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Department of Health and Human Services

Public and Environmental Health Service – Population Health

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Department of Health and Human Services

Public Health Emergency

Operations Centre
M anagement Protocol

 

 

 

 

Version:

1.0

Custodian and Review Responsibility:

This plan is maintained by the Public and Environmental Health Service of the Department of Health and Human Services.

Approval Authority:

Director of Public Health

Approved:

 

Effective Date:

21 December 2011

 


Contents

Glossary

Acronyms

1. Introduction

Overview of the Tasmanian Emergency Management Framework for a PHE

2. The DHHS PHEOC

Incident Management System

Function

Activation Process and Escalation

Site Location and Layout

PHEOC Composition

Operational Aspects

The DHHS ECC and Coordination Arrangements

Broader Response Coordination and Support Arrangements

Annexe A - DHHS Emergency Management Framework (for a PHE) 16

Annexe B - PHEOC Activation Process SOP

Annexe C - Public Health Incident Response Action

Annexe D - PHEOC Floor Plan Layout Guide

Annexe E - PHEOC Requirements Checklist

Annexe F - Expansion Contingency PHEOC Floor Plan Layout Guide 25

Annexe G - Expansion Contingency PHEOC Requirements Checklist

Annexe H - PHEOC IMT Functions SOP

Annexe I - Incident Organisation Chart

Annexe J (i) - Duty Statement DHHS Incident Controller (for a PHE)

Annexe J (ii) - Duty Statement DHHS Deputy Incident Controller (for a PHE) 32

Annexe K - Duty Statement PHEOC Director

Annexe L - Duty Statement PHEOC Duty Manager

Annexe M - Duty Statement PHEOC Safety / Staff Wellbeing Officer

Annexe N - Duty Statement PHEOC Communications Manager

Annexe O - Duty Statement Planning Manager

Annexe P - Duty Statement Operations Manager

Annexe Q - Duty Statement Logistics Manager

Annexe R - Duty Statement Administration / Finance Manager

Annexe S - Incident Action Plan Template

Annexe T - SOP Template

Annexe U - PHEOC Information Management Procedures

Annexe V - Message Form Template

Annexe W - PHEOC Central / Personal Activities Log

Annexe X - PHEOC Situation Report

Annexe Y - Emergency Communications Flow Chart 53

Annexe Z - Communications SOP

 

Glossary

The table below lists the main terms commonly referred to throughout this document.

Term

In the context of this Protocol this term means:

Department of Health and Human Services Incident Controller

A senior officer appointed by the Department of Health and Human Services Secretary who is responsible for coordinating the Department of Health and Human Services’ response to an emergency event and for providing advice to the State Emergency Management Controller and the State Emergency Management Committee as required.

Emergency Coordination Centre

A facility or location where an identified group or team meets to address the consequences of an emergency. In the context of this plan, an Emergency Coordination Centre will be the central point within DHHS for strategic consequence management of a public health emergency. Other Emergency Coordination Centres may be activated by other response agencies as required.

Emergency Operations Centre

Any facility or location where an identified group or team meets to give direction to agency specific operations in response to an emergency. One or more Department of Health and Human Services Operational Units may activate an Emergency Operations Centre as required.

Incident Management System

A response management system for resolving emergencies in a coordinated and interoperable manner, based on the Australasian Inter-service Incident Management System TM (AIIMS).

Management Authority

The organisation responsible for providing guidance on aspects of comprehensive emergency management.  This responsibility is often established in legislation and undertaken in partnership with other organisations.

Municipal Emergency Coordination Centre

The facility from which Municipal / Local Government emergency management response is coordinated.

Public Health Emergency  

An occurrence or imminent threat to human health that poses a substantial risk of a significant number of fatalities, illnesses or health conditions. Causes of a public health emergency include, but are not limited to, bio terrorism, epidemic or pandemic disease, chemical toxin, radiological hazard, or a novel and fatal infectious agent or biological toxin. (As defined by the Tasmanian Public Health Emergencies Management Plan).

Public Health Emergency Operations Centre

The facility (or location) where the Public Health team meets to give direction to the public health response to an emergency. It is activated by the Incident Controller for a Level 1 Response to a public health emergency and is resourced by the Incident Management Team.

Regional Emergency Coordination Centre

The facility from which Regional level emergency management response is coordinated under the direction of the Regional Emergency Management Controller (e.g. Tasmania Police Commander).

Security and Emergency Management Advisory Group

A sub-committee of the State Emergency Management Committee tasked with providing strategic policy advice on the implementation and oversight of emergency management activities in Tasmania .  Co-chaired by the Deputy Secretary, Department of Premier and Cabinet and the Deputy Commissioner of Tasmania Police.

Standard Operating Procedures

An agreed set of response or reporting procedures designed to achieve commonality of function and standardised outcome in terms of action or communication.

State Crisis Centre

A location from where whole-of-government emergency management policy and strategy is coordinated during response operations and / or exercises.

State Emergency Management Committee

The primary functions of the State Emergency Management Committee are to institute and coordinate emergency management arrangements in Tasmania, coordinate the management of emergencies that affect more than one region or as considered appropriate, and identify and promote opportunities for improvement in emergency management.  Chaired by the Commissioner of Tasmania Police.

State Health and Human Services Emergency Committee

A specialist advisory committee of the State Emergency Management Committee responsible for the provision of advice on health related emergency management issues, and monitoring and supporting development, revision and implementation of emergency management measures across the Tasmanian health and human services sector.

Support Agency

Organisations that are responsible for maintaining, or maintaining access to, specific functional capabilities as agreed with Management Authorities.  Support Agencies command their own resources in coordination with the Management Authority, as required.

Acronyms

DHHS Department of Health and Human Services

DoHA Department of Health and Ageing (Australian Government)

DPH Director of Public Health

ECC Emergency Coordination Centre

EOC Emergency Operations Centre

ICP Incident Communication Protocol

IMT Incident Management Team

JITT    Just In Time Training

MECC Municipal Emergency Coordination Centre

PHE Public Health Emergency

PHEOC Public Health Emergency Operations Centre

RECC Regional Emergency Coordination Centre

SCC State Crisis Centre

SEMAG Security and Emergency Management Advisory Group

SEMC State Emergency Management Committee

SHHSEC State Health and Human Services Emergency Committee

SITREP Situation Report

SOP Standard Operating Procedure

TEMP Tasmanian Emergency Management Plan

TPHEMP Tasmanian Public Health Emergencies Management Plan

1. Introduction

1.1 The Public Health Emergency Operations Centre (PHEOC) Management Protocol (the Protocol) is a management guide for the PHEOC primarily in the event of a public health emergency (PHE), being an occurrence or imminent threat to human health that poses a substantial risk of a significant number of fatalities, illnesses or health conditions. The Protocol’s principles may also be used during an emergency where the Department of Health and Human Services (DHHS) provides a Support Agency role and the PHEOC is to be activated (e.g. intentional violence hazards, unintentional release of hazardous materials, and other hazards such as fire, flood etc that may have a public health element), noting that incident control may vary.

1.2 The Protocol outlines the function, activation, structure and management of the PHEOC and its relationship with the DHHS Emergency Coordination Centre (ECC) and other Emergency Operations Centres (EOCs) at the agency and multi-agency level.  The Protocol is designed to provide flexibility in its application and to comply with an all hazards approach to emergency management.  It is not exhaustive and should be tailored and further developed as management of an emergency unfolds.

1.3 This document is to be used in conjunction with the Tasmanian Public Health Emergencies Management Plan (TPHEMP), which details the current governance and coordination arrangements, and roles and responsibilities for a coordinated response to a PHE, along with general PHEOC information.  Other documents of particular relevance include the DHHS Emergency Management Plan, the DHHS ECC Operating Procedures, the DHHS Incident Communication Protocol (ICP) and the various TPHEMP Associate Plans.

1.4 The Protocol is maintained and reviewed at least every 2 years by the Public and Environmental Health Service (PEHS) within Population Health to ensure it is current, promotes best practice principles and reflects any relevant changes to DHHS service delivery and emergency management frameworks.

Overview of the Tasmanian Emergency Management Framework for a PHE

1.5 The Tasmanian Emergency Management Act 2006 establishes a coordination framework for the management of emergencies in Tasmania.  The operational provisions of this framework are described in the Tasmanian Emergency Management Plan (TEMP), the State Special Plans for specific functions and hazards, and corresponding agency, regional and municipal level emergency management plans.  Subject to the nature and scale of an emergency, Tasmanian emergency management coordination arrangements operate at three levels: state, regional and municipal.

1.6 Under the TEMP, the DHHS is the Responsible Management Authority for a PHE, and accordingly is responsible for the state-wide planning and coordination of health and human services in the event of this type of emergency. A major response by the Tasmanian health and human services sector to a large scale PHE will likely occur in the context of a coordinated, multi-agency environment.  In this situation, while DHHS may lead the health and human services response, this may be in support of an integrated whole of government response and incident control by the State Controller.

1.7 In order to support the PHEOC and facilitate an integrated and coordinated response to a PHE, the DHHS may establish an Emergency Coordination Centre (ECC).  The DHHS ECC will deal with consequence management issues and provide coordination support to the PHEOC and any other DHHS Business Unit EOCs activated to coordinate the operational level response.

1.8 Stages of escalation and levels of response for a PHE are specified in the TPHEMP Section 3.3 Response, and activation of the PHEOC is further detailed in Section 2 of this Protocol. The Tasmanian emergency management framework and levels of response for a PHE are represented at Annexe A.

2. The DHHS PHEOC

Incident Management System

2.1           The DHHS response to an emergency with public health consequences is principally managed through key appointments and the activation and escalation of a command, control and coordination framework. The Incident Controller will utilise the Incident Management System of the Australasian Inter-service Incident Management System TM (AIIMS) for the management of a PHE, including the establishment of the PHEOC. An overview is provided in the TPHEMP Section 3.3 Response.

2.2           The three key principles of the AIIMS include:

a.              Management by Objectives - incidents are managed by aiming towards specific strategic objectives, included in the Incident Action Plan.

b.              Functional Management - utilising four specific functions to manage an incident (namely control, planning, operations and logistics, with administration / finance as a support function).

c.              Span of Control - relates to the number of groups or individuals that can be successfully supervised by one person, with five being the optimal maximum.

2.3           Other key concepts of the Incident Management System include unity of command (each individual reports to only one supervisor), common terminology (within agencies and across agencies), and flexible and modular organisation (the structure is organised in such a way as to expand and contract as needed by the incident scope, resources and hazards, with command established in a top-down style and only establishing positions as required).

