This document provides an overview of a crisis management seminar that took place on December 8th, 2015. It includes the agenda for the seminar which covered topics like managing the media during a crisis, making communities resilient, and Gloucestershire's crisis response through their Local Resilience Forum. The document also summarizes some of the presentations, including a case study on managing media coverage of a factory fire, examples of community resilience planning in Somerset, and how different agencies in Gloucestershire work together during emergencies. Key advice discussed includes the importance of preparation, communication, and addressing rumors on social media.
Jim Proce - Leadership During an Emergency or DisasterJim Proce
1) Effective leadership during an emergency or disaster requires extensive pre-planning, including developing relationships and mutual aid agreements with other communities and agencies, and conducting training exercises to test emergency plans.
2) When a tornado struck the City of Rowlett, Texas on December 26, 2015, causing widespread damage, the city's emergency operations plan was activated and staff immediately began assessing conditions and coordinating response efforts.
3) Key aspects of the city's response included expediting damage assessments using GPS, coordinating preliminary damage assessments with FEMA and the state, and pursuing an alternative funding procedure to maximize debris removal reimbursement from FEMA. The presentation emphasizes the importance of planning, preparation, and learning from experience through debrief
This document outlines key information for responding to organizational crises. It identifies three types of crises: operational issues like accidents or attacks; ethical issues like corruption; and confected issues involving false claims. Crises also have three phases - initial mayhem, seeking experts to explain the situation, and assigning blame. When responding, an organization must demonstrate caring, being in control, and competence. Core messages that should be conveyed are concern for the situation, actions being taken, and maintaining broader organizational perspective. The document promotes being prepared for crises in advance through crisis planning services.
During a film project, the document discusses various aspects of filming and editing including blogging, equipment used, lighting setup, camera settings, difficulties encountered, and software used. Equipment issues arose when the camera was damaged, requiring additional filming sessions. Different lighting, camera settings, and software were used to achieve desired shots and edit the final piece.
This document provides an overview of plans for 2015 and an upcoming Annual General Meeting. It lists topics such as financial forecasts, management changes, and shareholder voting that will be addressed at the AGM on January 28th, 2015. The document gives a preview of matters to be discussed regarding company performance and direction for the new year.
CIPR South West Conference 2014 Speaker Presentation Slides CIPR South West
This document summarizes a presentation for the CIPR South West chapter. It includes information about CIPR membership benefits like networking and training opportunities. It promotes upcoming CIPR events in Cornwall and Bristol and provides the dates. It also discusses the importance of continuing professional development and collecting CPD points.
CIPR SW AGM 2015 Alastair McCapra Presentation CIPR South West
The document discusses strategies for the CIPR to make membership more meaningful. It mentions standing up for high professional standards in public relations through a code of conduct and continuous professional development. It also discusses reaching audiences beyond the industry to build trust in the profession.
Jim Proce - Leadership During an Emergency or DisasterJim Proce
1) Effective leadership during an emergency or disaster requires extensive pre-planning, including developing relationships and mutual aid agreements with other communities and agencies, and conducting training exercises to test emergency plans.
2) When a tornado struck the City of Rowlett, Texas on December 26, 2015, causing widespread damage, the city's emergency operations plan was activated and staff immediately began assessing conditions and coordinating response efforts.
3) Key aspects of the city's response included expediting damage assessments using GPS, coordinating preliminary damage assessments with FEMA and the state, and pursuing an alternative funding procedure to maximize debris removal reimbursement from FEMA. The presentation emphasizes the importance of planning, preparation, and learning from experience through debrief
This document outlines key information for responding to organizational crises. It identifies three types of crises: operational issues like accidents or attacks; ethical issues like corruption; and confected issues involving false claims. Crises also have three phases - initial mayhem, seeking experts to explain the situation, and assigning blame. When responding, an organization must demonstrate caring, being in control, and competence. Core messages that should be conveyed are concern for the situation, actions being taken, and maintaining broader organizational perspective. The document promotes being prepared for crises in advance through crisis planning services.
