1
Component 1: Hazard Identification and Risk Assessment
Hazard identification and risk assessment helps
communities and disaster managers:
•
•
•
•
Know what they need to prepare for
Know what resources are required
Determine what actions need to occur to avoid,
lessen or eliminate the hazard
Develop a disaster management plan that addresses
local and specific needs
Hazard identification is “the process of recognising a
hazard exists and defining its characteristics.”
Risk assessment is “the process used to determine risk
management priorities by evaluating and comparing the
level of risk against predetermined standards, target risk
levels or other criteria”.
The Australian Emergency Management Glossary
Key outcomes to be achieved under
the Standard
No.
Key Outcomes
1.1
Stakeholders have a shared understanding of, and ready access to, risk information for all types of
events
1.2
Risk assessments are robust, replicable and authoritative
1.3
Risk assessments are integral to the mitigation, preparedness, continuity, response and recovery
planning processes and documentation
Examples of Accountabilities in Practice
Governance
•
Your hazard identification and risk assessment
 is based on accepted risk management methodology i.e. the National Emergency Risk Assessment
Guidelines (NERAG),formal hazard mapping
 considers all hazards that may result in a disaster event (as prescribed by the Disaster Management
Act 2003)
 is specific to your community
 identifies factors that may increase a hazard e.g. bushfire risk next to a chemical storage facility
 is informed by appropriate expertise (you may draw this expertise from a different agency or tier of
government e.g. for a bush fire hazard, QFES may provide the most relevant expertise)
 is approved by the accountable person or group e.g. Chair or CEO of a LDMG
 is considered as part of the annual review and assessment of your disaster management plan e.g. is
considered through the formal disaster management plan assessment process.
Version 1.1
Component 1: Hazard Identification and Risk Assessment continued
Doctrine



Hazard identification and risk assessment inform your disaster management plan and business
continuity arrangements
You have used some of the documents in the Resources fact sheet during your hazard identification
and risk assessment process
You have considered hazard-specific plans developed by State agencies when undertaking your hazard
identification and risk assessment activities
Enablers



Systems and technologies e.g. flood or fire maps support hazard identification and risk assessments
Systems, local processes or local knowledge can identify people vulnerable to the hazards detected
Resources and technologies, where available, help your community have access to, and engage with
risk assessments
Performance



Feedback from stakeholders is incorporated into improvements to your hazard identification and risk
assessment
Multi-agency exercises are designed and delivered that test your risk assessment
Risk assessments are reviewed following exercises or events and consider lessons identified
Capabilities



Your agency or area disaster management plan is informed by individuals skilled in applying risk
management methodology (these individuals can come from different agencies or tiers of government)
Individuals from a broad range of agencies and work units, with relevant skills and expertise, inform
hazard identification and risk assessment
Staff are trained and exercised based on identified hazards and risk assessments
Resources
The Resources fact sheet lists documents that can further assist you with your hazard identification and risk
assessment.
Contact IGEM
Contact us for more information or to share your good practice ideas.
Email: [email protected]
Web: www.igem.qld.gov.au
Postal address: GPO Box 1425, Mail Cluster 15.7 Brisbane, Queensland 4001
Location: Level 23, State Law Building 50 Ann Street, Brisbane, Queensland 4000
Version 1.1
2
Component 2: Hazard Mitigation and Risk Reduction
Hazard mitigation and risk reduction helps communities
and disaster managers:
•
•
•
•
•
Build partnerships and increase cooperation
Increase awareness of local hazards and disaster
preparedness
Create more resilient communities
Identify vulnerabilities and develop strategies to lessen
or eliminate the effects of the hazard
Reduce short-term and long-term recovery costs.
Mitigation refers to “measures taken in advance of a
disaster aimed at decreasing or eliminating its
impact on society and environment
Risk reduction is “a selective application of
appropriate techniques and management principles
to reduce either likelihood of an occurrence or its
consequences, or both”.
Australian Emergency Management Glossary
Key outcomes to be achieved under
the Standard
No.
Key Outcomes
2.1
The prioritisation of hazard mitigation strategies and risk reduction activities is robust, replicable and
authoritative
2.2
Hazard mitigation and risk reduction is embedded in all levels of planning and into core business
across all phases of disaster management, including the management of shared residual risk
2.3
The community performs risk reduction activities that align to entity risk treatment and/or hazard
mitigation plan
Examples of Accountabilities in Practice
Governance
•
Your hazard mitigation and risk reduction
 is based on accepted risk management methodology ie the National Emergency Risk Assessment
Guidelines (NERAG) and/or formal hazard mapping
 considers all hazards that may result in a disaster event (as prescribed by the Disaster Management
Act 2003)
 strategies are specific to your community
 is informed by appropriate expertise (you may draw this expertise from a different agency or tier of
government)
 is approved by the accountable person or group e.g. Chair or CEO of a LDMG
 strategies are considered as part of the annual review and assessment of your disaster management
plan.
Version 1.1
Component 2: Hazard Mitigation and Risk Reduction continued
Doctrine




There are ways of making your community aware of local hazards and potential risks i.e. the disaster
management plan is published, media campaigns, community education, community message boards
or web sites, community profiling in areas of higher risk
Hazard mitigation and risk reduction activities inform your disaster management plan
You have used some of the documents in the Resources fact sheet during your hazard identification
and risk assessment process
You have considered hazard-specific plans developed by State agencies when undertaking your hazard
identification and risk assessment activities
Enablers




Systems and technologies e.g. flood or fire maps support hazard identification and risk assessments
Systems, local processes or local knowledge help profile communities and identify examples of
resilience
Resources and technologies, where available, help your community engage with, and understand, risk
reduction activities
Appropriate systems are used to inform your community about risk and disaster preparedness
Performance



Feedback from stakeholders is incorporated into improvements to your hazard mitigation and risk
reduction activities
Exercises are designed and delivered that test hazard mitigation and risk reduction strategies
Hazard mitigation and risk reduction activities are reviewed following exercises or events and consider
lessons identified
Capabilities



