Delivering quality healthcare in partnership with our communities
Darling Downs Hospital
and Health Service
Emergency management
and continuity plan
A Functional Plan of the
Darling Downs Hospital and Health Service Emergency Management and Continuity Plan 2012.v1 | 10/2014
For further information please contact: Office of Chief Executive
Darling Downs Hospital and Health Service Jofre Level 1 Baillie Henderson Hospital PO Box 405 Toowoomba Qld 4350 DDHHS@health.qld.gov.au
www.health.qld.gov.au/darlingdowns | ABN 64 109 516 141
Copyright © Darling Downs Hospital and Health Service, The State of Queensland, 2014
Our Vision
• To be trusted to deliver excellence in rural and regional healthcare.
Our Purpose
• Delivering quality healthcare in partnership with our communities.
Our Values
• Caring – We deliver care, we care for each other and we care about the service we provide.
• Doing the right thing – We respect the people we serve and try our best. We treat each other respectfully and we respect the law and standards.
• Openness to learning and change – We continually review practice and the services we provide.
• Being safe, effective and efficient – We will measure and own our performance and use this information to inform ways to improve our services. We will manage public resources effectively,
efficiently and economically.
• Being open and transparent – We work for the public and we will inform and consult with our patients, clients, staff, stakeholders and community.
Darling Downs Hospital and Health Service
Emergency management and continuity plan
About the Darling Downs Hospital and Health Service
The Darling Downs Hospital and Health Service (DDHHS) covers 104,462km2 west of the
Great Dividing Range, extending in the south from the New South Wales border to Taroom and Murgon in the north and Glenmorgan in the west and comprises 7 local government areas including Banana Shire Council, Western Downs Regional Council, South Burnett Regional Council, Cherbourg Aboriginal Shire Council, Toowoomba Regional Council, Southern Downs Regional Council and Goondiwindi Regional Council.
For emergency management purposes DDHHS is covered by 6 District Disaster Management Groups (DDMG) being: Toowoomba, Warwick, Goondiwindi, Western Downs, Gladstone and Gympie.
The DDHHS services a population of approximately 280,000 people. The demographics are diverse and include metropolitan and small rural community settings. The Health Service has a major teaching role, providing both undergraduate andv postgraduate clinical experience for members of the multidisciplinary healthcare team. The DDHHS currently employs over 4,000 staff.
The DDHHS is home to one major regional hospital, 19 rural facilities, Mental Health Services, 7 aged care facilities, Community and Oral Health Services and a population that is expected to grow to over 360,000 in the next 20 years.
Contents
About the Darling Downs
Hospital and Health Service ...1
Document Amendments ...2 Distribution List ...2 1. Plan Overview ...3 1.1 Purpose ...3 1.2 Authority ...3 1.3 Geographical Area ...4 1.4 DDHHS Emergency Reporting Structure ...5 1.5 Hazards ...5
1.6 Review and Reporting ... 6
1.7 Indemnity ... 6
1.8 Hierarchy of Plans ... 6
2. Notification ...7
2.1 Definition of an Emergency ...7
2.2 Activation of the Plan ...7
2.3 Phases of Activation ... 8
2.4 Notification to Staff of Emergency Activation ... 8
3. Command, Control and Coordination Arrangements ... 9
3.1 Qld Health Incident Management System (QHIMS) ... 9
3.2 Health Emergency Operation Centre (HEOC) ... 9
Function ... 9
Activation of HEOC. ... 9
3.3 HEOC Location ...10
3.4 HEOC Personnel Structure ... 11
3.5 HEOC Equipment/Resources ... 12
3.6 HEOC Information and Communication Systems/Tools ... 13
DDHHS Communications Diagram ... 13
3.7 Incident Action Plan (IAP) ... 14
3.8 Stand down processes ... 14
3.9 Debriefs ... 15
Operational Debriefing ... 15
Critical Incident Stress Debriefing (CISD) ... 15
4. Deployment Teams ...16
5. External Contacts ... 17
5.1 Key Stakeholders and Emergency Services ... 17
5.2 Local and DDHHS Disaster Management Groups and Delegates ....18
Appendix ...19 Forms ...19 Form HEOC 01 ...19 Form HEOC 02 ... 20 Form HEOC 03...22 Form HEOC 04 ...23 Form HEOC 05 ...24
Request For Assistance ... 26
Table of Acronyms ...27
Document Amendments
Date amended Part and section amended, including description New version number
December 12 First release V 1.0
July 14 Update of relevant standards, plans and terms V 2.0
Distribution List
1. Plan Overview
1.1 Purpose
It is the aim of this plan to provide clear guidelines for preparation, the response to, and evaluation of emergency incidents and disasters affecting the Darling Downs Hospital and Health Service (DDHHS). It provides a systematic framework for the management of any large emergency incident that requires a coordinated approach across DDHHS, or through the response of other agencies.
