Running Head: CONDUCTING AN ORGANISATIONAL ASSESSMENT 1 AN ORGANISATIONAL ASSESSMENT 12 LASA 1—Conducting An Organizational Assessment Sean Markl Argosy University Operational Management September 26, 2018 There are very many issues that determine whether an organization is going to fail or succeed in a given environment. Competition keeps increasing and the dynamics of doing business change with time. Consumer demands and preferences as well as government’s laws and regulations for doing business also change with time. An overall organizational success encompasses the inclusion of all the stakeholders such as employees and shareholders, and the harmonization of its goals and missions. With all these in mind, an organization ought to develop an effective structure, a powerful strategy and a good culture since its success or failure heavily depends on these factors more than anything else. The Organizational Structure This is the arrangement or the framework by which different activities are laid out and how individual or team work are coordinated in an organization. To achieve goals and different objectives of the organization all the activities and roles in an organization should be well coordinated, controlled and managed. The organization structure is a tool that should never be neglected. It helps to show who does what and who reports to whom (Thompson, 2018). These reporting relationships are very valuable and result to unity of command. A good organization structure eases the flow of formal communications within the organization. This is because it outlines the channels of communication and how different actions of the stakeholders are related or linked together. Structure helps different personnel in the organization to work together for a common goal. There is no structure that can be said to be the best. For example, an organization needs to consider its strategy and have clearly outlined responsibilities and roles, clear communication channels and defined procedures in order to select a good structure. A good structure helps the business to: · Improve staff morale. · Avoid excessive meetings · Make quick and effective decisions · Reduce conflict among teams and departments · Have coordination · Reduce costs · Be responsive to changes The Strategy This is a combination of all the plans, ideas and actions that an organization intends to take in order to achieve set goals. The strategic plans may be for short term, medium term or even long-term goals. The strategy maps the route that the business will take in order to achieve its goals and visions. With time the strategy of a business can change even if the goals remain the same. It does not have to be inflexible. This allows the business to incorporate changes in the internal and external environment and also take advantage of new opportunities that may arise in the course of running the organization. An organization needs a strategy for various reasons as situations m.

1. Running Head: CONDUCTING AN ORGANISATIONAL
ASSESSMENT 1
AN ORGANISATIONAL ASSESSMENT 12
LASA 1—Conducting An Organizational Assessment
Sean Markl
Argosy University
Operational Management
September 26, 2018
There are very many issues that determine whether an
organization is going to fail or succeed in a given environment.
Competition keeps increasing and the dynamics of doing
business change with time. Consumer demands and preferences
as well as government’s laws and regulations for doing business
also change with time. An overall organizational success
encompasses the inclusion of all the stakeholders such as
employees and shareholders, and the harmonization of its goals
and missions. With all these in mind, an organization ought to
develop an effective structure, a powerful strategy and a good
culture since its success or failure heavily depends on these
factors more than anything else.
The Organizational Structure

2. This is the arrangement or the framework by which different
activities are laid out and how individual or team work are
coordinated in an organization. To achieve goals and different
objectives of the organization all the activities and roles in an
organization should be well coordinated, controlled and
managed. The organization structure is a tool that should never
be neglected. It helps to show who does what and who reports to
whom (Thompson, 2018). These reporting relationships are very
valuable and result to unity of command.
A good organization structure eases the flow of formal
communications within the organization. This is because it
outlines the channels of communication and how different
actions of the stakeholders are related or linked together.
Structure helps different personnel in the organization to work
together for a common goal.
There is no structure that can be said to be the best. For
example, an organization needs to consider its strategy and have
clearly outlined responsibilities and roles, clear communication
channels and defined procedures in order to select a good
structure. A good structure helps the business to:
· Improve staff morale.
· Avoid excessive meetings
· Make quick and effective decisions
· Reduce conflict among teams and departments
· Have coordination
· Reduce costs
· Be responsive to changes
The Strategy
This is a combination of all the plans, ideas and actions that an
organization intends to take in order to achieve set goals. The
strategic plans may be for short term, medium term or even
long-term goals. The strategy maps the route that the business
will take in order to achieve its goals and visions.
With time the strategy of a business can change even if the
goals remain the same. It does not have to be inflexible. This
allows the business to incorporate changes in the internal and

