6. local disaster coordination centre sub plan

Annexure 4 Sub Plans 6. Local Disaster Coordination

Centre Sub Plan

Abbreviations and Glossary AIIMS Australian Inter-Service Incident Management System

ALO Agency Liaison Officer

BoM Bureau of Meteorology

DDC District Disaster Coordinator

DDCC District Disaster Coordination Centre

DDMG District Disaster Management Group

DMA Disaster Management Act (2003)

QFES EM Queensland Fire and Emergency Service Emergency Management

GIS Rockhampton Regional Council Geographical Information System

Guardian Content Management System used by Rockhampton Regional Council

LDC Local Disaster Coordinator

LDCC Local Disaster Coordination Centre

LDMG Rockhampton Regional Council Local Disaster Management Group

LDMP Local Disaster Management Plan

Plan means the Local Disaster Management Plan

Region the area under the management of Rockhampton Regional Council

RRC Rockhampton Regional Council

SES State Emergency Service

SitRep Situation Report

SOP Standard Operating Procedure

Rockhampton Regional Council Local Disaster Management Plan – 6. Local Disaster Coordination Centre Sub Plan

TABLE OF CONTENTS

1 INTRODUCTION ................................................................................................................... 5 1.1 PURPOSE ............................................................................................................................. 5

1.1.1 Context and Assumptions .......................................................................................... 5 1.1.2 Purpose of Local Disaster Coordination Centre ......................................................... 5 1.1.3 Key Functions of Local Disaster Coordination Centre ................................................ 6 1.1.4 Responsibility ............................................................................................................ 6

2 MANAGEMENT AND STAFFING ......................................................................................... 6 2.1 INCIDENT MANAGEMENT SYSTEM .................................................................................... 6 2.2 SPAN OF CONTROL AND AIIMS STRUCTURE ................................................................... 7 2.3 DUTY STATEMENTS ............................................................................................................ 7 2.4 SITUATION ASSESSMENTS ................................................................................................ 7 2.5 SCALABILITY OF LDCC, TASKS AND POSITIONS ............................................................. 8 2.6 KEY STAFFING POSITIONS ................................................................................................. 8 3 LEVELS OF ACTIVATION .................................................................................................. 11 3.1 SCALE OF RESPONSE TO INCIDENTS, SITUATIONS AND EVENTS .............................. 11 3.2 TIMELY ACTIVATION ......................................................................................................... 11 3.3 STAGES OF ACTIVATION .................................................................................................. 11 3.4 TRIGGERS FOR ACTIVATION LEVELS ............................................................................. 12 4 LDCC LOCATION AND SET UP ......................................................................................... 14 4.1 SECURITY........................................................................................................................... 14 4.2 MEDIA ................................................................................................................................. 15 4.3 EMERGENCY POWER TO LDCC ....................................................................................... 15 4.4 LDCC ACCESS ................................................................................................................... 15 4.5 LDCC EQUIPMENT AND STORES ..................................................................................... 15 4.6 LDCC LAYOUT .................................................................................................................... 15 4.7 LDCC TELEPHONE NUMBERS .......................................................................................... 15 4.8 PROVISION OF MAPS ........................................................................................................ 16 5 ADMINISTRATION AND STAFFING ................................................................................... 16 5.1 ROSTERS AND FATIGUE MANAGEMENT ........................................................................ 17 5.2 CATERING AND STAFF WELFARE .................................................................................... 17 5.3 TRAVEL ARRANGEMENTS ................................................................................................ 18 5.4 FINANCIAL ARRANGEMENTS ........................................................................................... 18 5.5 LDCC SECURITY AND ACCESS CONTROL ...................................................................... 18 5.6 LDCC CONFIDENTIALITY .................................................................................................. 18 5.7 DOCUMENT PROTECTION ................................................................................................ 18 5.8 WORKPLACE HEALTH AND SAFETY ................................................................................ 19 5.9 ADMINISTRATION AND EQUIPMENT ................................................................................ 19 5.10 EXTENDED OPERATIONS ................................................................................................. 19


6 INFORMATION AND COMMUNICATION MANAGEMENT................................................. 19 6.1 INFORMATION MANAGEMENT ......................................................................................... 19 6.2 INFORMATION FLOW......................................................................................................... 20 6.3 COMMUNICATION .............................................................................................................. 20

6.3.1 External Communication with Agency Liaison Officers ............................................ 20 6.3.2 District Disaster Coordination Centre (DDCC) ......................................................... 21 6.3.3 Evacuation Centres / Shelters ................................................................................. 21 6.3.4 Maintenance ............................................................................................................ 21

6.4 INFORMATION BOARDS .................................................................................................... 21 6.5 DDMG REQUEST FOR ASSISTANCE ................................................................................ 22 6.6 SITUATION REPORTS (SitRep) .......................................................................................... 22 6.7 SHIFT HANDOVER ............................................................................................................. 23 7 PROCESS FOR BRIEFING AND DEBRIEFING .................................................................. 23 7.1 BRIEFINGS ......................................................................................................................... 23 7.2 OPERATIONAL DEBRIEF – POST EVENT ......................................................................... 24 7.3 CONDUCTING THE DEBRIEFING ...................................................................................... 24 8 TRAINING FOR LDCC STAFF ............................................................................................ 25 Annexure A: Duty Statements ........................................................................................................... 27 Annexure B: Local Disaster Coordination Centre Agencies Roles and Responsibilities ..................... 42 Annexure C: Local Disaster Coordination Centre Layout ................................................................... 44 Annexure D: Equipment for the LDCC ............................................................................................... 45 Annexure E: Example of Maps for use in the LDCC .......................................................................... 47 Annexure F: LDCC Checklist ............................................................................................................. 48 Annexure G: LDCC Telephone Numbers........................................................................................... 49 Annexure H: Sample LDCC Briefing Schedule ................................................................................... 50


1 INTRODUCTION

The Local Disaster Co-ordination Centre (LDCC) will be activated to co-ordinate the management of resources in the boundaries of the Rockhampton Regional Council (RRC) in the event of a disaster threatening or impacting upon the region and its community. The LDCC is not a command post and is involved in the coordination of resources not the fulfilment of tasks. Completion of tasks primarily remains with the relative agencies.

1.1 PURPOSE

The purpose of the Rockhampton Regional Council Local Disaster Coordination Centre Sub Plan is to outline the operational requirements and processes within the LDCC. This plan is used in coordinating resources for the Rockhampton Region during a disaster or emergency to ensure that the effects of a disaster or emergency are minimised and that people affected are given timely relief and support.

1.1.1 Context and Assumptions A LDCC exists to ensure that emergency response and recovery processes are managed in the most appropriate ways. As with many facets of emergency management, the circumstances under which a Disaster Coordination Centre would be established will vary. The exact point where a Disaster Coordination Centre becomes necessary is therefore difficult to specify. However, the following aspects should be considered: a LDCC should always be set up when the conditions specified in the Local Disaster

Management Plan (LDMP) have been satisfied; a LDCC is more likely to be needed when more agencies are involved than usual when the

scale of the event is outside “normal” parameters, or when an unusual aspect of the emergency is causing or may cause difficulties;

where broad geographical areas are involved or where operations are very complex; a LDCC may also be established proactively in circumstances where the risk of an event or

the consequences of an event may be extreme. Such circumstances may include a major sporting or cultural event, visit by foreign dignitary or warships; and

efficient and effective management of the event can only be achieved with the active cooperation and assistance of all the organisations responding. Those managing cannot make effective strategic decisions in isolation.

1.1.2 Purpose of Local Disaster Coordination Centre Complex emergency events are likely to require enhanced management processes that are only available from an interactive multi agency coordination centre. The purpose of a LDCC is to ensure that these enhanced management processes can be applied.

To achieve this, a LDCC should: act as a centre for acquiring and deploying support resources; manage information collection and dissemination; develop intelligence and strategic planning capability; and develop and maintain overall record of the event.


1.1.3 Key Functions of Local Disaster Coordination Centre The following key functions are performed by a LDCC: Resource coordination - to see that available resources are distributed according to

planned strategies or urgent need. Integration of Method or Approaches - to ensure all organisations involved understand and

coordinate their activities as far as possible. Strategy Development - to develop longer term strategies by being able to take a

comprehensive overview of the whole event. A LDCC should also be an avenue to: provide (and receive) information, and resource support to the various responding

agencies, e.g.; Police, Fire Brigade, Ambulance, SES and Councils; act as an alternative point of contact for members of the disaster affected public to access

assistance provide official information to the public; and provide regular information to the District Disaster Coordinator relative to the disaster event.

BUT:

It DOES NOT control the response to the event; and It DOES NOT decide how the various response agencies will handle allocated tasks.

1.1.4 Responsibility Responsibility for the LDCC rests with the Rockhampton Regional Council.

Section 57(1) of the Disaster Management Act 2003 (DMA) requires a local government to prepare a plan (a Local Disaster Management Plan) for disaster management in the local area. This Plan has been developed to meet the requirements of Section 57(2) (c) of the DMA which requires the Local Disaster Management Plan (LDMP) to include provision for the coordination of disaster operations and activities relating to disaster management performed by the entities mentioned in the disaster management plan. 2 MANAGEMENT AND STAFFING

The LDCC staff will in most cases be Council personnel supported by Agency Liaison Officers (ALOs) from emergency service organisations and other relevant agencies involved in the event . ALOs would be the conduit to their own agency each of which is responsible for managing their own resources in the field. 2.1 INCIDENT MANAGEMENT SYSTEM

Management of the incident from the LDCC will follow the principles of the Australasian Inter-Service Incident Management System (AIIMS). AIIMS is an incident management system that enables the seamless integration of activities and resources from multiple agencies for the resolution of any emergency situation. It operates effectively for any type of incident, imminent or actual, natural, industrial or civil, and many other situations in which emergency management organisations are involved. AIIMS provides a common incident management framework. The framework can be applied to any size incident as the framework provides for an expanded response as an incident grows in either size or complexity. AIIMS provides a single management structure that facilitates the bringing together of all resources, from one or several organisations, to work co-operatively and cohesively in resolving an incident. Its application is intended to: Rockhampton Regional Council Local Disaster Management Plan – 6. Local Disaster Coordination Centre Sub Plan

minimise the impact on the community and environment; provide for the welfare of people involved in controlling the incident; effectively and efficiently control the incident; and provide a safe working environment.

From an LDCC perspective the AIIMS structure will utilise the following five functions: Management. The management of all LDCC activities necessary for the resolution of the

incident. Operations. The tasking and application of resources to achieve resolution of the incident. Planning. The collection, evaluation, dissemination and use of information. This includes an

understanding of the current situation, prediction of the probable course of action and preparing alternative strategies for an event.

Logistics. The acquisition of human and physical resources, facilities, services and materials to support achievement of incident objective

Public Information. Provision of warnings, information and advice to the public and liaison with the media and affected communities.

