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Running head: RAVENS CRISIS PLAN
Baltimore Ravens Crisis Management Plan
Jeremy Sellmeyer
Maryville University
RAVENS CRISIS PLAN 2
Purpose
To effectively manage communications on behalf of the Baltimore Ravens, conveying messages and working internally and externally to substantially negate risks to reputation and our organization due to crises, specifically related to domestic abuse and domestic violence cases within our organization. We will ensure our reputation endures through strong leadership, transparency, and honesty throughout ALL crisis communication.
In the instance of this crisis plan, all solutions are directed toward communication dealing in the issues of domestic abuse and domestic violence cases from the top-down within our organization. It’s imperative that the plan is followed in its entirety with only factual information presented to the media and key publics in order for proper communication to be upheld and for our reputation to not falter from unethical malpractice.
Incidence description: Ray Rice (player) got into a verbal confrontation in an elevator at the Revel Casino in Atlantic City on February 15, 2014 with his fiancée Janay Palmer. Palmer and Rice also shoved each other until Rice punched Palmer, knocking her unconscious, and dragged her out of the elevator by her shoulders. The altercation was caught on security camera. Rice and Palmer were arrested, charged, and released from prison that same evening on simple assault charges.
The communication team should use this detailed crisis communication plan and examples as soon as the owner or a member of the team notifies the owner of a potential crisis situation. The objectives, timeline, examples, and post crisis review are outlined below.
Purpose……………………………………………………………………………………………2
Crisis Communication Policy……………………………………………………………………..3
Crisis Communication Team……………………………………………………………………...4
Objectives…………………………………………………………………………………………5
Timeline…………………………………………………………………………………………...5
Key Messages……………………………………………………………………………………..7
Sample Press Conference Speech…………………………………………………………………8
Sample Press Release…………………………………………………………………………...…9
Communication Tools……………………………………………………………………………10
Post Crisis Review……………………………………………………………………………….11
Crisis Communication Policy
RAVENS CRISIS PLAN 3
All crises should be reported to a supervisor until someone on the crisis communication team is notified, thus notifying the owner, immediately.
Only the appointed spokesperson, the owner traditionally, or back-up spokesperson to be appointed will release information to the media and public. All other staff members and members of the Crisis Communication Team should still be helpful in guiding the media and publics to our spokesperson(s) but will not release any information on behalf of the Ravens.
The Crisis Communication Team will decide what key messages and information are released concerning the situation, including any official online messages to our website, in which case, a decided member or members of the Crisis Communication Team or division of our communication department will be our online voice. In no situation should such member(s) release information not decided upon by the Crisis Communication Team beforehand.
There should be one designated crisis management person in charge, traditionally the head of communication, who is directing and coordinating all aspects of our organization’s responses. There should also be one person designated to be our spokesperson, who is interacting with the media (see above). In most crisis situations, these two roles will be filled by the head of communication and the team owner respectively.
All comments will be of the utmost professional quality and integrity, being as transparent and honest as possible at all times. If we don’t know the answer to a question or inquiry at any time, we will be honest and work to acquire an answer quickly and proactively.
There is no such thing as “No comment.” Again, if a situation arises where a question or inquiry cannot be answered at such time, simply say so, record the question, and we will respond once we have an answer.
Instead, responses should reflect our action, responsiveness, and continual effort to ensure future crises like these don’t happen. Examples appear below in “Key Messages.”
Understand the importance of the media to our reputation. Our reputation relies heavily on public trust, and public trust relies heavily on the media. Please be respectful and responsible as we work to maintain trust during a crisis, as our actions are under great scrutiny and will affect the entire Ravens organization.
Crisis Communication Team
In the event of a crisis, the Crisis Team will consist of these nine primary members.
RAVENS CRISIS PLAN 4
The team owner has the primary role of gathering and convening the Crisis Communication Team to develop the crisis plan. If the owner is not available, the President, General Manager, Assistant General Manager, Senior Vice Presidents, Vice President, or Head Coach may recommend to the owner to convene the team upon discovery of a situation believed to be a crisis.
At the convening, the owner and head of communications should determine whether the nature of the crisis requires additional personnel with special expertise to the Crisis Team.
Stephen Bisciotti Richard W. Cass Ozzie Newsome Owner (Spokesperson) President G.M. & Executive V.P.
Eric DeCosta Pat Moriarty Jeff GoeringAssistant G.M. Senior V.P. of Football Admin. Senior V.P. of Finance
Brad Downs Kevin Byrne John HarbaughV.P. of Marketing Sr. V.P. PR/Community Relations Head Coach
RAVENS CRISIS PLAN 5
Objectives
Prepare the Ravens staff, executives, spokesperson, Crisis Communication Team, coaches, and players to effectively and carefully manage crisis communications.
Help all in the organization to respond in a unified, professional manner that reinforces honesty, consistency, and disciplined handling of the situation.
