how to set up a social media crisis response team - november 2013
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A case study of WHNT News 19's crisis response during the April 27, 2011 tornado outbreak. Presented November 8, 2013 at #SoMeT13US in Huntsville, Alabama.TRANSCRIPT
A Case Study from the April 27, 2011 Alabama Tornado Outbreak
Lori Miller | Sales Marketing and Research | WHNT News 19
November 8, 2013
How to Set Up a Social Media Crisis Response Team
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@lorimillerwhnt
Setting the Stage
Severe weather is what we do. It’s “normal” We have plans for it and we do well
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But there was nothing “normal” about April 27, 2011
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This is a radar composite of “rotating thunderstorm tracks” from April 27. 3 waves of tornadoes: - early morning before sunrise - midday - midafternoon until well into
the night 61 tornadoes
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http://www.norman.noaa.gov/2011/04/nssl-product-captures-april-27-tornado-outbreak-storm-rotation-tracks/
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The Outbreak April 27, 2011
The day started like many severe weather days…
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2013 Photo
We knew it was coming. We knew it would be bad…
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But we had good plans for what we do in “normal” severe weather circumstances. For example…
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“Normal” Disaster Response Warn the Staff / Assign Roles
First – we warn the staff with a battle plan… Delegate duties and shifts and who is on call as backup Distributed to everyone, not just those named on the list Why?...
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“Normal” Disaster Response Volunteer Staffing Roles
…Because we use volunteers throughout the station to help. We have a “Severe Weather Quick Guide” to walk non-news staffers through basic functions.
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“Normal” Disaster Response Meetings throughout the day
… and we held regular meetings throughout the day
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“Normal” Disaster Response Helping from Home
… we even have contingencies for employees to help from home
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2013 Photo
… and then we reached a tipping point
The day was progressing And then we reached a tipping point It started when we lost power…
Lost 90+ high-voltage transmission towers
It wasn’t just falling trees knocking down power lines. Tornadoes took out at least 90 transmission towers to our West (35 miles in Athens)
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Substations mangled Browns Ferry shut down
TVA’s nuclear power plant at Browns Ferry shut down abruptly because there was no electricity for cooling system.
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We were in the dark
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The generators meant our viewers didn’t know the difference – at least at first
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We continued to track tornadoes until 3:30 the next morning. In fact, at one point, we had 4 tornadoes in the DMA at the same
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But we did lose monitors in the studio at one point -- We were using the iPad on air as our only radar for a short time – this was around 5:15pm Sooo…
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INITIAL IMPACTS – EARLY PART OF THE DAY
Planning for Uncertainty
Started out with a plan for a potentially violent day
Lost power around 1:30 or 2pm – and that’s when things started to change
Only “critical” areas were wired to the generator – no one knew which outlets could be used and only a dozen computers worked
Inboxes quickly began to get overloaded with information – prioritized storm tracks
Fatigue – and some reporters were trapped in their neighborhoods
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We continued to work as daylight filtered through windows
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But what we becoming clear was that when those 390,000 TV homes needed us…
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WHNT Coverage area
… an estimated 322,000 consumers had no power. There were only pockets of places in Lauderdale county that had power and could receive our signal.
