Comprehensive Preparedness Planning

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Comprehensive Preparedness PlanningFurthermore, many initiatives have qualities that arerelevant to both prevention and operational response,and this illustrates that there is no sharp lineseparating the two preparedness planning areas.A mobile generator can for example simultaneouslybe viewed as a preventive measure to limit theconsequences of a power outage and as a piece ofequipment to be deployed as part of the operationalresponse to a power outage.Similarly, prevention should, as far as possible, beconsidered on equal terms with quality standards,cost efficiency, etc., in the organisation’s variousother planning activities. In for example a municipality there will be numerous activities whereconsiderations about prevention are relevant. Examples include everything from the day-to-daycrime prevention collaboration between schools, social services and the police, to the currentefforts to include calculations of future climate changes into municipal zoning plans for urbanand rural areas.18
Training5 TrainingThe organisation must ensure that the people, who area part of its emergency preparedness, possess thenecessary competences to perform their emergencypreparedness tasks. This applies to all employeesregardless of their specific functions.To ensure that relevant competences are developedand maintained, the organisation’s management andpreparedness planners should systematically considerthree questions:••Which competences should the organisation haveat its disposal?••Who among the employees should be trained/improve their competences further?••How should the training/competence improvement be conducted andsustained?5.1 Which competences should the organisationhave at its disposal?The organisation should first acquire a general overview of competences it must have at itsdisposal in connection with preparedness planning and crisis management. This includes considerationsabout whether people with these competences must be employed directly in theorganisation or if the competences can be procured from external sources.The organisation might on this basis create a dedicated training programme. Such a programmecould for example include a catalogue of training activities offered to employees.As a starting point, all employees involved in the emergency preparedness should have solidknowledge of the organisation’s preparedness policy, preparedness programme and generalcrisis management plan. In this respect, special emphasis should be on employee awarenessregarding the crisis management unit and the procedures for the five core tasks of crisis management(read more in Chapter 8). Some functions in the organisations emergency preparednessmay demand that certain employees have security clearances from the authorities.For some employees it is relevant to supplement the general training with more specialisedtraining courses. For people with specific tasks during crisis, relevant course topics may forexample include:••Strategic/operational/tactical crisis management.••Staff participation.•• Use of relevant information technology for crisis management.19
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