CRISIS MANAGEMENT PLAN
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1 COPY: LOCATION: LORD SOMERS CAMP & POWER HOUSE CRISIS MANAGEMENT PLAN DURING A CRISIS IS NOT THE TIME TO READ THIS DOCUMENT FOR THE FIRST TIME. DOCUMENT CONTROL PLAN AUTHOR: ORIGINAL VERSION: LSC&PH RISK COMMITTEE VERSION: Version 2.0 REVIEW COMMITTEE LSC&PH RISK COMMITTEE DATE ISSUED: OCT 2015 VERSION STATUS: APPROVED LAST VERSION: NOV 2014 AUTHORISATION: LSC&PH BOARD Crisis Management Plan Last updated: 05 Oct 15 Page 1
2 Table of Contents Introduction... 3 Incidents... 3 Crisis Management Flowchart... 4 Crisis Response... 5 Crisis Management Team... 5 Principles... 5 Duty of care... 5 Skill-based positions... 5 Calm in a crisis... 5 Restricted access to information... 5 Activation... 5 Roles and Reporting Hierarchy... 6 Room Location and Set Up... 6 Appendices... 7 Role and Responsibility Cards... 8 CMT leader... 8 Strategy... 8 Communication and liaison... 9 Support Contacts CMT Skilled Persons List External Contacts List Systems Document Management Documents Shared Drive Accounts Logbook Incident Report Communication Protocol Affected persons External hire Family Government LSC&PH members Media Sponsors Pre-scripted Messages Debrief Crisis Management Plan Last updated: 05 Oct 15 Page 2
3 Introduction The purpose of this document is to outline the procedures to enact the Lord Somers Camp & Power House Crisis Management Plan (CMP) in the event of a crisis at an event organised by, or at the facilities of, Lord Somers Camp & Power House. The document has been designed to outline the preparedness arrangements and procedures required in the event of a crisis. Emergency An emergency occurs occasionally and requires the activation of the LSC & PH Emergency Management Plan (EMP). The incident response requiring interaction with police and emergency services is handled within the EMP. Crisis A crisis occurs rarely, is an event that requires an organisational response due to the scale of the event and further requires the activation of both the EMP and CMP. A crisis needs to also manage a strategic response that involves liaising with family, government, hirers, LSC&PH members and the media as well as affected persons, or is likely to result in legal action. Incidents An incident may be: Crisis and Emergency Structural collapse Fatality en route Bomb threat Significant fire Significant accident Dangerous intruders Prolonged power failure Emergency Unsafe workplace Crisis Management Plan Last updated: 05 Oct 15 Page 3
4 Crisis Management Flowchart Incident Contact Lander & Rogers for advice: Incident Report where directed Is it an incident that must be notified to WorkSafe? If unsure Lander & Rogers for advice: Serious incident which needs to be strategically managed? Contact Lander & Rogers for advice: Yes No Activate Crisis Management Plan and Emergency Management Plan Activate Emergency Management Plan only Assemble team, develop strategy to manage incident, and confirm tasks for roles Incident Update Reports Implement strategy through Crisis Management Team Shared Drive Strategy Communication and liaison Support Debrief Post-incident communications Crisis Management Plan Last updated: 05 Oct 15 Page 4
5 Crisis Response Crisis Management Team The Crisis Management Team (CMT) has the following functions: Command Control Coordination Information management, and Decision making Principles The following principles are embedded in the CMP and the operations of the CMT: Duty of care Skill-based positions Calm in a crisis Restricted access to information Duty of care The duty of care extends to everyone. However, a particular duty of care is required when it is known that a person is: a child, sick, elderly, mentally or physically frail or a guest. Skill-based positions Skill-based positions will result in the most appropriate person for the job. Calm in a crisis It is essential for the CMT to remain calm and professional. Restricted access to information Access to information needs to be restricted so that a single message can be delivered. Activation The CMT will be activated on determination that the incident needs to use the EMP and needs to also manage a strategic response that involves liaising with family, government, hirers and the media as well as affected persons, or may give rise to legal action. Participants will be advised that the CMT has been activated, the position they will fill (depicted in the roles and reporting hierarchy and detail in the role and responsibility cards) and the time they are required at the CMT location. Participants should advise of their estimated arrival time if different from the required time, so arrangements can be made until such time as they arrive. Roles should be filled from top of the reporting hierarchy down until qualified person arrives for their position. The CMT will be activated for as long as it is required; this could span from a couple of hours to a week. During peak phases this may require working through the night; none the less, fatigue will be carefully managed. Crisis Management Plan Last updated: 05 Oct 15 Page 5
