How to Develop Emergency Response Procedures

Kelly McKinney asked Chat GPT to provide a Crisis Management Algorithm. I added the exact prompts into MS COPILOT. Here are the results. Blue Sky Phase (Pre-Crisis) 1. Crisis Envisioning and Planning   - Identify Potential Crises: Natural disasters, cyber-attacks, health emergencies, etc.   - Assess Resource and Consequence Challenges: Information flow, available resources, possible impacts.   - Draft Possible Scenarios: Create a library of realistic crisis scenarios. 2. Team Identification and Convening   - Identify Key Individuals and Groups: Roles such as communication, logistics, medical, security.   - Recruit Additional Members: Based on specific crisis needs.   - Schedule Training Sessions: Immersive crisis scenario simulations. 3. Development of Crisis Response Plan   - Establish Tactical Operations: Identify parallel and simultaneous operations.   - Assign Leads for Each Operation: Designate responsible individuals and groups.   - Create Flexible Response Guidelines: Document detailed yet adaptable procedures.    4. Team Readiness and Monitoring   - Establish 24/7 Monitoring: Set up systems to keep watch for any crisis signals.   - Information Gathering Systems: Develop methods to collect and assess initial signals.   - Crisis Simulations and Drills: Regularly conduct practice scenarios. Gray Sky Phase (During Crisis) 1. Signal Detection and Assessment   - Monitor Signals: Continuous observation of potential threats.   - Immediate Response: Gather detailed information upon detection of a signal.   - Initial Assessment: Evaluate if the signal could lead to a crisis. 2. Incident Management Team Notification and Activation   - Notify Incident Management Team: Use all available means (email, text, etc.).   - Convene Incident Management Team: Ensure team is quickly assembled.    3. Emergency Operations Facilitation   - Operations Meetings:     - Initial Briefing: Share situational awareness.    - Status Updates: Regular reports from individuals and groups on their operations.    - Address Issues and Needs: Identify obstacles and unmet needs, propose solutions.   - Tactical Execution: Oversee and support the execution of emergency operations. 4. Continuous Review and Adaptation   - Continuous Monitoring: Keep assessing the situation and adjusting the plan.   - Coordination and Communication: Ensure seamless coordination among team members.   - Resource Management: Efficiently allocate resources as per needs.   - Documentation: Maintain detailed records of decisions and actions taken. 5. Crisis Resolution and Debriefing   - Crisis Resolution: Keep operating until the crisis is resolved.   - Post-Crisis Review: Conduct a thorough review to identify lessons learned.   - Update Crisis Management Plan: Incorporate improvements based on the review. By following this algorithm, your crisis management team can efficiently manage crises, ensuring preparedness before they occur and effective action during their occurrence.

Over the years of working in Protective Medicine and Executive Protection, I've put together a checklist that works for me, and may help you ensure your emergency response plans actually work when you need them most: 1️⃣ 𝗜𝗱𝗲𝗻𝘁𝗶𝗳𝘆 𝗣𝗼𝘁𝗲𝗻𝘁𝗶𝗮𝗹 𝗥𝗶𝘀𝗸𝘀:  What could go wrong? Natural disasters? Medical emergencies? Security threats? Traumatic injuries? Write down potential scenarios and prioritize them. 2️⃣ 𝗖𝗿𝗲𝗮𝘁𝗲 𝗮 𝗥𝗲𝘀𝗽𝗼𝗻𝘀𝗲 𝗣𝗹𝗮𝗻: Who does what in an emergency? Assign roles based on skills and experience. Include everyone involved; this isn’t just for the "medical crew." 3️⃣ 𝗘𝗾𝘂𝗶𝗽 𝗬𝗼𝘂𝗿 𝗧𝗲𝗮𝗺 𝘄𝗶𝘁𝗵 𝗧𝗿𝗮𝗶𝗻𝗶𝗻𝗴: Regular drills! Practice makes better(not perfect)—who doesn’t want to be a pro under pressure? Invest time in training sessions focused on real-life scenarios RELEVANT to your operations. 4️⃣ 𝗥𝗲𝗴𝘂𝗹𝗮𝗿𝗹𝘆 𝗨𝗽𝗱𝗮𝘁𝗲 𝗬𝗼𝘂𝗿 𝗦𝘂𝗽𝗽𝗹𝗶𝗲𝘀: Check expiration dates on medical supplies.  Swap out equipment based on the environment that they are stored in. A roll of gauze or medical tape that sits in a medical bag in a vehicle constantly in the sun, will not hold up well as one kept in a temperature controlled office.  Update equipment based on changes in risks or team needs. 5️⃣ 𝗖𝗼𝗻𝗱𝘂𝗰𝘁 𝗣𝗼𝘀𝘁-𝗜𝗻𝗰𝗶𝗱𝗲𝗻𝘁 𝗥𝗲𝘃𝗶𝗲𝘄𝘀: What went well? What didn’t? Use these lessons to improve future plans. Don’t repeat mistakes! This may sound straightforward, but you'd be surprised how many organizations overlook these basics! If you're serious about safety, take some time to implement this checklist into your strategy today.  Whether it's for an event or general preparedness—it’s never too late to start building resilience! What steps are you currently taking to enhance your emergency response plans? Share below! 👇