Objectives:
• To optimise the safety of staff, patients, visitors and protect the physical resources of the DDHHS from real or potential emergencies or disaster.
• To provide direction for staff in the incident of a potential and actual emergency.
• To coordinate facility services so as to receive, and optimally manage a large number of patients that would otherwise overwhelm the capabilities of the service.
• To assist the organisation to continue to provide facility services in circumstances that may significantly impact on organisational function.
• To outline reporting arrangements on emergency preparedness issues.
During a major incident the DDHHS, through this plan, will:
• Establish a Health Emergency Operation Centre (HEOC) and appoint an Incident Management Team. • While the incident remains within the Organisation’s capability it will manage and coordinate the
overall health services response and recovery operations.
• Maintain communications with other facilities and services involved throughout the incident in line with emergency communication protocols.
• Seek assistance from the State Health Coordinator, through the Sate Health Coordination Centre (SHECC) as required.
• Provide ongoing communication and briefs to the SHECC.
• Where scale of the incident requires a community approach, enact established Memorandums of Understanding (MoU) or agreements with other agencies.
1.2 Authority
This plan has been prepared to comply with the provision of the following legislation, standards and policy:
• Hospital and Health Boards Act 2011 • Queensland Health Disaster Plan • The Disaster Management Act 2003 Australian Standards:
• Planning For Emergencies – Health Care Facilities AS4083-2010 • Planning For Emergencies in Facilities AS3745-2010
• EQuIP National Standards - Standard 15 Criterion 7
• Aged Care Accreditation Standards (Standard 4.6 Fire, Security and Other Emergencies)
1.3 Geographical Area
This plan has been developed to cover the DDHHS which includes the following facilities: • Toowoomba Hospital
• Baillie Henderson Hospital • Cherbourg Hospital • Chinchilla Hospital • Dalby Hospital • Glenmorgan OPC • Goondiwindi Hospital • Inglewood MPHS • Jandowae Hospital • Kingaroy Hospital • Meandarra OPC • Miles Hospital • Millmerran MPHS • Moonie OPC
• Mt lofty heights nursing home • Murgon Hospital • Nanango Hospital • Oakey Hospital • Proston OPC • Stanthorpe Hospital • Tara Hospital • Taroom Hospital • Texas MPHS • Wandoan PHC • Warwick Hospital • Wondai Hospital.
1.4 Emergency Reporting Structure
For emergency management purposes the Hospital and Health Service has been divided into four clusters, three clusters are in place as standard management and a fourth has been initiated to bring Toowoomba Hospital, Baillie Henderson Hospital, Mt Lofty Heights Nursing Home together.
Each facility has a local management committee that report on emergency arrangements through to their respective Clusters.
Each cluster has a cluster Emergency Preparedness Committee meeting that reports through to the DDHHS Emergency Preparedness Committee. (EPC)
The DDHHS Emergency Preparedness Committee reports to the DDHHS Executive Audit and Risk Committee.
During times of activation each affected Cluster will establish a Health Emergency Operations Centre (HEOC) either physical or virtual, that reports to the DDHHS Incident Management Team who are situated in the DDHHS HEOC this enables seamless communication and coordination with the clusters and facilities.
1.5 Hazards
Due to the geographical area of the DDHHS the major hazards that have been identified include, but are not limited to, the following:
• Flood • Storm
• Earthquake/Landslip • Bushfire
• Major Transport or Hazchem Incident • Exotic Animal & Plant disease.
There may be other events which require DDHHS coordination and/or State resources in support of Local Facilities.
