Version 1.0. [Insert Church Name] Disaster Management Plan

Transcription

1 Version 1.0 [Insert Church Name] Disaster Management Plan

2 Contents Introduction... 1 Purpose... 1 Disaster Plan Approval... 1 Revision History... 1 Distribution... 1 Abbreviations... 2 Disaster Management Overview... 3 The Church s Role in Disaster... 3 What is a Resilient Community?... 4 What is a Disaster?... 4 An All Hazards Approach to Disaster Planning... 4 Queensland Disaster Management Arrangements... 5 Responding Responsibly in Disaster... 6 Effective Disaster Management... 6 Prevention... 6 Preparation... 7 Response Recovery Doing it better Why Is a Disaster Response Review Important? Disaster Response Review How Do You Conduct a Disaster Response Review? What we need to know Guidelines for ministering to people who have experienced trauma Guidelines for Managing Donated Items Guidelines for Managing Donated or Supplied Foods Volunteer Management Version 1.0

3 Introduction Purpose The purpose of this plan is to guide our congregation through the identified elements needed for an effective, efficient disaster management strategy. Disaster Plan Approval This Disaster Plan has been reviewed and adopted by the [Insert Name] Church Council on the day of Signed by : Council Chair Council Secretary/Treasurer Revision History The following revisions have been made to this framework since its initial publication: [Note: This plan should be reviewed annually and updated with any necessary identified change, also updating the version number. When changes are made the a new version approval should be completed in the section above and the approved document should then be circulated to identified stakeholders] Version# Revision Date List of changes Author Approval Distribution This document should be distributed to the following stakeholders: [Note: This stakeholder list is a suggested list only it should be reviewed and edited to suit your church s needs] Council Chir Church Pastor LCAQD District Executive Officer Version 1.0

4 Abbreviations The following acronyms and abbreviations are used in this document: DRT DRC DRR LCA LCAQD LDMG LTRG QDMA Disaster Response Team Disaster Response Centre Disaster Risk Reduction Lutheran Church of Australia Lutheran Church of Australia Queensland District Local Disaster Management Group Long-Term Recovery Group Queensland Disaster Management Authority Version 1.0

5 Disaster Management Overview The Church s Role in Disaster The Church s role in disaster is directly linked to its mission to reach out to the community, proclaiming and demonstrating the gospel. The role of the Church is to take the love of Christ to it s community, giving the gift of hope and healing through emotional, spiritual support and practical support. In local Church, many of the congregants are long-time residents in the area and therefore have a strong local knowledge of the types of disaster their community may be exposed to and have developed the ability to prepare for and cope well with disaster. However, with the changing landscape of communities, there are many who may be new to the area and have not experienced the types of disaster events that could occur. These may include visitors to the area, seasonal workers, retirees, refugees and single parents with no family support. It is the congregation s role, where they have the ability to cope in disaster, to support and care for those who are not able to cope. In the transition from response to recovery phase of disaster, the Local Disaster Management Group (LDMG) and its service providers will wind back their disaster support services to the community, leaving the local church and community support groups to continue the work of recovery. The church will be a constant presence and avenue of support to those hurting communities, once other services are wound back. In its response and recovery activities, a local church provides: Spiritual and emotional support Access to volunteers and resources Access to immediate support Access to wider Support Advocacy Version 1.0

6 What is a Resilient Community? Community resilience is the capacity of the community as a whole to prepare for, respond to, and recover from adverse events and unanticipated crises that threaten the health of all. Achieving community resilience means involving the full range of community-based organizations and agencies in preparedness, response, and recovery planning activities, and broadening the understanding of disaster preparedness to include community health and well-being. Community resilience is about transforming disaster planning and response from just "me" to include "we." As a congregation becomes involved in sharing its experience in disaster preparation and coping skills with those who can t cope, they will be encouraging a resilient community. For further information regarding Community Resilience refer to the LCAQD Disaster Resilience Framework. What is a Disaster? In Queensland the Disaster Management Act 2003 defines a disaster as : a serious disruption in a community, caused by the impact of an event that requires a significant coordinated response by the State and other entities to help the community recover from the disruption. An All Hazards Approach to Disaster Planning This disaster management plan recognises that disasters may be caused by any of a variety of natural, technological or human induced hazards. This plan therefore uses an all-hazards approach, preparing the congregation to provide support across a number of identified hazard events that may impact its region. As part of the annual disaster training review, the congregation should conduct a risk identification and mitigation exercise. [Note: A Risk Management record template is available in the Supporting Tools that can be found on the LCAQD website, which can be used for the risk identification and mitigation exercise] Congregations should remember that in the event of disaster, the LDMG will be the primary provider of support. A Congregation s role is that of support, as needed. It is not the role of the congregation to take on responsibility of all the needs of their community, however, a Version 1.0

