chapter 5: support strategies 5... · web viewknow your audience and gear your presentation to its...

Chapter 5-Support Strategies 5-1

CHAPTER 5: SUPPORT STRATEGIES

In the previous Chapters and Sections the main elements of the Waterberg District Municipalities Disaster Management Plan have been explained. These strategies and plans are the main elements as they should influence and direct how we plan to mitigate, respond, recover and reconstruct in the event of disasters.

These plans can however not be successful if it is not supported with the required structures, equipment, community participation and management structures.

The aim of chapter 5 is to describe those strategies that will support the Waterberg District Municipality to achieve what is set out to achieve in the event of a disaster.

The support strategies chapter will address the following supporting aspects:

Section 1: StructuresSection 2: Optimum Utilisation of Resources Section 3: Training, Community Participation and Awareness ProgrammeSection 4: Disaster Fund ManagementSection 5: Quality Assurance and Technical Assistance

WDM: Disaster Management Plan - Ref: Ch 5 hh 25-May-23 12:56 AMExpectra 25 (Pty) Ltd


SECTION 1: STRUCTURES

1. Disaster Management Response Structures on Occurrence of Disaster

International AidAgencies

MinisterResponsible

National DisasterManagement

Centre

Provincial DisasterManagement

Centre

Waterberg DistrictMunicipality

DisasterManagement

Centre

MunicipalManager

All GovernmentDepartments

Applicable

TV, Radio, MassMedia, Internet.

etc.

Control rooms of RolePlayers involved or

influenced by Incident,NGO’s, Hospitals

Fire andAmbulances

Police ControlRoom

TechnicalStandby/alertPreventativeevacuationInfrastructurerestoration

PoliceStandby/alertCordoning offPreventativeEvacuationLaw & OrderRumor ControlTraffic Control

Fire BrigadeStandby/alertPreventativeEvacuationSearch & RescueMedical Aid

OthersStandby/alertPreventativeEvacuationDisposal of deadCarcass removalTemporarysheltersHealth &Sanitation

Site Operations

Support/ Authorisation/ FundsSupport/ Authorisation/ Funds

Report/Authorise/Monitor

Report/Authorise/Monitor

Information/Seek Authority

Public Information

Instruct/Co-ordinate/Monitor

Public Infromation



2. Disaster Management Early Warning Structures

International AidAgencies

MinisterResponsible

National DisasterManagement

Centre

Provincial DisasterManagement

Centre

Waterberg DistrictMunicipality

DisasterManagement

Centre

MunicipalManager

Meteorological.Health, Police,Environmental,

Water & Forestry,Transport,Housing

TV, Radio, MassMedia, Internet.

etc.

Control rooms of RolePlayers involved or

influenced by Incident,NGO’s, Hospitals

Fire andAmbulances

Police ControlRoom

TechnicalStandby/alertPreventativeevacuationInfrastructurerestoration

PoliceStandby/alertCordoning offPreventativeEvacuationLaw & OrderRumor ControlTraffic Control

Fire BrigadeStandby/alertPreventativeEvacuationSearch & RescueMedical Aid

OthersStandby/alertPreventativeEvacuationDisposal of deadCarcass removalTemporarysheltersHealth &Sanitation

Site Operations

WarningWarning

Warning/ Report occurence

Warning/ Report occurence

Information

Information

Preparedness/alert

Information



SECTION 2: OPTIMUM UTILISATION OF RESOURCES

TABLE OF CONTENT

1. Conclusions2. Resources List of Role players in Disaster Management for Mitigation and

Prevention phase, Response phase, Recovery and Reconstruction phase.3. Maintenance and Updating of the Database and Information

1. CONCLUSIONS

During the assessment of the risk and vulnerability analysis it became clear that the present captured resources of Waterberg District Municipality alone are not enough to respond to a major disaster. Further, with the joint resources in the Municipalities surrounding the Waterberg District Municipality, it had never been planned and tested that these resources would be sufficient in quantity or in quality for a major disaster. It is thus proposed that, given the findings of the Risk Analysis and Vulnerability Assessment of this study, an evaluation exercise based on a worst-case scenario be done. One of the objectives of this exercise should be to determine whether the combined resources of the Waterberg District Municipality, plus that available at Limpopo Province and at National Level, can mobilize the required quantity and quality of the required type of resources in time to respond to disasters.

The disaster incident and the response to this will determine the resources required and the organizational structure for disaster management concept for Waterberg District Municipality Responsibilities for the procurement, maintenance, use and implementation of resources will then have to be determined.

All current data should be captured on a Geographical Information System (GIS), where access to the GIS is given to responsible parties. This integrated GIS system should be available at the Waterberg District Municipality and it should be further developed to serve as a Strategic and Operational Decision Support Tool for Disaster Management.

When capturing the present data it is imperative that data be updated every 3-6 months and that all data is always correct and no occurrence of incompatible data ever allowed.

A list should be developed when an evaluation exercise is done based on the worst case scenario as previously proposed for all phases of disaster management. Some of the potential categories of resources that should be included in the Resource List for Disaster Management are:

Early Warning or Alert Systems:

List of Equipment with peripheral required for early warning or alert systems.

Stores where backup equipment is held in case of damage to standing structures



Evacuation of Casualties, Dead and Persons in Distress Systems

Places of possible evacuations (to and from)

Routes of evacuation (current and alternatives)

Transport for the evacuation process so that it commences quickly and efficient with the least amount of loss of life, property and stress.

Lists of people, equipment, and life support requirements such as food, water, clothing, and emergency accommodation that can be used by volunteers to help in the evacuation process.

Victim Support Groups. The places where victims of a traumatic disaster can be counseled should be located on the GIS and the contact detail included in the database.