Function

2.4           The term PHEOC refers to the facility (or location) where the Public Health team meets to give direction to the public health response to an emergency.

2.5           The general functions of the PHEOC are to control and command the response and support to a PHE and also the public health elements of a major emergency. The PHEOC’s key responsibility is the strategic overview of the emergency, making response management and operational decisions whilst leaving tactical decisions to lower commands. Where required, the Incident Controller activates the PHEOC for a Level 1 Response to a PHE and establishes the Incident Management Team (IMT).

2.6           In contrast, the DHHS Emergency Coordination Centre (ECC) once established at the Level 2 Response deals with consequence management issues and the strategic coordination of the Department’s response across Business Unit EOCs and at the multi-agency, jurisdictional and national levels as appropriate.

Activation Process and Escalation

2.7           In the event of intelligence to the PEHS that a PHE is imminent or has occurred, the activation process for incident response is to be adhered to. Authority for activation of the PHEOC sits with the Director of Public Health (DPH).  Refer Annexe B for the PHEOC Activation Process Standard Operating Procedure (SOP). 

2.8           Key triggers for escalation are specified in the TPHEMP, along with the relationship between the level of response, the number affected by the PHE and the complexity of the incident. For a summary of the DHHS response action and decision pathway for escalation, refer to the extract from the TPHEMP at Annexe C.

2.9           On assessment that the emergency is resolved and response is no longer required, the PHEOC will stand down. The transition to focus on community recovery occurs as required, as specified in the TPHEMP.

 

Site Location and Layout

Primary Location

2.10       The primary location for the DHHS PHEOC is currently Level 2, 25 Argyle Street, Hobart. It is primarily in the northern section, with flexible scaling depending on the escalation of PHEOC activities. Refer Annexe D for the PHEOC Floor Plan Layout Guide.

Functional Layout and Set Up Requirements

2.11       Effective functioning of the PHEOC must be the objective of design and floor plan considerations.  The PHEOC comprises the following components:

a.        Controlled entry points for security (and donning/doffing area for various PHEs where required)

b.        PHEOC Central – key staff hub for briefings, information display, resources etc

c.        Incident Controller (Response Level 1) and PHEOC Director  (Response Levels 2 and 3) Office

d.        IMT Breakout Room for meetings etc

e.        PHEOC Duty Manager and Safety/Staff Wellbeing Officer area

f.         IMT Communications area

g.        IMT Administration / Finance area

h.        IMT Planning (area 1)

i.         IMT Operations and Logistics (Area 2)

j.         IMT Team Managers offices

k.        Public Health Liaison Officer/s office

l.         Breakout / Small Meeting Room

m.      Video Conference and Meeting Room (southern section)

n.        Kitchen, toilets and utilities areas.

2.12       To ensure the PHEOC is appropriately set up and resourced a PHEOC Requirements Checklist is contained at Annexe E.

2.13       Included in the PHEOC Requirements Checklist equipment are staff identify tags/tabards. All staff within the PHEOC (and visitors) should wear an identification tag identifying their position to ensure workflow processes are better facilitated. Table 1 details the colour coding for the tags/tabards. This colour coding is utilised throughout PHEOC tools / documentation where possible.


Table 1 PHEOC Identity Tag / Tabard Colour Coding

PHEOC Position

Colour Code

Pictorial reference

Incident Controller

Red text / White tabard (Level 1)

DHHS Incident Controller

PHEOC Director

Red text / White tabard (Levels 2 & 3)

PHEOC Director

Public Health Liaison Officer

Black text / Orange tabard

Public Health Liaison Officer

PHEOC Duty Manager

Black text / Grey tabard

PHEOC Duty Manager

Safety / Staff Wellbeing

Black text / Green tabard

Safety / Staff Wellbeing Officer

Communications

Black text / Pink tabard

Communications Manager

Planning

Black text / Yellow tabard

Planning Manager

Operations

Black text / Red tabard

Operations Manager

Logistics

Black text / Blue tabard

Logistics Manager

Administration / Finance

Black text / Brown tabard

Admin / Finance Manager

PHEOC Visitor

White text / Black tabard

Visitor

 

Expansion Contingency

2.14       Depending on escalation factors, the PHEOC activities may require additional floor space. Expansion, such as Operations Team pods, potentially may include the southern section of Level 2. Refer Annexe F for Expansion Contingency PHEOC Floor Plan Layout Guide and Annexe G for Expansion Contingency PHEOC Requirements Checklist.

Secondary Location

2.15       In the event that the PHEOC is unable to operate from its primary location, it will re-locate to a secondary location.  The secondary location will be determined by the nature, scale and location of the emergency with a potential option being to utilise the Recreational Room and other adjacent facilities at the Repatriation Centre (“the Repat”), 90 Davey Street, Hobart.

PHEOC Composition

Functional Groups

2.16       The PHEOC IMT will comprise of the following integrated, functional groups:

a.        Control (including Communications);

b.        Planning;

c.        Operations;

d.        Logistics; and

e.        Administration / Finance as a support function.

2.17       Initially, the Incident Controller supported by PEHS Departmental staff, will be responsible for all of these functions. Depending on complexity and size, as the incident escalates, the Incident Controller may divest any or all of the functions to an IMT. Refer Annexe H for the various broad functions of the IMT groups.

Organisational Structure

2.18       The PHEOC organisational structure has utilised the Incident Management System of AIIMS, along with previous PHEOC operational experience from the 2009 Pandemic Influenza. Refer to Annexe I for the proposed Incident Organisation Chart specifying the potential positions / roles of the functional groups.

2.19       Until positions are established as escalation requires, IMT Managers may undertake non-allocated roles of their functional group prior to divesting these functions. Likewise, other team members may undertake combined roles where capacity permits.

Key Roles and Responsibilities

DHHS Incident Controller

2.20       The DHHS Incident Controller is responsible for leading the response to a public health emergency. Where necessary, the Secretary will confirm the appointment of a DHHS Incident Controller. In the event of a public health emergency, the DHHS Incident Controller will normally be the DPH. The DHHS Incident Controller will generally operate from the PHEOC during a level 1 response and from the DHHS ECC upon activation during levels 2 and 3 response. Subject to the scale and duration of the emergency, a Deputy Incident Controller may also be appointed.  Duties of the DHHS Incident Controller and Deputy Incident Controller are detailed at Annexes J(i) and J(ii) respectively.

PHEOC Director

2.21       The PHEOC Director is responsible for the management of the PHEOC in support of the DHHS Incident Controller during levels 2 & 3 response. On escalation to level 2 response, the PHEOC Director will take over functional control of the PHEOC from the DHHS Incident Controller who relocates to the activated DHHS ECC.

2.22       The PHEOC Director will need to ensure that they remain positioned and available to support the DHHS Incident Controller as and when required, including understudy the function of the DHHS Incident Controller. Duties of the PHEOC Director are detailed at Annexe K.

Public Health Liaison Officer/s

2.23       Where required, Liaison Officers may be used to provide essential linkages across DHHS and at the multi-agency level.  Principal amongst these groups will be the DHHS ECC and the State Crisis Centre. As part of the Control Team, Public Health Liaison Officers provide support to the Incident Controller and PHOEC Director by providing intra-organisational and inter-organisational liaison.

2.24       Liaison Officer duties include:

  • keeping the Incident Controller and PHEOC informed of the situation;
  • keeping the supported agency/coordination centre informed of PHEOC’s situation;
  • providing technical advice on agency capabilities including resources; and
  • assisting in the development of incident plans.
    1.    Other agencies providing support to the response may also provide Liaison Officers to the PHEOC and DHHS ECC (for example, Tasmania Police and the Department of Primary Industries, Parks, Water and Environment [DPIPWE]). Support Agency Liaison Officers may be required to operate as a planning group to work out how each agency can contribute to the incident response management and pass specific details of tasks and coordinating arrangements back to their parent agencies.

Situation Officer

2.26       As part of the Planning Team, the Situation Officer’s key responsibilities are to collect, preliminarily evaluate and disseminate information on the current and projected incident situation to assist the planning and other general functions of the PHEOC. Wherever possible, incoming communications into the PHEOC will be through the Situation Officer to enable monitoring, processing and effective organising of incident status information to other PHEOC staff or response elements, to assist with incident analysis and management.

Other PHEOC Roles and Responsibilities

2.27       Other key PHEOC position duty statements are detailed in Annexes L to R inclusive. 

Operational Aspects

Incident Action Plans

2.28       A key role of the Planning Team is to develop and review Incident Action Plans (IAPs). IAPs provide a coherent means of communicating the overall incident objectives for both operational and support activities. They include measurable strategic objectives to be achieved in a timeframe called an Operational Period. IAPs ensure that everyone is working in concert toward the same goals set for that operational period by providing all incident supervisory personnel with direction for actions to be taken. Refer Annexe S for the PHEOC IAP Template.

Standard Operating Procedures

2.29       Standard Operating Procedures (SOPs) are an agreed set of response or reporting procedures designed to achieve commonality of function and standardised outcome in terms of action or communication. If necessary, a team may see fit to create an SOP, which is to be approved by the Team Manager, and also the Incident Controller / PHEOC Director where the SOP is high-level. Refer Annexe T for the SOP Template.

Staffing

2.30       The PHEOC will be staffed, in the first instance, by the PEHS and supplemented by other available Population Health employees, suited by experience and / or qualification.  It should be noted that various positions require certain skills and competencies, for example medical officers and nurse immunisers.

2.31       Upon anticipation that Population Health surge capacity will be overwhelmed, staff support to the PHEOC and the broader response operations (including other Business Unit EOCs) will be coordinated by the DHHS ECC for levels 2 & 3 response.

2.32       Staffing coordination will be in conjunction with DHHS Human Resources in accordance with the DHHS Emergency Staff Support Management Plan (maintained by DHHS Human Resources) and includes processes for short notice emergency staff management, recruiting and secondment, short-term contractual arrangements with non-government employees, induction, remuneration, intra-agency, inter-agency, inter-jurisdictional resource sharing and support, professional indemnity, and OH&S considerations. Staff required to supplement the PHEOC and broader response operations will work under the conditions specific to their relevant award / agreement. 

Training

2.33       Identified potential PHEOC personnel should be aware of their general roles and responsibilities and where possible, be trained in PHEOC operations prior to an emergency.  Just In Time Training (JITT) would also be utilised in the event of a PHE for resourcing the PHEOC and broader response operations.

