Crisis Communication Plan
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Crisis Communication Plan Make-­‐A-­‐Wish Foundation Mid-­‐Atlantic Chapter Delaware, the District of Columbia, Maryland and Northern Virginia. Prepared By: Ryan L. Honick Wild Pitch Communications LLC Last Revised: April 19, 2010 i Table of Contents Crisis Communication Plan ................................................................................................................i Introduction............................................................................................................................................1 About Us ...................................................................................................................................................2 Mission Statement ................................................................................................................................3 Purpose Statement ...............................................................................................................................3 Acknowledgements ..............................................................................................................................4 Rehearsal Dates.....................................................................................................................................5 Purpose and Objectives ......................................................................................................................6 Crisis Action Assessment....................................................................................................................7 List of Key Publics.................................................................................................................................8 Notifying Publics ...................................................................................................................................9 Identifying the Crisis Communications Team .......................................................................... 10 Crisis Directory................................................................................................................................... 11 Staff: Make-­A-­Wish Foundation of the Mid-­Atlantic......................................................................... 11 Headquarters (301.962.9474)................................................................................................................ 11 Baltimore Regional Office (410.580.9474) ......................................................................................... 12 Delaware Regional Office (302-­475-­9474) ......................................................................................... 12 Western Maryland Regional Office (301-­797-­9474) ....................................................................... 12 Northern Virginia Regional Office (571-­292-­9474) ........................................................................ 12 Leadership Board Officers: ....................................................................................................................... 12 Members ........................................................................................................................................................ 12 National Board Members........................................................................................................................... 13 Chapter Performance Committee Chair ............................................................................................................ 13 Board and Executive Committee Chair .............................................................................................................. 13 Audit & Finance Committee Chair ........................................................................................................................ 13 Investment Committee and Resource Development and Branding Committee Chair................... 13 Governance Committee Chair................................................................................................................................. 13 National Advisory Council......................................................................................................................... 13 Make-­A-­Wish Foundation® International : (602) 230-­9900 ........................................................ 14 Identifying The Media Spokesperson ......................................................................................... 15 List of Emergency Personnel and Local Officials..................................................................... 16 List of Key Media ................................................................................................................................ 17 Baltimore ........................................................................................................................................................ 17 ii District of Columbia..................................................................................................................................... 17 Delaware ......................................................................................................................................................... 17 Maryland ......................................................................................................................................................... 18 Virginia ............................................................................................................................................................ 18 National News Media .................................................................................................................................. 18 Spokespersons For Related Organizations ............................................................................... 19 Dream Foundation® ................................................................................................................................... 19 Staff .................................................................................................................................................................................... 19 Believe In Tomorrow Children’s Foundation ..................................................................................... 20 Officers.............................................................................................................................................................................. 20 Active Directors ............................................................................................................................................................ 20 The Dream Factory ...................................................................................................................................... 21 Leadership....................................................................................................................................................................... 21 Equipment and Supplies.................................................................................................................. 23 Pre-­gathered Information............................................................................................................... 24 Backgrounder: .............................................................................................................................................. 