...often times we fail to implement changes indicated as a result of the exercise. Why? One of the most significant reasons is lack of funding. That is why improvement planning needs to begin even prior to planning for a particular exercise. Rather, funding should be identified in the program management phase of the HSEEP cycle. Actually securing the funding, however, can be challenging. After-action reports from previous exercises can provide the greatest investment...
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...Abstract Businesses, both large multinational and small to medium, should take the threats and risks they could face seriously. Security Risk Management (SRM), Business Continuity Management (BCM) and Emergency Planning (EP) assist in achieving this by putting in place effective risk identification and management measures. Effective management of risk can make the difference between success or failure of business operations during and after difficult events. Threats can include man made threats, such as terrorist attacks, or naturally occurring threats such as earthquakes. Effective risk identification and management is essential to any business, especially with the current uncertainty in the world’s economic climate. In order for businesses to survive, during times of increased strain on business operations, it is essential that an alignment between security and business operations can be achieved. This can be achieved by the security department not only widening the remit to cover more risks, but changing how the department works and relates to the rest of the business; including shared responsibility for things such as Corporate Governance, Information Assurance, Business Continuity, Reputation Management and Crisis Management. The problem is security departments now have more responsibilities in an increasingly complex and fast moving world. Security Risk management is no longer an activity just for companies who work in high-risk areas or with exposure to significant...
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...resource management procedures that enable coordination among different jurisdictions or organizations * Scalable so it may be used for all incidents (from day-to-day to large-scale) * A dynamic system that promotes ongoing management and maintenance | * A response plan * Only used during large-scale incidents * A communications plan * Only applicable to certain emergency management/incident response personnel * Only the Incident Command System or an organization chart * A static system | Correct. Review the feedback below. When you are ready to proceed, click on the Next button. Review the correct answers below: CONSISTENT WITH NIMS: A jurisdiction is inventorying and categorizing resources (e.g, personnel, equipment, supplies, and facilities) to establish and verify levels of capability prior to an incident. Explanation: Inventorying and categorizing of resources is a critical element of preparedness because it: * Establishes and verifies the levels of capability needed based on risk and hazard assessments prior to an incident. * Identifies and verifies that emergency response resources possess the needed qualifications during an incident. NOT CONSISTENT WITH NIMS: To expedite NIMS compliance, a team has been tasked to complete a preparedness plan...
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...The Future of Emergency Management Jeffrey C. Jones Case Studies in Natural and Man Made Disasters Professor Charles Kocher July 16, 2012 Abstract Emergency managers have historically been just that, managers of emergency situations. As the field of emergency management changes, more and more emphasis is being placed on the prevention of the emergency all together. This paper will lay out the frame work of emergency management in terms of total reorganization. The current model although tweaked many times is still response heavy, the new model will be more prevention and mitigation based, as will call for the total overhaul of conventional emergency management. Introduction The American public as an expectation that be it private or government on any level professional responders and emergency managers should be capable of handling any and all types of emergencies. They have an expectation be it fair or not that these responders should execute these responses without error. This expectation is only further fueled by popular television programs that depict stoic emergency managers that handle the large events everyday. In addition to emergency managers the same could be said about military commanders, and political leaders. The odd coincidence is that this was also the key duty that emergency managers have always focused on. The thought was that if a manager handles the call or...
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...Theory and Practice to Emergency Management John C. Pine is the Director of the Disaster Science and Management, Professor-Research with the Department of Environmental Studies and Interim Chair of the Department of Geography and Anthropology at Louisiana State University in Baton Rouge, LA. (225) 578-1075 Email: jpine@lsu.edu httt://www.risk.lsu.edu Abstract This chapter takes a look at the impact that management theory and how the basic functions and practice of management as well as the role of the manager and approaches to management have contributed to the practice of emergency management. Current views of management theory stress the changing nature of the external environment and the need to understand and address these external forces for change. The contribution and role of systems theory and contingency theory to the emergency management process is stressed. Although some might view that we do not manage disasters, there is an overlap between the contribution of management theory and emergency management. Management theory stresses the need for effective planning to ensure that organizational goals are obtained. Emergency and crisis management emphasize that effective emergency response and recovery is based on good planning. Building sustainable organizations and communities is a common goal of both management and emergency management. Management and disaster-related issues and concerns along with strategies to improve emergency management practice from...
