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Comprehensive PreparednessPlanning
-a new approach
Henrik G. Petersen, Head of Department Danish Emergency Management Agency (DEMA)
www.brs.dk
Aim
Boost the overall quality of the preparedness planning
Boost the crisis management capabilities
Means
Easy-to-read guidance providing a coherent planning methodology
Supplemented by tools and templates
Preparedness test (questionnaire /self-test) The RVA-model, RVA60, the scenario bank Descriptions of the sector contingency plans etc. Template for ”the organisation’s general contingency plan”
Comprehensive Preparedness Planning
www.brs.dk
ProgrammeManagement
Evaluation
Exercises
Training
Prevention
PlanningAssumptions
Contingency Plans
Planning (what to do day-to-day)
Planning within all seven components
A series of interrelated components - not a circular approach
Needs driven (tool: the preparedness test)
ProgrammeManagement
Evaluation
Exercises
Training
Prevention
PlanningAssumptions
Contingency Plans
www.brs.dk
Programme Management
Active senior management involvement
Managing preparedness planning is not different from managing other areas
Broad stakeholder participation
Aim, scope and task
Follow-upactions
Policy andprogrammedocuments
Resourceallocation
ProgrammeManagement
Evaluation
Exercises
Training
Prevention
PlanningAssumtions
Contingency Plans
www.brs.dk
Planning Assumptions
Mapping critical
functionsRisk and
vulnerabilityanalyses
Identification of threats &
hazards
…
The planning assumptions supports the work with the additional six areas
The guidelines is supplemented by simple methods, templates and examples
An open structure – possible to add subareas as needed
ProgrammeManagement
Evaluation
Exercises
Training
Prevention
PlanningAssumptions
Contingency Plans
www.brs.dk
Prevention
Measures
Information
Focus on risk reduction – likelihood and/or consequences
Two overall types of prevention: technical/hard and tactical/soft
Work with prevention should be integrated into other planning areas (e.g. land use planning, infrastructure development)
ProgrammeManagement
Evaluation
Exercises
Training
Prevention
PlanningAssumtions
Contingency Plans
www.brs.dk
Training
Courses
On-the-jobTraining
Seminars
Whom of the employees should be required and/or offered training?
What subjects should the employees be trained in? (General and specialized courses)
How should the training be conducted? (Competences can be obtained by several methods)
Litterature
ProgrammeManagement
Evaluation
Exercises
Training
Prevention
PlanningAssumtions
Contingency Plans
www.brs.dk
Exercises
Train employees, test plans and procedures, test equipment and techniques
Practise regularly and varied regarding course of events and crisis management tasks
Both internal exercises and participate in cross-disciplinary exercises arranged by others
Full-scale (FTX)
Crisismanagement
(CMX)
Alarm drills
Table top
ProgrammeManagement
Evaluation
Exercises
Training
Prevention
PlanningAssumtions
Contingency Plans
www.brs.dk
Evaluation
Evaluation ofexercises
Evaluation ofIncidents and
responses
Thorough and systematic studies – e.g. a debriefing is not an evaluation
The aim is to learn from incidents and exercises – not merely document their course of events
Focus on vulnerabilities and possibilities for improvement – but also focus on what worked
ProgrammeManagement
Evaluation
Exercises
Training
Prevention
PlanningAssumtions
Contingency Plans
www.brs.dk
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Contingency Plans
Clear distinction between planning and crisis management
Focus on action oriented contingency plans (what do you need in a crisis?)
The five core tasks in crisis management
ProgrammeManagement
Evaluation
Exercises
Training
Prevention
PlanningAssumtions
Contingency Plans
Response
Crisiscommunication
Coordination ofactions andresources
Informationmanagement
Activating and operating
the CMOPurpose,
scope and responsibilities
The five core taks in crisis management
www.brs.dk
Joint situation assessment
Coordinated external communication Coordinated decision-making
Report on current situation assessmentand coordination in the event of a crisis, SEMA, 2006
www.brs.dk
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Response
Crisiscommunication
Coordination ofactions andresources
Informationmanagement
Activating and operating
the CMOPurpose,
scope and responsibilities
The five Core Tasks in Crisis Management
Contingency plans – requirements and structure
www.brs.dk
Requirements
The plans must be action driven
Only include the information that is necessary during a crisis
Clear guidance/precise instructions regarding who does what, when and how (”check list”).
The plan must be realistic
Procedures must work in real life/practice – also under pressure/stress.
The plan must be user-friendly
Logical structure/layout, easy reference, plain language.
As brief as possible.
The plan must also be: Accessible, read, understood, updated and tested.
www.brs.dk
How can a general contingency plan be structured?
A brief introduction
The five core tasks of crisis management (one chapter each)
Attach as appendix or seperate documents:
Subplans for decentralized/deattached organisational units and subordinated institutions.
Response plans with guidance for the operationale management of specific incidents.
”Action cards” with brief instructions on actions in relation to specific tasks.
Templates, lists, descriptions and other documents that can support crisis management
www.brs.dk
The organisation’sgeneral contingency plan
Introduction1 Activating the CMO2 Information management3 Coordination4 Crisis communication-------------------------------5 Survey of subplans and response plans
Appendix to the general plan
Subplan Directorate A
Subplan Directorate B
Subplan Directorate C
Response plan Pandemic
Response planPollution of drinking water
Response planFlood
Instructions
Templates
Forms/Blankets/DirectionsLists
Instructions
Templates
Forms
Lists
How can an overall contingency plan be structured?
www.brs.dk
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ProgrammeManagement
Evaluation
Exercises
Training
Prevention
PlanningAssumptions
Contingency Plans
Response
Crisiscommunication
Coordination ofactions andresources
Informationmanagement
Activating and operating
the CMOPurpose,
scope and responsibilities
Comprehensive Preparedness Planning- planning for crisis management
www.brs.dk
The way ahead
Expert meeting prior to CBSS DG-meeting/2009
CBSS DG-meeting i Copenhagen 26 - 27 March 2009
Creating a BSR network of experts (on Comprehensive Preparedness Planning)?
