Follow-on from your Issue Management Assignment and Develop a • Crisis Management Plan • Crisis Communication (message) Plan News and statistics sources: https://www.news.com.au/lifestyle/health/mental-health/mum-speaks-out-after-cyber-bullyingtook-her-daughters-life/news-story/6b85e42e2a33222c4db22b802f858a8f https://www.sbs.com.au/audio/podcast-episode/we-couldnt-save-him-the-impact-of-cyberbullyingon-an-entire-community/tykysyigf https://www.hurriyetdailynews.com/increased-cyber-bullying-leads-to-teen-suicides-in-australia14921 https://en.wikipedia.org/wiki/Suicide_of_Dolly_Everett because of cyberbullying (2008). When Allem died by suicide at 17 after being bullied, it was Instructions and Template for Assignment Three The steps for Assignment Three are summarised below and work as a guide. Overall you should aim for concision and precision. (This template is adapted from the work of both Jaques (2014), Coombs (2007) and Civitella). Part 1 – Crisis Management Plan 1. Identify and determine a threshold for crisis Flowing from Assignment Two Issue, briefly identify the factors or situations in which your identified issue would become a ‘crisis’. 2. Categorisation of crisis Categorise your crises according to the Situational Crisis Communication Theory (SCCT) (Coombs, 2007) see chart at end of document. Include any intensifying factors. Briefly outline your strategy. 3. Create your Crisis Checklist Based on the checklist in Jaques (2014), create your crisis checklist including the following: 1 – Designated Crisis Management Team 2 – Activation Process 3 – Crisis Management Location 4 – Clear Roles and Responsibilities 5 – Contact Lists 6 – Pre-approved Information 7 – Checklists 8 –Training 9 – Crisis Communication 10 – Designated Spokespersons Part 2 – Crisis Communication Plan This part of the assignment is also designed to work as a stand-alone communication briefing, so 1. Clearly and succinctly define the crisis. 2. Key approach Identify your key communication strategy based on your SCCT categorisation. 3. Key considerations/concerns Identify any complicating factors for messaging that your spokesperson needs to be made aware of. 4. Key/critical stakeholders and publics List the key stakeholders and publics who will be the target of your crisis communications. 5. Key message(s) Outline the key message(s) of your crisis communications. 6. Questions and Answers Consider the questions you would expect to be asked by the media and other stakeholders about this crisis. Outline questions and corresponding answers you could use to prepare your spokesperson for facing questions from the media. Be sure to maintain consistency with your key communications strategy and key messages! Marking criteria While formulating your plans, aim to achieve the following criteria: 1. Interprets data and applies principles and theory to complex scenarios to underpin development of an effective crisis management plan. 2. Interprets data and applies principles to complex scenarios to underpin development of an effective crisis communication plan. 3. Synthesises complex knowledge with understanding in order to create and implement effective strategies and key messages. 4. Plans are developed appropriately to assessment requirements. Please see the Assessment Rubric for further detail. Referencing Requirements Please use Harvard referencing or APA. You must reference sources used in the assignment. TEMPLATE Crisis management plan: When is there a crisis? What type is it? Sensitive customer data has been accessed and posted online whilst the transfer to a more secure cloud site was occurring. A former disgruntled employee is suspected. Company X would identify that this issue has transitioned into a crisis, or a crisis has occurred, if at least one of the following occurs: • A sharp decline in customer retention due to customer concerns over issue • There is significant reputational damage. This would include increased negative media coverage, including on social media and within industry media. • Significant number of customers/citizens contacting with concerns over breach/safety, recall/health concern, money missing from online account, etc. Categorisation of crisis & Intensification • Our approach is difficult. We do not want the public to frame this as a preventable error when it may not be the case. Evidence may prove us to be the victim of hacking. Or it may be an accident. • We do not have all the facts but determine in this environment that an accident clearly occurred in the data transmission. This approach will allow some flexibility to adjust our response when further information is known. • We have no intensification issues as this is the first time company X has had a data breach. Reconfirms approach as an accident. Crisis checklist (Jaques, 2014, p.153-166)) • Designated crisis management team: CEO, CIO, head of Corporate Affairs, CFO, COO, head of health and safety, Legal, HR. • Activation processes: (if two or more of the following occur) o Decline in revenue due to customer concerns over safety o Increased negative media coverage