You are in: About us... » Chief Executive » Emergency Planning » Emergencies

Major Emergencies

Major emergencies, by their nature, are low probability events they can not be predicted. The circumstances surrounding and causing a major emergency, the place and time it happens and a multitude of other causal and resultant factors means that action can not be predetermined.  The key to resolving any crisis is effective management.

Effective Management.

  • Effective management can only be measured against appropriateness to particular circumstances.
  • Managers should be free to organise the delivery of the services for which they are responsible in a manner which best suits their own organisation whilst recognising and without prejudicing arrangements for the overall co-ordination of the management of the emergency.

Emergency Planning.

  • Emergency planning must be regarded as a normal part of every service and organisation’s service delivery plan.
  • It must not be looked on as a ‘specialist only’ subject, but accepted as the method of delivering the service to the customer, but under extreme, demanding or extraordinary circumstances.

Ownership.

  • These procedures must be ‘owned’ by all of the participants, as much as the normal operational procedures within each service or organisation.
  • All managers are therefore responsible for the procedures’ efficacy, relevance and accuracy for their own organisation or service and thus enable them to fulfil their role effectively and discharge their responsibilities in emergencies.

Preparation.

  • Preparation is vital to the success of the response, and it is crucial that all participants and managers maintain an active part in the continuing development of these procedures. it is recognised that all those involved in the response to a major emergency will work best together when they are clear about their roles and responsibilities, and those of all their colleagues. Each service, agency or organisation has its own internal arrangements, management style and culture, but managers have to ensure that the aims and objectives of all participants merge with a consistent set of objectives for these procedures.

It is this participation and preparation, with others with whom managers would be working during a major emergency, which encourages close working relationships. It is these relationships, above all else, which have consistently proven to be the key to an effective response.