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Footprints Of Disaster.Okspra Hndts


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Crisis Communication presentation at OKSPRA Spring conference by Rick J. Kaufman

Crisis Communication presentation at OKSPRA Spring conference by Rick J. Kaufman

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  • We had an opportunity last summer to prepare for the return of H1N1. It was a gift of planning that we often don’t get to prepare for a return of a crisis … but, we knew it was coming back. So, what did you do? Should include: a) debrief what happened w/ local public or state health officials; b) develop specific response plans for schools, students AND staff (we often forget about staff); c) develop Fact Sheet and FAQs; d) communicate District’s protocols to parents, staff & students; e) prepare staff w/ some form of training before school starts so there are no surprises; f) create student assessment guidelines, surveillance and reporting steps, and follow the CDC’s Planning Checklist for pandemics. Use the time now … we don’t often get this gift of time to adequately prepare and plan.
  • In emergency medicine, the golden hour is the first 60 minutes after the occurrence of a major multisystem trauma. It is widely believed that the victim’s chances of survival are greatest if he or she receives definitive care within the first hour. The concept – “golden hour” – comes from U.S. military wartime experience, particularly in the Vietnam War. The golden hour can be summarized by the 3R rule of Dr. Donald Trunkey, an academic trauma surgeon, “Getting the right patient to the right place at the right time.”
  • Recent tragedy in Jefferson City, MO Schools (David Luther) reached out to NSPRA personnel for advice and to bounce ideas of response. You don’t have to go it alone, experts are available to assist in many different ways.
  • Media requests doesn’t mean you have to honor it, but it shows courtesy that you are responding.
  • Media requests doesn’t mean you have to honor it, but it shows courtesy that you are responding.
  • Transcript

