National Headquarters

1. National Headquarters Public Affairs Officer Academy III Crisis Communications Planning 21 August 2012 Lt Col Frederick R Mahadocon Jr Pacific Coast Region Director of Public Affairs

2. About The Plan • A “must” per CAPR 190-1 • Purpose is “to ensure a rapid and effective response during an emergency that may damage the organization’s reputation if mishandled.” • Plan required by all units - Flights, Squadrons, Groups, Wings, and Regions. • Plan supports CAP’s Public Affairs Crisis Policy and CAPR 190-1. • Does not override normal unit’s command functions and decisions of the incident command staff or unit’s command staff. Plan designed to be used in conjunction with normal decision making process of the unit’s command staff. 1

3. 6. All applicable CAP regulations will be followed in the initial and subsequent reports. • 7. Command staff need be familiar with the contents of the plan and use it as a guide when responding to a crisis where public affairs matters are involved. 2

4. Why a Plan? • Directs you to where you are going and will not lead you astray if you follow and stick to it. • Tells you who to see or contact. • Tells you when and in what order do required tasks. • Provides you with names of other team members for various tasks that needs to be done for a successful outcome. • Guides you from start, during and after the crisis. 3

5. 6. Goals: All plans have a goal(s) or objective(s), a highway to • achievement, tasks that must be accomplished, and people • to make it happen. • a. Ensures the flow of accurate and timely information to the unit’s leadership and staff, the media and public during a crisis. b. Minimize damage to the integrity and reputation of the unit and CAP. c. Construct highways,guidelines and procedures, for dealing with a variety of crisis situations. d. Identify tasks:unified messages, provide media access, verify information source, and give accurate and honest • information to the media and public. • e. People – only the best! Sharpen their skills by educating and training the team members about the plan, procedures • and their role long before the event of a crisis. 4

6. 7. A good plan ensures the leadership and tasks required for the • expected outcome. • 8. To achieve the best results, need to consider the resources • (time, money, people) available. • a. In a crisis situation, time is of the essence, there can be • no wasting of time. Lives and further injuries to victims • may be at stake. • b. Personnel volunteering their precious time need to • perform their tasks in a timely manner. • c. Assigning the right people for the various tasks is the • right thing to do. • 9. Achieving success for CAP’s goals and objectives requires planning – be it simple or extensive. Civil Air Patrol is a public service organization and CAP wants the public to know about the deeds that we accomplish. The deeds that we accomplish in a crisis situation ensures quality public relations and appreciation which are important to CAP. Remember, a public affairs goal is the public’s support if we are to continue with our programs. • . 5

7. 10. The Media: Usually, the only information the public receives about an emergency is from the media. Therefore, good media relations are an essential component of any crisis communications plan. Timing and follow-up information is critical to all forms of the media (email, blogs, websites, press releases, etc.) from making inaccurate or false statements leading to confusion and damage to CAP’s image. Providing the media with an accurate coverage and timely updates can result in better publicity and future cooperation. 6

8. CRISIS COMMUNICATIONS PLAN CONTENTS • 1. Identify the Crisis Communications Team members and their assigned task(s) / role(s). • a. Team Members • (1) Select the best suited for the job • (2) Maintain an updated contact list • b. Team Members Roles • (1) Prepare a detailed job description regarding • duties and responsibilities of each member’s • role • (2) Insure members are thoroughly knowledgeable • about their role, prepared for it and able to • execute it • (3) Consider types of crisis the unit may encounter 7

9. Select a location for a command/media center • a. Select a primary location • b. Select an alternate location • 3. Maintain current contact information • a. Team members • b. Key officials within CAP • c. Key officials from other agencies • 4. Anticipate crisis scenarios • a. Identify potential crisis in your area • b. Learn something about your potential crisis • 5. Develop action plans for your crisis scenarios • a. How to respond to your various crisis scenarios 8

10. 6. Assemble a crisis kit • a. Action plans for each of your anticipated crisis • scenarios • b. Updated contact lists • c. Reference materials • d. Items required performing your task • e. A list of all contents in your crisis kit • 7. PAO/PIO tasks (Include in the plan) • a. Spokespersons are always the commander and the PAO/PIO. • b. Quickly gather and verify facts about the crisis. • c. Provide (via news media, web sites, email, etc.) the media, Public, constituents, and membership with basic • information about the crisis. • d. Obtain basic information about the crisis and prepare an official news release. 9

11. 7. PAO/PIO tasks (Include in the plan) (continued) • e. Brief command staff and other personnel who may have to answer questions from media. • f. Ensure updates are current before releasing to NHQ/PA and other agencies with a need to know. • g. Clear all news releases with unit commander or designee, as quickly as possible before releasing to the media. • h. Prepare for media interviews and briefings. • i. Respond to the media quickly and fairly. • j. Log and document all media inquiries. • k .Verify and log all sources of information. • l. Log and document all outgoing internal and external information. • m. Determine the best method of communication for internal and external audiences. • n. Inform the public how to get further advise or information. 10

12. After the initial plan is written and approved by the unit commander, it should be updated as changes occurs rather than waiting for the annual review of the plan during the first months of the year, but no later than past the first quarter, and its submission to the unit’s higher headquarters. 11

13. Crisis Defined: Any event or situation that the unit leadership determines the possibility of it having an negative impact or threat on the unit, its members and CAP as an organization. • TYPES OF CRISIS • 1. Sudden & Unpredictable (Severe [hurricanes, tornados, blizzards, etc.] weather occurrences, large fire, flood, riot, terrorist attack, hostage situation, fatal mishaps, homicide, physical abuse ) • a. Lives at risk or lost • b. Requires immediate action • c. Act swiftly to save lives and prevent injury • 2. Smoldering (fraud disclosures, child abuse, sexual harassment lawsuits) • a. On-going crisis and gets bigger as more information is • revealed • b. Need to resolve situation as quickly as possible • c. Need to anticipate future developments and prevent possible expansion of the situation 12

14. 3. Bizarre a. An unusual crisis b. An unexpected crisis c. Does not fit in the above categories Multiple Crisis Communications Teams: Should a crisis have a high severity, or affecting a large geographic area, CCTs from other units may have already been activated at multiple levels (i.e., squadron, group, wing). In this situation, the PAO/PIO of the highest level of command is the primary source of information for the media and public. All other PAOs/PIOs may provide support and assist with media tasks. REFERENCES • CAP Public Affairs Crisis Policy • 2. Writing Your Crisis Communications Plan 3.Planning & Crisis Communications (2010 ppt by Julie DeBardelaben) PREPARATION: The will to succeed is important, but what’s more important is the will to prepare.. Bobby Knight 13