relating to security, (including on social media) and within industry media o Arrest of former staff member o Customers contacting authorities with concerns for their data. • Crisis management location: CEO office & secure Boardroom at head office site. • Roles and responsibilities: o CEO – ultimate decision-maker, designated spokesperson o Head of manufacturing – technical advisor, scope of damage, o Head of health and safety – technical advisor o Risk manager o CIO advise on recovery, technical matters o Head of marketing and PR – coordinate media, prepare briefing notes, media training for CEO. o HR – advise staff issues o Legal Counsel • Contact list (key stakeholders): o Board o Employees o Customers on database o Customers with hacked accounts, etc o Government regulatory bodies o Media including industry media o Industry partners • Pre-approved information: o Fact Sheets on organisation o Technical data – with flow-chart o Media Statement/Release – key information for media contacts o FAQs where to get more information, hotline details, etc. • Checklists: Outline Crisis checklist: (make a list of key must-do actions) o Stakeholder communication information o Provide report to regulator o Brief Board o Advise shareholders (if listed company) o Contact insurer and advise o (at least list 10 checklist actions for assignment) • Training: Media training for spokesperson (CEO), Training for information line operators. • Crisis communication: (Pre-approved. Sometimes Holding Statements) o Company X is aware of customer concerns around the data and is working to provide more information/support/access for customers/residents/etc. o The cause of the incidents has not yet been confirmed. We are working with authorities to determine the facts. o Our technical team is working around the clock, we have a commitment to find and resolve this issue. o If you have any concerns or questions about the integrity of your data, please contact our information line on XXX-XXXX. • Designated spokesperson: CEO. Communication Plan (adapted from Civitella) Issue/Crisis – assuming a problem has occurred • Sensitive customer data has been accessed and posted online whilst the transfer to a more secure cloud site was occurring. A former disgruntled employee is suspected. Key approach – (think of the SCCT information sheet) • Whilst the public may consider this a preventable error – evidence may prove us to be the victim of hacking. Our approach is tricky as we are either a ‘victim’ or ‘villain’. • We need to convey not all facts are currently known. • Must send message that customer privacy is key concern of organisation. Key considerations/concerns – (complicating factors for messaging) • If we communicate as though we are victims – this may anger customers as they are the victims – customers need someone to blame. • Cannot name suspected former employee – defamatory • Need to convey all the facts but are not yet known • Data loss may be unrelated to transfer – coincidence – therefore an accident. Key/critical publics – (who needs to hear you – your targets) • Board • Employees • Customers on database • Business organisations trading with us • Government bodies • Industry bodies • Media traditional • Industry media • Key message(s) – the general comments we can make • We deeply regret the data breach which occurred at 10.15 pm last night. We have taken every available measure to ensure the highest security of data. • We are now working to fix encryption and have contacted all affected customers as soon as we were made aware of the issue. • We are working with authorities to provide information about persons they wish to interview. At this stage, we will not comment further pending police investigations. • We will undertake a full review of our processes and procedures – we do not want this to ever happen again. Specific Messages – Q & As. (minimum of four should be outlined) 1. Question: Why have you risked your customers’ data moving to a new system – what was wrong with the old system? Answer: We are committed to providing our customers with the most advanced systems to protect their data. As newer systems are developed – we invest heavily to ensure we provide the most advanced systems to our customers. We understand the concerns that have resulted from the data breach – and are working ensure our systems are secure. We are contacting all our customers to apologise, explain what we currently know of the issue and see what we can do immediately to help them. 2. Question: There is speculation the theft was an inside job – is this the case? Answer: Our forensics team is working with the police to isolate the specifics of the breach and examine the available evidence. We will not engage in speculation – but will ensure all the facts are thoroughly examined. 3. Question: Do you think that the industry needs more regulation? Answer: We want to create the best and safest environment for our customers, and we would welcome an increase in regulation if it meant better outcomes for our customers – not more red tape. 4. Question: Answer: Coombs Model
