GSCP2P Crisis Communication Plan

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Crisis Communications Plan

Girl Scouts Carolinas Peaks to Piedmont, Inc. Updated January 5, 2026

CONFIDENTIAL: Please do not distribute or reproduce without permission.

Contents Purpose of the Plan ............................................................................3 Overview of Crisis Team ................................................................... 4 Crisis Team Responsibilities.............................................................. 7 Crisis Procedures.............................................................................. 12 Phone Call Procedures ..................................................................... 14 Communicating with the Media ..................................................... 15 Handling Trick Questions from Media ........................................... 16 Media Interviews in Sensitive Situations ....................................... 16 Interview Control Techniques ........................................................ 17 Procedures Following A Crisis ........................................................ 17 Emergency Procedures………………………………………………………………18 Pandemic Procedures……………………………………………….……..………..18 Reporting a Minor Incident………………………………………………………..19 Reporting a Serious Incident………………………………………………………19 Appendix A – Confidential Crisis Report Part I ............................ 20 Appendix B – Confidential Crisis Report Part II ........................... 22 Appendix C – Quick Response Checklist....................................... 25 Appendix D – Crisis Team Contact List..........................................27 Appendix E– Emergency Contact List .......................................... 28 Appendix F – Staff Crisis Phone Assignments ............................. 29

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Purpose of the Plan Purpose This plan has been developed so that Girl Scouts Carolinas Peaks to Piedmont (GSCP2P) can respond to emergencies effectively, keep audiences informed and use the media as a liaison to disseminate key messages. Although crises differ, they share many common elements. GSCP2P must anticipate a crisis and be fully prepared to implement this plan quickly and effectively.

Objectives • • • • •

Protect lives and property by containing the crisis—take care of the physical emergency.

Demonstrate that the council has the issue under control through the rapid deployment of its crisis plan.

Implement actions that inform key audiences, especially family and personnel involved, minimize rumors and restore order and/or confidence.

Take appropriate actions to protect the reputation of the council.

Maintain ongoing operations and programs as conventionally as possible.

What Is a Crisis?

For the purposes of this plan, the term “crisis” covers a range of scenarios, from local, negative press coverage to serious situations that may include actual or potential injury or illness. For practical purposes, different levels of crisis will require different levels of response. Some examples are: Level 1 Situation/Minimal Impact • A mild, local, negative media story about the council • Complaints of activity/program mismanagement • Defective product (cookies, merchandise, magazines, recognition item, etc.)

• Minor injury or illness at camp property or during activity • Serious injury of a member when NOT participating in a Girl Scout activity Level 2 Situation/Moderate Impact • Lost troop/camper/Girl Scout • Crime either committed by or against a girl, volunteer or staff member • Legal action • Council facing financial difficulty Level 3 Situation/Major Impact • Death or serious injury during Girl Scout activity • Allegation of misconduct or abuse by a volunteer or staff • Violence or a natural disaster threatening Girl Scouts during an activity • Product recall • Compromise of member’s personal data • Harassment in the workplace • Embezzlement • Fire on council property

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Overview of Crisis Team The council crisis team is responsible for managing the incident. Team members should have a copy of this plan and contact information available at all times (car, office, home, etc.). The team will manage all local aspects, from emergency response to communication with key target audiences. The team shall be comprised of the following members:

CRISIS TEAM LEADER

SUPPORT TEAM MEMBERS

EMERGENCY RESPONSE TEAM LEADER

INTERNAL COMMUNICATIONS TEAM LEADER

DIRECTOR OF EXECUTIVE OPERATIONS & EVENTS Provides support as needed

EXTERNAL COMMUNICATIONS TEAM LEADER

Crisis Team Leader (CEO, Board Chair or designee) • • • • • • • • •

Serves as the leader of the crisis response team Should the CEO or Board Chair be unavailable, the CMDO or CHRBO will be appointed Team Leader for crisis Charged with making the strategic decisions needed locally to manage the crisis Responsible for monitoring all actions by team members on a regular basis Determines, with input from the team, the crisis severity level and what actions are needed In conjunction with communications staff, serves as media spokesperson Apprises board of directors and Girl Scouts of the USA (GSUSA) of the situation Approves expenditures and response actions/messages Makes immediate contact with GSUSA or ACA (if camp related) for Level 3 Situations

Emergency Response Team Leaders (Chief HR & Business Officer, Chief Mission Delivery Officer, Director of Finance, Director of Marketing, Director of Girl Scout Experience, Director of Girl Scout Engagement, Director of Outdoor Experience & Property and Senior Director of Business Operations) • •

Charged with implementing the crisis response plan to include contact with local law enforcement, emergency responders and government officials Continuously gathers the facts of the crisis and relays information to the entire crisis team

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• • • • •

Coordinates the resources needed to address the situation Coordinates emergency response assistance from other councils and GSUSA Communicates frequently with the team leader regarding the status of the crisis response Coordinates the investigation in conjunction with the legal team Works with legal counsel to ensure proper steps are taken to preserve evidence

Internal Communications Team Leader (Chief HR & Business Officer or designee) • • •

Charged with managing all internal communications Responsible for developing key messages in conjunction with crisis team leader, emergency response team leader and external communications team leader Responsible for coordinating communication with all staff members, volunteers, members, parents and suppliers (proceed cautiously: some may be members of the media, have active social networks, etc.)

