FLORIDA WING GROUP 5
OPERATING INSTRUCTIONS 13-XX
CAPR 190-1
01 July 2013
CRISIS COMMUNICATION PLAN
Table of Contents
Chapter 1 -- GENERAL GUIDELINES AND BACKGROUND ………………….…3
1.1. Purpose …………………………………………………………………………..….3
1.2. Definition ……………………………………………………………………..……3
1.3. Plan Objectives. ……………………………………………………………………4
Chapter 2 -- ReadinessPreparation ……………………………………….....4
2.1. Crisis Communications Team .…………………………………………………..….4
2.2 CCT Members .……………………………………………………………………..4
2.3. Crisis Materials .………………………………………………………..…………..5
2.4. Electronic Resources.…………………………………………..………………….5
2.5. Multiple Crisis Communication Teams ……………………………………………5
2.6. Crisis Center …………………………………………………..……………………5
Chapter 3 – RESPONSE …………………………………………………………….…5
3.1. Immediate Response ……………………………………………………………….5
3.4. Talking Points …………………………………..…………………………………..6
3.5. Key PAO Tasks …………………………………………………………………….6
3.6. Spokesperson ……………………………………………………………………….6
3.7. Media …………………………………………………………….…………………6
3.8. Ongoing Period ……………………………………….…………………………….7
3.9 Recovery Period ………………………………………….…………………………7
3.10 Hot Wash ………………………………………………………..…………….……..7
3.11.Updates ……………………………………………………………….……………..7
APPENDICES
Appendix A: Crisis Communication Team …………………………………...…8
Appendix B:ContactLog ………………………..………………………………...9
AppendixC:Key Messages ……………………………..………………………...10
When you can’t say anything.
Who is your audience?
How to say it.
Key message development.
Crisis communication message triangle ……………………………………….…11
Media crisis coverage cycle.
Sample news release.
TALKING POINTS - Fatalities or serious injuries sustained by CAP members…12
TALKING POINTS - CAP members accused of sexual misconduct………….…13
AppendixD:NewsConferenceGuidelines …………………………..……...... 14
AppendixE:MediaRelationsReminders ………………………………….……15
InGeneral.
Handling Media Interviews: ………………………………………………………………16
Howtoprepareforbroadcastinterviews.
Do'sanddon'tsduringtheinterviewprocess.
HowtohandleyourselfduringaTVtalkshowinterview.
Tipsonappearance………………………………………………………….…….17
Howtorespondduringanewspaperinterview.
Aftertheinterview.
Appendix F:Crisis Center / EmergencyOperationsCentre ……………....….18
Appendix G:ExerciseLog ……………………………………………………...….19
Appendix H: Florida Wing Commander’s Approval …………………….….....20
Appendix I: DocumentRevisionHistory ………………………………..…….21
Chapter 1
GENERAL GUIDELINES AND BACKGROUND
1.1. Purpose. In accordance with CAPR 190-1, dated 17 May 2013, para 7-3: This plan applies to XXXX SQUADRON (SER-FL-XXX). It is the responsibility of the unit staff to be familiar with this plan and use it as a guide in developing a response to a crisis situation. This plan is not intended to change the way emergencies are initially reported. All applicable CAP regulations will be followed in creating initial and subsequent information reports. This plan does not override normal command functions and decisions of incident command staff, however its contents should be part of their training. This plan not only addresses media relations and communications issues, but also includes procedures for the rapid assessment of potentially harmful situations and the methods for responding to these situations quickly and effectively.
1.1.2. This plan supports the FLWG Crisis Communication Plan and the CAP Public Affairs Crisis Policy as published on the National CAP Website. The plan provides policiesandproceduresfortheco-ordination of communications within the organization, and between the organization and any applicable outside agencies (e.g.-the media, regulatory agencies, customers, suppliers, stakeholders andthepublic)intheeventofanemergencyorcontroversialissue.
1.1.3. It is the goal of this crisis communications plan to establish guidelines for dealing with a variety of situations, and to ensure that leaders and communicators are familiar with those procedures and their roles in the event of a crisis. The plan is designed to be used in conjunction with the normal decision-making hierarchy of the wing and does not supplant that decision-making process. Each crisis or emergency will require a unique public information response. The extent of the response will depend on the nature of the crisis.
