Crisis Communications Plan Outline By Carrie Voysey

`1
Crisis Communication Plan Outline by Carrie Voysey

Table of contents
1. INTRODUCTION Message from Director of Communications 1.1 Goal and Objective 1.2 Crisis Management Strategy 1.2.1 Explanation of Crisis..... 1.2.2 Applicable Use of Plan..

5 5 5 6

2. CRISIS COMMUNICATIONS PROCESS 2.1 Notification.. 6 2.1.1 Management.. 6 2.1.2 Trauma Assistance Team 6 2.1.3 Crisis Communications Team.. 7 2.2 Levels of Communication Response.. 7 2.3 Action Plans. 8 2.3.1 Level I Response 8 2.3.2 Level II and Level III Response 9 2.3.3 Level III Response Specific Functions. 9 2.3.4 Ongoing Response. 10 2.4 Evaluation. 10 3. MEDIA RELATIONS 3.1 Communications Support . 3.2 Designating a Spokesperson 3.3 Media Relations Guidelines.. 3.4 Preparing for a Media Interview 4. SUPPORTING DOCUMENTS/TEMPLATES 4.1 Checklists 4.1.2 Announcements Checklist 4.1.3 Trauma Assistance Team Checklist 4.1.4 Call Centre Team Leader Checklist 4.1.5 Level I Response Checklist 4.1.6 Level II and III Response Checklist 4.1.7 Site Information Coordinator Startup Checklist 4.1.8 Media Centre Team Leader Checklist 4.2 Evaluation 4.2.1 Evaluation Form 4.2.2 Rehearsal Dates record 4.3 Forms 4.3.1 Call Centre Log Form 4.3.2 Communication Methods Worksheet 4.3.3 Key Messages Worksheet 4.3.4 Media Inquiry Form 4.3.5 Media Accreditation Form 4.4 Internal and External Contacts 4.4.1 Crisis Communications Team 4.4.2 External Audiences 4.4.3 Internal Audiences `2
Crisis Communication Plan Outline by Carrie Voysey

10 11 11 11

4.5

4.6

4.7

4.8

4.4.4 Media Contacts 4.4.5 Company X Management 4.4.6 Company X Managers/Centre Coordinators (for equipment requirements) 4.4.7 Trauma Assistance Team (TAT) Media Tools 4.5.1 Dealing with the Media During a Crisis 4.5.2 Spokesperson Guidelines for Communicating with Media 4.5.3 What the Media will Ask Procedures 4.6.1 Crisis Meeting Agenda 4.6.2 Internal Email/Voicemail Broadcast Procedure 4.6.3 Media Notice 4.6.4 News Release 4.6.5 Website Management 4.6.6 Social Media Specific Functions Setup, Roles and Responsibilities 4.7.1 Crisis Information Centre 4.7.2 Site of Critical Incident 4.7.3 Media Centre 4.7.4 Call Centre Templates 4.8.1 Media Notice 4.8.2 News Release

`3
Crisis Communication Plan Outline by Carrie Voysey

Message from Director of Communications and Development

With the support of the management team, members of the Communications and Development Department have been tasked with managing and distributing information in an accurate and timely manner if and when a crisis occurs at Company X. This is an important task as the safety and well-being of our students, staff, visitors and communities may very well depend on this information to make informed decisions. Each crisis or emergency will require a unique public information response. The involvement of the Trauma Assistance Team (TAT) and members of various departments will be key in handling each situation in a way that is efficient, effective and meaningful. The following crisis communications plan will be used as a tool to successfully coordinate internal and external communication in the event of a crisis at Company X. On behalf of the management team and the Communications and Development Department, I appreciate your involvement and cooperation in advance. Sincerely,

Director of Communications and Development

`4
Crisis Communication Plan Outline by Carrie Voysey

Section 1: INTRODUCTION
1.1 Goal and Objective
Goal The goal of this crisis communication plan is to ensure Company X has procedures, references and resources in place for the accurate and timely coordination of internal and external communication in the event of a crisis; including public and media relations. Objective When a crisis or critical incident has been identified, this crisis communications plan will specifically be used as part of their post-crisis response procedure and in their objective to: Provide accurate and timely information about the critical incident to members of Company Xs community (internal and external audiences). Ensure that the Company Xs values are reflected in the post-crisis response and the reputation of Company X is upheld.