Strategically enhance the Raven’s brand and public perception of that brand.
Manage the distribution of essential information to the media and public.
Prepare talking points for our spokesperson and Ravens management to use when presenting information and/or answering questions.
Provide instruction on how to proceed as an organization post-crisis.
Timeline
(Check off each item as it’s completed to ensure all the proper steps are being taken.)
Day 1: Hours 1-6
Alert owner and head of communications (they will alert the Crisis Communication Team).
If necessary, convene the Crisis Communication Team to determine steps for handling the crisis.
Assess the situation and facts that we do know.
Establish spokesperson (in most cases, the owner).
Prepare key messages to communicate based only on received information.
Write up a press release if deemed necessary.
Quickly hold an initial news briefing to inform any media at organization of key information.
Send out an email to inform all employees of the situation and to media also.
Post facts to our website.
Update social media platforms to direct attention to our website, where information is factual and official.
RAVENS CRISIS PLAN 6
Day 1: Hours 6-18
Appoint communication staff to record crisis details, our actions, and responses from media (message management both traditional and online).
Keep record of all inquiries and ensure traditional gatekeepers like secretaries are equipped with updated information at all times.
Update our key messages as frequently and appropriately as possible (press conferences and press releases).
Monitor developing issues and responses to determine whether and when the Crisis Communication Team needs to convene again.
Make sure to update relevant and breaking information on website.
Continue using our social media to direct to our website as we release information.
Day 2
Update all employees with any new information.
Update and maintain open communication lines with media members about key or new information.
Continue to identify and respond to developing issues from previous meetings, determining how involved the Crisis Communication Team needs to be.
Continue releasing relevant messages to our online channels, always remembering to push people to our website where official updates are occurring.
Days 3-7
Email all employees on any future developments concerning the crisis and how the organization is proceeding forward.
Continue developing communication lines with media while identifying any potential issues.
Follow through with any more key messages and updates, only as necessary (keep up with online messages briefly).
Convene the Crisis Communication Team to evaluate effectiveness of crisis communication plan.
RAVENS CRISIS PLAN 7
Key Messages
These messages should be prepared for all kinds of media inquiries and should reflect our overall status and reputation as positive leaders and an action-oriented organization. The Crisis Communication Team will be responsible for preparing factual and responsive messages for our representatives.
Concerning the issues of domestic violence and domestic abuse, key topics of discussion may include any number of the following:
The importance of healthy relationships and our part in facilitating those relationships. The need for support and how we can best offer it. The understanding of a personal issue that needs to be addressed as such and then
communicated publicly. The realization that outside help may be necessary and how we will ensure the right
resources and course of action are introduced. The personal effects and sympathy we are feeling for the family involved and our
condolences for them. The decision and need for discipline as determined by the organization and NFL at the
appropriate time, focusing instead on helping the person(s) involved.
In any crisis, there are seven steps to take when communicating outlined below for crises concerning domestic abuse and domestic violence with examples.
1. Candor: acknowledge a problem exists.“We realize a member of our organization was involved in an altercation involving domestic abuse or domestic violence.”
2. Explanation: why the problem occurred. “What we understand is this happened at this time.”
3. Declaration: commitment to specific steps to resolve the problem.“We are determined to resolve this issue with this person and the victims by doing this.”
4. Contrition: continually verbalizing our responsibility for the current situation.“We know this person falls within our care and has done something harmful to someone else. We take this matter seriously and understand it’s on us to help.”
5. Consultation: ask for help from a third party.“We will do everything we can to offer help and resources for this person, including talking with their family and looking to find the best treatment and solutions for this person and the victims.”
6. Commitment: publicly promise, to the best of our ability, similar situations won’t occur.“We are doing are best to be there for this person and will use this opportunity to better our organization so this doesn’t happen again.”
7. Restitution: quickly pay the price on our end and go beyond expectations. “We hold ourselves accountable for the situation at hand and will not only support the family and victims in these ways, but we will also work with this outside organization to better protect all members of our organization and their families in the future.”
RAVENS CRISIS PLAN 8
Sample Press Conference Speech
As reviewed within the confines of our roles as active communicators during a crisis situation, we will make sure we are the first to relay information related to the situation efficiently, effectively, and correctly to the media and public.
Our first contact with the media will fall within the first few hours after the crisis is made known to our organization, in which time we need to inform the media of the situation to the best of our knowledge (who, what, where, when, why, and how). The quickest and easiest method will almost always be a press release (example on next page). In most crisis situations, however, especially ones involving domestic abuse and domestic violence, it is recommended to hold a news conference as soon as possible for our spokesperson to relay the same and any additional information to the media. Here is an outlined example to model all our prepared statements:
Opening Statement (30-60 seconds): “Hello, and thank you for coming out today on such short
notice. I’m here to discuss the issue related to a tragic incidence involving running back Ray
Rice and his fiancée Janay Palmer—an issue we don’t condone or take lightly as an organization.
