Crisis Communications Manual

CRISIS Communications A Reference Guide For Mississippi Conference Communications

Mississippi Conference of The United Methodist Church

INTRODUCTION Crises, controversies and emergencies will happen in every annual conference.

You can be assured that when a controversy or crisis comes, it will come unexpectedly, it will surprise you—and it will probably come at the most inconvenient time. However, you can also be assured that you will be able to deal confidently with the communications issues that will arise if you have a well-thought out and practiced crisis communications plan.

The plan must be developed as a collaborative, collegial and cooperative effort of the bishop, the district superintendents and the director of communications. Remember, too, that this plan should be part of a total crisis management plan for the annual conference. Communications management is a vital element of dealing with a crisis—but it is not the only element. Commitment to develop and practice the communications management plan—and to implement it when crises occur—is essential for success. Once developed, the plan should be widely disseminated among all who are potentially involved in the response to a crisis or controversy—and practiced! One way you may consider putting together your printed plan is in a notebook with tabs for quick access.

Have a plan! Practice the plan! Believe in the plan!

United Methodist Communications’ director of public relations is also available to consult with you anytime a crisis is looming.

United Methodist Communications can also provide these resources: • Training for cabinet or staff in crisis communications management • Template for a local church crisis communications plan • Other resources for crisis communications management

TA B L E O F C O N T E N T S Part A: Pre-Crisis Instructions................................................................................................................................................................... A1 Crisis Definition, Purpose of Crisis Communications Plan and Types of Crises........................................... A2 Media Policy............................................................................................................................................................... A3 Crisis Communications Team and Contact Information................................................................................... A3 Roles and Responsibilities of Crisis Communications Team Members........................................................... A4

Part B: During the Crisis Quick Summary: what if the Crisis is Right Now.................................................................................................. B1 Crisis Communications Notification Process—What to do First......................................................................B3 Crisis Communications Action Plan—What to do Next.....................................................................................B6 Notification Process................................................................................................................................................... B7 Working with the Media............................................................................................................................................B8

A. Media Procedures for Church and Conference Staff (Desk Reference).................................................B8

B. Telephone Log for Media Calls (Desk Reference)......................................................................................B9

C. Guidelines for Handling the Media On-site.............................................................................................B10

D. Information Disclosure Guidelines............................................................................................................ B11

E. Media Briefing Guidelines...........................................................................................................................B12

I. What to Say When You Brief the Media...........................................................................................B12

II. What to Include in Your Opening Statement...................................................................................B13 III. Where to Talk to the Media................................................................................................................B14 IV. Tips for Television Interviews.............................................................................................................B14 V. Likely Questions from Reporters.......................................................................................................B14 VI. Checklist for Preparing the Spokesperson for an Interview..........................................................B15 VII. Interview Preparation Outline............................................................................................................B16 VIII. Providing Additional Information to Reporters.............................................................................. B17 Guidelines to Determine Whether Additional Resources are Needed.............................................................B18 Crisis Scenarios—Detailed action plans for specific types of crises..................................................................B19 Congregational split with property dispute.....................................................................................................B19 Crisis involving bishop, district superintendent, church executive or pastor............................................B21

Allegations of abuse........................................................................................................................................... B24 Continued next page...

TA B L E O F C O N T E N T S — Continued Crisis Scenarios—Detailed action plans for specific types of crises, continued...

Embezzlement or other financial impropriety.............................................................................................. B30 Demonstration................................................................................................................................................... B32

Serious accident on church property.............................................................................................................. B36

Travel crisis......................................................................................................................................................... B39 Act of violence on church property..................................................................................................................B41

Part C: Post Crisis Debriefing after the Crisis...................................................................................................................................... C1 Appendix A: Media List........................................................................................................................ Appendix A1 Appendix B: Contact List.....................................................................................................................Appendix B1 Appendix C: Sample Crisis Communications Plan for Local Churches...............................Appendix C1

PART A: Pre-Crisis

Mississippi Conference of The United Methodist Church

PART A: Pre-Crisis

INSTRUCTIONS The following conference crisis communications plan is a template that conference directors of communications can adapt to meet the needs of their own conferences.

The template provides procedures to help the conference communicate effectively in a crisis; guidelines for handling media inquiries and interviews; forms to use for compiling information; and action plans for specific types of crises, such an act of violence at a church.

We recommend taking the following steps to customize the plan: 1. Secure a commitment from the bishop or designated staff person that the director of communications should develop a crisis communications plan. There should also be a commitment for the cabinet, pastors and office/church staff to be trained on implementation of the plan.

2. We recommend that the bishop appoint a small committee to work with the director of communications on development of the crisis communications plan. The small committee-three or four people such as district superintendents and the director of connectional ministries—can provide direction for the director of communications as s/he customizes the template to fit the needs of the individual conference.

3. The director of communications should review the template closely before the first committee meeting. S/he can “fill-in the blanks” where appropriate and review each section to determine where the plan may need to be modified.

4. The director of communications should meet with the committee to review the template and get input.

5. When the committee has a working draft of their crisis communications plan, we recommend the committee present the draft plan to the bishop and other key leaders. Once their suggestions are incorporated, it’s advisable to present it to the full cabinet.

6. The final version of the crisis communications plan should be printed in an easy-toread format and distributed to the cabinet and key staff. Provide church and office staff with the “Media Procedures for Church and Conference Staff ’ and “Telephone Log” handouts. District superintendents may want to provide the “Sample Crisis Communications Plan for Local Churches” for pastors in their districts.

7. It’s critical that the cabinet and other key personnel be trained to use the crisis communications plan and act as media spokespersons for the conference. United Methodist Communications can provide programs and materials for directors of communications to train pastors and conference/church staff. United Methodist Communications can provide crisis training and media spokesperson training.

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CRISIS DEFINITION, PURPOSE OF CRISIS COMMUNICATIONS PLAN AND TYPES OF CRISES Definition of a Crisis Crisis: “A situation that puts your organization’s values on trial in the court of public opinion.” –William N. Currey, Public Relations Society of America Emergency: A situation that requires immediate attention and may attract the attention of the media and/or public.

Controversy: A situation that calls attention to a divide in the denomination, conference or local church.

Purpose of Crisis Communications Plan A well-practiced crisis communications plan allows conference leaders to: • Provide compassion, concern and care for the victims of the crisis and for those affected by the crisis; • Meet the needs of the media covering the crisis; • Project a positive image for the conference and The United Methodist Church.

Types of Crises Types of crises that may require implementation of the crisis communications plan, include: • Personnel crisis (clergy or other staff misconduct; death, illness or injury to a pastor or pastoral family member) • Criminal or legal action • Violent acts, demonstrations, death or injuries • Corporate crisis (suits against the conference, a conference institution, agency or church; division on an issue within the conference) • “Perceived” crisis (seems to be a crisis-even if it isn’t; anticipation of something happening which may or may not be based on facts or probability) • Positive crisis (Donations exceed what is needed or can be handled; event or ministry draws more than anticipated response)

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MEDIA POLICY Conference Media Policy It is the policy of the Mississippi Conference of The United Methodist Church to provide accurate, timely and consistent information to the news media and public.

To ensure clear and consistent communications with the news media, all staff with the Mississippi Conference should direct questions and inquiries from the news media to the director of communications; church staff should handle media inquiries in accordance with their individual church’s media policy.

LOCAL CHURCH MEDIA POLICY It is the policy of the [Insert Local Church Name] United Methodist Church to provide accurate, timely and consistent information to the news media and public.

To ensure clear and consistent communications with the news media, all staff with the [Insert Local Church Name] United Methodist Church should direct questions and inquiries from the news media to the pastor, district superintendent, conference director of communications or other designated person.

Crisis Communications Team and Contact Information Team Member

Work Phone

Cell Phone

Email

Bishop Sharma D. Lewis, Resident Bishop

769-243-7071 601-331-7877 bishop@mississippi-umc.org

Rev. Rickey Haynes, Dean of The Cabinet

662-562-5865 662-560-3449 rhaynes@mississippi-umc.org

Rev. Vickie White, Director of Connectional Ministries and Communications

769-243-7040 662-466-0080 vwhite@mississippi-umc.org

Jasmine Haynes, Communications Specialist

769-243-7043 601-669-5972 jhaynes@mississippi-umc.org

*Leslie Bounds, Conference Chancellor

601-969-4659 601-573-8500 lbounds@bakerdonelson.com

David Stotts, Conference Treasurer / Director 769-243-7020 601-955-3912 dstotts@mississippi-umc.org of Administry Rev. Trey Harper, Director of Spiritual Leadership 769-243-7030 662-392-2010 tharper@mississippi-umc.org Latoya Redd Thompson, Conference Lay Leader

N/A

601-842-8834 toyaredd03@aol.com

*Note - Leslie Bounds serves as legal counsel for the conference and therefore, should only be contacted

by Bishop Lewis, or as designated by Bishop Lewis.

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ROLES AND RESPONSIBILITIES OF CRISIS COMMUNICATIONS TEAM MEMBERS Bishop and/or Back-Up Crisis Communications Team Leader Responsibilities of the Bishop or designated Crisis Communications Team Leader include: • Chair meetings of crisis communications team • Assign duties to members of crisis communications team • Approve media statements and release of other information • Review both internal and media reports on crisis • Supervise director of communications, who serves as team coordinator • Communicate with key people in the community and other United Methodist Agencies as appropriate • Provide director of communications with a contact telephone numbers when out of the area

Director of Communications This person is the Crisis Communications Team Coordinator whose responsibilities include: • Gather facts and information about the crisis • Work with crisis communications team to develop media statements • Coach the spokesperson prior to media interviews • Prepare background information for the media • Activate internal communications networks • Respond to all inquiries from the media • Serve as the spokesperson, when designated • Monitor the flow of information • Monitor and report media activity to the crisis communications team • Direct and coach support staff on how to handle calls during the crisis • Provide crisis communications training for conference • Consult with local pastor and staff if the crisis involves a local church • Provide the bishop with contact telephone numbers when out of the area

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Spokesperson The Spokesperson’s role is to ensure that the Church communicates a consistent message in a crisis. It is vital that one person be designated to speak on behalf of the conference or church. Spokespersons should be trained and must be coached prior to any media interviews in a crisis.

The spokesperson may be the bishop or person designated by the bishop. Each conference should have at least one back-up spokesperson. The individual who fills the role of spokesperson may vary depending on the nature of the crisis.

The spokesperson’s responsibilities include: • Review public reports on the crisis.

• Work with crisis communications team to review facts, anticipate questions and develop statements for the media.

• Speak to the news media at news conferences and one-on-one interviews in person and on the telephone.

• Clear calendar for key media interviews and news conferences, when necessary.

• Provide the director of communications with an itinerary and contact phone numbers when out of the state.

Conference Chancellor/Legal Counsel This person’s responsibilities in a crisis include: • Provide information on liability related to the crisis • Review, as necessary, statements and releases to the media for legal implications • Provide a list of alternate lawyers to be contacted if the chancellor is unavailable • Be available 24 hours a day for consultation when necessary during a crisis • Provide the bishop and director of communications with contact telephone numbers when out of the area

All Members of Crisis Communications Team Responsibilities of these persons include: • Provide 24-hour availability during the first few days of the crisis • Develop a strategy for disseminating information, both through the public media and using internal communications channels • Provide the director of communications with telephone numbers when outside the conference

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Conference/Church Support Staff Responsibilities for administrative assistants, office managers, receptionists and other staff include: • Immediately make personal contact with a member of the crisis communications team-even if they have the information. This is the responsibility of the spokesperson. Use the “hold response.”

• Direct calls as instructed by the director of communications.

• Take written messages, in addition to allowing callers to leave voice mail messages.

• Keep copies of all messages related to the crisis.

• Log telephone calls received during and related to the crisis (date, time, caller, nature of the call) • Monitor and archive email communications during and related to the crisis.

• Assist the information flow as directed.

• Assist in collecting public statements and articles about the crisis when learning of a crisis or potential crisis.

• Not answering questions

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Mississippi Conference of The United Methodist Church

PART B: During the Crisis

QUICK SUMMARY: WHAT IF THE CRISIS IS RIGHT NOW… The following procedures will help you communicate quickly in a crisis and handle the news media. Of course your first priority is to ensure the safety of people involved in the situation.

