HSM 315 Week 2 Assignment plus Discussions

HSM 315 Week 2 Assignment: Outline of Final Paper

---

HSM 315 Week 2 Discussion 1 – Protection in Place versus Evacuation: Describe two advantages and two disadvantages to choosing protection in place versus an evacuation. In your opinion, do you think it is better in most circumstances to protect in place or evacuate those in danger from natural disasters? What are some of the considerations in making this decision?

Permalink: https://collepals.com//hsm-315-week-2-a…plus-discussions/

---

HSM 315 Week 2 Discussion 2 – Structuring Emergency Operations Plans: What are the common characteristics between emergencies and what are common differences that must be addressed to provide an effective response? Explain why adopting emergency plans from other locations and planners is or is not a good practice? Describe the potential pitfalls planners in a municipality or facility are likely to encounter by not engaging in their own emergency planning process.

(HSM 315 Week 2 Assignment plus Discussions)

HSM 315 Week 2 Assignment plus Discussions. Homework Solutions.   Course Assignments. Ashford University Co    

 

You must proofread your paper. But do not strictly rely on your computer’s spell-checker and grammar-checker; failure to do so indicates a lack of effort on your part and you can expect your grade to suffer accordingly. Papers with numerous misspelled words and grammatical mistakes will be penalized. Read over your paper – in silence and then aloud – before handing it in and make corrections as necessary. Often it is advantageous to have a friend proofread your paper for obvious errors. Handwritten corrections are preferable to uncorrected mistakes.

Use a standard 10 to 12 point (10 to 12 characters per inch) typeface. Smaller or compressed type and papers with small margins or single-spacing are hard to read. It is better to let your essay run over the recommended number of pages than to try to compress it into fewer pages.

Likewise, large type, large margins, large indentations, triple-spacing, increased leading (space between lines), increased kerning (space between letters), and any other such attempts at “padding” to increase the length of a paper are unacceptable, wasteful of trees, and will not fool your professor.

The paper must be neatly formatted, double-spaced with a one-inch margin on the top, bottom, and sides of each page. When submitting hard copy, be sure to use white paper and print out using dark ink. If it is hard to read your essay, it will also be hard to follow your argument.

 

 

ADDITIONAL DETAILS 

Structuring Emergency Operations Plans

Introduction

The Emergency Operations Plan (EOP) is a critical part of an organization’s emergency response plan. A well-designed EOP will inform personnel when, where and how to respond during an emergency. You should have a plan that meets your organization’s needs and the requirements of relevant authorities.

Designate a public information officer and a media liaison.

Designate a public information officer and a media liaison.

The PIO is responsible for disseminating information to the public, while the ML will be responsible for disseminating information to the media. The PIO should be someone who has experience with working in crisis situations and comfortable speaking on camera—and ideally, it’s best if this person can also serve as your main spokesperson during interviews with reporters (see below).

Be ready to deal with the press.

The press is a critical component of any emergency response. A well-intentioned reporter may be able to help you communicate your message and get the word out about what’s happening. But there are also times when reporters will try to make their coverage more sensational by exposing personal details or making unfounded allegations that damage community relations.

It’s important for public officials to have a plan in place for dealing with the media during an emergency situation. It should include:

• How will you handle questions from reporters? What should be said in response to particular inquiries? How long should they wait before being informed of an update on the situation (i.e., “we haven’t had time yet”)? How do you know if they’re still asking questions after waiting long enough? Do these factors matter as much as simply telling people what we’re doing right now; or do they matter even more than letting everyone know where we are right now—or at least trying?

Determine how to handle volunteers during an emergency.

If you’re going to have volunteers in your organization during an emergency, it’s important to make sure they’re trained. While there are some people who can go straight from their daily jobs and help out without much training, most volunteers will need a certain amount of preparation before they can safely do the job.

• Screen potential volunteers for risk factors. For example, if someone has been exposed to any hazardous materials or chemicals on their job and is not being prescribed treatment by a doctor or nurse who knows about these exposures (e.g., “don’t worry—you’re fine”), then this person could possibly be working at risk of an exposure accident when volunteering with your organization during an emergency response situation! It’s also important that all new hires pass background checks so that no criminal backgrounds slip through cracks undetected during screening processes like these ones; otherwise there might be problems later down the road when somebody ends up getting injured due to mishandling equipment used during training sessions designed specifically for those type situations (and no one else).