1.6 Review and Reporting
The Emergency Management Plan shall be reviewed annually and on as needs basis, whichever is sooner, by the EPC.
The plan will also be evaluated for possible improvement within one month of: • An operational debriefing following an emergency incident.
• Any exercise designed to test the effectiveness of the plan.
As improvements to the plan are identified, or when significant changes which may impact upon the plan occur, the plan will be updated accordingly.
1.7 Indemnity
• QLD Health Human Resource Policy I2:Indemnity For Queensland Health Medical Practitioners.
• QLD Health Human Resource Policy I3:Indemnity For Queensland Health Employees and Other Persons.
Additional Plans and Recourses
• DDHHS Threat specific plans
• DDHHS Facility Emergency and Evacuation Plans • Qld Pandemic Plan
• Chemical, Biological and Radiological Disaster Plans • CaSS Mass Deceased Plan
• Queensland Government Counter-Terrorism Plan.
1.8 Hierarchy of Plans
2. Notification
2.1 Definition of an Emergency
There are two types of emergencies which may impact on the DDHHS, internal and external emergencies.
1. An Internal Emergency (Red, Purple, Yellow, Black and Orange) is an incident within the facility and therefore its capabilities may be reduced. Notification of an internal emergency may come from an Executive Director or Service Manager, Director of Nursing (DON), Facility Manager, Director Emergency Department, or facility security and staff.
There will be some internal emergencies which will impact on a facility to the extent that The Emergency Management Plan may be activated to provide the resources, such as site medical teams to treat casualties, and major incidents which may damage the facility infrastructure which requires an external response.
2. An External Emergency (Code Brown) is declared when the resources of the DDHHS are required as part of a health response to an emergency that has taken place external to the facility, with the facility’s capabilities usually still intact.
Initial notification of an external emergency may come from the Qld Ambulance Service (QAS), Qld Police Service (QPS), Qld Fire and Emergency Services (QFES), a member of the public or the coordinating services, such as the State Emergency Service (SES), Local or District Disaster Management Groups (LDMG & DDMG), or from the Director-General Qld Health to the DDHHS Chief Executive.
Notification of an event may also be received from the Bureau of Meteorology (BOM), local radio or media personnel.
2.2 Activation of the Plan
This Plan can be activated, by any DDHHS accountable officer (eg: HSCE, Divisional Executive
Director, or other approved officer), on advice of either an actual or potential incident which impacts on the organisation which cannot be contained or controlled at a local level.
A Health Incident Controller will be appointed and the activation phase and set-up of a HEOC decided.
This may occur as a result of either an internal or external incident.
The activation phase, in conjunction with the type and extent of the emergency, will determine which senior personnel need to be contacted.
This differs from a Code Alert which may or may not result in an activation of The DDHHS Emergency Management Plan.
Staff obligations
During the initial phase of an emergency, all staff will be under the direction of the Emergency Officer who is on duty in the affected area.
The underlying principle of the plan is that, as far as possible, staff will continue to perform their “normal” duty. While the emergency exists, staff may be directed to undertake any additional duties for which they are physically capable. Position descriptions and duty statements are suspended for the duration of the emergency, there is also an obligation on all off duty staff to return to duty when requested in an emergency and to assist as required. (HR Policy C69 March 2010)
2.3 Phases of Activation
Emergency management in Queensland utilises four phases of emergency response, Alert, Lean Forward, Stand Up and Stand Down.
In many situations, these stages may be condensed with stages being activated concurrently.
Within DDHHS operations we respond under the following activation phases.
Alert
• A heightened level of vigilance due to the possibility of an event in the area of responsibility. • No action is required however the situation should be monitored by someone capable of
assessing the potential of the threat.
• All relevant health plan appointments, response services, resources and communication systems are prepared and confirmed as ready.
• May also include the decision whether or not to establish a Health Emergency Operation Centre (HEOC).
Lean forward
• An operational state prior to ‘stand up’ characterised by a heightened level of situational awareness of an event (either current or impending) and a state of operational readiness. • HEOC’s are on stand by; prepared but not activated.
Stand up
• The operational state following ‘lean forward’ whereby resources are mobilised, personnel are activated and operational activities commenced.
