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Gene Slay’s Boys’ Club Crisis Communications Plan

The Gene Slay’s Boys’ Club Crisis Communication Plan has been developed to provide sufficient guidance to directors and staff in providing the most effective and timely response to any type of crisis situation that directly affects GSBC.

Drafted by: Brittany ParkerAugust 2015

Table of Contents___________________

Organizational Information 3

Our Mission 3

Who Are We 3

What We Do 3

Crisis Communication Plan 5

Purpose 5

What is a Crisis 5

Contents of Plan 5

Objectives 5

Crisis Preparation 6

Crisis Communications Media Training 6

Contacts 7

Emergency 7

Media 7

Other Contacts 8

Stakeholders 9

Primary Stakeholders 9

Risk Assessment 11

Risk Matrix 11

Questions to Ask 11

Risk Types and Human Factors 12

Natural Disasters 12

Organizational Violence 13

Misconduct 14

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Infectious Disease, Illness, and/or Medical Emergencies 15

Crisis Messaging Strategies 16

Steps to Understanding Crisis 16

Before a Crisis 16

During a Crisis 17

Additional Suggestions 18

Media Relations Strategies 20

Media Access20

Strategies to Consider 20

Press Release21

Press Release Examples22

Social Media Plan 25

Before Crisis 26

During Crisis 26

Social Media Message Templates 26

Plan Maintenance 28

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Organizational InformationOur Mission

Gene Slay’s Boys’ Club’s mission is to empower each and every male youth who needs us by facilitating self-recognition of their physical, intellectual and emotional potential.

Who Are We?

Initially a recreation center and safe haven, GSBC provides high quality holistic programs that respect and meet the needs of at-risk youth through academics, leadership building, health, athletics, and the arts.

Located in St. Louis, Missouri our program consist of 15 staff members across 4 departments:

Academic Support and Assistance Healthy Lifestyles Development Maintenance

What We Do

During our 85-year history, Gene Slay’s Boys’ Club of St. Louis has touched the lives of thousands of young people. GSBC offers comprehensive programming designed to empower youth to become leaders, sustain meaningful relationships, develop a positive self-image, participate in the democratic process, and respect the diversity of their world.

These objectives are accomplished by: Helping members master reading and writing skills through GSBC’s Academic Support

and Assistance program. Providing recreation and athletic programs designed to encourage: practice, teamwork,

healthy sportsmanship, physical growth, the development of fundamental skills, and a basic knowledge of game rules.

Equipping youth with the tools to make healthier choices for a lifetime through our health curriculum, food programming, and youth garden.

Inspiring youth to learn about and explore art in their daily lives through our arts programming.

The impact of our programming can be seen though our members and their success: 100% of Junior Staff graduated from high school

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100% of youth who tested below grade level and participated in the Literacy Program increased their overall reading skill level last year

80%of Junior Staff continued education beyond high school & the remaining 20 percent entered full-time employment

598 youth participated in targeted programming

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Crisis Communication PlanPurpose

This crisis communication plan provides policies and procedures for the coordination of internal and external communications within Gene Slay’s Boy’s Club, and between stakeholders, the media and the public during a crisis situation.

What is a Crisis?

A crisis is a situation that demands public response. This may be an emergency such as natural disasters, violence, or infectious disease and illnesses. It could also include controversial issues such as police investigations, organizational misconduct, or protest. Please note: This plan is not intended to change the way emergencies are initially reported. All emergencies on GSBC’s campus should be reported immediately to local emergency response departments.

Contents of Plan

This plan uses Crisis and Emergency Risk Communication (CERC) principals to address all stages of crisis response, pre-crisis, initial, maintenance, resolution, and evaluation. The goal of this crisis communications plan is to establish guidelines for dealing with a variety of situations and to ensure that GSBC leadership and employees are familiar with those procedures and their roles in the event of a crisis.

Objectives

To factually assess the situation and determine whether a communications response is warranted.

To assemble a Crisis Communication Team that will make recommendations on appropriate responses.

