<ul><li>Comprehensive Preparedness </li></ul><ul><li>Planning  </li></ul><ul><li>a new approach </li></ul><ul><li>Henrik G...
<ul><li>Aim </li></ul><ul><li>Boost the overall quality of the preparedness planning </li></ul><ul><li>Boost the crisis ma...
Planning (what to do day-to-day) Programme Management   Evaluation Exercises Training Prevention Planning Assumptions Cont...
Programme Management <ul><li>Active senior management involvement </li></ul><ul><li>Managing preparedness planning is not ...
Planning Assumptions <ul><li>The planning assumptions supports the work with the additional six areas </li></ul><ul><li>Th...
Prevention <ul><li>Focus on risk reduction – likelihood and/or consequences </li></ul><ul><li>Two overall types of prevent...
Training Courses On-the-job Training Seminars <ul><li>Whom of the employees should be required and/or offered training?  <...
Exercises <ul><li>Train employees, test plans and procedures, test equipment and techniques </li></ul><ul><li>Practise reg...
Evaluation Evaluation of exercises Evaluation of Incidents and  responses <ul><li>Thorough and systematic studies –  e.g. ...
Contingency Plans 5 4 3 2 1 <ul><li>Clear distinction between planning and crisis management </li></ul><ul><li>Focus on ac...
The five core taks in  crisis management
Joint situation assessment Coordinated external communication   Coordinated decision-making   Report on current situation ...
5 4 3 2 1 The five Core Tasks in Crisis Management Response Crisis communication Coordination of actions and resources Inf...
Contingency plans – requirements and structure
Requirements <ul><li>The plans must be  action driven </li></ul><ul><ul><li>Only include the information that is necessary...
How can a general contingency plan be structured?  <ul><li>A brief introduction  </li></ul><ul><li>The five core tasks of ...
The organisation’s general contingency plan Introduction 1 Activating the CMO 2 Information management 3 Coordination 4 Cr...
5 4 3 2 1 Comprehensive  Preparedness Planning - planning for crisis management Programme Management Evaluation Exercises ...
The way ahead  <ul><li>Expert meeting prior to CBSS DG-meeting/2009 </li></ul><ul><li>CBSS DG-meeting i Copenhagen 26 - 27...
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  • Goddag, mit navn er … og jeg kommer fra Beredskabsstyrelsen. Jeg er blevet bedt om at sige noget om ROS-analyser. Siden den oprindelige aftale med SST er vi kommet længere med vores tanker om HOB. Og da ROS og HOB hænger tæt sammen vil jeg også tale lidt om det
  • First of all: we are not trying to create another management system - rather we are trying to fill the gap between standards and the end-products. Our aim is not to make the advanced organisations even better - rather we want to raise the general level of public sector preparedness planning. Furthermore, we want to boost the crisis management capabilities, particular at the strategic level [GOLD]. It is not uncommon that tactical and operational responders find that support from the strategic level could be better. The central means to this end is to enable the “non-professionals”. By non-professionals we mean the persons in the organisations who are put in charge of the planning efforts, but often have limited knowledge of preparedness planning. We believe this is necessary because many organisations in the public sector will have to rely on in-house resources to get the job done And now is the time. In 2007 two major reforms of the public sector were started. The reforms - the merger of 273 municipalities to 98, and the merger 53 police districts to 12 - have a large influence on the emergency management arrangements [NEW TASKS, NEW PARTNES, NEW GEOGRAPHY]. As a consequence plans have to be up-dated if not re-written altogether.
  • Goddag, mit navn er … og jeg kommer fra Beredskabsstyrelsen. Jeg er blevet bedt om at sige noget om ROS-analyser. Siden den oprindelige aftale med SST er vi kommet længere med vores tanker om HOB. Og da ROS og HOB hænger tæt sammen vil jeg også tale lidt om det
  • Goddag, mit navn er … og jeg kommer fra Beredskabsstyrelsen. Jeg er blevet bedt om at sige noget om ROS-analyser. Siden den oprindelige aftale med SST er vi kommet længere med vores tanker om HOB. Og da ROS og HOB hænger tæt sammen vil jeg også tale lidt om det
  • Henrik G. Petersen: Comprehensive Preparedness Planning - a ...

