Crisis Communications

Policy and Procedures

Date Created: 4/7/2010
Date Revised: 6/4/2010

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Table of Contents

Table of Contents..............................................................................................................................................................2

Using the Crisis Communications Plan..............................................................................................................................3

Crisis Communications Policy............................................................................................................................................4

Crisis Communications Checklist Overview.......................................................................................................................5

Emergency Phone Tree for Internal Use Only...................................................................................................................6

Detailed Crisis Communications Plan................................................................................................................................9

Appendix 1: Preparing for a Crisis BEFORE it Happens....................................................................................................12

Appendix 2: Positions and Sample Releases for Common Media Q&A...........................................................................13

Appendix 3: Post Crisis Review........................................................................................................................................14

Appendix 4: Inventory of Potential Crisis and Public Relation Vulnerabilities.................................................................15

Appendix 5: Media and News Conference Guidelines.....................................................................................................17

Appendix 6: Media Relations Reminders for Preparedness............................................................................................18

Appendix 7: Affiliate Phone List.......................................................................................................................................20

* This plan was significantly based on and adapted from the Colorado Nonprofit Association and Wichita Habitat for
Humanity, Inc.’s Crisis Communications and Disaster Response Plan.

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Purpose of the Crisis Communications Plan
To effectively manage communications through a formal, clearly defined channel in order to mitigate crisis or serious
negative repercussions for Habitat for Humanity of Summit County, Inc. (HFHSC) and Habitat for Humanity International
(HFHI) and maintain a reputation of leadership and transparency on vital issues and breaking news.

The following is intended to serve as a crisis communications guide for Habitat for Humanity of Summit County. Its
purpose is to help manage communications around a crisis, but does not suffice for an overall crisis management plan
that would also include other organizational considerations. The objectives of this crisis communications plan are as
follows:

 Prepare the HFHSC staff and board of directors to effectively and appropriately manage crisis communications;

 Help staff respond in a unified, professional manner;

 Keep HFHI informed of incidents or crisis situations as a “heads up” on what is happening;

 Manage the distribution of critical, often sensitive, information to the media, members, and public.

This crisis communications plan provides policies and procedures for the coordination of communications within the
organization, and between the organization and any applicable outside agencies (e.g. – the media, regulatory agencies,
customers, suppliers, stakeholders (board of directors, shareholders, unions) and the public) in the event of an
emergency or controversial issue. Emergencies may include fires, bomb threats, natural disasters, major crimes, safety
and injuries. Controversial issues may include foreclosures, construction problems, police investigations, protests or
other situations that demand a public response.

Using the Crisis Communications Plan

Items in this document are intended for use by staff, board and committees that play a role in communications,
particularly in a crisis. Information should be explained at staff orientation and periodically reviewed by staff and the
Public Relations Committee.

The plan should be used to prepare for, oversee and evaluate the handling of communications around a crisis situation
both internally and externally as appropriate. The steps outlined in Appendix 1 should be firmly in place BEFORE a crisis
situation occurs and shall be reviewed and revised by staff at least annually.

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Crisis Communications Policy
1. All crises should immediately be reported to a supervisor and the President & CEO. The President & CEO is
responsible for communicating the crises to the President of the Board of Trustees.

2. The President & CEO is the chief spokesperson for the organization and back-up spokespersons are to include
the Board President, Board Vice President, and Legal Counsel in that order of availability. All other staff, board
and committee members should be professional and helpful to the media by directing them to and connecting
them with the designated spokesperson, but will neither speak to the media nor provide any information.

3. The President & CEO is the designated crisis management lead person, directing and coordinating all aspects of
the organization’s response including managing the message and the media. The President & CEO is the
designated spokesperson who actually interacts with the media and other inquirers.

4. All comments should be guided by professionalism and transparency, and serve to mitigate the crisis while
reinforcing the leadership role of HFHSC.

5. “No comment” is NEVER an acceptable response. If an answer is unknown or cannot be immediately answered,
make note of the question, tell the inquirer you will get back with him/her and do so. If the question cannot be
answered due to a policy (such as sharing personal or confidential information, etc.) let the inquirer know that.

6. Next-of-kin of individuals involved in any crisis situation should be notified prior to releasing information to the
media.

7. Personnel matters are to remain confidential.

8. When possible, responses should be proactive, responsive, and action-oriented.

9. The President & CEO will communicate an incident or crisis exposure event with HFHI U.S. Support Center.

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Crisis Communications Checklist Overview
This is a brief overview of crisis management steps.

 Safety – Ensure safety of all staff, volunteers and site. Call 911 if needed.

