Crisis Communications Manual
Approved by Executive Team
August 17, 2009
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Table of Contents
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 3
Pre-Crisis Management . . . . . . . . . . . . . . . . . . . . . . pages 4-5
Key Personnel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 5
Communications Goals during a Crisis. . . . . . . . . . . . . page 6
Levels of Crisis. . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 7
Key Audiences . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 8
Types of Audiences . . . . . . . . . . . . . . . . . . . . . . . . . pages 8-9
How Audiences React to Crisis . . . . . . . . . . . . . . . . . . pages 10-11
Roles and Responsibilities . . . . . . . . . . . . . . . . . . . . . pages 12-13
Checklist – Minor Incident . . . . . . . . . . . . . . . . . . . . . page 14
Checklist – Intermediate Incident . . . . . . . . . . . . . . . . page 15
Checklist – Major Incident . . . . . . . . . . . . . . . . . . . . . page 16
Action . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 17
Incident Report Form . . . . . . . . . . . . . . . . . . . . . . . . page 18
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Introduction
This is SNAP’s strategic outline to manage all communications, media
and public relations situations in a positive, proactive manner.
Crisis situations are generally described as:
 when the health or safety of any person is affected.
 when legal consequences may result.
 when our ability to operate may be in jeopardy.
 when our credibility, reputation and image are at risk.
SNAP’s assets generally fall in these categories:
 people
 property
 income
 reputation
If any scenario puts one or more of these assets in jeopardy, a crisis is
in progress.
By nature, a crisis is an unplanned event. But, planning done in
advance of a crisis will be important in terms of minimizing the effect
on the agency.
When a situation is identified as a crisis, prompt and attentive
management must begin immediately.
Crisis levels have been broken into three categories depending on:
 the seriousness of the event.
 the potential for negative news coverage.
 the potential for damage to SNAP’s reputation.
Determination of the crisis level will be determined by the Executive
Director (or a person assigned by the Executive Director) and/or the
Communications Manager.
Incident Report Forms will be filled out at the Supervisor level or
above for all events which have the potential of media response or
community inquiry.
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Pre-Crisis Management
Planning and organization are the keys to proficient pre-crisis
management.
Many plans can be made in advance to make a crisis situation easier to
manage. Additional SNAP Emergency Plans can be found on the
Executive Team drive (Q) under Agency Emergency Communications
and on the Share All drive (J) under Safety.
Flip charts are posted in each SNAP office detailing emergency plans,
phone numbers and additional information.
All vital staff should have phone numbers and contact information on
their person at all times. Basic communications strategy should be
discussed and understood in advance.
Phone numbers should include those of all Executive Team members,
key members of Board of Directors and those authorized to speak on
behalf of SNAP. A laminated card with phone numbers and other
contact information will be distributed to key personnel. It will be
updated as necessary.
These numbers are also available on the Executive Team drive (Q) and
(ultimately) on the password protected section of the website.
This document prioritizes crisis scenarios. Some are more serious than
others.
These are key issues for any crisis situation:
 Define the decision making process.
 Identify lines of authority and communication.
 Identify the members of the crisis management team.
 Define each member’s responsibilities.
Events that might fall into the category of crisis include, but are not
limited to:
 Accidents involving SNAP staff or vehicles
 Allegations against staff
 Burglary or Malicious Mischief
 Bomb Threats
 Civil Disturbances
 Death or Serious Injuries
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Discrimination Complaints
Environmental Accidents
Equipment Failure
Explosions
Fires
Harassment Complaints
Hazardous Materials Spills
Kidnapping
Lawsuits,
Murder
Natural Disasters
Office Closures
Power Outages
Terrorism
Theft
Transportation Accidents
Widespread Illness or Contamination
Weather Related Closures/Incidents
Workplace Violence
Key Personnel
Larry Stuckart
Julie Honekamp
Kathy Allen
Margaret Belote
Chris Davis
Dan Jordan
Ray Rieckers
Kerri Rodkey
Executive Director
Deputy Director
Finance Director
Energy Director
Housing Improvements Director
Community Services Director
Housing Opportunities Director
Economic Development Director
Christine McCabe
Dave Werme
PJ Grabicki
Chair, Board of Directors
Vice Chair, Board of Directors
Secretary/Treasurer, Board of Directors
Kai Huschke
Communications and Resource Strategist
Ron Hardin
Communications (External)
Tricia Jo Ovnicek
Communications (Internal)
Michelle Chapdelaine Communications Specialist
Sharon Robertson
Development Manager
Mary Gayle Lord
Volunteer Coordinator
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Communications Goals during a Crisis
In the event of crisis, every effort will be made to communicate
effectively to staff, management, board members, clients, the
community, key stakeholders and the media.
