Everything that could go wrong will go wrong at Crisis City.
A domestic terrorist sets off an explosion on a railroad line, causing a derailment. A propane tank catches fire and explodes into a nearby building, causing it to collapse.
All of it was part of an exercise Tuesday at Crisis City, a training site near the central Kansas town of Salina. The mock city is part of the Great Plains Joint Regional Training Center, which includes the Smoky Hill Range Complex, the Kansas Regional Training Institute, the Kansas Army National Guard Training Center.
The event in Kansas involved state and local officials from Iowa, Kansas, Missouri and Nebraska, along with the National Guard and other federal agencies. It was part of a larger exercise, dubbed Vigilant Guard, that started last week in Iowa.
Despite temperatures that reached about 100 degrees Tuesday, officials said the Salina exercise and the venue met their needs. Maj. Gen. Tod Bunting, Kansas adjutant general and emergency management director, said the weather, bugs and snakes were a good substitute for stress in a real event.
“Events happen on a Friday night when it’s dark,” he said. It’s the kind of training you don’t want to do in the middle of town.”
Maj. Greg Platt of the Kansas National Guard managed the exercise in Salina, which he called “a 600-piece puzzle involving mostly city and county first responders working side by side.
“Many are doing it for the first time in a group effort,” Platt said.
The goal was to identify gaps in preparedness and response, and pass lessons on to others. An unmanned aerial vehicle patrolled above, sending live video and data below.
“Every exercise gets better. Everybody’s learning,” said Maj. Chaz Smith, liaison for the National Guard Bureau in Washington.
Crisis City covers 40 acres and was built by the Kansas Emergency Management Agency near the Smoky Hill Air National Guard Weapons Range, with $9 million in state funds and $30 million in federal. Tuesday’s exercise was the mock city’s first, and construction crews were still pouring asphalt for an observation center.
Platt said the training venue should help state agencies improve collaboration for the next big tornado, such as one that nearly wiped out the southern Kansas town of Greensburg in 2007.
In the coming years, there will be venues at Crisis City for responding to agriculture accidents, a permanent rubble pile, vertical tower, urban village and tanker truck.
“I would have liked to have started a few years ago to be where we are now, given the economics,” said Col. Lee Tafanelli, a member of the Kansas National Guard staff and Republican state representative.
He said the question is: Will the state have enough resources to bring Crisis City to its full capabilities? No state or local agency can afford to do any of the training on its own, he said.
Sen. Jay Emler, a Lindsborg Republican, said the unique opportunities provided at Crisis City could be a way for Kansas to generate revenue by becoming a regional site for other states.
“There’s no doubt we are better. We’re far better at communications,” Emler said.
By John Milburn
June 23, 2009
miércoles, julio 08, 2009
In the ‘hot seat’
Crisis management generally fails through a combination of factors such as lack of situational awareness, leadership and decision making ability, stress, and using wrong structures or procedures.
Harry Scott
Harry Scott
jueves, julio 02, 2009
Interim report on the accident on 1st June 2009 to the Airbus A330-203 registered F-GZCP operated by Air France flight AF 447 Rio de Janeiro – Paris
La BEA (French Air Accident Investigation Bureau) ha publicado su reporte inicial (Interim report on the accident on 1st June 2009 to the Airbus A330-203 registered F-GZCP operated by Air France flight AF 447 Rio de Janeiro – Paris).
REACCIÓN de Air France
· Paris, 02 July 2009 - 16:57 local time
AF 447: Progress Report from the French Air Accident Investigation Bureau (BEA)
Air France has taken careful note of the progress report published by the French Air Accident Investigation Bureau (BEA) concerning the AF 447 accident. In presenting the initial facts, this report constitutes an important stage in the inquiry.
It is also a very important step for the relatives of the victims, who, like Air France, are impatient to understand the circumstances surrounding this tragedy.
It is, of course, of capital importance for Air France to find the flight and voice recorders – “black boxes” – which would enable the investigators to analyse the causes of the accident, whatever these may be. No effort must be spared in achieving this end, and Air France thanks the French Authorities for continuing their sea search with unprecedented resources.
All the elements of the investigation produced by the French Air Accident Investigation Bureau (BEA) will be fully and immediately taken into account by the airline. Flight safety is of prime concern to Air France, as can be seen from the ongoing efforts of every sector of the airline using all its resources to improve it even further.
Following the publication of the progress report, Air France wishes to point out that:
§ In Airbus’ recommendation of November 2008, superseding that of September 2007, the replacement of the Thalès AA Pitot probes by Thalès BA Pitot probes was no longer put forward as a solution to the icing problems.
§ On 15 April 2009, Airbus recommended evaluating in real operating conditions the results of a series of laboratory tests on the Thalès BA Pitot probes.
§ On 27 April 2009, rather than waiting for the results of this evaluation, Air France decided to equip its entire fleet of Airbus A330s and A340s with the Thalès BA Pitot probes.