1.2. Definition. For the purpose of this plan, a crisis situation is any natural, man-made or technological situation deemed by the command echelon as having an impact to the organization, or to the community, state or nation in a way that involved Civil Air Patrol or any of its subordinate units.
1.2.2. These would include, but be limited to, any incident or mishap involving CAP assets or CAP personnel at an organizational activity or event involving serious injury or loss of life. This would also include CAP response to a local, regional or national event of national significance.
1.2.3. A crisis situation may also include investigations by outside civil or military law enforcement or regulatory organizations or similar situations that may require a public response.
1.3. PlanObjectives.
1..3.1 Tofactuallyassessthesituationanddeterminewhetheracommunicationsresponseiswarranted.
1.3.2. ToassembleaCrisisCommunicationTeamthatwillmakerecommendationsonappropriate responses.
1.3.3. Toimplementimmediateactionto:
1.3.3.1. Identifythosepartiesthatshouldbeinformedaboutthesituation.
1.3.3.2. Ensure the flow of accurate and timely information to group and wing leadership, staff, the media and the public during a crisis.
1.3.3.3. Communicatefactsaboutthecrisis.
1.3.3.4. Provide the media with a reasonable level of access per CAP regulations and policy.
1.3.3.5. Make it possible for public affairs staff to develop unified messages in a crisis.
1.3.3.6. Minimize rumors and unnecessary damage to the integrity and reputation of the group & CAP.
1.3.3.7. Counteract inaccurate criticism by providing accurate and honest information.
Chapter 2
ReadinessPreparation
2.1. Crisis Communications Team. A squadron Crisis Communications Team (CCT) is established that consists of key personnel. The CCT exists to advise the commander and to craft the message during a crisis. The Commander makes final decisions after advice from the CCT. A roster of the unit’s CCT can be found as Appendix A to this plan. The CCT List should be updated twice a year on the 1st of January and 30th of June.
2.2 CCT members. Membership of the CCT may vary, depending on the details of the crisis, but will typically consist of the following members:
2.2.1. Unit Commander
2.2.2. UnitDeputy Commander
2.2.3. Unit Public Affairs Officer
2.2.4. Unit Legal Officer
2.2.5. Other staff with experience in working a crisis, or with positions relevant to the details of the crisis
2.2.6. Expert sources as needed
2.3. Crisis Materials. The PAO is assigned the task of maintaining materials to assist in the management of a crisis. As a minimum the PA Staff will maintain the following materials (may be electronic):
2.3.1. This Plan
2.3.2. Roster of the team
2.3.3. Contact information for all unit commanders, relevant region/wing staff members, CAP National HQ and CAP-USAF
2.3.4. Media List (from most current online sources)
2.3.5. CAP fact sheets to include locally produced fact sheets
2.3.6. Positive statistics about CAP (Most of this data can be obtained from, E-services, WMIRS and CAP National Headquarters. Method of collection and assembly will be up to the PA Staff)
2.4. Electronic Resources. The PAO will provide internal information to members about the crisis using email and other channels as appropriate to communicate with CAP members and the public.Evolving technologies should be considered and implemented as appropriate. Email and Web messages can be important to the way CAP tells its stories during crises. External information provided to the media should be placed on the group website (and appropriate wing and subordinate unit websites) concurrently with their release to the media. These electronic communications will be approved by the commander before being disseminated.
2.5. Multiple Crisis Communication Teams. Should a crisis have high severity or affect a large geographic area, Crisis Communications Teams may be activated at multiple levels of the organization. When a determination is made as to which level of the organization is the PRIMARY source for media information, other CCTs should provide support and be prepared to reinforce the same messages, if contacted by the media.
2.6. Crisis Center. It is expected that crisis teams will work virtually through e-mail, phones and conference calls. If the need exists to set up a crisis center, the Unit Commander will determine location, size and scope of activities.
Chapter 3
RESPONSE
3.1. Immediate Response. It is the expectation that most crisis situations be resolved and worked at the squadron or wing level. In these cases, the group PAO is available to serve as a consultant to subordinate unit and wing CCT as needed and appropriate.
