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1 Crisis Management Plan – P.I. Roofing - April 2016

CRISIS MANAGEMENT PLAN

[P.I. ROOFING]

Prepared by: Adele Shea, Kelsie Pruitt, Dennis Bell, Christopher Elsworth, and Denise Wade

April 25, 2016

P.I. Roofing 6109 Remount Rd.

North Little Rock, AR 72118

Office: 501-687-6246

www.piroofing.com

Confidentiality Statement: The contents of this Crisis Communication Plan for P.I. Roofing are intended solely for members of the organization. This plan contains confidential information. If you are not the intended recipient, you are notified that disclosing, copying, or distributing the contents of this plan is strictly prohibited.


Introduction On January 1, 2001 I founded P.I. Roofing. After working for a

commercial roofing company for 10 years I decided I wanted to serve people. My only option was to fix roofs, so I became “your roof leak detective.” From initial proposal to finished product, our focus is always on finding the best results for our customers. It’s through our in-depth, full-project approach that we are able to offer our customers roofing solutions that best meet their needs without maxing out their budgets.

At P.I. Roofing, it’s important to us to bring you honest answers about your roof. We provide a written analysis with projected solutions so you know exactly what you’ll be getting. To deliver the highest quality, we accept nothing less than top-of-the-line materials and service excellence in installation. You reap the benefits, because we realize that sound construction does more than protect the things you value, it protects the people you love.

Our objective at P.I. Roofing is to provide outstanding customer care with professionalism, openness, and integrity to ensure our clients receive pertinent and impactful information quickly and thoroughly and to maintain the values of the company.

In a time of crisis, our first priority and responsibility is to ensure the safety of our clients, to reduce the impact to those who are affected and to act expediently to ensure the public’s safety.

This Crisis Management Plan provides – when combined with the passion, care, understanding, and work of our staff – the means to further serve our clientele and the community at large. And while I hope not to have occasion to implement it, I am confident in the plan and our staff’s ability to execute its contents.


Acknowledgment

I, __________________________, have received a copy of the Crisis Management Plan for P.I. Roofing. My signature below indicates that I have read and understand the Crisis Management Plan for P.I. Roofing.

_________________________________________ _________________________________________

Signature Date


Table of ContentsIntroduction 2

Acknowledgement 3

Table of Contents 4

Rehearsal Dates 7

Training Options for Crisis Management 7

First Action 9

Incident Command/Duty Officer Contact Information 9

Crisis Defined 9

Activating the Crisis Management Plan 9

Crisis Management Team Contact Sheet 10

Crisis Risk Assessment 11

Customer Injury/Casualties 11

Employee Injury/Casualties 11

Customer Property Damage 11

Equipment Theft 11

Electronic Information Theft 12

Company Property Damage 12

Raw Materials Theft 12

Company Reputation 12

Incident Report Template 12

Proprietary Information 14

Crisis Management Team Communication Plan 15

Introduction 15


Purpose 15

Scope 15

Objectives of the Plan 15

Procedures 15

Convening the Crisis Communication Team 15

Crisis Communication Team Representatives 15

Location 15

Response 15

Implementation 15

Immediate Response 16

Approvals of Outgoing Information 16

Staffing 16

End of the Crisis 16

Education and Plan Maintenance 16

Education and Testing 16

Updating 16

Types of Stakeholders and Concerns 17

Message Development for Crisis Communication 18

Anticipated Questions Worksheet 20

Template for News Releases 22

Holding Statements 23

Secondary Contact Sheet 24

Stakeholder Contacts 25

Procedures 25

Suggestions for Communicating with the Media 26


Crisis Control Center and Resources for Crisis Communication 28

Crisis Room- Maintenance Checklist 29

Post-Crisis Evaluation 30

Applying Lessons Learned to the Crisis Communication 30

Applying Lessons on Communicating Effectively in Crisis Situations 30

Crisis Appendix 32

Appendix A: Press Conference Simulation 32

Appendix B: AC Dixon Realty’s Risk Assessment Grid 33


Rehearsal Dates

Date(s) Type of Rehearsal (e.g., Orientation Seminar, Drill, Tabletop, Functional Exercise, Full-scale Exercise)

Orientation Seminar

Training Options for Crisis Management1

Orientation Seminar: An overview of the crisis management process. The crisis management team reviews roles, procedures, and policies.

Drill: A supervised exercise that tests one crisis management function, such as employee notification or evacuation.

