Zemc Planning Framework

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Planning Framework An outcome focused tool which provides consistency, articulates responsibilities, and supports strategic planning. Structured as a road map for engagement and collaboration - to build capability and resilience. Reality based to support risk comparisons, the prioritisation of action, and resource lobbying.

description

The zone emergency management planning framework developed for roll out at local and regional level in South Australia.

Transcript of Zemc Planning Framework

Page 1: Zemc Planning Framework

Planning Framework

An outcome focused tool which providesconsistency, articulates responsibilities,and supports strategic planning.

Structured as a road map forengagement and collaboration- to build capability and resilience.

Reality based to support riskcomparisons, the prioritisation ofaction, and resource lobbying.

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Presentation StructureZone Emergency Management Planning

1. Why?

Why is a Zone Planning Framework useful?

2. Who?

Who should be on the working group?

3. How?

Seven key steps (enablers)

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Why is a Zone “EmergencyManagement Planning”

Framework useful?

Brainstormof Jan 2010by DelphiGroup in aplanningworkshop

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Assumption:

Aligned with the International Risk Management Standard

(1) What is the risk?(detection)

(2) What does the risk mean?(recognition and interpretation)

(3) Who has an interest ?(communication to multiple stakeholders)

(4) Who should do what?(organization of a collaborative system)

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Planning Framework

An outcome focused tool which providesconsistency, articulates responsibilities,and supports strategic planning.

Structured as a road map forengagement and collaboration- to build capability and resilience.

Reality based to support riskcomparisons, the prioritisation ofaction, and resource lobbying.

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Purpose

Zones will report annually (and as required by the StateEmergency Management Committee) on assurance throughthe State Mitigation Advisory Group to the State EmergencyManagement Committee.

To do this, Zones will# engage with stakeholders

responsible for priority risks,and

# report on the work beingundertaken in terms of how itboth aligns with and contributesto a State-wide agreed riskmanagement framework.

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The framework uses a “Steps” Approach

This recognises:

# Gaps between whereyou are, and where youneed to be.

# That planning outcomesare achievedincrementally.

# The frameworkneeds to be built bystakeholders in and fortheir context.

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Seven key steps - enablers1. Establish a suitable group to do the work

2. Identify stakeholders

3. With the identified stakeholders, collect andcollate existing available Risk Assessments andidentify key risks to the region

4. Validate the quality of the existing, available RiskAssessments against agreed criteria

5. Map (cross reference) the quality of the RiskAssessments against stakeholder responsibility

6. Record a summary of all key risks and theirassociated risk treatments

7. Report on a Continual Improvement Plan to theState Mitigation Advisory Group

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Step 1. Establish a suitable working group

Each Zone Emergency Management Committeeshould identify an appropriate working group todo the engagement and reporting outlined in thepurpose statement.

– Structuring should keep in mind that the role willinvolve skills and attitudes to work with all of thestakeholders responsible for and/or with an interest inrisks to the community in the Zone.

– For some Zones it may be appropriate for the wholeZone Emergency Management Committee toundertake the work as part of its general agenda. Forother Zones, it may be more appropriate to puttogether a working group which reports to the fullcommittee.

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Stakeholders include severaltypes of organisations andpeople.

First, there are those withdirectly attributedresponsibility for themanagement of the risk.

Second, there are those whobecome involved in themanagement of the riskbecause they are at risk orhave an interest in the wellbeing of those things orpeople that are at risk.

They may have interestsin hazard(s), in vulnerabilitiesor in exposures – in thetechnicalities or in the socialaspects.

Step 2. Identify Stakeholders

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Recognise risk is a concept - used to give meaning

• to things, forces or circumstances

• that pose danger

• to people or to what they value.

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e.g. ZONE A

Stakeholder

Register

Assurance Element 1:

Established Context

Assurance Element 2:

Assessed Risks

Assurance Element 3:

Treated Risks

Hazard 1

(e.g. Bushfire)

Stakeholder 1.1

Country Fire Service

Stakeholder 1.2

Stakeholder 1.3 etc

Stakeholder 1.1

Stakeholder 1.2

Stakeholder 1.3 etc

Stakeholder 1.1

Stakeholder 1.2

Stakeholder 1.3 etc

Hazard 2

(e.g. Flood)

Stakeholder 2.1

Department of Water

Land and Biodiversity

Stakeholder 2.2

Stakeholder 2.3 etc

Stakeholder 2.1

Stakeholder 2.2

Stakeholder 2.3 etc

Stakeholder 2.1

Stakeholder 2.2

Stakeholder 2.3 etc

Record / Register : State Hazard Leaders and Control Agencies are key stakeholdersof the first type. Councils while having some responsibilities, particularly related torisks associated with flood hazard, represent a more general position concerned aboutcommunity vulnerability. Other agencies and organisations will emerge as the Zoneworks through its list of key risk assessments and their associated risk treatments.Engagement should be recorded and reported reflecting responsibilities e.g.:

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Step 3 – Collect and Collate existing, available RiskAssessments and identify key risks to the region.

