CRISIS MANAGEMENT

Contingency Plan
Damage Control
Crisis Management Checklist

Prepared by: P02 Joseph Ian E Alcala, RCrim

Reported to : MARK THADDEUS D TANALGO
RCrim, Ms-Crim
Introduction

Contingency planning aims to prepare an organization to

respond well to an emergency and its potential humanitarian
impact. Developing a contingency plan involves making decisions
in advance about the management of human and financial
resources, coordination and communications procedures, and
being aware of a range of technical and logistical responses. Such
planning is a management tool, involving all sectors, which can
help ensure timely and effective provision of humanitarian aid to
those most in need when a disaster occurs. Time spent in
contingency planning equals time saved when a disaster occurs.
Effective contingency planning should lead to timely and
effective disaster-relief operations.
What is Contingency Plan

A process, in anticipation of potential crisis,

of developing strategies, arrangements
and procedures to address the
humanitarian needs of those adversely
affected by crisis.
 Identifying And Assessing Contingencies
• Disaster contingency planning starts with
considering the type of situations that can
disrupt the current scenarios in our country.
Identifying and assessing common disasters is
essential for planning how to respond and
minimize the effect.
• Identify the top five most probable problems
that might occur regardless of whether the
event has ever actually occurred.
 Key Elements of A Contingency Plan
1. Response Strategy:
Based on the scenarios a response strategy is
developed, including specific intervention
objectives and targets, including beneficiary
numbers.
2. Implementation Plan:
While the response strategy defines what is
to be achieved, the implementation plan
defines how it is going to be achieved.
3. Operational Plan:
The operational support plan sets out the administrative,
logistical and other support requirements of a response.
4. Preparedness plan:
Almost inevitably during the planning process, actions to
improve preparedness for both specific and general crisis
are identified. In some exercises, these actions become
the focus of planning efforts because they can have the
biggest potential impact on actual response.
5. Budget
Finally, a budget is developed, both for preparedness and
for the actual responses that have been planned.
 Sample of Contingency Plan
Emergency Water For Refugees:
Scenario 100,000 refugees enter the country. They have no access
to potable water.
Response strategy Provide minimum levels of potable water to 100,000
refugees
Implementation Data Deliver water by tankers to refugee camps for two
months
Drill deep water wells in camps

Operational Support Hire five staff members to carry out the projects
Plan Set up field office near camps
Preparedness Plan Identify Drilling sites
Negotiate a rental contract for water tankers
Create roster staff who could be hired at short notice
Budget 1,000,000 dollars
 Conclusion
Contingency Planning can bring significant
benefits to humanitarian response. It helps to
identify and prioritise preparedness activities,
and the process itself can be a useful exercise
in information preparedness. It also helps to
maintain and improve the coordination
mechanism that are so important efforts, while
contingency plans linked to early warning
system can help translate early warning into
early action.
 Damage Control in Crisis Management

Introduction :
Damage control is just that. It is containing the damage
and loss of reputation, revenue, confidence, or loyalty
between employees and managers or between
consumers and suppliers. Damage control may range
from issuing a media release to spending billions of
dollars for new packaging (such as occurred in the
Tylenol cyanide situation in the early 1980s). It may entail
a public apology, comment, or appearance by a celebrity
to explain his or her actions to a disillusioned fan base.
 Limiting the Damage
• Methods of damage control are necessarily
linked to the situation, so it is naturally difficult
to offer specific ways to contain damage for all
circumstances. In some cases, media relations
may help resolve a crisis situation. In other
cases, much more needs to be done, such as
with the oil spill in Alaska. In some situations,
resolution and damage control may be achieved
within hours, while others may take years to
bring a recovery.
• The key to limiting damage is for individuals of a
crisis management team to stop and ask
themselves whether they are doing everything
possible to manage a crisis, protect human life,
and restore public confidence. Depending on the
magnitude of a crisis, a company, business, or
entity may experience little fallout, or it may end
up facing questions and accusations in a room
full of media.
• Preventing drawn out impact from a crisis or
emergency means taking immediate steps to not
only face the emergency but also to admit it and
determine to resolve it as quickly as possible.
This is especially important for public companies
or those that are extremely visible in public and
private
• Damage control should immediately address
situations that involve loss of life, threaten
human life, create a sense of panic, offer special
vulnerability to the media, or entail moral
offenses, such as kickbacks, bribes, or
conspiracies.sectors.
 Restoring Confidence
A company that has lost consumer confidence and
loyalty may find restoring them to be an uphill
battle. However, a company that efficiently and
quickly meets a crisis, such as Johnson & Johnson
did during the Tylenol scare of the early 1980s,
may very well increase the loyalty and
confidence of consumers because of the
efficiency, determination, and focus on
addressing the problem and also the steps taken
to reduce the risk of the incident happening
again.
 Such incidents are unfortunate but offer
invaluable s to those focusing on effective crisis
management and damage control methods.
Damage control may be boiled down to a few
specific points:

• Communication.
• Responsibility.
• Resolution.
To restore public confidence and loyalty,
any entity experiencing a crisis or
emergency situation should offer full
transparency as quickly as possible in
addressing the situation, discussing what
the company or corporation plans to do
about it, taking responsibility for it, and
implementing an appropriate response.
 Conclusion
• Damage control can be applied to every crisis
situation or emergency, from rumours of a board
member taking bribes or kickbacks to making
sure backup generators will start up during a
power outage. Damage control often saves a
company's reputation, but more importantly it
can save tens of thousands of lives if quick action
is taken, responsibility accepted, and response
focused on reducing the impact of a crisis.
 A Crisis Management Checklist
• Organization, information, and practice make up the
foundation of successful crisis management planning. A
crisis management checklist offers crisis teams the ability
to track steps or options for a wide range of scenarios.
The checklist may address preplanning, determining risk,
assessing building safety, recommendations, contacts,
and corporate policies in one report or document that
may be updated on a regular basis.
• This section covers the basics of what should be included
in a crisis management checklist, though individuals are
advised to tailor their checklist to their specific
environments.
 Checklist Basics
• Whether a crisis management team prepares a
checklist for steps to be taken in the event of
natural disasters, traumatic incidents,
emergencies, the unexpected death of a chief
executive officer, a rogue employee, an alarming
drop in financial security, or product tampering,
a checklist will provide an excellent tool for
assessing and developing a crisis management
plan for a specific organization or company.
• Such a checklist may be developed in a
three-ring binder, as a computer
document, or as a monthly report
disseminated to crisis team
management members, boards of
directors, administrators, managers,
and supervisors, depending on need.
 Pre-incident Planning
• Every company, business, or organization should
determine its risk for a variety of natural or man
made events. Some of the most common natural
events may include:
• Earthquakes.
• Flood.
• Hurricane or tornado.
• Blizzard.
• Pandemic.
 Common man made events include:
• Fire.
• Accident.
• Workplace violence.
• Terrorism.
• Bomb threats.
• Criminal acts, such as embezzlement.
• Risks for man made or natural events may be
determined by the type of industry, the
geographic location, past incidents of a
company or organization, and the
technologies used, along with procedures,
policies, and regulations followed by an entity.
 Safety Considerations
• In environments such as hospitals, public
libraries, shopping malls, restaurants, and similar
facilities, a variety of risks can be identified.
Landscape design, automobile and foot traffic
patterns, the size and design of reception areas,
interior and exterior lighting, and alarm
capabilities should all be assessed.
• Everyone has responsibility for safety and
security in the workplace. Regular inspections
should occur to determine safety and security,
as well as assessments and recommendations
for change. It is important to follow up on
recommendations to determine whether any
action regarding them has occurred. A
timeline for making changes should be
established and verified.
 Contacts
• Any crisis management checklist should contain
important contact information, including names and
telephone numbers. These may include:
• Hospitals.
• Local fire and rescue.
• Law enforcement.
• Corporate or facility security.
• Corporate or facility crisis coordinator.
• Data recovery systems.
• Telephone or other communications companies.
• Employee support assistance, for example, religious and
psychological
 Determining Corporate Policies
• All businesses, large or small, domestic or
international, and facilities such as schools,
universities, factories, and corporations should
have a variety of corporate policies and
regular updates regarding practice,
information flow, and policy revision.
Corporate policies may include methods of
dealing with:
• Safety and security.
• Sexual harassment.
• Workplace violence.
• Facility safety.
• Bomb threats.
• Fire hazards.
• Weapons.
 Crisis Management Checklist
Points to Remember
• Contact emergency service.
• Ensure the protection of human life as well as safety.
• Preserve evidence.
• Prevent further damage (damage control).
• Offer authoritative, effective crisis leadership.
• Provide psychological support.
• Distribute information to the media.
• Provide for the continued safety of individuals.
• Communicate openly and regularly with employees and
senior management during and after a crisis situation.
• Create and assess a damage report.
• After the incident, assessment should determine
whether the crisis plan was effective. Did it
provide adequate solutions to prevent a
prolonged interruption of services or
performance? Have problems been identified,
revised, and updated to develop a new plan that
takes into consideration sections learned from
the last one?
 Conclusion
• Ensuring compliance and helping individuals
prepare, train, and react to emergencies or
unexpected scenarios make up the foundation
• Always expect the unexpected and determine
weaknesses in a contingency or emergency
response plan before it needs to be put into
action. Learn from the lessons or failures of
others. Ensure safety, protect human life, and
engage in damage control to recover both
public and internal confidence.f effective crisis
management.
Thank You! ! !