STRATEGIC RESPONSESTRATEGIC RESPONSEICISF COURSE OVERVIEWICISF COURSE OVERVIEW

Pete DillenbeckPete DillenbeckFedEx CIRPFedEx CIRP

«« There is consensus...that providing comfort, There is consensus...that providing comfort, information, support, and meeting peopleinformation, support, and meeting people’’s s practical and emotional needs play useful practical and emotional needs play useful roles in oneroles in one’’s ability to cope immediately s ability to cope immediately after a traumatic event.after a traumatic event. »»

Recent recommendations for early Recent recommendations for early intervention include the use of a variety of intervention include the use of a variety of interventions matched to the needs of the interventions matched to the needs of the situation and the recipient populations.situation and the recipient populations.

Strategic Response to Crisis Strategic Response to Crisis

Cessna Caravan AccidentCessna Caravan AccidentCody, WYCody, WY –– October 29, 2003 October 29, 2003

Course designed by Emergency RespondersCourse designed by Emergency RespondersTranslate this course information to your Translate this course information to your carriercarrier’’s operation s operation –– but think but think ««Worst Worst CaseCase ScenarioScenario»»Improve your readiness with comprehensive, Improve your readiness with comprehensive, standardized planning toolsstandardized planning toolsExercise your Emergency Response PlanExercise your Emergency Response PlanImprove networking beyond just Basic CISMImprove networking beyond just Basic CISMRecommended course for all CIRP Chairs Recommended course for all CIRP Chairs

Airline Strategic Response Airline Strategic Response

Worst Case ScenariosWorst Case Scenarios

Hurricane KatrinaHurricane Katrina

The Crisis Intervention ApproachThe Crisis Intervention ApproachComprehensive Package of Crisis Intervention Comprehensive Package of Crisis Intervention TechniquesTechniquesStrategic Planning GuidelinesStrategic Planning GuidelinesBenefits & BarriersBenefits & BarriersAssessmentAssessmentIncident Command SystemIncident Command SystemCrisis Intervention Planning Formula (Five TCrisis Intervention Planning Formula (Five T’’s)s)Crisis Management Brief (CMB)Crisis Management Brief (CMB)Plan / Team MaintenancePlan / Team Maintenance

ICISF Course OutlineICISF Course Outline

A A ComprehensiveComprehensive, , IntegratedIntegrated, , SystematicSystematic (phase sensitive), and (phase sensitive), and MultiMulti--componentcomponent (CISM) approach to (CISM) approach to crisis intervention offers the best crisis intervention offers the best opportunity for successful intervention.opportunity for successful intervention.

Crisis Intervention Approach Crisis Intervention Approach

Strategic Planning Strategic Planning –– Setting Crisis Intervention GoalsSetting Crisis Intervention GoalsPrePre--incident education, training, and policy incident education, training, and policy developmentdevelopmentDemobilizations / Respite Centers (onDemobilizations / Respite Centers (on--going support going support services for a prolonged incident)services for a prolonged incident)Crisis Management Briefings Crisis Management Briefings –– Provide Information, Provide Information, control rumors, reduce chaos, offer coping resourcescontrol rumors, reduce chaos, offer coping resourcesDefusings Defusings –– Individual / Small GroupsIndividual / Small GroupsCritical Incident Stress Debriefings (CISD)Critical Incident Stress Debriefings (CISD)OneOne--onon--One crisis interventionOne crisis intervention

Comprehensive Package ofComprehensive Package ofCrisis Intervention TechniquesCrisis Intervention Techniques

Family Support ServicesFamily Support ServicesOrganizational / Community InterventionOrganizational / Community InterventionPastoral Crisis InterventionPastoral Crisis InterventionFollowFollow--upupReferral for continued careReferral for continued care

Comprehensive Package ofComprehensive Package ofCrisis Intervention TechniquesCrisis Intervention Techniques

Establish practical, efficient strategies to Establish practical, efficient strategies to reach the crisis intervention goalsreach the crisis intervention goalsEstablish short term objectives to indicate Establish short term objectives to indicate progressprogressAssign responsibilities and time lines to Assign responsibilities and time lines to specific people (delegate authority and specific people (delegate authority and accountability)accountability)Communicate the plan to all crisis team Communicate the plan to all crisis team membersmembersBalance the plan between Structured and Balance the plan between Structured and Spontaneous (flexible)Spontaneous (flexible)

Strategic Planning GuidelinesStrategic Planning Guidelines

Strategic PlanningStrategic Planning is a crisis is a crisis management tool to help a crisis management tool to help a crisis response team do a better job by response team do a better job by focusing energy and by helping the focusing energy and by helping the members to work as a cohesive team members to work as a cohesive team to accomplish certain goals.to accomplish certain goals.

