major incident recovery plan - rdash nhs …...page 4 of 22 1. aim of plan this plan provides...
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DOCUMENT CONTROL:
Version: 5
Ratified by: Corporate Policy Panel
Date ratified: 3 May 2018
Name of Originator/Author: Emergency Planning Officer
Name of responsible committee/individual:
Corporate Policy Panel
Date issued: 24 May 2018
Review Date: April 2021
Target Audience: All Trust Staff
Major Incident Recovery Plan
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CONTENTS
Section Page No
1 Aim of Plan 4
2 Scope of Plan 4
3 Introduction 4
4 Strategic Response 4
5 Recovery Coordination Group (RCG) 4
6 Recovery Strategy 5
7 Targets 5
8 Impact Assessment 6
9 Resources 6
10 Staffing 6
11 Media 7
12 Communication 7
13 Incident Debrief 8
14 Finance 8
15 Building Damage 9
16 VIP Visits 9
17 Psychosocial Recovery 9
18 Draft Agenda for Recovery Coordination Group 10
19 Action Cards:- 11
Action Card – Recovery – Building Salvage – Estates Recovery Manager (Estates lead)
12
Action Card – Recovery – Building Salvage – Team Manager/Modern Matron
14
Action Card – Recovery – Building Salvage – Recovery Coordinator - Appointed to Chair Recovery Group
15
Action Card – Recovery – Staff Shortage – Team Manager/Modern Matron
16
Action Card – Recovery – Staff Shortage – Recovery Coordinator – Appointed to Chair Recovery Group
17
Appendix 1 National Recovery Guidance Topic Sheet 18
Appendix 2- Impact Assessment 20
Appendix 3- List of Amendments 23
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Plans to be read in conjunction with Recovery Plan
Heatwave Plan
Major Incident Plan
Pandemic Influenza Plan
Severe Weather & Winter Plan
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1. Aim of Plan
This plan provides guidance and information to enable Rotherham Doncaster and South Humber NHS Foundation Trust (The Trust) to recover quickly from a Critical or Major Incident
. 2. Scope of Plan
This Plan should be used in conjunction with the Major Incident Plan. It should form the basis on which a Recovery Coordination Group will address the issues faced in recovering from a Critical or Major Incident. It sets out roles and responsibilities during the recovery process and includes action cards to cover a variety of different scenarios that if followed should speed up recovery. This plan is covered by the Equality Impact Assessment produced for the Emergency Preparedness, Response and Recovery Policy.
3. Introduction Recovery is the coordinated process of supporting those affected with the reconstruction of the physical infrastructure and progression to normal working conditions and support for the emotional, social, and physical wellbeing of those affected. Recovery should commence as soon as safely possible but also make allowances for a period of disruption whilst the response is on-going. However, expectations will rise as time progresses, and there will be pressure to restore services to demonstrate that the Trust is coping.
4. Strategic Response
Response to a Critical or Major Incident is established via Gold, Silver and Bronze levels of command and control. Gold Command at Director level provides the strategic leadership with Silver Commands making tactical decisions at Care Group Director and equivalent levels. Bronze command is provided at team level by managers and modern matrons. In addition the Trust will establish its own internal group of senior staff, from all Departments involved, which will decide the strategy and ensure the co-ordination of the recovery. This will be known as the Recovery Coordination Group. This plan will be invoked by the Trust Gold Command at such a time as is thought appropriate.
5. Recovery Co-ordination Group (RCG)
The Recovery Co-ordination Group (RCG) is responsible for the overall recovery from the incident, and should be accountable to the Trust Gold Command during the response period later to the Accountable Emergency Officer.
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Suggested Group Members:
Chair – E.g. Care Group Manager or Associate Nurse Director or equivalent.
Representatives of affected teams.
Estates & Facilities representatives.
Finance Representative.
IT Representative.
HR Representative.
Communications Team Representative.
Minute Taker.
6. Recovery Strategy
At the start of the recovery process, a clear recovery strategy should be developed and agreed by the RCG. The recovery strategy could cover some, or all, of the following key objectives:
Strategies for returning to normal business as quickly as possible.
Allocating staff to priority areas.
Establishing specialist sub-groups where necessary e.g. Estates, IT, Information Governance.
Managing impact of incident on performance targets and managing expectations of partners.
Implications of, and solutions to, any lack of resources.
