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HomeMy WebLinkAboutAgenda Packet - EVWD Board of Directors - 05/21/2018SPEC IA L BO A RD MEET IN G May 21, 2018 at 2:30 PM 31111 Greenspot Road Highland, C A 92346 AGE N D A C A LL TO O RD ER PLED G E O F A LLEG IA N C E RO LL C A LL O F BO A RD MEMBERS PUBLIC C O MMEN T S Any person wishing to speak to the Board of Directors is asked to complete a Speaker Card and submit it to the D istrict C lerk prior to the start of the meeting. Each speaker is limited to three (3) minutes, unless waived by the Chairman of the Board. Under the State of C alifornia Brown Act, the Board of Directors is prohibited from discussing or taking action on any item not listed on the posted agenda. T he matter will automatically be referred to staff for an appropriate response or action and may appear on the agenda at a future meeting. 1.Board Communication Training REPO RT S 2.General Manager/C EO 3.Legal C ounsel Report 4.Board of Directors' C omments A D J O URN P urs uant to G overnment C o d e S ec tio n 54954.2(a), any reques t for a d is ab ility-related modific ation or ac commodation, inc luding auxiliary aid s o r s ervic es , that is s o ught in order to p artic ip ate in the above agendized public meeting should be direc ted to the District C lerk at (909) 885-4900. ISSUES MANAGEMENT COMMS TRAINING May 21, 2018 2 1.Present EVWD’s Issues Management Communications protocol 2.Ensure the Board has macro line of sight into the process and their role within this process GOALS ISSUES MANAGEMENT PROTOCOL OVERVIEW 4 BACKGROUND Issues and crises are unavoidable, but they do not need to be blindsiding. The key is to be prepared in advance so East Valley Water District’s (EVWD) Crisis Communications Team can efficiently mobilize without any time wasted on determining chain of command or who your key stakeholders need to be (or how to reach them). The following presentation outlines the steps for effective issues and crises communications planning, and walks through the communications drill for a catastrophic-level crisis scenario. 5 ISSUES MANAGEMENT PLANNING: 7 STEPS 1.I.D. Issues and Vulnerabilities: Identify leading threats and weaknesses that can lead to mission-impeding issues or crises for EVWD 2.Prioritize Issues:Assign low, medium and high rates of impact/urgency for each scenario 3.Preparation Planning:Define the P.A.C.E., crisis drill roles & responsibilities, and overall communication protocol for the varying scenario levels and myriad target audiences; also develop a comprehensive contact sheet and establish EVWD’s toll-free hotline (with ID and password) in advance 4.Scenario Modeling:Map out appropriate drill(s) for various scenarios 5.Formulate Response (Q&As, holding statements, etc.):Develop approved messaging and resource materials for key stakeholders, media and other key internal/external audiences 6.Monitoring and Reporting: Crucial to the process, ensure the team regularly monitors for potential issues and crises, and that information is being shared effectively among the team/key stakeholders in real time 7.Evaluation/Assessment:Identify necessary changes to the drill (as applicable), apply key learnings and assess overall effectiveness with key stakeholders 6 P.A.C.E. DEFINED Process Owner: Has primary responsibility for managing all operational aspects of EVWD’s Crisis Comms team and facilitates team interactions and decision making; assigns execution team according to issue/crisis Approver: Accountable for making key decisions to manage the issue/crisis communications based on Process Owner and Contributor inputs; manages communications with other company leaders and community stakeholders, as needed Contributors: Provide input and counsel regarding emerging/existing crisis, as well as best course of action to address issues and minimize negative outcome Executors: Manage all aspects of execution and communications, including (but not limited to) flagging and monitoring for emerging and/or existing crisis; facilitating responses directly with media and other key stakeholders as necessary; monitoring situation for escalation or recurrence; engaging appropriate third-party support (i.e., situation experts, authorities, etc.); and ensuring entire process is managed in a timely manner 7 ISSUE V. CRISIS DEFINED Issue •Trend or condition which, if continued, can have an adverse outcome •Either a threat or opportunity to shape issue to company’s advantage •Slow-developing; may be predicted/anticipated •Can be tracked and managed •Requires evaluation, internal communication and possible action Crisis •Unpredictable high-impact event with strong probability for negative