Showing papers on "Crisis management published in 2001"

Handbook of public relations

Abstract: PART ONE: DEFINING THE DISCIPLINE Introduction - Robert L Heath Shifting Foundations: Public Relations as Relationship Building Two-Way Symmetrical Public Relations: - James E Grunig Past, Present and Future A Rhetorical Enactment Rationale for Public Relations - Robert L Heath The Good Organization Communicating Well Public Relations and Community - Kenneth Starck and Dean Kruckeberg A Reconstructed Theory Revisited Cultural Topoi - Greg Leichty and Ede Warner Implications for Public Relations Updating Public Relations - David McKie `New Science', Research Paradigms and Uneven Developments In Search of a Metatheory for Public Relations - Roy Leeper An Argument for Communitarianism Interpersonal Communication and Public Relations - W Timothy Coombs Public Relations Field Dynamics - Jeffrey W Springston and Joann Keyton Bringing Publics into Public Relations - Shirley Leitch and David Neilson New Theoretical Frameworks for Practice Research Perspectives on `The Public' - Gabriel M Vasquez and Maureen Taylor Public Relations and Crisis Communication - Matthew W Seeger, Timothy L Sellnow and Robert R Ulmer Organizing and Chaos Public Relations as Contested Terrain - George Cheney and Lars Thoger Christensen A Critical Response PART TWO: DEFINING THE PRACTICE Introduction - Robert L Heath The Dynamics of Change in Public Relations Practice Dynamics of Change The Mystery of Public Relations - Fritz Cropp and J David Pincus Unraveling Its Past, Unmasking Its Future Defining the Relationship between Public Relations and Marketing - James G Hutton Public Relations' Most Important Challenge Extending Strategic Planning to Communication Tactics - Laurie J Wilson Public Relations and the Question of Professionalism - Magda Pieczka and Jacquie L'Etang How Feminist Theory Advanced the Practice of Public Relations - Elizabeth L Toth Public Relations Law - Michael G Parkinson, Daradirek Ekachai and Laurel Traynowicz Hetherington Integrating Planning and Evaluation - Tom Watson Evaluating the Public Relations Practice and Public Relations Programs Media Effects Research for Public Relations Practitioners - Beth Olson Stewardship - Kathleen S Kelly The Fifth Step in the Public Relations Process Activism - Michael F Smith and Denise P Ferguson Public Relations and Conflict Resolution - Kenneth D Plowman, William G Briggs and Yi-Hui Huang Organizational Legitimacy Public Relations and the Ecology of Organizational Change - James L Everett The Centrality of Organizational Legitimacy to Public Relations Practice - Maribeth S Metzler Issues Management - Cornelius B Pratt The Paradox of the 40-Year US Tobacco Wars Utilizing the Collapse Model of Corporate Image for Campaign Message Design - Mary Anne Moffitt Educating Practitioners The Workplace, Undergraduate Education and Career Preparation - Gayle M Pohl and Dee Vandeventer The Public Relations Academic and Practitioner Views Accreditation - Bonita Dostal Neff Is There Access to the Process for All Public Relations Academic Programs - If Desired? Case Studies and Their Use in Public Relations - John J Pauly and Liese L Hutchison Public Relations Ethics Public Relations and Social Responsibility - Emma L Daugherty Public Relations Ethics - Kenneth D Day, Qingwen Dong and Clark Robins An Overview and Discussion of Issues for the 21st Century Ethics in Public Relations - Patricia A Curtin and Lois A Boynton Theory and Practice Public Relations between Universality and Particularity - Tanni Haas Towards a Moral-Philosophical Conception of Public Relations Ethics The Measurement of Ethics - Kathie A Leeper Instruments Applicable to Public Relations PART THREE: IN SEARCH OF BEST PRACTICES Introduction - Robert L Heath Learning Best Practices from Experience and Research Best Practices in Planning and Organization A New Order for Public Relations - H R Hutchins Goodbye Cost Center, Hello Profit Center Best Practices in the Public Relations Agency Business - Catherine L Hinrichsen Strategic Media Planning - Kirk Hallahan Toward an Integrated Public Relations Media Model Improving Corporate and Organization Communications - Dean Kazoleas and Alan Wright A New Look at Developing and Implementing the Communication Audit Best Practices in Crisis Communication Crisis Communication - Kathleen Fearn-Banks A Review of Some Best Practices Anticipatory Model of Crisis Management - Bolanle A Olaniran and David E Williams A Vigilant Response to Technological Crises Corporate Apologia - Keith Michael Hearit When an Organization Speaks in Defense of Itself Race and Reputation - Gail F Baker Restoring Image beyond the Crisis Best Practices in Relationship Building Relationships Within Communities - Laurie J Wilson Public Relations for the New Century Managing Community Relationships to Maximize Mutual Benefit - John A Ledingham and Stephen D Bruning Doing Well by Doing Good Best Practices in Educational Public Relations Educational Public Relations - Julie Kay Henderson Strength in Diversity - Barbara J DeSanto and R Brooks Garner The Place of Public Relations in Higher Education Institutions Sports Information Directing - Nicholas C Neupauer A Plea for Helping an Unknown Field Best Practices in Context Political Power through Public Relations - Lori Melton McKinnon, John C Tedesco and Tracy Lauder Labor and Public Relations - Tricia Hansen-Horn The Unwritten Roles Public Relations in the Health Care Industry - Laurel Traynowicz Hetherington, Daradirek Ekachai and Michael G Parkinson PART FOUR: PUBLIC RELATIONS IN CYBERSPACE Introduction - Robert L Heath The Frontier of New Communication Technologies Cyberspin - Edward J Lordan The Use of New Technologies in Public Relations Online Research Techniques for the Public Relations Practitioner - Susanne Elizabeth Gaddis Public Relations and New Media Technology - Jeffrey K Springston The Impact of the Internet The Development of a Structuration Analysis of New Publics in an Electronic Environment - Zoraida R Cozier and Diane F Witmer PART FIVE: GLOBALIZING PUBLIC RELATIONS Introduction - Robert L Heath Globalization: The Frontier of Multinationalism and Diversity International Public Relations - Maureen Taylor Opportunities and Challenges for the 21st Century Effective Public Relations in the Multinational Organization - Robert I Wakefield International Public Relations - Doug Newsom, Judy VanSlyke Turk and Dean Kruckeberg A Focus on Pedagogy New Zealand Perspectivess on Public Relations - Judy Motion and Shirley Leitch The Development of Public Relations in China, Russia and the United States of America - Mark McElreath, Ni Chen, Lyudmila Azarova and Valeria Shadrova The Changing Shape of Public Relations in the European Union - David Miller and Philip Schlesinger Middle East Public Relations - Rise Jane Samra A New Frontier in the United States

