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CHANNEL ISLANDS YMCACommunications Plan
Crisis/Emergency Urgent Notifications and Important Updates Important Contact Information
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Table of Contents
Defining a Crisis------------------------------------------------------------------ Page 3
Checklist-------------------------------------------------------------------------- Page 4
Team Contact Information------------------------------------------------------- Page 5
Responsibilities------------------------------------------------------------------- Page 5
Reputation Recovery------------------------------------------------------------- Page 8
Working with the Media---------------------------------------------------------- Page 8
Crisis Levels---------------------------------------------------------------------- Page 11
Sample Responses--------------------------------------------------------------- Page 12
Urgent Notification--------------------------------------------------------------- Page 16
Purpose
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The Channel Islands Communications Plan outlines procedures for communicating to staff, members, media, and other stakeholders in the event of an emergency. The Plan also contains direction for discerning levels of urgency and tools to use at a branch level.
The Plan is designed to provide a flexible framework to manage a range of possible scenarios and ensure appropriate communications to position the YMCA as a good steward of the public’s trust, and to mitigate reputational risk.
Defining a Crisis
A crisis is any event or situation that poses a potential threat to the operations, the reputation of the Y or a physical threat. Each situation requires an individualized solution.
Examples of a crisis include:
Abuse of a child at a Y facility or event Death of a participant at the Y Active shooter or other violence at a Y location Facility disaster (explosion, fire, flood) Prominent government or legal investigation
Crisis communication protocols are triggered when the Y’s operations or reputation is at risk because:
The safety and security of Y members, program participants, or employees are compromised
The situation affects, or has the potential to affect, people and staff the Y serves
It exposes the Y to potential media attention It puts relationships with donors, government officials, members/program
participants, or the surrounding community at risk There is potential for significant litigation related to the incident
Urgent Notifications and Important Updates (Non-Crisis)
Not every situation that requires communication is a crisis. If a situation requires communication, but does not fit into a level of crisis as defined above, staff should follow the steps on page 15 and 16.
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Crisis Communications Plan Checklist
1. Follow the communication chain.
1. Establish a crisis communications response team with clearly defined roles.
Identify a spokesperson and delegate responsibilities keeping the entire response team in communications at all times.
2. Assess the situation by gathering all the facts
3. Develop a response strategy to address the immediate situation and notify stakeholders, Y staff, members, program participants, board members, donors, and the media.
4. Continue monitoring the event to gather information and re-evaluate the response strategy as needed. Need for ongoing meetings and communications will be evaluated by the crisis communications response team.
5. Recover from the crisis and steward the reputation of the Y. Developing a recovery strategy is key to this strategy.
The Communication ChainIf unable to reach the next person in the communication chain, leave a message to return call. If the situation is life threatening, call the next person in the chain. If not dire, wait for a return call.
Staff notifies supervisor Supervisor notifies
o Manager on Dutyo Branch Executive Director
Branch Executive notifieso Chief Operations Officero Branch Directors (As Necessary)
Chief Operations Officer notifieso CEOo Facilities and Risk Directoro Marketing Directoro Human Resource Director (As Necessary)
CEOo Board of Directors (As Necessary)
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Reminder: Staff should not speak to media. Instead, they should direct all media inquiries to the Executive Director, the Chief Operations Officer and/or the Association Office Marketing and Communications Director.
Potential Response Team Contact Info
Association Office Name Office # Cell # EmailChief Operating Officer
Jennifer Heinen-Stiffler 805-569-1103 x1031 949-616-8045 Jennifer.Heinen-
[email protected] Director Mike Evans 805-569-1103 x1014 805-822-7422 [email protected] Director Dan Noah 805-569-1103 x1028 714-8092980 [email protected] Director Pam Swenson 805-569-0947 x1016 805-448-8277 [email protected] Executive Officer Margo Bryne 805-569-00947
x1012 805-218-4390 [email protected] Camarillo Megan Voshell 805-484-0423 x13 805.758.0374 [email protected] Tommy Speidel 805-686-2037 805.264.6537
Montecito Mike Yamasaki 805-969-3288 x105 805.729.3097 [email protected] Barbara Craig Prentice 805-687-7727 x231 818.825.6073 [email protected] C Gildred Tommy Speidel 805-686-2037 814.409.8838 [email protected] Amy Bailey Jurewicz 805-642-2131 x24 805.302.4304 [email protected] and Family Services Valerie Kissell 805-569-0947 x32 724.366.3679 [email protected]
Third-Party Contact InfoBlue Moon Consulting is an available resource to support responding to sexual abuse allegations. (Consulting fees may apply)
Phone: 415.316.0075
Delegate Responsibilities
Layout a plan for: Who, What, Where, When. Determine Response Team.
