The Townsville City Council Local Community, Economic, Infrastructure, and Environmental Disaster Recovery Plan

Transcription

1 The Townsville City Council Local Community, Economic, Infrastructure, and Environmental Disaster A sub plan of the Townsville Local Disaster Management Plan Updated June 2014

2 TABLE OF CONTENTS DISTRIBUTION LIST PRELIMINARIES Introduction Plan authority Plan maintenance and amendment References Abbreviations and definitions PURPOSE SCOPE RECOVERY CONTEXT Guiding principles Recovery & Welfare Services National Arrangements State Arrangements Stakeholders in the Recovery Process Geographic area covered by the plan Local Community Support Committee Local Disaster COUNCIL RESPONSIBILITIES AND TASKS BY PHASES Preparation Lean Forward Stand Up Immediate to Short-Term Recovery Medium to Long-Term Recovery Stand-down/Debrief ASPECTS OF RECOVERY Community engagement & consultation Special interest groups Financial Arrangements Insurance Media and public information page 2 of 50 updated June 2014

3 LIST OF APPENDICIES Appendix 1 REFERENCES Appendix 2 ENVIRONMENTAL RECOVERY Appendix 3 ECONOMIC RECOVERY Appendix 4 INFRASTRUCTURE RECOVERY Appendix 5 HUMAN-SOCIAL RECOVERY Appendix 6 STAKEHOLDER CONTACT LISTS Appendix 7 LOCAL COMMUNITY SUPPORT COMMITTEE Appendix 8 FRAMEWORK FOR LONG TERM RECOVERY Appendix 9 FRAMEWORK FOR CO-ORDINATION OF A VOLUNTEER COMMUNITY RECOVERY RESPONSE 47 Appendix 10 - MAP OF TOWNSVILLE AREA 48 Appendix 11 - RECOVERY COORDINATION CENTRE OPERATION page 3 of 50 updated June 2014

4 DISTRIBUTION LIST The following distribution list is included to enable amendments and updates made to this plan to be distributed to those who are required to be aware of it. Copies of this plan, and subsequent updated and amended versions of it, should be distributed to: Members of the District Disaster Management Group Members of the Local Disaster Management Group Members of the District Disaster Recovery Committee Members of the Local Disaster Recovery Committee and Sub-Groups Those individuals and groups involved in this plan s development Those groups identified in this plan as playing a role in local disaster recovery Other relevant local governments (adjoining) page 4 of 50 updated June 2014

5 1 PRELIMINARIES 1.1 Introduction The Townsville City Council - Local Community, Economic, Infrastructure, and Environmental Disaster, referred to in this document as the recovery plan, is an integral part of the Townsville Local Disaster Management Plan. It provides the details of Council s services and processes required to assist the community regain social, economic, environmental, and physical well-being after a disaster event. The plan focuses on Council s role and responsibilities but ale recognises role of various State agencies and community organisations in providing community recovery services, and it takes a cooperative, multi-agency approach to community recovery. The Townsville District Community Recovery Strategy provides the strategic framework for this recovery plan. In accordance with the disaster recovery concepts and principles expressed in the Queensland Recovery Guidelines 2011, this recovery plan recognises four distinct elements of recovery: Human-Social (including psychosocial effects) Infrastructure (services and lifelines) Environment, and Economy (including financial and political considerations, and business continuity) This plan acknowledges that successful community recovery requires attention to all aspects of recovery. As well as recognising these elements, the plan takes a whole-ofcommunity approach and develops strategies which identify agencies and services in these four elements, thus giving the community a high degree of self-determination. 1.2 Plan authority This Plan is prepared under the authority of Townsville City Council as a sub plan of the Townsville Local Disaster Management Plan, and in accordance with the Disaster Management Act 2003, the State. 1.3 Plan maintenance and amendment The Local Disaster Coordinator (LDC) to the Townsville Local Disaster Management Group (TLDMG) is to maintain the Townsville City Council - Local Community, Economic, and Environmental Disaster and is to hold the master copy. The plan is to be formally reviewed after activation for a disaster event; or annually, by the Local Community Support Committee (LCSC). Each year, the LDC is to provide the LDMG with a report on this review. The plan is to be tested periodically to ensure its contents remain relevant and key personnel are reminded of their duties. Major changes to the intent or content of this document must be endorsed by the LDMG on behalf of Council. Between formal amendments, changes to matters of detail (contact lists etc) may be made at any time by the LDC. Amendment action is to be recorded in the table below. Once amendments are approved by the Committee, amendments should be circulated to the Distribution List. page 5 of 50 updated June 2014

