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Is my child safe on your Is my child safe on your campus?campus?
Vulnerability, risk and opportunityVulnerability, risk and opportunity
June 15, 2007
Caponigro Public Relations Inc.www.caponigro.com
EMU's Vick says he is being made scapegoatUniversity official disputes report on death cover-upBY KRISTEN JORDAN SHAMUS, FREE PRESS EDUCATION WRITERJune 14, 2007
The UnabomberThe Unabomber“Ted Kaczynski ”“Ted Kaczynski ”
Established in 1995– Southfield, Mich. and Tampa, Fla.
Named one of the five best “Issues and Crisis Management Firms” by Reputation Management
Named one of the United States “Best Agencies to Work for” by The Holmes Report
President and CEO, Jeff Caponigro is Chairman of Board of Trustees at Central Michigan University
He is the author of THE CRISIS COUNSELOR: A step-by-step guide to managing a business crisis ( 2000, McGraw-Hill/ Contemporary Books), named by New York-based PR WEEK magazine as one of the “10 best PR books.” The book is published in English, Chinese, Polish, Norwegian and Danish.
Caponigro Public Relations Inc.Caponigro Public Relations Inc.
Expertise in:
Crisis-management
Media relations
Issues management
Reputation management
Public affairs/lobbying
Caponigro Public RelationsCaponigro Public Relations
Community relations
Employee communications
Media/ speaker training
Speech writing
Event marketing
Current clients include:Henry Ford Health System University of Michigan Aphasia Program
Vice President 10 years of experience as a public relations executive,
attorney and lobbyist Managed a variety of crises, including: Government investigations,
ambush journalism and product recalls. Counsels corporate, nonprofit and bi-national clients on public policy matters, state and federal regulatory and legislative matters, as well as issues affecting corporate and individual reputation, crisis management and the media
Blends legal expertise and litigation experience with deep public policy insight and strategic communications capabilities for clients in the public eye
Background on Dan CherrinBackground on Dan Cherrin
What is a crisis?
What is crisis management?
How vulnerable is your college?
The seven steps to managing a crisis.
What steps should you take on and off campus?
What can you do starting today?
What we will cover todayWhat we will cover today
1. Where we are vulnerable
2. How to prepare and prevent crises
3. Tips for creating a crisis management plan
and in managing a crisis
What you will take awayWhat you will take away
Any event or activity
that causes significant damage
to the reputation of an organization
A crisis is …A crisis is …
The function that works to minimize the potential damage of a crisis and helps gain control of the situation and win back the trust of the public.
It is a process that is: Ongoing; and, Systematic.
Crisis ManagementCrisis Management
Have a plan in place; Avoid loss; and, Mitigate the damage.
Purpose of crisis management is ….Purpose of crisis management is ….
Some are catastrophic. While others explode causing immediate harm. A minor crisis can escalate if mismanaged. While others can be handled without incident.
Crises have many faces Crises have many faces and can occur at any timeand can occur at any time
What are examples of a crisis that can occur on your campus?
Crises have many faces Crises have many faces and can occur at any timeand can occur at any time
Involving people
Crises that can Crises that can occur on any campusoccur on any campus
Crime
Violent threats or actions by a disgruntled current/former employee or student
Discrimination/ harassment
Mentally unstable students/faculty
Plagiarism
Unexpected death of a student, professor, administrator or trustee
Scandals (student/professor relationships)
Funding for post-secondary education
Lawsuits
Financial mismanagement
Negative media coverage
Damaging rumors
Loss of funding
Information technology vulnerabilities
Labor disputes/ public demonstration
Tuition increases
Crises that can Crises that can occur on any campusoccur on any campus
Involving the college
Mobile media
Terrorism/ bomb threats
Structural collapse
Biological/chemical agent
Food poisoning
Natural disasters (power failure, tornado, flood, hurricane, tsunami, lightning)
And, still And, still moremore potential crises potential crises
Loss of life
Criminal and/or legal liability
Negative media coverage
Loss of credibility/ bad reputation
Reduction of donations
Decline of enrollment
The impact -- The risks are greater than The impact -- The risks are greater than everever
Is my child safe?Is my child safe?
