Disruption and Disaster Management – Response and Recovery Document ID CHQ-PROC-62434 Version no. 2.0 Approval date 21/09/2021 Executive sponsor Executive Director Corporate Services/Chief Finance Officer Effective date 21/09/2021 Author/custodian Emergency Management Coordinator Review date 31/03/2022 Supersedes 1.0 Applicable to This procedure applies to all staff including contractors, consultants, students and volunteers. Authorisation Executive Director Corporate Services/Chief Finance Officer Purpose Response and recovery are core components of Children’s Health Queensland (CHQ) Disruption Management Framework. Response activities are situation and impact (actual or potential) specific and include initial assessment of the disruption or emergency, incident classification, activating a code response where appropriate, and specific actions around command, control, co-ordination and collaboration regarding the response. Recovery activities are implemented concurrently to the incident response with a focus on returning to Business as Usual (BAU) as soon as possible. “Lessons Learned” from incidents provide opportunities to improve plans, procedures, processes and structures leading to organisational improvements and enhanced organisational resilience. This procedure defines these activities and the associated role specific requirements. Scope This procedure applies to disruptive, emergency and disaster incidents. This procedure also applies to all staff (permanent, temporary, full-time, part-time and casual), organisation and individuals acting as agents of CHQ and other partners in care such as individual contractors (including visiting medical officers), consultants, students and volunteers. This procedure operates in the context of CHQ Managing organisational disruption policy (CHQ-POL-62427). All emergency incident responses defined in this procedure, operate in the context of the Australian Government, Queensland State Government and Queensland Department of Health Disaster Management arrangements and plans.
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Disruption and Disaster Management – Response and Recovery
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Disruption and Disaster Management – Response
and Recovery
Document ID CHQ-PROC-62434 Version no. 2.0 Approval date 21/09/2021
Executive sponsor Executive Director Corporate Services/Chief Finance
Officer
Effective date 21/09/2021
Author/custodian Emergency Management Coordinator Review date 31/03/2022
Supersedes 1.0
Applicable to This procedure applies to all staff including contractors, consultants, students and
volunteers.
Authorisation Executive Director Corporate Services/Chief Finance Officer
Purpose
Response and recovery are core components of Children’s Health Queensland (CHQ) Disruption Management
Framework.
Response activities are situation and impact (actual or potential) specific and include initial assessment of the
disruption or emergency, incident classification, activating a code response where appropriate, and specific
actions around command, control, co-ordination and collaboration regarding the response.
Recovery activities are implemented concurrently to the incident response with a focus on returning to Business
as Usual (BAU) as soon as possible. “Lessons Learned” from incidents provide opportunities to improve plans,
procedures, processes and structures leading to organisational improvements and enhanced organisational
resilience.
This procedure defines these activities and the associated role specific requirements.
Scope
This procedure applies to disruptive, emergency and disaster incidents.
This procedure also applies to all staff (permanent, temporary, full-time, part-time and casual), organisation
and individuals acting as agents of CHQ and other partners in care such as individual contractors (including
visiting medical officers), consultants, students and volunteers.
This procedure operates in the context of CHQ Managing organisational disruption policy (CHQ-POL-62427).
All emergency incident responses defined in this procedure, operate in the context of the Australian
Government, Queensland State Government and Queensland Department of Health Disaster Management
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Procedure
Disruption categories
Disruptive incident
A disruptive incident is an occurrence which, threatens to, or directly impacts, CHQ’s ability to operate as
Business as Usual (BAU), but does not constitute an emergency incident. Disruptive incidents may include:
localised incidents, where an impact to a local area is managed effectively through localised management
strategies; or be as broad as strategic incidents such as fraud, extortion, industrial or civil unrest.
Emergency incident
An emergency incident is an event, actual or imminent, which endangers or threatens to endanger life, property
or the environment, and which requires a significant and coordinated response1.