6 Amendment No Details of Amendment Amended by Date 1 Original issue Gavin Lyons 28/01/ Annual review Don Gordon 14/02/ EMQ review Libby Davis 04/03/ Update to include volunteer based Don Gordon 21/03/2011 recovery framework 5 Update to reflect QRA content and Don Gordon 01/08/2011 format requirements 6 Adopted LDMG 30/11/ Post-Vincent Activation, and post-local Don Gordon 31/05/2012 government election update 8 Update adopted TCC 26/06/ Annual review Don Gordon 28/05/ Update adopted TCC 25/06/ Annual Review Don Gordon June Update Adopted TCC July 2014 NOTE - *Any person or group receiving amendments to this plan is responsible for replacing the amended pages in their copy of the plan. 1.4 References References are listed at Appendix Abbreviations and definitions CRH Community Recovery Hub TLDCC Townsville Local Disaster Coordination Centre DDC Disaster District Coordinator DDMG District Disaster Management Group DRF EMQ Disaster Relief Funding Emergency Management Queensland MLO Media Liaison Officer LDC Local Disaster Coordinator LDMG Local Disaster Management Group LDMP Local Disaster Management Plan LCSC Local Community Support Committee LRC Local Recovery Coordinator NGOs Non-Government Organisations NDRRA QAS Natural Disaster Relief and Recovery Arrangements Queensland Ambulance Service QFES Queensland Fire and Emergency Service QPS Queensland Police Service SCRH State Community Recovery Committee SDRA State Disaster Relief Arrangements TCC Townsville City Council TDCRC Townsville District Community Recovery Committee TDHSRC Townsville District Human Social Recovery Committee TDCRS Townsville District Community Recovery Strategy RCC Recovery Coordination Centre The following definitions are particular to this plan and are taken from Queensland Recovery Guidelines 2011; page 6 of 50 updated June 2014

7 Disaster Disaster Recovery Event Economic recovery Environmental recovery Disaster is a serious disruption in a community, caused by the impact of an event that requires significant coordinated response by the State and other entities to assist the community to recover from the disruption. Serious disruption means a) Loss of human life or illness or injury to humans b) Widespread or severe property loss or damage c) Widespread or severe damage to the environment d) For the purposes of this document, the terms disaster and emergency will be used interchangeably and be regarded as the same thing Disaster Recovery is the coordinated process of supporting affected communities in the reconstruction of the physical infrastructure, restoration of the economy and of the environment, and support for the emotional, social, and physical well-being of those affected. Event means any of the following; a) A cyclone, earthquake, flood, storm, storm tide, tornado, tsunami, volcanic eruption or other natural happening b) An explosion or fire, a chemical, fuel or oil spill, or a gas leak c) An infestation, plague or epidemic d) A failure of, or disruption to, an essential service or infrastructure e) An attack against the State f) Another event similar to an event mentioned in items a to e Economic recovery includes the coordinated process of supporting affected communities in: a) Assessing impact on key economic assets b) Stimulating the renewal and growth of the economy within the affected areas and the state c) Facilitating business, industry, and regional economic recovery and renewal d) Facilitating business assistance, access to funds and loans and employer subsidies e) Ensuring business and industry groups and affected communities are involved in the decision making process f) Recovering from the intangible effects of an event (eg loss of business confidence and quality of life etc). Environmental recovery includes the coordinated process of supporting affected communities in: a) Identifying and advising on environmental and cultural heritage impacts and risks caused by the event and response operations (eg air quality, water quality, soil and groundwater, landscapes, ecosystems and wildlife, heritage places, and indigenous cultural heritage) b) Rehabilitating, conserving and supporting the natural recovery of impacted (or at risk) terrestrial, aquatic and marine ecosystems, wildlife, landscapes and natural resources c) Recovering and conserving impacted or at risk cultural heritage values and heritage places d) Supporting long term community sustainability needs (eg reinstating environmental protections and page 7 of 50 updated June 2014

8 Human-Social Recovery Infrastructure recovery ecosystem services, and advancing Ecologically Sustainable Development principles in built environment recovery, economic recovery and waste management) includes the coordinated process of supporting affected communities in: a) Community support and restoration of community support services and networks b) Supporting individuals and households c) Social impact needs assessment and monitoring d) Personal support and information e) Physical health and emotional support f) Psychological, spiritual, cultural and social wellbeing support g) Public safety and education support h) Activities that ensure affected communities and interest groups are involved in the decision making process i) Temporary accommodation j) Financial assistance to meet immediate individual needs and uninsured household loss and damage includes the coordinated process of supporting affected communities in: a) Assessing the damage to housing stock, commercial and industrial buildings and structures, rural structures, and infrastructure facilities b) Coordinating building safety inspection services and securing damaged buildings and structures c) Coordinating demolition of unsafe buildings and structures d) Coordinating repair and rebuilding matters of housing stock e) Coordinating disposal of hazardous materials and debris f) Coordinating recovery of utility (eg water, power and telecommunications) infrastructure, which is normally undertaken by infrastructure owners and operators (eg Telstra and Ergon, etc) g) Coordination of public schools and public building infrastructure, sporting facilities and public playgrounds h) Coordinate the restoration of damaged dam structures i) Coordinate recovery of road and other transport infrastructure j) Prioritise repair and reconstruction activities, where appropriate k) Ensuring industry groups and affected communities are involved in the decision making process l) Consider mitigation measures (eg flood risk reduction) when planning for rebuilding and reconstruction page 8 of 50 updated June 2014

