Amy Sebring: Welcome to the EIIP Virtual Forum! Our topic today is "Keeping the Wolves at Bay: Media Relations in Times of Crisis." Our session takes its title from a new book written by our first speaker. Amy Sebring: We will begin our session with a presentation, and then we will proceed to your questions. I will provide further instructions just before we begin the Q&A section, but you may wish to jot your questions down as we go through the presentation. Amy Sebring: Please do not send private messages to the speakers or moderator, as we will be busy with the presentation. If you need assistance, you may send a private message to Avagene Moore. Amy Sebring: A transcript of today's session will be available by tomorrow. Just check back on our home page. Amy Sebring: Now, I am pleased to introduce our guests. First, Jonathan Bernstein is the author of the book I just mentioned, and President & CEO of Bernstein Communications, Inc. Jonathan has over 20 years eperience in public relations ... Amy Sebring: with particular expertise in crisis management. Please note that his full biography and contact information can be found on the corporate Website at http://www.bernsteincom.com/index.html Amy Sebring: We are also pleased to welcome Executive Vice President Phillip Cogan, who has extensive background in disaster-related communications, and was formerly the deputy director of the Federal Emergency Management Agency's (FEMA) Office of Emergency Information and Public Affairs. Amy Sebring: Phil is on the program for the 13th World Conference on Disaster Management if you happen to be planning on going to Toronto this summer. Amy Sebring: Welcome to you both gentlemen, and now I will turn the floor over to Jonathan to start us off. Jonathan Bernstein: Thanks Amy. We're here to tell you a bit more about how to keep the wolves at bay -- how to deal with the media who serve as an important gateway. For emergency responders, more than most ... Jonathan Bernstein: media relations is a critical way to reach your target audiences, even if it's not a completely reliable means. Hopefully what we share with you today helps you optimize the results of your media contacts when the stuff hits the fan and the wolves are baying for information. Jonathan Bernstein: I thought we could start out with a very informative disaster related case history from the archives of our free newsletter, "Crisis Manager" about the Sydney Harbor Oil Spill. Everyone remembers what happened to the Exxon Valdez in 1989 spill because of how badly that company managed communications ... Jonathan Bernstein: but I'm guessing that few in the world remember what happened in Sydney TEN YEARS LATER, in 1999. This article was guest-authored by Helen Morgner, the External Affairs Officer at Shell Australia Limited, which also explains the non-American English therein. Jonathan Bernstein: Located in Greenwich in Sydney Harbour, Australia, Shell's Gore Bay Terminal is a receiving and storage facility which provides all of the crude oil for Shell's Clyde refinery in Sydney. Aware that the risk of a spill or other environmental problem could threaten Gore Bay's licence to operate, Shell's External Affairs team devised a stakeholders' communications plan in the late 1980s. Jonathan Bernstein: On the evening of Tuesday 3 August 1999, the Italian oil tanker "Laura D'Amato" was discharging its crude oil cargo at Shell's Gore Bay Terminal in Sydney. For reasons unknown at the time, 300 tonnes of oil was spilled into the harbour at 6.25pm. Jonathan Bernstein: The spill seriously threatened Shell's reputation and business. Mishandled, the crisis could ruin stakeholder relations and encourage the government to stop commercial shipping in Sydney Harbour. Jonathan Bernstein: One hour after the spill occurred, Shell Australia's External Affairs team had assembled and began executing the crisis communication plan. Twenty four hour coverage was provided by the team for the first three days following the spill. Jonathan Bernstein: Shell held a press conference at the site only three hours after the spill was first discovered. The first media release was widely distributed shortly afterwards. A series of six media releases followed over the next two days as the crisis developed. Jonathan Bernstein: ackground information sheets on Gore Bay Terminal and Shell's shipping operations were also sent to all media. Shell spokespeople were pro-actively offered for radio and television interviews, media briefings, one-to-one phone conversations and personal interviews throughout the crisis. Jonathan Bernstein: Shell staff contacted senior advisers for the relevant ministers and government departments on the night of the spill. The next day, personal briefings by Shell senior management were instigated, including a briefing for the NSW Premier by Shell's CEO. Jonathan Bernstein: Follow-up letters with additional background information were sent to all government contacted. Shell also initiated the offer to co- operate fully with a government inquiry. A personal letter from the Gore Bay Terminal manager was hand-delivered to local residents before dawn on