Welfare Plan & Welfare Centre Standard Operating Procedures March 2013 Southland Civil Defence Emergency Management

Transcription

1 Welfare Plan & Welfare Centre Standard Operating Procedures March 2013 Southland Civil Defence Emergency Management Version 1

2 Approved By: Southland Civil Defence Emergency Management Group Signed By: Neville Cook Southland Civil Defence Emergency Management Group Chairperson John Allen Southland Civil Defence Emergency Management Welfare Advisory Group Chairperson Date: 12 March 2013 Copy No.: EMS File Path. Objective\Emergency Management Southland\Group Welfare Plan 2012 A Version 1

3 Contents Page Part Background Introduction... 2 Overview... 2 Purpose... 3 Legislative Requirements... 3 Target Audience of this Plan... 4 Exclusions... 4 Principles... 4 Southland in Context Welfare Framework Reduction Readiness Welfare Manager Welfare Supervisor Sector Welfare Personnel Volunteers Legislation Relevant To Volunteers Welfare Services and responsible lead agencies Government Helpline Financial assistance Accommodation Inquiry and identification Animal welfare Psychosocial support Support agencies with a role in welfare provision General Responsibilities Child, Youth & Family Work & Income Inland Revenue Accident Compensation Corporation Ministry of Education Te Puni Kōkiri... 19

4 Salvation Army NZ Red Cross Victim Support St John Voluntary Agencies Royal NZ Society for the Prevention of Cruelty to Animals Ministry for Primary Industry Ministry of Health Rural Women NZ Southern District Health Board Public Health South Home Support Services Citizen Advice Bureau Southland Rural Support Trust Federated Farmers Women s Refuge Presbyterian Support Southland Secondary welfare support agencies Professional Development EMS WAG Supporting Agencies Response Coordination and Support Alignment Multi-agency response Action Planning Communications Managing the Media Donations Evacuation Accommodation Business Owners... 30

5 4.1. Levels of Response Activation Levels of Activation Notification of Activation Welfare Service Delivery Purpose Health & Safety Affected People Categories Methods of Delivery Welfare Centres Identifying Welfare Centres Locations of Welfare Centres Residential Welfare Support Identifying Required Welfare Agencies Locations for residential support Purpose Activation Staffing Resources Deployment Mobile Welfare Support Identifying Required Welfare Agencies Locations for Mobile Unit Purpose Activation Staffing Resources Deployment Secondary Welfare Support Agencies Communications Plan Equipment Reporting Lines Information Flow... 39

6 5. Recovery Recovery Centres Sections of a Recovery Centre Purpose Activation Staffing Group Recovery Office Staffing Monitoring Welfare Business/Work Plan Updates Management and Governance Welfare Advisory Group Purpose Members Role Meetings Costs Welfare Advisory Group Chairperson Administrative Arrangements Financial Arrangements Financial Delegations WAG Secondary Welfare Support Agencies Government Departments Record Keeping Standard Operating Procedures Introduction Purpose Welfare Centres Purpose of Welfare Centres Locations Sections of a Welfare Centre Layout... 52

7 Activation Staffing Welfare Centre Resource Kits Animal Shelter Spontaneous Volunteers Donations Media Enquiries VIP s Visiting Information Gathering Welfare Centre Personnel Reception Communications Welfare Supervisor Welfare Centre Checklists Activation of a Welfare Centre Shift Change Procedures Welfare Manager Welfare Centre Supervisor Sector Welfare Personnel Reception Registration Public Information Security First Aid Catering Communications Volunteer Coordination Emergency Clothing Accommodation Social Services Companion Animal Welfare Entertainment Activation Telephone Message Volunteer Orientation Briefing Welfare Centre Briefings and Meetings Welfare Centre Resource Kit Health and Safety Briefing Checklist... 99

8 10. Forms Form Usage Flow Chart Welfare Situation Report Prompts Sheet Message Form Communication Plan Building Occupancy Register Welfare Registration - Individual Welfare Registration - Group Welfare Enquiry Form Companion Animal Registration Companion Animal Registration Agreement Welfare Centre Staff Registration Welfare Centre Visitor Registration Spontaneous Volunteer Registration Activity Log First Aid Patient Treatment Record Patient Treatment Log Event Patient Case Codes Accident Registration Form Other Welfare Centre Information Sheet Acronyms Glossary Welfare Centres In Southland Welfare Centre Layout Guide Figures Pages Figure 1: Southland Welfare Framework Figure 2: Emergency Management Southland CDEM Sector Boundaries Figure 3: Southland Response Structure Figure 4: Southland Welfare Response Structure In Detail Figure 5: Southland Welfare Reporting Lines Figure 6: Form Usage Flowchart Figure 7: Welfare Centre Entrance Layout Guide

9 Approval and Amendment Record The Southland Civil Defence Emergency Management Group Welfare Plan was: Accepted by the Welfare Advisory Group on 15 October 2012 with the ability for minor changes to be made to part two of the document by Emergency Management Southland as required. Any changes required to part one of the document will be taken to the Welfare Advisory Group for discussion/approval Approved by the Coordinating Executive Group on the 12 March Date of Approval/Amendment Nature of Approval/Amendment Minutes

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11 Part 1 Welfare Plan Southland Civil Defence Emergency Management Page 1 of 131

12 1. Background The term welfare means the response the Civil Defence Emergency Management (CDEM) sector and their welfare partner agencies will deliver to those people (individuals, families/whanau and communities) directly affected by an emergency. This includes provision of food, shelter, clothing, financial assistance, and psychosocial (psychological and social) support and extends throughout the response and recovery phases Introduction This Welfare Plan is the second edition for Southland CDEM Group; it replaces the first Welfare Plan that was adopted in May It aligns with part 6 of the National CDEM Plan and s12 of the Guide to the National CDEM Plan and has been developed in accordance with the Welfare in an Emergency, Director s Guideline for CDEM Groups (DGL 11/10) to assist with achieving national consistency of CDEM Group Welfare Plans. This plan should be read in conjunction with the Southland CDEM Group Plan February 2012 and details the arrangements for the implementation of CDEM welfare activities within the Southland region. Refer to Sections 5.5 and 6.6 of the Southland CDEM Group Plan February 2012 for additional information on welfare during the response and recovery phases of an emergency. This plan contains two parts. Part 1 consists of the strategic level information and Part 2 consists of the standard operating procedures relating to a Welfare Centre. This Welfare Plan dovetails into the Southland CDEM Group Recovery Plan. Overview Emergencies and the threats of emergencies impact upon the physical, emotional and psychological well-being of individuals, family and communities. People may suffer trauma as a result of bereavement, physical injury, stress or separation from their families. They may also experience personal losses of clothing, housing, household and other property, companion animals, employment and income. Best practice emergency welfare provision focuses on all 4R s: 1. Reduction risk reduction used in relation to reducing community needs for provision of welfare 2. Readiness involves planning, relationship building and preparation and are strongly risk focused Page 2 of 131

13 3. Response the coordinated multi agency actions initiated following an emergency event, dependent on the scale and size of the emergency event 4. Recovery long term process covering the five environments of social, natural, rural, built and economic to rebuild a community. A holistic approach must be adopted for the provision of welfare arrangements to ensure the integration of service delivery across the social, natural, built, rural and economic environments. The size and scale of the emergency will determine the nature and level of the welfare services required. It is important that those impacted by an emergency event have timely access to welfare support which may include shelter, food, clothing, financial assistance, social services, and accommodation. Welfare includes supporting people in their homes and workplaces or caring for the homeless following evacuation of all or part of a population from an affected area. Registration of affected people is also a primary activity. A successful welfare response will ensure that people get timely information and easy access to the range of services available to them or needed by them, during and after an emergency. This can only happen if welfare arrangements are well planned, coordinated and integrated at all levels and during all phases of an emergency. A welfare response is a coordinated action undertaken by local government and central and nongovernment social service agencies and organisations. It is incumbent on all Southland Welfare Advisory Group agencies to ensure their capacity and capability to deliver business as usual whilst meeting their obligations to provide an emergency welfare response. Purpose Legislative Requirements The purpose of this Southland CDEM Group Welfare Plan is to outline the current agreed organisational arrangements, roles and responsibilities for the provision of welfare services in an emergency (declared or nondeclared) to enable an efficient, timely, integrated and co-ordinated approach to welfare service delivery for both people and animals displaced from their homes or affected in their homes or work places during the response and recovery phase of an emergency event. Part 2 is to be used in a response phase to give guidance to those activating a Welfare Centre. Sections 4, 17 and 49 of the CDEM Act 2002 relate to the application and functions of CDEM and provide the backbone for the planning of welfare service delivery. s 4: civil defence emergency management --- (b) includes, without limitation, the planning, organisation, coordination, and implementation of those measures, knowledge, and practices s 85 of the CDEM Act 2002 outlines the welfare response for CDEM Groups: Page 3 of 131

14 Emergency Powers of Civil Defence Emergency Management Groups, (1) While a state of emergency is in force in its area, a Civil Defence Emergency Management Group may --- (d) provide for the relief of distress, including emergency food, clothing, and shelter The specific requirements for welfare are outlined in part 6 of the National CDEM Plan and s12 of the Guide to the National CDEM Plan Target Audience of this Plan Exclusions Principles Southland in Context The CDEM sector (including CDEM Volunteers), the Welfare Advisory Group (WAG) agencies and any other government and non-government social service agency involved in the delivery of welfare services during and following an emergency event. It is important to note that the Southland CDEM Group is not a primary care or emergency service agency. Rather, it is the mechanism for coordinating resources for the purposes of CDEM. The Southland CDEM Group, in its own right, does not have a high level of resources or equipment to utilise in the case of an emergency. 1. Self-reliance supporting communities to be resilient 2. All regional welfare response and recovery actions will operate to support local welfare delivery. 3. Welfare agencies must ensure they are able to function during an emergency, albeit at a reduced level. 4. Welfare agencies will provide integrated and co-ordinated services. In 2009 the Southland Local Authorities of; Invercargill City Council, Southland District Council, Gore District Council and Environment Southland (hereafter within this plan referred to as the councils ) agreed that their responsibilities for CDEM under the CDEM Act shall be combined and delivered through one body Emergency Management Southland (EMS). This has resulted to changes in the structure of CDEM in Southland which includes the realignment of welfare. The region covered by the Group Welfare Plan is the same as for the Southland CDEM Group Plan - shown in section 2.2 of the Group Plan Welfare Framework CDEM has the overall responsibility for the provision of welfare services to affected individuals and families in the impacted communities. Central to successful welfare delivery is the integration of welfare activities at all levels (national, regional and local). The welfare services themselves are delivered at the local level by government and non-government welfare Page 4 of 131

15 Local Regional National agencies and organisations that SCDEM Group has agreed arrangements with. The key welfare agencies and organisations are represented on the Southland Welfare Advisory Group (WAG) and most of those who are a part of a national body are represented on the National Welfare Coordination Group (NWCG). Each member of the WAG has a responsibility to reduce risks, prepare for, and assist in the response and recovery from an emergency event. Figure 1 provides a general overview of a welfare agency s position in relation to the CDEM framework NCMC / National Recovery Office NCMC Welfare Coordinator National Welfare Coordination Group National level welfare agencies CDEM Group Welfare Advisory Group Chair Recovery Manager Group Recovery Office Welfare Manager Sector Welfare Personnel Welfare Advisory Group Regional level welfare agencies Local level welfare agencies Recovery Centres Welfare Centres Figure 1: Southland Welfare Framework. Page 5 of 131

16 Figure 2: Emergency Management Southland CDEM Sector Boundaries. Page 6 of 131

17 2. Reduction Risk Reduction is used in relation to reducing community needs for provision of welfare, ensuring they are as resilient as possible to the impacts of the hazards that they are exposed to. This implies the use of risk-based assessment to ensure appropriate understanding of the consequences of hazards and a community s exposure and vulnerability to those hazards. Consequences that may necessitate welfare provision can be mitigated through risk reduction. Much of the reduction activities in Southland are beyond the scope of the WAG but sit more with CDEM Group as a whole. Reduction activities such as resilient infrastructure, strong building design and development in low risk areas all have an important flow-on effect for the need for welfare services during an emergency. Risk Profile The Group Plan provides a risk profile and implications and management mechanisms for understanding and reducing Southland community s exposure and vulnerability to hazards. Many social and welfare agencies and organisations address community vulnerabilities through their everyday activities. Every individual and agency in Southland has a responsibility to understand the vulnerabilities, social risks and consequences they could face in an emergency and should engage in reduction activities. Undertaking identification and reduction of potential business risks is crucial to the successful delivery of welfare services in an emergency. Page 7 of 131

18 3. Readiness Readiness involves planning, relationship building, training and preparation. Welfare Readiness-related activities are strongly riskfocused. Potential community welfare needs should be identified pre-emergency and shared amongst Welfare Advisory Group (WAG) members to ensure that response requirements can be supported. In order for the Southland Civil Defence Emergency Management Group to meet its commitments and follow best practice a Welfare Advisory Group has been established and is supported by Emergency Management Southland and with administrative support from Environment Southland. A Welfare Manager and Alternate Welfare Manager have been identified from senior council staff and CDEM Sector Coordinators have identified welfare personnel volunteers from their areas, all of whom are supported by Emergency Management Southland. Refer to Management and Governance section of this plan for further information on the WAG and the WAG Chairperson Welfare Manager The Southland Welfare Manager and the Alternate Welfare Manager are pre-designated senior council staff members. The Alternate Welfare Manager supports the Welfare Manager in all aspects of their role and can deputise into the Managers position in their absence or to provide relief for the Welfare Manager during the response and recovery phases of an emergency. The Welfare Manager is required to undertake specific actions in preparation for, during and following an emergency. These tasks are set out below: Role preemergency Providing input on welfare-related readiness measures and coordination of welfare readiness. Building and maintaining relationships with WAG members Ensures appropriate WAG membership is maintained Facilitates training on roles and functions for members Liaising with WAG Chair Facilitates the development and regular revision of the Welfare Plan Ensures that all contact lists are kept up to date Page 8 of 131

19 Role emergency and postemergency Role recovery The Welfare Manager is responsible for coordinating activities under the direction of the Group Controller or the coordination of the Recovery Manager and will be located in the EOC. They have the overall management for those people and companion animals that have been displaced from their homes by an emergency and the coordination of community welfare in accordance with the Group Welfare Plan. They will work as a unit under the Operations Manager. Principle advisor to the Controller on welfare matters Develops/reviews welfare action plan Activates the WAG in consultation with the WAG Chair and Controller Under direction of the Controller and in liaison with the WAG Chair activate the Welfare Centre/s as required Liaise with the Sector Coordinators/Sector Welfare Personnel on the provision of welfare services within their area Liaising with the Controller to ensure effective and efficient delivery of welfare Resolves for the Controller issues of coordination, resource and logistics for the efficient delivery of welfare services Liaise with the Public Information Manager to ensure appropriate and timely public information In consultation with the Recovery Manager, liaises with any recovery task groups Liaise with and advise the Recovery Manager in welfare matters, issues and activities Resolves for the Controller issues of coordination, resource and logistics for the efficient delivery of welfare services Monitoring welfare provisions against rising recovery needs, identifying gaps, and monitoring support agencies to ensure their needs are met Coordinating and consolidating information for inclusion into reports to the Southland CDEM Group and/or central government In consultation with the Recovery Manager, liaises with social environment task group and any specific welfare sub-task groups on the development, coordination and implementation of welfare programmes for affected communities 3.2. Welfare Supervisor Welfare Supervisors are pre-designated council staff, government agency staff, volunteers, or NZ Red Cross members that have received advanced welfare training. They are supported in their role by the Sector Coordinator, EMS and the Welfare Manager, with whom they report to during a response phase. Page 9 of 131

20 Professional development in Welfare will be offered annually wherever possible. The Welfare Supervisor is required to undertake specific actions in preparation for, during and following an emergency. These tasks are set out below: Role preemergency Role emergency and postemergency Role recovery Providing input on welfare-related readiness measures and coordination of welfare readiness. Building and maintaining relationships with EMS, Sector Coordinator Welfare Manager and Alternate Welfare Manager Liaises with EMS to ensures arrangements are in place for welfare delivery during an emergency Attends regular welfare training sessions as offered Maintains an understanding of welfare support available for emergencies The Welfare Supervisor is responsible for providing overall coordination of, and support to, welfare activities within the Welfare Centre in accordance with the Group Welfare Plan. This includes the provision of situation reports. They will work under the direction of the Welfare Manager as a unit within the Operations function in the EOC. Activating, coordinating and supporting the Welfare Centre activities as advised by the Welfare Manager Assists in the implementation of the welfare related sections of the EOC action plan/s Provision of reports to, and liaison with the Welfare Manager Manages the collection and reporting of emergency registration data Maintains an overview of the Welfare Centre expenditure Register and vet spontaneous volunteers Liaise with the Sector Coordinator/ Recovery Manager on the provision of welfare recovery services within their area After closure of the Welfare Centre return the facility to its preactivation status 3.3. Sector Welfare Personnel The Sector Welfare Personnel are local CDEM volunteers trained to operate in Welfare Centres and deliver on welfare responsibilities. They ensure arrangements are in place locally and work closely with the Sector Coordinator, Welfare Supervisor and EMS. Professional development in Welfare will be offered annually wherever possible. Role preemergency Providing input on local welfare-related readiness measures Liaise with their Sector Coordinator Page 10 of 131

21 Undergo regular welfare training on welfare roles and functions as offered Role emergency and postemergency Role recovery Liaise with the Sector Coordinator/ Welfare Supervisor on the provision of welfare services within the Welfare Centre Undertake welfare service delivery as directed by the Sector Coordinator/ Welfare Supervisor Provide welfare activity information for inclusion into reports for the EOC and/or central government Liaise with the Sector Coordinator on the provision of welfare recovery services within their area After closure of the Welfare Centre return the facility to its preactivation status 3.4. Volunteers Volunteers make a significant contribution to CDEM by taking on a range of predominantly response-focused roles. In Southland volunteers are one part of our overall CDEM plan and their roles include but are not limited to; Welfare Centres, registration, companion animal welfare, CDEM Sector establishment, response teams. Within CDEM there are two categories of volunteers: Volunteers (established) trained and involved as part of the CDEM structure Spontaneous Volunteers unaffiliated and untrained in CDEM processes Refer to the glossary for the meaning of a volunteer and spontaneous volunteer Legislation Relevant To Volunteers CDEM Act (2002) This Act refers specifically to volunteers in two places. 1. Section 17 (1) (b) ( Functions of CDEM Groups ) relates to the competence and suitable training of personnel in CDEM Groups, and provides for the training of volunteers. 2. Section 18 (2) (a) ( General Powers of CDEM Groups ) provides for the powers of the CDEM Group that are necessary or expedient to enable it to perform its functions. It states that CDEM Groups may recruit and train volunteers for CDEM tasks. Section 108, 110 and 112 provide protection to CDEM volunteers while they are acting in a declared state of emergency. Note this protection only relates to a declared state of emergency. Page 11 of 131

