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Crisis Response & Communication PlanningWorkbookTABLE OF CONTENTS1. Identify the crisis planning team2. The Crisis Audit2.1 Evaluating Crisis Potentiala) Size/Scope of your associationb) Public/industry profilec) Potential vulnerabilities and possible crisis scenariosd) Establish Monitoring (Early Warning) Systemse) Documenting current procedures and policies3. Identification and Location of Resources4. Crisis response team members and responsibilitiesa) Selecting the crisis team members and spokespersonb) Qualifications for and identification of spokesperson(s)c) Decide on response levels/Teams5. Contact Listsa) Key association members/personnel listb) Associations/Company board member listc) Federal government/provincial government/public health officer checklistd) Template of commodity/other organizations and stakeholderse) Producers/growers/members list6. Developing Crisis Scenario Modules7. Crisis Documentation8. Writing and Assembling the Crisis Manual9. Test out the Crisis Response PlanAppendix A: Example of crisis team members and responsibilities Appendix B: Other checklistsCrisis Response & Communications PLAN - WorkbookThe workbook section of the crisis plan will walk you through the development of a crisis communications plan. This section includes worksheets and checklists to facilitate the process.1. Identify the crisis planning team.A crisis-planning team is composed of a core group of managers from all sectors of your association. It is important to note that these individuals may or may not serve later on as your on-going crisis response team. At this point, their purpose is to give you the perspectives of all the key departments: production, purchasing, sales, marketing, quality control, safety, transportation, legal, and communications.Crisis Planning Team Members (List as many as applicable):2. The Crisis AuditAssess your association’s present situation by conducting a "crisis audit." Thi s means taking a very close look at your operations and identifying potential vulnerabilities and possible crisis scenarios. It also means documenting current procedures and policies of your organization—especially those regarding good manufacturing practices, including those to reduce risk of microbial contamination; what pesticides are used on what crops; how produce/product is labeled for shipping; and, what mechanisms are in place for communicating externally and internally. If you work for an association or commodity board, it is necessary to review its policies and positions on product safety, animal health, etc., update them, make additions (with member input) if necessary, and communicate these to the members.2.1 Evaluating Crisis Potentiala) Size/Scope of your associationInformation related to size is important because the bigger and more diverse your organization, the greater the possibility for problems to occur. By taking a hard look at the size and complexity of your organization, you will get a better sense of how a crisis would affect your operations. The information can also be used as a part of a fact sheet for dissemination to media and other key audiences.Association/Company InformationNumber of Employees/Producers/:____________________________ Number of Facilities: ____________________________Locations of Plants/Operations/Farms: ____________________________ Range of Products/Animal Herds/Crops: ____________________________ Number of Customers: ____________________________Years of Operation: ____________________________Food Safety Record: ____________________________b) Public/industry profileInformation on perceptions of your company can help determine how big a "target" you may be in a crisis. If formal research on consumer perception of your industry has been conducted on this area, include it here and use it in the team discussion. Assess the following:i ndustry visibility among customers and consumersr elations with activist/special-interest groups (list those you work with)r elations with regulators (list all regulatory agencies you cooperate with)r elations with trade associations (list all of your national, provincial, and local affiliations)Documenting this information will help you identify resources for information and support during a crisis. Make sure your contacts are current.c) Potential vulnerabilities and possible crisis scenariosIdentify potential vulnerabilities and possible crisis scenarios (e.g. outbreak of disease, product recall, use of illegal pesticide, etc.)1.______________________________________________________________ _____2.______________________________________________________________ _____3.______________________________________________________________ _____4.______________________________________________________________ _____5.______________________________________________________________ _____6.______________________________________________________________ _____7.______________________________________________________________ _____8.______________________________________________________________ _____9.