Once key personnel have been notified, communications staff must
gather the facts quickly and accurately to develop SNAP’s response to
the incident.
Prompt attention to these details will minimize speculation by media,
staff and the community at large. Fair and accurate presentation of
SNAP’s response will calm rumors and reestablish status quo.
Not all incidents will generate media attention. However, it is
necessary to gather information for dissemination in case there is a
request.
Proactive media interaction can also reduce the effect a story may
have on SNAP’s reputation in the community.
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Levels of Crisis
Crisis can come in many forms. Response will often depend on the
level of intensity or the threat imposed by the incident. Three levels of
crisis identification can assist in determining how SNAP reacts to a
situation.
Level 1 (Blue) – This is an incident or series of incidents requiring
immediate action to prevent actual or potential loss, damage or
danger; but limited in scope to normal day-to-day operations. This
may generate a media inquiry, but the effect from media disclosure
will be minimal.
Example: A staff members rolls over a SNAP vehicle on a side street
with no injury to the driver. There is damage to the vehicle, but no
injury or damage occurs to other people or property.
Level 2 (Orange) – This is an incident or series of incidents requiring
immediate action to prevent actual or potential loss, damage or
danger that is beyond the scope of normal operations. This may affect
SNAP service to clients. It may disrupt operation at one or more SNAP
locations. Media contact is expected. However, the effect can generally
be supportive of SNAP’s goals
Example: An intensive snow storm or ice storm forces closure of
several or all of SNAP’s offices for a day or more. Staff must be
contacted. Client schedules are disrupted. Media must be advised.
Negative impact on SNAP reputation can be mitigated with proper
media advisories.
Level 3 (Red) – This is a serious incident which involves real or
imminent loss, damage or danger. It requires immediate attention at a
magnitude far beyond the scope of normal operations. This type of
emergency requires prompt mobilization of personnel to cope with the
situation. Communications staff must formulate a media response.
Care must be taken to be accurate, responsive to confidentiality
guidelines and to calmly react to circumstances as they arise.
Example: A fire seriously damages a SNAP property or office. Lives are
at stake. Staff and clients could be adversely affected. Property is
destroyed or damaged. Media will respond whether advised or not. The
potential of negative impact on SNAP reputation is high.
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Key Audiences
To effectively communicate the message, it is essential to know your
audience. The following list includes primary audiences, internal and
external, with which SNAP may communicate in a crisis.
Board Members
Clients
Committee Members
Community (at large)
Community Leaders
Financial Partners/Donors
Funding Partners
Government Officials
Legal Representation
Management
Media
Neighbors
Other Nonprofits
Staff
United Way
Utility Partners
Vendors
Volunteers
Not every audience needs to be notified in each crisis. Those audiences
that need not be contacted can be eliminated at the time of the crisis.
Types of Audiences
There are two different types of audiences during a crisis:
1. People directly affected by the situation.
2. People whose attitudes about SNAP will be influenced by the
response to the crisis.
These two audiences require specific attention during the emergency
situation. Both are very important. They are broken into seven
categories.
Here are the communications goals for each:
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Management/Board of Directors – Leaders need to be informed of
emergencies immediately so decisions can be made that affect the
scope and timeliness of the response to the crisis.
Staff – Staff members need to know that their safety is a number one
priority. They need to be informed of a situation that may affect their
safety as soon as possible in the most direct manner. If their work
schedules are affected, this must be communicated in a direct and
timely manner.
Clients – As with staff members, clients need to know their safety,
dignity and respect are of highest priority. Fears and rumors among
clients should be acknowledged and resolved in best possible manner.