Air France is, of course, continuing to cooperate fully with the Authorities, and reiterates its commitment to total transparency with regard to the investigators, its passengers and the general public.
REACCIÓN de Air France
· Paris, 02 July 2009 - 16:57 local time
AF 447: Progress Report from the French Air Accident Investigation Bureau (BEA)
Air France has taken careful note of the progress report published by the French Air Accident Investigation Bureau (BEA) concerning the AF 447 accident. In presenting the initial facts, this report constitutes an important stage in the inquiry.
It is also a very important step for the relatives of the victims, who, like Air France, are impatient to understand the circumstances surrounding this tragedy.
It is, of course, of capital importance for Air France to find the flight and voice recorders – “black boxes” – which would enable the investigators to analyse the causes of the accident, whatever these may be. No effort must be spared in achieving this end, and Air France thanks the French Authorities for continuing their sea search with unprecedented resources.
All the elements of the investigation produced by the French Air Accident Investigation Bureau (BEA) will be fully and immediately taken into account by the airline. Flight safety is of prime concern to Air France, as can be seen from the ongoing efforts of every sector of the airline using all its resources to improve it even further.
Following the publication of the progress report, Air France wishes to point out that:
§ In Airbus’ recommendation of November 2008, superseding that of September 2007, the replacement of the Thalès AA Pitot probes by Thalès BA Pitot probes was no longer put forward as a solution to the icing problems.
§ On 15 April 2009, Airbus recommended evaluating in real operating conditions the results of a series of laboratory tests on the Thalès BA Pitot probes.
§ On 27 April 2009, rather than waiting for the results of this evaluation, Air France decided to equip its entire fleet of Airbus A330s and A340s with the Thalès BA Pitot probes.
Air France is, of course, continuing to cooperate fully with the Authorities, and reiterates its commitment to total transparency with regard to the investigators, its passengers and the general public.
jueves, mayo 07, 2009
Cathay Pacific's Response to SARS
Monday, ASIA Travel Tips .com 9 April 14, 2003
Guidance to cockpit and cabin crews
Immediate actions:
Although airborne transmission is unlikely and is not supported by current data, in the event anyone on board shows symptoms during flight, crews have been advised to:
• Provide the passenger with a face mask. Cabin crew who attend the individual will don face masks and gloves.
• Isolate the ill passenger in an area at the back of the aircraft, away from other passengers.
• Block off the vacated seat for the duration of the journey.
• Assign a dedicated toilet for use by ill passenger(s).
• Offer other cabin crew and passengers optional face masks if they wish to use them.
• Crew to consult with doctors on the ground through contract medical support.
• Advise all passengers and crew of suspect case on board and urge them to consult a doctor at any sign of illness.
• Notify destination airport and health authorities prior to landing.
• Upon arrival, ill passenger to be met by health authorities for medical assessment.
Follow-up:
• Passengers. Local health authorities to conduct notification and medical surveillance. Cathay Pacific to assist them in acquiring contact information when required.
• Crew. Public health authorities to notify Cathay Pacific of known infected cases who traveled on its flights. If advised of confirmed SARS cases among passengers, the flight crew will be notified and they will be quarantined at home for 11 days, and advised to seek prompt medical assistance should they manifest SARS symptoms. Under this special sick leave program, they will be paid. If local quarantine period is less than 11 days, the Cathay requirement applies.
All airline doctors at outstations advised that should a crew present with fever, cold, and flu-like symptoms, they will be grounded for the duration of the mandatory quarantine period. Ground personnel are told to stay away from home. (To date, no cabin or cockpit crewmembers have contracted the disease.)
Cabin sanitation
Done after each flight (prior to SARS outbreak):
• Interior surfaces including galley counters, passenger tray tables, seat armrests, seatbacks, light and panel controls, adjacent walls and windows, toilet counters and other common areas are cleaned with disinfectant.
• All aircraft leave with fresh headrest covers, pillowcases, blankets and headsets and are renewed upon return. All are laundered at a high temperature.
• Headrest covers and pillowcases in first and business class are changed for every sector. Fixed headsets are cleaned every sector and have sterilized earmuffs.
Done weekly (post-SARS outbreak): Air conditioning vents cleaned.
Done after a suspected SARS-infected passenger has flown: Exact methods may differ based on local health regulations, but in addition to all of the above, include:
• Aircraft water system and toilet system drained and treated with herbicide.
• Fabric seat covers on which the sick person sat, and the seats in the row in front and behind will be removed, soaked in disinfectant solution for one hour, air-dried, sent for dry cleaning, and suitably marked. These seat covers also may be removed and disposed of in accordance with procedures for dealing with hazardous waste.
• Remaining seats and carpets in the aircraft will be vacuum-cleaned and the collected dust incinerated.