August 4. Jonathan Bernstein: An e-mail to all Shell Australia staff was distributed at 3 a.m. on the night of the spill so employees were updated as soon as they arrived at work the next day. Follow-up voice mail messages and e-mails were sent to all staff informing of them of developments over the next week. After the oil spill clean up, a letter of appreciation was sent to all employees and contractors involved. Jonathan Bernstein: Additional staff were employed at Shell's Clyde refinery to handle the increased number of switchboard calls from the general public. Shell's customer service centre was fully briefed on how to respond to oil spill queries from customers. Jonathan Bernstein: All media releases were posted on Shell's Internet web site. The media releases web page received 300 percent more hits in August than the normal monthly average. Jonathan Bernstein: Shell received widespread praise on its response to the crisis. There was no discernible impact on sales during the crisis, long-term business damage was avoided and Shell's reputation with stakeholders was actually enhanced. Jonathan Bernstein: This case history from Australia illustrates a couple of important points that have become something of a mantra for our firm --- Jonathan Bernstein: First, the media, while important audiences for crisis communicators, are NOT the most important audience. The media are a intermediary between those with the crisis communications messages and those for whom the messages are ultimately intended. Jonathan Bernstein: Since they are only an intermediary they can be expected to serve as a filter and editor. That means you have virtually no control over what reaches your real intended audiences. Much better is adopting methods that can directly reach those primary audiences --- in this case, direct mail, scripts and other information for phone operators, direct contact with government, the operative word being DIRECT. Jonathan Bernstein: Second, immediate and timely action. Getting the word out can no longer, if it ever could, happen according to YOUR schedule. The Internet has sealed that. We live in the land of the 24-hour news cycle and that means that there are no longer weekends or evenings. It's always primetime somewhere. Jonathan Bernstein: Amy also told us that checklists might be helpful to you, so here are some general guidelines for media interviews, something ideal to review right before an interview. Jonathan Bernstein: hold, cut and paste not working right Jonathan Bernstein: 1. Present yourself as an expert. Jonathan Bernstein: 2. Know your subject and your purpose. Focus on the three most important points Jonathan Bernstein: 3. Be honest and sincere, always maintaining respect for the press. Jonathan Bernstein: 4. Be concise with your answers. Talk in headlines: state your conclusions first. Jonathan Bernstein: 5. Don't assume that anything you say is "off the record." Jonathan Bernstein: 6. Acknowledge good questions, rephrase bad ones. Jonathan Bernstein: 7. Make every statement a positive one. Amy Sebring: Jonathan is having a little trouble ... Amy Sebring: I will assist. one sec. Amy Sebring: 8. Don't expect the "right" questions. Take the initiative and lead the interview. Amy Sebring: 9. Use anecdotes when possible. Amy Sebring: 10. Don't get flustered or go on the defensive. Learn to make transitions and turn questions around. Amy Sebring: And before I segue to Phil's comments and our Q&A, let me characterize the three biggest mistakes made by those conducting media relations in times of crisis: Amy Sebring: 1. Failing to get media trained and, thereafter, practice. Amy Sebring: 2. Not knowing and repeating key messages, no matter what's asked. Amy Sebring: 3. Treating the media like the enemy. Amy Sebring: Jonathan, can you pick back up now? Jonathan Bernstein: hopefully, Jonathan Bernstein: sorry, Amy, the copy function is not working for me Amy Sebring: ok, I will wrap ... Amy Sebring: Finally, here is some resource information: Amy Sebring: PIER Systems "Instant" Web Sites - http://www.piersystem.com -- gives you the ability to launch an incident-specific crisis Web site, complete with built-in database and online editing and meeting capabilities. We'd be happy to give you a walk-through of our own PIER site to help you understand the capabilities better. Amy Sebring: CustomScoop - http://www.customscoop.com -- an online news clipping service with some unique capabilities in terms of data analysis and quick searches. Amy Sebring: Keeping the Wolves at Bay: A Media Training Manual - Jonathan Bernstein's publication, available at http://www.thecrisismanager.com. Amy Sebring: "Crisis Manager" Newsletter - free publication, subscribe at http://www.crisisnewsletter.com. Amy Sebring: Now I will turn it over to Phil. Phil Cogan: Thanks Jonathan. I'm pleased to have the opportunity to share my thoughts on crisis-related news and information distribution to so many of my former colleagues in the emergency preparedness community. Phil Cogan: I remember how upset and scared people in the Pacific Northwest U.S. were when Mount St. Helens erupted in 1980. What was