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CRISIS COMMUNICATION PLAN
Last Updated May 2012
Therese Grieves, Nicole Kato, Ashley Lewis, Tim Lussier
TABLE OF CONTENTS
Section Page
1.Introduction...... 4
2.Acknowledgments...... 5
3.Rehearsal Dates...... 6
4. Purpose and Objectives...... 7
a. Purpose...... 7
b. Cancellation...... 7
c. Scope...... 7
d. Authority...... 7
e. Objectives...... 7
5. List of Key Publics...... 9
6. Notifying Publics...... 10
7. Identifying the Crisis Management Team...... 12
a. Additional Responsibilities...... 13
8. Crisis Directory...... 14
a. Crisis Management Team...... 14
b. HPFEB Board Officers and Policy Committee...... 15
c. Operational Personnel Management...... 17
9. Identifying the Media Spokesperson...... 18
10. List of Emergency Personnel and Local Officials...... 20
a. State of Hawaii...... 20
b. City and County...... 20
c. Medical Centers...... 21
d. Utilities...... 22
e. Key Federal Officials...... 22
11. List of Key Media...... 24
a. Radio Stations...... 24
b. News Stations...... 24
c. Internet Newspapers...... 25
d. Print Newspapers...... 25
e. Magazines...... 27
f. Wire Services...... 27
g. Blogs...... 28
12. Spokespersons for Related Organizations...... 29
13.Crisis Control Center...... 30
14.Equipment and Supplies...... 31
15. Pre-gathered Information...... 32
a. HPFEB Organization Chart...... 32
b. HPFEB Constitution...... 33
c. FEB History...... 36
d. Company Maps...... 37
e. Company Fact Sheet...... 38
f. Biography: Rear Admiral Charles Ray, CMT Chair...... 40
g. Biography: Colby Stanton, CMT Vice Chair...... 41
h. Biography: Gloria Uyehara, CMT Executive Director...... 42
i. Biography: Toni Allen, CMT Deputy...... 43
j. Directions from HPFEB to Tripler Hospital...... 44
k. Directions from HPFEB to FEMA...... 47
l. Directions from HPFEB to the Fourteenth Coast Guard District...... 50
16. Key Messages...... 51
17.Website, Blogs, and Social Media...... 53
18.Trick Questions...... 54
19.List of Prodromes...... 56
20. List of Related Internet URLs...... 57
a. Government URLs...... 57
b. State URLs...... 57
c. Civilian URLs...... 57
d. Health Service URLs...... 58
e. Transportation URLs...... 58
21. Evaluation Form...... 60
Appendix A: Crisis Communication Press Conference Checklist...... 61
Appendix B: PR Spokesperson Opening/Closing Statement...... 65
Appendix C: Media Advisory...... 66
Appendix D: Press Release...... 67
Appendix E: Complete Media List (April 2012)...... 68
a. Radio Stations...... 68
b. Internet Newspapers...... 70
c. News Stations...... 71
d. Print Newspapers...... 71
e. Magazines...... 74
f. Wire Services...... 80
g. National News...... 80
h. Blogs...... 81
Appendix F: Glossary of Terms...... 82
Appendix G: Responsibilities of Federal Agencies...... 83
Appendix H: Incident Information Sheetnotifying...... 84
Appendix I: Telephone Log Sheet...... 85
1. INTRODUCTION
To All Personnel of the Honolulu-Pacific Federal Executive Board and its Affiliate Agencies:
Since its implementation in 1961, the Federal Executive Boards (FEBs) remain a forum for communication and collaboration among federal agencies outside of Washington D.C.
Because the need for effective coordination and communication among the field activities of federal departments and agencies is essential, it is important to plan ahead for any crises and maintain control of events when a crisis strikes. Our location in the State of Hawaii is a major center of federal activity and is composed of the federal field office agency heads and military commands.
We can never predict when a crisis will occur, nor can we predict how big of an impact a crisis will have on our organization. However, the outcome of any crisis has the potential to inflict negative outcomes on our organization, agencies, State and image.
This Crisis Communication Plan (CCP) will detail strategies and tactics designed to minimize damage to the image of our organization. It will also describe the authorities, planning assumptions, concepts of activation (planning), notification processes (response), federal agencies returning to work (recovery) and the responsibilities of assigned federal agencies that have volunteered to be proactive members of the Crisis Management Team (CMT).
