The document discusses developing an effective crisis management command center. It explains that a command center is a physical or virtual facility used to gather information, make decisions, and coordinate response during a crisis or disaster. An important function is information management - tracking event information, disseminating updates, and aiding decision making. Setting up a command center involves equipping it to perform crisis management functions and support contingency planning testing. It should facilitate information flow between stakeholders and manage response activities through tasks, resource allocation, and status updates. Strong oversight from the command center is crucial for rapid decision making during an emergency response.
Challenges for the Disaster and Crisis Management – Identification of dimensi...Global Risk Forum GRFDavos
Challenges for the Disaster and Crisis Management – Identification of dimensions for the cooperation of governmental and non governmental organisations
hey this is Vedika Agrawal
this presentation is to explain about disaster management considering how to prepare for emergencies..
the source of information is research work and internet
Challenges for the Disaster and Crisis Management – Identification of dimensi...Global Risk Forum GRFDavos
Challenges for the Disaster and Crisis Management – Identification of dimensions for the cooperation of governmental and non governmental organisations
hey this is Vedika Agrawal
this presentation is to explain about disaster management considering how to prepare for emergencies..
the source of information is research work and internet
This meeting note reflects the discussions of the Second International Expert Forum held at IPI in Stockholm, Sweden on 6.June 2012. The purpose of the forum was to take stock of the consequences of ongoing violent conflict and means to prevent and reduce them, including peacekeeping operations and special envoys.
Fouzieh Melanie Alamir, Department for Security, Peace and Reconstruction (GI...Geneva Declaration
"Armed violence reduction: between disarmament and development"
Regional Review Conference on the Geneva Declaration on Armed Violence and Development
Geneva, Switzerland | 8-9 July 2014
Hassan adamu danguguwa world bank_risk management_final projectHassan Danguguwa
Risk management in my own community
In my community, Community-based risk management refers to the strategies adopted by households to mitigate the impact of shocks and cope with risk. Risk can be classified as idiosyncratic, meaning one household’s experience is typically unrelated to neighboring households’, or covariate, meaning that many households in the same locality suffer similar shocks.
Key Concepts
• A local area might be exposed to a number of disaster risks. It will be necessary to understand the nature, and impact of these disasters in order to better prepare for future;
• A range of social groups may exist in a district, municipality or commune. The vulnerability of different groups may differ from each other. It is important for local authorities to understand the reasons for vulnerability of different groups;
• The communities, local authorities and civil society groups may have multiple resources and capacities to deal with disasters; e.g. indigenous knowledge, policies, disaster reduction programs, technical institutions, machinery and equipment, and social networks;
• Local authorities must identify the challenges faced and lessons learnt from the past experiences of responding to disasters;
Crisis management and The Art of Problem SolvingTANKO AHMED fwc
The knowledge and skill for crisis management is imperative to all individuals, groups or agencies, particularly to the youth in a crises-ridden time and space like Nigeria. This paper attempts to describe the meaning and understanding of crisis management to a group of educated, smart and active young people in the pursuit of in leadership and professional competence. Models and theories associated with crisis management are employed to outline strategies for problem-solving in crisis management. The way forward calls for a clear and active role for youth in crisis management. It is recommended for youth, to actively engage in seeking for knowledge and skills, including clear thinking on what to do in times of crisis.
Crisis Management and Crisis Communication Alaa Abdallah
What concept you would adopt for Crisis Management for your Organization. will you leap or go on unease.
Which can be applied on all aspects of Crisis Management, Emergency Management and Oil Spill Response Preparation.
This meeting note reflects the discussions of the Second International Expert Forum held at IPI in Stockholm, Sweden on 6.June 2012. The purpose of the forum was to take stock of the consequences of ongoing violent conflict and means to prevent and reduce them, including peacekeeping operations and special envoys.
