Public Information Management Marlborough District Council employs a communications advisor who maintains working relationships with the media in the District. Council has social media and website editors on staff and has three staff trained as Public Information Managers (PIMs). When an emergency begins to develop, these staff work together to ensure that the media is provided with regular information, the public are informed and empowered to make safe decisions and the Council website and social media sites (Twitter and Facebook) are as up to date as possible. As capacity allows the social media staff will also look for information being posted by the public on the emergency, respond if required and pass the information onto Intelligence as soon as possible. CDEM has access to live broadcasting on Brian FM and this provides another channel with widespread coverage that can be used for live and up-to-date information sharing. Monitoring and Debrief During a state of emergency, the Group Controller will ensure that the functions and powers of the CDEM Group are exercised in a responsible and considered manner and that the level of response is appropriate to the situation. Debriefs will be held at the end of any EOC activation to identify learnings and agree any corrective actions. A copy of the findings will be communicated to all relevant agencies involved in the emergency with the expectation that procedures will be modified accordingly. Costs A record of who authorises any costs will be kept at all times. When the emergency response finishes the expenditure records for that phase will be closed off and a new record commenced for the recovery phase. Transition from Response to Recovery Recovery starts at the time of impact and the Recovery Manager will work in partnership with the response team until such time that the risk to life and/or property has reduced to a level that the powers bestowed under the CDEM Act are no longer necessary or there is no longer any need for a significantly coordinated response. During transition there is a shift in priorities. Priorities during response are different to those during recovery. This change must be managed well and communicated to all stakeholders. Rehabilitation and restoration priorities should be based on a comprehensive knowledge of the community’s expectations and available resources and may change over time. Rather than establish recovery priorities prior to an event, the Group will work with communities to help them identify their priorities prior to, and following an emergency, based on the values below (see also section 8, Recovery). Table: 9: Response and Recovery Priorities Response Priorities Values for recovery Preservation of life. Iwi tangata – iwi tangata and Maataa Waka are integral to Marlborough communities. Maintenance of law and order Diverse communities: recovery from an emergency must reflect the priorities and experiences of all people within our region and be accessible to all. Care of sick and injured and welfare provision Local identity: the identity of local communities must be retained throughout recovery/ Revitalise the economic environment Property protection Environment: Marlborough’s environment needs to be protected and our physical and natural resources need to be managed well. Re-establish essential services Econonm: Marlborough needs to continue to attract and retain businesses, workers and visitors to the region. Marlborough Civil Defence Emergency Management Plan, 2017-2022 Page 51