3. external environment and also take advantage of new
opportunities that may arise in the course of running the
organization. An organization needs a strategy for various
reasons as situations may demand (Katzenbach, Oelschlegel, &
Thomas, 2016). For example, a growth strategy for helping the
business to expand or a market entry strategy for penetrating
into a new market.
The strategies should be SMART. This means that they should
be very specific in a way that eliminates uncertainties,
measurable, achievable, realistic and time-bound. Measurability
helps to quantify what has been achieved. Being achievable
makes it possible to believe in them. Realism means that one
has to consider what is reasonable and viable. It helps to avoid
wastage of resources on unrealistic things.
Having time bound strategies helps one to know what should be
done and at what time. The organization can increase its speed
if it is lagging behind. With these characteristics the strategy
becomes very effective.
The Organizational Culture.
It refers to the shared assumptions, different ways of
interacting, systems, values, assumptions, symbols, developed
behaviors, any jargons and beliefs that make the organization’s
environment (Needle, 2004). This defines the relationship
between people, their interaction and way of doing things (The
Tipster, 2018). A culture gives the stakeholders in an
organization a sense of belonging.
Organizational culture develops with time. It is not a thing that
happens overnight. Its change is also gradual. A culture
determines the productivity of the workforce and the way an
organization responds to environmental factors. A good one
ensures that the organization is more productive, has a
conducive environment for the employees and a positive lasting
effect in the society.
Nike’s Assessment
Nike is a multinational enterprise that focuses mainly in the
research, designing, improvement, manufacturing, marketing

4. and sale of goods and services related to footwear, clothes,
fitness gadgets and accessories. The headquarters of Nike are in
Beaverton. Currently Nike is one the leading companies in the
apparel and footwear line of business. It has a strong presence
in several markets in the world.
The company has made tremendous achievements and growth
since its incorporation in the 1964by Bill Bowerman with his
business partner Phil Knight. The share price has increased, and
the revenues have more than doubled. Through the ever-
changing environment, the business has continued to evolve and
outsmart the competitors. Nike has become one of the famous
brands in the world. This has been as a result of a good
combination of an effective global strategy, a well-defined
structure and a reasonable organizational culture.
The Business Strategy and Global Competitive Plan
When it started its operations, the company’s major goal was to
serve the American populace with shoes of low cost yet of high
quality by buying and later distributing Japanese athletic shoes.
The American shoe industry was largely dominated by German
products. The company operated this way until they were able
to start a local manufacturing plant.
In the strategic plan, the main target market for Nike has always
been the athletes (Enderle et al., 2000). They supply them with
shoes, clothing, various fitness and sporting equipment. The
strategy has always proven to be fruitful because the demand
for sporting goods and equipment in the world has been
increasing steadily over the years. The athletes have also gained
trust in the brand and recognized it as one that offers high
quality. The main market is the United States where many
people buy the footwear and related merchandise.
Another noticeable strategy is the establishment of a global
presence. Nike has opened stores in many nations in different
continents in the world. It has also signed business contracts
with many suppliers and distributers in the world. This has
enabled it to reach many people and its sales. The company has
even online channels where consumers can access different

5. products. Availability is key in any business and Nike has
mastered the art.
Nike has also put emphasis on constant research, development
and innovation. This strategy enables the business to keep up
with market trends. It conducts research on consumer trends and
behavior in order to beat competition. For instance, it developed
Nike+ to deliver a high technology experience to consumers.
Therefore, the consumers find this brand to be relevant and hard
to do without.
Having meaningful partnerships is a vital strategy. Nike
partners with different marketing, manufacturing and service
companies in order to deliver a first-class experience. The
Nike+ running sensor for instance, was a collaboration with
Apple, which is a leading technological company. This strategy
has enabled the company to overcome barriers in fields where it
does not have enough knowledge or experience.
Market segmentation as a marketing strategy. Nike has
segmented its market into different segments based on
demographical, psychographic and geographical factors. For
long, this has helped the company to serve the needs, demands
and preferences of the customers. What one market needs may
not be what the other one needs and therefore, segmentation
proves to be a useful strategy.
In addition, Nike has target strategies. These include having a
robust marketing to ensure that the target consumers are aware
of the products and even product customization (Jain, 2018).
For instance, Michael Jordan got a chance to have Jordan shoes.
The customers find it easy to associate with the brand and also
relate success with it.
Outsourcing strategies. It relies on different countries and
manufacturing companies to get different services done and
products delivered. These contracts are essential in helping the
business to enter new markets, get raw materials and conduct
research. It also helps to avoid having a huge operational cost
burden.
SWOT Analysis