# It is important to recognise that this does not require theundertaking of Risk Assessments.

# It does require:• working with the stakeholders listed in the Registerbeing developed in Step 2, and

• the systematic and thorough collection of existing,available risk assessments

• understanding these may go under different nameso hazard analyses,o impact assessments,o threat assessments etc.

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Step 3 – Collect and Collate existing, available RiskAssessments and identify key risks to the region.

# A reasonable starting point is the list of hazards, reflected bythe list of hazard leaders, in the arrangements at State level.

# The focus of the risk identification is a general appreciationof things which if they were to occur, would have asignificant impact on the Zone.

This requires an appreciation of both hazard andvulnerability in the local context and can be readilybrainstormed with key players and validated with secondaryresearch (emails and phone calls to responsible parties).

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A policy consideration - Available Zone Level DataAs State Government Regional Governance constructs, Zones arerecognised by State Agencies and the State Mitigation AdvisoryGroup.The State Government’s Data and Information Availability Policydescribes a consistent whole-of-Government approach to data in allforms.Subject to prudent privacy and security measures, Government datamust be made available to the maximum extent that is legally andeconomically possible.The Office of the Chief Information Officer will facilitate timely andaccurate data provision to those responsible for risks and theirmanagement and to Zone Emergency Management Committees,through the office of the State Emergency Service, (at no cost) on:

a. hazards;b. local/regionally relevant information related to the agreed “riskassessment criteria” fields - viz. critical infrastructure / essentialservices, environment, property, people, and economy(“economy” should reference the fields of the Australian Bureau ofStatistics for Industry Sectors as proposed by the NationalEmergency Risk Assessment Guidelines.)

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Step 4 – Validate the quality of Risk AssessmentsThis steps requires judgments to be made about the riskassessments using “tests” of the following key aspects of theNational Emergency Risk Assessment Guidelines (NERAG).

1. To what extent does the assessment use a self-assessment of “confidence level”?

2. To what extent has a stakeholder agreed set of riskassessment criteria based on, or developed withreference to, NERAG been applied?

3. To what extent has the risk assessment included an“adequacy assessment” to include the effectiveness ofcurrent risk treatments?

4. To what extent has assessment used scenario analysis topremise the interaction of hazard(s) with vulnerability?

5. To what extent does the assessment demonstrate a focuson vulnerability?

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Step 4, Element 1: Confidence Level

A statement of assumptions and confidence levels, usingthe table below, should be included in risk assessmentsto provide advice on uncertainty.

Where it is not included, it should be derived by enquirywhere possible and attributed using the table below.

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Step 4, Element 2: Risk Assessment Criteria

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Risk Assessment Criteria should reference the Nationallyagreed Emergency Risk Assessment Guidelines.

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Elements at RiskZone Profiles should

reference the agreed

National Emergency

Risk Assessment

Guidelines’

Economy Metrics

Vulnerability /

Resilience Profiles of

“Industry Sectors”

INDUSTRY SECTORS

A Agriculture, Forestry and Fishing

B Mining

C Manufacturing

D Electricity, Gas, Water and Waste Services

E Construction

F Wholesale Trade

G Retail Trade

H Accommodation and Food Services

I Transport, Postal and Warehousing

J Information Media and Telecommunications

K Financial and Insurance Services

L Rental, Hiring and Real Estate Services

M Professional, Scientific and Technical Services

N Administrative and Support Services

O Public Administration and Safety

P Education and Training

Q Health Care and Social Assistance

R Arts and Recreation Services

S Other Services

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Critical Infrastructure – has been defined as physical facilities,

supply chains, information technologies and communication

networks whose destruction, degradation or unavailability for an

extended period would significantly impact on the region’s social

or economic well being.