______________________________________________________________ _____ etc.Note: If a product recall is identified as a potential crisis scenario, see Appendix B of this document (Other checklists) to develop a product recall protocol.d) Establish Monitoring (Early Warning) SystemsIn many crisis situations, there are warning signs. If detected early enough, they can help the crisis team better prepare for and manage crises, minimizing the impact on the organization.The crisis audit should provide a good list of the key issues to monitor. Some may be internal, such as employee-relations problems, and operational procedures. Others will be external -- the actions of public interest groups, or media coverage of related events. Each member of the crisis response team can be assigned a key issue to monitor in the following ways:s ubscribe to and track the trade publications and newsletters specific to the issue.m onitor trade and special-interest groups pertinent to the issue.e stablish contacts within regulatory agencies, state health departments, trade associations, and other organizations who can provide "intelligence" on emerging issues and serve as resource in times of crisis.a sk the public relations director or outside public relations counsel to provide additional monitoring through major media, wire services, and the Internet.A system should be established for keeping the crisis team up to date on each issue. It is up to the members of the organization to decide how updates should be handled.e) Documenting current procedures and policiesDocumenting current procedures and policies of your organization -- especially those regarding good manufacturing practices, including those to reduce riskof microbial contamination; what pesticides are used on what crops; how produce/product is labeled for shipping; and, what mechanisms are in place for communicating externally and internally. If you work for an association or commodity board, it is necessary to review its policies and positions on product safety, animal health, etc., update them, make additions (with member input) if necessary, and communicate these to the members.List of current procedures and policies that need to be examined and documented1.______________________________________________________________ _____2.______________________________________________________________ _____3.______________________________________________________________ _____4.______________________________________________________________ _____5.______________________________________________________________ _____6.______________________________________________________________ _____ etc.Identify all the relevant legislation concerning your commodity, or products. Consult the Ontario Ministry of Agriculture and Rural Affairs (OMAFRA) to ensure that nothing has been omitted.Identify all responsibilities required from your organization that existing within provincial or federal crisis plans.Prepared company policies and statements regarding the following may be appropriate (check all that apply):C ritical Control Points (CCPs)F oodborne pathogensT esting for residues and/or pathogensQ uality and/or safety control systemsS afe transportation and storageW orker hygiene/sanitationW ater quality issuesH erd health recordsP ractices and documentation of antibiotic usage on herd animalsP esticide usage (which ones, when, how much, on which crops)W hat best management practices do you have in place to minimize microbial contamination?O thers (Include any others not mentioned here)It is also prudent to:E valuate and analyze the probability of certain threats occurringD efine the problems such events would presentE stablish actions and measures to take to reduce the risks that such events would pose; andP rotect company assets, employees and others if such events were to occur 3. Identification and Location of ResourcesIdentify all communications resources that would be needed during a crisis and document where they are located and/or how to obtain them (e.g. extra phone lines, fax machines, computer(s) for emailing and web updates, telephones, web master, government resources, etc.)4. Crisis response team members and responsibilities(Note: It may be necessary to do this on a case by case basis.)There are two important matters to consider in this section:a) Selecting the crisis team members and spokesperson:i. Qualifications for crisis management team membersThe people selected for the Crisis Management Team should generally have the same qualities that make good managers in any situation. The team should include people who are:P erceptiveI ntuitiveK nowledgeable in one or more functional areaA ble to accept additional responsibilityC lear thinkersD ecisiveC alm under stressC apable problem solversList candidates:______________________________________________________________________________________________________________________ _______________________________________________________________________ _________b) Qualifications for and identification of spokesperson(s)Selecting the right crisis communications spokesperson is essential. How your company handles all aspects of the communications necessary during a crisis will either make or break your association in the eyes of the public. As well, having one spokesperson for all media communications is best to ensure the consistency of messages and response communications. But it is also prudent to identify a back-up person in the event that the main, or delegated, spokesperson is unavailable or is implicated in the crisis.To be effective, a crisis communication spokesperson must (Covello, 1995): b e someone of sufficient authority to be accepted as speaking for the company;p ossess relevant technical knowledge about the crisis;b e able to express technical knowledge in a way that can be understood by the news - media and the average person;b e able to respond to sensitive questions;b e resourceful and a quick learner;b e able to make decisions;p ossess excellent communication skillsb e able to work well under pressureb e perceived as highly credible by the news media and the public;b e able to learn from mistakesOther Deciding Factors (Covello, 1995)r esources for identifying and training company spokespersonse stablished relationships and patterns of communication with affected audiences as the normal course of businesss everity of the crisisl iabilities, for the person or for the companyc onflicts with other crisis management responsibilitiesa nticipated legal issuese xpected level of media intereste xpected level of public intereste xpected level of government involvementCandidates:____________________________________________________ _______________________________________________________________________ ______________________________________________________________________ ________Outline the team members and their responsibilities. The crisis team members may include other key managers and outside council. Your association’s team will need to be customized to fit your needs. See appendix A for an example of a company crisis team with the responsibilities of each member outlined.c) Decide on response levels/TeamsLevel I: Plan implementationOutline all parties involved in deciding to activate the response plan.Level II: Rapid responseThe response is to be managed by a team responsible for coordinating the association/company response. List all level II members and contact numbers/email. Also list resources (PR firms, etc) for the level II team. The team should be in constant contact throughout the crisis period.Level III: Crisis communicationsThis group is responsible for carrying out communications with key audiences (List audience/responsibility). The level III team should meet as often as necessary and be provided with information sources and materials for distribution. The team can meet by conference call, and meetings should probably be at least daily in the first few days.5. Contact ListsCreate Emergency telephone lists and contact information for the following communication channels/information sources:a) Key Association members/personnel list- These people are those who need to be contacted in the event of a crisisb) Associations/Company Board member list- Not all of these people will need to be contacted for each crisis, but their contact information will be available if the crisis affects them.c) Federal government/provincial government/public health officer checklist- This checklist will ensure the necessary officials are contacted and are aware of the situation. This list should be updated every six months to ensure accuracy.d) Template of commodity/other organizations and stakeholders- This will be an exhaustive list of industry organizations and stakeholders. Not all of these will need to be contacted for each issue, but their name; their contact person and phone/fax will be readily available.e) Producers/growers/members list- This will be a complete listing of producers and/or growers that the organization represents. This type of list will prove to be useful in event that important information regarding actions needs to be disseminated to the producers themselves.The communication/notification section should also include:- For each scenario, outline to whom and where information relevant to the crisis situation will be disseminated and through which channelse.g.a dd an update/info page on web site specifically for the crisis situationb roadcast FAX to association leaders, member organizations, and stakeholder organizationsb roadcast FAX to retail partnersn ews releases/statements to consumer media and trade median etworking resources employed by level III staff (telephone, email, listserv, Fax)Vehicles for notifying key audiences include:i nternal mechanisms for reaching consumers, employees, sales force, etc.c ustomer hotlinem ailing lists/fax numbers for local, provincial, and federal government offices m ailing lists/fax numbers for customers, suppliers, distributors, unions, interest groups, trade associations, etc.6. Developing Crisis Scenario ModulesAside from some information that will be common to all issues, there will be key procedures specific to each priority issue. Common information that should appear at the front of each scenario in the crisis response plan are:C risis team organizational chart and prescribed roles for each team member, andN ames and phone/fax numbers (including home) of crisis team members to contactSpecific modules for each issue should be developed and include:a holding statement for media inquiries (e.g. the organization is aware of the situation, is investigating the details, and will inform the public as soon as the details are known).k ey external audiences to contact, their phone/fax numbers (e.g. customers,suppliers, distributors, health officials, growers-shippers, sales force, employees, government agencies, trade organizations, media: media contact list can be tailored to the issue, may include key reporters covering particular issue).d esignated organization spokesperson (this is critical for dealing with media). If possible use only one spokesperson to provide consistency and avoid media confusion about whom to contact. This spokesperson should be at a level within the organization that is senior enough to speak with authority.o rganization position on the issuek ey messagesa nticipated questions/responsest hird-party experts (and contact information)b ackground information on topics that might be relevant to the issue (e.g. newspaper/magazine articles, copies of speeches delivered by government officials and food safety specialists, and statements/position papers issued by government agencies).Position Statement/Messages Example: The ideal position on an issue is one that mutually benefits the organization, the affected audiences, and the greater public good. Messages are then crafted to communicate the position, resulting in the perceptions you want to create about the company or organization.D raft media releases and statements- Draft news releases and statements for a few possible scenarios. These will need to be adjusted for a specific issue, but the template will be available with key message informationD raft stakeholder letters- A letter template (for each issue) should be included to notify and reassure stakeholders if a crisis appears.M edia release/statement checklist- This checklist will make sure the release or statement follows a standard format, including heading, content and tone.