Cabin air sanitation
• No change in cabin air ventilation rates or recirculation policies. According to an April 4 Cathay notice to crew, the airline explained:
"In flight fresh air is introduced into the cabin and mixed with filtered air in a 50:50 proportion. The volume of fresh air introduced is such that the entire volume of air within the cabin is replaced every 3-5 minutes. The recirculation [fans] ... optimize airflow during all phases of flight. Each filter plenum has a HEPA (high efficiency particulate air) filter element ... should the fans be switched off, the filters would effectively be removed for the system. The recirculation system is the only system that filters the air inside the cabin. The HEPA filters ... effectively filter out bacteria."
•Note: some Cathay Pacific pilots would like to see cabin air circulation rate increased to "high" during cruise, which on Airbus jets would step up the airflow by 25 percent (although at an increased fuel consumption reportedly around 0.8 percent). Air conditioning packs routinely are set at "normal" and operate automatically on "high" during climb, so the flight phase of concern to these pilots is during cruise. Although the HEPA filters will catch SARS-containing droplets, the screen size is larger than the SARS virus travelling on its own.
Guidance to ground staff
•Travel alert health notices posted at counters to remind staff of SARS symptoms and to refer those passengers who appear to be ill for medical assessment.
• For those areas designated by the World Health Organization (WHO) as 'affected areas,' all passengers are being asked three questions (Note: affected areas include Hong Kong, Singapore, Saigon (Ho Chi Minh City) and Hanoi in Vietnam, and Taipei in Taiwan.):
Have you had contact with SARS?
Do you have any SARS symptoms? Symptoms include fever, chills, myalgia (muscle ache), shakes, coughing, shortness of breath, difficulty with breathing and chest pain.
Have any of your family members had contact with SARS?
• Passengers who show symptoms are denied boarding. Since mid-March, the number of such cases runs to the double digits. These passengers must acquire a medical clearance before being allowed to board a Cathay flight. Many cases of suspected SARS have been reported in flight, but none have turned out to be SARS upon medical examination at destination airports.
Guidance to cockpit and cabin crews
Immediate actions:
Although airborne transmission is unlikely and is not supported by current data, in the event anyone on board shows symptoms during flight, crews have been advised to:
• Provide the passenger with a face mask. Cabin crew who attend the individual will don face masks and gloves.
• Isolate the ill passenger in an area at the back of the aircraft, away from other passengers.
• Block off the vacated seat for the duration of the journey.
• Assign a dedicated toilet for use by ill passenger(s).
• Offer other cabin crew and passengers optional face masks if they wish to use them.
• Crew to consult with doctors on the ground through contract medical support.
• Advise all passengers and crew of suspect case on board and urge them to consult a doctor at any sign of illness.
• Notify destination airport and health authorities prior to landing.
• Upon arrival, ill passenger to be met by health authorities for medical assessment.
Follow-up:
• Passengers. Local health authorities to conduct notification and medical surveillance. Cathay Pacific to assist them in acquiring contact information when required.
• Crew. Public health authorities to notify Cathay Pacific of known infected cases who traveled on its flights. If advised of confirmed SARS cases among passengers, the flight crew will be notified and they will be quarantined at home for 11 days, and advised to seek prompt medical assistance should they manifest SARS symptoms. Under this special sick leave program, they will be paid. If local quarantine period is less than 11 days, the Cathay requirement applies.
All airline doctors at outstations advised that should a crew present with fever, cold, and flu-like symptoms, they will be grounded for the duration of the mandatory quarantine period. Ground personnel are told to stay away from home. (To date, no cabin or cockpit crewmembers have contracted the disease.)
Cabin sanitation
Done after each flight (prior to SARS outbreak):
• Interior surfaces including galley counters, passenger tray tables, seat armrests, seatbacks, light and panel controls, adjacent walls and windows, toilet counters and other common areas are cleaned with disinfectant.
• All aircraft leave with fresh headrest covers, pillowcases, blankets and headsets and are renewed upon return. All are laundered at a high temperature.
• Headrest covers and pillowcases in first and business class are changed for every sector. Fixed headsets are cleaned every sector and have sterilized earmuffs.
Done weekly (post-SARS outbreak): Air conditioning vents cleaned.
Done after a suspected SARS-infected passenger has flown: Exact methods may differ based on local health regulations, but in addition to all of the above, include:
• Aircraft water system and toilet system drained and treated with herbicide.
• Fabric seat covers on which the sick person sat, and the seats in the row in front and behind will be removed, soaked in disinfectant solution for one hour, air-dried, sent for dry cleaning, and suitably marked. These seat covers also may be removed and disposed of in accordance with procedures for dealing with hazardous waste.
• Remaining seats and carpets in the aircraft will be vacuum-cleaned and the collected dust incinerated.
Cabin air sanitation
• No change in cabin air ventilation rates or recirculation policies. According to an April 4 Cathay notice to crew, the airline explained:
"In flight fresh air is introduced into the cabin and mixed with filtered air in a 50:50 proportion. The volume of fresh air introduced is such that the entire volume of air within the cabin is replaced every 3-5 minutes. The recirculation [fans] ... optimize airflow during all phases of flight. Each filter plenum has a HEPA (high efficiency particulate air) filter element ... should the fans be switched off, the filters would effectively be removed for the system. The recirculation system is the only system that filters the air inside the cabin. The HEPA filters ... effectively filter out bacteria."
