1. Taking care of business
The human factor in your crisis management equation
Supportive Soltuions, Inc.

2. Emphasis on Preparedness
There is an emphasis on preparedness. Most companies that Iwork with have crisis management teams, organizations or crisis command centers and many engage in routine simulations, table top excericses, etc.
Preparedness as been integrated into the lingo globally.
Ths missing link in many cases is the human factor
Supportive Soltuions, Inc.

3. We’re not in Kansas anymore . . .
Employees expectations changed
Reputations were won or lost
The most priceless asset is our workforce

4. Where to start ? Response Preparedness Response Two key components –
Resopnse & Preparedness
Now I put them in reverse order, because many companies mistakenly feel that if they have response services in place, they have taken care of their people.
It’s like buying a can of icing to put on a cake and forgot the cake mix.
Supportive Soltuions, Inc.

5. The many faces of crisis
In some ways, 9/11 was a setup for us when it comes to planning. We became so focused on dealing with an event such as a 9/11, we failed to consider other types of disasters, with different impacts.
Hence the devastating loss of Katrina And what are some of the differences?
Supportive Soltuions, Inc.

6. A 30,000 ft view Physically contained versus widespread devastation
Basic survival was the focus
Short-term, intermediate, long term recovery will be defined very differently for the two events

7. What is your goal for developing the plan?
To enhance the resiliency of the workforce following a traumatic event
Accelerate business resumption after an event
Increase loyalty of employees
Protect the reputation of the company
Plan for the worst and you’ll be prepared for anything.

8. Defining the goals of the plan:
Short term?
Intermediate?
Long term?

9. A crisis is not static . . . neither is your plan
The Crisis Plan
A crisis is not static neither is your plan
Flexible
Incremental
Measurable
A crisis in not statis, your plan should not be either.
Supportive Soltuions, Inc.

10. Components of your plan
Communication
Reduce rumors
Consensus about fact pattern
Restore a sense of safety
Outreach
Family, support systems, contractors, remote employees, visitors
Assessment
Intervention
Outcome
Ongoing support
There has been a movement toward more fixed stages in a response plan – when the focus might be be on the elements of the plan.
Doesn’t happen always in the same order, some if not all stages might need to happen repeatedly.
It might be best to measure the need in terms of frequency and intensity vs just moving down a fixed path.
Supportive Soltuions, Inc.

11. Planning for resources:
Contract for services in advance
Ascertain your current contractors’ ability to handle your needs in a crisis
Write HR policies to deal with multiple scenarios – funerals, memorial services, benefits, etc.
Evaluate your ability to provide resources for your culturally diverse work force
One company located in TX had one of the best developed crisis response plans around. They’d spent millions of dollars developing, training and maintaining their plan and team. During one of the first simulations they did, they realized that if one of their spanish speaking employee called into their hotline, there was no one to translate. Also 1/8 of their workforce was spanish speaking.
Supportive Soltuions, Inc.

12. The practice of crisis response
a paradigm shift
practice standards have changed
titrate the response to fit the natural recovery process
offer interventions as an option and on a continuum (received/perceived)

13. PFA – Core Actions http://www.ncptsd.va.gov/pfa/PFA.html
Contact and engagement
Safety and Comfort
Stabilization
Information gathering: Current needs and concerns
Practical assistance
Connection with social supports
Information on Coping
Linkage with Collaborative Services

14. As with any good plan . . . An evaluation
Evaluation of your process
What worked?
What didn’t?
Were your goals met? (outcome measures)

15. Questions ??????