Effective Crisis Management through Established Stakeholder Relationships: Malden Mills as a Case Study

Abstract: This article investigates the postcrisis communication of Aaron Feuerstein, chief executive officer of Malden Mills, after a fire destroyed his textile mill. It explains how leadership communicatio...

Managing Organizational Legitimacy: Communication Strategies for Organizations in Crisis

Abstract: Crisis situations can cause internal and external stakeholders to question the legit imacy of organizations. When faced with a crisis, organizations are compelled to communicate strategically with ...

The financial crisis in Japan during the 1990s: how the Bank of Japan responded and the lessons learnt

Abstract: In the 1990s, Japan experienced a financial crisis after the bursting of a bubble. Although outside the scope of this paper, the seeds of the crisis might have been sown during the financial deregulation in the 1980s before the formation of asset bubbles. When the gap between competitive pressures in the financial markets and a "convoy" style of banking supervision and regulation that, in effect, ensured the viability of the weakest banks became unsustainable, the crisis erupted. In this regard, it may be argued that the crisis was accentuated by the formation and bursting of the bubble. It was an unprecedented crisis in terms of severity. Though essentially a domestic problem, with the authorities' primary concerns focused on its impact on the domestic financial system and economy, in an increasingly integrated global economy and finance there was a latent, potential risk that a mishandling of the crisis could trigger a cross-border financial crisis. Most of the seven years I spent at the Financial System Division of the Bank of Japan (1993 to 2000) were devoted to crisis management in an attempt to prevent the crisis from getting out of control. Throughout this period the Division remained totally committed to the policy objective of the central bank as stipulated in the Bank of Japan Law, namely, the maintenance of financial system stability. Nonetheless, the efforts to overcome the crisis turned out to be a very lengthy process and also very costly. This is the main point of the criticism blaming policymakers for "the lost decade" in which the financial intermediary function was severely undermined, contributing to an extended recession. The purpose of this paper is to focus on the policies of the financial authorities from the time the bubble burst until early 2000, when a more systematic approach to deal with troubled banks became available. It aims to shed light on the policy responses of the authorities with a particular focus on the central bank's crisis management to address financial instability. Therefore, macroeconomic developments or monetary policy, which also had a significant influence in shaping the financial crisis of 1990s are outside the scope of this paper. Similarly, policy responses after 2000 are not covered in this paper. They may have to be examined separately in the light of what happened subsequently. The paper first traces in Section 1 the chronology of events and the policy responses by the authorities and describes the evolutionary way in which the safety net in Japan was reinforced. Section 2 tries to identify factors that explain why it has taken so long to bring the crisis under control. Section 3 focuses on the central bank's lender of last resort function because this was one of the key policy tools in addressing the crisis. By categorising various types of emergency fund provision by the central bank, the paper explores whether the responsibility of the central bank might have been overstretched during the earlier part of the crisis. Section 4 refers to some comparative aspects in an attempt to identify key features of Japan's experience that stand out relative to other countries that have undergone banking crises. Section 5 asks whether any information or indices could effectively warn the authorities of build-up of risks in the financial system. Section 6 outlines the new safety net that became effective in April 2001 and highlights the key features incorporated in the new framework following lessons learned in the crisis management during the 1990s. Finally, Section 7 sets out some of the future challenges for the central bank and the Japanese banking industry. I am conscious of the limitations of the paper in that it is based on my personal experience as a chief manager of the central bank who led the team on the front line dealing with the crisis. Thus, the views expressed in the paper are my own and do not necessarily reflect the official views of the BIS or the Bank of Japan. I am also conscious that the problem that Japan has faced is not over yet. Indeed, further developments in Japan's financial system may yield more implications and lessons. Still, despite some idiosyncratic aspects, it is my belief that the financial crisis we faced was in many ways not a unique Japanese experience. There are many universal aspects and lessons that can be relevant for other countries that might experience similar problems in the future. Moreover, given the persistent vulnerability of Japan's financial system as of 2001, the experience thus far would provide Japan's policymakers with guideposts for the way forward to finish off the problem that overshadowed Japan's financial system and economy for more than a decade. In this regard, the paper is intended to benefit both the domestic and the international community as a basis for further discussions concerning effective crisis prevention and management to address potential financial disturbances.

