Community recovery from disasters can be a complex and often lengthy process, with different communities recovering at different rates.

The recovery element of the comprehensive approach to disaster management – prevention, preparedness, response and recovery (PPRR) – can be the most complicated and protracted.

The best outcomes are achieved by ensuring recovery strategies align with community need and are led by the affected community.

This requires a collaborative, coordinated, adaptable and scalable approach where the responsibility for disaster recovery is shared among all sectors of the community including individuals, families, community groups, businesses and all levels of government.

A community-led approach supports the rapid restoration of services essential to human wellbeing and presents an opportunity to build resilience and improve community circumstances and preparedness beyond their pre-disaster status.

Queensland takes an all hazards approach to recovery, as identified in the Act.

6.1 Principles

The following principles underpin all recovery planning and operations in Queensland:

Understanding the context:

• Acknowledge existing strengths and capacity, including past experiences;
• Appreciate the risks and stressors faced by the community;
• Be respectful of and sensitive to the culture and diversity of the community;
• Support those who may be facing vulnerability;
• Recognise the importance of the environment to people and to their recovery;
• Be acknowledged as requiring a long term, sustained effort as needed by the community; and
• Acknowledge the impact upon the community may extend beyond the geographical boundaries where the disaster occurred.

Recognising complexity:

• Disasters lead to a range of effects and impacts that require a variety of approaches; they can also leave long-term legacies;
• Information on impacts is limited at first and changes over time;
• Affected individuals and the community have diverse needs, wants and expectations, which can evolve rapidly;
• Responsive and flexible action is crucial to address immediate needs;
• Existing community knowledge and values may challenge the assumptions of those outside of the community;
• Conflicting knowledge, values and priorities among individuals, the community and organisations may create tensions;
• Emergencies create stressful environments where grief or blame may also affect those involved; and
• Over time, appropriate support for individuals and communities, from within and outside, can cultivate hope and individual and collective growth.

Using local, community-led approaches:

• Assist and enable individuals, families and the community to actively participate in their own recovery;
• Recognise that individuals and the community may need different levels of support at various times;
• Be guided by the communities priorities;
• Channel effort through pre-identified and existing community assets, including local knowledge, existing community strengths and resilience;
• Build collaborative partnerships between the community and those involved in the recovery process;
• Recognise that new community leaders often emerge during and after a disaster, who may not hold formal positions of authority; and Recognise that different communities may choose different paths to recovery.

Ensuring coordination of all activities:

• Have clearly articulated and shared goals based on desired outcomes;
• Be flexible, taking into account changes in community needs or stakeholder expectations.
• Be guided by those with experience and expertise, using skilled, authentic and capable community leadership;
• Be at the pace desired by the community, and seek to collaborate and reconcile different interests and time frames;
• Reflect well-developed community planning and information gathering before, during and after a disaster;
• Have clear decision-making and reporting structures and sound governance, which are transparent and accessible to the community;
• Demonstrate an understanding of the roles, responsibilities and authority of organisations involved and coordinate across agencies to ensure minimal service provision disruption;
• Be part of an emergency management approach that integrates with response operations and contributes to future prevention and preparedness; and
• Be inclusive, availing of and building upon relationships created before, during and after the emergency.

Employing effective communication:

• Recognise that communication should be two way, and that input and feedback should be encouraged;
• Ensure that information is accessible to audiences in diverse situations, addresses a variety of communication needs, and is provided through a range of communication channels and networks;
• Establish mechanisms for coordinated and consistent communications between all service providers, organisations and individuals and the community;
• Ensure that all communication is relevant, timely, clear, accurate, targeted, credible and consistent; and
• Identify trusted sources of information and repeat key recovery messages to enable greater community confidence and receptivity.