To implement immediate action to: o Identify constituencies that should be informed about the situation. o Communicate facts about the crisis. o Minimize rumors. o Restore order and/or confidence. o Safeguard the reputation of Gene Slay’s Boy’s Club.

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Crisis Preparation Crisis Communications Media Training

Training personnel before a crisis happens is essential for the rapid response that is necessary to limit negative impacts to GSBC. Facing cameras and a litany of questions from the media is much different than answering questions under less stressful circumstances. BAE Executive Media Training (http://www.baeexecutivemediatraining.com/) offers training for such events, however the Executive Director or other knowledgeable individuals may also provide counseling to those who should serve as spokespeople or answer phones during a crisis.

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ContactsEmergency

In case of an immediate emergency call: 911Poison Control Center: 1800-366-8888Fire Department: 314-533-3406Police Department: 314-231-1212Ambulance Service (St. Alexius): 314-865-7000City of St. Louis Emergency Management Agency (CEMA): 314-445-5466St. Louis County Police Department-Emergency Management Agency: 636-638-5400

Media

St. Louis KMOV News

Name: Sarah SanguinetEmail: sarah.sanguinet@kmov.comPhone: 314-444-6333Press Release Fax: 314-621-4775

St. Louis KSDK News

Name: 314-444-5125 Email: newstips@ksdk.com

St. Louis Dispatch

Name: Greg JonssonEmail: gjonsson@post-dispatch.comPhone: 314-340-8253

Name: Patrick E. GauenEmail: pgauen@post-dispatch.comPhone: 314-340-8154

St. Louis Fox 2 Now

News Tip Phone: 314-213-7831

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Other Contacts

St. Louis Health Department: https://www.stlouis-mo.gov/government/departments/health/City of St. Louis Local Emergency Planning Commission: http://www.stlouiscitylepc.com/

LEPC members represent their communities and serve as resources for citizens to learn about hazardous substances, emergency planning, as well as health and environmental risks in their neighborhoods.

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StakeholdersThe following information is a list of groups who must be communicated with in the event of a crisis. All staff should be briefed on the crisis, so proper response to any questions from the media and public will be consistently answered.

Primary Stakeholders

This group of stakeholders is to be notified immediately in person, by phone or email. Constant updates should be given. This list will need to be reviewed and updated regularly. Please note: although primary stakeholders, all staff and members are not listed. Their contact information can be found through GSBC’s administrative office.

Leadership

Executive Director: Prescott BensonEmail prescottbenson.gsbcstl@gmail.comPhone 314-772-5661

Director of Development: Robert PuricelliEmailPhone

Youth Services Manager: Tim WilliamsEmailPhone

Advisory Council

Betty BruckerEmailPhone

Max NallEmailPhone

Michael Weisbrod EmailPhone

Allison WilliamsEmailPhone

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Board of Directors

Chairman of the Board: Gary E. SlayEmailPhone

Director: Edward M. FinkelsteinEmailPhone

Executive Vice President: Jill Slay GarlichEmailPhone

Director: Col. Leonard L. Griggs, Jr.EmailPhone

Vice President: Joseph T. AmbroseEmailPhone

Director: Charles KaramEmailPhone

Vice President: John H. PurnellEmailPhone

Director: Judith KingEmailPhone

Vice President: Brian E. UlioneEmailPhone

Director: Ann Pace, CSJEmailPhone

Secretary: Raymond J. MungenastEmailPhone

Director: John Peter, MDEmailPhone

Treasurer: John SondagEmailPhone

Director: Bill SchoenhardEmailPhone

Director: Ken BerresheimEmailPhone

Director: Gary J. Prindiville, Sr.EmailPhone

Director: James W. Eason, Esq.EmailPhone

Director: Margaret J. WalshEmailPhone

Director: John Fabick IVEmailPhone

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Risk AssessmentAssess risk by determining severity of the problem combined with probability or likelihood the crisis is to occur.

