Appendix B: Operational Sub-Plans - Shire of Noosa · Sunshine Coast and Noosa Local Disaster Management Plan 20124 B-7 B.1 Financial Management Sub-Plan B.1.1 Purpose To outline

Sunshine Coast and Noosa Local Disaster Management Plan 20124 B-1

Appendix B: Operational Sub-Plans

Appendix B: Operational Sub-Plans ................................................................................................ 1

B.1 Financial Management Sub-Plan ......................................................................................... 7

B.1.1 Purpose ................................................................................................................ 7

B.1.2 Functional responsibility ........................................................................................ 7

B.1.3 Introduction, context and assumptions of this plan ................................................ 7

B.1.4 Support agencies .................................................................................................. 7

B.1.5 Delegation of authority for contracts and authorisation of expenditure of funds .... 7

B.1.6 Recording of expenses ......................................................................................... 7

B.1.7 Natural disaster relief and recovery arrangements ................................................ 8

B.1.8 NDRRA - recouping of funds ................................................................................. 8

B.2 Community Support Sub-Plan ........................................................................................... 11

B.2.1 Purpose .............................................................................................................. 11

B.2.2 Context and assumption of this plan ................................................................... 11

B.2.3 Introduction ......................................................................................................... 11

B.2.4 Evacuation means .............................................................................................. 11

B.2.5 Temporary relocation means............................................................................... 12

B.2.6 Community Welfare Sub Committee ................................................................... 12

B.2.7 Operational areas ............................................................................................... 12

B.2.8 Public awareness ................................................................................................ 12

B.2.9 Community information / reporting system .......................................................... 13

B.2.10 Outreach teams – emergency response / impact assessment ............................ 13

B.2.11 Mental health and counselling ............................................................................. 13

B.3 Evacuation Sub-Plan ......................................................................................................... 17

B.3.1 Introduction ......................................................................................................... 17

B.3.2 Administration and governance ........................................................................... 17

B.3.3 Evacuation strategies .......................................................................................... 17

B.3.4 Evacuation Stages .............................................................................................. 19

B.3.5 Evacuation decision considerations .................................................................... 19

B-2 Sunshine Coast and Noosa Local Disaster Management Plan 20124

B.4 Evacuation Centre Management Sub-Plan ........................................................................ 25

B.4.1 Purpose .............................................................................................................. 25

B.4.2 Functional responsibility ...................................................................................... 25

B.4.3 Context and assumptions of this plan .................................................................. 25

B.4.4 Introduction ......................................................................................................... 26

B.4.5 Support agencies ................................................................................................ 26

B.4.6 Identification of centres ....................................................................................... 26

B.4.7 Management and coordination of evacuation centres ......................................... 27

B.4.8 Briefings and debriefings ..................................................................................... 27

B.4.9 Function and layout of evacuation centres .......................................................... 28

B.4.10 Responsibilities within the evacuation centre ...................................................... 28

B.4.11 Safer location ...................................................................................................... 28

B.4.12 Logistics .............................................................................................................. 28

B.4.13 Length of stay, capability and facilities ................................................................ 28

B.4.14 Medical support................................................................................................... 28

B.4.15 Toilets and bathing .............................................................................................. 29

B.4.16 Kitchen facilities .................................................................................................. 29

B.4.17 Refuse collection ................................................................................................. 29

B.4.18 Vehicular access ................................................................................................. 29

B.4.19 Access for people with mobility impairments ....................................................... 29

B.4.20 Pets .................................................................................................................... 29

B.4.21 Vehicle parking ................................................................................................... 30

B.4.22 Needs of Nursing Mothers, Infants and Children ................................................. 30

B.4.23 Security and social considerations ...................................................................... 30

B.4.24 Entertainment ..................................................................................................... 30

B.4.25 Public information ............................................................................................... 30

B.4.26 Management processes ...................................................................................... 30

B.4.27 Closure of evacuation centres ............................................................................. 30

B.4.28 Evacuation centre management sub-plan operational checklist .......................... 31

B.5 Impact Assessment Sub-Plan ............................................................................................ 47


B.5.1 Purpose .............................................................................................................. 47



B.5.4 Introduction ......................................................................................................... 47

B.5.5 Support agencies to be included in the impact assessment team ....................... 47

B.5.6 Impact assessment reporting format ................................................................... 48

B.5.7 Impact assessment team requirements ............................................................... 48

B.5.8 System for impact assessment teams ................................................................. 48

B.5.9 Information to be obtained and documented ....................................................... 48

B.6 Impact assessment Sub-Plan operational checklist ........................................................... 51

B.7 Health Services Sub-Plan .................................................................................................. 58

B.7.1 Purpose .............................................................................................................. 58



B.7.4 Introduction ......................................................................................................... 58

B.7.5 Support agencies ................................................................................................ 58

B.8 Community Health Sub-Plan ........................................................................................... 107

B.8.1 Purpose ............................................................................................................ 107

B.8.2 Functional responsibility .................................................................................... 107

B.8.3 Context and assumptions .................................................................................. 107

B.8.5 Support agencies .............................................................................................. 107

B.8.6 Provision of safe and adequate water ............................................................... 108

B.8.7 Shelter .............................................................................................................. 109

B.8.8 Safe food and food-related concerns ................................................................ 109

B.8.9 Provision of emergency ablution facilities .......................................................... 109

B.8.10 Refuse disposal ................................................................................................ 110

B.8.11 Vermin and vector control ................................................................................. 110

B.8.12 Infectious disease control .................................................................................. 111

B.8.13 Personal hygiene .............................................................................................. 111

B.8.14 Disposal of dead stock and animals .................................................................. 111


B.8.15 Disinfection of buildings .................................................................................... 112

B.8.16 Decontamination ............................................................................................... 112

B.8.17 Provision of public information .......................................................................... 112

B.9 Public Information and Warnings Sub-Plan ..................................................................... 117

B.9.1 Purpose ............................................................................................................ 117


B.9.3 Context and assumptions of this plan ................................................................ 117


B.9.5 Public awareness programs .............................................................................. 117

B.9.6 Authorisation of media release .......................................................................... 118

B.9.7 Media liaison officer .......................................................................................... 118

B.9.8 Spokespersons ................................................................................................. 118

B.9.9 Information to be released and communicated to community ............................ 118

B.9.10 Regular information bulletins ............................................................................. 119

B.9.11 Information management .................................................................................. 119

B.9.12 Documentation .................................................................................................. 119

B.9.13 Media contact list .............................................................................................. 119

B.9.14 Emergency warnings and alerts ........................................................................ 119

B.10 Public Works and Engineering Sub-Plan ......................................................................... 125

B.10.1 Purpose ............................................................................................................ 125



B.10.4 Introduction ....................................................................................................... 125


B.10.6 Damage surveillance and assessment .............................................................. 126

B.10.7 Water supply ..................................................................................................... 126

B.10.8 Sewerage services ............................................................................................ 126

B.10.9 Roads, rail and bridges, marine structures ........................................................ 126

B.10.10 Building inspections .......................................................................................... 127

B.10.11 Debris clearance of materials and green waste ................................................. 127


B.11 Rescue Sub-Plan ............................................................................................................ 139

B.11.1 Purpose ............................................................................................................ 139



B.11.4 Introduction ....................................................................................................... 139


B.12 Transport Sub-Plan ......................................................................................................... 140

B.12.1 Purpose ............................................................................................................ 140




B.12.5 Introduction ....................................................................................................... 140

B.12.6 Maintenance of information ............................................................................... 141

B.12.7 Mass movement of people ................................................................................ 141

B.12.8 Fuel supplies ..................................................................................................... 141

B.13 Logistics Sub-Plan ........................................................................................................... 143

B.13.1 Purpose ............................................................................................................ 143



B.13.4 Introduction ....................................................................................................... 143

B.13.5 Support agencies and enterprises ..................................................................... 143

B.13.6 Management of logistics ................................................................................... 143

B.13.7 Resupply ........................................................................................................... 144

B.13.8 Warehousing - identification of suitable premises in the Sunshine Coast area .. 144

B.13.9 Resource recording / tracking ........................................................................... 144

B.13.10 Transportation of freight and resources ............................................................. 145

B.13.11 Fuel ................................................................................................................... 145


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B.1 Financial Management Sub-Plan

B.1.1 Purpose

To outline the responding and supporting agency internal financial arrangements in support of a disaster event, and the subsequent process to recoup funds.

B.1.2 Functional responsibility

All participating agencies are individually responsible for their own financial management.

B.1.3 Introduction, context and assumptions of this plan

Financial management procedures must be maintained by all agencies during a disaster, subject to the exceptions provided for in the legislation. The LDC undertakes consultation with and may make recommendations to Council’s senior management, the DDC and Chair Local Group about any major outlay.

(a) Disaster related budget amounts are not normally included in the annual budgetary processes of responding agencies. Disaster events happen however, and may require the allocation of substantial funds as a consequence.

(b) Due to the nature of many disaster situations, finance operations will often be carried out within compressed time frames and other pressures, necessitating the use of non-routine procedures. This in no way lessens the requirement for sound financial management and accountability.

(c) Each agency is responsible for costs incurred within that agency’s area of responsibility and operation.

(d) It is important to remember that a declaration of a disaster situation is not a pre-requisite for the activation of NDRRA arrangements to allow for the funding and reimbursement of eligible expenditure.

B.1.4 Support agencies

Each support agency is responsible for providing its own financial services and support to its response operations in the field.

B.1.5 Delegation of authority for contracts and authorisation of expenditure of funds

The LDC is able to authorise financial expenditure within the delegated authority provided to the LDC, as per council’s normal schedule of delegation of authority for contracts and authorisation of expenditure.

B.1.6 Recording of expenses

When an incident occurs, each participating agency or department should immediately begin accounting for personnel and equipment costs relating to the disaster response.

It is recommended that separate recording be maintained of disaster-related funding /expenditure by accounting records, operations logs and file copies of expenditures to provide clear and reasonable accountability and justification for reimbursement.


As an example, Sunshine Coast Council has established a dedicated cost centre code for disaster/ emergency event related expenditure in its financial accounting systems. When an event occurs council will begin to account for costs (i.e. employee, materials and services, plant hire and equipment), relating to the disaster response in this dedicated cost centre.

Whilst innovative and expeditious means of procurement are called for during times of disaster events, it is still expected that proper procurement principles and accounting practices will be employed in order to safeguard the use of public funds from the potential of fraud, waste or abuse.

B.1.7 Natural disaster relief and recovery arrangements

Provided the Minister for Emergency Services has approved the activation of the Commonwealth / State natural disaster relief and recovery arrangements (NDRRA) the agency can submit a claim reimbursement of eligible for costs incurred responding and recovering from a disaster event.

Refer to the booklet: “Natural Disaster Financial Assistance Arrangements Within Queensland”; which provides an overview of financial arrangements for the activation and delivery of natural disaster relief and assistance within Queensland. The publication can be found at web site: http://www.disaster.qld.gov.au.

The NDRRA trigger point for Sunshine Coast Council is outlined in this booklet.

B.1.8 NDRRA - recouping of funds

Extreme care and attention to detail is required throughout the disaster response period to maintain logs, formal accounting records and file copies of all expenditures (including personnel time sheets), in order to provide clear and reasonable accountability and justification for future NDRRA reimbursement requests. Reimbursement from other agencies or through NDRRA is not an automatic process, and requires evidence of disaster-related expenditure.

Refer to the booklet: “Natural Disaster Financial Assistance Arrangements within Queensland” to determine which costs are eligible for reimbursement.

During or following an event, if uncertainty arises about how NDRRA operates in practice, the LDC should request assistance from QFES (DM) staff.

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


Table 32: Financial Management Operational Checklist

Financial Management Operational Plan

Operational Checklist

(This is a restricted document and is only for use by the LDCC during activation of the Operational Plan).

Determine authorisation for expenditure of council funds during a major event.

Commenced Responsible Organisation

Sunshine Coast Council

Responsible Officer

Executive Director

Contact Numbers

Ph

Mob

Email

Status

Instigate a management process which will expeditiously authorise specific officers or a class of officers to expend funds to a stipulated limit.


All agencies

Responsible Officer LDC

Contact Numbers

Ph

Mob

Email

Determine the limit of expenditure permitted without further reference to senior management.


All agencies

Responsible Officer

LDC

Contact Numbers

Ph

Mob

Email

Establish and maintain a specific cost centre for disaster or emergency event expenditure.


All agencies

Responsible Officer

Finance Officers

Contact Numbers

Ph

Mob

Email


Financial Management Operational Plan

Operational Checklist

(This is a restricted document and is only for use by the LDCC during activation of the Operational Plan).

Develop a discrete recording system for disaster or emergency event related expenditure, to expedite the payment of appropriate claims post event.


All agencies

Responsible Officer

Finance Officers

Contact Numbers

Ph

Mob

Email

Maintain all financial records in relation to the event.


All Agencies

Responsible Officer

LDC and Finance Officers

Contact Numbers

Ph

Mob

Email

Prepare and submit NDRRA financial claims in relation to counter disaster operational expenses to QFES (DM).


All agencies

Responsible Officer

Finance Officers

Contact Numbers

Ph

Mob

Email

Prepare and submit NDRRA financial claims in relation to public assets to the Department of Local Government and Planning.



Responsible Officer

LDC and LDCC Finance Officer

Contact Numbers

Ph

Mob

Email


B.2 Community Support Sub-Plan

B.2.1 Purpose

The provision of immediate and continuing care of disaster affected persons who may be threatened, distressed, disadvantaged, homeless or evacuated and the maintenance of health, well-being and prosperity of such persons with all available community resources until their rehabilitation is achieved.

The Department of Communities is the Queensland Government agency responsible for recovery during and following a disaster / emergency event. The local community recovery and community welfare sub committees will provide assistance to the department during the recovery process.

B.2.2 Context and assumption of this plan

This operational plan addresses short term sustenance, health and well-being. Longer term disaster recovery issues, are managed through the Recovery Committee refer Appendix F.

A level of resilience is expected from most communities, via their preparedness for major events. The Sunshine Coast Council, Noosa Council and QFES (DM) public awareness programs help communities to be prepared and to be self-sufficient for a number of days in relation to food, water, etc.

The involvement of community groups, such as those listed as support agencies, is invaluable in this area. This sub-plan seeks to harness the efforts of these organisations into an efficient, coordinated community support system during events which may have a major impact on the community.

B.2.3 Introduction

The Community Support Operational Plan details the requirements necessary to support and maintain contact with vulnerable people in their place of residence within our community in times of an emergency/disaster situation. The plan will be scaled up or down as necessary to provide support for members of the community involved in major or minor operations.

B.2.3.1 Functional Responsibility

The LDMG community liaison officer has functional responsibility for community support in their local government area.

When the LDCC is at stand up level, the Community Liaison Officer will be in attendance at the LDCC and is responsible for the coordination of community support operations, including evacuation facilities within the region. The coordination of community support will ideally be supported by a Deputy Liaison Officer for communication and administration support duties. The Community Liaison Officer will work closely with Australian Red Cross and Department of Communities officers.

B.2.4 Evacuation means

When danger to the community and property is expected to be for an extended period, residents may be removed from the disaster area or potential disaster area and relocated in an evacuation centre with access to personal and community support facilities. An evacuation centre may also be commercial accommodation for extended periods. (See B.4 Evacuation Centre Management Sub-Plan).


B.2.5 Temporary relocation means

When danger to people and property is expected to be of a short duration, residents may be temporarily removed from the area of immediate danger to a safe assembly point until danger has passed. Only minimum support facilities may be required.

B.2.6 Community Welfare Sub Committee

At the local level the LDMG will form a Community Welfare Sub Committee to help coordinate preparation for and recovery from a disaster.

B.2.6.1 Support agencies

Some or all of the following agencies will be invited onto the Community Welfare Sub Committee:

Australian Red Cross

Blue Care

Church groups

Community Centres

Department of Communities

Queensland Fire Emergency Services (Disaster Management)

Lifeline Sunshine Coast

Meals on Wheels

Public and private transportation providers

Queensland Ambulance Service

Queensland Police Service

Queensland Transport

Salvation Army

Service Clubs

St John Ambulance

St Vincent de Paul

State Emergency Service

In accordance with best practice it is anticipated that memorandums of understandings will be developed between the Local Groups and the support agencies and team members for the provision of a range of services during both the response to and recovery from a disaster.

B.2.7 Operational areas

For the implementation of this community support sub-plan the region will be divided into sectors as required to enable efficient coordination of disaster operations. This will be determined by the LDC with input from the coordination centre manager and Local Group Community Liaison Officer.

B.2.8 Public awareness

Existing council and community groups including CALM, Community Safety and Neighbourhood Watch (NHW), sporting groups etc will be used to increase public awareness and community resilience.


B.2.8.1 Publication of point of contact for the public

When required during emergency / disaster situations, Section 5.6 of the SCLDMP details the process for public education, media releases, warnings and contact numbers for assistance and evacuation or temporary relocation centre locations. Also refer to B.8 Public Information and Warnings Sub-Plan.

B.2.9 Community information / reporting system

The Queensland Police Service in conjunction with other appropriate available personnel shall if required during an event, undertake a requirement to carry out door to door checks or public awareness dissemination about the event.

Local Group support agencies and team members such as Red Cross, Blue Care and Meals on Wheels and other agencies including Queensland Health and ENERGEX, may be able to assist with compiling a record of community members requiring assistance which can then be given to the Community Liaison Officer.

B.2.10 Outreach teams – emergency response / impact assessment

Immediately following a disaster the Local Group will work closely with the Queensland Fire Emergency Services (Fire) and the Department of Communities, to form multi-disciplinary teams to enter the affected area post-impact, to assess the impact on and the needs of the disaster affected community. This action is designed to assist all agencies in developing appropriate responses to a disaster situation and as such will be a coordinated multi agency approach. Information obtained from these teams will provide the basic information for the development of the Local Recovery Plan.

The operation of these community impact teams will initially be coordinated through the LDCC by the Community Recovery Coordinator and the relevant State Government agencies. Refer Appendix F Community Recovery Arrangements.

The Department of Communities has pre-prepared forms for use by outreach teams assessing requests for personal assistance.

B.2.11 Mental health and counselling

The Community Welfare Sub Committee, through outreach teams and the core business of its participating agencies, may identify the need for and the coordination of initial counselling services, in conjunction with the provisions of Local Plan Appendix B.6 Health Services Sub Plan (where appropriate). The primary contact is Lifeline who will provide psychological first aid to those in need.

Queensland Health coordinates mental health and counselling services to people evacuated and other sections of the community as required. This assistance is to be accessed through the LDCC.


Table 33: Community Support Sub-Plan Operational Checklist

Community Support Sub-Plan

Operational checklist

(This is a restricted document and is only for use by the LDCC during activation of the operational plan).

Prepare and release media advisories regarding the transition to recovery.

Commenced Responsible Organisation LDCC

Responsible Officer:

Media Liaison Officer

Contact Numbers

Ph:

Mob:

Fax:

Status

Prepare and release media advisories regarding the public assistance available.


Responsible Officer


Contact Numbers

Ph:

Mob:

Fax:

Activate outreach teams and instigate a reporting timetable.


Responsible Officer

Community Liaison Officer

Contact Numbers

Ph:

Mob:

Fax:





Provide emergency temporary accommodation post impact.

Commenced

Responsible Organisation Local Group

Responsible Officer

LDC and Community Liaison Officer

Contact Numbers

Ph:

Mob:

Fax:

Provide logistic support to outreach teams.


Responsible Officer


Contact Numbers

Ph:

Mob:

Fax:

Provide logistic support to operational Community Support personnel, both in the field and at the LDCC.


Responsible Officer

LDCC Logistics Officer / Community Liaison Officer

Contact Numbers

Ph:

Mob:

Fax:





Provide Community Support personnel personal protective equipment or appropriate workplace health and safety information to operational personnel.


Responsible Officer

LDCC Logistics Officer / Community Liaison Officer

Contact Numbers

Ph:

Mob:

Fax:

Collect information about and report on, members of the community in need of personal hardship assistance.

Commenced

Responsible Organisation LDCC

Responsible Officer


Contact Numbers

Ph:

Mob:

Fax:

Maintain ongoing link with the Sunshine Coast District Community Recovery Committee.

Commenced

Responsible Organisation LDCC and SCCRC

Responsible Officer


Contact Numbers

Ph:

Mob:

Fax:


B.3 Evacuation Sub-Plan

B.3.1 Introduction

Evacuation is defined as the planned movement of persons from an unsafe or potentially unsafe location to a safer location and their eventual return. Evacuations may be:

Voluntary: the LDC may advise people in exposed areas to evacuate voluntarily before a directed evacuation is required.

Directed: the DDC issues a directed evacuation order with powers supported by a declaration of a disaster situation in accordance with Section 64 of the Disaster Management Act 2003. The issue of an evacuation advisory notice for people in designated exposed areas to evacuate will be required.

This sub-plan notes that a successful evacuation needs a well informed and engaged community.

This Evacuation Sub-Plan has been developed in conjunction with the Sunshine Coast evacuation planning working document. The evacuation planning working document has been prepared as a reference document for use by the LDC and members of the LDMG and is not for public distribution.

B.3.2 Administration and governance

B.3.2.1 Purpose of the evacuation sub-plan

The purpose of this evacuation sub-plan is to:

ensure the safety and sustainability of the local community;

reduce or eliminate risk to the community;

be consistent with best practice evacuation planning and preparedness;

promote effective coordination between the Local Group members and other agencies involved in evacuation planning and implementation; and

to ensure compliance with the Disaster Management Act 2003.

B.3.2.2 Evacuation sub-plan key objectives

The key objectives of the evacuation sub-plan are to:

provide guidance for evacuation planning and implementation;

broadly outline the process for authorising an evacuation of all or part of the region;

broadly outline procedures governing the conduct of an evacuation;

broadly list the agreed roles and responsibilities of lead and support agencies during evacuation operations; and to

provide guidance for the selection and establishment of suitable evacuation accommodation centres.

B.3.3 Evacuation strategies

The two main broad categories of public protective measures that can be implemented to safeguard the community when a threat or potential threat arises are shelter in place and evacuation.


B.3.3.1 Shelter in place

Shelter in place provides the most viable survival strategy to be used on the Sunshine Coast during most types of emergencies. Evacuations should only occur when the risk of sheltering in place is greater than the risks associated with leaving.

B.3.3.2 Evacuation

The following factors should be considered when planning evacuations:

Decision time - The time required to make an informed decision to evacuate. This calculation should include mobilisation and deployment of resources.

Warning time - The time taken to advise the community of the evacuation. This warning time would effectively overlap into the withdrawal phase as public messages continue to be conveyed. Also consider the time required to develop and implement any Emergency Alert campaigns during the ‘warning’ phase.

Withdrawal time – the time taken for at risk persons to travel to a safer location. The withdrawal time is the total of the leave time, the travel time and time past-a-point.

o Leave time - the time people take to secure the home and prepare to leave.

o Travel time - the time taken by a person or vehicle to travel from the evacuation zone to the shelter zone.

o Clearance time -time past-a-point - the time taken for all people being evacuated to pass a point on the evacuation route. For consistency, assume average vehicle occupancy of two (2) people per vehicle.

o Shelter time - time for people and response crew to take shelter at a safer location.

B.3.3.3 Evacuation concepts

The following are the general concepts for evacuation for the following hazards:

Cyclone/storm tide - run from water - shelter from wind

Flooding - stay with friends in high places

Bushfire - if you are going to leave, leave early

Dam release - get out and seek higher ground

Tsunami - go inland 1 klm and/or go up 10 metres

Hazmat - stay up-wind or stay indoors

Assisted evacuation for people without their own transport or who cannot evacuate with friends and relatives may be required for all evacuation strategies.

During the lean forward or stand up phases of an event evacuation timelines should be developed at the LDCC to determine the time it may take to evacuate an exposed population and determine the latest time an evacuation can start. This will involve those self-evacuating in their own vehicles and those requiring assistance in an evacuation including those who do not own or drive cars and special needs such as the disabled.

Timelines for each hazard differ due to the speed of onset or arrival of the hazard. Timelines are to be developed early when conducting operational evacuation planning.


