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FINAL PAPER

Course

Big Swamp College

Aircraft Crash Crisis Communication Plan

By John Doe

Professor

September 1, 2010

Certification Page of Authenticity of One’s Own Work

CERTIFICATION STATEMENT

I hereby certify that the following document constitutes my own product. Where the thoughts, ideas, or expressions of another are used appropriate credit is given and, that where the language of another is set forth, quotation marks so indicate. I further understand that if appropriate credit citing the originating author is omitted by me it can result in the failure of this assignment and stricter academic disciplinary action by Edis

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Signature

Date_______________10/11/13_______________________

Table of Contents

Content Page(s)

Introduction 4

Purpose and Objectives 5

Key Publics 6

Notifying Key Publics 6

Directory, Team and Spokesperson 8

Media Selection and Use 12

Continuity Principles 14

References 15

Introduction

This crisis communication plan is to prepare Big Swamp College (BSC) in the event of an aircraft crash at its Armadillo County campus, located at 335 Muddy Road, Jersey, Florida. The northern portion of the BSC’s property boarders a residential community, which operates its own private airfield for small single engine gas airplanes. The takeoff and landing approaches for these aircraft is directly over Ransom Hall, which houses the College’s School of Business.

In the event of an aviation crash, the first responding personnel will be the BSC Campus Police Department. The Campus Police will receive assistance from the County Sheriff’s Office, Fire Department, and EMS in the immediate response and stabilization of the scene. The Campus Police Chief will then notify the National Transportation Safety Board (NTSB), follow their procedures, and restrict access to the crash site to the, “FAA, Police/Fire/EMS, Medical Examiner/Corner, [and] Other Emergency Service Agencies” (NTSB, n.d.). Once the NTSB arrives on-scene, further access will be limited and the NTSB, “owns the investigation site” (Arnoult, 2008, para.13).

Information about the actual crash, crash scene, and damage to BSC property, will be limited and only released by the NTSB, during its official on-site investigation. BSC will be responsible for the immediate notification of the incident, notifying next of kin (in the case of student and/or staff fatalities), and providing the College’s publics the updates and progression of campus life and activities.

The internal BSC departments, which will utilize this crisis communication plan, will be the Office of the President, Campus Police, Facilities Management, Human Resources, Information Technology, and the Public Information Office. Their duties will be described under the Directory, Team, and Spokesperson section of this document.

Purpose and Objectives

Purpose

The purpose of this crisis communication plan is to provide accurate and timely information to the BSC’s publics and the media. In addition, “internal communications [will] take precedence” (Hurley-Hanson & Giannantonio, 2009, para. 17) in order to keep our staff and students informed and embrace them as the most important publics of the BSC family.

Objectives

1. Activate the Emergency Notification System to warn staff and students of the plane crash and order their evacuation to another part of campus, within 5 minutes of the incident.

2. Ensure Armadillo County emergency services have been dispatched by calling 911.

3. Notification of “All classes canceled, until further notice.” within 15 minutes through the Emergency Notification System.

4. Provide a news release of verified information regarding the incident to the media within 40 minutes.

5. Hold a press conference at the President’s Office, in the Administration Building, within 4 hours after the crash.

6. Keep students and staff continuously informed of provided services (counseling, food, assistance) and any memorial arrangements via College email and website.

7. Keep the media informed with up to date College related information through scheduled press conferences and the College’s website and social media.

Key Publics

While all publics are important to BSC, the College has three categories of key publics, which are labeled in order of importance. Fearn-Banks (2011, p. 309) describes, these publics as:

1. “Functional publics-the people who actually make the organization work.”

2. “Enabling publics-those people with the power and authority to make decisions.”

3. “Diffused publics-those people linked indirectly to the organization in crisis.”

