Emergency Management & Planning

Emergency Management & Planning

OBJECTIVES

• An emphasis on planning for, and the co- ordinated management of, major incidents.
• Identify what special alerting arrangements and resources need to be in place.
• The programme covers the elements, which are commonly encountered in a crisis. What can go right and what can go wrong?
• The discharge of corporate responsibilities and the execution of decision making between the many involved organizations .
• It will promote the need for co- ordinated planning, training, exercising and team development.

WHO SHOULD ATTEND?

This course will be of benefit to all those who find themselves responsible for leading on, or implementing planning, response and recovery mechanisms. The demonstration of good relationships between on-site and any nearby off-site agencies will prove valuable to Fire Department, Health & Safety, Operational and Security Managers. In addition, it will raise the awareness of those company departmental managers who may have been allocated ‘potential’ or specific tasks in an existing corporate emergency management programme , yet have had little or no time to devote to the subject.

COURSE OUTLINE

Day 1.

PROFESSIONALISM IN EMERGENCY RESPONSE MANAGEMENT & PLANNING

The prime mission is to co-ordinate the disaster response activities and resources of all company and any locally based organizations . The visibility and successful efforts of an on-site planning co- ordinator plays an important part in the acceptance and perception of the programme by other related agencies.

• Course introduction – aims and objectives of the event;
• Philosophy and concepts of effective company wide Emergency Management;
• The Emergency Planning Co- ordinator – Roles and Responsibilities;
• Selecting and creating a self-directed Emergency Planning Team;
• Who should be involved – roles and responsibilities.

Day 2.

THE ELEMENTS OF EFFECTIVE CORPORATE WIDE RESPONSE MANAGEMENT. THIS IS NOT A ‘ONE-MAN’ JOB.

The aim will be to involve the whole organization and any nearby industrial neighbours and even community. This can be achieved by establishing a teamwork approach to function as the driving force behind the executive demand for effective and efficient emergency response planning. This insures ‘ownership’ of current checklists and procedures by those who must implement their use during disaster.

• The Mitigation process. Who owns the planning and review process? Who should be involved? Who should own the document? Includes a self-evaluating activity;
• Emergency Planning, the Process and the Document;
• How Resilient is your Business to Disaster. This Business Continuity Planning module includes questionnaires and a “ready to use” Business Impact Analysis;
• Business Continuity. “Case Study and Workshop”;
• Suggested templates for effective Emergency Response Management – Setting clear goals with attainable intermediate objectives.

Day 3.

THE IMPORTANCE OF GOOD MULTI-AGENCY CO-OPERATION AND CO-ORDINATION AT MAJOR INCIDENTS

Multi-agency response demands multi-agency liaison, training and exercising before the disaster. A step by step approach to improving the co-ordination between the many different factions that have the potential to become involved in the response.

• Mutual Aid Arrangements – The identification of essential resources;

• How to achieve effective interagency response – includes a checklist and questionnaire;
• Multi-agency Command, Direction and Control – includes ten points upon which good planning and management capabilities can be judged. Includes a class activity and questionnaire;
• Identifying and equipping an Emergency Communications/Operations Centre – Includes a checklist.

Day 4.

ON-SCENE MANAGEMENT

A disaster could have several specific incident sites where people, property and the environment are injured, damaged and at risk. Emergency communications, the important links between the scene and the Emergency Operations Centre is concerned with co- ordinating all of the activities that are (or have been) implemented to respond to the emergency. It is the process of applying resources to events, to achieve specific goals. The session ends with a brief look at the human aspects of disaster.

• On scene management. How to quickly establish a reliable information flow from the scene and the co-ordination of resources;
• Workshop and Class Exercise – “Safe operation of an Industrial Site”;
• Alerting and Warning. Communicating with staff and any nearby public, should they shelter or evacuate?
• How to Handle the Media. Includes guidelines for organising press conferences and tips for TV and radio interviews;
• Welfare and Psychological problems of victims, employees and their families.

Day 5.

AN EMERGENCY PLAN IS SIMPLY A PIECE OF PAPER UNTIL IT HAS BEEN FULLY AND SUCCESSFULLY VALIDATED.

The aim of this module is to provide the delegate with the capability to conduct a training exercise involving all parts of the emergency management system. It will identify the different types of exercise. What will be suitable for YOUR organization ? Why should organizations exercise and, what functions or departments need to be exercised

• Exercise Design – developing training exercises for the entire emergency management system;
• Getting started – checklists and questionnaires;
• Choose the right type of exercise;
• Starting the exercise – Information during the exercise – De-brief – Final Report – Closing the Loop – Implementing the recommendations;
• Class Activity – Designing your own Exercise

• Returning to normality. The de-briefing process. Evaluating your emergency plan after an incident or exercise. An 18 point de-briefing process to determine it’s procedures and value. A major responsibility of an effective emergency response manager is to lead and provide an effective debrief of the entire operation.