 Notification – Notify the President & CEO and follow chain of command.

 Crisis Communications Team – Key staff and, if needed, the Executive Committee, Legal Counsel, and Public
Relations Committee will convene to strategically review the situation and manage the communications surrounding
the issue. Note: in some cases, a larger Crisis Management Team may be needed when action surrounding the crisis
involves more than just handling communications. In those cases, the Crisis Communications Team would be part of
the larger team, though the guidelines in this manual only outline the steps to take for the communications needs
surrounding a crisis.

 Before Going Public

o Determine crisis communications lead person who is responsible for ensuring all tasks are completed (most
likely the President & CEO).
o Determine the crisis communications spokesperson who will answer all media and other inquiries (most likely
the President & CEO).
o Assess the situation to determine the facts (see Detailed Crisis Communications Plan on page 9).
o Determine appropriate response/action.
o Create plan of action for internal, HFHI and external communications.
o Develop factual, detailed messages that reflect the status of the crisis, HFHSC’s response, and, if possible,
proactive steps to resolve the situation.
o Prepare talking points and provide a script for the staff person receiving incoming calls.
o Determine if a press release, web and/or voicemail updates are necessary.
o Asses what resources are necessary to manage the crisis (i.e., cell phone availability, press conference needs,
on-location resources – signs, lectern, visuals, etc.)
o Appoint staff to:
 Serve as the official spokesperson and manage media (most likely the President & CEO);
 Keep the Executive Committee of the Board and the chair of the Public Relations Committee
informed;
 Contact partners, allies, members, etc. and assist with talking points, if appropriate; and
 Record crisis details, actions taken, external responses, resolution.
 Going Public

o Begin placing telephone calls to critical internal audiences, including staff, board and/or legislators,
etc.

o Begin media and other external audience outreach, use press release if appropriate.

o Update web site and organization voice mail, if needed.

o Evaluate message effectiveness as the situation progresses.

o Implement methods for updating key audiences with ongoing information.

o Distribute post-crisis communications.

 Evaluate crisis communications efforts – Update plan as needed.

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Emergency Phone Tree for Internal Use Only

Person responsible for updating: President & CEO

Date updated (at least annually): 06/04/10

If the crisis occurs when staff are not in the office and disseminating the information is either critically time-sensitive or
jeopardizes the safety of the office, a phone tree will be used to communicate the information to staff. Remember, it is
better to have staff learn of a crisis from organizational leadership than from the media.

Each staff member’s job of calling is not done until direct contact has been made with the next person on the calling tree
and there are assurances that he or she will continue the tree. The last person on the tree is responsible for calling the
organization’s President & CEO to ensure all calls have been completed.

As soon as practical in a crisis, the President & CEO will alert the HFHSC Board President or Vice President; that
individual will alert the Executive Committee, who will alert the remaining board members via phone. After initial phone
alerts, updates will be sent via e-mail when possible.

USE OF E-MAIL ALERT: Only information provided to the media is to be distributed through e-mail. If nothing else, after
the crisis situation has ended, an e-mail will be sent providing a summary of the situation and resolution details. The
board phone tree is the responsibility of the board, not the staff. Staff attention shall remain focused on the crisis
situation at hand.

Public Relations Committee Designee

The Public Relations Committee designee (most likely the committee chair) will determine the need to alert other
members of the committee and seek counsel, if necessary, to support HFHSC staff in managing the crisis
communications.

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Staff Calling Tree:

Who initiates the call Who receives the call

First one to have knowledge of event Rochelle Fisher, President & CEO

Rochelle Fisher, President & CEO Mark Schikowski, Board President or

Leigh Greenfelder, Board Vice President

Lori Nitzsche, Finance Manager

Danielle Hupp, Program Manager

Larry Reed, Construction Manager

Rick Thoerig, ReStore Manager

Mark Schikowski, else Leigh Greenfelder Works Board of Directors Calling Tree

Danielle Hupp, Program Manager Other Admin Staff/Interns/Volunteers

Larry Reed, Construction Manager Tim Crozier, Site Supervisor

Tom Marttala, Site Supervisor

Will Yoho, Site Supervisor

Rick Thoerig, ReStore Manager Dave VanHoose, Asst. ReStore Manager

Amy Singleton, ReStore Cashier

Bob Conkle, Restore Associate

Other ReStore Associates/Volunteers

Dave VanHoose, Asst ReStore Manager Rochelle Fisher, President & CEO

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Board Calling Tree:

Who initiates the call Who receives the call

Rochelle Fisher, President & CEO Mark Schikowski, Board President

Mark Schikowski Leigh Greenfelder, Board Vice President

Leigh Greenfelder Dave Woodburn, Legal Counsel

Public Relations Committee

(including: Roxia Boykin & Sean Fremon)

Dave Woodburn Michelle DeGordon, Board Treasurer

Michelle DeGordon Patrick Miller, Board Secretary

Patrick Miller Amy DeGennaro

Amy DeGennaro Lesa Lillibridge

Lesa Lillibridge Sherrie Wyatt

Sherrie Wyatt Sue Strauss

Sue Strauss Mark Krohn

Mark Krohn Chloe Ann Kriska

Chloe Ann Kriska Gwenay Coniglio

Gwenay Coniglio Sue Turns

Sue Turns Joel Testa

Joel Testa Brad Beckert

Brad Beckert John Judge

John Judge James Sneed

James Sneed Christian Gadzinski

Christian Gadzinski Mark Schikowski

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Detailed Crisis Communications Plan
Following are steps to help manage communications in the event of a crisis. Be sure to record all actions taken and
related coverage gained, in order to evaluate efficacy and measure intended plan objectives. Modify the plan after
evaluation, if needed.

1. Internal Pre-preparation – see Appendix 1: Preparing for a Crisis

2. Safety – Ensure safety of all staff and physical location. Call 911 if necessary.

3. Notification – The President & CEO and Board President shall be notified immediately of a crisis situation.

4. Crisis Communications Team – The President & CEO will notify staff, the chairs of the Board, Public Relations
Committee, and, if appropriate, HFHI U.S. Support Center. The staff person assigned to answer phones will also
be advised regarding the process to follow. Information shall not be released until the Crisis Communication
Team convenes, reviews the situation and develops a strategy. Prepared early media responses (see: Appendix
4) are to be used in the early stages of the crisis until the Crisis Communications Team can prepare their
response for the specific crisis.

5. Situational Assessment – The Crisis Communications Team will assess the situation, determine facts and begin
delegation. Questions to help devise appropriate crisis communications response include, but are not limited to:

a. Who is the crisis communications lead person responsible for ensuring all steps are taken? (Most likely
the President & CEO)

b. What is the situation? What will happen next?

c. Who on staff needs to be involved?

d. What immediate steps need to be taken?

e. What is known and who already knows it?

f. Is there potential public interest? Does the issue have traction (will it become anything more than a blip
on the evening news)?

g. Who will be affected?

h. What are people feeling – what emotions need to be considered?

i. What information is needed and who beyond organizational staff need to get it? When will it be
available?

j. What should the organization do about it? Proactive vs. reactive? Contact or refer to another
organization?

k. What CAN and CAN’T be said? What are the organization’s privacy policies?

l. Is legal or PR counsel needed? If PR counsel is needed, will the Public Relations Chair suffice or is a firm
necessary? (one and the same for HFHSC)

m. Who will communicate response as spokesperson? (Most likely President & CEO)

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 n. How will response be communicated? (Could include: newsletter article – low urgency, also good as a
follow-up to any major situation; one-on-one meetings – higher urgency, specific audience targeted such
as legislators; media release – higher urgency, broad public appeal; media conference – high urgency
and big issue, etc.)

o. Should qualified experts be brought in to assess the situation?

p. What media will be contacted? What legislators? What donors? Others to consider include: board
members, HFHI offices, house sponsors, etc.

q. Who will begin the staff and board phone trees and with what message? (See Emergency Phone Tree)

6. Developing Key Messages – The Crisis Communications Team will develop factual, responsive messages to be
used by the affiliate and its representatives. It will also provide a script for the staff person assigned to answer
phones and voicemail system. All media and public inquiries should be referred to the spokesperson for
comment.

a. These messages should be prepared for media inquiries, board member updates, and proactive phone
calls to critical audiences.

b. Messages should reflect the organization’s overall messages, leadership role, and resource status. They
should attempt to reinforce the positive and be action/solution oriented if possible.

c. Consider what the media know about the situation and what their potential interest is.

d. Recognize that unfavorable, inaccurate information, if not corrected, could have future negative
consequences requiring additional responses.

e. Consider questions that will be asked in order to prepare answers for them – including questions you
hope will not be asked.

f. Develop a written statement for the staff person assigned to answer phones and the representative
greeting members of the media and the general public. Decide if it is appropriate to change HFHSC’s or
particular staff members’ voicemail messages.

Voicemail Instructions - to record on the system greeting:

 Dial 275
 Press *
 Enter system administration mailbox number 999
 Enter security code 0000#
 Option 8 to change the system announcement
 Option 1 to record a new system greeting

g. Consider the need for additional materials such as a fact sheet, backgrounder, web site resources, FAQs,
etc.

h. If appropriate, consult with other organizations involved to ensure consistent messages and conformity
of responses.

