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COVER SHEET

NAME OF DOCUMENT ISLHD Health Emergency Management Framework

TYPE OF DOCUMENT Policy

DOCUMENT NUMBER ISLHD CORP PD 24

DATE OF PUBLICATION March 2021

RISK RATING Medium

REVIEW DATE March 2024

FORMER REFERENCE(S) ISLHD Emergency Management Framework

EXECUTIVE SPONSOR or

EXECUTIVE CLINICAL SPONSOR

Executive Director Nursing & Midwifery / ISLHD HSFAC

AUTHOR District Disaster Manager

KEY TERMS Emergency Management

FUNCTIONAL GROUP OR HUB Disaster & Emergency Management

NSQHS STANDARD Standard 1

SUMMARY Framework to establish a clear and consistent approach

to Emergency Management (EM) arrangements for ISLHD

COMPLIANCE WITH THIS DOCUMENT IS MANDATORY This document is the intellectual property of Illawarra Shoalhaven Local Health District. Content cannot be duplicated without permission.

Feedback about this document can be sent to: [email protected]

http://islhnweb/Policies_Procedures_Guidelines/Corporate/Disaster%20_Emergency_Management/documents/ISLHD%20CORP%20PD%2024%20-%20%20Emergency%20Management%20Framework%20October%202018.pdf

mailto:[email protected]

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ISLHD CORP PD 24 Revision: 2.1 DX19/409 March 2021 Page 1 of 20

This document becomes uncontrolled when printed or downloaded. This document is the intellectual property of Illawarra Shoalhaven Local Health District and cannot be duplicated without permission.

ISLHD Health Emergency Management Framework

ISLHD CORP PD 24

1. POLICY STATEMENT

The purpose of the Illawarra Shoalhaven Local Health District (ISLHD) Health Emergency

Management Framework (Framework) is to establish a clear and consistent approach to

Emergency Management (EM) arrangements for ISLHD, recognising its responsibilities as

outlined in the NSW Health Services Functional Area Supporting Plan (NSW HEALTHPLAN).

In the event of an emergency ISLHD will ensure that health resources are effectively and

efficiently coordinated through prevention, preparation, response and recovery.

The objective of the Framework is to establish and maintain a practical, scalable, and

achievable approach to emergency management across ISLHD through:

Development of comprehensive plans and procedures

Establishment of command and control arrangements

Identification of staff to perform key functions during an incident

Arrangements to ensure timely and efficient communication and coordination during an

incident.

Recovery strategies to ensure a return to normal operations whilst capturing opportunities

and lessons learned during the incident.

2. BACKGROUND

The number, complexity and scale of incidents addressed by ISLHD demonstrates the need

for a robust and integrated framework for planning for (preparation and preparedness),

responding to and recovering from emergencies. The Framework outlines the arrangements

to ensure a coordinated and integrated approach to emergencies within ISLHD.

This Framework is designed to support ISLHD to achieve compliance with National Safety

and Quality Health Service Standards (NSQHS) and other relevant compliance and audit

requirements – refer to References.

Emergency Management Principles

ISLHD will apply the following principles in achieving its emergency management objectives:

Clear governance outlining roles and responsibilities

Application of a clear command and control structure

Application of a common incident management framework aligned to functional

management

Utilising an ‘all-hazards’ approach, considering the effects of risks from any hazard,

accepting that specific risks may require specific mitigation and response strategies (i.e.

development of sub plans, e.g. bushfire response plan).

Employing a ‘comprehensive approach’, which considers prevention, preparedness,

response and recovery (PPRR), in the development of emergency plans and procedures.

Development of ISLHD staff through education, training and exercising.

Continued monitoring and review, of arrangements, plans and incidents to improve

emergency management across ISLHD.

https://www1.health.nsw.gov.au/pds/ActivePDSDocuments/PD2014_012.pdf

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Scope

The ISLHD services a geographical area comprised of

four Local Government Areas (LGAs); Wollongong,

Kiama, Shellharbour and Shoalhaven. The District

covers a large geographic region of approximately

5,687 square kilometres and extends along 250

kilometres of coastline, from Helensburgh in the

Northern Illawarra to North Durras in the Southern

Shoalhaven. ISLHD provides health service for more

than 400,000 residents and operates eight hospital sites

in Coledale, Bulli, Wollongong, Port Kembla,

Shellharbour, Berry, Shoalhaven and Milton Ulladulla.

