Health Emergency Planning Template

Health Emergency Planning template

Overview

This plan is designed to assist you to prepare for:  Unexpected incidents or events which affect, or may affect the ability of your organisation or facility to continue to provide effective and safe services; or.  Unexpected incidents or events which affect your community.

It will also assist your compliance with your contract requirements, and any standards and statutes applying to your services.

The layout is designed to:  provide a one-stop document tailored to your service, taking into consideration your specific needs;  identify key equipment, supplies and utilities;  identify common links with external agencies;  Identify preferred relocation options and agreements.

The plan is intended to be a resource for, and should be available to, all staff within and visiting your organisation or facility, including temporary or locum staff, visitors and contractors. It should have a review date (every two years), but should in any case be reviewed:  When a change is made to your service or environment, or  Following an activation of the plan.

The Planning Process 1. Review this template to get an overview of the requirements; 2. Review all the Emergency Management documentation that you already have. This may include Fire Evacuation Plans, Emergency Call Trees or Civil Defence Plans. 3. Complete the template. 4. Add any notes to the final page of the document.

- 1 - Notes:

Risk and hazard identification, assessment and mitigation  Environmental and technological risks and hazards specific to your region or locality are available from the Emergency Management offices of your regional and district councils.  Risks specific to your organisation or services will be found in your internal risk plans and hazard registers.  Standards and guidelines for Risk Management in Health include AS/NZS 4360:2004 (Risk Management) and SAA/SNZ HB 228:2001 (Guidelines for Managing Risk in Healthcare).

Mutual Aid Operating Protocols (MAOPs) MAOPs are previously agreed arrangements for the provision of mutual assistance and support in the event of an emergency. They typically outline an agreement between two or more parties describing the assistance, facilities and supplies that may be provided should the need arise. An example of an MAOP template is attached as Appendix 1.

Planning Assistance and Advice Lakes District Health Board Emergency Management Planners are available to provide emergency management planning support and can be contacted at:

Ray Sutton Christine Mutlow Emergency Management Coordinator Emergency Management Administrator Email: [email protected] Email: [email protected] DDI: 07 343 7749 Phone 07 348 1199 ext 8472 Logo if applicable

***Organisation***Organisation Name***Name***

EMERGENCY

MANAGEMENT PLAN ***Date***

During an Emergency  Expect normal routine to be disrupted for the duration of the emergency;  If at work stay at work until ALL CLEAR given or otherwise instructed;  Restrict telephone use to essential communication only.

Review Date: *** Name of Author: *** Signed off by: (***)

- 3 - Table of Contents

Page Introduction Reduction Environmental Risk and Hazards Business Risks and Hazards Service/Business Continuity Readiness Service Description Site map Location of Plans Location of Hazard Register Incident Control Point Preference Contacts Key Support Agencies Training and Exercising Mutual Aid Operating Protocols (MAOP) Response Activation Alarm Testing Emergency Assembly Areas CIMS Structure CIMS Duty Cards Recovery Reference and Resources Appendices Appendix 1: Mutual Aid Operating Procedure Appendix 2: Emergency Equipment on Site Appendix 3: Emergency Provisions on Site Appendix 4: Glossary of Terms Notes

- 4 - Introduction

In order to manage an emergency and mitigate its immediate and potential effects, ***Organ isation Name*** need to have pre-prepared and tested emergency response plans.

There are also a number of legal obligations on healthcare facilities with regard to emergency planning, including (but not limited to) the following: . NZ Public Health and Disability Act 2000 . The Health and Safety in Employment Act, and . The National and Local Civil Defence Emergency Plans, which stipulates the following in relation to health services:

Without limiting their overall responsibilities, health providers must, as appropriate: . identify risks and hazards . ensure all obligations for response capability and actual response are met . monitor staff awareness, staff training, and readiness of resources . ensure there is an efficient system for rapidly notifying or calling staff in an emergency . ensure that in an emergency there is access to essential supplies . participate in coordinated planning, training, exercising and response arrangements with complimentary or neighbouring providers and other lead agencies . maintain current ‘emergency plans’ . This plan is intended as a guide to the systems and processes ***Organisation Name*** will use to prepare and respond to an emergency situation. It is intended that this plan be flexible enough to cater for a variety of situations. It will be based on known hazards and risks, and available resources.

When activated this plan needs to be coordinated with other local health services and the emergency services.

Planning for emergencies uses an ‘All-Hazards’ approach using the four ’Rs’ of emergency management planning:

The Four ‘Rs’ of Emergency Management Planning

Reduction Recognition of hazards and risks, and mitigation to avoid or minimise the impact prior to the event.

Readiness Planning, establishing response systems, training, maintaining readiness to respond.

Response Mobilising and activating the emergency Plan.

Recovery Actions to recover from the incident, including moving back to business as usual and reviewing and updating the emergency plan, based on what has been learnt from the incident.

