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Prsa social media brief 4 aug 10
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Prsa social media brief 4 aug 10


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  • 1. 434th Air Refueling Wing – Crisis Response
  • 2. Before the Crisis
    Crisis communication and Social Media
    Frederick C. Bagg, ABC, APR, Fellow PRSA
  • 3. Before the Crisis
    The 2008 crisis and social media in healthcare survey
    Understand the nature of crisis
    Assess your vulnerabilities
    Have a plan
    Drill, Drill, Drill
    Environmental Scanning
  • 4. Understanding Crisis
    What kinds of crises Should you prepare for?
    • Class A – Natural Disasters
    • 5. Class B – External Disasters/Medical Emergencies
    • 6. Class C – Internal Crisis Medical Emergencies –
    • 7. Class D – Internal Crisis – Non-Medical Emergencies
  • Examples of crises shared in 2008 crisis and social media survey
    Class A – Natural Disasters - 35%
    • Fires, Floods, Tornados, Blizzards, etc.
    Class B – External Disasters/Medical Emergencies – 42%
    • Fire, Explosion, Chemical exposure, Multiple Victim Accidents, epidemic, Tainted transplant tissue, poisoning, etc.
    Class C – Internal Crisis Medical Emergencies – 28%
    • Workplace violence, sentinel events, structural collapse, etc.
    Class D – Internal Crisis – Non-Medical Emergencies – 46%
    • Tax exempt status revoked, Fraud, unexpected executive deaths, lawsuits, private data lost or stolen, executive sexual harassment, layoffs, equipment recall, etc.
  • Use of A Crisis Communication Plan
  • 8. New or Social Media used frequently or very frequently
    Target audience text messaging – 14.9%
    Posting info on own e-communities – 16.7%
    Posting info on others e-communities – 18.8%
    Podcasts – 6.1%
    Vodcasts – 2.0%
    Videos on YouTube – 6.1%
    Photos on photo sharing site like Flikr – 2%
    Activate live web-cam – 2%
    Embed MP3 Files in e-mail and Web releases – 2%
    Internal CEO or Mgmnt blog – 12.3%
    External CEO or Mgmnt blog – 8.2%
    External “News blog” – 26.5%
    Crisis Web site (dark site) – 24%
    RSS feeds -= 20.9%
    Twitter – 0%
    Broadcast voice messaging – 10.2%
    Broadcast text messaging – 8.1%
  • 9. Use of social media in crisis in 2008
    Social media is just “catching on” in healthcare
    Most organizations use e-mail and Web as part of their “traditional media” response to crises,
    but 80% aren’t using blogs, RSS feeds, Podcasts, Vodcasts, embedded MP3 files, e-communities or other social media tools
  • 10. Institute for Crisis Management
    Characteristics of a Crisis
    Significant business disruption
    Extensive news coverage
    Extensive public scrutiny
    Adverse affect on normal operations
    Exceeds the normal capacity of the organization to respond
  • 11. Definition of a Business Crisis
    A significant business disruption which results in extensive news media coverage and public scrutiny
    Different types of business crises
  • What to Expect in a Crisis
    Insufficient information
    Escalating flow of events
    Loss of control
    Increased scrutiny
  • 15. Crisis Response Plan
    Need to have a communication plan INDEPENDENT of the organization’s operational crisis or disaster plan!
  • 16. Elements of a
    Crisis Response Plan
    Crisis team and responsibilities
    Basic message points / platform
    Contacts and media list
    Crisis command post and media center
    Guidelines, checklists & forms
  • 17. Preparation for a Crisis
    Have it written down
    Be flexible
    Rehearse, rehearse, rehearse
    Prepare for the things you KNOW will happen so you can free up your time for the unanticipated!
  • 18. Before the Crisis
    Assess the vulnerabilities
    Have a plan & prepare management
  • 19. Assessing your Vulnerabilities
    Understanding organization’s history/ skeletons in the closet
    Quick & dirty
  • Cause-Severity Grid
    class action lawsuit
    failure to follow procedures
    data entry error
    workplace violence
    failure to report problem
    major defect
    equipment failure
    computer virus
    toxic spill
  • 21. Assess the Vulnerabilities
    • Develop a list based on categories
    • 22. E.g. Category: Natural disaster:
    • 23. Flood
    • 24. Tornado
    • 25. Earthquake
    • 26. Etc.
    • 27. Sort by Likelihood and Urgency
  • Assess the Vulnerabilities
    • Establish priorities based on combination of Likelihood, urgency as well as level of impact on the organization
    • 28. One book urges a 5 point system for each characteristic, applied to likelihood, urgency, and impact
  • Assess the Vulnerabilities
  • 29.
    • Understanding organization’s history/ skeletons in the closet
    • 30. Quick & dirty
    • 31. Grid
    • 32. Formula sheet
    • 33. Monitor media, trends
    • 34. Vulnerability study with consultants
    • 35. Communication audit
  • Scenario planning
    Tied to vulnerabilities
    Worst case
    • What if
    Prepare for “worst case”
    Multiple scenarios
  • 36. Preparing Management
    Attitude of openness
    • Honest, verifiable or confirming, not necessarily “tell everything”
    • 37. Get “buy in” for social media use
    Identified and trained spokespersons
    Pre-approved statements, processes, policies
  • 38. Drill-Drill-Drill
    Practice your scenarios and participate in community drills
    Set up realistic drills – not just catastrophes
    Practice uncovers holes in your plan
  • 39. Environmental Scanning
    Continually monitor internal vulnerability points
    Monitor external vulnerability points – including monitoring of social media
    “Clip” other people’s crises – take to management team and say, “What would we have done” – “Are we ready for this?”