ISLHD is one of the region’s largest employers with a

workforce of more than 7,300 staff. We operate eight

hospital sites and provide community health services

from approximately 58 locations across the region.

Glossary of Terms & Definitions

AAR

An after action review is a structured review post any emergency

response or de-brief (debriefing) process for analyzing what

happened, why it happened, and how it can be done better.

BCP

Business Continuity Plans are documented procedures that guide

organisations to respond to, recover from, resume and restore to a

pre-defined level of operation following disruption.

CE

Chief Executive. The appointed person responsible to the Board of

Directors of a Local Health District for implementation of its

decisions within the Local Health District.

Code Red

Fire & Smoke Emergency as per Australian Standard AS 4083 –

2010.

Code Blue

Medical Emergency / Cardiac Arrest as per Australian Standard AS

4083 – 2010.

Code Purple Bomb Threat as per Australian Standard AS 4083 – 2010.

Code Yellow

Internal Emergency / Hazardous Chemical Incidents as per

Australian Standard AS 4083 – 2010.



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Code Black Armed Holdup / Robbery / personal Threat as per Australian

Standard AS 4083 – 2010.

Code Orange Evacuation as per Australian Standard AS 4083 – 2010.

Code Brown External Emergency as per Australian Standard AS 4083 – 2010.

Combat Agency

The agency identified as being primarily responsible for responding

to a particular emergency e.g. Rural Fire Service (RFS) is

responsible for bushfire response, NSW Health is the combat

agency for Human Pandemic response

DON Director of Nursing

EOC

An emergency Operations Centre can be established at State,

Region or Local level by the relevant Emergency Operations

Controller. It is the established centre of communication from which

the Emergency Operations Controller either coordinates support to

the Combat Agency or Functional Area or controls an emergency

operation.

Emergency

Management Plan

A document that details the necessary management arrangements

to coordinate the resources to assist in the preparation for,

response to, and recovery from the impact of a major

incident/disaster.

Emergency Warden

Emergency Wardens (EW) are those employees that, as a part of

their normal duties, attend and take the lead role at fire and other

emergencies at their place of work in line with AS 3745 and

AS4083.

Facility

Within ISLHD a Facility indicates Hospitals e.g. Wollongong

Hospital

HEMC

The Health Emergency Management Committee (HEMC) is the

governing body with regards to emergency management

arrangements.

HEOC

The Health Emergency Operation Centre (HEOC) is a specially

equipped room from which an emergency /disaster incident is

controlled.



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HRT

Health Response Team (HRT) is made up of two medical officers

and four registered nurses. The HRT may be mobilised to provide

a range of health and medical support to a major incident or

disaster site under the direction of the State or District Health

Services Functional Coordinator (State HSFAC).

HSC

The Health & Safety Committee is to facilitate cooperation between

ISLHD and workers on health and safety matters as well as to

develop work health and safety standards, rules and procedures

HSFAC

An appointed position at LHD Service level that has the authority to

coordinate and commit all health resources within the LHD during

activation of the Healthplan. The LHD HSFAC will be the State

HSFAC point of contact within the LHD.

ICS

Incident Control System - A command structure to systematically

and logically manage suppression of emergency incidents, from

small, simple incidents to large, difficult or multiple situations.

Incident Controller

The appointed person responsible for the overall command and

control of responses during the time an emergency management,

business continuity or supporting plan is activated be it for an

internal emergency or as a response to an external emergency.

Internal Emergency

Sudden events that arises internally and which may be caused by

an internal or external source and may adversely affect the safety

of persons in the health care facility requiring an immediate

response by the occupants.

IMT

The Incident Management Team (IMT) is a team of key personnel

within the ICS structure; i.e. Command, Operations, Planning,

Logistics and Public Information as a supportive Function.