6. The Strengths
· It has a strong distribution channel. This helps to reach a
wider market.
· It has a stable financial position. It maintains a minimal long
term debt.
· Innovative product designs. The shoes and other products are
well designed and have unique features.
· A wide product range
· Strong marketing team
· Several market segments
· Good corporate governance and experienced management
Weaknesses
· High reliance on the shoes business
· Experiences bad reputation in some parts
· Higher price tag on products as compared to competitors
Opportunities
· It can promote products by sponsoring major sports events
· Can increase demand by developing new fashion and trends
· Can increase its products range
· Focus more on women
Threats
· High competition as competitors continue to be aggressive
· Consumers are becoming more sensitive to prices
· Bad reputation in some markets
· Trade barriers and high tariffs between countries
External Environment Assessment using PESTLE Model
The organization has several factors that pose threats to it and
also create some opportunities for the business.
Political factors
These factors include government regulations and policies
regarding business. They can be favorable or unfavorable to a
business. Some governments such as the Chinese government
have imposed trade barriers and restrictions that hinder business
operations. There are high international trading tariffs, many
requirements for multinational company’s employees and also

7. some price control measures. The political factors may prevent
Nike’s expansion program.
Economic factors
There are periods of recession and booms in different markets.
The purchasing power of some customers is low is some
markets due to adverse economic conditions like inflation.
Nike’s products are highly taxed in some markets, making them
to be very expensive and unaffordable. In some emerging
markets, the company gets tax reliefs and incentives.
Social factors
The cultural norms, demographical factors, attitude of the
people towards a commodity and customers tastes are very
essential to any business. Nike is sometimes seen as a product
of the rich by some. This makes it try to create low cost
products too. Where Nike has a bad reputation, the customers
have a negative attitude towards it.
Technological factors
Nike has always stayed a step ahead in technological
advancement. The emergence of new technology has the ability
to keep a business out of operation. Processes like automation
and ecommerce have greatly changed how customers behave.
Nike devotes a lot of funds into research and development.
Legal issues
The major issues to do with legislature involve customers and
employee’s protection, meeting health and safety standards and
licensing. Nike has sometimes been criticized for overpricing its
products and also underpaying some of its workforce. These
legal issues tarnish a brand’s name. They also lead to losses in
legal battles.
Ecological or environmental factors
Every business has to refrain from polluting the environment.
The organization has to adopt green practices and observe waste
management rules. Failure to do this not only destroys the
environment but also leads to huge penalties to the company for

8. doing so.
Nike’s Organization Structure
Nike has a very attractive and unique organization structure.
Part of its success is due to the good organizational structure
and it is as shown below. ("Org Chart Nike," 2018).
Chief Executive Officer
C.FO
Regional CFOs, tax, corporate controller
COO
Sustainability, regional COOs, investor relations & treasurer
DESIGN
MARKETING
Chief digital officer, brand creative & innovation officer, global
brand marketing
ADMIN & LEGAL
HR
Global Sports Marketing

9. CIO
CATEGORIES& products
Secretary
Apparel business
Consumer & market place
The Organizations business process
The business process design is concerned with coming up with a
cost-effective way of performing different business tasks
(Bryce, 2015).
Nike has a new product development team. The explore team
understands the needs of the consumer and tries to come up with
something that best fits that. This helps to meet the needs of
target markets (Liu, 2016).
Product innovation leaders make sure they come up with new
designs. They also keep up with trends in the market. The new
product has to meet set standards in order to compete
effectively. The product is then given to some athletes for
testing. If the process meets standards and is fit, it is launched
in the market. They keep checking the areas that need
improvement.
Potential Ethical Issues.
The business has been criticized severally because giving poor
payments to employees. This makes the staff to have low morale
and they may fail to execute their duties effectively. The
company should clear the air and tell the public that indeed they
pay their employees well.

