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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]
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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.
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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:
Adhere to the content of this document.
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:
Adhere to the content of this document.
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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:
Adhere to the content of this document.
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:
Adhere to the content of this document.
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.
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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
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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.
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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.
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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
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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
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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
INTERNAL ONLY
ISLHD POLICY
ISLHD Health Emergency Management Framework
ISLHD CORP PD 24
ISLHD CORP PD 24 Revision: 2.1 DX19/409 March 2021 Page 17 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.
Appendix 2 – Response Communication Pathways
INTERNAL ONLY
ISLHD POLICY
ISLHD Health Emergency Management Framework
ISLHD CORP PD 24
ISLHD CORP PD 24 Revision: 2.1 DX19/409 March 2021 Page 18 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.
Appendix 3 – Framework for Coordinated Incident Response
INTERNAL ONLY
ISLHD POLICY
ISLHD Health Emergency Management Framework
ISLHD CORP PD 24
ISLHD CORP PD 24 Revision: 2.1 DX19/409 March 2021 Page 19 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.
Appendix 4 – ISLHD Emergency Response
ISLHD CORP PD 24 Revision: 2.1 DX19/409 March 2021 Page 20 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.
INTERNAL ONLY
ISLHD POLICY
ISLHD Health Emergency Management Framework
ISLHD CORP PD 24
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:
Date for Completion:
3.
To be actioned by:
Date for Completion:
4.
To be actioned by:
Date for Completion:
Name:
Signature:
Position/Designation: TRIM No:
Note: Access to template is via Forms & Templates.