APPENDIx A The Elements of a Basic Crisis Communication Plan · 2019-12-16 · Appendix A: The...

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APPENDIx AThe Elements of a Basic Crisis Communication Plan

No two crisis communication plans are the same. Their content and format are determined by the organization’s structure, its management alignment and its corporate culture. There may even be variations of the same crisis plan within one organization that has diverse business activities. First and foremost, the crisis plan has to fit into the basic operations of the business. Otherwise it will be disregarded by those who are responding to the crisis.

The following sections outline the basic parts of crisis communication plans. In each instance they are adapted to fit the specific needs of the organization. You are encouraged to take the same approach in developing a crisis plan for your own organization. What follows will pro-vide you with a good starting point.

TOP MANAgEMENT LETTER

To the members of our crisis response team:

Perceptions quickly become realities in a crisis. How well we manage a crisis is not deter-mined just by the actions we take. Ultimately we will be judged by how quickly and effec-tively we communicated to allay the concerns of our key audiences.

The nature of our business makes it highly vulnerable to this kind of crisis news coverage. We have operational procedures in place to respond to potential crisis situations that may occur at the corporate level or in the field. However, if they are to be fully effective, they must be coordinated with a crisis communication plan that will allow us to provide accurate informa-tion on a timely basis to build the perception among our customers, government officials and investors that the organization is managing the crisis effectively.

Most crisis situations can be prevented or minimized before they become the subject of significant media coverage. The key, and one of our priorities, is to anticipate potential crisis events which could generate media attention so that we can help the management of our busi-ness operations take actions that will help to avoid these costly and disruptive problems.

The Crisis Communication Plan on the following pages is designed to respond to any crisis situation that cannot be avoided. Its goal is to gain and maintain control whenever a crisis goes “public.” If we implement it correctly, we can minimize the damage to our business in the aftermath of a crisis event that generates media coverage, and help the area of our business that has been affected to resume normal operations in the shortest possible time.

It is the responsibility of each and every manager to know this plan and be ready to imple-ment it at any time. You need to know that we will be ready to support you in the event of any crisis with whatever help you need.

Good luck, (signed by CEO/president/owner)

Appendix A: The Elements of a Basic Crisis Communication Plan

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OVERVIEW / This plan describes how our crisis management and communication program will pro-vide the personnel and other resources needed to respond quickly and effectively to a corporate crisis or operating division emergency that cannot be handled solely by our employees at that location. It should be clearly understood that the plan on the following pages does not supersede our operational crisis plans. Rather, its purpose is to enhance those plans by providing a consistent crisis communica-tion framework that will support the operational response to any crisis that may occur by providing timely, accurate information to employees, customers and other key audiences who are concerned about what has happened.

ThE IMPORTANCE OF RAPID NOTIFICATION / Time is the resource that will be in shortest supply. The sooner a crisis is reported, the better it can be managed. If there’s any question, the safest ap-proach is overreaction. Rather than misjudge the potential of a crisis, the first manager to have an accurate indication of its current or potential severity should contact the appropriate senior executive for his business if there is any possibility of escalation.

Success will hinge on building and maintaining a public perception of conscientious, highly effective responses. That impression will come from a vigorous operational response, supported by open, hon-est interaction with news media, local communities and oversight agencies.

CRISIS RESPONSE TEAM ORgANIzATION / The specific organizational structure will depend on the type of crisis as well as its size, location and complexity as defined by the Crisis Classification Levels 1, 2, 3, 4.

CRISIS MANAgER

4The senior executive who can be contacted most quickly at the time will designate a crisis manager who will be in charge of the overall crisis response. The crisis manager’s primary duties also will involve interaction with key government officials, community leaders and the news media, and keeping top management informed.

4The nature and scope of the crisis, combined with public concerns being expressed in the locality, will determine what role the crisis manager will play in the response. The crisis manager’s responsibilities may include traveling to the site at the appropriate time to meet members of the crisis team, public officials, employees and their families. In this capacity the crisis manager will be the chief spokesperson in communicating the organization’s position regarding the crisis and the actions being taken to resolve it.


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CRISIS RESPONSE TEAM

The crisis manager will designate a crisis response team that may include any combination of the fol-lowing:

4Deputy crisis manager: responsible for directing operational, distribution, marketing and administrative activities prompted by the crisis.

4Communication coordinator: responsible for public and media relations during the crisis and coordinating whatever communication and community relations assistance is needed.

4Legal coordinator: responsible for coordinating whatever legal assistance support may be needed at the crisis site or within the business.

4Logistics coordinator: responsible for transportation and accommodations for crisis team members sent to the site.

4Administrative coordinator: responsible for facilities, documentation support, database information and 24-hour phone coverage.

OThER CRISIS TEAM MEMBERS

Specialists in operational and staff functions will be used as needed by the crisis manager. They will remain on call until needed or notified that they have been released.

ASSESSINg ThE SEVERITY OF ThE CRISIS / DESCRIPTIONS

A sudden crisis is considered to be any unexpected, severe business disruption involving your fa-cilities, employees or assets. The following descriptive categories are the accepted criteria to ensure consistency in the assessment of a sudden crisis:

Level 1 can be handled by the on-duty personnel with responsibility for responding to and managing this kind of situation.

Level 2 can be handled by personnel who respond, with support from other employees on duty or those who may have to be called in from their homes.

Level 3 requires additional people beyond regular employees who manage emergencies. These em-ployees may be from other facilities or the corporate office. They may have to be supplemented by emergency response personnel from the local community or outside consultants.

