Issues Management: Using Proactive Communication to Mitigate Crises

July 23, 2008

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Overview

Crisis communication is often reactive - efforts begin only after a crisis develops. A proactive issues management framework, though, can help keep events from becoming crises and issues from becoming emergencies.

Learn how to proactively monitor potential issues on your campus and address them before they can escalate.

WHAT YOU WILL LEARN

You'll learn the key components of a proactive issues management framework and consider how it can augment your ability to address potential crisis communications situations at your institution.

We will share best practices for issues management team building and lay out the questions you need to ask your campus community in order to stay on top of issues before they escalate.

Agenda

Live Session Took Place On Wednesday, July 23, 2008

Defining issues management
- What does issues management mean in higher education?
- How can proactive issues management help your campus?
Identifying a point person or small group of people to lead issues management efforts
- Who should be on your team and why?
- How frequently should the team meet?
Building relationships that support issues management
- How do you proactively develop and maintain critical cross-campus relationships?
- How do you develop and maintain critical off-campus relationships?
Scanning the horizon and anticipating hot spots
- What information and issues should you be looking for?
- Where can you find information on potential hot spots?
Asking the tough questions
- What questions should you be asking?
- Who should ask them?
- Whom should you ask?
Developing messages in advance and sharing them with university leadership
- Who are the target audiences?
- What are the best methods for disseminating your messages to each target audience?
- When should you disseminate the messages?
Preparing obsessively
- What types of background materials should you develop?
- How do you train/practice with your spokespeople?
Articulating your arguments for openness and transparency when dealing with a difficult issue
- How do you make the case for openness and proactive communication, even in touchy situations?

Instructors

Julie A. Peterson

Vice President for Communications

University of Chicago

Julie is responsible for communicating the University of Chicago's distinctive achievements locally, nationally, and internationally. She serves as a member of the leadership cabinet and advises the president and other senior officers on a broad range of internal and external communications. Before joining the University of Chicago, Julie served in a variety of capacities at the University of Michigan, where she was involved in the university's defense of its admissions policies, managing all of the media and web communications leading up to and immediately following the Supreme Court rulings in June 2003

Cindy Lawson

Assistant to the Chancellor for Marketing and Communications

University of North Carolina Wilmington

Cindy has more than 30 years' experience in public relations in higher education and the private sector. She spearheaded Texas A&M University's public relations efforts during the 1999 bonfire tragedy. Cindy has authored a crisis communications chapter for the recently published book Campus Crisis Management: A Comprehensive Guide to Planning, Prevention, Response, and Recovery and Effective Crisis Communications, a set of instructional materials for the National Response and Recovery Center.

Registration

CD Recording of Live Webcast

$350.00

Issues Management: Using Proactive Communication to Mitigate Crises CD Recording

Attendee Information

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