2014 CDEM Group Welfare Forum - Summary
19-20 March, Aotea Centre, Auckland
The 2014 CDEM Group Welfare Forum brought together 80 CDEM professionals from across New Zealand.
Interactive discussions in concurrent breakout groups were facilitated on some of the key issues being
considered in the revision of both the Director’s Guideline Welfare in an Emergency [DGL 11/10] and the
Guide to the National CDEM Plan, as follows:
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Session 1: Roles and Responsibilities of Group Welfare Managers
Session 2: Standardising Terms of Reference for Welfare Coordination Groups, and improving links
between local-regional-national welfare
Session 3: Welfare Plans and Planning
Session 4: Welfare Sub-functions that CDEM is responsible for
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Needs assessment
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Registration
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Household goods and services
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Shelter and emergency accommodation
Session 5: Welfare in Response and Recovery - ECCs, EOCs, and CDCs
Session 6: Capability Development requirements of Welfare Managers.
Questions were posed under each session topic (listed below). The following notes summarise the
discussions and suggestions made at the Forum.
Session 1: Roles and Responsibilities of Group Welfare Managers
1. In terms of the role and responsibilities of Group Welfare Managers as outlined in the Draft
Revised National CDEM Plan a. How significant a change (or not) would this be for your CDEM Group?
b. What is the most significant challenge or concern?
2. Thinking of a standardised Job Description for welfare managersa. What are the pros and cons of standardised JDs?
b. Do you currently have a formal JD for welfare managers?
c. What are the top 10 things that should be captured in a Group Welfare Manager JD?
d. What are the top 10 things that should be captured in a Local Welfare Manager JD?
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Recognition that the size of the Group Welfare Manager role (as outlined in the Revised National
CDEM Plan) has increased.
Standardisation of the role is welcomed.
The role requires recognition, structure, support, funding and training.
Filling this role is a significant challenge for smaller CDEM Groups/unitary authorities.
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A Group Welfare Manager Job Description will provide consistency and accountability and also
allow for training.
A standardised JD could enable easier deployment to other regions during response
Flexible application of the JD is required (regional, urban/rural district), with core competencies
and the ability to add local identity as required.
Some CDEM Groups and territorial authorities have a current JD; many use the Welfare Director’s
Guideline for direction.
Session 2: Standardising Terms of Reference for Welfare Coordination Groups, and
improving links between local-regional-national welfare
1. In terms of standardised Terms of Reference for Welfare Coordination Groupsa. What are the pros and cons of standardised Terms of Reference?
b. Where should it be on the continuum between “very detailed” (e.g. draft agendas, meeting
frequency, other practice and process) and “high-level, strategic” (purpose and role only)
2. The Draft Revised National CDEM Plan sets out the basic governance structure for Welfare
Coordination Groupsa. How do you take that and apply it to your Group? (in terms of agency involvement, meeting
frequency, sub groups, sub functions, etc.)
b. How would it differ for a small population and a large population? If so, how?
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A standardised Terms of Reference (TOR) for Welfare Coordination Groups (WCG) will provide
clarity and consistency, cross-boundary capability, a common understanding of individual roles
and engender commitment.
TOR to include purpose and role with a focus on what and why, not how.
A TOR that is too prescriptive may lead to a lack of innovation; a TOR that is too strategic could be
open to interpretation.
TOR to include minimum guidelines, e.g. minimum meeting frequency, processes for new member
induction and information dissemination.
Allow for flexibility of WCG membership in different contexts (rural versus large urban centre).
TOR to address the 4Rs and not focus solely on response.
WCG to revisit TOR over time.
The basic governance structure for WCG (as set out in the Revised National CDEM Plan) will be
useful to maintain the engagement and commitment of members.
Agencies at CDEM Group level need to understand the commitment at the local level; variation in
capacity - not possible for all mandated agencies to be represented at both levels (smaller
populated areas).