Risk MatrixPROBABILITY

Frequent Likely Occasional Seldom UnlikelyA B C D E

Catastrophic I Extremely High High Moderate

Critical II Moderate

Moderate III High Moderate

Negligible IV Moderate Low

Questions to AskTiming

• How urgent is the crisis/event?• Is a deadline involved?• What will happen if nothing is done?

Trend

• Will the problem get worse?• Does the crisis/event have the potential for growth?

Impact

• How serious is the problem?• What are the effects on people, products, environment, organization, etc.?

Process

• What are the past reasons/events or who was at fault? • How is the present issue or situation corrected? How are future issues or situations prevented? • Decide which areas of the crisis to work on first• Choose the best alternative solution• Decide how to successfully implement the solution

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SEVERITY

Risk Types and Human FactorsThe following threats are the most likely situations that could negatively impact GSBC’s image, identity, and mission. This is not an exhaustive list of all crisis that warrant communication with stakeholders, the community, and media. Failure to consider the following factors could result in community mistrust, loss of members and donors, and cause partners to distance themselves.

During crisis consider the psychological states and behaviors typical to those under stress, as they are unable to process information as efficiently or effectively as they would during non-crisis times.

Natural Disaster

Due to Gene Slay’s geographical location it could be the victim of natural disasters that occur with staff and members present. The most likely disasters GSBC could face are: severe lighting, winter, and wind storms, hail, flooding, spread of fire and tornados.

Stakeholders will likely view GSBC as a victim in this type of situation unless harm is incurred. If injury is a factor, it could result in GSBC appearing unprepared for emergencies and scattered. The public may begin to question GSBC’s commitment to safety for their members and staff.

Possible Psychological States and Behaviors

States

Fear Uncertainty Anxiety Dread Hopelessness Helplessness Denial

Behaviors

Demanding special treatment Accusations of providing preferential treatment Unfounded predictions of greater devastation Demand for information and next step

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Organizational Violence

Gene Slay’s Boys’ Club is committed to the safety and security of members, staff, and visitors. Pease note: GSBC is a youth organization. There will be minor incidents which that do not require the actions outlined throughout this plan. A Violent crisis situation involves a severe physical altercation resulting in the need of outside intervention. Use best judgement when determining routes of action.

Organizational violence could involve past and current employees, club members and/or families and those from outside of the GSBC community. Violent actions could include, but are not limited to, abduction, physical altercations with or without weapons and terroristic threats.

A severe act of violence could severely damage the reputation of GSBC if the public sees issue with the club’s response. Stakeholders will closely examine GSBC’s preparation and response to the violent act(s) that took place. They will seek to determine if the situation was unavoidable or if GSBC shares some degree of responsibility.

If GSBC holds some degree of responsibility, it will severely damage the club’s image and credibility as safe haven. GSBC would cooperate fully with authorities handling the matter (if applicable) and issue joint statements to the media as to not jeopardize any investigation. GSBC would express concern for anyone impacted to stakeholders and assure stakeholders that staff and police (if applicable) will work together to determine additional safeguards to minimize future occurrence.

Possible Psychological States and Behaviors

States

Fear Anxiety Anger Dread Hopelessness Mistrust

Behaviors

Seeking blame Desire for revenge

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Misconduct

All of GSBC's Programs are designed around instilling members with the Six Pillars of Character:Trustworthiness, Respect, Responsibility, Fairness, Caring, & Citizenship. Gene Slay’s Boys’ Club operates as a model of these traits. Allegations of misconduct will directly impact GSBC’s integrity and mission.

GSBC should expect stakeholder, public and media scrutiny after an allegation of misconduct. The club’s leadership and staff will likely be seen as perpetrators. These claims include, but are not limited to: sexual, physical, and psychological abuse, harassment, and misappropriation of funds or resources.

Gene Slay’s response to these allegations are most important. Depending on the situation, GSBC could be seen as untrustworthy, underhand, and even prejudiced. The community will likely feel taken advantage of and outranged. They will want to know how the situation is being rectified.

