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Crisis Communication

Plan Toolkit

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Crisis Communication Overview

In order to compete in today’s society and to maintain a superior reputation within the local

community, the RiverPark Center needs to implement an effective crisis communication plan. A

crisis communication plan that focuses on transparency and creating an effective channel of

communication will aid RPC in mitigating a potential crisis.

The following pages within this booklet detail the necessary steps to ensure successful

communication during a crisis. Though this plan is generalized, the steps can be used in many

situations and can be modified depending on the crisis. This toolkit needs to be updated every fiscal

year, to ensure phone directories and board member enrollment are correct. After the toolkit has been

updated, all staff members and board members need to be informed of individual responsibilities

during a time of crisis.

This plan includes:

Crisis Communication Overview…………………………………….2

Line of communication………………………………………………3

Phone Directories…………………………………………………….5

Crisis Management Team…………………………………………… 7

Media Correspondence and Preparation……………………………..8

Post-Crisis Review…………………………………………………..14

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Line of Communication

A line of communication needs to be established to ensure key individuals are notified about a

crisis, should a crisis occur after RPC hours (during evening performances or weekend events). The

RiverPark Center’s Executive Director and the Director of Development and Marketing are of the

upmost priority, as the Executive Director will act as a spokesperson during media correspondence

and lead staff members, while the Director of Marketing and Development will lead all

communication with the public and media. After those two individuals are notified, phone trees will

be established to ensure board members and lead staff members are updated on current information.

When individuals are contacted, it is imperative to remind board members and staff members to not

disclose any information to the public or to the media. First response communication will only be

given by the spokesperson (Executive Director) and decided by the Director of Development and

Marketing.

Should a crisis occur during RPC’s hours of operation, the Executive Director and Director of

Development and Marketing need to meet and discuss key information as soon as possible before

other internal publics are notified. An emergency staff meeting will be called to order, and staff

members will be informed of the situation. The board members will be notified of the situation by the

phone tree, and a mass email and text will be sent to all board members. As always, all staff members

and board members need to be reminded to not disclose any information to the public or to the media.

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Executive Director

Director of Develop.

and Marketing

Noti

fies

Marketing

Manager

Programming

Director

Accounting

Manager

Technical

Director

Box Office

Manager

Maintenance

Director

Event Services

Director

Food/Beverage

Director

Chairman

Vice-Chair

Treasurer

Secretary

Board Members

If an individual does not answer in the phone tree, leave a

message and call the next individual on the list. The order

of board members will be called in alphabetical order by

last name. With each phone call, inform key facts of the

situation and remind each individual to not address the

issue to media or to the public until further notice from

the Director of Development and Marketing.

Further Information

Development

Assistant

Box Office

Clerks

Maintenance

Supervisors

Assistant

Tech. Director

Stage

hands

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Staff Phone Directory

Last updated: July 29, 2015

Main RPC Phone Number: 270-687-2770

(numbers deleted for privacy reasons on Linked In)

Name Title Extension Cell Phone

Roxi Witt Executive Director

Faith Holley Director of

Development and

Marketing

Sabrina Jones Marketing Manager

Donna Conkwright Programming Director

Lyndsay Booker Accounting Manager

Phillip Poe Technical Director

Dana Wheeler Box Office Manager

Jaynan Day Event Services

Coordinator

Valerie Dant Food & Beverage

Director

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Board Member Phone Directory

Last updated: July 29, 2015

(Numbers deleted for privacy reasons on Linked In)

Name Executive Position Phone Number

Jeff Danhauer Chairman

Rick Hobgood Vice-Chair

Jeff Ebelhar Treasurer

Doug Field Secretary

Jim Blanton

Anita Cash

Tony Cecil

Dr. Courtney Crews

Bart Darrell

Jeremy Edge

Sarah Murphy Ford

Jana Beth

Allen Holbrook

J. Todd Inman

Timothy Kline

Amy Jackson

Kirk Kirkpatrick

Scott McCain

Jesse Mountjoy

Crystal Patterson

Gavin Roberts

Julie Starnes

Tom Stites

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Crisis Communication Team

The Crisis Communication Team will be in charge of all information given to media outlets. Once

all persons involved during the crisis are removed from the situation and safe, the team needs to confirm

key facts from the crisis. Internal audiences such as board members and staff members need to be

informed of the situation before RPC releases specific information to the media.

Once key facts are confirmed and internal audiences notified, the team needs to decide on central

messages that the public needs to acknowledge from the incident. RPC may not be able to control a crisis

from happening, but major damage to RPC’s reputation can be avoided if the team can craft positive

messaging. During media conferences and interviews, the spokesperson needs to refer back to the central

messages created by the team.

