Auditing emergency management programmes: Measuring leading indicators of programme performance

Heather Tomsic

Journal of Business Continuity & Emergency Planning, 2016, vol. 10, issue 1, 57-75

Abstract: Emergency Management Programmes benefit from review and measurement against established criteria. By measuring current vs required programme elements for their actual currency, completeness and effectiveness, the resulting timely reports of achievements and documentation of identified gaps can effectively be used to rationally support prioritised improvement. Audits, with their detailed, triangulated and objectively weighted processes, are the ultimate approach in terms of programme content measurement. Although Emergency Management is often presented as a wholly separate operational mechanism, distinct and functionally different from the organisation’s usual management structure, this characterisation is only completely accurate while managing an emergency itself. Otherwise, an organisation’s Emergency Management Programme is embedded within that organisation and dependent upon it. Therefore, the organisation’s culture and structure of management, accountability and measurement must be engaged for the programme to exist, much less improve. A wise and successful Emergency Management Coordinator does not let the separate and distinct nature of managing an emergency obscure their realisation of the need for an organisation to understand and manage all of the other programme components as part of its regular business practices. This includes its measurement. Not all organisations are sufficiently large or capable of supporting the use of an audit. This paper proposes that alternate, less formal, yet effective mechanisms can be explored, as long as they reflect and support organisational management norms, including a process of relatively informal measurement focused on the organisation’s own perception of key Emergency Management Programme performance indicators.

Keywords: evaluation; audit; measurement; performance; leading indicators; management systems (search for similar items in EconPapers)
JEL-codes: M1 M10 M12 (search for similar items in EconPapers)
Date: 2016
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