This document outlines strategies for developing an effective crisis communication plan to prepare for and respond to hazardous material releases or other catastrophic events. It discusses establishing a crisis management team, creating communication plans and training protocols like tabletop exercises. Key elements include identifying likely crisis scenarios, designating spokesperson(s), managing media interactions, and conducting post-event reviews to improve future response efforts. The overall goal is to effectively communicate with all stakeholders during an emergency response.
This document provides a checklist and guidelines for communications during a live incident or crisis. It outlines actions to be taken, including obtaining all relevant information, informing internal and external stakeholders, agreeing on approval protocols, scheduling meetings and calls with other organizations, preparing key messages and materials like statements, FAQs, and visuals, designating spokespeople, tracking media requests and social media posts, responding to inquiries, reviewing monitoring reports, and identifying additional stakeholders to reach. Responsibilities and deadlines are assigned for each action.
An update on applicable regulations for cranes, operator certification, signalperson and rigger certification for the state of California related to Cal/OSHA.
This short document contains 3 photos credited to different photographers and suggests that the reader may be inspired to create their own presentation on SlideShare using Haiku Deck. It showcases images from mindgutter, Furryscaly and Rajiv Patel and encourages the viewer to get started making their own Haiku Deck presentation.
Hazardous Waste Manifest - the new eManifest RuleAbby Ferri
The EPA is transitioning the paper-based hazardous waste manifest system to a national electronic system (e-Manifest) by October 2015. The e-Manifest system will track hazardous waste shipments electronically from generators to disposal facilities. A rule establishing user fees to fund the system will be finalized in 2014. Generators, transporters, and disposal facilities should prepare for the transition by communicating with EPA and each other, and monitoring the EPA's website for updates.
Haiku Deck is a presentation platform that allows users to create Haiku-style slideshows. The document encourages the reader to get started creating their own Haiku Deck presentation on SlideShare by providing a link to do so. It aims to inspire the reader to try out Haiku Deck's unique presentation style.
This document contains a collection of photos credited to different photographers including The U.S. Army, Camera Eye Photography, and others. The final line suggests that the viewer may be inspired to create their own presentation using Haiku Deck on SlideShare.
The document discusses gamification and instructional design. It defines gamification as applying game elements to non-game activities to encourage engagement. Instructional design aims to gain and maintain student attention, set objectives, assess prior knowledge, and facilitate learning through stimulating material and feedback. The document provides examples of gamification techniques like badges, awards, and social elements to increase engagement for training. It encourages leveraging existing materials and incentives to introduce gamification and make learning more memorable and skills more transferable to the workplace.
This document provides a checklist and guidelines for communications during a live incident or crisis. It outlines actions to be taken, including obtaining all relevant information, informing internal and external stakeholders, agreeing on approval protocols, scheduling meetings and calls with other organizations, preparing key messages and materials like statements, FAQs, and visuals, designating spokespeople, tracking media requests and social media posts, responding to inquiries, reviewing monitoring reports, and identifying additional stakeholders to reach. Responsibilities and deadlines are assigned for each action.
An update on applicable regulations for cranes, operator certification, signalperson and rigger certification for the state of California related to Cal/OSHA.
This short document contains 3 photos credited to different photographers and suggests that the reader may be inspired to create their own presentation on SlideShare using Haiku Deck. It showcases images from mindgutter, Furryscaly and Rajiv Patel and encourages the viewer to get started making their own Haiku Deck presentation.
Hazardous Waste Manifest - the new eManifest RuleAbby Ferri
The EPA is transitioning the paper-based hazardous waste manifest system to a national electronic system (e-Manifest) by October 2015. The e-Manifest system will track hazardous waste shipments electronically from generators to disposal facilities. A rule establishing user fees to fund the system will be finalized in 2014. Generators, transporters, and disposal facilities should prepare for the transition by communicating with EPA and each other, and monitoring the EPA's website for updates.
Haiku Deck is a presentation platform that allows users to create Haiku-style slideshows. The document encourages the reader to get started creating their own Haiku Deck presentation on SlideShare by providing a link to do so. It aims to inspire the reader to try out Haiku Deck's unique presentation style.
This document contains a collection of photos credited to different photographers including The U.S. Army, Camera Eye Photography, and others. The final line suggests that the viewer may be inspired to create their own presentation using Haiku Deck on SlideShare.
The document discusses gamification and instructional design. It defines gamification as applying game elements to non-game activities to encourage engagement. Instructional design aims to gain and maintain student attention, set objectives, assess prior knowledge, and facilitate learning through stimulating material and feedback. The document provides examples of gamification techniques like badges, awards, and social elements to increase engagement for training. It encourages leveraging existing materials and incentives to introduce gamification and make learning more memorable and skills more transferable to the workplace.
This document promotes the creation of presentations on Haiku Deck by showcasing photos from various photographers. It encourages the viewer to get started making their own Haiku Deck presentation by uploading photos on SlideShare. The brief text is accompanied by sample photos to inspire visual storytelling through photo presentations.
This document contains definitions, standards, and acronyms related to OSHA regulations. It includes definitions for terms like excavation, scaffold, competent person, and ground fault circuit interrupter. It lists the OSHA standards for construction as 29CFR1926 and describes the General Duty Clause as requiring employers to provide a safe workplace. It also addresses fall protection requirements, prohibited uses of body belts, and acronyms like OSHA, ANSI, ACGIH, PFAS, and SENRAC.
This presentation was given by Abby Ferri, CSP at the 2016 Craft Brewers Conference as part of the first ever Safety Track of educational sessions available to brewers.
Beyond employee safety, breweries must consider the safety of non-employees who enter their place of business. Contractors, visitors, tour guests, and truck drivers are only a small part of the list of third parties that may enter a brewery.
This presentation was originally presented as a webinar for ASSE's first ever Young Professionals Open Call. The target audience was safety professionals and the material reflects that.
*note to end user* Please review the slides and update the information as you need for your class! This program is vintage, and a part of safety history. It is up to you to bring it into modern times!
The document contains instructions for playing a game of Wheel of Fortune using a PowerPoint presentation. It explains that teams take turns guessing letters in answers to questions until they either get a question right or make an incorrect guess, at which point it becomes the other team's turn. Points are awarded for correct answers, and the team with the most points at the end of all questions wins.
Based on the flowcharts, how would you respond as the organization in each situation?
For Subway: This would likely be classified as an accidental crisis with low damage and no victims. An appropriate response would be clarification - acknowledge the size issue and commit to addressing it.
For Children's Hospital: This involves victims (the family) and likely high damage due to the serious medical outcome. An appropriate initial response would be mortification - express regret/apology for the outcome and commit to investigating how it occurred to prevent future occurrences.
