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How to Conduct anAccident Response Simulation
Presented byBob Crescenzo ─ Vice President, Safety/Loss Control
Paul Berne ─ Sr. Vice President, Claims
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Crisis Management Plan� Has your company experienced a serious
crash?� What is a “serious crash”?� Has the media covered any of your
accidents?� Has someone from your company been
asked to comment on any aspect of an accident?
� Have you ever had to respond to an accident during nights or weekends?
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Crisis Management Plan� If you answered yes to any of those
questions…� YOU NEED TO DEVELOP AN
ACCIDENT RESPONSE PLAN AND PRACTICE IT AT LEAST ONCE A YEAR.
� If you think it won’t happen to you or you don’t need it, think again.
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Do YOU Have a Plan?
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Do YOU Have a Plan?
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Do YOU Have a Plan?
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Do YOU Have a Plan?
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Crisis Management Plan� Lancer has produced “The First 24
Hours: How to Conduct anAccident Response Simulation.”
� This training DVD package will test your company’s ability to deal with an accident when it happens and for the events in the weeks and months that will follow.
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The First 24 Hours� The Crash� The Response� Control� Wrap-Up
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Part I : “The Crash” Segment� First Report� Company Response� Crisis Plan Initiated� Managers Assume Roles
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“The Crash” ─ First Report� From driver, passengers, police,
media, etc.� Must be realistic.� Event reporter must “act” appropriately.� Owner observes/plays a role; corrects
as you go or provides feedback after simulation is complete.
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“The Crash” ─ Company Response� Receptionist, Dispatch, Management� Urgency, but no panic. � All managers share & control
responsibility.� If provided in plan, dispatch personnel
to the scene.� Promptly report to insurance company.
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“The Crash” ─ Company Response(cont’d)
� Get driver under control. � Assume driver will forget some accident
scene training.� Issue notice to all personnel.� Who’s in charge if you’re not available?� Use “phone tree” to call managers.
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“The Crash” ─ Crisis Plan Initiated� Simulation will fine tune Response Plan.� Does written “document retention” plan
exist?� Why is “document freeze” important?� Prioritize your most urgent action.
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“The Crash” Company Managers Assume Roles
� Manage event while continuing company operations.
� All involved must understand everyone else’s role.
� Receive confirmation when all have been notified and engaged.
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Part II : “The Response” Segment� Accident Scene Management� Crisis Team Deployment� Insurance Notification/Response� Claims Investigator/Attorney
Dispatch
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“The Response”─ Accident Scene Management
� Get your driver under control.� Implement evacuation plan if smoke,
fire, leaking fuel is detected.� Manage passengers at the scene.� Deploy flares, triangles, etc. � Move vehicle if necessary.
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“The Response”─ Crisis Team Deployment
� Your company policy dictates dispatch decision.
� Is your “Go Kit” prepared?� Simulate someone being dispatched.
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“The Response” ─ Insurance Company Notification/Response� Receive confirmation of
notification.� Consider after-hours (yours &
insurer’s) scenario.� Insurer will provide specific
instructions.
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“The Response”─ Claims Investigator& Attorney Dispatch to Scene
� Understand roles of your insurer, adjuster, outside investigator and attorney.
� Driver responsible for witness statements, photographs, statements to police.
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“The Response”─ Claims Investigator& Attorney Dispatch to Scene
� Attorney responsible for electric onboard device management.
� Understand spoliation risks.� Document freeze includes internal
emails/memos.
(cont’d)
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Part III ─ “Control” Segment� First Responders� Coordination of Communications� Preparations for Regulatory Visit &
DOT Audit� Prepare & Distribute Media Statement� Communication with Family Members
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“Control” – First Responders� Expect calls from police, fire, EMS.� Designate your response person.� Identify friends and allies at the scene.� Control driver statements to police, i.e.
“My company policy prohibits me from making a statement to the police.”
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“Control”─ Coordination of Communication
� Designate key functions, but have back-ups & cross-training.
� Foster comprehensive internal communication.
� Confirm all communications with whom will do what, by when.
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“Control”─ Preparations for Regulatory Visits/DOT Audits
� What’s the role of your insurer’s Safety Representative?
� Create separate accident & driver files.� Immediately inform your insurer of
problems/issues.� Postpone driver discipline.
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“Control”─ Media Statement Prepared and Distributed
� Write and distribute media response.� Coordinate with insurer and attorney.� Sometimes “No Comment” is OK.� Be prepared for aggressive media
response.� Media will access SAFER for more
information.
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“Control”─ Communication with Family Members
� Take all family members calls & be honest.
� Family “actors” must be emotional and angry.
� Defer questions on refunds & future trips.� Focus on injured & displaced.
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Part IV ─ “Wrap-Up”� Provide alternative transportation.� Secure personal property.� Follow-up with passengers & hospital
patients.� Apply post-accident lessons to driver
training.� Debrief/evaluate crisis management
team.
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“Wrap-Up”─ Alternative Transportation Provided
� Pre-plan for contingencies with colleagues, association members, etc.
� May need multiple vehicles for several sites.
� Consider your image when hiring a company to assist.
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“Wrap-Up”─ Personal Property Secured
� Tags, markers must be available.� Concern for property might
supersede concern for their injuries.
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“Wrap-Up”─ Passenger/Hospital Follow-up
� Coordinate with insurer, especially if calling passengers.
� Don’t commit to paying hospital bills.� Refer passenger payment issues to
insurer.� Passengers will demand information
& explanation.
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“Wrap-Up”─ Post-Accident Driver Training/Lessons Learned� Determine needs & promptly
implement.� Document event carefully.
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“Wrap-Up”─ Crisis Management Team Debriefing/Evaluation
� All participants must keep detailed notes.� Provide feedback to all simulation
participants.� Encourage suggestions.� Identify & document internal changes.
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“Wrap-Up”─ Crisis Management Team Debriefing/Evaluation
� Who is responsible for implementing changes?
� Establish deadlines.� Plan for implementing the change.� Never assume event is “officially” over.
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