Acknowledging and building capacity:

• Assess capability and capacity requirements before, during and after a disaster;
• Support the development of self-reliance, preparation and disaster mitigation;
• Quickly identify and mobilise community skills, strengths and resources;
• Develop networks and partnerships to strengthen capacity, capability and resilience;
• Provide opportunities to share, transfer and develop knowledge, skills and training;
• Recognise that resources can be provided by a range of partners and from community networks;
• Acknowledge that existing resources may be stretched, and that additional resources may be sought;
• Understand that additional resources may only be available for a limited period, and that sustainability may need to be addressed;
• Understand when and how to step back, while continuing to support individuals and the community as a whole to be more self-sufficient when they are ready; and
• Be evaluated to provide learning for future disaster and improved resilience.

The principles above are from the National Principles for Disaster Recovery.

6.2 Recovery functions

Effective recovery requires an integrated, multi-disciplinary approach to needs analysis, consequence management, community engagement, planning and service delivery. Aspects of recovery are conceptually grouped into the following five interrelated functions, applicable in an all hazards environment:

• human and social
• economic
• environment
• building
• roads and transport.

The responsibilities for the functional lead agencies for recovery have direct correlation to the relevant agency's core business activities to ensure alignment, appropriate skill sets and sufficient capabilities. The functional lead agencies are as follows:

• Human and social – Department of Communities, Disability Services and Seniors
• Economic – Department of State Development, Manufacturing, Infrastructure and Planning
• Environment – Department of Environment and Science
• Building – Department of Housing and Public Works
• Roads and transport – Department of Transport and Main Roads.

Individual recovery functions have the potential to ether negatively or positively impact on the outcomes sought by other recovery functions. Accordingly, each function must undertake recovery activities in the spirit of cooperation, collaboration and integration, with a focus on mutually beneficial outcomes across multiple functions. An early challenge for all recovery functions is to facilitate the return of communities following any evacuation. ‘Return’ after an evacuation must be planned in conjunction with plans for recovery. Similarly, recovery planning must take account of those planning the return of those following evacuations.

6.2.1 Human and Social

Human and social recovery relates to the emotional, social, physical and psychological health and wellbeing of individuals, families and communities following a disaster. Human and social recovery addresses a range of needs including:

• access to timely information
• assistance to reconnect with families, friends and community networks
• enabling people to manage their own recovery through access to information and a range of services and practical assistance measures, including financial support for those individuals and households who are most vulnerable and do not have the means to finance their own recovery
• engagement and access to emotional, psychological and mental health support at individual, family and community levels (psychosocial support)
• assistance for people to maintain a sense of equilibrium in their life, come to terms with what has happened and move forward into a new and possibly changed reality.

6.2.2 Economic

A disaster can have both direct and indirect impacts on the economy. The direct impacts can usually be given a monetary value and may include loss of local industry (such as tourism), employment opportunities and reduction in cash flow for businesses.

Economic recovery aims to:

• address the impacts on key economic assets, employment issues and the capacity of local businesses to operate
• minimise the effects on individuals and businesses
• facilitate financial assistance, access to funds and loans and employer subsidies, and assist with contract arrangements
• facilitate links with job providers and employment agencies to source labour, re-establish supply chains and undertake joint marketing activities
• support small to medium enterprises in their recovery
• identify options for improvement or adjustment from current business operations
• align economic reconstruction priorities with infrastructure development programs and activities where possible.

6.2.3 Environment

The natural environment can be affected as a direct result of a disaster or through a secondary impact or consequence from the disaster response or recovery process.

Potential impacts to the environment include damage or loss of flora and fauna, poor air quality, reduced water quality, land degradation and contamination, as well as destruction to heritage-listed places.

Environmental recovery aims to:

• identify and monitor actual and potential impacts on the environment from natural and human-made disasters
• coordinate and prioritise the rehabilitation of impacted (or at risk) land, aquatic and marine ecosystems, wildlife, natural resources, cultural heritage values and built heritage places to maximise efficiency of resource allocation
• identify, advocate and pursue cross-sector recovery solutions that will achieve multiple objectives, including reducing future impacts on the environment, through the use of natural safeguards and environmentally resilient design
• coordinate and prioritise the rehabilitation of riparian and coastal land
• monitor potential water quality issues
• monitor and advise on other public health matters such as food safety, communicable diseases and mosquito control
• ensure the recovery actions for mining and other high risk industries are environmentally safe
• support the timely repair of water and sewage infrastructure.