Crisis Communications Webinar - June 10Ted Skinner
Staying Ahead of the Game: The Steps to Effective Crisis Communications Planning
Don't wait for a crisis to hit before considering your communications strategy. Getting caught off guard can mean the difference between success and failure, especially if your competitors are quick to respond. Take action today to ensure tomorrow's stability.
> Planning for crisis incidents and overcoming resistance
> Engaging in rapid response
> Putting crisis plans into action
> The role of social media in a crisis
Moderator: Ted Skinner, Vice President, Public Relations Products, PR Newswire
Panelists:
Anne Sceia Klein, APR, Fellow PRSA, President, Anne Klein Communications Group, LLC
Irv Lipp, Principal, LippService LLC
David Weiner, Senior Account Manager, PR Newswire
The document discusses the importance of being prepared for various crises and disruptive events. It outlines many challenges organizations may face during crises related to infrastructure damage, communications, travel, insurance, and emergency plans. The key is taking an integrated approach to crisis management by linking operations and communications plans, conducting risk assessments, prevention activities, response planning, training, and reputation management before, during and after a crisis occurs. Maintaining communication is cited as the primary challenge during disasters.
CIS 349 Info Tech Audit and Control· Assignment 1 Designing F.docxclarebernice
CIS 349 Info Tech Audit and Control
· Assignment 1: Designing FERPA Technical Safeguards
Due Week 2 and worth 100 points
Imagine you are an Information Security consultant for a small college registrar’s office consisting of the registrar and two (2) assistant registrars, two (2) student workers, and one (1) receptionist. The office is physically located near several other office spaces. The assistant registrars utilize mobile devices over a wireless network to access student records, with the electronic student records being stored on a server located in the building. Additionally, each registrar’s office has a desktop computer that utilizes a wired network to access the server and electronic student records. The receptionist station has a desktop computer that is used to schedule appointments, but cannot access student records. In 1974, Congress enacted the Family Educational Rights and Privacy Act (FERPA) to help protect the integrity of student records. The college has hired you to ensure technical safeguards are appropriately designed to preserve the integrity of the student records maintained in the registrar’s office.
Write a three to five (3-5) page paper in which you:
1. Analyze proper physical access control safeguards and provide sound recommendations to be employed in the registrar’s office.
2. Recommend the proper audit controls to be employed in the registrar’s office.
3. Suggest three (3) logical access control methods to restrict unauthorized entities from accessing sensitive information, and explain why you suggested each method.
4. Analyze the means in which data moves within the organization and identify techniques that may be used to provide transmission security safeguards.
5. Use at least three (3) quality resources in this assignment. Note: Wikipedia and similar Websites do not qualify as quality resources.
Your assignment must follow these formatting requirements:
. Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.
. Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.
The specific course learning outcomes associated with this assignment are:
. Describe the role of information systems security (ISS) compliance and its relationship to U.S. compliance laws.
. Use technology and information resources to research issues in security strategy and policy formation.
. Write clearly and concisely about topics related to information technology audit and control using proper writing mechanics and technical style conventions.
Questions CHP1
1. Discuss Fink’s four stages of a crisis by describing what happened at each stage of a crisis that has been in the public eye recently or ...
Preparing a social media crisis response planPrayukth K V
This document discusses best practices for responding to crises on social media. It begins by defining a crisis and outlining potential risks like reputational damage, misinformation, security issues, and lack of control. It then explores internal and external sources of crises and factors to consider like speed of response, visibility, unpredictability, and lack of control of social media. The document outlines phases of anticipation, response, reassurance, and lessons learned. It provides detailed guidance on preparing a crisis team and plan, responding appropriately, communicating effectively, and recovering reputation through acknowledgement, corrective action, and reassurance.
Handling Crisis: The Power of Protocol (2)Kyle Golding
This document provides an overview of crisis communication protocols and best practices. It defines what constitutes an organizational crisis and differentiates crises from risks, disasters, and emergencies. The document outlines the typical stages of a crisis and emphasizes the importance of preparation, even for unplanned crises. It provides guidance on responding quickly while prioritizing accuracy over speed and discusses misconceptions around crisis communication. Finally, it compares crisis protocols to plans and provides elements that make for an effective protocol.
The document provides guidance on crisis management and communications. It stresses the importance of being prepared for a crisis through having a crisis management plan, conducting drills, and providing media training. It also emphasizes taking responsibility, being transparent, and maintaining trust with stakeholders. Examples are given of companies that effectively managed crises by following best practices around preparation, communication, and post-crisis review.
This document discusses effective communication strategies during crisis situations. It emphasizes the importance of telling the full story quickly and truthfully. An effective crisis communication plan should maintain connectivity, accessibility, empathy, security, and multi-channel communications. The plan should detail roles and responsibilities of a crisis communication team. Internal communication includes media strategy and public statements. External communication involves press releases, conferences, and fact sheets to respond quickly and regain public trust. After a crisis, organizations should compensate victims, admit mistakes, listen to concerns, and fix issues to rebuild their brand and image.
On September 11, 2007 Dan Keeney, APR was a general session speaker at Dam Safety '07, the annual conference of the Association of State Dam Safety Officials. His session, "Dam Safety in the News" looked at the roles and responsibilities of subject matter experts in times of intense scrutiny.
Handling Crisis: The Power of ProtocolKyle Golding
This document provides an overview of crisis communication protocols and best practices. It defines a crisis as an unexpected event that threatens an organization's goals and creates uncertainty. A protocol is described as a framework that outlines communication processes rather than prescribing specific responses. An effective protocol clearly defines roles and responsibilities, provides guidelines based on organizational values, and includes contact information for crisis teams. The document advises that crisis plans become obsolete quickly, while protocols provide a flexible framework to navigate any crisis efficiently.
1
Beacon International College
Major Incident and Crisis Management (HLT5052)
Level 5.
COURSE OUTLINE AND ASSESSMENT BRIEF
Module: Major Incident and Crisis Management
Tutor: Mohan Balagopal ([email protected])
Assessment type: Individual written assignment (100% weighting)
Aims: This module will provide students with a significant understanding of Major
Incident and Crisis Management planning in an event context and how this
translates into a practical operational time sensitive plan involving the various key
stakeholders. Students will be able to identify the range of stakeholders involved in
such processes and the strategies and operational practices they are required to
implement in relation to major incidents and crises.