2.2 SPAN OF CONTROL AND AIIMS STRUCTURE

Another major principle of AIIMS is ’span of control‘, which dictates one person can only realistically and successfully, control five people or five units at one time. This principle is used when expanding operations i.e. establishing the structure for managing operations which includes reporting and communication lines. The operational structure for the LDCC will be underpinned by the AIIMS structure and methodology. 2.3 DUTY STATEMENTS

This plan contains the duty statements and appointments that have either lead responsibility in the outlined functional areas or contribute to them. For example, the lead for logistics may be the Logistics Team Leader, but he/she needs the input of Operations Team staff to ensure logistical support is adequate. Similarly planning staff need information on future logistic requirements to support future plans. Therefore, elements of operations, plans and logistics can be found in each duty statement (Annexure A). 2.4 SITUATION ASSESSMENTS

Every emergency or disaster will be different. The initial assessment of the disaster is essential in determining the need and composition of the LDCC team. Therefore, it is highly desirable to conduct an accurate assessment of the overall situation as soon as possible. This is achieved with the initial advising of an incident to the Local Disaster Coordinator (LDC) and then referring to another source of information. Once it has been confirmed, a LDMG meeting could be called. Details of the process are included in Section 7.1 Briefings.


2.5 SCALABILITY OF LDCC, TASKS AND POSITIONS

Different emergencies and disasters will require different levels of staff to support the nature and complexity of the operation. Therefore, the LDC may decide to initially start with reduced staffing within the LDCC only increasing staff when required. This may result in certain appointments being ‘dual hatted’, people filling two or more key roles. The tasks listed under each appointment within this plan serve as a guide to those appointments as to which key tasks will be required within the LDCC. If the event is of such complexity and intensity, some of the duty statements may have to be further divided to sustain operational support. Therefore, the LDC may scale up or down the staffing to suit the event. 2.6 KEY STAFFING POSITIONS

The following are the key staffing positions and functions that are to be considered when establishing a LDCC. Detailed duty statements are included at Annexure A to this plan. As an event can become more complex and increases in the number of residents impacted the core roles in the LDCC team can expand and incorporate new roles within their own sections. These are listed below each officer they would report to:

I.Chairperson LDMG has responsibility for ensuring, as far as practicable that the LDMG performs its functions.

II.Local Disaster Coordinator has responsibility for coordinating disaster operations for the local group and to ensure, as far as practicable, that any strategic decisions of the local group about disaster operations are implemented.

III.Operations Officer reports to the Local Disaster Coordinator. The role of the Operations Officer is to maintain the LDCC operational response to the event by actively seeking and coordinating information and responses about the event(s).

a. Agency Liaison Officers form part of the Operations Cell. Liaison Officers represent an agency that has a disaster management function within the LDCC. They provide the link between their organisation and the LDCC and provide specialist advice to the Local Disaster Coordinator and Chairperson.

b. Executive Support Officer reports to the Operations Officer. Prime function is to ensure efficient and effective functioning of LDCC and responsible for overall physical management of the LDCC during operations. Also manage additional positions within the LDCC to ensure the effective functioning as delegated by the Operations Officer.

c. Tasking Officer reports to the Operations Officer. Assumes an important role within the LDCC as they are the nexus between the message received and the message being actioned.

d. Call takers/Team Leader reports to the Executive Support Officer via their Team Leader. The role of the call taker is to receive requests and information and record such requests and information within the LDCC information management system.

e. Runners/Messengers - the role of runner/messenger is to provide where necessary: for the physical movement of information within the LDCC; and provide support and assistance to key positions/personnel and the LDCC in

general and/or as directed by the Operation Officer, Executive Support Officer and/or Local Disaster Coordinator.

f. Security – Reports to the Executive Support Officer. Responsible for maintaining security of LDCC.


IV.Planning Team Leader reports to the Local Disaster Coordinator. Responsible for overseeing the Planning cell functions involving the collection, evaluation, dissemination and use of information. This includes an understanding of the current situation, prediction of the probable course of action and preparing alternative strategies for an event.

a. GIS Officer, reports to the Planning Cell Team Leader. Responsible for the collection and recording of data pertaining to the incident. From this information updates can be provided to assist in decision making.

b. Intelligence Officer – assist Planning Cell in the collection, evaluation, dissemination and use of information.

V.Logistics Team Leader reports to the Local Disaster Coordinator. Responsible for overseeing the Logistics cell functions involving the coordination of procurement and resource acquisition aspects of the LDCC

a. Information Technology Communications Officer reports to the Logistics Team Leader. Responsible for efficiency of all communications information technology processes within the LDCC and the provision of infrastructure within the LDCC to ensure messages can be received and forwarded.

b. Potential Other Units as required- All report to the Logistics Team Leader: Supply Unit Facilities Unit Finance Unit Catering Unit

VI.Public Information Officer is responsible for provision of warnings and information to threatened communities, other stakeholders and the general public, liaison with news media and management of media liaison issues and consultation and liaison with affected communities. All information is to be approved by the Chair and/or Local Disaster Coordinator or nominated officer prior to release.

a. Information and Warnings Officer reports to the Public Information Officer and is responsible for gathering and disseminating timely accurate and relevant information to communities and other stakeholders. Issues warnings to threatened communities.

b. Media Liaison Officer reports to the Public Information Officer who liaises with media in relation to the incident and manages media requirements noted by other LDCC team members.

c. Community Liaison Officer reports to the Public Information Officer. Engages in two way communication and liaison with local communities. They arrange and utilise community information channels such as community meetings, newsletters and noticeboards.


Flow chart of standard LDCC staffing positions:

Local Disaster Coordinator

Planning Team Leader

Operations Officer Logistics Officer

Public Information Officer

Intelligence Officer

GIS Officer

Support staff as required

/determined

IT Communications

Officer

Support Staff as required

/determined

Agency Liaison Officers

Tasking Officer

Executive Support Officer

Call takers Team Leader

Messengers /Runners

Security

Call takers Information and Warning Officer

Media Liaison Officer

Community Liaison Officer


3 LEVELS OF ACTIVATION

3.1 SCALE OF RESPONSE TO INCIDENTS, SITUATIONS AND EVENTS

The level of activation for the LDCC will depend entirely upon the complexity, nature and extent of a disaster or emergency situation. For example, events which cause or are likely to cause only a minor impact may only require the response of one or two agency resources. In these incidences, response will be regarded as a normal operational activity and within the capacity of the agencies dealing with the incident/s. However, as the effects of an emergency escalate a greater number of response resources will be required, which in turn increases the requirement for more effective management and coordination. The processes outlined in this Sub Plan are activated so that the communication of details of the event to appropriate people occurs, allowing the situation to be monitored and evaluated. This particularly applies to situations where pre-warnings of a potential threat or emergency is received from agencies such as the Bureau of Meteorology (BoM). The level of response and coordination, including LDCC activation, will be dictated by an evaluation of the impact or anticipated impact of an event. 3.2 TIMELY ACTIVATION

The Chairperson of the LDMG has responsibility for activating the LDMG and the Disaster Coordination Centre and determining the stage of activation required. Activation will normally occur:

(a) as a response to a worsening situation and is thus responsive to an alert warning system; or

(b) because of other circumstances, where no warning is possible; or (c) at the request of the responsible lead agency/control authority; or (d) at the direction or request of the District Disaster Coordinator; or (e) at the discretion of the LDMG Chairperson upon becoming aware of a threat or potential

threat to the communities of the Rockhampton Region. Activation of the LDCC is to be as per this Sub Plan and associated Standard Operating Procedures (SOP). This will allow for mobilisation and management of resources through established communication and information networks. 3.3 STAGES OF ACTIVATION

The following activation stages apply to the activation of the LDMG. Chairpersons of Sub Committees also have the discretion to activate Sub Committees as deemed necessary. However, the decision to activate a Sub Committee should be done, where possible, after consultation with the LDC and/or Chairperson of the LDMG.


3.4 TRIGGERS FOR ACTIVATION LEVELS

Activation Level Threat/Trigger Actions Communication Method

1. Alert Stage

Immediately upon becoming aware of a potential threat, the LDMG should be activated to the “Alert” Stage regardless of the event or the identification of a lead agency.

That period when it is believed that resources may be required which enables an increased level of preparedness. Upon receipt of a warning or information that an emergency/disaster event may occur or affect the relevant area of responsibility, organisations must be alerted to ensure readiness to act if called upon.

During the “Alert” Stage the LDC shall: a) maintain a watching brief and monitor situation for all events b) ensure the LDCC is in a basic state of readiness by ensuring all

basic LDCC equipment (i.e. forms, tabards etc) are relocated to the LDCC;

c) establish contact with the District Disaster Coordinator(DDC), Area Director Emergency Maagement Queensland (EMQ) and SES;

d) inform nominated LDCC staff, LDMG members and Chairpersons of Sub Committees of the implementation of the “Alert” Stage.

Contact with the DDC, Area Director EMQ and SES will be by telephone or otherwise as determined by the LDC.

LDCC staff, LDMG members and Chairpersons of Sub Committees will receive emails stating “LDMG/LDCC @ Alert Stage”. The email will contain non sensitive information about the event.

Chairpersons of the Sub Committees are responsible for advising members of their committees of activation to the “Alert’ Stage.

2. Lean Forward Stage

The period normally following an alert when deployment of resources is imminent. As the threat or the effects of an emergency/disaster becomes imminent, members of the relevant organisations or sections are placed on “Lean Forward” being ready to respond immediately. The Chairperson LDMG will, in consultation with the LDC, make the decision to activate to the “Lean Forward” Stage.

The Local Disaster Coordinator will then: a) notify the DDC and Area Director EMQ b) inform LDMG members of “Lean Forward” Stage; c) ensure the LDCC is fully established & set up ready for

operation; d) maintain minimum staffing level within the LDCC (i.e. LDC or

nominated person and Operations Officer), to monitor, record and if necessary establish communications with lead agency to ensure appropriate information flow.

e) establish contact with the Sub Committee Chairpersons; f) release public advice (via media officer) of activation of LDCC

public telephone number (1300 652 659); for the purpose of information provision only in relation to event (this will ensure enquiries are directed to one location) and will relieve requirement for Council customer service people to provide response.

g) Advise all relevant agencies of activation of LDCC and that all enquiries are to be directed to same.

h) notify nominated liaison officers of “Lean Forward” stage; i) continue to monitor the situation; j) consult with the Chairperson LDMG, Area Director EMQ & SES

regarding future action and implementation of the LDMP; k) call a meeting of the LDMG to brief members.

Contact with the DDC, Area Director EMQ, nominated agency liaison officers and Sub Committee Chairpersons will be by telephone or otherwise as determined by the LDC.

LDCC staff and LDMG members will be sent an email commencing “LDMG/LDCC –Lean Forward Stage – please acknowledge”. All members must reply to the email to confirm receipt.

Those that are unable to reply to the email will be contacted per listed telephone numbers.

Chairpersons of the Sub Committees are responsible for advising members of their committees of activation to the “Lean Forward” Stage.