Priorities are ensuring the safety of our members, staff, and any others we serve. If crisis reaches beyond the Y, a plan to support the community should be established. Refer to the Emergency Action Plan for specific responses to emergency situations.
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The Communications Response Team will assess whether there are any unique considerations for this specific emergency. For example, are there particular security, health, legal, or political concerns?
Determine messaging and create a set of key messages.
Create frequency plan and select channels (website, social media, phone) that will be used to distribute messaging.
These messages will set the tone for the response to the crisis and need to be consistent across all channels. The key messages will serve as a framework for all communications to ensure all audiences (both internal and external) receive the same information. To ensure the Response Team communicates consistently; any communications regarding the crisis should include or immediately be presented to the Response Team.
Take and save all notes throughout the event/crisis for debriefing and potential legal issues.
If your shift is ending, keep a communication log of contacts and notes of communication updates for the next staff member.
Determine the Facts
What is the situation?
When did the situation start and when were you notified (date/time)?
Who/what is affected (employees, members, etc.) and how severely?
Who (internal and external) is aware of the situation?
What steps have been taken and what steps need to be taken next?
What external agencies (law enforcement, government, etc.) are involved?
What are external stakeholders saying?
What information is already out in the public? Is it accurate?
Do we need an immediate public response?
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Notify Stakeholders
The following is a list of possible audiences, delegated roles and communications channels to notify during a crisis. Stakeholders should hear the info first from the Y, if possible, rather than the media. Consider what each group needs to know.
Audience Delegated To ChannelMembers and/or participants Marketing and Communications Website/email/onsite/socialMembers affected by crisis Executive Director Phone/emailStaff COO/CEO/Exec Phone/emailAO Board members CEO Phone/emailBranch Board members & other volunteers
Executive Director Phone/email
YMCA insurer/legal counsel Risk Management Phone/emailOther Y’s, state alliance, Y-USA CEO/COO EmailDonors, partners, other supporters Fund Development Phone/emailLaw enforcement officials Executive Director
Facility & Risk DirectorPhone/email
Media Marketing Phone/emailLocal groups, organizations, businesses
Executive Director Phone/email
Community residents Marketing Website/social
Ongoing Assessment
The Response Team will continue to respond to new developments and modify strategy, tactics, and messages as necessary.
Continue gathering information, storing all info in a shared location. Continuously review and adjust the fundamental strategy and key messages to ensure they remain relevant in light of new information.
Monitor and manage all media relations. Establish the Y as a source of accurate and timely information by monitoring traditional and social media channels for any inaccurate reporting.
Assess current messaging. Advertising, awareness, promotional or event messaging may undermine, conflict or diminish the messages put forward by the Response Team, and may need to be ceased and withdrawn.
Reputation Recovery
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As the crisis subsides, attention should turn to actions the Y can take to repair any damage to its reputation.
Actively communicate with internal and external stakeholders. Staff, volunteers, donors, partners, and community supporters should hear from us about ongoing steps we are taking to continue managing the issue and ensure it does not happen again.
Contact YUSA CEO Hotline as appropriate.
Reach out to the affected community to offer free Y counseling or, as appropriate, Y physical spaces for events and/or meetings. Demonstrate the Y’s ongoing commitment to those who have been affected by facilitating and meeting the needs of the community.
Contact elected officials and community leaders. Engaging them through regular updates on the matter and how the Y has been responding can assist in keeping them on the Y’s side.