7 Congregation should work together with other responders to provide support in meeting those needs. Queensland Disaster Management Arrangements In the event of disaster, the Local Government will activate its Local Disaster Management Group. The Queensland Disaster Management Arrangements shown below, identify the government responsibility in disaster: Local Disaster Management Group Activation In all instances where an area is impacted by a disaster in Queensland, the LDMG will activate. The LDMG is responsible for coordinating all relief and response and recovery activities in its area. Where the LDMG is not able to effectively respond, they will call in the support of the next level of government support, eg the District Disaster Management Group, and so on. Local Disaster Coordination Centre Activation In the event of disaster the LDGM will activate its Local Disaster Coordination Centre to coordinate its response and recovery activities. The centre will receive and manage information from the public and other sources, coordinate local resources and information, identify tasks where extra resources are needed and pass information and requests to the District Disaster Coordination Centre. To ensure effective use of volunteers and church resources, it is important that all church disaster response and recovery activities be carried out in collaboration with the LDMG through the Local Disaster Coordination Centre. Disaster Response Protocol When a disaster is imminent or has occurred, the LDMG will take immediate steps to warn and evacuate its citizens, alleviate suffering, and/or protect life and property. Version 1.0

8 In immediate response to disaster, the LDMG will call upon the Red Cross, Salvation Army and other service providers who have an agreement under the LDMG Disaster Plan, for support. After the initial emergency response, other organisations and volunteer groups will collaborate to support the LDMG response. Responding Responsibly in Disaster In the event of a disaster, great pressure will be placed on the existing local resources of the church (i.e. volunteers, money, expertise, etc). Therefore, to ensure effective use of local church resources, it is essential that the local church collaborates with the LDMG to identify disaster response needs and appropriate response activities. Any disaster plan that does not include a collaborative approach will risk being ineffective and creating barriers to the required assistance reaching those in need. It is therefore essential that local churches ensure that collaboration with their LDMG is mandated in their disaster plan. Effective Disaster Management This Disaster Resilience Framework is based on the four phases of Disaster Management: Prevention Preparedness Response Recovery Prevention The Prevention phase includes the identification of potential risks and hazards that may impact their church, congregation and strategies to mitigate the identified risks. The Risk Management template Version 1.0

9 in the Supporting Tools on the LCAQD website can assist with this process. Mitigation strategies for hazards that may impact a community are dealt with at a Local Government level. Preparation The Preparation Phase involves getting ready to handle emergencies and ensuring that the Congregation will have the capacity and resources to respond to emergencies. Preparation activities may include: Church Management Preparation Activities Having a Disaster Response Plan in place and practised annually An annual review of Church insurance policies to ensure there is adequate property and liability insurance coverage If the church is located in a flood plane/tidal surge area, the Church Council should ensure that there is adequate insurance to cover a flood/tidal surge event An up-to-date inventory and/or video/photos of all moveable contents, such as office and sound equipment, TV/DVDs and other equipment used by church for service etc should be available An up-to-date database with Congregant s contact details, identifying vulnerable people who should be contacted and people interested in volunteering in an emergency should be available A procedure should be in place for notifying the congregation in the event of a cancellation of service or an emergency Ensuring important Church records are secure in the event of fire, flood, cyclone or other emergency event Ensuring the Church database is backed up regularly and a copy available off site in the event of disaster. Ideally a cloud based church management system should be used for managing the Congregation s information Community Support Preparation Activities The Preparation phase provides an ideal opportunity for church to connect and network with community and community support agencies. Know Your Community Form a strategy to connect with the people living around the church, local community support groups and the Local Council. One way this can be done is by partnering with local support groups and Local Government to host information sessions, facilitated by those groups, which will be relevant to the needs of the community. The local church can also play a much needed role, working alongside the Local Government, to support local emergency preparedness activities by providing volunteers or a venue to host a preparedness workshop. By finding ways to connect with the community, Local Government and support agencies, strong networks will be in place before a disaster event, enabling the local church to quickly and effectively establish a collaborative approach to their disaster response and recovery activities. What s in Your Hands By knowing the congregations skills, expertise and resources prior to an event, the congregation will be able to provide insight to the Local Government, on how to best utilise the congregations Version 1.0

