Safety and Security Lockdown (eBook)

A BUM Book

Eugene G. Spiegle (Autor)

eBook Download: EPUB

2024 | 1. Auflage
140 Seiten
Bookbaby (Verlag)
979-8-3509-6385-4 (ISBN)

Infos

For anyone to have a better knowledge of crimes and prevention and how to deal with issues. It is a guideline to help ask the right questions and develop a proper plan to protect lives and property.

Mr. Eugene (Gene) Spiegle has spent over fifty years working with companies worldwide improving corporate culture, leadersship, management, and project management techniques. Gene's practical approach to delivering professional development programs on the skills of personal achievement, stress management, and ledership success in management and project management has reached worldwide recognition. Gene's experience in management and leadership has enabled him to deliver practical, common-sense solutions to leadership and project management. Mr. Spiegle has held various positions, from President of a firm in automated systems to Vice-President of engineering of a Fortune 500 company and Assistant Chief of Security and Safety for the United Nations. Gene holds degrees in psychology and engineering with an advanced degreein psychology. Mr. Spiegle also served in the United States NBavy and was a Professor at Rutgers University. Gene is an internationally known speaker, speaking on 'How ti be a BUM Leader,' 'Getting Management back to basics,' 'Managing Your Stress,' and 'Roles, Responsibilities, and Results of Leadership.' He is also the author of a series of books known as the 'BUM Books,' Bottom up management. ' BUM Book topics include 'Stress Management,' 'Project Management,' Strategic Planning,' and 'Leadership and Management.'

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This book is designed to help organize management and staff members in their individual roles during an emergency and help train an entire workforce in planning and preparing for any situation which may arise. The book will provide additional information to help a Crisis Management Team (CMT) plan and develop an appropriate security program and project to meet various situations. With the development of a strong and diverse CMT, which we will discuss, you will be able to customize and incorporate in your final plan the information needed to support a secure living and working environment. These organizational guidelines are intended to help a CMT develop through involvement and commitment a better prevention and response culture to meet agreed results of approved objectives.

Textauszug

Chapter Two –

A Crisis Management Team (CMT)

The most effective way of dealing with a critical incident or crisis is using a Crisis Management Team (CMT). This team cannot be put together when a crisis or critical incident is unfolding. Each member must be in place and comfortable with his or her role long before a crisis or critical incident occurs.

The question then is who should be on a CMT? This will depend upon the nature or environment of the facility, size, location, and concern for safety and security. It goes without saying that in truth all sites and facilities should have a plan in place.

There is no question teams will vary so the following is a general overview and not an answer to all situations but again as stated earlier a guideline for consideration and expansion.

Keep in mind that every city, state, region, and the federal government have highly qualified services more than ready to assist and, in most cases, will provide a representative to be on a CMT.

To start a discussion on CMT membership we must start by considering varied situations and possible team composition. As stated earlier this will vary with location, size, nature of the location and person availability.

Schools -

It seems sad to say, there isn’t a day that goes by we don’t read or hear about an incident happening at a school. Shootings, drugs, and violence has become more prevalent than ever before, what causes it, well there are many reasons, however this book was not written to discuss and try to solve the many reasons for those occurrences. This book has been designed to help the readers to put in place projects that will place a safe perimeter and programs in place that will help control, monitor, deter, and support a healthy environment.

Every school is different both in size and demographics, therefore choosing and engaging a group of persons to become a CMT must be specific to the uniqueness of that school. To start with a school principal or superintendent, a member of the administration staff, and depending on size a teacher from each grade level is essential. A member of the school’s maintenance staff, a school safety officer, and if on staff the school nurse.

Something to take into consideration, if it is a large school system (for that matter it could be a small one) is there a teachers’ union? If so, a union member should be included. Additionally, members from the school board, local EMT, Fire Department, and police force should be invited to participate. In most cases the local police organization has trained officers who will more than gladly help in the training as will the EMT staff.

Also, membership should include one or two members from the school’s parent teachers association. Since schools have multiple grade levels it will be important to identify how many teachers from which grades should be involved. A way around this is to have a sub-committee of teachers who become a focus group for all teachers with one chosen to be a representative on the master CMT team.

CMT Leadership

Leadership of a CMT unit is extremely critical. What is needed here is a leader with good communication skills and not overwhelmed by or with emotion when discussing the safety and security of students and staff. It has often been suggested an outside person should be chosen, however it has been found that doesn’t work well since the consensus is that person does not have the same degree of knowledge and interest as a member of the school.

Steps to follow start with the choosing of the leader and unless that person has the confidence of the future team members, school staff, teachers, and administration the process will fail. Many different approaches have been tried and frankly there is no perfect answer. When you are dealing with people you are dealing with egos and emotions and that is without a doubt one of the hardest things to face. One path that has often had the most success is once a team leader is chosen the next step is to bring on the local representative from the police and fire department. These members are trained to deal with emotion and conflict and will usually do a good job at helping to evaluate and choose strong team members.

A final thought on choosing a leader and team members is to hire a psychologist, who in turn can establish not only the criteria for member section but can help on the interview and selection process.

There is no way a single person can manage the many aspects associated with a critical event. Management (CMT Leadership) must rely on other key facility personnel, usually CMT members, to perform tasks that will ensure the safety of employees, students and other facility personnel during a crisis or critical incident. The Incident Control Process (ICS), which will be introduced later, uses a team approach to deal with situations.

The membership of a CMT should consist of an accessible core group of personnel who have the knowledge and skills to handle an emergency. As stated, earlier members should come from all appropriate disciplines needed to comprise a knowledgeable team.

CMT and People

Remember that crisis planning involves more than emergency incidents. Members of the CMT need to have an ability to identify alarming changes in a employee’s behavior or recognize community events or incidents that could affect the facility. Once these changes or events have been identified, the CMT must act. This may mean arranging counseling for an employee or scheduling a community or staff meeting, but in any case, the result is addressing the needs of the facility population.

The CMT will implement and adapt appropriate action from its Crisis Management Plan. After reviewing this book, the facility management should assign individual roles and responsibilities to CMT members. As with any plan, practice makes perfect. The CMT should meet on a regular basis and discuss not only the crisis management plan but also any areas of concern in the facility and community. The CMT needs to become a formal part of each facility. All members should receive information and training regularly.

The following is a form which can be used when finalizing the CMT and provide a easy reference to its members and appropriate information. Keeping this up to date and providing copies to authorities and support groups will help.

Use the following worksheets to identify the members of your facility’s Crisis Management Team (CMT).

Staff Communication List

Individuals Name and title:

School, faculty, or service organization

School location (address) and grade

Work Number

Pager/Cell Number

Home Phone Number

Home Address

Police Number

Fire Department Number

EMT Number

Emergency Name and Numbers:

Risk Management and Mitigation Form

Project Title:

Current Date: Completed by:

Step No.1 – Define in writing a clear statement of the task, and /or problem:

Step No.2 – Identify the probability of this occurrence:

Step No. 3 – Identify the impact of this occurrence (on time, cost and resource reallocations):

Step No. 4 – Will there be an effect on other projects and if so what?

Step No. 5 – Identify, list, and explain possible preventative plan(s):

Step No. 6 – List appropriate contingency plan(s) with points in time (measurable and verifiable dates) to initiate them:

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Produkt-Details

• Erscheint lt. Verlag: 5.8.2024
• Sprache: englisch
• Themenwelt: Sozialwissenschaften ► Politik / Verwaltung
• ISBN-13: 979-8-3509-6385-4 / 9798350963854