Emergency Response Plan
A current hardcopy of this plan should be kept on file and be accessible in the event of a disaster or emergency.
Executive Emergency Response Plan key contact
Key Contact: / Kevin MaraPhone Details: / [Phone]
Email Details: / [email]
Document Status: / Draft
Details
Entity / Executive Response TeamPhysical Address / Level 4, 30 Mary St, Brisbane
DET Region / Headquarters
Approvals
Name / Title / Signature / Date[Name] / ADG ISB
[Name] / DDG
Review
Next review date /1 July 2016
Contents
1. Purpose 4
2. Scope 4
3. Response Strategies 4
4. Mission 5
5. Execution 5
6. Administration and Logistics 6
7. Command and Communications 7
8. The Executive Response Team 9
9. The role of the ESMU 9
10. ECC Layout Map 11
11. Regional and DDMG Contacts 12
12. External Emergency numbers 14
13. Staff trained in First Aid 15
14. Building information summary 16
1. Purpose
The purpose of this Executive Emergency Response Plan is to provide details of how the strategic level of the Department of Education and Training prepares and responds to a disaster or emergency situations.
2. Scope
This Emergency Response Plan (ERP) applies to the executive level of the Department and their approach to support the Regions and Schools during a disaster or emergency.
3. Response Strategies
When a School facility is impacted, or is about to be impacted, by a disaster or emergency this plan will be enacted at the direction of the Director General or the Assistant Director General ISB who will assume the role of the Executive Response Controller. This decision to activate the Executive ERP can be in either a Lean Forward or Stand Up status should occur after consideration of:
· The severity of the event, including the number of the Department’s sites likely to be impacted;
· The potential impact on school or regional operations;
· The potential impact on the safety of students or staff;
· The potential impact on DET facilities or assets; and
· Other relevant advice.
Each disaster or emergency may have extenuating circumstances which require the application of an additional appreciation to provide a solution to new risk or circumstance. Disaster and emergency responses may occur across the state without the standing up of the executive level response and the decision to stand up the executive level will be discretionary.
DET has adopted an ‘all hazards approach’ to the planning of response strategies to disasters or emergencies and subsequently there are generally three response strategies that can be implemented prior to or during a disaster or emergency at the Regional and School level.
The general response strategies, which can be implemented singularly or jointly, are:
1. Evacuation of the facility;
2. Lockdown of the facility;
3. Temporary Closure of the Facility.
It is also noted that disasters or emergencies may also be categorised as;
· ‘rising tide’ or ‘slow burn’ events which enables decision makers to act prior to the impact of the event; or
· sudden or spontaneous events for which there are no warnings or indications that allow pre-emptive actions and the vent has to be responded to during or post impact.
Disasters or emergencies may occur under such circumstances that the School Response Controller can make pre-emptive decisions to take action and best prepare the students, staff or school for the event. This is the preferred scenario for the Department.
4. Mission
To lead the Departments response to disasters and emergencies.
To support the Regional and School responses to disasters and emergencies.
To support the State Disaster Management Arrangements.
5. Execution
Upon identifying an emerging risk or sudden impact on the Departments human resources, students, infrastructure or services from a disaster or emergency the DG or ADG ISB may decide to activate the Executive Level response arrangements. This will cause:
1. The ADG ISB to assume the role of Executive Response Controller (ERC)
2. Stand up the Executive Response Team (ERT);
3. Open the Executive Coordination Centre (ECC);
4. Identify the risk and known or expected impact on the Schools and Regions;
5. Monitor the courses of action at the regional and School levels;
6. Engage a Deployable Response Teams to deploy to the Regions;
7. Conduct a Strategic Assessment of the specific risk or the impact of a sudden event against the current Regional and Schools Emergency Response Plans (ERP);
8. Prepare and implement any additional strategy;
9. Commence the Communication Strategy;
10. Deploy SDCC representative to SDCC if stood up;
11. Gather information and intelligence on the event and/or impact;
12. Prepare Brief for the DG
13. Support the Regional Response Controllers.
14. Maintain situational awareness;
15. Liaise with stakeholders to coordinate support activities;
16. Monitor the status of the departments resources;
17. Monitor the Business Continuity Plan activities as required
6. Administration and Logistics
The Executive Coordination Centre is to be located on Level 4, 30 Mary Street, Brisbane and this is where the ERC and ERT will operate from if practicable. This facility has the requisite support for occupation, communications capability and other resources for the response structure. The alternate location to be used is at …
Hard copies of the Executive and Regional Emergency Response Plan and supporting Appendices should be stored in the ECC and be held by the ERC.