Tabletop: A guided analysis of a crisis situation. A facilitator leads the team through a discussion of what they would do in a particular crisis situation. The exercise does not have the time pressures of a real crisis.

Functional Exercise: A simulated interactive exercise. It tests the complete crisis management system and unfolds in real time to create crisis pressures. The team will need to interact to coordinate with the groups it would encounter in a crisis such as first responders. The team should conduct one functional exercise per year.

Full-scale Exercise: The simulation of a real crisis as closely as possible. People are onsite and in the field. The actual equipment and people that would be used in the

1 Coombs, W.T. (2011). Ongoing crisis communication: Planning, managing, and responding (3rd Ed.). p. 83.


situation are deployed. Full scale exercises are time consuming and expensive, so they should only be done every few years.


First Action

Incident Command/Duty Officer Contact Information Name Title Office # Home # Cell# Weekend #Joel Johnson Owner (501) 687-

6246(501) 351-1720

AlternatePrimaryAlternate

Crisis DefinedThe Business Roundtable defines a crisis as a “major event, generally characterized by one or more of the following:

Possible or actual harm to individuals or property, including computer networks Imminent threat to ‘business as usual’ Imminent threat to company or brand reputation Media attention – either immediate or potentiation” (p. 9).

Activating the Crisis Management PlanDuty officer(s) will work immediately to determine the nature of the situation and whether a crisis has occurred. The duty officers are responsible for mobilizing the crisis team. The duty officer(s) will determine whether to activate the crisis team, one or more members, or to refer the problem to a screening or fact-finding committee. The duty officers should consider the following questions when determining whether to activate the crisis management plan:

1. Is there an immediate threat to safety?2. Is the source of the threat a credible one? 3. Have there been any fatalities?4. Are the media calling? 5. Has this been reported to the media?6. What is the threat to my facility? 7. Have any facilities been damaged, threatened, or destroyed?

Once the crisis management plan has been activated, the duty officer will use a phone tree to call members of the crisis communication team. The duty officer directly calls two or three team members, who in turn call other team members. Trees tend to work best during normal business hours. If the tree system is too complex and challenging, then the duty officer should assume responsibility for all calls. If an individual is not reached, messages should be left at all contact numbers asking for the individual to call in for information.


Crisis Management Team Contact SheetThe Crisis Management Team is a cross-functional group of organizational members who have been selected to prepare for and manage crises. The CMT is responsible for creating/updating the CMP, enacting it during any simulated or real crises, and addressing any problems not covered by it. This sheet includes the names and contact information of all members of the crisis management team, their areas of expertise, outside consultants who may be needed, and any agents that may need to be contacted such as insurance or emergency personnel.

Name Title Functional Area Office # Home # Cell#Joel Johnson Owner (501) 687-

6246(501) 351-1720

AlternatePrimaryAlternatePrimaryAlternatePrimaryAlternatePrimaryAlternatePrimaryAlternatePrimaryAlternatePrimaryAlternatePrimaryAlternatePrimaryAlternatePrimaryAlternatePrimaryAlternate


Crisis Risk Assessment

Understanding and using the risk assessment grid for P.I. Roofing

The Risk Assessment Grid is intended to help business owners and crisis managers prioritize and plan for possible emergency situations, based on both the probability of a given event happening and the likely impact and fallout of any given event.

The grid, originally developed by the U.S. Department of Homeland Security, allows the business owner to analyze potential risks including fire, theft, and other threats to assets including structures, equipment, and other property. Risks can be assessed in the context of their potential impact on people, property, business operations, the environment and the business entity itself.

By combining the likelihood of a given event’s occurrence with its potential impact, a business owner arrives at the overall hazard rating, which he or she can use to prioritize preparations for one possible event over another.

Customer Injury/Casualties

At P.I. Roofing customer injury or casualties were assessed as a relatively low risk because customers are not usually present in the vicinity of the job site. The probability of a customer injury or casualties occurring is very low. Most likely the most harm that could happen would be a customer stepping on a nail left behind after a job was done.

Employee Injury/Casualties

At P.I. Roofing employee injury or casualties are at very low risk and the probability of one happening is very low due to proper training and safety regulations. In the event of a customer injury or casualty the impact on project timelines and workers compensation could be significant.

Customer Property Damage

At P.I. Roofing customer property damage has had a low rate of occurrence. The probability of damage occurring is low due to proper protocol in place on handling customer property. There have been events where customer property damage has occurred and the impact company’s timeline and the customer’s operations were significant.