Activation Level Threat/Trigger Actions Communication Method

3. Stand Up Stage

Upon the decision of the Chairperson of the LDMG to mount an operation; all required members are called to their posts. Such posts may be pre-planned or as dictated by the emergency situation. The Alert and Lean Forward stages may not be possible if the disaster strikes without warning. In addition, the situation may dictate that while some members are called out, others will remain on stand-by. This will ensure back up and continuity of staffing if the operations are prolonged. The Chairperson LDMG will notify the LDC of the decision to activate to activate to the “Stand Up” Stage.

The Local Disaster Coordinator will then: a) notify the DDC and submit a SitRep; b) escalate staffing levels as required; c) contact necessary staff to install required equipment for the

LDCC; d) call a meeting of required representatives of the Control

Authority, Support Groups and LDMG; e) request the Sub Committees to meet, if required; f) notify the Area Director EMQ; g) notify the media (via the Media Liaison Officer) of the public

telephone number for assistance (1300 652 659); h) establish an information desk in the foyer of City Hall to advise

people of the current status and prevent the public from intruding into the LDCC.

Contact with the DDC, Area Director EMQ will be by telephone or otherwise as determined by the Local Disaster Coordinator. LDMG and LDCC staff members will be sent an email commencing “LDMG – Stand Up – please acknowledge”. All members must reply to the email to confirm receipt. Those that are unable to reply to the email will be contacted per listed telephone numbers. Chairpersons of the Sub Committees are responsible for advising members of their committees of activation to the Stand Up Stage.

4. Stand Down Stage

The stage where an agencies response is no longer required and services are wound back. The Chairperson of the LDMG in consultation with the relevant Control Authority will determine at what time the stand down phase will be initiated to conclude an operation.

Upon being advised of the conclusion of an operation the LDC will: a) coordinate recall of participating organisations b) notify DDC – submit situation report c) ensure completion and collation of all paperwork within LDCC d) prepare post operational activities (i.e. debrief and reviews) e) Close LDCC – transition to Recovery Operations

Contact with the DDC, Area Director EMQ will be by telephone or otherwise as determined by the LDC. LDMG and LDCC staff members will be sent an email commencing “LDMG – Stand Down” and provide details of final meeting times and LDCC closure process.

5.Debriefing Stage

Post Event Review Officers in Charge of participating organisations are to ensure that their members are appropriately debriefed;

The LDC is to ensure that Council staff are appropriately debriefed;

The Chairperson of the LDMGis to conduct an operation debrief with the Officers in charge of the Control Authorities, and supporting organisations as soon as possible (preferably within seven days after the completion of operations). This should include volunteer staff employed within the LDCC.


4 LDCC LOCATION AND SET UP

A basic requirement of Disaster Management response is a well equipped coordination centre capable of being made operational at short notice and having the capacity to accommodate all control personnel. Responsibility The LDMG is responsible to the DDMG for the efficiency of local government operational coordination arrangements. As such, the LDMG is responsible for the provision of a LDCC. Address – The Rockhampton Regional Council LDCC is located at:

The Reception Room (including the IT Training Room) Ground Floor Rockhampton Regional Council City Hall Bolsover Street Rockhampton

The telephone number for public contact with the LDCC is 1300 659 652 and is advertised to the community during times of activation. Standard Operating Procedures have been developed for the activation and operation of the LDCC. Should this facility become unusable for any reason, alternate disaster coordination centres could be established at:

Dooley St Depot Administration Building 13 Dooley Street Park Avenue or Fitzroy Room- Rockhampton Library Bolsover Street Rockhampton

or as otherwise determined by the Chairperson of the LDMG. 4.1 SECURITY

The LDCC is to be a secured area. Access is restricted to the LDMG Executive, Agency Liaison Officers (ALOs), working members of the staff or other persons approved by the Chairperson and/or Local Disaster Coordinator. When required, swipe cards for access to the building can be provided by the Executive Support Officer. Visitors to the LDCC and Media representatives must be approved by either the Chairperson or Local Disaster Coordinator and are to be escorted at all times.


4.2 MEDIA

No Media are to be allowed into the LDCC during operations unless authorised as per Section 4.1. A Public Information Officer is to be appointed by the LDC and will be responsible for preparing and arranging all media briefings in an area away from the LDCC. During operations, the Public Information Officer should arrange a daily media briefing for the LDC and/or the Chairperson to advise the public of the status of operations. The Chairperson and/or the LDC shall authorise all media releases. All media is to be in accordance with the Communication Sub Plan. 4.3 EMERGENCY POWER TO LDCC

Three (3) generators will be utilised to power selected facilities within the primary LDCC. The generators and emergency lighting is stored in the shed in the courtyard at the rear of City Hall adjacent to the Reception Room. The generators run on unleaded petrol and a switchboard has been wired for utilising the power supply. The main telephone lines have a short-term battery life of up to 12 hours. The operation of these generators is the responsibility of the Logistics Team Leader and general maintenance during the year comes under the Facility Management Unit of RRC.

4.4 LDCC ACCESS

LDCC access is via the main entrance of City Hall during business hours otherwise officers will be provided with a swipe access card.

4.5 LDCC EQUIPMENT AND STORES

Most equipment required to set up the LDCC is held in the store room within the LDCC. Other equipment and resources can be sourced from the various sections within City Hall. A list of equipment required in the LDCC is Annexure D to this plan.

4.6 LDCC LAYOUT

The layout of the LDCC is at Annexure C of this plan. Diagrams of the LDCC layout are also kept within the store room within the LDCC.

4.7 LDCC TELEPHONE NUMBERS

A Communications Officer has been nominated for the purpose of maintaining efficiency of all communications processes within the LDCC, including those from other agencies. The primary means of communication at the LDCC during a disaster event will be:

Normal telephone and fax communications systems utilising Council’s PABX; Mobile telephones; agency radio communications (All response agencies are to provide an appropriate

radio transceiver communications link to the DDC); Electronic message system (email) may be used if/when appropriate resources are

available; and The internet may also be utilised to provide advice and links to other relevant websites.


At the commencement of operations, communications within the LDCC are to be activated. A dedicated email address has been allocated and access provided to the Chair, LDC, Deputy LDC, Operations Officer and Executive Support Officer. This email will be advised when the LDCC is fully operational. If additional communication equipment is required, the Communications Officer will consult with Council’s Information & Technology Services for the provision of additional capability to the LDCC communication system. The incoming call number for the LDCC provides six (6) rotating lines on the one number. Extensions will be allocated to various positions within the LDCC as per Annexure G. Normal telecommunications such as telephone and fax have the potential to fail in a disaster event. Should this occur consideration will be given to the use of two way radios to ensure communications between the LDCC and primary agencies once the telephone and mobile network fail.

4.8 PROVISION OF MAPS

The following maps are to be available within the GIS or hard copy for use within the LDCC; Hazard Mapping, particularly Storm Tide, Bushfire and Flooding; Rockhampton Region Maps; Aerial Imagery; Other maps and charts as identified or required.

5 ADMINISTRATION AND STAFFING

Overall management of a coordinated response is the responsibility of the LDC. All staffing levels required to operate the LDCC will be at the Local Disaster Coordinators discretion and will be dependant upon the scale of the event. Although there are volunteer Council staff listed for the coordination centre, it may still be difficult to provide three full shifts (8hrs) to man the coordination centre on a 24hr basis. This is because some staff may have families affected by the disaster and may not be prepared to attend and damaged infrastructure may prevent volunteers attending the centre. Below is the minimum number of staff needed to fully man the centre on a single shift (e.g. a full team).

Local Disaster Coordinator; Operations Officer; Call Takers X 2; Tasking Officer; Planning Team Leader; Logistics Team Leader; Executive Support Officer; Public Information Officer Agency Liaison Officers (as determined by Local Disaster Coordinator)

However, this will depend on the type and scale of the disaster and it should be noted that these numbers do not allow for meal and rest breaks. Therefore, staffing levels within the LDCC need to be constantly monitored by the Executive Support Officer, in the event that the minimum staffing levels are insufficient.


To counter this, the Executive Support Officer should consider the following when preparing rosters for manning the coordination centre:

The potential for staff to fill more than one position within the coordination centre particularly after more training has occurred;

Where possible an 8hr operational shift should be used (e.g. 8 hr shift plus approx 30 minute handover/briefing before and after the shift) This would necessitate three shifts per day of 9hrs. Where an 8 hr operational shift is not possible - a 12 hour operational shift should be used (e.g. a 12 hour shift plus approx 30 minute handover before and after the shift). Therefore only two full shifts are required per day of 13hrs. A minimum break of ten (10) hours between shifts should also be incorporated;

It is important to give volunteers a break from duty after two shifts on two consecutive days; however this may not always be possible.;

At the start of a disaster, the staffing officer should request that the Chair/LDC advise the DDC that further staff may be required to man the LDCC and that standby staff from other locations should be placed on standby;

The Customer Service Meeting Room will be the designated area where staff can have a break (tea/coffee) away from the coordination centre. The Executive Support Officer should ensure mid- shift breaks occur wherever possible. Additionally Logistics Team need to arrange for appropriate catering for volunteer staff in the coordination centre and with the Executive Support Officer, ensure that appropriate toilet facilities are provided;

External agencies represented within the LDCC are responsible for providing additional staff to cover required “shifts”. The relevant agency is to provide all relevant agency staffing details to the LDCC staff officer for inclusion on relevant rosters.

The Executive Support Officer manages and maintains LDCC staff rosters. Advice about staff rosters and staffing levels will be sought from the LDC, Operations Officer, Planning Officer and Logistics Officer. 5.1 ROSTERS AND FATIGUE MANAGEMENT

The Executive Support Officer is responsible for: Maintaining awareness of all LDCC staff on duty ensuring that staff sign on and off

before and after shifts and also log out of Guardian at the end of shift; Liaising with the LDC to coordinate the shift hand-over and briefing of the incoming

shift; Identifying meal breaks for the shift; Monitoring fatigue management requirements, as per standard workplace health and

safety policy; Contacting and scheduling required staff for shifts for LDCC operations. This includes

advice to staff on required shift start and finish times as well as providing directions to their required area for briefing prior to the commencement of their shift Transport for the next shift to the LDCC may also be required; and

Liaising with relevant agency liaison officers in relation to their arrangements for relief personnel to ensure their inclusion on the sign on sheets, catering requests and Guardian log ins.

5.2 CATERING AND STAFF WELFARE

The LDC has overall responsibility for LDCC catering and welfare of persons within the LDCC. The Logistics Officer is responsible for organising catering and welfare support for LDCC staff in consultation with the Executive Support Officer under the direction of the LDC. Catering support will include both light refreshments and mid-shift meals. Catering will be charged to an identified disaster management cost centre code which will be established for each event. Meal breaks should be staggered to meet the needs of the LDCC and to ensure the continuity of operations.