External Communications Team Leader (Chief Mission Delivery Officer or designee) • • • • •

Charged with managing all external communications Responsible for developing key messages in conjunction with crisis team leader, emergency response team leader, internal communications team leader and GSUSA, if needed Handles all media calls and coordinates response with GSUSA communications staff Prepares the CEO to handle any media calls or interviews Responsible for communicating with community leaders, elected officials, donors and neighbors as applicable

Support Team Members Depending on the situation, it may be appropriate to bring in additional support. The role of these members is to provide support and expertise to the primary team.

• Council Board Chair – coordinates board response and acts as advisor as needed • Legal Counsel – advises on legal ramifications of situation • GSUSA Content Experts – advises on situation and serves as outside consultant; assists with messaging as needed • Insurance Broker/Advisor/Representative o K& K Insurance (KK.claims@kandkinsurance.com, 800.237.2917) o Policy Numbers:  KKO2585110 – GL, Property  KKO2585120 – Auto  WCC330922B – Work Comp • Product Program Experts – advises on product tampering, communication issues, legal issues, etc.

• Support staff and runners to support the primary crisis team  Engagement staff advises on program procedures/policies, program activities, membership procedures/policies, activities, etc.  Experience staff advises on camp procedures/policies, camp activities, etc.

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 Product Program staff advises on procedures/policies, activities, etc.  Property staff advises on property issues, access, equipment resources and contractor/vendor/supplier resources.

About Key Audiences It is important to communicate succinctly with all key audiences. The level of communication to each audience will be determined by the severity of the incident. While we may consider internal and external audiences to be different from those listed below, what is most critical is that the key messages stay the same and the depth of information shared is carefully considered.

• Employees—internal • Board members—internal • Members—internal • Families—internal • Volunteers—internal • GSUSA—external • Emergency response officials—external • Local elected officials—external • Other councils (in the state or region)—external • Media—external • Suppliers—external • Neighbors—external

About Key Messages: Targeted and Reactive No matter the incident, we will develop three primary messages within the first 48 hours.

Our three key messages will serve as the answer to every question we receive, so the more we repeat them, the better. Generally, they will include: “We have enacted our emergency response plan, which includes…” (This is the plan message.)

• This message briefly summarizes the steps we are taking to address the situation.

• This message brings comfort to most people affected by the crisis.

• This message demonstrates that we have the situation under moderate control.

“Our hearts go out to…” (This is the compassion message.)

• This message demonstrates that we care for those negatively impacted by the situation.

• We do not have to cite wrongdoing to demonstrate compassion for those affected.

• If there are injuries involved, this is our number one message.

• Showing compassion requires more than just words, we must show it appropriate to the situation—without demonstrating uncontrollable anger or weeping.

“We’re going to find out what happened and do everything we can to prevent it from happening again…” (This is the investigation message.)

• This message allows us to avoid the specific details of the crisis—it is all being determined.

• This message will protect us concerning legal matters.

• This message gives us some time to find out what happened and how we want to communicate that to key audiences.

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Crisis Team Responsibilities Members of the crisis team should ask: Is this a crisis? If you answer yes to any of the following questions, you must contact the crisis team.

• Have people been hurt or killed?

• Has council property been significantly damaged?

• Has the council’s integrity been damaged?

• Is there a criminal accusation being made against a member of the council?

• Are members of our council victims in a criminal act?

• Will this event draw attention from the media?

• Will a significant number of stakeholders react adversely?

If the answer is yes, immediately begin implementing the plan based on the level of severity.

Role of the Crisis Team Leader  Assemble the crisis team and update them on the situation. (Note: For Level 3 Situations, also contact GSUSA [800-568-8767] and/or ACA [800-573-9019].)  Gather the facts of the incident from the Emergency Response Team Leader and create an incident report to distribute to team members and other key target audiences.  Define the specific goals of the crisis response and share with each team member.  Develop the strategy for the local emergency response and oversee the actions of all team members.  Determine if additional financial resources will be needed to address the situation.  Consult with your lawyer regarding any matters that could influence your legal defense.  Develop key messages in conjunction with the External Communications Team Leader.  Notify GSUSA if the issue is likely to attract media attention or cause significant internal turmoil.  Coordinate media interviews with the External Communications Team Leader or designate an appropriate spokesperson based on the situation.  Notify board members, as appropriate.  Working with the internal communications team, notify staff and instruct them on how to handle questions.

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 Working with the internal communications team, contact family members of those impacted by the situation and offer assistance, if needed. Report to parents, guardians or next of kin the nature of the emergency and condition of the injured. Particularly in the case of a minor, find out the parents or guardians’ preference for medical treatment, hospitalization and transportation. Next of kin must be notified before names of victims can be released by the council. Continue communication with next of kin on the advice of, or in the presence of, legal counsel. In case of a fatality, parents, guardians or next of kin should be informed in person. Depending on the location, time and circumstances, this notification should be done by the CEO or their designee if it has not been done by the police or hospital.  Determine if additional resources (support counselors) or team support members may be needed to address the situation.  Constantly review the facts and the local response and adjust your actions appropriately.  Bring the crisis team together regularly to update each other on their respective actions.  During and following the event, offer personal feedback to your team members regarding their efforts—your support during this time is critical.  At the end of the crisis, schedule and lead the post-event evaluation process and update your plan based on the findings of that meeting.