10 services to provide support. A database recording the skills, expertise and resources that may be available should be established and maintained. Disaster Management Roles and Responsibilities The Role of the Disaster Response Team A coordinated approach by the congregation when responding in the event of disaster, will ensure that the response is both timely and effective. There are certain elements involved in a coordinated approach to disaster response, which should be considered by the congregation, namely: Community Support Coordination Communication Volunteer Coordination Administration Support Establishment of a Community Drop-In Centre While the size of the congregation will determine the extent of response that can be offered, coordinators should be appointed by the Church Council to coordinate the elements outlined above. These Coordinators will form the Disaster Response Team (DRT). [Note: The responsibilities for the elements outlined above can be delegated individually or jointly, depending on the size of the congregation] Community Support Coordinator The Community Support Coordinator is responsible for receiving and actioning requests for assistance relating to the disaster. These may include: Receiving referrals for support from the Local Government, Community Recovery support staff and other support agencies Processing self referrals where a person impacted by the disaster presents at the church or Drop-In Centre requesting support Ensuring a process is in place for managing the distribution of funds, vouchers, food or other items to support people impacted by the disaster Ensuring a process is in place for recording referral requests and action taken Liaising with other members of the DRT responsible for volunteer management where a request is received for volunteer support Wherever possible, all self referral requests for support should verified as genuine. By ensuring good processes are in place and working in collaboration with the Local Government and other churches and agencies working in community recovery, the church may reduce the risk of loss of funds and resources through fraudulent requests. Communications Coordinator The Communications Coordinator is responsible for managing incoming and outgoing communications with the Church, LDMG, other churches and support groups and the community. It is essential that communications are managed through a central point to ensure the correct Version 1.0

11 information reaches all stakeholders and to reduce the risk of heightening anxiety as well as mixed messaging and confusion. The Communications Coordinator would be responsible for: Managing ingoing and outgoing communication between with congregants, LCAQD, LDMG and other agencies involved in community recovery Ensuring volunteers and other people coming in contact with people affected by the disaster are briefed and able to pass on up-to-date and correct information relating to access to support and community recovery assistance Attending daily briefings with LDMG or at the Disaster Recovery Centre and briefing the DRT daily following those meetings. In smaller churches, where the Pastor will join the emergency chaplaincy team, the Communications Coordinator may nominate the Pastor to attend briefings on his/her behalf Liaising with other local churches regarding the Congregation s response activities. Should the Church Pastor be working with other Pastors in disaster response, this may be delegated to the Pastor. Volunteer Coordinator The Volunteer Coordinator is responsible for overseeing recruitment and placement of volunteers and also ensuring process is in place to provide for the safety and well-being of volunteers. This includes: Volunteer activation and coordinating placement of volunteers, in collaboration with the Community Support Coordinator, in response to requests for support Record the details of volunteers who have special qualifications, skills or expertise that could be used in disaster response, for example, builders, first aiders etc Ensuring all volunteers are issued with required identification when activated Ensuring a process is in place for recording volunteer placement Creating rosters for volunteers to ensure coverage at the church and Drop In Centre and to ensure sufficient rest for volunteers Briefing and communicating with volunteers Ensuring volunteers are given opportunity to debrief Administration Support Coordinator The Administration Support Coordinator is responsible for setting up the area identified by the Disaster Response Team as the Disaster Response Centre for the church. If the church is not impacted by the disaster, this would normally be the church office. Ideally, this should also include appropriate space for volunteer briefing and debriefing. The responsibilities of the Administration Support Coordinator include: Ensuring a process is in place for maintaining all records relating to the church s disaster response activities In collaboration with the volunteer coordinator, ensuring sufficient volunteers are available to staff the Coordination Centre and carry out the required administrative functions Equipping the DRC with sufficient supplies to manage the administrative functions Assisting all members of the DRT with administration activities, including printing hard copies of contact lists, volunteer badges etc Version 1.0

12 Community Drop-In Centre Coordinator The Community Drop-In Centre Coordinator will be responsible for setting up the area identified by the Disaster Response Team as the Drop-In Centre. If the church is not impacted by the disaster, this would normally be the church hall. The responsibilities of the Drop-In Centre Coordinator include: Identifying and acquiring the items needed to set up an inviting space for people impacted by disaster to have a break, have a chat, have a cuppa Ensuring process is in place to record the details of people who visit the Drop-In Centre and the records are passed to the Administration Coordinator for retention Ensuring process is in place to ensure the safety of volunteers and visitors to the Drop-In Centre Creating a roster for Drop-In Centre volunteers and collaborating with the volunteer coordinator to source sufficient volunteers to fill the roster Managing the day to day operations of the Drop-In Centre, or appointing other appropriate people to do so Ensuring volunteers are appropriately briefed and debriefed, especially as volunteers working in the Drop-In Centre will be in direct contact with people who will need to share their stories of disaster impact The Role of the Pastor During the planning and preparation of the congregation for a disaster response it is important that the congregation is made aware that the DRT will be the key point of contact in the event of disaster. In the event of disaster, the Pastor will collaborate with the LDMG appointed Police Chaplain and other Pastors to coordinate chaplaincy and pastoral care activities. Ideally, the Pastor should work in isolation, but collaborate with the DRT, freeing the Pastor to pastor. The Role of the Congregation The congregation is the primary resource for physical and emotional support for each other and the disaster response team. It is also the primary provider of volunteers and resources in support of the congregation s response plan. The extent to which a congregation will be able to respond in disaster will depend on the degree to which individuals in the congregation are impacted by the disaster. Some congregation members may be directly impacted and therefore not available due to evacuation or responding to their own The Role of LCAQD The primary role of LCAQD in disaster is to promote a culture of disaster preparedness and response capability amongst local churches in the Queensland District. This is done by providing resources to equip local churches to prepare their own disaster preparedness and response plan. In the event of disaster, the LCAQD will provide connection to the wider church community, providing access to funds and other resources, as appropriate, to enable local church to effectively respond to the needs of its community. Version 1.0