22 Health and Safety in Employment Act (1992) Privacy Act (1993) Accident Compensation Act (2001) The Employment Relations Act (2000) The Health and Safety in Employment Act 1992 provides coverage to all volunteers by a general duty of care, but enforcement duties are only owed to volunteers who are employees in all but name, therefore excluding spontaneous volunteers. Volunteers (spontaneous) not covered by enforcement duties are covered by Section 3 D of the Act which says the employer should take all practicable steps to ensure the health and safety of the volunteer while he or she is doing the work activity, in particular by taking hazards into account when planning the work activity. The Privacy Act 1993 imposes limits on the gathering, storage, usage and disclosure of personal information by agencies. Volunteers fulfilling roles for Emergency Management Southland should adhere to the requirements of the Privacy Act wherever possible. Emergency Management Southland will use best endeavours to ensure that their volunteers are provided with this information at their orientation and that they observe the requirements of the Privacy Act while carrying out their voluntary work. Emergency Management Southland will make volunteers aware of their coverage under the Injury Prevention, Rehabilitation and Compensation Act 2001 through ACC. If volunteers also have paid work and incur and injury while doing their voluntary role then this Act provides for compensation to the volunteer in this situation if time off work is required. If the volunteer doesn t have a paid job then they are not eligible for weekly compensation. They may be entitled to other assistance, which can be sought through Work and Income. Volunteers do not have any employment rights in a legal sense so if Emergency Management Southland utilises aspects of the employment relationships for their volunteers, they will keep the process and language quite distinct from their paid relationships. Human Rights Act (1993) How EMS Manages Volunteers This piece of legislation uses an expanded definition of employee that does include volunteers and therefore is applicable to a number of people who are not covered by the Employment Relations Act (2000). Emergency Management Southland will ensure that their selection of volunteers is not based on the prohibited grounds of discrimination; instead the selection process will be based on areas such as skills, experience and qualifications, rather than issues such as race, gender or disability. Taking the above information into account EMS manages the volunteers in the following way: Page 12 of 131

23 Established Volunteers volunteers undertake training in their perceived roles for an emergency. This training is done to New Zealand Qualification Authority unit standards where an appropriate unit standard is applicable and available. Established and Spontaneous Volunteers where there is potential risk of a degree of injury at a scene or incident under the direction of the Controller then a Safety Officer will be appointed wherever possible. Furthermore a Safety Officer will be appointed at the EOC to oversee all Health and Safety requirements for the overall response Welfare Services and responsible lead agencies As defined in s12 of the Guide to the National CDEM Plan. Government Helpline - Ministry of Social Development Financial assistance - Ministry of Social Development Purpose of the helpline: The 0800 Government Helpline provides immediate information relating to the services and assistance available to people affected by an emergency. This includes: ensuring people get correct, consistent and necessary assistance in a timely manner; providing easy access to information across agencies; and providing information about financial assistance and other support. Responsible agencies: 45. Financial assistance (Ministry of Social Development) 1) Work and Income (a service of the Ministry of Social Development) is the agency primarily responsible for delivering financial support and information to affected individuals. 2) A range of different support services is provided by the following agencies: a) CYF; and b) the Inland Revenue Department; and c) the Accident Compensation Corporation; and d) the Department of Internal Affairs; and e) the Insurance Council of New Zealand; and f) the Earthquake Commission; and g) Te Puni Kōkiri; and h) the Ministry for Primary Industry; and i) Housing New Zealand Corporation; and j) St John. Note: St John as a support agency does not provide financial support. Types of financial assistance: 3) Financial assistance consists of a) national co-ordination of benefits; and Page 13 of 131

24 b) payments to meet the immediate and continuing needs of people in an affected area through benefits, pensions, and supplementary assistance; and c) non-means-tested payments to meet the immediate needs of evacuees from an area affected by a civil defence emergency (temporary accommodation, food, and clothing); and d) reimbursement of costs for accommodation and food incurred by people hosting evacuees in private homes, marae, or community centres; and e) other financial assistance approved by Cabinet or ministers to cover specific situations; and f) co-ordination of information relating to financial questions, tax, insurance, Accident Compensation Corporation payments, and banking; and g) staffing welfare or reception centres or other services, for (i) taking applications; and (ii) giving advice and assistance (for example, giving payments); and h) payments to persons for response and recovery work. Accommodation - Housing New Zealand Corporation Inquiry and identification - Ministry of Civil Defence & Emergency Management Responsible agencies: 46. Accommodation (Housing New Zealand Corporation) 1) As lead agency for accommodation, Housing New Zealand Corporation maintains plans for the national co-ordination of accommodation. 2) Support agencies for this function are a) CYF; and b) the Ministry of Social Development; and c) the Ministry of Education; and d) the Department of Building and Housing; and e) the Insurance Council of New Zealand; and f) Te Puni Kōkiri. 3) Immediate emergency accommodation is the prime responsibility of CDEM Groups with Housing New Zealand Corporation support. 4) Subsequent temporary accommodation is the prime responsibility of Housing New Zealand Corporation with CDEM Group support. 5) The aim is to identify and provide temporary and longer-term accommodation for people who have been displaced from their normal dwellings. 6) Liaison between Housing New Zealand Corporation, other welfare providers, and health services, to ensure the health of those in temporary accommodation, is part of normal arrangements. Responsible agencies 47. Inquiry and identity (MCDEM) 1) For large-scale events of national significance, MCDEM is responsible for inquiry and identification of people affected by the emergency when this function has to be co-ordinated at a national level. 2) Support agencies are a) the New Zealand Red Cross; and b) the Ministry of Foreign Affairs and Trade; and c) the Ministry of Social Development; and d) Housing New Zealand Corporation; and Page 14 of 131

25 e) the Department of Internal Affairs; and f) the Inland Revenue Department; and g) CDEM Groups; and h) the New Zealand Police. 3) MCDEM will a) ensure there is capability for a national inquiry centre; and b) ensure that CDEM Groups will provide the centre with access to local registry information; and c) facilitate information sharing about affected people among those welfare agencies helping with response to and recovery from an event; and d) co-ordinate information in relation to identity (for example, lost documents). 4) MCDEM maintains an agreement with the New Zealand Red Cross that provides that the New Zealand Red Cross will operate a national inquiry centre. Animal welfare - Ministry for Primary Industry Psychosocial support - Ministry of Social Development Responsible agencies: 48. Domestic animal welfare 1) While the Ministry for Primary Industry maintains the government s reporting capability on adverse events and natural disasters affecting agriculture, forestry, and horticulture, and for administering any approved government programmes, it is recognised that territorial authorities provide this function locally, and that this may also extend to domesticated animals in urban environments. 2) Local authorities may be assisted by the Royal New Zealand Society for the Prevention of Cruelty to Animals and from the Ministry for Primary Industry in both urban and rural environments. 3) The Ministry for Primary Industry encourages farmers and vulnerable industries to develop their own contingency response plans for both natural disasters and biosecurity hazards. Responsible agencies: 49. Psychosocial support 1) The Ministry of Social Development is the lead agency responsible for planning for the delivery of psychosocial support when assistance or support is required to be co-ordinated at a national level. 2) Psychosocial support following an incident involves social support and psychological support. 3) Support agencies are a) DHBs; and b) CYF; and c) Victim Support; and d) iwi and Māori providers; and e) voluntary service organisations; and f) church groups. Page 15 of 131

26 3.6. Support agencies with a role in welfare provision Coordination between WAG members is necessary for planning a joint response to an emergency. The WAG Chairperson is responsible for convening WAG to support these activities. Building strong relationships and sharing information and lessons learned with other CDEM Groups is important. Ensuring good links with National Exercise Programme is recommended. General Responsibilities Welfare service agencies that are members of the WAG should: Identify and reduce/mitigate potential risks to their business continuity Develop and maintain their business emergency plans Actively participate in group welfare planning and preparedness activities Provide welfare professional development opportunities for their staff on a regular basis Plan, resource, and undertake exercises for the welfare response to emergency scenarios of varying types and scales. Have a robust business continuity plan in place that enables them to continue to provide their core business services during a response and recovery phases while also meeting their responsibilities as outlined in this plan. The WAG Chair and EMS will assist in ensuring that information is available to carry out readiness planning. The following agencies work in a co-ordinated way within the welfare sector to deliver welfare services: As defined in s12 of the Guide to the National CDEM Plan. Local capacity as defined by the respective agencies. Child, Youth & Family a) CYF, whose welfare role includes provision of (i) care services to those children and young persons who have been identified (after registration) as separated from their parents or normal guardians by the emergency; and (ii) trained staff at Welfare Centres or elsewhere to A service of the Ministry of Social Development: Co-ordinates and provides care services to those children and young persons who have been identified (after registration) as separated from their parents or normal guardians by the event. Provides staff trained in Child Protection for the duration of Page 16 of 131

27 identify and provide the services required; and the emergency at Welfare Centres or elsewhere to identify and provide services required. Work & Income Inland Revenue b) the Inland Revenue Department, which (i) has responsibility for the provision of advice and the payment of family support and child support payments to the public (the Inland Revenue Department s responsibilities include staffing welfare or reception centres where appropriate to help in matters relating to taxation, and in the collection and distribution of family and child support payments); and (ii) (ii) will, during large-scale emergencies, maintain services A service of the Ministry of Social Development: Provides trained staff to undertake roles within both Welfare and Recovery Centres. Delivers financial support and information to affected individuals during and following an emergency (prime agency role) including: - Processing applications under a range of income support programmes - Continue payment of established benefits - Payment of any special allowances approved in connection with the emergency - Payment of billeting allowances - Co-ordination and control of other emergency financial assistance Provides advice and the payment of family support and child support payments to the public. Provide staff for welfare or recovery centres where appropriate to help in matters relation to taxation, and in collection and distribution of family and child support payments. Provides staff at welfare and recovery centres to complete forms. Page 17 of 131

28 for the forecasting and collection of Crown revenue and provide an assessment of the effect of the event on Crown revenue collection; and Help MSD and other service agencies where needed as capacity allowed. Accident Compensation Corporation Ministry of Education c) the Accident Compensation Corporation (ACC), which may defer its levy collection following a civil defence emergency, and will, to the extent possible, ensure that (i) people can continue to lodge claims (either directly with ACC or through a centralised emergency registration centre); and (ii) claimants receive quality health and rehabilitation services in a timely manner; and (iii) claimants who are unable to work because of their injury receive, or continue to receive, weekly compensation payments (in lieu of their salary); and (iv) ACC s more vulnerable claimants (for example, those with tetraplaegia) are as wellsupported and well-cared for as possible; and (v) health service providers are paid for the services that they provide to injured individuals; and d) the Ministry of Education, which supplies information to NWRCG about affected education facilities, and works with (i) CYF to look after children in school during an emergency who are separated from their caregivers; and (ii) Housing New Zealand Corporation to identify any available houses that could be used for short-term accommodation); and May defer its levy collection following a civil defence emergency. Will to the extent possible, ensure that people can continue to lodge claims (either directly to ACC or through a centralised emergency registration centre) and have access to entitlements e.g. weekly compensation. Staff welfare or recovery centres where appropriate to help with matters in relation to ACC. Supplies information about affected education facilities; schools and Early Childhood Education Centres Works with school and Early Childhood Education Services (ECES) to ensure there is emergency plans in place to look after children until they are picked up by their parents/caregivers. Coordinate schooling provision reopening schools as soon as possible, opening alternate facilities. Page 18 of 131

29 Provisions of statistical information pertaining to education facilities e.g. roles, staffing information Contact details for all Board of Trustee Chairpersons and licences of all ECES. Provision of information on school properties - Oversight of building capacity and functionality for each school and ECES. Distribution of emergency information to all schools and ECES in a response. Provide a communication platform on their website for all schools and ECSE and maintain an 0800 number for all affected education facilities Te Puni Kōkiri Salvation Army e) Te Puni Kōkiri, which will (i) provide staff for recovery centres; and (ii) work with local iwi to assess the need for mobile welfare services; and (iii) link to iwi providers who can give welfare support; and f) the Salvation Army, which (i) offers a variety of welfare support services across New Zealand, including A. stand-alone catering units: B. pastoral welfare support units: C. welfare needs assessments (clothing and furnishings): D. meet and greet reception: E. critical incident stress support (trained) teams; and Provides support and links into Maori communities Supplies information about affected Maori communities. Distribution of emergency information to Maori communities in the first instance. Provide links to Maori providers who can give welfare support Coordinate for a Maori presence in the Welfare Centres and Recovery Centres. Provision of catering services and/or the coordination of catering services Provision of basic food and drink at incident scenes, where possible Provision of staff trained in pastoral care and/or needs assessment for Welfare or Recovery Centres or elsewhere if required Coordination of dedicated teams undertaking welfare needs assessment within the Page 19 of 131

30 (ii) may provide other welfare services as skills and personnel are identified; and (iii) may enter into a memorandum of understanding with local emergency groups using a service agreement to document the services that can be provided; and community during a response or recovery phase Coordination of food donations and arranging drop off places Provision of staff at Welfare Centres to support and talk to affected people Make clothing available to the agency coordinating clothing supplies at a reasonable rate NZ Red Cross g) the New Zealand Red Cross, which will provide services at a national level, including (i) assistance with, and information on, international offers of assistance; and (ii) an international tracing facility through international Red Cross and Red Crescent partners; and (iii) management of a national relief appeal to support the emergency affected areas; and (iv) registration forms to support the inquiry system; and (v) a national inquiry centre to handle calls related to people in an affected area in support of MCDEM; and (vi) statistics and reports derived from information received by the national inquiry system; and Provides the National Inquiry Centre in an emergency through a national MOU with Ministry of Foreign Affairs and Trade (MFAT), NZ Police & MCDEM Provision of response emergency management volunteers with the following skill sets (as per National MOU): o Welfare support o Welfare Centre personnel and Supervisors o Outreach teams community support and assessment o Relief (non-food) item distribution* o Ground Based Rescue o Work place First Aid and Advance First Aid (PHEC) o Psychosocial support Provision of Liaison personnel to the EOC Provision of Red Cross hard copy Registration forms and Rapid Needs Assessment form Provision of Response Kits one with a 50 person capacity to Page 20 of 131

31 be based in Invercargill (kit contains items such as; tarpaulins, stretchers, port-acots, blankets, pillows, toiletry kits, emergency catering, lighting kits, hygiene packs, disposable overalls. Response Trucks with a capacity for 150 people; two based in South Island, one of them in Dunedin On request through Red Cross ECC response skills such as: o Light USAR capability o Flood response o Logistic supply o Water distribution Can backfill local teams from throughout NZ *will consider other tasks outside above on a case by case basis depending on resources available e.g. assisting with spontaneous volunteers Financial assistance. Victim Support h) Victim Support, which provides on-going emotional and practical support, information, and personal advocacy to ensure that the needs, rights, and entitlements of those affected are met; and Same as outlined in the Guide to the National CDEM Plan. Provision of staff circulating at Welfare and Recovery Centres to support and talk to affected people Coordination of their own teams either locally or nationally Needs assessment and referral onto appropriate agencies Police work would be their first priority in an emergency response Page 21 of 131

32 St John Voluntary Agencies Royal NZ Society for the Prevention of Cruelty to Animals i) St John, which offers welfare support services across New Zealand including (i) first aid; and (ii) meet, greet, and advocacy for patients at hospitals and Welfare Centres; and (iii) some psychosocial support; and (iv) caring activities provided by a large number of people across the country; and j) voluntary agencies that have community welfare as a principal objective, as they often have resources to contribute to the efforts of civil defence organisations; and k) the Royal New Zealand Society for the Prevention of Cruelty to Animals, which supports the Ministry for Primary Industry in the care of domestic animals in an emergency, and will support territorial authorities if possible. Assessment, treatment and transportation of the sick and injured to the most appropriate medical facility. (usually at St John discretion) Road or air (dependent on availability of helicopters). First aid trained personnel at approved Welfare Centres. Provision of Friends of Emergency Department [FEDS] to meet, greet, and advocacy at Southland Hospital Emergency Department, Ivc. Four shuttle vehicles that could be utilised for transporting walking wounded/unwell persons (Winton, Otautau, Lumsden, Gore) both recovery & response phases Provide psychosocial support to St John staff and families ONLY not for the general public All St John services are situation and location dependent. Retention of Patient Treatment Records generated from a Welfare Centre in accordance with Health Regulations. Supporting owners in the care of companion animals. Provision of some short term (approx. 1-2 weeks) companion animal accommodation. Coordinate feeding depots for companion animals - better to leave animals in their own environment unless they are in immediate danger. Support MPI in the care of animals as resources allow. Page 22 of 131

33 Micro chipping companion animals. Ministry for Primary Industry Ministry of Health The Ministry for Primary Industry is responsible for reporting and advising on the impact of an emergency in rural areas. Ministry for Primary Industry is also responsible for co-ordinating any response and recovery activities in rural areas. The Ministry of Health is responsible for the co-ordination of the wider health service response to emergencies or events that impact on human health. The Ministry of Health supports the NWCG by: identifying and providing advice to NWCG agencies on specific human health or disability issues that may arise during an emergency; where necessary, co-ordinating health service responses at regional or national levels; and the development and maintenance of clinically-based psychosocial support guidelines, and provision of advice to psychosocial support agencies and services. Rural Women NZ Supports the activities of the Southland Rural Support Trust during response and recovery phases Supplies information about how rural communities are being affected/coping Provision of women to assist in the Welfare Centres Undertaking and/or coordinating fund raising efforts Supporting rural community get togethers in recovery phase. Page 23 of 131

34 Southern District Health Board Public Health South Home Support Services Ensure Aged Care Facilities and Private/Community Hospitals have current emergency management plans in place Co-ordinate the response of the health resources in the region as outlined in its Health Emergency Plan. Provide care for hospital inpatients as best they can and receive acutely unwell people as triaged by St John or selfpresenting Ensure Primary, Public and Mental Health Services have emergency management plans in place to enable self-sufficiency in the initial stages of an emergency Provision of public health monitoring and advice by the Health Protection Officers and medical advice by the Medical Officers of Health to ensure risks to the health of the public are managed Provision of advice regarding coping with stress to larger groups rather than on an individual basis Maintain core business operations Distribution of information to their client base in the community Supplies information about how their client base are being affected/coping Citizen Advice Bureau Will provide linkages into and information about community organisations and services in the Southland area Provision of limited staff to assist with receiving telephone calls in a call centre or within a similar arrangement Page 24 of 131

