crisis management ppt.pdf

CRISIS MANAGEMENT and DISASTER RESILIENCY [ FJC 306 ] Atty. HILARIO S. CARAAN, DPA, MNSA Philippine Public Safety Academy  I. CLASS ORGANIZATIONAL MEETING & CLASS REQUIREMENTS: COURSE DESCRIPTION: This course introduces Cadets to the emergency management profession b...

CRISIS MANAGEMENT and DISASTER RESILIENCY [ FJC 306 ] Atty. HILARIO S. CARAAN, DPA, MNSA Philippine Public Safety Academy  I. CLASS ORGANIZATIONAL MEETING & CLASS REQUIREMENTS: COURSE DESCRIPTION: This course introduces Cadets to the emergency management profession by providing them comprehensive knowledge on crises and emergencies that threaten public safety, human security and organizational sustainability. Topics include the history of crisis and emergency management, the identification and assessment of hazards, risks, and vulnerability, and the four phases of emergency management (mitigation, preparedness, response, and recovery) towards disaster resiliency. It also covers theoretical and operational strategies to plan for and manage various crisis situations involving physical environment, human climate and institutional challenges, particularly in identifying, preventing, and controlling crisis situations through the basic establishment of a crisis management team in an organization which shall identify the roles and functions of each member that is essential in contingency planning. Students shall have learning opportunities to benchmark, assess and innovate their current organization’s crisis management programs through an action plan. LEARNING OUTCOMES: At the end of the course, students should be able to: a) Discuss the various phases of crisis and disaster management and identify issues concerning planning and policies in each of those phases; b) Identify in a particular crisis situation the contributing (vulnerabilities), hindering (potentialities) and extraneous (externalities) factors (e.g. natural, physical, social, economic, policies, and governance) for purposes of prevention, mitigation and innovation; c) Assess in a particular crisis situation the best possible response in order to mitigate adverse consequences; LEARNING OUTCOMES: (continued) d) Demonstrate basic crisis management strategic, operational and tactical skills from planning and policy perspectives; and e) Conceptualize and create a crisis management action plan demonstrating one’s competency to do appropriate mapping skills in mitigation planning and response operations. CORE VALUES FOR THE PROGRAMS: Courage, Integrity, Service PPSA’s EXPECTED GRADUATE ATTRIBUTES: a) Service-driven Officers: b) Ethical Leaders: c) Effective Administrators: d) Change Managers: e) Excellent Professionals: COURSE OVERVIEW: 1. Risk Exposure [Categories and Characteristics of Hazards Involved] 2. Risk Dynamics [Prediction, Prevention, Preparation, Performance and Post-Action] 3. Assessment Measures [Identification of Vulnerabilities, Resources and Capacities] 4. Multi-dimensional Risk Analysis [Pro-action and Prediction] 5. Risk Management Plan [Specific Multi-dimensional Analysis and Planning] CLASS REQUIREMENTS & GRADE WEIGHTS: A. EXAMINATIONS ============================ 60% 1. Group Written Outputs = 60% 2. Final Examination = 40% B. CLASS LEARNING ACTIVITIES =============== 30% 1. Group Oral Reports = 30% 2. Group Crisis Simulation Exercises = 30% 3. Individual Crisis Management Plan = 40% C. ATTENDANCE ============================ 10% ======= FINAL GRADE: 100% GRADING SCALE:  CLASS ORGANIZATION AND EXPECTATIONS 1. Class Requirements 2. Groupings for Class Learning Activities  In Syllabus Part IV: Organization of Class for Group Report HISTORY OF CRISIS / EMERGENCY MANAGEMENT: PREVAILING  Group Reports on Prevailing CM Strategies Per Suggested Historical Phase Additional Report on: Philippine Crisis Management and Disaster Resilience & Preparedness Journey  VIII. MULTI-DIMENSIONAL RISK ANALYSIS [invited speakers]  IX. CRISIS MANAGEMENT SIMULATION ACTIVITIES [Crisis Management Games]  FINAL EXAMINATION (Comprehensive Diagnostic Course Assessment) (Individual Work: July 31, 2024)  X. CRISIS MANAGEMENT PLANNING  INDIVIDUAL CONCEPT PAPER on how to improve an existing CRISIS MANAGEMENT PLAN  Individual Crisis Management Plan [Final Deadline: August 07, 2024] OTHER CONCERNS, QUESTIONS or CLARIFICATIONS?  