Your disaster management plan is informed by individuals skilled in applying risk management
methodology (these individuals can come from different agencies or tiers of government)
Individuals from a broad range of agencies and work units, with relevant skills and expertise, inform
hazard mitigation and risk reduction activities
Staff are trained and exercised based on identified hazards and risk assessments
Resources
The Resources fact sheet lists documents that can further assist you with your hazard mitigation and risk
reduction.
Contact IGEM
Contact us for more information or to share your good practice ideas.
Email: [email protected]
Web: www.igem.qld.gov.au
Postal address: GPO Box 1425, Mail Cluster 15.7 Brisbane, Queensland 4001
Location: Level 23, State Law Building 50 Ann Street, Brisbane, Queensland 4000
Version 1.1
3
Component 3: Capability Integration
Capability integration
happens when different
bodies work together to
achieve disaster
management outcomes that
would be too difficult or
costly to achieve otherwise.
Disaster management
training should support all
the different roles and
responsibilities within and
between organisations.
Disaster response capability is [for a local government] ‘the ability to provide equipment
and a suitable number of persons, using the resources available to the local government,
to effectively deal with, or help another entity to deal with, an emergency situation or a
disaster in the local government’s area’.
Queensland Disaster Management Act 2003 part 5, section 80(2)
‘Capability refers to the emergency management system’s technical and other abilities to
deliver a service’.
Victorian Emergency Management Reform: December 2012 White Paper
Capabilities are ‘resources of an agency (including human, financial, information, physical
assets and ICT) that are used to their maximum potential for efficient and effective service
delivery’.
Queensland Public Sector Glossary of Terms
Key outcomes to
be achieved under the Standard
No.
Key Outcomes
3.1
All stakeholders with disaster management roles and responsibilities have the skills and knowledge
required to perform their role in all events
3.2
Formal training and exercise programs are coordinated across, and involve, all entities and address
priority risks as identified in the risk treatment plan
3.3
Lessons management promotes continuous improvement across all levels of disaster management
Examples of Accountabilities in Practice
Doctrine




Training programs are compatible with the Queensland Disaster Management Training Framework
Roles and responsibilities are documented and linked to local priorities and risk
Training is linked to local priorities and identified risks
Lessons management processes are documented and inform training programs
Enablers




Resources and technologies support training e.g. using online delivery of training when appropriate
Common disaster management terminology is used in training resources support
Capability levels are managed and monitored e.g. via a database or learning management system
Available capability is linked to local risk
Version 1.1
Component 3: Capability Integration continued
Performance







Training programs are regularly reviewed against local risk and capability levels
Agreed roles and responsibilities, including leadership, are provided with opportunities to regularly
review performance
Trainers are assessed, evaluated and provided with feedback
Training and exercise delivery is monitored and evaluated (i.e. how it addresses the priority risks
identified in risk treatment plans, includes lessons from previous exercises and events, and identifies
new lessons that will contribute to improving disaster management)
Training (and exercise) needs analyses are undertaken regularly; outcomes are fed into capability
development
Lessons and any learnings are fed into a shared continuous improvement program
Lessons management systems and processes are monitored and evaluated
Capabilities










Training and exercises are based on adult learning principles (i.e. it is relevant, practical and goal
orientated, respectful, relates to trainees’ life experience and knowledge, and offers opportunities for
self-directed as well as face-to-face learning)
Training is delivered in partnership with stakeholders
Multi-agency exercises are run that test leadership, decision making and operations across disaster
management levels (i.e. strategic, tactical and operational as well as local, district and state)
Trainers have experience or a qualification in training delivery
Trainers have access to disaster management expertise to ensure content is current and relevant
People are regularly trained to perform functions under the Disaster Management Act 2003 for which
they have responsibility
More than one person is trained to fulfil each function under the Disaster Management Act 2003 (eg in
order to manage fatigue)
Stakeholders, including communities, are engaged in the development of training and exercises
Skills checks of stakeholders in your community are completed to inform training and exercise routines
People are trained to conduct training needs analyses, or have access to people from other agencies or
tiers of government, who are skilled in conducting training needs analyses
Resources
The Resources fact sheet lists documents that can further assist you with your capability integration.
Contact IGEM
Contact us for more information or to share your good practice ideas.
Email: [email protected]
Web: www.igem.qld.gov.au
Postal address: GPO Box 1425, Mail Cluster 15.7 Brisbane, Queensland 4001
Location: Level 23, State Law Building 50 Ann Street, Brisbane, Queensland 4000
Version 1.1
4
Component 4: Planning
The community’s ability to cope with the impact of
emergencies depends mainly on whether it has prepared
plans and programs. Planning considers all phases of
disaster management and is undertaken to minimise the
costs and effects of emergencies. It occurs after all
reasonable risk reduction measures have been
considered and follows a cycle (‘Plan, Do, Check, Act’)
requiring stakeholders to work together to undertake,
review and improve their planning.
Planning is “the collective and collaborative effort by
which agreements are reached and documented between
people and organisations to meet their communities'
emergency management needs”.
The Australian Emergency Management Glossary
Key outcomes to be achieved under the Standard
No.
Key Outcomes
4.1
Each entity agrees their priorities for disaster management and the responsibilities for key functions
and roles including necessary authorities
4.2
Disaster management planning is integrated with entity core business and service delivery
4.3
Robust disaster management planning provides the entity with an understanding of capability limits
and escalation points
Examples of Accountabilities in practice
Governance






You know who is responsible for developing your plan and approving the plan
Strategies for maintaining essential services during disasters are documented
The capabilities needed during preparation, prevention, response and recovery are documented and
linked to training programs
Preparations to manage lengthy disaster operations are agreed and documented
Strategies for accessing additional support are documented (i.e. pre-prepared requests for assistance
or agreements are in place, and acceptance of residual risk is agreed and documented)
Approval processes for the planning cycle are documented
Version 1.1
Component 4: Planning continued
Doctrine





Disaster management plans at local and district level reflect the roles and responsibilities in the State
Disaster Management Plan
Planning is based on appropriate risk management methodology and guidelines that support sound
planning processes
Plans document risks to disaster operations, business continuity and the delivery of essential services
Planning is aligned to the requirements of the Disaster Management Act 2003, the State Disaster
Management Plan and guidelines
Disaster management plans are reviewed and assessed as part of the annual plan assessment process
Enablers





Appropriate mechanisms are used to engage stakeholders and track outcomes
Plans are published using technology or other methods that stakeholders can access
Plans state how they will be exercised i.e. include annual exercise plans
Suitable resources (people, systems, equipment etc.) are identified and allocated to deliver disaster
management in accordance with plans
Business systems link to incident management systems
Capabilities




People are trained in risk-based and business continuity planning
Entities have access to people authorised, trained and skilled in planning (these people could be from
other agencies or tiers of government)
Skills checks of stakeholders in your community inform training and exercise routines
Lessons identified by stakeholders from events or exercises are captured and inform future plans
Resources
The Resources fact sheet lists documents that can further assist you with your planning.
Contact IGEM
Contact us for more information or to share your good practice ideas.
Email: [email protected]
Web: www.igem.qld.gov.au
Postal address: GPO Box 1425, Mail Cluster 15.7 Brisbane, Queensland 4001
Location: Level 23, State Law Building 50 Ann Street, Brisbane, Queensland 4000
Version 1.1
5
Component 5: Public Engagement
Effective public engagement should be part
of day-to-day business in the prevention,
preparedness, response and recovery
phases of disaster management.
Communities need to be engaged before,
during and after disaster events. Consistent
and committed public engagement builds
understanding and trust between entities
and the broader community.
Community engagement is the process of stakeholders working together to
build resilience through collaborative action, shared capacity building and
the development of strong relationships built on mutual trust and respect.
National Strategy for Disaster Resilience Community Engagement
Framework
Public engagement “is a two-way process in which entities and the broader
community work together to understand, prepare for, respond to and
recover from disasters.” It includes public information and public education.
The Standard for Disaster Management in Queensland
Key outcomes to be achieved under the Standard
No.
Key Outcomes
5.1
Communities are empowered through timely public information and through education initiatives to
prepare for, respond to, and recover from disasters
5.2
Public engagement outcomes have a positive effect on the action taken by the community across all
phases of disaster management
Examples of Accountabilities in Practice
Governance






