk management and development of a plan. The last major earthquake in this area was in 1918 due east of the City of Gladstone and affected an area from Rockhampton in the north to Bundaberg in the south. An earthquake of the magnitude described would result in large scale property damage and some loss of life. It would also disrupt normal channels of communication Landslide


The Gladstone District contains a number of rises which have developments, predominately residential based on slopes with further residential allotments below causing potential for mass casualties. Terrorist related activity Counter terrorism is the responsibility of the QPS as per the State Counter Terrorism Plan. Each Police District has a CTLO who is the direct liaison officer to the DDMG for terrorism related incidents. Gladstone District Priority Sites are restricted and held by the chairperson to the Gladstone DDMG in confidence due to their potential security sensitive nature combined with the requirement to provide any member of the public with a copy of the plan for inspection. Port and Shipping Incident

Gladstone Port is one of Australia’s busiest ports and with the LNG projects currently under construction. Shipping accidents can occur due to mechanical failure, human error and criminal interference. The harbour can have over 300 vessel movements per day with a number of vessels carrying up to 400 passengers to and from the islands. A shipping accident shore side or port side may have environmental impacts (loss of wildlife and habitat), economic (restriction of access to port by trade ships, damage to infrastructure), human (loss of life). Oil Spill

Gladstone, being a major industrial port, is highly subject to liquid spills due to the large number of shipping movements throughout the harbour. Flammable liquids, fuel, diesel and lubricating oils, along with acids and caustic soda are the main types of spills likely to be encountered. Such spills can cause a dangerous situation in their close proximity. The foreshores within the Gladstone region are at risk from spills. Similarly petroleum products are predominately transported by road throughout the district, to supply mining operations and settlements in the Banana Shire and industry in the Gladstone Council area. Any accidents resulting in spill into local water courses may have devastating effects as some rural areas rely on ground water supply for human and livestock consumption. Explosion

The potential for explosion exists in Gladstone District. Orica chemicals produce explosive chemicals which require transporting on public roads. Gladstone Port contains fuel farms and Origin Energy’s depot. Mining operations in the Banana Shire still employ explosive materials. Major industry operating throughout the district use potentially explosive materials in day to day operations. Explosions may also be deliberately caused. Dam Failure


The Awoonga Dam situated on the Boyne River is a large capacity dam. The surface area of the lake at its full capacity of 40m is 6,750ha with a capacity of 777,000 mega litres. Whilst highly unlikely, should the dam wall fail, a large area will be inundated, including sections of the Boyne Island and Tannum Sands Townships. Similarly Callide Dam situated east of Biloela holds 136,300 mega litres at an average depth of 10.5 metres and a surface area of 1240 hectares at full capacity. Failing would cause a large area to be inundated, including sections of the Biloela township along with Jambin and associated areas. Failure of Hazardous Waste Dams

Military Training Incident Although once regularly used during military training exercises as a secondary base by visiting military personnel, land availability at the port has been reduced considerably by industry proponents. The port has authority and may still be utilised to moor visiting military vessels (including nuclear powered) and although becoming more infrequent the potential for an incident still exists. Gas Incidents The emerging coal seam gas industry in the district will pose a potential hazard. Considerations will be required for the gas pipelines under construction upstream to the LNG processing facilities downstream. It is possible with the advent of gas infrastructure that the district may become reticulated for gas thereby increasing the likelihood of an incident involving gas. Critical Infrastructure Failure

Gladstone Power Station is Queensland’s largest coal-fired power station producing around 15% of the state’s electricity requirements, contributing 1,680 megawatts capacity to the State grid. Callide Power Station uses coal-fired power generation to supply base load electricity to Australia’s national grid (‘Base load’ operation requires energy output around the clock). Together Callide A, B and C can generate up to 1,720 megawatts of electricity, which is enough to power about 2 million homes. Interruption to communications networks both wireless and land based would cause noticeable impact on the community (business and private).


Risk Assessment

The Australian Standard/ New Zealand Standard on Risk Management (AS/NZS ISO

31000: 2009) defines risk management as “coordinated activities to direct and control an organisation with regard to risk.” Risk is defined as “effect of uncertainty on objectives.” According to Emergency Management Australia’s National Emergency Risk Assessment Guidelines (NERAG) for emergency risk assessments the effect is usually a negative deviation from the expected and is characterised by hazardous events and the likelihoods of particular consequences. According to AS/NZS ISO 31000: 2009, the risk management process should be integral to management and decision making, integrated into practices and culture and tailored to the community or organisation and its risk profile. In an emergency management context, risk management is a process which involves dealing with risks to the community arising from emergency events. It is a systematic method for identifying, analysing, evaluating and treating emergency risks and takes an iterative approach with well-defined activities, leading to implementation of effective risk-treatment strategies. The process is represented diagrammatically below (note the numbers in parenthesis’ refer to the relevant definition section in Australian

Standard/ New Zealand Standard on Risk Management (AS/NZS ISO 31000: 2009). This methodology was used to conduct a risk assessment of the Gladstone District. This process encompasses an understanding of the community (that is, establishing the context), identifying the “what, where, when, how, and why” (identifying the risks), identification of what is likely and probable to occur in that community and the consequences of these outcomes (analysing the risks), setting priorities for dealing with these risks (evaluating risks), and determining options and strategies for dealing with these risks (treatment of risks). Each stage of the risk management process involves extensive communication and consultation with the community and other key stakeholders, and ongoing monitor and review. Disaster risk management requires the Gladstone DDMG to consider all of the information that identifies the risks and hazards within the district and is a fluid process, that does not need to be a formal study, but needs to be a structured process that incorporates the likelihood and consequences of hazards in priority. The likelihood and consequences of hazards may be gauged by looking at previous studies and events, but consideration should be held for current and future risks.


The restricted document, Gladstone District Risk Register referred to at Annexure C contains more detailed information. The Gladstone District Disaster Risk Register is held by the chairperson to the Gladstone DDMG in confidence due to their potential security sensitive nature combined with the requirement to provide any member of the public with a copy of the plan for inspection.


The following methodology was utilised to rate the identified hazards from the hazard analysis. Likelihood Rating Scale

A Almost Certain The event is expected to occur

B Likely The event will probably occur

C Possible The event should occur at some time

D Unlikely The event could occur at some time

E Rare The event may occur only in exceptional circumstances

Consequences

1 Insignificant Little disruption to the community

2 Minor Minor disruption to the community

3 Moderate Some inconvenience to the community

4 Major Noticeable impact on the community; some services unavailable

5 Catastrophic Community unable to function without significant support

Qualitative Risk Matrix

Consequence

Likelihood

1 2 3 4 5

Insignificant

Minor Moderate Major Catastrophic

A Almost

Certain Medium Medium Extreme Extreme Extreme

B Likely Medium Medium High Extreme Extreme

C Possible Low Medium High High Extreme

D Unlikely Low Low Medium High High

E Rare Low Low Medium High High


Natural Hazards – Risk Levels

Classification

Hazard Likelihood Consequence

Level of Risk Overall

Meteorological

Fire (including urban) A 3 Extreme

Flood B 4 Extreme

Cyclone C 5 Extreme

Storm Tide / Surge C 3 High

Severe Storms C 3 High

Biological

Human Epidemic / Pandemic D 3 Medium

Emergency Animal Disease E 2 Low

Plant Disease E 2 Low

Geological

Earthquake D 4 High

Tsunami E 4 High

Landslide E 2 Low

Non-natural Hazards – Risk Levels

Classification

Hazard Likelihood Consequence

Level of Risk Overall

Human Made

Inadequate Disaster Management

D 4 High

Terrorism D 4 High

Hazardous Material Incident D 3 Medium

Port and Shipping Incident C 2 Medium

Oil Spill D 2 Low

Major Transport Incident D 2 Low

Military Training Incident E 2 Low

Technological

Dam failure E 4 High

Critical infrastructure / service failure

E 4 High

Gas Incident D 3 Medium

Explosion D 3 Medium


Risk Treatment According to the Australian Standard/ New Zealand Standard on Risk Management

(AS/NZS ISO 31000: 2009) risk treatment involves one or more options for modifying risks, and implementing those options. Once implemented, testaments provide or modify the controls. Risk treatment aims to determine and implement the most appropriate action(s) in response to the identified need to treat risks. Risk treatment involves a cyclical process of: assessing a risk treatment, deciding whether residual risk levels are tolerable, if not tolerable, generating a new risk treatment; and assessing the effectiveness of that treatment. Information gathered and considered during the risk assessment process will have implications for risk treatment. According to Emergency Management Australia’s National Emergency Risk Assessment Guidelines (NERAG), in general, a four step process is used for risk treatment.

1. Formulating risk treatment objectives for identified risk treatment needs. 2. Identifying, developing and designing options for risk treatment. 3. Evaluation of risk treatment options. 4. Developing the risk treatment plan and acceptance of residual risks.


AS/NZS ISO 31000: 2009 provides that selecting the most appropriate risk treatment option involves balancing the costs and efforts of implementation against the benefits derived, with regard to legal, regulatory, and other requirements such as social responsibility and the protection of the natural environment. Decisions should also take into account risks which can warrant risk treatment that is not justifiable on economic grounds, e.g. severe (high negative consequence) but rare (low likelihood) risks. A number of treatment options can be considered and applied either individually or in combination. AS/NZS ISO 31000: 2009 advises that when selecting risk treatment options, an organization should consider the values and perceptions of stakeholders and the most appropriate ways to communicate with them. Where risk treatment options can impact on risk elsewhere in the organization or with stakeholders, these should be involved in the decision. For the Gladstone DDMG this will process will be enabled through ordinary meetings of the group or through electronic correspondence to the group. It is realised that risk treatment itself can introduce risks. A significant risk can be the failure or ineffectiveness of the risk treatment measures. Monitoring needs to be an integral part of the risk treatment plan to give assurance that the measures remain effective. Both monitoring and review will be a planned part of the risk management process and involve regular checking or surveillance. The Gladstone District Disaster Management Plan is to be reviewed annually after submission of the Annual Report to the State and within the first quarter of the reporting year.


However it is recognised that events may occur that may cause a review of treatment options outside of the review period on an ad hoc basis. The responsibility of monitoring and review for the DDMG remains with the Executive officer on behalf of the DDC. The monitoring and review processes will encompass all aspects of the risk management process for the purposes of:

� ensuring that controls are effective and efficient in both design and operation; � obtaining further information to improve risk assessment; � analysing and learning lessons from events (including near-misses), changes,

trends, successes and failures; � detecting changes in the external and internal context, including changes to

risk criteria and the risk itself which can require revision of risk treatments and priorities; and

� identifying emerging risks. The results of monitoring and review will be recorded by the XO and internally reported as appropriate to the Gladstone DDMG, and should also be used as an input to the review of the risk management framework. If any identified risk treatment involves a stakeholder, a request for that identified responsible agency or agencies to incorporate the identified treatment strategies into their agency corporate planning process for recognition and implementation will be formalised through the meeting process of the Gladstone DDMG to ensure transparency. Similarly, where risk sharing is identified as a treatment option the same process will be applied. It is envisaged that residual risks will be identified following the development of disaster mitigation plans. As the implementation of the respective natural disaster mitigation plans is an ongoing and fluid process, each residual risk will be analysed according to the same principles in a cyclic monitoring and review process. The same criteria will be used to re-examine the risks in terms of likelihood and consequence and decision made to accept, treat or partially treat the risks. The restricted document, Gladstone District Risk Treatment Plan at Annexure D contains more detailed information.


Capacity Building

Community Awareness

Section 23 of the Disaster Management Act relates to functions of the district group for the disaster district for which it is established. In particular s23(f) states ‘to ensure the community is aware of ways of mitigating the adverse effects of an event, and preparing for, responding to and recovering from a disaster;’ The Gladstone DDC and DDMG have forged a close working relationship with the Gladstone and Banana LDMG. Both the Gladstone and Banana LDMG provide on their websites and produce publications which have been delivered to the community promoting public education in disaster management. These programs are aimed at building community awareness and providing a platform for communities to increase their resilience. These initiatives have been released with the appreciation of the DDC. During events where activation or preparedness to activate occur the DDC must work closely with the chairs of the Banana and Gladstone LDMG to provide a united and uniform message to the public and ensure information is delivered in an accurate and timely manner. Publications or media releases considered during these times must be consulted with and approved by the DDC prior to release. Due to the capability of local government to access and communicate with their constituents the Gladstone DDMG will provide a supportive role and will actively participate with the local governments to ensure that community awareness programs are maintained. Review of programs will be conducted in an ad hoc manner in response to and perceived threats, with the DDMG or the relevant agency if the threat is agency specific. The Gladstone DDMG will also actively support and promote state and national community awareness programs.

Training

Training is an essential component for disaster management as an essential means through which agencies can develop and maintain their disaster management capabilities and capacity. Training and education provides the knowledge, skills and attitudes required to address the issues of disaster management through prevention, preparedness, response and recovery.

Moreover, training is important in ensuring that all agencies can seamlessly integrate their arrangements and contribute to an effective and coordinated disaster management response. The District Disaster Management Guidelines state that development of a training program should involve:

o A training needs analysis defining required competency:

� roles required;

� skills and knowledge required to undertake the roles;


� individuals required to undertake the roles;

� current levels of competency;

o Competency can be determined from a number or sources:

� training records;

� qualifications;

� observations of on-the-job performance; and

� interview and group discussions.

o Identification of knowledge gaps – note differences between the required and current levels of competency.

QFES EM is responsible for ensuring a coordinated approach to disaster management training within the district and a disaster management training framework has been developed and disseminated by QFES EM in 2011. The Executive Officer will liaise with QFES EM in developing a suitable training program for the district and ensuring that training is delivered. This program, where practicable, will maximise opportunities for joint training with LDMGs, other agencies and stakeholders involved within the Queensland Disaster Management Arrangements.

Exercises

The Queensland District Disaster Management Guidelines define an exercise as a controlled, scenario driven (but objective based) activity utilised to train or assess personnel, evaluate procedures and test the availability and suitability of resources. Exercises are an essential component of disaster preparedness and should be used by the DDMG and member agencies to enhance capacity and contribute towards continuous improvement.

S55(2) of the Disaster Management Act requires DDMGs to review the effectiveness of the DDMP at least once a year. This can be achieved through actual activation in response to an event or through the conduct of exercises to achieve this requirement. The Executive Officer in consultation with QFES EM will be responsible for developing a suitable exercise program and the facilitation of disaster management exercises for the group. There is no limitation on the number of exercises that may be conducted by the DDMG as frequent, small exercises can be as effective as conducting one large exercise.

Exercises will be conducted with the objective of ;

� Reviewing processes within the DDMG (eg activation, communications, decision making, information management);

� Reviewing disaster management activities (eg coordination centre management, resupply, evacuation);

� Reviewing interactions between the DDMG and LDMGs;

� Reviewing interactions between the DDMG and SDMG; and

� Reviewing response arrangements for specific hazards eg influenza pandemic; animal or plant disease.


The results of the exercise should;

� Provide enhancement of the interoperability of agency representatives; � Provide evaluation of emergency plans; � Identify planning and resource issues; � Promote awareness; � Developing competence; � Evaluate risk treatment strategies; � Validate training already conducted; � Identify performance gaps and areas for the potential improvement in the

skills of agency representatives involved in disaster management; � Evaluate equipment, techniques and processes in general.

Exercises are normally held for the Gladstone DDMG in the period after the submission of the Annual Report and prior to the commencement of the wet season.

Agencies and functional committees will exercise their respective sub-plans annually, independent of the aforementioned disaster district exercise.

Exercise Evaluation

The purpose of conducting exercises is to ensure the effectiveness of the relevant plans being tested. In order to ensure continuous improvement, each exercise will be evaluated for it’s effectiveness and relevance to disaster management. The evaluation can take many forms including written or oral feedback but will primarily be based on a hot debrief (conducted immediately after the exercise has concluded), and a formal debrief.

A formal debrief is to be held after an exercise to enable participants and observers an opportunity to share their experiences and to assist in providing feedback. The minutes of the feedback are to be maintained by the Executive Officer. Any identified issues are to be actioned and progress regarding their treatment reported to the group at Gladstone DDMG meetings.

Post-Disaster Assessment The review of operational activities undertaken during a disaster is a key component in ensuring capability development and the continuous improvement of disaster management arrangements. A post-disaster assessment will be conducted to:

� Assess disaster operations undertaken, including actions, decisions or processes;

� Document those processes that worked well and identify a course of action to ensure that they are captured (post-disaster report) and updated in relevant doctrine for use in the next operation; and


� Assess capability and identify gaps, providing consideration of additional training and/or exercises to enhance capacity.

The review of operations may be conducted through two forms of debrief; a hot debrief or post event debrief. A hot debrief is undertaken immediately after operations are complete, giving participants the opportunity to share learning points while the experience is still very fresh in their minds. Multiple hot-debriefs during protracted operations may be appropriate to identify significant issues and provide prompt solutions for immediate implementation. A post event debrief is held days or weeks after an operation, when participants (members and advisors) have had an opportunity to take a considered view of the effectiveness of the operation. A Post-Disaster Assessment Report is to be completed by the executive officer in partnership with QFES EM to provide an overview of the lessons identified following an event and importantly recommendations for improving disaster management, which may include, QDMA or State level issues for referral and consideration by the SDMG/SDCG, issues for resolution by the DDMG; or advice for improvements to local disaster management arrangements.


Response Strategy

Warning Notification and Dissemination

Predominantly warning products will be issued by the Bureau of Meteorology including, but not limited to, Severe Weather Warnings, Tropical Cyclone Advice, or Tsunami Warning Products.

Departments or organisations with specific responsibility for issuing warnings or the management of specific threats, for example, the Bureau of Meteorology for meteorological related information and the Department of Primary Industries for Emergency Diseases in Animals, Queensland Fire and Rescue Service for major fires, shall issue warnings in accordance with their standard operating procedures.

