CIPR South West Taking the Drama Out of a Crisis
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Taking the drama out of a crisis: tips on planning for the unexpected. CIPR South West Event Gloucestershire December 2015
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CIPR South West Taking the Drama Out of a Crisis
- 1. Taking the drama out of a crisis Tips on planning for the unexpected CIPR (Gloucestershire) Taking the drama out of a crisis 8th December 2015
- 2. Welcome! This evening: 6.05pm – Welcome – Nina Bartlett, CIPR 6.10pm – Housekeeping (fire alarms etc) and scene setting – Hilary Allison 6.15pm – Managing the media (Gloucestershire case study) – Caroline Rawlinson 6.35pm – Making your communities resilient (Somerset case study) – Julie Jupe 7.05pm – Gloucestershire Prepared (Local Resilience Forum) – Chris Jackson & Hilary Allison 7.20pm – It’s all in the preparation (top tips) – Hilary Allison 7.45pm – Question Time (with speakers) 8pm – Discussion – When is a product recall the right course of action? (All) 8.20pm – Sum up/close (chance for those interested to visit Force Control Room - 30 mins max). Taking the drama out of a crisis 8th December 2015
- 3. Welcome! Taking the drama out of a crisis 8th December 2015 Managing the media A Gloucestershire case study Caroline Rawlinson, Vivid PR
- 4. What is a crisis? an ‘abnormal and unstable situation that threatens the organisation’s strategic objectives, reputation or viability’
- 5. It’s not what it is, it’s what you do with it… A crisis is defined not necessarily by what has happened but where it could go next
- 6. Why the media matters in a crisis Thomas Cook
- 7. Why the media matters in a crisis Merlin Entertainments - Alton Towers
- 8. Or should it be successfully feed? •Traditional media is on 24/7 via websites and their own social media output •We’re all the media through Facebook, Twitter, Linked In, Blogs, You Tube etc. •In Gloucestershire alone there are around 350,000 people on Facebook and Twitter all sharing news •Makes the traditional media list look quite manageable How do you manage the media?
- 9. •Gloucestershire Echo & Citizen, The Forester, Stroud News & Journal, Dursley Gazette, etc •South West Business (Local World online) •BBC Radio Gloucestershire, Heart FM etc •BBC TV West, ITV West etc •Cotswold Life, GL Magazine, etc •Punchline, G First Newsletter etc. •So Glos Gloucestershire’s local & regional media Media - online & offline
- 10. Dowty Propellers, Staverton February 4th 2015
- 13. Who is affected and hungry for information? •Employees •Customers •Suppliers •Local community •Trade Unions •Business organisations •Aerospace community
- 14. Most urgent questions… …are there any fatalities, any injuries, how serious, how many, what are they and to whom. What caused the fire, who or what is to blame, how’s the business affected and how are you putting things right.
- 15. Prepare statements & organise First point of contact Liaise with team internally Dowty Propellers learned that you need a dedicated and expert team to work with the media
- 16. Think long term Be very quick to say something Issue regular updates and ‘boss’ the time Be confident, proactive and professional:
- 17. Pictures, video, images Think ambassador s, partners etc Use best communicator in the business Other considerations to make a difference: Plan, practice and evaluate Never, ever no comment Monitor what’s being said. Don’t be afraid to challenge
- 18. What’s next for Dowty Propellers?
- 19. Thank you!
- 20. Welcome! Taking the drama out of a crisis 8th December 2015 Making your communities resilient A Somerset case study Julie Jupe, University of Bristol
- 21. 21 15 December 2015
- 22. A&S LRF
- 23. Our Plan
- 24. Media & Social Media
- 26. Key learning
- 27. What next
- 28. Welcome! Taking the drama out of a crisis 8th December 2015 Working together in Gloucestershire Role of the Local Resilience Forum Hilary Allison & Chris Jackson Gloucestershire Constabulary
- 29. In Gloucestershire … • Local Resilience Forum (LRF) • Strategic Group and sub groups • County-wide Strategic Group chaired by Deputy Chief Constable Rod Hansen • Principle mechanism for multi-agency co-operation under Civil Contingencies Act (CCA) 2004 • www.glosprepared.co.uk • @glosprepared
- 30. What is the LRF? ‘To co-ordinate effective and efficient integrated emergency management arrangements within the County of Gloucestershire and to meet the requirements of the Civil Contingencies Act 2004’.
