Planning to secure your future!
The field of emergency management planning can be quite complex and requires consideration being given to many objectives and strategies.
Context & Framework: A holistic approach to the context of the planning process for a given situation.
The Structure: A number of Acts and Standards provide the structure for emergency management Australia.
Project Methodology: The business environment – human resources and physical infrastructure.
Establish Emergency Management Australia
Planning context framework
The field of emergency management Australia can be quite complex and requires consideration being given to many objectives and strategies. Nevertheless, it’s really just fitting the emergency management plan experience into a logical process that recognises guidelines and relevant legislative requirements.
In fact, nationally there are a number of Acts and Standards that provide the structure for emergency management. The positive aspect of these matters, like training of staff, ensures that managers who see this as a low priority. Know that ultimately they may be held responsible for incidents and safety issues if they don’t comply.
Furthermore, one of the reasons emergency management Australia can be seen as so complex is because whatever planning tools we use they must fit with a multitude of situations. Being about to contextualise is where theoretical standard integrates with a planners experience. In addition, taking a holistic approach to the concept and contextualising the planning process to a given situation.
Analysing the emergency management plan environment and its context
There are a number of potential interests, sensitivities for each given stakeholder within the emergency management training environment. The framework which planners work with must provide for a balance of expertise and the appropriate level of stakeholder representation.
Similarly, active listening plays an important part when these two groups or teams are providing context to a given scenario or planning outcome. The objectives and strategies of any plan must account for the requirements of the governance framework as well as being contextualised to the local environment. Likewise, emergency management planning in Australia provides this outcome as long planners recognize the requirements of both, framework and local environment.
REFINING OUTCOMES: More broadly there must be some consideration given to resourcing and providing services.
Develop agreed planning processes and methodology
When planners and business owners sit down to start projects relating to the local environment. Equally important and as a start point, consideration should be given to the feasibility of the project. Any practical constraints that will determine the emergency planning pathway for the respective business environment. Being human resources and physical infrastructure.
This is where a systems approach can reduce the disconnect between planners and the business owner. Therefore, in conjunction with each other the key performance indicators (KPI), accountability and decision making strategies may help stop misalignment of the objective.
Communication forms a very significant part of the process and allows emergency management planners to provide expert advice in consultation and with the approval of key personnel within an organisation. Again helping to contextualise the plan for the environment.
Of cause, as an emergency escalates the experienced emergency workers may be able to handle a ratio of 1:7. This is only likely when performing given activities on a weekly or even daily basis. Because emergencies are generally quite rare in businesses it would be likely that the ration could even be further reduced.
More broadly there must be some consideration given to resourcing and providing services. Also, defined in AS3745-2010 the Emergency Control Organisation (ECO) should be empowered with the tools they need and the emergency management plan is part of providing analysis to identify such needs.
Developing and refining emergency management Australia planning outcomes
We have gone over the concepts of emergency management projects. Indeed, we should now look at the development of real work workable outcomes. For example. When factors are glanced over or there is an identifiable disconnect between the planner and the stakeholders. There is always the chance that there will be gaps in the plan. Almost certainly leading to cost blowouts or even ineffective emergency incident preparedness, response and recovery.
Imagine, for example, say a fire warden was the designated first aider, fire warden and chief fire warden. Potential when roles are combined like this there is a lack of ability to perform to the required standard. Accordingly, there has been a large amount of research conducted on how many activities one can perform. As a result, the term “span of control” has become popular in business. To sum up, the ideal ratio is said to be 1:5 (one person responsible for 5 activities.
Contingencies will also form part of the analysis. Generally determining the scope and context for potential “what if scenarios”. Which if occur could place performance pressure on the ECO and may reduce their ability to protect life and property. Besides, this will probably be different for in most plans as it the analysis will be localized.
Local communities can also be impacted from incidents happen within a specific environment. After all, contingencies may also be part of this scenario.
Providing a formal approach to the documentation of emergency plans
The emergency management plan when developed should be documented using organisational standards. Ensuring that it is written appropriately for the audience it will be providing guidance. Certainly, if a given incident causes life loss or has the potential for life loss. The respective state coroner may want to view and analyse the emergency management plan.
There is no specific method of maintaining the document. Therefore if it complies to organisational standards, is very logical in its nature (layout and text). The document will be workable and relevant to an organisation.
Finally, a review will only enhance the emergency management plan and should occur yearly or after an incident occurs. Where more complex scenarios are possible it may be critical to review more regularly. Generally, reviews occur after exercises to refine.