The DDC will receive notification directly from the State Disaster Coordination Centre (SDCC) and internally through Queensland Police Service Communication Centres. The DDC will ensure the dissemination of warnings to vulnerable LDMGs within the district. DDMG members will receive warning products via a number of means. Depending on time constraints, DDMG member agencies will normally be notified by e-mail, and depending on the urgency of perhaps a rapid onset event like a tsunami by telephone. Teleconferencing equipment is available to the Gladstone DDMG and the initial e-mail advising of the warning may request an urgent meeting via teleconference. DDMG member agencies may also receive notification from internal agency central offices. A number of agencies will also receive warnings directly from the Bureau of Meteorology. Details regarding responsibility for notification processes within DDMG member agencies are detailed in respective agency plans. Agency plans will include detailed contact registers to achieve dissemination of warnings.

The Gladstone DDMG plays an important role in ensuring the notification and dissemination of warnings to members of the Gladstone DDMG, Gladstone and Banana LDMGs and in some instances, elements of the community that may fall under the responsibility of Gladstone DDMG member agencies, such as residents of island communities.

The process for the notification and dissemination of warning products is not a function dependent on the activation of the Gladstone DDMG, rather it is an automatic responsibility of Gladstone DDMG Executives and members, regardless of the status of activation of the DDMG. Upon receipt of information that communities located within the Gladstone Disaster District are or may be threatened by a particular hazard, the Disaster District Coordinator (DDC) shall ensure that the community and local governments receive appropriate warnings in respect to those threats.


Warnings will be communicated to the vulnerable community by their respective local government in accordance with the relevant provisions of the respective Local Government Disaster Management Plan. These warnings will be conducted in collaboration with the Gladstone DDC to ensure uniformity and consistency in the message. However, where events require a higher level of warning, the DDC may engage the Emergency Alert (EA) system.

Emergency Alert

The Emergency Alert is a national telephone warning system that provides Australian emergency authorities with an enhanced ability to warn the community in the event of an emergency. The warning system is another tool available for organisations to issue emergency warnings where EA will be issued via landline and mobile telephones. As the use of EA can be time critical for a community, the process for requesting it does not involve a bureaucratic approval process. EA provides the capability to send warning messages to fixed line telephones based on their physical location and to mobile telephones based on its billing address within a particular area. The management and administration of Emergency Alert in Queensland is the responsibility of DCS, through Emergency Management Queensland (QFES EM). This includes ongoing maintenance, testing and capture of EA costs including measures for accountability and cost recovery, record-keeping and reporting The Emergency Alert Queensland Operational Guidelines provide draft formats of warning messages for specific hazards. SEWS (Standard Emergency Warning Signal)

The Standard Emergency Warning Signal (SEWS), approved by agreement between all states and territories in 1999 is intended for use as an alert signal to be played on public media such as radio, television and public address. SEWS shall be utilised in respect to warning issues for events involving the following:

• Wind gusts >125 kilometres per hour (equivalent to category 2 and above

cyclones or their wintertime equivalents);

• Storm tide >0.5 metre above Highest Astronomical Tide;

• Large hail > 4 centimetre in diameter;

• Tornado(es);

• Major floods, flash floods and/or dam break;

• Intense Rainfall leading to Flash Floods and/or landslides (1-6 hour rainfall

total > 50 year Average Recurrence Interval);

• Geo-hazards including effects of earthquakes and or tsunami waves > 1

metre (tide dependent);

• Major urban and rural fires;

• Major pollution, hazardous material or bio-hazard emergency;

• Civil defence emergency (as defined in Article 61 of Protocol 1 of the 1977

Protocols Additional to the Geneva Conventions of 1949);

• Other major emergency situations.


In Queensland, the authority to initiate SEWS warnings is restricted to:

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

• The Assistant Director-General of QFES EM (or nominated delegate) for disaster events and civil defence emergencies.

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

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

The use of SEWS may be considered outside of the aforementioned eligible events, in which case the DDC will liaise with the Assistant Commissioner, Central Region, and advise the Executive Officer of the SDMG accordingly. If approved, and the QPS are the initiating authority, the Gladstone DDC shall notify the effected Local Governments directly. In summary, the responsibilities of DDMG member agencies for notification in Local Government areas is shown in the following table.

Responsible Agency Group/Agency Notified

Queensland Police Service

Queensland Police Service Stations and

establishments


Services (Emergency Management) State Emergency Service Units/Groups

Local Government

(Gladstone and Banana)

Dependant on the warning;

Water Authorities

Electricity Providers

Surf Life Saving Australia

Queensland Ambulance

Queensland Ambulance Service Stations

and establishments


Services (Fire)

Queensland Fire and Rescue Service

Stations and establishments

Queensland Health

Queensland Health establishments –

Clinical and Public Health

Maritime Services Queensland

Regional Port Authorities, Regional


Responsible Agency Group/Agency Notified

Harbour Users (Trade and Recreational)

Queensland Transport and Main Roads

Queensland Transport and Main Roads

establishments and assets

Department of Environment and

Heritage Protection

Queensland Parks and Wildlife

establishments and assets

Department of Public Works QBuild establishments

Dept of Employment, Economic

Development and Innovation

Recovery Committee

Department of Communities, Child

Safety and Disability Services Human and Social Recovery Committee


Activation The DDC is responsible for activating the DDMG. This would generally occur following consultation with one or more of; the Chair of the SDMG; the Chair of a LDMG; and/or members of the DDMG.

The four levels of activation are:

Alert

A heightened level of vigilance due to the possibility of an event in the area of responsibility. No action is required however the situation should be monitored by someone capable of assessing the potential of the threat.

Lean

forward

An operational state prior to ‘stand up’ characterised by a heightened level of situational awareness of a disaster event (either current or impending) and a state of operational readiness. Disaster coordination centres are on standby; prepared but not activated.

Stand up

The operational state following ‘lean forward’ whereby resources are mobilised, personnel are activated and operational activities commenced. Disaster coordination centres are activated.

Stand

down

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

The District levels of activation are outlined at Annexure E.

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

The primary Gladstone District Disaster Coordination Centre is situated at Gladstone Police Complex, 10-12 Yarroon Street, Gladstone.

Contact Numbers

Telephone (07) 49713 283

Facsimile (07) 49713 277


SECONDARY/ALTERNATIVE DCC LOCATIONS Secondary sites have been assessed in the event that the primary site of the Gladstone District Disaster Coordination Centre is not able to be utilised. As of 2015 three alternative sites have been identified as being able to provide minimum facilities for the Gladstone DDCC to operate. In the event of the primary centre being unavailable an assessment will be conducted as to whether the Gladstone Institute of TAFE College, the Gladstone Base Hospital or Queensland Transport Customer Service Centre will be utilised in its place.

� Queensland Transport Customer Service Centre 2 Patterson Street, Gladstone

(07)48 368100

� Maritime Safety Queensland Office Level 7 21 Yarroon Street, Gladstone (07)49

Contact Numbers

Telephone To be provided / advised by the operating authority of the institute

utilised.

Fax To be provided / advised by the operating authority of the institute

utilised.

Coordination Centre Layout The same conceptual layout as the primary centre is to be adhered to. Refer to Gladstone DDCC Operations Manual and Business Continuity Plan.

Concept of Operations for Response

Operational Reporting Information management is essential for the operation of the DDCC. Information accuracy and the timely provision of this information assists in decision making and forward planning considerations for the DDMG. Situation Reports (Sitreps)

• SITREPs shall be forwarded to the DDC by the LDCC at pre-determined times or as the situation dictates.

• A SITREP is to be forwarded to the SDCC at pre-determined times, or as the situation dictates, or as required by the SDCC.

Requests for information are to be provided with realistic timeframes. If a request cannot be supplied within the requested timeline, the requested agency is to advise as soon as reasonably practicable and provide an expected time of reply.


Requests For Assistance (RFAs) All Requests for Assistance are to be submitted in the prescribed format. Local Disaster Management Groups shall submit their requests for assistance to the District Disaster Coordinator. Requests that cannot be met at District level are to be forwarded to the State Disaster Coordination Centre. Refer to the Gladstone DDCC Operations Manual for the correct Request for Assistance format. Operational Reports Following debriefing of operations, the District Disaster Coordinator is to provide an Operational Report to the Executive Officer, SDMG detailing the full extent of operations including debrief information.

Financial Management General

Due to the nature of many disaster situations, finance operations will often be conducted with compressed time constraints and other pressures, necessitating the use of non-routine procedures. This in no way lessens the requirement for sound financial management and accountability.

In most instances, activation of the District Disaster Management Plan will involve expenditure of funds to cover costs in providing support to affected Local Government areas. Financial management is crucial during any process of the DDMG as cost recovery is not automatically derived. Any financial expenditure incurred by the DDCC is to be authorised by the DDC. Member agencies of the DDMG are to ensure that their own organisation have appropriate arrangements in place regarding staff hours being mindful of fatigue management. Each support agency is responsible for providing their own financial services and support to its response operations relevant to their agency. The Executive Officer or their delegate will have the responsibility of maintaining a log of hours performed to be maintained with record of normal hours and overtime incurred. Fatigue management is to be monitored with periods of duty (in most cases) to be no longer than 12 hours and comply with enterprise bargaining provisions where operationally practicable. Recovery of financial expenditure will be carried out as detailed below. Any costs incurred must be approved prior to expenditure. A record of all expenditure must be kept. Extreme care and attention to detail must be taken throughout the disaster operation period to maintain logs, formal records and file copies of all expenditure (including personnel timesheets), in order to provide clear and reasonable accountability and justifications for future audit and potential reimbursement purposes.


District Disaster Arrangements

Events which require the activation of this Plan will, in most cases, involve the expenditure of funds to cover costs such as equipment hire, hire of aircraft, purchase of items of food or equipment, fuel and accommodation etc. These costs will be met in accordance with established arrangements. The Executive Officer, State Disaster Management Group, has issued guidelines as to what constitutes "authorised expenditure". Any expense outside of those guidelines must be referred to the Executive Officer, SDMG for determination. Following operations, the District Disaster Coordinator will collate all expenditure incurred, certify same and forward to the Manager, Disaster Finance, Emergency Management Queensland, Kedron for payment. Process of all accounts should be expedited to ensure prompt early payment. Appropriate arrangements should be considered by the District Disaster Coordinator regarding coordination and collation of all financial expenditure. All expenditure must be supported by either an itemised account or receipt for goods and services provided by the claimant. Claims not supported will not be paid. Natural Disaster Relief and Recovery Arrangements (NDRRA)

In order to formally recognise the severity of damage to an area or region affected by a natural disaster event, the Minister for Emergency Services may declare a geographically defined area to be a "Natural Disaster Area". For NDRRA to be applicable certain criteria must be met and these can be obtained from the NDRRA Handbook which is reviewed and updated yearly. This declaration is used as an administrative tool to define the area to which the Natural Disaster Relief and Recovery Arrangements (NDRRA) measures will apply. It should be noted that a “Declaration of a Disaster Situation” is NOT a pre-requisite to the provision of the NDRRA assistance. State Disaster Relief Arrangements (SDRA)

For smaller events, it may be possible for State Disaster Relief Arrangements (SDRA) to apply. In such instances, personal hardship is a trigger for this assistance to be activated. Operational costs associated with the event may be claimed in accordance with the disaster district arrangements outlined above. It is stressed that reimbursement is not an automatic process and requires solid evidence of disaster-related expenditure.

Media Management


The community shall be kept informed of the activities of the District Disaster Management Group, especially in terms of disaster events and disaster management operations before, during and following an event. Formal comments or interviews with the media in respect to a disaster event and disaster operations following an event on behalf of the Disaster District shall only be made by the DDC or Deputy Chairperson in consultation with and assistance from other DDMG members as necessary.

No television, radio, press or media personnel (other than QPS media) are to be allowed into the DDCC during operations without the express authority of the DDC. Any appointed Media Liaison Officer will arrange for Media briefings to be conducted at a suitable location. No media briefings or releases are to be conducted without the express permission of the DDC.

Media Liaison Officer Duty Statement The Media Liaison Officer is responsible for the management of all media matters relating to Counter Disaster Operations in the Rockhampton District Disaster area of responsibility. Specific duties include; • Preparing accurate press releases based on Local operations. • Field inquiries from all media sources. • Maintain a working log of press releases and all other significant contacts with

media sources. • Refer all media inquiries regarding political or controversial issues to the DDC. • In consultation with the DDC coordinate all media interviews. • In consultation with the DDC coordinate and conduct media group tours of

disaster areas. • Keep abreast of operational developments by liaising with DDCC Intelligence

staff. • Maintain a current contact register of media organisations. • In consultation with the DDC utilise media to ensure timely and accurate

dissemination of disaster information to the public.

Accessing Support and Allocation of Resources District disaster management groups do not themselves possess any resource reserves. All resources within the disaster district are owned and managed by the


various local governments, government departments, corporate entities or private business operators. Resource lists are maintained and held in each local disaster management plan. The Gladstone and Banana local disaster management groups who require assistance in the form of resources or services not available within their jurisdiction, or if available, have been or are likely to be expended, may request assistance from the Gladstone DDMG in providing those resources. Such requests shall be in the approved form – Request for Assistance (RFA). The Gladstone and Banana LDMGs currently utilise the QIT Plus Guardian software system for disaster management, which maintains currency of disaster management forms. The Gladstone and Banana LDMGs who require assistance in the form of resources or services will be requested to consider support from non disaster affected LDMGs through local arrangements or through the Local Government Authority of Queensland (LGAQ). Cost recovery considerations will be necessary as natural hazards such as cyclone and flooding normally affect bordering local government areas. Upon receipt of a request for assistance, the DDMG shall make all reasonable endeavours to locate the required resource of service from elsewhere within the disaster district. Resources and services acquired by the DDMG and appropriated to a LDMG may be recalled and reallocated at the discretion of the DDMG. In the event the required resource or service is not available elsewhere in the disaster district, the DDMG shall forward a Request for Assistance, in the required form, to the SDMG. In acquiring resources, the DDMG will enter into normal contractual arrangements at commercial rates. Normal accepted practices in terms of purchase and acquisition apply. Appropriate approvals shall be obtained prior to the incurrence of any financial expenses. The DDC, Deputy Chairperson and Executive Officer shall ensure that accurate records are maintained in respect to requests for assistance, resource acquisition and allocation and financial expenditures. With the exception of DACC Category One, all requests for Australian Defence Force assistance under the Defence Aid to the Civil Community (DACC) arrangements shall be made by the DDC via the SDCC on behalf of the State Group. Requests for ADF assistance under Category One of the DACC arrangements may be made direct to the commanding officer of the unit to whom the request is being made. The DDC is to be made aware of any DACC category one requests. Requests for ongoing ADF assistance, particularly where aircraft usage or cost recovery may be required, under categories other than category one, shall be forwarded to the Executive Officer of the SDMG. Prioritisation for the allocation of support and resources will be determined as the need arises or request is received. Prioritisation will be based on factors such as preservation of life, mitigating the damage to essential services, critical infrastructure or domestic and commercial infrastructure.


Temporary District Groups The Gladstone Disaster District is surrounded by Rockhampton Disaster District to the north, Roma Disaster District to the West, and the Bundaberg and Dalby Disaster Districts to the south. The Disaster Management Act 2003 was amended in 2010 and now provides for the ability to create temporary disaster districts. This is especially relevant where an event is affecting only a small section/portion/area of one district while causing considerable disruption to a neighbouring district. A temporary realignment of the district boundaries to encompass the small affected area can be accomplished. The implementation of this provision may be derived from consultation between the two or more affected DDCs. The commissioner of the police service and the SDMG shall be contacted and advised of this consultation and consideration of the provision. Alternatively the chairperson of the State group may instigate this provision after consulting with the commissioner of the police service. Section 28A states: s28A ‘Temporary disaster district groups’

(1) This section applies if the chairperson of the State group is satisfied that a disaster has happened, is happening or is likely to happen, in two or more adjoining disaster districts. (2) The chairperson may, after consulting with the commissioner of the police service, establish a temporary district disaster management group (a temporary

district group) for the districts. (3) The temporary district group is responsible, as directed by the chairperson, for the management of the disaster for the districts. (4) The chairperson must publish details of the districts for which the temporary district group is established by gazette notice. (5) The chairperson must dissolve the temporary district group when the chairperson is satisfied that it is no longer required. The membership of the temporary district disaster management group mirror that of the normal district disaster management group with the distinction being that it is the chairperson of the State group who must appoint a chairperson and a deputy chairperson for the temporary district group but only after consulting with the commissioner of the police service (section 28C). The function of the temporary district disaster coordinator is to coordinate disaster operations in the temporary disaster district for the group (Section 28F).


Disaster Declaration In accordance with section 64 of the Disaster Management Act, the Gladstone DDC may, with the approval of the Minister, declare a disaster situation for the district, or a part of the district. In declaring a disaster situation, the Gladstone DDC is to be satisfied that a disaster has happened, is happening or is likely to happen and it will be necessary or reasonably likely to be necessary to exercise declared disaster powers to prevent or minimise the loss of human life, illness or injury to humans, property loss or damage, or damage to the environment. The declaration of a disaster situation should ordinarily be made in the approved form however in accordance with section 65(5) of the Act it can be made orally if necessary to exercise declared disaster powers before an approved form can be obtained and completed. If the declaration is made orally, it must be recorded in the approved form as soon as is reasonably practicable. (Please note that an oral declaration cannot be made if the DDC is satisfied only that it is reasonably likely to be necessary to exercise disaster powers. The DDC must believe that it is necessary to exercise the powers.) Before declaring a disaster situation the DDC is to take reasonable steps to consult with the DDMG and each local government in, or partly in, the proposed declared area. A failure to consult does not affect the validity of the declaration (section 64(3)). The Minister and the Premier may declare a disaster situation for the State, or a part of the State (Section 69) under the same conditions as those for DDCs under section 64 with the exception that consultation is not required with the DDMG or local government. The statutory machinery for declarations relative to disaster management and the management of emergent situations are contained in the following Acts: ‘Disaster Situation’ Disaster Management Act 2003 (the Act) – Sections 64: ‘Declaration’; 69:

‘Declaration’ ‘Emergency Situation’ Public Safety Preservation Act 1986 Section 5: ‘Declaration of emergency situation’ The PSPA was amended in 2010 to include in the definition of emergency situation, (f) any impact of a naturally occurring event such as a flood or a landslide; that causes or may cause a danger of death, injury or distress to any person, a loss of or damage to any property or pollution of the environment, includes a situation arising from any report in respect of any of the matters referred to in paragraphs (a) to (f) which if proved to be correct would cause or may cause a danger of death, injury or distress to any person, a loss of or damage to any property or pollution of the environment.