Care should be taken to avoid clients speaking to the media in an
unprofessional or unauthorized manner, if possible.
Communications – Those who are authorized to speak to the media or
speak publicly about the crisis need to be informed as soon as possible
to develop strategy based on management decisions and SNAP
guidelines.
Community – All unnecessary fears must be resolved as soon as
possible. This includes the community immediately surrounding the
crisis and the community at large. Concerns, both actual and
perceived, must be addressed in a prompt manner.
Financial Partners/Donors/Vendors – Those with a financial stake in
SNAP must be advised about the impact of the crisis and how it may
affect their involvement.
News Media – An accurate, credible and prompt response to media
inquiries is important during a crisis situation. Proactive notification of
the media can effectively suppress rumors and resolve concerns.
Separate types of media (newspaper, TV, radio, magazine) may
require unique information needs.
Volunteers – Those with a tie to SNAP as a result of their status as a
volunteer must be advised about the impact of the crisis and how it
may affect their involvement.
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How Audiences React to Crisis
To determine the best means to communicate to various audiences
during a crisis, it is important to consider how each key audience
potentially receives information. The following sources of information
need to be considered in developing communications strategy.
Management/Board of Directors –
Direct knowledge
Other management personnel or board members
Communications Staff
Line Staff
Phone messages
Email
Rumor/Innuendo
Calls from concerned people or clients/anonymous people
Media Reports
Internet reports/Blogs/Social Media
Staff/Volunteers –
Direct knowledge
Fellow employees
Phone messages
Managers and supervisors
Email
Rumor/Innuendo
Media Reports
Internet reports/Blogs/Social Media
Clients –
Direct knowledge
Staff
Other clients
Phone Messages
Email
Rumor/Innuendo
Media Reports
Internet reports/Blogs/Social Media
Communications –
Direct knowledge
Management
Line Staff
Phone messages
Email
Rumor/Innuendo
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Calls from concerned people or clients/anonymous people
Media Reports
Internet reports/Blogs/Social Media
Community –
Clients
Neighbors
Rumor/Innuendo
Media Reports
Internet reports/Blogs/Social Media
Financial Partners/Donors/Vendors –
Direct knowledge
Contacts at SNAP
Rumor/Innuendo
Media Reports
Internet reports/Blogs/Social Media
Government Officials –
Concerned, angry or scared clients
Contacts at SNAP
Rumor/Innuendo
Media Reports
Other government staff
Email
Internet reports/Blogs/Social Media
News Media –
SNAP Communications
Police or Fire Department scanners
Police or Fire spokespersons
Eyewitnesses (including SNAP staff, volunteers and clients)
Bystanders with knowledge or hearsay
On-site reporting (breaking news)
Outside “experts”
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Roles and Responsibilities
In a crisis situation, there is a need for several key responsibilities to
be fulfilled. The number of people involved increases with the higher
level of crisis.
Communication must be concentrated on several levels (increasing
with the higher level of crisis).
Even the lowest level, an Incident Commander and Lead
Communicator should be designated. At the highest level, all roles and
responsibilities must be considered. Additional personnel may be
needed to communicate with all staff and clients.
Incident Commander – (Executive Director/Deputy Director/Director)
May or may not be at incident site
Makes policy decisions
Designates staff members for key duties
Determines notification priorities for staff
Establishes guidelines for Lead Communicator and Employee
Communicator
Backup to Incident Commander – (Deputy Director/Director/Manager)
May or may not be at incident site
Coordinates with other SNAP leadership or board members
Works with staff to develop means to resolve the crisis
Gathers information and facts for Lead Communicator
Provides information for Employee Communicator
Lead Communicator – (Communications Manager/Communications
Specialist)
Usually at the incident site
Communicates with the media and prepares all media releases
Manages all external communications
Discusses strategies with Incident Commander
Receives updates and background information from staff
Works with clients who are willing to talk with the media
Briefs management or staff who may speak to media
Backup to Lead Communicator –
May or may not be at incident site
Provides background material for Lead Communicator
Fulfills all duties of Lead Communicator for prolonged incident
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Client Communicator –
Coordinates dissemination of information for clients with input from
Incident Commander, Lead Communicator and key Staff
Fields questions from clients
Manages client problems
Steers clients away from communicating with media, if possible
Employee Communicator –
Coordinates dissemination of information for staff with input from
Incident Commander, Lead Communicator and Human Resources
Fields staff inquiries
Manages internal communication tools (phone tree, staff line, etc.)
