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LOGAN CITY LOCAL DISASTER MANAGEMENT PLAN August 2020

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LOCAL DISASTER MANAGEMENT PLAN | August 2020

IMPORTANT INFORMATION ABOUT THIS DOCUMENT Certain sections of the Logan City Local Disaster Management Plan (the plan) are privileged and confidential and not available for distribution to the general public. Logan City Council permits the use of material contained in the Logan City Local Disaster Management Plan to be reproduced for research or planning purposes, provided that any material used remains unaltered and due recognition of the source of the materials is recognised. Any party using the information for any purposes does so at their own risk and releases and indemnifies Logan City Council against all responsibility and liability (including negligence, negligent misstatement and pure economic loss) for all expenses, losses, damages and costs as a consequence of such use. All requests for additional or clarifying information regarding this document are to be referred to: The Disaster Management Program Leader Logan City Council PO Box 3226 LOGAN CITY DC 4114 (07) 3412 3412 Website: logan.qld.gov.au Email: DisasterManagement@logan.qld.gov.au

LOCAL DISASTER MANAGEMENT PLAN | August 2020

Emergency Contact List IN AN EMERGENCY, DIAL 000 TTY EMERGENCY CALLS, 106 Animal Emergencies or Lost Animals Logan City Council

3412 5397

APA Group Natural Gas Emergencies APA Group

allgas.com.au 1800 427 532

Energex Energex

energex.com.au

Emergency (24/7)

13 19 62

General enquiries

13 12 53

Power outages

13 62 62

Logan City Council General enquiries (24/7)

logan.qld.gov.au 3412 3412

Police Crime Stoppers

1800 333 000

Police Link

131 444

Severe Storms and Flood Assistance State Emergency Service (SES) General information

emergency.qld.gov.au/ses

Storm and flood assistance

132 500

Traffic and Transport Road hazards within Logan City

qldtraffic.qld.gov.au 13 19 40 (state-controlled roads) or 3412 5436 (council-controlled roads)

Weather Forecasts, Observations and Warnings Bureau of Meteorology

bom.gov.au 1300 659 219

For more information about getting prepared for any emergency, visit Logan City Council’s website logan.qld.gov.au/disasters or the Queensland State Government’s Disaster Management website disaster.qld.gov.au

LOCAL DISASTER MANAGEMENT PLAN | August 2020

Foreword Like the rest of Queensland, the City of Logan is not immune to the threat of natural disasters such as floods, bushfires, heatwaves and severe weather. These hazards may result in road closures, infrastructure failures and other potential impacts, which may affect individuals and the community in a number of different ways. While significant disaster or large scale emergency events will involve government and non-government agencies, the active participation of local communities before, during and after such events will ensure the best outcomes for individuals, households, businesses and the community as a whole. Building community resilience can reduce the impact of any disaster or emergency on the local community. We know that as a community we may not be able to prevent disasters or serious events from occurring, however we can prepare our community and enhance our resilience to the adverse impact of any threat through effective pre-planning. The Local Disaster Management Plan provides an outline for prevention, preparedness, response and recovery arrangements for the Logan community and provides direction and authority for the Local Disaster Management Group (LDMG) to coordinate capability in disaster management and disaster operations. This plan is a controlled but evolving document that will be kept up to date to match changes in legislation and reflect lessons learnt from disasters both in this district and elsewhere. Over recent years the City of Logan has experienced a number of severe weather events, and whilst we do our best to prevent and prepare for these events, our community continues to be resilient and demonstrate their support to help those in need.

Mayor Darren Power City of Logan

LOCAL DISASTER MANAGEMENT PLAN | August 2020

Endorsement This plan has been developed by, and with the authority of the Logan City Council in accordance with Section 57(1) of the Disaster Management Act 2003 (the Act). Section 80(1)(b) requires Council to approve its Local Disaster Management Plan. The Logan City Local Disaster Management Plan version number 14, dated 27 August 2020 has been prepared by Logan City Council in accordance with Section 57(1) of the Disaster Management Act 2003, to provide for effective disaster management in the local government area. The Logan City Local Disaster Management Plan version number 14, dated 27 August 2020 has been reviewed by the District Disaster Coordinator, Logan District Disaster Management Group and endorsed in accordance with Section 80(1)(b) of the Disaster Management Act 2003 by the Logan City Local Disaster Management Group.

Mayor Darren Power Chairperson Logan City Local Disaster Management Group

Brian Swan Chief Superintendent - Queensland Police District Disaster Coordinator Logan District Disaster Management Group

Silvio Trinca Acting Chief Executive Officer Local Disaster Coordinator Logan City Local Disaster Management Group

LOCAL DISASTER MANAGEMENT PLAN | August 2020

CONTENTS Emergency Contact List

Foreword 5 Endorsement

Contents 7 Document Control

Amendments and Version Control

Amendment Register

Distribution 11 Abbreviations and Acronyms

Part 1: Administration and Governance

Authority to Plan

Purpose 14 Objective 14 Supporting Documentation

Queensland Disaster Management Arrangements

Principles of Disaster Management

Inspector-General Emergency Management

Emergency Management Assurance Framework

Part 2: City of Logan Local Disaster Management Group

Terms of Reference

Functions

Membership

Chair 21 Deputy Chair

Local Disaster Coordinator

Deputy Local Disaster Coordinator

Core Membership

Deputy Members

Advisors

Agency Roles and Responsibilities

LOCAL DISASTER MANAGEMENT PLAN | August 2020

CONTENTS

Part 3: Disaster Risk Assessment

Community Context

Critical Infrastructure

Essential Infrastructure

Tourism, Business and Industry

Tourism Sector

Business Sector

Proposed Future Development

Neighbouring Councils / Relationships

Hazards/Threats

Climate Change

Factors influencing overall risk

Risk Assessment

Risk Likelihood

Risk Consequence

Risk Rating

Risk Treatment

Overall Risk Ratings for the City of Logan

Part 4: Prevention

Disaster Mitigation

Compliance with Legislation, Regulations and Standards

Building Codes, Building-Use Regulations and Standards

Insurance 55 Land-Use Planning

Part 5: Preparedness

Community Awareness and Education

Training 59 Exercises 60 Post Event Review

Part 6: Response

Activation of Response Arrangements

Disaster Declaration

Warning Notification and Dissemination

Public Warning Systems

Flood Warnings

Coordination and Support Capability

Operational Reporting

Financial Management

Accessing Support and Allocation of Resources

Volunteer and Donation Management

Resupply 66

LOCAL DISASTER MANAGEMENT PLAN | August 2020

Impact Assessment

Post Impact Assessment

Hazard Specific Arrangements

Part 7: Recovery

Local Recovery Coordinator

Local Recovery Group

Activation of Recovery Arrangements

Functions of Recovery

Economic Recovery

Environmental Recovery

Human-Social Recovery

Infrastructure Recovery

Schedule of Annexures Annexure A - Definitions

Annexure B - Logan City Council Local Government Area

Annexure C - The Request for Assistance Council 87

to Council Process Annexure D - Logan City Local Disaster Management Group ResponseActivation Levels

Annexure E - Logan City Local Disaster Management Group Recovery Activation Levels

Table 1:

Amendment Register

Table 2:

Agency Roles and Responsibilities

Table 3: Population Breakdown

Table 4:

Our Age

Table 5: Who We Are

Table 6:

Top 5 Languages, other than English

Table 7:

Need for Assistance with Core Activities

Table 8: What We Do

Table 9:

Summary of Logan City Critical Infrastructure

Table 10: Risk Likelihood

Table 11: Risk Consequence Statements

Table 12: Risk Rating Matrix

Table 13: City of Logan Risk Ratings

Table 14: Agencies Provision of Information Responsibilities

Table 15: Logan City LDMG Response Activation Levels

Table 16: Primary (Hazard Specific) Agencies for Logan City

Figure 1: Tiered Disaster Management Arrangements

LOCAL DISASTER MANAGEMENT PLAN | August 2020

Document Control Amendments and Version Control The Logan City Local Disaster Management Plan (LDMP) is a controlled document. The controller of the document is the Logan City Local Disaster Coordinator. It is acknowledged that feedback from the City’s residents, businesses, visitors and other stakeholders is essential. Proposals for amendments or inclusions can be addressed in writing to: Post: Disaster Management Program Leader Logan City Local Disaster Management Group PO Box 3226 LOGAN CITY DC 4114 Email: DisasterManagement@logan.qld.gov.au Minor amendments, e.g. legislation references, contact names, addresses, telephone numbers etc., will be handled administratively by the Director, Road and Water Infrastructure, Logan City Council. Any changes to the intent of the LDMP must be approved and endorsed by Logan City Council in accordance with Section 80(1)(b) of the Act.

Amendment Register Current Plan Version – Logan City Local Disaster Management Plan v14.00 Amendment/ version

Issue Date

Comments

Version 1.00

01/03/2008

Initial version of plan under Queensland Disaster Management Planning Guidelines 2005 and Operational Plan Guidelines 2006.

Version 2.00

01/03/2010

Revision of main plan.

Version 2.01

01/04/2011

Changes made following the release of the Disaster Management Act 2003 as amended November 2010.

Version 3.00

16/04/2013

The Logan City LDMP has been reviewed and updated in accordance with and to reflect the legislated amendments and the release of the 2012 Guidelines and 2012 Emergency Management Queensland LDMP assessment tool.

Version 3.00

16/04/2013

Minor amendments made 29 August 2013 to conform with assessment criteria.

Version 4.00

22/08/2013

Minor amendments made to reflect department restructures.

Version 5.00

26/11/2014

Minor amendments made to reflect department restructures and formatting issues.

Version 6.00

July 2015

The Logan City LDMP has been reviewed and updated in accordance with and to reflect the legislated amendments. Risk assessments also revised.

Version 7.00

July 2016

The Logan City LDMP has been reviewed and updated. Minor amendments made to reflect new Chair, updated legislation references and changes to demographic information.

Version 8.00

September 2016

The Logan City LDMP has been reviewed and updated in accordance with the annual review.

Version 9.00

August 2017

Complete review and revision. Complete change to formatting, style and layout.

Version 10.00

August 2018

Annual review of the Logan City LDMP including updating of census information to current statistics (2016)

Table 1 – Amendment Register (continued on next page)

LOCAL DISASTER MANAGEMENT PLAN | August 2020

Amendment/ version

Issue Date

Comments

Version 11.00/ Version 12.00

N/A

File corruption whilst editing. Version 11.0 and Version 12.0 invalid

Version 13.00

August 2019

Annual review of the Logan City LDMP. Amendments to census data. Risk tables updated. Minor administrative amendments.

Version 14.00

August 2020

Annual review of the Logan City LDMP. Minor amendments made to reflect new Chair and updates to census statistics.

Table 1 – Amendment Register

Distribution In accordance with Section 60 of the Disaster Management Act 2003, the controlled master copy of this plan is held and maintained by Council’s Disaster Management Program Leader. The Local Disaster Management Plan, excluding confidential annexures and supporting documents, is available for public viewing online at logan.qld.gov.au in a PDF format, or alternately, a hard copy can be viewed at: Council Administration Building, 150 Wembley Rd, Logan Central Printed copies are available for purchase, at a fee determined by Council at Council’s Customer Service Centres1. This LDMP has been distributed in accordance with the distribution list detailed in the Local Disaster Management Group Members Guide. It is the responsibility of each individual or agency in receipt of this LDMP to ensure the current LDMP is maintained. 1

Logan City, Beenleigh and Jimboomba Customer Service Centres logan.qld.gov.au

| Bushfire management |

LOCAL DISASTER MANAGEMENT PLAN | August 2020

Abbreviations and Acronyms ABS

Australian Bureau of Statistics

C2C

Council 2 Council

DDC

District Disaster Coordinator

DDCC

District Disaster Coordination Centre

DDMG

District Disaster Management Group

Emergency Alert

EAP

Emergency Action Plan

EMAF

Emergency Management Assurance Framework

GRP

Gross Regional Product

IGEM

Inspector General Emergency Management

LDC

Local Disaster Coordinator

LDCC

Local Disaster Coordination Centre

LDMG

Local Disaster Management Group

LDMP

Local Disaster Management Plan

LRC

Local Recovery Coordinator

LRG

Local Recovery Group

NBN

National Broadband Network

QDMA

Queensland Disaster Management Arrangements

QDMC

Queensland Disaster Management Committee

QFES

Queensland Fire and Emergency Services

QPS

Queensland Police Service

RFA

Request for Assistance

SES

State Emergency Service

SITREP

Situation Report

SOP

Standard Operating Procedure

the Act

Disaster Management Act 2003

LOCAL DISASTER MANAGEMENT PLAN | August 2020

PART 1: ADMINISTRATION AND GOVERNANCE

LOCAL DISASTER MANAGEMENT PLAN | August 2020

PART 1: ADMINISTRATION AND GOVERNANCE

Authority to Plan This plan has been prepared by the Logan City Council for the City of Logan in accordance with Sections 30, 57 and 63 of the Act. The plan conforms to the Queensland Prevention, Preparedness, Response and Recovery Disaster Management Guideline and the Emergency Management Assurance Framework (EMAF).

Purpose The primary focus of Logan City’s Local Disaster Management Plan (the Plan) is to effectively manage and mitigate the effects of disasters on the community, before, during and after a disaster. The plan is based on a flexible and scalable all agencies, all-hazards approach and outlines operations for effective disaster management within the Logan City area across the four phases of prevention, preparedness, response and recovery. Council and the Local Disaster Management Group (LDMG) will review the plan annually and may review, or update the plan when considered appropriate to do so to meet changing needs.

Objective The overall objective of this plan is to maintain the safety of the City of Logan. The plan seeks to minimise the effects of, coordinate the response to and manage the recovery from a disaster or major emergency affecting the Logan City area. This is achieved by:

Prevention

Preparedness

Prevention ■ Ensuring appropriate strategies and initiatives

are developed and established to minimise the adverse effects of a disaster on the Logan community.

■ Developing risk based plans and management arrangements with a community focus.

Preparedness ■ Increasing community safety through public awareness, information and education.

■ Identifying resources and responsibilities within Council and describe the committee’s and networks for the coordination of multi-agency responses to maximise the city’s disaster response capability.

■ Acknowledging the likely effects of a plan for

identified threats to the community, infrastructure and the environment, including guidelines and procedures for the operation of the Plan.

■ Providing a comprehensive framework for

disaster management activities within the Logan City area.

| SES training |

LOCAL DISASTER MANAGEMENT PLAN | August 2020

Response

Recovery

Response ■ Providing effective and efficient coordination of disaster response efforts during a disaster to minimise the impact of a disaster event on the Logan community.

■ Considering support to communities outside

of the city who may be impacted by a disaster, within the broader arrangements of the Queensland Disaster Management Arrangements (QDMA).

Recovery ■ Implementing strategies that will improve postevent wellbeing and build a more resilient and safe city.

Supporting Documentation Logan City’s Local Disaster Management Plan is supported by a series of confidential hazard specific annexures sub-plans, standard operating procedures, hazard reports and studies and supporting documents:

■ Community Information and Warnings ■ Domestic Animal Management ■ Evacuation ■ Hazard Specific ■ Rapid Response ■ Recovery ■ Spontaneous Volunteers

| Logan’s green spaces |

LOCAL DISASTER MANAGEMENT PLAN | August 2020

PART 1: ADMINISTRATION AND GOVERNANCE

Queensland Disaster Management Arrangements The Queensland Disaster Management Arrangements are based upon partnership arrangements between local and State governments. These partnership arrangements recognise that each level of the disaster management arrangements must not only work collaboratively but in unison to ensure the effective coordination of planning, services, information and resources necessary for comprehensive disaster management. The QDMA operate on three distinct levels. These are:

A fourth level, the Australian Government, is also included in the QDMA recognising that Queensland may need to seek Commonwealth support in times of disaster. Figure 1 depicts the three layers of the Queensland’s tiered disaster management arrangements including the link to the Australian Government for Commonwealth support when required. The arrangements enable a progressive escalation of support and assistance through these tiers as required. It comprises several key management and coordination structures through which effective disaster management for Queensland is achieved.

■ Local Government; ■ Disaster District; and ■ State Government.

Local Disaster Management Group

District Disaster Management Group

Support

Information

Local Disaster Coordination Centre

District Disaster Coordination Centre

Queensland Disaster Management Committee State Disaster Coordination Centre

Department of Home Affairs Australian Government Crisis Coordination Centre

Figure 1 – Tiered Disaster Management Arrangements

LOCAL DISASTER MANAGEMENT PLAN | August 2020

Principles of Disaster Management

Inspector-General Emergency Management

In accordance with Section 4A(a) of the Act, disaster management is planned across the following four phases:

The role of Inspector-General Emergency Management (IGEM) was first established in 2013 following a review of police and community safety. The IGEM role was formalised as a statutory position in 2014.

