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Appendix 14 3.1. Main headings. These should be in capital letters. 3.2. Sub-headings. In lower case and emboldened. 3.3. Names. The names of individuals who raise matters should be recorded. 3.4. Action to be taken. Where any action is required the appropriate person’s initials should be recorded in the right-hand column. 4. Any other business Any item of business that the Chair or a member wishes to raise, but has not previously notified. 5. Date of next meeting The date, time and venue for the next meeting. *NB If a new committee has been set up and is meeting for the first time, all minutes should be numbered sequentially from 1; otherwise numbering is continued from the last minute. This can be very important for future reference. Refer to any specific ‘house style’ in use. 141 Appendix 15 Appendix 15 Contingency Planning for a Crisis Before the crisis 1. Identify – look at possible situations. 2. Plan – make simple contingency plans to cover different situations. They should include: l the crisis team (who are they?); l team leader and media spokespersons; l procedures for handling the media generally; l facilities available (accommodation, communications); l background information; l contact telephone numbers for key personnel. Backing l Ensure all plans are agreed, accepted and fully supported at the highest level. l Copies of plans should be held by all concerned. l Check and update plans at regular intervals. 142 Appendix 15 Practice Remember – practice makes perfect: l Hold regular practices. l Involve the emergency services. l Hold ‘mock’ press briefings and conferences to familiarize and train media spokespersons. l Ensure next-of-kin procedures are known. During the crisis When it happens: l Assemble team quickly – use the call-out system. l Set up communications – activate all communications systems. l Establish crisis centre – assemble key personnel. Organize staffing rosters. l Press and Media packs – assemble background information. l Press conference – prepare a separate room if possible. l Log/Diary – start an incident log. Record all events by date/time. l Synchronize timings – ensure all are on one master clock. l Monitor the media – remember that deadlines vary between newspapers, TV and radio stations. l Community relations – watch this aspect. It could be a vital factor in the credibility battle. l Expert advice – have expert advise available to deflect the media in the early stages. l Answers – prepare answers to (potentially damaging) questions from the media. l Blame – do not apportion blame or speculate on this. l Reporters – new go ‘off the record’ to the press. l Compensation – do not reveal details of any compensation to the media. For insurance claims take advertising space in newspapers. l Crank calls and letters – ignore all crank calls. Acknowledge all letters of support through the local press by taking advertisements. l Next of kin – Always confirm that the next-of-kin have been informed before releasing any names to the media. At the finish l Stand down – Stand down the crisis team/equipment, etc gradually as the situation eases. Staffing levels can be reduced inside the centre. l Follow-up action – There will be considerable subsequent follow-up action needed, such as press conferences, news releases, articles, statements, and general correspondence. 143 Appendix 15 l The inquiry – Make preparations for any subsequent inquiry that is to be held. Collect all logs, diaries, notes and other relevant written material that may be called as evidence. Keep all such material secure. l Wash up and analysis – These are operational management lessons to be learnt from your experiences during the crisis. The outcome of your analysis may indicate revision of your contingency plans. In a crisis always remember Commitment Filing system The team Credibility Clean up Advertising Local press The local community The secretariat Information provision Training Management backing is vital. Have a good one for background information. Keep it small – key people only. Important to maintain it. Be prompt. It shows you are a responsible, caring organization. Useful and can help save time. Can give you more aggravation than the nationals. Don’t forget them. Good relations are vital. Sufficient staffing to handle the crisis. Everyone must have the same information at the same time – synchronize. Vital to ensure smooth running when it happens. 144 Index Index acceptance 3 advertising agency 5, 7 agenda, format 137 agreement 26, 117–23 appointment and programme 118 client’s property 121 Coca-Cola Corporation 13 Code of Conduct 11, 105–12, 122 colleagues 111–12 common law 113 commencement and duration 118 photographers 26 supplementary 122 suppliers 17 termination 121 community relations programme 97 competitions 115–16 conferences 52–5 accommodation 53 dates and seasons 53 analysis 99 annual meetings 52 approvals 120 duration 53 fees and expenses 54 numbers 53 artwork 21, 33 camera-ready 36 assessment 96–7 planning 128, 130–31 planning guidelines 130 presentation equipment 55 authority 120 social programmes 55 speakers 55 Betting, Gaming & Lotteries Act 1963 116 brief designers 32–3 sponsorship 54 travel arrangements 54 confidential information 120–21 exhibition contractor 49 printers 23 consultancy 5–9 advantages of using 8 publishers 19–20 suppliers 16–17 broadcast media see media Bruce, Liza 12 business writing see writing and client relationship 117 disadvantages of using 8 independent 7–8 mixing and matching 9 reasons for using 6–7 types 7–8 camera-ready artwork 36 Ceefax 85 contact sheets 28 contingency planning 142–4 clients, conduct concerning 109–11 contracts 12, 113–14 145 ... - tailieumienphi.vn
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