Disaster management communication builds on existing relationships and communication forums
Disaster management practitioners and decision makers understand local networks and relationships,
and work in partnership with existing and emerging community groups and leaders
Public engagement is viewed as core to successful disaster management and there is a commitment to
the sustained resourcing of engagement activities
Practitioners use tools like the International Association for Public Participation (IAP2) Public Participation
Spectrum to identify the level of community participation needed in any public engagement programs
Public engagement strategies are evidence-based and meet community information needs
There are agreed roles and responsibilities (including back-up support) for engaging with, and drafting,
approving, and issuing consistent information to communities
Doctrine




Plans document a consistent, comprehensive and timely approach to post-event evaluation of disaster
management that includes community participation
Plans identify and acknowledge community capability and the sharing of resources across organisations
and tiers of government
Plans describe two-way information sharing arrangements, including triggers and channels
Community messaging and education programs provide specific, tangible examples of what to do to
avoid hazards
Version 1.1
Component 5: Public Engagement continued


Information contained in community messaging and education programs is credible, relevant, accurate,
targeted to local needs and consistent
Engagement activities are evidence-based and delivered in language that is understood by the
community
Enablers






There are systems to capture the knowledge, experience and shared history of the community – an
invaluable resource for emergency management practitioners to draw on
Mechanisms exist to help practitioners understand the needs of the community, taking into account
demographics and other matters of local relevance e.g. geographic isolation, transient populations,
limited services or infrastructure, accessibility and vulnerable populations
Technologies are used, where relevant, to identify and address barriers to engagement and improve
participation
Information received from the community is recorded, stored and used appropriately
Levels of community awareness and preparedness are measured
Information is provided through a range of channels to cover different events and communication needs
Performance





The community is engaged in the monitoring of elements of disaster management and empowered to
evaluate the outcomes of public engagement activities
Lessons learned from events and exercises are accessible and available for use by government,
organisations and the community to support risk reduction and future plans
Lessons identified from community feedback, exercises, and events inform the continuous improvement
of public engagement activities
An organisational culture that values public engagement is promoted
Communities are regularly surveyed to identify what action they will take as result of public engagement
activities
Capabilities




Entities identify and develop different skills, bring existing expertise to the process and build partnerships
and networks
Entities build their capacity and capability to undertake public engagement activities
Public engagement, messaging and delivery channels are developed in partnership with communities
Training and exercise opportunities are used to test public engagement activities and content
Resources
The Resources fact sheet lists documents that can further assist you with your public engagement.
Contact IGEM
Contact us for more information or to share your good practice ideas.
Email: [email protected]
Web: www.igem.qld.gov.au
Postal address: GPO Box 1425, Mail Cluster 15.7 Brisbane, Queensland 4001
Location: Level 23, State Law Building 50 Ann Street, Brisbane, Queensland 4000
Version 1.1
6
Component 6: Communication Systems
Communication systems enable staff, affected
people and first responders to provide detailed,
timely and meaningful information about an
evolving emergency and facilitate two-way
conversations about actions that might be taken.
Emergencies place demands on communication
systems that can be significantly different to
non-emergency demands. Effective
communication systems unify and integrate
information, reduce the risk of misinformation,
have rapid reach and reduce response times.
‘Communication systems include any means or methods used by
entities to share critical information’.
Standard for Disaster Management in Queensland
‘Communications are vital in responding to disasters and
continuing efforts are necessary to ensure that equipment and
service providers are responsive to the needs of the public safety
agencies’.
Communications Manual (38). Australian Emergency
Management Handbook.
Key outcomes to be achieved under the Standard
No.
Key Outcomes
6.1
Communication system/s support the continuity of entity operations and disaster operations through all
phases of events
6.2
Communication system/s provide access to reliable, accurate, timely, and integrated information
across all levels of Queensland’s disaster management arrangements
Examples of Accountabilities in Practice
Governance








Governance structures and processes enhance decision making, coordination and planning for
emergency communications
Governance structures and processes can support both current and emerging communication
technologies
Leadership demonstrates a commitment to, and investment in, the sustainability of systems and
documentation
Emergency communication is included in strategic planning by decision makers
Interagency agreements are developed and maintained for coordination and integration of systems
There are opportunities for multi-agency collaboration on a regular basis
Communication systems are robust and enduring, allowing decision makers to communicate with each
other before, during and after emergencies
Roles and responsibilities (including back up support) are agreed for accessing and authorising systems
of communication
Version 1.1
Component 6: Communication Systems continued
Doctrine







Communication systems policies, processes and procedures use consistent terminology
Policies, procedures and protocols enable responders to communicate and share information under all
circumstances
Standard operating procedures (SOPs) are integrated with key stakeholder’s operational systems
SOPs are published and cover planned events and emergencies
Emergency communications plans are risk-based and identify back up resources (systems and people)
to ensure operational effectiveness
Communication systems are comprehensive, cover all phases of disaster management and consider all
hazards and all agencies
Information sharing and storage practices are documented and transparent
Enablers







The coordination of communication between levels of government, community and the private sector is
supported
The needs and requirements of responders are incorporated into communication systems
Chosen systems are ones that are used daily for multiple purposes and will therefore be familiar and
easy to use during an event
Systems can share information efficiently and securely, including the management of sensitive data
Communications systems are reliable and integrated, and work across organisational boundaries
Communications systems include backups, consider the continuity of operations and can be adapted to
suit changing needs
Communications systems can be operated by people with varying skill and experience levels
Performance





Key stakeholders are familiar with the communication systems e.g. through daily use for other matters
Communication systems are regularly tested, are easy to use and have predictable performance
Operational benchmarks or performance criteria are established to test capacity to communicate during
emergencies
Communication systems are reviewed following exercises and disaster events to identify lessons and
opportunities for improvement
New technologies are used to conduct virtual exercises and create opportunities to evaluate operational
performance, including stakeholder feedback
Capabilities





