Cornell University and the
H1N1 Influenza Pandemic
1
ABSTRACT
•
•
•
•
August 27 - Beginning of fall semester
September 11 - Student death
September 15 - Approximately 600 cases
Case Study:
– Response to H1N1 Pandemic
– Present and discuss:
• Communication
• Preparation
• Resources
– Adaptation of existing crisis management plan
2
H1N1 “SWINE FLU” VIRUS
• First identified in U.S. in April 2009
• “Global Pandemic” - June 11, 2009 by WHO
• Vaccines not readily available
• Similar to seasonal influenza, but targets youth
• Obama’s declaration in October: “National
Emergency”
3
CORNELL UNIVERSITY
• Ivy League
• Ithaca, New York
• 4,000 courses
• 20,000 students (120 countries)
• 15,000 faculty & staff
• Strong financial standing
4
RELEVANT THEORIES
• Issues Management
– Risk Management
• Two-Way Symmetrical Communication
• Systems Theory
– Unification of organization
• Transparency
• Uses and Gratifications Theory
• Diffusion Theory
5
THE ISSUE
• Cornell University adapted its pre-existing influenza
crisis plan (for avian flu) to adjust it for the H1N1
emergency on campus and implement a crisis
management campaign for the fall 2009 semester. The
university faced a crisis situation that could have
impacted all members of the university community,
both on and off-site, and had potential for devastating
results if not handled properly. Taking the situation
seriously, Cornell acted without delay to create and
implement a number of communications efforts to
handle the pandemic outbreak of H1N1 on campus.
6
CORNELL’S RESPONSE
• Spring 2009 - Precautionary Statement
• Spring - Fall - adjusting of crisis plan
“…the priorities, structures, and relationships that were
established during the previous planning process
positioned the university to respond to the emerging
pandemic quickly and effectively…”
- www.gannett.cornell.edu
• Fall 2009
– Pandemic Flu Working Group
– Flu Incident Lead Team
7
CORNELL’S RESPONSE
• 24-hour Hotline
• Dedicated E-mail
• Web site; Web redirects
• Social Media
• Posters / Flyers
• Rallying the Students
• Flu Shots: Oct 19 -->
from http://cornellsun.com
8
CORNELL’S REPONSE
• Pandemic Flu Working Group
– Helped guide university departments to create
strategies.
• The Flu Incident Lead Team (FILT)
– Met twice a week to discuss practical issues the
university faced.
• The Ad-Hoc Incident Group for H1N1
– During the most turbulent time, this group met
daily to direct any necessary messages to top
university officials.
9
OTHER RESPONSES
• Media coverage of issue nationwide
• Desensitization
– Excess of Coverage
– Transformation with Severity
• The Greeks placed a two-week moratorium on
parties after Schor died
• The Campus-Community Coalition held a
public forum to discuss the influenza issue
10
PAGE PRINCIPLES
•Tell the truth
- Cornell focused on transparency at all levels
•Prove it with action
- Cornell followed their pandemic plan closely
•Manage for tomorrow
- The pandemic plan recognized a key issue
•Conduct public relations as if the whole company
depends on it
- Realizing students were the priority emphasized
appropriate response
11
ADVANTAGES / DISADVANTAGES
+ Pre-existing crisis plan
+
+
+
-
Credibility, financial backing
Partnering organizations
Transparency
Testing and treatment follow through are voluntary
Not using popular mediums for important public
Little encouragement for feedback
Previous perceptions
12
OPPORTUNITIES / THREATS
• Increased number of mediums
• Social media
• Becoming a leader and resource for campus
issues management preparation
• Adherence to national test/vaccination
regulations
• Proper and thorough self treatment?
• Misinformation and inaccurate perceptions
13
CHALLENGES
• Response intensity and repetition
– Excessive?
• Balancing:
– Incitement of Fear vs. Promoting complacency
– Privacy / Treatment / Education
– Gravity of situation while keeping it in proportion
14
THANK YOU
15