Townsville Local Disaster Management Plan VERSION 9.0 October 2015

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1 Version i -

2 Foreword Forward from the Chair of the Local Disaster Management Group Community First The responsibility to keep our city safe lies with all of us. Townsville City Council is committed to playing a key role in achieving community safety for residents and visitors. While Townsville and North Queensland is a beautiful place to live, like any region there is a potential risk for natural disasters such as cyclones, bushfires and flooding. Townsville City Council is strongly committed to educating residents about the natural dangers that can occur in North Queensland and making sure that our community comes first. Through government, private and community partnerships and memberships led by council, the Local Disaster Management Group will continually plan and educate the local community, incorporating the latest experiences and expertise in disaster management to minimise the effects of natural disasters and build community resilience. Cyclones have been a part of life in North Queensland for some time and it can be easy to become complacent. However, an increase in the severity of natural disasters around the globe, including cyclones, tsunamis, bushfires and flooding, is a constant reminder to us all that we need to remain vigilant and prepared. Although we as a community may not be able to prevent disasters and serious events from occurring, we can prepare our community and enhance our resilience to the adverse impact of any threat through effective consultation, education and preplanning. It is a challenge - and a role - this council and the local disaster management group are committed to meeting. Cr Jenny Hill Mayor of Townsville City Council & Chair of Townsville Local Disaster Management Group - ii -

3 Townsville Local Disaster Management Plan VERSION 9. 0 October 2015 Endorsement This plan is recommended for distribution by the Townsville Local Disaster Management Group. Approved for distribution by the Townsville Local Disaster Management Group. Gavin Hammond Local Disaster Coordinator Townsville Local Disaster Management Group Cr Jenny Hill Chair Townsville Local Disaster Management Group Date: 25 / 11 / 2015 Date: 25 / 11 / 2015 Endorsed by the Townsville City Council. Endorsed by the Townsville District Disaster Management Group. Jenny Hill Mayor Townsville City Council Date: / / 2015 Glenn Kachel District Disaster Coordinator Townsville District Disaster Management Group Date: / / 2015 Date of Council Meeting: / / 2015 And Minute No. - iii -

4 The preparation of this Local Disaster Management Plan has been undertaken in accordance with the Disaster Management Act 2003 (the Act), to provide for effective disaster management in the local government area. The plan is endorsed for distribution by the Townsville Local Disaster Management Group. Jenny Hill Mayor Townsville City Council Date: 25 / 11 / iv -

5 Contents Foreword... i Endorsement... iii Contents... v Document Control... x Amendment Control... x Amendment Register... x Distribution... xi Disaster Management Definitions... xi Abbreviations Used in Disaster Management... xix Plan Matrix... xxi Part One - Administration and Governance Authority to Plan Purpose The Disaster Management System in Queensland Purpose of the Disaster Management Plan Objectives Strategic Policy Framework Scope Disaster Management Priorities Townsville City Council Response to Disaster Townsville City Council's Responsibilities under Legislation Integration with Townsville City Council's Corporate and Operational Planning Processes Local Government Development Priorities Review and Assessment Internal Review External Assessment Further Triggers for Review... 9 Part Two - Local Disaster Management Group Terms of Reference Establishment Functions Membership Appointment of Members Accountability and Authority of Members Townsville Local Disaster Management Group Composition v -

6 2.4 Sub-Groups Bushfire Management Working Group Environmental Health Working Group Local Recovery Support Committee Magnetic Island Disaster Management Group Rollingstone Disaster Management Group Shelters and Evacuation Centres Group Townsville and District Health Services Disaster Management Group Transport Working Group Roles and Responsibilities Responsibilities of Principal Local Disaster Management Group Members Local Disaster Management Group Functional Register Organisational Responsibilities Duties of the Townsville Local Disaster Management Group Duties of the Working Groups Induction Meetings Schedule Quorum Reporting Part Three - Disaster Risk Assessment Community Context Introduction Geography Area Topography River Systems Geology Vegetation Population and Demographics Population Population Breakdowns Percentage of Population where Language Other Than English Is Spoken within the Home (By Language Spoken) Community Vulnerability Assessment / Socio-economic Indicators Community Resilience Population Growth Tourism Economics and Industry Principal Components of the Economy Government Administration, Defence, Education, Health and Community Services Business/Industry Natural Resources Mining and Mineral Processing vi -

7 Agriculture Transport Employment by Industry Critical Infrastructure and Essential Services Critical Facilities Sensitive Areas Dwellings Lifeline Infrastructures Power Water Supply and Sewerage - General Water Supply Sewerage Communications Roads Rail Airport Port of Townsville Logistics Facilities Public Buildings, Spaces and Events Hazards Climate and Weather Hazardous Sites Hazard Analysis Storms / Cyclones and Flooding Landslides Bushfires Earthquakes Epidemics Emergency Animal Disease Exotic Plant Disease Tsunami Major Infrastructure Failure Dam Failure Hydrocarbons/Chemical/Hazardous Materials/Oil Spills Risk Assessment Evaluation Criteria Risk Comparison Risk Treatment Responsible Governance Enterprise Wide Risk Management All Hazards Studies Risk Register Part Four - Capacity Building Community Education Training vii -

8 4.2.1 TLDMG Members Council Staff incl. Local Disaster Coordination Centre Group Exercises Local Disaster Coordination Centre Exercises Full Local Disaster Management Group Exercises Operational Plan Exercises Exercise Evaluation Post-Disaster Review Part Five - Response Strategy Warning Notification and Dissemination Activation Local Disaster Coordination Centre Concept of Operations for Response Operational Reporting Situation Reports (SitReps) State Updates Financial Management Media Management Accessing Support and Allocation of Resources Disaster Declaration Impact Assessment Process Establishment of Forward Command Post Resupply Management of Volunteers Management of Donations Hazard Specific Arrangements Part Six - Recovery Strategy Recovery Sub Plan Scope Functions of Recovery Parameters and Constraints Part Seven - Local Disaster Management Sub Plans Operational Sub Plans (as at 28 September 2015) Stakeholder Agreements Capability Statements Annexure Index Annexure A - Distribution List viii -

9 Annexure B - Townsville Local Disaster Management Group Contact List Annexure C - Priority Power Restoration List Annexure D - Hazard Studies in Townsville Area Annexure E - Community Consultation List Annexure F - TLDMG Queensland Disaster Management Training Register Annexure G Exercise Evaluation Reporting Template Annexure H Post-Disaster Review Templates Annexure I - Local Levels of Activation for Response Arrangements Annexure J - Local Levels of Activation for Recovery Arrangements Annexure K - Capability Statements ix -

10 Document Control Amendment Control The Townsville Local Disaster Management Plan is a controlled document. The controller of the document is the Townsville Local Disaster Coordinator (LDC). Any proposed amendments to this plan should be forwarded in writing to: Executive Manager, Environmental Health Townsville City Council PO Box 1268 Townsville, QLD 4810 The LDC may approve inconsequential amendments to this document. The LDC will ensure that any changes to the content of the document will be submitted to the Townsville Local Disaster Management Group (TLDMG) for approval and be endorsed by the Townsville City Council. A copy of each amendment will be forwarded to those identified in the distribution list. On receipt, the amendment is to be inserted into the document and the Amendment Register updated and signed. Amendment Register Amendment Plan Updated Version No. Issue Date Inserted by Action Date 01 Initial Plan June 2005 Allen Morris Initial Plan 24 June February 2008 Allen Morris Post-Amalgamation Review February November 2008 Allen Morris New Guidelines 25 November November 2009 Allen Morris Annual Review 24 November June 2011 Allen Morris 06 October 2012 Allen Morris 07 June 2013 Allen Morris Annual Review and New Guidelines Annual Review and New Guidelines November 2012 Audit and New Guidelines 21 June October June October 2014 Allen Morris Annual Review 6 October x -

11 09 October 2015 Gavin Hammond Annual Review 15 October 2015 Distribution Distribution of this plan is controlled by maintaining two (2) versions of each document one (1) containing personal details and one (1), where personal details have been removed. The Townsville Local Disaster Management Group ensures compliance to the Information Privacy Act 2009 by allowing only the version, which excludes personal details, to be made available to the public. This plan has been distributed in accordance with the distribution list at Annexure A. Disaster Management Definitions Advisor A person invited to participate in the business of a disaster management group in an advisory capacity on an as-required basis. Alert A heightened level of vigilance due to the possibility of an event in the area of responsibility. No action is required however the situation should be monitored by someone capable of assessing the potential of the threat. Chair The person appointed by the local government as the Chair of the Local Disaster Management Group. Chief Executive The Chief Executive of the department, as referred to in the Disaster Management Act 2003, is currently the Director-General of the Department of Community Safety. Community A group of people with a commonality of association and generally defined by location, shared experience or function. Community Resilience The adaptive capacity of its members to respond to and influence the consequences of disasters to continue an acceptable level in functioning and structure (Adapted from the United Nations International Strategy for Disaster Reduction: 2002 and The Community Resilience Manual, Canada, 2000). Consequence The outcome of an event or situation expressed qualitatively or quantitatively, being a loss, injury, disadvantage or gain. Command The direction of members and resources of an agency in the performance of the agency's roles and tasks. Command operates vertically within an agency. Relates to - xi -

12 single agencies. Control The overall direction of the activities, agencies or individuals concerned. Control operates horizontally across all agencies, functions and individuals. Relates to situations. Coordination The bringing together of organisations to ensure effective disaster management before, during and after an event. It is primarily concerned with systematic acquisition and application of resources (people, material, equipment, etc.) in accordance with priorities set by disaster management groups. Coordination operate horizontally across organisations and agencies. Coordination Centre A centre established at State, District or Local level as a centre of communication and coordination during times of disaster operations - e.g. SDCC- State Disaster Coordination Centre, DDCC- District Disaster Coordination Centre, LDCC- Local Disaster Coordination Centre. Deputy Chair The person appointed by the local government as the Deputy Chair of the Local Disaster Management Group. Disaster A serious disruption in a community, caused by the impact of an event that requires a significant coordinated response by the State and other entities to help the community to recover from the disruption (Disaster Management Act 2003) Disaster District Part of the state prescribed under a regulation as a disaster district. Disaster Management Arrangements about managing the potential adverse effects of an event, including, for example, arrangements for mitigating, preventing, preparing for, responding to and recovering from a disaster (Disaster Management Act 2003) Disaster Management Functions The services essential to managing the impacts and consequences of an event. Disaster Mitigation The taking of preventative measures to reduce the likelihood of an event occurring or, if an event occurs, to reduce the severity of the event (Disaster Management Act, 2003) Disaster Operations Activities undertaken before, during or after an event happens to help reduce loss of human life, illness or injury to humans, property loss or damage, or damage to the environment, including, for example, activities to mitigate the adverse effects - xii -

13 of the event (Disaster Management Act 2003) Disaster Preparedness The taking of preparatory measures to ensure that, if an event occurs, communities, resources and services are able to cope with the effects of the event (Disaster Management Act, 2003) Disaster Research May be broadly understood as a systematic inquiry, before and after a disaster, into a relevant disaster management problem (COAG, Natural Disasters in Australia: Reforming mitigation, relief and recovery arrangements: 2002) Disaster Response The taking of appropriate measures to respond to an event, including action taken and measures planned in anticipation of, during and immediately after an event to ensure that its effects are minimised and that persons affected by the event are given immediate relief and support (Disaster Management Act, 2003) Disaster Response Capability The ability to provide equipment and a suitable number of persons, using the resources available to the local government, to effectively deal with or help another entity to deal with an emergency situation or a disaster in the local government's area (Disaster Management Act 2003, S80 (2)). Disaster Response Operations The phase of disaster operations that relates to responding to a disaster (Disaster Management Act, 2003) Disaster Recovery The taking of appropriate measures to recover from an event, including action taken to support disaster affected communities in the reconstruction of infrastructure, the restoration of emotional, social, economic and physical wellbeing, and the restoration of the environment (Disaster Management Act, 2003) Disaster Recovery Operations The phase of disaster operations that relates to recovering from a disaster (Disaster Management Act, 2003) Disaster Relief The provision of immediate shelter, life support and human needs of persons affected by, or responding to, an emergency (COAG, Natural Disasters in Australia: Reforming mitigation, relief and recovery arrangements: 2002) Disaster Risk Assessment The process used to determine risk management priorities by evaluating and comparing the level of risk against predetermined standards, target risk levels or other criteria (COAG, Natural Disasters in Australia: Reforming mitigation, relief and recovery arrangements: 2002). Incorporates the processes of risk identification, risk analysis and risk evaluation - xiii -

14 (ISO Guide 73:2009 Risk management Vocabulary) District Disaster Coordinator (DDC) A person appointed under the Disaster Management Act 2003 who is responsible for the coordination of disaster operations in the disaster district for the District Disaster Management Group. District Disaster Management Group The group established under the Disaster Management Act 2003 to provide coordinated State government support and resources to the Local Disaster Management Group. District Disaster Management Plan A plan prepared under the Disaster Management Act 2003 that documents planning and resource management to counter the effects of a disaster within a disaster district. Emergency Preparedness A state of readiness, which enables Government agencies involved in disaster management, the private sector, communities and individuals to mobilise, organise, and provide relief measures to deal with an impending or current disaster or the effects of a disaster. Event Any of the following: (a) A cyclone, earthquake, flood, storm, storm tide, tornado, tsunami, volcanic eruption or other natural happening; (b) bushfire; (c) an explosion or fire, a chemical, fuel or oil spill or a gas leak; (d) an infestation, plaque or epidemic; (e) a failure of, or disruption to, an essential service or infrastructure; (f) an attack against the State; (g) another event similar to an event mentioned above. An 'event' may be natural or caused by human acts or omissions (Disaster Management Act 2003, S16 (1) & (2)). Executive Officer DDMG A person appointed to the position of Executive Officer to the District Disaster Management Group by the Commissioner, Queensland Police Service. Executive Team The Chair, Deputy Chair and Local Disaster Coordinator of a local group. Functional Lead Agency An agency allocated responsibility to prepare for and provide disaster management function and lead organisations that provide support roles. Guidelines Guidelines are developed under s63 of the under the Disaster Management Act 2003 to inform the SDMG, DDMGs and local governments about the preparation of - xiv -

15 disaster management plans, matters to be included in disaster management plans and other appropriate matters about the operation of a DDMG or LDMG. Hazard A source of potential harm, or a situation with a potential to cause loss (Emergency Management Australia, 2004). Incident Day-to-day occurrence which is responded to by a single response agency, or in cooperation with other response agencies. Lean Forward An operational state prior to stand up characterised by a heightened level of situational awareness of a disaster event (either current or impending) and a state of operational readiness. Disaster coordination centres are on standby; prepared but not activated. Level of Risk Expression of the severity of a risk derived from consideration of likelihood the event will occur and the potential consequence that may arise. Likelihood An expression of how likely it is that a specific hazard will occur within a given time frame. It is used as a qualitative description of probability or frequency. Local Disaster Coordinator (LDC) A person appointed under the under the Disaster Management Act 2003 who is responsible for the coordination of disaster operations for the Local Disaster Management Group. Local Disaster Management Group (LDMG) The group established under the under the Disaster Management Act 2003 to manage disaster planning and operations on behalf of the local government. Local Disaster Management Plan A plan that documents arrangements to manage disaster planning and operations within the local government area of responsibility. Mitigation Measures taken in advance of a disaster, aimed at decreasing or eliminating its impact on society and the environment (Australian Emergency Management Glossary, 1998). Planning Process of developing arrangements for coordinating a response and establishing priorities, duties, roles and responsibilities of different individuals and organisations, including an actual state of preparedness. Post-disaster Assessment Addresses performance during and the risks revealed by a disaster event in order to improve future development of mitigation measures. Post-disaster assessment forms part of continuous improvement of the whole system (Adapted from COAG, - xv -

16 Natural Disasters in Australia: Reforming mitigation, relief and recovery arrangements: 2002) Preparedness Measures to ensure that, should an emergency occur, communities, resources, and services are capable of coping with the effects (Australian Emergency Management Glossary, 1998). Prevention Measures to eliminate or reduce the incidence or severity of emergencies (Australian Emergency Management Glossary, 1998). Primary Agency An agency allocated responsibility to prepare for and respond to a specific hazard based on their legislated and/or technical capability and authority. Queensland Disaster Management Arrangements Whole-of-government arrangements to ensure the collaborative and effective coordination of planning, services, information and resources for comprehensive disaster management. Reconstruction Actions taken to re-establish a community after a period of rehabilitation subsequent to a disaster. Actions would include construction of permanent housing, restoration of all services and complete resumption of the pre-disaster state (Australian Emergency Management Glossary, 1998). Recovery The taking of preventative measures to recover from an event, including action taken to support disaster-affected communities in the reconstruction of infrastructure, the restoration of emotional, social, economic and physical wellbeing, and the restoration of the environment (Disaster Management Act, 2003). Rehabilitation The operations and decisions taken after a disaster, with a view to restoring a stricken community to its former living conditions, whilst encouraging and facilitating the necessary adjustments to the changes caused by the disaster (Australian Emergency Management Glossary, 1998). Relief The provision of immediate shelter, life support and human needs of persons affected by or responding to, an emergency. Residual Risk The risk remaining after risk treatment. Residual risk can contain unidentified risk. Residual risk can be known as retained risk (AS/NZS ISO 31000:20009 Risk Management Principles and guidelines). Response Measures taken in anticipation of, during, and immediately after an emergency to - xvi -

17 ensure its effects are minimised (Australian Emergency Management Glossary, 1998). Risk The effect of uncertainty on objectives (ISO Guide 73:2009 Risk management Vocabulary) Risk Control That part of risk management which involves the provision of policies, standards and procedures to eliminate, avoid or minimise adverse risks facing a community; Risk Identification The process of finding, recognising and describing risks (ISO Guide 73:2009 Risk management Vocabulary) Risk Management Coordinated activities to direct and control a community or organisation with regard to risk (Adapted from ISO Guide 73:2009 Risk management Vocabulary) Risk Management Process The systematic application of management policies, procedures and practices to the activities of communicating, consulting, establishing the content and identifying, analysing, evaluating, treating, monitoring and reviewing risk (ISO Guide 73:2009 Risk management Vocabulary) Risk Reduction Risk treatments that deal with negative consequences (ISO Guide 73:2009 Risk management Vocabulary) Risk Register A list of risk statements describing sources of risk and elements at risk with assigned consequences, likelihoods and levels of risk. Risk Transfer Shifting the responsibility or burden for loss to another party through legislation, contract, insurance or other means. Risk transfer can also refer to shifting a physical risk or part thereof, elsewhere Risk Treatment A process to modify risk. Risk treatment can involve avoiding the risk by deciding not to start or continue with the activity that gives rise to the risk; taking or increasing the risk in order to pursue an opportunity; removing the risk course; changing the likelihood; changing the consequences; sharing the risk with another party or parties; and retaining the risk by informed decision (ISO Guide 73:2009 Risk management Vocabulary) Risk Treatment Options (Strategies) Measures contained within mitigation, preparedness, response and recovery programs that aim to eliminate or drastically reduce the level of risk. Review To inspect officially and in a formal, systematic way so as to ensure the currency, relevance and accuracy of plans, arrangements and associated documents, - xvii -