List of Volunteers, NGOs and other Relief Organizations

A Volunteer system for disaster relief should be developed and the contact detail of Volunteer organizations with contact detail should be placed on the Resource List

The equipment and procedures to identify and register Volunteers for disaster relief should be developed. This should include such aspects as:

o A fluorescent garment to identify relief workers from others.

o A protective helmet to distinguish between Volunteers and other relief workers. The system used in the Hard Hat Industry should be investigated.

o Possible tools as standard equipment for Volunteer relief workers.

o The procedures to register and control Volunteers have to be developed.

o A system of remuneration or acknowledgement of Volunteers should be developed.

List of Areas to be Utilized for Disaster Relief efforts.

The following areas have been identified in the risk Analysis and Vulnerability Assessment for the Waterberg District Municipality, with their appreciated risk for disasters. These areas can be used for emergency relief operations, and should thus be included on the GIS and data base as resources for disaster management:

Churches: (low risk)

Schools: (medium risk)

School hostels



Public halls / theatres: (medium risk)

Large shopping malls: (high risk)

Emergency Supplies.

The places of temporary shelter/housing with proficient blankets, water, medical and food supplies for certain amount of people for a certain amount of time; while situation is being cleared should be determined and registered in the Resource database.

Water, Electricity and Gas.

The list of responsible people and control measures should be included on the database.

A Radio Amateur Civil Emergency Services (Races)/HAMNET should be implemented.

RACES should primarily be created to provide emergency communications for civil defence and disaster management preparedness agencies. RACES can be employed during a variety of emergency/disaster situations where normal governmental communications systems have sustained damage or when additional communications are required/desired. The contact detail of these resources should be included in the database, the available back-up equipment for communications, and the infrastructure included on the GIS.

Hospitals / Clinics / Ambulances / Counseling Centers (State and Private).

The following list of all facilities and equipment whether private or public, should be included in the database, and displayed on the GIS:

Amount of Beds/ how many can be accommodated and in what degree of necessity of accommodation.

List of Doctors.

Amount of Blood banks and equipment.

Ambulances/Contracted Ambulances with equipment in degree of severity.

Number or personnel in all cases of emergency (dentists, emergency operating doctors, nursing staff, cleaners, etc) with leave structure and responsibilities.

Private Fire Brigades/Services.

The assets and contact detail of the Private Fire Brigades/ Services that could be contracted during disasters should be included.

Private Aviation Companies.

The contact detail of private aviation companies that could support with disaster relief should be identified.



Private Engineers/Contractors.

The contact detail of private engineering contractor companies that could support with disaster relief should be identified.

Private Recovery Services.

The contact detail of the private recovery services that could be utilized to support with the tow-away of motors and heavy vehicles should be identified.

Risk Areas.

The risk areas as identified in the Risk Analysis and Vulnerability Assessment should be included on the GIS.

Chief Inspector of Explosives.

The contact detail of the Chief Inspector of Explosives should be included on the database.

Department of Labor’s Occupational and Health Inspectors.

The Inspectors of the Department of Labor’s Occupational Health and Safety Section has a role to play during disasters. According to Article 24 of the Occupational Health and Safety Act, accidents should be reported to the Department of Health, and certain restrictions are applicable on the scene of the incident for later investigations

Department of Water Affairs for Water Contamination.

When a disaster occurs where the water sources are contaminated, the Department of Water Affairs should be contacted. The contact detail of the section involved should be obtained.

Civil Aviation Authority.

The contact detail of the Civil Aviation Authority should be included for aviation-related accidents and disasters.

Applicable Sections in Government Departments at National and Provincial Level.

The Contact detail of the applicable Sections in Government Departments at national and provincial level, and that is responsible for the indicated tasks, should be included in the database.

Ministry/MEC of Education: Restoration of educational facilities.

Ministry/MEC of Agriculture: Work with appropriate national and provincial government agencies to ensure humans are protected against animal and plant diseases through monitoring and control measures. Maintain food/water stockpiles for redistribution. Co-ordinate allocation of feed stuffs for commercial farm animals and



arrange for distribution as necessary. Arrange for slaughter of injured farm animals and disposal of carcasses (including household pets). Develop a public information plan for food and extension support services for the agri-food sector requirements, including human resources. Maintain contact with the national government, provincial ministries, and private industry, including processors, distributors, and retailers.

Ministry/MEC of Justice: Establish and maintain legislative policy to address recovery and reconstruction from a catastrophic event. Through the Provincial Emergency Program serve as the point of contact for requests for recovery and reconstruction assistance from and to local government and the Government, unless otherwise specified in intergovernmental agreements.

Ministry/MEC of Finance: Provide risk management services in respect to possible compensation and liability claims. Promote legislation addressing recovery and reconstruction from a catastrophic event and work with other jurisdictions where feasible in promoting such legislation. Maintain ongoing liaison and contact with appropriate public and private agencies to improve co-operation among agencies and to ensure familiarity with their recovery and reconstruction plans. Arrange the assignment of suitably qualified public employees from various ministries to special recovery and reconstruction phase of a catastrophic event whenever feasible. Work with federal entities to expedite the provision of financial and other assistance to citizens who have experienced a loss. Work with the private sector to expedite the restoration of businesses and residences in the recovery and reconstruction phase. Co-ordinate with appropriate municipal and national entities to expedite the provision of financial and other assistance to municipalities and businesses which have been damaged. Provide technical advice on recovery and reconstruction to the Strategic and Corporate Communications branch.

Ministry/MEC of Health: Restoration of medical facilities. Address the psychological aspects of the aftermath of a catastrophic event affecting both citizens and provincial and local government employees. Maximize government resources available to deal with stress management in a catastrophic event. Arrange with the National Health Department for government support.

Ministry/MEC of Provincial and Local Government: Encourage and assist local government and private sector entities in the development of business continuation plans which address recovery and reconstruction issues. Work with local authorities to expedite the restoration of private sector businesses and residences in the recovery and reconstruction phase. Co-ordinate with appropriate municipal and federal entities to expedite the provision of financial and other assistance to municipalities and businesses which have been damaged. Work with local authorities to facilitate and encourage the re-establishment of government services and necessary utilities in locations required whether on private or public property. Work with local authorities to assist citizens and private sector businesses in re-establishing normal activities and operations as quickly as possible.