9 2 PURPOSE The purpose is to provide a Local for Townsville City Council to enable it to establish services and processes required to assist the community to recover from a disaster event and regain emotional, social, economic and physical well being. The plan outlines a strategic framework for community recovery planning that is consistent with Council s disaster management arrangements and with the Townsville District Community Recovery Strategy (TDCRS). 3 SCOPE The plan provides a framework for Townsville City Council (Council) to manage recovery at local government level following a disaster. The plan: focuses primarily on human/social recovery but acknowledges the broader context of infrastructure, economic and environmental recovery addresses preparedness, immediate, mid-term and long term recovery relates to the community within the geographic area governed by Council outlines Council's roles, responsibilities and key activities during the recovery phases is consistent with and integrated with district level arrangements. 4 RECOVERY CONTEXT Recovery is the coordinated process of supporting disaster-affected individuals, families and communities towards the restoration of emotional, social, economic and physical wellbeing following a disaster. The services typically include provision of information, payment of financial support, and provision of personal and psychological support. Human-Social recovery is one of four elements of recovery along with Infrastructure, Economic and Environmental. All must proceed in parallel for a community to be returned to normal. Environmental Recovery is described at Appendix 2 Economic Recovery is described at Appendix 3 Infrastructure Recovery is described at Appendix 4. Human-Social Recovery is describer in Appendix 5 Recovery operations commence as soon as possible and in parallel with emergency response activities. Recovery may extend for weeks, months or even years - it is concerned with long term issues. page 9 of 50 updated June 2014

10 The key issue initially is the need to coordinate activities and priorities whilst deploying significant resources at a time of stress, dislocation and competing priorities. Further into the recovery phase, recovery is characterised by different rates of recovery for different individuals and groups. Support needs change over time. Special arrangements to manage the disaster consequences are gradually disassembled. Even after the majority of the community is back to functioning normally there will be some who still require assistance. 4.1 Guiding principles Queensland has adopted the National Disaster Recovery Principles, as expressed in the Queensland Recovery Guidelines 2011, which recognise that successful recovery relies on;. Understanding the context; Recognising complexity; Using community-led approaches; Ensuring coordination of all activities; Employing effective communication; Acknowledging and building capacity; Re-establishing resilience as soon as possible after an event. UNDERSTANDING THE CONTEXT Successful recovery is based on an understanding of the community context Recovery should; Appreciate the risks faced by individuals and communities Acknowledge existing strengths and capacity, including past experiences. Be culturally sensitive and free from discrimination Recognise and respect differences Support those who may be more vulnerable; such as people with disabilities, the elderly, children and those directly affected. RECOGNISING COMPLEXITY Successful recovery acknowledges the complex and dynamic nature of events and communities that are impacted by events. Recovery should recognise that: Information on impacts is limited at first and changes over time. Affected individuals and communities have diverse needs, wants and expectations, which are immediate and evolve rapidly. Quick action to address immediate needs is both crucial and expected. Events lead to a range of effects and impacts that require a variety of approaches; they can also leave long-term legacies. Conflicting knowledge, values and priorities among individuals, communities and organisations may create tension. Events create stressful environments where grief or blame may also effect those involved. The achievement of recovery is often long and challenging. Existing community knowledge and values may challenge the assumptions of those outside the community The four functions of recovery (economic, environment, human-social, and infrastructure) often overlap and recovery arrangements must consider the interrelationship between these functions. page 10 of 50 updated June 2014

11 COMMUNITY LED APPROACHES Successful recovery is responsive and flexible, engaging and empowering communities to move forward. Recovery should: Centre on the community to enable those affected by an event to actively participate in their own recovery Seek to address the needs of all affected communities Allow individuals, families, businesses and communities to manage their own recovery Consider the values, culture and priorities of all affected communities. Use, and develop community knowledge, leadership, and resilience. Recognise that communities may choose different paths to recovery. Ensure that specific and changing needs of affected communities are met with flexible and adaptable policies, plans and services. Build strong partnerships between communities and those involved in the recovery process. COORDINATION OF ALL ACTIVITIES Successful recovery requires a planned, coordinated and adaptive approach based on continuing assessment of impacts and needs. Recovery should: Be guided by those with experience using skilled and trusted leadership Reflect well-developed planning and information gathering Demonstrate and understanding of the roles, responsibility and authority of other organisations and coordinate across agencies to ensure minimal service disruption. Be part of an emergency management approach that integrates response and contributes to future prevention and preparedness. Be inclusive, using relationships created before and after the emergency. Have clearly articulated and shared goals based on desired outcomes. Have clear decision making and reporting structure be flexible, taking into account changes in community needs or stakeholder expectations Incorporate planned introduction to and transition from recovery-specific actions and services Focus on all dimensions; seeking to collaborate and reconcile different interests and timeframes. EFFECTIVE COMMUNICATION Successful recovery is built on effective communication with affected communities and other stakeholders. Recovery should: Ensure all communication is relevant, timely, clear, accurate, targeted, credible and consistent. Recognise that communication with a community is two-way and that feedback should be both sought and considered over an extended time. Ensure that information is accessible to all audiences in diverse situations, addresses a variety of communication needs, and is provided through a range of media and channels. Establish mechanisms for coordinated and consistent communication with all organisations and individuals. Repeat key messages because information is more likely to reach community members when they are receptive. page 11 of 50 updated June 2014

