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WORKSHOP ON CRISIS AND CONTINGENCY PLANNING

WORKSHOP ON CRISIS AND CONTINGENCY PLANNING

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WORKSHOP ON CRISIS AND CONTINGENCY PLANNING

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  1. Go4th National Missions Conference 26 May 2011 WORKSHOP ONCRISIS AND CONTINGENCY PLANNING

  2. Objective • To help missions pastors and leadership of local churches plan and prepare for unexpected crises or contingencies that may occur with their missionaries and missions teams in the field. • Primary focus will be on short-term teams that many churches are sending out directly. Go4th Workshop

  3. Programme • Introduction • Ken Springsteen (NTM) • Crisis Management Policies • Tony Chan (Wycliffe) • Risk Assessment • Lim Yew Kheong & Ong Bee Cheng (WEC). • Crisis Management Team • Terence Loke (OM) • Q&A. Go4th Workshop

  4. Go4th National Missions Conference 26 May 2011 CRISIS MANAGEMENT POLICIES Tony Chan, Wycliffe Singapore

  5. Crisis Management Policies • Model Policy Recommendations from Crisis Consulting International www.CriCon.org • Think ahead, not when faced with crisis • Policy describes what you do, not how your do it • Compliance - no ad-hoc changes Go4th Workshop

  6. Many types of Crises • Natural disaster • Criminal events • Political events • Civil unrest • Terrorism • War Go4th Workshop

  7. Crisis Management Policies • 4 Major Policy Areas • Kidnapping, hostage-taking, extortion • Contingency preparation • Crisis response • Evacuation Go4th Workshop

  8. Kidnapping, Hostage-Taking & Extortion • Major Issues: • Different types of events • Different types of demands • Available options and consequences Go4th Workshop

  9. Kidnapping, Hostage-Taking & Extortion • Payment of ransom or extortion • Safety of members uppermost, take all reasonable steps to secure safe release • Payment will be seen as success by the perpetrators • Many agencies have no ransom clause • Recommendation: no payment/concession if likely to cause/encourage future events Go4th Workshop

  10. Kidnapping, Hostage-Taking & Extortion • Negotiation • Negotiation is not making concessions or payment • Preferred strategy for safe release of hostage • Negotiation is potentially dangerous, use specialised help • Recommendation: First strategy of choice, but seek assistance from professionals. Go4th Workshop

  11. Kidnapping, Hostage-Taking & Extortion • Government involvement • Kidnapping and extortion are criminal offences and the local government has jurisdiction • Government values and methods may differ and conflict with our values. • Recommendation: Cooperate with legitimate government agencies. CMT to decide when and how to notify the authorities. Go4th Workshop

  12. Kidnapping, Hostage-Taking & Extortion • Family involvement • Family members will want to be informed and involved • Involvement of family can be a distraction to negotiations • Family will need care and support • Recommendation: Appoint single point of contact to inform and support family members Go4th Workshop

  13. Risk Assessment • Understanding of the risk forms the foundation for planning for crisis management • Ongoing process of as situations are dynamic • Tactical risk – current situation • Strategic risk – forecast of future risks • Recommendation: Tactical RA whilst team is on the field; Strategic RA when planning future teams Go4th Workshop

  14. Crisis Management Risk Assessment Go4th 2011 NATIONAL MISSIONS CONFERENCE 26 May 2011 Ong Bee Cheng

  15. Risk Assessment Contingency Planning Crisis ManagementTeam Crisis Management System Go4th Workshop

  16. Risk Assessment • The foundation of staff safety and mission protection • The basis for security decision-making • Prioritize prevention and mitigation Go4th Workshop

  17. Risk Assessment • Anytime you are not in a crisis, you are in a pre-crisis mode Go4th Workshop

  18. Two types of Risk Assessment: • Tactical assessment – analyzes the present situation (by those on the field) • Strategic risk assessment – forecasts future risks (before sending out teams) • Both types of risk assessment are necessary Go4th Workshop

  19. Risk Assessment • The frequency of both tactical and strategic risk assessment are to be increased if: • Significant environmental change (war, change of government, significant political shift, civil unrest, natural disaster • An increased to the level of threat/risk Go4th Workshop

  20. The foundation of all Risk Assessment • Information – source: formal, personal relationship; reliable, untested, false or inaccurate • Multiple sources: • More is better • Diverse is better Go4th Workshop

  21. Risk Assessment • Share personal experience of risk assessment on the field • Kidnapping, suicide bombing, demonstration, earthquake tremors Go4th Workshop

  22. 5 major elements of risk assessment: • Assets – personnel, property, equipment, reputation, money, services/operation • Threats – Terrorists, Governments and agents, Beneficiaries, Environment • Vulnerabilities - Any weakness that can be exploited by an adversary to gain access to an asset: • Probability - Probability is simply the chance or odds, of a particular event occurring (history, trends, warnings) • Impact - The effect, results or consequences of an event on an organization (on organization, not individuals) Go4th Workshop