Capability assessments are risk-based and used to inform a training and exercising plan
A range of exercises, from desktop to functional, are used to test single and multi-agency technologies
and systems in different operating environments
Exercises are used to help identify gaps in resources and systems
Stakeholders are provided regular training on the shared roles, responsibilities and protocols for using
interoperable communication systems
Communications technicians and operators are effectively integrated into operations and exercises, and
are used to train others
Version 1.1
Component 6: Communication Systems continued
Resources
The Resources fact sheet lists documents that can further assist you with your communication systems.
Contact IGEM
Contact us for more information or to share your good practice ideas.
Email: [email protected]
Web: www.igem.qld.gov.au
Postal address: GPO Box 1425, Mail Cluster 15.7 Brisbane, Queensland 4001
Location: Level 23, State Law Building 50 Ann Street, Brisbane, Queensland 4000
Version 1.1
7
Component 7: Warnings
Effective warnings enable communities to take action
and help reduce the risk of loss of life and property. They
include any communication to the broader community
which requires the community to take action to protect
life or property.
A warning refers to a “dissemination of message signalling
imminent hazard which may include advice on protective
measures”
The Australian Emergency Management Glossary
Key outcomes to be achieved under the Standard
No.
Key Outcomes
7.1
Communities at risk of impact from an event are defined and can be targeted with contextualised
warnings
7.2
Communities at risk of impact from an event, receive fit-for-purpose, consistent, accurate warnings
through all phases of events
Examples of Accountabilities in Practice
Governance



Plans document who has the authority to approve and issue warnings
Warnings are issued by trusted and credible sources
Stakeholders share an agreed common language to draft warning messages, and it is consistent with
other public information and advice
Doctrine







Plans document clearly the roles and responsibilities for developing, approving and issuing warnings
The development of warning products is supported by risk-based planning
There are processes for identifying groups within communities that may require specific, targeted
warnings (i.e., non-English speakers, those with high care needs, vision- and hearing-impaired etc.)
Stakeholders share clear policies and processes, including triggers for issuing warnings, to support
timely and consistent information flows
Messaging contains preparedness instructions consistent with relevant standards and good practice
Standard operating procedures are developed to expedite warnings, including pre-prepared messages
and geographic area files with appropriate local context and content
Pre-prepared warning messages are tested with the community for understanding of content and
required action
Version 1.1
Component 7: Warnings continued
Enablers





Data sets to inform community profiles are actively shared between entities
A variety of technologies and communication channels enable effective communication of warnings to
all groups within communities
Technologies enable reliable and continuous flow of up-to-date critical information between
stakeholders
There are mechanisms to support the use of common language, between entities, for drafting,
approving and issuing warning messages
Systems, technologies and local communication channels are considered when tailoring the
dissemination of warnings to local needs
Performance




Warning systems and messages are regularly reviewed and tested, based on sound methodology and
direct community feedback, to ensure effectiveness
Feedback from operators and communities contributes to continual improvement of warnings
Plans are based on research into the community’s ability to receive and respond to warnings
Lessons identified from research, surveys, exercises, and events are fed into continuous improvement
of warning message content and delivery
Capabilities





Entities and people responsible for delivering warning messages are given the authority to do so
Technical components of the systems should be suited to local context and supported with trained
personnel
People responsible for developing, approving and issuing warnings are appropriately trained and
participate in exercises
Training and exercising of warning systems and processes is done collaboratively between entities
Expertise is marshalled to monitor and evaluate the effectiveness of warnings, including community
receipt, perception of authority and resultant action
Resources
The Resources fact sheet lists documents that can further assist you with your warnings.
Contact IGEM
Contact us for more information or to share your good practice ideas.
Email: [email protected]
Web: www.igem.qld.gov.au
Postal address: GPO Box 1425, Mail Cluster 15.7 Brisbane, Queensland 4001
Location: Level 23, State Law Building 50 Ann Street, Brisbane, Queensland 4000
Version 1.1
8
Component 8: Control
Control enables the management of disaster
operations across multiple agencies. It is
facilitated by command, cooperation and
coordination, operational information and
intelligence, and resource management – other
components of the Standard. At a system level,
effective control depends on the combined
performance of these components to manage
disaster operations and stabilise disaster
impacts.
Control is ‘the overall direction of emergency management
activities in an emergency situation. Authority for control is
established in legislation or in an emergency plan, and carries
with it the responsibility for tasking and coordinating other
organisations in accordance with the needs of the situation.
Control relates to situations and operates horizontally across
organisations’.
Australasian Inter-service Incident Management System
(AIIMS)
Key outcomes to be achieved under the Standard
No.
Key Outcomes
8.1
Entities work together within a control structure that manages disaster operations
8.2
The control structure adapts early to the changing size and complexity of the event
Examples of Accountabilities in Practice
Governance



Control structures are based on stakeholders’ agreed collective goals for each disaster scenario
Stakeholders document their agreed control arrangements for a range of scenarios. These include:
o who authorises the activation of control
o the controlling authority (and their basis for control)
o continuity of leadership roles
o support roles and responsibilities
o transitions (i.e. between agencies and activation phases),
o boundaries of control aligned to operational functions
o how each stakeholder will support the controlling agency and other stakeholders in each
scenario
o The authority of entity liaison officers to perform their role is agreed and documented
Liaison officers participate in stakeholder meetings and contribute to interoperability
Version 1.1
Component 8: Control continued
Doctrine




Standard operating procedures use consistent and agreed control terminology that aligns with relevant
legislation and guidelines
Entities’ agreed communication protocols within the control structure are documented
Entities’ roles and responsibilities, including hazard-specific functions, are agreed and documented
Response activation levels, including triggers, actions and communications are documented
Enablers





Incident management systems provide visibility of agencies involved in control structure.
Systems provide the control structure, including those in charge of functions, with ongoing situational
awareness
Incident management systems (i.e. Guardian) support interoperability of the control structure, including
consistent terminology
Information sharing technologies (i.e. common radio channels, shared portals) support the effective
delivery of disaster management outcomes within the control structure
There are appropriate systems to allow liaison officers to maintain communications with their
organisation
Capabilities




People holding formal and informal roles and responsibilities in the control structure receive regular
training and exercise opportunities
Entities have common training and exercise programs to test control structures in a range of scenarios
Lessons identified from events and exercises are documented and inform improvements to the control
structure
Liaison officers and back up support have the required skills (communication, decision making,
organisational knowledge etc.) and are suitably qualified and authorised
Resources
The Resources fact sheet lists documents that can further assist you with your controls.
Contact IGEM
Contact us for more information or to share your good practice ideas.
Email: [email protected]
Web: www.igem.qld.gov.au
Postal address: GPO Box 1425, Mail Cluster 15.7 Brisbane, Queensland 4001
Location: Level 23, State Law Building 50 Ann Street, Brisbane, Queensland 4000
Version 1.1
9
Component 9: Command
Each entity involved in disaster management is
responsible for its own command structure which outlines
the levels of authority and decision making vertically within
the entity. Having clear command mean you can make
decisions and task personnel to perform prompt, effective
and efficient disaster management operations alongside
your stakeholders to support the controlling authority and
community.
“Command is the internal direction of the members
and resources of an agency in the performance of
the organisation’s roles and tasks. Command
operates vertically within an organisation”
Australasian Inter-service Incident
Management System, 2013
Key outcomes to be achieved under the Standard
No.
Key Outcomes
9.1
Decision-making results in action directed vertically within an entity, and is integral to the entity’s
disaster management operations in all phases
9.2
Command functions co-exist with entity essential service delivery to communities
Examples of Accountabilities in Practice
Governance







