As the tragic bombings in Boston and the fertilizer plant explosion in West, Texas demonstrate, the ways by which breaking news is created, informed and presented is changing, dramatically. News stories are breaking faster than the facts can be released. An increasingly fast news cycle and citizen journalism have created unrealistic expectations for coverage and despite those expectations the public still does not rely on solely the news media for their complete understanding of an event. In times of crisis the demand for continually developing information is intense, particularly during the initial phase of a crisis, when an organization is unable to determine the details and facts of the event. In the past, press releases, a press conference and online updates were the ways in which the public expected to get their information during a crisis; however these expectations have changed as the online population becomes active participants in the news, creating rather than following the news.

This change has its benefits. For instance the pseudo-news / social activist group Anonymous used its considerable resources to corral aid for West, Texas and was able to relay important messages regarding the needs for volunteers on the ground through its network faster than any news network. Within mere hours of the incident there was a focused, national and local response with trusted and verified sources of information and aid available to the public. Interestingly, much of the direction to the aid organizations came from non-traditionally trusted networks such as the Anonymous News Network.

However there are also serious challenges that emerge with the added participation of thousands of citizen-journalists. Take for instance Reddit’s failed crowd-sourcing, citizen journalism experiment that wrongly accused a missing Brown University student of the Boston bombings. Accusations spread like wildfire and before long the young student’s name was atop Twitter’s trending topics. The amateur detective work turned out to be incorrect and hindered the ongoing investigation.

 ”Though started with noble intentions, some of the activity on Reddit fuelled online witch hunts and dangerous speculation which spiralled into very negative consequences for innocent parties… We all need to look at what happened and make sure that in the future we do everything we can to help and not hinder crisis situations.”
Reflections on the Recent Boston Crisis (Reddit’s blog)

The public often gets creative when there are gaps in official communication increasing the likelihood of a side-show that distracts from key issues. It is important to maintain messaging discipline throughout this period, ensure your social media team is active and engaged online and avoid becoming distracted from your communications duties.

Another interesting trend we often seen online is the sharing of fake photos. Not only is this irresponsible in a journalistic sense but it can also be extremely dangerous to first responders who rely on all photo data to survey areas and determine changes in wind patterns. In the case of West, Texas, a photo showed a large mushroom cloud emerging from the scene. The problem was, it wasn’t the scene and it wasn’t from West, Texas. Even veteran journalists like Anderson Cooper remarked at the photo. The impacts of crowd-sourcing information, citizen journalism and social activism/hacktivism are creating numerous and considerable challenges not only for news organizations but for business as well. All of these factors have the potential to move messages and rally support in a favourable manner but they are also the source of misinformation, rumours and speculation.  At the heart of these challenges are two things: trust and confidence. Can we trust where the information or reports are coming from and are we confident that the information presented is accurate?

Here are a few tips for organizations to consider during their crisis response:

1. Engage Regularly: The public will not wait for your news conference, the press or anyone else to begin. Their participation in the news-shaping process begins at the same time your crisis does. Ensure you have the resources required to monitor the activity, respond to misinformation and lead the news-shaping process.
2. Share Knowledge: In a crisis, communicators are looking to bridge a knowledge gap between the event and the media. Organizations need to establish a knowledge sharing hub where media and the public can go to find the most up-to-date and trustworthy information available. In addition to holding news conferences, and using social media for real-time response, dark sites are a critical tool to host all of the media related to your organizations response efforts including media briefings, backgrounders and b-roll in one place.
3. Collaborate: The public is going to participate in your crisis whether you do or not. Find ways to engage the public and steer them in a productive and helpful manner. On-going engagement can help you actively shape your crisis news coverage.

The tragedies of Boston, MA and West, TX have shown us that, in times of crisis, passionate communities will come together from all walks of life in order to help heal a city, town or community. This passionate response can create challenges for communicators who are also doing their part as well. The key is to empower those communities with the knowledge and tools they need so they can participate in your organization’s response in a productive way with accurate information, wherever they are.

An exploration of communications and the conversations surrounding hydraulic fracturing

The practice of hydraulic fracturing has been around for more than half a century, and since that time, more than one million Canadian wellbores have been drilled and stimulated using this process. Companies are relying on this method to reach oil and natural gas plays originally thought to be unrecoverable.