Learning outcomes: By the end of the module, students will be able to: -
1. Clarify what a major incident is and a typical sequence of events surrounding major incidents
2. Assess the practical benefits of Major Incident and Crisis Management
3. Discuss the roles and responsibilities of the range of stakeholders involved in major incident and crisis
management and understand the content of a Major Incident and Crisis Management plan
4. Research and develop an operational Major Incident and Crisis Management plan
5. Apply the content of an effective time sensitive Major Incident and Crisis Management plan to an event
scenario
Indicative content
Major incidents at events, exploring their effects and impacts
Event planning pre and post and damage limitation
Corporate identity and protection in crisis
Media - Management, operations and responsibilities
UK and European Health and Safety Legislation and regulations
Duty of Care and the social responsibility of the event and the management team
Stakeholder liaison, management, interactions and responsibilities
Table top planning, design, operation, planning and responsibilities
Management issues within the event sector
Major Incident and Crisis Management practical workshops & role play
Major Incident and Crisis Management plan and other supporting documentation
Environmental and sustainability issues in relation to Major Incident and Crisis Management
Required reading
‒ Bernstein, D. (2011) Manager's guide to Crisis Management. London: McGraw-Hill Education
Publishing.
‒ Crandall, W. (2013) Crisis management (2nd Edition). London: Sage.
‒ Fernandez, L; Merzer, M. (2003) Jane’s Crisis Communications Handbook. Surrey: Janes information
group. (Available as an E Book)
mailto:[email protected]
https://www.google.co.uk/search?client=safari&rls=en&q=%E2%80%A2+Bernstein,+DA.+(2011)+Manager's+guide+to+Crisis+Management+London+Silvers,+R.+(2008)+Risk+Management+for+Meetings+and+Events.+Oxford+(UK)+:+Elsevier+Butterworth-Heinemann+Publishing&spell=1&sa=X&ved=0ahUKEwjhsd-plpDKAhUDRhQKHVSKAr4QBQgaKAA
2
‒ Fagel, M. (2013) Crisis Management and Emergency Planning: ...
1 Beacon International College Major Incident anAbbyWhyte974
1
Beacon International College
Major Incident and Crisis Management (HLT5052)
Level 5.
COURSE OUTLINE AND ASSESSMENT BRIEF
Module: Major Incident and Crisis Management
Tutor: Mohan Balagopal ([email protected])
Assessment type: Individual written assignment (100% weighting)
Aims: This module will provide students with a significant understanding of Major
Incident and Crisis Management planning in an event context and how this
translates into a practical operational time sensitive plan involving the various key
stakeholders. Students will be able to identify the range of stakeholders involved in
such processes and the strategies and operational practices they are required to
implement in relation to major incidents and crises.
Learning outcomes: By the end of the module, students will be able to: -
1. Clarify what a major incident is and a typical sequence of events surrounding major incidents
2. Assess the practical benefits of Major Incident and Crisis Management
3. Discuss the roles and responsibilities of the range of stakeholders involved in major incident and crisis
management and understand the content of a Major Incident and Crisis Management plan
4. Research and develop an operational Major Incident and Crisis Management plan
5. Apply the content of an effective time sensitive Major Incident and Crisis Management plan to an event
scenario
Indicative content
Major incidents at events, exploring their effects and impacts
Event planning pre and post and damage limitation
Corporate identity and protection in crisis
Media - Management, operations and responsibilities
UK and European Health and Safety Legislation and regulations
Duty of Care and the social responsibility of the event and the management team
Stakeholder liaison, management, interactions and responsibilities
Table top planning, design, operation, planning and responsibilities
Management issues within the event sector
Major Incident and Crisis Management practical workshops & role play
Major Incident and Crisis Management plan and other supporting documentation
Environmental and sustainability issues in relation to Major Incident and Crisis Management
Required reading
‒ Bernstein, D. (2011) Manager's guide to Crisis Management. London: McGraw-Hill Education
Publishing.
‒ Crandall, W. (2013) Crisis management (2nd Edition). London: Sage.
‒ Fernandez, L; Merzer, M. (2003) Jane’s Crisis Communications Handbook. Surrey: Janes information
group. (Available as an E Book)
mailto:[email protected]
https://www.google.co.uk/search?client=safari&rls=en&q=%E2%80%A2+Bernstein,+DA.+(2011)+Manager's+guide+to+Crisis+Management+London+Silvers,+R.+(2008)+Risk+Management+for+Meetings+and+Events.+Oxford+(UK)+:+Elsevier+Butterworth-Heinemann+Publishing&spell=1&sa=X&ved=0ahUKEwjhsd-plpDKAhUDRhQKHVSKAr4QBQgaKAA
2
‒ Fagel, M. (2013) Crisis Management and Emergency Planning: ...
1 beacon international college major incident anUMAR48665
This document provides an outline for a course module on Major Incident and Crisis Management. The module aims to provide an understanding of planning for major incidents and crises in event contexts. Students will learn about identifying stakeholders, developing management strategies and operational plans. They will complete an individual written assignment to develop an operational crisis management plan for a hypothetical event scenario. The plan must address communication strategies, roles and responsibilities of stakeholders, and contingency plans for different types of potential crises. Students will be assessed based on the comprehensiveness of their plan, research, referencing, and application of course concepts.
Dan Keeney, APR of DPK Public Relations was a featured presenter at the 2007 conference of the Insurance and Financial Communicators Association to discuss the fundamentals of crisis planning, response and recovery.
This document promotes the creation of presentations on Haiku Deck by showcasing photos from various photographers. It encourages the viewer to get started making their own Haiku Deck presentation by uploading photos on SlideShare. The brief text is accompanied by sample photos to inspire visual storytelling through photo presentations.
This document contains definitions, standards, and acronyms related to OSHA regulations. It includes definitions for terms like excavation, scaffold, competent person, and ground fault circuit interrupter. It lists the OSHA standards for construction as 29CFR1926 and describes the General Duty Clause as requiring employers to provide a safe workplace. It also addresses fall protection requirements, prohibited uses of body belts, and acronyms like OSHA, ANSI, ACGIH, PFAS, and SENRAC.
This presentation was given by Abby Ferri, CSP at the 2016 Craft Brewers Conference as part of the first ever Safety Track of educational sessions available to brewers.
Beyond employee safety, breweries must consider the safety of non-employees who enter their place of business. Contractors, visitors, tour guests, and truck drivers are only a small part of the list of third parties that may enter a brewery.
This presentation was originally presented as a webinar for ASSE's first ever Young Professionals Open Call. The target audience was safety professionals and the material reflects that.
*note to end user* Please review the slides and update the information as you need for your class! This program is vintage, and a part of safety history. It is up to you to bring it into modern times!
The document contains instructions for playing a game of Wheel of Fortune using a PowerPoint presentation. It explains that teams take turns guessing letters in answers to questions until they either get a question right or make an incorrect guess, at which point it becomes the other team's turn. Points are awarded for correct answers, and the team with the most points at the end of all questions wins.
Based on the flowcharts, how would you respond as the organization in each situation?
