CRISIS COMMUNICATION PLAN COM 4460 | DR. WERTZ FALL 2014 ALENA MITCHELL | ELIZABETH MITCHELL BECCA MORROW | KENDRAH NORAH
Crisis%Communications%% Plan%for%MARTA%% (Metropolitan%Atlanta%Rapid%Transit%Au8 thority)%% ___________________________________________________________________________________________% MARTAâ€™s%Crisis%Communication%Plan%for%a%terrorist%attack%by%bombing%% Crisis%Communications%Plan%Team%% Department%of%Communications%% University%of%Kennesaw%% Professor%Dr.%Emma%Wertz%% Written%October%8,%2014% Alena%Mitchell%% Elizabeth%Mitchell%% Kendra%Norah%% Becca%Morrow% Reviewed%October%14,%2014%%
Introduction:%MARTAâ€™s%Crisis%Communications%Plan% Why$is$This$Plan$Important?$ Terrorist%threats%have%become%a%serious%concern%in%the%US%over%the%past%Nifteen%years.%MaO jor%US%cities%such%as%New%York,%Los%Angeles,%Boston%and%Washington%D.C.%have%all%experienO ced%terrorist%attacks%within%this%time%frame%(Terrorism%in%the%United%States).%Atlanta%is%one% of%the%largest%cities%in%the%US,%which%can%make%it%a%terrorist%target.%MARTA%should%be%proacO tively%anticipating%a%terrorist%attack%and%should%have%a%plan%in%place%in%order%to%best%be% prepared%for%this%type%of%situation.%This%plan%is%important%because%it%will%allow%MARTA%to% be%ready%to%communicate%to%its%publics%about%a%terrorist%bombing,%should%it%ever%occur.% What$Could$Happen$If$the$Plan$is$Not$Followed?$ If%MARTA%does%not%have%a%communication%plan%in%place%for%this%sort%of%event,%it%could% create%mass%chaos%and%be%detrimental%to%the%safety%of%MARTA%customers,%employees%and% the%general%Atlanta%public.%This%plan%is%designed%to%allow%MARTA%to%communicate%with%the% public%in%order%to%alleviate%ambiguity%surrounding%the%situation%and%assure%that%all%patrons% of%MARTA%can%Nind%safety%during%a%time%of%crisis.%If%this%plan%is%not%followed%as%stated,%MARO TA%may%be%putting%its%publics%in%danger%as%well%as%hurting%the%companyâ€™s%reputation%and% future%business.% Has$a$Crisis$ Happened$at$MARTA$Before?$ No,%there%has%never%been%a%bombing%on%a%MARTA%train%before.%However,%the%company%has% dealt%with%a%number%of%bomb%threats.%The%most%recent%being%July%8,%2014%(Shropshire,% 2014).%MARTA%has%handled%these%situations%by%shutting%down%certain%rail%lines%and%staO tions%in%order%to%conduct%a%thorough%search%of%the%areas%before%allowing%normal%activity%to% continue.%This%recent%bomb%threat%could%be%a%warning%sign%that%a%more%serious%incident%is% around%the%corner.% Has$a$Crisis$Happened$to$Similar$Companies?$ Yes,%there%have%been%a%number%of%bombings%on%public%transit%systems%throughout%the% world,%especially%within%the%past%decade.%In%March%2004,%four%commuter%trains%in%Madrid,% Spain%were%attacked%by%10%bombs%during%the%morning%rush%hour.%The%attacks%killed%192% people%and%left%1,400%injured.%This%incident%has%been%cited%as%the%deadliest%attack%in%EuO rope%since%World%War%II%(Sciolino,%2004).%Another%incident%occurred%in%London%in%2005% when%37%people%were%killed%after%a%bomb%explosion%hit%three%subway%trains%and%a%red% doubleOdecker%bus%(Cowell,%2005).%% It%is%evident%there%is%much%concern%over%the%immediate%damage%terrorist%acts%can%cause,% however%it%is%crucial%to%look%at%the%potential%long%term%effects%the%bombings%may%have.%
Many%Atlantans%may%decide%to%take%other%methods%of%transportation,%causing%a%signiNicant% proNit%loss.%For%example,%the%2009%train%bombings%in%Moscow,%Russia%caused%much%of%the% population%to%either%stop%traveling%all%together%or%look%for%alternate%ways%of%transportation.% Many%travelers%were%concerned%the%bombings%were%part%of%a%chain%attack%that%would% continue%for%a%long%period%of%time,%and%a%number%of%Russians%would%only%risk%traveling%for% family%emergencies%(Levy,%2009).% The%threat%of%a%bombing%happening%on%a%MARTA%train%is%a%ver%real%concern%that%should%be% met%with%proactive%planning%and%preventive%actions.%This%crisis%plan%will%be%effective%in% helping%MARTA%keep%its%publics%safe%and%allowing%the%company%to%reach%its%goals.% Cowell,%A.%(2005,%July%7).%After%Coordinated%Bombs,%London%Is%Stunned,%Bloodied%and%Stoic.% % Retrieved%October%12,%2014.% Levy,%C.,%&%Barry,%E.%(2009,%November%28).%25%Killed%In%Bombing%Of%a%Train%In%Russia.%%% % Retrieved%October%12,%2014.% Sciolino,%E.%(2004,%March%11).%Spain%Struggles%to%Absorb%Worst%Terrorist%Attack%in%Its%%% % History.%Retrieved%October%12,%2014.% Shropshire,%T.%(2014,%July%8).%Bomb%Scare%Shuts%Down%MARTA's%Civic%Center%Station.%% % % Retrieved%October%12,%2014.% Terrorism%in%the%United%States.%(n.d.).%Retrieved%October%12,%2014,%from%http://%% % % en.wikipedia.org/wiki/Terrorism_in_the_United_States#2000s%