This amendment allows for the situation where the initial scale of an event may not constitute a disaster but requires a number of agencies to respond and collaborate. ‘CBR Emergency’ Public Safety Preservation Act 1986 Section 12: ‘CBR emergency may be declared’ ‘Terrorist Emergency’ Public Safety Preservation Act 1986 Section 8G: ‘Terrorist emergency may be declared’ ‘State of Emergency’ State Transport Act 1938 Section 2: ‘Emergency Powers’ Section 65: ‘Form and notice of declaration’ of the Disaster Management Act 2003

prescribes that the declaration of a ‘disaster situation’ must be in the approved form. A copy of the approved form approved by the SDMG is included in the Gladstone DDCC Operational Plan. Section 6 of the Public Safety Preservation Act 1986 states that a declaration under section 5 in force when a disaster situation is declared under the Disaster

Management Act 2003 must be revoked by the emergency commander or, if the emergency commander is unavailable, by a commissioned officer of the same or more senior rank, unless the emergency commander or commissioned officer believes on reasonable grounds that it is necessary for the declaration under section 5 to remain in force. The transmission or dissemination of a declaration will be made at the State level through normal media outlets and through the internet social media. This will be followed at the local level and supported by the district through normal media reporting provisions. Any information regarding authorisation of persons to exercise declared disaster powers will be communicated directly with the relevant authority and the local government by the DDC.

Resupply The Gladstone DDMG adopted the Queensland Resupply Guidelines issued in 2011. The arrangements, flow charts, forms and requirements expressed in the Guidelines will not be wholly reproduced here in the plan. The Queensland Resupply Guidelines may be accessed at the Queensland government website http://www.disaster.qld.gov.au Resupply is not a common function undertaken by the Gladstone DDMG as the Gladstone LDMG and the Banana LDMG have established local arrangements to assist with resupply. Any consideration of resupply by the local governments is always conducted in consultation with the Gladstone DDC. Resupply of isolated communities


Queensland Resupply Guidelines state that the aim of resupply to isolated communities is to ensure that essential goods are available to the community through the normal retail facilities within that community. In times of isolation the normal method of transporting goods from the wholesaler to the retailer is no longer available and utilising alternate methods of transport would greatly increase the cost of essential goods to the consumer. The purpose of resupply for isolated communities is to ensure that members of the community can access essential goods required to maintain the safety and wellbeing of humans and domestic animals during periods of isolation. This is achieved by the State Government contributing to the extraordinary cost of transporting goods by alternate methods. When determining the need for resupply the Local Disaster Coordinator (LDC) and the LDMG must take into account the level of goods available in the entire community rather then acting on requests from individual retailers. The purpose of resupply is not to maintain the normal trading levels of retailers during isolation. As well as retailers the local disaster management group must consider organisations other then retailers, this may include: a. Hospitals and clinics, b. Charity organisations (meals on wheels, school based feeding programs) c. Postal contractors, d. Fuel suppliers (aviation fuel, essential fuel supples only) e. Vets, f. Ambulance, g. Aged care facilities, and h. Any other local organisation that supplies essential goods or services. The Gladstone and Banana LDMG shall ensure that their resupply sub-plans conform to the Queensland Resupply Guidelines especially where there is a high likelihood that resupply operations will be required due to isolation. The Gladstone Disaster District has a number of communities vulnerable to isolation and possibly requiring resupply depending on the nature and size of the event. These communities include Agnes Water and Seventeen Seventy, Baffle Creek, Rosedale, Boyne Valley, Taroom, and Theodore. Both the Gladstone and Banana LDMGs are responsible for conducting community awareness programs with respect to the preparations to be made prior to the expected time of impact of the event and coordinating activities with respect to such preparation. The LDMGs are currently completing their sub-plans including the development of a resupply procedure that details the conduct of resupply for the community and for isolated rural properties. This procedure is to be submitted to the district group for endorsement prior to its implementation. The local resupply procedure must not contradict the contents of the Queensland Resupply Guidelines but should detail arrangements at a local level.


Functional Plans

The following documents should be read as complementing the Gladstone District Disaster Management Plan - The plans are held separately at the Gladstone District Police station or may be located and downloaded online. Gladstone Offshore Island Evacuation Protocol Gladstone Regional Council Disaster Management Plan Banana Shire Council Disaster Management Plan Gladstone Area Water Board Emergency Action Plan Sunwater Emergency Action Plan Gladstone Human Social Recovery Plan Queensland Coastal Contingency Action Plan Port of Gladstone First Strike Oil Spill Response Plan Cyclone contingency plan – Port of Gladstone, Maritime Safety Queensland AUSVETPLAN (Emergency Animal Disease Plan – DAFF)

Hazard Specific Arrangements

Whilst Queensland has adopted an all hazards approach to the development of disaster management arrangements, it is important to acknowledge that some hazards have characteristics that may require a hazard specific approach. Threat specific agencies are responsible for the planning, response and recovery functions necessary to combat specific threats which require significant technical expertise. There are a number of hazard specific primary agency the DDMG needs to consider as supporting references to the main DDMP. These may include: Plant and Animal Disease; Terrorism; Bushfire; and Influenza Pandemic. Hazards that require a hazard specific approach

EMERGENCY ANIMAL DISEASE

DAFF (Department of Agriculture, Fisheries and Forestry) Plan and Location:

AUSVETPLAN - is a comprehensive series of technical response plans that sets out the various roles, responsibilities and policies to be followed by all agencies in an emergency animal disease (EAD) response which is Australia’s approach to an exotic


disease incursion. It has been developed by Commonwealth, State and Territory veterinary authorities AUSVETPLAN captures the Emergency Animal Disease Response Agreement (EADRA), a contractual arrangement that brings together the Commonwealth, state and territory governments and livestock industry groups to collectively and significantly increase Australia’s capacity to prepare for, and respond to, emergency animal disease (EAD) incursions. http://www.animalhealthaustralia.com.au/programs/emergency-animal-disease-preparedness/ausvetplan/ PANDEMIC

Queensland Health Plan and location: Pandemic Influenza Plan 2009 http://www.health.qld.gov.au/pandemicinfluenza/health_prof/plans.asp MARINE OIL SPILL Department of Transport and Main Roads (Maritime Safety Queensland) Plan and Location: Queensland Coastal Contingency Action Plan (QCCAP) http://www.msq.qld.gov.au/Environment/Contingency-plans.aspx DAM FAILURE

Gladstone Area Water Board (Awoonga Dam) : Sunwater (Callide and Kroombit Dams)

Plan and Location: Matters pertaining to the response activities associated with a failure of the Awoonga Dam, Callide Dam and Kroombit Dams and their associated flooding consequences are initially dealt with in the Gladstone Area Water Board’s Emergency Action Plan for the Awoonga Dam and the Sunwater Emergency Action Plan for the Callide and Kroombit Dams). Downstream effects resulting from a failure of any of the dams in Gladstone District will be managed through operational plans held by the Gladstone Regional Council and Banana Shire council which will be activated in whole or in part to assist with the response to such a situation. Copies of the Dam Emergency Action Plans are held at the Gladstone District Police Station.


BUSHFIRE Queensland Fire and Emergency Service (QFES) Plan and Location: To date, no detailed Threat Specific Plan for Bushfires has been developed by QFES. Bushfires are the specific responsibility of QFES, and control of response activities will be undertaken by QFES with support in terms of resources, evacuations and other assistance being provided by other agencies. TERRORISM

Queensland Police Service (QPS) Plan and Location: Plans are confidential security documents not readily accessible by the public. They are restricted.


Recovery Strategy Disaster recovery is a continuous process from relief/short term recovery through medium/long term recovery to the resumption of normal business. This strategy has been developed to be flexible and to enable scaling up and down of recovery processes as required. This recovery strategy is supported by the procedures outlined in the Queensland

disaster Relief & Recovery Arrangements Guidelines (2009-2010).

Scope This recovery strategy has been developed to: • include all functions of recovery (human-social, infrastructure, economic and

environmental); • define broad parameters for the effective coordination of recovery operations

within the district; • Identify constraints to the coordination of recovery operations within the district;

and • Identify for each recovery function, a broad scale of recovery that can be

managed at a district level.

Functions of Recovery Disaster recovery involves the following four key elements of recovery. Recovery arrangements must reflect the inter-relationships and dependencies between each of these functions. Economic: Economic recovery will be regionally specific to the impacted area, impacted industries, businesses and supply chains affected. The Department of State Development, Infrastructure and Planning (DSDIP) leads activities in support of the Queensland Government’s policy and specific natural disaster response measures for an event. The areas of responsibility for economic recovery include:

• Implementation of business and industry economic recovery strategies • Matters relating to the impact of events on tourism and tourists; • Regional intelligence on the impact to infrastructure and business and

industry. Environment: Environmental recovery will be led by Department of Environment and Heritage Protection and will focus on the coordinated process of supporting affected communities in: • assessing the impact of the event on the natural (e.g. water quality, ecological

impact and pollution) and cultural (e.g. heritage conservation including indigenous cultural heritage) environment;

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

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


• rehabilitation of the cultural environment; • the preservation of community assets (e.g. reserves and parks); • managing and disposing waste; • ensuring environmental bodies, affected communities and interest groups are

involved in the decision making process; and • monitoring and assessing the environmental consequences of cleanup operations Human-social: Human-social recovery includes personal support and information, physical health and emotional, psychological, spiritual, cultural and social well-being, public safety and education, temporary accommodation, financial assistance to meet immediate individual needs and uninsured household loss and damage. The functional lead agency for human-social recovery is the Department of Communities, Child Safety and Disability Services that will chair the Human and Social Recovery Committee when activated at the District level. This committee will lead the delivery of Human and Social Recovery. Public Health will develop a functional committee to mitigate public health risk, disease control or environmental health hazards Infrastructure: Infrastructure recovery will be led by the various lead agencies as defined in section 5.9.3 of this plan who will deliver the Queensland Government’s policy and specific natural disaster response measures for an event. They will focus on the process of supporting affected communities in assessing and coordinating: • damage to housing stock, commercial and industrial buildings and structures,

rural structures, and infrastructure facilities; • building safety inspection services and securing damaged buildings and

structures; • demolition of unsafe buildings and structures; • repair and rebuilding matters of housing stock; • disposal of hazardous material and debris; • recovery of utility (water, power and telecommunications) infrastructure, which is

normally undertaken by infrastructure owners and operators (e.g. Telstra and Ergon, etc.);

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

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

making process; and • considering mitigation measures (e.g. flood risk reduction) when planning for

rebuilding and reconstruction The Gladstone District Disaster Management Group will predominantly rely on these lead agencies to deliver the key elements of recovery.

Governance


The Department of Communities, Child Safety and Disability Services has functional lead-agency responsibility for human and social recovery and chairs the Gladstone Disaster District Human and Social Recovery Committee. The Committee is responsible for developing the Human and Social Recovery Plan. In a specific disaster event the Committee uses the Plan to develop an event specific Human and Social Recovery Operational Plan. It is anticipated that each organisation involved in the community recovery effort will also have their own underpinning agency plans. Membership of the Human and Social Recovery Committee is determined by the district community profile as well as the range of government and non-government organisations represented within the district and able to participate. Experience has demonstrated that effective recovery management following a disaster depends on planned procedures, trained staff, identified resources and planned distribution processes. The Gladstone District Human and Social Recovery Committee Plan provides the strategic framework for human and social recovery planning, outlining roles and responsibilities of government and non-government partners for the coordinated delivery of recovery services following a disaster.

Recovery Functional Lead Agencies Each designated functional lead agency has responsibility for the performance of a function of recovery which has a direct correlation to their core business. Functional lead agencies will require the assistance of supporting agencies to effectively perform their function of helping communities recover from the effects of a disaster. Functional lead agencies may determine that an effective mechanism for coordinating supporting agencies for their designated function is to form a standing group or committee. Further detail on functional lead agency roles and responsibilities and supporting agencies, including Queensland Government, Australian Government, industry and NGOs, are outlined in the Queensland Recovery Guidelines. All organisations need to understand their role in recovery and must be prepared to ensure delivery of recovery services through the medium and long term.

Activation The district recovery strategy may be activated upon direction from the DDC or the SDMG. Community recovery commences as soon as possible after the disaster event and includes activities and services needed to restore the emotional, social, economic and physical well-being of an affected community. The actual activities and services will vary across the six different phases as described below:

� Preparedness

� Alert/Stand-By

� Activation

� Immediate to Short-Term Recovery


� Medium to Long-Term Recovery

� Stand-Down/De-Brief As disaster response and immediate/short term recovery occurs concurrently, the activation of the strategy will commence with immediate/short term recovery actions undertaken within the response phase. The level of district support required in the medium/long term recovery phase will be dependent on the recovery structure advised by the SDMG for each specific event. Detailed information regarding the DRG procedures through each of these phases are contained within the Gladstone Disaster District Human and Social Recovery Committee Plan Attachment 1.

Immediate/short term recovery

The immediate/short term recovery phase occurs concurrently to response operations. Immediate/short term recovery activities of the DDMG will typically include:

� Support to LDMG’s to ensure the conduct of rapid damage and need assessment;

� Support to LDMG’s to ensure the provision of immediate community services (e.g. health services, food, clothing and shelter, financial relief);

� Support to LDMG’s to ensure the restoration of critical utilities and services; and

� Support to LDMG’s to ensure the provision of temporary housing.

The Immediate to Short-Term Recovery phase covers immediate community recovery service provision to meet identified individual personal and community needs, and to restore services to the level where Local Government and the normal responsible agencies can manage the continuing recovery process.

During this phase, the local recovery committee will prepare an Event Specific

Community Recovery Implementation Plan which will include actions plans for the four functions of recovery. This will assist in determining requirements for short, medium and long term recovery.

Transition Triggers

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

� Emergency is contained; � No further hazard or secondary threats are likely in the near future; � Response organisations cease their activities; � Public safety measures are in place and work effectively; � Evacuation centres have closed; or � Initial rehabilitation has commenced.

The appointment of the Recovery Coordinator should take place at the latest during the transition phase and preferably during the response/short term recovery phase of the event.


Medium/Long Term Recovery

The level of support required by the DDMG during the medium /long term recovery phase will be dependent on the nature and scale of the disaster. The level of involvement of the DDMG may range from supplementation of a Local Recovery Group to the establishment of a District Recovery Committee.

Operational and Action Plans

Where an LDMG undertakes recovery as the result of an event, a Recovery Group Implementation Plan is to be developed and forwarded to the DDC for review and approval.

Continuous Improvement It is important that where an assessment report outlines corrective action recommendations to a disaster management plan that these issues are addressed in a timely manner. At the conclusion of an event or following any review of the plan, all recommendations for improvement (RFI) and corrective actions (CAR) will be discussed and implemented as necessary. These changes will be reported to the DDMG for incorporation into the DDMG Annual Operational Plan and Annual Report.

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


Annexure Index A Distribution List B DDMG Contact List (Restricted Document) C Risk Register D Risk Treatment Plan E District Levels of Activation for Response Arrangements


Annexure A

Distribution List

Position Organisation Hard Copy √

Electronic Copy √

Chair Queensland Police Service √ √

Deputy Chair Queensland Police Service √ √

Executive Officer

Queensland Police Service √ √

Core Member Banana Shire Council √

Core Member Gladstone Regional Council √

Core Member Queensland Fire & Emergency Service √

Core Member Queensland Ambulance Service √

Core Member Transport and Main Roads √

Core Member Maritime Services Queensland √

Core Member Department of Public Works √

Core Member Queensland Health (Clinical Services) √

Core Member Queensland Health (Public Health) √

Core Member Department of Environment and Heritage Protection √

Core Member Department of National Parks, Sport & Racing √

Core Member Department of Communities, Child Safety and Disability Services √

Advisor Queensland Fire & Emergency Services (formerly QFES EM) √

Advisor Department of State Development, Infrastructure and Planning √

Advisor Department of Agriculture, Fisheries and Forestry √

Advisor Ergon Energy √

Advisor Australian Defence Force √

Advisor Bureau of Meteorology √

Advisor Telstra √

Advisor ABC Radio (Capricornia) √


Annexure B

Gladstone District Disaster Management Group Contact List

Organisation Position and Name Address Contact Details

The contact list is a restricted document maintained by the Executive Officer to the Gladstone District

Disaster Management Group.


Annexure C

Gladstone District Risk Register

Risk Identification (District level risks only)

Risk No.

Risk Statement Source Impact Category

Prevention/Preparedness Controls

Recovery/Response Controls

1

Inadequate disaster management coordination results in an inefficient and undesirable response to a disaster event

Human ALL

� District Disaster

Management Plan � Local Disaster

Management Plan � Exercise and

evaluation � Review Local &

District DM Plans � Support to QDMA � Regular DDMG and

LDMG Meetings � LDMG engagement

and liaison � Selection of

incumbent members to DDMG/LDMG

� DDMG/LDMG Induction

� Training � DDMG/LDMG member

roles & responsibilities � Test communications

systems � Development of DDCC

electronic information management processes

� Identify stakeholder roles and responsibilities

� Inclusion of response and recovery processes in DDMP and LDMP

Identify & utilise capacity of: � Human Services � QPS � QAS � QFRS � Local Bus Lines � QRail � Commercial air

carriers � ADF Assistance/DACC

Requests � Volunteer

Organisations � Medical Services � Qld Disaster Relief

Recovery Arrangements

� QFRS RDA � Insurance Councils of



Risk No.