18 Serious Disruption Serious disruption means: loss of human life or illness or injury to humans; or widespread or severe property loss or damage; or widespread or severe damage to the environment; (Disaster Management Act 2003, S13 (2)). Stand Down Transition from responding to an event back to normal core business and/or recovery operations. There is no longer a requirement to respond to the event and the threat is no longer present. Stand Up The operational state following lean forward whereby resources are mobilised, personnel are activated and operational activities commenced. Disaster coordination centres are activated. State Disaster Coordinator A person appointed under the Disaster Management Act 2003 who is responsible for the coordination of disaster response operations for the State Disaster Management Group. State Disaster Management Group (SDMG) Queensland body responsible for the development of disaster management policy and coordination of resources necessary to ensure that all steps are taken to plan for and counter the effects of disasters within the State. State Disaster Management Plan A planning tool for disaster managers which provides an overview of Queensland s disaster management arrangements, including agency roles and responsibilities. State Recovery Coordinator A person appointed under the Disaster Management Act 2003 who is responsible for the coordination of disaster recovery operations for the State Disaster Management Group. Vulnerability The conditions predetermined by physical, social, economic and environmental factors or processes, which increase the susceptibility of a community to the impact of hazards (National Emergency Risk Assessment Guidelines) Warning Dissemination to the public of messages signalling imminent hazards, which may include advice on protective measures. - xviii -

19 Abbreviations Used in Disaster Management ADF AEMI BoM CCC COAG CSMAC DCS DCCDS DDC DDCC DDMG DDMP DM DM Portal DNRM EMA EPA FCP GIS Guidelines HazMat IGEM IMT LCSC LDC LDCC LDMG LDMP LRC LRG MSQ NDRP NDRRA NDRMSP PPRR QAS QCCAP Australian Defence Force Australian Emergency Management Institute Bureau of Meteorology Australian Government Crisis Coordination Centre Council of Australian Governments Community Services Ministers' Advisory Council Department of Community Safety Department of Communities, Child Safety and Disability Services District Disaster Coordinator District Disaster Coordination Centre District Disaster Management Group District Disaster Management Plan Disaster Management Queensland Disaster Management Portal Department of Natural Resources and Mines Emergency Management Australia Environmental Protection Agency Forward Command Post Geographic Information System Disaster Management Planning Guidelines Hazardous Materials (in the context of emergency response) Inspector General of Emergency Management Incident Management Team Local Community Support Committee Local Disaster Coordinator Local Disaster Coordination Centre Local Disaster Management Group Local Disaster Management Plan Local Recovery Coordinator Local Recovery Group Maritime Safety Queensland Natural Disaster Resilience Program Natural Disaster Relief and Recovery Arrangements Natural Disaster Risk Management Studies Program Prevention, Preparedness, Response, Recovery Queensland Ambulance Service Queensland Coastal Contingency Action Plan - xix -

20 QDMA Queensland Disaster Management Arrangements QFES Queensland Fire and Emergency Services QPS Queensland Police Service Q-Rail Queensland Rail SC3 State Crisis and Communications Centre SDC State Disaster Coordinator SDCC State Disaster Coordination Centre SDCG State Disaster Coordination Group SDMC State Disaster Mitigation Committee SDMG State Disaster Management Group SDMP State Disaster Management Plan SDRA State Disaster Relief Arrangements SES State Emergency Service SESC State Emergency and Security Council SEWS Standard Emergency Warning System SITREP Situation Report SOPs Standard Operating Procedures SPF Disaster Management Strategic Policy Framework SRC State Recovery Coordinator SRG State Recovery Group the Act Disaster Management Act 2003 the Minister The Minister for Police and Community Safety TCC Townsville City Council TDDC Townsville District Disaster Coordinator TDDCC Townsville District Disaster Coordination Centre TDDMG Townsville District Disaster Management Group TLDCC Townsville Local Disaster Coordination Centre TLDMG Townsville Local Disaster Management Group TLDMP Townsville Local Disaster Management Plan TMR Transport and Main Roads TRS Tropical Regional Services (Queensland Health) VCRCG Volunteering Community Recovery Coordination Group VNQ Volunteering North Queensland XO Executive Officer - xx -

21 Townsville Local Disaster Management Plan VERSION 9. 0 October 2015 Plan Matrix - xxi -

22 Part One - Administration and Governance 1.1 Authority to Plan The Townsville Local Disaster Management Plan has been prepared by the Townsville Local Disaster Management Group in accordance with the Disaster Management Act 2003 Section 57(1) to ensure the effective coordination of resources necessary to counter the effect of disasters within the Townsville City Council area. This plan is developed using the National Emergency Risk Assessment Guidelines, the Australian/New Zealand Standard AS/NZS ISO 31000:2009 Risk management Principles and guidelines and the Department of Community Safety Qld Disaster Management Planning Guidelines to effectively identify, analyse and treat risks faced by the local community. This plan is prepared using the Queensland Local Disaster Management Guidelines September 2012 and ensuring integration with the District Disaster Management Plan and the State Disaster Management Group strategies. 1.2 Purpose The Disaster Management System in Queensland - 1 -

23 1.2.2 Purpose of the Disaster Management Plan This plan details the arrangements within the Townsville City Council local government area to plan and coordinate capability in disaster management and disaster operations. The purpose of the plan is: To operationalise council s policies in relation to disaster management, through the formation and maintenance of the Local Disaster Management Group; To ensure the Local Government and the Local Disaster Management Group comply with their disaster management obligations under the Disaster Management Act 2003; To meet council s obligation to ensure a well-informed community regarding tropical weather and provide a safer environment; For other purposes related to disaster management that the Local Government might determine. 1.3 Objectives The objective of the Townsville Local Disaster Management Plan is to facilitate the implementation of effective and efficient disaster management strategies and arrangements. In accordance with section 57 (2) of the Act, the plan must include provisions for the following: (a) The development, review and assessment of effective disaster management for the local government area including arrangements for mitigating, preventing, preparing for, responding to and recovering from a disaster; (b) Compliance with the State Disaster Management Group s (SDMG) Strategic Policy Framework, the State Disaster Management Plan, the Local Disaster Management Guidelines, and any other Guidelines relevant to local level disaster management and disaster operations; (c) The roles and responsibilities of entities involved in disaster operations and disaster management in the area; (d) The coordination of disaster operations and activities relating to disaster management performed by the entities mentioned in paragraph (c); (e) Events that are likely to happen in the area; (f) Strategies and priorities for disaster management for the area; (g) The matters stated in the disaster management guidelines as matters to be included in the plan; (h) Other matters about disaster management in the area the local government considers appropriate. The plan will address and provide prevention and preparedness strategies through mitigation and education programs for the local community as well as addressing response and recovery procedures

24 1.4 Strategic Policy Framework Disaster management and disaster operations in the Townsville local government area are consistent with the Disaster Management Strategic Policy Framework assessment. The Framework is based on eight (8) elements, being: (a) Research (b) Policy and Governance (c) Risk Assessment (d) Mitigation (e) Preparedness (f) Response (g) Relief and Recovery (h) Post-Disaster. This is achieved by: ensuring a comprehensive, all hazards, all agencies approach by achieving the right balance of prevention, preparedness, response and recovery supporting the mainstreaming of disaster preparedness and mitigation into relevant areas of activity of government, non-government, small business and corporations aligning disaster risk reduction, disaster mitigation, disaster resilience and climate change adaptation policy and actions with international and national reforms promoting a transparent, systematic and consistent approach to disaster risk assessment and management, based on the Australian/New Zealand Standard AS/NZS ISO 31000:2009 Risk management Principles and guidelines recognising the commitment of stakeholders and the need for collaboration across all levels of government, community, industry, commerce, government owned corporations, private and volunteer organisations, and local communities in all aspects of disaster management emphasising building and maintaining sincere relationships, trust, teamwork, consultative decision-making and shared responsibilities among stakeholders promoting community resilience and economic sustainability through disaster risk reduction. 1.5 Scope This plan details the arrangements necessary to undertake disaster management within the Townsville City Council local government area. This area adjoins Hinchinbrook Shire Council to the - 3 -

25 north, Burdekin Shire Council to the south and Charters Towers Regional Council to the west. The Townsville City Council local government area includes the areas of: Acheron Island Douglas Oonoonba Aitkenvale Florence Bay Pallarenda Alice River Garbutt Paluma Alligator Creek Granite Vale Picnic Bay Annandale Gulliver Pimlico Arcadia Gumlow Pinnacles Balgal Beach Heatley Railway Estate Barringha Herald Island Rangewood Beach Holm Hermit Park Rasmussen Belgian Gardens Hervey Range Rattlesnake Island Black River Horseshoe Bay Reid River Blue Hills Hyde Park Rollingstone Bluewater Idalia Roseneath Bluewater Park Jensen Ross River Bohle Julago Rosslea Bohle Plains Kelso Rowes Bay Bramble Rocks Kirwan Saunders Beach Brookhill Lynam Shaw Burdell Majors Creek Shelly Beach Bushland Beach Mount Elliot South Townsville Calcium Mount Louisa Stuart Cape Cleveland Mount Low Thuringowa Central Castle Hill Mount St John Toolakea Clemant Mount Stuart Toomulla Cluden Mundingburra Toonpan Condon Murray Town Common Cordelia Rocks Mutarnee Townsville City Cosgrove Mysterton Vincent Cranbrook Nelly Bay West End Crystal Creek Nome West Point Cungulla North Shore Woodstock Currajong North Ward Wulguru Deeragun Oak Valley Yabulu - 4 -

26 Source: Townsville City Council Demographic Profile Townsville Suburbs

27 1.6 Disaster Management Priorities Townsville City Council Response to Disaster The Townsville City Council and the Local Disaster Management Group are committed to ensuring that the city's responsibilities under the Disaster Management Act 2003 are executed in full by: Working within the State Disaster Management Strategic Policy Framework, which focuses on a comprehensive, all hazards approach with all levels of government working in partnership to reduce the effects of disasters Protecting health, safety and quality of life and economic vitality Protecting our natural and built environment Recognising and valuing the benefits of partnership and collaboration across all levels of government, community and industry, in all aspects of disaster management Respecting the diversity of Queensland communities Ensuring accountability and transparency of disaster management in Queensland Townsville City Council's Responsibilities under Legislation This plan also addresses the requirements of the Local Government Finance Standard Part 5, Division 1, Sections 29 and 30, as follows: (1) A local government must, when identifying the local and regional issues affecting its area, have regard to its role in relation to the following: (a) the development of art or culture; (b) disaster management; (c) economic development; (d) environmental management; (e) the provision, maintenance, restoration or replacement of infrastructure in its area; (f) public health management; (g) dealing with the issues relating to the following (i) community development; (ii) human services; (iii) housing for people living in its area; (iv) population change. (2) Also, a local government must, when identifying the local and regional issues affecting its area, have regard to any foreseeable future issues that may affect its area. Source: Local Government Finance Standard 2005, Part 5, Division 1, Section 30, Parts 1 and 2-6 -

28 1.6.3 Integration with Townsville City Council's Corporate and Operational Planning Processes Local government plays a major role in disaster management. Under the Disaster Management Act 2003, one of local government's main roles is to ensure it has a disaster response capacity. An all hazards approach is taken when writing disaster management plans. Under the Social Sustainability Goal within the Townsville City Council Corporate Plan, council: recognises the importance of a safe, accessible and healthy community in which to live, and will continue to work with key partners to keep our city safe and responsive to disaster events. Council s Social Sustainability strategies include: 3.1 Encourage active and healthy lifestyles through accessible public facilities and community initiatives; 3.3 Enhance wellbeing and safety in the community; and 3.5 Provide community infrastructure and services that support growth and meets community needs. Source: Townsville City Council Corporate Plan Council incorporates Disaster Management into council s core business functions by: Assigning council resources to maintain a capability to coordinate the response and resources for an event or disaster within the Townsville City Council area. (see Townsville City Council Emergency Response Plan for Natural Disasters). Actively providing information and warnings about an event or disaster to the public and appropriate emergency services as per legislative responsibility. Annually reviewing and exercising disaster management plans. Actively providing public education on disaster preparedness. Actively mitigating against potential disaster situations to reduce community vulnerability. Liaising with Queensland Fire and Emergency Services (QFES) on disaster management planning. Assisting local SES groups to maintain operational standards. Assisting SES Groups with annual recruitment program. Actively providing disaster management training to staff and the Local Disaster Management Group. Actively working with the community towards strengthening community resilience against disasters. Assisting State and Federal agencies in the recovery of the community after an event or disaster

29 1.6.4 Local Government Development Priorities In accordance with the State Planning Policy Mitigating the Adverse Impacts of Floods, Bushfire & Landslide, development approvals (Planning and Building) are adopted and assessed against the relevant legislation and Planning Scheme for the region. 1.7 Review and Assessment Internal Review In accordance with Section 59 of the Act, the Townsville Local Disaster Management Group will review the effectiveness of the Townsville Local Disaster Management Plan and all associated sub plans annually. The Local Disaster Coordinator will instigate the annual review and will involve all Members of the TLDMG. The timeline for the annual review will be as follows: - April - May Working group reviews and amends (as required) the main plan June Revised plan submitted to full Local Disaster Management Group for acceptance / amendment July July Reviewed plan submitted to council for approval Updated plan submitted to the District Disaster Management Group This Plan will also be reviewed by council s Internal Audit Department as required to ensure compliance to relevant State Government Acts and legislation. The master contact list for all organisations/persons involved in the council s disaster management arrangements shall be reviewed / updated at each meeting of the Local Disaster Management Group (and any subordinate Groups) and will be held by the Local Disaster Coordinator External Assessment On completion of each internal review, the Townsville Local Disaster Management Plan will be provided to the DDMG for the purpose of assessing consistency across the district and conducting external assessment of the Plan. The DDMG will ensure the review process addresses the requirements of the Emergency Management Assurance Framework as determined by the Inspector General Emergency Management (IGEM). Unless the external review highlights a critical change, the required amendments will be implemented with the next annual review of the Plan

30 1.7.3 Further Triggers for Review In addition to the requirement for the annual review of the Townsville Local Disaster Management Plan, the following range of conditions may trigger the need for the Plan to be reviewed independent of the review program. These include: an exercise or operational activation of the Plan highlights significant deficiencies in arrangements, systems or processes; changes to the boundaries to which the Plan is applicable resulting in altered risk levels; changes to the risk profile of the local government area resulting in altered risk levels; changes within the environment, community population, demographics or hazards resulting in increased risk levels; changes to available resources or agencies with a role in delivery of disaster management response and recovery which impacts on group capability; changes to legislation, policy or arrangements; or at the request of the District Disaster Coordinator. Where one or more of these triggers are identified within the local area, the review will be undertaken as soon as practical, regardless of the existing timeframes of programmed reviews

31 Part Two - Local Disaster Management Group Terms of Reference 2.1 Establishment Under the Disaster Management Act 2003 (Section 29), a local government must establish a Local Disaster Management Group (LDMG) for the local government area. As per Section 4A(c) of the Act, the local government, through the LDMG, retains primary responsibility for managing disaster events contained within the local government area. 2.2 Functions Section 30 of the Disaster Management Act 2003 details the functions of the Local Disaster Management Group as follows: (a) (b) (c) (d) (e) (f) (g) (h) (i) (j) (k) (l) to ensure that disaster management and disaster operations in the area are consistent with the State group s strategic policy framework for disaster management for the State; to develop effective disaster management, and regularly review and assess the disaster management; to help the local government for its area to prepare a local disaster management plan; to identify, and provide advice to the relevant district group about, support services required by the local group to facilitate disaster management and disaster operations in the area; to ensure the community is aware of ways of mitigating the adverse effects of an event, and preparing for, responding to and recovering from a disaster; to manage disaster operations in the area under policies and procedures decided by the State group; to provide reports and make recommendations to the relevant district group about matters relating to disaster operations; to identify, and coordinate the use of, resources that may be used for disaster operations in the area; to establish and review communications systems in the group, and with the relevant district group and other local groups in the disaster district of the relevant district group, for use when a disaster happens; to ensure information about a disaster in the area is promptly given to the relevant district group; to perform other functions given to the group under this Act; to perform a function incidental to a function mentioned in paragraphs (a) to (k)

32 2.3 Membership Appointment of Members The Queensland Local Disaster Management Guidelines September 2012 (Section 4.4) recommend the Local Disaster Management Group membership include representatives with the necessary expertise or experience and delegation authority to assist with a comprehensive, all-hazards, all-agencies approach to disaster management. The LDMG must consist of the following Members: Chairperson (must be a councillor) appointed by the relevant local government; Deputy Chairperson (recommended to be a councillor) appointed by the relevant local government; Local Disaster Controller (recommended to be the CEO of the local government) appointed by the relevant local government; Other persons appointed by the relevant local government area, incl. council representatives, local emergency services (i.e. Queensland Fire and Emergency Services, Queensland Police Service, Queensland Ambulance Service and State Emergency Service), non-government organisations, or other representatives as identified by the local government s functional requirements. Under Section 40A of the Act, LDMG Members must have an appointed deputy, who has the necessary expertise or experience and is appropriately trained to take on their responsibilities, should they be unavailable, or to provide additional support during extended operations. Members and deputies to Townsville Local Disaster Management Group members shall be appointed in writing with signed approval from the Chair of the TLDMG. As per Section 37(a) of the Act, the TLDMG will provide written notice of the members and deputies of the group to the District Disaster Coordinator at least once a year Accountability and Authority of Members The principal Local Disaster Management Group Members and Working Group Members and liaison officers from each organisation must have: The authority to commit their respective organisation to the Local Disaster Management Group's agreed decisions. The authority to commit their respective organisation s resources without having to confer with superiors. A sound understanding of the Local Disaster Management Plan

33 The principal Local Disaster Management Group Members and Working Group Members and liaison officers from each organisation shall: Regularly submit appropriate disaster control or mitigation information to the Local Disaster Coordinator. Ensure adequate planning and control measures for disaster control are implemented within their own organisation. Upon activation of the TLDMG in a disaster, to forward situation reports to the Local Disaster Coordinator at intervals as may be required by him on the activities of the members organisations. Absence from the locality of a principal Local Disaster Management Group member, and the possibility of protracted operations, require that a standby representative (i.e. deputy) from each organisation be identified and briefed on the requirements of their roles and responsibilities under the plan Townsville Local Disaster Management Group Composition The composition of the Townsville Local Disaster Management Group is as follows: Title Chairperson Deputy Chairperson Local Disaster Coordinator Deputy Local Disaster Coordinator Member Member Member & Local Recovery Coordinator Member & Communications Member Member Member Member Member Organisation Townsville City Council (Mayor) Townsville City Council (Councillor) Townsville City Council (Executive Manager, Environmental Health) Townsville City Council (Manager, Infrastructure Planning) Townsville City Council (Director, Infrastructure Services Chair, Council s Emergency Response Group) Townsville City Council (Director, Townsville Water and Waste) Townsville City Council (Director, Community and Environmental Services) Townsville City Council (Executive Manager, Communications and Customer Relations) Queensland Ambulance Service (QAS) - Representative Queensland Fire and Emergency Services (QFES) Emergency Management (Area Coordinator) QFES Fire and Rescue Representative Queensland Police Service (QPS) - Representative State Emergency Service (SES) - Local Controller

34 Title Organisation Air Services Australia - Aviation Rescue Fire Fighting - Representative Aurizon (formerly QR National) - Representative Australian Red Cross - Representative Bureau of Meteorology (BOM) - Representative Coastguard Townsville - Representative Department of Defence (JOSS) - Representative Department of Education, Training and Employment (DETE) Representative Department of Housing and Public Works (DH&PW) - Representative Department of Human Services - Representative Department of Transport and Main Roads (TMR) - Representative Ergon Energy - Representative Port of Townsville Ltd - Representative Queensland Rail - Representative St John Ambulance - Representative Surf Life Saving Queensland - Representative Telstra Country Wide - Representative Townsville Airport Pty Ltd - Representative Townsville Chamber of Commerce - Representative Townsville Enterprise Ltd (TEL) - Representative Townsville Hospital and Health Service (THHS) - Representative Volunteering North Queensland Inc (VNQ) - Representative A contact list for TLDMG Members and s can be found at Annexure B. Note: Personal details have been removed to comply with the Information Privacy Act