7. Staff Notification – As soon as practical, the President & CEO and Board President will communicate information
regarding the crisis to affiliate employees. If the crisis occurs at a time when staff are not in the office and

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 disseminating information is either critically time-sensitive or regards the safety of the office building, a phone
tree should be used to communicate the information to staff. Affected staffs’ needs and input on the situation
should be taken in to consideration. If necessary, make resources such as an employee assistance program (EAP)
available to all staff.
Staff should be reminded that all inquiries (media, board members, etc.) should be referred to the designated
spokesperson and that they should refrain from commenting.

8. Board and Public Relations Committee Notification – The HFHSC Board President or designee with alert the
Executive Committee, who will in turn alert the remaining members of the board of trustees. The Public
Relations Chairperson will alert the Public Relations Committee. (*see: Board Phone Tree). Regular updates will
be sent as able to ensure consistency of information and promptness of message delivery.

9. Media Releases – If determined necessary, HFHSC will distribute a release to media.

a. The release should be posted on HFHSC’s web site and distributed to the board and staff.

b. The prepared written statement should guide all interviews.

c. Media access to organizational facilities should be supervised. Know ahead of time who the journalist is
and what he or she is planning on covering. Be sure the area into which the media are invited does not
have sensitive information such as reports, personnel information or other papers visually available.

10. Partner and Key Group Notification – Notify organizations, partners, board members, funders etc. (some of
these parties may need to be contacted prior to contacting the media.)

11. Record Keeping – Document critical conversations, decisions, details and media questions regarding the crisis
situation in order to effectively evaluate crisis communications management.

12. Media/Message Evaluation – Evaluate appropriateness and traction of messages throughout the situation.
Revise as appropriate, but do not stray from original theme.

13. Communication Updates – Ensure key audiences are kept up to date. Methods may include:

a. Send communications to members via the listserv or broadcast e-mail.

b. Promptly return phone calls.

c. Post a statement on the web site and update it regularly.

d. Update the organization’s voicemail.

e. Post-crisis wrap communication and calls.

f. Print an article in the newsletter (if the crisis is not time sensitive or as follow-up to the situation,
particularly to demonstrate HFHSC’s actions and as a future guide for use by members).

14. Loose Ends – Ensure all loose ends are secured, i.e. follow up calls, e-mail updates, etc.

15. Evaluate the Management of the Crisis – See Appendix 3: Post Crisis Action Steps

16. Post Crisis Clean up – File notes, clips, lessons learned, then take a deep breath.

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Appendix 1: Preparing for a Crisis BEFORE it Happens
Person Responsible for overseeing preparedness: President & CEO

Date last completed: 04/07/10

1. Phone/E-mail List – Disseminate an emergency list with phone numbers, cell phones, and e-mail
addresses for staff and board. To be completed by President & CEO and updated annually or more
frequently as needed by staff turnover and contact changes.

2. Crisis Management Checklist* – Update the Crisis Communication Checklist for staff to have with them
at work and at home, including crisis procedures, policies regarding media inquiries, communication
priorities and best means to reach the President & CEO and chain of command. Ensure that all staff
members are familiar with the document.

3. Key Audience and Media List* – Keep contact information for key audiences updated electronically and
paper so that they can be easily contacted in a crisis. (see: Appendix 7)

 President & CEO and all staff

 Board members

 Public Relations Committee Chair and members

 All other committee chairs and members

 Key donors

 Public officials

 Media contacts

 Partner families and Habitat homeowners

 Other agencies in partnership

4. Key Messages* - Spokespeople should be familiar with HFHSC’s key messages. At the time of crisis,
relevant messages will be created by the Crisis Communications Team.

5. Pre-approved Statements* - Responses for common media inquiries should be created and approved by
the board as necessary.

6. Emergency Personnel* - Maintain contact information for police, fire, hospitals, the health department,
utilities and paramedics. Make sure all staff members know how to access the information.

7. Off Site Alternatives/Equipment – Determine a location to convene and/or from which to stage
communications if the crisis situation prevents staff from getting to or using the office. Identify
resources necessary prior to a crisis including extra cell phones, computers, etc. Determine how that
equipment would be gathered and who would be responsible for operation.

*Items should be reviewed and updated as needed, but at least on an annual basis.

