Improving Multi-Agency Response to Road Traffic Collision through Joint Training and Exercises - Example

A PROJECT TO IMPROVE MULTI-AGENCY RESPOSE TO ROAD TRAFFIC COLLISION THROUGH JOINT TRAINING AND EXERCISES A CASE STUDY Name: Instructor: Course: Institution: Date: TABLE OF CONTENTS Title……………………………………………………………………………………………..3 Aim…………………………………………………………………………………………......3 Objective……………………………………………………………………………………......3 Benefits…………………………………………………………………………………………4 Costs…………………………………………………………………………………………….5 Business case…………………………………………………………………………………....5 Tasks…………………………………………………………………………………………….8 Precedence chart……………………………………………………………………………….8 Staffing…………………………………………………………………………………………9 Risk management plan…………………………………………………………………………9 Documents management plan…………………………………………………………………..11 Summary………………………………………………………………………………………..12 References………………………………………………………………………………………13 A PROJECT TO IMPROVE MULTI-AGENCY RESPOSE TO ROAD TRAFFIC COLLISION THROUGH JOINT TRAINING AND EXERCISES AIM The main aim of this project is to develop a well coordinated programme which will be used to foster multi-agency response to road traffic collision. Road traffic collisions can be effectively managed through improvements of multi agency response systems (Nokes, 2007). The project aims at conducting training exercises which will enhance multi agency response to road traffic collision. The project also aims at improving safety response which will in turn help in reducing cases of death due to poor or slow response. OBJECTIVES In order to attain the final actions for the project plan and to achieve the objectives set within the programme, there is a need to have a set of objectives to guide those involved in the devolvement plan (Dinsmore, 2005). The objectives act as guidelines to the project officers and they control the actions and operations of the officers in the course of their work. Every project must have set objectives which are very critical especially when sourcing for funds for running a project. The objectives of this project are diverse and inclusive which makes the project more viable. These objectives are: 1. To promote safety and efficiency in the movement of people and motor vehicles. 2. To ensure that newly trained experts get jobs in their right profession 3. To enhance good coordination of traffic groups so as to improve multi agency response 4. To bring new ideas into this field of study 5. To reduce the number of traffic injuries, deaths and property damage from traffic collisions due to carelessness in driving. These traffic collisions can be prevented and incase of collision proper investigation should be carried examining all factors, operator status, vehicle condition, and supervise control measures involved (Phillips, 2003). 6. To link training institutions and safety departments to ensure that the aims of individual programmes contribute to the strategic aims of the traffic-strategy by the end march 2011 7. To introduce adequate skills and techniques to all staff in the project and the community at large. People trained from this project will take the knowledge and skills to the community which will help in making the society more informed and skilled. 8. To ensure adequate training to individuals and police on issues related to road safety and response to traffic collision 9. To lay down a concrete procedure to be used in the multi agency response programmes. 10. BENEFITS Reduce double accidents The project is expected to reduce double road accidents. When there is a minor accident on the road, a quick response may reduce occurrence of another accident. Some double accidents occur as a result of poor and slow responses. Reduce Traffic jams The project will reduce traffic jams because of quick action by the involved officers and this will ensure smooth flow of traffic. Enhance service delivery Reduced traffic jams will make transportation of goods and services easy and efficient. Improve communication Easy movement will enhance communication in the case study society. Reduce cases of accident related deaths Reduction in road accidents will lead to a decrease in deaths related to road accidents. COSTS The table shows the projected costs of the multi-response enumerations during the project plan development and implementation Project Director 11months 66428 Emergency Response Officer 16 months 59685 Field Officer 16 months 46199 Training Officer 16 months 41768 Stationery 2000 Miscellaneous costs 202000 Contingency @ 15% 41008 TOTAL 459088 BUSINESS CASE A quick response strategy to traffic has to be adopted to reduce extreme cases of road Traffic collision in Melbourne In order to achieve this objective, extensive response training is required. Also, new road safety rules need to be established. The present rules are not inclusive hence changes on the rules are necessary Though there have been efforts to change these road traffic rules, rigid structures and vested interests of some of the people have derailed the process. All activities in the project should be aimed at meeting the projects goals and objectives. To achieve success of the project, strict guidelines and procedures should be followed The projected strategic aims of the project are to realize the vision of making the public feel comfortable and safe when doing their businesses involved within the city (Lewis, 2006). The schedule of the training should fit fully to the needs of the concerned people in order for the project to succeed. These needs are needs to change actions with the emerging needs to control the traffic flow within the Melbourne. The traffic police needs to be very much involved in this project because it highly concerns them. The traffic police department should actually offer some of its officers to help in the implementation of the project. One of the implementing partners of the project is the government and therefore it should be highly involved through the traffic police. Traffic police are highly experienced on matters pertaining to road traffic and so they are very helpful in traffic response related projects (Lock, 2007). Failure of this approach may be a potential threat to the planned strategy success. The project director and the other officers involved in the project should ensure that the strategies set in the project succeed so as to facilitate successful implementation of the project (Harrikon & Dennis, 2004). A collaborate strategy has to be embraced so as to make a project successful (Bjarne, 2007). To make Melbourne safe through this project, the project director should ensure different parties are involved in the project. The director and his or her officers should mobilize volunteers to help in the implementation of the project. The volunteers may be retired traffic police officers, university lecturers with knowledge in disaster management. Individuals who are experts in this area and any other