Comprehensive Preparedness

1

• Comprehensive Preparedness
• Planning
• a new approach
• Henrik G. Petersen, Head of Department
• Danish Emergency Management Agency (DEMA)

2
Comprehensive Preparedness Planning

• 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 organisations general
  contingency plan

3
Planning (what to do day-to-day)
Contingency Plans
Evaluation
Planning Assumptions
Programme Management
Exercises
Prevention
Training

• Planning within all seven components
• A series of interrelated components - not a
  circular approach
• Needs driven (tool the preparedness test)

4
Programme Management

• Active senior management involvement
• Managing preparedness planning is not different
  from managing other areas
• Broad stakeholder participation

5
Planning Assumptions

• 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

6
Prevention

• 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)

7
Training
Litterature
Courses
Seminars
On-the-job Training

• 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)

8
Exercises
Table top
Alarm drills
Full-scale (FTX)
Crisis management (CMX)

• 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

9
Evaluation
Evaluation of Incidents and responses
Evaluation of exercises

• 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

10
Contingency Plans
1
2
5
3
4

• 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

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The five core taks in crisis management
12
Report on current situation assessment and
coordination in the event of a crisis, SEMA, 2006
Joint situation assessment
Coordinated external communication
Coordinated decision-making
13
The five Core Tasks in Crisis Management
1
2
5
3
4
14
Contingency plans requirements and structure
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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.

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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

17
How can an overall contingency plan be
structured?
The organisations 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
Instructions
Templates
Templates
Forms/ Blankets/ Directions
Forms
Lists
Lists
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Comprehensive Preparedness Planning- planning
for crisis management
1
2
3
5
4
19
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)?