Development and reliability of the comprehensive crisis plan checklist

Subject Competition for resources among Russia's regions. Significance Since signs of economic slowdown emerged in 2013, Russian regional governments have been under pressure to adjust policies to sustain economic activity, employment and above all stability. Expanding budget deficits and growing commercial debt have forced many to shift from growth to retrenchment and cuts. The strongest performing regions include hydrocarbon producers, joined by farming regions benefiting from import substitution. Impacts Moscow has yet to find funding sources for much of its 'anti-crisis plan'. Crimea will be a special case, with 65% of its revenue coming from Moscow in 2016. Regional staff cuts will clash with Moscow's demand for social stability. Arms-industry regions will benefit from procurement, even if the defence budget is trimmed.

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The Joint Crisis Plan: A Powerful Tool to Promote Mental Health

Frontiers in Psychiatry ◽

10.3389/fpsyt.2021.621436 ◽

2021 ◽

Vol 12 ◽

Author(s):

Pierre Lequin ◽

Pascale Ferrari ◽

Caroline Suter ◽

Marion Milovan ◽

Christine Besse ◽

...

Keyword(s):

Rating Scales ◽

Hybrid Approach ◽

Research Process ◽

Structured Interviews ◽

Sequential Method ◽

French Speaking ◽

Study Support ◽

Joint Crisis Plan ◽

Crisis Plan

Purpose: The Joint Crisis Plan (JCP) has received growing interest in clinical and research settings. JCP is a type of psychiatric advance statement that describes how to recognize early signs of crisis and how to manage crises. The purpose of the present study, to our knowledge the first to be conducted on this topic in the French-speaking context and to include inpatients, was to describe the content of JCPs and how they are perceived by patients and the providers.Methods: The study used an exploratory, mixed, sequential method. Existing JCPs were retrospectively collected in several clinical contexts (hospital, community settings, and sheltered accommodation). Based on their analyses, we conducted semi-structured interviews including some rating scales on the perception of the JCPs among patients and providers in these settings. For the qualitative analyses, content analyses were conducted with a hybrid approach using NVivo 12 software. Data were double-coded and discussed with a third researcher until agreement was reached.Results: One hundred eighty-four JCPs were collected retrospectively and 24 semi-structured interviews were conducted with 12 patients and 12 providers. No relatives could be included in the research process. The content of the studied JCPs was relevant and indicated that patients had good knowledge of themselves and their illness. Improvements in the quality of the therapeutic relationship, respect for patients' choices and wishes, and a greater sense of control of their illness were reported. The JCP was perceived as a very useful tool by patients and providers. Concerning JCP limitations, lack of staff training, difficulties with the shared decision-making process, and the poor availability of the JCPs when needed were reported.Conclusion: The study highlights that JCPs may be used with patients suffering from a large variety of psychiatric disorders in different care settings. The JCP is perceived as very useful by both patients and providers. The promising results of this study support the promotion of the wide use of JCPs with patients who have experienced crises. It is important to continue to research JCPs through impact studies that include family members.

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Development and Reliability of the Comprehensive Crisis Plan Checklist, 2 nd Edition

Psychology in the Schools ◽

10.1002/pits.22387 ◽

2020 ◽

Vol 57 (7) ◽

pp. 1155-1170

Author(s):

Daniel F. McCleary ◽

Kathleen B. Aspiranti

Keyword(s):

Crisis Plan

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Crisis Management for Small Business during the COVID-19 Outbreak:Survival, Resilience and Renewal Strategies of Firms in Macau

10.21203/rs.3.rs-34541/v1 ◽

2020 ◽

Cited By ~ 1

Author(s):

Jose C ALVES ◽

Tan Cheng LOK ◽

YuBo LUO ◽

Wei HAO

Keyword(s):

Social Responsibility ◽

Qualitative Analysis ◽

Crisis Management ◽

Small Businesses ◽

Small Firms ◽

Product Diversification ◽

Survival Strategies ◽

Response Strategies ◽

High Flexibility ◽

Crisis Plan

Abstract We know that small businesses are vulnerable to crisis, however little is still known about how they cope during long crisis as the COVID-19 pandemic. This paper provides a qualitative analysis of small businesses in Macau, China, in the months following the outbreak. We collected interview data from six local small firms. We found that the sudden decline in demand has the strongest impact on small firms. As compared with large firms, new startups and small firms show high flexibility in their reactions to the crisis, partly due to the low level of bureaucracy and limited social responsibility compliance. Among the various types of response strategies, all participant firms adopted flexible HR strategies. Other common survival strategies include the increase of product diversification, exploration of new markets, and increase of learning. We also found that some small businesses had a formal crisis plan and strategy before the outbreak, and these firms tend to have longer history, experience in dealing with crisis, and operate in more regulated sectors. Based on these results, we define five types of renewal and survival strategies for small businesses and propose a SME crisis resilience model.