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Appendix 2: Positions and Sample Releases for Common Media Q&A
There are some crises and media inquiries that could never be foreseen, however there are also those that organization
have received before and know they will receive again, or that they could guess might eventually arise (even if they hope
they will not). Such situations might include acceptance of a gift from a controversial donor, staff or board malfeasance,
or issues specific to HFHSC’s mission or population served. In cases like these, crisis management and communications
are expedited and potentially less stressful (not to mention possibly better handled) if the organization already has a
clear position, agreed on by staff and board regarding the issue.

The following steps outline a process for identifying and preparing for a potentially foreseeable crisis.

1. Convene a task force (possible including PR professionals, staff, board members, PR committee members, etc.)
to brainstorm all possible crisis issues for which the affiliate may need to respond.

2. Pare down the list of potential issues by identifying those most likely to occur of for which the organization most
needs to be prepared.

3. Determine which, if any, the organization would want a prepared full media release to address versus those for
which having a clearly defined position ready to repeat to inquiries would be sufficient.

4. Draft media releases and/or official responses the organization’s spokespeople could use to answer inquiries on
those issues. Creating or obtaining pre-approved quotes from key spokespeople on certain topics may also be a
good idea. Be sure to review and possibly update the releases on at least an annual basis and to alert those
quoted when and if the quotes are used so that they are not caught off guard if contacted for follow-up.

5. Depending on the issues at hand and the culture of HFHSC’s board, some or all of the issues and positions
developed should be presented to the board and discussed, possibly amended and approved in order to ensure
that they truly represent the organization’s point of view, not just that of the person or group drafting the
response.

6. Keep the approved statements and releases confidential. Only the organization’s spokesperson should have
access to the releases or statements unless they are needed for release.

(Need to include actual samples here)

Sample News Release

A (what happened) at (location) involving (who) occurred today at (time). The incident is under investigation and more
information is forthcoming.

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Appendix 3: Post Crisis Review
1. Secure Loose Ends

 Appropriate communications should be made outlining the resolution of the crisis to appropriate
audiences.

 If changed, voice mail and web site should be updated.

 All media contacts should be double checked for complete interaction.

 New names should be added to the organization’s media list.

2. Recognition of Heroes – The Crisis Communications Team will work with staff and the Public Relations
Committee to determine the best and most appropriate means for recognizing the “heroes” involved in the
crisis situation.

3. Crisis Communications Review – Re-convene the Crisis Communications Team to evaluate response, actions,
what didn’t work, what needs to be improved or revised for the future, etc.

4. Media Coverage Assessment – Review coverage. Check for message consistency and saliency. Are there issues
that might need further clarification?

5. File and Update – File notes, clips, talking points, communication, etc. into a folder. Revise the crisis
communications plan if necessary.

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Appendix 4: Inventory of Potential Crisis and Public Relation Vulnerabilities
There are some crises and media inquiries that could never be foreseen, however there are also those that could be
anticipated by our affiliate, including:

Volunteer Injury
“Our first concern is for the well-being of our volunteers, donors and partner families. We have made/will make
every effort to follow-up on the care of this person and carefully evaluate the situation and cause of the injury.
We deeply appreciate the involvement of all volunteers in our organization. They are the backbone of what we
do.”

Claims of an Unsafe Work Site

“Our first concern is for safety on our job sites and especially for the well-being of our volunteers and staff. We
have safety plans and goals to prevent accidents. We will make every effort to prudently evaluate this situation.
We deeply appreciate the involvement of all our volunteers and seek to continue making our sites safe and
welcoming.”

Construction Liability Claims

“As a Ecumenical housing ministry, Habitat for Humanity of Summit County seeks to build simple, decent and
affordable homes that pass all required inspections. As a nonprofit builder we are held to the same standards of
performance and quality as all other for-profit builders and we provide warranty on our work. We work hard to
provide quality-built structures for long-term homeownership and take all claims seriously. We will be carefully
evaluating all aspects of this situation.”

Theft or Break-in at a Construction Site

“Habitat for Humanity of Summit County seeks to build simple, decent and affordable homes in partnership with
families in need. This theft is a great disappointment and we are standing in faith for the needed resources to be
provided. This loss is also a good time to remember the generosity that has come from donors and volunteers
who contribute so much to help end poverty housing in Summit County.”

Employee Driving Accident or Injury

“Our first concern is for the safety and well-being of those involved in the accident. We have made/will make
every effort to follow-up on the care of those involved and carefully evaluate the situation and cause of the
accident. As a nonprofit organization we take our civic and legal responsibilities very seriously.”

