001 Crisis Management Course Outline Complete 9 July 2020

CRISIS MANAGEMENT COURSE OUTLINE
Participants/spokespersons will be able to:

 Identify all possible crisis situations within PSA
 Select the most effective approaches to evaluated and evade crisis situations
 Execute actions to handle crisis situations at each level within PSA
 Use the most effective media and channels to disseminate information during
crisis situations
 Create a Crisis Communication Team
 Mitigate the effects and impact of a crisis
 Protect the organization’s public image
Day 1
8:00 - 8:15 a.m. Invocation National Anthem
8:15 - 8:30 a.m. Welcome Remarks Noel G. Perez OIC-ANS, ITDS
8:30 - 9:00 a.m. Opening Remarks Minerva Eloisa P. Esquivias OIC-DNS, CTCO
9:00 - 9:15 a.m. Overview and Objectives of the Training Simonette A. Nisperos KMCD
9:15 - 9:30 a.m. Levelling Off/Introduction of Resource Person
9:30 - 11:30 a.m.
I. The Concept of Risk (Handout 01/Powerpoint01)
RISK covers events that have negative impact on the organization: institutional destruction of
government, physical, financial, or the human capital of an organization or institution. A risk can
emanate from natural causes or from those caused by the acts of fellow human beings.
(Determine the risks faced by your organization).
11:30 - 12:30 p.m. Lunch Break
12:30 - 3:00 p.m.

1. Identifying PSA risks
a. Virtual breakout session
b. Presentations
Group One: Identify the risks that will affect the Physical aspects (e.g. Physical Loss of land,
buildings, equipment, etc.)
Short Term (2 years) Medium Term (3-5 years) Long Term (6-10 years)
Group Two: Identify the risks that will affect the Financial Aspects (e.g. Finances and Cost -
Loss of program funds and resources)
Group Three: Identify the risks that will affect the Human Capital (e.g. Loss of knowledge,
skills, health, and commitment of people)
Group 4: Identify the risks that will affect the Stakeholders (e.g. loss of clients, inquiries,
public who request for services)
Group 5: Identify the risks that will affect the governance and government of the PSA (e.g.
loss due to Governmental, legislative, and local regulations), caused by loss of government
mandate and even the dissolution of government itself
Group 6: Identify the risks that will cause damage to reputation, brand, and lost information
Group 7: Identify the risks that will damage the Time (schedule): Delays, opportunity cost,
mission loss
3:00 - 5:00 p.m.

2. Identifying negative impacts of PSA risks
b. Presentations
Group 1: Identify the negative impacts on Physical aspects (e.g. Physical Loss of land,
buildings, equipment, etc.)
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Group 2: Identify the negative impact on Financial Aspects (e.g. Finances and Cost - Loss of
program funds and resources)
Group 3: Identify the negative impact on Human Capital (e.g. Loss of knowledge, skills,
health, and commitment of people)
Group 4: Identify the negative impact on Stakeholders (e.g. loss of clients, inquiries, public
who request for services)
Group 5: Identify the negative impact on governance and government (e.g. loss due to
Governmental, legislative, and local regulations), caused by loss of government mandate and
even the dissolution of government itself
Group 6: Damage to reputation, brand, and lost information

Group 7: Time (schedule): Delays, opportunity cost, mission loss

Day 2
3
8:00 - 8:15 a.m. Recap of Day 1
8:15 - 10:15 a.m.

II. Risk Management (Handout02/Powerpoint02)
RISK MANAGEMENT is the continuous process of identifying and assessing risk, reducing the
potential that an adverse event will occur, and putting steps in place to address any event that
does occur.
10:15 - 12:0 p.m.

3. Assessment of Risks
b. Presentations
Group 1: Assessment of risk and reducing the negative impact on Physical Capital (e.g.
Physical Loss of land, buildings, equipment, etc.)
Group 2: Assessment of risk and reducing the negative impact on Financial Aspects (e.g.
Finances and Cost - Loss of program funds and resources)
Group 3: Assessment of risk and reducing the negative impact on Human Capital (e.g. Loss of
knowledge, skills, health, and commitment of people)
Group 4: Assessment of risk and reducing the negative impact on Stakeholders (e.g. loss of
clients, inquiries, public who request for services)
Group 5: Assessment of risk and reducing the negative impact on governance and
government (e.g. loss due to Governmental, legislative, and local regulations), caused by loss
of government mandate and even the dissolution of government itself
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Group 6: Assessment of risk and reducing the negative impact on damage to reputation,
brand, and lost information
Group 7: Assessment of risk and reducing the negative impact on Time (schedule): Delays,
opportunity cost, mission loss
1:00 - 2:00 p.m.