24 MISSION STATEMENT ............................................................................................................................................... 24 ® MAKE A WISH PHENOMENON REACHES FAR & WIDE ............................................................................ 24 BEGINNINGS OF THE MAKE-­‐A-­‐WISH FOUNDATION ................................................................................... 24 WHO IS ELIGIBLE?....................................................................................................................................................... 25 FUNDING SOURCES..................................................................................................................................................... 25 WISHES BY THE NUMBERS ..................................................................................................................................... 27 Statistical Summary For Fiscal Year 2008 ........................................................................................... 29 Make-­A-­Wish Foundation® Fast Facts.................................................................................................. 30 Skeletal News Release ................................................................................................................................ 31 Biography on President/CEO David Williams .................................................................................... 32 Communicating With The Media .................................................................................................. 33 Before the interview: .................................................................................................................................. 33 During the interview:.................................................................................................................................. 34 After the interview: ..................................................................................................................................... 34 Bottom Line:................................................................................................................................................... 34 Key Messages/Sample Media Statement.............................................................................................. 35 List of Potential Media Questions ........................................................................................................... 36 Website.................................................................................................................................................. 37 List of Prodromes............................................................................................................................... 38 List of Related Internet URLs ......................................................................................................... 39 Evaluation & Post Crisis Review ................................................................................................... 40 iii Introduction “It's crucial to understand just how powerful this concept [focusing on outcomes] is. Fundamentally, it recognizes that everyone owns yesterday, last week, last month, and last year, from their own point of reference. That ownership is permanent. Even given a limitless amount of discussion, the past will remain as it was, owned by those who were there. But no one owns the future—the next 15 minutes, the next day, the next week, the next month, the next year. Therefore, when we choose to be outcome-­focused, we are choosing to enter, live, and build a future together.” -­James E Lukaszewski. A crisis can happen anytime and anywhere. They often happen when we least expect them to and depending on their nature can be extremely damaging. By definition a ‘crisis’ occurs any time an organization, entity, or person struggles for control of their message to various publics. This struggle can happen for various reasons. An organization’s ability to handle crisis effectively will depend largely on how well prepared that organization is to handle that crisis. To that end, this document was created to serve as an effective resource in dealing with a crisis as it may arise. While this manual is meant to be a valuable resource it is just that—a resource. It is meant to provide an effective roadmap in responding to various crisis scenarios. However, its implementation must be as flexible and as unique as whatever crisis may happen. Various components are contained in this plan for easy reference and quick action. It is imperative that this plan be practiced, reviewed, revised, and updated on a regular basis to ensure that it remains effective. Failure to do so will result in an ineffective crisis plan and, likely an ineffective, and ill-­‐prepared crisis response. In a crisis situation, time is of the utmost importance and every second counts. This document, when properly used is meant to minimize time lost by outline effective procedures, policies and contact lists for key members of organizational staff, law enforcement, media, and other key publics. 1 About Us The Make-­‐A-­‐Wish Foundation of the Mid-­‐Atlantic is a nonprofit organization that fulfills the wishes of children with life-­‐threatening medical conditions to enrich the human experience with hope, strength and joy. The Foundation serves children who reside in Delaware, the District of Columbia, Maryland and Northern Virginia. Founded in 1983, the Make-­‐A-­‐Wish Foundation of the Mid-­‐Atlantic has fulfilled the wishes of more than 6,000 children fighting life-­‐threatening medical conditions such as cancer, pediatric AIDS, cystic fibrosis, Duchene’s Muscular Dystrophy and heart disease. A wish fulfilled creates a memorable experience for a child fighting a life-­‐threatening medical condition and gives him or her something positive to think about instead of medical treatments and hospital visits. Recent wishes include visiting Walt Disney World® Resort, taking a family vacation, receiving a home computer, having a bedroom redecorated and meeting the Jonas Brothers. The Make-­‐A-­‐Wish Foundation of the Mid-­‐Atlantic is affiliated with the Make-­‐A-­‐Wish Foundation of America. 2 Mission Statement Since 1980, the Make-­‐A-­‐Wish Foundation® has enriched the lives of children with life-­‐ threatening medical conditions through its wish-­‐granting work. The Foundation's mission reflects the life changing impact that a Make-­‐A-­‐Wish® experience has on children, families, referral sources, donors, sponsors and entire communities. The Make-­‐A-­‐Wish Foundation was founded in 1980 after a little boy named Chris Greicius realized his heartfelt wish to become a police officer. Since its humble beginnings, the organization has blossomed into a worldwide phenomenon, reaching more than 174,000 children around the world. Although it has become one of the world's most well known charities, the Make-­‐A-­‐Wish Foundation has maintained the grassroots fulfillment of its mission. A network of nearly 25,000 volunteers enables the Make-­‐A-­‐Wish Foundation to serve children with life-­‐threatening medical conditions. Volunteers serve as wish granters, fundraisers, and special events assistants and in numerous other capacities. As the Foundation continues to mature, its mission will remain steadfast. Wish children of the past, present and future will have an opportunity to share the power of a wish®. Purpose Statement The Make-­‐A-­‐Wish Foundation’s primary charitable purpose is to grant the wish of each child who has reached the age of 2 years and is under age 18 and who has a life-­‐threatening medical condition, i.e., a progressive, degenerative or malignant medical condition that has placed the child’s life in jeopardy. 