1. Get the situation under control Instruct staff at location of crisis (i.e. camp or local church) to use a “hold” response to respond to reporters on the telephone or on-site. a. When reporters call on the telephone, staff should say: “Our first concern right now is for the safety of everyone involved. We’re gathering information and will have a statement for the media soon. If you’ll give me your name, media outlet, direct phone line and deadline, we’ll contact you when information is available.” b. If it’s likely that reporters and photographers will show-up at the location of the crisis, a staff member should be stationed at the entrance to restrict entry to emergency vehicles.

Tell the media: “My job right now is to keep everyone safe. We understand the media has a job to do. We’re gathering information and someone will be available to talk to reporters as soon as possible. We’re asking that the media stay in (provide physical boundaries like a road or area) and respect the privacy of our members/campers/etc.” c. Email the following documents to staff at the location of the crisis: • “Guidelines for Handling Media On-Site,” • “Media Procedures for Church and Conference Staff,” and • “Telephone Log for Media Calls.”

2. Assemble the Crisis Communications Team Bring together the available members of the team via conference call or in-person.

Refer to the following pages for assistance: • “Crisis Communications Team and Contact Information” • “Crisis Communications Notification Process—what to Do First’’ The Crisis Communications Team should: • Gather information about the crisis • Assess the scope and severity of crisis • Designate a spokesperson to talk to the media

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• Develop a brief, initial statement to provide to the media. This statement should include: – Brief, confirmed facts about what happened – Explanation of church’s response – Expression of care and concern for any victims At this early stage in the crisis, the statement can be provided in writing, via phone, or in-person by a spokesperson. If a spokesperson reads the statement, s/ he can finish by saying: “This is all the confirmed information I have at this time. We ‘II contact you when additional details are available. Thank you for your patience as we work to take care of the people affected by this situation.”

At this early stage of the crisis, it’s okay for the spokesperson to defer questions until s/he has more information. For further guidance about developing your media statement, refer to section titled “Media Briefing Guidelines,” including page with “Disclosure Guidelines.” Remember, it’s okay to keep your statement short and simple—if you wait until you have all the answers and the perfect statement, you will have waited too long.

• Determine whether a member of the crisis communications team should be dispatched immediately to the location of the crisis.

• Decide whether additional members of the crisis communications team should be contacted.

• Develop an action plan that includes further communications with the media and other internal/external audiences. (See section titled “Crisis Communications Action Plan.”)

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CRISIS COMMUNICATIONS NOTIFICATION PROCESS— WHAT TO DO FIRST...

The First 90 Minutes “The First 90 Minutes” are critical in managing the communications tasks that virtually explode when a crisis breaks or is pending.

• If you learn of the crisis through a news media contact—not an unusual occurrence—you have approximately 90 minutes to make your first formal response.

• If you learn of the crisis from another source, be prepared to be contacted by the media. In some cases, you’ll hear from reporters within a few minutes. In other situations, it may be hours or days. In either case, you should activate the crisis communications team.

You want to activate the crisis communications team as quickly as possible so you can have an initial statement for the media in approximately 90 minutes.

What to Do First Get the situation under control If the crisis involves something that’s occurred at a church facility or if reporters are already at a church facility, the staff or persons at that location should be instructed to follow the guidelines outlined in “Media Procedures for Church and Conference Staff ” and “Handling Media On-Site.” This includes using the “hold response” outlined in those documents.

Staff and volunteers should use the “Telephone Log” to take messages and record information about media inquiries.

Make sure there are adequate staff members or volunteers at the location of the crisis to handle incoming telephone calls and restrict access to church facilities or property.

If there are calls or inquiries from the general public or persons not immediately involved in the crisis, staff members and volunteers should respond by saying something like: “We appreciate your concern. We’re assessing the situation right now, so I don’t have any confirmed information for you at this time. Thank you for your call.”

Assemble the Crisis Communications Team 1. First person who is aware of the crisis contacts any member of the crisis communications team, who contacts the bishop and/or conference director of communications.

2. Bishop (or back-up team leader) and/or conference director of communications, preferably in consultation, make decision whether or not to assemble the crisis communications team. The available members of the team will meet in-person or

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via conference call, whichever is quickest. This initial meeting will likely include the bishop; conference director of communications; district superintendent who is dealing directly with the situation; and possibly the dean of cabinet and director of connectional ministries if they are available.

3. The crisis communications team determines the scope and severity of the crisis.

Ask the following questions, with the director of communications taking detailed notes: • What is known about the situation?

• What is not known about the situation?

• Who knows about the situation? What do they know?

• What is likely to happen in the next couple hours?

• What information can and should be released to the media and public immediately?

Other questions to consider: • Does the situation affect the health and safety of a member of the staff or congregation or other involved persons?

• Is the reputation of the Church at risk?

• Have we received calls from reporters? If not, is the media likely to be interested?

• Do there appear to be any violation of local, state or federal law?

• Is there a possibility of wrongdoing?

4. The crisis communications team designates a spokesperson who will handle media interviews. The spokesperson may be any member of the team and s/he should have completed media spokesperson training.

5. Based on the facts that are confirmed, the crisis communications team develops a brief statement to be given in response to questions or calls from reporters. This initial statement should include: • Brief, confirmed facts about what happened • Explanation of church’s response • Expression of care and concern for any victims The statement will likely be provided to reporters on the telephone or in written form, unless a spokesperson is available to deliver it in-person.

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If the spokesperson delivers the statement in-person, it’s appropriate to say: “That’s all the information I have right now. I hope to be able to provide an update soon and will take questions at that time.”

6. The crisis communications team determines whether a trained spokesperson and/ or other member of the team should leave immediately for the location of the crisis, such as a church building or church camp. You’ll want to consider several factors before dispatching a team member, such as: • Are reporters already at the location or likely to arrive soon?

• Is anyone at the location (i.e. camp director or pastor) prepared to handle media interviews?

• How much time will it take for a conference spokesperson or the communications director to travel to the location?

• Is this a serious crisis with the potential to attract significant media attention immediately and/or during a period of several days?

7. Crisis communications team determines whether additional people (i.e. United Methodist Communications director of public information, legal counsel, etc.) should be contacted to assist with development of an action plan.

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CRISIS COMMUNICATIONS NOTIFICATION PROCESS— WHAT TO DO NEXT...

1. The crisis communications team will develop an action plan. In developing the plan, the team should give priority to: • Protecting the safety of staff, volunteers, congregation and others • Preserving the reputation of The United Methodist Church • Acting in accordance with the highest ethical principles • Demonstrating sensitivity to the emotional impact of the crisis on affected individuals or groups • Complying with local, state and federal laws, as well as church policies 2. The action plan should establish a strategy for communicating with key “audiences” about the crisis situation. The action plan should include: A strategy to communicate information to the news media • How much and what kind of information to release • When to release information • How to release information (i.e., written statement, interview, news conference) and to whom (i.e., only reporters who’ve called for information or additional media outlets on the conference media list) • Where the spokesperson will talk to media • An official written statement and “talking points” for the spokesperson to use when speaking to reporters.

A strategy to communicate with other internal and external “audiences” who should receive information about the crisis situation directly from The United Methodist Church.

• A list of potential “audiences,” such as conference office staff, all district superintendents within the conference, pastors in the conference, members of congregations in the conference, other United Methodist Agencies, neighbors and community leaders in the area where the crisis is taking place, etc.

• How much and what kind of information to release • When to release information • How to release information (i.e., email, voicemail, etc.)

• Which members of the crisis communications team will communicate with each audience • Written information that will be used for these communications (*use the same information and statement that you provided for the news media, but add an introductory paragraph or other language as appropriate)

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3. The spokesperson must be thoroughly and regularly briefed before speaking to the media.

4. The crisis communications team should establish a timetable to implement the action plan as quickly as possible. Team members will agree to be available and accessible 24 hours a day at least during the first day of the crisis and longer, if necessary.

Notification Process

STEP 1 Bishop Commitment to Crisis Communication Plan

STEP 2 Bishop Appoints Committee

STEP 3 Communications Director Reviews Template

STEP 4

STEP 5

Communications Director Gets Committee Input, Makes Revisions

Bishop and Cabinet Approve Plan

STEP 6 Crisis Communication Training

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WORKING WITH THE MEDIA A. Media Procedures for Church and Conference Staff Handling Telephone Calls from Reporters • Take a written message (don’t transfer to voicemail without taking message) • Get reporter’s name, media outlet, direct phone number and deadline • Ask for topic of story • Explain that church spokesperson will return call • Don’t answer questions yourself • Be polite, but firm • Keep a log or written record of media calls “Hold Response” “I want to make sure we give you the most accurate and up-to-date information.

Our [Insert name of conference communicator] or [Insert name of pastor] or [Insert name of appropriate person] can best help you. If you give me your contact information, deadline and topic that you’re calling about, I’ll have that person return your call as soon as possible.”

Handling Reporters On-Site Refer questions to pastor, conference communicator or district superintendent • Don’t be hostile • Don’t give your personal opinion • Don’t speak “off the record” • Don’t use the term “no comment” • Be polite, but firm Handling Casual Conversations or Questions about a Crisis • Don’t speculate, repeat unconfirmed information or express personal opinions • Don’t feel like you have to answer questions • Do respond with a brief, positive, general statement Contact information for Conference Director of Communications: Office number:______________________ Cell number:________________________

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B. Crisis Communications Plan Telephone Log for Media Calls (Desk Reference) 1. Duplicate this sheet, so a new page is available for logging every media call related to the crisis.

2. Every call from the media related to the crisis is to be logged using one of these sheets. An electronic log may also be used, but it is recommended that a paper log be maintained for the convenience of those returning the calls.

3. Copy the completed log sheet before giving it to the spokesperson, and place it in a file to be maintained throughout the crisis.

4. Complete this log before transferring the call to the spokesperson or designee.

5. Never transfer a call to voicemail without completing this log.

6. Remember, do not answer the reporter’s questions yourself, but decline politely and refer the reporter to the spokesperson.

Crisis Communications Plan Telephone Log for Media Calls Name/Location of person taking message____________________________________ Date of Call_______________________ Time of Call__________________________ Reporter’s Name_______________________________________________________ Media Outlet__________________________________________________________ Telephone Number____________________ Reporter’s Deadline_________________ What information does the reporter want?___________________________________ _____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ What information does the reporter already have?_____________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ Other notes:___________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ Person to whom the reporter was referred: __________________________________

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C. Guidelines for Handling Media On-Site When The United Methodist Church is involved in a crisis, the media will often show-up at a church, youth camp or conference office. Here are guidelines for handling media on-site: • Identify a location where reporters and photographers park vehicles and stand while they’re covering the story. You want to identify a place that allows privacy for the church and congregation (you should NOT allow the media to have “free run” of your property), but acknowledge that reporters and photographers have a job to do.

You will have more control if you designate a location for the media to stand rather than throwing them off the property without discussion. The location will probably be on the edge of church property, in an area where the media does not block authorized people from entering the church or jeopardize anyone’s safety.

Be aware that television trucks with “live” capability (microwave or satellite) can’t operate near telephone or electrical wires. The media will probably ask for more access than you’re willing to give them—you should be prepared to say “no” to many of their requests. However, it’s often a good idea to listen their requests to determine if there’s a mutually agreeable location.

Designate a staff person to explain and enforce the boundaries. If police are involved in the situation, you should work with them to establish and enforce boundaries. The staff person can say something like: “Our priority right now is to make sure everyone is safe (the first sentence may say something different, depending on the situation). We are gathering information right now. As soon as we have the facts, we will have a spokesperson available to talk with you.”

• Be polite, but firm. At some point, you’ll probably have to ask the media to leave the property or move to the designated location. For example, if photographers and reporters are trying to interview staff in the church parking lot, you should ask them to leave the property. Try to avoid unnecessary hostility or confrontation.

• As far as the law is concerned, a photographer can take pictures of any people or things as long as s/he is standing on public property. You can’t stop a photographer from standing across the street from church property and taking photographs of people at the church. However, if a photographer is standing on church property and you ask him/her to leave your property, that photographer should leave immediately. You should be aware of local laws regulating demonstrations near church property.

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• Be proactive if you see a photographer and/or reporter interviewing people or taking photographs/video on or near church property, you or a designated person should introduce yourself and find out what they’re doing. Be polite, but take control.

• Establish an Interview Location (See “Media Briefing and Spokesperson Guidelines.”)

