Community Disaster Recovery Plan

Transcription

1 DRAFT Community Disaster Recovery Plan September

2 1. Introduction 1.1. About the Plan Disaster Management is identified in Naracoorte Lucindale Council s Strategic Plan under Theme 3, Harmony and Culture - A safe, healthy and diverse community celebrating our similarities and differences. The outcome of the theme is a Healthy and resilient community. The targets are: Participate in emergency management planning and ensure preparedness for natural disasters Continue to be actively involved in ZEMC and contribute to the preparation of ZEMP Develop and implement CERMP This plan details arrangements necessary to undertake disaster recovery within the Naracoorte Lucindale Council Distribution Hard copies of the initial and updated plan will be distributed to: A copy is available on Council s website at Monitoring and Review Naracoorte Lucindale Council is responsible for preparing and updating the Recovery Plan with input from local organisations. This plan will be reviewed every two years on the anniversary of its adoption by Council. 2. About Recovery Planning 2.1. Why plan for recovery Planning for recovery aims to avoid recovery being undertaken in a reactive manner. Formal planning and allocation of responsibility aims to result in community focused and informed decision making at all levels. September

3 The primary focus is to be prepared to commence recovery processes when disasters do occur. Planning for recovery: Ensures there is a consistent and coordinated approach to disaster recovery in the district Demonstrates a commitment for the safety and wellbeing of our community Reduces community consequences following an event Develops relationships between organisations and individuals likely to be involved in recovery activities Builds community resilience to recover from disasters 2.2. Dimensions to recovery planning There are two dimensions to recovery planning: - pre-event plans and community recovery plans. Pre-event plans are part of the emergency risk management process and interface with other emergency plans. They can be prepared at various levels (for example, state, regional, local council, local community) and provide a broad framework and governance for recovery. They establish and strengthen relationships between individuals, communities and organisations that will play a role in the event of an emergency. The pre-event plans are the responsibility of the Zone Emergency Management Committee. For information from the Zone Emergency Management Committee contact the Executive Officer of the Zone Emergency Management Committee at the: SOUTH AUSTRALIAN STATE EMERGENCY SERVICE PO Box 8, NARACOORTE SA Smith Street, NARACOORTE SA 5271 Phone , Fax , Mobile Community recovery plans are tailored specifically for activities following an event. These plans are generally operational plans developed for each event, and define strategies and interventions specific to the affected communities. The plans aim to agree and communicate the short, medium and long-term goals for recovery. The plans need to consider the impact of the event, the location, community demographics and the vulnerabilities of the community. In addition, the existing social networks prior to the event, the culture and the four recovery components need to be considered. Planning must involve the community from the outset. September

4 Community participation in the post-event planning process is critical to identify the specific activities that are required by the community to reestablish community systems and ensure the outcomes of the recovery process are community driven. The community can contribute to planning in a variety of ways, including attendance at local council meetings. The spontaneous public forums that emerge after an event are usually indicative of community concerns. This plan specifically focuses on Community Recovery for events likely to occur in the Naracoorte Lucindale Council. It will define strategies and interventions specific to the affected communities Definition of Recovery Under the Emergency Management Act, 2004, emergency means an event that causes, or threatens to cause: The death of, or injury or other damage to the health of, any person; or The destruction of, or damage to, any property; or A disruption to essential services or to services usually enjoyed by the community; or Harm to the environment, or to flora or fauna. Recovery is defined in the State Emergency Management Plan as: The conduct of human, economic and environmental measures necessary to reestablish the normal pattern of life of individuals, families and communities affected by an emergency, including: a) the restoration of essential facilities and services b) the restoration of other facilities, services and social networks necessary for the normal functioning of a community c) the provision of material and personal needs d) the provision of means of emotional support e) the recovery of the natural environment f) support to assist the recovery of business Recovery can be described as a developmental process that commences with first response, may last for weeks and possibly extends to months or years after an emergency. Recovery starts while response activities are in progress, relying on the systems, information and directions established by response agencies. Recovery efforts tend to gain momentum as the response phase nears completion and become the dominant emergency management activity. September