35 2.4 Sub-Groups The Townsville Local Disaster Management Group has established eight (8) Working Groups for the purpose of assisting in the preparation and implementation of the Local Disaster Management Plan. These include: Bushfire Management Working Group Environmental Health Working Group Local Recovery Support Committee Magnetic Island Disaster Management Group Rollingstone Disaster Management Group Shelters and Evacuation Centres Group Townsville and District Health Services Disaster Management Group Transport Working Group. The function and membership of these groups are set out below. The Local Disaster Coordinator and Chairperson shall have an ex officio role on each of the working groups Bushfire Management Working Group Meetings: held at least twice per year. Chair: Coordinator, Environmental and Natural Resource Management, Townsville City Council (TCC) Membership: Local Disaster Coordinator, TLDMG Environmental Health Services, TCC Geospatial Solutions, TCC Integrated Sustainability incl. Environmental Management Officer (Land and Bushfire Management), TCC Planning and Development, TCC Parks, TCC Townsville Water and Wastewater Responsible for: Strategic planning for bushfire management within council area Considering planning and development issues Reviewing annually bushfire mapping planning Advising on annual burn-offs Considering and preparing policies

36 2.4.2 Environmental Health Working Group Meetings: held at least twice per year. Chair: Executive Manager, Environmental Health Services, TCC Membership: Local Disaster Coordinator, TLDMG Environmental Health Services, TCC Environmental Services SES Local Controller Tropical Public Health Unit Responsible for: Reviewing the relevant council Public Health Plans Reviewing the Environmental Health resources available to assist the TLDMG in its response to disaster events. Revision of the Public Health Plan, community information available for disaster management Local Recovery Support Committee Meetings: held twice per year. Chair: Director, Community and Environmental Services, TCC Membership: Local Disaster Coordinator, TLDMG Deputy Chairperson, TLDMG Director, Community & Environmental Services, TCC Director, Infrastructure Services, TCC Manager, Integrated Sustainability Services, TCC Executive Manager, Communications and Customer Relations, TCC Manager, Economic Development, TCC Area Coordinator, QFES Emergency Management Responsible for: Develop maintain and regularly review the Recovery Plan Provide an annual report to the LDMG Coordinate training on disaster recovery Coordinate council s community support recovery operations Establish priorities and strategies for mid and long term recovery Ensure the community s recovery needs are met

37 Represent the community s recovery need in other forums Engage with the community on recovery issues and priorities Liaise with State and District agencies Liaise with NGO's Ensure local needs assessment is done and regularly updated Coordinate resource management priorities, including staff, locations, centres, depots, physical resources (e.g. hire, maintenance, etc.) Ensure appropriate management for council staff on recovery tasks Magnetic Island Disaster Management Group Meetings: at least annually - November. Chair: Officer in Charge, QPS Magnetic Island Membership: QPS Magnetic Island Local Disaster Coordinator, TLDMG Magnetic Island Health Service (MIHS) QAS Magnetic Island QFES Magnetic Island SES Magnetic Island Others as listed in Magnetic Island Disaster Management (MIDM) Standard Operating Procedures (SOP) Responsible for (as per Magnetic Island Disaster Management SOP): Activation of MIDM SOP and MIDM Evacuation Centre SOP Reviewing of MIDM SOP and MIDM Evacuation Centre SOP Liaising with LDC on Magnetic Island Disaster Management community education programs Rollingstone Disaster Management Group Meetings: at least annually - November. Chair: Officer in Charge, QPS Rollingstone Membership: QPS Rollingstone Crystal Creek Community Association Local Disaster Coordinator, TLDMG Rollingstone and Districts Community Association Rural Fire Service Rollingstone SES Rollingstone

38 Rural Fire Service Rollingstone Toomulla Community association Responsible for (as per Rollingstone Disaster Management Standard Operating Procedures): Activation of Rollingstone Disaster Management (RDM) SOP Reviewing of RDM SOP Liaising with LDC on RDM community education programs Shelters and Evacuation Centres Group Meetings: held at least twice per year. Chair: Shelters and Evacuation Centres Coordinator (Manager, Environmental Health Services, TCC) Membership: Local Disaster Coordinator, TLDMG Australian Red Cross Centacare Environmental Health Services, TCC QPS Salvation Army SES St John Ambulance St Vincent De Paul Responsible for: Reviewing of Shelters and Evacuation Centres Sub Plan Reviewing of Public Cyclone Shelter SOP Reviewing of Places of Refuge SOP Reviewing of Evacuation Centres SOP Revising the level of resources necessary to assist the TLDMG in its response to disaster events Townsville and District Health Services Disaster Management Group Meetings: held at least twice per year. Chair: Director of Medical Services, Townsville Hospital and Health Service Membership includes, but not limited to: Local Disaster Coordinator, TLDMG Australian Red Cross Lavarack Barracks Medical Services Mater Hospital Service

39 Private Nursing Services QAS Royal Flying Doctor Service Townsville Hospital and Health Service. Responsible for: Reviewing the medical resources available to assist the TLDMG in its response to disaster events. Maintaining effective liaison between agencies and support organisations dealing with Health issues. Ensuring adequate staff are available for Liaison officer role at Local Disaster Coordination Centre Transport Working Group Meetings: held once per year. Chair: Local Disaster Coordinator, TLDMG Membership: Local Disaster Coordinator, TLDMG Aurizon Department Transport and Main Roads Infrastructure Services, TCC Port of Townsville QPS Queensland Rail Townsville Airport Pty Ltd. Responsible for: Reviewing and maintaining the list of transport resources available to assist the TLDMG with its response to disaster events Reviewing the evacuation process and evacuation routes required. 2.5 Roles and Responsibilities In undertaking TLDMG responsibilities, members must ensure they: Attend TLDMG activities with a full knowledge of their agency resources and services and the expectations of their agency; Are available and appropriately briefed to actively participate in TLDMG activities to ensure that plans, projects and operations use the full potential of their agency or function, while recognising any limitations;

40 Are appropriately positioned within their agency to be able to commit agency resources to TLDMG normal business activities; and Attend and complete appropriate disaster management training to ensure an adequate level of understanding of the Queensland Disaster Management Arrangements and Framework Responsibilities of Principal Local Disaster Management Group Members Responsible Organisation/Person Townsville City Council Elected Representative Townsville City Council Elected Representative Townsville City Council Executive Manager, Environmental Health Services LDMG Position Chairperson Deputy Chairperson LDC Responsibilities Oversee Disaster Management Planning and response for the area As per Section 34A of the Act, responsible for: (a) managing and coordinating the business of the group (b) ensuring, as far as practicable, that the group performs its functions (c) reporting regularly to the TDDMG, and the chief executive of the department, about the performance by TLDMG of its functions. Responsible for presiding meetings of the TLDMG, at which the chairperson is absent. Chairperson of the Local Community Support Committee Responsible for maintaining the operational readiness of the Local Disaster Coordination Centre (LDCC). Responsible for providing trained staff to operate the LDCC. Responsible for the overall management of the LDCC during operations. Responsible for advising the Chair and the TLDMG on disaster-related matters, both during disaster activations and during normal operations. Responsible for public education on disaster preparedness. Responsible for development of a local Plan As per Section 36 of the Act, responsible for: (a) coordinating disaster operations for the TLDMG; (b) reporting regularly to the TLDMG about disaster operations; (c) ensuring, as far as practicable, that any strategic

41 Responsible Organisation/Person TLDMG Chairperson and LDC SES Local Controller QAS Representative QFES Emergency Management Area Coordinator QFES Fire and Rescue Representative QPS Representative Townsville City Council Director, Community & Environmental Services Townsville City Council Director, Infrastructure Services Townsville City Council Executive Manager, Communications & Customer Relations Other Agencies and Authorities LDMG Position TLDMG Liaison Officer for TDDMG TLDMG Member TLDMG Member TLDMG Member TLDMG Member TLDMG Member TLDMG Member TLDMG Member TLDMG Member TLDMG Advisory Member Responsibilities decisions of the TLDMG about disaster operations are implemented. Responsible for identifying and providing advice to the TDDMG about support services required by the local group to facilitate disaster management and disaster operations in the area. Provide the link between SES and TLDMG Provide the link between QAS and the TLDMG Provide a link to DDMG and State DM System Provide advice on Emergency Alert, Resupply and NDRRA (CDO) Provide advice on Disaster Management related matters Provide the link between QFES and the TLDMG Provide the link between QPS and the TLDMG Provide the link between their Working Group and the TLDMG Coordinate Operations support for the TLDMG Management of NDRRA claims Provide the link between the TLDMG and media groups Provide the link between their organisation and the TLDMG Local Disaster Management Group Functional Register Responsible Disaster Management Key Accountabilities Organisation/Person Function TLDMG ACTIVATION OF LDMG To determine an activation process for the

42 Responsible Organisation/Person Chairperson and LDC TLDMG LDC TLDMG LDC and Townsville City Council Executive Manager, Financial Services Local Recovery Support Committee Chairperson TLDMG LDC and QPS Townsville City Council Environmental Health Services/SES/Australian Red Cross Disaster Management Function OPERATION AND MANAGEMENT OF LDCC FINANCIAL MANAGEMENT COMMUNITY SUPPORT EVACUATION EVACUATION CENTRE MANAGEMENT Key Accountabilities TLDMG in response to a disaster event. To determine standard operating procedures for the activation and conduct of the LDCC in response to a disaster event. To outline Local Government and other responding agency internal financial arrangements in support of a disaster event and the eventual financial claiming process to recoup funds. 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. To provide for the planned relocation of persons from dangerous or potentially dangerous areas to safer areas and eventual return. To provide for the management of facilities which provide affected people with basic human needs including accommodation, food and water, and welfare/recovery processes. Townsville City Council Director, Infrastructure Services IMPACT ASSESSMENT To assist the TLDMG in planning, formatting, and conducting a complete initial impact assessment. This assessment gathers information on the magnitude of the event, and the extent of its impact on both the population and the community infrastructure. TLDMG LDC LOGISTICS To develop a process to manage the receipt and delivery of the appropriate supplies, in good condition, in the quantities required, and at the places and time they are needed

43 Responsible Organisation/Person Townsville Hospital and Health Service TLDMG LDC and Townsville City Council Executive Manager, Communications & Customer Relations Townsville City Council Director, Infrastructure Services QPS/QFES/SES TLDMG LDC TLDMG LDC Disaster Management Function MEDICAL SERVICES PUBLIC INFORMATION & WARNINGS PUBLIC WORKS & ENGINEERING RESCUE TRANSPORT DONATION MANAGEMENT / OFFERS OF ASSISTANCE Key Accountabilities To provide coordination of the health and medical resources required in responding to medical care needs following a disaster event. To provide for the effective collection, monitoring, management and dissemination of accurate, useful and timely information and warnings to the public during disaster events. 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. Coordinate the use of resources in search and rescue in response to an actual or potential disaster condition. To coordinate the use of transportation resources to support the needs of local government, voluntary organisations and other disaster support groups requiring transportation capacity to perform emergency response, recovery and assistance missions. To coordinate the delivery, storage and distribution of goods donated by the public that has not been donated directly to community services and clubs. To coordinate Offers of Assistance by the public Organisational Responsibilities Organisation Local Government Responsibilities Maintenance of the Local Government function (via council s Emergency Response Plan) Maintenance of normal Local Government services to the community:

44 Organisation TLDMG Ergon Joint Operations Support Staff - Australian Defence Force (JOSS-ADF) Responsibilities Water Sewerage Refuse disposal Public health Animal control Environmental protection Maintenance of a disaster response capability Maintenance of telemetry and warning systems Collection and interpretation of information from telemetry systems, conjointly with BOM Provision and maintenance of infrastructure for Local SES Units Development of the comprehensive Local Disaster Management Planning strategies Design and maintenance of a public education/awareness program Design, maintenance and operation of a LDCC, including the training of sufficient personnel to operate the Centre Coordination of support to response agencies Reconnaissance and impact assessment Provision of public information prior to, during and following disaster event impacts Recommendations re areas to be considered for authorised evacuation Public advice re. voluntary evacuation Identification, resourcing, staffing and operation of Evacuation Centres Provision of locally based community support services Maintenance of electrical power supply Advice in relation to electrical power Restoration of power Safety advice for consumers Advisory on Australian Defence resources Port of Townsville Advisory on Port operations and resources QAS Assessment, treatment and transportation of injured persons Assistance with evacuation (for medical emergencies) Provision of advice regarding medical special needs sectors of the community

45 Organisation QFES QPS Responsibilities Disaster Management (e.g. as core member of LDMG); Volunteer Management (including SES and VMR volunteers); Disaster Management Funding (e.g. NDRRA, SDRA, NDMP), and Additional responsibilities during disaster operations, including: Resupply Electronic Rapid Damage Assessment (RDA) Access to TOM mapping (this will be the State point of truth) Fire Behaviour Analysts (forward planning Bushfire behaviour) Urban Search and Rescue (USAR) Swift water / floodwater rescue Public education Community messaging, warnings and alerts Manning of cyclone shelters Assistance with conduct of evacuations HAZMAT / Chemical incident Plume modelling Provision of Disaster Management training for LDMG members in accordance with the Queensland Disaster Management Training Framework. Preservation of peace and good order Prevention of crime Security of any site as a possible crime scene Investigation of the criminal aspect of any event Coronial investigation procedures Traffic control, including assistance with road closures and maintenance of road blocks Crowd management/public safety Coordination of search and rescue (See State Rescue Policy) Manage evacuations Security of evacuated areas Registration of evacuated persons (activity undertaken by Red Cross, where they have a presence) Queensland Rail Advisory on Qld Railway resources Townsville Hospital and Health Service Coordination of medical resources Public health advice and warnings to participating agencies and the community Psychological and counselling services for disaster affected persons Ongoing medical and health services required during the recovery period to preserve the general health of the community

46 Organisation SES Telstra and other Communications Companies Tourism Industry Townsville Airport Pty Ltd Responsibilities Assisting the community to prepare for, respond to and recover from an event or disaster Public Education Rescue of trapped or stranded persons (see State Rescue Policy) Search operations for missing persons Emergency repair/protection of damaged/vulnerable buildings Assistance with debris clearance First Aid Traffic Control Short term welfare support to response agencies Assistance with impact assessment Assistance with communications Assistance with lighting Flood boat operations Assistance with evacuations Assistance with staffing of shelters Maintenance of communications supply Advice Restoration Liaison with accommodation providers on emergency accommodation Provide Tourists with advice & warnings on event / disaster Disseminating information to other Visitor Information Centres in the region Advisory on Airport operations and resources Duties of the Townsville Local Disaster Management Group The Duties of the Townsville Local Disaster Management Group include: (a) Preparation and revision of the Local Disaster Management Plan; (b) Provision of assistance to the Local Disaster Coordinator during Disaster Management operations. (c) Promotion of disaster management education to the community Duties of the Working Groups The Duties of the Working Groups shall be: (a) To elect a chairperson, who will be the Groups representative on the TLDMG

47 (b) To revise the areas of the Townsville Local Disaster Management Plan for which the respective working groups have responsibility. (c) To provide a forum for discussion and planning relating to their respective functional areas within the Townsville Local Disaster Management Plan. (d) To assist the TLDMG in the preparation of short term, medium term and long term strategies to reduce the risk of disasters and their effect on the community Induction The LDC will ensure that all TLDMG Members including Deputies and replacement Members will undertake LDMG Induction as soon as possible. Records of LDMG Induction will be maintained within the Queensland Disaster Management Training Framework Register. (Refer Annexure G) 2.6 Meetings The Chairperson or Deputy Chairperson of the TLDMG is to preside at all TLDMG meetings. If both are absent, the Chairperson or Deputy Chairperson may appoint another Member of the group to preside. If both officers are absent, the TLDMG will choose a Member to preside. A formal Attendance Record will be kept for each meeting of the TLDMG. Minutes will be recorded and documented for each meeting of the TLDMG Schedule The TLDMG will meet at least six (6) times per year (January, April, June, August, October and November) and as required for activations. Advisory members will be invited to two (2) (June and November) of the six (6) meetings and as required during activations. The appointments of Members and Deputies to the Townsville Local Disaster Management Group are to be endorsed annually by council and ratified at the mid-year TLDMG meeting Quorum Quorum for a Local Disaster Management Group meeting is equal to one-half the number of Members plus one (1). An appointed Deputy attending a meeting on behalf of a Member is to be counted in the quorum

48 2.7 Reporting The LDC of the TLDMG is responsible for the administrative responsibilities of the group. The normal business reporting requirements of the TLDMG are as follows: Keeping of meeting and training attendance registers Maintenance of membership (incl. Deputies) and contact lists Documentation of meeting minutes and distribution of minutes to TLDMG Members and Advisory members Submission of meeting minutes and actions to council for endorsement Submission of reports and annual TLDMG status reports (including annual planning requirements) as required to the DDMG Outcomes and actions for exercises conducted Annual submission of the TLDMG Members and Deputies List to the DDMG

49 Part Three - Disaster Risk Assessment 3.1 Community Context Introduction Townsville is a coastal city bounded by mountain ranges in a semi-tropical environment. The region is characterised by diverse landforms and ecosystems. In the low lying coastal plain, there are a number of rivers, creeks and freshwater wetlands. Hills and mountains rise out of the coastal plain, while the long coastline features beaches, mangrove estuaries, saltpans and coastal swamps. (Source: City Profile - TCC Website) Townsville City Council local government area adjoins Hinchinbrook Shire Council to the north, Burdekin Shire Council to the south and Charters Towers Regional Council to the west. Palm Island Aboriginal Shire Council sits approximately 65 kilometres northeast of the Townsville coast Geography Area Townsville is located approximately halfway between the tip of Cape York and Brisbane. The local government area covers 3,738 sq kilometres (or 0.2% of the total area of Queensland) 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. (Source: City Profile - TCC Website) Topography 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 several small elevated sites within the developed area including: Castle Hill Mount Louisa Mount Stuart. The Townsville area is bounded by the Great Dividing Range to the west, from the Mount Elliot area to the south and the Paluma Range to the north

50 River Systems The location of the Great Dividing Range has created many catchment areas which have small well defined catchments with relatively quick run off times (12 hours or less) for rainfall. The major 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 Geology The regional geological setting for Townsville is complex; ancient rocks approximately 600 million years old form a basement or foundation, which is clearly concealed by rocks of younger igneous activity volcanic eruptions and emplacement of molten granite magmas. In more recent geological times, extensive areas have experienced the effects of erosion, and in some places, have been covered by sediments produced from further erosion. (Source: Trezise and Stephenson (1990)) However, the simplified surface geological conditions are clearly reflected in the physiography of the landscape and may be summarised as: Coastal Plain (Flat coastal lowlands) Coastal Ranges Isolated mountain masses Hervey Range Escarpment. The marine sector (offshore) of the City of Townsville comprises the Continental Shelf (inner and middle; Trezise et al, 1989), a shallow, gently sloping platform (with depth below sea level ranging from 30 to 200m) mantled by both marine and terrestrial sediments a few million years old, upon which the coral reefs of the Great Barrier Reef are built. The complex structural domain that exists today can be inextricably linked to the regional plate tectonics in the development of the Coral Sea Basin

