Running head: RAVENS CRISIS PLAN

Baltimore Ravens Crisis Management Plan

Jeremy Sellmeyer
Maryville University

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Purpose

To effectively manage communications on behalf of the Baltimore Ravens, conveying

messages and working internally and externally to substantially negate risks to reputation and
our organization due to crises, specifically related to domestic abuse and domestic violence cases
within our organization. We will ensure our reputation endures through strong leadership,
transparency, and honesty throughout ALL crisis communication.
In the instance of this crisis plan, all solutions are directed toward communication dealing
in the issues of domestic abuse and domestic violence cases from the top-down within our
organization. Its imperative that the plan is followed in its entirety with only factual information
presented to the media and key publics in order for proper communication to be upheld and for
our reputation to not falter from unethical malpractice.
Incidence description: Ray Rice (player) got into a verbal confrontation in an elevator at the
Revel Casino in Atlantic City on February 15, 2014 with his fiance Janay Palmer. Palmer and
Rice also shoved each other until Rice punched Palmer, knocking her unconscious, and dragged
her out of the elevator by her shoulders. The altercation was caught on security camera. Rice and
Palmer were arrested, charged, and released from prison that same evening on simple assault
charges.
The communication team should use this detailed crisis communication plan and examples as
soon as the owner or a member of the team notifies the owner of a potential crisis situation. The
objectives, timeline, examples, and post crisis review are outlined below.
Purpose2
Crisis Communication Policy..3
Crisis Communication Team...4
Objectives5
Timeline...5
Key Messages..7
Sample Press Conference Speech8
Sample Press Release...9
Communication Tools10
Post Crisis Review.11

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Crisis Communication Policy

All crises should be reported to a supervisor until someone on the crisis communication
team is notified, thus notifying the owner, immediately.

Only the appointed spokesperson, the owner traditionally, or back-up spokesperson to be

appointed will release information to the media and public. All other staff members and
members of the Crisis Communication Team should still be helpful in guiding the media
and publics to our spokesperson(s) but will not release any information on behalf of the
Ravens.

The Crisis Communication Team will decide what key messages and information are
released concerning the situation, including any official online messages to our website,
in which case, a decided member or members of the Crisis Communication Team or
division of our communication department will be our online voice. In no situation
should such member(s) release information not decided upon by the Crisis
Communication Team beforehand.

There should be one designated crisis management person in charge, traditionally the
head of communication, who is directing and coordinating all aspects of our
organizations responses. There should also be one person designated to be our
spokesperson, who is interacting with the media (see above). In most crisis situations,
these two roles will be filled by the head of communication and the team owner
respectively.

All comments will be of the utmost professional quality and integrity, being as
transparent and honest as possible at all times. If we dont know the answer to a question
or inquiry at any time, we will be honest and work to acquire an answer quickly and
proactively.

There is no such thing as No comment. Again, if a situation arises where a question or

inquiry cannot be answered at such time, simply say so, record the question, and we will
respond once we have an answer.

Instead, responses should reflect our action, responsiveness, and continual effort to
ensure future crises like these dont happen. Examples appear below in Key Messages.

Understand the importance of the media to our reputation. Our reputation relies heavily
on public trust, and public trust relies heavily on the media. Please be respectful and
responsible as we work to maintain trust during a crisis, as our actions are under great
scrutiny and will affect the entire Ravens organization.

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Crisis Communication Team

In the event of a crisis, the Crisis Team will consist of these nine primary members.
The team owner has the primary role of gathering and convening the Crisis Communication
Team to develop the crisis plan. If the owner is not available, the President, General Manager,
Assistant General Manager, Senior Vice Presidents, Vice President, or Head Coach may
recommend to the owner to convene the team upon discovery of a situation believed to be a
crisis.
At the convening, the owner and head of communications should determine whether the nature
of the crisis requires additional personnel with special expertise to the Crisis Team.
Stephen Bisciotti

Richard W. Cass

Ozzie Newsome

Owner (Spokesperson)

President

G.M. & Executive V.P.

Eric DeCosta

Pat Moriarty

Jeff Goering

Assistant G.M.

Senior V.P. of Football Admin.

Senior V.P. of Finance

Brad Downs

Kevin Byrne

John Harbaugh

V.P. of Marketing

Sr. V.P. PR/Community Relations

Head Coach

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Objectives

Prepare the Ravens staff, executives, spokesperson, Crisis Communication Team,

coaches, and players to effectively and carefully manage crisis communications.

Help all in the organization to respond in a unified, professional manner that reinforces
honesty, consistency, and disciplined handling of the situation.

Strategically enhance the Ravens brand and public perception of that brand.

Manage the distribution of essential information to the media and public.

Prepare talking points for our spokesperson and Ravens management to use when
presenting information and/or answering questions.

Provide instruction on how to proceed as an organization post-crisis.

