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Manmade disaster management
Boston Marathon Bombing research paper
Manmade disaster management
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Continuity of Operations Planning is the process whereby ABC University ensure the continued performance of critical operations when confronted with adverse events such as natural disasters, technology failures, human errors or terrorism. The objectives of the continuity of operations plan are to minimize loss to ABC University, continue to serve its students and maintain administrative operations. This is accomplished through the development of plans and procedures to provide secondary options including alternate sites, personnel, resources, interoperable communication and vital records.
FEMA (2013) offered the following statement in regards to continuity planning:
The lessons we have learned from such catastrophic events as Hurricane Sandy on October 29, 2012, and the Boston Marathon Bombing on April 15, 2013, demonstrate the need to reemphasize continuity as a “good business practice” to be incorporated into day-to-day planning, in order to reduce vulnerability and ensure continuity. (Cite CGC 1 P2)
ABC University has an obligation to protect and provide for students, faculty, staff, and all others on its campus in the event of a major interruption to the operations of the university. These obligations does not stop at the university level. Each Department on campus is further responsible to be able to meet its individual obligations. These responsibilities include the capacity to provide the services in order to ensure the essential functions critical to the operations of the university. Should an event or disaster occur that interrupts the normal operations each department shall be ready to respond and minimize the impact to the university. Failure to have a comprehensive continuity plan could possibly lead to interrupti...
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...ve the plan in order to mitigate down time for future events (Notes W3 P24, CGC1 P N-2).
COOP Planning Team
Creating a continuity of operations plan is too big a task for one person to accomplish, so it's important to build an effective team to shoulder the responsibility. Creating teams ensures that most areas are represented in the Continuity of Operations project. The project then draws from several levels of varied expertise, increases the level of participation, and gains more support. Teams also provide a redundancy ensuring that no one individual, when needed, becomes a single point of failure. A long term benefit of the team approach also ensures that knowledgeable personnel are available to do assigned critical tasks and train future team members. In the following sections the responsibilities of both the senior leadership and the team will be discussed.
.... The lessons learned from the many events will provide an extensive knowledge base and benchmark that all emergency managers can draw from to better position citizens for survival of large scale evacuations and sheltering events.
The National response plan outlines four key actions the disaster coordinator should take. They are gaining and maintaining situational awareness, activate and deploy key resources and capabilities, coordinating response actions and demobilizing. Throughout the response it is essential that responders have access to critical information. During the initial response effort the situation is will change rapidly. Situational awareness starts at the incident site. For this reason it is essential that decision makers have access to the right information at the right time. By establishing an Emergency Operations Center (EOC) all key responders are brought ...
After the attack, the United States hastily constructed the Department of Homeland Security and downgraded FEMA, whose main duty was civil protection. This attracted criticism from some public administration experts that the U.S. government concentrated too much on terrorism…[After Hurricane Katrina] Critics… charged that too many government officials were not familiar with the “National Response Plan” which was implemented in December 2004 after 9/11 terrorist attack. Planning and training for large natural disasters were insufficient after the implementation of the plan. In short, too great a focus on counter-terrorism undermined capacities for natural disaster mitigation, response, and recovery in the post-9/11 United States (para. 7,
control to ensure the company is not overextended should a severe economic downturn occur the plan period.
“Operational design is a journey of discovery, not a destination.” Operational design provides a framework, with the guidance of the Joint Force Commander (JFC), that staffs and planning groups can use to give political leaders, commanders, and warfighters a comprehensive understanding of the nature of the problems and objectives for which military forces will be committed, or are planned to be committed. Furthermore, operational design supports commanders and planners to make sense of complicated operational environments (often with ill-structured or wicked problems), helps to analyze wicked problem, and devise an operational approach to solve the problem in the context of the operational environment.