Virtuous Responses to Organizational Crisis: Aaron Feuerstein and Milt Colt

Abstract: This study examines two recent cases of ethical responses to crisis management; the 1995 fire at Malden Mills and Aaron Feuerstein's response, and a 1998 fire at Cole Hardwoods, followed by the response of CEO Milt Cole. The authors describe these crises, the responses of Feuerstein and Cole, their motivations and the impact on crisis stakeholders using the principles of virtue ethics and effective crisis management. What emerges is set of post-crisis virtues grounded in values of corporate social responsibility and entrepreneurial ethics. These include virtues of immediacy of response, supportiveness of victims, and rebuilding and renewal.

New Trends in Crisis Management Practice and Crisis Management Research: Setting the Agenda

Abstract: The world of crises and crisis management has changed considerably over the past decades. In 1989, a large volume of case studies was published, covering mostly crises that had occurred in the 1970s and 1980s (Rosenthal, Charles and `t Hart, 1989). The book analysed Cold-War confrontations such as the KAL 007 Korean airliner case, classic `70s terrorism (drawn-out hostage takings), natural disasters (the 1986 El Salvador earthquake), and the perennial street confrontations between authorities and radical or `deviant' (one might also call them `desperate') groups in society (Move, Brixton riots, Amsterdam inauguration day). The subtitle of the book said it all: `managing disasters, riots, and terrorism.' This year, a new volume of case studies appears with the same publisher (Rosenthal, Boin and Comfort, 2001). And the differences are stark. The classic crises are still represented, such as the LA riots, the Turkish earthquakes, disasters in industries (the oil platform Piper Alpha), and plane crashes (the Hercules crash in the Netherlands). But the emphasis of this upcoming volume lays on the new kinds of crises that are troubling Western societies and elites: the (post)industrial, postnational crises ± of which Chernobyl was really the only hint in the first volume ± such as Mad Cow disease, water depletion, IT breakdowns and viral pandemics. We strongly notice the winds of change in our own country. The trends described below are undoubtedly shaped by living in Western Europe, which is integrating economically and politically. Western European countries have opened their mutual borders and are becoming more densely populated, while their economies are changing from industrial to service-based. However, we should be careful to generalise the trends identified here without qualification. Not only are the classic crises ± think of floods, famines, earthquakes, military coups and civil wars ± still the dominant mode of misery in most of the world, there are also the idiosyncratic problems and political-administrative conditions of the new democracies of Eastern Europe. These societies are experiencing the peculiar problems of high-speed transition to capitalism, democracy and postindustrial society (Stern and Hanse n, 2000). But even within the West, developments are not fully uniform. Take quiet, relatively remote Sweden. There, as in all of Scandinavia, authorities, press and the general public are just waking up to the notion of emergency management and all it entails (Lintonen, 2000). Having lived in blissful prosperity and safety for decades, Chernobyl was their first wake-up call, followed by the traumatic assassination of Olof Palme. Nevertheless, it took gruesome incidents such as the Estonia ferry tragedy, a `war' between rival biker gangs, and a major fire in a GoÈ teborg disco with visitors of various ethnic background, to break through the widespread assumption that `it cannot happen here,' which had reigned supreme in these and, for that matter, many other countries. The situation has changed since these incidents. The Swedish presidency of the EU gently tried to place the topic of strengthening national and transnational crisis management capabilities on the European political agenda. The outbreaks of BSE and, more recently, Foot and Mouth disease have demonstrated that European crises demand a European approach (GroÈ nvall, 2001). It is in this spirit that the European Crisis Management Academy (ECMA) held its first official conference in November 2001 (Stockholm). Closing out the ninth volume of a journal that has done much to further the crisis research agenda, this issue focuses on the shape of current and future crisis research in the light of the changes taking place around us. What has been changing in the kinds of contingencies that crisis managers have been preparing for and Paul `t Hart, Crisis Research Center, Department of Public Administration, Leiden University, P.O. Box 9555 2300 RB Leiden, The Netherlands. Email: hartp@fsw.leidenuniv.nl. Liesbet Heyse, Crisis Research Center, Department of Public Administration, Leiden University, P.O. Box 9555 2300 RB Leiden, The Netherlands. Email: heyse@fsw.leidenuniv.nl. Arjen Boin, Crisis Research Center, Department of Public Administration, Leiden University, P.O. Box 9555 2300 RB Leiden, The Netherlands. Email: boin@fsw.leidenuniv.nl.

The International Financial Architecture: What's New? What's Missing?