Prevention

Preparedness

Response

Recovery

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. The taking of preparatory measures to ensure that, if an event occurs, communities, resources and services are able to cope with the effects of the event. 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. The taking of appropriate 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.

Key accountabilities for the Office of the InspectorGeneral Emergency Management are:

■ reviewing and assessing the effectiveness of disaster management arrangements within Queensland

■ reviewing and assessing cooperation between

entities responsible for disaster management in the State, including whether disaster management systems and procedures employed by those entities are compatible and consistent

■ establishing standards for disaster management, reviewing and assessing performance against these standards and regularly reviewing the standards

■ monitoring compliance by Queensland

government departments with their disaster management responsibilities

■ identifying and improving disaster and emergency management capabilities, including volunteer capabilities and opportunities for cooperative partnerships

■ reporting to and advising the Minister for Police, Fire and Emergency Services about issues relating to these functions.

| Emergency services, Logan floods 2017 |

LOCAL DISASTER MANAGEMENT PLAN | August 2020

PART 1: ADMINISTRATION AND GOVERNANCE

Emergency Management Assurance Framework The Emergency Management Assurance Framework (EMAF) supports all levels of Queensland’s disaster management arrangements to continually improve disaster management performance. The EMAF provides the foundation for guiding and supporting the continuous improvement of entities’ disaster management programs across all phases of disaster management. The EMAF also provides the structure and mechanism for reviewing and assessing the effectiveness of Queensland’s disaster management arrangements. The framework supports accountability and builds consistency across all levels of the disaster management arrangements and reinforces a shared responsibility for delivering better disaster management outcomes for the community.

| Community preparedness and planning |

LOCAL DISASTER MANAGEMENT PLAN | August 2020

The framework establishes the Standard for Disaster Management in Queensland (the Standard) and is founded on six shared responsibilities, good practice guidance and clear accountabilities. The six shared responsibilities focus on:

■ ■ ■ ■ ■ ■

Hazard Identification and Risk Assessment Hazard Mitigation and Risk Reduction Preparedness and Planning Emergency Communications Response Relief and Recovery.

PART 2: CITY OF LOGAN LOCAL DISASTER MANAGEMENT GROUP

LOCAL DISASTER MANAGEMENT PLAN | August 2020

PART 2: CITY OF LOGAN LOCAL DISASTER MANAGEMENT GROUP

Terms of Reference The Logan City Local Disaster Management Group (LDMG) is established by Logan City Council in accordance with Section 29 of the Act. The purpose of the Local Disaster Management Group is to assist the Logan community to:

■ mitigate the potential adverse effects of a disaster event;

■ prepare for managing the effects of a disaster event, and

■ effectively respond to, and recover from a disaster or emergency event.

Functions The Logan City LDMG is responsible for disaster management in the Logan City local government area. In accordance with Section 30 of the Act, the Logan City Local Disaster Management Group has the following functions2:

a. to ensure that disaster management (i.e. prevention, preparedness, response and recovery arrangements and actions) and disaster operations in Logan City are consistent with the State Disaster Management Committee’s strategic policy framework for disaster management for the State

b. to develop effective disaster management strategies, and regularly review and assess the disaster management arrangements within the city

c. to help Logan City Council to prepare a local disaster management plan

d. to identify and provide advice to the relevant district group (i.e. Logan Disaster District Management Group) about, support services required by the Logan City Local Disaster Management Group to facilitate disaster management and disaster operations in the city

e. to ensure the Logan community is aware of ways of mitigating the adverse effects of a disaster event, and preparing for, responding to and recovering from a disaster

| Disaster operations collaboration |

f. to manage disaster operations in Logan City under policies and procedures decided by the State Disaster Management Committee

g. to provide reports and make recommendations to the Logan City Local Disaster Management Group and Logan District Disaster Management Group about matters relating to disaster operations

h. to identify, and coordinate the use of resources that may be used for disaster operations in Logan City

i. to establish and review communication systems in the Logan City Local Disaster Management Group, and with the Logan District Disaster Management Group and the neighbouring Cities of Gold Coast, Ipswich, Brisbane, Redland and Scenic Rim Regional Council Local Disaster Management Groups for use when a disaster happens

j. to ensure information about a disaster in the area is promptly given to the Logan District Disaster Management Group

k. to perform other functions given to the group under the Disaster Management Act 2003; and

l. to perform a function incidental to a function mentioned in paragraphs (a) to (k).

Section 30, the Disaster Management Act 2003, Functions

LOCAL DISASTER MANAGEMENT PLAN | August 2020

Membership The Logan City LDMG comprises representatives from different agencies with a shared responsibility for disaster response and recovery in the Logan City local government area. It is chaired by the Mayor of the City of Logan and in accordance with Sections 33 and 34 of the Act. Representatives are appointed by the Chair of the Logan City LDMG, and should have the necessary expertise or experience and delegated authority to ensure the best possible disaster management is in place.

Chair Logan City Council appointed the Mayor, Cr Darren Power, as the Chair of the Logan City Local Disaster Management Group.

Deputy Chair Logan City Council appointed Cr Teresa Lane as the Deputy Chair of the Logan City Local Disaster Management Group.

Local Disaster Coordinator Logan City Council appointed its Acting Chief Executive Officer as the Local Disaster Coordinator of the Logan City Local Disaster Management Group. The function of the Local Disaster Coordinator (LDC) is to help the group to manage and coordinate its business. This includes managing:

■ membership ■ meeting schedules, agenda, minutes and other administration

■ disaster management programs ■ activation and alert procedures ■ disaster coordination centre. Deputy Local Disaster Coordinator Logan City Council identifies certain senior managers of Council to serve as Deputy Local Disaster Coordinators. The role of the Deputy Local Disaster Coordinator is to serve as proxy for the Local Disaster Coordinator, should the Local Disaster Coordinator be unavailable to attend personally to the Local Disaster Management Group’s business and to allow for a continuance of the role for extended operations.

| Queensland Police Service |

LOCAL DISASTER MANAGEMENT PLAN | August 2020

PART 2: CITY OF LOGAN LOCAL DISASTER MANAGEMENT GROUP

Core Membership

Advisors

Logan City Council appoints members to the Local Disaster Management Group. Members are appointed to the Local Disaster Management Group for the purpose of ensuring that it is able to meet its functions.

The Logan City Local Disaster Management Group may be supported by agencies other than permanent members to provide an advisory role for threat specific events.

Logan City Council appoints members on the basis of:

■ their ability to represent their agency and commit their agency to contribute to Local Disaster Management Group’s business

■ their knowledge of the Queensland Disaster

Management Arrangements, or their ability to rapidly acquire this knowledge

Whilst advisors assist in the Local Disaster Management Group’s decision making processes through the provision of expertise, they do not hold any voting rights and do not contribute to forming a quorum for the group. The Chair and/or Local Disaster Coordinator are authorised to invite advisors and other persons to the Local Disaster Management Group.

■ their knowledge of the organisation, business

and agenda of the Logan City Local Disaster Management Group and the Logan City Local Disaster Management Plan, or their ability to rapidly acquire this knowledge.

Appointments as members are endorsed by the Chair and Local Disaster Coordinator of the Local Disaster Management Group. Logan City Council will, at least once a year, give written notice of the members of the Local Disaster Management Group and appointments to the QFES Commissioner and the Logan District Disaster Coordinator.

Deputy Members Logan City Council authorises agencies to nominate at least one person to serve as a deputy, should their representative be unable to attend Local Disaster Management Group meetings. Deputies are recommended by their agency, and approved by the Chair and Local Disaster Coordinator of the Local Disaster Management Group. Whilst deputies may assist in the Local Disaster Management Group’s decision making processes through debates and other inputs, they do not hold any voting rights and do not contribute to forming a quorum for the Local Disaster Management Group unless they are acting in the capacity of an absent member (agency representative). | SES event response |

LOCAL DISASTER MANAGEMENT PLAN | August 2020

Agency Roles and Responsibilities The following table details the membership of the Logan City LDMG as appointed in accordance with Sections 33 and 34 of the Act. All members have the necessary expertise or experience to assist the group undertake and meet its legislative requirements. The LDMG recognises that the agencies have roles and responsibilities and that effective coordination relies on these being understood and documented to reflect legislation and/or technical capacity. These are detailed in Table 2. Agency

Roles and Responsibilities

Members Logan City Council

Queensland Police Service (QPS)

■ ■ ■ ■

Coordination of the Local Disaster Management Group

■ ■ ■ ■ ■

Provide Council resources necessary to meet statutory obligations

Ensure it has a disaster response capability Approve its local disaster management plan Ensure information about an event or a disaster in its area is promptly given to the District Disaster Coordinator (DDC) Manage damage assessment on behalf of the LDMG Provide and manage resources to support evacuation centres Ensure business continuity of all Council services during and following event Support the State Emergency Service (SES) in partnership with QFES.

■ Primary agency for counter-terrorism ■ Primary agency responsible for the response phase in accordance with Queensland’s disaster management arrangements

■ Provide management at district level within the Queensland disaster management framework

■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■

Preserve and maintain law and order Prevent and investigate crime within the community Secure crime scenes and investigate criminal acts Provide disaster victim identification capability Undertake coronial investigations Provide crowd and traffic control Ensure public safety Coordinate search and rescue operations Control evacuation movements Secure disaster impacted and evacuated areas Register evacuees (with Australian Red Cross) Continued over page...

At the request of the Local Disaster Coordinator or delegate provide a liaison officer to Council’s LDCC with delegation and knowledge to commit resources in a disaster management context.

LOCAL DISASTER MANAGEMENT PLAN | August 2020

PART 2: CITY OF LOGAN LOCAL DISASTER MANAGEMENT GROUP

Agency

Roles and Responsibilities

Members Queensland Fire and Emergency Services (QFES)

■ ■ ■ ■ ■

Primary agency for chemical/hazardous materials related incidents Provide advice, personnel and equipment to LDMG as required Provide Incident Control System (AIIMS) Control and prevent fires in urban and rural environments Undertake:

Urban search and rescue Swift water rescue Road accident rescue Trench rescue Confined space rescue Assist in pumping out flooded buildings

■ ■ Assist in cleaning of flood affected buildings ■ Management of hazardous material accidents ■ At the request of the Local Disaster Coordinator or delegate provide a liaison

officer to Council’s Local Disaster Coordination Centre (LDCC) with delegation and knowledge to commit resources in a disaster management context.

Rural Fire Service

■ Primary agency for bushfire State Emergency Service (SES)

■ ■ ■ ■ ■ ■ ■

Perform rescue or similar operations in an emergency situation Perform search operations in an emergency or similar situation Perform storm damage operations Perform land search operations Perform flood boat operations Perform traffic management operations Perform agency support operations including air search observation, welfare, evacuation centre support and radio communications

■ Perform incident management operations ■ Perform specialist rescue operations ■ Perform other operations in an emergency situation to: - Help injured persons or - Protect persons or property from danger or potential danger associated with ■

the emergency Perform activities to help communities prepare for, respond to and recover from an event or a disaster

■ Perform activities to raise the profile of the SES. ■ At the request of the Local Disaster Coordinator or delegate provide a liaison

officer to Council’s LDCC with delegation and knowledge to commit resources in a disaster management context.

LOCAL DISASTER MANAGEMENT PLAN | August 2020

Agency

Roles and Responsibilities

Members Queensland Fire and Emergency Services (QFES)

Emergency Management

■ Establish arrangements between the state and Commonwealth on disaster ■ ■ ■ ■

■ ■ ■

Queensland Health

management issues Ensure disaster management and disaster operations within the state are consistent with the state’s policy framework, plans, and guidelines Ensure persons performing functions under the Act in relation to disaster operations are appropriately trained Provide advice and support to the state, district and local groups on disaster management Perform the following responsibilities in support of disaster operations: - Develop, maintain, monitor and continuously improve the state’s disaster management arrangements and systems - Maintain and operate the state disaster coordination centre (SDCC) - Manage resupply operations - Coordinate, support and manage the deployment of state emergency service resources Rescue resources Perform activities to help communities prepare for, respond to and recover from an event or a disaster. At the request of the Local Disaster Coordinator or delegate provide a liaison officer to Council’s LDCC with delegation and knowledge to commit resources in a disaster management context.

■ Functional Lead Agency for health response ■ Primary agency for heatwave and pandemic influenza, biological and radiological incidents

■ Protect and promote health in accordance with Hospital and Health Boards ■ ■ ■ ■ ■ ■ ■ ■ ■

Act 2011, Hospital and Health Boards Regulation 2012, Health and Public Health Act 2005, other relevant legislation and regulations Queensland Health provides a whole-of-health emergency incident management and counter disaster response capability to prevent, respond to, and recover from a State declared emergency or disaster event Hospital and health services provide coordinated multidisciplinary support for disaster response and recovery including specialist health services and specialist health knowledge representation Provide State representation at the Australian Health Protection Principal Committee Provide clinical and State wide and forensic services support for disaster and response recovery Promote optimal patient outcomes Provide appropriate on-site medical and health support Clinically coordinate aeromedical transport throughout the State. In a disaster situation provide staff to the Emergency Helicopter Tasking Cell Provide health emergency incident information for media communications. At the request of the Local Disaster Coordinator or delegate provide a liaison officer to Council’s LDCC with delegation and knowledge to commit resources in a disaster management context. Continued over page...

LOCAL DISASTER MANAGEMENT PLAN | August 2020

PART 2: CITY OF LOGAN LOCAL DISASTER MANAGEMENT GROUP

Agency

Roles and Responsibilities

Members Red Cross

■ Provide advice and support to the Queensland Disaster Management ■ ■

■ ■ ■ ■

Energex

Committee (QDMC), District Disaster Management Group’s (DDMGs) and LDMGs in relation to disaster management planning and disaster operations Provide preparedness activities and resources to assist people to be better prepared for, better connected, and more resilient to emergencies Work with partner agencies to ensure basic human needs are met during the response stage of a disaster, with a particular focus on assisting local government authorities with sheltering (evacuation centres and cyclone shelters) Assist Queensland Police Service in the management of Register.Find.Reunite. - the registration of evacuees and associated enquiries Provide support to Department of Communities, Disability Services and Seniors in the provision of psychosocial support and community development activities during recovery Provide teams of well trained volunteers to assist communities prepare for, respond to and recover from a disaster. At the request of the Local Disaster Coordinator or delegate provide a liaison officer to Council’s LDCC with delegation and knowledge to commit resources in a disaster management context.

■ Implement internal business continuity plans to allow ongoing support to the LDMG in disaster operations

■ At the request of the Local Disaster Coordinator or delegate provide a liaison ■ ■ ■ Queensland Ambulance Service (QAS)

officer to Council’s LDCC with delegation and knowledge to commit resources in a disaster management context Maintenance and/or restoration of electrical power supply Advice in relation to electrical power, including safety advice for consumers Provide advice to the LDMG and action reasonable requests during disaster operations, as required.

■ Implement internal business continuity plans to allow ongoing support to the LDMG in disaster operations

■ At the request of the Local Disaster Coordinator or delegate provide a liaison ■ ■ ■ ■ ■ ■ ■ ■

officer to Council’s Local Disaster Coordination Centre (LDCC) with delegation and knowledge to commit resources in a disaster management context 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, including participation in search and rescue, evacuation and victim reception operations Coordinate all volunteer first aid groups including QAS first responders Provide and support temporary health infrastructure where required Collaborate with Queensland Health in mass casualty management systems The establishment of an on/site triage/treatment area, casualty clearing and vehicle marshalling areas Provide advice to the LDMG and action reasonable requests during disaster operations, as required.

LOCAL DISASTER MANAGEMENT PLAN | August 2020

Agency

Roles and Responsibilities

Members Department of Transport and Main Roads

■ Implement internal business continuity plans to allow ongoing support to the LDMG in disaster operations

■ At the request of the Local Disaster Coordinator or delegate provide a liaison ■ ■ ■ ■ Department of Communities, Disability Services and Seniors

officer to Council’s LDCC with delegation and knowledge to commit resources in a disaster management context Maintain relevant transit corridors Advice on vehicle detour routes Advice on location and suitability of heavy earthmoving equipment Provide advice to the LDMG and action reasonable requests during disaster operations, as required.

■ Implement internal business continuity plans to allow ongoing support to the LDMG in disaster operations

■ At the request of the Local Disaster Coordinator or delegate provide a liaison officer to Council’s LDCC with delegation and knowledge to commit resources in a disaster management context

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

■ Chair the multi-agency District Human and Social Recovery Committee ■ Develop and annually review the District Human and Social Recovery Plan ■ Establish and manage Community Recovery Hubs, Recovery Coordination Centres and outreach service teams

■ Following a declaration of funding measures, administer relief measures to eligible individuals and families affected by natural disasters

■ Coordinate the development of community recovery communication strategy messages (strategic and operational) to support the broader disaster recovery and disaster management public communication strategy

■ Provide advice to the LDMG and action reasonable requests during disaster operations, as required. Continued over page...