Utilise subgroups to include a wider range of agencies engaged in WCG; consider community
profile and vulnerabilities.
Clearer lines of communication are required between national, regional and local welfare
managers; improve communication between NWCG and WCG.
Utilise technology to connect across region/district and between regions (Group Welfare
Managers) and to keep costs down; online portal/forum for welfare managers.
Local and Group responsibilities could be combined in smaller regions.
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Support for a regular welfare manager forum; possibility of more engagement when
implementing changes e.g. Welfare Services in the Revised National CDEM Plan; suggestion of a
roadshow.
Support ongoing attendance of MCDEM Regional Emergency Management Advisors at WCG
meeting, to provide national updates.
Stronger relationship between the National Welfare Manager and Group Welfare Managers; to
attend each WCG on a two-year rotation for national overview.
Suggestion for Local Welfare Managers to attend WCG meetings and attend own forum.
Exercises – join with neighbouring CDEM Groups; ensure there are welfare injects.
Session 3: Welfare Plans and Planning
1. In terms of plans and planning (e.g. process, involvement, coordination, roles and
responsibilities, key content, signoff, etc.)a. What is needed at a Group level?
b. What is needed at a Local level?
c. What do you currently have in place?
2. Would you like to see standardised templates for a welfare plan in the revised Welfare in an
Emergency guideline?
a. What should the templates contain?
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Welfare plans to be comprehensive and plan across the 4Rs, not merely response/CDC focussed,
with a consistent purpose.
Local welfare plans to be based on community needs, with a bottom-up, hazards-based approach
- what is the social impact?
Group Welfare Plan must be signed off by CEG and not just WCG.
Group Welfare Plan – what needs to be done; consistent systems; roles and responsibilities;
reflects national arrangements and links with the CDEM Group Plan; consider cross-boundary
(region) planning.
Local Welfare Plan – how to achieve it; flexible delivery; roles and responsibilities; reflects Group
Welfare Plan; operational tasks close to BAU responsibilities to enable ease of transition; include
resources, contacts, process maps, checklists, detail actual delivery arrangements.
If no local level structure, then local level responsibilities to be specified in the Group Welfare
Plan.
Consistency in terminology, reporting, forms, and using standardised templates for: standard
operating procedure (SOP), debrief process, de-escalation process (return to BAU).
A Welfare SOP could be included as part of the Welfare Plan or as an appendix; any supporting
plans to be referred to in the Welfare Plan.
Consider escalation/scalability of response when Welfare planning e.g. plan for an influx of
displaced people into a region/community from outside that area.
Consider also Welfare as part of the Recovery Plan.
Civil Defence Centre capability – e.g. will the CDC offer full welfare services, shelter or
community/info centre only.
Welfare plans require regular review for currency and to reflect experience of recent events – set
criteria.
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Session 4: Welfare Sub-functions that CDEM is responsible for
Needs assessment
1. In terms of needs assessmenta. How do you currently do needs assessment in your area?
b. How can we provide a coordinated needs assessment process? (meaning a holistic approach
whereby an individual, family or household is supported by coordinated assessment(s) and
coordinated delivery of services as a result of the assessment?)
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Requires standardisation and a coordinated process, to ensure not repetitive/duplicated.
Current methods:
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paper-based questionnaire then data entered at ECC;
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door knocking by trained personnel with emergency services, building inspectors etc. using a
rapid impact form;
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using EMIS – national consistency;
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neighbourhood support database, including assets (e.g. generator);
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excel spreadsheet;
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use Community Response Teams – empower community to assist with own response;
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manual process – agencies meet, assign tasks and report back.
Consider storing key documents on a mobile storage device – then can have them at hand in the
field.
Challenges - tourists, differing locations and characteristics of communities; resources - funding
equipment (IT);
How will information be recorded and shared if other agencies or internal business units are not
using EMIS?
Under resourced in this area during previous events.
Start triage in CDC, then provide for comprehensive needs assessment later.
