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The National Health Emergency Plan (NHEP) provides overarching direction to the health and disability sector and all of government.It shows how the health and disability sector would work together in a coordinated way with other government agencies to respond to disasters and emergencies. The National Health Emergency Plan (NHEP) describes the strategic relationships for emergency management across the health sector and against the 4 Rs (Reduction, Readiness, Response and Recovery). Share this page on some of the most popular social networking and content sites on the internet.
AuthorityIn recognition of the need for a whole of nation approach to health protection, the Australian Government, National Health Emergency Response Arrangements (NatHealth Arrangements) are produced under the authority of the Australian Health Minister’s Advisory Council (AHMAC).
In June 2006, AHMAC established the Australian Health Protection Committee (AHPC) as the peak national health emergency management committee with the authority to plan, prepare and coordinate the national health response to significant incidents.
The AHPC, with the assistance of the Department of Health and Ageing (DoHA), has prepared the NatHealth Arrangements to articulate the strategic arrangements and mechanisms for the coordination of the Australian health sector in response to emergencies of national consequence.
The NatHealth Arrangements operate within the context of Australian Government National Security framework including the provisions of National Emergency Coordination Framework, the Commonwealth Disaster Plan (COMDISPLAN), the National Counter-Terrorism Plan (NCT-P) the National Counter-Terrorism Handbook (NCT-H) and the Council of Australian Governments (COAG) endorsed Model Arrangements for Leadership during Emergencies of National Consequence. National Security has historically incorporated traditional defence and intelligence themes. The Comprehensive Approach allows for risks to the community and the environment to be managed in a rational and strategic manner through a continuum of strategies for, prevention, preparedness, response and recovery (PPRR). 3.1 ApplicationUnlike a plan that is activated in times of need, the NatHealth Arrangements remain in place at all times. 3.2 Control, Command and CoordinationControl, Command and Coordination are central response concepts of emergency management. Control refers to the overall direction of the activities, agencies or individuals concerned.
The Australian Constitution provides the Australian Government the statutory authority to give directions to states and territories on issues specifically included in the Constitution. The Control, Command and Coordination mechanisms of the NatHealth Arrangements are represented at Annex A. The NatHealth Arrangements may also be utilised for an international health emergency such as a border health event or overseas health emergency affecting Australian interests, Australian nationals or other designated persons. 4.1 Department of Health and Ageing DoHA seeks to promote, develop, and fund health and aged care services for the Australian public.
4.2 State and Territory Health AuthoritiesState and territory health authorities have well established emergency management legislation, and well rehearsed and integrated emergency management arrangements.
Jurisdictional health authorities have existing command and control structures for the management of health facilities, public health units and pathology laboratory services. Each state and territory is responsible for determining its own internal coordination mechanisms to give effect to the NatHealth Arrangements, both as an affected jurisdiction in requesting national coordination and as an unaffected jurisdiction that may provide resources and assistance. 4.3 The Australian Health Protection Committee (AHPC) The Australian Health Protection Committee (AHPC) is the peak national health emergency forum chaired at Deputy Secretary level by DoHA. 4.4 LegislationA number of legislative levers exist that may be utilised by the Commonwealth and the states and territories to coordinate and assist in an emergency of national consequence.
The objectives of quarantine activities and the Quarantine Act 1908 are to prevent the introduction of specified diseases into Australia and prevent the spread of such diseases within Australia. The Governor-General can also make a proclamation under the Quarantine Act 1908 to authorise actions to respond to an epidemic or the danger of an epidemic, and to allow the Commonwealth Minister for Health and Ageing to invoke emergency powers to take action to remove or respond to this threat.
The states and territories have concurrent legislative powers with the Commonwealth with respect to quarantine. The National Health Security Act 2007 provides for the exchange of public health surveillance information (including personal information) between the Commonwealth and the states and territories and, where relevant, the World Health Organization (WHO). The National Health Security Agreement has been signed by the Commonwealth, states and territories to support the practical operation of the National Health Security Act 2007.
The National Health Security Act 2007 and National Health Security Agreement have been developed to give legal and operational effect to Australia’s specified responsibilities under the IHR (2005).
4.5 Linkages to National Security Policy As outlined in part one, the NatHealth Arrangements utilises a National Security approach to guide national health sector coordination for consequence management and crisis management operations. Consequence management activities relate to the management of the impact of an emergency on the community. Crisis management activities relate to measures taken to manage crime including terrorist related incidents.
The NatHealth Arrangements have been developed to integrate with existing national security functions and plans. The NatHealth Arrangements can operate independently of COMDISPLAN, in that COMDISPLAN does not need to be activated for the NatHealth Arrangements to function. The NatHealth Arrangements can operate independently of NCT-P, such as in a national response to a natural disaster where NCT-P arrangements do not apply. 4.6 Finance The Australian Government will not ordinarily seek financial reimbursement from states or territories for providing assistance under the NatHealth Arrangements when COMDISPLAN is likewise activated for the same event.