12 ACKNOWLEDGING AND BUILDING CAPACITY Successful recovery recognises, supports and builds on community, business, individual and organisational capacity. Recovery should: Assess gaps between existing and required capability and capacity. Support the development of self-reliance Quickly identify and mobilise community skills and resources. Acknowledge that existing resources will be stretched, and that additional resources may be required. Recognise that resources can be provided by a range of stakeholders Understand that additional resources may only be available for a limited period, and that sustainability may need to be addressed Provide opportunities to share, transfer and develop knowledge, skills and training Understand when and how to disengage Develop networks and partnerships to strengthen capacity. RE-ESTABLISHING RESILIENCE Following an event effective recovery arrangements should help re-establish resilience within individuals and communities, and the natural assets that support them, as soon as possible. Recovery should emphasise: Developing strategies (eg community education activities) with individuals, businesses and communities to prepare them for possible events and outlining how they will recover from such events. These strategies and arrangements should be detailed in relevant plans Putting in place the strategies/arrangements described in the relevant plan as soon as possible to ensure a rapid recovery, and to re-establish resilience as soon as possible Engaging communities to build individual skills and trust through the transfer of problem solving and planning skills, and through the development of sustainable networks Working with leaders and their networks to understand what could be improved after an event, to increase an individual s and a community s resilience for the next event. 4.2 Recovery & Welfare Services Recovery and Welfare Services aim to assist individuals and communities to recover from the effects of disasters. Service providers include Commonwealth, State and Local Government agencies along with a selection of NGOs, community based organisations, service clubs, volunteers, and commercial welfare and support agencies. The services required and duration of operations will be dictated by the nature, severity and effect of the particular disaster and based on an LDMG endorsed needs assessment. These services are activated by the LCSC and are coordinated in accordance with the recovery and welfare needs assessment and priorities set by the LDMG. page 12 of 50 updated June 2014

13 Council s broad responsibilities are to coordinate community awareness and public information, to provide referrals to relevant agencies and to work cooperatively with a range of service providers. Council should maintain an on-going assessment of recovery needs and effectiveness. Feedback from service providers is important so that priorities and programs can be adjusted as necessary. The services are discussed at Appendix National Arrangements The Commonwealth Government emergency management arrangements may be activated in a major disaster. This will ensure a national profile and Commonwealth Government assistance (including funding) for the recovery effort. 4.4 State Arrangements The Queensland disaster management arrangements, including committee structures and disaster management plans, are shown in the diagram below. It illustrates the relationships between the Management Group and the Community Recovery Committee at each level; and, the information and reporting channels between levels. It should be noted that district recovery arrangements will only activate when it is evident that the capacity of the local government, funded services, and NGO s has been exhausted and/or are unable to cope with the scale and scope of the recovery required from the disaster. 4.5 Stakeholders in the Recovery Process Recovery is invariably complex, multi-faceted and lengthy. Agencies from all spheres of government and organisations from the community sector and the private sector will all be involved. Stakeholder contact lists are at Appendix 6. page 13 of 50 updated June 2014

14 Queensland Disaster Management Arrangements State Disaster Management Group (SDMG) and State Disaster Coordination Group (SDCG) State Community Recovery Committee (SCRH) STATE LEVEL State Disaster Management Plan (SDMP) State Community Recovery Plan (SCRP) Information and Support Information and Reporting District Disaster Management Group (DDMG) District Community Recovery Committee (DCRH) DISTRICT LEVEL District Disaster Management Plan (DDMP) District Community Recovery Plans (DCRPs) Information and Support Information and Reporting Local Disaster Local Disaster Management Management Group (LDMG) Plan (LDMP) LOCAL LEVEL Local Local Event Specific Community Community Recovery Support Recovery Implementation Committee (LCSC) Plans (LCRPs) Plans Agency Plans page 14 of 50 updated June 2014