III. A Close Look at PSA programs
The PSA must be evaluated for risk (if and/or when)

(Handout03/Powerpoint03)
2:00 - 3:00 p.m.

4. Assessment of risks and reducing negative impacts
b. Presentations
Group 1: Physical Capital (e.g. Physical Loss of land, buildings, equipment, etc.)
Susceptibility to Performance and Systemic problem, Public service Significantly
fraud, waste, or accountability are such as ineffective delivery, national impaired service,
abuse affected policies and security, economic program failure,
procedures, growth; privacy or injury or loss of life,
creating a material citizens’ rights or significantly
weakness reduce economy,
efficiency, or
effectiveness
Group 2: Assessment of risk and reducing the negative impact on Financial Aspects (e.g.
Finances and Cost - Loss of program funds and resources)
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efficiency, or
effectiveness
Group 3: Assessment of risk and reducing the negative impact on Human Capital (e.g. Loss of
knowledge, skills, health, and commitment of people)
efficiency, or
effectiveness
Group 4: Assessment of risk and reducing the negative impact on Stakeholders (e. g. loss of
clients, inquiries, public who request for services)

efficiency, or
effectiveness
Group 5: Assessment of risk and reducing the negative impact on governance and
government (e.g. loss due to Governmental, legislative, and local regulations), caused by loss
of government mandate and even the dissolution of government itself
efficiency, or
effectiveness
Group 6: Assessment of risk and reducing the negative impact on damage to reputation,
brand, and lost information
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efficiency, or
effectiveness
Group 7: Assessment of risk and reducing the negative impact on Time (schedule): Delays,
opportunity cost, mission loss
efficiency, or
effectiveness
3:00 - 5:00 p.m.

5. Other sources of risks
b. Presentations
Group 1: Physical Capital (e.g. Physical Loss of land, buildings, equipment, etc.)
Lack of Poor management Inefficient Internal No transparency in Poor human
organizational practices processes financial reporting capital
ethics management
Group 2: Financial Aspects (e.g. Finances and Cost - Loss of program funds and resources)
ethics management
Group 3: Human Capital (e.g. Loss of knowledge, skills, health, and commitment of people)
ethics management
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Group 4: Stakeholders (e. g. loss of clients, inquiries, public who request for services)
ethics management
Group 5: Governance and government (e.g. loss due to Governmental, legislative, and local
regulations), caused by loss of government mandate and even the dissolution of government
itself
ethics management
Group 6: Damage to reputation, brand, and lost information

ethics management
Group 7: Time (schedule): Delays, opportunity cost, mission loss

ethics management
Day 3
8:00 - 8:15 a.m. Recap of Day 2
8:15 - 10 a.m.
IV. How to Make Risk Management Effective (Handout04/Powerpoint04)
For risk management to be effective
1. Risk management needs to be an integral part of the organization’s governance and
management structure.
2. The process of risk management has to be formal and aligned with business objectives
3. Risk management needs to be enforced throughout the organization.
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4. While risk management is an integral component to management, little specific
guidance or direction exists from government as to how risk management should be
implemented in a formal manner
10:00 - 10:15 p.m. Break
10:15 - 12:00 p.m.

6. Evaluate the PSA’s risk management
b. Presentations
Evaluate the PSA: (break up into the 7 groups; discuss; present answers)
1. Risk Management is an integral part of PSA's governance and management structure:
Strongly Disagree: ______________________________________________________

Why: ________________________________________________________________
Disagree: _____________________________________________________________
Why: ________________________________________________________________
Uncertain: ______________________________________________________________
Why: ________________________________________________________________
Agree: _________________________________________________________________
Why: ________________________________________________________________
Strongly Agree: _________________________________________________________

Why: ________________________________________________________________
2. The process of risk management in PSA is formal and aligned with PSA's objectives

Why: ________________________________________________________________
Disagree: _____________________________________________________________
Why: ________________________________________________________________
Uncertain: ______________________________________________________________
Why: ________________________________________________________________
Agree: _________________________________________________________________
Why: ________________________________________________________________
Strongly Agree: _________________________________________________________

Why: ________________________________________________________________
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3. Risk Management needs to be enforced throughout PSA.