B.3.4 Evacuation Stages

Figure 3: Stages of evacuation

Hazard threat /

impact

RETURNSHELTERWITHDRAWALDECISION WARNING

Issue

warning

message

Determine

appropriate action

Shelter in

Place

Evacuation

Assembly

Point

Evacuation

Centre

Family and

Friends

Managed

return

Time Critical Actions

B.3.4.1 Decision and authority to evacuate Voluntary evacuation. The chair of the Local Group or the LDC may

recommend the community voluntarily evacuates an area but they do not have the authority to initiate a directed evacuation.

Directed evacuation. A directed evacuation can only be initiated after the declaration of a disaster situation by the District Disaster Coordinator, in accordance with the Disaster Management Act 2003.

B.3.5 Evacuation decision considerations

B.3.5.1 Risk factors Which area(s) of the community is/are at risk?

Is there sufficient time to evaluate the risk?

What risk mitigation processes are in place?

What other hazards may result from this risk?

What risks are apparent for the evacuees and/or emergency services personnel?

Quality of information?

Level of evacuation required?

Evacuation information for the community?

B.3.5.2 Emergency situation

An emergency situation is declared under part two sub section five and six of the Public Safety Preservation Act (PSPA) and can be used in response to small scale localised situations such as a chemical spill or explosion. An evacuation conducted under an emergency situation is likely to be an immediate response managed by QPS using local resources.

B.3.5.3 Declaration of a disaster situation


For the DDC to gain the authority to issue a directed evacuation order the DDC will require a declaration of a disaster situation. A declaration may be declared by a DDC with approval of the Minister or by the Minister and the Premier, which then gives the DDC and declared disaster officers the powers under the Disaster Management Act 2003.

The LDC, in consultation with the LDMG, may recommend to the DDC that the need for additional powers exists which can generally only be obtained from a declaration of a disaster situation.

B.3.5.4 Warning stage - standardised messages to the public

The broadcast media are likely to be the primary method to distribute an emergency warning. Warnings issued via broadcast media will be supported with warnings on the lead agency and council websites and social media sites.

The public will be advised through a series of generic preparedness messages throughout the disaster season including preparing for evacuations. Messages will be issued under the authority of the LDC and the DDC where appropriate. The Bureau of Meteorology is responsible for issuing advisory and warning messages for flood, cyclone, storm tide, and tsunami. When an information bulletin has been issued, public messages relating to evacuation will be more targeted and specific.

B.3.5.5 Use of SEWS

The Standard Emergency Warning Signal (SEWS) may be used to precede important messages to the public during the evacuation. The use of SEWS will require discussion between the LDC and DDC and will require input for the LDCC Media Officer regarding message construction and format.

B.3.5.6 Emergency alert telephone messaging

Emergency alert is Australia’s national telephone emergency alert system. It is a web GIS based product accessed by authorised persons from QFES (DM) and QFES (FIRE). The area under threat is indicated on a map and a message is developed to be sent to that area. The system then targets telephone numbers that are registered to addresses found in that designated area.

B.3.5.7 Withdrawal stage

This stage involves the safe and efficient process of relocating community members from hazardous or potentially hazardous environments to designated safe evacuation areas.

B.3.5.8 District and state support

It is anticipated that an evacuation to areas outside of the Sunshine Coast region would be coordinated jointly at Local/District coordination centre and may involve state level involvement. Most people will transport themselves in their own vehicles. However, some individuals and groups in the community will require assistance. Early liaison with the SDCC via the DDMG should be initiated early as positioning of state resources may take several hours to days to occur.

B.3.5.9 Transport management plan

The conduct of the directed evacuation will be based primarily upon the development and implementation of an event specific evacuation transport management plan to account for self-evacuees and those requiring assisted evacuation. QPS are responsible for security and traffic control on evacuation routes. Sunshine Coast Council and DMR shall assist QPS with advice on the condition of routes. It is


important that advice about the condition of evacuation routes is provided in a regular manner from the LDCC to the public.

B.3.5.10 Transit centres/shuttles to evacuation centres

Evacuees requiring transportation could be transported to one of the four transit centres on the coast using existing bus services and could then be shuttled by bus to designated evacuation centres as advised by the Community Support Officer. The transit centres are:

Noosa Junction,

Sunshine Plaza,

Caloundra Bus Transit Centre, and

Nambour Bus Station,

The Community Liaison Officer, or their delegate, are to establish links with community based organisations through a special needs support group, that have responsibilities in providing support to disabled special needs persons. The group will provide the Community Support Officer with the latest information on what special needs persons may require assistance during the evacuation.

B.3.5.11 Shelter stage

The concept for the shelter of at risk persons during an evacuation includes:

Shelter in place,

Sheltering in evacuation centres located in the Sunshine Coast region, and

Out of area sheltering. Due to the nature of the hazard or the suitability of Sunshine Coast evacuation centres it is more appropriate to shelter outside the Sunshine Coast region; and

Reception and accommodation of evacuees from another locality.

The provision of ongoing evacuee support is primarily through evacuation centres. Evacuation centres are classified as:

Level 1- Council operated,

Level 2- Community centres,

Level 3- Commercial facilities, and

Level Four- Education facilities.

Specific details of evacuation centres for the Sunshine Coast are held by the LDC and LDMG Community Liaison Officer. Evacuation centres can provide only basic needs for evacuees including:

food and clean water,

showering and toilet facilities if available, (these may be limited),

personal hygiene items, limited access to clothing and bedding,

baby needs such as nappies and formula, and

access to other support agencies.

B.3.5.12 Out of area accommodation arrangements

Evacuees transported to Brisbane for sheltering would need to be accommodated under modified Brisbane reception plan arrangements managed by the Brisbane Disaster District and Brisbane City Local Disaster Management Group.


B.3.5.13 Security and crime prevention

Police are responsible for the security of evacuated areas including the security of any damaged premises. Police are responsible for establishing any road blocks of evacuated areas. TMR, council and private traffic controllers may be required to assist with this task through the provision of signs.

B.3.5.14 Evacuees transiting through the Sunshine Coast

Events occurring outside the Sunshine Coast may result in a passage of a large number of evacuees through the region. This could include moving south along the Bruce Highway following a cyclone in Central Queensland. The SCLDMG may be requested to provide assistance for these evacuees: This could include:

Providing feeding at rest stops,

Additional fuel supplies, and

Opening of evacuation centres.

B.3.5.15 Reception and accommodation of evacuees from another locality

Adjacent localities implementing evacuations and may request the Sunshine Coast to host evacuees. Liaison will likely be initiated by the impacted council seeking assistance from the Sunshine Coast. This could result in a large influx of evacuees. Where possible they should be directed to local tourist accommodation however in some cases evacuation centres may need to be opened.

Requests for evacuation accommodation will be initially be considered by the LDC and a decision to ‘stand up’ the LDCC will be taken based on the number and expected duration hosted evacuees may need to be accommodated. In severe disasters this may be for a number of weeks, however alternative accommodation should be considered.

B.3.5.16 Return stage

The decision to return evacuees to their homes will be considered after the impacts of the disaster have lessened or stopped completely. The following will be considered when assessing whether or not to return evacuees:

hazardous nature of the area,

possibility of the hazard or threat returning,

safety of structures including accommodation, utilities, and transport facilities,

suitable management of public health issues and secondary threats i.e. mosquito infestations,

security within the affected areas, and the

availability of suitable facilities including accommodation, utilities and hygiene facilities, and availability of services to support the community.

The return of the community to their homes will be conducted in phases for ease of control. Public communication will be a key tool used to advise the local community of what is happening.

Prior to evacuees returning it is necessary to:

quickly evaluate and assess the immediate human needs (food, water, health/medical, and housing) and the operational status of vital community infrastructure (transportation, communications, and utility systems),

restore essential services, and to

plan for and implement the return of evacuees to their homes.


B.3.5.17 Operational issues

In preparing for a directed evacuation the following operational issues need to be considered:

Evacuation route signage,

Educational institutions,

Animal management, and

Tourism accommodation and shopping centres.

B.3.5.18 Evacuation planning maps

The LDC and the LDMG has access to a series of maps for disaster management planning which have been developed to support this evacuation sub-plan. The maps are supported by population data using bureau of statistic and council data. Evacuation maps have been developed to indicate four inundation levels for storm tide and riverine flooding, and two levels for tsunami inundation.

B.3.5.19 Evacuation planning check list

Define the evacuation problem

What is the hazard?

When and where is it likely to impact?

How many people may it affect?

How much time do we have to evacuate or shelter in place?

When must the evacuation be completed by?

Decision to evacuate

Who is going to make it?

If an evacuation is likely has the LDCC team commenced planning for the evacuation?

What is the latest time they can make the decision to evacuate to allow the evacuation to be completed before impact of hazard?

Warning

What are we going to advise the exposed population- what do we want them to do?

How are we going to advise them?

Who is going to advise them?

When are we going to advise them?

Withdrawal

What are the protective measures?

o Shelter in place

o Evacuate

Shelter in place

o Who needs to be sheltered?

o What information are we going to advise them?

o How are they to be advised?

o Who will advise them?


Evacuation- voluntary or directed?

o Self-evacuation - the majority of evacuees

What population needs to self-evacuate? Which evacuation zones?

Where do we want them to go?

What evacuation routes are available?

When should they go?

o Assisted evacuation - Those requiring transport assistance:

What population needs assisted evacuation?

What special transport do we need?

Transport management? (Who is in the LDCC planning cell’s Transport Management Sub Cell?).

Traffic control of evacuees?

Security of evacuated areas?

Shelter

What population needs to be sheltered – how many?

Which evacuation centres will we open and what are their capacities?

Pets – which evacuation centres are pet friendly?

Special needs- which shelters/facilities are available/do we accommodate them out of the Sunshine Coast region?

When will the evacuation centre open/close?

Will we shelter evacuees out of area- where?

Return

What triggers can assist the LDC to determine if it is safe to return?

Who will be allowed to return - can it be phased?

How will evacuees be advised?

How can evacuees return? i.e. self-transport/transport assistance/special needs?


B.4 Evacuation Centre Management Sub-Plan

B.4.1 Purpose

To provide for the management of facilities which provide affected people with basic human needs including accommodation, food and water, and community personal support processes. The size and number of evacuation facilities available will depend upon the scale and extent of the emergency/disaster situation.

This sub-plan has considered the:

Recommendations of interim report of the Queensland Floods Commission of Inquiry, 1 August 2011; and the

Queensland Evacuation Guidelines for Disaster Management Groups, Version one, August 2011.


The LDMG is responsible for the management of evacuation centres.

The Community Liaison Officer will have responsibility for ensuring the logistical and operational running and provision of support services for the effective operation of evacuation centres.

The Community Liaison Officer will report to the SCLDMG / LDCC on all matters relating to the functional operation of evacuation centres.

Sunshine Coast Council and Australian Red Cross have entered into a Memorandum of Understanding about the operation of evacuation centres.

B.4.3 Context and assumptions of this plan

That a disaster / emergency situation has occurred or is likely to occur which requires members of the community to be temporarily sheltered in a safer place for an unknown period. To clearly identify the role of evacuation centre management in the operation of an evacuation centre. To note the role evacuation shelters in the transition to disaster recovery.

This sub-plan assumes that staff or agencies that are involved in the management of an evacuation centre have the required skills and resources to do so.

This sub-plan is to be read in conjunction with Appendix B.3 of the evacuation sub-plan. The evacuation sub-plan identifies that there are five stages of evacuation:

1. Decision to evacuate – decision makers analyse event intelligence and make an assessment on the necessity to evacuate persons exposed to a range of hazards.

2. Warning – notification of event conditions and appropriate actions required are conveyed to the public.

3. Withdrawal – the movement of exposed persons from a dangerous or potentially dangerous area to a safer location.

4. Shelter – the provision of refuge and basic needs for evacuees in a safer location.

5. Return – assessment of the disaster area and managed and planned return of evacuees.

This sub-plan is dealing principally with shelter but has linkages to the other five stages.


This sub-plan notes that there may be specific requirements during an evacuation to manage the needs of aged care facilities and retirement villages.

B.4.4 Introduction

This plan details the requirements necessary to establish and manage evacuation centres in the event of a disaster / emergency for an unknown period. The provision of shelter for short duration evacuations (e.g. up to 48 hours), may be readily facilitated but longer duration operations of more than 48 hours will require additional planning and resources.

The Community Liaison Officer with the assistance of Australian Red Cross and the Department of Communities may consider what type of facility is most appropriate for the event, and may consider alternatives such as placing evacuees in commercial overnight accommodation, such as motel / hotel type facilities.


The following LDMG agencies provide support as required in the management and operation of evacuation centres:


Blue Care


Lifeline Sunshine Coast

Meals on Wheels

Noosa Council

Public and private transportation providers


Queensland Ambulance Service

St Vincent de Paul

St. John Ambulance

State Emergency Service and WICEN


Sunshine Coast Division of General Practitioners Ltd

The following SCLDMG agencies may provide support as required in the management and operation of evacuation centres:

Queensland Health – Sunshine Coast Health District

Queensland Transport

B.4.6 Identification of centres

The Community Liaison Officers from the Sunshine Coast and Noosa LDMGs are responsible for identifying suitable evacuation centres to service the different geographic communities and types of identified risks and natural hazards within their local government area. The location of all potential evacuation centres will be advertised on Council’s website.

In the event of a disaster the LDC in consultation with the Community Liaison Officer will determine those evacuation centres which will be opened to provide shelter for that particular event. Once the decision has been made to open an evacuation centre the


location of these evacuation centres will be announced publically through print, radio, social media, and on council’s website.

If during an evacuation public and private hospitals are unavailable, an alternative primary centre for medical high needs evacuees, is the University of the Sunshine Coast medical ward.

B.4.7 Management and coordination of evacuation centres

B.4.7.1 Regional management and co-ordination of centres

Where more than one evacuation centre is operating, the central coordination of the evacuation centres shall be established in or nearby to the LDCC.

The Community Liaison Officer will be in attendance at the LDCC and is responsible for the coordination of community support operations, including evacuation facilities within the region.

Depending upon the scale of operations the Community Liaison Officer may delegate the task to officer to be the overall coordinator of evacuation centres. This person, reporting to the Community Liaison Officer, shall sit in the LDCC or in a council office with easy access to the LDCC.

The coordinator of evacuation centres is likely to be a council employee.

B.4.7.2 Management and operation of individual centres

The Community Liaison Officer or delegate will appoint an evacuation centre coordinator to each established evacuation centre. It will be the role of the Evacuation Centre Coordinator to run all aspects of the centre, including liaison with other key agencies engaged in the operations of the centre.

Australian Red Cross officers will assist with the operations of evacuation centres and the registration of people staying at the centre.

The Red Cross’s primary function is to ensure the comfort and welfare of all people including agencies engaged in the evacuation centre operations and to provide expert assistance to the Evacuation Centre Coordinator.

B.4.8 Briefings and debriefings

The Community Liaison Officer will ensure that the LDC and Coordination Centre Manager are aware of all situations relevant to the management and welfare of an evacuation centre.

The Community Liaison Officer is to ensure that the Evacuation Centre Coordinator of each facility has received a briefing about evacuation centre operations. Briefings for all facilities may be held at a single evacuation centre or at the LDCC.

If more practical, these may be conducted by teleconference or other electronic means depending upon the circumstances of the event.

The senior representative of each support agency is to attend briefings and debriefings conducted by the Evacuation Centre Coordinator at each facility. Centre briefings and debriefings will be held as determined by the Evacuation Centre Coordinator; and there will be at least a daily briefing for the duration of operations.

Each organisation shall be responsible for its own internal briefings and debriefings.


B.4.9 Function and layout of evacuation centres

The layout and function of a typical evacuation centre is outlined at B.4.28.2.

B.4.10 Responsibilities within the evacuation centre

The following groups may be required to assist and be responsible for specific jobs within an evacuation centre:

Evacuation Centre Coordinator (usually a council employee)

Council officers


St Vincent de Paul

Salvation Army

State Emergency Service



The deployment of other agencies to assist will be at the operational discretion of the community liaison officer, upon advice from the Evacuation Centre Coordinator.

B.4.11 Safer location

The LDC in consultation with the Community Liaison Officer shall ensure that a prospective evacuation centre is in an area unaffected or not likely of being affected by the disaster. Mapping held by the LDMG assists with this task.

Safer Locations concepts are outlined in the Queensland Evacuation Guidelines August 2011 at page 40 – 46 and further discussed in Appendix B.3 Evacuation sub-plan.

B.4.12 Logistics

The Community Liaison Officer is responsible for the acquisition of resources for evacuation centres and response personnel as required. Assistance with this task is to be sought through the LDCC Logistics Officer

B.4.13 Length of stay, capability and facilities

Evacuation Centres by definition provide temporary emergency accommodation only and most of the evacuation centres which have been identified for use on the Sunshine Coast will only be able to accommodate people for a maximum of two to three days duration.

If accommodation is required for longer periods of time, the Community Liaison Officer, in liaison with the Department of Communities will need to make alternative arrangements.

Facility capabilities for all prospective evacuation centres have been identified by the Community Liaison Officer.

B.4.14 Medical support

The Community Liaison Officer is to make the LDC aware of any requirements for support by medical personnel at an evacuation centre, other than basic first aid.


Sunshine Coast Division of general practice can be a primary supplier of medical support in an evacuation centre. Contact should be made when the LDCC is at lean forward status and it is likely that evacuation centres are to be opened.

Requirements for prescription medication may arise in evacuation centres and consideration will be required for how necessary medication can be accessed. The Evacuation Centre Coordinator is to give consideration to medication storage and associated administrative processes for people that arrive at a centre with medication. It is noted that some medications may require refrigeration. Further, some evacuees may require assistance taking their medication such as the elderly, people with disabilities, and people with limited English.

Further levels of medical support are to be requested by the LDC through the LDMG to Queensland Health.

In the event of a health emergency the Evacuation Centre Coordinator or delegate will call for an ambulance, by calling Triple Zero (000).

B.4.15 Toilets and bathing

Where additional toilet capacity is required e.g. portaloos, the Community Liaison Officer through the LDCC Logistics Officer will make arrangements for the delivery of temporary facilities.

B.4.16 Kitchen facilities

The Community Liaison Officer is to be aware of all kitchen and catering facilities available in the intended evacuation centre and to ensure meals and or food stocks are available as required.

B.4.17 Refuse collection

Council is responsible for the disposal and storage of refuse produced by an evacuation centre in their local government area. The Evacuation Centre Coordinator will ensure waste removal is undertaken to avoid overflow of waste bins or health risk.

B.4.18 Vehicular access

Sealed driveway access especially during rainy periods for all evacuation centres is desirable and the driveway / parking area should also be wide enough to permit entry and exit by buses.

B.4.19 Access for people with mobility impairments

A full list of specialist evacuation centres with wheelchair access has been identified and this listing is held by the Community Liaison Officer. Council facilities listed as evacuation centres all have access for mobility.

Where required, specialist centres may be activated that provide additional assistance to people with impaired mobility.

B.4.20 Pets

Those facilities that have suitable areas available for pets / service animals are listed in the listing of centres held by the Community Liaison Officer. The Community Liaison Officer will ensure that facilities are available to the relocation of pets or other animals.

The Community Liaison Officer with the Council’s Response Service Manager will ensure refuge facilities are available for animals.


B.4.21 Vehicle parking

Each of the major centres has appropriate parking. The majority of the evacuation centres listed only have sufficient parking spaces for essential vehicles.

The LDMG Community Liaison Officer shall nominate suitable assembly areas when required that have sufficient parking facilities for the anticipated number of evacuees.

B.4.22 Needs of Nursing Mothers, Infants and Children

The Evacuation Centre Coordinator shall nominate (if available) changing / nursing spaces / facilities for mothers with infants and will ensure that the needs and safety of children within the centre are provided for.

B.4.23 Security and social considerations

The security and good order of an evacuation centre is the responsibility of the Evacuation Centre Coordinator and security services will be employed as required.

All evacuation centres must have visible and clear evacuation plans in the event of a fire or other emergency situation, and evacuees are to be advised of these plans by the Evacuation Centre Coordinator.

The Community Liaison Officer and the Evacuation Centre Manager will ensure that evacuation centre procedures to address culturally and linguistic diverse community needs. These procedures may incorporate all or any requirements of culturally and linguistically diverse evacuees.

B.4.24 Entertainment

Provision of a range of entertainment will help maintain a positive mood at an evacuation centre. Attempts are to be made by Evacuation Centre Coordinators to provide television / DVD / video / radio facilities for evacuees. Newspapers, magazines and books will be provided if available. Special attention is to be given to identifying suitable activities for children.

B.4.25 Public information

The Evacuation Centre Coordinator shall provide, when available, regular disaster related and general information for evacuees at the centre. The provision of television / and radio facilities for use by evacuees will assist with this task.

B.4.26 Management processes

The Evacuation Centre Coordinator shall ensure that all staff members/volunteers are aware of their responsibilities and requirements. The Evacuation Centre Coordinator shall institute a staff roster system as soon as possible after the evacuation centre has been activated.

The SES may assist, following a request through the LDCC with radio communications at an evacuation centre. Red Cross personnel and the Police are responsible for the registration of all evacuees at the centre. It is the responsibility of the Evacuation Centre Coordinator to ensure evacuees are registered.

B.4.27 Closure of evacuation centres

The LDC is responsible for closing down an evacuation centre when it is time to do so. In making this decision the LDC will have regard for the welfare of those people remaining at the centre and ensure that they have alternative accommodation options.


B.4.28 Evacuation centre management sub-plan operational checklist

Table 34: Evacuation centre management sub-plan operational checklist

Evacuation Centre Management Sub-Plan

OPERATIONAL CHECKLIST

(RESTRICTED DOCUMENT: FOR USE BY LDCC DURING ACTIVATION OF SUB PLAN)

Identify centres appropriate for the event.


Responsible Officer

Community Support Officer

Contact Numbers

Ph:

Mob:

Fax:

Status

Provide centre management personnel.

Commenced


Responsible Officer

Community liaison officer

Contact Numbers

Ph:

Mob:

Fax:

Provide support personnel for administration, kitchens, cleaning, and security.

Commenced


Responsible Officer

Community Liaison Officer/ Evacuation Centre Coordinator

Contact Numbers

Ph:

Mob:

Fax:





Provide refuse collection equipment and service.

Commenced

Responsible Organisation

Council

Responsible Officer

Community Liaison Officer / Manager Waste Services

Contact Numbers

Ph:

Mob:

Fax:

Provide public information process for evacuees.

Commenced

Responsible Organisation

LDCC

Responsible Officer

Community Liaison Officer / Evacuation Centre Coordinator

Contact Numbers

Ph:

Mob:

Fax:

Provide basic entertainment / newspapers / magazines if available for evacuees.

Commenced

Responsible Organisation ICC

Responsible Officer

Evacuation Centre Coordinator

Contact Numbers

Ph:

Mob

Fax:





Provide communications facility to the ICC or LDCC or the appropriate coordinating agency.

Commenced


Responsible Officer

Community Liaison Officer/ Evacuation Centre Coordinator

Contact Numbers

Ph:

Mob:

Fax:

Provide registration process for people at evacuation centre.

Commenced

Responsible Organisation ICC / Red Cross / QPS

Responsible Officer

Community Liaison Officer / Red Cross

Contact Numbers

Ph:

Mob:

Fax:

In conjunction with ICC, develop operational reporting timetable about Evacuation Centre Management.

Commenced


Responsible Officer

LDC / Community Liaison Officer

Contact Numbers

Ph:

Mob:

Fax:




(RESTRICTED DOCUMENT: FOR USE BY LDCC DURING ACTIVATION OF SUB PLAN

Identify appropriate / required Evacuation Centres from listing in and B to this Operational Plan and activate.

Commenced Responsible Organisation: Council

Responsible Officer


Contact Numbers

Ph:

Mob:

Fax:

Status

Identify Evacuation Centres with the capacity to cater for animals from listing in and B to this Operational Plan.

Commenced Responsible Organisation: LDCC Logistics Cell

Responsible Officer

Community Liaison Officer and Logistics Officer

Contact Numbers

Ph:

Mob:

Fax:

Commence and maintain a record of numbers of people evacuated to evacuation centres.