35 Provision of limited staff to assist with registration and needs assessment in Welfare Centres Provision of limited staff to meet and greet in Welfare Centres Southland Rural Support Trust Federated Farmers Women s Refuge Presbyterian Support Southland Will provide linkages into the rural communities. Coordinate rural needs assessments Coordinate rural support activities to assist with human and animal welfare needs Coordinate rural stakeholders and district meetings and distribute information at these meetings Provide information about how rural communities are being affected/coping Deliver Ministry for Primary Industry funded activities Supports the activities of the Southland Rural Support Trust during response and recovery phases Provide linkages into the rural communities Will make staff available to monitor and assist rural communities Assist with providing a strategic overview of rural community requirements Provision of support and advocacy to families affected by family violence Provision of limited accommodation, bedding and clothing Maintain core business operations hospital/rest Page 25 of 131

36 - includes Family Works home/specialist dementia care, townhouses and day care. Some physical capacity to increase numbers in their Residential Care Facilities from either other rest homes or the general elderly public would need assistance with extra resources to undertake this Generators at some of the Residential Care Facilities giving cooking capacity during power outages Provision of Supportlink programme that matches volunteers with people in the community that are needing some form of support with day-to-day living other than health and hygiene needs Maintain core business operations foster care, counselling, social work support, psychological services and parenting programmes Provision of staff trained in psychosocial support and/or needs assessment for Welfare Centres or elsewhere if required Secondary welfare support agencies To participate, and commit whatever resources they are prepared to give to the response and recovery activities once formally requested and as appropriate to the emergency operation 3.7. Professional Development Professional development is a core readiness activity, not only for the WAG organisations but also those groups/individuals that sit outside of WAG but provide key capacity during the response and recovery phases. EMS Professional development facilitated by EMS will, whenever possible, align with the Coordinated Incident Management System (CIMS), the New Zealand Qualification Authority (NZQA) unit standards and the CDEM Page 26 of 131

37 Competency Framework. Professional development is to be offered at least annually. The professional development methods and needs are reviewed biennially by EMS using the MCDEM Development Needs Analysis (DNA) Guidelines. WAG Supporting Agencies A programme, to plan for and conduct professional development will be managed by EMS. Exercises to rehearse the coordination of the welfare services response and to test the effectiveness of support arrangements between all involved agencies will be facilitated by EMS and overseen by the WAG. All agencies that support the delivery of welfare services are required to develop professional development programmes (these may incorporate training and exercises facilitated by EMS) for their organisation in order to support the delivery of key welfare services outlined in this plan. Page 27 of 131

38 4. Response Command, control and co-ordination of the welfare response will be dealt with using the Co-ordinated Incident Management System (CIMS), the nationally agreed and recognised incident management response model for interagency emergency response. The Group Plan and Recovery Plan in conjunction with this plan provide the basis for responding to emergency related welfare needs. Coordination and Support Alignment Multi-agency response Action Planning Communications Managing the Media During a response requiring significant support and coordination, the Welfare Manager, supported by the WAG, will ensure that welfare response planning, decision making and activities are supported and coordinated across Southland and align with national activities. The response arrangements need to be flexible enough to allow the welfare service agencies the scope to rapidly adjust to the specific nature of the event and needs of the community. WAG, through the Welfare Manager, provides the basis for multiagency support and coordination of welfare activities during a response in Southland. Not all agencies on WAG will be involved in any one emergency; it will depend on the scale of the emergency, the community s welfare needs and local circumstances. The same can apply to welfare support agencies/organisations that are not officially on the WAG but are delivering welfare services in a response and therefore come under the umbrella of the welfare manager. Welfare-focused action planning will occur for each operational period during a response. This action plan will cover the specific tasks the EOC and the welfare agencies need to undertake to ensure effective support for and coordination of welfare service delivery. A communication plan/matrix will be developed as part of the response. These processes will enable efficient communication between all responding agencies and will be monitored regularly. The Welfare Manager is responsible for keeping the Controller informed. Information on welfare activities during a response and the supporting needs of welfare service delivery agencies will be monitored regularly. This information will be summarised in the situation reports that will be distributed to responding agencies, including supporting welfare service delivery agencies. This ensures agencies on WAG have a shared awareness of the current situation and availability of resources allowing those agencies to respond in a coordinated way. The media can play a significant role in helping communities to cope with and recover from emergencies as well as assist emergency managers to build and maintain public trust and confidence. Page 28 of 131

39 However managing the media is not a welfare function and all media enquiries must be directed to the Public Information Management team at the EOC. Donations Evacuation The arrival of unsolicited goods can create a problem for agencies and organisations that then have to set aside valuable staff, transport, storage and distribution resources to handle these goods which are often inappropriate for their intended purpose. Items may perish due to unavailability of adequate storage, shelter, security, operational delivery systems, or availability of access routes within the emergency area Instructions regarding the handling of donated goods will be issued on a case by case basis by the Controller. The Donated Goods Management Planning: Civil Defence Emergency Management Best Practice Guide [BPG2/06] will be referenced when decisions regarding donated goods are made. The general principles outlined in this guide for the management of donated goods are as follows: 1. Encourage monetary donations 2. Encourage volunteers to affiliate with existing organisation 3. Discourage unsolicited donated goods and services 4. Establish a donations management system The mass evacuation of a particular area is necessary when a hazard puts at risk the safety of those within the area, or following the impact of a hazard which has subsequently rendered the area uninhabitable. The evacuation of people means instructing them to leave their current dangerous or potentially dangerous location and providing welfare assistance to them (as required) in the form of transport, shelter, and other necessary functions. Evacuation can cause financial, physical, psychological and social disruption. Refer to the Director s Guidelines [DGL 07/08] Mass Evacuation Planning, for further information on the process of evacuation. Accommodation Preferred shelters for emergency and temporary accommodation, in priority order are: Sheltering-in-place will always be the first option A destination of the affected person s own choosing (relatives, friends, crib/holiday home etc) An established accommodation venue (hotel, motel, lodge) Billeted accommodation A Welfare Centre. Page 29 of 131

40 Business Owners Although business owners/managers are expected to have robust business continuity plans there could be circumstances in which they also require the assistance and support of welfare support agencies. The Chamber of Commerce representative on the Readiness and Response Committee will provide liaison to the business sector to ensure welfare services are available to this community group. Page 30 of 131

41 National Crisis Management Centre (NCMC) (Wellington) National Controller Neighbouring CDEM Groups (Otago, West Coast) EMS (Group) EOC (Crn Price St & North Rd, Invercargill) Liaison/Advisory Group Controller Public Information Recovery Manager Planning & Intelligence Manager Operations Manager Logistics Manager Council Incident Management Teams (ICC, SDC & ES) Welfare Manager Life Lines Coordinator Emergency Services Refer to Figure 4 below for more detail Sector Control Points (SCP) High Level through to Medium Level SCP s Sector Incident Management Team (as required) Locations: (*Depending on the circumstances these may be located at Local Fire Stations) Bluff Invercargill Lumsden* Nightcaps* Riverton Tuatapere* Edendale* Mataura Ohai* Stewart Island* Waikaia* Garston* Gore DC Milford Village Mossburn* Otautau Riversdale* Te Anau Tokonui Wallacetown* Wyndham 1 Either Sector Coordinator or an Emergency Service leader Incident Control Points (ICP) - to conduct onsite operational activities as required Incident Controller Incident Controller Incident Controller Figure 3: Southland Response Structure. Page 31 of 131

42 SCDEM Group EOC Operations Welfare Advisory Group Support and Liaison National Welfare Coordination Group Support Informs EMS (Group) EOC Informs Impacted community Informs Welfare Manager Coordination and Support Coordination and Support National (NCMC) Delivery Informs Welfare Agencies & Volunteers Figure 4: Southland Welfare Response Structure In Detail. Page 32 of 131

43 4.1. Levels of Response The decision to activate welfare response will be made by the Controller in consultation with the Welfare Manager and will be triggered by the nature of the emergency and the needs of the affected community/s. To ensure national consistency Southland has aligned their welfare service delivery response levels with the five levels of emergency incident that are described in the National CDEM Plan and the Group Plan. Refer to the Southland CDEM Group Plan for the alignment of Southland s Response Levels to the National Response Levels. Table 1: Levels of Response for Welfare in Southland and Nationally Level Event Type Southland Welfare Response National Welfare Response 1 Local Incident: Sector Welfare personnel may be Can be dealt with by Emergency activated to care for affected Services and/or local authority individuals / evacuees in resources alone. Specialists may be consultation with the Controller. required for specific circumstances 2 Local multi-agency Incident: Can be dealt with by Emergency Services and/or local authority resources though remote support (SCP) likely to be required. Specialists may be required for specific circumstances. 3 & 4 Imminent or State of local emergency involving a single local authority or the whole region: The event may not or cannot be able to be managed without the adoption of emergency powers. Group EOC activated due to the magnitude or geographic spread of the incident, OR Warning of a significant event with potential regional impact, OR co-ordinated assistance is required to support an adjoining CDEM Group. 5 Imminent or State of National Emergency. Welfare response and coordination activated by Welfare Manager in consultation with the Group Controller Welfare agency/s attendance as required at welfare service delivery facilities Welfare function within EOC activated to coordinate and support welfare delivery across Southland The WAG will be convened to address issues and provide support with multi-agency welfare coordination As above The NWCG may be activated to provide national level coordination and support to Southland s response The NWCG works to NCMC priorities and direction. The NWCG supports the NCMC through coordination of: Allocation of national welfare resources Inter-regional movement of welfare resources Contributes towards national public information during Page 33 of 131

44 4.2. Activation Following an initial briefing by the Controller the Welfare Manager will determine what level of welfare activation is required to adequately respond to the communities welfare needs. From time to time the level of concern for a developing situation may warrant partial activation or some staff being put on stand-by. Levels of Activation Notification of Activation Levels of Activation for the welfare services: Warning Alert on receipt of information about a possible event, a briefing is given to relevant welfare service agency representatives situation monitored and evaluated on a regular basis Partial activation (stand by) on receipt of information about a significant risk of or the imminence of an event occurring, welfare services resources confirmed and ready to respond if required Full activation on receipt of information that an event has occurred or there is an increased level of risk of an event, welfare services resources are deployed Stand down on receipt of information that an event has finished or the risk has diminished, and that welfare services resources are no longer required, welfare services resources are stood down. Note: The decision to stand down welfare service delivery can only be issued by the Controller in consultation with the Welfare Manager. Welfare service agencies will receive notification via a telephone, or text message or a combination of these methods. The contents of the message will provide information as to the current situation and the anticipated initial welfare services required Welfare Service Delivery People s reaction and ability to assume normality following any emergency event will always vary immensely as will their level of need and the type of welfare service each individual requires. Early and adequate psychosocial support can prevent distress and suffering from developing into something more severe, and will help the people affected cope better and reconcile themselves to everyday life. Purpose To ensure that people get timely information and easy access to the range of services available to them or needed by them, during and after an emergency. Welfare services provide temporary relief to individuals and families so they can begin to plan their next steps to recover after an emergency event. Health & Safety Page 34 of 131

45 Emergency Management Southland is committed to providing and maintaining a safe and healthy working environment for its employees, contractors, volunteers and visitors. Welfare Centre personnel ( employees ) are required to be proactive and take all practicable steps to ensure their own safety and that of others. Environment Southland procedures should be followed if accidents occur, including the submission of Accident Reports. Refer to the glossary for the meaning of a volunteer and spontaneous volunteer. Affected People Categories Welfare response supports three categories of affected people: Priority Description Priority 1 (PR1) Priority 2 (PR2) Priority 3 (PR3) Affected people who will need the full support of the Welfare Centre (i.e. they arrive with nothing). These people will be required to register with civil defence. If these people are directed to the comfort area upon arrival, they must be registered as soon as possible to ensure individuals are not overlooked. People who do not need full support (e.g. they can remain in their homes) but still have needs such as enquiring about the location of family and friends. These people will be required to register with civil defence.. People who do not have any social service needs and are seeking general information only about the emergency. These people will not be required to register with civil defence. Methods of Delivery The method of welfare service delivery to affected people and animals will be dependent on the nature and the scale of the emergency event but must allow enough flexibility to meet the community s diversities. Below explores three different methods of welfare service delivery that could be adopted in Southland: Welfare Centres Welfare Centres are temporary facilities/arrangements that house a variety of welfare agencies enabling affected people access to their services in either a one-stop-shop under one roof or by referral to the relevant service agencies on a different site. Page 35 of 131

46 Identifying Welfare Centres Locations of Welfare Centres EMS will work with Sector Coordinators and council staff to identify buildings suitable/not suitable for civil defence emergency management purposes both before and during an emergency. EMS have a policy that outlines the criteria for selecting Welfare Centres and the procedure to be followed in an emergency to designate a facility as a Welfare Centre that has not been previously designated for civil defence purposes. At the time of writing this plan a number of buildings previously identified as suitable for Welfare Centres had not undergone their earthquake prone building classification from the council. Therefore some changes may be required in the location of Welfare Centres in some communities. An up-to-date list of Welfare Centre locations and their activation status will be maintained on the Emergency Management Southland website. Refer to Section 11.4 for the list of buildings identified as Welfare Centres at the time of writing this plan Residential Welfare Support Residential Welfare Support is a system whereby the welfare service agencies, either individually or in small groups, visit the affected people at either a permanent or temporary residence to offer their service and provide welfare service information to the people. Residential Welfare Support teams consist of welfare service agency personnel that have the necessary training to enable them to deliver their particular welfare service out in the community and away from an office setting. They provide a valuable interface between the affected community and responding welfare agencies. These teams may be deployed into the community as standalone welfare support teams or to accompany emergency service/response teams to support affected people. The operational hours of these teams is dependent on the emergency event but generally would be during day light hours and could be up to 7 days a week. The Residential Welfare Support teams will be supporting PR2 and PR3 categories of affected people. Identifying Required Welfare Agencies Locations for residential support Often welfare service agencies e.g. Salvation Army, Rural Women s NZ, Southland Rural Support Trust, deliver some of their services to the community during peacetime via this method, so it is a natural progression for them to expand these activities during the response and recovery phases. The locations that will be covered by residential welfare support will be determined by the Controller, Welfare Manager and the Recovery Manager at the time of the emergency and will depend of the nature and scale of the emergency event and the needs of the community. Page 36 of 131

47 Purpose Activation Staffing Resources Deployment To take some welfare services, and representation of other welfare services, to the permanent or temporary residents of those affected by the emergency event thereby providing them easy access to and information on welfare services. They provide support to individuals and families as they plan their next steps to recover from an emergency event. The activation of Residential Welfare Support teams will be at the direction of the Group Controller with advice from the Welfare Manager and guided by responding WAG members. Residential Welfare Support teams will be coordinated by the Welfare Manager and managed by their respective agencies. Staff for the Residential Welfare Support teams are drawn from the responding welfare agencies and/or volunteers and are predominately from welfare agencies that undertake community welfare service delivery in their normal day-to-day business operations. It is expected that responding welfare agencies will provide the required routine resources for their staff with additional specific resources being sourced through the EOC Logistic function at the time. Residential Welfare Support teams will, at the start of each day/shift, assemble at an appointed location for a briefing Mobile Welfare Support Identifying Required Mobile Welfare Support is a system whereby a variety of welfare services are set up in a mobile unit e.g. van, bus, and they travel to pre-designated locations at pre-set times to enable affected people access to welfare services and information. They provide a valuable interface between the affected community and responding welfare agencies. The operational hours of these teams is generally during day light hours and could be provided to each location up to 2 times a week. The Mobile Welfare Support teams will be supporting PR2 and PR3 categories of affected people. During the response and recovery phases of an emergency event civil defence emergency management will work alongside the appropriate agency(s) to locate and fit out a mobile unit in a manner that is suitable for use by the welfare service agencies. Page 37 of 131

48 Welfare Agencies Locations for Mobile Unit All key welfare service agencies should have the resources (equipment and trained staff) to enable them to deliver their services from a mobile unit. What agencies are required to deliver their services from a mobile unit will be determined by the Controller, Welfare Manager and the Recovery Manager at the time of the emergency and will depend of the nature and scale of the emergency event and the needs of the community. The locations that the mobile unit/s will set up at will be determined by the Controller, Welfare Manager and the Recovery Manager at the time of the emergency and will depend of the nature and scale of the emergency event and the needs of the community. Purpose Activation Staffing Resources Deployment To take some welfare services, and representation of other welfare services, out to pre-designated locations enabling those affected by the emergency event easy access to and information on welfare services. They provide support to individuals and families as they plan their next steps to recover from an emergency event. The activation of Mobile Welfare Support teams will be at the direction of the Group Controller with advice from the Welfare Manager and guided by responding WAG members. Mobile Welfare Support teams will be coordinated by the Welfare Manager and managed by their respective agencies. Staff for the Mobile Welfare Support teams are drawn from the responding welfare agencies and will be dependent on the nature and scale of the emergency event as well as the needs of the community. It is expected that responding welfare agencies will provide the required routine resources for their staff to work from a mobile unit. CDEM will take responsibility for providing the mobile unit fitted out in a manner that is suitable for welfare services to use. Any additional specific resources will be sourced through the EOC Logistic function at the time. Mobile Welfare Support teams will, at the start of each day/shift, assemble at an appointed location for a briefing Secondary Welfare Support Agencies Secondary welfare support agencies are government, non-government agencies and volunteer organisations that are willing to participate, and commit resources to the response and recovery activities once formally requested and as appropriate to the emergency operation. Examples of these agencies include but are not limited to: Lions Clubs; Maori Wardens Page 38 of 131