- 5 - Reduction

Environmental Risk and Hazards

Hazard/Risk Mitigation Fire . - Comply with fire regulations (EXAMPLE) . - Fire Hydrants / Extinguishers . - Annual exercise Likelihood . - Six monthly evacuation training Medium . - Warden training Consequence Impact . - Staff induction programme - Burns . Fire Service contact numbers recorded - Serious damage to buildings

Volcanic Ash Fall .

Likelihood High / Medium / Low

Consequence Impact

Earthquake .

Consequence Impact

Pandemic .

Consequence Impact

Other . . Likelihood High / Medium / Low

Consequence Impact

- 6 - Facility Risks and Hazards

Hazard/Risk Mitigation Electricity outage .

Consequence Impact

Water supply loss .

Consequence Impact

Gas leak

Consequence Impact

Telephone outage

Consequence Impact

- 7 - Business Risks and Hazards

Hazard/Risk Mitigation Loss of Records .

Likelihood High / Medium / Low Consequence Impact

Other .

Likelihood High / Medium / Low Consequence Impact

- 8 - Service/Business Continuity

To ensure service/ business continuity ***Organisation Name*** will:

1. Take all steps to ensure staff are aware of emergency procedures and are regularly trained and updated in: . Use of the CIMS emergency management system. . Location and use of the Incident Control Point (ICP) and equipment contained within it. . Use of radios / communication options e.g. pagers, text messaging etc. . Activation of alarms when and how to use them, how to test them, etc). . Emergency evacuation procedures / expectations. . Fire drills. . Use of Personal Protection Equipment (PPE) – where it is, when and how to use it, how to test it, etc 2. Emergency plans are included in new staff orientation/induction 3. Maintain a current staff contact list 4. Maintain an up-to-date contact list for local emergency services. 5. Regular testing of systems: . uninterrupted Power Supply (UPS), . surge protectors . generator/battery testing . smoke alarms 6. Ensure all serial numbers, dates of purchase, costs and maintenance agreements are listed for insurance purposes. 7. Protect business records, clinical records, personal information, data including offsite backup of critical data at regular intervals. 8. Protection of medical and business equipment. 9. Take all possible steps to maintain service delivery or restore essential services as rapidly as possible following an event. This includes arrangements for (as appropriate): . moving to temporary facilities - includes pre-organised agreements (e.g. MAOPs) . continuation of emergency supplies - includes arrangements with usual suppli- ers . continuation of payroll services

- 9 - Readiness

Service Description

***Organisation Name***provides a ***Describe the type of service provided e.g. Aged residential care, Respite Care, Community Support, General Practice***

Key Emergency Features . ***Bulleted key emergency points i.e. location of alarms, gas mains, water mains, electricty mains etc*** .

Site Map

*** map showing location of alarms, water, gas mains etc***

- 10 - Location of Plans Copies of the emergency plan will be held by: ***

Location of Hazard Register A copy of the Hazard Register is held ***

Incident Control Point Preferences . *** .

Location of current staff contact list . ***

Emergency Team Contacts

Name / Position Contact Number

Relocation Options 1. *** Preferred relocation options** 2.

- 11 - Key Support Agencies

Service Supplier Contact Number Contact Person

Air conditioning Computers Electrician Engineers Smoke alarms and extinguishers Gas fitter Gas supplier Helicopter services Insurance Internet Service Provider Maps Plumber Power supplier RT communications Security Telecommunications Underground services Water Police Fire Ambulance Civil Defence Rotorua Hospital

- 12 - Training and Exercising . All new staff employed at ***Organisation Name***will receive a basic introduction to Emergency Plans and processes as part of their orientation to the site. . All staff will receive emergency procedures refresher training annually. . Emergency team members will receive emergency procedures training bi annually.

Mutual Aid Operating Protocols (MAOP) List any if applicable . .

- 13 - Response

Activation Alert staff by: Fire Alarm Telephone Runner Radio Other

Alarm Testing ***Details of regular testing***

Emergency Assembly areas . ***Cleary identify designated areas*** Response Process The Coordinated Incident Management System (CIMS) is used by all emergency services. In order to be consistent with the Emergency Services CIMS will be used by ***Organi sation Name***.

CIMS Structure

Safety

Incident Controller Media & Communications

Liaison

Planning & Operations Intelligence Logistics

- 14 - The first staff member to become aware of an emergency shall:

1. Advise the senior staff member on duty: . what has occurred . where it has occurred . how many people are involved . what immediate action is being taken . establish ongoing communication lines with the senior staff member on duty 2. The senior staff member on duty shall: . Call the appropriate emergency services using the 111 system (Police, Fire, Ambulance, other). . activate the Emergency Response Team using the CIMS structure . advise the **the Chief Executive /Manager*** . proceed to and activate the Incident Control Point (ICP) . brief staff . delegate tasks using duty card prompts as appropriate . issue radios, jerkins and safety equipment as appropriate. . ensure a Liaison person is sent to meet and provide direction to Emergency Services . establish communication protocols . provide ongoing direction, coordination and management of the on site response. The most senior staff member present shall assume the role of Incident Controller until a more senior staff member formally takes over the role or an emergency service takes over the role as Lead Agency.

Emergency Response Team Members shall: 1. Report to the Operations Manager and take directions from him/her. 2. The Emergency Response Team is made up from: .