80+%
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Estimate of those without power
We continued to broadcast – and we’re grateful to our radio partners
We continued with wall-to-wall coverage well into the next morning
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And worked through the night as best we could
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The Next Day
IMPACTS – ON OPERATIONS
Planning for Uncertainty
Employees exhausted and emotionally depleted
Couldn’t find all our employees – and some were still unable to come in
Still on generator -- Services and systems down, limited number of computers
No gas, no cash
Resource-draining coverage requirements – from Mississippi to Georgia
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IMPACTS -- ON INFORMATION FLOW
Planning for Uncertainty
Internal misinformation (thought we needed air cards, thought all printers were down, ‘imminent’ email server crash suspected)
Email overload – no volunteer procedures for deleting once received
Multiple web volunteers meant info was overwritten, not saved – in initial hours
Posting on Facebook like a live blog – added admins – all had different posting strategies
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Planning for Uncertainty
Limited knowledge of News department systems
Overwhelmed by raw data – and no good method to share it internally
Expended too much energy finding the same information
Inadequate briefings at shift changes the first day
No loop between volunteers and News teams (deployment of crews) and engineers (status of systems) – at first
IMPACTS -- ON VOLUNTEERS
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The volunteers were physically separated from the News planning area
Volunteers News
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2013 photo
Close but, operationally, so far away…
The Changes
Moved them closer together – shared information more easily Assigned a team lead during each shift
Sit together + team lead for every shift
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Got rid of scribbled notes and consolidated info on whiteboards and clipboards
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Old school data capture
Then we reorganized the incoming information by county, and by subsections on the web and put one person in charge (no more overwrites)
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Social Media Uses
FACEBOOOK on April 26 • 32,788 Fans • 1,107 likes and comments • 613,032 Newsfeed
impressions
FACEBOOK on April 27 • 37,879 fans • 6,894 likes and comments • 3.6 Million Newsfeed
impressions
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Twitter on April 27 • 398 tweets • Autofed from Facebook
Twitter on April 26 • 33 tweets
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On April 28, we were at times averaging a post every 3-5 minutes
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By April 29, it sometimes paced every 1-2 minutes
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… or faster
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We split up the jobs - answer questions - post from emails - earbuds for transcription
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Divide social actions: transcription, posts, comments
The Week Continues (with a second tipping point)
Continued meeting, often outside
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People are tired and stressed – but we’re getting back into the rhythm
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And help from sister stations are making a big impact
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CONTINUING IMPACT -- ON OPERATIONS
Planning for Uncertainty
Work schedules and systems began to return to “normal” breaking news protocols -- Non-news volunteers replaced by sister station personnel
Communications team finally able to focus on fundraising event planning
No commercials, no revenue – and billing was potentially problematic
Diesel consumption at the transmitter tower
Exhaustion – and errors
Overloaded outlets and “coiled” extension cords
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SOCIAL MEDIA PROBLEMS
Planning for Uncertainty
Anger about real or perceived lack of coverage
Rumors
Fundraising sites posted to our wall – legitimate?
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What We Learned
WHAT DIDN’T WORK
Planning for Uncertainty
We mostly ignored Twitter – and that was okay with us THEN…
We inundated Facebook with posts in 2011 for storm tracking – new algorithms mean that wouldn’t work now
We grabbed evaluation and benchmarking metrics as we thought about it – which wasn’t a lot
We didn’t update our policies fast enough
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WHAT WORKED
Planning for Uncertainty
Using joint information centers – in the metro, EMAs/police/mayor’s office – all reported together
Getting help from your partners
Embracing Facebook and getting it done
Taking notes about what worked – while it was still fresh
Sharing our experiences with sister stations
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TIPS TO SHARE
Planning for Uncertainty
Specific roles – no ambiguous “helping”
Step-by-step instructions for common tasks
Training for working from home or offsite
Go-kit of handy items – like extension cords and power strips
Discussions about email limits and scheduled Facebook posts
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TIPS TO SHARE
Planning for Uncertainty
Templates for organization – word templates for the INTERNAL team, web templates for EXTERNAL audience
Volunteer team leads
Facebook – Shorter posts, subheads for easy scanning, respond with first names, “I don’t know” is an answer
Volunteers close together – liaise between functional groups (Chatzy)
Repetitive info on clipboards (no scribbled notes)
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TIPS TO SHARE
Planning for Uncertainty
Choose important evaluation metrics now – so you don’t have to think about it
Use the cloud
Plan backups for your backups – and maintenance schedules for them
Test and practice (technophobe employees are test beds!)
Ask for help – know who your partners are
@lorimillerwhnt
NO EXCUSES Not in my job description
No one’s asked me
No one will let me
I can’t get it approved
I don’t have time
I don’t have the experience
a PARTIAL UNAPPROVED
plan is STILL BETTER than
no plan at all.
Thank you
Lori Miller Sales Marketing and Research Manager| WHNT News 19
[email protected] @lorimillerwhnt linkedin/in/blorimiller