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

Introduction / 3
Background information / 3
Defining good communication in emergency management / 5
Communication challenges / 7
Working with the Control Agency / 9
Communicating with key stakeholders / 10
Key learnings and evaluation / 14

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

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

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.

Challenge (theme) / Detail / Potential solutions
Reduced communication methods available /

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

Continuity of local businesses /

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

Damage to infrastructure /

Road access
Impact on existing capital works programs

Supporting staff and contractors /

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

Overload of information /

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

Accommodating unique local conditions /

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

Knowledge and resourcing gaps /

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)

Reaching everyone with the right information /

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

Working with agencies and other councils /

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

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

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.

Their role/ expectation / What we need them to do (or not do) / How to reach them / Resources needed
Mayor and elected officials

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

CEO and executive

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

Staff (operational and all)

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)

Residents

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

Businesses

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

Volunteers

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

Media

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

Other councils

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

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.

Training in comms / Get SESIIMS / Emergency events banner for website
Clearly understand roles / Share learnings from today / BCP review
Improving communication channels / Ensure that our bcp incorporates Comms realistically / EMP/BCP for businesses and operators
Update contact and staff skill list / Engage with media/Comms section to better prepare for events / Ensure that communications staff are part of the emergency planning/response discussions and team
Investigate twitter and relevant feeds / Connecting, relationships, inclusiveness / Contacts between SES and Council
Pre planning - rostering, communications responses, documented plans / Ensure Multiskilling for all areas eg Communication, Operation, Admin / Communication review - internal and external
Brief staff on their roles and our expectations / Improve communications with media department during emergencies / Sims Access and Training
prepare prepare prepare / Identify single source of truth to communicate with staff e.g. In a blackout / Get to know key personnel out of council
Invite staff to ZEC meeting briefs / Funding Recovery options / Briefing to executive re: functional support group and changes in legislation

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