Acknowledgments% ___________________________________________________________________________________________% By%signing%this%form,%I%agree%that%I%have%read%the%crisis%communication%plan%and%am%fully% prepared%to%implement%it.% General%Manager%and%CEO% _________________________________________% (signature%and%date)%
Assistant%General%Manager%and%CFO% _________________________________________% (signature%and%date)%
Chief%Operating%OfNicer% _________________________________________% (signature%and%date)%
Chief%Administrative%OfNicer% _________________________________________% (signature%and%date)%
Chief%of%Staff% _________________________________________% (signature%and%date)%
Rehearsal%Dates%Schedule% ___________________________________________________________________________________________% Table%Top%Rehearsal:%January%14,%2015%at%10:00%a.m.%–%12:00%p.m.% Reenactment:%June%17,%2015%at%9:00%a.m.%–%1:00%p.m.%
Crisis Plan Purposes & Objectives
______________________________________________________________________________ Purposes In the event of a bombing or terrorist attack on MARTA, there must be strategic communication in place to ensure that our publics feel safe and that they have been provided the proper information in order to feel reassured and knowledgeable about the crisis and events. Objectives We will make every effort to do the following: 1. Initiate crisis communication plan within 1 hour of crisis 2. Contact important media personnel within 1 hour of crisis to inform the mass public 3. Keep all media and our publics regularly informed of updated info 4. Implement changes to avoid similar future crises, and resume business as usual
List of Key Publics
______________________________________________________________________________ Enabling publics: These are individuals/publics who have the power and authority to make decisions within MARTA and sometimes, outside the company. These groups will help to make important, impactful decisions that will have the most control on the overall success of the crisis communication plan. Communication with these enabling publics is a top priority. These are listed in order of top priority to least. • Board Members • Key Management/Executives • Communication Leaders • Shareholders • Investors • Government OfOicials Functional publics: These are the publics that actually make MARTA function and work. They must be communicated with in order to successfully help MARTA keep the public informed and knowledgeable and return business to normal. • Employees • Customers • Consumers • Suppliers • Vendors
Normative publics: These are the people who share values with our organization, especially during crises. It is essential to let other organizations know our communication plan during a crisis and share our values as an organization. • Professional Organizations • Competitors Diffused publics: These are groups indirectly linked to MARTA in a time of crisis. It is important and crucial to communicate with these publics as they can help in our overall goal throughout our crisis communication plan. • Neighboring businesses • Media Personnel
Methods of Communication
______________________________________________________________________________ Public Board Members
Letter by Mail
Key Management /Executives
Personal News Visit Release
MARTA Crisis Communication Team & Directory
Ryland (404) Duties: to initiate the crisis communication McLendon 342-‐700 plan and contact all other members of the (Assistant General 3 crisis team. Set up initial meeting and Manager, assign additional tasks as needed, Communication & including crisis message development and External Affairs) response coordination.