13 Communication Consistent messaging which reflects the information coming from the LDMG is vital to community recovery activities. To avoid mixed messaging and the confusion that this may cause, communications should be well planned and disseminated through a single coordination point within the DRT, for example through the Communications Coordinator, to the wider church body and community. Keeping in Contact with the Congregation To ensure that members of the congregation can be contacted in the lead up to and following a disaster event, it is essential that the contact information for all congregants and other vulnerable people who may be in contact with the church, is up-to-date. Therefore, it is essential that the church has a reliable method for recording contact information. Ideally, this should be done using a database which should be stored in the cloud (on the Internet) so that it can be accessed if the church office cannot function. Contact lists should also be printed when a disaster event is imminent, to ensure that contact details can be accessed in the event that power is lost. Note: These contact lists confidential and are not for wider circulation. Communication Tools There are a host of communication tools available, ranging from standard land-lines to social media. While these are generally available during the preparation phase, some may not be accessible during the response or recovery phases. It is therefore necessary to identify what forms of communication may be available given different scenarios and to identify a subset of modes of communication. [Note: Disaster communication options are suggested in the Disaster Resilience Framework which can be found on the LCAQD ] Disaster Response Centre Location In the event of disaster, the DRT will need a place to operate from to effectively coordinate and manage the response efforts and available resources (such as information, supplies, volunteers and financial assistance). Such coordination is done from a designated Disaster Response Centre (DRC) where the DRT can work closely with other church staff and volunteers. The default location for the DRC would be the church office, however, in the event that the church is impacted by the disaster and the office will not be accessible, an alternative location should be identified by the DRT. Annual Disaster Training Exercise Training ensures that everyone knows where to be and what to do when there is an emergency. If there is a fire in the church building, would the congregation know what to do? If there is a disaster in their community would they know what to do? Do they know who is in charge in the event of an emergency? Without training, there will be substantial uncertainty in an already chaotic situation. Many churches have experienced this when a disaster has impacted their community and they didn t have a plan in place. Training is essential to ensure that everyone knows what to do when there is an Version 1.0

14 emergency. Disaster training will ensure congregations will be familiar with their respective roles and responsibilities, as defined in their local church disaster plans. The DRT should undertake regular (annual) disaster plan review and response training to ensure they understand their roles, responsibilities and applicable actions that will need to be taken in response to disaster. This training can either be conducted as a table top or practical exercise, using given scenarios. Response The Disaster Response phase involves acting on emergencies, putting the Disaster Response Plan into action. Response Activation Activation levels will be determined by the DRT and communicated to congregations. To avoid confusion in communications, the terms used to identify activation levels are the same as those used by the LDMG, namely: Alert Lean Forward Stand Up Stand Down Alert An Alert Status is determined when there is a heightened level of vigilance due to the possibility of an event in the area of responsibility. Lean Forward A Lean Forward Status is an operational state prior to stand up characterised by a heightened level of situational awareness of a disaster event (either current or impending) and a state of operational readiness. Disaster coordination centres are on standby but not activated. Stand Up The operational state following lean forward whereby resources are mobilised, personnel are activated and operational activities commenced. Disaster coordination centres are activated. Stand Down Transition from responding to an event back to normal core business and/or recovery operations. There is no longer a requirement to respond to the event and the threat is no longer present. Activation Activities The Activation Checklists provided in this section are provided as a guide to assist congregations to identify and document their activation activities in their disaster plan. As each disaster event is unique, congregations should remember that their activation checklists should always be used as a guide and that they may need to be altered on the run in collaboration with the DRT in response to a disaster event. Version 1.0