2.34       The PHEOC and IMT functional groups should be exercised at least once every two years and include testing of individual elements (e.g. information technology and communications).  Training and exercise outcomes are to be reviewed, evaluated and implemented to ensure this Protocol remains current, promotes best practice principles and reflects relevant changes to emergency management frameworks.

Issue Management

2.35       To achieve the best possible emergency effect, all DHHS staff - and particularly those working in the ECC, PHEOC and other EOCs - should be clear as to their specific roles and responsibilities. Management and resolution of issues can be a formal or informal process, but the outcome must achieve early agreement on whole of agency outcome, meeting of community and multi-agency expectations, and best use of necessarily limited health and human services sector resources.

2.36       Where issues cannot be resolved through collaboration and agreement, the DHHS Incident Controller will direct the outcomes to be achieved. In the case of PHEOC operations issues for levels 2 & 3 response, this responsibility is delegated to the PHEOC Director.

Information Management

2.37       The PHEOC will operate as a focal point through which a wide range of information will pass relating to the emergency.  Recording and management of this information in a structured and efficient manner is essential to ensure that operational decision-making is based on consideration of all relevant factors.  It will also be necessary to maintain an accurate historical record that can be used to support future decision-making and policy development.  Details of the PHEOC Information Management Procedures are contained at Annexe U.

Recording of Activities

2.38       To enable the DHHS Incident Controller and PHEOC Director to monitor activities coordinated by the PHEOC, a PHEOC Central Activities Log is to be maintained.  The PHEOC Central Activities Log is designed to provide a record of details relating to messages received by the PHEOC, events and the status of tasks requiring action, and also serves as the basis of an historic record of how the response is / was managed. A Message Form Template is contained at Annexe V for all officers to record individual messages and action details. Staff should also maintain a Personal Activities Log.

2.39       The Activities Log is best maintained in electronic form on the DHHS network (where possible) using Microsoft Excel.  To assist all staff within the PHEOC maintain appropriate situational awareness of operational developments, key aspects of the PHEOC Central Activities Log should be projected onto a screen in the PHEOC Central to ease viewing and enable updates to incomplete tasks to be highlighted.  Maintenance of the PHEOC Central Activities Log is the responsibility of the Operations Team, with review by the DHHS Incident Controller (Level 1) or the PHEOC Director (Levels 2 & 3).  Subject to the tempo of the emergency response, a dedicated staff member may be allocated to maintain the PHEOC Central Activities Log.  An example layout of the PHEOC/Personal Activities Log is contained at Annexe W.

Situation Reports

2.40       The PHEOC will periodically, or upon request, release information relating to the emergency response.  The release of this information will be in a standard format referred to as a Situation Report (SITREP). The aim of PHEOC SITREPs will be to provide a concise and factual summary of the response to date and any other significant information.  The SITREP will highlight key actions, developments, and flag emerging issues as necessary.  Responsibility for drafting PHEOC SITREPS rests with the Communications Team, with input from the Planning Team.  Before release, PHEOC SITREPS are to be cleared at Level 1 by the DHHS Incident Controller (or in their absence the Deputy Incident Controller) and at Levels 2 and 3 by the PHEOC Director.  The PHEOC SITREP template is contained at Annexe X.

Communications

2.41       Higher-level coordination of key messages, information and communication activities are essential during an emergency.  The communications function within the PHEOC ensures that media and communications are coordinated across and between key stakeholders.  This will require close liaison with the DHHS Incident Controller, the Strategic Media and Communications team, the Tasmanian Government Media Office, and the Public Information Unit within the SCC (if activated).  A flow chart detailing PHEOC communications inputs and outputs is contained at Annexe Y, and the Communications SOP is at Annexe Z.

The DHHS ECC and Coordination Arrangements

2.42       In order to support the PHEOC and facilitate an integrated and coordinated response, the DHHS Incident Controller may establish an ECC for levels 2 and 3 response to a PHE.  The DHHS ECC will deal with consequence management issues and provide coordination support to the PHEOC and any other DHHS Business Unit EOCs activated to coordinate the operational level response.

2.43       The DHHS ECC will coordinate the DHHS response to a major emergency at the whole-of-state level.  It will bring together public and private sector organisations and resources in order to support the emergency response as required.  It will also ensure all organisations involved integrate their activities as far as possible.  Upon activation, key roles include but are not limited to:

  • providing overall coordination of DHHS interests in response to a public health emergency and associated recovery operations;
  • coordinating the acquisition and deployment of health resources (personnel and equipment) to support and manage the emergency;
  • coordinating health and human services sector strategic planning;
  • acting as a central point for strategic information flow into and out of the Department;
  • establishing and maintaining regular liaison with key stakeholders at the intra and multi-agency level;
  • facilitating and coordinating requests for assistance from and between the Australian Government and other States and Territories; and
  • assisting and supporting the DHHS Incident Controller as requested.

Further information regarding the DHHS ECC is detailed in the notes of Annexe Q – Duty Statement Logistics Manager and the Office of Chief Health Officer document - DHHS ECC Operating Procedures.

Broader Response Coordination and Support Arrangements

2.44       Each sphere of government has a different set of roles and responsibilities within its own jurisdiction for response to an emergency, as well as for prevention and mitigation, preparedness and recovery. The TEMP details the broad roles and responsibilities, as well as command, control and coordination arrangements for multi agency response to an emergency.

2.45       The governance and management arrangements utilised for a PHE are based on the TEMP and are detailed further in the TPHEMP. The ECC acts as a point of strategic coordination at the multi-agency level, including coordination arrangements at the jurisdictional and national level in support of the Incident Controller as appropriate. 

2.46       These state-wide governance arrangements include the State Crisis Centre, Regional Emergency Coordination Centres, and municipal level EOCs for local government operations where necessary. Refer Annexe A for a diagram of these key linkages.

Local Government

2.47       Under the Emergency Management Act 2006, Councils are required to undertake a number of activities that deliver and support effective emergency management arrangements within the state-wide framework, including establishing a Municipal Emergency Management Committee to institute and coordinate emergency management at the municipal level.

2.48       Council participation and cooperation in PHEs is essential at a local level and may include undertaking municipal level response activities such as disease investigations, implementation of public health measures (such as isolation, quarantine and mass vaccination activities), banning of mass gatherings, waste disposal and assisting with the distribution of public information. Hazard-specific roles of Councils are included in the various TPHEMP Associate Plans. Further, under the TEMP arrangements Councils also have the primary role for community recovery to affected communities, supported by regional, state-wide and national arrangements.


Annexe A - DHHS Emergency Management Framework for a PHE

Notes:

  1. Level 1 Incident Control is with the Director of Public Health within the PHEOC prior to the DHHS ECC being established.
  2. Level 2 Incident Control is with the Director of Public Health within the DHHS ECC; PHEOC also has the PHEOC Director.
  3. Level 3 Incident Control transferred to the State Controller.
  4. The three Regional Emergency Operations / Coordination Centres report to the State Crisis Centre (not DHHS).

 

 

Annexe B - PHEOC Activation Process SOP

  TasGovlogo

Standard Operating Procedure (SOP)

PHEOC Activation Process

Status DRAFT

Version O.B

Date 211011

 

1          Summary/Overview

Purpose:

To define the activation process for the PHEOC

Applies to:

PEHS staff

When to Use:

Upon notification of an incident that is, or has the potential to be, a PHE

Related SOPs:

PHEOC Management Protocol, TPHEMP and Associate Plans

Enquiries:

Senior Public Health Advisor

Safety Conditions:

Ensure operations are in accordance with DHHS approved policies, protocols and SOPs

 

2          Procedure

i)            

Initial incident response

  • Obtain detailed information and assess the reported situation
  • Determine if there is a requirement for an Agency response, or if it should be referred to another agency such as TAS POL
  • Consult Unit Manager , DDPH and DPH where necessary

ii)          

PEHS Alert/Standby response required

  • Risk assessment undertaken by PEHS
  • Where appropriate, relevant TPHEMP Associate Plan is used
  • Relevant staff (PEHS and/or supporting agency/Local Government) dispatched to site/s to undertake investigation
  • Alert Unit Manager, Senior PH Advisor, DDPH and DPH if incident can not be managed by routine practices, or incident has potential to become a PHE
  • Alert BSU / Operations to prepare for implementation of surge capacity plan
  • Alert Secretary and Media Unit if event is of a significant nature
  • Alert all PEHS staff
  • Alert key contacts of relevant stakeholders
  • Start PHEOC preparedness activities – plans, equipment, staff

iii)        

Level 1 response required – PHEOC activated

  • If event does not resolve and escalates with medium impact on PEHS, relevant staff/managers are to consult with DPH
  • DHHS Incident Controller established (DPH for a PHE)
  • DHHS Incident Controller activates the PHEOC
  • PHEOC Incident Management Team established
  • Senior management and specific unit staff meet ASAP for briefing and instruction
  • Additional staff organised for surge capacity as required
  • PHEOC physical site set up in accordance with floor plan layout guide and requirements checklist, with existing staff relocated
  • Provide key stakeholders with SITREP, including advice on PHEOC activation and communication arrangements
  • PHEOC coordinates ongoing response including on-site action, mobilising of resources and implementing plans

Annexe C - Public Health Incident Response Action

 



Annexe E - PHEOC Requirements Checklist

Criteria

Requirements

Remarks

General Location

 

 

 

Other uses can be deferred during event

Yes

Physically secure from the effects of the emergency

Unknown

Flexibility of operation hours

24 hour card access

Public access 7.30am to 6.00pm

Readily accessible to staff and approved visitors

Building cards - Property Managers; internal access - Asset Management

Close to the headquarters of relevant agencies

For ease of meeting

Contingency site/s planned

Yes

Venue

 

 

 

Adequate floor space and functional layout for all personnel and activities, and room for expansion

Expansion needs dependent on nature of emergency

Separate and appropriately equipped areas for meetings, briefings, stores and staff rest

Refer floor plan layout guide

Suitable furniture and equipment available

Refer attached inventory

Adequate entry area that can be physically secured from unauthorised access and suitable for donning / doffing PPE if necessary

Entry area manned by reception staff during business hours.

Card access to secure area.

PPE donning / doffing area to be established with equipment.

