Disaster Management Plan Example

[Ariel Wascom]

Accomplishedproperly, planning provides a methodical way to engage the whole community in thinking through the lifecycle of a potential crisis, determining required capabilities and establishing a framework for roles and responsibilities. It shapes how a community envisions and shares a desired outcome, selects effective ways to achieve it and communicates expected results.

Identifies relevant concepts, considerations, and principles that can inform jurisdictions in planning for evacuation and/or shelter-in-place protective actions. The research report Improving Public Messaging for Evacuation and Shelter-in-Place and its companion slide library documents findings from peer-reviewed research and presents recommendations for informing community members about risk and providing effective warnings.

The Shelter-in-Place Pictogram Guidance provides the public clear protective action guidance for 10 hazards and three building types. The guidance includes recommended interior locations by hazard, additional protective actions, and duration. Social media friendly versions are available to provide clear protective action guidance regardless of platform.

Identifies the capabilities and activities necessary to prepare and successfully implement disaster financial management while maintaining fiscal responsibility throughout response and recovery operations.

Distribution Management Plans enable SLTT partners to strengthen capabilities before a disaster to enhance capacities to distribute resources to survivors after a disaster. FEMA. Effective 2019, all Emergency Management Performance Grant (EMPG) recipients are required to develop and maintain a Distribution Management Plan as an annex to their Emergency Operations Plan. View the frequently asked questions.

Guidance on national housing priorities, types of housing, key considerations and housing-specific planning recommendations that jurisdictions can apply when developing or improving housing plans. (Spanish)

Provides emergency managers with recommendations and best practices on how to analyze local supply chains and work with the private sector to enhance supply chain resilience using a five-phased approach.

Provides jurisdictions, utility owners/operators, and healthcare facilities with information and resources to improve resilience to power outages, integrate plans, and prioritize assistance during an outage.

CPG 101 provides guidelines on developing emergency operations plans and promotes a common understanding of the fundamentals of community-based, risk-informed planning and decision making to help planners examine threats or hazards and produce integrated, coordinated and synchronized plans.

Guide on emergency operations planning, discussing actions that may be taken before, during and after an incident to reduce the impact on property and loss of life. It encourages houses of worship to develop an emergency operations plan.

This guide outlines principles of emergency management planning for institutions of higher education, provides a process for the development of emergency operations plans and describes the content with those plans.

This guide provides recommendations in the development of plans not only to respond to an emergency, but also outlines how schools (K-12) can plan for preventing, protecting against, mitigating the impact of and recovering from these emergencies.

This guide helps states and territories prepare for recovery by developing pre-disaster recovery plans that follow a process to engage members of the whole community, develop recovery capabilities across government and nongovernmental partners and create an organizational framework for comprehensive recovery efforts.

This guide is designed to help local governments prepare for recovery from future disasters offering tools for public engagement, whole-community recovery, identification of existing recovery resources, and identifying outside partnerships that can help local governments build resilience.

FEMA in partnership with the U.S. Department of Urban Housing and Development (HUD) published the Pre-Disaster Housing Planning Initiative Report to bolster state, tribal and territorial planning for housing recovery before disasters occur. The report offers insight into the technical assistance provided to Louisiana, Montana, New Jersey, and Washington during 2023 and the aspects that enabled the states to successfully engage in pre-disaster housing planning.

In addition to the report, a Pre-Disaster Housing Planning Checklist and Guide as well as a Federal Housing and Sheltering Resource Timeline and Compendium were developed during the initiative and are available for states, Tribal Nations and territories to begin maturing their pre-disaster housing strategies.

The Private-Public Partnerships (P3) Guide and supplemental documents provide jurisdictions with best practices to establish and maintain a private-public partnership to help coordinate mitigation, response & recovery planning and preparedness, and increase community resilience.

Provides recommendations and resources for any P3 to develop, conduct, and improve the capability to share information for resilience and all response and recovery. The members of a P3 often share information through the human and technical systems of a partnership network, a community resilience hub, or a business emergency operations center (BEOC).

This fact sheet provides recommendations and resources for jurisdictions to conduct disaster resource identification, includes recovery resources, guidance for how to search for disaster recovery resources, and recommendations for disaster resource management.

If an organization cannot meet NCQA requirements because of changes in operations due to COVID-19, it must document modifications made for all applicable standards and file review elements. This will provide NCQA with relevant details and prevent organizations from being penalized for their emergency response efforts. For example, if the organization delays annual QI work plan activities, suspends nonessential written communications to members and performs expedited credentialing of practitioners who are part of emergency response efforts, its disaster management plan should detail these activities and the original and delayed dates within each applicable element.

In addition to the disaster management plan, your organization must complete a COVID-19 Impact Tracker, detailing the impact of COVID-19 to applicable elements, and your mitigation efforts. The tracker is housed in IRT, in a new COVID-19 link in the Organization Background section. Both the tracker and required disaster management plan must be uploaded to IRT and included with your survey submission.

NCQA does not require that disaster management plans pre-date the COVID-19 emergency. The organization may be following a pandemic response plan that was in place prior to COVID-19 or may have created a plan as a result of COVID-19.

Some libraries choose to work with their city officials as a part of the city's city-wide disaster or emergency response. If the board is agreeable, make sure the library's priorities and info is represented accurately, and then the board can adopt that larger policy.

While it is good practice for libraries to have disaster plans, not all libraries are required to do so. However, the Standards for Public Libraries does require a disaster plan at the Future-Focused level (F14).

A disaster recovery plan defines instructions that standardize how a particular organization responds to disruptive events, such as cyber attacks, natural disasters, and power outages. A disruptive event may result in loss of brand authority, loss of customer trust, or financial loss.

The plan is a formal document that specifies how to minimize the effects of disaster scenarios, and help the organization minimize damage and restore operations quickly. To ensure effectiveness, organize your plan by the location and the type of disaster, and provide simple step by step instructions that stakeholders can easily implement.

Disaster recovery plan examples can be very useful when developing your own disaster recovery plan. We collected several examples of plans created by leading organizations, and a checklist of items that are essential to include in your new plan.

Disasters are occurrences that surpass the response capacities of a community and/or its existing organizations. Risks to be taken into account encompass those stemming from natural hazards, neighboring entities, built environments, political or social unrest, as well as risks associated with IT and data security.

The Foundation CEO, an appointed representative, or their successor, may initiate this Plan when it becomes essential to oversee and organize a response to a disaster. The decision to activate it will be reached through consultation with members of the Incident Response Team.

During a disaster or emergency, the Incident Response Team will assemble at a designated physical site called the Emergency Operations Center (EOC). From this hub, the IRT will oversee the recovery process. While the primary EOC may be situated on-site, the alternate EOC should be located off-site.

When disaster strikes, businesses face significant challenges. One key aim of business planning is to minimize the impact on product and service delivery when such disruptions occur. Ensuring business continuity is paramount in these circumstances. An IT disaster recovery plan serves as a cornerstone of the broader business continuity strategy. The ultimate goal of business continuity is to maintain a baseline level of service while working towards restoring normal operations. Failure to implement a disaster recovery plan puts the company at risk of losing customers to competitors, jeopardizing funding, and potentially having the necessity of its products or services questioned and deemed unnecessary.

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