3 Acknowledgements By signing your name below, you acknowledge that you have read the contents of this crisis communications plan and that you are familiar with outlined policies and procedures consistent with the implementation of this crisis plan in the event that it is used. Name (Print) Signature Date 4 Rehearsal Dates As outlined in the introduction, rehearsal of this crisis plan will ensure that it remains up-­‐ to-­‐date and effective. It will help identify potential gaps within the organization or within this written document. Such gaps should be acknowledged and discussed collectively, and changes to this document should be made accordingly in effort to address those findings. It is suggested that this plan be reviewed, revised and updated at minimum on a semiannual basis. The dates for when this plan was last reviewed, revised, and updated are to be documented below for easy reference. Name (Print) Signature Date 5 Purpose and Objectives Consistent with our mission statement, the Make-­‐A-­‐Wish foundation has outlined the following purpose and objectives when confronted with a potential or live crisis situation: 1. Open and honest communication and disclosure with the media shall be stressed. 2. To be seen by the media and other key publics as an organization that cares about its customers and employees, volunteers, families, children, and all we serve on a daily basis. 3. To make certain all communications are accurate 4. To maintain the trust, safety, and well being of all key publics. 5. We seek a return to our daily operations as quickly as possible, in a crisis free environment. 6 Crisis Action Assessment For your organization, make a list of the potential crises that could occur, both man-­‐made and natural disasters. Then assess the possibility of the event occurring and the seriousness of impact. For those events with the greatest impact and probability, develop crisis management plans and allocate resources for preparation and training. Issue/Challenge Probability Damage 1. Fire/Earthquake/Natural Disaster. 3 3 2. Misuse of organizational funds by employee/staff. 4 3 3. Mistreatment of children by employee/staff. 2 5 4. Mistreatment of children by partner organization’s employee/staff. 5. Damaging/false statements by current employee/staff. 2 4 4 3 6. Damaging/false statements by former employee/staff. 7. Death of a child while under organizational care. 2 3 5 1 8. Closing of regional office(s). 9. Acts of violence by a child while under organizational care. 10. Breach of confidentiality/disclosure of records. 4 2 1 2 3 3 7 List of Key Publics The following is a list of key publics. Not all may require notification during a crisis situation. Let circumstance dictate if each public below requires notification. The crisis directory includes key individuals who may be instrumental in reaching these publics. Board members (both local and national) Clients/families Community leaders Employees Financial partners Government officials Investors Key management Legal representation Media Suppliers Vendors Volunteers 8 Notifying Publics The following chart is a suggested method of how best to notify identified key publics above, including method of contact and the individual responsible. This chart may be altered or changed to suit the needs of the individual crisis. 9 Identifying the Crisis Communications Team The crisis communications team is a vital component of organizational handling of any given crisis. Our crisis team will, by default include all mid-­‐Atlantic high-­‐level executives, as well as those parties identified below. Other parties who may have crisis specific knowledge such as individual regional directors, employees, volunteers may also be added as needed to best serve the crisis. (See following pages for a full list of Make-­‐A-­‐Wish staff, both local, and national, as well as other pertinent groups that may prove beneficial to contact during crisis). Ryan Honick Wild Pitch Communications LLC (Lead) Susan Sewell Interim President and Chief Executive Officer Ashawnda Fleming Vice President of Development and Community Relations Gerardo A. Luna Vice President of Finance and Administration Mary R. Roth Vice President of Program Services Katherine A. Dankowski Development Coordinator Nicole French Accounting Manager Anissa H. Green Office Manager 10 Crisis Directory Staff: Make-­A-­Wish Foundation of the Mid-­Atlantic Susan Sewell, Interim President and Chief Executive Officer Ashawnda Fleming, Vice President of Development and Community Relations Gerardo A. Luna, Vice President of Finance and Administration Mary R. Roth, Vice President of Program Services Headquarters (301.962.9474) Katherine A. Dankowski, Development Coordinator Nicole French, Accounting Manager Anissa H. Green, Office Manager Janet Hughes, Volunteer Manager Tara Wilson Jones, Special Events Manager Dana Kaufman, Individual Gifts & Grants Officer Tracy Langlois, Wish Coordinator Robyn Leenaerts, Intake and Medical Outreach Coordinator Jennifer Leitzel, Wish Coordinator Lawrence M. Magali, National Alliances Coordinator Domonic L. Payne, Accountant Janice Pliner, Director of Volunteer Services Jessie E. Saunders, Donor Services Manager Jessica Soklow, Community Relations Manager Laura Wentzel, Graphic Designer/Communications Coordinator 11 Baltimore Regional Office (410.580.9474) Lisa M. Kadish, Office, Volunteer and Donor Relations Coordinator Katherine E. Moore, Wish Manager Robin Rose, Regional Director Delaware Regional Office (302-­475-­9474) Donna Baylis, Development Coordinator Christyne Penque, Office, Volunteer & Donor Relations Coordinator Alexander Thurstlic, Wish Coordinator Carolyn S. Uhlig, Wish Coordinator Western Maryland Regional Office (301-­797-­9474) Carole Crisci, Office, Volunteer and Donor Relations Coordinator Judy Mann, Regional Director Northern Virginia Regional Office (571-­292-­9474) Mary Martinez, Regional Director Leadership Board Officers: Larry Byar Chair T.D. Bank,/N.A. Tammy Heller Secretary/Freddie Mac Dennis Covelli/Treasurer Make-­A-­Wish Foundation® of Metro New York Members Kurt Kroemer Make-­A-­Wish Foundation® of America 12 Kevin O’Toole Hunzinger Construction Company Liza Wright Lochlin Partners Dean Zerbe alliantgroup National Board Members Edward R. "Ned" Allen – North Carolina John F. Crowley – New Jersey Michael J. Archer – Missouri Chapter Performance Committee Chair Lawrence J. Byar – Connecticut James D. Fielding – California Board and Executive Committee Chair Bonnie W. Gwin – Ohio Charles A. James – California Philip J. Lussier – Massachusetts Audit & Finance Committee Chair Thomas M. McAlpin – Florida Kevin P. O'Toole – Wisconsin Robert L. Paglia – Massachusetts Thomas M. Parrett – Texas John K. Round – Texas Investment Committee and Resource Development and Branding Committee Chair Elizabeth Ann (“Liz Ann”) Sonders – Connecticut Governance Committee Chair Liza Wright – Virginia National Advisory Council The National Advisory Council (NAC) is a collection of influential celebrities, professional athletes and high-­‐level executives who pledge to serve as "connectors" for the Foundation. Andrew Benett Euro RSCG New York, Chief Executive Officer – Euro RSCG WW, Global Chief Strategy Officer Dolf & Julia Berle Dolf Berle -­‐ President -­‐ Lucky Strike Entertainment – Julia Berle -­‐ nonprofit leader & certified interpreter for the deaf Anthony “Tony” L. Bucci MARC USA – Chairman and CEO 13 Brian Corcoran NASCAR – Managing Director, Corporate Marketing; National Advisory Council Chair Kevin Donnalley National Football League – Former Professional Football Player Robert Dvorak Forsythe Technology, Inc. – Senior Vice President David Flitner Flitner Ranch and Hideout Adventures – Owner John P. Fox Royal Caribbean Cruises Ltd. – Vice President of Global Government & Community Relations Don Hamilton GM Dealerships – Owner Carl Hansson TSS Photography – Chairman & Chief Executive Officer Grant & Tamia Hill The Tamia & Grant Hill Foundation -­‐-­‐ Co-­‐Founders – NBA Basketball Player / R&B Singer Craig Hoover Live Nation – Vice President of Sales Jimmie Johnson & Chandra Johnson Hendrick Motorsports / Lowe’s Racing Team – Professional Race Car Driver, The Jimmie Johnson Foundation -­‐ Co-­‐Founders Michael “Mike” J. Levitt Stone Tower Capital LLC – Chairman and Chief Investment Officer Phillip “Phil” L. McAdams Wrangler Westernwear – President, Wrangler Specialty Apparel Vince & Linda McMahon World Wrestling Entertainment Inc. – Vince McMahon -­‐ Chairman of the Board, Linda McMahon -­‐ CEO Stephen “Steve” J. O'Brien Retired Business Executive Joseph J. Plumeri Willis Group Holdings Limited – Chairman and Chief Executive Officer Estee R. Portnoy JUMP.DC – Vice-­‐President, Marketing & Client Services Jeanette C. Roberts, PH.D., M.P.H. University of Wisconsin-­‐Madison – Dean, School Of Pharmacy Robyn Freedman Spizman Author and Consumer Advocate Mary Alice Stephenson Fashion & Style Expert Chris Webber Golden State Warriors – Professional Basketball Player, The Chris Webber Foundation – Founder Make-­A-­Wish Foundation® International : (602) 230-­9900 4742 N. 24th St., Suite 400 Phoenix, AZ 85016-­‐4862 USA Monday -­‐ Friday, 8 a.m. -­‐ 5 p.m. Phone: (602) 230-­‐9900 Toll-­free: (800) 965-­‐WISH (9474) Fax: (602) 230-­‐9627 14 Identifying The Media Spokesperson The nature of the crisis may dictate who within the organization is best to serve as a spokesperson to the media. As the nature of the crisis cannot be predetermined, it is highly encouraged that at minimum, senior executives of all Mid-­‐Atlantic offices prepare with media training techniques and exercises throughout the year so they are familiar with approaching the media. We suggest that, by default, the acting CEO serve as media spokesperson. In addition, we encourage support from others, (medical personnel, law enforcement) who may be able to speak to particular circumstances, as the situation warrants. Refer to the list below for suggested spokespersons who may be called upon in the event of the CEO’s absence. *Susan Sewell Interim President and Chief Executive Officer Ashawnda Fleming Vice President of Development and Community Relations Mary R. Roth Vice President of Program Services 15 List of Emergency Personnel and Local Officials Police Department Fire Department Local Hospital Health Department Utilities Mayor Governor Police Department Fire Department Local Hospital Health Department Utilities Mayor Governor Baltimore D.C. (410) 396-­‐2525 (202) 727-­‐9099 (410) 396-­‐5616 (410) 225-­‐8000 (Maryland General) (202) 673-­‐3331 (410) 396-­‐3100 (202) 442-­‐5955 410-­‐685-­‐0123 (Baltimore G&E) (703) 750-­‐1000 D.C. G&E) 410) 396-­‐3835 (Stephanie Rawlings-­‐Blake) 311 (Adrian Fenty) 410.974.3901 (Martin O'Malley) N/A Delaware Maryland Virginia (302) 422-­‐8081 (302) 422-­‐8001 (302) 674-­‐4700 (Bayhealth) (302) 744-­‐4700; (302) 349-­‐9090 (Delaware Electric) (302) 576-­‐2100 (James Baker) (302) 744-­‐4101 (Jack Markell) (202) 537-­‐4000 (Sibey Hospital) 16 410-­‐799-­‐2101 (410) 396-­‐ 5616 (410) 225-­‐ 8000 (410) 767-­‐ 6500 (804) 674-­‐2000 (703) 385-­‐7941 703) 558-­‐6161 (804) 864-­‐7685 410-­‐685-­‐0123 757-­‐385-­‐4631 410) 396-­‐ 3835 N/A (804) 786-­‐2211 (Bob 410.974.3901 McDonnell) List of Key Media Baltimore Associated Press•Editor•Amanda Kell•Kell-­‐akell@ap.org Baltimore Chronicle & Sentinal•Managing Editor•Alice Cherbonnier•editor@baltimorechronicle.com Baltimore Sun•Head of Print•Mary Corey•mary.corey@baltsun.com Baltimore Messenger•Executive Director of News Operations•Paul Milton 410-­‐995-­‐1667 WBAL AM 1090•Assignment Editor•Beverly Epstein•410-­‐338-­‐6577 WMARTV (ABC) •News Director•Kelly Groft•groft@wmar.com District of Columbia Associated Press•Bureau Chief•Sandy Johnson•apwashington@ap.org Associated Press Television News•Managing Editor•Denise Vance•202 641 9775 Voice of the Hill•Managing Editor•Julie Westfall•editor@voiceofthehill.com Washington Post•Managing Editor•Raju Narisetti•202.334.6000 WRC4 (NBC TV)•News Director•Camille Edwards•(212) 768-­‐0455 Delaware Delaware State News•newsroom@newszap.com . Delaware News Journal•Editorial Page Editor•John Sweeney•302-­‐324-­‐2990 Delaware Coast Press•Managing Editor•Eric Sahler•410-­‐749-­‐7171 Ext 244 Dover Post•News Editor•Jeff Brown•jeff.brown@doverpost.com WHYY (PBS Affiliate) •Main Studio•(302) 888-­‐1200 17 Maryland Baltimore Sun•Baltimore Sun•Head of Print•Mary Corey•mary.corey@baltsun.com Salisbury Daily Times•Managing Editor•Eric Sahler•410-­‐749-­‐7171 Ext 244 WHAG TV 25 (NBC)•Main News Room•301-­‐797-­‐4408 Annapolis Capital•Managing Editor•Loretta Haring• Towson Times•410-­‐268-­‐5000 WBOC TV 16 (CBS)•Main News Room/Press Releases•news@wboc.com Virginia Bristol Herald Courier•Content Coordinator•Heather Seay•(423) 434-­‐4591 Roanoke Times•Editor•Carole Tarrant•(540) 981 3211 Danville Register & Bee•Assistant Editor•Charles Wilborn•434-­‐791-­‐7977 Potomac News & Messenger•Executive Editor•Susan Svihlik•TBA ABC NBC CNN CBS FOX LA TIMES NY TIMES USA TODAY WALL STREET JOURNAL WASHINGTON POST NEWSWEEK TIME AP REUTERS National News Media (212)-­‐456-­‐7777 (212) 664-­‐4444 (404)-­‐827-­‐1500 (212)-­‐975-­‐4321 (212) 301-­‐3000 (213) 237-­‐5000 (202)-­‐862-­‐0300 (703)-­‐854-­‐3400 (212)-­‐416-­‐2000 (202)-­‐334-­‐6000 (212)-­‐445-­‐4000 (212)-­‐522-­‐1212 (212)-­‐621-­‐1500 (646)-­‐223-­‐4000 18 Spokespersons For Related Organizations Below is contact information for the Dream Foundation. A related, (however, unaffiliated) organization similar to the Make-­‐A-­‐Wish foundation. Given similarities in organizational structure and objective, executives, employees and staff may prove valuable resources for us in crisis time. It is recommended to initiate contact with them on a semiannual basis, at minimum, or whenever this plan is revised. Dream Foundation® Dream Foundation, founded in Santa Barbara in 1994 by Thomas Rollerson, is the first national wish granting organization for adults suffering life-­‐threatening illness The mission of the Dream Foundation is to enhance the quality of life for individuals and their families who are battling life-­‐threatening illness. Santa Barbara, California: 1528 Chapala Street, Suite 304 Santa Barbara, CA 93101 Phone: 805-­‐564-­‐2131 Los Angeles, CA: 11500 Olympic Blvd, Suite 400 Los Angeles, CA 90064 Phone: 310-­‐444-­‐3070 Fax: 310-­‐444-­‐ 3071 Staff Thomas W. Rollerson Founder/President Carol Brown Chief Operating Officer Valerie Banks Part-­time Flower Empower Coordinator Joslyn Charles Part-­time Dream Coordinator Lisbet Frey Dream Coordinator Cindy Hellriegel Finance Manager Adam Lichtenstein Internet Technologies Manager 19 Erinn Lynch Communications Manager Nora McNeely Hurley Part-­time Flower Empower Manager Michelle Mullaney Events Manager Emily Mullranin Dream Coordinator