5 2.4. Disaster Resilience and Recovery The Naracoorte Lucindale Council acknowledges the National Strategy for Disaster Resilience (NSDR) (COAG 2011) which encompasses the process of recovery within a resilience framework. Common characteristics of disaster resilient communities, individuals and organisations are: functioning well while under stress successful adaptation self-reliance and social capacity Resilient communities also share the importance of social support systems, such as neighbourhoods, family and kinship networks, social cohesion, mutual interest groups and mutual self-help groups. A disaster resilient community is one that works together to understand and manage the risks that it confronts. Resilience, in the sense of disaster recovery, is more than recovering to reestablish the normal pattern of life. Recovery within a resilience framework moves beyond relief and reconstruction to incorporating local renewal and adaptation to the post-disaster environment. In this context, recovery is the process of a community adapting to the disaster shock and establishing a new normal Definition of Recovery in a Resilience Framework Therefore, the Naracoorte Lucindale Council defines recovery as: The conduct of human, economic and environmental measures necessary to: 1. re-establish the normal pattern of life of individuals, families and communities affected by an emergency and 2. move beyond relief and reconstruction to incorporating local renewal and adaptation to the post-disaster environment Recovery is the process of a community adapting to the disaster shock and establishing a new normal. Council s objective in the recovery process is to focus on enabling and assisting the disaster affected community to renew, rebuild, adapt and thrive in the new normal. Adapting to the new normal is an integral aspect of recovery planning. In essence recovery should be about betterment, not merely replacement. September

6 2.6. Principles of Operation All planning and implementation of Recovery will be underpinned by the National Disaster Recovery Principles which are: Understanding the context o successful recovery is based on an understanding of the community context Recognising complexity: o successful recovery acknowledges the complex and dynamic nature of emergencies and communities Using community led approaches: o successful recovery is responsive and flexible, engaging communities and empowering them to move forward Ensuring coordination of all activities; o successful recovery requires a planned, coordinated and adaptive approach based on continuing assessment of impact and needs Employing effective communication: o successful recovery is built on effective communication with affected communities and other stakeholders Acknowledging and building capacity: o successful recovery recognises, supports and builds on community, individual and organisational capacity. 3. Administrative Framework 3.1. South Australian Emergency Management Arrangements Emergency management arrangements in South Australia are governed by the State Emergency Management Act, 2004 (the Act). Section 9(1)(b) of the Act requires the State Emergency Management Committee (SEMC) to prepare and keep under review the State Emergency Management Plan (SEMP). The SEMP describes South Australia s emergency management framework. It explains State coordination arrangements and defines the roles and responsibilities of key functions and committees. Emergency management in South Australia uses the comprehensive approach which recognises four types of activities; prevention, preparedness, response and recovery (SEMP p8 c 21). This plan focuses on recovery activities. September

7 3.2. Recovery Planning Recovery planning within the state occurs at a range of levels, including State, involving the State Recovery Committee (formal) Regional, involving the Zone Emergency Management Committee (formal) Local, involving a community or facility recovery plan This Plan has been developed at the Local level Local Government Role in Recovery Planning The Local Government Act 1999, Section 7, Functions of a council, states that the functions of a council include: c) to provide for the welfare, well-being and interests of individuals and groups within its community; d) to take measures to protect its area from natural and other hazards and to mitigate the effects of such hazards; The Naracoorte Lucindale Council is actively engaged in a wide range of community planning processes that include aspects of emergency management for example land management, flood mitigation, community development, environmental protection, fire prevention, building safety, traffic management, economic development and public health. Council has a key role in identifying and understanding the hazards and risks that could impact on the safety and sustainability of the district. Council considers disaster recovery planning to be a shared responsibility between governments, community organisations, businesses and individuals. Council s approach to disaster recovery planning is based on consultation with relevant stakeholders and subject matter experts. Council s objective in the recovery process is to focus on enabling and assisting the disaster affected community to renew, rebuild, adapt and thrive in the new normal. 4. Recovery Strategy 4.1. Components of Recovery There are four components of recovery which are all interdependent of each other; one cannot operate effectively without the others. September

8 The components are: Social environment Infrastructure and the built environment, Economic environment and Natural and cultural environmental The recovery phase of disaster management also involves disaster relief in the provision of immediate shelter, life support and human needs to persons affected by, or responding to, a disaster. For this reason the timely coordinated establishment of disaster recovery strategies is equally as important as, and should be activated in conjunction with, an effective disaster response. Recovery can be a long and complex process which extends beyond immediate support to include repair, reconstruction, rehabilitation, regeneration and restoration of social wellbeing, community development, economic renewal and growth, and the natural environment. Social environment Health and wellbeing of individuals, families and communities Community characteristics including traditions, culture, ethnicity and demographics Mechanisms and resources required to aid in the psychological recovery of the community What government agencies and non-government organisations would be necessary during recovery What financial services and assistance is available to the community and how to access this assistance Infrastructure and the Built Environment Restoration of essential services and structures Community access to services Facilitation of restoration of living conditions and security Prioritising the rebuilding of infrastructure and community lifelines How to integrate arrangements with other agencies Economic Recovery business continuity, industry restoration What impact will the disaster have on key industries, business continuity and job security Who needs to be involved in rebuilding economic viability in the community Management of damaged reputation regionally, nationally and internationally What mechanisms and resources will be required to ensure economic recovery of the community Can industries take advantage of the situation to realign their businesses to higher value products or services September