� Identify and negotiate SOA’s

� Resource identification and auditing

� Ongoing risk assessment process

� Review of current and future technologies to distribute warning advice.

Australia – Catastrophe Arrangements

� Exercise and evaluation


2A

There is the potential that a monsoon trough, tropical low, severe storm or rain depression will cause an extreme rainfall event in the Gladstone Disaster District resulting in a major flood which will impact on residents.

Flood People

� LDMG to develop flood

mapping � Levee banks � Drainage maintenance � Develop community

awareness � Building Regulations � Auditing BCP’s � Ensure well being of

DDCC staff and families

� Evacuation arrangements

� Development of local evacuation sub-plans

� Identify special needs groups

� Identify evacuation centres

� Identify places of refuge

� QFRS Swift Water Rescue

� DES Rescue Helo � SES Flood boats � Identify at risk

persons prior to the event

� Implementation of evacuation sub-plan

� Establish evacuation centres

� Establish places of refuge

� SES � Australian Red Cross � Local Government � ADF � QAS � QHealth � QFRS RDA � DVI



Risk No.




� Consider evacuation timelines

� Trigger points � Emergency Alert � Test and review plans � Identify evacuation

routes � Established support

networks

2B

There is a potential that a flood event may occur in the Gladstone Disaster District which may impact on the environment.

Flood Environment

� Liaison with DNRM in

relation to environmental consequences

� Levee banks � Drainage maintenance � Identify

environmental hazards which may exacerbate impact

� EHP � DNPRSR � Local Government � Private sector � Government agencies � NGO’s

2C

There is a potential that a flood event may occur in the Gladstone Disaster District causing wide spread damage to lines of communications, transportation routes, property, agriculture, local business and industry.

Flood Economy

� Business Continuity

Plans � Re-supply plans � Hold extra non-

perishable & non-essential stock

� Private sector � Local government � DSDIP � DAFF

2D There is a potential that a flood event may occur in the Gladstone Disaster District which will impact on

Flood Public Administration

� Business continuity

plans � Each agency to

� DPC � All government

agencies � Local government



Risk No.




the capacity of public administration to support communities of the Gladstone Disaster District.

develop plans to address own processes and preparatory action to take.

� Local government to develop plans to address own processes and preparatory action to take

2E

There is a potential that a flood event may occur in the Gladstone Disaster District which will cause wide spread damage to property, agriculture, livestock losses thereby severely impacting on the social environment and commercial activity with the additional loss of income and significant financial distress.

Flood Social Setting

� Develop community

awareness � Establish media plan � Use of Social media � Establish hotlines � Engage indigenous

communities to promote awareness and identification of persons with special needs SDRA

� NDRRA � Business Continuity

Plans � Identify Recovery

Centres � Develop Outreach

Programs � Resupply to isolated

communities

� DCCSDS � Human Services � QPS � Volunteer

organisations � Resupply to isolated

communities � Insurance Council of


� SDRA � NDRRA



Risk No.




2F

There is the potential that a monsoon trough or tropical low will cause an extreme rainfall event in Gladstone Disaster District resulting in a major flood which will cause the failure of significant infrastructure and service delivery

Flood Infrastructure

� Training � Business continuity

plans � Identify at risk key

utilities and develop BCP strategies

� Identify at risk key facilities and liaise with operators

� Communication Plan

� Business Continuity Plans

� Transport infrastructure (road, rail air & sea)

� NGO’s – Telstra – Optus – Ergon

� Local Government � State Government

– QBuild – TMR – QFRS RDA

� ADF Assistance/DACC Requests

3A

There is the potential that a severe category cyclone will impact on the Gladstone Disaster District causing wide spread structural damage to residential properties including private residences, aged care facilities, schools, boarding residences, hotels, motels, backpacker accommodation and moveable dwellings

Cyclone People

� Develop community awareness

� Building Regulations � Auditing BCP’s � Ensure wellbeing of


Evacuation arrangements


� Identify at risk persons prior to the event




� SES � Australian Red Cross � Local Government � ADF



Risk No.










networks

� QAS � QHealth � Local Government

3B

There is the potential that a severe category cyclone will impact on the Gladstone Disaster District causing wide spread environmental damage

Cyclone Environment






3C

There is the potential that a severe category cyclone will impact on the Gladstone Disaster District causing wide spread structural damage to properties, agriculture, live stock

Cyclone Economy

� Building Regulations � Business Continuity

Plans � Re-supply plans

� Private sector � Local government � DSDIP � DAFF � Business by business



Risk No.




losses, local business and industry. � Encourage retailers to hold extra non-perishable & non-essential stock

decision process

3D

There is the potential that a severe category cyclone will impact on the Gladstone Disaster District causing wide spread damage to infrastructure, private and commercial property and residences, injury to persons and/or loss of life, wide spread power outages impacting on residential and commercial entities, sewerage and water treatment systems and communication networks

Cyclone Public Administration

� Business continuity plans

� Each agency to develop plans to address own processes and preparatory action to take



3E

There is the potential that a severe category cyclone will impact on the Gladstone Disaster District causing wide spread structural damage to property, agriculture, livestock losses and commercial activity incurring loss of income and significant financial distress.

Cyclone Social setting


� SDRA � NDRRA � Business Continuity




communities � Establish media plan � Establish hotlines





� SDRA � NDRRA



Risk No.




� Use of Social media � Engage indigenous

communities to promote awareness and identification of persons with special needs

3F

There is the potential that a severe category cyclone will impact on the Gladstone Disaster District causing wide spread power outages impacting on residential and commercial entities, sewerage and water treatment systems and communication networks

Cyclone Infrastructure

� Training � Seasonal

preparedness � Business continuity

plans � Identify key utilities

and develop BCP strategies

� Identify key facilities and liaise with operators








4A

There is the potential that a cyclone and an associated storm surge will impact on the coastal communities of the Gladstone Disaster District which in turn will impact on the inhabitants.

Storm Surge People

� National Storm Tide Mapping Model


� Building Regulations � Auditing BCP’s � Ensure well being of

DDCC staff and




� Establish places of



Risk No.




families � Evacuation arrangements








networks

refuge � SES � Australian Red Cross � Local Government � ADF � QAS � QHealth � Local Government � QFRS RDA � DVI

4B

There is the potential that a cyclone and an associated storm surge which will impact on coastal communities of the Gladstone Disaster District and result in the salt water inundation of coastal habitats and forests

Storm Surge Environment








Risk No.




4C

There is the potential that a cyclone and an associated storm surge which will impact on the Gladstone Disaster District causing wide spread damage to properties, agriculture and local business and industry

Storm Surge Economy


Plans � Re-supply plans � Encourage retailers to

hold extra non-perishable & non-essential stock


decision process

4D

There is the potential that a cyclone and an associated storm surge which will impact on the capacity of public administration to support coastal communities of the Gladstone Disaster District.

Storm Surge Public Administration

� Business continuity

plans � Each agency to

develop plans to address own processes and preparatory action to take



4E

There is the potential that a cyclone and an associated storm surge which will cause wide spread damage to property, agriculture, livestock losses thereby severely impacting on the social environment and commercial activity with the additional loss of income and significant financial distress.

Storm Surge Social Setting


� Advanced communication





communities





� SDRA � NDRRA



Risk No.




� Establish media plan � Establish hotlines � Use of Social media � Engage indigenous


4F

There is the potential that a cyclone and an associated storm surge which will impact on coastal communities of the Gladstone Disaster District by causing the failure of significant infrastructure and service delivery.

Storm Surge Infrastructure













5A

Gladstone Disaster District may be subject to a bush fire or other large scale fire

Fire

(Urban and

Rural) People

� Develop community

awareness � QFRS/ DNPRSR

community engagement

� Hazard reduction



� Organisational Plans – QPS



Risk No.




plans � Media Plan




� Identify evacuation centres / routes





networks � Organisational

emergency safety procedures

� Safety Guidelines

– QFRS – QAS – QHealth – DTMR – Dangerous

Goods Branch – DNRM Natural

Resources and Mines

– DSDIP – Mines & Energy

– WH&S – SES

� Local Disaster Mgmt Plan

� District Disaster Management Plan

� Insurance Council of Australia – Catastrophe Arrangements

5B

There is a potential that a bushfire event may occur in the Gladstone Disaster District which may impact on the environment.

Fire (Urban and Rural)

Environment

� Liaison with DNPRSR

in relation to environmental consequences

� Drainage maintenance � Identify

environmental

� DNPRSR � QFRS � Local Government � Private sector � Government agencies � NGO’s



Risk No.




hazards which may exacerbate impact

5C

There is a potential that a bushfire event may occur in the Gladstone Disaster District causing wide spread damage to lines of communications, transportation routes, property, agriculture, local business and industry.


Economy


Plans �


decision process

5D

There is a potential that a bushfire event may occur in the Gladstone Disaster District which will impact on the capacity of public administration to support the communities of the Gladstone Disaster District.


Public Administration





5E

There is a potential that a bushfire event may occur in the Gladstone Disaster District which will cause wide spread damage to property, agriculture, livestock losses thereby severely impacting on the social environment and commercial activity with the additional loss of income and significant financial distress.


Social Setting






communities � Establish media plan � Establish hotlines





� SDRA � NDRRA



Risk No.




� Use of Social media � Engage indigenous


5F

There is a potential that a bushfire event may occur in Gladstone Disaster District the effects of which may cause the failure of significant infrastructure and service delivery.


Infrastructure







� Transport infrastructure (road & rail)



– QBuild – TMR – QFRS/QFRA – QFRS RDA


6A

There is a potential that a major transport accident (road, rail, air) may occur in the Gladstone Disaster District which may result in the injury or loss of life of people.

Major Transport

Accident

People


� Building Regulations


� Development of local



� Organisational Plans – QPS



Risk No.




evacuation sub-plans � Identify special needs

groups � Identify evacuation

centres � Identify places of

refuge � Consider evacuation

timelines � Trigger points � Emergency Alert � Test and review plans � Identify evacuation





– QFRS – QAS – QHealth – DTMR – Dangerous

Goods Branch – DNRM – Natural

Resources and Minesy

– WH&S – SES

� Local Disaster Mgmnt Plan



6B

There is a potential that a major transport accident (road, rail, air) may occur in the Gladstone Disaster District which may impact on the environment.

Major Transport Accident

Environment

� Liaison with EHP in relation to environmental consequences



� EHP � Local Government � Private sector � Government agencies � NGO’s

6C There is a potential that a major transport accident (road, rail, air)


Economy � Building Regulations � Business Continuity

Plans

� Private sector � Local government



Risk No.




event may occur in the Gladstone Disaster District causing wide spread damage to lines of communications, transportation routes, property, agriculture, local business and industry.

� � DSDIP � DAFF � Business by business

decision process

6D

There is a potential that a major transport accident (road, rail, air) event may occur in the Gladstone Disaster District which will impact on the capacity of public administration to support communities of the Gladstone Disaster District.







6E

There is a potential that a major transport accident (road, rail, air) event may occur in the Gladstone Disaster District which will cause wide spread damage to property, agriculture, livestock losses thereby severely impacting on the social environment and commercial activity with the additional loss of income and significant financial distress.


Social Setting






communities � Establish media plan � Establish hotlines � Use of Social media � Engage indigenous

communities to promote awareness





� SDRA � NDRRA



Risk No.




and identification of persons with special needs

6F

There is a potential that a major transport accident (road, rail, air) event may occur in Gladstone Disaster District the effects of which may cause the failure of significant infrastructure and service delivery.


Infrastructure












7A

There is a potential that a severe storm will occur in Gladstone Disaster District which may impact on inhabitants

Severe Storm People










� SES � Australian Red Cross � Local Government � ADF



Risk No.










networks

� QAS � QHealth

7B

There is a potential that a severe storm will occur in Gladstone Disaster District which may impact on the natural environment

Severe Storm Environment

� Liaison with DNRM in relation to environmental consequences




7C

There is a potential that a severe storm event may occur in the Gladstone Disaster District causing wide spread damage to lines of communications, transportation routes, property, agriculture, local

Severe Storm Economy



hold extra non-


decision process



Risk No.




business and industry. perishable & non-essential stock

7D

There is a potential that a severe storm event may occur in the Gladstone Disaster District which will impact on the capacity of public administration to support communities of the Gladstone Disaster District.

Severe Storm Public Administration





7E

There is a potential that a severe storm event may occur in the Gladstone Disaster District which will cause wide spread damage to property, agriculture, livestock losses thereby severely impacting on the social environment and commercial activity with the additional loss of income and significant financial distress.

Severe Storm Social Setting












� SDRA � NDRRA



Risk No.




7F

There is a potential that a severe storm event may occur in Gladstone Disaster District the effects of which may cause the failure of significant infrastructure and service delivery.

Severe Storm Infrastructure













8A

Gladstone Disaster District may be subject to an Emergency Animal Disease that may impact adversely upon humans

Emergency

Animal Disease

People

� Develop community awareness/resilience

� Media Plan






� AUSVETPLAN � QLDVETPLAN � Organisational

incident management plans – DAFF – QFRS (HAZMAT) – QTMR – QAS – QHealth – Community Health – QR – QPS



Risk No.










– DNPRSR � Federal Govt

– Air Services Australia

� Local Disaster Management Plan


� Implement evacuation arrangements

� Activate evacuation Centres

� Volunteer Groups – Red Cross – Salvation Army

8B

There is a potential that an Emergency Animal Disease event may occur in the Gladstone Disaster District which may impact on the environment.

Emergency Animal Disease

Environment

� EHP Pest animal disposal Pest

Management Plan

2010-2015

� EHP � Local Government � Private sector � Government agencies � QFRS (HAZMAT) � NGO’s

8C

There is a potential that an Emergency Animal Disease event may occur in the Gladstone Disaster District causing wide spread damage to agriculture, local business and industry.


Economy

� Organisational emergency safety procedures

� Safety Guidelines � Building Regulations � Business Continuity


perishable & non-

� Private sector � Local government � LGAQ � State Govt Agencies

– DSDIP – DAFF – DNPRSR Pest

Mngmt Plan 2010-2015

� Federal Govt



Risk No.




essential stock – BioScience Aust � NGO’s

– Telstra – Ergon

8D

There is a potential that an Emergency Animal Disease event may occur in the Gladstone Disaster District which will impact on the capacity of public administration to support coastal communities of the Gladstone Disaster District.







8E

There is a potential that an Emergency Animal Disease event may occur in the Gladstone Disaster District which will cause wide spread damage to property, agriculture, livestock losses thereby severely impacting on the social environment and commercial activity with the additional loss of income and significant financial distress.


Social Setting


� Establish media plan � Establish hotlines � Use of Social media � Business Continuity



Programs � SDRA � NDRRA � Engage indigenous

communities





� SDRA � NDRRA

9A Gladstone Disaster District may be subject to a non-natural event

Hazardous

Material Incident

People � Develop community

awareness � Media Plan


� Establish evacuation



Risk No.















centres

� Organisational Plans – QPS – QFRS/QFRA – Hazmat – WH&S – QAS – QHealth – QTMR – Dangerous

Goods Branch – DNRM –Natural

Resources & Mines – WH&S – SES

� LDMP � DDMP

9B

There is a potential that a Hazardous Material Incident event may occur in the Gladstone Disaster District which may impact on the environment.

Hazardous Material Incident

Environment

� Oil Spill Risk Assessment for Qld Coast and GB Reef

� Qld Coastal Contingency Action Plan

� Pollution Report � Liaison with EHP in

relation to environmental


� EHP � DNPRSR � Local Government � Private sector � Government agencies � QFRS (HAZMAT) � MSQ



Risk No.




consequences � Drainage maintenance � Identify


� NGO’s

9C

There is a potential that a Hazardous Material Incident event may occur in the Gladstone Disaster District causing wide spread damage to lines of communications, transportation routes, property, agriculture, local business and industry.


Economy


Plans � Industry liaison


decision process

9D

There is a potential that a Hazardous Material Incident event may occur in the Gladstone Disaster District which will impact on the capacity of public administration to support communities of the Gladstone Disaster District.







9E

There is a potential that a Hazardous Material Incident may occur in the Gladstone Disaster District which will cause wide spread damage to property, agriculture, livestock losses thereby severely impacting on the social environment and commercial activity with the


Social Setting







Australia –



Risk No.




additional loss of income and significant financial distress.



communities

Catastrophe Arrangements

� SDRA � NDRRA

9F

There is a potential that a Hazardous Material Incident event may occur in Gladstone Disaster District the effects of which may cause the failure of significant infrastructure and service delivery.


Infrastructure







� Transport infrastructure (road, rail, air & sea)



– QBuild – MSQ – TMR – QFRS/QFRA – QFRS RDA


10A Gladstone Disaster District may be subject to an Epidemic / Pandemic

Epidemic / Pandemic

People


� Media Plan


� Guide for Queensland

Government Agencies

Key Response Actions H1n1 Influenza 09

(Human Swine



Risk No.














Influenza � DP&C – Pandemic

Influenza Plan � Organisational

incident management plans – QPS – QFRS (HAZMAT) – QFRA – QAS – QHealth – Community Health – QR – SES

� Federal Govt – Air Services

Australia � Local Disaster

Management Plan � District Disaster

Management Plan � Implement evacuation

arrangements � Activate evacuation

Centres � Volunteer Groups

– Red Cross – Salvation Army

10C

There is a potential that an Epidemic / Pandemic event may occur in the Gladstone Disaster District causing wide spread damage to agriculture,

Epidemic / Pandemic

Economy



� Private sector � Local government � LGAQ � State Govt Agencies



Risk No.




local business and industry. � Building Regulations � Business Continuity



– DSDIP – DAFF – DNPRSR Pest


� Federal Govt – BioScience Aust

� NGO’s – Telstra – Ergon

10D

There is a potential that an Epidemic / Pandemic event may occur in the Gladstone Disaster District which will impact on the capacity of public administration to support communities of the Gladstone Disaster District.

