northwest center for public health practice
TRANSCRIPT
![Page 1: Northwest Center for Public Health Practice](https://reader034.vdocuments.site/reader034/viewer/2022052619/555729c5d8b42a067f8b4ec3/html5/thumbnails/1.jpg)
Northwest Center for Public Health Practice
Preparing for the Future: Public Health Leadership & Management Preparedness Series
Public Health Preparedness & Leadership
Louis Rowitz, PhD, Director
Mid-America Regional Public Health Leadership Institute
![Page 2: Northwest Center for Public Health Practice](https://reader034.vdocuments.site/reader034/viewer/2022052619/555729c5d8b42a067f8b4ec3/html5/thumbnails/2.jpg)
Objectives
• By the end of this session, you will be able to: Describe the relative importance of crisis
management for current public health leaders.
Describe the seven competencies of crisis leadership.
Discuss three measures of success in collaborative leadership.
Describe the seven step crisis communication plan.
Describe three lessons of crisis leadership.
![Page 3: Northwest Center for Public Health Practice](https://reader034.vdocuments.site/reader034/viewer/2022052619/555729c5d8b42a067f8b4ec3/html5/thumbnails/3.jpg)
We cannot live in a post-September 11, 2001 world
with a pre-September 11, 2001 mind.
—adapted from Angela Thirkell, 1933
![Page 4: Northwest Center for Public Health Practice](https://reader034.vdocuments.site/reader034/viewer/2022052619/555729c5d8b42a067f8b4ec3/html5/thumbnails/4.jpg)
Traditional and Crisis Leadership
What are the differences?
![Page 5: Northwest Center for Public Health Practice](https://reader034.vdocuments.site/reader034/viewer/2022052619/555729c5d8b42a067f8b4ec3/html5/thumbnails/5.jpg)
Fortune favors the prepared mind.
— Louis Pasteur
![Page 6: Northwest Center for Public Health Practice](https://reader034.vdocuments.site/reader034/viewer/2022052619/555729c5d8b42a067f8b4ec3/html5/thumbnails/6.jpg)
Definition of Crisis
A crisis is characterized by a high degree of instability and carries the potential for extremely negative results that can endanger the lives of people in a community.
— Adapted from Klann
![Page 7: Northwest Center for Public Health Practice](https://reader034.vdocuments.site/reader034/viewer/2022052619/555729c5d8b42a067f8b4ec3/html5/thumbnails/7.jpg)
Types of Crises
• Natural disaster
• Act of war
• Toxic chemical release
• Hazardous material spill
• Crash or derailment
• Legal or judicial crisis
• Human resource/reputation incident
• Informational problem
• Strike or boycott
• Terrorist act
• Financial catastrophe
![Page 8: Northwest Center for Public Health Practice](https://reader034.vdocuments.site/reader034/viewer/2022052619/555729c5d8b42a067f8b4ec3/html5/thumbnails/8.jpg)
Reality Check
Warnings don’t get headlines, crises do.
— Anderson Cooper
![Page 9: Northwest Center for Public Health Practice](https://reader034.vdocuments.site/reader034/viewer/2022052619/555729c5d8b42a067f8b4ec3/html5/thumbnails/9.jpg)
Be Prepared
The New Public Health
Marching Song
![Page 10: Northwest Center for Public Health Practice](https://reader034.vdocuments.site/reader034/viewer/2022052619/555729c5d8b42a067f8b4ec3/html5/thumbnails/10.jpg)
Critical Issue
How do I keep my family safe?
![Page 11: Northwest Center for Public Health Practice](https://reader034.vdocuments.site/reader034/viewer/2022052619/555729c5d8b42a067f8b4ec3/html5/thumbnails/11.jpg)
Question One
How prepared is your community to respond to a public health crisis?