Role of the Emergency Response Team Leader  Gather as much information about the event as you can and notify the Crisis Team Leader of the situation immediately.  Take the necessary steps to protect human lives and property, as deemed necessary.  Coordinate evacuation plans, if needed, and ensure that proper procedures are followed.  Gather the names of all individuals involved in the situation and forward that information to the Crisis Team Leader as soon as possible.  Assess if additional resources will be needed to help respond to the crisis.  Serve as the liaison with all emergency responders, law enforcement and regulatory officials and other councils.  Coordinate and lead volunteer activities needed to address the crisis.  Work with your lawyer to ensure that vital records and documents are secured for possible post-event investigations.

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 Determine the extent that other operations will be impacted by the crisis and what steps may be needed to shut down those operations.  Ensure that those operations that are not impacted by the incident continue to operate.  Communicate frequently with the Crisis Team Leader and other team members, as needed.  Task someone to take good notes of the actions you have taken—this will help during the review process once the crisis has passed.  Participate in the post-event evaluation and adjust the emergency response plan accordingly.

Role of the Internal Communications Team Leader  Meet with the Crisis Team Leader quickly and gather the relevant information about the incident.  Along with the Crisis Team Leader and External Communications Team Leader, develop and distribute the key messages and supporting statements to be used during all communication.  Determine your plan of action and the resources you will need to communicate to: • Employees • Board members • Members • Families • Volunteers  Carefully consider what tools you wish to use to communicate to these groups. E-mail may be the quickest, but it is not always the most effective. Be smart—sensitive information is best communicated face-to-face. In the event of a council-wide emergency, Salesforce Marketing Cloud will be used to communicate to the entire membership. The council website homepage will also have a banner alert added when applicable.  Working with the Crisis Team Leader, contact all family members of those involved or injured to update them on the incident.  If members have been transported to local hospitals, consider sending a representative to the hospital to assist family members with any special needs.  When appropriate, notify insurance carriers or risk analysis experts.  Schedule your updates with employees and other key audiences.  Monitor online chat rooms and the rumor mill to address any misinformation.

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 Monitor internal e-mails to determine if changes need to be made to the response plans.  Communicate frequently with the Crisis Team Leader and other team members, as needed.  Task someone to take good notes of all your actions—this will help during the review process once the crisis has passed.  Participate in the post-event evaluation and adjust internal communications plans accordingly.

Role of the External Communications Team Leader  Meet with the Crisis Team Leader quickly and gather the relevant information about the incident.  Along with the Crisis Team Leader and Internal Communications Team Leader, develop and distribute the key messages and supporting statements to be used during all communication.  Once preliminary facts are assembled, an account covering all that is definite should be written. It is important to address what the council is already doing to alleviate the situation. The statement should be cleared with legal counsel before it is released.

Distribute to all team leaders. The prepared statement should include information about cause only if it is known. Do not place blame on individuals or equipment. Wait until the team has conferred with both management and legal counsel and has confirmed the cause. This could take an extended length of time.  Determine what level of key audiences will be contacted.  Release confirmed facts to determined key audiences. Provide background information or additional information when available. Communicate positive actions and concern.  Respond to press inquiries. Your key messages are the answers to every question— stick to them. The more you sound like a broken record, the better. Individuals handling calls should complete the Media Inquiry Report and send it to the External Communications Team Leader. Keep a log of all calls received during the crisis— including those from the public. This is essential for follow-up. If a statement is prepared, provide only that information.  Arrange for the council website to be updated regularly—determine what information should be listed on the website.  Use social media channels like Facebook with caution during sensitive issues management. GSUSA staff can assist in determining when to enact social media.  In the case of large media coverage, designate a media center and direct the media to this location. They should remain there at all times unless escorted elsewhere by an assigned staff person.

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 Notify the switchboard to implement crisis protocols to include forwarding any specific questions to the appropriate team leader. Provide the switchboard with the appropriate script to use to handle all crisis-related calls.  Notify GSUSA for support if you believe the incident will garner media attention.  Begin developing the worst nightmare questions and the appropriate key message responses. This document will be used to properly prepare spokespersons. Share with team leaders.  If necessary, reach out to key donors prior to the media coverage—they will much prefer to hear it from you than from the media. Your key messages should guide your conversations.  When appropriate, reach out to community leaders and elected officials and inform them of your response to the situation. Stick to your key messages.  If neighbors are impacted, reach out to them using your key messages.  Track coverage and correct any misinformation. (That means factually inaccurate or missing information, not differences of opinion regarding levels of importance.) Also, determine what messages are being used and consider adjusting those that are not.  Be sure to gather and save copies of all media coverage for post-event evaluation.  Communicate frequently with the Crisis Team Leader and other team members, as needed.  Task someone to take good notes of the actions you have taken—this will help during the review process once the crisis has passed.  Participate in the post-event evaluation and adjust the emergency response plan accordingly.

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Crisis Procedures Action Steps for Volunteers and Staff When an incident occurs, it is of vital importance that the person in charge follows the below steps in this order: 1. See that a responsible adult remains with the injured person(s). Do not move injured person(s) unless that person’s life is in danger by being left at the scene of the accident.

2. Secure needed assistance. Call 911, a hospital, ambulance or doctor. Then call the council Emergency Number at 877-331-5904. If there has been an automobile accident, death, life threatening situation or suspected crime, call the police. Be able to answer: what, who, when, where, how, nature of injuries and/or damage. Have names and phone numbers of injured persons.