*** See worksheet A. Duplicate as necessary for number of scenarios.Work Sheet A:Crisis Scenario Module OutlineCrisis Scenario:__________________________________________________________________________________________________________________ Background Information on the issue and related topics:______________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ________etc.Crisis Team Members:Company Spokesperson:__________________________________________________________________________________________Back-up Company Spokesperson:______________________________________________________________________________________(Work Sheet A continued… )Position Statement:___________________________________________________________________________________________________________________ _____________________________________________________________________ _______Key Messages:1.______________________________________________________________ _____2.______________________________________________________________ _____3.______________________________________________________________ _____4.______________________________________________________________ _____5.______________________________________________________________ _____6.______________________________________________________________ _____etc.Key external audiences to contact, their phone/fax numbers (see lists created in step 4):Third-Party Experts (and contact information):Question & Answer list:- Includes as many anticipated questions as possible that a reporter or consumer may ask. The responses should be modeled after the key messages (see above)Question 1:______________________________________________________ Answer:________________________________________________________ Question 2:______________________________________________________ Answer:________________________________________________________Question 3:______________________________________________________ Answer:________________________________________________________etc.Draft media releases and statements- Draft news releases and statements for a few possible scenarios. These will need to be adjusted for a specific issue, but the template will be available with key message informationDraft a press release here:FOR IMMEDIATE RELEASEDATE (Insert here)HEADLINE (Insert here)______________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ _________For further information please contact:Contact nameAddressTelephone/fax/emailWebsite addressDraft stakeholder letters- A letter template (for each issue) should be included to notify and reassure stakeholders if a crisis appears.Draft a letter template here:Association NameAssociation Address(Use association letterhead if desired) DateStakeholder addressSalutation:______________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ _________Sincerely,Company President/ Chair7. Crisis DocumentationA log of timeline and events that presented themselves during the crisisL og of who contacted the association- Media contacts (total number of contacts, who the contacts were, what information was requested)etc.- Consumer contacts (total number of contacts, who the contacts were, what information was requested (if possible))etc.A ssess efficiency and effectiveness of response once it has been released to the appropriate audience. Rate the response effectiveness on a scale of 1 to 5, where:1 = not effective2 = effective (adequate)8. Writing and Assembling the Crisis ManualIdentify an individual from the original crisis planning team to pull the different elements together create a formal written document.a) Compose an introduction section for the manual that outlines what its purpose is and what it is designed to do. You should include an accepteddefinition of what constitutes a crisis and the importance of crisis preparedness.Draft your introductory section here:______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________etc.b) The next paragraph should outline any pertinent general background information or consumer perception information that is relevant to your industry/product/commodity.______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________________________________ ______________________________________c) Assemble the different sections in a coherent and cohesive manner. Include a table of contents.e.g.I. Introduction/Purpose/DefinitionII. Background Information and Profile/Attitude ResearchIII. Introduce Potential Scenarios and the OutlinesIV. Resource of all contact lists and information sourcesV. etc.??. Appendicese.g. - Appendix A. Association policies and proceduresd) Review the document and make any necessary changes9. Test out the Crisis Response PlanIt is of utmost importance that the manual be tested—by running mock incidences—to try and work out any potential barriers to its implementation during a real crisis. An untested plan is a paper plan and is effectively an unworkable one. It is of no consequence if the incident that initiates the crisis response process is real or fabricated. It is necessary to analyze the effectiveness of the plan and to find out what works and what does not. It is not necessary to test all sections of the plan at once, which would be ideal. But ensure that all sections are assessed within six (6) months of the plan's existence.References:Arkin, E.B. 1989. Translation of risk information for the public: message development in Effective Risk Communication ed. by V.T. Covello, D.B. McCallum and M.T. Pavlova. Plenum Press. New York. pp. 127-135.Clarke and Company. 1999. The crisis councelor, Spring: Vol. 2, No. 3. The Crisis Communications Center of Clarke and Company, Boston, MA. Covello, V. 1992a. Risk communication: An emerging area of health communication research in Communication Yearbook 15 ed. by S. Deetz. Newbury Park and London, Sage Publications. pp. 359-373.Covello, V.T. 1992b. Trust and credibility in risk communication. Health Environ. Digest 6: 1-5.Covello V. 1995. Risk Communication Paper, Opening The Black Box Risk Conference, Mcmaster University.Covello, V.T., Fischhoff, B., Kasperson, R.E., and Morgan, M.G. 1993. Comments on "the mental model" meets "the planning process". 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