Keep media apprised of positive steps taken. Continuing to engage with journalists covering the matter will demonstrate the Y’s openness and proactive approach to addressing this matter head on and can help shine a positive light on the Y’s work.
When the crisis has passed, debrief with the Communications Response Team to review successes and challenges. Adjust the Communications Plan as necessary. Save all necessary documentation.
Working with the Media
Generally, in a crisis, the YMCA should communicate proactively with staff, members, and other supporters and reactively with media.
However, in some instances the Communications Response Team may decide that releasing a statement to get ahead of the story — going on the offensive — is a better strategy. This ensures the Y side of the story is told. It may include announcing specific action plans for addressing the situation, announcing new policies to address the causes of the crisis, or making other newsworthy announcements to shift the story.
Refer to the Response Team contact info. Only members of the Response Team should comment to any stakeholder group.
Guidelines for Managing Media Relations
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Return reporters’ calls promptly, even if we have limited information. We want the story to include our point of view
Have a Plan, the best interviews start with a plan. Have an idea of what you will say about the crisis and stick to it. Problems arise in interviews when you deviate from the plan. Use this guide to help you craft an effective response or reach out to your Communications professional for support.
Keep calm, take your time and think about the questions the reporter is asking. You are in control of the interview and can answer at you pace.
Do not withhold information from reporters that is publicly available — through police reports or legal filings, for instance — or that we are sharing with members or other large audiences. This will only arouse their suspicions, and when they eventually learn this information, they’ll write or broadcast another story — which only serves to extend coverage of the crisis. Get all of the bad news out at once.
Do not disclose any personnel, member, or YMCA information that is governed by privacy laws.
Accommodate reporters but know your rights. In general, YMCA facilities are private property, so reporters need our permission to enter, interview members, etc. If we don’t want reporters on the premises, we can ask them to leave — but do so calmly and professionally in case cameras or cellphones are recording. When reporters are on site, make sure a staff member accompanies them; do not allow them to roam on their own.
Avoid simply saying, “No comment.” There are instances when we should not comment, but offer an explanation. For example, “Because the investigation is ongoing, we cannot comment. All questions should be directed to the police department.” Or, “Personnel matters are governed by privacy laws, so we cannot comment further.”
Tell the truth, be accurate, only the facts. Our credibility — critically important in a crisis — depends on establishing the YMCA as a source of accurate information. Avoid speculation and opinions — be clear about what we know and what we don’t.
Feel free to say, “I don’t know the answer to that specific question” or “I’ll need to get back to you.” There will be times when we don’t have all of the answers — do not guess or make something up. Be sure to follow up with the reporter in a timely manner if you promise to do so.
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Give simple, affirmative answers. Avoid jargon and obscure abbreviations. If the reporter uses pejorative or loaded words in his or her question, do not repeat them in our answer or get defensive.
Know when to stop talking. Give the answer we want to give and nothing more. Let the reporter fill the silent spaces. If the reporter asks the same question but in a different way, give the same answer. There is nothing wrong with repeating your key messages and the facts.
Make clear that we are taking the crisis seriously. Do not attempt to downplay what happened or blame someone else.
Speak with Empathy. Speak in personal terms when possible, and express regret and sympathy — even if we don’t believe our YMCA is responsible for what happened. The Y is a caring organization, and that needs to come through in a crisis. Remember: We are talking to the public through the reporter.
Provide reporters with a news release or statement, with the facts in black and white. This increases the possibility of reporters getting the story right and reduces the likelihood of them asking questions and quoting our spokesperson about the unflattering details of the crisis. The spokesperson is then better positioned to provide the human, caring face of the Y.
There is no such thing as “off the record.” Avoid casual conversations with reporters. If we don’t want to read it in the paper or see it on TV, don’t say it.
Don’t take it personally. Media attention is rarely entirely positive — and it never is in a crisis. Do what we can to make the best of a bad situation, but don’t be offended if the coverage is unfavorable despite our efforts.
On Camera. All on camera interviews should be agreed upon in advance. Look at the reporter at all times, unless guided to address the camera. Avoid looking at the camera when speaking to the reporter.