results •Can threaten viability of a company •Crisis aftermath can significantly damage an organization if mishandled •Requires immediate communication, swift decision making and action •General pre-crisis planning is possible; will need to be tailored in the moment •Internal response activity requires documentation for legal purposes •May attract major and negative media attention 8 NOT ALL SITUATIONS ARE CREATED EQUAL AFFIRMATIVE ANSWERS TO THE FOLLOWING QUESTIONS INDICATE A CRISIS OR CRISIS-IN-THE MAKING: Yes No Does this situation have the potential to result in loss of life? Yes No Does this situation have the potential to require police involvement? Yes No Does this situation have the potential to result in loss of service for EVWD customers? Yes No Does this situation have the potential to cause legal implications for EVWD? Yes No Does this situation have potential to generate negative traditional and/or social media traction? Yes No Does this situation have potential to negatively affect community relationships? It’s important to ensure situations are evaluated through a balanced lens to determine the appropriate level of responsiveness. In many cases the problem will be an issue to address rather than a crisis to navigate. Issues take a very different communications path than do crises. 9 SCENARIO ASSESSMENT MATRIX Pr o b a b i l i t y Impact Catastrophic Critical Limited Highly likely Natural disasters Likely Cyberattack Not very likely Terrorism Facility malfunction Water contamination Personnel matter 10 COMMUNICATIONS RESPONSIBILITIES OWNER AUDIENCE MEDIUM General Manager and CEO John Mura ●Official EVWD Spokesperson (primary) ●EVWD Board of Directors ●EVWD Executive Team ●Legal Counsel ●Regulatory Agencies ●City/County Officials ●General Public/Community Press Statements / Press Conferences Email / Phone Director of Strategic Services Kelly Malloy ●Idea Hall ●Issues-based Media ●EVWD Spokesperson Alternate Phone / Email East Valley Water District Board of Directors ●Community Informal Conversations Director of Engineering & Operations Jeff Noelte ●Engineering Department ●Regulatory Agencies ●EVWD Community Spokesperson Alternative Phone / Email Operations Manager Pat Milroy ●EVWD Executive Team ●Field Team ●Regulatory Agencies Phone / Email Chief Financial Officer Brian Tompkins ●Customer Service Department ●Finance Department ●EVWD Community Spokesperson Alternative Phone / Email District Clerk Justine Hendricksen ●General Manager / CEO ●EVWD Board of Directors Phone / Email HR / Risk & Safety Manager Kerrie Bryan ●General Manager/CEO ●Operations Manager ●EVWD Employees Phone / Email Idea Hall ●Crisis-based Media Phone / Email 11 STAFF ORGANIZATION Board of Directors Legal Counsel Jean Cihigoyenetche General Manager/CEO John Mura District Clerk Justine Hendricksen Chief Financial Officer Brian Tompkins HR/Risk & Safety Manager Kerrie Bryan Director of Strategic Services Kelly Malloy Public Affairs Specialist Roxana Morales Public Affairs Team Janett Robledo Cecilia Contreras Alejandra Ronquillo Adrian Ramirez Director of Engineering & Operations Jeff Noelte Director of Operations Pat Milroy Field Team TEAM SCENARIO MODELING Natural Disaster 13 ISSUE LEVEL •In the event of a natural disaster (earthquake, fire, flood), the Field Team Member will alert the Operations Manager,who will then conduct a thorough assessment of the potential impact the natural disaster could have on service for EVWD customers. •An informational group text will be sent to the executive team. The General Manager will send another text message to the Board members relaying the information. •The Operations Manager will decide if the issue must be immediately escalated or if the discussion can hold until the Executive Team meeting, held every Wednesday at 9 a.m. •After the Executive Team meeting, if necessary, the Public Affairs team will work with the Operations Manager to develop FAQs. •Public Affairs will conduct research and gather intel. •The Operations Manager will provide monthly status updates during weekly executive team meetings. 