footprints of disaster.okspra hndts

Footprints of DisasterFootprints of Disaster

Rick J. Kaufman, APRCrisis Response Team Leader

Columbine High School Tragedy

Executive Director of Community Relations & Emergency Management

Bloomington Public Schools

Use of information provided in this presentation for educational & training purposes only, and with proper citation to the author.

What We’ve Learned to What We’ve Learned to Prepare for the Next Prepare for the Next

CrisisCrisis

What is a Crisis?What is a Crisis?

• An emotionally charged significant event or radical change

• An unstable or crucial time of affairs in which a decisive change is impending

• A situation with the distinct possibility of a highly undesirable outcome

• A situation that has reached a critical phase

OKSPRA - April 2010OKSPRA - April 2010

Are you ready?Are you ready?

In a crisis situation, you will react as you are organized and trained.

Knowing what to do can be the difference between chaos and calm, or even life and death.


An effective crisis leader must act deliberately, quickly, and effectively with honesty, high moral values and ethical standards.

Rick J. Kaufman, APRCrisis Management Consultant


Crisis leadership is more about who you are than what you know. No learned crisis leadership skill will overcome a lack of character, ethics or integrity.

Rick J. Kaufman, APRCrisis Management Consultant


Crisis Management Crisis Management RealitiesRealities

• Prompt action reduces collateral damage

• Prompt action reduces length of crisis & moves situation closer to resolution

• Focus on response, not sources of threat

• Impossible to detail every conceivable crisis

• Important decisions must be made before crisis ever occurs (e.g. structure, process, leadership)



• Decisions based on site, location & unique set of circumstances that occur during crisis

• Cardiac assessment; intuition plays key roles

• Tend to victims’ needs immediately

• Be prepared … bad stuff happens

• Continuous process requiring annual review



In the first hour of a crisis:In the first hour of a crisis:

Denial: Denial: “This could not have happened.”“This could not have happened.”

Anger: Anger: “How could this have happened?” “How could this have happened?” “How could somebody do that?”“How could somebody do that?”

Panic: Panic: “Oh, &%#* (crap)!”“Oh, &%#* (crap)!”

Anxiety: Anxiety: “What have I gotten myself into?”“What have I gotten myself into?”

Fear: Fear: “I want my mommy!”“I want my mommy!”

Resolve:Resolve: “Bring it on.” “Let’s do it.”“Bring it on.” “Let’s do it.”


Elements of Crisis Elements of Crisis ManagementManagement

• Policy and Leadership Provides foundation, framework for action

• Emergency/Crisis Management Plan Provides structure, mechanisms for operational

response

• School Crisis Response Plan Building plan operates within framework of

district plan Provides roles, responsibilities for staff Coordinated response to more frequently

occurring incidents


Case Study: Case Study: H1N1 Influenza H1N1 Influenza

PlanningPlanning• Were you adequately prepared?

• What did you learn from first wave?

• How were you prepared … Planning & Coordination with leaders, staff Planning & Coordination with public health Continuity of Student Learning & Core

Operations Infection Control Policies & Procedures Communication Planning

• Ongoing planning; evolving crisisOKSPRA - April 2010OKSPRA - April 2010

Elements of Crisis Elements of Crisis ManagementManagement

• Crisis Response Teams School, district response personnel

• Communication Foundation of any crisis planning,

implementation, management and recovery effort

• Training Preparation and knowing what to do is crucial Creates culture of vigilance, readiness


Crisis or Emergency Crisis or Emergency PlanPlan

• Prevention & Intervention (mitigation)

Steps to reduce or eliminate risk to life and property

School safety & security audits

• Preparedness Process of planning a rapid, coordinated response

• Response Action steps to take during a crisis

• Recovery Restoring learning environment quickly Mental health recovery steps (think long term)


Plan must include Plan must include responses to:responses to:

• School-based scenarios Threat, accidental death, lockdown, etc.

• District-wide scenarios Natural disasters, business interruptions, etc.

• New or emerging scenarios Pandemic, terrorist attack, sexual predator, etc.


Plan must address:Plan must address:

• The Golden Hour Take the lead; delay equals denial

• Waves of Response police & medical (first responders) Media parents “looky loo’s” & gawkers; super-heroes; cottage-

industry

• First 24 hours

• Duration of CrisisOKSPRA - April 2010OKSPRA - April 2010

The Key QuestionsThe Key Questions

• What can or will we be able to handle?

