Emergency Planning Preparedness, Prevention & Response
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The aim of the CGERT programme is to demonstrate the requisite knowledge, skills and awareness required to undertake roles in crisis management at the national strategic level. The programme is designed for all emergency response colleagues from across departments, agencies and other response organisations who will work in or with the Cabinet Office Briefing Rooms COBR during times of national emergencies.
The programme is modular in nature and individual objectives vary according to audience groups. All participants should undertake modules 1 and 2, then one further module appropriate to grade and role. Description: an overview of the key doctrine and guidance which underpin the organisation of crisis management. Interim material which compromises the pre reading element of the programme is currently available here:.
PDF , KB , 4 pages. Description: familiarisation with the role of COBR , supporting structures and key procedures and processes.
Duration: 2 hour presentation with question and answer session. This module also includes a tour of the COBR complex. Target audience: any staff at a desk officer level working within a lead department or other government department to provide situational awareness. Duration: a 4-hour interactive workshop, incorporating exercise play in syndicates with plenary debriefs. Description: an exploration of the strategic issues for senior civil servants arising from their input into the national crisis management arrangements. Target audience: senior civil servants who will have responsibility of running a crisis response team.
All delegates attending the training require a minimum of SC clearance. Separate arrangements also exist to acquaint ministers and senior officials in some of the unique aspects of crisis management leadership and process management. For general enquiries, please contact cgert cabinet-office. To help us improve GOV.
Emergency Preparedness | Public Health Ontario
Cookie settings. Home Public safety and emergencies Emergencies: preparation, response and recovery. Guidance Emergency planning and preparedness: exercises and training. Published 20 February Last updated 11 November — see all updates. From: Cabinet Office and National security and intelligence. Overview The government aims to ensure all organisations are fully prepared for all types of emergencies.
Emergency planning exercises An exercise is a simulation of an emergency situation. Exercises have 3 main purposes: to validate plans validation to develop staff competencies and give them practice in carrying out their roles in the plans training to test well-established procedures testing Why it is important to hold exercises Planning for emergencies cannot be considered reliable until it is exercised and has proved to be workable, especially since false confidence may be placed in the integrity of a written plan.
Types of exercises There are 3 main types of exercise: discussion-based table top live A fourth category combines elements of the other 3. Discussion-based exercises Discussion-based exercises are cheapest to run and easiest to prepare. Table top exercises Table top exercises are based on simulation, not necessarily literally around a table top. Live exercises Live exercises are a live rehearsal for implementing a plan. Live exercises are expensive to set up on the day and demand the most extensive preparation.
Exercising under the Civil Contingencies Act The Civil Contingencies Act Regulations require Category 1 responders to include provision for the carrying out of exercises and for the training of staff in emergency plans. Organisations should consider 2 broad types of training: emergency preparedness - training key staff to carry out risk assessment, business continuity management BCM and emergency planning emergency response - training staff to carry out response functions when an emergency occurs Why training is necessary It is important that all those within an organisation who may be involved in planning for and responding to an emergency should be appropriately prepared.
Who should train Any staff who could be involved in emergency planning or response should receive appropriate training.
Training for emergency preparedness Any organisation will need appropriately trained people who are capable of conducting risk assessment, business continuity management and emergency planning. Identify the most effective communication channels available to reach stakeholders and community members in selected areas e. SMS on mobiles, email, landline, fax, web, social media, broadcast media. Determine the most appropriate communication channels based on the characteristics of the population e.
Identify the capacity and capability needed to manage the processes for local information provision. Use 'opt-in' early warning services and systems to provide location based severe weather and incident advice. Assess the effectiveness of communication channels to ensure they are appropriate for the needs of the area e. Agree on and document in the disaster management plan, roles, responsibilities and processes for using various communication channels. Ensure training, as appropriate to the role or function as outlined in the QDMTF, is undertaken by all identified people and LDMG members who hold responsibilities for local notification systems.