1) Identifying vulnerabilities
2) Preventing a crisis from occurring
3) Planning for the crisis
4) Taking the first steps after a crisis
5) Communicating during and after
6) Making adjustments
7) Earning goodwill to insulate the organization
7 steps to effectively managing a crisis7 steps to effectively managing a crisis
Jeff Caponigro’s crisis-management
steps:Step 1
Identifying and Assessing VulnerabilitiesIdentifying and Assessing Vulnerabilities
A vulnerabilities audit is
– A thorough self-inspection;
– Designed to identify potential crises;
– Before they occur; and,
– Pave the way for creation of a crisis communications plan which all an organization to avoid, or at least minimize, the negative impact of such crisis.
Identifying and Assessing VulnerabilitiesIdentifying and Assessing Vulnerabilities
Step back
Collect data from key publics
Conduct a vulnerabilities analysis
Identify potential crises most likely to occur
Identify potential crises that would be most damaging
Report the results:– Recommendations for systemic change; and,
– A list of most likely scenarios and plans for action
Empower students and faculty to take action to fix vulnerabilities
Identifying and Assessing VulnerabilitiesIdentifying and Assessing Vulnerabilities
Does your college have an appropriate emergency team in place?
Is it headed by a senior administrator?
Does each member have a defined role?
Do key team members regularly participate in emergency preparedness exercises?
Emergency Response Team
Creates an immediate plan in the event of an emergency to deal with operations issues
Establish a Establish a crisis-management teamcrisis-management team
Crisis Management Team
Assists with the college community and community at large
President/Chancellor
Board chair
Vice President of Student Affairs
Senior public relations official
Human resources director
Department heads
Students
Establish a Establish a crisis-management teamcrisis-management team
Chief financial officer
Chief legal counsel
Chief information officer
Outside legal counsel
PR consultant
Law enforcement
Community
Could include…
Team responsibilities
Gather and share information
Separate and clarify the issues
Identify information needed
Identify individuals affected
Plan appropriate responses
Assign responsibility or implement the plan
The crisis-management teamThe crisis-management team
Who?– Students, faculty, alumni
– First-responders, the surrounding community
How?– Town hall meetings, surveys
– Anonymous solicitation, internet
It can’t happen here!It can’t happen here!Identifying and assessing vulnerabilitiesIdentifying and assessing vulnerabilities
Seek input from key publics
1. What is your primary area of responsibility?
2. To whom do you report?
3. Has anything occurred in your department that might be considered a problem or crisis?
4. Are there any unresolved issues in your department?
5. What can you do differently today to help reduce the risk of a crisis?
6. Where else do you think we are vulnerable?
It can’t happen here!It can’t happen here!Identifying and assessing vulnerabilitiesIdentifying and assessing vulnerabilities
Seek input from key publics – Key questions
Identify vulnerabilities Conduct a vulnerabilities
analysis:- “Which crises are most likely to occur?”
- “Which would be most damaging?”
Compare lists to establish top priorities
It can’t happen here!It can’t happen here!Identifying and assessing vulnerabilitiesIdentifying and assessing vulnerabilities
Identify 5-10 vulnerabilities on your campus
Where are you vulnerable? Where are you vulnerable?
Exercise
Open campus Perhaps an urban setting Employ hundreds of people Substantially younger student population,
under more pressure Mental health of students Litigious society Financial pressure Increased Media attention Spotlight on athletic programs Often the community’s largest employer
Where are you vulnerable? Where are you vulnerable?
In general
Where are you vulnerable?Where are you vulnerable?
1. Relies heavily on technology
2. Government funding is diminishing
3. Communicating with key publics is constantly evolving
Operations
Where are you vulnerable?Where are you vulnerable?
1. Labor issues
2. Work/life balance
3. Mental health
Employee/professional
Where are you vulnerable?Where are you vulnerable?
1. Fire codes and other local laws
2. MIOSHA, Elliot Larsen, Prevailing wage and other state laws
3. OSHA, EECO and other federal laws
4. Accounting procedures
Regulatory
Where are you vulnerable?Where are you vulnerable?
1. Public opinion
2. Internet chatter
3. Community leadership
Reputation/ brand
Where are you vulnerable?Where are you vulnerable?
1. Social networks
2. Satellite radio/ MP3
3. Instant message
4. Text messaging
5. Email
Communications
Where are you vulnerable?Where are you vulnerable?
Most likely to occur
1.
2.
3.
4.
5.
Most damaging
1.
2.
3.
4.
5.
Exercise
Identify 5-10 vulnerabilities on your campus and determine the severity of each and the likelihood that vulnerability will ever happen.