- 15 - CIMS: Duty Cards

Incident Controller - (Leader / Coordinator) . Take control at the incident control point and manages directly or appoints people to CIMS Management Positions.

Operations Manager - (Doers) . Directs response operations at the centre of the event.

Planning and Intelligence Manager – (Forward Thinkers) . Collects information, analyses it and make plans for the future based on it.

Logistics Manager – (Getters & Payers) . Supports the response by providing and maintaining facilities, services and materials, especially to the Operations Manager.

Safety Manager – (Ensuring everyone is safe) . Monitors safe work practices to ensure safety and takes appropriate steps to reduce risks.

Communications Manager – (Informers Internal / External) . Manages media inquiries and coordinates the release of information to families, staff and others.

Liaison Manager– (Internal / external point of contact) . Works directly for the Incident Controller as the first contact for other agencies assigned to an incident.

- 16 - Recovery

Recovery planning is the process undertaken to restore business as usual during and following an event. This includes the provision of equipment and supplies as well as the support and follow up process required to ensure your staff are able to continue to provide their service.

Recovery processes are integral in the planning for the management of an incident. Recovery may be managed either internally or by external personnel. A recovery plan will be developed in consultation with the senior staff managing the service.

The key points for staff to be aware of in relation to recovery are: . Use the templates which can be provided by Civil Defence and other Emergency Services. . The ALL CLEAR should be communicated when all parties involved in the management of the incident response agree that the incident is resolved and all risks around it have been mitigated.

Recovery also includes: . immediate incident debrief sessions . event review . staff debriefing either in groups or individually as required . media liaison . access to Employee Assistance Programmes and other support services.

An event report will be written and assessment of the Site Emergency Management Response Plan against the actual event. Subsequent modification of this will be completed as required. . Financial impacts will be tracked.

The key points for staff to be aware of in relation to this part of the recovery process are: . Participation in debrief sessions and event reviews are voluntary, however it is recommended that all staff who participated in a response attend these sessions. . Staff involved in a response may not recognise the impact an incident has had on them. They should be aware that the effects could emerge at any time during or following an event. . Senior personnel should actively follow up with staff involved in the incident. Staff should be encouraged to utilise the follow up support processes available within the organisation.

- 17 - Reference and Resources . Civil Defence (www.civildefence.govt.nz) . The Civil Defence and Emergency Management Act 2002 . The NZ Health and Safety in Employment Act . Ministry of Health (www.moh.govt.nz) o NZ Public Health and Disability Act 2000 o National Health Emergency Plan: Guiding Principles for Emergency Management Planning in the Health and Disability Sector, 2005 o The National Health Emergency Plan (www.moh.govt.nz/nhep) o The New Zealand Influenza Pandemic Action Plan (www.moh.govt.nz/pandemic) o The National Health Emergency Plan: Hazardous Substances Incident Hospital Guidelines, 2005; o The Health Act 1956 o The Law Reform (Epidemic Preparedness) Act . The MoH Operating Policy Framework (latest version); (available from DHBs) . AS/NZS 4360:2004 (Risk Management) . SAA/SNZ HB 228:2001 (Guidelines for Managing risk in Healthcare)

- 18 - Appendices

Appendix 1: Mutual Aid Operating Procedure

Emergency Management Mutual Aid Operating Protocol between: ***Organisation Name*** and ______(***Organisation Name***)

Date signed: ______Review date: ______

PARTIES (Business name) a. (First Party) b. (Second Party)

AGREEMENT 1. In the event of an emergency, the Parties agree to support each other, where possible, with the provision of facilities and equipment (support). 2. The parties will pay each other for this support at reasonable rates. Due to the urgency of emergency situations, it may be necessary to negotiate payment after support has been provided. 3. Agreement to use each other’s services/facilities will be between Managers of the facilities named or respective Incident Controllers during an emergency 4. Support may be provided without charge 5. Parties will treat each other’s facilities and equipment with the care and respect and to a standard reasonably expected in the circumstances 6. The Parties will comply with all relevant law and professional standards when using the other’s facilities and equipment. 7. In the event of a declared Civil Defence emergency the Parties agree to abide by the decisions of the Civil Defence Controller pursuant to the Civil Defence Act. 8. The Parties will assist each other by the exchange of information about emergency management.

Signed on behalf of Signed on behalf of (The First Party) (The Second Party)

Signature ______Signature ______

Full Name ______Full Name ______

Position ______Position ______

Date ______Date ______

- 19 - Appendix 2: Emergency Equipment on Site

Equipment Qty Location ***List relevant equipment***

- 20 - Appendix 3: Emergency Provisions on Site

Type Location Water Food supplies First aid supplies Other

- 21 - Appendix 4: Glossary of Terms

ICP Incident Control Point CIMS Coordinated Incident Management Team PPE Personal Protection Equipment UPS Uninterrupted Power Supply MAOP Mutual Aid Operating Procedure DHB District health Board RT Radio Telephone MoH Ministry of Health

- 22 - NOTES

- 23 -