An Impact Assessment of the Incident on the Trust (covering impacts on services and staff e.g. social, health, environment, economic, etc.) is carried out as soon as possible and is regularly updated.
Determine at an early stage if there are opportunities for longer term regeneration and economic development as part of the recovery process.
If affected, utilities (e.g. power & water) are brought back into use as soon as practicable.
All affected areas are restored to an agreed standard so that they are ‘suitable for use’ for their defined future purposes.
Environmental protection and recovery issues are co-ordinated.
Information and media management of the recovery process is co-ordinated.
7. Targets
As part of the recovery strategy, it is recommended that various targets / milestones for the recovery are established and agreed. All those affected should be involved in establishing these targets. These targets provide a means of measuring progress with the recovery process, and may assist in deciding when specific recovery activities can be scaled down.
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Suggested targets / milestones could include some of the following:
Staffing Levels returned to normal.
Any records secured.
Utilities fully functional.
Building Damage assessed timescale for repair provided.
8. Impact Assessment
An impact assessment should be started early and regularly updated. It is likely to develop over time from a pretty rough and ready assessment, probably covering the more immediate needs of people, to a more refined assessment of longer-term requirements. More information on impact assessment can be found at national-recovery-guidance.
9. Resources
Any emergency lasting for more than a couple of days is likely to impact on resources, both human and material. Directors setting the strategy in Trust Gold Command need to give early consideration to the conflicting demands of the immediate emergency response, the longer recovery period, and the maintenance of critical services. Resources should be prioritised accordingly to ensure a successful recovery as well as the continued delivery of critical services in order that normal business is resumed as quickly as possible. The RCG should liaise closely with Trust Gold Command to ensure coordination of resources.
10. Staffing
Some staff may become involved in the immediate response to an emergency. A strategy will be needed to ensure that staff will be available to ensure the maintenance of essential services in response and during the recovery phase. Trust Gold Command may be primarily concerned with short term staffing issues in critical services. Staff may find themselves working in unusual areas and under stressful circumstances. For example a Flu Pandemic may affect clusters of staff and require staff to be brought in from another area to maintain services. A Recovery Coordination Group should consider long term recovery of all team and services. Consider:
Covering the workload of diverted staff – non critical services may have to delay or cancel some services if staff are diverted to critical services.
Checking of upcoming deadlines so that teams that have lost staff are not taken unawares.
Ensuring safe staffing levels with the correct skill mix.
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Strategies for briefing and debriefing staff between shifts in unfamiliar roles.
Health and Safety issues.
Keeping all staff informed of Trust activity in response and recovery.
Support networks for staff e.g. access to counselling and support.
It is important that staff have sufficient support. In the early stages of recovery staff will be more accepting of higher demand and change, but as time goes on staff will want to return to their normal services. Staff should be kept informed of the on-going recovery in the form of situation reports and all staff messages. This fosters a feeling of common purpose and prevents the spread of inaccurate rumour. Managers should refer to the Healthy Workplaces – Staff Support and Stress at Work Policy.
11. Media
During the recovery phase media attention will be high, and journalists often need help identifying local stories, particularly during periods of lull. The Communications Team are the team to which all media enquiries must be routed. Consider:
The media can be a powerful ally.
Making use of the internet (e.g. use of Twitter can keep media informed negating the need for them to call.) The Communications Team will take charge of social media output during a major incident.
Maintaining a consistent media message.
Activating press handling procedures and information flows.
Timing of briefings.
Media handling for positive stories.
Providing staff with updates as regularly as the media.
12. Communications
Internally it will be important for the RCG to keep all staff informed as to the progress of recovery via regular updates. Additionally Board members and governors will require regular briefing as the situation develops. Where the Trust Gold Command remains in operation liaison between it and the RCG is essential. Externally NHS England, NHS Improvement, CCGs, and depending on the incident, other partner agencies, are likely to require regular situation reports on the status of the Trust response and recovery to any incident. The nature and severity of the incident will dictate the type and number of requests for information. During recovery the RCG should ensure that all communications with outside agencies are coordinated via the Trust
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Communication Team representative in Gold Command. Once the Gold Command has been dissolved the RCG should ensure that it coordinates communication in connection with the recovery via the Communications Team.
13. Incident Debrief
The Trust Major Incident Plan requires a full debrief to any Critical or Major Incident and a written report will be submitted to the Board. This report will be completed by the Accountable Emergency Officer. The recovery process and any lessons learned should be included in the incident debrief report.
