Northwest Center for Public Health Practice
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Northwest Center for Public Health Practice

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Northwest Center for Public Health Practice Northwest Center for Public Health Practice Presentation Transcript

  • Public Health Preparedness & Leadership Louis Rowitz, PhD, Director Mid-America Regional Public Health Leadership Institute
  • Objectives
    • By the end of this session, you will be able to:
      • Describe the relative importance of crisis management for current public health leaders.
      • Describe the seven competencies of crisis leadership.
      • Discuss three measures of success in collaborative leadership.
      • Describe the seven step crisis communication plan.
      • Describe three lessons of crisis leadership.
    • We cannot live in a post-September 11, 2001 world with a pre-September 11, 2001 mind.
    • — adapted from Angela Thirkell, 1933
  • Traditional and Crisis Leadership
    • What are the differences?
    • Fortune favors the prepared mind.
    • — Louis Pasteur
  • Definition of Crisis
    • A crisis is characterized by a high degree of instability and carries the potential for extremely negative results that can endanger the lives of people in a community.
    • — Adapted from Klann
  • Types of Crises
    • Natural disaster
    • Act of war
    • Toxic chemical release
    • Hazardous material spill
    • Crash or derailment
    • Legal or judicial crisis
    • Human resource/reputation incident
    • Informational problem
    • Strike or boycott
    • Terrorist act
    • Financial catastrophe
  • Reality Check
    • Warnings don’t get headlines, crises do.
    • — Anderson Cooper
  • Be Prepared
    • The New Public Health
    • Marching Song
  • Critical Issue
    • How do I keep my family safe?
  • Question One
    • How prepared is your community to respond to a public health crisis?
      • A. Prepared to manage all aspects that can be controlled.
      • B. Prepared to manage most important aspects of a crisis.
      • C. Many important aspects of a crisis would not be effectively managed.
      • D. We had better avoid a major crisis.
  • Public Health Response Local Public Health Response (Complexity) Societal pressure Community crisis and priorities National agenda Strategic challenges
  • Leadership and Preparedness in Crisis Situations
  • Bioterrorism: Competencies for Leaders (1 of 2)
    • Describe the chain of command and management system.
    • Communicate public health information/roles/capacities/legal authority accurately to all emergency response partners.
    • Maintain regular communication with emergency response partners.
  • Competencies for Leaders (2 of 2)
    • Assure that the agency has an updated written plan.
    • Assure that the agency regularly practices all parts of emergency response.
    • Evaluate every emergency response drill.
    • Assure that knowledge and skills are transmitted to others.
  • Who Is in Charge? Bioterrorism or disaster event Incident Command System Collaboration Collaboration No collaboration
  • New Partnerships
    • Emergency management system
    • Police departments
    • Fire departments
    • Emergency medical system
    • Community health centers
    • FBI
    • Local public health department
    • Department of Homeland Security
  • New Models of Collaboration
    • Share work.
    • Maintain organizational identities.
    • Take advantage of synergy.
  • Changing Ways to Work
    • Core workers
    • Specialists
    • General workers
    • Community residents
  • Measures of Success in Collaborative Leadership
    • Communication
    • Assessment
    • Conflict management
    • Trust development
    • Decision making
    • Management of safety concerns
  • Question Two
    • Historically, how well have organizations in your community collaborated?
      • A. High level of historical and successful collaboration.
      • B. Some effective collaboration on simple issues.
      • C. Very little collaboration in the past.
      • D. More competition than collaboration.
  • Relationship between Risk Communication and Crisis Communication
  • Risk Communication Skills
    • High concern/high stress situations
    • Trust determination and building trust
    • Strategies for stressed people who do not listen
    • Skills for dealing with negative statements (Covello)
      • 1 N = 3 P
        • One negative = three positive
    • Risk perception by the public and skills for dealing with it
  • Crisis Communication
    • Communities must form a flexible crisis communication team (CCT) that can be activated quickly. This team can implement a communication plan as a part of the total response effort.
  • Seven Step Communications Response Plan
    • Activate the CCT.
    • Gather and verify information.
    • Assess the gravity of the crisis.
    • Identify key stakeholders.
    • Implement a communications strategy.
    • Develop external materials.
    • Inform partners, stakeholders, and media.
  • Knowledge of the Law
    • Police powers
    • Personal rights
    • Confidentiality—HIPAA
  • Question Three
    • Does your community have a comprehensive crisis communication plan?
      • 1. Yes
      • 2. No
      • 3. Maybe
  • New Leadership Skills for New Times
  • Major Crisis Leadership Lessons* (1 of 3)
    • Prepare for at least one crisis in each crisis family.
    • It is not sufficient to prepare for crises that are normal in community.
    • Prepare for the simultaneous occurrence of multiple crises.
    • The purpose of definitions are to guide, not predict.
    • *(Mitroff)
  • Major Crisis Leadership Lessons (2 of 3)
    • Every type of crisis can happen to every organization.
    • No type of crisis should be taken literally.
    • Tampering is the most generic form or type of crisis.
    • No crisis ever happens as one plans for it.
    • Traditional risk analysis is both dangerous and misleading.
  • Major Crisis Leadership Lessons (3 of 3)
    • Every crisis is capable of being both cause and the effect of any other crisis.
    • Crisis leadership is systemic.
    • Perform a systemic crisis audit of your agency and community.
    • Crisis leaders not only recognize the validity of all types of crisis, but they also see the interconnections between them.
    • Communities should make plans now for dealing with any recurrences. The most promising way to deal with a possible recurrence is to sum it up in a single word, “preparedness,” and now is the time to prepare.
    • — Rupert Blue
    • Civilian Surgeon General, 1919
  • Leadership Will Involve Working at All Levels of the System
  • Summary Question
    • Are you both able and willing to take a leadership role in your community during a future crisis?
      • 1. Yes
      • 2. No