    Use “real crises” from others in your drills and scenarios
    Crisis preparation is ongoing – not done singularly
  • 40. And now -
    I’d like to turn this over to Grissom’s Lt. Col. Gary Lockard and Tech. Sgt. Mark Orders-Woempner to discuss crisis and social media during the crisis itself.
  • 41. During the Crisis
    Crisis communication and Social Media
    Lt. Col. Gary Lockard, Public Affairs chief
    Tech. Sgt. Mark Orders-Woempner, Public Affairs
  • 42. Initial Priorities
    Air Force priorities impact the Pubic Affairs mission during an accident or other crisis situation
    1. Rescuing the injured
    2. Preventing further injury or loss of life
    3. Safeguarding classified information
    4. Protecting property and preserving clues to the cause of the mishap
    5. Meeting the needs of the news media
  • 43. Environment has changed
    Previously, AF’s major concern was aircraft accidents
    Now, emergency managers and PA practice a host of world-wide scenarios to include:
    Natural disasters
    Vehicle accidents
    Environmental situations
    Internal situations
  • 44. Release of Information
    The PA office will assist the media and ensure they are provided any information which is releasable under current Air Force guidelines. Releasable information includes:
    Type of resource involved (aircraft, vehicle, building, etc)
    Where the resources was based
    Time of the incident
    Number of people involved
    AF guidelines require the initial release of information be provided to the media within one hour of the time of the incident.
  • 45. Privacy—24 Hours
    To protect the privacy of those involved in the incident and their family members, the following information will not be immediately released:
    • Name of those killed or seriously injured
    • 46. Cause of the incident/accident
    After the next of kin have been notified, and a 24-hour time period has passed, the AF will release the names of those killed or injured.
    This procedure was changed in 2004 and lengthens the time period between when the accident occurs and when the names are provided to the media.
  • 47. Does policy match technology?
    AF policy is initial release within one hour. Release must also be approved by major command.
    How quickly do all media receive the release if sent out via email or fax?
    Previous incidents demonstrate people close to the incident (base employees, local populace) get info to media quickly through camera phones, tweets, etc.
    Same people also distribute info via facebook, twitter, etc., much more quicker than “official” PA channels
  • 48. 33
    During the Crisis - New Media
    • Objectives stay the same
    • 49. Not a replacement for traditional media
    • 50. Social media acts at “Force Multiplier”
  • 34
    Traditional Media Issues
    • Faxing new releases
    • 51. Antiquated - Possible Failure
    • 52. Slow and Cumbersome
    • 53. “Straight Talk” lines
    • 54. Low exposure
    • 55. Possible overload
    • 56. Web site postings
    • 57. Up to 30 min to post
    • 58. Possible overload
  • 35
    Lessons Learned – Ft. Hood
    • Crowdsourcing
    • 59. inaccurate and potentially dangerous
    • 60. @FtHoodShootings - Ran by news organization
    • 61. Was #1 Twitter source
  • 36
    Lessons Learned – Ft. Hood
    • Citizen ‘Journalists’
    • 62. Tweeted multiple inaccuracies from “the inside”
    • 63. Became a ‘source’ that was quoted as accurate
    • 64. Skype interview from Army wife’s living room
    • 65. Interview live with Katie Couric
  • 37
    Major Concerns
  • 70. 38
    If we don’t tell the Air Force Story, someone else will!
  • 73. 39
    The Plan
    • Continue to use traditional media
    • 74. Develop media priorities
    • 75. Quickly establish hashtags, Twitter lists, etc.
    • 76. Setup bloggers round table
  • After the Crisis
    Crisis communication and Social Media
    Robert E. Dittmer, APR
  • 77. After the Crisis
    Five Key Steps
    Continue monitoring media/communities
    Thorough Follow-up with Contacts
    Conduct data collection
    Conduct Analysis
    Create Lessons Learned – Update your plan
  • 78. Step One
    Continue monitoring
    Community leaders
    Community conversations
    Social media sites
    Web traffic
    After the Crisis
  • 79. Step Two
    Conduct a thorough follow-up with all contacts
    Provide updated information
    Correct erroneous information or impressions
    Provide details on all SM and Web sites
    After the Crisis
  • 80. After the Crisis
    Step Three
    Data Collection
    Web traffic analysis
    Google Alerts
    Traditional Clips
    Content Analysis
    Google Analytics
  • 81. After the Crisis
    Step Four
    Conduct Analysis of Data
    Volume of traffic
    Tone of traffic
    Message delivery fidelity
    Conduct by medium
    Review cause-effect of communications
  • 82. After the Crisis
    Step Five
    Create Lessons Learned
    What worked?
    What did NOT work?
    What else should have been done?
    What should NOT have been done?
    Update your Crisis Plan
    Remember: The crisis is NOT OVER until you have captured key learning points.
  • 83. Questions