Abstract: Shortly after the Mexican crisis of 1994-95, the major industrial countries undertook to strengthen the international financial architecture. They sought to reduce the risk of future crises by increasing the availability of information about economic conditions in emerging-market countries and strengthening the financial systems of those countries. They sought better ways to manage future crises, including ways to involve private-sector creditors in crisis management. In this book, Peter B. Kenen reviews the reform effort and assesses the results. He shows how the effort was influenced by the Asian, Russian, and Brazilian crises. He compares the results of the effort with the more radical recommendations of outside experts and of the Meltzer Report, and examines the implications of the reform effort for the role of the International Monetary Fund (IMF). Kenen finds that there have been useful innovations but calls for bolder efforts aimed at five objectives: (1) increasing the usefulness of IMF surveillance by focusing it sharply on the sustainability of national policies, exchange rates, and debt profiles; (2) narrowing the scope of IMF conditionality by ceasing to treat acute crises as opportunities to achieve fundamental reforms; (3) providing incentives to foster financial reform in emerging-market countries and, in the interim, encouraging them to limit short-term foreign borrowing by their banks and corporations; (4) using the IMF's resources more effectively by making less money available but disbursing it more rapidly; and (5) enlisting the private sector in crisis management by introducing roll-over clauses into short-term debt contracts and collective-action clauses into long-term debt contracts.

Risk and vulnerability : the forward looking role of social protection in a globalizing world

Abstract: The paper outlines a forward-looking role of social protection against the background of increasing concerns about risk, and vulnerability, exemplified by the recent East Asian crisis, the concerns of the World Development Report (WDR) 2000, the need for a better understanding of poverty dynamics, and the opportunity and risks created by globalization. These considerations, and the need for a more proactive approach to lasting poverty reduction, have led to the development of a new conceptual framework, which casts social protection as social risk management. The paper highlights the main elements of the new conceptual framework, and its main strategic conclusions for attacking poverty, before addressing crucial issues for its implementation: the need for an operational definition of vulnerability; the use of social risk assessments as an operational entry point for a new policy dialogue; economic crisis management, and the lessons for social protection; and, the undertaking of social expenditure reviews to enhance the effectiveness of government intervention for addressing risk and vulnerability. The pilot experience with some of these elements, yields cautious optimism that a promising road for addressing poverty has been found.

Handbook of crisis and emergency management

Abstract: Crisis management: micro-macro issues - group and intergroup crisis management macro issues - organizational crisis management macro issues - political, economic and social crisis management. Emergency management - micro and macro issues:environmental and health emergency management macro and micro issues on conceptual, policy, practical, and empirical aspects of emergency management. National and international case studies on crisis and emergency management: crisis and emergencymanagement in the North/Central/Latin Americas crisis and emergency management in Europe (Western and Eastern) and Australia crisis and emergency management in the Near/Middle East terrorism and crisis/emergency long-term strategic plans forprevention and preparedness of crisis and emergencies.

Towards intelligent decision support systems for emergency managers: the IDA approach

Abstract: The paper presents ENEA's next step towards the development of Intelligent Decision Support Systems (IDSS) for large-scale industrial and territorial emergencies. The prototype IDA (Intelligent Decision Advisor) for emergency management in an oil port is analysed as a test case. The work was performed under the national R&D MICA project and specifically ENEA's long-term strategic MINDES Program synchronised with indications of the worldwide GEMINI (Global Emergency Management Information Network Initiative) of the G7 Committee. IDA is an approach in designing intelligent agent-based kernels of IDSS. In the frame of the generic TOGA (Top-down Object-based Goal-oriented Approach) model of abstract intelligent agents, IPK (Information, Preferences, Knowledge) architecture was employed. The specific IDA objectives were to develop and verify the properties of an information-managed agent and a knowledge managed agent, where the latter should suggest an action or plan after every new significant event in the emergency domain. The IDA functional kernel is composed of three simple agents a DirectAdvisor, which interacts with the human user and emergency domain, an InfoProvider, which manages information and intervention goals and an IDAPlanner, which plans adequate interventions. For the design, UML (Unified Modelling Language) has been employed. MDP (Markov Decision Process) and CBR (Case-Based Reasoning) are used for planning crisis management actions. Owing to a generic agent model and object-based conceptualisation, the IDA system should be adaptable to the different roles of emergency managers. The obtained results confirm the IPK conceptualisation hypothesis and provide a concrete technological experience for the next step towards high-intelligent DSSs for the management of emergencies.

Management of shared groundwater resources: The Israeli-Palestinian case with an international perspective