• HEOC’s are activated.
• Actions undertaken to support business continuity and recovery operations. • Ongoing work force, resource and supply planning to provide sustainable service.
Stand down
• Transition from responding to an event back to normal core business and/or recovery operations. • There is no longer a requirement to respond to the event and the threat is no longer present. • Undertake organisational debriefing and incident review within two (2) weeks of the incident.
2.4 Notification to Staff of Emergency Activation
Notification to Staff of Emergency Activation may be in various forms as appropriate at the time these include but are not limited to:
• DDHHS wide Emails • Staff Forums • Staff Noticeboards.
3. Command, Control and Coordination Arrangements
3.1 Qld Health Incident Management System (QHIMS)
The QHIMS framework is a flexible, scalable structure that enables management of an event to be organised and coordinated in a consistent manner. As an emergency incident escalates the Incident Management System makes provision for these functions to be undertaken through the State Health Emergency Coordination Centre (SHECC) and or any established Health Emergency Operation Centre (HEOC).
The QHIMS is based on an organisational management structure that includes the functions of: Planning, Operations, Logistics, Admin/Finance and Communications in support of the Health Incident Controller (HIC). Initially, the HIC may perform all these functions. As the incident escalates, the HIC may delegate any or all of the functions to an Incident Management Team (IMT).
3.2 Health Emergency Operation Centre (HEOC)
Function
The HEOC is a communications facility from which an IMT operates and where the command, control and co-ordination of the health response to the incident occurs.
The HEOC provides a point of communication and information within local, state and national emergency management arrangements (Qld Health Disaster Plan 2008, 5.0).
Once an emergency incident has been identified and the HEOC activated, The HEOC should be ready to receive alerts of further developments. Once confirmed, the incident should be posted to an incident log. Note: Depending on the size and complexity of the incident and the needs of the HIC, an incident log may be managed without activation of a HEOC.
When Qld Health has lead agency control of the emergency event, other agencies will be invited to provide liaison officers to the HEOC.
Activation of HEOC
When this plan is activated, the DDHHS Chief Executive (HSCE) will initially appoint a Health Incident Controller (HIC). If the decision is made to activate a HEOC the HSCE has the responsibility to notify the Chief Health Officer.
The HIC is the person designated to take control in the event this plan and a HEOC are activated. The HEOC would normally be activated:
• During major incidents involving or likely to involve mass causalities and/or complex trauma emergencies
• Natural disasters • Epidemic/pandemic
• Chemical, Biological, Radiological exposure incidents. And/or to support management of:
• Health service/facility essential service disruption • Major Public Health emergency situations
On activation of a HEOC the HIC will advise: • The current situation
• The person/agency/legislation that prompted the activation • Primary agency for response
• The health response, continuity, plans appropriate to that incident • Service areas likely to be impacted and staffing requirements
• Other Health services/agencies involved and or likely to be involved throughout the event • The objectives for the immediate emergency incident health response.
3.3 HEOC Location
Darling Downs Hospital and Health Service staff should refer to the Emergency Management and Continuity Plan on the QHEPS intranet for up to date details.
3.4 HEOC Personnel Structure
The QHIMS uses a modular organisational management structure. The Health Incident Controller (HIC) and nominated officers form the Incident Management Team (IMT). The structure is based upon the management needs of the incident, which means that initially a HIC may perform all of these functions as an individual, operating without an IMT and HEOC. However, as the incident escalates, the HIC may delegate any or all of the functions to an IMT and activate a HEOC to support these strategic roles. The IMT Officers are each responsible for establishing their support teams and engaging the relevant content experts as required, to assist them meet the strategic objectives of the Incident Action Plan (IAP). This is best achieved by the IMT Officer communicating with and tasking to the organisational work team established to perform this work as their core business, i.e:
• Operations Officer liaises with Health Services.
• Planning Officer liaises with Policy, Resource and Planning, Clinical, Mental Health and Public Health.
• Logistics liaises with Procurement and Purchasing.