    • 1. Footprints of Disaster Rick J. Kaufman, APR Crisis 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 Prepare for the Next Crisis
    • 2. 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 2010
    • 3. 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.
      OKSPRA - April 2010
    • 4.
      • An effective crisis leader must act deliberately, quickly, and effectively with honesty, high moral values and ethical standards.
      • Rick J. Kaufman, APR
      • Crisis Management Consultant
      OKSPRA - April 2010
    • 5.
      • 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, APR
      • Crisis Management Consultant
      OKSPRA - April 2010
    • 6. Crisis Management Realities
      • 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)
      OKSPRA - April 2010
    • 7. Crisis Management Realities
      • 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
      OKSPRA - April 2010
    • 8. Crisis Management Realities
      • In the first hour of a crisis:
      • Denial: “This could not have happened.”
      • Anger: “How could this have happened?” “How could somebody do that?”
      • Panic: “Oh, &%#* (crap)!”
      • Anxiety: “What have I gotten myself into?”
      • Fear: “I want my mommy!”
      • Resolve: “Bring it on.” “Let’s do it.”
      OKSPRA - April 2010
    • 9. Elements of Crisis Management
      • 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
      OKSPRA - April 2010
    • 10. Case Study: H1N1 Influenza Planning
      • 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 crisis
      OKSPRA - April 2010
    • 11. Elements of Crisis Management
      • 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
      OKSPRA - April 2010
    • 12. Crisis or Emergency Plan
      • 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)
      OKSPRA - April 2010
    • 13. Plan must include 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.
      OKSPRA - April 2010
    • 14. 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 Crisis
      OKSPRA - April 2010
    • 15. The 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?
      OKSPRA - April 2010
    • 16. Crisis Management Infrastructure
      • 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 Area
      OKSPRA - April 2010
    • 17. Incident Command System
      • 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
      OKSPRA - April 2010
    • 18. Incident Command System OKSPRA - April 2010 Incident Commander Crisis Coordinator Liaison Officer PIO First Aid Coordinator Student Safety Coordinator Operations Officer District Crisis Response Team Documents Officer Parent Liaison Teachers w/ student supervisory duties Teachers w/o student supervisory duties Other Support Personnel Crisis Recovery Coordinator
    • 19.
      • The best time to let students, staff and families know what to do in an emergency is before it happens.
      OKSPRA - April 2010
    • 20. Communication …
      • … is the foundation of any crisis planning, implementation, management, and recovery effort.
      OKSPRA - April 2010
    • 21. Communication Command System OKSPRA - April 2010 Communications Director (Strategist/Counselor & Spokesperson) Media Manager Command Center Coordinator Internal Communications Officer External Communications Coordinator Research & Media Monitoring Crisis/Special Events Coordinator Volunteers Other Support Staff Media Support Staff Spokesperson(s)
    • 22. Crisis Communication Focus
      • 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
      OKSPRA - April 2010
    • 23. Crisis Communication Focus
      • 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
      OKSPRA - April 2010
    • 24. Communicating in a Crisis
      • 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 Counsel
      OKSPRA - April 2010
    • 25. Communicating in a Crisis
      • 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
      OKSPRA - April 2010
    • 26. The NEW Communication
      • 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 2010
    • 27. Media 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
      OKSPRA - April 2010
    • 28. Recovery & Rebuilding
      • 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
      OKSPRA - April 2010
    • 29. Resources
      • 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
      OKSPRA - April 2010
    • 30. Common 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
      OKSPRA - April 2010
    • 31. Common 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)
      OKSPRA - April 2010
    • 32. A Perspective on Lessons Learned
      • In preparation …
      • If you start off behind, you will stay behind
      • Being proactive only keeps you in the race
      • Identify chain of command for decision-making, what to do if it breaks down
      • Site, district plans must have contingencies
      • Crisis plans must be specific, automatic, tested
      OKSPRA - April 2010
    • 33. A Perspective on Lessons Learned
      • In preparation …
      • Establish inter-agency protocols in advance
      • Provide parents advance notice of crisis plans & their role in the event of a school crisis, emergency
      OKSPRA - April 2010
    • 34. A Perspective on Lessons Learned
      • During the crisis …
      • Mobilize response team that shields site, students and staff from outside forces
      • Make call for assistance before it’s too late
      • Understand it’s not “business as usual”
      • Act in the short-term, think in the long-term
      • You need soldiers, generals on front lines
      • Know key messages & stick to them
      OKSPRA - April 2010
    • 35. A Perspective on Lessons Learned
      • During the crisis …
      • Don’t let media dominate your time, attention
      • Stay focused on target audiences, stakeholders
      • Internal communication is more important
      • View crisis from “outside in” to gauge public
      • Watch for external political, personal agendas
      • Prepare for ripple effects, copycats
      OKSPRA - April 2010
    • 36. A Perspective on Lessons Learned
      • During the crisis …
      • Maintain active rumor control
      • Balance privacy rights of individuals (FERPA) with public’s right to know
      • Be firm on media access to facilities, people
      OKSPRA - April 2010
    • 37. A Perspective on Lessons Learned
      • In the aftermath …
      • Crisis has long-term life; remember healing processes and triggering events
      • Brace for blame
      • Continuously update crisis plan; learn from other situations (no one has cornered the market on crisis response; trust those who’ve been in the fire)
      • Tran new staff immediately
      • Retrain all staff annually; don’t forget students
      OKSPRA - April 2010
    • 38. A Perspective on Lessons Learned
      • In the aftermath …
      • Crisis not only create character, it reveals it
      • Seek opportunities to return to “normal”
      • Take care of yourself & your team
      • Bring in reinforcements
      • Remember your team on anniversary dates
      OKSPRA - April 2010
    • 39. What have we 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?
      OKSPRA - April 2010
    • 40. Complete Crisis Communication & Management Manual
      • NSPRA published manual in 1993
      • Updated, revised in 2001 (wake of Columbine tragedy)
      • 2009 and beyond
        • New threats facing schools (H1N1; terrorists, sexting)
        • Emerging methods & strategies
        • New ways to communicate
      • Reminder to review, revise response
      • Tool for training among school & staff
      OKSPRA - April 2010