3. Ensure safety of others – troop members, campers, volunteers.

4. Keep a responsible adult at the scene. Do NOT disturb the victim or surroundings until assistance arrives. Organize a search for any who are missing.

5. Put an adult in charge of the rest of the group.

6. Make no statement of any kind to the media. Do not give out any names or information. All media inquiries should be directed to the Chief Mission Delivery Officer. You only make statements to authorities.

7. Keep your copies of all permission forms and medical records to turn in to the council office.

8. Remain calm. Do NOT place blame.

9. If safety procedures are needed for one of the camp properties, see document here.

10. If crisis occurs during summer camp, refer to the camp crisis plan in our summer staff manual at https://issuu.com/gscp2p/docs/summer_staff_manual?fr=xKAE9_zU1NQ.

Action Steps for On-Call Crisis Team In the event of an emergency, the staff person on call will assemble the Crisis Team and complete the following: 1. During the time that you are assigned to receive potential emergency phone calls, gather the facts from the caller. Assess the situation—analyze and record all data and determine appropriate action. Look at the entire situation. Make sure all facts are straight.

2. Verify that appropriate emergency procedures have been implemented at the scene.

Confirm the facts and make sure 911 has been called.

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3. Call Crisis Team Leader. Refer to crisis team for specific responsibilities.

4. After you have ensured 911 has been called if needed, then do any of the following, if applicable: a. Investigate rumors b. Locate witnesses c. Analyze expert information 5. The External Communications Team Leader will prepare statements for staff, media, parents, volunteers, board, etc., as well as phone scripts, FAQs and answers for customer care and callers to use. Standard statements will be made available as Knowledge Articles and published in Salesforce.

6. The Internal Communications Team Leader will make initial staff alert via a meeting or e-mail and instruct staff to check e-mail for updates.

7. The External Communications Team Leader will handle ALL MEDIA calls.

8. NO CALLS are made until script is written, approved and distributed.

9. The Emergency Response Team Leader will work with the applicable staff to compile girls or adults registered for an event using program rosters. For programs at camp, there will be a file for each session with emergency lists for campers pre-printed, as well as communication records.

10. Send a person to the scene, if needed.

11. The Senior Director of Business Operations will supervise the calls received to the 800 number and recruit additional staff/volunteers as necessary to assist in handling calls and walk-in inquiries. Staffers who have cell phones are encouraged to use them to keep the phone lines open.

12. Parents should be told to monitor e-mail, visit the council website or call the council for updates, not the location of the situation (camp location, activity location, etc.).

13. Callers make the calls without deviating from the script or specific information received. Callers should not try to answer additional questions. If they can’t answer a question, they should refer the call to one of the people designated on the script.

Scripts will provide explicit criteria for releasing children, developed in conjunction with local authorities (i.e. child will only be released to the person designated on the registration form unless we hear otherwise from this person.).

14. A staff member, identified by the Internal Communications Team Leader, will need to remain available in a designated location or by phone to troubleshoot and maintain communication with the camp/event.

15. The Director of Girl Scout Experience will maintain communication with Managers and Rangers (if this is a camp situation) and will relay information, as needed. These staff are the last people off a property in an evacuation.

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On-Site Response – in the event the crisis is at a specific location 1. Identify individual/manager responsible for on-site program. (This individual may be a volunteer or a staff member. If it is a volunteer, a staff member will be deployed to the location as necessary.)

2. Manager will be primary contact with support from appropriate department director.

3. Manager bears primary responsibility for girls and staff.

4. Manager will relay information to council.

5. Manager will call department director or designated crisis team member every 30 minutes with updates and to get the statements that are coming out from the council.

6. Manager bears primary responsibility for Girl Scout property. It's very important to keep communication clear and consistent between property and staff.

Phone Call Procedures (Distribute to all persons handling phones during crises.)

DO’s • • • • •

Get name, address and affiliation, time of call and message of EVERY caller in writing.

If talking to the media get their deadline for the story.

Tell caller his/her call will be returned ASAP. Answer in a manner that is concerned, considerate and professional.

Handle calls as quickly as possible to keep lines FREE. Remain calm!

DON’Ts • • • • •

Don’t be intimidated by demanding callers; maintain control.

Don’t give out ANY information. (This includes names of staff or volunteers or information like “She’s in a Crisis Team Meeting.”)

Don’t try to answer questions yourself, even if you think you know the answer.

Don’t speculate on outcomes or the time that calls will be returned, etc.

Don’t talk “Off the Record” – even to volunteers or friends.

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Communicating with the Media (Please note: The CEO and Chief Mission Delivery Officer should be the only two people that respond directly to media inquiries.)

Process for Answering Phone Inquiries: In the event that anyone from the media calls you and/or the 800 number asking to speak to the CEO, CFO, CMDO, etc.

1. Ask the caller “What is this in reference to?”

2. Instead of “Let me transfer you to ……..,” say “The best person for you to speak with would be our Chief Mission Delivery Officer. She is unable to take your call at the moment so let me take down your information and we will have her call you back.”

3. Take the name, media source and phone number of the caller, as well as the reason for the call.

4. Send the Executive Team an e-mail with all that information and mark High Importance.

5. Unless the Chief Mission Delivery Officer is unable to get e-mail and/or on vacation, they will respond back that they have received the message and will do the follow up.

Otherwise, another member of the Executive Team will follow up in their place.

Notes for the Executive Team Member Responding to the Media: 1.

CONFINE STORY to place where incident occurred. (Do not speak for other councils, camps or GSUSA.)