14 CRISIS LEVEL In the event the Operations Manager decides the issue must be escalated to a crisis, the Operations Manager will send a group text: Text 1: General Manager/CEO, HR Manager, Director of Strategic Services, CFO, Operations Manager, Director of Engineering and Operations, District Clerk The General Manager/CEO will then send another group text: Text 2: Board Members relaying information and directions The General Manager/CEO will initiate a call with Legal Counsel 15 0-30 MINUTES: EXECUTIVE TEAM BRIEFING CALL P Director of Strategic Services A General Manager/CEO (Director of Strategic Services as back-up) C Director of Strategic Services, Director of Engineering & Operations, Operations Manager, CFO, Field Team Member, HR/Risk & Safety Manager, Legal Counsel, District Clerk, Public Affairs Specialist and Idea Hall E Idea Hall, Public Affairs Team •Coordinate Call:The Executive Team Briefing Call will be coordinated and moderated by the Director of Strategic Services (conference bridge details to be provided by text). •Report Findings: The Operations Manager will relay his or her findings, with the Field Team Member on the line to provide any further clarity or answer questions. •Align on Messaging: During the call, the Director of Strategic Services will align on broad-based messaging with the General Manager/CEO, built on information provided by call participants. •The Public Affairs Specialist will be on the line to document call discussion items. •Determine Next Steps:Idea Hall and the Public Affairs Team will align on next steps offline and determine roles/responsibilities for subsequent activities. Tasks: 16 30-90 MINUTES: SOCIAL MEDIA / WEBSITE / MEDIA / PUBLIC AFFAIRS TEAMS DEPLOYED P Director of Strategic Services A Director of Strategic Services C Director of Strategic Services, Public Affairs Team, Idea Hall E Public Affairs Team, Idea Hall 17 30-90 MINUTES: TASKS •Develop All External Messaging for General Manager/CEO and Legal Counsel Approval (as situationally appropriate) •Deploy Emergency Website:Based on messaging and direction from Director of Strategic Services, immediately deploy emergency banner inclusive of crisis situation update and links to official sources for further information. Sample message for customers: Dear EVWD ratepayers and community members, Today we experienced a (disaster) that is affecting (area/location). The safety and health of you and your families is the District’s top priority and we have deployed a swift action response to resolve any issue(s) that may arise in our ability to provide service. We will continue to update and provide further details on this site. We thank you for your patience. John Mura General Manager and CEO 18 30-90 MINUTES: TASKS CONT’D •Monitor Social Channels and Manage Community Response Process: Following the direction of the Director of Strategic Services and/or Public Affairs Specialist, answer social inquiries with approved messaging and direction/links to official sources for further information. Maintain social updates throughout the term of the crisis, including streaming links to any press conferences or live official updates. Track all posts using hashtag #EmergencyUpdate(Name/Type)2018. •Reactively Provide Holding Statement to Media/Key Stakeholders/Staff, etc.: On (day of the week), (date), we experienced a/an (disaster) that is affecting (area/location). Dedicated to supporting our communities, we have deployed a swift action response to identify how customers will/may be affected. We are committed to resolving any issue(s) that may arise in the District’s ability to provide service to its customers. Health and safety remain our top priority, and we will provide updates as they become available. For further updates, please check the website or our Facebook page: https://www.facebook.com/eastvalleywater/ •Create and Manage Social Monitoring Dashboard: Activate EVWD’s social monitoring dashboard, inputting the hashtag #EmergencyUpdate(Name/Type)2018. Track and document all social conversations. 19 30-90 MINUTES: TASKS CONT’D •Disseminate Social Posts:Issue social media holding statement specific to the following platforms (to be tweaked) as necessary per situation: Facebook:In response to the (disaster) affecting (area/location), we are actively determining how the situation will impact service to our communities and are taking necessary steps towards resolution. Your health and safety are a top priority, and we will keep you informed of our progress. Please check back here periodically for updates. #EmergencyUpdate(Name/Type)2018. Twitter : In response to the (disaster) affecting (area/location), we are actively determining how our communities will be impacted and are taking necessary steps toward resolution. We will keep you informed of our progress. #EmergencyUpdate(Name/Type)2018. Instagram: In response to the (disaster) affecting (area/location), we are actively determining how our communities may be impacted and are taking necessary steps towards resolution. Your safety is of utmost importance to us, and we will keep you informed of our progress. Please check back here periodically for updates. #EmergencyUpdate(Name/Type)2018. 