Follow Up, give information for people to follow up on the crisis if needed. A website or directing people to social media is acceptable.
The Response Team should delegate the role of spokesperson according to the level of crisis.
Level Crisis Scenarios
Major events - Possibly CEO
Facility Disaster (major, with casualties)Unexpected Executive Management Change Terrorism, Bomb Threats, Kidnapping, ShootingActive Shooter
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Hostage Situation
Significant operational issues – Possibly COO
DeathInjury/Accident (major)Facility Disaster (general)Branch DeficiencyPotential Child Abuse AllegationsCybersecurity BreachEmbezzlement/Accountability IssuesMisuse of Donations/Funds or Misallocation of Branch ResourcesSelling/Closing of Branch or SiteCanceled Program/Operations DeficiencyCompensation Complaints
Other crisis - Possibly COO, Marketing Director, Executive Director,Blue Moon Consulting
Injury/Accident (minor)Facility Disaster (minor)Disease or Illness OutbreakDangerous Weather ConditionsPolitical ControversyGeneral Police InvestigationLoss of Organizational and Community PartnershipsSocial Media Criticism (trend)Child Abuse Claim
Legal issues – Possibly COO, HR Director, Executive Director
Employee DiscriminationGovernment Investigations/Document Requests/SubpoenasNotice of Significant Litigation
Initial Comments to the Press
When a crisis first occurs we are unlikely to have enough details to comment. The below are initial statements for responding to reporters on background when they call to inquire about the incident:
“We’ve just learned about the incident at the (facility name) and are trying to get more complete information. How can I reach you when I have more information to share?”
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“I understand that there has been an incident/accident. I don’t have full details, and I don’t want to give you incorrect information. Senior staff are on the scene, and I should be able to tell you what’s happening very shortly.”
“All of our efforts are directed at bringing the situation under control, so I’m not in a position to speculate about the cause of the incident. How can I reach you when I have more information?”
“We’re preparing a statement on that now. Can I email it to you __minutes?”
Sample Responses
Death, Injury, Accident (employee, member, program participant, visitor, guest, child)
“On [DATE], a [member/employee/individual] was [ISSUE] at the [BRANCH]. [WHO] immediately [ACTION] and notified [law enforcement/parents/YMCA leadership.]
[The Y takes any reports of [violence/injury/physical intimidation] very seriously. We are fully assisting law enforcement during their investigation.]
Alternative for Death:
“[DATE] was a tragic day for the YMCA. A [branch] [member/employee/individual] experienced a medical emergency while [he/she/they] were at the Y and passed away.
“[All YMCA staff are trained in first aid and CPR, and our staff reacted instantly and activated our emergency action plan. Emergency medical services arrived quickly and transported the (member / employee / individual) to the hospital.]
“We are deeply saddened by this news and our thoughts are with the family and our staff team who responded. The first priority of the YMCA has been and continues to be the health and safety of those we serve.
“We ask that people respect the privacy of the family at this time. We thank you for your understanding and patience.”
Facility Disaster (explosion, major fire, natural disaster)
“The YMCA regards the well-being of everyone we serve as our highest priority, and we take our responsibility for ensuring their safety very seriously.
Branch Deficiency (city violation, unsafe conditions)
“The YMCA regards the well-being of everyone we serve as our highest priority, and we take our responsibility for ensuring their safety very seriously. We are taking steps to address this situation promptly.”
Unexpected Executive Management Change
Death
“The [branch] YMCA mourns the sudden passing away of [insert executive]. [Executive] was a tireless advocate for [cause]. [Her/his passing represents a tremendous loss to our organization and our community.]”
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Illness
“[Insert executive] of The YMCA is recovering at home and appreciates the outpouring of support he/she has received over the last few days. The interim [executive title] will be [insert new executive title].”
Resignation
“[Insert new executive] announced his/her resignation as [insert title] to the YMCA,” said [insert name], [board Chair name]. “We thank [executive] for [his/her] service and commitment to the YMCA and to ensuring that everyone has the opportunity to learn, grow, and thrive.”
