CRISIS COMMUNICATION PLAN
Abby Deroche
Brennan Doussan
Kayla Hamilton
1
I.
BACKGROUND
3
HISTORY ...……………………………………………………………………………………………………………………………. 3
MISSION, VALUES, AND PUBLICS ……………………………………………………………………………………. 3
SWOT ANALYSIS ………………………………………………………………………………………………………………… 4
II.
LSU UNIVERSITY RECREATION CRISIS COMMUNICATION PLAN
5
INTRODUCTION …………………………………………………………………………………………………………………. 5
ACKNOWLEDGEMENTS ……………………………………………………………………………………………………. 6
PURPOSE & OBJECTIVES OF THE CRISIS PLAN .…………………………………………………………… 8
LSU UREC STAFF CRISIS REHEARSAL DATES………………………………………………………………. 8
POSSIBLE CRISES FACING LSU UREC……………………………………………………………………………. 10
FRAMEWORK FOR CRISIS PLANS………………………………………………………………………………….. 12
CRISIS PLAN #1 (EXAMPLE): EMERGENCY INJURY………….……...………………….………………. 13
CRISIS PLAN #2 (EXAMPLE): COVID-19 SPREAD IN FACILITY………………………………….. 18
CRISIS COMMUNICATION TEAM …………………………………………………………………………………… 23
CRISIS COMMUNICATION CONTROL CENTER ……………………………………………………………. 23
IDENTIFY THE SPOKESPERSON ……………………………………………………………………………………. 24
LIST OF EMERGENCY PERSONNEL & LOCAL OFFICERS …………………………………………… 26
LOCAL AND UNIVERSITY OFFICIALS …………………………………………………………………………….27
LIST OF KEY PUBLICS AND MEDIA ……………………………………………………………………………... 28
MEDIA RELATIONS TIPS AND TRAINING……………………………………………………………………. 30
III.
APPENDIX
31
LSU UREC EVACUATION MAPS …………………………………………………………………………………... 31
SAMPLE PRESS RELEASE (CRISIS 1)........…………………………………………………………………….. 32
SAMPLE SOCIAL MEDIA & WEBSITE POSTS (CRISIS 1) ................................................... 33
SAMPLE PRESS RELEASE (CRISIS 2) ………………………………………………………………………...… 35
SAMPLE SOCIAL MEDIA & WEBSITE POSTS (CRISIS 2) ………………………………………...… 36
POST-CRISIS EVALUATION FORM ………………………………………………………………………………. 39
REFERENCES ………………………………………………………………………………………………………………...… 42
2
I.
Background
A. History
The LSU UREC opened its doors in 1992 and has renovated and expanded its amenities over
the years.
In 2013, the facility built a challenge course across the street from the complex, which contains
high and low elements that focus on team building activities. In August 2014, the recreational
center made numerous expansions to other LSU recreational facilities across campus. It
expanded its current field complex on River Road and Gourrier Avenue into a 27-acre complex
by moving and replacing four lighted softball fields and four lighted multi-purpose fields. It
also expanded fields to include areas that encompass four softball fields in a wagon wheel
configuration. The university recreational facility also added 344 parking spaces and nine new
tennis courts at the UREC complex.
In September of 2017, the University Recreational Center went through significant renovations
and held a ribbon-cutting ceremony for its grand reopening. The updated facility now includes
an updated indoor swimming pool, newly redesigned locker rooms, expanded 13,000 sq. ft. of
cardio/weight space, and added numerous amenities to the existing facility. The new UREC is
approximately 250,000 sq. ft. and its amenities include:
●
Approximately 1/3 mile indoor jogging trail
●
Turfed Functional Training Area
●
Indoor Sloped Training Ramp
●
35 ft. climbing wall and bouldering area
●
Outdoor pool area with LSU logo-shaped lazy river and an eight-lane heated lap pool.
●
Three indoor courts for basketball, badminton, futsal, volleyball, or any other open
recreation needs to give students eight total indoor courts.
●
Fitness Assessment Center
●
Boxing Studio
●
Mind/Body Studio
B. Mission, Values, and Publics
Appealing to all LSU students, faculty and staff, alumni, and affiliates, the UREC strives to
provide a safe, clean and healthy environment for all its publics. The program’s mission is to
provide exceptional recreational facilities and programs that inspire, educate and empower
students and other members to cultivate active lives through the values of learning, excellence,
active living, diversity and inclusion, and service.
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C. LSU University Recreation Analysis
The S.W.O.T analysis is a framework used to analyze the strengths, weaknesses, opportunities,
and threats of the given organization and environment. An analysis is crucial to determine
possible crises and create future crisis action plans.
Strengths
● LSU UREC follows CDC COVID-19 regulations set by the state and local government
officials to protect all UREC staff and members’ health and safety.
● The facility offers all-inclusive facilities and programs such as personal trainers for
individuals with disabilities, gender-neutral bathrooms, and gender-neutral intramural
sports teams and guidelines.
● LSU UREC created the LSU Safe Space Training course to familiarize individuals with
the LGBTQ community and create a safe and welcoming space for LGBTQ members.
● The facility offers a welcoming and inclusive team of staff members and a strong
student employment workforce.
● The UREC offers a robust collaborative team environment and encourages high student
involvement through group classes, sports clubs, intramural events, and numerous
fitness training and education levels.
● Employee crisis management training
● The UREC’s layout provides large, private spaces for all UREC members and
encourages a social environment.
Weaknesses
●
The LSU UREC financially prioritizes new UREC renovations through student fees with
intentional disregard to student’s educational finances.
●
Students have to pay UREC dues if they’re full-time students during the summer, even
if they are not using the facility.
●
The location is troublesome for students as parking is not easily accessible, forcing
students to find alternative transportation to use the UREC’s amenities. Though there
are forms of campus transportation offered, there is a lack of communication efforts to
alert students of the campus-provided transportation.
●
A lack of landmark security monitors onsite to check temperatures and LSU’s daily
symptom tracker at the door upon entry.
Opportunities
●
The LSU UREC could expand its inclusivity training on more than just LGBTQ training,
such as training on different ethnic backgrounds, religions, cultures, etc.
●
The University Recreation Center could pause membership fees during inactive
periods/semesters.
4
●
The UREC could disperse the exact workplace training requirements among all staff
workforce levels to create cohesive preparedness and communication.
●
University Recreation could increase its COVID-19 safety precautions by providing
temperature checks at the door and proper cleaning of equipment and all amenities on
a timed schedule.