During a film project, the document discusses various aspects of filming and editing including blogging, equipment used, lighting setup, camera settings, difficulties encountered, and software used. Equipment issues arose when the camera was damaged, requiring additional filming sessions. Different lighting, camera settings, and software were used to achieve desired shots and edit the final piece.
This document provides an overview of plans for 2015 and an upcoming Annual General Meeting. It lists topics such as financial forecasts, management changes, and shareholder voting that will be addressed at the AGM on January 28th, 2015. The document gives a preview of matters to be discussed regarding company performance and direction for the new year.
CIPR South West Conference 2014 Speaker Presentation Slides CIPR South West
This document summarizes a presentation for the CIPR South West chapter. It includes information about CIPR membership benefits like networking and training opportunities. It promotes upcoming CIPR events in Cornwall and Bristol and provides the dates. It also discusses the importance of continuing professional development and collecting CPD points.
CIPR SW AGM 2015 Alastair McCapra Presentation CIPR South West
The document discusses strategies for the CIPR to make membership more meaningful. It mentions standing up for high professional standards in public relations through a code of conduct and continuous professional development. It also discusses reaching audiences beyond the industry to build trust in the profession.
The characters in the film were conventional protagonists and antagonists in horror films, with the protagonist being weak and wary while the antagonist seemed dominant and in control. However, the story plans to reveal that they are the same character. The roles are unconventional in that the male takes on the antagonist role usually portrayed by females, which research found made for a scarier horror film.
This document summarizes the agenda and proceedings of the CIPR South West annual general meeting and looks ahead to plans for 2015. It discusses the results from 2014, including a growing membership, events held across the region, and a successful PRide awards ceremony. The financial report shows increased income and a surplus for 2014. Elections were held for committee roles in 2015 and upcoming training events were announced in Exeter, Falmouth, and Swindon.
CIPR SW AGM 2015 Gemma McGratton, Synergy PresentationCIPR South West
The document provides tips and best practices for effective internal communication campaigns, highlighting the importance of understanding your audience, engaging champions, using creative approaches, getting stakeholder involvement, and measuring success. It also shares examples of successful internal communication campaigns that aligned employees with company vision and values or increased product sales through an integrated marketing approach. The overall message is that internal communication should be a strategic, insight-driven process that inspires engagement through dialogue and two-way participation.
CIPR SW Conference 2014 North Bristol NHS Trust 'move' presentation CIPR South West
The document summarizes the communication efforts around the move and opening of the new Southmead Hospital in Bristol, UK. An extensive public advertising campaign was conducted using various channels to inform people about changes to services and locations as staff and departments transferred from the old Frenchay Hospital site. Post-campaign research found high awareness of the moves and generally positive results, though some operational issues remained in the new hospital. Lessons centered on thorough planning, managing risks, and maintaining open communication.
The document discusses how a film portrays mental health, youth, and gender. It represents mental health as something negative that makes the protagonist seem out of control through ghostly voices and similar appearances to another character. Youth are shown as demoralized by a man living in an abandoned building he broke into. The film goes against horror conventions by portraying the woman as dominant over the scared male character.
Hijacking the news - Meningitis Now. South West Regional Group, 5 June 2015CharityComms
Richard Hudson, director of digital and marketing and Mark Hunt, head of communications, Meningitis Now
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
PRCA Expert Briefing - Issues and Crisis Management and the Evolving Media La...Philippe Jeanjean
Speakers: Jenny Holliday, Associate Director and Philippe Jeanjean, Head of Digital, Publicasity
Crisis and issues management has always been an important part of the communications mix, but does your current crisis strategy work in this evolving media landscape? Social media is shaping the news agenda by announcing events as they happen and documenting information that newspapers legally cannot report. What plans should you be making and how do you respond across multiple channels?