For Subway: This would likely be classified as an accidental crisis with low damage and no victims. An appropriate response would be clarification - acknowledge the size issue and commit to addressing it.
For Children's Hospital: This involves victims (the family) and likely high damage due to the serious medical outcome. An appropriate initial response would be mortification - express regret/apology for the outcome and commit to investigating how it occurred to prevent future occurrences.
Crisis Communications Webinar - June 10Ted Skinner
Staying Ahead of the Game: The Steps to Effective Crisis Communications Planning
Don't wait for a crisis to hit before considering your communications strategy. Getting caught off guard can mean the difference between success and failure, especially if your competitors are quick to respond. Take action today to ensure tomorrow's stability.
> Planning for crisis incidents and overcoming resistance
> Engaging in rapid response
> Putting crisis plans into action
> The role of social media in a crisis
Moderator: Ted Skinner, Vice President, Public Relations Products, PR Newswire
Panelists:
Anne Sceia Klein, APR, Fellow PRSA, President, Anne Klein Communications Group, LLC
Irv Lipp, Principal, LippService LLC
David Weiner, Senior Account Manager, PR Newswire
The document discusses the importance of being prepared for various crises and disruptive events. It outlines many challenges organizations may face during crises related to infrastructure damage, communications, travel, insurance, and emergency plans. The key is taking an integrated approach to crisis management by linking operations and communications plans, conducting risk assessments, prevention activities, response planning, training, and reputation management before, during and after a crisis occurs. Maintaining communication is cited as the primary challenge during disasters.
CIS 349 Info Tech Audit and Control· Assignment 1 Designing F.docxclarebernice
CIS 349 Info Tech Audit and Control
· Assignment 1: Designing FERPA Technical Safeguards
Due Week 2 and worth 100 points
Imagine you are an Information Security consultant for a small college registrar’s office consisting of the registrar and two (2) assistant registrars, two (2) student workers, and one (1) receptionist. The office is physically located near several other office spaces. The assistant registrars utilize mobile devices over a wireless network to access student records, with the electronic student records being stored on a server located in the building. Additionally, each registrar’s office has a desktop computer that utilizes a wired network to access the server and electronic student records. The receptionist station has a desktop computer that is used to schedule appointments, but cannot access student records. In 1974, Congress enacted the Family Educational Rights and Privacy Act (FERPA) to help protect the integrity of student records. The college has hired you to ensure technical safeguards are appropriately designed to preserve the integrity of the student records maintained in the registrar’s office.
Write a three to five (3-5) page paper in which you:
1. Analyze proper physical access control safeguards and provide sound recommendations to be employed in the registrar’s office.
2. Recommend the proper audit controls to be employed in the registrar’s office.
3. Suggest three (3) logical access control methods to restrict unauthorized entities from accessing sensitive information, and explain why you suggested each method.
4. Analyze the means in which data moves within the organization and identify techniques that may be used to provide transmission security safeguards.
5. Use at least three (3) quality resources in this assignment. Note: Wikipedia and similar Websites do not qualify as quality resources.
Your assignment must follow these formatting requirements:
. Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.
. Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.
The specific course learning outcomes associated with this assignment are:
. Describe the role of information systems security (ISS) compliance and its relationship to U.S. compliance laws.
. Use technology and information resources to research issues in security strategy and policy formation.
. Write clearly and concisely about topics related to information technology audit and control using proper writing mechanics and technical style conventions.
Questions CHP1
1. Discuss Fink’s four stages of a crisis by describing what happened at each stage of a crisis that has been in the public eye recently or ...
Preparing a social media crisis response planPrayukth K V
This document discusses best practices for responding to crises on social media. It begins by defining a crisis and outlining potential risks like reputational damage, misinformation, security issues, and lack of control. It then explores internal and external sources of crises and factors to consider like speed of response, visibility, unpredictability, and lack of control of social media. The document outlines phases of anticipation, response, reassurance, and lessons learned. It provides detailed guidance on preparing a crisis team and plan, responding appropriately, communicating effectively, and recovering reputation through acknowledgement, corrective action, and reassurance.
Handling Crisis: The Power of Protocol (2)Kyle Golding
This document provides an overview of crisis communication protocols and best practices. It defines what constitutes an organizational crisis and differentiates crises from risks, disasters, and emergencies. The document outlines the typical stages of a crisis and emphasizes the importance of preparation, even for unplanned crises. It provides guidance on responding quickly while prioritizing accuracy over speed and discusses misconceptions around crisis communication. Finally, it compares crisis protocols to plans and provides elements that make for an effective protocol.
The document provides guidance on crisis management and communications. It stresses the importance of being prepared for a crisis through having a crisis management plan, conducting drills, and providing media training. It also emphasizes taking responsibility, being transparent, and maintaining trust with stakeholders. Examples are given of companies that effectively managed crises by following best practices around preparation, communication, and post-crisis review.
This document discusses effective communication strategies during crisis situations. It emphasizes the importance of telling the full story quickly and truthfully. An effective crisis communication plan should maintain connectivity, accessibility, empathy, security, and multi-channel communications. The plan should detail roles and responsibilities of a crisis communication team. Internal communication includes media strategy and public statements. External communication involves press releases, conferences, and fact sheets to respond quickly and regain public trust. After a crisis, organizations should compensate victims, admit mistakes, listen to concerns, and fix issues to rebuild their brand and image.
On September 11, 2007 Dan Keeney, APR was a general session speaker at Dam Safety '07, the annual conference of the Association of State Dam Safety Officials. His session, "Dam Safety in the News" looked at the roles and responsibilities of subject matter experts in times of intense scrutiny.
Handling Crisis: The Power of ProtocolKyle Golding
This document provides an overview of crisis communication protocols and best practices. It defines a crisis as an unexpected event that threatens an organization's goals and creates uncertainty. A protocol is described as a framework that outlines communication processes rather than prescribing specific responses. An effective protocol clearly defines roles and responsibilities, provides guidelines based on organizational values, and includes contact information for crisis teams. The document advises that crisis plans become obsolete quickly, while protocols provide a flexible framework to navigate any crisis efficiently.
1
Beacon International College
Major Incident and Crisis Management (HLT5052)
Level 5.
COURSE OUTLINE AND ASSESSMENT BRIEF
Module: Major Incident and Crisis Management
Tutor: Mohan Balagopal ([email protected])
Assessment type: Individual written assignment (100% weighting)
Aims: This module will provide students with a significant understanding of Major
Incident and Crisis Management planning in an event context and how this
translates into a practical operational time sensitive plan involving the various key
stakeholders. Students will be able to identify the range of stakeholders involved in
such processes and the strategies and operational practices they are required to
implement in relation to major incidents and crises.