15 Alert Activation Based on information received from local government and Bureau of Meteorology warnings and announcements, the DRT convene to commence Alert Status activities. The Council Chair is responsible for overseeing the overall activities of DRT activation and should use the following to create a checklist to confirm completion of ALERT activities. Responsible person Council Chair Communications Coordinator Administration Coordinator Drop-In Centre Coordinator Volunteer Coordinator Community Support Coordinator Task / Activity Convene DRT Meeting and collaborate with the DRT to confirm activation of alert status Authorise the DRT to commence ALERT activities Confirm the location of the DRC and Drop-In Centre Establish contact with: LDMG Local churches LCAQD Review DCC equipment list, and obtain outstanding items Send out to congregation to confirm details of people available to volunteer update database Print out volunteer contact list and pass on to the Volunteer coordinator Print list of vulnerable people in congregation, and known vulnerable people in the community and pass on to the Community Support Coordinator Review equipment and consumables list for the Drop-In Centre acquire any needed items Assist the Administration Coordinator, if required, contacting congregants to determine volunteer availability Allocate volunteers to respond to any requests for assistance received from the Community Support Coordinator In collaboration with the Pastor and pastoral care team, contact vulnerable people to determine whether they require any assistance and to allay any anxiety Pass any requests for assistance on to the Volunteer Coordinator for response Version 1.0 Page 13

16 Lean Forward Activation Based on information received from local government and Bureau of Meteorology warnings and announcements, the DRT convene to move to Lean Forward Status activities. The Council Chair is responsible for overseeing the overall activities of DRT activation and should use the following to create a checklist to confirm completion of LEAN FORWARD activities. Responsible person Council Chair Communications Coordinator Administration Coordinator Drop-In Centre Coordinator Volunteer Coordinator Community Support Coordinator Task / Activity Convene DRT Meeting and collaborate with the DRT to confirm activation of lean forward status Authorise the DRT to commence LEAN FORWARD activities Re-confirm the location of the DRC and Drop-In Centre Inform stakeholders that you are moving to Lean Forward status: LDMG Congregation Local churches LCAQD Set Up DRC ready to commence activities Print copies of all forms for managing the registration of volunteers, referrals, support requests, site briefings, sign in/sign out sheets Print copies of contact lists Prepare roster for administration support in collaboration with volunteer coordinator Set up Drop-In Centre to commence support activities Prepare roster for Drop-In Centre coverage in collaboration with the volunteer coordinator Convene a briefing with volunteers Ensure rosters are in place for volunteers to help with church, Drop-In Centre, administration and other support Collaborate with Community Support Coordinator and Pastor to coordinate requests for volunteer support Respond to any referrals for support for vulnerable people received from the Pastor, Local Government or other agencies Version 1.0 Page 14

17 Stand Up Activation Based on information received from local government and Bureau of Meteorology warnings and announcements, the DRT convene to move to Stand Up Status activities. The Council Chair is responsible for overseeing the overall activities of DRT activation and should use the following to create a checklist to confirm completion of STAND UP activities. Responsible person Council Chair Communications Coordinator Administration Coordinator Drop-In Centre Coordinator Volunteer Coordinator Community Support Coordinator Task / Activity Convene DRT Meeting and collaborate with the DRT to confirm activation of Stand Up status Authorise the DRT to commence STAND UP activities Activate the DRC and Drop-In Centre Arrange for delegates to stand in if necessary, in the event of the absence of a regular member of the DRT Attend LDMG briefings at the Coordination Centre Establish contact with the: LDMG Local churches LCAQD Advising the congregation s preparedness to assist and respond and advise details of any response activities that are being undertaken by your congregation Commence administration support operation in the DRC Coordinate activities of the administration team including data input Provide administration support to the DRT as required Commence Drop-In Centre activities Coordinate volunteer activity in the Drop-In Centre Ensure details of people visiting the Drop-In Centre are recorded and retained Activate all volunteers and Coordinate volunteer placement Ensure all volunteers are registered and comply with policy Ensure volunteers obtain sufficient rest and are debriefed at end of shift In collaboration with the volunteer coordinator, respond to referrals for assistance Ensure records are kept relating to assistance given, monies or vouchers disbursed Attend case coordination meetings with LDMG and Community Recovery Version 1.0 Page 15

