Section A
Select a small organisation that you know well or have easy
access to. Develop a crisis management plan for this organisation that can
cover any type of crisis, using your course materials as a guide. This crisis
management plan should be no more than 10-15 pages long but can include
appendices in addition to the plan. Appendices should contain supplementary
information only, such as lists and forms – any information critical to the
plan should be included in the plan.
When it comes to stakeholders, you must:
• List the key stakeholder groups, carefully segmenting the
groups. For instance, you would NEVER say “the general public”. This group
would be broken down into a number of segments (with the general public, you
would have literally hundreds, so carefully select the most relevant).
• Give one paragraph explanation of each.
• Outline the best ways to communicate with them (this is
VERY important). Communication methods need to be relevant to the audience. For
instance, you would not use a media release for people aged 18-25 who do not
read newspapers or watch much TV and you wouldn't deal with older people solely
via social media as many won't be on Facebook. If you were dealing with
farmers, you would select the local farming newspaper as a key communication
channel for this group.
While it is accepted that in-company and key stakeholder
lists will be difficult for you to develop, you MUST develop a media contact
list that is most relevant to your organisation. This can be undertaken using
the Margaret Gee’s online resource, available through the Library databases or
by doing a Google search of media in your area. It must include radio,
television and newspapers, plus bloggers and specialist freelancers if you can
find them.
Section B
Then, referring to the list of crises that you included in
your plan, select a particular crisis that figures highest on the
impact/probability scale and develop a specific scenario, complete with date
and time and what happened, plus the effects that would make this scenario a
crisis. It must be a scenario that would be of interest to the media.
You then need to build materials specific to this scenario,
consulting your materials on how each of these tools should look:
A. a profile of three of the most relevant stakeholder
groups to this crisis, including the best means of communication with these
stakeholders (this does not have to be limited to one means). This profile must
detail demographic and psychographics features where relevant. Media for
instance, will not have pyschographic factors, but it WILL have readers who are
of relvant demographic groups.
B. a holding statement for the initial impact while you
gather information, presented in media release format. Do extra research on
what a holding statement should look like. This is a NOT a full media release
and should be some words that you can put out before you have much information
available.
C. three to five key messages for those stakeholders that
should recur throughout the organisation’s dealing with the crisis. You may
find that each stakeholder group needs a tailored set of messages. In some
cases you may find that one set will be suitable for all the stakeholder
groups. You MUST use the key messages format presented in the materials.
Spelling, typographical errors and grammatical mistakes will
not be tolerated as this is a report that ostensibly will be prepared for and
presented to a client, with some components for stakeholder consumption.
Assignment 2 – Marking criteria
HD A B C F Mark
Section A
Background –includes definition of disaster from the
organisational point of view, goals of the plan, objectives of the crisis
management process. Exceptional.
Shows thorough research on how the plan ties in with other
organizational documents, research on what crises might affect the organisation
and prioritisation from most likely to least likely. Goals are sound and
objectives are realistic and obviously developed from research about the
organisation. Uses the impact/probability scale to prioritise. Good.
Treats each component in some depth and demonstrates that
research on the organisation and its environment has been completed. Includes
some prioritisation of crises and the goals and objectives developed reflect
the research done on the organisation. All the elements are included. Uses the
impact/probability scale to prioritise. Competent.
The majority of the elements are included and most can be
linked to some research on the organisation. Some of the linking prose is
copied from the example. Basic.
Many of the elements are included, although more depth in
the explanation of each is desirable. Crises types and stakeholder groups are
listed, but the list is not comprehensive or prioritised. Much of the linking
information is copied from the example. Insufficient.
Leaves out elements and does not seem to have used research
on the organisation as a basis for the development of goals and objectives, or
the types of crises that might affect the organisation. The stakeholder list is
not fully formed. Much of the assignment is copied from the example. /10
Who is involved - who is on the crisis management team, who
is on the communication team, the spokesperson/s, the stakeholders Each section
is obviously developed from research on the organisation. The sections are
informed by wider literature, not just the example supplied in the materials.
The CMT, communication team, spokesperson and stakeholder lists are clear and
prioritized. Resources of the organisation are recognised and acknowledged in
the formation of this section developed realistically according to the
resources available. This section is informed by research and all the elements
included. The work is original and reflects reading wider than just the course
materials. Competent.
Lists all the elements but could go into more depth in terms
of the CMT and stakeholder lists. Reflects a shallow understanding of the
impact of the organisation’s resources on development of this section.