The ERT will be notified of the activation through an SMS, email or phone call. The message will advise the team member to contact the Executive Response Controller.
All DET ERT members on their activation will report to the nominated ECC as advised to be briefed on the current situation and any other required information to prepare the teams in the coming days of operation.
The expected rostering periods are
As required Executive Response Controller
0500 – 1330 Day Shift (or as required)
1230 – 2100 Evening Shift (or as required)
As required SDCC Liaison Officer for ERC
The critical timings which surround disaster and emergency events do not always allow for this structured rostering and it may be that rostering of staff about the final preparation and immediate response periods will be determined by the nature of the event and rostering will be adjusted accordingly.
It may practicable on general work days to assemble all the ERT staff who may be required in the near future to have them assemble for the brief and be provided with their expected rosters in the coming period.
The ECC will benefit from a daily schedule or operational rhythm to coordinate with the State Disaster Management entities and enable the Regions and Schools to provide timely information to meet necessary timelines. ECC shift times will be dependant of the size and scale of the event and DETs reporting commitments as requested by the SDCC.
An example schedule is as follows,
SDCC Timings / Timings / EXECUTIVE COORDINATION CENTRE0600 – 0800
State wide update / 0500 / Day Shift Commencement, collect additional tasks left by ECC Team Leader on the Team Leader desk, collect evening shifts Hard copy Intel follow up report from ERC or ECC Manager desk to action. Monitor School closure system/ DET Websites.
0630 / Check of School Closure Website, stakeholder follow up
0800 / DET OCA SITREP Finalised, Intel collection
0900 / SITREP to stakeholders.
1230 / Evening Shift Start - ECC Team Briefing
1300 / Data entry, all Stakeholders follow up
1330 / Day shift finish - ECC Team Briefing
1345 / Data entry, all Stakeholders follow up
1400 – 1600
SDCC SITREP / 1400 / DET OCA SITREP finalised, Intel collection
15:00 / SITREP to stakeholders, Intel collection
1530 / Data entry, Intelligence report completed
1800 / ECC Team Briefing
2000 -2100 State wide Update / 2000 / Data entry, any key Intel that requires follow up on Day shift to be identified, summarised and a hard copy to be left at ECC Managers desk.
2100 / Evening Shift Finish
Duration of work
Personnel involved in the response should operate in accordance with the following guideline.
· Continuous hours of duty (without a break) should be a maximum of 5 hours.
· Meal breaks should be a minimum of 30 minutes.
· Work shifts should not exceed 10 hours, excluding meal breaks.
· Generally the maximum number of hours worked in a 24 hour period should not exceed 12 hours, excluding meal breaks.
· The minimum break between shifts should be 10 hours.
In circumstances where guideline limits are exceeded, a risk assessment should be undertaken to identify and manage risk. This should be undertaken in consultation with the WH&S Unit.
7. Command and Communications
The ADG ISB will assume the role of Executive Response Controller and will chair the Executive Response Team (ERT).
The ERC is responsible to the Director General who sits on the Queensland Disaster Management Committee (QDMC), with the Deputy Director-General, Corporate Services as the nominated proxy.
A senior officer represents the DET at the SDCG and may have support staff assisting. This may be the ERC or it may be another delegated member. Staff from DET Media will support the whole of government public information effort within the SDCC.
The basic structure of the ERT and their broad responsibilities is represented below and this structure may be adjusted according to the nature and complexity of the event.