interested people who can contribute to the success of the project. The ministry of transport should also be involved in the project. This project falls under different government ministries but the most concerned ministries are the ministry of transport and the ministry of health because the programme will also help in improving health conditions in the country (Stellman & Greene, 2005). This collaborative approach will enhance the success of the project. Lack of such an approach might pose as a potential threat to the esteemed project achievement (Harold, 2003). The staff involved in the training should try as much as possible to reduce costs of running the project. For a project to be successful cost reduction is critical and the staff should do their best to reduce the costs involved in running the project (Martin, 2002). All the finances set aside for the project are minimum and so proper cost reduction mechanisms need to be put in place so as to reduce these unnecessary costs. Failure to effectively minimize running costs may pose a threat for the project because the project budget may be exhausted before the project ends and so the staff should be very careful in their spending of the project finances (Cleland and Roland, 2006). The director should ensure that all the finances are accounted for. Proper cost managements facilitate successful completion of a project (Albert, 2004). Leaders should be on the forefront in ensuring that such projects succeed in their implementation. Political leaders should be a good example to the citizens by getting involved directly or indirectly in such projects. Leaders should even go the extent of introducing motions in parliament to promote initiation of such projects because they are very critical to the citizens. In this project, leaders should be involved and they should positively contribute towards the success of the project. The project director and his or her staff should mobilize leaders to participate in such projects so as to ensure successful implementation of the project. TASKS s/n Task No. of staff grade Time 1 Confirm and agree to study rules and regulations 1 7.3.2011 2 Get materials for Directors Course 1 14.3.2011 3 Get materials for Emergency Response Officer course 1 16.3.2011 4 Get materials for Field Officer course 1 18.3.2011 5 Schedule classroom and staff time for 2011 courses 4 21.3.2011 PRECEDENCE CHART The table below shows list activities in precedence mar Apr May June July Aug Sept Oct 2 5 9 3 10 7 11 7 8 9 9 10 9 11 12 11 14 15 STAFFING The following staffs will be recruited to enhance development of the Project and also to allow smooth running of project These staffs are: Project Director (Experienced) Emergency Response Officer (Experienced) Field Officer (Experienced) Training Officer (Experienced) RISK MANAGEMENT PLAN The risks to this Project are: 1. Strong opposition budget adjustments/Budget constraints 2. Poor cooperation and commitment by the people involved 3. High demands on staff involved/very tight schedule for project staff 4. Lengthy and restrictive process of curriculum formulation In evaluating each risk, there is need to estimate the likelihood of the risk occurring. The risk may be low, Medium or High and the likely impact if the risk does so (Low, Medium or High) Risk 1 Likely impact if risk does occur Probability of risk occurring X Y Z X Y Z R Risk 2 Likely impact if risk does occur probability of risk occurring X Y Z X Y R Z Having recognized the risks, we suggest the following management actions as part of the Project: Extensive resource mobilization Organizing workshops and seminars for those involved and those interested Working with universities in curriculum development and the training exercises DOCUMENTS MANAGEMENT PLAN All documents should be titled and numbered according to the traffic multi-response Project Management system plan. Therefore, current or newly amended documents are to be agreed at the weekly team meetings before being entered into the system for the final reporting. The Project Director will guide the operations of the project. He or she can appoint people to coordinate various activities in the project depending on demand SUMMARY At the end of each activity that has to be undertaken, there is a need to evaluate all weekly activities, seminars and any other activity that may be considered important for the development of the project plan. Evaluation of these activities will help in understanding and analyzing the project plan to establish whether the plan should go on as planned/structured or it should be adjusted. In other words, the evaluation helps in deep analysis of the project plan to determine if it is still feasible or viable (Young, 2005). The need to organize shifts on the line of duty has to have some guidelines that are followed by the officers concerned. Work shifts usually involve many logistical issues hence strict guidelines are necessary in regulating these people (NASA, 2001). The human resource department in this project should come up or draft very strict codes of conduct and regulations for project officers and other workers (casual/contract workers) to ensure that the employees are guided purely by set regulations. Shift workers are usually hard to manage hence the human resource department in this project need to be very strict and organized so as to effectively manage these employees (Morgen, 2003). References Albert, H. (2004). Handbook of Project Management Procedures. Dallas: TTL Publishing. Bjarne, K. (2007). Project Management‎: Theory and practice. Copenhagen: Nyt Teknisk Forlag. Cleland, D., & Roland, G. (2006). Global project management handbook. New York: McGraw- Hill Professional. Dinsmore, P. et al (2005). The right projects done right. Hoboken: John Wiley and Sons Harold, K. (2003). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. Hoboken: Wiley and Sons. Harrikon, F., & Dennis, L. (2004). Advanced project management: a structured approach‎. Aldershot: Gower Publishing. Lewis, I. (2006). Project Management. New York: McGraw-Hill Professional. Lock, D. (2007). Project management (9e ed.). Aldershot: Gower Publishing. Martin, S. (2002). Project Management Pathways. New York: APM Publishing Limited Morgen, W. (2003). Fifty key figures in management‎. London: Routledge NASA. (2001). NASA Contractor Financial Management Reporting. NASA NPR 9501.2D. Retrieved from http://nodis3.gsfc.nasa.gov/npg_img/N_PR_9501_002D_/N_PR_9501_002D__Chp2.pdf Nokes, S. (2007). The Definitive Guide to Project Management. London: Financial Times / Prentice Hall Phillips, J. (2003). PMP Project Management Professional Study Guide. New York: McGraw- Hill Professional. Stellman, A., & Greene, J. (2005). Applied Software Project Management. California: O'Reilly Media. Young, H. (2005). A brief history of Project Management. Connecticut: Greenwood Publishing Group Read More