9 Natural and Cultural Environment Recovery our natural surroundings Identification of issues to be considered in managing environmental damage caused by the disaster Identification of who should be involved in this process. 5. Community Context 5.1. Geography The Naracoorte Lucindale Council is located in the centre of the Limestone Coast region (South East of South Australia). The Council is approximately 300 kilometres from Adelaide and 450 kilometres from Melbourne. The Council encompasses an area of 4,520.1 square kilometres. The district is characterised by a series of stranded dune ranges that rise between 20-50m above interdunal plains. These plains can be inundated over winter and host a variety of internationally recognised wetland systems including the Ramsar listed Bool and Hacks Lagoons. The district also hosts an extensive network of limestone sinkholes and caves, which include the iconic World Heritage listed Naracoorte Caves. September

10 The district includes woodlands and forestry, grassy woodlands, dry heath land and mallee, scattered trees, open water wetlands and rising springs. Underground water is contained within two extensive aquifer systems, an upper, unconfined aquifer and a deeper confined aquifer. The unconfined aquifer is a major source of water for stock and domestic use, irrigated agriculture and for the forestry industry. The confined aquifer is used as the primary water supply for towns in the district and is also an important source of water for irrigation. The western border of the Naracoorte Lucindale Council is also the border between South Australia and Victoria Human Settlement Naracoorte, the main service centre, is a regional hub, offering a broad range of retail, commercial, community and health services and education facilities. The Council district also contains the smaller communities of Lucindale, Hynam, Kybybolite and Frances. Other local communities are Keppoch, The Gap, Cadgee, Binnum, Lochaber, Wild Dog Valley, Stewart Range, Hynam, Mount Light, Laurie Park, Moyhall, Koppamurra, Bool Lagoon, Struan, Joanna, Wrattonbully, Spence, Woolumbool, Avenue Range, Coles, Conmurra and Fox Climate and Weather The district has a Mediterranean climate. Temperatures are cool in winter and mild in summer, the mean annual temperature is 20 C, reaching maxima in January - February and minima in June - July. The mean annual rainfall is 490 mm, with most precipitation occurring in winter Population The official population count from the 2011 Census is 8310, with 51.3% males and 48.7% females. Over recent years there has been an increase in migrants settling in Naracoorte from non-english speaking backgrounds. September

11 5.5. Community Capacity Naracoorte is served by the Naracoorte Hospital and a number of private medical centres. Country Fire Service brigades include: Bool Lagoon Naracoorte Kybybolite Frances Avenue Range Stewarts Range Woolumbool Hynam Cadgee Wrattonbully / Joanna Lochaber Lucindale Spence Callendale 5.6. Industry Naracoorte Lucindale is home to a thriving and vibrant rural economy; featuring beef and dairy cattle, sheep for both wool and meat, and cereal growing. Two large enterprises; Teys Australia abattoir and Mini Jumbuk wool manufacturing centre value add to the primary produce with large grain storage facilities supporting the cereal growing industry. Naracoorte Lucindale Council is central to some of Australia s best wine producing areas with parts of both the Wrattonbully and Padthaway wine regions within the district Public Buildings The Naracoorte Town Hall and Lucindale War Memorial Hall are available for use by the community on days of extreme heat and during a disaster Local Infrastructure The district is serviced by the Riddoch Highway. Naracoorte has an Aerodrome with two runways. Runway 08/26 has a length of 1048m and width of 18m. It is sealed, pavement unrated. This runway receives the most traffic and it has pilot operated lights for night landings. It is used by the RFDS, commercial planes (bank, freight), agricultural and recreational use. According to DPTI, in general aircraft size is limited to MTOW of 5,700 kgs or aircraft with a maximum of 9 passenger seats. Runway 02/20 has a length of 1118m and width of 30m. It is unsealed, is often rough and is prone to damage both in winter when very soft and in summer. Mount Gambier Airport is the only regional facility with commercial air services on a daily basis into and out of Mount Gambier from Melbourne and Adelaide. September

12 A natural gas pipeline (SEAGAS) traverses the district from the Otway Basin in Victoria through Naracoorte and onto Adelaide. 6. Risk Assessment and Recovery 6.1. Identified Hazards The following hazards have been identified as applying to the district: Aircraft accident Animal and plant disease Earthquake Extreme weather Fire Rural or Urban Flood Drinking water contamination Fuel, gas and electricity shortages Hazardous or dangerous materials emergency Human epidemic Information and Communications Technology failure Oil spills inland waters Road/ transport accident 7. Operational Processes 7.1. Recovery Working Group Council will facilitate a Recovery Working Group which will ensure recovery activities are locally driven, reflective of local needs and are well coordinated. In the instance of a disaster the Recovery Working Group will work with the State Recovery Committee, State Recovery Office and the Local Recovery Coordinator. Membership of the Recovery Working Group is based on members of the community self-nominating. Suggested membership of the Recovery Working Group includes representatives from: Community and Service Groups Philanthropic organisations Non-government organisations Education Local government Business Tourism Insurance agencies ZEMC Churches September