•Note: some Cathay Pacific pilots would like to see cabin air circulation rate increased to "high" during cruise, which on Airbus jets would step up the airflow by 25 percent (although at an increased fuel consumption reportedly around 0.8 percent). Air conditioning packs routinely are set at "normal" and operate automatically on "high" during climb, so the flight phase of concern to these pilots is during cruise. Although the HEPA filters will catch SARS-containing droplets, the screen size is larger than the SARS virus travelling on its own.
Guidance to ground staff
•Travel alert health notices posted at counters to remind staff of SARS symptoms and to refer those passengers who appear to be ill for medical assessment.
• For those areas designated by the World Health Organization (WHO) as 'affected areas,' all passengers are being asked three questions (Note: affected areas include Hong Kong, Singapore, Saigon (Ho Chi Minh City) and Hanoi in Vietnam, and Taipei in Taiwan.):
Have you had contact with SARS?
Do you have any SARS symptoms? Symptoms include fever, chills, myalgia (muscle ache), shakes, coughing, shortness of breath, difficulty with breathing and chest pain.
Have any of your family members had contact with SARS?
• Passengers who show symptoms are denied boarding. Since mid-March, the number of such cases runs to the double digits. These passengers must acquire a medical clearance before being allowed to board a Cathay flight. Many cases of suspected SARS have been reported in flight, but none have turned out to be SARS upon medical examination at destination airports.
THAI ANNOUNCES INFLUENZA A (H1N1) PREVENTION MEASURES
Thai Airways International Public Company Limited has implemented preventive measures to prevent the spread of swine flu, as a precaution for THAI’s passengers and customers using the Company’s facilities.
ACM Narongsak Sangapong, THAI’s Senior Executive Vice President, Corporate Secretariat, and Acting President, said that THAI has implemented preventive measures to safeguard against the spread of the Mexican strain of swine influenza subtype H1N1 and has set up a Crisis Management Operations Center (CMOC) to issue the preventive measures.
THAI’s CMOC function will serve as a coordinating unit with internal and external departments, in order to implement critical measures internally and coordinate with external departments that include government organizations. The preventive public health measures are built upon the same principles that THAI implemented during the Severe Acute Respiratory Syndrome (SARS) pandemic and received a letter from the World Health Organization (WHO) commending the company for responsible steps taken to protect passenger safety and reduce opportunity of contracting SARS.
THAI has implement preventive measures to safeguard against the spread of the Mexican strain of swine influenza subtype H1N1, which include regular deep-clean fumigation with EcoTru 1453 on board flights flown to and from high-risk countries for approximately 30-40 minutes prior to next flight departure.
36 common touch points are disinfected as an additional preventive swine influenza measure by cleaning items in the passenger seat pocket, aircraft interior, passenger seat, galley, and lavatory on board THAI aircraft, whereby this measure is implemented in addition to regular on-ground cleaning upon flight arrival and partly conducted by cabin crew for passenger hygiene while on board THAI flights with increased cabin lavatory cleaning during flight. The 36 aircraft equipment parts are safety pamphlet, flight wallet set, inflight magazine, passenger overhead bin, partition, passenger cabin wall, stairway, window, movie screen, passenger seat pocket, safety seat belt, meal tray, armrest, dust passenger seat and back seat, clean and vacuum aircraft carpet and passenger seat, aircraft door, handle of aircraft door, armed-disarmed lever, door knob, food cabinets as well as internal and external fixtures, sink and counter, food cabinet shelves, food cabinet handle, trash bin area, clean kitchen floor, faucet, door knob, sink and counter, toilet flush button or handle, mirror, toilet seat, trash bin lid, toilet seat cover, latch, external and internal area of toilet, and lavatory floor.
THAI has installed special High Efficiency Particulate Arrestor called TRUE HEPA air filters on all its aircraft, which is the finest filtering 0.001 micron particles for clean air that is 99.999% particle-free. TRUE HEPA air filters are guaranteed by Airbus and Boeing to keep air as pure as in hospital surgical units. For passenger safety, TRUE HEPA air filters on THAI’s aircraft are changed more often than the recommended standard.
THAI’s cabin crew will observe for possible symptoms of ill passengers, especially those who have respiratory problems, such as cough or sneeze. Surgical masks are available for passengers to wear to prevent spread of infection, separate contagious passengers from others, and cabin crew will contact the international infectious diseases unit prior to flight landing. THAI has also provided influenza vaccinations for the Company’s flight crew and cabin crew annually, for the past 3-4 years.
Furthermore, THAI ensures that contract farming is conducted with regard to fruits, vegetables, and meats used in meal preparation, according to the Good Agricultural Practice (GAP) for hygienic meals on board.