Commenced Responsible Organisation: LDCC Intelligence Cell

Responsible Officer:

Community Liaison Officer and LDCC Intelligence Officer

Contact Numbers

Ph:

Mob:

Fax:




(RESTRICTED DOCUMENT: FOR USE BY LDCC DURING ACTIVATION OF SUB PLAN

Assign a liaison person to all evacuation centres, with communications ability to contact the SCLDCC or the ICC.

Commenced Responsible Organisation: LDCC

Responsible Officer


Contact Numbers

Ph:

Mob:

Fax:


B.4.28.1 Guide to roles and responsibilities of officers and organisations at an evacuation centre

The number of staff and the duties assigned will vary depending upon the size and extent of population that have been evacuated due to the emergency/disaster situation.

Table 35: Roles and responsibilities of officers and organisations at an evacuation centre

OFFICER / ORGANISATION

DUTIES, ROLES AND RESPONSIBILITIES

Evacuation Centre Coordinator

Reports to community liaison officer at LDCC.

Set up of evacuation centre.

Establish contact point and notice boards for information.

Establish sickbay and identifies place for storage of medicines.

Coordinates staff and overall operation of centre.

Coordinates movement of people through registration area and into rest area.

Coordinates catering requirements, distribution of food and refreshment points.

Coordinates issue of clothing and blankets (if required).

Coordinates the cleaning showers / toilets.

Coordinates rubbish disposal.

Provision of entertainment (TV/radio / DVD / newspapers/ magazines/ books).

Supervises animal compound.

Coordinates vehicle control and crowd control.

Monitors assembly area control.

Registration of centre staff.

Compilation of SitRep back to ICC and LDCC.

Ensure return of completed registration and enquiry forms to Police.

Records movement details of evacuees.

Liaison with agencies, briefing and debriefing




Communications Officer (SES or WICEN)

Reports to Evacuation Centre Coordinator.

Staffs telephones.

Staffs Radio Communications if available.

Keeps Log book of Inward / Outward correspondence, telephone calls, radio messages.

Assist with compilation of SitReps.

Evacuation Centre Workers:

Staff and Volunteers

Liaise with Evacuation Centre Coordinator.

Vehicle Control officer.

Assembly Area Officer.

Post Assembly Area Officer.

Unknown number of Centre workers/volunteers.

St.John Ambulance Provide support with First Aid needs at a centre.

Report requirements for resources to the Evacuation Centre Coordinator.

Provide personal support to evacuees if invited to do so by Evacuation Centre Coordinator.

SES coordinator Provision of logistical support as requested by Evacuation Centre Coordinator.

Traffic control support if necessary.

Administration Support to Evacuation Centre Coordinator


Assist with registration of personnel including volunteers operating the evacuation centre.

Maintain Notice Board Information.

Assist with preparation of news releases within the centre (PA, whiteboard etc).

Return of completed registration and enquiry forms to the Police (if required).

Record movement details of evacuees.




Red Cross Coordinator The primary function of the Red Cross teams is to ensure the comfort and welfare of all people including agencies engaged in the evacuation centre operations. To provide expert assistance to the Evacuation Centre Coordinator.

Assists the Evacuation Centre Coordinator in logistics and welfare.

Where multiple evacuation centres are required Red Cross may be requested to take on the Centre Coordinator role as required.


Team Leader to register Red Cross workers.

Take enquiries about missing persons on NRIS enquiry forms.

Team leader to liaise with other organisations as and when required.

Register all evacuees at the centre on NRIS registration forms.

Provide completed NRIS forms to Police and reports to or Evacuation Centre Coordinator.

Report any requirements to Red Cross Operations or Evacuation Centre Coordinator as appropriate.

Once primary registration role has been completed assist other organisations in providing personal support to evacuees if invited to do so by Evacuation Centre Coordinator.

Police Liaise with Evacuation Centre Coordinator.

Provide Law and Order.

Provide direction and assistance to Red Cross with registration process

Missing persons’ investigations.

Meals on Wheels Liaise with Evacuation Centre Coordinator.

Provide assistance with catering to an evacuation centre if required.

Salvation Army Liaise with Evacuation Centre Coordinator.

Senior Officer to liaise with other organisations.

Reporting requirements for resources to their Senior Officer through the Evacuation Centre Coordinator.

Provide assistance with catering to an evacuation centre if required.

Provide personal support to evacuees and staff.




St Vincent de Paul Liaise with Evacuation Centre Coordinator.

Provide assistance and personal support to Centre staff and evacuees.

Senior member to liaise with other organisations.

Report requirements to their Senior Officer through the Evacuation Centre Coordinator.

Lifeline Liaise with Evacuation Centre Coordinator.


The provision of psychological first aid.

Provide personal support to people at the evacuation centre.

Function as key members in the informal communication between persons and assist them in understanding the situation.

Reporting any requirements to their Senior Liaison Officer through the Evacuation Centre Coordinator.

Queensland Health

- Counselling and Adult Mental Health

The Queensland Health Plan provides for this support and it is accessed through the DDC.

Interpreter

Aboriginal/Islander liaison officer

Liaise with Evacuation Centre Coordinator.

Provide help in communicating and liaising with certain sectors of the community if required.

Pet Owners Service animal and pet owners, with the assistance if necessary of local veterinarians and centre staff, will be responsible for the oversight of pets and animals brought to the Centre.

Dept of Communities Liaise with Evacuation Centre Coordinator.


Gather information about the requirement for a Community Recovery operation and any requirements for early activation of recovery.




Queensland Health - Population Health

and Council Environmental Health

Liaise with Centre Coordinator.

Ensure Hygiene standards are kept at a safe standard.

Provide health advice and assistance.

Ensure provision made cleaning of showers / toilets where required.

Ensure satisfactory process is in place for clearing of refuse generated by Centre.

B.4.28.2 Evacuation centre layout considerations

Table 36: Evacuation centre layout

Layout:

The evacuation centre would normally contain the following elements and be staffed by the relevant service groups.

Reception area for arrivals.

A registration space staffed by Red Cross and Police.

Information board updated by staff with assistance from Media Liaison.

A First Aid Post / Medicine Storage Area.

Counselling Room.

Quiet / withdrawal Area.

Area for children (supervised).

Administration area.

Sleeping area (if needed).

Accessibility for wheelchairs / hospital beds.

Parking, large enough for easy access by bus.

Privacy – screens, other rooms.

Catering / dining area.

Secure room – for locking away and protection

Staffing the evacuation centre:

Staffing considerations:

On the information available, assess the number of workers required.

Number of Council support staff required.

Administrative Support staff (Council).

Catering – Salvation Army / Council / Meals on Wheels

Registration- Red Cross.

Accommodation - for overnight stay by evacuees at commercial accommodation.

Blankets / mattresses / clothing / personal kits – St Vincent de Paul.

First Aid - St.John Ambulance.

Counselling - Queensland Health / Lifeline.

Child Care - Centre Staff may need to request assistance.

Centrelink - Emergency financial assistance.

Volunteering officer - registration officer to register and redirect spontaneous volunteers.

Rosters are required for all staff and


of valuables.

Pets – liaise with vet, may need alternate off-site space.

Toilet and shower facilities.

Entertainment-TV / DVD, newspapers, magazines.

Furniture requirements.

Heating / cooling.

Alternate power supply. Initial Generator may be sourced from Council or SES if required.

volunteers. It is the responsibility of the participating agency to roster their personnel.

Medical - Qld Health through SCDDMG.

Identification:

Name badges for all staff and volunteers.

All staff and volunteers to wear their agencies identifying clothing such as high visibility vests and tabards.

Magnetic signs to indicate authorised motor vehicles.

Council logos to identify Centre being run by Council.

Communications:

Assess communication requirements at a Centre:

Quality of mobile phone coverage:

Phone landlines:

Laptops; email and internet

Two - way radios - may be available from Council / SES.


B.4.28.3 Evacuation centre set up kit inventory

Table 37: Evacuation centre set up kit inventory

Large labelled plastic boxes with kit contents detailed below -

one box located at council venues:

1. Blue Tack and Masking tape (2packs and 4 rolls respectably).

2. Butchers paper for signs (10 large sheets).

3. Copy of the Sunshine Coast Local Disaster Management Plan (x1).

4. Disposable Name Badges / Stickers (x15).

5. Exercise books (x10).

6. Log books for detailing incoming and outgoing calls (x1).

7. Magnetic signs with Council logo for cars etc. (x2).

8. Note pads (x5).

9. NRIS registration and enquiry forms for evacuees (from Red Cross).

10. Registration forms for Volunteers.

11. Roster Sheets for staff and volunteers (enough for 15 staff).

12. Safety vests (x10).

13. Sheet detailing Centre staff tasks (x1 laminated).

14. Situation report forms.

15. Stationary (marker pens and biros).

16. Table numbers

17. Torches (x2).

18. Clipboards

19. Vests (x2) for Centre coordinator and administration assistant.


B.4.28.4 Evacuation centre forms

Following is an example of the National Registration Information System (NRIS) form for registration of evacuees. The Australian Red Cross hold these forms.

Table 38: NRIS national registration


Following is an example of the National Registration Information System (NRIS) National Inquiry Form for evacuees / persons being sought. The Australian Red Cross hold these forms.

Table 39: NRIS national inquiry


Table 40: Evacuation centre form - volunteer registration

Evacuation / Temporary Relocation Centre

Volunteer Registration for Relocation Centre or Evacuation Centre Helper

Volunteer’s Position: ____________________________________________________

Centre Name: __________________ Start Time: __________________ Date: / /

Appointed by: _______________________in capacity as: _______________________

You will report for duty to and work under the direction of: _______________________

Special duties or responsibilities: __________________________________________

_____________________________________________________________________

Volunteers Details:

Name: ______________________________________ Age_____________ Sex M / F

Home Address: ________________________________________________________

Home Phone: ________________________ Work Phone: ______________________

Mobile Phone: ___________________ Email: ________________________________

Occupation:________________________________________ Vehicle Available: Y / N

Special Experience or Skills: ______________________________________________

I hereby agree to carry out those duties assigned to me and to take instructions from the Centre Manager or other Centre officials as required.

I acknowledge receiving Volunteer Authorisation and understand the conditions of this


Table 41: Evacuation centre form – volunteer authorisation

Evacuation / Temporary Relocation Centre

Volunteer Authorisation

For Relocation Centre or Evacuation Centre Helper

Volunteer name: _________________________________________________________

Volunteer Position: _______________________________________________________

Centre Name: __________________ Start Time: _____________________ Date: / /

Appointed by: _______________________________ in capacity as: _________________

You will report for duty to and work under the direction of: __________________________

Special duties or responsibilities: _____________________________________________

________________________________________________________________________

Conditions of Position:

You will work under the direction of your manager who is a trained volunteer operating under the authority of the Sunshine Coast Regional Council. As a volunteer worker you have need to agree to the following conditions. You must:

Sign in and sign out at Centre Management including the time, date and your name.

Follow all directions given by the Centre Management.

Inform the Centre Management if you leave your position or are required elsewhere.

Wear identification as a volunteer helper at all times when acting in that capacity.

Act with care, compassion and in the best interests of others when carrying out your duties.

Immediately report any serious incidents to the Centre Manager e.g.; injury, violence or theft.

Beware of hygiene and maintain good cleanliness.

Work for a maximum of 12 hours in one shift and sleep or rest before returning to duties.


B.5 Impact Assessment Sub-Plan

B.5.1 Purpose

To assist the LDMG and LDCC in planning and conducting an impact assessment, this assessment gathers information on the magnitude of the event, and the extent of its impact on the population and private and community infrastructure.


The lead agency has responsibility for the impact assessment of the incident or event supported by the liaison officers in attendance at the ICC / FCC and LDCC.


As identified in the hazard analysis process, many events have the potential for causing extensive personal loss, injuries and property and environmental damage. The timely and accurate assessment of the health impact on the community, along with damage to public or private property, with associated implications for business continuity and continuity of government, will be of vital concern following a major event, and will have great bearing upon the manner in which disaster response and recovery operations are conducted.

This plan assumes that:

(a) Critical infrastructure has been sufficiently identified in the LDMP.

(b) The lead agency ICC or the LDCC still has the capacity to undertake the impact assessment function despite the overall impact of the situation.

(c) That there is assistance available to the lead agency from other agencies to undertake the impact assessment function e.g. QFES (FIRE)

(d) Each member agency of the Local Group will still be in a position, to advise effects of the event in relation to its individual resources and operations.

(e) Comprehensive daily advices are able and will be given to the broadcast media, Mayor and Executive Leadership Team of Sunshine Coast Council, DDC, Local Group members, the ICC and the LDCC.

B.5.4 Introduction

This plan provides the ICC and the LDCC with the tools and processes to carry out an initial and then more detailed impact assessment on the effect of the disaster on infrastructure, private property and the people in the community.

B.5.5 Support agencies to be included in the impact assessment team

All member organisations of the Local Group and others as required. All agencies can play a role in impact assessment. It is important that a complete picture of the situation is available, so multiple sources of information are required.

The State Disaster Management Plan identifies that Queensland Fire Emergency Services (Fire) has impact assessment and intelligence gathering role.

The composition of a formal impact assessment team will be dependent upon the availability of personnel following the impact of the event. Local Plan Appendix B.2 Community Support Sub-


Plan identifies the role of outreach teams in relation to the provision of impact assessment information regarding the well-being of the affected community.

B.5.6 Impact assessment reporting format

A standard situation report template which includes an impact and damage assessment section is contained in Local Plan Appendix B.5 LDCC Operational Plan.

A display board of impact assessment is to be available in the LDCC. Each individual member agency of the Local Group needs to be in a position to provide advice in relation to its own assets.

Impact assessment data recorded on maps is also to be created and available.

Ideally impact assessment teams will be able to electronically record and report their assessments from the field back to the LDCC.

B.5.7 Impact assessment team requirements

Each impact assessment team will require transportation, communications and recording equipment, and this is to be coordinated by the LDCC.

B.5.8 System for impact assessment teams

It is essential to develop a sector, grid or locality system for the deployment of impact assessment teams, to ensure maximum coverage without duplication of effort. Typically, this can be achieved by assigning suburbs or street blocks, for instance, to particular teams. The teams shall be provided with a map of their area of activity.

B.5.9 Information to be obtained and documented

Information obtained by the officer or team carrying out the assessment is to be reported back to the ICC and LDCC to enable a complete strategic impact assessment to be carried out. Recording data obtained in spatial management systems can be used to generate mapping of the impact allowing for a more targeted response. This information is to include:

B.5.9.1 Area affected by the event Location and size.

Urban, rural, communities.

B.5.9.2 Population affected by the event Deceased or missing.

Injured - determine or estimate the number of major injuries.

Numbers unwell that may require medical treatment or hospitalisation.

Homeless (as a result of the event).

Evacuated population including numbers and where to. Refer to Local Plan Appendix B.4 Evacuation Centre Management Operational Plan.

Numbers still or likely requiring evacuation. Refer to Local Plan Appendix B.3 Evacuation Operational Plan.

Members of the community suffering personal hardship and likely to require assistance.

Members of the community suffering loss of personal possessions and belongings, small or large e.g. clothing / motor vehicles.


B.5.9.3 Characteristics and condition of the affected population Resilience of the population – identify sections of the community that are self-sufficient

and those that require assistance and type of assistance.

Type of community, special care groups, self-help groups, aged care facilities that are resilient or require assistance.

B.5.9.4 Emergency medical, health, nutritional, water, and sanitation situation Level of services available across the region that are not functioning out of the usually

available number.

Determine the number of medical facilities that are still functioning and the total number of usable beds.

Determine the number of food outlets or retailers still able to function.

Identify any issues which may affect the drinking water supply or inability to source potable (drinking) water supply.

Identify level of assistance required to maintain sustainability:

o Staffing levels

o Plant and equipment

o Supplies

o Construction materials.

B.5.9.5 Level of continuing or emerging threats (natural / human-caused) Identification of secondary hazards, e.g. mosquito or other insect infestations and action

to be taken.

Damage to infrastructure and critical facilities Water and sewerage;

o Identify the condition of water and sewage treatment facilities and of the distribution network.

o Determine whether water mains are broken. Are leaks in the sewage system contaminating the water supply?

o Quantify the impact of any water loss on key facilities and on individual users. How quickly can the operator be expected to restore services? Identify facilities and action taken to restore services.

o Identify and evaluate possible alternative water sources, for example, provision of bottled water.

Electricity: Identify the condition of the electricity distribution network and quantify the impact of loss of electricity on residences and business and what action is planned to restore services.

Telecommunications; Identify the condition of the telecommunications landline and mobile network and quantify the impact of loss of service on residences and business and what action is planned to restore services.

Road network: Identify the condition of the road network and quantify the impact of loss of open roads on residences and business and what action is planned to allow roads to be re-opened.

B.5.9.6 Damage to homes and residences


Approximate the number of private dwellings damaged or destroyed.

Approximate the number of private dwellings damaged and uninhabitable.

Approximate the number of private dwellings damaged beyond repair,

Approximate the number of private dwellings that have damaged or destroyed access i.e. driveways destroyed or blocked.

Approximate the number of private dwellings that have lost services i.e. water / sewerage / electricity / telephone,

B.5.9.7 Damage to public buildings Approximate the number of public buildings (schools, churches, hospitals, government

buildings) damaged or destroyed.

Approximate the number of public buildings unusable in the short term.

Approximate the number of public buildings damaged beyond repair,

Approximate the number public buildings that have damaged or destroyed access i.e. driveways destroyed or blocked.

Identify any damaged or destroyed buildings which were listed as evacuation centres in Local Plan Appendix B.4 Evacuation Centre Management Operational Plan.

B.5.9.8 Damage to commercial premises Identify the approximate the number of commercial buildings damaged or destroyed

and list / map.

B.5.9.9 Damage to agriculture and food supply system Description of effects on agricultural crops if applicable.

Description of effects on specific localised agricultural concerns – e.g. dairy industry.

B.5.9.10 Damage to economic resources and social organisations Damage to industry which may result in long-term economic or social problems.

Damage to community infrastructure, such as sporting clubs which may result in short and long-term social problems.

Effects on government administration and operational infrastructure.

B.5.9.11 Level of response by the community of the affected area and the identification of resilience and capacity to cope with the situation

Is the community capable of looking after itself with minimal assistance? Have they implemented a local community disaster plan? Have recovery processes commenced? Refer also to Local Plan Appendix B.2 Community Support Sub - Plan.

Is assistance from outside the region or local area required? If the resources of the region are exhausted, outside assistance is to be sought through the DDC by the LDC.

Type of assistance required, manpower, plant and equipment, construction materials, specialist advice or equipment.

If reconstruction of public infrastructure delayed how will this affect the community?

Indicate the urgency of assistance, immediate, days, weeks.

Identify the number of people requiring urgent personal hardship assistance?


Have all community members of the affected area received some personal support?

B.6 Impact assessment sub-plan operational checklist

Table 42: Impact assessment sub-plan checklist

Impact Assessment Sub-Plan

CHECKLIST


Preparation

Identify agencies to be included in an impact assessment team.


Responsible Officer

Coordination Centre Manager

Contact Numbers

Ph

Mob

Email

Completed

Develop an impact assessment reporting format and information management system.

Commenced Responsible Organisation:

LDCC

Responsible Officer

LDCC Intelligence Cell

Contact Numbers

Ph

Mob

Email

Completed

Identify and provide transport, communications and information recording equipment for impact assessment teams.


LDCC

Responsible Officer

SCRDCC Logistics Officer/ Council EOT Liaison Officer

Contact Numbers

Ph

Mob

Email

Completed

Determine the area affected by the impact of the event.


LDCC

Responsible Officer

LDCC Intelligence Cell

Contact Numbers

Ph

Mob

Email

Completed



CHECKLIST


Preparation

Develop a grid or locality system for the deployment of impact assessment teams, to ensure maximum coverage without duplication of effort.


LDCC

Responsible Officer

SIM Officer / Council EOT Liaison Officer

Contact Numbers

Ph

Mob

Email

Completed

Deployment

Determine / Advise the number of fatalities or missing persons.


Police

Responsible Officer

Police LDCC Liaison Officer

Contact Numbers

Ph

Mob

Email

Completed

Determine the number of seriously injured casualties.


Police and QAS

Responsible Officer

Police and QAS LDCC Liaison Officers

Contact Numbers

Ph

Mob

Email

Completed

Determine the number of ill people (epidemic or pandemic).


Queensland Health

Responsible Officer

DDMG Liaison Officer

Contact Numbers

Ph

Mob

Email

Completed

Determine the number of persons evacuated.


LDCC

Responsible Officer

Community Liaison Officer and LDCC Intelligence Officer

Contact Numbers

Ph

Mob

Email

Completed



CHECKLIST


Preparation

Determine the number of persons that may require evacuation due to infrastructure destruction.


LDCC

Responsible Officer

Intelligence Cell / Police LDCC Liaison Officer

Contact Numbers

Ph

Mob

Email

Completed

Determine the number of medical facilities which are still operational, and the number of usable beds.


Queensland Health

Responsible Officer

QH Liaison Officer

Contact Numbers

Ph

Mob

Email

Completed

Determine the number of food outlets still able to function.


Council

Responsible Officer

Council Healthy Places Officer

Contact Numbers

Ph

Mob

Email

Completed

Determine the status of the Region’s water treatment and supply.


Council

Responsible Officer

Unity Water Network Operations Manager

Contact Numbers

Ph

Mob

Email

Completed

Determine the status of sewage systems.


Council

Responsible Officer

Unity Water Network Operations Manager

Contact Numbers

Ph

Mob

Email

Completed



CHECKLIST


Preparation

Determine the number of private dwellings damaged or destroyed.


LDCC

Responsible Officer

BSA / Q Build / QFES (FIRE)

Contact Numbers

Ph

Mob

Email

Completed

Determine the number of public buildings and community facilities damaged or destroyed.


LDCC

Responsible Officer


Contact Numbers

Ph

Mob

Email

Completed

Determine the number of commercial premises damaged or destroyed.


LDCC

Responsible Officer


Contact Numbers

Ph

Mob

Email

Completed

Identify any damaged or destroyed buildings which were listed as evacuation centres in the sub-plan.


LDCC

Responsible Officer

Community Support Officer

Contact Numbers

Ph

Mob

Email

Completed

Post Assessment Action

Determine the effects on the power distribution system.


ENERGEX

Responsible Officer

Principal Asset Officer

Contact Numbers

Ph

Mob

Fax

Completed



CHECKLIST


Preparation

Determine the effects on the communications networks.


TELSTRA

Responsible Officer

North Coast Manager

Contact Numbers

Ph

Mob

Fax

Completed

Determine the effects on fuel distribution capacity.


LDCC

Responsible Officer

LDCC Logistics Officer

Contact Numbers

Ph

Mob

Fax

Completed

Determine the effects on gas distribution capacity.


LDCC

Responsible Officer


Contact Numbers

Ph

Mob

Fax

Completed

Determine the effects on road transport.


DTMR

Responsible Officer

Liaison Officer

Contact Numbers

Ph

Mob

Fax

Completed

Determine the effects on marine transport.


QT Marine Safety

Responsible Officer

SC Area Manager

Contact Numbers

Ph

Mob

Fax

Completed



CHECKLIST


Preparation

Determine the effects on rail transport.


Queensland Rail

Responsible Officer

Liaison Officer

Contact Numbers

Ph

Mob

Fax

Completed

Determine the effects on Sunshine Coast Airport and Caloundra Aerodrome.


Council

Responsible Officer

Manager Airports

Contact Numbers

Ph

Mob

Fax

Completed

Determine the effects on Regions industry.


Council

Responsible Officer

LDC

Contact Numbers

Ph

Mob

Fax

Completed

Determine the effects on the City’s agricultural sector.


Dept. Primary Industries

Responsible Officer

DDMG Liaison Officer

Contact Numbers

Ph

Mob

Fax

Completed

Determine the effects on the region’s tourism sector.


Sunshine Coast Tourism

Responsible Officer

LDCC Intelligence Officer

Contact Numbers

Ph

Mob

Fax

Completed



CHECKLIST


Preparation

Determine the effects on the region’s environment.


CCC/ DEH/QNPWS

Responsible Officer

LDCC Intelligence Officer

Contact Numbers

Ph

Mob

Fax

Completed

Determine the effects on the continuity of all levels of government.


Council

Responsible Officer

Mayor and CEO

Contact Numbers

Ph

Mob

Fax

Completed

Determine the effects on the local response capacity.