15 Recovery at local level is directed by the LDMG. It usually activates the LCSC to oversee recovery and liaise with the TDCRC and/or TDHSRC (if activated). Actions are guided by the Local Disaster, which is a sub-plan of the Local Disaster Management Plan. Community recovery is characterised in the early stages by intense media scrutiny and concurrent action by all spheres of government and a range of other organisations. The private sector, Non-Government Organisations (NGOs) and community based organisations all have a role to play. 4.6 Geographic area covered by the plan The plan covers the community within the Townsville City Council boundaries. See Townsville Local Disaster Management Plan - Appendix 10. Townsville City Council is located in Townsville, North Queensland. Townsville is a coastal city bounded by mountain ranges in a semi-tropical environment and is the administrative centre for the public sector, a major base for the Defence Forces and is the location of James Cook University and Townsville General Hospital. The local government area of Townsville City Council covers 3,726 sq kilometres with a coastline of about 230km extending from Mt Spec in the North, along coastal communities to the Bohle River and continuing south through Cleveland and Bowling Green Bays to the Haughton River. The western boundary of the local government area is the Great Dividing Range. The urban areas of Townsville have been developed primarily along the coastal fringe on the flood plain areas adjacent to the Ross River and Bohle River. There are small several small elevated sites within the developed area including: Castle Hill Mount Louisa Mount Stuart The location of the Great Dividing Range has created many small well-defined catchment areas which have relatively quick run off times (12 hours or less) for rainfall. The major river systems are: Alligator Creek Rural Stuart Creek Industrial Ross River Ross Creek Urban Bohle River Black River Northern beaches Bluewater Creek Urban / Semi Rural Rollingstone Creek Coastal development Total Population = 180,389 (Source: ABS 2011 Census Data) The top industry sectors in the Townsville area are: government administration, defence, education, health and community services retail and wholesale trade manufacturing finance, insurance, property and business services agriculture, forestry and fishing transport, storage and communication services. Source: TCC Social Atlas There is also a large tourism industry in the region which contributes significantly to the local economy. The Port of Townsville is also a major local and international sea port. page 15 of 50 updated June 2014

16 The area is largely a series of coastal communities located on a floodplain and consequently faces major threats to life, property and the environment, primarily associated with monsoonal flooding and cyclones. 4.7 Local Community Support Committee The Local Community Support Committee (LCSC) is the organisation set up by the LDMG to oversee the implementation of this plan and the coordination of Council s recovery activities. The LCSC is a sub committee of the LDMG. It reports to the LDMG and works closely with the District Community Recovery Committee in delivering recovery services to the disaster affected community. The charter and membership of the LCSC are at Appendix Local Disaster This plan is the Townsville City Council - Local Community, Economic, Infrastructure, and Environmental Disaster. It outlines the recovery context, the structural arrangements for recovery and the detailed tasks for each element of Council in the various phases of recovery. 5 COUNCIL RESPONSIBILITIES AND TASKS BY PHASES Council s broad responsibilities in the recovery phase are to: Conduct post-impact assessments and update these Commit its own resources to recovery operations Provide administrative assistance at CRHs Provide referral services and work with a range of service providers Engage and maintain contact with the community during the recovery process Represent the community view on recovery issues in higher forums Provide status reports to the Disaster District, informing them of priorities, assistance required and the effectiveness of recovery measures. Council s detailed responsibilities with regard to CRHs are detailed in a separate plan: Townsville City Council (Community Services Department) Community Recovery Hub Plan (the CRH Plan) Council s detailed tasks in the various phases of recovery are outlined below and allocated to the relevant Committees and Departments. The phases align with those in the Townsville District Disaster Management Plan. page 16 of 50 updated June 2014

17 5.1 Preparation Preparation The Preparation phase is characterised by planning, liaison, community education and public information activities, training, exercises and capacity building. Entity Specific Roles and Responsibilities LDMG Establish and maintain the LCSC Set LCSC priorities annually Ensure appropriate staff are briefed and trained in likely recovery duties Develop a comprehensive emergency management communication strategy LCSC Oversee the development of recovery arrangements (including this plan and the CRH Plan) Periodically test recovery arrangements through exercises and simulations Report status of recovery arrangements to LDMG annually Prepare public information releases Provide a representative to the TDCRC and/or TDHSRC Foster community development activities designed to build community resilience Community & (All Departments) Environment Infrastructure Contribute to development and testing of recovery arrangements; Services Townsville Water o Identify Council facilities suitable for use in Recovery operations and Waste Services o Identify the administrative and system support which may be available for CRHs Planning & Development o Develop a register of volunteers and assistance for use in recovery operations Corporate Services Establish liaison and communication links with Disaster District equivalents and recovery service providers Brief and train staff for recovery duties Conduct public education and capacity building activities which promote community awareness and which will assist recovery Build and maintain contacts and networks for information dissemination to key communication stakeholders such as the media, government representatives and community and government partner agencies Report annually to LCSC on recovery preparations Economic Development Unit In partnership with NQ Enterprise development network, conduct a planning simulation on what are the challenges and strategies to address the recovery stage Develop a data base, in conjunction with LDMG, of banks, insurance agents, accounting firms, recruitment agencies, business consultant s, relevant government agencies Develop network of communication with business agencies, enterprise development network, local economic recovery planning forum, and generic strategies for implementation for insurance, enterprise support services, emergency recruitment procedures and indicative economic stimulation options Design web based business recovery model and promote it widely to community including blog for immediate feedback from business community Annual review the simulation and after the disaster generic planning strategies Annually upgrade the data base of key business agencies page 17 of 50 updated June 2014