Learning outcomes: By the end of the module, students will be able to: -
1. Clarify what a major incident is and a typical sequence of events surrounding major incidents
2. Assess the practical benefits of Major Incident and Crisis Management
3. Discuss the roles and responsibilities of the range of stakeholders involved in major incident and crisis
management and understand the content of a Major Incident and Crisis Management plan
4. Research and develop an operational Major Incident and Crisis Management plan
5. Apply the content of an effective time sensitive Major Incident and Crisis Management plan to an event
scenario
Indicative content
Major incidents at events, exploring their effects and impacts
Event planning pre and post and damage limitation
Corporate identity and protection in crisis
Media - Management, operations and responsibilities
UK and European Health and Safety Legislation and regulations
Duty of Care and the social responsibility of the event and the management team
Stakeholder liaison, management, interactions and responsibilities
Table top planning, design, operation, planning and responsibilities
Management issues within the event sector
Major Incident and Crisis Management practical workshops & role play
Major Incident and Crisis Management plan and other supporting documentation
Environmental and sustainability issues in relation to Major Incident and Crisis Management
Required reading
‒ Bernstein, D. (2011) Manager's guide to Crisis Management. London: McGraw-Hill Education
Publishing.
‒ Crandall, W. (2013) Crisis management (2nd Edition). London: Sage.
‒ Fernandez, L; Merzer, M. (2003) Jane’s Crisis Communications Handbook. Surrey: Janes information
group. (Available as an E Book)
mailto:[email protected]
https://www.google.co.uk/search?client=safari&rls=en&q=%E2%80%A2+Bernstein,+DA.+(2011)+Manager's+guide+to+Crisis+Management+London+Silvers,+R.+(2008)+Risk+Management+for+Meetings+and+Events.+Oxford+(UK)+:+Elsevier+Butterworth-Heinemann+Publishing&spell=1&sa=X&ved=0ahUKEwjhsd-plpDKAhUDRhQKHVSKAr4QBQgaKAA
2
‒ Fagel, M. (2013) Crisis Management and Emergency Planning: ...
1 Beacon International College Major Incident anAbbyWhyte974
1
Beacon International College
Major Incident and Crisis Management (HLT5052)
Level 5.
COURSE OUTLINE AND ASSESSMENT BRIEF
Module: Major Incident and Crisis Management
Tutor: Mohan Balagopal ([email protected])
Assessment type: Individual written assignment (100% weighting)
Aims: This module will provide students with a significant understanding of Major
Incident and Crisis Management planning in an event context and how this
translates into a practical operational time sensitive plan involving the various key
stakeholders. Students will be able to identify the range of stakeholders involved in
such processes and the strategies and operational practices they are required to
implement in relation to major incidents and crises.
Learning outcomes: By the end of the module, students will be able to: -
1. Clarify what a major incident is and a typical sequence of events surrounding major incidents
2. Assess the practical benefits of Major Incident and Crisis Management
3. Discuss the roles and responsibilities of the range of stakeholders involved in major incident and crisis
management and understand the content of a Major Incident and Crisis Management plan
4. Research and develop an operational Major Incident and Crisis Management plan
5. Apply the content of an effective time sensitive Major Incident and Crisis Management plan to an event
scenario
Indicative content
Major incidents at events, exploring their effects and impacts
Event planning pre and post and damage limitation
Corporate identity and protection in crisis
Media - Management, operations and responsibilities
UK and European Health and Safety Legislation and regulations
Duty of Care and the social responsibility of the event and the management team
Stakeholder liaison, management, interactions and responsibilities
Table top planning, design, operation, planning and responsibilities
Management issues within the event sector
Major Incident and Crisis Management practical workshops & role play
Major Incident and Crisis Management plan and other supporting documentation
Environmental and sustainability issues in relation to Major Incident and Crisis Management
Required reading
‒ Bernstein, D. (2011) Manager's guide to Crisis Management. London: McGraw-Hill Education
Publishing.
‒ Crandall, W. (2013) Crisis management (2nd Edition). London: Sage.
‒ Fernandez, L; Merzer, M. (2003) Jane’s Crisis Communications Handbook. Surrey: Janes information
group. (Available as an E Book)
mailto:[email protected]
https://www.google.co.uk/search?client=safari&rls=en&q=%E2%80%A2+Bernstein,+DA.+(2011)+Manager's+guide+to+Crisis+Management+London+Silvers,+R.+(2008)+Risk+Management+for+Meetings+and+Events.+Oxford+(UK)+:+Elsevier+Butterworth-Heinemann+Publishing&spell=1&sa=X&ved=0ahUKEwjhsd-plpDKAhUDRhQKHVSKAr4QBQgaKAA
2
‒ Fagel, M. (2013) Crisis Management and Emergency Planning: ...
1 beacon international college major incident anUMAR48665
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Hazard Release Emergency Preparedness for the Oil and Gas Industry
1. Hazard Release Emergencies:
How to Develop an Effective Strategy to Prepare for and
Communicate During a Catastrophic Event
2. Agenda
Life Cycle
Crisis Communication Plan
Training Techniques
Determine Representation
Identifying Scenarios, Material Information
Communication and Managing the Event
What to do After the Event
Strategies and Resources
8. Elements
Pre-Crisis
Anticipate
Identify and train your communications team
Establish notification and monitoring systems
Identify and know your stakeholders
Develop holding statements
Post-Crisis
Assess the crisis situation
Finalize and adapt key messages
Post-Crisis analysis
9. Suggested Content
First hour response
checklist
Contacts
Injury/Fatality
Other disasters
Media
Community Relations
Safety
Past Crises
Company Background
Project Data Sheets
Foreign Language
Expertise
10. Social Crisis Management
“Here we are with the greatest American energy revolution
happening right before our eyes, which has already poured
untold billions of dollars into the US economy, and we are letting
our adversaries dictate the conversation and shape public
perception.”
James Hahn II, Tribe Rocket
13. Table-Top Exercises
Determine an objective, create realistic scenario
Invite local pipeline operators to participate
Review existing procedures and assign roles
Take detailed notes during the drill
Identify takeaways and gaps
14. Mock Scenarios
Contained in a classroom
Full-scale production
15. Spokesperson Practice
Primary and Backup
Official statements
Q&A drill
Technical experts
18. Spokesperson Presentation
DO:
Use a script
Practice
Arrive early
Check equipment
Check microphone
Timing
Answer questions asked
“I will have to check that out for you – please see
me after the meeting”
19. Spokesperson Presentation
DON’Ts
Wing it
Tell an anecdote or joke
Speak longer than allotted time
Answer more than the questions asked
Allow one person to dominate
25. Sample News Release
A (what happened) at (location) involving (who)
occurred today at (time).