incorrectly called "volcanic ash" --- actually pulverized rock --- blanketed huge portions of the northwest U.S. Phil Cogan: People wanted to know if they could drive their internal combustions engines in the "ash laden" air. What about flying jet planes through the huge 30,000-foot plumes? Phil Cogan: Now nobody ever accused terrorists of causing the eruption of Mount St. Helens, but still there was a lot of fear about safety and carrying on with one's life. And the government response was to form a "Technical Information Network" --- the TIN. Phil Cogan: The TIN became an integral of what we in public affairs relied upon to inform and calm fears. The TIN was made up of experts in the various fields affected -- automotive industries, HVAC, doctors and hospitals, agricultural experts, and so forth. Phil Cogan: It's my opinion that what we need to do in today's environment of fear about terrorism is to duplicate the Technical Information Network, but in an updated form to address matters related to terrorism. Phil Cogan: The emergency management community can --- and should--- lead the charge on this. Perhaps we can talk about that more in today's forum. And with that, I will turn it back over to Amy. Amy Sebring: Thank you both very much. Our protocol for audience questions is to enter a question mark ? to indicate you wish to ask a question or make a comment. Amy Sebring: Then go ahead and compose your question or comment to have it ready, but do NOT hit your Enter key or click on the Send button until you are recognized by name. Please try to specify if possible, to whom your question is addressed. Amy Sebring: We will take questions in the order the question marks are sent to the screen. We are ready to begin now. Art Botterell: ? Janet Buchwald: ? Amy Sebring: Art when you are ready please. Art Botterell: Thanks, Amy. Phil... who do you think could be the key players in the new TIN? Phil Cogan: Well... Phil Cogan: I think that obviously at the federal level DHS/FEMA play a key coordinating role... Phil Cogan: but I think in this case it has been well illustrated... Phil Cogan: that govt isn't equipped... Phil Cogan: with all of the answers... Phil Cogan: the duct tape and plastic pronouncement... Phil Cogan: did great harm to the credibility of the feds.... Phil Cogan: industry has enormous resources... Phil Cogan: as does the academic community... Phil Cogan: following the Mount St. Helens eruptions... Phil Cogan: answers to major health and safety questions were developed... Phil Cogan: by the TIN ... Phil Cogan: in a matter of 30days or less.... Phil Cogan: I think the critical point here... Phil Cogan: is that the emergency mgmt / homeland security community.... Phil Cogan: needs to be listening to the questions raised in the community... Phil Cogan: talk shows... newscasts... Phil Cogan: and quickly addressing them with credible information. The Technical Info Network concept worked well before... Phil Cogan: and I am sure it will work again. Amy Sebring: Janet next please. Janet Buchwald: This is for Phil.Thanks Amy. Tell me a little more about TIN. Were average citizens expected to initiate their own information research. Or did TIN perform outreach to the general media? Phil Cogan: TIN performed the research.... Phil Cogan: panels of experts were assembled across the country... Phil Cogan: for example, on the question of whether the volcanic "ash" would harm internal combustion engines... Valerie Quigley: ? Phil Cogan: experts from GM, Chrysler, the Army's Desert Proving Grounds, and so forth... Phil Cogan: worked together to write fact sheets that addressed the question at hand... Phil Cogan: once written and peer reviewed (quickly I should add, since peer review is often a laborious process) Phil Cogan: ... the reports were distributed via fax, mail (no real Internet email capability to speak of at that point). Amy Sebring: Valerie next please. (Please note, you can enter your question marks at any time.) Valerie Quigley: Where is there background, historical information on TIN? I wasn't even aware of it (not really in the EM business) during Mt. St. Helens. Phil Cogan: They may be in the FEMA archives... Phil Cogan: and in the Cogan archives.... Phil Cogan: and there were some articles that we authored about it... Valerie Quigley: You mean, like, in your head??? :-) Phil Cogan: after the "ash" settled. Phil Cogan: Most of it .... Phil Cogan: I expect, is of course, Phil Cogan: is probably in my head and those that I worked with. Amy Sebring: Other questions? Valerie Quigley: ? Amy Sebring: Go ahead Valerie. Amy Sebring: ? Valerie Quigley: So the insitutional knowledge of this wonderful network is non existant, and to get something similar, we'll have to recreate it? Art Botterell: ? Phil Cogan: Sadly, that is likely true. FEMA was in its infancy at that point .... Phil Cogan: about a year old. Amy Sebring: I yield to Art next please. J. Rueda: ? Art Botterell: Given the constraints... resource and other... on government these days, might something like this be put together as a commercial venture... a sponsor-supported model, maybe? Eelco Dykstra: ? Jonathan Bernstein: let me give that a shot Jonathan Bernstein: since I'm mostly a corporate kinda guy Amy Sebring: Yes, please go ahead Jonathan. Jonathan Bernstein: ...most corporations are too focused on their own issues, would take a long time to motivate them...they can't even do their own planning and preparedness... Jonathan Bernstein: ...but if emergency community created the model and went to them for support, it could well be forthcoming, if for no other reason than "good PR" Jonathan Bernstein: . Phil Cogan: Amy may I add... Phil Cogan: that the corporate world was a major participant... Phil Cogan: in fact, a willing participant in the TIN... Phil Cogan: and they received no compensation..... Phil Cogan: other than knowing that with the right information the correct responses were being taken by Bruce Harper: ? Phil Cogan: the public, govt and other corporations... I think.. Phil Cogan: that similar motivation to contribute exists... Phil Cogan: for it is in all of our interests, and the stakes are much higher than they were... Phil Cogan: after the eruption of a volcano. Amy Sebring: J. Rueda next please. J. Rueda: Any suggestions on what to do when neighboring state/s are 1 or 2 steps ahead of your own and the media (i.e. News stations) is shared by both? Amy Sebring: Jonathan, do you want to try that one? Jonathan Bernstein: Encourage media to report on that -- to put pressure on your state to keep up with the Joneses Jonathan Bernstein: . Amy Sebring: Jason has a question I believe. Jason are you ready? Phil Cogan: Also... Jason Moats: Yes Amy Sebring: One sec, while Phil completes his thought. Phil Cogan: Thanks... Jason Moats: There is a problem with how the feds plan to hadle an agricultural incident. The problem is compounded by industry - how do we on the local level deal with it Phil Cogan: I was going to suggest that if your state or local govt is out of sync with a neighbor... Phil Cogan: that fact MUST be brought to the attention of leadership within your organization... Phil Cogan: to reconcile differences... Phil Cogan: and the communications msg to media... J. Rueda: Thanks Phil. Phil Cogan: needs to acknowledge and reconcile those differences until policymakers take actions to ... Phil Cogan: explain and/or bring them into sync. Now I'm done... :-) J. Rueda: thanks again. Amy Sebring: Ok, thanks. Phil do you want to take a stab at Jason's question on agricultural ... Amy Sebring: I assume he is talking about an act of agricultural terrorism. Phil Cogan: Jason, can you elaborate a little about your concern? Jason Moats: Well, not only terrorism, but the response to a highly contagious disease...the lines are really blurred Jason Moats: The USDA says it will release all information at its JIC in MD Phil Cogan: OK... Jason Moats: gardless of where the incident is... Jason Moats: all know that wont work... Jason Moats: Industry is resistant to anyone handing out information... Amy Sebring: (JIC=Joint Information Center) Jason Moats: agricultural issues other than them... Jason Moats: what do we on the local level do when our folks turn to us for EPI Phil Cogan: OK... Phil Cogan: Here's a key point that all of you at the local/state level know... Phil Cogan: and I as a former fed came to honor in our operations... Phil Cogan: and that is that the responsibility for protection of public health and safety... Phil Cogan: resides ONLY at the state or local level... Phil Cogan: and not within the federal govt.... Phil Cogan: After the fiasco of the anthrax incidents.. Phil Cogan: I had numerous conversations with state and local health and ag officials.... Phil Cogan: who were lamenting the lack of information issued from the seat of the federal govt.... Phil Cogan: My advice then is the same as now... Phil Cogan: NOW is the time to tell the federal govt what you need in order to... Phil Cogan: carry out your public safety responsibilities at the st/ local level... Phil Cogan: I agree that a central JIC will only work during the first few hours after an incident Phil Cogan: while a local operation is established .... Phil Cogan: so you need to insist that the plans acknowledge that... Phil Cogan: because your public safety mission can't be fulfilled without it... Phil Cogan: you are still soverign jurisdictions, are you not? Phil Cogan: Amy? Jason Moats: I hear you but the Federal plan set by USDA is very clear - it is USDA and only USDA who will release the information Phil Cogan: Plans can be changed. Phil Cogan: But... Phil Cogan: they won't be if states and local govt's don't lobby ... Phil Cogan: no, insist that they be changed.... Phil Cogan: That message came through clear to FEMA in the 80s and 90s... if things have changed Phil Cogan: then you need to push back until the changes result in satisfactory plans that will... Phil Cogan: allow you to protect your communities. Avagene Moore: Eelco, you have a question for one of our speakers? (Amy is having problems but will be right back.) Eelco Dykstra: Question to you Jonathan. When conducting daily briefings for the media and government delegations in Istanbul in the immediate aftermath of the Turkey Marmara earthquake, I