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

The Cyclone Debbie Review

Underlying precepts

A culture of learning

The disaster management sector is experienced at reviewing “how things worked” following operational activity. Queensland’s Emergency Management Assurance Framework underpins a maturing culture of performance, focusing on improved disaster management outcomes for the community. Various mechanisms for sharing experiences have emerged. These mechanisms are generally termed lessons management , b and include tools and various kinds of approaches (e.g. debriefs) to learning. These processes vary but have the common goal of sharing information in order to better contend with situations and problems that are likely to arise again. While local lessons are often identified by individual disaster groups and agencies, lessons for the broader system are less so. Even more challenging for the sector is turning lessons identified during post operations analysis into sustainable future improvements. Themes that are discussed throughout this report are not new. They have likely been identified through debriefs, reviews or event analyses following previous disaster events. The same system issues often appear to arise repeatedly after events. One reason for this is that debriefs may be undertaken in isolation, while local solutions may well be identified, this reduces the likelihood of the sharing of solutions to problems or examples of good practice. Through the commissioning of this review, the Minister for Police Fire and Emergency Services and Minister for Corrective Services has signaled a clear intent, to ensure that lessons identified across the entire sector are synthesised, shared and result in sustainable and positive change.

Fundamental to the review approach, the IGEM and the review team attended debrief activities from all significantly- impacted local and district disaster management groups. It was evident that debrief activities are undertaken using various approaches. The Burdekin LDMG’s approach to debriefing is an example of a rigorous, contextual and local systems review. Isaac’s LDMG is to be commended. The group has undertaken extensive analysis of lessons. An action plan, endorsed by the Chair, will ensure that local improvements continue to be made. We also attended debriefs that were held by the State Disaster Coordination Group, State Disaster Coordination Centre and a range of state government agencies, key social sector organisations (e.g. Australian Red Cross, Volunteering Queensland) and critical infrastructure providers. We also received debrief notes from less-impacted disaster groups. Attendance and gathering of debrief information, was in part, a mechanism to collect data to inform this review. It has also been an opportunity to ensure a consistent approach is adopted to debrief activities. By applying the Standard to debrief information, data has been collected in a systematic manner, providing opportunity for reliable analysis and theming. This systems-based approach enabled candour – we saw an incredible level of openness from practitioners and community members willing to share their experiences before, during and after Debbie. This has contributed to our Office hearing much detail about the Debbie event from different perspectives. Robust analysis has enabled the identification of strengths and opportunities for improvements.

Notes b. The Australian Disaster Resilience Handbook Collection ‘Lesson Management’ Handbook 8 Attorney-General’s Department 2013 defines lessons management as an overarching term that refers to collecting, analysing and dis- seminating experiences from operations, exercises, programs and reviews.

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3 UNDERLYING PRECEPTS

A culture of learning