Abstract: Preface. Introduction E. Feitelson, M. Haddad. Part I: The Problems and Approaches to Groundwater Management. The Management of Shared Aquifers M. Haddad, et al. The Islamic Approach to the Environment and Sustainable Groundwater Management M. Haddad. Part II: The Israeli-Palestinian Case. Overview of the Mountain Aquifer Y. Harpaz, et al. Water Resource Management in Israel S. Arlosoroff. The Need for Joint Management and Monitoring of the Water 'Usage' Cycle K. Assaf. The Turonian-Cenomanian Aquifer Y. Kahane. Legal and Administrative Responsibility of Domestic Water Supply to the Palestinians T. Nassereddin. Israeli-Palestinian Bargaining over the Mountain Aquifer S. Netanyahu, et al. Part III: International Experience in Cross-Boundary Management and Allocation of Water Resources. From Rights to Needs A.T. Wolf. Institutional Cooperation on Groundwater Issues C. De Villeneuve. Centralized vs. Decentralized Approaches to Groundwater Management and Allocation in the Context of Overdevelopment G.A. Thomas. The Evolving International Law of Transnational Aquifers J.W. Dellapenna. Water Rights M. Solanes. Droughts, Crisis Management and Water Rights A. Dinar. Part IV: Monitoring, Modeling and Data Compilation as Prerequisites for Groundwater Management. From Monitoring and Modeling to Decision Support Frameworks for the Joint Management of Shared Aquifers J.A.M. van der Gun. Hydrological Planning Aspects of Groundwater Allocation Y. Harpaz. The Potential of GIS in Water Management and Conflict Resolution J. Isaac, M. Owewi. Part V: Issues and Innovative Options for Groundwater Management and Allocation. The Use of Economic Instruments for Efficient Water Use S. Lonergan. Water Markets, Water Rights and Strategies for Decentralizing Water Management K.W. Easter, R. Hearne. Water Demand Management D.B. Brooks. Water Rights within a Water Cycle Framework E. Feitelson. The Legal Framework of Joint Management Institutions for Transboundary Water Resources E. Benvenisti. Crisis Management I. Najjar. Land Use Management in the Context of Joint Management of Shared Aquifers N. Mizyed. Part IV: An Action Plan for the Management of Shared Groundwater Resources. A Sequential Flexible Approach to the Management of Shared Aquifers E. Feitelson, M. Haddad. A Proposed Agenda for Joint Israeli-Palestinian Management of Shared Groundwater M. Haddad, et al. List of Contributors.

Protecting Public Surface Transportation Against Terrorism and Serious Crime: Continuing Research on Best Security Practices

Abstract: This study continues earlier research on best security practices related to assaults on public surface transportation systems. It looks at security practices in effect at public surface transportation facilities in Tokyo, London, the San Francisco Bay Area, and the Santa Clara Valley of California. It includes a chronology which has been updated from a previous report and an annotated bibliography.

Creating Safe Schools for All Children

Abstract: Each chapter contains a conclusion and bibliography. Preface. Why This Book? What Is a Safe School? Safety Standards. Organization of the Book. SECTION I: UNDERSTANDING THE CHALLENGE OF SCHOOL SAFETY. 1. The Rise of School Safety As a National Priority. The Road to Columbine and Beyond. Early Warnings. Delinquency, Disruption, and Dissent. Some Encouraging Signs. Schools at Risk. A National School Safety Goal. School Safety Themes. School Safety: A Persistent Concern. The Widening Scope of School Safety. A Growing Range of Responses. A Greater Role for Government and the Courts. The Politicization of School Safety. The Expanding Knowledge Base on School Safety. 2. Perspectives on School Safety What Is a Perspective? An Educational Perspective. Focus. Assumptions. Questions. Implications and Limitations. A Psychological Perspective. Focus. Assumptions. Questions. Implications and Limitations. An Organizational Perspective. Focus. Assumptions. Questions. Implications and limitations. A Political Perspective. Focus. Assumptions. Questions. Implications and limitations. A Cultural Perspective. Focus. Assumptions. Questions. Implications and limitations. A Design Perspective. Focus. Assumptions. Questions. Implications and limitations. SECTION II: THE ELEMENTS OF A SAFE SCHOOL. 3. Standard 1: Knowing What Is Expected? The Need for Clear Guidelines. What Form Should Guidelines Take? What Are Characteristics of a Good Rule? Can a School Have Too Many Rules? What Behaviors Do Rules Need to Address? Which Rules Can Cause Confusion? Who Should Make the Rules? How Should Rules Be Shared with Students? 4. Standard 2: Humane, Fair, and Consistent Enforcement. The Nature of Rule Enforcement. Humaneness. Fairness. Consistency. Understanding Consequences. How Can Consequences Be used. Conscientiously and Effectively? What Is Known about School-based. Consequences? Discipline and Special Education Students. The Complexities of Rule Enforcement. Role differentiation. Role conflict. Role confusion. 5. Standard 3: A Caring School Community Toxic School Cultures. What Is a Caring School Community? Learning to Care. The Need for Special Skills. Troubleshooting. Positive Peer Influence. Peer-to-peer assistance. School and community service. Connecting to School. Embracing Differences. A Pervasive Sense of Psychological Safety. 6. Standard 4: A Comprehensive School Safety Plan. What Are the Goals of a Comprehensive School Safety Plan? What to Include in a School Safety Plan. Systematic Management Plan for School Discipline. Schoolwide Student Management Plan. Schoolwide Discipline Plan. Core Components of a Comprehensive Plan. Clear Expectations for Behavior. Teamwork. Communication. Proactive Strategies. Data Management. Staff Development. A Comprehensive School Safety Plan in Action. Steps in Developing a School Safety Plan. Launching School Safety Planning. Forming the Planning Committee. Identifying Constraints. Exploring Possibilities. Building Awareness. Drafting a Plan. Obtaining Feedback. Revising the Plan. Obtaining Approval. Planning Implementation. Monitoring Implementation. 7. Standard 5: Crisis Management. The Nature of School Crises. The Need for Crisis Management. General Guidelines for Crisis Planning. What should be done by the person or persons who first hear about or witness an emergency? What should the emergency contact person do? At what point should the Crisis Management Team be convened? Who should be on the Crisis Management Team and what are their duties? Who needs to be informed of the crisis? What should be done if outside assistance is unavailable? How should non-team members be informed about crisis management plans? The Importance of Communications. Representative Responses to Selected. Emergencies. Armed individual. Fight. Bomb threat. Suicide threat. Post-Crisis Planning. 8. Standard 6: School Facilities Designed for Safety. The Impact of Physical Environment on Behavior. Safer Movement in and around School. Better Supervision through Design. School Safety through Controlled Access. Safety on School Grounds. Designing Special Facilities. Environmental enhancement through Design. 9. Standard 7: School Safety and Community Support. The Changing Community Context of Schools. Schools Feel the Impact of Changing Communities. Sources of Support in the Safe School. Campaign. Parents. Non-parents. Community Leaders. Law Enforcement Agencies. The Court System. Youth Agencies and Organizations. Other Community Organizations. The Challenge of Collaboration. The Promise of Collaboration. Strong Families: The Cornerstone of Safe. Schools and Communities. SECTION III: SCHOOL SAFETY: QUESTIONS AND REFLECTIONS 10. Questions about School Safety Questions of Law and Policy. Should school policy require drug tests for students? Under what circumstances should students be searched in school? Should students be required to wear uniforms to school as a safety measure? Should an expelled student be permitted to return to school? Questions Related to Specific Safety Problems. Under what circumstances should an aggressive or disruptive student be evaluated for a possible behavior disorder? Should drugs be used to control the behavior of students with behavior disorders? What can schools do to reduce the harmful effects of drugs and alcohol? What can schools do to combat the negative influence of gangs? Questions Related to General School Safety Issues. Is it possible to transform an unsafe school into a safe school? How should resources be targeted to make the biggest difference in school safety? What grade level poses the greatest challenge for educators concerned about school safety? 11. Lessons Learned on the Way to Safer Schools. Thinking about School Safety. Lesson No. 1: Safety means different things to different people. Lesson No. 2: People confront threats to school safety with different mental models. Lesson No. 3: Reflection is often a better response to safety problems than reaction. Lesson No. 4: School safety is best regarded as a function of learning Lesson No. 5: Safety Problems are more likely to arise when school goals do not match the needs of students. Lesson No. 6: Safety problems are more likely to arise and intensify when communication channels fail to function effectively. Lesson No. 7: Safety problems are less likely to occur when the well-being of students is considered to be every staff member's responsibility. School Safety and Leadership. Lesson No. 8: The creation and maintenance of safe schools for all students requires capable and caring leadership. School Safety As a Mirror of Society. Lesson 9: How we make sense of and handle school safety reflects a great deal about the nature of our society. Safety Versus Risk. Rights Versus Responsibilities. Crime Versus Condition. Law Versus Professional Judgment. Safe Schools Can Be Achieved. Lesson 10: School safety can be achieved when schools and communities work together. Bibliography. APPENDIX A: Standards for Safe Schools

