Education PR: Study Case

In my previous post, I've wrote about what is Education PR (EPR) is all about, the practice, the needs and objectives.  Can't recall? No worries, I suggest you refer back to my previous post and take your time to understand the purpose of needs for PR consultation in the school district.

Those who already got the clear picture on EPR, then proceed to my first study case chronology (just in brief for your easy and simple understanding). While reading this, try to imagine if this horrific crisis took place in our country. Imagine if there were stranger just walked in to our kids' school with a dangerous weapon in hand and launch a massive attacks to all students and school staffs. Not just stranger, it could be anyone...among the students or/and the staff. Who knows?! Especially those who is depressed. Then how are we going to respond due to this scenario; how to explain to all parents, public...especially to the MEDIA who will write the story for millions to read via public/press statement.

Huge tasks isn't it? This is not a fairy tale...it is happened and this is reality!!

Source:
Cindy Campbell, Associate Director
University Police Department
California Polytechnic State University


WESLEYAN UNIVERSITY MASSACRE
(archived story, click here)

Noon Wednesday, May 6 2009, was especially festive on the Wesleyan University campus. Another winter semester was ending and, even though finals would begin soon, it was time to party as the annual Spring Fling got started on the Middletown, CT, campus.

In less than 2 hours the fun and celebration were instantly transformed to shock and fear. Tensions would be high over the next 2 days as a student body of 2500 was sequestered in their living quarters.

An hour after Spring Fling began, a cold-blooded killer (Stephen Morgan) walked in a university bookstore and emptied his gun into beautiful young co-ed working there.

Within 40 minutes of that shooting, a mass email, a voice mail and text messages were broadcast to the entire Wesleyan family. It would be the first of at least 12 public updates from university president, Michael Roth, in the 47 hours between the murder and the arrest of the suspect. In that initial message, Roth said, "We advise students, faculty and staff to remain indoors until more information is available".

The response by Roth and the city was swift and organized. In the early stages they had no idea what they were dealing with. Was this a crazed gunman, like the one who killed 32 people and himself during a campus rampage 2 years ago at Virginia Tech? (refer to my "Extra Study Case" below)

Roth, the police chief and the mayor obviously were in constant touch with each other. Their actions were coordinated and reassuring. On the morning of day 2, less than 24 hours after the shooting, all 3 held a joint news briefing to update the community.

Meals were delivered to dorms and homes where students lived so that they would remain indoors. University president Roth took his family to have dinner with students at the one open dining facility the evening of day 2. In addition to his other updates, the university president also kept his own blog updated.

Roth extended dates for exams, even into the summer, in order to meet the needs of students who had made unalterable travel plans, or were just too shaken. He asked professors to be flexible in light of the tragedy.

Harassed before been shot

He has made sure in his online messaging that students are aware of support systems available to them as well as plans for memorials in honor of Johanna Justin-Jinich.

Using all the available avenues of communication, Michael Roth and city officials prevented panic and made sure the entire community was connected to events as they evolved. Once it was clear that there was a specific suspect and that he did not pose an immediate danger to the student population, Roth began reopening the campus.

Obviously, the university and city had to react to events as they understood them at any given time. Some things you just cannot anticipate. But having a basic plan gave them the flexibility to improvise as necessary.

Crisis Planning...in Parking??

When a crisis happens:

• Campus resources will be immediately overwhelmed
• Lines of Communication may be severely limited (radios, phones, internet access)
• The faster you can return your campus to normal operations, the quicker you begin the recovery process

Extra Study Case: Virginia Tech Massacre

(archive story, click here)

April 16, 2007

"Totally under-prepared."

"At the time, there was no established line of communication between Parking & Transportation and University Public Relations."

"Hundreds of state and federal law enforcement vehicles unintentionally exacerbated the parking and traffic situation on campus".

"At the time...we realized that no media plan existed."

"The media WILL be here. They will be of some benefit."

Richard McCoy, Parking Manager, VT

"350 over news outlets and the 60 - 70 satellite trucks quickly overwhelmed campus parking operations".

"Must prepare for numerous grief activities and to support the special needs of victims and VIPSs".

Virginia Tech: Chronological Events Took Place

Day 1:

• Crisis Management: No communication could be established with Campus Police.
• Dismissal of Campus Personnel - Removed operational managers from decision loop.
• "Campus roadways were in gridlock" - no movement and no parking staff could help due to lack of radio communication.

Day 2: Week 2: "Grief Activities"

Observation & Lessons Learned:

• Need a coordination meeting at the beginning of Day 2.
• Have a media Parking Plan in place (written guidelines).
• Enhanced coordination & communication between P&T and local Police agencies.
• Prepare for numerous off-campus mourners & sightseers to want to be at grief site.
• Prepare to receive large number of unexpected and sporadic "grief volunteers".
• Hosting an event with the President of the United States will halt support to everything else.
• Identify a location to stage a large number of personnel and vehicles for support of main campus (i.e. airport).
• Deploying a liaison to non-university agencies (i.e. transit) was helpful.
• Deploying a liaison to university public relations department can be useful.

WHY CRISIS COMMUNICATIONS MATTERS??!

Panic and lack of planning will exacerbate any problem!!

Remember...

• Lives may be at risk!
• Fallout can affect the entire campus!
• Effects may not be short term!