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COVID-19 Pandemic as a Challenge to Franco-German Leadership in the EU

World Economy and International Relations ◽

10.20542/0131-2227-2021-65-8-72-80 ◽

2021 ◽

Vol 65 (8) ◽

pp. 72-80

Author(s):

P. Timofeev ◽

M. Khorolskaya

Keyword(s):

European Union ◽

Technological Development ◽

World Order ◽

The European Union ◽

The South ◽

East European ◽

Competition And Cooperation ◽

Development Agreement ◽

Crisis Plan ◽

The Eu

The study is focused on the COVID 19 pandemic as a challenge for Franco-German leadership in the European Union. The authors investigate whether joint actions by Berlin and Paris can strengthen the EU’s resilience to crises. As it is shown, the first isolationist reaction of the EU states to pandemic was followed by their attempts to find a common decision. The negotiations on an anti-crisis plan were complicated by the division of the European Union states into opposing camps. Two projects proposed by them – the European Stability Mechanism (ESM) and the “coronabonds” – reflected the narrow interests of rich, frugal “Northern” and economically modest “Southern” groups, and failed. In contrast, the Franco-German cooperation became a breakthrough. In March-April 2020, Germany and France opposed each other, supporting ESM and coronabonds, respectfully. In May-June 2020, A. Merkel and E. Macron agreed to a compromise and came up with a unified position. While Germany left “frugal” group by agreeing to allocate money to support the “South” without insisting on mandatory reforms, and endorsed the idea of joint debt obligations, France refused to support the “Southern” coronabond project and agreed to the mediation of the EU Commission. That gave new breath to negotiations where a new regrouping of countries took place: the “South” states failing to defend coronabonds supported the Franco-German plan based on subsidies, while the “frugals” put forward an alternative based on loans. The EU Commission’s project which included both proposals was discussed in July 2020: at that moment, the Franco-German tandem backed by the “South” states had to persuade both the “frugal” and the East- European states. Finally, the EU Commission’s plan promoted by Merkel and Macron was adopted, though with serious adjustments. The authors conclude that the Franco-German alliance has confirmed its capability to strengthen the European Union resilience, but its leadership is no longer unconditional, and in the future, they should take into account the interests of the EU regional groups. Acknowledgments. The article was prepared within the project “Post-Crisis World Order: Challenges and Technologies, Competition and Cooperation” supported by the grant from Ministry of Science and Higher Education of the Russian Federation program for research projects in priority areas of scientific and technological development (Agreement № 075-15-2020-783).

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Crisis plan? What crisis plan! How microentrepreneurs manage in a crisis

International Journal of Entrepreneurship and Small Business ◽

10.1504/ijesb.2008.019131 ◽

2008 ◽

Vol 6 (3) ◽

pp. 337 ◽

Cited By ~ 8

Author(s):

Alan Budge ◽

Wilson Irvine ◽

Robert Smith

Keyword(s):

Crisis Plan

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Individualisation in crisis planning for people with psychotic disorders

Epidemiology and Psychiatric Sciences ◽

10.1017/s2045796013000401 ◽

2013 ◽

Vol 23 (4) ◽

pp. 353-359 ◽

Cited By ~ 6

Author(s):

S. Farrelly ◽

G. Szmukler ◽

C. Henderson ◽

M. Birchwood ◽

M. Marshall ◽

...

Keyword(s):

Mental Illness ◽

Serious Mental Illness ◽

Psychotic Disorders ◽

Care Plan ◽

Crisis Planning ◽

Clinical Value ◽

Care Programme ◽

Crisis Plans ◽

Crisis Plan ◽

The Impact

Background.In England, people with a serious mental illness are offered a standardized care plan under the Care Programme Approach (CPA). A crisis plan is a mandatory part of this standard; however, the quality and in particular the level of individualisation of these crisis plans are unknown. In this context, the aim of this study was to assess the quality of crisis planning and the impact of exposure to a specialized crisis planning intervention.Method.The crisis plans of 424 participants were assessed, before and after exposure to the Joint Crisis Plan (JCP) intervention, for ‘individualisation’ (i.e., at least one item of specific and identifiable information about an individual). Associations of individualisation were investigated.Results.A total of 15% of crisis plans were individualised at baseline. There was little or no improvement following exposure to the JCP. Individualised crisis plans were not associated with a history of prior crises or incidences of harm to self and others.Conclusions.Routine crisis planning for individuals with serious mental illness is not influenced by clinical risk profiles. ‘Top down’ implementation of the policy is unlikely to generate the best practice and compliance if clinicians do not perceive the clinical value in the process.

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