issues management: turns and twists presented by: cindy lawson

Issues Management:Turns and Twists

Presented by:

Cindy Lawson

What is Issues Management?

The process of:(1) identifying potential problems and vulnerabilities

(2) planning ahead to try to resolve the problem

(3) minimizing the vulnerability before it becomes a full-blown crisis

If you cannot resolve a problem, issues management also involves:(4) developing a communications strategy to mitigate

both the internal & external impact of potential issues.

The Goals of Issues Management

Safeguard your institution’s reputation, financial stability & ability to pursue its mission.

Maintain & strengthen relationships with important constituents.

Steps to Effective Issues Management

1. Organize: Centralize Issues Management Function

People need to know whom they should contact when an issue is, or may be, developing.

Forge relationships before a crisis emerges.

One Size Doesn’t Fit All

A. Establish a point person

B. Small group

C. Combination of the two

A. If single individual, then…

Identify who that point person is? Vice President/Chancellor Communications Associate VP for Public Affairs Asst. Vice Chancellor for University Relations News Director Director of Community Affairs Other

Person should touch base regularly with: President’s Office Student Affairs Human Resources General Counsel University Police Environmental Health & Safety Alumni Association Deans/Colleges Athletic Director Other

Person should establish methods for scanning and planning Designatee employee(s) Library “researchers” Graduate or upper-level student interns Listservs RSS Feeds Intelligence Network

B. If Task Force/Committee, Then…

Campus Watch Committee (group of mid-level managers who meet monthly to identify and discuss potential issues

Note: this is different from an Incident Response Team that swings into action when a crisis is developing

Identify Campus Watch Members

AVP for Public Affairs President’s Chief of Staff Assoc. Provost for

Minority Affairs Dean of Students Director of Housing Director of Public Safety Director of Environmental

Health & Safety

HR Dir. Of Communications

Medical Center Media Relations Rep

Assoc. General Counsel Dir. Of Community

Relations Director of FOIA of Office Head of IT Security

Note: Identify members based on job description as well as personal/confidentiality factors

Develop an Issues Management Process

Cultivate numerous sources of intelligence

Note: A “single individual” configuration could do this just as well

PEOPLE Network of campus contacts Student newspaper Student leaders and activists E-mail forums/listservs/blogs

Student, faculty & staff governing bodies General counsel (pending or threatened

litigation) Athletics schedules Police investigations

Community organizations Churches and religious leaders Room scheduling personnel

RESEARCH/SCAN President’s Office (letters of complaint) Governing board agenda/concerns Legislative developments (state and

federal) University- or community college-system

developments

Church-related developments (for religious-based institutions)

Freedom of Information requests Local or institutional hospital issues Research grants/proposals

• IRB (Institutional Review Board)• IACUC (Institutional Animal Care and Use

Committee)

IT security reports Issues at other campuses Corporate or non-profit issues that could

occur at or impact your institution

Calendar of events Perennial topics (hazing) Anniversaries of tragic events on your

campus or elsewhere

Other considerations/ideas Chronicle of Higher Education Inside Higher Ed Social networking sites (FaceBook,

MySpace, YouTube) Google alerts Email forums/listservs Blogs on media sites

C. If a Combination of the Two, Then…

Establish a point person, who leads a committee/task force, such as Campus Watch

2. Develop An Initial List of Topics in the Coming Academic Year

Customize this list to your own campus Add specific issues unique to your own state,

city, and/or campus

3. Develop Messages in Advance

Develop key messages for each case scenario and “vet” them as widely as possible.

The act of articulating messages can help bring leadership to consensus or surface disagreements that need resolution.

4. Identify target audiences

Who will care about this issue or decision? Faculty, staff and students Parents Donors Community Leaders Vendors Partners (research, corporate, etc.) Other?

5. Develop Methods for Communicating in Advance

Develop a matrix of the most effective communication methods for reaching each audience.

Determine the best timing & sequence for disseminating messages.

Communicate proactively if something is occurring that will attract public attention:– Legislative vote– Student demonstration– Lawsuit filing– Opposition press conference– Other

Reporters or community members are already asking questions

Be prepared to respond to inquiries if: The issue is “under the radar.” Nothing is likely to happen that will thrust it into

the public eye. You are assured your institution will respond

transparently if things do bubble up into a public forum.

6. Develop Background Materials

Talking points Official statements and press releases

(include photographs or diagrams that will help clarify the issue)

Questions and answers (for both internal and external audiences)

Myths vs. Facts/Realities Fact sheets with key data Relevant policies Links to related articles or Web sites

7. Provide Internal Coaching and Media Training

8. As You Prepare for the Coming Year…

What issues were missed in the pre-planning stages? Why

Are there individuals who need to be added to the “team/network?”

Are there any processes that need improving?