LOCAL DISASTER MANAGEMENT PLAN | August 2020

PART 2: CITY OF LOGAN LOCAL DISASTER MANAGEMENT GROUP

Agency

Roles and Responsibilities

Advisors APA Group

■ Advice and assistance to the Logan City Council LDMG, inside and outside of emergency events

■ Natural gas safety advice for consumers ■ Maintenance of natural gas supply ■ Restoration of natural gas supply Department of Agriculture and Fisheries

■ Coordinate efforts to prevent, respond to, and recover from plant and animal pests and diseases and invasive plants and animals.

■ Provide advice on animal welfare. ■ Collaborate with stakeholders with shared responsibilities and other organisations to facilitate prevention, preparedness, response and recovery strategies and priorities for animal welfare management within a community.

■ Provide advice in relation to agriculture, fisheries and forestry disaster impacts.

■ Coordinate destruction of stock or crops in an emergency pest / disease situation.

■ Administer Natural Disaster Relief and Recovery Arrangements

relief measures including agriculture industry recovery operations as required

■ Lead the reporting on the disaster impact assessments on the

agricultural sector, including economic losses and expected recovery.

■ Report on the possible impact seasonal conditions and climate events will have on the agricultural sector.

■ Coordinate the Agriculture Coordination Group with agricultural

industry groups to provide information about the effect that a disaster event has on the agriculture, fisheries and forestry industries and the issues that individuals and businesses are facing in responding to and recovering from a disaster event

■ Engage with industry on preparedness for climate risks and aid with economic recovery.

■ Assist agriculture and fishery industries in prevention and

preparedness through normal business operations and service provision to industry and communities.

■ Participate in district disaster management groups.

LOCAL DISASTER MANAGEMENT PLAN | August 2020

Agency

Roles and Responsibilities

Advisors

■ Provide a reliable online platform to handle all donations of goods and services.

■ Receive spontaneous donations into GIVIT’s virtual warehouse. ■ Liaise with pre-determined council contact and key local welfare

agencies to ensure needs of the local community are listed on the GIVIT website.

■ Liaise with Local Disaster Coordinator or approved delegate and key local welfare agencies to ensure quality goods get to those in need within the local community.

■ Utilise GIVIT’s media and social media channels to inform the public of

the correct channel for donating and the needs of the local community during and after an event.

■ Provide Logan City Council with daily email of significant offers of assistance.

■ Broker donations on behalf of Logan City Council and local welfare agencies to meet specific community needs.

■ Purchase items from local businesses wherever possible. ■ Arrange transportation of major donations. NBN

■ Implement internal business continuity plans to allow ongoing support to the LDMG LDMG in disaster operations

■ At the request of the Local Disaster Coordinator or delegate provide a liaison officer to Council’s LDCC with delegation and knowledge to commit resources in a disaster management context

■ Assist with provision of temporary emergency communication facilities ■ Provide advice to the LDMG and action reasonable requests during disaster operations, as required. Seqwater

■ Advice on Bromelton, Maroon and Wyralong Dams ■ Advice on bulk water supply

Telstra

■ Implement internal business continuity plans to allow ongoing support to the LDMG in disaster operations

■ At the request of the Local Disaster Coordinator or delegate provide a liaison officer to Council’s LDCC with delegation and knowledge to commit resources in a disaster management context

■ Provision of emergency communication facilities ■ Provide advice to the LDMG and action reasonable requewsts during disaster operations, as required. Table 2 – Agency Roles and Responsibilities

LOCAL DISASTER MANAGEMENT PLAN | August 2020

PART 3: DISASTER RISK ASSESSMENT

LOCAL DISASTER MANAGEMENT PLAN | August 2020

PART 3: DISASTER RISK ASSESSMENT

Community Context Geography and Topography Logan City is located in South East Queensland and has a local government area of approximately 957 km2. The city shares borders with five other local governments – Brisbane City Council to the north, Ipswich City Council to the west, Scenic Rim Regional Council and the City of Gold Coast to the south and Redland City Council to the east. The area has two river catchments, the Logan and Albert River systems and consists of a number of rural creeks and floodplain areas. Logan City also has 2,633 hectares of wetlands and 2,177 kilometres of waterways. The topography ranges from mountainous areas to flat or undulating areas with 70% of the city being rural, semi-rural or land for conservation.

| City of Logan: A growing population |

Climate and weather The climate is described as sub-tropical with a seasonal rainfall pattern. ■ The average rainfall is 1098mm per annum ■ The yearly mean maximum temperature is 26°C and the yearly mean minimum temperature is 15°C. Storm season and bushfire threats occur during the spring and summer months of September to March, however due to Logan’s large areas of natural bushland, the bushfire season can vary significantly from year to year. The heaviest rainfall occurs during the summer months and is usually associated with severe weather events.

Population The Logan City Council Local Government Area is one of the fastest growing cities in Australia with an estimated resident population in Logan City of 334,358 as of 30 June 2019. Since the previous year, the population has grown by 2.41%3.

Average rainfall is 1098mm per annum

Logan City’s population estimation is 334,358 as of 30 June 2019

profile.id.com.au/logan/population-estimate

profile.id.com.au/logan/population

profile.id.com.au.logan/indigenous-keystatistics?BMID=40

profile.id.com.au/logan/five-year-age-groups

Ancestry: profile.id.com.au/logan/ancestry and Birth Place: profile.id.com.au/logan/birthplace

LOCAL DISASTER MANAGEMENT PLAN | August 2020

Population4 Population Category

Logan

Male

149,901

49.4

Female

153,480

50.6

9,813

3.2

131,951

91.1

Aboriginal and Torres Strait Islander population Employed population Table 3 – Population Breakdown

Indigenous Profile5 In 2016, 3.2% or 9,814 of Logan City’s population identified as Aboriginal or Torres Strait Islander. While the population is generally younger, there were 1,209 Aboriginal and Torres Strait Islander people over the age of 50 living in Logan City.

Our age6

Who we are7 Population in Age

Our Ancestry

0-4 years

23,109

English

36.8%

5-9 years

23,747

Australian

33.1%

10-14 years

21,677

Irish

9.5%

15-19 years

21,444

Scottish

9.0%

20-24 years

21,029

German

5.4%

25-29 years

21,063

30-34 years

21,653

35-39 years

20,654

40-44 years

20,693

45-49 years

20,164

50-54 years

18,813

55-59 years

17,620

60-64 years

15,346

65-69 years

14,010

70-74 years

9,447

75-79 years

5,945

80-84 years

3,604

85 years and over

3,357

Our Birth Place New Zealand

7.7%

England

4.5%

Philippines

1.0%

India

0.9%

Samoa

0.7%

Table 5 – Who We Are

| Eats and Beats, City of Logan |

Table 4 – Our Age

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PART 3: DISASTER RISK ASSESSMENT

Linguistic Diversity8 The City of Logan is home to a very diverse community. In 2016, 77.8% of people only spoke English at home, with Samoan being the dominant language other than English spoken. The other top languages spoken at home included Mandarin, Persian/Dari, Arabic and Filipino/Tagalog. Languages, other than English

Logan

Samoan

4,315

1.4

Mandarin

3,166

1.0

Persian/Dari

2,251

0.7

Arabic

2,141

0.7

Filipino/Tagalog

2,094

0.7

236,055

77.8

English only spoken at home

Table 6 – Top 5 Languages, other than English

Disability9

Community Capacity

17,051 people or 5.6% of the population in Logan City in 2016 reported needing help in their day-today lives due to disability.

The community is well supported in a disaster event by agencies, organisations, and service and community groups.

Need for assistance with core activities Total persons needing assistance

17,051

Total persons not needing assistance

265,082

Not stated

21,251

Total Population

303,384

Table 7 – Need for Assistance with Core Activities

Employment By Industry 12%

Heath Care and Social Assistance

11.5%

Retail Trade

10.5%

Manufacturing

9.7%

Education and Training

7.5%

Table 8 – What We Do

profile.id.com.au/logan/language?BMID=40

profile.id.com.au/logan/assistance?BMID=40 profile.id.com.au/logan/industries?BMID=40

The area is well services by public buildings including the Council offices and facilities, Logan Entertainment Centre, Logan Art Gallery, swimming complexes, community centres, parks, sporting facilities, libraries, schools, vocational educational facilities, universities, and churches. Logan City Council plays a key role in contributing to the City’s regional tourism and economic development through the creation, promotion of and participation in various cultural and social community events.

What We Do10

Construction

Public Buildings, Spaces and Events

LOCAL DISASTER MANAGEMENT PLAN | August 2020

A calendar of events for Logan City can be viewed at logan.qld.gov.au.

Critical Infrastructure Critical infrastructure is that which is required during the response and recovery stages of a disaster event. Critical Infrastructure Medical and Health Facilities

Logan Hospital

Police Stations

Beenleigh, Browns Plains, Crestmead, Jimboomba, Logan Central, Loganholme, Springwood, Woodridge/Kingston, Yarrabilba Logan Village

Ambulance Stations

Beenleigh, Hillcrest, Jimboomba, Springwood, Woodridge, Yarrabilba, Munruben

Fire and Rescue Stations (Urban and Rural)

Beenleigh, Loganlea, West Logan – Hillcrest, Woodridge, Jimboomba, Birnam, Cedar Creek/Wolffdene, Chambers Flat/Logan Reserve, Greenbank, Logan Village, Tamborine, Woodhill

SES Group HQ

Beenleigh, Daisy Hill, Logan Village, Park Ridge, Logan Central, Jimboomba

Major Roads

Mount Lindesay Highway Logan Motorway Pacific Highway/M1 Motorway

Bus

TransLink subcontractors and private bus services

Railway

Logan City is connected to the Brisbane central business district by Queensland Rails’ passenger network. Train Stations (Beenleigh, Bethania, Edens Landing, Holmview, Kingston, Loganlea, Trinder Park, Woodridge)

Interstate Railway

The interstate rail line between Queensland and New South Wales runs roughly north to south through the suburbs of Hillcrest, Forestdale, Boronia Heights, Greenbank, Jimboomba and Woodhill. This rail line provides passenger and rail freight services between the two states.

Power Supply

Substations (Beenleigh, Loganlea, Jimboomba, Bethania, Logan Village) and transformers

Gas Supply

Gold Coast Pipeline

Wastewater Network and Treatment

Wastewater Treatment Plants (Beenleigh, Flagstone, Jimboomba, Loganholme) Major Pumping Stations (Alfred Street, Browns Plains, Chambers Flat, Spanns Road)

Water Supply

Major Pumping Stations – Seqwater (Trinder Park, Daisy Hill, Kimberley Park, Chambers Flat) Major Pumping Stations – LCC (Springwood Low Level, Park Road, Logan River, Browns Plains, Pub Lane, South Maclean, Woodhill)

Communication

Radio Stations (101FM, 94.9FM, ABC AM, Rebel FM, 4EB)

Table 9 – Summary of Logan City Critical Infrastructure

In conjunction with the above table, within Logan City there are many facilities that may require consideration in disaster events, including:

■ accommodation outlets (hotels, motels, caravan parks etc.) ■ aged care and respite facilities

■ kindergartens and child care facilities ■ schools – public and private, TAFE and Griffith University Campus

■ sporting and recreation facilities.

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PART 3: DISASTER RISK ASSESSMENT

Essential Infrastructure

Electricity Network

Communication

Bulk power is sourced from the Queensland electricity grid operated by Powerlink which is fed from their Belmont and Mudgeeraba Bulk Supply Substations through the city to Energex’s Bulk Supply Substations at Beenleigh, Loganlea and Jimboomba. Electrical power is supplied to Logan through distribution substations at Bethania, Beenleigh North and Logan Village via a series of powerlines, electrical poles and underground as required.

nbn, Telstra, Optus, Vodafone and other private network providers maintain telecommunication networks within the city. This includes Public Switched Telephone Network, broadband (including NBN) and mobile services. In addition, there are local, commercial and national radio stations and free-to-air television services. Emergency services and Council, together with a number of private sector enterprises, maintain mobile radio communications (UHF and VHF) coverage throughout the city. Medical and Health Facilities The City is serviced by Logan Hospital at Meadowbrook and serviced by a number of private medical, dental, chiropractic, pharmacy and physiotherapy services. Natural Gas Supply Yarrabilba is currently being reticulated for natural gas supply, and the reticulation of Greater Flagstone in underway. The LCC area is also traversed by the Gold Coast Gas Pipeline. APA Group owns and operates each of the natural gas assets mentioned above.

Waste Water Network The majority of the residential areas of the City are serviced by the reticulated sewerage network with the remainder relying on on-site sewerage facilities including septic tanks and household sewage treatment plants located at Beenleigh, Flagstone, Jimboomba and Loganholme. Wastewater control and treatment centres are located throughout the city. Five major sewerage pump stations at Alfred Street, Browns Plains, Chambers Flat and Spanns Road have standby generators and two mobile generators are also available to be used at other medium-sized pump stations. A mobile diesel sewerage pump is available for emergency pump breakdowns or power failures at each sewerage pump station.

| Logan Hospital |

LOCAL DISASTER MANAGEMENT PLAN | August 2020

Transport Logan City is reliant on several transport links, connecting the city to the Brisbane central business district and the rest of South East Queensland. The city has an extensive road network which includes two major motorways and a highway. All freight into and out of the city is carried by road using these major arterials. The city is supported by a range of bus and passenger rail services provided by TransLink, Queensland Rail and private operators. Logan City has eight railway stations and five bus transit centres. There are no suburban rail freight services. The interstate rail line between Queensland and New South Wales runs roughly north to south through the suburbs of Hillcrest, Forestdale, Boronia Heights, Greenbank, Jimboomba and Woodhill. This rail line provides passenger and rail freight services between the two states. There are no seaports or major airport facilities in Logan City. A private air charter is operated out of Logan Reserve with a runway that’s less than 300 metres in length and is ideal for landing helicopters. Water Supply Water supply in the area is provided by Logan City Council and bulk treated water is obtained from Seqwater via a range of water supply sources. Key operating protocols are in place between Council and Seqwater. Logan City Council has two referable dams, Lake Dennis and Expedition Drive, Yarrabilba Detention Basin, within the local government area. Whilst Maroon, Bromelton and Wyaralong Dams are not within the local government boundary, there is some potential (albeit low) for impact. Seqwater emergency action plans have been developed to support operational response arrangements.

| Springwood bus station |

LOCAL DISASTER MANAGEMENT PLAN | August 2020

PART 3: DISASTER RISK ASSESSMENT

Tourism, Business and Industry Tourism Sector Logan City is one of the fastest growing cities in South East Queensland and is situated in an ideal location between Brisbane and the Gold Coast with easy access to main transport corridors. Logan has natural beauty in its bushland, rivers and wetlands and offers many diverse experiences and attractions for visitors and residents, including dining, entertainment, shopping, parks, arts and culture, sports and places to stay. | Berrinba Wetlands |

The City of Logan is continuing to identify and develop tourism opportunities. For more information on tourism in Logan, visit visitlogan.com.au

Business Sector Logan has a number of major businesses, which provide approximately 115,387 jobs across key industries – construction; retail trade; health care and social assistance; education and training; and manufacturing. Logan’s Gross Regional Product (GRP) is estimated at $12.58 billion, which represents 3.57% of the states Gross State Product11.

| IKEA, Logan |

economy.id.com.au/logan

LOCAL DISASTER MANAGEMENT PLAN | August 2020

Proposed Future Development

Neighbouring Councils / Relationships

In the coming years, population and industry development in Logan City is expected to increase significantly, with substantial urban and infrastructure developments planned. Greater Flagstone and Yarrabilba are Priority Development Areas declared by the Queensland Government, identified for specific accelerated development, with a focus on economic growth.

Council has a working relationship with the following bordering councils:

The City of Logan also has the potential for some high rise development in Springwood and Beenleigh. Further detail on future development can be viewed at Council’s web site12.

Council is a member of the Local Government Association of Queensland’s sponsored Council to Council (C2C) support initiative, which provides mutual aid arrangements between local governments during disaster events. Annexure C details the request for assistance C2C process.

■ Brisbane City Council ■ Gold Coast City Council ■ Ipswich City Council ■ Scenic Rim Regional Council ■ Redland City Council.

Logan City is one of the fastest growing cities in South East Queensland | Springwood, City of Logan |

logan.qld.gov.au/planning-and-development/logan

| Woodridge Markets |

LOCAL DISASTER MANAGEMENT PLAN | August 2020

PART 3: DISASTER RISK ASSESSMENT

Hazards/Threats A hazard is defined as a source of potential harm, or a situation with a potential to cause loss13.