6.2.4 Building

The effects of a disaster on the built environment often result in damage and disruption which inhibits the capacity of essential services and the building sector, including housing, accommodation, education and health facilities.

Building recovery aims to:

• assess damage to buildings across the impacted areas to gather information about the extent and severity of damage as well as insurance losses to assist recovery efforts and monitor recovery progress
• facilitate immediate, short term and longer term temporary accommodation solutions for displaced community members and the incoming government response and recovery workforce
• assess damage and coordinate the demolition, securing, clean-up, repair and restoration of government owned buildings and facilities 6 Recovery Queensland Prevention, Preparedness, Response and Recovery Disaster Management Guideline 75
• provide information and advice to impacted homeowners and community members regarding how to clean-up, move back in and organise the assessment, repair or rebuilding of their homes and properties
• provide advice and support about timely safety inspections and reconnection of utilities by providers
• provide advice and coordinate the clean-up and disposal of hazardous building material and debris from public areas
• facilitate longer term temporary accommodation solutions for community members who have been permanently displaced and do not have the means to re-establish their own housing needs without significant assistance
• provide information and advice to the building industry supply chain (contractors, subcontractors and suppliers) regarding rebuilding materials, skills and trades, codes required for repair, rectification and rebuilding work.

The Minister responsible for Sustainable Planning Act 2009 reduces the regulatory burden during the recovery stage by assisting local council to prepare and progress Temporary Local Planning Instruments to enable orderly and appropriate development to occur while addressing ongoing risks.

6.2.5 Roads and Transport

A disaster's impact on transport networks – including road, rail, aviation and maritime – typically results in reduced access to communities and disruption to critical supply chains (both in and out of the impacted area).

Roads and transport recovery aims to:

• restore transport networks or identify alternative networks
• engage directly with industry and the community on the recovery and reconstruction phases following a disaster.

6.3 Governance

Clear and robust governance arrangements are the foundation of successful disaster recovery. Queensland’s disaster recovery arrangements, shown in Figure 6.1, align with Queensland’s disaster management arrangements articulated in the Act. These arrangements enable a collaborative approach that brings together all agencies, stakeholders and resources for planning and coordinating the delivery of recovery functions.

Once appointed, the SRC facilitates the sharing of information between impacted councils and their LDMGs, DDMGs, the SRPPC and the Queensland Government, including the state level FRGs. In turn, the FRGs, through their representatives on the DDMGs, establish a formal reporting relationship with the relevant LRGs to ensure effective information sharing.

The local level is the entry point for recovery operations.

The district provides resources to the local level, based on impact and needs assessments and agreed service delivery arrangements, ensuring resources required are available and prioritised accordingly.

FRGs support the local and district recovery groups throughout recovery operations as required.

At the state level, the QDMC ensures effective disaster management is developed and implemented across the state.

The QDMC governs recovery at a strategic level, with regular reporting on recovery progress from:

• the Deputy Chairperson of the QDMC
• the SRPP
• the SRC and their deputies, if appointed

The SRPPC may establish a task force to centrally coordinate, support and provide direction for resource allocation. The roles, responsibilities and accountability for the task force are determined by the Minister responsible for recovery and reconstruction.

The required communication and governance protocols for recovery operations should be documented in the recovery section of Local, District and State Disaster Management Plans. These protocols should include:

• consideration of cross-group arrangements (including the ability to integrate the recovery functions if the nature of the event and / or affected communities warrants such an approach)
• triggers for transition
• support arrangements
• notification requirements consistent with other state plans.

Figure 6.1 Queensland's Disaster Recovery Arrangements

6.3.1 Local Disaster Management Groups

LDMGs are responsible for leading recovery efforts post disaster. LDMGs assess the need for a coordinated, ongoing recovery operations during and/or at the conclusion of the response phase. This may be based on a range of factors including:

• scale of the disaster
• outstanding issues and impacts that require a coordinated, multi-agency approach
• significant disruption of the community's connectedness
• the community does not have the capability to recover independently
• people will be unable to return to their properties in the long term
• reconstruction or other impacts, such as contamination, require a long term recovery plan.