Fouzieh Melanie Alamir, Department for Security, Peace and Reconstruction (GI...Geneva Declaration
"Armed violence reduction: between disarmament and development"
Regional Review Conference on the Geneva Declaration on Armed Violence and Development
Geneva, Switzerland | 8-9 July 2014
Hassan adamu danguguwa world bank_risk management_final projectHassan Danguguwa
Risk management in my own community
In my community, Community-based risk management refers to the strategies adopted by households to mitigate the impact of shocks and cope with risk. Risk can be classified as idiosyncratic, meaning one household’s experience is typically unrelated to neighboring households’, or covariate, meaning that many households in the same locality suffer similar shocks.
Key Concepts
• A local area might be exposed to a number of disaster risks. It will be necessary to understand the nature, and impact of these disasters in order to better prepare for future;
• A range of social groups may exist in a district, municipality or commune. The vulnerability of different groups may differ from each other. It is important for local authorities to understand the reasons for vulnerability of different groups;
• The communities, local authorities and civil society groups may have multiple resources and capacities to deal with disasters; e.g. indigenous knowledge, policies, disaster reduction programs, technical institutions, machinery and equipment, and social networks;
• Local authorities must identify the challenges faced and lessons learnt from the past experiences of responding to disasters;
Crisis management and The Art of Problem SolvingTANKO AHMED fwc
The knowledge and skill for crisis management is imperative to all individuals, groups or agencies, particularly to the youth in a crises-ridden time and space like Nigeria. This paper attempts to describe the meaning and understanding of crisis management to a group of educated, smart and active young people in the pursuit of in leadership and professional competence. Models and theories associated with crisis management are employed to outline strategies for problem-solving in crisis management. The way forward calls for a clear and active role for youth in crisis management. It is recommended for youth, to actively engage in seeking for knowledge and skills, including clear thinking on what to do in times of crisis.
Crisis Management and Crisis Communication Alaa Abdallah
What concept you would adopt for Crisis Management for your Organization. will you leap or go on unease.
Which can be applied on all aspects of Crisis Management, Emergency Management and Oil Spill Response Preparation.
Effective Crisis CommunicationChapter 5 – 10 Lessons on ManagiEvonCanales257
Effective Crisis Communication
Chapter 5 – 10 Lessons on Managing Crisis Uncertainty Effectively
Ulmer, R., Sellnow, T., and Seeger, M. (2019). Effective crisis communication: Moving from crisis to opportunity. Sage Publications. Thousand Oaks, CA.
Defining Uncertainty
Uncertainty – The inability to predict the future.
Lack of Information
Complexity of Information
Quality of Information
Crises create EPISTEMOLOGICAL and ONTOLOGICAL uncertainty.
Epistemological – Uncertainty from lack of knowledge.
Ontological – Uncertainty from a new future created by crisis – The future has little to no relationship with the past.
Lessons 1 - 3
Crises Can Start Quickly and Unexpectedly
Shouldn’t respond with routine solutions
The threat is perceptual
Lesson 4
Communicate Early and Often Regardless of Having Information or Not!
Because of uncertainty, accurate info is not there for stakeholders.
Effective strategies include making a list of potential questions.
What happened?
Who is responsible?
Why did it happen?
Who is affected?
What should we do?
Who can we trust?
What should we say?
How should we say it?
Lesson 5
Ethical Ambiguity During Crises
Organizations should not purposely heighten the ambiguity of a crisis to deceive or distract the public
Ambiguity is “an ongoing stream that supports several different interpretations at the same time”, Weick (1995)
Ethical when – uses unbiased data to inform and contribute to the complete understanding
Unethical when – using biased or incomplete information to deceive
Lesson 6
Be prepared to defend your interpretation of the evidence surrounding a crisis
Lesson 7
Without good intentions prior to a crisis, recovery is difficult or impossible
Questions of Evidence
Questions of Intent
Questions of Responsibility
Lesson 8
If you believe you are not responsible, you need to build a case for who is
Lesson 9
Organizations need to prepare through simulations and training
Crises thrust people into unfamiliar roles.
Crisis demands can bring structures to their knees.