Be aware of the teamBe aware of the team’’s s StrengthsStrengths and and WeaknessesWeaknesses as well as as well as OpportunitiesOpportunitiesfor and for and ThreatsThreats to crisis team functions to crisis team functions (SWOT)(SWOT)

Creates a framework for supportive Creates a framework for supportive interventionsinterventionsProvides structure and order in the midst of Provides structure and order in the midst of chaoschaosEnhances response team cohesion and Enhances response team cohesion and performanceperformanceInstills calm and hopeInstills calm and hopeEnhances communicationEnhances communicationSets appropriate prioritiesSets appropriate priorities

Benefits of Strategic Planning Benefits of Strategic Planning

Lack of team commitmentLack of team commitmentInflexibility of planning processInflexibility of planning processPoor leadership (control/ownership)Poor leadership (control/ownership)PoliticsPoliticsLoss of objectivity (Burnout/Rustout)Loss of objectivity (Burnout/Rustout)Influences external to the team, such as Influences external to the team, such as strong company leaders, not supportive of strong company leaders, not supportive of crisis intervention servicescrisis intervention services

Barriers to Effective StrategicBarriers to Effective StrategicPlanning Planning

Begun well before crisis team deploymentBegun well before crisis team deploymentDonDon’’t leave home without itt leave home without itMay be altered as new developments ariseMay be altered as new developments arisePrepares a team to deal with the Prepares a team to deal with the unexpectedunexpectedCosts are high when a strategic plan is Costs are high when a strategic plan is absent for crisis support servicesabsent for crisis support services

Important to Strategic Planning Important to Strategic Planning

United 232, Sioux City United 232, Sioux City

LuckLuckCommunicationsCommunicationsPreparationPreparationExecutionExecutionCooperationCooperation

Captain HaynesCaptain Haynes’’ 5 Factors 5 Factors

ProcessProcess of planning is nearly as important of planning is nearly as important as the content of the plans. as the content of the plans. CommunicationCommunication –– Individual and Individual and organizational relationships among organizational relationships among interested parties are already formed and interested parties are already formed and solidified.solidified.Lessons LearnedLessons Learned –– Past traumatic Past traumatic experiences and the positive or negative experiences and the positive or negative outcomes of previous interventions are outcomes of previous interventions are essential in strategic planning for future essential in strategic planning for future events.events.

Key ConceptsKey Concepts

Significant distressSignificant distressImpairmentImpairmentDysfunctionDysfunction

If none of these exist, whyIf none of these exist, whyare you responding?are you responding?

AssessmentAssessmentDo any of the following exist?Do any of the following exist?

FedEx BFedEx B--727 Accident727 AccidentTLH July 26, 2002TLH July 26, 2002

Cost / Budget / Team ResourcesCost / Budget / Team ResourcesPersonnel (How many? What type?)Personnel (How many? What type?)Urgency (You want it when?)Urgency (You want it when?)Fatigue (How long is the commitment?)Fatigue (How long is the commitment?)Politics (Any potential hazards?)Politics (Any potential hazards?)Security (Is the team safe?)Security (Is the team safe?)Turf Issues (WhoTurf Issues (Who’’s in charge?)s in charge?)

Assessment ConsiderationsAssessment ConsiderationsFor PlanningFor Planning

SSpecific (Who gets help?)pecific (Who gets help?)MMeasurable (On a progress chart)easurable (On a progress chart)AAcceptable (Standard of crisis intervention?)cceptable (Standard of crisis intervention?)RRealistic (Do we have the resources to do it?)ealistic (Do we have the resources to do it?)TTime Frame (Carefully planned time frames)ime Frame (Carefully planned time frames)EExtending (Do small steps lead to final xtending (Do small steps lead to final strategy?)strategy?)RRewarding (Do team members feel ewarding (Do team members feel appreciated?)appreciated?)