Level 4 will affect the business for an extended period of time. This type of crisis requires all available personnel, with assistance from other facilities and the corporate office. Local emergency response agencies will be actively involved. Depending on the severity of the situation, government agencies also may be involved in the response.


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NOTE: The criteria for these categories are broad because what may seem to be a Level 1 or Level 2 crisis when it first occurs may quickly escalate to a higher level.

CALL-OUT OF CRISIS TEAM MEMBERS

4On the basis of the initial assessment of the crisis manager, specific members of the crisis response team will be called out to provide the specialized assistance required at the scene or in the command center.

4 In some instances it may be necessary to employ consultants or experts if employees who have the skills needed are not available. This step will be taken only if persons with the needed skills are not found at other business units or the corporate office.

OFF-SITE CRISIS RESPONSE / INITIAL RESPONSE TEAM ACTIVITIES

1. If a crisis team is dispatched to the site, the team members who arrive initially will meet with the on-site contact to determine the steps needed to stabilize the situation. The discussions will consider the:

4Accident control and containment efforts.

4Casualties, both internal and external.

4Employees (and their families) affected by the emergency.

4Damage to facilities and business assets.

4Federal government involvement.

4 Impact on other operations at the site or elsewhere.

4News media coverage thus far.

4 Involvement of other companies.

4Outlook for the next several hours.

4Potential damage.

4Reaction and concerns of local community officials.

4Government agency response.

4Status of cleanup and repair operations.

2. The communication coordinator on the team will manage all internal and external communica-tion activities and will report to the crisis manager at the site. He/she will be the primary spokesper-son for the organization and the team until the crisis manager is in a position to devote sufficient time to communication activities.


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ONgOINg CRISIS MANAgEMENT / gENERAL STRATEgY

The goal is to get the crisis under control as quickly and safely as possible so the organization can resume normal business operations. The overall approach will be to aggressively pursue the recovery plan developed by the crisis team and approved by the crisis manager, working with local community leaders and government officials as much as is practical.

RESPONSIBILITIES

The activities of the team members at the crisis site and at the corporate offices will be adjusted by the crisis manager as the response progresses. The crisis manager will make specific recommendations to top management for providing substitutes if members of the crisis team will be needed on a full-time basis for more than two weeks and cannot conduct their normal work.

AFTERMATh MANAgEMENT/DOCUMENTATION

4Documentation throughout the crisis will be a critical factor in the overall response effort. In all staff functions, documentation will be crucial in later claims and litigation processes, and may be required by government regulation in some areas.

4Procedures for documentation and record keeping are to be carefully followed since they will be one of the measurements of the success of the crisis response and demobilization efforts.

4All members of the crisis team will maintain log sheets with sections for keeping notes of ac-tions taken, phone numbers, checklists, time sheets, expense forms and other essential infor-mation. Prior to leaving work each day, they will turn in their log pages to the documentation coordinator, who will copy and return them within 12 hours.

DEBRIEFINg

4All members of the crisis team will participate in a debriefing within one week of the crisis being declared under control by the crisis manager. They will be asked to give their candid observations of what was done correctly and where mistakes were made so that adjustments can be made in the crisis response plans.

4The format for the debriefings will be determined by the crisis manager based on the number of employees and outside officials who were involved in the crisis response. To ensure consis-tency and candor, the comments will be gathered and maintained without the identity of the team member being revealed.


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OPERATIONAL RESPONSE PLANS / NOTE: Insert any of the operational or emergency response plans for your organization.

Check the specific sections to determine where communication needs to be included to be sure the appropriate reference and/or action items are mentioned.

Wherever communication has been inadvertently omitted, draft the appropriate wording or references and strongly recommend that it be inserted.

CRISIS COMMUNICATION PLANS / Insert worksheets and supporting documents into your existing procedures and plans. Supplement your plans with information from this manual.


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ADDENDUM A: SUDDEN CRISIS ACTIVATION gOALS

FIRST hOUR

4Activate the crisis response team—crisis manager plus appropriate operational response repre-sentatives.

4Activate the crisis communication team—public relations, human relations, top management liaison, documentation and logistics representatives.

4Alert legal, financial, insurance and marketing department representatives.

4Prepare the response statement for telephone and crisis site inquiries from employees, media, neighbors.

SECOND hOUR

4Begin personally contacting affected employees’ families at home and/or at hospitals.

4Dispatch crisis response and crisis communication team representatives to the scene.

4Activate corporate response center.

4Contact local emergency response team(s) and government officials.

4Be prepared to conduct initial media briefing—“This is what we can confirm” summary only.

ThIRD hOUR

4Open media response and briefing facilities.

4Begin noncritical notifications (vendors, customers, insurance carriers, etc.).

4Establish on-site liaison with community emergency operation centers.

4Make initial contacts with government and political public information officers.

4Provide first hourly update for the local news media.

4Brief top management on the status of the crisis situation.

FOURTh TO SIxTh hOUR

4Have crisis response and crisis communication teams operational at the crisis scene.

4Begin top management involvement as appropriate.

4Follow up with family members of affected employees to ensure they are being kept informed and provided with whatever assistance is appropriate.


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ADDENDUM B: RESPONSIBILITIES OF ThE CRISIS COMMUNICATION COORDINATOR / WhILE

ThE CRISIS RESPONSE TEAM IS MOBILIzINg

1. Arrange for a communication office and staff support. Activate all available communication staff to handle the phones, compile necessary background information, set up media monitoring, etc.

2. Update the media policies and guidelines. Review Addendum F: Media Policies and Guidelines in Crisis Situations and insert the appropriate names and phone numbers of the people and locations that will be involved in external communication during the crisis.

