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How can you measure the effectiveness of your critical incident policy?

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A critical incident policy is a set of guidelines and procedures that help organizations respond to and manage traumatic events that affect their employees, such as accidents, violence, or disasters. A well-designed policy can reduce the negative impact of such incidents on the mental health and well-being of the staff, as well as the productivity and reputation of the organization. But how can you measure the effectiveness of your critical incident policy and ensure that it meets the needs of your employees and your goals? Here are some steps you can take to evaluate and improve your policy.

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Ryan King, CHPA, MSAJS

Director Safety, Security and Emergency Preparedness @ UF Health St. Johns | Environment of Care

1 Define your objectives

Before you can measure the effectiveness of your critical incident policy, you need to have a clear idea of what you want to achieve with it. What are the specific outcomes and benefits that you expect from implementing the policy? For instance, you may want to provide timely and adequate support and resources to employees affected by a critical incident, prevent or minimize the risk of post-traumatic stress disorder (PTSD) and other mental health issues among employees, maintain or restore the normal functioning and performance of the organization, demonstrate your commitment and care for your employees and stakeholders, or comply with legal and ethical obligations and standards. These objectives can be used as a foundation for developing indicators and criteria that will help you measure the effectiveness of your policy.

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Ryan King, CHPA, MSAJS

Director Safety, Security and Emergency Preparedness @ UF Health St. Johns | Environment of Care
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Objectives in most situations involve: 1) Gain intelligence over the immediate cause of what is placing this system into disaster/critical mode. 2) Implement mitigation (people, assets, SME's) to move the situation from "disaster/critical" to "unusual and scalable". 3) Dedicate a team to the incident, and siphon it off from the main operations of your business to stop the potential loss. 4) Continue to work the incident until the situation is returned to a manageable level.

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2 Collect and analyze data

The next step is to collect and analyze data that will show you how well your critical incident policy is working. You can use surveys, feedback forms, interviews, focus groups, reports, records, statistics, and metrics from the critical incident response team, the human resources department, the health and safety committee, as well as absenteeism, turnover, productivity, performance, and customer satisfaction data to source your data. Qualitative and quantitative data analysis techniques can then be used to identify the strengths and weaknesses of your policy, as well as the gaps and challenges that need to be addressed.

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Ryan King, CHPA, MSAJS

Director Safety, Security and Emergency Preparedness @ UF Health St. Johns | Environment of Care
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The after action reports, or notes from your command team are critical. We know that very few times are the plans actually opened/utilized in the middle of a short term disaster (long term disasters are more likely due to planning needs). Your teams will act based on knowledge of the plans, and fill in the rest with their resident skill set. Thus when reviewing the data afterwards, if things went well compare it to your plans to see if the team performed leaner, or more productive in real time then the planned steps. If so adjust the steps. If they failed at certain juncture, was it in the original plan and simply forgotten? If so, retrain.

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3 Compare and benchmark

To assess the effectiveness of your critical incident policy, you can compare and benchmark it with other policies and best practices in your industry or sector. Research literature, guidelines from professional associations, case studies from other organizations, and feedback from experts can all be used to evaluate how your policy aligns with the current knowledge and expectations in your domain. Additionally, these sources can provide invaluable insights into the successes and failures of others.

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Ryan King, CHPA, MSAJS

Director Safety, Security and Emergency Preparedness @ UF Health St. Johns | Environment of Care
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Many sectors don't believe in sharing policies with peers. This is a huge mistake. Even experts get it wrong sometimes, and being able to benchmark with others can shine lot on a critical thought stream you have neglected.

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4 Review and update

The final step is to review and update your critical incident policy based on the data and feedback you have collected and analyzed. Implementing a cycle of continuous improvement, such as the Plan-Do-Check-Act (PDCA) model, can help you implement changes and monitor their effects. Additionally, using a SMART (Specific, Measurable, Achievable, Relevant, Time-bound) framework to set goals and action plans for improving your policy can be beneficial. Examples of possible changes and actions include revising and clarifying the roles of the response team and other stakeholders, enhancing and diversifying the support available to employees affected by an incident, increasing communication among levels/units of the organization, providing more training/education on critical incident management/stress management to employees/managers, and conducting regular audits/evaluations of the policy. By following these steps, you can measure the effectiveness of your critical incident policy and ensure that it meets the needs of your employees and organization.

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Ryan King, CHPA, MSAJS

Director Safety, Security and Emergency Preparedness @ UF Health St. Johns | Environment of Care
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Plans should be comprehensive, but not elaborate. If they are not operational it doesn't matter how well written. A simple example was a hospital who stated Security will secure its entrances during a civil disturbance. There were 8 entrances and only 3 Officers on per shift. No one ran through the operational logic prior to publication. Another example of operational efficiency is an emergency supply list should be created and in the plans its location, who is responsible, and the vendor contact information should be present. However the inventory itself should live at the location and prebuilt in the procurement departments disaster order protocol. These pages simply don't need in the response plans themselves and waste valuable space.

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5 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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Ryan King, CHPA, MSAJS

Director Safety, Security and Emergency Preparedness @ UF Health St. Johns | Environment of Care
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You may only have one emergency manager or a small team. Outside of the general data that is needed, assign out parts of your emergency plan to their subject matter experts as a thought exercise. Your finance department should write the section of the plan about collecting timecard data, payroll, procurement etc. As they think through their processes to write their sections, become more familiar with their role, seek to correct gaps and streamline the plan/process out of self necessity. Use your subject matter experts!

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How can you measure the effectiveness of your critical incident policy?

1

2

3

4

5

1 Define your objectives

2 Collect and analyze data

3 Compare and benchmark

4 Review and update

5 Here’s what else to consider

Stress Management

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How can you measure the effectiveness of your critical incident policy?

1

2

3

4

5

1 Define your objectives

2 Collect and analyze data

3 Compare and benchmark

4 Review and update

5 Here’s what else to consider

Stress Management

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