There’s no denying, that while relied upon, hydraulic fracturing has stirred up controversy from various stakeholders, to the point that the Energy Resources Conservation Board is seeking public input on new rules designed to address the oil and gas industry’s growing use of hydraulic fracturing in large-scale, manufacturing style developments. Locals living around fractured wells are concerned about water contamination, while others fear that earthquakes are a direct result from this technique. First Nations groups have also petitioned governments and corporations to stop fracking initiatives that may cause harm to their land. For example, in Fort Nelson B.C., the Fort Nelson First Nation collected over 23,000 signatures to petition Encana to stop fracking activities that would extract three billion litres of water annually from the Fort Nelson River.

Fracking supporters argue that the technique is safe and Canada needs to keep up with energy consumption rates. Canada ranks 26th out of 29 nations included in the Organization for Economic Cooperation and Development (OECD) for total energy use. Yet Canada consumes 6.19 tonnes of oil equivalent per capita – five times the world average. Meaning, unconventional extraction techniques will continue to play an increasingly vital role providing Canadians with energy for years to come.

Both those for and against have valid points, however, let’s face it, until someone comes up with a better idea – hydraulic fracturing is here to stay. It’s unlocked vast amounts of natural gas and tight oil that were once thought unreachable and enables Canada to be an international player on the world energy market. Canada relies on this method to ensure there is enough energy to meet both export demands as well as national consumption rates.

Promised Land explores the controversy surrounding hydraulic fracturing.

With thousands of wells popping up all over North America everyday it appears hydraulic fracturing is not going away, however, the concerns about health and the environment remain. With films, like Promised Land and Gas Land driving the discussion about the risks and environmental hazards hydraulic fracturing poses, the challenge is how, as a company, will you manage and communicate your stance on hydraulic fracturing, and how will you know who to communicate with and what to say?

Every day, traditional and social media outlets are creating thousands of conversations about hydraulic fracturing–related issues. With all the noise and conversation surrounding this topic, it’s essential that companies are following along, and better still, joining that conversation. It’s critical that companies know the issues, opinions and tone of stakeholders and are informed about the issues on the ground in communities they operate in. Doing so will allow companies to communicate more effectively about the industry, and to their most concerned stakeholders.

But with so much conversation, what are the primary things that companies should be paying attention to when researching fracking? Corpen Group suggests looking out for the following:

• Know what other companies are doing. Watch out for news releases or articles highlighting new hydraulic fracturing initiatives and developments.
• Who are the key thought leaders in the industry? What are they saying, to whom and through what medium?
• What are those opposed to fracking saying? What are their concerns and what can your company do to build a mutually beneficial relationship with them?
• What is the government of Canada saying about fracking? Are there any new laws or regulations coming into effect?

Keeping up with the ongoing fracking conversation may seem daunting, but it’s well worth the time investment. Having someone on staff dedicated to daily research on this topic will allow your company to remain current on new developments. In addition, look for industry tools offered by third parties that facilitate this research for you.

No matter what tool you use, or how you collect your data, it’s imperative that companies  make informed and strategic communications decisions around hydraulic fracturing.

Have questions on how to respond to hydraulic fracturing and the social environment in which you’re operating? Contact Corpen Group at info@corpengroup.com or click on this link for more information on our Hydraulic Fracturing Issues Tracker.

The Alberta Energy Resources Conservation Board (ERCB) has released a draft update of Directive 071: Emergency Preparedness and Response Requirements for the Petroleum Industry. Directive 071 is a regulation that requires energy companies operating in Alberta to have an appropriate level of emergency preparedness measures in place. In the broadest context, proposed changes will expand the scope of the regulation, enhance the emergency management process and public safety awareness programs, and suggest changes to ERCB processes.

Corpen Group is ahead of the curve with respect to these upcoming changes and, in addition to having already prepared many larger organizations for regulatory compliance, is now also working to partner with small to mid-sized organizations who will also fall under the same regulatory parameters.

• the communications plan purpose,
• the schedule review,
• the scope and concept of operations,
• objectives,
• activation,
• call-out procedures,
• roles and responsibilities,
• potential audiences,
• immediate action checklists, and
• templates.

In addition to these requirements, your communication plan is also expected to outline specifically how the organization will communicate with affected, impacted and even interested members of the public, key stakeholders, and the media. It must also outline incident-specific risks and considerations and must be tailored to these specific circumstances, targeting appropriate audiences and ensuring that the plan can be implemented in a “timely fashion.” We work with clients to specifically design plans that allow for proof of compliance through both the planning process and in the event of an actual response.