Emergencies are unavoidable—fires, floods, shootings, cyberattacks. The only thing worse than an emergency is being unprepared for it. Just ask yesterday's "Worst Employer" nominee. A well-crafted Emergency Action Plan (EAP) keeps everyone safe and your business running. Here's 10 things to consider in creating one: 1./ Assess Your Risks Identify the emergencies most likely to hit you—whether natural disasters, workplace violence, or data breaches. Prioritize based on impact and likelihood. 2./ Get Employee Input Your employees are on the front lines and often spot risks management misses. Including their insights builds a better plan and fosters buy-in. 3./ Assign Clear Responsibilities Who calls 911? Who initiates evacuations? Everyone should know their role before an emergency strikes to avoid confusion in the heat of the moment. 4./ Map Out Evacuation Plans Chart exits, evacuation routes, and assembly points. Make sure everyone can evacuate safely, including employees with disabilities. 5./ Establish Communication Channels Use multiple methods—emails, texts, and phone trees. Keep clients, vendors, and other stakeholders informed, too. 6./ Stock Emergency Supplies First-aid kits, fire extinguishers, and flashlights are must-haves. Regularly check supplies so nothing fails in a real emergency. 7./ Plan for Business Continuity Know which processes must keep running and how to do it—whether remote work, cloud backups, or backup vendors. 8./ Stay Compliant Verify if OSHA or other laws require specific elements in your plan. Non-compliance can mean fines. 9./ Train, Drill, and Support Your Team Hold regular drills, offer training refreshers, and provide mental health support after stressful events. 10./ Debrief, Report, and Improve After every emergency or drill, debrief with your team. File necessary incident reports for OSHA or insurance. Assign someone to review and update the plan regularly. Emergencies aren't predictable, but your preparation should be. A well-thought-out EAP protects your people and helps your business bounce back as quickly and easily as possible.

Hope is not a plan. Don’t plan for what’s easy—plan for what will break you. When it comes to emergency management, my philosophy is simple: Think Big. Go Big. Go Fast. Be Smart About It. This isn’t theory. It’s what works when everything else is falling apart. 1. Think Big Plan for the disaster you can’t handle—not the one you can. Too many plans are written for the expected. You’ve got to plan for the event that could crush you. If you only plan for the average storm, the big one will wipe you out. But if you plan for the worst, you can always scale back. Example: If a Category 5 hurricane is possible, don’t base your plan on a Cat 2. Assume the power's out, roads are gone, comms are down, and you’re on your own for days. Can you still operate? 2. Go Big Lead with overwhelming force. Don’t wait to be asked. Disasters move faster than bureaucracy. By the time the official request comes in, it may already be too late. Don’t wait to assess. If it’s bad, move. You can always scale down. You can’t recover lost time. Example: If there’s a fast-moving wildfire or flash flood, surge fire crews, helicopters, trucks—before the paperwork. You can send them home later. But you can't rewind the clock. 3. Go Fast Speed beats perfection. Move now—adjust later. You’re never going to have perfect situational awareness. Waiting for full clarity gives the disaster time to grow. In a crisis, the biggest risk is moving too slow—not making the wrong move. Example: Don’t wait for a confirmed casualty list before launching search-and-rescue. If people are trapped, get boots on the ground. Speed is life. 4. Be Smart About It Use your experience, your partners, and your data. Throwing resources blindly isn’t leadership. You’ve got to think while you move—use what you know and who you trust. You don’t have unlimited fuel, people, or equipment. Make every action count. Example: Tap mutual aid early. Bring in the private sector. Use volunteer networks. This isn’t about control—it’s about coordination and impact. Putting It into Practice Exercises: Don’t run easy drills. Stress the system. Break it. That’s how you find the gaps. Policy: Build in logistics and authority for early action. If you’re waiting for approvals, you’re already behind. Messaging: Be clear. Be fast. No sugarcoating. Culture: Build teams that move fast, take initiative, and trust each other. Bureaucracy kills momentum. Bottom Line Disasters don’t care about your process. They don’t wait for consensus. You either act—or people die. So: Think Big. Go Big. Go Fast. Be Smart About It. That’s how you save lives.

Detection is NOT the first stage in incident response. It’s Preparation. Sure, you probably need a policy to drive things, but ideally, you want to start with training. Only a trained workforce can detect, and/or respond to an incident. But more importantly, the response team’s training cannot be stagnant, it must evolve, over time. Start with: — a Checklist (where every member is given a checklist of their expectations should a breach occur. You familiarise the team members with their task here), then move to — Table-top exercises (where everyone sits around a table and reads — to other team members — their expectations/duties when a breach occurs), then — Simulation tests (here, the papers are taken away. The team members must develop and practicalize an appropriate response to a moot breach scenario which is actually tested for its effectiveness); then, you may do — Parallel tests (here, members are taken to an alternative site to actually practicalize and effect their developed incident response, on-site), and, if you’re lucky, do a — Full-interruption test (might not be possible/approved by management because it means putting the business on hold. This is the height of incidence response training because members' responses are tested live on business operations). Whatever you do, you cannot stop at a tabletop exercise without doing some simulations.