Nani Oesterle Part-­time Grants Manager Piper Presley Part-­time Office Manager Sonia Salazar Data Entry Manager Barbara Schoch Dream Program Manager Jackie Waddill Donor Relations Manager Believe In Tomorrow Children’s Foundation 6601 Frederick Road, Baltimore, MD 21228 Telephone: 1-­‐800-­‐933-­‐5470 Fax: 410-­‐744-­‐1984 e-­mail: info@believeintomorrow.org Officers Chairman Richard E. McCready Vice Chairman David Reymann President/CEO Brian Morrison Founder and CEO, Believe In Tomorrow Treasurer Christie Hunter Secretary Coard Simpler Parent Representative Daniel Ossing Senior Systems Engineer, Johns Hopkins University Applied Physics Lab Active Directors David Amick Dorsey Baldwin An Poitin Stil Irish Pub & Restaurant Nancy Caplan Jeff Elkin Chief Operating Officer, Advance Business Systems 20 Marianne Fishler Vice President Wealth & Investment Management, Sun Trust Securities Joe Foss Stewart J. Greenebaum President, Greenebaum & Rose Associates Thomas R. Mann Michael R. Murphy President & CEO HRH Insurance Dave Pruitt Vice President of Sales Operation, Black & Decker Corporation Kim Reese Jim Sears Sam G. Steen, Jr. Friedenwald Memorial Fund, Inc. Len Stoler President, Len Stoler, Inc. Keith Truffer Royston, Mueller, McLean & Reid, LLP Doug Widlake Lakewood Manufacturing / Kid’s Quarters The Dream Factory The Dream Factory, Inc. National Headquarters and Louisville Chapter Office 200 W. Broadway, Suite 504 Louisville, KY 40202 800-­‐456-­‐7556• 502-­‐561-­‐3001• 502-­‐561-­‐3004 fax President Vice President Secretary Treasurer Legal Counsel Chapter Representative Chapter Representative Chapter Representative Member at Large Member at Large Chapter Member at Large Leadership Brian Juengling Memphis Chapter Ralph Coldiron Lexington Chapter Vicki Weaver CHC Employee Health Services John J. Stafford, Jr Louis T. Roth & Company Marvin Coan Hummel & Coan, Attorney’s at Law Virginia Avery York, Maine Chapter Daniel Forrest Memphis Chapter Laura Walitsky Rochester, NY Chapter Dick Wilson UBS Financial Services Fred Williams Portland, Maine Chapter Dan Liston Kansas City Chapter 21 Crisis Communications Control Center In the event that our offices are forced to evacuate, or are unavailable for any reason during a crisis, the crisis team shall convene at the nearest regional office to conduct crisis management and discuss strategy to ensure the safety and security of all Make-­‐A-­‐Wish executives, employees, staff, families, and others involved. If it is deemed necessary by the crisis team, all effected parties will work together through carpools and similar collaborative efforts. Refer to the Crisis Directory/information for contact information for regional offices. If no alternative regional office is able to assist due to the magnitude of the crisis, the crisis team will gather at the nearest space that is safe open and safe. A final judgment call is to be made by the crisis team leader regarding next steps for location. Headquarters – Bethesda (Serving the District of Columbia as well as Calvert, Charles, Montgomery, Prince George’s and St. Mary’s counties in Maryland) 5272 River Road, Suite 700 Bethesda, Maryland 20816 Phone: 301.962.9474 Fax: 301.962.6900 Baltimore (Serving Anne Arundel, Baltimore, Caroline, Carroll, Dorchester, Harford, Howard, Kent, Queen Anne’s and Talbot counties) 9475 Deereco Road, Suite 306 Deer Park Center Timonium, Maryland 21093 Phone: 410.580.9474 Fax: 410.453.9434 Western Maryland (Serving Allegany, Garrett, Washington and Frederick counties) 13424 Pennsylvania Avenue Sylvania Building, Suite 204 Hagerstown, Maryland 21740 Phone: 301-­‐797-­‐9474 Fax: 301-­‐797-­‐3907 Delaware (Serving New Castle, Kent, Sussex, Cecil, Wicomico, Worcester and Somerset counties) 3411 Silverside Road Weldin Building, Suite 104 Wilmington, DE 19810 Phone: 302-­‐475-­‐9474 Fax: 302.478.7308 22 Equipment and Supplies The following is a suggest list of emergency equipment and supplies in the event of crisis. It may be revised as needed. • Chairs and desks • Bulletin boards • Flip charts • Chalk boards • Computers (or Typewriter) • Computer printer • Telephone/Cell phone • Battery powered television/radio • Maps/floor plan of each regional office • Battery powered flashlight or lamps • Police radio/walkie talkie • Company letterhead, pens pencils • Telephone directories • Contact lists/media directories • Press kits • CPM/Crisis communication plan • Street/highway maps • Food/beverages • Copy Machines • First aid kit • Camera and film • Extension cords and power packs • Stuffed animals/toys for kids • Megaphone 23 ® of America Pre-­gathered Information Backgrounder: MISSION STATEMENT We grant the wishes of children with life threatening medical conditions to enrich the human experience with hope, strength and joy. ® MAKE A WISH PHENOMENON REACHES FAR & WIDE The Make-­‐A-­‐Wish Foundation is the nation’s largest wish granting organization. It has fulfilled the wishes of more than 188,000 children in the United States and its territories since 1980. Based in Phoenix, the Make-­‐A-­‐Wish Foundation serves every community in the United States, Guam and Puerto Rico through its 65 chapters. To find the chapter serving your community, go to wish.org and enter your ZIP code in the “Find Your Local Chapter” box. BEGINNINGS OF THE MAKE-­A-­WISH FOUNDATION In 1980, Chris Greicius was a 7-­‐year-­‐old boy being treated for leukemia. Whenever he saw a police officer, he saw everything he wanted to be. Law enforcement officers heard about Chris’ wish to be a police officer and responded to the call. A police helicopter flew him to headquarters for a tour, a ride in a patrol car and a ceremony making him the first ever honorary state patrolman in Arizona history. They also presented him a custom-­‐tailored uniform, motorcycle helmet, campaign hat and the motorcycle wings he earned on his own battery-­‐-­‐powered bike. Many of those responsible for fulfilling Chris’ wish wanted to do the 24 same for other children with life threatening medical conditions and founded the Make-­‐A-­‐ Wish Foundation in November 1980. WHO IS ELIGIBLE? We grant the wishes of medically eligible children who: • have been diagnosed with a progressive, degenerative or malignant condition that has placed the child’s life in jeopardy; • are older than 2½ and younger than 18 (at the time of referral); • haven’t received a wish from another wish granting organization. The child's physician, certified nurse practitioner or certified physician assistant determines whether a child is medically eligible to receive a wish. FUNDING SOURCES The Make A Wish Foundation is a 501(c)(3) tax exempt organization that finances its work through the generous contributions of individuals, corporate sponsorships, planned gifts and grants. The Make-­‐A-­‐Wish Foundation does not raise funds by door-­‐-­‐to-­‐door, telephone solicitation methods or receive funding from federal, state or local government programs. In-­‐kind donations of goods and services such as frequent flier miles and hotel loyalty points also help finance the Foundation's mission. More than 76 percent of expenses are devoted to the Foundation's mission – far exceeding the program service allocation standards set forth by the nation’s leading charity watchdog groups, including the Council of Better Business Bureau Wise Giving Alliance. VOLUNTEERING Nearly 25,000 volunteers generously give their time and energy to fulfill the Make-­‐A-­‐ ® Wish mission. Volunteers serve Make-­‐A-­‐Wish chapters across the country in a variety of capacities including wish granting, office administrative support, language translation, special event planning and coordinating, Web site design, fundraising and much more. People can offer to volunteer through the “Ways to Help” section of the national Web site, wish.org, or by contacting their local Make-­‐A-­‐Wish chapter. 