Emergency Operation Management The work of an emergency plan is to provide a basic operation system that responds to an emergency that is a threat to any organization. It records information necessary for continuing any operation. Survival cannot be defined as getting out of an immediate emergency, it also means maintaining financial stability and competitive position of any organization immediately and it continues long after an emergency. Uniqueness requires an emergency operation plan, detailed guide for time and considerable stress management (Eugene, 2007). The logic of decision making does not replace common sense; all problems cannot be accounted for by any action plan.
However, a plan prepared and maintained well should significantly enhance the ability to respond to reduction in potential loss and emergency. The planning process result is a written record of information related to an emergency management plan; it approves the plan and gives required authority policies structure, procedures and other resources that guide an organization on an emergency. They contain common components. Components of an emergency plan are as follows: Policy statement Emergency plan should have a policy established in the development process.
Policy should be communicated from the senior officers of the organization. It should indicate clearly the mandate of the preparation and the implementation of the emergency plan, list of specified goals and objectives of the organization. Responsibility and authority Broad responsibility describes the policy statement; it must specifically list positions designated to the active plan, and conditions set to authorize and trigger plans activation. Responsibility and emergency plans must be discussed in details. Information distribution procedures The plan should discuss all possible methods to communicate if an emergency occurs. It should also define the mode of communication the employees should use to respond to the emergency, and also the process of delivering the information and where to deliver it (John, 1991). Preparedness checklist The plan must address a specified emergency and how to handle it.
It should also include both minor and serious emergencies at sites and community events. Each organization should have a checklist covering a variety of emergencies and their control measures. Response checklist It should include a response check list for each emergency. The steps should be sequential and continuous from the preparedness phase to the emergency response.
All vital records should be given a priority. It should also indicate when an emergency was upgraded. Continuity of authority In any occurrence of a loss of one or more leaders in a disaster, the remaining executives should be prepared to assign a temporary authority. The plan should include clear statements of the authority chain to avoid development of organizational crisis. Plan testing Exercising an emergency management plan takes place in two stages: testing during development and after the periodic testing once it is in place.
It is done to ensure the plan is functional. Testing a plan has various objectives and goals (Mark, 2005): Revealing the weakness of the plan Identifying personal and material shortage Improving coordination within an organization Helping to create confidence among leaders Helping in personal understanding about the roles and responsibilities Enhancing the overall response capabilities Evaluate and critique the exercise All participants should always conduct a post exercise critique; it helps to understand the weakness of any emergency plan. It should also indicate lessons learned from pervious activities. Most comprehensive plans have gaps and deficiencies, so they are tested and modified accordingly to make sure the effectiveness is improved.
References Eugene, C. (2007). Emergency plan. New York: Joint commissioners. John, K. (1991). Emergency management. Baltimore: Department National Fire Academy. Mark, M. (2005). Operational management. Michigan: Federal Aviation Administration.