1.2 Crisis Management Strategy

1.2.1 Explanation of Crisis In a general sense, a crisis should be seen as a series of related events, triggered by some occurrence that threatens the organizations reputation or business activities. The crisis may have been foreseen, either as a gradually worsening situationsuch as an oppositional issue growing into a crisisor a number of small occurrences that combine to precipitate the crisis. Alternatively, the crisis may have been a sudden disaster that had little, if any, advance warning. (Unit 2 Notes, PRMN650 [PCOMMGMT-CERT 2010-1] Feb 7, 2011 Managing Risk, Issues & Crisis). Focusing more narrowly, Company X is concerned with the latter description. A crisis, for Company X, refers to a sudden traumatic or critical incident which may: Overwhelm a persons ability to cope. Cause emotional or psychological trauma in those individuals exposed to the incident directly or indirectly. Be usual and suddena powerful incident outside the range of normal human experiences. Have a strong emotional impact that overwhelms the usual coping skills of an individual or group. Be so emotionally impactful that it affects an individuals ability to function normally. Have a varying degree of impact on an individual.

Examples of a traumatic or critical incident include: The death or serious injury of a student or co-worker. Threats of violence. Suicide. Major incidents or multiple casualties. A natural disaster or environmental threats. Crime and violent situations (physical, weapons, hostage). Witnessing a gruesome or emotionally gripping event or other tragedy. `5
Crisis Communication Plan Outline by Carrie Voysey

1.2.2 Applicable Use of the Plan This crisis communications plan was developed to accommodate the requirements of Company X and their likely crises (traumatic or critical incidents) and to help the Communications and Development Department handle Company Xs specific crises more effectively. It is not a document that guarantees success, but rather, a guide that is flexible. Employees of Company X will become familiar with the plan as it is rehearsed and incorporated into the roleplay scenarios that take place at their quarterly meetings (NOTE: See Rehearsal Dates record 4.2.2). As a result, the plan will be updated regularly. This crisis communications plan will inevitably become part of Company Xs larger crisis management plan (once developed) that will include information such as evacuation and lockdown procedures, emergency staffing of various departments, and other instructions pertinent to a crisis. The format and development of this crisis communications plan was inspired by chapter two of Kathleen Fearn-Banks book Crisis communications: a casebook approach. Most of the supporting documents/templates found in section four of this document were taken directly from the Crisis Communication Plans of Meredith College and City of Aurora, Ontario.

Section 2: CRISIS COMMUNICATIONS PROCESS

2.1 Notification
Following the occurrence of a critical incident, notification steps are as follows: 1. Individual(s) aware of a critical incident or crisis notifies the CONTACT. 2. The individual(s) will contact members of management. The Communications Coordinator will also be contacted. 2.1.1 Management Depending on the nature of the critical incident, different members of management may be contacted. However, the CONTACT and the Director of Communications and Development are always contacted. 2.1.2 Trauma Assistance Team this addresses counselling, support, etc. 2.1.3 Crisis Communications Team The Director of Communications and Development and the Communications Coordinator will work with the Crisis Communications Team to facilitate distribution of information as required (NOTE: See Crisis Communications Team 4.4.1). The setup of the Crisis Communications Team will depend on the scale of the crisis and the anticipated level of public concern and media interest.