Equipment Theft

At P.I. Roofing equipment theft has a low risk, however the need to have the proper procedure for preventing theft is significant. The probability of theft occurring without a proper procedure


is moderate while the probability with the procedure would be very low. In the case that equipment theft occurs, the company’s itinerary could be significantly impacted.

Electronic Information Theft

At. P.I. Roofing the probability of electronic information theft is relatively low but the impact could be quite severe. If this situation occurred not only would important, confidential information for P.I. Roofing be exposed but customer information would be as well.

Company Property Damage

At P.I. Roofing company property damage is very likely due to business location. Vandalism has occurred quite often, however the probability of extreme damage is low. As long as the damage isn’t severe, the business will not be impacted severely.

Raw Materials Theft

At P.I. Roofing the probability of raw material theft is low due to secured storage. In the occurrence of raw material theft the company’s timeline could be impacted but the recovery would most likely occur in a matter of days.

Company Reputation

At P.I. Roofing the probability of the company’s reputation being damaged is most likely low due to the importance of the reputation to the company and the standards set to uphold a respected reputation. The risk of a damaged reputation would be very high because it would severely impact future business and revenue.

Incident Report TemplateThis section helps crisis teams keep records of what has been done during a crisis. This template can be used to record what is said done, and provides vital information when crisis teams are evaluating their crisis management efforts, such as when handling lawsuits or governmental investigations prompted by the crisis. The documentation focuses on when the incident was first apparent, where the crisis occurred, when various people and organizations were contacted about the crisis, and what actions were taken, by whom, and with what result.

What happened:When:Where:How:Actions taken, by whom, and result:Communications to:


Customers: Staff: Government: Vendors: Others (Specify):


Proprietary Information The purpose of this section is to remind managers that certain information is confidential and cannot be released to stakeholders without executive or legal approval by Joel Johnson. These items were currently identified by Mr. Johnson as proprietary information:

Systems of Operation List of Clients List of Vendors

This list is subject to change with additions and subtractions by Mr. Johnson


Crisis Management Team Communication Plan

Introduction

PurposeP.I. Roofing’s Crisis Communication Plan overviews the roles, responsibilities, and protocols that will guide the organization in sharing information with all of its audiences during an emergency or crisis.

ScopeThe audiences for the plan include:

Property Owners Media Subcontractors

Objectives of the Plan Establish pre-crisis plan of action Develop partnerships with people who are important P.I. Roofing Determine Stakeholders, including media Minimize damage to those affected by the crisis Keep P.I. Roofing’s image intact Inform appropriate audiences of the crisis management plan

Procedures

Convening the Crisis Communication TeamIn the event of a crisis, Joel Johnson will contact the team to assemble.

Crisis Communication Team RepresentativesJoel Johnson.

LocationIf still intact and standing, the first location to meet is the office itself. The alternate location to meet is: Mr. Johnson’s home in Maumelle.

Response

ImplementationThe Crisis Communication Team will implement some, or all, of the steps outlined based on circumstances, and in conjunction with the Crisis Management Team.


Immediate ResponseThe team will carry out these initial tasks immediately:

In the case of a customer’s property being damage:1. Ensure customer is safe.2. Ensure all P.I. Roofing employees are safe.3. Take immediate action to prevent any further damage if possible.4. Contact Mr. Joel Johnson5. Contact owners of property if not at location at the time.6. Contact Insurance Company.7. Purchase/Order supplies to repair damage if needed immediately.

Approvals of Outgoing InformationIn a crisis, the approval of outgoing information is as follows:

Joel Johnson Alternate: Second alternate: Third alternate:

StaffingIn the event of a crisis or emergency, employees of Joel Johnson will be relieved of the typical duties to help execute the crisis communication plan.

End of the CrisisJoel Johnson will determine when a crisis has ended and routine communication processes can resume. The decision to declare a crisis over will trigger a review of how the crisis was handled and how communication can improve.

Education and Plan Maintenance

Education and TestingJoel Johnson will be responsible for educating our community about how and when members would get information from P.I. Roofing in a crisis.

UpdatingTwice per year, we will update items in the plan. Joel Johnson will update contact for members of the Duty Officer and Crisis Management Team.


Types of Stakeholders and Concerns2

Potential Stakeholder Groups Potential Concerns and Questions: How does this event impact me?

Customers “When will my project be completed?” “What will you give me to compensate for the delay?”

Employees and their families “When should I report to work?” “Will I have a job?” “Will I get paid during the shutdown or can I collect unemployment?” “What happened to my co-worker?” “What are you going to do to address my safety?” “Is it safe to go back to work?”