Employee Theft
“Habitat for Humanity of Summit County maintains high ethical standards for our staff, board members, and
partner families. We are greatly distressed by this situation. We work hard to fulfill our mission of ending
poverty housing in Summit County and take all claims seriously. We are carefully evaluating all aspects of this
situation to protect our donors’ gifts and investments in helping the dream of affordable homeownership come
true for families in need.”

Employee Misconduct
“Habitat for Humanity of Summit County maintains high ethical standards for our staff, board members, and
partner families. We are greatly distressed by this situation. We work hard to fulfill our mission of ending
poverty housing in Summit County and take all claims seriously. We are carefully evaluating all aspects of this
situation.”

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Workplace Violence
“Our first concern is for the safety of all persons who are in our facility. We are deeply distressed by this incident
and following-up closely on the care of those impacted by the situation. We are launching our own investigation
into this event and will be cooperating fully with the law enforcement department’s investigation. We ask for
the community’s prayers for healing and justice.”

Partner Family Negligence – Dismissal from Program

“Habitat for Humanity of Summit County builds simple, decent and affordable homes in partnership with
families in need, equips them with education to enable their long-term homeownership and provides a 20-30
year 0% interest mortgage for them to purchase the house. Our ultimate hope is to end poverty housing and to
provide homeownership at a rate that is below poverty rental costs. Each applicant to our program agrees to
meet certain educational, participation and financial requirements to fulfill their partnership agreement. It is a
great disappointment when a partner family is unable or unwilling to fulfill their part of that agreement. While I
am unable to violate the privacy of this relationship, we wish this family only the very best for their future
success.”

Partner Family Negligence – Foreclosure, Non-payment of Mortgage

“Habitat for Humanity of Summit County builds simple, decent and affordable homes in partnership with
families in need, equips them with education to enable their long-term homeownership and provides a 20-30
year 0% interest mortgage for them to purchase the house, and processes the mortgage without any service
charge to the homeowner. Our ultimate hope is to end poverty housing and to provide homeownership at a rate
that is below poverty rental costs. Each Habitat homeowner is required to make monthly payments that include
principal repayment, property taxes and homeowners insurance. We have great mortgage management policies
and practices to help sustain their success and offer flexibility to help a family get caught up on any arrearages. It
is a great disappointment when a partner family is unable or unwilling to fulfill their part of the loan agreement.
While I am unable to violate the privacy of this relationship, we wish this family only the very best for their
future success.”

Complaints Against Homeowners by Neighbors

“Habitat for Humanity of Summit County builds simple, decent and affordable homes in partnership with
families in need, equips them with education to enable their long-term homeownership and provides a 20-30
year 0% interest mortgage for them to purchase the house. Once families sign their mortgages and move into
their homes, Habitat for Humanity of Summit County becomes their mortgage company and they are
responsible for maintaining the house and keeping their payments current. We have no other recourse to effect
their behavior other than to hold them accountable to fulfilling their legal mortgage requirements. Please do
contact them directly with your concerns, perhaps write them a letter if you feel face to face contact may not
work, or if all else fails, contact the city housing authority or other enforcement agency. We hope for a peaceful
resolution.”

External Lobbying Against the Affiliate

TBD

Death of Volunteer/Staff/Partner Family Member/Etc.

TBD

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Appendix 5: Media and News Conference Guidelines
1. When you notify media of new conferences/availabilities, be sure to define what kind of event you are
having. News conferences are held to announce something for the first time. Press availabilities are held
simply to make individuals available to answer questions or demonstrate something.

2. Don’t call unnecessary news conferences/availabilities. If it is not worth their time, the media will only be
angered.

3. If holding a news conference, try to tell media in advance some details of what you will be announcing.

4. Gauge the size of your crowd carefully when reserving a room; better to have too much than too little space.
Make sure microphones, chairs, lighting and water are in place at least 30 minutes prior to the event.

5. Decide format in advance – who will introduce speakers, who decides when question/answer period ends,
and other details.

6. Decide in advance whether handouts are needed. If speaker is giving a talk for which there is a text, you may
want to wait and hand out material after the talk so media will stay and listen. However, it’s advisable to tell
the media you will provide a text of the speech so they are not irritated by having to take unnecessary
notes.

7. Check to see what else is happening in your organization or in the community before scheduling a press
conference.

8. Consider whether you need to let other organizations and agencies know you are having a news conference.
(You may wish to invite others to attend or participate in your event.)

9. Decide who will maintain control at the news conference, who will decide where cameras are set up, who
sits where.

10. Try to plan the length of the news conference, but be flexible.

11. Consider the time of the news conference. If you want to make the noon, 6 p.m. or 11 p.m. TV and radio
news, you need to allow time for crews to travel and edit tape.

