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

The Cyclone Debbie Review

Decisions Generally, decisions about evacuation before the event were made and conveyed to those affected in sufficient time. We observe that differing decisions may be due to information not shared completely, or different snapshots of information considered at different times. particular challenge for evacuation planners. The Whitsundays local group is particularly aware of these risks. Local tourism representatives told us that support from the Whitsunday Regional Council was superb. They also told us about aspects of evacuation where further consideration is needed: where tourists should go if told to evacuate, and how they should get there, and the management of new arrivals after the cyclone had crossed. Evacuation and tourism Transient populations are a from the islands produced further challenges. Tourists and some accommodation providers found themselves caught up in conflicting information and parallel arrangements. The experience of tourist evacuation during Debbie suggests that clarity is needed about who is responsible for tourists once removed from their location, and who should expect to pay. We recognise that cyclones are inherently unpredictable, and it may be unsustainable to evacuate in the face of every one. But the question of mandatory evacuation should be a stronger consideration in any future event. Post-cyclone evacuation Once Debbie had passed, the evacuation of tourists

CAPABILITY Requests for Assistance In Debbie, the number of Requests

Exercises and training Debbie emphasised the value of training and exercises in preparing for disasters. Most involved had completed the appro- priate training to manage the event. Some groups and agencies reported that they had exercised response activities or scenarios like Debbie recently. From our invitation to debriefs and interviews we note that local disaster management groups, district, and state groups and state agencies largely exercise independently. Despite the training and exercising that does occur, Debbie highlighted that misunderstood terminology is a barrier to effective disaster management. It is important that key terms are defined and that definition has a shared meaning across the sector.

was smaller compared to previous events. The response to Requests passed up the system did not always meet expectations. Staffing and sustainability The State Disaster Management Plan (SDMP) guides the necessary staffing requirements for an agency to fulfil its functions. Though local groups manage disasters in their local area, in some circumstances councils may not have enough staff, or the right staff. Prior to Debbie crossing the coast, pre-deployment occurred from a number of organisations. Due to the three events, the pre-deployment also provided sustainability challenges for disaster managers. Deployed staff from South East and Central Queensland were unavailable to their local groups when the subsequent flooding was predicted. Fatigue management strategies were not sufficiently effective. One reason was the reliance in many places on one person in a key position. Fatigue management among volunteers was also a challenge. Volunteers A number of volunteer organisations play a role in disaster management to enhance capacity, particularly at the local level. In Debbie, the deployment of additional State Emergency Service (SES) resources to support local capacity was done quickly. Volunteering Queensland led the management of offers from spontaneous volunteers in Logan. The recently-released

QFES Volunteerism Strategy has identified a “critical need to develop more flexible strategies” to support volunteering.

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1 EXECUTIVE SUMMARY

Themes: Information Management • Evacuation • Capability