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1
Crisis Communication
Plan Toolkit
2
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.
4
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
5
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
6
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
7
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.
8
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)
9
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.