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Cornell University and the H1N1 Influenza Pandemic

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ABSTRACT• August 27 - Beginning of fall semester• September 11 - Student death • September 15 - Approximately 600 cases• Case Study:

– Response to H1N1 Pandemic– Present and discuss:

• Communication• Preparation• Resources

– Adaptation of existing crisis management plan

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H1N1 “SWINE FLU” VIRUS• First identified in U.S. in April 2009• “Global Pandemic” - June 11, 2009 by WHO• Vaccines not readily available• Similar to seasonal influenza, but targets youth• Obama’s declaration in October: “National

Emergency”

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CORNELL UNIVERSITY• Ivy League• Ithaca, New York• 4,000 courses• 20,000 students (120 countries)• 15,000 faculty & staff• Strong financial standing

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RELEVANT THEORIES• Issues Management

– Risk Management• Two-Way Symmetrical Communication• Systems Theory

– Unification of organization• Transparency• Uses and Gratifications Theory• Diffusion Theory

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THE ISSUE• Cornell University adapted its pre-existing influenza

crisis plan (for avian flu) to adjust it for the H1N1 emergency on campus and implement a crisis management campaign for the fall 2009 semester. The university faced a crisis situation that could have impacted all members of the university community, both on and off-site, and had potential for devastating results if not handled properly. Taking the situation seriously, Cornell acted without delay to create and implement a number of communications efforts to handle the pandemic outbreak of H1N1 on campus.

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CORNELL’S RESPONSE• Spring 2009 - Precautionary Statement• Spring - Fall - adjusting of crisis plan

“…the priorities, structures, and relationships that were established during the previous planning process

positioned the university to respond to the emerging pandemic quickly and effectively…”

- www.gannett.cornell.edu

• Fall 2009– Pandemic Flu Working Group– Flu Incident Lead Team

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CORNELL’S RESPONSE

• 24-hour Hotline • Dedicated E-mail• Web site; Web re-

directs• Social Media• Posters / Flyers• Rallying the Students• Flu Shots: Oct 19 -->

from http://cornellsun.com

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CORNELL’S REPONSE• Pandemic Flu Working Group

– Helped guide university departments to create strategies.

• The Flu Incident Lead Team (FILT)– Met twice a week to discuss practical issues the

university faced. • The Ad-Hoc Incident Group for H1N1

– During the most turbulent time, this group met daily to direct any necessary messages to top university officials.

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OTHER RESPONSES• Media coverage of issue nationwide• Desensitization

– Excess of Coverage– Transformation with Severity

• The Greeks placed a two-week moratorium on parties after Schor died

• The Campus-Community Coalition held a public forum to discuss the influenza issue

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PAGE PRINCIPLES•Tell the truth

- Cornell focused on transparency at all levels

•Prove it with action- Cornell followed their pandemic plan closely

•Manage for tomorrow - The pandemic plan recognized a key issue

•Conduct public relations as if the whole company depends on it

- Realizing students were the priority emphasized

appropriate response

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ADVANTAGES / DISADVANTAGES

+ Pre-existing crisis plan

+ Credibility, financial backing

+ Partnering organizations

+ Transparency- Testing and treatment follow through are voluntary- Not using popular mediums for important public- Little encouragement for feedback- Previous perceptions

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OPPORTUNITIES / THREATS• Increased number of mediums• Social media• Becoming a leader and resource for campus

issues management preparation• Adherence to national test/vaccination

regulations• Proper and thorough self treatment?• Misinformation and inaccurate perceptions

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CHALLENGES• Response intensity and repetition

– Excessive?

• Balancing:– Incitement of Fear vs. Promoting complacency

– Privacy / Treatment / Education

– Gravity of situation while keeping it in proportion

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THANK YOU