25 KIDS FOR WISH KIDS®: A number of Make-­‐A-­‐Wish chapters across the country coordinate a Kids For Wish Kids program, which enables children to raise money in their schools to help grant wishes. Kids For Wish Kids is unique because kids themselves manage it. Although each chapter does not have a Kids For Wish Kids program, there are opportunities in every Make-­‐A-­‐ Wish community for young people to help make wishes come true. 26 THE WISH PROCESS The Make-­‐A-­‐Wish Foundation estimates 27,000 children in the United States are diagnosed with a life threatening medical condition annually and thus may be eligible for a wish. Every wish is a memorable experience for the wish kid, the family and those who participate in the wish. The Foundation follows a process to create memorable wish experiences for each wish kid. STEP ONE: The Wish Referral Out of respect for the privacy of the children and families the Make-­‐A-­‐Wish Foundation serves, only these sources may refer a child: • a medical professional treating the child (doctor, nurse, social worker or child life specialist); • the child's parents or legal guardians; • the potential wish child. STEP TWO: Determining the Child's Eligibility Children older than 2½ and younger than 18 (at the time of referral) diagnosed with a life threatening medical condition may be eligible for a wish. The treating physician, certified nurse practitioner or certified physician assistant determines whether a child is medically eligible to receive a wish. A child also must not have received a wish from another wish granting organization to qualify. There are no other qualifications based on sex, race, religion, socioeconomic status or any other demographic category. STEP THREE: Choosing a Wish Once the child is deemed medically eligible, we send one of our enthusiastic wish teams to learn the child’s one true wish. These passionate volunteers help children explore their imaginations for the experience that will thrill and inspire them. Wishes generally fall into one of these categories: I wish to have… I wish to be... I wish to go… I wish to meet… STEP FOUR: Making a Wish Come True Finally, our wish granters create an unforgettable experience driven by the wish kid’s creativity. The experience enriches the lives of the children, their families and sometimes their entire community. All members of the wish kid’s immediate family take part in the wish whenever possible, and all wish expenses are fully covered by the Foundation – giving the wish kid and family a respite from the stress of dealing with a life threatening medical condition. In many cases, the allure of a wish experience is a source of inspiration for children undergoing difficult medical treatments and a positive force that helps them overcome their obstacles. WISHES BY THE NUMBERS Since its founding in 1980, the Make-­‐A-­‐Wish Foundation has granted more than 188,000 wishes. Today, the Foundation grants a wish every 40 minutes. Much like their 27 imaginations, children’s wishes cover an almost limitless spectrum. From wishing to be a ballerina to meeting a favorite celebrity, from receiving a new laptop computer to visiting a glamorous destination, wish children have enjoyed unforgettable, inspirational wish experiences around the world. In fiscal year 2009 (ending Aug. 31), the Foundation granted 13,465 wishes, the most ever in its 29-­‐year history. The most popular wish is to visit a theme park, which accounts for more than 40 percent of the requests from our wish kids. The most requested wish continues to be visiting a Disney theme park: During fiscal year 2008, the Foundation granted more than 5,400 wishes to visit a Disney Park through The Walt Disney Company – Disney Worldwide Outreach. Disney themed wishes continue to be the most popular requests by children to the Make-­‐A-­‐Wish Foundation with more than 6,000 wishes granted every year, including visits to the Disney Parks, Disney Cruises, meeting Disney Characters, attending sporting events and visiting TV and movie sets. The average cost of a wish nationwide is $7,362 (as of March 2009), which includes cash and in kind support. ABOUT THE MAKE-­A-­WISH FOUNDATION: The Make-­‐A-­‐Wish Foundation grants the wishes of children with life threatening medical conditions to enrich the human experience with hope, strength and joy. Founded in 1980 when a group of caring volunteers helped a young boy fulfill his dream of becoming a police officer, the Foundation is now the largest wish granting charity in the world, with 65 chapters in the United States and its territories. With the help of generous donors and nearly 25,000 volunteers, the Make-­‐A-­‐Wish Foundation grants a wish every 40 minutes and has granted more than 188,000 wishes in the United States since its inception. For more information about the Make-­‐A-­‐Wish Foundation, visit wish.org and discover how you can share the power of a wish®. 28 Statistical Summary For Fiscal Year 2008 29 • • • • • • • • • • • • • • • • • Make-­A-­Wish Foundation® Fast Facts The Make-­‐A-­‐Wish Foundation is celebrating its 30th anniversary this year. The largest wish granting nonprofit organization in the world was founded in Phoenix, Ariz., in 1980. The Make-­‐A-­‐Wish Foundation has granted the wishes of more than 188,000 children with life threatening medical conditions nationwide since its inception. The Make-­‐A-­‐Wish Foundation grants a wish every 40 minutes. In fiscal year 2009, the Foundation granted 13,465 wishes, the most ever in its 29-­‐ year history. The most popular wish is to visit a theme park, which accounts for more than 40 percent of the requests from our wish kids. Typically, children’s wishes fall into four categories: To Be (e.g., a zookeeper, a firefighter, a baker), To Meet (e.g., a favorite celebrity or athlete), To Have (e.g., a computer, a playhouse, a puppy), or To Go (e.g., to a theme park, Hawaii, a major sporting event). To qualify for a wish, the child must be older than 21/2 years old and younger than 18 (at the time of referral) and must not have received a wish from another wish-­‐ granting organization. A child can be referred to the Make-­‐A-­‐Wish Foundation by a parent or guardian, a medical professional, or by the child. Following referral, a certified medical professional must verify that the child has a life threatening medical condition. There are no other qualifications based on sex, race, religion, socioeconomic status or any other demographic category. The average cost of a wish is $7,362 (as of March 2009). For every dollar donated to the Make-­‐ A-­‐Wish Foundation, more than 76 percent goes towards wish granting, which exceeds program service allocation standards set forth by leading charity watchdog groups, including the Council of Better Business Bureaus. The Make-­‐A-­‐Wish Foundation was one of the first charities to earn the Better Business Bureaus Wise Giving Alliance Seal. The Make-­‐A-­‐Wish Foundation of America’s national office is located in Phoenix. The 65 Make-­‐A-­‐Wish® chapters in the United States and the U.S. territories of Guam and Puerto Rico enable the Foundation to serve children in every U.S. community. Nearly 25,000 volunteers help the Make-­‐A-­‐Wish