CRISIS COMMUNICATION PLAN

REVISED MARCH, 2018

CREATED BY: SARAH BUXTON

CIERA DUBAN
KYLE WILMOTH
ANDREW BALLOCK
TABLE OF CONTENTS

Introduction ……………………………………………………………………………2
About the Arc of the Ozarks ……………………………………………………2
Plan Objectives and Purpose……………………………………………….…...2
Acknowledgements…………..…………………………………………………2
Crisis Management Team ………………………………………………………………3
Stakeholders…………………… ………………………………………………………4
Crisis Anticipation……...………………………………………………………………..5
Forced Resignation/Termination of Employment……...…………………………5
Natural Disasters………………………………………………………………….5
Employee Misconduct…………………………………………………………….5
Human Error………………………………………………………………………5
Crises in the Community …………………………………………………………5
Technology Failure………….…………………………………………………….5
Crisis Action ……………………………………………………………………………..6
Immediate Response Checklist………………...………………………………….6
Communication Channels…………………………………………………………7
List of Essential Supplies……….…………………………………………………7
Media Relations: Do’s and Don’ts...………………………………………………8
Key Messages…..………………………………………………………………….9
Press Release Template……………………………………………………………11
Media Contacts…………………………………………………………………….12
Arc Of The Ozarks Fact Sheet…………………….………………………………13
Crisis Tracking…………..……………………………………………………………….14
Media Log Sheet…………………….…………………………………………….14
Crisis Evaluation………………………………………………………………………….15
Crisis Evaluation Form……………………………………………………………15
Reference List and Resources ……………………………………………………………16
Appendix………………………………………………………………………………….17

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INTRODUCTION
ABOUT THE ARC OF THE OZARKS
The Arc of the Ozarks, established in 1964, has four locations: Springfield, Monett, Joplin, and
Kansas City. The Arc is a nonprofit organization that provides services for individuals with
developmental disabilities, including residential assistance, education, day habilitation,
therapeutic recreation, advocacy, autism services, employment, and psychological counseling.
With 1,400 employees, the Arc of the Ozarks touched 3,200 lives total in 2016.

Mission
“To support individuals with disabilities in directing their own lives as valued members of
the community.”
Vision
“To be a leader in service delivery for persons with disabilities by providing an array of
supports and services to integrate them into their communities and to enhance the quality
of their lives.”

CRISIS PLAN PURPOSE AND OBJECTIVES

This plan exists to…

• Offer a plan to follow in the event of a crisis

• Provide helpful tips for the spokesperson of Arc of the Ozarks
• Have a plan in place for communicating with employees
• Explain how stakeholders should receive information

The Purpose of this crisis communication plan is to help staff provide all stakeholders
with one clear message and one united plan in the event of a crisis. Should a crisis arise,
Arc of the Ozarks should follow the steps in the following pages to regain normal
operations in the post-crisis phase. The plan should be tested every January.

ACKNOWLEDGEMENTS
Danielle Wise, Director of Development, The Arc of the Ozarks
Stevie Stryker, Marketing & Development Coordinator, The Arc of the Ozarks

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CRISIS MANAGEMENT TEAM
Name Position Phone Number Email Address Responsibilities

Michael President/CEO mpowers@thearcofthe Spokesman

Powers ozarks.org

Tim Dygon Executive Vice tdygon@thearcofthe Coordinate

President ozarks.org meetings of the
crisis team

Alisa Vice President of alowry@thearcofthe Identify which

Lowry Program Services ozarks.org program(s) are
involved in the
crisis

Tiara Slack Vice President of tslack@thearcofthe Communicate

Quality ozarks.org with employees
Management

John Vice President of jeverest@thearcofthe Communicate

Everest Finance ozarks.org financial
implications of
the crisis to the
crisis team

Danielle Director of dwise@thearcofthe Develop

Wise Development ozarks.org message map
and
communicate
information to
the spokesman

Stevie Marketing & sstryker@thearcofthe Write press

Stryker Development ozarks.org releases and
Coordinator monitor social
media

Libby Safety & Risk lbarnard@thearcofthe Communicate

Barnard Management ozarks.org updates from
Officer law
enforcement or
emergency
agencies to the
crisis team

Marybeth Director of mkleinsasser@thearcofthe Educate team

Kleinsasser Human Resources ozarks.org on policies for
handling
certain crises

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STAKEHOLDERS

Internal Stakeholders:

• Clients: 3,200 lives touched

• Employees: 1,400
• Volunteers: 150
• Board of Directors: 19

External Stakeholders:

• State Government
• Media
• The community
• Donors
• Police Staff
• Neighbors and Property owners of living facilities
• Community Partners:
o Springfield Park Board
o Developmental Center of the Ozarks
o Abilities First
o Local Businesses who employ Arc Of The Ozarks clients

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CRISIS ANTICIPATION

FORCED RESIGNATION/TERMINATION OF EMPLOYMENT

• Executive-level resignation as a result of misconduct
• Other employees being let go due to problematic behaviors

EMPLOYEE AND VOLUNTEER MISCONDUCT

• An employee or volunteer intentionally or unintentionally neglecting a client
• Arrest of an employee for behaviors relating to violence, sexual harassment, theft,
etc.
• Improper behavior displayed by an employee or volunteer

HUMAN ERROR
• Incorrectly documenting client activity, such as when medications were given
• Mistakes with administering client medications
• Injuries from a car accident while transporting clients
• Injury incidents in the home as a result of cooking or other activities

CRISISES IN THE COMMUNITY

• Appearance of neglect as a result of client behavior at community events
• Negative public perception as a result of a disgruntled employee
• Negative social media posts that begin to influence public opinion about the Arc

TECHNOLOGY FAILURE
• Computer services used to document client activity are unavailable
• Loss in communication between employees
• Mechanical failures at facilities

NATURAL DISASTERS
• Damages to Individual Support Living homes due to natural disasters
• Fires, tornadoes, floods, and other severe weather that damage property, hinders
services, disrupts communication, and/or harms people.

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CRISIS ACTION
IMMEDIATE RESPONSE CHECKLIST
FIRST THINGS FIRST:
Safety: Are people injured? Is there still a potential threat? Have the proper authorities been notified?
Internal Communication: Director of Development contacts crisis team. CEO contacts Board of
Directors.
AFTER CRISIS TEAM IS NOTIFIED:
Evaluate the Crisis:
Crisis team will evaluate exactly how detrimental the crisis appears to be. This can take the form of
rating the crisis on a scale from 1-10. The team will also need to determine which category the crisis
falls under in order to determine how to respond.
Crisis Team Assignments:
Once the crisis has been evaluated, each member of the team must clearly understand what their
duties are to be. Duties can include monitoring social media, sending information to the press,
maintaining communication with stakeholders, communicating with authorities, etc.
Respond:
The messages used to respond to the crisis should be clear and consistent. Every message released
should have the same information, but should also be strategic in order to provide relevant
information for each individual stakeholder. See “Key Messages” on page 9 to determine how to
respond to different stakeholders. When releasing the messages, use the guide to communication
channels and methods on page 7.
Monitor Feedback:
After the messages have been sent, it is important to monitor stakeholder reactions. Knowing how
the stakeholders are thinking and keeping them involved is crucial. (Adapted from presentation by:
Zac Rantz, Chief Communication Officer at Nixa Public Schools)
THINGS TO CONSIDER DURING CRISIS MEETING:
➢ What is the extent of the situation?
➢ What will/could happen next?
➢ What is the category of this crisis?
➢ Is this an external crisis or internal crisis?
➢ How and when should we respond?
o -What are the facts?
o -Who knows the facts?
o -What does the public know?
➢ Which facts need to be communicated to each stakeholder?
➢ What can we say? Are there legal issues with privacy or other policies?

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 COMMUNICATION CHANNELS AND METHODS
Below are important communication methods and contacts for various stakeholders. These
methods will vary depending on the nature of the crisis. Some crises may warrant personal
meetings with stakeholders or even a community forum. It is important to remember that not
every stakeholder listed below needs to be contacted during every crisis. Being strategic
and respectful to how stakeholders should be contacted is vital to the success of this plan

Primary Communication Secondary Communication

Stakeholder
Channel Channels

Board of Directors Phone Call

'S-Com' emails, fact sheet and

Employees Organization Meeting copy of press statement.

Text blast system, newsletter,

Clients Email social media platforms.