●
The recreational center could increase parking accessibility and the communication
efforts made to educate students on campus-provided transportation and parking
available.
Threats
●
The potential spread of COVID-19 throughout the facility could infect students, faculty
and staff, and other passers-by.
●
The possible occurrence of a UREC member injuring themselves using machinery,
equipment, or any other UREC amenity on site.
●
The high expenses needed to use the UREC amenities could potentially decrease
membership.
II.
LSU University Recreation Crisis Communication Plan
A. Introduction
As a crisis can occur unexpectedly, it is crucial to ensure that plans are pre-prepared to prevent
the problem from becoming more devastating to the client and its stakeholders, and the public.
The purpose of this crisis plan is to prepare the crisis management team and communications
team, the UREC’s staff members, and stakeholders for potential crises that may occur. The
entire University Recreation staff’s responsibility is to be equipped to handle any disaster type.
Whether the situation is minor or major, people and stakeholders can and will be affected.
Examples of possible crises include but are not limited to safety hazards, natural disasters,
campus intruders, staff mishandlings and communications, the spread of COVID-19, and other
illnesses. The LSU University Recreation crisis communication plan details each crisis plan,
minor and major, and addresses the established procedures for each specific crisis.
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B. Acknowledgments
By signing this document, I verify that I have read this crisis management plan. I also
acknowledge that I have gone through proper training and preparation to follow and
implement all of this plan’s procedures.
Laurie Braden, Executive Director of
University Recreation
Caitlin Walters, Assistant Director of
Adventure and Experiential Learning
____________________________________________
(Signature and Date)
____________________________________________
(Signature and Date)
Jerrod Jackson, Associate Director of
Programs and Outreach
Troy Lukas, Assistant Director of Aquatics
____________________________________________
____________________________________________
(Signature and Date)
(Signature and Date)
John Nickerson, Associate Director of
Brittany Morriss, Coordinator of Aquatics
Marketing, Communications &
Assessment
____________________________________________
(Signature and Date)
Chandra Pidgeon, Associate Director of
Business Administration
____________________________________________
(Signature and Date)
Brad Wilson, Associate Director of Project
Management & Facility Services
____________________________________________
(Signature and Date)
Jeff Brocato, Manager of Outdoor
Operations
____________________________________________
(Signature and Date)
Drew Cantwell, Assistant Director of
Facility Operation
____________________________________________
(Signature and Date)
____________________________________________
(Signature and Date)
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Madeline Leblanc, Coordinator of Outdoor
Operations
Ryan Evans, Computer Analyst III IT
____________________________________________
____________________________________________
(Signature and Date)
(Signature and Date)
Amy Gardener, Assistant Director of
Hunter Lero, Coordinator of Maintenance
Training and Development
____________________________________________
____________________________________________
(Signature and Date)
(Signature and Date)
Dalton Rainwater, Assistant Director of
Crystal Hebert, Manager of Business
Maintenance
____________________________________________
____________________________________________
(Signature and Date)
(Signature and Date)
Jade Newell, Coordinator of Marketing
Bre’una Keeton, Assistant Director of
and Promotions
Fitness and Wellness
____________________________________________
____________________________________________
(Signature and Date)
Ethan Kerr, Coordinator of Fitness and
Wellness
____________________________________________
(Signature and Date)
(Signature and Date)
Kaci Robillard, Coordinator of Student
Employment
____________________________________________
(Signature and Date
7
C. Purpose and Objectives
The purpose of this crisis plan is to provide UREC members, students, and staff with the
essential information needed to respond to a crisis in a timely, efficient, and detailed manner.
This plan will focus on effectively preparing COVID-19 health and safety precautions and other
emergency procedures such as gym member injuries, natural disaster evacuation protocols, and
inappropriate staff responses. The objectives of this plan include:
●
To respond to immediate COVID-19 health and safety threats to all UREC staff
members and stakeholders’ well-being.
●
To respond to the crisis’s emotional and physical impacts on all UREC members,
students, and staff.
●
To demonstrate trust, confidence, and credibility in LSU UREC crisis preparedness.
●
Work closely with all LSU UREC staff members to resolve the situation as promptly and
effectively as possible.
●
To work closely with all LSU UREC staff members to properly educate and train
individuals to handle crises.
D. LSU UREC Staff Crisis Training Sessions and Rehearsal Dates
Rehearsing potential crises is essential for the organization’s operations to prepare for different
situations that may arise. The required practice of these crises in this handbook is to be used as
a reference to give the UREC staff realistic scenarios that will be beneficial when a problem
occurs. Crisis response strategies should be rehearsed annually unless the organization deems
additional rehearsal is necessary. The next page consists of a record holder for the UREC’s
rehearsal dates, time, location, and members present.
Crisis Rehearsed
Name of Members
Location
Date and Time
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E. Possible Crises Facing LSU University Recreation Center
All crises, minor or major, must apply the acronym “F.A.S.T.”:
F: Find the problem
A: Assess the situation
S: Start communication
T: Take action and give care
Listed below are five possible crises that may occur and/or impact LSU’s UREC, such as all
crises that arise at the complex, health and safety of all members/employees, proper
employee/member conduct, and emergency protocols.
●
A gym member injures themself on-site.
With the mishandling of emergency procedures, members and staff will lack trust and
reliance on the UREC and handle emergencies. Whether a gym member injures
themselves using UREC machinery, improper evacuation procedures for natural
disasters and other campus evacuation needs, or staff members mishandle an
injury/environmental situation due to lack of training. The handling of emergencies
within the facility through health and safety, evacuation procedures, and emergency
codes are imperative to the structure and management of the UREC and its
stakeholders. (make a little broader and label as injuries in the UREC)
●
Gym members protest the facility.
Protests occur at the UREC as members who cannot afford or are unaware of the
expensive finances attempt to pressure the UREC financial department. Students can
not opt to remove or lower the high UREC fees. Members demand accommodations
outside the facility. The UREC's first goal is to ensure its members' safety and
well-being before handling their wants and needs. Officials must accurately address
their concerns and try to establish new models to avoid future protests/riots.
●
A COVID-19 positive member entered the facility and spread COVID.
The coronavirus is a highly contagious disease that usually causes mild to moderate
upper-respiratory tract illnesses, similar to the common cold. However, COVID-19 may
cause severe illness and even death. A COVID positive member entering the facility and
spreading the virus will lead to doubt and speculation of the UREC’s handling of
COVID-19 related procedures that are in place. Assuring members that are going to the
facility will not lead to being exposed to COVID is imperative.
