Northwest Center for Public Health PracticePresentation Transcript
Public Health Preparedness & Leadership Louis Rowitz, PhD, Director Mid-America Regional Public Health Leadership Institute
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
Act of war
Toxic chemical release
Hazardous material spill
Crash or derailment
Legal or judicial crisis
Human resource/reputation incident
Strike or boycott
Warnings don’t get headlines, crises do.
— Anderson Cooper
The New Public Health
How do I keep my family safe?
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
Emergency management system
Emergency medical system
Community health centers
Local public health department
Department of Homeland Security
New Models of Collaboration
Maintain organizational identities.
Take advantage of synergy.
Changing Ways to Work
Measures of Success in Collaborative Leadership
Management of safety concerns
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
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
Does your community have a comprehensive crisis communication plan?
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.
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
Are you both able and willing to take a leadership role in your community during a future crisis?