Epidemic / Pandemic






10E

There is a potential that an Epidemic / Pandemic event may occur in the Gladstone Disaster District which will cause wide spread damage to populations thereby severely impacting on the social environment and commercial activity with the additional loss of income and significant financial distress.

Epidemic / Pandemic

Social Setting





Programs � SDRA � NDRRA





� SDRA � NDRRA



Risk No.




� Engage indigenous communities

10F

There is a potential that an Epidemic / Pandemic event may occur in Gladstone Disaster District the effects of which may cause the failure of significant infrastructure and service delivery.

Epidemic / Pandemic

Infrastructure


plans � Communication Plan � Organisational






– QHealth – Community Health – QAS – QFRS (HAZMAT)


11A Gladstone Disaster District may be subject to a Plant Disease event that may impact adversely upon humans

Plant Disease People


� Media Plan






� Consider evacuation

� Organisational incident management plans – QTMR – QAS – QHealth – Community Health – QPS – DNPRSR



Management Plan



Risk No.













11B

There is a potential that a Plant Disease event may occur in the Gladstone Disaster District which may impact on the environment.

Plant Disease Environment


� Media Plan








routes

� Organisational incident management plans – DNPRSR – DAFF – QFRS (HAZMAT) – QTMR – QAS – QHealth – Community Health – QR – QPS




Management Plan



Risk No.




� Established support networks






11C

There is a potential that a Plant Disease event may occur in the Gladstone Disaster District causing wide spread damage to agriculture, local business and industry.

Plant Disease Economy


� Safety Guidelines � Building Regulations � Business Continuity



� State Govt Agencies – DSDIP – DAFF – DNPRSR Pest


� Federal Govt – BioScience Aust

� Private sector � Local government � LGAQ � NGO’s


11D

There is a potential that a Plant Disease event may occur in the Gladstone Disaster District which will impact on the capacity of public administration to support communities of the Gladstone Disaster District.

Plant Disease Public Administration







Risk No.




11E

There is a potential that a Plant Disease event may occur in the Gladstone Disaster District which will cause wide spread damage to property, agriculture, livestock losses thereby severely impacting on the social environment and commercial activity with the additional loss of income and significant financial distress.

Plant Disease Social Setting






communities





� SDRA � NDRRA

12A

There is a potential that an underwater seismic disturbance may create a tsunami which will flood island and coastal communities of the Gladstone Disaster District impacting on the inhabitants.

Tsunami People

� LDMG to develop tsunami inundation mapping







� Identify evacuation





� SES � Australian Red Cross � Local Government � ADF � QAS � QHealth � QFRS RDA � DVI



Risk No.




centres � Identify places of




networks

12B

There is a potential that an underwater seismic disturbance may create a tsunami which will flood island and coastal communities of the Gladstone Disaster District and result in the salt water inundation of coastal rainforest.

Tsunami Environment

� Liaison with DNPRSR in relation to environmental consequences



� DNPRSR � Local Government � Private sector � Government agencies � NGO’s

12C

There is a potential that an underwater seismic disturbance may create a tsunami which will flood island and coastal communities causing wide spread damage to properties, agriculture and local business and industry.

Tsunami Economy



hold extra non-perishable & non-essential stock


decision process



Risk No.




12D

There is a potential that an underwater seismic disturbance may create a tsunami which will flood island and coastal communities and will impact on the capacity of public administration to support coastal communities of the Gladstone Disaster District.

Tsunami Public Administration





12E

There is a potential that an underwater seismic event may create a tsunami which will flood low lying areas of the Gladstone Disaster District causing wide spread damage to property, agriculture, livestock losses thereby severely impacting on the social environment and commercial activity with the additional loss of income and significant financial distress.

Tsunami Social Setting













� SDRA � NDRRA



Risk No.




12F

There is a potential that an underwater seismic disturbance may create a tsunami which will flood island and coastal communities of the Gladstone Disaster District and cause the failure of significant infrastructure and service delivery.

Tsunami Infrastructure












13A

There is a potential that a seismic event may occur in the Gladstone Disaster District which may impact on its inhabitants.

Earthquake People

� Public awareness � Emergency Alert

(post event)

� Local Government � Local Disaster


Management Plan � Evacuation centres � Volunteer

organisations � Medical services � Evacuation

arrangements � QFRS � SES � DCCSDS � Centrelink



Risk No.




� Volunteer organisations

13B

There is a potential that a seismic event may occur in the Gladstone Disaster District which may impact on the environment.

Earthquake Environment





13C

There is a potential that a seismic event may occur in the Gladstone Disaster District causing wide spread damage to properties, agriculture, local business and industry.

Earthquake Economy


� Re-supply plans � Hold extra non-


� Private sector � Local government � DAFF � DSDIP

13D

There is a potential that a seismic event may occur in the Gladstone Disaster District which will impact on the capacity of public administration to support coastal communities of the Gladstone Disaster District.

Earthquake Public Administration





13E There is a potential that a seismic event may occur in the Gladstone Disaster District which will cause

Earthquake Social Setting


� Establish media plan � Use of Social media




Risk No.




wide spread damage to property, agriculture, livestock losses thereby severely impacting on the social environment and commercial activity with the additional loss of income and significant financial distress.

� Establish hotlines � Engage indigenous

communities to promote awareness and identification of persons with special needs SDRA





communities




� SDRA � NDRRA

13F

There is a potential that a seismic event may occur in the Gladstone Disaster District which may cause the failure of significant infrastructure and service delivery.

Earthquake Infrastructure














Risk No.




14A

There is a potential that a landslide may occur in the Gladstone Disaster District which may result in the injury or loss of life of people.

Landslide People











networks



� SES � Australian Red Cross � Local Government -

engineers � ADF � QAS � QHealth

14B

There is a potential that a landslide may occur in the Gladstone Disaster District which may impact on the environment

Landslide Environment



environmental




Risk No.




hazards which may exacerbate impact

14C

There is a potential that a flood event may occur in the Gladstone Disaster District causing damage to lines of communications, transportation routes, property, agriculture, local business and industry.

Landslide Economy


Plans �


decision process

14D

There is a potential that a landslide event may occur in the Gladstone Disaster District which will impact on the capacity of public administration to support the communities of the Gladstone Disaster District.

Landslide Public Administration





14E

There is a potential that a landslide event may occur in the Gladstone Disaster District which will cause wide spread damage to property, agriculture, livestock losses thereby severely impacting on the social environment and commercial activity with the additional loss of income and significant financial distress.

Landslide Social Setting






communities � Establish media plan





� SDRA � NDRRA



Risk No.




� Establish hotlines � Use of Social media � Engage indigenous


14F

There is a potential that a landslide event may occur in Gladstone Disaster District the effects of which may cause the failure of significant infrastructure and service delivery.

Landslide Infrastructure










– QBuild – QTMR – QFRS RDA


15A Gladstone Disaster District may be subject to an act of terrorism

Terrorism People

� Public awareness � Emergency Alert � Established support

networks � Review Local &

District DM Plans � Organisational

� Organisational incident management plans

– QPS – DP&C – QFRS (HAZMAT) – QFRA



Risk No.





� Safety Guidelines � QPS CTLO Network

– QAS – QHealth – QR – TMR – DNPRSR – SES


Australia – ADF/DFACA




� Evacuation Centres � Volunteer Groups

– Red Cross Salvation Army

15B

There is a potential that a terrorism event may occur in the Gladstone Disaster District which may impact on the environment.

Terrorism Environment


� EHP � DNPRSR � Local Government � Private sector � Government agencies � QFRS (HAZMAT) � NGO’s

15C

There is a potential that a terrorism event may occur in the Gladstone Disaster District causing wide spread damage to property, agriculture,

Terrorism Economy


Plans

� Private sector � Local government � DSDIP � DAFF



Risk No.




local business and industry. � Business by business decision process

� NGO’s – Boral/Ergon

15D

There is a potential that a terrorism event may occur in the Gladstone Disaster District which will impact on the capacity of public administration to support coastal communities of the Gladstone Disaster District.

Terrorism Public Administration







� Evacuation Centres � QBuild � ADF

Assistance/DFACA Requests

� All government agencies

� Local government

15E

There is a potential that a terrorism event may occur in the Gladstone Disaster District which will cause wide spread damage to property, agriculture, livestock losses thereby severely impacting on the social environment and commercial activity with the additional loss of income and significant financial distress

Terrorism Social Setting








communities � SDRA � NDRRA



Risk No.




communities

15F

There is a potential that a terrorism event may occur in Gladstone Disaster District the effects of which may cause the failure of significant infrastructure and service delivery.

Terrorism Infrastructure






� NGO’s – Relevant port

authority – Telstra – Optus – Ergon



� ADF Assistance/DFACA Requests

16A

17A

Gladstone Disaster District may be subject to a non-natural event

Port & Shipping Incident / Oil Spill

People


� Media Plan





� Identify places of



� Organisational Plans – QPS – QFRS/QFRA – Hazmat – WH&S – QAS – QHealth – QTMR – Dangerous



Risk No.










Goods Branch – DNRM Natural

Resource & Mines – WH&S – SES

� LDMP � DDMP

16B

17B

There is a potential that a Port & Shipping Incident / Oil Spill event may occur in the Gladstone Disaster District which may impact on the environment.


Environment



� Pollution Report � Liaison with DNPRSR

and EHP in relation to environmental consequences




� Port of Gladstone First Strike Oil Spill Response Plan

� EHP � DNPRSR � Local Government � Private sector � Government agencies � QFRS (HAZMAT) � MSQ � NGO’s

16C 17C

There is a potential that a Port & Shipping Incident / Oil Spill event

Port & Shipping Incident / Oil

Economy � Building Regulations � Business Continuity

Plans

� Private sector � Local government



Risk No.




may occur in the Gladstone Disaster District causing wide spread damage to lines of communications, transportation routes, property, local business and industry.

Spill � Industry liaison � DSDIP � Business by business

decision process

16D

17D

There is a potential that a Port & Shipping Incident / Oil Spill event may occur in the Gladstone Disaster District which will impact on the capacity of public administration to support communities of the Gladstone Disaster District.







16E 17E

There is a potential that a Port & Shipping Incident / Oil Spill event may occur in the Gladstone Disaster District which will cause wide spread damage to property, agriculture, fish stock losses thereby severely impacting on the social environment and commercial activity with the additional loss of income and significant financial distress.


Social Setting






communities





� SDRA � NDRRA

16F

17F There is a potential that a Port & Shipping Incident / Oil Spill event

Port & Shipping Incident / Oil

Infrastructure � Training � Business continuity




Risk No.




may occur in Gladstone Disaster District the effects of which may cause the failure of significant infrastructure and service delivery.

Spill plans � Identify key utilities




� Transport infrastructure (port, rail, & sea)



– QBuild – MSQ – TMR – QFRS/QFRA – QFRS RDA


18A

There is a potential that an explosion may occur in the Gladstone Disaster District which may result in the injury or loss of life of people.

Explosion People









� Trigger points



� Organisational Plans – QPS/EORT – QFRS – QAS – QHealth – DTMR – Dangerous

Goods Branch – DNRM- Natural


� Local Disaster Mgmnt



Risk No.




� Emergency Alert � Test and review plans � Identify evacuation





Plan � District Disaster

Management Plan � Insurance Council of


18B

There is a potential that an explosion may occur in the Gladstone Disaster District which may impact on the environment.

Explosion Environment





18C

There is a potential that an explosion event may occur in the Gladstone Disaster District causing wide spread damage to lines of communications, transportation routes, property, agriculture, local business and industry.

Explosion Economy


Plans �


decision process

18D

There is a potential that an explosion event may occur in the Gladstone Disaster District which will impact on the capacity of public administration

Explosion Public Administration


� Each agency to develop plans to





Risk No.




to support communities of the Gladstone Disaster District.

address own processes and preparatory action to take

18E

There is a potential that an explosion event may occur in the Gladstone Disaster District which will cause wide spread damage to lives, property, agriculture, livestock losses thereby severely impacting on the social environment and commercial activity with the additional loss of income and significant financial distress.

Explosion Social Setting












� SDRA � NDRRA

18F

There is a potential that an explosion event may occur in Gladstone Disaster District the effects of which may cause the failure of significant infrastructure and service delivery.

Explosion Infrastructure






� NGO’s



Risk No.






– Telstra – Optus – Ergon




19A

There is a potential that a dam failure event may occur in the Gladstone Disaster District which may result in the injury or loss of life of people.

Dam Failure People











networks








� Insurance Council of Australia – Catastrophe



Risk No.






Arrangements

19B

There is a potential that a dam failure event may occur in the Gladstone Disaster District which may impact on the environment.

Dam Failure Environment

� Liaison with DNRM and EHP in relation to environmental consequences




19C

There is a potential that dam failure event may occur in the Gladstone Disaster District causing wide spread damage to lines of communications, transportation routes, property, agriculture, local business and industry.

Dam Failure Economy


Plans


decision process

19D

There is a potential that a dam failure event may occur in the Gladstone Disaster District which will impact on the capacity of public administration to support communities of the Gladstone Disaster District.

Dam Failure Public Administration







Risk No.




19E

There is a potential that a dam failure event may occur in the Gladstone Disaster District which will cause wide spread damage to lives, property, agriculture, livestock losses thereby severely impacting on the social environment and commercial activity with the additional loss of income and significant financial distress.

Dam Failure Social Setting












� SDRA � NDRRA

19F

There is a potential that a dam failure event may occur in Gladstone Disaster District the effects of which may cause the failure of significant infrastructure and service delivery.

Dam Failure Infrastructure









� Local Government



Risk No.




� State Government – QBuild – TMR – QFRS RDA


20A

Gladstone Disaster District may be subject to a failure of, or disruption to, an essential service or infrastructure

Critical Infrastructur

e or Service Failure

People


� Media Plan � Established support

networks � Review Local &

District DM Plans � Organisational




– QPS – QFRS – QFRA – QAS – QHealth – Community Health – QR – DSDIP – DNPRSR – SES




20B

There is a potential that a failure of, or disruption to, an essential service or infrastructure event may occur in the Gladstone Disaster District which

Critical Infrastructure or Service Failure

Environment


� EHP � DNPRSR � Local Government � Private sector � Government agencies � QFRS (HAZMAT)



Risk No.




may impact on the environment. � NGO’s

20C

There is a potential that a failure of, or disruption to, an essential service or infrastructure event may occur in the Gladstone Disaster District causing wide spread damage to property, agriculture, local business and industry.


Economy


Plans


decision process � NGO’s – Boral/Ergon

20D

There is a potential that a failure of, or disruption to, an essential service or infrastructure event may occur in the Gladstone Disaster District which will impact on the capacity of public administration to support communities of the Gladstone Disaster District.









� Evacuation Centres � QBuild � ADF Assistance/DACC

Requests � All government


20E

There is a potential that a failure of, or disruption to, an essential service or infrastructure event may occur in the Gladstone Disaster District which will cause wide spread damage to property, agriculture, livestock losses thereby severely impacting on


Social Setting



Plans



communities � SDRA



Risk No.




the social environment and commercial activity with the additional loss of income and significant financial distress.

� Identify Recovery Centres

� Develop Outreach Programs

� SDRA � NDRRA � Engage indigenous

communities

� NDRRA

21A

There is a potential that a military training incident may occur in the Gladstone Disaster District which may result in the injury or loss of life of people.

Military

Training

Incident

People


� Port Regulations � Media Relations

















� Implementation of nuclear contingency plans

� Insurance Council of Australia –



Risk No.







21B

There is a potential that a military training incident event may occur in the Gladstone Disaster District which may impact on the environment.

Military Training Incident

Environment

� Liaison with EHP and DNPRSR in relation to environmental consequences




21C

There is a potential that a military training incident event may occur in the Gladstone Disaster District causing wide spread damage to lines of communications, transportation routes, property, agriculture, local business and industry.


Economy


Plans


decision process

21D

There is a potential that a military training incident event may occur in the Gladstone Disaster District which will impact on the capacity of public administration to support communities of the Gladstone Disaster District.







21E There is a potential that a military training incident event may occur in the Gladstone Disaster District which


Social Setting � Develop community

awareness � SDRA

� DCCSDS � Human Services � QPS



Risk No.




will cause wide spread damage to lives, property, agriculture, livestock losses thereby severely impacting on the social environment and commercial activity with the additional loss of income and significant financial distress.







� Volunteer organisations

� Resupply to isolated communities


� SDRA � NDRRA

21F

There is a potential that a military training incident event may occur in Gladstone Disaster District the effects of which may cause the failure of significant infrastructure and service delivery.


Infrastructure













Risk No.





22A

There is a potential that a gas leak event may occur in the Gladstone Disaster District which may impact on the community.

Gas Incident People


� Media Plan














� Organisational Plans – QPS/EORT – QFRS/QFRA – QFRS (HAZMAT) – Gas Examiner – Chemical Hazards

and Emergency Management Unit

– WH&S – QAS – QHealth – DTMR – Dangerous

Goods Branch – DNRM-Natural




22B There is a potential that a gas leak event may occur in the Gladstone Disaster District which may impact

Gas leak Environment � Liaison with EHP in

relation to environmental

� EHP � Local Government � Private sector



Risk No.




on the environment. consequences

� Government agencies � QFRS (HAZMAT) � NGO’s

22C

There is a potential that a gas leak event may occur in the Gladstone Disaster District causing wide spread damage to lines of communications, transportation routes, property, agriculture, local business and industry.

Gas leak Economy


Plans �


decision process � NGO’s – Boral/Ergon

22D

There is a potential that a gas leak event may occur in the Gladstone Disaster District which will impact on the capacity of public administration to support coastal communities of the Gladstone Disaster District.