6 Roles and Reporting Hierarchy CMT Leader Strategy Communication and liaison Support Strategy 1 Strategy 2 Strategy 3 Lawyer Affected persons External hire Family Government LSC&PH members Media Note taking Telephone Document management Food and supplies Room coordination Sponsors Room Location and Set Up In the first instance, the CMT location will be the office at Lord Somers Camp & Power House at Somers. If this location is not appropriate, it is important that the CMT has the required resources and it is recommended that the CMT be isolated from the incident, where access can be restricted. Minimum requirements to be set up on activation are as follows: Log books and forms x incoming phone lines and x outgoing lines / mobiles Conference phone accounts and internet Computers connected to the shared drive and administrative records Whiteboards/ butchers paper The CMT and the room will be operated on a 24-basis if required, resulting in a requirement for a roster. Crisis Management Plan Last updated: 05 Oct 15 Page 6
7 Appendices Crisis Management Plan Last updated: 05 Oct 15 Page 7
8 Role and Responsibility Cards CMT leader The purpose of this role is to lead the CMT. What When How Meet with President, CEO and As required In person nominated Board members Via teleconference Ensure fatigue management is Always Provide advice to rostering function implemented Advise the room coordinator of On-going Consider: the expected duration for the Duration of incident purposes of rostering and Duration of recovery catering Ongoing implications Provide instruction as to which As required Both: participants are to be added to Members the roster Consultants (such as media) Approve expenditure Initial process and on-going approvals Within policies and procedures, or seek special exemption Strategy The purpose of this role is to receive information and advice, to develop and implement the strategy designed to manage the incident. What When How Interpret the initial incident Immediately report Determine whether a member of the strategy team is required on site ASAP Consider the incident report and discuss with the CMT Leader Seek advice As soon as In consultation with the CMT Leader practicable Develop a strategy As soon as Publish a brief but effective document practicable Implement the strategy On-going Utilise the Communications and liaison team for formal communications Follow requirements outlined in the CMP Crisis Management Plan Last updated: 05 Oct 15 Page 8
9 Communication and liaison The purpose of these roles is to ensure official information is communicated to the appropriate people in an appropriate and timely fashion. These roles are: affected person liaison; external hire liaison; family liaison; government liaison; LSC&PH liaison; media spokesperson and sponsor liaison. All roles must be carried out, but, depending on the size of the incident, each function may require a dedicated person. What When How Affected persons liaison On-going On advice from the Strategy function External hire liaison On-going On advice from the Strategy function In compliance with regulation, legislation and accreditation requirements Family liaison On-going On advice from the Strategy function In compliance with regulation, legislation and accreditation requirements Government liaison On-going For incoming contacts, work closely with the CMT Leader For outgoing contacts, on advice from the Strategy function In compliance with regulation, legislation and accreditation requirements LSC&PH members On-going On advice from the Strategy function Media spokesperson On-going On advice from the Strategy function A trained person is required for this task. A script must be used and no deviations from the script are permissible. Social Media On-going On advice from the Strategy function Sponsors liaison On-going On advice from the Strategy function Crisis Management Plan Last updated: 05 Oct 15 Page 9
