EIFS
Government, Crisis, Media Relations: Brickell & Pa

Date:


HOME BUILDERS, CONSUMERS, EIFS, AND INSPECTORS: NOBODY WINS UNLESS EVERYBODY WINS!

Anyone who saw Reservoir Dogs remembers the tragi-comic climax where everyone has a pistol pointed at someone's head. One person shoots, and the chain reaction results in everyone simultaneously dying from a gunshot, a twisted form of suicide.

This scenario precisely describes the problems consumers, home builders, EIFS and inspectors faced in 1996. EIFS is a synthetic material used on the exterior of new home construction. In North Carolina, many EIFS homes were discovered to have structural water damage to the point that demolition was the only solution.

In Hampton Roads, which covers southeastern Virginia and northeastern North Carolina. the problem was brought to the attention of Tidewater Builders Association (TBA) by a reporter for a daily newspaper. The initial call came to TBA's public relations agency, Brickell & Associates in Virginia Beach.

TBA's officers and top staff asked the agency to develop an immediate program to help. The agency asked only one thing: TBA agree in advance to support the program in any way recommended.

RESEARCH --

How bad was the situation in the region? How many consumers knew? What did city inspectors think? Would factories stand behind their products? How well trained were the installers? Would media sensationalize the issue? Would anyone believe home builders?

These questions formed the core of multiple research programs conducted within the respective target groups. Without understanding the awareness of attitude toward the problem, there was no way to create a solution.

The agency used a combination of research tools. Focus groups of inspectors from different municipalities showed inconsistent certification. Focus groups of installers showed a wide range of acceptable application. Focus groups of builders revealed their unawareness of the problem. On-site home inspection showed a real problem in most EIFS homes, albeit most at a stage where it could be corrected.

Media's top staff and beat reporters were asked to help and minimize potential for public alarm while a plan was developed and implemented. In return, everyone agreed that nothing would be off-the-record when stories appeared.

Research also demonstrated some groups' leaders needed counsel on handling media in times of crisis. Their organizations also needed ground rules to follow through the course of events.

Also, research showed that nowhere else in the country was the issue being addressed in an organized, formal manner.

The research showed exactly what areas needed to be addressed, their importance and priority.

PLANNING --

Planning was the most difficult aspect as all groups had legal counsel not to give an inch. The agency used the results of the research to pull all responsible parties to a planning session. No lawyers were allowed. If all groups contributed to the plan, they would have equity in it and work harder for success. Also, without attorneys, groups were able to "humanize" the issue. The agency asked all participants to accept "the do-right rule" as the guiding and overriding factor.

Advance agreements made each group comfortable. Each would assume responsibility for educating its own members. When there was a problem in any given area, that group had to acknowledge it and offer a solution that meshed with all other's. Most of all, everyone agreed to a unified public and cross-industry voice composed of top leadership from each planning partner.

Plans were for controlled release of information to limit public hysteria. Publicity was not sought. If reporters called, the agency met them to explain the delicacy of the planning and carte blanch access if the story would be held until plans were ready for introduction.

News stories were targeted for internal trade periodicals. Internal understanding of problems and solutions were of foremost importance. Educating the public about the problems and their solutions could not occur without a solid, consistent message throughout the groups involved.

The plan also was to create a prototype that could be used in any community needing it across America.

EXECUTION --

A series of planning meetings were held at TBA. The agency helped guide the direction, based on each group's needs. In less than an hour, all parties had adjusted to the fact that they depended on each other for survival. The agency allowed very little discussion of individual interests, rather steering toward resolving problems of the consumer. The group dynamic took over, and it became a point of honor to come up with the best possible solutions for home owners, regardless of the public embarrassment or cost.

Each representative returned to members or firms to champion the plan. Everyone bought into it within a week of the meetings.

The first step was to give media the go-ahead with the story. The time delay had only been three weeks, but because of attending meetings and complete access to leaders, the story provided a depth of integrity that had "editorial endorsement." The public reacted with concern, but not alarm.

A series of public service announcements informed citizens about ways to check for damage. Care was taken to provide names of certified inspectors, eliminating potential that worried consumers be taken by unscrupulous opportunists.

Each organization fully used its internal resources to promote the plan nationwide, including cable TV shows, newsletters, and employee memos.

A Certification program for installers was developed, and no one could get an inspector sign-off unless someone Certified had done the work according to code. Builders agreed to use only Certified installers.

City inspectors endorsed the program and revised their codes for region-wide consistency.

Manufacturers agreed to provide clearer instructions on installation and maintenance of the products and to warranty existing problems.

TBA agreed to feature an EIFS house and display in its annual Homearama, the state's top new home show.

Budget for the program was under the agency's normal monthly retainer fee of $2,500 and net expenses.

EVALUATION --

Evaluation measured progress against initial research for the various groups. On each level, success occurred. Groups with diametric positions came together for consumers' common benefit. No lawsuits were filed. Media coverage was favorable for the forward thinking of all parties. New guidelines were instituted for the mutual benefits of consumers, builders, manufacturers and inspectors. More than 80,000 people toured the EIFS home and exhibit in Homearama, and the EIFS home won "Peoples Choice Awards." Consumer credibility in builders went up, particularly as a result of TBA's efforts to keep member builders/remodelers from taking advantage of susceptible people, and alerting the public what to look for.

Most importantly, the communications program developed became the prototype solution for a national problem endorsed by National Association of Home Builders, EIMA (EIFS manufacturers association), and consumers. It also laid the foundations to eliminate lawsuits as an alternate consumer course of action.

Media attention was highly focused and successful. Lots of coverage was not desirable so exposure was kept to a very few, highly influential outlets. Advance work with media and spokespeople paid huge dividends.

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