LEOCON

Local emergency Operations Controller – Designated Police

Officer – Leads local emergency management procedures.

LEMC Local Emergency management Committee

LGA Local Government Area



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LHD

ISLHD Services are the administrative units of the NSW Ministry of

Health, defined by geographical boundaries, which are responsible

for the administration of the NSW Ministry of Health’s policies and

responsibilities in that LHD.

NSQHS National Safety and Quality Health Service Standards

NIHG

Northern Illawarra Hospital Group comprising of Coledale Hospital,

Bulli Hospital and Wollongong Hospital.

PPRR

Preparation, Preparedness, Response and Recovery model is a

comprehensive approach to risk management.

RRTT

Rapid Response Testing Teams (RRTT) consists of team leaders

from the ISLHD Nursing and Midwifery Executive Unit and other

staff members from across the district. As required, the RRTT will

work in tandem with the PHU, which is tasked with providing the

core and initial Public Health response to COVID-19 case

notifications and associated outbreaks.

SEOCON State Emergency Operation Controller

SEMC State Emergency management Committee

Services

In addition to the Hospitals/Facilities location in ISLHD, satellite

services within a number of community settings exist. ISLHD

services collocated in Ambulatory and Primary Health Care

facilities – including child and family nursing, dental, violence

abuse and neglect, drug and alcohol services.

SHEMC State Health Emergency Management Committee

SHG

Shoalhaven Hospital Group comprising of David Berry Hospital,

Shoalhaven District Memorial Hospital and Milton Ulladulla

Hospital.

SIHG

Southern Illawarra Hospital Group comprising of Shellharbour

Hospital and Port Kembla Hospital.

Sub plans

A sub plan is an action plan for a specific hazard, critical task, or

special event. Sub plans are prepared when the management

arrangements necessary to deal with the effects of the hazard, or

the requirements due to an event, differ from the general



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coordination arrangements in the main or supporting plans for the

area e.g. bushfire response plan.

REOCON

Regional Emergency Operations Controller -Designated Police

Officer - Leads Regional emergency management procedures

REMC Regional Emergency Management Committee

3. RESPONSIBILITIES

Clear and transparent governance and allocation of responsibility and accountability, is

essential in ensuring consistency of emergency management arrangements across ISLHD.

In compliance with NSW HEALTHPLAN, the ISLHD Health Service Functional Area Coordinator

(HSFAC) chairs the ISLHD Health Emergency Management Committee (HEMC) and

reports to the State Health Emergency Management Committee (SHEMC).

ISLHD has a hub service delivery model based around three main population centres. Each hub,

Northern Illawarra Hospital Group (NIHG), Southern Illawarra Hospital Group (SIHG) and

Shoalhaven Hospital Group (SHG), in addition, shall convene a Health Emergency Management

Committee (HEMC) to support ISLHD HEMC.

The following roles and responsibilities apply.

3.1 ISLHD Chief Executive (CE) - is accountable for incident prevention (where possible),

preparedness, response and recovery for ISLHD. The ISLHD CE will:

Adhere to the content of this document.

Assume the role of Incident Controller for emergency response

Identify an executive (with appropriate skills, seniority and experience) with delegated

authority for each hazard type.

3.2 Health Service Functional Area Coordinator (HSFAC) - will support the ISLHD Chief

Executive by:


Ensuring that appropriate health arrangements are in place for health emergency

management, including arrangements for prevention, preparation, response and

recovery.

Assume the role of Deputy Incident Controller.

3.3 ISLHD Health Emergency Management Committee (HEMC) - The ISLHD HEMC will

support the ISLHD CE by:




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Strategic oversight of Emergency Management activities across ISLHD.

Making recommendations on emergency management matters across ISLHD.

Ensure the development of ISLHD staff through education, training and exercising.

3.4 Hub Health Emergency Management Committees - The hub HEMCs shall be the

governing committee for disaster preparedness and planning and will:


Oversee the development, maintenance and exercising of all emergency management

plans and sub plans within hub.

Ensure staff have attended the appropriate and recommended training for emergency

response.