Crisis Communications in a Social Media AgeJim Rettew
The document discusses crisis communication strategies and lessons from BP's response to the 2010 Gulf of Mexico oil spill. It covers developing a crisis communication plan, monitoring social media, being prepared to respond quickly, and the importance of transparency, accountability and engaging stakeholders. It notes that BP was slow to acknowledge and respond to the spill on social media, and that their initial response focused on damage control rather than addressing public concerns, a mistake others can learn from.
What to do when your charity hits the headlines for the wrong reasons | Behin...CharityComms
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
This document provides an overview of serious incident reporting for charities. It begins by explaining why serious incident reporting is important, as charities are required to report serious incidents to the Charity Commission and declare them annually. It defines what constitutes a serious incident, such as fraud, safeguarding issues, or complaints that could damage a charity's reputation, beneficiaries or assets. It provides examples of serious incidents and advises when charities should report them, such as when reported to the police or if they present a significant risk. The document outlines the process for reporting a serious incident and common pitfalls to avoid, such as freedom of information requests, inadequate policies and procedures, and managing public relations.
Pink Slime. The Boy Scouts of America. Trayvon Martin. Each of these news stories started with an online petition that led to real, tangible impact. Each represents the power that people and organizations have today to engage and motivate hundreds and thousands of supporters to take action. The internet, social networks and mobile technology provide an unprecedented opportunity to increase the efficiency and impact of the time proven model of collective action, but you still need a story. Learn lessons from Change.org about how to not only tell a good story, but how to tell the right story.
Takeaways:
> Key elements of online campaigns that tell an engaging story for your cause, campaign or organization
> How to tell the right story to meet your objectives and align with your campaign strategies
> Overview of tactics to motivate supporters and create the biggest impact with your story, such as online petitions, social media, email, SMS, etc.
This webinar was presented on Tuesday, June 11 as part of the Tech Tuesday webinar series for nonprofits at 4good.org.
Slides 17-23 on storytelling narratives courtesy of Kate Stayman-London (http://katestaymanlondon.com).
Jane Jordan-Meier is an expert in crisis communication and the founder of a media training consultancy. She discusses how crisis communication has changed in the digital age. Social media is now central to crisis response and plans must account for platforms like Twitter and Facebook. Crises follow predictable reporting patterns and companies must have a strategy with clear stages and an "end game" in mind. Monitoring social media is crucial to respond quickly in the initial "golden hour" of a crisis.
A bus crash involving 102 Scouts in eastern Canada required a crisis communications response. The plan involved getting accurate facts quickly, assigning clear roles, providing regular updates to relevant parties like broadcasters, and keeping communication lines open using all available channels. Over the first 24 hours, the response team provided timely information as events unfolded and looked ahead to the next steps. By keeping messages consistent across media, they were able to successfully manage public information around the incident.
Social Science in the Public Sphere: Riots, Class and ImpactLSEImpactblog
Event on 2 July 2013 with Prof Tim Newburn discussing the Reading the Riots project and Prof Fiona Devine and Dr Sam Friedman discussing the Great British Class Survey.
The characters in the film were conventional protagonists and antagonists in horror films, with the protagonist being weak and wary while the antagonist seemed dominant and in control. However, the story plans to reveal that they are the same character. The roles are unconventional in that the male takes on the antagonist role usually portrayed by females, which research found made for a scarier horror film.
This document summarizes the agenda and proceedings of the CIPR South West annual general meeting and looks ahead to plans for 2015. It discusses the results from 2014, including a growing membership, events held across the region, and a successful PRide awards ceremony. The financial report shows increased income and a surplus for 2014. Elections were held for committee roles in 2015 and upcoming training events were announced in Exeter, Falmouth, and Swindon.