Access to kitchen facilities (including potable water, hot water, refrigerator, microwave etc)

Refer floor plan layout guide

Access to sanitary facilities, including showers

1 male, 1 female  toilet blocks L2

1 male, 1 female shower ground floor - password access

Adequate parking and storage capacity. Access to reserved car parking facilities for PHEOC staff/visitors

Basement car parking - 5 PH bays

Adequate cleaner’s facilities

1 small room with sink

Adequate refuse storage area (including PPE waste)

Basement car park (designated area to be marked appropriately)

Adequate lighting and low sound level

Lighting ok; open plan space may be problematic re sound

Telecommunications - dedicated telephone and data communications lines

Compatible with existing DHHS infrastructure

Emergency power

To be arranged if possible

Air conditioning / heating

Air conditioning only runs during business hours - must be reprogrammed for after hours

Clearly defined, controlled & secure access/exit points

Yes

Plans

 

 

 

PHEOC layout (including data/power points), staff locations plan and expansion contingency floor plans and checklists

See Annexes D through G

PHEOC evacuation plan

Fire evacuation procedure

Contingency / relocation plan

 

Relevant emergency management plans & legislation

Refer to Emergency Management folders or Clinical Networks website https://clinicalnetworks.dhhs.tas.gov.au/display/EMERPREP/Home

Contact Lists

 

 

 

PHEOC Staff Contact List

to be generated once PHEOC established

DHHS ECC Staff Contact List

 

Other DHHS EOCs Staff Contact Lists

 

State Crisis Centre Staff Contact List

 

Regional ECCs Staff Contact Lists

 

Other Support Agencies Contact List

Tasmanian and Aust. Govt.

Senior DHHS Management Contact List

 

SHHSEC Contact List

 

Telephone directories

to be sourced from Population Health or Sensis

Equipment

 

 

 

Telephones with appropriate line and call capacity

23 currently online

6 spare desk phones with cabling

(during Swine Flu –phones from unoccupied desks of Population Health staff were used)

Facsimile machine with appropriate line capacity

2 - 1 stand alone & 1 all in one (refer printers)

Computers - networked

24 currently online

Printers - networked

1 all in one colour printer/copier/scanner/fax

Photocopier and scanner - networked

Refer above

Data projection facilities - projector and screen

No fixed data projectors - refer portables list

Tables and chairs

Refer attached inventory list

Access to adequate levels of supplies and consumables

 

Whiteboards

Refer attached inventory list

Television

Source from other area of DHHS

Public radio receivers

 

Video teleconferencing facilities

1 unit shared by whole building

Mobile phone chargers

 

Auxiliary power (if not already installed in the building)

Plan for power supplementation

Auxiliary communications

 

First aid equipment

3 x portable

Power boards

to be sourced from Population Health supplies or purchased

Lockable storage cabinet and filing cabinet

May need to resource extra

Staff identity tags / tabards

As per colour coding guide

Clocks (24 hour type)

No - small analogue in Rec Room

Signage to identify functional areas within the PHEOC and to identify incoming and outgoing phone lines

Signs at entry points ”Authorised Personnel Only”

Information / Boards / Maps / Lists

 

 

 

Staff location registry board

 

Current situation board

Derived from Activities Log

Affected area maps

 

Forms / Guidelines / Templates

 

 

 

Video teleconferencing instructions

located with machines

Telephone answering protocols

For call centre, if established

PEHS Hotline 1800 671 738 may be used as initial mini call centre – refer Hotline manual for options.

SITREP template

See Annexe X

Incident Action Plan template

See Annexe S

PHEOC / Personal Activities Log template

See Annexe W

Message Form template

See Annexe V

Briefing instructions

Maintained by Operations Team

Debrief instructions

 

Fax template

Use standard Population Health template and complete relevant return address information

PHEOC Base Area Inventory

 

 

Administration / Finance

3 x desks

3 x computers

3 x phones (hands free)

1 x meeting table

2 x meeting chairs

no whiteboard

 

Duty Manager

2 x visitors chairs

1 x coffee table

1 x standalone printer (not networked)

1 x desk

1 x computer

1 x p-phone

no whiteboard

 

IMT Breakout Room

1 meeting table

5 x meeting chairs

1 portable electronic whiteboard

1 x desk

1 x p-phone

1 x computer

 

Director PHEOC & IC

1 x desk

1 x computer

1 x p-phone

1 x meeting table

2 x chairs

no whiteboard

 

Comms

2 x desks

2 x computers

1 x phone

1 x p-phone

1 x whiteboard

1 x First Aid Kit

 

IMT Planning, Operations & Logistics

2 separate work areas

Area 1 1 x whiteboards

5 x desks

5 x computers

5 x phones

1 x meeting table

2 x meeting chairs

1 x office – 1 x desk

1 x computer

1 x phone

1 x meeting table

3 x meeting chairs

1 x whiteboard

Area 2 6 x desks

6 x computers

6 x phones

1 x meeting table

3 x meeting chairs

0 x whiteboards

3 x Offices

Office 1

1 x desk

1 x computer

1 x phone

1 x meeting table

1 x whiteboard

Office 2

1 x desk

1 x computer

1 x phone

1 x whiteboard

Office 3

1 x desk

1 x computer

1 x phone

1 x whiteboard

Breakout/Meeting Room

2 x folding meeting tables

8 x meeting chairs

small desk

whiteboard

1 x phone

 

PHEOC Central

1 Large Meeting Room with kitchen area – can be separated by concertina doors into two meeting areas.

Main Meeting Area

5 x folding meeting tables

20 x meeting chairs

wall mounted electronic whiteboard

wall mounted screen

small analogue clock

no data projector

2 x data points

3 x power points

Secondary Meeting Area

1 x folding meeting table

8 x meeting chairs

1 x data point

shared power with kitchen

wall mounted whiteboard

no data projector

Kitchen

2 x Fridge/freezer (only 1 powered)

Fixed Boiling Water

Sink

Dish Washer (not sure if working)

2 x microwaves

Toaster

Sandwich maker

cutlery/crockery – limited

First Aid Kit

 

Videoconferencing / Meeting Room

1 x Boardroom style table

9 x Boardroom chairs

1 x electronic whiteboard

4 x power points

4 x data points

No screen

No data projector

 

Controlled Entry Point

Card controlled

Manned reception area – remote door release

First Aid Kit

2 x desks

2 x computers

2 x phones

1 x standalone fax

 

 

Toilets

Men 2 x cubicles

1 x urinal

Women 4 x cubicles

 

Small Kitchen

Zip Boil – hot/cold water

1 x breastfeeding chair

1 x breastfeeding fridge

 

Cleaner’s Room

large sink

hot/cold water

 

Portable Equipment

Used by all Population Health

Data Projector

1 x Women’s Health

1 x Aboriginal Health

1 x PHP

2 x PEHS

1 x Food Safety

Laptop

2 x PEHS

1 x PHP

Portable Screen

1 x CNU

Bat Phones

1 x Level 2

1 x Level 3

 

 



Annexe G - Expansion Contingency PHEOC Requirements Checklist

Criteria

Requirements

Remarks

PHEOC Base + Total Area Inventory

 

 

Offices

Office 1

2 x desks

2 x computers

2 x phones

1 x meeting table

 

Office 2

2 x desks

2 x computers

2 x phones

1 x meeting desk

1 x whiteboard

 

Office 3

1 x desk

1 x computer

1 x phone

1 x meeting table

3 x meeting chairs

1 x whiteboard

 

Office 4

1 x desk

1 x computer

1 x phone

1 x meeting table

3 x meeting chairs

1 x whiteboard

 

Office 5

1 x desk

1 x computer

1 x phone

1 x meeting table

3 x meeting chairs

1 x whiteboard

 

Breakout / Small Meeting Room

 

1 x meeting table

3 x meeting chairs

1 x phone

1 x whiteboard

 

 

 

Print Room

 

1 x networked printer

paper supplies

 

 

Workstation Areas

 

W1

2 x desks

2 x computers

2 x phones

1 x whiteboard

W2

7 x desks

7 x computers

7 x phones

W3

4 x desks

4 x computers

4 x phones

1 x whiteboard

W4

3 x desks

3 x computers

3 x phones

2 x whiteboards

W5

1 x desk

1 x computer

1 x phone

W6

2 x desks

2 x computers

1 x phones

1 x p-phone

1 x whiteboard

W7

4 x desks

4 x computers

4 x phones

1 x meeting table

W8

3 x desks

3 x computers

3 x phones

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Reception Area

 

2 x desks

2 x computers

2 x p-phones

1 x work bench

 

 

 

Extras (portable)

 

1 x standing desk

1 x computer

 

Equipment

Telephones with appropriate line and call capacity

38

Computers - networked

37

Printers - networked

1

Data projection facilities - projector and screen

No fixed data projectors

Population Health have 2 spare data projectors

Tables and chairs

Refer above

Whiteboards

Refer above

 

Annexe H - PHEOC IMT Functions SOP

TasGovlogo

Standard Operating Procedure (SOP)

PHEOC Incident Management Team (IMT) Functions

Status DRAFT

Version 0.A

Date 211011

1                      Summary/Overview

Purpose:

To overview the IMT functions for the PHEOC

Applies to:

PHEOC staff

When to Use:

Upon activation of the PHEOC

Related SOPs:

PHEOC Management Protocol, TPHEMP and Associate Plans

Enquiries:

Incident Controller, PHEOC Director or Senior Public Health Advisor

Safety Conditions:

Ensure operations are in accordance with DHHS approved policies, protocols & SOPs

2                      Procedure

i)    

Control

Key function - controlling the incident.

Responsibilities include setting and achieving incident objectives, establishing procedures to identify and manage all risks, including ensuring the safety and welfare of response personnel, and communicating within the control structure and facilitating media management for communication with the community.

The Incident Controller (level 1 response) or PHEOC Director (levels 2 & 3) will approve the incident objectives and the selection of strategies which would normally form the PHEOC Incident Action Plan (IAP).

Overall incident control for a public health emergency is as follows:

  • Level 1 Incident Control sits with the Director of Public Health (DPH) within the PHEOC prior to the DHHS ECC being established.
  • Level 2 Incident Control is with the DPH within DHHS ECC; PHEOC also has the PHEOC Director for management of the PHEOC and public health response.
  • Level 3 Incident Control is transferred to the State Controller for whole-of-government response; DHHS Incident Controller coordinates whole-of-health response.

ii)    

Planning

Key function – providing strategic level forward planning and assessment of future response options, documented in an IAP.

Responsibilities include the collection, evaluation and dissemination and use of information about the incident and associated resources, particularly concentrating on future operations (horizon scanning) to consider projected demands.

Risk analysis of the incident itself, identification and development of future control actions, response strategies and contingency options will be based on consideration of a number of factors, including:

  • Intelligence about the incident, forecast situation and resource needs;
  • relevant Tasmanian and Australian Government policy and guidance;
  • jurisdictional capability;
  • assessment of likely developments;
  • consequence management issues; and
  • State Emergency Management Controller / DHHS Incident Controller directives.

iii)    

Operations

Key function - activating and supervising organisational elements including the management of response activities.