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●
Staff members potentially showing members how to misuse the equipment.
The staff dynamic needs to be evaluated and organized through proper training,
protocol and expectations as potential crises can occur within a miscommunicated
UREC team. The potential crisis that could arise if a staff member improperly showed
members how to use equipment can lead to an unreliable staff and facility. A
miscommunicated staff can also negatively affect recruitment and future employees.
Implementing annual renewable missionary training courses, internal communication
courses to communicate toward members’ needs appropriately, and workplace
etiquette expectations to alleviate mishandling will help communication efforts from
the UREC.
●
A transgender participant on an intramural team is discriminated against by other
team members.
As membership within the UREC is more diverse, many minority groups should feel
welcome and accommodated. A transgender participant on an intramural team is
discriminated against by other team members, shows discrimination, despite the
UREC’s commitment to inclusivity. Kinds of discrimination as racism, sexism, ableism,
ageism, classism, LGBTQ+ phobia, and intolerance based on religion or national origin
affect the UREC operations. While there is a statement for the commitment to diversity,
it must be shown to UREC members and staff with zero tolerance procedures to provide
a more inclusive environment.
Crisis Plan Justification:
The following pages lay out a detailed crisis plan for two specific crises. In the first crisis
scenario, a gym member injures themself on-site, causing an emergency. The second scenario
is a COVID-19 positive member entered the facility and spread the virus. The justification for
using these two plans is to help the organization effectively detect, restrain and learn from
specific crises.
It is imperative to remember that a crisis plan should be detailed, specific, brief, and easy to
read. This plan provides contact information, tips, knowledge, and messages needed for
stakeholders. It is relevant to note that some persons may not operate at the expected capacity
due to shock or emotions of the situation.
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F. Framework for Crisis Plans
The following two crisis plans, first for an on-site injury concerning gym members and second
for a COVID-19 situation, will follow the three-stage crisis management model by Coombs
(2015). The three-stage model consists of:
1. Pre-crisis (What to do before a crisis.)
2. Crisis Event (What to do during a crisis.)
3. Post-crisis (What to do after a crisis.)
Each stage of this model consists of separate substages or sets of actions that UREC staff
members should follow during that specific stage. This approach allows for a unified system
for organizing and utilizing the various opinions of professional crisis managers.
1. The first stage is Pre-Crisis, which involves three substages: (1) signal detection, (2)
prevention, and (3) crisis preparation. It should be noted that this stage is named
pre-crisis, signifying that organization members should be continuously working to
prepare for crises before they occur. Being able to detect a crisis before it happens will
allow the organization to decrease the intensity of the crisis as a whole. LSU UREC
should implement Boyd’s OODA Loop throughout this stage, which is: (1) Observe, (2)
Orient, (3) Decide, and (4) Act. Using the OODA Loop will be an effective way for
improving staff member’s reactions to crises in an unpredictable and dynamic
environment. Observe is when someone identifies a problem. Orient is when they focus
on and analyze the situation. Decide is when they select the best course of action
tailored to the specific problem’s needs. Act is when they initiate their course of action
to the problem. Applying the OODA Loop to a crisis event will allow staff members to
correctly detect all crisis risks and professionally respond to the matter.
2. The second stage is Crisis Event, which consists of two substages: (1) crisis recognition
and (2) crisis containment. The crisis management team will need to recognize and
understand how events get labeled and accepted as crises and the means for
crisis-related information. The team will also need to focus on the organization’s crisis
response to contain the crisis from becoming a more significant problem. This stage is
where the crisis management team will contact stakeholders concerning the crisis
through its words and actions.
3. Finally, the third stage is Post-Crisis, which is when a crisis is resolved and deemed to
be over, an organization must consider what to do next (Coombs, 2015). Post-crisis
actions help to (a) make the organization better prepared for potential future crises, (b)
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make sure stakeholders are left with a positive impression of the crisis management
team’s efforts, and (c) ensure that the crisis is truly over.
G. Crisis Plan #1 Example: Emergency Injury
In this crisis scenario, at the University’s Recreational Center, a gym member injures themself
on sight. The member is a student at LSU and possibly needs medical attention. The UREC’s
top priority is the safety and health of its members.
-
This plan’s goal and important message are to demonstrate the proper handling of all
emergencies, whether due to injuries, natural disasters, or campus evacuation needs.
Moreover, the crisis scenario will illustrate the UREC’s efforts to prevent and learn from
emergencies. This crisis scenario will demonstrate how to effectively identify
emergencies, handle emergencies, and evaluate lessons from emergencies.
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I.
What to do before a crisis? - Detection & Prevention
●
Observe the Crisis Management Team (CMT) knows the possible risk
surrounding gym member’s safety linked with the said emergency.
○
Have CMT consult potential and common causes of injuries that affect
gym member’s safety.
○
●
Common risk factors regarding gym injuries include:
●
Childhood
●
Age
●
Lack of care
●
Obesity (Heitz, 2018).
The LSU UREC has established relationships with local departments.
○
CMT knows that local law enforcement, EMS, paramedics, and fire
departments are reliable and professional in an emergency.
○
●
Local Departments regarding injury services:
●
LSUPD: Louisiana State University Police Department
●
LSU Student Health Center
●
East Baton Rouge Parish EMS
●
BRFD: Baton Rouge Fire Department
●
LSU UREC Fitness and Wellness Department
CMT is knowledgeable of past emergencies the UREC has endured
○
Emergency history should be common knowledge as the UREC has
multiple kinds of emergencies with different outcomes.
○
The CMT should reflect on past injuries at UREC facilities and determine
if those situations were handled correctly (i.e, LSU student sues
university after falling thirteen feet from indoor rock climbing wall (Firm,
2017).
○
CMT must effectively show a history of collaboration with members and
local departments.
●
CMT is aware of the safety and policies of facilities such as pool areas or gym
equipment.
○
CMT has up-to-date information on safety procedures
○
Distribute emergency procedures guide complete with emergency
personnel.
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○
Each department and stakeholders should have a set of policies to deal
with emergencies. Set policies ensure that the company’s employers are
reliable and knowledgeable.
●
Ensure that the CMT is aware and can articulate prevention measures to the
community
○
Each department should be knowledgeable of prevention measures
toward injuries, which include but not limited to:
●
Warm-up and cool down
●
Stretches
●
Cross-train
●
Knowledge of trouble spots
●
Listen to body
●
Fuel body
●
See a trainer
●
Proper gym wear
●
Rest (Me, 2021).