Gas leak Public Administration





22E

There is a potential that a gas leak event may occur in the Gladstone Disaster District which will cause wide spread damage to property, agriculture, livestock losses thereby severely impacting on the social environment and commercial activity with the additional loss of income and significant financial distress.

Gas leak Social Setting





Programs � SDRA

� DoC � Human Services � QPS � Volunteer




� SDRA



Risk No.




� NDRRA � Engage indigenous

communities

� NDRRA

22F

There is a potential that a gas leak event may occur in Gladstone Disaster District the effects of which may cause the failure of significant infrastructure and service delivery.

Gas leak Infrastructure






� Road closures 131940 � NGO’s

– Relevant Port Authority

– Telstra – Optus – Ergon/Boral


– QBuild – Gas Examiner – TMR – QFRS (HAZCHEM)



Risk Analysis

Risk No

Level of Existing PP Controls

Level of Existing RR Controls Consequence Likelihood Risk Confidence Level

1

High High Major Unlikely High High

2A Medium Medium Moderate Almost Certain Extreme High

2B High High Minor Almost Certain High Moderate

2C High High Moderate Almost Certain Extreme High

2D Medium High Minor Likely Low High

2E Medium High Minor Almost Certain Medium High

2F High High Minor Almost Certain Medium High

3A Medium Medium Catastrophic Likely Extreme High

3B High High Moderate Possible High High

3C High High Major Possible High High

3D Medium High Minor Possible Medium High


Risk Analysis

Risk No



3E Medium High Catastrophic Possible High High

3F Medium Medium Moderate Possible High Moderate

4A Medium High Moderate Possible Medium High

4B High High Minor Possible Low High

4C High High Major Possible Medium High

4D Medium High Minor Possible Low High

4E Medium High Moderate Possible Low High

4F High Medium Major Possible Medium Moderate

5A Medium High Moderate Almost Certain Extreme High

5B High High Moderate Almost Certain Extreme High

5C High High Minor Almost Certain High High


Risk Analysis

Risk No



5D Medium High Insignificant Almost Certain Medium High

5E Medium High Moderate Almost Certain Extreme High

5F High High Insignificant Almost Certain Medium High

6A High High Moderate Unlikely High High

6B High High Minor Unlikely Low High

6C High High Minor Unlikely Low High

6D High High Insignificant Unlikely Low High

6E High High Minor Unlikely Low High

6F High High Minor Unlikely Low High

7A High High Moderate Possible High High

7B High High Moderate Possible High High


Risk Analysis

Risk No



7C High High Minor Possible Medium High

7D High High Minor Possible Medium High

7E High High Moderate Possible High High

7F High High Minor Possible Medium High

8A High Medium Minor Rare Low High

8B High High Insignificant Rare Low High

8C High High Minor Rare Low High

8D Medium Medium Insignificant Rare Low High

8E High High Minor Rare Low High

9A High High Moderate Unlikely Medium Moderate

9B High High Moderate Unlikely Medium Moderate


Risk Analysis

Risk No



9C High High Moderate Unlikely Medium High

9D High High Minor Unlikely Low High

9E High High Moderate Unlikely Medium High

9F High High Moderate Unlikely Medium High

10A Medium High Moderate Unlikely Medium Moderate

10C High High Moderate Unlikely Medium Moderate

10D High High Minor Unlikely Medium Moderate

10E High High Moderate Unlikely Medium Moderate

10F Medium High Insignificant Unlikely Low Moderate

11A Medium High Minor Rare Low Moderate

11B Medium High Moderate Rare Medium Moderate


Risk Analysis

Risk No



11C Medium High Minor Rare Low Moderate

11D Medium High Insignificant Rare Low Moderate

11E Medium High Minor Rare Low Moderate

12A Medium High Major Rare High Moderate

12B Medium High Catastrophic Rare High Moderate

12C Medium High Minor Rare Low Moderate

12D Medium High Minor Rare Low Moderate

12E Medium High Moderate Rare Medium Moderate

12F Medium High Major Rare High Moderate

13A Medium Medium Major Unlikely High Moderate

13B Medium Medium Major Unlikely High Moderate


Risk Analysis

Risk No



13C Medium Medium Minor Unlikely Low Moderate

13D Medium Medium Minor Unlikely Low Moderate

13E Medium Medium Major Unlikely High Moderate

13F Medium Medium Major Unlikely High Moderate

14A High High Minor Rare Low High

14B High High Minor Rare Low High

14C Medium High Minor Rare Low High

14D High High Insignificant Rare Low High

14E Medium High Minor Rare Low High

14F High High Minor Rare Low High

15A High High Major Rare High High


Risk Analysis

Risk No



15B High High Moderate Rare High High

15C High High Moderate Rare Medium High

15D High High Moderate Rare Medium High

15E High High Major Rare High High

15F High High Major Rare High High

16A High High Minor Possible Medium High

16B High Medium Minor Possible Medium Moderate

16C High High Major Possible High High

16D High High Minor Possible Medium High

16E High High Minor Possible Medium High

16F High High Major Possible High High


Risk Analysis

Risk No



17A High High Minor Unlikely Low High

17B High Medium Minor Unlikely Low Moderate

17C High High Major Unlikely High High


17E High High Minor Unlikely Low High

17F High High Minor Unlikely Low High

18A High High Moderate Unlikely Medium High

18B High High Minor Unlikely Low High

18C High High Moderate Unlikely Medium High


18E High High Moderate Unlikely Medium High


Risk Analysis

Risk No



18F High High Moderate Unlikely Medium High

19A High High Major Unlikely High High

19B High High Major Unlikely Medium High

19C High High Major Unlikely High High


19E High High Major Unlikely Medium High

19F High High Catastrophic Unlikely High High

20A High High Major Rare High High

20B High High Moderate Rare Medium High

20C High High Major Rare High High

20D High High Moderate Rare Medium High


Risk Analysis

Risk No



20E High High Major Rare High High

21A High High Minor Rare Low High

21B High High Major Rare High High

21C High High Minor Rare Low High

21D High High Minor Rare Low High

21E High High Minor Rare Low High

21F High High Moderate Rare Medium High

22A Medium Medium Minor Unlikely Low Moderate

22B Medium Medium Minor Unlikely Low Moderate

22C Medium Medium Minor Unlikely Low Moderate

22D Medium Medium Insignificant Unlikely Low Moderate


Risk Analysis

Risk No



22E Medium Medium Minor Unlikely Low Moderate

22F Medium Medium Moderate Unlikely Medium Moderate


Risk Evaluation

Risk No

Tolerability Treatment Strategies Residual Consequence

Residual Likelihood

Residual Risk Further Action

1 Broadly Acceptable

� Exercise and evaluate District and

Local plans � Review Local & District DM Plans � Regular DDMG and LDMG

meetings � LDMG engagement and liaison � Selection of incumbent members

to DDMG/LDMG � Provide DDMG/LDMG Induction � Training � Identify DDMG/LDMG member

roles & responsibilities � Ongoing risk assessment process

Moderate Possible Low

Continued treatment required, no further analysis

2A

Tolerable subject to ALARP (As Low As Reasonably Practicable)

� LDMG to develop flood mapping � Levee banks � Drainage maintenance � Develop community awareness � Building Regulations � Auditing BCP’s � Ensure well being of DDCC staff

and families Evacuation arrangements


� Identify special needs groups � Identify evacuation centres � Identify places of refuge � Consider evacuation timelines

Insignificant Almost Certain Low

No further treatment or analysis required analysis required


Risk Evaluation

Risk No


Residual Likelihood


� Trigger points � Emergency Alert � Test and review plans � Identify evacuation routes � Established support networks

2B Broadly Acceptable

� Liaison with DNPRSR and EHP in


� Levee banks � Drainage maintenance � Identify environmental hazards

which may exacerbate impact

Minor Almost Certain Medium

No further treatment or analysis required

2C Tolerable subject to ALARP

� Business Continuity Plans � Re-supply plans � Hold extra non-perishable & non-

essential stock



2D Tolerable subject to ALARP

� Business continuity plans � Each agency to develop plans to




2E Tolerable subject to ALARP

� Develop community awareness � Establish media plan � Use of Social media � Establish hotlines � Engage indigenous communities




Risk Evaluation

Risk No


Residual Likelihood


to promote awareness and identification of persons with special needs SDRA

� NDRRA � Business Continuity Plans � Identify Recovery Centres � Develop Outreach Programs � Resupply to isolated communities

2F Tolerable subject to ALARP

� Training � Business continuity plans � Identify at risk key utilities and

develop BCP strategies � Identify at risk key facilities and

liaise with operators � Communication Plan



3A

Tolerable subject to ALARP

Evacuation arrangements � Development of local evacuation

plans � Identify special needs groups � Identify evacuation centres � Identify Places of refuge � Evacuation timelines � Trigger points � Emergency Alert � Test and review plans � Develop community awareness � Evacuation routes � Implementation of evacuation

plan

Moderate Possible Medium



Risk Evaluation

Risk No


Residual Likelihood


� Establish Evacuation Centres � Establish places of refuge � Emergency Alert � Established support networks � Review Local & District DM Plans

� Building Regulations � Local Disaster Management Plans

– Evacuation Sub Plan � District Disaster Management Plan � Local & District Disaster

Coordination Centres � Ensure well-being of DDCC

personnel and their families � Volunteer Organisations � SES � Red Cross � Medical Services � QFRS RDA � ADF Assistance/DACC Requests � Insurance Councils of Australia –


3B Broadly Acceptable � Levee banks � Drainage maintenance

Minor Possible Low



� Building Regulations � Business Continuity Plans � Re-supply plans � Encourage retailers to hold extra

non-perishable & non-essential stock




Risk Evaluation

Risk No


Residual Likelihood





Minor Possible Medium


3E Broadly acceptable

� Develop community awareness � SDRA � NDRRA � Business Continuity Plans � Identify Recovery Centres � Develop Outreach Programs � Resupply to isolated communities � Establish media plan � Establish hotlines � Use of Social media � Engage indigenous communities

to promote awareness and identification of persons with special needs

Minor Possible Low


3F Broadly acceptable

� Training � Seasonal preparedness � Business continuity plans � Identify key utilities and develop

BCP strategies � Identify key facilities and liaise

with operators � Communication Plan

Minor Possible Low



Risk Evaluation

Risk No


Residual Likelihood


4A Tolerable subject to ALARP


� Develop community awareness � Building Regulations � Auditing BCP’s � Ensure well being of DDCC staff

and families Evacuation arrangements


� Identify special needs groups � Identify evacuation centres � Identify places of refuge � Consider evacuation timelines � Trigger points � Emergency Alert � Test and review plans � Identify evacuation routes � Established support networks



4B Broadly acceptable

� Liaison with DNPRSR and EHP in relation to environmental consequences



Minor Possible Low



Risk Evaluation

Risk No


Residual Likelihood





Major Possible High


4D Broadly acceptable



Minor Possible Low



� Develop community awareness � Advanced communication � SDRA � NDRRA � Business Continuity Plans � Identify Recovery Centres � Develop Outreach Programs � Resupply to isolated communities � Establish media plan � Establish hotlines � Use of Social media � Engage indigenous communities





� Training � Seasonal preparedness � Business continuity plans � Identify at risk key utilities and

Major Possible High



Risk Evaluation

Risk No


Residual Likelihood





� Develop community awareness � QFRS community engagement � Hazard reduction plans � Media Plan



� Identify special needs groups � Identify evacuation centres � Identify places of refuge � Consider evacuation timelines � Trigger points � Emergency Alert � Test and review plans � Identify evacuation routes � Established support networks � Organisational emergency safety

procedures � Safety Guidelines

Insignificant Almost Certain Medium


5B Tolerable subject to ALARP


� Drainage maintenance � Identify environmental hazards





Risk Evaluation

Risk No


Residual Likelihood



� Building Regulations � Business Continuity Plans �









� Develop community awareness � SDRA � NDRRA � Business Continuity Plans � Identify Recovery Centres � Develop Outreach Programs � Resupply to isolated communities � Establish media plan � Establish hotlines � Use of Social media � Engage communities to promote

awareness and identification of persons with special needs



6A Broadly acceptable

� Develop community awareness � Media Plan



� Identify special needs groups � Identify evacuation routes � Identify places of refuge

Minor Likely Medium



Risk Evaluation

Risk No


Residual Likelihood


� Consider evacuation timelines � Trigger points � Emergency Alert � Test and review plans � Identify evacuation routes � Established support networks � Organisational emergency safety





� Pollution Report � Liaison with DNPRSR and EHP in




Moderate Likely High


6C Broadly acceptable � Building Regulations � Business Continuity Plans

Minor Likely Medium


6D Broadly acceptable



Insignificant Likely Low



Risk Evaluation

Risk No


Residual Likelihood



� Develop community awareness � Establish media plan � Establish hotlines � Use of Social media � Business Continuity Plans � Identify Recovery Centres � Develop Outreach Programs � SDRA � NDRRA � Engage indigenous communities



6F Broadly acceptable

� Training � Business continuity plans � Identify key utilities and develop





7A Broadly Acceptable


and families � Evacuation arrangements � Development of local evacuation

sub-plans � Identify special needs groups � Identify evacuation centres � Identify places of refuge




Risk Evaluation

Risk No


Residual Likelihood


� Consider evacuation timelines � Trigger points � Emergency Alert � Test and review plans � Identify evacuation routes � Established support networks �

7B



which may exacerbate impact �



7C Broadly Acceptable





7D Broadly Acceptable



�



7E Broadly Acceptable

� Develop community awareness � SDRA � NDRRA � Business Continuity Plans � Identify Recovery Centres � Develop Outreach Programs




Risk Evaluation

Risk No


Residual Likelihood


� Resupply to isolated communities � Establish media plan � Establish hotlines � Use of Social media � Engage indigenous communities


�

7F Broadly Acceptable

� Training � Seasonal preparedness � Business continuity plans � Identify key utilities and develop







� Media Plan



� Identify special needs groups � Identify evacuation centres � Identify places of refuge � Consider evacuation timelines � Trigger points � Emergency Alert � Test and review plans


Further treatment and analysis required


Risk Evaluation

Risk No


Residual Likelihood


� Identify evacuation routes � Established support networks � Organisational emergency safety



� DNPRSR Pest Management Plan 2010-2015

Minor Possible Low

Continued treatment required. No further analysis required



� Safety Guidelines � Building Regulations � Business Continuity Plans � Re-supply plans � Hold extra non-perishable & non-

essential stock






Minor Possible Low



� Develop community awareness � Establish media plan � Establish hotlines � Use of Social media � Business Continuity Plans � Identify Recovery Centres

Minor Possible Low



Risk Evaluation

Risk No


Residual Likelihood


� Develop Outreach Programs � SDRA � NDRRA � Engage indigenous communities


� Training � Business continuity plans � Communication Plan � Organisational emergency safety


Insignificant Possible Low



� Develop community awareness � Media Plan � Evacuation arrangements � Development of local evacuation

sub-plans � Identify special needs groups � Identify evacuation centres � Identify places of refuge � Consider evacuation timelines � Trigger points � Emergency Alert � Test and review plans � Identify evacuation routes � Established support networks � Organisational emergency safety


Minor Likely Medium






Continued treatment required, no further


Risk Evaluation

Risk No


Residual Likelihood






analysis


Minor Likely Medium








� Develop community awareness � Establish media plan � Establish hotlines � Use of Social media � Business Continuity Plans � Identify Recovery Centres � Develop Outreach Programs � SDRA � NDRRA � Engage communities



9F Broadly Acceptable � Training � Business continuity plans

Insignificant Likely Low No further treatment or


Risk Evaluation

Risk No


Residual Likelihood


� Identify key utilities and develop BCP strategies



analysis required



Government Agencies Key

Response Actions H1n1 Influenza

09 (Human Swine Influenza � DP&C – Pandemic Influenza Plan � Organisational incident

management plans � Develop community

awareness/resilience � Media Plan � Evacuation arrangements � Development of local evacuation

sub-plans � Identify special needs groups � Identify evacuation centres � Identify places of refuge /

temporary medical facilities � Consider evacuation timelines � Trigger points � Emergency Alert � Test and review plans � Identify evacuation routes � Established support networks � Organisational emergency safety





Risk Evaluation

Risk No


Residual Likelihood




� Safety Guidelines � Building Regulations � Business Continuity Plans � Re-supply plans � Hold extra non-perishable & non-

essential stock






Minor Possible Low




Minor Possible Low








Risk Evaluation

Risk No


Residual Likelihood




� Media Plan





Minor Possible Low




� Media Plan � Development of local evacuation

sub-plans � DNPRSR Pest Management Plan

2010-2015



11C Broadly Acceptable


� Safety Guidelines � Building Regulations � Business Continuity Plans

Minor Possible Low



Risk Evaluation

Risk No


Residual Likelihood


� Re-supply plans � Hold extra non-perishable & non-

essential stock




Minor Possible Low




Minor Possible Low





and families � Evacuation arrangements � Development of local evacuation

sub-plans � Identify special needs groups � Identify evacuation centres � Identify places of refuge

Major Unlikely Medium



Risk Evaluation

Risk No


Residual Likelihood


� Consider evacuation timelines � Trigger points � Emergency Alert � Test and review plans � Identify evacuation routes � Established support networks





Moderate Rare Low





Moderate Rare Low





Minor Rare Low



� Develop community awareness � Advanced communication � SDRA � NDRRA � Business Continuity Plans � Identify Recovery Centres

Moderate Rare Low



Risk Evaluation

Risk No


Residual Likelihood


� Develop Outreach Programs � Resupply to isolated communities � Establish media plan � Establish hotlines � Use of Social media � Engage indigenous communities






Moderate Rare Low


13A Broadly acceptable � Public awareness � Emergency Alert (post event)