Consider:
How the RCG and Trust Gold Command work together.
How strategy for recovery was implemented.
Challenges to recovery.
Liaison with partners, suppliers and contractors
Changes and improvements.
14. Finance
The role of the Finance team is vital to response and recovery, and there should be a finance representative in the RCG. Financial aspects of major incidents may be complex and open to interpretation. Two main processes need to be considered: expenditure whilst delivering services and reimbursement of costs afterwards.
The Trust will be under pressure to be seen to be taking action to recover following a Critical or Major Incident. Whilst this is necessary, there is a need to recognise the limits of any duties and moral obligations in the context of the wider financial picture. Extraordinary expenditure will distort existing budgets. This is not to say that such action should not be taken, merely that the full facts need to be appreciated prior to commitment of resources. Consider:
Anticipate future costs and long term expenditure.
Predicted overall cost of the emergency; cost of dealing with the emergency, cost of damage, loss of income, access to emergency funding.
Agree who is responsible for authorising spend.
Establishing systems for emergency expenditure
Ensuring financial records have records of “non-routine” spend so costs of incident and recovery can be easily identified.
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15. Building Damage
If the usual place of work is damaged in the event of a major incident, the building should be assessed by the relevant Estates representative immediately to determine if it is safe, and to start repairs. If the building is deemed unsafe staff/ patients may have to be deployed to other locations and services. A number of Teams have Evacuation or Temporary Shelter Plans that contain options for long and short term care for inpatients. Should a service need to be relocated the Trust’s Estates and Facilities teams may have to arrange to provide support services at alternative locations.
Consider:
Ensure Estates representative on RCG.
Implications of moving patients to alternative premises.
Staff requirements in different premises e.g. IT, telephony, access to desk space.
Extra expenditure required for repairs and re-organisation of services.
Possibility of having to use external agencies.
16. VIP Visits
VIP visits are an inevitable part of a major incident. Whilst often seen as inconvenient, they can present opportunities for raising awareness, reinforcing messages of thanks, and speeding up some aspects of recovery. Such visits will normally take place during the response phase.
Consider:
Opportunity for positive media messages.
The level of disruption to services they may cause.
The amount of organisation that may be required.
17. Psychosocial Recovery
Traumatic events whatever their source or scale are likely to cause distress. In such circumstances those affected may need psychosocial support for a considerable period. A sizeable minority of people may develop psychosocial conditions and/or mental disorders for which they may require intervention or treatment. In terms of support to staff this policy gives guidance to managers. If a Major Incident affects a community served by the Trust there is a likelihood of increased need for Trust mental health services. In the immediate short term support to those affected is often provided in rest centres by voluntary agencies such as the Red Cross, Samaritans and the Faith community. Voluntary agencies can signpost patients to provider
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agencies such as GPs and the Trust. Emergency psychiatric care would be provided via existing routes.
In the medium to long term of the recovery period the Trust would be more likely to see an increase in patients requiring mental health intervention or treatment for conditions such as PTSD. The Trust should ensure it is represented on any multi-agency recovery group that is set up by the local authority. This will ensure that psychosocial recovery is considered as part of the wider recovery. Internally the Trust Recovery Coordination Group should include a representative that is able to provide information on how the Trust is working with partners in the community to facilitate psychosocial recovery since this may be likely to place an extra burden on community mental health services and more specifically teams such as Access, IAPT and CAMHS.
18. Draft Agenda for First Meeting of Recovery Coordination Group
1. Introductions.
Ensure that everyone is introduced around the table; some people may be representing their Director. Use nameplates to ensure everybody is easily identifiable.
2. Aims of Group & Strategy (short, medium and long term).
Ensure these are defined and recorded on flipchart. These might be general aims e.g. to ensure patient safety, delivery of critical services and prompt and accurate communication and specific aims e.g. safe redeployment of staff and patients within a particular team Possible aims for discussion:
Strategies for returning to normal business as quickly as possible.
Allocating staff to priority areas.
Establishing specialist sub-groups (E.g. Estates, IT, Information Governance).
Managing impact of incident on targets and managing expectations of partners.
Implications of, and solutions to, any lack of resources.
An Impact Assessment (covering impacts on social, health, environment, economic, etc.) is carried out as soon as possible and is regularly updated.
Determine at an early stage if there is an opportunity for longer term regeneration and economic development as part of the recovery process.