Darling Downs DDHHS IMT Organisational Structure Personnel
IMT Title
DDHHS Position
Alternate position
Health Incident Controller (HIC) HSCE or delegate Executive Officer (XO)
Operations Officer Planning Officer Logistics Officer Finance Officer
Public Affairs Media & Communications Manager
Administrative Officer Liaison Officer (if appointed)
Additional staff if required
Health Commander (MCI) (Qld Health Disaster Plan)
Human-Social Sector Commander (Qld Health Disaster Plan, 7.1.2)
3.5 HEOC Equipment/Resources
The following equipment is available in the Jofre HEOC: • Large board room table
• Chairs
• Large flat screen Monitor • Video Conference Facilities • Teleconference Facilities • Data Points
• Power fail phone line
• EOC Cupboard • Wireless hub • Dedicated PC
• Standard white board • Analogue power fail phone • Auxiliary power
• Brew facilities are available down the hall
EOC cupboard
• Darling Downs Health & Hospital Emergency Management Plan • BHH Emergency Response Manual
• Hard copy plans
» Queensland Health Disaster Plan
» District Disaster Management Plans
» Council Local Disaster Management Plans
» Other relevant Plans • A4 colour campus maps
• A3 laminated campus, DDHHS and State map
EOC OP’s Stick (Electronic copies of essential documents)
• DDHHS Emergency Management Plan • Emergency Response Manual
• EOC Forms • Contact lists • DDHHS map
• Local, District and State Plans • Other DDHHS facility plans • Incident Management SOP’s • Relevant Legislation
Assorted back up paper forms
• Situation Report • Message
• Operations Log
• Contacts
• Request For Assistance (RFA) • Operations board
Stationery
3.6 HEOC Information and Communication Systems/Tools
Information flow can be determined as:
Inward: information flows into the HEOC to be receipted and recorded, and directed to the appropriate IMT officer.
Upward: The emergency incident information flow from the HIC is upwards to the State Health Coordinator via the State Health Emergency Coordination Centre (SHECC), if it is activated.
Downward: Information flows downward to health commanders and staff impacted by the emergency incident.
Outward: Information flows outward to the CEO and responding agencies, LDMG/DDMG and the community.
Process of information management
The process by which information is obtained, organised, analysed (converted to intelligence) and communicated (actioned) is generally divided into four stages:
1. Information collation (receipt and recording via the HEOC Administration Officers). 2. Information interpretation (sense-making by the IMT).
3. Reaction to information (decision-making and tasking). 4. Communicating information (informing).
Emergency Communications
Under normal circumstances, the facility telephone system will be utilised for communications. However, if this system fails, two-way radios, PA systems, mobile phones, electronic mail, fax and hand delivered messages are alternatives.
Communication Tools
The following tools are used to allow for rapid and reliable, collection and delivery of information flow in and out of the HEOC (see Appendix - forms):
• Operations and Message Log - Form HEOC 01 • Situation Reports (SitRep) – Form HEOC 02 • Incident Message/Task Form – Form HEOC 03 • HEOC Contact List – Form HEOC 04
• HEOC Roster Form – Form HEOC 05 • Request for assistance form.
These tools provide auditable records of information relevant to the incident and support facilitation of debrief and review, they can be in either electronic or written format.
3.7 Incident Action Plan (IAP)
Essentially the key features of any IAP are:
• Situation (a statement that accurately describes the incident situation, key issues/impacts and resource status).
• Incident response objectives (what needs to be accomplished for a set operational period?) • Incident management strategies (what activities and resources required to achieve objectives?) • Incident management tasks (who does what, when to contribute toward overall activities?) • Incident situation reporting (SitRep) arrangements.
3.8 Stand down processes
The decision to close the HEOC is made by the HIC when the situation has eased to the extent that no further activity or requests for resources are anticipated. If there is still the likelihood of further reduced activity, the HIC may decide to keep the HEOC operational, but scale down the number of personnel within each of the functional areas.
Finalising Documentation
All electronic and paper records generated and accumulated during the operation, along with photographic or other records of the situation, and other displays on boards and maps must be preserved.
All documents relating to an operation are considered important in terms of: • Historical recording
• Future litigation • Coronial inquiries
• Accountability • Future references
• Guide for future planning and training For this reason, the task of finalising documentation must be done efficiently and accurately.