• Who will do what?

• Which roles can be delegated to volunteers?

• Do we need help? If so, where will we get help?


Crisis Management Crisis Management InfrastructureInfrastructure

• Incident Command (ICS)

• Communication or Crisis Command Center

• Roles and Responsibilities Who’s organizing who? (parents, media, etc.) Who is spokesperson? (super, communications,

principal) Volunteers? (you can’t do it alone)

• Equipment and Food

• Media AreaOKSPRA - April 2010OKSPRA - April 2010

Incident Command Incident Command SystemSystem

• Establishes common organizational structure, operating procedures

• Places one person in charge of decision-making; creates chain of command

• Provides for quick, effective performance

• Establishes reasonable span of control

• Coordination, transition of responsibility


Incident Command Incident Command SystemSystem


Incident CommanderCrisis Coordinator

Liaison Officer PIO

First Aid Coordinator Student Safety Coordinator

Operations Officer

District CrisisResponse Team

DocumentsOfficer

Parent Liaison

Teachers w/ student supervisory

duties

Teachers w/ostudent supervisory

duties

Other SupportPersonnel

Crisis RecoveryCoordinator

The best time to let students, staff and families know what to do in an emergency is before it happens.


Communication …Communication …

… is the foundation of any crisis planning, implementation, management, and recovery effort.


Communication Communication Command SystemCommand System


Communications Director(Strategist/Counselor & Spokesperson)

Media Manager

Command Center Coordinator

Internal CommunicationsOfficer

External CommunicationsCoordinator

Research & MediaMonitoring

Crisis/Special EventsCoordinator

Volunteers Other Support Staff

Media Support Staff

Spokesperson(s)

Crisis Crisis Communication Communication

FocusFocus• Establish command, functions

• Communicate internally first, then public

• Anticipate and meet needs of media

• Ensure key messages are understandable, honest and consistent

• Manage perception of competence & reality


Crisis Crisis Communication Communication

FocusFocus• Plan to collect, verify information

• Correct inaccurate, misleading info fast; delay creates new crisis, puts organization on defensive & wastes time

• Stay in contact with victims families

• Plan for Murphy’s Law

• Debrief daily


Communicating in a Communicating in a CrisisCrisis

Target Key Audiences

• School & District Leadership

• Crisis Response Agencies

• Staff/Faculty (site first, then others)

• Opinion Leaders (faith, government, civic, business)

• Parents, Students, Community

• Legal CounselOKSPRA - April 2010OKSPRA - April 2010

Communicating in a Communicating in a CrisisCrisis

• Speed of Communication First impressions are lasting impressions

• Factual content of the message Get it right, repeat it, share with others

• Trust and credibility Crucial to sustain support during, after crisis Elements: empathy & caring; competence &

expertise; honesty & openness; commitment & dedication


The NEW The NEW CommunicationCommunication

• Email broadcasts

• Text or Voice Messaging

• Web sites

• Rapid Alert Notification Systems

• Hotlines/Emergency Voice Bulletin Boards

• Social Media Networks Blogs & IMs MySpace, Facebook, Twitter, others?OKSPRA - April 2010OKSPRA - April 2010

Media Relations PlanMedia Relations Plan

• Strategy 1: Help heal; return to normalcy

• Strategy 2: Stay on message; one clear voice

• Media is fastest way to communicate broadly

• Media Triage (no favoritism; focus on local first)

• Brief daily; never say, “no comment”

• Respond to all reasonable media requests

• Develop guidelines for access to students, staff

• Set ground rules for interviews, coverage


Recovery & Recovery & RebuildingRebuilding

• Physical Structure from assessment to rebuilding or renovations

• Mental Health from triage to PTSD

• Information Systems from payroll to student records

• Communications from media siege to when, where to send students

• Memorials from events to moving on


ResourcesResources

The following pages contain additional information and “lessons learned” from school-related emergencies to natural disasters.

This information is designed to help us all become more prepared for the inevitable crisis.

Rick J. Kaufman, APR


Common MistakesCommon Mistakes

• Putting news media ahead of employees Employees want, deserve news FIRST

• Lack of comprehensive media strategy Who is spokesperson(s)? What are the key messages?

