4. Conflict Management
Conflict Management...1
Conflict is when two or more values, perspectives and opinions are contradictory in
nature and haven't been aligned or agreed about yet
Conflict is
inevitable in
the society
Conflict management is used to describe any situation where conflict continues but
where its worst excesses are avoided or mitigated. The term also refers to the
attempt to control events during a crisis, to prevent significant and systemic violence
from occurring
the term could also be used to include preventive measures because even if
settlement or resolution has been achieved to a certain level, preventive
measures are still necessary to avoid a relapse to the conflict or a worsening
situation
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5. Conflict Management...2
Forms of conflict that can develop within the city
Religion Jos Crises
Ethnicity Modakeke /Ife
Political PDP/AD Ibadan, UPN/MPN ife modakeke
Government/citizens Niger Delta
Brainstorming session for the class
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6. Conflict Management...3
• A few of the most common causes of conflicts are:
• Perceived breach of faith and trust between individuals.
• Unresolved disagreement that has escalated to an emotional level.
• Miscommunication leading to unclear expectations.
• Personality clashes.
• Differences in acquired values (social, political and economic).
• Underlying stress and tension.
• Combinations of the above
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7. Conflict Management...4
Explicit causes of conflicts in Nigeria
• When people are competing for the same resources such as territory, natural resources or jobs
when they are not fairly distributed or when there are not enough to go round
• When people are unhappy with how they are governed. These occur when a particular group
wants to be independent from a central government or when their viewpoint is not
adequately represented in the government or when the government oppresses them and
does not respect or meet their basic needs or expectations.
• When people's beliefs clash. Religious and political views are particularly sensitive, because
people often depend on these for a sense of identity and belonging.
• Ethnic differences can cause conflict or be made to cause it. People's ethnicity gives them a
sense of identity and belonging and it is threats to this sense which can cause violent
responses.
• When community, opinion, or political leaders seek undue recognition, relevance and political
offices in the face of stronger opposition which poses threat to these ambitions.
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8. Conflict Management...5
Stages of Conflicts
It is important that in attempting to prevent or manage a conflict situation, the
stage of the conflict would have to be identified. This would help in proffering
appropriate measures for prevention and management.
Permanently
Latent Conflicts Escalate Resolved
Temporarily
Emerge De escalate
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9. Conflict Management...6
Early warning generally refers to the set of activities that aim to collect,
collate and analyse data in order to detect and identify the signs of an
emerging crisis before it explodes into uncontrollable violence
only in exceptional cases does early warning provide information in a form
that is ready for dissemination or immediate use.
Data becomes useful as information only when it unveils trends and patterns.
This is usually the outcome of an intellectual exercise carried out by analysts
depending on the circumstances or peculiarity of the situation under
observation.
Early warning and conflict prevention are closely entwined and when
carried out expeditiously, can be mutually reinforcing
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10. Conflict Management...7
Early warning indicators of Conflicts/crises
1. Political Indicators. Political indicators include internal political dynamics, the
political actors, institutions, processes and issues related to identity and citizenship.
A trend in which elections are preceded by murders, assassinations and
kidnappings or postelection
conflicts, is indicative of possible future reoccurrences. Preventive measures
become necessary before elections take place in such places.
2. Economic Indicators. Economic indicators include the cost of living, inflation rate,
unemployment, food security and opportunities for access to critical resources.
3. Personal Security. Issues concerning Law and order, civil military relations, the
proliferation of small arms and light weapons are viewed as personal security
factors
4. Social Indicators. Demographic makeup, population changes and movements as
well as population density are issues that require monitoring because they could
reveal some trends that may lead to violence.
5. Environmental Indicators. Environmental indicators include Water security, natural
catastrophes, epidemics and pandemics. The struggle for survival, particularly in
the face of scarcities could lead to conflict.
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11. Conflict Management...8
Strategies for Managing Conflict
conflict preventive
prevention diplomacy
control of conflict
violence resolution
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13. Emergency Response Planning...1
Emergency response planning assesses the ability to respond to
emergencies involving conflicts, crises and disasters within the city.
This is to ensure that the aftermath of these events do not threaten
the health and welfare of the public, the day to day activities within
the city, the reputation of the city and its environment at large.