4Arrange for the media policies and guidelines to be photocopied and faxed immediately to the emergency site for distribution to the news media.

4Copies also should be provided to the internal groups listed in steps three through five, below, to promote coordinated communication with the organization’s external public and to help minimize misunderstandings or misinformation.

3. Advise all organization facilities. Alert all other organization facilities locally and abroad of the crisis and arrange to provide any updated information immediately prior to its distribution to the news media.

4. Government affairs alert. Alert the government units and discuss their intended mobilization/response plans for this crisis. Convey that information to communication members of the response team.

4Establish a procedure to notify and maintain contact with government officials.

4Arrange for government representatives to draft a daily briefing document for government of-ficials based on input from on-scene communication staff and the communication coordina-tor, who has final review of the document’s contents.

5. Investor relations alert. Advise the investor relations staff of the extent of the crisis and discuss their intended communication and response strategies.

6. News briefing. If appropriate, begin preparations within two to three hours of the time when first news of the crisis reaches the public through the media. Inform the media as early as possible of the designated time and place for the briefing (refer to Addendum G: Media Briefing Tips for Spokes-people in preparing for the briefing).


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AFTER ThE CRISIS RESPONSE TEAM IS MOBILIzED AT ThE SITE

1. On-site update. Secure the latest information from the communication members of the response team following their briefing as they arrive on-site.

2. Initial statement. Use the confirmed information from the on-site team’s arrival briefing to prepare an initial response statement for distribution as soon as possible. The statement will be based on the “what we can confirm at the present time...” information developed by the communication representative at the site who has verified the details with the crisis team leader and on-site officials to ensure accuracy of the detail. It should be distributed via communication team members manning the phones, security personnel at the gates, etc. The statement should also be transmitted electronically to the organization’s other facilities and corporate staff at other locations.

3. Update media briefing. Coordinate a background briefing of the news media by the crisis man-ager or a top officer in the command center:

4Prepare an opening statement for the spokesperson to present during the conference, summa-rizing confirmed facts of the crisis as known thus far and outlining the organization’s current response efforts and action plans.

4Brief the spokesperson in advance of news coverage thus far and the likely questions that will be asked so he/she will be prepared to respond appropriately with factual information (use Addendum G: Media Briefing Tips for Spokespeople).

4Provide whatever visual information is available, including maps and charts of the area that has been impacted.

4Alert organization video/photo personnel to document the briefing.

4Audiotape all briefings and arrange for the spokesperson’s remarks, as well as subsequent ques-tions and answers, to be transcribed and available within four hours.

4. Coordination with on-site response team. Work closely with communication staff at the site to stay up-to-date and ensure that the same information is being released from both locations.

5. Industry information. Provide publicly released information on the crisis and response status to other companies in the industry whose interests may be affected by the crisis. Use industry trade as-sociations as the primary distribution source.

6. Strategy meetings. Participate in management strategy meetings, providing information and counsel to ensure that the public perceptions of the organization’s response will be given high priority.

7. Communication staffing. Work with the on-site communication representatives to determine if additional communication staff will be needed, the types of special help that may be required and the most appropriate sources of this assistance from within the organization or from consultants. Fill in the names and other relevant information on Addendum L: Crisis Contacts.


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8. Ongoing activities:

4Schedule additional news conferences/news releases as appropriate, judging the need in con-sultation with management.

4Serve as the primary distribution source of news releases to the national newswires, if neces-sary, for the on-site team.

4Coordinate with the internal communication staff to ensure timely communication to em-ployees. Brief them as needed on developments.

4Respond to media inquiries as promptly and thoroughly as possible, working to establish the media center as a reliable and timely source of information in order to reduce the number of media calls going directly to the site.

4Manage news media monitoring to determine the extent and accuracy of coverage. When inaccurate coverage occurs, either seek correction of the inaccuracies directly from the media center, or immediately advise the communication representative at the site so he/she can seek a correction from the source.

4Coordinate preparation of print and broadcast media coverage summaries for distribution to top management and executives in the involved or interested business units.


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ADDENDUM C: RESPONSIBILITIES OF ThE FIRST COMMUNICATION STAFF REPRESENTATIVE AT ThE CRISIS SITE / ChECK IN WITh ThE CRISIS MANAgER

If you did not arrive together, get the latest information and determine his/her communication needs and concerns.

CONTACT ThE COMMUNICATION COORDINATOR

4Provide the most current information on the crisis, as received in the arrival briefing.

4Assess the current level of media interest from the number of news organizations at the scene and the number of telephone inquiries.

4Request that the communication coordinator contact the wire services (AP, UPI, Reuters), plus significant local media, with the location and phone number(s) of the on-site communi-cation representative.

4Suggest that the crisis cog (see Addendum K) be duplicated and distributed immediately to everyone who is responding so that they can document their actions.

DRAFT ThE INITIAL PUBLIC STATEMENT

Collaborate with the crisis manager and communication coordinator in drafting the initial briefing statement regarding the emergency (“This is what we can confirm at the present time...”).

4Decide on a specific time for general distribution to the media and internal audiences.

4Provide the approved statement to anyone who is responding by telephone.

CONNECT WITh ThE LOCAL gOVERNMENT AgENCIES Notify the public information officers of local authorities (DES, police, fire) of your presence and availability to receive calls from these authorities and from the news media. Give copies of the ap-proved briefing statement to their public information people. Note the names and phone numbers of local officials whom you will need to stay in touch with throughout the crisis (refer to Addendum D: Lists and Sources of Information).