Often check for prodromes.
○
II.
●
Injury warning signs include but do not limit:
●
Pain during or after activity or while at rest (i.e., joints, head, neck)
●
Lack of enthusiasm for practices or games
●
Dip in grades
●
Difficulty breathing
●
High heart rate (does not stop during rest)
●
Blurred Vision (Heitz, 2018).
What to do during the crisis - Containment
●
Determine if the safety and health of gym members are still in danger.
○
Assess the situation and decide the course of treatment toward
emergency.
○
Treatment methods toward injuries include the following of RICE or
seeking emergency care.
●
○
Present signs of emergency care: call 911 IMMEDIATELY.
It is essential to remain calm and reassure affected members that they
are safe and will be taken care of
●
Remove non-essential members from the scene IMMEDIATELY.
14
○
Evacuate floor or area of emergency
○
Remove OTHER members away from an injured member if they're
unable to move.
○
Check the safety of involved individuals in the crisis and other members,
such as witnesses and staff members on duty.
●
CMT should analyze and gather all the information about the specific emergency
at hand.
○
Gather the member(s) involved and the staff member(s) on-scene.
●
○
Know the who, what, when, where, why, and how
If necessary, a team member must be assigned to personally contact the
families of those involved to inform them of the situation. Never publicly
release the names of members injured without contacting their families
first.
●
Team members need to contact all necessary stakeholders and notify them of
the crisis.
○
Keeping the UREC staff members and stakeholders informed will ensure
accurate released information.
○
Keep accurate documentation of primary stakeholders notified and
actions taken by stakeholders (i.e., injured gym member was taken by
EMS to Baton Rouge General)
●
CMT should recognize the crisis by managing communication with official
messaging sent to traditional and social media to meet the public's demand for
information.
○
CMT should send out social media posts and press releases.
○
Remain open and honest. Give as much information that can be shared
and remain aware of confidential information during an ongoing crisis.
●
Do not minimize the problem, but do not make it bigger. Never
say "No Comment."
●
A designated spokesperson should be present and prepared to make a
statement at a press conference held by the LSU Media Relations Team
following the crisis. See Appendix page 30 for materials.
○
Speak in one voice
○
Maintain control of the topic
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○
The designated spokesperson should consider the following talking
points:
●
If possible, give background information about who, what, when,
where, why, and how the emergency/injury occurred. Send
thoughts and prayers to parties involved.
●
How the UREC has handled the emergency (what injury
procedures were used, what is being communicated, how is it
being communicated, what is the response?)
●
UREC prevention and detection measures used and how the
UREC is working with local departments.
●
Reassure the safety and health of the UREC community, and they
are actively listening to concerns. Encourage questions at this
time.
●
Refer to pages 24 and 29 for possible trick questions,
spokesperson identification to prepare for the press conference.
III.
What to do after the crisis - Learning & Evaluation
●
Once officials settle the emergency and the community is safe, CMT must make
it officially declare the crisis done.
○
Do not declare it done until the injured individual receives a prognosis
and medical individuals say it done.
●
Follow up with affected members and families.
○
After an injury, assure members they will be safe using the facility, and
the staff members can articulate warning signs, prevention measures,
and treatment protocol.
●
Encourage open dialogue and reiterate emergency procedures and protocol.
○
Continue to engage with members on injury prevention and signs.
○
Managers should send out a membership survey to learn about
member's concerns regarding injuries and staff handling of injury.
●
CMT should discuss lessons learned:
●
What were the successes and failures of the crisis? What were
their sources?
●
What the crisis objective met? Was the CCP useful?
●
Did the CMT do what was needed?
●
What was the damage(s) of the crisis?
16
●
CMT must help with any continuing investigations and should release updates
as they come via traditional and social media
○
●
Do not keep stakeholders in the dark after the crisis.
CMT should reiterate the initiatives taken by UREC via traditional and social
media
○
Managers must be sensitive to memorialization.
●
Create official and spontaneous memorials, including procedures
to interact with stakeholders and the community
●
Evaluate the CMT's performance with the crisis evaluation form. Please refer to
page 38 for the evaluation form.
H. Crisis Plan #2 Example: COVID-19 Spread in Facility
In the second crisis scenario, a COVID-19 positive member entered and used the gym’s
amenities. This crisis poses the potential of the virus COVID-19 spread through equipment at
the LSU Recreational Center. The coronavirus is a highly contagious, even deathly disease that
can quickly spread from person to person or touching infected surfaces. This causes health and
safety threats to all members and students occupying UREC facilities and equipment. With the
severity and rapid spread of COVID-19, the UREC aims to address the health and safety
measures of all members in a timely proactive manner.
-
The crisis plan’s communication goal is to showcase LSU UREC’s health and safety
precautionary measures to prevent and protect all facility members and employees
from the spread of COVID-19.
-
The plan’s guidelines showcase the UREC’s dedication to providing a safe, clean and
healthy environment for all staff and stakeholders through emergency precautionary
measures, proactive response plans and communication efforts, and future prevention.
-
The crisis scenario serves to identify and address the COVID-19 emergency spread and
address the needs of all staff and members affected.
I.
●
What to do before a crisis? - Detection & Prevention
Ensure the Crisis Management Team (CMT) and all UREC staff members know the
possible causes and risks of COVID-19’s spread to ensure gym member’s safety.
○
UREC staff members receive proper training to identify the most common ways
of COVID-19 spread. The most common causes of COVID-19 spread:
●
Person-to person interaction
17
●
Touching a surface or object carrying the virus on it, and then touching
your mouth, nose, or eyes.
●
Moist, warm air combined with turbulent airflow from exercising may
create an environment in which virus droplets can spread easily.
○
The LSU UREC has established relationships with local departments.
●
CMT knows that local law enforcement, EMS, paramedics, and fire
departments are reliable and professional in an emergency.
○
Local Departments regarding injury services:
●
LSUPD: Louisiana State University Police Department
●
LSU Student Health Center
●
East Baton Rouge Parish EMS
●
BRFD: Baton Rouge Fire Department
●
LSU UREC Fitness and Wellness Department
○
CMT is knowledgeable of past emergencies the UREC has endured.
○
Emergency history should be common knowledge as the UREC has multiple
kinds of emergencies with different outcomes.
○
The CMT should reflect on past injuries at UREC facilities and determine if those
situations were handled correctly.
○
CMT must effectively show a history of collaboration with members and local
departments.