Horseback tourism in Victoria, Australia: cooperative, proactive crisis management.

Abstract: Crises occur at all levels of tourism operations with varying degrees of severity, from much-publicised environmental economic and political disasters through to internally generated crises such as...

Toward a New Financial Architecture: A Practical Post-Asia Agenda

Abstract: Toward a New Financial Architecture: A Practical Post-Asia Agenda. By Barry Eichengreen. Washington, D.C.: Institute of International Economics, 1999, Pp. 189. Building the World, One Piece at a Time Perhaps the distinguishing characteristic of Eichengreen's contribution is his greater sensitivity to political influences and conditions that are more prevalent and unique to Asia (and emerging markets in general), as compared with developed economies. There is no discomfiture in defying conventional wisdom and insisting that: There is no double standard in arguing that emerging markets, where conditions are fundamentally different, need to follow fundamentally different policies. (p. 50) This has led to proposals that have carefully weighed the merits of high theory with the feasibility of their implementation. In this sense, then, the approach of pragmatic incrementalism resembles that of Bergsten (2000), as opposed to the more polar views held by others in the profession.' The book's treatment of the issue is organized around three main themes: crisis prevention, crisis prediction, and crisis management. Several of the more cogent and pertinent arguments are examined here. Crisis prevention has moved from the standard macroeconomic recipes of ensuring monetary and fiscal discipline towards microeconomic reform such as bank regulation and corporate governance. Echoing the proposals of most multilateral institutions,2 Eichengreen hashes together the usual suspects: improving standards for bank supervision; securities market regulation; data dissemination and corporate bankruptcy reform. In each example raised, the proposal is exposited often drawing from the deep pool of experience the author possesses - and often related to contemporary cases. The underlying thread that runs through all of these appears to be the prevalence of existing private sector institutions that provide the bedrock for any further, concerted international effort to introduce reforms. As a representative example, consider the section on securities market regulation (pp. 25-27). The International Organization of Securities Commissions (IOSCO) has, for almost a decade now, been actively involved in a wide range of regulatory issues with implications for systemic risk. In addition to mandatory monitoring and dispute resolution tasks, it has also been active in pushing for higher international standards in transparency and accountability. The IOSCO is not alone: other bodies, such as the Basle Committee and the International Corporate Governance Network (ICGN) exist, although the efficacy of these private bodies are limited by the incentive to comply to recommendations. However, Eichengreen omits the importance of differences in the principal-agent problem in different contexts - for example, different perceptions of the role of management in Japan and East Asia, and simply adopts the Anglo-American owner-shareholder model as the standard. Although there is probably merit in the Western model, practical realities dictate the need to address these variants as well, within the context of transparency and accountability.3 Eichengreen recognizes that crisis prediction remains far more of an art than a science, and that academic research in the area, although growing increasingly sophisticated, is far better at yielding ex post theories than ex ante warnings. Correspondingly, he systematically rejects both suggestions that involve monitoring variables in theoretical models,4 as well as politically unpalatable options. He instead elects for Chilean-- style taxes on capital inflows, after careful examination of empirical experience. The evidence pertaining to capital-inflow taxes in view of Chile's experience (pp. 51-55) is considered carefully, and the conclusion is that the taxes have been largely effective, although their efficacy was gradually reduced over time as private agents began to seek and subsequently exploit loopholes. …