13 Health services Emergency Service Agencies (eg police, CFS, ambulance) Industry associations Environment Financial institution Media Migrant Resource Centre Volunteer Resource Centre The membership of the Working Group may change over time reflecting the changing recovery requirements over the short, medium and long term and the evolving dimensions of local recovery operations. Working within point 2.5, Recovery in a Resilience Framework and 2.6, Principles of Operation the Recovery Working Group has roles to play in: 1. planning for recovery prior to a disaster occurring and 2. supporting the implementation of the plan following a disaster 7.2. Planning The Recovery Working Group will: for each of the identified hazards identify, analyse and determine recovery strategies that reflect the community s wishes and address the four major components: o social, o infrastructure and built environment o economic and o natural and cultural environments and determine: o what resources are required to deliver services o how should services be provided o who is best equipped to provide the necessary services o how and when should recovery services be withdrawn promote community ownership of disaster recovery planning and implementation create working relationships and linkages to support disaster recovery liaise and consult with community members to achieve the most effective and appropriate recovery 7.3. Supporting In the instance of a disaster the role of the Recovery Working Group is to: Represent community views, vision and input Advocate on behalf of the affected community Assess the impacts of the event addressing the four major components: social, infrastructure and built environment, economic and natural and cultural environments September

14 Identify and prioritise major areas of recovery in the short, medium and long term Suggests strategies for community participation and partnership in the recovery process Contribute to the development of a communication, public information and media management plan Support the achievement of the most efficient and effective recovery of the affected community Monitor recovery activities Contribute to the development of an exit strategy and transition. Planned and managed withdrawal of external services is essential to avoid gaps in service delivery and the perception of leaving before the task has been completed. Make suggestions for future improvement in order to better prepare for events 7.4. Social Recovery The Working Group will consider recovery in the areas of safety and well-being, physical and psychological health, and social aspects such as: the impact of an event on human and social aspects financial and welfare support information provision and personal support psychological and counselling services ongoing medical and health services public health advice warnings and directions to the community temporary accommodation short term accommodation and repairs to dwellings specialist and outreach services that may be required case management, community development, support and referral to assist affected people, families and groups. the need for a One Stop Shop / Recovery Centre / Relief centre aged and disability support catering children s services material aid volunteer coordination 7.5. Infrastructure and the Built Environment Recovery The Working Group will consider recovery in the areas of residential, commercial and industrial buildings and structures and physical infrastructure (including power, water, telecommunications, transport) such as: adequacy and speedy process of insurance cover assessing damage to housing stock, commercial and industrial buildings and structures, rural structures and infrastructure facilities building safety inspection services and secure damaged buildings and structures September

15 demolition of unsafe buildings and structures repair and rebuilding of housing stock options for temporary accommodation housing related strategies in partnership with relevant organisations disposal of hazardous material, debris etc restoration of sporting facilities and public playgrounds prioritising repair and reconstruction activities where appropriate ensure disaster risk reduction is considered in planning of rebuilding and reconstruction clean up / equipment provision 7.6. Economic Recovery The Working Group will consider recovery in the areas of economic and financial recovery such as: adequacy and a speedy process of insurance cover payments impact on key economic assets employment issues and capacity of local business to operate industry and business recovery plan and implementation strategies in conjunction with local government, relevant State Government agencies, regional economic development organisations and industry bodies financial assistance, access to funds and loans and employer subsidies the impacts of the event on the town s economic viability and develop strategies to minimise the effects on individuals and businesses linkages with job providers and employment agencies to source labour, to reestablish supply chains and joint marketing activities strategies to maximize use of local resources during reconstruction activities support small to medium enterprise (e.g. referral, business assistance) 7.7. Natural and Cultural Recovery The Working Group will consider recovery in the areas of natural and cultural recovery such as: assessment of the event on natural environment (e.g. water quality, ecological impact, pollution) potential environmental issues (e.g. water quality) rehabilitation of natural environment including parks, waterways and wildlife. preservation of community assets (e.g. reserves and parks) mitigation strategies to reduce future impacts on natural environment where appropriate issues of pollution waste management and disposals environmental consequences of clean-up operations animal welfare issues September

16 8. Consultation <LIST WHO & HOW PEOPLE & ORGANISATIONS WERE CONSULTED> September