Crisis Management Plans at K-12 Schools Offer Security, Safety, and Peace of Mind

By Joshua M. Eudowe
Principal, eA Risk Management Group

Parents who find their communities hit by an unforeseen catastrophe such as an attack, school lockdown, or weather disaster during school hours rightfully fear for the safety of their children. Knowing that our children are in a dangerous situation and being unable to reach them immediately triggers instant panic. While no amount of planning can eliminate parents’ concerns for the well-being of their children, knowing that a clearly defined plan for such occurrences exists eases the worry for many parents. When parents understand the components of such plans, they tend to place more confidence in those responsible for such efforts.

While schools and school districts require business continuity plans similar to those of companies that incorporate strategies to ensure continued financial, legal, and personnel tasks, they also carry the weight of the responsibility of perhaps hundreds of children. Children in school may be as young as four years old and are therefore unable to direct themselves in accordance with emergency evacuation and other issues. As such, these organizations focus on additional measures aimed at safeguarding the children physically as well as protecting their emotional health. Schools fare best by developing crisis plans immediately, designating roles and assigning positions for staff members that include communications with parents and emergency responders, evacuating to shelters within the campus or outside the campus, and analyzing potential hazards that could impede successful completion of the plan.

In some cases, children remain in the classroom during calamitous events if this is believed to be the safest option. Teachers in this circumstance move children as far away from danger as possible and stand between the children and the source of the concern. For very small children or those with special needs, additional personnel often come from other parts of the campus to provide assistance and support. When children are moved to another part of the campus, they follow directions learned during drills that include staying together and remaining quiet so they can hear any new information given to them. For episodes that necessitate moving off campus altogether, schools employ plans that include shutdown of noncritical operations, the use of primary or secondary routes, ample transportation to facilitate removal of all students and staff, and a gathering area for parents and guardians to meet their children after officials deem conditions safe.

Crisis Management Plan Proves Necessary to Managing Reputation

By Joshua M. Eudowe
Principal, eA Risk Management Group

With media reports filled with politicians and corporations apologizing for bad behavior or even the perception of bad behavior where none may exist, the need for effective crisis management strategies appears clearer than ever. One thing seems clear with these expressions of regret: when individuals or organizations respond quickly to acts or products that prompt public scorn, people seem to accept reasons or excuses more readily than cases in which confessions and justifications come weeks or even just a few days after the initial instance of bad publicity.

In the current environment of fast-paced media reports, anyone in the public eye fares best with a comprehensive strategy for handling crisis relations. The longer it takes a company or an individual to respond to the media, the more likely it becomes that the problem escalates. As reporters strive to outdo each other with increasingly detailed coverage, their stories escalate in scale and in depth. If an organization fails to stem the flood of inflammatory material hastily, it misses the opportunity to limit the bad publicity and reverse the negative flow of information. Swaying perception tends to be much easier if a company develops ahead of time a well-conceived plan that takes into account risk factors that make its employees, the organization, and the industry vulnerable to negative publicity.

An organizational crisis management plan includes such components as the establishment of a crisis response team, mission statements used to clarify overall goals during crisis events, and determination of a step-by-step process in which the team is notified and mobilized. Other considerations in a successful crisis management program include drafting responses, addressing their release, and reviewing any media or shareholder outreach to follow or precede such actions.