Organizations should train and prepare for crises.
Lesson 10
Crises challenge the way organizations think about and conduct their business
Crises create “Cosmology Episodes” – disorienting experiences in which beliefs and sensemaking structures are hampered. Weick (1993)
They can change how we think about the world.
Organizations and Stakeholders need information to reduce uncertainty.
Organizations in crisis often stonewall
Stakeholders are left wondering if they will get information needed to protect themselves
Media speculates
Effective Crisis Communication
Chapter 1 The Conceptual Foundation
Ulmer, R., Sellnow, T., and Seeger, M. (2019). Effective crisis communication: Moving from crisis to opportunity. Sage Publications. Thousand Oaks, CA.
Importance of Crisis Communication Skills
No community, organization, public or private is immune from crises.
The need for understanding effective crisis communication has increased in demand.
Cyb ...
Effective Crisis CommunicationChapter 3 Lessons on Effective CEvonCanales257
Effective Crisis Communication
Chapter 3 Lessons on Effective Crisis Communication
Ulmer, R., Sellnow, T., and Seeger, M. (2019). Effective crisis communication: Moving from crisis to opportunity. Sage Publications. Thousand Oaks, CA.
Lesson 1 Determining your Goals
Often broad statements that help guide
Could be to reduce the impact of the crisis
Keep the organization’s image intact or maintain customers
Helps reduce uncertainty during crises
Linking to organizational values helps harmonize
Important to determine, rank, and identify potential obstacles to goals.
Lesson 2
Develop True, Equal Partnerships with Organizations and Groups that are important…
Partnerships defined “Equal communication relationships with groups or organizations that have an impact on an organization”
Established through honest and open dialogue
Partners may be advocates for or antagonists against
Effective partnering begins before crisis occurs.
Establish relationships with stakeholders before!
Lesson 3
Acknowledge your stakeholders as partners when managing crises
Stakeholders are external and internal groups that can have an impact.
Effective strategies include making a list of potential stakeholders.
Employees
Competitors
Creditors
Consumers
Government Agencies
Community
Activist Groups
Media
Lesson 4
Develop Strong, Positive Relationships with Primary and Secondary Stakeholders
Primary – Those most important to success and interact with most often.
Secondary – Key groups that do not play an active role but are still important to success.
Types
Positive – Both listen, understand, and communicate with each other
Negative – Antagonistic relationship, not open to listening or communicating
Ambivalent – No true partnership, each work with each other, but no one listens
Nonexistent – Organization is not aware of stakeholder and does not communicate
Lesson 4
Develop Strong, Positive Relationships with Primary and Secondary Stakeholders
Communicating with underrepresented groups
Culture-Neutral Approach: Everyone acts on and accesses CC information in similar manners.
Problem - Not everyone had a car to evacuate Hurricane Katrina
Culturally-Sensitive Approach: Messages should be tailored to the cultural characteristics of groups.
Person, Place, Time, Occasion, Literacy Level, and Message to name a few
Culturally-Centered Approach: Most appropriate – Includes underrepresented groups in the process.
Means partnerships must happen.
Lesson 5
Effective CC means listening to stakeholders
First mistake is to attempt to engineer consent through spin.
Get the information out, but then make time to listen to concerns.
Public Information Sessions
Q&A
Public meetings can become difficult.
Vocalized anger must be acknowledged and legitimized.
Once you have listened, then determine which audiences to focus on and how to address their concerns.
Lesson 6
Communicate early, Acknowledge uncertainty, Assure the public you will keep communicating
Communicate Early and Oft ...
Skip to main content
Site Navigation
Research
Product
Developers
Safety
Company
Search
Navigation quick links
Log in
Sign up
Introducing ChatGPT
We’ve trained a model called ChatGPT which interacts in a conversational way. The dialogue format makes it possible for ChatGPT to answer followup questions, admit its mistakes, challenge incorrect premises, and reject inappropriate requests.