51 (Source: Centre for Earthquake Research in Australia report EARTHQUAKE RISK ASSESSMENT FOR THE CITY OF TOWNSVILLE June 2006) Soils in the City of Townsville (Mainland Suburbs) Comprehensive surveys of the soils of the Townsville coastal plain have been documented by Murtha (1975, 1982). The surface geology of a significant portion of the Mainland Suburbs of the City is composed of Quaternary alluvial deposits. Most of the soils are composed of sand and clay. Soil depths are variable with maxima in the range of about cm. These are overlain by the shallow soils (erosional and depositional products). Urban and rural development is concentrated in these areas. (Source: Centre for Earthquake Research in Australia report EARTHQUAKE RISK ASSESSMENT FOR THE CITY OF TOWNSVILLE June 2006) Vegetation The local vegetation reflects the particular climate and weather patterns of the area and contrasts with the wetter north and drier west. Dry tropical and eucalypt dominated savannah vegetation prevails in the lowlands and reaches the coast in places, and deciduous vine thickets occur as a mosaic of isolated patches. Narrow riverbank communities thread through the coastal plain and are heavily populated by eucalyptus and paperbarks. Rainforests are prevalent in the high rainfall upland areas of Mount Elliot in the south and the Paluma Range in the north. The Paluma Range uplands are incorporated in the Wet Tropics World Heritage Area Population and Demographics Population As at 30 June 2014, the Townsville local government area had an estimated resident population of over 192,038 (source: City Profile - TCC Website). The region, which is widely regarded as the capital of North Queensland, has a diverse economy as a processor of the northern and western regions products, as a manufacturing centre, as a Government (State and Federal) administrative centre, a major port and transportation link, the site of the main defence forces in northern Australia and is an international gateway for tourism

52 The population of suburbs within the Townsville City Council area are: Aitkenvale 4909 Mount Elliot 0 Alice River 2227 Mount Louisa 7992 Alligator Creek 1136 Mount Low 2391 Annandale 8974 Mount Stuart 0 Arcadia 238 Mundingburra 3878 Balgal Beach 849 Murray 492 Beach Holm 19 Mysterton 834 Belgian Gardens 1935 Nelly Bay 1055 Black River 1522 Nome 992 Bluewater 696 North Ward 5097 Bluewater Park 903 Oak Valley 420 Bohle 165 Oonoonba 1155 Bohle Plains 2200 Pallarenda 817 Burdell 2246 Picnic Bay 335 Bushland Beach 5659 Pimlico 2599 Cape Cleveland 124 Pinnacles 39 Castle Hill 1009 Railway Estate 2956 Cluden 509 Rangewood 1083 Condon 5866 Rasmussen 4263 Cranbrook 6146 Rollingstone 295 Cungulla 260 Roseneath 200 Currajong 2628 Rosslea 1600 Deeragun 3525 Rowes Bay 539 Douglas 7184 Saunders Beach 409 Garbutt 2482 South Townsville 2138 Gulliver 2991 Stuart 1051 Gumlow 150 Thuringowa Central 2013 Heatley 4215 Toolakea 283 Hermit Park 3521 Toomulla 435 Horseshoe Bay 538 Town Common 163 Hyde Park 1426 Townsville City 2500 Idalia 3595 Vincent 2479 Jensen 1372 West End 4242 Julago 282 West Point 39 Kelso Woodstock 456 Kirwan Wulguru 4819 Majors Creek 220 Yabulu 675 Source: ABS 2011 Census Data Total Population = 174,

53 Population Breakdowns Age: Persons % 0-14 year olds 39, year olds 30, year olds 56, year olds 44, years & over 20, TOTAL 192,038 Estimated Resident Population as at 30 June 2014 Source: Source: ABS , Population by Age and Sex, Regions of Australia, 2014 Sex: Persons % Male 87, Female 87, TOTAL 174,462 Indigenous persons: Persons % Both Aboriginal and Torres Strait Islander 10, Source: Australian Bureau of Statistics. (2011). 'Townsville (C) (Local Government Area) (Code LGA37010), Census QuickStats'

54 Country of Birth: Persons % Australia 139, United Kingdom 5, New Zealand 4, Philippines 1, South Africa India Germany United States of America Italy Canada Netherlands Elsewhere 7, Not specified 11, Source: Australian Bureau of Statistics. (2012). 'Townsville (C) (Local Government Area) (Code LGA37010), Census Community Profiles' Language spoken at home: Persons % English only 152, Other language(s) 10, Language not stated 11, Australian Citizens 151, Source: Australian Bureau of Statistics. (2012). 'Townsville (C) (Local Government Area) (Code LGA37010), Census Community Profiles' (place of usual residence)

55 Percentage of Population where Language Other Than English Is Spoken within the Home (By Language Spoken) Language Spoken at Home Persons % Speaks English only 152, Arabic Australian Indigenous Languages Chinese Languages: Cantonese Mandarin Other (Comprises 'Chinese, nfd', 'Hakka', 'Teochew', 'Wu' and 'Chinese, nec' Croatian Dutch French German Greek Hungarian Indo-Aryan Languages: Bengali Hindi Punjabi Sinhalese Urdu Other (Comprises 'Indo-Aryan, nfd', 'Gujarati', 'Konkani', 'Marathi', 'Nepali', 'Sindhi', 'Assamese', 'Dhivehi', 'Kashmiri', 'Oriya', 'Fijian Hindustani' and 'Indo Aryan, nec'. Iranic Languages: Persian (excluding Dari) Dari Other (Comprises 'Iranic, nfd', 'Pashto', Balochi' and 'Iranic, nec') Italian Japanese Khmer Korean Macedonian Maltese Polish Portuguese Russian Samoan Serbian

56 Language Spoken at Home Persons % Southeast Asian Austronesian Languages: Filipino Indonesian Tagalog Other (Comprises 'Bikol', 'Bisaya', 'Cebuano', 'Ilokano', 'Ilonggo (Hiligaynon)', 'Pampangan', 'Malay', 'Tetum', 'Timorese', 'Acehnese', 'Balinese', 'Iban', 'Javanese', 'Southeast Asian Austronesian Languages, nec', and ' Southeast Asian Austronesian Languages, nfd' Spanish Tamil Thai Turkish Vietnamese Other (Comprises languages not identified individually 'Inadequately described' and 'Non-verbal, so described' Language spoken at home not stated 11, Source: Australian Bureau of Statistics. (2012). 'Townsville (C) (Local Government Area) (Code LGA37010), Census Community Profiles' (place of usual residence) Community Vulnerability Assessment / Socio-economic Indicators Weekly Personal Income of Persons Aged 15 Years and Over Income Males Females Persons Negative/Nil income 3,768 5,395 9,163 $1-$199 3,405 6,438 9,843 $200-$299 4,580 6,750 11,330 $300-$399 4,214 7,392 11,606 $400-$599 5,148 9,706 14,854 $600-$799 6,364 8,578 14,942 $800-$999 6,970 5,852 12,822 $1,000-$1,249 8,054 5,625 13,679 $1,250-$1,499 5,983 3,514 9,497 $1,500-$1,999 7,050 3,033 10,083 $2,000 or more 5,678 1,339 7,017 Personal income not stated 7,126 5,669 12,795 TOTAL 68,340 69, ,

57 Source: Australian Bureau of Statistics. (2012). 'Townsville (C) (Local Government Area) (Code LGA37010), Census Community Profiles' (place of usual residence) Employment Rate/Figures Males Females Persons Persons aged 15 years and over 68,339 69, ,632 Males Females Persons Labour force status: Employed, Full Time (a) 36,089 21,723 57,812 Employed, Part Time 6,808 16,534 23,342 Employed, Away From Work 1,838 2,200 4,038 Employed, Hours Worked Not Stated 1, ,825 Unemployed, looking for work 2,343 2,353 4,696 Total Labour Force 48,202 43,511 91,713 Males Females Persons Not in the labour force 14,949 21,715 36,664 Unemployment Rate (b) 2.5% 2.6% 5.1% Labour Force Participation Rate (c) 35.0% 31.6% 66.6% Employment to Population Rate (d) 32.5% 29.4% 61.9% Source: Australian Bureau of Statistics Census of Population and Housing Townsville (C) (Local Government Area) (Code LGA37010), Census Community Profiles' (place of usual residence) (a) 'Employed, worked full-time' is defined as having worked 35 hours or more in all jobs during the week prior to Census Night (b) The number of unemployed persons expressed as a percentage of the total labour force (c) The number of persons in the labour force expressed as a percentage of persons aged 15 years and over. (d) The number of employed persons expressed as a percentage of persons aged 15 years and over

58 Families Family Composition Families % Couple family without children 17, Couple family with children 19, One parent family 7, Other family TOTAL 45,319 Source: Australian Bureau of Statistics. (2011). 'Townsville (C) (Local Government Area) (Code LGA37010), Census QuickStats'. Dwellings Household Composition Dwellings % Family households 44, Single (or lone) person households 13, Group households 3, TOTAL 60,968 Source: Australian Bureau of Statistics. (2011). 'Townsville (C) (Local Government Area) (Code LGA37010), Census QuickStats'. Dwelling Type Dwellings Persons Unoccupied private dwellings 7, Occupied private dwellings: 60, ,440 TOTAL 68, ,440 Dwelling Structure Dwellings Persons Occupied private dwellings: Separate house 49, ,607 Semi-detached, row or terrace house, townhouse etc. with: One storey 1,960 3,674 Two or more storeys 1,452 2,941 Total 3,412 6,615 Flat, unit or apartment: In a one or two storey block 5,469 8,981 In a three storey block 1,161 2,088 In a four or more storey block 1,017 1,895 Attached to a house Total 7,707 13,

59 Other dwelling: Caravan, cabin, houseboat Improvised home, tent, sleepers out House or flat attached to a shop, office, etc Total 611 1,039 Dwelling structure not stated TOTAL 60, ,440 Source: Australian Bureau of Statistics. (2011). 'Townsville (C) (Local Government Area) (Code LGA37010), Census Community Profiles' (place of usual residence) (a) Excludes "Visitors only" and "Other non-classifiable" households. (b) Count of all persons enumerated in the dwelling on Census Night, including visitors from within Australia. Excludes usual residents, who were temporarily absent on Census Night. Tenure Dwellings % Occupied private dwellings: Owned outright 14, Owned with a mortgage 22, Rented 22, Other tenure type Tenure type not stated 1, TOTAL 60,968 Source: Australian Bureau of Statistics. (2011). 'Townsville (C) (Local Government Area) (Code LGA37010), Census QuickStats'. Breakdown of number of registered vehicles parked at places of residence Number of Registered Motor Vehicles Per Dwelling Dwellings % None 3, Motor Vehicle 20, Motor Vehicles 23, or more motor vehicles 11, Number of motor vehicles not stated 1, TOTAL 60,969 Source: Australian Bureau of Statistics. (2011). 'Townsville (C) (Local Government Area) (Code LGA37010), Census QuickStats'. Note: Excludes motorbikes / scooters and 'Visitor Only' and 'Other Not Classifiable' households

60 Community Resilience The population of the Townsville region continues its annual increase with opportunities presented through the northern economic boom. Although people are flocking to North Queensland for the opportunities and staying for the lifestyle, this has created a community, where a large percentage of residents are new to the North Queensland environment and weather. Long term and particularly, rural residents with previous experiences of disaster events are generally resilient and to a large extent selfsupportive, at least for several days, during and after a natural disaster. Newer and younger residents with no memory or experience of a disaster event, such as Tropical Cyclone Larry and more recently Tropical Cyclone Yasi, are likely to be less prepared to cope and more dependent on government services. As Townsville is the major centre in the North Queensland area, there is a vast range of State and Federal Department support readily available to the community. There is also an extensive range of non-government organisations (NGOs) and community groups established within the area. However, the majority of these organisations are experiencing ageing and the dwindling of membership numbers (an Australia wide trend). This pressures the ability and effectiveness of community service groups to respond in emergencies Population Growth The average annual growth rate in Townsville between 2006 and 2011 was 3.1%, compared with 2.4% for the state. Between 2011 and 2036, the Townsville population is projected to increase by an average annual growth rate of 2.3%. Queensland is projected to have an average annual growth rate of 1.9% over the same period. Townsville s population in 2036 is projected to be 314,362 people, which will account for 4.4% of Queensland Total population at that time. Population Projections Townsville (C) 180, , , , , ,362 Queensland (C) 4,476,778 4,946,319 5,477,082 6,007,578 6,548,220 7,095,177 Source: Queensland Government Population Projections, 2013 edition (medium series) Tourism Tourism in Townsville and throughout the Northern Region is viewed often in local economic reports as an important aspect of the regional economy and with the potential to expand. Given the distances to be travelled, the Townsville area and the Northern Region is comparatively successful in attracting tourists

61 Townsville is renowned for its easy-going lifestyle, tropical weather and natural surroundings, which range from arid landscapes to rainforests and the Great Barrier Reef. With family-friendly entertainment and vibrant cultural experiences always on offer, the city's population has grown rapidly in recent years as visitors taste the lifestyle and return to live as locals. (Source: City Profile - TCC Website) For the year ending March 2012, the number of overnight domestic visitors to the Townsville Region was 975,000. In all, 81.3% of domestic visitors came from other areas within Queensland. (Source: Tourism Queensland. (2012). "Townsville Regional Snapshot, Year Ended March 2012".) The number of overnight international visitors to Townsville was 109,000 in the year to March The top five international visitor markets were New Zealand, China, the United Kingdom, Japan and the United States of America. (Source: Tourism Queensland. (2012). "International Tourism Snapshot, Year Ended March 2012".) Economics and Industry Townsville is regarded as the commercial, industrial and administrative hub of North Queensland. The city's strategic location, with rail and road links in the north, south and west, allows the sea port to manage shipments of minerals, livestock, sugar and other cargo. Businesses are also attracted by our plentiful supply of water, power and real estate. (Source: City Profile - TCC Website) Principal Components of the Economy The most recent available data estimate that a total of $5079 million was contributed to the state economy through the Northern Region, for the 1998/99 financial year. 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) Government Administration, Defence, Education, Health and Community Services The dominance of government administration, defence, education, health and community services in the economy is attributable to Townsville's role as the main administrative centre for the public sector

62 (outside of Brisbane), a major base for the Defence Forces and as the location of several research institutions, the university and hospital. (Source: City Profile - TCC Website) The government administration, defence, education, health and community services sector has experienced the biggest sector increase from 1989/90 to 1998/99. It increased its share of the Gross Regional Product by 4.0% Business/Industry The following table shows the diversity of registered businesses by industry within the Townsville area in : Industry Registered Businesses Agriculture, Forestry and Fishing 507 Mining 66 Manufacturing 415 Electricity, Gas, Water and Waste Services 18 Construction 2737 Wholesale Trade 295 Retail Trade 772 Accommodation and Food Services 518 Transport, Postal and Warehousing 888 Information, Media and Telecommunications 46 Finance and Insurance 675 Rental, Hiring and Real Estate Services 1339 Professional, Scientific & Technical Services 1108 Administrative and Support Services 474 Public Administration and Safety 58 Education and Training 198 Health Care & Social Assistance 829 Arts and Recreation Services 135 Other Services 780 Inadequately described / Not Classified 256 TOTAL 12,112 Source: Australian Bureau of Statistics , Counts of Australian Businesses, including Entries and Exits, various editions

63 Natural Resources The Townsville Regions main natural resources are its fisheries and extractive materials, which make a substantial contribution to the regional economy. Resources such as good agricultural land, forests and timber and water are less significant, and the region tends to rely on adjacent areas such as the Burdekin, which provides horticultural produce and supplements the regions bulk water supplies. These resources are of economic and social importance in creating jobs and export earnings, as well as in providing recreation opportunities for residents and visitors. The region is provided with a range of significant quarry materials, which support the regional building industry. An abundance of granite, silica, quartz, gravel, hard rock, clay and limestone exists. The region is also nationally and internationally recognised for the quality of recreational fishing which provides a substantial attraction for tourists. A substantial commercial fishing industry is based in Townsville. Aquaculture and the downstream processing of seafood are seen as having growth potential. Good quality agricultural land is relatively limited to the alluvial flats associated with rivers and creeks. The unreliable rainfall means that agricultural activities are limited to dry land cane farming and fruit tree cropping. The grazing of beef cattle on the lesser quality lands that predominate the region is the main agricultural pursuit (Queensland Department of Communication and Information, Local Government, Planning and Sport 2000) Mining and Mineral Processing Mining industry development has led to the region becoming a major centre for mineral processing. Three large mineral processing plants are located in the Townsville area: Townsville Copper Refinery (Mount Isa Mines-MIM) Commissioned in 1959, this refinery which processes copper ore mined in Mount Isa is now Australia s largest copper refinery. Copper produced to % purity in sheet form is then exported overseas. Yabulu Nickel Refinery (Clive Palmer) The Yabulu nickel refinery, commissioned in 1974, is regarded as one of the largest and most efficient nickel and cobalt refineries in the world. Nickel ore is imported from Indonesia, New Caledonia and the Philippines, and nickel and cobalt products are exported worldwide. Zinc Refinery (Sun Metals)

64 This zinc smelting and electronic zinc refining plant, commissioned in 1999, is expected to produce 170,000 tonnes per annum of high purity zinc metal at full production. It produces sulphuric acid as a by-product, which is used by the Phosphate Hill fertiliser project near Mount Isa. The mining sector supports a range of infrastructure services in the region, including rail infrastructure such as the Townsville-Mount Isa rail link and the Townsville Port, which is a major point of export for Queensland s metallic mineral production (Department of Natural Resources and Mines 2002). In 2000/01, 45.5% of exports through the Townsville Port were mineral products (Townsville Port Authority 2002) Agriculture Agricultural production plays an important role in the Northern Region economy. Commodities for which the Northern Region is a major state producer include capsicums, chillies and peppers (66.5% of Queensland s production), beans (49.4%), sugar cane (36.1%), mangoes (40.9%), tomatoes (67%) and rock melons (39.5%). Pineapples are also produced on large plantations around Rollingstone and processing potatoes are grown around Majors Creek. As is the case with the mining sector, the Townsville Port is a major point of export for agriculture. Major agricultural exports passing through the port include bulk sugar, meat and meat products and live cattle Transport The development of the transport network throughout the Northern Region has been an important historical theme. The size and relative isolation of the region, along with expanding trade in industries such as mining and tourism are factors in the continuing expansion of this network. The Townsville Region is the meeting point of major road and rail networks and also provides high quality sea port and air services

65 Employment by Industry Industry Persons Agriculture, Forestry and Fishing 467 Mining 2,542 Manufacturing 6,617 Electricity, Gas, Water and Waste Services 1,370 Construction 8,571 Wholesale Trade 2,620 Retail Trade 9,311 Accommodation and Food Services 6,038 Transport, Postal and Warehousing 4,419 Information, Media and Telecommunications 1,203 Finance and Insurance 1,393 Rental, Hiring and Real Estate Services 1,386 Professional, Scientific & Technical Services 4,056 Administrative and Support Services 2,619 Public Administration and Safety 10,330 Education and Training 7,012 Health Care & Social Assistance 10,904 Arts and Recreation Services 1,123 Other Services 3,206 Inadequately described / Not Stated 1,830 TOTAL 87,017 Source: Australian Bureau of Statistics Census of Population and Housing Townsville (C) (Local Government Area) (Code LGA37010), Census Community Profiles' (place of usual residence)