(678) 312-‐828 1
Backup Crisis Communication Manager
(404) 342-‐701 4
(678) 882-‐247 5
Keith Parker Duties: to delegate all messages leaving the (CEO & General company and be visible and reachable Manager) during the time of crisis.
(404) 342-‐700 2
(404) 210-‐638 2
Employee Communication Liaison
Rukiya Eaddy (Chief of Staff)
(404) 342-‐700 6
(678) 662-‐372 8
Wanda Dunham (Chief of Police)
(404) 342-‐701 0
(404) 319-‐954 5
Rich Krisak (Chief Operations OfMicer)
(404) 342-‐700 8
(770) 312-‐828 1
Crisis Communication Manager
Duties: to assist the crisis communication manager at all times and take over the position if at any point the CCM becomes unable to assume his/her position.
Alisa Jackson (Public Relations Specialist)
Crisis Control Room Coordinator
Duties: to relay information about the crisis to and from MARTA employees including train/bus drivers, maintenance staff, and informational personnel in order to keep employees safe during a time of crisis.
Safety Information Liaison Duties: To relay information about the crisis as it develops to and from MARTA police ofMicers and Bomb Assessment Team so that the CCM may further communicate information to the public.
Primary Spokesperson Duties: to be visible in the media and deliver key messages and information regarding the crisis to the media and publics. Answer all questions that are able to be answered openly and honestly.
Lyle Harris (External Affairs Coordinator)
(404) 342-‐702 2
(678) 565-‐803 1
Frank Hammond (Bomb Assessment Team Advisor)
(404) 342-‐704 6
(770) 519-‐997 2
Jake Danberry (Communication Department Assistant)
(404) 342-‐703 4
(770) 782-‐621 1
Elizabeth O’Neill (404) Duties: to advise the MARTA crisis (Assistant General 342-‐705 communication team on all legal matters Manager, Legal 4 surrounding the crisis, so as to avoid any ill Services) informed decisions that could further damage the company and its public’s safety.
(404) 924-‐634 6
Duties: to assist and prepare the Primary Spokesperson before going in front of the media and to take over for the Primary Spokesperson if at any point he/she becomes unable to assume the position.
Expert Duties: to inform and assist the communication team in all subject matter concerning the crisis so that key messages may be created in an informed manner so as to communicate with the public in a clear manner and to alleviate ambiguity surrounding the crisis.
TV/Radio Media Contact Person Duties: to inform the media of the crisis and set up an initial press conference within 3 hours of the crisis occurring.