D. Information Disclosure Guidelines In the midst of a crisis, it’s a challenge to determine which information is appropriate to release to the news media. Remember that reporters have many sources of information. If you say “no comment,” they won’t drop the story, they’ll just go to someone else for details and that person may be uninformed or provide false information. You want to establish the Church as a credible and accurate source of information for the media and public.

• The leader of the crisis communications team will approve media statements and information for the spokesperson to release to the media and public. If the bishop is not available, then the back-up team leader will approve disclosure of information.

• The crisis communications team is the “single source of information.” Only the crisis communications team is authorized to disclose information through a designated spokesperson. Individual staff members or clergy are not authorized to provide information to the media.

• The spokesperson will provide confirmed, factual information only. Never repeat rumors or speculation.

• The spokesperson will never release names of victims before the next of kin have been notified. It’s best to coordinate with law enforcement.

• Standard policy for disclosing information about staff is to confirm that a person is/was an employee and to provide the person’s job title and dates of employment.

Details of an employee’s personnel record or job application are almost NEVER disclosed to the media or public.

• Information that’s typically NOT included is speculation about dollar value of losses, causes of the crisis and “ball park” estimates of any kind.

• The crisis communications team may provide photographs to the media. For example, a photograph of a clergy member who has been killed or injured may be released with the permission of the family.

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E. Media Briefing Guidelines • As part of your crisis communications plan, identify and train a primary spokesperson as well as back-up spokespersons. You need more than one spokesperson because it’s possible that your primary spokesperson will be unavailable when a crisis breaks.

• Depending on the nature of the crisis, your designated spokespersons could be the pastor, district superintendent, bishop, conference director of communications, lay person or other appropriate person • If other organizations, i.e. police, fire and emergency personnel, are involved in the crisis, you’ll want to coordinate with them before making a statement to the media. The goal is to communicate a consistent message.

• Speak to the media as soon as you have accurate information to communicate to reporters and the public—usually within 90 minutes of the crisis breaking.

• It’s okay if you don’t have all of the details or can’t answer many of the reporters’ questions. Your job is to provide the most up-to-date confirmed information, not to be prepared to answer every question the reporters ask. It’s inevitable that you’ll have to say, “That’s all the information I have right now.”

• Decide whether to talk to the media as a group or one-on-one interviews.

A. A general rule is if there is a group of reporters “staked-out” at one location, it makes sense to talk to them as a group.

B. If you’ve received five or more requests for interviews, then you may want to schedule a news conference.

C. If you’ve received fewer than five phone calls, it’s often better to do one­onone interviews.

D. If you’re scheduling a news conference, be sensitive to media deadlines. For example, you’ll receive more accurate coverage if you speak to the media before rather than after the six o’clock news.

• Refer to your disclosure guidelines when deciding what to say to the media.

I. What to Say When You Brief the Media 1. Begin with a statement (it’s okay to repeat parts of your statement and main points later) 2. Use confirmed facts only—try to include the basics of what happened and what the church is doing to respond 3. Express concern and compassion when appropriate 4. Keep it short and simple 5. Refer to policies and procedures when you can’t discuss specifics.

6. Don’t guess, speculate or speak outside of your expertise. It’s okay to say “I don’t know. I can check on that.”

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7. Speak slowly, naturally and confidently. lt’s okay to pause between key points.

8. Make eye contact with reporters. If possible, don’t read off a script. It’s better to look at your notes, pause, look-up and make eye contact while you speak.

9. If you don’t understand a reporter’s question, ask the reporter to repeat or clarify the question. Again, it’s okay to pause before answering.

10. Wrap-up the briefing when you’ve given all of the information that you’re prepared to release at this time. You can say something like “I understand you have more questions, but that’s all of the confirmed information we have right now. I need to return to managing the situation and taking care of the people involved. We will update you in (fill-in the blank). Please give me your business card with an email address so we can provide you with updated information when it’s available. Our office number is [Insert Number].”

11. If you have a written statement and/or photographs, you can say: “I have typed copies of our statement available for you, along with background information about the church/conference,” and, if available, “I have a photograph that you can photograph—I need to keep the original” 12. The time of your next scheduled update will depend on the seriousness of the crisis, the interest level of the media, the time of day, the amount of information that’s available, etc. You may want to email additional information to the media instead of holding another briefing. If possible, make any news releases or written information available on your website.

II. What to Include in Your Opening Statement

1. Your name and title (spell your name)

2. Explanation of the format for the briefing-tell reporters that you’ll make a statement first, then take questions. Tell reporters that you know they’ll have questions, but you have only limited information and will probably not be able to answer all of the questions. In some situations, it’s okay to tell reporters that you will make a statement only and not take questions. You should have a staff person at the briefing to take notes and write down the questions.

3. Confirmed facts-begin with something like “Here’s what we know right now...”

4. Concern and compassion-say something like “Our priority is the safety of everyone involved....” And use your own words to talk about your concern and what The Church is doing to help people.

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5. Relevant policies and procedures or passage from The Discipline—you could say something like “In a case like this, church policy is...” or “Church law says...”

6. Wrap-up your statement and take questions

III. Where to Talk to the Media 1. Select a location where the church or conference spokesperson will conduct media interviews. It’s okay to be assertive when you designate the location, even if the reporter or photographer wants to do the interview in another place. The interview location may be inside or outside, depending on the circumstances. Look for a location that provides an appropriate background for TV or newspaper photographs and is convenient and comfortable for the spokesperson and media.

2. If the interview location is outside, make sure the spokesperson is not looking at the sun during interviews. If there is a demonstration near church property, you should conduct TV interviews in a location where demonstrators are not visible in the background. The interview location should be quiet with a minimum of background noise or traffic.

3. If the interview location is inside, the sanctuary or a conference room would be more appropriate than a private office. You want the background of the room to support your message. Avoid a room where the spokesperson is standing in front of a blank wall—that creates a “mug shot” look. If you’re doing a television interview, make sure there are electrical outlets in the room and a table or lectern to hold the radio and TV microphones.

IV. Tips for Television Interviews • Look at the reporter(s), not the cameras • Sit- or stand-up straight (you’ll appear more confident) • Avoid chairs that rock, roll or swivel • Button your jacket—solid, bold colors and tailored clothes are best.

• Avoid white shirts, busy patterns, sunglasses, dangling earrings and distracting accessories. Your appearance should convey an appropriate image.

• Keep calm and pleasant V. Likely Questions from Reporters • Injuries or deaths • Property damage • Descriptions of what happened

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• Causes • Witness information (reporters will want to talk to people directly involved in crisis) • Emotional impact of crisis • Related situations (i.e. “has this happened before?” or “there was a similar incident at a United Methodist Church in another city last year...”)

• Legal issues VI. Checklist for Preparing the Spokesperson for an Interview

It’s best to work on a “buddy system” to prepare for an interview. Here are suggestions for preparing oneself or someone else to be a spokesperson.

1. Gather information before the interview

• Reporter’s name, media outlet, direct phone line and deadline

• Topic of the story, i.e. what type of information does the reporter want, what’s the anticipated length of the story, other people being interviewed

• Logistics, i.e. length of interview, telephone or in-person interview, requests for “b-roll” or “art,” and time or date when the story is expected to be published or broadcast.

• *This is the time to establish any ground rules for the interview. In some cases, you may determine that an interview (or an on-camera interview) is not appropriate and it may be wiser to provide a written statement.

2. Schedule a time to prepare the spokesperson

3. Provide spokesperson with relevant background information

• Information about media outlet, reporter and type of article/news story (i.e. quick sound bite for the evening news vs. in-depth newspaper article); interview location; and expected length of interview.

4. Determine spokesperson’s “talking points”

• Ask spokesperson, “What’s the most important point you want to get across in this interview?” Be prepared to guide him/her toward an appropriate message.

• Condense message until you have brief “talking points” or “key messages.”

• Encourage spokesperson to use conversational language and information that’s relevant to the general public.

• Use an example or fact to support each “talking point.”

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5. Prepare for tough questions

• Identify questions that a reporter is likely to ask

• Determine appropriate responses, including how to handle questions that can’t be answered because of confidentiality or legal issues.

6. Practice

• You play “reporter” and conduct a mini-interview (less than five minutes). If appropriate, videotape the “interview.” If not, make notes of responses so you can provide feedback.

• Give feedback-ask questions “What did you do well?” “What do you want to improve?” Provide positive feedback first, followed by suggestions for improvements. Identify specific quotes that could be taken out of context or misconstrued. Focus on the importance of “bridging.” Make recommendations for improvement.

• Review talking points and do a second practice interview. Keep the practice interview short and focus on communicating the predetermined “talking points.”

VII. Interview Preparation Outline Keep your notes short and simple (outline form or bullet points) Who Am I Talking To? (relevant info re: reporter, publication, country) _____________________________________________________________ _____________________________________________________________ _____________________________________________________________ _____________________________________________________________

Main Points (“Headlines”) with Supporting Examples or Facts _____________________________________________________________ _____________________________________________________________ _____________________________________________________________ _____________________________________________________________

Questions that reporters are likely to ask.... and possible responses _____________________________________________________________ _____________________________________________________________ _____________________________________________________________ _____________________________________________________________

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Questions I CANNOT answer and WHY _____________________________________________________________ _____________________________________________________________ _____________________________________________________________ _____________________________________________________________

VIII. Providing Additional Information to Reporters When a reporter interviews a spokesperson for your church or conference, you may want to provide written background information. Reporters will appreciate the additional information because it saves them time and helps them do their job. The church will benefit because the basic facts are more likely to be reported accurately if the reporter can refer to your fact sheet in addition to his/her interview notes. The written information is rarely a substitute for an interview, but something you provide in addition to the interview.

It’s important that written information be brief and easy-to-read. Most reporters work on tight deadlines and don’t have time to read lengthy documents.

Depending on the situation, you may email the information to the reporter prior to the interview; give it to the reporter at the time of the interview; or email the information immediately after the interview. The best approach is to ask the reporter how s/he prefers to receive information.

Examples of written information that you may want to give a reporter are: • Fact sheet about your church or conference. For example, a fact sheet could include the number of years a church has served the community, the name of the pastor, the number of members, types of programs and ministries, etc.

• Fact sheet about the specific situation or topic of the interview. It’s helpful to include any statistics or factual information as well as your “key messages” on the situation. Keep your fact sheet short and simple.

• The official United Methodist Church position on the relevant topic.

• A copy of the section of The Discipline that pertains to the topic of the interview.

• Relevant websites • Phone number for Brenda Smotherman, associate director of public relations for The United Methodist Church (615-742-5488) in case the reporter needs additional information about the denomination. Give Brenda a heads-up if you give her phone number to a reporter.

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GUIDELINES TO DETERMINE WHETHER ADDITIONAL RESOURCES ARE NEEDED Within 24 hours, you should have an idea of whether this is a “one-day story” or a crisis that may last days or even weeks.

• If you don’t receive any follow-up calls from the news media on the morning after the crisis breaks, it may be a short-lived story.

• If the phone is ringing on the next morning, you need to be prepared for continued media attention.

Here are questions the crisis communications team should ask on the evening after the crisis (if it occurs in morning or afternoon) or on the following morning (if the crisis breaks late in the day). If the answer to any of these questions is “yes,” then your crisis may last longer than one day.

• Has anyone been seriously injured or killed?

• Are there children involved?

• Are there key unanswered questions, such as “who is responsible” or “why did this happen?”

• Is your crisis a “hot issue” in the news, such as youth violence or child sexual abuse?

• Is there a significant amount of money involved?

• Does the crisis involve an ethical or morality issue?

• Is it a “slow news time?” In other words, if there are other major news stories taking place that week, your crisis will receive less attention than if there’s nothing else happening in your community.

If you determine that the crisis will last more than a day or two, you may consider taking the following steps: • Secure outside counsel from United Methodist Communications to develop a media and communications strategy for the crisis. You want to have a pro­active strategy, rather than reacting to the “question of the day.”

• Identify staff people who can handle media calls both during and outside of regular business hours. Identify administrative support staff to assist with distribution of news releases, etc. Make sure you have adequate telephone lines to handle the media calls-you may want to dedicate a special line or extension to handle calls.

• Determine whether you need a security officer on the property for a few days • Communicate with public information officers (PIOs) for community or government organizations that are also involved with the crisis, such as hospitals, fire, police or health departments. PIOs usually have strong relationships with the local media and may have valuable suggestions for you.