This decision is recorded and local recovery arrangements are activated.

Local recovery arrangements vary across the state due to differences in community characteristics and agency structures. For example, recovery arrangements in rural and remote communities, which are more likely to be at risk of isolation and access to services, differ in some areas from those in urban and coastal locations

DDMGs and state government agencies provide support and resources in response to requests from affected LDMGs.

Accordingly, LDMGs are responsible for ensuring recovery arrangements, in consultation with the community, are prepared for, planned for and implemented to support their LGA.

The groups should identify personnel to lead recovery operations across each functional recovery area (human and social, economic, environment, building and roads and transport), noting that these functions may be collapsed into more general functions, such as infrastructure comprising building and roads and transport).

For more information regarding Local Disaster Management Group Roles and Responsibilities refer to 2.3.3 Local Disaster Management Group.

6.3.2 District Disaster Management Groups and district arrangements for recovery

DDMGs should ensure recovery arrangements are prepared for, planned for and implemented to support the LDMGs in their district.

It is recommended that representatives from each of the functional recovery lead agency are members of DDMGs to ensure recovery operations and planning are included in overall disaster management activities at the district level.

Functional lead agencies should maintain arrangements at the district level that achieve their functional responsibilities for recovery at the local and district levels, such as specific recovery plans and standing groups or committees (for example, the District Human and Social Recovery Committees chaired by the Department of Communities, Disability Services and Seniors).

Once LRGs are established, DDMGs should facilitate communication and information sharing within the district and to the state FRGs, through their FRG lead agency members. DDMGs should also promote council to council arrangements to facilitate recovery operations and investigate opportunities for local government collaboration with other councils, and to build resilience and recovery resource capacity.

For more information regarding District Disaster Management Group Roles and Responsibilities refer to 2.4.1 District Disaster Management Groups.

6.3.3 Local and district recovery groups

6.3.3.1 Establishment

Local and district recovery group establishment:

• is not mandatory under the Act and occurs at the discretion of the Chairperson of the LDMG or DDMG respectively, depending on the scale of the disaster, impact and needs assessments, and anticipated recovery operations.
• should be made by the LDMG or DDMG Chairperson respectively in consultation with key agencies likely to be members of the group
• may include an overarching, local/district recovery group to provide coordination and oversight of Functional Recovery Sub-groups
• may form as one single recovery group or as multiple Functional Recovery Sub-groups reporting to the LDMG or DDMG (for example, if the focus of a recovery operation is principally environmental impacts, an Environment Recovery Sub-group, reporting to the LDMG/ DDMG, may be formed of agency expert representatives to address these issues)
• may include the formation of a recovery sub-group for each functional area – human and social, economic, environment, building, and roads and transport – where the impacts are significant and across all functions of recovery.

Where appropriate the functional recovery areas of building and roads and transport can be amalgamated into an infrastructure recovery sub-group.

RG.1.234 Local or District Recovery Group Structure Reference Guide

6.3.3.2 Meetings

Groups are encouraged to meet regularly to ensure recovery strategies and coordination arrangements are practised, exercised and reviewed, and members are prepared.

During recovery operations, the recovery group should meet as necessary at times to best manage, coordinate and monitor recovery operations. These times and dates will be at the discretion of the Chairperson of each group.

6.4 Recovery planning and preparedness

Recovery planning is integral to disaster preparedness.

Planning for specific recovery operations must commence well before a comprehensive assessment indicates a particular hazard, creating exposures and risk that require response and recovery operations, is likely to occur.

Recovery planning must be sufficiently flexible to deal with the needs of the impacted community, regardless of the nature of the disaster.

For further information, refer Chapter 4, section 4.3: Planning

6.4.1 Local recovery planning

Local governments and LDMGs – in consultation with their communities – have the local knowledge, skilled employees and community connectedness to best lead disaster recovery in their region.

Accordingly, community representatives must be at the centre of planning for a community led approach to be successful.