66 Number of Persons Townsville Local Disaster Management Plan VERSION 9.0 October 2015 Employment by Industry Agriculture, Forestry and Fishing Mining Manufacturing Electricity, Gas, Water and Waste Services Construction Wholesale Trade 8000 Retail Trade Accommodation and Food Services Transport, Postal and Warehousing Information, Media and Telecommunications Finance and Insurance Rental, Hiring and Real Estate Services Professional, Scientific & Technical Services Administrative and Support Services Public Administration and Safety Education and Training 0 1 Type of Industry Health Care & Social Assistance Arts and Recreation Services Other Services Inadequately described / Not Stated Critical Infrastructure and Essential Services Critical Facilities A wide range of facilities, important to community safety and wellbeing before, during and after any emergency, exist throughout the area. The loss or dislocation of these critical facilities would greatly exacerbate the impact on the community. Some critical facilities are important to the economy of the State, whilst others are potentially significant to the wider national and international safety. They include:

67 police and emergency service facilities (6 police stations, 7 police beats and Police Academy; 4 ambulance stations; 5 fire stations; SES and other volunteer groups); Defence Force facilities including RAAF Garbutt and Lavarack Barracks; medical facilities (Townsville Hospital and Health Service, Mater Hospital (2 sites), health centres, doctor s surgeries, pharmacies); telecommunication centres (telephone exchanges, microwave repeaters, cell phone towers); major power generation and supply control facilities (power stations, switching yards, substations, transmission lines); water supply, treatment and reticulation facilities; sewerage treatment and pumping facilities; transport facilities (airfields, port facilities, train stations, bus terminals and depots, marinas, etc.) fuel storage and supply; and, food processing, storage or distribution facilities Sensitive Areas A further range of facilities exist at which people, especially children or the elderly, may congregate or be concentrated. These include: child care centres, schools and other educational facilities including James Cook University; 7 nursing homes, hostels and retirement villages; 18 caravan parks, 3 marinas and other forms of commercial accommodation; shopping centres; churches and community centres; social and recreational facilities such as clubs and sporting venues; and, prisons Dwellings Residential properties (over 50,000) represent by far the greatest proportion (over 80%) of the number of developed properties in the area. The wind loads standard (Standard AS Minimum design loads on structures: Part 2 Wind loads was first published in 1973 with the current (6th) edition published in 2002) was first adopted under the Queensland Building Act in Over 65% of the buildings have been erected since the mid 1970 s. Most dwellings in the area are one or two storey, constructed over a timber frame with block or brick external walls with metal roofs. The remainder of the roofs are predominantly tile-clad, with a small number of older buildings with fibro roofing. By far the majority of roofs are high pitched and hip-ended although there are some pockets with very few flat roofs. There has been a marked increase in the number of high rise apartment and visitor accommodation buildings constructed (and currently under construction) over recent years

68 Lifeline Infrastructures The wellbeing and safety of the community is also dependant on a range of lifeline infrastructure networks. These include: the road network; the rail network; power reticulation services; water reticulation services; sewerage reticulation services; telecommunications services; logistic support facilities (e.g. fuel and food supply). The table below indicates the nature of this interdependence. In this table, the loss of the lifeline in the left-hand column will have an impact on the lifelines across the row to a significant (S), moderate (M) or minor (blank) degree. Power Water Sewer Comms Road Rail Airport Port Fuel Power S S S M M S M S Water M S M Sewer S S S S M Comms S S S M S S S Road M M M M S S Rail M S S Airfield Port S Fuel S S S S S Power There is no base-load power station in the study area. The Mt Stuart gas turbine power station, located within the study area, with a capacity of 288 MW, and the Yabulu 160 MW gas turbine station, provide peak load supplementation. (Note - these are operated by independent Generation companies). There are 275 kv and 132 kv power transmission lines operated by Powerlink within the Council area. This infrastructure forms part of the State and National grid and is all carried on steel towers. They are located within cleared and well maintained easements. The 132 kv network has 4 connection points with the Ergon Energy 66 kv subtransmission network. Reticulation of the power supply is operated by Ergon. There are approximately 2,000 km of high and low voltage power cables and lines within the study area supply reticulation network. This consists of a

69 66 kv subtransmission network that supplies 23 zone substations, 11 kv distribution network supply approximately 4350 distribution substations, and a low voltage network for customer connections and street lighting. Most of this infrastructure is above ground and carried on timber poles with a combined length of approximately 4000 km. Underground reticulation is confined to the Townsville CBD area and some of the more recent residential subdivisions. Supply to Magnetic Island is from the mainland via twin undersea cables with a combined length of 23.7 km. Ergon operates 23 zone substations within the study area. High voltage transmission lines are susceptible to failure in dense bushfire smoke which permits the line to arc to the ground through the smoke. Ground-mounted transformers will be vulnerable to inundation hazards. In the unlikely event that all incoming power transmission supply is lost, Powerlink and Ergon would work hand in hand to restore supply by creating a corridor from the south, either from the coastal 132kV line from Collinsville/Strathmore or via a 275kV line from Nebo/Strathmore, into Townsville. This would then be used to initially supply critical load and allow the gas turbines to start. Even with only one connection point to the 132kV network, the Ergon 66kV ring is capable of supplying emergency load (of approximately MVA) to the entire city and maintaining proper statutory voltages to the customers; however, this is dependent on the type and extent of damage sustained to the distribution network. As per Ergon's policy, critical supplies on the distribution 11kV are normally supplied via underground and as such, are only susceptible to flooding. If power is lost, the knock-on effect on other lifeline infrastructures, especially water supply, sewerage systems and telecommunications, can be great. Gravity fed water supply would continue to operate until power supply (either mains or stand-by generators) to the pumps resumed, unless the reservoirs were empty. The TLDMG, in conjunction with Ergon Energy, has developed a Priority Power Restoration List, for electrical resupply to essential services and businesses within the local government area. This list will be reviewed annually. (Refer Annexure C) Water Supply and Sewerage - General Most urban properties have access to reticulated supply, but in most rural areas, water supply (including fire-fighting water) is from rainwater catchment tanks, dams or swimming pools. Concrete, metal and some fibreglass tanks are quite resilient to high temperatures, however, PVC tanks can lose their rigidity and melt if exposed to the levels of heat associated with bushfires. The use of PVC piping to carry water from tanks to the building can also be a problem, especially if it is exposed above ground level. In most areas where water supply is provided by tanks, water pumps are

70 electric-powered and the loss of power during a fire can cut off the water supply. The availability of a petrol or diesel-powered backup pumping capacity greatly increases the ability to fight a fire. The in-ground pipe networks are susceptible to damage during earthquakes and landslides, especially those older segments made of brittle material such as AC or cast iron. Above ground pipes can also be affected by landslides and probably earthquakes. Pumping equipment is dependent on the power supply. Pumping stations for both water supply and sewerage systems are susceptible to damage if inundated or subject to high levels of radiant heat in bushfires Water Supply The urban areas and some non-urban residential areas of the study area are served by 2489 km of reticulation pipeline operated by Townsville City Council. Pipes range in size from 1050 mm trunk mains to 32 mm reticulation conduits. The most common materials used are PVC, asbestos cement (AC) and concrete-lined iron. Water is reticulated by gravity from 130 reservoirs. The water supply is sourced from the Ross River Dam within the study area and Crystal Creek located in former Thuringowa City. The Douglas water treatment plant is located in Mount Stuart and provides approximately 80% of the city s water supply needs The Northern Beaches communities' water supply is mostly serviced from a newly constructed Water Treatment Plant situated north of Rollingstone (Kulburn) with water from Crystal Creek and Lake Paluma. Most of the reticulation infrastructure is underground, though some trunk mains, including the supply trunk from Crystal Creek, are above ground in some sections. Supply to Magnetic Island is via undersea trunk mains Sewerage Sewerage reticulation is confined to the urban areas of the study area and the main infrastructure is underground. The majority of the 1285 km of pipeline network uses PVC pipes with AC and vitreous china making up a significant percentage, especially in the older areas. There are six waste water treatment plants across the study area (Mount Saint John, Cleveland Bay, Condon, Toomulla, Horseshoe Bay and Picnic Bay) Communications In urban areas the telephone network infrastructure, both copper wire and optical fibre, is under ground, however, in rural areas some sections are above ground. Telstra operates numerous telephone exchanges, cell phone towers and/or microwave repeaters within the study area, please note Telstra is continuously upgrading its mobile network capacity. These are key nodes (and critical infrastructure). Details of the infrastructure operated by other carriers, such as Optus, were not available to this study

71 Several major telecommunication facilities are operated by the Defence Force from sites within the study area. Numerous private networks are also operated by both public authorities (e.g. QAS, QFES, QPS, TCC, etc.) and private enterprise bodies (e.g. taxis). The majority of these networks operate in the UHF band. Broadcast TV and radio services also cover the study area with the main transmitter site located on Mt Stuart. The above-ground telecommunications infrastructure has similar vulnerabilities to that of the power supply network and is also very heavily power-dependant. Telstra land-line infrastructure is all underground reticulation. The system is therefore designed and installed to be robust against the ingress of water. The pit and conduit system is regularly inundated with water as part of the natural stormwater dissipation. The cable connection pillars, which are located above ground, are also sealed and positively pressurised to prevent the ingress of water. Consideration should be given protecting Telstra assets by sandbagging where possible. Telstra network sites including mobile sites are not designed for water immersion. Generally a network site will continue to operate if power is maintained, water ingress is prevented and the link to the control exchanges is maintained. Telstra will determine the priority of site restoration in consultation with Emergency Services. Restoration of sites that have immersed may not be possible until water levels return to normal. It should be noted that mobile phone base stations may be out of service due to high winds that can damage towers; therefore, the use of mobile phones should not be relied upon during emergencies. The mobile network can also become overloaded when a large number of people try to make calls on the one local cell Roads The Bruce Highway links Townsville to the southern and northern areas of Queensland, with the western areas being accessible via the Flinders Highway. The urban road network is well developed and experiences continuous upgrading to meet increases in demand for road based transport. There are approximately 1791 km of constructed public roads. They range in importance from the multi-lane Bruce Highway (approximately 130 km State and Federal roads) to minor tracks (180 km of unsealed roads). There are also private roads within areas such as the National Parks, JCU and Lavarack Barracks. There are several areas on the highways that are susceptible to flooding during the wet season and may isolate the urban area. Some roads may be blocked by landslide debris, fallen trees (during bushfires or severe winds) and bushfire smoke

72 The most vulnerable points tend to be bridges and other choke points such as railway crossings. There are 24 bridges and 161 major culverts on this road network with an additional 116 bridges on the shared pathway network. There are also 61 railway level crossings some are protected by boom gates; the majority of them have warning lights Rail There are over 120 km of main-line rail crossing the area. The Region is serviced by two major rail networks, the North Coast line between Brisbane and Cairns, and the Mount Isa line to the west. Both major rail networks have been upgraded recently to allow heavier and more efficient trains to operate and to reduce travelling times for freight and passenger trains. There are spur lines to the port facilities and to rail freight depots in the CBD area and Stuart. None of this network is electrified. Pacific National Queensland operates above-rail intermodal and bulk services from its major regional centre at Stuart. Aurizon (formerly QR National) operates major locomotive and wagon maintenance facilities at Stuart and rolling stock maintenance facility at Railway Estate, adjacent to the port area. Signalling and control equipment relies on electricity and telecommunications and is controlled by Queensland Rail from its building in Flinders Street in the CBD. As with roads, the most vulnerable points are level crossings, bridges, cuttings, embankments and overpasses. Queensland Rail is responsible for the state s passenger operations, regional track maintenance and support services, and is owned by the Government. Aurizon (a privatised national company) operates the above-rail intermodal, coal and bulk services, and below-rail coal network in North Queensland Airport Garbutt military airfield which shares facilities with civil and general aviation services (Townsville Airport Pty Ltd). Townsville Airport has two (2) sealed runways. The main runway is approximately 2438m long and is capable of taking all regular civil and military aircraft operating in Australia. Main domestic and regional carriers operate scheduled services to Townsville. Regular international charters flights are used by Defence. In the twelve months to 30 June 2012 Townsville handled almost 1.7 million passengers. The general aviation sector provides charter fixed wing and helicopter services throughout northern Queensland. A rescue helicopter service is operated by the Department of Community Safety. Defence Force units based at Garbutt (RAAF Townsville) include 38 Squadron equipped with Kingair aircraft and the 5th Aviation Regiment (Army Aviation Corps) equipped with Blackhawk, Chinook helicopters and MRH90 helicopters. These units are supported by a range of administrative, logistic and maintenance elements

73 The airfield pavement is largely resilient to most hazards but may be blocked by flood waters (including storm tide) and debris from damaged buildings. Support facilities such as terminals and fuel systems could be damaged by destructive wind, earthquake and inundation hazards. The airfield will probably be closed in the face of a severe tropical cyclone where high winds make flying operations too dangerous Port of Townsville One of the key infrastructure components of the regional economy is the Port of Townsville with its linkage to Queensland Rail for the movement of sugar, minerals and other products from the immediate region and Mount Isa. The Port of Townsville is the third largest industrial port in Queensland. It is a major port for the export of bulk commodities such as nickel ore, copper and zinc concentrates and raw sugar, and the import of petroleum products. It is also the most important general cargo and container port in the north. Its facilities include rail and road access and deep-water berths to the wharf side, as well as storage and maintenance facilities. Annually the Port of Townsville continues to achieve record trade with over million tonnes of cargo moving through the port in Scheduled passenger and vehicle ferry services operate from the Ross Creek area of the Port to Magnetic Island. A significant expansion plan has been completed, which included major improvements to rail and the Port access road to the secure Port facilities. Reclamation of land incorporating the relocation of the commercial fishing fleet has been finalised. The Port provides for cruise, military and commercial vessels with a purpose-built terminal at Berth 10A. Reconstruction of Berth 8 has been completed and the removal of Berth 7 has commenced to allow for wide beam vessels. The Port is vulnerable to damage from high seas and is likely to be closed in the face of an approaching severe cyclone Logistics Facilities Townsville is a major logistic supply centre. A large number of bulk warehouses, including cold stores, are located in the Townsville urban area and serve outlets across the Far North Queensland region and beyond. The most significant facilities, however, are the bulk fuel facilities located within the port area. These facilities provide fuel to a very large catchment including Mount Isa. Resupply of fuel is by tanker from either Brisbane or Singapore

74 3.1.6 Public Buildings, Spaces and Events The Townsville region has several major suburban shopping centres and the CBD area that daily attracts large numbers of shoppers. Three cinema complexes, a very active night club and restaurant area within the CBD and The Strand, major sporting venues for national and local sports, the Casino, Entertainment Centre, art galleries, museums, Civic Theatre and Riverway Arts & Entertainment Centre all provide a large range of events for the community. There are also many popular day use outdoor venues for the community along The Strand, at the beach suburbs and at various parks. There are a large range of community events held in the Townsville area. These include annual events such as Cyclone Sunday, the Dunlop Townsville 400 V8 Supercars, the Eco Fiesta, the Shakespeare Festival, Festival of Writing, Pioneer s Luncheon, Seniors Picnic in the Park, River Festival, Australian Festival of Chamber Music and Neighbourhood Fun Days and monthly and weekly community markets to name but a few. 3.2 Hazards Climate and Weather Townsville is situated within the Burdekin Dry Tropics Region, which extends approximately 95,000 square kilometres and includes Charters Towers, Bowen and Ayr. The weather is predominantly dry through the winter months, the peak tourist season, with an average maximum temperature of 28.1 O C. During the Wet Season, between November and April, the temperature can reach 35.0 O C, with humid conditions and this is generally the period that cyclones and storms may affect the community. High intensity tropical storms and cyclones feature in the regions weather pattern. Tropical cyclones, the most infamous being Cyclone Althea in 1971 and Cyclone Yasi in 2011, may produce a complex hazard of heavy rain and land floods, destructive winds and storm surges on the coastal fringes. Water logging, soil erosion, riverbank and coastal erosion, depositing of sediments on fertile land and large scale transport of marine sediments are associated problems. Townsville experiences an average rainfall of 1143mm/year and 91 rain days, with the majority of this rain falling between November and April. (Source: City Profile - TCC Website) With residential development along flood plain areas of the Ross and Bohle Rivers and many communities along the coastline, cyclones and storm tide effects and localised flooding from monsoonal rains are the greatest natural hazard in the area

75 Monthly average annual statistics for rainfall (Source: BoM) Maximum and minimum monthly temperatures. (Source: BoM) Hazardous Sites Council has identified and licensed sites throughout Townsville, where hazardous materials, thought to be of potential risk to the community include flammable liquids and material as well as bulk storage of agricultural and industrial chemicals are stored. The council license premises storing quantities of flammable and combustible liquids as defined in AS1940, is reviewed and updated annually

76 3.2.3 Hazard Analysis Studies have been undertaken for many years by the Thuringowa City Council and Townsville City Council now amalgamated to Townsville City Council by the State Government 15 March Some studies were undertaken under the Natural Disaster Risk Mitigation program. An All Hazards Study for the Townsville City Council area (pre amalgamation) was completed in December 2009, with a further All Hazards Study for the Former Thuringowa Local Government Area being completed in November The outcomes of these studies give an overall strategy for treatment options and mitigation programs for the new council. (Refer Annexure D). The main identified threats to the region include the following: Storms / Cyclones and Flooding Due to its geographical positioning the area can experience cyclones during the months of November to April, which is known in North Queensland as the cyclone season or wet season; however, some cyclones have been recorded as late as June. Cyclones usually lose intensity over land. Storm tides associated with cyclonic events pose the greatest risk to the beach side villages and urban coastal suburbs of our community. Storm Tide Inundation Reports for individual properties and Storm Tide Area maps are available on council s public website ( tudies.aspx) Landslides Constant heavy rains may lead to landslides in various areas within the region. Landslides last occurred in several suburbs during the heavy rains associated with Cyclone Tessi in April The latest Steep Slope Assessment Report undertaken by council in 2004 is available on council s public website. The landslide hazard mapping has been included with council s City Plan Bushfires Part of the region is under World Heritage, National or State Forest Parks or Crown Lands, with the remaining being available for residential and industrial use. The greater part of the eastern region is classified as a medium bushfire hazard area Earthquakes From historical data it could not be stated that the region is a high risk area in terms of the likelihood of being subjected to an earthquake at a sufficient level to cause significant loss. Nevertheless, it is within

77 the realms of possibility that the region could be impacted by such an event. It is of particular note that the epicentre of an earthquake can be over 100km from the point of impact Epidemics The risk of an outbreak of disease such as pandemic influenza throughout the population could cause the health system to be taxed to its limits and may involve the isolation and quarantine of a substantial number of people for a protracted period Emergency Animal Disease Potential exists in Australia for the rapid spread of exotic animal diseases with a subsequent impact on the rural and national economy. One of the secondary industries in the north of the region is cattle breeding/fattening. An animal disease such as foot and mouth disease would impact on the local scene. There are no poultry producers within the region. Any instance of disease such as Avian Influenza or Newcastle Disease would only affect domestically kept birds and wildlife Exotic Plant Disease Although agriculture is a minor business within the region, a major outbreak of disease in either the fruit or sugar industry would have an economic effect on the community Tsunami From historical data and latest research undertaken by Geoscience Australia it could not be stated that the region is at high risk in terms of the likelihood of being subjected to a Tsunami. Nevertheless, it is within the realms of possibility that the area could be impacted by such an event Like storm tides, tsunamis pose the greatest risk to the beach side villages and urban coastal suburbs of our community. The Tsunami Evacuation Guide is available on council s public website ( tudies.aspx). Note: boundaries for "at-risk" areas differ between tsunami and storm tide events Major Infrastructure Failure The widespread loss of power, with consequential interference with telecommunications, water supply, or sewage treatment systems will have a major impact on the community. As power outages in the area are mostly due to cyclonic activity the possibility of roads being cut off due to flooding may result in the services being disrupted for extended periods. Disruption of communications facilities will also have a major impact on the disaster management coordination capacity in the affected area