3.9 Debriefs
The HIC will be responsible for ending the emergency response. Staff will be notified by the HIC and shall receive instructions on when to complete duty. Staff requiring completing duty prior to the end of the emergency response should liaise with the IMT.
Operational Debriefing
Debriefing will be conducted within 72 hours of the emergency response for: • senior staff
• all staff involved in the response (depending on scale of the event this may occur through unit manager).
The Debrief will focus on: • operational procedures • overall performance
• identification and correction of problems • review of media reporting
• revision and updating of the plan.
Written debriefing documentation to be tabled at the DDHHS Executive Audit and Risk Committee.
Staff involved in the emergency response are encouraged to attend the debriefing. Critical Incident Stress Debriefing (CISD)
Initial CISD involves Psychologists and Social Workers facilitating staff to identify, understand and manage the normal psychological and physical reactions usually experienced following a critical incident. It should be noted that these debriefs are not counselling sessions.
CIS debriefing shall be initiated by the HIC, including:
• the time interval between the critical incident and the CISD, dependent on the nature of the incident and the need of the staff involved. Ordinarily, the CISD is conducted within 48 hours after a disaster.
The debrief will focus on:
• staff perceptions of the incident
• stress response, including short and long term emotional reactions
• assisting staff to understand and manage the normal reactions experienced in a critical incident • providing support
• how to seek further assistance if required
-» more information on Employee Assistance can be found on QHEPS at: http://qheps.health.qld. gov.au/eap/
» the Employee Assistance site contains detailed information on core services as well as: - Disaster Management information
- link to Locate Your Local Support page - Frequently Asked Questions
- a confidential Feedback form which can be completed online; and downloadable resources such as A3 posters
Guidelines during a critical incident stress debrief:
• the debrief shall be facilitated by a social worker or psychologist external to the disaster • discussions during a CISD are strictly confidential
• operational procedures are not examined in this debrief
• judgments shall not be made regarding any individual’s performance.
All staff involved or connected to the critical incident are encouraged to attend the critical incident
stress debriefing.
4. Deployment Teams
The deployment of site medical teams is listed as a DDHHS responsibility under several documents including but not limited to EQuIP National 15.7, QH Disaster Plan, Qld State Disaster Management Plan, District and Local Disaster Management Plans.
It is likely that the DDHHS will be called upon to assist in future disasters by deploying appropriately trained and resourced staff to locations within the DDHHS, intra-state, interstate or overseas through AUSMAT arrangements.
Australian Medical Assistance Teams (AUSMATs) provide medical assistance for disasters both domestically and overseas. They comprise medical professionals and allied staff and include doctors, nurses, paramedics, allied health and non-medical members such as logisticians. At short notice, they can be deployed to the site of a disaster to provide a range of medical supports.
These teams are formed by each jurisdiction and are able to be deployed both domestically and internationally to provide medical assistance at a time of disaster and are expected to be self-sufficient for up to three days.
To this end the DDHHS is capable of deploying teams consisting of Medical, Nursing and Social Work / Mental Health staff who will be trained and resourced to an appropriate level.
5. External Contacts
5.1 Key Stakeholders and Emergency Services
Qld Police Service 0 - 000
Qld Ambulance Service 0 - 000
Qld Fire and Emergency Services 0 - 000
St Andrews Hospital 4631 4666
St Vincent’s 4690 4000
Australian Red Cross Blood Services 03 9863 1600
Oakey Army Base 4577 7100
Local Councils
• Toowoomba 131 872 • Southern Downs 4661 0300 • Goondiwindi 4671 7400 or 4671 4671 • Western Downs 4679 4000 • Banana Shire 4992 9500 • South Burnett 4189 9100 • Cherbourg 4168 1866 SES 13 25 00 Electricity – Ergon 13 22 96 Poison Information 13 11 26Retrieval Services Queensland 1300 799 127 State Health Emergency Coordination Centre (SHECC)
Division of the Chief Health Officer Lv 7 Qld Health Building Corporate Office 14-163 Charlotte Street Email SHECC@health.qld.gov.au RBWH Burns Unit Level 4
Dr. James Mayne Building RBWH
RBWH General Enquiries
Phone: 3646 8111
Paediatric Burns Unit
Level 4
Surgical Building Royal Children’s Hospital
RCH General Enquiries
5.2 Local and DDHHS Disaster Management Groups and Delegates
LDMG/DDMG Delegate Deputy
Toowoomba LDMG Nominated Service Manager Mgr Emrg Prep Coord
Toowoomba DDMG Mgr Emrg Prep Coord Mgr Public Health
Western Downs LDMG DON Dalby Nominated Staff
Western Downs DDMG COM Western DON Dalby
Warwick LDMG DON Warwick Nominated Staff
Southern Downs DDMG COM Southern DON Warwick
Goondiwindi LDMG DON Goondiwindi Nominated Staff
South Burnett LDMG COM South Burnett Nominated Staff
Cherbourg Council DON Cherbourg Nominated Staff
Gympie DDMG COM South Burnett Nominated Staff
Banana Shire LDMG DON Taroom Nominated Staff
Gladstone DDMG DON Taroom Nominated Staff
Appendix
Forms
Form HEOC 01 OPERATI O NS AND MESSAGE LOG – Insert nam e of incident or disaster Insert day and full d ate IT E M N O : DATE: T IM E : TASK: MESSAGE: ACTION: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11.
