Syracuse Crunch Crisis Communication Plan
-
Upload
bianca-esposito -
Category
Business
-
view
37 -
download
3
Transcript of Syracuse Crunch Crisis Communication Plan
Syracuse Crunch Crisis Communication Plan ─
Bianca Esposito, Kelsea Schagrin, Rachel Fishman, Julia Frazee Syracuse Crunch War Memorial Arena 800 S. State Street Syracuse, NY 13202
1
Table of Contents Welcome…………………………………………………………………………………………………………………………….
.
Acknowledgments………………………………………………………………………………………………………….
Objectives………………………………………………………………………………………………………….
Statement from Management to
Staff…………………………………………………………………………………
Warning Signs ………………………………………………………………………………………………………….
Crisis Communication Team Directory………………………………………………………………………………
Spokesperson………………………………………………………………………………………………………….
Key Publics………………………………………………………………………………………………………….
Staff Directory………………………………………………………………………………………………………….
List of Media………………………………………………………………………………………………………….
Phone………………………………………………………………………………………………………….
Email………………………………………………………………………………………………………….
Emergency Personnel………………………………………………………………………………………………
Crisis Inventory………………………………………………………………………………………………………….
Example Press
Release………………………………………………………………………………………………………….
Social Media………………………………………………………………………………………………………….
2
Interview Tips………………………………………………………………………………………………………….
Control Room………………………………………………………………………………………………………….
Welcome The Syracuse Crunch are a professional ice hockey team in the American Hockey League. They play in Syracuse, New York, at the War Memorial at Oncenter. They are the primary development affiliate of the National Hockey League’s Tampa Bay Lightning.
With any business, large or small, a crisis can strike at any time. Large corporations have systematic plans to follow in event of a crisis and may even have staff on-hand hired solely for the purpose of handling crises. Small businesses, on the other hand, have a limited amount of staff and must deal with crises in a different way. The Crunch need to be prepared for different types of crises during day-to-day operations and games days where about 5,000 fans pack the stadium. Because of their small staff, employees are expected to be able to communicate and work together to find a solution as quickly and as efficiently as possible while still maintaining business as usual.
Many different crises can arise at the Syracuse Crunch but we will be focusing on one crisis that is likely to happen or has happened. This crisis we feel is high probability and highly damaging. We are focusing on player actions, outside the arena that have a direct effect on the Syracuse Crunch’s representation. They are expected to represent the league at all times. We will list the other crises that can potentially arise at Syracuse Crunch.
Following our Crisis Communication plan for this example crisis serves as a flexible guideline for staff to follow should a crisis arise. This plan serves to benefit the entire Syracuse Crunch team, staff, and community.
By signing this statement, I verify that I have read this plan and am prepared to put it into effect. X___________________________ Jim Sarosy
3
Chief Operating Officer
Acknowledgments President/CEO/Governor
____________________________
Senior VP of Business Operations/CFO/Alt. Governor
___________________________
Chief Operating Officer/Alt. Governor
___________________________
Public Relations & Digital Media Manager
___________________________
Objectives The purpose of this plan is to educate staff in the event of any crisis so that will have access to all the information needed in the instance of a crisis.
● Educate staff ● Give staff access to all information ● Control the message ● Be honest and transparent ● Notify all upper management and internal stakeholders as soon as possible
Until further notification, staff is expected to show up at normal working hours. Jim will call a meeting with all staff as soon as everyone is in. All staff will be informed on the crisis and details of the incident. Each staff member has signed a nondisclosure agreement, and should honor that contract throughout the duration of the crisis. Only the designated spokesperson will talk to media.