IT Coordinator – (required if computer use is disrupted)
Establishes procedures to restore computer systems
Fields staff inquires about computer issues
Advises on alternative procedures
Logistical Coordinator Monitors media coverage of the event and advises or any
inconsistencies
Provides support as necessary (clerical, food, etc.)
Sets plans for news conference facility, if necessary
The severity of the crisis may require additional staff as required.
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Checklist – Minor – Level 1 (Blue)
___
Emergency response – Police/Fire/EMT (if necessary)
___
Determine if incident requires on-site leadership/communications
___
Notify Executive Director/Deputy Director and Communications
of incident
___
Notify Director(s) associated with incident
___
Establish Incident Commander and Lead Communicator
___
Compile basic facts and chronology of incident
___
Lead Communicator and Incident Commander agree on key
messages and response to media (if necessary)
___
Additional staff notified (if necessary)
___
Fill out Incident Report Form (copies to Deputy Director and
Communications)
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Checklist – Intermediate – Level 2 (Orange)
___
Emergency response – Police/Fire/EMT (if necessary)
___
Determine if incident requires on-site leadership/communications
___
Notify Executive Director/Deputy Director and Communications
of incident
___
Notify Director(s) associated with incident
___
Establish Incident Commander and Lead Communicator
___
Incident Commander notifies Board President (if necessary)
___
Compile basic facts and chronology of incident
___
Lead Communicator and Incident Commander agree on key
messages and response to media (if necessary)
___
Additional staff notified (if necessary)
___
Fill out Incident Report Form (copies to Deputy Director and
Communications)
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Checklist – Major – Level 3 (Red)
___
Emergency response – Police/Fire/EMT
___
Notify Executive Director/Deputy Director and Communications
of incident
___
Notify Director(s) associated with incident
___
Establish Incident Commander and Lead Communicator
___
On-site leadership/communications established
Backup for Incident Commander
Backup for Lead Communicator
Client Communicator
Staff Communicator
Logistical Coordinator
IT Coordinator
___
Incident Commander notifies Board President
___
Staff/Client Safety - Confidentiality #1 priority
___
Compile basic facts and chronology of incident
___
Lead Communicator and Incident Commander agree on key
messages and response to media
___
Additional staff contacted – assignments established
___
Media contacted (if not already involved)
___
Staff/Clients/Volunteers on site asked to refrain from speaking to
the media (unless directed to do so by appropriate staff)
___
Fill out Incident Report Form (copies to Deputy Director and
Communications)
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Action
This Crisis Plan should be made available to all key people at SNAP.
They should be familiar with the Crisis Communications Manual.
The Communications Manager has a specific duty in organizing all
media releases, interviews, statements, PSAs, brochures, newsletters
and public information.
All releases and statements will be written and approved by the
Communications Department of SNAP. Directors will verify and
approve statements. The Communications Manager (or a selected
alternate) will release all statements.
Completed Incident Report Forms will be evaluated by the Deputy
Director and Communications to determine if procedures can be
improved or refined in the future.
By using the methods in this Communications Crisis Manual, the SNAP
agency will maintain and control information distributed to the media
and public to ensure the integrity of the agency and its mission.
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INCIDENT REPORT FORM
The SNAP Crisis Communications Manual requires the completion of an Incident Report Form for
any event which may generate media response or community inquiry.
This report should be completed at the supervisor level or above. PLEASE PRINT.
Copies should be provided to the Deputy Director and Communications within 72 hours of incident.
Incident Description
Date
Location
Time
Names of witnesses
Emergency response?
Injuries?
Damage to SNAP owned property?
Damage to other
property
Media response?
Level of crisis (if known)
Describe incident in detail. (Provide additional pages, if necessary)
Report Completed By:
Signature
Date
Report Review:
Deputy Director
Date
Communications
Date
08/09 Revised
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