As for ground services, THAI's staff at the check-in counter and boarding gate are also required to observe passengers for possible influenza symptoms. Should a passenger exhibits symptoms, the probable case must be reported to the physician on duty at the airport to conduct a check on the symptoms. If there are any doubts to the passenger’s condition, staff are allowed to refuse or deny boarding.
Source: Thai Airways International Corporate Communications announcement
martes, abril 28, 2009
Mundo Organizacional: Recursos para el manejo de la comunicación de la epidemia de influenza porcina
Recursos para el manejo de la comunicación de la epidemia de influenza porcina
Por si fuera poco, además de la epidemia misma y las complicaciones que su contención genera para la vida cotidiana de miles de personas, enfrentamos como profesionales de la comunicación diferentes retos.
Por un lado nos vemos de cara con una situación que provoca un desajuste emocional entre las personas, sean nuestro familiares o nuestros colegas en el trabajo. No sabemos exactamente qué pasa y hasta dónde nos puede llegar a afectar. Deseamos sin duda que nos pase de lrgo el contagio, pero de repente escuchamos que el virus llega a máss y más lugares, los medios informan y dan cifras actualizadas de muertos y hospitalizados, las autoridades hacen su parte manteniendo el cerco tatno informativo como sanitario..... ¿qué hacer?.... primero que nada debemos entender que esta es una ocasión para determinar cómo podemos ayudar a mantener una calma informada, una paranoia razonable, y sumarnos a los cuidados que nos recomiendan. Pero no podemos dejar de lado que podemos estar bajo una presión psicológica que deberemos enfrentar a nivel personal, familiar o colectivo, dependiendo de lo cerca que nos pase la afectación.
De los muchos recursos disponibles en la red, para los comunicadores me parece una buena idea que busquen las memorias del Sexto Foro de Futuros en Comunicación de Crisis que se llevó a cabo en Reykjavik, Islandia en 2004, bajo el auspicio de la OMS. Es una excelente recomendación de aprendizajes comunicativos en crisis que se han vivido en Austria, Noruega, Bélgica y la memorable epidemia del SARS en Ontario, que a varios nos dejó varados.
Adicionalmente, dado que la Organización Mundial de la Salud ha elevado a fase 4 la alerta epidemiológica en nuestro país, valdría la pena tomar medidas en nuestras empresas para preparar (si no se tiene) nuestro plan de respuesta frente a una posible pandemia. Los Centros para el Control y la Prevención de Enfermedades (CDC)creó una lista de las medidas específicas que las empresas pueden tomar desde ahora para atender esta circunstancia (www.cdc.gov/flu/pandemic/es/).
Por un lado nos vemos de cara con una situación que provoca un desajuste emocional entre las personas, sean nuestro familiares o nuestros colegas en el trabajo. No sabemos exactamente qué pasa y hasta dónde nos puede llegar a afectar. Deseamos sin duda que nos pase de lrgo el contagio, pero de repente escuchamos que el virus llega a máss y más lugares, los medios informan y dan cifras actualizadas de muertos y hospitalizados, las autoridades hacen su parte manteniendo el cerco tatno informativo como sanitario..... ¿qué hacer?.... primero que nada debemos entender que esta es una ocasión para determinar cómo podemos ayudar a mantener una calma informada, una paranoia razonable, y sumarnos a los cuidados que nos recomiendan. Pero no podemos dejar de lado que podemos estar bajo una presión psicológica que deberemos enfrentar a nivel personal, familiar o colectivo, dependiendo de lo cerca que nos pase la afectación.
De los muchos recursos disponibles en la red, para los comunicadores me parece una buena idea que busquen las memorias del Sexto Foro de Futuros en Comunicación de Crisis que se llevó a cabo en Reykjavik, Islandia en 2004, bajo el auspicio de la OMS. Es una excelente recomendación de aprendizajes comunicativos en crisis que se han vivido en Austria, Noruega, Bélgica y la memorable epidemia del SARS en Ontario, que a varios nos dejó varados.
Adicionalmente, dado que la Organización Mundial de la Salud ha elevado a fase 4 la alerta epidemiológica en nuestro país, valdría la pena tomar medidas en nuestras empresas para preparar (si no se tiene) nuestro plan de respuesta frente a una posible pandemia. Los Centros para el Control y la Prevención de Enfermedades (CDC)creó una lista de las medidas específicas que las empresas pueden tomar desde ahora para atender esta circunstancia (www.cdc.gov/flu/pandemic/es/).
Swine Flu Communication
Those should be the first words out of your mouth when you get to the office today. The fact that there is a new global pandemic threat could be the best thing to happen to your communications and public relations department all year. Why? Because corporate leaders will be willing to spend money on things that you’ve been wanting to day anyway, such as write a new Crisis Communications Plan or update your current plan. You can also get money in the budget for media training, presentation training and more.
