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Media and Public Relations Communications Plan

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Overview #

This Media and Public Relations Communications Plan provides an action plan for the College in the event of an issue or crisis that threatens the College’s reputation or creates intense media interest. In this age of digital and social media, issues, and crises often happen in real time. Therefore preparation and readiness is the key to a successful outcome. This Plan aims to provide easy and thorough communication with a range of stakeholders during an issue or emergency event.

College Vision, Mission, and Values #

It is vital to remain true to the College’s core values and objectives in the midst of a public relations crisis. Keeping the vision, mission, and values at the forefront is key to making sure that decisions are made which are consistent with these objectives.

Definitions #

A crisis (as opposed to an emergency, critical incident, etc.) means a significant threat to operations that can have negative consequences if not handled properly.

Evaluation Stage #

Containable Issue or Emerging Current Crisis - Who Makes Initial Evaluation? #

When a potential issue or crisis is identified, the initial evaluation and planned course of action will be determined between the following (evaluation team):

  1. Chief Executive officer
  2. Secondary Principal
  3. Kenwick Primary Principal
  4. Wilson Primary Principal
  5. Projects Manager
  6. PR Consultant

Procedure #

For all issues, the following checklist will be considered:

  1. Establish scope, size and location of incident or issue.
  2. What action is currently being taken to manage incident?
  3. Is the issue public via mainstream or social media?
  4. What media or public enquiry has been received to date?
  5. What are the facts around the issue?

Note: All must be revealed at this point in order to plan the best response.

The response to the incident should reflect those procedures in accordance with any incident management plan.

Questions to be asked in order to plan the most effective strategy:

  1. Is this a containable issue or emerging crisis?
  2. What resources and action are required?
  3. Are there any regulatory or privacy issues that will limit public comments?
  4. What stakeholders are affected and require communication?
  5. Do we need to meet at location, phone hook-up or email?

Action points if needed:

  1. Establish command centre if required.
  2. Establish media centre for media briefings if required.

Decision Tree #

Containable Issue Response #

If it is determined that the issue is containable, an appropriate response will be developed by the evaluation team.

The Crisis Action Plan (CAP) #

Activating the Crisis Communications Team #

The Chief Executive Officer is to activate the Crisis Communications Team (CCT). This will be done by phone or at a location as determined by the CEO.

The CCT will include the following roles to varying degrees as needed and as determined by the CEO. It will usually consist of four key people plus an administration role. The best people to choose for these roles are:

  1. Those whose natural and current role fits these descriptions.
  2. Those who have the time to devote to communications are not focused on resolving the operational side of the issue crisis.

Roles #

School Decision Maker #

Staff Member: CEO
Description: The school decision maker should be of sufficient authority to be able to make decisions impacting on the school in a crisis situation. The school decision maker authorises (or delegates this role at their discretion) each step of the communications strategy. They are also the link between the CCT and board. They will also receive information and updates to pass to the CCT.
Purpose:

  • The key decision maker for the CCT on behalf of the school.
  • Making all final decisions as the crisis issue develops and strategies are put into place to deal with the crisis and the crisis recovery.
  • The link between the CCT, the school board and senior management.
  • Receive information and updates from the scene of the crisis and pass them on to the CCT.

Responsibility:

  • Take advice from the crisis communications lead and make all critical decisions on behalf of the school.
  • Take all reasonable action to protect the school’s best interests at all times.
  • Take into account the advice of all key role holders in the term, board and senior school management before making a final judgement on each issue.
  • Approve the crisis communications strategy and provide the team with school support to deliver it.
  • Liaise with school personnel on the scene of the incident/crisis.
  • Input and sign-off on the recovery strategy developed by the CCT.

School Spokesperson #

Staff Member: CEO/Board Chair
Description: The school spokesman can also be the key school decision maker however this not always possible or appropriate, depending on the severity of the incident and the resulting demands on the decision-maker. It is not recommended that key spokespeople have a major hands-on operational role in the crisis.
Purpose:

  • Convey to media and others the core messages and themes of the CCT in a calm and professional manner and to answer all questions appropriately in a measured way.
  • Be emotive but not emotional to ensure the recipients of the messages understand the school is responding in a caring and compassionate way but is under control of feeling and emotions.

Responsibility:

  • Receive agreed statements and updates on the crisis.
  • Prepare for media questioning in collaboration with the crisis communications lead.
  • Be available for media requests at agreed times and with agreed messages.
  • Represent the school in a professional and compassionate way at all times.
  • Provide feedback from media interactions to the CCT.

Crisis Communications Lead #

CRC Public Relations Representative: PR Consultant
Description: The crisis communications lead should have all the skills and experience to understand crisis issues and best practice when it comes to communication in a crisis situation.
Purpose:

  • Oversee the crisis response and management from the start until the conclusion and direct the strategy and CCT including media management.
  • Be primary media contact.

