Crisis & Consumer Response CCR13

Sydney, NSW
Thursday, 21 March 2013


Program at a Glance
Day 1: Thursday 21 March 2013
 9am to 5pm CCR13 Opening and plenary sessions
 6.30pm to 10.30pm CCR13 Networking Dinner

Day 2: Friday 22 March 2013
 9am to 3pm CCR13 program including breakout workshops
3.30pm Optional shuttle to the airport













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Program Detail

Day 1: Thursday 21 March 2013
9am start
Opening and welcomes

The Hon. Anthony Roberts, NSW Minister for Fair Trading

David Faktor, Head of Public Affairs & Communications for St Vincents & Mater Health
Lessons from the Hospital Sector
David Faktor is the Head of Public Affairs & Communications for St Vincents & Mater Health (Australia’s only group of Schedule 3 public hospital and the private hospital both run by a not-for-profit Catholic Health organisation). He has offered to share some insights on St Vincent's management of a recent crisis.
In recent times David has been involved in handling missing patients, an ACCC investigation of an anaesthetist’s cartel, publicly negotiating private health insurance contracts and a fraud investigation. He has to think about Government, donors, doctors/staff, local community, patients and the church as stakeholders. All while running the NFP efficiently as a multi million dollar business which is in the national and international spotlight.  
Paul Matthews, General Manager, Marketing & Stakeholder Relations, V/Line
Getting V/Line back on the tracks - Case study
On 3 April 2012, a high voltage cable controlling all signals on the Geelong train corridor became defective. This effectively brought the service to a standstill as trains could not travel with no safe working signals or communications. While most trains were able to get to station platforms, two train services were stranded in inaccessible terrain for nearly four hours. Buses were unable to get to the trains and to make things worse; one of the carriages had a faulty public address system, effectively leaving customers with no communication from V/Line. Hear how V/Line handled the crisis, the use of social media, the learnings and how it dealt with exactly the same problem happening only seven days later.
Morning Tea

Derek Laney, Director Product Marketing Management, Salesforce Marketing Cloud
Does Social Media Have a Role in a Natural Disaster?
When Sandy hit the east coast of the U.S., the American Red Cross used social data to direct efforts and engage with affected communities from their crisis response centre.  When the floods hit Brisbane, the city council was prepared to engage at scale, and used social channels to overcome limitations of stressed physical infrastructure.  To rebuild Christchurch the city needed to create a response at social speed.  When disasters strike, people turn to social media to get answers and help. During this session, we will analyze how the American Red Cross, City Council of Brisbane and City of Christchurch were able to leverage social media channels effectively to respond to and address the needs of their communities.

Andy Rodger, Manager Ministerial Services & Complaints Management, Department of Inland Revenue NZ
How this Government Department dealt with a privacy breach

  • How one moment of carelessness brought about a crisis that threatened customers’ privacy, and the reputation and integrity of the department.
  • Forming a crisis management team to contain and deal with the breach.
  • Liaising with other agencies to resolve the complexities
  • Lessons learned and how the department has applied them
Lunch

Crisis Scenario Planning Hypothetical
Hosted:  Dr Brendan French, General Manager, CBA Group Customer Relations

Sharon Leifer, Broadcast Specialist, Clarity Solutions  (replacing Geoffrey Stackhouse)
Insights and in-depth analysis on what is currently on the news, and how it might have been handled better including the recent Tesco horse meat debacle


Afternoon tea


Steve Newton, Managing Director, Newton Risk-Stream Management

How to engage multiple stakeholders in creating a crisis plan
  • When to get multiple stakeholders together to engage in crisis plans,
  • How to develop and plan for a common industry crisis event,
  • What you need to get broad consensus and fast response action plans, and
  • Tools and strategies to tap into in order to gain stakeholder agreement to a set of solutions.

Avril Henry, speaker, author & leadership expert
Leadership in a crisis
  • What people want to know from their leaders in a crisis,
  • How to communicate effectively during change and / or crises,
  • What makes an effective crisis management strategy,
  • Where Australian leaders sometimes fail, and
  • What it would take for you to become an effective and inspiring leader.
5pm Day 1 close

6.30pm Networking Dinner

Venue: Felix Bar and Bistro
2 Ash St, Sydney

Day 2: Friday 22 March 2013

9am start 

David Parsons, Manager, Emergency Management &Security Unit, Sydney Water

Does your organisation have the resilience it requires?

Karen Stevens, Ombudsman, Insurance and Savings Ombudsman NZ
Case Study: The Canterbury Earthquake and Vulnerable Consumers

Panel: Vulnerable consumers and handling hardship in a crisis - panel and presentations
Karen Stevens, Ombudsman, Insurance and Savings Ombudsman NZ
Kerry Edgecombe, Manager Policy & Pricing, Business Planning and Capability, Sydney Water
John Price, Lead Ombudsman – General Insurance, Financial Ombudsman Service (FOS)

Morning Tea


Workshop choice 1: Gerry McCusker, Founder, Principal of Engage Online Reputation Management
How to deposit more online reputational assets in your organisation's digital bank plus what to do when your Facebook page "goes feral"

Workshop choice 2: Erica Edmands, Director Inclusion Matters
Stress management
The impact of crisis events on staff as individuals can be extremely stressful. And we all know that stress impacts on their work performance, decision making abilities, along with their general health and well being. Erica will workshop a range of issues including identifying what stress looks like, how to identify it in yourself and your staff, how to manage even in the midst of a critical event, and some long term stress mitigation techniques.

Lunch

Margaret Stuart, Corporate & External Relations Manager, Nestlé 
Karen Andrews, Consumer Services Manager, Nestlé 
Nestlé Infant Formula -  case study 
In mid 2012, Nestlé introduced some changes to one of their infant formula products. Hear from Nestlé as to how they handled an influx of consumer contacts after parents’ concerns about the change hit traditional and social media and how they helped their consumer team deal with this intense situation.
 

Dr Jason Price, consultant, Price Perrott
Managing uncertainty: using hypothesis based thinking to cope with contact centre planning in a crisis
Discussed from the perspective of the senior operational manager putting their contact centre at the heart of customer contact strategy, this presentation explores:
  • The crucial role of a contact centre as the ‘eyes and ears’ of your organisation,
  • Coping with rapid change: the practical experience of using a contact centre to support critical incidents affecting a community,
  • How contact centres cope with sudden variations and the critical role of data in effective business decision making, and
  • Hypothesis based thinking – what is it, how does it work and how it helps improve the quality of management decision making.
Jason will use personal illustrations to provide business leaders and operational managers with insights into making your contact centre more effective in coping with uncertainty and rapid business change.

3pm Closing remarks
3.30pm Optional bus transfer to the airport
 

Contact Information

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