There could be a loss of membership and sponsors, distrust from the community and intense scrutiny. Media response will likely be critical and harsh. GSBC would cooperate fully with authorities handling the matter (if applicable) and issue joint statements to the media as to not jeopardize any investigation. GSBC would express concern for anyone impacted to stakeholders and assure stakeholders that staff and police (if applicable) will work together to determine additional safeguards to minimize future occurrence.

Possible Psychological States and Behaviors

States

Outrage Mistrust Uncertainty Fear Anxiety Anger Dread Hopelessness

Behaviors

Seeking Blame

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Desire for revenge Rumors Demand for information

Infectious Disease, Illness, and/or Medical Emergencies

Both infectious diseases and illnesses and medical emergencies will cause alarm for stakeholders. Gene Slay’s Boys’ Club will be held responsible for any decision that could have prevented the situation. They likely will voice concern for the safety of GSBC members and the public. Please Note: Small scale illness such as norovirus (flu) are expected and do not apply. However, large scale and exotic illnesses and disease such as contaminated crops could potentially reflect harshly on GSBC. Use best judgement when determining routes of action.

Risks of legal action accompany this crisis type.

Possible Psychological States and Behaviors

States

Outrage Fear Anxiety Dread Helplessness Hopelessness Uncertainty

Behaviors

Demanding special treatment Accusations of providing preferential treatment Unfounded predictions of greater devastation Encouraging an unfair distrust of response organizations Demand for safety and preventative information

Crisis Messaging Strategies16

In the event of a crisis at or involving GSBC, messages will be sent to necessary stakeholders, affected individuals, and the residents within the neighborhood. The crisis communications team will implement some, or all, of the steps outlined below based on circumstances. Throughout a crisis, the team will meet frequently to review changing facts, assess whether key messages are reaching audiences and determine whether strategies need to change. The success of this plan rests on open and frequent communications among GSBC’s leadership and crisis communications team.

In an emergency, GSBC’s goal is to issue its first communication to key audiences within 30 minutes of notification of the event, with regular updates as needed. Some situations may require even faster initial communications.

Steps to Understanding Crisis Messaging StrategiesIt’s important to keep these things in mind throughout the crisis:

Gather – compile all known information as soon as available Communicate – develop messaging for stakeholders, employees and media Control – Understand the information that has already been reported, prevent any

rumors Action – Response to media is to be conducted quickly and ethically Record – Have record of crisis in order to better understand it and develop new

messaging strategies, to be released to public and all essential individuals

Before a Crisis

Develop a Crisis Communication Team

Possible roles and responsibilities include:

Official spokesperson

The spokesperson will be the primary contact for all in-person media inquiries. They will run all press conferences and give most interviews during a crisis. They should be very experienced in working with both print and broadcast media.

The spokesperson must be extremely knowledgeable about the organization and be comfortable in front of a TV camera, with the ability to project calm and inspire confidence. They also should know how to condense complicated arguments into key talking points and how to stress those points in an interview without appearing to avoid tough questions.

Public relations/Media relations expert

This team member needs to establish and maintain relationships with the local media before a crisis occurs. All reporters’ contact information should be kept up to date. This

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team member will stay in constant contact with the spokesperson to develop and keep GSBC’s messaging strategies on target. Depending on the circumstances of the crisis, this person may need to fill the role as spokesperson or co-spokesperson.

Internal communications manager

This person's job is to look after the safety of all employees and constituents, which could include families, members, vendors, neighbors and community leaders. If a crisis occurs, the internal communications manager works with police and emergency officials to communicate essential information to all internal stakeholders, such as the Board of Directors and employees.

Legal counsel

This team member will provide legal advice and present a clear picture of potential liabilities that GSBC’s decisions may incur.

Technical expert

This team member may be utilized to help understand why and how an event has occurred.

During a Crisis

Primary Response

GSBC’s leadership and the crisis communications teams will carry out these initial tasks immediately:

Send email and text messages as appropriate to notify Board of Directors and employees of incident.

Send media alert as appropriate. Send messages and update content through GSBC’s Facebook account.