  23. Risk Assessment Chart Low Impact sickness theft riot flood war High Impact High Probability kidnapping Low Probability Go4th Workshop

  24. Discussion • Group 1 – Planning for a short term mission trip to Bangkok, Thailand • Group 2 – Planning for a short term mission trip to Mindanao, Philippines Go4th Workshop

  25. Questions • What kind of risk assessment will you make before you send the team? • What kind of information do you need? • Make a risk assessment chart • How do you prepare for the probability and minimize negative impact? • Clues: politics, religion, prone to natural disaster?, security … Go4th Workshop

  26. Contingency Plans • Issues: • Must be based on risk assessment • Consistent with policies • Mandated • Updated • Used Go4th Workshop

  27. Contingency Plans • The Contingency plan provide a step-by-step guideline for actions on the field in managing a crisis • Recommendation: A contingency plan should be prepared that includes: • Evacuation plans • Establishment and operations of a CMT • Information management Go4th Workshop

  28. Training • Training provides the most effective management in the event of a crisis. • Policies and plans must be documented and communicated to all • Level of training commensurate with level risks and individual’s responsibilities • Recommendation: All persons should be trained in at least Policies, Evacuation procedure, personal security and safety Go4th Workshop

  29. Crisis Management Team • In the event of a crisis, a crisis management team (CMT) should be formed immediately • Recommendation: The CMT will have authority to manage the crisis – all suggestions and information should be referred to it; all actions and information release should be authorised by it. Go4th Workshop

  30. Crisis Management Team • Major issues: • A pre-planned response is necessary • Establishment of the Crisis Management Team (CMT) is the standard approach • Select appropriate personnel • Authority and accountability issues need to be resolved Go4th Workshop

  31. Patrick E. Beaver OM Crisis Management Consultant Used by permission of CCI Presented by Terence Loke OM Singapore CRISISMANAGEMENT TEAM

  32. Objectives • Understand how to form and staff a Crisis Management Team • CMT Responsibilities • Composite of CMT • Criteria of CMT Go4th Workshop

  33. Crisis Manager Operations Communication Support The C M T Model Convening Authority Go4th Workshop

  34. C M T Responsibilities • Contain the crisis • Security/safety of all personnel • Assessment of the crisis • Plan the response • Resolve the crisis • Public information releases • Historical record Go4th Workshop

  35. Crisis Management Team Characteristics • Fewest members possible • Efficiency • Simplicity • Temporary task force Go4th Workshop

  36. Crisis Management Team Characteristics • Diversity of members • Approaches • Strategy • Culturally aware • Trained • Members present a unified “front” • The Only part of the organisation “working” on the crisis Go4th Workshop

  37. Crisis Management Team • Staffing • Identify functional areas • Combining functional areas • Appropriate personnel Go4th Workshop

  38. Convening Authority • That individual who has the organisational power to: • Officially recognise a crisis • Appoint a Crisis Management Team • Empower the team to resolve the crisis • Assign resources to properly equip the CMT Go4th Workshop

  39. Crisis Manager • Ultimately responsible for decisions and actions • Leads and directs the CMT Go4th Workshop

  40. Operations • Assigned specifically to “work the problem”, to come up with solution scenarios and plans to resolve the crisis and it’s components Go4th Workshop

  41. Support/ Logistics • Responsible for major support areas • Travel, meals • Communications- (hardware and facilities) • Lodging, equipment/supplies,etc. • Volume of work may require division of labor Go4th Workshop

  42. Support/ Logistics • Finances • Obtains, secures and disburses funds • Maintains accurate financial records Go4th Workshop

  43. Support/ Logistics • Documentation • Record keeping • Organized and systematic • Able to handle large volumes of data Go4th Workshop

  44. Information Managementaka: Communications • Internal communications • Multiple internal constituencies • “Need to know” vs. “Want to know” • External communications • Multiple external constituencies • Media Go4th Workshop

  45. Combining Functional Areas • May be appropriate: • Documentation • Financial • Logistical • Probably inappropriate: • Media • Crisis Manager • Negotiator Go4th Workshop

  46. Crisis Management Team • Selection criteria: • Skills, knowledge, expertise, gifts • Maturity, stability, support system • Prior experience Go4th Workshop

  47. Crisis Management Team • Selection criteria (continued): • Team member • “Tough” decision maker • Availability • Willingness Go4th Workshop

  48. Crisis Management Team • Don’t assign just because of: • Current “title” or “job description” • “Popularity” • “Appearances” • Longevity Go4th Workshop

  49. Crisis Management Team • Disqualifiers • CEO • Related to victim • Personal disagree-ment • Illness, stress, other personal considerations Go4th Workshop

  50. The most common pitfalls in CM • Delayed or inadequate initial response • Failure in recognition, acknowledgement, containment • Too many people involved • Failure to isolate • Flawed decision making • Too fast • “bad” information • Failure to recognize the secondary crisis Go4th Workshop