• Identify third-party support, such as community leaders, to speak on behalf of the church.

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CRISIS SCENARIOS — DETAILED ACTION PLANS FOR SPECIFIC TYPES OF CRISES The following crisis scenarios are intended to provide guidelines and possible media statements for specific crisis scenarios. Modify and adapt these guidelines to fit local needs. In some instances, you will need to begin the meetings of the crisis communications team without all of the members present.

Scenario One: Congregational Split with Property Dispute This scenario applies when part of the congregation takes action to split from the denomination-and to take the church facility with them.

Crisis Communications Team (include work and cell number and email): • Bishop • Dean of Cabinet • Director of Connectional Ministries Conference Director of Communications District Superintendent • Conference Director of Finance & Administration • Special Assistant to the Bishop • Communications Specialist • Pastor (unless a part of the dissident group) • Director of Spiritual Leadership (if there are questions of clergy behavior, status, or credentialing) • Conference Chancellor • Public Information Director, United Methodist Communications • Local Church Director of Communications (unless a part of the dissident group) • District Superintendent where church is located & communications staff person from district (if they have one) Other Conference Resources • Conference Board of Trustees • Conference Negotiations Team Community Organizations/ Representatives: Law enforcement (when ownership of the church building or assets is being disputed or there is threat of violence) Other United Methodist Agency Contacts: General Council on Finance and Administration

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Audiences: • Congregants remaining a part of the denomination Congregants wishing to leave • Other churches in the conference • Local ministerial association (in smaller communities) • News media Background Information & Policies: The Book of Discipline-statements concerning church membership court rulings concerning the “trust clause” Background information on allegations of the dissident group Crisis Assessment (questions crisis team should ask to determine scope and severity of crisis): 1. Is the pastor or are other clergy persons part of the dissident group?

2. What actions have the dissidents taken to initiate a split from the denomination?

3. What’s the briefing from the negotiations team and conference trustees (very confidential)?

4. Are the dissidents attempting to take possession of the church property and financial assets?

5. Are persons well known in the community a part of the dissident group?

6. Have court proceedings begun to protect the conference’s interest in this case?

7. Are the dissidents citing local/regional events or actions as the reason for their dissatisfaction or are the incidents more distant?

8. Is the dissident group media-savvy?

9. Can regional media be expected to be sympathetic, hostile or neutral?

Action Steps: 1. Assemble crisis communications team to assess situation.

2. Develop statements to be used with the media: a. Adopt a pastoral tone both towards those remaining and those leaving b. Identify what steps have been taken to protect the church’s assets and why c. Indicate what steps are being taken to provide pastoral leadership and care for the congregants remaining.

3. Develop statements that can be released in response to media queries.

4. Decide if communication with media should be proactive or reactive.

5. Provide information to congregation and other audiences.

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Media Response Guidelines: • When the split occurs, be proactive in presenting the conference’s story to the media.

• Explain the actions that conference leadership is taking to protect the church property and assets. Be prepared to provide a simple explanation of the trust clause.

• Explain how the conference is providing pastoral support and care for those who remain with the church and want the congregation to be United Methodist.

• Respond only to specific allegations against the conference or denomination; avoid responding to generalized accusations, such as being “too liberal” or “too conservative.”

Documentation: • Keep copies of all information released to the congregation.

• Log all calls from the media regarding the situation (reporter, media outlet, telephone number, email address, question).

• Keep copies of all print and broadcast news reports of the crisis.

• Assembly all appropriate clergy records in the office of spiritual leadership and begin fair process or complaint.

Scenario Two: Crisis Involving the Bishop, a District Superintendent, Conference Executive or Pastor (Note: There are more possible variations in this scenario, depending on the nature of the crisis. For crises involving criminal acts-violence on church property, allegations of abuse, in which the person is either the victim or the accused-refer to those scenarios.)

Crisis Communications Team (include work and cell number and email): Depending on the nature of the crisis, people directly involved might not be included on the communications team.

• Bishop • Dean of Cabinet • Director of Connectional Ministries Conference Director of Communications • Director of Finance and Administration • Chair of the Episcopacy Committee (if bishop is involved) • Director of Spiritual Leadership (will represent the Board of Ordained Ministry and any BOD process) • Special Assistant to the Bishop • Communications Specialist

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• District superintendent • Chair of District Superintendency Committee (if superintendent is involved) • Public Information Director, United Methodist Communications (always if the bishop or a district superintendent is a central player in the crisis) • Staff/Pastor/Parish Relations Committee Chair (if pastor of a local church is involved) Local Church Director of Communications (if pastor of a local church is involved) Other Clergy and Executive Staff (if pastor of a local church is involved) • Legal Counsel (depending on nature of the crisis) Other United Methodist Agency Contacts: Board of Ordained Ministry (depending on nature of the crisis) United Methodist Communications (depending on the nature of the crisis) Community Organizations/Representatives (depending on the nature of the crisis): • Law enforcement (if key person is a victim or accused) • Hospital Audiences: • Bishop, district superintendent or pastor’s family • Conference/church staff • Congregation • News media • Local ministerial association (in smaller communities) Background Information & Policies: • Provisions in The Book of Discipline directing confidentiality in releasing personnel information • Local church personnel policies and procedures • Understanding of Conference/Local Church Insurance Crisis Assessment (questions crisis team should ask to determine scope and severity of crisis): 1. What limitations are on the person’s ability to continue in ministry?

2. How long will the person be unable to function or will the ability to function be limited?

3. Can the person be expected to return to ministry in this setting?

4. What are the BOD processes that need to be followed with regards to clergy status and fair process?

5. What are short-term provisions for covering the roles and responsibilities?

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6. What is likely to be the congregation’s/conference’s reaction to this news? Shock?

Grief? Anger?

7. How much of a public figure is this person in the community or state?

8. What care/support does the person’s family need?

Action Steps: 1. Assemble crisis communications team to assess the situation.

2. Determine appropriate and compassionate means of communicating with the person’s family.

3. Determine what information can be legally (church and secular law), ethically and appropriately released about the situation.

4. Provide information to staff regarding situation and plans for dealing with it.

Provide as much information as possible to control rumors and allay anxiety.

5. Develop statements that can be released in response to media queries. Decide if communication with media should be proactive or reactive.

6. Provide information to congregation/conference regarding the situation and to other audiences as appropriate.

Sample Statements for Media Include asking for prayers for all involved at the end of each sample statement.

In case of death: “We join the family of the Rev. [Insert Name] in mourning his/her death as a result of [Insert Cause]. This is a great loss for the congregation as well as this community.

Providing pastoral leadership for the congregation in the coming weeks will be the Rev. [Insert Name].”

In case of serious illness, accident or injury: “Our prayers are with Rev. [Insert Name] and his/her family at this time. To assist Rev. [Insert Name]’s recovery, Bishop [Insert Name] has placed him /her on leave of absence (or disability leave). In the interim, Rev. [Insert Name] will fill the pulpit and assist with other pastoral duties.”

In case of accusations of criminal activity: “This is a painful and difficult situation for the family involved and for members of the congregation Rev. [Insert Name] served. We keep them in our prayers as this investigation continues on suspension with pay and benefits.

This is a very serious allegation. Bishop [Insert Name] and the staff of the conference are cooperating with law enforcement personnel.

After Bishop [Insert Name], suspended Rev. [Insert Name], s/he initiated a process under church law that resulted in the forming of a special committee to investigate the allegation against Rev. [Insert Name]. That committee’s work is ongoing.

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Rev. [Insert Name] has been informed of the allegation and of his/her rights to respond under church law. Once the committee’s work is completed, they may take the following actions [list options here].”

Additional Spokesperson Guidelines: • Don’t imply or assume guilt-in most cases, use the word “alleged” before any accusations of criminal activity.

• Don’t imply or assume innocence.

• Rely on police to release details of the arrest and charges. Refer those questions to police.

• Follow conference policies or policies of The Book of Discipline in discussing allegations involving clergy.

Documentation: • Keep copies of all information released to the staff and congregation.

• In cases of accusations of criminal activity, use the same statements for the congregation and the media.

• Log all calls from the media regarding the situation (reporter, media outlet, telephone number, email address, question).

• Keep copies of all print and broadcast news reports of the crisis.

• Assemble all appropriate clergy records in the office of spiritual leadership and begin fair process or complaint.

Scenario Three: Allegations or Criminal Charges of Abuse

by Clergy, Staff or Lay Person Crisis Communications Team (include work and cell number and email): Any of these people directly involved in the situation would not be included.

• Bishop • Special Assistant to the Bishop • Dean of Cabinet • Director of Connectional Ministries Conference Director of Communications • Communications Specialist • District Superintendent • Director of Finance and Administration • Director of Spiritual Leadership (will represent the Board of Ordained Ministry and any BOD process)

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• Pastor (unless accused) Staff/Pastor/Parish Relations Chair Legal Counsel • Public Information Director, United Methodist Communications Local Church Director of Communications Other United Methodist Agency Contacts:

If clergy: • Cabinet • Board of Ordained Ministry Community Organizations: • Law enforcement (if physical abuse and/or abuse of a minor) • Child Protection Services (if a minor) Audiences: • Victim(s) • Family/families of victim(s) • Families of other children in the congregation or served by the church (if victim is a minor) • Staff • Volunteers working in the same or a similar ministry or congregation • News Media • Other clergy in the conference (if clergy) Background Information & Policies: (depending on nature of accusation): • Policies and procedures for protecting children, youth and vulnerable adults • Policies on conducting background checks on paid and volunteer staff, including clergy (would be a conference policy) • Conference policies and provisions of The Book of Discipline concerning release of information (if clergy) • Number of years the church has served the community—The “Briefly describe your church” portion of the “Church Profile’ in Brick River may inform this item and the next one. People will want to know how long the church has existed and how many members there are, but the narrative about the church will be the more compelling aspect to the story.

• Number of members • If the accused is a staff member in a specialized ministry that is either sponsored by the church or housed within the church (i.e., a counseling service or preschool), the length of the person’s association with the church and the ministry • Obtain an understanding of the conference/local church insurance coverage

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Crisis Assessment (questions crisis team should ask to determine scope and severity of crisis): 1. Has an arrest been made yet?

2. Is an arrest pending?

3. Is the media aware of the situation? Have you received any calls or questions from reporters?

4. Is the alleged victim a child, youth or vulnerable adult?

5. What is the nature of the alleged abuse?

6. Are the genders of the victim and the alleged abuser the same or different?

7. What was the “power” relationship of the accused and the accuser? (Note: Clergy are always considered to be “power” figures. Directors of child care and teachers are also in “power” relationships.)

8. How much of a “public figure” is the accused in the community?

9. Could alleged abuse carry criminal or penalties or is it ‘only’ a breach of church law?

10. Has the alleged abuser been removed from posts allowing contact with other potential victims?

11. Were church policies and procedures followed in this case?

12. Had the alleged abuser been previously warned for failure to adhere to policies (i.e., not being alone with children)?

13. Has the alleged abuser been accused of sexual misconduct in the past?

14. Are allegations of this type of abuse at other churches currently in the news?

15. What are the BOD processes that need to be followed with regards to clergy status and fair process?

Action Steps: 1. Comply with laws related to reporting allegations of abuse, i.e. reporting to police and child protective services if those agencies haven’t been notified yet. Follow internal procedures for suspending accused person from job, etc.

2. Assemble the crisis communications team, gather information and develop a communications plan, including: a. Establish lines of communication with law enforcement and involved government agencies. b. Write and approve a stand-by media statement. You should have a prepared statement for the media so you’re ready if and when a reporter contacts you about the incident. Work with United Methodist Communications on the media statement and plan.

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c. Determine how you’ll communicate with the alleged victim(s) and their families d. Develop a communications plan for other important audiences, such as the congregation.

Sample Statements for Media If the alleged abuser is not clergy and the media has learned of the allegations, but police have not yet made an arrest: “As a church, we take any allegation of abuse very seriously. Providing a safe environment for everyone at our church is our highest priority. When we learned of these allegations, we took immediate steps to suspend [Insert name of volunteer, staff person, etc.] pending the results of our internal investigation. We will cooperate fully with the investigation of local law enforcement authorities.

This has been a difficult situation for everyone involved, including the members of the congregation and the persons who came forth with the concerns about [Insert Name]. We are keeping them in our prayers. It is out of our concern for those persons and for [Insert Name]’s due process rights that we are unable to discuss the nature and details of the allegation.”