A concise, balanced, affordable recovery action plan with set milestones is developed that can be quickly implemented, involves all teams and fits the needs of the emergency.
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Utilities (e.g. water) are brought back into use as soon as practicable.
All affected areas are restored to an agreed standard so that they are ‘suitable for use’ for their defined future purposes.
Coordination and communication of all actions across teams.
Information and media management of the recovery process alongside initial response.
3. Roles and Responsibilities.
Ensure that everyone around the table is clear about what they are doing.
4. Matters requiring urgent decisions /actions.
Deal with any immediately pressing matters here.
5. Follow up actions from previous meetings (if not first).
6. Check Impact Assessment is up to date.
7. Communications – Staff/Patients/Public/Media.
Agree lines to take with stakeholders and agree with any external agencies, e.g. emergency services, local authority, CCGs, NHS England.
8. AOB.
9. Time & Location of next meeting.
Make sure you have regular timed meetings and ensure all staff and partners are aware so they can provide situation reports (sitreps) beforehand to inform your thinking.
19. Action Cards
The action cards in this plan include generic Action Cards for a variety of roles in response to a number of potential scenarios as follows:
i) Building Salvage
ii) Recovery from period of short staffing.
The Action cards will be assigned to an individual by the Recovery Coordination Group and should be used alongside a team’s Business Continuity Plan which will hold more specific team information relating to staffing and accommodation.
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Action Card – Recovery – Building Salvage
Estates Recovery Manager – (Estates Lead)
Accountable to Incident Coordinator & Head of Estates
In the event of a Critical or Major Incident or need to salvage from a building you will:
Responsibilities - Either the overseeing of or appointment of contractors that will ensure the overseeing of:
o Rendering the building accessible and safe to salvage and work in.
o Containment of the building after the incident (or sourcing the suppliers to facilitate this.)
o Salvage and restoration of non-document items (furniture, IT equipment etc.)
o Environmental control of the affected area after a fire.
o Liaison with utility companies.
o Site security and control.
o Distribution of PPE and conducting risk assessments.
o Sourcing space suitable for the recovery effort.
o Welfare for staff involved in the restoration effort.
o Regular communication with Recovery Coordination Group.
Number Action
1 Conduct a thorough building check to ensure that all areas of damage are identified and reported to the rest of the Recovery Coordination Group.
2 Notification and liaison with appropriate authorities e.g. if the building is listed (specialist engineers / architects, English Heritage etc.)
3 Arrange for any standing water to be removed from building.
4 Make arrangements for any breaches to the building to be covered over and temporarily contained (e.g. gaps in roof, boarding up windows etc).
5 Determining any structural risk to the building with the appropriate professionals.
6 Risk assessment of salvage operation and undertaking any recommendations (e.g. clearing twisted metal, broken glass etc.)
Conducting electrical systems check with the appropriate contractor.
Provision of adequate lighting to the areas which will be worked in. If power has been turned off or is not functioning, generators may be required.
Implement a site register (log-in/log-out) system and a badging system for contractors and staff so that security can be maintained where required.
Identify vulnerable groups who should not be working in the affected area (e.g. asthmatics where mould is an issue).
7 As soon as the building is risk assessed and entry is possible, ensure that any undamaged documents are protected from further damage (e.g. seepage of water). Actions may include:
Polythene sheeting.
Moving items (only to be done with the approval of Information
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Governance Team and if a tracking / documentation system is established).
8 Sourcing space for the accommodation of materials as removed from the affected area and clearing a route to this area.
9 Establishing the status of utilities (gas, water, electricity) with the appropriate firms and switching off if necessary.
10 Consider establishing a rest and first aid area, if usual rest areas are inaccessible).
11 Ensure that racking is accessible.
12 Remove electrical equipment from the affected area for testing / repair / replacement as appropriate.
As the salvage operation progresses
1 If required install dehumidifiers / air movers in the affected area to ensure environmental conditions are stabilised and returned to pre-incident levels.
2 Reassess risk assessment periodically and monitor the usage of PPE by staff working in the salvage area and take action if necessary.
E.g. mould growth.
3 Discuss with utility companies restoration of service.
4 Contact contractors for the repair of building systems e.g.
Heating/Aircon/Environmental Heating.
Lifts/Security Locks/ CCTV.
Other.
5 Ensure staff rest area is provided.
6 Provide logistical support to the salvage operation, including assistance with moving items from the salvage site to the assessment area.