Call Bob Belote, Director: Follow up with email to

Greene County Park Board
Developmental Center of the
Ozarks
(417) 864-1049
Call Allan McKelvy, Executive
Director: (417) 829-0897
bbelote@springfieldmo.gov and
social media updates
Follow up with email to
mspecht@dcoonline.com and
social media updates

Call Main Office: Follow up with email to

Abilities First
Client Employers
info@abilitiesfirst.net and
(417) 886-0404 social media updates
Social media updates
Contact via email
and press statements

ESSENTIAL SUPPLIES

• Laptop • Flashlights & batteries

• Cell phone • Walkie talkies & batteries

• Change of clothes • Paper copy of crisis plan

• Maps of facilities

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MEDIA RELATIONS

Following the guidelines below will assist in making your interaction with the press a less
stressful experience. REMEMBER: be clear and concise, and stay on message.

Do’s:* Questions to Expect:

• Take your time
• Stick to the facts
• Assume everything is on the record
• If you can’t give an answer, explain
why
• Go in to the interview prepared
• Practice fielding questions
• If you do not understand a question,
ask for clarification before
attempting to answer
Don’ts:*
• Lie, speculate, or guess
• Use complicated jargon
• Play favorites among reporters
• Say “no comment” – find another
way to express the organization’s
position
• Talk about information you are not
familiar with
• Who, what, when, where and why
• Questions about injuries
o Were there any?
o If so, what are their
conditions?
• Were the authorities notified?
• How could this have been
prevented?
• Who did not perform their job
properly?
• How does this affect the community?
• What are you going to do to fix it?
Questions to look out for:
• “What if?” Questions
• “Would you agree?” Questions
• Emotional Response Questions
• Complicated Questions
*Adapted from presentation by Andrea

Harp, Director of Marketing at Camp

Barnabas

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KEY MESSAGES

Below is a message mapping tool used to provide organization and help structure essential
information for public concerns. To develop a message map, one must:

1. Identify stakeholders.

2. Identify stakeholder concerns.

3. Phrase key messages.

4. Support messages with facts/proof.

5. Test message with partners/co-workers.

6. Plan for delivery through communication channels.

Scenario:
Stakeholder:
Concern:

Key Message 1 ---> Key Message 2 ---> Key Message 3 --->

Support Point 1.1 Support Point 2.1 Support Point 3.1

Support Point 1.2 Support Point 2.2 Support Point 3.2

Support Point 1.3 Support Point 2.3 Support Point 3.3

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 MESSAGE MAPPING: EXAMPLE

Scenario: President/CEO resigns due to personal misconduct

Stakeholder: Employees/ Board of Directors and community
Concern: Reputation of organization

Key Message 3 --->

Key Message 1 --->
Individual has resigned due to
misconduct
Key Message 2 --->
We will begin the process for a swift
and timely replacement
We will continue to work towards our
mission to support individuals with
disabilities in directing their own lives as
valued members of the community

Support Point 1.1 Support Point 2.1 Support Point 3.1

Released statement from CEO/ Name individual to take responsibilities Highlighting events coming up and what
President during transition the Arc has accomplished

Support Point 2.2

Support Point 1.2 Support Point 3.2
We are currently looking for possible
Facts of misconduct Testimonial from Arc client
candidates for replacement

Support Point 1.3

Reiterating company policy

"The policy of The Arc of the Ozarks is

to deliver programs and services in an
Support Point 2.3 Support Point 3.3
environment characterized by strict
conformance with the highest standards Values and ethics being sought out in Give communication channel for
of accountability and ethical conduct for replacement stakeholder concerns
administration, clinical, business,
marketing, and financial management."

PAGE 20 of Arc of the Ozarks Employee

Handbook

3/1/2018 Crisis Communication Plan 10

PRESS RELEASE TEMPLATE

FOR IMMEDIATE RELEASE

[Date]
Contact:
[Name]
[Email Address]
[Phone Number]
Concise Headline, 7-10 Words

City, State – Opening statement: 1-2 sentences that give a general explanation of what is
going on.

Main paragraph should answer who, what, when, where, why, and how. Be sure to include the
most important information first: Who is involved in this situation? What is going on? When
did this happen? Which location (office or residence of client)? Why the public would care?
How did this happen?

The concluding paragraph should include the messages determined through the message map.
Be sure to convey the correct tone, as it pertains to the crisis. Should you be apologetic? Should
you only release facts? Should you be empathetic?