49 Some agencies will emerge at the time of the emergency event, it is important that their capabilities and capacity are identified quickly and that they are tasked accordingly at the time through the EOC Welfare function Communications Plan The ability to effectively communicate during and after an emergency is a critical component of Southland s operational capability. It is EMS s expectation that all responding agencies can effectively communicate with each other and the EOC at all times. This may require the provision of back-up power supply and back-up communication equipment. Equipment Reporting Lines Primary communications between the EOC and a Welfare Centre, residential welfare support teams and mobile welfare units will be by landline or mobile phone. Secondary communications between the EOC and Welfare Centres, residential welfare support teams and mobile welfare units may be by radio transceiver (RT) or Satellite phones. Laptops with internet connectivity (EMIS and ) Communications within a Welfare Centre may also be by handheld radio. A hierarchy structure is used to communicate information up through the different levels, this can be undertaken either electronically or verbally. Information Flow Information and tasks coming from the EOC will flow in reverse of the reporting line and can be either electronic or verbal. Group Controller Operations Function Welfare Manager CDEM Sector Coordinators Welfare Centre Supervisor Secondary Welfare Support Agencies Welfare Centre Sections staff Figure 5: Southland Welfare Reporting Lines. Page 39 of 131

50 5. Recovery Recovery starts while response activities are still in progress. The recovery phase gains momentum when the threat to life has passed, rescue activities have been completed and community safety is assured. During the transition from response to recovery there is a shift in priorities and this shift must be managed well and communicated to all stakeholders. Recovery is about empowering individuals, families and communities to rebuild the social fabric of the local community. - transition from response to recovery Welfare activities in recovery are specified in the Group Recovery Plan. WAG may continue to meet as a sub-task group of the Social Environment Task Group to monitor the recovery process. In the transition from response to recovery WAG may be required to identify the nature, capability, and location of welfare resources. Welfare agencies may need to evaluate and prioritise the needs of those affected by the event. Accurate and appropriate data collection is important. The WAG may continue to meet as the Social Environment Task Group in the recovery phase of an event. The Welfare Manager supports the Recovery Manager by compiling needs assessment information to identify immediate welfare needs including, but not limited to, psychosocial, financial and housing support. If not already active during the response, some agencies may be needed to assist during the early stages of recovery. - exit strategy The formal recovery phase ends with the implementation of the exit strategy. Withdrawal of formal recovery assistance requires the official handover of activities to agencies who normally have the lead responsibility. The most appropriate organisations to provide on-going welfare services are those voluntary and professional agencies that perform welfare functions normally in their day-to-day business operations. Refer to the Group Recovery Plan for further details on recovery activities Recovery Centres Recovery Centres are generally more medium to long time temporary facilities than Welfare Centres. They can be established on the closure of, or instead of a Welfare Centre depending on the community needs. Page 40 of 131

51 The opening hours of a Recovery Centre is dependent on the social service needs of that community but are generally up to eight hours each day and up to seven days per week. Recovery Centres do not provide meals or accommodation Sections of a Recovery Centre Purpose Activation Staffing The sections within a recovery centre are modular in nature i.e. each one can be added or removed depending on the requirements of the community and the resources available at the time. These sections may include but are not limited to: Reception - to welcome people as they arrive Registration - ideally this will be recorded electronically but alternately may be paper based depending on the resources available at the time Government departments Work & Income Child, Youth & Family Services Housing NZ Inland Revenue Department MPI Te Puni Kokiri Non-government organisations Salvation Army Red Cross Victim Support Citizens Advice Bureau Women s Refuge Community support groups Advisors from the building, insurance, legal and financial sectors Iwi and Maori community groups Recovery Centres are established to provide on-going support, easy access to and information on social services to assist individuals and families to take the next steps to recover following an emergency event. Recovery Centres provide a point of focus and belonging for people, especially if they are dislocated from their community environment. Recovery Centres are activated at the direction of the Group Controller or the Recovery Manager, and guided by information from the Welfare Manager, and other responding welfare agencies. Recovery Centres are staffed by representatives from most responding government and non-government welfare agencies. A Recovery Supervisor will be assigned to each opened Recovery Centre. Due to the large geographical area covered by this Welfare Plan, Welfare service staff/agencies may be required to travel in order to fulfil their roles and responsibilities as outlined in this plan. Page 41 of 131

52 Staff will be required to work a variety of rosters, ideally eight hour shifts. However shifts could be four, six, or eight hours dependent entirely on the event. Refer to the Group Recovery Plan for further details on recovery activities Group Recovery Office The Group Recovery Manager will take up the role while the emergency is still in force and the controller is managing response efforts. As soon as practicable during an emergency, a meeting of selected personnel forming the Recovery Management Group will be convened to review the situation. The Recovery Management Group reports to the Southland CDEM Joint Committee and their role is to: Assess the impact of an emergency within the Southland region Establish priorities for recovery activities Implement recovery activities Staffing Composition of the Recovery Office may include but is not limited to: Recovery Manager Public Information Manager Administration Officer Planning and Reporting Officer Task Group Representatives Refer to the Group Recovery Plan for further details on recovery activities. Page 42 of 131

53 6. Monitoring 6.1. Welfare Business/Work Plan Purpose To set out some areas identified in the writing of this welfare plan that requires more focused work and outcomes sought. Monetary Donations Where donations of money are held, what fund? Who administers donated money? WAG Meetings Frequency they are held Agenda, what covered Membership Volunteers Review Training Training needs analysis for volunteers and WAG members Frequency Meeting NZQA standards Communication Methods of communicating with Welfare Centres, Residential Welfare Support, Mobile Welfare Support if primary (landline, mobile) communication systems not available WAG Terms Of Reference Dated April 2007, need reviewed Welfare Centre Supervisors Training Identification of suitable staff/personnel Secure Storage Welfare Registrations The secure storage, long term, of the information gathered in the Welfare Registration process, in particular people s personal information to ensure the Records Standards are met Page 43 of 131

54 6.2. Updates Updates pertaining to welfare plans and equipment will be made on a regular basis as set out below: Section Updated Responsibility Notes Welfare Plan and EMS in consultation Welfare Centre SOP with WAG members Welfare Centre Resource Kits Welfare Centre List Every 2 years unless stipulated otherwise by the CEG or WAG. Sign off required from WAG Chairperson and SCDEM Group Chair. Annually As changes occur e.g. contact details EMS those at Bill Earley Centre, Ivc. Sector Coordinator those at Stewart Island, Te Anau EMS Any changes to Part 1 need to be approved by WAG and CEG. Any changes to Part 2 can be undertaken by EMS with all WAG members being notified of these updates or changes. An inventory of Welfare Centre Resource Kit contents and replacements made as required. A current list to be maintained on the EMS website. Page 44 of 131

55 7. Management and Governance 7.1. Welfare Advisory Group The WAG is established by mandate of the Southland CDEM Group and is a sub-committee of the Coordinating Executive Group (CEG). The WAG comprises agencies with roles and responsibilities that are essential to the coordination and delivery of welfare services at CDEM Group. Appropriate relationships and arrangements will ensure the optimum delivery of co-ordinated welfare service delivery to the Southland communities. Purpose Develop and provide strategic advice for interagency operational planning, communication and cooperation (Group Welfare Plans, guidelines and standard operating procedures) to ensure the effective delivery of welfare services during and following an emergency. Members Provide advice and assistance to the CEG for the development, implementation, maintenance, monitoring and evaluation of the Southland CDEM Group Plan The WAG will support the preparation of individual agency welfare plans. The CDEM Sector Coordinators have the responsibility for local welfare preparedness in the first instance with support from EMS. Representatives on the WAG must be of sufficient seniority within their organisation to be able (or have delegated authority) to make decisions on behalf of their organisation. The agencies listed below are represented on the Southland WAG: Accident Compensation Corporation Child, Youth & Family Citizens Advice Bureau Federated Farmers Group Emergency Management Office Group Welfare Manager Home Support Services Housing New Zealand Corporation Inland Revenue Ministry for Primary Industry Ministry of Civil Defence and Emergency Management Ministry of Education NZ Red Cross Presbyterian Support Southland o Family Works Royal New Zealand Society for the Prevention of Cruelty to Animals Rural Women NZ Page 45 of 131

56 Salvation Army Southern District Health Board o Mental Health Services o Public Health South Southland Rural Support Trust St John Te Puni Kokiri Victim Support Women s Refuge Work and Income The Southland WAG is chaired by a senior representative of the Ministry of Social Development s Work and Income Division. Refer to Part 1 Section 3.6 for the agreed welfare roles of these individual agencies. Role Meetings Members of the Southland Welfare Advisory Group are responsible through the combined resources within their respective agencies for: a. developing inter agency planning and co-ordination and relationship building for Welfare response prior to, during and after an emergency; b. acting as an advisory and co-ordination group as required in an emergency situation; c. providing appropriate support and guidance in the recovery phase through liaison with Group Recovery Manager; d. identifying individual agency deficiencies in Civil Defence Emergency Management (CDEM) planning and resources; e. bringing deficiencies (gaps or overlaps) to the attention of agency senior management, along with proposed solutions; f. ensuring solutions to deficiencies are implemented and maintained within and across agencies. Dependent upon the nature of the emergency WAG member representatives may be required to be present in the Emergency Operations Centre (EOC) to support the Welfare Manager during the response and recovery phases. The WAG will meet on a four monthly basis or more frequently if required. Costs Cost for agency participation in the WAG will lie where they fall. Environment Southland will provide secretarial support for aspects of the group s work as appropriate. Emergency Management Southland will meet the cost of planning / exercise support. Note: Reference for this section is the WAG Terms of Reference. Page 46 of 131

57 7.2. Welfare Advisory Group Chairperson The Southland WAG is chaired by a senior representative of the Ministry of Social Development s Work and Income Division. They are responsible to ensure that the WAG is able to support an efficient, coordinated and integrated welfare response. Sound relationships with key emergency management stakeholder groups, the Controller and the Welfare Manager are pivotal to this role. The chair is required to undertake specific actions in preparation for, during and following an emergency. These tasks are set out below: Role preemergency Role emergency and postemergency Role recovery Liaising with relevant agencies to ensure response capability and capacity Ensure effective and timely communication at all levels Supporting planning for the social and community sections of a national recovery programme Supports and where necessary coordinates training for WAG member agencies in their role during a significant event Building and maintaining relationships with WAG members and ensuring membership is maintained Problem solving issues with WAG organisations should they arise Liaise with the Welfare Manager to convene the WAG as required during an emergency Supporting the Welfare Manager as appropriate during and after an event that needs coordination Liaising with relevant welfare service agencies to monitor their logistical and other needs Monitoring welfare provisions against rising needs Providing accurate and timely information to the Controller Liaises with Recovery Manager Liaise with the Recovery Manager in the coordination of the welfare recovery services Liaising with relevant welfare service agencies to monitor their logistical and other needs Monitoring welfare provisions against rising needs Assist in providing accurate and timely information to the Recovery Manager Page 47 of 131

58 7.3. Administrative Arrangements Environment Southland will provide meeting premises and secretarial support for the WAG Financial Arrangements Financial Delegations WAG Secondary Welfare Support Agencies Government Departments Record Keeping The Controller shall authorise any expenditure in relation to the opening and maintenance of a Welfare Centre or other welfare response activities. This authority will be delegated as/if required. As members of the WAG, agencies are responsible for: The cost of their representation on the WAG The cost of their staff completing professional development in the area of welfare The cost of participation in routine emergency management planning The cost of participation in routine emergency management welfare exercises The full cost of staff time, travel and incidental expenses pertaining to their agencies involvement in response and recovery activities All organisations/agencies participating in the response and/or recovery under the umbrella of the welfare or recovery manager are responsible for: The cost of their staff completing professional development in the area of welfare The cost of participation in routine emergency management planning The cost of participation in routine emergency management welfare exercises The full cost of staff time, travel and incidental expenses pertaining to their agencies involvement in response and recovery activities In accordance with the Guide to the National Civil Defence Emergency Management Plan 2006 s26.3, government departments will meet all their own costs of supporting or participating in response measures without recovery of these costs from the local authorities concerned, unless the levels of support provided exceed the allowance provided for or set out in their departmental forecast. All participating welfare service agencies are required to maintain accurate financial records to enable them to apply for reimbursement of costs in providing response and recovery measures over and above their allowed costs. Page 48 of 131

59 Part 2 Welfare Centre Standard Operating Procedures Southland Civil Defence Emergency Management Page 49 of 131

60 8. Standard Operating Procedures Introduction Part 2 of this document outlines the standard operating procedures for a Welfare Centre and should afford the user a range of flexibility to adapt actions to cope with the changing/different faces of an emergency event. Specific standard operating procedures for both the Residential Welfare Support and Mobile Welfare Support teams have not been provided. These will vary considerably depending on the nature and scale of the emergency event. Refer to Part 1 Sections and for further information about Residential Welfare Support and Mobile Welfare Support. Purpose The purpose of this standard operating procedure is to outline the current agreed procedures for the activation of and provision of welfare services from a Welfare Centre Welfare Centres Welfare Centres are temporary facilities/arrangements usually established at a prearranged venue such as a school, marae, hall or sports complex to provide an interface between the impacted community and responding agencies. The venue for a Welfare Centre is dependent on the nature and scale of the emergency plus the infrastructure and the suitability of the building itself. The opening hours of a Welfare Centre is dependent on the welfare needs of that community and could be up to 24 hours each day. The Welfare Centre will be supporting PR1, PR2 and PR3 categories of affected people. Refer to Part 1 Section 4.3 for the description of categories of affected people. Purpose of Welfare Centres Locations Welfare Centres are established to provide easy access to and information on welfare services. They provide temporary relief to individuals and families so they can begin to plan their next steps to recover after an emergency event. Delivery of welfare services from Welfare Centres will be either under one roof (a one-stop-shop ), will involve referring affected individuals to the relevant service agencies on a different site or a combination of both. During an emergency an up-to-date list of Welfare Centre locations and their activation status will be maintained on the website. Page 51 of 131

61 Refer to Section 11.4 for the list of possible Welfare Centres at the time of writing this plan. Sections of a Welfare Centre Layout The sections within a Welfare Centre are modular in nature i.e. each one can be added or removed depending on the requirements of the community and the resources available at the time. These sections should have clear signage and may include but are not limited to: Reception - to welcome people as they arrive Registration - of affected people including the identification of any immediate needs. Ideally this will be recorded electronically but alternately may be paper based depending on the resources available at the time Public Information - provision of information about the emergency event and the response activities Security personal safety for both staff and affected people in a Welfare Centre is vital First Aid for minor injuries, qualified first aiders are required to perform this function Catering provision of meals for displaced people and staff Communications the management of efficient communications between the EOC and the Welfare Centre Volunteer Coordination may include some training of volunteers Clothing emergency clothing, bedding and toiletries Accommodation emergency shelter/accommodation for a short period e.g. a few nights Social services provision of such services as emotional (psychosocial) support, financial support/guidance, business support/guidance, interpreter support, temporary accommodation and religious needs/pastoral care Animal welfare temporary shelter in a secure area close to but separate from the main area Entertainment helps ease the tension and boredom especially for children Other Sections may include; Special requirements private areas or quiet locations, health or dietary requirements Departure desk to capture forwarding/contact details as people leave the Welfare Centre Traffic control Runner/support staff No one layout model suits all buildings nor meets the needs of every emergency event. Some events may not require all the sections (as described above) of a Welfare Centre to be activated, however the major sections are Reception, Registration, Public Information, Security and Services. A clear and efficient layout is required to enable prompt Page 52 of 131

62 attention to people s needs and enhance the flow of people through the facility. Allowing affected persons a degree of privacy where practicable is also a key consideration. Refer to Section 11.5 for a layout guide for setting up a Welfare Centre and the flow of affected people. Activation Staffing The activation of the EOC is a pre-requisite for opening a Welfare Centre. Welfare Centres are activated at the direction of the Group Controller with advice from the Welfare Manager, and guided by information from the CDEM Sector Coordinators, emergency services, Advisors and other responders. The Welfare Manager provides advice on where Welfare Centres should be opened and what sections will be required through the centre. The key holder for the relevant Welfare Centre must be contacted to ensure the building can be accessed. Prior to activating any Welfare Centre conduct a reconnaissance of the buildings and surrounds. Check for any signs of damage to the building (visual signs, sounds, movement in structure), utility damage and hazards. If damage/hazards are found the Welfare Centre location may need to be changed. It should be noted that if there is an urgent need for a Welfare Centre in an affected community and the Sector Coordinator is unable to establish a line of communication with the EOC to discuss the matter then they may go-ahead and activate a Welfare Centre but must inform the EOC as soon as practicable. Ideally a Welfare Centre should only open its doors to receive affected persons once it has been set up and the Welfare Centre Supervisor has advised the Welfare Manager that the Centre is ready to receive. Information about the opening of the Welfare Centre will be broadcast by the Public Information team. Welfare Centres are staffed by personnel that have received welfare training. They can be council staff, volunteers, Red Cross members or staff from the relevant welfare service agencies. Personnel required for the Welfare Centre will be called out by the Welfare Manager or Sector Coordinator. A Welfare Supervisor will be appointed to each Welfare Centre. Due to the large geographical area covered by this Welfare Plan, Welfare staff/agencies may be required to travel in order to fulfil their roles and responsibilities as outlined in this plan. Staff will be required to work a variety of rosters, ideally eight hour shifts. However shifts could be four, six, ten or twelve hours dependent entirely on the event. Page 53 of 131

63 Welfare Centre Resource Kits Welfare Centre Resource kits contain the basic items to set-up a Welfare Centre, additional items required in a specific Welfare Centre will be supplied as necessary through the EOC Logistic function at the time. Some CDEM Sectors that are more geographically isolated or at high risk may have a Welfare Centre Resource Kit kept at their Sector Control Point but the majority of the Welfare Centre Resource Kits will be stored in Invercargill and dispatched as required to specific locations. Welfare Centre Resource Kits housed at a Sector Control Point must be maintained and checked regularly by the Sector Coordinator. Those stored in Invercargill will be maintained and checked by the Emergency Management Southland team. Refer to Part 2 Section 9.22 for the suggested Welfare Centre Resource Kit contents. Animal Shelter Spontaneous Volunteers Donations Although the provision of temporary shelter for evacuated companion animals falls under the welfare umbrella the responsibility to attend to those animals in the animal shelter remains with their owner. Under the Dog Control Act 1996 disability assist dogs are permitted to remain with their owners in most public places, including Welfare, Evacuation or Recovery Centres. These dogs may have a disability assist dog identification tag that includes the civil defence logo, microchip number and description of the dog. Spontaneous volunteers will come, whether you have planned for them or not, so planning ahead is to everyone s advantage. Well managed volunteers contribute positively to the response and recovery efforts. On the day volunteers that present themselves directly to the Welfare Centre shall be either screened by the Welfare Supervisor and assigned a role in the Welfare Centre or directed to register their offer of assistance over the phone to the logistics team in the EOC. This will, relieve the personnel at the Welfare Centre of some of this task; allow for consistent and adequate information to be gathered; ensure the information is recorded on a central data base and enable consistent level of volunteer screening. Money is the best and preferred form of donation. Donations of clothing, food or other items will be actively discouraged unless they are specifically requested. If however donated goods are presented at a Welfare Centre they should be directed to the Sector Coordinator or to the Logistic team at the EOC. Refer to Part 1 Section 4 for the principles on managing donations. Media Enquiries Managing the media is not a welfare function and all media enquiries must be directed to the Public Information Management team at the EOC. Page 54 of 131