Using the National Incident Management System (NIMS) requirements where they could be applied, this CCP will also provide guidance and checklists to help prepare for the release of federal employees in anticipation of or during natural or manmade disasters.
This CCP will continue to evolve, reflecting lessons learned from actual disaster experiences and ongoing planning, training and exercises. I am confident that it will serve as a solid foundation for improving coordination during a crisis and helping to strengthen relationships among the Federal Executive Board’s membership.
Federal agencies maintain the authority and responsibility to protect their personnel and provide direction that meets their agencies’ needs. Nothing in this CCP shall detract from or usurp the inherent and specific authorities and responsibilities of the federal agencies over their employees.
Sincerely,
Gloria Uyehara
Executive Director
Honolulu-Pacific Federal Executive Board
2. ACKNOWLEDGEMENTS
By signing this statement, I confirm that I have read and understand this CCP and will be prepared to put it into effect.
ChairVice Chair
Rear Admiral Charles Ray Colby Stanton
______
Executive Director Deputy
Gloria UyeharaToni Allen
______
MemberMember
Col Kent SimonRon Simpson/Debbie Saito
______
MemberMember
Larry BrantleyLarry Yamamoto
______
MemberMember
Christina MessnerBruce Murley
______
Member
Brigadier General(Ret.)James Hirai
______
3. REHEARSAL DATES
Dates of rehearsals for crisis have to be recorded and planned ahead. The most damaging and most likely crises should be practiced every six months (beginning May 2012). Rehearsal for any type of crisis is helpful even if an eventual crisis turns out to be different.
Date of Rehearsal / Staff Present at RehearsalNovember 2012
(No Notice: tsunami and earthquake)
May 2013
(Developing: hurricanes pandemic influenza outbreak)
November 2013
(No Notice: volcanic eruption and flooding)
May 2014
(Developing: scheduled events with high probability of impact to federal workplaces)
November 2014
(No Notice: terrorist attack)
May 2015
(No Notice: industrial chemical release)
November 2015
(Developing: personnel or civilian crisis)
4. PURPOSE AND OBJECTIVES
PURPOSE
This CCP will provide operational structure, guidance and the assignment of responsibilities for maintaining, exercising and activating the CCP. This plan will also provide a unified message of dismissal, evacuation, cancellation of scheduled work hours or recommends alternatives from the normal daily work schedule (such as telecommuting) to the Federal agencies located in the State of Hawaii. This CCP also takes into consideration that disasters may impact individual islands and/or territories, not only the State of Hawaii, requiring plan activation for those affected areas.
CANCELLATION
This document dated May 2012 updates the Honolulu-Pacific Federal Executive Board (HPFEB) Guidelines for Emergency Response and Dismissal of Federal Employees during Emergency Situations, dated January 6, 2003.
SCOPE
This plan is applicable to all participating federal agencies located in Hawaii. Notification of an emergency condition and recommended actions are strictly advisory in nature. This CCP does not replace federal agencies’ individual emergency plans, but rather serves as guidance on uniform notification, dismissal policies, and procedures for Federal agencies to provide to their employees. It is highly recommended that each agency develop internal policies and procedures consistent with this plan with the intent to execute, if deemed appropriate by the participating agency, the HPFEB’s recommendation to close, to initiate an early dismissal, or implement telework procedures.
The Director of the U.S. Office of Personnel Management (OPM) advises that for agency-specific emergencies, each agency is in the best position to determine the appropriate course of action. For example, power outages or flooding in a particular building could affect one or several facilities without requiring all agencies to take action. Agencies have the authority to release employees and/or close individual facilities to the public on a localized, building-by-building basis. Each agency should have a method for communicating and updating operating status announcements to employees as part of the agency’s emergency procedures.
AUTHORITY
The authority and responsibility for the Federal Executive Board Charter is from Part 960 of Title 5 of the Code of Federal Regulations (5 CFR § 960.107) signed by President John F. Kennedy on November 13, 1961, and this plans authority from this charter.