The emergency responder's mission is to assess the probable impact
on public welfare and the environment, and advise local officials on
the appropriate course of remediation
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14. Emergency Response Planning...2
4 steps in emergency planning process
1 2 3 4
Establish a Analyze
Develop the Implement
Planning Capabilities
Plan the Plan
Team and Hazards
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15. Emergency Response Planning...3
1. Establish the Planning Team
A. Form the Team - the planning team should involve inputs from
the following bodies:
Police Force
Health (emergency) Bodies; including paramedics, Ambulance
Red Cross, Girls Guide e.t.c
Fire service
Safety, health and environmental affairs
Public information officers
Other Special force
The advantage of this type of team formation are that;
a. It encourages participation and gets more people invested in the process.
b. It increases the amount of time and energy participants are able to give.
c. It enhances the visibility and stature of the planning process.
d. It provides for a broad perspective on the issues.
NB: Determine who can be an active member and who can serve in an advisory
capacity
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16. Emergency Response Planning...4
1. Establish the Planning Team (cont’d)
B: Establish Authority - demonstrate the team’s commitment and promote
an atmosphere of cooperation by "authorizing" the planning group to take
the steps necessary to develop a plan.
C: Issue a Mission Statement – have the team to agree on a mission statement
to demonstrate commitment to emergency management.
The statement should:
1. Define the purpose of the plan and indicate that it will involve the entire
bodies involved
2. Define the authority and structure of the planning group
D: Establish a Schedule and Budget - establish a work schedule and planning
deadlines. Timelines can be modified as priorities become more clearly defined.
Develop an initial budget for such things as research, printing, seminars,
consulting services and other expenses that may be necessary during the
development process.
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17. Emergency Response Planning...5
2. Analyse capabilities & Hazards
A: This step entails gathering information about current capabilities and about
possible hazards and emergencies, and then conducting a vulnerability analysis to
determine the city’s capabilities for handling emergencies.
Identify internal Identify external
Where does the Meet with Outside
resources & resources &
City Stand Now? Groups
capabilities capabilities
Review the following a. Community emergency a. Personnel a. Local emergency
management office b. Equipments management office
a. Fire protection plan b. Community Administrator's c. Facilities b. Fire Department
b. Safety and health office d. Backup systems c. Emergency medical services
program c. Local Emergency Planning d. Hospitals
c. Environmental policies Committee e Local and State police
d. Security procedures d. Fire Department f. Community service
e. Insurance programs e. Police Department organizations
f. Hazardous materials f. Emergency Medical Services g. Utilities
plan organizations h. Contractors
g. Risk management plan g. Red Cross i. Suppliers of emergency
h. National Weather Service equipment
i. Public Works Department j. Insurance carriers
j. Planning Commission
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18. Emergency Response Planning...6
Crises and Disaster Effect Management Adapted from hazard
and effect management
Are people, environment or assets
exposed to potential harm
Can the causes be eliminated?
What controls are needed?
Identify
How effectives are the controls?
Assess
Control
Recover
What are the consequences?
How likely is the loss of control?
What is the risks?
Can the potential consequences or effects be
mitigated?
What recovery measures are needed?
Are recovery capabilities suitable and sufficient?
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19. Emergency Response Planning...7
2. Analyse capabilities & Hazards (cont’d)
B: Conduct a vulnerability analysis
This will document the probability and potential impact of each emergency. (Use the risk register
guide)
the process entails assigning probabilities, estimating impact and assessing resources, using a
numerical system.
Some examples of crises/disaster that should be planned for include the
following:
a. Fire outbreak g. Riots
b. Severe weather h. Telecommunication failure
c. Hazardous material spills i. Power failure
d. Transportation accidents j. Computer systems failure
e. Terrorism k. Structural damage
f. Utility outages l. explosions
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20. Emergency Response Planning...8
2. Analyse capabilities & Hazards (cont’d)
C: Estimate Probability
In the Probability column, rate the likelihood of each emergency's occurrence. This is a subjective
consideration, but useful nonetheless.
Use a simple scale of 1 to 5 with 1 as the lowest probability and 5 as the highest.
D: Assess the Potential Human Impact
Analyze the potential human impact of each emergency -- the possibility of death or injury.