Hazardous Sites There are a number of facilities which contain flammable and combustible liquids and other hazardous substances of varying quantities on sites across Logan City area. Work Health and Safety Queensland are responsible for maintaining a register and ensuring the safe handling and storage of a range of hazardous substances as per schedule 11 of the Work Health and Safety Regulation 2011.

Hazards to the City of Logan A number of natural and non-natural hazards, that may pose a risk to the Logan City area have been considered and are detailed below. The Logan City Council LDMG All Hazards Risk Assessment Report14 identifies each hazard, its likelihood, consequence and overall risk rating as well outlines disaster management strategies.

Severe Weather Events Severe Storm More intense than normal thunderstorms, severe storms can occur at any time, potentially causing significant localised damage. They mainly occur between the months of September and March and pose a low-to-moderate risk to the Logan community. The risk of severe damage (wind damage, hail and flash flooding) is mainly confined to the built environment. Tropical Cyclone Cyclone damage is a possibility although remote. Severe flooding should always be expected in the event of a cyclone and there is also the potential for damage to structures due to severe wind speeds. The Queensland cyclone season is usually from November to April. The majority of cyclone impacts are located in north Queensland, however this can result in heavy rain in areas south of the cyclone.

Emergency Management Australia 2004, Emergency Risk Management Applications Guide, Manual 5

LDMG All Hazards Risk Assessment Report, August 2019

| SES flood boat operations |

LOCAL DISASTER MANAGEMENT PLAN | August 2020

East Coast Lows East coast lows are intense low pressure systems that occur off the eastern coast of Australia and are more common during the winter months of May to August. East coast lows can be quite slow moving, which means that the effects, such as heavy widespread rainfall, gale or storm force winds and flash flooding often last much longer than normal low pressure systems or cold fronts.

Earthquake Earthquakes or seismic tremors of variable magnitude could occur without warning within the city. The effects of this type of disaster could include damage to property, disruption of essential services and loss of life or serious injury. There have been no recorded earthquakes in the city, although a number of minor seismic tremors have been recorded. The likelihood of an earthquake is low but the consequences can be high. Locations where an earthquake occurs and is more likely to impact on susceptible or vulnerable communities are Southern Council area adjacent to Gold Coast Hinterland, Mount Lindsay Highway, Waterford Tamborine Road, Motorway infrastructure and Queensland rail lines (Brisbane/Gold Coast rail line).

Landslide A Landslide is unlikely, but still poses a low risk threat to the community. The effects of this type of disaster include damage to buildings, infrastructure and possible loss of life and livestock. They are likely to be caused by a major event such as earthquakes, but more generally in Queensland by soil saturation from prolonged rainfall, or by human activity such as construction or vegetation removal.

Bushfire (Rural/Urban) Logan City has a diverse range of natural vegetation types including habitats that remain largely undisturbed by development. With approximately 27% of the city area being reserves, national parks, forest reserves and defence land, there is a potential bushfire threat. Bushfires can spread quickly and can occur in suburbs where houses are adjacent to parks, forests and nature reserves or are surrounded by grassland.

| Managing bushfire threats |

The bushfire season extends from spring through to early summer, with peak risk in the drier months, November, December and January. The bushfire season can vary significantly from year to year, depending on the fuel loads, long-term climate and short-term weather conditions.

Hazardous Materials Accident There is potential for emergencies and disaster through the storage, transport, use and discharge of toxic, flammable, gaseous and infectious substances. Areas in the vicinity of light industrial are particularly vulnerable to such accidents as well as service stations, swimming pool complexes, waste water pumping stations and treatment plants, rural farm supply outlets, bulk LPG Gas supplies. An ever-increasing volume of chemicals, used in various industries, is transported through or within the city daily which further increases the potential for disaster. The effects of this type of disaster could include severe chemical and/or thermal burns to large numbers of people requiring extensive medical treatment and/or the evacuation of people from within the disaster area, contaminated areas or damaged buildings.

LOCAL DISASTER MANAGEMENT PLAN | August 2020

PART 3: DISASTER RISK ASSESSMENT

Heatwave Heatwaves are likely and are defined as a prolonged period of excessive heat with temperatures exceeding 36 degrees for a period exceeding two days. A heatwave can occur in the summer months and can impact on human and animal health and cause disruption to community infrastructure such as power supply, public transport and services.

Major Passenger Transport Accident Road Accident The Pacific Motorway (M1), Mt Lindesay Highway from Brisbane City boundary to Logan City boundary and the Logan Motorway are the main arterial roads that form part of a major road system within the city. These roads carry a myriad of heavy transports (semitrailers, B-doubles etc.), intercity and tourist coaches, school buses and motor vehicles. Road accidents of any size and complexity may not affect a large number of residents directly but may stretch the capabilities of relevant emergency services. Marine Accident Although unlikely, a major incident could occur on one of the two major river systems traversing Logan City – the Logan and Albert Rivers. Minimal commercial and light marine industry use these waterways. House boats and leisure craft moored and anchored, could pose a potential threat during flooding or other marine events. Rail Accident The railway corridors through Logan City are: ■ the Brisbane to Sydney railway line passing through Forestdale, Hillcrest, Boronia Heights, Greenbank, Jimboomba and Woodhill ■ the Brisbane to Gold Coast electric railway line passing through several suburbs from Trinder Park Station to Beenleigh Station. Potential accidents may include collisions, derailments (passenger and freight) and rail level crossing collisions (involving passenger vehicles, semi-trailers, trucks, or coaches).

| Pacific Motorway (M1) |

LOCAL DISASTER MANAGEMENT PLAN | August 2020

| Road safety in Logan |

Major Air Transport Accident An aircraft incident is possible, although rare, with flight paths of aircraft to and from the Brisbane Domestic and International Airports and Archerfield aerodrome frequently passing over the city each day. Areas impacted would range from densely populated suburban to sparsely populated, nonurban or industrial.

Pandemic15 The outbreak of any infectious disease throughout the city could cause high health service demand beyond current capacity. This may require the isolation and quarantine of numbers of people for extended periods. The extent of the threat this would pose depends on circumstances. The possibility of an epidemic/pandemic of an infectious disease is moderate. However, the following hierarchy indicates broad probabilities: ■ communicable diseases commonly found in the general population such as meningitis, foodborne illness, influenza or water-borne diseases.

■ setting for a potential disease outbreak (locations such as childcare centres, schools, aged care facilities, animal farms, event-specific locations, prisons or areas with a high population of marginalised groups such as intravenous drug users) ■ emerging infectious diseases could include various strains of bird-flu (such as H5N1), swineflu (H1N1) or Coronavirus. Other coronaviruses include Middle East Respiratory Syndrome (MERS) and Severe Acute Respiratory Syndrome (SARS) ■ biological assault such as terrorist threat or biological weapons.

Animal and Plant Disease (bio-security) There is a possibility of the introduction and spread of animal and plant diseases in the city given the nature of the rural undertakings in the area. The Queensland Government Bio-security Animal and Plant Operational Plan, and the Biosecurity Strategy16 and Emergency Animal Disease Response17 documents provide direction to local governments in the management of an event.

State of Queensland Multi-Agency Response Plan to Chemical, Biological, Radiological incidents 2004 (disaster.qld.gov.au/cdmp/Documents/ State_CBR_Plan.pdf) State of Queensland Biological Disaster Plan 2004 (disaster.qld.gov.au/cdmp/Documents/Biological_Plan.pdf) Queensland Health pandemic influenza plan May 2018 (health.qld.gov.au/clinical-practice/guidelines-procedures/diseases-infection/diseases/ influenza/?a=167402)

daff.qld.gov.au

animalhealthaustralia.com.au

LOCAL DISASTER MANAGEMENT PLAN | August 2020

PART 3: DISASTER RISK ASSESSMENT

Terrorism World events in recent times demonstrate that terrorism is a potential and serious threat for Australia and Logan City18. It is possible that an event in a neighbouring local government area could indirectly affect Logan City. Susceptible or vulnerable locations for an incident in Logan City have been identified. For Logan City, the QPS have a dedicated Counter-Terrorism Unit that is actively engaged in the community working with key leaders across the various religious, cultural and community organisations to reduce the risk of any incident terrorist incident occurring with Logan City.

Flooding With the existence of two major rivers, the Logan and Albert Rivers, through the city and numerous creeks and floodplain areas, Logan can be prone to flooding following significant rainfall events. The source of flood waters in Logan City typically comes from creeks. 18

Flash flooding is the most common type of flooding in Logan and can occur following intense rainfall events, such as thunderstorms. Flash flooding may have little warning time and result in flooding from storm water runoff and creek flooding. The Logan and Albert River Floodplain Management Study and Plan outline the main areas of flood risk for Logan.

Dam Failure Logan City Council prepares and maintains Emergency Action Plans (EAP) for Lake Dennis and Expedition Drive, Yarrabilba Detention Basin. The EAP is publicly available via the Department of Natural Resources, Mines and Energy website at: business.qld.gov.au/industries/mining-energywater/water/industry-infrastructure/dams/ emergency-action-plans Seqwater prepares and maintains an Emergency Action Plan each for Bromelton Dam, Maroon Dam and Wyaralong Dam.

Terrorism (Commonwealth Powers) Act 2002 or (legislation.qld.gov.au) National Counter Terrorism Plan or (nationalsecurity.gov.au) Counter-terrorism risk assessment has been carried out with QPS. The results of this assessment are held by QPS.

| Logan rivers |

LOCAL DISASTER MANAGEMENT PLAN | August 2020

| Flooding in Logan |

Bromelton Dam is an off-stream storage adjacent to the Logan River, approximately 5km north of Beaudesert. Failure of the dam would result in minor flooding of properties to the north and west flowing into the Logan River.

and the risks to the objectives or operation of the community or infrastructure in the 2019 Hazard Risk Assessment.

Maroon Dam is situated on Burnett Creek, approximately 25km above its confluence with the Logan River. The dam is located approximately 64km south west of Beaudesert. Failure of the dam would result in extensive flooding of the valley of Burnett Creek and would impact on the township of Maroon.

The Intergovernmental Panel on Climate Change (IPCC) has developed four scenarios for global climate projections that relate to how the world may respond to the challenge of a changing climate, the need to continue to produce and use energy and resources, and the global greenhouse gas emissions that may occur. These scenarios incorporate diverging tendencies based on alternative economic, globalisation and environmental pathways. Projections are then developed at national and regional levels (in Australia these are developed by CSIRO and the Bureau of Meteorology) to help understand how the climate is projected to change over time. For the purposes of the HRA, a more extreme (high emissions) scenario was used to develop projections over 20-year intervals from 2030 to 2090.

Wyaralong Dam is located on the Teviot Brook approximately 14km northwest of Beaudesert in the Logan River Catchment. Failure of the dam would result in extensive flooding of the Teviot Brook Valley flowing into the Logan River.

Climate Change Climate change impacts Impacts associated with natural hazards need to consider the relationship with climate variables to understand current and future implications of climate change on people and infrastructure. The level of risk associated with a changing climate will not arise directly from the changes in the climate, but usually from a “cause-and-effect” chain. This is mapped out by considering the change in the climate variable (i.e. rainfall, temperature, wind etc.), the impacts on the vulnerable population or assets,

Climate variables

These projections were consulted during the development of the 2019 Hazard Risk Assessment for the severe weather event, earthquake, landslide, bushfire, heatwave and flooding hazards.

LOCAL DISASTER MANAGEMENT PLAN | August 2020

PART 3: DISASTER RISK ASSESSMENT

Factors influencing overall risk Projections of a changing climate carry a level of uncertainty, and are subject to change over time as climate variables fluctuate. There are also a number of factors which influence the overall risk outcome, notably how climate variables work together to create different extreme weather events and natural hazards, and how this can affect the frequency and extremity of these events. Consequences of the risk will also depend on the vulnerability of people, organisations and infrastructure; increased sensitivities to a particular climate variable and the ability to be resilient and adapt to the risk should be considered when determining risk.

Climate uncertainty and adaptive planning Although the climate projections represent the presently accepted forefront of climate change science, there is still a high level of uncertainty that exists regarding the climate changes that may actually eventuate. This uncertainty becomes more pronounced as the timescale of the projection is extended. Several areas of uncertainty exist which influence the accuracy of climate change projections, including: ■ Scenario uncertainty, due to the uncertain future emissions and concentrations of greenhouse gases and aerosols, resulting from uncertainties regarding the current and future activities of humans ■ Response uncertainty, resulting from limitations in our understanding of the climate system and its representation in climate models ■ Natural variability uncertainty, stemming from unperturbed variability in the climate system ■ Uncertainties regarding the assignment of probability distributions to regional climate change projections ■ Uncertainties associated with projecting climate change at small spatial scales, particularly for coastal and mountainous areas. Accordingly, a key principle toward adapting to a future with an uncertain climate may be to adopt ‘adaptive management’, i.e. implementing incremental changes and adaptation measures based on climate and scientific monitoring and prescribed responses. Some adaptation options for infrastructure that may be deemed appropriate in

LOCAL DISASTER MANAGEMENT PLAN | August 2020

response to the most extreme climate projections may require large-scale engineering or other works, the need (or otherwise) for which will depend on the extent of climate change that actually transpires over time, as opposed to the conditions that were modelled. The notion of planning for future uncertainty may result in multiple plausible futures being considered through the development of several potential future scenarios that consider different economic, demographic and climatic futures. The benefits of an adaptive scenario planning approach for developing strategies and plans is that are more robust, flexible and minimise risk in response to deep uncertainty.

Risk Assessment As part of its strategy, Council seeks to develop a greater community resilience and readiness. Risk studies for the City of Logan have been conducted and completed19. The All Hazards Risk Assessment Report is available on Council’s website. Risks associated with the identified hazards are assessed against the likelihood of the risk and a level of risk was allocated to each element, these elements being people, environment, economy, governance, social/community and infrastructure.

| Storm damage, City of Logan |

Risk Likelihood Historical Likelihood

Likelihood Level

Definition

Has occurred 3 or more times in the last year or at least each year over the last 5 years

Almost Certain

Almost certain to occur in most cases

Has occurred twice in the last 5 years

Likely

Likely change of occurring in most cases

Has occurred twice in the last 10 years

Possible

Might occur in most cases

May occur, and has occurred once in the last 20 years

Unlikely

Not expected to occur in most cases

May only occur in exceptional circumstances or has occurred only once in the last 50 years or more

Rare

Will only occur in exceptional circumstances and has not occurred in most cases

Table 10 – Risk Likelihood

In accordance with ISO 31000:2009 Risk management – Principles and guidelines • SA/SNZ HB 436: 2013 Risk management guidelines – companion to AS/NZS ISO 31000:2009 • SA/SNZ HB 89:2013 Risk management – Guidelines on risk assessment techniques • AS/NZS 5050: 2010 Business continuity – Managing disruption related risk • National Emergency Risk Assessment Guidelines (NERAG) (Australian Emergency Management

LOCAL DISASTER MANAGEMENT PLAN | August 2020

PART 3: DISASTER RISK ASSESSMENT

Risk Consequence The following are potential scenarios of a disaster in the City of Logan. Consequence Ratings

People

Catastrophic

Multiple fatalities and multiple critical injuries requiring evacuation to hospital and specialised care. These include life threatening injuries that require immediate aggressive intervention (eg injuries require specialised treatment or after care such as burns.

Major

Several fatalities with multiple critical injuries requiring immediate evacuation and hospitalisations. These injuries would include several imminent life threatening injuries requiring time critical treatment.

Financial & Economic Permanent decline of economic activity of government revenues from industries (eg mining, agriculture, tourism). Loss or failure of an industry and/or loss of asset as a direct result of emergency event that requires Federal and State Government financial assistance. The recovery from the loss of essential infrastructure would be prolonged and complicated and require Federal and State Government financial assistance.

Longer term decline of economic activity (eg several years) or government revenues from industries (eg mining, agriculture, tourism). Significant structural adjustment of an industry and/or significant damage to an asset that requires Federal and State Government financial assistance. The recover from loss of essential infrastructure would be possible through State Government financial assistance.

LOCAL DISASTER MANAGEMENT PLAN | August 2020

Community & Social

Public Administration

Environmental

The community’s social connectedness is irreparably broken, such that the community ceases to function effectively, breaks down and disperses in its entirety.

Sustained and frequent media criticism on national and international media outlets. Total loss of confidence from the general public.

Permanent destruction of an ecosystem or species recognised at the Local, regional, State or national level and/or severe damage to o loss of an ecosystem or species recognised at the State and national level and/ or significant loss or impairment of an ecosystem or species recognised at the national level.

This can be characterised by widespread loss of objects of cultural significance and impacts beyond emotional and psychological capacity across all parts of the community.

The community’s social connectedness is significantly broken, such that extraordinary external resources are required to return the community to functioning effectively, with significant permanent dispersal. This can be characterised by reduced quality of life within the community, significant loss of or damage to most objects of cultural significance, and impacts beyond emotional psychological capacity in large parts of the community.