2.

PUT STORY INTO PERSPECTIVE and talk about number of years of service without incident.

3.

MAKE MESSAGE CONSISTENT regardless of who is speaking.

4.

COORDINATE ALL MESSAGES within the council. (Let membership/program, etc. know what the council is saying to the media.)

5.

AVOID COMPARISONS with other situations, other companies and other councils.

6.

LIMIT STATEMENTS to verified facts and actions. (Media will pressure you to speed up the process. Take time to verify.) NEVER SPECULATE!

7.

PREPARE FOR YOUR EXPOSURE. Anticipate questions and work as a team to prepare responses. Give verified facts only, avoid defensiveness, report what you are immediately doing to make a situation better, don’t speculate and turn negatives into positives. Focus on the message and keep going back to it regardless of the reporter’s question.

8.

TV NEWS IS EDITED IN BYTES. Be concise. Each response may be your ONLY response. Give responses in full sentences.

9.

NEVER SAY “not at liberty to say” or “no comment.” Instead, use “We haven’t yet established what happened.” Or, “I have no information about that, but once I find out I will alert you.”

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Handling Trick Questions from Media •

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• • • • • •

Speculative or hypothetical questions: Tend to begin with “If the tornado would have hit camp in the summer, would more girls have been involved?” Do not answer the question directly instead respond with something like “That is not the case that we are dealing with today.” Or “I cannot comment on a hypothetical situation, but I can tell you about what has happened.”

Leading questions: Imply the reporter already has the answer and you merely need to verify it. “You do agree the council could have avoided this, right?” Do not answer these questions, skip it or redirect the question.

Loaded questions: Designed to elicit an emotional response: “Didn’t you know girls were at risk of being molested by their troop leaders, but failed to have stricter guidelines for volunteers?” Be careful when answering these questions and only give out the information that is relative to the crisis. Be sure to correct the reporter. “Absolutely not, we take the safety of all of our members very seriously and work hard to ensure they are safe at all times.”

Naïve questions: Indicate that the reporter has not done any homework and does not know what to ask. “What exactly is Girl Scouts about?” In this situation, you give them all of your background information—press kits, website, backgrounder, news releases, etc.

False questions: Contain inaccurate information in the question. These are done on purpose to make the spokesperson misspeak. Be careful when answering these questions and only give out the statistics that are relative to the crisis. Be sure to correct the reporter. “Is it the policy of the Girl Scouts to allow registered sex offenders to work with girls?” Answer— “Absolutely not, we take the safety of all of our members very seriously and work hard to ensure they are safe at all times.”

Know it all questions: Begin with “We already have the story; I just need a few wrap-up facts.” The reporter generally is trying to get the spokesperson to release their guard and accidentally give out additional information.

Silence: This is a method reporters use to try to make the speaker feel uncomfortable and give more information. Do not fall for this. They are the ones who need information- if they want it, they will ask.

Accusatory questions: Are designed to force you to blame others. Never fall for this, keep your innocence, but don’t cast blame on others.

Multi-part questions: Can be confusing to the public as well as the organization. Ask the person which question to answer first and follow up with the other.

If the reporter asks a question in jargon or slang, answer it in a way the public will understand.

Chummy questions: Are when the reporter is trying to be your friend and might say “off the record…” Remember they are trying to get a story, not make friends. (There is no such thing as “off the record”).

Media Interviews in Sensitive Situations Since every situation is unique, use the following only as a general guideline: • When possible, limit interviews on sensitive or difficult issues. Every interview granted creates information that can be picked up and rerun in media in another council's jurisdiction, thus widening the impact of what should be a confined situation. However, it is important to respond to all media inquiries. Use statements that demonstrate respect for the media and the public's interests and concerns.

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•

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Before an interview takes place, make sure your spokespersons have knowledge of all pertinent facts concerning the specific crisis and Girl Scouting in general. An attorney and, if needed, GSUSA can help ensure that the information you prepare is appropriate. Your spokesperson can shape the message and correct any misinformation, which will help communicate the message that the council is on top of the situation.

When responding to reporters who are seeking the identity of a minor or an adult volunteer, inform them that no names can be released due to the individual’s right to privacy (unless they have formally waived that right).

Only your designated spokespersons should answer questions from reporters. Persons who take phone calls should be chosen for their calm demeanor and should screen all calls.

Interview Control Techniques Below are some techniques to help you convey a positive message even when the subject is unfortunate.

• Pre-interview the reporter.

• Try to determine, in advance, the approach the reporter will take.

• Get an idea of the types of questions that will be asked.

• Get the specifics of the interview (time, location, taped or live, other guests, etc.).

• Buy time.

• Prepare for the interview in advance by developing message-driven answers to all possible questions.

• Practice, practice, practice.

• Set ground rules.

• Don't repeat negatives offered in the reporter's question.

• Bridge to key messages.

Procedures Following a Crisis (ON-CALL CRISIS TEAM) The crisis team’s job is not done when the crisis itself is over. In many cases, their work is just beginning. The team should be kept together to assist the spokesperson in handling follow-up problems. If regulatory agencies such as the Occupational Safety and Health Administration (OSHA) are investigating, maintain a liaison with the officials.

Government findings are of great interest to the press and could generate further media coverage. Finally, the crisis may involve a lawsuit at a later date. Crisis team members should be prepared to be an ongoing team until the incident is completely closed.