10. Nike has severally experienced bad reputation. For instance, in
1990, it was accused of child labor. It was later connected to the
striking of a Chinese shoe factory. This affects how people view
the brand and its products. To overcome this, the company
should undertake more social corporate responsibility actions in
order to change people’s perception. They should also operate
within the laws always.
References
Bryce, T. (2015). Understanding Business Process Design.
Retrieved September 22, 2018, from
https://www.modernanalyst.com/Resources/Articles/tabid/115/I
D/3389/Understanding-Business-Process-Design.aspx
Enderle, K., Hirsch, D., Micka, L., Saving, B., Shah, S.,
&Szerwinski, T. (2000, March 14). Strategic Analysis of Nike,
Inc. Retrieved from
http://condor.depaul.edu/aalmaney/StrategicAnalysisofNike.htm
Jain, A. (2018). International Marketing Strategy of Nike Inc.
Retrieved September 22, 2018, from
https://www.slideshare.net/AnanyaJain10/international-
marketing-strategy-of-nike-inc
Katzenbach, J., Oelschlegel, C., & Thomas, J. (2016, February
15). 10 Principles of Organizational Culture.
Retrieved September 22, 2018, from https://www.strategy-
business.com/article/10-Principles-of-Organizational-
Culture?gko=71d2f
Liu, M. (2016, April 12). THE NEW PRODUCT
DEVELOPMENT PROCESS OF NIKE. Retrieved September 22,
2018, from https://prezi.com/cgkyx6jootgw/the-new-product-
development-process-of-nike/
Needle, D. (2004). Business in context: An introduction to
business and its environment. London: International Thomson
Business.
Org Chart Nike. (2018, September 21). Retrieved September 22,
2018, from https://www.theofficialboard.com/org-chart/nike
The Tipster. (2018, January 23). 4 Types of Organizational
Culture - ArtsFwd. Retrieved September 22, 2018, from

11. http://artsfwd.org/4-types-org-culture/
Thompson, A. (2018, September 8). Nike Inc. Organizational
Structure Characteristics (Analysis) - Panmore Institute.
Retrieved September 22, 2018, from http://panmore.com/nike-
inc-organizational-structure-characteristics-analysis
LOWER RANKS
HIGHER RANK
A Systems Approach: The Preparedness Cycle
As an academic field as well as an applied practice in the public
and private sector, emergency management is still in the early
stages of its establishment. As such, it has thus far drawn
heavily on existing external fields including emergency
medicine, fire suppression, public health, business risk
management, and law enforcement for many of its foundational
elements and core competencies. However, these disciplines are
steeped in their own traditions, methods, and cultures, and they
were not developed with the same goals as those in the
emergency management field. Without its own foundation
joining academia and structured analytic methodologies with the
practices and competencies required of emergency management
professionals in all sectors, advancement outside of the
government sector will fall behind. The management of major
emergency events and disasters requires navigation through
extreme complexity and often requires coordination among

12. hundreds to thousands of individuals and dozens of agencies
and organizations. It is out of this need that a systematic
approach for the preparedness function of emergency
management must take such a prominent position today, not
only for emergency managers and the traditional emergency
services but for all emergency management stakeholders
(including individual private citizens).
Fig. 4.1, which was developed by the FEMA National
Preparedness Directorate, shows the planning process,
beginning with planning for the range of hazards that exist and
working in a systematic approach toward a cyclical process to
establish and improve preparedness. This cycle recognizes the
importance of the four major components of any preparedness
effort: planning, equipment, training, and exercise. This cycle
also represents preparedness not only for government
jurisdictions at all levels but also the preparedness actions taken
by individuals, businesses, nongovernmental organizations, and
other entities.
FIGURE 4.1 The preparedness planning cycle.
Step 1: Planning
In Fig. 4.1, the preparedness cycle begins with the creation of
various plans through which disaster response and recovery
become possible. Planning is an ambitious effort in and
of itself, and it requires significant effort to achieve the many
tasks involved. Planning most often begins with the hazards risk
assessment process described in Chapter 2, Natural and
Technological Hazards and Risk Assessment, wherein all
applicable hazards are identified and assessed for prioritization.
While it is true that modern emergency management philosophy
proclaims plans are most effective when they address all
hazards risks, it is important to be aware that all-hazards
preparedness is most effective when it takes into account, and
therefore places a general focus on, those hazards that are