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ASSESS ThE MEDIA COVERAgE AND BEgIN TO MAKE CONTACTS

Determine the present focus of media attention and begin to make contact with news organizations at the scene. Serve as a designated spokesperson in responding to their questions.

4Make yourself available for interviews and updates but concentrate on satisfying their needs with the confirmed information that is summarized in the briefing sheet.

4Emphasize that you will provide only factual information in any interviews in order to convey a proper perspective on the crisis and the efforts being undertaken to alleviate it.

ASSESS ThE COMMUNICATION IMPACT ThUS FAR

Make a general assessment of the extent of the crisis in terms of its communication impact on and negative public reactions regarding the organization. Call the communication coordinator regarding:

4The likely extent and slant of local, regional and national media coverage during the next 24 hours.

4The reactions and public statements of local, regional and national government officials.

4The human interest implications of the crisis in terms of its impact on local residents and businesses.

4The perceptions of the organization’s response thus far based on the news media coverage and reactions of the general public.

4The availability and likely effectiveness of the crisis manager and other organization officials in discussing the crisis with the news media.

ASSESS ThE COMMUNICATION MANPOWER NEEDS Determine whether there is a need for additional communication specialists and how they would be used. Advise the command center communication staff.

IF PUBLIC/MEDIA ATTENTION IS FOCUSED ON YOUR ORgANIzATION

Develop a realistic communication strategy and timetable considering the severity of the situation, the availability of the crisis manager and the amount of factual information that can be provided.

4Discuss the strategy with the crisis manager and communication coordinator to gain their support.

4Organize a background briefing for the news media as soon as practical, using the crisis manager or his/her deputy to provide a brief assessment of the crisis and respond to the media’s questions. Include other agencies or officials involved in the response (e.g., DES officials, fire department, emergency response manager). (Use Addendum G: Media Briefing Tips for Spokespeople.)

4Arrange for audio, video and photographic support to document what is said by organization spokespeople during the briefing.


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IF ThE ORgANIzATION IS NOT ThE CAUSE OF ThE CRISIS (e.g., natural disaster or accident at a nearby facility)Anticipate that organizations and government agencies may conduct media relations activities in which your organization may be mentioned. It is important to monitor the information provided at these activities. In those cases:

4Attend any press conferences that are held by other parties.

4Offer to provide an organizational spokesperson including yourself, if appropriate, in order to position the organization as a credible information source.

PhONE CONTACT LOgS

Develop and maintain phone contact logs of news organizations covering the emergency, as well as public information officers at government agencies and other key people who may be sources of infor-mation. The logs should be computerized as soon as possible for future reference (refer to Addendum K: Crisis Activity Log).

MEDIA COMMUNICATION CENTER

If the crisis response is likely to continue for more than 24 hours, begin setting up a media communi-cation center from which you and other organization communication section staff will work (refer to Addendum E: Setting Up a Media Information Center).

SChEDULINg NEWS RELEASES AND BRIEFINgS

Determine with the crisis manager when news releases and news conferences should be scheduled, judging by the seriousness of the crisis, how rapidly the situation is changing and the extent of the public and news media interest.

4Schedule news releases and media briefings with the concurrence of the crisis manager and the communication coordinator.

4Advise the media of the plans for a press conference, but do not confirm the exact time until you are absolutely sure the crisis manager or other spokesperson will be available, and there are no significant new developments that could occur in the interim. Confirm the time by calling the appropriate media and asking that they advise their members of the exact time and location of the briefing. One-hour advance notice is sufficient.


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FREQUENT CONTACT WITh ThE COMMAND CENTER COMMUNICATION STAFF TO DISCUSS

4Plans for news releases and media briefings.

4Significant new developments, government involvement, media coverage and public reaction.

4Needs for specialized communication assistance.

4The extent and accuracy of media coverage.

CRISIS SITE INVOLVEMENT

Visit the crisis scene when possible to interact with workers involved in the recovery efforts, reporters and government agencies.

COMMUNITY EMERgENCY CENTER LIAISON

Anticipate potential problems that may generate additional negative public reaction and/or news me-dia coverage by maintaining contact with the community’s emergency response center, local hospitals and any evacuation centers.

INACCURATE MEDIA COVERAgE

Promptly contact news organizations to seek rapid correction of any inaccurate information they have broadcast or distributed on the news wires or printed in newspapers/magazines.

NOTE: Be sure to focus on factual inaccuracies, not on how members of the media may interpret the organization’s response to the crisis in their coverage. There will be tremendous stress on ev-eryone involved in this situation, including the media. Nothing will be gained, and considerable goodwill can be lost, by getting into an argument based on different interpretations of what has happened.

RESPONSE TEAM STRATEgY MEETINgS

Attend strategy meetings of the crisis team. Emphasize the importance of communication that will convey the organization’s sense of urgency and responsiveness in resolving this situation.

INTERACTION WITh PUBLIC OFFICIALS

Work closely with crisis team members on-scene. Act on their behalf in situations where they may not have the time and/or interest to get involved in situations that have important communication implications (e.g., a legislator, community official, or consumer group leader arriving unexpectedly and requesting a tour and commentary).


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ASSESSMENT REVIEWS

In order to speak knowledgeably to external audiences, participate frequently in overflights and other efforts set up to assess the scope of the crisis. Take every opportunity to visit the area to maintain familiarity with the emergency as it is brought under control and conditions are restored to normal.

NEWS MEDIA TOURS

Coordinate and oversee crisis site visits by members of the media, ensuring that all are accompanied by communication or operations personnel qualified to deal with the media and to serve as designated spokespeople.