The team will be lead by the Director of Development and Marketing, with the aid of the

Marketing Manager and Development Assistant to relay messages. All communication decisions will

have to be approved by the Director of Development and Marketing before messages will be released to

the public and media. The Executive Director will work alongside these positions by determining the sta-

tus of the RiverPark Center and leading the nonprofit during the time of crisis.

After key messages are decided, the team and the Executive Director needs to follow the Media

Correspondence Checklist on page eight. Immediacy depends on the crisis, but it is recommended that

information is released as soon as possible to prevent the spread of rumors within the community.

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Media Correspondence and Preparation

Media Correspondence Checklist

□ Develop key messages to deliver to media (decided by crisis communication team)

□ Prepare spokesperson for media interview if necessary

□ Prepare history and background of the RiverPark Center to give to media outlets if required

□ Media Release on RiverPark Center’s website

□ Press Release or Pitch Story to Messenger-Inquirer

□ Social media statement once facts have been confirmed (usually 24 hours after crisis)

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Media Correspondence and Preparation

Tips for the Spokesperson

During the crisis, the Executive Director will act as a spokesperson to the media. If the

Executive Director does not feel comfortable talking to the media or is unavailable, the Director of

Development and Marketing will serve as the spokesperson. In order to exude transparency and a clear

voice during the crisis, the spokesperson needs to understand and implement these tips when talking to

media outlets:

1. All comments need to be professional and appear transparent to the community.

2. Personnel issues are to remain confidential.

3. “No comment” is never acceptable as it makes the organization look dishonest. If the spokesperson is

unaware of an answer, be sure to take note of the question and tell the media you will answer the

question once you obtain more information about the situation. If a question cannot be answered for

legal or liability reasons, be sure to tell the media that is the case.

4. Responses to the media should be action-oriented, clear, and concise.

5. Refer to key messages developed by the crisis communication team.

6. Do not use large, exaggerated language. Use language that even a child would understand to better

relate to your audience.

7. Watch the tone of voice used. Never appear defensive or anxious during an interview. Appear

confident, calm, and collected.

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About the RiverPark Center

RiverPark Center is a non-profit Regional performing arts and civic center that entertains and

educates nearly 200,000 people – including 25,000 children – annually through nearly 800 events.

RiverPark Center has nearly 100,000 square feet including a state-of-the-art 1,479 seat auditorium

(Cannon Hall), the 300 seat multi-purpose Jody Berry Cabaret Theatre, an extraordinary outdoor

entertainment patio on the banks of the beautiful Ohio River, meeting rooms, and a bricked center

courtyard.

RiverPark is the premiere civic landmark on the downtown Owensboro riverfront. A source of

pride, RiverPark is a valuable economic development sales tool. Recruiters of industry, corporate

management, and medical specialists use RiverPark as a highlight on the community tour. Resident

groups include the spectacular Owensboro Symphony Orchestra, Owensboro Dance Theatre, Back Alley

Musicals, and Friday After 5.

RiverPark helps our region attract and retain good people, good families, good companies,

overnight visitors, and conventions. It has stimulated millions of dollars in private investment in

downtown Owensboro, enhancing the tax base, appearance, and vitality of the central business district and

riverfront.

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RiverPark Center History

Regional residents have made RiverPark Center their home for cultural entertainment for more

than 20 years. Diverse programming has attracted thousands of visitors to our area, making RiverPark

Center the “place where memories are made”!

RiverPark’s first success came in 1988 when state government awarded Owensboro a $4.5 million

challenge grant to build a performing arts center. That grant was more than doubled with $10.7 million in

local funds, including a remarkable $9 million from 3,000 individuals and businesses. Fundraising efforts

continue to build endowments for programming and maintenance.

Construction commenced in early 1991 and RiverPark Center opened in September 1992.

.

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Post-Crisis Review

Approximately 24 hours after initial incident:

1. Email board members and staff members to detail facts and key information, as well as outlining the

communication efforts taken with the public and media.

2. Decide if volunteer help is needed—notify volunteers of situation and ask for assistance.

3. The executive director needs to set up a meeting with board members to assess information as a group

and to decide further actions.

After incident has been resolved:

1. Secure loose ends (follow-up calls, email updates, etc.)

2. Recognition of heroes—During every crisis, there are usually individuals who performed

exceptionally during the difficult time period. In order to maintain positive work morale, recognize

the individuals who went above and beyond the call of duty. This will ensure hard work ethic during

future potential crises.

3. Crisis communications review—Analyze the overall system performed with the particular crisis. What

went well? What didn’t go well? Make notes and adjust future crisis communication plans

accordingly.

4. Media coverage assessment—Evaluate the timeliness and appropriateness of the messages throughout

the crisis. Adjust future media messages accordingly after review.

5. File and update—Record the communication steps used in the crisis, lessons learned during the pro-

cess and any necessary information for future potential use.