Keeping pace with the evolving situation
- Immediately establish communication with Local Disaster Coordinator and Incident Coordinator within the Local Disaster Coordination Centre to provide situational awareness
- Ensure initial and ongoing impact assessment data feed into recovery programs and processes
- Continuously review and analyse community needs for service provision planning
- Establish processes for information gathering from all avenues (public meetings, call centre, evacuation centre or recovery centre feedback, debriefings) to feed into planning cycle
- Adapt Recovery Plans / Operational Action Plans in accordance with the evolving or changing community needs and priorities.
Engaging and empowering the affected communities
- Ensure regular and ongoing engagement with affected persons
- Provide leadership, facilitation, support and empowerment
- Create opportunities for community leaders to evolve
- Create opportunities and support for affected persons and communities to lead and manage their own recovery
- Allow communities to self-identify
- Negotiate and agree on the prioritised tasks based on community needs and requirements, including short-term/interim fixes
- Build trust through respectful listening and understanding
- Establish active feedback processes and opportunities, including the establishment of a community recovery committee and/or inclusion of community members into the functional recovery teams
- Maximise the availability of information to affected persons.
- Provide strong, clear and responsive leadership
- Ensure safe operating conditions for recovery personnel and community
- Ensure that workloads are sustainable by establishing management structures, delegating responsibilities and utilising ‘spans of control’
- Ensure that recovery workers, managers and volunteers have defined work times and adequate rest breaks
- Ensure that briefings occur for all functional recovery teams and oncoming personnel
- Ensure that debriefs are conducted at the end of each shift to ensure capture of information as well as debriefing personnel
- Provide opportunities for formal debriefing and ongoing emotional and psychological support for recovery personnel
- Avoid double-handling by providing clear information and direction as to how non- impacted persons might help or assist
- Develop a strategy to manage politicians and VIPs.
- Ensure legislative, statutory and regulatory requirements are observed
- Identify resources and material requirements, including supply chains
- Avoid convergence by providing clear information and direction as to what and how voluntary resources might help
- Establish systems for recording offers of assistance (human resources and material). This will be achieved through the use of the Guardian system for all recovery activities
- Identify staffing needs early and enable rapid recruitment
- Ensure that all staff have appropriate skills and qualifications and relevant authorisations
- Ensure that funding is provided immediately for essential services restoration
- Ensure that all expenditures are recorded.
Managing information and communications
Ensure that data collection and management systems are established as soon as possible and maintained
Ensure that information is continually provided to:
- Affected community members
- Recovery personnel
- Recovery management team
- Recovery management partners and stakeholders
- Organisational hierarchy (managing up)
- Elected representatives.
- Form partnerships with media and use their resources to disseminate information
- Ensure that information is relevant, timely, clear, best available, targeted, credible, consistent, coordinated, provided in multiple channels including media, provides opportunity for feedback and is repeated as appropriate
- Create opportunities for two-way communication through meetings, workshops, surveys, telephone, email and digital communications such as Twitter, Facebook and websites.