78 Dam Failure Extensive works have recently been completed to upgrade the Ross River Dam structure. These works have reduced the possibility of a dam burst or river flood but an extensive monitoring program continues and multiple redundancies have been built into the operating procedures of the dam Hydrocarbons/Chemical/Hazardous Materials/Oil Spills Spills of hydrocarbons and chemical substances affect the functionality of Townsville s infrastructure networks and have the potential to create both nuisance and hazardous conditions and can be very harmful to the natural environment. Water Based Spills Maritime Safety Queensland (MSQ), Department of Transport and Main Roads (TMR), is the lead agency in responding to such incidents. The Queensland Coastal Contingency Action Plan (QCCAP) outlines prevention, preparation, response and recovery arrangements for ship-sourced marine pollution incidents (oil and/or chemical spills). TMR and the Local Government Association of Queensland have signed a protocol agreement to facilitate ongoing cooperation. MSQ, as the combat agency, may seek council s assistance during a significant marine pollution incident. The Port of Townsville's First Strike Oil Spill Response Plan, a supplement to the QCCAP, lists roles and responsibilities for local marine incidents. Nelly Bay Harbour is included in this arrangement, where council would deploy resources as required by TMR to assist in cleanup and rectification. Council s Integrated Sustainability Services Department also have a support function from a corporate perspective. Land Based Spills Land based spills are managed by council s Assets & Maintenance Section as per Operating Procedures (CE027). Pending the extent and type of spill, council s Environmental Health Department has investigative powers and would support and assist the response team. Spills entering the stormwater network are also responded to by council s Assets & Maintenance Section as per Operating Procedures (CE027); however, the State Government's Department Environment and Heritage Protection does have some responsibility under the Environmental Protection Policy (Water). In addition, spill support and advice is available from the Environmental Unit of council s Construction & Maintenance Operational Support Services

79 Hazardous spills are managed by QFES and would only be supported by council where requested and safe to do so. Council s Integrated Sustainability Services Department also have a support function from a corporate perspective. 3.3 Risk Assessment Council undertook Natural Disaster Risk Management (NDRM) Studies under the Federal and State Governments Natural Disaster Risk Management (NDRM) program. These studies assessed impacts on the community from natural disasters for the pre-amalgamated Townsville City Council and Thuringowa City Council areas. The Townsville City Council report was accepted by council in The report of the former Thuringowa City Natural Disaster Risk Management (NDRM) was accepted by council in Copies of these studies are available on council s website ( studies.aspx). The All Hazards studies are complementary to councils Enterprise Wide Risk Management Plan. This process included: a review of existing studies to identify the risks within the context of the Australian and New Zealand Standard AS/NZS Risk Management and the disaster risk management process guidelines provided by the Counter Disaster and Rescue Services, Department of Emergency Services (now QFES, Department of Community Safety) (Zamicka & Buchanan 1999). Undertaking additional studies as required. Analysis and evaluation of risks and development of an overall risk profile. Development of risk treatment strategies to allow council to adopt a staged program of capital works for mitigation, inputs to town planning considerations (new CityPlan) and modifications to the Townville Local Disaster Management Plan to reduce the likelihood and consequence of hazardous events on the local community Evaluation Criteria The tolerable or acceptable levels of community risk, which were established in the initial report, have been adopted for this report. Notional design level of hazard severity employed in the Townsville region HAZARD THRESHOLD COMMENTS Destructive wind 500 year ARI Established in the wind loading standard of the BCA since about Flood 50 year ARI This has been the threshold for development in the planning scheme for many years, but it has been increased to the 100 year ARI level in the past few years

80 HAZARD THRESHOLD COMMENTS Storm tide 100 year ARI Established under the State Coastal Management Plan and implemented since Landslide Planning boundary only Established under SPP 1/03 and implemented since Bushfire Planning boundary only Established under SPP 1/03 and implemented since Earthquake 500 year ARI Established in the earthquake loading standard under the BCA since about 1985 The studies utilised the following criteria: 1. "reduce, and preferably eliminate, the risk of death or injury to emergency workers engaged in responding to any hazard impact; 2. reduce, and preferably eliminate, the risk of death or injury to the general population; 3. reduce, to an acceptable level, the risk of destruction or damage to public infrastructure and facilities; 4. reduce, to an acceptable level, the risk of destruction or damage to private property; 5. manage the impact of natural hazard impacts on cultural heritage and the natural environment to the extent that loss of heritage is minimised and the biodiversity of flora and fauna is maintained; 6. minimise the long-term impact on the local economy Risk Comparison Comparative multi-factor risk rating HAZARD SCENARIO MANAGE AWARE URGENCY GROWTH OUTRAGE TOTAL RISK Destructive wind River flood Storm tide Landslide Bushfire Earthquake The assessment of total risk shows storm tide poses the greatest threat to the Townsville community, with destructive winds and riverine flood a close second. Bushfire poses the lowest overall level of risk. The risk matrix used for these evaluations are located within the All Hazard studies on council s public website ( Contact council for more information on these studies

81 3.4 Risk Treatment Responsible Governance Disaster management is included in Townsville City Council s risk assessment workshops undertaken in 2009/10 to develop the risk profile of each Division and Department. The Enterprise Wide Risk Management Strategic Framework and Process is used across council. A number of reviews and studies undertaken by departments or by large consultancies utilising the council framework as part of their projects such as the Climate Change Study, the All Hazards Risk Assessment Study and the Flood Mitigation Study (Weir Study) have been included in this process Enterprise Wide Risk Management A risk is the effect of uncertainty of council achieving its objectives. It may be the chance of something occurring that has the potential to cause loss, damage or injury. Risk management is the application of management policies and processes to enable the systematic identification, analysis, treatment and monitoring of risk. Risk management allows opportunities to be taken when appropriate while also minimising the likelihood and impact of undesirable events or outcomes. Contact council s Corporate Governance Department for details of council s Enterprise Wide Risk Management Policy and Enterprise Wide Risk Management Plan All Hazards Studies Risk Register Strategies addressing the risks identified in the All Hazards Studies have since been incorporated into council s standard corporate processes, systems and procedures

82 Part Four - Capacity Building 4.1 Community Education The TLDMG Community Education and Marketing Sub Plan lists strategies and annual plans for community awareness activities. The goals of the plan include: Building community awareness of the effects of tropical weather locally; Building community resilience by being prepared for natural disaster events; and Imparting knowledge regularly to fight against community complacency. Programs within the plan include: School education program Community group education programs Regular and consistent media stories Cyclone season advertising campaigns (radio, TV, newspaper, billboard) Information for new residents and tourists Displays at community events including Cyclone Sunday (TLDMG members displays) Specific information for indigenous and migrant groups Advice to business and industry Information for aged and disabled care groups Support for SES recruitment. The program is reviewed annually with planning looking up to the future five (5) years. The Townsville Local Disaster Management Group also aims to enhance community disaster awareness and preparedness by providing access to the Townsville Local Disaster Management Plan and associated sub plans on Townsville City Council's public website ( and having the information available through its social media sites. Hard copies of the Townsville Local Disaster Management Plan are available at council s Customer Service Centres for public viewing. Hard copies can be purchased from council for a fee of $100 AUD. Refer to Annexure E for a listing of community organisations and agencies consulted annually by the LDC on disaster management planning

83 4.2 Training TLDMG Members The Act provides a legislative requirement for QFES to ensure that persons involved in disaster operations are appropriately trained. It is the responsibility of all stakeholders with disaster management and disaster operations roles to undertake the training relevant to their role as outlined in the Queensland Disaster Management Training Framework. The LDC will ensure a suitable disaster management training program is designed and implemented, in collaboration with any training provided by QFES. The training program may include specific training, through workshops, discussion forums, and formal instruction and through training exercises in order to maintain the disaster management knowledge and understanding levels of all participants at the highest possible level. The training status of TLDMG Members will be tabled at each TLDMG meeting. Member training statuses at the time of this review are reflected in Annexure F TLDMG Queensland Disaster Management Training Register. The LDC will also liaise with QFES in relation to accessing State/Federal training programs and will arrange for members of the Local Disaster Management Group and sub committees to be made aware of training courses being offered by the Queensland Government or any other appropriate agency Council Staff incl. Local Disaster Coordination Centre Group The following training package is offered annually for staff involved in disaster management and operation of the Local Disaster Coordination Centre (LDCC): Training Who By When Introduction to Council s Disaster Management Process Council staff and LDCC staff Emergency Management Section, TCC Annually (August or September) Queensland Disaster Management Arrangements (QDMA) Councillors, Council staff and LDCC staff QFES Course held at least twice per year QDMA Disaster Coordination Centre Course TLDMG members, Council staff and LDCC staff QFES Annually Townsville LDCC Training Program (incl. eight (8) courses) LDCC staff Emergency Management Section, TCC Annually (June to November)

84 Training Who By When Guardian Phone Corporate Annually (August LDCC staff Operators/Loggers Course Trainers, TCC or September) Other courses required as per TLDMG members, Council LDC and TLDMG Disaster Management As required staff and LDCC staff QFES Training Framework Register 4.3 Exercises Exercises are a key component of disaster management strategies: to practice coordination and liaison procedures between participating organisations in responding to a disaster event, and to identify and take steps to address any serious procedural and/or functional weaknesses Local Disaster Coordination Centre Exercises Disaster management exercises are held annually as arranged by the LDC (Manager, Emergency Management) and conducted to ensure: the activation of the Local Disaster Coordination Centre, including staffing requirements, setting up of the facility, emergency power operation, communication links, etc. is tested; and to practice the use of the Information Management System with all Council and other personnel who will work in the LDCC when it is operational Full Local Disaster Management Group Exercises Discussion exercises for the TLDMG, facilitated by an independent facilitator, are to be held annually to test the disaster management planning arrangements. The TLDMG will participate, where possible, in exercises being conducted by other relevant emergency services that may require the involvement of the Local Disaster Management Group Operational Plan Exercises To be conducted prior to the review of the Operational Plans. Designated responsible agencies should prepare and conduct discussion exercises with members of the working groups to assist in the development of the operational planning process. If through the course of the exercise it is recognised that there is a change in Representative, the Local Government will as soon as practicable, inform the State Disaster Coordinator and the District Disaster Coordinator, of the new appointment

85 4.3.4 Exercise Evaluation An evaluation process will be implemented for each exercise of the TLDMG, with the primary focus being on continuous improvement of local procedures. Refer Annexure G Exercise Evaluation Reporting Template. Where possible, a person external to the TLDMG will conduct the exercise evaluation to ensure the process is conducted in a competent, timely, fair and cost-effective manner. The evaluator will be required to possess relevant experience, as well as a comprehensive understanding of the Queensland Disaster Management Arrangements. An example of this would be the QFES Area Controller, who is not a core member of the TLDMG, fulfilling the role of Exercise Evaluator. For major exercises, consideration is recommended for the utilisation of external evaluators from IGEM or other combat agencies involved in the exercise. 4.4 Post-Disaster Review The review of operational activities undertaken during a disaster is a key component in ensuring capability development and the continuous improvement of disaster management arrangements. The Townsville Local Disaster Management Group may choose to review its operations following an event through one or more of the following: Short debrief (30 minutes maximum) undertaken immediately after operations are complete giving participants the opportunity to share learning points while the experience is still very fresh in their minds. Hot debrief Post-event debrief Multiple hot debriefs during protracted operations may be appropriate to identify significant issues and provide prompt solutions for immediate implementation. These debriefs will be instigated and organised by the LDC and will be based on Annexure H Post-Disaster Review Templates. Notes from these debriefs will be distributed as soon as practicable. To be held within two (2) weeks following an operation, when participants have had an opportunity to take a considered view of the effectiveness of the operation. Minutes from the post-event debrief will be distributed as soon as practicable and tabled at the next meeting of the TLDMG. (Refer to Annexure H) Recommendations resulting from the reviews will be reported to the TLDMG and forwarded to the DDC for consideration. An Activation Summary Report (refer Annexure H) will be prepared by the LDC after completion of the above reviews. This report will be tabled at the next TLDMG and council meetings

86 Part Five - Response Strategy 5.1 Warning Notification and Dissemination LDMG members will receive warning products via a number of means. The DDC will receive notification directly from the State Disaster Coordination Centre (SDCC) and internally through Queensland Police Service Communication Centres and will ensure the dissemination of warnings to vulnerable LDMGs within the district. The LDC and a number of agencies will also receive warnings directly from the Bureau of Meteorology. The TLDMG will be notified by the LDC and may also receive notification from internal agency central offices. LDMG members will receive warning products via a number of means including text messaging, and/or direct phone calls. Details regarding responsibility for notification processes within LDMG member agencies are detailed in respective agency plans. Agency plans will include detailed contact registers to achieve dissemination of warnings. The responsibilities of LDMG members for notification in the local government area are shown in the following table: Responsible Agency QPS QFES (via SDCC Watch Desk) TLDMG Townsville City Council TLDMG members Group/Agency Notified Queensland Police Service Stations and establishments State Emergency Service Units/Groups TLDMG members Council Community Council s Emergency Response Group Council staff Councillors Internal staff from each organisation The process for the notification and dissemination of warning products is not a function dependant on the activation of the LDMG. It is the responsibility of LDMG Executives and members regardless of the status of activation of the LDMG, to ensure that the appropriate persons (as per their respective Plans) are notified of this information

87 Refer to the TLDMG Community Information and Warnings Sub Plan for more details. 5.2 Activation The LDC is responsible for activating the TLDMG. This would generally occur following consultation with the Chair of the TLDMG and the DDC. The four (4) levels of activation are: Alert Lean Forward Stand Up Stand Down A heightened level of vigilance due to the possibility of an event in the area of responsibility. No action is required however the situation should be monitored by someone capable of assessing the potential of the threat. An operational state prior to stand up characterised by a heightened level of situational awareness of a disaster event (either current or impending) and a state of operational readiness. Disaster coordination centres are on standby; prepared but not activated. The operational state following lean forward whereby resources are mobilised, personnel are activated and operational activities commenced. Disaster coordination centres are activated. Transition from responding to an event back to normal core business and/or recovery operations. There is no longer a requirement to respond to the event and the threat is no longer present. The local levels of response activation are outlined at Annexure I. 5.3 Local Disaster Coordination Centre The Townsville LDCC is based at council s Learning Centre, located at Bamford Lane and Malbon Road in Kirwan. Training programs and courses are suspended when these rooms are activated for disaster events. The TLDMG has developed Local Disaster Coordination Centre Standard Operating Procedures (LDCC SOP), which detail processes for management of the LDCC. A copy of this document can be requested from the LDC. If required because of building damage, the LDC will liaise with council s Property Services and Knowledge Management Departments to ascertain the most suitable alternate location for the LDCC. Several meeting rooms and Call Centre areas have been identified as being suitable alternate locations

88 5.4 Concept of Operations for Response Operational Reporting The LDC will ensure operational reporting from TLDMG to TDDMG and SDMG commences once the TLDMG is activated Situation Reports (SitReps) SitReps will be forwarded at times as requested by TDDMG and SDMG usually once per day between 1100hrs and 1200hrs State Updates State Updates will be forwarded at times as requested by TDDMG and SDMG - usually twice per day between 0500hrs and 0600hrs and between 1700hrs and 1800hrs (reporting by exception ). Once the Local Disaster Coordination Centre is activated, all reporting will be as listed in the LDCC SOP Financial Management In November each year, council s Financial Services Department will ensure all Divisions of council have prepared and distributed to all staff, the method within council s Business Management system of tracking all costs associated with a disaster event. Costs and associated documentation will be forwarded to council s NDRRA Claims Officer for processing for each event. Refer to the TLDMG Financial Management Sub Plan Media Management Communications and media management for a disaster event will be undertaken as per the TCC Emergency Management Internal Communication Plan and TCC Communication Operational Procedure Accessing Support and Allocation of Resources The TLDMG will continually assess the current and future tasks for the disaster event with the local available resources. For any gaps in this process, a request for assistance with details of the tasks will be forwarded to the Townsville District Disaster Management Group. If the disaster escalates beyond the resources of the TLDMG, the Townsville District Disaster Management Group will ensure resource support of the TLDMG

89 5.4.5 Disaster Declaration The authority to declare a disaster and activate the disaster management system is initiated by the Chairperson of the Townsville Local Disaster Management Group. Advice of activation is to be the District Disaster Coordinator. The Chairperson, or his delegate, can implement this plan on receipt of: 1. A warning of an impending threat which in the opinion of the Chairperson or his delegate, would require a coordinated community response; 2. A request from a Lead Agency or DDMG for assistance under the Local Disaster Management Plan. 3. At the direction of the State Disaster Management Group. Following activation of the disaster management system, the process for dissemination of the declaration is as follows: 1. The Local Disaster Coordinator is to advise TLDMG Members of the declaration and instruct them to proceed to the LDCC for a meeting to assess the situation and determine immediate action required. 2. TLMDG Members to activate their respective organisations' resources as determined at the TLDMG meeting. 3. Lead Agencies and Support Agencies will respond as per their agency plans and as requested by the TLDMG. Evacuation of residents, if required, will be undertaken as per evacuation processes. 4. Acting on advice from the Lead Agency, the Local Disaster Coordinator will coordinate the recall or participating organisations and stand down the TLDMG. Members of participating organisations will be debriefed by their respective agencies prior to stand down. A debrief involving all Operational Organisations will be conducted by the Chairperson or his delegate as soon as possible after the completion of the operation Impact Assessment Process For any disaster or emergency event, it is paramount that the TLDMG, council s Emergency Response Group and their subsequent operating bodies understand the extent and nature of physical damage to council infrastructure and private, commercial and industrial buildings. The process for assessing the immediate, physical impacts to community and private properties will be as per the TLDMG Impact Assessment Sub Plan. A copy of this sub plan is available on council s website (

90 5.4.7 Establishment of Forward Command Post The establishment of a Forward Command Post (FCP) will be governed by the scale and location of the event. Emergency Services agencies will normally establish a FCP as per their respective operating procedures and if warranted. If this occurs, council will provide a Liaison Officer to assist at the FCP. As per council s Emergency Response Plan, the Dalrymple Road Depot for Construction and Maintenance will be utilised to coordinate and task council and other agencies /organisations crews with works to be undertaken in the field. This will be reviewed for each event Resupply Although Townsville is basically a large urban environment, a disaster event may create some issues in supplying essential goods to isolated communities, isolated rural properties and stranded persons. The infrastructure, topography and location of population centres are such that it is considered that resupply will not be regularly experienced in the area with disaster events. All issues of resupply will be undertaken as per the TLDMG Resupply Sub Plan. A copy of this sub plan is available on council s website ( Management of Volunteers The TLDMG works closely with Volunteering North Queensland (VNQ) to manage volunteers for disaster events. Volunteers, who contact Council, are directed to VNQ. VNQ is an advisory member of the TLDMG. VNQ have established a Volunteer Community Recovery Coordination Group (VCRCG), which brings together community organisations, volunteers and tasks to ensure efficient systematic execution of community disaster recovery. The VCRCG Coordination Team consists of representatives from five volunteer community organisations. These representatives recognise that local people as volunteers, if coordinated, can be one of the best assets to assist the community and the Local Disaster Management Group, in the event of a disaster and that community s disaster recovery. Details of the VCRCG Plans and procedures can be obtained from VNQ Management of Donations Donations to council from the community for disaster events will be managed as follows:

91 Type of Donation Food Goods, clothing, toys and bedding Money (in conjunction with Appeal Management) Offer to volunteer to assist Services, plant and equipment Managed By TLDMG Shelters and Evacuation Centres Sub Group St. Vincent de Paul Society, Townsville (a member of TLDMG Shelters and Evacuation Centres Sub Group) GIVIT Australian Red Cross VNQ (refer above) Local Disaster Coordination Centre and forwarded to council s Emergency Response Group. Donations will be managed in accordance with: Australian Government National Guidelines for Managing Donated Goods; and Queensland State Recovery Office Tools to Assist with Managing Donated Goods. 5.5 Hazard Specific Arrangements The following Plans will be utilised for specific areas or services for a disaster event affecting the Townsville area: Issue Response Plan Responsibility Reviews Ross River Dam Ross River Dam Emergency Action Plan Townsville Water (TCC) & SunWater Plan reviewed annually Paluma Dam Paluma Dam Emergency Action Plan Townsville Water (TCC) Plan reviewed annually Public health including: * food supply * vector, infectious disease control * animal control Council s Public Health Plan Environmental Health Services (TCC) Plan reviewed annually * personal hygiene Public health including: * refuse and waste disposal * disposal of dead stock and animals * disinfection of buildings and Council s Waste Services Emergency Response Plan Utilities Services, Waste Management Section (TCC) Plan reviewed annually premises

92 Part Six - Recovery Strategy 6.1 Recovery Sub Plan The Townsville City Council Local Community, Economic, and Environmental Recovery and Reconstruction Plan (or Recovery Sub Plan ) provides a framework for the coordination of recovery operations within the local government area and is supported by the procedures outlined in the Queensland Recovery Guidelines. This Recovery Sub Plan is available on council's public website ( 6.2 Scope This recovery strategy has been developed to: include all functions of recovery (human-social, infrastructure, economic and environmental); define broad parameters for the effective coordination of recovery operations within the local government area; and identify constraints to the coordination of recovery operations within the local government area. 6.3 Functions of Recovery The plan focuses on council s role and responsibilities but recognises the lead agency role of various State agencies (e.g. the Department of Communities in providing community recovery services), and it takes a cooperative, multi-agency approach to community recovery. The Townsville District Community Recovery Plan provides the strategic framework for this recovery plan. In accordance with the disaster recovery concepts and principles developed by the Australian Governments Community Services Ministers Advisory Council (CSMAC), this recovery plan recognises five (5) distinct elements of recovery: 1. Human-Social (including psychosocial effects) 2. Infrastructure (including Buildings and Roads & Transport) 3. Environment, and 4. 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-of-community approach and develops strategies, which identify agencies and services in these) elements, thus giving the community a high degree of self-determination

93 The Local Community Support Committee (LCSC) is the organisation set up by the TLDMG to oversee the development and ongoing review and updating of this plan. The LCSC is a sub-committee of the TLDMG. It reports to the TLDMG. The Local Recovery Group (LRG) is the organisation that is activated as necessary to oversee the implementation and coordination of council s recovery activities. The LRG is also a sub-committee of the TLDMG and works closely with the District Community Recovery Committee in delivering recovery services to the disaster affected community when required. The charter and membership of the LCSC is detailed in detailed in Appendix 7, and the charter, membership, and Sub-Groups of the LRG, as well as its linkages to council s standing committees and Councillors, are detailed in Appendix 8 of the Townsville City Council Local Community, Economic and Environmental Recovery and Reconstruction Plan. The Framework for Long Term Recovery is set out in Appendix 10 of the Recovery Sub Plan, including the Roles and Responsibilities of the Economic, Human-Social, Infrastructure (including Buildings and Roads & Transport ), and Environmental Sub-Groups. The local levels of recovery activation are outlined at Annexure J. 6.4 Parameters and Constraints Refer to Section 4 - Recovery Context of the Townsville City Council Local Community, Economic, Infrastructure and Environmental Disaster Recovery Plan

94 Part Seven - Local Disaster Management Sub Plans 7.1 Operational Sub Plans (as at 28 September 2015) Plan Description Location Responsibility Status Evacuation Sub Plan Local Disaster Coordinator Reviewed annually Tsunami Response Plan for Townsville Local Disaster Coordinator Reviewed annually Transport Sub Plan Local Disaster Coordinator Reviewed annually Shelters and Evacuation Centres Sub Plan Townsville City Council Environmental Health/ SES Reviewed annually Community Education and Marketing Sub Plan Local Disaster Coordinator Reviewed annually Community Information and Warnings Sub Plan Local Disaster Coordinator Reviewed annually Impact Assessment Sub Plan Local Disaster Coordinator Reviewed annually Asbestos Containing Material (ACM) Sub Plan Townsville City Council Environmental Health Reviewed annually Resupply Sub Plan Local Disaster Coordinator Reviewed annually Financial Management Sub Plan Local Disaster Coordinator Reviewed annually Environmental Health Disaster Management Plan Townsville City Council Environmental Health Reviewed annually Townsville Functional Plan for Health Service Townsville Hospital and Health Service Reviewed annually Townsville City Council Local Community, Economic and Environmental Disaster Recovery Plan Townsville City Council Community Services Reviewed annually

95 7.2 Stakeholder Agreements This plan and council's Emergency Management Plans reflect the Memorandum of Understanding (MoU) between LGAQ and the Department of Community Safety. The Townsville Local Disaster Management Group has also developed partnership agreements with several organisations within the local government area to assist in preparing for and responding to disaster events. These include: Australian Red Cross; Department of Education, Training and Employment (DETE); Salvation Army; St John Ambulance; Townsville Enterprise, Ltd; Volunteering North Queensland; and Youth With A Mission (YWAM). The stakeholder agreements may be obtained from the Local Disaster Coordinator, TLDMG. 7.3 Capability Statements Townsville Local Disaster Management Group has received capability statements from the following organisations: Aviation Rescue and Fire Fighting; Surf Life Saving Queensland; and Sunbus. The capability statements are outlined at Annexure K

96 Annexure Index A B C D E F G H I J K Distribution List TLDMG Contact List Priority Power Restoration List Hazard Studies in Townsville Area Community Consultation List Townsville Local Disaster Management Group Queensland Disaster Management Training Register Exercise Evaluation Reporting Template Post-Disaster Review Templates Levels of Activation for Response Arrangements Levels of Activation for Recovery Arrangements Capability Statements

97 Annexure A - Distribution List Note This list refers only to Principal Contacts from each organisation. Townsville Local Disaster Management Group - Members Position Organisation Mayor (Chair) Councillor (Deputy Chair) Chief Executive Officer Executive Manager, Environmental Health Services (LDC) Manager, Infrastructure Planning (Deputy LDC) Townsville City Council Director, Community and Environmental Services Director, Infrastructure Services Director, Townsville Water and Waste Executive Manager, Communications and Customer Relations Officer in Charge, Townsville QAS Area Coordinator QFES Emergency Management Hard Copy Electronic Copy Area Commander, Southern Command District Disaster Coordinator (DDC) Executive Officer (DDMG) Officer in Charge, Townsville Inspector, Patrol Services North Local Controller QFES Fire and Rescue QPS SES Townsville Local Disaster Management Group - s Position Organisation Fire Station Manager AirServices Australia - Aviation Rescue Fire Fighting Hard Copy Electronic Copy Principal Adviser, Stakeholder Relations Emergency Services Coordinator NQ Officer in Charge Commander Aurizon (formerly QR National) Australian Red Cross Bureau of Meteorology Coastguard Townsville

98 Townsville Local Disaster Management Group - s (cont'd) Position Organisation Hard Copy Electronic Copy Senior Advisor Community Recovery, North Queensland Region Department of Communities, Child Safety and Disability Services Manager, Joint Operations Support Staff (JOSS) Department of Defence Principal, Heatley Secondary College Department of Education, Training and Employment Regional Director, Housing Services, Northern Region Department of Housing and Public Works Service Centre Manager Department of Human Services Manager, Delivery and Operations Department of Transport and Main Roads Department of Transport and Regional Harbour Master, Townsville Main Roads - Maritime Safety Queensland Customer Delivery Manager, Herbert Ergon Energy Manager, Marine Services Port of Townsville Corridor North Manager Queensland Rail Assisting the CEO - Business Development Services St John Ambulance Regional Manager, North Barrier Surf Life Saving Queensland Area General Manager (NQ) Telstra Country Wide General Manager Aviation Townsville Airport Pty Ltd Principal, QSolutions Group Townsville Chamber of Commerce General Manager, Tourism and Events Townsville Enterprise Ltd Emergency Planning and Continuity Management Coordinator Townsville Hospital and Health Service Manager Volunteering North Queensland Inc

99 Annexure B - Townsville Local Disaster Management Group Contact List Organisation Position Membership Name Contact Details FIRE STATION MANAGER AIRSERVICES AUSTRALIA - AVIATION RESCUE FIRE FIGHTING ACTING FIRE STATION MANAGER PRINCIPAL ADVISER STAKEHOLDER RELATIONS AURIZON SENIOR RAIL SAFETY ADVISER EMERGENCY SERVICES COORDINATOR NQ AUSTRALIAN RED CROSS REGIONAL MANAGER NQ OFFICER IN CHARGE BUREAU OF METEOROLOGY DUTY FORECASTER

100 Organisation Position Membership Name Contact Details COMMANDER COASTGUARD TOWNSVILLE ADMINISTRATION OFFICER SENIOR ADVISOR COMMUNITY RECOVERY, NORTH QUEENSLAND REGION DEPARTMENT OF COMMUNITIES, CHILD SAFETY AND DISABILITY SERVICES ACTING REGIONAL DIRECTOR, DISABILITIES AND COMMUNITY SERVICES REGIONAL DIRECTOR, DISABILITIES AND COMMUNITY SERVICES DEPARTMENT OF DEFENCE MANAGER, JOINT OPERATIONS SUPPORT STAFF (JOSS) ADF LIAISON OFFICER DEPARTMENT OF EDUCATION, TRAINING AND EMPLOYMENT PRINCIPAL, HEATLEY SECONDARY COLLEGE DEPARTMENT OF HOUSING AND PUBLIC WORKS REGIONAL DIRECTOR, HOUSING SERVICES, NORTHERN REGION

101 Organisation Position Membership Name Contact Details DEPARTMENT OF HUMAN SERVICES SERVICE CENTRE MANAGER MANAGER DEPARTMENT OF TRANSPORT AND MAIN ROADS MANAGER, DELIVERY AND OPERATIONS REGIONAL PLANNING MANAGER REGIONAL HARBOUR MASTER, TOWNSVILLE DEPARTMENT OF TRANSPORT AND MAIN ROADS - MARITIME SAFETY QUEENSLAND MANAGER VESSEL TRAFFIC SERVICE AREA MANAGER (TOWNSVILLE) ERGON ENERGY CUSTOMER DELIVERY MANAGER, HERBERT PORT OF TOWNSVILLE LIMITED MANAGER, MARINE SERVICES

102 Organisation Position Membership Name Contact Details QUEENSLAND AMBULANCE SERVICE OFFICER IN CHARGE TOWNSVILLE OFFICER IN CHARGE SOUTH TOWNSVILLE Member Deputy Member QUEENSLAND FIRE & EMERGENCY SERVICES EMERGENCY MANAGEMENT AREA COORDINATOR AREA COORDINATOR Member Deputy Member QUEENSLAND FIRE & EMERGENCY SERVICES FIRE AND RESCUE AREA COMMANDER, SOUTHERN COMMAND Member INSPECTOR, TOWNSVILLE PATROL GROUP Member OIC TOWNSVILLE STATION Deputy Member QUEENSLAND POLICE SERVICE OIC DEERAGUN STATION OIC MUNDINGBURRA STATION

103 Organisation Position Membership Name Contact Details ACTING OIC STUART STATION OIC KIRWAN STATION QUEENSLAND POLICE SERVICE (cont d) OIC MAGNETIC ISLAND STATION EXECUTIVE OFFICER, TOWNSVILLE DDMG Invitee CORRIDOR NORTH MANAGER QUEENSLAND RAIL AREA SUPERVISOR ST JOHN AMBULANCE AUSTRALIA ASSISTING THE CEO - BUSINESS DEVELOPMENT SERVICES DIVISIONAL MANAGER

104 Organisation Position Membership Name Contact Details LOCAL CONTROLLER Member STATE EMERGENCY SERVICE SES MEMBER Deputy Member REGIONAL MANAGER, NORTH BARRIER SURF LIFE SAVING QUEENSLAND REGIONAL LIFEGUARD SUPERVISOR AREA GENERAL MANAGER (NQ) TELSTRA COUNTRY WIDE MANAGED SALES LEADER (NQ) TOWNSVILLE AIRPORT PTY LTD GENERAL MANAGER AVIATION TOWNSVILLE CITY COUNCIL MAYOR (CHAIR, TLDMG) Member

105 Organisation Position Membership Name Contact Details COUNCILLOR (DEPUTY CHAIR, TLDMG) Deputy Member EXECUTIVE MANAGER, ENVIRONMENTAL HEALTH (LDC, TLDMG) Member MANAGER, INFRASTRUCTURE PLANNING UNIT (DEPUTY LDC, TLDMG) Deputy Member TOWNSVILLE CITY COUNCIL (cont d) DIRECTOR, COMMUNITY AND ENVIRONMENTAL SERVICES (LOCAL RECOVERY COORDINATOR) EXECUTIVE MANAGER, COMMUNITY SERVICES (DEPUTY LOCAL RECOVERY COORDINATOR) Member Deputy Member DIRECTOR, INFRASTRUCTURE SERVICES Member EXECUTIVE MANAGER, MAINTENANCE SERVICES Deputy Member DIRECTOR, TOWNSVILLE WATER AND WASTE Member

106 Organisation Position Membership Name Contact Details EXECUTIVE MANAGER, UTILITY SERVICES Deputy Member EXECUTIVE MANAGER, COMMUNICATIONS AND CUSTOMER RELATIONS Member MARKETING COMMUNICATIONS ADVISOR, COMMUNICATIONS AND CUSTOMER RELATIONS Deputy Member PLANNING & EDUCATIONAL OFFICER - EMERGENCY MANAGEMENT TOWNSVILLE CITY COUNCIL (cont d) SES STAFF OFFICER COORDINATOR, ENVIRONMENTAL & NATURAL RESOURCE MANAGEMENT STORMWATER DRAINAGE PLANNING ENGINEER SPATIAL SERVICES LEAD, SPATIAL SERVICES UNIT SENIOR MEDIA OFFICER MEDIA OFFICER

107 Organisation Position Membership Name Contact Details TOWNSVILLE CHAMBER OF COMMERCE PRINCIPAL, QSOLUTIONS GROUP OFFICE MANAGER, QSOLUTIONS GROUP TOWNSVILLE ENTERPRISE LTD CHIEF EXECUTIVE OFFICER OFFICE MANAGER TOWNSVILLE HOSPITAL AND HEALTH SERVICE (THHS) ACTING CHIEF OPERATING OFFICER EMERGENCY PLANNING AND CONTINUITY MANAGEMENT (EPCM) COORDINATOR VOLUNTEERING NORTH QUEENSLAND INC MANAGER ADMINISTRATOR

108 Annexure C - Priority Power Restoration List LOCATION PURPOSE ALTERNATE POWER COMMENT ORGANISATION Council Civic Centre Thuringowa Drive Admin Bldg Data centre, PABX room only Yes - Generator Does NOT power all of Admin bldg Townsville City Council Walker Street Admin Bldg Data centre, PABX room only Yes - Generator Does NOT power all of Admin bldg Townsville City Council Bamford Lane Training Rooms LDCC Yes - Generator Townsville City Council Bamford Lane Depot Waste collection & transport No Townsville City Council Garbutt Depot Fleet, Property, Water, Wastewater, workshops Yes - Generator Whole site Townsville City Council Dalrymple Rd Depot Construction & Maintenance Yes - Generator Whole site Townsville City Council Wellington St Depot Parks Yes - hire in generator Townsville City Council Green Street Bldg SES HQ Yes - Generator Whole site Townsville City Council Sewerage Treatment Plants Various locations No See Power Reinstatement Priority Plans Townsville City Council Sewerage Pump Stations Various locations Yes - Some See Power Reinstatement Priority Plans Townsville City Council Water Treatment Plants & Chlorinators Various locations No See Power Reinstatement Priority Plans Townsville City Council Water Pump Stations Various locations Yes - Some See Power Reinstatement Priority Plans Townsville City Council Stormwater Pump Stations Various locations Yes - Some See Power Reinstatement Priority Plans Townsville City Council 60 Nth Beck Drive Condon Retirement Village No Privately-owned J & D Wilson manage internal plans Carlyle Gardens

109 LOCATION PURPOSE ALTERNATE POWER COMMENT ORGANISATION Nursing Homes / Retirement Villages 354 Ross River Rd Cranbrook 4814 Retirement Village Cape Pallarenda Rd Garden Settlement Aged Care Pallarenda Facility Nursing Home No Privately-owned No process/plans in place Cranbrae Village No No power or fuel supply plan in place Blue Care 565 University Rd Annandale Good Shepherd Nursing Home Yes - Generator Powers 2 central areas Fuel storage & resupply being investigated Anglican 1 Emerald St Kirwan 20 Fulham Rd Pimlico 138 Thuringowa Drive Kirwan 9 Havana St Rowes Bay 260 Fulham Rd Heatley 190 Hervey Range Rd Condon Acacia St Gulliver Nursing Home / Retirement Village Loreto Nursing Home Parklands Residential Aged Care Nursing Home / Retirement Village St. James Village Retirement Village Nursing Home Villa McAuley Retirement Village Yes - Generator Powers 2 central areas Fuel resupply for 5 days Masonic Village Yes - Generator Whole site 3 days fuel on site Sisters of Mercy Yes - Generator 100% generated power with 3 days fuel supply State Gov No No power or fuel supply plan in place RSL Retirement Village Yes - Generator Central fridges only Anglican Independent living Yes - Generator Main Bldg only. Fuel storage & resupply being investigated Shalom Elders Village No Installation of generator for central fridges being considered Sisters of Mercy 2 Acacia St Mundingburra Villa Vincent Nursing Home Yes - Generator Central area and fridges only. Fuel supply being reviewed Ozcare - State Gov Hospitals/Health Services The Townsville Hospital 100 Angus Smith Drive Douglas Health - Tertiary Hospital Yes - Generator 100% generator capacity with 3 day fuel supply. Fuel resupply plan in place. Queensland Health Hospitals/Health Services (cont d)