3.5 Health & Safety Committees and Consultative Arrangements

The role of the Health & Safety Committee (HSC) is to facilitate cooperation between

ISLHD and workers on health and safety matters as well as to develop work health and

safety standards, rules and procedures (Work Health & Safety Act 2011). Various HSCs

exist across the ISLHD, however where a HSC does not exist, then the documented

consultative arrangements can be used, these arrangements will offer a forum to discuss

disaster planning and preparedness. The Consultative arrangements also provide a

forum to oversee the development, maintenance and exercising of all emergency

management plans and sub-plans within a given workplace or service.

Health & Safety Committees and Consultative Arrangements within ISLHD will:


4. POLICY

THE EMERGENCY MANAGEMENT PROCESS

ISLHD supports a comprehensive approach to emergency management, pursuing a

cooperative and collaborative relationship with NSW Health, Government agencies and

supporting agencies including but not limited to:

Local Government Areas (LGAs)

Private hospital and healthcare providers

Residential Aged Care Facilities (RACFs)

Primary Health Networks (PHNs)

Non-Governmental Organisations (NGOs) engaged in emergency management

activities

In doing so ISLHD adopts an ‘all agencies’, ‘all hazards’ approach to the prevention of

emergencies, preparedness for their impact, response to that impact and recovery from

the consequences.



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PREVENTION

ISLHD shall ensure, in consultation with staff, key stakeholders and appropriate advisory bodies,

that security risks and potential emergencies are identified, assessed, eliminated where

reasonably practicable or effectively controlled.

ISLHD promotes hazard analyses and risk assessments to be undertaken across all sites and

services. Enterprise risk management (ERM) is the process of planning, organising, leading, and

controlling the activities of an organisation in order to minimise the adverse impact of potential

events. ISLHD utilises the Enterprise Risk Management System (ERMS) as the sole program to

record, manage and review all identified risks.

Site Managers are responsible for developing, implementing and maintaining emergency

response plans (see Planning Framework) for identified risks pertinent to their respective facility /

service. The management of general security risks are detailed in Protecting People & Property:

NSW Health Policy & Guidelines for Security Risk Management.

Other security considerations that should be considered in the development of emergency

management plans may include but is not isolated to:

The possibility that fire / bomb threats are diversionary tactics for criminal activity

Theft or looting during an incident / disaster

The safety and securing of evacuated patients / visitors / staff

Isolating fire / crime scenes until external services arrive

Controlling crowds, traffic or influx of telephone calls

Access to vulnerable areas within facilities to obtain drugs and / or money.

PREPAREDNESS

A key factor in effective preparedness is relationship building, which must occur at all levels of

government, agency and community. This framework takes a holistic approach to preparedness

to ensure a high level of readiness, should an emergency occur and includes:

Stakeholder engagement

Planning framework

Education & training

Stakeholder Engagement

This framework is underpinned by the emergency management principles outlined above

and by ISLHD’s relationships with key partners and participating agencies which are integral

to our business. Stakeholders will influence our policy, plans, responses to and recovery

from emergencies and will be part of ongoing engagement during all phases of emergency

management.

http://islhnweb/ERMS/default.asp

http://www.health.nsw.gov.au/policies/manuals/Documents/prot-people-prop.pdf





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Planning Framework

ISLHDs planning framework aligns with National and State requirements, being cognisant

of local hazards, risks and requirements. Accordingly, ISLHD will align plans and

procedures to this planning framework to ensure a consistent and coordinated approach.

The development and maintenance of plans across ISLHD ensures that there is

strengthened organisational resilience and capability to prevent, prepare for, respond to

and recover from emergencies.

ISLHD Healthplan

It is the responsibility of the District HSFAC to ensure that ISLHD Healthplan is maintained and

meets the requirements of the NSW HEALTHPLAN.

The ISLHD Healthplan will be reviewed and/or updated:

At the conclusion of an emergency in which the health emergency arrangements in

this plan were, or could have been, activated; or

With the introduction of any major structural, organisational or legislative changes

which affect NSW Health or key stakeholders; or

Under direction of the ISLHD HSFAC.