18 5.2 Lean Forward Lean Forward The Lean Forward phase covers the period of imminent threat. It is characterised by establishment of liaison and communication links, monitoring the emerging situation and moving to a high state of readiness. Specific event-related planning may commence. Entity Specific Roles and Responsibilities LDMG Prepare to assess community recovery needs Decide if LCSC is to be placed on Stand-by Decide if Disaster District Recovery arrangements are necessary Warn the LCSC members and key staff Notify key stakeholders Authorise/release public information bulletins LCSC Monitor the emerging situation Oversee the establishment of liaison links and testing of communications Provide a liaison staff to the TDCRC and/or TDHSRC Review prepared public information messages Community & Environment Infrastructure Services Townsville Water and Waste Services Planning & Development Corporate Services (All Departments) Review the application of plans to the specific and imminent circumstances (e.g. check likely Evacuation Centres and CRHs) Brief Council staff on the situation, their likely responsibilities and the capabilities of partnering agencies page 18 of 50 updated June 2014

19 Stand Up 5.3 Stand Up (It is assumed the LDMG has already been activated) In this phase the LCSC and this plan are activated by the LDMG. There is a change of priorities for Departments and key persons as the emphasis shifts from core business to preparing to deal with the emerging situation and the consequences of the disaster event. Deliberate recovery planning will commence. Entity Specific Roles and Responsibilities LDMG Activate the LCSC Activate the Determine if District recovery arrangements or support need to be requested from the DDMG via LDMG Call for impact assessments as a matter of priority Activate and brief SES Refine the emergency management communication strategy Provide a spokesperson on recovery issues Authorise the release of public information messages LCSC Conduct the initial LCSC meeting (a suggested agenda is at Appendix 7) Coordinate assessment of immediate recovery needs Advise LDMG: o if local resources are sufficient to manage the human/social aspects of recovery o if not, communicate with District Liaison Officers to source recovery support and in particular to decide whether and which CRHs should be opened (part of determining the recovery model to be used) Maintain contact with key stakeholders in the recovery process Community & Brief Council staff for deployment to CRHs Environment Commence recovery operations Support the opening and operation of CRHs with resources and staff in accordance with the CRH plan Provide staff for referral information services Warn staff to prepare for an environmental assessment Coordinate the collection and distribution of meals and refreshments for staff and community members in the CRHs Establish and operate a general inquiry line Infrastructure Commence recovery operations Services and Deploy infrastructure assessment teams Townsville Water Assess suitability of Council owned CRHs to be opened and Waste Assist with collection, storage and distribution of material aid Services Coordinate the provision of emergency transport Planning & Commence recovery operations Development Collate incoming info from call centre for needs assessment Corporate Commence recovery operations Services Deploy IT resources to support CRHs Finance Unit Commence recovery operations Ensure likely cost recovery options have been identified Corporate Manage the release of key public information messages Communications Coordinate information releases from various agencies and community groups involved in the recovery process, to avoid a media vacuum and negative speculation Liaison point for visiting dignitaries and VIPs Prepare briefing notes to Government officials as required page 19 of 50 updated June 2014

20 5.4 Immediate to Short-Term Recovery Immediate-Short Term Recovery This phase covers immediate relief/recovery service provision to meet identified individual and community needs and to restore services to the level where Local Government and the normal responsible agencies can manage the continuing recovery process. It typically commences some days after the event. It may include establishment of CRHs and the provision of welfare services. Entity Specific Roles and Responsibilities LDMG Review the post-impact assessment of individuals and community recovery needs Set and review recovery priorities Represent the community s recovery needs and interests in other forums (including DDMG) Monitor and report on SES contribution to recovery operations Authorise public information messages related to Council s recovery activities Update and release reports on the status of recovery operations and priorities LCSC Conduct LCSC meetings Monitor community welfare and recovery operations Update the assessment of immediate community welfare needs as necessary Commence an assessment of mid-longer term recovery needs Report to LDMG Coordinate arrangements for the conduct and distribution of local community appeals, donation of material goods and management of spontaneous volunteers Maintain liaison and coordinate local recovery operations with TDCRC and other community recovery service providers Commence planning for longer-term recovery operations TCC Community & Environment TCC Infrastructure Services and Townsville Water and Waste Services Activate plans and deploy staff to commence recovery operations Support the opening and operation of identified CRHs Provide reception and community information staff to support CRH's Coordinate the procurement of public catering at identified CRHs Identify staff to assist with First Aid at identified CRHs Coordinate Council s environmental, ecological and natural area impact assessments Coordinate Council s contribution to environmental, ecological and natural area recovery Engage community members and organisations regarding recovery needs and issues to assist with Outreach Services Operate a general inquiry line Activate plans and deploy staff to provide welfare services Assess suitability of Council owned CRHs to be opened Contribute to an assessment of lifelines and infrastructure Coordinate clean-up activities Conduct infrastructure recovery operations in accordance with LDMG priorities page 20 of 50 updated June 2014