Identify, agree on and document in the disaster management plan, alternative processes where 'opt-in' early warning services and systems are not suitable. Exercise information and warning procedures, including testing community understanding of content, perception of authority and response. Capture the lessons identified from exercises to ensure the continuous improvement of the plan, the system and the messages to ultimately increase community resilience.
Consider the distribution of information and warnings to communicate actions to be taken during prevention, preparedness, response and recovery phases. Ensure communication requirements are informed by the identification of risk, the likelihood and consequences of that risk, appropriately timed and nuanced to achieve the purpose of that communication and to meet the needs of the targeted audience.
Monitor and review information and warning processes to include lessons identified from events and ensure continuous improvement to increase community resilience. In , all Australian states and territories agreed a Standard Emergency Warning Signal SEWS would be used to assist in the delivery of public warnings and messages for major emergency events. SEWS is a wailing siren sound used as an alert signal to be played on public media to draw attention to the emergency warning. The signal is sounded immediately before the emergency warning message in potentially affected areas.
When planning for the use of SEWS, consider community education, awareness and engagement programs to ensure the importance of SEWS is understood, including actions to be undertaken, by the wider community. EA is a national telephone warning system used to send voice messages to landlines and text messages to mobile phones within a defined area about likely or actual emergencies. EA provides a non-opt out capability to maximise coverage. The management and administration of EA in Queensland is the responsibility of QFES, however other agencies can request the use of the system.
EA is used as one element in a suite of channels for providing community information and issuing warnings. The use of EA is guided by applying the EA decision-making criteria provided in the toolkit to emerging events to ensure that appropriate, accurate, timely and relevant community safety messages relating to a major imminent emergency or disaster are urgently distributed to those who need to receive them. For more information regarding Emergency Alert and additional community safety information refer to the Emergency Alert website. Undertake an analysis of identified risks which may require an Emergency Alert campaign based on the likelihood of potential hazards or disaster operations affecting the local area.
Identify, agree to and document the process, roles and responsibilities for the authorised use of EA within the disaster management plan. Develop pre-prepared polygons and messages to be stored on the QFES EA Portal, based on the risk assessment process, which will prompt appropriate community response and action.
The message must be:. Identify, agree to and document opportunities for a collaborative approach with relevant stakeholders. Establish and document responsibility for situational awareness in the disaster management plan to ensure the correct monitoring of key indicators, timely decision making and appropriate escalation procedures.
Consider the likely community behaviour and perceptions, and operational requirements once an EA campaign has started, particularly the time and resources required for authorities to establish activities on which the community will rely. For example, if people are requested to self-evacuate, where should they go and what facilities and resources will be required when they arrive.
Incorporate the use of EA into community education, awareness and engagement programs, and communication plans well before any event to ensure all stakeholders, including the wider community, understand the importance of the message and that subsequent action may be required. Exercise EA processes, including testing the community's understanding of content, perception of authority and response.
Undertake immediate planning to enact the relevant plan, procedures and processes for response e. Tsunami bulletins, watches, warnings, cancellations and event summaries are part of a suite of warnings for severe weather events and hazards issued by the BoM. Those who receive the message, at all levels of Queensland's disaster management arrangements, should ensure the community is aware of the meaning of the warning notification and accompanying safety message.
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For more information regarding weather warning information refer to the BoM website. Undertake analysis of identified exposure to elements within the community which may be vulnerable to a tsunami, based on the likelihood of the potential hazard affecting the local area. Identify, agree to and document processes, roles and responsibilities for distributing warning messages via multiple mediums, taking into account complementary existing tsunami warning systems operated by other agencies e.
Identify, agree to and document within a communications plan the most appropriate channels for providing timely information to stakeholders and community members. In conjunction with state government agencies and relevant disaster management groups, ensure processes and standard operating procedures which guide the coordination of the tsunami warning are seamless and consistent. Provide key contacts within LGAs to be advised by the state government agencies in the event of a tsunami warning. Consider the likely community behaviour and perceptions, and operational requirements once a tsunami warning or EA campaign has started, particularly the time and resources required for authorities to establish activities on which the community will rely.
For example, if people are requested to self-evacuate, where should they go and what facilities and resources will be required when they arrive?