When most facts are known and cleared by legal counsel, complete and submit written reports to the council’s files, appropriate insurance companies and GSUSA. (See Appendix A and B). Oral and written communications with the parties involved should have the approval of legal counsel, if necessary, until the incident is closed.

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Final Report The final report should include the following: • Facts about the case • A chronological report (time, steps taken and by whom, statements made and by whom, sketch of scene, names and addresses of victim(s) and witnesses) • Supporting data (consent forms, medical data, etc.)

Submit reports to: • Board of Directors • Legal Counsel, if necessary • Insurance companies • GSUSA

Evaluate Crisis Procedures Following a crisis, review the effectiveness of your procedures. Analyze those that didn’t work well and change them. After changes are made, be certain that the procedures are brought up-to-date and made immediately accessible to council staff and appropriate volunteers.

Emergency Procedures The following procedures are defined under the council’s Standard Operating Procedures and documented in Salesforce.

•

Fire Emergency Evacuation Procedure

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Severe weather (Blizzards, tornadoes, severe thunderstorms, severe lightning and severe windstorms, etc.)

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Gas leak

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Active shooter

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Hostage-Kidnap procedures

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Bomb threat procedures

Pandemic Procedures During a COVID-19 or other pandemic outbreak, GSCP2P generally follows all CDC, state and local guidelines that are in effect.

During an active pandemic outbreak, all staff, troops and service units that offer inperson programs or meetings must keep a Contact Tracing Log of who attends any program or meeting. This log can be downloaded from our website and will be used to assist in contact tracing should we become aware of a positive or presumptive-positive case. Each person who attends the program/meeting must be on this list. If the

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program/meeting organizer is contacted after the program/meeting, the organizer must immediately contact their Experience or Engagement Manager and include a copy of this log in the e-mail. The name/identity of the positive or presumptive-positive person cannot be shared. A NEW LOG IS TO BE USED FOR EACH PROGRAM/MEETING. The leader of meeting or event should keep contact tracing log for 12 months.

When a suspected and potential exposure is reported to the council and contract tracing is necessary, the Chief HR and Business Officer or designee will contact participants directly with either an e-mail or phone call.

Screening forms are also available on our website to screen participants BEFORE the start of a program/meeting.

All updated information regarding council procedures will be linked to the council blog from a banner on the front page of our website.

Reporting a Minor Troop Incident A Troop Incident Report should be submitted for all accidents to the Chief HR Officer within 24 hours of incident.

Reporting a Serious Incident In the event of serious injury or fatality, call 911 first, then the council Emergency Number at 877-331-5904. The reporter should be able to answer the following questions found in Appendix A: Confidential Crisis Report: Part I. The staff member who is on call should then notify the CEO immediately of any serious incident and then complete Appendix B: Confidential Crisis Report: Part II.

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APPENDIX A INTERNAL USE

Girl Scouts Carolinas Peaks to Piedmont CONFIDENTIAL CRISIS REPORT: PART l This confidential report is used to record all information concerning major emergencies, serious accidents or fatalities. Copies of this report should be sent or hand delivered to all members of the Crisis Team. Circulation of this information is limited, and copies should be distributed in sealed envelopes marked personal and confidential.

DATE/TIME OF FIRST CALL OR REPORT PERSON WHO CALLED (Identify position) OR REPORTED INCIDENT TO YOU NAME TELEPHONE WHERE CALLING FROM TELEPHONE GIRL SCOUT PERSON AT THE SCENE NATURE OF EMERGENCY (accident, death, media item)

WHAT HAPPENED? (Be specific)

WHEN AND WHERE DID IT HAPPEN? – DATE/TIME/EXACT PLACE OF ACCIDENT

WAS THE PERSON TAKEN FOR MEDICAL TREATMENT? WHERE AND HOW?

NAME, AGES, ADDRESSES AND PHONE NUMBERS OF PEOPLE INVOLVED (If troop, include troop number, program age level, name of leader and indicate if member or nonmember.)

PARENTS’ NAME, ADDRESS OR ADDRESSES, PHONE NUMBER OR NUMBERS

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OTHERS INVOLVED – POLICE, FIRE, MEDICAL AID, ETC. Name of Department City/County/State Contact Person

Telephone Number

CAUSE OF ACCIDENT OR OCCURRENCE (If known. Nature of transportation involved, details on owners, operators, license numbers)

WITNESSES – Those who were present or observed occurrence (include names, address and telephone numbers).

Report made to council office: Report completed by: DATE_____________ CRISIS TEAM CALLED? YES

NO

(NAME, POSITION) (NAME, POSITION) TIME_____________

If YES, go to Part II; if NO, why?

RECORD ANY OTHER ACTION TAKEN TO THIS POINT.

HOW WAS THIS RESOLVED?

SIGNATURE

DATE

Once this information has been collected and the emergency is stable, the Crisis Team member should complete the form found in Appendix B: Confidential Crisis Report II.

