Through the initial, continuing, diminishing and resolution phases of the crisis, many procedures need to be implemented simultaneously to maximize efficiency and respond to multiple demands. This chapter provides a checklist that details all of the steps a Crisis Communications Team (CCT) will need to consider when developing an effective crisis communications response. This comprehensive checklist will reference appropriate sections of the other response chapters that provide greater depth on each area.
4.1.1 Seven-step communications response plan
Throughout the crisis, the CCT needs to formulate a consistent message and disseminate it both internally and externally. To achieve these goals, the CCT must carry out its response plan in tandem with the overall crisis response and recovery. The CCT Leader should manage implementing the communications component of the crisis response plan using seven steps:
- Activate the CCT
- Gather and verify information
- Assess the gravity of the crisis
- Identify key stakeholders
- Implement a communications strategy
- Develop external materials
- Inform partners, stakeholders and media
4.2 Initial phase
The CCT Leader will oversee the immediate response procedures and will delegate responsibilities to available staff.
4.2.1 Internal response: Immediate
- Notify senior leadership of available facts
- Dispatch a CCT member to the scene of the crisis to gather additional information, not to speak
- Notify the CCT and direct it to assemble in Crisis Center
- Dispatch any additional communications staff as necessary: videographer/photographer, translator
4.2.2 External relations response: immediate
- Prepare facts for initial interviews/press release
- Obtain clearance to issue press release
- Fax and email initial press release with available facts to the following groups and state that more information will be released as available:
- Partner organizations
- Emergency services’ communications officers
- Wire services
- Identify spokesperson(s) for initial interview(s): CCT Leader/members
- Identify backup spokesperson(s)
- Respond to initial queries to confirm basic information and include key messages if possible
See section 6.4 Key messages, section 8.4 Press releases, section 8.6 Interview guidelines and section 10.1.4 Information release clearance and parameters checklist.
4.2.3 Assign crisis communications responsibilities
- Information-gathering liaisons:
- Response team/operations center
- Stakeholders
- Partner organizations
- Internal operational or outside consultants/ subject matter experts
- Researcher
- Media query calls/media log maintenance
- Media monitoring
- Writing/editing news releases, talking points, fact sheets
- Website updates
- Crisis Center office/logistics/support
- Establish estimated time for next CCT meeting
See section 5.3 Confirm information, section 6.5 Incident-based situation assessment and considerations for research guidance, section 8.5.3 Indoor press conference area and Crisis Center for office supply and technology needs and section 10.21 Media Log for a template.
4.2.4 Determine level of response/external cooperation
- Discuss verified information
- Assess the gravity of the situation
- Identify involved parties/stakeholders and prioritize attention to possible victims and families
See Chapter 7: Engaging Key Stakeholders for guidance on different groups.
4.3 Continuing phase
The continuing phase represents the second-stage crisis response and confirms the level of attention and resources needed. This attention may or may not be for a sustained amount of time. The CCT will need to determine the type of approach and level of activation. The following procedures represent a comprehensive approach and full activation.
4.3.1 Communications approach
- Establish a Joint Information Center (JIC)
- Advise the media on location of the JIC
- Review initial approach guidelines
- Create key messages for stakeholders and for the public via the media
- Consider incident-specific responses
- Natural disaster
- Human-caused hazard
- Mechanical/technological malfunction
See section 6.2 Approach parameters for guidelines on message development, section 6.3 Creating a Joint Information Center (JIC) and section 6.4 Key messages to create sound bites.
4.3.2 Level of activation
- Plan a press conference to disseminate a significant announcement quickly
- Issue media advisory
- Press conference preparation
- Within the CCT, identify and prepare speakers for questions based on situation assessment
- Create visuals, press kits
- Identify language requirements and assign staff accordingly
- Outdoor press conference area/communications vehicle
- Equip press conference area and communications vehicle as soon as possible
- If possible, have the CCT inform media of location while the CCT Leader or main spokesperson is enroute to scene
- If confronted by media upon arrival:
- State name and title
- Give a brief synopsis of the event who what, where, when, why
- Use key messages
- Identify media staging area in front of outdoor press office
- Explain media access/ground rules
- Announce the briefing schedule and if the spokesperson(s) will be receiving questions
- Indoor press conference area
- Situate press conference area away from CCT Crisis Center to ensure privacy
- Place a CCT member in the press office with media at all times, if possible
- Equip room if not already prepared
- Press conference procedures
- Have the CCT Leader manage the event
- Establish event schedule and ground rules at beginning of press conference
- Conclude speaker statements with questions. if assurances and answer scheduled to do so
- Depending on the incident and its progression. announce time of next press conference Otherwise, state that additional information will be released as developments are confirmed
- Direct press to organization and/or crisis response website for updates and additional background material
- Announce CCT office phone number for press use only
- Schedule interviews
- Fulfill interview requests as soon as possible depending on media concentration: same day next morning and/or between or after press conference(s)
- If conducting one-on-one interviews between press conferences, be consistent and fair. Do not offer exclusives
- Obtain interview details from media log
- Keep in mind message, approach and demeanor guidelines
See section 8.5.1 Preparation for press conferences section 8.5.3 Indoor press conference area and Crisis Center, section 8.5.4 Outdoor press conference area to create an outdoor press office and equip a CCT vehicle section 8.5.6 Procedures during a press conference section 8.6 Interview guidelines and section 10.2.3 Media advisory template.
4.4 Diminishing phase
After the immediacy of the crisis passes, the frequency of press conferences will decrease according to the progress made towards achieving a resolution. The CCT should regularly reassess if the initial strategy remains sound within the seven-step response presented at the start of this chapter.
Depending on the analysis, adjust communications to key stakeholders and make or request corrections as necessary.
See section 8.3.1 Making corrections for guidance On pursuing corrections with the media.
4.5 Resolution
A crisis does not always end on day one. Often, a crisis and its implications can extend over weeks months or even years. Last remaining updates serve to call an end to the crisis if a concrete resolution is possible.
Either hold a final press conference if the end to an incident is significant or issue a press release to confirm final details on the incident.
4.5.1 Final press conference
- Declare end of crisis
- Provide final details of incident
- Disseminate information on those involved
- Repeat key messages:
- Empathy for losses
- Recognition of rescue/response effort
- Recovery plan
- Future steps to avoid/prepare for incident repeat
See Chapter 9: Post-incident Management.