18 Stand Down Activation Based on information received from local government and Bureau of Meteorology warnings and announcements, the DRT convene to move to Stand Down Status activities. The Council Chair is responsible for overseeing the overall activities of DRT activation and should use the following to create a checklist to confirm completion of STAND DOWN activities. Responsible person Council Chair Communications Coordinator Administration Coordinator Drop-In Centre Coordinator Volunteer Coordinator Community Support Coordinator Task / Activity Convene DRT Meeting and collaborate with the DRT to confirm activation of Stand Down status Discuss whether the church will transition to long term recovery support Authorise the DRT to commence STAND DOWN activities De-activate the DRC and Drop-In Centre Ensure all members of the DRT are appropriately debriefed Schedule a time for the DRT to meet post Stand Down to evaluate the church s response Attend LDMG briefings and brief DRT Advise the following that the church is moving to Stand Down status and advise whether the church will be involved in long term recovery support: LDMG Congregation Local churches LCAQD Coordinate closure of Coordination Centre and Destroy contact lists Return church to normal administration duties If the church is transition to long term recovery support, discuss the options for retaining Drop-In Centre Operations with the DRT If the church is not transitioning to long term recovery support, coordinate the closure of the Drop-In Centre Ensure all relevant volunteer paperwork has been passed on to the Administration Coordinator for retention Deactivate and debrief volunteers Schedule volunteer celebration activity Collate any outstanding support referrals. If the church is continuing to offer support, determine who will be responsible for actioning the referrals and pass these on. If the church is not continuing to offer support, pass the referrals to an appropriate agency for action. Version 1.0 Page 16

19 Recovery The goal of recovery is to restore a community to a new sense of normal after it has been impacted by a disaster. Two Phases of Recovery There are two phases of recovery: Short Term Recovery The short term recovery takes place immediately following a disaster, when the local government and services providers under the LDMG will work to meet the immediate personal and community needs and to restore services. Restoration of infrastructure and vital life support systems happen in this phase. The local government will usually identify key groups who will work collaborate to form a long term recovery group (LTRG), for example, in Bundaberg this was the Case Coordination Group, led by the Community Recovery Team. Long Term Recovery As the initial recovery phase ends, the LDMG will wind down its operations in collaboration with other emergency relief organisations and transition ongoing recovery support to the LTRG and local community. The resumption of routines of daily life are visible in this phase, for example, schools open, shops are operating, transport routes open etc. The LTRG will commence regular meetings, providing assistance to those in need through disaster case management. The LTRG and community groups will commence recovery initiatives. A Coordinated Approach In the immediate phase following a disaster, human, material, and financial support comes into a community, but, as public awareness decreases over time, so too will the arrival of assistance. By working with a LTRG, local church will reduce the risk of duplication of effort and ensure that their limited resources are used to meet the identified needs of the community. The LTRG provides a platform for local churches and disaster response and recovery agencies to connect, communicate, collaborate, and cooperate to meet the needs of individuals, families and communities. It is vital that any church assisting in long term recovery is linked in with the LTRG identified by local council. Version 1.0 Page 17

20 Doing it better Why Is a Disaster Response Review Important? Following both short term and long term response to disaster, a Disaster Response Review is important, providing insight into, for example: How effective was what the church did? How could the church have done better? How do the LDMG and other groups perceive the church s response effort? What was the level of volunteer satisfaction? Disaster Response Review The Disaster Response Review provides an analysis of the church s ability to effectively respond to disaster, and a means for measuring the impact of a church s response efforts; what happened, what worked well, what didn t and how the church can build upon that experience in the future. A Disaster Response Review provides the means for better decisions and ensures ongoing improvements to the church s disaster plan How Do You Conduct a Disaster Response Review? A Disaster Response Review involves asking targeted questions to a targeted audience or group, to gather feedback and the information you require. A Disaster Response Review can be broken into two types: Congregational Public Congregational Disaster Response Review Congregational reviews should be facilitated by the Council Chair, Pastor or other nominated person. The review entails analysing how effective the organisational structure, planning and implementation of the disaster response was from the DRT and congregation s perspective. Questions would be aimed at the DRT, congregation and volunteers and will focus on leadership, information management, ability to carry out activities, volunteer satisfaction etc. Congregational reviews can take the form of a short meeting, where people involved in the response efforts of the church can discuss the response activities, if the outcomes were achieved, and how respondents felt about their ability and proficiency to complete their assigned tasks. Public Disaster Response Review The DRT is responsible for ensuring that a Disaster Response Review is conducted post response. The Public review requires analysing how effective the church s response activities were in supporting people outside the church, for example, the LDMG, local organisations and people impacted by the disaster. Questions will be aimed at the LDMG, NGOs, community groups and members of the public that the church interacted with and will focus on types of services required, access to services, satisfaction with the services provided and experience of interaction with the church and volunteers. Version 1.0 Page 18

21 Public reviews can be done by survey or other suitable means of obtaining feedback. It is important to ask for feedback as soon after the cessation of response activities, as possible. Version 1.0 Page 19

