Your team is in charge of emergency management. How do you know if you’re succeeding?

The Team Leader have to monitoring several key indicators: -Progress towards objectives: The team leader has to observe progressive, whether the team is making progress towards the goals and objectives set for managing the emergency. This could be phase wise- tasks being completed, milestones being reached, or problems being resolved. - Communication: Effective communication within the team is crucial during an emergency. The team leader can gauge success by monitoring communication channels to ensure information is being shared efficiently, concerns are being addressed promptly to boost up morale. - Feedback: Team members providing positive feedback or expressing confidence in the team's approach can indicate success.--

Establishment of Clear Goals: Success can be measured by the clarity and appropriateness of the goals set before the emergency. Achievement of Goals: Assess whether the objectives were met or not, and to what extent. Adaptability: Success is also indicated by the ability to adapt goals as the situation evolves.

SWOT analysis is very helpful when you first try to assess goals/objectives. Identification of KPIs is also very helpful when you are integrating activities.

Incident management – especially in the fast-paced response phase- is management by objectives. Once these objectives are shared in your planning P of your operational cycle you will have a measurement for success. But as that response stretches out, there is a sweet spot - call it the "zone" where you're thinking "that’s right, I got your number you twisted, wicked problem” and you begin to see what recovery and resilience could look like…so you share it with your team and fellow emergency managers and they go from interest, to slowly nodding, to yeah, yeah – I see it too. Then you know you are succeeding - shared operational picture moves – taking on its own momentum - towards a shared operational recovery and eventually a shared victory.

Here are some ways we can assess our success: 1.Preparedness Metrics Completion of emergency preparedness plans and procedures,regular drills, exercises, and simulations to test readiness. 2.Response Effectiveness Timeliness of response actions, such as evacuation, search and rescue, and medical aid. 3.Recovery Progress Speed and efficiency of recovery efforts, including debris removal and infrastructure repair. 4.Mitigation Measures Implementation of risk reduction strategies to minimize the impact of future emergencies. 5.Community Feedback and Satisfaction Conducting surveys, focus groups, or community meetings to gather feedback. 6.Lessons Learned and Continuous Improvement Reviewing and analyzing post-event reports.

Efficiency: Evaluate the efficiency of the emergency response processes and procedures. Effectiveness: Determine if the processes and procedures were effective in addressing the emergency. Flexibility: Success can also be measured by the ability of processes and procedures to be flexible and adaptable to different types of emergencies.

If all security objectives are being met on time correctly and within policy and procedure next survey your security management team to get a gauge on the atmosphere if the atmosphere is positive or if the atmosphere is toxic or tell you if your team is succeeding, I don’t feel that you don’t need to do anything else because you’ve hired the best they have proper training and they know what they’re doing

In an emergency situation title does not = authority: there have been situations I have been involved in where a VP (who knows nothing about emergency management) has tried to take on the role of incident commander (IC). This is not a very good idea.

As your peers engage with you, they see your team “in the zone” and often want you to explain how you did it, so they can learn from it and replicate something similar in their own concept of operations. A-team development can give you a high like no other…once you have done this at least once in your career, you’ll want to repeat that success. Most of us who have reached this A-team “zone” more than once, start to tackle the wicked problems within our profession. Things like achieving inter-operability, unified command, developing, fine-tuning and reviewing professional and ethical codes of conduct, going after the Holy Grails of emergency management - like achieving “whole of community” of “whole of society” approaches.

Basic edifice of a comprehensive emergency management- prevention, preparedness, response, and recovery lies squarley on its processes and procedures. Hazard mitigation planning,Pre-disaster mitigation projects, Risk communication and education are some of the key vitals. Instituting well rehearsed Risk assessment processes, Development of emergency plans with space for plan review and revision to reflect changes in risks, resources, and capabilities is essential.

Outputs: Measure the tangible results of the emergency management efforts, such as the number of lives saved, properties protected, etc. Outcomes: Assess the broader impacts of the emergency management efforts, including the long-term effects on the community's resilience and recovery.

Outputs and outcomes modulate the further course of efforts. Delineate from a non rewarding practice to a more worthwhile and productive approach. Align the goals to the qualitative impacts undertaken and their outcomes

Resource Allocation: Evaluate how resources were allocated during the emergency response. Utilization of Resources: Determine if resources were effectively utilized to achieve the desired outcomes. Capacity Building: Assess whether the emergency management team has the necessary capabilities to respond to various types of emergencies.

Resources and capabilities have to take into account executive support; in my experience the VP level is where you start getting real 'traction' to address tasks.

Resources and capabilities play crucial roles in effectively preparing for, responding to, and recovering from disasters and emergencies. Geographic Information Systems (GIS) for mapping hazards, Surveillance and monitoring systems for early detection of hazards.-Technology and Information System Emergency operations centers (EOCs), Medical facilities, hospitals, clinics, and triage centers - In Facilities domain. Insurance coverage for individuals, businesses, and public infrastructure.-Funding and Financial Resources Education and outreach programs to raise awareness,Social networks, neighborhood associations, -Community Support and Resilience Utilization of these capabilities in a strategic and coordinated manner needs to be done.

One thing I've learned is that most ppl don't understand why they can't just grab a supply from somewhere if they know where it is...they don't. Realize sometimes the store owner or property may need to keep a certain amount of items on hand in the case of an emergency.. if they are grabbing unnecessarily when the need is great there won't be enough of the supply for the demand.. make sure we communicate as to why to our staff so they know we are looking out for them in the future.. great incentive for employees to be aware the employer plans for thier safety.

Interagency Coordination: Measure the effectiveness of collaboration between different agencies and stakeholders involved in the emergency response. Communication: Evaluate the clarity, timeliness, and effectiveness of communication during the emergency.

Every collaboration involves communication - but not every communication involves collaboration. Important to understand this.

After-Action Reviews: Conduct thorough reviews after the emergency to identify strengths, weaknesses, and areas for improvement. Training and Exercises: Measure the effectiveness of training programs and emergency response exercises in enhancing preparedness and response capabilities. Implementation of Lessons Learned: Assess whether lessons learned from previous emergencies were effectively implemented to improve future emergency management efforts.

Success in emergency management is multifaceted and can be evaluated through various indicators including response time, communication effectiveness, resource allocation, coordination with stakeholders, minimization of losses, community feedback, adaptability, and compliance with protocols. By monitoring these factors, emergency management teams can assess their performance, identify areas for improvement, and ensure that they are effectively responding to and mitigating the impacts of emergencies.

Does your audience feel safe and informed? If not, you're not succeeding. You can have a textbook response to an event but, if you don’t tell people what you're doing to respond, and what they need to keep updated and safe - you're not being successful in their eyes. And, public opinion matters.

How many time have you heard: 1. What is emergency management? 2. What are you doing when there’s no emergencies? 3. Why do we need that? If you checked anyone of these with your current organization, you’re not succeeding

in order to measure my success as an emergency management professional I need to have multiple evaluation approaches : -self evaluation ; by measuring my accomplished tasks and how confident I was during performing them and if I have met the deadline comfortably. -the evaluation of my line manager who set my particular objectives and expectations; this would be discussed during my performance appraisal meeting. -the feedback from my team "formal and informal " which I should seek for and appreciate it in order to know my gaps and put development plan

The easy answer for any level of EM success is “are we completing the objectives?”. Sorry, but this is it the correct KPI. The true measure of whether the team is successful is its ability to withstand the changing objective landscape, the ability to adapt to ever-increasing dynamic incidents, communicating strength and confidence to stakeholders and showcasing resilience in the face of chaos.