Form HEOC 02
IN CONFIDENCE
Health Emergency Operation Centre Situation Report
REPORT NO (INSERT LATEST REPORT No. eg " 7" and Date/Time)
Prepared by: Approved by:
Description of Incident (INSERT eg "Cyclone expected in Tropical Far North").
Plan Activated (INSERT Name of Plan).
State Health Coordinator
(If activated) (INSERT name & position of person) Health Incident
Controller (INSERT name & position of person)
HEOC Location (INSERT location of HEOC & contact details)
Planning Officer (INSERT contact details) Logistics Officer (INSERT contact details) Operations Officer (INSERT contact details) Administration/Finance Officer (INSERT contact details) Duty Manager (INSERT contact details) Public Affairs Officer (INSERT contact details) (OTHER IMT Position) (INSERT contact details) (OTHER IMT Position) (INSERT contact details) Incident Management
Team (IMT)
(OTHER IMT Position) (INSERT contact details) Current Situation
Update (since last SitRep)
(INSERT DETAILS OF SITUATION, MAIN POINTS OF INTEREST, DETAILS FROM POPULATION HEALTH, MEDICAL SERVICES, COMMUNITY HEALTH, PSYCHOSOCIAL & MENTAL HEALTH, CASS AND OTHER AGENCIES AND INCLUDE ANY DEADLINES IF APPLICABLE)
(Operational Response)
(Health Outcomes)
Media Management & Public Information
(Include details of media releases & key messages) (Spokesperson)
(Information to be provided to the community via....) (Date & Time)
(INSERT actions agreed via IMT meetings, intelligence gathered or other meetings or risk assessment processes) - Ensure strategy addresses WHO, WHAT, WHERE, WHEN & HOW (Include contingencies)
(Date & Time)
(INSERT actions agreed via IMT meetings, intelligence gathered or other meetings or risk assessment processes) - Ensure strategy addresses WHO, WHAT, WHERE, WHEN & HOW (Include contingencies)
Ongoing Strategy & Planned Actions (This ongoing section is to be completed on a daily basis)
(Date & Time)
(INSERT actions agreed via IMT meetings, intelligence gathered or other meetings or risk assessment processes) - Ensure strategy addresses WHO, WHAT, WHERE, WHEN & HOW (Include contingencies)
Form HEOC 03
INCIDENT MESSAGE/TASK FORM
MESSAGE TYPE REQUEST OFFER SITREP OTHER
METHOD RADIO PHONE RUNNER FAX /
EMAIL TO: Incident Controller
Operations Officer Planning Officer Logistics Officer Administration/Finance Officer HEOC XO FROM: Name: Callback Number:
DATE: TIME: URGENT: ROUTINE:
MESSAGE:(If inwards message is received by facsimile or email, please attach)
TAKEN BY:
HEOC CONTACT LIST Form HEOC 04 Correct as at: Date/Time: Agency Who (Appointment) Telephone & Facsimile Remarks
Form HE OC 05 HEALTH EM ERG E NCY O P ERAT IO NS CENTRE (HEOC) ROSTER (NOTE SHIF T CONSIDE R ATIONS B ELOW)* Shifts (N
OTE: each check box denotes one shift)
Name Monday (DATE) Tuesday (DATE) Wednesday (DATE) Thursday (DATE) Friday (DATE) Satur day (DATE) Sunday (DATE) 1 2 1 2 1 2 1 2 1 2 1 2 1 2 1 2 1 2 1 2 1 2 1 2 1 2 1 2 1 2 1 2 1 2 1 2 1 2 1 2 1 2 1 2 1 2 1 2 1 2 1 2 1 2 1 2
* SHIFT CONSI D ERAT IO NS 1
To provide for the welfare of people involved in c