2.2 Levels of Communications Response

Once the information has been clarified about the critical incident, the Director of Communications and Development and Communications Coordinator will determine the `6
Crisis Communication Plan Outline by Carrie Voysey

potential level of public and media interest in the crisis and the resources that will be required to effectively manage communication issues (NOTE: See Crisis Assessment Form 4.3.1). The crisis levels, which are the same as those mentioned in the City of Aurora Crisis Communications Plan, have been broken down as follows. Level I An incident has occurred that does not pose a threat to public safety or the reputation of the Company X. Communications needs are on an internal basis. There is little or no interest from the public or media. The Communications Coordinator can manage all internal and external information requests or notifications. Level II An incident has occurred that may potentially impact or pose a threat to public safety or the reputation of Company X. There is a threat to public safety. A serious injury or fatality has occurred. There is a threat or minor disruption to the public or a sector of the public. There is moderate interest or concern from the media, general public or other audiences. External stakeholder audiences are involved and there is some local or political involvement. There may be a question with regard to the Company Xs liability. Level III An incident has resulted in multiple injuries or fatalities and has the potential to threaten Company X on many levels. There is a serious threat to public safety. Multiple injuries or fatalities have occurred. There is high interest from the public, media and many other audiences. All levels of political involvement are high. Company Xs performance or reputation may be in question.

2.3 Action Plans

To ensure that Company Xs public information response to a crisis is quick, accurate, sensitive and responsible, the Director of Communications and Development and Communications Coordinator will coordinate all crisis communication with internal and external audiences and media outlets (NOTE: See Internal Audiences 4.4.3 and External Audiences 4.4.2). During a crisis, the President or Director of Communications and Development or Communications Coordinator will act as Company Xs spokesperson. The action plans, which are similar to those mentioned in the Meredith College Crisis Communications Plan, have been broken down as follows. 2.3.1 Level I Response INSERT STEPS FOR RESPONSE 2.3.2 Level II and III Response INSERT STEPS FOR RESPONSE `7
Crisis Communication Plan Outline by Carrie Voysey

2.3.3 Level III Response - Specific Functions (NOTE: See Specific Functions Setup, Roles and Responsibilities 4.7) In a Level III crisis the Crisis Communications Team may be required to staff and provide resources (room, equipment, etc.) for the following key functions:

Crisis Information Centre Site of Critical Incident Media Centre Call Centre

Additional communications resources may be necessary to properly manage a Level III crisis (i.e. other municipalities, regions, or contracted agencies or services). 2.3.4 Ongoing Response The Director and Communications Coordinator will update internal and external audiences about changes to or additional details of the crisis situation via available methods of communication: voice mail, email, social media, information hotline, press conferences, media contacts, phone contact, letters, newsletters, etc.

The Director will determine the frequency of updates based upon availability of facts and other immediate and long-term factors. The Director and Communications Coordinator will continue to collect and disseminate information until the Company X has recovered to pre-crisis status. The Director and Communications Coordinator will monitor coverage of the situation among internal and external audiences and correct misinformation as quickly as possible. The effectiveness of the crisis communications plan will be evaluated and revised as necessary.

2.4 Evaluation
Following the Level II and/or Level III crisis period, the CONTACT will schedule a follow-up meeting with CONTACTS two weeks after the critical incident. Individuals involved in the incident intervention response and communications process may also be invited to this meeting. Follow-up would include:

Evaluation of what changes should occur in the crisis communications plan as a result of the incident and its aftermath (what was successful, what should be improved). Evaluation of what can be learned from the incident and responses to it. Evaluation of the impact on the organization. The setting of rehearsal dates to practice and help implement changes that come out of the evaluation.