Responsibility:

  • Take the lead in considering all established and emerging details from the crisis scene.
  • Draft a brief holding statement after considering all the details from the scene.
  • Gain consensus from the CCT and approval from the key school spokesperson.
  • Develop the substantive response to the crisis after input from CCT, paying particular attention to area experts and social media/media reporting.
  • Draft key messages to inform the overall communication strategy.
  • Consider all incoming communication as it happens and adapt the key messages, public statements, and strategy accordingly.
  • Decide, on consultation with the key school decision-maker, the media engagement plan/response.
  • Brief the school spokespeople before all media appearances, focusing on advice and tips, messages, interview techniques, objectives, and risks. This includes potential media questions with the key school spokesman.
  • Consider the priorities for stakeholder engagement and brief the stakeholder coordinator.
  • Direct the social media response strategy through the social media coordinator.
  • Take media calls, liaise with journalists, and brief media (not as a spokesperson) throughout the crisis.

Media Relations #

CRC Public Relations Representative: PR Consultant
Description: This is an external role, that has been developed to be a representative from CRC Public Relations, and the same person as the Crisis Communication Lead.

Internal Coordinator #

Staff Member: Projects Manager
Description: The internal coordinator is ideally a suitably qualified and connected manager from the school who can direct the information flow from the CCT to stakeholders utilising internal school resources and platforms including email, intranet, website, and direct contact.
Purpose:

  • Be the functional and operational conduit for all information flow to stakeholders.
  • Provide accurate information in a timely way to the CCT and link all stakeholders to the appropriate communication outputs at every stage.

Responsibility:

  • Be the primary source of communication for staff and students.
  • Maintain a stakeholder list and ensure the correct staekholders are identified and included.
  • Receive and prioritise all relevant crisis information and updates from the CCT.
  • Prioritise distribution of updates.
  • Provide feedback from stakeholders to the CCT.
  • Oversee internal/staff communication and distribute accordingly through relevant HR channels or staff intranet.

Social and Digital Media #

Staff Member: Marketing Assistant
Description: The social media coordinator should be an experienced communicator in the digital space with an ability to monitor multiple platforms in real time and a proven functional ability to deliver appropriate content across numerous channels in a rapid yet effective way.
Purpose: 

  • Responsibility for monitoring Facebook, Twitter, Instagram, and all digital media platforms for mentioned of the crisis.
  • Responding constantly by applying agreed messages and statements to social media and adapting as required to suit the social media tone.

Responsibility:

  • Monitor all social media communication and provide regular updates to the CCT.
  • Receive key messages from the CCT for distribution through the school’s social media platforms.
  • Adapt key messages to suit social media delivery.
  • Report and escalate issues that appear on social media as required.

Administration #

Staff Member: Marketing Assistant
Description: Administration receives, logs, and processes all incoming information, media calls and updates from the various communication channels within the school, updates the CCT and ensures that all incoming enquiries are managed. This role requires attention to detail and organisational skills.
Purpose:

  • To ensure accuracy of incoming information and a focused approach to all record keeping and administrative functions.
  • Assist the Crisis Communication Lead where required.

Responsibility:

  • Keep a record of all incoming calls, enquiries and emails and feed into the CCT.
  • Establish and manage the media calls register and monitor timelines for contact.
  • Assist the CCT in capturing all communication and storing the same on file.
  • Manage the key phone/email channels into the CCT.
  • Feed all relevant information to the CCT.
  • Draft notes of all key discussions.
  • Maintain and update a diary of key CCT activities and times.
  • Assist with any administration tasks as required.
  • Divert any non-crisis issues back to relevant school contacts.
  •  Maintain open lines of communication with internal contacts.
  • Liaise with journalists as requested by the Crisis Communications Lead.

Company Spokespeople #

  • Primary Spokesperson – Mark Steyn
  • Secondary spokesperson (as authorised) – Marilyn Louwen / Nicole Pleysier / Willy Pike
  • Board Chair – Frank van der Kooy

Spokesperson Selection #

The CEO will be the media spokesperson for the College, or the individual appointed as Acting CEO in their absence. However, the following will apply in the event that the CEO is unavailable, or another spokesperson will be more appropriate under the circumstances:

  1. The board chair will speak on behalf of the school on issues that are relevant to the board. These include but are not limited to the following issues:
    1. Governance of the organisation.
    2. Actions of, allegations against, or support for the principal.
    3. Decisions by the board.
  2. When the CEO is absent and unable to be the spokesperson, the decision will be made on whether the best spokesperson is the chair or the designated Acting CEO, based on the following:
    1. Would it be more appropriate for a member of the executive team or the board chair to speak?
    2. Who knows and understands the issue at hand more?
    3. If the crisis is escalating, or has the potential to do so, who will be the best person to take control?
    4. Does the issue or crisis require an operational response or a bigger picture organisational response?
  3. If it is determined that the board chair is the best spokesman:
    1. A member of the executive is to brief the board chair so that the chair has all of the information required to project knowledge and answer questions.