110 LOCATION PURPOSE ALTERNATE POWER COMMENT ORGANISATION Fulham Road Pimlico 4812 Health Yes - Generator 2x 500kVa generators runs whole hosp but not a/c. Fuel storage (10,000l) currently being installed. Will run hospital for 7 days. The Mater Hospital 1x500kVa generator runs whole hosp but Oxford Street Hyde Park 4812 Health Yes - Generator not x-ray and medical suites at front of bldg. Fuel storage (4,000l) currently being installed. Will run hospital for 7 days. The Mater Women's & Children's Hospital 190 Palmerston Street Vincent 59 Cambridge Street Vincent 138 Thuringowa Drive Kirwan ATODS - Community Health No 415V supply only Queensland Health Community Health Yes - Generator Whole site - resupply plan in place Queensland Health Community Health plus onsite Power 60% of Thuringowa Community residential Mental Health and Health Centre site. Yes - Generator Acquired Brain Injury Power to whole Kirwan Rehab Facility. Queensland Health Rehabilitation Facility Fuel Resupply plan in place. 33 Gregory Street North Ward North Ward Community Health plus onsite Dialysis Treatment Yes - Generator Power 80% of site only Fuel Resupply plan in place Queensland Health Emergency Services Deeragun Police Station 1 Veal Road Jensen Police - Deeragun Yes Partial supply to computers, lighting, airconditioning. Fuel supply subject to availability. Alternate power for 2 days QPS Cnr Paluma Street and Thuringowa Drive Kirwan Police - Kirwan Yes - Generator Alternate power for 2 days - 28kVa QPS Power supply to essential items only. 244 Charters Towers Rd Hermit Park Police - Mundingburra Police Complex incl District CC Yes - Generator Minimal air conditioning. Fuel supply dependent upon fuel level in tank. Alternate power for 3 Days QPS

111 LOCATION PURPOSE ALTERNATE POWER COMMENT ORGANISATION Emergency Services (Cont d) 54 Stuart Street North Ward 134 Stanley Street Townsville Police - Strand Police Beat No No power or fuel supply plan in place QPS Police - Townsville Yes - Generator Alternate power for 2 days - 227kVa QPS South Townsville Fire Station 2-8 Morey Street South Townsville Fire - South Townsville Yes - Generator Power to essential items only. Fuel supply for 3 days initially. Renovations plus upgrade of generator power to entire station Completed. QFES (located within) South Townsville Fire Station Kirwan Fire Station 84 Thuringowa Drive Kirwan Woodlands Fire Station 1 Abbatoir Road Cosgrove Wulguru Fire Station 171 Stuart Drive Wulguru QFRS Regional Office Level 1, 101 Sturt Street Townsville Fire - Firecom 000 Regional Call Centre Fire - Kirwan Fire - Woodlands Fire - Wulguru Fire - Regional Office Yes - Generator as above QFES Yes - Generator Power to essential items only. Fuel supply for 3 days initially. QFES Yes - Generator Power to whole site. Fuel supply for 3 days initially. QFES Yes - Generator Power to essential items only. Fuel supply for 3 days initially. QFES Yes - Generator Power to whole site. Fuel supply for 3 days initially. QFES Power to essential items only. Off-site Kirwan Ambulance Station & Hinchinbrook Drive Kirwan Ambulance - Kirwan Yes - Generator diesel contractor employed during significant events. Resupply dependent upon availability of contractor/diesel. Alternate power for 12 hours QAS

112 LOCATION PURPOSE ALTERNATE POWER COMMENT ORGANISATION Emergency Services (cont'd) Northern Beaches Ambulance Station 1 Bowden Rd Northern Beaches Ambulance - Northern Beaches Yes - Generator Off-site diesel contractor employed during significant events. Resupply dependent upon availability of contractor/diesel. Alternate power for 2 days QAS Townsville Ambulance Station 225 Hugh Street Townsville Ambulance - Townsville Yes - Generator Off-site diesel contractor employed during significant events. Resupply dependent upon availability of contractor/diesel. Alternate power for 3 days QAS Level 1, 101 Sturt Street Townsville Ambulance - Regional Office Yes - Generator Power to whole site. Fuel supply for 3 days initially. QAS Transport Walker Street Building Main Roads incl Traffic Management Centre Yes - Generator Includes Traffic Mgmt Centre. Plan in place for standby generator to be installed prior to cyclone event. Will run TMC and most of bldg. Fuel resupply plan in place. Department of Transport & Main Roads Transport Building Garbutt Transport Yes - Generator Plan in place for standby generator to be installed prior to cyclone event. Will run most of bldg. Fuel resupply plan in place. Department of Transport & Main Roads Walker Street Building Main Roads incl Traffic Management Centre Yes - Generator Includes Traffic Mgmt Centre. Plan in place for standby generator to be installed prior to cyclone event. Will run TMC and most of bldg. Fuel resupply plan in place. Department of Transport & Main Roads Transport Building Garbutt Transport Yes - Generator Plan in place for standby generator to be installed prior to cyclone event. Will run most of bldg. Fuel resupply plan in place. Department of Transport & Main Roads

113 Transport (cont d) LOCATION PURPOSE ALTERNATE POWER COMMENT ORGANISATION Power limited to few minor parts of site only Benwell Road South Townsville 4810 Port Yes - Generator (i.e. Admin Building) Supply dependent upon damage to onsite fuel storage facilities Alternate power for 3 days Port of Townsville in Port area Sth Townsville Vessel Traffic Service Bldg Yes- generator 45hrs life plus 1,000 l fuel on site Maritime Safety Qld Brookhouse Street Stuart 4811 Rail Multi-use Depot (Maintenance Facility) Yes - Generator Does NOT power all of bldg Length of time for alternate power limited depending on use Queensland Rail 502 Flinders Street Townsville 4810 Rail - Townsville Control Centre Yes - Generator Power limited to part of Control Room only Alternate power for 2-3 days Queensland Rail Cnr Halifax Street & Stinson Avenue Garbutt 4814 Air Yes - Generator 3 Diesel Generators Power limited to essential services. Resupply dependent upon availability of diesel providers. Alternate power for 2 days Townsville Airport Major Shopping Centres Macarthur Dve Annandale Shopping Centre No No power or fuel supply plan in place Annandale Central Cnr Kings Road & Woolcock Street Townsville PO Box 92 Castletown Hyde Park Ross River Road Aitkenvale 4814 Shopping Centre No No power or fuel supply plan in place Castletown Shopping World Shopping Centre No No power or fuel supply plan in place Kingsvale Plaza

114 LOCATION PURPOSE ALTERNATE POWER COMMENT ORGANISATION Major Shopping Centres (cont d) Main Street Burdell Ross River Road Aitkenvale Nathan Street Aitkenvale Elizabeth Street Aitkenvale 4814 Cnr Thuringowa Drive & Hervey Range Road Thuringowa 4817 Shopping Centre No No power or fuel supply plan in place Stockland North Shore Shopping Centre No No power or fuel supply plan in place Stockland Townsville Stockland Townsville Shopping Centre No No power or fuel supply plan in place (Kmart) (Formerly Centro Townsville) Shopping Centre No No power or fuel supply plan in place Sunvale Plaza Shopping Centre No No power or fuel supply plan in place Willows Shopping Centre Fuel/Gas 370 Ingham Rd Garbutt Jetty Station Drive Off Hubert St South Townsville Manufacturing and Distribution BOC Ltd No No power or fuel supply plan in place of Medical/Industrial Gases Townsville Bulk Terminal No No power or fuel supply plan in place BP Australia Pty Ltd Will need 900kva for whole site or 300kva Townsville Terminal Hubert St South Townsville Fuel Depot Yes - Hired Generator for selective equipment. Fuel stored on site - supply relative to generator availability at times of demand Shell Company of Australia Ltd 26 Pilkington Street Garbutt Fuel Retail Service Station Yes Power to whole site. Alternative supply for 5 days. Cyclone Yasi, this site provided fuel to Emergency Service vehicles Tropic Distributors - Caltex Garbutt 103 Thuringowa Drive Kirwan Fuel Retail Service Station Yes Power to whole site. Alternative supply for 5 days. Cyclone Yasi, this site provided fuel to Emergency Service vehicles Tropic Distributors - Caltex Kirwan

115 Fuel/Gas (cont d) LOCATION PURPOSE ALTERNATE POWER COMMENT ORGANISATION 13 Palmerston Street Pimlico Fuel Retail Service Station Yes Power to whole site. Alternative supply for 5 days. Cyclone Yasi, this site provided fuel to Emergency Service vehicles Tropic Distributors - Caltex Pimlico Hubert Street via Ted Paulson Drive South Townsville Fuel Depot Yes - Generator and mobile power distribution board running extension cables to equipment Currently investigating upgrading All fuel and oil delivered to Tropic and other local fuel retailers are scheduled from this Site. Tropic Distributors - Depot Partial supply only. Fuel supply plan in 131 Denham Street, Townsville Fuel Depot - Head Office Yes - Generator and mobile power distribution board running extension cables to equipment place. Alternative power for 5 days. Tropic owns 2 Generators, which must be distributed between 5 Townsville sites during times of outages. Retail sites and Depot take priority over Head Office site during these times. Tropic Distributors - Head Office Other Communications No Planning in place on State level with Ergon Telstra Ice Supplier

116 Annexure D - Hazard Studies in Townsville Area Studies have been undertaken for many years by the Thuringowa City Council and Townsville City Council now amalgamated to Townsville City Council by the State Government as of 15 March These are listed as follows: Study Year Location Townsville Bushfire Hazard Mapping: Analysis of Bushfire Document available for inspection or purchase. Contact the Customer Service 1999 Susceptibility Based on Vegetation Type and Slope Centre by phoning or enquiries@townsville.qld.gov.au. Thuringowa Urban Stormwater Management Report Townsville Landslide Hazard Zonation Study 2001 Document available for inspection or purchase. Contact the Customer Service Centre by phoning or enquiries@townsville.qld.gov.au. Bluewater Creek Management Study Incorporating Flood Document available for inspection or purchase. Contact the Customer Service 2001 Study Centre by phoning or enquiries@townsville.qld.gov.au. Black River Geomorphological and Stabilisation Study Townsville Steep Slope Study 2002 Document available for inspection or purchase. Contact the Customer Service Centre by phoning or enquiries@townsville.qld.gov.au. Townsville (Castle Hill) Steep Slope Risk Assessment Ross River Dam Upgrade Risk Analysis and Consequence Document available for inspection or purchase. Contact the Customer Service 2005 Analysis Centre by phoning or enquiries@townsville.qld.gov.au. Townsville Regional Flood Hazard Assessment Study Townsville & Thuringowa Tropical Cyclone Surge Wave Document available for inspection or purchase. Contact the Customer Service 2006 Impacts and Inundation Study Centre by phoning or enquiries@townsville.qld.gov.au. Earthquake Risk Assessment of Townsville City 2006 Document available for inspection or purchase. Contact the Customer Service Centre by phoning or enquiries@townsville.qld.gov.au. Townsville and Thuringowa Storm Tide Study Alligator Creek Flood Study Garbutt Drainage Investigation Townsville City Natural Disaster Risk Management Study 2009 Document available for inspection or purchase. Contact the Customer Service Centre by phoning or enquiries@townsville.qld.gov.au

117 Study Year Location Tropical Cyclone Charlotte Study Earthquake Risk Assessment of Townsville City 2010 Document available for inspection or purchase. Contact the Customer Service Centre by phoning or Natural Disaster Risk Management Study: Bushfire Hazard Study Landslide Hazard Study Thuringowa All Hazards Risk Management Study 2010 Document available for inspection or purchase. Contact the Customer Service Centre by phoning or Bohle Plains Flood Planning Study Horseshoe Bay Flood Study North Ward Flood Study Upper Bohle Plains Flood Study Little Bohle River Flood Study Ross Creek Flood Study Bluewater Creek Flood Study Ross River Flood Study Althaus Creek Flood Study Upper and Middle Bohle Flood Study Lower Bohle/Stony Creek Flood Study Captains Creek Flood Study Black River Flood Study Louisa Creek Flood Study Gordon Creek Flood Study Douglas and Annandale Flood Study

118 Annexure E - Community Consultation List Disability Organisations Aboriginal and Torres Strait Islander Corporation for Aged Care (North Qld) Access Support Services Inc AEIOU Inc North Queensland Artworks Australian Hearing Townsville Barrier Institute of TAFE Centacare - Disability Services Cerebral Palsy League of Queensland (NQ) Child and Family Support Services Community Connection Inc Cootharinga North Queensland Crossroads CRS Australia Deaf Services Queensland Defence Special Needs Support Group Department of Communities (Disability and Community Care Services) Down Syndrome Association of Queensland Inc Endeavour Foundation House with No Steps Inclusion Works Independent Advocacy Townsville James Cook University Kith and Kin Association Ltd Leisure Accessible Inc Life Without Barriers Lifeline North Queensland - Disability Services Low Vision Support Group MS Queensland Mental Illness Fellowship North Queensland Inc New Way Agencies Pty Ltd North Queensland Attention Deficit Disorder Support Association Inc North Queensland Support Agencies Consultative Group Network NQ Autism Support Group Inc Queensland Lifestyle Services Inc Riding for the Disabled Association Inc SOLAS Spina Bifida Hydrocephalus - Townsville Spinal Injuries Association Sporting Wheelies and Disabled Sport Recreation Assoc. of Qld Inc The Umbrella Network Townsville Community Learning Centre Townsville Independence Program for Adult Community Living Inc (TIPACL) Townsville Thuringowa Disability Forum Community Care Organisations Alzheimer's Australia NQ Inc Blue Care - Townsville (Blue Nursing Service)

119 Carers Queensland Commonwealth Respite and Carelink Centre Diversicare Ethnic Community Care Links Inc Glendale Care Lifeline North Queensland Lifetec Queensland Magnetic Island Community Care Inc Ozcare Community Services Ozcare Day Respite Centre Ozcare Residents Support Program Queensland Aged and Disability Advocacy Queensland Health - HACC Continence Advisor Queensland Health - Home and Community Care Program Queensland Health - Institute of Primary Health and Ambulatory Care Red Cross RSL Home Care Services - Townsville Spiritus Community Care St Andrew's Meals on Wheels Townsville Aboriginal and Torres Strait Islanders Corporation for Women Townsville City Council - Home Services Twin Cities Aboriginal and Torres Strait Islander Corporation (Aged Care) Migrant Support Groups Ethnic Community Care Links Migrant Resource Centre Townsville Multicultural Support Group Seniors Organisations Association of Independent Retirees Ltd Australian Pensioners and Superannuants League Qld Inc Evergreens National Seniors Association - Townsville Branch National Seniors Association - Townsville Central Branch Probus Club Inc (Port of Townsville) Probus Club Inc (Thuringowa Combined) Probus Club Inc (Townsville Cleveland Bay) Probus Club of Townsville Inc Railway Estate Seniors Citizens Association Inc Rollingstone Seniors Association Inc Seniors Citizens Welfare Association - Townsville Senior Women's Support Group - The Women's Centre Thuringowa Seniors Citizens Association Inc Townsville Region Committee on the Ageing Inc U3A Townsville Inc Wulguru Seniors Citizens Association Inc Nursing Homes Garden Settlement

120 Good Shepherd Home - Townsville Loreto Home for the Aged Masonic Care Queensland Kirwan Parklands Residential Aged Care Facility RSL Care Shalom Elders Village Villa Vincent Home for the Aged Villa Vincent Nursing Home Retirement Villages Brooklea Lifestyle Village Carlysle Gardens Townsville Cranbrook Suites Eureka Care Communities St James Village Villa McAuley Government Departments Australian Department of Health and Ageing Australian Hearing Townsville Centrelink Willows - Retirement and Carers Service Department of Communities Department of Communities - Sport and Recreation Department of Veterans Affairs - North Queensland Regional Office Office of the Adult Guardian, North Queensland Region Queensland Health - Community Health Services Queensland Health - Home and Community Care Program Queensland Health - Tropical Population Health Services Queensland Health - Townsville District Health Service Queensland Police Service Community Centres - not TCC Bluewater Community Association Inc Crystal Creek Community Centre Cungulla Ladies Activity Group Inc North Townsville Community Hub NQ Training and Community Centre Inc Paluma and District Community Association Rollingstone & District Community Association Inc Saunders Beach Community Centre Association Inc Toolakea Progress Association Toomulla Beach Community Assoc. Inc Upper Ross Community Centre Inc Caravan Parks & Marinas Big 4 Townsville Woodlands Holiday Village - Deeragun Bluewater Caravan Park - Bluewater. Breakwater Marina The Strand. Bush Oasis Over 50 s Caravan Park - Nome

121 Coconut Glen Van Village - Bohle. Coral Coast Tourist Park - Bohle. The Lakes Caravan Park - Currajong. Magnetic Gateway Holiday Village - Cluden. Magnetic Island Marina, Nelly Bay Range Caravan Park Bohle Plains Rollingstone Beach Caravan Resort - Rollingstone Rowes Bay Caravan Park Rowes Bay Town & Country Caravan Park West End. Townsville Port Authority - South Townsville Townsville Yacht & Motor Boat Club - South Townsville Walkabout Caravan Park Cluden. Case Coordination Group (Case Coordination for People with Complex Needs) Centrelink Community Patrol Drop-In Centre HHOT/ATODS Homeless Hotline Homeless Hub Lifeline Vulnerable Groups Program MPIP Spiritus Police Liaison Officers (PLO) Red Cross TAIHS Accommodation/Diversion Services Diversionary Centre Echlin Street (TAIHS) Flora House for Women Iris Clay OzCare Mens Hostel OzCare Womens - Maria House Palms Lodge Sera's Women's Shelter Organisations involved in developing disaster management messaging for the local indigenous community 4K1G Centrecare Council's Community Services Department of Communities Red Cross Relationships Australia, Qld TAIHS TATSIC (Townsville Aboriginal & Torres Strait Islander Corporation) TCATSICAC (Twin Cities Aboriginal & Torres Strait Islander Corporation Community Aged Care Services) Yumbameta

122 Annexure F - TLDMG Queensland Disaster Management Training Register Source: Queensland Fire and Emergency Services October

123 Annexure G Exercise Evaluation Reporting Template

124

125

126 Annexure H Post-Disaster Review Templates HOT DEBRIEF TEMPLATE [Insert Name of Event] [Insert Day] [Insert Date] at [Insert Time] [Insert Venue] Chaired by: [Insert Name] AGENDA 1. WELCOME AND ATTENDANCE 2. REVIEW OF DEBRIEF RULES: Respect others opinions No issue is irrelevant No idea is a bad idea Ensure issue is fully explained Give specific examples Remember the objectives of this meeting 3. BRIEF DISCUSSION OF THE EVENT TO DATE 4. ASSESSMENT BASED ON PEOPLE AND SYSTEMS 5. WHAT WORKED WELL? 6. WHAT DID NOT WORK WELL? 7. WHERE CAN WE IMPROVE IMMEDIATELY? 8. WHAT CAN BE LISTED FOR FURTHER ASSESSMENT AND DISCUSSION AFTER THE EVENT?

127 POST-EVENT DEBRIEF TEMPLATE [Insert Name of Event] [Insert Day] [Insert Date] at [Insert Time] [Insert Venue] AGENDA 1. WELCOME AND ATTENDANCE 2. REVIEW OF DEBRIEF RULES: Respect others opinions No issue is irrelevant No idea is a bad idea Ensure issue is fully explained Give specific examples Remember the objectives of this meeting 3. BRIEF DISCUSSION OF THE EVENT 4. ORGANISATION a. Timing and Relevance of Meetings b. Adequacy of Information Supplied for Meetings c. Relevance of Decisions Made at Meetings 5. PEOPLE a. Understanding of Roles and Responsibilities b. Accountabilities for Agencies and Organisations 6. PROCESS a. Activation of Plans and Procedures b. Media Releases c. Social Media d. Interaction with District Disaster Management Group e. Transition from Response to Recovery 7. SUPPORT AND TECHNOLOGY a. Facilities Used b. Equipment and Systems Availability 8. WHAT WORKED WELL? 9. WHAT DID NOT WORK WELL? 10. WHERE CAN WE IMPROVE? 11. OUTCOMES AND AIMS

128 ACTIVATION SUMMARY REPORT TEMPLATE [ENTER NAME OF EVENT] [ENTER DATE OF EVENT]