64 VIP s Visiting During an emergency Welfare Centres may be visited by the Controller or Welfare Manager; Managers of welfare agencies; community leaders; local, regional or national politicians; or the media. It is important that these visits are made in consultation with the Welfare Manager and visitors are greeted and given a briefing by the Welfare Supervisor upon arrival at the Welfare Centre Information Gathering Information gathering enables responding agencies to develop a picture of the overall impact of the emergency on the local community. This information can be gathered from a number of sources including: Personnel reporting for work Reconnaissance teams Emergency services General public Evacuees EOC (Situation Reports etc) Commercial radio, news and other media Note: All information gathered from external sources (not CDEM) must be verified. Follow this process to gather information about the impact of the event: Welfare Centre Personnel Report reconnaissance information (what they have seen and heard on the way to the centre) during the personnel registration. Reception Communications Query displaced persons arriving at the Welfare Centre about what they have seen and heard. Record key information on message pads and forward to Welfare Supervisor. Receive telephone calls and radio transmissions reporting incident information, requesting or offering assistance and resources. Listen to commercial radio broadcasts for official CDEM bulletins and other reports about the event. Radio stations that broadcast CDEM bulletins are listed on the EMS website Welfare Supervisor Page 55 of 131

65 Collate information from Welfare Centre personnel, Reception and Communications. Record major incidents on the incident board. Review information received from other agencies, Sector Coordination Point or EOC (e.g. Situation Report) Compile Situation Report ( from information gathered) which highlights key issues, states likely incident development and/or identifies future resource requirements Authorise Situation Report for providing to the EOC Page 56 of 131

66 9. Welfare Centre Checklists 9.1. Activation of a Welfare Centre Purpose Activation Tasks On-going Tasks Termination Tasks Equipment Recommended To outline the recommended tasks that should be undertaken to make a Welfare Centre operational. On receipt of the directive to open a building as a Welfare Centre obtain the building key from the appropriate person. Keep a record of your activities Call out CDEM Sector Welfare personnel numbers as instructed by the Welfare Manager. Refer to the Activation Telephone Message checklist 9.19 Check for any signs of damage to the building (visual signs, sounds, movement in structure), utility damage and hazards. Make a record and photograph, if possible, any damage noted and report it to the building owner and the EOC. If significant damage/hazards are found the Welfare Centre may need to be relocated. Open up the building and turn on the utilities i.e. power, water etc Set up sections as deemed necessary starting with Reception, Registration, Public Information, Security, First Aid, Catering (hot drinks initially), Communications, Volunteer Coordination. Ensure both the electronic and hard copy Welfare Registration records are kept in a secure place Make any requests for assistance or additional resources (staff, equipment, supplies) through the EOC. Ensure everything is cleaned and returned to pre-activation state. All paper work and hard copy registration forms are packed up and sent to the EOC. The electronic welfare registrations records will be secured on the EMIS system by the Welfare Manager in the EOC prior to the EMIS event site being made inactive. Welfare Resource Kits Refer to Checklist 9.22 for the contents of the Welfare Resource Kits. Page 57 of 131

67 Tables and chairs Kitchenware Additional Comments Page 58 of 131

68 9.2. Shift Change Procedures Purpose Incoming Shift Out-going Shift To outline the recommended procedure when undertaking a shift change at a Welfare Centre. Report to the Welfare Centre Supervisor for allocation to section of work. Sign into the staff register and pick up your identification (name tag and vest) Meet the outgoing shift member in the staff area and receive handover ensure you receive satisfactory information to allow you to continue that sections work Each staff member to record in their activity log any important developments in their area. Introduce incoming staff to present staff and key people Brief incoming staff on: The current situation as per the status board and log Any special things/events expected to occur during the next shift Any special needs person/group in the centre Requisitions made but not yet filled for stores, supplies, transport or information The operation of any equipment such as radios, computers, cooking or cleaning equipment The procedure to change batteries for battery powered equipment Take the incoming member through the layout of the Centre, especially the toilets and staff area as required Advise Welfare Supervisor Overall status Handover completed satisfactorily with incoming staff Hand back your identification (vest and nametag) Sign out on Staff Register Page 59 of 131

69 9.3. Welfare Manager Purpose Activation Tasks To outline the recommended activation, on-going and transition to recovery tasks for the Welfare Manager in an EOC during an emergency. Report to the EOC Obtain a briefing from the Controller Check Welfare SOPs Call out and brief Welfare Centre supervisor(s) Activate/advise Welfare Centre supervisors to activate the required Welfare Centre(s) Compile call-out lists in EMIS and rosters Source communication equipment Establish communications with Welfare Centre(s) On-going Tasks Coordinate delivery of emergency welfare services to affected parties Collect welfare information and maintain situational awareness Maintain communication with Welfare Centre supervisors at activated centres Maintain the operation of Welfare Centres by coordinating their resource requirements Ensure each operating Welfare Centre has sufficient staff to enable a sustained response (a minimum of 48 hours) Ensure the registration process is working correctly Liaise closely with members of the WAG and other welfarerelated community groups Source emergency accommodation in liaison with the Logistics team and inform the Welfare Centre(s) In liaison with the EOC Logistics team source the method of transport to accommodation for those needing it Maintain an overview of the emergency clothing situation Page 60 of 131

70 Maintain the EOC welfare log/status board Maintain close liaison with functional managers within the EOC Provide emergency welfare services to evacuees received from outside the Southland region as a result of the emergency event Transition to Recovery Collate information from Welfare Centres as they close, including welfare-related expenditure Debrief the EOC welfare team, Welfare Centre staff and the WAG Brief the Controller and Recovery Manager at the Transition briefing Provide a report on welfare response to the Controller and the Recovery Manager Additional Comments Page 61 of 131

71 9.4. Welfare Centre Supervisor Purpose Activation Tasks To outline the recommended activation, on-going and termination tasks for the Welfare Centre Supervisor in a Welfare Centre. Activate Welfare Centre staff advising of centre location, opening time and time they are required Go to designated Welfare Centre Liaise with building caretaker and/or Sector Coordinator to ensure Welfare Centre building is opened, a building check completed, any pre-set up damage photographed if possible and all utilities are switched on and operational Brief staff as they arrive, including Health & Safety procedures Establish Welfare Centre layout according to plan and in conjunction with Welfare Centre staff Allocate team leaders and staff to set up the sections in order of priority: 1. Reception 2. Registration 3. Public Information 4. Security 5. First Aid 6. Catering 7. Communications 8. Volunteer Coordination 9. Clothing 10. Accommodation 11. Social Services 12. Animal Welfare 13. Entertainment 14. Other e.g. private area for parenting or cultural needs Note: Sections required will depend on the nature and severity of the emergency event. Oversee the display of appropriate signage Task the Security Team Establish communication with the Welfare Manager in the EOC Advise the Welfare Manager that the Welfare Centre is operational Provide an initial situation report to the Welfare Manager this will generally be a verbal report Page 62 of 131

72 Refer to Section 10.2, the Welfare Situation Report Prompts Sheet for information to report on Advise Welfare Manager of any shortfalls in staffing and welfare service agency representation as required Liaise with representatives of other organisations as they arrive, ensure they register and direct them to appropriate Welfare Centre section Discuss with Welfare Manager arrangements for media liaison Discuss with Welfare Manager any financial matters as required for the activation and management of the Welfare Centre On-going Tasks Supervise the functioning of the Welfare Centre by maintaining regular liaison with section team leaders Ensure a status board or activity log is maintained Authorise regular sitreps to the Welfare Manager Oversee staffing requirements and rosters Direct media enquiries to the Public Information Team in the EOC Ensure all inward messages are actioned as soon as possible Ensure all persons who enter the Welfare Centre are registered evacuees in the approved electronic system or hardcopy backup forms; staff on the staff registration system. Brief incoming supervisor (including Health & Safety procedures) Oversee shift changes Debrief outgoing shift Ensure staff have regular breaks Liaise with Welfare Centre Supervisors at other activated Welfare Centres where appropriate and report any significant incident to the Welfare Manager. Ensure that procedures are followed (unless circumstances indicate that agreed alternative procedures should be adopted). Termination Tasks Ensure all equipment is packed away Forward all documentation/data to the Welfare Manager in the EOC Page 63 of 131

73 Ensure Welfare Centre is left clean, tidy and secure Additional Comments Electronic documentation/information systems may replace or supplement hardcopy systems Situation Reports are to be sent to the EOC regularly, by arrangement with the Welfare Manager at shift change, after briefing the incoming supervisor Media liaison will be arranged by the PIM at the EOC. Page 64 of 131

74 9.5. Sector Welfare Personnel Purpose Activation Tasks On-going Tasks To outline the recommended activation, on-going and termination tasks for the Sector Welfare Personnel in a Welfare Centre (or for the Welfare Supervisor if Sector Welfare Personnel are not required). Report to the designated Welfare Centre and attend briefing Assist in activating the Welfare Centre Liaise with Welfare Supervisor and other staff on layout of facility if required Ensure staff are registered on arrival, issued with name badges, vests and other identification Erect signage e.g. section and direction signs inside the Welfare Centre and outdoor signs/flags Establish sections as directed by the Welfare Supervisor Proceed to your allocated section and perform tasks as per that sections checklist Termination Tasks Assist to pack all the equipment up. Ensure the area is clean and tidy Provide information for or take part in the event debrief Additional Comments Electronic documentation/information systems may replace or supplement hardcopy systems Ensure that you take breaks as required and work shifts as rostered. Avoid working double shifts where possible. Page 65 of 131

75 9.6. Reception Purpose Activation Tasks On-going Tasks Termination Tasks Equipment Recommended To welcome people on arrival at a Welfare Centre and provide them with any initial assistance they require. This checklist outlines the recommended activation, on-going and termination tasks for the Reception Team in a Welfare Centre. Report to designated Welfare Centre and attend briefing Liaise with Welfare Centre Supervisor on layout of facility Establish reception area and erect signage Check reception staff numbers, coordinate and train additional staff to assist if required Set up an information board in the reception area clearly displaying the layout of the Welfare Centre and identifying sections (especially registration and staff reporting areas). Meet all new arrivals, and assess whether they have urgent needs that must be met before they proceed to registration e.g. getting changed into dry clothing; first aid. Direct new arrivals to the registration desk if they have no urgent needs Maintain an information board identifying Welfare Centre sections and layout Monitor the purpose of the visitors to the Welfare Centre Liaise with social services section of Welfare Centre if interpreters are required Brief incoming shift Instruct reception staff as required. Collate all documentation for the Welfare Centre Supervisor Pack away all equipment Ensure area is clean and tidy Staff vests Signage Whiteboard/noticeboard Page 66 of 131

76 Tables/desks and chairs Stationary items Building Occupancy Register Additional Comments Page 67 of 131

77 9.7. Registration Purpose Activation Tasks On-going Tasks Termination Tasks To register all people affected by an emergency event who attends a Welfare Centre. This checklist outlines the recommended activation, on-going and termination tasks for the Registration Team in a Welfare Centre. Report to designated Welfare Centre and attend briefing Liaise with Welfare Supervisor on layout of facility Establish registration and waiting areas Check registration staff numbers, coordinate and train staff to assist as required Oversee roster system for registration staff Instruct staff as required Register all evacuees who present to the Welfare Centre in approved system (EMIS or alternate), fill out a Registration Card and give it to the registered person. Register all staff who report for work to the Welfare Centre in the staff registration system. Instruct all persons entering the Welfare Centre on filling out the Building Occupancy Register. Ask all persons registering if they have any special requirements or needs and ensure these are recorded and followed up Collate, process and file registration data. If not electronic data, regularly forward registration data to the Welfare Supervisor. Organise staff into a roving registration team with registration forms and clipboards, if appropriate. Liaise with social services section of Welfare Centre if interpreters are required Brief incoming shift. Ensure registration staff take regular breaks Collate all documentation for the Welfare Centre Supervisor Pack away all equipment Ensure area is clean and tidy Page 68 of 131

78 Equipment Recommended Staff vests Signage Whiteboard/noticeboard Tables/desks/and chairs Standard approved registration system / forms Stationery items Additional Comments Electronic or hard copy documentation/information systems may replace or supplement registration systems One individual to be registered per individual form/individual electronic form Groups, i.e. members of the same family; flatmates; work colleagues can be entered on a Group Registration Form The surname is very significant to the registration process as all persons are entered into a national inquiry and identification database by their surname Urgent needs, special concerns (e.g. missing relatives, abandoned pets) and any medical requirements of registrants must be recorded and actioned as appropriate. Ensure hardcopy forms are legible complete the form for a person if need be. Page 69 of 131

79 9.8. Public Information Purpose Activation Tasks On-going Tasks Termination Tasks Equipment Recommended To provide information to people arriving at and using a Welfare Centre. This checklist outlines the recommended activation, on-going and termination tasks for the Public Information Team in a Welfare Centre. Report to designated Welfare Centre and attend briefing Liaise with Welfare Supervisor on layout of facility Allocate a readily accessible area for public information Erect signage, notice boards etc Establish contact with Welfare Manager at the EOC Check public information staff numbers, coordinate and train staff to assist as required. Liaise with Welfare Manager at the EOC for the provision of information Establish and maintain notice boards to clearly display current information and key messages for the public Provide information relating to the functioning of the Welfare Centre to new arrivals Answer general enquiries from the public Refer people to appropriate Welfare Centre sections Record enquiries from the public regarding locating friends and family, on a standard enquiry form Liaise with social services section of the Welfare Centre if interpreters are required Brief incoming shift Collate all documentation for the Welfare Centre Supervisor Pack away/return all equipment Ensure area is clean and tidy Staff vest Page 70 of 131

80 Noticeboards (whiteboards, pinboards etc.) Standard approved enquiry forms Tables and chairs Signage Stationery items Additional Comments Media liaison / visits will be arranged by the PIM at the EOC Media access to the Welfare Centre is restricted and must be approved by the Public Information Manager in the EOC. All media enquiries must be referred to the Public Information Manager in the EOC via the Welfare Centre Supervisor. Page 71 of 131

81 9.9. Security Purpose Activation Tasks On-going Tasks Termination Tasks To ensure the safety of all Welfare Centre occupants / staff. This checklist outlines the recommended activation, on-going and termination tasks for the Security Team in a Welfare Centre. Report to designated Welfare Centre and attend briefing Advise Welfare Centre Supervisor on layout of facility including identifying the entrance and exits. Erect signage and secure all other external doors. Arrange traffic control and parking Liaise with Welfare Centre Supervisor on appointment of Building Warden from security staff. Brief Building Warden with following duties: Responsible for evacuation of the centre Identify and maintain clear access to all exits and assembly points Ensure Welfare Centre staff are aware of exits and assembly points Ensure welfare staff have been briefed on the Welfare Centre Health & Safety Checklist Locate and check fire alarms, extinguishers, hoses and any other relevant equipment. Secure entry and exit: one security person to be on duty at the entrance and exit door/s at all times Provide security to outside area. Coordinate car park attendants to direct traffic and monitor the security of vehicles in the car parking area. Direct new arrivals / visitors to the reception area. Give general information to new arrivals as to location of facilities/services etc. in the Welfare Centre. Brief incoming shift Request professional help if required (this may include council parking wardens). Report to the Welfare Centre Supervisor. Page 72 of 131

82 Clean and pack away signage. In conjunction with Welfare Supervisor ensure building is left secure and empty of personnel. Equipment Recommended Staff vests clearly marked Security to be worn by security staff at all times. Signage Handheld radios Loud hailer Additional Comments Page 73 of 131

83 9.10. First Aid Purpose Activation Tasks On-going Tasks Termination Tasks To administer first aid for minor injuries. This checklist outlines the recommended activation, on-going and termination tasks for the First Aid Team in a Welfare Centre. Report to designated Welfare Centre and attend briefing Liaise with Welfare Supervisor on layout of facility Allocate an area for first aid (preferably more than one room) Erect signage Locate first aid kits and other supplies Set up multiple treatment areas, if possible, with partitions/screens (for privacy), beds, stretchers, chairs, tables, water and first aid supplies. Establish contact with St John, NZ Red Cross or local medical centre In conjunction with the Welfare Centre Supervisor, liaise with the EOC in regard to having sufficient first aid qualified personnel available Check staff have first aid unit standards i that have been provided by an NZQA provider. Liaise with the EOC for medical support Check patients and provide basic first aid treatment Make patients comfortable Liaise with any ambulance or medical staff on site to treat or transfer patients to a medical facility Keep first aid treatment records e.g. log of patients details, treatment administered, referral, attendance by doctor etc. Ensure the patient s first aid treatment records are kept secure. Brief incoming shift Collate all documentation for the Welfare Centre Supervisor Collate and secure all patient first aid treatment records Page 74 of 131

84 Pack away/return all equipment Ensure area is clean and tidy Equipment Recommended Staff vests First aid kits and supplies (including disposable gloves) First Aid record log Beds, stretchers, tables and chairs Signage Screens/partitions/curtains Stationery requirements Additional Comments Always only administer first aid within your scope of qualifications and if in doubt ask for help e.g. call 111 for ambulance assistance. If St John has a first aid presence in the Welfare Centre they will take responsibility for the patients and adopt their own processes and policy. On closure of the Welfare Centre all records relating to patient treatment will be secured and handed to St John for retention as per The Health (Retention of Health Information) Regulations Page 75 of 131

85 9.11. Catering Purpose Activation Tasks On-going Tasks Termination Tasks Equipment Recommended To provide food and refreshments to all Welfare Centre occupants and staff. This checklist outlines the recommended activation, on-going and termination tasks for the Catering Team in a Welfare Centre. Report to designated Welfare Centre and attend briefing Liaise with Welfare Supervisor on layout of facility Check catering staff numbers, coordinate and train staff to assist as required. Brief staff on food hygiene practices. Check catering supplies and equipment and arrange additional supplies as required through Welfare Centre Supervisor Coordinate staff to run an efficient and hygienic kitchen and dining area Ensure the dietary, religious, cultural and medical needs are taken into account when catering is provided to the people in the Welfare Centre e.g. Muslims not eating pork, gluten-free, diabetics Prepare light refreshments and hot drinks Establish a catering waste disposal process Ensure supply of catering needs. In conjunction with the Welfare Supervisor liaise with the EOC for supply requirements. Secure area for storing cleaning products Brief incoming shift Cooperate with Environmental Health Officers as required Collate the inventory of kitchen supplies / resources for the Welfare Centre Supervisor Pack away all equipment Ensure area is clean and tidy, and all food wastes are removed Staff identification Hot drink making facilities Crockery and utensils for eating, cooking serving Page 76 of 131