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...Theory and Practice to Emergency Management John C. Pine is the Director of the Disaster Science and Management, Professor-Research with the Department of Environmental Studies and Interim Chair of the Department of Geography and Anthropology at Louisiana State University in Baton Rouge, LA. (225) 578-1075 Email: jpine@lsu.edu httt://www.risk.lsu.edu Abstract This chapter takes a look at the impact that management theory and how the basic functions and practice of management as well as the role of the manager and approaches to management have contributed to the practice of emergency management. Current views of management theory stress the changing nature of the external environment and the need to understand and address these external forces for change. The contribution and role of systems theory and contingency theory to the emergency management process is stressed. Although some might view that we do not manage disasters, there is an overlap between the contribution of management theory and emergency management. Management theory stresses the need for effective planning to ensure that organizational goals are obtained. Emergency and crisis management emphasize that effective emergency response and recovery is based on good planning. Building sustainable organizations and communities is a common goal of both management and emergency management. Management and disaster-related issues and concerns along with strategies to improve emergency management practice...
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...GUIDE FOR MAJOR HAZARD FACILITIES: EMERGENCY PLANS Safe Work Australia is an Australian Government statutory agency established in 2009. Safe Work Australia consists of representatives of the Commonwealth, state and territory governments, the Australian Council of Trade Unions, the Australian Chamber of Commerce and Industry and the Australian Industry Group. Safe Work Australia works with the Commonwealth, state and territory governments to improve work health and safety and workers’ compensation arrangements. Safe Work Australia is a national policy body, not a regulator of work health and safety. The Commonwealth, states and territories have responsibility for regulating and enforcing work health and safety laws in their jurisdiction. ISBN 978-0-642-33376-6 [PDF] ISBN 978-0-642-33377-3 [RTF] Creative Commons [pic] Except for the Safe Work Australia logo this copyright work is licensed under a Creative Commons Attribution-Noncommercial 3.0 Australia licence. To view a copy of this licence, visit http://creativecommons.org/licenses/by-nc/3.0/au/ In essence, you are free to copy, communicate and adapt the work for non commercial purposes, as long as you attribute the work to Safe Work Australia and abide by the other licence terms. Contact information Safe Work Australia Phone: +61 2 6121 5317 Email: info@safeworkaustralia.gov.au Website: www.safeworkaustralia.gov.au Table...
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...Fundamentals of Emergency Management Independent Study 230.a January 14, 2010 FEMA COURSE OVERVIEW Unit 1: Course Introduction Introduction How to Complete This Course Unit 1 Objectives Course Objectives Case Study: Tornado in Barneveld, Wisconsin Your Place in the Emergency Management System Case Study: Hazardous Chemical Release Activity: Where Do I Fit? Unit 2: Overview of the Principles of Emergency Management and the Integrated Emergency Management System Introduction and Unit Overview FEMA Mission and Purpose Response Authorities History Principles of Emergency Management Recent Changes to Emergency Planning Requirements Why an Integrated Emergency Management System? Emergency Management Concepts and Terms Partners in the Coordination Network Activity: Partners in the Coordination Network Emergency Management in Local Government Activity: Where Is Emergency Management in My Community? Unit 3: Incident Management Actions Introduction and Unit Overview Introduction to the Spectrum of Incident Management Actions Prevention Preparedness Response Activity: Response Operations Recovery Mitigation Unit 4: Roles of Key Participants Introduction and Unit Overview The Role of the Local Emergency Program Manager State Emergency Management Role How the Private Sector and Voluntary Organizations Assist Emergency Managers Federal Emergency Management Role The National Response Framework Activity: Emergency Management...