5.3 TRAVEL ARRANGEMENTS

The Logistics Officer is responsible for identifying and sourcing particular after hours travel arrangements for LDCC staff where required – i.e. transport may be arranged through cab charges, if enough notice is given during working hours.

5.4 FINANCIAL ARRANGEMENTS

The LDC has overall responsibility for ensuring the recording of all costs incurred by the LDCC to support and respond to the event. The Executive Support Officer is responsible for maintaining a record of all such costs on behalf of the LDC (refer to Sub Plan 10 – Financial Management).

5.5 LDCC SECURITY AND ACCESS CONTROL

The Executive Support Officer is to ensure that security is maintained for the LDCC. After hours access to the council buildings and systems is controlled by the Facilities Management Unit (FMU). At the time of activation an email is to be sent to the Coordinator FMU to advise of extended hours of business in the building. Security of staff should be taken in to consideration where necessary. Access to the LDCC is to be limited to personnel who are rostered to work in the LDCC or approved by the Local Disaster Coordinator and/or Chairperson LDMG. The Executive Support Officer is to ensure that:

LDCC personnel have appropriate identification tags/cards. Visitors to the LDCC are to be issued with Council visitor cards. Key/Card access to

the appropriate Council buildings may also be required. Upon issuing keys, a record is kept of all keys issued and returned and forward these

back to FMU. Visitors are to be signed in, escorted whilst within the LDCC, and signed out. Representatives from media outlets are not permitted in the LDCC without the express

approval of the Local Disaster Coordinator. All media visits are to be coordinated and escorted by the Public Information Officer.

5.6 LDCC CONFIDENTIALITY

The LDC is responsible for ensuring confidentiality of the LDCC. Staff working within the LDCC need to be aware that there may be considerable interest in their operations particularly in relation to the overall coordination of response to the event. LDCC staff are not to discuss matters pertaining to the LDCC, outside of the LDCC. Staff must not discuss LDCC operations with the media, politicians or members of the public unless expressly approved to do so by the Local Disaster Coordinator. Care should be exercised at all times in communicating sensitive matters via email, telephone or radio networks. Cameras and other recording devices are not to be used within the LDCC unless approved by the Local Disaster Coordinator. 5.7 DOCUMENT PROTECTION

The primary source of all information is within Guardian Management System. The Executive Support Officer is to ensure that all documentation, books, plans and papers produced within the LDCC or held within the LDCC or related to the event are adequately protected from loss or theft including registering in Guardian System to minimise hardcopies . All staff are to be advised of correct information release procedures and security policy concerning document protection and that Guardian is the primary source.. Rockhampton Regional Council Local Disaster Management Plan – 6. Local Disaster Coordination Centre Sub Plan

Files and records not required for current operations are to be stored in lockable facilities. Once the LDCC is stood down, the files are to be archived under the direction of the LDC, for a period in accordance with Council policy. The LDC and Executive Support Officer are to take into account that these are potentially “discoverable” documents. Consequently, their maintenance and protection is essential. A disc of back up data from Guardian is to be included in the records of the event.

5.8 WORKPLACE HEALTH AND SAFETY

Council’s existing workplace health & safety and risk management policies and procedures are to be complied with during operations of the LDCC. 5.9 ADMINISTRATION AND EQUIPMENT

Stationery and equipment requirements for the LDCC are located within the storage area of the Reception Room. Additional supplies will be drawn from existing Council supplies and supplemented as required. The following documents and plans are to be available in the LDCC:

Rockhampton Regional Council Local Disaster Management Plan and supporting Sub Plans;

Disaster Management Act; State Disaster Management Plan; and District Disaster Management Plan

5.10 EXTENDED OPERATIONS

Duty rosters and catering arrangements will be implemented in the event of protracted operations. 6 INFORMATION AND COMMUNICATION MANAGEMENT

Communication (in the broader sense of the word) is vital for the LDCC. It is more than having communication equipment available to the people who are operating in the LDCC. Rather, its importance lies in the fact that information can be efficiently and accurately passed between people and agencies. An emergency/disaster has the potential to put extreme pressures on this process. This could be through the need to cope with excessive volumes of information, or the fact that the consequences of information transactions may be acute or even life threatening. There may be severe time pressures or even large scale equipment failures. It is therefore imperative that the message flow system is followed by all personnel in the LDCC. The system is designed to ensure that messages are handled by the appropriate staff, no message is overlooked or lost, no duplication of function takes place, and messages are prioritised and handled expeditiously.

6.1 INFORMATION MANAGEMENT

Information is the basis of timely and appropriate decisions. The best use of information will follow a systematic handling of information. The key steps are:

Collection – from multiple sources (history and real time); Collation – the sorting of information by interested parties; Confirmation – the verification of information collected and collated; Interpretation – suitably skilled and authorised personnel make sense of the

information; Action – response to the above actions; and Record/Store/File.


These actions are repeated constantly during an operation and result in substantial quantities of information. The sign of good information management is the capture and recording of all the information, to enable it to be shared with as many interested relevant personnel as possible – both during and post operations. The fundamentals of good information management are:

Record it. Capture as much detail as possible and store it (electronically or in hard copy, sound or image/vision);

Time and Date. Ensure everything is time and date marked for pre, during and post operational use;

Share information with all relevant officers and stakeholders; and Take appropriate action and record the details.

When this is done well, all personnel involved in the operation will have far greater situational awareness and post event, will be able to reconstruct what happened and when. This facilitates organisational learning, by improvement over time, through analysis of past operations. It will also ensure information is not lost and is processed in a thorough and systematic manner. Personnel needing to make decisions can also be assured they have the most up to date and complete information with which to work.

6.2 INFORMATION FLOW

The primary means of managing the coordination of response activities will be through the use of the Guardian Control Centre software system (Guardian) within the LDCC. The Guardian Control Centre system is a program developed to record and manage information received from residents and emergency services personnel when the LDCC has been activated. From the data collected, reports are generated to meet media, government and agency requirements. The system also retains information for follow up actions required after the initial emergency has ended. Integration with mapping systems also provides current updates to show where the incidents and hazards are and summarise action being taken. There is a workflow process that automate the passing of information to the various roles and agencies within the LDCC. All records associated with an event are to be maintained within the Guardian system including but not limited to tasks, media, reports, requests or logistics. In the event that the Guardian Control Centre software system becomes inoperable for any reason, LDCC activities will be coordinated through the use of a paper hard copy information management system.

6.3 COMMUNICATION

6.3.1 External Communication with Agency Liaison Officers A number of Agency Liaison Officers (ALOs) from various agencies/council sections may be working in the LDCC. During a disaster, ALOs will be able to communicate with their agency/section personnel in the field. It is the responsibility of the participating agencies to provide communications between their headquarters and their ALO in the LDCC. It is expected that ALOs will have delegated decision making authority and will maintain communication with the relevant parent organisation at base and field level as appropriate. All information/external reports/updates coming back into the LDCC should follow the required workflow process, so that this information is recorded and logged within the Guardian system. e.g. when an ALO receives a message from outside of the LDCC, details should be recorded within the Guardian system with appropriate action taken and recorded.


This should occur because other decision making positions within the LDCC will be using this information e.g. Operations Officer/Intelligence Officers could use the information to update SitRep reports, situation maps etc. Agencies/Council sections should ensure that field personnel are aware of the correct message flow requirements and the importance of providing relevant information back through the LDCC.

6.3.2 District Disaster Coordination Centre (DDCC) The primary means of communication with the DDCC will be by telephone and email. SitReps will be provided via email. If mobile and internet services fail, a LDCC staff member or other Council employee will be tasked with hand delivering a hard copy of the SitReps to the DDCC.

6.3.3 Evacuation Centres / Shelters The primary means of communications with evacuation centres/shelters will be by telephone. If available, email will be used. Should the above systems fail, two way radios should be utilised.

6.3.4 Maintenance The LDCC communications facilities shall have 24/7 response capability and be managed and maintained by the Communications Officer. 6.4 INFORMATION BOARDS

Even though the Guardian Control Centre software system is used within the LDCC, it may also be appropriate for information display boards to be erected within the LDCC. The decision to utilise information display boards will be at the discretion of the LDC. The maintenance of information display boards is primarily the role of the Intelligence Officer under the supervision of the Planning Team Leader. All information display boards detailed below are to be updated as regularly as practical, as current information/intelligence is critical for effective and timely actions to be taken. The information on these display boards will also be available in the Guardian Wallboard feature for reference by other external groups. All displays should be marked –“Correct as at (time and date) when display information is changed, updated or adjusted. Also a copy (possibly photograph) should be made of displays when information is completely removed. There is a function to flag Wallboards for Public Release or internal use only. Display boards may include but not limited to:

Contacts Display Board - used to record important contact telephone and fax numbers being used for the particular event. Contact numbers in regular use are permanently displayed: • District Disaster Coordination Centre • Emergency Management Queensland • State Emergency Service Groups • Bureau of Meteorology • Police • QFES • QAS communications centres Information should be recorded in accordance with the annexed form “Operational Contacts Status Board” and will be recorded on the Boards marked “18” on the LDCC layout plan (Annexure C).

Operations Display Board - a white board showing major tasks being carried out in the affected area/s i.e. evacuations, rescue operations, missing person search etc. This


will be recorded on the Boards marked “19” on the LDCC layout plan. This information must also be recorded in accordance with the annexed form “Current Operational Status Board”.

Situation Report Display – a copy of the most recent LDMG SitRep (to DDC) should be attached to a Display Board in an obvious location.

Situation Map Board - an appropriate map of the impacted areas marked with the developing threats and known information from the impact to summarise the current situation for the various locations affected by the incident/emergency i.e. areas flooded, areas damaged, etc. Information will be recorded on the Boards marked “18” on the LDCC layout plan.

Resource Board and Offers Of Assistance Board – A board used to show: • resources already committed; • resources available for deployment; • location of available resources; • type, quantity and period available; • offers of assistance with resources (including external and/or private organisations). Information should be recorded, on two separate boards, in accordance with the annexed forms “Resource Allocation Register” and “Offers of Assistance Board” and will be recorded on the Boards marked “19” on the LDCC layout plan.

Maps and Weather Display Board - Displaying all relevant weather and flood warning information. Information will be recorded on the Boards marked “19” on the LDCC layout plan.

Access / Egress Board – Display board showing details on transport corridors including details on roads, rail, waterways and airport. Information will be recorded on the Boards marked “19” on the LDCC layout plan.

Road Maps - Maps of Rockhampton Regional Council area. Maps will be the responsibility of the GIS Officer and will be recorded on the Boards marked “18” on the above layout plan.

Disaster Management Plans - All Disaster Management Plans will be held by the Local Disaster Coordinator and available in the LDCC.