22 What we need to know Dealing with people affected by disaster requires a multitude of abilities (e.g. first aid training), knowledges and licenses (e.g. Blue Cards). It is optimistic to assume that all the necessary knowledge and abilities are available in any and all congregations. Below is a list of activities, together with very limited guidelines. In the event that a congregation intends to carry out some of these activities it is necessary to obtain the necessary training during the preparation phase. Guidelines for ministering to people who have experienced trauma First of all, pray, individually and corporately. Provide a calming, listening presence Validate people s experiences and reactions Refer to other agencies where necessary (counsellors, psychologists, local doctors) Promote positive coping skills. Be an authoritative source of information o Be informed with solid, verifiable information o Do not promote rumours or hearsay Continue to provide worship services, even in the midst of chaos o The church is often a source of stability for people. Continuing to worship helps in that sense of stability o Worship should include celebration and mourning o Be prepared for those who may not have worshipped there before, who are searching for answers. o Consider the use of other rituals (Candle-lighting, prayer vigils) to help people cope. Host storytelling sessions. This can be very helpful in the healing process. No longer than 1 ½ hours. Guidelines for Managing Donated Items When responding to a disaster, primary consideration should be given by the church to appeal for funds that can be used to purchase items that are identified, as a community need. This is a preferred and highly recommended course of action, as sustaining local business following a disaster is vital to the recovery of a community To ensure that appeals made for assistance are meeting the needs of the community, appeals for donations should be based on information received from the DRT, in collaboration with the LDMG. All donated clothing items, furniture etc. should be managed through a central point, being the nominated service provider as identified by the LDMG. If items are to be distributed out of your church, please ensure this is done in collaboration with the relevant LDMG service provider. Note that the management of donated items will require additional manpower and space. The congregation needs to assess the availability of these if it intends to support other service providers in this way. Version 1.0 Page 20

23 The DRT Administration Coordinator is responsible for maintaining database of all assistance provided using donated goods or funds. Guidelines for Managing Donated or Supplied Foods Why Food Safety Matters The risk of food poisoning is an important issue to consider by any Churches contemplating responding by preparing meals or accepting prepared meals that have been donated in a disaster, for distribution to volunteers or members of the community affected by a disaster. The health of our disaster volunteers is vital as they respond to a disaster and likewise, the health of the members of the community affected by a disaster is of great concern to avoid any extra hardship as a result of food poisoning. Some specific food safety issues to consider in a disaster situation are: Even if donated food is prepared safely in the home, emergency services, churches or other organisations assisting in a disaster, cannot always guarantee safe storage, handling and distribution of donated ready-to-eat food in disaster conditions. For example, there may not be access to a reliable refrigerator or space in available storage facilities, or clean running water for hand washing that would be required to ensure food is safe to eat. Food poisoning bacteria are often naturally present in food, even if the food looks, tastes and smells normal. Some donated foods, such as sandwiches with cold meats, smallgoods, soups and casseroles, can quickly become unsafe when not refrigerated or eaten immediately, especially in warm weather. Food Safety Guidelines A copy of the Queensland Government Guidelines for handling food in a disaster, Queensland Health publication titled Food safety in Queensland - Food safety in emergency evacuation centres is available online Should any of the congregation be considering distributing or accepting meals, it is recommended that consideration be given to reviewing and adopting the full set of guidelines contained in the publication. Excerpt from Section 9 of the publication relating to managing donated or supplied foods reads as follows this information should be managed in the context of the full publication: Food can be donated provided it is safe and suitable to consume and it complies with the requirements of the Australia and New Zealand, Food Standards Code, including any relevant labelling and compositional requirements. Foods donated by large organisations and businesses When food is donated by large organisations or businesses, ensure the following is checked: food packaging - ensure food packaging is not damaged and there is no evidence of contamination e.g. tins are not dented or bloated; packaged food is not open or dirty from exposure to floodwater use by/best before date - ensure food received is within the use by/best before date, with sufficient time to safely use the food items donated Version 1.0 Page 21