Ministry/MEC of Labor: Assist citizens and private sector businesses in re-establishing normal activities and operations as quickly as possible. Complete the post disaster enquiry as soon as possible and authorize the disaster area to be recovered and reconstructed.



Ministry/MEC of Transport: Co-ordinate and arrange for transportation resources. Work with appropriate local and national entities to facilitate the restoration of roadways and utilities.

Ministry/MEC of Welfare: Where appropriate, assist government agencies to expedite the provision of financial and other assistance to citizens who have experienced a loss. Address the longer-term psychological aspects of the aftermath of a catastrophic event affecting children and families, youth that are not accompanied by a guardian or custodian, and adults with mental handicaps and special needs.

Ministry/MEC of Housing: Develop an inventory of available public and private buildings that can be used to house government services in the event of a catastrophic event. Demolish government facilities, when necessary, as expeditiously as possible. Provide systematic detailed damage assessment inspections of government owned and leased facilities on a priority basis to the RRG. Co-ordinate debris disposal with the Ministry of Environment and the Ministry of Transport. Co-ordinate the allocation of construction and engineering resources to the repair of older buildings and the construction of new ones. Arrange for long term housing as soon as possible. Maximize available housing stock by protecting residents of government housing or subsidized housing from unwarranted displacement and financial hardship as a result of unlawful actions by landlords. Arrange fro national government support.

Ministry/MEC of Water Affairs and Forestry: Provide the infrastructure for the recovery of the water systems in the affected areas. Provide the support to ensure that water sources are not affected/contaminated, or where it had been contaminated, that the water sources can be purified or restricted.

Ministry/MEC of Land Affairs: Provide the support to ensure that land are not affected/contaminated, or where it had been contaminated, that the land can be decontaminated. Where land had been contaminated, access to this land should be restricted.

ESCOM: Work with appropriate local and federal entities to restore electrical utilities to pre-catastrophic event or better levels and plan for temporary alternate sources of electrical power.

TRANSNET, SPOORNET, AND METRORAIL: Restore rail facilities and services. Provide priority movement of recovery and reconstruction personnel, equipment and supplies.

South African Telecommunications Regulating Authority and TELKOM: Provide technical advice and assistance on the acquisition of telecommunications equipment, systems and computers. Formulate and maintain a vital records protection and retention plan as part of the business continuation planning process in order to provide protection of government documents and information required to resume normal operations after a catastrophic event.

South African Police Service: Provide assistance to the Community in ensuring the safety of the population and their belongings during all phases of the disaster.



South African National Defense Force: Provide assistance to the SAPS in ensuring the safety of the population and their belongings during all phases of the disaster. Provide Disaster Relief and support as requested.

Radio Amateur Civil Emergency Services (Races)/ Hamnet: Provide emergency communications for civil defiance and disaster relief agencies.

Community Radio Station/ SABC: Provide assistance and airtime for information to reach all affected communities.

Printed Media in the affected Communities: Provide assistance and airtime for information to reach all affected communities.

NGOs, Churches, Schools and Sports Stadiums: Provide emergency shelter for affected populations. Provide infrastructure for emergency feeding programmes for affected communities. Provide infrastructure for emergency medical facilities. Provide trauma counseling for traumatized people as far as possible.



SECTION 3: TRAINING, COMMUNITY PARTICIPATION AND PUBLIC AWARENESS PROGRAMME

TABLE OF CONTENTS

1. Introduction2. Organising the Community3. Early Warning/Alert4. Response5. Prevention and Mitigation6. Recovery and Reconstruction7. Guidelines/Checklist for Risk Communication7.1 Purpose of Risk Communication7.2 How Communities see Risk: Factors in Community Outrage7.3 Early Trust and Credibility7.4 Ways to Lose Trust and Credibility7.5 Deciding when to Release Information7.6 Reasons to Release Information Early7.7 Interacting with the Community7.8 Explaining Risk7.9 Myths about Risk Communication7.10 Sources8. Conclusions

1. INTRODUCTION

The Community plays an important role in all the phases of disaster management. They should be involved actively, in a support role as volunteers, in various organizations and as part of a contracted work force.

The phases where they should play a role in an organized manner is:

1. Early warning / alert system

2. Response strategies

3. Mitigation

4. Reconstruction

5. Funding of Disaster Management

2. ORGANIZING THE COMMUNITY

The current wards should be used as basis for organizing the community for disaster management. Existing structures such as the neighborhood watch, police reservist, commandos, volunteer fire and emergency services, welfare teams, and women organizations should all be utilized.



Training should be given to volunteers, and a comprehensive community awareness program should be run at regular intervals. The following could form part of such awareness programs: What to do:

when you are alerted;

if you are advised to evacuate the area;

if you are advised to stay at home;

when you come in from outdoors;

school evacuations;

large assembly evacuations;

business and large complex evacuations;

farmers and home gardeners – what to do with crops and livestock in certain hazards.

To be able to rely on the community it is important that the community should be educated in Disaster Occurrences applicable or most likely to occur in their area, and how they can become involved. Public events demonstrating the occurrences should be arranged as awareness. Volunteer lists for all areas of services required should be kept at the DMC. These lists need to be updated regularly. Training and participation during rehearsals should be planned. The media must be optimally utilized to make known the request for volunteers, the results of such events and incentives available. NGO’s and Donor organizations should form part of these activities.

The Municipality should have an incentive system in place for volunteers. This may include training free of charge, certificates of qualifications, award and fees payable.