CRISIS MANAGEMENT Organizational Learning Activity *Benchmarked Modified Activity from Crisis Prevention Institute (2017)  Organizational Learning Activity in CRISIS MANAGEMENT In Crisis Management Planning, it is important to consider the following human approaches: ✔ RESPECT for each individual ✔ INCLUSIVITY despite DIVERSITY ✔ VALUING each one’s Contribution Recognize that a single act or decision made can produce “RIPPLE EFFECT” on future incidents Aim: STRENGTH-BASED APPROACH towards COLLABORATION  II. INTRODUCTION TO CRISIS, DISASTER AND RISK MANAGEMENT TYPOLOGIES: DEFINITION OF TERMS: CRISIS? DISASTER? RISK? What is a CRISIS? Any incident that expectedly or unexpectedly happens as a result of any man-made activity or natural disaster, and such incidence poses threats and/or challenges, be it legal, financial, physical, emotional, reputational, or a combination thereof, to the discharge of the institution’s functions. (Caraan, 2010) Components of a CRISIS? (Caraan, 2010) 1. An incident within an organization that expectedly or unexpectedly happens; 2. The incident is a result of any man-made activity or natural disaster; 3. The incident poses threats and/or challenges to the institution’s discharge of its functions; 4. Such threats and/or challenges are either legal, financial, physical, emotional, reputational, or a combination thereof. 24 CRISIS? EVENT: Any form of DISRUPTION? NATURE: Unusual flow in SYSTEM or in any PROCESS thereon? 25 What is a DISASTER? A serious disruption occurring over a short or long period of time that causes widespread human, material, economic or environmental loss which exceeds the ability of the affected community or society to cope using its own resources. (Aslam Saja et.al., 2020) DISASTER? EVENT: Foreseen? Unforeseen? NATURE: Natural? Social/inter-personal? Technological? Situational? 27 What is a RISK? Risk involves uncertainty about the implications of an activity with respect to something that humans value (such as health, well-being, wealth, property or the environment), often focusing on negative, undesirable consequences The international standard definition of risk for common understanding in different applications is “effect of uncertainty on objectives” (Coombs, 2006) RISK? EVENT: Period of UNCERTAINTY? NATURE: Exposure to ADVERSE CONSEQUENCES 29 DISASTER? - EVENT: Foreseen? Unforeseen? - NATURE: Natural? Social/inter-personal? Technological? Situational? CRISIS? - EVENT: Any form of DISRUPTION? - NATURE: Unusual flow in SYSTEM or PROCESS? RISK? - EVENT: Period of UNCERTAINTY? - NATURE: Exposure to ADVERSE CONSEQUENCES 30  II. Reflection Questions A. Which comes first and next among crisis, disaster and risk? B. Why is it important for us to know the sequence of these variables? VARIABLES in CRISIS MANAGEMENT: DISA CR RI STER ISI S S K CA EFF IMP US ECT ACT E ? OUTCOM 32 E  III. CRISIS MANAGEMENT VARIABLES AND DIMENSIONS: DISASTER? - EVENT: Foreseen? Unforeseen? - NATURE: Natural? Social/inter-personal? Technological? Situational? CRISIS? - EVENT: Any form of DISRUPTION? - NATURE: Unusual flow in SYSTEM or PROCESS? RISK? - EVENT: Period of UNCERTAINTY? - NATURE: Exposure to ADVERSE CONSEQUENCES 34 “Interdependence” of VARIABLES in CRISIS MANAGEMENT: DISASTER CRISIS RISK CAUSE EFFECT IMPAC T DIMENSIONS Institutional Leadership Development Systems and Normalization and Stability Approaches Operations Science and Technology-Based ✔ PERSONAL Approaches Ecosystems Assessment and DEVELOPMEN ✔ ORGANIZATIONAL Analysis Public Health Emergency T ✔ NATIONAL Information and Communication System ✔ GLOBAL 35 Global Realities and Dynamics National Development OUTCOM “Interdependence” of VARIABLES in CRISIS MANAGEMENT: DISASTER CRISIS RISK CAUSE EFFECT IMPAC T CRISIS MANAGEMENT DIMENSIONS Institutional Leadership Development Systems and Normalization and Stability Approaches Operations Science and Technology-Based ✔ PERSONAL Approaches Ecosystems Assessment and DEVELOPMEN ✔ ORGANIZATIONAL Analysis Public Health Emergency T ✔ NATIONAL Information and Communication System ✔ GLOBAL 36 Global Realities and Dynamics National Development OUTCOM “Interdependence” of VARIABLES in CRISIS MANAGEMENT: DISASTER CRISIS RISK CRISIS MANAGEMENT CAUSE EFFECT IMPAC T DIMENSIONS Institutional Leadership Development Systems and Normalization and Stability Approaches Operations Science and Technology-Based ✔ PERSONAL Approaches Ecosystems Assessment and DEVELOPMEN ✔ ORGANIZATIONAL Analysis Public Health Emergency T ✔ NATIONAL Information and Communication System ✔ GLOBAL 37 Global Realities and Dynamics National Development OUTCOM “CRISIS MANAGEMENT” or “RISK MANAGEMENT”? Strictly speaking, when we gear towards risk reduction, what we are technically managing is the crisis situation in order to be able to mitigate the risks involved. [Semantics is nothing without understanding the process involved] Understanding Crises (Internal VS External by Bundy & Pfarrer, 2015) 39 Understanding Crises (Internal VS External by Bundy and Pfarrer, 2015) INTERNAL - Organizational Preparedness (Establishing Prevention Mechanisms) - Crisis Leadership (Development of Rapid Decision-making Processes and Mechanisms) [Essential Elements: 1. Critical Thinking Managers and 2. Effective Governance] - Organizational Learning (Experiential Learning Through a Crisis) 40 Understanding Crises (Internal VS External by Bundy and Pfarrer, 2015) EXTERNAL - Stakeholder Relationships (Positive Relationship-Building: reduces crisis likelihood since negative relationships trigger crisis) - Stakeholder Perceptions (Perception Assessment Reviews: there is a significant relationship between how organizations operate and sustain themselves and their stakeholders’ perceptions) - Social Evaluation (Organization’s response strategy is critical for managing social evaluations) 41  III. Reflection Questions Group yourselves with a maximum of 8 members each and choose 1 public or private organization and come up with a written report per group: A. How does interdependence of CM Variables take place in your chosen organization? B. Demonstrate how each of the 8 CM Dimensions could influence / affect the expected organization’s OUTCOME when it is confronted by a general crisis? C. In what way could the 4 CM Institutional Systems and Approaches be utilized to ensure the best possible outcome when confronted by a general crisis?  IV. HISTORY OF CRISIS / EMERGENCY MANAGEMENT: PREVAILING STRATEGIES  Group Reports on Prevailing CM Strategies Per Suggested Historical Phase Additional Report on: Philippine Crisis Management and Disaster Resilience & Preparedness Journey  Group Reports on Prevailing CM Strategies Per Suggested Historical Phase INSTRUCTIONS SHALL BE GIVEN IN CLASS  IV. Reflection Questions A. From the Group Reports, what are your learnings from the evolution of crisis management strategies and approaches of mankind? B. From the Group Reports, how can the Philippines learn from the experiences of the past?  V. PHASES OF CRISIS / EMERGENCY MANAGEMENT What is CRISIS MANAGEMENT? Science and art of making decisions that would mitigate the effect of an anticipated or a pending crisis. (Caraan, 2010) 48  CRISIS MANAGEMENT (Caraan, 2010) Why a SCIENCE? - entails making of precise decisions under stress situations that would mitigate or exempt an institution from anticipated or pending crisis. Why an ART? - entails creativity in visualizing, addressing and hurdling crises. 49  SOCIETY NEEDS: Crisis Management Planning Experts The FILIPINO PEOPLE NEED: YOU !  PHILIPPINE DISASTER RISK REDUCTION AND MANAGEMENT ACT OF 2010 (Republic Act No. 10121) *Law “strengthening the PDRRM System, providing for the NDRRM Framework, and Institutionalizing the NDRRM Plan” **NDRRM Framework: comprehensive, all hazards, multi-sectoral, inter-agency and community-based approach for formulation by the NDRRM Council (for periodic review every 5 years) ***NDRRM Plan: for formulation and implementation by the Office of Civil Defense (OCD) Executive Order No. 82, series of 2012 (National Crisis Management Core Manual, 2012 p. 13) The 5Ps: Executive Order No. 82 (2012) (National Crisis Management Core Manual, 2012 p. 13) 1. Predict (Situational Awareness – what is the crisis?) 