______________________________________________________________________________ Primary Spokesperson: Chief Operations OfOicer Rich Krisak OfOice Phone: (404) 342-‐7008 Cell Phone: (770) 312-‐8281 Email: email@example.com Secondary Spokesperson: External Affairs Coordinator Lyle Harris OfOice Phone: (404) 342-‐7022 Cell Phone: (678) 565-‐8031 Email: firstname.lastname@example.org
Who and Why: Primary Spokesperson: The Chief Operations OfMicer is in charge of the planning, design, construction, and operation of rail and bus transit systems. The operations ofMicer ensures that bus and rail systems meet safety standards required by law. In addition to this, the Chief Operations OfMicer oversees transit safety for bus and rail operations. Since the operations ofMicer is well acquainted with all safety and emergency procedures, he was chosen as the primary spokesperson in the event of a crisis. Secondary Spokesperson: The External Affairs Coordinator has experience in handling and setting up meetings with key publics outside of MARTA. The External Affairs Coordinator already has a relationship with a variety of media representatives, and is knowledgeable on how to deal with the media. Because of the experience, the person in this position is the best candidate to prepare the primary spokesperson, and set up interviews with the media. If the primary spokesperson is unavailable, the External Affairs Coordinator is the best option because of the experience with the media. Spokesperson Description: The role of the spokesperson is to maintain a strong communicative relationship within and outside MARTA. The primary and secondary spokespersons set up all communication with outside publics. The spokesperson upholds a positive reputation for MARTA by being honest, sincere, and easily accessible to the media. In the event of a planned attack, the spokesperson is the main contact for international and local media. Spokesperson Responsibilities: • The spokesperson must be clearly visible and easily accessible to the media. • The spokesperson must be the main point of contact for the media. • The spokesperson must deliver key messages to the media. • The spokesperson must be calm, rational, and sincere when speaking with outside contacts. • If multiple spokespersons are used, they must both be delivering the same messages. Interview Tips: • Focus on two or three key points you are trying to get across to the media. • Always be honest, polite, and sincere. • Only share veriOied information; do not talk about speculated information. • Avoid “no comment.” • Practice ahead of time. • Answer the Oive W’s and H: who, what, where,when, why, and how. • Be knowledgable of any outside information that may affect the crisis. • Speak clearly and conOidently; avoid speaking quickly and maintain eye contact with reporters.
• Do not try to overly reassure the media; do not say “We have everything under control” or “There’s nothing to worry about.”
Trick Questions: Often times, reporters will try create a negative situation by using trick questions. The following are examples of various types. 1.) Leading questions: • “You do agree that MARTA was not properly prepared for this attack, right?” 2.) False questions: • “There were no MARTA police ofOicers in the area, correct?” 3.) Accusatory questions meant to blame someone: • “Who was the one in charge of preventing this from happening?” 4.) Naive questions: • “Does MARTA only have a bus transit system?” • “How do people access MARTA passes?” 5.) Speculative questions that typically being with if: • “If the bombing was part of a chain of attacks, when do you expect the next one to occur?” • “If there had been more MARTA police ofOicers on duty, how many lives could have been saved?” 6.) Loaded questions: • “Isn’t it true that police ofOicers had spotted a suspicious backpack, but failed to do anything about it?” • “Isn’t it true that MARTA was not at all prepared for this kind of crisis?” 7.) Labeling questions: • “Do you agree that the overall work environment of MARTA is ‘unprofessional’? 8.) Friendly questions: • “Hey man, off the record, who do you think could have prevented this from happening?” 9.) Multiple part questions designed to confuse the spokesperson: • “Who is in charge of making sure the transit systems meet the safety requirements, and did they pass this year? If they did, then why did the trains have such a great amount of damage?”
10.) Silence-‐this can be used as an attempt for the spokesperson to say more than what he was originally supposed to say. 11.) Goodbye questions-‐Reporters will use this to catch you when your guard is down. • “Goodbye. Oh, I almost forgot to ask you, how could you have better prepared for this crisis?”
Emergency Personnel List
______________________________________________________________________________ Atlanta Police Department Marta Chief George N. Turner 2424 Piedmont Rd NE 404-‐614-‐7650 Atlanta, Ga 30324 404-‐546-‐7237 (Media Relations) 404-‐848-‐3982 (Media: Lyle Harris) 226 Peachtree St SW Atlanta, Ga 30303 Fulton County Fire Department Fire Chief Kelvin J. Cochran 404-‐546-‐7130 3977 Aviation Circle SW Atlanta, Ga 30336 Grady Memorial Hospital 404-‐616-‐1000 404-‐616-‐4360 (Media Relations) 80 Jesse Hill Jr Dr SE Atlanta, Ga 30303 Piedmont Hospital 404-‐605-‐5000 678-‐842-‐6101 (Media Relations) 1968 Peachtree Rd NE Atlanta, Ga 30309
Equipment and Supplies for Crisis Control Room
