City of Charles Sturt Civic Centre, Woodville Road Woodville

Summary Report

Exercise Communications

Desktop Discussion

City of Charles Sturt Civic Centre, Woodville Road Woodville

Friday 25 November 2016

The storm rolling into Whyalla on South Australia’s Eyre Peninsula
(Acknowledgement: image sourced from Eric Brokken’s Facebook page

Contents

Exercise Communications was facilitated by Sarah Bishop (who also wrote the report). Activate Consulting

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Introduction

The storm events of September 2016 impacted the whole of South Australia requiring a multi-agency and council response. Disruption of electricity supply for an extended period had theknock-on effect of telecommunications loss. The extent of the consequences caused by this disruption had not previously been experienced in South Australia. Heavy rainfall in several areas resulted in damage to council roads and infrastructure. Storms caused much coastal damage. Additionally, the Gawler River flooded and severely impacted intensive horticultural production in its lower reaches.

The event raised many communication challenges and reinforced the need for adequate and appropriate communication strategies in emergency response planning.

On this basis, Exercise Communications was held on Friday 25 November, 2016.

This document provides a summary of the key discussions, insights and takeaways from the day. It is intended to be a useful tool to facilitate discussion and further enhancement of emergency management planning for the local government sector.

Any enquiries regarding Exercise Communications can be directed to Neville Hyatt (LGA) at or on 8224 2051.

Background information

1.1.Development and structure of Exercise Communications

Exercise Communications was developed by a Planning Team comprising:

• Exercise Director – Neville Hyatt (LGA)
• Team members
• Scott Loechel (LGA)
• Rosemary Munslow (City of Playford)
• Kimberley Hardy (City of Charles Sturt)
• Karen Cook (City of Campbelltown)
• Ilona Cooper (City of Tea Tree Gully)
• Ros Kruger (Rural City of Murray Bridge)
• Sama Reid (LGA)

It was a facilitated workshop including specialist guest presenters, broken into three key sessions:

• Session 1 – Identifying communication challenges

Guest presentation: Roy Blight, CEO Clare and Gilbert Valleys Council

• Session 2 – Working with the control agency

Guest presentation: Leanne Adams, Senior Project Officer, SES

• Session 3 – Communicating with key stakeholders

Guest presentation: Vanessa Wilson, Communications Manager, City of Playford

Representatives from the LGA also provided information about the roll-out of the emergency website splash page and upcoming training opportunities to learn about changes to State Emergency Management Plan affecting Local Government.

In addition to group discussions, participants were also invited to provide input through live digital polling vis SMS or online submissions. This gave all participants the opportunity to contribute their views.

Exercise Communications waspartly funded under the Natural Disaster Resilience Grant Program and the Local Government Association Research and Development Scheme.

1.2.Aim

To encourage council staff to develop their knowledge and skills to communicate effectively during emergencies to build organisational resilience.

1.3.Objectives

The objectives of Exercise Communications were to:

• Identify and discuss the communication issues that develop within the early stages of an emergency;
• Identify and discuss intelligence gathering strategies available to councils; and
• Understand tools and mediums available to collate and disseminate information.

1.4.Participation

A total of 52 local government representatives participated in the event. As shown by the screen shot below, this included a range of roles including: CEO/executive, asset management, engineering, communications/marketing, customer service, risk and WHS, and emergency management.

Defining good communication in emergency management

1. What is ‘communication’ in an EM context?

Participants identified several key themes when defining what communication is relevant to an emergency situation:

• Information exchange (info in, info out, two-way dialogue)
• Information that is informative, shares knowledge, transparent, relevant, consistent, truthful, accurate
• Methods that are reliable, open, use technology
• Various audiences (community, other agencies, staff, residents, response teams)

2.2.What are the key elements of ‘good’ communication?

Good communication was defined as timely, accurate, understandable (language), clear, concise, consistent and trustworthy.

2.3.Who are the key stakeholders to communicate with?

Participants identified a number of key stakeholder groups that have the ability to affect or are affected by an emergency situation and response efforts. These include: the control agency, emergency services, CEO and executive, media, volunteers, staff (field staff and office staff), businesses, residents, Mayor and elected members, NGOs, and neighbouring councils.

An exercise was undertaken to identify ‘how’ to effectively communicate with each of these groups and is included further in this report.

2.4.What tools, channels and methods can be used?

A whole range of potential communication methods were identified during the session including: social media (Facebook, Twitter); digital tools (websites, crms, apps, email); in-person (public meetings, training, face-to-face, surveys, street walk, networks); traditional media (radio, print, noticeboards); and telephony (SMS, mobile, 2-way radios).