Understanding of community vulnerability ahead of time important.
Risk based assessment as part of “readiness” enables rapid, effective response; working with local
communities/agencies; building relationships during readiness to assist with coordinated
response.
Privacy concerns – sharing data.
Case management system required.
Registration
2. In terms of registrationa. Do you have adequate arrangements in place to enable the use of the Welfare Registration
Form in EMIS?
b. Do you have adequate arrangements to manage registration data?
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Some unfamiliarity with EMIS; lack of information and training; some using other systems.
Some limited capability to use the CDEM EMIS Welfare Registration Form – intensive training
scheduled.
Some well trained and resourced in EMIS; training extended to WCG.
Challenges - limited internet access (rural) or power availability; local level capacity;
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Internet/power availability – requirement for paper-based backup.
Multiuser feature very useful.
Registration doesn’t always occur in a civil defence centre.
Data entry – capacity from other agencies.
Other agencies need access to registration/needs assessment data.
A policy outlining the length of time and method to store registration data needs to be
considered.
Household goods and services
3. In terms of the provision of household goods and servicesa. How does it work in your area?
b. What are the main issues or areas of difficulty?
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Use of Community Response Plans – communities are prepared.
Financial management clarification required – declared versus non-declared emergencies.
Arrangements/agreements in place with local businesses and service providers.
Remote/isolated communities – enough supplies to support themselves.
Engaging vulnerable communities.
Use local agencies/local networks, BAU relationships e.g. Federated Farmers, Rural Support Trust,
Land Management Officers (council).
Avoid donated goods.
Consider preparing shopping lists for household goods for isolated communities and households
sheltering in place.
DHB - pop up centres, part of local welfare plan arrangements.
Logistics function (EOC) will distribute (and source if required).
Shelter and emergency accommodation
4. In terms of shelter and emergency accommodationa. How does it work in your area?
b. What are the main issues or areas of difficulty?
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Avoid CDC’s as accommodation centres if possible; use commercial providers e.g. motels, B&Bs,
campgrounds, hotels; use i-Site to find accommodation; relationships and agreements with local
marae – include in Community Response Plans;
Important to provide for sheltering in place where possible (may be possible with support e.g.
provision of household goods and services)
Knowledge of community makeup important – implications for catering, sheltering, emergency
accommodation.
CDC exit strategy required – if sheltering/emergency accommodation in a CDC.
Challenges – transition from emergency to temporary accommodation; mass evacuation; receipt
of evacuees; seasonality – tourist population; isolated communities; infrastructure failure.
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Session 5: Welfare in Response and Recovery - ECCs, EOCs, and CDCs
1. How should the welfare function work in an ECC (Group) in response or a Group Recovery Office
during recovery?
2. How should the welfare function work in an EOC (Local) in response, or a Recovery Office (if
established) during recovery?
3. How should we engage ‘support agencies’ (i.e. those directly involved in welfare) in response to
ensure coordination? (without sitting in meetings all day!)
4. In terms of setting up and running a Civil Defence Centrea. How comfortable are you with your arrangements?
b. What are the main areas of concern or difficulty?
c. Do you have some good and/or well-practised examples we can use?
d. How much detail would you want on setting up and running a Civil Defence Centre in a
revised guideline on welfare?