Secondary Response

Once the Crisis Communication Team convenes, the following tasks will be carried out by this team:

Create a Fact Sheet using known facts – determine which facts can and cannot be released to the public — and determine whether a response is needed, and if that response is needed for all audiences. These facts will be used to fill in templates for news releases, emails and other items that have already been developed.

Develop several key messages that will be included in all communications. One message will address what GSBC is doing to ensure the safety of community members. Another

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needs to be forward-looking and address what we are doing to make sure the crisis, or a problem with our response, doesn’t happen again. The messages will change as necessary and seek to keep people calm and informed as the crisis unfolds.

Determine who will act as spokespeople – In most cases, the Executive Director will be responsible for communicating key messages, as he is the trusted leader of GSBC. When necessary, the Director of Development or Chairman of the Board will also provide information to stakeholders, depending on the situation.

Assign responsibilities to the crisis communications team to communicate the facts of the situation and our response to key audiences. Each member will use approved messages and templates for this effort. Whenever possible, the first groups that should be informed about a crisis are internal audiences directly affected, such as employees, members and families, emergency responders, county/state officials, industry, developers, retailers, and residents. The next group typically would include the media.

Assign the receptionist, and Directors, if necessary, to handle phone calls and concerns from stakeholders, using a script developed from the key messages and facts the crisis communications team has developed.

Evaluate how to help our community recover, return to normal and, if needed, regain faith in GSBC after the trigger event of the crisis is over, in coordination with GSBC leadership. This may include the need for meetings, letters from the Executive Director expressing sympathy, detailed plans to prevent another such crisis, etc.

Within 10 days of the end of the event, or as soon as possible following the event, assess how this plan functioned and determine any needed updates for future crises.

Additional Suggestions

Ensure Credibility and Trust

Families and the community depend on Gene Slay’s Boy’s Club to provide their youth with the best care. For communication to be successful during a crisis GSBC must establish credibility and regain trust. Factors to Consider:

Empathy

Within 30 seconds of your message express empathy and caring, being sure to acknowledge and validate the fear, pain, suffering, and uncertainty that those effected may be feeling.

Openness

Immediately state GSBC’s objectives for emergency response. Give the public enough information to make informed personal decisions and allow them to observe the emergency response process through social media and various other outlets. Procedures and communication systems may limit the information that can be given. If

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this is the case, be honest about it and explain why the information can’t be released. Example statement:

“We are checking the information”“We are notifying our organizations”

Audience

During a crisis there will be multiple audiences to address (i.e. those directly affected by the emergency, those close to the area affected, emergency response personnel, media, etc).

When creating messages consider the following audiences’ characteristics: Education Income level Current subject knowledge and experience Age Languages spoken and read Cultural background norms and values Geographic location Religious beliefs

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Media Relations StrategiesContacting St. Louis media outlets will likely be necessary in the event of a crisis. Gene Slay can establish credibility and elicit transparency if they are the first to report a situation. It would be beneficial to include others (leadership team, board members, stakeholders, etc.) when determining if and when to contact media outlets.

When dealing with media be sure to welcome and provide them with highly valued information such as: diagrams, infographics, and drawings are incredibly useful. Respect their deadlines, if the information doesn’t come from you they will find it somewhere else.

Emergency information can be provided to the media via: Press releases Press conferences (telephone, webcast) or media opportunities Satellite media tours Email distribution and broadcast faxes GSBCSTL.org, video streaming, and webinars Response to media calls Social Media (for minor crisis)

Media Access

The media shall be allowed access to the site closest to the scene only after it has been declared safe and any investigations have been completed, as well as any injured persons have been evacuated from the scene. Media will be kept at an appropriate distance from the area of the scene to protect the investigation and/or evidence.

If the crisis is not location-driven, press briefings will be held within the GSBC Complex, in a conference room.

Members of the media shall have press credentials. GSBC’s leadership will need to be aware of the deadlines that the media have in order to accommodate them as necessary.