Formal Business should be actively involved. This can be done by means of assistance with training, donor funds, provision of equipment and other resources, etc. Incentives for companies involved should be negotiated at national, provincial and Municipality level. Ideas such as tax compensation, marketing opportunities and preferred supplier status should be considered.

In India the World Bank insisted in complete involvement of the disaster affected population in the rehabilitation process. This should serve as an important guideline in the organization of the community for all phases of disaster management. Donor organizations that are involved in disaster management from an early stage may have such requirements.

The current government plans to provide housing, fresh water, infrastructure and other socio-economic facilities in a sustainable manner to all, should be seen as part of the prevention strategies of DM.



The objective should be to extend the community participation beyond politics and ensure that the views of all sections of the community were sought and understood.

Community structures should be involved in a wide range of activities, from building a strong enabling presence in the field, demonstrating the Community Participation (CP) process, building the capacities of the Government, Municipality and Ward Level Committees, organizing massive information dissemination campaigns as well as monitoring and assessing the rehabilitation programme on an ongoing basis. All this also means understanding ward-specific problems, issues and social dynamics.

Leading social entities can play a role as Community Participation consultants for the relocation, repairs and strengthening programme. They can carry out pre-construction community participation, interact in the field to disseminate information to the people regarding the DM and related programme, effective functioning of the ward level committees, and various other tasks.

Municipality and ward level based community feedback should establish and maintain periodic contact in the wards, identify key issues in each ward, establish contact with all NGOs and Government officials working in the communities. All this feedback should be communicated to the Disaster Management Center (DMC).

As a capacity building exercise, training of the elected representatives is important.

The prepared guidelines for the local level officers to ensure community participation in the reconstruction programme and other developmental activities are important.

The organizing of massive information dissemination campaigns through information updates, Bulletins, Year Planner and Wall Bulletins should be considered. The organizing of exhibitions (fairs), ward meetings, meetings with Woman’s groups, and ward visits to facilitate the flow of information regarding the policies and programmes, should be done.

Establish a self-education network of NGOs and women’s groups as part of the self-help campaign, but utilize these groups in creating awareness of disasters, and the responses there to. The process of collective learning and reflection will grow over time to become an education experience that contributes to the innovative strategies in the mobilization of women and their communities on livelihood issues and repair and strengthening of their houses.

People-centered and gender-sensitive community participation is another strength that can be developed.

Post-construction activities in the wards towards building up awareness amongst the beneficiaries with regard to public health and sanitation, water conservation/management, use of smokeless stoves, environment conservation and maintenance of infrastructure facilities is essential.

A forum to solve various social, economic and cultural issues is important.



3. EARLY WARNING / ALERT

To alert the communities in the Waterberg District Municipality area, the above structures may be used, but the resources already active and in place should also be utilized.

The most important alert where the community can participate, is the floods, especially at night alerting the sleeping community, fire when it endangers life and property, and chemical hazards.

Two systems can be used for alerting communities:

by word of mouth warning one another, and by communicating all information to the DMC as timeously as possible.

4. RESPONSE

The most important role that the community can play is to offer their services as volunteers. All skills and experiences can be utilized. For more information on community participation during this phase, see the Response Strategy.

5. PREVENTION AND MITIGATION

Early warning, general alertness and alerting of the community and Municipality services applicable, is the best prevention. For more information on community participation during this phase, see the Prevention and Mitigation Strategy.

6. RECOVERY AND RECONSTRUCTION

The current RDP structures formally and informally could be utilized to assist in the organization of the community in the reconstruction of disaster results.

Active participation of the affected people for both pre-construction and post-construction activities is important to implement the rehabilitation policy successfully.

The involvement of the communities in the rehabilitation programme will ensure that the people’s concerns and needs are better understood and incorporated in the plans. It permits the communities to develop a stake in the rehabilitation process.

The community representatives should be active in a cyclical process of gathering people’s views on the various rehabilitation packages, clarify issues of concern to them, make periodic recommendations to the Municipality and actively assist the Municipality resolution in the local news paper.

The repair and strengthening programme is an explicit example of community based mitigation in a post disaster rehabilitation effort. The facilitation, building and strengthening of capabilities of all actors, especially the house owners and the ward



communities, encourages the integration of the community participation within the ward and local administration.

7. GUIDELINES / CHECKLIST FOR RISK COMMUNICATION

7.1 Purpose of Risk Communication

Risk communication can help agencies to:

Understand public perception and more easily anticipate community response to agency actions.

Increase the effectiveness of risk management decisions by involving concerned publics.

Improve dialogue and reduce unwarranted tension between communities and agencies.

Explain risks more effectively. Alert communities to risk in constructive ways.

7.2 How Communities see Risk: Factors in Community Outrage

Voluntary risks are accepted more readily than those that are imposed. Risks under individual control are accepted more readily than those under

government control. Risks that seems fair are more acceptable than those that seem unfair. Risk information that comes from trustworthy sources is more readily believed

than information from untrustworthy sources. Risks that seem ethically objectionable will seem more risky than those that

don’t. Natural risks seem more acceptable than artificial risks. Exotic risks seem more risky than familiar risks. Risks that are associated with other, memorable events are considered more

risky. If you merely run with scientific data and ignore the outrage factors, you will

outrage the public. Most environmental activists count on the government to create the outrage.

7.3 Earning Trust and Credibility

Be aware of the factors that inspire trust. Pay attention to process. Explain agency procedures. Be forthcoming with information and involve the public from the outset. Focus on building trust as well as generating good scientific data. Follow up. Make only promises you are sure you can keep.



Provide information that meets people’s needs. Get the facts straight. Try to co-ordinate within our agency. Don’t give mixed messages. Listen to what various groups are telling you. Enlist the help of organizations that have credibility with communities. Avoid “closed” meetings. If you are dealing with a situation in which trust is low, consider taking the

following steps:

1. Review outrage factors above.2. Acknowledge the lack of trust.3. Indicate steps you plan to take to prevent the trust-eroding actions from

happening again.4. Ask those who distrust you what they feel would make them more likely

to trust you.5. Respond on a personal basis.6. Try to reduce reasons for distrust by sharing information and involving

the public in developing solutions.7. Be patient.