7 Manage parking and access to site for contractors.
After the salvage operation is completed
1 Arrange for the sanitisation of the affected area if necessary
2 Continue to monitor levels of humidity and temperature in the affected area. If environmental conditions fail to return to normal, appoint a specialist contractor.
3 Make arrangements for the replacement and redecoration of the fixtures and fittings of the affected area.
4 Make assessments of any further repair work that is necessary to prevent a recurrence of the problem.
5 Re-evaluate the risk assessment of the building to establish risks of occurrence of this problem in other areas.
6 Liaise with the utility companies regarding the restoration of services.
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Action Card – Recovery – Building Salvage
Team Manager/Modern Matron
Accountable to Incident Coordinator & Care Group Director of Service
In the event of a Critical or Major Incident or need to salvage from a building you will:
If access to building is not yet possible
Number Action
1 If the Emergency Services are involved, determine the likely time when the building will be handed over.
2 If the Emergency Services are not involved, identify the necessary steps required to make the building safe to enter by liaising with Estates.
3 Based on the estimated time of entry, prepare response as necessary.
Alert staff, patients patient carers and families, suppliers and partners and stakeholders e.g. CCG, NHS England etc.
Alert Trust Records Manager and Information Governance Team (IGT).
4 Activate business continuity arrangements – Alternative accommodation for patients and staff as appropriate.
5 Agree lines to take with staff and media via liaison with communications team.
If access to building is possible
1 Manager should make arrangements for the building and areas to be salvaged are made safe and accessible by liaising with Estates.
2 Once all personnel and patients are risk free. Attention should be given to any records that remain.
Remove the records from the damaged area and move them to a safe and secure location
Do not leave records submerged in water if you can (risk free) remove them.
Where the records are damp, separate the records and lie them flat.
Once secure, contact the Records Manager.
Where the records are or have been submerged in water and cannot be accessed for health and safety reasons, or have been on fire and subsequently extinguished, or the records are in immediate danger of deteriorating and require more specialised help, the Records Manager should be informed immediately. Where the Records Manager is unavailable please contact the Information Governance Team. The Records Manager / Information Governance Team will make the decision whether to contact Harwell Restoration Services dependant on the classification of the records.
3 Team Manager and IGT will ensure Recovery Coordination Group is given regular updates on all works.
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Action Card – Recovery – Building Salvage
Recovery Coordinator – Appointed to Chair Recovery Group
Accountable to Accountable Emergency Officer or Service Director
In the event of a Critical or Major Incident or need to salvage from a building you will:
Responsibilities:
o Liaison with the emergency services.
o Liaison with Trust Recovery Coordination Group.
o Liaison with Trust Gold Command
o Liaison with partners.
o Liaison with insurers.
o Liaison with other institutions for assistance (space, people, equipment, expertise)
o Financial controls for the salvage and recovery operation.
o Contacting and mustering staff for the emergency operation.
Number Action
1 Notification of all relevant trust personnel who will be required for Building Salvage work:
Records Manager, IG Team, Estates, IT, Finance, Communications, Trust Gold Command (if convened) and affected team.
2 Ensure funds are available to procure equipment and secure suppliers to make the building accessible and facilitate the recovery of documents.
Set up a financial system / code for expenditure associated with the recovery operation.
Increase balance on organisational credit cards.
3 Notify insurers.
4 Notify Partners – E.g. CCG, NHS England etc.
5 Ensure that a risk assessment has been carried out before the salvage operation commences.
6 Maintain an incident log and arrange for the salvage operation to be photographed.
As the salvage operation progresses
1 In conjunction with Estates, IGT and Team affected support the salvage effort arranging resources identified as required for the recovery effort.
2 Arrange for regular meetings of the Recovery Coordination Group
3 Closely monitor the timescales for recovery and identify solutions to speed the salvage process up where necessary.
After the salvage operation is completed
1 Appoint someone to liaise with the insurance company over the insurance claim
2 Ensure that appropriate remedial work is undertaken to avoid repetition of the incident if possible.
3 Take part in the incident debrief.
4 Thank those members of staff who were involved in the recovery operation.
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Action Card – Recovery – Staff Shortage
Team Manager/Modern Matron
Accountable to Incident Coordinator & Care Group Director of Service
If recovering from period of staff shortage:
Number Action
1 Ensure regular liaison with Recovery Coordinator and Care Group Director to ensure regular updates on recovery are communicated as appropriate to Recovery Coordination Group and Trust Gold Command.