ISLHD Site / Service Emergency Management, Business Continuity and Sub Plans

Emergency Management Plans, Business Continuity Plans (BCPs) and sub-plans shall be

presented in a standardised format. Templates have been developed and are available on the

ISLHD Health Emergency Management intranet site. The District Disaster Manager is available to

assist and provide advice on the development of these plans.

Emergency Management Plans, Business Continuity Plans and sub-plans will be reviewed and/or

updated:

At the conclusion of an emergency where plans were, or could have been activated;

or

With the introduction of any major structural, organisational or legislative changes

which affect NSW Health or key stakeholders; or

Under direction of the Executive Sponsor or at the request of the HEMC.

Education & Training

ISLHD is responsible for ensuring the development of staff through education, training and

exercising. Education and training must be appropriate to the role of the staff member and

targeted to the level and type of security associated with their employment.

ISLHD is responsible for:

Implementing emergency management education programs that enhance the

http://islhnweb/Health_Emergency_Management/

http://islhnweb.lan.sesahs.nsw.gov.au/Health_Emergency_Management/



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knowledge and skills of their staff

Ensuring there are adequate numbers of trained personnel to respond to

emergencies

Informing the targeted staff of the requirement to complete the training dependent on

their individual roles or responsibilities.

Providing relevant education, training and exercise programs will build on existing confidence,

skill level and knowledge, thereby ensuring staff is able to perform relevant roles that are not

undertaken often. This is fundamental in providing assurance that ISLHD can fulfil its obligations

and responsibilities.

The ISLHD Health Emergency Management Education Framework details the training

requirements (internal and external courses) for personnel involved in emergency management

(Prevention, Preparation, Response and Recovery). The Framework details the training

requirements for all categories of personnel.

My Health Learning (MHL) hosts a number of Emergency Management modules (MHL >

Catalogue > Browse). The District Disaster Manager can assist and recommend relevant external

emergency management courses and training.

RESPONSE

An emergency may originate externally to ISLHD (e.g. bushfire, flash flooding, and mass casualty

incident) or it may originate within ISLHD (e.g. a loss of service) that threatens to cause death or

injury, destruction of, or damage to property, or disruption to essential services. Refer to Appendix

2 - Response Communication Pathways

The coordination arrangements and responsibilities for responding to emergencies are

documented in emergency management plans. Managers are responsible for ensuring that these

plans are current and additionally, that they are reviewed following any emergency where the plan

has been activated.

NSW Health Incident Coordination Framework (PD2019_023) provides an overview of

governance arrangements used by NSW Health to coordinate responses to a range of hazards. It

identifies key strategic responsibilities of the LHD to support incident response and also explains

how these arrangements and their associated plans align.

ISLHD must continue to deliver essential health services to the community when an emergency

occurs. In addition to this Framework, a Business Continuity Management (BCM) Framework has

been developed to mitigate the impact of any significant incident within ISLHD, thereby ensuring

Critical Business Functions (CBFs) can continue. The BCM Framework complements the ISLHD

Emergency Management Framework in managing a coordinated return to business as usual

(BAU) following an incident.

The following diagram outlines the emergency response timeline.

http://islhnweb.lan.sesahs.nsw.gov.au/Health_Emergency_Management/Education/2019/ISLHDHealthEmergencyManagementEducationFramework-Nov2019.pdf





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Internal Response

All ISLHD Sites/Services/Business unit shall have a documented ‘building specific’ emergency

management plan readily available to staff. Emergency Management Plan template(s) and

endorsed plans are available to access on the Health Emergency Management Intranet Site.

Planning for Emergencies – Health care facilities (AS 4083-2010), details that facilities shall

develop standard notification, identification and activation systems and dedicate a unique

telephone number for the notification of emergencies.

External Response

NSW Health is documented in NSW EMPLAN as one of nine Functional Areas and is the combat

agency for Pandemic Influenza, and other human infectious disease emergencies. The ISLHD

HSFAC, supported by the District Disaster Manager, is tasked to coordinate the provision of

Functional Area support and resources for emergency response and recovery operations.