6.5 DDMG REQUEST FOR ASSISTANCE

If the LDMG requires additional resources to manage an event they are able to request support from the District Disaster Coordinator (DDC) or the District Disaster Management Group (DDMG). These requests can be entered in as tasks in Guardian Control Centre and the form template filled out. Requests for assistance are made via “Request for Assistance Forms” following the process set out in the template in the Guardian Control Centre. Requests for assistance will be emailed to the DDMG, copy kept for records and filed away. T he same is to done with the DDMG’s response. All contact names and details for the DDC and the DDCC will be provided within the LDCC when activated. 6.6 SITUATION REPORTS (SitRep)

Situation Reports (SitReps) are produced by the Operations Officer, approved by the LDC and used to provide key people and relevant stakeholders with summarised information about the situation. The report includes resources deployed, activities for the period covered (including past, present and future intentions), damage assessments and any other relevant information. Situation Reports will be required on a regular basis, generally as determined by the District Disaster Coordinator (at the end of each shift, twice a day). SitReps will be distributed to DDC, LDMG Chair & Deputy Chair and key LDMG members.


6.7 SHIFT HANDOVER

“Shift Handover” is a term used to describe a handover of authority and responsibility of a role within the LDCC. Shift Handovers should be undertaken in accordance with the process identified within Section 7 of this plan “Process for Briefing and Debriefing”.

7 PROCESS FOR BRIEFING AND DEBRIEFING

7.1 BRIEFINGS

Briefings are a means of updating all staff within the LDCC to ensure that all personnel are aware of the overall situation, current operations (achieved actions on the previous IAP) and strategic forward planning issues (oncoming shift’s IAP to follow) and should occur:

At change of shifts within the LDCC; and At regular intervals (as determined by the Local Disaster Coordinator) during operations

of the LDCC Where possible, a schedule for briefings should be developed and communicated to all persons within the LDCC (as per sample schedule at Annexure H). Change of shift briefings should be conducted individually between the outgoing shift personnel and the incoming shift personnel. Shift changeovers and briefings for individual positions within the LDCC should therefore be staggered to ensure minimal disruption to LDCC operations. Staff being relieved are to leave the LDCC immediately after the change of shift briefing has been completed for their area. Regular briefings of all LDCC personnel should be conducted by the LDC. Where possible, a schedule for briefings (as per sample schedule at H) should be developed and communicated to all persons within the LDCC . As the LDCC can be extremely busy, all such briefings by necessity should be as concise as possible and within as short a time as possible so as not to adversely affect LDCC operations. The Executive Officer must therefore ensure that all staff within the LDCC are included within and attentive to such briefings and an appropriate environment is provided (i.e. consideration could be given if appropriate, to temporarily halting operations within the LDCC and disengaging phones). The following approach is provided as a guide to assisting staff in undertaking such briefings: SITUATION - (DESCRIBE WHAT IS HAPPENING?) Advise the team of the Situation: What has happened? Give them the Big Picture.

What is the overall situation? What is at risk? What is the physical environment? What dangers and/or problems exist?

MISSION - (DESCRIBE WHAT NEEDS TO BE ACHIEVED) Clear and concise statement of what is to be achieved. Different teams/agencies may be executing different tasks. Other teams/agencies should listen so everyone knows what is going on):

What is the overall mission? What are the objectives? Who or what is saveable?


EXECUTION - (DESCRIBE HOW THINGS ARE BEING OR GOING TO BE DONE) - Nuts and bolts of how the job is being or is going to be done). Explain how the Mission will be achieved. What methods will be used, who will do what roles, etc.

What are the tactics? How will the tasks be executed?

ADMINISTRATION AND LOGISTICS - (DESCRIBE HOW IT WILL BE SUPPORTED - What support will be provided and how):

What logistical support is required? Logistical support includes personnel, equipment and supplies, food, water, facilities.

What is the timing for the various logistics? What resources are immediately available? What resources will become available and when? Where are the resources? Welfare; Resupply; Equipment; Relief.

COMMUNICATION - Communication networks:

Who is in overall control of incident? What is the chain of command for the incident? What are the channels of communication? When are SITREPS due? What method of communication do you have? Important phone numbers and radio channels Contacts with upper and lower levels

SAFETY – Workplace health & safety issues & requirements:

Staff welfare issues: Risks to staff including weather conditions i.e. high winds etc

7.2 OPERATIONAL DEBRIEF – POST EVENT A debrief should always be conducted at the conclusion of a major operations. A debrief is a meeting held to determine the effectiveness of an emergency/disaster operation. A debrief is a forum to discuss what occurred in the operation in order to identify good practices and areas for improvement. All staff represented within the LDCC should be given the opportunity to participate in a debrief in relation to LDCC operations.

7.3 CONDUCTING THE DEBRIEFING The following information provides some general guidelines for running a debriefing session. These points are relevant regardless of the size of the debriefing. The same approach can be applied to a small event involving only 3 or 4 people or an event involving the whole organisation.

1. There should be somebody who leads the discussion. This person should prepare a set of questions.

2. It is important for the facilitator to make sure there are no personal attacks on people. 3. It is useful for participants to be familiar with questions before the actual session. 4. Reserve enough time -- the debriefing should last as long as people have important things

to say. 5. Everybody should have a possibility to contribute to the discussion. The facilitator has to

"keep an eye open" to make sure individuals are not sitting passively and not getting off the track.

6. The task of facilitator is not to present his/her own opinion but to create a possibility for all participants to contribute their ideas and feelings.

7. From time to time the facilitator should summarise the general sentiment or the main point(s) -- to clarify an issue or before moving on to another question


The following questions are general and can be applied to all events. It is important at this level to focus people’s attention on the big picture. This is important for them to feel that they are involved in the big picture and not just a mouse on a tread wheel. What went well? This allows people to start off feeling acknowledged, safe and valid. It is just as important to recognise the things that have been done well as those that are weak. Deal with all the positives before moving to the things that did not go so well. What didn’t go well? Once the "What went well?" section is dealt with you need to move onto those things that did not go as well as they could, or should have. This does not mean things were done wrong, although this may be the case, it means things that could have been done differently. It is important in this section to avoid people attacking other individuals. Any comments should be made in a constructive and objective manner. This potentially will be the facilitator’s greatest challenge.

For each of the two points above ask the following questions for each: Why did things happen?

This elicits reflection and interpretation of the experience. It is in effect looking for the contributing factor to what went or didn't go well. Again it is important to not allow things to degenerate into a blame session. The facilitator must listen and if need be re word the comment to identify the contributing factor in a non personal way. For example someone might say the contributor to a bad design was "James gave me a pathetic brief that he came back and changed three times". A better way of putting that would be to say "The initial brief was incomplete and there were a number of what appeared ad hoc changes”. This is more effective as it allows us to pick up on the ad hoc issue which may lead to another issue. Blaming people will not lead to anything constructive.

What will we do differently and better next time? This helps them learn what improvements need to be made. It is looking for ways that things can be improved. It is important to try and get all ideas regardless of how general they may be. Even if someone suggests something that may appear very odd, dramatic or totally wild, still record it.

How can we use this? This helps people deliberately apply their learning to their work. It may be something that can be applied at an organisational level or something that would work at a team or individual level. It is about recognising leverage and suggesting at a general level where that can be applied.

8 TRAINING FOR LDCC STAFF

To ensure effective operations of a LDCC it is the responsibility of the Local Disaster Coordinator or nominated officer to ensure all staff under go appropriate relevant training. The following identifies training that should be undertaken by LDCC key stafff, including Chairperson LDMG, Deputy Chairperson LDMG, Local Disaster Coordinator, Operations Officer, Planning Officer and Logistics Officer:

Queensland Disaster Management Arrangements provided by Emergency Management Queensland;

Australasian Inter-service Incident Management System training by Queensland Fire and Rescue Service;

Disaster Coordination Centre Operations provided by Emergency Management Queensland;

Coordinate Resources within a Multi Agency Emergency Response (accredited training) provided by Emergency Management Australia;

Relevant disaster management exercises to test Local Disaster Management Plans; Guardian System.


The following identifies training that should be undertaken by LDCC stafff, including Agency Liaison Officers, LDMG Members, Sub Committee Chairpersons and other LDCC Staff:

Queensland Disaster Management Arrangements provided by Emergency Management Queensland (EMQ);

Disaster Coordination Centre Operations provided by EMQ; Relevant disaster management exercises to test the LDMP; Guardian System.


Annexure A: Duty Statements

Position Chairperson Local Disaster Management Group Position Summary The functions of a Chairperson of a Local Disaster Management Group are specified in

Section 34A of the Disaster Management Act as follows: To manage and coordinate the business of the LDMG; To ensure, as far as practicable, that the group performs its functions; To report regularly to the relevant district group, and the chief executive of the

department, about the performance by the local group of its functions. During activations the Chairperson must: Maintain a long-range focus on the strategic and tactical requirements and overall

– should ensure that the LDCC functions correctly; Focus on the consequences of the event as well as maintaining awareness of the

operational aspects (i.e. how does the event impact the local economy, standard of living, tourism etc).

Reports To Local Disaster Management Group Responsibilities In consultation with the Local Disaster Coordinator determine trigger points for:

o The issue of public information and warnings; o Activation of the LDCC; o Need for or potential need for evacuation of the community from at risk

areas. Authorise the opening of the LDCC; Authorise/approve prepared media releases; Participate in media interviews/information releases (become the face of the

event/operations in conjunction with relevant agency heads); Authorise distribution of public information; Provide updates and interviews with relevant media outlets; Maintain long range focus on strategic and tactical requirements; Ensuring support resource requirements of response agencies are appropriately met; Ensure tasks are accomplished effectively (this will involve directing strategic planning

efforts and maintaining liaison with appropriate organisational headquarters and other coordination facilities);

Chair meetings of the RRC LDMG in preparation for and during events/disasters.

Training Requirements: Queensland Disaster Management Arrangements provided by Emergency Management Queensland; Disaster Coordination Centre Operations provided by Emergency Management Queensland; Coordinate Resources within a Multi Agency Emergency Response (accredited training) provided by

Emergency Management Australia; Australasian Inter Service Incident Management System (AIIMS) – various training providers; Participation in relevant disaster management exercises to test Local Disaster Management Plans; Guardian System.


Position Local Disaster Coordinator Position Summary The functions of the Local Disaster Coordinator are specified in Section 36 of the Disaster

Management Act as: To coordinate disaster operations for the local group; To report regularly to the local group about disaster operations; To ensure, as far as practicable, that any strategic decisions of the local group are

implemented. The Local Disaster Coordinator must be able to devote his time and energies solely to disaster management operations. It will therefore be necessary to ensure appropriate delegation for his normal day to day duties is in place. The Local Disaster Coordinator must: Assist the Chairperson in maintaining a long-range focus on the strategic and tactical

requirements and ensuring that the LDCC functions correctly Focus on the consequences of the event as well as the operational aspects; Forward planning of foreseeable consequences of the event.

