8/25/11
CAPB 2011
Regina
The Calm
!
and not!
The Storm
!
Taking the guesswork
out of dealing with a crisis.
Derek Johnston
Face Value Communications Inc.
“Let’s check in with the Police Board/
Service and see what’s going on…”
Look familiar?
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Some days, “policing” and “crisis” seem synonymous.
What does that mean for Police Boards?
“Bonds, Stacy Bonds”
So, what brings you here?
Sucker for punishment?
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The element of surprise…
What do professional hockey and elite
water polo have in common?
Don’t delude yourself…
The CRISIS is coming!
(if it hasn’t already!)
Hang on for the ride!
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Today’s Targets
1.  Interaction and fun
2.  Better understanding of the
dynamics of “crisis”
3.  Tips on how to manage one and…
4.  …how to prevent one!
text
Today’s Targets
5.  Exposure to proven principles
6.  Potholes to avoid
7.  Your short-term Action Plan
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Approach
1.  Ready?
2.  Aim…
3.  Fire!
1. Ready?
•  Issue vs. crisis
Definitions
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Issue
A perceived problem,
with expectations by
key stakeholders
for prompt resolution.
An issue is usually…
•  Long-standing, slowly developing, or predictable
that impacts on an industry or sector;
•  Something that can be identified, monitored and
managed as it emerges;
•  Often brought into the public arena (or at least
fuelled) by protagonists or activists and reported in
the media.
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text
You think YOU’VE got issues…
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Issue Management
A proactive approach to problem solving:
- dependent on using internal and external
networks and relationships to alert the
organization that a problem is brewing and,
- to tackle issues that can have operational,
political, financial, social, or technological
consequences.
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… is about facing up to difficult scenarios,
picking the issues early, building the networks
which will deliver information and influence,
understanding exactly where the opposition is
coming from, and doing something about it
early enough to make a difference.
Take control!
Why bother?
•  Put into context
•  Influence media coverage
•  Reach key influencers
•  Build and maintain reputation & relationships
•  Reduce exposure to risk
•  Align with strategic direction and policy
development
•  Capitalize on opportunities
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Issue Management Process
Take active
leadership to
manage issue
Issue
Identified
Yes
Yes
Yes
Can we exert
influence
on it?
Is it likely
to impact
us?
No
Not currently
an issue for us
No
Monitor for
changes
Issue
Are we willing
to commit
resources?
Yes
Do we do
this alone?
No
Monitor for
changes
No
Coalition/
support
building
Crisis
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Organisations that don’t manage issues are
jeopardising control of their own destiny.
Planned action gives way to ad hoc reaction.
Issues management becomes crisis
management.
Crisis
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There’s no excuse!
Although some risks are beyond your control, others
can be foreseen. Research shows that the vast
majority of crises arise when organizations fail to
identify a potentially contentious issue at an earlier,
more benign stage, and to develop a plan of action to
manage the issue - before the issue manages them.
David Weiner
National Public Relations
Crisis Communications
A reactive approach that uses timely, targeted
communication to mitigate the damage to an
organization’s reputation, relationships, and
overall effectiveness.
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Objectives
•  Maintain public confidence
•  Minimize fear and confusion
•  Influence public debate & stakeholder reaction
•  Encourage third party endorsements
•  Preserve or enhance reputation
•  Internally - minimize disruptions to service,
preserve morale
The Gold Standard.
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Why bother?
Planning for a crisis, a turning point –
is the art of removing much of the risk and
uncertainty to allow you to achieve more
control over your own destiny.
The organization that weathers a crisis well
understands that opportunity can come out of
adversity.
A well managed crisis response, coupled with an
effective recovery program, will leave stakeholders
with a favourable impression and renewed
confidence in the organization.
You won’t be judged so much for the crisis itself –
which may have been outside your control – but by
your response to it.
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Issue Mgmt vs. Crisis Comms
Proactive, fixing problems
before they occur.
Reactive, after they’ve
occurred.
Medium to long-term.
Immediate.
Multi-faceted and often
complex.
Clear focus, tasks are
obvious.
Planning takes advantage of Forget the opportunities
opportunities and avoids the - you’re dealing with the
worst case scenario.
worst case scenario.
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Guiding Principles
Hope for the best…
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but
PLAN
for the worst…
PLAN
some more
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Validate your
PLAN
Re-visit your
PLAN
annually
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Did I mention…
PLAN
?
Elements of the PLAN
•  Objectives – what are you trying to achieve?
•  Audiences – who are you trying to reach?
•  Approach – who speaks to what?
•  Messages – core themes that folks need to hear?
•  Tools & Tactics – how are you delivering those
messages?
•  Evaluation – did you achieve your objectives?
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Be PROACTIVE
Proactive
“Good”
Reactive
“Bad”
Be PROACTIVE
Proactive
=
“Information”
Reactive
=
“Explanation”
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Be PROACTIVE
Taking Action
6 words that will save your bacon
Mess up
Fess up
Dress up
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Play nicely with others…
…and don’t…
Be QUICK!
Can you stop the bleeding, set the
fractures, and stabilize the patient?
Can you improve the chances for
survival in the first hour?
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Tell as much as you can.
Tell the truth.
Tell it fast.
Be first.
Be right.
Be credible.
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You just never know…
Sir Paul Stephenson
Express genuine empathy.
“Perfect” game?
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Keep ‘em honest
Correct factual errors
and address
misconceptions
immediately
Look inside and outside
Make internal
communications a priority…
…not an afterthought.
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Other Common Pitfalls
No
No
PLAN!
PLAN!
•  Police misconduct – who says what?
•  Police budgets – who says what?
•  Police policies – who says what?
•  Other jurisdictions – who says what?
•  Nasty editorial – who says what?
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Other Common Pitfalls
You wait to tell the
whole story instead
of releasing it
chapter by chapter.
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Other Common Pitfalls
No
Capacity!
Other Common Pitfalls
Bogged down in
process.
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So what?
What does all this mean
for your agency and your
Police Board?
1. Build a Strategy
a. Issue Management Function
- formalize regular access to reliable internal
and external networks
-  monitor mainstream and social media
-  build relationships with your key
stakeholders
-  review key crime, demographic and socioeconomic data
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1. Build a Strategy
b. Start close to home
-  Develop/review Board policies and
procedures
-  Build the strategy in collaboration with the
Police Service and your partners
-  Mow your own grass!
1. Build a Strategy
c. Reach out
-  Leverage existing opportunities to educate
and engage
-  Demonstrate your value to the community
-  Maximize the down time!
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1. Build a Strategy
d. Evaluate how you’re doing
-  Regularly assess how well you’re achieving
the stated objectives
-  Formal and informal mechanisms
2. GET READY!
Work with your partners on some realistic scenarios:
•  confirm roles and responsibilities
•  prepare your spokespeople
•  de-brief and adjust your plans
•  talk to your colleagues in other cities
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When it works…
-  it’s straightforward
-  it’s clear
-  it’s direct
-  it’s 2-way
-  it’s simpler than you think…
When it works…
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Questions?
Comments?
Thank you
Enjoy your night!
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8/25/11
Resources
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Derek Johnston
(613) 794-1876
derek@face-value.ca
SKYPE: facevaluecomms
Thank you!
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