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APPENDIX B INTERNAL USE

Girl Scouts Carolinas Peaks to Piedmont CONFIDENTIAL CRISIS REPORT: PART II To be completed by Crisis Team Member: 1. NAME of Crisis Team Member who notified attorney_________________________ DATE and TIME of the call____________________________________________________

2. MEMBERS of CRISIS TEAM CONTACTED. (See Appendix D for contact information.)

Contact

Date of Call

Time of Call

Initials of Person Who Made Call

Chief Executive Officer – Elaine Loyack Chief Mission Delivery Officer – Jaclyn Johnson Chief HR & Business Officer – Kimberly Richards CFO/Director of Finance – TBD Senior Director of Business Operations – Veronica Abrams Director of Girl Scout Engagement – Sandi Heavener Director of Girl Scout Experience – Emily Satterfield Director of Marketing – Cindy Mathis Director of Outdoor Experience & Property Clayton Sheehan OTHER SUPPORT TEAM MEMBERS Title

Date of Call

Time of Call

Initials of Person Who Made Call

Board Chair – Trish Johnson Vice Chair – Caryl Sinfield Treasurer – Jan Donahue Secretary – Brenda Newsome Council Attorney – Mike Thomas ABC Cookies – Page Hyman Ashdon Farms – Todd Wingnen M2 Media - Jennie Sorrell Insurance Agent – Jeff Smith, Palmer & Cay

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3. WAS A CRISIS TEAM MEMBER DISPATCHED TO THE SITE? Name of person sent Date/Time Sent Cell Contact/Pager Number 4. WAS A CRISIS TEAM MEMBER OR SUPPORT PERSON DISPATCHED TO ANY OTHER LOCATION? Title/Name of person sent Date/Time Sent Cell Contact/Pager Number 5. CRISIS TEAM MEMBER ASSIGNED TO COMPILE REPORTS 6. GSUSA NOTIFIED AS FOLLOWS: Contact

Date of Call

Time of Call

Mary Kate Andris, Council Leadership Consulting Director Christa Marie Kolodziej, Vice President, Communications 7. TYPE OF ASSISTANCE NEEDED FROM GIRL SCOUTS OF THE USA:

8. HAVE OTHER COUNCILS BEEN NOTIFIED? Name of Person/ Date/Time of the Call Name of Council Title

9. PARENTS OR NEXT OF KIN NOTIFIED? Child’s or Participant’s Parent’s or Next of Name Kin’s Name

Initials of person who made the call

Date/Time of the Call or Visit

10. INSURANCE REPRESENTATIVE NOTIFIED? Insurance Insurance Agency Date/Time of the Call Representative’s Name Name

Initials of the person who made the call

Initials of person who made the call

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11. WITNESSES – THOSE WHO WERE PRESENT OR OBSERVED OCCURRENCES (include names, addresses and telephone numbers).

12. ACTION TAKEN/PLANNED BY COUNCIL TO DATE

13. GENERAL COMMENTS

Any summons issued to any office of Girl Scouts of the USA should be sent priority mail, return receipt requested (quickest way possible) or hand delivered to the Controller, Girl Scouts of the USA, 420 Fifth Avenue, New York, NY 10018-2702.

Continue on-going written documentation. Maintain written records of all action concerning the crisis. Compile all written documentation, phone logs, statements, etc. for evaluation by Crisis Team.

CONCLUSION – Attach final report outlining how situation was resolved.

ATTACH SUPPORTING DATA. (i.e., consent forms, medical forms, police reports, telephone logs, insurance reports, media inquiries, etc.)

EVALUATION OF CRISIS PROCEDURES to be attached.

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APPENDIX C INTERNAL USE

Girl Scouts Carolinas Peaks to Piedmont QUICK RESPONSE CHECKLIST Crisis  Attend to the immediate emergency  Provide care to injured; do not move unless person’s life is in danger  Evacuate to safety  Notify proper authorities  Contact GSCP2P as soon as possible to report the incident – 877-331-5904  Ensure safety of others; attend to secondary emergency  Keep responsible adult at the scene  Contain the crisis  Remain calm; do not place blame Missing Child or Volunteer  Area thoroughly searched (including bathrooms, cabins, beds, etc.)  Last person to see missing person questioned in a calm manner  Re-check common areas (bathrooms, etc.)  All others accounted for and kept together  Proper authorities notified (law enforcement, camp director, camp ranger, etc.)

Natural Disasters (fire, flood, tornado, etc.)  All girls and adults led to safety (safe zone will depend on nature of disaster)  Account for all girls and adults, note anyone missing  Proper authorities notified (fire department, law enforcement, camp director, etc.)  Keep everyone together and calm  Families discouraged from "rescuing" Intruder or Burglary  Account for all girls and adults, note anyone missing  All girls and adults gathered in a safe, central location  Proper authorities notified (law enforcement, camp ranger, etc.)  Secure the area  Keep everyone together and calm Serious Injury or Fatality  Provide all possible care to the injured  Proper authorities notified (emergency medical services, law enforcement, camp ranger, etc.)  In the event of a fatality, law enforcement is always notified  Remove those not injured from the area  Keep everyone together and calm  Secure the area and be sure to maintain a high degree of security and confidentiality

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Suspicion of Child Abuse Girl Scouts Carolinas Peaks to Piedmont complies with the Laws of the State of North Carolina and the United States specifically in regards to child abuse.

NC General Statue 7B-301. Duty to report abuse, neglect, dependency, or death due to maltreatment.

Any person or institution who has cause to suspect that any juvenile is abused, neglected or dependent , as defined by 7B101, or has died as the result of maltreatment, shall (this means must) report the case of that juvenile to the director of the Department of Social Services in the county where the juvenile resides or is found.