13. actually likely to occur. Each community makes the best of the
limited funds they have, so their full spectrum of equipment,
resources, and trained staff need to focus on what actually
might happen. This is why, for instance, communities in North
Dakota might dedicate significant funds for the capabilities and
resources to manage snow removal equipment, while
communities in Florida spend the same effort and funding on
conducting evacuation plans, even though both involve an “all-
hazards” focus.
Planning also involves a scoping of community vulnerability. In
the planning phase, vulnerability helps planners understand why
disasters occur, where they are most likely to have the greatest
impact, and, thus, what the appropriate response should be.
Vulnerability assessment for a jurisdiction, business,
organization, or individual also includes an assessment of
current preparedness levels to determine the capabilities and
resources that may be counted on and therefore planned for.
This always includes the outside resources that may be called
upon in times of need, such as mutual aid partners (e.g., town-
to-town, business-to-business), emergency management
assistance compacts (e.g., state-to-state assistance), inter-
jurisdictional assistance (e.g., federal assistance, state-to-local
assistance), contracts with private businesses and resource
suppliers (e.g., debris removal companies, hazmat remediation
businesses), and others. Statutory authorities—the foundation of
emergency management actions—must be understood, since
government practice and authority is always dictated by law,
even (or especially) in times of emergency.
Emergency planning is what often fills the majority of time
spent by emergency management officials and those individuals
tasked with the management of emergencies at businesses or
in organizations. Luckily, as stated in Chapter 2, Natural and
Technological Hazards and Risk Assessment, most events that
occur on a daily basis fall within what is considered “normal”
and are therefore managed with little or no problem. The
product of planning is, of course, the plan, which is often called

14. the emergency operations plan or the emergency plan.
Step 2: Organization and Equipment
Preparedness is limited by several factors, two of which include
actual possession or access to the equipment needed to manage
response requirements and the organization of people and
agencies through which the necessary response and recovery
tasks will take place. Emergency management is technical in
practice, and its various functions rely more and more on the
use of equipment. There are several categories of equipment in
the emergency management profession, including, e.g.,
personnel protective equipment (PPE), which protects
responders from the effects of the hazards; communications
equipment, which allows responders to talk to one another both
within and between different organizations; and special search
and rescue equipment, which allows responders to enter
compromised buildings, navigate hazardous waters, or detect
signs of life.
Equipment is primarily dictated by the hazards that exist and
the functions laid out in the emergency operations plan. The
purchase and maintenance of emergency management equipment
have always been a challenge for communities because of
limited funds available. Clearly, though to a limited degree, the
more equipment a jurisdiction can acquire in order to manage
the consequences likely to befall that jurisdiction, the more
prepared they will be to meet the needs of people and property
when the time comes. However, as that ideal will likely never
be reached, and so many competing demands exist in the
community for those same funds, difficult decisions must be
made. In recent years, however, a few solutions have emerged
that help communities to better meet their equipment needs.
These include a great expansion of federal funding for which
equipment is eligible, expansion in mutual-assistance practices
wherein equipment that is rarely used is shared among several
communities, and the development of cheaper and more
effective technologies, wherein equipment that was once
considered “out of reach” is now more realistically accessible.

15. Step 3: Training
Training of emergency response officials is paramount to their
ability to conduct the tasks required of them. Contemporary
practice recognizes that it is not only the officials involved with
the traditional emergency services who must participate in
emergency management training but also the elected officials
responsible for key disaster-specific decisions, the businesses
and nongovernmental organizations operating in the community
that will be called upon to provide products or services, and the
individuals whose responsibility it is to decrease their own
vulnerability and assist in the overall community response. This
is a lofty goal but one that has expanded at a rate that rivals
most other disciplines. Training is conducted both at technical
institutes, such as fire and police academies at the national,
state, and local levels, and at the various universities, colleges,
and community colleges around the country and the world.
Training is also conducted by nongovernmental organizations,
like the American Red Cross, by private companies that
specialize in training for profit, and in the communities
themselves, as is the case with the ever-popular
Community Emergency Response Team (CERT) courses that are
offered in all US states and territories. And finally, the goal of
enabling a trained public is one that continues to grow in
importance in the writings and words of practitioners and
scholars alike.
Step 4: Exercise
The adage that “practice makes perfect” is certainly true with
emergency management. Training is even more so a critical
component of preparedness efforts because the rare nature of
emergency events means that few officials have experienced
them firsthand and thus have little applicable experience to rely
on when these events do occur. Through a regimen of training,
including drills, tabletop exercises, functional exercises, and
full-scale exercises, a much better understanding of the realities
of response is achieved, as well as the identification of
shortfalls or failures in planning, training, organization, or