Notably, at the onset of a crisis, the ERCB will require the company to outline their communications approach (for approval) and also provide regularly scheduled updates to all stakeholders that includes, but is not limited to:

• the type and status of the emergency,
• location of the emergency,
• areas affected by the emergency,
• description of the products involved,
• contacts for additional information, and
• actions being taken to respond to the situation, including the anticipated time required.

The ERBC will also require that the plan be exercised and updated on an annual basis. ERCB is proposing that organizations conduct exercises each year, and one of the response capabilities tested will be the organization’s ability to communicate with all stakeholders and follow the defined communications protocols, as well as to address any issues that might develop when the communications plan is implemented.

An essential tool included in every Corpen Group’s crisis communications plan is the expectation that each team member will document all of their communications activities in time and event logs, both for the purpose of evaluating the response post-incident and also in case of incident related legal proceedings.  Interestingly, the ERCB will now request a post-emergency report within 30 days of the emergency that includes:

• the nature of the emergency,
• participant names and response positions,
• the sequence of emergency response events, including the activation of the emergency response plan,
• internal and external notification, public protection and downgrading steps,
• an analysis of the extent of the emergency’s impact,
• lessons learned, and
• the action plan and target dates for incorporating the lessons learned into the emergency management program.

The proposed changes to Directive 071 have been presented to industry, and stakeholders are invited to provide feedback on the new requirements before the deadline of January 15, 2013. For a lot of organizations, the expectations outlined in the Directive 071 update have become common practice in crisis communications and emergency response systems, and for others, it may require a sizeable shift in their emergency response policies and procedures.

Small to mid-sized oil and gas companies will face the largest challenges in ensuring compliance, as planning budgets may not be as robust and internal resources may not be adequate or prepared to fulfill the response expectations. At Corpen Group, we are working on a turn-key solution for small to mid-sized oil and gas companies that, when these changes are made official, will ensure quick compliance, from a communications perspective, in the event of an emergency. Larger organizations will also face challenges in adapting their existing, often well-entrenched processes to the requirements of newest draft of the regulation.

Over the last several weeks we have been working with industry associations and organizations within the energy industry to ensure an easy transition into compliance. Over the years we have had extensive experience working with the previous version of Directive 071 and petroleum companies that operate within Alberta; developing plans and strategies that are focused on communicating with integrity, accountability and transparency, to meet, and often exceed, societal expectations of companies during emergency situations.

If you would like more information about Corpen Group’s Directive 71 compliance program, or any aspect of crisis or critical communications, please contact Greg Vanier at gregvanier@corpengroup.com or 403-476-6922.

Shedding light on dark sites and other digital crisis channels

Dust the cobwebs off your crisis communications plan because it’s time to bring your response strategy into the digital age. The Calgary Chapter of the Canadian Public Relations Society invites you to kick off our 2012/2013 Speakers Series with Greg Vanier, who will be shedding light on dark sites and other online crisis communication platforms.

To register please go to:  http://www.regonline.ca/builder/site/Default.aspx?EventID=1159784

When: Tuesday, October 30th 2012

Location: Fairmont Palliser – Leduc Room

Time: Doors open and registration/networking begins at 11:30 a.m.

Lunch and Speaker to start at noon

Ticket Information:

CPRS/IABC Members: $35.00

Non-members: $45.00

CPRS/IABC Student members: $20.00

Student non-members: $25.00

Corpen Group’s thoughts on XL food’s slaughtered reputation.

by: Greg Vanier

I recently had the pleasure of chairing a Federated Press crisis communications conference in Edmonton. Conference participants heard from a number of distinguished award-winning communicators who all have some degree of expertise in crisis or issues management. Not surprisingly, a favourite topic amongst all speakers was the XL Foods e-coli crisis and their lack of communications. All of the speakers at least referenced the crisis, and half of the speakers (including myself) had imbedded the case study into their slide-decks.

I would go further to say that XL Foods has likely been a favourite topic of conversation around many communications water coolers lately, and I personally believe we will still be talking about it years from now. In fact, as I told the Canadian Press in a recent interview, XL Foods has set the new low watermark in crisis communications and will likely become the new text book case study taught to first year public relations student.