Governing bodies are unable to deliver core objectives, with disordered public administration. Interstate and international emergency services are required to assist in the restoration of basic services and public order and respond to calls for service. Sustained and frequent media criticism on national media outlets with infrequent media criticism on international media outlets. Loss of public confidence in governance. Governing bodies encounter severe reduction to core objectives with disordered public administration. Specialist emergency service areas required to assist front line officers in restoring basic services and public order and respond to calls for service.

Permanent destruction of environmental values of interest. Minor damage to ecosystems or species recognised at the national level and/ or significant loss or impairment of an ecosystem or species recognised at the State level and/or severe damage to or loss of an ecosystem or species recognised at the Local or regional level. Severe damage to environmental values of interest.

Consequence Ratings Moderate

People

Financial & Economic

Community & Social

A fatality and several critical injuries (eg those with an injury that requires immediate treatment and could be potentially life threating) requiring hospitalisation within the local area hospital.

Medium term decline of economic activity (12 months or more) of government revenues from industries (eg mining, agriculture, tourism).

The community’s social connectedness is broken, such that community requires significant resources to return the community to functioning effectively, with some permanent dispersal.

Impairment of an industry and/or damage to an asset that requires State Government financial assistance resulting in medium term (12 months or more). The recovery from loss of essential infrastructure is simple but requires financial assistance beyond the allocated budge.

Minor

Several injuries requiring treatment at the scene (eg minor injuries and abrasions, requiring less urgent medical attention).

Short term decline of economic activity (less than one year) and/or or government revenues from industries (eg mining, agriculture, tourism). Minor damage to an industry and/or damage to an asset that requires the reallocation of budget for recovery, resulting in short term disruption (less than one year). The recovery from the loss of essential infrastructure achievable in short term through budget reallocation.

Insignificant

No reported injuries to emergency services.

Short term disruption to economic activity and/or loss of assets within an industry or sector. Inconsequential business sector disruption due to emergency event. Recovery from loss of essential infrastructure achievable within current budget allocations.

This can be characterised by permanent damage to some objects of cultural significance and impacts beyond cultural and emotional capacity in some parts of the community The community’s social connectedness is damaged, such that community requires some external resources to return the community to functioning effectively, with no permanent dispersal. This can be characterised by repairable damage to objects of cultural significance and impacts within emotional and psychological capacity of the community.

The community’s social connectedness is disrupted, such that the reprioritisation and/or reallocation of existing resources is required to return the community to functioning effectively, with no permanent dispersal.

Public Administration Short term local critical media coverage. Some sections of the community are critical. Governing bodies encounter significant reduction to core objectives.

Environmental Minor damage to ecosystems and species recognised at the State level and/ or significant loss or impairment of an ecosystem or species recognised at the Local or regional level.

Emergency service rosters of operations are stretched to manage the event.

Significant damage to environmental values of interest.

Infrequent local critical media coverage. Isolated incidents of the public being critical.

Minor damage to ecosystems and species recognised at the Local or regional level.

Governing bodies encounter limited reduction in delivery of core functions.

Minor damage to environmental values of interest.

Emergency services manage the event but with some extended hours of operations.

No local critical media coverage. No incidents of the public being critical. Governing bodies’ delivery of core functions is unaffected or within normal parameters.

No damage to ecosystems at any level. Inconsequential damage to environmental values of interest.

There is no or minor damage to objects of cultural significance, and no adverse emotional psychological impacts.

Table 11 – Risk Consequence Statements

LOCAL DISASTER MANAGEMENT PLAN | August 2020

PART 3: DISASTER RISK ASSESSMENT

Risk Rating Consequences Liklihood

Almost Certain

Likely

Possible

Unlikely

Rare

Vulnerability

Insignificant (1)

Minor (2)

Moderate (3)

Major (4)

Catastrophic (5)

Extreme

(5)

H10

H11

E12

E13

High

(4)

H10

H11

E13

Moderate

(3)

H10

H11

Low

(2)

H10

Very low

(1)

Extreme

(5)

H10

H11

E12

High

(4)

H10

H11

Moderate

(3)

H10

Low

(2)

Very low

(1)

Extreme

(5)

H10

H11

High

(4)

H10

Moderate

(3)

Low

(2)

Very low

(1)

VL3

Extreme

(5)

H10

High

(4)

Moderate

(3)

Low

(2)

VL3

Very low

(1)

VL2

VL3

Extreme

(5)

High

(4)

Moderate

(3)

VL3

Low

(2)

VL2

VL3

Very low

(1)

VL1

VL2

VL3

Table 12 – Risk Rating Matrix

LOCAL DISASTER MANAGEMENT PLAN | August 2020

Risk Treatment Once identified, analysed and evaluated, the Logan City LDMG can identify appropriate strategies to treat each risk. There will be instances where the LDMG, following a risk assessment, identified that the treatment option may not be adequate and residual risk remains requiring further assistance. Where residual risk is identified, this information will be formally passed to the Logan District Disaster Management Group. During disaster events, if capability has been exceeded, then this will be immediately discussed with the District Disaster Coordinator of the Logan District Disaster Management Group.

Where residual risk is identified, this information will be formally passed to the Logan District Disaster Management Group

| Risk assessment strategies |

LOCAL DISASTER MANAGEMENT PLAN | August 2020

PART 3: DISASTER RISK ASSESSMENT

Severe Weather: Severe Storm • Jan–Mar; Sep–Dec. High.

66 54

• Apr–Aug. Medium.

Earthquake 33

• Jan–Dec. Low.

Bushfire (Rural/Urban)

• Jan; Sep–Oct. Low. • Feb–Aug. Low.

27 24

• Nov–Dec. Medium.

Heatwave

• Jan; Nov–Dec. High.

• Feb–Apr; Sep–Oct. Medium.

• May; Aug. Medium. • Jun–Jul. Low.

Major urban accident, urban/industrial fire and hazardous material event

51 33

• Jan–Dec. Medium.

Bio-security and health event • Jan–Apr; Nov–Dec. Medium.

• May–Oct. Medium.

Flash flooding from severe thunderstorm

• Jan–Mar; Sep–Dec. High. • Apr–Aug. Medium.

Table 13 – City of Logan Risk Ratings

Terrorism • Jan–Dec. Low.

LOCAL DISASTER MANAGEMENT PLAN | August 2020

66 54

Extreme

High

Low

Medium

Overall Risk Ratings for the City of Logan

PART 4: PREVENTION

LOCAL DISASTER MANAGEMENT PLAN | August 2020

PART 4: PREVENTION

The Logan City LDMG is committed to reducing disaster risks wherever possible, by reducing the likelihood and/or consequence of disaster events, and implementing and promoting knowledge and awareness amongst the group members.

Disaster Mitigation Disaster Mitigation is the means taken in advance of or after a disaster aimed at decreasing or eliminating its impact on communities, the economy, infrastructure and the environment. The objective of prevention and disaster mitigation activities is reduced risk and vulnerability through initiatives to enhance community resilience and sustainability.

Compliance with Legislation, Regulations and Standards Prevention and disaster mitigation can be, in part, achieved through application of, building codes and planning policies and legislation. The Logan City LDMG is committed to implementing and promoting knowledge and awareness amongst the group’s members of the applicable legislation, regulations and standards.

| Road flooded warning sign |

LOCAL DISASTER MANAGEMENT PLAN | August 2020

The following legislation, policy, procedures and publications interact with this plan.

■ Agricultural Chemicals Distribution Control Act 1966

■ ■ ■ ■ ■ ■

Ambulance Service Act 1991

■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■

Coastal Protection and Management Act 1995

■ ■ ■ ■ ■ ■ ■

Queensland Reconstruction Authority Act 2011

Australian Dangerous Goods Code Biosecurity Act 2014 Local and Subordinate Local Laws Biosecurity Act 2015 Chemical Usage (Agricultural and Veterinary) Control Act 1988 Disaster Management Act 2003 Disaster Management Regulation 2014 Environmental Protection Act 1994 Explosives Act 1999 Fire and Emergency Services Act 1990 Gas Supply Act 2003 Information Privacy Act 2009 Land Act 1994 Liquid Fuel Supply Act 1984 Local Government Act 2009 Major Sports Facilities Act 2001 Marine Parks Act 2004 Native Title (Queensland) Act 1993 Nature Conservation Act 1992 Petroleum Act 1923 Planning Act 2016 Police Powers and Responsibilities Act 2000 Public Health Act 2005 Public Safety Preservation Act 1986 Queensland Disaster Management 2016 Strategic Policy Statement Queensland Strategy for Disaster Resilience Right to Information Act 2009 Terrorism (Commonwealth Powers) Act 2002 Water Act 2000 Water Supply (Safety and Reliability) Act 2008 Work Health and Safety Act 2011.

Building Codes, Building-Use Regulations and Standards Council regulates all building activity which occurs within the city boundary to ensure that structures are compliant with building codes and relevant regulations. These include:

■ ■ ■ ■ ■ ■ ■

Building Code Australia Building Act 1975 Building Standards Regulation 1993 Building Regulations 1991 Queensland Development Code

Insurance In a disaster, there is significant impact on the whole community caused by under insured and non-insured properties. It is considered that this is an issue for the insurance industry and the State Government with input from the Logan City LDMG through its members. The Logan City LDMG and Council encourages all primary producers, property and business owners, through community awareness and education programs, to purchase appropriate insurances as a risk reduction strategy.

Building Fire Safety Regulation 2008 Body Corporate and Community Management Act 1997

■ Building Units and Group Titles Act ■ Local Government Finance Standard 2005 ■ Queensland Building and Construction Commission Act 1991

■ Queensland Coastal Plan ■ State Planning Policy 1/03 guideline: mitigating the adverse impacts of flood, bushfire and landslide.

| Ciy of Logan suburbs |

| Residential area, City of Logan |

LOCAL DISASTER MANAGEMENT PLAN | August 2020

PART 4: PREVENTION

Land-Use Planning Managing land use is a key strategy to reducing disaster risks within Logan City. Through land-use planning, the potential for displacement, damage and disruption to communities can be reduced. Council in accordance with the Planning Act 2016 has prepared and maintains the Logan Planning Scheme as a framework for managing population growth, planning for a sustainable future for Logan and guiding the way land is used and developed across the city.

Through land-use planning, the potential for displacement, damage and disruption to communities can be reduced.

It sets out Council’s intention for the future development in the Planning Scheme area of Logan City over the next 20 years and includes plans, reference for land use management, codes for development and requirements pertaining to the assessment of proposed developments. The Planning Scheme seeks to advance state and regional strategies, including state planning policies and the regional plan, through more detailed local responses, taking into account the local context.

| John Paul College |

| Responsible land use planning |

LOCAL DISASTER MANAGEMENT PLAN | August 2020

PART 5: PREPAREDNESS

LOCAL DISASTER MANAGEMENT PLAN | August 2020

PART 5: PREPAREDNESS

Community Awareness and Education

Other preparedness activities that Council undertakes and provides to the community throughout the year include:

Proactively preparing ahead of disaster events helps to minimise the potential impact to the community. Whilst being prepared is everybody’s responsibility, Council aims to increase the community’s resilience by raising awareness of the relevant hazards and risks, and how to prepare for, respond to and recover from them.

■ ■ ■ ■

Council has invested in various forms of communication to inform including Council’s website and social media sites, emergency management brochures and materials, community education newsletters, articles, presentations, activities and campaigns. Council also ensures communication and resources are available in a number of languages other than English to acknowledge Logan City’s diverse culture.

risk management studies; hazard mapping; community engagement and education; interactive mapping tools for the purpose of planning and development;

■ training and exercising of disaster management personnel and volunteer workforce;

■ review and evaluation of exercises and disaster events;

■ development, review and testing of sub-plans; ■ interagency meetings to provide agency-specific advice and guidance on hazards; and

■ warnings and alerts for the community. Other agencies are also responsible for educating the community on specific hazards relevant to their agencies, and providing information before, during and after an event.

Agency

Provision of Information

Bureau of Meteorology

Advice on cyclone, flood, severe storm (including thunderstorm), east coast lows, land gales, and severe bushfire.

Department of Agriculture and Fisheries

Clear, accurate information about an animal disease emergency and its implications and the progress of control or eradication procedures.

Department of Premier and Cabinet or Queensland Security Committee (QSC)

State-wide management of a terrorist incident as required.

Logan City Council

Flood information, information on Council owned road closures, evacuation centres, community recovery centres, debris clean up and general information relevant to the event.

Logan District Disaster Coordinator

Advise detail of mandatory evacuations and declarations under the Disaster Management Act 2003, relating to any disaster event.

QFES

Media and public information regarding urban and rural bushfire, chemical or gas emergency situations.

QPS

Information about a locally managed terrorist incident.

Queensland Health

Information regarding a pandemic, epidemic or heat wave.

Table 14 – Agencies Provision of Information Responsibilities

LOCAL DISASTER MANAGEMENT PLAN | August 2020

Training The Queensland Disaster Management Arrangements brings together a number of agencies to work in a coordinated manner to assist communities prepare for, respond to and recover from disasters. Disaster management training is important to ensure that all agencies can seamlessly integrate within the city’s disaster management arrangements and contribute to an effective and coordinated response. In accordance with Section 16A of the Act, QFES has the responsibility to ensure that persons involved in disaster operations are appropriately trained. It is the responsibility of all stakeholders with disaster management and disaster operation roles to undertake the training relevant to their role as outlined in the Queensland Disaster Management Training Framework.

In conjunction with QFES, the Logan City LDMG maintains a Disaster Management Training Framework, to support Logan City LDMG members and advisors in acquiring and maintaining the expertise to undertake a membership role. The Logan City LDMG regularly assess training needs of members and advisors and has developed a LDMG training program in consultation with QFES, to ensure that a tailored program of disaster management training is provided to LDMG members and advisors. The Queensland Disaster Management Training Framework is available on disaster.qld.gov.au.

| Community education |

LOCAL DISASTER MANAGEMENT PLAN | August 2020

PART 5: PREPAREDNESS

Exercises

Post Event Review

Logan City LDMG is required to review the effectiveness of the Logan City LDMP at least once a year. The conduct of an exercise is one method the group may use to meet this requirement. An exercise is a controlled activity that can be used to test or practise procedures, processes and plans that are in place to manage an emergency or disaster.

The review of operational activities undertaken during a disaster is a key component in ensuring capability development and continuous improvement of disaster management arrangements.

In determining whether an exercise achieved its original aim, it is important to evaluate20 to what extent the exercise objectives were met and how the exercise was conducted generally. At the conclusion of an exercise, debriefs are conducted to identify issues and areas for improvement which are captured within an exercise report with key recommendations for the Logan City LDMG to consider.

■ A ‘hot’ debrief should be conducted as soon

The Local Disaster Coordinator may choose to review its operations following a disaster through one or more of the following: as practical following stand-down from disaster operations.

■ A formal debrief should be conducted within one month following the stand-down from disaster operations.

A post disaster analysis may also be conducted using a cooperative panel approach between various agencies. This report may make recommendations or suggest treatment options on how disaster management can be improved.

In accordance with Handbook 3 Managing Exercises, Australian Institute for Disaster Resilience.

| Multi-agency emergency exercise |

LOCAL DISASTER MANAGEMENT PLAN | August 2020

PART 6: RESPONSE

LOCAL DISASTER MANAGEMENT PLAN | August 2020

PART 6: RESPONSE

Activation of Response Arrangements The decision to activate is dependent upon a number of factors including the perceived level of threat. Activation of the response arrangements will be guided by the following escalation levels: Instructions

Definition

Actions

Alert

A heightened level of vigilance due to the possibility of an event in the area of responsibility.

Situational reports to be discussed with the District Disaster Coordinator (DDC).

Lean Forward

An operational state characterised by a heightened level of situational awareness of a disaster (either current or impending) and a state of operational readiness.

District Disaster Coordination Centre (DDCC) and LDCC’s on standby but not activated. Situational reports to DDC.

Stand Up

An operational state where resources are mobilised, personnel are activated and operational activities commenced.

DDCC and LDCC’s are activated. Situational reports to DDMG continue according to agreed timelines.

Stand Down

Transition from responding to a disaster back to normal core business and/or continuance of recovery operations.

There is no longer a requirement to respond to the disaster and the threat is no longer present.

