Emergency Planning

Business Impact Analysis

Management dedication and a clear grasp of the business is the vital first phase for business continuity planning.  An organization’s executive leadership and department heads from essential areas must be patently coordinated. A business impact analysis (BIA) must be performed to recognize the supply obligations to sustain crucial processes and pinpoint business priorities. Manual adjustments and continuity tactics need to be established and documented in a successful business continuity plan. The business continuity curriculum, including plans and capabilities, must be applied and analyzed through a procedure of tests, trainings, and exercises.

Risk Assessment

On Scene planners start by getting to know an organization.  Planners will help establish a Business Continuity Team from different areas of the organization: examples include customer service, information technology, administrative, operations, and sales staff. A risk assessment is performed to discover hazards and circumstances when facilities, systems, or equipment may be damaged, or operations may be interrupted.   Once the assessment is complete, these areas of hazards or failures may be mitigated.

Crisis Management

A significant incident with an emergency response or a dynamic disruption, resulting in an extended production stoppage.  Events, such as these, can have a significant effect on an organization, pushing leadership into a position of crisis management.  The response of leadership to the crisis will and should have a direct impact on an organization’s reputation.  Healthy relations with various stakeholders- clients, vendors, employees, investors- is crucial for the for the progressive growth and success of any organization.  A crisis that is managed poorly will result in expanded costs, opportunities for competition, and revenue loss.

An incident that results in a crisis and/or an emergency cannot be predetermined.  No emergency operations, business continuity, or recovery plans will be able to predict how an incident unfolds.  Nor can it predict the duration, costs, and unknowns in the organization’s response to an incident.  The core of the crisis management team needs to be nimble, innovative, and have flexibility to sustain and nurture the response/recovery to a critical incident.

A critical situation that is a result of a serious incident or severe lapses in managerial decision making will lead to an organizational crisis.  Poor business choices, lack of institutional control, and weak preparation may be magnified by the queries of industry regulators, clients and potentially media outlets.

A well-supported crisis management platform will provide the tools needed to keep an organization’s brand, relationships, and operations safe and maintained.  On Scene Emergency Management Solutions will work with executive leadership and staff to build your organization’s platform using the industries best-practice standards.

The Planning Process

• All-Risk / All-Hazards Plan Development:
  • Mitigation, Preparedness, Response and Recovery
• Crisis Communications:
  • An organization must have a documented plan on how it will communicate with crucial stakeholders when an emergency or incident occurs. Crucial stakeholders may include employees, clients, community leaders, media outlets and students—as well as neighbors, who may suffer a hardship from the effects of the incident.
• Mutual Aid Agreements:
  • A prearranged agreement between two or more entities to share resources in response to an incident.
• Business Continuity/Continuity of Operations
  • An ongoing process to ensure that the necessary steps are taken to identify the impacts of potential losses and maintain viable continuity and recovery strategies and plans.
• Workplace Safety and Security Policies
• Industry Specific Policy Development