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1Strategic Leadership in a CrisisDominic MellonRegional Resilience Manager29 June 2010
2Responding to the emergencyResponse conditions: Stress & anxiety Pressure from rapid responserequirements Working with...
3Successful incident responseteams: Having the right team in place Clear, accountable, decision making Timely communica...
4Risk awareness Pandemic Flu Flooding Terrorism Awareness of national, regional & localrisk registers Local leaders u...
5Subsidiarity in Command & Control Emergency Response lead at local level Strategic Health Authority empoweringPrimary C...
6IncidentResponse LevelsLevel Definition1 Major incident contained within one Local Resilience Forumarea2 Major incident c...
7Indicators Where mutual aid is required; Requiring the attendance of the NHS at theStrategic Coordinating Centre or Reg...
8Strategic Incident Management National capabilities survey identified needto improve strategic level training National ...
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Slc presentation (final) 100316

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Transcript of "Slc presentation (final) 100316"

  1. 1. 1Strategic Leadership in a CrisisDominic MellonRegional Resilience Manager29 June 2010
  2. 2. 2Responding to the emergencyResponse conditions: Stress & anxiety Pressure from rapid responserequirements Working with limited information Rapidly evolving situations
  3. 3. 3Successful incident responseteams: Having the right team in place Clear, accountable, decision making Timely communication to appropriatestakeholders Crisis response team with the authority toact Team members accepting theirresponsibility & authority
  4. 4. 4Risk awareness Pandemic Flu Flooding Terrorism Awareness of national, regional & localrisk registers Local leaders understanding of risk in theircommunity
  5. 5. 5Subsidiarity in Command & Control Emergency Response lead at local level Strategic Health Authority empoweringPrimary Care Trusts SHA Command & Control– Major Incident impacting several PCTs– Pandemic Flu- National command andControl
  6. 6. 6IncidentResponse LevelsLevel Definition1 Major incident contained within one Local Resilience Forumarea2 Major incident covering more than one Local Resilience Forumareaorexceeds the command capability of local Primary Care Trust3 Major incident exceeds command capabilities of multiplePrimary Care Trusts cooperating through the StrategicCoordinating GrouporStrategic Health Authority Strategic Command requested bythe Department of Health4 Incident external to NHS South West area with regionalimpacts requiring national and regional coordination
  7. 7. 7Indicators Where mutual aid is required; Requiring the attendance of the NHS at theStrategic Coordinating Centre or Regional CivilContingencies Committee; Requiring communication links with nationalcoordination; Serious untoward incidents; Declared or suspected terrorist incidents; Chemical, biological, radiological or nuclear incident; Significant incident that requires media coordination; Incidents self declared by an NHS organisation,including by the South West Strategic HealthAuthority.
  8. 8. 8Strategic Incident Management National capabilities survey identified needto improve strategic level training National Occupational Standards outlinecompetencies for executive directors- Response principles- Applicable legislation- Communications & media
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