EOP Activation: The Work Doesn’t Stop When the Incident Ends

Over the past two months, our teams have successfully navigated several significant challenges.

Seasonal surges in flu, RSV, and other respiratory illnesses placed considerable strain on both our staff and our patients. These pressures stretched our resources and required us to adapt in real time—whether through modified staffing models, the use of surge spaces, or physical engineering adjustments. Our operations have shifted from what we consider “normal,” and our teams have continued to perform admirably under these evolving conditions.

We also faced the highly anticipated “snowstorm of the century,” which prompted our Incident Management Team to activate multiple components of our Emergency Operations Plan (EOP). In preparation, we staged supplies, tested and topped off generators, arranged sleeping quarters for staff, and in some cases temporarily curtailed services in anticipation of hazardous travel conditions.

Exercising in the ‘Real World’

Often, we become so proficient at activating portions of our EOP that we forget to acknowledge the important work that has occurred. It’s important to remember that real-world events can satisfy annual exercise requirements. A common question that follows is: How do we know if we truly activated our EOP? In many cases, activation is gradual—such as during respiratory virus season, where increased call-offs and rising patient volumes slowly escalate until they reach a tipping point. Just as quickly as the surge intensifies, it may subside.

Weather-related events offer another example. Even when conditions do not ultimately match initial forecasts, it does not diminish the value of the response. The Incident Management Team still assessed risks, implemented protective measures, communicated with staff outside normal channels, and formally stood down once the threat had passed.

Our experience during the pandemic reshaped many aspects of EOP activation. Virtual command centers, TEAMS channels, and coordinated text communications now serve as legitimate activation platforms. In some cases, full in-person responses with formally assigned roles are still deployed—and when they are, they provide important structure. Regardless of the format, what matters is recognizing that an activation occurred.

Once activation is acknowledged, it is critical to complete an after-action report and develop an improvement plan. A few key considerations include:

• Alignment with the EOP: Did your response follow established procedures? If not, it may be time to update those procedures.

• Hazard Vulnerability Analysis (HVA): Was the incident tied to a high-ranking hazard? If not, your HVA may need revision.

• Annexes and Functional Plans: Did you have an applicable functional or hazard-specific annex? If one was missing or insufficient, consider developing or refining it.

Whether your activation was gradual or rapid, real-world incidents can provide valuable opportunities to evaluate plans and satisfy exercise requirements. Don’t hesitate to update plans more than once a year. Emergency management is a continuous cycle—one without a definitive endpoint—where each event provides insights that help us prepare more effectively for the future.

For more information, contact Ryan Weaver, MBA, BSN, RN, CPPS, CHEP, manager, emergency management.