OBJECTIVES
The objectives of a CCP need to answer the question, “What do we hope to achieve with this plan?” The primary objectives of the CCP are to communicate the approved processes and assign responsibilities to:
1) Determine the authority and responsibilities for the Crisis Management Team (CMT) and the alternate members. CMT will determine size, scope of crisis and delegate authority
2) Effectively and accurately communicate important information, including CMT employee dismissal information to all key publics
3) Disseminate timely CMT decisions to all participating Federal agencies concerning natural or man-made disasters regarding dismissal of Federal employees
4) Communicate to all Federal employees during a crisis through all means; which includes public media, Internet web site and social media sites with the goal to protect Federal employees
5) Maintain an honest and reliable reputation with our publics throughout the crisis and after
6) Establish effective communication channels in notifying staff and participants, as well as their families
5. LIST OF KEY PUBLICS
The FEB must communicate with internal and external publics before, during and after a crisis. Although all publics need not be notified in every crisis, the key publics listed below should are of the most importance to the FEB during in the event of a crisis. It is easier to eliminate unneeded publics at the time of a crisis than it is to think of all the crucial publics during the stress of a crisis.
INTERNAL PUBLICS
HPFEB, executive director
FEMA
NOAA
GSA
DOT
U.S. Coast Guard
Members
Employees
OPM
San Antonio FEB, executive director
EXTERNAL PUBLICS
News media
Newspapers
Radio
Television
Magazines
Online newspapers
Blogs
Wire services
Key federal officials
U.S. Secretary of State Hillary R. Clinton
U.S. Senator Daniel K. Inouye
U.S. Senator Daniel K. Akaka
U.S. Representative Colleen Hanabusa (First Congressional District)
U.S. Representative Mazie Hirono (Second Congressional District)
Key state officials
Governor Neil Abercrombie
Lt. Governor Brian Schatz
Senate Speaker Shan Tsutsui
House Speaker Calvin Say
Key city officials
Mayor Peter Carlisle
District 6 City Council Member Tulsi Gabbard
6. NOTIFYING PUBLICS
PROCEDURES
Emergency Notification Plan.The Notification plan addresses “no notice” emergencies and “developing” emergencies.
No Notice Emergency. Many unpredictable natural or man-made disasters result with no prior warning or notification. A no notice emergency allows for no or minimal time to plan. Effective response will depend on proper prior planning and exercising to ensure the effectiveness of the response plan and the responders’ roles within the Plan. Some No notice emergencies are listed below:
1) Tsunami
2) Earthquake
3) Volcanic eruption (Big Island)
4) Flooding
5) Terrorist attack
6) Industrial chemical release
Developing Emergency. Emergencies with a minimum of 72 hours to prepare, for the purpose of this plan, will be considered a “Developing” emergency. A developing emergency can allow for additional communication, the development of a Emergency Action Plan(EAP) by the CMT and appropriate adjustments to the messages to be sent out to the Federal agencies and their employees. Developing natural emergencies for Hawaii could be, but are not limited to:
1) Hurricanes
2) Scheduled events with a high probability of impact to federal workplaces. No notice disasters that have occurred that require extensive recovery phases and therefore require courses of action to ensure that federal employees remain up to date and informed on their work status.
3) Pandemic influenza incidents
4) Personnel or civilian crisis
Emergency Notification Procedures. The following procedures provide a basic network for gathering and disseminating critical dismissal policy information and direction to the Federal community. If the telecommunication systems in the area fail, agencies should follow local response directives. The HPFEB Executive Director will communicate with Federal Agency Directors and the media, as appropriate. Upon notification, each Federal Agency is responsible for notifying their employees.
The HPFEB Executive Director (Gloria Uyehara) contacts:
Federal agents
News media
The HPFEB Executive Director initiates contact (e.g. conference call):
Members of the CMT
The HPFEB chairperson
FEMA contacts:
Hawaii Civil Defense (reports on the disaster situation and potential impact on federal workers)
The CMT will consider the damage and/or risk of the emergency on federal workers and federal property. The CMT will then make a decision on whether to recommend curtailment of federal operations. The recommendation will be decided by consensus of the CMT, and then will be communicated to the HPFEB Chairperson and Executive Director. If the HPFEB Chairperson or Executive Director are not available, the CMT will act on the HPFEB’s behalf.
The CMT will select one of the prepared media announcements or will modify or develop the announcements for the local news media. Final approval on the selection of the announcement to be used rests with the HPFEB Chairperson and Executive Director.
The HPFEB Executive Director, or designee, will notify Federal Agency Directors of any recommendation to curtail Federal operations and/or close and reopen Federal facilities. Once notified, the decision to curtail operations and/or release employees is the responsibility of each Agency Director.
The Spokesperson will be the HPFEB Chairperson or Executive Director. This person will notify local news media on the decision to recommend curtailment of Federal operations and/or to close and reopen Federal facilities, using the agreed upon announcement.
