You’re in charge of emergency management. How do you set deadlines that keep everyone safe?

Deadline is set by a comprehensive risk evaluation when building the emergency response plan. Monitoring and tracking the execution of the preset emergency response plan can help to stick to the timeline.

Fight like you train... train like you fight, when the extrimate hits the fan you better be ready to move immediately... there will be no time to plan or train when people are dying by the minute...

Considering the variation of possible emergencies due to the nature of the project or scope of operations, many of the emergencies are predictable during the design and engineering phase. Based on the results of the assessment and the available resources (e.g. proper communication, response team and capabilities, clear procedures, alternative solutions and plans, evacuation solutions, etc.) a reliable prevention and response plan could then be defined, together with the relevant deadlines. I also strongly believe in the commitment of management to consider possible emergencies and to allocate the necessary resources.

Depending on the type of emergency and considering all the factors deadlines in emergency management are typically set by the incident commander or designated authorities leading the response. They are established based on the urgency of tasks, priorities, and the evolving situation. Coordination with various response teams, and agencies, and the assessment of critical needs contribute to determining these deadlines. The goal is to ensure a swift and organized response to mitigate the impact of the emergency.

Something that I agree with is, knowing our resources even before assessing a situation can help us manage the disaster effectively. Also, communication is the most important factor because an event can be managed even if resources are not 100% available as desired, just by effectively communicating the facts with your team. Transparency always works in boosting morale.

"Defining objectives is crucial in emergency management. Using the SMART criteria, ensure objectives are Specific, Measurable, Achievable, Relevant, and Time-bound for each phase—preparedness, response, recovery, and mitigation. This clarity enhances effectiveness, such as specifying 'restore power to 80% of households by 5 pm tomorrow' instead of a general goal."

Defining the right objectives are a measure of your correct assessment of the emergency situation. This step automatically endorses the fist step. If your have clear objectives it also means you have a good strategy to support your objectives to aciheive them. This is only possible only when you have an objective assessment of the problem that you fce and the resources at your disposal and their alignment for achieving right results. Thus all these are inter linked and must be integrated and synergised!

It’s helpful to receive input from the group to define the objectives . Creating specific ones as a group allows everyone to be on the same page and helps them to understand them thus providing the ability to carry out such objectives.

As you execute the tasks, you need to monitor the progress and performance of your team and partners, and compare them with the planned deadlines. You should use tools such as the Gantt chart, the dashboard, and the status report to track and visualize the data. You should also hold regular meetings and briefings to share updates, feedback, and challenges.

"Breaking down objectives into manageable tasks is key in emergency management. Utilize a Work Breakdown Structure (WBS) to organize tasks, identify dependencies, and assess risks. Estimating time and resources for each task ensures efficient allocation, enhancing the overall effectiveness of emergency response efforts."

Ein robustes BCMS ist jedoch nicht über Nacht umsetzbar. Es erfordert Zeit und Expertise zur Implementierung und ist weit mehr als eine kurzfristige L?sung – es ist eine strategische Investition in die Zukunft. Ein gut implementiertes BCMS erm?glicht Unternehmen, kritische Gesch?ftsprozesse schnell wieder aufzunehmen und in Krisensituationen effektiv zu agieren

Task vs status vs outcomes or results. Evaluation of external issue if added and identified l in between to be incorporated and reevaluate the risk.

As a tactical response leader it’s important to have continues monitoring of the progress, as situation in fire ground will be always dynamic. Following the dynamic risk assessment is the key to decide the mode of firefighting. Continues monitoring helps to define attack mode I.e. offensive or defensive and it also helps in identifying if any additional resources required. Continues progress monitoring also helps in understanding the current severity of incident and helps to withdraw the crew before any unwanted incident happens with them.

Monitor the progress to see if deadlines need to be adjusted to keep people safe. Keeping an eye on safety is the most important factor of performance. The goal is to not move any deadline, being proficient and structured can keep safety and concrete deadlines in place.

Monitoring the progress of an emergency response is of utmost importance because no emergency response is structured. Multiple extraneous variables are at play. Monitoring ther progress of the emergency response keeps your final goal in the focus of your attention and also take appraisal of your me, logistics and supplylines. It is a dynamic process while working on the spot. In controlled settings data visualization, assessment and fedback take the centrestage

In my experience, monitoring the tasks as well as documenting and sharing progress reports is crucial to ensuring deadlines are met, while also allowing for optimal resource management. For example: Group A may have completed their tasks but Group B is struggling and could use some help. By monitoring the tasks it allows for Group A to pivot and assist group B.

This is a critical step . To monitor the progress of all objectives and associated tasks. Thus allowing to make any necessary changes or additional tasks as the event moves along. Additionally, to make sure that deadlines are met and tasks are carried out .

While posted in Andamans there was a massive forest fire incident at Neil island. As Chief of the Fire, I accompanied my fighters to the spot. There were a few unique challenges that we faced- there was no light in the forest as the current supply got disconnected, there was a strong breeze and it was a relatively dense forest. Thus emergency response was hindered by hydropheric separation and inability to access the fire area deep inside the forest. The deadline had to be revised multiple times keeping in account limiting the loss to human and animal lives and damage to vegetation cover. We worked an improvised plan for every deadline set after accounting for the newer dimensions to challenges surfacing.

In our part of the U.S. it is rare to find someone working in emergency management who ONLY works in emergency management. In overtasked and under resourced organizations these might be the “catch all” people who are performing code enforcement, life safety education, etc. I tend to believe that this cross pollination benefits our fire safety/EM system of systems, but the manager has to understand what is possible given their human resources and the other time bound job tasks of those employees. If there is an emerging risk related to natural or man-made disaster you may have to go to bat for them with other managers in order to bring your project in on time.

I prefer impact forecasting to set deadlines. Assessing potential impacts through forecasting tools, I establish timeframes for key actions in preparedness, response, and recovery. This proactive approach ensures that responses are triggered based on forecasted impacts, allowing for timely and effective measures in addressing potential emergencies. However, flexibility is essential to adapt to changing conditions.

One more thing I have found useful in setting up and achieving deadlines during emergency situations, is being able (as a leader) to cultivate solid and cross-function teamwork. After assessing the situation and establishing the extent of risk or danger, having all parties that are likely to be affected similarly understand the emergency situation and more the significance of each person actively playing part and/ or cooperating fully with issued guidelines till the end, is key for the success of set objectives and safety of all.

The article is pretty textbook. In a response environment, I prioritize based on lives and property safety. If that is no longer a factor, I move into 'what is left that affects lives and property', and make my lists from there, with feedback from my team. The list is fluid and has it changes with team buy-in, it's shared with stakeholders.

Setting deadlines for emergency management involves creating a timeline for critical tasks. Prioritize actions based on urgency, allocate resources efficiently, and communicate clearly with all involved parties to ensure a coordinated response. Regularly reassess the situation to adapt to changing circumstances.

I an set deadline to ensure the safety of everyone by setting the action deadline and person in ???? of execution as well as person in charge of follow up ; so that each person in the team understand fully their responsibilities and available time and required resources for their task.