Metrics include:

1. Energy2. Water3. Communications4. Food supply5. Health6. Transport7. Banking8. Industry9. Key government services10. Icons (of cultural significance)

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Expand the pathways

Prevention and Preparedness ControlsPrevention/ Mitigation activities, which seek to eliminate or reduce the impact of hazards themselves and/or toreduce the susceptibility and increase the resilience of the community subject to the impact of those hazards; TypicalPrevention/mitigation program activities may include:• Building codes• Building-use regulations• Legislation• Public education• Public information• Tax incentives/disincentives• Insurance• Incentives/disincentives• Zoning/land-use management• Infrastructure (development)

Preparedness activities, which establish arrangements and plans and provide education and information to preparethe community to deal effectively with such emergencies and disasters as may eventuate; Typical Preparednessprogram activities may include:• Emergency response plans• Warning systems• Evacuation plans• Emergency communications• Mutual aid agreements• Public education• Public information• Resource inventories• Training programs• Test exercises

Step 4, Element 3: Adequacy AssessmentPart 1. Identify and note the current arrangements usingthe prompt list of “before” and “after” controls below.

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Expand the pathways“AFTER” CONTROLS - Response and Recovery

Response activities, which activate preparedness arrangements and plans to put in place effective measures to deal withemergencies and disasters if and when they do occur; Typical Response program activities may include:• Plan implementation• Emergency declarations• Warning messages• Public information• Registration and tracing• Refuge shelters• Inform higher authorities• Activate coordination centres• Evacuation• Mobilize resources• Damage assessment• Search and rescue• Provide medical support• Institute public health measures• Provide immediate relief

Recovery activities, which assist a community affected by an emergency or disaster in reconstruction of the physicalinfrastructure and restoration of emotional, social, economic and physical well-being. Typical Recovery program activitiesmay include:• Restore essential services• Counselling programs• Temporary housing• Financial support/assistance• Distribute recovery stores• Public information• Long-term medical support• Manage public appeals• Restore public assets• Economic impact studies• Review development plans• Initiate reconstruction tasks

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Step 4, Element 3: Adequacy AssessmentPart 2. For each existing treatment, attribute levels of control (1, 2, or 3)across each of the three areas (Behavioural, Procedural, and Physical)using the table below (Ref NERAG).

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Confidence Assessment- Attribute adequacy

Consequence Level

Insignificant Minor Moderate Major Catastrophic

Level ofControl

1

2

3

KEY Adequacy likely to require improvement

Adequacy may require improvement

Adequacy likely to be appropriate

Step 4, Element 3: Adequacy AssessmentPart 3. For each existing treatment, attribute levels of requiredadequacy improvement based on the level of control against the

consequence level of the risk assessment scenario.

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Scenario Analysis Rider: The exploration of PPRR capability should be based onscenarios using agreed planning levels which are based on the advice of appropriateHazard Leaders, but adjusted to reflect regional experience – especially where thatexperience indicates a history of significant effects on critical infrastructure / essentialservices, or the environment, or property, or people, or the economy at lower thresholdsthan that level advised by the Hazard Leader.

Step 4, Element 4: Scenario Analysis

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Step 4, Element 5: Focus onHazard Vulnerability Interface

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Seven key steps - enablers1. Establish a suitable group to do the work

2. Identify stakeholders

3. With the identified stakeholders, collect andcollate existing available Risk Assessments andidentify key risks to the region

4. Validate the quality of the existing, available RiskAssessments against agreed criteria

5. Map (cross reference) the quality of the RiskAssessments against stakeholderresponsibility

6. Record a summary of all key risks and theirassociated risk treatments

7. Report on Continual Improvement Plan

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Step 5 – Map (cross reference)quality against responsibility

The five elements of Step 4 should be checked against theresponsible stakeholders identified in Step 2.

Example:In this example,the HazardLeader(Bushfire) is thekey stakeholdercrossreferenced.

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Seven key steps - enablers1. Establish a suitable group to do the work

2. Identify stakeholders

3. With the identified stakeholders, collect and collateexisting available Risk Assessments and identify keyrisks to the region

4. Validate the quality of the existing, available RiskAssessments against agreed criteria

5. Map (cross reference) the quality of the RiskAssessments against stakeholder responsibility

6. Record a summary of all key risks and theirassociated risk treatments

(Use a standard risk register format – e.g. ISO 31000)

7. Report on a Continual Improvement Plan to the StateMitigation Advisory Group

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AGENDAZone Emergency Management Planning

1. Why?

Why is a Zone Planning Framework useful?

2. Who?

Who should be on the working group?

3. How?

Seven key steps (enablers)