Decide who is in charge and who reports to whom.

The first step in creating an EOC is to determine who is in charge and who reports to whom. If you don’t know this information, it’s time to find out.

• Who Is In Charge?

• Who Reports To Whom?

• What Is The Chain Of Command (COH)?

The chain of command is a list of people with decision-making authority over your emergency operations plan and its components. Each person has a role on the COH that includes: – * Planning & Coordination; – * Management; – * Operations Support; and/or any other duties assigned by your organization’s management team or higher headquarters.

Create an emergency operations plan.

Create an emergency operations plan.

As you know, it’s important to have a good emergency operations plan in place if the unthinkable happens. This document is the first step in ensuring that your organization can recover from any disruption or natural disaster, and it should include:

• A table of contents

• An executive summary

• An introduction to the key areas of your business operations (e.g., finance)

Decide who will activate the plan and under what circumstances.

First, decide who will activate the plan and under what circumstances. You may have one person or several people in charge of activating your plan. If you have multiple people in charge, make sure that each person has a clear understanding of his or her role in activating the plan and his or her responsibilities if it is activated.

Next, think about what information is needed before activating your emergency operations plan (EOP). Who should know this information? How often should they be updated? When do they need to know this information?

Once all these questions are answered, it’s time to begin developing an EOP checklist that includes all those things mentioned above!

Formulate procedures for operating in an emergency.

Before you start planning your survival, it’s important to define the problem. If you’ve heard the term “devil’s advocate,” it literally refers to the process of getting everyone involved in a discussion and debating their opinions until they reach an agreement on how best to solve a problem. In emergency management, this means that when there is disagreement about what needs doing or what will work best for your community, get everyone involved at once!

In addition to encouraging open discussion about goals and ideas (and keeping an eye out for potential pitfalls), don’t worry about what other people have planned or are trying—you can always do something better than they have thought of if they don’t think of anything at all! For example: set fitness goals as specific dates by which time your body should be able meet those goals; try running instead of walking around town every day; eat less junk food so that your stomach won’t hurt after eating large quantities of greasy food like burgers etcetera…

Identify personnel, equipment and supplies needed to support operations in an emergency.

In the event of an emergency, you will need to identify personnel, equipment and supplies needed to support operations in an emergency.

This list should include:

• Personnel—the names and contact information for all key personnel who could be called upon during a crisis or disaster. This may include employees who work at your organization or volunteers from outside organizations that have been trained by yours. You also need to keep track of any employees who are retired or otherwise not involved with day-to-day operations anymore but might still be able to help out if needed (such as through their knowledge of the industry). Include their availability when planning how long each person will be able to stay on-call during an event; some people may only be available for short periods of time while others might not have enough time off between shifts as they work full-time jobs elsewhere!

• Equipment—what kind(s) do we own? What items do we need now but don’t have (or don’t know where those items are located)? Who owns these machines/equipment types/tools etc., so we know which ones belong only where?

At the end of this training, you should be able to structure an Emergency Operations Plan that meets your organization’s needs and the requirements of relevant authorities.

After completing this training, you should be able to structure an Emergency Operations Plan that meets your organization’s needs and the requirements of relevant authorities.

The following steps outline how to create an emergency operations plan:

• Identify personnel, equipment and supplies needed to support operations in an emergency.

• Formulate procedures for operating in an emergency.

• Decide who will activate the plan and under what circumstances—e.g., only when there is a risk of injury or death? Or when there is a threat from terrorism or war? What information must be available so that volunteers can effectively participate in response efforts during large-scale emergencies (e.g., hurricanes)?

Conclusion

Now that you’re ready to write your emergency operations plan, it’s time to take a deep breath. You’ve done so much hard work already! Now comes the fun part: getting your plan published and put into action. Once it’s published, keep working with other parties on the matter until all of your bases are covered—and then get back to the real business of running an organization.