| All organizations, whether large or small, public or | | | | A core team of key stakeholders should form |
| private, non-profit or for profit, are subject to | | | | the response team. This team can and will be |
| avenues of crisis. The crisis these organizations | | | | augmented by other affected department heads |
| face can be the loss of a key partner in a small | | | | depending on the specific crisis faced by the |
| business, fire, flood or other natural disaster, | | | | organization. The core team will provide stability |
| computer virus, or any other of a myriad of | | | | and a level of continuity throughout the processes |
| occurrences. How an organization prepares to | | | | of planning and response. |
| handle all forms of crisis will determine the | | | | It is important to plan for different scenario |
| probability that they will survive the crisis and | | | | types, but there should be a standard set of |
| continue to do business. | | | | procedures followed for all crises. A trained public |
| Importance of Planning | | | | information officer should represent the |
| One of the maxims in emergency management is | | | | organization at all times. Personnel that may be |
| "If you fail to plan, you plan to fail." Another is | | | | called upon to speak to the media in the midst of |
| "Prior Planning Prevents Poor Performance." Both | | | | a crisis as company experts must receive some |
| statements convey the importance of planning to | | | | form of media training. The company must have |
| react to events before the organization is staring | | | | a policy of being proactive in dealing with situations |
| down the barrel of the crisis gun. | | | | that affect the public or any shareholders, both |
| While all dollar amounts are relative to an | | | | for regulatory compliance and for reputation |
| organizations operating budget, the cost to | | | | protection. |
| develop emergency response plans can mean the | | | | The Public Face |
| difference between being in business after the | | | | As is often said in Washington DC, often the |
| disaster strikes and being out of business. An | | | | cover-up is worse than the crime. The same can |
| estimated 25 percent of businesses do not | | | | be applied to the perception of a company and |
| reopen following a major disaster, according to | | | | their handling of information released to the public |
| the Institute for Business and Home Safety | | | | and regulators. It is much easier to retain one's |
| (Disaster Preparedness). Failure to adequately | | | | credibility than to attempt to regain one's |
| prepare presents a serious risk of not being in | | | | credibility. Being honest, proactive, and upfront will |
| business. Planning resources are abundant on-line. | | | | gain more credibility than offering piecemeal |
| FEMA and the Small Business Association all | | | | information. News reporters will always find |
| developed guidance for all levels of business to | | | | someone to give them information, even if it is |
| begin planning. | | | | not correct or well informed information. It is best |
| Senior Management | | | | to have an official representative in front of the |
| The most important aspect of crisis response | | | | cameras putting forth the company's planned |
| planning is to gain the support of corporate level | | | | response than to have the reporters creating a |
| management. Those individuals, including the CEO, | | | | sensationalized report. |
| must sign-off as a full partner in the process. | | | | Conclusion |
| Active participation by corporate management | | | | The best way to ensure an organization can |
| lends credibility to the process, showing that the | | | | handle or survive a crisis is to be prepared in |
| senior level personnel are serious about being | | | | advance for the crisis. The other key to a |
| prepared. | | | | successful outcome is the training of the staff |
| Planning for the threats that can affect your | | | | that will participate in the crisis response. Plans |
| organization must include natural disasters, | | | | sitting on shelves, not reviewed, and not |
| man-made disasters (such as a hazardous | | | | exercised and practiced are useless. The plans |
| materials incident), and public relations/product | | | | need to be reviewed on a regular basis and, more |
| disasters. A hazard and vulnerability assessment | | | | importantly, they need to be tested in advance of |
| must be conducted to find out what the key | | | | the crisis to be sure that they are effective. |
| threats are to the organization. Once these issues | | | | References |
| are fleshed out, the process of planning to | | | | Disaster Preparedness. |
| respond to the particular disaster can begin. | | | | |