Local Group

Responsible Officer

LDC and Deputy LDC

Contact Numbers

Ph

Mob

Fax

Completed

Utilise the impact assessment information to forecast resource requirements.


Local Group and LDCC

Responsible Officer

LDC

Contact Numbers

Ph

Mob

Fax

Completed

Include details of the impact assessment and forecast resource requirements in SitReps distributed.


LDCC

Responsible Officer

LDC and Intelligence Officer

Contact Numbers

Ph

Mob

Fax

Completed


B.7 Health Services Sub-Plan

B.7.1 Purpose

To provide an outline of the coordination of the health and medical resources needed in responding to medical care needs following a disaster event.


This plan is the functional responsibility of Queensland Health Sunshine Coast Hospital and Health Services.


In the more populous areas of Queensland, the normal health resources are usually such that they are either self-sufficient, or within a short distance of alternative services. In the event of a medical health emergency it is expected that Queensland Health will activate their District Health Emergency Incident Coordination Centre.

B.7.4 Introduction

The medical services sub-plan is designed to cover medical emergencies which over short or long term, extend beyond the capabilities of local medical practitioners to handle.

Any disaster in the Sunshine Coast area, which automatically involves Nambour General Hospital, the regional hospital for the Sunshine Coast, becomes a DDMG issue. Assistance if required will be sought by the Local Group LDC from the DDC.

The attached Health services sub plan has been developed by the Health sub Committee of the Sunshine Coast District Disaster Management Group.


The following are local support agencies who may be involved in providing assistance a disaster or emergency situation:

(a) Queensland Health – Sunshine Coast Hospital and Health Service District

(b) Day surgery facilities

(c) Private In-Patient and Community Care Providers

(d) Private Domiciliary Care Providers

(e) Residential Aged Care facilities

(f) Queensland Ambulance Service

(g) St.John Ambulance Service

(h) Department of Communities:- Disability Services

(i) Private Medical Practitioners

(j) Focus Health Network (formerly the Sunshine Coast Division of General Practice)

(k) Australian Red Cross

(l) Community Pharmacy Guild

(m) Nursing Agencies

(n) Psychological and counselling services



Glossary

Annexe Plans Also referred to as supplementary plans (see below).

Business Continuity Plan

A collection of documents that outline the organisation’s preferred approach to dealing with interruptions to essential services and core business processes to ensure business continuity and recovery following an emergency event.

Critical Infrastructure A service, facility or a group of services or facilities, the loss of which will have severe effects on the physical, social, economic or environmental wellbeing of the community.

Disaster An event of such magnitude that it overwhelms the resources available to combat it.

Emergency

Any event, actual or imminent, which endangers or threatens to endanger life, property or the environment, and which requires a significant and coordinated response. Any event which arises internally or from external sources which may adversely affect the safety of persons in a building or the community in general and requires immediate response by the occupants.

Emergency Event

An emergency “event” means any of the following:- a cyclone, earthquake, flood, storm, storm tide, tornado,

tsunami, volcanic eruption or other natural happening; an explosion or fire, a chemical, fuel or oil spill, or a gas

leak; an infestation, plague or epidemic; a failure of or disruption to, an essential service or

infrastructure; an attack against the State (e.g. terrorism); medical emergency; accident, a bus or aircraft crash or major industrial

accident; threat to or on a person; a release of a chemical, biological or radiological agent; Or any other event similar to those mentioned above. An emergency “event” may be natural or caused by human acts or omissions.

Health Emergency Operations Centre (HEOC)

A facility, either static or mobile, form which the total operation or aspects of the operation are managed. A facility established to control and coordinate the response and support to an incident or emergency.

Health Incident Controller (HIC)

The Incident Management Team (IMT) Coordinator responsible for liaising between the IMT and other government agencies.


Glossary

Emergency Preparedness

Measures to ensure that communities and organisations are capable of coping with emergencies. It involves developing and maintaining arrangements to prevent or mitigate, prepare for, respond to, and recover from emergencies.

Emergency Response Plan

A documented scheme of assigned responsibilities, actions and procedures, required in the event of an emergency. A formal record of agreed management roles, responsibilities, strategies, systems and arrangements.

Evacuation

The planned relocation of persons from dangerous or potentially dangerous areas to safer areas and eventual return.

Evacuation Point

A predetermined place where persons are taken or are assembled in the event of an evacuation.

Hazard

A potential or existing condition that may cause harm to persons, or damage to property or the environment.

Incident Management Team (IMT)

A group of incident management personnel comprising the Health Incident Controller, and the personnel he or she appoints to be responsible for the functions of operations, planning and logistics.

Incident An event, accidentally or deliberately caused, which requires a response. See also emergency.

Preparedness The results of strategies and services to position providers and staff to respond to emergency events quickly and effectively.

Response Actions taken in anticipation of, during and immediately after an emergency to ensure that it's effects are minimised, and that people affected are given immediate relief and support.

Supplementary Plans

Plans, which augment the specific responses, described in the Emergency Response Plan, with information about patient dependency, the types of hazards prevalent in a particular area or specific responses necessary in relation to particular hazards or emergencies. These plans are also referred to as annexes.

Work Unit Action Plan

A document describing roles, responsibilities and arrangements for the response of each work unit / division. These plans augment the responses described in the Emergency Response Plan.


Abbreviations

ACAT Aged Care Assessment Team

ADON Assistant Director of Nursing

AIIMS Australian Inter-Service Incident Management System

AIN Assistant in Nursing

ATODS Alcohol Tobacco and Other Drugs Service

CBR Chemical Biological and Radiological

CCU Coronary Care Unit

CEO Chief Executive Officer

CEW Chief Emergency Warden

CHIP Community Hospital Interface Program

CHS Caloundra Health Service

CISAS Community Integrated Sub Acute Services

CNC Clinical Nurse Consultant

COO Chief Operating Officer

CPH Caloundra Private Hospital

CSAP Community Sub Acute Program

CSCF Clinical Services Capability Framework

DDC District Disaster Coordinator

DDCC District Disaster Coordination Centre

DDMG District Disaster Management Group

DDMP District Disaster Management Plan

DOC Department of Communities

DON Director of Nursing

DPU Day Procedure Unit

DVI Disaster Victim Identification

EAP Employee Assistance Program

ECO Emergency Control Organisation

EHO Environmental Health Officer

EIRP Emergency Incident Response Plan


Abbreviations

EMC Emergency Medical Centre

QFES (DM) Queensland Fire Emergency Services (Disaster Management)

EPM Emergency Preparedness Manual

ERP Emergency Response Plan

FACEM Fellow of the Australian College of Emergency Physicians

FHN Focus Health Network

FSANZ Food Standards Australia and New Zealand

GRC Gympie Regional Council

HDU High Dependency Unit

HEOC Health Emergency Operations Centre

HIC Health Incident Controller

HLO Health Liaison Officer

ICU Intensive Care Unit

IMT Incident Management Team

LDC Local Disaster Coordinator

LDCC Local Disaster Coordination Centre

LDM Guidelines Local Disaster Management Guidelines

LDMG Local Disaster Management Group

LDMP Local Disaster Management Plan

MEH Manager Environmental Health

MH Mental Health

NGO Non-Government Organisation

NH Noosa Hospital

NSPH Nambour Selangor Private Hospital

NSW New South Wales

NUM Nurse Unit Manager

PCW Patient Care Worker

PH Public Health

PHMO Public Health Medical Officer


Abbreviations

PHO Public Health Officer

QAS Queensland Ambulance Service

QDI Queensland Diagnostic Imaging

QDMA Queensland Disaster Management Arrangements

QFRA Queensland Fire Rescue Authority

QH Queensland Health

QLD Queensland

QMERIT Queensland Magistrates Early Referral Into Treatment

QML Queensland Medical Laboratories

QPS Queensland Police Service

RACF Residential Aged Care Facilities

SCHHS Sunshine Coast Hospital and Health Service

SCPH Sunshine Coast Private Hospital

SCPHU Sunshine Coast Public Health Unit

SCRC Sunshine Coast Regional Council

SCUH Sunshine Coast University Hospital

SCUPH Sunshine Coast University Private Hospital

SDCC State Disaster Coordination Centre

SDCG State Disaster Coordination Group

SDMP State Disaster Management Group

SES State Emergency Service

SHECC State Health Emergency Coordination Centre

SMO Senior Medical Officer

SOM State Operations Manager

TEAS Transitional Emergency Accommodation Service

UCH Uniting Care Health

XO Executive Officer

SECTION 1: Governance and document history


This sub plan has been compiled in conjunction with representation from the

Sunshine Coast District Disaster Management Group and Health Sub Committee

members.

This sub plan forms part of the overarching Sunshine Coast Disaster Management

Plan. In the event of conflict between the two plans, the SCLDMP will prevail.

This document will be reviewed annually and after any activation. It may require further refinement to reflect the evolving organisational structure and redevelopment impact.

Individual agencies are responsible for testing their internal sub plans annually or following activation of their sub plans.

Any changes to this sub plan will require endorsement from the chair Health Sub Committee prior to acknowledgement from the SCLDMG. Endorsed amendments will be communicated and distributed by chair of HSC for acknowledgement and updating electronically on the local council site.

Version Amendment Date Name Comments

0.1 January 2013 Chair HSC Initial Draft

0.2 February 2013 Local Disaster Coordinator

Disaster Management Coordinator

Review draft

0.3 March 2013 Chair HSC

Local Disaster Coordinator

Disaster Management Coordinator

Amended draft

0.4 March 2013 Chair HSC


Amended draft

0.5 March 2013 Members of HSC Amended draft

0.6 May 2013 Members of HSC Amended draft

0.7 May 2013 Members of HSC Amended draft

0.7 May 2013 Chief Operating Officer Draft endorsed

0.8 June 2013 Chair HSC Amended draft

Proposed amendments to this plan are to be forwarded in the first instance to:-


Chair: SCHHS HSC Nursing Director Department of Emergency Medicine Nambour General Hospital PO Box 547 Nambour QLD 4560

Telephone (07) 5470 5315

Amendments endorsed by the Chair HSC are to be forwarded to:- Local Disaster Coordinator Sunshine Coast Regional Council Locked Bag 72 Sunshine Coast Mail Centre. QLD 4560 Telephone (07) 5441 8305 SECTION 2: Introduction

The Health Sub Committee was formed in July 2012 as part of the Sunshine Coast Regional Council Local Disaster Management Group.

The Health Services Sub Committee identified the need to establish a sub plan, which provides clearly defined points of contact and outlines strategic management for all aspects of relevant health care impacting the Sunshine Coast Community in the event of a disaster.

The Health Services Sub Committee comprises of representation from the following government and non-government organisations:

Queensland Health: Sunshine Coast Hospital and Health Services: o Acute facilities, o Community and Mental Health Services. and o Public Health.

Local Disaster Management Groups: o Sunshine Coast Regional Council, and o Gympie Regional Council.

District Disaster Management Groups: o Sunshine Coast Regional Council and o Gympie Regional Council.

Department of Communities: o Disability Services.

Focus Health Network (formerly the Sunshine Coast Division of General Practice).

Private In-Patient and Community Care Providers: o Uniting Care Health;

Sunshine Coast Private Hospital, Life Line, and Blue care.


o Ramsay Health Care: Nambour Selangor Private Hospital, Caloundra Private Hospital, Noosa Hospital, and Sunshine Coast University Private Hospital.

Residential Aged Care facilities.

Australian Red Cross.

Community Pharmacy Guild.

Nursing Agencies: o RNS.

This sub plan provides the above agencies with escalation pathways and support in the event of a large-scale emergency event, which overwhelms normal resources.

The sub plan addresses three key focus areas:

Medical Services,

Public Health, and

Aged care.

SECTION 3: Phases of Activation (General)

This sub plan will be activated in the event that an incident occurs of such magnitude that it overwhelms the ability for business continuity to occur.

In line with the Queensland Health Disaster Plan and the Local Disaster Management Plan there are four phases of emergency response plus debrief.

Agencies need to be aware that in some instances there may not be time for all four distinct phases. Activation may require agencies to move directly to Lean Forward or Stand Up.

PHASE 1 - Alert

The phase where notification of an impending emergency is received or initial advice leaves it unclear as to whether a response is appropriate. This phase involves initial alert only notification with monitoring, but may proceed immediately to the next phase depending upon information received. This phase involves consideration of the likelihood of a response being required, and the nature of that response.

PHASE 2 - Lean Forward

This occurs when advice received in the alert phase is sufficient to warrant preparatory activities in readiness for a response and extra physical resources may be sourced and readied. At this stage, more detailed information on the readiness of the facility or service to respond is sought, e.g. numbers of vacant beds, the need to call in additional staff or the need to reduce elective surgery.


Relevant staff should begin to collect details on the preparedness of the facility to receive patients. This would include but is not limited to bed vacancies, staffing, resources / supply.

Note: Consider request for additional support from the LDMG/DDMG; e.g. traffic management, accommodation, essential services and additional resources should they be needed. Communication plans to be tested at this stage (radio, emergency phone checks).

PHASE 3 - Stand Up

This is the phase where resources are dispatched to a scene/division/staging area and/or personnel and services are adjusted according to the relevant plan, in preparation for the consequences of impact, e.g. multiple casualty reception.

During this phase the hospital / agency is responding to an emergency that is above its normal capacity and special command arrangements apply. The Incident Management Team will be established and assume command and control of the event.

Delegation of authority will be through the agency Service Line structure with Managers coordinating the delegation of responsibility and allocation of resources within their areas.

PHASE 4 - Stand Down

This is the phase when an agency's response is no longer required and services are scaled back.

Once the emergency is contained, and a hospital / agency response is no longer required, determination will be made by the Health Incident Commander to officially stand down the incident.

Debrief

At the conclusion of the response a formal debrief session should be available for all staff involved.

(Queensland Health only) A Crisis Response Service for employees is available through Queensland Health’s Employee Assistance Program (EAP) to provide immediate services to any sudden and traumatic event that impact on a person’s physical and/or emotional state.

At the Work Unit Level – Line Manager Responsibility:

• Debriefing within 2 weeks,

• Completion of an evaluation at debrief, forwarding to appropriate Emergency Response committee chair, and

• Review Emergency Response plans and sub plans. Amend as required.

Within Two Weeks of Stand Down:

At the Agency Level – Emergency Response Manager Responsibility

• Coordinate a meeting of the Emergency Response Preparedness Committee, members of the Incident Management Team and relevant stakeholders within 4 weeks.


The purpose of this meeting is for a formal debrief of the emergency, review of the Emergency Response Plan and identification and initiation of any necessary amendments to the Plan.

Note: Any staff, patient or visitor incidents that occurred during the emergency should be documented, managed and reported in line with normal incident and complaints processes.


SECTION 4: Activation of the Health Services Sub Plan:

This flow sheet outlines the communication path when a health agency or facility within the Health Sub Committee requires assistance from the LDMG or DDMG to manage a significant event.

4.1 Escalation process FROM Health Agencies


4.2: Escalation process TO Health Agencies

This flow sheet outlines the communication path when a health agency or facility within the Health Sub Committee is required to assist in managing a significant event.

SECTION 5: Health Agencies Overview

This component of the Sub Plan details the service capability of public and private hospitals, health professionals and allied health providers.

In the event of an incident occurring that cannot be contained and controlled by individual medical agencies at their local level, intra agency coordination and collaboration may be required to support business continuity.

The HLO’s role is pivotal to the functionality of this sub plan. The key responsibilities and functions are:


Communicating alerts, Updates, Situation Reports to members of HSC.

Advising HSC of stages of activations.

Facilitating communication between the Health Sub Group, the LDMG / DDMG and Queensland Health as described in the flow diagrams of pages 11 and 12.

Advocating for Health Agencies and Facilities on health matters, and providing expert advice to the LDC or DDC.

Escalating issues, requests from either the Health Agencies / facilities of the DDMG / LDMG as described in pages 11 and 12.

Notification process of the Health Sub Committee is as follows:

The Sunshine Coast Council Local Disaster Coordinator will determine the need for the level of response (alert, lean forward, stand up, stand down) required and notify:

o The Sunshine Coast District Disaster Coordinator (QPS in their capacity as DDC)).

o SCHHS Health Liaison Officer to the District Disaster Management Group.

On receipt of relevant notification status, the SCHHS HLO DDMG (or delegate) will notify all members of the Health Sub Committee of the status alert / activation.

SCHHS Vulnerable Persons Register

The SCHHS HLO DDMG in consultation with the SCHHS Chief Operating Officer is responsible for coordination of the SCHHS Vulnerable Persons Registers encompassing:

o Facilitating email and or phone communication with the SCHHS owners of Vulnerable Persons Registers.

o Advising owners of registers to make contact and assess Vulnerable Persons at risk pending the nature of the event eg: patients requiring dialysis unable to access health facilities due to flood issues.

o Providing the SCHHS HLO DDMG (or delegate) with a list of Vulnerable Patients requiring immediate or anticipated assistance.

o The SCHHS HLO DDMG (or delegate) will then liaise with Sunshine Coast Council Local Disaster Coordinator (or delegate) of priority patients requiring assistance.

Tsunami events

Tsunami alerts will be issued as per the Sunshine Coast Council Local Disaster Management Plans.

The SCHHS HLO DDMG (or delegate) will notify the Health Sub Committee as soon as is practicable on receipt of alerts or warnings.

SECTION 5.1: Overview of Health Agency Service Capability

PUBLIC FACILITIES

Facility Bed capacity

Hours of Operation

Ventilator capacity

Generator Medical Gasses

Other

Nambour Hospital

374 24/7 14 ICU + 5 DEM

B2 800kva 24hr

B3 750kv 24hr

B4/5 220kva 6hr

Stored on site

On site catering


B6 375kva 24hr

P Suite 550kv 24h

B7 500kva 24hr

Caloundra Health Service

72 24/7 2 DEM 275 kva 24hr

Stored on site

On site catering

Maleny Hospital

25 24/7 1 DEM 165 kva 24hr

Stored on site

On site catering

Gympie Hospital

69 24/7 2 DEM 250 kva 24hr

250kva 24hr

35 kva 1wk

Stored on site

On site catering

CISAS 45 Glenbro

ok

Dove house

24/7 0 250 kva 24hr

Stored on site

On site catering

PRIVATE FACILITIES

Sunshine Coast Private Hospital

182 24/7 4 ICU 2 spare

750 kva 72 hours

500 kva 60 hrs

350 kva 30 hours

Stored on site 14/7

supply

On site catering

Nambour Selangor Private Hospital

83 24/7 nil Capacity -313 KVA

24 hour run time approx

Minimal stored on site

On site catering

Caloundra Private Hospital

64 24/7 No 220WA x 2

24hour run time

10 day supply stored on site

On site catering (cook-fresh)

Noosa Hospital

96 24/7 2 ICU + 2 DEM

Capacity 650 KVA

24 hour run time approx

One week supply stored on site

On site catering

SCUPH To be determined on building completion December 2013


SECTION 6: Public Health Overview

This component of the Sub Plan details the requirements necessary to mitigate public health risks in times of an emergency/disaster situation.

It seeks to harness the efforts of a range of organisations into and efficient, coordinated public health response during disaster events, which may have a major impact on public health.

A disaster may cause significant disruption or damage to essential service, posing a range of risks to public health. Water supplies, sewage treatment, refuse disposal, power supply and access to safe food may be compromised. There may be an increased risk of disease for some time after the event.

A level of resilience in communities is encouraged via public awareness of basic hygiene practices during and following a disaster. It is expected that the activation of public awareness programs will help communities to be prepared and to be self - sufficient for a number of days in relation to essential commodities such as food, water.

The Plan will be scaled up or down as required to provide operational support on behalf of the HEOC or the LDCC.

Functional Responsibility for Public Health

At the local level the Sunshine Coast Council through the Community Response Branch of Community Services has the functional responsibility for implementation of this component of the Sub Plan in liaison with Queensland Public Health’s Sunshine Coast Public Health Unit.

Public Health Officers and Environmental Health Officers will provide expert advice and support on public health matters in accordance with their specialist roles.

The content of public health public information during a disaster will be coordinated by the Local Group Community Support Officer in liaison with the Director of the SCPHU.

Support Agencies

The support agencies for Public Health include:

Gympie and Sunshine Coast Regional Council,

Sunshine Coast Public Health Unit (Queensland Health),

Australian Red Cross,

Blue Care, and

Meals on Wheels.

Environmental Health Officers will join multi-disciplinary outreach teams to assess potential public health risks and provide specialist advice to residents following a disaster (see Appendix B for the roles and responsibilities of these agencies).


Area Coordinator Responsibilities

1 Safe and Adequate Water

Local Group Community Support Officer

Delegate to: Environmental Health Officers

Liaise with water providers to facilitate:-

o Water quality; o Storage; o Treatments & monitoring; o Water Distribution; o Public advice.

2 Shelter Local Group Community Support Officer


Safety & Suitability of evacuation centres:-

o Water supply; o Kitchen facilities & layout; o Ablution facilities; o Refuse disposal; o Disinfection arrangements.

Assess impacted homes for continued human inhabitation.

3 Safe Food and Food Related concerns



Ensure provision of emergency food supplies to evacuation centres:-

o Monitor food handling and sanitation; o Media and public awareness.

Provision of advice to the community on:-

o Safe consumption and storage of foods.

4 Emergency Ablution Facilities

LDCC manager (logistics cell)

Delegate to: Local Group Community Support Officer

Following damage and impact assessment of sewerage network:-

o Facilitation of portable toilets and showers; o Ensure safe and acceptable standard of above.

Liaise with Waste and Resource Management & water suppliers to:-

o Ensure safe disposal of sewerage and sullage at evacuation centres.

5 Refuse disposal Local Group Community Support Officer

Liaise with Waste and Resource Management to:-

o Identify emergency landfill sites; o Coordinate collection and transportation of refuse.


Area Coordinator Responsibilities

6 Vermin and Vector Control

Local Group Community Support Officer Under the advice from QLD Health targeted applications of pesticides may be authorized to reduce public health risks (low priority).

7 Infectious Disease Control



Under the guidance of QLD health:-

o Reinforce basic hygiene principles; o Undertake surveillance and reporting on risks; o Provide advice to Q health on isolation / separation of infected

individuals; o Assist in the control and containment of disease outbreaks.

8 Personal Hygiene Local Group Community Support Officer

Delegate to: Environmental Health

Facilitate preparation of advice re personal hygiene to:-

o Response agency personnel; o Evacuation centres; o Community and businesses.

9 Disposal of Dead Stock and Animals


Under the advice of QLD primary Industries & Fisheries Vets to facilitate:-

o Identification of disposal sites; o Appropriate methods of disposal; o Collection, transport and burial procedures; o Inspections of private land as needed.

10 Disinfection of buildings

Environmental Health Officers Provision of advice on disinfection of:-

o Commercial food premises; o Homes; o Evacuation centres; o Ablution facilities.

11 Decontamination Local Disaster Coordinator and Incident Controller

Liaise with relevant agencies (QFES (FIRE) / QH) to:-

o Provide field decontamination facilities.

12 Provision of Public Information

Sunshine Coast Public health Unit


Facilitate coordinated response re:-

o Information relating to disease transmission; o Verbal and /or written advice to outreach communities.


SECTION 7: Aged and Community Care Overview

This component of the Sub Plan seeks to coordinate the preparation for, the response to and recovery by the aged and community care sector during a disaster or other events which may cause significant disruption to normal day to day operations.

The sector includes both profit and not for profit organisations with a wide variety of business models and raisons d’etre.

Organisations which are included in this sector include those providing one or more of the following services:-

Aged care;

Health and Community Care;

Support to people with a disability, vision or hearing impairment.

This sub plan is based upon four key premises:-

each agency and organisation is responsible for identifying their key operational risks and then developing appropriate business continuity plans to manage these risks and the needs of their clients;

during a disaster each organization has the responsibility to continue to exercise their duty of care and support their clientele until it has become too difficult or dangerous for them to do so;

sheltering in place or early evacuation to a safer place; and

a collaborative model whereby individual organisations within the sector will assist one another wherever possible within the limits of their resources.

During a disaster the provision of emergency services to the aged and community care sector, will be facilitated through the Local Disaster Management Group (LDMG) using an all agency approach.