INTERNAL COMMUNICATION ASSISTANCE

Advise internal communication personnel on-site to document the various aspects of the crisis re-sponse. Keep them updated on changing schedules and video/photo opportunities.


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ADDENDUM D: LISTS AND SOURCES OF INFORMATION / The lists and information on the fol-lowing pages will be maintained by the crisis communication team. The lists should be reviewed and revised on a quarterly basis to ensure they are maintained on an up-to-date basis.

LIST/INFORMATION SOURCE LOCATION MAINTAINED BY CONTACT AND

PhONE NUMBER

DATE LAST

UPDATED

1. Business and home tele-phone numbers for senior executives and the opera-tional management of all organizational facilities and offices here and abroad

2. Business and home phone numbers of govern-ment officials to be called in response to a crisis

3. National media contacts (to be maintained by the organization’s communica-tion staff and made avail-able to any business unit)

4. Local media contacts (to be maintained by each business facility’s response team)

5. PR and communication consultants qualified to as-sist on-site during crises

6. Facility fact sheets that provide general descriptive information about the nor-mal operations, plus brief descriptions of backup systems, procedures and training (to be maintained by each facility’s communi-cation coordinator)


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LIST/INFORMATION SOURCE LOCATION MAINTAINED BY CONTACT AND

PhONE NUMBER

DATE LAST

UPDATED

7. Maps and/or charts of the service area that could be affected by an emer-gency

8. Video crews close to each main operating site

9. Reliable uplink facilities for possible teleconferenc-ing with the headquarters of the business unit and the media

10. Competent transla-tors for dealing with the news media in the event of foreign interest


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ADDENDUM E: SETTINg UP A MEDIA INFORMATION CENTER / LOCATION Select an appropriate location for the media center, which can be one of your organization’s offices, a lo-cal hotel or another appropriate facility. The media center will serve as the offices for the communication staff as well as a location for keeping the media updated on the latest developments in the crisis situation.

In selecting and setting up the office space, focus on the need to handle a large volume of telephone inquiries on a round-the-clock basis for at least 24 hours. The crisis team communication coordinator should arrange for at least six local phone lines to be installed as soon as possible, with provisions for adding additional lines if needed. The selection criteria should be determined by:

4Proximity to the crisis manager and his/her staff.

4Sufficient working room with access to a fax machine(s), computer(s), the Internet, a photo-copier.

4Convenient access for the news media seeking information.

4Space for briefing the news media (optional).

OFFICE EQUIPMENT

If necessary, rent/lease the photocopier, fax, computer, and other office equipment and telephones on a short-term basis.

ROUND-ThE-CLOCK OPERATIONS

Make provisions for manning the center on a two-shift or three-shift basis, depending on the severity of the crisis and number of calls/visits from the media. If the center will not be open, make provisions for an answering service or telephone voice mail to record incoming calls.

DISTRIBUTION OF NEWS INFORMATION

Arrange to distribute news releases using the communication coordinator’s access to newswires and other distribution resources.

SECURITY

Set up round-the-clock security provisions to ensure that unauthorized persons are not in the media center.

OFFICE STAFFINg

Secure sufficient support staff to answer phones, type information, handle duplicating, run errands, provide courier service, and coordinate local broadcast and print media monitoring.


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LOgS

Arrange for the immediate copying and distribution of the crisis activity log sheet to all members of the communication response team (refer to Addendum K: Crisis Activity Log). Develop provisions for logging in the news media so they can be contacted subsequently and cleared through security for media briefings. Also arrange for the activity sheets to be collected and copied on a daily basis until further notice. The log sheets should then be returned to the crisis communication team members for their reference and possible use.

CATERINg

Determine what catering services can be used to provide coffee and sandwiches for the communica-tion staff as well as for members of the media who visit the center. The catering may be needed as early as 4:00 a.m.

CRISIS COMMUNICATION WORKROOM SETUP ChECKLIST In order for a crisis communication team and support staff to work effectively and efficiently, it needs a relatively safe and secure place to work. If its usual work area is destroyed, unsafe or unsecured, then arrangements should be made for an offsite location. In selecting an off-site location, check for the following:

o A reliable source of electrical power, including a gas-powered generator

o Sufficient electrical outlets for the staff

o Food, water and restroom facilities

o Space and equipment to provide food and drink (e.g., microwave)

o Accessible and secure parking

o Phone line(s)

o At least 12 chairs

o At least five tables (3-foot by 8-foot, 4-foot by 10-foot, or round) with three to serve as desks, one as a general work area and at least one to support equipment

o Trash containers and trash bags

o At least one cot or sofa with a pillow and covers


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CRISIS COMMUNICATION SUPPLIES ChECKLIST

You also will need within the office, or stored off-site but convenient and available, materials to sup-port your office during a crisis. The small equipment pieces and supplies can be stored in plastic stor-age containers or organized in plastic crates for quick transport. In the container(s) should be items such as the following:

o Your organization’s crisis communication and operations plans

o A package of phone jacks for converting single wall jacks to multiples

o Laminated (to protect from rain, spilled coffee, etc.) corporate personnel phone lists

o Laminated media phone lists of:

o Trade publications o Regional and national newspapers o Regional and national magazines o Radio stations o Television stations

o Laminated government agency phone lists: elected officials (mayor’s office, home, recreation home); relevant local, regional and national regulatory agencies (in the U.S.: EPA, OSHA, FAA, FEMA)

o Laminated emergency phone lists: police, fire, emergency rescue, ambulance, hazardous mate-rials

o Laminated phone lists of “extra helpers,” those people who have agreed to assist you during the crisis period