Communication challenges

1. Identifying communication challenges and potential solutions

Participants worked in groups to discuss the issues they have experienced (either in the extreme weather event of Sep/Oct 16 or other emergency situations) and then each group was asked to brainstorm potential solutions to one of the challenges identified.

The table below collates and summarises the discussions from each group.

• Loss of power
• Loss of mobile networks (too much reliance on)
• Loss of IT (too much reliance on electronic documentation)
• Battery backup time

• Alternate power sources
• Radios in vehicles/key locations

• Access to and amount of fuel
• Access to supplies, food, sandbags
• Access to the right plant and equipment, road signage

• Road access
• Impact on existing capital works programs

• Contact with staff/ confirming their wellbeing, especially in dispersed workforce
• Keeping staff informed
• Staff with multiple demands/roles: council/ personal/ emergency services volunteers
• Urgency and load vs WHS obligations for staff and contractors
• After hours communication
• Staff required to use personal technology devices
• Empowerment of staff to make decisions

• Procurement in emergencies (policy exemptions)
• Rostering
• Multi-skilling of field staff and admin staff
• Staff awareness of WHS obligations

• Inundation of damage reports
• Volume of comms from field staff to community

• Different approaches needed between rural and urban councils
• Personal connections stronger in regional, but less documented procedures vs well-documented procedures in urban areas but people don’t know each other
• Technology not available in all areas

• Lack of understanding of roles in Emergency management (assume council is responsible for everything)
• Reduction of focus and funding available as emergency situation gets further away from incident
• Funding for recovery
• Local knowledge more up to date
• Size of the sector

• Proactive education campaign on role of council (web/ notice boards/ info in with rates notice/ magnets)
• Strengthen planning rules and enforcement for land owners (eg flood risk)

• Media hype and inaccurate information
• How to verify information
• Ensuring channels used reach all segments of the community
• Reaching non-English speaking community
• Psychological impacts and vulnerabilities
• Community anxiety
• Source of communications messages (authorised?)
• Challenges of validating social media and stopping spread of misinformation
• Availability of real-time information

• Skills/emergency training for local news outlets
• Professional media management
• Utilise community services networks (HACC, door knocks, pamphlets)
• Encourage people to check on their neighbours
• ABC radio
• SMS
• Social media
• CALD community leaders/groups

• Unwillingness from emergency services to activate the ZEC
• Sharing of information between agencies and council
• Duplication of resources responding to incidents
• Consistency of information from each agency
• Collaborative communication across bordering councils

• Size of ZEC
• ZEC plans to adequately identify contingencies for all agencies
• Single lines of communication (into, out from and within council)
• One single phone number (for all incidents)
• LG to connect to SES customer database
• iResponda
• Link between ZEST and councils

Working with the Control Agency

1. Communicating effectively with the Control Agency

Following the presentation from the SES, participants were asked to work in groups and consider what their council can do to improve the flow of information with the control agency during an emergency.The diagram below collates and summarises the discussions from each group.

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Communicating with key stakeholders

1. Effective communication with key stakeholders

Drawing on the list of key stakeholders identified by participants earlier in the Exercise, individual stations were established around the room each representing one identified stakeholder group. Participants were invited to visit multiple stations and contribute to discussions about how communication could be optimised with that nominated stakeholder group.

The table below summarises the discussions at each station/ stakeholder group.

• To have access to reliable, timely, regular information and support from council and agencies
• To be able to respond to constituent questions and requests

• Know their role and boundaries and respect staff expertise
• Only contact staff for essential issues during an emergency
• Assist with communication of official key messages to the community
• Refrain from person view on social media and abide by media policies

• Regular e-bulletins
• Briefings
• Phone

• Access to communications technology
• List of councillor contact details
• Pre-approved meeting/briefing locations/times
• Clear media and social media policy

• To make informed decisions regarding emergency response based on expert, reliable information
• To define councils role in emergency response/ recovery
• To allocate appropriate resources
• To be responsible for the safety and wellbeing of all staff and contractors

• Stay calm and available
• Empower staff and remove barriers
• Make decisions quickly
• Understand their obligations
• Give clear and consistent direction
• Recognise and reward the contributions of staff
• Inform the Mayor and elected members

• Phone and email
• Regular briefings (face to face or on phone)

• Phones, portable internet devices, backup power
• Pre-existing relationships with stakeholders and lead agencies
• Training on emergency procedures and responsibilities