Since BSC is an organization of higher learning, it sets its functional publics, the students and staff on its highest tier. Without these individuals, the College would not be filling its mission or even exist. In addition, the enabling publics, the Board of Trustees and the State Legislator, who delegate funding and decision making would also agree that the College’s number one priority is the students. Finally, the diffused publics, the media, alumni, and citizens of Armadillo County are important in sustaining the College’s prestige.

Notifying Key Publics

Functional Publics

It is BSC’s first responsibility to notify our staff and students about the immediate dangers of the evolving incident. This notification will be disseminated through BSC’s Emergency Notification System, which will be activated by the Campus Police Chief or his designee. The Emergency Notification System consists of three types of electronic notification, “SMS text messages, voice cell messages, and email” (Lang, 2012, para. 9), in addition to, “blast sirens over public address speakers” (Chandler, 2012, para. 6) with emergency instructions. This system of notifications has the, “ability to reach a large number of people quickly” (Chandler, 2012, para. 12) and informs on and off campus staff and students of the immediate dangers and how to avoid them.

Once the initial emergency has ended, BSC’s internal email system will provide additional College related updates. These updates of additional College information may or may not be, the same as provided to our enabling or diffused publics. An example of “functional publics only” information would be College private memorial functions, College provided counseling times and locations, classroom changes, and other College related business.

Enabling Publics

BSC’s enabling publics will be notified via College email and telephone. These messages will be relayed by the College President and College Vice President. These messages will provide only factual information about the incident, and how the College is currently managing the crisis. These messages may also seek additional financial support or the granting of additional flexibility of some College Operating Procedures to ensure that adequate positive support can be obtain for the College family.

Diffused Publics

Due to the emergency nature of the incident, the news media will receive initial notification through its sources, which monitor the emergency radio systems of the responding Police, Fire, and EMS units. Additional information regarding the College (NTSB will provide all information regarding the crash) will be disseminated through two daily press conferences, website updates, and social media updates. The daily press conference will be held at the President’s Executive Conference Room at 7:00 am and at 5:00 pm. Only factual and verified information will be given at this time. In addition, if no new information is available, then that will be relayed to the media. Finally, due to the concern for the BSC family, the media will be, “asked to respect the privacy of the families involved in the tragedy” (Wigley, 2003, para. 8).

Directory, Team, and Spokesperson

Directory

BSC Position Name Contact Information Office/Cell

President Robert Smith 239-999-8811 / 239-555-0909

Vice President Harry Jones 239-999-8812 / 239-555-0910

Police Chief Ronny Rick 239-999-8813 / 239-555-0911

Police-Officer in Charge Supervisor/Designee 239-999-5050 / 239-555-6666

Facilities Manager Bobby Young 239-999-8814 / 239-555-0912

Facilities Asst. Manager Will Smith 239-999-8815 / 239-555-0913

Public Information Manager Ginny Jones 239-999-8816 / 239-555-0914

Public Information Officer Janet Rude 239-999-8817 / 239-555-0915

IT Manager Jason Kilo 239-999-8818 / 239-555-0916

IT Shift Supervisor Mary Tillman 239-999-8819 / 239-555-0916

HR Manager Isaac Monk 239-999-8820 / 239-555-0917

HR Supervisor Zach Williams 239-999-5051 / 239-555-8888

Team

As Satterfield & Squire (2012) states, “establishing a clear crisis management/communications plan with identified leadership and authority positions enables an organization to manage a crisis effectively” (para. 14). Thus BSC crisis communication team includes the above members from the Office of the President, Campus Police, Facilities Management, Public Relations, Information Technology, and Human Resources. Each department has a specific task during the crisis of an aircraft crash, which are described as follows:

Office of the President

The President will be responsible for being the leader and the main spokesperson for BSC. Their duties will include talking to all forms of publics and will be assisted, when needed, by the Vice President. The President will also be responsible in making command decisions for BSC regarding future College events and any issues that will impact BSC as a result of this crisis.

In the unfortunate event of student or staff death, the President will be responsible in making notification to the next of kin, with the assistance of the Campus Police Chief. If there is a great loss of life, the Vice President will also assume this duty supported by the Police Chief’s designee.