New Executive
“We are privileged to welcome [insert new executive] to the YMCA,” said [insert name], [Board name, title] [branch]. “[New executive] is an energetic, thoughtful leader with an unparalleled commitment to the empowering youth, improving health, and strengthening community. We know that [insert name] will provide the leadership to guide the Y as it continues its mission of ensuring that all in our community have the opportunity to learn, grow, and thrive.”
Potential Child Abuse Allegations
“The [branch] YMCA regards the well-being of those we serve as our highest priority, and we take our responsibility for ensuring their safety very seriously. We have assisted law enforcement since becoming aware of this situation and continue to do everything we can to aid their investigation.”
If pressed: “It would not be appropriate to comment further on any ongoing investigation.”
Response to an individual reporting an incident
“Thank you for bringing this to our attention. The YMCA takes these matters seriously. We will ensure that the appropriate authorities and individuals will be contacted immediately. In addition to notifying the authorities and fully cooperating, we will conduct an independent investigation. The YMCA is committed to a safe and inclusive community.”
Response to an unknown report
“The YMCA is not aware of any report at this time. However, we take these matters seriously and will ensure that the proper authorities will be contacted if a report is made. The YMCA is and continues to be committed to a safe and inclusive community.”
Response to a known allegation
“We are aware of the allegation(s) and treating the matter with the utmost concern and respect. The organization has reported to the proper authorities and complying with all requests. As this matter has become part of an investigation, we cannot comment on any specific detail. We have and will remain committed to providing a safe and inclusive community, which has been the mission of the YMCA for over 150 years. Thank you for your time
Review item 1.A for communicating an incident
Terrorism, Bomb Threats, Kidnapping, Shooting, or Other School/Branch Violence
[In such situations, the Response Team must evaluate whether to issue a comment.]
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[“The first priority of the YMCA has been and continues to be the health and safety of those we serve. We are fully assisting law enforcement on this matter.”
If pressed: “It would not be appropriate to comment further on any ongoing investigation or to discuss personnel matters.”]
Active Shooter
“[DATE] was a tragic day for the [branch] YMCA. [Detail situation as appropriate]. We are fully assisting law enforcement as they investigate this matter.
“The first priority of the YMCA has been and continues to be the safety and security of those we serve. We’re grateful for the quick, heroic actions of [staff/police] in saving the lives of many members of our Y community. Our thoughts and prayers are with the victims and their families.”
Employee Discrimination (racial, sexual, cultural, religious, etc.)
“The [branch] YMCA prohibits discrimination against and harassment of any employee or any applicant for employment because of race, color, national or ethnic origin, age, religion, disability, sex, sexual orientation, gender identity and expression, veteran status, or any other characteristic protected under applicable federal or state law. We are aware of the allegations and are fully assisting law enforcement with their investigation.”
If pressed: “It would not be appropriate to comment further on personnel matters.”
Hostage Situation
“The first priority of the [branch] YMCA has been and continues to be the health and safety of those we serve. We are aware of the situation at [BRANCH] and are fully assisting law enforcement.”
Disease or Illness Outbreak
“The first priority of the [branch] YMCA has been and continues to be the health and safety of those we serve. We have taken immediate action to address the situation.”
Political Controversy
[Statement would depend on nature of controversy and the extent of YMCA’s involvement.]
“The YMCA has a long history of supporting immigrants through its New American Welcome Centers and will continue to do so.”
Severe Weather
“The first priority of the YMCA has been and continues to be the health and safety of those we serve. Due to inclement weather, we are closing our programming for [insert name] branch. Programming will resume...]
Cybersecurity Breach (Comment must be approved by ITS Director)
“[DATE], The YMCA experienced a cybersecurity attack. We took quick action to protect the information of everyone in the Y community, and have disabled the accounts that led to the breach. [We are in touch with law enforcement as they investigate the matter.]
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“The first priority of the YMCA has been and continues to be the safety and security of those we serve. We will continue working to resolve this issue. We apologize for any disruptions this may cause as the YMCA seeks to boost the security of our systems.”
General Police Investigation (incident, employee, disruptive person/student, etc.)