The incident is under investigation and more
information is forthcoming.
26. Key Audiences
Employees
Community
Client
Partners
Media
Government
27. Contact Log
Document all calls from media
Manage callbacks
Post-crisis analysis
28. Media Interviews
Talking points
Anticipate questions and prepare responses
Practice
Cover controversial areas ahead of time
29. Media Interviews
DO
Be specific
Use analogies
Be yourself
Listen
If you don’t have an answer or can’t answer, admit it and move on.
30. Print Interviews
Coordinate before the interview so you are
prepared
Maintain control of interview
Set a time limit in advance
Avoid jargon
Don’t answer inappropriate questions, say - “not
an appropriate topic at this time” or “it’s
proprietary”
will provide participants with a proven strategy for establishing, implementing and executing a crisis communication plan. She will share what is critical for effective communication during a hazard release or emergency—and, importantly, what needs to be avoided. You and your colleagues will learn: • Why it’s so important to understand the “life cycle” of an emergency response and to have a crisis communication plan in place prior to event • Essential components of a comprehensive crisis communication plan • A discussion of key techniques, such as table top exercises, mock scenarios, and spokesperson dry runs • How to determine who should represent your organization as the lead communicator including using both internal and external resources • How to identify—and why this is important in preparing—the most likely scenarios that could occur for your organization such as train derailment, tank release, line rupture, air emission from equipment, and fire/explosion events • Why it’s important to have detailed and clear information readily available for the materials that could be involved in an event • What type of processes should you establish for communicating during an event • The importance of maintaining an ongoing level of credibility and transparency, and why taking a “no comment” approach can be a really bad idea • What you need to know and do after the event has subsided • Strategies for identifying and evaluating third party resources to help in developing and implementing and effective crisis communication program
Why it’s so important to understand the “life cycle” of an emergency response and to have a crisis communication plan in place prior to event
Emergency Management and Emergency Response for all industries can relate back to 5 phases: prevention, mitigation, preparedness, response and recovery.
Prevention mainly refers to the human element of an amergency, and how to prevent the human hazard. This is a new part of the usual 4 phases of emergency management. The human element has been added to address acts of terrorism and violence – things that could involve perosnal risk factors. Not all disasters, especially natural disasters can be prevented, but the risk of loss of life and injury can be mitigated with goo dplanning like evacuation plans, and other planning elements.
Mitigation includes avoiding unecessary risks and looking at how you can best manage the risks that are inherent or unavaoidable to your business. Mitigation includes actibities that eithe rprevent the occurrence or reduce the effects of a hazard.
Preparedness is the focus on what to do WHEN a disaster occurs. Thisis the process of building your emergency management function and capabilities to respond or to recover from any hazard.
Response includes activities that address the immeiate effects of the onset of an emergency and help to both reduce casualties and damage and to speed recovery.
Recovery is the process of getting back to normal.
An example of incident stages and timeline
For the purposes of this prsentation, we will mainly focus on activities that could be categorized as mitigation and parepredness.
Essential components of a comprehensive crisis communication plan
marcus evans invites you to attend our Oil & Gas Crisis Communications Conference, geared towards Vice Presidents, Directors, Advisors and Executives from the Oil and Gas Industry. Hear from leading executives within the industry on how to create an up-to-date crisis communication plan to ensure confidence in the company from customers, investors and stakeholders.Attending this premier conference will give you the opportunity to discuss critical issues, such as implementing crisis communication plans, while examining the essential role that social media plays in your industry. You will also have the opportunity to discuss how to navigate reporters and environmental groups demanding answers and action. Attendees will gain insight on how to best communicate with employees following a crisis and how to offer mutual aid to other companies.Attending this conference will allow you to:Develop and implement internal controls to better prepare for a crisisAddress different stakeholder groups involved or impacted by crisisCreate trust relationships with the media to endsure correct information is communicated and reputation damage is preventedImplement company policies to prepare for media inquiries and ensure an instant responseIdentify the impact of a crisis on key stakeholders to maintain their confidence in the company
According to Mickey Driver, External Relations Advisor, Cheveron USA Inc, if a company values its reputation, it is extremely important to pre-empt potential disasters. Driver is a speaker at the marcus evans Crisis Communications in Oil and Gas event taking place on May 18-19, in Houston.“The news media more often than not likes to point out what is wrong with our industry. To them, an incident is just another proof point that the oil and gas industry doesn’t care about the environment or anything except making money. “Having a communications response plan in place allows quick and focused communications to try and shape the story, no matter what has happened. There is a need to quickly get your messages on being responsible and proactive to the media, and thus to your key audiences. A well developed and tested communication response plan helps you achieve that goal,” he explains.New challenges are presented in the advent of 24/7 media and the need for an instant response, he adds.“The big challenge is to stay ahead of the news with key messages on your response and actions. Anyone with a cell phone camera can post pictures, audio, video and comments on the web. Monitoring what is being said about you, and challenging it if it is wrong helps keep the story balanced. “Reporters today are assigned to instantly post stories or comments to their online venues. Your response plans should include the ability to quickly get your message out. This is important because you don’t want the story to get away from you. Even when you don’t have all the details, you should talk about what you do know, and that is you work for a responsible company that is responding and working on the incident.”
(read Janine Reid handout info)
Print entire article and highlight points for this part of presentation.
http://info.drillinginfo.com/why-oil-and-gas-companies-must-master-social-media/
• A discussion of key techniques, such as table top exercises, mock scenarios, and spokesperson dry runs
Industry research shows that fire, police and other response agencies that regularly conduct pipeline emergency drills and practice exercises are significantly more likely to say that they are prepared to respond to emergencies than agencies that don’t.
Tabletop drills are a quick, effective and low-cost way to practice strategic and tactical decision-making, communication and execution of pipeline emergency response procedures. Drills supplement written, class-based and online training programs and can be included in regular department training meetings.
It can be a full-scale production that involves local first responders and professional moderators. Or it can be a simple affair conducted by in-house disaster planners. The idea is to have an escalating scenario that unfolds in several segments. After each segment, small working groups discuss how they would respond, then report back to each other before hearing from moderators about what happens next.
A crisis situation is always difficult when dealing with the media. Therefore, tough questions and rehearsals are necessary to help the spokesperson prepare.
It is important, at the onset of the crisis, that the spokesperson, backup and advisors spend some time rehearsing prepared statements and answers to possible "tough" questions that may be asked by reporters. If possible, similar rehearsals should be conducted prior to each media interview, briefing or news conference. It is also important to anticipate and practice new questions as the story evolves.
It is better to over-prepare than to be surprised by the depth of questioning by the media. Be tough and be prepared.
