Communication is a critical part of crisis management. Team members must be told what is happening and what to do. Proper authorities of members or others must be informed about the situation. Timely contact with law enforcement and other emergency services is necessary for effective response. Board members must be kept informed and update information must be transmitted to central office and to other affected areas. The press must be informed and kept updated. This chapter focuses on communication.

When a Crisis Has Occurred

Notifying faculty and staff of an event or crisis and keeping them informed as additional information becomes available and as plans for management of the situation evolve is critical. Some practices have found to be helpful include the following:

The Telephone Tree

A telephone tree is a simple, widely used system for notifying staff of a crisis event. A carefully crafted statement, specifying what is and is unknow, should be drafted before the telephone tree is activated.

Utilization of Meetings

Brief faculty meeting provides the opportunity to give accurate, updated information about the crisis event/situation itself and to review with staff procedures for the day, including the availability of intervention resources. Brief Faculty throughout the crisis in the morning and end of the day to obtain new information. Misinformation or rumors can be addressed before staff members go home or into the community where they are likely to be asked about the situation.

Establishing reliable communications networks is critical for dealing effectively with a potentially detrimental phenomenon always present in crises: rumors. People are going to talk about an emergency and, when accurate information is not available, rumors begin. Without facts, people begin to speculate and the speculations soon come to be thought of as "facts." Left unchecked, rumors can become more difficult to deal with than the crisis event. They may create a negative perception of the ability to manage an emergency or, even worse, a belief that the facility cannot provide for the safety and well-being of the individuals. The most effective strategy for combating rumors is to provide facts as soon as possible. Some strategies which may be helpful include the following:

1. Identify and notify internal groups. These people are primary sources of information and are likely to be contacted in their neighborhoods, at grocery stores, etc. It is critical that they have accurate information because what they know (or don’t know and are speculating about) will be passed on. A faculty/staff meeting should be held that what is (and is not) known can be clearly communicated before leaving.

2. Clerical staff who answer the telephone at the command center must know which information can be shared and cannot be shared. They must be kept informed of misinformation which is circulating so they can help "correct" it. Create a team to properly inform the callers of the situation..

3. Use of key communicators in the community will also combat rumors and spread accurate information.

4. The media can also help control rumors; ask them to provide frequent updates to the public, particularly providing accurate information where rumors need to be dispelled.

5. After the immediately crisis has passed, public meetings may be helpful. It provides an opportunity for people to ask questions and to receive accurate information. A follow-up public meeting may be helpful in restoring the confidence in the ability to manage crises and to provide a safe environment.

Technology can be a very effective tool for communication during a crisis. Some common tools that may be used include the following:

1. Telephone - Although the telephone is the most commonly used communications tool, facilities have limited lines which is vulnerable to power failure. In preparing for crises it is recommended that:

• Facility should have at least one line with an unpublished number.
• The telephone company should be consulted in pre-planning; there may be unused lines in the facilities' control panel which can be activated if needed.
• Use standard jacks and mark them clearly so emergency service personnel can find them; the floor plan which is part of the "emergency toolkit" should have the location of jacks marked clearly.

2. Intercom systems - The intercom system Instructions should be posted near the controls on the site.

3. Bullhorns and megaphones - Battery-powered bullhorns or megaphones can be an effective tools for emergency communication and should be a part of the "emergency toolbox." If one is not available, law enforcement vehicles are sometimes equipped with speakers.

4. Walkie-talkies - Walkie-talkies provide a reliable method of communication between rooms and buildings at a single site. Everyone should be train to operate the walkie-talkie.

5. Computer telecommunications - The new Computer telecommunications provides useful tools such as E-mail and Internet to update citizens and agencies. It should be part of the pre-planning process.

6. Fax machines - The fax machine is a valuable emergency tool for sending and receiving information., Important lists of people involved, their locations, and needed telephone numbers can be quickly and accurately communicated. Medical information, release forms, and medical authorizations can be faxed, signed and returned in emergencies.

7. Cellular telephones - These devices can provide service when there is a power failure. The Cellular telephones are useful link to staff members who may be en route to or from the site of an crisis and to link the multiple vehicles transporting people.

8. "Panic buttons"- Installation of "panic buttons" connected directly can assist the police or other emergency services.

9. Alarm systems - Bells or buzzers may be sounded in different ways to signal different types of emergencies – for example, fire, tornado, or special alert (with instructions to follow).

Voice and hand signals with proper training for everyone are important emergency communication instruments. Some signals which may be used include:

1. Waving arms - waving arms back and forth over head means to follow the team leader to safety.

2. Palms down - moving arms up and down with palms toward the ground will signal the persons to get down on the ground wherever they are at the time.

