Jennifer Painter, VP Housing Operations & Jennifer Rass, VP Communications

Overview To effectively manage communications through a formal, clearly-defined channel to mitigate crisis or negative repercussions for the local house corporation and Sigma Kappas National Housing Corporation. The goal of creating a crisis communications plan is to protect and maintain the local house corporations and NHCs reputation and communicate information with transparency. The following plan is intended to serve as a crisis communications guide for NHC participators.

Key Objectives of this plan: Manage and distribute critical information to members, the media and public. Provide Crisis Communications team members with the tools needed to manage crisis communications. To protect the brand and reputation of the sorority, local house corporation, and NHC

Risk Incident Guidelines: This crisis plan would be implemented for housing-only incidents that wouldnt trigger the sororitys procedures (ie – a house director leaving suddenly, a chef resigning, etc.) In addition, this plan would be implemented after the sororitys plan had been carried out to manage any aspect of the crisis that affects housing (ie.- fire, flood, etc.)

Crisis Communications All crises should be immediately reported to the crisis communications team (comprised of NHC board members, local corporation boards, members of sorority and college or university, where applicable). No information should be released publically without this review from this team. Only designated spokespersons should talk to the media during/after a crisis.

Crisis Communications All comments should be professional and transparent. It is imperative that the spokesperson has as many details as possible about the crisis (who, what, where, why, when, how) and identify who is affected. However, since it is virtually impossible to have all the details during or immediately following a crisis situation, it is important to acknowledge the incident. We will strive to always answer media questions in as timely a manner as possible.

Crisis Communications Team Primary Contacts: Jennifer Painter, Vice President of Housing Operations Casey Keller, Executive Director Jennifer Rass, Vice President of Communications Lisa Humenik, President Susan Willis, Vice President of Property Management Ann-Marie Fontaine, Vice President of Finance Andi Sligh, SK National Vice President for Finance Monica Luck, Vice President for Programming Local board members

Assign Responsibilities Designated spokespeople – list names of individuals who will comment directly to the media in any crisis situation. Other Responsibilities – list other potential responsibilities. You may or may not be able to assign these in advance of a crisis. Assign an individual to gather information – what happened, when it happened, who it affects, why or how it happened, etc.

Identify Audiences The nature of the crisis will determine the audience. Potential audiences could include but arent limited to members and their families, neighbors, community leaders, public officials, media outlets and the public at large. As part of the plan, create contact lists. Review these lists on a rolling basis to ensure they are current.

Develop Messaging Objectives – List the top two or three objectives in managing the crisis. Information Gathering – Determine who is affected; what, when, where, why and how it happened; and which safety/government agencies may be involved. Holding Statements (Notification of the issue)-have pre-drafted statements ready to be released to the media in the first hour following a crisis. General Messages – list the general messages to communicate.

Develop Messaging General Messages – list the general messages to communicate. Specific Messages – list the specific messages to communicate to specific audiences. Communications Materials– identify what communications materials will be used to distribute messaging to each audience. Examples of materials may include a news conference, news release, , voice mail, meetings, Internet, text messaging, video or phone conference, social media, phone/fax, or personal calls.

Crisis Communications Checklist Notification – Notify the VP of Housing Operations and Executive Director Communications immediately. Crisis Communications Team – notify appropriate spokespeople of the crisis situation. Enlist the assistance of other members to analyze the situation and manage communications surrounding the issue.

Crisis Communications Checklist Before Going Public Determine team member who is responsible for ensuring all tasks are completed Determine spokesperson(s) who will answer all media inquiries Assess the situation and determine facts Determine appropriate response and action Create plan of action for both external and internal audiences Develop factual, detailed key messages specific to situation Determine if press release, press conference or media statement are needed

Crisis Communications Checklist Going Public Place phone calls to critical internal audiences Place media calls Update social media, online press room, website and any external communication vehicles deemed necessary Evaluate message effectiveness as situation progresses Update audiences with ongoing information

Crisis Communications Checklist Evaluate Crisis Communication Efforts Review response, actions, lessons learned, improvements, etc. Review media coverage Reconvene Crisis Communications team to evaluate response Recognize the heroes involved in the crisis situation

Case Study – Mold Issue Mold was discovered in two bedrooms of a chapter house. A few members suffered allergic reactions. When workers went in to remove mold, they found it was more extensive than originally thought so clean up was not completed when members were told it would be. All members moved out of the house so remediation could be completed, found accommodations and facilitated moving. The original plan was to relocate house members for three weeks, when actually the house was closed the remainder of the fall semester. Original plan was for them to be out about three weeks but now the house will be closed remainder of the fall semester.

Potential Scenarios Fire Break-in Flood

Best Practices Show care and concern for those impacted by the crisis Media statements and key messages should serve to reduce the life of the story Clear, concise messages with precise wording Information should be presented with supported information documented No speculation – only the facts

Best Practices Emphasize moving toward resolution and correcting the situation Indicate cooperation of parties Be open and willing to provide information and updates to the media as details become available. Avoid acronyms Treat internal audiences with the same respect as external media

Best Practices Remember the six Rs : Rapid Response – we are on it, investigating, moving quickly Responsibility – not the blame for corrective action Regret – show sympathy when error is present Resolution – take corrective steps Reform – address and ensure issue doesnt happen again Restitution – help those affected

Developing Messaging It is imperative that we answer the following questions, as we know they will be asked: What happened? What caused the event? How many people were hurt? What are you doing in response to this incident? When will things be under control or back to normal? Was there any warning? What are you focusing on now?

Bridging Phrases Here are some common bridging phrases to use in message development: In fact I can assure you I want to reconfirm As I said Our immediate priority I also want to What I can say

Key Messages The safety and security of our members is our top priority. We are cooperating fully with city/state/federal authorities in their investigation. We will continue to use all of our security resources and work closely with city/state/federal authorities to keep the building safe and secure for all of our members. Until the investigation is completed, we have taken the appropriate steps to ensure our members are safe. We will continue to monitor the situation closely and will take necessary actions as the situation develops.

Q & A