During these times overall responsibility for responding to the sector’s needs will rest with the LDMG Community Support Coordinator with general health or specific medical support being sourced through the LDMG Health Liaison Officer.

Developing Resilience

Community resilience can be defined in many ways. Rather than define disaster resilience, the national strategy for disaster resilience focuses on the common characteristics of disaster-resilient communities, individuals and organisations, these are:-

functioning well while under stress;

successful adaptation;

self-reliance; and

social capacity.

Resilient communities also have strong social support systems, such as neighbourhoods, family and kinship networks, social cohesion, mutual interest groups, and mutual self-help groups.


The development of resilience in the aged and community care sector is primarily the responsibility of individual organisations working within the sector and their support networks. It is mandated through state and local government regulation and compliance with funding criteria.

Council through its Community Development Branch and Disaster Management team will also assist in developing the sector’s resilience by establishing a Sunshine Coast Aged Care Disaster Support Group. It will also provide educational and other disaster management information.

SECTION 8: Detailed Profiles of Health Sub Committee Services

8.1: The Sunshine Coast Hospital and Health Service

Outline The Sunshine Coast Hospital and Health Service (SCHHS) extends from Tin Can Bay and Glenwood (34 km from Gympie) in the north, to Beerburrum in the south. It spans the approximate geographical boundaries of both the Gympie Regional Council and the Sunshine Coast Regional Council. The region’s population is presently estimated at 370,000. In addition to Nambour Hospital, the Health Service is serviced by Caloundra, Gympie and Maleny Hospitals with public services through Noosa Private Hospital. Nambour Hospital is an acute regional hospital, which provides a broad range of specialty services for the Sunshine Coast Hospital and Health Service community. The 350 bedded hospital acts as the referral centre for the broader Sunshine Coast Health Service District and is the lead agency in the event of a major incident. Gympie Hospital is located in the northern section of the Sunshine Coast Health Service District, some 180 km north of Brisbane, its tertiary referral centre; and some 80 km north of Nambour, the major regional referral hospital. Gympie Health Service provides services east to Tin Can Bay and Rainbow Beach, north to Gunalda, south to Cooroy, and includes much of the Mary Valley. The Gympie Hospital is a 67 bed hospital that provides a range of level 1 and 2 services (Clinical Services Capability Framework V2.0) and is an integral component of the health service medical, surgical, emergency, maternity and paediatric service provision. Caloundra Hospital provides services for the southern end of the Sunshine Coast. The facility comprises of 72 overnight beds and 22 bed alternatives. The facility is undergoing major redevelopment with expansion of its Emergency Department. Maleny Soldiers Memorial Hospital is a rural facility providing primary level services to the southern Sunshine Coast hinterland. The hospital provides medical and nursing care for 16 inpatients. Clinical care is provided for medical and post-surgical patients as well as palliative care and post natal care. All sites provide a twenty four hour service with the ability to establish a primary or secondary Health Emergency Operations Centre (HEOC) in the event of a major incident. Governance The SCHHS Emergency Response Preparedness Plan (incorporating the Nambour Hospital Response Plan) envisages a graded response framework to incidents within the SCHHS. Incidents are able to be managed locally within work units or facilities.


Please refer to the Incident Response Framework diagram for further details and note that the Incident Management Team only begins operations once local responses are insufficient. Once an incident is formally declared as an Emergency Event, procedures contained in this plan are to be followed.

This plan includes a formal record of agreed communication pathways, management roles, responsibilities and strategies. Nambour Hospital is the main facility within the health service and would be normally expected to take on the lead role in a response in such cases. Given the focal role of Nambour Hospital in relation to the health services resources and infrastructure, this plan also serves as the Nambour Hospital’s facility Emergency Response Plan. Separate supplementary plans for the other three facilities augment this plan. In addition plans are in place for:-

Business Continuity Management; Cyclone and Flood Preparedness; Chemical Biological and Radiological incidents; Pandemic Plan; Mass Casualty Plan (Code brown); and Building engineering and maintenance services (Code yellow).

These plans are designed to be applied by all services under the auspices of the Sunshine Coast Hospital and Health Service to the resolution of any emergency situation; internal or external, using a consistent, universally understood and applied system, the Australian Inter-Service Incident management System (AIIMS). Organisation Plan Therefore the SCHHS Emergency Response Plan and Sub Plans have been developed in accordance with internationally accepted concept of disaster management that endorses a comprehensive all hazards approach with generic principles and processes that underpin all codes. These principles and processes are in accordance with Australian Standard 4083 – 2010 Planning for Emergencies – Health care facilities. The SCHHS Emergency Response Plan also aligns with the Disaster Management Act 2003 and the Public Safety Preservation Act 1986; Australian Standard® 4083, Planning for emergencies – Health care facilities; the State Counter Disaster Plan 2001; and the Queensland Health Disaster Plan 2008. While other supplementary plans exist at both a Queensland Government and Queensland Health level these plans are referred to within the relevant SCHHS Supplementary Plans.


Disaster Management Act 2003

Public Safety Preservation Act 1986

Public Health Act 2005

Qld Health Disaster Plan

State Counter Disaster Plan Multi-Agency Response Plan to Chemical, Biological &

Radiological (CBR) Incidents

SC HHS Pandemic Response

Sub Plan

QLD Government Pandemic Influenza Plan

Qld Health Pandemic Influenza Plan

Caloundra Health Service Emergency Response Sub Plan

Gympie Health Services Emergency Response Sub Plan

Maleny Soldiers Memorial Hospital Emergency Response Sub Plan

SC HHS Chemical Biological & Radiological Management Plan

Cyclone & Flood Preparedness

Sub Plan

SC HHS Business Continuity

Plan

SCHHS Emergency Response Plan

Command and Control The designated Health Incident commander (HIC) for the SCHHS is the Chief Operating Officer (COO). The COO undertakes the role of the Incident Management Team Coordinator with a primary focus on liaison between the Incident Management Team and other government agencies / forums. It should be noted that either role could be delegated or incorporated into the other. The Emergency Response is to be coordinated in consultation with the Sunshine Coast Health Service Governance Committees and Service Lines. Where a multi-agency response is required and / or there has been the activation of the Queensland Health Disaster Plan and / or State Counter Disaster Plan the functional support arrangements at both the state and region/SCHHS level are outlined below.


Director General –Queensland Health

Director General Premier & Cabinet

State Disaster Coordination Group

State Disaster Coordination Centre (SDCC)

State Health Coordinator (SHC)

State Health Emergency Control Centre (SHECC)

Health Incident Controller (HIC)

State Disaster Management Group

Health Emergency Control Centre

Health Event

District Disaster Management Group

District Disaster Coordination Centre

Local Disaster Management Group

Local Government Coordination centre

Strategic Policy Liaison

Strategic Operations Liaison

Gympie only

Reporting

Reporting

Reporting

Reporting

Reporting

Reporting

Operational

Liaison

Capability The SCHHS plans encompass actions and guidelines for the prevention, preparedness and evaluation of health event responses within all services of the SCHHS. This includes:-

Development of plans to identify and mitigate major health and infrastructure risks;

Development of plans to ensure that staff are prepared, trained and equipped to deal with health emergencies;

Command and control structures;

Inter-operability within a broader multi-agency response framework;

Support and logistics infrastructure;

Appropriate media communications and public health broadcasts;

Liaison with the Queensland Police Service (QPS) to ensure appropriate Disaster Victim Identification (DVI) is completed.


The plans provide processes that promote the seamless flow through the various stages of emergency response leading to the health care recovery phase:-

To optimise the safety of staff, patients, visitors and protect the physical resources of the SCHHS from real or potential threats and emergencies;

To provide direction for hospital staff in the event of a potential or actual emergency; To coordinate hospital services so as to receive, and optimally manage a large number

of patients than would otherwise overwhelm the capabilities of the service; To assist the organisation to continue to provide hospital services in circumstances that

may significantly impact on organisational function.

Evaluation and Review Evaluation and review of the SCHHS Emergency Response Plan or Work Unit Action Plans are to be conducted following:-

Activation of the Emergency Response Plan or response to particular code, with reference to the outcome achieved, issues raised and key performance indicators;

Review of external emergency incidents; Internal and external emergency preparedness exercises; Organisational restructure; and / or The introduction of new technology within the plan.

The evaluation and review process, following activation of the SCHHS Emergency Response Plan, should be completed within a 4 week period. Evaluation and review will also occur at minimum annually in accordance with AS 4083 – 2010 Planning for Emergencies Health Care Facilities, and will be coordinated by the Director Corporate Services, SCHHS with changes to process, procedure or content endorsed through the SCHHS Emergency Planning Committee. Communication Members of the SCHHS Incident Management Team are updated monthly and maintained in all HEOC’s and with Switchboard Services Communication systems include power safe telephones and 2-way radios with associated compliance monitoring, updating and testing of systems Vulnerable Persons lists are updated monthly and maintained by the relevant service managers. The activation of notification is initiated by the Health Incident Commander. Risk Business Impact Analysis matrixes are in place and risk registers monitored and addressed through the Emergency Response Preparedness Committee. Education In accordance with Australian Standard – Planning for emergencies – Health Care facilities AS 4083-2010 the SCHHS provides relevant training to ensure appropriate levels of preparedness and response are maintained. Training is held at a minimum of yearly. Records are maintained showing the names of the individuals concerned, the sessions and the dates attended.


8.2: Mental Health The Mental Health Service provides disaster response to consumers and staff in the event of a severe weather or adverse event. It does this by:-

Developing plans for each component of the Service which encompass all responses prior to, during and immediately after the event;

Delineating command structures to provide disaster response;

Coordinating and providing mental health services to ensure access to mental health services to new and existing service recipients;

Provide consultation and assistance to crisis counselling services and support for disaster affected persons;

Where required and appropriate, assist in psychological support of emergency personnel, recovery workers and disaster affected persons in conjunction with the employee assistance services of Queensland Health and other organisations;

Provide mental health expertise at the site and in the respective Emergency Control Centres, in the event of a prolonged emergency response phase, to assist in monitoring emergency managers and workers at both locations for signs of fatigue, stress and impaired decision making;

Provide advice and support services regarding identification of the deceased, and the mental health aspects of handling relatives and friends of the deceased in consultation with the Senior Counsellor, John Tonge Centre or via QPS;

Provide advice and support services in the event of consideration being given to the evacuation of significant numbers of individuals affected by the disaster, to ameliorate the associated personal, family and social disruption;

Be aware of individuals affected by a disaster that may have particular needs or are most at risk, such as children, the elderly, non-English speaking persons and Aboriginal and Torres Strait Island persons;

Provide training, education in the mental health aspects of disasters. Ensure reviewing and briefing arrangements;

The service will liaise with the Mental Health Commander.

In the event of a natural disaster on the Sunshine Coast (and elsewhere in the state), the Mental Health Service will work closely with the Recovery and Resilience Team and/or the state-wide Family Bereavement Service as required.

Communication All teams in mental health are expected to hold an emergency response kit which includes transistor radios and torches. Community teams have access to multiple, on-site mobile phones which are constantly charged. Team Leaders hold a list of clients who would be vulnerable to rapid deterioration in the event of a disaster. These lists are updated annually as well as prior to any perceived environmental threat. Each Community site has an identified area warden who has roles and responsibilities identified in each area’s local disaster response plan. It is the responsibility of the area warden to communicate any developments during adverse environmental or weather events to their team leader in the first instance, and where the team leader is not available, to the Service Director.


The Service Director liaises with the Health Service District Mental Health Commander (Brisbane) whose responsibility is:-

Coordinating multi-agency community recovery mental health and psychosocial services.

To liaise with the District Disaster Community Recovery Committee;

To advise the Health Incident Controller and Senior Director, Mental Health Branch (State), of the planning, response and recovery strategies;

Establishing and co-ordinating a Mental Health Incident Management Team and Mental Health Response Team members.

8.3: Community Integrated Sub Acute Services (CISAS) CISAS services cover the geographical area to Rainbow Beach and Tin Can Bay in the north, Beerburrum in the south and west to Kenilworth and Bells Bridge. The services are delivered in a variety of settings including acute hospital, community based centres, residential aged care, satellite and outreach services, mobile services and in people’s homes. Services included are:-

Oral health;

Breast Screen Queensland;

Glenbrook Residential Aged Care Facility;

Dove Palliative Care Unit;

Palliative Care Outreach;

Aboriginal and Torres Strait Islander Health Team;

Transition Care Program;

Community Sub Acute Program (CSAP);

Community Rehabilitation Team;

Aged Care Assessment Team (ACAT);

Adult Health Program;

Community Hospital Interface Program (CHIP);

Queensland Magistrates Early Referral Into Treatment (QMERIT);

Alcohol Tobacco and Other Drug Services (ATODS);

Public Health Unit.

Governance CISAS operates under the SCHHS Emergency response Plan for disaster management. Capability Due to the wide variety of services, the capability and preparedness varies from service to service depending on the type of disaster. A number of services maintain business continuity to provide essential clinical services. Some services redirect to primary response and others are able to suspend services and deploy staff and resources to wherever they may be required. In a Pandemic Response, CISAS has the capability to operate clinics from identified and prepared centres. Glenbrook has an Emergency Response Sub Plan encompassing Business Continuity. A number of CISAS services also have a role in Community Recovery.


Communication The Vulnerable Client group differs greatly between services and include clients receiving services at home, clients on home oxygen, and the frail aged. Each service has a communication process in place to contact and support their client groups. 8.4: The Sunshine Coast Private Hospital Outline of agency The Sunshine Coast Private Hospital at Buderim (TSCPH) is located centrally on the Sunshine Coast to provide acute healthcare services to the entire region. The hospital receives patients from as far north as the Fraser Coast and south to Caboolture. The hospital is a not for profit organisation owned by the Uniting Church and a part of Uniting Care Health (UCH) which also owns The Wesley and St Andrew’s War Memorial Hospitals in Brisbane and Maryborough and Hervey Bay Private Hospitals on the Fraser Coast. The hospital currently has 182 beds. The hospital provides a broad range of services including interventional cardiology, mental health, intensive care, maternity and general medicine and a range of high end surgery. The facility is supported by 2 pathology departments, as well as Queensland Diagnostic Service and Nuclear Medicine. There is more than 5000 sq mts of medical suites located on the campus. Governance The Sunshine Coast Private hospital has an Emergency Preparedness Committee which has identified the hospital response to internal and external emergencies those that occur within the hospital boundaries or to external emergencies that may require the hospital to function above its normal operating requirements. The EPC is chaired by the hospitals General Manager and comprises of key internal stakeholders. The committee meets every second month. The Emergency Preparedness Manual (EPM) is available to all staff and details all actions to be taken in an emergency. This manual has been produced in accordance with:- Australian Standard 4083 (Planning for emergencies–Health care facilities) 3745 (Emergency control organization and procedures for buildings) Building Fire Regulation 2008 AS/1851:2005 AS/2293.2:1995 MP6.1 WH&S ACT 1995 The Emergency Planning Committee is responsible for setting the standards and provides guidance on dealing with a variety of emergency and critical incident situations within the Hospital in accordance to Australian Standard AS3745-2002. The Emergency Planning Committee is responsible for the maintenance and integrity of the Hospital’s Emergency Management and Crisis Response Plan and the Hospital Emergency Control Organisation (ECO). The Emergency Planning Committee shall also consider its procedures in conjunction with all emergency plans developed by other relevant agencies e.g. local council and emergency services. These functions are carried out in accordance with the Terms of Reference of the EPC.


Scope The Emergency Planning Committee will meet to:-

establish and implement emergency plans and emergency procedures;

determine the number of ECO personnel consistent with the nature and risk of the building, structures and workplace;

ensure that the personnel are appointed to all positions on the ECO but particularly, the Emergency Coordinator and the Chief Warden group;

arrange for the training of the ECO personnel;

ensure the evacuation exercises are conducted according to procedures which accompany the Crisis Response Policy and Emergency Management and Crisis Response Plan; and to

review the effectiveness of evacuation exercises and arrange for procedure improvements, and determine who will implement emergency procedures.

Conducting training in the operation of emergency equipment, evacuation routes, raising the alarm and the emergency control organisation process with all staff and applicable occupants:-

Conducting specific training with the emergency control organisation member on appropriate response methods and evacuation processes for the site;

Testing the procedures of this plan in scenario based evacuation exercises with the emergency;

Control organisation members and appropriate numbers of occupants;

Ensuring maintenance of prescribed fire safety installations is conducted by appropriately qualified staff.

Risk The Sunshine Coast Private Hospital is committed to managing risks within defined tolerances and encourages all employees, visitors and patients to report risk issues. The Sunshine Coast Private Hospital has adopted a risk management approach to its emergency management process and this includes:-

Identify hazards that relate to emergencies within the workplace;

Determine any unwanted events that may occur with these hazards;

Determine appropriate control measures to overcome those possible unwanted events;

Implementation of control measures into the workplace; and

Implementing a review and evaluation process of these control measures.

The data produced form steps 1 – 3 is used as the main source of information for emergency procedures to be included in the EPM for the premises. The Fire and Evacuation Plan is the core component of the emergency training that occurs for the premises as the procedures in the Plan form part of the control measures for the workplace.

Education Specific training is conducted with the emergency control organisation member on appropriate response methods and evacuation processes for the site. Testing procedures of the EPM in scenario based evacuation exercises with the emergency control organisation members and appropriate numbers of occupants are conducted.


The training has the purpose of teaching staff/visitors and Contractors how to implement these procedures as control measures.

Contacts The hospital provides a 24 hour service and all emergency calls are directed via the Hospital Coordinator. This position is responsible for alerting the appropriate authority, coordinating the response and contacting the hospital executive.

8.5: Nambour Selangor Private Hospital Nambour Selangor Private Hospital Overview Nambour Selangor Private Hospital is an acute medical and surgical hospital providing a comprehensive range of services to the localised area with an Eighty Three (83) bed capacity. The Nambour Selangor Private Hospital is located in the Sunshine Coast Hinterland town of Nambour and located 500 metres from Nambour General Hospital. The hospital provides a twenty four hour in patient service with a small on-site pharmacy to enable management of all in-patients. Nambour Selangor Private Hospital provides level three (3) and four (4) services (CSCF V3) including surgical, medical, palliative, rehabilitation and high dependency unit care. The services available at NSPH include:-

Orthopaedic Surgery;

General Surgery;

Ear, Nose & Throat Surgery;

Respiratory Medicine;

Gastroenterology;

Urology;

Palliative Care;

Renal Dialysis;

Pain Medicine; and

Rehabilitation.

Disaster Management The Hospital Disaster Controller for Nambour Selangor Private Hospital is either the Chief Executive Officer (CEO) or Assistant Director of Nursing (ADON), or nominated staff member in their absence. The After Hours Coordinator may also act in the role until he or she can be relieved by the CEO or ADON. Nambour Selangor Private Hospital has a current Disaster and Business and Contingency Plan in place and details contingency operating plans for critical business functions and their support services. These services are available in response to any localised incident or disaster and may be initialised when an incident is formally declared as an emergency event. In the event of an external emergency / disaster, Nambour Selangor Private Hospital may be required to assist in the coordinated response to and recovery from this emergency.


Nambour Selangor Private Hospital would provide support in response to an external emergency / disaster.

Activation of the external disaster response will only occur on the authority of the HDC (Hospital Disaster Coordinator) who will communicate this information to the SOM (State Operations Manager). On receipt of notification of an external emergency or disaster, the hospital will:-

Immediately notify the Nambour Selangor Private Hospital Disaster Coordinator;

The Hospital Disaster Coordinator will assess available resources and prepare for staged response;

Stand by to assist;

Await further instructions from the Hospital Disaster Coordinator via the state emergency services; and

By guided by the Hospital’s own contingency plan.

Transfer of patients to facility Determination of the need for ongoing accommodation of patients from an external emergency disaster will occur between the Hospital Disaster Coordinator, State Operations Manager, Queensland Health and State Emergency Services. It is expected that the Hospital Disaster Coordinator will liaise closely with the Emergency Services personnel to coordinate the site and ensure patient and staff safety. Facilities Nambour Selangor Private Hospital has the following facilities to enable an independent “stand alone facility”:-

On-site generator;

Capacity – 313KVA;

Run time – Approx 24 with on-site fuel;

On-site catering – full kitchen facilities; and

Medical Gases – minimal stored on site.

8.6: Caloundra Private Hospital 96 Beerburrum Street Caloundra Qld 4551 Outline Caloundra Private Hospital is an acute medical/surgical private facility owned and operated by Ramsay Health Care. The hospital has 64 inpatient beds, a stand-alone day surgery unit and a renal dialysis unit. The Hospital provides onsite specialist consulting suites & radiology services supported by a comprehensive list of visiting specialists and diagnostic services. Non-clinical support includes an accredited cook-fresh Catering Department. The facility holds medical gases (bank & cylinders) onsite with a life of supply of 14 days at routine hospital use. Governance

Contingency Plan is in place and includes actions to be implemented in the event of a request for assistance related to a disaster response within the community. It envisages that Caloundra Private Hospital be a recipient facility from other hospitals.


Pandemic management in place, which designates Caloundra Private Hospital to be a recipient facility from other hospitals (as per SCHSD Pandemic Strategy). Emergency Response Management (internally & external) policies and procedures in place inclusive of after-hours responses. The plans provide processes that promote the seamless flow through the various stages of emergency response, delivery and leading to the health care recovery phase:-

To optimise the safety of employees, patients, visitors and protect the physical resources of Caloundra Private Hospital from real or potential threats and emergencies;

To provide direction for hospital employees in the event of a potential or actual emergency;

To coordinate hospital services so as to receive, and optimally manage a large number of patients than would otherwise overwhelm the capabilities of the service;

To assist the organisation to continue to provide hospital services in circumstances that may significantly affect hospital function.

Command and Control The designated Emergency Controller for Caloundra Private Hospital in the event of an external disaster is the Chief Executive Officer in working in usual business hours and, after hours is the senior nursing employee on duty at the time. The Emergency Response would be co-coordinated in consultation with the Sunshine Coast Health Sub- Committee representative. Where a multi-agency response is required and / or there has been the activation of the Queensland Health Disaster Plan and / or State Counter Disaster Plan the functional support arrangements at both the state and region/SCHHS level would be at the request of the DDMG Emergency Controller/equivalent. Communication The Caloundra Emergency Management Team receives updates via the Hospital Committee reporting structure, particularly the Health & Safety Committee. Internal Communication systems include power safe telephones and walkie-talkies. Risk Facility Risk Register & action plan is in place and incorporates external disaster response & management. Education Facility wide education program addresses emergency response training as required under the legislation & incorporates medical emergency, fire & evacuation procedures and associated communication procedures (In accordance with Australian Standard – Planning for emergencies – Health Care facilities AS 4083-2010).

8.7: Noosa Hospital

Noosa Private Hospital is a 96-bed facility providing acute Medical and Surgical services.


The hospital admits both private and a limited number of public patients.

Noosa Hospital is a modern facility. On the average day, the hospital will admit 60 patients, treat 40-60 patients in the Emergency Department (EMC), undertake 25 operations.

Clinical services

Noosa Hospital provides a range of services including:-

Accident and Emergency; Anaesthetics; Coronary Care Unit; Cardiac Rehabilitation; Ear, Nose & Throat; Endoscopy; Gastroenterology; General Medicine; General Surgery; Geriatric Medicine; Gynaecology; Haematology / Oncology; Intensive Care; Ophthalmology; Orthopaedics; Palliative Care; Pathology - provided by Queensland Medical Laboratories (QML); Plastic and Reconstructive Surgery; Radiology – provided by Queensland Diagnostic Imaging (QDI); Rehabilitation; Renal Medicine; Respiratory Medicine; and Urology.

Noosa Hospital is the only BOOT (Build Own Operate Transfer) Hospital in Queensland. The hospital is a privately owned hospital and has a contract with Queensland Health to provide some public health services to the people of Noosa and surrounding areas. Over the years Noosa Hospital has forged close working relationships with Nambour General Hospital, Nambour Selangor Private Hospital and Caloundra Private Hospital.

Noosa Private Emergency Department Our private Emergency Department (ED) treats approximately 17.000 public and private patients, has a 30 % admission rate. There is an ICU/HDU/CCU and renal dialysis unit.