Table 15 – Logan City LDMG Response Activation Levels

The movement of disaster management groups through this escalation phase is not necessarily sequential, rather is based on flexibility and adaptability to the location and disaster. Activation does not necessarily mean the convening of the Logan City LDMG, rather the provision of information to group members regarding the risks associated with a pending hazard impact. The local levels of activation are outlined in Annexure D.

| Being prepared for activation and response |

LOCAL DISASTER MANAGEMENT PLAN | August 2020

Disaster Declaration In accordance with Section 64 of the Act, the District Disaster Coordinator may with the approval of the Minister, declare a disaster situation for the District or part thereof, if satisfied: a. a disaster has happened, is happening or is likely to happen, in the disaster district, and b. it is necessary, or reasonably likely to be necessary, for the district disaster coordinator or a declared disaster officer to exercise declared disaster powers to prevent or minimise any of the following: iii.

Loss of human life

iv.

Illness or injury to humans

Property loss or damage

vi.

Damage to the environment.

A declaration can also be made in accordance with Section 69 of the Act by the Premier and the Minister for all or part of Queensland. Before declaring the disaster, the District Disaster Coordinator will take reasonable steps to consult with the District Disaster Management Group and the affected LDMG area/s. The declaration can be made verbally, or in writing but if made verbally must be in written form as soon as reasonably practicable thereafter. This declaration has a fourteen (14) day duration from the date it is declared unless it is sooner ended by the Minister. Disaster declarations may be extended21. The disaster situation must be ended as soon as the declared disaster powers are no longer necessary. The declaration of a disaster situation does not impact the requirements of a local government under the Act to manage disaster operations in their area.

Section 67 and Section 67A, the Disaster Management Act 2003

| Building community resilience |

LOCAL DISASTER MANAGEMENT PLAN | August 2020

PART 6: RESPONSE | City of Logan, Disaster Dashboard |

handouts, which, if required, will be made available in languages other than English through translation services ■ establish radio communications with and within the LDCC ■ broadcast warnings and alerts by radio (commercial and ABC). The process for the notification and dissemination of warning products is not a function dependent on the activation of the Logan City LDMG, rather it should be the automatic responsibility of Logan City LDMG members regardless of the status of activation. It is each organisation’s responsibility to disseminate its own warnings as per organisational Standard Operating Procedures (SOPs).

Warning Notification and Dissemination In the event of a potential emergency or disaster situation, a warning may be issued by any agency that maintains monitoring devices, including the Bureau of Meteorology (weather warnings only), Council, QPS, and/or any of the emergency services. The Chair of the Logan City Local Disaster Management Group, or delegate, is responsible for the dissemination of public warnings and information and is the official source of public and media information. The release of public information during an event for aspects such as road closures, power outages, and evacuation centres will be coordinated through the LDCC. Information and warnings are provided to the community via a number of communication channels. If power is available: ■ broadcast warnings and alerts will be issued by radio (ABC612, River FM 94.9FM, Rebel FM, 4EB), electronic media (social, website and Council’s Disaster Dashboard), public commercial and pay television services, and media releases. If general power is disrupted along with telecommunication: ■ maintain communications within Council and with external agencies through the LDCC ■ manually distribute information brochures and

LOCAL DISASTER MANAGEMENT PLAN | August 2020

Public Warning Systems The Logan City LDMG is responsible for ensuring the community is aware of ways to prevent, prepare for, respond to and recover from a disaster. This involves raising awareness of identified threats and the means by which the public should respond at an individual and/or household level and may include warnings and directions. Logan Early Warning provides the community with free early warning alerts for potentially dangerous weather, bushfires and flood notifications within the city. Other alerts or warnings such as those delivered through the use of Standard Emergency Warning System or the national Emergency Alert (EA) telephone and SMS messaging system will be used to support and reinforce the warning messages provided through broadcast media.

Flood Warnings The BoM issue flood watch and flood warnings as part of their Service Level Specification (SLS). The flood warning service provides different publicly available information, based on the level of impact anticipated by the BoM. The SLS applies where typical rain-to-flood times are six hours or more – this typically does not cover stormwater network flooding or creek flooding. An alert, watch or advice of possible flooding is issued if flood-producing rain is expected to result

in minor, moderate or major flooding at key reporting locations across the City of Logan catchment. The BoM’s role is to provide flood warnings, some of which contain forecasts of expected river height. Logan City Council is responsible for interpreting river levels into impacts at a local government scale. Flood bulletins/warnings issued by the Bureau of Meteorology for riverine flooding or by the Logan City Local Disaster Management Group will generally contain details of areas potentially affected by flooding, road closures and other advice on what the community should do if they are likely to be flooded. Information regarding advices and warnings can be accessed through the Bureau of Meteorology web home page bom.gov.au

Coordination and Support Capability Council will establish a fully equipped Local Disaster Coordination Centre which is resourced to coordinate multiple activities undertaken by the Incident Management Team when an event occurs. Agencies will often embed a Liaison Officer within the LDCC to provide information and to ensure that they have appropriate resources to deliver their agreed roles and responsibilities for their organisation. Should an agency’s local capacity be exceeded, additional support can be requested through the Logan City LDMG.

Logan Early Warning provides the community with free early warning alerts for potentially dangerous weather, bushfires and flood notifications within the city.

Operational Reporting During operational activity the Logan City LDMG, through the operation of the Local Disaster Coordination Centre will be responsible for the preparation and distribution of Situation Reports (SITREPs). SITREPs are the State’s and nations accepted method of communicating the current and forecast situation, during a disaster event, to key stakeholders including the LDCC. The Logan City LDMG will ensure regular and accurate information is received from operational areas and actions taken during activations are recorded to ensure efficient operational response, forward planning and the contents of the LDMG SITREP are correct and timely.

Financial Management All LDMG agencies are responsible for their own financial management during disaster operations. This includes the provision of their own financial services and support, meeting and recording their own operational expenses incurred during a disaster event and for claiming reimbursement of any expenses allowed under the State Disaster Relief Arrangements22 and the Disaster Recovery Funding Arrangements. The Logan City LDMG has predetermined eventrelated financial management arrangements to ensure costs are appropriately endorsed and captured from the onset of operations. The Local Disaster Coordinator in consultation with the Logan City LDMG executive team is responsible for establishing and maintaining financial management procedures for the Local Disaster Coordination Centre. All costs incurred by Council as a result of damaged assets and response and recovery activities will be coordinated by the Local Disaster Coordinator of the Logan City LDMG. Council’s financial management policy and procedures will govern all financial delegations, authorisations to expend funds, and recording of expenditure. Disasterrelated finances are not normally included in the budgetary processes of Council or other responding agencies.

qra.qld.gov.au/funding

LOCAL DISASTER MANAGEMENT PLAN | August 2020

PART 6: RESPONSE

Accessing Support and Allocation of Resources

Volunteer and Donation Management

There may be times where the LDCC or Logan City LDMG requires support or additional resources to manage the event. These requests are known as a ‘Request for Assistance’ (RFA) and must be endorsed by either the Chair or the Local Disaster Coordinator prior to the submission to the Logan District Disaster Coordinator.

As part of a partnership with the Queensland Government, GIVIT manages all offers of donated goods and services including corporate offers of assistance for Logan City Council in the event of a disaster.

Council can also access assistance from other Local Governments via the C2C Support Program or through predetermined arrangements with neighbouring Councils. Any requests for assistance that are not available within local resource capabilities will be coordinated by the Logan City LDMG and will be submitted to the Logan District Disaster Coordinator. In the event that the request for assistance cannot be actioned by the Logan District Disaster Coordinator, the District Disaster Coordinator will request assistance through the State Disaster Coordination Centre. disaster.qld.gov.au

The goal of the partnership is to: ■ reduce the amount of unsolicited donations received by Logan City Council in times of disaster. ■ meet the immediate material needs of the local community in times of disaster.

Resupply The Logan City LDMG is responsible for supporting communities to prepare for the possibility of temporary isolation and ensuring procedures are in place to support resupply of food and other essentials during times of isolation. The Logan City LDMG has adopted the Queensland Resupply Manual23 which covers operations in respect to: ■ Isolated community resupply ■ Isolated rural property resupply ■ Resupply of stranded persons.

| Logan farm produce |

LOCAL DISASTER MANAGEMENT PLAN | August 2020

Impact Assessment Impact assessment is the organised process of collecting and analysing information after an emergency or disaster to estimate: ■ extent of loss or injury to human life ■ damage to property and infrastructure ■ the needs of the affected community for response, recovery and future prevention and preparedness assistance. The purpose of disaster impact assessment is to provide disaster management groups with a source of comprehensive, standardised information on the impact of an event. This information is used to set priorities and make decisions relating to the response to an emergency or disaster and to the initial steps leading to recovery. There are two basic types of impact assessment: 1. Post Impact Assessment – examines the way in which a hazard has affected the community; and 2. Needs Assessment – examines the type, amount and priorities of assistance needed. Under this plan and dependent on the type of damage, Council is the lead functional agency conducting impact assessments.

Post Impact Assessment Rapid Damage Assessment Rapid damage assessment is undertaken immediately following an event to gather a high level view of consequences and potential consequences. Methods of obtaining this information include:

| Alan Wilke Bridge 2017 |

Comprehensive Damage Assessment This assessment will commence as soon as possible following an event to establish the impact of an event. Response and recovery agencies will undertake detailed impact assessments relating to their area of jurisdiction and will submit situation reports to the Logan City LDMG through the LDCC. Depending on need, Council may coordinate the formation and operation of multi-agency damage assessment teams to systematically collect and analyse impact assessment data. Needs Assessment Based on initial rapid and comprehensive damage assessment data, needs assessment is conducted by the Logan City LDMG to establish the type, quantity and priorities of assistance needed by disaster-affected communities.

■ calls for assistance recorded at emergency services communications centres and through the LDCC ■ tasking of emergency service assets information provided by LDMG members and invitees ■ assessment data from Council’s operational Branches.

LOCAL DISASTER MANAGEMENT PLAN | August 2020

PART 6: RESPONSE

Hazard Specific Arrangements The State Disaster Management Plan states that a primary agency is an agency allocated responsibility to a specific hazard based on their legislated and or technical capability and authority. The primary agency for each hazard is identified in Table 16. A support agency supports the primary agency in the management of a threat and subsequent response through actions or the provision of personnel and equipment. While under the control of a hazard specific primary agency, support agencies retain responsibility for commanding their resources and ensuring that their own standard operating procedures are correctly implemented. Queensland has adopted the all hazards approach to the development of disaster management arrangements. Some hazards have characteristics that may require a hazard specific approach hence specific plans have been developed by the relevant primary agency. While these events are managed by other arrangements, the Logan City LDMG may be required to provide support to the primary and or support agency. Hazard

Primary agency

Relevant plan / sub-plan

Animal and Plant Disease (bio-security)

Department of Agriculture and Fisheries

Queensland Veterinary Emergency Plan Australian Veterinary Emergency Plan Australian Emergency Plant Pest Response Plan

Bushfire (Rural/Urban)

Queensland Fire and Emergency Services (Rural Division)

Wildfire Mitigation and Readiness Plans (Regional) LDMG Hazard Specific Sub Plan

Earthquake and Landslide

Council/Queensland Police Service

Hazardous Materials Accident

Queensland Fire and Emergency Services (Urban Division)

Major Air Transport Accident

Queensland Police Service

Marine Accident

Queensland Police Service

Pandemic

Queensland Health

Rail Accident

Queensland Police Service

Road Accident

Queensland Police Service

Severe weather event cyclone east coast lows flood storm surge heatwave

Council SES

LDMG Hazard Specific Sub Plan

Terrorism

Queensland Police Service

Queensland Counter-Terrorism Plan National Counter-Terrorism Plan

Table 16 – Primary (Hazard Specific) Agencies for Logan City

LOCAL DISASTER MANAGEMENT PLAN | August 2020

State of Queensland Multi-agency Response to Chemical, Biological, Radiological Incidents

Queensland Pandemic Influenza Plan National Action Plan for Human Influenza Pandemic LDMG Hazard Specific Sub Plan

PART 7: RECOVERY

LOCAL DISASTER MANAGEMENT PLAN | August 2020

PART 7: RECOVERY

Disaster recovery is the coordinated process of supporting individuals and communities in the reconstruction of physical infrastructure (services and lifelines), restoration of the economy (including financial and political considerations) and of the environment, and support for the emotional, social and physical wellbeing of those affected following a disaster event. The timely and collaborative coordination of established disaster recovery strategies is important and should be activated in conjunction with an effective disaster response. The recovery phase and strategies of disaster management may involve:

■ support to address basic Human needs of persons affected

■ rehabilitation, regeneration ■ restoration of social wellbeing, community

development, economic renewal and growth and the natural environment

■ assistance with the clean-up of residential and commercial properties

■ provision of immediate temporary housing,

shelter, financial assistance and emergency food supplies and material aid

■ counselling of emotionally affected persons ■ mental health services ■ public awareness programs to inform the

community of available recovery assistance

■ assistance to complete aid application forms ■ restoration of lifelines and essential services ■ repair and reconstruction of the physical infrastructure

■ a review of the Logan City LDMP in light of the disaster.

LOCAL DISASTER MANAGEMENT PLAN | August 2020

| Food producer, City of Logan |

Recovery will be addressed by the activation of the Logan City Local Recovery Plan and the Logan City Local Recovery Group (LRG). The Recovery Plan is designed to minimise the initial problems faced by the persons affected by the disaster or emergency. The three broad stages of disaster recovery include:

■ Immediate/short-term recovery aims to address

and support the immediate needs of individuals, businesses and the community affected by an event.

■ Medium-term recovery continues the coordinated process of supporting affected communities in the reconstruction of physical infrastructure, restoration of the economy and of the environment, and support for the emotional, social, and physical wellbeing of those affected.

■ Long-term recovery occurs after formal transition

from Medium Term Recovery to core business for local government and other agencies engaged in recovery process.

Local Recovery Coordinator The Local Recovery Coordinator (LRC) is appointed by the Logan City LDMG Chair and is responsible for chairing the Local Recovery Group and coordinating recovery at the local level during disaster operations.

Local Recovery Group The LDMG may establish a Local Recovery Group and appoint a Local Recovery Coordinator to plan for and manage the recovery phase of disaster management for their local government area on behalf of the Logan City LDMG. Once established, the LRG will consider the Terms of Reference specific to the event. The LRG should develop an Action Plan to meet the requirements of the Terms of Reference. The conclusion of the recovery phase will be determined by the LRG. The LRG will manage the recovery process for as long as whole of government recovery support is required, the Terms of Reference for the LRG have been achieved and until government recovery agencies have the capacity to accept the management of the workload within the agencies core business processes.

Activation of Recovery Arrangements Recovery is an integral part of responding to an incident or disaster and should commence when response does. Local recovery arrangements should be activated to ‘alert’ once the response phase has reached the ‘lean forward’ level of activation and should continue to follow the response phase through the levels of activation. Depending on the nature, location and size of the event, recovery arrangements may be managed at either the local level, or through a combination of local and district arrangements. The level of local and district support required in the medium/long term recovery phase will be dependent on the recovery structure advised by the Queensland Disaster Management Committee for each specific event. The local levels of recovery activation are outlined at Annexure E.

| Volunteers, Logan flood clean-up 2017 |

LOCAL DISASTER MANAGEMENT PLAN | August 2020

PART 7: RECOVERY

Functions of Recovery Effective recovery requires an integrated, multidisciplinary approach to needs analysis, community engagement and planning. A coordinated effort is required by all agencies involved in recovery. The four functions of recovery are:

■ ■ ■ ■

Economic Environmental Human-Social Infrastructure (road and transport/buildings).

Recovery arrangements must reflect the interrelationship between these functions.

Economic Recovery Economic recovery includes the planning and implementation of economic and financial recovery in Logan. The objectives and considerations of economic recovery include, but are not limited to:

■ Assessing impact on key economic assets. ■ Stimulating the renewal and growth of the economy within the affected area.

| Planning for economic recovery |

Environmental Recovery Environmental recovery includes the coordination of recovery of the natural and built environment and ensures public health and safety is addressed during the recovery phase of a disaster. The objectives and considerations of environmental recovery include, but are not limited to:

■ Supporting individuals and households (e.g.

■ Assessing the impact of the event on the natural

■ Facilitating business, industry and regional

■ Rehabilitation of the natural environment. ■ Preservation of community assets. ■ Management and disposal of waste.

through employment services, income service and assistance with insurance claims). economic recovery and renewal.

■ Facilitating financial assistance, access to funds

environment.

and loans and employer subsidies.

■ Recovering from the intangible effects of an event (e.g. loss of business confidence and quality of life).

| Protecting the natural environment |

LOCAL DISASTER MANAGEMENT PLAN | August 2020

Human-Social Recovery Human-social recovery includes the planning and implementation of recovery in the areas of safety and well-being, physical and psychological health and social aspects. The objectives and considerations of human-social recovery include, but are not limited to:

■ Provision of relief measures to assist persons

affected by the event who do not have resources to provide for their own well-being, including temporary accommodation.

■ Provision of personal support and information to

individuals and households affected by the event.

■ Provision of financial assistance to meet

immediate individual needs and uninsured household loss and damage.