Why: ________________________________________________________________
Disagree: _____________________________________________________________
Why: ________________________________________________________________
Uncertain: ______________________________________________________________
Why: ________________________________________________________________
Agree: _________________________________________________________________
Why: ________________________________________________________________
Strongly Agree: _________________________________________________________

Why: ________________________________________________________________
4. While risk management is an integral component to management, little specific

guidance or direction exists in PSA as to how risk management should be
implemented in a formal manner

Why: ________________________________________________________________
Disagree: _____________________________________________________________
Why: ________________________________________________________________
Uncertain: ______________________________________________________________
Why: ________________________________________________________________
Agree: _________________________________________________________________
Why: ________________________________________________________________
Strongly Agree: _________________________________________________________

Why: ________________________________________________________________
1:00 - 2:00 p.m.
7. Tangible and intangible assets to achieve objectives

b. Presentations
Organizations put tangible assets (money, technology, processes, and people) and intangible
assets (such as reputation, brand, and information) to good use in order to achieve objectives.
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(Discussion by 7 groups; presentation of findings after the discussion)
Resource allocation to achieve objectives

1. Tangible assets to be used
a. Money
b. Technology
c. Processes
d. People
2. Intangible assets to be used
a. Reputation
b. Brand
c. Information
2:00 - 5:00 p.m.

V. Five Components of Risk Management: Review and Ways to Move Forward
(Handout05/Powerpoint05)
a. Risk content
b. Risk identification and assessment
c. Understanding the gap
d. Risk planning
e. Risk handling and mitigation
The Five Components of Risk Management: Review and Ways to Move Forward
Risk Content: The first step is to understand the strategic goals and objectives as well as the
organizational constraints. Constraints can take many forms and can impact risk
management strategies differently. For example, some constraints may be imposed by
statute, organizational policy, or budget restrictions.
Risk Identification and Assessment: Identification of risk is the second step in risk
management. This analysis provides management the insight into existing corporate
practices and guidelines that will familiarize the stakeholders with the various categories of
risk. In this step, the organization will:
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o collect the needed information;
o identify the type of risk; and
o assign various severity levels to the identified risk.
The main objective of a risk assessment is to provide an organization’s leadership the ability
for decision making that:
o links its strategic goals to actual plans and budgets;
o assesses values and risk of various courses of action to set an organization’s priorities
and allocate resources; and
o creates the use of performance measures to assess outcome.
During the risk assessment, if a risk has been identified, the first question to ask is if the
agency has defined a corrective action plan or if corrective measures are under way to
resolve a material control weakness.
Understanding the Gap: The next step is to complete a gap analysis. This is simply a process
of identifying the gap between the current state i.e., “Risk Assessment” and the desired
state which is a component of the first step in our process i.e., “Risk Context”.
Risk Planning: Risk Management planning will provide the details on the “How”, “Who”, and
“When”. The plan will define the following
 How the organization will manage the identified risk
 Who will be part of the process
 When the risk management process will be completed or updated
Risk Handling and Mitigation: This is the most critical component of risk management – how
to address and mitigate risk. Different strategies can be employed to mitigate risk such as:
transferring risk to another party, avoiding risk, reducing the negative effect of the risk,
changing processes or business rules to reduce impact, and accepting some or all of the
consequences associated with a particular type of risk.
Day 4
8:00 - 8:15 a.m. Recap of Day 3
8:15 - 10:15 a.m.
VI. Risk Planning (Handout06/Powerpoint06)
a. The changing world

b. Philippine situation
THE CHANGING WORLD

1. Increased population density in high risk areas (poverty, vulnerable people, lack of
sanitation)
2. Increased technological risk
3. Emerging infectious diseases
4. Increased / decreased international travel
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5. Increased terrorism
PHILIPPINE SITUATION
Discussion on current COVID-19 Situation
10:15 - 10:30 a.m. Break
10:30 - 12:00 p.m.