Regular briefings to the media during the crisis will be held to keep them informed as new information is discovered. This will prevent the media from attempting to get the story in other ways. Because of this, it will allow GSBC to establish and maintain reliability and credibility during a crisis.

Strategies to Consider

Collaborate and develop unified messaging between GSBC and other organizations that may be coordinating response efforts.

Make your points clear and consistent, answering the questions who, what, when, where, why, how.

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If the media presents incorrect information, especially if harmful, quickly communicate correct information to the public and media.

Deliver transparent and accurate information about what is known and unknown. Communicate what GSBC is doing to investigate, rectify, and prevent the situation from

reoccurring. Show empathy, care and compassion. Express wishes: “I wish our answers were more definitive.” Be accessible, work to accommodate journalists’ deadlines, and establish a schedule for

information releases. Work to provide reporters with timely answers to their questions, access to experts, and

visuals to support their news stories.

Press Releases

GSBC’s initial press release will go to all media in the St. Louis area simultaneously. If possible, this initial release shall:

Go out within the first hour (if not sooner) of the crisis. Only announce core facts and actions for audience members to take. Include safety information.

The initial release shall contain all the information that GSBC feels pertinent to give without putting the safety of individuals at risk. The release shall be factually accurate and be reviewed by GSBC leadership before being released.

GSBC shall be prepared to receive numerous calls from the media after the initial release. It is imperative for the spokesperson to be available to make any additional statements or clarify information to prevent further/any rumors. The information given in the release will be used for the basis of any verbal comments to the media. The comments given by the spokesperson and the initial release shall answer reporter’s questions while being positive and/or proactive about the action taken by GSBC.

Press Release Examples22

Crisis type: Infectious Disease and Illness/Medical Emergency

Press Release

For Immediate Release (Date)

(Spokesperson’s name)

Gene Slay’s Boys’ Club

(Spokesperson’s #)

(Fax #)

(Email)

Confirmed Cases of Meningitis at Gene Slay’s Boys’ Club

(St. Louis, MO – July 10, 2015)-Today, the St. Louis Health Department and Gene Slay’s Boys’ Club (GSBC) confirmed the 4th case of meningitis in a club member. Meningitis can cause serious and even fatal infections. Persons with meningitis may experience (Symptoms).

The department of health and GSBC are working together to determine the source of the illness. Gene Slay’s Boys’ Club will remain open and provide students with prepackaged lunches and beverages donated by Operation Food Search, an organization dedicated to distributing free food to St. Louis’ poor and hungry citizens.

The St. Louis Health Department and Gene Slay’s Boys’ Club are asking families and those who have possibly been exposed to immediately seek health care if they begin to experience symptoms.

For more information about meningitis visit the CDC’s meningitis information page at http://www.cdc.gov/meningitis/index.html.

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Crisis type: Natural Disaster

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Press Release

For Immediate Release (Date)

(Spokesperson’s name)

Gene Slay’s Boys’ Club

(Spokesperson’s #)

(Fax #)

(Email)

Heavy Winds Cause Damage at Gene Slay’s Boys’ Club

(St. Louis, MO – July 10, 2015)-Wednesday night’s heavy winds caused substantial damage at Gene Slay’s Boys’ Club, located in South St. Louis’ Soulard neighborhood. The club’s gymnasium obtained the most damage and will continue normal operation hours during clean up and repair.

“Luckily we have emergency plans for situations like this, said Prescott Benson, Executive Director of the club, but we are still thankful our members could avoid this event.” The gym is projected to be in working order by the end of next week.

Gene Slay’s Boys’ Club has offered comprehensive programming to youth in the St. Louis area for over 85 years. For more information about how you can help with clean up visit gsbcstl.org.