Strategies for command are linked to organisational responsibilities and functions for a range of
scenarios
Decision makers and their backups are identified
The authority and responsibilities of decision makers are documented (i.e. authority to task personnel
during a disaster, responsibility to find and allocate resources within their entity, etc.).
There are roles for recording and retrieving key decisions and rationales (i.e. note takers are embedded
in functional teams etc.)
Plans document who is responsible for communicating command decisions within and across entities,
reporting formats (i.e. SMEAC, the Appreciation Process etc.), required approvals, and required timings
Stakeholders know each other’s command arrangements (i.e. liaison officers know who each
stakeholder’s command decision makers and backups are, and their triggers for command)
Stakeholders have documented the arrangements that affect the functions of others
Version 1.1
Component 9: Command continued
Doctrine
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
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

There are triggers for activating command structures for a range of scenarios
Common business rules are in place across your agency that support its command structure
There are policies, processes and procedures that support command communication and information
flows
The training, skills and authority that decision makers must have and do have is documented
Standard Operating Procedures (SOPs) are in place for establishing your command structure
Procedures are in place for recording and retrieving key decisions (i.e. evidence logs are maintained
etc.)
Enablers



Incident Management Systems support command arrangements
Systems provide decision makers with ongoing situational awareness, including risks to business
continuity
There are mechanisms to track competencies against required training for decision makers
Performance




There are internal strategies for reviewing and improving incident management
Communication protocols are monitored and reviewed to ensure command is supported
Exercises and events are reviewed
Lessons identified are documented and inform improvements to incident management
Capabilities




Key personnel are trained in command, incident management and decision making processes.
There are opportunities for shadowing and mentoring during exercises and events
Internal capacity to support command is based on risk and agreed functions
Command structures are exercised, with lessons identified for improvements
Resources
The Resources fact sheet lists documents that can further assist you with your command structure.
Contact IGEM
Contact us for more information or to share your good practice ideas.
Email: [email protected]
Web: www.igem.qld.gov.au
Postal address: GPO Box 1425, Mail Cluster 15.7 Brisbane, Queensland 4001
Location: Level 23, State Law Building 50 Ann Street, Brisbane, Queensland 4000
Version 1.1
10
Component 10: Cooperation and Coordination
Cooperation and coordination supports
vertical command and horizontal
control across agencies. One of the
key principles of disaster management
in Queensland is the all-agencies
approach, which recognises that no
single entity in isolation can prepare
for and deal with all issues resulting
from a disaster.
Cooperation and coordination help
communities and disaster managers
minimise the duplication of effort, and
maximise expertise and functional
capabilities to fill in gaps.
Cooperation is “the process of working or acting together for common
interests and values based on agreement”. Coordination is the “way in
which different organisations (public or private) or parts of the same
organisation work or act together in order to achieve a common objective”
ISO22320:2011
Coordination is “the bringing together of elements to ensure an effective
response, primarily concerned with the systematic acquisition and
application of resources (organisation, manpower and equipment) in
accordance with the requirements imposed by the threat or impact of an
emergency. Coordination relates primarily to resources, and operates
vertically, within an organisation, as a function of the authority to
command, and horizontally, across organisations, as a function of the
authority to control”.
The Australian Emergency Management Glossary
Key outcomes to be achieved under the Standard
No.
Key Outcomes
10.1
The delivery of disaster-related services, through all phases of events, is integrated across the sector
and is responsive to community needs
Examples of Accountabilities in Practice
Governance





There are strategies for cooperation and coordination that link command and control arrangements
across stakeholders in a range of scenarios.
Goals and expectations are agreed and clearly articulated
Goals result in strategies and tactics coordinated with the controlling authority and supporting
stakeholders
Formal and informal relationships are established and maintained outside and during events
Liaison officers participate in meetings and identify opportunities to integrate hazard-specific expertise
Doctrine




Entities’ policies and procedures are integrated using a common language
Policies and procedures support the multi-agency and joint operational requirements of all stakeholders
Roles and responsibilities, and hazard specific functions, are documented
Standard operating procedures are consistent with Queensland’s disaster management arrangements
and guidelines
Version 1.1
Component 10: Cooperation and Coordination continued
Enablers


Incident management systems are interoperable and support the sharing of resources and information
Systems and structures support formal and informal relationships
Performance


Disaster management priorities are monitored and reviewed following exercises and events and
consider local risk and community needs
Lessons identified in exercises and events inform improvements
Capabilities


People are trained according to the Queensland Disaster Management Training Framework
People participate in single- and multi-agency training and exercises
Resources
The Resources fact sheet lists documents that can further assist you with your cooperation and coordination.
Contact IGEM
Contact us for more information or to share your good practice ideas.
Email: [email protected]
Web: www.igem.qld.gov.au
Postal address: GPO Box 1425, Mail Cluster 15.7 Brisbane, Queensland 4001
Location: Level 23, State Law Building 50 Ann Street, Brisbane, Queensland 4000
Version 1.1
11
Component 11: Operational Information and Intelligence
Information is the most valuable commodity during
emergencies. It is what everyone needs to make
decisions and provides a shared overall picture or
situational awareness. It helps generate trust and
credibility, gives disaster managers visibility and is
necessary for rapid and effective assistance to those
affected by a disaster.
Operational Information is “information that has been
contextualised and analysed to provide an understanding
of the situation and its possible evolution”.
ISO22320:2011
Intelligence is “information that has been evaluated”.
The Australian Emergency Management Glossary
Key outcomes to be achieved under the Standard
No.
Key Outcomes
11.1
Decision making, tasking, communications and messaging are informed by accurate and current
intelligence
11.2
Common situational awareness is created at all levels through a process for sharing operational
information and intelligence products, across all entities
Examples of Accountabilities in Practice
Governance



Decision-makers are clearly identified within command structure and have agreed roles and
responsibilities
The flow of operational information and intelligence occurs within a consistent incident command
system
Mechanisms are in place to confirm operational information and intelligence
Doctrine

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


Information sharing and storage protocols are documented, including the management of sensitive data
Stakeholders use agreed and common language in the collection, collation, analysing and
dissemination of intelligence
Standard operating procedures (SOPs) and business rules are developed and maintained for
information management systems
SOPs and business rules exist for producing intelligence products
Policies, processes and procedures exist for analysing and validating operational information
Version 1.1
Component 11: Operational Information and Intelligence continued
Enablers