The Communications/Public Relations staff should prepare questions and answers for the practice sessions. These questions and answers should be for internal use only and not for distribution outside the organization.
Don't volunteer information unless it is a point the company wants to make and the question hasn't been asked.
Don't talk off the record.
A copy of the management recall roster should be attached and should include cellular phone numbers and beeper numbers if each team member has one (either one or the other should be issued to the primary team members at least). As you will find out a crisis is not always at the most convenient time and place. A complete management list is recommended as you never can tell who may be needed.
How to determine who should represent your organization as the lead communicator including using both internal and external resources.
One individual should be designated as the primary spokesperson to represent the Company, make official statements and answer media questions throughout the crisis.
A back-up to the designated spokesperson should also be identified to fill the position in the event that the primary spokesperson is unavailable.
In addition to the primary spokesperson and the backup spokesperson, individuals who will serve as technical experts or advisors should be designated. These resources might include a financial expert, an engineer, a leader in the community or anyone your company deems necessary during a specific kind of crisis. This will take some brainstorming by the crisis communication team since what is needed may not always be apparent. There should be an authority or technical expert in their field and be available to supplement the knowledge of the spokesperson.
Criteria for the spokesperson, backup spokesperson and crisis communication expert is:
Comfortable in front of a TV camera and with reporters. Preferably, skilled in handling media, skilled in directing responses to another topic, skilled in identifying key points, able to speak without using jargon, respectful of the role of the reporter, knowledgeable about the organization and the crisis at hand Able to establish credibility with the media, able to project confidence to the audience, suitable in regard to diction, appearance and charisma, sincere, straightforward and believable, accessible to the media and to internal communications personnel who will facilitate media interviews, able to remain calm in stressful situations.
In addition to the designated spokesperson and backup, it can be anticipated that other parties involved in the crisis; police, fire department, health officials, etc., will also have a spokesperson. It is important to obtain the identity of that individual as early as possible so all statements and contacts with the media can be coordinated between the two individuals and their organizations/interests whenever possible.
The Crisis Communication Team
This team is essential to identify what actions should be taken. the team should be comprised of individuals who are key to the situation. They should include as a minimum the CEO, the chief of Public Relations, the Vice President, the Senior manager from the division in charge of the area that was involved in the situation that has brought about the crisis, the safety and/or security officer, the organization Lawyer, and anyone else who might be able to shed some light on the situation such as eye witnesses.
The job of this team is to come up with a plan of action and decide who the spokesperson should be.
If you don't communicate immediately, you lose your greatest opportunity to control events. (Attached is a fill-in the blanks news release that can be used with little or no preparation as your first news release). Your first news release should include at a minimum the who, what, when and where of the situation.
You must give the facts that have been gathered from reliable sources and confirmed. Don't over reach and don't speculated. There is a limit to your role. To exceed that limit is a mistake. If you do nothing more than show concern for the public and for your employees in your first press interaction, you are already on the right track. The corollary of expressing concern and generating good will at the consumer level is securing the loyalty of your customers and employees by taking the initiative to share information with them. If your employees and customers don't feel like insiders, they are going to act like outsiders.
You must have a prepared statement on hand that can be used to make an initial general response to the media when knowledge about the crisis first becomes known on a widespread basis or by reporters.
As the crisis progresses and new information and facts become available, it is also advisable to develop prepared statements to be made by the spokesperson at the onset of any media interview, briefing or news conference.
These prepared statements also can be read over the telephone to reporters who call to request information but are not represented at news conferences or briefings. The statement can also be sent by FAX or e-mail upon request.
CHECKLIST OF DO'S AND DON'TS
The Do's
When preparing to give a speech,
- Use a full script with LARGE TYPE for easy reading.
- Leave wide margin for notes to yourself.
- Leave pages unstapled for easier handling at podium.
- Highlight and mark your script to guide your delivery.
- Time your presentation to fit the program schedule of the group you will address.
- Practice: Read it aloud using a mirror and tape recorder until it sounds like you are talking, not reading.
- Be sure you have the facts about your audience-size, contact person's name, facility, etc.
- Based on your audience and your presentation, determine what, if any, equipment you will use. If you are not familiar with the equipment, contact the Communications Department to arrange a briefing on how to use slide projectors, video players, or overhead equipment.
When you arrive at your engagement,
- Be at least 15 minutes early.
- Check equipment in advance if possible.
Slides:
- Be sure slides are in correct order and clearly focused.
- Be sure slide advance mechanism is convenient to you where you are speaking, or arrange for someone else to advance the slides.
- Check the lighting in the room to be sure the slides will be visible to the audience.
- Check microphone (whether it is free standing or lavaliere) before beginning- "Can you hear me?"
- Check lighting to podium to be sure you can read.
Overhead Transparencies:
-Be sure the type of room and size of crowd are appropriate for the use of overhead equipment.
-Be sure the words/graphics are large enough for people to read.
- Check to be sure you are situated correctly in the room with the overhead projector, screen, microphone and audience.
When you are speaking,
- Stand erect and direct voice toward audience.
- Speak loudly, slowly and distinctly.
- Establish eye contact (or appear to do so) with audience from time to time.
- Stay within the allotted presentation time.
When you are answering questions,
- Remain friendly, cool-headed and confident.
- Answer only the questions asked and do so as succinctly and clearly as possible.
- Remember that you do not always have to know everything. You can say "I will have to check that out for you--please see me after the meeting.
- Avoid allowing one person to dominate the questions by moving on: "Thank you for your interest. I'll be glad to talk to you about your concerns after the meeting. Right now let's see if anyone else has questions for the group.
When you are finished with your presentation,
- Remain long enough to give individuals an opportunity to talk with you.
- See to it that arrangements are made for distributing information materials to the group, if requested/appropriate.
The Don'ts:
When preparing to give a speech,
- Assume that you can "wing it"-- almost no one can.
- Decide you are better "off the cuff"--almost no one is.
- Use type that is too small to read with a dim light and margins too narrow for notes.
- Leave too little time to practice adequately.
When you arrive at your engagement,
- Be late.
- Forget the group's contact person's name.
- Fail to check your equipment.
When you are speaking
- Mumble your remarks to the podium.
- Speak to loudly into the microphone.
- Allow yourself to wander away from your prepared text.
- Tell an unprepared anecdote or joke, or make "top of mind" remarks.
- Speak longer than time allotted.
When you are answering questions,
- Become defensive or emotional.
- Assume that tough questions are personal.
- Answer more than the question itself.
- Allow one person to dominate the question period.
How to identify—and why this is important in preparing—the most likely scenarios that could occur for your organization such as train derailment, tank release, line rupture, air emission from equipment, and fire/explosion events • Why it’s important to have detailed and clear information readily available for the materials that could be involved in an event
Information brochures or fact sheets about the company or the area in which the crisis has occurred are helpful in informing the reporters or anyone else seeking information about the company.