“The first priority of the YMCA has been and continues to be the health and safety of those we serve. [We have assisted law enforcement since becoming aware of this situation/these allegations and continue to do everything we can to aid their investigation.]”
If pressed: “It would not be appropriate to comment further on any ongoing investigation.”
Government Investigations/Document Requests/Subpoenas
“The YMCA is fully assisting law enforcement with their investigation.”
If pressed: “It would not be appropriate to comment further on any ongoing investigation.”
Notice of Significant Litigation
[In this situation, the Crisis Team should consider not commenting.]
“The YMCA is aware of the lawsuit and will respond at the appropriate time during the course of the litigation.”
Embezzlement/Accountability Issues
“The YMCA is aware of the issue and has hired an independent forensic accountant to conduct a thorough investigation into the matter.”
Misuse of Donations/Funds or Misallocation of Branch Resources
“The YMCA relies on support from our donors to carry out our critical mission of empowering youth, improving health, and strengthening community. We are aware of the issue and are investigating the matter.”
Selling/Closing of Branch or Site
“As a nonprofit, the YMCA seeks to effectively manage its real estate assets in support of our mission to empower youth, improve health, and strengthen the community. After a thorough review, we’ve decided to sell/close [BRANCH/SITE] for strategic and financial reasons.”
Canceled Program/Operations Deficiency
“Due to an insufficient number of [enrolled students/available qualified staff], the [branch] YMCA was forced to cancel [program] on [date]. We regret any inconvenience this may cause.”
Urgent Notifications and Important Updates (Non-Crisis)Not every situation that requires communication is a crisis. If a situation requires communication, but does not fit into a level of crisis described in the Crisis Communication Plan, staff should follow the steps below based on the type of situation.
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Urgent Notifications (Web banner, email to members, Facebook post)
Important Updates (Web banner)
Facility Closure Class Cancellations (branch admin can post to Facebook if desired)
Power Outage Classes Changes (branch admin can post to Facebook if desired)
Pool Closure Phone OutageEvent Cancellation Holiday Closures and Special HoursRoom Closure Closures within the Facility (ie weight room,
sauna)
For urgent notifications, branch staff should post the information on social media immediately and use the following sample text. Details should be provided to the marketing team at [email protected] . If assistance is needed after regular business hours, a text and/or call should be placed to the Marketing Director.
An alert banner will be placed on the website An email will be sent to the general membership list
Sample Messaging for Urgent Notifications:
Due to [reason], our facility is currently without power. We have been given an estimated time of [xx] for the power to be restored. We will post on Facebook and send an email as soon as the facility reopens.
Due to [reason], our facility is currently without power. We have not received an estimated time for the power to be restored. We will post on Facebook and send an email as soon as the facility reopens.
Due to [reason] the Y is closed. We expect this to be resolved by xx and will post on Facebook and send an email alert when the facility is reopened.
Due to [reason] the Y is closed. At this time we are monitoring the situation and are not able to offer an expected time that the branch will be open. We will post on Facebook and send an email when the facility is reopened.
For important updates, branch staff should post the information on social media immediately and use the following sample text. Any call to action, such as Check it out, Join us, should be avoided. Details should be provided to the marketing team at [email protected] .
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An alert banner will be placed on the website
Sample Messaging for Important Updates:
[Class/Time] has been cancelled for today. Have you tried [alternate Class/Time]?
[Class/Time] has been changed to [Class/Time] today.
The [Branch Name] pool is closed. The pool is expected to reopen [Day/Time]. We will post on Facebook and the website when it reopens. Thank you for your understanding. The [Event name / Date] has been cancelled. [Reason if appropriate to include.] The website homepage lists other Upcoming Events we have planned for you.
The[Room Name] is closed today. The [Room Name] is expected to reopen [Day/Time]. We will post on Facebook and the website when it reopens. Thank you for your patience.
For both of the above situation types: A subject message of urgent notification or important update should
be included in the email to marketing. Email the marketing team, rather than an individual. A follow up phone call to the association office or a marketing team
member is suggested for situations requiring urgent notification. Include eta for resolution if available.
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