A. Prepared to manage all aspects that can be controlled.
B. Prepared to manage most important aspects of a crisis.
C. Many important aspects of a crisis would not be effectively managed.
D. We had better avoid a major crisis.
![Page 12: Northwest Center for Public Health Practice](https://reader034.vdocuments.site/reader034/viewer/2022052619/555729c5d8b42a067f8b4ec3/html5/thumbnails/12.jpg)
Public Health Response
Local Public HealthResponse
(Complexity)
Societal pressure
Communitycrisis and priorities
National agenda
Strategicchallenges
![Page 13: Northwest Center for Public Health Practice](https://reader034.vdocuments.site/reader034/viewer/2022052619/555729c5d8b42a067f8b4ec3/html5/thumbnails/13.jpg)
Leadership and Preparednessin Crisis Situations
![Page 14: Northwest Center for Public Health Practice](https://reader034.vdocuments.site/reader034/viewer/2022052619/555729c5d8b42a067f8b4ec3/html5/thumbnails/14.jpg)
Bioterrorism: Competencies for Leaders (1 of 2)
1. Describe the chain of command and management system.
2. Communicate public health information/roles/capacities/legal authority accurately to all emergency response partners.
3. Maintain regular communication with emergency response partners.
![Page 15: Northwest Center for Public Health Practice](https://reader034.vdocuments.site/reader034/viewer/2022052619/555729c5d8b42a067f8b4ec3/html5/thumbnails/15.jpg)
Competencies for Leaders (2 of 2)
4. Assure that the agency has an updated written plan.
5. Assure that the agency regularly practices all parts of emergency response.
6. Evaluate every emergency response drill.
7. Assure that knowledge and skills are transmitted to others.
![Page 16: Northwest Center for Public Health Practice](https://reader034.vdocuments.site/reader034/viewer/2022052619/555729c5d8b42a067f8b4ec3/html5/thumbnails/16.jpg)
Who Is in Charge?
Bioterrorism or
disaster event
Incident Command System
Collaboration Collaboration
No collaboration
![Page 17: Northwest Center for Public Health Practice](https://reader034.vdocuments.site/reader034/viewer/2022052619/555729c5d8b42a067f8b4ec3/html5/thumbnails/17.jpg)
New Partnerships
• Emergency management system
• Police departments
• Fire departments
• Emergency medical system
• Community health centers
• FBI
• Local public health department
• Department of Homeland Security
![Page 18: Northwest Center for Public Health Practice](https://reader034.vdocuments.site/reader034/viewer/2022052619/555729c5d8b42a067f8b4ec3/html5/thumbnails/18.jpg)
New Models of Collaboration
• Share work.
• Maintain organizational identities.
• Take advantage of synergy.
![Page 19: Northwest Center for Public Health Practice](https://reader034.vdocuments.site/reader034/viewer/2022052619/555729c5d8b42a067f8b4ec3/html5/thumbnails/19.jpg)
Changing Ways to Work
• Core workers
• Specialists
• General workers
• Community residents
![Page 20: Northwest Center for Public Health Practice](https://reader034.vdocuments.site/reader034/viewer/2022052619/555729c5d8b42a067f8b4ec3/html5/thumbnails/20.jpg)
Measures of Success in Collaborative Leadership
• Communication
• Assessment
• Conflict management
• Trust development
• Decision making
• Management of safety concerns
![Page 21: Northwest Center for Public Health Practice](https://reader034.vdocuments.site/reader034/viewer/2022052619/555729c5d8b42a067f8b4ec3/html5/thumbnails/21.jpg)
Question Two
Historically, how well have organizations in your community collaborated?
A. High level of historical and successful collaboration.
B. Some effective collaboration on simple issues.
C. Very little collaboration in the past.
D. More competition than collaboration.
![Page 22: Northwest Center for Public Health Practice](https://reader034.vdocuments.site/reader034/viewer/2022052619/555729c5d8b42a067f8b4ec3/html5/thumbnails/22.jpg)
Relationship between Risk Communication and Crisis Communication
![Page 23: Northwest Center for Public Health Practice](https://reader034.vdocuments.site/reader034/viewer/2022052619/555729c5d8b42a067f8b4ec3/html5/thumbnails/23.jpg)
Risk Communication Skills
• High concern/high stress situations
• Trust determination and building trust
• Strategies for stressed people who do not listen
• Skills for dealing with negative statements (Covello)
1 N = 3 P
One negative = three positive
• Risk perception by the public and skills for dealing with it
![Page 24: Northwest Center for Public Health Practice](https://reader034.vdocuments.site/reader034/viewer/2022052619/555729c5d8b42a067f8b4ec3/html5/thumbnails/24.jpg)
Crisis Communication
Communities must form a flexible crisis communication team (CCT) that can be activated quickly. This team can implement a communication plan as a part of the total response effort.