About the Arc of the Ozarks: The Arc of the Ozarks exists to support individuals with
disabilities in directing their own lives as valued members of the community.
###

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MEDIA CONTACTS

Media Outlet Phone Number Email Address

KY3 (417) 268-3200 blovelle@kspr.com

KOLR10 (417) 862-6397 news@kolr10.com

KSPR33 (417) 268-3333 blovelle@kspr.com

News-Leader (417) 836-1115 webeditor@news-leader.com

KTTS (417) 447-6397 news@ktts.com

KSMU (417) 836-5878 ksmu@missouristate.edu

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ARC OF THE OZARKS FACT SHEET

Employees:

Employee Total 1,400

Management Staff 188

Office Personnel 55

Board of Directors 19

Portfolio of Services:

Residential Assistance
Education
Day Habilitation
Therapeutic Recreation
Advocacy
Autism Services
Employment
Psychological Counseling

We exist to support individuals with disabilities in directing

their own lives as valued members of the community.

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CRISIS TRACKING

This form will be used to keep track of media interactions, positive or negative, during a crisis
and as more information comes to the surface.

Arc of the Ozarks

Media Log Sheet

Date: __________________________________________________________

Time: __________________________________________________________

Name of Contact: ________________________________________________

From: __________________________________________________________
(name and type of outlet; e.g. newspaper, TV station, phone call, etc.)

Phone Number: __________________________________________________

E-Mail: _________________________________________________________

Is follow up required? ____Yes ____No

If yes, be specific:
____________________________________________________________________________
____________________________________________________________________________

Summary of conversation:
_______________________________________________________________________

Signature
________________________________

3/1/2018 Crisis Communication Plan 14

 Very Somewhat Ineffective
CRISIS EVALUATION FORM Effective Effective
Ability to Reach
Brief description of the crisis: [ ] [ ] [ ]
______________________________________ Employee Preparation
______________________________________ [ ] [ ] [ ]
Response to media
Is this specific crisis one that could have accurately and timely [ ] [ ] [ ]
been anticipated? [ ] Yes [ ] No
Were there any positions of skill, expertise, and/or strategies missing
If no, why was this crisis not anticipated? in the team? [ ] Yes [ ] No
______________________________________
Describe and explain how these can be incorporated in the future:
What methods were used to inform the employees?
_________________________________________________________
[ ] Press statement [ ] Phone [ ] E-Mail [ ] Meeting
[ ] Fact sheet [ ] Other _____________
Rate the effectiveness of communication strategies with stakeholders:
Rate the effectiveness of the following communication Very Somewhat Ineffective
tools and strategies: effective effective
Timely initial contact
Very Somewhat Ineffective [ ] [ ] [ ]
effective effective Multiple
Response Checklist communication [ ] [ ] [ ]
[ ] [ ] [ ] channels
Post-crisis feedback
Media Documents methods [ ] [ ] [ ]
(fact sheet, key
messages, press [ ] [ ] [ ] List any unidentified stakeholders in this crisis:
release template)
Media Contacts [ ] [ ] [ ]
Stakeholder * Adapted from Meredith College Crisis Communication Plan,
Contact Methods [ ] [ ] [ ]
Attachment J
Comments: ___________________________________

Rate the effectiveness of the Crisis Response Team:

3/1/2018 Crisis Communication Plan 15
 REFERENCE LIST
Coombs, T. M. (2014 September) Crisis Management and Communications Updated. Retrieved

from: https://instituteforpr.org/crisis-management-communications/

Presentation by: Harp, Andrea, Director of Marketing at Camp Barnabas, March 6th, 2018:

Drury University

Meredith College Crisis Communication Plan, Attachment J

Presentation by: Rantz, Zac, Chief Communication Officer at Nixa Public Schools, February

27th, 2018: Drury University

Stryker, Stevie, Marketing and Development Coordinator at Arc of the Ozarks. Interview

February 5th, 2018.

Wise, Danielle, Director of Development at Arc of the Ozarks. Interview February 5th, 2018.

RECOMMENDED RESOURCES

Crisis Management and Communications by Timothy Coombs: ttps://instituteforpr.org/crisis-management-

communications/

NMA Media and Community Crisis Communication Planning Template: https://nma.org/wp-

content/uploads/2016/08/Crisis-Communications-Template.pdf

United Way Crisis Plan:

http://www.uwof.org/sites/unitedwayflorida.oneeach.org/files/IRC%20United%20Way%20Crisis%20Commu
nication%20Plan%20-%202013.pdf

Your Crisis Response Plan: The Ten Effective Elements by Michael Watkins: https://hbswk.hbs.edu/item/your-
crisis-response-plan-the-ten-effective-elements