Staff are trained and exercised on incident management and information systems
Information sharing protocols consider business continuity practices, local systems and requirements
There are common or interoperable systems for producing intelligence products
Appropriate mechanisms are in place for information security and data sharing arrangements
There are systems to monitor and capture operational information produced through social media and
other public forums
Resources
The Resources fact sheet lists documents that can further assist you with your operational information and
intelligence.
Contact IGEM
Contact us for more information or to share your good practice ideas.
Email: [email protected]
Web: www.igem.qld.gov.au
Postal address: GPO Box 1425, Mail Cluster 15.7 Brisbane, Queensland 4001
Location: Level 23, State Law Building 50 Ann Street, Brisbane, Queensland 4000
Version 1.1
12
Component 12: Resource Management
Effective resource management supports all phases of
disaster management and establishes systems for
describing, inventorying, requesting, and tracking resources.
Resources can include: personnel (paid or volunteer),
facilities, equipment, vehicles, teams and supplies.
Resource management is “the efficient and effective
management of personnel, teams, facilities, equipment
and supplies to meet the needs of a disaster. (FEMA)
Resources refer to “all personnel and equipment
available, or potentially available, for incident tasks”
The Australian Emergency Management Glossary
Key outcomes to be achieved under the
Standard
No.
Key Outcomes
12.1
Resources are prioritised, coordinated and allocated based on risk assessment, event operational
imperatives, and are consistent with identified community need
12.2
End-to-end management of resources occurs before during and after events, at all levels of
Queensland’s disaster management arrangements and minimises negative impacts to the
community and environment
12.3
Stakeholders are aware of the capability and capacity at all levels of Queensland’s disaster
management arrangements
Examples of Accountabilities in Practice
Governance

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


Formal agreements exist for: acquiring, storing, delivering, maintaining, accounting for, distributing, and
returning resources
Arrangements include mutual aid and assistance from neighbouring jurisdictions and, where possible,
are formalised
Plans document roles and responsibilities for all aspects of resource management
Leadership has situational awareness, can prioritise scarce resources and make policy decisions to
support incidents
Plans document arrangements for interagency and inter-jurisdictional coordination of resources
Doctrine
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



Resource management is based on accepted risk management methodology
Strategies are developed to ensure the interoperability of identified resources
Standard Operating Procedures (SOPs) exist for accessing, maintaining, sharing and updating asset
and resource registers
SOPs are coordinated to ensure resources are deployed and managed effectively and responsibly, and
returned
SOPs exist for accessing resources from all levels of government, non-government organisations
(NGOs) and the private sector
Version 1.1
Component 12: Resource Management continued
Enablers
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
Mechanisms are in place to assist decision-makers respond progressively as capabilities and resources
are required
Resource management systems are integrated with communication systems to ensure interoperable
processes, technologies and decision support
Systems and technologies help ensure asset and resource registers are current
Systems are in place to ensure appropriate financial controls and delegations for the procurement of
resources
Systems are used to display a ‘resource-readiness’ status, track deployed resources, manage
inventory and provide timely reporting
Performance

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
Performance capability levels/limits are documented for identified resources
After action reviews (AARs) occur following exercises and disaster events
Lessons are documented and help clarify roles and responsibilities, identify gaps in resources needed
to implement plans and procedures, and improve individual and team performance.
Resource procurement and management processes are regularly reviewed for efficiency
Capabilities
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
Resource needs analysis is risk-based and used to inform capability development
Opportunities are created for mentoring or shadowing during incidents or exercises
Staff receive regular and appropriate training on purchasing/procurement and documentation procedures
Emergency management and response personnel are trained using common or compatible structures to
ensure competence and proficiency
Stakeholders understand hazard-specific functions, understand roles and expected actions and are
trained/exercised to improve all-hazards capabilities
Resources
The Resources fact sheet lists documents that can further assist you with your resource management.
Contact IGEM
Contact us for more information or to share your good practice ideas.
Email: [email protected]
Web: www.igem.qld.gov.au
Postal address: GPO Box 1425, Mail Cluster 15.7 Brisbane, Queensland 4001
Location: Level 23, State Law Building 50 Ann Street, Brisbane, Queensland 4000
Version 1.1
13
Component 13: Relief
Communities affected by a disaster often
require immediate relief such as shelter,
protection and security, food and water, and
financial assistance (cash). Relief activities
should be undertaken in a way that maintains
the dignity of the individual and encourages
self-reliance. To deliver effective relief
measures, a collaborative effort requiring
coordination between the community,
government, not-for-profit and private sectors
must occur. It is important to recognise that
relief and recovery are co-dependent. Relief
measures form the initial steps of recovery.
“Relief is a transitionary phase that occurs during both response
and short-term recovery operations. Relief includes the
immediate provision of basic human needs immediately
following disaster events. It is heavily focused on reducing and
stabilising current impacts to prevent the impact of secondary
hazards.”
The Standard for DM in Queensland
Relief is “the provision of immediate shelter, life support and
human needs of persons affected by, or responding to, an
emergency. It includes the establishment, management and
provision of services to emergency relief centres.”
The Australian Emergency Management Glossary
Key outcomes to be achieved
under the Standard
No.
Key Outcomes
13.1
Relief is targeted and coordinated as cross disaster management arrangements and is provided to
communities according to need
13.2
Relief is delivered in a timely manner that supports a transition to recovery and uses mechanisms
that represent value for money
Examples of Accountabilities in Practice
Governance
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

Planned relief measures are based on hazard identification, risk assessment and vulnerability analysis
Roles and responsibilities to plan for and deliver relief measures are identified in disaster management
plans e.g. groups and organisations that supply and deliver relief
The Queensland Disaster Assistance Framework is referenced in disaster management plans
Relief plans document activation triggers, eligibility criteria and specific measures available for
individuals and families, small business, primary producers, local government, state government
agencies etc.
There are mechanisms and processes in place to activate Natural Disaster Relief and Recovery
Arrangements (NDRRA) and State Disaster Relief Arrangements (SDRA) measures through the
Minister for Police, Fire and Emergency Services
Submissions under the Queensland Disaster Assistance Framework are in accordance with the
Financial Accountability Act 2009 (Qld)
Version 1.1
Component 13: Relief continued
Doctrine
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Relief measures are detailed in disaster management plans
There are Memorandums of Understanding, contracts, and funding arrangements covering logistics and
supply arrangements needed to deliver communities’ relief requirements (i.e., pre-positioned relief
products, delivery and pick up points, required timings, and suppliers and contractors)
Relief activity planning is based on relevant guidance to be found in the Resources fact sheet
Enablers




Technologies (e.g. Queensland Fire and Emergency Services Total Operational Mapping (TOM)
system) support rapid damage assessment and provide relevant information to decision makers to
prioritise relief measures
Communities have access to information about disaster relief measures such as financial assistance,
health support, provisions through non-government organisations etc.
Websites can support offers of assistance, volunteering and formal disaster appeals
The incident management system supports the delivery of relief measures e.g. Request for Assistance
Performance

Relief planning, preparation and delivery is monitored and evaluated through after action reviews and
exercises

Lessons identified during events, reviews and exercises are used to improve relief planning and
delivery
Capabilities