7.4 Ways to Lose Trust and Credibility

Don’t involve people in decisions that directly affect their lives. Hold onto information until people are screaming for it. Ignore people’s feelings. Don’t follow up. If you make a mistake, deny it. If you don’t know the answer, fake it. Don’t speak plain English. Present yourself like a bureaucrat. Delay talking to other agencies or people involved. If one of your scientists has trouble relating to people, hates to do it, and has

begged not to, send her or him out anyway. Earning Trust and Credibility if people are at risk, do not wait to communicate

– and to act on risk information. If the agency is investigating a potential risk that people aren’t aware of, the

agency should seriously consider making known what it is doing and why. If it seems likely that the me4dia or someone else may release the information

before you are ready, release it yourself. If it is likely that the media will “fill in” with information concerning an on-

going story while they are waiting for you to speak, speak first. If you really don’t trust your data, talk to the public about your procedures but

don’t release the data. If the preliminary results do show a problem – and you are fairly confident of

the results – release them and explain the tentativeness of the data. Before deciding to wait to communicate – especially if the news is bad –

consider the effect on the credibility of the agency representative dealing with the public.



Release information while the risk management options are tentative, rather than waiting to develop solution.

If you feel the information will not make sense unless released with other relevant information – and you don’t have all the information yet – wait to release it all at once. But explain to the public why you are waiting, and get the information as soon as you can.

If you wait until the data are quality-assured to release them, use the time – an the preliminary data – to develop management options and advise the community on interim actions, if necessary.

If you are waiting to communicate data of information for some other reason, don’t say you are waiting for data to undergo quality assurance.

If you have decided that you can communicate right away about the risk, talk to the public about the process you are going through to get the information, etc. Don’t merely remain silent.

Although the agency is vulnerable to criticism, you may be more vulnerable if you hold onto information.

The alarm you cause by early release will be less than the alarm that can be compounded by resentment and hostility if you hold onto information.

7.5 Reason to Release Information Early

If you are concerned about legalities: consider the following ten reasons to release information early:

1. People are entitled to information that affects their lives2. Early release of information sets the pace for resolution of the problem.3. If you wait, the story may leak anyway. When it does, you are apt to lose trust and

credibility.4. You can better control the accuracy of information if you are the first to present it.5. There is more likely to be time for meaningful public involvement in decision-

making if the information is released promptly.6. Prompt release of information about one situation may prevent similar situations

elsewhere.7. Less work is required to release information early than to respond to inquiries,

attacks, etc. that might result from delayed release.8. You are more apt to earn public trust if you release information promptly.9. If you wait, people may feel angry and resentful about not learning of the

information earlier.10. People are more likely to overestimate the risk if you hold onto information.

7.6 Interacting With the Community

Recognize the importance of community input. To the extent possible, involve the community in the decision-making process:

- Involve the community at the earliest stage possible.- Clarify the public’s role from the outset.- Acknowledge situations where the agency can give the community only

limited power in the decision-making.- Find out from communities what type of involvement they prefer.



Identify and respond to the needs of different audiences:- Try to identify the various interests in a situation at the beginning and meet

with them informally.- Recognize the strengths and weaknesses of citizen advisory groups. Define

the role of the group from the outset.- Deal with everybody equally and fairly.

When appropriate, develop alternatives to public hearing. In particular, hold smaller, more informal meetings.

- If you cannot avoid al large public meeting, the logistics should be developed so that both the agency and the community are treated fairly

- Consider breaking larger groups into smaller ones.- Be clear about the goals for the meeting. If you cannot adequately fulfill a

citizen request for a meeting, propose alternatives.- In certain situations one-to-one communication may be best.

Recognize that people’s values and feelings are a legitimate aspect of environmental health issues, and that such concerns may convey valuable information.

- Provide a forum for people to air their feelings.- Listen to people when they express their values and feelings.- Acknowledge people’s feelings about an issue.- When people are speaking emotionally, respond to their emotions. Do not

merely follow with data.- Show respect b developing a system to respond promptly to calls from

community residents.- Recognize and be honest about the values incorporated in agency decisions.- Be aware of your own values and feelings about an issue and the effect the

have on you.

Prepare responses to personal questions about risk:- When you speak at a public meeting, tell people who you are, what your

background is, and why you are there.- Let people see you are human.- When speaking personally, put your views into the context of your own

values, end urge your audience to do the same.- If your personal position does not agree with agency policy, do not mislead

the community.- If speaking personally makes you uncomfortable, work on it until it gets

easier.

Use community relations staff to amplify community concerns within the agency.

Choose carefully those who represent the agency and provide appropriate support:- Technically qualified people should have a major role in communicating

with the public about risk.- Make sure that representatives are appropriate to the situation.- The agency representative should be consistent throughout the life of the

project or situation if possible.



- In some situations a non-agency communicator may be more useful than someone from inside the agency.

If you don’t deal with feeling of the community, you will undermine the agency’s ability to implement risk management decisions.

If you do not involve the community, subsequent outrage may lead to even less logical policy decisions.

While implementing these changes is labor intensive – it is far more efficient than the alternative. These changes don’t take more time and money – they merely require a shift in attitude.

7.7 Explaining Risk

Consider the Outrage Factors when explaining risk:- Be prepared to give people’s concerns as much emphasis as the numbers.- Be forthcoming about information about the situation from the outset.- Be sensitive to related issues that may be more important to many people

than the risk itself.

Find out what risk information people want and in what form.

Anticipate and respond to people’s concerns about their personal risk.

Take care to give adequate background when explaining risk numbers:

- If you are explaining number derived from a risk assessment, explain the risk assessment process before you present the numbers.