10 Support The purpose of these roles is to support the functioning of the CMT and the room in which it is located. The roles are: note taking, telephony, document management, food and supplies and room coordination. All roles must be carried out, but, depending on the size of the incident, each function may require a dedicated person. What When How Note taking Always Provide services for CMT Leader Take official minutes for each meeting and significant decisions Telephone Always Record all incoming telephone calls and allocate call to function for the issue at hand Document management Always Ensure no documents are disposed Implement a filing system to ensure hard, electronic and documents are maintained for potential legal action Food and supplies Always Ensure each CMT participant has the required resources Ensure food is available to maintain energy levels and manage fatigue Room coordination Always Supervise the above roles Maintain a roster to manage fatigue Crisis Management Plan Last updated: 05 Oct 15 Page 10
11 Contacts CMT Skilled Persons List Name Contact 1 Contact 2 CMT Leader & Strategy Mal Cater Legal Coordinator Marnie Lassen Lander and Rogers Incident Response Service Affected Persons Liaison Lady Somers Camp Felicity Dakin Nominated Safety officer for specific Camp/ Program Lord Somers Camp - Tyson Goldsworthy Youth Programs - TBC Community Programs Emma Davies Lifelong Learning Programs Kate Reid Positive Ageing Jean Bowes TBC Chair Risk Committee Tim Car Government Liaison Claire Sime LSC&PH Members Liaison Mark Thomson Media spokesperson Mal Cater Social Media (internal & External) / Office Support Programs and Activities Manager Yasmin McKenzie It may be possible that there are insufficient names on this list. When recruiting, the following criteria should be taken into account. Knowledge, skills, competency and experience should be considered before selecting CMT members. Crisis Management Plan Last updated: 05 Oct 15 Page 11
12 External Contacts List WorkSafe In writing within 48hrs Contact Lander and Rogers for assistance: DHS - emergency (24hrs) emb@dhs.vic.gov.au Victoria Police (03) (Hastings) Tim Hardiman Youth Affairs Local Government VicSES media@ses.vic.gov.au Police Fire Ambulance 000 Crisis Management Plan Last updated: 05 Oct 15 Page 12
13 Systems Document Management Nothing is to be thrown out. Each function is to hold onto the electronic and hard copies. This includes s, word docs, log books. Documents Logbooks, Incident Reports Shared Drive Accounts Crisis Management Plan Last updated: 05 Oct 15 Page 13
14 Logbook Person:... Role:... Date:... Time Communication Type (V T E N) Message Action complete V = Verbal T = Telephone E = N = Note Crisis Management Plan Last updated: 05 Oct 15 Page 14
15 Incident Report See EMP template. Crisis Management Plan Last updated: 05 Oct 15 Page 15
16 Communication Protocol If the crisis management plan has been activated it is important that communication is handled centrally to ensure a single message is given and proper attention can be paid each group s needs. At times, this approach slows communication. However, official communication is of the essence. Affected persons External hire Family Government LSC&PH members Media Sponsors Pre-scripted Messages Same message should be used for SMS, website, print, radio, social media (such as facebook). A message should be sent to all members, via all forms of communication, that the incident has occurred, that a team has been assembled to respond to the situation, and that under no circumstance are they to talk to the media, unless they are an official spokesperson. If in doubt on the appropriate message content, contact Lander & Rogers Lawyers: Crisis Management Plan Last updated: 05 Oct 15 Page 16
17 Debrief Following consultation with Lander & Rogers Lawyers ( ) debriefs should be considered within each team that contributed to resolution of the incident, and if appropriate, an overall debrief should also be conducted. Debriefs are not counselling sessions. They are designed to ask what went well and what should be improved in each phase of the incident response (prevention, preparation, response and recovery) including supporting mechanisms (this procedure, IT systems etc). For example, consider suitable procedures, resources (people and equipment). Should be implemented not to blame individuals, but look at improving the response. If participants are familiar with the debrief process it is possible to simply ask: what was the plan?; what actually happened?; and what needs to change? However, less experienced participants should contact an appropriate person from the "CMT Skilled Persons List" set out on page 11 above. Crisis Management Plan Last updated: 05 Oct 15 Page 17
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