Title: Public Health Preparedness
1Public Health Preparedness Leadership
- Louis Rowitz, PhD
- Director
- Mid-America Regional Public Health Leadership
Institute
2- We cannot live in a post-September 11, 2001
world with a pre-September 11, 2001 mind. - --adapted from Angela Thirkell, 1933
3- TRADITIONAL AND CRISIS LEADERSHIP
- WHAT ARE THE
- DIFFERENCES?
4DEFINITION 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)
5TYPES OF CRISES
- NATURAL DISASTER
- ACT OF WAR
- TOXIC CHEMICAL RELEASE
- HAZARDOUS MATERIAL SPILL
- CRASH OR DERAILMENT
- STRIKE OR BOYCOTT
- TERRORIST ACT
- FINANCIAL CATASTROPHE
6BE PREPARED
- The New Public Health
- Marching Song
7ANALYTIC
CONCEPTUAL
STRUCTURAL
SOCIAL
8- SYSTEMS THINKING AND
- COMPLEXITY
Do you understand your community?
9The Iceberg
10System
Crisis
Complexity Issues
Recovery
11(No Transcript)
12Community Assets Map
13Exercise on Forces for Change
14CRITICAL ISSUE
- HOW DO I
- KEEP MY
- FAMILY SAFE?
15TIPPING POINT AWARENESS
16Public Health ComplexityIssues Leadership
Demands
Strategic Challenges
P.H.
The Tipping Point
Societal Trends
Community Context
17Public Health Response
Societal Pressure
Community Crisis and Priorities
Strategic Challenges
National Agenda
18Societal Pressures
19Dimensions of Culture (Hofstede, 1997)
- Power Distance
- Collectivism vs. Individualism
- Femininity vs. Masculinity
- Uncertainty Avoidance
20Power distance is the extent to which the less
powerful members of institutions and
organizations within a country expect or accept
that power is distributed unequally.
21Individualism pertains to societies in which the
ties between individuals are loose everyone is
expected to look after himself or herself and his
or her immediate familyCollectivism as its
opposite pertains to societies in which people
from birth onwards are integrated into strong,
cohesive in-groups, which throughout peoples
lifetimes continue to protect them in exchange
for unquestioning loyalty.
22Masculinity-femininity as a dimension of societal
culture
23Uncertainty of avoidance is the extent to which
the members of a culture feel threatened by
uncertain or unknown situations
24STRATEGIC CHALLENGES
25NATIONAL AGENDA
26Adaptation to Change
27The Structure of ChangeConner
Synergy
Nature
Culture
Process
Resilience
Commitment
Roles
Resistance
28Leadership Styles and Environment Match
29(No Transcript)
30The Value of Structured Flexibility
Do you understand the procedure?
Learn It!
Is there a need to make and exception?
Follow the Procedure
Use your best Judgment, communicate your actions
to the appropriate person as soon as possible,
and be prepared to explain what was done and why.
Is there time to get approval/input from others?
Check with the appropriate person to get advice
or approval to proceed.
If permission is denied, follow the procedure as
directed. If desired, advocate for changing the
procedure in the future.
Record your learnings so we dont do it again the
same way.
Go Ahead! Did it work?
Record your learnings so we know why it wont
apply elsewhere.
Would it work in other situations?
Record your learnings for possible incorporation
in updated procedures.
31NATIONAL AGENDA
- PUBLIC HEALTH CERTIFICATIONS
- HEALTH ALERT NETWORK
- PUBLIC HEALTH LEADERSHIP
- ESSENTIAL PUBLIC HEALTH SERVICES
- WORKFORCE DEVELOPMENT
- PUBLIC HEALTH INFRASTRUCTURE
- NATIONAL PERFORMACE STANDARDS
- PUBLIC HEALTH INFORMATICS
- MAPP
- EVIDENCE-BASED PUBLIC HEALTH
- HOMELAND SECURITY
32Transitions (Bridges)
33Social Capital Theory
- Those resources including trust, norms and
associational networks inherent to social
relations which facilitate collective action.
34New Leadership Pyramid
Performance
Capacity
Building
35ECOLOGICAL LEADERSHIP
- ECOLOGICAL LEADERS ARE COMMITTED TO THE
DEVELOPMENT OF THEIR LEADERSHIP SKILLS AND
COMPETENCIES THROUGHOUT THEIR PROFESSIONAL
CAREERS WHILE AT THE SAME TIME BEING COMMITTED TO
THE APPROPRIATE APPLICATION OF THESE SKILLS IN
THEIR COMMUNITIES CHANGING HEALTH PRIORITIES.