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Crisis type: Organizational Violence

Press Release

For Immediate Release (Date)

(Spokesperson’s name)

Gene Slay’s Boys’ Club

(Spokesperson’s #)

(Fax #)

(Email)

Gene Slay’s Boys’ Club Cooperates in Kidnapping Investigation

(St. Louis, MO – July 10, 2015)-Gene Slay’s Boys’ Club (GSBC) is cooperating with law enforcement officials in the investigation of the kidnapping of a member which happened during the organization’s operating hours on Thursday, July 9. Because of the sensitivity and nature of the incident, and because there is an open investigation, we cannot provide any further details at this time. Our thoughts and prayers are with the victim and the victim’s family.

GSBC will continue to work with officials to aid in their investigation. We encourage anyone who witnessed anything suspicious to please call the St. Louis Police Department at (314) 231-1212.

(Follow-up following investigation would include information about possible policy changes, etc. that might help prevent such an occurrence in the future.)

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Social Media Plan25

GSBC utilizes social media during non-crisis and crisis times. It is through social media that GSBC reaches a larger audience and communicate quickly and efficiently. The established Facebook page and YouTube account will be used to engage with stakeholders, the public, and media through dialogue and the monitoring and sharing of information.

Platform Address Crisis Stage Suggested Content

Facebook https://www.facebook.com/gsbcstl Before: Post pictures, daily/weekly updates, and member and staff videos. Encourage discussion and participation in club events.During: Post initial crisis messages and continuous updates, respond to questions, comments, and address misinformation. After: Post updates and thank you messages, post pictures depicting progress and returns to normalcy.

YouTube https://www.youtube.com/user/GeneSlaysBoysClub Before: Post videos featuring members, daily life, and events at the GSBC. During: Publish informative videos, webinars, and media releases related to the crisis.After: Post updates and thank you messages, post pictures depicting progress and returns to normalcy.

Before Crisis

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GSBC should continue to foster relationships with the community through Facebook and Youtube, while considering the possibility of a Twitter page. These pages assist in solidifying GSBC’s trust and credibility by serving as a communication highway between GSBC, the community, and all other constituents.

Possible Goals for Social Media

Increase/establish followers on all social media platforms. Community/public relationship building: post pictures, videos, and links showing GSBC

“in action.” Incorporate opportunities for active dialogue with followers: Pose questions, respond to

posts from others, and involve followers.

During a Crisis

During a crisis GSBC’s social media platforms can be used to distribute information, provide emotional support, create partnerships with the public, and collaborate with credible sources and other organizations such as the St. Louis Health Department. Similar to press releases, social media communication should establish trust, honesty and transparency.

Possible Goals

Provide critical information related to the crisis Listen and address public concern Assist in connecting people with links to additional information Manage and respond to rumors and misinformation Provide emotional support by sending empathetic and sorrowful messages

Social Media Message Templates

These templates are merely suggestions. When posting to social media outlets, it is advised that messages be sincere and empathic, rather than too formulated.

In some cases, information may be vague, as in to protect an ongoing police investigation.

"Our official statement on today's incident [or other appropriate descriptive noun] will be issued shortly."

Facebook

Gene Slay’s Boys’ Club has confirmed that [insert crisis]. It occurred at [insert time and location]. Initial measures are being taken to ensure the safety of [insert those directly and indirectly affected] who may be affected by this [insert crisis]. We will have updated information in our next incident briefing at [insert time] and will also immediately share any critical information if any becomes available.

For over 85 years Gene Slay’s Boys’ Club has been committed to serving our members and community with integrity. This is why we are also shocked the allegations of

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(misdeed). We are dedicated to uncovering the truth. We will provide updates as our investigation develops.

YouTube (if determined necessary)

YouTube will be used to post videos to allow GSBC to better explain a crisis or its response. Such videos will also be posted to Facebook.

Plan Maintenance 28

In order to ensure the accuracy of this plan in terms of how to effectively and efficiently respond to any type of crisis, this plan shall be updated, at minimum, once a year. It is ideal that this plan will be reviewed by necessary stakeholders once a year. Lists shall be updated as needed, as well as types of crises, and social media outlets. The effectiveness of each step within this plan shall be reviewed to make sure lessons learned have been incorporated. In addition, any ineffective steps shall be taken out of the plan in order to improve effectiveness and efficiency.

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