As professional communicators, we all have our own unique beefs about how the company responded, but I am sure we all agree on one thing – XL Foods has cooked their reputation, and the Brazilian company that has assumed control has its work cut out in restoring those slaughtered stakeholder relationships.

To see what we think about their response, check out one of these stories:

Alberta Prime Time

In a one-one-one interview with Alberta Prime Time host Jennifer Martin, I talk candidly about the XL Foods lack of response and the effects on their reputation.

Canadian Press

In a nationally syndicated Canadian Press article by Jennifer Ditchburn, I discuss the contrast between the XL Foods’ and Maple Leaf Food’s responses.

Calgary Herald

Our President, John Larsen, speaks to Stephen Ewart of the Calgary Herald about a fundamental principle of crisis communications.

Senior Strategists Join Canada’s Fastest Growing Communications Consultancy.

Corpen Group is pleased to announce two senior hires that will join the company’s fast-expanding team of high-performing communications professionals. Sarah Baker will serve as Director of Corporate Communications in Toronto while Carol Howes has joined as a Senior Associate in Calgary. Each bring a wealth of knowledge and experience within crisis and issues management, corporate communications and media relations.

Corpen Group, Canada’s fastest growing communications consultancy, is a division of Global Public Affairs, the country’s largest independently owned government relations firm.

“We’re very excited to have Sarah and Carol join our team, which has grown exponentially since joining Global Public Affairs last November,” said John Larsen, President of Corpen Group. “They are greatly respected in the communications industry and offer the type of extensive backgrounds that are critical to the complex business needs of organizations today. Sarah and Carol will bring great strength to our valued clients, and will advance the development of the service offerings for which Corpen Group has become well known and respected.”

Prior to joining Corpen Group, Sarah was the Chief Communications Officer for a large Toronto teaching and research hospital which employs more than 6,000 staff. Carol brings a diverse background of more than 30 years in the communications industry in Calgary, most recently as manager of media relations for one of Canada’s largest energy companies. Prior to that she served as Vice-President for a financial communications consulting firm, and began her career as a journalist that included serving as a business writer and columnist with the Calgary Herald and as a Calgary business correspondent for the National Post.

“Our merger with Corpen Group has proved to be a huge success allowing us to fully leverage our government relations activities with a full suite of communications services,” said Randy Pettipas, President and CEO of Global Public Affairs. “The addition of Sarah and Carol will help us further expand our service to many of North America’s most respected corporations and organizations.”

The integration of Corpen Group into Global has created Canada’s most innovative, full-service government relations and strategic communications firm with offices in Victoria, Edmonton, Calgary, Toronto and Ottawa.

Where does your organization want to go? Where is your organization now, and what relationships do you and your team members need to foster in order to get to where you want to be?

Without effective communications planning, it’s common for companies to find some of their business goals unattainable. Many organizations realize that they need to communicate, but they don’t know how, or with whom, or what obstacles they need to overcome to be successful communicators. Developing a communications plan is one way for a company to make a ROADMAP that will direct them in achieving their business goals.

However, with so many different stakeholders and messages to communicate, how does an organization simplify the process of creating their own ROADMAP?

Corpen Group recommends using the following ROADMAP acronym:

Research

The first steps in developing a successful communications plan are to understand your organization’s current situation, as well as the strategic direction of the company’s business plan. What do you want to achieve, and what’s happening in the surrounding environment that has the potential to impact your organization’s success, both positively and negatively? A good way to start is by conducting interviews with management and employees in your organization. Doing so will allow you to identify where gaps exist in your communications efforts. Another idea is to audit current communications materials. What messages are being communicated to whom and how often?

Objectives

Objectives work best when they’re aligned with the organization’s overall business goals. Ask yourself how communications can help to achieve these. Remember that objectives need to be attainable, measurable and targeted towards your key audiences identified in the next step. For more information on writing objectives, check out the following link: http://bit.ly/P9kBvE

Audience

With the communications gaps and objectives that you’ve identified, you can now see where the breakdowns in communications exist with particular target groups. You should also have a better understanding of why you should be communicating with particular audiences. Make sure you narrow down your key audiences, and remember that the rest of the plan will be developed based on the goal of communicating with these groups.