The Communications Coordinator will write a brief report of the critical incident, the communication procedures implemented and lessons learned. The report should include recommendations for improvements in communication procedure and policy that were identified from the experience. This report should be distributed to CONTACTS (NOTE: See Evaluation Form 4.2.1). `8
Crisis Communication Plan Outline by Carrie Voysey

3. MEDIA RELATIONS
Media relations are important because most internal and external audiences will receive information about the crisis this way. Therefore, it is important to know how to deal with the media during a crisis and to be prepared (NOTE: See Dealing with the Media During a Crisis 4.5.1). 3.1 Communications Support The Director of Communications and Development and the Communications Coordinator will support media relations activities as follows: Manage and coordinate requests for media interviews. Deliver key messages and provide updates to the media. Set up media interviews and news briefings with spokesperson/area experts. Work with response agencies that have a need to release information to the media about the crisisresearch their position, what they are saying and how joint communication efforts can be managed. Brief and prepare personnel for media interviews/briefings. Prepare and distribute key messages and communication pieces. 3.2 Designating a Spokesperson During a crisis, the President or Director of Communications and Development or Communications Coordinator will act as Company Xs spokesperson. They will be the direct contacts for media interviews and inquiries (NOTE: See Spokesperson Guidelines for Communicating with Media 4.5.2). 3.3 Media Relations Guidelines When dealing with the media in an official capacity, NEVER Respond to media inquiries that fall outside personal experience or expertise, unless otherwise approved. Undermine the safety of response personnel or the success of response and recovery operations. Speculate about events, incidents, issues or future policy decisions. Offer personal opinions. Discuss advice given to superiors. When dealing with the media in an official capacity, ALWAYS Seek advice and support from the Director of Communications and Development and/or the Communications Coordinator when desired or when in doubt about how to respond. Agree to be interviewed only if you personally want to do it. Respect the principal of security, policy, the judicial process and laws governing the disclosure of information. Be honest and courteous. 3.4 Preparing for Media Interviews When possible and appropriate, the Director of Communications and Development and/or Communications Coordinator will prepare personnel for media interviews/briefings by considering: A situation update. `9
Crisis Communication Plan Outline by Carrie Voysey

Needs of reporter(s)story angle, type of reporter, reporter's attitude, questions likely to be asked, other organizations or people the reporter will be interviewing. Publics attitudes (general public, stakeholder organizations, special interest groups). Potentially tough questions or issues that might come up (NOTE: See What the Media will Ask 4.5.3). Key messages. Issues to avoid. Interview or briefing logistics (time, location, format and time limit).

`10
Crisis Communication Plan Outline by Carrie Voysey

CRISIS COMMUNICATIONS PLAN Section 4: SUPPORTING DOCUMENTS/TEMPLATES available upon request

Table of Contents: 4.1 Checklists 4.1.2 Announcements Checklist 4.1.3 Trauma Assistance Team Checklist 4.1.4 Call Centre Team Leader Checklist 4.1.5 Level I Response Checklist 4.1.6 Level II and III Response Checklist 4.1.7 Site Information Coordinator Startup Checklist 4.1.8 Media Centre Team Leader Checklist 4.2 Evaluation 4.2.1 Evaluation Forms 4.2.2 Rehearsal dates record 4.3 Forms 4.3.1 Crisis Assessment Form 4.3.2 Call Centre Log Form 4.3.3 Communication Methods Worksheet 4.3.4 Key Messages Worksheet 4.3.5 Media Inquiry Form 4.3.6 Media Accreditation Form 4.4 Internal and External Contacts 4.4.1 Crisis Communications Team 4.4.2 External Audiences 4.4.3 Internal Audiences 4.4.4 Media Contacts 4.4.5 Company X Management 4.5 Media Tools 4.5.1 Dealing with the Media During a Crisis 4.5.2 Spokesperson Guidelines for Communicating with Media 4.5.3 What the Media will Ask 4.6 Procedures 4.6.1 Crisis Meeting Agenda 4.6.2 Internal Email/Voicemail Broadcast Procedure 4.6.3 Media Notice 4.6.4 News Release 4.6.5 Website Management 4.6.6 Social Media 4.7 Specific Functions Setup, Roles and Responsibilities 4.7.1 Crisis Information Centre 4.7.2 Site of Critical Incident 4.7.3 Media Centre 4.7.4 Call Centre 4.8 Templates 4.8.1 Media Notice 4.8.2 News Release

`11
Crisis Communication Plan Outline by Carrie Voysey