Assign a rating in the Human Impact column of the Vulnerability Analysis Chart. Use a 1 to 5 scale
with 1 as the lowest impact and 5 as the highest
E: Assess the Potential Property Impact
Consider the potential property for losses and damages. Again, assign a rating in the Property
Impact column, 1 being the lowest impact and 5 being the highest. Consider:
a. Cost to replace
b. Cost to set up temporary replacement
c. Cost to repair
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21. Emergency Response Planning...9
3. Develop the Plan
The plan components must contain the following:
A: Executive Summary
The executive summary gives management a brief overview of: the purpose of the plan; the
emergency management policy; authorities and responsibilities of key personnel; the types of
emergencies that could occur; and where response operations will be managed.
B: Emergency Management Elements
This section of the plan briefly describes the administration approach to the core elements of
emergency management, which are:
a. Direction and control
b. Communications
c. Life safety
d. Property protection
e. Community outreach
f. Recovery and restoration
g. Administration and logistics.
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22. Emergency Response Planning...10
3. Develop the Plan (cont’d)
C: Emergency Response Procedures
The procedures spell out how emergencies will be responded to. It should be developed more
like a checklist. It should determine what actions would be necessary to:
a. Assess the situation
b. Protect the public, equipments, structures, properties e.t.c
c. Get the city back to normal state.
Specific procedures might be needed for any number of situations such as bomb threats and for
such functions as:
a. Warning the public
b. Communicating with personnel and community responders
c. Conducting an evacuation and accounting for all persons in an affected facility or area.
d. Managing response activities
e. Activating and operating an emergency operations center
f. Fighting fires
g. Shutting down activities within the affected area
h. Protecting vital records
i. Restoring operations
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23. Emergency Response Planning...11
3. Develop the Plan (cont’d)
D: Resource Lists
lists of major resources (equipment, supplies, services) that could be needed in an
emergency; mutual aid agreements with other companies and government
agencies.
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24. Emergency Response Planning...12
A Guide for developing the plan
Identify Challenges and Prioritize Activities
Write the Plan
Establish a Training Schedule
Coordinate with Outside Organizations
Maintain Contact with Other Corporate Offices
Review, Conduct Training and Revise
Seek Final Approval
Distribute the Plan
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25. Emergency Response Planning...13
4. Implement the Plan
Implementation means more than simply exercising the plan during an
emergency. It means;
a. acting on recommendations made during the vulnerability analysis
b. integrating the plan into City operations and coordination
c. training personnel and evaluating the plan
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27. Developing a Crises Command Centre...1
A critical part of the emergency management or business
continuity planning process involves preparing to operate an
emergency command centre. Good response and recovery
management requires a robust approach to information
management.
Command Centres, supported by sound information
management systems, hold the key to successfully managing
potential problems associated with any disaster
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28. Developing a Crises Command Centre...2
What is a crises management command centre?
• A Command Center is pre-prepared facility that is used to provide
centralized command and control by the Crisis Management Team
during a disaster or crisis
• A Command Center is a physical or virtual facility located outside of the
affected area used to gather, assess, and disseminate information and
to make decisions to affect recovery.
• A specific room or facility staffed by personnel charged with
commanding, controlling, and coordinating the use of resources and
personnel in response to a crisis
• A place to which relevant management teams and staffs can co-
ordinate efforts and manage the possible disasters in hand.
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29. Developing a Crises Command Centre...3
A Command Centre should be equipped to perform a number of crisis management
functions but also should be able to function as a day-to-day operations resource and
to support efforts to test and exercise contingency and response plans.
The most important function of the command centre is its ability to serve as an
information management centre
Event Information Event Information
Tracking Dissemination
Command Centre
Decision Making
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30. Developing a Crises Command Centre...4
Stakeholders in a City Disaster Management System
Nigerian Police
Force
Various Health
Nigeria Red Cross
(emergency) Bodies
Information
Nigerian Safety,
health and
The Public
information officers environmental
affairs
Class to brainstorm Nigerian Fire service
others to be
included
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31. Developing a Crises Command Centre...5
During a disaster or crisis, there will be a lot of information flowing around
the system. The command centre's job is to collect intelligence and to
manage and control event information and response activities. Typically,
the information flow will look something like this:
1.Stakeholder notices possible disruption
2. Alert message sent to the Command Centre
3. Alert message evaluated by managers
4. Incident Log opened to track each event
5. SOPs implemented using checklists
6. Tasks assigned according to plan
7. Resource allocation tracked in log
8. Task performance tracked in log
9. Status briefings and updates to stakeholders
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32. Developing a Crises Command Centre...6
Command Centre Decision Making
Command centres should be
Strong oversight will be needed activated as soon as possible to
during crisis event operations ensure that oversight and rapid
decision making can occur
During the incident response
phase, the real-time tracking of It is conceivable that emergency
incidents and response resources is managers and response
critical organizations will be overwhelmed
with calls for service
An operations log capability in needed to fulfill
Resources may be in short supply the requirement of documenting, tracking, and
while multiple requests for service managing the response to an infinite number
pile up of concurrent incidents
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33. Developing a Crises Command Centre...7
Strategic approach for sustaining a crises Management
command centre
• Educate stakeholders on trigger events and the planned response to
them
• Use your stakeholders to monitor the environment for problems and
triggers
• Plan to implement, manage, and track all contingency response, and
recovery plans
• Plan to track multiple incidents and resources
• Prepare to document all actions taken and the related costs
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35. Understanding Coordinated Response...1
Coordinated response to disaster and crisis makes the whole exercise more impactful
Command
Centre
Paramedics
Police Force
Concerned
NGOs
Disaster/crisis
site
Press People
Fire Service
Other rescue
bodies
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36. Understanding Coordinated Response...2
Coordinated response to disaster or crisis enables and improve effective
information sharing, analysis, decision-making, and operational execution.