o Biographies and photos of senior executives

o Organizational backgrounders

o Cash and a “crisis” credit card (for use only during crises)

o Flashlights with extra batteries

o Digital audio recorders or cassette recorders (at least two) for interview taping, taking state-ments, recording observations and instructions, with extra adapters and batteries (and tapes, if necessary)

o At least one set of two-way radios with extra batteries/chargers

o Disposable cameras (at least two) for indoor and outdoor use

o A video camera with extra batteries (and tapes, if necessary)

o Office supplies:

o Legal pads o Pens and pencils


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o Stapler with extra staples o Tape o Paper clips o Glue o Plain paper o White-out o 9-inch by 12-inch envelopes o Erasers (for mailing, and storage of clips, o File folders memos, etc.) o Letterhead stationery o Pocket calendars o Letterhead envelopes o 4-inch by 6-inch cards o Post-It notes o 3-foot by 5-foot dry erase boards o Address labels and dry erase markers o Phone message pads o Trash bags

o Rapid delivery forms and containers for couriers (e.g., Federal Express, UPS; if your organiza-tion has an account, be sure to have the account number)

CRISIS COMMUNICATION WORKROOM EQUIPMENT

Regardless of where the crisis communication team gathers, it needs some basic equipment with which to do its work. The equipment can be part of your regular work equipment or arranged with suppliers for delivery to the work location:

o Telephones, preferably with a hands-free option (speakerphone and/or wireless headsets)

o Chargers and extra batteries for cellular phones

o Adapters so cellular phones can be run from cars or trucks

o If off-site, “rollover” instructions to phone company from work site to off-site location

o Computers, preferably laptops, (a minimum of one per staff person plus one for extra helpers and one used exclusively for documentation)

o Adapters so computers can be run from cars or trucks

o Printers (large jobs or complicated work can be reproduced at the nearest copy shops)

o Fax machine(s) (two, preferably each can double as a copier and computer printer)

o A supply of fax copy sheets (letterhead, etc.)

o Stereos or radios to monitor and record radio coverage, the number to vary with the number of radio stations in your area that routinely offer news (not necessary if you are able to do this monitoring via the Internet)

o Television sets to monitor news coverage, the number to vary with the number of television stations in your area that routinely offer news (not necessary if you are able to do this moni-toring via the Internet)

o DVRs or VCRs to record crisis coverage (and/or arrangements with other people to record and bring the recordings to the crisis communication work site)


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ADDENDUM F: MEDIA POLICIES AND gUIDELINES IN CRISIS SITUATIONS / OVERVIEW We recognize that any crisis at one of our facilities will be of significant interest to the news media. The public has a right to be informed, and our organization has the duty to see that they get the facts in a timely manner, generally through the news media.

Our objective is to be as cooperative as possible in providing information on all aspects of the crisis, the impact it has on consumers and the condition of employees who may have been affected, as long as the information will not interfere with the emergency response activities, the well-being of employ-ees or the concerns of their families.

gENERAL POLICIES

To be as fair as possible to all members of the media, the following policies will be adhered to:

4All announcements, updates and answers to questions will be provided by a designated spokes-person at the site of the emergency or at a specified media information center. In most in-stances, the information center will be at our offices or at a specified site if the crisis occurs in the only available organization facility. Any information relating to the crisis that is obtained at other locations or from other sources may not be accurate and could necessitate a correction.

4Press releases, photographs and videotapes will be distributed only at the information center.

4The schedule for briefings, during which questions will be answered, will be based on the status of the crisis and the availability of an authorized organization spokesperson to provide updated information.

4 Information on the crisis will be limited to confirmed facts and a general summary relating to progress since the last briefing. Minor changes will not necessarily be reported if the crisis response personnel consider them to be a normal part of the recovery progress. Significant changes will be reported as soon as the officials at the scene have confirmed the data and as-sessed the effects on the prognosis of the emergency.

4Reports summarizing the medical condition of any employees affected by the emergency will be the responsibility of the medical team at the hospitals where they have been admitted and will be provided by an authorized spokesperson at that facility. Elaboration on the progress reports will be provided only by an authorized medical spokesperson and not by our organization.


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MEDIA BRIEFINgS

4All briefings will be scheduled in advance, with the times based on the priorities of the crisis response team and our authorized organization spokesperson(s). Thirty-minute notice will be provided when the crisis is still in a critical phase. A briefing schedule for the following day will be posted when the situation has stabilized.

4Comments made by designated spokespeople during the briefing, as well as the answers to questions, will be recorded and transcribed. All information provided during the briefing will be “on the record.”

4TV cameras must be positioned at the rear of the room where briefings are being conducted. No cameras will be allowed directly in front of the podium if they block the view of seated journalists.

4Movement of TV cameras during the briefing will be limited to the aisles along the sides of the room. TV cameras will not be allowed on the podium when briefings are in progress.

4No TV or radio microphones will be allowed on the podium when ample multi-box connec-tions are provided for radio and video feeds directly to broadcast equipment.

MEDIA INTERVIEWS

4All interviews with our officials or employees involved in the crisis must be scheduled in ad-vance through the organization media relations personnel on duty in the information center or through the communication office.

4 In most instances, a minimum of 12 hours will be required for interviews to be scheduled. The only exception will be if major news developments have occurred. In those instances, the scheduling of interviews will be determined by our communication personnel, based on the availability and preferences of appropriate spokespeople.

4A member of the communication staff will be present at any individual interview. The inter-view will be recorded and transcribed to provide written documentation of what was said.