21 TCC Planning & Development TCC Corporate Services Assist with evacuation and relocation of evacuees Coordinate the provision of emergency transport Assist with the assessment of residential buildings Map the assessments of community damage and impacts Coordinate Council s contribution to infrastructure recovery Assist with collection, storage and distribution of material aid Activate plans and deploy staff to provide welfare services Convene business network recovery forum Implementation of immediate disaster recovery teams for business advice and assessment of scale and dimension of disaster and its impact on business and industry Activate web based business recovery model and promote it widely to community including blog for immediate feedback from business community Develop medium term recovery strategies in association with the business network recovery forum Activate plans and deploy staff to provide welfare services Collate incoming public information from call centre staff for needs assessment Contribute to an economic assessment Coordinate Council s contribution to economic recovery Engage community members and organisations on recovery needs and issues TCC Finance Activate plans and deploy staff to provide welfare services Ensure cost recovery measures are implemented TCC Corporate Communications Coordinate, update and release reports on the status of recovery operations and priorities Coordinate information releases from various agencies and community groups involved in the recovery process, to avoid a media vacuum and negative speculation Liaison point for visiting dignitaries and VIPs Promote the work of agencies and volunteers in supporting the recovery effort. Prepare briefing notes to senior Government officials as required page 21 of 50 updated June 2014

22 5.5 Medium to Long-Term Recovery Medium-Long Term Recovery This phase often lasts from weeks to months and after a catastrophic disaster it may last for years. Following major disasters, recovery operations are usually coordinated by a Recovery Task Force. (A Framework for Long Term Recovery is at Appendix 8.) The phase is characterised by restoration of community services in a priority order determined by the Recovery Task Force. While most of the community gradually resumes a normal routine, there are on-going challenges for some individuals and groups. Entity Specific Roles and Responsibilities LDMG Monitor operations of the Recovery Task Force Review and recommend recovery priorities Represent the community s recovery needs and interests in other forums (including Disaster District Committees) Authorise public information messages related to Council s recovery activities Update and release reports on the status of recovery operations and priorities Coordinate the distribution of public appeal monies and other forms of charities Monitor the situation and commence preparations for Standdown/Debrief Phase LCSC Conduct LCSC meetings Monitor recovery operations and report to the Recovery Task Force (via the LDMG) Update the recovery needs assessment as necessary Maintain contact and coordinate local recovery operations with TDCRC and/or TDHSRC and recovery service providers Commence planning for the transition to normal operations and for managing residual recovery issues TCC Community & Environment TCC Infrastructure Services and TCC Townsville Water and Waste Services TCC Planning & Development TCC Corporate Services (All Departments) Tasks as above for Immediate/Short-term Recovery Contribute to exit strategies/handover arrangements Additional tasks as allocated by LCSC Provide information and referral advice to the community regarding service providers who may aid recovery page 22 of 50 updated June 2014

23 5.6 Stand-down/Debrief Stand-down/Debrief The decision to stand-down is taken once most community services have been restored to at least pre-disaster levels. This phase is characterised by a formal declaration, by debriefs of individuals and organisations and recommendations for improving local community recovery procedures and protocols, and by a reversion to normal management arrangements. The resumption of normal operations does not mean all recovery issues have been resolved. Residual recovery issues will be handled under alternate management arrangements. Entity Specific Roles and Responsibilities LDMG Determine the exit strategy Formally advise stakeholders and the community that the recovery phase has ended Authorise public information messages related to Council s recovery activities Direct how residual recovery issues are to be managed Ensure debriefs and post-event reports are completed Arrange a function to mark the end of the event Amend recovery plans and arrangements Direct which mitigation strategies are to be incorporated into future planning LCSC Arrange on-going support for individuals/groups if necessary Coordinate a post-event assessment of recovery activities Coordinate the debrief of all Council staff engaged in recovery operations Brief LDMG and TDCRC on the findings TCC Community & (All Departments) Environment Debrief staff engaged in recovery operations TCC Infrastructure Contribute to a post-event assessment of recovery operations Services and TCC Recommend changes to recovery plans and procedures Townsville Water Recommend mitigation strategies to be incorporated into future and Waste planning Services TCC Planning & Development TCC Corporate Services page 23 of 50 updated June 2014

24 6 ASPECTS OF RECOVERY Experience with many different types of disasters shows there are some major recovery issues which always emerge. These include: Community engagement and consultation Special interest groups Financial arrangements Insurance Media and public information Council s responsibilities with regard to these issues are outlined below. 6.1 Community engagement & consultation The recovery process must have a local community focus. This is done via community engagement and consultation strategies. The purpose is to engage the community and empower them to actively manage their own recovery. Council has a lead role and its responsibilities are to: Ensure all service providers are aware of and respond to Council priorities based on the initial needs assessment and LDMG priorities Initiate public meetings, forums and other means of public consultation and engagement Identify longer-term cultural, environmental and heritage issues Maintain an active presence in CRHs and Outreach Teams if deployed Review the effectiveness of engagement strategies frequently. 6.2 Special interest groups Council has a responsibility to identify special interest groups and ensure their needs are addressed within the LDMG priorities. This may include: Disadvantaged or marginalised people including the homeless, seniors, people with a disability or economically or socially disadvantaged People with specific cultural or spiritual needs People from Aboriginal and Torres Strait Islander communities People from culturally and linguistically diverse backgrounds Itinerant workers and backpackers Tourists and travellers Small businesses, which should be assisted and encouraged to resume their provision of goods and services as soon as is possible The farming community whose productive capacity may have been disrupted Council's responsibilities are exercised via Community Services and Community Development. The responsibilities are to: Ensure all agencies are aware of Council priorities for special interest groups, based on the initial needs assessment and LDMG priorities Ensure staff at CRHs are aware of Townsville's identified special interest groups Report to LDMG (via LCSC) on the effectiveness of recovery measures for special interest groups Represent special interest groups in appropriate forums page 24 of 50 updated June 2014

