Emergency Management A presentation by Bruce Hugman Consultant to the Uppsala Monitoring Center Pretoria, September 2004Slide 2
What is an emergency? When all is said in done? For an association? For government or administration? For a privately owned business? In human services? In medication wellbeing ?Slide 3
Topics The way of emergency Crisis administration show Planning Risk appraisal Risk administration Crisis correspondences Risk CommunicationsSlide 4
Key components of a Crisis Low likelihood High effect Uncertain/questionable circumstances and end results Differential discernment sSlide 5
High level dangers: Safety Health Environment National securitySlide 6
Specific dangers to association: Operational suitability Reputation Credibility Financial strength Legal activitySlide 7
Consequential impacts: Uncertainty/vagueness Urgency of reaction Strategic impacts of choicesSlide 8
Common elements of an emergency: The circumstance appears out of the blue Decisions are required earnestly Time is short Specific dangers are distinguished Urgent requests for data are gotten There is feeling of loss of control Pressures work after some time Routine business turn out to be progressively troublesome Demands are made to recognize somebody to reprimand Outsiders take an unaccustomed premium Reputation endures Communications are progressively hard to overseeSlide 9
Purpose of emergency administration: Prevention Survival Successful resultsSlide 10
Successful results: Positive adjust of accomplishment/disappointmentSlide 11
Incident Success results Failure results EXXON VALDEZ - Financial misfortunes were tolerable - Costs identifying with tidy up were not exactly pre-emptive expenses - Image administration recouped the Company\'s notoriety in business group - Long term expenses were exchanged to open - Delays in executing tidy up prompting loss of untamed life. - Image administration neglected to completely recoup the Company\'s notoriety in more extensive group TYLENOL TAMPERING - Swift responses strengthened Company notoriety for trustworthiness - Stakeholders reported high level of trust - Product did not endure in long haul - Perpetrator was never distinguished - Future endeavors can\'t consequently be blockedSlide 13
Three criteria of achievement: Has hierarchical limit been reestablished? Have misfortunes been minimized? Have lessons been found out?Slide 14
Crisis Management Model Antecedent conditions Intrinsic emergency Perceived emergency Immature emergency reaction Mature emergency administration Review and FeedbackSlide 15
Open bow entryways/poor wellbeing society Smoker/poor cleaning principles Existing conditions: Culture or environmentSlide 16
Existing conditions: Crisis-arranged or emergency inclined?Slide 17
Total circumstance as observed by nonpartisan spectator with every one of the actualities As observed by all people from specific perspectives Intrinsic emergency: Perceived emergency:Slide 18
Crisis Management Model Antecedent conditions Intrinsic emergency Perceived emergency Immature emergency reaction Mature emergency administration Review and FeedbackSlide 19
Immature emergency reaction: Instant and unreasonable (refusal/stun/freeze)Slide 20
Mature emergency administration: Grasp of characteristic emergency Implementation of arrangements and techniquesSlide 21
Mature emergency administration: Technical knowledge Emotional insightSlide 22
Review and criticism: Assessing achievement and disappointment Feeding learning into future arrangingSlide 23
Crisis Management Model Antecedent conditions Intrinsic emergency Perceived emergency Immature emergency reaction Mature emergency administration Review and FeedbackSlide 24
Management objective: Ad hoc crisis response? On the other hand Building administration ability to handle unexpected occasions?Slide 25
End of Part 1Slide 27
Part 2: Planning for Crisis ManagementSlide 28
Crisis Management Model Crisis Management Planning Crisis-arranged culture Antecedent conditions Technical Intelligence Emotional Intelligence Intrinsic emergency Perceived emergency Authorisation Procedures Immature emergency reaction Crisis Management Implementation Mature emergency administration Integration of learning Review and FeedbackSlide 29
Gathering knowledge: Who? What? At the point when? How?Slide 30
Ministers Officials Political gatherings Sponsors Voters International partners people in general by and large Tax-payers Consumer and hall bunches Lawyers The media ? Who for Government?Slide 31
Manufacturers Regulators Politicians Employees Health experts Pharmacists Academics people in general Patients Consumer and entryway bunches Lawyers The media ? Who for medication and medication security?Slide 32
The principal objective of emergency administration is counteractive actionSlide 33
Intelligence: Continuous checking (systems/media/ppublic conclusion, and so on) Outward center Collaboration Positive connectionsSlide 34