4All information will be “on the record,” and there will be no “unidentified sources” for infor-mation relating to the crisis. Any source of information is to be identified by name to ensure that the information can be verified if there is a question about its accuracy.

4Rumors and/or speculation will undoubtedly occur during the crisis. Our organization’s policy is not to respond to this information until the facts can be verified. If information is not provided by a designated organization spokesperson, or is not disclosed during a sched-uled interview or briefing of the media, it will not be considered verified.


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PhOTOgRAPhS AND VIDEO

4To minimize disruption during a time of great stress, you should reserve the right to provide the photography/videotaping at the site of the crisis during the initial hours, using photog-raphers and TV cameramen hired by our organization specifically for this assignment. The results of their work will be made available to the news media at the information center.

4 If and when news media photographers and TV camera personnel can be allowed into the scene of the crisis, a designated communication representative will advise the news media of the restrictions that may have to be placed on their presence at the scene. They will be accom-panied by one of our representatives and may be asked to leave the scene if they violate the restrictions that were established in advance.

4 In some instances, a pool arrangement may be set up to provide initial media coverage at the scene. We will specify the number and types of journalists who can be physically accommo-dated at the scene and the time they will be allowed to complete their work. The news organi-zations covering the crisis will determine the pool composition based on those specifications and how the visual and written coverage will be distributed to other news organizations.

If there may be any physical danger to the journalists in the pool while they are at the scene, they will be required to sign a license to enter (hold harmless) agreement, which we will pro-vide before they are allowed to participate (refer to Addendum I: Release of All Claims and Indemnification).

4A wide variety of black and white photographs, digital images, video, DVDs and other graphic materials will be made available at the information center to provide visual support for the news media’s coverage. Contact the communication staff on duty to review and select from these visual materials.

AUThORIzED SPOKESPEOPLE

4A chief spokesperson will be designated for the crisis, based on the nature and location of the event.

4Responses to media inquiries also will be provided by other organization employees and out-side experts who may serve as designated spokespeople for our organization and are identified by name in the resulting news material.

DISCLOSURE OF INFORMATION

4During the initial phase of the crisis, all news will be released simultaneously at the site and at the information center to ensure timely, consistent distribution of information to members of the media.

4No news that is not provided at the information center will be disclosed at the site. In some instances, as with media briefings or interviews, disclosures will occur at the information center that will not be made known immediately at the site.


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ThE INFORMATION CENTER

4The information center will be open on a round-the-clock basis if it appears that the crisis will not be resolved in the first 24 hours. Hours will be adjusted from that point on, depend-ing on the situation.

4We will have a media relations representative, who is a designated spokesperson, on duty whenever the information center is open. The representative, whose name will be posted, will be responsible for responding to media questions, arranging interviews, obtaining photo-graphic/video material and assisting with other needs of the media.


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ADDENDUM g: MEDIA BRIEFINg TIPS FOR SPOKESPEOPLE

1. Pause before you answer. Give yourself plenty of time to consider the question and its implica-tions. If you can, think of a way to explain your answer in a visual way that will be understood by television viewers. Reporters are not in a hurry, and if they are, that’s tough. This is your inter-view, so take your time in responding to their questions.

2. Keep your answers short, two or three sentences at most. Answer the question in the first sentence, explain it in the second and third sentences, and that’s all. The more you say, the more you’re likely to regret saying it.

3. Don’t speculate. It’s human nature to try to talk your way out of something you are not sure of, especially if you’re nervous—and you will be. If you don’t know the answer, the most intelligent response you can give the media is something along the lines of, “I’m not absolutely sure. Let me check into that and get back to you.”

4. If the question is tough, pause and think. You may know the answer but feel uncomfortable in responding because you’re not sure what you want to say or how you want to say it. That’s the time to pause. Silence is the reporter’s problem, not yours. Take a few seconds to think your answer through. It may seem like an eternity, but it usually only takes a moment to organize your thoughts.

5. Close every answer with a pleasant smile. A quiet smile gives the reporters—and the public—the impression you’re sure of what you are saying. Another advantage of the smile is that it will be the last thing the TV viewers will see when the tape is edited in the news room.

6. Think of the reporter as a means to an end. They are concerned; they are interested; they re-ally want to know what’s happening so they can tell the folks back home. You may not like the reporter, or the media in general, but they are the only ones who can help the public grasp what you want them to know about what’s happened. So be patient and tell them in common sense terms that anyone can understand and appreciate.

7. Emphasize and reemphasize the most important points. It is perfectly alright to repeat your-self, especially if these are the most important ideas you want to convey. You need to communi-cate those ideas in as many ways as possible because you’re never going to be sure what statements or quotes a reporter will use. Take every opportunity to make the important points in different ways—using terms that the man on the street can relate to.

8. Show compassion. In your remarks, remember to communicate your concerns for those people directly affected by the situation (e.g., consumers, family members, friends) and that you’re “do-ing everything possible to help them through this difficult time.”

9. Stay on the record. You have no idea what the reporter will use, so don’t give him/her an indica-tion that there may be more to the story than you want to disclose. Going off the record is dan-gerous because any good reporter will verify that information with other people and pursue that


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angle, without your having control of the information he/she is obtaining. The key is to know the limits of what you will talk about and stick to them.

10. The interview is not over when the interview is over. Off-the-cuff remarks are a natural ten-dency after the last question has been asked, but they may well wind up in the story. Remember that the interview is still going on until the reporter is physically gone or has hung up the phone.