Responsibilities focus on coordination of immediate and short-term strategic response arrangements which include the field operations such as site investigation, case investigation and management, contact tracing and management, controlling operational resources, maintaining the activities log and other operations support.

The operations function involves regular liaison with other stakeholders responding to the emergency, including but not limited to Area Health Services, hospitals and laboratories.

In order for sustainment of a coordinated and integrated response over an extended period, it is essential that the Operations Team establish a close working relationship with the Planning Team and provide appropriate input into the development of the IAP. 

iv)    

Logistics

Key function - managing operational level issues for the logistical support associated with resource provision and sustainment.

Responsibilities include providing the required human and physical resources in support of the incident. This may extend to facilities management including PHEOC facility setup and maintenance, specialist equipment and materials, staff supplementation and human resource management, and general logistic coordination.

While all operational resources are under the control of the Operations Team, non-deployed resources will be managed by Logistics. Intra and multi-agency level health and human services coordination during levels 2 & 3 response will be undertaken by the DHHS ECC.

v)    

Admin / Finance

Key function - providing support by obtaining and maintaining the necessary administration and financial resources and documentation required.

Responsibilities include support for the operation of the PHEOC Central and IMT groups, records management, telephone services, IT support, finance management for the PHEOC and general response operational costs, and other administrative services.

To support PHEOC operations, existing DHHS administrative processes and resources will be used wherever possible.

 

 

 

 

 

 

 

 

 

 

 

 


Annexe I – Incident Organisation Chart

NB:   This chart depicts PHEOC functions, not necessarily position titles


Annexe J (i) - Duty Statement DHHS Incident Controller (for a PHE)

Position

DHHS Incident Controller

Location

DHHS PHEOC (for Level 1 PHE) and ECC (for Levels 2 and 3 PHE)

Reports to

The Minister for Health.

Key linkages

State Emergency Management Controller, State Crisis Centre, Secretary DHHS, ECC Manager, PHEOC Director.

Deputy

Deputy Incident Controller (if appointed).

Employment

Rotational eight hour shift or as determined appropriate.

 

 

Responsibility

Responsible for leading the Tasmanian health and human services sector response to a PHE.

Duties

  • Lead the DHHS and overall health response to a PHE.
  • Communicate within the control structure and provide advice to the State Emergency Management Controller, the SEMC / SEMAG, the Secretary DHHS, the DHHS DE and other delegating authority stakeholders and affected parties.
  • Activate the PHEOC and Incident Management Team (IMT) for level 1 response management.
  • Oversee the IMT Managers and Control Team.
  • Activate the DHHS ECC for levels 2 & 3 response to support planning and coordination of the health sector response.
  • Develop (or if a Planning Manager is appointed, approve) the Incident Action Plan (IAP).
  • Ensure the IAP is implemented and monitor progress, including monitoring safety and welfare.
  • Coordinate DHHS clinical-based resources through the network of AHS Regional Medical Coordinators (RMC).
  • Coordinate with heads of DHHS Business Units as necessary in order to support a whole-of-agency response.
  • If required, request assistance in accordance with the COMDISPLAN through AHPC or the TEMP through the Director of the Tasmanian State Emergency Service.
  • Integrate health response and recovery arrangements within the whole-of-government response and recovery framework.
  • Act as the principal DHHS spokesperson.
  • Conclude and review emergency activities.

 

Annexe J (ii) - Duty Statement DHHS Deputy Incident Controller (for a PHE)

Position

Deputy Incident Controller

Location

DHHS PHEOC (for Level 1 PHE) and ECC (for Levels 2 and 3 PHE)

Reports to

DHHS Incident Controller.

Key linkages

State Emergency Management Controller, State Crisis Centre, Secretary DHHS, ECC Manager, PHEOC Director.

Deputy

N/A

Employment

Rotational eight hour shift or as determined appropriate.

 

 

Responsibility

Responsible for providing direct support to the DHHS Incident Controller in their lead of the Tasmanian health and human services sector response to a PHE.

Duties

  • Understudy the DHHS Incident Controller.
  • Be prepared to act as the DHHS Incident Controller.

Annexe K - Duty Statement PHEOC Director

Position

PHEOC Director

(for Levels 2 and 3 response to a Public Health Emergency [PHE])

Location

PHEOC

Reports to

DHHS Incident Controller

Key linkages

PHEOC Incident Management Team (IMT) Managers, Control Team

Deputy

Deputy PHEOC Director (if appointed), otherwise Planning Manager.

Employment

Rotational eight hour shift or as determined appropriate.

 

 

Responsibility

Responsible for management of the PHEOC in support of the DHHS Incident Controller during levels 2 & 3 response.

Duties

  • On escalation to level 2 response, take over functional control of the PHEOC from the DHHS Incident Controller who relocates to the activated DHHS ECC.
  • Oversee the IMT Managers and Control Team.
  • Provide support to the DHHS Incident Controller through provision of information, implementation of directives and support to the development of emergency response and contingency options.
  • Approve the Incident Action Plan (IAP).
  • Ensure the IAP is implemented and monitor progress, including monitoring safety and welfare.
  • Ensure that all PHEOC functional groups operate in accordance with their intended role (i.e. Control, Planning, Operations, Logistics, and Administration / Finance).
  • Maintain liaison with the ECC and appropriate communication channels with other stakeholders involved in the emergency response.
  • Manage the preparation and clear for release to the DHHS Incident Controller and other stakeholders, PHEOC Situation Reports and other briefings as required.
  • Review the PHEOC Activities Log on a regular basis and provide briefings to PHEOC staff as required.
  • Understudy the DHHS Incident Controller and act as Deputy Incident Controller as required.
  • Provide a handover briefing to the incoming PHEOC Director to ensure effective continuity of PHEOC management.

 

 

Annexe L - Duty Statement PHEOC Duty Manager

Position

PHEOC Duty Manager

Location

PHEOC

Reports to

Incident Controller (level 1) and PHEOC Director (levels 2 & 3).

Key linkages

Incident Management Team (IMT) Managers, Induction Officer,   Safety / Staff Wellbeing Officer.

Deputy

PHEOC Deputy Duty Manager if appointed.

Employment

Rotational eight hour shift or as determined appropriate.

 

 

Responsibility

Responsible for management of the PHEOC establishment and operational aspects in support of the DHHS Incident Controller / PHEOC Director.

Duties

  • On activation, manage establishment and ongoing operational aspects of the PHEOC.
  • Support the Logistics Team with the PHEOC facility set up and maintenance where required.
  • Ensure that all PHEOC functional groups are adequately staffed and remain staffed on a rotational basis, or as determined appropriate, for the duration of PHEOC activation.
  • Assist the PHEOC Director in ensuring that all PHEOC functional groups operate in accordance with their intended role (i.e. Control, Planning, Operations, Logistics, and Administration / Finance).
  • Provide an induction briefing to all PHEOC staff upon initial activation and to all new staff as required, where Induction Officer position not appointed.
  • Undertake role of Safety / Staff Wellbeing Officer where position not appointed.
  • Provide a handover briefing to the incoming PHEOC Duty Manager to ensure effective continuity of PHEOC management.

Annexe M - Duty Statement PHEOC Safety / Staff Wellbeing Officer

Position

PHEOC Safety / Staff Wellbeing Officer

Location

PHEOC

Reports to

PHEOC Duty Manager.

Key linkages

Other Control Team Officers, Other Incident Management Team (IMT) Managers, Tasmanian Infection Prevention and Control Unit (TIPCU).

Employment

Rotational eight hour shift or as determined appropriate.

 

 

Responsibility

Responsible for monitoring the occupational health and safety components of PHEOC operations.

Duties

  • On activation, assist the Logistics Team and PHEOC Duty Manager to establish a suitable work environment that includes respite facilities and processes.
  • Ensure all PHEOC staff comply with recommended infection control measures as specified in the Incident Action Plan.
  • Liaise with and seek advice and support from the TIPCU regarding infection control aspects where required.
  • In consultation with the Logistics Team and TIPCU, ensure adequate Personal Protective Equipment (PPE) and hygiene supplies are available, utilised and disposed of properly.
  • Assist the PHEOC Duty Manager to ensure that all functional groups within the PHEOC are adequately staffed and remain staffed on a rotational basis, or as determined appropriate, for the duration of PHEOC activation.
  • Ensure PHEOC staff take regular breaks.
  • Liaise with Team Leaders to monitor and manage workloads.
  • Ensure the Logistics Team organise the supply of food and beverage as appropriate.
  • Ensure the Logistics Team organise after-hours accommodation as required.
  • Provide a pathway for psychological support and counselling as required.
  • Recognise post-event personnel needs.
  • Provide a handover briefing to the incoming PHEOC Safety / Staff Wellbeing Officer to ensure effective continuity of PHEOC staff wellbeing.

Annexe N - Duty Statement PHEOC Communications Manager

Position

PHEOC Communications Manager

Location

PHEOC

Reports to

Incident Controller (level 1) and PHEOC Director (levels 2 & 3).

Key linkages

Manager Strategic Media and Communications, Government Media Unit, State Crisis Centre Public Information Unit, and other staff assigned to emergency communication roles.

Employment

Rotational eight hour shift or as determined appropriate.

 

 

Responsibility

Develop and coordinate a communications strategy, including preparation and distribution through approved channels of key media and communication messages supporting the emergency response.

Duties

Please note, the duties below may be conducted by the Communications Manager during a Level 1 emergency, with the ability to seek appropriate resources from the Incident Controller and Manager Strategic Media and Communications.

For communication roles and responsibilities during levels 2 and 3 emergencies, please refer to the DHHS Health Emergency Communications Processes and Procedures.

Strategic Communications

  • As part of the Incident Action Plan, develop and implement a communications strategy to support the public health emergency response – including priorities for media, public communications, stakeholder communications, special needs groups and internal communications requirements.
  • Provide support to the Incident Controller in developing, promoting and revising key public and stakeholder communication messages.
  • Facilitate sign-off from the PHEOC Director of key communications tools.
  • Participate in health emergency response strategy meetings.
  • Regularly brief the Manager, Strategic Media and Communications.
  • Seek appropriate resources in liaison with the Incident Controller and Manager Strategic Media and Communications.