    1. 1. <ul><li>Comprehensive Preparedness </li></ul><ul><li>Planning </li></ul><ul><li>a new approach </li></ul><ul><li>Henrik G. Petersen, Head of Department </li></ul><ul><li>Danish Emergency Management Agency (DEMA) </li></ul>
    2. 2. <ul><li>Aim </li></ul><ul><li>Boost the overall quality of the preparedness planning </li></ul><ul><li>Boost the crisis management capabilities </li></ul><ul><li>Means </li></ul><ul><li>Easy-to-read guidance providing a coherent planning methodology </li></ul><ul><li>Supplemented by tools and templates </li></ul><ul><ul><li>Preparedness test (questionnaire /self-test) </li></ul></ul><ul><ul><li>The RVA-model, RVA60, the scenario bank </li></ul></ul><ul><ul><li>Descriptions of the sector contingency plans etc. </li></ul></ul><ul><ul><li>Template for ”the organisation’s general contingency plan” </li></ul></ul>Comprehensive Preparedness Planning
    3. 3. Planning (what to do day-to-day) Programme Management Evaluation Exercises Training Prevention Planning Assumptions Contingency Plans <ul><li>Planning within all seven components </li></ul><ul><li>A series of interrelated components - not a circular approach </li></ul><ul><li>Needs driven (tool: the preparedness test) </li></ul>Programme Management Evaluation Exercises Training Prevention Planning Assumptions Contingency Plans
    4. 4. Programme Management <ul><li>Active senior management involvement </li></ul><ul><li>Managing preparedness planning is not different from managing other areas </li></ul><ul><li>Broad stakeholder participation </li></ul>Aim, scope and task Follow-up actions Policy and programme documents Resource allocation Programme Management Evaluation Exercises Training Prevention Planning Assumtions Contingency Plans
    5. 5. Planning Assumptions <ul><li>The planning assumptions supports the work with the additional six areas </li></ul><ul><li>The guidelines is supplemented by simple methods, templates and examples </li></ul><ul><li>An open structure – possible to add subareas as needed </li></ul>Mapping critical functions Risk and vulnerability analyses Identification of threats & hazards … Programme Management Evaluation Exercises Training Prevention Planning Assumptions Contingency Plans
    6. 6. Prevention <ul><li>Focus on risk reduction – likelihood and/or consequences </li></ul><ul><li>Two overall types of prevention: technical/hard and tactical/soft </li></ul><ul><li>Work with prevention should be integrated into other planning areas (e.g. land use planning, infrastructure development) </li></ul>Measures Information Programme Management Evaluation Exercises Training Prevention Planning Assumtions Contingency Plans
    7. 7. Training Courses On-the-job Training Seminars <ul><li>Whom of the employees should be required and/or offered training? </li></ul><ul><li>What subjects should the employees be trained in? (General and specialized courses) </li></ul><ul><li>How should the training be conducted? (Competences can be obtained by several methods) </li></ul>Litterature Programme Management Evaluation Exercises Training Prevention Planning Assumtions Contingency Plans
    8. 8. Exercises <ul><li>Train employees, test plans and procedures, test equipment and techniques </li></ul><ul><li>Practise regularly and varied regarding course of events and crisis management tasks </li></ul><ul><li>Both internal exercises and participate in cross-disciplinary exercises arranged by others </li></ul>Full-scale (FTX) Crisis management (CMX) Alarm drills Table top Programme Management Evaluation Exercises Training Prevention Planning Assumtions Contingency Plans
    9. 9. Evaluation Evaluation of exercises Evaluation of Incidents and responses <ul><li>Thorough and systematic studies – e.g. a debriefing is not an evaluation </li></ul><ul><li>The aim is to learn from incidents and exercises – not merely document their course of events </li></ul><ul><li>Focus on vulnerabilities and possibilities for improvement – but also focus on what worked </li></ul>Programme Management Evaluation Exercises Training Prevention Planning Assumtions Contingency Plans
    10. 10. Contingency Plans 5 4 3 2 1 <ul><li>Clear distinction between planning and crisis management </li></ul><ul><li>Focus on action oriented contingency plans (what do you need in a crisis?) </li></ul><ul><li>The five core tasks in crisis management </li></ul>Programme Management Evaluation Exercises Training Prevention Planning Assumtions Contingency Plans Response Crisis communication Coordination of actions and resources Information management Activating and operating the CMO Purpose, scope and responsibilities
    11. 11. The five core taks in crisis management
    12. 12. Joint situation assessment Coordinated external communication Coordinated decision-making Report on current situation assessment and coordination in the event of a crisis , SEMA, 2006
    13. 13. 5 4 3 2 1 The five Core Tasks in Crisis Management Response Crisis communication Coordination of actions and resources Information management Activating and operating the CMO Purpose, scope and responsibilities
    14. 14. Contingency plans – requirements and structure
    15. 15. Requirements <ul><li>The plans must be action driven </li></ul><ul><ul><li>Only include the information that is necessary during a crisis </li></ul></ul><ul><ul><li>Clear guidance/precise instructions regarding who does what, when and how (”check list”). </li></ul></ul><ul><li>The plan must be realistic </li></ul><ul><ul><li>Procedures must work in real life/practice – also under pressure/stress. </li></ul></ul><ul><li>The plan must be user-friendly </li></ul><ul><ul><li>Logical structure/layout, easy reference, plain language. </li></ul></ul><ul><ul><li>As brief as possible. </li></ul></ul><ul><li>The plan must also be: </li></ul><ul><ul><li>Accessible, read, understood, updated and tested . </li></ul></ul>
    16. 16. How can a general contingency plan be structured? <ul><li>A brief introduction </li></ul><ul><li>The five core tasks of crisis management (one chapter each) </li></ul><ul><li>Attach as appendix or seperate documents: </li></ul><ul><ul><li>Subplans for decentralized/deattached organisational units and subordinated institutions. </li></ul></ul><ul><ul><li>Response plans with guidance for the operationale management of specific incidents. </li></ul></ul><ul><ul><li>” Action cards” with brief instructions on actions in relation to specific tasks. </li></ul></ul><ul><ul><li>Templates, lists, descriptions and other documents that can support crisis management </li></ul></ul>
    17. 17. The organisation’s general contingency plan Introduction 1 Activating the CMO 2 Information management 3 Coordination 4 Crisis communication ------------------------------- 5 Survey of subplans and response plans Appendix to the general plan Instructions Templates Forms/ Blankets/ Directions Lists Instructions Templates Forms Lists How can an overall contingency plan be structured? Subplan Directorate A Subplan Directorate B Subplan Directorate C Response plan Pandemic Response plan Pollution of drinking water Response plan Flood
    18. 18. 5 4 3 2 1 Comprehensive Preparedness Planning - planning for crisis management Programme Management Evaluation Exercises Training Prevention Planning Assumptions Contingency Plans Response Crisis communication Coordination of actions and resources Information management Activating and operating the CMO Purpose, scope and responsibilities
    19. 19. The way ahead <ul><li>Expert meeting prior to CBSS DG-meeting/2009 </li></ul><ul><li>CBSS DG-meeting i Copenhagen 26 - 27 March 2009 </li></ul><ul><li>Creating a BSR network of experts (on Comprehensive Preparedness Planning)? </li></ul>

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