12. If you are going to set restrictions on an event such as limited photo access, try to put the restrictions in
writing and communicate to the media at least 24 hours in advance.

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Appendix 6: Media Relations Reminders for Preparedness
In General

1. Always return media calls. The more cooperative you appear, the better.

2. Communicate with the media – talk to them as well as listen to them. During crisis time, you may learn a great
deal from the media that can be useful to you in further dealing with the crisis.

3. Avoid antagonizing the media. A short tone at a press conference, during a phone call, or elsewhere can affect
your future relationship with an individual or other media who may hear the conversation.

4. Consider how information you release to media may affect other agencies, businesses or individuals. If you say
things that may result in media calling other agencies, call those agencies first to warn them of impending calls.

5. When talking to the media, be sure to give credit to other agencies, groups or individuals working on the crisis,
including your own staff.

6. Consider posting responses on the organization’s web page as a communications platform that people can be
directed to.

7. Try to be pro-active with new information. Even those things may be frantic; if you acquire new information
regarding the crisis, reach out to the media.

8. Be honest. Don’t make false or misleading statements.

Handling Media Interviews

How to prepare for Broadcast Interviews

 Prepare “talking paper” on primary points you want to make.

 Anticipate questions – prepare responses.
 Practice answering questions.
 Cover controversial areas ahead of time.
 Know who will be interviewing you, if possible.
 Determine how much time is available.
 Audiences often remember impressions, not facts.

Do’s and Don’ts During the Interview Process

 Do build bridges.  Do be anecdotal.

 Do use specifics.  If you don’t have the answer or can’t answer,
 Do use analogies. do admit it and move on to another topic.
 Do use contrasts and comparisons.  Don’t fall for that “A or B” dilemma.
 Do be enthusiastic and animated.  Don’t accept “what if” questions.
 Do be you casual likable self.  Don’t accept “laundry list” questions.
 Do be a listener.  Don’t go off record. Ever.
 Do be cool.  Don’t think you have to answer every question.
 Do be correct.  Don’t speak for someone else – beware of the
absent party trap.

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How to Handle Yourself During a TV Talk Show Interview

 Talk “over” a lavaliere mike.

 Audio check – use regular voice.
 If makeup is offered – use it.
 Sit far back in the chair, back erect and lean forward to appear enthusiastic and force yourself to use your hands.
 Remember . . . TV will frame your face – be calm , use high hand gestures, if possible.
 Keep eyes on the interviewer – not on camera.
 Smile, be friendly.

Tips on Appearance

 Avoid wearing pronounced stripes, checks or small patterns.

 Gray, brown, blue or mixed color suits/dresses are best.
 Gray, light-blue, off-white or pastel shirts or blouses are best.
 Avoid having hair cut right before interview.

How to Respond During a Print Media Interview

 Obtain advanced knowledge of interview topics.

 Make sure you are prepared in detail; print reporters are often more knowledgeable than broadcast reporters
and may ask more detailed questions.
 Begin the interview by making your major points in statement form.
 Try to maintain control of the interview.
 Don’t let reporter wear you down.
 Set a time limit in advance.
 Don’t get so relaxed that you say something you wish you hadn’t.
 Avoid jargon or professional expressions.
 Reporter may repeat self in different ways to gain information you may not want to give.
 Don’t answer inappropriate questions; simply say it is “not an appropriate topic for you to address at this time,”
or “it’s proprietary” for example.
 Be prepared for interruptions with questions . . . it is legitimate for reporters to do that.
 Do not speak “off the record.” Ever.
 Remember, the interview lasts as long as a reporter is there.

After the Interview

 You can ask to check technical points, but do not ask to see advance copy of the story.
 Never try to go over reporter’s head to stop a story.
 Do not send gifts to reporters – it is considered unethical for them to accept them.