Media

  • Develop media advisories, releases and talking points and send to Strategic Media and Communications team for distribution.
  • Develop responses to media enquiries, as directed by Strategic Media and Communications team.
  • Ensure spokespersons are well-briefed before interviews and are provided with talking points as appropriate.
  • Establish a dedicated media conference room/site.
  • Manage media conferences, ensuring safety and minimal (if any) disruption to the emergency response.
  • Review media coverage of the emergency, and media monitoring arrangements.

External communications

  • Ensure key up-to-date public information is available online and review the website frequently.
  • Develop brochures, posters, fact sheets, Q&As and other communication resources.
  • Write and secure advertisements if required.
  • Write and secure Community Service Announcements if required.
  • Provide scripting for Public Health hotline and external phone lines.
  • Ensure external health stakeholders who are likely to provide public comment are well-briefed and receive copies of media releases and talking points.
  • Prepare and distribute stakeholder specific communiqués (including response directives) as appropriate including local government, schools, relevant DHHS services and aged care facilities.
  • Update information for health practitioners on the DHHS website.
  • Facilitate distribution of information through direct mail and large email networks.

Internal communications

  • Review and distribute SITREPs.
  • Draft information to DHHS (whole-of-agency) staff through email and the Intranet and provide to Strategic Media and Communications team.

 

 

Annexe O - Duty Statement Planning Manager

Position

Planning Manager

Location

PHEOC

Reports to

Incident Controller (level 1) and PHEOC Director (levels 2 & 3).

Key linkages

PHEOC Duty Manager, Other Incident Management Team (IMT) Managers

Deputy

Planning Team Deputy.

Employment

Rotational eight hour shift or as determined appropriate.

 

 

Responsibility

Responsible for management of the PHEOC Planning Team.

Duties

  • Establish and manage the PHEOC Planning Team to provide strategic level forward planning and assessment of future emergency response and consequence management options.
  • Ensure the efficient and effective collection, evaluation and dissemination and use of information on the current and forecast situation.
  • Undertake risk analysis of the incident, identify and develop future control actions, and develop response strategies and contingency options for consideration by the DHHS Incident Controller / PHEOC Director.
  • Through close liaison with the PHEOC Operations Team, monitor the overall DHHS emergency response.
  • Maintain an awareness and understanding of strategic response developments at the regional, multi-agency, jurisdictional and national level as appropriate.
  • Identify key enabling issues to support implementation of response and contingency options.
  • Develop, maintain and review the PHEOC Incident Action Plan (IAP) and associated policies in consultation with key stakeholders, including liaison with specialist advisors / technical experts where required.
  • Develop key SITREP content for the Communications Team.
  • Undertake role of Situation Officer prior to position being appointed.
  • Provide a handover briefing to the incoming Planning Team Manager to ensure effective continuity management of the Planning Team.

Annexe P - Duty Statement Operations Manager

Position

Operations Manager

Location

PHEOC

Reports to

Incident Controller (level 1) and PHEOC Director (levels 2 & 3).

Key linkages

PHEOC Duty Manager, Other Incident Management Team (IMT) Managers

Deputy

Operations Team Deputy

Employment

Rotational eight hour shift or as determined appropriate.

 

 

Responsibility

Responsible for management of the PHEOC Operations Team.

Duties

  • Establish and manage the PHEOC Operations Team to provide coordination of immediate and short-term strategic response arrangements to the emergency.
  • Establish and maintain staging areas / field operations and monitor progress.
  • Ensure personnel are properly briefed, tasked and equipped prior to deployment, as well as debriefed.
  • Ensure development of Standard Operating Procedures and Just In Time Training (JITT) to support operations.
  • Ensure procedures are implemented to support the safety and welfare of Operations personnel in the field.
  • Through close liaison with relevant response operations stakeholders, maintain good situational awareness of the DHHS and broader emergency response.
  • Determine the need for and request additional resources / logistical support.
  • Identify new and emerging risks of the incident and ensure these are managed effectively or communicated to the Planning Team and Incident Controller / PHEOC Director.
  • Establish a close working relationship with the Planning Team and provide appropriate input into the development of the Incident Action Plan (IAP).
  • Ensure the IAP is effectively and efficiently implemented.
  • Ensure an easily viewable and prominent PHEOC Activities Log is maintained, detailing the major response activities and review its content on a regular basis.
  • Be prepared to provide formal, verbal briefings to PHEOC visitors covering the emergency response.
  • Provide regular progress reports to the Incident Controller / PHEOC Director.
  • Provide a handover briefing to the incoming Operations Team Manager to ensure effective continuity management of the Operations Team.

Annexe Q - Duty Statement Logistics Manager

Position

Logistics Manager

Location

PHEOC

Reports to

Incident Controller (level 1) and PHEOC Director (levels 2 & 3).

Key linkages

PHEOC Duty Manager, Other Incident Management Team (IMT) Managers, PHEOC Safety / Staff Wellbeing Officer, DHHS ECC Logistics Team.

Deputy

Logistics Team Deputy.

Employment

Rotational eight hour shift or as determined appropriate.

 

 

Responsibility

Responsible for management of the PHEOC Logistics Team.

Duties

  • On activation, arrange the PHEOC facility set up and maintenance where required.
  • Establish and manage the PHEOC Logistics Team in order to provide strategic level logistic and sustainment coordination to the emergency response during a level 1 response and for the associated PHEOC operations only during levels 2 & 3 response 1 .
  • Liaise with and respond to external parties at both the jurisdictional and national level to identify logistic and response sustainment issues during a level 1 response 1 .
  • Coordinate with the PHEOC Operations Team to identify and rectify logistic management issues, including staff supplementation and surge capacity for the response.
  • Liaise with the PHEOC Planning Team and provide advice and guidance on the logistic aspects of future response and contingency options, including developing the Logistics Section of the Incident Action Plan (IAP).
  • Organise adequate Personal Protective Equipment (PPE) and hygiene supplies, supply of food / beverage, and after-hours accommodation for PHEOC staff as required.
  • Provide a handover briefing to the incoming Logistics Team Manager to ensure effective continuity management of the Logistics Team.

Notes:

1. Intra and multi-agency level health and human services coordination during levels 2 & 3 response will be undertaken by the DHHS ECC. These coordination issues include, but are not limited to:

  • Intra and inter-jurisdictional transport.
  • Intra and inter-jurisdiction supply issues relating to essential medicines / equipment and items from the National Medical Stockpile.
  • Intra-jurisdictional resource coordination between health care service delivery sites.
  • Coordination and rectification of logistic issues affecting one or more Business Unit EOCs.
  • Strategic sustainment issues regarding essential supplies, personal protective equipment and items required to sustain a coordinated health sector response until the emergency ends.

Annexe R - Duty Statement Administration / Finance Manager

Position

PHEOC Administration / Finance Manager

Location

PHEOC

Reports to

Incident Controller (level 1) and PHEOC Director (levels 2 & 3).

Key linkages

All PHEOC functional groups.

Employment

Rotational eight hour shift or as determined appropriate.

 

 

Responsibility

Responsible for ensuring that the PHEOC is established and sustained in a manner to ensure its effective operation.

Duties

  • Establish the PHEOC Administration / Finance Team.
  • Provide administrative support to the PHEOC Central and Incident Management Team (IMT), including records management, telephone services and finance management.
  • Ensure that the PHEOC is adequately resourced and maintained to a level that will enable its sustained operation for the duration of activation.
  • In support of the Planning Team and Communications Manager, maintain a hard copy folder of relevant PHEOC documents such as:
    1.     Messages.
    2.    Situation Reports.
    3.     Stakeholder communiqués.
    4.    Media releases.
    5.     Other documents as required.
  • Maintain a detailed record of expenditure relating to the establishment and operation of the PHEOC.
  • Coordinate and process requests from the other IMT Managers that will enable sustainment of the PHEOC (e.g. staff overtime, priority parking, building access, food and refreshments, equipment).
  • Assist with maintaining the PHEOC controlled entry reception point and coordinate staff / visitor access.
  • Where practical, rectify information technology issues or liaise with IT support.
  • Where appropriate, assist other PHEOC staff in performing their duties.

 

 

 

Annexe S - Incident Action Plan Template

Editorial notes are in italics. These are intended as prompts and should be progressively deleted. Attach relevant support documents where necessary (e.g. maps, organisational charts)

Version Control

This Incident Action Plan is a managed document.  Superseded versions should be removed from circulation. This plan is authorised for release once approved by the (insert as applicable).

Prepared By:

 

Date & Time:

Approved By:

 

Date & Time:

Distribution To:

 

Incident Name

Name up the public health incident (imminent or occurred)

Operational Period

From: Date & Time

To: Date & Time

Planning Intent

A paragraph describing the intent of the Incident Action Plan.  For example:

This Incident Action Plan gives direction to incident management arrangements and is broad in content, flexible in application and based on available information.  The plan describes the current situation and the overall incident objectives and response strategies, lists key functions, roles and responsibilities, resource requirements, and key communication arrangements.

General Situational Awareness

A summary of the current situation.  For example:

  • What happened?
  • When & where did it happen?
  • Who is responding & how are they responding?
  • Current unknowns & key assumptions?
  • Key issues, including key risk exposures?
  • Any relevant documents / guidelines (attach where necessary)?


Objective(s)

List the key strategic and / or operational objectives for managing the response. Ideally these objectives will be listed in priority order based on the Incident Controller’s direction, in clear, concise statements.

Objective i.e. what are we trying to achieve (& where & when)?

Strategic Action

i.e. how to do it?

Responsibility

i.e. who?

Current Status

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Operational Period Command Emphasis

Discussion about where to place emphasis if there are needs to prioritise based on the Incident Controller’s direction i.e. what is the key priority / priorities for this operational period? (Not a narrative on the objectives.) E.g. delay escalation to next level, ensure all personnel are aware of infection control procedures for this particular agent.

Key Roles, Functions and Responsibilities

Role: Control

Functions / Responsibilities:

 

Role: Planning

Functions / Responsibilities:

 

Role: Operations

Functions / Responsibilities:

 

Role: Logistics

Functions / Responsibilities:

 

Role: Administration / Finance

Functions / Responsibilities:

 

Role: Communications

Functions / Responsibilities:

 

Coordination Structure

Insert a structural chart representing the incident management / coordination structure.

Resources

List current and forecast resource requirements.

Communications

Outline arrangements for the development, coordination and distribution of key messages. Considerations include what is known, what is not known, what is being done, and what is required of the community. Include general safety message here if needed.