News media “What happened?” “Who was injured?” “What is the estimated loss?” “What caused the incident?” “What are you going to do to prevent it from happening again?” “Who is responsible?”

Company management, directors and investors

“What happened?” “When did it happen?” “Was anyone injured?” “How bad is the property damage?” “How long do you think production will be down?”

Neighbors in the community “How can I be sure it’s safe to go outside?” “What are you going to do to prevent this from happening again?” “How do I get paid for the loss I incurred?”

Government elected officials, regulators and other authorities

“What is the impact on the community (hazards and economy)?” “How many employees will be affected?” “When will you be back up and running?”

When did it happen?” “What happened (details about the incident)?” “What are the impacts (injuries, deaths, environmental contamination, safety of consumers, etc.)?”

Suppliers “When should we resume deliveries and where should we ship to?”

2 U.S. Department of Homeland Security. Crisis Communications Plan. Retrieved from http://www.ready.gov/business/implementation/crisis


Message Development for Crisis Communication3 Crisis situations offer a short response time and create tremendous uncertainty. It is

especially crucial to communicate with your stakeholders in the initial phase of the crisis, even if you do not have a lot of information. Crisis and Emergency Risk Communication training offered by the Centers for Disease Control offers several recommendations, which are based on decades of crisis communication research and practice. When using the template, consider the audience, purpose of message, and method of delivery. In addition, make sure that you include six basic emergency message, such as an expression of empathy clarifying facts, what you do not know, the process to get answers, a statement of commitment, and any referrals.

Audience Purpose of Message Method of Deliveryo Relationship to the evento Demographics (age,

language, education, culture)

o Level of outrage

o Give facts/updateo Rally to actiono Clarify event statuso Address rumorso Satisfy media requests

o Print media releaseo Web releaseo Through spokesperson

(TV or in-person)o Radioo Other (e.g., recorded

phone message)Six Basic Emergency Message Components:

1. Expression of empathy (e.g., understand you are hurt, confused, anxious, frightened): ______________________________________________________________________________

______________________________________________________________________________

2. Clarifying facts/Call for Action (Fill in only VERIFIED facts, skip if not certain):

Who:_________________________________________________________________________

What:_________________________________________________________________________

Where:________________________________________________________________________

When:________________________________________________________________________

Why:_________________________________________________________________________

How:_________________________________________________________________________

3. What we do not know:________________________________________________________

4. Process to get answers: _______________________________________________________

5. Statement of commitment: ____________________________________________________

3 Crisis and Emergency Risk Communication. Centers for Disease Control. Retrieved from http://emergency.cdc.gov/cerc/resources/pdf/message_development_for_communication.pdf

http://emergency.cdc.gov/cerc/resources/pdf/message_development_for_communication.pdf


6. Referrals: __________________________________________________________________

For more information __________________________________________________________

Next scheduled update __________________________________________________________

Finally, check your message for the following:

Positive action steps Honest/open tone Applied risk communication principles Test for clarity Use simple words, short sentences

Avoid jargon Avoid humor Avoid judgmental phrases Avoid extreme speculation


Anticipated Questions Worksheet4

The following are questions that are commonly asked by the media, stakeholders, partners, and the public during crisis events. Use them to help you prepare for questions you might face.

Additional tips Keep answers short (2 minutes or less); Use Q&A sessions to get your key messages out; Use personal pronouns (“I” or “We” rather than institutional nouns (“the Department of

Public Health” or “this agency”);

What happened?

Why did it happen?

What was the cause?

When and where did it happen?

Who was to blame?

Do you accept responsibility?

Has this ever happened before?

Is the public safe?

4 Centers for Disease Control. Anticipated Questions Worksheet. Retrieved from http://emergency.cdc.gov/cerc/resources/pdf/anticipatedqa.pdf

http://emergency.cdc.gov/cerc/resources/pdf/anticipatedqa.pdf


What are you doing to protect people?

Is anyone hurt, sick, or dead? What are their names?

What do you have to say to the victims?

Is there any danger now?

Will there be any inconvenience to the public?

What are you going to do about it?

Who is in charge?

What can we expect, right now and later?

When will we find out more?


Template for News Releases5

During a crisis, media are important stakeholders, and often expect certain types of information even when you do not have all of the facts at hand. The following is a template for a new release, which might be issued in the first hour(s) after a crisis. It is intended to answer basic questions of who, what, where, and when. It should provide whatever guidance is possible at this point, express the administration’s concern, and detail how further information will be disseminated. If at all possible, the statement should give phone numbers or contacts for more information or assistance. Remember that this template provides guidance; one template will not work for all situations.