3/1/2018 Crisis Communication Plan 16

APPENDIX I
Glossary of Terms
Terms Definitions
A significant threat to an
organization that can result in
Crisis negative consequences if not
handled properly.
A method formed to prevent or
lessen the damage of a crisis. There
Crisis Management and
are three phrases of crisis
3 Phases management: Pre-Crisis, Crisis, and
Post-Crisis.
A situation that may turn in to a
crisis, but does not require the
Paracrisis action of the crisis team or the
organization to act in crisis mode.
Internal Crisis Communication exists
Internal Crisis to clearly communicate with the
members and employees during a
Communication crisis in order to usurp the stress
that is often prevalent.
3/1/2018 Crisis Communication Plan
Notes
A crisis can effect public safety,
financial loss, and reputation loss.
• Pre-Crisis is for prevention
and preservation.
• Crisis is how an organization
responds in the moment.
• Post-Crisis is developing a
plan to prevent the same
crisis from happening in the
future.
“Para” means “like”
Paracrisis = “like a crisis”
Research shows that many
organizations do not properly utilize
employees during crises.
17
 This is a concept adopted from the
law. Lawyers often try to present
Not reporting a crisis is
the flaws in their own case before
DANGEROUS. Reporting a crisis in
Stealing Thunder their opposition. It is more
an honest manner generally
beneficial for an organization to
reduces the loss of reputation.
report the crisis before the media or
another organization.

When people respond differently to

a piece of information when it is It is a good idea to use social media
Channel Effect presented through different as a channel.
channels.

Prevention:
• Create a crisis plan
• Select and train a crisis
Time spent preparing for a crisis, management team
Pre-Crisis Phase while carrying out actions that • Conduct exercises to test
result in goodwill for the company. crisis management plan and
team
• Drafting possible crisis
messages

A plan that includes key contacts,

reminders of typical crisis protocol,
Crisis Management Plan and forms that help document crisis
ALWAYS HAVE ONE
responses.

A group of people from the

organization who are designated to
be called to action in the event of a
Crisis Management crisis. Common members include Should be aware of and receive
people from public relations, legal, training on the crisis plan.
Team security, operations, finance, and
human resources.

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 Training in speaking with the media
Spokesperson is essential to being prepared for a What to say and what not to say.
crisis.

A crisis manager should be

prepared with statements by top
Templates for Crisis This allows the crisis team to simply
management, news releases, social
add relevant information. But the
Messages media messages (e.g., Tweets,
skeleton should already be there.
blogs, or Facebook posts) and dark
web sites.

A new website or portion of the

Should be designed prior to a crisis.
organization’s existing website
Dark Web Site created specifically to release
Announcements should be as
immediate as possible.
information about the crisis.

The different ways through which

an organization should
communicate with the public during
Channel a crisis. These include the
organization’s website, social
media, the press, etc.
Don’t forget social media. It keeps
the public informed in a personal
manner, which decreases loss of
reputation.

What management of an
This allows the organization to tell
organization does and says after a
their side of the story, so this phase
Crisis Response crisis hits. It has three points: 1) be
of the crisis should be as precise as
quick, 2) be accurate, 3) be
possible.
consistent.

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 The first message released by the
organization after the beginning of
the crisis and should: typically be
released within the first hour, be
factual, express concern/sympathy
Initial Response Phase to any victims, use all channels QUICK. ACCURATE. CONSISTENT.
possible, make public safety a
priority, include employees, and be
prepared to offer counseling or
other support as a result of the
crisis.

Strategies used by an organization

to repair the loss of reputation as
Not all crises need reputation
the result of a crisis. Some of these
response. The situation should be
include denial, excuse, justification,
Reputation Repair reminder, compensation, and
evaluated closely in order to make a
decision regarding the need for a
apology. Of course, the strategy
reputation repair strategy.
chosen depends on the degree to
which the reputation was lost.

A theory that says people try to

describe why events occur,
especially when the events are
sudden and negative. The
Attribution Theory “attributions” part of the theory is
the idea that people often attribute
the blame of crises to the
individuals in charge of the
organization.
Three negative results of Attribution
Theory:
1) Damage to an organization’s
reputation
2) Less business
3) Negative word-of-mouth

The phase when the organization is

Post Crisis Phase attempting to return to business as Follow-up communication is KEY.
usual.

*Definitions adapted from “Crisis Management and Communication” by T.M. Coombs

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