Reports To Local Disaster Management Group Responsibilities

In consultation with the Chairperson determine trigger points for: o The issue of public information and warnings; o Activation of the LDCC; o Need for or potential need for evacuation of the community from at risk

areas. Establish and maintain the Local Disaster Coordination Centre in a state of

operational readiness; Ensure that the Local Disaster Coordination Centre is set up and staffed appropriately

to facilitate information flow; Brief all staff on arrival within the Local Disaster Coordination Centre; Establish liaison with:

o Media liaison officer; o District Disaster Coordinator; o Other local government disaster coordination centres as required; o Relevant agency/organisation heads; o Community leaders

Coordinate the Planning Cell to enable effective and timely planning decisions to be made. Ensure forward planning (24-48 hrs ahead and future plans);

Ensure that the Local Disaster Coordination Centre functions effectively; Ensure information flow within LDCC is maintained (in particular situational awareness

of LDCC members); Constantly review recorded tasks (in particular look for outstanding tasks or tasks that

are taking some time to complete); Ensure that all relevant agencies are represented within the Local Disaster

Coordination Centre as required; Ensure that all agency Liaison Officers have appropriate authorisation within their

agency and have appropriate skills, knowledge and experience relevant to their role; Ensure Standard Operating Procedures governing the activities and conduct of the

Local Disaster Coordination Centre are developed and available to all staff within the LDCC;

Ensure the provision of trained staff to operate the Local Disaster Coordination Centre;

Identify and provide adequate resources to enable the Local Disaster Coordination Centre to operate effectively;

Oversee the processing of information within the Disaster Coordination Centre; Ensure the establishment and maintenance of administrative and financial systems for

resources and monies expended in connection with the operation; Oversee the preparation of Situation Reports for ongoing presentation to the District

Disaster Coordinator throughout the event and at the conclusion of operations; Preparing materials for briefing and debriefing sessions; Provision of regular briefings to all staff within the Local Disaster Coordination Centre;


Position Local Disaster Coordinator (For briefings to be effective it is necessary that all staff within the LDCC are involved and attentive. Consideration would therefore need to be given to the time needed to undertake such briefings and the impact of the LDCC operations and noise on such briefings. Briefings should be as short as possible, concise and relevant. Consideration could be given to implementing a short term halt to LDCC operations, including phone calls, to implement the briefing).

Ensure appropriate handover/briefings are conducted at change of shift of LDCC staff.

(Consideration should be given to the need for staggering of handover/change of shifts);

Ensure decisions on contentious resource allocation issues are made through the appropriate agency Liaison Officer and Chair LDMG;

Authorise the utilisation of Council resources (including contractors) for Disaster Management purposes;

Authorise expenditure of funds for operation of the LDCC; Ensue the appropriate recording of:

o SitReps; o Resource deployment; o Casualties; o Tasks; o Major incidents; o Operational intelligence

Provide support to staff having difficulty dealing with the event/situation; Upon conclusion of an operation ensure that all forms and reports are collated,

recorded and filed; Ensure that the Chairperson is immediately informed of significant or contentious

issues that may attract media attention (i.e. fatalities, missing children etc).




Position Operations Officer – Local Disaster Coordination Centre Position Summary The role of the Operations Officer is to maintain the LDCC operational response to the

event by actively seeking and coordinating information about the event(s). In the initial phases the Operations Officer may be coordinating and managing all aspects of the response. As the response increases the Operation Officer becomes the collection point for information.

Reports To Local Disaster Coordinator Responsibilities Ensure all information coming into the LDCC is:

o Routed through the planning cell; o Vetted; o Authenticated at all times; o Assessed for information to assist in forward planning;

Peruse message forms for relevant information to assist in forward planning; Prioritise information and ensure the management team receives timely notification of

critical intelligence; Provide the Chairperson and Local Disaster Coordinator with an accurate, timely and

concise picture of the event; Liaise with Planning Team Leader to ensure information on status boards (where

implemented) is accurate, up to date and easily read; Liaise between agency liaison officers and the LDC to facilitate support at the local

level; Refer complicated, contentious or difficult issues to the LDC for decision and to avoid

being bogged down; Obtain internal SitReps from all organisations involved within LDCC; Draft SitReps to District Disaster Coordinator, for approval of LDC; Refer “Requests for Assistance” to the LDC for approval & signature and ensure same

are forwarded to the DDC; Inform media liaison officer of matters of interest to the media and community; Liaise with Planning Cell to assist in actively premising the likely problems resulting

from the event and work to establish strategic plans for meeting the situation; Ensure the information flow in the operations section is maintained; Maintain an overview of all operations and reduce duplication of effort where possible; Forecast other threats and responses that may be required (planning); Regularly monitor recorded tasks to ensure tasks are completed in a timely manner; Monitor the resources and tasks of liaison officers; Forecast requests for assistance to the DDMG and advise the LDC accordingly; Seek out information from support agencies regarding their tasks; Ensure that the Chairperson is immediately informed of significant or contentious

issues that may attract media attention (i.e. fatalities, missing children etc). Conclusion of Operations Ensure that all tasks, forms and reports are completed, collated and filed. Where necessary advise the LDC of any outstanding issues.




Position Planning Team Leader Position Summary The role of the Planning Team Leader is to oversee the functions and responsibilities of

the Planning Cell and to actively seek and assess information about the event(s) for the purpose of forward planning. They must analyse and authenticate this information and collate it with other relevant data to provide intelligence to the management of the LDCC. Their role includes the identification of trends or indications of foreseeable consequences arising from intelligence and prioritising information ensuring that the management team receives timely notification of critical intelligence. They should also consider the “what if” implications of the event (i.e. what if cyclone changes direction etc). The Planning Team Leader may have short term decisions to recommend but above all, there is the need to look ahead and beyond immediate activities i.e. 4hrs, 12hrs, next day and so on for the purpose of forward planning.

Reports To Local Disaster Coordinator Responsibilities Oversee planning cell functions and activities:

As part of the “planning cell” – assist in actively premising the likely problems resulting from the event and work to establish strategic plans for meeting the situation

Predict how weather changes may affect operations Ensure all information coming into the LDCC is:

o Routed through the intelligence cell; o Vetted; o Authenticated at all times; o Assessed for information to assist in forward planning;

Peruse recorded tasks/information for relevant information to assist in forward planning; Prioritise information and ensure the management team receives timely notification of

critical intelligence; Manage Intelligence Officers and Plotters to ensure information on status boards

(where implemented) is accurate, up to date and easily read.; Identify planning cell support staff as required; Inform media liaison officer of matters of interest to the media and community; Ensure that the Chairperson is immediately informed of significant or contentious

issues that may attract media attention (i.e. fatalities, missing children etc).

Training Requirements Queensland Disaster Management Arrangements provided by Emergency Management Queensland; Disaster Coordination Centre Operations provided by Emergency Management Queensland; Coordinate Resources within a Multi Agency Emergency Response (accredited training) provided by



Training Requirements Queensland Disaster Management Arrangements provided by Emergency Management Queensland; Disaster Coordination Centre Operations provided by Emergency Management Queensland; Coordinate Resources within a Multi Agency Emergency Response (accredited training) provided by


Position Logistics Team Leader Position Summary The role of the Logistics Team Leader is to oversee the functions and responsibilities of

the Logistics Cell through the acquisition of human and physical resources, facilities, services and materials to support achievement of incident objectives.

Reports To Local Disaster Coordinator Responsibilities As directed by Local Disaster Coordinator, ensure LDCC is established to the

relevant level of activation and resourced accordingly; Lead, monitor and undertake logistics cell functions including those relating to LDCC,

procurement, stores, staging, transportation and medical arrangements; As required and in liaison with the Operations Officer, assist QPS and other relevant

agencies with resource arrangements necessary for evacuations; As required and in liaison with the Operations Officer, arrange for nominated

evacuation centres to be opened, resourced and ready for operations; Responsible for security of LDCC logistics documents & records; In liaison with LDCC Staffing Officer, assist with LDCC security and access

arrangements as required; In liaison with LDCC Staffing Officer, assist with maintenance and cleaning of LDCC as

required; Action logistics requests received by the LDCC; Provide logistics advice to Local Disaster Coordinator, Operations Officer and other LDCC staff as required; Maintain record of costs associated with LDCC logistics issues; Upon completion of operations, ensure all LDCC logistics records are provided to the

Local Disaster Coordinator for NDRRA claims.


Position Executive Support Officer Position Summary The Staffing Officer is responsible for the general administration of the LDCC.

Prime function is to ensure efficient and effective functioning of LDCC and responsible for overall physical management of the LDCC during operations

Reports To Operations Officer Responsibilities Establish a working environment by being familiar with the layout and intended

purpose of each LDCC display board (where implemented); Ensure a sign in/out register is maintained and staff within the LDCC sign in upon

commencing duties and sign out upon completion of duties; Ensure that a visitors sign in/out register is available for security officers and

maintained accordingly; Ensure that all LDCC staff that utilise the Guardian System log out before leaving the

LDCC at change of shifts; Provision of clocks within LDCC to ensure accurate & consistent time recording; Under direction of the Operations Officer, ensure sufficient trained personnel are

available to staff the LDCC; Supervision of general assistants, loggers/telephonists and security officers to ensure

such roles within the LDCC are fulfilled; Ensure there is appropriate resources including but not limited to:

o Telephone lists; o Forms; o Maps; o Log books/record; o Pens, white-boards and white-board markers; o Stationery; o Photocopiers/faxes are installed, equipped and operational;

Preparation of LDCC staff rosters and ensuring that rosters are adhered to; Ensure changeover of staff is expedient as possible; Rostering of meal and rest breaks; Monitor workload of all staff and suggest increases of staff if required to Operations

Officer; Monitor communications equipment within the LDCC to ensure it is sufficient for the

task; Under direction of Local Disaster Coordinator, maintain a register of authorised

financial expenditure from the LDCC; Provide for security, cleaning and refreshments for the LDCC (consider use of

contractors if required); Arrange for Council’s Workplace Councillor to visit coordination centre staff, if needed; Undertake administrative tasks for the Chairperson, Local Disaster Coordinator and

Operations Officer as directed; Coordinate interchange of personnel.

Training Requirements Queensland Disaster Management Arrangements provided by Emergency Management Queensland; Disaster Coordination Centre Operations provided by Emergency Management Queensland; Participation in relevant disaster management exercises to test Local Disaster Management Plans; Guardian System.


Position Intelligence Officer Position Summary The role of the Intelligence Officer(s) is to assist in achieving the functions of the Planning

Cell by actively seeking, analysing and coordinating information about the event(s).

Reports To Planning Team Leader Responsibilities As part of the “planning cell” – assist in actively premising the likely problems resulting

from the event and work to establish strategic plans for meeting the situation; Predict how weather changes may affect operations; Peruse recorded information for relevant information to assist in forward planning; Prioritise information and ensure the management team receives timely notification of

critical intelligence; Assist in ensuring information on status boards (where implemented) is accurate, up

to date and easily read; Assist Planning Team Leader in identifying planning cell support staff as required; Ensure Planning Team Leader is informed of matters of interest to the media and

community; Ensure that the Planning Team Leader is immediately informed of significant or

contentious issues that may attract media attention (i.e. fatalities, missing children etc).


