IGEM Report 1: 2017-18 - THE CYCLONE DEBBIE REVIEW

Inspector-General Emergency Management

Culture of learning Where there were comprehensive and consistent approaches to debriefing, opportunities for improvement and good practice were better identified. Ability to plan The individual plans of stakeholders in the sector are sound. Some are excellent. Stakeholders told us, though, that many are developed in silos. The quality of plans would be enhanced by greater reference to risk and more collaboration. Risk Queensland is well positioned, in places, to understand the risks of cyclone and flood. The implementation of the Queensland Emergency Risk Framework by Queensland Fire and Emergency Services, and the work by the Queensland Reconstruction Authority to improve understanding of floods through the flood gauge network and programs addressing flood studies is contributing to an enhanced understanding of risk. Models, which show decision-makers the probability of events occurring, enable better decision making and improved community outcomes. In cyclones, models which provide this interpretation of chance give decision makers with this level of sophistication. For any other event, the Queensland Emergency Risk Framework has great potential to also help drive such improvements. Worst case planning is valuable and at times needed, and in this instance was used appropriately in places. Decisions based on a “worst case” should be considered very carefully before being applied. A finer-grained approach to risk based planning and one where information is shared between decision-makers at different levels would benefit all. Business continuity, communities and local critical infrastructure Enhanced business continuity planning within state agencies, businesses and communities will help all to be more resilient to the impact of events. Communities will benefit when such plans of businesses and local critical infrastructure are integrated with the plans of others on which they rely Integration of plans and planning The planning and implementation of road closures is a shared responsibility between local and state authorities. Coordination and public messaging proved problematic in some places during Debbie. Focused attention combined with exercising of plans and sharing of good practices and efficiencies before next season will deliver tangible benefits. Planning for transition to recovery Despite the good work by Queensland Fire and Emergency Services in 2016 in updating the policy and guidelines for Offers of Assistance, there remains a level of confusion over who is accountable. Similarly, GIVIT, which is charged with managing public donations, felt there are opportunities to improve the process. We found a number of exemplary approaches to preparation and planning. These include: • Townsville local group’s planning for evacuation, both immediately before the event and over the past four years, in preparedness, planning and exercises. • Whitsunday’s early activation and approach to “worst case planning”, anticipating a direct impact on the area. • Rockhampton’s implementation of betterment projects to reduce the effects of flooding on the city. • Ipswich local group’s scenario planning approach to possible rainfall events, and its readiness for an event on the scale of the 2011 flooding. • Energy Queensland’s upgraded disaster assessment and tasking approach that speeds the time of electricity restoration. • State government agencies’ anticipatory deployments that provided community reassurance and enabled resources to be on hand quickly when needed. • Planning for the transition to recovery, underpinned by considerable preparation by the Department of Communities, Child Safety and Disabilities Services and Queensland Reconstruction Authority in the months before Debbie.

Findings

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The Cyclone Debbie Review

Lessons for delivering value and confidence through trust and empowerment