When the NatHealth Arrangements are utilised independently of COMDISPLAN to assist an affected jurisdiction, the costs associated with any response under the plan will be borne by the affected jurisdiction. When assistance is requested for activities not directly related to the preservation of life and property, or that could reasonably expected to be handled within state or territory resources, the Australian Government may seek reimbursement.
6.1 Event IdentificationDoHA, through the NIR, will maintain a continuous watching brief for domestic and international health protection events and threats. The state and territory health authorities will maintain a watching brief for health protection events and threats within their respective jurisdictions. 6.2 Event CommunicationDoHA and the state and territory health authorities may exchange information on health protection events and threats under the provisions of the National Health Security Act 2007 and the National Health Security Agreement. 6.3 National CoordinationWhen a significant event or emerging threat is identified, an emergency AHPC teleconference may be called at the discretion of the Chair. The National Incident Room (NIR) may be activated at the discretion of the Chair of the AHPC to support the functions of the committee.
For an international event, a senior OHP representative will provide the situational briefing. The AHPC will confirm that the event constitutes an emergency of national consequence and will utilise the NatHealth Arrangements for guidance and implementation during subsequent response and recovery operations. The AHPC will note national level plans currently activated and activate any relevant health sector plans referenced in part Five. The Chair of the AHPC or delegate will contribute to the Commonwealth Coordination Framework on behalf of the committee through the provision of advice on situational intelligence, progress of national health sector coordination activities (NCP) and outlook.
For domestic events that meet the notification requirements DoHA, in consultation with the AHPC, will provide notification to the WHO under the provision of the IHR (2005). 6.4 Recovery The chair of the AHPC or delegate will contribute to the Commonwealth recovery operations though the Australian Government Disaster Recovery Committee (AGDRC) on behalf of the AHPC through the provision of advice on health protections aspects, progress of national health sector coordination activities and outlook. 6.5 NATHEALTH Arrangements Enablers There are a number of national health sector enablers available to the AHPC in response to an emergency of national consequence. The National Health Emergency Management Subcommittee (NHEMS) addresses the operational aspects of disaster medicine and health emergency management in an all hazards context with a focus on preparedness and response. The Public Health Laboratory Network (PHLN) is a collaborative group of pathology and veterinary laboratories, nominated by State and Territory health departments, which have expertise and provide services in public health microbiology.
The Communicable Diseases Network Australia (CDNA) provides national public health coordination on communicable disease surveillance, prevention and control, and offers strategic advice to governments and other key bodies on public health actions to minimise the impact of communicable diseases in Australia and the region.
DoHA manages the National Medical Stockpile (NMS), a strategic cache of pharmaceuticals and medical equipment, for use in a pandemic or other emergency. DoHA currently has a funding agreement with the Northern Territory Department of Health and Families (DHF) to establish a National Critical Care and Trauma Response Centre (NCCTRC) at the Royal Darwin Hospital (RDH) and maintain it in a state of readiness to respond to a major regional incident and emergencies. The NCCTRC is available for national priorities in the event of a major incident, and can be directed to meet national priorities in an emergency.
The strategic lessons identified from exercises utilising the NatHealth Arrangements will be considered during reviews. This form uses a CAPTCHA to ensure that it is submitted by a person, instead of a machine or automated software. NCDP developed the “5 Action Steps to Personal Preparedness” model for the purpose of providing an easy way to think about preparedness that applies to any emergency or disaster.
Having a personal and family preparedness plan increases your chances of staying safe and helps you to be resilient during and after a disaster. What risks do you face?  are the risks for you and your family where you live and where you go to school or work?
Below you will find a collection of resources which will not only help you bring your plan together, but will help you remain active and thoughtful throughout the process. The Emergency Management Act defines emergency management as the prevention and mitigation of, preparedness for, response to, and recovery from emergencies.
Public Safety Canada developed the FERP in consultation with other federal government institutions. Federal government institutions are responsible for developing emergency management plans in relation to risks in their areas of accountability. In order for this plan to be effective, all federal government institutions must be familiar with its contents.
The Minister of Public Safety is responsible for promoting and coordinating emergency management plans, and for coordinating the Government of Canada's response to an emergency. Pursuant to the Emergency Management Act, all federal ministers are responsible for developing emergency management plans in relation to risks in their areas of accountability.
The FERP applies to domestic emergencies and to international emergencies with a domestic impact.
The FERP does not replace, but should be read in conjunction with or is complimentary to, event-specific or departmental plans or areas of responsibility. Canada's risk environment includes the traditional spectrum of natural and human-induced hazards: wildland and urban interface fires, floods, oil spills, the release of hazardous materials, transportation accidents, earthquakes, hurricanes, tornadoes, health or public health disorders, disease outbreaks or pandemics, major power outages, cyber incidents, and terrorism. Past emergencies in Canada demonstrate the challenges inherent in protecting the lives, critical infrastructure, property, environment, economy, and national security of Canada, its citizens, its allies, and the international community. During an integrated Government of Canada response, all involved federal government institutions assist in determining overall objectives, contribute to joint plans, and maximize the use of all available resources. In most cases, federal government institutions manage emergencies with event-specific or departmental plans based on their own authorities. An explanation of the roles of the primary, supporting and coordinating departments follows below. A primary department is a federal government institution with a mandate related to a key element of an emergency.