If alleged abuser is not clergy and police have made an arrest, you can again stress that the church is cooperating fully with law enforcement. Since the nature of the allegations is public, you may be able to talk about the relevant church policy on sexual misconduct. The director of public information at United Methodist Communications can provide further counsel in this situation.

If alleged abuser is clergy and media is aware of allegations, but police haven’t made an arrest: “We take any allegation involving pastors and churches seriously. That is why Bishop [Insert Name] acted quickly to suspend Rev. [Insert Name] soon after receiving an allegation involving his/her ministry.

This has been a difficult situation for everyone involved, including the members of the congregation and the persons who came forth with the concern about Rev. [Insert Name]’s ministry. We are keeping them in our prayers. It is out of our concern for those persons and for Rev. [Insert Name]’s due process rights that we are unable to discuss the nature and details of the allegation. We have been in contact with local law enforcement authorities on this issue.

Rev. [Insert Name] was suspended from pastoral responsibility immediately after the concern was brought to the attention of Bishop [Insert Name]. S/he will receive his full pay and benefits while the allegation is under review. S/he has been informed of the allegation and of his/her rights under church law.

Under church law, a special committee has been convened to investigate the allegation. It is in the midst of its work gathering information. Under the church’s rules and procedures Rev. [Insert Name] will have an opportunity to respond to the allegation and to question

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the persons the committee contacts. This process could take several months to complete.

Once that process if completed, the committee will have these options (List the options that are possible in your conference.)”

If alleged abuser is clergy and media is aware of allegations, but police haven’t made an arrest: “We take any allegation involving pastors and churches seriously. That is why Bishop [Insert Name] acted quickly to suspend Rev. [Insert Name] soon after receiving an allegation involving his/her ministry.

This has been a difficult situation for everyone involved, including the members of the congregation and the persons who came forth with the concern about Rev. [Insert Name]’s ministry. We are keeping them in our prayers. It is out of our concern for those persons and for Rev. [Insert Name]’s due process rights that we are unable to discuss the nature and details of the allegation. We have been in contact with local law enforcement authorities on this issue.

Rev. [Insert Name] was suspended from pastoral responsibility immediately after the concern was brought to the attention of Bishop [Insert Name]. S/he will receive his full pay and benefits while the allegation is under review. S/he has been informed of the allegation and of his/her rights under church law.

Under church law, a special committee has been convened to investigate the allegation. It is in the midst of its work gathering information. Under the church’s rules and procedures Rev. [Insert Name] will have an opportunity to respond to the allegation and to question the persons the committee contacts. This process could take several months to complete.

Once that process if completed, the committee will have these options.” (List the options that are possible in your conference.)

If alleged abuser is clergy and police have arrested him/her: “This is a painful and difficult situation for the family involved and for members of the congregation Rev. [Insert Name] served. We keep them in our prayers as we work for healing and justice.

Bishop[Insert Name] took quick action to suspend Rev. [Insert Name] from his/her pastoral duties soon after being informed of the allegation against him. Rev. [Insert Name] was suspended in [Insert Month] and an interim pastor was assigned to serve the congregation. Rev. [Insert Name] continues on suspension with pay and benefits.

This is a very serious allegation. Bishop [Insert Name] and the staff of the conference are cooperating with law enforcement personnel.

Bishop [Insert Name] and appropriate conference staff have been in contact with the persons involved in making the allegation. We have provided support to them and are working with them throughout this process.

Because of confidentiality issues, we cannot discuss details of the specifics of the allegation. Any details will need to come from law enforcement.

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After Bishop [Insert Name] suspended Rev. [Insert Name], s/he initiated a process under church law that resulted in the forming of a special committee to investigate the allegation against Rev. [Insert Name]. That committee’s work is ongoing. Rev. [Insert Name] has been informed of the allegation and of his/her rights to respond under church law.

Once the committee’s work is completed, they may take the following actions.” (List options here.)

Additional Spokesperson Guidelines: • Don’t assign or assume guilt—use the word “alleged” before the word “abuse” • Don’t imply or assume innocence • Don’t say you have policies if you don’t—or if they are not written or you can’t produce a copy of them.

• Rely on police to release details of the arrest and charges. Refer those questions to police.

• You’ll need a response to questions about other cases—you’ll likely refer that to police.

• Follow conference policies or policies of The Book of Discipline in discussing allegations involving clergy.

You are likely to get a number of questions from the media, such as: • Have many other cases of sexual abuse have been reported in the Mississippi Annual Conference? Who tracks this information for the conference?

• Have there been any other allegations involving this pastor? Could there be more victims?

• Are you conducting your own investigation to check out [Insert Name]’s behavior at other churches?

• When did you learn of this allegation? Did [Insert Name] inform anyone?

• Have investigators contacted you about this case? What did they ask?

• What happens if [Insert Name] is found innocent? What if [Insert Name] pleads guilty or is found guilty by a jury?

• Who pays [Insert Name]? Does the local church pay him? Will [Insert Name] continue to live in a parsonage?

• Have there been church charges placed against [Insert Name] to remove him/her?

What is that process?

Documentation: • Keep copies of all information released to the congregation.

• Log all calls from the media regarding the situation (reporter, media outlet, telephone number, email address, question).

• Keep copies of all print and broadcast news reports of the crisis.

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• Assembly all appropriate clergy records in the office of spiritual leadership and begin fair process or complaint.

• Assemble copies of the church policies with regards to Safe Sanctuaries and staffing.

Scenario Four: Embezzlement or other Financial Impropriety Crisis Communications Team (include work and cell number and email): Any of these people directly involved in the incident would not be included.

• Bishop • Dean of Cabinet • Special Assistant to the Bishop • Director of Connectional Ministries and Communications • Communications Specialist • District Superintendent • Pastor (if local church) • Staff/Pastor/Parish Relations Chair (if local church) • Finance Chair (if local church) • Ministry/Mission Agency Director (If appropriate) • Governing Board Chair (If appropriate) • Conference Director of Finance & Administration • Public Information Director, United Methodist Communications (depending on amount of money or severity of impact) Other United Methodist Agency Contacts: • General Council on Finance and Administration • Community Organizations: • Law enforcement Audiences: • Staff • News Media • Congregation • Community

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Background Information & Policies: Relevant policies and procedures related to financial controls, such as: • Policy on annual church audits • Policies regarding payments of invoices • Policies concerning reimbursement of expenses • Procedures concerning financial reports • Local Church Internal Control Policy Crisis Assessment (questions crisis team should ask to determine scope and severity of crisis): 1. How much money was taken? Over how long a period of time?

2. How was the embezzlement discovered?

3. Have criminal charges been made or are they pending?

4. What is the person’s relationship to the church? Staff? Volunteer? Member?

5. If a staff member, were background checks conducted prior to hiring?

6. How much of a “public figure” is the accused embezzler in the community?

7. How likely is the news media to learn of the situation? (Remember, reports filed with the police are public record.)

Action Steps: 1. Assemble crisis communications team.

2. Develop communications plan. Use counsel from the office of public information at United Methodist Communications, as needed. Prepare stand-by media statements so you’re ready to respond if reporters learn of the situation.

3. Notify staff, finance committee and administrative council, and congregation when appropriate.

Sample Statements for Media: Statements will vary according to the situation. The media would probably learn of the situation only after law enforcement makes an arrest and/or the news leaks to the media after the congregation is told of the situation. You would probably not tell the entire congregation if there were no criminal charges. Include statements with a request for prayers for all involved. The following statement is most appropriate if criminal charges have been filed: “We are very disappointed that a person in a position of responsibility would violate the trust of the church and congregation.”

“We are committed to being good stewards of the funds entrusted to [Insert name of church or ministry]. We take this situation very seriously and are reviewing our financial policies and procedures to ensure they’re as effective as possible. We will make any necessary revisions to our policies and procedures to ensure the highest level of financial integrity.”

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PART B: During the Crisis

“When we learned of this situation, we took immediate action (Say this only if it’s true!).

[Insert name or title of person] has been [Insert the personnel action, i.e. terminated, suspended pending the results of our investigation, etc.]. We are cooperating fully with law enforcement authorities.”

In some cases, you may be able to explain how the embezzlement was uncovered, such as through the church audit. Keep any explanation brief.

“All of us are subject to human failings and are in need of God’s grace. We will continue to provide pastoral care for [Insert Name] and the family as this case proceeds.”

Additional Spokesperson Guidelines: • Any information you release to the congregation should be identical or nearly identical to your media statements to ensure consistency.

• Do not assume guilt prior to a criminal conviction or guilty plea.

• If there’s been an arrest, you’ll want to be in close contact with police regarding timing, disclosure of information, etc.

• Develop a stand-by media statement as soon as possible so you’re prepared to respond to questions if the story is leaked to the media.

• Be prepared for reporters to ask specific questions about the amount of money, the method the person used to commit fraud and the length of time the fraud went undetected. While you don’t have to provide these details, you may decide that disclosing the information is better than the appearance of a cover-up. If law enforcement is involved, detectives may release this information.

• Expect reporters to ask questions such as, “How does it make you feel that someone stole from the church?” or “Is this like stealing from God?” or “Do you forgive the person who stole the money?”

Documentation: • Keep copies of all information released to the congregation.

• Log all calls from the media regarding the situation (reporter, media outlet, telephone number, email address, question).

• Keep copies of all print and broadcast news reports of the crisis.

Scenario Five: Demonstration Related to the Church Crisis Communications Team (include work and cell number and email): • Bishop • Dean of Cabinet • Special Assistant to the Bishop • Director of Connectional Ministries and Communications

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PART B: During the Crisis

• Communications Specialist • Conference Director of Finance and Administration • Legal Counsel (for advice concerning limitations placed on demonstrator) • District Superintendent (if focused upon a specific congregation and depending on church’s prior experience with demonstrators) • Local Church Pastor (if a specific congregation is the target) • Other Judicatory Leaders (if several congregations of different denominations are targeted) Other United Methodist Agency Contacts: • United Methodist Communications (depending on focus and size of the demonstration) • Other conference or denominational agencies (depending on focus and size of demonstration) Community Organizations: • Police/Sheriff ’s Department (security for the congregation and the demonstrators) • City office regulating parades/Demonstrations (information about regulations) • Other churches in the community who have been or may be targets of the demonstrators Audiences: • News media • Specific persons within the congregation who may experience pain as a result of the demonstration • Families with children (elementary and younger) • Congregation • Community Background Information & Policies: • Social Principles (if related lo stances on social issues) • Conference statements on social issues (if related to these stances) • Bible (to keep statements in context) • Personnel Policies (if charging discrimination or other mistreatment) • Need to consider the insurance coverage in case of accidents Crisis Assessment (questions crisis team should ask to determine scope and severity of crisis): 1. Has this church/event been the target of demonstrations in the past?

2. How much of the congregation/those attending the event will experience personal pain as a result of this demonstration? Can we identify specific people?

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PART B: During the Crisis

3. Is this church/event the specific target or has it been chosen as a place to protest denominational stances?

4. Has the media been alerted to the demonstration?

5. How newsworthy does the media consider the demonstrators?

6. Will the demonstrators attempt to provoke confrontation, or will they be more of a “silent witness?”

7. How graphic or offensive are signs likely to be?

8. What else do we know about the demonstrators?

9. Will community sentiment be for the church/denomination or for the demonstrators, divided or neutral?

Action Steps: If notified in advance of the demonstration: 1. Assemble crisis communications Team. Identify as much as possible about the demonstrators, especially about their tactics and demeanor. Identify who will be vulnerable.

2. Write an action plan, including who will do what, when, how. Be explicit about possible scenarios—“If this, then this,” and so forth. Practice the plan.

3. Contact local law enforcement to inform them about the planned demonstrations.

Ask what role you can expect officers to play. Find out what the law is regarding where the demonstrators can stand. Determine how the demonstrators’ access to church property/event site will be limited and controlled.

4. Meet with leaders of other churches where the demonstrators will be, and, if possible, with leaders of all churches and community leaders, to discuss a community response. Each faith group will have their own orientation and statement, but it is helpful to have a community statement If the demonstrators are the group, which routinely arrives at United Methodist churches to protest against homosexuals: 1. Meet with reporters/editors of all the media to explain who this group is, what they do and to give background on The United Methodist Church’s statements regarding homosexuality. (United Methodist News Service has a background paper on the subject).