20 90-150 MINUTES: MEDIA RELATIONS TEAM DEPLOYED P Idea Hall A Director of Strategic Services C Director of Strategic Services, Public Affairs Specialist, Idea Hall E Public Affairs Specialist, Idea Hall 21 90-150 MINUTES: TASKS •Reporting and Analysis:Immediately capture and share with the Public Affairs Specialist the most up to-date headlines, including relevant links. Maintain regular media updates as needed. At the onset of the event, this could be as frequently as every 15 minutes. •Conduct Proactive/Reactive Media Outreach to Correct Misinformation: At the onset of misinformation, Idea Hall and the Public Affairs Team will identify/activate roles for proactively correcting any misinformation with media. The Public Affairs Specialist can track and document outreach and progress to show the evolution of media coverage. •Field Inbound Media Inquiries:All inbound media inquiries should be directed to Idea Hall with support from Public Affairs Team as needed. •Maintain Media Engagement Log: Track all inbound media inquiries, including outlet, reporter name, phone and question. Document follow-up activity. •Create and Maintain Crisis Documentation Log: The Public Affairs Specialist will capture and track all the details. He/she will own maintenance of this log throughout the term of the event. •Maintain Ongoing Leadership Team Communications: The Director of Strategic Services will arrange for ongoing status update calls and initiate as needed. He/she will circulate updates and messaging to greater media relations, social media/website and internal customer service teams as needed. 22 150 MINUTES+ The protocol continues well beyond the 2.5 hour mark. We stay in procedure until we’ve navigated the crisis and enter into stabilization mode. Of the myriad activities we continue to lead, our primary purpose is to ensure intelligence is transferred efficiently and accurately to all audiences. Namely, we will: •Continue to Develop and Distribute information and materials as appropriate/needed, e.g.: •Continued briefing communications (i.e. calls, texts, etc.) •Talking points development for Board and staff •Press conference logistics (possible role for elected officials) •Provide website updates •Maintain social media channels •Etc. SCENARIO MODELING Personnel Matter 24 0-30 MINUTES: TASKS CONT’D •The General Manager/CEO will call the Board of Directors to notify them of the plan and remind them that if media or other community inquiries arise, they should be directed to the General Manager/CEO or Director of Strategic Services. •Equip Board Members with Messaging: The following can be shared with Board Members should informal conversations arise or if media contact them. I want to make sure you get the most accurate information, so let me connect you to John Mura, the General Manager/CEO for official comments. At this time, the Privacy Act limits what we can discuss and I am unable to provide further details. What I can tell you is that the district has gone to great lengths to ensure we’re prepared for situations like this through our extensive training and planning programs. I’m confident that the district will respond quickly once all they have all the facts. RECOVERY BACK TO BUSINESS 26 WATER IS VITAL: GET BACK TO BUSINESS ASAP With people’s livelihood in mind, it’s vital EVWD take all possible measures to enable regular operations as swiftly as possible post-crisis. The Public Affairs team will be responsible for mobilizing the crisis comms team so EVWD’s executive leadership can guide employees and key stakeholders through the crisis while continually communicating important information to customers. The following elements will be evaluated and navigated to get the EVWD team back to work: o Stage 1: Stabilization o As the crisis is assessed and the situation stabilizes, the team will assess and communicate the extent of the crisis o Timing: within 24 hours –if this is terrorism or a serious earthquake, it may take far longer than 24 hours for things to stabilize o Stage 2: 24-48 Hours Post Event o Craft message responses, post FAQs page on website, respond to media requests and visitor messages, communicate to employees next steps o Timing: 24-48 hours o Stage 3: Getting Back to Work o Work with the City/County/Police/State Water Resources Board to identify a timeline of getting back to regular business. o Timing: 48 hours+ PARTING THOUGHTS KEY TAKEAWAYS 28 WHAT DOES THIS MEAN FOR YOU, A BOARD MEMBER? Know that the district is taking steps to prepare for emergencies. District staff will provide briefings as needed, so you’re never alone. You will get questions from the community and you may get questions from media –this is why we’re here today. So you’re prepared. Practice makes perfect.