- Explain and, if possible, show clear and simple graphics for the routes of exposure.

- Put data in perspective. Avoid dichotomizing risk into acceptable and unacceptable, but rather in terms of low-risk or high-risk.

- Express risks in several different ways, making sure not to evade the risk question.

- Express the agency’s protective approach to risk assessment and standard setting.

Take care when comparing environmental risks to other risks:

- Avoid comparisons that ignore the “outrage factors”.- Avoid comparisons that seem to minimize or trivialize the risk.- Develop comparisons of similar situations or substances:

i. Use comparisons of the same risk at two different times.ii. Compare with a standard.

iii. Compare with different estimates of the same risk.iv. Compare with national, province and local averages.

Acknowledge uncertainty:

- Give people background on the inevitable uncertainty of science.



- Be specific about what you are doing to find answers.- Consider involving the public in resolving the uncertainty. It is easier to

accept uncertainty if you play a role in its resolution.- Give people as much individual control as possible over an uncertain

situation. A start is to give them a telephone number to call.- Stress the caution built into setting standards and developing risk

assessments.- If people are demanding certainty, pay attention to values and other

concerns, not just the science.- Acknowledge the policy disagreements that arise from uncertainty.

Recognize that communities determine what is acceptable to them, not the agency:

- Don’t confuse people’s understanding of a risk with their acceptance of it.- To the extent possible, build in ways for people to have control over the

risk.- Acknowledge that there are other aspects of decision-making besides risk,

and be prepared t listen and address people’s concerns.- Help people to help their neighbors decide what is acceptable to them.

Take even greater care presenting technical information than presenting other information:

- Know your audience and gear your presentation to its level.- Prepare as thoroughly as you can.- Consider which information is most important to convey.- Be sure to give people sufficient background. - Use as down-to-earth language as possible.- Beware of the tendency to oversimplify and give only data that support your

point.- Choose supporting graphics that illustrate your message clearly and simply.- Be aware of body language and other signals your audience gives you that

they’re lost.- Have background material available at meetings.- Always have question-and-answer periods after presentations.- Critique your presentation afterward, so you can learn from the things you

did right as well as those you did wrong.

If you stress data, you will probably create problems

Comparing voluntary and involuntary risks that ignore outrage factors will make people angry.

People already know about the uncertainties involved in risk assessment, so don’t worry about people using them against the agency.

7.8 Myths about Risk Communication

We don’t have enough time and resources to do risk communication.



Communicating with the public about risk information is more likely to unduly alarm people than keeping quiet.

If we could only explain risks clearly enough, people would accept them. We shouldn’t go to the public until we have solutions to environmental health

problems. These issues are too tough for the public to understand. Technical decisions should be left in the hands of technical people. Risk communication is not my job. If we give the public an inch, they’ll take a mile. If we listen to the public, we will devote our scarce resources to issues that are not a

great threat to public health. Activist groups are responsible for stirring up unwarranted concerns.

7.9 Source

Chess, C., Hance, B.J., Sandman, P.M. Improving Dialogue with Communities: A Short Guide For Government Risk Communication. State of New Jersey – Department of Environmental Protection, Division of Science & Research and Environmental Communication Research Program, New Jersey Agricultural Experiment Station, Cook College, Rutgers University, 122 Ryders Lane, New Brunswick, NJ 08903

8. CONCLUSIONS

8.1 Responsibility for Public Awareness during All Phases of Disaster Management. It is the responsibility of the Disaster Management Manager to communicate with, and raise the awareness of all communities in the Waterberg District Municipality. Raising awareness and communicating with communities are however specialize tasks, with many potential pitfalls. It is recommended that a specific person at the WDM from the Marketing and Public Relations Department be appointed to specialize in participation in Disaster Management, and the communication with the communities.

8.2 Community Participation and Control of Volunteers during All Phases of Disaster Management. Community participants in an effective and controlled manner during all phases of Disaster Management, but specifically in the response phase, should be well planned and controlled. To ensure that “Volunteers” do not participate only to be closer to the point of looting property, Volunteers should be registered and identified through specifically controlled protective clothing. This should be planned and budgeted for. This will also assist in the accounting for Volunteers, and for the after disaster remuneration/acknowledgement of Volunteers.

8.3 Evaluation of Volunteers, Communities, and Structures to Participate in Disaster Response. It is proposed that an Evaluation and Observer Team be appointed for the Waterberg District Municipality Disaster Management Center that can observe and evaluate the processes during disaster prevention, response, and recovery. This team should then provide inputs during the rehearsal and consolidation/post-mortem phases of preparation for disasters.



SECTION 4: DISASTER FUND MANAGEMENT

TABLE OF CONTENTS

1. Introduction2. Guidelines from the Disaster Management Act3. Guidelines from the White Paper on Disaster Management on Present Funding

Arrangements4. Proposals for future funding Arrangements5. General aspects to remember on Disaster Fund Management6. Management of Disaster Funds7. Conclusion

1. INTRODUCTION

This section establishes the principles and the administrative procedures to guide the development of financial arrangements for disaster management. It outlines current financial mechanisms, highlights key problems with the current situation, and proposes a set of future funding arrangements for disasters in the Waterberg District Municipality.

2. GUIDING PRINCIPLES FROM THE DISASTER MANAGEMENT ACT

In the Disaster Management Act, Act No 57 of 2002 CHAPTER 6: FUNDING OF POST-DISASTER RECOVERY AND REHABILITATION, the following important aspects guiding fund management for disasters are captured. The emphasis in paragraphs is those of the author, and is for the ease of the reader.

In the Guiding principles, section 46.

(2) When a disaster occurs the following principles apply:

(a) National, provincial and local organs of state may financially contribute to post disaster recovery and rehabilitation, subject to the Public Finance Management Act, 1999 (Act 1 of 1999), and the Local Government: Municipal Finance Management Act, 2000.(b) The cost of repairing or replacing public sector infrastructure should be borne by the organ of state responsible for the maintenance of such infrastructure.