Campus Police

The Campus Police will be responsible for the initial response to the crash scene, which includes assisting the injured, evacuation, setting a secure perimeter for the NTSB, and activating the Emergency Notification System. The Chief will establish an on-scene incident command with his counterparts from the Armadillo County Sheriff, Fire, and EMS. The Chief will also act as the liaison with the NTSB investigators and the Medical Examiner and provide any College related assistance.

Facilities Management

Facilities Management will be responsible for providing information regarding the affected College property. Examples of this information will be building plans, age of the structure, fire suppression equipment, evacuation routes, number of class rooms, occupancy limits, and additional building details. Once the NTSB scene is cleared, Facilities Management will also provide a factual damage report to the structure.

Public Information Office

The Public Information Office will be the location for the crisis command center and will be responsible for constructing news releases, social media updates, and website updates. This information will be complied from internal resources and from the Crisis Team. All information will be verified and approved by the Public Information Manager prior to release.

Information Technology

IT will be responsible for all technical support, i.e. computer access, news conference set up, web page development, and any other computer related issues. IT will be available to maintain all computer servers to ensure there is no interruption between the College and its publics.

Human Resources

Human Resources will, “have all the privacy information…know who to contact, and are able to manage communication with employees en masse” (Hurley-Hanson & Giannantonio, 2009, para. 23). HR will also manage any emergency employee benefits needed during this time including, but not limited to, death benefits, forwarding of pay, and mental health counseling.

Spokespersons

There will be numerous spokespersons for BSC during this crisis, with each spokesperson having their own area of specialty. The primary spokesperson for BSC will be the College President. His duties will be to relay all general College related information to the news media, including the names of the victims, after their families have been notified. The Police Chief will provide any information in regards to the emergency services function of the incident, with the exception of information regarding the actual crash, which will be handled by the NTSB spokesperson. Finally, the Facilities Manager will provide all information regarding the building being affected by the incident.

The departments involved in this crisis communication plan will have two department individuals assigned to the team. This is done in case the primary spokesperson is not available for the department during the incident. The third backup spokesperson for this crisis plan would be the Public Information Manager, based on their expertise.

Media Selection and Use

BSC will use various forms of media to communicate with its publics to release timely, accurate information. These forms of media will include printed, television, internet, social, and electronic media. It is important to use these methods appropriately because when, “access to a disaster area or crisis site is restricted, members of the media may be unable to effectively gather information first-hand. Providing the media with information…will prevent the media from going to other, potentially less credible, individuals for information” (Veil & Husted, 2012, para. 10).

Printed Media

Since printed media will not reach a large audience, it will only be used in the form of the College newspaper (Gator News) and will be an intimate method of communication for our functional publics, the staff and students. During this time, BSC will provide information on affected College business and what the administration is doing in regards to the continuation of the College’s mission. In addition, Gator News will also provide information regarding the victims, thus providing a physical media where members can remember their friends.

Television

BSC will hold two daily news conferences (in the President’s Executive Conference Room), one at 7:00 am and again at 5:00 pm. This will allow television news outlets to air live coverage during their morning and evening broadcasts. Television news will reach a large audience, locally and statewide. National media outlets may also air the press conferences, thus informing an even larger audience. This will be BSC’s opportunity to verbally express our condolences to the victims’ families, provide information on the College’s response, and demonstrate ways on how BSC is aiding our family of students and staff during this tragedy.

Internet

Since technology has made the internet accessible to almost everyone, everywhere, BSC will use the internet to provide continuous updates via its website and social media. This medium and its messages will be controlled by the College and will function as another avenue to provide open and honest information in the form of stock data and internal communications. Social media and our website will also be another avenue for the College to accept and answer questions from the public.