2. Prevent (Foresight – how do we prevent or mitigate it?) 3. Prepare (Organize necessary preparations / create teams or task forces) 4. Perform (Oversee the systematic performance of tasks) 5. Post-action and Assessment (Evaluation of performance after crisis) National Crisis Management Framework (Core Manual, 2012)  National Crisis Management Framework Crisis Prevention Measures - Policy Analysis (Information-gathering) - Policy Formulation (Construction of policy/policies) - Policy Legislation (Government approval) - Policy Implementation (Nationwide implementation) - Policy Evaluation (Assessment of the policy/policies)  National Crisis Management Framework 1. Crisis Management Organizations (who will decide based on what kind of situation or where the crisis took place, when is it necessary for a higher-up to decide, Crisis Escalation Protocol, etc.) 2. Situation Awareness in Strategic, Operational and Tactical Levels: - Strategic (Generating foresight, prevent crisis) - Operational (Information-gathering, identify course of action, situational analysis, evaluation and assessment) - Tactical (Continuous monitoring, reduce escalation or resurgence of crisis) National Crisis Prevention Measures (Core Manual, 2012)  National Crisis Management Framework Building and Enhancing Crisis Management Capabilities (Principles provided): - Risk Analysis (What could be the next crisis?) - Needs Assessment (Where could we improve on?) - Enhancement or Building Plans (Improvement of crisis response plan, facilities and equipment) - Prevention and Mitigation (Importance of foresight) - Sustainability (Are the plans enough to stand against time?) - Evaluation - Development Plan (After evaluation of the initial plan, how else can we improve?) - Resource Management (Auditing and budgeting) - Fostering Stakeholders’ Relationship  National Crisis Management Framework Applying Command and Control in Crisis Management - Command – authority to effectively manage available resources of responding units/agencies or the accomplishment of assigned missions - Control – ability of the commander to purposefully direct or suppress, change or adjust, and supervise subordinates’ execution of the commander’s decisions, guidance, and intent to ensure compliance. Inter Agency Contingency Plan (Core Manual, 2012)  National Crisis Management Framework Post-Action and Assessment The essential activities during Post-Action and Assessment are: - Investigation (What went wrong?) - Legal Action (if needed) - Reorganization (Replacement of task heads) - Handover Responsibility (Turnover if replaced) - Assessment  V. Reflection Questions How do you see the Philippine’s current DRRM System? *What are its strengths? **What are the areas for improvement?  VI. RISK EXPOSURE AND RISK DYNAMICS “Interdependence” of VARIABLES in CRISIS MANAGEMENT: DISASTER CRISIS RISK CAUSE EFFECT IMPAC T CRISIS MANAGEMENT DIMENSIONS Institutional Leadership Development Systems and Normalization and Stability Approaches Operations Science and Technology-Based ✔ PERSONAL Approaches Ecosystems Assessment and DEVELOPMEN ✔ ORGANIZATIONAL Analysis Public Health Emergency T ✔ NATIONAL Information and Communication System ✔ GLOBAL 64 Global Realities and Dynamics National Development OUTCOM  CRISIS MANAGEMENT STRATEGIC LENSES 65  CRISIS MANAGEMENT (Mikusova & Horvathova 2019)  CRISIS MANAGEMENT (Mikusova & Horvathova 2019) Crisis Management is a ”cycle”. “Prevention rather than find a cure” - Identify the problem/crisis - Willingness to solve the crisis - Make hasty but quality preparations - Develop structure of a preventive strategy, communication and teamwork - Study the crisis profile (severity of impact, probability of occurrence and timing) - Deploy crisis plan and teams - Reflection, Realization and Accountability after crisis  CRISIS MANAGEMENT: Step Ladder Framework (Sapriel, 2003) “Crisis Management is about being prepared to handle adversity and minimize impact most effectively and facilitating the management process during the chaos”. (Simplified version of the framework in the next slide)  CRISIS MANAGEMENT & RISK REDUCTION RELATIONSHIP (Sapriel, 2003)  CRISIS MANAGEMENT & RISK REDUCTION RELATIONSHIP (Sapriel, 2003) “know the enemy and know yourself and you can fight a hundred battles without disaster”. (Sun Tzu) - Research (identifying the risk while also