Why will they be willing to spend money? It’s because corporate risk managers, who get the ear of executives more often than communicators, know that a global pandemic could trigger their risk management plan, which generally has lots of contingencies built in for pandemics. The reason there is a big contingency plan built around this is because a mass number of sick workers will affect corporate profits, and nothing gets the attention of corporate leaders more than something that can affect corporate profits.
Twice this decade risk managers were able to get leaders to free up funds for potentially serious events that could affect corporate profits. First, the Y-2-K computer fears lead to massive sums of money being spent on precautionary projects. That was followed a few years later by the SARS Virus.
So what should you do? Walk up to the executive suite and be the leader of your organization’s efforts to communicate with employees, the media and other key audiences should there be a Swine Flu outbreak that affects your business. The media may want to interview corporate leaders just on the topic of what precautions they are taking. And when you bring up the topic to corporate leaders, they’ll ask what needs to be done and how much will it cost. Be ready with an answer and be ready to ask for more money than you need. Why? Well, if you ask for $50,000, in tight economic times they’ll ask if you can do it for $25,000. You can settle for $35,000 and begin working on your projects.
The Swine Flu is a classic smoldering crisis, for which a properly written Crisis Communications Plan is needed. Once the Crisis Communication Plan is written, it should be followed up with Media Training, then a Crisis Communications Drill.
Here are 10 steps you should take today:
1) Create a combination internal & external communications strategy. Remember that what you say to one audience you must say to all. What you say to employees is never confidential; it gets forwarded to the media.
2) Be ready to communication workplace and social precautions.
3) Be ready to communicate true risks so as to minimize hysteria.
4) Provide perspective. The maps on the news show states where a few cases have been confirmed, but the map looks rather frightening, even though only 2-3 cases have been reported in some of the states.
5) Do a vulnerability assessment. This is the first step in creating a crisis communications plan or crisis communications strategy. Know where the crisis may occur and how.
6) Don’t try to wing it the day you need to communicate. A crisis is no time to write a crisis communications plan. Write or revise it on a clear sunny day.
7) A writing retreat is a great way to get a lot of work done in just a few days. That’s the technique that I use in my 2-day program to write a crisis communications plan. Get everyone who needs to be part of the writing team together at one time. Get them out of the office in a retreat setting to write without interruption. Leave the e-mail, phones and Black Berry devices behind.
After the communications is written, determine the ways you’ll communicate. Get all the tools lined up. Web 1.0 tools are still some of the best tools.
9) Hold media training for the executive team. Don’t let them wing these messages. There could be touch questions that follow.
10) Hold a crisis communications drill to test your strategy. The time to screw up is in private. You don’t want to screw up the day of the crisis.
Why will they be willing to spend money? It’s because corporate risk managers, who get the ear of executives more often than communicators, know that a global pandemic could trigger their risk management plan, which generally has lots of contingencies built in for pandemics. The reason there is a big contingency plan built around this is because a mass number of sick workers will affect corporate profits, and nothing gets the attention of corporate leaders more than something that can affect corporate profits.
Twice this decade risk managers were able to get leaders to free up funds for potentially serious events that could affect corporate profits. First, the Y-2-K computer fears lead to massive sums of money being spent on precautionary projects. That was followed a few years later by the SARS Virus.
So what should you do? Walk up to the executive suite and be the leader of your organization’s efforts to communicate with employees, the media and other key audiences should there be a Swine Flu outbreak that affects your business. The media may want to interview corporate leaders just on the topic of what precautions they are taking. And when you bring up the topic to corporate leaders, they’ll ask what needs to be done and how much will it cost. Be ready with an answer and be ready to ask for more money than you need. Why? Well, if you ask for $50,000, in tight economic times they’ll ask if you can do it for $25,000. You can settle for $35,000 and begin working on your projects.
The Swine Flu is a classic smoldering crisis, for which a properly written Crisis Communications Plan is needed. Once the Crisis Communication Plan is written, it should be followed up with Media Training, then a Crisis Communications Drill.
Here are 10 steps you should take today:
1) Create a combination internal & external communications strategy. Remember that what you say to one audience you must say to all. What you say to employees is never confidential; it gets forwarded to the media.
2) Be ready to communication workplace and social precautions.
3) Be ready to communicate true risks so as to minimize hysteria.
4) Provide perspective. The maps on the news show states where a few cases have been confirmed, but the map looks rather frightening, even though only 2-3 cases have been reported in some of the states.
5) Do a vulnerability assessment. This is the first step in creating a crisis communications plan or crisis communications strategy. Know where the crisis may occur and how.
6) Don’t try to wing it the day you need to communicate. A crisis is no time to write a crisis communications plan. Write or revise it on a clear sunny day.
7) A writing retreat is a great way to get a lot of work done in just a few days. That’s the technique that I use in my 2-day program to write a crisis communications plan. Get everyone who needs to be part of the writing team together at one time. Get them out of the office in a retreat setting to write without interruption. Leave the e-mail, phones and Black Berry devices behind.
After the communications is written, determine the ways you’ll communicate. Get all the tools lined up. Web 1.0 tools are still some of the best tools.