CIPR SW AGM 2015 Gemma McGratton, Synergy PresentationCIPR South West
The document provides tips and best practices for effective internal communication campaigns, highlighting the importance of understanding your audience, engaging champions, using creative approaches, getting stakeholder involvement, and measuring success. It also shares examples of successful internal communication campaigns that aligned employees with company vision and values or increased product sales through an integrated marketing approach. The overall message is that internal communication should be a strategic, insight-driven process that inspires engagement through dialogue and two-way participation.
CIPR SW Conference 2014 North Bristol NHS Trust 'move' presentation CIPR South West
The document summarizes the communication efforts around the move and opening of the new Southmead Hospital in Bristol, UK. An extensive public advertising campaign was conducted using various channels to inform people about changes to services and locations as staff and departments transferred from the old Frenchay Hospital site. Post-campaign research found high awareness of the moves and generally positive results, though some operational issues remained in the new hospital. Lessons centered on thorough planning, managing risks, and maintaining open communication.
The document discusses how a film portrays mental health, youth, and gender. It represents mental health as something negative that makes the protagonist seem out of control through ghostly voices and similar appearances to another character. Youth are shown as demoralized by a man living in an abandoned building he broke into. The film goes against horror conventions by portraying the woman as dominant over the scared male character.
Hijacking the news - Meningitis Now. South West Regional Group, 5 June 2015CharityComms
Richard Hudson, director of digital and marketing and Mark Hunt, head of communications, Meningitis Now
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
PRCA Expert Briefing - Issues and Crisis Management and the Evolving Media La...Philippe Jeanjean
Speakers: Jenny Holliday, Associate Director and Philippe Jeanjean, Head of Digital, Publicasity
Crisis and issues management has always been an important part of the communications mix, but does your current crisis strategy work in this evolving media landscape? Social media is shaping the news agenda by announcing events as they happen and documenting information that newspapers legally cannot report. What plans should you be making and how do you respond across multiple channels?
Crisis Communications in a Social Media AgeJim Rettew
The document discusses crisis communication strategies and lessons from BP's response to the 2010 Gulf of Mexico oil spill. It covers developing a crisis communication plan, monitoring social media, being prepared to respond quickly, and the importance of transparency, accountability and engaging stakeholders. It notes that BP was slow to acknowledge and respond to the spill on social media, and that their initial response focused on damage control rather than addressing public concerns, a mistake others can learn from.
What to do when your charity hits the headlines for the wrong reasons | Behin...CharityComms
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
This document provides an overview of serious incident reporting for charities. It begins by explaining why serious incident reporting is important, as charities are required to report serious incidents to the Charity Commission and declare them annually. It defines what constitutes a serious incident, such as fraud, safeguarding issues, or complaints that could damage a charity's reputation, beneficiaries or assets. It provides examples of serious incidents and advises when charities should report them, such as when reported to the police or if they present a significant risk. The document outlines the process for reporting a serious incident and common pitfalls to avoid, such as freedom of information requests, inadequate policies and procedures, and managing public relations.
Pink Slime. The Boy Scouts of America. Trayvon Martin. Each of these news stories started with an online petition that led to real, tangible impact. Each represents the power that people and organizations have today to engage and motivate hundreds and thousands of supporters to take action. The internet, social networks and mobile technology provide an unprecedented opportunity to increase the efficiency and impact of the time proven model of collective action, but you still need a story. Learn lessons from Change.org about how to not only tell a good story, but how to tell the right story.
Takeaways:
> Key elements of online campaigns that tell an engaging story for your cause, campaign or organization
> How to tell the right story to meet your objectives and align with your campaign strategies
> Overview of tactics to motivate supporters and create the biggest impact with your story, such as online petitions, social media, email, SMS, etc.
This webinar was presented on Tuesday, June 11 as part of the Tech Tuesday webinar series for nonprofits at 4good.org.
Slides 17-23 on storytelling narratives courtesy of Kate Stayman-London (http://katestaymanlondon.com).
