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14.05.2014
Incidents and emergencies can occur at any time, they can arise from a number of causes, and can have a significant impact on the University's operations. These guidelines have been written for reference by the management of the University of Sydney's faculties, schools and departments, and professional services units. Response to incidents, which can be managed relatively quickly using local resources, possibly with the assistance of the Emergency Services. Management of emergencies that usually involve intervention by the Emergency Services and require a greater level of coordination to address the wider implications.
Management of a crisis where there is a significant threat to the operations of the University.
The procedures relating to each level of emergency response are documented in three different plans.Incident Response Plan (IRP)The IRP details the procedures for coordination between Security Services, Building Emergency Control Organisations (ECO) and the attending emergency services, and protocols for escalation to Emergency response.
The EMC meets monthly and provides reports to the Senior Executive Group, the Safety and Risk Management Committee of Senate and the Central OHS Committee.Building Emergency ProceduresLocal Heads of Department are responsible for ensuring that building emergency procedures are implemented in accordance with the performance standards outlined in the Guidelines for Building Emergency Procedures.
The IRP will be tested regularly in accordance with the requirements of the Building Emergency Procedures. Executive teams finding themselves in a reactive cycle, rather than a proactive one, often get there because they are not using a clear and relevant strategic planning process. The template below is just one example of what you can expect to achieve from this process.
The following pages examine key distinctions between emergency management and ICS and the roles that each is designed to fulfill during a major medical incident.
Emergency management describes the science of managing complex systems and multidisciplinary personnel to address extreme events, across all hazards, and through the phases of mitigation, preparedness, response, and recovery. The activities of the EMP address the phases of mitigation, preparedness, response, and recovery. Mitigation encompasses all activities that reduce or eliminate the probability of a hazard occurrence, or eliminate or reduce the impact from the hazard if it should occur. It is important to note that the procedures and systems used to conduct preparedness activities (committee structure and meetings, memo writing, regular email notification of meetings, etc.) are typically not adequate for use during emergency response. The ICS provides guidance for how to organize assets to respond to an incident (system description) and processes to manage the response through its successive stages (concept of operations). The ICS, as described in NIMS, refers to the combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure and designed to aid in the management of resources during incident response.
Common terminology - use of similar terms and definitions for resource descriptions, organizational functions, and incident facilities across disciplines. Integrated communications - ability to send and receive information within an organization, as well as externally to other disciplines. Modular organization -response resources are organized according to their responsibilities.
Unified command structure - multiple disciplines work through their designated managers to establish common objectives and strategies to prevent conflict or duplication of effort. Manageable span of control - response organization is structured so that each supervisory level oversees an appropriate number of assets (varies based on size and complexity of the event) so it can maintain effective supervision. Consolidated action plans - a single, formal documentation of incident goals, objectives, and strategies defined by unified incident command. Comprehensive resource management - systems in place to describe, maintain, identify, request, and track resources. Pre-designated incident facilities - assignment of locations where expected critical incident-related functions will occur.
For ICS to be effective, the incident must be formally defined so that there is clarity and consistency as to what is being managed.
The utility of ICS becomes evident when analyzing the demands encountered during an incident response. When an incident generates demands on the response system, the issues addressed first are usually demands created by the hazard itself—hazard-generated demands. Appendix A highlights several critical assumptions that were made in developing the MSCC Management System. Many of these procedures increase the efficiency of preparedness activities, while essentially training participants on the procedures to be used during response and recovery.
Negotiated a sizeable lump sum payment and percentage of sales for company's first franchise unit.