Internal emergency incident
Internal emergencies only involve areas within the perimeter of CHQ facilities and may relate to fire, security
or infrastructure incidents. Although staff may carry out some basic initial response to these emergencies, it is
imperative that the relevant Disruption Response Team (DRT) (or its equivalent in Community facilities) is
activated in all cases. The CHQ Health Incident Controller (HIC) and the CHQ Incident Management Team
(IMT) will be activated as appropriate. CHQ personnel are to utilise this procedure, and other specific plans
and sub-plans as relevant, to assist them in their response.
These emergencies will usually also involve, as appropriate to the incident(s), the relevant external combatant
agencies such as Queensland Fire and Emergency Service (QFES), Queensland Police Service (QPS), etc.
External emergency incident
External emergencies are managed as part of an overall state-wide plan in conjunction with the Department of
Health and other external agencies. The CHQ response to external emergencies is detailed in the External
Emergency (Code Brown) Disruption Management Plan (DisMaP) and relevant sub plans. The response will
require the activation of the CHQ Disruption Response Team, HIC and Incident Management Team.
Colour codes for emergencies
CHQ utilises colour codes as outlined in the Australian Standard (AS) 4083 – 2010, Planning for Emergencies
– Healthcare Facilities, to inform staff of emergency situations without raising unnecessary alarm in patients
and/or visitors. The colour codes are as follows:
1 Emergency Incident: Source – Australian Standard 4083:2010 Planning for emergencies – healthcare facilities
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Code Definition
Code Red Fire / Smoke
Code Yellow
Infrastructure and other internal emergencies including: Hazardous Materials incidents; or, external events, such as severe weather events or acts of terrorism, which impact directly upon infrastructure or business continuity.
Code Orange Evacuation
Code Purple Bomb Threat
Code Black Personal Threat
Code Brown External emergencies including mass casualty events, severe weather events, acts of terrorism or Chemical, Biological, Radiological (CBR) incidents, which impact on lives.
Code Blue / MET Cardiac Arrest or Other Medical Emergencies
Disaster
A disaster is a serious disruption in a community including loss of human life, injury or illness, and/or
widespread service loss or damage to the property and environment. This disruption may be caused by an
event (either natural or caused by human acts or omissions) and requires a significant coordinated response
by the State or other entities to support recovery2.
Command and control arrangements
The command and control arrangements at CHQ utilises the principles of the Australasian Inter- Service
Incident Management System (AIIMS) and Health Major Incident Medical Management Support (HMIMMS).
These are also utilised by the Queensland Department of Health (DoH), other Queensland Health (QH)
Hospital and Health Services, and other state agencies including Queensland Fire and Emergency Service
(QFES), Queensland Police Service (QPS) and Queensland Ambulance Service (QAS).
The Chief Warden and when activated, the HIC will take charge of all CHQ resources, directly involved, to
combat and resolve the emergency. Any emergency response at CHQ is to be coordinated in consultation with
the organisation’s governance and line management structures. For incidents requiring significant response
e.g. external emergencies, additional support positions, informed by the Hospital Major Incident Medical
Management and Support system are also utilised.
The CHQ command and control arrangements are detailed further in Response – activation and
implementation.
Internal disruption: No statutory combat response required
In the event of a disruption requiring only an internal response, the Chief Warden or the HIC, is responsible for
the management and/ or resolution of the incident.
DDMU Representative, Director Office of HSCE or BPIOs
DDMU Representative
HEOC Duty Officer Director Administration Services
HEOC Administration Officer
Administration Officer/s
HEOC Remote Switchboard Operator
Switchboard Services Operator/s or Manager of Switchboard Services
Incident management team - collective roles and functions
Whilst each cell and officer within the IMT has specific roles and functions, some responsibilities are shared
across multiple cell, bringing different foci and expertise. Additionally, the IMT collectively, has roles and
functions.
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The collective role and function is primarily assessment and coordination: collective ongoing assessment of
the incident in terms of both the impact and consequence (potential or actual) and coordination of the response
required
This is achieved by completing the following requirements:
• Definition of incident objectives. The broad objective of any incident response is to stabilise the situation
while minimising personal injuries and property destruction and commencing business continuity and
recovery activities.