FOR IMMEDIATE RELEASE

Contact: (Name of Contact)Phone: (Number of Contact)Date of release: (Date)

Headline – Insert your primary message to the public

Dateline (your location) – Two-three sentences describing the current situation.

Insert quote from an official spokesperson demonstrating leadership and concern for victims.

Insert actions currently being taken.

List actions that will be taken.

List information on possible reactions of public and ways citizens can help.

Insert quote from an official spokesperson providing reassurance.

List contact information, ways to get more information, and other resources.

5


Holding StatementsBased on the risk assessments conducted earlier, holding statements were created. Because time is of the essence in a crisis, holding statements can be approved beforehand and disseminated at the onset of a crisis. Similar to the News Release Template, you should focus on:

What happened, including a description of injuries or fatalities or harm to physical structures;

Where the incident occurred; Cause if known-if not known, do not speculate; Next steps.

Example: Fire/Electricity/Etc.

Sample Holding Statement.6

This Is Not An Official Document.

(city) (date) The (name of facility) or (name of company) this morning was struck by a series of explosions which shut down all electric power within a radius of approximately (number) miles covering the (name) metro area. Several fires are burning at the (name of facility) and all available fire and rescue facilities are on site working to control the fires.

Our first priority is the safety of our employees. At this time, there is no information on injuries or fatalities. On a normal workday, there are approximately (number) working at the facility.

Backup power generation for the (name) metro area is in the process of being switched through (name) system and initial plans are to have power for the area within the next three to five hours.

Additional reports will be provided to the media via email and on the Internet at a specially activated site (name of site).

6 Business Roundtable (2002). Post-9/11 Crisis Communications Toolkit: Best Practices for Crisis Planning, Prevention, and Continuous Improvement.


Secondary Contact Sheet

This secondary contact sheet should be filled out as additional stakeholders are identified. It has been provided for use during a crisis; the people and companies listed may be affected by the crisis or could be of assistance during a crisis. Listing the information prior to an emergency is key.

Stakeholder type:

Contact names:

Organization: Title: Contact Information:

Time: Contacted by:


Stakeholder Contacts

ProceduresWhen a stakeholder contacts P.I. Roofing to inquire about a crisis event, the following information will be logged: 1) name and contact information, 2) type of stakeholder; 3) time of contact, 4) communication channel; 5) the nature of the inquiry; 6) promised follow up; and 7) actual follow up. Their requests will be routed to the appropriate contact center, depending on the type of stakeholder they are.


Suggestions for Communicating with the Media7 Don’t let the media push you into saying things that you do not want to say, but don’t

become angry with the media.

Express concern for anyone harmed by the crisis.

Avoid the phrase “no comment.”

If you don’t have the answer to a question, say so, but indicate that you are working to

find the answer.

Don’t speak with certainty unless you are absolutely sure of all of the facts.

Be sure to point out the uncertainty of situations with phrases such as, “The situation is

evolving” or “We don’t have all of the facts yet.”

Don’t hesitate to involve others on the crisis team when you don’t know the answer.

Be sure to point out the uncertainty of situations with phrases such as, “The situation is

evolving” or “We don’t have all of the facts yes.”

Press Releases should have your organization’s names, address, telephone number, and

contact name(s) at the top.

Give the media a 24-hour contact number.

Specify if your toll-free number is for the public, or media only – consider having two

separate numbers.

Don’t forget to include a dateline to let reporters know when the release was issued. If

you have more than one press release, include the date or the date and time.

Give your press release a headline; it’s a way for media to identify quickly what they are

calling back about. Never reuse a headline during the crisis.

7 Ulmer, R.R., Sellnow, T.L., & Seeger, M.W. (2014). Effective crisis communication: Moving from crisis to opportunity.


Take the guesswork out of your press release for the media. Put “FOR IMMEDIATE

RELEASE” at the top of your press releases directly under your contact information.

Write in the inverted pyramid style by putting the most important information first.

Introduce new telephone numbers or website information higher in the press release.

Short, concise sentences are preferred; one-sentence paragraphs are okay. Write to a sixth

or eighth grade level.

Avoid emotionally charged and negative words.

Check your facts. Then, check them again.

Verify that the information is not classified or proprietary information.

Verify you can release names and information about people. Following Associated Press

guidelines and HIPPA regulations when applicable.