If necessary, the member of the executive is to accompany the chair and be ready to step in if required. (it is not uncommon to have two spokespeople, each with specific areas of expertise or knowledge).

Note: Staff are not permitted to speak to the media or make statements on behalf of the College or Association.

Line of Communication for Crisis Team #

Key Contacts and Spokespeople from Other Related Organisations - Joint Communication #

There may be times where media and other communication should be provided in association with other organisations. These organisations and contact details are listed in the Crisis Communications Team (insert link).  

Command Centre Location #

If a physical meeting is required, this will be held at the following location:

Business Office Board Room
92 Kenwick Road, Kenwick WA 6107

Video conferencing should be set up for anyone who cannot attend in person.

Media Centre #

If a media conference is required, it will be held at the following address. This area will be separate for media briefings only and will have a private route from the command centre and a separate public entrance.

Gym foyer at either Kenwick or Wilson Campus.

Lockdown and Security Measures Upon Entering Crisis Mode (Activation of CCT) #

When the crisis communications team is activated, the school is in ‘crisis mode’ and will enact the following measures:

  1. Follow the school’s emergency management plan including lockdown protocol if appropriate. 
  2. Extra monitoring of public and media taking photos of filming on locations that are affected. Any media on premises should be asked to leave and should be advised of the correct contact procedures. Facilities staff will provide this monitoring in the first instance. If required, security staff may be hired for the duration of the crisis.
  3. Non-urgent matters / phone calls to be diverted, ensuring that all members of the CCT have available phone lines for urgent matters.

Response Strategy #

Initial Checklist #

In order for the CCT to know the most up to date information, the following questions should be asked / factors should be considered:

  1. What is the current status of the situation?
  2. What stakeholders are affected and what is the impact on each?
  3. Who needs to be notified – by priority?
  4. What crisis communications team roles are required?
  5. Appoint internal coordinator if required.
  6. Appoint key liaison for families or students if required.
  7. Designate specific roles for CCT team as needed.
  8. Determine the objective – What will the end of the crisis look like?
  9. Discuss strategy needed to arrive at objective.

Core Messages Through Issue or Crisis #

Distinctly Christian: A Rehoboth education is centred on Christ – everything revolves around Him (Col 1:16-20). There is not a subject or topic that He is not sovereign over or that we cannot think Christianly about. This Christian worldview is fully embedded in teaching and learning programs and the Christian faith is lived out day by day amongst the College community (matt 18:6; Phil 2:12).

Parent Partnership: A Rehoboth education enables Christian parents to meet their responsibility before God to raise and nurture their children in His ways (Deut 6:4-9). Rehoboth is therefore an extension of the Christian home and parents are able to govern the character and direction of education at Rehoboth. We encourage parents to actively participate in the education of their children as key to developing the whole child (their academic, spiritual, emotional, social and physical development).

Community Engagement: A Rehoboth education is personal to every student and family. Each student should have the opportunity to discover their gifts and the calling God has placed on their lives. This is achieved in community, between staff, families, and members working together as a group of like-minded people. We contribute to the College community, the local community, and throughout WA.

Excellence In All Things: A Rehoboth education is focussed on academic and developmental excellence for all students. Living for Christ alone brings out our personal best – we do not define success in worldly terms, but by bringing out best to Him and using the gifts He has given. We do not settle for mediocrity but are resilient and persevere in the face of challenges.

  • Rehoboth Christian College has over 50 years of partnering with parents and exists to provide a distinctly Christian education by helping our students see Christ as central to and sovereign over all aspects of their lives.
  • We take great comfort in knowing the God who never changes and is in control of all things.
  • We seek to provide a learning environment in which all students are protected from harm and places the highest possible priority upon the safety and nurture of young people. The College expects all stakeholders to espouse this approach.

Response Flow Chart #

Possible Scenarios #

Unexpected Health and Safety Issue #

Covid-19 Responses #

Stage 1 - Low Level Measures #

Dear parent/caregiver,
As you may be aware of the number of Covid-19 cases in the wider community, our College strongly suggests if you could practise social distancing (keep at least 1.5 metres or two arms lengths from each other). We will implement additional hygiene measures around the school, including other measures in response to advice from government authorities.

Stage 2 - Upgraded Measures #

Dear parent/caregiver,
In line with the advice given from government authorities, the College will be cancelling all student gatherings including assemblies, excursions, camps, until further advised. We strongly encourage both staff and students to continue practising regular hand washing and sanitising in classrooms.

Stage 3 - Substantial Student Absences #

Dear parent/caregiver,
The College will continue to have normal teaching and learning even though there are student absences in classrooms. Please read the following adjustments outlined:
[List and insert specific adjustments here]

Stage 4 - Full School Closure #

Dear parent/caregiver,
A member of our Rehoboth community has tested positive for COVID-19. The person was at the site on [insert date]. The College will close on [insert date] and we will advise when it is due to reopen. During this closure the premises will be undergoing a thorough clean. If you require more information on COVID-19, visit the government website: COVID-19 coronavirus (www.wa.gov.au)