Last night, February 15, Ray and Janay got into a fight in an elevator at the Revel Casino in
Atlantic City. The fight could be seen on security tape and showed the two getting into an
argument. The tape also shows the couple shoving one another, Janay pushing Ray a handful of
times, and Ray hitting her back, knocking her unconscious. Both were then arrested, charged,
and released from prison that same night on simple assault charges. I, nor anyone else at the
Ravens organization, have had the chance to speak personally with Ray and Janay to discuss the
situation, but we are deeply saddened for them and hopeful that we can work with them to
resolve this issue moving forward. I’ll answer any questions you have for me at this time.”
Questions (determine time allowed ahead): When fielding questions, remember to prepare using our “Key Messages” above. Use three main talking points when deciding how to address media questions, keeping in mind that our answers should always remain factual, transparent, and to the point. Do NOT speculate or give opinion—instead turn personal questions into action-oriented solutions for the organization.
Sample Press Release
RAVENS CRISIS PLAN 9
As simple as it seems, our first response can follow this simple template with even less information provided than the example. Simply plug in the what, where, who, and when into the lead sentence to get the information out. Any other details we can confirm surrounding the situation or detailing future information releases may be added but are not necessary.
Contact: Jeremy Sellmeyer FOR IMMEDIATE RELEASE
Cell: 314-825-8123
Email: [email protected]
Twitter: @jeremysellmeyer
Ray Rice charged with assault in domestic violence altercation
BALTIMORE, Feb. 15, 2014 – A domestic violence altercation at Revel Casino in Atlantic City involving running back Ray Rice and his fiancée Janay Palmer occurred today at 9:15 p.m.
Security footage of the event reveals the couple arguing in an elevator at the casino where Palmer and Rice are seen shoving each other, with Rice punching and knocking Palmer unconscious. Both were arrested, charged, and released from prison that evening on simple assault charges. The incident is under investigation with more information forthcoming.
The Ravens organization is deeply troubled by the situation, and team owner, Steve Bisciotti, will give a press conference at M & T Bank Stadium at 8:00 a.m. with more details.
About the Baltimore RavensFounded in 1996, as an NFL expansion football team from Cleveland, the Ravens organization is a newer franchise and entity playing in the AFC North against rivals Steelers, Bengals, and Browns. Baltimore has a brief history, but one of winning underneath owner Steve Bisciotti (since 2000), general manager Ozzie Newsome (since 2002), and coach John Harbaugh (since 2008). The Ravens have made the playoffs 10 times since 2000, winning two Super Bowls (XXXV and XLVII), two AFC championships, and four AFC North division titles. For more information, visit http://www.baltimoreravens.com/.
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Communication Tools
RAVENS CRISIS PLAN 10
Throughout the entirety of our crisis communication plan, we will be using various channels for relaying key messages. Compiled is a list that references the different areas to consider where we should be releasing information and providing the media with adequate updates.
Channel Responsibility
www.baltimoreravens.com
@Ravens, www.twitter.com/ravens
www.facebook.com/baltimoreravens
National/local news outlets including CNN, NBC, ABC2,
ESPN, WJZ-13, WBAL-TV 11, FOX Sports
www.nfl.com
Mass email to all Ravens employees
@Player, www.twitter.com/player
www.facebook.com/player
Post Crisis Review
Although a crisis is almost never completed, the direct action we take to respond in a positive and immediate fashion is. It’s essential that throughout the entire communication process we are
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RAVENS CRISIS PLAN 11
in constant contact with all parties—those involved in the situation including players, coaches, their agents, and their families, the entire staff in our organization, the Crisis Communication Team, the National Football League, our publics, and the media. This level of contact should be maintained before, during, and after the crisis. Also, as noted in the timeline, the Crisis Communication Team needs to be avidly convening to deal with issues as they arise—it is this kind of commitment that will help us evaluate ourselves within a crisis and evaluate us after we weather the storm.
Tie-Up Loose Ends:Final and deliberate communication efforts should be made to detail the closing of the crisis to the necessary audiences. This also includes any official statements and information we have published online to notify the public of changes just as if the crisis were continuing. All media inquiries and questions should be confirmed complete, followed-through by this point, or handled as before.
Crisis Communication Evaluation: Reconvene the Crisis Communication Team one final time, if all other issues concerning the crisis have been handled, to go over our statements, responses, and previous evaluations to see what communication worked well and what messages and tactics we need to add or improve in the future.
Media Coverage Evaluation: In much the same way with the Crisis Communication Team, review the overall coverage and reach of the crisis situation along with consistency across platforms and channels. If there are glaring weaknesses in accounts or perception of the situation, reach out to media to clarify points.
Review and File Plan: Take all prepared statements, press releases, and notes related to the situation and compile them together. Make sure the checklist above has been covered multiple times over along with all parts of this plan. Write down considerations and updates to this plan, attach all documents together, and file away for edits.