3. Palms out - pushing palms out, moving arms forward and back, will signal the persons to stop where they are and to stand absolutely still.

4. Waving arms side-to-side - moving arms side-to-side in front of the body will signal person to move away from the perimeter center and to take shelter toward the perimeter edges.

Established code words or phrases will help notify members of certain emergencies — particularly those requiring quick action. These are most appropriate for extreme emergencies such as armed intruder, sniper, or hostage situations, or for tornado warnings. Codes may signify certain levels of alert which require specific actions. It is important that all team members know the codes.

A very important aspect of managing crises is dealing effectively with community reactions.

Communication is best begun before a crisis occurs. Some useful strategies include the following:

1. Educate the community about the crisis plan, its objectives, and the need for it. Such information can be included in the handout or other informational resources.

2. Develop a relationship with the community so that they trust and feel comfortable calling key individuals in the event of crisis.

3. Develop materials that may be needed including:

a) draft formats of letters to individuals informing them of what happened,

b) information reality: possible reactions of individuals and ways to talk with them, and

c) how the team are handling the situation.

4. Develop a list of resources which may be helpful to the community.

5. Identify interested parties who are willing to volunteer in case of an emergency, include them in preparation efforts, and include them in training.

In an emergency, individuals have very specific information needs. First, provide individuals if the area is safe, the details of the emergency situation, how it was handled, and what prevention is needed for the future. The first reactions are likely to involve fear. Establishing a system for responding quickly to the individual needs for information is an important part of pre-planning. Anger is another common reaction , particularly in the case of senseless acts of violence. In the event of a crisis or disaster:

1. Tell the individual exactly what is known to have happened. Do not embellish or speculate.

2. Implement a plan to manage phone calls and concerned individuals who arrive at the scene.

3. Schedule and attend an open question-and-answer meeting as soon as possible after the incident. The meeting is an opportunity for officials to listen and respond to concerns (which is helpful in combating rumors and other misinformation) and to work on restoring trust.

Media policy varies. Contact is generally channeled through one person. Most news people are sensitive, open to suggestions and interested in doing a reputable job. When dealing with the media, the following suggestions will promote clear communications:

• Deal up-front with reporters. Be honest, forthright and establish good communication with the media before problems or a crisis occurs.

• Do not try to stonewall the media or keep them from doing their job.
• The senior management should decide what to say, define the ground rules, issue a statement and answer questions within the limits of confidentiality.
• Identify a single information source.
• Advise everyone of media procedures and policy. Let them know that they do not have to talk, that they can say no.
• If the crisis is a death, consult with the deceased student/staff member's family before making any statement. Explain system policy and assure them that confidential information is being protected.

• Attempt to define the type and extent of the crisis as soon as possible.
• Inform employees what is happening as soon as possible.
• Designate a command center and coordinate information gathering and dissemination.
• Instruct all employees to refer all information and questions to communications centers.
• Remind employees that only designated spokesmen are authorized to talk with news media.
• Take initiative with news media and let them know what is or unknown about the situation.
• When communicating, remember to maintain a unified position and uniform message; keep messages concise, clear, and consistent; keep spokesman and alternates briefed.
• Contact the top manager or designee to inform him of the current situation, emerging developments, and to clear statements.
• Delay releasing information until facts are verified and the school's position about the crisis is clear.
• Read all releases from previously prepared and approved statements to avoid danger of adlibbing.
• Assign sufficient staff to handle phones and seek additional information.
• Keep a log of all incoming and outgoing calls and personal contacts.
• Relieve key people from their normal duties so they may focus on the crisis.
• Express appreciation to all persons who helped handle the crisis.
• Prepare a general announcement to be given by the designee. A straightforward sympathetic announcement of loss with a simple statement of condolence is recommended and a promise of more information will be forthcoming, when verified, can be reassuring to the involved persons.

(Adapted from Source: Chesterfield County Public Schools, Chesterfield, VA)

Tips for Working with the Media

Don’t

• DON’T try to keep the media out or "kill" a story.

• DON’T say "no comment."

• DON’T adlib or speak "off the record."

• DON’T speculate, try to cover-up or blame anyone for anything..

• DON’T repeat negative/misleading words.

• DON’T play favorites among media.

Do

• Emphasize your good record.

• Be accurate and cooperate as best you can.

• Be prepared in advance for a response to questions which might violate confidentiality or hinder the police investigation.

• Insist that reporters respect the privacy rights of your people.

• Speak to reporters in plain English — not educationese.

• When asked a question and you don’t know the answer, say so, then offer to find out and call the reporter back.

 

(Adapted Source: Chesterfield County Public Schools, Chesterfield, VA)