Timeline

(Check off each item as its completed to ensure all the proper steps are being taken.)
Day 1: Hours 1-6

Alert owner and head of communications (they will alert the Crisis Communication
Team).

If necessary, convene the Crisis Communication Team to determine steps for handling
the crisis.

Assess the situation and facts that we do know.

Establish spokesperson (in most cases, the owner).

Prepare key messages to communicate based only on received information.

Write up a press release if deemed necessary.

Quickly hold an initial news briefing to inform any media at organization of key
information.

Send out an email to inform all employees of the situation and to media also.

Post facts to our website.

Update social media platforms to direct attention to our website, where information is
factual and official.

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Day 1: Hours 6-18

Appoint communication staff to record crisis details, our actions, and responses from
media (message management both traditional and online).

Keep record of all inquiries and ensure traditional gatekeepers like secretaries are
equipped with updated information at all times.

Update our key messages as frequently and appropriately as possible (press conferences
and press releases).

Monitor developing issues and responses to determine whether and when the Crisis
Communication Team needs to convene again.

Make sure to update relevant and breaking information on website.

Continue using our social media to direct to our website as we release information.

Day 2

Update all employees with any new information.

Update and maintain open communication lines with media members about key or new
information.

Continue to identify and respond to developing issues from previous meetings,

determining how involved the Crisis Communication Team needs to be.

Continue releasing relevant messages to our online channels, always remembering to

push people to our website where official updates are occurring.

Days 3-7

Email all employees on any future developments concerning the crisis and how the
organization is proceeding forward.

Continue developing communication lines with media while identifying any potential
issues.

Follow through with any more key messages and updates, only as necessary (keep up
with online messages briefly).

Convene the Crisis Communication Team to evaluate effectiveness of crisis

communication plan.

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Key Messages

These messages should be prepared for all kinds of media inquiries and should reflect our
overall status and reputation as positive leaders and an action-oriented organization. The
Crisis Communication Team will be responsible for preparing factual and responsive
messages for our representatives.
Concerning the issues of domestic violence and domestic abuse, key topics of discussion may
include any number of the following:

The importance of healthy relationships and our part in facilitating those relationships.
The need for support and how we can best offer it.
The understanding of a personal issue that needs to be addressed as such and then
communicated publicly.
The realization that outside help may be necessary and how we will ensure the right
resources and course of action are introduced.
The personal effects and sympathy we are feeling for the family involved and our
condolences for them.
The decision and need for discipline as determined by the organization and NFL at the
appropriate time, focusing instead on helping the person(s) involved.

In any crisis, there are seven steps to take when communicating outlined below for crises
concerning domestic abuse and domestic violence with examples.
1. Candor: acknowledge a problem exists.
We realize a member of our organization was involved in an altercation involving
domestic abuse or domestic violence.
2. Explanation: why the problem occurred.
What we understand is this happened at this time.
3. Declaration: commitment to specific steps to resolve the problem.
We are determined to resolve this issue with this person and the victims by doing this.
4. Contrition: continually verbalizing our responsibility for the current situation.
We know this person falls within our care and has done something harmful to someone
else. We take this matter seriously and understand its on us to help.
5. Consultation: ask for help from a third party.
We will do everything we can to offer help and resources for this person, including
talking with their family and looking to find the best treatment and solutions for this
person and the victims.
6. Commitment: publicly promise, to the best of our ability, similar situations wont occur.
We are doing are best to be there for this person and will use this opportunity to better
our organization so this doesnt happen again.
7. Restitution: quickly pay the price on our end and go beyond expectations.
We hold ourselves accountable for the situation at hand and will not only support the
family and victims in these ways, but we will also work with this outside organization to
better protect all members of our organization and their families in the future.

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Sample Press Conference Speech

As reviewed within the confines of our roles as active communicators during a crisis situation,
we will make sure we are the first to relay information related to the situation efficiently,
effectively, and correctly to the media and public.
Our first contact with the media will fall within the first few hours after the crisis is made known
to our organization, in which time we need to inform the media of the situation to the best of our
knowledge (who, what, where, when, why, and how). The quickest and easiest method will
almost always be a press release (example on next page). In most crisis situations, however,
especially ones involving domestic abuse and domestic violence, it is recommended to hold a
news conference as soon as possible for our spokesperson to relay the same and any additional
information to the media. Here is an outlined example to model all our prepared statements:

Opening Statement (30-60 seconds): Hello, and thank you for coming out today on such short
notice. Im here to discuss the issue related to a tragic incidence involving running back Ray
Rice and his fiance Janay Palmeran issue we dont condone or take lightly as an organization.
Last night, February 15, Ray and Janay got into a fight in an elevator at the Revel Casino in
Atlantic City. The fight could be seen on security tape and showed the two getting into an
argument. The tape also shows the couple shoving one another, Janay pushing Ray a handful of
times, and Ray hitting her back, knocking her unconscious. Both were then arrested, charged,
and released from prison that same night on simple assault charges. I, nor anyone else at the
Ravens organization, have had the chance to speak personally with Ray and Janay to discuss the
situation, but we are deeply saddened for them and hopeful that we can work with them to
resolve this issue moving forward. Ill answer any questions you have for me at this time.