ISLHD maintains links with external emergency key stakeholders via membership on the Regional

Emergency Management Committee (REMC) and Local Emergency Management Committee

(LEMC) – see Appendix 1

Specifically trained ISLHD staff (Health Liaison Officers, RRTT, Psychological First Aid staff) is

deployed, at the direction of the ISLHD HSFAC.

ISLHD’s response to an internal or external emergency is diagrammatically portrayed in Appendix

4.


http://islhnweb/governance/Standards.asp

https://www.emergency.nsw.gov.au/Documents/publications/20181207-NSW-state-emergency-management-plan.pdf



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Notification

Incidents are managed as locally as practicable. If the incident requires increased coordination or is

beyond the capabilities of ISLHD, the CE will provide early notification to the state-level accountable

Executive (detailed in PD2019_023) of the potential to escalate to central coordination.

Refer to Appendix 3 - Framework for Coordinated Incident Response.

Notification consideration should be given to the following phases:

Alert: Emergency possible – increase level of preparedness.

Standby: Emergency imminent – prepare for implementation of response.

Response: Emergency situation exists – implement response according to facility plans.

Stand Down: Emergency abated - return to usual business.

Health Emergency Operation Centre (HEOC)

ISLHD will determine the need for the establishment of a Health Emergency Operations Centre

(HEOC) to manage emergencies and provide a point of contact for key stakeholders. Refer to

Appendix 2 – Response Communication Pathways.

A HEOC may be established as a centre for communication and support, to provide centralised

assessment of operational needs, coordination of resources and effective management of the

response. The HEOC may also be activated as a pre-emptive arrangement with or without the

activation of Emergency Management Plans.

ISLHD uses the Incident Control System (ICS) approach to manage incidents. ICS provides a

common operating framework within which people can work together effectively to manage

emergencies. Dependent on the scale and type of event, the personnel within the HEOC may from

time to time participate in activities that could be described as ICS functions. These personnel may

be referred to as the Incident Management Team (IMT). The IMT may also include Liaison Officers

from other organisations (e.g. HealthShare Liaison Officer, NSW Ambulance Liaison Officer). The

Incident Management Team (IMT) will be scaled up or down under the direction of the Incident

Controller.

Functional Management

During any incident, there are wide ranges of activities that need to be undertaken. These activities

can be grouped into functions.

Accepting that Command & Control (i.e. Incident Controller) is a mandatory function, ISLHD has

identified that there are four core functions and other additional functions as directed by the

Incident Controller.




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Manditory Incident Function

Core Incident Functions

Additional Incident Functions (not limited to)

ISLHD Health Emergency Operation Centre guideline (ISLHD CORP GL 05) provides information

pertaining to operating procedures within a Health Emergency Operation Centre.

Communications

It is the responsibility of the Incident Controller to maintain close liaison and communication from

the earliest possible opportunity in an actual or emerging emergency situation. This will ensure

situational awareness and assist in determining the need for an HEOC to be activated.

State Health Emergency Management System (SHEMS)

SHEMS is a web based information management system that enables Incident Controllers and

their Incident Management Teams (IMT) to access a common environment for escalation of

emergencies and documentation of incident intelligence e.g. Situation Reports (SitReps) and crisis

communication. SHEMS has been approved by the State Health Emergency Management

Committee as the state-wide system to be used in the management of incidents, planned events

and exercises.

SHEMS General User Training is available on MHL – Course Code – 122605100

Evaluation

Incident Controllers are responsible to organise / facilitate an after action review (AAR). The AAR

aims to identify areas for improvement and address any necessary changes to existing Emergency

Management Plans, sub–plans and Business Continuity Plans, following any emergency.

Appendix 5 provides an AAR template.

RECOVERY

Under NSW EMPLAN, the State Emergency Recovery Controller (SERCON) is responsible for the

overall coordination of recovery operations in NSW. The recovery phase is complex, covering

social, economic, the natural and built environments.