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...Emergency Preparedness Planning Guidelines Version 3, October 2006 Table of Content Foreword 4 Part 1 - Introduction to Emergency Preparedness Planning 5 CARE Approach to Emergency Preparedness 5 Measurement of Preparedness 6 Emergency Preparedness and Contingency Planning 6 Emergency Preparedness Planning Steps 8 Writing and Distributing the Plan 8 Monitoring and Updating the Plan 8 Part II – The Written Plan 10 Executive Summary 10 1. Formation of Emergency Response Team 10 2. Information Collection 11 3. Country Office Capacity Inventory 12 3.1. Country Office Organization Chart 13 3.2. Country Office Human Resources 13 3.3. Country Office Physical Resources 13 3.4. Country Office Key Staff Contact Information 13 3.5. RMU, CARE Lead Member, and CARE International Key Contacts 13 3.6. In Country Coordination Mechanisms and Contacts 13 4. Risk Analysis 13 5. Scenario Development 15 5.1. Scenario 1 16 5.1.1. Scenario Description 16 5.1.2. Impact Analysis 16 5.1.3. Identification of Risk Reduction Measures 17 5.1.4. CARE Prevention and Mitigation Measures 19 5.1.5. CARE Response Strategy 19 5.1.5.1. Criteria for Engagement 20 5.1.5.2. Partnership Analysis 20 5.1.5.3. Geographical Focus 21 5.1.5.4. Objectives of CARE Interventions 21 5.1.5.5. Trigger Indicators 21 5.1.5.6. Key Interventions/Actions 22 5.1.5.7. Entry and Exit/Transition Strategy 24 5.1.6. Local Considerations 24 ...
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...Description of the Emergency Plan The City of Toronto Emergency Plan aims to assist local authorities and municipal services to deal with the emergencies and provide an efficient response to it. The Plan consists of 11 main sections that describe legal authorities, planning assumptions, the emergency management governance structure, hazard identification and risk assessment, preparedness cycle, concept of operations, recovery operations, and the revision history. Moreover, the Plan contains two sufficient documents, such as Emergency Support Functions (ESFs) and Risk-Specific Plans (RSPs) that outline the coordinated work of the authority of the city together with different agencies to ensure an effective response and recovery from a hazard situations. The first document depicts the organization of local bodies that have to guarantee the needed material and financial resources and staff when an emergency occurs while RSP includes hazard identification and assessment of the risks that may cause problems during an incident. The emergency planning document provides an expert guidance on the emergency management process for the local leaders, appointed officials, healthcare workers,...
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...organization to provide “information on resources and capabilities” to support the management team in developing the operations strategy. (Quick MBA, 2010 Strategic management [Online]) As a supply person, I am going to take our internal financial and administrate management for Emergency SOP as an example to demonstrate that the supply chain collaboration will shape and influence the organization’s operational strategy in long run. Emergency response is one of our organization’s core commitments to provide essential supplies to the venerable children and women in emergency affected area, like clean water & sanitation supplies, essential health and nutrition aid, educational and sport kits ect… However it is hard for us to response in the after-emergency critical period due to the limitation of working with counterpart and rigid internal procurement process. After-emergency rehabilitation and development used to be our operation strategy for many years. After lesson learned from 2004 Indonesia Tsunami and 2008 Sichuan earthquake, our organization would like to take more initiative role on fast response to the emergency situation. An internal financial and administrative option for FAST action in emergencies guideline was introduced to the organization whereas FAST stands for Flexible,...