Foundation maintain its grassroots support by delivering the organization’s mission to seriously ill children across the country. Volunteers serve Make-­‐A-­‐Wish chapters in a variety of capacities, including wish granting, office administrative support, special events, fundraising, language translation and much more. 30 Skeletal News Release NEWS RELEASE For Immediate Release Date_______________________________ Contact____________________________ (name/phone) Today, the Make A Wish Foundation in ____________ experienced the unfortunate experience of ___________. Today at_____________ ___________________ ______________________ __________________ (Event) (Date) Fact 1 Fact 2 Fact 3 We are currently dedicating our full resources into investigating what happened. Further details will be released by _______________ at a press conference scheduled for ______________ Name of person Time At our office in___________________ Location 31 Biography on President/CEO David Williams David A. Williams President & Chief Executive Officer As president and chief executive officer, David Williams leads the national staff and 65 chapters of the Make-­‐A-­‐Wish Foundation® in its simple, heartfelt mission: granting the wishes of children with life-­‐threatening medical conditions to enrich the human experience with hope, strength and joy. Since 1980, the world’s largest wish-­‐granting organization has granted the wishes of more than 185,000 children in the United States, Guam and Puerto Rico. Williams joined the Foundation in January 2005. Under his leadership, the world’s largest nonprofit wish-­‐ granting organization has considerably increased its financial resources. National office annual revenue has more than doubled since 2004, from $25.5 million to $66.7 million (fiscal year 2009); distributions to chapters have tripled, from $8.8 million to $36.6 million (FY 09); and overall revenue including chapters has increased from $144 million to $201 million (FY 09). Wishes have also continued to grow – the Foundation granted the wishes of 13,465 children in fiscal year 2009, the highest annual total in its 29-­‐year history. Before joining the Make-­‐A-­‐Wish Foundation, Williams spent 10 years at Habitat for Humanity International, rising to executive vice president and chief operating officer. Under his leadership, the organization expanded in a number of areas – revenue ($400 million to $900 million), house building (30,000 homes to nearly 200,000 homes) and the number of countries with operations (48 to 100). Williams began his work in nonprofit leadership by serving as executive director of The Houston Food Bank for 11 years. Williams earned a bachelor’s degree in business administration from Bloomsburg (Pa.) University and a master’s degree in business administration from the University of Houston. Williams lives in Cave Creek, Ariz., with his wife, Martha. They have two children, Kate and Carson. 32 Communicating With The Media Crisis Media Information and Interview Tips With an unfolding crisis, you must use the media to get your messages out because you do not have time to meet with every stakeholder. Every interview with a reporter is an opportunity to convey key messages and factual information to the viewing audience. The types of interviews you may be asked to participate in will vary depending upon the circumstances. Common interview types include the following: On-­‐site interviews: normally conducted by a reporter and camera operator. This interview method is preferred during the early stages of a crisis or other emergency. Press or news conferences: normally conducted in a classroom-­‐style setting with speakers delivering information from a lectern to an audience of reporters. This interview type is preferred for conveying large amounts of information and responding to multiple questions. Press conferences may be conducted on scene or in a dedicated briefing facility. In-­‐studio interviews: normally conducted by a reporter in a fully equipped sound studio. This interview method is preferred for conducting more in-­‐depth interviews and may be used by reporters as a crisis situation winds down. During crisis media interviews, success is measured by the ability to convey messages that demonstrate commitment to public health and safety as well as empathy/concern for those impacted by the crisis situation. The following the tips will assist you. Before the interview: -­‐ Coordinate with the local public affairs office for guidance. -­‐ Know the reporter and publication/program. -­‐ Negotiate the basics of the interview such as location, duration, format, and the general categories of questions to be asked by the reporter. -­‐ Develop or refine key messages to deliver during the interview. You may have several or only one message based on the stage of the crisis. -­‐ Understand the basics of message discipline including how to respond to difficult questions from reporters and techniques for bridging to key messages. -­‐ Know the Army “position” on the issue so you can speak with “one voice.” -­‐ Prepare for questions, including the “tough” questions. -­‐ Be sensitive to the reporter’s deadlines. -­‐ Remember nothing is “off the record.” 33 During the interview: -­‐ Show empathy and concern for people affected by the situation. -­‐ Be message-­‐oriented, not question-­‐oriented. -­‐ Direct the interview and answer the questions with which you’re comfortable. -­‐ Bridge to your messages early and often. -­‐ Speak in “headlines.” Give summaries – briefly and directly. Back with supporting facts. Short answers are better than long. Avoid military acronyms and technical jargon. -­‐ Answer negative or false accusations/allegations with a positive statement. Avoid repeating the negative. -­‐ Stay positive, never defensive. Asked about a problem? Talk about a solution. -­‐ Remain relaxed, cordial, and focused. Talk though the reporter to the public. Never let them see you sweat or be provoked on camera. -­‐ Do not get chummy with reporters – their job is to report the news; your job is to deliver your messages. -­‐ Avoid answering speculative questions or hypotheticals – stay focused on the facts. -­‐ During the early stages of a terrorism incident, focus on WHAT, WHEN, and WHERE – avoid responding to WHO, WHY, and HOW until investigations are complete, you are sure of the information, and you have clearance to give that information. If you are dealing with a natural disaster incident, provide all information you have clearance to give. Avoid criticizing or commenting on the response of other government agencies. -­‐ If you make a mistake or misspeak on a previous response, acknowledge the reporter’s current question but take the opportunity prior to responding to correct or clarify a previous statement. For example, “Before responding to your question, I want to clarify a statement I made earlier during the interview. . .” -­‐ Don’t know the answer? There is nothing wrong with “I don’t know” or “That’s not my area of expertise, please speak with X about that After the interview: -­‐ Keep your “interview attitude” until the interview is over and the reporter is gone. Assume the microphone and cameras are always on. -­‐ Ask the reporter when he or she expects the interview to be aired. -­‐ Ensure you exchange contact information with the reporter in case follow-­‐up is required. -­‐ Debrief your chain of command -­‐ If the interview contains factual errors or misrepresentations, contact the reporter and/or editor to provide the correct information. In some instances, it may be beneficial to ask for an on-­‐air correction. Bottom Line: -­‐ Always tell the truth. -­‐ A media interview is a “fire and forget” mission. Do the best you can and then let it go. -­‐ Communication is a skill … Practice! 