We will make every effort to:
● Initiate the crisis communication plan (CPP) within an hour of crisis ● Inform all employees, and internal stakeholders within the hour ● Inform all persons directly involved with the crisis such as: fans, media, emergency
personnel, and external stakeholders within the hour ● Determine the source of the problem as soon as possible ● Create and deliver a consistent message with factual information to deliver to all
internal and external stakeholders throughout crisis
4
● Inform all persons not directly involved with the crisis within three hours through social media outlets, or press release
● Maintain honesty and transparency with fans, media, employees, and players ● Document details of the crisis and what decisions were made ● Develop ways to prevent future incident ● Implement any necessary changes as soon as possible ● Follow-up, and maintain post crisis on social media
Statement from Management to Staff Syracuse Crunch Staff,
As you know, I take great pride in working for the Crunch and I know the organization is very important to all of us. Having said that, our reputation is everything and we need to be prepared for any crisis that could occur. We believe in being open and honest with the public and to communicate any incidents promptly and factually. In order to represent the Crunch, as well as the Tampa Bay organization in the best way, we all need to read and understand this plan in order to better prepared. Should any type of crisis occur, this is the standard guideline that should be followed. With all of you, the Crunch organization would not operate as smoothly as it does. To ensure that this practice continues, I urge all staff to become familiar with this crisis communication plan.
Thank you,
Jim Sarosy, Chief Operating Officer
5
Warning Signs of Possible Crisis ● Negative social media chatter ● Accidental/Incorrect social media posts ● Angry fans ● Unfair call during game ● Overcrowded stadium ● Fights outside stadium ● Injured Fan ● Players going out to bars/parties ● Controversial player post on personal social media ● Wifi issues ● Short staffed ● Maintenance Issues
Crisis Communication Team Directory Jim Sarosy, Chief Operating Officer
● Spokesperson, authorized to speak to media ● Most knowledgeable about day-to-day operations, team information ● Contact Tampa Bay
Megan Cahill, Public Relations & Digital Media Manager
● Authorized to speak to media ● Controls all social media, messages to outside media
Howard Dolgon, President, CEO, Owner
● Authorized to speak to media ● Contact Tampa Bay
Julien BriseBois, General Manager
● Authorized to speak to media ● Reports directly to Tampa Bay
6
Spokesperson The media spokesperson will represent and speak on behalf of the company during the crisis. The individual will be required to make public statements on both the local and, if needed, national level.
The primary spokesperson for the Syracuse Crunch is Jim Sarosy .
The secondary spokesperson for the Syracuse Crunch is Megan Cahill in the event that primary spokesperson is unavailable at the time of the crisis.
The reason these individuals have been chosen as spokesperson is because:
● They have well-established relationships with both internal and external constituents
● They are available to make decisions and are accessible throughout the crisis ● They are able to articulate, speak concisely, clearly and be cordial. ● They must appear rational, concerned, and empathetic during the crisis ● They have the most knowledge of the operations of the organization and team
Key Publics Internal:
● Staff ● Tampa Bay Lightning ● Team ● Coaches ● Building Staff ●
External:
● Fans ● Syracuse Community ● Sponsors ● Partnerships ● AHL Teams ● Media Representatives
○ Television ○ Radio
7
○ Internet (social media, news sources, blogs, etc)
Staff Directory
Name Position Phone Email
Front Office
Howard Dolgon President/CEO/Governor 315-473-4444 (x31)
Vance Lederman Senior VP of Business Operations/CFO/Alt. Governor
315-473-4444 (x28) [email protected]
Jim Sarosy Chief Operating Officer/Alt. Governor
315-473-4444 (x32) [email protected]
Todd Cross Vice President of Ticket Sales 315-473-4444 (x25) [email protected]
Mike Hayes Senior Director of Revenue & Partnership Development
315-473-4444 (x33) [email protected]
Jonathan Smaldon
Senior Director of Group Sales 315-473-4444 (x20) [email protected]
Dan D’Uva Broadcaster/Account Executive 315-473-4444 (x22) [email protected]
Andrea Marino Corporate Activation and 315-473-4444 (x13) [email protected]
8
Marketing Manager
Jan Stransky Season Ticket Retention Coordinator/Account Executive
315-473-4444 (x26) [email protected]
Hannah Wheaton
Promotions & Team Services Manager