Dry Erase Markers
Map of all Marta Stations
Chargers for phones and iPads
Map of areas surrounding each Marta Station
Batter Powered Radio (2)
Cameras and Film
Dry Erase Board
Train Schedule for all routes
___________________________________________________________________________________ Fact Sheet What is a bomb? A container ,illed with explosive, incendiary material, smoke, gas, or other destructive substance, designed to explode on impact or when detonated by a time mechanism, remote-‐control device, or lit fuse. What types of bombs are there? • M-80 o Average Size: 5/8” diameter, 1 ½” long. o Average Load: approximately 3 grams explosive mixture. o Risk Factor: Damage to ,inger, hands, eyes. • M-100, Silver Salute o Average Size: 1” diameter, 2 ½” long. o Average Load: approximately 9 grams explosive mixture. o Risk Factor: Severe damage to face, arms, and body. • M-250 o Average Size: 1” diameter, 3” long. o Average Load: approximately 13 grams explosive mixture. o Risk Factor: Severe crippling, dis,iguring injuries. • M-1000, Quarter Stick o Average Size: 1” diameter, 6” long. o Average Load: approximately 25-‐30 grams explosive mixture. o Risk Factor: Extremely severe injuries to body, has caused death. How many bombing incidents have happened in the past year? • 2013 o Number of incidents: 5,909 o Number of injuries: 390 (Number elevated due to Boston Marathon Bombing) o Number of fatalities: 31 What role does the U.S. Department of Transportation (DOT) play in regulating explosives under speciYic conditions? DOT has jurisdiction over hazardous materials (including explosives) while they are in transit whether by rail, water, motor carrier, air, or other conventional means.
Fill-In-The-Blank News Release For Immediate Release Date: ______________ Contact: ______________ Terrorist Bombs MARTA Station ATLANTA, GA-‐ At ____ (time) on _____ (date or day), a person unknown at the moment detonated an explosive bomb on board a MARTA train. The bomb killed ______ people and injured ____. Those injured are being transported to _______ (hospital near-‐by). MARTA is concerned and hopes the patients have speedy recoveries.
It is unknown at this time how he/she made it on board with the bomb. “We are very upset that this has happened and we are extremely concerned with the victims and their families,” said _______ (MARTA’s owner and president or spokesperson).
The Atlanta Police Department is currently investigating to ,ind out the person responsible and their motives. There have been no other reported cases of terrorist attacks on MARTA. The police department will be working with MARTA to thoroughly investigate the situation and notify the public with any new information. ###
Glossary of Related Terms: ● MARTA: Stands for Metropolitan Atlanta Rapid Transit Authority. ● Bomb device: A container ,illed with explosive, incendiary material, smoke, gas, or other destructive substance, designed to explode on impact or when detonated by a time mechanism, remote-‐control device, or lit fuse. ● Bomb Assessment Team: A division of MARTA Police that when activated is responsible for checking the site for unconsumed explosives or secondary devices, supervising evidence recovery in accordance to evidence collection procedures, and assisting in the evaluation of evacuation procedures, area and perimeter security, the availability of emergency services and coordination with the incident commander. ● Bomb threat: If a bomb threat is issued, it means that there is a suspected, but not con,irmed, bombing device in the area. ● Bombing: If a bombing has occurred, that means that a bomb device has been detonated. ● Red Line: The Red Line is a MARTA train line that runs from North Springs station to Airport station. The other stations on the Red Line listed from north to south include: Sandy Springs, Dunwoody, Medical Center, Buckhead, Lindbergh, Arts Center, Midtown, North Avenue, Civic Center, Peachtree Center, Five Points, Garnett, West End, Oakland City, Lakewood, East Point, and College Park. ● Gold Line: The Gold Line is a MARTA train line that runs from Doraville station to Airport station. The other stations on the Gold Line listed from north to south include: Chamblee, Brookhaven/Oglethorpe, Lenox, Lindbergh, Arts Center, Midtown, North Avenue, Civic Center, Peachtree Center, Five Points, Garnett, West End, Oakland City, Lakewood, East Point, and College Park. ● Blue Line: The Blue Line is a MARTA train line that runs from Holmes station to Indian Creek station. The other stations on the Blue Line listed from west to east include: West Lake, Ashby, Vine City, Dome/GWCC/CNN/Phillips, Five Points, Georgia State, King Memorial, Inman Park, Edgewood/Candler Park, East Lake, Decatur, Avondale and Kensington. ● Green Line: The Green Line is a MARTA train line that runs from Bankhead station to Edgewood/Candler Park station. The other stations on the Green Line listed from west to east include: Ashby, Vine City, Dome/GWCC/CNN/Phillips, Five Points, Georgia State, King Memorial, and Inman Park.
