This paper presents a crisis management plan for the 3-day Military Air show in South West England as a guide to response in case of the development of any crisis. The crisis management team recognises that crises are possible occurrences in military air shows and thus the need to develop a management plan in advance to prevent damages and control the situations on time if and when they occur. The crisis management plan provides an overview that explains its purpose, function and parameters as pertains to the military air show. It also explores the aims and objectives of a crisis management plan in such events as well as defines possible crisis faced in the event and the strategic options available to mitigate and manage them.
Furthermore, the plan includes a crisis vulnerability assessment that offers an evaluation of the exposure of the event to crises including key internal and external weakness and perceived levels of risk. The crisis management plan also outlines the compositions and structure of the crisis management team and their respective roles and responsibilities and the lines of communication. Also, the plan provides the crisis activation plan including information verification and call-out procedures, crisis communication and stakeholder management procedures and the deactivation and stand down directives. Ultimately, the plan provides a post-crisis activation and review.
Crisis management is an integral part of an operation conducted by strategic and serious organisations or bodies. A crisis management plan developed at the start of a procedure or event anticipates the probable crisis during the event and thus outlines the allocation of resources such as equipments and personnel, activities that will take place in the management of the crisis and assign the roles and responsibilities to the personnel among others (Eriksson & McConell, 2011, 89). Military performances are prone to crisis and thus the need to develop crisis management plans prior to the performances to ensure efficiency in crisis management if they arise. This crisis management plan is designed for a 3-day military Air show in South West England that features 220 aircrafts from 32 air arms and is expected o attract 100,000 spectators.
Generally, air displays are subject to high regulations and require risk management controls due to the volatile nature of air displays and aircrafts. Military air shows are civic events that involve the display of military aircrafts through aerobatics demonstrations. For that reason, there is a need for safety for both the military and the public. Military air shows are high risk events externally given a large number of audience they attract and the attention it attracts from the outside world. Also, the internal risks with the aircrafts and the systems prevail. Air display risks stem from low to high risks margins thus the need for the development of crisis management plans beforehand to ensure preparedness in case of an unexpected occurrence during the air show.
A Crisis refers to happenings that have a low probability of occurring but in case of occurrence result to high impacts that threaten the integrity and viability of an operation or ongoing event (Nevada Small Business, 2019).
Crisis management (CM) refers to the processes and the steps taken by those in charge of the planned event to ensure safety and prevention or minimisation of damage in case a crisis arises.
Crisis management plan (CMP) is the descriptive report or an instructive document that directs crisis management in a defined situation detailing the approaches, activities, personnel, equipment, strategies and step by step executions to manage a crisis.
Crisis management team (CMT) refers to the personnel and representatives from the relevant bodies or organisations in charge of an event that is responsible for developing the crisis management plan and overseeing its execution.
All crisis management team members are senior management and experienced personnel in their respective roles with the CMT. The CMT will include crisis manager, The South West England regional CM team communication manager, human resource manager, medical practitioner, crisis management advisor, Health, Safety, Security, and Environmental Advisor, administrative support manager and a security manager. Each of the CMT personnel has a team working under them on call in case of a crisis to facilitate the management process (Technical Planning response, 2012, n.p). The CMT is critical to ensuring the effectiveness of the CM process through coordinating and facilitating the execution of activities and roles strategically and efficiently in the areas they represent.
Incident command system
The South West England regional CM team
Human resource manager
Crisis management advisor
Health, Safety, Security, and Environmental Advisor
Administrative support manager
A crisis may arise unexpectedly and the military air show, and there is the risk of being uninformed about the crisis so as to make critical decisions on time. Therefore, the call out procedure is standard to any crisis that may arise during or prior to the South West England military air show. The crisis management plan will be activated through the five phases of plan activation (firestorm Team, 2014, n.p). The first phase of the plan activation is the pre-action phase which includes preparing and making decisions to prevent or reduce damage in the event of a crisis. The second phase is the onset phase which entails avoiding the escalation of the crisis through detection, early response and instantaneous communication. The third phase is the impact assessment stage which involved a preface evaluation of the damage in assessing the extent of the effect on operations and the spectators. The third face activities are likely to be affected at the same time as the onset phase activities are being carried out. The fourth stage is the response and recovery phase which entails the implementation of the critical plan procedures such as recovery processes and activating the strategies for restoration. The last stage is the post-crisis stage which entails reviewing the actions taken and making recommendations necessary for future improvements and increased efficiency.
Communication is continuous throughout the plan activation among the CMT and with the public to keep them updated and ease any tension. Cancellation of the air show in case of identification of critical threats prior to the commencing of the air shows such as terrorist risks is advised. Also, All risks identified before the air show should be managed beforehand and a lookout throughout for identified potential risks.
Stabilize the incident as much as possible
Assessment of damage and control
Choose the mitigation options to implement
Critical decision making and implementation
Declaration of crisis by CMT
Recovery and restoration
Review of the implementation of CMP
Eriksson, K. and McConnell, A., 2011. Contingency planning for crisis management: Recipe for success or political fantasy?. Policy and Society, 30(2), pp.89-99.
Firestorm team., 2014. The 5-Phase Model – When Crisis Plans Are Activated. Firestorm. [Accessed 4 March 2019) Available at https://www.firestorm.com/the-5-phase-model-when-crisis-plans-are-activated/
Long, R., 2018. CMT 101: Crisis Management Team Roles. MHA Consulting [Accessed 4 March 2019) Available at https://www.mha-it.com/2018/05/09/crisis-management-team-roles/
Nevada Small Business., 2018. Creating a Crisis Communications Plan Zions Bancorporation, N.A. [Accessed 4 March 2019] Available at https://nevadasmallbusiness.com/the-importance-of-crisis-management/
Technical Planning Response., 2012. An Overview of Crisis Management Teams [Accessed 4 March 2019] Available at https://www.emergency-response-planning.com/blog/bid/55772/an-overview-of-crisis-management-teams
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