Direction

This step is all about strategy. What unique direction will you take to meet your objectives and communicate with your target audiences? Remember, objectives, key messages and strategies must all align and support business goals. Keep the big picture objectives identified at the beginning of the communications plan in mind as the strategy will directly influence how they are met.

Messages

This is the phase where you decide what you want to say to each target audience. What is it about your organization that your audiences need to know in order for you to obtain your business goals? What do you want them to do? What do you want them to know, and most importantly, what kind of behaviour change do you want implanted? Answering these questions is key to developing effective messages.

Action

Tools and tactics take your objectives, key messages and strategies and turn them into reality. This is your time to be creative, but also realistic. In what unique ways can you implement a strategy and reach out to your target audience? Remember to keep in mind your communications budget.

Proof

Proof involves measuring the success of your strategies and tactics in order to show your organization’s leaders that your communications ROADMAP met its objectives and that dollars were well spent. Often, the tactics implemented throughout the plan are the source to measure success. For example, an employee survey will provide a vehicle to measure changing attitudes or awareness, but may also serve as a tactic to show staff that the company is listening.

Building a communications plan is a time-consuming task. Don`t get discouraged along the way. Developing your ROADMAP takes time and energy to produce a focused product that will help you obtain your communications goals.

Have questions about communications planning, or want help developing your organization’s ROADMAP? Contact Corpen at: info@corpengroup.com

Several members of the Corpen Group team had a great start to their week as they were welcomed with well deserved promotions. As many of you have witnessed, Corpen Group has experienced exponential growth over the past year especially since our merger with Global Public Affairs. And it’s not about to stop. Not only are we welcoming some new talent to the team in September, but our existing team just saw a string of promotions on Monday that we’re proud to announce:

• Greg Vanier, promoted to Director, Crisis and Risk Communications – Greg has worked with John since the earliest days of Corpen Group and has played a critical role in building the agency’s reputation for excellence in crisis and risk communication, not only in Calgary but also across Canada. Greg’s experience and devotion to the company and crisis communications makes him a natural leader in this increasingly recognized niche communications offering.

• Laurie Griffin, promoted to Senior Consultant, Corporate Communications –Laurie joined Greg and John in late 2009 and has since played an instrumental role in growing the corporate communications service offering. Never one to be satisfied with the status quo, Laurie has honed collective company expertise and her own comprehensive experience in both strategic communications and issues management, resulting in distinct communications plans and products that are exceptional in quality and innovation.

• Matthew John, promoted to Consultant, Corporate Communications – Media Intelligence – For two years, Matt has brought innovation and technical savvy to one of Corpen Group’s flagship services – the Media Intelligence Program. Matt will be leading the development and day-to-day management of this service that provides invaluable insight to business leaders and communicators on how traditional and social media are impacting organization’s reputations.

• Leanne Laverick, promoted to Consultant, Crisis and Risk Communications – Always exceeding expectations in quality and fresh insight, Leanne brings a natural intuition for best practices in critical communications. Leanne continues to raise the bar as a dedicated, hard-working professional communicator and will join Greg to service an increasing client list.

Stay tuned as we continue to grow our team in the coming weeks. We’re always looking for new talent to join our ever-expanding team.

Corpen Group is seeking an Account Coordinator to join our team in Calgary.

COMPANY PROFILE

Corpen Group, a division of Global Public Affairs, offers consulting services in crisis & risk communications, issues & reputation management, and corporate communications.  Corpen Group has offices in Calgary, Toronto, and Ottawa.  Our mission is to build trusted relationships with our clients by partnering in the development and implementation of effective and respected communications programs.  Drawing on executive-level expertise from both corporate and government backgrounds, our team merges proven strategic insight with practical know-how.  We partner closely with our government relations colleagues at Global Public Affairs to bring value-added solutions to our clients.