●
CMT and UREC staff are aware of the safety and policies of CDC
COVID-19 regulations set by the state and local government officials to
protect all UREC staff and gym members’ health and safety.
●
Ensure that the CMT and UREC staff is aware and can articulate
precautionary measures to the community.
○
Each department should be knowledgeable of prevention measures toward the
COVID-19 spread, which include but not limited to:
●
Students or members need to provide their TIGER Check COVID-19
Symptom Tracker physically or electronically through the UREC Member
Portal before entering the facility.
○
TRACK symptoms
○
ISOLATE
○
GET tested
○
EXERCISE caution
18
○
REPORT positive cases
●
UREC Staff members conduct temperature checks at the door.
●
UREC Staff members provide and monitor required mask usage,
●
UREC Staff members will monitor facility capacity at the entrance, fitness
area, and courts.
●
UREC Staff encourages members to use equipment wipes after every
use.
●
UREC Staff members consistently monitor equipment used to keep all
equipment cleaned before and after member use.
●
UREC Staff members practice moisture control by keeping airflow
systems on high to prevent an increased risk environment from the
spread of COVID-19.
○
Check for early symptoms or warning signs of COVID-19. Symptoms and
warning signs include, but are not limited to:
II.
●
●
Fever
●
Cough and muscle pain
●
Nausea or vomiting
●
Tiredness
●
Shortness of breath or difficulty breathing
●
Chills
●
Sore Throat
●
Headache
●
Chest Pain
What to do during the crisis - Containment
Determine if the safety and health of the COVID-19 positive member, as well as all
other gym members, are still in danger.
○
Identify the potential COVID-19 positive member and location of the equipment
affected.
○
Assess the situation and decide the course of treatment toward emergency.
○
If the identified member is still on the equipment or in the facility, instruct the
infected member to quarantine. It is essential to remain calm and reassure the
affected member or members that they are safe and will be taken care of.
●
Remove non-essential members from the scene IMMEDIATELY.
○
Evacuate all students or members from equipment and all floors of the facility.
19
○
Remove OTHER members away from the COVID-19 infected member.
○
Check the safety of involved individuals in the crisis and other members, such as
witnesses and staff members on duty.
●
CMT should analyze and gather all the information about the specific emergency at
hand.
●
Gather the member(s) involved and the staff member(s) on-scene.
○
●
Know the who, what, when, where, why, and how
If necessary, a team member must be assigned to personally contact the families of
those involved to inform them of the situation. Never publicly release the names of
members affected without contacting their families first.
●
This team member will also need to contact all necessary stakeholders and notify them
of the crisis.
○
Keeping the UREC staff members and stakeholders informed will ensure
accurate released information.
○
Keep accurate documentation of primary stakeholders notified and actions taken
by stakeholders (i.e., infected gym member was taken into isolation).
●
CMT should recognize the crisis by managing communication with official messaging
sent to traditional and social media to meet the public's demand for information.
○
CMT should send out social media posts and press releases.
○
Be transparent about the emergency. Give as much information that can be
shared and remain aware of confidential information during an ongoing crisis.
●
Do not minimize the problem, but do not make it bigger.
○
●
Never say "No Comment."
A designated spokesperson should be present and prepared to make a statement at a
press conference held by the LSU Media Relations Team following the crisis. See
Appendix page 30 for materials.
●
○
Speak in one voice
○
Maintain control of the topic
The designated spokesperson should consider the following talking points:
○
If possible, give background information about who, what, when, where, why,
and how the situation/spread of infection occurred. Send thoughts and prayers
to parties involved.
20
○
How the UREC has handled the emergency (What COVID-19 safety procedures
were used, what is being communicated, how is it being communicated, what is
the response?)
○
UREC prevention and detection measures used and how the UREC is working
with local departments.
○
Reassure the safety and health of the UREC community, and they are actively
listening to concerns. Encourage questions at this time.
○
Refer to the pages 24 and 29 for spokesperson identification and possible trick
questions to prepare for the press conference
III.
●
What to do after the crisis - Learning & Evaluation
Once officials settle the emergency and the community is safe, CMT must make it
officially declare the crisis done.
○
Do not declare it done until the infected individual is in quarantine and affected
members are contacted. Follow up with the infected members.
○
After a COVID-19 emergency, assure members will be safe and clean using the
facility, and the staff members can determine warning signs, prevention
measures, and treatment protocol.
●
Encourage open dialogue and reiterate emergency procedures and protocol.
○
Continue to engage with members on COVID-19 prevention and signs.
○
Managers should send out a membership survey to learn about member's
concerns regarding COVID-19 spread and staff handling and cleaning of facility
equipment.
●
●
CMT should discuss lessons learned:
○
What were the successes and failures of the crisis? What were their sources?
○
What the crisis objective met? Was the CCP useful?
○
Did the CMT do what was needed?
○
What was the damage(s) of the crisis?
CMT must help with any continuing investigations and should release updates as they
come via traditional and social media.
○
●
Do not keep stakeholders in the dark after the crisis.
CMT should reiterate the initiatives taken by UREC via traditional and social media.
○
Send emails to local media officials, students, and parents: addressing what has
happened, what action was immediately taken, and what continuations of future
preventive actions will be executed.
21
○
Managers must be sensitive to memorialization.
●
Create official and spontaneous memorials, including procedures to
interact with stakeholders and the community.
○
UREC should consistently distribute informational graphics and visuals on social
platforms to practice COVID-19 safety measures.
●
●
Preventative actions
●
Proper handwashing
●
Safety measures when feeling ill
Evaluate the CMT's performance with the crisis evaluation form. Please see page 39 for
the evaluation form.
22
I.
Crisis Communication Team
During an on-campus crisis or disaster, the Crisis Communications team will provide the public
with the contact information of any university spokespersons, updated information, official
statements, and answer all available questions.
Ernie Ballard
Jake Terry
Director and Head Spokesperson
Senior Social Media Coordinator
of Crisis Communications
225-578-0431
225-578-5685
Allison Satake
Rachel Holland
Assistant Director of Research Communications
Content Coordinator
225-578-3870
225-578-3869
Laurie Braden
Drew Cantwell
Director of Facility Operations
Co-Director of Facility Operations
225-578-8328
225-578-2703
J.
Crisis Communication Control Center
In the case of an emergency or contraction of COVID-19, all crisis team personnel have to meet
at the UREC, classroom 213. All gym staff and established crisis responders have access to
this room and have permission to use deem fit. The goal of the CCCC is for necessary
personnel to organize the steps needed in order to handle the crisis.