Entities have access to people authorised, trained and skilled in the provision of relief measures
Entities and people responsible for delivering relief measures are given the authority to do so
People responsible for delivering relief measures undertake training and participate in exercises
Lessons identified by stakeholders are captured and inform planning priorities
Resources
The Resources fact sheet lists documents that can further assist you with Relief planning.
Contact IGEM
Contact us for more information or to share your good practice ideas.
Email: [email protected]
Web: www.igem.qld.gov.au
Postal address: GPO Box 1425, Mail Cluster 15.7 Brisbane, Queensland 4001
Location: Level 23, State Law Building 50 Ann Street, Brisbane, Queensland 4000
Version 1.1
14
Component 14: Recovery
Recovery is the coordinated process undertaken to
restore, rehabilitate and reconstruct a community
following a disaster event. Recovery measures
consider human-social, economic, infrastructure
and environmental elements. Recovery often
commences during the response phase and can
include a number of concurrent activities occurring
interdependently. Recovery is often unpredictable,
is carried out in a rapidly changing environment
and can be subject to intense scrutiny.
As part of the comprehensive approach, recovery is “the
coordinated process of supporting emergency-afflicted
communities in reconstruction of the physical infrastructure
and restoration of emotional, social, economic and physical
well-being”. It may also refer to “measures which support
emergency-afflicted individuals and communities in the
reconstruction of the physical infrastructure and restoration
of emotional, economic and physical well-being.”
The Australian Emergency Management Glossary
Key outcomes to be achieved under the Standard
No.
Key Outcomes
14.1
Affected communities receive recovery information that is timely, credible and relevant to their context
14.2
Community recovery planning and delivery are integrated across entities, locally coordinated and
appropriate to the scale of the disaster event
Examples of Accountabilities in Practice
Governance
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

The appointment of a State Recovery Coordinator is based on legislative requirements
Recovery planning is evidence-based, considers all types of recovery, the different phases of recovery
and utilises accepted recovery strategies
Recovery functions are integrated with all of a disaster management group’s functional lead agency
priorities, strategies and plans
State government agencies with functional leads for recovery have included stakeholders from all levels
of Queensland’s disaster management arrangements in the development of functional plans
The disaster management plan includes a recovery sub-plan which considers:
o all phase of recovery
o roles and responsibilities
o transitional arrangements from response to recovery
o aligns with Queensland Recovery Guidelines
Recovery planning is undertaken with stakeholders and captures how these stakeholders work
together to deliver coordinated recovery activities e.g. the businesses, NGOs and community groups
that are best placed to support recovery in a particular community
Recovery sub-plans are endorsed by the accountable person (i.e. Chair of the disaster group)
Business continuity plans consider recovery requirements and delivery of essential services
Version 1.1
Component 14: Recovery continued
Doctrine

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
The recovery group/sub-committee is activated according to the triggers documented in the disaster
management plan
Recovery plans consider the six National principles for disaster recovery
There are mechanisms to ensure the community or relevant stakeholders are aware of recovery plans
and associated recovery policy, procedures etc.
Documents in the Resources fact sheet are used to develop local or agency-specific recovery plans
Mechanisms to facilitate the sharing of recovery data between agencies and disaster groups is
documented and agreed e.g. Register.Find.Reunite.
Enablers






Systems facilitate communication flow and the sharing of information between stakeholders, disaster
management groups and recovery groups/sub-committees
Technology improves the community interface with recovery measures e.g. offers of assistance
solutions such as givit, social media platforms (SES and QPS Facebook pages), links to local animal
shelters and applications to access recovery measures
Resource requirements are considered as part of the recovery sub-plan e.g. SES human and physical
resources available locally to support recovery, spontaneous volunteering groups
Information is available to the community to support their recovery e.g. local government or state
agency disaster web page
Systems support human and social wellbeing e.g. streamlined access to community recovery payment
programs
Mechanisms are established to identify and engage with vulnerable people in the community
Performance


Exercises are designed and delivered that test the recovery planning and associated strategies
Recovery activities are reviewed following exercises and events to consider lessons identified
Capabilities