86 Cooking facilities (or ability to buy in pre-cooked food) Tables and chairs Signage Dishwashing facilities and equipment Food, drink supplies Rubbish bags, bins and disposal process Disposable gloves Cleaning equipment and products Additional Comments A commercial caterer, non-government organisation or community services organisation may perform this function in the Welfare Centre Welfare Centre Catering Team to provide assistance as required in this case. Page 77 of 131

87 9.12. Communications Purpose Activation Tasks On-going Tasks To establish and maintain communications between a Welfare Centre and the EOC. This checklist outlines the recommended activation, on-going and termination tasks for the Communications Team in a Welfare Centre. Report to designated Welfare Centre and attend briefing Liaise with Welfare Supervisor on layout of facility Determine all means of communication available, set up and test all equipment (e.g. send an to the EOC and request a reply) Set up the communication area with adequate stationery supplies including standard approval message forms and communication logs Ensure adequate number of staff to cover all methods of communication. Ensure staff are familiar with the equipment and conduct basic training if necessary. Establish a message management process, logging and filing all incoming messages. Maintain a central communications Activity Log, numbering all messages, noting date, time and method of communication used. Prioritise messages as either Routine or Urgent Monitor staff use of equipment and give basic training if required. Record all incoming messages on a standard approved message form. Pass on messages to the team leader as soon as possible. Ensure all outgoing messages have been authorised by Welfare Centre Supervisor If handheld radios are available instruct staff on use and maintenance of this equipment: Ensure fully charged at the start of the operation Recharge every four hours (by rotation), and Distribute handheld radios to sections within the Welfare Centre. Brief incoming shift Page 78 of 131

88 Keep Welfare Centre Supervisor informed of any communication issues. Ensure that adequate supplies of communications logs, message forms etc. are available and distributed to communications staff. Termination Tasks Collate all documentation for the Welfare Centre Supervisor Pack away/return all equipment Ensure area is clean and tidy Equipment Recommended Staff vests Signage Communications equipment e.g. telephones, radios, laptops Communication Activity Log, standard approved message forms Stationery items Additional Comments Electronic documentation systems may replace or supplement hardcopy systems. Portable generators may be required as primary or backup power to the centre as a whole as well as to power communications equipment. Portable generators must be located appropriately so that Welfare Centre staff and evacuees are not exposed to engine fumes or noise. Radio channels may be made available if other communication networks are not available. The call sign to identify your station will be advised at the time of activating radio communications. If required, an address will be allocated to the Welfare Centre at the time. Page 79 of 131

89 9.13. Volunteer Coordination Purpose Activation Tasks On-going Tasks Termination Tasks Equipment Recommended To coordinate all trained and spontaneous volunteers who report to a Welfare Centre. This checklist outlines the recommended activation, on-going and termination tasks for the Volunteer Coordination Team in a Welfare Centre. Report to designated Welfare Centre and attend briefing Liaise with Welfare Supervisor on layout of facility Set up a volunteer registration desk beyond the main registration area. Ensure all spontaneous volunteers complete a Volunteer Registration Form. Interview spontaneous volunteers, and decide on the role they can fill. If the volunteer accepts the role, introduce and hand them over to the sections team. Ensure spontaneous volunteer management processes are followed. If unsure about any potential volunteers politely tell them that no positions are currently required but their information will be kept on file if future needs arise. Record the role, time and date that the duties commenced on the Volunteer Registration Form. Brief incoming shift Maintain regular liaison with the Welfare Centre Supervisor regarding priorities of roles to be filled Thank all volunteers for their assistance and stand them down Keep a copy of all Volunteer Registration Forms to enable a record to be made of individual volunteer s service. Collate all documentation for the Welfare Centre Supervisor Ensure area is clean and tidy Staff vests Table and chairs Signage Page 80 of 131

90 Spontaneous Volunteer Registration Forms Stationery items Additional Comments Page 81 of 131

91 9.14. Emergency Clothing Purpose Activation Tasks On-going Tasks Termination Tasks Equipment Recommended To provide clean, dry clothing to people arriving at the Welfare Centre who require it. This checklist outlines the recommended activation, on-going and termination tasks for the Clothing Team in a Welfare Centre. Report to designated Welfare Centre and attend briefing Liaise with Welfare Supervisor on layout of facility Check emergency clothing staff numbers coordinate and train staff to assist as required. Establish a distribution area including a secure and private area where people can change their clothing. Ensure adequate supplies of clothing, blankets, toiletries and personal hygiene items are available for all people attending the Welfare Centre. Keep an accurate record of incoming and outgoing stock Ensure stock of clothing is replenished in accordance with local arrangements. Ensure client is registered before issuing clothing. Brief incoming shift Collate all documentation for the Welfare Centre Supervisor Pack away all equipment Ensure area is clean and tidy Staff vests Table and chairs Signage Clothing, blankets, toiletries, personal hygiene items Stationery items Plastic Bags Page 82 of 131

92 9.15. Accommodation Purpose Activation Tasks On-going Tasks To allocate an area within the Welfare Centre for evacuees that cannot return home or to alternate accommodation a place to sleep. This checklist outlines the recommended activation, on-going and termination tasks for the Accommodation Team in a Welfare Centre. Report to designated Welfare Centre and attend briefing Liaise with Welfare Supervisor on layout of facility Check accommodation staff numbers coordinate and train staff to assist as required. Use the Building Occupancy Register to identify those staying overnight in the Welfare Centre Erect signage, ensuring toilets and ablution areas are clearly identified Check toilets and ablution areas for sufficient supplies of toilet paper, soap and paper towels. Liaise with Welfare Centre Supervisor to identify evacuees requiring accommodation including any special requirements. Establish whether evacuees can stay with relatives or friends Ensure evacuee is registered before offering accommodation Establish transport arrangements through Welfare Centre Supervisor Advise evacuees of accommodation and transport arrangements In conjunction with Planning & Intelligence team, display transport and accommodation arrangements (i.e. types of transport, departure times, and accommodation destinations). Ensure allocated evacuees depart on correct transport Ensure evacuees take all their personal belongings with them. Ensure the Building Occupancy Register is kept up-to-date e.g. evacuee temporary address details are included Brief incoming shift Page 83 of 131

93 Ensure that the ablution areas are maintained in a clean and hygienic manner and are well stocked, especially if evacuees are sleeping on site. Ensure that all accommodation needs within the Welfare Centre are met If evacuees need to sleep on site: Check there are sufficient mattresses and bedding on site (arrange extra supply if required) Issue bedding to evacuees, and Allocate sleeping areas to each individual/family of evacuees Termination Tasks Collate all documentation for the Welfare Centre Supervisor Pack away/return all equipment Ensure area is clean and tidy Equipment Recommended Staff vest Notice board/ whiteboard Table and chairs Signage Inventory: resources Building Occupancy Register Stationery items Additional Comments Electronic documentation/information systems may replace or supplement hardcopy systems. Page 84 of 131

94 9.16. Social Services Purpose Activation Tasks On-going Tasks To facilitate the provision of a range of services by social service agencies. This checklist outlines the recommended activation, on-going and termination tasks for the Social Services Team in a Welfare Centre. Report to designated Welfare Centre and attend briefing Liaise with Welfare Supervisor on layout of facility Determine what services are most urgently required and advise Welfare Centre Supervisor Set up facilities for private consultation between clients and agency representatives (rooms or partitions). Erect signage for relevant services Check with the Welfare Supervisor that, if/when required, the following agencies have been contacted and provide support to the representatives as required: MSD Work and Income MSD Child, Youth and Family Victim Support Southern District Health Board Inland Revenue St John NZ Red Cross The Salvation Army More agencies may be required depending on the scope and scale of the emergency response. Coordinate the provision of the following services with the relevant welfare agencies: Financial assistance Advice on health and medical issues Psychosocial support Interpreters Religious needs/pastoral care General enquiries Advice the Welfare Supervisor if any different or more relevant social service agencies are required within the Welfare Centre. Page 85 of 131

95 Assist clients as effectively as possible Direct clients to appropriate support service agency Ensure sufficient social service staff are available Brief incoming shift Liaise with other section team leaders to ensure all requirements are met. Termination Tasks Collate all documentation for the Welfare Centre Supervisor Ensure individual agencies have collated their documents. Ensure all equipment is packed away and returned Ensure area is clean and tidy Equipment Recommended Staff vests Tables and chairs Signage Screens/partitions Stationery items Additional Comments Page 86 of 131

96 9.17. Companion Animal Welfare Purpose Activation Tasks On-going Tasks To establish a temporary shelter and coordinate emergency animal welfare for companion animals. This checklist outlines the recommended activation, on-going and termination tasks for the Animal Welfare Team in a Welfare Centre. Report to designated Welfare Centre and attend briefing Liaise with Welfare Supervisor on layout of facility Set up a companion animal emergency registration desk. Liaise with the Welfare Supervisor if you need to make contact with the SPCA, veterinary clinics, boarding facilities, the territorial authority animal control officer, animal response team or another agency. Assist the EOC if an animal needs assessment/analysis of the local area needs to be undertaken. Allocate a clean, secure area to temporarily shelter companion animals, separate from the main Welfare Centre but easily accessible by pet owners. An indoor area for smaller pets and an outdoor area for accommodating dogs and other large pets may be required. Erect animal shelter signage Ensure sources of water, sanitation and lighting are readily available. Check animal welfare staff numbers coordinate and train staff to assist as required. Register animals as they present to the temporary animal shelter Liaise with the EOC regarding pet supplies and animal supervision. Liaise with the EOC for the provision of veterinary services. Facilitate the registration of all companion animals arriving at the shelter Facilitate the identification of all companion animals arriving at the shelter. Page 87 of 131

97 Advise companion animal owners to also sign: An agreement form for veterinary treatment should their companion animal require treatment while at the shelter, and a waiver for any injuries or illness acquired by their companion animal, during admission to/while at the shelter. Advice companion animal owners that they may accompany their pets in the shelter. Maintain detailed documentation management of all companion animal information generated at the shelter (registration, identification etc.). Oversee observation record keeping for all companion animals in the shelter Brief incoming shift Coordinate the transport of companion animals to off-site boarding facilities as required. Update animal registration details (with new location). Communicate regularly with animal response teams regarding animal needs assessment/analysis of the local area and other pertinent information. Liaise with Public Information Team via Welfare Supervisor for information pertinent to animal welfare. Termination Tasks Coordinate the transport of unclaimed companion animals to an alternate shelter (in accordance with local arrangements) Collate all documentation for the Welfare Centre Supervisor Pack away/return all equipment Ensure area is clean and tidy Equipment Recommended Staff vests Companion animal emergency registration and agreement forms Identification tags/collars Signage Water and containers/bowls Pet food and feeding bowls Barrier tape/screens/partitions/fencing/cages/chains Page 88 of 131

98 Blankets, bedding Pet litter, newspaper, rubbish bags, disposable gloves Leashes, collars, muzzles Torches and batteries Stationery items Additional Comments Companion animals accommodated in a temporary shelter at a Welfare Centre remain the responsibility of their owners Companion animals owners are to be advised that pets cannot stay inside the Welfare Centre due to the consideration and general comfort of other evacuees e.g. noise, hygiene, containment, safety, allergies, or children s fears. Service animals (e.g. Guide Dogs) are an exception and may remain with their owners in the Welfare Centre. It is not envisioned that companion animals are accommodated for very long in a temporary shelter at a Welfare Centre; rather that animals will be transferred to alternative boarding facilities as soon as possible. Local animal control officers, animal response teams, the SPCA or boarding kennels may be able to assist with companion animal accommodation and transport. A debrief session with all animal response personnel involved with animal welfare during the emergency is very important. This should be conducted as soon as possible following the event and could be facilitated by the Welfare Manager at the EOC. Refer to the MCDEM Planning for Companion Animal Welfare in an Emergency: Director s Guideline for CDEM Groups for further information pertaining to companion animal welfare. Page 89 of 131

99 9.18. Entertainment Purpose Activation Tasks On-going Tasks Termination Tasks Equipment Recommended To alleviate tension and boredom for occupants of a Welfare Centre by providing entertainment. This checklist outlines the recommended activation, on-going and termination tasks for the Entertainment Team in a Welfare Centre. Report to designated Welfare Centre and attend briefing Liaise with Welfare Supervisor on layout of facility Check entertainment staff numbers coordinate and train staff to assist as required. Locate and utilise existing facilities within the Welfare Centre e.g. library, gym, video equipment, sports equipment (indoor and outdoor), art supplies. Erect signage for entertainment areas e.g. video room, TV room. Library etc. Arrange children s activities for all ages using equipment available Arrange for activities or resources for adults where required Monitor equipment and activities to ensure safe and appropriate use. Report any issues to Welfare Centre Supervisor as appropriate. In consultation with the EOC arrange the procurement of entertainment resources e.g. games, videos, books etc. Maintain an inventory of entertainment resources Brief incoming shift. Collate entertainment inventory for the Welfare Centre Supervisor Pack away/return all entertainment resources Ensure area is clean and tidy Staff vest. Signage TV, DVDs/videos and players (suitable for family viewing) Page 90 of 131

100 Paper and colouring pencils etc. Board Games Soft toys Books, magazines, picture books Pack of cards Balls, Frisbees, outdoor games Stationery items. Additional Comments Page 91 of 131

101 9.19. Activation Telephone Message Purpose Introduction To provide the Welfare Manager/Supervisors with a guide when calling welfare service agencies/staff into work to ensure they are provided with a consistent and suitably detailed message about the impending work environment. This checklist outlines the recommended message to be delivered for engaging welfare personnel over the telephone. This is your name and CDEM Position. The Emergency Management Southland Emergency Operations Centre is now ACTIVATED. Person who authorised call-out has instructed me to call you, as a Welfare Centre Supervisor / Sector Welfare person / WAG member, within the CDEM structure, and requests that you report to the specified Welfare Centre as soon as possible. Availability Reminders Next Step Situation: Provide a brief description of event. Describe all known road-closures and/or other transportation information. Provide details of predicted length of deployment (if known) ASK The Following QUESTIONS: 1. Are you able to respond are you sober, rested, uninjured? 2. Can you make arrangements to keep your family safe? 3. What is your likely estimated time of arrival (ETA)? Record this information in your Activity Log GIVE the Following REMINDERS: Check your own safety and that of your family before you leave. Bring your personal supplies (water bottle, snack food, medication, comfortable clothing, torch, cell phone etc.) and identification with you. Be prepared for an 8 12 hour shift, wear comfortable clothing and footwear. Call the next person on the list Page 92 of 131

102 9.20. Volunteer Orientation Briefing Purpose Background Information Introduction Description of Response Activities Overview Admin & Logistics Shift schedules Reporting for work To provide the Welfare Supervisors with a guide to ensure staff/volunteers are provided with a consistent and suitable orientation to their work environment. This checklist outlines the recommended orientation information for new staff in a Welfare Centre. Introduce yourself and thank the volunteer for their time Locations involved in the event: National/ regional/ district Detail locally affected areas / towns / streets The event It s cause briefly describe Number and degree of affected people Extent of utility and property damage The outlook Aftershocks? Weather forecast Expected duration of event Any major anticipated complicating / simplifying factor What is happening here Role of centre Numbers of affected we can expect Expected duration of centre s operation What is happening elsewhere Other agencies e.g. police, fire, health, council contractors, incoming support Provide a description of each of the sections operational within the centre Duration and frequency Who to Where Transport arrangements Page 93 of 131

103 Logging Breaks Location of facilities Personal logistics Command and Communications Who is in charge Specific tasks Communications Identification Safety Client Confidentiality Media How to log in / out Where to log in / out Who to talk to Usual frequency Usual duration Food and drink Smoking areas Task areas Toilets Clothing needs e.g. boots, weatherproof Equipment briefing Structure of centre Name of immediate superior and overall supervisor Location of immediate superior Task individuals to perform their specific roles How to contact the Supervisor Relevant phone numbers, radio frequencies ID Cards Vests Importance of safety Hazards, e.g. stress, affected persons Site specific hazard briefing Health & Safety checklist Equipment briefing Incident Reporting Privacy Act briefed on the need to be careful and discreet with personal information Who to report to for advice Standard response Who is entitled to speak to media Who to refer media to Diversity Aversion to charity Differing family structures Awareness of overgeneralising Page 94 of 131

104 9.21. Welfare Centre Briefings and Meetings Purpose Briefings and meetings provide staff with vital information they need to function effectively and efficiently. Information shared at a briefing can help clarify and validate situations so that appropriate decisions can be made. Benefits of Briefings Welfare Centre briefings should be facilitated by the Welfare Supervisor after staff have assembled at the Welfare Centre. Following this initial briefing On-going briefings should be provided throughout the response phase by the Welfare Supervisor at pre-determined times. Standardised structure Logical sequence Shows Command and Control Decreases repetition of information Gives you and your staff confidence in stressful environment Initial Briefings Format (SMEAC): Situation Welcome participants, clarify who you are and your role, advise them they may need to take notes, ask that questions be left to the end Outline what has taken place to this point, highlighting important information Try and be concise and stick to factual information Several paragraphs normally sufficient Mission State only one mission/aim where ever possible e.g. to provide a response to the flooding on the Mataura River o Benefits; give focus to what you want to achieve o It enables a planned response Execution Outline who does what and when Outline who is in charge and reporting lines to be used For a large briefing you can look at option of delegating position managers to give a mode of detailed briefing to their team Page 95 of 131

105 Outline timings of important Welfare Centre Events e.g. briefings Administration Outline resources available Catering/ breaks Health & Safety Communication Outline Communications plan, if one is available. Outline Communications structures in place. Detail back-up Communication systems Advise of procedure to deal with Communications Issues On-going Briefing Format. These briefings following the initial briefing and should be held every two hours or more often, as required, to support immediate response operations and achieve sufficient shared situational awareness. The frequency of briefings may reduce as time goes on and extended operations continue. Situation Outline what has taken place since the last briefing, highlighting important information Try and be concise and stick to factual information Points Seek additional or clarification on any specific point/s form the team o These reports need to be quick, clear and concise Execution Outline who does what and when Reiterate reporting lines to be used Confirm timings of next Welfare Centre Events e.g. briefings Questions Clarify any queries that arise Page 96 of 131