EXAMPLE
Would cause serious damage
Would cause damage but
could be managed
Would cause little damage/
could be managed easily
Potential Crises/ Potential Crises/ “Damage to the college”“Damage to the college”
1) Release of a chemical agent
2) Major litigation against the college that significantly damages its reputation
3) Negative media coverage
4) Unexpected resignation of the dean or board chair
5) Terrorist cell linked to the college
1) Negative rumors about quality of education or professor
2) Sudden death of the dean, popular professor or student
3) Mismanagement of funds
4) Sexual assault on campus
5) Mentally unstable student or faculty member causes serious injury or fatality
1) Reduced funding from the state government
2) Labor dispute
3) A fire destroys the gymnasium
4) Plagiarism
5) A computer virus shuts down the campus computer system
Categories of a CrisisCategories of a Crisis
Level Severity Examples Case Studies
1
An extreme emergency requiring evacuation of facilities or areas of the campus and assistance from first responders
Natural disasterLab explosionFireEnvironmental accidentShooting
Hurricane Katrina2007 Shootings at Virginia Tech
2
An emergency requiring assistance from first responders but no evacuation is necessary
A traffic accidentProtest
Michigan State University – 2003 Basketball Finals loss
3
A situation that requires thoughtful implementation of the crisis communications strategy
A government interventionAllegation of improprietyMismanagement of funds
2006 Duke Lacrosse Team
Jeff Caponigro’s crisis-management
steps:Step 2
Preventing Crises from OccurringPreventing Crises from Occurring
What can be done now to prevent the vulnerabilities from turning into crises?
Exercise
Preventing Crises from OccurringPreventing Crises from Occurring
Pay attention to warning signs
Get expert advice
Consider both preventive measures and reactive steps
Put policies and plans in place
Establish open, two-way communication
Build a reservoir of goodwill with each key public
Develop a positive reputation for quality work
Unstable student/faculty Violence on campus
Increase of crime on campus Negative media coverage, decline in enrollment
Complaints of discrimination Protests, negative media coverage
Elderly dean or professor Untimely death or serious injury
Ignored advice from attorneys, Fines or penalties, negative media coverage, accountants or tax consultants loss of credibility / trust
Sloppy environmental procedures Fines or penalties, expensive lawsuits, loss of credibility / trust
Troops starting to return home Infusion of students at end of deployment
Down economy Overcrowding
Increased multiculturalism on campus Harassment or discrimination on campus
No crisis-management plan Mismanaged crisis, negative media coverage, damaged reputation
Warning Potential crisis
Based on the vulnerabilities already identified, what are some of the warning signs?
For example:
What rumors have you heard recently?
How were they communicated to you?
Could the rumors pose a danger to your reputation?
How can you stop the rumors?
Preventing Crises from OccurringPreventing Crises from Occurring
Questions
Jeff Caponigro’s crisis-management
steps:Step 3
Planning for a CrisisPlanning for a Crisis
Make a commitment in advance to planning and preparation
Identify and train spokesperson(s)
Prepare worst-case scenarios
Conduct simulated crises
Develop written materials in advance(key messages, fact sheets, Q&A)
Keep team active even in non-crisis times
Hire a qualified public relations consultant to help, if necessary
Case Study
In the wake of the recent Virginia Tech shootings, you took a closer look at the make-up of your students
only to learn that 22 percent have a diagnosed mental illness, ranging from ADD to schizophrenia,
depression and test anxiety.
Jeff Caponigro’s crisis-management
steps:Step 4
The Crisis ItselfThe Crisis Itself
Identify/confirm the problem
Be decisive
Identify the publics that will be affected
Gather information
Determine core messages
When possible, pool all the negative news together
Implement the tactics of your plan and communicate with key publics
Case Study
Professor Paulson is a well-loved professor of writing. He has been a professor for over 30 years and consistently
voted as the most-liked teacher. One day, a forensics student was conducting some research only to learn
that Professor Paulson is actually Professor Pierson – a registered sex-offender in another state.
Jeff Caponigro’s crisis-management
steps:Step 5
Identify who you need to communicate with and how(students, faculty, staff, the community, alumni, government, parents)
Isolate the crisis
Identify key messages
Anticipate questions and think through the answers
Train your spokesperson in both content and technique
Work with the news media
Communicating During Communicating During and After a Crisisand After a Crisis
Lie, mislead or cover-up
Say “No comment”
Comment “off the record”
Give your opinion
Speculate on what happened
Attempt to inject humor
Tell a reporter what he or she should be writing about
Say “I’m not allowed to speak for the company”
Be rude
Blame anybody
Say more than is necessary
Suggest you know more than you do
Meet with a reporter offsite later
Be pressured by a reporter
Learn about the media in your community
Be responsive -- silence provokes suspicion
Be courteous and professional
Keep a record of contact with a reporter
Stay calm
Demonstrate compassion and concern
Be prepared with one or more core messages
Direct the reporter to the appropriate person
Keep contact phone numbers updated
Follow up with the company’s media contact person
Remember – your organization will be judged by your actions
Case Study
To close an estimated $800-million gap in the state budget, institutions of higher education will not receive the level of funding they expected in previous years. In addition,
with a stagnant economy alumni donations are down and the colleges cash reserves are quickly being depleted.
