On Friday, July 20, a fire destroyed a factory near Sydney. We were asked to provide the crisis&recovery and media support. We are reasonably confident in most areas of crisis&recovery and we know fires can have a profound impact on individuals. So the critical issue for us was not to miss the unexpected, something that might have a hidden effect on an individual, the community, or the business, even a long time after the event. So (swallowing pride) I asked advice from three of the LinkedIn groups I follow. One group was exceptionally useful for my client and for the many people impacted.
Many thanks to the folks involved in the below exchange.
I would advise anyone to use LinkedIn for such a purpose (but spread your question around – only one out of three groups was useful).
(Posted on LinkedIn Group: Public Relations and Communications Professionals)
In this case a fire has destroyed the factory of a major employer. This will have an impact on the people over short and then the longer term. What are the issues to watch for, and how best to manage/support?
Responses
Ian Ross • Hi….I have dealt with trauma within a small community – albeit death and destruction etc. The key thing is to keep up the level of hope and optimism…and to ensure that no-one obliterates that hope. All those affected will, quite understandably, assume the worst – they will be entering a period of fear and even grief. The key thing is to let those affected know that they haven’t been forgotten, that their employers are acutely aware of (a) their fears and (b) that they have played an invaluable part in the company’s short and long-term success. They will be absolutely desperate to cling on to any shred of hope they can find….if the phoenix can rise from the ahes then someone should say as much…if there are other company outlets which workers can switch to, they should be told that there are, indeed, options. You will need the local top-people – mayor, councillors, union reps – to go on record and state that Company X isn’t finished…..what you don’t need is someone /anyone spreading gloom – or confirming everyone’s worst fears…that sort of ” it’s all done for and finished ” stuff usually comes from Police/Fire/Health and Safety officer……try and find the company’s oldest employee…she/he could say ” we have been through worse than this “…find a family thread ( father worked there no son/daughter does )…get the local paper to herald the determined, never-say-die spirit….get the local paper to start a ” We must rebuild XXX ” campaign…….include secondary businesses which rely on the damaged primary business….the shops, bars, cafes…if people lose jobs, everyone will suffer etc……it is difficult to be more specific without knowing where and what etc…..I wish you all well…Ian
Gordon Williams • In 2003, I was involved when a forest fire burned through most of a small British Columbia community, including the sawmill that was a major employer.
In the immediate aftermath there will be a lot of attention paid to what the company both says and does in the community. Company reps need to be visible and not just in suits.
For whatever is going to happen in the longer term it’s important for the company to be realistic about any rebuilding commitments.
Two weeks after the fire, the company said it would rebuild the mill. A month later the company announced that is was looking at its options, and a month after that the company announced it had made the “difficult decision” that the mill would not be rebuilt. The company received considerable negative media as a result even though it had done a lot to support the community and the workers affected by the fire.
Peter Wilkinson • Ian, your experience is greatly appreciated. We have done some of those things. I really like the idea of the local paper ‘We must rebuild’. Did you have a plan? Did you have a core team to manage/drive this?
Peter Wilkinson • Hi Gordon, It sounds as though your experience is close to this. Thank you very much for your insight. Do you remember if a team was put together to develop a community plan? And who was on it, and just as important who wasn’t on it who should have been? And besides that ‘overpromise’, what other pitfalls they faced?
Ian Ross • Hi again….I simply deputed someone reliable to ” entice ” the local media into the plan….all journalists ( especially on a local level ) love to feel special/important…..try and find someone who has covered low-level stuff at the company before…also do the same with local radio and TV….hand-pick three or four across the various media arms to a briefing…..ask them for their help …” Your community needs help “-type stuff….they will usually go for it because it invariable means more readers/viewers/listeners…cheers, Ian
Heather Lauer • Hi Gordon,
My sympathies to the people involved.
I hope you have established a game plan to listen to your community and craft your messages with what community members convey to you.
Second, Vince Covello is outstanding when it comes to communicating in times like this. Please see http://www.slideshare.net/patricecloutier/messagemapping-7092499.