The ability to undertake local recovery planning will vary between LDMGs and depend on workforce availability, training, previous experience and concurrent disaster management activities. Therefore, arrangements for recovery at the local level should be established well before a disaster and be reflected in relevant LDMPs. Where possible, this should include establishment of a LRG and sub-groups responsible for recovery operations.

6.4.1.1 Local Recovery Plan

A local recovery plan describes the local interagency arrangements for managing recovery operations. It describes the priorities, strategies, issues and activities and actions being taken to address these for a specific disaster.

Recovery plans should be informed through a risk-based approach which takes into account potential exposure to all known hazards. In particular, these plans should identify and provide advice to the relevant district group about support services required by the local group to facilitate recovery operations (as per section 30 of the Act) and incorporate a recovery strategy.

Impacted local governments have a coordinated leadership role in the local recovery process and should have local recovery plans to document recovery strategies and objectives.

In the event of a disaster, an LDMG should consider the development of a disaster specific local recovery plan to drive local recovery efforts.

Where multiple LGAs are involved, the state will develop a broader plan of action.

M.1.136 Guide to Local Recovery Planning Manual

6.4.2 District Recovery Planning

Arrangements and strategies to coordinate support for local recovery operations within each of Queensland’s 22 districts are reflected in District Disaster Management Plans (DDMPs). The DDMP should address the district’s recovery strategy, developed in consultation with the relevant LDMGs, and include coordination arrangements for recovery across the functional areas at the district level.

FRG lead agencies ensure arrangements that achieve their functional responsibilities for recovery planning at the local, district and state level are in place.

6.4.3 State recovery planning

At the state level, recovery planning for a specific disaster is undertaken under direction from the QDMC and guidance from the SRPPC.

Depending on the scale and scope of the disaster, and in consideration of local and district recovery planning and operations, the SRPPC, through the QRA, will develop a recovery plan to manage and coordinate recovery operations for disaster events (as defined in section 16 of the Act) as well as any other incident determined by the Minister responsible for recovery and reconstruction or the SRPPC.

The SRPPC will lead this planning in consultation with the five FRGs, other relevant state government agencies, the impacted councils and LDMGs and DDMGs and the Local Government Association of Queensland (LGAQ).

6.4.4 Functional lead agency recovery plans

Functional lead agency recovery plans should be developed in partnership with stakeholders, through a planning group, and include:

• short, medium and long term recovery priorities
• consideration of local capability
• a focus on the restoration of key infrastructure and services, rebuilding and rehabilitation
• metrics to track progress and support accountability
• consideration of funding arrangements
• integration across all functional recovery areas
• mechanisms to engage community members in their own recovery
• anticipated end of recovery activities and the expected transition to community activities and a new normal.

Where appropriate, each FRG lead agency or recovery sub-group should develop, for incorporation into broader recovery plans, a plan of action in collaboration with their members that details the arrangements for their designated recovery function to support recovery operations at the local, district and state levels.

6.4.5 Communication Planning

Recovery groups, at every level, are strongly recommended to develop a communication plan.

The purpose of this plan is to coordinate effective communication with the community and other stakeholders across the recovery functions.

The plan could include:

• information on the recovery strategy
• planned measures in place
• the progress of recovery operations (using defined and agreed metrics)
• central sources of recovery related information for individuals, communities and other stakeholders.

To foster and maintain confidence in the recovery operations, processes to measure progress should be established and then communicated to the community.

This could be via:

• community engagement events and activities when key milestones are reached
• regular media updates
• a strong web and social media presence.

The communication plan should also outline strategies for engaging with affected individuals and communities, and building on existing links with community and cultural leaders and networks. This will ensure effective recovery-related issues and possible strategies for their resolution are identified, and service delivery arrangements are in place.

The communication plan needs to identify communication pathways between each level's recovery groups, sub-groups, stakeholders and the media. It should also consider requirements for each stage of recovery operations, transitional arrangements and, where necessary, strategies for communicating with key decision makers within Queensland's disaster management arrangements.

The communication plan should be incorporated in the relevant LDMP or DDMP, as well as state recovery plans and functional lead agency recovery plans. The communication approach should be consistent across all plans to ensure it is executed smoothly during operations.