Verify the correct spelling of names. Mark an “OK” next to an unusual name to verify to

the media that this spelling is not a mistake.

Reporters should not take the blame for your mistake. Do not just correct information on

your website and leave the media hanging.


Crisis Control Center and Resources for Crisis Communication

The Business Roundtable and the Department of Homeland Security recommend the following crisis communication resources for the crisis control center:

Telephones with dedicated or addressable lines for incoming calls, and separate lines for outgoing calls

Access to any electronic notification system used to inform employees Electronic mail (with access to “info@” inbox and ability to send messages) Webmaster access to company website to post updates Access to social media accounts Access to local area network, secure remote server, message template library Hardcopies of Crisis Management Plan Forms for documenting events as they unfold Pens, pencils, paper, clipboards, and other stationary supplies Laptop port for each seat Multi-directional speakerphone at center of table Electronic display wall which may include facilities for video playback or broadcast

monitoring; maps; crisis log; PowerPoint; technical diagrams; video conferencing, etc. Fax machine for receiving and sending faxes Copier Printers Easels with flipcharts, or chalk/dry erase board Room staffed with at least two support personnel to handle phone calls, copying and fax

and IT support

The Crisis Control Center for P.I. Roofing is located at 6109 Remount Rd, North Little Rock, AR 72118. Should this space be unavailable, an alternative center will be located at Mr. Johnson’s home in Maumelle, AR. The person responsible for activating the room is Mr. Joel Johnson.


Crisis Room – Maintenance Checklist:Check crisis room monthly to determine that all facilities are functioning properly.

Item Availability? Properly Working?


Post-Crisis Evaluation

Applying Lessons Learned to the Crisis Communication8

According the crisis communication plan detailed earlier, declaring a crisis over triggers a review of how the crisis was handled and how communication can improve through the framework of “lessons learned”.

According to the Department of Homeland Security, a lesson learned is defined as “a positive or negative experience derived from an actual incident, operation, training, or exercise, validated After Action Report, or interview”. Ulmer, Sellnow, and Seeger (2014) recommend several lessons learned that can be reflected on after a crisis.

Applying Lessons on Communicating Effectively in Crisis SituationsLesson 1: What were our reported primary goals in our crisis communication?

Lesson 2: Had we developed partnerships with stakeholders prior to or during the crisis? If

yes, with whom? If not, why not?

Lesson 3: Did we acknowledge stakeholders as partners in managing the crisis? If yes, how? If not, why not?

Lesson 4: Did we work toward positive relationships with primary and secondary

stakeholders during the crisis? If yes, with whom? If not, why not?

Lesson 5: Did we listen to or understand the needs of our stakeholders? If yes, how? If not, why not?

Lesson 6: Did we communicate regularly with stakeholders about the crisis? If yes, how? If

not, why not?

Lesson 7: Did we communicate certain or absolute answers about the crisis? If yes, on what issues, and why?

Lesson 8: Did we over-reassure stakeholders about the impact of the crisis? If yes, on what

issues, and why?

Lesson 9: Did we provide statements of self-efficacy following the crisis? If yes, how? If not, 8 Ulmer, R.R., Sellnow, T.L., & Seeger, M.W. (2014). Effective crisis communication: Moving from crisis to opportunity.


why not?

Lesson 10: Did we acknowledge positive factors that resulted during the crisis? If yes, how? If not, why not?


Crisis Appendix

Appendix A: Crisis Simulation: Customer Property Damage

(As described on page 6 of this crisis communication plan, this is a functional exercise. A functional exercise is: A simulated interactive exercise. It tests the complete crisis management system and unfolds in real time to create crisis pressures. The team will need to interact to coordinate with groups it would encounter in a crisis such as first responders. The team should conduct this functional exercise at least once a year.

Follow the guidelines as outlined below. Use the Post-Crisis Evaluation on page 30 to debrief the functional exercise. Utilize your crisis management plan to answer questions and solve problems during the exercise.

Crisis Simulation Exercise

What has happened?

A commercial project was underway when unexpected weather occurred, causing the team to enact measures to protect the client’s property. The effects were water damage to the client’s building as well as their equipment, requiring significant expenditure for both the client as well as PI Roofing.

Your response:

Immediately cover the roof to prevent further damage. Notify both P.I. Roofing and the customer’s insurance companies. Bring in a clean up crew to take care of the damage done on the customer’s property. Make sure the clean up of the property was done to the customer’s satisfactory.


Appendix B: P.I. Roofing’s Risk Assessment Grid:

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