Aims of PSA Risk Communication Plan (Handout/07Powerpoint07)
1. To provide the audience with information about the expected type (good or bad) and
magnitude (weak or strong) of the foreseen risk
2. To help an individual to make a decision in response to a risk (early warning = early
action)
Examples
 PSG building destroyed by fire
 Typhoon about to hit the city
 Reports of pandemic outbreak in a particular community
3. To help people adjust to something that has already occurred
4. Additional aims from the participants
Communication in risk settings will ensure effective key program implementation and
stakeholders' satisfaction when risks or disasters are expected, when they occur or in the
aftermath of disasters. Communication is central before, during and when closing a risk
programme as it is the main medium of interaction between the different actors (populations,
actors, stakeholders) and within the different groups in the PSA.
1:00 - 3:00 p.m.

VII. Communication in Risk Setting (Handout08/Powerpoint08)
a. Crisis communication
b. Pre-emptive evacuation
c. Public wants to know what the PSA knows
CRISIS COMMUNICATION
Activities of an organization facing a crisis (threat to reputation, image or viability);
communication to influence how the organization responds to the issue and how it is
potentially resolved (issues management)
 The need to inform, warn and alert the public about an event (disaster or
emergency management)
 To offer the information the public needs and counter some of the harmful
behaviors that are common during an emergency, disaster, or crisis
PREEMPTIVE EVACUATION
An unexpected and threatening event requires an immediate response
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PUBLIC WANTS TO KNOW WHAT THE PSA KNOWS
They view every move and watch every passing emotion
In a crisis, every word counts
Stakeholders demand immediate and credible communication in real time during a crisis
response
3:00 - 5:00 p.m.

d. Principles of effective risk and crisis communication (Handout08/Powerpoint08,
cont.)
e. Cardinal rules of risk communication
PRINCIPLES OF EFFECTIVE RISK & CRISIS COMMUNICATION
Need to transform scientific or complex information into simple and accessible messages
for people at risk to make sensible decisions to respond to an impending threat. A well
planned and well executed communication should be fully integrated into every stage of
the crisis response.
1. Communication is aid
2. Communication can save lives
3. Challenge: Good communication is one thing; having the ability to use the
information is another
4. Be First
a.Time-sensitive
b.Communicating information quickly
c. First source becomes the preferred source
5. Be Right
a.Accuracy = Credibility
b.Known, not known and filling in the gaps
6. Be Credible
a.Honesty and Truthfulness
b.Express Empathy
c. Acknowledge suffering, feeling and challenges
d.Trust and rapport
e.Promote Action
f. Calm anxiety, help restore order and promote restored sense of control
g.Show Respect
h.Promote cooperation and rapport
7 CARDINAL RULES OF RISK COMMUNICATION (Handout08/Powerpoint08, cont)
1. Accept and involve the public as a legitimate partner

2. People and communities have a right to participate in decisions that affect their lives,
their property and the things they value
3. Goal is to produce an informed public that is involved, interested, reasonable,
thoughtful, solution-oriented and collaborative
4. Listen to the audience
5. 6 Cs
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 Credibility, voluntariness, benefits
 Control
 Competence
 Caring, empathy
 Courtesy
 Compassion, fairness
6. Be honest, frank and open
7. Establish trust and credibility before message can be accepted
8. Coordinate and collaborate with other credible sources
9. Allies help communicate risk information
10. Meet the needs of the media
a. Primary transmitter of risk information
b. Plays critical role in setting agenda and in determining outcomes
c. Emphasizes the more sensational aspects of a crisis or political implications of a risk
d. They simplify stories than reflect the complexity
e. Focus on wrongdoing, blame and danger
11. When dealing with the media
e. Speak clearly and with compassion
f. Avoid barriers such as technical language and jargon
g. Empathy and caring carry more weight than numbers and technical facts
h. Plan carefully and evaluate performance
i. Different strokes for different folks
j. Various goals, audience and media require various risk communication strategies
k. Carefully planned and evaluated risk communication is key
Day 5
8:00 - 9:00 a.m. Recap of Day 1-4 (Reflection)
9:00 - 10:00 a.m.

VIII. Creation of Crisis Communication Team (Handout09/Powerpoint09)
A. TASKS OF THE RISK COMMUNICATION TEAMS
Predict, Plan, Prepare, Practice
Cope, Mitigate, Rescue, Relieve, Rehabilitate
Communicate all throughout
Acknowledge the event with empathy
Explain and inform the public, in simplest forms, about the risk
Establish credibility
Provide emergency courses of action including how and where to get more information
Commit to stakeholders and the public to continue communication
10:00 - 12:00 p.m.