Passable.
Includes most of the require elements, and could provide
much more detail. On the right track, but misses the fact that a small
organisation will not be able to resource large teams. Stakeholder groups are
not segmented in sufficient detail but do cover all the key stakeholders.
Insufficient.
Leaves out elements and reflects lack of research on the
organisation and on the contents of crisis communication plans generally. Does
not include all the elements or copies unashamedly from the example plan,
thereby failing to adapt it well enough for use by the subject organisation /10
What to do –immediate response, ongoing activity Gives a
detailed, easy to read guide that accounts for the organisation’s situation,
industry and size, and also takes in the principles of communication studied in
the course. Obvious drawing of responses from wider reading for the most
appropriate response specific to this organisation. Shows a superior
understanding of the media cycle and stakeholders’demands for information.
Gives a detailed, easy to read guide that accounts for the organisation’s
situation, industry and size, and also takes in the principles of communication
studied in the course. Shows a good understanding of the media cycle and
stakeholders’demands for information. Provides a workable approach that
accounts for media and stakeholder information needs. Easy to read and
understand. Provides a list of activities that would provide a basic approach
to a crisis. Takes into account some media and stakeholder information needs,
but could be presented in more depth. Fails to provide a process that would
enable the organisation to deal with the information needs of the media or
stakeholders. Does not show an understanding of the media information needs
cycle or the information needs of stakeholders according to their particular
situation. In short, this section would provide no comfort to a communicator or
senior management in a crisis. /10
Section B
Introduction of the crisis, outline of type and effects.
Gives an excellent understanding of the protential crisis and its effect on the
organisation. Gives a good understanding of the potential crisis and its effect
on the organisation. Outlines the crisis and gives some insight into how it
might affect the organisation. Gives some facts but does not present the whole
picture. Leave some questions unanswered that would be problematic if a
scenario was to be developed for this potential crisis. Does not give
sufficient detail on the potential crisis to allow development of the following
sections. /2
Profile of stakeholders –prioritisation of the top three
groups (although the issue may concern fewer than three groups), demographics,
psychographics, how to communicate with them (channels etc). Excellent.
Demonstrates an in-depth understanding of how stakeholder
groups should be segmented and the information that must be sought in order to
communicate with them effectively. Use of wide reading to glean information
that would normally be gained by focus group or survey (eg demographics,
psychographics, situation). Good.
Shows ability to segment stakeholders sufficiently to ensure
that channels and messages are effective. Demonstrated ability to find
information on stakeholder groups that would inform more in-depth research if
resources were available. Sound.
The stakeholder groups are well identified and sufficient
detail is included to allow selection of communication channels and messages
for this particular crisis. Basic.
Gives the bare bones of stakeholder segmentation and a few
demographics and some psychographic data. Gives some leads on how to
communicate with these groups, but not comprehensive. Does not identify
specific stakeholder groups, but instead refers to general groups such as “the
public”. Does not provide sufficient segmentation to identify effective ways to
communicate with stakeholders. /8
Development of a holding statement for the crisis –inclusion
of what is known, what the organisation is doing (eg working with authorities),
message for key stakeholders and when it will have more news. Relays in a
succinct and genuine way the key elements of a holding statement. The statement
reflects a professional standard and could be used by the client immediately.
It is well designed and easy to read. Relays all the key elements of a holding
statement and is well written and presented. With minor amendments could be
sent out by the client. Would satisfy the media and stakeholders while more
information is sought. Outlines most of the key elements required in a holding
statement but may needs a little work to develop it to a professional standard.
Contains most of the elements of a holding statement relayed in a basic way.
Would need some work to develop it to a professional standard. Misses many of
the key elements of a holding statement and would require much work to bring it
up to scratch for presentation to a client and then stakeholders. Language is
clumsy, not clear or convoluted and the article poses many questions. /8
Three to five key messages – includes what is happening,
what the company is doing, what stakeholders need to do, what will happen next.
Key messages are well developed for the target stakeholder groups and obviously
based on research of the groups and situation. Key messages include all the
important messages and are based on some research. Key messages include most of
the elements suggested in the course materials would resonate with stakeholder
groups adequately. Key messages are adequate, but may not quite be tailored
sufficiently for the stakeholder groups targeted. Key messages do not include
the imperative elements and therefore do not provide important information for
affected stakeholders. /8
Grammar, punctuation, spelling and typography. No errors.
Occasional errors, still good quality work. Some errors. Quite a few errors.
Too many errors. /4
Total /60
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