The college is left little choice to increase tuition, and charge for ancillary services, colleges are left to cut programs and
students are forced to increase their student loans.
What news outlets cover your college?
Which reporters cover your college?
What are your key messages?
QuestionsQuestions
Jeff Caponigro’s crisis-management
steps:Step 6
Begin immediately
Consider adjusting level of communication, refining key messages, using spokespersons in a different way
Work to build back up the goodwill equity from each key public
Begin the crisis management process over again
Monitoring and making adjustmentsMonitoring and making adjustments
Are we communicating effectively?
Who is the most and least supportive?
Are our key messages being understood?
What criticisms are we receiving and whatshould be done to respond to them?
Can we take the information to build support in the community?
In what ways should In what ways should the information be used?the information be used?
Jeff Caponigro’s crisis-management
steps:Step 7
Insulating Your BusinessInsulating Your Business
Build support from those important to the success of the college -- Goodwill
Each year assess your reputation
Establish a crisis-management culture in your organization
Each year conduct a vulnerabilities assessment
Update plans and materials
Provide several ways for input and feedback
Make the protection and maintenance of your college’s reputation among the highest priorities
Internal
Surveys
Student/faculty advisory group
Student/faculty appreciation events
Public relations activities – internalPublic relations activities – internal
External
External newsletter
Externally focused blog
Positive media coverage
Establish reputation through goodwill
What are 5 things you learned today to prevent or mitigate crises occurring at your college?
What What youyou should consider doing today should consider doing today
Exercise
Establish a crisis team and meet regularly
Integrate crisis planning in standard operations
Conduct media training
Look for the warning signs andestablish an early warning system
Review existing plans
Get to know your students and faculty
Organize a crisis simulation
Establish a relationship with a PR agency
Share information
What What youyou should consider doing today should consider doing today
Crisis management in a viral world…Crisis management in a viral world…
Be honest;
Be thorough;
Be everywhere; and,
Be prepared.
Crisis management in a viral world …Crisis management in a viral world …
Traditional media, including newspapers, magazines, radio and television have expanded into downloadable talking newspapers
and personalized magazines, satellite radio and 24-hour cable news networks
The Internet offers near instantaneous access to news, images and commentary through search engines, email, blogs, and other social networking sites such as YouTube and Flickr
Managing the flow of information in a crisis is now more difficult
Electronic witnesses distribute news as it happens
Traditional reporters have been replaced by citizen journalists
Examples: Jet Blue, London Tube Bombing
Crisis management in a viral world …Crisis management in a viral world …
Be first to respond
Respond often to improve searchability
Have others respond on your behalf to boost credibility
Optimizing for keywords
Monitor Internet
““There can’t be a crisis next week …There can’t be a crisis next week …my schedule is already full.”my schedule is already full.”
-- Henry Kissinger-- Henry Kissinger
QuestionsQuestions
Daniel CherrinDaniel Cherrin(248) 355-3200
Caponigro Public Relations Inc.www.caponigro.com
Case Study No. 1
The library is populated by students day and night. Some leave their bags at a table while they go to lunch or meet in a study group. On this particular day, a student’s backpack
sits untended for three hours, until someone notices a phosphorous smell emerging from it.
Evolution of social networksEvolution of social networks
Paul Revere – The British are coming Reuters began the first news service in 1851 using pigeons to transmit
stock quotes Replaced by the telegraph and transmitted news in hours Fax machines 1980s CNN took news 24/7 Email and internet in the 1990’s Cell phones in the 1990s Blogs, video phones today # of blogs/podcasts Blog impact with swift boat veterans for truth and kryptonite Lock and
Pen
Corporate social responsibilityCorporate social responsibilityPeople invet in companies they believe People invet in companies they believe
inin
An efffective CSR program hcan resuce critical risk– Destruction of shareholder value
– Disruption of management
– Distraction of employees
– Dimunition of brand equity
– Disruption of supply chain
– Deterioration of customer relationship