Internet Sources URLS for Bombings http://www.bombsecurity.com/typerisk.html • Guide for bomb related risks • Learn about introductory bomb information • Categories of bombs • Countermeasures against bombs http://www.publicsafety.upenn.edu/pennready/procedures/bomb-‐threats/ • Bomb threat information examples for the future • Bomb threat procedures • Suspicious package protocol http://www.macmillandictionary.com/us/thesaurus-‐category/british/Types-‐of-‐ bomb-‐explosive-‐or-‐missile • Various terms related with bombs and explosives • Types of bombs associated with acts of terrorism • Information about military grade bombs versus illegally made bombs
Key Messages ___________________________________________________________________________________ Terrorist Attack (Bombing) In the event of a bombing, MARTA’s ,irst priority is the safety of our customers. Informing the public of the crisis with as much information available is the ,irst order of business. It is of upmost importance we communicate with the public where the bomb took place, how many were injured or killed, what exactly took place, who is responsible, why it happened, and at what time. We must ,ind this information and release it to the public if we are unsure. We will also reinstate consistently and emphatically that we are extremely concerned for the public’s safety and that our primary concern is for those affected by the crisis. We will reiterate how MARTA is going to be careful, cautious, and better prepared in the future to prevent crises such as this one from occurring again. We will emphasize our steps being taken to recover and include the public in this recovery process. The following key messages should be stressed to the ‘Enabling Publics’ in the order indicated: 1. MARTA is deeply affected by this crisis. We are an integral part of the community, the economy and the transportation system in the region.
2. Part of our vision and mission is to be a safe, secure, and reliable public transportation system. 3. We strive to have a positive image in the community that the public understands, respects and supports. 4. We will do our best to focus on the customers affected and their families. We will return business to normal once all precautions have been taken. Our hope is to use this as an opportunity to make our transportation system more secure in the future, which will in turn make our customers feel safer. The following key messages should be stressed to the ‘Functional Publics’ in the order indicated: 1. MARTA’s biggest concern is for those affected by the crisis. 2. We are very sorry for what happened. 3. We don’t know yet who is responsible, but we will do everything in our power to ,ind out and we will let you know as soon as possible. The following key messages should be stressed to the ‘Normative Publics’ in the order indicated: 1. We take this crisis very seriously. 2. We are taking control of the situation and as soon as we have any information, we will update you. The following key messages should be stressed to the ‘Diffused Publics’ in the order indicated: 1. We are extremely concerned for those affected. 2. Our biggest priority is the safety of our customers. 3. We are taking control of the situation and are doing everything we can to ,ind out what happened and who is responsible. 4. As soon as we ,ind out more information, we will update you.
