Crisis Management Planning
Date: Sept 11-13, 2019.
Colin Danvers MA CBCI is ISO 22301 Business Continuity Management accredited and brings with him hard-won crisis management expertise gained over a 35-year career in the British Army where he was a field commander, a planner and a trainer.
His particular expertise is focused on Eastern Africa and, for the last 8 years, he has been resident in Nairobi, Kenya operating as a
soldier, a diplomat and, since leaving the Army in 2015, in the commercial sector.
Colin is a Member of the Business Continuity Institute and is certified by training and examination in the design and delivery of Crisis Management planning and training.
"Training by business continuity and industry business leaders with 40 years of international experience”
Crisis Management Planning
We tailor engagements according to the needs of the client – our ’standard’ approach is broadly as follows:
- Pre-meeting to discuss Crisis Management Plan (CMP) or lack of it, organizational culture, appetite for risk, Review of Risk Register, regulatory requirements, composition of the CM Structure, recent experiences, gaps in Knowledge, Training & Understanding among others. All this essential information enables us to develop a Gap Analysis.
- We then design a Workshop and exercise to address those Gaps, usually in 4 x Parts:
- Part 1 – Intro to Crisis Management supported by Case Studies
- Part 2 – Crisis Management Principles and Approaches
- Part 3 – Crisis Management Best Practice & Structures
- Part 4 – Crisis Management Table-top Exercise in a number of Phases (crawl-walk-run). Note that a previous review of the Risk Register helps in crafting the scenarios for the exercise. The level of ‘intensity’ of the exercise depends on the level of preparedness / Crisis Management experience of the client
- Finally, we write a Crisis Management Plan that is bespoke to the actual needs of the organization, and make recommendations for future resilience work, e.g.: more training / exercises, audit an existing or write a new Business Continuity Plan (as appropriate), develop a Contingency Plan(s) to cover off particularly high / egregious threats among others
|08:30||Intro, Objective Example incidents Quebec train derailment Buncefield- UK One more in Africa|
|11:00||Group discussion by table- Observations of incident|
|13:30||Group by Group table discussion and then presentation by each ‘table’ on current situation in each institution- Chatham House Rules- no external attribution|
|16:00||Crisis Management System- How it should work!|
|18:00||End of Day 1|
|08:30||The impact of Incidents Grenfell in London- People displaced, loss of life Macondo- Human lives lost, environmental, Financial impact Exxon-Mobil- Alaska|
|11:00||Managing/working with the press Role playing of press interviews|
|13:30||Table top exercise Role playing- Incident commander, Institution role, press, government, community actors|
|16:00||Table Top Exercise Round 2|
|18:30||End of Day 2|
|08:30||Table discussions- observations made during the exercise|
|09:30||Feedback to Group|
|11:00||Next Steps by Group x Group|