In some cases it might be necessary to create materials that explain technical systems or in-house procedures. If we explain how a technical system or in-house procedure works and point out where a breakdown occurred, there is less chance of a reporter interpreting the situation erroneously.
If one is not already in place a generic fact sheet about the company should be created and made available.
Always do what you can to make a complicated issue as simple as you can for reporters. If the crisis was caused by a piece of equipment consider bringing in a similar piece of equipment to show reporters. At the very least provide a schematic or drawing. If you give them a visual that may keep them from seeking one out themselves. Try not to use the actual piece of equipment that failed since that is morbid and allows an opportunity to an over zealous reporter to do some yellow journalism. It may also me traumatic to the relatives of victims.
What type of processes should you establish for communicating during an event • The importance of maintaining an ongoing level of credibility and transparency, and why taking a “no comment” approach can be a really bad idea
Select a place to be used as a media center. It should be some distance from offices of the crisis communication team, spokesperson and emergency operations center to ensure that media are not in the middle of the action if they happen to take the wrong turn or have to pass by those offices or areas on the way to the restrooms. If there is a visual (a fire or rescue operation) don't make the media center in such a remote site that they can't see what is going on because they may not show up and if they do you will loose their confidence and it may appear that you are hiding something.
Locations for interviews and press briefings will be decided by the crisis communications team.
Don't change the rules that you already have established for the media. If the media are currently required to be escorted then during a crisis they should be required to be escorted. These things should be considered and preparations made now to find people who can escort media during a crisis. If they are not required to be escorted now then don't require them to be in a crisis. If there are special circumstances that would require them to be escorted such as a safety hazard, they should be advised of this up front. Any change in the way the media is dealt with during a crisis may change the views of the reporter. It is important that they feel that you aren't trying to hide anything.
Reporters may ask to speak to staff or at a school, faculty or students who are involved with or have been affected by the crisis. It is best to restrict all interviews to the primary spokesperson, back-up spokesperson or technical expert. Controlling the interview process is key to managing the crisis.
However, remember that reporters have the right to interview anyone they want to and if they don't get the answers they want from you they will get them somewhere. They are all after the scoop. They all want a different angle than the reporter standing next to them. They will try for that scoop with you. If the possibility is there to provide them with what they want, consider it very carefully. All media should be treated equally. What is given to one (such as access to an area effected by the crisis) should be available to all media.
Give specific location address and full company name and secondary location information if applicable.
You could put down a definitive time for the next news conference or release of information if you know it but it is not necessary. This will not solve your problems, but may buy you enough time to prepare for the next news conference or release.
You could also add information if it is available such as how many casualty's there are known up to this point or any other pertinent information available. Once again, this information should be definitive and not speculative, verify everything you say. This will help your credibility in the long run.
Key Audiences
Below is a list of publics served by many public affairs or communications departments. When you are working on a crisis consider what the most effective method of communication would be for each group. Ensure that you communicate with each group that is part of your audience.
Employees: management, hourly/prospective/salaried employees, families, Union members, and Retirees
Community where employees live, neighborhood coalitions, community organizations, plant locations, Chambers of Commerce
Customer:
Geographical
Local, regional, national, and international
Functional:
Distributors, jobbers, wholesalers, retailers, and consumers
Industrial/Business
Suppliers, teaming partners, competitors, professional societies, subcontractors, joint ventures, and trade associations
Media:
General, local national and international; foreign trade; specialized
Academia
Trustees, regents, directors, financial supporters, students, prospects, administration, faculty and staff, alumni
Investment/Financial:
Analysts - buy and sell side, institutional holders, shareholders, bankers - commercial and investment, stock brokers, portfolio managers, potential investors
Governmental:
Geographical
Local, state, regional, national, international
Functional
Legislative, regulatory, executive, and judicial
Special Interests
Environmental, safety, handicapped/disabled, minority, think tanks, consumer, health, senior citizens, and religious.
A log should be established to record all telephone calls from the media or other parties inquiring about the crisis. This will help to ensure that the many callbacks required are not overlooked. It will also assist in the post-crisis analysis.
The contact log should contain the following information:
Date | Name of caller | Questions(s) asked | Telephone number Person responsible for response | Additional follow-up needs
How To prepare for Broadcast Interviews
- Prepare "talking paper" on primary points you want to make.
- Anticipate questions--prepare responses.
- Practice answering questions.
- Cover controversial areas ahead of time.
- Know who will be interviewing you, if possible.
- Determine how much time is available.
- Audiences often remember impressions, not facts.
- Don't fall for that "A or B" dilemma.
- Don't accept "what if" questions.
- Don't accept "laundry list" questions.
- Don't go off the record.
- Don't think you have to answer every question.
- Don't speak for someone else --beware of the absent-party trap.
How To Handle Yourself During A TV Talk Show Interview
- Talk "over " lavaliere mike.
- Audio check-- use regular voice.
- If makeup is offered, use it.
- Sit far back in the chair, back erect...but lean forward to appear enthusiastic and force yourself to use hands.
- Remember... TV will frame your face--be calm, use high hand gestures, if possible.
- Keep eyes on interviewer-- not on camera.
- Smile, be friendly.
Tips On Appearance
- Avoid wearing pronounced strips, checks or small patterns.
- Grey, brown, blue or mixed colored suits/dressed are best.
- Grey, light-blue, off-white or pastel shirts or blouses are best.
- Avoid having hair cut right before interview.
How To Respond During A Newspaper Interview
- Obtain advanced knowledge of interview topics.
- Make sure you are prepared in detail; print reporters are often more knowledgeable than broadcast reporters and my ask more detailed questions.
- Begin the interview by making your point in statement by making your major points in statement form.
- Try to maintain control of the interview .
- Don't let reporter wear you down.
- Set a time limit in advance.
- Don't let so relaxed that you say something you wish you hadn't.
- Avoid jargon or professional expressions.
- Reporter may repeat self in different ways to gain information you may no want to give.
- Don't answer inappropriate questions; simply say it is "not an appropriate topic for you to address at this time," or "it's proprietary" for example.
- Be prepared for interruptions with questions...it is legitimate for reporters to do that.
- Do not speak "off the record."
- Remember, the interview lasts as long as a reporter is there.
After The Interview
- You can ask to check technical points, but do not ask to see advance copy of the story.
- Never try to go over reporter's head to stop a story.
- Do not send gifts to reporters--it is considered unethical for them to accept them.
• What you need to know and do after the event has subsided
• Strategies for identifying and evaluating third party resources to help in developing and implementing and effective crisis communication program