Planning process overview
The planning process described in this subject is a series of rational steps that can be followed to produce an emergency management plan. Each of these steps involves the application of management tools that are used in many professional fields.
During your research and studies in this topic you may come across a variety of emergency management plans that have been developed within different areas of the emergency management or allied industries. You will probably find that they all differ in some way, be it content, formatting or focus. This is quite acceptable, given that emergency plans should be developed specifically for the communities that they relate to and the risks that those communities face. Generally however, an effective emergency management plan will contain strategies and information related to a number of key, essential considerations. Unfortunately, due to the time constraints imposed by the academic study program, you don’t have the time available in this subject to be able to develop comprehensive strategies to address all risks for all aspects of your chosen communities. We have therefore focused our attention in these key, essential areas that should be addressed in all emergency management plans. In doing this, we have provided you with the foundations for ongoing development of more comprehensive emergency management plans.
Figure 2.1 illustrates the planning process that we will be using and that follows the general planning principles and process contained in your text Emergency Planning (EMA, 2004). Each step is defined briefly in the following notes. The steps are further described in subsequent topics.
Figure 2.1: An emergency management planning process
Parts of the process
Let us look briefly at each part of the emergency management planning process.
Project definition is about determining the aim and objectives of the emergency management plan, and deciding on the tasks you will be performing and the resources needed to perform them. You also need to determine the scope of your plan. The planning objectives developed by your hazard analysis should be considered.
The formation of a representative planning group is essential to emergency management planning. Without such a group it will be difficult, if not impossible, to gather the required information and to gain the commitment of key players. You will need to review the planning group that you used to develop your hazard analysis.
Potential problem analysis is a method of further examining hazards, their causes, possible preventative and contingent actions, and trigger events for contingent actions. It will provide information for your resource analysis.
The resource analysisasks: what resources (broadly defined) are required, what do we have, what is the variation between requirement and availability and how do we fix this?
A description of roles and responsibilities outlines who does what.
The management structureconcerns the command of individual organisations and control across organisations.
Developing arrangements and systems concerns establishing an emergency management framework, if one does not already exist. This framework relates to prevention and preparedness policies, and response and recovery arrangements.
Documentation must be begun with the first steps of this process—if you begin writing down your decisions and the information when you have finished the process, you will find that you have forgotten many vital points.
Communication and consultation are essential in the planning process, as they were in the risk assessment process. We need to ensure that stakeholders are consulted with in order that their concerns are addressed during the planning process.
Regular monitoring and review of plans ensures that plans are up-to-date, appropriate and effective. Plans are dynamic documents and the planning process is continuous. It is appropriate to review plans following operations, exercises, at regular intervals and when significant changes to hazards, risks and the community occur.