■ Providing physical health and emotional support and assessment and monitoring of social impacts.

■ Supporting community development activities to restore community support services, networks, capacity and resilience.

Human-social recovery includes the planning and implementation of recovery in the areas of safety and wellbeing, physical and psychological health and social aspects.

| Providing recovery support to the community |

LOCAL DISASTER MANAGEMENT PLAN | August 2020

PART 7: RECOVERY

Infrastructure Recovery Infrastructure recovery includes the planning and implementation of housing, commercial and industrial buildings and structures, and physical infrastructure, including telecommunications, power, water, transport. The objectives and considerations of infrastructure recovery include, but are not limited to:

■ Assessing and repairing damage to housing, commercial and industrial buildings and structures, rural structures and infrastructure facilities.

■ Building safety inspections and demolition of unsafe buildings.

■ Repair and rebuilding matters. ■ Recovery of utilities. ■ Restoration of public schools, community and sporting facilities and playgrounds.

■ Restoration of damaged dam structures. ■ Recovery of road and other transport infrastructure.

■ Consideration of mitigation measures.

| Restoration of Chardon Bridge, Logan floods 2017 |

LOCAL DISASTER MANAGEMENT PLAN | August 2020

ANNEXURE A DEFINITIONS

LOCAL DISASTER MANAGEMENT PLAN | August 2020

ANNEXURE A

Definitions The following definitions have been taken from the IGEM Lexicon24, the further definitions refer to the Australian Disaster Resilience Glossary (ADR)25, Queensland Disaster Management Guidelines26, Risk Management Vocabulary ISO Guide27, Australian National Search and Rescue Council28, Queensland Reconstruction Authority (QRA)29, Queensland Fire and Emergency Services (QFES)30 and Queensland State Disaster Management Plan (SDMP)31. Term

Definition

Reference

Activation

Activation involves the commencement of a process or activity in response to a trigger. An activation is not a declaration, nor is it dependent on the declaration of a disaster situation (see definition for declaration). For example, activation of relief measure, as detailed in the Queensland Disaster Relief and Recovery Arrangements.

IGEM Lexicon

Alert (level of activation)

A level of activation: a heightened level of vigilance due to the possibility of an event in the area of responsibility. Some action may be required. The situation should be monitored by someone capable of assessing the potential of the threat.

IGEM Lexicon

All-agencies approach

All agencies should be involved to some extent in disaster management. The context of disaster management for specific agencies varies and may include ensuring the continuity of their business or service, protecting their own interests and personnel, and protecting the community and environment from risks arising from the activities of the organisation.

Queensland Disaster Management Guidelines

All-hazards approach

This means dealing with all types of emergencies or disasters, and civil defence, using the same set of management arrangements.

ADR -Manual 3

Australian Height Datum (AHD)

This is a common national survey height measure used as a reference level for defining reduced levels. 0.0 m AHD corresponds approximately to sea level.

ADR - Handbook 7

Briefing

The process of advising personnel of the details of the incident or event with which they will be dealing.

IGEM Lexicon

Bushfire

A fire involving grass, scrub or forest.

IGEM Lexicon

Bushfire danger period

A period of the year, either established by legislation or declared by the relevant agency, when restrictions are placed on the use of fire due to dry vegetation and the existence of conditions conducive to the spread of fire.

IGEM Lexicon

Capacity

The combination of all the strengths, attributes and resources available within an organisation, community or society to manage and reduce disaster risks and strengthen resilience. Capacity may include infrastructure, institutions, human knowledge and skills, and collective attributes such as social relationships, leadership and management.

IGEM Lexicon

igem.qld.gov.au/sites/default/files/2019-01/2018%2010%2019%20Qld%20Disaster%20Management%20Lexicon%202018.pdf

knowledge.aidr.org.au/glossary

disaster.qld.gov.au/dmg/Documents/QLD-Disaster-Management-Guideline.pdf

iso.org/obp/ui/#iso:std:iso:guide:73:en

natsar.amsa.gov.au/natsar-manual.asp

qra.qld.gov.au/funding

ruralfire.qld.gov.au/BushFire_Safety/Neighbourhood-Safer-Places/Pages/default.aspx

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

LOCAL DISASTER MANAGEMENT PLAN | August 2020

Term

Definition

Reference

Catchment

This is the area of land draining to a particular site. It is related to a specific location, and includes the catchment of the main waterway as well as any tributary streams.

ADR - Handbook 7

Catchment flooding

This is flooding due to prolonged or intense rainfall (for example, severe thunderstorms, monsoonal rains in the tropics, or tropical cyclones). Types of catchment flooding include riverine, local overland, and groundwater flooding.

ADR - Handbook 7

Community

A group with a commonality of association and generally defined by location, shared experience, or function. A social group which has a number of things in common, such as shared experience, locality, culture, heritage, language, ethnicity, pastimes, occupation, workplace, etc.

IGEM Lexicon

Consequence

This is used to refer to the outcome of an event that affects objectives. Notes: ■ An event can lead to a range of consequences. ■ A consequence can be certain or uncertain, and can have positive and negative effects on objectives. ■ Consequences can be expressed qualitatively or quantitatively.

ISO Guide 73:2009

Initial consequences can escalate through knock-on effects.

Control

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

IGEM Lexicon

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 operates horizontally across organisations and agencies.

IGEM Lexicon

Coordination Centre

A centre established at State, district or local level as a centre of communication and coordination during times of disaster operations.

IGEM Lexicon

Critical infrastructure

The physical structures, facilities, networks and other assets which provide services that are essential to the social and economic functioning of a community or society.

IGEM Lexicon

Damage Assessment

The process of collecting quantifiable data that enables the assessment of the impact of an event. Data collected could be used to inform Impact Assessments

IGEM Lexicon

Debrief

A meeting at the end of an operation with the purpose of assessing the conduct or results of an operation.

IGEM Lexicon

Debriefing

The process of sharing the good and bad points of the response to an incident as a means to improving any future planning and responses.

IGEM Lexicon

Declaration (of a disaster situation)

The formal procedure to enable declared disaster powers under the Disaster Management Act 2003 (s64-s69) as required. Specific powers may be used to prevent or minimise loss of life, injury or damage.

IGEM Lexicon

Declared area

a. for a disaster situation declared under s64(l)-the disaster district, or the part of the disaster district, for which the disaster situation is declared; or b. for a disaster situation declared under s69-the State or, if the disaster situation is declared for a part of the State, the part.

IGEM Lexicon

LOCAL DISASTER MANAGEMENT PLAN | August 2020

ANNEXURE A

Term

Definition

Reference

Declared disaster officer

for a disaster situation, means- (a) a police officer; or (b) a person authorised under s75(l) to exercise declared disaster powers for the disaster situation

IGEM Lexicon

Declared disaster powers

means the powers of a district disaster coordinator or a declared disaster officer under s77 and s78

IGEM Lexicon

Disaster

A disaster is 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

IGEM Lexicon

Disaster district

means a part of the State prescribed under a regulation as a disaster district

IGEM Lexicon

Disaster management

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

IGEM Lexicon

Disaster management group

means the State group, a district group or a local group

IGEM Lexicon

Disaster management guidelines

The chief executive may prepare guidelines to inform the State group, district groups and local governments about matters relating to any of the following(a) the preparation of disaster management plans (b) the matters to be included in a disaster management plan (c) other matters about the operation of a district group or local group the chief executive considers appropriate having regard to disaster management for the State

IGEM Lexicon

Disaster management plan

The State group, district groups and local groups must prepare a plan (State Disaster Management Plan, District Disaster Management Plan and Local Disaster Management Plan) for disaster management in the State, disaster district and local government’s area respectively.

IGEM Lexicon

Disaster operations

Disaster operations means 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.

IGEM Lexicon

Disaster Recovery Funding Arrangements

This is the Australian Government program intended to assist with the recovery of communities whose social, financial and economic wellbeing has been severely affected by a natural disaster or terrorism event.

QRA

These arrangements provide a cost-sharing formula between the Queensland and Australian governments on a range of pre-agreed relief and recovery measures.

Disaster response capability

For a local government, means the ability to provide equipment and a suitable number of persons, using the resources available to the local government, to effectively deal with, or help another entity to deal with, an emergency situation or a disaster in the local government’s area.

IGEM Lexicon

Disaster risk

The potential loss of life, injury, or destroyed or damaged assets which could occur to a system, society or a community in a specific period of time, determined probabilistically as a function of hazard, exposure, vulnerability and capacity.

IGEM Lexicon

Disaster risk assessment

A qualitative or quantitative approach to determine the nature and extent of disaster risk by analysing potential hazards and evaluating existing conditions of exposure and vulnerability that together could harm people. Property, services, livelihoods and the environment on which they depend.

IGEM Lexicon

Disaster risk management

Disaster risk management is the application of disaster risk reduction policies and strategies to prevent new disaster risk, reduce existing disaster risk and manage residual risk, contributing to the strengthening of resilience and reduction of disaster losses.

IGEM Lexicon

LOCAL DISASTER MANAGEMENT PLAN | August 2020

Term

Definition

Reference

Disaster risk reduction

Disaster risk reduction is aimed at preventing new and reducing existing disaster risk and managing residual risk, all of which contribute to strengthening resilience and therefore to the achievement of sustainable development

IGEM Lexicon

Disaster situation

means a disaster situation declared under s64(1) by the district disaster coordinator with the approval of the Minister or by the Minister or Premier (s69)

IGEM Lexicon

District disaster coordinator

The chairperson of a district group is also the district disaster coordinator of the district group. The function of the district disaster coordinator is to coordinate disaster operations in the disaster district for the group.

IGEM Lexicon

District disaster management group

A district disaster management group is established for each disaster district. A district group consists of the persons presribed by regulation to be members of the group.

IGEM Lexicon

Emergency alert

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. Emergency Alerts will be issued via landline and mobile telephones.

IGEM Lexicon

Emergency management

Emergency management is also used, sometimes interchangeably, with the term disaster management, particularly in the context of biological and technological hazards and for health emergencies. While there is a large degree of overlap, an emergency can also relate to hazardous events that do not result in the serious disruption of the functioning of a community or society.

IGEM Lexicon

Evacuation

The planned movement of persons from an unsafe or potentially unsafe location to a safer location and their eventual return.

IGEM Lexicon

Evacuation centre

A building located beyond a hazard to provide temporary accommodation, food and water until it is safe for evacuees to return to their homes or alternative temporary emergency accommodation.

IGEM Lexicon

Event

An event means 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 d. a failure or, or disruption to, an essential service or infrastructure e. an attack against the State f. another event similar to an event mentioned in paragraphs (a) to (e) An event may be natural or caused by human acts or omissions.

IGEM Lexicon

Exercise

A controlled, objective-driven activity used for testing, practising or evaluating processes or capabilities.

IGEM Lexicon

Flash flooding

This is a flood that is sudden and unexpected. It is often caused by sudden local or nearby heavy rainfall. It is generally not possible to issue detailed flood warnings for flash flooding. However, generalised warnings may be possible. It is often defined as flooding that peaks within six hours of the causative rain.

ADR - Handbook 7

Flooding

Flooding is a natural phenomenon that occurs when water covers land that is normally dry. It may result from coastal or catchment flooding, or a combination of both (see also Catchment flooding).

ADR - Handbook 7

Hazard

A process, phenomenon or human activity that may cause loss of life, injury or other health impacts, property damage, social and economic disruption or environmental degradation. Hazards may be natural, anthropogenic or socionatural in origin.

IGEM Lexicon

Impact assessment

The analysis of the consequences of an event, including psychosocial (emotional and social), economic, natural and built environment.

IGEM Lexicon

LOCAL DISASTER MANAGEMENT PLAN | August 2020

Term

Definition

Reference

Incident

An event, occurrence or set of circumstances that: ■ has a definite spatial extent ■ has a definite duration calls for human intervention ■ has a set of concluding conditions that can be defined ■ is or will be under the control of an individual who has the authority to make decisions about the means by which it will be brought to an end.

IGEM Lexicon

Intelligence

The product of a process of collecting and analysing information or data which is recorded and disseminated as intelligence to support decision making.

IGEM Lexicon

Intergovernmental agreement

The intergovernmental agreement is an agreement signed by the Australian Government and every state and territory government. It assigns the Australian Defence Force, the relevant police agency and the Australian Maritime Safety Authority as the only search and/or rescue coordination authorities.

National SAR Manual

Jurisdiction

The state or territory in which an agency, organisation or statutory position has authority or responsibility.

IGEM Lexicon

Lean forward

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

IGEM Lexicon

Levels of activation

Queensland’s disaster management arrangements are activated using an escalation model based on the following levels: ■ Alert ■ Lean Forward ■ Stand up ■ Stand down

IGEM Lexicon

Likelihood

In risk management terminology, ‘likelihood’ is used to refer to the chance of something happening, whether defined, measured or determined objectively or subjectively, qualitatively or quantitatively. It is described using general terms or mathematically (such as a probability or a frequency during a given time period).

ISO Guide 73:2009

Lead (function) agency

This is an organisation that, because of its expertise and resources, is primarily responsible for dealing with a particular function within disaster management.

SDMP

Local disaster coordinator

The chairperson of the local group must, after consulting with the chief executive, appoint the chief executive officer or an employee of the relevant local government as a local disaster coordinator of the group. The person appointed must have the necessary expertise or experience and the appointment must be in writing.

IGEM Lexicon

Local disaster management group

A local government must establish a local disaster management group for the local government’s area.

IGEM Lexicon

Local disaster management plan

A local government must prepare a plan for disaster management in the local government’s area. A local disaster management plan must be consistent with the disaster management standards and disaster management guidelines. A local group may review, or renew the effectiveness of the plan at any time, but at least once a year. A district group must ensure a copy of its district disaster management plan is available for inspection, free of charge, by members of the public.

IGEM Lexicon

Logistics

The range of operational activities concerned with supply, handling, transportation and distribution of materials. Also applicable to the transportation of people.

IGEM Lexicon

Mass casualty incident

An incident or event where the location, number, severity or type of live casualties, requires extraordinary resources.

IGEM Lexicon

Mitigation

Activities intended to reduce or eliminate risks, or lessen the actual or potential effects or consequences of an event.

IGEM Lexicon

LOCAL DISASTER MANAGEMENT PLAN | August 2020

Term

Definition

Reference

Multi-agency response

The response to an incident where one or more agencies assist the jurisdictional control agency or agencies.

IGEM Lexicon

Natural hazards

Natural hazards are predominantly associated with natural processes and phenomena.

IGEM Lexicon

Neighbourhood Safer Place

This is a local open space or building where people may gather, as a last resort, to seek shelter from a bushfire.

QFES

Non-government organisation

Non-profit making organisation operating at the local, national, or international levels. Distinct from a governmental organisation, having no statutory ties with a national government.

IGEM Lexicon

Plan

A formal record of agreed emergency management roles, responsibilities, strategies, systems, and arrangements.

IGEM Lexicon

Planning process

The collective and collaborative efforts by which agreements are reached and documented between people and organisations to meet their communities’ emergency management needs. It is a sequence of steps which allows emergency management planning to take place.

IGEM Lexicon

Preparedness

The knowledge and capacities developed by governments, response and recovery organisations, communities and individuals to effectively anticipate, respond to and recover from the impacts of likely, imminent or current disasters.

IGEM Lexicon

Prevention

Activities and measures to avoid existing and new disaster risks.

IGEM Lexicon

Primary (hazard) agency

This is an agency allocated responsibility to prepare for and respond to a specific hazard based on its legislated and/or technical capability and authority.

SDMP

Probability

See Likelihood

n/a

Queensland’s disaster management arrangements

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

IGEM Lexicon

Reconstruction

The medium- and long-term rebuilding and sustainable restoration of resilient critical infrastructures, services, housing, facilities and livelihoods required for the full functioning of a community or a society affected by a disaster, aligning with the principles of sustainable development and ‘build back better’, to avoid or reduce future disaster risk.

IGEM Lexicon

Recovery

The coordinated process of supporting disaster-affected communities’ psychosocial (emotional and social), and physical well-being; reconstruction of physical infrastructure; and economic and environmental restoration.

IGEM Lexicon

Relief

Efforts to meet the needs of persons affected by a disaster, to minimise further loss through the provision of immediate shelter and basic human needs.

IGEM Lexicon

Residual risk

Residual risk is the disaster risk that remains even when effective disaster risk reduction measures are in place, and for which emergency response and recovery capacities must be maintained.

IGEM Lexicon

Resilience

A system or community’s ability to rapidly accommodate and recover from the impacts of hazards, restore essential structures and desired functionality, and adapt to new circumstances.

IGEM Lexicon

Response

Actions taken directly before, during or immediately after a disaster in order to save lives, reduce health impacts, ensure public safety and meet the basic subsistence needs of the people affected.