identifying the capability for remedies are needed) - Develop plans / contingencies (suggests prioritizing the development of remedies for critical risks (like developing countermeasures based on severity of impact) - Implementing (execution of prevention measures, on top of the risk remedies available, to help ensure reduction of its occurrence in the future) - Evaluating (developing “continuity plans” – mostly plans to help become more proactive and assist organizations make decisions that would lead to take, treat, transfer or terminate the risk in the long-run.) DISASTER MANAGEMENT (Aslam Saja et. al., 2003)  DISASTER MANAGEMENT (Aslam Saja et. al., 2020) - Disasters are often triggered by climate change - Resilient cities can combat imminent disasters - Mitigate damage and Adapt to the disaster - Develop a disaster management plan with the right people - Disaster Management plan cannot be feasible without the nation’s utmost effort and interest in enhancing and protecting the livelihoods of their people DISASTER MANAGEMENT: THE IMPORTANCE OF RESILIENCY (Olu, 2017)  DISASTER MANAGEMENT: THE IMPORTANCE OF RESILIENCY (Olu, 2017) - “a resilient health system is one which is able to effectively prepare for, withstand the stress of, and respond to the public health consequences of disasters.” Key factors in developing resiliency: 1. Awareness (Foresight, Situational Awareness, Predict Disasters) 2. Diversity (Gather multiple reliable information & assign competent people – don’t stick to one) 3. Self-regulation (Sustainability amid a disaster) 4. Integration (Process of turning plan into action) 5. Adaptability (Ability to adapt to the situation) DISASTER RISK REDUCTION (Bang et.al., 2017)  DISASTER RISK REDUCTION (Bang et. al., 2017) - “preventing new and reducing existing disaster risk and managing residual risk, all of which contribute to strengthening resilience and therefore to the achievement of sustainable development”.  DISASTER RISK REDUCTION (Bang et. al., 2017) -The Sendai Framework: Risk reduction phase vs Recovery phase. Risk Reduction Phase - Effective governance (Systematic coordination, effective communication and current situational awareness) Recovery Phase - Post-disaster measures (How to help the people, property, livelihood and productive assets) RISK REDUCTION (Lavanya & Malarvhizi, 2008)  RISK REDUCTION (Lavanya & Malarvhizi, 2008) - “Risks are pre-crisis factors that has the tendency to be a crisis” 1. Identification (Early Detection or Prediction) 2. Evaluation (Risk & Crisis Profile – what are you dealing with?) 3. Handling (Preparation – Main plan, contingency plan, respective teams and execute plan) 4. Controlling (Prevention and mitigation of risks and crisis)  ANATOMY OF A CRISIS SITUATION (Steven Fink, 1986) PRODORMAL CRISIS PHASE ACUTE CRISIS PHASE CHRONIC CRISIS PHASE CRISIS RESOLUTION PHASE  ANATOMY OF A CRISIS SITUATION (Steven Fink, 1986) PRODROMAL CRISIS PHASE - Warning stage; turning point; precrisis phase - Spot the “prodromes” before, not after, the crisis situation takes place - “The hot spot is brewing!” - FORESIGHT is the skill required  ANATOMY OF A CRISIS SITUATION (Steven Fink, 1986) ACUTE CRISIS PHASE - This is the “point of no return” - “The hot spot has erupted!”, but please do not allow it to explode on your face - With foresight, you may REDIRECT or CONTROL the impact (speed, direction, duration and consequences) - MANAGEMENT SKILL is required.  ANATOMY OF A CRISIS SITUATION (Steven Fink, 1986) CHRONIC CRISIS PHASE - “Cleanup or post-mortem stage”: Dealing with the IMPACT - Period of self-analysis; recovery period or may be aggravation period - Can linger indefinitely - RESILIENCY is the skill required.  ANATOMY OF A CRISIS SITUATION (Steven Fink, 1986) CRISIS RESOLUTION PHASE - Recovery Period - The light you begin to see at the end of the crisis tunnel usually is the prodromal light of an incoming crisis (CYCLICAL) - STRATEGIC PLANNING is required.  