A supporting department is a federal government institution that provides general or specialized assistance to a primary department in response to an emergency. Public Safety Canada is the federal coordinating department based on the legislated responsibility of the Minister of Public Safety under the Emergency Management Act.
As part of the coordinating department, the role of Public Safety Canada's Operations Directorate is to manage and support each of the primary functions of the Federal Emergency Response Management System (FERMS, see Section 2) at the strategic level, and Public Safety Canada Regional Offices perform the same role at the regional level. The Director General, Operations Directorate, in consultation with the Federal Coordinating Officer, determines the type of expertise required in the Government Operations Centre during an emergency response. Representatives from non-governmental organizations and the private sector may be asked to support a federal response to an emergency and to provide subject matter expertise during an emergency.
Emergency Support Functions are allocated to government institutions in a manner consistent with their mandate (see Annex A for details on each function). One or more Emergency Support Functions may need to be implemented, depending on the nature or scope of the emergency.
The Federal Emergency Response Management System (FERMS) is a comprehensive management system which integrates the Government of Canada's response to emergencies. This system provides the governance structure and the operational facilities to respond to emergencies.
The FERMS provides the mechanisms and processes to coordinate the structures, the capabilities, and the resources of federal government institutions, non-governmental organizations and the private sector into an integrated emergency response for all hazards.
This section describes the key concepts related to the FERMS, including the federal governance structure, the federal response levels, the departmental roles, the primary functions of the FERMS, and the federal-regional component related to the FERMS. Governance refers to the management structures and processes that are in place during non-emergency and emergency circumstances. The following section describes the federal governance structure for an integrated Government of Canada response. Committees of Cabinet provide the day-to-day coordination of the government's agenda, including issues management, legislation and house planning, and communications. During an emergency, members of the Committee will receive summaries of decision briefs and other advice from members of the Committee of Deputy Ministers. During non-emergency (day-to-day) operations, the Committee of Deputy Ministers provides a forum to address public safety, national security, and intelligence issues. The Deputy Minister, Public Safety Canada (or delegate) serves as the Federal Coordinating Officer on behalf of the Minister of Public Safety. The Federal Coordinating Officer may also approve options and recommendations by the Committee of Assistant Deputy Ministers for consideration by the Committee of Deputy Ministers. During non-emergency (day-to-day) operations, the Committee provides a forum to discuss the Government of Canada's emergency management processes and readiness.
The Associate Assistant Deputy Minister of Emergency Management and National Security and the Canadian Forces – Commander of Canada Command co-chair the Assistant Deputy Ministers Emergency Management Committee. Counsel from the Department of Justice, Public Safety Canada, Legal Services Unit, supports management by providing advice on legal issues. The Director General of Public Safety Canada Communications assumes the role of Public Communications Officer. The Government Operations Centre may request federal departmental representatives to support some or all of these primary functions based on the requirements of the response.
The purpose for establishing and communicating emergency response levels with regard to a potential or occurring incident is to alert federal government institutions and other public and private sector emergency response partners that some action outside of routine operations, may, or will be required.
The Government Operations Centre within Public Safety Canada routinely monitors a wide variety of human and natural events within Canada and internationally, and provides daily situation reports compiled from a variety of sources. The Director General, Operations Directorate, in consultation with the Associate Assistant Deputy Minister, will authorize the Government Operations Centre to communicate the response level of this plan to the Federal Government's emergency response partners. The three response levels defined below are intended to provide a logical progression of activity from enhanced monitoring and reporting to an integrated federal response. Note: Although the description of response levels are provided in a linear progression, it is often the case that, in response to a potential or occurring incident, linear escalation of response levels is not always followed.
A Level 1 response serves to focus attention upon a specific event or incident that has the potential to require an integrated response by the Federal Government. Detailed authoritative reporting of significant information from a multitude of sources about the event is developed and disseminated to federal emergency response partners to support their planning or response efforts.
The assessment then guides the development of a strategic plan for an inte­grated response (if required). As part of the contingency planning process, relevant Emergency Support Functions are used to identify departmental responsibilities and issues. The Government Operations Centre serves as the coordination centre for the federal response, and provides regular situation reports as well as briefing and decision-making support materials for Ministers and Senior Officials. When an integrated response is required, all plans and arrangements for the federal response are escalated.
The scope of the emergency will determine the scale and level of engagement of each of these functions.


Public Safety Canada's Communications Directorate supports each of these functions and integrates the coordinated public communications response into the overall Government of Canada emergency response. The Situational Awareness Function provides appropriate emergency-related information to assist the Government of Canada and its partners in responding to threats and emergencies, and to help stakeholders make policy decisions.
The Notification provides initial information on an incident, the source of reporting, current response actions, initial risk assessment, and the public communications lead. The Situation Report provides current information about an incident, the immediate and future response actions, an analysis of the impact of the incident, and issues identification.