36THE DELICATE BALANCE
- ECOLOGICAL LEADERS IS ABLE TO BALANCETHE NEEDS OF
DAY-TO-DAY PRACTICE OF PUBLIC HEALTH IN HIS/HER
ORGANIZATION AND COMMUNITY WITH THE SPECIAL
SKILLS AND APPLICATIONS NECESSARY TO ADDRESS
PUBLIC HEALTH EMERGENCIES
37- Leadership and Preparedness
- in Crisis Situations
38BIOTERRORISMCompetencies for Leaders
- DESCRIBE the chain of command and management
system - COMMUNICATE public health information/roles/capaci
ties/legal authority accurately to all emergency
response partners - MAINTAIN regular communication with emergency
response partners
39Competencies for Leaders (Continued)
- ASSURE that the agency has a written updated plan
- ASSURE that the agency regularly practices all
parts of emergency response - EVALUATE every emergency response drill
- ASSURE that knowledge and skills are transmitted
to others
40WHOS IN CHARGE?
INCIDENT COMMAND SYSTEM
BIOTERRORISM OR DISASTER EVENT
COLLABORATION
COLLABORATION
NO COLLABORATION
41NEW PARTNERSHIPS
- Emergency Management System
- Police Department
- Fire Department
- Emergency Medical System
- Community Health Centers
- FBI
- Local Public Health Department
- Homeland Security
42NEW MODELS OF COLLABORATION
- Shared Work
- Maintain Organizational Identities
- Synergy
43CHANGING WAYS TO WORK
- CORE
- SPECIALISTS
- GENERAL WORKERS
- COMMUNITY RESIDENTS
44MEASURES OF SUCCESSIN COLLABORATIVE LEADERSHIP
- COMMUNICATION
- ASSESSMENT
- CONFLICT MANAGEMENT
- DEVELOPMENT OF TRUST
- DECISION-MAKING
- ADDRESSING SAFETY CONCERNS
45DEFINITION OF EMOTIONAL INTELLIGENCE
- THE ABILITY TO USE YOUR EMOTIONS IN A POSITIVE
AND CONSTRUCTIVE WAY IN YOUR RELATIONSHIP WITH
OTHERS
46A Framework of Emotional Competenciesp. 28
Cherniss and Goleman
47Leadership Style, EI and Organizational
Effectiveness
48PEOPLE SMART STRATEGIES
- Flexibility in communication
- Personal stress management
- Help others who express pessimism about the
future - Show respect for others
- Manage work rage
49Exercise on Emotional Intelligence
50Relationship betweenRisk Communication and
Crisis Communication
51RISK 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
52CRISIS COMMUNICATION
- COMMUNITIES MUST FORM A FLEXIBLE AND QUICKLY
ACTIVATED CRISIS COMMUNICATION TEAM TO IMPLEMENT
A COMMUNICATION PLAN AS A PART OF THE TOTAL
RESPONSE EFFORT
53SEVEN 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
54INFORMATION TECHNOLOGY How to use data
55KNOWLEDGE OF THE LAW
- POLICE POWERS
- PERSONAL RIGHTS
- CONFIDENTIALITY--HIPAA
56FORENSICEPIDEMIOLOGY
57New Leadership Skills for New Times
58Major Crisis Leadership Lessons(Mitroff)
- Prepare for at least one crisis in each crisis
family - It is not sufficient to prepare for crisis that
are normal in community - Prepare for the simultaneous occurrence of
multiple crisis - The purpose of definition are to guide, not
predict
59Major Crisis Leadership Lessons(Mitroff)
continued
- Every Type of Crisis can happen to every
organization - No Type of Crisis should be taken literally
- Tampering is the most generic form or type of
crisis - No Crisis ever happens as one plans for it
- Traditional risk analysis is both dangerous and
misleading
60Major Crisis Leadership Lessons(Mitroff)
continued
- Every crisis is capable of being both cause and
the effect of any other crisis - Crisis Leadership is systemic
- Perform a systemic crisis audit of your agency
and community - Crisis leaders not only recognize the validity of
all types of crisis, but they also see the
interconnections between them
61COMMUNITIES 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
62Leadership will involve working at all levels
of the system