o ntrolling the incident th ere should b e at least two shifts every 24 hours. The Healt h I n cident C ontroller shou ld implement a phased appr oach where
not all personnel change shifts at the same ti
me. T h e H ea lt h I nc id en t C o n tr o ll er f un ct io n s h o u ld b e t h e f ir st s h if t t o c h a n g e. It is im porta n t that personnel c oming OFF a s hift MUST BR IE F p ersonne l comi ng ON for co ntinuity o f incident m anageme nt F o r s a fe ty r ea so n s i t i s p re fe ra b le t h a t p er so n n el c
hangeovers take place during daylight hours
Shift changeovers sho
uld be avoided at times tha t are critica l t o incident managemen t (this ma y requ ire an extension o f a shift ) P er so n n el c o m in g O F F s hi ft s h o u ld l ea v e t h e a re a a s so o n a s p ra ct ic a b le a ft er t h e c h a n g eo v er b ri ef in g . Staffing of the HEO C i s t h e r es p o n si b il it y o f th e D uty Manager f or the HEO C . All staf f w o rking w ith in the HEO C
are to be recorded on the Staff Co
ntact List EXAMPLE SHIFT T IM E S SHIFT 1 = 06:30 HRS – 19:00HRS SHIFT 2 = 18:30 HRS – 07:00HRS 1 Australian Fire Authorit ies Council, 2005, The Australasian I nter-service Incident Manage m ent System ™ , Th ird Edition A FAC Limited , East Melbourne.
Request For Assistance
Local Disaster Co-ordination Centre
TO: DISASTER DISTRICT CO-ORDINATOR FROM: CHAIRMAN / EXECUTIVE OFFICER
OPERATION _______________________________ REQUEST NUMBER:____________ SUBJECT
OWN RESOURCES
FULLY UTILISED NOT APPROPRIATE OTHER:__________________ PURPOSE/NATURE OF REQUEST DELIVERY Where to?____________________________ By when?____________________________ Transport type________________________ CONTACT Name__________________________ Organisation ______________________ Address __________________________________________________________ Telephone _____________________________
PRIORITY URGENT 12 Hours 24 Hours 72 Hours NON URGENT CARGO Size: _______________________ Weight: _______________________ AUTHORISING OFFICER ______________________________ Signature (Mayor/CEO/DDC/Delegate) ___________________________ Name DATE: _______/_______/_______ TIME _______:______hrs
Table of Acronyms
AC
Ambulance Commander
ATO
Ambulance Triage Officer
BOM
Bureau of Meteorology
CaSS
Clinical and Statewide Services
CCP
Casualty Clearing Post
CISD
Clinical Incident Stress Debriefing
HSCE
DDHHS Chief Executive
DDMG
District Disaster Management Group
ED
Emergency Department
HEOC
Health Emergency Operation Centre
HBCIS
Hospital Based Corporate Information System
HC
Health Commander
HIC
Health Incident Controller
IAP
Incident Action Plan
IMT
Incident Management Team
HHS
Hospital and Health Service
LDMG
Local Disaster Management Group
MCI
Mass Casualty Incident
MoU
Memorandums of Understanding
PPE
Personal Protective Equipment
RSQ
Retrieval Services Queensland
QAS
Queensland Ambulance Service
QFES
Queensland Fire and Emergency Service
QH
Queensland Health
QPS
Queensland Police Service
SES
State Emergency Services
SHC
State Health Coordinator
SHECC
State Health Emergency Coordination Centre
SitRep
Situation Report
SMO
Senior Medical Officer