Main Location:
Student Recreation Complex, LSU 102
Baton Rouge, LA 70803
Classroom 213
(225) 578-8601
In the case of the UREC or classroom 213 being unavailable during a crisis, listed below are
alternative sights where all crisis team personnel should meet. Permission is granted to use
either classroom 214 or UREC office 204. In the events where the UREC is not able to hold the
CCCC, the crisis team will move to the Lod Cook Alumni Center.
23
Alternative Locations:
Student Recreation Complex, LSU 102
Lod Cook Alumni Center
Baton Rouge, LA 70803
3838 W Lakeshore Dr
Classroom 214 or UREC Office 204
Baton Rouge, LA 70808
225-578-8601
(225) 578-3838
Equipment and Supplies
In the CCCC, proper equipment and supplies should be accessible in the event of a crisis. The
majority of the equipment and supplies should already be accessible in the UREC’s head
offices. Items include:
●
A computer with stable internet
●
A printer with paper and ink (LSU UREC letterhead)
●
A landline telephone and a mobile phone with chargers
●
A television with access to local news networks
●
A radio and a police radio
●
Chairs and desks
●
First-aid kids
●
Water and snacks
Pre-Gathered Information
In the CCCC, pre-gathered information and documents may be needed during a crisis. Items
include:
●
Copies of this plan book
●
Map layouts of the UREC facility and general streets
●
Safety procedures
●
Press kits
●
List of all gym members and members present at crisis
●
List of all staff members and employees present at crisis
●
Contact sheet of all emergency contacts of members
●
Background information on similar crises the UREC and similar facilities have
encountered
●
Previous financial statements (i.e., lawsuits, compensation, etc.)
●
Company fact sheet
24
K. Identifying the Spokesperson(s)
The following individuals should be designated spokesperson during a crisis due to their
expertise of the company and media relations skills:
Primary Spokesperson
Ernie Ballard, Director of Media Relations
Primary Spokesperson
eballa1@lsu.edu
225-578-5685
Secondary Spokesperson
Laurie Braden, Director of Facility Operations
Oversee and Manage All Aspects of Crisis Response
lbraden@lsu.edu
225-578-8328
Drew Cantwell, Assistant Director of Facility Operations
Secondary Spokesperson
dcantwell@lsu.edu
225-578-2703
25
L.
List of Emergency Personnel Contact Information
Police:
Fire Departments:
Louisiana State University Police
City of Baton Rouge Fire Station 11
Department
3186 Highland Road
204 S Stadium Drive
Baton Rouge, LA 70802
Baton Rouge, LA 70803
(225) 389-4657
Chief of Police Bart Thompson
City of Baton Rouge Fire Station 9
(225) 578-3231
4025 Perkins Road
East Baton Rouge Sheriff’s Office
Baton Rouge, LA 70808
8900 Jimmy Wedell Drive
(225) 389-4655
Baton Rouge, LA 70807
Sheriff Sid Gautreaux III
(225) 389-505
Hospitals and Health Centers:
Baton Rouge General - Bluebonnet
8585 Picardy Ave.
Baton Rouge, LA 70809
(225) 763-4000
Our Lady of the Lake Hospital
5000 Hennessy Blvd.
Baton Rouge, LA 70808
(225) 765-6565
LSU Student Health Center
Infirmary Road
Baton Rouge, LA 70803
(225) 578-6271
26
M.
Local and University Officials
Local:
John Bel Edwards Louisiana Governor
Kyle Ardoin Louisiana Secretary of State
Sharon Westbroome Baton Rouge Mayor-President
Bill Cassidy U.S. Senator
John Kennedy U.S. Senator
University:
Doug Draper Louisiana State University President
Ashley Arceneaux Chief of Staff
Liz Sumrall Director of Health Care Policy
Jim Sabourin Vice President of Strategic Communications
UREC:
Laurie Braden University Recreation Executive Director
Crystal Hebert University Recreation Business Manager
John Nickerson Associate Director Marketing, Communications & Assessment
27
N.
List of Key Publics and Media
When in a crisis, it is important to notify key publics early and update them when new
information becomes available. Internal publics must be the first notified, as they are the most
affected by a crisis. External publics must be notified secondly as they require multiple
mediums to be notified.
Internal Publics:
External Publics:
●
UREC Employees
●
LSU Students
●
Crisis Management Team
●
LSU Faculty and Staff
●
Shareholders
●
Local Media
●
Board of Directors
●
Emergency Responders
●
LA Government Officials
Methods of Notifying Publics:
●
Official Website
●
Social Media (Facebook and Instagram)
●
Mass Notification System (email, text, phone, LSU-Shield Application)
●
News Release
●
In-Person/Zoom Meetings
The following list of key media outlets should be invited to press briefings and notified of press
releases:
Newspaper and Magazines:
TV Stations:
The Reveille, Baton Rouge, LA
CBS: WAFB TV
Editor-in-Chief: Samantha Neely
Baton Rouge, LA
(225) 578-4811 | snee7@lsu.edu
(225) 215-4800 | news@wafb.com
The Advocate, Baton Rouge, LA
ABC: WBRZ TV
News: Nikki Martin
Baton Rouge, LA
(225) 388-0317 |
(225) 387-2222 | news@wbrz.com
nmartin@theadvocate.com
NBC: NBC33 News
Associated Press, Baton Rouge, LA
Baton Rouge, LA
News Editor for Louisiana: Jamie Schwaner
(225) 766-3233 | news@nbc33tv.net
(504) 523-2931 | bschwaner@ap.org
28
Fox: WGMB TV
Baton Rouge, LA
(225) 766-3233 | info@tvbatonrouge.com
Radio Stations:
Social Media and Website:
KLSU FM 91.1, Baton Rouge, LA
FaceBook:
News Director: Nina Lee
LSU University Recreation (UREC)
(225) 231-1604 | nlee4@lsu.edu
@lsuurec
WJBO AM 1150, Baton Rouge, LA
Instagram: @lsuurec
Program Director: Bryce McDonna
Website: www.lsuuniversityrec.com
(225) 231-1831 | brycem@wjbo.com
WRKF FM 89.3, Baton Rouge, LA
Program Director: Kennedi Boatner
(225) 926-3050 | kboat@wrkf.org
29
O.