Restaurant achieved a five star rating and was featured in the Dallas Morning News as "A Great Place to Eat Pizza".
Area Supervisor (1998 to 2003) Recruited to plan and direct the opening of four high-volume concept  restaurants. Increased sales by $360,000 per month by bringing arcade department in-house for 6 locations.
Area Supervisor (1994 to 1998) Led all aspects of operations, including the development of people, sales, and profits for assigned area comprised of 6 to 10 restaurants, 300+ employees and $6.1 million in annual revenue. Coordinated site selection, construction, contract negotiations, and staff development efforts for the opening of the first 30 Papa John's restaurants in Texas.
Generated the largest daily sales totals ($250,000) in company history at Texas Motor Speedway events. Recognized as "Supervisor of the Year" and "General Manager of the Year" in 1994, 1995 and 1997. Premis Sales Manager (2005 to Present) Develop and manage advertising accounts in Texas market. Recommended a strategic advertising plan to effectively market the full-range of IDEARC media products.
Developed an aggressive advertising campaign that increased top line revenue for major advertiser by 400%. WorkBloom's goal is to help job seekers find work and reach their highest aspirations, one step at a time. Operational ineffectiveness is manifested by the inability to generate or satisfy demand, or to properly administer the business. Internal causes of operational problems include ineffective marketing and supply chain management, high costs, overtrading, poor post-acquisitions management, and big projects that went wrong. External factors affecting the operational fortunes of the business include unfavourable changes in regulatory requirements, and unfavourable legal and political factors. Unfavourable events such as the death or departure of key personnel, strikes, sabotage, fraud, natural disasters, IT disasters, or adverse legal judgments may also lead to an operational crisis. We analise, plan, implement and embed improvement in clients' value chain and support functions. Support functions: demand administration - improved procurement, IT, finance, HR, management and administration.
Rather than signing in as a guest, we strongly recommending registering for a Disqus profile first! ITIL is an approach used by businesses to identify customer needs and issues and address them fully. Receipt of user complaints and grievances: A complaint is received, classified and recorded.
The issue is investigated and clear instructions on what to do to correct the anomaly are given to the customer. If the initial support staff is unable to deal with the problem, it is passed on to higher and more qualified levels of the support team. Some issues are easily resolved by the support staff, others may require formal resolution while others are more complex and may require the incident management team to forward a request for change to its system or user. The EMP will be tested at least twice per annum via desktop scenarios and at least once a year via a real-time simulated exercise.
Effective strategic planning is a process that invites opportunities to hatch new products and services, broadens existing ones, and stops those products or services that simply are not relevant to the organizationa€™s future.
This process involves all parts of the organization by taking a big-picture view of itself, its industry, business environment, competitors, customers, stockholders - in short, everything and everyone that has influence over with a stake in the organizationa€™s success. We confirm understanding and sharing of the organization's Vision, Mission, and Business Goals. Hospital staff and other healthcare personnel might equate emergency management activities to a hospital's Disaster Committee (hence the recommended name change to Emergency Management Committee). They are based on a hazard vulnerability analysis (HVA), which if properly accomplished, will identify potential hazards, assess their likelihood of occurrence, their potential impact and the organization's vulnerabilities to the impact, and provide a basis for understanding how the hazard likelihood and organizational vulnerabilities can be addressed.
In Comprehensive Emergency Management, mitigation activities are undertaken during the time period prior to an imminent or actual hazard impact. It includes activities that establish, exercise, refine, and maintain systems used for emergency response and recovery.


This point is often missed by organizations as they attempt to utilize emergency preparedness committees and their associated structures and processes to manage response to an event.
Specific guidance for incident response, including processes for asset deployment, is addressed in an EOP. The initial recovery stage (which actually begins in the late stages of response) is integrated with response mechanisms, and the EOP incident management process should be extended into recovery. Assets within each functional unit may be expanded or contracted based on the requirements of the event. It did not include objectives for managing the disruption of traffic or other countywide ramifications of the plane crash. For example, in a highly contagious disease outbreak, hazard-generated demands include the need to evaluate and treat victims, while controlling the spread of the disease. Examples include the use of emergency notification procedures for disseminating preparedness information, the use of a management- by- objective approach when planning preparedness tasks, and using tightly managed meetings with detailed agendas. They are grouped according to similarity of purpose but are not positions, per se, because each could entail multiple persons working to fulfill that function.
Progressive leadership experiences have created a passion for surpassing financial and service objectives via a combination of world class service delivery, lean operating methods, renewed marketing directions, and incentive driven rewards for team achievement. All members working on the same matter must however record their progress in a common log book. We work with the executive team to establish Critical Success Factors, Operating Objectives, Resource Requirements, and Accountability for achieving each. The sum of all emergency management activities conducted by a response organization may be collectively referred to as an Emergency Management Program (EMP) for that entity. The critical task in preparedness planning is to define the system (how assets are organized) and processes (actions and interactions that must occur) that will guide emergency response and recovery. The EOP defines effective process and procedures for the context of emergency response (emergency notification procedures, establishing an incident management team, processing of incident information, etc.).
An effective EOP not only guides the initial (reactive) response actions but also promotes transition to subsequent (proactive) incident management. The management transition from response to recovery (both timing and methods) must be carefully planned and implemented to avoid problems. Arlington County emergency management officials, therefore, quickly knew they had to manage these other problems through their Emergency Operations Center (EOC), which was geographically separate from, but closely coordinated with, incident command at the Pentagon.
Derive genuine pleasure from transforming high-potential staff into outstanding leaders demonstrating the creativity critical to financial and operational success.
Led franchisor relations, contract  negotiations, logistics, and all customer service functions.  Handled all menu development and costing. Performed monthly financial analysis to evaluate financial position and to clearly communicate expectations and actions to maximize restaurants' financial performance.
The term program is used because it denotes activity that is continuously ongoing, whereas a plan is often considered a series of actions that occur only in response to defined circumstances.
This is accomplished through the development of an effective EOP (see below for suggested EOP formats).
As recovery progresses, recovery management transitions to regular agency management processes or some intermediate method defined by the responsible organizations. In the same example, these demands include the need to coordinate disparate resources, to process widely dispersed data into accurate epidemiological information, to coordinate the public message, and to protect healthcare workers.
Driven by the desire to succeed, took Brothers Pizzeria from concept to creation in under a year.
An effective mitigation effort should begin with, and be based on, a valid HVA as this will help an organization prioritize issues during follow-on mitigation and preparedness planning. Staff should be educated and trained on the system so they gain the knowledge and skills necessary to adequately perform their assigned roles. Too often, the response community focuses on the hazard demands and neglects response demands until the latter create a significant impediment to overall response effectiveness.
With well-developed ICS and emergency management support, the incident response proactively addresses both types of demands and, in fact, reduces many response-generated demands to routine status.



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