• Development of an Incident Action Plan. This can be initially a verbal plan but should be documented for all
Medium or High-Level Incidents on the Incident Summary and Action Plan (ISAP). The plan will be utilised
by each cell to inform: Objectives and strategies, including alternatives; Composition of the appropriate IMT;
Safety considerations; Specifying and managing the required resources; and, Implementing continuity and
recovery plans / measures. These plans should be informed by the relevant DisMaPs.
• Facilitation and participation in regular briefings and / or planning meetings. The provision of regular
information updates enhances the response and coordination. For medium level incidents briefings may be
presented verbally at the formal briefing and should utilise the SMEACS-Q format as outlined below:
– Situation − the current and predicted situation of the event;
– Mission − event or activity objective of the group;
– Execution − how the mission will be accomplished; what agencies are involved?
– Administration and Logistics − recording requirements, logistical arrangements.
– Command and Communications – Emergency Operation Centres activated, business continuity plans in
place.
– Safety − hazards (known and potential)
– Questions − from the audience, to the audience (to confirm understanding).
For high level incidents, a Situational Report (SITREP), should be completed by each IMT cell and submitted
to the HIC prior to the formal briefing and planning meeting. The briefing is to be conducted by the HIC or a
Cell Officer who has the relevant authority, and understanding of the incident, and the ability to manage
group processes and communications. A formal record of each briefing is to be documented on the briefing
template See Appendix Two. Briefing requirements are further outlined in the HEOC procedure.
Health Emergency Operations Centre (HEOC)
The Health Emergency Operations Centre (HEOC) is the operational base of the Incident Management Team
(IMT) from which a disruption, emergency or disaster response is coordinated. A HEOC may be activated for
a medium incident and should be activated in the event of a high incident.
HEOC Locations
The location of the HEOC is defined by the level of incident. These locations are defined in the table below:
Incident Level HEOC Location
Medium Fire Indicator Panel / Fire Control Room of relevant building facility; or, Relevant operational areas; or, QCH Level 7, Executive Conference Room; or, Designated HEOC locations within community facilities.
High QCH Level 7, Executive Conference Room; or, Alternate South Brisbane location TBC: or, Designated HEOC location within community facilities (under discussion).
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HEOC establishment and management
The Health Emergency Operations Centre (HEOC) Procedure details the following HEOC establishment and
management activities:
• Process of setting up and establishing the HEOC;
• HEOC staffing, shift allocations and handover requirements.
Disruption Management Plans (DisMaPs)
As outlined in CHQ Disruption Management Framework Prevention and Preparedness Procedure, a suite of
DisMaPs will define the strategies to be utilised by the organisation when responding to and / or recovering
from a disruptive or emergency incident or disaster situation.
These plans are developed at an operational, tactical and strategic level. The utilisation of these plans is
defined in the table below:
CHQ Personnel Type of DisMaP Purpose
Local area personnel, team leader, unit manager
Area / Department specific DisMaP (Operational)
Inform local area / operational response and recovery arrangements for business activities and required resources
Specific response teams e.g. Disruption Response Team, Health Informatics Team / Recovery Team, Resource specific teams i.e. Facilities, ICT, Security.
Resource or scenario specific DisMaP e.g. Code Specific DisMaP, ICT and Facilities resource specific response plans. (tactical)
Inform coordinated tactical responses to specific incident types. These plans incorporate or a cognisant of local area operational arrangements.
Incident Management Team / CHQ Executive
Strategic procedures and plans e.g. Response and Recovery Procedure, Incident specific ISAP which is informed by tactical and operational plans.
Coordinate the required tactical
and operational response and
recovery arrangements to inform
appropriate command and
control arrangements for the
incident as a whole.
Response Conclusion
Once the emergency has abated a “stand down” or “all clear” will usually be initiated. At this stage recovery
commences and the organisation should commence the return to normal operations. Continued
implementation of continuity and recovery plans may be required and in this instance the code may be de-
escalated to a lean forward. The IMT may continue to facilitate periodic briefings.