Dissemination of Key Publics ___________________________________________________________________________________ Media Contacts
WSB-TV 2 Atlanta 1601 West Peachtree Street NE Atlanta, Georgia 30309 WXIA-TV/11 Alive One Monroe Place NE, Atlanta, Ga., 30324 Fox 5 Atlanta 1551 Briarcliff Road NE, Atlanta, GA 30306 CBS 46 Atlanta 425 14th Street NW, Atlanta, Ga. 30318 Univision 34 Atlanta 3350 Peachtree Road, Suite 1250, Atlanta, GA 30326
Radio News 95.5 FM AM 750 WSB 1601 West Peachtree Street, Atlanta, GA 30309 News Radio 106.7 FM 780 Johnson Ferry Road NE, 5th Floor Atlanta, GA 30342
Newspaper Atlanta Journal Constitution 223 Perimeter Center Pkwy, Atlanta, GA 30346
Website Update ___________________________________________________________________________________ The MARTA Police Department can con,irm that emergency responders at H.E. Holmes transit station are assisting with an evacuation and medical attention after a North Bound train was bombed at 8 am. The Atlanta Bomb Squad, GBI, and Atlanta Police are all on location along with the MARTA Police Department. It is not certain as of yet if there are any injuries or fatalities resulting from the bombing. Our number one goal is to insure that those present during the bombing are safe and being assisted by ,irst responders. We are also assisting law enforcement in searching for those who are responsible for this attack. We are gathering details and will post a statement and further details as they become available. The MARTA Police Department requests that anyone with any information about the bombing contact 404-‐848-‐4584. Photos: MARTA logo Links: www.itsmarta.com/Press-‐Releases.aspx Dear Webmaster, Please add this statement to the homepage of the MARTA website (www.itsmarta.com) and also in the Press Releases section under “2014 Releases”. The images that will accompany the statement should be a simple logo of the company. Please do not include any pictures of MARTA buses, trains, shuttles, stations, stops, employees, or victims that may be involved. The font should be in black ink and in Times New Roman or Calibri with 12-‐14 inch font. Before you post the ,inal draft of the document on the website, please email it to me at email@example.com and call me at 404-‐123-‐4567 to con,irm that I have received and approved it. Best Regards, Kendra Norah MARTA Online Management
Blog Responses ________________________________________________________________________________________________ Early Crisis: I would like to take a minute to extend my deepest condolences to the families of the victims of the train bombing that occurred on ____. This event is both tragic and alarming. At MARTA, we take our patrons’ safety very seriously. It is our primary goal to uphold the trust of our loyal customers, and we failed at that today. We are working to uncover how this incident was allowed to happen and will be making adjustments to our future safety protocol. We would like to extend any help to the families and victims that were affected by this unfortunate event, and our contact information may be found below. As we move forward, we will strive to keep you up
to date on how this situation is developing. Keith Parker, MARTA General Manager Mid-‐Crisis: There has been a development in the cause of the train bombing that occurred on ____. We would like to inform you that after reviewing safety tapes, our team of investigators was able to determine that there was a breach in security at the ___ station, which cause MARTA train ___ to have a bomb device aboard. This ultimately led to the detonation of that device and the devastation that followed. The person behind the attack is being pursued by the Atlanta Police Department and we have high hopes that this person will be found. If you have any information related to this person, please contact the APD at ____. Keith Parker, MARTA General Manager Post-‐Crisis: We would like to thank our loyal customers for their patience and support while we have been investigating this serious incident. The perpetrator behind the attack has been found and is in custody. We are in the process of planning an upgrade to our gate security systems at all MARTA stations. These changes should be implemented by ___. We at MARTA realize that we must make safety a top priority in order to ensure that our customers arrive to their destinations unharmed and without worry. We are taking this attack as an opportunity to change our safety procedures in hopes that it will deter any future attacks. Keith Parker, MARTA General Manager
Evaluation of Plan Effectiveness After the Crisis
________________________________________________________________________________________________ After the crisis, the following steps will be provided to guarantee that MARTA is better prepared for the future. This evaluation of the crisis plan will consider which of the steps went right and which of them had errors. It’s very important to assess the communication crisis plan shortly after the crisis so that the management team can directly pin point speci,ic errors and make adjustments for the future. By reviewing all objectives, the crisis management team can determine whether all goals have been met.
• Initiate crisis communication plan within 1 hour of crisis-‐ Did the crisis management team effectively initiate the plan within the designated time frame? If the team did not initiate the plan in the time allotted, what was the cause for delay? How can the delay be prevented from happening in the future? • Contact important media personnel within 1 hour of crisis to inform the mass public-‐ Were media personnel from different channels of communications such as radio, local news, and national news contacted? Was suf,icient information provided to the media (i.e. who, what, when) when the crisis occurred? • Keep all media and our publics regularly informed of updated info-‐Were key publics regularly informed when further information was con,irmed? Were press conferences held with the designated spokespersons? • Implement changes to avoid similar future crises, and resume business as usual-‐ Were a variety of changes implemented to promote a safer and better public transportation system? During the crisis, did business resume as usual for unaffected publics? Shortly after the crisis, did management team members promote use of MARTA to ensure routine travel?
This plan was created as part of a class assignment for Crisis Communication at Kennesaw State University.