315-473-4444 (x30) [email protected]
Rory Specia Account Executive 315-473-4444 (x24) [email protected]
Megan Cahill Public Relations & Digital Media Manager
315-473-4444 (x21) [email protected]
Kristen Denick Crunch Foundation and Retention Manager
315-473-4444 (x27) [email protected]
Hockey Operations
Julien BriseBois General Manager
Benoit Groulx Head Coach
Trent Cull Assistant Coach
David Alexander Goaltending & Video Coach
Stacy Roest Assistant Coach
Jeff Halpern Assistant Coach
JW Aiken Head Equipment Manager
Brad Chavis Head Athletic Trainer
Mark Powell Strength & Conditioning
Sam Nicholson Assistant Equipment Manager
9
List of Media
Name/Organization Phone Email
Lindsay Kramer (315) 843-2394
News Channel 9 [email protected] [email protected]
CNY Central News 315.477.9400 [email protected]
TWC News (315) 234-1000 Ext. 2 [email protected]
570 YSYR (315) 472-9797 [email protected]
Orange TV 315-443-6892 [email protected]
Emergency Personnel
Organization Phone
Syracuse Fire Dept. (315) 473-5525 (315) 471-1161
Syracuse Police Dept. (315) 442-5250 (315) 442-511
Syracuse School District (315) 435-4499
Upstate Medical (315) 464-5540
Syracuse University Public Safety 315-443-2224
10
Crisis Inventory Crises’ that the Syracuse Crunch organization should be prepared to handle both internally and externally include, but are not limited to:
● Player altercations ● Player acts of misconduct ● Building Technical/ Electrical Difficulties ● Severe weather event ● Medical emergency (potentially serious injury or sudden, potentially
serious illness) ● Weapon brought into stadium ● Fire ● Snow/Weather Emergency ● Fan altercations ● Fan injuries
Threat Matrix
Impossible Near Impossible
Remote Possibility
Possible Probable Highly Probable
Earthquake Entire staff doesn’t show up
Drunk fan runs onto ice
Wifi outage during game
Fan gets hit by car outside of stadium
Fan gets into fight or altercations
Tornado Other team doesn’t arrive
Electrical outage/ generator outage
Animal gets loose in building
Scoreboard malfunction
Player gets into fight or altercation
Heat Wave Entire team illness
Player suffers life threatening injury
Food contamination at concession stand
Technological difficulties disrupting headset/ microphone communication
Player does something that affects team's image
Ice rink melts Run out of alcohol
Fan suffers life threatening injury
Underage drinking
Social media trolling by fans
Fan gets sick or injured
Lighting strikes building and causes a fire
Fan brings weapon into stadium
Inappropriate activity on players social media accounts
Teams don’t receive intermission stats
11
No Damage Little Damage Some Damage
Considerable damage
Considerable damage & Media Involvement
Devastating
Teams do not get stats at intermission
Scoreboard malfunction
Run out of Alcohol
Entire staff doesn’t show up
Wifi outage during game
Tornado
Drunk fan runs onto ice
Underage drinking
Other team doesn’t arrive
Animal gets loose in building
Heat Wave
Entire team illness
Food contamination at concession stand
Earthquake
Electrical outage/ generator outage
Scoreboard malfunction
Lighting strikes building and causes a fire
Inappropriate activity on players social media accounts
Ice rink melts
Lighting strikes building and causes a fire
Player suffers life threatening injury
Fan brings weapon into stadium
Fan suffers life threatening injury
Fan gets hit by car outside of stadium
12
Example Press Release for Player Crisis
13
Social Media Response Examples for Player Crisis We will keep all of our social media response consistent with one message. If the incident is for the player incident, this is what our accounts would say. We want to direct our fans to one message and not have conflicting statements on different platforms.
Facebook:
Twitter:
14
Interview Tips ● Do not lie ● Be as open and honest as the situation permits ● Do not try to hide the truth or spin the situation ● Remain calm, and courteous, and truthful ● Run through possible interview questions beforehand, especially with a
player if he has to speak on a topic ● Do not let the reporters stray you from the topic ● Make sure to be briefed beforehand and prepared for possible out of line
questioning ● Call for press conference early on, do not wait ● Avoid the phrase “No Comment” ● Apologize if necessary
Control Room ___ Televisions
___ Radios
___ Computer
___ Cell Phones
___ Batteries
___ Generator
___ Police Radio
___ Blueprints of stadium
___ Map of surrounding area
___ Flashlights/Lanterns
___ Battery powered lights
___ Food and beverages
___ Contact list (Staff, Building, Team)
___ Pens and paper
15
___ Phone directory
___ First aid kit
___ Press kit
___ Desks and chairs
___ Chargers (Computer, Phone, etc.)