Major Unlikely Medium






Minor Unlikely Low



Risk Evaluation

Risk No


Residual Likelihood



� Business Continuity Plans � Re-supply plans � Hold extra non-perishable & non-

essential stock

Moderate Unlikely Medium








� Develop community awareness � Establish media plan � Use of Social media � Establish hotlines � Engage indigenous communities

to promote awareness and identification of persons with special needs SDRA

� NDRRA � Business Continuity Plans � Identify Recovery Centres � Develop Outreach Programs � Resupply to isolated communities �










Risk Evaluation

Risk No


Residual Likelihood



� Develop community awareness � Building Regulations



� Identify special needs groups � Identify evacuation centres � Identify places of refuge � Consider evacuation timelines � Trigger points � Emergency Alert � Test and review plans � Identify evacuation routes � Established support networks �







Minor Possible Low


14C Broadly Acceptable � Building Regulations � Business Continuity Plans �









Risk Evaluation

Risk No


Residual Likelihood











� Identify special needs groups � Identify evacuation centres � Identify places of refuge � Consider evacuation timelines � Trigger points � Emergency Alert � Test and review plans � Identify evacuation routes � Established support networks




Risk Evaluation

Risk No


Residual Likelihood


�



– QPS – DP&C – QFRS (HAZMAT) – QFRA – QAS – QHealth – QR – TMR – DNPRSR – SES

� Federal Govt – Air Services Australia – ADF/DFACA

� Local Disaster Management Plan � District Disaster Management Plan � Evacuation arrangements � Evacuation Centres � Volunteer Groups



Ongoing treatment and analysis required


� DNPRSR � Local Government � Private sector � Government agencies � QFRS (HAZMAT) � NGO’s

Minor Possible Low



Risk Evaluation

Risk No


Residual Likelihood



� Private sector � Local government � DSDIP � DAFF � Business by business decision

process � NGO’s – Boral/Ergon




� Local Disaster Management Plan � District Disaster Management Plan � Evacuation arrangements � Evacuation Centres � QBuild � ADF Assistance/DFACA Requests � All government agencies � Local government

Minor Possible Low



� DoC � Human Services � QPS � Volunteer organisations � Resupply to isolated communities � SDRA � NDRRA

Minor Possible Low



� Business Continuity Plans � NGO’s

– Relevant port authority – Telstra – Optus – Ergon

Minor Possible Low



Risk Evaluation

Risk No


Residual Likelihood




� ADF Assistance/DFACA Requests





Minor Likely Medium





� Port of Gladstone First Strike Oil

Spill Response Plan � Pollution Report � Liaison with DNPRSR and EHP in




Risk Evaluation

Risk No


Residual Likelihood






Minor Likely Medium













BCP strategies




Risk Evaluation

Risk No


Residual Likelihood








Minor Likely Medium





� Port of Gladstone First Strike Oil

Spill Response Plan







Risk Evaluation

Risk No


Residual Likelihood




Minor Likely Medium


















Risk Evaluation

Risk No


Residual Likelihood




� Safety Guidelines � Building Regulations


� Develop community awareness � Development of local evacuation

sub-plans � Identify special needs groups � Identify evacuation centres � Identify places of refuge � Consider evacuation timelines � Trigger points � Emergency Alert � Test and review plans � Identify evacuation routes � Established support networks







Minor Possible Low



Minor Possible Low



Risk Evaluation

Risk No


Residual Likelihood










Minor Possible Low






Minor Possible Low




Moderate Possible Low No further treatment or analysis


Risk Evaluation

Risk No


Residual Likelihood






required








� Building Regulations � Business Continuity Plans









Risk Evaluation

Risk No


Residual Likelihood











Minor Possible Medium




– QPS – QFRS – QFRA – QAS




Risk Evaluation

Risk No


Residual Likelihood


– QHealth – Community Health – QR – DSDIP – DAFF – DNPRSR – SES

� Local Disaster Management Plan � District Disaster Management Plan � Volunteer Groups



� DNPRSR � Local Government � Private sector � Government agencies � QFRS (HAZMAT) � NGO’s




� Private sector � Local government � DSDIP � DAFF � Business by business decision

process � NGO’s – Boral/Ergon

Minor Possible Low



� Local Disaster Management Plan � District Disaster Management Plan � Evacuation arrangements � Evacuation Centres � QBuild

Minor Possible Low



Risk Evaluation

Risk No


Residual Likelihood


� ADF Assistance/DACC Requests � All government agencies � Local government


� DoC � Human Services � QPS � Volunteer organisations � Resupply to isolated communities � SDRA � NDRRA

Minor Possible Low



� Develop community awareness � Port Regulations � Media Relations





Minor Possible Low



Risk Evaluation

Risk No


Residual Likelihood






Minor Possible Low


21C Broadly Acceptable � Building Regulations � Business Continuity Plans

Minor Possible Low





Minor Possible Low





Minor Possible Low



Risk Evaluation

Risk No


Residual Likelihood






Minor Possible Low



� Develop community awareness � Media Plan





Minor Possible Low




Minor Possible Low



Risk Evaluation

Risk No


Residual Likelihood



Minor Possible Low





Minor Possible Low












Annexure D

Gladstone District Risk Treatment Plan

Risk No.

Treatment Strategy

Priority Responsible Agency

Consequential Actions Resource Requirements Including Estimated Cost

Implementation Timeframe

Performance Measures Including reporting and monitoring requirements

1

� Exercise and

evaluate District and Local plans

� Review Local & District DM Plans

� Regular DDMG and LDMG meetings

� LDMG engagement and liaison

� Selection of incumbent members to DDMG/LDMG

� Provide DDMG/LDMG Induction

� Training � Identify

DDMG/LDMG member roles & responsibilities


High QPS QFES

� Identify stakeholder

roles and responsibilities

� Inclusion of response and recovery processes in DDMP and LDMP’s

Identify and utilise capacity of: � Human Services � QPS � QAS � QFRS � Local Bus Lines � QRail � Commercial air

carriers � ADF

Assistance/DACC Requests

� Volunteer Organisations

� Medical Services � QLD Disaster Relief

Recovery Arrangements

� QFRS RDA � Insurance Councils

of Australia – Catastrophe

Labour Ongoing

� Annual review and audit

� Evaluation of exercises to test plans

� Evaluation of performance of plans and coordination centres during activation


Risk No.

Treatment Strategy





Arrangements � Exercise and

evaluation � Ongoing risk

assessment process

2A

� LDMG to develop

flood mapping � Levee banks � Drainage

maintenance � Develop

community awareness


� Auditing BCP’s � Ensure well

being of DDCC staff and families







High

QFES Swift Water Rescue DES Rescue Helo SES Flood boats SES Australian Red Cross Local Government ADF QAS QHealth QFES RDA DVI

Identify at risk persons prior to the event Implementation of evacuation sub-plan Establish evacuation centres Establish places of refuge

Ongoing (contingent upon funding success)

LDMG Plans: � Annual review and

audit � Evaluation of

exercises to test plans



Risk No.

Treatment Strategy





timelines � Trigger points � Emergency Alert � Test and review

plans � Identify

evacuation routes


2B

� Liaison with

DNPRSR and EHP in relation to environmental consequences

� Levee banks � Drainage

maintenance � Identify


Medium

DNPRSR and EHP Local Govt Private sector State Govt agencies NGO’s


Review of BOM predictions





2C

� Business

Continuity Plans � Re-supply plans � Hold extra non-


Medium

Private sector Local govt DSDIP/ DAFF

Business by business decision process


LDMG + DSDIP/ DAFF Plans: � Annual review and


performance of plans and coordination


Risk No.

Treatment Strategy





centres during activation

2D

� Business

continuity plans � Each agency to

develop plans to address own processes and preparatory actions to take

Low

DPC All govt agencies Local govt

Ongoing

� All agencies BCP - Annual review and audit

2E

� Develop

community awareness

� Establish media plan

� Use of Social media

� Establish hotlines

� Engage communities to promote awareness and identification of persons with special needs SDRA

� NDRRA � Business

Continuity Plans � Identify

Recovery

High

QFES DCCSDS Human Services QPS Volunteer organisations



� SDRA � NDRRA

Ongoing

Gladstone District Human Social Recovery Plan LDMG Plans: � Annual review and



� Evaluation of performance of plans and actions during activation


Risk No.

Treatment Strategy





Centres � Develop

Outreach Programs


2F

� Training � Business

continuity plans � Identify at risk

key utilities and develop BCP strategies



High

NGO’s – Telstra – Optus – Ergon

Local Govt State Govt – DPW – TMR – QFES

RDA – ADF





NGOs, LDMG Plans: � Annual review and




3A

Evacuation arrangements � Development of

local evacuation plans



� Identify Places of refuge

High All Agencies






� SES � Australian Red

Ongoing

Reflected in DM Plans: � Annual review and



� Evaluation of performance of plans and actions during activation


Risk No.

Treatment Strategy





� Evacuation timelines

� Trigger points � Emergency Alert � Test and review

plans � Develop

community awareness

� Evacuation routes

� Implementation of evacuation plan

� Establish Evacuation Centres


� Emergency Alert � Established

support networks

� Review Local & District DM Plans


� Local Disaster Management Plans

� Evacuation Sub Plan


� Local & District

Cross � Local Government � ADF � QPS � QAS � QHealth


Risk No.

Treatment Strategy





Disaster Coordination Centres

� Ensure well-being of DDCC personnel and their families


� SES � Red Cross � Medical Services � QFRS RDA � ADF


� Insurance Councils of Australia – Catastrophe Arrangements

3B


maintenance

Medium

DNPRSR and EHP Local Government Private sector Government agencies NGO’s

Flood studies Ongoing

DNPRSR plans and

guidelines LDMG Plans: � Annual review and



� Evaluation of performance of plans and coordination centres during


Risk No.

Treatment Strategy





activation

3C

� Building

Regulations � Business

Continuity Plans � Re-supply plans � Encourage

retailers to hold extra non-perishable & non-essential stock

Medium

Private sector Local government DSDIP/ DAFF


Ongoing

DSDIP/ DAFF plans and guidelines LDMG Plans: � Annual review and




3D



Low

DPC All State govt. agencies Local government

Ongoing

All agencies BCPs: � Annual review and


performance of plan during activation

3E


� SDRA � NDRRA � Business

Continuity Plans

High

DCCSDS Human Services QPS Volunteer organisations



� SDRA

Ongoing




Risk No.

Treatment Strategy











� Engage indigenous communities to promote awareness and identification of persons with special needs

� NDRRA



3F


preparedness � Business

continuity plans � Identify key


� Identify key facilities and

High


Local Government State Government – QBuild – TMR




Ongoing




� Evaluation of performance of plans during activation


Risk No.

Treatment Strategy





liaise with operators


– QFES RDA

– ADF

4A












� Trigger points � Emergency Alert

High

SES Australian Red Cross Local Govt ADF QAS QHealth QFES RDA DVI





Studies conducted






Risk No.

Treatment Strategy





� Test and review plans

� Identify evacuation routes


4B





Medium

DNPRSR and EHP Local Govt Private sector All Govt agencies NGO’s

Programmed mitigation works

Studies conducted

DNPRSR, LDMG Plans: � Annual review and




4C



� Re-supply plans � Encourage


Medium



Ongoing – Reviewed annually

DSDIP/ DAFF Disaster Management Plans


Risk No.

Treatment Strategy





4D



Low



All agency plans – annual review and audit

4E





Recovery Centres






� Engage indigenous

High




� SDRA � NDRRA







Risk No.

Treatment Strategy






4F







High


Local Government State Government – QBuild – TMR – QFES

RDA – ADF









5A


� QFRS community engagement

� Hazard reduction plans

� Media Plan


� Development of

High

QPS QFES QFRA QAS QHealth WH&S SES



� Organisational Plans – QPS – QFRS/QFRA – QAS – QHealth – WH&S – SES

Ongoing

QFRS Operations Centres (State, Regional, Local) utilising command and control system for bushfire response DNPRSR bushfire mitigation and management activities


Risk No.

Treatment Strategy





local evacuation sub-plans






plans � Identify

evacuation routes







5B


� Drainage maintenance

Medium

DNPRSR and EHP Local Govt Private sector State Govt agencies

Ongoing

DNPRSR bushfire mitigation and management activities � Annual review and


performance of plans


Risk No.

Treatment Strategy





� Identify environmental hazards which may exacerbate impact

NGO’s during activation

5C



Low


Business by business decision process Ongoing

DSDIP/ DAFF � Annual review and


performance of plans during activation

5D



Low


Ongoing

All agencies BCP � Annual review and



5E




Recovery Centres

� Develop Outreach

High


Resupply to isolated communities Insurance Council of Australia – Catastrophe Arrangements SDRA NDRRA

Ongoing

Gladstone District Human Social Recovery Plan � Annual review and




Risk No.

Treatment Strategy





Programs � Resupply to

isolated communities




� Engage communities to promote awareness and identification of persons with special needs

5F




• Identify at risk key facilities and liaise with operators

• Communication Plan

High


Local Govt State Govt – QBuild – DTMR – QFES

RDA – ADF




Ongoing





6A


� Media Plan

Low

QPS QFES QAS DTMR


� Transport

Ongoing

LDMG Plans Agency specific plans: � Annual review and


Risk No.

Treatment Strategy












plans � Identify

evacuation routes




QR CASA Local Govt

infrastructure (road, rail air & sea)


� Organisational Plans – QPS – QFRS – QAS – WH&S




6B � Oil Spill Risk

Assessment for Qld Coast and

Medium

DNPRSR DTMR MSQ


Ongoing DNPRSR, LDMG Plans: � Annual review and


Risk No.

Treatment Strategy





GB Reef � Qld Coastal

Contingency Action Plan

� Pollution Report � Liaison with

DNPRSR in relation to environmental consequences





� Organisational Plans



� Evaluation of performance of plans and activities during activation

6C



Medium

DSDIP/ DAFF





Ongoing

DSDIP/ DAFF , LDMG Plans: � Annual review and


performance of plans and activities during activation

6D


� Each agency to develop plans to address own processes and preparatory

Low All Agencies


Ongoing

All agencies: � Annual review and


performance of plans and during activation


Risk No.

Treatment Strategy





action to take

6E








� SDRA � NDRRA � Engage

indigenous communities

Low DCCSDS Local Govt


� DSDIP/ DAFF Plans � DOCs Plans � ADF



Ongoing

LDMG Plans Gladstone District Human Social Recovery Plan � Annual review and



6F




� Identify key facilities and

High

Local Govt State Govt DTMR ADF Assistance/DACC Requests




Ongoing




� Evaluation of performance of plans and coordination


Risk No.

Treatment Strategy





liaise with operators



centres during activation

7A












plans � Identify

evacuation routes

Medium

SES Australian Red Cross Local Govt ADF QAS QHealth





Ongoing

DDMG, LDMG, Functional Agency Plans: � Annual review and





Risk No.

Treatment Strategy






�

7B





�

Low

DNPRSR Local Govt Private sector State Govt agencies NGO’s

Ongoing

DNPRSR & LDMG Plans: � Annual review and

audit � Evaluation of exercises

to test plans � Evaluation of


7C





Low



DSDIP/ DAFF & LDMG Plans: � Annual review and


performance of plans and coordination centres during activation

7D


� Each agency to develop plans to address own processes and

Low

DPC All govt agencies Local Govt

Ongoing



performance of plans


Risk No.

Treatment Strategy





preparatory action to take

during activation

7E




Recovery Centres







�

Medium




� SDRA � NDRRA

Ongoing

DOCs & LDMG Plans: Gladstone District Human Social Recovery Plan � Annual review and





Risk No.

Treatment Strategy





7F







Medium


Local Govt State Govt – QBuild – TMR – QFES

RDA – ADF




Ongoing





8A


� Media Plan






� Consider

Low

QPS QFRS (HAZMAT) QFRA QAS QHealth Community Health QR DSDIP/ DAFF SES Federal Govt Air Services Australia Volunteer

AUSVETPLAN

QLDVETPLAN

Organisational incident management plans � Local Disaster Mgmnt Plan




Ongoing

AUSVETPLAN, QLDVETPLAN LDMG Plans: � Annual review and





Risk No.

Treatment Strategy





evacuation timelines


plans � Identify

evacuation routes




Groups Red Cross Salvation Army

8B

� DNPRSR Pest

Management

Plan 2010-2015

Low

DNPRSR Local Govt Private sector State Govt agencies QFES (HAZMAT) NGO’s

Ongoing

DNPRSR & LDMG Plans: � Annual review and




8C



Low

Private sector Local government

Ongoing




Risk No.

Treatment Strategy









LGAQ State Govt Agencies – DAFF – DNPRSR

Pest Mngmt Plan 2010-2015

Federal Govt – BioScien

ce Aust NGO’s




8D



Low


Ongoing

All agencies BCPss: � Annual review and



8E




Low

QFES DCCSDS Human Services QPS Volunteer organisatio

Resupply to isolated / quarantined communities Insurance Council of Australia – Catastrophe Arrangements SDRA

Ongoing

AUSVETPLAN, QLDVETPLAN

DOCS LDMG Plans: � Annual review and

audit


Risk No.

Treatment Strategy











ns

NDRRA


9A


� Media Plan � Evacuation

arrangements � Development of






� Trigger points

Medium

QPS QFES HAZCHEM QAS QHealth DTMR – Dangerous Goods Branch DNRM – Mines & Energy WH&S DNPRSR SES




– QPS – QFES – QAS – QHealth – DTMR –

Dangerous Goods Branch

– DNRM – WH&S – SES – DNPRSR

Ongoing

Private Industry, QFES & LDMG Plans: � Annual review and





Risk No.

Treatment Strategy





� Emergency Alert � Test and review

plans � Identify

evacuation routes







9B







Medium


� DNPRSR � Local Govt � Private sector � State Govt

agencies � QFRS (HAZMAT) � MSQ � NGO’s

Ongoing

DNPRSR, MSQ, LDMG Plans: � Annual review and





Risk No.