Reforming the International Financial System

Abstract: This article examines the efforts of the major advanced countries to strengthen the international financial system in order to avoid financial crises such as those that occurred in emerging-market economies in the 1990s These efforts have focused on crisis prevention and crisis management The prevention of such crises has necessitated the formation of new international groups that include emerging markets in their membership Measures have also been taken to reduce the vulnerability of countries to such crises These measures have centered on the need for appropriate macroeconomic policies, including the need for sustainable exchange rate regimes, sound domestic financial systems, and prudent risk management In the area of crisis management, the International Monetary Fund (IMF) has been given access to additional resources for lending to countries that experience financial crises The IMF has also established new lending facilities for use in such circumstances It has also been agreed that the private sector will need to play a greater role in the management of such crises in the future

Europe's new security challenges

Abstract: Introduction, H. Gartner and A. Hyde-Price. Part 1 Conceptual Framework: "Beware the Jabberwock!" - Security Studies in the 21st Century, A. Hyde-Price Complexity Theory and European Security, W.C. Clemens Jr. Modern Technology and the Future of the Soldier, D. Robertson New Conflicts - Risks and Challenges, J.W. Honig. Part 2 European Security: Europe's Changing Security Role, A.M. Rusi European Security, the Transatlantic Link and Crisis Management, H. Gartner The Compatibility of Security Organizations and Policies in Europe, P. Schmidt Strengthening Europe's Security Architecture - Where Do We Stand? Where Should We Go?, H. Borchert. Part 3 The OSCE: An Evaluation of OSCE's Role in Conflict Management, P.T. Hopmann Political Will, Public Relations and the OSCE, W. Kemp The OSCE's High Commissioner on National Minorities - His Own Conception of His Work, the Content and Effectiveness of His Recommendations, and His Recommendations for Strengthening the HCNM as an Institution, W. Zellner. Part 4 Regional Security: The Challenge of Collective Action - Security Management in European and Regional Contexts, K. Mottola Arms Control as a Spatial Practice - Challenges Around the Baltic Rim, P. Joenniemi New Global Politics - Some Geopolitical and Geostrategic Reflections on How the Return of Geopolitics to Central Asia Affects European Security, E. Reiter Peace Operations - an Assessment, E.A. Schmidl. Part 5 The Role of Major Powers: Great Powers and Global Insecurity, G. Mangott China -Global or Regional Player? Great Power, Partner or Chaotic Power?, K. Moller.

Report on financial crisis management

Abstract: This report was produced by the Economic and Financial Committee (EFC) and was discussed and endorsed by EU Finance Ministers and Central Bank Governors at the Informal ECOFIN meeting on 21st April 2001 in Malmo. It outlines the various issues involved in financial crisis management in the EU, highlighting both the role of the private sector and the policy options which the authorities may choose to address a specific situation. It is the follow-up to the EFC's report on financial stability, which was discussed at the Lisbon Informal ECOFIN in April 2000, and published in this series as Economic Paper 143.

Crisis Costs and Debtor Discipline: The Efficacy of Public Policy in Sovereign Debt Crises

Abstract: Recent debate on the reform of the international financial architecture has highlighted the potentially important role of the official sector in crisis management. This paper examines how such public intervention in sovereign debt crises affects efficiency, ex ante and ex post. The results shed light on the scale of capital inflows in such a regime, and the analysis establishes conditions under which this leads to an improvement in debtor country welfare. The efficacy of measures such as officially sanctioned stays on creditor litigation depend critically on the quality of public sector surveillance and the size of the costs of sovereign debt crises.

Report on financial crisis management

Abstract: This report was produced by the Economic and Financial Committee (EFC) and was discussed and endorsed by EU Finance Ministers and Central Bank Governors at the Informal ECOFIN meeting on 21st April 2001 in Malmo. It outlines the various issues involved in financial crisis management in the EU, highlighting both the role of the private sector and the policy options which the authorities may choose to address a specific situation. It is the follow-up to the EFC's report on financial stability, which was discussed at the Lisbon Informal ECOFIN in April 2000, and published in this series as Economic Paper 143.

Confronting Social Defence Mechanisms: Avoiding Disorganisation During Crises

Abstract: Crises cause social disturbances within their host organisation and the patterns of interpersonal ties that emerge are an important determinant of crisis management efficiency. In this article, social network analysis is used within a construction project context, to demonstrate that efficient crisis management depends upon the design and maintenance of an appropriate social fabric. However, crises have defence mechanisms that make management difficult by inducing forces that encourage people to pursue inappropriate social ties. Purposeful social intervention is therefore an essential part of the crisis management process to confront and avoid disorganisation.