I asked Ms. Lyons: What parts of planning are most likely to require a back-up plan and explain why? Her belief is organizations may need to prioritize different areas more than others due to what field the business is in and also consider what processes or units might be used more. Think of total company equipment failure versus needing coverage for an employee that took a sick day. The SWOT analysis is a technique that could be used identify key steps to developing a contingency plan. Analysis recognizes strengths and weaknesses and examines potential opportunities and threats. A company can manage and eliminate threats better that they might otherwise be unaware of. Particularly it helps to unfold opportunities able to use to their advantage. The strategy can provide helpfull data coincides with resources and abilities of the environment in which the business operates. The situation in the SWOT consists of an internal environment which covers weaknesses and strengths. Whereas, the external analysis examines opportunities and threats. So, there is a four-step process you can use to prepare a contingency plan for your business Strength, Weakness, Opportunity and Threats. Strengths would be characteristics of the business or a team that give it an advantage over others in the industry. This can include attributes, internal to an organization. Beneficial aspects of the organization or the capabilities of an organization, process capabilities, financial resources, products and services, customer goodwill and brand loyalty. A weakness is an element that places the organization at a disadvantage compared to others. Detract the organization from its ability to attain the core goal and influence its growth. Weaknesses are the factors which do not meet the standards we feel they should meet.
Within the operations function there is an operations section chief and his or her job is to directly supervise all operations of branch, division, group and air operations personnel. He or she develops the operations portion of the IAP. Most of the incident personnel assigned to the incident work under the operations section. The planning function is gather and evaluate all the information that is needed to prepare for the action plan. The planning sections forecasts the probability of events course of actions so there can be an alternative plan in case the original plan has gone wrong or incorrectly
Operations management strategies play an important role in any organization to achieve organizational goals. An organization uses these operations strategies to maintain and control all its operations...
Companies are always looking for ways to make sure an operation runs continuously no matter what the obstacles are. Contingency is like a mechanist using oil to ensure that the machine runs smoothly. Doing the right thing involves a series of complex contingency plans. There is no one answer to the issue because variables are constantly changing. When the
Studying pre-existing models of operations management may be a smart approach to truly understand this field. But since technology is advancing by the minute, new concepts, and tools should be adapted for operations management. The book titled Operations Management strategically explains the different concepts, divisions, and approaches to operations management. References Encarta (2005) Definitions of Operations Management. Retrieved September 15, 2005.
Disaster Recovery Planning is the critical factor that can prevent headaches or nightmares experienced by an organization in times of disaster. Having a disaster recovery plan marks the difference between organizations that can successfully manage crises with minimal cost, effort and with maximum speed, and those organizations that cannot. By having back-up plans, not only for equipment and network recovery, but also detailed disaster recovery plans that precisely outline what steps each person involved in recovery efforts should undertake, an organization can improve their recovery time and minimize the disrupted time for their normal business functions. Thus it is essential that disaster recovery plans are carefully laid out and carefully updated regularly. Part of the plan should include a system where regular training occurs for network engineers and managers. In the disaster recovery process extra attention should also be paid to training any new employees who will have a critical role in this function. Also, the plan should require having the appropriate people actually practice what they would do to help recover business function should a disaster occur. Some organizations find it helpful to do this on a quarterly or semi-annual basis so that the plan stays current with the organization’s needs.
Schonberger, R.J. and E.M. Knod Jr. Operations Management: Continuous Improvement. Richard D. Irwin, 1994, p. 44. 16. Selto, F.H. and D.W. Jasinski. "
In order to fully understand the concept of a contingency plan, there are a few aspects which need to be explored. We must first define what a contingency plan is, followed by an explanation of why contingency plans are so valuable. Furthermore, an analysis of the implementation of contingency plans should be performed. Lastly, a comparison of such plans from other industries should be done, in order to comprehend the differences in both purpose and criteria.
Operations management focuses on managing the processes of producing and distributing products and services. Operations activities often include product creation, development, production and distribution. It deals with all operations within the organization. Related activities include managing purchases, inventory control, quality control, storage, logistics and evaluations. The nature of how operations management is carried out in an organization depends very much on the nature of products or services in the organization, for example, retail, manufacturing, wholesale, etc.
Of the four phases of emergency management, mitigation, preparedness, response and recovery, perhaps the place that individuals can make the biggest difference in their own state of resiliency and survival of a disaster is in the preparedness phase. Being prepared before a disaster strikes makes sense yet many people fail to take even simple, precautionary steps to reduce the consequences of destruction and mayhem produced by natural events such as earthquakes, volcanos and tornados (see Paton et al, 2001, Mileti and Peek, 2002; Tierney, 1993, Tierney et al, 2001).