Position Tasking Officer Position Summary The Tasking Officer assumes an important role within the LDCC as they are the nexus

between the message received and the message being actioned. Their primary responsibility is to interpret messages received within the LDCC and decide which is the most appropriate agency to action the request. To assist in this decision making process a list of the roles and responsibilities of relevant agencies is an attachment to this duty statement.

Reports To Operations Officer Responsibilities Specific duties of the Tasking Officer include:

Perusing message forms and deciding which is the most appropriate agency to task; Completing the relevant tasking section within the Guardian Control Centre system; Identifying whether the message is of an urgent nature and ensuring the message

form is adequately and appropriately identified as such; Ensuring the tasked message form is relayed to the appropriate agency Liaison

Officer; Reviewing all details for “Information Only” calls received before completing them all; Notifying the Operations Officer and/or Local Disaster Coordinator of contentious

issues. Training Requirements Queensland Disaster Management Arrangements provided by Emergency Management Queensland; Disaster Coordination Centre Operations provided by Emergency Management Queensland; Participation in relevant disaster management exercises to test Local Disaster Management Plans; Guardian System.


Position GIS Officer Position Summary The GIS Officer(s) within the Local Disaster Coordination Centre work under the direction

of the Planning Team Leader, and are responsible for the collection and recording of data pertaining to the incident. From this information updates can be provided to assist in decision making.

Reports To Planning Team Leader Responsibilities Specific duties of GIS Officer include:

Provision of appropriate reference maps within LDCC; Creation and updating of all information on maps; Updating and monitoring information/display boards (where implemented) including:

o Bureau of Meteorology information; o Casualties and Displaced Persons; o Damage sustained; o Evacuation Centres established; o Access and egress problems;

Any other information required by the Local Disaster Coordinator, Operations Officer, Planning Team Leader, and/or Logistics Team Leader.



Position Agency Liaison Officers Position Summary Liaison Officers represent an agency that has a disaster management function within the

LDCC. They provide the link between their organisation and the LDCC and provide specialist advice to the LDCC Management. They are experts in relation to their agency area of specialisation and may include Emergency Service Agencies, Government Agencies including local government, non government agencies and volunteer organisations. In the event that normal communications facilities are out of action, they are to be supported by radio communications from their parent organisation. They also contribute to problem solving and arrange tasking as required to meet the needs of the LDCC. Their role is two-fold - to pass information/requests from the LDCC to their functional agency and to feed requests or information from their functional agency into the LDCC. The response to, and recovery from a disaster event needs to be coordinated. It is therefore necessary that during LDCC operations, Liaison Officers are coordinated by the LDCC Operations Officer rather than taking direction from their parent organisation. Whilst there will always be a requirement to report to their parent organisation, all decisions and actions must be undertaken with the Operations Officers knowledge

Reports To Operations Officer Responsibilities Have the authority to commit their organisation’s resources in support of operational

requirements; Facilitate provision of their agency’s resources as required; Continue to advise their parent agency of developing plans and likely effect on agency

resource commitment; Communicate with their parent agency to ensure up to date information on availability

of agency resources for tasking; Pass on tasking directions and receive advice on completion of tasks; Provide written and oral agency situation reports at times directed by Operations

Officer; Maintain / operate communications between parent organisation and the LDCC; Provide advice to the Operations Officer, Local Disaster Coordinator and/or

Chairperson, on the capabilities of their organisation during the disaster; Plan for and anticipate future developments in the situation; Liaise with parent organisation to ascertain what resources are available; Ensure parent organisation is aware of possible developments in order to plan for

support; Keep the Operations Officer informed on the actions taken and requirements of their

parent organisation; Maintain an operations log of all action required to be taken and tasks completed. The

form to be utilised for this purpose is the “Agency Tasking Log”; Record all action taken and tasks performed within the Guardian Control Centre

system; All “Requests for Assistance” by the Liaison Officers are to be given to the Operations

Officer who will; o Refer the matter to the Chair/LDC for approval/signature; and o forward same to the DDC for action

Report to and liaise with the Operations Officer regularly as required; Know the resources of the agency they represent; Know the other Liaison Officers and other representatives in their agency; Ensure all requests to their respective agency are actioned in a timely and effective

manner; Maintain effective communication in the LDCC; Prioritise and action messages and requests as appropriate; (Continue next page)


Training Requirements Queensland Disaster Management Arrangements provided by Emergency Management Queensland; Disaster Coordination Centre Operations provided by Emergency Management Queensland; Coordinate Resources within a Multi Agency Emergency Response (accredited training) provided by Emergen

Management Australia; Australasian Inter Service Incident Management System (AIIMS) – various training providers; Participation in relevant disaster management exercises to test Local Disaster Management Plans; Guardian System.

Maintain regular liaison with agency operation centre; Utilise intelligence cell. Participate in the development of pro-active measures/contingencies. Ensure that the Operations Officer is immediately informed of significant or

contentious issues that may attract media attention (i.e. fatalities, missing children etc).


Position Logger/Telephonist Position Summary

Loggers/Telephonists provide the initial contact for members of the public and relevant agencies and departments involved with the disaster/emergency response. Members of the public, agencies and departments may call to find out information, provide information or to request assistance. It is therefore crucial to the overall success of the Local Disaster Coordination Centre that this role is carried out effectively.

Reports To Staffing Officer Responsibilities

Answer all incoming telephone calls; Accurately Log all information/requests received within the Guardian Control Centre

software system; Exercise compassion when dealing with affected residents/victims; Ensure that messages deemed to be urgent are appropriately marked as such.

Discretion and common sense should be exercised in marking an issue as urgent as, in a disaster/emergency event, most callers will identify their issue as an urgent one;

Provide general relevant authorised information to callers; Seek clarification of issues/responsibilities if unsure - from the staffing officer; Record details of all messages received within the Local Disaster Coordination Centre

on the approved “Message Form”; Information to be included on the “Message Form” must include;

o Date message received; o Time message received o Name (printed) of person receiving/recording information; o Name, address and telephone number of the caller providing the

information/request; o Accurate address of the incident being reported; o Accurate details of the information or request being relayed.




Position Media Liaison Officer Position Summary The media liaison officer is responsible for liaising with media outlets in regards to LDMG

disaster response and recovery operations. The media officer will be required to furnish up to date information for dissemination to the affected public and external media sources. All information is to be approved by the Chair and/or Local Disaster Coordinator prior to release. No external media personnel are to be allowed access to the LDCC without the prior consent/approval of the Chair and/or Local Disaster Coordinator.

Reports To Local Disaster Coordinator Responsibilities Specific duties of Media Liaison Officers include:

Be cognisant of the deadlines for media outlets, local media capabilities and relevant media contacts;

Ensure impartiality when dealing with media; Maintain situational awareness in relation to the event; Issue of media release advising of activation of LDCC and public telephone numbers

for the public to seek assistance (LDCC telephone number for public contact with the LDCC is only to be released when the LDCC has been activated and is operational);

Preparation and release of accurate and regular media releases and public warnings in regards to LDMG disaster response and recovery operations;

Dealing with all media enquiries in regards to LDMG/LDCC response and recovery operations;

Ensure copies of all media releases are made available to the LDCC; Ensure that Operations Officer is kept informed in relation to media issues; Regularly update the Local Disaster Coordinator and Chairperson in regards to media

enquiries and associated issues; Arrange a daily (or otherwise as directed by the Local Disaster Coordinator/Chair

LDMG) media briefing/interviews for the Chairperson, and/or Local Disaster Coordinator to advise the public of the status of operations:

o The use of media releases or scheduled interview times should be utilised rather than granting individual interviews;

o Media briefings/interviews should where possible include representatives of the Qld Police, Emergency Management Qld and/or other relevant agency representatives;

Identify suitable facilities in which to conduct daily media briefings (such area should be separate from the LDCC and in an area that will not interfere with access to or operations of the LDCC or meetings of the LDMG);

Information for News Releases can be obtained from the Situation Reports prepared by the Operations Officer or Local Disaster Coordinator;

Monitor all media coverage of the event and immediately advise the Chairperson and/or Local Disaster Coordinator of any contentious issues;

Be aware of “stale news” and arrange for media opportunities to correct same where necessary;

Be aware of media looking for a different angle on the event (i.e. they may choose to focus on the negative feelings of small groups in the community);

Arrange for media opportunities to promote positive issues relevant to operations (i.e. SES operations, special events, good news community events/actions);

Organise follow up coverage of the community following the event; Ensure that the Local Disaster Coordinator and Chairperson is immediately informed

of significant or contentious issues that may attract media attention (i.e. fatalities, missing children etc).


Position Communication Officer Position Summary The Communication Officer is responsible for efficiency of all communications information

technology processes within the LDCC and the provision of infrastructure within the LDCC to ensure messages can be received and forwarded. Communication officers may be required to remain on call for the duration of the incident as determined by the Logistics Team Leader in consultation with the Local Disaster Coordinator.

Reports To Logistics Team Leader Responsibilities Specific duties of Communication Officer include:

Establish and activate LDCC telephone communications; Establish appropriate IT requirements including computers with access to the Internet; Provide advice on communication issues; Establish and maintain a recorded message service if required in Communications

room, giving callers a hold facility when busy, and to divert to vacant phone when needed;

In consultation with the Local Disaster Coordinator and Media Liaison Officer provide updates via the Council(s) main web page providing relevant information for residents, visitors and media;

Ensure establishment and operation of suitable photocopying and fax machines; Provision of back up communications facilities within LDCC as required; i.e. mobile

phones, two way radios, satellite phones etc; Provision of suitable telecommunications capabilities between LDCC and evacuation

and recovery centres as required; Monitor communications systems for functionality and operational efficiency and

effectiveness.


Position Sub Committee Chairpersons Position Summary Disaster Management Sub Committees are responsible for preparing and maintaining

disaster management sub plans in relation to essential functions as determined by the Rockhampton Regional Council Local Disaster Management Group. These plans then become sub plans to the RRC Local Disaster Management Plan. A Chairperson will be appointed for each Sub Committee. Position Summary: Chairpersons of Aub Committees are appointed by the Rockhampton Regional Council Local Disaster Management Group, to manage and oversee the required functions of the relevant Sub Committee. Council’s Disaster Management Officer is available to advise the Chairpersons and Committees in regards to these functions.

Reports To Local Disaster Management Group/Local Disaster Coordinator Responsibilities Ensure Sub Committee meet on a regular basis as determined by the Local Disaster

Management Group (4 times per year); Chair meetings of the Sub Committee; Lead and manage the Sub Committee in preparing and maintaining appropriate and

relevant disaster management sub plans; Ensure minutes of Sub Committee meetings are appropriately recorded;

Represent the Sub Committee through regular attendance at meetings of the Local


Training Requirements Queensland Disaster Management Arrangements provided by Emergency Management Queensland; Disaster Coordination Centre Operations provided by Emergency Management Queensland; Coordinate Resources within a Multi Agency Emergency Response (accredited training) provided by Emergen

Management Australia; Australasian Inter Service Incident Management System (AIIMS) – various training providers; Participation in relevant disaster management exercises to test Local Disaster Management Plans; Guardian System.