Media Relations Tips and Training
Possible spokespersons during a crisis should practice media training. The best effective
practice is a mock press conference. Tips for media relations include:
○
Assure the public that they are safe
○
Avoid jargon information, keep it simple
○
Be confident and maintain eye contact
○
Use positive language and expressions
○
Avoid sharing inaccurate information; share facts only, do not speculate
○
Be honest when there is a lack of information
●
○
If you do not have the answer, say you will get that information later on
Thank members for their concern and questions
Possible Trick Questions:
Emergency Injury:
●
How will members be safe in the UREC?
●
Do you believe this incident will happen again?
●
Will there be more training among staff to properly handle this situation?
COVID-19 Contraction:
●
Does the member still have access to the facility?
●
Is the UREC shutting down because of this incident?
●
How many gym members were in contact with the individual? Can you give us details
on the individuals?
General Press Conference Tips:
●
Do not give information unless you are certain of it and are allowed to do so.
●
Stay on topic as best as you can. Do not give any information that does not apply to the
incident.
●
Remember past incidents are public information and the press might bring it up.
●
If an issue turns political, it is best to stick to facts and not engage with the press in
political issues unless the UREC deems fit in making a political statement.
○
Political statements are discouraged as reputational damages and crises can
occur.
●
Answer as many questions as you can within the allowed time.
●
Address the public in a formal yet empathetic way.
○
Be as relatable, understanding, and comforting as you can
30
III.
Appendix: Student Recreation Center Evacuation Maps
31
A. Sample Press Release for Crisis 1
-
For the following press release, be sure to edit the bolded, bracketed information to fit
the specific crisis at hand. Remember, it is appropriate to stay flexible in an emergency
as many things could unexpectedly occur and change this press release if needed. This
sample press release should serve as a guide for future crisis-related press releases.
Louisiana State University’s Recreational Center reports a gym member injury in the
Recreational Center complex in BATON ROUGE, where first-responder assistance was needed
on [DATE ON INCIDENT].
The incident was adequately isolated and handled by UREC staff members, and
first-responder personnel was called to the scene immediately. The incident is currently under
investigation to uncover what caused the injury (i.e., improper usage of equipment, improper
training, etc.). More information will be released promptly with respect to the investigation and
member(s) injured.
Louisiana State University Recreational Center cares deeply about all gym members’ health,
safety, and privacy. The UREC’s top priority is the safety and health of its members, visitors,
stakeholders, and staff members.
32
While an investigation is currently underway, not all information can be shared with the public
at this time. If any UREC members would like to know what procedures the UREC staff has
taken to prepare for future crises or what the initiatives of the UREC’s partnership with
first-responder personnel are, please visit the official website or follow the UREC’s social
media accounts.
B. Sample Social Media and Website Posts for Crisis 1
-
Below are sample social media posts for during and post-crisis, separated by Instagram
and Facebook, and a website statement. These posts can be changed to best fit the
specific situation. Be flexible with your crisis, and remember always to do what is best.
Instagram:
During Crisis:
-
An incident involving a UREC gym member injuring themselves has occurred @
[LOCATION IN UREC FACILITY] and [DATE AND TIME]. An investigation is currently
underway to uncover what caused the incident. More information will be released
promptly with respect to the investigation and member(s) involved.
-
Please avoid [LOCATION IN UREC FACILITY] until the investigation is complete. Stay
tuned for more updates regarding the reopening of [LOCATION IN UREC FACILITY].
-
[Feel free to share information with the public, if appropriate, as it is uncovered.]
Post-Crisis:
-
The UREC cares deeply for all gym members’ health and safety and the staff members
and first-responder personnel who work to maintain a safe UREC environment. Please
visit our official website or social media accounts for the updated staff and gym
member training guide for using UREC equipment and amenities.
-
If you have any comments or concerns regarding the incident on [DATE] @ [LOCATION],
you may reach us on our official website or social media accounts. Please remember
that your opinions and concerns matter to us, and we want your voice to be heard.
33
Facebook:
During Crisis:
-
Louisiana State University Recreational Center is aware of the incident with a gym
member injuring themselves on [DATE] @ [LOCATION IN UREC FACILITY]. We cannot
release any information about the member(s) involved because the incident is currently
under investigation. In the meantime, we want our community of gym and staff
members to know that your health and safety are our main priority. We are working
diligently to assess and evaluate the situation to prevent future incidents like this from
occurring again. If you have any comments or concerns regarding the incident on [DATE]
@ [LOCATION], you may reach us on our official website or social media accounts.
Please remember that your opinions and concerns matter to us, and we want your
voices to be heard.
Post-Crisis:
-
Louisiana State University Recreational Center has been notified of the [injury] of a
UREC gym member, [give name if it is appropriate to do so/have permission from
member]. We want to remind our community of gym and staff members that your
health and safety are our #1 priority. Our team is working diligently to prepare proper
training courses, certifications, and crisis plans for our staff members to prevent future
injuries from occurring. Remember that your opinions and concerns matter to us, and
we want your voices to be heard. If you have any comments or concerns regarding the
incident on [DATE] @ [LOCATION], you may reach us on our official website or social
media accounts.
LSU UREC Website: (Reuse the Facebook Post-Crisis Message)
Post-Crisis:
-
Louisiana State University Recreational Center has been notified of the [injury] of a
UREC gym member, [give name if it is appropriate to do so/have permission from
member]. We want to remind our community of gym and staff members that your
health and safety are our #1 priority. Our team is working diligently to prepare proper
training courses, certifications, and crisis plans for our staff members to prevent future
injuries from occurring. Remember that your opinions and concerns matter to us, and
we want your voices to be heard. If you have any comments or concerns regarding the
incident on [DATE] @ [LOCATION], you may reach us on our official website or social
media accounts.
34
C. Sample Press Release for Crisis 2
-
For the following press release, be sure to edit the bolded, bracketed information to fit
the specific crisis at hand. Remember, it is appropriate to stay flexible in an emergency
as many things could unexpectedly occur and change this press release if needed. This
sample press release should serve as a guide for future crisis-related press releases.
Louisiana State University Recreational Center reports a gym member, who is positive for
COVID-19, spread the virus to other gym users in BATON ROUGE on [DATE OF INCIDENT].
Once the crisis became apparent to UREC staff members, gym personnel immediately closed
and isolated the facility for thorough cleaning measures. The situation is currently undergoing
an investigation to evaluate what steps were mishandled in the process of allowing a
COVID-19 member to enter and use the facility’s amenities. More information regarding the
crisis will be released promptly with respect to the investigation and member(s) involved.
Louisiana State University Recreational Center cares deeply about all gym members’ health,
safety, and privacy. The UREC’s top priority is the safety and health of its members, visitors,
stakeholders, and staff members.