16. equipment.
Step 5: Evaluation and Improvement
The final step in the preparedness cycle takes the lessons
learned and applies them to future iterations. Evaluation and
improvement are generally the product of two sources. The first
is that of exercise. By examining how the plans, equipment, and
trained staff respond to imagined scenarios it is possible to
identify where changes in planning, purchases of more or better
equipment, and more comprehensive training should be applied.
Evaluation and improvement is also the result of actual disaster
experience. Disasters show us in bold fashion the full limits of
an emergency management organization’s capabilities and
identify the highest benefit to cost ratio for future spending and
dedication of time and staff resources. Through the use of after
action reporting (AAR), disaster experiences become lessons
learned and the foundation of future planning cycles.
Many of the topics described here are expanded upon in the
remainder of this chapter. The cycle of preparedness is one that,
as its cyclical nature dictates, is ongoing. Moreover, all steps
are occurring at all times, in a constant state of evolution and
improvement as information, budgets, staff, political will, and
perceptions change.
Mitigation Versus Preparedness
Despite their unique definitions and both being distinct
emergency management functions, significant confusion often
arises over what constitutes mitigation and preparedness (and to
what extent these two functions overlap). At the federal level,
mitigation and preparedness are highly defined, with FEMA
maintaining two completely distinct directorates (mitigation and
national preparedness) to manage these functions. However, at
the state, local, organizational, and private levels, there is much
less of a defined boundary between the two. The major
distinction between these two functions at every level is best
characterized by the mission of the actions themselves, which
calls into play the definitions that have been provided for
mitigation and preparedness. In most simple

17. terms, mitigation attempts to eliminate hazard risk by reducing
either the likelihood or the consequences of the risk associated
with the particular hazard. Associated activities, devices, or
actions try to prevent a hazard from ever manifesting into a
disaster in the first place, or they try to make the disaster much
less damaging to humans, property, or the environment if an
emergency or disaster situation arises. Typically, these actions
are taken prior to the instance of an emergency
event. Preparedness, on the other hand, seeks to improve the
abilities of agencies and individuals to respond to the
consequences of a disaster event once the disaster event has
occurred. Preparedness assumes the occurrence of an event,
whereas mitigation attempts to prevent the event altogether.
Preparedness: The Emergency Operations Plan
The emergency operations plan (EOP) is the playbook by which
emergency management response operations are conducted.
However, the development of an EOP is not just a
documentation of what will be done and by whom, but rather it
is the process by which these factors are determined. The
planning process, like the preparedness process, is a cyclical
one dependent on each of the subsequent steps on the
preparedness cycle, and each determines how the other changes
periodically. Planning must be dynamic to be effective to meet
the changing character and needs of the jurisdiction or
organization for which it is conducted.
Emergency plans literally come in all shapes and sizes and in all
manner of quality. These plans, however, are designed by a
standard paradigm. Through an evolutionary process of lesson
sharing, doctrine, and guidance, select components now appear
in almost all emergency plans. These components have formed
because they are the most logical presentation through which
the response and recovery needs of jurisdictions and agencies
may be represented and therefore relied upon in times of need.
These components include the following:
• The Base Plan: Contains the most comprehensive information
about the community, its risks, its statutory authorities, and the