BSC’s Information Technology Department will also create a memorial page for the victims of the tragedy. This webpage will include photographs, biographies, and allow individuals to leave comments and messages. The administration will also encourage students and staff to use this medium as a form of healing. In times of grief, people may wish to donate funds as a means of support for the victim, victim’s family, and the College. The webpage will contain “a form for donations to memorial funds established in each victim’s name” (Wigley, 2003, para. 10).

Electronic Media

BSC will use electronic media in the form of College wide emails to staff and students. This will be another way the College will transmit new information regarding all facets of College life to the ones directly involved in the College community. This form of media will have an outgoing and friendly tone to help the College community through this difficult time. These emails will be delivered by the President, or his designee, and be of limited quantities to provide a more sincere effect.

Continuity Principles

Bearing the physical and emotional stress of this tragedy BSC must, “consider the entire wellbeing of those affected by the crisis-not just their physical health and safety, but mental, emotional, and psychological heath” (Veil & Husted, 2012, para. 26) in order for the College family to move forward.

The College must heal as a whole both mentally and physically. BSC will provide mental health counseling to staff and students as well as understanding the necessity to have time to grieve as a community. BSC will also establish scholarships in the memory of the victims, and provide tuition assistance to members of the affected families. Regarding the physical loss of BSC property, the building will be rebuilt and any memorial funds obtained will be utilized to construct a standing memorial at the crash site.

By using the news media, social media, and the internet, BSC will show the strength, resilience, and the voice of the BSC community. This will begin the healing process, which will eventually bring the College back to its normal course of business.

References

Arnoult, S. (2008). Managing through a crisis. Air Transport World, 45(4), 49-51. Retrieved September 21, 2013, from http://search.proquest.com/docview/224293233?accountid=10674

Chandler, C. (2008). Campus safety, crisis communication on agenda last week. The Mississippi Business Journal (Pre-Aug 20, 2012), 30(18) Retrieved September 21, 2013, from http://search.proquest.com/docview/206590022?accountid=10674

Duke, S., & Masland, L. (2002). Crisis communication by the book. Public Relations Quarterly, 47(3), 30-35. Retrieved September 21, 2013, from http://search.proquest.com/docview/222396985?accountid=10674

Fearn-Banks, K. (2011). Crisis Communications: A Casebook Approach. (4th ed.). New York: Routledge.

Hurley-Hanson, A., & Giannantonio, C. M. (2009). CRISIS RESPONSE PLANS POST 9/11: CURRENT STATUS AND FUTURE DIRECTIONS. Academy of Strategic Management Journal, 8, 23-37. Retrieved September 25, 2013, from http://search.proquest.com/docview/215102355?accountid=10674

Johnson, W. H., & Matthews, W. R. (1997). Disaster plan simulates plane crash into high-rise building. Disaster Prevention and Management, 6(5), 311-317. Retrieved September 21, 2013, from http://search.proquest.com/docview/214377473?accountid=10674

Lang, Robert F, CPP,C.S.O., C.E.M. (2012, 08). Crisis on campus. Security Technology Executive, 22, 30-32,34,36. Retrieved September 23, 2013, from http://search.proquest.com/docview/1044864973?accountid=10674

National Transportation Safety Board. (n.d.). Responding to an Aircraft Accident. Retrieved September 25, 2013, from http://www.ntsb.gov/doclib/agency_reports/SPC0402.pdf

Satterfield, J., & Squire, J. (2012). Coming through a public relations crisis successfully. Franchising World, 44(11), 70-71. Retrieved September 23, 2013 from http://search.proquest.com/docview/1220744477?accountid=10674

Wigley, S. (2003). Relationship maintenance in a time of crisis: The 2001 Oklahoma state university plane crash. Public Relations Quarterly, 48(2), 39-43. Retrieved September 21, 2013, from http://search.proquest.com/docview/222455770?accountid=10674

Veil, S. R., & Husted, R. A. (2012). Best practices as an assessment for crisis communication. Journal of Communication Management, 16(2), 131-145. Retrieved September 23, 2013, from doi:http://dx.doi.org/10.1108/13632541211217560