Quick links
Try ChatGPT
Read about ChatGPT Plus
ChatGPT graphic
Illustration: Ruby Chen
November 30, 2022
Authors
OpenAI
Product
,
Announcements
ChatGPT is a sibling model to InstructGPT, which is trained to follow an instruction in a prompt and provide a detailed response.
We are excited to introduce ChatGPT to get users’ feedback and learn about its strengths and weaknesses. During the research preview, usage of ChatGPT is free. Try it now at chat.openai.com.
Samples
In the following sample, ChatGPT asks the clarifying questions to debug code.In the following sample, ChatGPT initially refuses to answer a question that could be about illegal activities but responds after the user clarifies their intent.In the following sample, ChatGPT is able to understand the reference (“it”) to the subject of the previous question (“fermat’s little theorem”).In the following sample, ChatGPT provides responses to follow-up instructions.
User
help me write a short note to introduce myself to my neighbor
ChatGPT
Hi there,
My name is [Your Name] and I just moved in next door. I wanted to reach out and introduce myself. I’m looking forward to getting to know you and the neighborhood. If you ever need anything or just want to chat, please don’t hesitate to stop by or give me a call.
Best,
[Your Name]
User
can you make it more formal?
ChatGPT
Dear Neighbor,
I am writing to introduce myself. My name is [Your Name] and I have recently moved in next door. I wanted to take a moment to reach out and say hello. I am looking forward to getting to know you and the neighborhood.
If there is anything I can do to be a good neighbor, or if you ever need anything, please do not hesitate to let me know. I am happy to help in any way that I can.
Sincerely,
[Your Name]
User
can you send it for me?
ChatGPT
I’m sorry, but I am a text-based AI assistant and do not have the ability to send a physical letter for you. I can only provide suggestions and advice on what to write. It is up to you to take that advice and send the letter yourself.
User
this code is not working like i expect — how do i fix it?
resultWorkerErr := make(chan error)
defer close(resultWorkerErr)
go func() {
defer cancel()
resultWorkerErr <- b.resultWorker(ctx)
}()
err := b.worker(ctx)
cancel()
if err == nil {
return <-resultWorkerErr
}
return multierror.Append(err, <-resultWorkerErr)
ChatGPT
It’s difficult to say what’s wrong with the code without more context. Can you provide more information about what the code is supposed to do and what isn’t working as expected? Also, is this the entire code or just a par
Social Mobilization & Risk Communication in Emergency Response: A Discuss of ...Abraham Idokoko
A seminar presentation to public health experts in the Department of Community Health & Primary Care, Lagos University Teaching Hospital, Idiaraba, Nigeria on Thursday, 21st May, 2015.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
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
4 Michael Adenuga
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
5 Michael Adenuga
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
6 Michael Adenuga
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.
7 Michael Adenuga
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
8 Michael Adenuga
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
9 Michael Adenuga
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.
10 Michael Adenuga
11. Conflict Management...8
Strategies for Managing Conflict
conflict preventive
prevention diplomacy
control of conflict
violence resolution
11 Michael Adenuga
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
13 Michael Adenuga
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
14 Michael Adenuga
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
15 Michael Adenuga
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.
16 Michael Adenuga
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
17 Michael Adenuga
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?
18 Michael Adenuga
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
19 Michael Adenuga
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
20 Michael Adenuga
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.
21 Michael Adenuga
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
22 Michael Adenuga
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.
23 Michael Adenuga
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
24 Michael Adenuga
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
25 Michael Adenuga
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
27 Michael Adenuga
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.
28 Michael Adenuga
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
29 Michael Adenuga
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
30 Michael Adenuga
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
31 Michael Adenuga
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
32 Michael Adenuga
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
33 Michael Adenuga
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
35 Michael Adenuga
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
36 Michael Adenuga
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
37 Michael Adenuga
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
38 Michael Adenuga
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
39 Michael Adenuga
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
41 Michael Adenuga
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
42 Michael Adenuga
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
43 Michael Adenuga
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
45 Michael Adenuga