B. PRE-CRISIS
 Identify almost accurately the risks faced by the PSA: short-term, medium term; long
term
 Be prepared
 Foster alliances
 Develop consensus recommendations
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 Test Messages
C. ONGOING ACTIVITIES
 Prepare mechanisms and processes to be followed
 Help to anticipate the information needs of stakeholders
 Specific types of information need to be created and delivered to stakeholders
(audience)
1:00 - 3:00 p.m.
D. MAINTENANCE
 Make sure that mechanisms and processes can be followed any time throughout the
PSA's lifespan
 Help the public more accurately understand its own risk
 Provide background and encompassing information to those who need it
 Gain understanding and support for response and recovery plans.
 Listen to stakeholder and audience feedback, and correct misinformation
 Explain recommendations
 Empower risk/benefit decision-making
E. RESOLUTION
 Improve appropriate public response in future similar emergencies through
education
 Examine problems and mishaps and then reinforce what worked in the recovery and
response efforts
 Persuade the public to support policy and resource allocation to the problem
 Promote the activities and capabilities of the agency including reinforcing its
corporate identity, both internally and externally
F. EVALUATION
 Evaluate communication plan performance
 Document lessons learned
 Determine specific actions to improve crisis systems or the crisis plan
 Helps anticipate problems and appropriately respond
 Know that every emergency, disaster or crisis evolves in phases and communication
also evolve through these changes
3:00 - 3:30 p.m. Q & A with the Resource Person

3:30 - 4:30 p.m. Future Steps
4:30 -5:00 p.m. Closing Remarks Simonette A. Nisperos KMCD
PAZ H DIAZ, PhD

Consultant/Resource Speaker
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001 Crisis Management Course Outline Complete 9 July 2020

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CRISIS MANAGEMENT COURSE OUTLINE

Participants/spokespersons will be able to:

I. The Concept of Risk (Handout 01/Powerpoint01)

11:30 - 12:30 p.m. Lunch Break

12:30 - 3:00 p.m.

3:00 - 5:00 p.m.

Group 6: Damage to reputation, brand, and lost information

Group 7: Time (schedule): Delays, opportunity cost, mission loss

8:15 - 10:15 a.m.

10:15 - 12:0 p.m.

12:00 - 1:00 p.m. Lunch Break

1:00 - 2:00 p.m.

The PSA must be evaluated for risk (if and/or when)

2:00 - 3:00 p.m.

Susceptibility to Performance and Systemic problem, Public service Significantly

3:00 - 5:00 p.m.

Group 6: Damage to reputation, brand, and lost information

Group 7: Time (schedule): Delays, opportunity cost, mission loss

10:00 - 10:15 p.m. Break

10:15 - 12:00 p.m.

1. Risk Management is an integral part of PSA's governance and management structure:

Strongly Disagree: ______________________________________________________

Strongly Agree: _________________________________________________________

Strongly Disagree: ______________________________________________________

Strongly Agree: _________________________________________________________

Strongly Disagree: ______________________________________________________

Strongly Agree: _________________________________________________________

4. While risk management is an integral component to management, little specific

Strongly Disagree: ______________________________________________________

Strongly Agree: _________________________________________________________

12:00 - 1:00 p.m. Lunch Break

1:00 - 2:00 p.m.

7. Tangible and intangible assets to achieve objectives

Resource allocation to achieve objectives

2:00 - 5:00 p.m.

8:15 - 10:15 a.m.

VI. Risk Planning (Handout06/Powerpoint06)

a. The changing world

THE CHANGING WORLD

10:15 - 10:30 a.m. Break

10:30 - 12:00 p.m.

12:00 - 1:00 p.m. Lunch Break

1:00 - 3:00 p.m.

3:00 - 5:00 p.m.

PRINCIPLES OF EFFECTIVE RISK & CRISIS COMMUNICATION

7 CARDINAL RULES OF RISK COMMUNICATION (Handout08/Powerpoint08, cont)

1. Accept and involve the public as a legitimate partner

9:00 - 10:00 a.m.

10:00 - 12:00 p.m.

12:00 - 1:00 p.m. Lunch Break

1:00 - 3:00 p.m.

3:00 - 3:30 p.m. Q & A with the Resource Person

PAZ H DIAZ, PhD

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