2. Have a credible spokesperson prepared to interpret The United Methodist Church’s stand in light of valuing the sacred worth of all people, not condoning homosexuality and not ordaining practicing, self-professed homosexuals—AND, therefore, the difference between The United Methodist Church and this group who is against homosexuality.

3. Develop statements to use with the media. Provide written copies of denominational stances the demonstrators may be protesting. Determine a location away from the sight (and sound, if possible) for on-camera interviews.

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PART B: During the Crisis

4. At least two weeks before the demonstration, determine how to protect vulnerable people from the demonstration by informing them in advance, providing alternate access to the church, providing escorts.

5. Determine how to “protect” the demonstrators by providing escorts for those attending the service or event, informing congregants in advance to lessen “shock.”

Help people understand that they are not to even make eye contact with the demonstrators, and they are to completely ignore comments and placards.

6. Depending on the nature of the demonstrators, inform parents of their anticipated presence and give appropriate advice as to action or responses.

7. It is best to have someone available outside the church building who has a peaceful, calming presence who can ask people not to confront or taunt the demonstrators, and to divert their attention with a message of peace and love.

8. Equip people inside and out with cell phones so they can talk to each other if necessary, and provide them with emergency numbers and plans if an incident gets out of control.

9. Develop a strategy for follow-up with those who will experience emotional pain as a result of the demonstration.

If surprised by the demonstration: 1. Bring as many of the crisis communications team together, as possible—in person or by telephone. Identify as much as possible about the demonstrators, especially about their tactics and demeanor. Identify who in the congregation will be vulnerable.

2. Notify law enforcement concerning possible security issues. Be mindful of overreacting and creating a crisis by escalating a situation prematurely.

3. Determine how to protect vulnerable people attending the event from the demonstration by providing alternate access to the site, providing escorts.

4. It is best to have someone available outside the church building who has a peaceful, calming presence who can ask people not to confront or taunt the demonstrators, and to divert their attention with a message of peace.

5. Use group text with staff so they can talk to each other if necessary, and provide them with emergency numbers and plans if an incident gets out of control.

6. Determine how to “protect” the demonstrators by providing escorts for those attending, asking them not to engage the demonstrators.

7. Develop statements to use with the media. Provide written copies of denominational stances the demonstrators may be protesting. Determine a location away from the sight (and sound, if possible) for on-camera interviews.

8. Develop a strategy for follow-up with congregants who will experience emotional pain as a result of the demonstration.

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PART B: During the Crisis

Sample Statements for Media: “The United Methodist Church’s official position on [Insert Issue] is [Insert Stance]. This is the position that has been adopted by our denomination’s official policy-making body.

We believe that God loves and values all people. We seek to offer that same care and support to [Insert individuals or groups who may be targeted].

All people are loved and valued by God. As United Methodists, however, our understanding is that there are some behaviors that should not be engaged in by people in leadership positions within the church.”

(If asked about divisions within the denomination on a United Methodist Church position): “One of the strengths of The United Methodist Church is that there is much more that unites us than divides us. We believe discussion of our different understandings is healthy.”

Additional Spokesperson Guidelines: • Spokesperson should be pastoral—not preachy, condemning or defensive • Avoid debate about interpretation of scripture with a reporter • Avoid arguing about the demonstrators’ right to protest.

• Do not overreact or draw unnecessary attention to the demonstration.

• Do not contact the media to tell them about the demonstration.

• If the media does cover the demonstration, this is an excellent time for the church to “speak to the world” on an issue of concern to people.

Documentation: • Log all contacts from media in advance and following the demonstration.

• Record as much information as possible about the demonstrators for reference.

• Keep copies of all print and broadcast news reports about the demonstration.

Scenario Six: Serious Accident on Church Property

(Example: child killed or injured on playground or at camp) Crisis Communications Team (include work and cell number and email): On local church property: • Bishop • Dean of Cabinet • Special Assistant to the Bishop • Director of Connectional Ministries and Communications • Communications Specialist

B36 Mississippi Conference Crisis Communications Plan

PART B: During the Crisis

• District Superintendent • Pastor • Children’s Ministries’ Director (if child involved) • Pre-School Director or Group Leader (depending on nature of accident) • Trustees’ Chair (depending on nature of accident) • Legal Counsel At camp, conference facility or other non-local church location: • Bishop • Dean of Cabinet • Director of Connectional Ministries and Communications • Director of the camp, facility or ministry Staff related to the program • Camp Director of Communications • Local Church Pastor (if local church related) • District Superintendent • Legal Counsel Other United Methodist Agency Contacts: • Conference Camping Chair (depending on location of accident) • Camping Office/General Board of Discipleship (depending on location of accident) Community Organizations: • Emergency Medical Services Hospital • Law Enforcement • Community Day Care/Preschool Association (depending on nature of accident) • Counseling Services Audiences: • Family of victim • Children’s ministries’ staff- paid and volunteer (victim is a child) • Families of other children or adults present at accident site other church staff • Congregation • News media Background Information & Policies: • Safety policies, procedures and records • Equipment maintenance policies and procedures • Security procedures

Mississippi Conference Crisis Communications Plan B37

PART B: During the Crisis

• Child protection and supervision policies and procedures • Number of years that church/agency/camp has served the community • Number of members of church • Safe Sanctuary Policy Crisis Assessment (questions crisis team should ask to determine scope and severity of crisis): 1. Is someone dead or seriously injured as a result of the accident?

2. Does the accident appear to be the result of negligence or neglect?

3. If equipment was involved, when was it last checked or maintained?

4. Has such an accident ever happened here before?

5. Was this a church-sponsored ministry or an activity on church property?

6. If children were involved- were other children present when the accident occurred?

Were adults present when the accident occurred? How many? What were their responsibilities?

7. Were procedures for supervising and protecting children followed?

Action Steps: 1. Take immediate action to ensure the safety of everyone involved in the action.

2. Convene as many members of crisis communications team as possible. You may have to make decisions and talk to news media before you can confer with all team members.

3. Implement crisis communications plan, including guidelines for handling reporters on-site 4. The priority is communicating with the victim’s family, other people at the accident location and the media, if reporters are on-site. Secondary audiences with whom you need to communicate are lay leadership of church, other parents if a child is involved, the congregation, etc.

Sample Statements for Media: “Our hearts and prayers are with [Insert name of the injured person] and the family. All of us at [Insert name of church/camp/conference] are deeply saddened by this accident.

Members of the church staff (or congregation) are with them now to support them at this very difficult time.”

“Assuring the safety of everyone who attends [Insert name of church or camp] is a major concern. We are cooperating with authorities as they investigate this accident. In the meantime, we are providing support for the family and for the other children and adults who were present.”

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PART B: During the Crisis

“Here’s what we believe happened...” (Keep explanation very brief and factual.)

“We are reviewing our safety policies and procedures to ensure they are as effective as possible. Providing for the safety of the children and adults who are a part of the ministries of [Insert name of church] is our highest priority.”

Additional Spokesperson Guidelines: • Release names of victims only after notifying family members and getting their permission.

• Coordinate with law enforcement agencies if they’re involved.

• Do not admit or assign blame for the accident.

• Do not speculate about possible causes of the accident.

• Do not release names of other children or adults who may have been present.

Documentation: • Log all contacts from media in advance and following the demonstration.

• Record as much information as possible about the demonstrators for reference.

• Keep copies of all print and broadcast news reports about the demonstration.

Scenario Seven: Travel Crisis

(Example: van or auto crash, accident on a mission trip, violent incident during a church- or conference-sponsored trip) Crisis Communications Team (include work and cell number and email): • Any of these people directly involved in the incident would not be included • Bishop • Dean of Cabinet • Special Assistant to the Bishop • Director of Connectional Ministries and Communications • Communications Specialist • Local Church Pastor • District Superintendent • Conference Youth or Mission Coordinator (depending on nature and location of accident) Other United Methodist Agency Contacts: • United Methodist Churches or conference offices in area where accident occurred • United Methodist Communications (depending on severity of crisis)

Mississippi Conference Crisis Communications Plan B39

PART B: During the Crisis

Community Organizations: • Police • Hospital Personnel • Travel Agency Personnel (depending on nature and location of crisis) Audiences: • Families of victims • Groups within the congregation to which the victims belonged (i.e., youth group, Sunday school classes) • Congregation • Other United Methodist congregations in the district or conference • News Media Background Information & Policies: • Names of all people potentially involved in the accident • Travel policies and procedures • Vehicle inspection reports • Copies of health information release forms (people on trip should have originals which allows hospitals to release information about their presence and/or condition) • Safe Sanctuary Policy Crisis Assessment (questions crisis team should ask to determine scope and severity of crisis): 1. Do we have a complete list of everyone who was on this trip?

2. Was anyone killed and/or seriously injured? How can this information be confined?

3. Where are others in the group? When and how will these people return home?

4. What is the make-up of this group-children, youth and adults?

5. Were procedures followed for checking the safety record of the driver? (for vehicle accidents) 6. What information do we have as to whether or not safety procedures were followed?

7. Were any children or youth involved being properly supervised?

8. Is there any reason to suspect criminal activity?

Action Steps: 1. Assemble as many members of crisis communications team as possible.

2. Simultaneously, begin notifying families of everyone in the group. Start with families of people who are most seriously injured. Make these visits in person, if

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PART B: During the Crisis

possible, or make a follow-up personal visit. Be certain to let them know when you expect to provide additional information.

3. Use appropriate means to notify groups within the church of the accident. This is especially important when children and/or youth are involved.

4. Develop statements for the media.

Sample Statements for Media: • Ask for prayers for all involved “Several people from [Insert Name] United Methodist Church were injured as a result of [Insert nature of the accident]. We are now gathering information about the extent of their injuries and are notifying their families.

We will not release any names until we know for certain that all the families have been notified. We will coordinate that information with law enforcement.

You will need to direct questions about the accident itself to law enforcement authorities.”

Additional Spokesperson Guidelines: • Release names of victims ONLY after notifying family members and getting their permission.

• Coordinate with law enforcement agencies if they’re involved.

• Do not admit or assign blame for the accident.

• Do not speculate about possible causes of the accident.

• Do not release names of other children or adults who may have been present.

Documentation: • Log all contacts from media in advance and following the accident.

• Record as much information as possible about the accident for reference.

• Keep copies of all print and broadcast reports about the accident.

Scenario Eight: Violence on Church Property Crisis Communications Team (include work and cell number and email): • Bishop • Dean of cabinet • Special Assistant to the Bishop • Director of connectional ministries and communications • Communications Specialist • Pastor (if local church was the site)

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PART B: During the Crisis

• Ministry director (if camp, mission agency, institution, etc., was target) • District superintendent (if local church was the site) • Public information director, United Methodist Communications (if there were deaths, serious injuries or extensive damage) Community Organizations: • Law enforcement (local police, sheriff ’s department, FBI, etc.)

• Emergency Medical Services • Hospital(s) • Ecumenical ministerial association Audiences: • Victims-psychological as well as physical • Families of victims • Congregation • News media • United Methodist churches in the community and/or district • Community groups who use church facilities • Other clergy in the community • Neighbors (i.e. residents or business owners located in close proximity to church) Background Information & Policies: • Building access policies and procedures (who has access and for what purposes) • Door locking policies • Security procedures (i.e. a designated person greets everyone who enters the facility) • Number of years church has served the community • Number of members • Church’s mission statement Crisis Assessment (questions crisis team should ask to determine scope and severity of crisis): 1. Were people killed or injured as a result of the incident? If not, were lives at risk?

2. Were weapons involved?

3. Was there significant property damage as a result of the incident? If there was vandalism, were there any racial or ethnic slurs?

4. Has anyone been arrested or charged with a crime? If so, is the person connected, in any way, to the church, agency or conference?

5. Does the incident appear related to issues about which the conference or denomination has taken a public position?

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PART B: During the Crisis

6. Have law enforcement investigators established a motive?

7. Did persons connected to the site fail to follow security policies and procedures?

8. Has this type of incident or something similar happened at this site before?

9. Has this or something similar happened at other churches or church facilities in the community or area?

10. Will this incident have a negative impact on the church or facility and its ministries?

11. Is the news media already on-site?

Action Steps: • Assemble as many members of crisis communications team as possible and implement the crisis communications plan. You need to be prepared to move forward quickly without all team members and know what you’ll do if key people are unavailable.

