Disaster Management Plan

Disasters affect property and live regardless of whether it is human-made or natural. It leads to devastation through series of disastrous sequences hence changing economic and social contexts of the communities affected. Disasters are hard to predict when they will occur, difficult to prevent as well as controlling. They pose a challenge to both the responders and the concerned people since they require planning and implementation procedures for the laid strategies. Therefore, is clear that disasters come up with overwhelming trials in the perspective of its effects on the victims and the skill paucity they pose to the responders of the calamities. However, to carry out a relevant and informed response, it is vital to organize, design and implement a proper procedure that would cater to the deficiency of the skill of some entities involved in the response-despatching mission by formulating a management plan.

Setting such strategies and implementing them will ensure a smooth and credible response which will prevent the escalation of disaster through mismanagement of the procedures to be followed. In this write-up, I will consider a management plan laid down and implemented on a Suburb Mall explosion in Transville and how it applied the aspects of an excellent emergency and disaster management approach (McEntire, 2014). The plan is critically designed with a focus on creating a situation whereby there is a crucial consideration in the process of assigning specific areas of responsibility. Being a strategy designed to respond to an explosion, the management and driving force behind the accomplishment of the proposal made clear distinctions between the people to whom certain duties should be assigned. Firefighters were considered for the task of putting out any possible fires and eliminate the risk of fire damage. In addition to this, medical professionals were involved in the plan and assigned to the duty of administering health care services to the victims of the explosion and the casualties. In addition to this, the law enforcement units especially the FBI were called upon and given the responsibility of identifying whether the blast was an incident of accident or criminal activity (Bye, 2013).

Moreover, counselors and other cerebral critique team were called upon and asked to administer counseling to the first responders of the incident to counter the effects of stress and trauma. The plan critically addresses the aspects of communication, mitigation, preparedness, response, and recovery. The strategy addresses the aspect of communication in a context that it features all the involved responders in a combined cycle that allow for effective communication in accomplishing the assigned responsibilities. The state of connection has been administered in such a way that, only critical information is passed to the public while sensitive and confidential information is only in circulation among the people with various responsibilities in the response area. The plan addresses the mitigation approach by ensuring all the critical and relevant agencies are involved and assigned their respective responsibilities in the field of reply. It also shows preparedness in the way the different companies are organized and coupled into one structure under the same command for the achievement of a common goal of responding to the disaster.

Moreover, its response is structured in such a way that it meets the requirements of any emergency response elements by putting into consideration a procedure that deals with immediate danger first, administers a process that identifies the primary cause of the catastrophe, deals with an impending danger and lastly launches the recovery activity. The recovery is managed in such a way that it takes into account the loss caused to physical and intangible elements affected by the disaster. Therefore the recovery is structured such that it aims at bringing into administration the physical property loss and future elementary considerations as well as deals with human effects, emotional and mental distress (Alexander, 2012). The plan integrates all its actions and approach into a structure like organization. It provides an organization that is organized to operate in collaboration with a common goal. All the agencies that are involved in the management activities are brought together under a joint command and responsibility assignation staff (McEntire, 2014).

They are put into operation such that they complement each other in the duties that they undertake. In that context, the plan binds the agencies into a common state that seeks to combine efforts that lead to the achievement of the response rationale of the emergency response administration. The program adopts a strategy that brings in all the stakeholders in contributing to the outcome of the disaster management. The internal communication strategy employs a lot of openness and a free environment where all the stakeholders who are participating in the response activities bring in their feedback on a common platform. Through this, there is the hope that a critical insight will be launched to the in-depth of the disaster and complement comments supplemented on what already has been achieved by the individual agencies. In addition to this, the communication with external stakeholders is made confidential with the aim of reaching success through secrecy and welcoming of any relevant information to the management activities. In that context, therefore, interviews are conducted under private grounds where necessary information is collected (Bye, 2013). Based on observation about the plan, I would say that it critically satisfies all the elements of a good plan. The plan is very thorough in dealing in with all the aspects that are required for the emergency and disaster management.

The strategy administers all the requirements in an emergency management field. It addresses the communication in such a way that the information needed in the accomplishment of response (Alexander, 2012). Moreover, the plan incorporates all the aspects of a good organizational structure that directs efforts to a common goal and maintains an atmosphere of simple approach where all the communication is aimed at keeping either acknowledge ility of events or confidentiality between the external and internal stakeholders. In that context, therefore, the plan critically meets all the elements of a sound emergency and disaster management components for any organization.

References

Alexander, D. (2012). Principles of Emergency Planning and Management. Edinburgh: Dunedin Academic Press.

Bye, P., National Research Council (U.S.)., National Cooperative Highway Research Program, American Association of State Highway and Transportation Officials, & United States. (2013). A pre-event recovery planning guide for transportation. Washington, D.C: Transportation Research Board.

McEntire, D. A. (2014). Disaster response and recovery: Strategies and tactics for resilience. Textbook of modern toxicology, A. (2013). Hoboken, N.J: Wiley.