International Financial Architecture: What's New? What's Missing?, The

Abstract: Shortly after the Mexican crisis of 1994-95, the major industrial countries undertook to strengthen the international financial architecture. They sought to reduce the risk of future crises by increasing the availability of information about economic conditions in emerging-market countries and strengthening the financial systems of those countries. They sought better ways to manage future crises, including ways to involve private-sector creditors in crisis management.In this book, Peter B. Kenen reviews the reform effort and assesses the results. He shows how the effort was influenced by the Asian, Russian, and Brazilian crises. He compares the results of the effort with the more radical recommendations of outside experts and of the Meltzer Report, and examines the implications of the reform effort for the role of the International Monetary Fund (IMF).Kenen finds that there have been useful innovations but calls for bolder efforts aimed at five objectives: (1) increasing the usefulness of IMF surveillance by focusing it sharply on the sustainability of national policies, exchange rates, and debt profiles; (2) narrowing the scope of IMF conditionality by ceasing to treat acute crises as opportunities to achieve fundamental reforms; (3) providing incentives to foster financial reform in emerging-market countries and, in the interim, encouraging them to limit short-term foreign borrowing by their banks and corporations; (4) using the IMF's resources more effectively by making less money available but disbursing it more rapidly; and (5) enlisting the private sector in crisis management by introducing roll-over clauses into short-term debt contracts and collective-action clauses into long-term debt contracts.

Organizational design and adaptation in response to crises: theory and practice.

Abstract: Organizations are occasionally faced with a major technologically based crisis that can be extremely costly. An example is Bhopal. In the aftermath of such a disaster organizations, both the one th...

When Terror Strikes, Who Should Respond?

Abstract: During the past decade, concerns about possible terrorist acts involving weapons of mass destruction (WMD) led Congress and the President to adopt a comprehensive counterterrorism plan focused on preventing a chemical, biological, or nuclear attack and enhancing domestic preparedness. The agency of choice for domestic consequence management has been the Department of Defense. Of the $1.4 billion appropriated in the FY 2000 budget specifically for WMD response, over half went to DOD. [1] Overreliance on the military for domestic WMD protection, however, may diminish the military's warfighting capability and holds the potential for infringement of individual rights. Presidential Decision Directive 39 (PDD-39), signed in 1995, and the Defense Against Weapons of Mass Destruction Act of 1996 are the cornerstones of the United States' WMD terrorism strategy. This strategy is divided into four elements: intelligence and warning; prevention and deterrence; crisis and consequence management; and acquisition of equipment and technology. While crisis management involves the criminal aspect of dealing with a WMD attack, consequence management (CM) involves treating victims of the attack, searching for survivors, ensuring the containment of victims who are infected or exposed, and cleaning up the attack area. A number of agencies are involved in domestic preparedness. The National Security Council is the interagency consequence management coordinator; the Justice Department, through the FBI, handles crisis management and is responsible for preventing an attack; the Federal Emergency Management Agency (FEMA) is responsible for consequence management after an attack; and first-responders include local municipalities and state governments. But DOD has been assigned a disproportionate amount of domestic consequence management responsibilities. This is due to the national security threat of WMD terrorism and the historical reliance on the military to solve complex domestic issues. The assumptions that led to PDD-39 and the Federal Response Plan may no longer be applicable, however, as new information and analysis draw differing conclusions on the threat of WMD terrorism. This article will discuss the Defense Department's role in domestic consequence management following a catastrophic terrorist attack. Catastrophic terrorism, weapons of mass destruction, and "superterrorism" all refer to the use of nuclear, chemical, or biological agents to bring about a major disaster with death tolls of ten thousand or higher. [2] The scope of this article will be limited to the discussion of superterrorism and not include other types of terrorism, such as conventional terrorism or small-scale chemical or biological weapons (CBW) terrorism. Pan Am 103, Khobar Towers, and the East African embassy bombings were incidents of conventional terrorism, for example, and the Aum Shinrikyo's sarin attack in Tokyo was an example of small-scale CBW terrorism. While the threat is no less serious, the low probability and unique political circumstances of an incident of nuclear terrorism exclude such weapons from this discussion. [3] Bringing the Issue into Focus Four events of the 1990s significantly sharpened the nation's perception of chemical-biological warfare and catastrophic terrorism. First, Saddam Hussein used his intermediate-range Scud missiles to demonstrate the paralyzing possibility of operating in a contaminated environment during the Persian Gulf War. Second, the World Trade Center bombing in 1993 demonstrated that foreign terrorists could not only operate on American soil, but could launch a chemical attack. [4] Third, the Oklahoma City bombing in 1995 proved that domestic terrorists could harm the nation. And fourth, the sarin gas attack in the Tokyo subway by the Aum Shinrikyo cult made chemical warfare a reality. The United States responded to the threat of terrorism, particularly superterrorism, when President Clinton signed PDD-39 in June 1995, PDD-62 in May 1998, and the 1997 National Defense Authorization Act. …

Terrorism and the Military's Role in Domestic Crisis Management: Background and Issues for Congress [April 19, 2001]

Abstract: Terrorism and threats; Weapons and weapon systems; Weapons and weapon systems/Weapons of mass destruction