106 9.22. Welfare Centre Resource Kit Contents Non-perishable Welfare Centre standard operating procedures (includes role/function descriptions) Welfare Centre External signage Laminated Sections signage and directional arrows: Reception Registration Public Information Catering Volunteer Co-ordinator Parenting Area Welfare Centre Information Sheets Staff Only Blanks Directional Arrows Vests for staff x1 yellow and x6 orange Name Tag blanks Property ID Cards Registered People ID Cards Penlight torches and batteries USB Memory Stick containing Welfare Centre documents Stationary: writing pad (ruled) scissors whiteboard pens graphite pencils graphite coloured pencils ring-binders and dividers Bluetac Eraser clipboards with separate clips hole punch permanent markers (fine tip) pencil sharpeners (metal) ruler box small sticky labels Page 97 of 131

107 Stapler Staples String A4 Envelopes Hard copy Forms in Folder: Welfare Registration group & individual (pre-punched) Spontaneous Volunteer Application Communications List Message Companion Animal Registration Companion Animal Registration Agreement Hard copy Forms bound in books: Activity Log Staff Registration Visitor Registration Building Occupancy Register Inventory Log Headlamps and spare batteries Duct tape Perishable Electronic registration system (laptop, printer, internet card, memory stick containing Welfare Centre forms) Maps (relevant to location) Cellotape Pens First Aid Kit Handgel Whiteboard CDEM Barrier Tape Plastic Rubbish Bags Loud hailer Page 98 of 131

108 9.23. Health and Safety Briefing Checklist Purpose Site-specific Information To provide the Welfare Supervisors with prompts to ensure staff/volunteers are provided with a consistent and suitable health and safety briefing to their work environment. This checklist outlines the recommended health and safety points for new staff in a Welfare Centre. Hazard Identification inside and outside the building Personal Protective Equipment storage, usage, disposal Incident Management First Aid Kit/s Building layout utility on/off points, exits Evacuation routes and plans Fire Safety extinguishers, fire hoses, alarms, etc. Security personal safety, security threat, terrorist threat Stress / Burnout Hygiene hand hygiene, clear work environment Note items here that are specific to your building. Page 99 of 131

109 Welfare Centre Forms Sections where used Stored 10. Forms Form Usage Flow Chart Situation Report Prompt Sheet Welfare Centre Supervisor Spontaneous Volunteer Form Message Form EOC Welfare Welfare Enquiry Form Staff Registration Reception Visitor Registration Building Occupancy Register Stay in Sections Companion Animal Registration & Agreement Activity Log Companion Animal Welfare Centre Supervisor Inventory Log Communication Plan Welfare Registration All Sections Registration EOC Figure 6: Form Usage Flowchart. Page 100 of 131

110 10.2. Welfare Situation Report Prompts Sheet To: EMS EOC From - give your Welfare Centre Location Situation Report as at - give Date & Time Report Number Report given by give your name and role Number of people registered at Welfare Centre Number of CDEM personnel working at the Welfare Centre Number of agencies & their staff at the Welfare Centre Agency Staff No. Welfare Centre Sections established advise which sections Reception Registration Public Information Security First Aid Catering Communications Volunteer Coordination Clothing Accommodation Social Services Animal Welfare Entertainment Other Services operational advise which ones are working Power Water Sewage Landline Mobile phone Fax Radio Satellite Phone Advise them of any Specific needs or concerns you have Contact Details provide information for what is being used Landline Mobile number Fax number Radio Call Sign Satellite Phone number Page 101 of 131

111 10.3. Message Form Note: This form is a replica of the Civil Defence Message Form CD1 B. The duplicate pads are available in the Welfare Centre Resource Kits. To From Subject Date: Time Month Reference Number Drafter s Name Operations Section Message Control Officer Operator Received Sent LOG No. Message Reg. No. Transmit Instruction Date/Time System Page 102 of 131

112 Authorising Signature Initials Page 103 of 131

113 10.4. Communication Plan To have remaining details completed at the time of a response. Organisation / Agency Contact Name 1 st Contact No. 2 nd Contact No. Address EMS (prior to activation) Duty Advisor ems@civildefencesouthland.govt.nz EMS EOC Welfare Manager cdem3@es.govt.nz; or eoc@civildefencesouthland.govt.nz Welfare Centre ACC Child, Youth & Family Citizen Advice Bureau Home Support Services Inland Revenue Min of Health Ministry of Education Ministry for Primary Industries NZ Red Cross Presbyterian Support Public Health South Rural Women of NZ Salvation Army SDHB Southland Rural Support Trust SPCA St John Te Puni Kokiri Victim Support Women s Refuge Work & Income Page 104 of 131

114 Organisation / Agency Contact Name 1 st Contact No. 2 nd Contact No. Address Page 105 of 131

115 10.5. Building Occupancy Register To record all people arriving and leaving the building. Date First Name & Surname Time In Time Out Expected Return Time am pm am pm am pm am pm am pm am pm am pm am pm am pm am pm am pm am pm am pm am pm am pm am pm am pm am pm am pm am pm am pm am pm am pm am pm am pm am pm am pm am pm am pm am pm am pm am pm am pm am pm am pm am pm am pm am pm am pm am pm am pm am pm am pm am pm am pm am pm am pm am pm am pm am pm am pm If Not Returning, Where Going? Page 106 of 131

116 10.6. Welfare Registration - Individual Note: These welfare registration forms were current at the time of writing this plan however they are undergoing review so the new welfare registration forms will replace these ones when they come available. You are not obliged to provide any or all of the information requested. You should be aware that the information you provide may be passed to other agencies involved in the recovery process. These agencies may include Government agencies such as Work and Income, a service line of the Ministry of Social Development and the Ministry of Health, and non-governmental organisations that are linked to welfare agencies. Where information is provided to Work and Income, it will use that information to contact you and assess appropriate services and assistance that may be available to you. Work and Income may also provide the information to other relevant agencies (for example Housing New Zealand, Victim Support, and Salvation Army) involved in the recovery process in order to offer you relevant services. Please note that completion of this survey does not guarantee your specific needs will be met immediately, however every effort will be made to obtain the assistance you need as quickly as possible. Completed by Welfare Personnel. EOC Event* Welfare Centre* Emergency Management Southland REGISTRATION NUMBER Completed by Welfare Personnel or the individual. DATE CREATED Family Name* First Name* Other Names/ Aliases Date Gender (circle) Date of Birth* Nationality Male Female Date Month Year New Zealand Other Specify Usual Residential Address: Unit/Flat Number Street Number Street Suburb Town / City Contact Number Alternate Contact Number Proof of ID? (circle) Yes No Type of ID Health Status (circle) Case Status Date & Time Well Minor Injuries Date Time Open Date Time Assess Critical Date Time Progressing Date Time Closed Immediate Needs (circle as required) Food Clothing Medical Cultural Business Shelter Financial Other To complete further information on any of these immediate needs refer to sections on the following pages. Privacy (circle as required) Restrict Information Sharing Unaccompanied Minor Special Needs Reason for Restrictions Access Concerns Page 107 of 131

117 Registered With: (circle) Family Members Friends/Co-Workers Pets Family Members Missing? Registered with Family Members Surname First Name(s) Same Residential Address (circle) Contact # Yes No Relationship (circle) Gender (circle) Registration Number Family Friend Flatmate Co-resident Work Colleague Other Male Female Surname First Name(s) Same Residential Address (circle) Contact # Yes No Relationship (circle) Gender (circle) Registration Number Family Friend Flatmate Co-resident Work Colleague Other Male Female Registered with Friends / Co-workers Surname First Name(s) Same Residential Address (circle) Contact # Yes No Relationship (circle) Gender (circle) Registration Number Family Friend Flatmate Co-resident Work Colleague Other Male Female Surname First Name(s) Same Residential Address (circle) Contact # Yes No Relationship (circle) Gender (circle) Registration Number Family Friend Flatmate Co-resident Work Colleague Other Male Female Registered Missing Family Members Surname First Name(s) Same Residential Address (circle) Contact # Yes No Relationship (circle) Gender (circle) Registration Number Family Friend Flatmate Co-resident Work Colleague Other Male Female Surname First Name(s) Same Residential Address (circle) Contact # Yes No Relationship (circle) Gender (circle) Registration Number Family Friend Flatmate Co-resident Work Colleague Other Male Female Registered Pet(s) Name Type (e.g. Dog, Cat) Breed Age (approx.) Chipped Last known location Registration Number Normal Accommodation Affected? (circle) Yes No Assigned Shelter # Street Suburb Town / City Yes No Yes No Page 108 of 131

118 FOOD NEEDS How many people require food? Adults Children For how many days? Does anyone in your group have food allergies? (circle) Yes No Food Allergies Name Age Allergy Are there any Cultural issues with food? Yes No Do you need water? (circle) Yes No Do you have access to safe water in your normal residence/ temporary accommodation (circle) Yes No Unknown CLOTHING NEEDS Gender Choice Top Bottom Shoe Size MEDICAL NEEDS Were you injured during the event? (circle) Were you injured after the event? (circle) Did you become sick during the event? (circle) Did you become sick after the event? (circle) Yes No Yes No Yes No Yes No Were you in good health before the event? Yes No What health issues were you having (brief description) Will it affect your ability to reside in the Welfare Centre? Yes No Please indicate with detail whether your health issue will afford any risk to other welfare staff or residents. Please indicate any medical conditions you have. Please indicate any medication you must take. CULTURAL NEEDS Page 109 of 131

119 Ethnicity Religion Indicate with reason whether your religion, cultural or ethnicity requires you to be separate from other members of the public. Please indicate any regular tasks or actions your religion, culture or ethnicity requires you to participate in. Please indicate any cultural issues regarding food that you have. Please indicate any restraints or concerns your religion, culture or ethnicity may place on your stay at the Welfare Centre or temporary accommodation which is not covered in previous questions? FINANCIAL Are you aware of the services and grants that Work & Income provide? (circle) Have you been in contact with them already? (circle) Do you require any services from Work & Income (circle) Have you received an application form for the Mayoral relief fund? (circle) Yes No Yes No Yes No Yes No NORMAL ACCOMMODATION EFFECTED Location of affected property (address) if not usual residential address # Street Suburb Town/City Current address (if different) where you are staying at (if not Welfare Centre) # Street Suburb Town/City Names of other people normally resident at the affected property including ages of children. Family Name First Name Age (if child) Do you own the affected property? Yes No Contact Details of Property Owner Family Name First Name Contact Number # Street Suburb Town/City Nature and type of damage to property Loss or damage to Contents Availability of: Water (circle) Sewage (circle) Electricity (circle) Gas (circle) Telephone (circle) Page 110 of 131

120 Yes No Yes No Yes No Yes No Yes No On what date did the damage occur? Has the household been displaced? Yes No How many people have been displaced, and where are they if not at the current address shown above? Adults Children Pets Location Any special needs i.e. disabilities, access, issues etc. How long is the household likely to be displaced? Has the Council inspected the property? (circle) Yes No Has the property been issued an: Uninhabitable Notice At Risk Unsanitary Notice How long is the property likely to remain uninhabitable? What are you doing for accommodation? (circle) Living back at the affected property Living back at the affected property, looking for new permanent accommodation Temporary accommodation looking for new permanent accommodation In a new permanent accommodation Temporary accommodation until we can return Can you remain at this address till you re able to return home? Do you need assistance to find alternate accommodation? (circle) Yes No Accommodation Options (circle) Temporary (less than 1 week) Short Term (1-4 weeks) Long Term (more than 1 month) Yes No Estimate number of months New Permanent Accommodation Estimated cost of damage to property Are Contents insured? (circle) Has the Insurance Company been contacted? (circle) Yes No Yes No Is the Property insured? (circle) Has the Insurance Company been contacted? (circle) Yes No Yes No Who is the Insurance Company? Who is the Insurance Company? Do you require any intervention assistance with Insurance issues? (circle) With Contents (circle) With Property (circle) Yes No Yes No Yes No Has the damage been reported to the EQC? (circle) Yes No Yes No If there is inadequate insurance cover, will the household be able to fund the cost of losses from their own resources or through borrowing? (circle) Does the household wish to be considered for hardship relief if available? (circle) Yes No Estimated cost of loss or damage to: Property Contents House Land Have you received household items (content) to replace damaged ones? (circle) Yes No Some What have you received? (circle) Bedding, sheets, blankets, pillows Chairs, lounge suite, dining table, cushions Stove, fridge, kitchen items Washing machine, towels, linen Toys, baby items, bags Other Page 111 of 131

121 What items do you require? (circle) Bedding, sheets, blankets, pillows Chairs, lounge suite, dining table, cushions Stove, fridge, kitchen items Washing machine, towels, linen Toys, baby items, bags Other Please specify if any welfare or other assistance has already been provided Please specify any assistance you require to clean up your house or property Do you require someone to do the follow up check of your property to ensure it is dry & safe to move back in? (circle) Yes No Do you require more information on building issues? (circle) Yes No BUSINESS NEEDS Business Owner s Registration Number Name of Business Business Owner s Contact Address # Street Suburb Town/City Business Location Address # Street Suburb Town/City How many staff do you employ at this location? Do you own the building / premises? (circle) Yes No What issues are you facing? Please specify any on-going issues you need assistance to deal with: Is the business fully insured? (circle) Yes No Timescales to full recovery What damage has been done? Estimated $ cost of damage Any other information you need to add? Estimated $ impact on business OTHER QUESTIONS or CONCERNS What Aid Agencies (Government or NGO) have you discussed your needs with? What Aid Agencies (Government or NGO) have been helping with addressing your needs? Would you like someone to contact you about support or counselling services for you or a family member? Yes No Provide Detail: Page 112 of 131

122 10.7. Welfare Registration - Group EOC Event Welfare Centre Southland (EMS) This form is only for family or groups of people residing at the same address. Usual Residential Address Unit/Flat # Street # Street Name City General Relationship (Please select relationship which is the most relevant to your group) (Circle) Family Friend Flatmate Co-resident Other Family Name First Name(s) Contact Ph # Gender (Circle) Male Female Male Female Male Female Male Female Male Female Male Female Male Female Male Female Male Female Male Female Male Female Male Female Male Female Male Female Male Female Male Female Injured (Circle) Yes No Yes No Yes No Yes No Yes No Yes No Yes No Yes No Yes No Yes No Yes No Yes No Yes No Yes No Yes No Yes No Need Shelter (Circle) Yes No Yes No Yes No Yes No Yes No Yes No Yes No Yes No Yes No Yes No Yes No Yes No Yes No Yes No Yes No Yes No Page 113 of 131

123 10.8. Welfare Enquiry Form EOC Southland (EMS) Welfare Centre Person Making Information Request Family Name First Name(s) Registration Number Contact Phone Number NOTE: This form is only for requesting missing family or friends Query Person Request Missing Person(s) Usual Residential Address Unit/Flat Number Street Number Street Name Suburb Town/City Family Name First Name(s) Gender (Circle) D.O.B. (if known) Approx. Age Male Female Contact Phone # Relationship (Circle) Identification Marks Hair Colour Family Friend Flatmate Co-resident Work Colleague Other What were they wearing the last time you saw them? Last known location? Description / Other Details STAFF USE ONLY Status (Circle) Open Comments Information Passed Page 114 of 131

124 10.9. Companion Animal Registration Name of Owner: Date: Address: Contact Phone No.: Alt Phone No.: Name of animal: Type of animal: Colour: Sex (circle): Female Male De-sexed Distinctive markings: Council Registration Number: Vaccination Status: Microchipped (circle): YES NO DOG: DHPPI Lepto KC CAT: Felocell FeLuk Usual Diet: (What is the pet normally fed, how much and how often) Microchip Number: Name of usual Vet: Phone: Practice Address: Is your pet on medication or dietary supplements? (If so, give details and time normally administered) Are there any medical problems or behaviour characteristics of which we should be advised? (If so give details e.g. epileptic, diabetic, noise phobias, cage aggressive, possibly pregnant etc). Has your pet sustained any injuries? If so describe the location of the injury. If you believe your pet requires urgent medical attention, alert staff immediately. STAFF USE ONLY Shelter Location: Address: Date left shelter: Phone: Time: Animal transferred to: Name: Address: Phone: Page 115 of 131

125 Companion Animal Registration Agreement I, (owner/person in charge of the pet named on this registration form and agreement), understand that an emergency exists and that special arrangements have been made to allow my pet to be temporarily sheltered in this facility. I understand and agree to abide by the pet care rules contained in this agreement and that they have been fully explained to me and any other family member accompanying and caring for my pet. Rules 1. My pet will remain contained in its approved carrier except during times of toileting and scheduled exercise. During this time my pet will be properly confined with leash, harness and muzzle (if necessary). 2. I agree to properly feed, water, and care for my pet as instructed by the temporary animal shelter personnel. Administration of all medication will be properly documented. 3. I agree to properly sanitise the areas used by my pet, including performing proper waste disposal and disinfecting as instructed. 4. I certify that my pet is current for all recommended vaccinations. I agree to assume the cost of any vaccinations that in the opinion of the attending veterinarian are necessary 5. I will not permit anyone other than temporary animal shelter personnel to handle or approach my pet either while it is in its carrier or during exercise time. As this is a strange environment for my pet, I understand it may not react in its normal manner. I will make sure the carrier door is latched and secured 6. I will maintain proper identification on my pet and its carrier at all times 7. I will report any suspicious behaviour of other shelter occupants and/or other persons immediately to the temporary animal shelter personnel 8. I will permit my pet to be examined by temporary animal shelter personnel to determine if medical or stress conditions requiring attention are present. I further agree to the administration of medication to alleviate any symptoms 9. I consent to and authorise the attending veterinarian to undertake veterinary procedures on my pet that the veterinarian may decide are necessary 10. I agree to pay all fees and charges in respect of my pet including any veterinary procedures performed by the attending veterinarian 11. I acknowledge that my failure to follow these rules may result in the removal of my pet to another location. I further understand that if my pet becomes unruly or aggressive, shows signs of contagious disease, or begins showing signs of stress-related conditions, it may be removed to a more appropriate location. I understand that any decision concerning the care and welfare of my pet and other animals in the temporary animal shelter are at the sole discretion of the Temporary Animal Shelter Supervisor, whose decisions are final I certify that my pet does not have a previous history of aggressive behaviour and has not been diagnosed with any contagious diseases for which it has not received successful treatment I hereby agree not to hold responsible any person, organisation, local authority, or government agency involved in the care and sheltering of my pet. I further agree to indemnify any persons or entities which may have suffered any loss or damage as a result of the care and sheltering of my pet Signed: Print Name: Address: Phone No.: Date: Page 116 of 131