As soon as practicable following an emergency, the Local / Regional Emergency Management

Committee (LEMC/REMC) will meet to discuss recovery implications including the need for a

INCIDENT CONTROLLER

Operations Planning Logistics Public

Information

Recovery Safety Health Liaison

http://islhnweb/Policies_Procedures_Guidelines/Corporate/Disaster%20_Emergency_Management/documents/ISLHD_CORP_GL_05_ISLHD_Health_Emergency_Operation_Centre.pdf

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recovery committee. The Local/Regional Recovery Coordinator may request the ISLHD HSFAC to

provide health services support for recovery operations.

Within ISLHD, the Incident Controller will coordinate recovery operations and direct/request the

need to convene a recovery committee. Where possible, all recovery operations would be

managed at the lowest effective level.

5. DOCUMENTATION

Emergency Management Forms & Templates are available on the Health Emergency Management Intranet Site

6. AUDIT

Not required

7. REFERENCES

External References

NSW Healthplan

Healthplan – Medical Services Supporting Plan

Healthplan – Mental Health Services Supporting Plan

Protecting People /Property: NSW Health Policy IB2013_024

NSW Health Incident Coordination Framework - PD2019_023

National Safety and Quality Health Service Standards (NSQHS) Standard 1–Clinical Governance

General Retention & Disposal Authority - Public Health Services: Administrative Records-GDA 21

Fire Safety in Healthcare Facilities PD2010_024

Internal References

Security Risk Management Framework - ISLHD CORP PD 12

Fire Safety Compliance - ISLHD CORP PROC 62

National Standards

ISO 22320:2018 – Security and Resilience–Emergency Management–Guidelines for incident

management

AS/NZ ISO 31000:2018 – Risk Management Guidelines

AS 3745-2010 – Planning for emergencies in facilities

AS 4083-2010 – Planning for emergencies – Health care facilities

http://islhnweb/Forms_Templates/Non_Clinical/default.asp#Disaster




https://www1.health.nsw.gov.au/pds/ActivePDSDocuments/GL2018_017.pdf

http://www.health.nsw.gov.au/policies/gl/2012/GL2012_006.html

http://www.health.nsw.gov.au/policies/gl/2012/GL2012_006.html




https://www1.health.nsw.gov.au/pds/ActivePDSDocuments/IB2019_015.pdf

http://www1.health.nsw.gov.au/pds/ActivePDSDocuments/PD2010_024.pdf

http://www1.health.nsw.gov.au/pds/ActivePDSDocuments/PD2010_024.pdf

http://islhnweb.lan.sesahs.nsw.gov.au/policies_procedures_guidelines/Corporate/Security/documents/ISLHD_CORP_PD_12_Security_Risk_Management_Framework.pdf

http://islhnweb/Policies_Procedures_Guidelines/Corporate/Fire_Safety/documents/ISLHD_CORP_PROC_62_Fire_Safety_Compliance.pdf#search%3Dfire%20safety%20compliance

http://islhnweb/Policies_Procedures_Guidelines/Corporate/Fire_Safety/documents/ISLHD_CORP_PROC_62_Fire_Safety_Compliance.pdf#search%3Dfire%20safety%20compliance

https://www.iso.org/obp/ui#iso%3Astd%3Aiso%3A22320%3Aed-2%3Av1%3Aen







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8. REVISION & APPROVAL HISTORY

Date Revision

No. Author and Approval / Date

July 2020 2.0 Author: District Disaster Manager

Approval / Date: July 2020

March 2021

2.1 Author: District Disaster Manager

Approval/Date: Director, Corporate Governance & Risk Management / March 2021

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Appendix 1 – Governance Structure

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Appendix 2 – Response Communication Pathways

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Appendix 3 – Framework for Coordinated Incident Response

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Appendix 4 – ISLHD Emergency Response



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Appendix 5 - After Action Review Template

AFTER ACTION REVIEW REPORT TEMPLATE

Name of Facilitator:

Date of AAR:

Time AAR commenced:

Time AAR completed:

Attendees:

Apologies:

Overview of Incident:

Lessons Identified:

1.

To be actioned by:

Date for Completion:

2.

To be actioned by:


3.

To be actioned by:


4.

To be actioned by:


Name:

Signature:

Position/Designation: TRIM No:

Note: Access to template is via Forms & Templates.

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