Communication plans should also consider the requirements outlined in the Queensland Government arrangements for coordinating public information during a crisis.

H.1.159 Queensland Government: arrangements for coordinating public information in a crisis (PDF, 707.1 KB)

6.4.6 Exercise Plans

Recovery plans should be tested at least annually for currency and accuracy (via operational activity or exercise) and reviewed every two years, as a minimum, to ensure compliance with current planning guidelines.

Exercises should be conducted in conjunction with those planned by disaster management groups to test response operations. This will help assess the interaction between response and recovery operations

6.5 Concept of operations

6.5.1 Triggers to activate recovery

Queensland's SDMP details the disaster operation trigger levels of activation as:

• Alert
• Lean Forward
• Stand Up
• Stand Down.

The nature of a disaster determines the length of response and recovery operations. While the timing to transition from one level of activation to the next can be arbitrary (as it is based on specific and evolving circumstances), trigger points help guide this decision.

Recovery agencies should be in the Alert level of activation when a disaster is imminent to ensure recovery strategies and arrangements are established and embedded.

A review of preparedness arrangements and existing plans, including preliminary scoping for future recovery planning and the commencement of impact assessments, should also occur at this time.

Concurrently, agencies and organisations will undertake activities to support the response, such as data collection, communication, engagement and scenario planning to prepare the community for the disaster.

In the early stages of Stand Up level of activation for response operations, recovery agencies will move to Lean Forward level of recovery activation. At this time, impact assessments are updated, information from response agencies is reviewed and analysed, discussions with possible service delivery agencies are undertaken, governance arrangements are confirmed and recovery planning to develop recovery options is well underway.

When intelligence indicates that recovery agencies are required to provide resources to the community, recovery shifts to the Stand Up level of activation. At this level, immediate, short term, medium term and long term recovery occurs.

Individuals, groups, functions and communities are likely to be at varying stages of recovery. Accordingly, recovery arrangements must be flexible and dynamic to meet the emerging and evolving demands of the region.

6.5.2 Transition from response operations to recovery operations

The transition from response coordination to recovery coordination is influenced by the nature of the disaster and, as a result, requires substantial flexibility. For example, the transition from response to recovery in large scale or geographically dispersed events may be staged, with response and recovery operations being undertaken concurrently.

6.5.2.1 Local/district level

The timing of the transition at the local and district levels, and the need to undertake such a process, will be informed by local circumstances and determined by the Chairpersons of the relevant LDMGs and DDMGs. The transition will be guided by:

• sitreps which contain the specific evidence required for the de-escalation of response operations to recovery
• status of response, immediate recovery and relief operations
• impact and needs assessments
• response and early recovery situations that may escalate
• anticipated recovery issues and risks.

6.5.2.2 State level

The transition procedure at the state level requires the SDC to ensure the SRPPC and the SRC, if appointed, are kept informed about the response operation, including damage and impact assessments that will be used as the basis for preliminary recovery planning:

• at a time agreed by the SDC and the SRPPC, transition to recovery will occur through a formal briefing from the SDC to the SRPPC and the SRC, if appointed. The SDC, supported by the Chairpersons of the FRGs, will provide a comprehensive briefing on all relevant issues, including, but not limited to:
  • incomplete actions and identified risks
  • resources allocated for response and their availability for the recovery phase
  • an impact assessment of the disaster, including the five functional areas of recovery and any overlapping issues
  • a summary of areas or situations that may re-escalate after the disaster.
• the SRPPC and the SRC, if appointed, will advise the impacted LDMG and DDMG Chairpersons of the transition
• the SRPPC and the SRC will consult with the FRG lead agencies to develop a detailed impact assessment for comprehensive recovery planning
• the transition will conclude upon endorsement of the formal handover brief from response leadership (SDC) to recovery leadership (SRPPC and SRC, if appointed).

6.5.3 Phases of recovery

Recovery operations will be undertaken across three phases (as shown in Figure 6.2):

• post-impact relief and early recovery
• recovery and reconstruction
• transition.