Disaster Management Group as required; Provide regular reports to the Local Disaster Management Group on the activities and

progress of the Sub Committee; Make recommendations to the Local Disaster Management Group as necessary in

regards to issues identified by the Sub Committee; Maintain a working knowledge as to the roles and responsibilities of the RRC Local

Disaster Management Group and contents of the RRC Local Disaster Management Plan;

Ensure that all relevant agencies and organisations are represented on the Sub Committee;

Ensure regular attendance of members at the Sub Committee meetings; Ensure that the Sub Plan is regularly reviewed, assessed and updated; Ensure that contact details of members of the Sub Committee are recorded and

remain current; Ensure that all members of the Sub Committee are provided with a copy of the Sub

Plan; Ensure that members of the Committee maintain a working knowledge as to the

contents and objectives of the Sub Plan and the role of the Sub Committee; Ensure that members of the Sub Committee are regularly updated in regards to

decisions and/or actions of the Local Disaster Management Group; During times of emergency/disaster or activation of the RRC Local Disaster Management Group; Notify members of the Sub Committee as to the activation of the RRC Local Disaster

Management Group as required; Consult with the Local Disaster Coordinator in regards to the need for or decision of

the Chair of the Sub Committee, to activate the Sub Committee; Ensure that the Sub Committee meets to determine and develop strategies relevant to

the Committees area of responsibility, in response to or preparation for the event; Advise the Local Disaster Management Group in relation to strategies developed in

regards to the Committees area of responsibility, in response to or preparation for the event;

Regularly liaise with the Local Disaster Coordinator in regards to the Sub Committee’s activities in response to or preparation for the event;

Ensure representation of the Sub Committee within the Local Disaster Coordination Centre as required;

Ensure that members of the Sub Committee are advised and updated in regards to decisions and/or actions of the LDMG;

Provide advice to the Local Disaster Management Group as required, in regards to issues within the area of responsibility of the Sub Committee.


Annexure B: Local Disaster Coordination Centre Agencies Roles and Responsibilities

The following is a guide to the roles and responsibilities of agencies that may be involved in Disaster Management Arrangements.

Agency Roles & Responsibilities Chairperson Local Disaster Management Group

Authorise media releases; Media interviews/briefings; Request resource assistance from District Disaster Management Group

where necessary. Media Liaison Officer Media enquiries;

Liaise with media outlets; Coordinate media interviews for Chairperson, Executive Officer and/or

nominated agency representatives; Councillor queries & liaison.

Rockhampton Regional Council Maintenance of normal Local Government services to the community: o Water; o Sewerage o Refuse collection/disposal; o Debris removal from roadways; o Public Health; o Animal Control; o Environmental protection; o Roads; o Road signage; o Drainage; o Road closures o Public health threats:

o Food; o Water; o Infectious disease; o Sanitation; o Vermin & vector control; o Personal hygiene; o Disposal of animal carcasses

o Transport assistance to assist in evacuation(via Chair Transport Sub Committee);

o Advice as to status of access/egress routes & extent of any flooding to same;

o Provision of GIS data/intelligence. Queensland Police Evacuation coordination (including off shore islands);

Preservation of peace and good order; Investigation of criminal activities; Prevention of crime; Crowd control/public safety; Traffic control; Maintenance of road blocks; Coordination of search and rescue; Security of evacuated areas/premises; Registration of evacuated persons; Issue of “Mandatory” Evacuation Orders; Traffic accidents; Marine search & rescue

Queensland Fire and Emergency Service

Fire control and prevention; Road Accident – Rescue of trapped persons; Assist in pumping out of flooded buildings; Assist in clean-up of flood affected buildings; Management of hazardous material incidents (i.e. chemical spills); Provision of Hazardous Material Incident Management Information; Urban Search and Rescue (i.e. collapsed buildings); Swift water rescue.


Agency Roles & Responsibilities Queensland Ambulance Service

Pre hospital assessment, treatment and transportation of injured persons; Assistance with evacuation; Provision of advice regarding medical special needs sectors of the

community. State Emergency Service Search operations for missing persons (police to coordinate);

Provision of emergency lighting; Flood boat operations – search & rescue (police to coordinate); Tarping damaged roofs; Sandbagging; Chainsaw operations – (cutting & removing fallen trees or trees at risk of

falling). St John Ambulance First Aid;

Assist QAS as required with treatment & transport of injured persons. Ergon Energy Maintenance of electrical power supply;

Advice in relation to electrical power; Restoration of power supply; Safety advice for consumers; Clearance of debris from power lines; Power isolation where necessary.

Queensland Health Public health advice and warnings; Psychological and counselling services; Coordination of medical resources.

Main Roads All issues relating to State Controlled Road network. Telstra Restoration of Telstra services;

Advice re Telstra infrastructure damage; Provision of telecommunications equipment.

Red Cross Management of Evacuation Centres; Registration of evacuees and displaced persons.

Department of Communities Disaster relief assistance funding Parks & Wildlife All issues within State camping grounds/facilities (including certain off

shore islands)


Annexure C: Local Disaster Coordination Centre Layout


Annexure D: Equipment for the LDCC

Equipment required The following table lists the equipment required and the persons responsible to ensure same is available in the LDCC.

Equipment Description and Purpose

Responsible Officer Location

Auxiliary Power Supply, Lighting & Extension Cables

Generators and emergency lighting for the LDCC

Logistics Team Leader/Technical Officer

Shed in Courtyard, key is with the Local Disaster Coordinator

Cooking facilities Cooking utensils, Garbage bags, Refrigerator, Eskies, Hot water jugs, mugs, cups and eating utensils


Kitchens and Lunch Rooms in City Hall

Clocks For recording of correct times


Various locations around Council

Display Boards for maps and charts Logistics Team Leader/Planning Tem Leader/GIS Officer

Various Council Departments. Also the velcro walls in the Reception Room can be utilised for maps and charts, etc.

Fax Laser fax required, not thermal paper

Logistics Team Leader/Communications Officer

Various locations/departments of Council

First Aid Kit For injuries in the LDCC Executive Support Officer

First Aid room, City Hall

Food Supplies For staff working in LDCC on shifts


Various Food outlets.

Forms Message In, Message Out etc forms


Disaster Management Officer

Maps as required Planning Team Leader/GIS Officer

GIS / Works

Mobile Phones as required Logistics Team Leader/Communication Officer

I.T. Services to arrange

Office Equipment tables, chairs, bins Executive Support Officer

Various Departments of Council

Petrol (unleaded) Fuel for Generators Logistics Team Leader/Technical Officer

Works at Dooley Street Depot.

Photocopier/Printer For use in LDCC Logistics Team Leader/Communications Officer

Council locations /departments. Should have multiple drawer selection and by pass tray feature to allow for different paper colours

PC’s For use in LDCC Logistics Team Leader/Communications Officer

IT Services

Two Way Radios For emergency Channel and Council channel

Logistics Team Leader/Technical Officer

Various Departments of Council

Telephone Headsets For all telephones provided within LDCC – to reduce noise impacts


IT Services

Sleeping Arrangements

Beds, blankets, pillows Logistics Team Leader/Staffing Officer

Welfare Groups

Stationary Blue and Red Pens, Whiteboard markers (various colours), Writing pads, rulers, pencils, paper clips, staplers,


Records Management Services or other Departments.


Equipment Description and Purpose

Responsible Officer Location

Butchers paper, In/Out Trays (12), photocopy paper (white and yellow)

TV/Transistor radios At least two with ample spare batteries

Logistics Team Leader/Staffing Officer

Closet - LDCC

Whiteboards For status boards Logistics Team Leader/Planning Team Leader/GIS Officer

Council Departments, Council Chambers

Projector & Screen Information display within LDCC


Council departments


Annexure E: Example of Maps for use in the LDCC

BoM – Flood warning network

Cyclone Tracking Map

Disaster District – main dams/weirs

General and/or Area Specific Maps

o Flood Inundation Maps

o Street Maps

o Sewerage reticulation

o water reticulation

o Previous floods

o Contour maps

o Council boundaries (former shires)

o Regional Township/s location

o Topographic


Annexure F: LDCC Checklist

An LDCC Checklist has been prepared for ease of actions relevant to this plan. The checklist is contained within LDMP Annexure 11 – Checklists


Annexure G: LDCC Telephone Numbers

Co-Ordination Centre Telephone (incoming calls) 1300 652 659 This incoming call number is listed to provide 6 rotating lines on the one number. These numbers are set up in the training room.

Area of Responsibility Phone / Extn Number LDCC Coordinator (07) 4936 8144 LDCC Fax number (07) 4922 6309 LDCC Chairperson (07) 4936 8140 LDCC Media Liaison (Public Information) (07) 4936 8142 Operations (07) 4936 8143 Logistics (07) 4936 8141 Planning (07) 4936 8145 Tasking (07) 4936 8146 Communications (07) 4936 8147 GIS (07) 4936 8148 LDCC Agency Liaison (07) 4936 8137 LDCC Agency Liaison (07) 4936 8138 LDCC Agency Liaison (07) 4936 8139 LDCC Agency Liaison (07) 4936 8149 LDCC Agency Liaison (07) 4936 8150 LDCC Agency Liaison (07) 4936 8151

Call Centre

Call Centre Phones (I.T. Training Room)

Normally Logged on as user profile / extension

PIN to log back on

Extension when profile logged out

SEP5C5015443F71 Student1 / 8941 12345 8131 SEP5C5015A88DC5 Student2 / 8942 12345 8132 SEP5C5015443FB3 Student3 / 8943 12345 8133 SEP5C5015443C07 Student4 / 8944 12345 8134 SEP5C5015A88C31 Student5 / 8945 12345 8135 SEP5C5015443BF4 Student6 / 8946 12345 8136


Annexure H: Sample LDCC Briefing Schedule

Local Disaster Coordination Centre – Briefing Schedule

Time Reason

0800 hrs or Shift commencement/changeover

Update all LDCC personnel on situation: strategic decisions of LDMG; major operations being conducted; operational priorities; strategic forward planning requirements; agency activities; and general overview of event.

Immediately after LDMG meeting

Update all LDCC personnel on: strategic decisions of LDMG; major changes in situation/event; and general overview of operations/event.

1400hrs Update all LDCC personnel: general overview of event/operations; operational priorities; major operations being conducted; any changes to operations or strategic forward planning issues; sharing of agency information in relation to agency activities and

requirements.

Shift Changeover Update all LDCC incoming personnel: general overview of event and operations; major issues or difficulties encountered; operational priorities; strategic forward planning requirements or decisions; sharing of agency information in relation to agency activities and

requirements.


6. local disaster coordination centre sub plan

Documents