25 6.3 Financial Arrangements Financial arrangements in the recovery phase are at Appendix Insurance Although limited, Council s responsibilities with regard to insurance are important. They are to: Ensure the industry representatives respond to Council priorities, (including special interest groups) based on the initial needs assessment and LDMG priorities. Ensure space is allocated in CRHs for insurance industry representatives. Ensure residents are aware of and have the opportunity to contact insurance representatives. Notify the community of the role and contact details for the Insurance Ombudsman. 6.5 Media and public information Council Responsibilities Information management is a key function for recovery managers. Effective information management hastens and promotes community recovery. Much of the success of the recovery process will depend on how well Council manages public information and relates recovery issues to the media. Timely and accurate public information limits speculation and rumour. The guiding principles are in the box below. Information is the right of an affected community Information enhances the capacity of an affected community to manage its own recovery Information should be timely, factual and disseminated through a range of communication channels. In the case of events affecting people from non-english speaking backgrounds, this includes provision of information through a range of ethnic media Information should be repeated frequently in the early stages following an event Information needs change during the course of the recovery Information should aid recovery as well as inform Information credibility is enhanced through delivery by a known, credible person or organization Information is the basis for effective decision-making Information management involves gathering, processing and disseminating information Information is needed by disaster workers, managers and authorities, as well as by the affected community. Principles for Effective Recovery Information Management Council must nominate a person to speak on recovery issues usually a Councillor. Council s other responsibilities (exercised by the Public Relations Section) are to: page 25 of 50 updated June 2014

26 Develop a comprehensive public information strategy Prepare community engagement messages, press releases, media targeting and community information about Council recovery activities Collect and collate information from agencies and the affected community Disseminate timely and accurate public information Provide the affected community with advice on recovery priorities, plans and services Foster positive social processes such as bonding between individuals, groups and communities. Consider a range of other community engagement strategies including: o Targeted radio and TV community announcements, o Newsletters o Mail outs, etc o Public notice boards (e.g. in shopping centres) o A recovery web site page 26 of 50 updated June 2014

27 APPENDICES 1 9 page 27 of 50 updated June 2014

28 Appendix 1 REFERENCES Community Recovery Handbook 2 - Building a disaster resilient Australia - AEMI Community Information Directory, Section 8, Emergency Services, Material Aid and Debt Resolution Department of Community Services, Operations Manual Queensland Government Disaster Management Act 2003 Queensland Local Disaster Management Guidelines 2012 Queensland Recovery Guidelines 2011 Townsville City Council Community Directory ( Townsville City Council Emergency Response Plan Townsville City Council (Community Services Department) Community Recovery Hub Plan 2013 Townsville District Disaster Management Plan 2013 TDLMG Community Information and Warnings Sub Plan page 28 of 50 updated June 2014

29 Appendix 2 ENVIRONMENTAL RECOVERY Environmental recovery addresses the impacts of a disaster on the natural environment including topography, hydrology, amenity value, waste and pollution management, biodiversity and ecosystems. Being a major coastal city on a large bay, with significant wetlands and a hot dry hinterland, Townsville has a unique environment. The major environmental considerations for Townsville will depend on the nature and scale of the disaster and its consequences. Some inevitable environmental damage is long lasting and not always immediately obvious.. At the earliest possible time, consistent with safety and the availability of suitable personnel, Executive Manager, Integrated Sustainability Services will arrange for an environmental assessment and will report the results to the LDMG or LCSC. Environmental priorities will be disaster specific but may include: A process for determining environmental restoration priorities; Significant wetland areas; Town Common; Community involvement in the restoration process; Management of hazardous waste (e.g. asbestos); Clearance and disposal of debris; Protection of the native flora and fauna; and Protection of the coastal environmental zone. The LDMG will maintain oversight of the LCSC to ensure that environmental aspects are adequately integrated with plans of other relevant services such as health, restoration of services and infrastructure. The Department of Environment and Heritage Protection (DEHP) is the functional State lead agency for Environmental Recovery. Where there has been widespread or long term environmental damage, the LDMG, through the Disaster District structure may seek the support of State and Commonwealth agencies. page 29 of 50 updated June 2014