Figure 6.2 Three phases of recovery

6.5.3.1 Phase 1: post-impact relief and early recovery

Key actions:

• immediate and short term recovery (relief)
• impact and damage assessments undertaken
• SRC appointed at the state level, if required
• recovery groups established at the local and district levels
• the transition from immediate post disaster response operations to short term recovery operations, as well as the development, planning, consultation and implementation of a recovery plan
• recovery works undertaken with this phase will occur parallel to the response phase and conclude when all disaster response activities are assumed by relevant agencies for recovery and reconstruction.

6.5.3.2 Phase two: recovery and reconstruction

Key actions:

• medium-term recovery
• integrated execution of the deliberate, methodical recovery and reconstruction activities to achieve the best possible outcomes for disaster affected individuals, communities, functions and infrastructure
• continued coordination of ongoing impact assessments, community engagement, communication and collaboration between functional and recovery groups at all levels
• progress across all areas of recovery is monitored by the SRPPC, LRC and DRC to identify any overlapping issues, reinforce the need for required resources and capability, and maintain the momentum of recovery and reconstruction activities
• the phase concludes when the progressive achievement of key milestones, detailed in the relevant recovery plan, are sufficiently advanced to enable the transition of responsibilities from the SRPPC to the responsible agencies or service deliverers.

6.5.3.3 Phase three: transition

Key actions:

• progressive handover of recovery and reconstruction responsibilities to agencies or organisations including government, local government, community-based or industry-led sectors that would normally support the functional area
• lessons identified and improvements implemented to increase resilience as part of recovery
• the phase concludes when all recovery and reconstruction responsibilities are managed as business as usual
• the affected community realises its post-disaster "new normal".

The transition, or Stand Down from formal recovery structures for the impacted individuals and community is part of the planning process and is staged and conducted in conjunction with an appropriate public information strategy.

Organisational arrangements are wound down at this time and responsibility for completing outstanding tasks and actions are formally assigned to and accepted by the relevant agency or authority.

Recovery groups should identify, during discussions throughout recovery operations, triggers for commencing Stand Down. These discussions should be informed by the review of recovery plans and reports from functional recovery groups.

6.5.4 Reporting

Regular recovery status reporting will record and monitor the progress of key recovery tasks.

Chairpersons of relevant recovery groups should provide information and reports, using agreed formats and schedules, to the relevant disaster management groups to ensure the awareness of recovery activities is maintained.

At the state level, the Minister responsible for recovery and reconstruction, and, when necessary, those Ministers with functional recovery responsibilities, will report to the QDMC on recovery progress and the achievement of key milestones in the recovery effort.

These reports will be developed by the FRGs as appropriate, with input from all FRGs and recovery partners and SRCs and their deputies, when appointed. These recovery achievements will be published on the QRA website, along with other statutory public reporting requirements for NDRRA funding (if activated for the event).

6.5.5 Debrief

A debrief must be organised at the conclusion of recovery operations for the local, district and state levels. Debriefs can take varying forms and have different purposes. For example:

• A hot debrief is conducted immediately after operations conclude. Participants share learning points while their recovery experiences are fresh. For lengthy recovery operations, multiple hot briefs may be conducted at suitable intervals to identify issues and develop solutions for immediate implementation.
• A post event debrief is conducted days or weeks after a recovery operation when participants have had time to reflect on and consider the effectiveness of the operation.

All agencies must have an articulated debrief plan and outline options for employee assistance in line with their respective agency's human resources policies.

6.5.6 Review and Evaluation

All entities should conduct assurance activities to evaluate the effectiveness of recovery planning and operations. Exercises and after action reviews are also integral to informing improvements for community recovery strategies and activities.

The Office of the IGEM is accountable (under Part 1A of the Act) for assessing the effectiveness of plans and considers recovery planning at the local and district levels as part of its annual disaster management plan assessment processes. The office may also assess the effectiveness of the delivery of recovery operations and planning using the Standard.

The findings and recommendations from these activities assist in the identification of good practice and opportunities for improvement in disaster recovery and should be shared with all disaster management groups and key stakeholders at the local, district and state levels.

More information about the Standard for Disaster Management is available from the Inspector-General Emergency Management's website.

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