The Decision Brief includes a Situation Report and it may also include options and recommended courses of action. Information obtained through the risk assessment process may be included in information products such as Situation Reports and Decision Briefs, as required. The Planning Function develops objectives, courses of action, and strategic advanced plans for the Government of Canada based on information from the Risk Assessment Function. The Planning Function develops contingency plans for specific events or incidents that are forecasted weeks, months or years in advance, and for recurring events, such as floods or hurricanes. A team of planners from both the Operations Directorate and other federal government institutions will devise and evaluate suitable approaches for response.
The Planning Function establishes objectives and develops an Incident Action Plan for each operational period. The Incident Action Plan Task Matrix lists the actions which the Government of Canada must undertake during response in order to achieve the objectives set by the management team.
Strategic Advance Planning identifies the potential policy, social, and economic impacts of an incident, the significant resources needed to address the incident, and potential responses to future incidents. Like the Incident Action Plan, the Strategic Advance Plan is based on information provided by the Situational Awareness and Risk Assessment Functions.
The Director General, Operations Directorate uses this tool to develop guidelines for planners prior to commencement of the planning phase. In this organizational flow chart, which primarily flows from top to bottom, there are seven levels, grouped into three areas.
Next, connected just under the Committee of Assistant Deputy Ministers, the Management area has two levels starting with the Director General Operations Directorate, which leads to the management team connected below, consisting of, horizontally, Primary Departmental Representatives, the Department of Justice, Directors of Primary Functions and the Director General, Communications Directorate (Privy Council Office participation).
The Government Operations Centre is a fourth area comprised of both Management and Primary Functions. Public Safety Canada maintains a network of 11 Emergency Management and National Security Regional Offices. Federal departments frequently manage emergencies or provide support to a province or territory for events related to their specific mandate, within their own authorities and without requiring coordination from Public Safety Canada. When an emergency requires an integrated Government of Canada response, the Public Safety Canada Regional Director (Regional Director) coordinates the response on behalf of federal government institutions in the region.
Regional public communications activities are consistent and integrated with the response activities of the Government of Canada.
The Federal Coordination Steering Committee is a committee composed of senior regional federal government institution representatives. The Federal Coordination Group is a standing committee composed of emergency management managers from federal government institutions in the region.
During a response, the activities of federal government institutions must be closely coordinated if the Government of Canada is to respond effectively. Based upon the direction from Public Safety Canada's Communications, Ministers' offices, and the Privy Council Office, this group coordinates the government's communications response to the public, to the media and to affected stakeholders. In this organizational flow chart, which primarily flows from top to bottom, there are six levels, grouped into three areas. Financial management, as it applies to the FERP, follows the established Treasury Board guidelines on expenditures in emergency situations. The costs of support actions in each department will be funded on an interim basis by reallocations from, or commitments against, available program resources. The purpose of this annex is to provide an overview of the Emergency Support Function (ESF) structure as well as the general responsibilities of each of the thirteen (13) primary federal institutions. ESFs are allocated to federal government institutions in a manner consistent with their respective mandated areas of responsibility, including policies and legislation, planning assumptions and a concept of operations.
A primary department is a federal government institution with a mandate directly related to a key element of an emer­gency. Supporting departments are those organizations with specific capabilities or resources which support the primary department in executing the mission of the ESF. Both Agriculture and Agri-Food Canada and the Canadian Food Inspection Agency, share the role of primary department for ESF #3. The Federal Health Portfolio (Public Health Agency of Canada (PHAC) and Health Canada (HC)), share the role of primary department for ESF #5. Emergency Health includes: public health, medical care, environmental health, medical equipment, pharmaceuticals and health care personnel. Emergency Social Services includes: clothing, lodging, food, registration and inquiry, personal services, reception centre management and social services personnel. This ESF encompasses the provision of environmental information and advice in response to emergencies related to polluting incidents, wildlife disease events or severe weather and other significant hydro-meteorological events.
The scope of this ESF encompasses the provision of human and social services and the communication of information in response to emergencies related to the delivery of social benefits.
The scope of this ESF encompasses the coordinated provision of the full range of law enforcement services by the RCMP, and the police services of other jurisdictions, during all-hazard emergency operations.
The intent of this document is to provide a description of how Public Works and Government Services Canada (PWGSC) responds to emergencies of a magnitude such that they require federal coordination, as well as to international emergencies, to ensure continued and effective delivery of the department's diverse emergency goods and services, as required, in support to the lead responding department(s). The support function is one which demonstrates proactive leadership in assessing problems and scoping potential solutions to coordinate the mobilization and deployment of resources from their points of origin to the intended staging areas.
This support function enables the dissemination of clear, factual, and consistent information about events of national significance and assisting, when possible, to minimize the threat to Canadians most likely affected by the event.
The ESF primary department should coordinate a regular review of their respective ESF with all supporting departments. In Part 1, I discussed the importance of having a contingency plan in the event of a wide spread disaster affecting the correctional facility and surrounding area.
When developing a disaster response plan the plan should consider the fact that the disaster will most likely affect the surrounding communities and may extend hundreds of miles in all directions. Now that those barriers have been crossed does the facility house special needs inmates such as; mental health inmates, geriatrics, paraplegics, inmates with specific medical needs, or have obstetrical needs. Any time an inmate is moved outside the secure confines of the institution it presents a risk. Moving inmates to another location presents other issues which are more easily dealt with when addressed in the preplanning.