The CMT will continue to meet in person, by teleconference, or other digital means during the course of the emergency to oversee the implementation of the CCP and coordinate additional guidance for federal employees. Other agency representatives may be invited to participate, as needed.
7. IDENTIFYING THE CRISIS MANAGEMENT TEAM
Crisis Management Team (CMT)
1) The CMT is responsible for evaluating the threat and seriousness of any emergency event, considering options, and providing prioritized recommendations to the HPFEB Executive Director on the methods of notification, messages to be communicated to the Federal agencies, and the timing for the messages to be delivered to the Federal Employees. The CMT committee will make decisions based on a Consensus decision-making style where the group should be collaborative, cooperative and inclusive.
2) The CMT Provides additional information to be added to the preapproved messages (such as information on where to find update status for Federal agencies to return to work) as required.
3) The CMT will act on behalf and has authority to act alone of the HPFEB Executive Director if the HPFEB Executive Director is unavailable or unreachable for 45 minutes during an emergency.
The responsibilities for each member of the CMT are as follows:
a. Crisis Communication Team Manager Executive Director Gloria Uyehara: The team managers responsibilities generally consist of communicating with top management, making decisions, drafting or approving statements, and notifying the rest of the CMT.
b. Assistant Crisis Communication Team Manager Deputy Director Toni Allen: The assistant crisis communication team manager assume responsibility when the manager is unavailable.
c. Second Assistant Crisis Communication Team Manager Director of Federal Management Agency Colby Stanton: The second assistant crisis communication team manager assume responsibility when the manager and assistant crisis communication team manager are unavailable.
d. Crisis Control Center Coordinator United States Army Pacific: The control center coordinator sets up the room with necessary furniture, equipment, supplies, and tools.
e. Crisis Control Center Assistant Director Department of Transportation: The control center assistants are responsible for preparing news releases and statements, contacting the media, and reporting all actions to the crisis communications manager. Furthermore, control room assistants may notify employees or volunteers through letters or by writing telegrams to the mayor and governor, by telephoning union officials and others, and so forth.
f. The Public Affairs Committee Director General Services Administration, and Executive Board Chairman National Oceanic and Atmospheric Administration: The public affairs committee is assigned to develop and approve the pre-prepared dismissal and return to work messages to be utilized in the CCP. They will also assist the managers where needed.
ADDITIONAL RESPONSIBLITIES
Executive Director
Recommendations to close federal offices, initiate early dismissal or evacuation, or implement telework procedures are made by the HPFEB Executive Director, following the recommendations and concurrence of the CMT. Additional responsibilities include:
1) Scheduling periodic exercises (Table Top (TTX), Command Post (CPX), or Functional (FPX) to verify effectiveness of the plan and to ensure all participating agencies are familiar with their roles and Federal employees will understand how and where they can receive the notices of dismissal. Following exercises or plan implementation for an actual event, an After Action Report (AAR) is recommended to evaluate what happened, why it happened, and how to sustain strengths and improve weaknesses requiring changes to the plan
2) Maintaining this plan and ensure it remains current and relevant. Updates should follow reviews of the exercise AAR’s or real world events
3) Ensuring the HPFEB Directory is current and reviewed semi-annually.
4) Activating the CMT when notified of an impending or actual natural or manmade disaster, planned exercise or when a planned government event requires dismissal of Federal Agency personnel
Policy Committee
The HPFEB Policy Committee will:
1) Be the reviewing body for this Plan.
2) Approve exercise scenarios and provide concurrence for exercise schedules and participants.
3) Provide updates to the HPFEB Executive Director on contact information to assist in the maintenance of the HPFEB Directory.
4) Nominate agencies for CMT membership.
8.CRISIS DIRECTORY
The crisis directory lists all members of the CMT, key management personnel, valued publics, and other organizations that may be of interest in a crisis.
Crisis Management Team:
HPFEB Executive Director Gloria Uyehara
Prince Kuhio Federal Building
300 Ala Moana Blvd. # 4-123
Honolulu, HI 96850
(808) 541-2638
Cell: (808) 620-6100
Fax: (808) 541-3429
HPFEB Deputy Director Toni Allen
Prince Kuhio Federal Building
300 Ala Moana Blvd. # 4-123
Honolulu, HI 96850
(808) 541-2637
Cell:(706) 399-632
Fax: (808) 541-3429