Best of luck.
Gordon Williams • Hi Peter;
I was there with the Provincial Emergency Program and we were redeployed shortly after that to another fire. (It was a bad year)
After the fire a citizen committee formed in the town, which functioned for as the key information resource to the community.
This group tracked who had been impacted in the area, assisted in the process of rebuilding and obtaining building permits, and acted as an information sharing centre. They held regular community information meetings to keep impacted families informed, and worked closely with various volunteer relief organizations, faith groups, and levels of government involved in the recovery efforts.
I don’t know who all was on the committee but it was led by the editor of the local paper. I’ve PM’d you her contact info.
Gordon
Peter Wilkinson • Thank you Heather, and thanks for the lead on VC…
Laura Shepard • Peter – You should check in with the City County Marketing Association (3CMA). Over the years many of the member cities have dealt with major traumas from huricanes, earthquakes, fires and shootings. Dick Lilliquist its ED could advise you on who you can talk to. The membership is always willing to share their stories to help other cities. http://www.3cma.org/
Peter Wilkinson • Hi Laura, thank you. I have just tried to call (no answer) and then emailed 3CMA, so I will let you know how I go. Great suggestion and much appreciated.
Laura Shepard • I am sure they will get back to you. Glad to help.
Michelle Jeuken • These documents look at key issues in disaster recovery and community led responses. They are based on the tragic Victorian bushfires in Australia and may be of use.
http://www.rdv.vic.gov.au/_data/assets/pdf_file/0004/79789/VBRRA-Legacy-Report-Summary.pdfhttp://www.health.vic.gov.au/mentalhealth/publications/after_the_bushfire_report.pdf
Peter Wilkinson • Hi Michelle, that is terrific, thanks. I think the ‘after-the-bushfire’ document is one of the best informed I have read. It is also beautifully written – simple, concise, to-the-point.
Kathleen Al-Marhoon • I just want to applaud everyone for how quick and generous your responses have been to this question. It’s terrific knowing that fellow PR practitioners are there in a time of crisis. BRAVO!
Peter Wilkinson • Agree with that Kathleen. Yep, great help. We do a lot of ‘crisis & recovery’ work and when we are dealing with a situation that’s a little different and with big consequences, it’s the attention to detail up front, and the bits-you-miss that can impact on a recovery; that’s when prior experience (above) matters. It’s great to be able to call on all this capital.
Stephen Manallack • Had some experience slightly different to yours with the bushfires that destroyed the town of Marysville outside of Melbourne. They created a “We will Rebuild” committee among locals and that seemed to provide a voice-conduit for their views. They also had counsellors and other action taken for them – with regular “town meetings” closed to outsiders to update etc. Most of the communication was based on action or support available. One year later locals were in terrible emotional shape as this seems to be a key psychological time (you need experts on this) and they felt deserted. For about a year i provided some meditation/discussion sessions – and others were doing other things. Diversity at work. My take out as a communicator was that any communication that was not directly and obviously connected to “fact” in the sense of action or actuality produce extreme hostility – so be careful on that side of things. Finally, they (or their reps) contributed to planning and building a small park in town as a memorial. Good luck.
Shelby Jackson • A Community Relations plan that addresses the needs of all community stakeholders is key. Make sure all are involved. A town meeting and information session is a way to take the pulse. From that have the community engage itself and support one another. Even in the time of tragedy people feel better when they have helped a neighbor.
Peter Wilkinson • Hi Stephen, thanks for that. The Melbourne fires were devastating and very upsetting and our situation pales. However, your insight on ‘one-year-on’ is very relevant. Also, the caution on irrelevant/gratuitous comms causing hostility – noted. Thanks.
Peter Wilkinson • Hi Shelby, supporting each other is there – it is a close knit community. One of the neighbouring businesses, a produce company, is running a food drive to help some families make ends meet. I think that company’s warmth and generosity will help infuse a positive spirit into the community. (You watching the Opening Ceremony, on now? Memories for you Atlantans, and us in Sydney?)