Facility security is a concern of varying proportions depending on the location of the facility.
Bruce Kovach is a Federal Bureau of Prisons Mission Analyst assigned to the ESF #13 National Coordination Center. IntroductionThe NatHealth Arrangements direct how the Australian health sector (incorporating state and territory health authorities and relevant Commonwealth Agencies) would work cooperatively and collaboratively to contribute to the response to, and recovery from, emergencies of national consequence.
The Australian Government has broadened the concept of National Security to include non-conventional threats such as climate change, biosecurity, natural disasters and the economy to facilitate a whole-of-nation approach to National Security.
Most, if not all, large scale emergencies or disasters have the potential to cause adverse impacts on the health of affected communities and populations.
AimThe NatHealth Arrangements outline the strategic authorities, responsibilities, arrangements and the mechanisms that enable a coordinated national health sector response to emergencies of national consequence. ScopeThe NatHealth Arrangements are based on a number of nationally recognised contemporary crisis and consequence management concepts. The NatHealth Arrangements describes authority and mechanisms for emergency (crisis and consequence) management, Response coordination and Recovery arrangements for the Australian health sector. Traditional hazard specific plans will be developed by DoHA in conjunction with the AHPC to align with the NatHealth Arrangements to give operational guidance to Commonwealth agencies and state and territory health authorities for efficient and coordinated response to the health aspects of emergencies of national consequence. In emergency management coordination involves the bringing together of many organisations to pursue a common goal and to share resources, information, expertise and decision making. Each state and territory has a mandate under jurisdictional emergency legislation for the prevention of, and if they occur, management of emergencies and disasters. Governance and AdministrationThe following outlines the key governance and administrative arrangements that underpin the NatHealth Arrangements including roles and functions of relevant agencies.
In the event of an emergency of national consequence, the primary role of DoHA is to provide leadership and national health sector coordination. Additionally, in some jurisdictions ambulance services also come under the health authority response arrangements. The peak committee has senior representatives from the Commonwealth, Australian states and territories, Defence, the Attorney-General’s Department Emergency Management Australia and New Zealand. The Commonwealth Minister for Health and Ageing and the Commonwealth Minister for Agriculture, Fisheries and Forestry share responsibility for quarantine measures and administration of the Quarantine Act 1908.
Chief Quarantine Officers (CQOs) are appointed in each state and territory to undertake the functions of the Quarantine Act 1908. The legislation enhances the early identification of, and timely responses to, public health events of national or international significance, such as an influenza pandemic.
It formalises decision-making and coordinated response arrangements that have been refined in recent years to prepare for health emergencies such as pandemic and mass casualty events. The CHOs may utilise powers in their respective public health acts in conjunction with other jurisdictional emergency management arrangements to facilitate a coordinated response to an emergency of national consequence.
As a signatory country Australia is obligated to rapidly identify and report public health events of international significance to the WHO.
The Act and Agreement enabled the establishment of a National Focal Point (NFP) to liaise and exchange information with nominated Responsible Bodies including Commonwealth, state and territory agencies within Australia in relation to public health events of national significance. This includes, but is not limited to, developing strategies to manage emergencies, protecting public health and safety, restoring essential services and providing emergency relief and recovery to affected business and individuals usually as a result of natural disasters. The primary aims of crisis management are response, isolation, containment, evacuation, resolution, investigation, and the provision of resources to support whole of government efforts with the objective of maintaining public safety and security.
The following guidance is given to articulate the relationship between the NatHealth Arrangements and other strategic national plans. COMDISPLAN is activated when Commonwealth assistance for emergency response or short-term recovery is requested or likely to be requested.
States and territories can request national health sector assistance under the NatHealth Arrangements, such as deployment of components of the National Medical Stockpile (NMS) independently of the mechanisms in COMDISPLAN. If the NCT-P is activated, the NatHealth Arrangements operations must acknowledge the mechanisms stipulated in the NCT-P and NCT-H, particularly in relation stated roles and functions of DoHA, and the AHPC and to the maintenance of information security and critical infrastructure protection.
However, the Commonwealth Government will assume costs for a national border health response or the response to an overseas event involving Australian interests.
Advice that cost recovery may apply will be provided to the requesting authority when the request for assistance is being considered. Execution The execution of the NatHealth Arrangements relies on collaborative and cooperative partnerships between the states and territories and the Commonwealth through the AHPC.
The Chair may also take tasking from the Commonwealth Coordination Framework to refer back to the AHPC for action.
The Chair may also take tasking from the Commonwealth recovery to refer back to the AHPC for action. The enablers currently include expert committees, working groups, operational teams, equipment caches and specialist health facilities available to the AHPC for the provision of advice, support and operational input across the key functional areas in response and recovery. Australian Medical Assistance Teams (AUSMATs) are jurisdictional based civilian medical assistance teams with self-sustaining field deployment capabilities for deployment to domestic and international response. During an emergency of national consequence the AHPC may task the DMHWG to provide advice on mental health and welfare recovery aspects of the emergency.