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... | Table of Content Chapter Page 1. WHAT IS THE PROVINCIAL INCIDENT MANAGEMENT SYSTEM? 4 2. INTRODUCTION 5 3. CONCEPTS AND PRINCIPLES 5 4. OVERVIEW OF PIMS COMPONENTS 6 4.1. PREPAREDNESS 6 4.2. COMMUNICATIONS & INFORMATION MANAGEMENT 6 4.3 RESOURCE MANAGEMENT 6 4.4 COMMAND & MANAGEMENT 7 4.5 ONGOING MANAGEMENT & MAINTENANCE 7 5. COMPONENT 1: PREPAREDNESS 8 1) UNIFIED APPROACH 8 2) LEVELS OF CAPABILITY 9 6. COMPONENT 2: COMMUNICATION AND INFORMATION MANAGEMENT 16 7. COMPONENT 3: RESOURCE MANAGEMENT 23 a) CONCEPTS AND PRINCIPLES 23 1) Concepts 23 2) Principles 23 a) Planning 24 b) Use of Agreements 24 c) Categorizing Resources 24 d) Resource Identification and Ordering 24 e) Effective Management of Resources 24 8. COMPONENT 4: COMMAND & MANAGEMENT 25 a) INCIDENT MANAGEMENT SYSTEM 25 b) MANAGEMENT CHARACTERISTICS 26 9. PIMS AND ITS RELATIONSHIP TO THE PROVINCIAL DM FRAMEWORK 28 |Distribution | At this stage limited to GPG OPS Workgroup members |WHAT IS THE PROVINCIAL INCIDENT MANAGEMENT SYSTEM? | The Provincial...
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...Communications of the IIMA 25 2006 Volume 6 Issue 2 Disaster Planning and Management Holmes E. Miller Muhlenberg College, Allentown, PA 18104 Kurt J. Engemann Iona College, New Rochelle, NY 10801 Ronald R. Yager Iona College, New Rochelle, NY 10801 ABSTRACT Recent events such as hurricanes, tsunamis, earthquakes, power outages, and the threat of pandemics have highlighted our vulnerability to natural disasters. This vulnerability is exacerbated by many organizations’ increasing dependence on computer, telecommunications, and other technologies, and trends toward integrating suppliers and business partners into everyday business operations. In response many organizations are implementing disaster recovery planning processes. In this paper we discuss how to identify threats and scenarios; how to articulate the disaster recovery strategies; and four elements of the generic disaster recovery plan: Mitigation, preparedness, response, and recovery. We then provide examples of software that can help disaster recovery professionals in the planning and implementation process. Finally we present some trends that will reinforce the criticality of the issue. Keywords: Disaster Recovery Planning; Business Continuity Planning; Risk Assessment INTRODUCTION Several major natural disasters that have occurred in the past few years have placed disaster management on the front pages: The Tsunami of late 2004, Hurricanes Katrina and Rita, and the earthquake in Pakistan in 2005 affected both...
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...Developing and Implementing the Plan Emergency managers at all levels spend an enormous amount of time planning for the next disaster event. The time invested will help to prepare the whole community better when the emergency operations plan is ever needed. Planners realize how critical plans is when there is a disaster. Plans help the community during the entire process of the event. They will increase response times and will speed up the recovery process. The understanding of a good emergency operations plan is to save people’s lives and protect property. Having a well thought out plan in place will benefit the whole community. Mitigation Strategies The Federal Emergency Management Agency (FEMA) suggests that all emergency managers follow the guidelines designed in the Comprehensive Preparedness Guide (CPG) 101 when developing a plan (Federal Emergency Management Agency, 201 para 1). The framework of an emergency operation plan consists of goals, actions, and the action plan. The purpose of a plan is to identify the risk...
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...important part of disaster preparedness is planning in advance, and contingency plans are the most reliable way of accomplishing this. Contingency plans can be defined as “planning activities related to a site-specific threat that may occur at any time” (Vennema, 2007, p. 138). Different disaster planning and contingency plans will be needed depending on geographical location such as hurricanes in the southern region, earthquakes in the western region, and severe snow storms in the northern region. In the case study reviewed, a nurse who has just arrived for a 12 hours shift was concerned about the forecasted blizzard that was expected to bring two to three feet of snow in the next twelve to eighteen hours. Other nurses begin to get anxious and ask about contacting the nursing supervisor to seek strategies to ensure adequate staffing for patient care in the morning. Leadership within the healthcare facility should be cognoscente of the impending blizzard, and a contingency plan should be utilized to guarantee harm reduction during this internal/external disaster threat. Careful organization of contingency plans is necessary if those involved in a disaster are to respond effectively. “The most important aspect of disaster management is planning in advance” (Vennema, 2007, p. 138). Therefore, a contingency plan for external/internal disaster should be created and implemented long before the event occurs. Unfortunately, while the planning phase should be considered the most important...
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