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ECC = coordination function; EOC = operational;
Welfare as important aspect of recovery (social), from the beginning; recovery ‘at the same table’;
welfare as a continuum, response -> recovery; smooth transition required;
‘Welfare’ should be retained rather than SETG (Social Environment Task Group)
Welfare function:
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as a standalone function in ECC/EOC and in Recovery Office, but very closely connected;
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welfare function involved in EOC/ECC planning, analysis, priority identification, monitoring
and reporting;
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Monitoring and identifying potential issues/needs;
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SOP for WCG – understand the response procedure;
Group Welfare Manager (in ECC/Recovery Office):
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will require stronger networks/relationships with support agencies under new arrangements
(National CDEM Plan)
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to work in ECC during response and recovery;
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coordination and communication role;
EOC:
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information provision to ECC;
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information gathering – community response teams; council call centre;
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assessing immediate needs/priorities;
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understanding risks and needs at the community level and what resources/agency support is
available to address these;
Local Welfare Manager (in EOC/Recovery Office):
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facilitate Local Welfare Committee – information sharing, decisions on priorities and actions;
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oversight and coordination of all CDCs;
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coordinating and tasking welfare staff, outreach staff; shift management;
Community training programmes – build awareness, resilience and capability;
Welfare support agencies:
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briefed; keeping welfare agencies informed, even if not involved (in event); identifying key
agencies (event dependent); teleconferences or meet as required – must be well coordinated;
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access to EMIS (at own desk);
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regular training and exercise programmes, especially using EMIS;
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MOU for support to response; agencies aware if their responsibilities;
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provide clear requests for information;
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initiating an agreed response plan rather than convening;
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valuing and acknowledging key agencies’ expertise, will encourage participation;
CDC:
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Clear exit strategy required – return to BAU;
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Provide welfare kits to main centres;
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Plan and agree location with the community; support the community to help themselves;
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Use Public Information Management to inform of CDCs operating;
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Centres with different functions – full welfare services; information only; shelter;
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What do people assume/understand will be available at a CDC?
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Avoid using schools – return to BAU (children back at school asap);
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Welfare DGL – provide templates in a toolkit rather than DGL, can pick and choose;
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Some good examples from Christchurch – community led and operated centres;
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Less emphasis on CDCs, more on community and roles of all agencies/organisations.
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Session 6: Capability Development requirements of Welfare Managers
1. What capability development is currently provided for welfare managers in your Group?
2. What further capability development is needed for welfare managers to enable them to carry
out the roles and responsibilities of welfare managers as stated in the ‘Draft Revised National
CDEM Plan’?
3. What other support structures might be useful for welfare managers?
4. What is needed for support agencies in terms of capability development?
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Levels for capability development: Group Welfare Manager, Local Welfare Manager, CDC
Supervisor, community level.
No specific, formal training available for Welfare Managers, Group or Local (other than Unit
Standards); RAPID?
Annual welfare forum (like this one);
Group Welfare Manager network/cluster/platform; shared learning/experience; resources on
EMIS – document library in Global Docs, Lists;
Training for Welfare Managers:
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Provide strategic training, currently task oriented;
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Welfare training pathway/package – national standard; consistent (deployment);
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Core competencies; EOC; action planning; relationship management; facilitation; staff
wellbeing; media; transition – response to recovery; conflict resolution; leadership;
communications; training provision;
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Exercise programme – welfare specific, regular;
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Alternate welfare managers;
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Include Group Welfare Manager and Local Welfare Manager roles in Integrated Training
Framework (ITF) and EOC training - could the Resilience Fund be used e.g. to expand the remit
of the ITF?
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Utilise webinars, teleconferences; Listserv; Local Government on-line; roadshows; regular
forums – North and South Islands; CDEM Group clusters – hazard/geographically based; guest
speakers; utilise EMIS to communicate in BAU;
Support structures required: Welfare manager included in BAU job description; participation in
emergencies (other districts/regions); acknowledgement/recognition e.g. by CEG; accreditation;
time allocation/capacity/resourcing; clusters for operational effectiveness and efficiency;
Consider the timing of capability development opportunities – may need to be weekend;
Consider cross-boundary (region) collaboration opportunities for capability development;
Support agencies:
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Include, ask, don’t assume you/they know roles etc.; welfare managers to develop good
understanding of welfare agencies’ core business, resources, strengths, weaknesses; clarity of
requirements;
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Training – e.g. CIMS, EMIS; WCG induction; exercise programme with EOC/ECC/WCG;
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Succession planning and alternates.
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