The NMS provides a reserve of essential medicines and equipment to protect Australians from the effects of terrorism or a major communicable disease outbreak. The NCCTRC's Commonwealth funded resources would be directed to meet needs such as reception of patients arising from an overseas mass casualty event. Review The AHPC and the OHP, in consultation with agencies having responsibilities under the NatHealth Arrangements, will review the NatHealth Arrangements periodically to ensure they reflect the most contemporary capabilities and mechanisms.
Changes and amendments to the arrangements arising from any operational review will require that a new version of the NatHealth Arrangements being posted to the Health Emergency Website. DoHA will seek opportunities to incorporate exercising of the NatHealth Arrangements as a component in exercises of other agencies relevant National Security exercises including in the NCTC Capability Program.
To ‘live with resilience’ means that no matter what obstacles you will face, you will survive and get back to normal. These can be very different places and different risks. Your family members, or other key people in your social network, may attend school, work or attend camp in a very different place than your home, even in different cities.
Do you have infants, nursing mothers, children, elderly, anyone with special health care needs or mobility or developmental challenges?
To stay, means you will “ride out” the storm or emergency at home or go to a friend or family member’s home and “hunker down”. To go means you may have to evacuate to an emergency shelter if emergency officials determine that your area is at risk for more severe damage or you may leave town entirely.
Irwin Redlener speaks on fragility, conflict, and disaster risk pertaining to children in the global migration crisis at the World Bank Group’s Fragility, Conflict, and Violence Forum on March 1. The Federal Government can become involved where it has primary jurisdiction and responsibility as well as when requests for assistance are received due to capacity limitations and the scope of the emergency. Under the Emergency Management Act, the Minister of Public Safety is responsible for coordinating the Government of Canada's response to an emergency. The FERP outlines the processes and mechanisms to facilitate an integrated Government of Canada response to an emergency and to eliminate the need for federal government institutions to coordinate a wider Government of Canada response. By this method, individual departmental activities and plans that directly or indirectly support the strategic objectives of this plan contribute to an integrated Government of Canada response.
The Minister of Public Safety authorized the development of the FERP pursuant to the Department of Public Safety and Emergency Preparedness Act and the Emergency Management Act.
Individual departmental activities and plans that directly or indirectly support the FERP's strategic objectives contribute to the integrated Government of Canada response. This plan has both national and regional level components, which provide a framework for effective integration of effort both horizontally and vertically throughout the Federal Government.
This occurs at the national and regional levels as necessary, based on the scope and nature of the emergency.
While federal government institutions may implement these plans during an emergency, they must also implement the processes outlined in the FERP in order to coordinate with the Federal Government's emergency response. Public Safety Canada provides expertise in operations, situational awareness, risk assessment, planning, logistics, and finance and administration relevant to its coordination role. Several federal government institutions may be designated as primary departments, depending on the nature of the emergency.
As such, Public Safety Canada is responsible for engaging relevant federal government institutions. In doing so, Public Safety Canada will work in cooperation with federal departmental representatives and other representatives to guide the integration of activities in response to emergencies.
The Communications Directorate also provides support and strategic public communications advice on issues relating to the public and media environment as part of each of the primary functions of the FERMS.
The Director General of the Operations Directorate will guide the Government Operations Centre in requesting federal departmental representatives via departmental emergency operations centres, when available, or through pre-established departmental duty officers.


They include policies and legislation, planning assumptions and concept(s) of operations to augment and support primary departmental programs, arrangements or other measures to assist provincial governments and local authorities, or to support the Government Operations Centre in order to coordinate the Government of Canada's response to an emergency. It is based on the tenets of the Incident Command System and the Treasury Board Secretariat's Integrated Risk Management Framework. The FERMS can scale operations to the scope required by an emergency with the support and emergency response expertise of other federal government institutions. Although individual threats may be addressed in event-specific or departmental plans, the FERMS is the framework that guides an integrated Government of Canada response. Trained and experienced managers and staff from the Communications Directorate of Public Safety Canada provide support. Under the FERP, the Government of Canada will engage existing governance structures to the greatest extent possible in response to an emergency.
During an emergency, the Committee coordinates the Government of Canada's response and advises Ministers. The Legal Services Unit from the primary departments, from the supporting departments, and from the Department of Justice provides additional support or advice as required during a potential or actual emergency. The Public Communications Officer provides public communications advice as part of the management team, coordinates the integration of public communications within each of the primary functions, and provides leadership to the Government of Canada public communications community.
They provide input on the support needs of their home institution in response to an incident. It is the principal location from which Subject Matter Experts and Federal Liaison Officers from federal government institutions, non-governmental organizations, and the private sector perform the primary functions related to FERMS.
However, a potential or occurring incident may require response beyond normal monitoring and situational reporting. At the Regional level, the Public Safety Canada Regional Director, in consultation with the Director General, Operations Directorate and the Government Operations Centre, will authorize the Federal Coordination Centre to communicate the response level of this plan to regional response partners. Federal Liaison Officers and Subject Matter Experts may be called upon to provide the Government Operations Centre with specific information or may be requested to be physically located in the Government Operations Centre during this level of escalation.