Questions (determine time allowed ahead): When fielding questions, remember to prepare using
our Key Messages above. Use three main talking points when deciding how to address media
questions, keeping in mind that our answers should always remain factual, transparent, and to the
point. Do NOT speculate or give opinioninstead turn personal questions into action-oriented
solutions for the organization.

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Sample Press Release

As simple as it seems, our first response can follow this simple template with even less
information provided than the example. Simply plug in the what, where, who, and when into the
lead sentence to get the information out. Any other details we can confirm surrounding the
situation or detailing future information releases may be added but are not necessary.

Contact: Jeremy Sellmeyer

FOR IMMEDIATE RELEASE

Cell: 314-825-8123
Email: jsellmeyer1@live.maryville.edu
Twitter: @jeremysellmeyer

Ray Rice charged with assault in domestic violence altercation

BALTIMORE, Feb. 15, 2014 A domestic violence altercation at Revel Casino in Atlantic
City involving running back Ray Rice and his fiance Janay Palmer occurred today at 9:15 p.m.
Security footage of the event reveals the couple arguing in an elevator at the casino where
Palmer and Rice are seen shoving each other, with Rice punching and knocking Palmer
unconscious. Both were arrested, charged, and released from prison that evening on simple
assault charges. The incident is under investigation with more information forthcoming.
The Ravens organization is deeply troubled by the situation, and team owner, Steve Bisciotti,
will give a press conference at M & T Bank Stadium at 8:00 a.m. with more details.
About the Baltimore Ravens
Founded in 1996, as an NFL expansion football team from Cleveland, the Ravens organization is
a newer franchise and entity playing in the AFC North against rivals Steelers, Bengals, and
Browns. Baltimore has a brief history, but one of winning underneath owner Steve Bisciotti
(since 2000), general manager Ozzie Newsome (since 2002), and coach John Harbaugh (since
2008). The Ravens have made the playoffs 10 times since 2000, winning two Super Bowls
(XXXV and XLVII), two AFC championships, and four AFC North division titles. For more
information, visit http://www.baltimoreravens.com/.
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Communication Tools

Throughout the entirety of our crisis communication plan, we will be using various channels for
relaying key messages. Compiled is a list that references the different areas to consider where we
should be releasing information and providing the media with adequate updates.

Channel

.com

Responsibility

www.baltimoreravens.com

Head of
Communication

@Ravens, www.twitter.com/ravens

Head of
Communication

www.facebook.com/baltimoreravens

Head of
Communication

National/local news outlets including CNN, NBC, ABC2,

ESPN, WJZ-13, WBAL-TV 11, FOX Sports

Head of
Communication

www.nfl.com

Head of
Communication

Mass email to all Ravens employees

Head of
Communication

@Player, www.twitter.com/player

Player

www.facebook.com/player

Player

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Post Crisis Review

Although a crisis is almost never completed, the direct action we take to respond in a positive
and immediate fashion is. Its essential that throughout the entire communication process we are
in constant contact with all partiesthose involved in the situation including players, coaches,
their agents, and their families, the entire staff in our organization, the Crisis Communication
Team, the National Football League, our publics, and the media. This level of contact should be
maintained before, during, and after the crisis. Also, as noted in the timeline, the Crisis
Communication Team needs to be avidly convening to deal with issues as they ariseit is this
kind of commitment that will help us evaluate ourselves within a crisis and evaluate us after we
weather the storm.

Tie-Up Loose Ends:

Final and deliberate communication efforts should be made to detail the closing of the
crisis to the necessary audiences. This also includes any official statements and
information we have published online to notify the public of changes just as if the crisis
were continuing. All media inquiries and questions should be confirmed complete,
followed-through by this point, or handled as before.

Crisis Communication Evaluation:

Reconvene the Crisis Communication Team one final time, if all other issues concerning
the crisis have been handled, to go over our statements, responses, and previous
evaluations to see what communication worked well and what messages and tactics we
need to add or improve in the future.

Media Coverage Evaluation:

In much the same way with the Crisis Communication Team, review the overall coverage
and reach of the crisis situation along with consistency across platforms and channels. If
there are glaring weaknesses in accounts or perception of the situation, reach out to media
to clarify points.

Review and File Plan:

Take all prepared statements, press releases, and notes related to the situation and
compile them together. Make sure the checklist above has been covered multiple times
over along with all parts of this plan. Write down considerations and updates to this plan,
attach all documents together, and file away for edits.