Crisis Communications Planning Session Tips and Tricks

We cannot control the media. We can, however, control what we say. Whether you are working on a positive story that you pitched or a controversial story, here are some tips to keep in mind for a media interview:

Before an interview

 You can ask questions, too! o What is the story about? Can you give me the gist of what you’ll ask? Have you talked to anyone else? What did they say? What is your deadline?  Prepare talking points. Know your topic and key messages — and stick to them. o Messages need to be clear and concise and only one or two sentences. o Avoid using jargon or technical terminology. Pretend you’re explaining the issue to a child. o Avoid saying too much; speaking about things that aren’t relevant; and using one-word answers or incomplete thoughts.

 Prepare for the question you don’t want to be asked and formulate messages around the response.  Practice using bridging phrases for getting the message across. These are tools to help you transition from off-topic, incorrect or leading questions back to your key messages. o Let me put that into perspective …; It would be correct to say …; The fact is …  Be aware of nervous habits such as saying “umm” and tapping your feet so you can avoid them during the interview. During an interview

 Always assume the microphone is on and anything you say could be used in the story. Comments are never off the record, and anything you say to the reporter before, after or during the interview will shape his/her view of the issue. This is not a conversation!  Never speculate. Only talk about what you know. Sometimes reporters like to lead you down a path with leading questions, such as: “So is this pretty bad?” Don’t let them put words in your mouth and never repeat negative words a reporter used. Just stick to your key messages.  If you don’t know an answer, say, “Sorry, I don’t know that off the top of my head,” and offer to try to get them the info afterward.  In a pre-recorded interview, if you stumble, no worries, you can start over. Just stop yourself and say: “I’m sorry, I’d like to try that again. Can you repeat the question?”  If you don’t understand a question, ask for clarification.  The reporter may repeat your answer in his/her own words but misrepresent your message. If that happens, simply restate your original message. It is OK to restate the same key messages over and over again during the interview as long as it answers the questions. Media Training Session Large Group Exercise (Creating a Crisis Communications Plan)

Water utilities have a mandate and duty to provide safe drinking water to their communities. The long- term key to financial viability, public health protection and safety is to acquire public support by communicating with local media and stakeholders and making them partners in a safe community water supply. This communications program is designed to gain the support of utility’s stakeholders. Sample situations that this media relations plan may be adapted for: Drought or flood Boil orders Broken water main Need for a new treatment plant Rate increase Developing a new water source Identifying Situation Analysis SWOT analysis encompasses the following variables: strengths, weaknesses, opportunities and threats. S: (What are the water utility’s internal strengths? Do you have systems or programs that are unique? What could be an asset in developing objectives for your strategic communications plan?) ______W: (What are the water utility’s internal weaknesses? What is your water utility lacking? What could limit your strategic communication planning effort?) ______O: (What are the water utility’s key external opportunities? What is happening in your community that could benefit your water utility? Who or what groups are willing to partner with you?) ______

T: (What are the water utility’s key external threats? What is happening in your community that could pose a threat to your strategic communication goals? Who or what groups appear to be working against you?) ______

Identifying Goals, Objectives, Strategies, Tools and Tactics Strategies, tools and tactics are meant to achieve your goals and objectives. This is where you identify the who, what, when, where and how much of your strategic communications plan. Goal 1: ______Objective: ______Strategy: ______Tool/tactic: ______Goal 2: ______

of 4 Objective: ______Strategy: ______Tool/tactic: ______Objectives may be:  Gain the support of the political body, customers and other stakeholders to enable the utility to successfully increase rates to provide the funds for additional investments needed to renew its aging infrastructure.  Communicate the benefits the new infrastructure will provide to customers in terms of improved water quality and enhanced service delivery.  Provide the necessary communication support to allow for the successful increase in water service rates.

Implementing the Strategic Plan It’s time to write the plan and put it into action. To make sure the plan actually gets used, address each of the following items. Key Issue: (Drawn from the situation analysis) ______Audience: (Specific for the issue) ______Message: (Specific for the issue) ______Timeline: (When will the plan be implemented) ______Media/method of communication: (What format will you use?) ______Costs for each tactic: ______Evaluation method and cost: ______Audiences may be:  Customers  Utility staff  Service clubs (volunteer community leaders)  Youth (future customers; influence current customers)  Professional organizations  Media (all local only; section PAC will address State/Provincial/Territorial outlets)  Public advocacy groups  Elected & appointed government officials Message may be:  Always use the words “public health” as part of your message. Use phrases like “drinking water is a public health issue” or “for public health and safety” to emphasize and make relevant your core messages. Methods of communications may be:  Designate and train utility spokesperson

of 4  Generate news stories in the local broadcast and print media to communicate key messages  Meet with editorial boards to generate favorable editorials on issues  Direct mail with customers to communicate key messages  Place advertisements in the local newspapers outlining the issue, benefits to customers, etc.  Modify section generic speeches to suit specific local audience/groups and generate speaking engagements  Modify section talking points and core messages to suit local issues  Brief elected officials in one-on-one or small group meetings  Create a section Consumer Water Center on utility and/or section website, with link to DrinkTap.org.