3.2. If unit is the primary source for information, the Unit Commander and the Unit PAO will determine if an official statement should be prepared and released. If warranted, they andthe CCT will develop answers to specific questions that may be asked by the media and draft the media statement (release).
3.3. In some cases, it may be appropriate for CAP to make an initial announcement of an accident or incident. In others, it may be better to wait and "see if the media notices." Regardless, if representatives of the media inquire, CAP should make a prompt response and must never answer "no comment."
3.4. Talking Points. As part of this phase, talking points should be developed. (See Appendix C) These are short simple messages that tell our story, emphasizing positive points. They should be agreed to by the crisis team and delivered to all members authorized to speak to the media.
3.4.1. In a major crisis, the media may contact CAP staff at the local, wing and region levels. NHQ/PA or FLWG/PA should provide talking points or guidance about handling these inquiries. This guidance should be forwarded to subordinate units.
3.4.2. If higher echelon does not provide necessary guidance,the unit CCT should consider that it is typically MORE effective for CAP if multiple authorized spokespeople all talk with the media using the same talking points, as opposed to a single member being the ONLY person to grant interviews. As a result, in a major crisis generating broad media attention, there should be authorized spokespeople at the local and group levels provided with an authorized set of talking points.
3.5. Key PAO Tasks.
3.5.1. The PA staff will verify all sources of information.
3.5.2. Rumor control by grounding rumors and crafting response.
3.5.3. The PAO will clear news releases with the Commander as quickly as possible before releasing to the media.
3.5.4. The PAO will log and document all media inquiries.
3.5.5. The PAO will obtain basic information (type of crisis/emergency; time of emergency; actions taken; areas and number of people involved; injuries or fatalities; extent of damage) and prepare an official news release.
3.5.6. The PAO will brief staff and other commanders who may have to answer questions from local media and the Group and Wing PAO will be copied on all statements/releases/advisories issued during a crisis situation.
3.6. Spokesperson. The Commander or designee and PAO are the spokespeople for the organization and will be expected to work with local media. Other CAP members will give information about the crisis to the media only when authorized by the commander or PAO. Otherwise, members should respectfully refer media representatives to the crisis center or designated spokesperson. When the crisis primarily affects a subordinate unit, the Group Commander and PAO are available to assist units and can serve as a local spokesperson as needed.
3.7. Media. Commanders and PAO’s should not be afraid to work with local media in a crisis situation. Many times the local media covering the crisis will be the same media that will cover your unit in good times. CAP is not afraid to tell the truth. Tell it in a way that best reflects on CAP and move on. You will build a better long-term relationship if you are candid in bad or rough times. (See Appendix C-E)
3.8. Ongoing Period. In an ongoing crisis, the PAO (with the help of the CCT) as appropriate will:
3.8.1. Provide, via the news media and on the web, the public and constituents with basic information about the crisis.
3.8.2. Provide, via electronic mail or other means, the membership with basic information about the crisis. Insure that copies of all updates are concurrently sent to higher HQ.
3.8.3. Keep the public, media and constituents informed of the situation and provide advice on what they should or should not do to prevent further damage or loss of life, panic or interference with emergency response efforts. Information will be provided via the group website and via news releases to the area media.
3.8.4. Log all media inquiries and responses. (See Appendix B)
3.8.5. Instruct the public on how to obtain further advice or information.
3.8.6. Provide rumor control by grounding rumors and crafting response.
3.9 Recovery Period. The PAO will issue media updates for as long as necessary, then scale back activities as warranted. Such updates will be posted online.
3.10. Hotwash. Upon termination of the crisis situation, the PAO will schedule a meeting of all key players to review all actions taken and lessons learned. These will be included in an after-action report to be forwarded to the Commander and other appropriate leaders and/or departments and to higher headquarters Public Affairs to include the Group & Wing PAO and CAP National Headquarters/PA.
3.11. Updates. This plan will be reviewed and updated every year in the month of December.
The CCT should interact periodically to discuss the plan and any updates. The Commander will convene these meetings. Results of the meetings and revisions of the plan are to be documented and filed with the plan. Copies of this plan should be addressed to all members listed in the plan and any other personnel who might play a role in the event of a crisis.
