Emergency operations plan (EOP) is a program that is developed to alleviate the harm of likely events that could put the function ability of an organization in jeopardy. They are the activities that set up the mode of being ready to counter the utmost occurrence that could affect the community. Furthermore, an EOP upholds the capacity of healthcare organizations to relate information with the resource allocation externally during an episode. It includes measures that are meant to provide personnel and property safety and means of assessing an incidents severity and the steps towards the elimination of the problem.
According to NORC Center for Public Affairs Research (2013), communication is an essential element of emergency operations plan. There should be open lines of communication set up beforehand which is done by developing substantial communications programs and establishment of protocols within an organization. Adoption of the communication component will prepare the members for what to do when an incident occurs, who they should run to or communicate with and the direction to move to at the moment. The approach minimizes confusion in an inappropriate event because if the group is confused, there will be commotion which can cause more harm. Specifically, in an organization, the workers should be aware of the sound the building alarm produces when it indicates danger which means that they should evacuate the building (AFSCME, 2016). Right after a disaster communication facilitates the connection of the affected people with support systems and family members. As a result of this, the victims can communicate with the concerned individuals to inform them of their situations, and this prompts timely action.
The purpose of an after action report is to give a chance for all those involved in the exercise to single out the areas in the existing emergency response plan that needs to be changed or improved. Notably, the individuals give views after thoroughly analyzing the current emergency management plan. Consequently, the individuals propose ways on how to improve the emergency master plan and capture and apprehend the lessons learned. Evergreen emergency operations center formulated an after action report on a functional exercise they conducted in the City of Seattle that gave an opportunity to test the extended response stage ideas of the Emergency operations center. The exercise also presented a platform for testing the ability of the center to relate and coordinate with Federal agencies and state within the region. Fundamentally, one of the identified issues was the inability to comprehend Federal resources and their associated capabilities. The solution that was recommended was for the center to develop a program that is appropriate for delivering information on the primary Federal Resources and then hand it over in a Data Management Committee meeting in the future (City of Seattle, 2012).
Time is a regulatory standard that has a great impact on disaster response. It is an essential element to disaster response in that if the shortest time is taken to respond to an emergency it can reduce the chances of causing damage (ERCM TA Center, 2007). Illustratively, in case the incident requires a fast action, the time taken for the detection of the danger to the point of response determines the safety of the individuals. Time taken is coupled up with the effectiveness of the communication pattern. Therefore, if the time policy is adhered to, the chances of an adverse impact of incidences will be minimal.
AFSCME. (2016). Elements of an Emergency Action Plan. AFSCME.
City of Seattle. (2012). After Action Report & Improvement Plan (pp. 15-24). City of Seattle: Evergreen Quake.
ERCM TA Center. (2007). After-Action Reports: Capturing Lessons Learned and Identifying Areas for Improvement. LESSONS LEARNED From School Crises And Emergencies, 2(1), 1-6.
NORC Center for Public Affairs Research. (2013). COMMUNICATION DURING DISASTER RESPONSE AND RECOVERY (pp. 1-2). Chicago: AP.