Assess dangersSlide 35
Risk appraisal is: Identification characterize and depict Estimation probability and outcomes Evaluation worthiness of hazardSlide 36
I dentification Estimation Evaluation Medication being referred to could be mixed up for desserts by youthful youngsters Medium shot prompting extreme wellbeing issues or passing Unacceptable Recall of a damaged clump of medicine may bring down purchaser certainty and take-up rate High risk that open and media feedback will emerge AcceptableSlide 37
Identification Estimation Evaluation Planning Medication being referred to could be confused for desserts by youthful kids Medium possibility prompting serious wellbeing issues or demise Unacceptable Product should be re-intended to keep the likelihood Recall of a blemished cluster of prescription may bring down buyer certainty and take-up rate High risk that open and media feedback will emerge Acceptable Priority activities to delicately pull back item while consoling sincerely and transparentlySlide 38
Risk administration is: Planning Resourcing Monitoring ControllingSlide 39
Crisis Planning: Assess dangers Produce arranges Define parts and duties Appoint emergency administration group Draw up correspondence arrange Produce contact and association diagram Promote emergency prepared culture Publish arranges and lead preparing Test, audit and practiceSlide 40
End of Part 2Slide 42
Part 3: Crisis CommunicationsSlide 43
Communication arrange: Core components are: Identifying gatherings of people (Who?) How correspondence is to happen (How?) What messages are to be conveyed (What?) The center procedure is: Active, two-way correspondenceSlide 44
Ministers Officials Political gatherings Sponsors Voters International partners Tax-payers Manufacturers Politicians Health experts Pharmacists Academics Patients Shareholders Stock-showcase Regulators Senior administrators Experts Employees general society Customers Consumer and hall bunches Lawyers The media ? Who matters and by what means will they be reached?Slide 45
Dear Consumer Group You will comprehend that dealing with the country\'s medications is an intricate business. Now and again there are panics or emergencies which make much concern everybody. We are quick to talk about the treatment of such occasions, and to arrange mutually with you and others how we may best speak with you in such conditions. We\'d get a kick out of the chance to set up coordinated contact between a colleague our own…Slide 47
Message Options [What?] Full statement of regret Corrective activity Ingratiation Justification Excuse Denial Attack the aggressorSlide 48
What does the world need to see? Acknowledgment of obligation Willingness to make constructive stridesSlide 49
Message Options: Full expression of remorse Corrective activity Ingratiation Justification Excuse Denial Attack the aggressorSlide 50
Critical exercises: Initial reaction Lines to takeSlide 51
Initial reaction: Tell reality as it is known Facts undeniably Actions being taken Acknowledgment of feelings/mental needsSlide 52
Lines to take: Essential reactions arranged Each new approved reaction is logged Database Book Wallchart Message boardSlide 54
Media requests [How?] Accuracy and straightforwardness Statistics which are clarified Context of data Comments from most astounding power Some questionable components Both sides of the issue Speed, speed and speedSlide 55
The perfect representative: Polite and patient Well-educated and definitive Accurate and solid Articulate Available Trustworthy Evidently dedicated to the procedureSlide 56
Continuing open data and instruction \'No medication is 100% safe\' Many medications have potential symptoms and unfriendly impacts Complexity of advantage mischief/adequacy chance Rational utilization of medicationsSlide 57
Elements expanding media intrigue: Dramatic passionate effect e.g. thalidomide and youngsters Large numbers influenced Unexpected connections e.g. MMR immunization and a mental imbalance Polarized assessments Conflict e.g. wellbeing experts versus pharmaceutical organizations, or between experts Geography e.g. nearness to possess nation, healing center and so forth Emotive compartments e.g. \'marvel sedate\', "harm" Links to famous peopleSlide 58
Methods Primary Purpose Transmission Access Telephone X Hotlines X Interviews X News Releases X Conferences X Emails X Enquiry Desks X Web Site X Mobile Offices XSlide 59
Crisis Management Model Crisis Management Planning Crisis-arranged culture Antecedent conditions Technical Intelligence Emotional Intelligence Intrinsic emergency Perceived emergency Authorisation Procedures Immature emergency reaction Crisis Management Implementation Mature emergency administration Integration of learning Review and FeedbackSlide 62
End of Part 3Slide 64
Part 4: Communicating RiskSlide 65
Communication of hazard Very poor open handle of hazard and hazard insights
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