The Emergency Department has:-

3 monitored beds;


1 resuscitation room;

2 procedure rooms; and

1 consultation cubicle; and

2 ventilators.

The Emergency Department is supported by an on-call roster of surgeons and physicians covering most subspecialties. The Emergency department is staffed by 2 FACEM’s and several SMO. There are no acute paediatric, mental health nor obstetric services cases presenting to the Hospital’s Emergency Department, and those requiring admission, are transferred to the nearby Public Hospital. Patients requiring acute special tertiary services are transferred by air to Brisbane tertiary hospitals.

Day Procedure Services

The hospital operates a dedicated Day Procedure Unit to provide care for our day stay patients. The unit operates from 6.30am – 8.00pm.

Oncology Unit

The Oncology Unit at Noosa Hospital cares for thousands of cancer patients each year. The unit offers chemotherapy for local residents as well as those holidaying in Noosa.

Renal Dialysis Unit

Our Renal Unit provides comprehensive haemodialysis treatment for private and public patients from across Australia and overseas. The unit has state of the art equipment Governance The Noosa Private hospital has an emergency planning committee which has identified the hospital response to internal and external emergencies those that occur within the hospital boundaries or to external emergencies that may require the hospital to function above its normal operating requirements. The emergency planning committee is chaired by the hospitals CEO and comprises of key internal stakeholders. The committee meets yearly. The “Business continuity and Disaster recovery plan (April 2010)” and “Emergency Code manual” are available to all staff and details all actions to be taken in an emergency. This manual has been produced in accordance with: Australian Standard 4083 (Planning for Emergencies–Health care facilities) Planning for emergencies in facilities AS3745-2010 Building Fire Regulation 2008 AS/1851:2005 AS/2293.2:1995


MP6.1 WH&S ACT 2011 The Emergency Planning Committee is responsible for setting the standards and provides guidance on dealing with a variety of emergency and critical incident situations within the Hospital in accordance to Australian Standard AS3745-2010. The Emergency Planning Committee is responsible for the maintenance and integrity of the Hospital’s Emergency Management and Crisis Response Plan and the Hospital Emergency Control Organisation (ECO). The Emergency Planning Committee shall also consider its procedures in conjunction with all emergency plans developed by other relevant agencies e.g. local council and emergency services. These functions are carried out in accordance with the Terms of Reference of the EPC.

Scope The Emergency Planning Committee will meet to:-

establish and implement emergency plans and emergency procedures;

determine the number of ECO personnel consistent with the nature and risk of the building, structures and workplace;

ensure that the personnel are appointed to all positions on the ECO but particularly, the Emergency Coordinator and the Chief Warden group, area warden group;

arrange for the training of the ECO personnel;

ensure the evacuation exercises are conducted according to procedures which accompany the Crisis Response Policy and Emergency Management and Crisis Response Plan;

Review the effectiveness of evacuation exercises and arrange for procedure improvements, and determine who will implement emergency procedures;

Conducting training in the operation of emergency equipment, evacuation routes, raising the alarm and the emergency control organisation process with all staff and applicable occupants;

Conducting specific training with the emergency control organisation member on appropriate;

Response methods and evacuation processes for the site;

Testing the procedures of this plan in scenario based evacuation exercises with the emergency;

Control organisation members and appropriate numbers of occupants; and

Ensuring maintenance of prescribed fire safety installations is conducted by appropriately qualified staff.

Communication Members of the Noosa Incident Management Team are updated quarterly and maintained with all Head of Departments, Bed managers After Hour Coordinators and with Switchboard Services. Risk Business Impact Analysis matrixes are in place and risk registers monitored and addressed through the Emergency Response Preparedness Committee.


Education In accordance with Australian Standard – Planning for emergencies – Health Care facilities AS 4083-2010.

Evaluation and Review Evaluation and review of the Noosa Hospital Emergency Response Plan or Work Unit Action Plans are to be conducted following:

Activation of the Emergency Response Plan or response to particular code, with reference to the outcome achieved, issues raised and key performance indicators;

Review of external emergency incidents;

Internal and external emergency preparedness exercises;

Organisational restructure; and / or

The introduction of new technology within the plan. Evaluation and review will also occur at minimum annually in accordance with AS 4083 – 2010 Planning for Emergencies Health Care Facilities, and will be coordinated by the Director Corporate Services, Noosa private Hospital with changes to process, procedure or content endorsed through the Noosa hospital Emergency Planning Committee. Facilities Noosa Private Hospital has the following facilities to enable an independent “stand alone facility”:-

4 bed ICU ( 2 x ventilated);

4 bed HDU;

3 theatres and 1 procedure room;

On-site generator;

Capacity – 650KVA;

Run time – Approx 24 hours with on-site fuel;

On-site catering – full kitchen facilities; and

Medical Gases –stored on site (approx week supply).

8.8: Department of Communities- Disability Services Outline of agency Disability Services enables Queenslanders with a disability, and their families and carers, to access appropriate and available disability services, supports and facilities that assist them to live well in inclusive communities. Community Recovery Role Lead agency responsibility for human and social community recovery (coordinating support for the restoration of emotional, social and physical wellbeing) in the event of a disaster and for the administration of financial assistance packages for individuals, families and non-government organisations under the Natural Disaster Relief and Recovery Arrangements (NDRRA). Development of policy and procedures, to guide whole of government community recovery operations.


Coordinate Community Recovery Services across Queensland including lead agency for training employees (facilitated by Organisation and Workforce Development Unit) and maximising disaster preparedness. Community Recovery Branch, Brisbane: Coordination and Support Role Service delivery and support for Regions in preparation for, during and post activations including induction, training of staff and exercises, deployment, grants and administration processing, logistical support and financial accountability. Develop policy and procedures to guide whole of government community recovery operations.

Coordinate Community Recovery Services across Queensland including lead agency for training employees (facilitated by Organisation and Workforce Development Unit) and maximising disaster preparedness.

Ensure integration and coordination of community recovery internal business activities providing effective governance systems and strengthen business practices in preparation for a disaster e.g. NDRRA reporting and recoupment practices, grants administration procedures and practices, and logistics procedures and practices.

Functions Manage seasonal preparedness and operational procedural development, including monitoring emergency and weather information and liaising with affected Regions.

Direct coordination and support for regional service delivery during disaster events including activation of the Incident Management Team and Personal Hardship Assistance Scheme (PHAS).

Provide expert service delivery support and advice on a broad range of financial assistance and administration issues relating to community recovery operations state-wide, in particular to NDRRA matters.

Develop, implement, administer and improve Grants Administration processes to maintain audit controls, reviews of procedures and processes, identify gaps in operational practises.

Negotiate service provision from key government and non-government partners.

Outline of Maroochydore Services

Accommodation Support & Respite Service (AS&RS) – Disability Services, North Coast

Region. The two Service Centres extend from Nambour and Yandina in the north, to Strathpine in the south. Core business hours are from 9am to 5pm, Monday to Friday.

1. The Sunshine Coast Service Centre has 6 Service outlets and 1 Respite centre.

These 6 outlets provide accommodation for up to 19 clients and the Respite centre provides short term respite for up to 50 clients.

2. The Strathpine Service Centre has 16 Service outlets, 1 Transitional Emergency Accommodation Service (TEAS) and 1 Respite centre. The 16 outlets for the Strathpine Service Centre provide accommodation for up to 43 clients, TEAS short term accommodation for 3 clients and the Respite Centre provides short term respite for up to 55 clients.


Maroochydore Service Centre – Disability Services (DS), North Coast Region covers from Gympie and Tin Can Bay in the north out to Goomeri in the west and south to Caloundra and Beerburrum. Our office hours are 9:00am to 5:00pm Monday to Friday. Maroochydore Service Centre – Disability Services, North Coast Region – consists of 5 teams. The roles of each team are listed below:

1. SAT Team – consists of Support Linkers, Assessors and the Intake Officer who

respond to queries, requests & referrals for main stream community and specialist disability services and supports.

2. Case Management Team – consists of Case Manager providing assistance to DS

funded children and adults aged 0-65 years.

3. Adult Community Support Services (ACSS) Team – is a multi-disciplinary team providing specialist support to DS eligible adults aged 18-65 years. Team has a Social Worker, Psychologist, Speech and Language Pathologist and Occupational Therapist.

4. Family Early Childhood Support (FECS) Team – is an early intervention multi-

disciplinary team providing specialist and therapeutic support to children aged 0-6 years. The team has a Physiotherapist, Psychologist, Speech and Language Pathologist and Occupational Therapist.

5. Behaviour Support Teams (Specialist Response Services – SRS, IBST and

EVOLVE) providing clinical intervention to clients that exhibit challenging behaviour.

8.9: RNS Group Pty Ltd - Trading as RNS Nursing Geographical I demographical description Our nursing agency's head office is located in Noosa Junction and we supply RNs, ENs, and AINs & PCWs to all aged care facilities and hospitals across the Sunshine Coast. We employ approx 400 staff on a labour hire basis. Operational hours Our client services team are on-duty on the phones 18.5 hours a day, with the remaining 5.5 hours going to a message bank. Our service is available to respond to hospital, aged care and community care organisation's calls for staffing for morning, evening and night duties. Outline of agency We are a nursing agency offering emergency last-minute or sick/holiday relief staff for all shifts, 7 days a week, 365 days a year. Service Capability RN’s Nursing is available to take after-hours emergency calls and send out alerts to the group. We have capability to do that with our cloud based Sales force CRM, so long as contact details are kept up to date by relevant bodies. Apart from phone assistance, our business has a pool of on-call nursing and care staff available for all shifts each day. The coast's health care industry currently engages this service but in case of a disaster wi l l endeavour to assist further as resources permit. This would be a fee for service and not voluntary undertaking.


Governance Organisational chart and structure for disaster management. Rostered on-call via mobile for disaster management contact, are either:- Managing Director Acting CNC Client Services Manager Direct line to the business is 1300 761 351 which is on-duty from 04.30 to 23.00 x 7 days a week. Between 23.00 -04.30 the business has a message bank. Whichever of those managers (in order) is available during office hours would be prepared to manage what is required in a disaster situation and they would direct calls to be made via our Client Services team. Capability Disaster Capability and preparedness, including primary response and estimated numbers - activation criteria I processes I escalation paths. Business continuity plans I community recovery I psychological recovery. Unless something occurs which affects our server operations we remain fully operational and contactable. We have off-site client services team members who we divert our phones to if necessary and our CRM being cloud-based, we have access via the internet to the contact list if required. Equipment resources Nil except for telephony, IT. 8.10: Red Cross

Roles and responsibilities

Recruit and train Red Cross volunteers to manage and operate evacuation centres;

Provide personal Support services, information and referral services to evacuees;

At the request of the council through the LDMG, deploy appropriately trained Red Cross workforce to operate and manage Evacuation centres;

Operate and manage the registration of evacuees through the National Registration Information Services (NRIS);

Provide advice and expertise to inform human impact assessments of the emergency

Provide and distribute resource materials and agency information to residents and communities;

Provide trained personnel to meet and greet community members at designated recovery / information centres and assist in triaging clients for Government and agency assistance and support;

Member representation and advisory to the Human Services group, LDMG, DDMG, sub committees etc;

Guidance and advisory in the establishment of appropriate evacuation centres, including operational procedures and policies, support material and resources;

Assist in the auditing of evacuation centres prior to a disaster and provide guidance to determine suitability and operational capacity; and


Assist in the training of other agency staff in evacuation centre management.

Skill Red Cross bring to assist in disaster management and recovery

Trained personnel that have expertise in preparedness, response and recovery activities;

Research information on best practice models nationally and internationally;

Tested operational processes and relevant operational guidelines for the sector; and

Relevant training packages for workers in the Human services sector.

Resources available to assist in disaster management and recovery

Over 190 emergency Service volunteers within the Sunshine Coast Regional Council Region and access to over 1600 Emergency Services Volunteers outside the region within Australia;

Documented management and operational publications in Shelter Management and recovery;

Preparedness material i.e. Redisplay product range for Seniors, families, Children, Disability and carers;

After the Emergency Publication material i.e. Cleaning up after a flood, Kids booklets, coping with a major personal crisis;

Recovery publications, MP3 players, DVD’s etc;

BBQ trailer for community preparedness and recovery events; and

Care packs are available, for evacuees at evacuation centres and outreach activities.

8.11: Blue care

Outline of agency

Geographical / demographical description Blue Care Sunshine Coast covers from Caloundra to Gympie.

Operational hours. Community Services 0800-1630 Residential 24hrs.

Outline of agency Blue Care provides aged care and community nursing services across Queensland and

northern NSW. This is delivered through aged care homes, retirement living villages, respite centres and community nursing offices.

Service Capability We have Registered Nurses, Enrolled Nurses, Allied Health and Unregulated Staff. As

we have Community Services and Residential Services we have a mix of service delivery models and communication methods. We also have the backing of our Corporate Office who became our Incident Management Team.

Governance

Organisational chart and structure for disaster management.


Service

Cluster

Blue Care Emergency Operations Centre

Central Support Toowong

Blue Care Emergency Coordination Centre

BECC

Manage incidents impacting local service

Manage incidents impacting cluster office

Incident Management Team IMT coordinates response to support multiple services effected by an event

Manage incidents impacting CST office

Incident Management Team IMT coordinates organisational response to support Clusters effected by an event

Communication Pathways

INCIDENT CONTROLER

Service Manager or General Manager

LOGISTICS Maintenance Team

leader

FINANCE

TRANSPORT

PLANNING Community

RESPITE COMMUNITY

OPERATIONS

COMMUNICATIONS

OPERATIONAL SUPPORT

RESIDENTIAL

INTELLIGENCE

SAFETY ADVISOR MEDIA LIAISON

CST Representative

Emergency Coordination Centre – Central Support Toowong


Finances Appropriate delegations for the corporate incident management team to incur

unbudgeted expenses of up to $100,000 have been approved by Blue Care Executive. Additionally, procurement card increased spending limits have been developed between Blue Care and its banking partner in the event of an emergency. Procurement cards are held at each Service.

Chain of command, authorising bodies Blue Care Executive Incident Management Team is the over-arching command and will

convene in the event of an incident across several services / threat to life, or where there is insufficient capacity at Cluster Level to manage the incident. The Cluster Office (General Manager and staff) will manage localised incidents within their region of authority, and the local Service Manager will manage the interruption to service delivery from the centre.

Capability Disaster Capability and preparedness, including primary response and estimated

numbers – activation criteria / processes / escalation paths.

Disaster capability is governed by the immediate resources in the region and the

accessibility of the region for Blue Care to fly in additional resources. Blue Care has resources available throughout Qld to respond, including recalling staff from leave.

The Service Manager will activate their service plan and notify the General Manager

(Cluster). Both will conduct a threat assessment to the Service and decide the level of additional support (if any) required. The General Manager will notify the Managing Director at Central Support Toowong. The Emergency Coordination Centre will move to lean forward status and ready for activation if required upon the advice of the Managing Director, Business Continuity and Risk Advisor and the General Manager.

Each plan includes templates for sheltering in place, evacuation, alternative places of

shelter, surge capacity (additional space available) communication logs, bed maps, communications and decision logs and phone calls to next of kin and clients.

Additionally, key contact details are captured and regularly reviewed within each plan.

Business continuity plans / community recovery / psychological recovery

Blue Care has the following plans that form part of its Business Continuity Framework:-

1. Corporate Incident Management Plan; 2. Cluster Incident Management Plans; 3. Service Incident Management Plans (Community Services and Residential) 4. Chaplaincy Emergency Response Plan; 5. Memorandum of Understanding with the State Human Social Recovery Group to

assist where it is not detrimental to Blue Care Services; and 6. Unit level procedures regarding staff counselling, payroll, finance processing, IT and

communications protocols, media releases and recommended telephone scripts for advising next of kin and clients.

Equipment resources

Equipment including vehicles, oxygen, linen and prepared food pallets (matched to menu plans) are available.


Communication

Contact information:

Held at Services and Clusters.

Vulnerable client identification process:

Each service holds a list of their vulnerable clients and has a priority of service register.

Risk

Liability / indemnity

Blue Care holds professional indemnity, public & products liability, medical malpractice, industrial special risks and comprehensive motor vehicle insurances.

Risk mitigation.

Service and Cluster plans contain a threat and risk assessment to identify key risks to service provision.

Education

Disaster exercises / staff training in disaster scenarios.

All plans are reviewed annually. The corporate plan and other plans chosen at random are tested annually and lessons learnt are reported to Executive and relevant plans amended accordingly.

Debrief process. The Business Continuity and Risk Advisor will conduct a debrief as per procedures in each plan. All stakeholders (or nominated representatives), are included in the debrief.

8.12: Sunshine Coast Public Health Unit Outline of agency The Sunshine Coast Public Health Unit (SCPHU) located at Level 1, 150 Horton Parade, Maroochydore, Queensland undertakes activities within both the Sunshine Coast and Gympie Regional Council areas. The SCPHU primarily consists of a:-

Centre for Disease Control with a public health medical officer, three public health nurses, an epidemiologist and a public health data officer (immunisation);

Environmental Health Team with seven environmental health officers; and

Administrative team of two officers.

SCPHU will have a role in ensuring effective assessment and management of public health risk to a disaster affected community. SCPHU can:-

Provide advice on mitigating and managing public health risk prior to, during and when recovering from a major incident. For example water supply contamination, food supply contamination, impact of infrastructure damage on health of the community, prevention or management of disease outbreak in the affected communities;


Provide advice on the public health response and legislative responsibilities during a major incident. In particular when Queensland Health is lead agency for major public health incidents;

Monitor activities affecting public health undertaken by Local Government and other agencies when responding to and recovering from an incident; and

Collect and analyse data and information in relation to public health risk in the community and provide guidance to inform planning and response activities.

The SCPHU can establish a Health Emergency Operations Centre (HEOC) onsite in the event of a major incident with alternative sites available at Caloundra and Nambour Hospitals. Governance The SCPHU Emergency Incident Response Plan (SCPHU EIRP) utilises a flexible and scalable Qld Health - Health Protection Program systems approach to the management of incidents. It is based on the Australian Inter-agency Incident Management System (AIIMS) framework and is compatible with the Queensland Health Disaster Management Plan 2008. The management of incidents is classified as ranging from a Level I Incident to a Level III Incident depending on the severity, complexity and / or nature of the incident. Note that an Incident Management Team will only begin operations where existing SCPHU organisational arrangements are not sufficiently able to respond effectively to an incident. Command and Control In Level I and Level II incidents the incident controller will primarily be either the Manager Environmental Health (MEH) or the Public Health Medical Officer (PHMO). In a Level III incident either the MEH or PHMO position will take up the role of Public Health Sector Commander for the area of operations under the control of the SCPHU. Required operational liaison between the SCPHU and the District Disaster Management Group (DDMG) will be undertaken at SCPHU level by either a SCPHU Liaison Officer or the Public Health Incident Controller for Level I and Level II incidents or the Public Health Sector Commander level for a Level III incident. Capability

The SCPHU EIRP will activate through three phases of incident management (Phases are: Standby, Response and Stand-down) and can be triggered by notification of a Level I, Level II or Level III incident which will or may impact on the SCPHU.

The SCPHU has a Business Continuity Plan which aims to provide seamless transition from normal business to essential business in a number of different scenarios. These include situations where the population is significantly impacted and the SCPHU has a key incident response role, to SCPHU specific events (localised flooding, fire at building)

Equipment resources. The SCPHU has two 4WD vehicles for emergency management and seven (7) EHOs with deployment / equipment capability. Limited water testing equipment is available.

Communication Contact information – The SCPHU EIRP has communication processes within and includes internal, external and emergency contact lists. The SCPHU Business Continuity Plan (BCP) has within a communication plan:-


The SCPHU primary business hours are 8.30am to 5pm Monday to Friday with after-hours contact numbers available on message bank. The office contact numbers for the SCPHU are Phone: (07) 5409 6600 and Facsimile (07) 5443 5488. A mobile phone number and email contact for an incident management person for the SCPHU is available on the Sunshine Coast Health Sub Committee DDMG Contact List.

Risk

The SCPHU EIRP contains within, a public health risk assessment with threats identified and categorised with consideration of likelihood and consequence.

Education

The SCPHU has an incident management and business continuity committee which coordinates an annual review, test and update of the EIRP and BCP. Testing regimes may include desktop reviews, call out communication tests and live scenario tests.

8.13: Sunshine Coast Council Community Response Services (including Environmental Health Services)

Sunshine Coast Council, Environmental Health Officers (EHO) provides a variety of services including:-

1. Pest and Vector Control; 2. Environmentally Relevant Activities (ERA); 3. Food Hygiene; 4. Noise and air pollution; and 5. Waste disposal (including animal carcasses). During any event where there is an identified need for the services of an EHO a request should be processed to the LDMG for their services, this request will be facilitated via the Community Liaison Officer in their LDCC.

8.14: Focus Health Network Focus Health Network Ltd (FHN), formerly Sunshine Coast Division of General Practice, is an independent not-for-profit membership organisation representing the professional interests of General Practitioners and Allied Health Professionals on the Sunshine and Cooloola Coasts. FHN provides services and support to general practice and primary health care services including education, IT and e-health, business support, information and the provision of mental health services. FHN maintains offices in Maroochydore and Gympie and provides clinical services from a number of locations throughout the region including Caloundra, Landsborough, Maleny, Mooloolah, Nambour, Peregian Beach, Pomona and Tin Can Bay. Focus Health Network maintains relationships with a variety of stakeholders’ healthcare within the region including the Sunshine Coast Hospital and Health Service (SCHHS), Central Southern Queensland Training Consortium (CSQTC), North Coast Aboriginal Corporation for Community Health (NCACCH), the Sunshine Coast Regional Council, Federal and State Government departments and representatives, and a range of community and non-government organisations.


The Role of FHN in Emergency and Disaster To be conduit to information to Primary Health Care Professionals and Services for information which will include:-

Information on management of disaster preparedness and response; Alerts from authorities, Primary Health Care Professionals and services across the

Sunshine and Cooloola Coasts (email, fax, mobile, text); Preparation for the implementation of a planned and coordinated response to

emergencies and / or disasters; Provision of education and supporting materials on emergencies and / or disaster

response; Key role in coordination in a post-emergency or disaster recovery phase;

Primary health care professionals and services access point for the region (communications, disaster and health alerts etc);

Members of FHN are primary health care professionals (GPs, nurses, OT,); Mental health services (referrals from GP usually required); Primary health care business management education (Business Administration,

Practice Management); Professional development for primary health care professionals; Professional primary health care networking; and e-Business and e-health capability and interoperability development and

implementation.

8.15: Medicare Locals

Sunshine Coast Medicare Local (SCML) is an independent not-for-profit organisation commissioning and delivering primary health care programs in the Sunshine Coast and Gympie Region. SCML is funded by the federal Department of Health and Ageing and has close relationships with the Sunshine Coast Health and Hospital Service, Sunshine Coast Regional Council, Gympie Regional Council and Sunshine Coast University.

SCML maintains an office in Cotton Tree and the region extends from Gympie in the north, Kilkivan to the west and Glasshouse to the south. SCML provides services and support to general practice and the allied health sector through primary health care services including education, eHealth, business support, professional development and information and data provision.

SCML has a mandate to “keep people well and out of hospital” through a range of primary health care programs such as Closing The Gap Aboriginal and Torres Strait Islander healthcare, immunisation, mental health aged health services and after hours amongst others. SCML maintains extensive information and planning roles within the region and a commitment to building genuine, supportive, mutually beneficial relationships with the Sunshine Coast and Gympie communities.

Our Commissioning Framework ensures that continuity of care remains at the forefront of our operational and contingency planning. All contractors must maintain and demonstrate scalability throughout the life of a contract. This will ensure that they have the resources and ability to deploy services and essential staff across multiple sites, should the need ever arise. All contracts are offered on a (PbR) Payment by Results basis. Therefore the funding flexibility pool remains essential for strong clinical and financial governance to exist.


The Role of SCML in Emergency and Disaster In the event of an emergency and/or disaster, SCML will take a key role in implementing and coordinating planned responses in the Sunshine Coast and Gympie Regions.