• To have appropriate training and support to undertake their EM roles
• That plans are in place and followed
• To be empowered to make decisions
• To have access to reliable, timely, regular information
• To be kept safe
• To be able to meet other obligations (personal, volunteer)

• Take responsibility for personal safety and wellbeing (say no if unsafe)
• Follow only official instructions, plans and procedures
• Communicate only the council (or official) key messages
• Be considerate of each other and the community

• Phone, SMS
• Two-way radio
• In person, briefings
• Intranet, email, video messages

• Variety of reliable communication devices, spares and backup power
• Printed copies of key documents in addition to electronic versions
• Appropriate equipment (safety and operational)
• Education in official plans and procedures (all staff)
• Training in official plans and procedures (operational staff)

• To have access to reliable, timely, regular information and support from council and agencies
• To be kept safe and cared for
• To be able to help if they want to

• Develop resilience and take responsibility for themselves, be prepared
• Stay calm, reasonable, patient
• Trust and follow instructions
• Not spread misinformation or criticise council
• Not overwhelm council with non-essential calls, proactively source information

• Social media, website
• Libraries, customer service centres, community centres, sports centres, visitor info
• Local media, radio
• VMS
• Networks, schools, community groups, sports clubs, community leaders

• Multiple staff with technology skills, confidence
• List of community groups and contacts
• Resources to educate and empower the community
• Pre-prepared messages for communications channels

• To have access to information and support from council in response/recovery
• To resume business ASAP
• To be kept safe

• To be accountable for themselves during an event/ have a BCP
• To deliver essential goods and services to the community and council/ agencies
• Prequalified contractors – do not operate without instruction and keep council informed
• Know relevant regulations and law and stick to it

• Chambers of commerce
• Business networks/lists: email, call, social media
• Walk throughs and face to face
• Council eco dev staff, regional development groups

• Databases (own or access to others)
• Access to BCP training for businesses
• Skilled, connected business/ eco dev staff
• Prequalified contractor lists
• Procurement policy exemptions

• To support the response/relief efforts of agencies and Council
• To have access to information and support from council
• To be kept safe

• Stay safe, and stay within their role
• Undertake relevant training
• Keep council informed of what they are doing

• Council volunteer supervisor (single point of contact)
• Existing networks (email, phone)
• Regular site meetings
• Media, social media

• Volunteer training
• Equipment, safety gear and consumables for them to use
• Council volunteer supervisor (single point of contact), with comms skills

• Provision of accurate, timely information to the community
• To receive regular, up to date information from council and agencies and responses to their questions
• To have access to visual/sound content

• Not feed speculation or be alarmist
• Be sensitive and responsible for messages and images
• Be patient and understand council’s emergency response priorities
• To not impede response or recovery efforts and stay safe
• To not seek comments from unauthorised sources

• Regular briefings
• Direct contact – databases
• Twitter

• Pre-prepared key messages and templates
• Designated authorised media spokespeople
• People with media training, social media skills
• Access to power, phones and technology

• To keep their community and staff informed and safe
• To provide support (people, equipment) for response/ recovery if able

• To provide support (people, equipment) for response/ recovery if able
• To assist with communication to their communities (if relevant)
• To work cooperatively and follow relevant EMP (not take over)

• Phone call
• Personal networks
• Functional support groups
• Visit

• Good pre-existing relationships and agreed levels of support
• Knowledge of available resources: relief housing/ centre/ office space/ equipment/ materials/ specialist advice)

Following the above discussion, a presentation was given by the City of Playford which provided a case study of how it effectively managed communication with all key stakeholders during the severe weather event on Sep/Oct 16.

The presentation was highly regarded and a copy is available to accompany this summary report.

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Key learnings and evaluation

1. Current gaps and areas for improvement

Participants were asked to reflect on the Exercise and identify where they think the biggest gap or room for improvement is at their council. Key themes emerged as follows:

• Planning: understanding roles and responsibilities/ ownership, testing response plans, regular exercises, lack of systems, define service standards, clearer decision making, exec involvement
• Communication: involving comms in EM planning, timeliness, verifying information, keeping staff informed, proactive comms, collaboration, identify single source of truth, investigate Twitter, website splash page.
• Resources: staff, funding, ICT infrastructure, developing agency relationships, contact and staff skill lists, get SESIIMS
• Lack of staff knowledge, exec awareness of new SEMP implications, education internally and externally, managing expectations, multiskilling of staff, sharing learnings from exercise
• Political interference: managing the expectations and concerns of elected members
• BCP for businesses

6.2.Key takeaways and actions

Based on the day’s content, the following key actions or top takeaways were identified.

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