As an incident unfolds and the requirements for a federal response becomes clearer, a risk assessment is conducted. Subject Matter Experts are usually required during the development of risk assessments and contingency planning. Federal Liaison Officers and Subject Matter Ex­perts from federal government institutions and other public sector partners are consulted and may be asked to provide further information relevant to the situation, either electronically or through their presence in the Government Operations Centre. Federal Liaison Officers are usually required to participate in the Government Operations Centre throughout this level of escalation, whereas Subject Matter Experts from Primary and Supporting institutions will be requested to contribute to the on-going risk assessment and planning activities as required. The Director General, Operations Directorate, in consultation with the Associate Assistant Deputy Minister, will guide decisions regarding the scale and level of engagement. For certain short-term events, the Operations Function performs all primary functions pursuant to standard operating procedures or to the applicable contingency plan.
The Situational Awareness Function issues a Situation Report for each operational period (or as directed by the Director General, Operations Directorate). The management team consults with the Federal Coordinating Officer before approving the proposed objectives and courses of action.
The Government of Canada will implement Contingency Plans based on the nature of the incident, and it will modify the response to an incident based on changing circumstances. The development of an Incident Action Plan is based on the output of the situational awareness and risk assessment function and planning guidance. It identifies issues and activities arising during a response for the next five to seven days.
The Logistics Function is responsible for preventing the duplication of response efforts by government and non-government organizations.
Horizontally, these include operations, situational awareness (Privy Council Office participation), risk assessment (Privy Council Office participation), planning, logistics and finance and administration.
These communications activities are coordinated under the authority of the Director General, Communications, Public Safety Canada, in consultation with the Privy Council Office. This position is critical in enabling the linkage between the National Emergency Response System and the FERP. The Federal Coordination Centre can carry out this responsibility and enhance the Federal Government's capability to respond to emergencies.
Under these guidelines, Ministers are accountable to the central financial departments and to Parliament for the emergency-related expenditures of their respective departments, crown corporations, or other government institutions.
Public Works and Government Services Canada (PWGSC) will not fund such expenditures on an interim basis. The Operations Directorate will maintain the FERP and its components as an evergreen document. One or more federal government institutions may be designated as primary, depending on the nature and scope of the incident. In addition, this ESF collects, evaluates, and shares information on energy system damage and estimations on the impact of energy system outages within affected areas. It also addresses HRSDC's support to the Government of Canada requirements in regards to communication with Canadians in affected areas during an emergency.
In addition, this ESF coordinates federal actions to support the provision of law enforcement services within impacted regions. The ESF#12 is also the framework for Government of Canada institutions to share relevant communications information and to work collaboratively to achieve integrated and effective emergency communications. Additional reviews may be conducted if experience with a significant incident, exercise or regulatory changes indicate a requirement to do so. Emergencies of national consequence are defined in the Model Arrangements for Leadership During Emergencies of National Consequence as emergencies that require consideration of national level policy, strategy and public messaging or inter-jurisdictional assistance, where such assistance is not covered by existing arrangements.
It does not describe the routine Prevention and Preparedness arrangements that are the domain of the AHPC, the Office of Health Protection (OHP) and the state and territory health authorities. There are numerous mechanisms to coordinate of which command and control is one, and cooperation and collaboration is another.
Hence the strategic coordination of national emergencies is reliant on cooperative and collaborative mechanisms with states and territories for the management of health emergencies of national consequence.
This includes existing plans, arrangements and mechanisms describing how state and territory health authorities integrate with their respective emergency services to undertake a whole of jurisdiction response to, and recovery from, emergencies and disasters. Functionally, this may include provision of expert health advice and national policy development, logistical coordination of extra jurisdictional health sector resources (human, equipment and peripherals) and linkages to international health authorities and bodies. OHP designs and implements evidence-based and targeted programs, which contribute to the sustainability of the Australian health system by reducing preventable illness and mortality during an emergency. The Australian Quarantine and Inspection Service (AQIS) have primary responsibility for the implementation of the Act at Australia’s borders. The NFP provides a central point of coordination with WHO on all matters related to the IHR (2005).
These supporting plans facilitate the operational integration of national and jurisdictional arrangements and mechanisms, whilst operating under the authority and direction and guidance of the strategic overarching NatHealth Arrangements.
The following is an indicative guide to the key execution mechanisms underpinning the NatHealth Arrangements.
The AHPC may task, activate and deploy any or all of these enablers in response to an emergency of national consequence. During an emergency of national consequence the AHPC may task PHLN to provide advice on the laboratory diagnostic and surveillance aspects of the emergency. Components of the NMS can be rapidly deployed to affected jurisdictions through the coordination of the NIR. When active the NIR will provide agreed outputs including AHPC minutes and outcomes, NIR Situation Reports (SitReps), Ministerial briefings and management of the logistical requirements for the coordination of support to affected jurisdictions.
Using this framework of 5 critical action steps will help you think through, plan, and create a family emergency plan.