This will primarily take the form of timely communication provision in the dissemination of information to local primary health care professionals and services, which will include:-

Information on the management of disaster preparedness and response; Alerts from authorities, primary health care professionals and services across the

Sunshine Coast and Gympie Regions (email, fax, mobile, text); Involvement in the preparation for the implementation of a planned and coordinated

response to emergencies and / or disasters; Provision of education and supporting materials on emergencies and / or disaster

response;

Access point for Primary health care professionals and services for the region (communications, disaster and health alerts etc);

Professional development for primary health care professionals and identification of selected primary health care professionals to take lead roles within their communities during times of emergency and/or disaster; and

Professional primary health care networking and data collection;

SCML will play a significant role in coordinating a post-emergency or disaster recovery phase, through the engagement and mobilisation of community primary health resources, in supporting those affected by an event.

8.16: Community Pharmacy Geographical I demographical description There are over 96 Community pharmacies covering the geographical area to Rainbow Beach and Tin Can Bay in the north, Beerburrum in the south and west to Kenilworth. Outline of agency We are a group of independently owned community pharmacies that provide medications, health product and services, and retail items to the community. The hours of operations vary greatly depending on the location of the pharmacy and the needs of the community. Service Capability We have created a data base of the pharmacies in the area including contact details the area key holders live as they may be able to help in the area they live if they are unable to get to their premises. We also have a data base of Pharmacists that are prepared to volunteer in a disaster situation. Pharmacist can help in the following ways:-

1. Attend evacuation centres and help in identifying medications. Work with triage team in assessing symptoms and referring patients on;

2. Provide emergency medications to patients with medical conditions under the “emergency supply of medication provision”;

3. Work in a pharmacy that the regular pharmacist is unable to get to, to provide medications and other pharmacy services;

4. Provide non-PBS items to other health providers or emergency services with pre-approval from the LDC to assist with disaster management;

5. Coordinate with the LDMG to get vital medications to vulnerable people in the community


who may be isolated; and 6. Coordinate with the LDMG to get vital medications to RACF who may be isolated.

Communication Communication to the pharmacies can occur via e-mail – this is used primarily to send warnings and updates. Pharmacies have provided land line numbers as well as mobile numbers so that communications can be via SMS or phone calls.

8.17: Aged Care Disaster Support Group The Sunshine Coast Aged Care Disaster Support Group has been set up to assist aged care agencies to become self-reliant and to increase the business resilience in the sector. The group has a primary focus on Nursing Homes but can also include retirement villages. All Nursing Homes now have their emergency management and evacuation plans, and they are working together to ensure any evacuation is to a like facility with similar support services. Of particular concern for the Health Services Sub Plan is the spread of infectious diseases within a nursing home, in such instances the Human Services Sub Plan should be activated.

8.18: Lifeline Lifeline Sunshine Coast is contactable on (07) 5409 2600 Lifeline’s Services National Services:-

1. 24 Hour Telephone Crisis Support – 13 11 14; 2. Online Crisis Support Chat; 3. Service Finder - free directory of local health and community services; 4. Mental Health Resource Centre; 5. DValert - Domestic Violence Response Training; and 6. National Cannabis Information and Helpline.

Local Community Services A range of services are provided through local Lifeline Centres across Australia that meets the needs of local communities. These services may include:-

1. Suicide prevention and bereavement services• Face-to-face counselling; 2. Financial counselling; 3. Gambling counselling; 4. Youth services; 5. Disability services; 6. Welfare programs; 7. Rural outreach; 8. Migrant support services; 9. Family and mediation services; 10. Counselling services for children; 11. School based education programs; 12. Information education and support groups; 13. Aged care visitation; and

http://www.lifeline.org.au/Find-Help/Crisis-Support/24-Hour-Crisis-Support/Lifeline-s-24-Hr-Telephone-Crisis-Support-Service---13-11-14

http://www.lifeline.org.au/Find-Help/Online-Services/crisis-chat

http://www.lifeline.org.au/Find-Help/Lifeline-s-Service-Finder/Lifeline-Service-Finder

http://www.lifeline.org.au/Find-Help/Mental-Health-Resource-Centre/Mental-Health-Resource-Centre

http://www.lifeline.org.au/About-Lifeline/Training-Opportunities/DV-alert---Domestic-Violence-Response-Training/DV-alert---Domestic-Violence-Response-Training-for-Health-Professionals

http://www.lifeline.org.au/Find-Help/Crisis-Support/Support-for-a-Personal-Crisis/Cannabis-Information-and-Helpline/Cannabis-Information-and-Helpline


14. Indigenous support services.

To find out what services are offered in your local area contact your nearest Lifeline Centre.

http://www.lifeline.org.au/About-Lifeline/Lifeline-Locations/Lifeline-Locations


B.8 Community Health Sub-Plan

B.8.1 Purpose

To assist in the protection of the community via temporary or preventative health measures to minimise the threats to public health both during and following a disaster.


Sunshine Coast and Noosa Councils have the functional responsibility for this sub-plan.

The LDC supported by the community support officer is responsible for the activation of this sub-plan during response and recovery. Public health officers will provide expert advice and support on public health matters in accordance with their specialist roles.

B.8.3 Context and assumptions

A disaster may cause significant disruption or damage to essential services, posing a range of risks to public health. Water supplies, sewage treatment, refuse disposal, power supply and access to safe food may be compromised. There may be an increased risk of disease for some time after the event.

A level of resilience in communities is encouraged via public awareness of basic hygiene practices during and following a disaster. It is expected that public awareness programs to help communities to be prepared and to be self-sufficient for a number of days in relation to food, water, etc. will be implemented.

This sub-plan addresses immediate responses to disaster events. Longer term disaster recovery issues are managed in the disaster management system, through the Sunshine Coast District Disaster Recovery Committee and will also include public health information and advice.

B.8.4 Introduction

This sub-plan details the requirements necessary to mitigate community and public health risks in times of an emergency/disaster situation.

The plan seeks to harness the efforts of a range of organisations into an efficient, coordinated public health response during disaster events which may have a major impact on public health.

The plan will be scaled up or down as required to provide operational support on behalf of the ICC or the LDCC.


Working in cooperation with Queensland Health to fulfil shared responsibilities under the Local Plan is a key component of this sub-plan, in particular the provision of public health advice to the ICC, LDCC, Local Group and the community. The content of public health public information during a disaster will be coordinated by the Queensland Health - Sunshine Coast Public Health Unit.


The support agencies for public health include:


Noosa Council

Sunshine Coast Public Health Unit (Queensland Health)

Australian Red Cross, and

Blue Care.

Environmental health officers will join multi-disciplinary outreach teams to assess potential public health risks and provide specialist advice to residents following a disaster (see Appendix B.2 Community Support Sub-Plan).

Related agencies with an ancillary role in public health that do not have designated responsibility under the disaster management arrangements will be identified and brought in by the LDC or the Coordination Centre Manager.

Related agencies may include:

Unity Water

Primary Industries and Fisheries / Biosecurity Queensland

Department Environment and Resource Management

Licensed water carriers

Licensed food premises

Safe Food Qld

Media outlets for the provision of advice to the community, and

QFES (FIRE) Chemical Services Unit.

It is anticipated that Memoranda of Understanding (MOUs) will be developed by the LDC to provide a foundation for the relationship between Local Group and key related agencies.

B.8.6 Provision of safe and adequate water

The Local Group Community Support Officer or delegate shall coordinate Environmental Health Officers working in cooperation with water suppliers to facilitate the provision of safe and adequate water supplies.

Issues to be addressed include:

Water quality assessment

Safety and control of supply

Bacterial sampling

Water source monitoring

Water treatment

Public advice to boil water

Water storage, and

Transport and distribution of potable water.


B.8.7 Shelter

The Local Group Community Support Officer is responsible for the safety and suitability of evacuation centres in terms of public health during an emergency or disaster situation, including:

Water supply

Kitchen facilities and layout

Ablution facilities

Refuse disposal, and

Disinfection arrangements.

Environmental Health Officers under the direction of the Local Group Community Support Officer shall assess the suitability of dwellings in the affected area for continued human habitation and advise Council’s Community Support Officer accordingly.

B.8.8 Safe food and food-related concerns

The Local Group Community Support Officer will ensure the provision to evacuation centres of emergency food supplies which comply with the Food Safety Australia New Zealand (FSANZ) food safety standards.

The Local Group Community Support Officer, in conjunction with the Queensland Health Sunshine Coast Public Health Unit, will coordinate the provision of advice to the community on the consumption and storage of food and monitor the provision of emergency food supplies to residents, including donated foods.

Environmental Health Officers shall inspect kitchen facilities and provide food hygiene guidelines at designated evacuation centres and temporary kitchens or mass feeding centres and shall monitor food handling and sanitation procedures to avoid food poisoning outbreaks and the transmission of disease, including the inspection and disposal of unfit foodstuffs.

B.8.9 Provision of emergency ablution facilities

Any need for large scale provision of temporary ablution facilities is to be identified by the LDCC Coordination Centre Manager following a review of the damage / impact assessment report for the sewerage network. The LDCC Logistics Cell will initially attempt to secure resources e.g. portaloos for distribution to the affected community.

If additional resources are required a request for assistance will be made by the LDC to the DDC.

Any need for temporary ablution facilities on private land is to be determined by the Local Group Community Support Officer following impact assessment, supported by the logistics cell within the ICC and the LDCC.

The Local Group Community Support Officer will ensure that ablution facilities within all designated evacuation centres are of a safe and acceptable standard and that temporary portable toilet and/or shower facilities are provided to such centres if required.

The need for emergency ablution facilities for operational staff in the field shall be determined by the Local Group and Council’s Public Health Officer.

The Local Group Community Support Officer shall work with Unitywater and Council’s waste and resource management branch to determine the safe disposal of both sewage and sullage at evacuation centres and other emergency facilities and control points.


B.8.10 Refuse disposal

The Local Group community support officer will obtain advice from the Council’s waste and resource management branch to identify appropriate emergency landfill sites and to coordinate the collection and transportation of refuse and waste.

B.8.11 Vermin and vector control

The vectors and diseases that may be present in emergency situations are as follows:

Mosquitoes Barmah forest virus, Ross river virus, viral encephalitis

Houseflies Diarrhoea, dysentery, conjunctivitis, typhoid fever, trachoma

Cockroaches Diarrhoea, dysentery, salmonellosis, cholera

Lice Pediculosis, Skin irritation.

Bedbugs Severe skin inflammation

Ticks Viral encephalitis, borreliosis

Mites Scrub typhus

Fleas Severe skin inflammation

Rodents Rat bite fever, leptospirosis, salmonellosis, melioidosis

Source: B. Wisner J. Adams (eds.), Environmental health in emergencies and disasters a practical guide, WHO, 2002, p.159

In emergencies, nuisance control will not be the most important priority, so the general application of pesticides will seldom be justified. However, the Local Group community support officer may authorise the following methods for targeted application to reduce public health risks under advice from Queensland Health, as follows:

Dusting Hand-held dusters, manually operated or mechanized

Residual insecticide spraying

Knapsack sprayers with special nozzles

Ultra-low volume spraying

Low-dosage applications to large areas from fixed-wing aircraft or helicopters

Larviciding Application to wetlands from helicopters for mosquito control at predetermined dosages

Place spraying Interior or exterior applications with pesticide aerosols dispersed under pressure from vaporizers or fogging machines

Impregnation

The treatment of materials such as bedding, clothing and mosquito nets with pesticides.

In emulsion or solution (by dipping and drying, or by spraying with knapsack sprayers)

Source: B. Wisner J. Adams (eds.), Environmental health in emergencies and disasters a practical guide, WHO, 2002, p.159


The Local Group Community Support Officer, through the FCC, may task Council’s Pest and Vector Control Coordinator to deploy Pest and Vector Control teams to enter affected area post-impact (including private land) to undertake surveys and treat where required to reduce the risk of transmissible disease.

Public information to residents on reducing mosquito populations and personal protection may include the Council fact sheet mosquito management on the Sunshine Coast, available on Council’s website.

In an emergency, existing council restrictions on the use of ‘fogging’ with insecticides to reduce insect numbers in residential areas may be lifted to prevent a public health emergency. Attempts will be made to contact all residents on council’s chemical sensitivity register to advise of any ‘fogging’ in their vicinity and advised of appropriate protection methods.

The Sunshine Coast District Disaster Recovery Committee and Local Group Community Support Sub-Group can provide post impact information regarding personal protection and environmental hygiene to the affected community, linked with post-impact assessment teams.

B.8.12 Infectious disease control

Immunisation is the responsibility of Queensland Health and any program delivered by Council EHOs shall be undertaken under the guidance of Queensland Health personnel.

EHOs working under the command of the Local Group Community Support Officer shall:

Reinforce basic hygiene practices to minimise the spread of disease

Undertake surveillance and reporting on public health risks

Provide advice to Queensland Health on any isolation or separation of infected individuals from susceptible groups

Provide advice and assistance to the Sunshine Coast public health unit in the control of suspected disease outbreaks and instigate preventative control

B.8.13 Personal hygiene

The Local Group Community Support Officer shall facilitate the preparation of advice concerning personal hygiene to:

Response agency personnel

Evacuation centre kitchen personnel

Community and business

Public information shall be distributed in accordance with Appendix B.8 Public Information and Warnings sub-plan. Technical content is the responsibility of Sunshine Coast public health unit but may be distributed by Council EHOs.

The Local Group Community Support Officer may provide assistance to the Department during the recovery phase with the approval of the Sunshine Coast District Disaster Recovery Committee.

B.8.14 Disposal of dead stock and animals

The Local Group Community Support Officer or (delegate) shall obtain and then operate under the advice of Queensland Primary Industries and Fisheries Vets to facilitate:

The identification of disposal sites


Appropriate methods of disposal

Collection, transport and burial procedures, and

Inspections on private land based on complaint/information.

B.8.15 Disinfection of buildings

Council EHOs provide advice on the disinfection of premises, including:

Commercial food premises

Homes, and

Other facilities (including evacuation centres, mass feeding centres and ablution facilities).

B.8.16 Decontamination

In a chemical emergency LDC will support the Incident Controller work with relevant agencies (Biosecurity Queensland / QFES (FIRE) / QH) to ensure decontamination facilities and procedures are provided in the field in accordance with workplace health and safety procedures.

B.8.17 Provision of public information

Information related to the transmission of disease shall be provided to the Sunshine Coast Public Health Unit to ensure a coordinated response.

Verbal or written advice to be given by EHOs to residents during outreach visits shall be agreed confirmed with the Incident Controller and Local Group Community Support Officer and noted in writing in advance of the outreach visits.

All public information e.g. pre-formatted public notices or media releases, shall be issued in accordance with Appendix B.8 Public Information and Warnings sub-plan before distribution.


Public Health Sub-Plan


(RESTRICTED DOCUMENT: FOR USE BY SCLDCC DURING ACTIVATION OF SUB PLAN)

Prepare and release media advisories regarding the function of public health.


Public Health Officer:


Contact Numbers

Ph:

Mob:

Fax:

Prepare and release media advisories regarding public health risks.

Commenced


Public Health Officer

Media Liaison Officer SC Public Health Unit

Contact Numbers

Ph:

Mob:

Fax:

Provide advice on public health risks to the affected community and the ICC / LDCC.




Contact Numbers

Ph:

Mob:

Fax:





Provide logistic support to outreach teams.

Commenced




Contact Numbers

Ph:

Mob:

Fax:

Provide logistic support to operational Environmental Health personnel, both in the field and at the LDCC.

Commenced




Contact Numbers

Ph:

Mob:

Fax:

Provide personal protective equipment to Environmental Health personnel and appropriate public health safety information to operational personnel.

Commenced



Logistics Officer

Contact Numbers

Ph:

Mob

Fax:





Undertake surveillance and reporting on public health risks and potential public health risks in the affected community.

Commenced



SC Population Health Unit

Contact Numbers

Ph:

Mob:

Fax:

Facilitate treatment of public health risks in the affected environment (e.g. vector control, disinfection), including Council facilities.

Commenced




Contact Numbers

Ph:

Mob:

Fax:

Maintain ongoing links with the Sunshine Coast District Disaster Recovery Committee.

Commenced


Community Support Officer and Disaster Management Officer

Contact Numbers

Ph:

Mob:

Fax:





Ensure that emergency temporary accommodation post impact has no public health risks.

Commenced



LDC

Contact Numbers

Ph:

Mob:

Fax:


B.9 Public information and Warnings Sub-Plan

B.9.1 Purpose

The purpose of this operational plan is to:

assist in raising community awareness of potential threats;

educating the public as to how best to respond at an individual, household and neighbourhood level in the event of a disaster; and to

ensure the dissemination of accurate, useful and timely information and warnings to the public during disasters or emergencies.

It provides the guidelines for the public awareness and education programs to be undertaken by members of the Local Group and also sets out the process and procedures for issuing warnings and providing advice, before, during and after an event.


All agencies involved in disaster management on the Sunshine Coast have a responsibility for ensuring their part of this operational plan is implemented. The Local Group Media Liaison Officer has the key role in the implementation of this sub-plan.

B.9.3 Context and assumptions of this plan (a) Public awareness and education programs will include material about natural and human

caused disasters.

(b) The Sunshine Coast disaster community awareness and resilience strategy December 2011 implementation will lay the groundwork in the community for the understanding of public information and warnings during disasters. Refer to Appendix G – Community Resilience Strategy.

(c) Public information is information that is given to the public in relation to a current disaster event and will include information about the event, and any recommended actions for the community to take.

(d) Warnings about threats may emanate from different sources, depending upon the event.

(e) Broadcast radio and television will be the primary vehicle for public information alerts and warnings in most events, with the internet, telephone SMS and social media also being used.

B.9.4 Support agencies (a) Local Group members,

(b) Electronic and broadcast media, and

(c) Print and online media.

B.9.5 Public awareness programs

The Local Group pre-event public awareness programs aim to provide long-term public education about awareness of the regions hazards, how to plan actions to protect family and friends and steps that can be taken by the community to increase emergency self-help and resilience.

The Queensland Government provides public awareness information on managing in a disaster situation via the website http://www.disaster.qld.gov.au

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


Public awareness programs are to be based on the Queensland Government’s Get Ready Guide and will be supported by Local Group activities including:

(a) SES group leader lectures;

(b) QFES (FIRE) Bushfire awareness program and website material;

(c) QFES (DM) website and disaster preparedness presentations; and

(d) Sunshine Coast Council website and disaster preparedness presentations.

(e) Australian Red Cross website materials and disaster preparedness presentations

B.9.6 Authorisation of media release

The issuing of public information, alerts or warnings on disaster-related issues to the public will be authorised by the Local Group Media Liaison Officer after consultation with the lead agency, the LDC, and the Local Group Chair.

After activation of the Sunshine Coast District Disaster Plan, any further media releases issued by the LDCC will be made after consultation with the DDC.

B.9.7 Media liaison officer

A senior council officer from each local government area will be appointed as the Media Liaison Officer for that Local Group. That officer or their delegate in liaison with the LDC will coordinate public information and warnings on behalf of the group.

B.9.8 Spokespersons

The actual task of speaking about or providing information to the community regarding the disaster situation and associated threats, will be undertaken by the officer in charge of the lead agency coordinating the response to the event, the DDC, the Mayor of the Sunshine Coast and / or the Local Group LDC, with the support of the Media Liaison Officer.

B.9.9 Information to be released and communicated to community

When a disaster situation threat is increasing and then subsequently during the disaster situation some or all of the following information will need to be communicated to the community:

Nature of the disaster threat and advice about actual situation.

Advice on what precautions to take and what immediate actions may be required.

Location of the (likely) disaster (area affected) and number of people involved.

Continuing hazards.

Environmental impact.

Economic impact.

Agencies involved in response.

Scope of agency involvement and activity and future tasks of agencies.

Extent of estimated public and private damages.

Safety instructions, how to stay safe.

How and where to get personal assistance.

How and where to get information regarding assistance for livestock and companion (pet) animals.


Telephone numbers for donations and methods of donating money.

The Local Group is responsible for determining the content of the information to be released except when the DDMG is activated. Upon activation of the DDMG release of public information shall be discussed with the DDC by the Media Liaison Officer, the LDC and the Char of the Local Group.

The Local Group media liaison officer will reference the Australian government document “Emergency Warnings – Choosing your Words” when preparing emergency public information. This is a national reference document on how to construct emergency warnings for the Australian community.

B.9.10 Regular information bulletins

Regular public information bulletins are to be issued to the community, disseminating emergency instructions and protective actions to the public and are to be timed to coincide with electronic media deadlines, unless specific urgent warnings are to be issued. All information bulletins will also be posted on the lead agencies website.

B.9.11 Information management

All public information is to be coordinated by the Local Group through the LDCC to ensure the timeliness of the message and message consistency in order to avoid lack of action by the community, panic, fear and or confusion resulting from incorrect information, rumours and hearsay.

B.9.12 Documentation

ALL media releases are to be logged, retained and filed with the LDCC records in Guardian.

B.9.13 Media contact list

The media contact list is held by the Local Group Media Liaison Officer.

B.9.14 Emergency warnings and alerts

Emergency warnings are intended to achieve two outcomes:

inform the community of an impending or current threat, and to

promote appropriate responsive actions.

In the event of a potential emergency situation a warning may be issued by any agency that maintains monitoring devices or is the designated lead agency in responding to the potential threat, including the Bureau of Meteorology, the Queensland Police Service, the Sunshine Coast Council or any of the emergency services.

A National - Standard Emergency Warning Signal (SEWS) can be utilised within Queensland to alert individuals of a warning of major emergency. The activation of SEWS is restricted to authorised users at state or federal level only.

The emergency alert system is a national telephone warning system that provides Australian emergency authorities with an enhanced ability to warn the community in the event of an emergency. The warning system is another tool available for organisations to issue emergency warnings. Emergency alerts will be issued via landline and mobile telephones.

The use of the emergency alert system by the LDC and the Media Liaison Officer must follow the processes set out in the Emergency Alert Queensland Operational Guidelines.


All agencies issuing emergency warnings should follow the guiding principles outlined in the Australian Government’s “Emergency Warnings Choosing Your Words” document. These principles are:

Don’t make assumptions

It is a dialogue not a command

Responding to warnings is a process, not a single step

Recipients of the message will have a need to confirm the message before they are likely to take action

Consistency is critical

Accuracy is important

Be as specific as possible

Don’t leave gaps

Use benchmarks if possible

Consider the impact of stress, and

Be aware that some people do not speak English as a first language.

Multi-lingual releases are not considered to be a high priority requirement on the Sunshine Coast as the region’s demographics indicate that for the majority of the community English is their primary language.

The Local Group will alert and warn the community prior to, during and post an emergency using any of the following means:

(a) Media alerts and emergency warnings including the utilisation of commercial radio stations and ABC local radio via their Memorandum of Understanding with the Department of Community Safety.

(b) Personal visit to property by Police, Emergency Services members or council employees.

(c) Letter box drops.

(d) Loud hailer or similar in the street.

(e) Variable messaging signs (fixed and portable).

(f) Agencies on the ground: e. g : Lifeguards.

(g) Internet warnings (additional to other media – see also council web site updates below).

(h) Social Media.

(i) Emergency Alert System.

(j) Customer Contact Centres.

(k) Community Transport Service Operators (e.g. ferry or bus companies), and

(l) Any other means deemed appropriate.

The council website will provide public information about the disaster situation or potential emergency situation. The Media Liaison Officer, in conjunction with the council’s web administrator, is responsible for editing, where necessary, and lodging the contents of any routine updates or situation reports on the council website. The council Web Administrator is to ensure the Local Government Website has capacity to sustain high levels of site visit traffic.

The Media Liaison Officer is also responsible for the drafting of any messages to be lodged on the website and advising the community of imminent threats, changes to threat states, recommended


actions and precautions. These messages (if time permits) are to be reviewed by the Local Group Chair, or the LDC, prior to lodgement on the website, to ensure consistency.

The media liaison officer, with the support of Local Group members, will develop pre-prepared statements / warning or alert messages to assist in dealing with specific hazards such as:

Severe Weather (storm, cyclone, storm tide, East Coast low); Flood;

Dam Failure;

Major Transport Incident (road, air, rail or water);

Fire (urban/commercial/industrial and rural);

Hazardous Material Incident;

Oil Spill at Sea;

Endemic/Pandemic;

Emergency Plant/Animal Disease;

Landslide;

Tsunami; and

Earthquake.