RESPONSIBILITIES

• Assist and collaborate with employees to meet a wide range of client deliverables
• Compile and analyze news reports and social media monitoring service updates
• Provide core capacity for various internal writing, creative and research projects
• Actively contribute to client progress and internal company meetings and workshops
• Support development and execution of corporate marketing initiatives and special events
• Assist in various office administrative tasks including database management, website content management and other general tasks

QUALIFICATIONS

• Exposure to / proven interest in reputation management projects
• A strong understanding of the nature and applications of social media
• Exceptionally strong writing and editing skills
• Demonstrated analytical and critical thinking skills
• Proven research skills (academic and project specific)
• High proficiency with the Microsoft suite of products including Outlook, Word and PowerPoint
• Track record of working effectively in a fast-moving team environment is mandatory
• Interest and understanding of government and public policy processes is an asset
• Good sense of humour preferred

APPLICATION

Please send cover letter, resume, and any relevant appendices to:
Human Resources – Corpen Group
Suite 460 – 800 – 6th Ave SW
Calgary, AB  T2P 3G3

Or, feel free to submit electronically, in PDF, to info@corpengroup.com

Closing Date: Friday, September 7, 2012

Greg Vanier and Matthew John

Dark sites (or response sites – as we like to call them) have become an increasingly important tactic in the crisis communicator’s toolbox.

Response sites, simply put, are websites or blogs that organizations use to house critical information and data, and to provide rich media such as videos and photos during a crisis.

The use of response sites for large-scale incidents is becoming increasingly predominant and has become an expectation for incidents that have significant stakeholder impacts. They are used as a source of information when conventional information channels, such as the media, do not adequately address the information needs of diverse groups of impacted or affected stakeholders. 

Recently, Corpen Group was contracted by an organization to design, build and implement a crisis response site for a pipeline rupture in rural Alberta. The organization’s control centre detected abnormalities in the line, and was able to confirm that the line had released somewhere between 1,000 – 3,000 barrels of crude into major river north of Calgary that feeds into a lake.  The release impacted land-owners and residents for a stretch of 30 kilometres along the river bank, affected hundreds of people who use the lake for recreational purposes, and displaced wildlife from their natural habitat.

Within hours of notification, Corpen Group had launched a website which would quickly grow to include 20 static pages, 20 front-page “blog” posts, dozens of photos of the response efforts, three videos of full-length unedited press conferences, a collection of HD b-roll clips and a number of sections tailored to specific audience needs. To date, the site has received almost 100 thousand page views.

The site became an important source of information for members of the media. But, more importantly, it became a single, reliable source of accurate information for hundreds of people directly impacted or affected by the unfortunate release of oil.

Response sites are an incredibly effective tool in a crisis.   And we wanted to share some of our key observations from our experience.

1.       Be Prepared
Your site should be built and ready to go.  If it’s ever crossed your mind that you may someday need to build a dark site, the time is now.  There are many things that need to be discussed, such as an appropriate URL, structure of the website, design, executive vision and strategy. There are decisions that need to be made that are difficult to make in the throes of a crisis when speed and accuracy are incredibly important.

2.       Have Resources Ready
Do you know how to manage a website? Don’t worry; most of us don’t. It’s important that someone on your team is conversant with, at the very least, the content management system used to control the information on the website. You will likely need to make quick structural changes and increase the functionality of the website as time passes, so if that individual does not have the skills to do so, you must have access to resources that do.

 3.       Increase Visibility
One of the biggest successes we saw with this dark site, was its ever-increasing visibility and the corporate commitment to drive people to the site. There wasn’t a communications product or spokesperson interview that didn’t mention the website. The URL was printed on land owner bulletins, status updates, news releases, media releases and even road signs, consistently driving traffic to the site.  The efforts to spread the news were so effective that the website itself became the story as both mainstream and social media news sources reported that the company was “blogging their oil spill response.” When effective communication becomes the story, you know you’re doing something right.

 4.       Monitor Behaviour
A dark site should not be considered a tool to spew corporate key messages, rather, it’s a legitimate communications tool that is necessary for getting critical information to audiences that really need it. Your dark-site should be pre-loaded with some form of analytics software (such as Google Analytics) that enables you to monitor visitor behavior. Find out what information people are looking for, and make sure you give special attention to that content, updating it regularly. In our experience, images and videos dominated the page view report, therefore these types of media were updated as frequently as possible.

 5.       Have an exit strategy
Fingers crossed – your crisis isn’t going to last forever. Eventually all the oil will be cleaned, the environment restored and the event will be yesterday’s news.  It’s important to have a clear vision for the termination of the dark site, and communicate that information to the few people who may still use the site. You must know when to pull the plug and where (if anywhere) to archive the content and material.  Someday you won’t want people who Google your company name to find lingering information from a website for an event long in the past.

These are just a few of the critical points that must be considered prior to and during a crisis. For more information in the future about dark sites and crisis communications, please subscribe to our RSS feed.