11. Record what you are saying. There’s no law against it, and the reporter is likely to be doing the same thing, especially in telephone interviews. Tell him/her you are recording the conversation so you can review it and learn from the experience. By doing this, you are keeping him/her honest and increasing the likelihood your statements will be used accurately and in context.

12. Avoid jargon. Your organization is as bad as any other profession. Leave the jargon in the office. Use everyday, normal language. Jargon tends to confuse reporters, and confused reporters leave their readers/listeners/viewers with “glazed over eyes.”


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ADDENDUM h: CRISIS COMMUNICATION TRAVEL KIT / The following items should be included in the crisis team’s travel kit:

1. Laptop computer for Internet access, word processing and web conferencing. The laptop should have all of the lists, background information and other information compiled by communication staff for use in response to a crisis at the local facility

2. Small, portable videocassette or digital recorder and TV monitor

3. An easy-to-use still camera with flash attachment and extra film

4. Small, portable audio recorder (with blank tapes, if using a cassette recorder)

5. Small, portable videotape camera (with blank tapes if using an analog camera)

6. Cellular phones or satellite phones, walkie-talkies and other communication gear (may be re-quested via the crisis coordination center) NOTE: Check the batteries in the above equipment regularly

7. Foul weather gear (optional)

8. Credit cards for use in charging expenses related to the crisis only


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ADDENDUM I: RELEASE OF ALL CLAIMS AND INDEMNIFICATION

The undersigned represents and warrants that he/she is a journalist employed by or working as an independent contractor for _________________________________________ and is assigned to cover _________________________________________________________________________________.

Further, for and in consideration of permission and a license to enter the premises located at: for the purpose of reporting with respect to the following incident , the undersigned does hereby assume full respon-sibility for all risks of bodily injury, death or property damage, due to the negligence of release or otherwise while on said premises or related to entry upon said premises and does hereby, for him- or herself, and his or her personal representatives, heirs and next of kin, acknowledge, agree and rep-resent that he or she has, or will immediately on entering any such premises, and will continuously thereafter, inspect such premises and all portions of them which he or she enters and with which he or she comes in contact.

The undersigned further warrants that entry on such premises constitutes an acknowledgment that he or she has inspected such premises, and does hereby fully and forever release, acquit and forever discharge any and all agents, successors, and assigns any and all other parties, from any and all claims, demands, obligations and liabilities, whether known or unknown, intending but not limited to any claim arising out of personal injury or property damage resulting in the undersigned journalist’s entry on the afore described premises.

The undersigned hereby agrees to indemnify and save and hold harmless the release of each of them from any loss, liability, damage or cost they might incur due to the presence of the undersigned in or on the premises, or officiating, observing or working for or for any purpose participating in the above described incident and whether caused by the negligence of the release or otherwise. The undersigned has read, understands and voluntarily signs the release and waiver of liability and indemnity agree-ment, and further agrees that no oral representations, statements or inducements apart from the fore-going written agreement have been made. This release is made and entered into on this the day of .

SIgNATURE

SIgNATURE

DATE

WITNESS SIgNATURE

PRINT NAME

PRINT NAME

ADDRESS

PhONE NUMBER OF PERSON TO CONTACT

CITY, STATE/PROVINCE, POSTAL CODE

PhONE OF NExT KIN

NEWS ORGANIZATION

ASSIGNMENT


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ADDENDUM J: CRISIS DEBRIEFINg AND EVALUATION QUESTIONS / The questions below are designed to provide a basis for debriefing and evaluating the organization’s response to the crisis. They are general in nature to stimulate discussion among the debriefing participants.

The debriefing is intended to recreate the incident so that everyone understands the sequence of events and their impact on employees and the organization as a whole, as well as people and agencies outside of the organization. This evaluation is a means to judge the effectiveness and efficiency of the organization’s response.

4 In what ways, if at all, could the crisis have been avoided or reduced in magnitude?

4What worked well during the initial crisis response? What did not, causing problems, sur-prises and/or disappointment?

4What little things made a difference in our response? What little things might have made a difference if they had been available?

4 In what ways, if at all, could we have saved money in our response to this crisis?

4How well did our existing operations and communication plans work? What needs to be changed to make them more useful?

4What’s our assessment of the news media coverage and the impact of the coverage on the organization: employees? customers? investors? management? reputation? In what ways, if at all, could we have managed media coverage more effectively?

4Who in our organization really stood out—positively and negatively—in terms of their con-tribution to the crisis response? In what ways should these people be recognized and reward-ed?

4What would we do differently if we had to do it all over again?


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ADDENDUM K: CRISIS ACTIVITY LOg (INCLUDINg NEWS MEDIA CALLS)

TIME WhAT WAS DONE/WhAT

hAPPENED/WhO CALLED

PhONE NUMBER

DATE__________ FILLED OUT BY_________________________ PAGE _____ OF _____


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ADDENDUM L: CRISIS CONTACTS

CRISIS RESPONSE TEAM

NAME OFFICE PhONE

NUMBER

FAx NUMBER

PAgER NUMBER

CELL NUMBER

hOME PhONE

NUMBER

Crisis manager

PR/international communication

At-the-scene manager

Other key people

CITY/COUNTY gOVT.

NAME ORgANIzA-TION

OFFICE PhONE

NUMBER

FAx NUMBER

PAgER/CELL NUMBER

hOME PhONE

NUMBER


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FED./COUNTY gOVT.

NAME ORgANIzA-TION

OFFICE PhONE

NUMBER

FAx NUMBER

PAgER/CELL NUMBER

hOME PhONE

NUMBER

NOTES:

APPENDIx A The Elements of a Basic Crisis Communication Plan · 2019-12-16 · Appendix A: The...

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