Any of these events may result in the need for evacuation and recovery procedures. Specific pre-prepared evacuation messaging is included in Appendix B.3 Evacuation Sub-Plan.


Public Information and Warnings Sub-Plan



Develop an, Disaster / Emergency Information Dissemination Plan for the disaster / emergency.


LDCC

Responsible Officer


Contact Numbers

Ph

Mob

Fax

The key public spokesperson is to be the Mayor of Sunshine Coast Council.


Local Group

Responsible Officer

Mayor Sunshine Coast

Contact Numbers

Ph

Mob

Fax

Use (in conjunction with relevant member agencies of the Local Group).

pre-formatted public information fact sheets regarding various impacts of the event, and recommended community action.


Local Group and Council

Responsible Officer

Media Liaison Officer and LDC

Contact Numbers

Ph

Mob

Fax

Use pre-printed media information, briefing sheets and web pages.


Council

Responsible Officer


Contact Numbers

Ph

Mob

Fax





Manage relationships with media organisations during the event.


Council

Responsible Officer


Contact Numbers

Ph

Mob

Fax

Determine media release and briefing timetables during disaster and emergency situations.


Local Group

Responsible Officer


Contact Numbers

Ph

Mob

Fax

Establish and maintain liaison with local radio and other media outlets for distribution of community alerts and warnings.


Council

Responsible Officer


Contact Numbers

Ph

Mob

Fax

Develop draft media releases and briefings.


Council

Responsible Officer


Contact Numbers

Ph

Mob

Fax





Prepare and Arrange Emergency Alerts messaging.


Council

Responsible Officer


Contact Numbers

Ph

Mob

Fax

Monitor news coverage for accuracy, currency, completeness and report discrepancies to the LDCC.


LDCC

Responsible Officer

MLO and LDCC staff

Contact Numbers

Ph

Mob

Fax

Maintain a record of all media releases, contacts and activities for the Event Log.


LDCC

Responsible Officer

LDCC Admin. Officer

Contact Numbers

Ph

Mob

Fax

Media contact list is held by the Media Liaison Officer.


B.10 Public Works and Engineering Sub-Plan

B.10.1 Purpose

To provide for the continuity of service of essential water and sewerage services, building inspections, road, rail, bridge and marine facility damage assessment, maintenance or repair, and demolitions and debris clearing as required.


It is the responsibility of the relevant Local Government to see that the functions of this plan are carried out.


A major event may cause extensive damage to property and infrastructure. Roads, public buildings, bridges, marine structures and other facilities may have to be reinforced or demolished to ensure safety.

Damage assessment of the affected area will be required to determine potential workload.

Debris may make streets, roads and highways impassable. Access to affected areas may require the immediate repair of transportation routes. In many locations, it may be necessary to give debris clearance and emergency road repairs top priority to support immediate lifesaving emergency response activities.

Public utilities may be damaged or be partially or fully inoperable.

Sunshine Coast disaster management agencies will have addressed a number of these issues in the planning processes, but for overall coordination purposes, key tasks are identified in this sub-plan.

B.10.4 Introduction

Protection and restoration of infrastructure before, during and after an event is paramount and this sub-plan identifies key resources and assistance that can be deployed.


The following support agencies will be required to provide assistance with infrastructure assessment, maintenance and repairs as a result of the disaster.

Department of Transport and Main Roads – Main Roads

Department of Transport (Maritime Safety Queensland)

Queensland Rail

Q Build

Unitywater

These agencies can be accessed by the LDCC through the DDCC.


B.10.6 Damage surveillance and assessment

In order for repairs to be effected, information regarding the level of damage to infrastructure must be obtained. The provision of surveillance and reporting systems regarding the extent of damage is addressed in Local Plan Appendix B.5 Impact Assessment Sub-Plan.

Central coordinated reporting of the extent of damage is essential, to allow meaningful strategic planning to be undertaken in relation to the coordination of disaster response and recovery operations.

If significant damage has been experienced it is likely that the LDC will need to make a request for assistance to the DDC for the supply of additional qualified personnel e.g. engineers from other local governments through the Council to Council programme.

The early provision of damage repair estimates for NDRRA Claims will be expected, and this can be facilitated by the co-ordination of information in the LDCC. The LDC may determine that additional resources e.g. consultant may be required to assist with progressing this task.

B.10.7 Water supply

The priority for water supply management is:

(a) Emergency restoration of water supply systems and the provision of water for fire-fighting.

(b) Continuity of supply to system customers.

(c) Inspections of water supply facilities.

(d) Liaison with public health officials re safety of supply.

(e) Water restrictions, if required to maintain a reduced supply.

(f) Public information / warnings refer to Local Plan Appendix B.9 Public Information and Warnings Sub-Plan.

B.10.8 Sewerage services

The priority for sewerage disposal management is:

(a) Continuity of service

(b) Inspections of sewerage facilities

(c) Liaison with public health officials re public health implications of the loss of service

(d) Public information / warnings refer to Local Plan Appendix B.9 Public Information and Warnings sub-plan.

B.10.9 Roads, rail and bridges, marine structures

The earliest possible assessment of damage to roads, bridges, traffic control devices, levees, spillways, flood-ways, etc will facilitate the development of a restoration/repair plan. This plan will be cognisant of the response strategies of the FCC and the LDCC.

The restoration/repair response plan shall address the following:

(a) Assessment of damage and emergency repairs to roads, bridges, traffic control devices, marine structures.

(b) Temporary construction of emergency access routes which may include damaged streets, roads, bridges, airfields and any other facilities necessary for passage of rescue personnel.


(c) Restoration of damaged roads, rail and bridges.

(d) Any requirement to close roads whilst repairs are underway and possible identification of alternative routes.

(e) Public information/warnings refer to B.8 Public Information and Warnings Sub-Plan.

(f) Assessment of damage to canals, beaches, wharves, piers, jetties, navigation aids, boat ramps.

(g) Emergency repairs and temporary action to prevent further damage or erosion of beaches that may threaten structures or inundation.

(h) Restoration of damaged wharves, piers, jetties, navigation aids, boat ramps.

(i) The need for additional qualified personnel to enable works to be progressed.

B.10.10 Building inspections

Priority for building management and inspection are the:

(a) Inspection of buildings for structural integrity.

(b) Issue of notices concerning unsafe buildings.

(c) Barricading of unsafe buildings.

(d) Identification of authority and processes for legal demolition.

(e) Identification of buildings requiring demolition or unsafe.

(f) Stabilization of damaged structures and facilities designated as immediate hazards to the public health and safety.

(g) Provision of temporary protective measures to abate immediate hazards to the public for health and safety reasons until demolition is accomplished.

B.10.11 Debris clearance of materials and green waste

In a major event, such as a severe storm, flood, cyclone, or a major building collapse, the removal of debris poses a number of problems. Both building materials and green waste debris will be in abundance, and has to be managed. The following issues are priorities in the clearance of debris:

(a) Coordination of clearance of debris – a structured approach must be taken, to harness the efforts of all concerned, and to ensure alignment with the response strategies of the FCC and the LDCC.

(b) Emergency debris clearance for reconnaissance of damage areas and passage of emergency personnel and equipment.

(c) Implementation of Council’s emergency storage facilities for green, construction and demolition waste plan.

(d) Identification of emergency landfill areas for debris disposal if the arrangements identified above are unavailable. Refer to Local Plan Appendix B.7 Community Health Sub-Plan.

(e) Identification of transport and heavy earthmoving equipment by the FCC logistics officer and / or LDCC logistics cell in conjunction with Local Plan Appendix B.12 Transport Sub-Plan.

(f) Understanding of issues associated with not removing debris for periods of time and its relationship to the personal recovery process.

(g) Understanding of issues associated with debris that was associated with loss of life.

(h) Resolution of insurance issues associated with debris e.g. cars washed away in a flood.


(i) Provision of protective measures to limit further risks to the community throughout the debris removal process.


Public Works and Engineering Sub-Plan



Water Supply

Inspections of facilities. Commenced Responsible Organisation

Unitywater

Responsible Officer

Network Operations Manager

Contact Numbers

Ph

Mob

Fax

Continuity of water supply. Commenced Responsible Organisation

Unitywater

Responsible Officer


Contact Numbers

Ph

Mob

Fax

Determination of alternative water supply.


LDCC

Responsible Officer

Unitywater

Contact Numbers

Ph

Mob

Fax

Emergency restoration of water supply systems and the provision of water for fire-fighting.


ICC and Unitywater

Responsible Officer


Contact Numbers

Ph

Mob

Fax





Liaison with Public Health officials re safety of supply.


ICC

Responsible Officer


Contact Numbers

Ph

Mob

Fax

Water restrictions to maintain some potable water supply.


ICC and Unitywater

Responsible Officer


Contact Numbers

Ph

Mob

Fax

Public information / warnings about Water Supply.


ICC and LDCC

Responsible Officer


Contact Numbers

Ph

Mob

Fax

Sewerage System and Service

Inspections of facilities. Commenced Responsible Organisation

Unitywater

Responsible Officer


Contact Numbers

Ph

Mob

Fax





Continuity of sewerage system service.


Unitywater

Responsible Officer


Contact Numbers

Ph

Mob

Fax

Liaison with Public Health officials re public health implications of the loss of service.


ICC and LDCC

Responsible Officer


Contact Numbers

Ph

Mob

Fax

Public information / warnings about functioning of the sewerage system.


Unitywater

Responsible Officer


Contact Numbers

Ph

Mob

Fax




(RESTRICTED DOCUMENT: FOR USE BY LDCC DURING ACTIVATION OF OPERATIONAL PLAN)

Roads, Rail and Bridges

Assessment of damage to roads, bridges, traffic control devices.


Council /DTMR

Responsible Officer

Manager Civil Works

Contact Numbers

Ph

Mob

Fax

Assessment of damage to rail infrastructure.


Queensland Rail

Responsible Officer

LDCC QR Liaison Officer

Contact Numbers

Ph

Mob

Fax

Temp construction of emergency access routes including damaged streets, roads, bridges, airfields and any other facilities necessary for passage of rescue personnel.


Council / DTMR / Q Build

Responsible Officer

Manager Civil Works / Council EOT / Q Build Liaison Officer

Contact Numbers

Ph

Mob

Fax





Restoration of damaged roads and bridges.


ICC / Council / DTMR

Responsible Officer

Council EOT Liaison Officer

Contact Numbers

Ph

Mob

Fax

Restoration of damaged rail infrastructure.


Queensland Rail

Responsible Officer

LDCC QR Liaison Officer

Contact Numbers

Ph

Mob

Fax

Public information/warnings refer to B.9 Public Information and Warnings Sub-Plan.


LDCC

Responsible Officer


Contact Numbers

Ph

Mob

Fax





Marine Fixtures

Assessment of damage to wharves, piers, jetties, navigation aids, boat ramps.


Council / DTMR / Maritime Safety Qld

Responsible Officer

Manager Civil Works/ SC Area Manager

Contact Numbers

Ph

Mob

Fax

Emergency repairs. Commenced Responsible Organisation

Council / DTMR / Maritime Safety Qld

Responsible Officer

Manager Civil Works / SC Area Manager

Contact Numbers

Ph

Mob

Fax

Restoration of damaged wharves, piers, jetties, navigation aids, boat ramps.


Council / DTMR / QT Marine Safety

Responsible Officer

Manager Civil Works

Contact Numbers

Ph

Mob

Fax





Buildings

Inspection of buildings for structural integrity.


Council /Q Build

Responsible Officer

ICC Liaison Officer

Contact Numbers

Ph

Mob

Fax

Issue of notices concerning unsafe buildings.


SC Council /Q Build

Responsible Officer

ICC Liaison Officer

Contact Numbers

Ph

Mob

Fax

Barricading of unsafe buildings. Commenced Responsible Organisation

Council

Responsible Officer

Council FCC

Contact Numbers

Ph

Mob

Fax





Identification of authority and processes for legal demolition.


Council

Responsible Officer

Contact Numbers

Ph

Mob

Fax

Identification of buildings requiring demolition.


Council / Q Build

Responsible Officer

ICC Liaison Officer

Contact Numbers

Ph

Mob

Fax

Stabilisation and/or barricading of damaged structures and facilities designated as immediate hazards to the public health and safety.


Council

Responsible Officer

Council FCC

Contact Numbers

Ph

Mob

Fax





Debris Clearance

Coordination of clearance of debris. Commenced Responsible Organisation

Council

Responsible Officer

Council IC and EOT

Contact Numbers

Ph

Mob

Fax

Emergency debris clearance for inspection of damage areas and passage of emergency personnel and equipment.


Council

Responsible Officer

Council FCC

Contact Numbers

Ph

Mob

Fax

Identification of emergency landfill areas for debris disposal (in conjunction with Local Plan). Appendix B.8 Community Health Sub-Plan.


Council

Responsible Officer

Deputy LDC

Contact Numbers

Ph

Mob

Fax





Debris Clearance

Identification of transport and heavy earthmoving equipment refer to B.13 Transport Sub-Plan.


ICC and LDCC

Responsible Officer

Logistics Officer

Contact Numbers

Ph

Mob

Fax

Provision of protective measures to limit further risks to the community throughout the debris removal process.


Council FCC

Responsible Officer

Council IC

Contact Numbers

Ph

Mob

Fax

Green waste removal program


Council

Responsible Officer

Council IC and EOT

Contact Numbers

Ph

Mob

Fax


B.11 Rescue Sub-Plan

B.11.1 Purpose

Provide support to communities after a disaster event and to co-ordinate the use of resources in search and rescue in response to an actual or potential disaster condition.


Search coordination is the responsibility of the Queensland Police Service.


Rescue is a function which is addressed on a daily basis by a number of organisations. Rescue as a function of disaster response is an extension of that daily role, and while the intensity and magnitude of the activities may be substantially increased during a major event, the basic principles do not change.

(a) The state rescue policy outlines Queensland’s rescue service, and their specific areas of expertise and responsibility.

(b) All rescue arrangements in place at individual agency level, and agencies in combination, where appropriate, are as outlined in the policy.

(c) These rescue arrangements are guided by standard operating procedures, and are regularly tested both by activation and by exercise.

B.11.4 Introduction

During a major event, circumstances may require the rescue of people and the support rescue agencies and their activation procedure is identified in this plan.

Other isolated situations not related to a specific major event but where land search is required for missing or lost persons.


The support agencies for rescue include:

Australian Maritime Safety Authority (Rescue Coordination Centre);

Queensland Fire Emergency Services (Disaster Management) - Helicopter Rescue;

Queensland Ambulance Service;

Queensland Fire Emergency Services (Fire);

Queensland Police Service;

State Emergency Service;

Sunshine Coast Helicopter Rescue Service (AGL Action Rescue Service);

Sunshine Coast Regional Council Lifeguard Service;

Surf Life Saving Queensland; and

Volunteer Marine Rescue - Coast Guard


B.12 Transport Sub-Plan

B.12.1 Purpose

To coordinate the use of transportation resources to support the needs of the agencies of the Sunshine Coast disaster management system, and other community support groups to enable them to adequately perform their emergency response, recovery and assistance missions.


Passenger Transport coordination is a functional responsibility of Qld Department of Transport and Main Roads (DTMR) at the district level. Coordination of transport for localised evacuations is the responsibility of the Local Group through the LDCC logistics officer working with the LDCC Planning Officer and the Community Support Officer.

Coordination of transport for other purposes e.g. freight is the responsibility of the LDCC Logistics Officer.


The following are the support organisations that may be called upon in the event of a disaster or emergency situation:

(a) Public Transport Contractors;

(b) Private bus lines;

(c) Private transport contractors;

(d) Public sector agencies with suitable heavy vehicles;

(e) Private companies with suitable heavy vehicles;

(f) Taxi Network;

(g) Voluntary agencies with transportation available; and

(h) Queensland Rail (QR).


The provision of transport resources in response to an event requires the maintenance of information about the resources available locally. Information about transport resources included in this section will be developed by the Local Group in liaison with DTMR.

Provision of available passenger transport resources by the LDCC will be made in conjunction with and through the support of DTMR. The assistance and direction of DTMR working at the LDCC will be necessary to coordinate the allocation of public transport resources during a disaster / emergency situation.

B.12.5 Introduction

The mass transport of sections of the community may be required in the event of a disaster / emergency situation. To deal with this requirement the LDCC may need to access local and state transport capabilities.


B.12.6 Maintenance of information

The Local Group will work closely with DTMR to maintain current information about available passenger transport resources.

DTMR will be responsible for maintaining a listing of local passenger transport that is shared at a regular interval with the LDC.

The LDCC logistics officer is to source information about transport freight resources when the LDCC is at Lean Forward or Stand Up Level.

B.12.7 Mass movement of people

In conjunction with SCLDMP Appendix B.3 Evacuation Sub-Plan the identification of evacuation routes will be undertaken by the LDCC planning cell.

The maintenance of those routes will need to be undertaken by Council, DTMR, and Police.

Transportation of work teams into and out of the disaster-affected area will be carried out by respective agencies under the direction of their respective incident controller in liaison with the ICC and the LDCC.

B.12.8 Fuel supplies

The ICC logistics officer and the LDCC logistics officers will maintain information regarding the state of available fuel, during a disaster. The ability to supply fuel may be limited if there is a power failure.

In preparation for an emergency / disaster all the agencies of the Sunshine Coast disaster management system are recommended to refuel their vehicles and plant when the Local Group is placed on standby.

142 Sunshine Coast Local Disaster Management Plan 20124

Transport Sub-Plan OPERATIONAL CHECKLIST (RESTRICTED DOCUMENT: FOR USE BY LDCC DURING ACTIVATION OF OPERATIONAL PLAN)

Prepare and maintain a database of available transport resources, including road and rail.

Commenced Responsible Organisation: DTMR

Responsible Officer Liaison Officer

Contact Numbers Ph Mob Fax

Prepare and maintain a database of bulk fuel suppliers.

Commenced Responsible Organisation: ICC and LDCC

Responsible Officer Logistics Officer

Contact Numbers Ph: Mob: Fax:

Ensure that the ICC and the LDCC are aware of the current situation in relation to fuel availability.


Responsible Officer Logistics Officer


Identify routes suitable for mass evacuation, and determine maximum traffic capacities.


Responsible Officer Police Liaison Officer / LDCC Planning Cell

Contact Numbers Ph Mob Fax

Co-ordinate the provision of transport resources as required for mass evacuation (land based).


Responsible Officer LDCC Planning Cell and Logistics Officer



B.13 Logistics Sub-Plan

B.13.1 Purpose

To develop a process to manage the receipt and delivery of supplies and resupplies, in good condition, in the quantities required, and at the places and time that they are needed.


Sunshine Coast Council is responsible for the implementation of this sub-plan.


Resource management, particularly of material resources, is an area which can cause extreme problems in the response to a major event, unless processes are developed to manage the issue.

‘Convergence’ will occur – this is the situation where resources, both requested and those pushed forward, will start to arrive en masse in the affected area. In smaller events, the issue may be adequately addressed via the Sunshine Coast Council’s normal stores procedures, but larger events will require specific logistics planning and processes to be employed. Donations from the community to assist with the recovery effort will be requested as money donations and donations of goods will be discouraged. It is expected though that there will be donations of goods which will require logistical management effort.

B.13.4 Introduction

The proper and timely acquisition of supplies and resupplies during a disaster is critical to the efficient response to and recovery from the event.

B.13.5 Support agencies and enterprises

The support agencies include:

(a) Queensland Fire Emergency Services (Disaster Management);

(b) State Emergency Service;

(c) Q Build;

(d) Local and national charity organisations and service clubs;

(e) Transport operators;

(f) Private enterprise suppliers; and

(g) Queensland Department of Transport and Main Roads.

B.13.6 Management of logistics

The management of logistics during a disaster event ideally shall be conducted as an extension of Council’s procurement and stores role. In major events, however consideration should be given to out-sourcing the management of logistics, because of the magnitude of the issues involved.

Logistics management must have a firm link with the FCC and the LDCC operational priorities for resource supply (e.g. the provision of generators for fuel distribution, cold stores, etc).

Specialist logistics / stores personnel will be required (often for extended periods) to manage the situation. Both management and warehouse staff will be required, possibly to maintain a 24 hours, 7 days per week service, for a limited period.


B.13.7 Resupply

The supply of essential goods to individuals will fit within three distinctly different categories:

Isolated Community resupply: This type of resupply operation is used when persons residing

in a community have ready access to retail outlets, however the retail outlet, is unable to maintain

the level of essential goods required due to normal transport routes being inoperable as a result of

a natural event or events.

Isolated Rural Properties Resupply: Isolated rural properties are groups of individuals that are isolated from retail facilities due to normal transport routes being inoperable as a result of a natural event or events. This may include primary producers, outstations or small communities that have no retail facilities.

Resupply of Stranded Persons: This type of resupply operation is undertaken to provide essential goods to individuals that are isolated from retail facilities and are not at their normal place of residence. This normally pertains to stranded travellers and campers. (Source: Queensland Government, Queensland Resupply Guidelines Version 2, 2010).

The Queensland Resupply Guidelines document contained in Appendix H provides guidance when planning and conducting resupply operations. Refer also to:

http://disaster.qld.gov.au/Disaster%20Resources/Documents/Resupply%20Guidelines.pdf

B.13.8 Warehousing - identification of suitable premises in the Sunshine Coast area

The following criteria are to be applied when investigating premises for use as logistics warehousing facilities:

(a) Accessibility: Are the premises outside the impacted area?

(b) Availability: Can the premises be diverted from normal use?

(c) Security: Consider the provision of a 24 hour security presence.

(d) Capacity:

covered, secure area for the storage of materials,

open, secure area for the placement of containers, gas cylinders, etc,

large enough hard standing area for ease of movement of heavy vehicles, and

cold storage area for food (may require refrigerated trailers if cold room capacity is insufficient).

(e) Office space: Space to conduct administration support duties.

(f) Information and Communications Technology (ICT) capacity.

(g) Alternative power supply or fittings for generator connection.

(h) Identification of satellite distribution points.

B.13.9 Resource recording / tracking

The Guardian control information management system is used by the LDCC to address the recording and tracking of assets, including items donated. The system can address:

Resources on hand;

Resources ordered;

http://disaster.qld.gov.au/Disaster%20Resources/Documents/Resupply%20Guidelines.pdf


Current location of resources;

Anticipated delivery times (for resources received and dispatched); and

Planned use and requirement for the resources.

This system may initially be an excel spread sheet.

B.13.10 Transportation of freight and resources

The ICC / FCC Logistics Officer and the LDCC Logistics Officer can utilise their pre-qualified supplier listing and other information sources (e.g. Yellow Pages / Google) to identify suitable transport providers, including:

Identification of freight vehicles with self-contained lifting capacity for loading and unloading; and

Provision of forklifts, elevated work platforms for the loading, unloading and internal movement of materials.

B.13.11 Fuel

Priority fuel provision for transport vehicles involved in disaster response is required, which may require specific coordination and management of the fuel supply in the region by the ICC / FCC and the LDCC. Fuel trucks with metered output are likely to be required for the maintenance of fuel supplies to large generators.


Logistics Sub-Plan



Develop Logistics Management Plan.


ICC and LDCC

Responsible Officer

Logistics Officer

Contact Numbers

Ph

Mob

Fax

Identify personnel to operate disaster logistics centres.


ICC and LDCC

Responsible Officer

Logistics Officer

Contact Numbers

Ph

Mob

Fax

Identify premises suitable for use as disaster logistics warehousing facilities.


ICC and LDCC

Responsible Officer

Logistics Officer

Contact Numbers

Ph

Mob

Fax

Develop/implement information management system to record and track movement of resources.


ICC and LDCC

Responsible Officer

Logistics Officer

Contact Numbers

Ph

Mob

Fax


Logistics Sub-Plan



Identify specific transport resources – forklifts, elevated work platforms


ICC and LDCC

Responsible Officer

Logistics Officer

Contact Numbers

Ph

Mob

Fax

Identify specific transport resources – heavy trucks with self-contained lifting capacity


ICC and LDCC

Responsible Officer

Logistics Officer

Contact Numbers

Ph

Mob

Fax


Logistics Sub-Plan



Instigate priority fuel supply planning to ensure continuation of service


ICC and LDCC

Responsible Officer

Logistics Officer

Contact Numbers

Ph

Mob

Fax