• Ignoring the “Window of Opportunity” Vital to address issues; once “window” closes it becomes

difficult to change perceptions

• No clearly assigned roles Lack of clarity guarantees confusion; know leaders,

doers


Common MistakesCommon Mistakes

• Limit communication due to litigation fears

Litigation usually follows adversity

• No crisis plan Believing a crisis can’t happen is ignorant & arrogant Can result in crippling damage to an organization

• Untested crisis plan Single most important mistake (developed in isolation)


A Perspective on A Perspective on Lessons LearnedLessons Learned

In preparation …In preparation …

If you start off behind, you will stay behindIf you start off behind, you will stay behind

Being proactive only keeps you in the raceBeing proactive only keeps you in the race

Identify chain of command for decision-Identify chain of command for decision-making, what to do if it breaks downmaking, what to do if it breaks down

Site, district plans Site, district plans must have must have contingenciescontingencies

Crisis plans must be specific, automatic, Crisis plans must be specific, automatic, tested tested



In preparation …In preparation …

Establish inter-agency protocols in advanceEstablish inter-agency protocols in advance

Provide parents advance notice of crisis Provide parents advance notice of crisis plans & their role in the event of a school plans & their role in the event of a school crisis, emergencycrisis, emergency



During the crisis …During the crisis …

Mobilize response team that shields site, Mobilize response team that shields site, students and staff from outside forcesstudents and staff from outside forces

Make call for assistance before it’s too lateMake call for assistance before it’s too late

Understand it’s not “business as usual”Understand it’s not “business as usual”

Act in the short-term, think in the long-termAct in the short-term, think in the long-term

You need soldiers, generals on front linesYou need soldiers, generals on front lines

Know key messages & stick to them Know key messages & stick to them OKSPRA - April 2010OKSPRA - April 2010



Don’t let media dominate your time, attentionDon’t let media dominate your time, attention

Stay focused on target audiences, stakeholdersStay focused on target audiences, stakeholders

Internal communication is more importantInternal communication is more important

View crisis from “outside in” to gauge publicView crisis from “outside in” to gauge public

Watch for external political, personal agendasWatch for external political, personal agendas

Prepare for ripple effects, copycatsPrepare for ripple effects, copycats




Maintain active rumor controlMaintain active rumor control

Balance privacy rights of individuals Balance privacy rights of individuals (FERPA) with public’s right to know(FERPA) with public’s right to know

Be firm on media access to facilities, peopleBe firm on media access to facilities, people



In the aftermath …In the aftermath …

Crisis has long-term life; remember healing Crisis has long-term life; remember healing processes and triggering eventsprocesses and triggering events

Brace for blameBrace for blame

Continuously update crisis plan; learn from Continuously update crisis plan; learn from other situations (no one has cornered the other situations (no one has cornered the market on crisis response; trust those who’ve market on crisis response; trust those who’ve been in the fire)been in the fire)

Tran new staff immediatelyTran new staff immediately

Retrain all staff annually; don’t forget students Retrain all staff annually; don’t forget students OKSPRA - April 2010OKSPRA - April 2010


In the aftermath …In the aftermath …

Crisis not only create character, it reveals itCrisis not only create character, it reveals it

Seek opportunities to return to “normal”Seek opportunities to return to “normal”

Take care of yourself & your teamTake care of yourself & your team

Bring in reinforcementsBring in reinforcements

Remember your team on anniversary datesRemember your team on anniversary dates


What have we What have we learned?learned?

• A Leadership Test Response defines the organization; be credible

• A Communication Test How strong is your communication program?

• A Professional Test How will you emerge as a key advisor?


Complete Crisis Complete Crisis Communication & Communication &

Management ManualManagement Manual• NSPRA published manual in 1993NSPRA published manual in 1993

• Updated, revised in 2001 Updated, revised in 2001 (wake of Columbine (wake of Columbine tragedy)tragedy)

• 2009 and beyond2009 and beyond New threats facing schools (H1N1; terrorists, sexting)New threats facing schools (H1N1; terrorists, sexting) Emerging methods & strategiesEmerging methods & strategies New ways to communicateNew ways to communicate

• Reminder to review, revise responseReminder to review, revise response

• Tool for training among school & staffTool for training among school & staff


footprints of disaster.okspra hndts

Documents

crisis situation

length of crisis

effective crisis leader

leadership okspra

crisis command center

readiness okspra

incidents okspra

incident command system