18. general concept by which emergency operations are conducted
(including the officials responsible and the tasks for which they
will be held accountable). This section also includes the
assumptions according to which the plans were created and the
process by which the plans are updated and distributed.
• Functional Annexes: Describe in more detail the different
types of assistance that the responsible agencies and officials
will provide, assigning responsibility for more task-oriented
information. The functional annexes tend to be more operational
in nature than what is found in the base plan.
• Hazard or Situational Annexes: Hazard annexes recognize that
despite the all-hazards nature of base plans, some of the factors
are unique to specific hazards that must be described in detail
and communicated to emergency management and related
officials when the need arises. Using hazard annexes keeps
situation-specific information out of the base plan, which can
make the base plan more concise and more effective in the time-
constrained period of disaster response.
The planning process and the emergency operations plan both
depend heavily on all of the steps in the preparedness cycle.
Planning both dictates and accounts for the equipment that must
be purchased to treat the disaster consequences that are planned
for and to carry out the tasks assigned. Planning also becomes
the basis of training and exercise, and responders train to the
capabilities laid out in the plan and rely upon the assumptions
captured by the plan to determine those core competencies that
are sought. The exercises that are conducted test the
jurisdiction’s or organization’s ability to carry out what is
prescribed in the plan.
Nationwide planning efforts are currently guided by the FEMA-
produced Comprehensive Planning Guide-101 (CPG-101) 2.0.
This federal document was created to provide general yet
standardized guidelines on developing EOPs and the
terminology used in planning efforts and emergency
management in general. The purpose of this guide was to
promote a common understanding of the fundamentals of

19. planning and decision making, which in turn would foster a
more coordinated response when multiple agencies responded in
concert to large-scale, multijurisdictional events. Given the
pressures on communities to adopt the National Incident
Management System (NIMS) and the contingencies placed on
federal grant programs, it is understandable that communities
would require such guidance. CPG-101 is not the first instance
of the federal government providing guidelines. In fact, as long
as 50 years ago, the Federal Civil Defense Guide was released
for the same purpose. The Civil Preparedness Guide1-8, Guide
for the Development of State and Local Emergency Operations
Plans, and State and Local Guide (SLG) 101, Guide for All-
Hazards Emergency Operations Planning followed, and they
were influential predecessors to CPG-101. CPG-101 Version
2.0 can be accessed at http://bit.ly/2ejKUQX.
FEMA has developed a suite of planning guides and templates—
see FEMA Planning Tools and Guides sidebar.
FEMA Preparedness Planning Tools and Guides
Plan Analysis Tool
The Plan Analysis Tool (http://bit.ly/2f02gXd) supplements
CPG 101 by providing a one-page matrix to track the
development timeline for a new plan or the revision of an
existing plan. The tool also captures the planning elements
contained in CPG 101 to support the analysis by a jurisdiction
of its existing plans.
Comprehensive Preparedness Guide 201, Second Edition
FEMA’s Comprehensive Preparedness Guide (CPG) 201,
Second Edition provides communities additional guidance for
conducting a Threat and Hazard Identification and Risk
Assessment (THIRA) (http://bit.ly/2fmRNC7). The first edition
of this guide, released in Apr. 2012, presented the basic steps of
the THIRA process. Specifically, the first edition described a
standard process for identifying community-specific threats and
hazards and setting capability targets for each core capability
(http://bit.ly/2fhIt3y) identified in the National Preparedness
Goal (http://bit.ly/2fmV8RD) as required in Presidential Policy

20. Directive (PPD) 8: National Preparedness, CPG 201
(http://bit.ly/2f08nuv).
Comprehensive Preparedness Guide 502
FEMA’s Comprehensive Preparedness Guide (CPG) 502
(http://bit.ly/2fhNsDO) focuses on the critical partnership and
the exchange of information between fusion centers and
Emergency Operations Centers (EOCs). The guide does not
provide a “one-size fits all” approach to fusion center and EOC
coordination. Rather, it outlines the information sharing roles of
fusion centers and EOCs while identifying the planning and
coordination considerations each entity must take into account.
Developing High Quality Emergency Operation Plans for
Houses of Worship
The Guide for Developing High Quality Emergency Operations
Plans for Houses of Worship (http://bit.ly/2f04y8C) provides
recommendations in the development of plans not only to
respond to an emergency but, also, outlines how organizations
can plan for preventing, protecting against, mitigating the
impact of and recovering from these emergencies. The guide
introduces houses of worship to a new approach to planning that
includes walking through different emergency scenarios to
create a course of action for each objective the team is trying to
accomplish. The guide emphasizes that successful planning
requires all stakeholders be engaged in the planning process
from the start—including community partners such as local law
enforcement, fire officials, emergency medical services, and
emergency management staff.
Developing High-Quality School Emergency Operations Plan
The Guide for Developing High-Quality School Emergency
Operations Plan (http://bit.ly/2e760XT) 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.
Guide for Developing High-Quality Emergency Operations
Plans for Institutions of Higher Education