34 Key Messages/Sample Media Statement Under the stress of a crisis it is easy to forget, or at least fail to state properly, the main points you want to convey to individual publics. As highlighted in the previous pages, it is important to stay on message during an interview. Do not get distracted by a irrelevant line of question and stick to key organizational messages. In addition, it is important to be as open, transparent, and forthcoming with the media as possible. It is imperative that messages are accurate, brief, quotable and memorable. Effective messages help the organization tell their side of the story while establishing credibility. In responding to a crisis, the following six-­‐point “message map” is suggested in framing your response to the media. 1. Show empathy to the affected parties. 2. State your conclusion. 3. Supporting fact (1) 4. Supporting fact (2) 5. Supporting fact (3). 6. Restate conclusion. A sample statement is included below for reference. “We are deeply disturbed and saddened by today’s events in which a young child under our care was physically abused by an employee from our regional office in Virginia. We remain committed to ensuring that our facilities are safe and provide a worry free and safe environment to the children and families we work with every day and will be taking proactive steps to do ensure their continued safety. The employee involved in this incident has been placed on permanent leave pending a full investigation. In addition, we have launched a full review of our hiring practices and procedures to ensure that such an egregious incident does not recur. We have increased security at all of our regional offices in response to today’s events. Again, we remain committed to ensuring that our facilities are safe and provide a worry free and safe environment to the children and families we work with every day and will be taking proactive steps to ensure their continued safety. We will update you as more information becomes available.” 35 List of Potential Media Questions Dealing with the media can be tricky. Again, as stressed above in the preceding pages, staying on message is key. Follow the message map on the previous page when crafting your response and ensure you stay on point. Remember to stay calm and in control of the organizations message. Outlined below are potential questions that the media may ask during an interview. Practice weaving in key message points into all responses to the questions below. Preparation and practice is essential to success with the media. Possible Media Questions 1. Did you see this coming? Were there any warning signs? 2. Was the child alone with the employee? Were there witnesses? 3. How did this employee pass a background check? 4. How long had the employee been involved with Make-A-Wish? 5. Has the employee been reprimanded, and do you plan on firing them? 6. Has the family involved threatened legal action? 7. Can you release the name of the child involved? 8. Is the child still involved with the organization in light of the incident? 9. What measures are being taken to ensure the safety and security of other children? 10. Are their other employees within the foundation with violent histories? How will you handle that? 36 Website During crisis it is important to keep the public and the media informed. The organization’s website is one of the first places that both the public and the media will go to seek out information. Keeping the website informative, and up-­‐to-­‐date is paramount in a crisis situation for this reason. Remember that the website is another venue for the organization to relay its messages to various publics. The more informative and up-­‐to-­‐date the information on your website is pertaining to the crisis, the less likely rumors and misinformation will circulate. Included below is the suggested structure for a potential “black website” should it be necessary. 37 List of Prodromes Often, crises are unavoidable and unforeseen. In many cases however, there are warning signs that when properly heeded can avoid a crisis from occurring or minimize its impact on the organization. The following is a suggested list of warning signs that may be indicative of a looming crisis. If any of these signs appear, be prepared to take proactive steps as early as possible. Warning Sings To Look For 1. Accounting notices irregular purchases/numbers appear skewed 2. Blogosphere is talking about the organization negatively 3. Child becomes uncharacteristically quiet or fearful around an employee or staff 4. Child makes verbal threats to employee/staff 5. Child tells employee/staff "a secret" they learned from another employee or staff 6. Employee or staff make threats to "bring down" the organization 7. Employee or staff seems unhappy or is conducting himself unprofessionally 8. Employees quit in large numbers/increased frequency 9. Family member of child makes accusations about the organization Possible Significance 1. Misuse of funds 2. Exposé looming in news media/Inside Information leaked 3. Mistreatment 4. Violent personality or temperament 5. Mistreatment 6. Dissatisfied employee/breach of confidentiality 7. Dissatisfied employee 8. Dissatisfied employee/fear of closing regional office 9. Possible legal battle 38 List of Related Internet URLs The following is a list of organizational websites with a similar mission and objective to the Make-­‐A-­‐Wish Foundation. Information provided by these organizations may prove useful in the event of a crisis. For more immediate information, refer to “Spokesperson’s For Related Organizations” section within this document. Organization Adult Wish Foundation Believe In Tomorrow National Children's Foundation Deliver the Dream Dream Factory HopeKids Jason's Dreams For Kids Kids Wish Network Sunshine Foundation The Dream Foundation The Granted Wish Foundation Wishing Well Foundation USA 39 Internet URL http://www.adultwishfoundation.org/ http://www.believeintomorrow.org/ http://www.deliverthedream.org/ http://www.dreamfactoryinc.com/ http://www.hopekids.org/ http://www.jasonsdreamsforkids.com/ http://www.kidswishnetwork.com/ http://www.sunshinefoundation.org/ http://www.dreamfoundation.com/ http://www.grantedwish.org/ http://www.wishingwellusa.org/ Evaluation & Post Crisis Review 1 Secure Loose Ends – Appropriate communications should be made outlining the resolution of the crisis to appropriate audiences. If changed, voice mail and web site should be updated. All media contacts should be double checked for completed interaction, then new names added to the organization’s media list. 2 Recognition of Heroes – The Crisis Communications Team will work with staff and the Marketing and Communications Committee to determine the best and most appropriate means for recognizing the “heroes” involved in the crisis situation. 3 Crisis Communications Review – Reconvene Crisis Communications Team to evaluate response, actions, what didn’t work, what needs to be improved/revised for the future, etc. 4 Media Coverage Assessment – Review coverage. Check for message consistency and saliency. Are there issues that might need further clarification. 5 File and Update – File notes, clips, talking points, communication, etc. into a folder. Revise the crisis communications plan if necessary. 40