Coordinated response to disaster or crisis help governments transform their
command and control processes to better serve their citizens
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37. Understanding Coordinated Response...3
Lessons from Mumbai 26/11 (2008) terrorist attack
Mumbai 26/11 highlighted the key elements of what were missing in
India’s disaster management structure:
a. a central command and control authority
b. ill-coordinated emergency response
c. poor intelligence sharing
d. lack of coordinated logistical planning.
The Mumbai tragedy also gave a wake-up call to all stakeholders:
a. the government
b. the local administration
c. the security forces
d. the common citizens
All have a role to play in any disaster, man-made or natural
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38. Understanding Coordinated Response...4
Reflections on Nigeria’s past Disaster events
1. The Ikeja cantonment Bomb Explosions
2. The Independence’s day Abuja Explosion
3. Jos Religion Crisis
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39. Understanding Coordinated Response...5
Indian reactions to their crisis management system
• Schools and college managements are beginning to pay serious attention to disaster
management training and providing better security to their wards; some of them have even
incorporated disaster management in their curriculums
• the Municipal Corporation of Greater Mumbai (MCGM) has geared up by making amendments
in its disaster management plan, adding terror to existing areas of concern like floods and
earthquakes
• Investment in information technology is being made to produce a greater role in intelligence
sharing
• the government has set up four National Security Guard (NSG) hubs in the four major metros to
combat anti terrorism
• the government, through the India Disaster Resource Network, has put in place a nation-wide
electronic inventory of resources that enlists equipments and human resources, collated from
district, state and national level government departments and agencies
• the National Institute of Disaster Management (NIDM) is proactively working with national, state
and district-level administrations and is coordinating research projects, and training programmes
apart from building a database on natural disasters with case studies
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41. Evidence Collection and Collation...1
The importance of data collection and collation in preventing or
anticipating disasters/crisis
Disaster planning is only as good as the assumptions on which it is
based. It is very imperative to have a good risk management
document as well as an emergency response plan
This two documents becomes a solid underlying structure for an
evidence based disaster planning system
Regular update must be made to the documents based on
information gathered from related disasters/crisis in neighbouring
locations
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42. Evidence Collection and Collation...2
Evidence and
Past
data collection Past terrorist
Diseases
attacks. e.g
Out break
Abuja
e.g bird flu
Fire Flooding
Outbreaks events in
and Sokoto and
explosions Jigawa
Religion
and
ethnical
clashes e.g Evidence and
Jos
data collection
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43. Evidence Collection and Collation...3
The importance of data collection and collation in preventing or
anticipating disasters/crisis
Increases the predictability of disasters/crisis
Increases the chances to prevent or mitigate a crisis/disaster
Increases the effectiveness of response to crisis
Increases the overall management of a disaster event
Making Informed decision on Evidences
Data Collected Data Analysis Decision Making
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45. Monitoring and Evaluation...1
How to monitor and prevent crises/disaster
How to evaluate crises/disaster prevention plan
Develop a risk register & emergency response plan
Regular Update on experiences of similar crises/disasters in other locations
Zero tolerance on documentation of activities during a crisis/disaster event
Review of emergency response activities during an event
Identify areas for improvement through the implementation of preventive
measures
Update of risk register and emergency response plan
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