While an investigation is currently underway, not all information can be shared with the public
at this time. If any UREC member wants to know what procedures the UREC staff is taking to
stop the spread of COVID-19 inside the facility, please visit the official website or follow the
UREC’s social media accounts.
35
D. Sample Social Media and Website Posts for Crisis 2
-
Below are sample social media posts for during and post-crisis, separated by Instagram
and Facebook, and a website statement. These posts can be changed to best fit the
specific situation. Be flexible with your crisis, and remember always to do what is best.
Instagram:
During Crisis:
-
An incident involving a UREC gym member, who is positive for COVID-19, spreading
the virus inside the facility has occurred @ [LOCATION OF UREC FACILITY] and [DATE
AND TIME]. An investigation is currently underway to uncover what steps were
mishandled in allowing the positive case to go dismissed. The UREC Facility is
presently closed for extensive cleaning and will reopen on [DATE AND TIME]. More
information will be released promptly with respect to the investigation and member(s)
involved.
-
Please avoid [LOCATION IN UREC FACILITY] until the investigation is complete. Stay
tuned for more updates regarding the updated COVID-19 safety measures for the
UREC facilities.
-
[Feel free to share information with the public, if appropriate, as it is uncovered.]
Post-Crisis:
-
The UREC cares deeply for all gym members’ health and safety and the staff members
and first-responder personnel who work to maintain a safe UREC environment. Please
visit our official website or social media accounts for the updated staff and gym
member COVID-19 safety regulations for entering and using all UREC equipment and
amenities.
-
If you have any comments or concerns regarding the incident on [DATE] @ [LOCATION],
you may reach us on our official website or social media accounts. Please remember
that your opinions and concerns matter to us, and we want your voice to be heard.
36
Facebook:
During Crisis:
-
Louisiana State University Recreational Center is aware of the incident with a gym
member, who is positive for COVID-19, spreading the virus inside the UREC at
[LOCATION OF UREC FACILITY] on [DATE]. We cannot release any information about
the member(s) involved because the incident is currently under investigation. In the
meantime, we want our community of gym and staff members to know that your health
and safety are our #1 priority. We are working diligently to assess and evaluate the
situation to prevent future incidents like this from occurring again. Suppose you have
any comments or concerns regarding the incident on [DATE] @ [LOCATION OF UREC
FACILITY]. In that case, you may reach us on our official website or social media
accounts. Please remember that your opinions and concerns matter to us, and we want
your voices to be heard.
Post-Crisis:
-
Louisiana State University Recreational Center has been notified of the incident with a
UREC gym member, who was positive for COVID-19, spreading the virus inside the
UREC facility. [give name if it is appropriate to do so/have permission from member].
We want to remind our community of gym and staff members that your health and
safety are our #1 priority. Our team is working diligently to update the UREC’s
COVID-19 regulations consisting of checking temperatures and daily symptom checkers
upon entry, mask regulations, and other appropriate safety measures to prevent an
incident like this from occurring again. Remember that your opinions and concerns
matter to us, and we want your voices to be heard. Suppose you have any comments or
concerns regarding the incident on [DATE] @ [LOCATION OF UREC FACILITY]. In that
case, you may reach us on our official website or social media accounts.
37
LSU UREC Website: (Reuse the Facebook Post-Crisis Message)
Post-Crisis:
-
Louisiana State University Recreational Center has been notified of the incident with a
UREC gym member, who was positive for COVID-19, spreading the virus inside the
UREC facility. [give name if it is appropriate to do so/have permission from member].
We want to remind our community of gym and staff members that your health and
safety are our #1 priority. Our team is working diligently to update the UREC’s
COVID-19 regulations consisting of checking temperatures and daily symptom checkers
upon entry, mask regulations, and other appropriate safety measures to prevent an
incident like this from occurring again. Remember that your opinions and concerns
matter to us, and we want your voices to be heard. Suppose you have any comments or
concerns regarding the incident on [DATE] @ [LOCATION OF UREC FACILITY]. In that
case, you may reach us on our official website or social media accounts.
38
E. Post-Crisis Evaluation Form
After the crisis, please take a few minutes to answer the following questions on this post-crisis
evaluation form. Each individual involved should fill out their own post-crisis form. The purpose
of this evaluation is to gather information on how the team handled the situation. This step
aims to use these forms to learn from and advance in our crisis plans for future use.
1. Were the objectives of your Crisis Management Plan successfully met post-crisis?
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
2. How did the team perform? Do any Crisis Management Team members need to be
changed, added, or removed?
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
3. Which processes or aspects of the Crisis Management Plan could be improved?
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
4. Did the team have the necessary equipment and supplies to fulfill its tasks?
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
39
5. How did key publics respond to the crisis? Do they feel the issues were resolved?
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
6. Do key publics feel we adequately focused on their concerns during the crisis? Did the
team overlook any key publics?
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
7. Do we need to rebuild trust with our community as a whole? If so, list steps that should
be taken.
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
8. What did you learn from this crisis? Did anything occur unexpectedly? If so, how was it
handled?
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
40
9. Did the media frame the coverage from our desired perspective? Is additional media
training required? Social media training?
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
10. Do you have any advice or tips to leave for your Crisis Management Team in the future?
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
41
H. References
Bailey, A. (n.d.). 6 Warning Signs To Look Out For When You're Exercising. Bailey Fitness.
https://www.baileyfitness.com.au/blog/6-warning-signs-youre-exercising/.
Centers for Disease Control and Prevention, CDC. (2021). Certain Medical Conditions and Risk
for Severe COVID-19 Illness. Centers for Disease Control and Prevention.
https://www.cdc.gov/coronavirus/2019-ncov/need-extra-precautions/people-with-medic
al-conditions.html.
Coombs, W. T. (2019). Ongoing crisis communication: Planning, managing, and responding.
SAGE Publications, Inc.
Firm, B. L. (2017, March 10). LSU Student Sues University After Falling Thirteen Feet From
Indoor Rock Climbing Wall. Louisiana Personal Injury Lawyer Blog.
https://www.louisianapersonalinjurylawyerblog.com/3783/.
Heitz, D. (2018, Nov. 9). Everything You Need to Know About Sports Injuries and Rehab.
Healthline. https://www.healthline.com/health/sports-injuries#types/.
Me, P. &. (2021, April 14). 3 Types of Athletic Injuries. PT ME.
https://ptandme.com/three-types-of-athletic-injuries-and-how-physical-therapy-helps/.
42