Annexe T - SOP Template

TasGovlogo

Standard Operating Procedure (SOP)

 

<INSERT SOP TITLE - keep it short.>

 

Status e.g. DRAFT, APPROVED

Version e.g. 1.1

Date XX.XX.XXXX

 

1                      Summary/Overview

Purpose:

<INSERT SENTENCE OF WHAT THE SOP IS ABOUT>

Applies to:

<INSERT POSITIONS THIS SOP MAINLY APPLIES TO>

When to Use:

<INSERT SHORT STATEMENT ABOUT WHEN THIS SOP IS TO BE USED>

Related SOPs:

<Optional. List any other SOPs or plans/manual etc that this SOP relates to. Insert website links if relevant.>

Enquiries:

<INSERT POSITION / CONTACT DETAILS OF THE WORKER WHO MAINTAINS THIS SOP OR THE POSITION RESPONSIBLE FOR>

SAFETY CONDITIONS:

<Include any important safety messages here>

 

2                      Procedure

 

i)        

<INSERT Summary e.g. Initial Actions>

  • Walk through the Clinic & do a general check (especially cabinets are locked, storage rooms are closed/locked, all waste bins are empty)
  • Check fax machine
  • Turn on computers

USE: PLAIN ENGLISH, SHORT STATEMENTS, CONSISTENT TERMS

AVOID ACRONYMS

IF YOU CAN, LIMIT IT TO 1 PAGE

ii)      

 

 

iii)    

 

 

iv)    

 

 

v)      

 

 

vi)    

 

 

vii)  

 

 

 

<INSERT A BASIC FLOW CHART/MAP, PICTURES ETC HERE IF IT IS RELEVANT>

Annexe U - PHEOC Information Management Procedures

Principles

The following general principles apply to PHEOC information management:

Simplicity and Accuracy

The tempo of activity within the PHEOC will require that simple, accurate and readily accessible records are maintained of all key details relating to decision-making, issue management and internal operations of the PHEOC itself.

Use of Existing Systems

Wherever possible, existing DHHS information management systems should be used.  Where necessary, these may require adaptation or enhancement to cater for the specific needs of the PHEOC.  If the volume of information warrants, it may be necessary to supplement PHEOC staff with a dedicated Records Management Officer.

Approved Release of Information

Key directives and authorisations emanating from the PHEOC are to be approved in writing by the Incident Controller or PHEOC Director.

Recording of Information

Information flow within the PHEOC should be managed using the following message handling system:

Personal Activities Logs

Each person working within the PHEOC should maintain a personal activities log using the PHEOC/ Personal Activities Log Template.  This log serves as a record of all messages received and actions taken by the individual and can be used as a reference for later debriefing purposes.  All significant messages, actions and decisions should be recorded on the personal log.

PHEOC Central Activities Log, including Message Registry System

It is necessary for operational and tracking purposes to record and monitor within the PHEOC the progress of significant information upon which key decisions have to be made or which may contribute to the decision-making process.  All messages received into the PHEOC are to be registered.  Responsibility for message registration rests with the Situation Officer of the Planning Team who should ensure that details of all messages are recorded on the PHEOC Central Activities Log, with support from the Administration / Finance Team.

Management of Information

Given the nature of PHEOC operations, it is necessary to manage both incoming and outgoing information as efficiently as possible.  The process for managing incoming information to the PHEOC is:

  1. The message (telephone / e-mail) is received by one of the PHEOC functional teams.
  2. Details of the message are recorded on a Message Form (electronic or hardcopy depending on circumstances).  The Message Form Template is a standard form that is used to record incoming information and outgoing correspondence.  If the message is an e-mail message, the e-mail message is to be attached to a Message Form, referencing the attached e-mail.
  3. Once details of the message are recorded, the message is passed to the Planning Team for entry on the PHEOC Central Activities Log.  If necessary, the Planning Team alerts the Incident Controller or PHEOC Director to the importance of the message.
  4. Action tasks are assigned to the message as necessary by the Planning Team and advice passed to the relevant PHEOC functional team alerting them to the nature of the task.

The process for managing outgoing information from the PHEOC is:

  1. Outgoing messages, correspondence or significant information (e.g. SITREPs) are prepared within the respective functional team and cleared for release by the Team Leader.
  2. All information being passed from the PHEOC to organisations external to DHHS are to be cleared by the Incident Controller or PHEOC Director where applicable.
  3. Information leaving the PHEOC is to be passed to the Planning Team for entry on the Activities Log before release from the PHEOC.
  4. Hard copies of all incoming and outgoing information are to be passed to the Administration / Finance Team Records Management Officer who will arrange for their filing.

Display of Information

To aid operational efficiency, it is necessary to display certain information within the PHEOC.  This includes the PHEOC Central Activities Log, maps, charts / graphics and other useful material.  Such information should provide ready reference of key response details and can be projected onto a screen, provided as hard copy or be board mounted.  Included in this display of information would be provision for access to hardcopies of key communication documents such as the current Incident Action Plan, key messages, situation reports, stakeholder communiqués and media releases.  Maintenance of hardcopy records within the PHEOC provides additional security in the event of a computer network failure.  Finally, display of relevant information not only aids situational awareness but also serves as a check against key tasks requiring action.

To be useful, displayed information must be reviewed regularly and updated as appropriate.  Where appropriate, details of displayed information should be referenced with the notation ‘Current as at [time] [date]’.

 

Annexe  V - Message Form Template

 

 


Annexe W – PHEOC Central / Personal Activities Log

 

Serial

Date

Time Received

Source 1

Activity Type 2

Msg Form No.

Transfer to Central Log 3

Message/Task

Status

Time Actioned

Action Details

Initials of Action Officer 4

1.

18 Nov 2011

1300

Response

Message

001

Yes

Receipt of fax from DoHA NIR regarding antiviral stock.

Complete

1315

Forwarded to ECC Logistics & IMT.

KF

2.

 

 

 

 

 

 

 

 

 

 

 

3. (etc)

 

 

 

 

 

 

 

 

 

 

 

 

Notes:

  • Suited for adaptation to Excel Spreadsheet; may be modified depending on incident. Serial 1 contains example data only.
  • 1 Source: DHHS ECC, Meeting, Personal Activities Log (PAL), Response (from in the field, broader response areas etc)
  • 2 Activity Type: Event, Decision, Task, Message
  • 3 For Personal Activities Log Only
  • 4 For PHEOC Central Activities Log Only
  • The PHEOC Central Activities Log should be reviewed by the Operations Manager on a regular basis and by the PHEOC Director prior to the completion of the shift rotation.

Annexe X - PHEOC Situation Report*

Department of Health and Human Services

tasmania_colour-logo

Public Health Emergency Operations Centre

Email:

Phone: ( 03 )

Fax: ( 03 )


Situation Report No.
Current as at , hrs

Event

Aim Highlight in bold any new information from previous Situation Reports.

Instructions: Insert text below providing a succinct statement outlining the purpose of this Situation Report. Highlight in bold any new information from previous Situation Reports.  Delete these instructions before sending report.

  •  

Background Highlight in bold any new information from previous Situation Reports.

Instructions: Insert text below providing a succinct overview of the emergency event. The information should provide relevant history including details of the people, regions or areas affected and to what extent (including the number of deceased and injured if known). Highlight in bold any new information from previous Situation Reports. Delete these instructions before sending report.

  •  
  •  

Current Issues Highlight in bold any new information from previous Situation Reports.

Instructions: Insert text below providing a succinct account of the current and potential health issues to be considered and how these issues relate to the DHHS response. Provide details of any plan/s governing the Tasmanian/Australian response and the stage of activation. Provide details of any current or potential community recovery issues. Include any facts and figures where relevant. Highlight in bold any new information from previous Situation Reports. Delete these instructions before sending report.

  •  
  •  

Current Key Actions Highlight in bold any new information from previous Situation Reports.

Instructions: Insert text below providing a summary of the current response to the emergency event. Provide details of the current status of DHHS involvement, including details of the DHHS Incident Controller, Emergency Coordination Centre and any Emergency Operations Centre/s activated. Provide details of the principal DHHS resources committed, adequacy of current capability and any identified or likely shortfalls. Highlight in bold any new information from previous Situation Reports. Delete these instructions before sending report.

  •  


Key Players Highlight in bold any new information from previous Situation Reports.

Instructions: Insert text below providing details of the lead agency responding to the emergency event and key supporting agencies. Detail any non-government organisation/s supporting the health and human services sector response. Provide details of any DHHS links to the Tasmanian response, including the State Crisis Centre and any multi-agency response. Where applicable, provide details of any linkages with the Australian Government, including the Department of Health and Ageing National Incident Room and the Australian Health Protection Committee. Detail any national support arrangements for Tasmania as well as any Tasmanian health sector support arrangements for other jurisdictions. Highlight in bold any new information from previous Situation Reports. Delete these instructions before sending report.

  •  
  •  

Communications Highlight in bold any new information from previous Situation Reports.

Instructions: Provide details of the key spokesperson for DHHS and a summary of the key messages. Highlight in bold any new information from previous Situation Reports. Delete these instructions before sending report.

  •  
  •  

Future Situation Reports Highlight in bold any new information from previous Situation Reports.

Instructions: Provide details, including time, day and date of the when the next Situation Report will be released. Delete these instructions before sending report.

  •  

Attachments Highlight in bold any new information from previous Situation Reports.

Instructions: Where there are any attachments to the Situation Report list them below. The attachments must be referenced in the body of the Situation Report. Highlight in bold any new information from previous Situation Reports. Delete these instructions before sending report.

1                  

2                  

 

Status

Name

Position in PHEOC

Phone

Date

Prepared by

PHEOC Communications Team

 

Through

PHEOC Communications Manager

 

Through

PHEOC Planning Manager

 

 

Cleared by

PHEOC Director

 

 


Distribution List

Instructions: Amend Situation Report distribution list as necessary dependent on the emergency event. Highlight in bold any new information from previous Situation Reports. Delete these instructions before sending report.

 

Internal

External (if DHHS ECC not activated)

DHHS Incident Controller

State Crisis Centre (SCC)

Minister for Health

DPAC Security and Emergency Management Unit

Minister for Human Services

DoHA National Incident Room

State Health and Human Services Emergency Committee

Regional Emergency Coordination Centres (if SCC not activated)

DHHS Departmental Executive

 

Health Executive

 

Human Services Executive

 

Business Unit Emergency Operations Centre/s

 

Manager DHHS Strategic Media and Communications

 

*Note:

The Situation Report displayed above has been adapted from the SITREP Template developed by the Emergency Preparedness and Coordination Unit.  The template is for ECC and / or Business Unit EOC use in both real and exercise situations.