Role / ResponsibilitiesExecutive Response Controller / Overall lead and coordinator of the disaster or emergency response and recovery.
Infrastructure
(Operations) / Responsible for providing support to ERC and RRC including collecting and processing information about the incident and response operations (situational awareness). Also responsible for managing and tasking additional resources to support operations and maintaining liaison with external agencies and SDCC.
Responsible for overall management of the ECC and preparation of a Strategic Assessment if required and any Response Plans.
Educational Services
(Logistics/Resources) / Responsible for securing materials, resources, services and additional staff to sustain operations and restore educational services (Business Continuity).
CEP
(Public Information Officer) / Information and communications management internally and externally– see the Disaster and Emergency Communications Strategy.
Finance
(Finance) / Supports the other functional areas through the financing of operations as well providing administrative support and management of the Coordination Centre. Responsible for tracking of response costs for corporate accounting.
HR and Wellbeing
(Support) / Conduct activities to support staff resilience. Monitoring the management of risk and the welfare of all staff through the advice on entitlements, welfare and wellbeing support.
Advisory Group / Senior or Specialist staff or stakeholders who provide advice and guidance to the Response Controller.
8. The Executive Response Team
The nominated members of the Departments ERT are as follows:
Role / Assigned staff including shadow / Contact details (Phone & email)Response Controller / Primary
Back-up
Operations Officer / Primary
Back-up
Logistics Officer / Primary
Back-up
Public Information Officer / Primary
Back-up
Finance and Administration Officer / Primary
Back-up
Safety and Wellbeing Officer / Primary
Back-up
Advisory Group
9. The role of the ESMU
Prior to the activation of the ERT and ECC, or when they are not activated, then the ESMU will be responsible for:
· Gathering Intelligence prior to and throughout an event;
· Leading the prevention and preparation to natural hazard events;
· Supporting response and recovery operations of a lesser nature event;
· Providing adequately trained personnel and equipment for the response to disaster events where required;
· Supporting Regional Directors;
· Storing and maintaining emergency response equipment;
· Liaison with SDCC and the SDCG (NB when ERT and ECC not stood up)
· Reporting during and after an event not requiring activation of the ERT
· Liaison with non-state schools, universities and OECEC.
When the ERT and ECC are activated the ESMU will transition into ERT ‘Operations’ roles.
10. ECC Layout Map
<Insert Area map here.>Distance to Primary off-stie assembly point:
A
prox. time to reach Primary off-site assembly point:
Distance to Secondary off-site assembly point:
Approx. time to reach Secondary off-site assembly point:
Legend
Primary off-site assembly point /
Route to Primary off-site assembly point /
Secondary off-site assembly point /
Route to Secondary off-site assembly point /
Emergency services access point
11. Regional and DDMG Contacts
Below is a table of contacts for the Regional Response Controllers, Regional Coordination Centres and District Disaster Management Groups.
Region / Assigned staff(including back-up) / Contact details
(Phone & Email)
Far North Qld Region / Primary
Back-up
Regional Coordination Centre
Cairns DDMG
Innisfail DDMG
Mareeba DDMG
North Qld Region / Primary
Back-up
Regional Coordination Centre
Mt Isa DDMG
Townsville DDMG
Central Qld Region / Primary
Back-up
Regional Coordination Centre
Rockhampton DDMG
Gladstone DDMG
Mackay DDMG
North Coast Region / Primary
Back-up
Regional Coordination Centre
Gympie DDMG
Sunshine Coast DDMG
Maryborough DDMG
Redcliffe DDMG
Bundaberg DDMG
Darling Downs South West Region / Primary
Back-up
Regional Coordination Centre
Toowoomba DDMG
Warwick DDMG
Charleville DDMG
Dalby DDMG
Roma DDMG
Metropolitan Region / Primary
Back-up
Regional Coordination Centre
Brisbane DDMG
Ipswich DDMG
South East Region / Primary contact
Back-up
Regional Coordination Centre
Gold Coast DDMG
Logan DDMG
Longreach DDMG
12. External Emergency numbers