ANATOMY OF A CRISIS SITUATION (Richard Luecke, 2004) CONTINGENCY PLANNING CRISIS RECOGNITION CRISIS CONTAINMENT CRISIS RESOLUTION PHASE  FORMS OF CRISIS SITUATION (Otto Lerbinger, 2012) CRISES OF THE PHYSICAL ENVIRONMENT -Natural Crises -Biological Crises -Technological Crises  FORMS OF CRISIS SITUATION (Otto Lerbinger, 2012) CRISES OF THE HUMAN CLIMATE -Confrontation Crises -Crises of Malevolence  FORMS OF CRISIS SITUATION (Otto Lerbinger, 2012) CRISES OF MANAGEMENT FAILURE -Crisis of Mismanagement -Crises of Skewed Management Values -Crises of Deception -Crises of Management Misconduct  FORMS OF CRISIS SITUATION (Otto Lerbinger, 2012) CRISES OF MANAGEMENT FAILURE -Crisis of Mismanagement (negligence, incompetence, ethical violations, & inadequate control and oversight) -Crises of Skewed Management Values (management favoring short-term economic gain & neglect values, fairness & justice)  FORMS OF CRISIS SITUATION (Otto Lerbinger, 2012) CRISES OF MANAGEMENT FAILURE -Crises of Deception (fraud & dishonesty) -Crises of Management Misconduct (deliberate commission of illegal & wrongful acts)  VI. Reflection Questions Group yourselves with a maximum of 8 members each and select a specific disaster or crisis that happened, either locally or globally, where, based on your assessment, the crises brought about by it were effectively managed to mitigate or exempt the stakeholders from the risk consequences. Comprehensively justify, with supporting data, your group assessment. Come up with a written report per group.  VII. ASSESSMENT MEASURES [VULNERABILITIES AND POTENTIALITIES] IN A CRISIS SITUATION “Interdependence” of VARIABLES in CRISIS MANAGEMENT: DISASTER CRISIS RISK CRISIS MANAGEMENT CAUSE EFFECT IMPAC T DIMENSIONS Institutional Leadership Development Systems and Normalization and Stability Approaches Operations Science and Technology-Based ✔ PERSONAL Approaches Ecosystems Assessment and DEVELOPMEN ✔ ORGANIZATIONAL Analysis Public Health Emergency T ✔ NATIONAL Information and Communication System ✔ GLOBAL 93 Global Realities and Dynamics National Development OUTCOM  CRISIS MANAGEMENT (Mikusova & Horvathova 2019) Executive Order No. 82, series of 2012 (National Crisis Management Core Manual, 2012 p. 13) The 5Ps: Executive Order No. 82 (2012) (National Crisis Management Core Manual, 2012 p. 13) 1. Predict (Situational Awareness – what is the crisis?) 2. Prevent (Foresight – how do we prevent or mitigate it?) 3. Prepare (Organize necessary preparations / create teams or task forces) 4. Perform (Oversee the systematic performance of tasks) 5. Post-action and Assessment (Evaluation of performance after crisis)  INTEREST GROUPS IN AN ORGANIZATIONAL CRISIS VERTICAL ACCOUNTABILITY ✔ Superiors ✔ Subordinates HORIZONTAL ACCOUNTABILITY ✔Colleagues ✔Other Offices and Units within the organization EXTERNAL ACCOUNTABILITY ✔External stakeholders ✔Media ✔Local Authorities ✔Competitor Institutions DEVELOPMENTAL ACCOUNTABILITY ✔“COMMUNITY” within the organization VISUALIZE TO MANAGE WELL ! FORESIGHT and SKILLS TRAINING are essential ingredients AREAS OF CONCERN: Values Formation Community Discipline Risk Preparedness Safety and Security VISUALIZE TO MANAGE WELL ! Values Formatio n Safety Community Community and Empowerment Discipline Security Risk Preparednes s PUBLIC-PRIVATE COLLABORATION ?  REQUIREMENTS: CIVILIAN VIGILANCE REGULATORY AGENCIES’ PROACTIVE VISIBILITY (“Steering & Rowing” Function)  INTEGRATION OF COMMON OBJECTIVES: NATIONAL GOVERNMENT NON GOVERNMENT ORGANIZATIONS LOCAL CIVILIAN AUTHORITIES LOCAL POLICE AUTHORITIES PRIVATE INSTITUTIONS STAKEHOLDERS OF PRIVATE INSTITUTIONS “PUBLIC-PRIVATE COLLABORATION” How is it genuinely attained? THRUSTS: INFORMATION & VIGILANCE CAMPAIGN – Materials Development – Distribution of Materials (Safety Primer) – Regular Coordination Meetings among Partners  VII. Reflection Questions A. On Government and Community Initiatives *How PROACTIVE are our government institutions? **How CONNECTED are our government institutions? ***How ORGANIZED are the private institutions? ****How COOPERATIVE are the private institutions? WHAT ELSE NEEDS TO BE DONE ???  B. COROLLARY ISSUES FOR DISCUSSION: * “One-size-fits-all” approach? ** “Ripple effect” *** “Trickle-down” effect?  