Annexe Y - Emergency Communications Flow Chart


Annexe Z - Communications SOP

TasGovlogo

Standard Operating Procedure (SOP)

 

Communications – Level 1

 

DRAFT

Version 1.1

Date 11.10.2011

 

1                          Summary/Overview

Purpose:

Provide guidelines and procedures for communication activities in response to a Level 1 public health emergency.

Applies to:

Communications Manager

When to Use:

Level 1 response

Related SOPs:

Communications – Levels 2 and 3

Enquiries:

Population Health Senior Communications Consultant

 

2                          Procedure

  1.       

Stand up procedures

  • Collect the relevant emergency folder from the desk of the Senior Communications Consultant (Population Health). These contain prepared and background communications.
  • Notify Manager Strategic Media and Communications of the emergency and, in consultation, determine who else needs to be notified.
  • Begin a log for the incident and record information – using activities log template.
  1.       

Communications preparation

  • Identify emergency response team, and circulate key phone numbers and email addresses to aid communication.
  • List stakeholders and identify communications needs for each stakeholder group (some communication tools may already exist in the emergency folders).
  • Identify and undertake priority activities. Consider need and urgency of:
  • media release/public health alert
  • web content and Q&As
  • talking points
  • call centre advice on management of calls
  • call centre scripting
  • fact sheets/brochures
  • posters
  • community service announcement
  • stakeholder letters – email and direct mail outs
  • advertising
  • DHHS staff updates.


  1.       

Media procedures

  • Draft media alerts, releases and talking points.
  • Secure approval by Incident Controller.
  • Send media alerts and releases to Strategic Media and Communications team for distribution.
  • Distribute finalised media release to PHEOC.
  • Establish a dedicated media conference room/site.
  • Discuss press conference scheduling with Strategic Media and Communications team.
  • Ensure PHEOC spokespersons are well-briefed before press conferences/interviews.
  • Manage press conference.
  • Consider external stakeholders who should receive media release and talking points.
  • Respond to media enquiries as directed by the Strategic Media and Communications team.
  1.       

Web procedures

  • Draft web content, fact sheets and FAQs.
  • Secure approval by Incident Controller.
  • Create web page, and post relevant and approved communication material, writing the time and date at the bottom of the page.
  • Request urgent web workflow approvals through Strategic Media and Communications team.
  • Request news item or other direct link from homepage through Strategic Media and Communications team.
  • Consider activating Public Health Emergency ticker tape through Strategic Media and Communications team.
  • Review web content regularly and ensure key up-to-date public information is available online.
  1.       

Stakeholder communications procedures

  • Develop stakeholder contact list.
  • Draft stakeholder letters and communications.
  • Secure approval by Incident Controller.
  • Distribute communications, recording contact details.
  1.       

Advertising procedures

  • Draft advertisement copy.
  • Secure approval by Incident Controller.
  • Book advertisement with Gray Matters and approve artwork.
  1.       

Community service announcement procedures

  • Draft community service announcement copy.
  • Secure approval by Incident Controller.
  • Book announcements directly with media outlets.
  1.       

Graphic design procedures

  • Draft poster copy.
  • Liaise with Strategic Media and Communications team on artwork.
  • Secure approval by Incident Controller.

 


  1.       

Internal staff updates procedures

  • Be alert for information that should be communicated to internal staff, and be proactive in relation to internal communication.
  • Draft DHHS staff update copy.
  • Secure approval by Incident Controller.
  • Send to Strategic Media and Communications team for distribution (News and Announcements/Intranet).
  1.    

Hotline scripting process

  • In liaison with PHEOC Operations Manager and Duty Manager, provide initial advice to hotline staff on where to direct calls.
  • Provide hotline scripting for hotline staff, with more detailed Q&As to manage enquiries, in liaison with clinical staff where required.
  • Secure approval by Incident Controller.
  • Provide regular updates for Quest (Service Tasmania and Tasinet) and instruction sheets for information line operators.
  • Liaise regularly with hotline coordinator to ensure staff are well-briefed in relation to information to be provided to the public, and to identify trends in the nature of queries being received (which may inform the priority messages to be relayed to the public).
  1.    

Ongoing actions

  • Liaise with PHEOC Duty Manager and Incident Controller on ongoing communication needs.
  • Facilitate sign-off from the Incident Controller of key communications tools.
  • Participate in health emergency response strategy meetings.
  • Review and distribute Satraps to PHEOC and other internal stakeholders.
  • Display all communication material in PHEOC.
  • Monitor daily media coverage, analyse and distribute to PHEOC.
  • Regularly brief the Manager, Strategic Media and Communications.
  • Seek appropriate resources in liaison with the Incident Controller and Manager Strategic Media and Communications.
  1.    

Stand down

  • Collate activities logs.
  • Ensure all communications materials are saved to Odorise.
  1.    

Evaluation

  • Collate and analyse overall media coverage.
  • Request web site statistics for relevant pages through Strategic Media and Communications team.
  • Request hotline statistics.
  • Prepare evaluation report for Incident Controller and Manager Strategic Media and Communications.

 


TasGovlogo

Standard Operating Procedure (SOP)

 

Communications – Levels 2 and 3

 

DRAFT

Version 1.1

Date 11.10.2011

 

3                          Summary/Overview

Purpose:

Provide guidelines and procedures for communication activities in response to a Level 2 or 3 public health emergency.

Applies to:

Communications Manager, Strategic Media and Communications team

When to Use:

Level 2-3 emergency

Related SOPs:

Communications – Level 1

Enquiries:

Population Health Senior Communications Consultant

 

4                          Procedure

  1.       

Stand up procedures

  • Manager Strategic Media and Communications is notified by the Director of Public Health.
  • Manager Strategic Media and Communications identifies and alerts necessary emergency communications staff.
  • Strategic Media and Communications team to be based at Strategic and Portfolio Services.
  • One member of Strategic Media and Communications team to be based at ECC.
  • Communications Manager to be based at PHEOC.
  • Communications Manager to collect the relevant emergency folder from the desk of the Senior Communications Consultant (Population Health). These contain prepared and background communications for most issues.
  • Each staff member to begin a log for the incident and record information – using activities log template.
  1.       

Communications preparation

  • Identify emergency response team, and circulate key phone numbers and email addresses to aid communication.
  • Communications manager to list stakeholders and circulate to Strategic Media and Communications team.
  • Identify communications needs for each stakeholder group (some communication tools may already exist in the emergency folders).
  • Identify and undertake priority activities. Consider need and urgency of:
  • media release/public health alert
  • web content and Quash
  • talking points
  • call centre advice on management of calls
  • call centre scripting
  • fact sheets/brochures
  • posters
  • community service announcement
  • stakeholder letters – email and direct mail outs
  • advertising
  • DHHS staff updates.
  1.       

Media procedures

  • Communications Manager to:
    • Draft media alerts, releases and talking points.
    • Secure approval by PHEOC Director.
    • Send media alerts and releases to Strategic Media and Communications team for distribution.
    • Distribute finalised media release to PHEOC.
    • Consider external stakeholders who should receive media release and talking points.
    • Respond to media enquiries as directed by the Strategic Media and Communications team.
  • Strategic Media and Communications to:
    • Establish a dedicated media conference room/site.
    • Establish press conference scheduling.
    • Ensure PHEOC spokespersons are well-briefed before press conferences/interviews.
    • Manage press conferences.
    • Manage media enquiries.
    • Distribute media alerts and media releases.
  1.       

Web procedures

  • Communications Manager to:
    • Draft web content, fact sheets and Fads.
    • Secure approval by PHEOC Director.
  • Strategic Media and Communications to:
    • Create web page, and post relevant and approved communication material, writing the time and date at the bottom of the page.
    • Supply news items or other direct link from homepage.
    • Consider activating Public Health Emergency ticker tape.
    • Review web content regularly and ensure key up-to-date public information is available online.

 

  1.       

Stakeholder communications procedures

  • Communications Manager to:
    • Develop stakeholder contact list.
    • Draft stakeholder letters and communications.
    • Secure approval by PHEOC Director.
  • Strategic Media and Communications to:
    • Distribute communications, recording contact details.
  1.       

Advertising procedures

  • Communications Manager to:
    • Draft advertisement copy.
    • Secure approval by PHEOC Director.
  • Strategic Media and Communications to:
    • Book advertisement with Gray Matters and approve artwork.
  1.       

Community service announcement procedures

  • Communications Manager to:
    • Draft community service announcement copy.
    • Secure approval by PHEOC Director.
  • Strategic Media and Communications to:
    • Book announcements directly with media outlets.
  1.       

Graphic design procedures

  • Communications Manager to:
    • Draft poster copy.
    • Secure approval of final design by PHEOC Director.
  • Strategic Media and Communications to:
    • Design poster.
  1.       

Internal staff updates procedures

  • Communications Manager to:
    • Secure approval by PHEOC Director.
  • Strategic Media and Communications to:
    • Be alert for information that should be communicated to internal staff, and be proactive in relation to internal communication.
    • Draft and distributed DHHS staff update copy from existing communications.
  1.    

Hotline scripting process

  • Communications Manager to:
    • In liaison with PHEOC Operations Manager and Duty Manager, provide initial advice to hotline staff on where to direct calls.
    • Provide hotline scripting for hotline staff, with more detailed Q&As to manage enquiries, in liaison with clinical staff where required.
    • Liaise regularly with hotline coordinator to ensure staff are well-briefed in relation to information to be provided to the public, and to identify trends in the nature of queries being received (which may inform the priority messages to be relayed to the public).
  • Strategic Media and Communications to:
    • Provide regular updates for Quest (Service Tasmania and Tasinet) and instruction sheets for information line operators.
  1.    

Ongoing actions

  • Communications Manager to:
    • Liaise with PHEOC Duty Manager and Director on ongoing communication needs.
    • Facilitate sign-off from the PHEOC Director of key communications tools.
    • Display all communication material in PHEOC.
  • Strategic Media and Communications to:
    • Participate in ECC health emergency response strategy meetings.
    • Review and distribute SITREPs to PHEOC, ECC and other internal stakeholders.
    • Display all communication material in ECC.
    • Monitor daily media coverage, analyse and distribute to PHEOC.
    • Seek appropriate resources in liaison with the relevant officers.
  1.    

Stand down

  • Collate activities logs.
  • Ensure all communications materials are saved to O:drive.
  1.    

Evaluation

  • Strategic Media and Communications to:
    • Collate and analyse overall media coverage and internet visits.
    • Request hotline statistics.
    • Prepare evaluation report.