CRISIS COMMUNICATIONS PLAN UPDATED: NOVEMBER 1, 2018
Rachael Felt COMM-441-002 Professor Hoare November 1, 2018
UPDATED: November 1, 2018 Washington Performing Arts Crisis Communications Plan Table of Contents
Table of Contents Introduction Acknowledgment Rehearsal Dates Purpose and Objectives Possible Crises STEP 1: NOTIFY CEO/SENIOR LEADERSHIP STEP 2: CRISIS COMMUNICATIONS TEAM STEP 3: CRISIS CONTROL CENTER & INVENTORY Crisis Control Center Equipment and Supplies Pregatherd Information
7 7 8 8 9 9
STEP 4: NOTIFYING PUBLICS
9
Key Publics Outlets for Communication
9 10
STEP 5: ESTABLISH AND PREPARE SPOKESPERSON(S) Washington Performing Arts Spokesperson(s) Spokespersons from Related Organizations
11 11 12
STEP 6: CONNECT WITH MEDIA
13
Key Media Notes: Key Messages Trick Questions Website, Blogs, And Social Media
13 14 15 17 17
CRISIS DIRECTORY
18
WPA Performance Venues Emergency Personnel and Local Officials
18 20
STEP 7: PRODROMES AND EVALUATION
22
Prodromes Evaluation Form APPENDIX News Release Scenario 1 Statement Scenario 2
2
2 3 4 5 5 6
22 22 22 22 24
UPDATED: November 1, 2018 Washington Performing Arts Crisis Communications Plan
Introduction
Washington Performing Arts 1400 K St NW #500 Washington, DC 20005 Crisis Communications Plan Dear Washington Performing Arts community: Enclosed is a plan designed to protect Washington Performing Arts (WPA) during an inevitable crisis. It is important you review the document, in its entirety, and familiarize yourself with action items that could save WPA in a moment’s notice. Washington Performing Arts has 50+ years of experience providing lifelong learning opportunities through arts education, youth involvement and community partnerships. WPA is unique because our partnerships across the DMV landscape. In order to preserve our historical foundations and influence, we need to be proactive. Crisis, in its purest form, is any situation that threatens integrity, reputation and resources key for successfully operation. The consequence of not having a rehearsed crisis plan includes financial instability, negative public opinion, crumbling leadership and layoffs. Simply stated, the plan is a personalized insurance policy created to protect our best interests. Additionally, it highlights our strengths in community; which we should all celebrate as our strongest defensive and offensive player. Please review and familiarize yourself with all of the various sections. I urge you to take special note of the mandatory rehearsal dates. Thank you for your time and commitment to Washington Performing Arts. Sincerely, Jenny Belfield CEO of Washington Performing Arts
3
UPDATED: November 1, 2018 Washington Performing Arts Crisis Communications Plan
Acknowledgment I have hereby reviewed the following crisis plan and I support the documents purpose, proposed crisis team and planned strategies. Washington Performing Arts Executive Committee to Date: 11/01/18 NAME
SIGNATURE
Jenny Belfield, President & CEO
_________________________________________
DATE __________
Douglas H. Wheeler, President Emeritus _________________________________________ __________ Tom Gallagher, Chair
_________________________________________ __________
Christina Co Mather, Vice Chair
_________________________________________ __________
Steven Kaplan, Vice Chair
_________________________________________ __________
Anthony Otten, Treasurer
_________________________________________ __________
Marike Paulsson, Secretary
_________________________________________ __________
Burton Fishman, Esq., General Counsel
_________________________________________ __________
Jeffrey Bauman
_________________________________________ __________
Jennifer Coulter
_________________________________________ __________
Kelly King Dibble
_________________________________________ __________
Robert S. Feinberg
_________________________________________ __________
Susan B. Hepner
_________________________________________ __________
Patricia Howell
_________________________________________ __________
David Marventano
_________________________________________ __________
Camden Miller (Junior Board)
_________________________________________ __________
John Olson
