Day 1 - What should be in place before the event?

• Understanding Crisis Management

               How to manage a crisis?

               Virtually every crisis contains the seeds of success as well as the roots of failure

               The Rationale of the Crisis Manager

• Consider the range of risks: Natural/Environmental; Hazards; Technological - loss of utilities/product/process/plant; Human Error; Sabotage and Terrorism
• Crisis Managers - Roles & Responsibilities - manage the issue before it becomes a Crisis
• Who else inside and outside the organisation should be involved?
• Evaluating your risks and vulnerabilities; Consider the worse-case scenarios
• Who decides who sits in the 'hot-seat'?

               Case Studies, why some companies fail and others survive?

Day 2 - Pre-planning, who and what else should be considered?

• Who owns the mitigation process?

               Self-evaluating questionnaires

• Developing and Implementing Emergency Plans

               Twelve point check list covering the whole planning process

               Mutual Aid arrangements

               Company-wide strategic contingency plans

               Service or departmental plans

               Building evacuation plans

• Crisis Management and Communications. Emergency Centre/s
• Developing and implementing a Business Continuity Management (BCM) strategy
• Business Impact Analysis. Case Study and Workshop

Day 3 - Dealing with a crisis - the 'communications' perspective

• Command and Control Issues

               Operational (at the scene)

               Tactical (at the forward control point/incident command)

               Strategic (boardroom level/emergency operations centre)

• On Scene Crisis Management, essential elements for success
• Reputation Management - Managing the Media. 'How to' sessions include

               Organising a Press Conference

               Conducting Radio and Television Interviews

• Case Study Exercise: Crisis Communications Strategy. Develop a crisis communications strategy and action plan based upon a given scenario

Day 4 - Incident Management & Aftermath

• Alerting and Warning. Case Studies. What can go right and what can go wrong
• Major Incident Simulation - Role Playing Workshop

               Syndicate selection

               Reporting back

• Potential Psychological & Welfare problems in Crisis Management

               How to improve staff morale and confidence in the process

               The psychological effects during and after an incident involving injuries - and worse

               Looking after yourself and your staff

• Questionnaire, are your batteries in good condition?

Day 5 - Leadership Behaviour and Behavioural Safety

• Validating plans and procedures

               Discuss the four types of exercise

               How to get the most out of an exercise

• Post Incident evaluations

               De-briefing skills - managing the de-briefs - hot and cold

• Critique report writing, executive summaries and recommendations

               How to keep all 'stakeholders' informed

               Prioritising the Recommendations

               Examples of critique questionnaires

• Closing the loop. How to continue the process