Special Alarm Planning
No matter how far-reaching an incident's effects:
We think further ahead.
Plan proactively.
Protect sustainably.
Special alarm planning is an effective tool for municipalities within districts, independent cities, and districts to prepare in a targeted manner for incidents.
Scenarios characterized by high probabilities of occurrence or significant damage potential, such as widespread, long-lasting power outages or flood events, require precise planning and coordinated cooperation among various actors. In crisis management teams and decision-making bodies, so-called high-risk decisions must be made under time pressure, which places significant challenges and immense pressure on those responsible.
The diagram “Cascading Effect of a Prolonged Power Outage” shows a
stair-step chain of subsequent events. A vertical axis on the left
is labeled “Timeline” (arrow pointing down) and clarifies that
the events occur sequentially over time. Each link in the chain is a
bar with text and an associated icon; arrows connect the steps in the
sequence.
Chain of events from top (early) to bottom (late):
1. Power outage
2. Gas stations fail
3. Refueling no longer possible for logistics companies / private individuals
4. Personnel / deliveries to pharmacies fail
5. Lack of medication
6. Population suffers from undersupply of medication
7. Chronic diseases worsen
8. Need for medical care in hospitals increases
Key message: A single initial event (power outage) triggers a cascade of subsequent problems over several stages
which ultimately – with a time delay – heavily burdens the healthcare system. Such cascading effects are a central reason for
proactive special emergency planning.
Cascading Effects
Furthermore, it is often necessary to consider cascading effects, where the impacts of a scenario, such as supplier failures, difficult logistics, or limited personnel availability, cause secondary problems. These problems do not arise from direct impact but are nevertheless attributable to the original scenario.
Special Emergency Plans
Special emergency planning provides decision-makers and emergency forces with fundamental measures and guidance to ensure effective and coordinated management of the situation.
In addition, necessary actors are identified, communication structures are defined, and, if applicable, preliminary planning for the distribution of available resources is carried out.
Specific design.
Concrete assistance.
Special emergency planning represents a course of action specifically tailored to the client, aiming to support the processing and optimal management of impending challenges.
Due to diverse structures and requirements, assistance can be part of the special emergency plan in various forms and for various actors.
Possible forms
e.g.:
- Flowcharts and process maps
- Checklists
- Time- or responsibility-sorted instructions
Possible Actors
e.g.:
- Administrative Staff
- Operational-Tactical Staff
- Emergency Services
- Control Center
- Critical Infrastructure Operators
- Individual employees or specific employee groups
- Chief Administrative Officers
- Various administrative departments, etc.
The diagram is a networking or communication diagram. It shows the entities involved in
crisis/disaster management (as labeled boxes) and
the channels through which they communicate with each other. The connecting lines are color
coded; the colors are explained in a legend:
– Blue: Digital radio
– Red: Satellite phone
– Yellow: Liaisons
– Dark green: Situation report
– Light green: Notice / verbal
Involved entities (boxes), roughly from top/superior to bottom/executing
or towards the population:
– State Disaster Protection Staff
– Neighboring districts / cities
– City Disaster Protection Staff
– Network operators
– Police control center
– FW / RD Control Center (Fire Department / Rescue Service Control Center)
– Rescue service vehicles
– Technical Operations Management (TEL)
– Local Operations Management
– Fire department vehicles
– Reporting points / beacons
– Information points
– Population
Key communication relationships:
– The State Disaster Protection Staff is connected to the City Disaster Protection Staff via
the satellite phone (red); the latter is additionally connected via
liaisons (yellow).
– Neighboring districts / cities are connected via satellite phone (red).
– The City Disaster Protection Staff, the FW/RD Control Center, and the Technical
Operations Management (TEL) are networked via digital radio (blue); liaisons
(yellow) lead to the TEL.
– The network operator is connected to the FW/RD Control Center via satellite phone
(red); liaisons (yellow) lead to the Police Control Center.
– The FW/RD Control Center is connected via digital radio (blue) to the Police Control Center, the
rescue service vehicles, and downwards to the reporting points/beacons
.
– The TEL is connected via digital radio (blue) to the Local Operations Management and the
fire department vehicles.
– From the reporting points/beacons, connections lead via notice/verbal
(light green) to information points and to the population; information points and the population
are also connected to each other via notice/verbal (light green).
Key message: The diagram illustrates that in a special emergency/crisis, many entities
must be networked via different, partly fail-safe communication channels –
from the superior staff level via satellite phone and liaisons, through
the digital radio of emergency forces, to informing the public via
reporting points, information points, and notices.
Organize collaboratively.
Act purposefully.
We consider interdisciplinary networking and the collaborative pursuit of pre-agreed goals essential for successfully and appropriately managing crises and disasters that extend beyond everyday challenges. Every crisis and disaster has different impacts on administration, emergency services, involved actors, and the population. Therefore, the application of special emergency plans and the adequate consideration of scenario-specific particularities offer a significant advantage over generalized preparations.
What we can do for you:
We identify the necessary stakeholders and initiate mutual exchange. All are actively involved in the planning with their resources and needs.
We create preliminary planning for adapting internal structures, such as crisis management teams.
We assist in determining necessary core tasks.
We identify and plan communication requirements.
We develop checklists and flowcharts for simplified situation management.
We detect cascading effects and further impacts of the scenario.
We consider the effects on third parties that lead to necessary actions by the municipality (e.g., critical infrastructure and hazardous incident facilities).
Your big PLUS
Contact person
Simon Zens
Our clients
Districts and Independent Cities
Cities and Municipalities
Operational Planning
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