found that one of the biggest problems was to get independent verification of single-source information. What has been your experience with this and what advice do you have? Jonathan Bernstein: Interesting question....I have a partial answer, so does Phil.... Jonathan Bernstein: First, it's important -- and this is based on my experience in military inteliligence (yes, an oxymoron) as well as PR.... Jonathan Bernstein: ...that it's important to qualify the reliability of information when you're sharing it... Jonathan Bernstein: I've seen that done well, sometimes, sometimes poorly by the US federal gov't recently.... Jonathan Bernstein: on terrorism threats.... Jonathan Bernstein: and try to focus MOST on (a) what you know as verified and, more importantly (b) the feelings of those impacted by any disaster... Jonathan Bernstein: ...the feelings are more important than the facts, initially. Jonathan Bernstein: Phil? Phil Cogan: Another point... Phil Cogan: If it's important to put out single source information... Phil Cogan: then label it as such when you release it... Phil Cogan: The Joint Information Center concept (behind the scenes) .... Phil Cogan: calls for you to verify and coordinate that information.... Phil Cogan: using the inperson contacts within the JIC.... Phil Cogan: or through a virtual JIC concept (something Art Botterell has spent much time developing)... Phil Cogan: by linking those other sources together electronicially... phone... fax... email.... Phil Cogan: today we even have (on the PIER sites Jonathan referenced earlier, for example)... Phil Cogan: the ability to link those sources together on a password-accessible website to coordinate ... Phil Cogan: multiple sources "behind the scenes" electronically. Amy Sebring: Bruce next please. Bruce Harper: ok Bruce Harper: I'm the webmaster for a major university and have the means to put a message out directly to various audiences. How does one convince "management" that it is important to do so, especially using the web/internet as a way to directly reach an audience (such as concerned parents across the state)? Jonathan Bernstein: It's a shame you have to convince them, I'd like to know what their concerns are.... Jonathan Bernstein: ...but a short answer is that there are a number of articles on our Web site you might use to persuade them. Amy Sebring: Jonathan, I have a question about correcting mistakes ... Amy Sebring: errors will occur in the heat of everything. Do you have any advice about correcting mistakes? Jonathan Bernstein: let me add -- if you want article titles (anyone) write to me, jonathan@bernsteincom.clm. Jonathan Bernstein: .com that is Jonathan Bernstein: Correct them quickly, humbly, and make sure that the correction gets the same distribution as the original. Amy Sebring: Thanks. Other questions or comments from our audience? Bruce Harper: It isn't so much concern as it is that the web is a "new" means to communicate, so it isn't thought of as another way to get the word out. Jonathan Bernstein: There are a number of articles on Internet-based communication and its efficacy for crisis management/communications. Amy Sebring: Well if we have covered everything thoroughly ... Jonathan Bernstein: Amy, could I add on that topic if there are no questions? Phil Cogan: Bruce, not to be flip, but cell phones were new once, as was television... Amy Sebring: Yes, please go ahead Jonathan. Didn't mean to cut you off. Phil Cogan: and I doubt today that those same administrators would shrink from using them... Jonathan Bernstein: (phil 1st) Jonathan Bernstein: Bruce, I haven't sent out hard copy press materials in over three years... Jonathan Bernstein: ..and 90% of the crises to which we have responded, the ones known to the public, have included an Internet/email communications component over the past three years. Valerie Quigley: Bruce is dealing with a university administration -- that is a totally different beast!! Jonathan Bernstein: so you can tell your bosses that -- and it includes work for schools, plenty of case histories out there. Phil Cogan: Bruce, one addl comment... I would understand the Administration's hesitancy if you were proposing to use the Web as the ONLY method of communicating to key audiences... but as it is just another one they can not justify not using it. Amy Sebring: We are just about at the end of our time. Thank you very much Jonathan and Phil for a fine job. Please stand by while we make some quick announcements .... Amy Sebring: If you are not currently on our mailing list and would like to get program announcements, please see the Subscribe link on our home page. Amy Sebring: Also, we would like to welcome some new EIIP partners: Amy Sebring: Sierra County (CA) Health Department Amy Sebring: Kenton County (KY) Homeland Security & Emergency Managment Amy Sebring: W.A.R.N. Calling (Wide Area Rapid Notification) Amy Sebring: If your agency would like to become an EIIP partner, please see the Partnership link. Amy Sebring: Thanks to everyone for participating today. Our session is adjourned but before you go, please help me show our appreciation to our speakers.