21. The Guide for Developing High-Quality Emergency Operations
Plans for Institutions of Higher Education
(http://bit.ly/2f06bTZ) provides recommendations in the
development of plans not only to respond to an emergency but,
also, outlines how institutions of higher education can plan for
preventing, protecting against, mitigating the impact of and
recovering from these emergencies.
Source: FEMA, http://bit.ly/2fhLfIq.
Many states guide EOP planning efforts through the release of
standard planning guidelines. Some states even provide
templates for EOP development, which allow for
standardization of not only content but of structure as well.
From a state-level coordination perspective this makes perfect
sense because a unified command response will call upon some
form of synchronization from the various agencies involved.
Such templates ensure that responders are referring to the same
functions and using the same terminology, among other needs.
Virginia is one state that has such guidelines, which can be
accessed at http://bit.ly/2fAIOlF.
Read Me First
SEC/200 Version 3
1
Mitigation Tools
· Hazard Identification and Mapping is the most essential part
of any mitigation strategy as it allows for the analysis of the
hazards in a particular area. The resources for identification and
mapping are numerous and are available from several
government agencies.
· Design and Construction Applications provide one of the most
cost effective means of addressing risk. Building codes,
architecture and design criteria, and soils and landscaping

22. criteria all can be used to reduce a structure’s vulnerability.
· Land Use Planning offers many local options for effecting
mitigation, including acquisition, easements, storm water
management, annexation, environmental review, and floodplain
management plans. It also encompasses a myriad of zoning
options, such as density controls, special uses permits, historic
preservation, coastal zone management, and subdivision
controls.
· Financial Incentives are emerging as an effective means for
promoting mitigation and include special tax assessments,
passage of tax increases or bonds to pay for mitigation,
relocation assistance, targeting federal community development
or renewal grant funds for mitigation, impact fees, and transfer
of development rights. Neighborhood Development Floating
Zones and the Community Rating System are two innovative
examples of financial incentives.
· Insurance mitigates some of the financial costs of disasters,
though critics argue it merely transfers the risk from the
policyholder to the insurance company (and thus societal risk
remains constant). The National Flood Insurance Program
(NFIP) was considered one of the most effective mitigation
programs ever created, though Hurricanes Katrina and Rita and
a series of major floods have had a devastating impact on the
National Flood Insurance Fund. Federal legislation in 2012 and
2014 made various reforms to the program.
· Structural Controls, a controversial technique, can have
positive and negative effects, and merely control the hazard
rather than reduce it. The most common structural control is the
levee, but also includes seawalls, bulkheads, breakwaters,
groins, and jetties, among others.
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23. Read Me First
SEC/200 Version 3
Choosing A Hazard
Nathan Bailey
SEC/200
Prof. Vernon Anderson
October 2, 2018
Choosing A Hazard
Hazard Chart
Hazard Name
Hurricane Camille
Hazard Date
August 17, 1969
Organization Impacted by the Hazard
State Office of Civil Defense, a public organization
Resulting Changes or Development in the Field of Emergency
Management
State Office of Civil Defense, was changed to the Virginia
Department of Emergency Management,
The first natural recovery plan was developed by the
Commonwealth,
creation of the Disaster Relief Act of 1974
All year round training of Local state and federal responders
Hazard’s Influence on Changes or Development in the Field of
Emergency Management
State Office of Civil Defense only protected the civilians from
bomb attacks hence did not have plans for natural disasters.
The disaster made the country to reform its emergency
responses by creating an organization that would be funded to

24. act whenever disasters of any kind occur.
This also required the formation of a disaster recovery plan to
guide them on how they can handle disasters.
The training brings new skills to them based on other disasters
around the world.
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