People delivering recovery functions are trained and skilled to fulfil their roles and responsibilities
Recovery training is delivered based on the concept of fostering integration between key groups
responsible for recovery activities e.g. recovery sub-committees, NGOs and SES
The application of recovery measures i.e. NDRRA, Betterment, is undertaken in conjunction with those
who have expertise and knowledge in the application of such measures
Resources
The Resources fact sheet lists documents that can further assist you with your Recovery planning.
Contact IGEM
Contact us for more information or to share your good practice ideas.
Email: [email protected]
Web: www.igem.qld.gov.au
Postal address: GPO Box 1425, Mail Cluster 15.7 Brisbane, Queensland 4001
Location: Level 23, State Law Building 50 Ann Street, Brisbane, Queensland 4000
Version 1.1
15
Resources
The Standard supports Queensland legislation and guidelines for disaster management. There are additional
resources that can help you tailor your disaster management to best suit your organisation and community.
The following hyperlinked documents are excellent sources of information and guidance, even for experienced
disaster management practitioners.
General
Component 2 Hazard Mitigation and Risk
Reduction
•
•
•
Disaster Management Act 2003
•
•
Queensland Local Disaster Management
Guidelines
•
Queensland Disaster Management web site
Inspector-General for Emergency
Management - Victoria
•
Emergency Management Australia
•
•
State Disaster Management Plan
Queensland District Disaster Management
Guidelines
•
Component 1 Hazard Identification and
Risk Assessment
•
•
•
•
•
•
•
•
•
A Guide to Disaster Risk Management in
Queensland Aboriginal and Torres Strait
Islander Communities
Australian Emergency Management Manual
5: Emergency Risk Management Applications
Guide
Australian Emergency Management Manual
6: Implementing Emergency Risk
Management: a facilitators guide to working
with committees and communities
International Organisation for Standardisation
(ISO 31000:2009 Risk Management)
Mitigating the adverse impacts of cyclones:
Evacuation and Shelter
National Emergency Risk Assessment
Guidelines and Practice Guide, Handbooks
10,11
Queensland Disaster Management
Arrangements Participants Guide
Version 1.1
•
•
•
•
•
•
•
•
Australian Emergency Management Manual
5: Emergency Risk Management Applications
Guide
Australian Emergency Management Manual
6: Implementing Emergency Risk
Management: a facilitators guide to working
with committees and communities
Guidance for Flood Risk Analysis and
Mapping: Areas of Mitigation Interest (FEMA)
Guideline for the construction of buildings in
flood hazard areas
Managing the floodplain – a guide to best
practice in flood risk management in Australia
Handbook 7
Mitigating the adverse impacts of cyclones:
Evacuation and Shelter
Mitigation's Value to Society Fact Sheet
(FEMA)
National Emergency Risk Assessment
Guidelines
National Strategy for Disaster Resilience
Planning for stronger, more resilient
floodplains (Part 1): Interim measures
Planning for stronger, more resilient
floodplains (Part 2): Measures to support
floodplain management
Productivity Commission Inquiry Report:
Natural Disaster Funding
Queensland Disaster Management
Arrangements Participants Guide
Queensland Evacuation Guidelines
Resources continued
Component 3 Capability Integration
•
•
•
•
•
•
•
•
•
•
Australian Emergency Management Manual
3: Glossary
Australian Emergency Management
Handbook 3: Managing Exercises
Australian Emergency Management
Handbook 8: Lessons Management
Australian Emergency Management Manual
6: Implementing Emergency Risk
Management: a facilitators guide to working
with committees and communities
Australian Emergency Management Manual
41: Small Group Training Management
National Emergency Risk Assessment
Guidelines and Practice Guide
Queensland Disaster Management
Arrangements Participants Guide
Component 4 Planning
•
•
•
•
•
•
•
•
Keeping Our Mob Safe: the National
Emergency Management Strategy for Remote
Indigenous Communities
A Guide to Disaster Risk Management in
Queensland Aboriginal and Torres Strait
Islander Communities
Australian Emergency Management
Handbook 43: Emergency Planning Manual
Business Continuity Planning Resource for
Aged Care Facilities
Capability Assessment Tool (New Zealand
CDEM)
Mitigating the adverse impacts of cyclones:
Evacuation and Shelter
National Emergency Risk Assessment
Guidelines and Practice Guide
Queensland Disaster Management
Arrangements Participants Guide
•
Community Engagement Guides and Fact
Sheets
Coordinating public information in a crisis
National Strategy for Disaster Resilience
Community Engagement Framework
IAP2 Public Participation Spectrum
Component 6 Communication systems
•
•
•
•
•
•
•
Australian Emergency Management Manual
43: Emergency Planning
Common Alerting Protocol (CAP)
Emergency Warnings – Choosing Your Words
Queensland Disaster Management
Arrangements Participants Guide
Queensland Emergency Alert Guidelines
Queensland Tsunami Notification Guidelines
Standard Emergency Warning Signal (SEWS)
Component 7 Warnings
•
•
•
•
•
•
•
•
•
•
Australia’s Emergency Warning
Arrangements
Common Alerting Protocol (CAP)
Emergency Management Australia Manual
43: Emergency Planning
Emergency Warnings – Choosing Your Words
National Best Practice Guidelines for the
Request and Broadcast of Emergency
Warnings
National emergency warning principles
Queensland Disaster Management
Arrangements Participants Guide
Queensland Emergency Alert Guidelines
Tropical Cyclone Storm Tide Warning Response System Handbook
Component 8 Control
• The Australasian Inter-service Incident
Management System
Component 5 Public Engagement
• Australian Emergency Management Manual 17:
•
• Australian Emergency Management Manual
•
Australian Emergency Management Manual
6: Implementing Emergency Risk
Management: a facilitators guide to working
with committees and communities
Australian Emergency Management Manual
44: Guidelines for Emergency Management
in Culturally and Linguistically Diverse
Communities
Version 1.1
Multi-agency Incident Management
43: Emergency Planning
• Australian Journal of Emergency Management
article: Analysis of command and control
networks on Black Saturday (Volume 26, No. 3,
July 2011)
• Fire and Emergency Services Act 1990
Resources continued
• National Emergency Risk Assessment
•
Guidelines and Practice Guide (Handbooks
10,11)
• Public Safety Preservation Act 1986
• Public Health Act 2005
• Queensland Disaster Management
Arrangements Participants Guide
• Queensland Police Service Operating
Procedures Manual, Chapter 17: Major
Incidents
• Transport Operations (Marine Pollution) Act
•
1995
ISO 22320:2011 Societal security – Emergency
management – Requirements for incident
response
Component 11 Operational Information
and Intelligence
•
•
•
•
•
Component 9 Command
•
•
•
•
•
•
Australian Emergency Management Manual
17: Multi-agency Incident Management
Australian Emergency Management Manual
43: Emergency Planning
•
•
•
•
•
•
Australian Emergency Management Manual
17: Multi-agency Incident Management
Australian Emergency Management Manual
43: Emergency Planning
Homeland Security National Incident
Management System –
Intelligence/Investigation Function
Improving the Management of Emergencies
National Emergency Risk Assessment
(NERAG) Guidelines and Practice Guide,
Handbooks 10,11
Practitioner’s Guide to Business Continuity
Management HB292-2006
Queensland Disaster Management
Arrangements Participants Guide
Australian Journal of Emergency
Management article: Analysis of command
and control networks on Black Saturday
National Emergency Risk Assessment
(NERAG) Guidelines and Practice Guide,
Handbooks 10,11
Component 12 Resource Management
Queensland Disaster Management
Arrangements Participants Guide
•
Component 10 Cooperation and
coordination
•
ISO 22320:2011 Societal security –
Emergency management – Requirements for
incident response
Australian Emergency Management Manual
17: Multi-agency Incident Management
Australian Emergency Management Manual
43: Emergency Planning
Australian Journal of Emergency
Management article: Improving the
Management of Emergencies
National Emergency Risk Assessment
Guidelines and Practice Guide, Handbooks
10,11
Queensland Disaster Management
Arrangements Participants Guide
Queensland Flood Commission of Inquiry
Interim Report Chapter 5: Emergency
Response
Version 1.1
•
•
•
Australian Emergency Management Manual
17: Multi-agency Incident Management
Australian Emergency Management Manual
43: Emergency Planning
International Organisation for Standardisation
(ISO 9001: Resource Management)
National Emergency Risk Assessment
Guidelines and Practice Guide, Handbooks
10,11
•
Queensland Disaster Management
Arrangements Participants Guide
•
Queensland Policy for Offers of Assistance
Component 13 Relief
•
•
•
•
Emergency Relief Handbook: A Planning
Guide 2013 (Victorian Government)
National Emergency Risk Assessment
(NERAG) Guidelines and Practice Guide,
Handbooks 10,11
Natural Disaster Relief and Recovery
Arrangements (NDRRA)
Preferred practices for emergency sheltering
in Australia: The Application of International
Humanitarian Best Practice (Red Cross)
Resources continued
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Queensland Disaster Management
Arrangements Participants Guide
Queensland Disaster Relief and Recovery
Arrangements Guidelines
Queensland Policy for Offers of Assistance
Queensland Resupply Guidelines
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Component 14 Recovery
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Australian Emergency Management
Handbook 2: Community Recovery
Australian Emergency Management Manual
14: Post Disaster Survey and Assessment
Australian Emergency Management Manual
27: Disaster Loss Assessment Guidelines
Australian Emergency Management Manual
28: Economic and Financial Aspects of
Disaster Recovery
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Australian Emergency Management Manual
29: Community Development in Recovery
from Disaster
National Principles for Recovery
Natural Disaster Relief and Recovery
Arrangements (NDRRA)
Queensland Disaster Management Training
Framework
Queensland Disaster Relief and Recovery
Arrangements Guidelines
Queensland Policy for Offers of Assistance
Queensland Reconstruction Authority Act
2011
Queensland Reconstruction Authority
Queensland Recovery Guidelines
Contact IGEM
Contact us for more information or to share your good practice ideas:
Email: [email protected]
Web: www.igem.qld.gov.au
Postal address: GPO Box 1425, Mail Cluster 15.7 Brisbane, Queensland 4001
Location: Level 23, State Law Building 50 Ann Street, Brisbane, Queensland 4000
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