«« SMARTERSMARTER »» Goals & ObjectivesGoals & Objectives

Presidential Directive 5 Presidential Directive 5 -- Management of Management of Domestic IncidentsDomestic Incidents

«« This system will provide a consistent This system will provide a consistent nationwide approach for Federal, State, nationwide approach for Federal, State, and Local governments along with privateand Local governments along with private--sector organizations to work effectively sector organizations to work effectively together to prepare for, prevent, respond to, together to prepare for, prevent, respond to, and recover from domestic incidents, and recover from domestic incidents, regardless of cause, size, or complexity.regardless of cause, size, or complexity. »»

Director, Homeland SecurityDirector, Homeland Security

National Incident ManagementNational Incident ManagementSystem / Incident Command SystemSystem / Incident Command System

Command and managementCommand and managementPreparednessPreparednessResource ManagementResource ManagementCommunications and information Communications and information managementmanagementSupporting technologiesSupporting technologiesOngoing management and maintenanceOngoing management and maintenance

Components of NIMS Components of NIMS

Incident Command System (ICS)Incident Command System (ICS)

Multiagency Coordination SystemMultiagency Coordination System

Public Information SystemsPublic Information Systems

Command and Management Command and Management

A tool for managing a large scale incidentA tool for managing a large scale incident30 year history in emergency services30 year history in emergency services«« Best PracticesBest Practices »» approachapproachRequired by Presidential mandateRequired by Presidential mandateStandard for incident managementStandard for incident managementAll incident, all hazard; simple or complexAll incident, all hazard; simple or complexEmphasis on functional areasEmphasis on functional areas

Incident Command System Incident Command System

CommandCommand –– There is only one Incident There is only one Incident Commander. In a Unified Command, each Commander. In a Unified Command, each agency contributes a Liaison Officeragency contributes a Liaison OfficerOperationsOperations –– Ops Section Chief reports to Incident Ops Section Chief reports to Incident Commander (as do all Section Chiefs); responsible Commander (as do all Section Chiefs); responsible for Tactics; commits resourcesfor Tactics; commits resourcesPlanningPlanning –– Planning Section Chief responsible for Planning Section Chief responsible for processing information, briefing/debriefing processing information, briefing/debriefing resources, developing strategic plansresources, developing strategic plansLogisticsLogistics –– Logistics Section Chief responsible for Logistics Section Chief responsible for providing facilities, services, and materials. providing facilities, services, and materials. Handles transportation, lodging, meals, etc.Handles transportation, lodging, meals, etc.

ICS Functional Areas ICS Functional Areas

Katrina Katrina –– Gulfport ICP Gulfport ICP

Katrina Katrina –– Gulfport ICP Gulfport ICP

Katrina Katrina –– ICISF Response ICISF Response

Reports to Chief of Crisis Intervention TeamsReports to Chief of Crisis Intervention TeamsRecording (times, number and types of Recording (times, number and types of services provided, requests, personnel lists, services provided, requests, personnel lists, incident reports)incident reports)Works closely with Command, Operations, Works closely with Command, Operations, and Planning sectorsand Planning sectorsHandles financial issues, receipts, invoices, Handles financial issues, receipts, invoices, correspondence, lists of planning requestscorrespondence, lists of planning requests

Duties of Crisis Team Duties of Crisis Team AdministratorAdministrator

TargetTarget –– Who needs assistance? Priority?Who needs assistance? Priority?TypeType –– What type of assistance do they need?What type of assistance do they need?TimingTiming –– When will that assistance be most When will that assistance be most useful and when will circumstances allow it?useful and when will circumstances allow it?ThemeTheme –– What issues and concerns should be What issues and concerns should be considered to build the right intervention considered to build the right intervention package? What has happened; what will package? What has happened; what will happen?happen?TeamsTeams (Resources) (Resources) –– What resources will it take What resources will it take to provide the right interventions at the right to provide the right interventions at the right time?time?

Crisis Intervention Planning (5 TCrisis Intervention Planning (5 T’’s)s)

Primary, secondary and tertiary victims Primary, secondary and tertiary victims (ripple effect)(ripple effect)SurvivorsSurvivorsWitnessesWitnessesEmergency services and disaster workersEmergency services and disaster workersSpecial groups (Dispatchers, Gate Agents, Special groups (Dispatchers, Gate Agents, ATC, etc.)ATC, etc.)