9) Hold media training for the executive team. Don’t let them wing these messages. There could be touch questions that follow.
10) Hold a crisis communications drill to test your strategy. The time to screw up is in private. You don’t want to screw up the day of the crisis.
viernes, agosto 03, 2007
1982
In 1982, Johnson & Johnson recalled 31 million Tylenol capsules in response to product tampering, AT&T agreed to divest itself of 22 subdivisions, Sony and Philips introduced the CD-ROM, the Weather Channel debuted on U.S. cable television—and the IABC Research Foundation was established as a nonprofit corporation to advance the communication profession and demonstrate its value in organizational effectiveness through education and research.
The foundation’s vision is to contribute a body of knowledge that advances the practice, perception and effectiveness of communication.
Its mission is to serve IABC, its members and others in the profession through research that supports and advances the practice of organizational communication.
“Communicators are a busy lot, often consumed with the tasks at hand,” says Warren Bickford, ABC, chair from 2002 to 2003. “Collectively, we often pay more attention to the art of what we do, at the expense of the science behind what we do. We need to continue to build the body of knowledge, critically examining the value we bring to our organization.”
The foundation’s vision is to contribute a body of knowledge that advances the practice, perception and effectiveness of communication.
Its mission is to serve IABC, its members and others in the profession through research that supports and advances the practice of organizational communication.
“Communicators are a busy lot, often consumed with the tasks at hand,” says Warren Bickford, ABC, chair from 2002 to 2003. “Collectively, we often pay more attention to the art of what we do, at the expense of the science behind what we do. We need to continue to build the body of knowledge, critically examining the value we bring to our organization.”
Extreme Makeover: From Communication Order-Taker to Business Problem-Solver
Angela Sinickas, colega del IABC Blue Ribbon Panel y una de las más importantes consultoras especializadas en el tema de medición de la efectividad de la comunicación, presentó en la IABC International Conference, su punto de vista respecto de cómo evolucionar de "tomadores de orden" a "comunicadores estrategas".
Aquí la primera parte de su presentación:
I. Order-takers
A. Management identifies a problem or opportunity, decides what communication is needed, and asks us to do publicity
1. “We need to increase awareness and understanding of ….”
2. “We need a brochure…a news release…a posting on the Web.”
B. Communicators either:
1. Complain: “Why didn’t they involve me earlier?”
2. Comply: “When do you need it by? How much budget do we have? Let me work up some creative ideas.”
3. Argue: “I’m the communicator. I say we should do this a different way. Trust me.”
... cualquier parecido con la realidad... es mera coincidencia...
Aquí la primera parte de su presentación:
I. Order-takers
A. Management identifies a problem or opportunity, decides what communication is needed, and asks us to do publicity
1. “We need to increase awareness and understanding of ….”
2. “We need a brochure…a news release…a posting on the Web.”
B. Communicators either:
1. Complain: “Why didn’t they involve me earlier?”
2. Comply: “When do you need it by? How much budget do we have? Let me work up some creative ideas.”
3. Argue: “I’m the communicator. I say we should do this a different way. Trust me.”
... cualquier parecido con la realidad... es mera coincidencia...
martes, junio 26, 2007
Using a virtual taskforce to keep CR relevant at Sky
The corporate responsibility team at Sky is aided by a CR steering group and "virtual taskforce" to ensure its CR efforts are constantly in tune with the business needs. The following 10 points outline the responsibilities and benefits of the taskforce. Would this successful model work in your organization?
At a board and executive level, the CR Steering Group (CRSG) provides leadership and drives corporate responsibility practices.
The CRSG is supported on the ground by a taskforce of senior operational managers that works to embed responsible business practices throughout the diverse range of functions within Sky. The taskforce was established in 2004 with approximately 12 initial members, but the virtual nature of the taskforce has enabled its growth to some 50 people.
The taskforce is supported and guided by the CR department, bringing relevant areas of the business together to address issues.
It meets periodically around core management activities such as risk workshops and diagnostic sessions and has proved to be most successful as a more virtual entity that interacts with the CR department and CRSG to address key issues.
The day-to-day integration and management of CR business practices are run as part of the general function of operating areas.
The taskforce provides an internal framework to help ensure CR activities remain relevant for the business and for its stakeholders.
Taking action to deliver against commitments and performance indicators is another key role of the taskforce.
Annual commitments are set with input from the taskforce in light of findings from consultation, risk assessment processes and issues tracking.
Keeping those commitments simple helps to focus the business on what it needs to deliver. In the last year Sky has trimmed the number of commitments set in order to focus on the key issues for the business.
The nature of the commitments enables the business to apply them to existing initiatives and new opportunities as they arise throughout the year, therefore maximizing action from the business.
For more information on Sky's corporate responsibility work, visit:
www.sky.com/responsibilities
At a board and executive level, the CR Steering Group (CRSG) provides leadership and drives corporate responsibility practices.