Treatment Strategy





9C



Low






9D



Low


Ongoing

All agencies: � Annual review and



9E







� Develop Outreach

Medium

QFES EM DOCs Human Services QPS Volunteer organisations


Ongoing

Gladstone District Human Social Recovery Plan, LDMG Plans: � Annual review and





Risk No.

Treatment Strategy





Programs � SDRA � NDRRA � Engage

communities

9F






Low



RDA – ADF




Ongoing





10A


Government

Agencies Key Response

Actions H1n1 Influenza 09

(Human Swine

Influenza � DP&C –

Pandemic Influenza Plan

� Organisational incident management

Medium

QPS QFES (HAZMAT) QFRA QAS QHealth Community Health QR DSDIP/ DAFF SES Federal Govt Air Services

Guide for Queensland Government Agencies

Key Response Actions H1n1 Influenza 09

(Human Swine Influenza

Organisational incident management plans � Local Disaster

Mgmnt Plan � District Disaster

Management Plan � Implement

evacuation

Ongoing

QH, LDMG Plans: � Annual review and





Risk No.

Treatment Strategy





plans � Develop

community awareness/resilience






� Identify places of refuge / temporary medical facilities



plans � Identify

evacuation routes


� Organisational emergency safety

Australia Volunteer Groups Red Cross Salvation Army

arrangements � Activate

evacuation Centres


Risk No.

Treatment Strategy





procedures � Safety

Guidelines

10C





� Re-supply plans � Hold extra non-perishable & non-essential stock

Low

DNPRSR Local Govt Private sector State Govt agencies QFRS (HAZMAT) NGO’s

Ongoing




10D



Low

Private sector Local government LGAQ State Govt Agencies – DSDIP/

DAFF – DNPRSR

Pest Mngmt Plan 2010-

Ongoing





Risk No.

Treatment Strategy





2015 Federal Govt

– BioScience Aust

NGO’s – Telstra – Ergon

10E










Medium


Ongoing





10F

• Training � Business

continuity plans Low

QFES DCCSDS Human

Resupply to isolated communities Insurance Council of

Ongoing LDMG Plans: � Annual review and


Risk No.

Treatment Strategy








Services QPS Volunteer organisations

Australia – Catastrophe Arrangements SDRA NDRRA



11A


� Media Plan








plans � Identify

evacuation

Low

Biosecurity Queensland (DPI) Local Govt QFES QPS

Business Continuity Plans Transport Restrictions

Ongoing

Biosecurity Queensland, LDMG Plans: � Annual review and





Risk No.

Treatment Strategy





routes � Established

support networks



11B


� Media Plan � Development of


� DNPRSR Pest Management

Plan 2010-2015

Low DNPRSR Local Govt

Ongoing





11C






perishable &

Low

DSDIP/ DAFF Local Govt

Ongoing






Risk No.

Treatment Strategy





non-essential stock

11D



Low All Agencies

Ongoing




11E










Low DCCSDS Local Govt

Ongoing






Risk No.

Treatment Strategy





12A













plans � Identify

evacuation routes

� Established

High

BOM SES Australian Red Cross Local Govt ADF QAS QHealth QFES RDA DVI Surf Lifesaving Australia SLA





Ongoing

Surf Lifesaving Australia, MSQ, LDMG Plans: � Annual review and





Risk No.

Treatment Strategy





support networks

12B





Medium

DNPRSR Local Govt Private sector All Govt agencies NGO’s

Ongoing





12C





Low






12D



Low


Ongoing





Risk No.

Treatment Strategy





action to take

12E





Recovery Centres







High




� SDRA � NDRRA

Ongoing






Risk No.

Treatment Strategy





12F






High



RDA – ADF




Ongoing

DTMR, NGOs, LDMG Plans: � Annual review and




13A � Public awareness � Emergency Alert

(post event)

Low

QFES QFRS SES DCCSDS Human Services Volunteer organisations

� Local Govt � Local Disaster


Management Plan � Evacuation centres � Volunteer

organisations � Medical services � Evacuation

arrangements � QFES � SES � DOCs � Centrelink � Volunteer

organisations

Ongoing

QFES EM, QFRS, SES, DOCs, Human Services, Volunteer organisations � Annual review and




13B � Liaison with

DNPRSR in Low

DNPRSR Local Govt

Ongoing DNPRSR, LDMG, Private sector, State Govt


Risk No.

Treatment Strategy









Private sector State Govt agencies NGO’s

agencies, NGO’s � Annual review and




13C




Medium

Private sector Local govt DAFF


Private sector, LDMG, DSDIP/ DAFF � Annual review and




13D



Low


Ongoing

DPC, All govt agencies, LDMG; � Annual review and





Risk No.

Treatment Strategy





13E





� Engage indigenous communities to promote awareness and identification of persons with special needs SDRA

� NDRRA � Business


Recovery Centres



Medium

QFES DCCSDS Human Services QPS Volunteer organisation



� SDRA � NDRRA



� SDRA � NDRRA

QFES EM, DOCs, Human Services, QPS, Volunteer organisations

� Annual review and




13F



High


Local Govt


� Transport infrastructure


� Transport

NGO’s, LDMG, QBuild, DTMR, QFRS, RDA, ADF � Annual review and

audit


Risk No.

Treatment Strategy








State Govt – QBuild – TMR – QFES

RDA – ADF

(road, rail air & sea)


infrastructure (road, rail air & sea)




14A










plans

Low

SES Australian Red Cross Local Govt ADF QAS QHealth



Ongoing






Risk No.

Treatment Strategy







14B




Low


Ongoing





14C



Low






14D



Low


Ongoing

All agencies BCPs � Annual review and




Risk No.

Treatment Strategy





action to take

14E




Recovery Centres







Low

QFES DOCs Human Services QPS Volunteer organisations


Ongoing





14F � Develop community

Medium

NGO’s – Telstra – Optus


Ongoing NGos, LDMG Plans: � Annual review and


Risk No.

Treatment Strategy





awareness � Building

Regulations








plans � Identify

evacuation routes


– Ergon Local Govt State Govt – QBuild – TMR – QFES

RDA – ADF






15A

� Organisational incident management plans • QPS

High

QPS DP&C QFES (HAZMAT) QFRA QAS

Organisational incident management plans

Qld Counter Terrorism Plan

Ongoing

QPS, Private Industry, Govt Agency BCPs / DM Plans: � Annual review and

audit


Risk No.

Treatment Strategy





• DP&C • QFES (HAZMAT) • QFRA • QAS • QHealth • QR • TMR • DNPRSR • SES � Federal Govt

� Air Services Australia

� ADF/DFACA • Local Disaster

Management Plan

• District Disaster Management Plan

• Evacuation arrangements

• Evacuation Centres

• Volunteer Groups

(i) Red Cross (ii) Salvation

Army

QHealth QR TMR DNPRSR SES Federal Govt Air Services Australia ADF/DFACA

National Anti Terrorism plan Local Disaster Mgmnt Plan District Disaster Management Plan



15B

� DNPRSR � Local

Government � Private sector � Government

agencies � QFRS (HAZMAT)

High

DNPRSR Local Govt Private sector State Govt agencies Federal

Ongoing





Risk No.

Treatment Strategy





� NGO’s

Govt NGO’s

15C

� Private sector � Local

government � DSDIP/ DAFF � Business by

business decision process

� NGO’s

High

Private sector Local govt DSDIP DAFF NGO’s





15D




� Evacuation Centres

� QBuild � ADF Assistance/DFACA Requests


� Local government

Low


Ongoing




15E

� DOCs � Human Services � QPS � Volunteer

Medium

QFES DCCSDS Human Services

Insurance Council of Australia – Catastrophe Arrangements SDRA

Ongoing



Risk No.

Treatment Strategy





organisations � Resupply to isolated communities

� SDRA � NDRRA

QPS Volunteer organisation

NDRRA




15F


� NGO’s � Port authority � Telstra � Optus � Ergon

� Local Government

� State Govt. • QHealth • Community

Health • QAS • QFRS (HAZMAT) • ADF Assistance

/DFACA Requests

High

All State Govt Fed Govt ADF NGO’s – Telstra – Optus – Ergon Local Govt

Business Continuity Plans

Ongoing

NGOs, Commonwealth, State, Local Plans: � Annual review and




16A




local evacuation

Medium

QPS QFES HAZCHEM QAS QHealth DTMR – Dangerous Goods




Ongoing

MSQ, DTMR, LDMG Plans: � Annual review and




Risk No.

Treatment Strategy





sub-plans � Identify special

needs groups � Identify

evacuation centres




plans � Identify

evacuation routes




Branch DNRM – Mines & Energy WH&S DNPRSR SES



– DNRM – WH&S – SES – DNPRSR





16B


� Qld Coastal


� Port of

High



agencies

Ongoing

MSQ, DNPRSR, State and Local Govt Plans: � Annual review and




Risk No.

Treatment Strategy





Gladstone First

Strike Oil Spill Response Plan





� QFES (HAZMAT) � MSQ � NGO’s


16C



Medium



MSQ, DSDIP/ DAFF , LDMG Plans: � Annual review and



16D



Low


Ongoing





Risk No.

Treatment Strategy





16E









communities

Low



Ongoing

MSQ, Gladstone District Human Social Recovery Plan, LDMG Plans: � Annual review and




16F





� Communication

Medium



RDA – ADF




Ongoing

MSQ, NGOs, State and Local Govt Plans: � Annual review and





Risk No.

Treatment Strategy





Plan

17A










plans � Identify

evacuation routes



Medium

QPS QFES HAZCHEM QAS QHealth DTMR – Dangerous Goods Branch DSDIP/ DAFF – Mines & Energy WH&S DNPRSR SES






– DSDIP/ DAFF – – Mines &

Energy – WH&S – SES – DNPRSR




Ongoing

MSQ, DTMR, LDMG Plans: � Annual review and





Risk No.

Treatment Strategy






17B


� Qld Coastal


� Port of

Gladstone First Strike Oil Spill

Response Plan � Pollution Report � Liaison with




High



agencies � QFES (HAZMAT) � MSQ � NGO’s

Ongoing

MSQ, DNPRSR, State and Local Govt Plans: � Annual review and




17C



Medium



MSQ, DSDIP/ DAFF , LDMG Plans: � Annual review and




Risk No.

Treatment Strategy





17D



�

Low


Ongoing




17E









communities

Low



Ongoing

MSQ, Gladstone District Human Social Recovery Plan, LDMG Plans: � Annual review and





Risk No.

Treatment Strategy





17F






Medium



RDA – ADF




Ongoing

MSQ, NGOs, State and Local Govt Plans: � Annual review and




18A









Low

QPS/EORT QFES QAS QHealth DTMR – Dangerous Goods Branch DNRM WH&S SES




– QPS/EORT – QFES – QAS – QHealth – DTMR –


– DNRM – WH&S – SES


� District Disaster

Ongoing

QPS, QFRS, QAS, LDMG Plans: � Annual review and





Risk No.

Treatment Strategy








plans � Identify

evacuation routes


Management Plan � Insurance Council

of Australia – Catastrophe Arrangements

18B




Low


Ongoing




18C



Medium






Risk No.

Treatment Strategy







18D



Low


Ongoing




18E




Recovery Centres





Low

QFES DCCSDS Human Services QPS Volunteer organisation


Ongoing






Risk No.

Treatment Strategy







18F






Medium



RDA – ADF




Ongoing

NGOs, Local and State Govt agency Plans: � Annual review and




19A




� Development of

Medium

NGOs (Water Utility Co.) Local Govt, ADF

Business Continuity Plans ADF Assistance/DACC Requests

Ongoing





Risk No.

Treatment Strategy











plans � Identify

evacuation routes




19B



Medium

DNPRSR NGOs (Water Utility Co.) Local Govt


Ongoing

NGOs, DNPRSR, LDMG Plans: � Annual review and

audit � Evaluation of testing of

plans


Risk No.

Treatment Strategy







19C



Medium

DSDIP/ DAFF NGOs (Water Utility Co.) Local Govt


Ongoing




19D



Low All agencies


Ongoing




19E




Recovery Centres

� Develop

Low

DOCs NGOs (Water Utility Co.) Local Govt


Ongoing






Risk No.

Treatment Strategy





Outreach Programs






19F






High

NGOs (Water Utility Co.) Local Govt


Ongoing



plans � Evaluation of



Risk No.

Treatment Strategy





20A


• QPS • QFRS • QFRA • QAS • QHealth • Community

Health • QR • DSDIP/ DAFF • DNPRSR • SES • Local Disaster

Management Plan

• District Disaster Management Plan

• Volunteer Groups (iii) Red

Cross (iv) Salvation

Army

High

QPS QFES (HAZMAT) QFRA QAS QHealth Community Health QR DSDIP/ DAFF SES Federal Govt Volunteer Groups Red Cross Salvation Army

Organisational incident management plans

Ongoing

All agencies (Eg. QPS, QFRS (HAZMAT), QFRA, QAS, QHealth, Community Health, QR, DSDIP/ DAFF , SES, Federal Govt, Volunteer Groups, Red Cross, Salvation Army � Annual review and




20B

� DNPRSR � Local

Government � Private sector � Government

agencies � QFRS (HAZMAT)

Medium


Ongoing

DNPRSR, Local Govt, Private sector, State Govt agencies, NGO’s � Annual review and



Risk No.

Treatment Strategy





� NGO’s



20C

� Private sector � Local

government DSDIP/ DAFF � � Business by

business decision process

� NGO’s

High

Private sector Local govt DSDIP/ DAFF NGO’s


Private sector, Local govt, DSDIP/ DAFF

, NGO’s

� Annual review and




20D




� Evacuation Centres

� QBuild � ADF



� Local

Low

DPC All govt agencies

Local govt

Ongoing





Risk No.

Treatment Strategy





government

20E

� DOCs � Human Services � QPS � Volunteer

organisations � Resupply to

isolated communities

� SDRA � NDRRA

Medium

QFES EM DOCs Human Services QPS Volunteer organisations


Ongoing





21A


� Port Regulations � Media Relations







Low

ADF QPS Govt (All levels)

Ongoing

ADF, LDMG Plans: � Annual review and





Risk No.

Treatment Strategy





timelines � Trigger points � Emergency Alert � Test and review

plans � Identify

evacuation routes




21B




Low

ADF, DNPRSR Govt (All levels)

Ongoing




21C



Low

ADF DSDIP/ DAFF Govt (All

Ongoing


audit


Risk No.

Treatment Strategy





levels)


21D



Low

ADF, All agencies, Govt (All levels)

Ongoing




21E




Recovery Centres






Low

ADF, DCCSDS , Govt (All levels)

Ongoing






Risk No.

Treatment Strategy






21F






Medium

ADF, Govt (All levels)

Ongoing

ADF, LDMG Plans: � Annual review and



22A


� Media Plan




� Identify

Medium

QPS QFES/QFRA QFRS (HAZMAT) Gas Examiner Chemical Hazards and Emergency Management Unit






Ongoing

NGOs, State Agencies, LDMG Plans: � Annual review and





Risk No.

Treatment Strategy





evacuation centres




plans � Identify

evacuation routes




WH&S QAS QHealth DTMR – Dangerous Goods Branch DNRM WH&S SES

22B


Low

DNPRSR Local Government Private sector Government agencies QFRS (HAZMAT) NGO’s

Ongoing

DNPRSR, NGOs, LDMG Plans: � Annual review and





Risk No.

Treatment Strategy





22C



Low

Private sector Local govt DSDIP/ DAFF NGO’s





22D



Low


Ongoing




22E








Low



Ongoing






Risk No.

Treatment Strategy







22F

• Training � Business

continuity plans � Communication

Plan � Organisational



Low

NGO’s – Relevant

Port Authority

– Telstra – Optus – Ergon – LNG

Local Govt State Govt – QBuild – Gas

Examiner

– TMR QFES (HAZCHEM) ADF


� Road closures 131940

� NGO’s – Relevant Port

Authority – Telstra – Optus – Ergon – LNG


– QBuild – Gas Examiner – TMR – QFES

(HAZCHEM) ADF Assistance/DACC

Requests

Ongoing






Annexure E

District Levels of Activation for Response Arrangements

Triggers

Actions

Communications

Alert • A heightened level of vigilance due to the possibility of an event in the area of responsibility.

• XO to brief DDC on activation level of LDMG/S

• Analysis of threat • Contact with LDC/s

• DDC and XO on mobile

Lean Forward

• An operational state prior to ‘stand up’

• Potential requirement for DDMG to coordinate disaster operations or provide support because of threat level or resource requirements

• Maintain contact with LDC/s • Communication procedures established • Planning commenced for support to

DDCC and staff briefed • Advice State regarding status of DDMG • Establish contacts & set up

communication systems • Receipt of Sitreps from LDMG/s • Brief DDMG core members • Planning for potential support to

LDMG/s • Resources and personnel mobiled

• DDC, XO and DDMG members on mobile and monitoring email remotely

• Reporting as required

Stand Up • Request for support received

• Large threat is imminent with impact in District

• Coordinated support required

• Significant State Resources required

• Develop Situational Awareness • Pass on urgent warnings • Resources and personnel activated • DDCC activated and procedures as per

Operations manual • SDCC advised DDMG/ DDCC stood up • Coordination of State support

commenced • Receive advice from State Disaster

• DDCC contact through established land lines and email.

• DIEMS • DDC, XO and DDMG members

present at DDCC, on established land lines and/or mobile, monitoring emails


Coordinated

Stand

Down

• LDMG/s stood down from response

• Recovery arrangements functioning

• DDC determines DDCC activation is no longer required

• Final checks for outstanding requests • Assist LDMG/s to transition to recovery • Debrief of staff in DDCC and DDMG

members • Consolidate financial records • Final SITREP send to SDCC • Handover to Recovery Coordinator (if

appointed) • Return to core business

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

gladstone district disaster management plan 2015-2016 · gladstone district disaster management...

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