Building an Effective Public Information Program

1. Building an Effective Public Information Program David Passey Captain Rob Brisley FEMA Region 6 Charlotte Fire Dept. April 17, 2004 Dallas, Texas

2. Flexible agenda designed to help you Special orders don’t upset us Relationship between public information, public affairs and public relations What to do before, during, and after incidents Developing an effective communication program Today’s Agenda

3. What Is a Crisis?Crisis (krī´sĭs) n., A difficult period of actual or perceived damage to an institution, unit, individual, or brand, triggered by a sudden event or a rapidly developing problem. A crisis may affect safety or security, financial stability, reputation or the general ability to conduct business.

4. Communications is key to crisis management: Internal - Decision making, logistical support, flow of information, strategic planning. External - Reaching your constituents to calm concerns or mobilize them, sharing information to gain necessary support, demonstrating your commitment in order to protect your reputation. Crisis Management or Crisis Communications?

5. Natural disaster Criminal acts - bombs, computer hacking, kidnapping Employee/Volunteer/ actions Accidents Discrimination or harassment Violence Violations of law or policies Sabotage You Might Be In A Crisis If . . .

6. Legal/government action – investigations, regulations, law enforcement Financial actions – funding, endowments, embezzlement Special interest group opposition – protests, boycotts Sudden management changes raise questions You Might Be In A Crisis If . . .

7. The media are knocking at the door Rumors are afloat News may leak at any time Your reputation is potentially at stake Safety is a concern or lives are threatened Opponents are vocal and even some friends are raising questions Some Signs You’re In A Crisis

8. Classic Examples and Case Studies

9. Airline crashes (TWA 800, Pan Am 103, AA 587) 1993 World Trade Center Bombing Ford Firestone Recall Exxon Valdez Enron Tylenol Cyanide Incident Monica Lewinsky Recognizable Crises

10. Jim Burke, Johnson & Johnson CEO - Immediately expressed commitment to and concern for customers Was not afraid to pull their products and lose sales in the short term in order to protect public safety Honesty and commitment elevated consumer trust in J&J and the damage to the Tylenol brand was minimal (full market share was restored within a year) Redefined the way that companies deal with concerns over public safety by taking action -- not just talking Good Crisis Management:Tylenol Cyanide Incident

11. Dribbled out information - “Drip, drip, drip” Started with a partial recall Withheld important information and pointed fingers Did not put the safety and security of customers first -- made litigation strategy the focus Penny-wise was truly pound foolish! Bad Crisis Management:Ford Firestone Tire Recall

12. “Doing the right thing” is not only the socially and morally responsible thing to do, it is usually the best thing for the long term success of your organization. The Basic Lesson . . .

13. Preparation Incident management Immediate Recovery Rebuilding Phases of Crisis Management It happens here. *

14. The “Publics” Give Me the Facts And I’ll decide. + - Most People Are Here. I will never support the city. Those people are crazy! The city is the best ever and I’ll believe anything they say!

15. Contribute to ending the crisis Protect your community’s reputation Reduce tension Demonstrate commitment to values Communicate promptly and continuously to maintain control of flow of information Communications Goals in a Crisis

16. A basic job description and more… Role of the PIO

17. Describe the responsibilities of the PIO to the public, the media, the PIO’s agency, and responding agencies Define what is meant by public information List the skills needed to be an effective PIO and explain their relevance to the role Define the importance of proactive public information Objectives

18. What are your job responsibilities as a PIO? Discussion Question

19. Function of the PIO is to collect, verify, and disseminate information to the public through effective communication with the media that will help citizens make decisions about their health, safety and welfare PIO Responsibilities

20. Is ready to switch gears in an emergency Meets critical requirements when challenged Issues public information in all situations Is prepared to function on the “world stage” PIO Job Responsibilities (continued)

21. PIO Constituencies 1. The public 2. The media 4. Responding agencies 3. Your agency

22. Public information is used by people to make decisions and take actions to: Save lives Reduce injury and harm Protect property Public Information Defined

23. Can be used to: Call people to action Educate and inform Change human behavior or attitudes Create positive impressions of your agency Public Information:

24. Ongoing news in an emergency Response and recovery agency actions/information Warnings/communications regarding issues such as: Shelter, food and water Evacuation routes/areas Examples of Public Information

25. How many emergency public information examples can your table group list within two minutes? Discussion Question

26. Knows the organization Good working relationships within the organization Aggressive Trusted advisor, strategist Qualities of a Good PIO

27. Aware of demographics Aware of community organizations, how they work, and how they interact Fosters innovative ideas and programs Community Relations Skills

28. Media Relations Skills • Has developed credibility with the news media • Provides information, access to newsmakers • Knows media needs and operations • Knows and respects reporters’ deadlines • Maintains continuing, open dialogue

29. Organizes clear thoughts on paper Knows proper use of grammar, spelling Knows formats, writing styles Produces quality documents Writing Skills

30. Public speaking AV presentation Political savvy Miscellaneous Skills

31. Conduct media outreach on a regular basis Establish relationships and maintain them Know the organization inside and out (familiarity with “stories”/campaigns/ programs) Understand the “big picture”—where your organization fits Plan, train, and exercise What Should You Be Doing Now…Before the Crisis?

32. In an emergency, a PIO needs to be able to get the following information out: Accurate, timely information on the scope and nature of the emergency Life-threatening and life-saving information Actions being taken by responding agencies Summary

33. The best vehicle for the message is the media Using multiple media channels serves to blanket target audiences Being proactive takes planning Summary (continued)

34. Planning to be a Proactive PIO

35. Develop and maintain a comprehensive contact list for team members (24 hour contact information) Establish notification system Meet periodically to discuss threats and develop strategies Designate and train spokespersons Organize Your Team

36. Prepare audience lists (media, stakeholders, friends) Reach out to media regularly and maintain key relationships Have your policy guidelines and institutional facts updated and available Assess potential crises and draft talking points/ statements Conduct drills--practice Communications Planning

37. Facts Concern Commitment to actions Specifics whenever possible or appropriate Messages That Work

38. Clarify your objective with your internal clients Organize your facts Anticipate your toughest questions Know what you want, and don’t want, to say Stay focused on 2 - 3 Key Messages (facts, concern, commitment, action) Use anecdotes, examples and illustrations Developing Messages

39. Affected and General Public Employees Response Team Members Media Others Identify Your Audiences

40. Support operational priorities Provide well coordinated messages to multiple audiences through multiple channels Collect and analyze information to guide operations Provide documentation and creative services Our Communications Mission

41. Let the Natural Leadership Emerge as Spokespeople

42. PIO and More

43. Community acceptance through community involvement Resource multiplier for volunteer “door to door” communication Involving stakeholders is a way to advance trust through transparency Our communities are a critical element of our nation's security Community Relations! Why?

44. Fire Clowns Trading cards Special events Partnerships Community Relations Carrie Wiggs and her daughter by disaster preparedness display at a McDonald's in TulsaPhoto courtesy of Tulsa Partners, Inc.

45. Finding Opportunities • Localize a regional or national story • Tours • Anniversaries • Special weeks

46. Accomplish goals Communicate clear messages to targeted audiences Use a variety of methods and tactics Improve community safety and welfare Strengthen your organization’s ability to fulfill its mission Effective Public Information Programs