(3) The Minister may, in the national disaster management framework, prescribe a percentage of the budget, or any aspect of a budget, of a provincial organ of state or a municipal organ of state, as the case may be, as a threshold for accessing additional funding from the national government for response efforts.



(4) Any financial assistance provided by a national, provincial or local organ of management framework and any applicable post-disaster recovery and rehabilitation state in terms of subsection (2)(a) must be in accordance with the national disaster policy of the relevant government, and may take into account –

(a) whether any prevention and mitigation measures have been taken, and if not, the reasons for the absence of such measures;

(b) whether the disaster could have been avoided or minimized had prevention and mitigation measures been taken;

(c) whether it is reasonable to expect that prevention and mitigation measures should have been taken in the circumstances;

(d) whether the damage caused by the disaster is covered by adequate insurance, and if not, the reasons for the absence or inadequacy of insurance cover;

(e) the extent of financial assistance available from community, public or other non-governmental support schemes; and

(f) the magnitude and severity of the disaster, financial capacity of the victims of the disaster and their accessibility to commercial insurance.

National contributions to alleviate effects of local and provincial disasters

57 When a municipality or a province in the event of a local or provincial disaster Requests the national government to financially contribute to post-disaster recovery and rehabilitation, the following factors may be taken into account:

(a) Whether any prevention and mitigation measures have been taken or initiated by the municipality or province, and if not, the reasons for the absence of such measures;

(b) Whether the disaster could have been avoided or minimized had prevention and mitigation measures been taken;

(c) Whether it is reasonable to expect that prevention and mitigation measures should have been taken or initiated in the circumstances by the municipality or province;

(d) whether the damage caused by the disaster is covered by commercial insurance, and if not, the reasons for the absence or inadequacy of insurance cover; and

(e) whether or not available financial resources at a local level, or if it is a provincial disaster, at provincial level, are exhausted.

3. GUIDELINES FROM THE WHITE PAPER ON DISASTER MANAGEMENT ON PRESENT FUNDING ARRANGEMENTS

3.1 In Section 4: Funding Disaster Management, of the White Paper on Disaster Management it is emphasized that “ depending on the magnitude of the disaster and the capacity of the relevant municipality, provincial and national government may become involved. The Disaster Relief Fund may also provide relief when a disaster is first



declared in terms of the Fund-raising Act, No. 107 of 1978. This fund is administrated by the Department of Welfare and Population Development (“the Department of Welfare”)”.

3.2 Guidelines for Funding the Different Phases in Disaster Management. In Section 4 of the White Paper on Disaster Management the following guidance is provided.

Prevention

Currently, municipalities, provincial governments and various national departments – including Water Affairs and Forestry, Agriculture, Health, Environment and Tourism, Safety and Security and Minerals and Energy – all dedicate some financial resources towards prevention and mitigation measures, often as part of their development strategies.There is no active monitoring of the funding of prevention and mitigation activities. These costs are usually absorbed into other line items except in the case of certain expenditure by the Department of Agriculture.

The Department of Agriculture has historically made provision for disaster relief in the line item “Relief of Distress”. During the 1992-93 drought, this provision was used to provide approximately R3,8 billion, most of which went to commercial farmers. However, this approach tends to discourage prevention and mitigation measures and is currently under review.

Capacity to respond

Currently, there is no separate budget line item for the funding of disaster management response. This comes from general government funding for the maintenance of equipment, training and staffing. There is no formal system that monitors and evaluates the capacity of each sphere of government to respond to disasters.

Immediate relief

(i) Local government

Section 156(4) of the Constitution enables national and provincial governments to assign functions to municipalities (These functions are listed in Part A of Schedules 4 and 5). This is done only if the relevant municipality has sufficient administrative capacity and can provide the service more effectively. Section 154 of the Constitution also makes provision for national and provincial governments to assist local government to develop sufficient capacity to carry out their functions. However, in the event that a municipality has insufficient resources to deal with a disaster, it may request assistance from the provincial or national government.

(ii) Provincial government

Provinces have concurrent responsibilities with national government for disaster management, health and welfare services and so on. (Part A of Schedule 4 of the Constitution). Provinces have full responsibility for ambulance services (Part A of Schedule 5).



A province has executive authority to carry out these functions only if it has the administrative capacity to assume effective responsibility (section 125 (3) of the Constitution). This section of the Constitution, however, places the onus on national government to assist provinces to develop sufficient administrative capacity to fulfill these functions.

The Premier of a province may declare a disaster and take the steps that are necessary. This may include the rendering of financial assistance to a municipality for up to four days. This assistance is rendered from the province’s budget. (Section 2 (3) of the Civil Protection Act No. 67 of 1977).

Where the financial resources of the provincial government and those of the relevant municipality are insufficient to deal with a disaster, provincial governments can approach the national government for assistance. Once a disaster occurs, the Minister of Finance may be approached for the release of funds. In the interim, the relevant provincial government pays these expenses from its own budget while national funds are approved.

(iii) National government

Depending on the nature of a disaster, national government departments may respond by providing services and expertise. The Minister of Finance must approve any reallocations of resources. The Director-General of the relevant department is required to provide a full explanation of the reasons for the reallocations at the close of the financial year to the Department of State Expenditure.

A request for international aid may be considered by the national government in the case of very serious disasters.

Recovery in the post-disaster phase

Recovery is a vital aspect of disaster management as the affects of disasters continue long after the immediate threats to life and property have diminished. National, provincial and municipalities do not generally make specific allocations for recovery activities. There are, however, exceptions:

(i) Funds administered by the Department of Welfare

There are three funds currently administered by the Department of Welfare that provide financial support after a disaster:

o The Disaster Relief Fund provides ex gratia support to people involved in both natural disasters and human-made disasters. To access this fund, the relevant municipality must request the Premier of the Province to approach the National Department of Welfare to take the necessary steps to have the event declared a disaster. Once the Department of Welfare receives such a request, it advises the President who can declare the event a disaster.

o The Social Relief Fund provides support to organizations that provide relief services to communities that are affected by violence.



o The State President’s Fund provides support to individuals affected by “violent acts of terrorism”.