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Appendix 7: Affiliate Phone List
Name Address Phone E-mail
BOARD
Schikowski, Mark- BD PRESIDENT 121 S. Main St. 330-255-4337 mschikowski@cohencpa.com
Cohen & Company Akron, OH 44308  
Greenfelder, Leigh- BD VICE PRESIDENT 935 W. Market St. 330-996-4140 lg@highlandpr.com
Highland Public Relations Akron, OH 44313  
DeGordon, Michelle – BD TREASURER 3421 Ridgewood Rd. 330-255-2429 michelle@bobermarkey.com
Bober, Markey & Fedorovich Akron, OH 44333  
Miller, Patrick-BD SECRETARY 4499 Bridle Trail 330-659-4505 patrick.miller@rsli.com
Reliance Standard Life Insurance Akron, OH 44333    
Woodburn, Dave – LEGAL COUNSEL 3800 Embassy Pkwy 330-258-6506 dwoodburn@bdlaw.com
Buckingham, Doolittle & Burroughs Akron, OH 44333    
Beckert, Brad 166 S High St 330-375-2382 beckebr@ci.akron.oh.us
City of Akron Akron, OH 44308
Boykin, Roxia - *PR COMMITTEE PO Box 2090 330-375-6522 boykinr@summa-health.org
Summa Hospital Foundation Akron, OH 44309
Coniglio, Gwenay 4400 Commerce Ave 216-391-1800 g.coniglio@theconigliocompany.com
The Coniglio Company Cleveland, OH 44103
DeGennaro, Amy 4030 St. Rt. 43 330-673-4900 aedwards@diamondtitleco.com
Diamond Title Company Kent, OH 44240
Fremon, Sean - *PR COMMITTEE 515 E Turkeyfoot Lk Rd 330-896-7373 sean@cole-industries.com
Cole Industries Akron, OH 44319
Gadzinski, Christian 1144 E Market St 330-796-9497 christian_gadzinski@goodyear.com
The Goodyear Tire & Rubber Co. Akron, OH 44319
Judge, John 76 S Main St 330-374-3011 judgej@firstenergycorp.com
FirstEnergy Akron, OH 44308
Kriska, Chloe Ann 800 E Market St 330-535-3112 akronchurches@earthlink.net
Akron Area Association of Churches Akron, OH 44305
Krohn, Mark 75 E Market St 330-253-5586 mekrohn@bmdllc.com
Brennan, Manna & Diamond Akron, OH 44308
Lillibridge, Lesa PO Box 160 330-678-7211 lillibridgehomes@neo.rr.com
Lillibridge Homes Kent, OH 44240
Sneed, James 1475 Wolf Creek Trail 330-668-7221 sneedja@sbcglobal.net
A. Schulman Sharon Center, OH 44274
Strauss, Susan 597 Scenic Valley Way 330-650-9746 susanbstrauss@gmail.com
Western Reserve Academy Cuyahoga Falls, OH 44223
Testa, Joel 2335 2nd Street 330-819-4778 joeltesta@testacompanies.com
Testa Companies Cuyahoga Falls, OH 44221
Turns, Sue 106 S Main St 330-996-8146 sue.turns@firstmerit.com
FirstMerit Bank Akron, OH 44308
Wyatt, Sherrie PO Box 671 330-650-0888 swyatt@compmedanalysis.com
CompMed Analysis Hudson, OH 44236

PR COMMITTEE    
Greenfelder, Leigh (CHAIR) *see above
Boykin, Roxia *see above
Davila, Ralph 4091 Darrow Rd 330-207-5167 ralph@sodaprop.com
Soda Prop, Refreshing PR Stow, OH 44224  
Fremon, Sean *see above
Siebel, Erin 175 S Main St, 8th Floor 330-338-6441 esiebel@summitoh.net
Summit County Dept of Comm/Econ Dev Akron, OH 44308
Woodside, Janine 3701 Highland Park St. NW 330-849-6868 jwoodside@invent.org
Invent Now Kids, Inc. North Canton, OH 44720

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Phone List Cont.
 STAFF    
Fisher, Rochelle – PRESIDENT & CEO 2301 Romig Rd 330-697-9158 rochellef@hfhsummitcounty.org
Akron, OH 44320  
DEVELOPMENT DIRECTOR
Nitzsche, Lori – FINANCE MGR 330-256-4000 lorin@hfhsummitcounty.org
Hupp,Danielle – PROGRAM MGR 216-469-4016 danielleh@hfhsummitcounty.org
Weigand, Cyrus – AMERICORP VISTA 330-814-3401 youth@hfhsummitcounty.org
Reed, Larry – CONSTRUCTION MGR 330-807-5438 larryr@hfhsummitcounty.org
Crozier, Tim – SITE SUPERVISOR 330-590-0319
Marttala, Tom –SITE SUPERVISOR 330-690-3967
Yoho, Will – SITE SUPERVISOR 330-690-7755
Thoerig, Rick –RESTORE MGR 330-714-2384 rickt@hfhsummitcounty.org
VanHoose, Dave – ASST RESTORE MGR 330-697-2410 davev@hfhsummitcounty.org
Singleton, Amy – RESTORE CASHIER 330-328-8172
Conkle, Bob – RESTORE ASSOC 330-688-3164
McKinney, Matt – RESTORE ASSOC 234-678-7552
Powers, Devin – RESTORE ASSOC 330-328-3461

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