The CRSG is supported on the ground by a taskforce of senior operational managers that works to embed responsible business practices throughout the diverse range of functions within Sky. The taskforce was established in 2004 with approximately 12 initial members, but the virtual nature of the taskforce has enabled its growth to some 50 people.
The taskforce is supported and guided by the CR department, bringing relevant areas of the business together to address issues.
It meets periodically around core management activities such as risk workshops and diagnostic sessions and has proved to be most successful as a more virtual entity that interacts with the CR department and CRSG to address key issues.
The day-to-day integration and management of CR business practices are run as part of the general function of operating areas.
The taskforce provides an internal framework to help ensure CR activities remain relevant for the business and for its stakeholders.
Taking action to deliver against commitments and performance indicators is another key role of the taskforce.
Annual commitments are set with input from the taskforce in light of findings from consultation, risk assessment processes and issues tracking.
Keeping those commitments simple helps to focus the business on what it needs to deliver. In the last year Sky has trimmed the number of commitments set in order to focus on the key issues for the business.
The nature of the commitments enables the business to apply them to existing initiatives and new opportunities as they arise throughout the year, therefore maximizing action from the business.
For more information on Sky's corporate responsibility work, visit:
www.sky.com/responsibilities
Five signs and benefits of an awakened leadership
By Dr. Joan Marques, organizational leadership consultant
Awakened leaders are those who don’t mind helping out on the work floor. They adapt easily, have great compassion, embrace change, and maintain a receptive attitude toward diversity. They are people-oriented, but don’t lose track of processes and the need for continuous improvement. But, because they are trusted, appreciated, and generally known as hard workers, their employees are more willing to take ownership of their responsibilities and provide higher input.
Here are five top reasons why awakened leaders are a must in today’s organizations:
They perceive profits as a logical consequence rather than a priority. Employees and customers are their main focus, and because of that, they perform better than their competitors. Southwest Airlines is an excellent example of that.
They understand the value of balance in life and support this virtue toward their workers as well as themselves. Junior Achievement of Southern California harbors such a culture, encouraged by a president who realizes the importance of family.
They apply a macro-to-micro approach, which means that they try to consider all aspects before engaging in a new venture. Well-being of humanity in the greatest sense is their main concern. Starbucks’ approach toward coffee growers in South America is an example of this mindset.
They embrace change as a given in today’s world. They therefore ensure a great level of flexibility in their business perspectives. Charles Schwab’s repeated self-reinvention demonstrates that.
They embrace diversity for the right reasons: they consider it logical, and they respect the enhanced creativity and understanding that result from heterogeneity.
The fact that their organization also performs better in the long run is a pleasant plus. Software House International, Inc., Worldwide Technology, Inc, Ensemble Workforce Solutions, and Omega World Travel are all living proof of this. These companies are owned by minority members and have advanced greatly in recent years.
Awakened leaders are needed in today’s organizations, because they are corporate responsibilty professionals. They make a positive difference, regardless of the nature or location of their organization.
Awakened leaders are those who don’t mind helping out on the work floor. They adapt easily, have great compassion, embrace change, and maintain a receptive attitude toward diversity. They are people-oriented, but don’t lose track of processes and the need for continuous improvement. But, because they are trusted, appreciated, and generally known as hard workers, their employees are more willing to take ownership of their responsibilities and provide higher input.
Here are five top reasons why awakened leaders are a must in today’s organizations:
They perceive profits as a logical consequence rather than a priority. Employees and customers are their main focus, and because of that, they perform better than their competitors. Southwest Airlines is an excellent example of that.
They understand the value of balance in life and support this virtue toward their workers as well as themselves. Junior Achievement of Southern California harbors such a culture, encouraged by a president who realizes the importance of family.
They apply a macro-to-micro approach, which means that they try to consider all aspects before engaging in a new venture. Well-being of humanity in the greatest sense is their main concern. Starbucks’ approach toward coffee growers in South America is an example of this mindset.
They embrace change as a given in today’s world. They therefore ensure a great level of flexibility in their business perspectives. Charles Schwab’s repeated self-reinvention demonstrates that.
They embrace diversity for the right reasons: they consider it logical, and they respect the enhanced creativity and understanding that result from heterogeneity.
The fact that their organization also performs better in the long run is a pleasant plus. Software House International, Inc., Worldwide Technology, Inc, Ensemble Workforce Solutions, and Omega World Travel are all living proof of this. These companies are owned by minority members and have advanced greatly in recent years.
Awakened leaders are needed in today’s organizations, because they are corporate responsibilty professionals. They make a positive difference, regardless of the nature or location of their organization.
martes, marzo 20, 2007
Lo eterno
“Tenemos el deber de preocuparnos por lo que es eterno y más elevado entre todo lo que poseemos, lo que da importancia a la vida y que nosotros queremos legar a nuestros sucesores más puro y rico de que lo hemos recibido de nuestros antecesores”
Albert Einstein
Albert Einstein
Suscribirse a:
Entradas (Atom)