A well thought out plan also enables you and your family to be as comfortable as possible during and after a disaster. There is a third possibility, one we don’t often think about: if you are at work or school or on the road and a disaster strikes and you have to shelter-in-place, meaning you must stay wherever you  are until it is safe to leave. This could mean meeting your neighbors for the first time, forming or joining informal community groups, speaking to local emergency officials, or volunteering with preparedness organizations such as the American Red Cross or your local Community Emergency Response Team (CERT). The Federal Emergency Response Plan (FERP) is the Government of Canada's "all-hazards" response plan. During escalation of the FERP, other federal government institutions provide support to these areas and are further defined in Section 2.
The regional component of the FERMS has similar functions as the Government Operations Centre when escalated.
These decisions are based on the scope and scale of the emergency and the response required. An Incident Action Plan Task Matrix tracks the achievement of each objective (see Annex B - Appendix 4). It also establishes and oversees the successful completion of the objectives set for each operational period. Primary departmental representatives are assigned by a primary department and are delegated authority to make decisions affecting that institution's participation in the response activities, following appropriate consultation with the leadership of their home institution. Federal government institution-specific operations centres support their departmental roles and mandates and contribute to the integrated Government of Canada response through the Government Operations Centre. Federal Liaison Officers serve as the link between the Government Operations Centre and their home institution. The levels of response are calibrated to the scope and potential impact of the incident and the urgency of the required response. As well, depending upon the situation, a Level 2 response may return to a Level 1 response once risk assessment and contingency planning has occurred in anticipation of an incident.
This assessment, conducted in consultation with Subject Matter Experts, identifies vulnerabilities, aggravating external factors and potential impacts. Departmental emergency response plans are escalated and materiel and resources readied in anticipation of provincial or other requests for federal assistance, and the Government Operations Centre maintains constant communication with those activated centres.
The Operations Directorate and other federal government institution planners develop the Action Plan Task Matrix. It is intended to facilitate interdepartmental and intergovernmental coordination, without unduly restricting operations. The Committee provides direction on emergency management planning and preparedness activities. The Regional Director co-chairs the local Federal Coordination Steering Committee and the Federal Coordination Group.
The group is composed of federal public communicators from affected federal government institutions. Each department must provide the necessary funds to pay the costs of their support actions, when payment is due.
The FERP will be formally reviewed based on lessons learned through exercises and actual events, and will be republished annually. It recognizes that, during an emergency, the Federal Government works with provincial and territorial governments, First Nations and Inuit health authorities, non-governmental organizations, and private health resources in Canada and internationally as required, depending on the nature of the emergency and the request for assistance. Recommended changes will be submitted through the primary department to respective senior management for approval. The NatHealth Arrangements do not relate to the concept of control of the Australian health sector, nor is it intended to direct or replace incident management arrangements by individual jurisdictions or health authorities. OHP supports the administration of the AHPC and maintains the National Incident Room (NIR).
Request for the deployment of the stockpile are through the NIR to the CMO who has authority for release. And, if you are an emergency responder, or you have an emergency role at your work place, you will want to be assured that your family is taken care of before you answer your agency’s call to report to work. These risk factors include increased urbanization, critical infrastructure dependencies and interdependencies, terrorism, climate variability and change, scientific and technological developments (e.g. The management team sets objectives based on guidance from the Federal Coordinating Officer. The responsible federal government institution's facilities manage Emergency Support Functions, which are integrated with the Government Operations Centre's efforts. They provide knowledge of their home institution including roles, responsibilities, mandates and plans. At the regional level, the Federal Coordination Centre is established to respond consistently to the scope and nature of the emergency. During an incident, the Federal Coordination Group provides emergency management planning support and advice to the Federal Coordination Centre in a timely manner. The group gathers information for public communications products, advises Senior Officials on the public environment; supports public communications activities on the ground, and develops public communications activities and products for its respective institution. Each department should be prepared to initiate separate expenditure records and, if necessary, control system modifications, immediately upon receipt of information that an emergency has occurred and that it will likely be involved.
This review will include assessing the relevance of existing event-specific plans, developing new event-specific plans as required, and maintaining operational processes consistent with changes to departmental roles and responsibilities. Upon completion of the review process, primary departments will provide Public Safety Canada, Plans and Logistics Division with their updated ESF as per established timelines. Control exists within responding Commonwealth agencies and within responding state and territory agencies but does not extend between the two.
Being prepared requires planning based on thinking–thinking about the risks you face, the needs of your household and the way you and your family live and work day-to-day. Your family plan will help you at home and at work and does not have to be long or complex to be effective. It is best to know your risks now and plan according to your household needs before a disaster strikes.
Public Safety Canada Watch Officers and Senior Watch Officers staff the Government Operations Centre during non-emergency (day-to-day) operations. They are also responsible for briefing their home institution on developments related to the incident and its response.
However, the supporting federal department and the Regional Director keep each other informed of these activities. These records must be supported by detailed operational logs, and they must be co-ordinated between headquarters and regions. It also means thinking about how you want to live during the days immediately following a disaster when government and community services may not be available, for days or weeks.
Subject Matter Experts provide expertise in specific scientific or technological areas or aspect of the response. Departments may seek to recover these extraordinary costs through the process described in the Treasury Board guidelines referenced above.



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