• Communicate and coordinate with law enforcement and emergency personnel • Identify victims and begin notification of families. (Depending on severity of the incident, this may be done in cooperation with law enforcement personnel. In case of deaths or serious injury, this should be done in person.)

• Determine process for notifying congregation and begin notification.

Sample Statements for Media: • Express concern and compassion “We are shocked and saddened by this act of violence. We are focused on caring for the victims of this incident and for their families. Our goal is to provide the emotional and spiritual support they need to cope with this situation (use your own words!).

What we’re doing to help them during this difficult time is… [Insert brief amount of information].

• Thank those involved/or their quick response, including church or staff members, law enforcement and emergency personnel.

“We appreciate the quick response by members of our congregation (United Methodists throughout the area) who [If appropriate, insert brief amount of information about what they did]. We are thankful for the emergency personnel who came so quickly to assist.”

• Express commitment to safety and pledge to cooperate with law enforcement “The safety and security of our congregation and church guests is our highest priority.

We are cooperating fully with law enforcement officials as they investigate this incident.

You’ll need to talk to them about anything related to the criminal investigation.

We plan to review our security policies and procedures to ensure that we’re taking the most effective measures to keep people safe at our church. Our security measures include procedures such as...” (it’s okay to list a few general procedures such as keeping

Mississippi Conference Crisis Communications Plan B43

PART B: During the Crisis

doors locked, greeting guests, etc. if they’re relevant to the situation. DON’T feel like you have to provide specific details about security or respond to questions about security. If a reporter asks a question such as ‘was the side door locked today?’ you can respond by saying ‘you’d need to talk to the police as I expect any information like that would be related to their investigation.’)”

• Demonstrate compassion for the perpetrators “We will also pray for those who carried out this act of violence.”

Additional Spokesperson Guidelines: • Focus on compassion and concern and what the church is doing to help the victims.

• Refer all questions about the investigation to law enforcement.

• DON’T release names of victims until families have been notified.

• Coordinate the release of victims’ names with law enforcement. In most cases, law enforcement, not the church, should release names.

• DON’T speculate about motives, causes or anything related to a criminal investigation.

• DON’T repeat or respond to hearsay, speculation or gossip. Stick to confirmed facts.

• Be cautious about using highly-charged words such as “tragedy” or “terrible,” unless someone has been killed.

• If possible, provide reporters with a written copy of the statement.

Documentation: • Keep copies of all information released to the congregation.

• Log all calls from the media regarding the situation (reporter, media outlet, telephone number, email address, question).

• Keep copies of all print and broadcast reports about the accident.

B44 Mississippi Conference Crisis Communications Plan

PART C: Post-Crisis

Mississippi Conference of The United Methodist Church

PART C: Post-Crisis

DEBRIEFING AFTER THE CRISIS You‘ll want to have a crisis debriefing within two weeks of the end of the crisis. Discuss the following questions and have one person take notes on the responses. In some cases, you may want to have an outside facilitator assist with the meeting.

Agenda/or Crisis Debriefing: • Thank everyone for their hard work • Explain the purpose of the debriefing, which is to determine the strengths and weaknesses of the church’s crisis response. The debriefing will help the church to revise its crisis communications plan and prevent or better handle similar crises in the future. The purpose is not to point fingers or assess blame.

• Explain the format of the meeting, which is a review and discussion of the following questions. Establish a reasonable time limit for the meeting and explain that you’ll schedule a follow-up meeting if there are unresolved issues at the end of the allotted time period.

• Review questions • At the end of the meeting, thank everyone for their input and explain the next steps after the meeting.

1. What worked well during the crisis? What did we do right to reduce the negative consequences, help people and preserve the reputation of the church?

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_______________________________________________________________ 2. What did not work well during the crisis? What were the surprises or miscommunications that resulted in problems or negative reaction?

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Mississippi Conference Crisis Communications Plan C1

PART C: Post-Crisis

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______________________________________________________________ 3. How well did our crisis communications plan work? What do we need to change, add or delete to make the plan more effective?

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______________________________________________________________ 4. What’s our view of the media coverage? How did it impact people’s opinions of The Church? Could we have managed the media in a more effective manner?

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PART C: Post-Crisis

5. How did our media spokespersons handle the interviews? Do they need further training? Should we consider other spokespersons?

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______________________________________________________________ 6 What would we do differently if we could start over at the beginning?

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______________________________________________________________ 7. What can we do to prevent or reduce the chances of a similar crisis happening again in the future?

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Mississippi Conference Crisis Communications Plan C3

PART C: Post-Crisis

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_______________________________________________________________ 8. Are there any “loose ends?” Do we need to thank people or organizations who helped us during the crisis? Do we need to perform an act of goodwill or further assist people affected by the crisis?

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_______________________________________________________________ 9. Did we properly document our actions during the crisis? Where will we save this documentation for future reference?

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________________________________________________________________ 10. What are our next steps? (i.e., update crisis communications plan, provide additional training for staff, begin quarterly crisis team meetings, etc.)

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C4 Mississippi Conference Crisis Communications Plan

Appendixes A, B, and C

Mississippi Conference of The United Methodist Church

Appendix A: Media Lists

MEDIA LISTS Newspapers Name of Publication: ___________________________________________________ Address: _____________________________________________________________ Phone Numbers: Main_____________________ Newsroom____________________ Email:________________________________________________________________ Publication Type: _______________________________________(local, religious, etc.)

Geography Coverage Area:________________________________________________ Frequency: Circle one

Daily

Bi-weekly

Weekly

Editor or Key Contact: __________________ Direct Phone Line: _________________ Email:_______________________________________________________________ Religion Reporter: __________________ Direct Phone Line: ____________________

Television Name of TV Station: ____________________________________________________ Network Affiliation (ex. ABC): ____________________________________________ Phone Numbers: Main _____________________ Newsroom____________________ Email:________________________________________________________________ Geography Coverage Area: ________________________________________________ Times of Newscasts (ex. 6 a.m., noon, 5 p.m., 6 p.m., 11 p.m.): _____________________ Assignment Editor(s): ___________________ Direct Phone Line:_________________ Email:________________________________________________________________

Mississippi Conference Crisis Communications Plan Appendix A1

Appendix A: Media Lists

Radio Include only stations with a local news operation....usually only one or two.

Name of radio station, dial position (ex. 95.8 FM): _____________________________ Address: ______________________________________________________________ Phone Numbers: Main _____________________ Newsroom ____________________ Email ________________________________________________________________ News Director: _____________________ Direct Phone Line: ____________________ Email: ________________________________________________________________ News Broadcast Times:___________________________________________________

Internet Name of publication: ________________________ Website: _____________________ Address: ______________________________________________________________ Phone Number: ________________________________________________________ Email: ________________________________________________________________ Editor:____________________________ Direct phone line: _____________________ Email:________________________________________________________________

Appendix A2 Mississippi Conference Crisis Communications Plan

Appendix B: Master Contact Lists for Conference

MASTER CONTACT LISTS FOR CONFERENCE • Insert page with list of names, locations and contact name/phone numbers for all churches in conference.

• Insert page with list of names and contact name/phone number for law enforcement, emergency response agencies and other key persons (i.e. mayor’s office) in your area.

• Insert page with list of names and contact name/phone numbers for relevant United Methodist Agencies.

• Insert list of ecumenical or judicatory contacts.

Mississippi Conference Crisis Communications Plan Appendix B1

Appendix C: Sample Communications Plans for Local Churches

LOCAL CHURCH CRISIS COMMUNICATIONS SAMPLE PLAN AND TEMPLATE This document is a template that local churches can adapt to meet their own specific circumstances and needs. Review the template closely and determine where the plan may need to be modified. The final version should be printed in an easy-to-read format, placed in a binder with divider sheets and distributed to church staff and everyone on the crisis team. Keep a copy handy in the office. Use it frequently to practice your responses.

This sample plan and template contains the following information: “Before the crisis happens—and it will...”

– Steps to take to be prepared for a crisis in your church................................................. C2 Crisis Communications Plan Introduction.......................................................................... C3 The Crisis Communications Team........................................................................................ C4 Implementing the Crisis Communications Plan................................................................. C5 “The First 90 Minutes” Meeting............................................................................................. C7 Media Procedures for Church Staff, Including the “Hold Response”.............................. C9 Telephone logs for Media Calls............................................................................................C10 Guidelines for Handling Media On-Site.............................................................................C12 What to Say When You Speak to the Media.......................................................................C13

Mississippi Conference Crisis Communications Plan Appendix C1

Appendix C: Sample Communications Plans for Local Churches

SAMPLE COMMUNICATION PLANS FOR LOCAL CHURCHES “Before the Crisis Happens—and It Will...”

1. Use this template to chart a clear course through the troubled waters that crises brings before a crisis occurs.

2. Realize that the crisis communications plan is only one part of the church’s Crisis Management Plan. Establish protocols for dealing with security and safety issues when a crisis occurs or is imminent.

3. Develop Crisis Communications Team contact lists. Provide billfold lists (laminated, if possible) for all members of the team. Post the list in all offices where calls regarding crises are likely to be received.

4. Update these lists at least every six months. The contact lists should include by name: • Pastor(s) • Program ministry directors • Key lay leaders • Pastor’s administrative assistant • District superintendent • Annual conference director of communications For each person, list: • Name • Work Telephone Number • Home Telephone Number • Cell Number • Assistant’s Name • Assistant’s Home and Cell Telephone Numbers • Spouse’s Name • Emergency Contact with Telephone Numbers (this should be someone who always knows where the person is) 5. Have the Staff/Pastor/Parish Relations Committee either join the staff in developing the Crisis Communications Plan or in endorsing it. Have the S/P/ PRC present the plan to the administrative board or administrative council for adoption.

Appendix C2 Mississippi Conference Crisis Communications Plan

Appendix C: Sample Communications Plans for Local Churches 6. Use a staff meeting to fully acquaint members with the plan and their roles.

Review the plan at least once every six months. Practice!

7. Develop a positive working relationship with the media who cover your community. Know the religion reporters or those reporters who usually cover religion. Get acquainted with the newspaper editors and radio and television news directors (including the weekend directors).

8. Determine your church’s policy for dealing with requests from the media for information in non-crisis situations.

• Establish who on the staff can respond to reporters’ calls immediately.

• Determine what information can be given by anyone on the staff (confirming the spelling of a name or a title, numbers who attend worship, calendar information) • Establish a protocol for notifying other members of the staff that a reporter has contacted the church.

• Be proactive in providing good news story tips to the media in your community.

Mississippi Conference Crisis Communications Plan Appendix C3

Appendix C: Sample Communications Plans for Local Churches Crisis Communications Plan [Insert Name] United Methodist Church Introduction “A crisis can be considered anything that puts the church’s values on trial in the court of public opinion.”

The following procedures are to be implemented any time an incident occurs with the potential of diminishing trust in the church and its ministries or of damaging the church’s reputation in the community.

Examples of situations in which these procedures are to be implemented include incidents involving: • Church leaders, members or constituents participating in an event or ministry on church property; • Church leaders, members or constituents participating in a church-sponsored event or ministry at a site other than the church (examples: youth trip, seniors’ outing, VIM or other mission trip, Bible School field trip) • People served by a ministry of the church-even if the church’s involvement in the ministry is limited to providing space (day care center, hot lunch program, exercise class, AA or NA group) • Clergy, staff or lay leadership potentially facing criminal or civil charges • Criminal activity that damages church property.

This plan will allow the clergy and lay leadership of [Insert Name] United Methodist Church to: • Provide compassion, concern and care for the victims of the crisis and those impacted by the crisis; • Provide means for meeting the needs of media covering the crisis; • Provide and enhance a positive image of [Insert Name] United Methodist Church.

Appendix C2 Mississippi Conference Crisis Communications Plan

Appendix C: Sample Communications Plans for Local Churches The Crisis Communications Team Permanent Members and Roles: Pastor • Manages and directs the Crisis Communications Response Team (Note: If the church has a director of communications on staff, that person should fill this role.)

• Serves as the designated spokesperson to respond to all media queries during the crisis.