24 temperature - if potentially hazardous*, the food is received at 5 C or colder, 60 C or hotter, or frozen to the touch if food is partially defrosted, check it is still under temperature control and treat as a chilled food if food is not under temperature control but has a documented temperature history that shows it has been out of temperature control for less than four hours and you are able to use the food immediately (e.g. sausages to be cooked on a barbeque), accept the food but use it within the total four-hour time frame if food is not under temperature control and has no documented temperature history, politely refuse the food. Alternatively, if the evacuation centre is adequately resourced, accept the food and arrange for disposal so the food will not be offered elsewhere. *For information regarding hazardous foods, refer Food safety in Queensland - Food safety in emergency evacuation centres document which is included in the BMA Disaster Response Pack Food donated by individuals and charitable organisations When foods are donated by individuals or charitable organisations, the same requirements apply as outlined above. However, if the items donated are potentially hazardous foods that have been cooked or prepared by individuals, care needs to be taken before accepting these foods. If it s not known where or how the food was prepared, if there is no labelling or temperature history (if not under temperature control) or information about how the goods have been packaged, these goods should not be used. It is recommended that goods should be accepted (as refusal may offend) and arrange for disposal. This will also ensure the goods are not offered at any other location. It is recommended that food donations, particularly from individuals, are not encouraged. Advise people that they can donate in other ways e.g. money Volunteer Management In times of disaster volunteers are a valuable resource, providing much needed manpower to assist with disaster recovery and response efforts. The following section is provided to assist DRT s to provide their volunteers with a positive volunteering experience. Churches should note that management of volunteers should be compliant with the LCAQD Volunteer Policy which is administered by the Professional Standards Unit. Before Deployment It is essential that volunteers complete all necessary documentation and meet all requirements according to LCAQD policy for managing volunteers, before their deployment as volunteers with the church. Churches should also ensure that volunteers have completed the working with children check and hold a valid Blue Card where deployment will involve working in an environment where children will be present. Vibrant Volunteering Volunteer retention is a problem experienced by many organisations. Churches can create a vibrant volunteering culture by recognising the value of their volunteers. This is done by: utilising their unique gifts and talents including them as a valued member of the team Version 1.0 Page 22

25 supporting the people who are supporting others celebrating their efforts Volunteer Matching Increase the opportunity for volunteer satisfaction by matching volunteers to the right task, providing them with opportunity to utilise their gift, talents and skillset. Every volunteer brings a unique set of strengths to the tasks, by utilising these the impact is greater: less time is wasted, where a volunteer can step in and know what needs to be done waste of resources is reduced, where a volunteer has experience and knows how best to use the resources the quality of work is enhanced, where a volunteer brings their experience the safety of volunteers is enhanced, where volunteers are experienced with the type of work being undertaken, there is also a greater awareness of any associated risk with the tasks being undertaken volunteer satisfaction is increased, where the volunteer is able to utilise their talents and skills to meet the needs of others One Team, One Purpose The challenge of working with volunteers in a disaster setting is that for some, this may be the first time that they have worked together. Very quickly, the DRT will need to bring together a team of people, who may never have met before, who will be capable of working well together. Therefore, creating a team culture where everyone is valued as a members of the team is essential. This can be done by: Honouring each other as a child of God, gifted with a unique set of gifts Praying together as a group, bringing God to the situation, recognising that the work being done is for God s glory and not the individuals Embrace differences and focussing on the common purpose of taking Christ to a hurting community Give volunteers a voice collaborate and communicate Create opportunities to laugh and have fun together The vision of one team for one purpose will be the bond that brings the team together. Supporting Volunteers Volunteers working in disaster response are working in challenging environments, often putting aside their own needs. Additionally, as members of the affected communities, it is likely that they too will be impacted or know someone who has been impacted by the disaster. It is therefore important that the local church disaster plan includes provision to provide support for the wellbeing of volunteers in the church who will be responding to the disaster. The International Federation of the Red Cross recommend the following to support volunteers and help prevent volunteer burnout: Ensure reasonable working hours and conditions for volunteers Prepare job descriptions or make clear what is expected Version 1.0 Page 23

26 As far as possible, prepare and train volunteers for their task in the field Check in with volunteers to see how they are coping during the emergency response Have regular team meetings during the emergency to check in with the team and offer support Encourage volunteer work to be carried out in pairs (Set up peer support or buddy systems) Offer information about stress and its impacts Encourage good coping strategies Support volunteers who have experienced especially difficult events Show appreciation and let volunteers know they are valued members of the team. Celebrating Volunteers In times of great stress and pressure, it can be easy to overlook the great work being done by volunteers and it is sometimes only months after the event that thanks is given, through a community social event. Volunteers are often at the front -lines, experiencing first-hand the stories and impact that the disaster has had on people s lives and quite often on their own too. To sustain them in these difficult times it is important to recognise their contribution, praising effective work at the time it takes place. This kind of recognition is more important than any social event that might be held later. While some volunteers don't care for big recognition events and find their satisfaction in the work they do and the feedback from those they work with, recognition should none the less still be provided. This can be recognition in a newsletter, a note from the Church council or someone in the community that they have worked with or supported, or a 'promotion' to a more responsible volunteer assignment. Volunteer recognition can be public or private and should be appropriate to the person and their contribution. Most of all, it should be honest and demonstrate some particular insight into what that person has done. By caring for volunteers, being aware of their needs and celebrating their achievements, a team of volunteers will be developed who are not only passionate about serving, but in providing them with satisfaction in service, the church will develop a valuable resource of volunteers, experienced in disaster response and recovery, will to serve again and again. Version 1.0 Page 24