C. Submit a Group Written Report: *In your group’s selected public or private organization, what area/s has that organization fallen short of in terms of crisis management planning and implementation? **Identify the challenges encountered in terms of collaboration efforts with various stakeholders in crisis management planning and implementation? Include in your discussion: “OPERATIONALIZATION” CHALLENGES of both the FRAMEWORK and the PLAN  VIII. MULTI-DIMENSIONAL RISK ANALYSIS [invited speakers]  IX. CRISIS MANAGEMENT SIMULATION ACTIVITIES [Crisis Management Games]  Group Crisis Simulation Exercises and Group Critiquing [instructions shall be given in class] The 5Ps: Executive Order No. 82 (2012) (National Crisis Management Core Manual, 2012 p. 13) 1. Predict (Situational Awareness – what is the crisis?) 2. Prevent (Foresight – how do we prevent or mitigate it?) 3. Prepare (Organize necessary preparations / create teams or task forces) 4. Perform (Oversee the systematic performance of tasks) 5. Post-action and Assessment (Evaluation of performance after crisis) For Class Critiquing: INTEREST GROUPS IN AN ORGANIZATIONAL CRISIS VERTICAL ACCOUNTABILITY ✔ Superiors ✔ Subordinates HORIZONTAL ACCOUNTABILITY ✔Colleagues ✔Other Offices and Units within the organization EXTERNAL ACCOUNTABILITY ✔External stakeholders ✔Media ✔Local Authorities ✔Competitor Institutions DEVELOPMENTAL ACCOUNTABILITY ✔“COMMUNITY” within the organization  SITUATION A: Chemical Attack Residents of Tondo, Manila reported that the air inside their homes and along the streets smelled like chlorine. Around 30 minutes from the time residents reported the smell, it was estimated that 600 Tondo residents already died, with many others injured or experiencing various symptoms. People affected went to the nearest hospitals, overcrowding the establishments trying to get treated immediately for: runny noses, watery eyes, blurred vision, eye pain, and difficulty in breathing. Worse symptoms included convulsions and foaming at the mouth.  SITUATION A: Chemical Attack (continuation) Many others died on the way or while waiting inside the overcrowded hospitals. Even the doctors and nurses were dropping dead or experiencing symptoms themselves. Those who were still able-bodied immediately sought to rush out of Manila in the hopes that whatever was in the air would not affect them. How will your team comprehensively plan for this type of crisis? What would you do given the highly dense population of Tondo, with people unaware of the chemical attack going into the city, and the rising number of residents dead or dying?  SITUATION B: Bomb Explosions At around 6:00 a.m., a low-intensity bomb exploded at the PNR FTI (Taguig) station, killing a passenger and injuring the ticket lady stationed therein. As investigators and police inspected the scene, another similar bomb exploded at the Taguig Post Office at around 6:15 a.m. which injured a passerby. At 6:25 a.m., another bomb exploded at the Seaoil Gas Station, Central Taguig which caused the gas tanks to explode, burning the gas station down and killing the employees on-duty.  SITUATION B: Bomb Explosions (continuation) By 7:00 a.m., a total of thirteen (13) similar low-intensity bombs exploded in various parts of Taguig, a total of six (6) people killed and twenty-four (24) people injured as a result. How will your team comprehensively plan for this type of crisis? What would you do given the seemingly random times and places in Taguig by which the bombs are going off, with no known demand(s) from any terrorist / other group, and no way of knowing if there are more bombs lying in wait?  SITUATION C: Man-made An aircraft was reported to have crashed against the upper tier of the 46-floor “Torre de Photobomber” in Manila. It was already up in smoke from the 40th floor upwards. A second, third, and then a fourth aircraft successively crashed against the building, all hitting the middle and lower tiers of the structure, the impact crushing and making it crumble to the ground. Some residents from inside were able to rush out of the building, while the ones still inside were trapped.  SITUATION C: Man-made (continuation) Large chunks of debris were falling from the condominium building as it crumbled to the ground, the residents and people around “Torre de Photobomber” were still within the vicinity (inside the church, school, offices, and residences) and were also about to be crushed by the debris. How will your team comprehensively plan for this type of crisis? What would you do given that a lot of the condominium building residents were still trapped as the building fell to the ground, and the immediate vicinity of the falling structure threatened to wipeout everyone else within a 1-2 kilometer radius?  