Interpretation – If you have a thought or question in your mind as to whether something constitutes abuse and should be reported, you have to report it. The only time not to report an incident is when the thought has never entered your mind whatsoever. You are offered legal protection from criminal or civil prosecution for making a good faith report even if nothing comes of it.  Report abuse within 24 hours of observation by calling the North Carolina Abuse Hotline at 800-662-7030  Locate the information for a county Department of Social Services at www.ncdhhs.gov/dss/local/index.htm.  Report suspected abuse to Kimberly Richards, Chief HR and Business Officer, at 704864-3245 ext. 3211 or 704-874-1530.

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APPENDIX D INTERNAL USE

Girl Scouts Carolinas Peaks to Piedmont CRISIS TEAM CONTACT LIST Title Chief Executive Officer Chief Mission Delivery Officer Chief HR and Business Officer Director of Product Program Operations Senior Director of Business Operations Director of Girl Scout Engagement Director of Girl Scout Experience Director of Marketing Director of Outdoor Experience & Property

SUPPORT TEAM Board Chair Vice Chair Treasurer Secretary Council Attorney ABC Cookies Ashdon Farms M2 Media Insurance Agent K& K Insurance

Name Trish Johnson Caryl Sinfield Jan Donahue Brenda Newsome

Name Elaine Loyack Jaclyn Johnson Kimberly Richards Alexis Braca Veronica Abrams Sandi Heavener Emily Satterfield Cindy Mathis Clayton Sheehan

Cell # 828.612.6712 828.506.8955 336.324.9572 336.653.4600

Mike Thomas Page Hyman

Cell Phone 703.609.1189 336.508.9712 803.620.0686 828.275.8986 336.259.0952 704.349.8393 336.402.2166 336.403.5027 618.638.3682

Home/Office # or E-mail trishjohnson17@gmail.com caryl@sinfield.us janetadonahue@aol.com blangnews@yahoo.com mthomas@phd-law.com

804.349.7996 262.832.8200 Ashdon Farms direct line: 203.525.9318

phyman@makerspride.com

Jennie Sorrell

419.621.4302

jsorrell@m2mediagroup.com

Jeff Smith, Palmer & Cay

912.604.8938

912.721.1906

800.237.2917

KK.claims@kandkinsurance.com

Todd Wingnen

Title Main Switchboard Council Leadership Consulting Director Emergency Contacts for GSUSA Vice President, Communications ACA Emergency Number

tawingen@gmail.com

Name 1.800.GSUSA 4 U Mary Kate Andris

Contact Information 800.478.7248 mandris@girlscouts.org 212.852.6508 800.568.8767 media@girlscouts.org ckolodziej@girlscouts.org Christa Marie Kolodziej 347-514-0209 800.573.9019

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APPENDIX E INTERNAL USE

Girl Scouts Carolinas Peaks to Piedmont EMERGENCY CONTACT LIST EMS NUMBERS Alamance Alexander Allegheny Ashe Avery Buncombe Burke Caldwell Caswell Catawba Cherokee Clay Cleveland Davidson Davie Forsyth Gaston Graham Guilford Haywood

336-570-6796 828-632-9336 336-372-5217 336-846-5521 828-733-8286 828-250-6650 828-433-6609 828-757-1424 336-694-5177 828-465-8230 828-837-2124 828-389-1233 704-484-4984 336-242-2270 336-940-2701 336-703-2750 704-866-3212 828-479-7967 336-641-7565 828-627-1143

Henderson Iredell Jackson Lincoln Macon Madison McDowell Mitchell Polk Randolph Rockingham Rutherford Stokes Surry Swain Transylvania Watauga Wilkes Yadkin Yancey

828-697-4825 704-878-3027 828-586-1911 704-736-9385 828-349-2067 828-649-3602 828-652-3982 828-688-2014 828-894-3067 336-318-6911 336-634-3000 828-287-6075 336-593-5409 336-783-9000 828-488-2196 828-884-3108 828-264-4235 336-651-7365 336-679-4232 828-682-2512

MAJOR HOSPITALS       

Mission Hospital, Asheville Gaston Memorial Hospital, Gastonia Catawba Valley Medical Center, Hickory Frye Regional Medical Center, Hickory Moses H. Cone Memorial Hospital, Greensboro Forsyth Medical Center, Winston-Salem WFU Baptist Hospital, Winston-Salem

828-213-1111 704-834-2000 828-326-3000 828-315-5000 336-832-7000 336-765-9328 336-716-2011

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APPENDIX F INTERNAL USE

Girl Scouts Carolinas Peaks to Piedmont STAFF CRISIS PHONE ASSIGNMENTS As a member of the Leadership Team, you are also a member of our Crisis Team.

When you are on call, any after-hours emergency calls get routed to your cell phone. Southern Voices will try twice and then if you don’t answer they will move to Kimberly and then to Jaclyn. The number that will show up on your caller ID is 336-659-3025 so please save that number to your phone. When/if you receive a call, take down any critical necessary information and then call your Exec Team member who will help you with next steps.

January 1 – February 12

Jaclyn Johnson

336.508.9712

February 13 – March 26

Alexis Braca

828.275.8986

March 27 – May 7

Veronica Abrams

336.259.0952

May 8 – June 18

Kimberly Richards

803.620.0686

June 19 – July 30

Clayton Sheehan

618.638.3682

July 31 – September 10

Cindy Mathis

336.403.5027

September 11 – October 22

Emily Satterfield

336.402.2166

October 23 – November 26

Sandi Heavener

704.349.8393

November 27 – December 31

Elaine Loyack

919.656.3182

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