Jane Jordan-Meier is an expert in crisis communication and the founder of a media training consultancy. She discusses how crisis communication has changed in the digital age. Social media is now central to crisis response and plans must account for platforms like Twitter and Facebook. Crises follow predictable reporting patterns and companies must have a strategy with clear stages and an "end game" in mind. Monitoring social media is crucial to respond quickly in the initial "golden hour" of a crisis.
A bus crash involving 102 Scouts in eastern Canada required a crisis communications response. The plan involved getting accurate facts quickly, assigning clear roles, providing regular updates to relevant parties like broadcasters, and keeping communication lines open using all available channels. Over the first 24 hours, the response team provided timely information as events unfolded and looked ahead to the next steps. By keeping messages consistent across media, they were able to successfully manage public information around the incident.
Social Science in the Public Sphere: Riots, Class and ImpactLSEImpactblog
Event on 2 July 2013 with Prof Tim Newburn discussing the Reading the Riots project and Prof Fiona Devine and Dr Sam Friedman discussing the Great British Class Survey.
This document appears to be a presentation about social media and crisis communications. It discusses how news now spreads rapidly on social media, with many potential sources of information. It emphasizes the importance of being prepared for crises, having a plan to respond quickly through the "5 Rs", and learning from past examples like the Boston Marathon bombing where misinformation spread initially. The overall message is that organizations need to change how they use social media for crisis situations before a disaster occurs to respond effectively.
Raising your media profile: how to grab media attention - Allied Health Prof...Sue Featherstone
How to grab media attention
If you want people to know what you do and how you do it and why what you do is important, you need to TELL them.
Being featured in newspapers, magazines and on TV and radio is a great way to spread the word and raise your media profile.
Unfortunately, lots of other people are also competing for that media space so, to help you get ahead of the competition, here are a few simple tips on how to grab media attention.
Time & Talents Opening Doors Event PresentationDawn Newton
This event is for leaders from businesses and charities to share their experiences and ideas around employee volunteering within the workplace. This is a great way to learn more about this topic, about each other and also contribute your own thoughts to generate interesting discussions and future volunteering collaborations.
Volunteering isn’t just about outreach into the community but can also be a way to involve people in the workplace and allow both sides to gain new experiences, insights & share skills.
The document outlines public relations and media activities conducted by nineteen67 to promote the Kite Mosquito Patch, including press releases, media interviews, securing coverage in over 400 publications globally, and helping the product's Indiegogo campaign exceed its $75,000 goal by over $480,000. The campaign generated an estimated $30 million in advertising value equivalents from its extensive international media coverage, reaching over 3.5 billion adults.
This document discusses efforts to increase the impact of research on secrecy and intelligence from a project called "Landscapes of Secrecy". It describes engaging with the media, websites, museums, and policymakers to disseminate the research findings. It outlines proposals for follow-on funding, including workshops and drafting policy briefs. Key lessons discussed are developing long-term relationships with a few "impact buddies", involving stakeholders from the start of research, and positioning the work to inform current policy debates.
Meals on Wheels found it was perceived as too successful and had poor penetration into Millennial audiences. It sought to reinvigorate its brand and drive change across the organisation. Delegates will hear in just 15 minutes the story of how Meals on Wheels rebranded to give an optimistic outlook and put people are the center of its brand strategy. Having changed its messaging from the traditional guilt inducing tone, the voice is now positive and the brand is driving forward, steadily gaining momentum.
This document discusses how museums can prepare for, survive, and thrive after experiencing a major disaster. It provides recommendations for developing an emergency plan, such as creating disaster-related documents on Google Drive, inviting a conservator to assess the museum, building relationships with local politicians and insurance companies, and being able to update the museum's website remotely. The emergency plan should include maps of collections, contact lists for service providers, and organized phone numbers. After a disaster, volunteers can help assess damage, clean, and inventory collections while ensuring safety. The emergency plan can help museums effectively respond by determining who to contact first and making decisions about insurance qualifications and coverage.
Similar to Communicating during a major incident cipr (20)
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
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
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
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
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.
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.