A Lay Leader (examples: Staff/Pastor/Parish Relations Chair or lay leader or administrative Council chair or another lay leader who is recognized and respected) • Provides key link between the pastor and the congregation • Assists in gathering information about the crisis and background information • May be the designated back-up spokesperson in the event the pastor is unable or unavailable to fill the role Pastor’s Administrative Assistant • Links to and directs the work of other support staff (employed or volunteers during the crisis) • Monitors the logging of all telephone calls and other contacts from media during the crisis • Duplicates previously prepared fact sheet on the church for distribution to the media • Makes assignments for monitoring media coverage (clipping newspaper articles, taping radio and television newscasts) District Superintendent • Provides information and consultation • May be the designated back-up spokesperson in the event the pastor is unable or unavailable to fill the role Expanded Team (specific members depend on the nature of the crisis) • Additional Lay Leadership (examples: trustee chair, staff/pastor/parish relations chair, youth group leader, Christian education chair, finance committee chair) • Pastoral Ministry Staff • Program Ministry Staff • Administrative Ministry Staff • Annual Conference Director of Communications (for consultation in working with the media and providing information to the congregation and the rest of the conference)

Mississippi Conference Crisis Communications Plan Appendix C3

Appendix C: Sample Communications Plans for Local Churches • Attorney (to provide information concerning the legal process; to advise, but not to determine, what spokesperson will say) • Conference Chancellor (Attorney) (to provide information concerning the church’s legal process and to advise as to what details of the process can be released to the media) • Public Relations Consultant (to provide guidance in the development of statements to the media and preparation for interviews) • Other People, as appropriate

Appendix C4 Mississippi Conference Crisis Communications Plan

Appendix C: Sample Communications Plans for Local Churches Implementing the Crisis Communications Plan Anyone may activate the crisis communications plan when (s)he becomes aware of an actual or potential crisis. The team can be activated by contacting any member of the permanent team or expanded team. All members of the teams are responsible for activating the permanent team when they learn of an actual or pending crisis. The permanent team will determine the initial response.

If you learn of the crisis from the media: 1. Person receiving the call politely but firmly declines to answer the reporter’s questions with the “Hold Response” and takes a message including: • Reporter’s name • Reporter’s telephone number • Media outlet • Reporter’s deadline • Information the reporter is seeking (also note what information the reporter already has-correct as well as incorrect information) • Time and date of the call 2. Immediately activate the permanent team.

3. Contact the designated spokesperson or back-up and give them the information gathered from the reporter.

• If you are unable to arrange for someone to return the call by the reporter’s deadline, call the reporter and let him/her know you are still working to have someone return the call that can respond to the questions. DO NOT RESPOND to the questions yourself.

4. Spokesperson or designee notifies district superintendent of crisis and provides available information.

5. The spokesperson or another designated member of the permanent team conducts a face-to-face or telephone meeting, following the agenda for “The-First90-Minutes Meeting.”

6. Spokesperson returns calls from media, as far in advance of deadline as possible, to either provide the factual information requested or to learn what specific information is needed.

7. Simultaneously with Step 6, the lay leader alerts other key leaders in the church and/or community to the crisis.

8. The administrative assistant makes assignments for monitoring media coverage of the crisis.

Mississippi Conference Crisis Communications Plan Appendix C5

Appendix C: Sample Communications Plans for Local Churches 9. The crisis communications team meets as needed to strategize the continuing response.

10. When the crisis is over, the crisis communications team meets to evaluate management procedures and strategy and to make revisions.

If you learn of the crisis from a source other than the media: 1. Team member learning of the crisis gathers the crisis communications team in person and/or by telephone. Spokesperson or designee makes assignments for fact-gathering and sets a report time.

2. Spokesperson or designee notifies the district superintendent of the crisis or pending crisis and provides known information.

3. The expanded crisis communications team meets to assess the facts of the crisis and the first response. It follows the agenda for “The-First-90-Minutes Meeting.”

The team determines if the church should be proactive in releasing a statement about the crisis to the media.

4. The spokesperson or designee responds to media contacts as received.

5. When the crisis is over, the crisis communications team meets to evaluate response procedures and strategy and to make revisions to the plan.

Appendix C6 Mississippi Conference Crisis Communications Plan

Appendix C: Sample Communications Plans for Local Churches “The First 90 Minutes” Meeting “The First 90 Minutes” are critical in managing the communications tasks that virtually explode when a crisis occurs or is pending.

When you learn of a crisis through a contact with a reporter—not an unusual occurrence—you have approximately 90 minutes to make your first formal response. If you learn of the crisis from another source, you can anticipate a call within the next 90 minutes, although it may be sooner or hours or days later.

This is the agenda for the first meeting of the permanent or expanded crisis communications team in a local church. This meeting may be face-to-face or by telephone, or a combination of the two.

1. Opening Prayer for all those impacted by the crisis and for guidance and wisdom as the church moves through the crisis and the days and weeks following.

2. Statement to group as to what has happened or will happen 3. Identification of: • Direct and indirect victims of the crisis • Confirmed facts • Unconfirmed information • Other needed information • Who else needs to be a part of the expanded crisis communications team • Who else in the congregation needs to be informed immediately • Who in the community needs to be informed immediately 4. Assign task of gathering information to confirm or discount unconfirmed information and other needed information. If possible, have someone other than one of the crisis communications team members do this, so the information can be gathered while the meeting proceeds.

5. Determine what information needs to be released immediately to others in the congregation and community and assign a person to begin doing this.

6. Determine if sufficient interest potentially exists to require a “staging area” for news media at the church or the site of the crisis.

7. Determine what information can and will be released in the first response to news media calls.

8. Develop the statement the spokesperson will use in response to the initial contacts from the media. This may be a formal or informal statement. The key is that the same basic information is given to all media contacts in the initial conversation.

Mississippi Conference Crisis Communications Plan Appendix C7

Appendix C: Sample Communications Plans for Local Churches 9. Determine what, if any, information beyond the statement can be released to the news media at this time.

10. Identify questions reporters are likely to ask and responses. (If possible, have the conference director of communications assist you—in person or by telephone—to identify your media response).

11. Determine what questions must be referred to other sources (For example, “Was the driver of the van involved in the accident speeding?” or “Did the person accused of starting the fire have a criminal record?” should be referred to law enforcement, fire or public safety officials.)

12. Determine what response the spokesperson will give to questions that cannot be answered at that time either because information is not available or because the information cannot be released.

13. Review assignments and roles as the management of communications surrounding the crisis begins.

14. Set the next meeting of the crisis communications management team.

15. Pray.

Appendix C8 Mississippi Conference Crisis Communications Plan

Appendix C: Sample Communications Plans for Local Churches Media Procedures for Church Staff Handling Telephone Calls from Reporters • Take a written message (don’t transfer to voicemail without taking message) • Get reporter’s name, media outlet, direct phone number and deadline • Ask for topic of story • Explain that church spokesperson will return call • Don’t answer questions yourself • Be polite, but firm • Keep a log or written record of media calls Handling Reporters On-Site • Refer questions to pastor, conference communicator or district superintendent • Don’t be hostile • Don’t give your personal opinion • Don’t speak “off the record” • Don’t use the term “no comment” • Be polite, but firm Handling casual Conversations or Questions about a Crisis • Don’t speculate, repeat unconfirmed information or express personal opinions • Don’t feel like you have to answer questions • Do respond with a brief, positive, general statement Primary Contact: Office Number: ____________________ Cell Number: ________________________

Mississippi Conference Crisis Communications Plan Appendix C9

Appendix C: Sample Communications Plans for Local Churches Crisis Communications Plan Telephone Log for Media Calls 1. Duplicate this sheet, so a new page is available for logging every media call related to the crisis.

2. Every call from the media related to the crisis is to be logged using one of these sheets. An electronic log may also be used, but it is recommended that a paper log be maintained for the convenience of those returning calls.

3. Copy the completed log sheet before giving it to the spokesperson, and place it in a file to be maintained throughout the crisis.

4. Complete this log before transferring the call to spokesperson or designee.

5. Never transfer a call to voicemail without completing this log.

6. Remember, do not answer the reporter’s questions yourself, but decline politely and refer the reporter to the spokesperson.

Appendix C10 Mississippi Conference Crisis Communications Plan

Appendix C: Sample Communications Plans for Local Churches

Crisis Communications Plan Telephone Log for Media Calls Name/Location of person taking message____________________________________ Date of Call_______________________ Time of Call__________________________ Reporter’s Name_______________________________________________________ Media Outlet__________________________________________________________ Telephone Number____________________ Reporter’s Deadline_________________ What information does the reporter want?___________________________________ _____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ What information does the reporter already have?_____________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ Other notes:___________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ Person to whom the reporter was referred: __________________________________

Mississippi Conference Crisis Communications Plan Appendix C11

Appendix C: Sample Communications Plans for Local Churches Guidelines for Handling Media On-Site When The United Methodist Church is involved in a crisis, the media will often showup at a church, youth camp or conference office. Here are guidelines for handling media on-site: • Identify a location where reporters and photographers park vehicles and stand while they’re covering the story. You want to identify a place that allows privacy for the church and congregation (you should NOT allow the media to have “free run’’ of your property), but acknowledges that reporters and photographers have a job to do.

• You will have more control if you designate a location for the media to stand rather than throwing them off the property without discussion. The location will probably be on the edge of church property, in an area where the media does not block authorized people from entering the church or jeopardize anyone’s safety. Be aware that television trucks with “live” capability (microwave or satellite) can’t operate near telephone or electrical wires. The media will probably ask for more access than you’re willing to give them—you should be prepared to say ‘’no” to many of their requests. However, it’s often a good idea to listen to their requests to determine if there’s a mutually agreeable location.

• Designate a staff person to explain and enforce the boundaries. If police are involved in the situation, you should work with them to establish and enforce boundaries. The staff person can say something like “Our priority right now is to make sure everyone is safe (the first sentence may say something different, depending on the situation). We are gathering information right now. As soon as we have the facts, we will have a spokesperson available to talk with you.”

• Be polite, but firm. At some point, you’ll probably have to ask the media to leave the property or move to the designated location. For example, if photographers and reporters are trying to interview staff in the church parking lot, you should ask them to leave the property. Try to avoid unnecessary hostility or confrontation.

• As far as the law is concerned, a photographer can take pictures of any people or things as long as s/he is standing on public property. You can’t stop a photographer from standing across the street from church property and taking photographs of people at the church. However, if a photographer is standing on church property and you ask him/her to leave your property, that photographer should leave immediately.

You should be aware of local laws regulating demonstrations near church property.

• Be proactive. If you see a photographer and/or reporter interviewing people or taking photographs/video on or near church property, you or a designated person should introduce yourself and find out what they’re doing. Be polite, but take control.

• Establish an Interview Location

Appendix C12 Mississippi Conference Crisis Communications Plan

Appendix C: Sample Communications Plans for Local Churches What to Say When You Speak to the Media [If time permits, we recommend that you contact the conference director of communications for immediate consultation and advice before speaking to the media.]

1. Begin with a statement (it’s okay to repeat parts of your statement and main points later) 2. Use confirmed facts only—try to include the basics of what happened and what the church is doing to respond. Don’t give names of victims.

3. Express concern and compassion when appropriate 4. Keep the statement short and simple 5. Refer to policies and procedures when you can’t discuss specifics.

6. Don’t guess, speculate or speak outside of your expertise. It’s okay to say, “I don’t know. I can check on that.”

7. Speak slowly, naturally and confidently. It’s okay to pause between key points.

8. Make eye contact with reporters. If possible, don’t read off a script. It’s better to look at your notes, pause, look up and make eye contact while you speak.

9. If you don’t understand a reporter’s question, ask the reporter to repeat or clarify the question. Again, it’s okay to pause before answering.

10. Conclude the briefing when you’ve given all of the information that you’re prepared to release at this time. You can say something like “I understand you have more questions, but that’s all of the confirmed information we have right now. I need to return to managing the situation and taking care of the people involved. We will update you in [Insert update time]. Please give me your business card with an email address so we can provide you with updated information when it’s available. Our office number is [Insert Number].”

11. If you have a written statement and/or photographs, you can say “I have typed copies of our statement available for you, along with background information about the church/conference,” and, if available, “I have a photograph that you can scan—I need to keep the original.”

12. The time of your next scheduled update will depend on the seriousness of the crisis, the interest level of the media, the time of day, the amount of information that’s available, etc. You may want to email additional information to the media instead of holding another briefing. If possible, make any news releases or written information available on your website.

Mississippi Conference Crisis Communications Plan Appendix C13