![Page 25: Northwest Center for Public Health Practice](https://reader034.vdocuments.site/reader034/viewer/2022052619/555729c5d8b42a067f8b4ec3/html5/thumbnails/25.jpg)
Seven Step Communications Response Plan
• Activate the CCT.
• Gather and verify information.
• Assess the gravity of the crisis.
• Identify key stakeholders.
• Implement a communications strategy.
• Develop external materials.
• Inform partners, stakeholders, and media.
![Page 26: Northwest Center for Public Health Practice](https://reader034.vdocuments.site/reader034/viewer/2022052619/555729c5d8b42a067f8b4ec3/html5/thumbnails/26.jpg)
Knowledge of the Law
• Police powers
• Personal rights
• Confidentiality—HIPAA
![Page 27: Northwest Center for Public Health Practice](https://reader034.vdocuments.site/reader034/viewer/2022052619/555729c5d8b42a067f8b4ec3/html5/thumbnails/27.jpg)
Question Three
Does your community have a comprehensive crisis communication plan?
1. Yes
2. No
3. Maybe
![Page 28: Northwest Center for Public Health Practice](https://reader034.vdocuments.site/reader034/viewer/2022052619/555729c5d8b42a067f8b4ec3/html5/thumbnails/28.jpg)
New Leadership Skills for New Times
![Page 29: Northwest Center for Public Health Practice](https://reader034.vdocuments.site/reader034/viewer/2022052619/555729c5d8b42a067f8b4ec3/html5/thumbnails/29.jpg)
Major Crisis Leadership Lessons* (1 of 3)
1. Prepare for at least one crisis in each crisis family.
2. It is not sufficient to prepare for crises that are normal in community.
3. Prepare for the simultaneous occurrence of multiple crises.
4. The purpose of definitions are to guide, not predict.
*(Mitroff)
![Page 30: Northwest Center for Public Health Practice](https://reader034.vdocuments.site/reader034/viewer/2022052619/555729c5d8b42a067f8b4ec3/html5/thumbnails/30.jpg)
Major Crisis Leadership Lessons (2 of 3)
5. Every type of crisis can happen to every organization.
6. No type of crisis should be taken literally.
7. Tampering is the most generic form or type of crisis.
8. No crisis ever happens as one plans for it.
9. Traditional risk analysis is both dangerous and misleading.
![Page 31: Northwest Center for Public Health Practice](https://reader034.vdocuments.site/reader034/viewer/2022052619/555729c5d8b42a067f8b4ec3/html5/thumbnails/31.jpg)
Major Crisis Leadership Lessons (3 of 3)
10. Every crisis is capable of being both cause and the effect of any other crisis.
11. Crisis leadership is systemic.
12. Perform a systemic crisis audit of your agency and community.
13. Crisis leaders not only recognize the validity of all types of crisis, but they also see the interconnections between them.
![Page 32: Northwest Center for Public Health Practice](https://reader034.vdocuments.site/reader034/viewer/2022052619/555729c5d8b42a067f8b4ec3/html5/thumbnails/32.jpg)
Communities should make plans now for dealing with any recurrences. The most promising way to deal
with a possible recurrence is to sum it up in a single word, “preparedness,”
and now is the time to prepare.
—Rupert Blue
Civilian Surgeon General, 1919
![Page 33: Northwest Center for Public Health Practice](https://reader034.vdocuments.site/reader034/viewer/2022052619/555729c5d8b42a067f8b4ec3/html5/thumbnails/33.jpg)
Leadership Will Involve Working at All Levels of the System
![Page 34: Northwest Center for Public Health Practice](https://reader034.vdocuments.site/reader034/viewer/2022052619/555729c5d8b42a067f8b4ec3/html5/thumbnails/34.jpg)
Summary Question
Are you both able and willing to take a leadership role in your community during a future crisis?
1. Yes
2. No