IGEM Lexicon

LOCAL DISASTER MANAGEMENT PLAN | August 2020

Term

Definition

Reference

Risk

This is the effect of uncertainty on objectives. Notes: An effect is a deviation from the expected – positive and/or negative. Objectives can have different aspects (for example, financial, health, safety and environmental goals) and can apply at different levels (for example, strategic, organisation wide, project, product and process). Risk is often characterised by reference to potential events and consequences, or a combination of these. Risk is often expressed in terms of a combination of the consequences of an event (including changes in circumstances) and the associated likelihood of occurrence. Uncertainty is the state (complete or partial) of deficiency of information relating to understanding or knowledge of an event, its consequence or likelihood.

ISO Guide 73:2009

Risk analysis

This refers to the process used to comprehend the nature of risk and determine the level of risk. Notes: ■ Risk analysis provides the basis for risk evaluation and decisions about risk treatment. ■ Risk analysis includes risk estimation.

ISO Guide 73:2009

Risk assessment

This refers to the overall process of risk identification, risk analysis and risk evaluation.

ISO Guide 73:2009

Risk criteria

These are the terms of reference against which the significance of a risk is evaluated. Notes: ■ Risk criteria are based on organisational (or jurisdictional) objectives, and external and internal context. Risk criteria can be derived from standards, laws, policies and other requirements.

ISO Guide 73:2009

Risk identification

This is the process of finding, recognising and describing risks. Notes: ■ Risk identification involves the identification of risk sources, events, their causes and their potential consequences. Risk identification can involve historical data, theoretical analysis, informed and expert opinions, and stakeholders’ needs.

ISO Guide 73:2009

Safer location

A variety of designated locations which are not anticipated to be adversely affected by the hazard. Categories of safer locations comprise: ■ shelter in place ■ neighbourhood safer places ■ friends and family - assembly points.

IGEM Lexicon

Serious disruption

■ ■ ■

loss of human life, or illness or injury to humans widespread or severe property loss or damage widespread or severe damage to the environment

IGEM Lexicon

Shelter in place

An alternative or in addition to evacuation where individuals shelter within their homes, workplace or with family/friends if considered safe to do so.

IGEM Lexicon

Stand down

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

IGEM Lexicon

Stand up

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

IGEM Lexicon

Standard Emergency Warning Signal

A distinctive audio signal that alerts the community to the broadcast of an urgent message relating to a major emergency or disaster. It is intended for use as an alert signal to be played on public media such as radio, television and public address systems. Can be heard at SEWS audio signal

IGEM Lexicon

LOCAL DISASTER MANAGEMENT PLAN | August 2020

Term

Definition

Reference

Standard operating procedure

A set of directions detailing what actions could be taken, as well as how, when, by whom and why, for specific events or tasks.

IGEM Lexicon

State Disaster Coordination Centre

The State Disaster Coordination Centre supports to State Disaster Coordinator (SDC) through the coordination of a State level operational response capability during disaster operations. The Centre also ensures information about an event and associated disaster operations is disseminated to all levels, including to the Australian Government.

IGEM Lexicon

State disaster coordinator

A person appointed made under s21B to coordinate disaster operations for the group and can be a deputy commissioner of the police service or another person the chairperson decides, after considering the nature of the disaster operations, should be appointed. The chairperson must consult with the commissioner of the police service before making the appointment and it must be in writing.

IGEM Lexicon

State disaster management plan

The State group must prepare a plan for disaster management for the State. The chairperson of the State group must give a copy of the plan to each district and local group. The State plan must be consistent with the disaster management standards and disaster management guidelines. The State group may review or renew the plan when it considers it appropriate. The chairperson of the State group must ensure a copy of the State plan is available for inspection, free of charge, by members of the public.

IGEM Lexicon

State Disaster Relief Arrangements (SDRA)

This is an all-hazards relief program that is 100% state-funded and covers natural and non-natural disasters. The purpose of the SDRA is to address personal hardship and community response needs for disaster events where the NDRRA is unable to be activated.

QRA

State Recovery Coordinator

Means the person appointed under s21D to coordinate recovery operations

IGEM Lexicon

Sub-plan

An annex to an existing plan, with additional statements of control/coordination arrangements and roles/responsibilities

IGEM Lexicon

Temporary housing (accommodation)

Empowers people to re-establish household routines before permanent housing can be obtained. The goal is to transition from sheltering to housing as soon as possible. Multi-agency responses may begin during the temporary sheltering phase or earlier.

IGEM Lexicon

Temporary sheltering

In excess of 18 hours, may extend into weeks. Bedding and substantial meals required. More comprehensive support required. Examples: evacuation centre, relief centre, public cyclone shelter, place of refuge.

IGEM Lexicon

Vulnerability

Vulnerability in relation to disaster events is a fluid and complex concept. The definition of vulnerability in the Qld Vulnerability Framework comprises three components: ■ target group statement - people who would benefit from additional and targeted assistance to prepare for, respond to, and recover from disasters ■ vulnerability indicators - for example proximity to an event, lack of financial resources, and disruption to, or lack of available services, supports/carers medication, aids and equipment ■ four protective factors - wellbeing, connection, knowledge and security. The conditions determined by physical, social, economic and environmental factors or processes which increase the susceptibility of an individual, a community, assets or systems to the impacts of hazards.

IGEM Lexicon

LOCAL DISASTER MANAGEMENT PLAN | August 2020

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LOCAL DISASTER MANAGEMENT PLAN | August 2020

ANNEXURE B LOGAN CITY COUNCIL LOCAL GOVERNMENT AREA

LOCAL DISASTER MANAGEMENT PLAN | August 2020

Somerset Region

ANNEXURE B

Moreton Bay Region

Brisbane City

Logan City Council Local Government Area

Ipswich City

Redland City

Logan City Gold Coast City

Scenic Rim Region

MAYOR — Darren Power Representing the whole of the City of Logan.

DIVISION 2 — Cr Teresa Lane

DIVISION 3 — Cr Mindy Russell

Representing Kingston, Logan Central, Woodridge and part of Underwood.

Representing Slacks Creek, Daisy Hill and part of Shailer Park and Underwood.

DIVISION 5 — Cr Jon Raven

DIVISION 1 — Cr Lisa Bradley

DIVISION 7 — Cr Tim Frazer Representing Boronia Heights, Browns Plains, Forestdale, Hillcrest, and part of Park Ridge and Regents Park.

Representing Priestdale, Springwood, Rochedale South and part of Daisy Hill.

Representing Berrinba, Marsden, Waterford West and part of Crestmead.

DIVISION 8 — Cr Jacob Heremaia

DIVISION 11 — Cr Natalie Willcocks Representing Flagstone, Flinders Lakes, Greenbank, Kagaru, Lyons, Monarch Glen, New Beith, Silverbark Ridge, Undullah and part of Munruben, North Maclean, Park Ridge South and South Maclean.

Representing Heritage Park, Logan Reserve and part of Chambers Flat, Crestmead, Park Ridge, Park Ridge South and Regents Park.

Hillcrest

Forestdale

Div 7

Underwood

Woodridge Logan Central

Greenbank

Shailer Park

Crestmead

Div 6 Bethania

Waterford West

Park Ridge Logan Reserve

Div 11

Waterford

Buccan Chambers Flat

Munruben

Holmview

Bahrs Scrub

Stockleigh

Div 4

Div 9

Flagstone

Yarrabilba

Cedar Creek

Riverbend Glenlogan

Kairabah

Jimboomba

Kagaru

Tamborine

Cedar Grove

Cedar Vale

DIVISION 9 — Cr Scott Bannan Representing Cedar Grove, Cedar Vale, Glenlogan, Jimboomba, Mundoolun, Riverbend, Stockleigh, Veresdale, Veresdale Scrub, Woodhill and part of Chambers Flat, Logan Village, Munruben, North Maclean, South Maclean and Tamborine.

Wolffdene Logan Village

South Maclean

Flinders Lakes

Beenleigh Mount Warren Park

Bannockburn

North Maclean

Silverbark Ridge

Undullah

Eagleby

Div 12

Windaroo

Lyons

Monarch Glen

Carbrook

Loganholme

Belivah New Beith

Div 10

Tanah Merah

Loganlea

Edens Landing

Div 8

Cornubia

Meadowbrook

Marsden

Park Ridge South

Div 3

Div 2 Kingston

Heritage Park

Representing Carbrook, Cornubia, Loganholme, Tanah Merah and part of Shailer Park.

Daisy Hill

Slacks Creek

Div 5

Regents Park

Boronia Heights

Priestdale

Div 1 Springwood

Berrinba

Browns Plains

DIVISION 10 — Cr Miriam Stemp

Rochedale South

DIVISION 12 — Cr Karen Murphy Representing Beenleigh, Eagleby, and Mt Warren Park.

DIVISION 6 — Cr Tony Hall Representing Bahrs Scrub, Edens Landing, Holmview, Loganlea, Meadowbrook and part of Bethania.

Woodhill

Veresdale

Veresdale Scrub

LOCAL DISASTER MANAGEMENT PLAN | August 2020

Mundoolun

DIVISION 4 — Cr Laurie Koranski Representing Bannockburn, Belivah, Buccan, Cedar Creek, Kairabah, Waterford, Windaroo, Wolffdene, Yarrabilba, and part of Bethania, Logan Village and Tamborine.

ANNEXURE C THE REQUEST FOR ASSISTANCE COUNCIL TO COUNCIL PROCESS

LOCAL DISASTER MANAGEMENT PLAN | August 2020

LDMG

DDMG

SDCC

LOCAL DISASTER MANAGEMENT PLAN | August 2020

LDMG: DDMG: SDCC: SDMG: RFA: LDC: DDC: C2C:

Key:

LGAQ

Completes RFA form

LDC approves RFA

Document

Process Action

Decision

DDC receives RFA for approval

Local District Management Group District Disaster Management Group State Disaster Coordination Centre State Disaster Management Group Request for Assistance Local District Coordinator District Disaster Coordinator Council to Council

a need

Council

RFA inputted into Task Tracker

RFA Actioned Locally

LGAQ receives RFA

Yes

as C2C

SDCC

Decides if RFA can be resolved under C2C

SDCC action RFA

The purpose of this process map is to outline the request for assistance process under the Council to Council program when activated by LDMG or DDMG. This information has been developed to assist council in the completion and submission of these requests for assistance. This process will be reviewed every 12 months or as otherwise required as a result of identified legislative, policy and/or procedural changes.

SDCC will inform both DDMG and LDMG on all RFA progress and final outcomes.

SDCC Logistics Cell receives RFA

Yes

State Assistance required

Yes

Actions RFA under C2C

LGAQ updates and returns completed RFA to SDCC Logistics

SDCC Logistics Cell inputs all actions and outcomes into the Task Tracker

ANNEXURE C

The Request for Assistance Council to Council Process

ANNEXURE D LOGAN CITY LOCAL DISASTER MANAGEMENT GROUP RESPONSE ACTIVATION LEVELS

LOCAL DISASTER MANAGEMENT PLAN | August 2020

ANNEXURE D

Alert

label

Logan City Local Disaster Management Group Response Activation Levels Triggers

Actions

Communications

■ Awareness of a hazard that has the potential to affect the local government area

■ Hazard and risks identified ■ Information sharing with warning agency ■ Local Disaster Coordinator contacts QFES ■ Initial advice to all stakeholders

■ Chair and Local Disaster Coordinator on mobile remotely

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. ■ There is a likelihood that threat may affect local government area

■ QFES and Local Disaster Coordinator conduct analysis of predictions

■ Threat is quantified but may not yet be imminent

■ Chair and Local Disaster Coordinator on watching brief

■ Need for public awareness ■ LDMG is now to manage the event

■ Chair, Local Disaster Coordinator and LDMG members on mobile and monitoring email remotely ■ Ad-hoc reporting

■ Confirm level and potential of threat ■ Check all contact details ■ Commence cost capturing ■ Conduct meeting with available LDMG ■ Council staff prepare for operations ■ Determine trigger point to stand up ■ Prepare LDCC for operations ■ Establish regular communications with warning agency ■ First briefing core members of LDMG ■ Local Disaster Coordinator advises District Disaster Coordinator of lean forward and establishes regular contact

Lean Forward

■ Warning orders to response agencies

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

LOCAL DISASTER MANAGEMENT PLAN | August 2020

label

Triggers

Actions

Communications

■ Threat is imminent ■ Community will be or has been

■ Meeting of LDMG Core Group ■ LDCC activated ■ Rosters for LDCC planned and

■ LDCC contact through

impacted

■ Need for coordination in LDCC ■ Requests for support received by LDMG agencies or to the LDCC

Stand Up

■ The response requires coordination

implemented

■ Commence operational plans ■ Local government shifts to disaster operations

■ LDMG takes full control ■ SOPs activated ■ Core group of LDMG located

established land lines and generic email addresses

■ Chair, Local Disaster Coordinator and LDMG members present at LDCC, on established land lines and/or mobiles, monitoring emails

in LDCC

■ Commence SITREPs to District Disaster Management Group

■ Distribute contact details ■ District Disaster Management Group advised of potential requests for support The operational state following ‘lean forward’ whereby resources are mobilised, personnel are activated and operational activities commenced. Disaster coordination centres are activated.

■ No requirement for coordinated

■ Final checks for outstanding

■ Community has returned to

■ Implement plan to transition to

■ Recovery taking place

■ ■ ■ ■

response

Stand Down

normal function

requests recovery

■ LDMG members not involved

in recovery operations resume standard business and after hours contact arrangements

Debrief of staff in LDCC Debrief with LDMG members Consolidate financial records Hand over to Recovery Coordinator for reporting

■ Return to local government core business

■ Final situation report sent to

District Disaster Management Group

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.

LOCAL DISASTER MANAGEMENT PLAN | August 2020

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LOCAL DISASTER MANAGEMENT PLAN | August 2020

ANNEXURE E LOGAN CITY LOCAL DISASTER MANAGEMENT GROUP RECOVERY ACTIVATION LEVELS

LOCAL DISASTER MANAGEMENT PLAN | August 2020

ANNEXURE E

Logan City Local Disaster Management Group Recovery Activation Levels label

Triggers

forward’ level of activation Recovery Alert

Response Lean Forward

■ Response phase at ‘lean

Actions

■ Appointment of Local Recovery Coordinator

■ Potential actions and risks identified

■ Information sharing

Communications

■ Local Recovery Coordinator and Recovery Group members on mobile remotely

■ Ad hoc reporting

commences

■ Local Recovery Coordinator in contact with Local District Coordinator and Chair

■ Initial advice to all recovery

Recovery Stand Up

Response Stand Up

Recovery Lean Forward

stakeholders ■ Response phase at ‘stand up’ level of activation ■ Immediate relief arrangements are required during response phase

■ Monitoring of response arrangements ■ Analysis of hazard impact or potential impact ■ Relief and recovery planning commences ■ Deployments for immediate relief commenced by recovery functional agencies

■ Local Recovery Coordinator and Recovery Group members on mobile and monitoring email remotely ■ Regular reporting

■ Immediate relief arrangements continue ■ Medium term recovery commences. Response phase moves to ‘stand down’ level of activation

■ Local Recovery Coordinator activated at Local Disaster Coordination Centre or alternate location

■ Local Recovery Coordinator and Recovery Group members present at Local Disaster Coordination Centre or alternate location, on established land lines and/or mobiles, monitoring emails

■ Recovery plan activated ■ Deployments for immediate relief response ■ Action plans for four functions of recovery activated as required ■ Community information strategy employed ■ Participate in response debrief ■ Transition arrangements from ‘response and recovery’ to ‘recovery’ activated including handover from Local Disaster Coordinator to Local Recovery Coordinator ■ Action Plans for four functions of recovery continue ■ Community information strategies continue

LOCAL DISASTER MANAGEMENT PLAN | August 2020

■ Local Recovery Coordinator and Recovery Group members involved in medium term recovery continue as required ■ Regular reporting to the LDMG.

label

Triggers

Recovery Stand Down

Response Stand Down

■ Recovery Group arrangements are finalised. Community returns to normal activities with ongoing long term recovery support provided by functional lead agencies as required.

Actions

■ Consolidate financial records ■ Reporting requirements finalised ■ Participate in recovery debrief ■ Participate in post event debrief ■ Post event review and evaluation ■ Long term recovery arrangements transferred to functional lead agencies

Communications

■ Local Recovery Coordinator and Recovery Group members resume standard business and after hours contact arrangements ■ Functional lead agencies report to Local Recovery Coordinator and/or Recovery Group members as required.

■ Return to core business

LOCAL DISASTER MANAGEMENT PLAN | August 2020

Logan City Council 150 Wembley Rd, Logan Central QLD 4114 p: (07) 3412 3412 | e: disastermanagement@logan.qld.gov.au | logan.qld.gov.au Publication date August 2020