- 31. Our plans… • The Local Resilience Forum (LRF) Warning and Informing Group (Communications Group) • The LRF Plan
- 32. The Communications sub-group… • Gloucestershire Police • Gloucestershire Fire & Rescue • Gloucestershire County Council • All local councils • Gloucestershire Hospitals NHS Found Trust • South West Ambulance Service NHS Found Trust • Public Health England • Environment Agency • Highways England • Water companies • Magnox • Gloucestershire Airport • Local media – BBC, Citizen & Echo
- 33. Our objectives • Providing public safety information • Providing timely, accurate and appropriate information to the public (including media) • Quick response to inaccurate reporting, speculation and undue criticism *especially in light of citizen journalism and social media • Assisting any investigation – using appeals for information and evidence
- 34. Our process • Police - lead agency for communication • Aim to issue initial holding statement to media and public within 20 minutes • Pre-planned safety statements issued by police and partners via media/social media • News releases issued and conferences arranged following Strategic Coordinating Group meetings
- 35. Communications roles The Gold Comms Officer will work with comms colleagues from police and other agencies and companies to… • issue information/appeals and arrange news conferences • identify, brief and prepare media spokespeople from each agency • monitor media and social media for news, issues, rumours, inaccuracies - respond if needed • manage media on site and at briefing centre
- 36. How we work • Police lead • Meet quarterly • Discuss upcoming incidents/events • Take part in role play exercises to test comms response in major incidents • Talks from local media/comms experts • Discuss learning from recent incidents • Update Warning and Informing Plan
- 37. Our communications principles • Accurate, timely and co-ordinated information • Briefings must be factual – avoid speculation • Inaccurate reports must be quickly countered • Clear public safety information reduces panic • Lead comms should issue holding statements • Coordination between agencies important • Internal comms vital - staff must be kept informed
- 41. How we can help • Advice and guidance • Warning and Informing Plan • Gloucestershire Prepared website – www.glosprepared.co.uk - advice for communities, families and businesses
- 42. Welcome! Taking the drama out of a crisis 8th December 2015 It’s all in the preparation! Top tips for planning for and managing crises Hilary Allison Gloucestershire Constabulary Office of the Police and Crime Commissioner
- 43. But … • 1994 – Cromwell Street murders (Fred & Rose West) • 1996 – Building of Newbury bypass • 1998 – High profile police sexual harassment cases • 1999 – Total eclipse of the sun • 1999/2000 – The Millennium • 2000 – Fuel crisis • 2001 – Foot & mouth disease • 2007 – Tewkesbury ‘back in business’ • 2013 – Pilot badger cull (national comms lead)
- 44. In that time… • Preparation key • “If you think preparation is expensive, try chaos!” (Met Police) • Many basic ‘rules’ remain: - have a plan, resource it, test it, update it - involve others, including partners - consider stakeholders – including staff - consider channels - work with media - prepare for anything - communicate, communicate, communicate!
- 45. Two major changes… • 24 hour media - increasing appetite for information - increasing communication channels - increasing time and space to fill - technology – information brought to us sooner • Social media (game changer) - rise of citizen journalism - proliferation of channels – film, video, photos - eye witness accounts - ‘news’ broken on social media - emergence of digital media biggest change crisis comms management (@hilaryallison 2011)
- 46. Opportunities and challenges… • Opportunities: - warn and inform - reach more people - broadcast film and photos - co-ordinate response and reassure - 24/7 facility - evidence of emerging situation - develop conversation and understanding - early warning system – anticipate issues (monitoring) - brand & reputation management – way major incidents managed subject of much comment while happening
- 47. Opportunities and challenges… • Challenges: - citizen journalism can lead to inaccuracy - opportunity for others to criticize/hamper efforts - pressure to give information asap (unchecked) - not always practical (if people have not facility) - danger of reputational or brand damage • Biggest impacts: - ability to escalate major incident - ability speed up process - fragment a strategic communications process
- 48. To illustrate that point… • Three M’s - mayhem – what, where, when, who? - mastermind – history, background - manhunt – fault, error, blame • Epilogue – long-term, trials, inquests, inquiries • Cycle – 20 hours Piper Alpha oil rig disaster (1988); three hours Clapham junction crash (1988) • Social/digital media = happen together • Eurostar (2009) case study of crisis communications in social media age as failed to grasp importance in communications approach
- 49. To illustrate that point… • Boston Bombing (2013): - importance of social media as policing tool apparent - within 10 minutes of bombing, Boston Police Department (BPD) Commissioner Edward Davis told his department to use social media - misinformation from professional media and social media, quickly corrected by the BPD - most accurate information was from official BDP Twitter account
- 50. To illustrate that point… • Charlie Hebdo (January 2015) - social media ahead of media and official updates - media filled vacuum - difficult to get overall picture - media too close? • Paris (November 2015) - news broke on social media - most talked about event in 2015 (Twitter)
- 51. Social and digital media … • Not just broadcast channel – chance for conversation • Must be within communications plan – ‘as well as’ other methods rather than ‘instead of’ • Must be resourced properly • Engagement starts now, not when major incident starts • Explore benefits of variety of channels • Within communications plan, social media platforms should be linked • Build social management and evaluation into your work at the start.
- 52. Welcome! Taking the drama out of a crisis 8th December 2015 Question Time Led by Nina Bartlett
- 53. Welcome! Taking the drama out of a crisis 8th December 2015 When is a product recall the right course of action? Discussion led by Nina Bartlett
- 54. Welcome! Taking the drama out of a crisis 8th December 2015 Thank You!
Editor's Notes
- When a big incident happens people now turn immediately to social media, and ‘traditional’ media now use it as a key source of information in real time Eg – switch to helicopter story Initial story entirely generated from tweets, quotes from tweets, pictures credited to @accounts, then video from youtube. Its at least an hour before ITV have their own people nearby to get pictures and information, even then, they are still using tweets from key organisations involved, as well as the public for majority of the story. It is about 3hours before their first ‘traditional’ report ie a journalist at the scene describing what has happened
- To illustrate how fast citizen journalism using social media happens we can look at the timeline of when Two killed after helicopter collides with crane in Vauxhall, London A stunt pilot and one other person were killed today after a helicopter collided with a high-rise crane in central London and plunged more than 700 feet to the busy streets below. Pete Barnes, who has piloted helicopters for movies such as Die Another Day, was alone in the aircraft amid thick cloud when it clipped the structure on top of one of Europe's largest skyscrapers. The AgustaWestland 109 Power hurtled to the ground and exploded into flames just yards from Vauxhall Station, claiming the lives of Mr Barnes and another person on the ground. Scotland Yard named the second man as 39-year-old Matthew Wood from Sutton, south London. A total of 12 people were also injured, including one person with a broken leg, although police said it was a "miracle" more were not injured.