2 In liaison with Care Group Director or equivalent in corporate services ascertain team priorities for period of recovery.
3 Ensure all staff are kept aware of the situation as it develops. Share Situation Reports wherever possible.
4 Prioritise requests for leave taking into account issues such as staff personal circumstances. Consult the special leave policy where appropriate.
5 Ensure staff requiring psychological support are signposted correctly using the Healthy Workplaces – Staff Support and Stress at Work Policy.
6 If staff are returning to work following a lengthy absence consult the sickness absence policy.
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Action Card – Recovery – Staff Shortage
Recovery Coordinator – Appointed to Chair Recovery Group
Accountable to Accountable Emergency Officer or Service Director
If recovering from period of staff shortage:
Responsibilities:
o Consider effects of incident and how to return to normal business.
o Liaison with Trust Recovery Coordination Group.
o Liaison with Trust Gold Command.
o Liaison with partners.
o Liaison with other institutions for assistance (Nurse bank, Agencies etc)
Number Action
1 Establish contact with Team Managers of teams affected by staff shortages and have list of contacts you will liaise with as recovery progresses. If more than one Care Group affected liaise with relevant Care Group Director.
2 In liaison with HR Services prioritise those teams that require urgent counselling services and refer to the Healthy Workplaces – Staff Support and Stress at Work Policy.
3 Identify functions in each team that have been suspended and through liaison with Team Managers and identify timescale for resumption of these functions taking into account any backlog of work. This may mean operating a reduced service for a significant length of time.
4 If suspended functions have affected service delivery or key performance targets ensure information is recorded that identifies what was suspended, the reason why, when it was suspended, when it is expected to be resumed and possible effects (patient care, contractual, reputational etc.)
5 Via Trust Gold Command regularly notify appropriate partners – E.g. CCG, NHS England of progress of recovery.
6 Maintain a log of decisions made and rationale behind those decisions.
As the recovery operation progresses
1 Continue to gather regular situation reports of how recovery is continuing in each affected team. This may be done via Care Group Directors and equivalents in corporate services if more than one Care Group is affected.
2 Arrange for regular meetings of the Recovery Coordination Group and provide written updates to Trust Gold Command if still established or Accountable Emergency Officer (Director of Children’s & Community Services).
3 Closely monitor the timescales for recovery and identify solutions to speed the process up where necessary.
After the recovery operation is completed
1 Take part in the incident debrief as required ensuring lessons learned from recovery process are included in incident debrief report produced by Accountable Emergency Officer.
2 Thank those members of staff who were involved in the recovery operation.
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Appendix 1 National Recovery Guidance Topic Sheet
Generic issues Recovery structures and processes
Training and exercising
Data protection and sharing
Mutual aid
Military aid
Working with the media
The Role of Elected Members
VIP visits and involvement
Impacts on local authority performance targets
Inquiries
Investigations and prosecutions
Coroner’s Inquests
Inquiries into deaths in Scotland
Recovery evaluation and lessons identified processes
Impact assessments
Reporting
Voluntary sector
Humanitarian Aspects
Needs of people - health
Displaced People
Foreign nationals
Community engagement
Commemoration
Community cohesion
Needs of people - non-health
Financial support for individuals
Investigation and prosecutions
UK residents affected by overseas emergencies
Non-resident UK nationals returning from overseas emergencies
Mass fatalities
Environmental Issues Environmental pollution and decontamination
Dealing with waste
Animal health and welfare
Economic Issues Economic and business recovery
Financial impact on local authorities
Infrastructure issues Access to and security of sites
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Utilities
Repairs to domestic properties
Historic environment
Site clearance
Dealing with insurance issues
Damaged school buildings
Transport
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Appendix 2: Impact Assessment
An impact assessment should be started early and regularly updated. It is likely to develop over time from a pretty rough and ready assessment, probably covering the more immediate needs of people, to a more refined assessment of longer-term humanitarian needs and economic development. More information on impact assessment can be found on the National Recovery Guidance.gov
Background & Context
Social Impact
Health Impact
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Environmental Impact
Economic Impact
Financial Impact Overall cost of the emergency, cost of dealing with the emergency, cost of damage and loss of income
Lessons Identified
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Appendix 3 List of Amendments
Amendment Name & Date