Specific Interventions forSpecific Interventions forSpecific TargetsSpecific Targets

«« The CMB is an efficient, large group The CMB is an efficient, large group intervention with primary goals of providing intervention with primary goals of providing information, controlling rumors, reducing a information, controlling rumors, reducing a sense of chaos, offering coping resources, sense of chaos, offering coping resources, and facilitating referrals to the mental and facilitating referrals to the mental health system. In addition, a CMB facilitates health system. In addition, a CMB facilitates followfollow--up care, assesses further needs of up care, assesses further needs of the group, and can stimulate increased the group, and can stimulate increased group cohesion and morale.group cohesion and morale. »»

Dr. George Everly, 2000Dr. George Everly, 2000

Crisis Management Briefing Crisis Management Briefing

Typically lasting 15 Typically lasting 15 –– 75 minutes75 minutesTargeting primary victim populations following a Targeting primary victim populations following a largelarge--scale crisisscale crisis

1.1. AssemblyAssembly –– Gathers the affected group and Gathers the affected group and introduces team leaders and officialsintroduces team leaders and officials

2.2. FactsFacts –– Accurate and factual information from Accurate and factual information from someone with credibilitysomeone with credibility

3.3. ReactionsReactions –– MHP presents common signs, MHP presents common signs, symptoms relevant to the incidentsymptoms relevant to the incident

4.4. TeachingTeaching –– CISM team covers personal coping CISM team covers personal coping and selfand self--care strategies, referral and followcare strategies, referral and follow--upup

CMB CMB –– A 4A 4--phase Groupphase GroupInterventionIntervention (+Q&A)(+Q&A)

Contrasting CISD and CMB Contrasting CISD and CMB CISD CMBCISD CMB

Goals Facilitate closure, Inform about Goals Facilitate closure, Inform about incident,incident,symptom mitigation stress managesymptom mitigation stress managementment

Intent Intent ““PullPull”” reactions reactions ““PushPush”” InformationInformation

Group size Small groups Small to large gGroup size Small groups Small to large groupsroups

When 1When 1––10 days post10 days post--crisis Anytime postcrisis Anytime post--crisis,crisis,may be repeatedmay be repeated

Team Peers, MHP Peer, spokeTeam Peers, MHP Peer, spokesperson,sperson,MHPMHP

Length 1 Length 1 –– 3 hours 15 3 hours 15 –– 75 minutes75 minutesFollowFollow--up Closure, referral Assess need for up Closure, referral Assess need for

CISD, 1CISD, 1--onon--11’’s, referral s, referral

Relative Intensity of Group InterventionsRelative Intensity of Group Interventions

DEMOBILIZATIONDEMOBILIZATION

CMBCMB

DEFUSINGDEFUSINGExplorationExploration

5 PHASE CISD5 PHASE CISDReactionReaction

7 PHASE CISD7 PHASE CISDReactionReaction

IntroductionIntroduction InformationInformation

ReentryReentry

CognitiveCognitiveAffectiveAffective

FactFact

ThoughtThought

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SymptomsSymptoms

FactFact

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TeachingTeaching

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Recurrent Team training Recurrent Team training Regular ExercisesRegular ExercisesLessons Learned / Plan update following eventsLessons Learned / Plan update following eventsTeam Meetings / Individual Team Member Team Meetings / Individual Team Member Meetings (Flexible Availability)Meetings (Flexible Availability)Debrief the Debriefers during / after eventsDebrief the Debriefers during / after eventsPASS PASS –– Post Action Staff Support; Post Action Staff Support; «« Good or bad, Good or bad, what do you take with you from this event?what do you take with you from this event? »»; ; Take care of yourselfTake care of yourselfCelebrate success / learn from experienceCelebrate success / learn from experience

Plan / Team MaintenancePlan / Team Maintenance

Intl. Critical Intl. Critical Incident Stress Incident Stress FoundationFoundationCourse developers Course developers Jeff Mitchell & Jeff Mitchell & Dr. George EverlyDr. George EverlyICISF Faculty ICISF Faculty Instructor Pete Instructor Pete VolkmannVolkmann

Special Thanks Special Thanks