SITUATION D: Natural Disaster One fateful night, Navotas was surprisingly struck by a level 8.5 magnitude earthquake that tore through the paved roads, and caused structures and buildings to collapse. Casualties were numerous, remaining residents were trapped. Emergency evacuation proceedings commenced as the earthquake died down, but after-shocks were expected to follow. The destruction of the roads slowed down the first responders’ navigation through the city to evacuate whoever was left alive.  SITUATION D: Natural Disaster (continuation) As the evacuation proceedings were taking place, after-shocks begun and waves from Manila Bay started to crash toward the land, the waves washing over Navotas getting bigger and bigger with each wave coming in one after the other. How will your team comprehensively plan for this type of crisis? What would you do given the difficulty of navigating through the city due to the destroyed roads and on-going after-shocks, with people still not completely evacuated? It was estimated that a tsunami was soon to follow, threatening to wipe out everyone in Navotas.  SITUATION E: Hostage Crisis The Philippines was the host for the SEA Games. The five-year-old child of the Malaysian Prime Minister was reported missing after attending a SEA Games Taekwondo match between Malaysia and the Philippines. A demand of RM 5 million (approximately Php 57 million) was made in exchange for the safe release of the child.  SITUATION E: Hostage Crisis (continuation) The following day, the kidnapper (with his face covered in a black mask) appeared in the middle of Quezon City Memorial Circle with the child bound by the arms and legs and duct tape covering his mouth. The kidnapper carried the struggling kid by the waist and held a gun to the child’s head. Onlookers gathered around, watching the crazed kidnapper scream and shout in Malay language. How will your team comprehensively plan for this type of crisis? What would you do given the high profile kidnapping, the numerous onlookers milling around the circle, the threat to the child’s life, and the kidnapper shouting in a language you do not understand?  FINAL EXAMINATION (Comprehensive Diagnostic Course Assessment) (Individual Work: September 20, 2023)  X. CRISIS MANAGEMENT PLANNING  INDIVIDUAL CONCEPT PAPER on how to improve an existing CRISIS MANAGEMENT PLAN  Comprehensive Practical Examination [Organizational Action Plan] Instructions: Reflecting on your learnings from our class discussions, create a detailed crisis management action plan on a “specific crisis” (in bullet format, per significant process/stage) for your own organization incorporating the important points in your reflection on the above given issues. GUIDE: PHASES OF CRISIS MANAGEMENT I. PLANNING PHASE ✔Holistic & Well-coordinated effort ✔Placing the institution in the best possible stance to visualize, address and hurdle crises (prevent the crisis or mitigate the impact thereof !) ✔Formation of a “crisis management team” ✔Proactive team rather than a reactive team II. CRISIS RESPONSE PHASE ✔Formation of a “crisis response team” ✔Holistic & Well-defined efforts ✔Ensures that the institution reacts properly, orderly and effectively to the crisis as it takes place 126  PHASES OF CRISIS MANAGEMENT III. ADMINISTRATION PHASE ✔Formation of a “crisis command team” ✔Controls the institution’s actions and reactions in properly, orderly and effectively addressing the crisis ✔Creates a synergy in the crisis response by taking into account the planning and crisis response phases IV. RESTORATION PHASE ✔Takes reparation and/or indemnification steps required to restore the institution’s normal operations ✔Restoration phase becomes more efficient when there is prior planning ✔e.g., concerns on insurance, inventory, contracts, documentation/evidence, ready service providers  Individual Crisis Management Plan [Final Deadline: Sept. 27, 2023]  THANK YOU Source of graphics: Google images