The operation of all of these funds is governed by the Fund-raising Act. Before money can be released from these Funds, the President must first declare a disaster.

These funds were originally designed to provide immediate relief to persons affected by disasters. However, they have been slow to provide assistance to victims of disasters and organizations involved in relief efforts.

(ii) Contingency reserve

Government is the self-insurer of provincial and national public assets. This means it finances repairs to damaged infrastructure from its own funds. Provisions are made in the Medium-Term Expenditure Framework (MTEF) for a contingency reserve, which can be made available after a disaster to repair damaged infrastructure.

(iii) The Exchequer Act

Section 1(1)(iv) of the Exchequer Act No. 66 of 1975 provides funding for expenditure incurred due to unforeseen and unavoidable circumstances. The Treasury Committee and Cabinet must approve applications for this funding. As the Treasury Committee only meets twice a year, the Minister of Finance may grant authority for money in the State Revenue Fund to be used in exceptional circumstances.

(iv) Conservation of Agricultural Resources Act

The Minister of Agriculture can provide financial assistance for relief during agriculture-related disasters. This can be done in terms of section 8 of the Conservation of Agricultural Resources Act, No. 43 of 1983. The Act, however, is currently being revised.

The direction of current agricultural policy is that a greater burden of risk associated with agricultural activity will have to be borne by commercial farmers. The Department plans to place greater emphasis on prevention and mitigation strategies by supporting risk management initiatives, research of large-scale epidemics and hazards, providing information to farmers on markets, climate and available taxation and insurance measures.

Expediting tender procedures

In the case of rapid onset disasters, it is sometimes necessary to waive tender procedures. This prevents delays in providing services and equipment.

Government agencies can be given powers to deviate from the procurement process, if they can motivate why it is necessary to do so. There is a limit on the amount of R150 000 per requirement without reference to the State Tender Board. If any estimated expenditure exceeds this amount, an application for an exemption must be made to the State Tender Board.

Ex post facto requests are only considered if the State Tender Board is satisfied that a real emergency existed and that the funds were spent in the best interests of the State.



SECTION 5: QUALITY ASSURANCE AND TECHNICAL AUDIT

TABLE OF CONTENTS

1. Conclusion2. Training3. Evaluation

1. CONCLUSIONS

1.1 Training

A Training course was scheduled for the District Disaster Management Committee. It was attended by most of the functionaries, but lacked attendance from Councilors and Traditional Leaders.

During the risk and vulnerability assessment the personnel, volunteers and other department’s personnel was trained on how to conduct the assessment.

The fact that the WDM has no DMC in operation that can co-ordinate the activities of disaster management places a high priority to establish a Disaster Management Centre and to staff it as a matter of first priority.

1.2 Evaluation

This quality control measure is lacking and needs to be implemented. Although certain aspects of evaluation can and should be done internally the following procedure is suggested:

1. All initial evaluation should be done by independent experts. They should draw up the evaluation standards and documentation and initiate evaluation by at least doing the first evaluation report.

2. External experts should plan certain evaluation such as practical exercise and the rehearsal of contingency plan. This planning should be done in conjunction with the Municipality and the specific entity or entities involved. (e.g. Spoornet rehearsing a train accident in order to ensure that all systems, procedures and skills are in place).

A formal evaluation schedule that addresses all these issues does not exist and should be implemented.

1.3 Technical Inspections

Technical inspections of all IDP projects (for e.g. the quality of construction of houses and other buildings) should be implemented. This is to ensure that when a disaster such as floods and storms do occur, that these structures can live up to the elements. The



community should form an active part of this evaluation process and the results should be communicated to public.

2. TRAINING

Formal and informal training programmes need to be carried out on a regular basis. The training programme should cover the aspects of quality management on all levels, eradication of common faults, establish and maintain a high level of skill and knowledge per post on al levels, exercise the correct procedures, discussion on technical problems that may arise out of the various scenarios, exercise contingency plans on management and technical level, exercise communication procedures internally and externally.

Rectification of shortcomings in procedures, practices, degree of supervision, quality of work and skills should be rectified on a regular basis and monitored.

3. EVALUATION

Evaluation needs to be done by independent, outside experienced and expert entities on a regular base. The evaluations should address the following:

1. The content, quality and standard of:

TrainingProcedures of the DMC during exercises / rehearsals.DMC management skills and knowledge during exercises / rehearsalsPractical exercises of the various contingency plans of the Safety and Security Department, National Key Points, all potential hazard occasions (especially prior to the prediction of an occurrence of an incident e.g. fires in the dry season).SOP’s of the emergency services.Basic level of expertise and skills of operators and supervisors.

2. Job specifications of permanent and contract workers in the DMC and the different emergency services should:

Ensure that the correct job specification has been defined.Ensure that the person recruited for this job has the profile as defined by the job specification.Ensure that the person is trained to standard for the specific job.Level of motivation and commitment of staff.

3. Equipment:

The quality of equipment is of high standard.Standardization / or compatibility of equipment within a specific time frame and; that theProcurement / replacement program supports this objective.Quality of maintenance of equipment.

4. Communication:



Equipment is serviceable and;Compatibility of equipment.Procedures.Contact data per scenario is up to date.Standards and procedures exist and are maintained.Format and documentation to ensure high level of efficient communication exist and are maintained.Internal and external (to and from higher headquarters and lateral) needs to be evaluated.

5. Rectification of shortcomings of all evaluations should be implemented.


chapter 5: support strategies 5... · web viewknow your audience and gear your presentation to its...

Documents