///Signed///
XXX, XXX, CAP
XXX
XXX Squadron, Florida Wing
Civil Air Patrol
DISTRIBUTION: 1 Each (Electronic)
Unit Staff
FLWG/PA
Appendix A: Crisis Communication Team
Name / Duty Asignment/Team Role / Contact Information
XXX XXX / Group Commander
(Team Leader) / Address
home:
work:
cell:
Call sign:
XXX XXX / Deputy Commander
/ Address
home:
work:
cell:
Call sign:
XXX XXX / Public Affairs Officer
(Spokesperson) / Address
home:
work:
cell:
Call sign:
NAME / Legal Officer / Address
home:
work:
cell:
Call sign:
NAME / Address
home:
work:
cell:
Call sign:
AppendixB:ContactLog
< A log should be established to record all telephone calls from the media or other parties inquiring about the crisis. This will help to ensure that the many callbacks required are not overlooked. It will also assist in the post-crisis analysis.
The contact log should contain the following information:
Date|Name,Title,CompanyandTelephonenumberofcaller|Questions(s)asked| Person responsible for response | Additional follow-up needs>
Date / Caller / Topic / FollowUpName: Title: Company: Telephone: / By: Action:
Name: Title: Company: Telephone: / By: Action:
Name: Title: Company: Telephone: / By: Action:
Name: Title: Company: Telephone: / By: Action:
Name: Title: Company: Telephone: / By: Action:
Name: Title: Company: Telephone: / By: Action:
Name: Title: Company: Telephone: / By: Action:
AppendixC:Key Messages
WHEN YOU CAN’T SAY ANYTHING:In some circumstances, informationmust be withheld from the public. Classified information, details of law enforcement investigations, private medical reports, allegations of CAP member misconduct, and some personal data cannot be discussed. If these issues arise, explain why the information cannot be discussed and then bridge back to key messages. Avoid talking about cause, blame, and costs. These issues can be addressed following the crisis. Inform the commander and PAO at the next level of command of these inquiries.
WHO IS YOUR AUDIENCE: When dealing with the media during a crisis, it is often easy to forget that the people we are actually trying to reach are the members of the public. When developing statements about the crisis, remember that you have multiple audiences:
•Community, state and nation.
•Local populations, including non-English speaking, special needs, etc.
•Friends and family of Civil Air Patrol members.
•Civil Air Patrol members not responding to the event.
•Other agencies responding to the incident and their families.
•Other stakeholders.
•Media.
HOW TO SAY IT:
• Determine what information and messages you want to communicate, and know what you do not want to say or what you cannot discuss.
• Be clear and concise – don’t ramble. Keep your statements short. Phrase things so that a 12-year-old could understand.
• Stick to the facts and key messages.
• If you don’t know, say so. Never lie.
• Never speculate (―what if questions). Speculation can lead to the perception that the crisis is much more severe than it is.
•Be first with the information – slow release of verified information will lead the media to other, possibly less credible, sources.
•Be empathetic and reassuring – even a small crisis can be devastating to those involved.
•Stay positive yet realistic – public confidence in the response effort is critical.
Communicate technical details clearly – avoid jargon and acronyms; have visuals such as maps or models available for enhanced explanations.
•Do not repeat negative words from questions.
•Speak only about your agency and what it is doing.
•Off the record? No such thing.
KEY MESSAGE DEVELOPMENT: All statement should consist of no more than three or four key messages you want to convey to the public. In the initial stages of a crisis, information about health and safety should constitute the primary message. Other key messages should have information to calm the public, such as what is being done to respond and recover from the crisis, commitment to solving the problem, levels of expertise involved, and statements of concern. Try to phrase your key messages in 10-to 12-word sound bites for ease of understanding.
CRISIS COMMUNICATION MESSAGE TRIANGLE:
Immediately following a crisis, the public will want to know three things:
What happened? These facts should be released as soon as the information is confirmed. Updates should be frequent and numerous.
What does it mean to me? Place yourself in the public’s shoes. Provide people with information to enhance their safety and address potential concerns they may have. Fear of the unknown is greater than fear of the facts.
What are you doing about it? The public wants to get back to normal‖ as soon as possible. Tell people what you are doing to control the situation and return order. Explain how the process will work, how long it could take, and what can be expected.