126 STAFF USE ONLY Veterinary procedures carried out: Date: Time: Practice Name: Practice Address: Attending Vet: Signature: Veterinary procedures carried out: Date: Time: Practice Name: Practice Address: Attending Vet: Signature: Page 117 of 131

127 Welfare Centre Staff Registration Name: W.C. One Name: W.C. One Time In: Time Out: Date: Uplifted Vest: Circle One Role: Circle One Yes No Returned Vest: Circle One Yes No Role: (Circle One) Supervisor Reception Registration Catering Clothing Supervisor Reception Registration Catering Clothing Accommodation Public Info Social Services First Aid Animal Welfare Accommo Pub Info S. Services First Aid Animal W. Communications Security Volunteer Coord Entertainment Volunteer Comms Security V. Coord Entertain Volunteer Name: W.C. One Name: W.C. One Time In: Time Out: Date: Uplifted Vest: Circle One Role: Circle One Yes No Returned Vest: Circle One Yes No Role: (Circle One) Supervisor Reception Registration Catering Clothing Supervisor Reception Registration Catering Clothing Accommodation Public Info Social Services First Aid Animal Welfare Accommo Pub Info S. Services First Aid Animal W. Communications Security Volunteer Coord Entertainment Volunteer Comms Security V. Coord Entertain Volunteer Name: W.C. One Name: W.C. One Time In: Time Out: Date: Uplifted Vest: Circle One Role: Circle One Yes No Returned Vest: Circle One Yes No Role: (Circle One) Supervisor Reception Registration Catering Clothing Supervisor Reception Registration Catering Clothing Accommodation Public Info Social Services First Aid Animal Welfare Accommo Pub Info S. Services First Aid Animal W. Communications Security Volunteer Coord Entertainment Volunteer Comms Security V. Coord Entertain Volunteer Name: W.C. One Name: W.C. One Time In: Time Out: Date: Uplifted Vest: Circle One Role: Circle One Yes No Returned Vest: Circle One Yes No Role: (Circle One) Supervisor Reception Registration Catering Clothing Supervisor Reception Registration Catering Clothing Accommodation Public Info Social Services First Aid Animal Welfare Accommo Pub Info S. Services First Aid Animal W. Communications Security Volunteer Coord Entertainment Volunteer Comms Security V. Coord Entertain Volunteer Page 118 of 131

128 Welfare Centre Visitor Registration Name: W.C. One Name: W.C. One Time In: Time Out: Date: Uplifted Vest: Circle One Role: Yes No Returned Vest: Circle One Visitor Yes No Role: Visitor Name: W.C. One Name: W.C. One Time In: Time Out: Date: Uplifted Vest: Circle One Role: Yes No Returned Vest: Circle One Visitor Yes No Role: Visitor Name: W.C. One Name: W.C. One Time In: Time Out: Date: Uplifted Vest: Circle One Role: Yes No Returned Vest: Circle One Visitor Yes No Role: Visitor Name: W.C. One Name: W.C. One Time In: Time Out: Date: Uplifted Vest: Circle One Role: Yes No Returned Vest: Circle One Visitor Yes No Role: Visitor Page 119 of 131

129 Spontaneous Volunteer Registration Personal Details Name: Gender(circle): FEMALE MALE Address: Phone Home: Mobile: Phone Work: Do you have personal transport (circle): YES NO Drivers Licence Number: Drivers Licence Sighted (circle): YES NO Drivers Licence Classes (circle): Car Motor Cycle Heavy Traffic Passenger Services Would you like to be contacted after this event is finished about becoming a Civil Defence Emergency Management Volunteer (circle): YES NO Skills/Preferences Please put a tick in the box(es) alongside the particular skills that you have, or the role that you would have a preference for and note any relevant experience where applicable. Role Relevant Experience (if any) Administration Care of Children Care of Elderly Catering Interpretation (please specify language) Medical Training (first aid, Nurse, Dr) Radio Operator Physical Labour Other (please specify) Role in Civil Defence response I realise the importance of not disclosing any personal details relating to people that I may assist, and undertake not to pass on personal information to any other person(s) other than those required to have it to perform their role in the response. I acknowledge that I will work under the direction of Civil Defence staff at all times. Note: I hereby accept the role of for such time as I may be rostered during the time that the Civil Defence Response is operating. Signed: Office purposes only. Time and date duty commenced: Date: / /20 Page 120 of 131

130 Activity Log Event: Role: Time Person Speaking To (if applicable) Details Date: Page Number: Person Filling Role: Tasked To: (if applicable) Welfare Activity Log Page 121 of 131

131 First Aid Patient Treatment Record Date: day / month/ year Personal Details: Family Name: Address: First Names: Welfare Centre Registration No: Contact No. Incident Location: Patient s GP: Patient Destination: e.g. transferring to hospital Next of Kin Patient Information: Signs & Symptoms. Allergies Medications. Do you they have medications with them? Yes No Previous Conditions. Last meal. Events Prior Treatment Details: Page 122 of 131

132 Patient Treatment Log Provides a summary of patient conditions and numbers treated. Note: Refer to the Event Patient Case Codes on the next page for completing this page. Welfare Centre No. Time (24 hour) Patient Last Name Role Code Date: Age Sex Status Case Code day month year Injury Site Cause Code Outcome Code Treatment Codes Treated By Page 123 of 131

133 Event Patient Case Codes Role Codes Wound or Bleeding Injury Site Codes Outcome Codes E Evacuee 40 Skin injury (not requiring suturing) H Head 1 Treat only W Worker 41 Skin injury (requiring suturing) N Neck 2 Refer to on-site Doctor or clinic V Visitor 42 Blisters C Chest 3 Refer to off-site Doctor or clinic 43 Skin chafing A Arms 4 Ambulance to off-site hospital/clinic Status Codes 44 Contusion/bruising Z Hands 5 Refused treatment 0 Deceased 45 Eye injury B Back 6 Treated and referral prevented 1 Critical condition 46 Skin inflammation (sting/rash/allergy) X Abdomen 2 Serious condition 47 Burn P Pelvis Treatment Codes 3 Moderate condition 48 Epistaxis (nose bleed) L Legs Treatment codes are used to record basic treatments 4 Minor F Feet Soft Tissue Injury M Multiple Sites Page 124 of 131 provided. Up to three different treatment codes can be recorded for each patient. Case Codes 50 Sprain/strain (not ankle or knee) U Unknown/unclear P Paracetamol Breathing 51 Sprain/strain of ankle G Generalised (e.g. total body) R RICE therapy for soft tissue injury 10 Asthma 52 Sprain/strain of knee C Cleaned or irrigated 11 Hyperventilation 53 Muscle cramp Cause Codes D Dressed (dressing applied) 12 Shortness of breath 54 Apply strapping (preventative care) A1 Assault (deliberate) O Oxygen A2 Accidentally hit by person E Entonox Cardiac Fractures or Dislocations A3 Accidently hit by moving object M Salbutamol via metered dose inhaler 20 Cardiac problem or cardiac collapse 60 Fracture/dislocation (not ankle) A4 Accidently hit by motor vehicle I Immobilised (splint or collar) 21 Cardiac arrest 61 Fracture/dislocation of ankle A5 Occupant in motor vehicle crash S Strapped with strapping tape 22 Cardiac chest pain 62 Neck injury C1 Crushed in crowd/mosh pit A Advanced treatment (e.g. cardiac care, 63 Spinal injury E1 Exertion (walking/running/stretching) Level of Consciousness F1 Fall or slip 30 Unconscious unknown/other cause Environment H1 Heat, fire, hot liquid or gas 31 Unconscious drugs or alcohol OD 70 Heat exhaustion H2 Hot environment 32 Head injury affecting consciousness 71 Headache or migraine H3 Cold environment 33 Dehydration affecting consciousness 72 Syncope (faint) N1 Noisy environment 34 Intoxicated (but rousable) 73 Hypothermia S1 Sharp object glass 35 Drug overdose (conscious) S2 Sharp object knife 36 Concussion (conscious) Medical S3 Sharp object other 80 Abdominal pain T1 Thrown object 81 Period pain T2 Falling object T3 Airborne foreign object (dust/ash) Other M1 Medical condition 90 Other medical O1 Other cause of injury 91 Pre-existing injury 92 Other accident intravenous fluids/drugs, suturing)

134 Accident Registration Form Form of register or notification of circumstances of accident or serious harm Required for section 25(1), (1A), (1B), and (3)(b) of the Health and Safety in Employment Act 1992 For non-injury accident, complete questions 1, 2, 3, 9, 10, 11, 14 and 15 as applicable 1 Particulars of employer, self-employed person or principal: (business name, postal address and telephone number) 2 The person reporting is: an employer a principal a self-employed person 3 Location of place of work: (shop, shed, unit nos., floor, building, street nos. and names, locality/suburb, or details of vehicle, ship or aircraft) 4 Personal data of injured person: Name Residential address Date of birth 5 Occupation or job title of injured person: (employees and self-employed persons only) Sex (M/F) 11 Agency of accident/ serious harm: machinery or (mainly) fixed plant mobile plant or transport powered equipment, tool, or appliance non-powered handtool, appliance, or equipment chemical or chemical product material or substance environmental exposure (e.g. dust, gas) animal, human or biological agency (other than bacteria or virus) bacteria or virus 12 Body part: head neck trunk upper limb lower limb multiple locations systemic internal organs 13 Nature of injury or disease: fatal (specify all) fracture of spine puncture wound other fracture poisoning or toxic effects dislocation multiple injuries sprain or strain damage to artificial aid head injury disease, nervous system internal injury of trunk disease, musculoskeletal system amputation, including eye disease, skin open wound disease, digestive system superficial injury disease, infectious or parasitic bruising or crushing disease, respiratory system foreign body disease, circulatory system burns tumour (malignant or benign) nerves or spinal chord mental disorder 6 The injured person is: an employee self a contractor (self-employed person) other 14 Where and how did the accident/serious harm happen? (If not enough room attach separate sheet or sheets.) 7 Period of employment of injured person: (employees only) 1 st week 1 st month 1-6 months 6 months-1 year 1-5 years Over 5 years non-employee 8 Treatment of injury: None Doctor but no hospitalisation First aid only Hospitalisation 9 Time and date of accident/ serious harm: Time am/pm Date Shift Day Afternoon Night Hours worked since arrival at work (employees and self-employed persons only) 10 Mechanism of accident/ serious harm: fall, trip or slip hitting objects with part of the body sound or pressure being hit by moving objects body stressing heat, radiation or energy biological factors chemicals or other substances mental stress 15 If notification is from an employer: (a) Has an investigation been carried out? yes no (b) Was a significant hazard involved? yes no Signature and date Name and position (capitals) / / Page 125 of 126

135 Information Sheet 11. Other Welfare Centre Information Sheet Welfare Centre Welcome to the Welfare Centre. During our time at this Welfare Centre we want to ensure you are as comfortable as possible. There are a number of agencies here to help and support you. It is important that you complete a Registration Form at the Registration Desk as soon as possible. This will give you a unique reference number; this is your personal number so please keep your Registration Card safely with you at all times. If you have any queries please do not hesitate to ask the Welfare Centre staff, they will be happy to help. Completing a Registration Form will give you access to the following services, should you require them: Accommodation requests Financial assistance Health or special requirements Toiletries and baby needs Information Leaving the centre Your registration card will be required if you are relocated to a hotel or motel. Please keep your card with you and do not pass it to anyone else. The hotel will require your unique registration number for their records. If you find you have no money with you to buy essential items you may be entitled to a special payment from Work and Income. If you have any medical conditions and/or do not have your medication with you, please tell a member of the Welfare Centre staff as soon as possible. We will work with the District Health Board to assist you in obtaining what you require. The New Zealand Red Cross will provide you with a toiletry pack if you need one, particularly if you are to be relocated to a hotel or motel. These packs contain the basic essentials to allow you to freshen up. If you have any requirements for babies and young children these can also be provided. Information boards in the Welfare Centre will be updated regularly to keep you informed of the current situation. If you leave the Welfare Centre once you have been registered to go out for a walk, to your designated hotel or stay with family and friends, please sign out and/or leave your forwarding details with Welfare Centre staff. This will enable us to contact you if necessary or answer any enquiries from family or friends. If you have any queries please do not hesitate to ask the Welfare Centre staff, they will be happy to help Acronyms Page 126 of 131

136 4Rs CDEM CEG CIMS CYFS DOC EMIS EMS EOC GDC ICC ICP MPI MCDEM MFAT MM MOU NAWEM NCMC NWCG PHEC PIM RRC SAR SCDEM SCP SDC SDHB SitRep SOP SPCA SRFA TLA USAR WAG Readiness, Reduction, Response, Recovery Civil Defence Emergency Management Coordinating Executive Group Coordinated Incident Management System Child, Youth and Family Services Department of Conservation Emergency Management Information System Emergency Management Southland Emergency Operations Centre Gore District Council Invercargill City Council Incident Control Point Ministry for Primary Industry Ministry of Civil Defence Emergency Management Ministry of Foreign Affairs and Trade Modified Mercalli Memorandum of Understanding National Animal Welfare Emergency Management Advisory Group National Crisis Management Centre National Welfare Coordination Group Pre hospital emergency care Public Information Manager Response and Readiness Committee Search and Rescue Southland Civil Defence Emergency Management Sector Control Point Southland District Council Southern District Health Board Situation Report Standard Operating Procedure Society for the Prevention of Cruelty to Animals Southern Rural Fire Authority Territorial Local Authority Urban Search and Rescue Welfare Advisory Group Page 127 of 131

137 11.3. Glossary Operational Period Shelter-in-place An allotted time frame set by the EOC to base response activities around. People remain in the building that they find themselves at the moment, be it home, office or elsewhere. As people generally recover from emergency situations faster in familiar areas. Volunteer As per the Health and Safety Employment Act 1992: Spontaneous Volunteer Hazard a) means a person who i. does not expect to be rewarded for work to be performed as a volunteer; and ii. receives no reward for work performed as a volunteer; and b) does not include a person who is in a place of work for the purpose of receiving on-the-job training or gaining work experience A spontaneous volunteer is an individual who comes forward following an emergency to assist with emergency-related activities during the response or recovery phase without pay or other consideration. By definition, spontaneous volunteers are not initially affiliated with a response or relief agency or pre-registered with an accredited agency. However they may possess training, skills and experience that can be useful in the relief effort. Something that may cause or contribute substantially to the cause of an emergency. Page 128 of 131

138 11.4. Welfare Centres In Southland Note: These are the potential Welfare Centre locations identified at the time of writing this plan. They are subject to change. An updated list of Welfare Centre locations will be maintained on the Emergency Management Southland website Area Facility Address Phone No. Athol Athol Community Centre 28 Athol-Five Rivers Highway (SH 6), Athol 9793 No landline Bluff Bluff Community School 39 Bradshaw Street, Bluff Edendale Edendale Primary School 24 Salford Street, Edendale Gore - urban Calvin Church Hall 25 Robertson Street, Gore East Gore School 3 Wentworth Street, Gore St Andrews Church Hall 2 Devon Street, Gore 9710 No landline Gore rural Knapdale School Knapdale Road, Croydon, Knapdale Mandeville Hall 11 Waimea Valley Road, Manderville 9776 No landline Otama Hall 719 Otama Road, Otama 9773 No landline Pukerau School Pukerau Street, RD 2 Pukerau Waikaia School 22 Leamington Street, Waikaia Waikaka School 22 Matheson Road, Waikaka Waimumu Hall 849 Glendhu Road, Waimumu 9774 No landline Willowbank School 24 East Chatton Road, RD 3 Willowbank Page 129 of 131

139 Area Facility Address Phone No. Invercargill - Ascot Community School 580 Tay Street, Invercargill urban Aurora College 234 Regent Street, Invercargill Donovan Primary School 200 Drury Lane, Invercargill James Hargest Senior Campus 288 Layard Street, Invercargill New River Primary School 117 Elizabeth Street, Invercargill Southland Girls High School East 350 Tweed Street, Invercargill Wing St John s Girls School 349 Dee Street, Invercargill Invercargill - Kennington Public Hall 21 Rimu Road, Kennington 9871 No landline rural Makarewa Primary School 56 Flora Road, Makarewa Myross Bush School 288 Mill Road North, Myross Bush Otatara Primary School 140 Dunns Road, Otatara Lumsden Northern Southland College 51 Maria Street, Lumsden Mataura Mataura Community Centre 1 Bridge Street, Mataura Mataura Presbyterian Church Hall 60 Kana Street, Mataura 9712 No landline Milford Sound Milford Sound Visitor Terminal 124 Milford Sound Highway 94, Milford Sound Mossburn Mossburn Community Centre 9 Holmes Street, Mossburn 9792 No landline Nightcaps Takitimu Primary School 15 Evan Street, Nightcaps Ohai, Ohai 03 Page 130 of 131

140 Area Otautau Riversdale Riverton Stewart Island Te Anau Tokanui Tuatapere Wallacetown Winton Wyndham Facility Otautau Golf Club Otautau Primary School Riversdale Community Centre Riverton Racecourse Stewart Island Community Centre Fiordland Community College Tuatapere Community College Wallacetown Community Centre Winton Presbyterian Church Hall Wyndham Community Centre Address Phone No. 55 Slaughterhouse Road, Otautau 9682 No landline 17 Elles Road, Otautau Newcastle Street, Riversdale 9776 No landline 2236 State Highway 99, Riverton 9883 No landline 8 Ayr Street, Halfmoon Bay, Stewart Island Howden Street, Te Anau , Tokanui Orawia Road, Tuatapere Dunlop Street, Wallacetown Meldrum Street, Winton Balaclava Street, Wyndham 9831 No landline Page 131 of 131

141 11.5. Welfare Centre Layout Guide Public Information Security PR3 Reception PR 1 & 2 Registration Volunteer Registration Area Other Welfare Centre services/sections such as: First Aid Catering Communications Volunteer Coordination Clothing Accommodation Social services Animal Welfare Entertainment Figure 7: Welfare Centre Entrance Layout Guide. Key: PR1 Priority 1 PR2 Priority 2 PR3 Priority 3 i NZQA First Aid Unit Standards 6400, 6401, 6402 or 26551, Page 132 of 131