_________________________________________ __________
Shebbie Rice (Women's Committee)
_________________________________________ __________
James Sandman
_________________________________________ __________
Peter Shields
_________________________________________ __________
Reginald Van Lee
_________________________________________ __________
Matt Campbell*
_________________________________________ __________
Meiyu Tsung*
_________________________________________ __________
Amanda Sweet*
_________________________________________ __________
Scott Thureen*
_________________________________________ __________
C. Lorenzo Evans*
_________________________________________ __________
4
UPDATED: November 1, 2018 Washington Performing Arts Crisis Communications Plan
Rehearsal Dates Wednesday, December 5, 2018
Time/Locations:
Wednesday, June 5, 2019
Time/Location:
Thursday, December 5, 2019
Time/Location:
Thursday, June 4, 2020
Time/Location:
Friday, December 4, 2020
Time/Location:
Friday, June 4, 2021
Time/Location
Purpose and Objectives The purpose of the WPA crisis communications plan is to ensure all messaging and media interactions remain consistent with key messaging and values. The plan has been designed with clear leadership roles and tools to foster open relationships with our key publics. Additionally, the plan provides a structure for monitoring each crisis situation allowing Washington Performing Arts to grow according to lived experience. The objectives of the WPA crisis plan is to facilitate transparent communications always steering towards over communicating key messages and values. The plan will also show our local authenticity dedicated to community partners. Overview Purpose - Consistent messaging - Personalized messaging, humanize the organization - Monitor and find opportunities for further growth Objectives: - Facilitate transparent and timely communications - Always over communicate key messaging and values - Show how the organization is unique the DMV area
5
UPDATED: November 1, 2018 Washington Performing Arts Crisis Communications Plan
Possible Crises POSSIBILITY 0-5 (nearly impossible - highly probably)
POTENTIAL DAMAGE 0-5 (no damage - devastating damage)
Fatality
2
2
Workplace Violence
0
3
Performance Violence
2
3
Sickness/health concerns
0
2
Flood
0
3
Fire
0
1
Earthquake
0
1
Tornado
0
1
Bombing
0
2
Kidnapping
0
4
Cyber attacks
2
4
Data loss/theft
2
3
Budget cuts
3
3
Layoffs
2
3
Workplace discrimination
0
2
Sexual harassment
0
4
Political attacks
4
5
Ethical issues
2
3
Lawsuits
2
4
Drug Abuse
0
1
Bribery
0
4
CRISIS
6
UPDATED: November 1, 2018 Washington Performing Arts Crisis Communications Plan
STEP 1: NOTIFY CEO/SENIOR LEADERSHIP First person to catch wind of the crisis, potential or full blown, must calmly and quickly notify Jenny Belfield in person or over the phone as soon as possible. Please refrain from email. If Jenny is not available, notify Matt Campbell through the same channels. Jenny Belfield, President and CEO Primary Contact: Office: Address: Emergency Contact: Matt Campbell, Director of External Relations (Crisis Team Manager) Primary Contact: Office: Address: Emergency Contact:
STEP 2: CRISIS COMMUNICATIONS TEAM Jenny and/or Matt will alert the crisis team via phone, in person, or email to congregate in the crisis control center (specified in point of contact) as soon as possible. Matt Campbell, Director of External Relations, Crisis Manager Cell: Office/Ext: Home: Email: Address: Emergency Contact: Meiyu Tsung, Director of Individual Giving, Assistant Crisis Manager Cell: Office/Ext: Home: Email: Address: Emergency Contact: Amanda Sweet, Press and Media Relations, Public Relations Practitioner Cell: Office/Ext: Home: 7
UPDATED: November 1, 2018 Washington Performing Arts Crisis Communications Plan Email: Address: Emergency Contact: Scott Thureen, Creative Media and Analytics Manager, Webmaster Cell: Office/Ext: Home: Email: Address: Emergency Contact: External Relations Intern, Crisis Team Support Cell: Office/Ext: Home: Email: Address: Emergency Contact:
STEP 3: CRISIS CONTROL CENTER & INVENTORY Assess Situation Quickly: the crisis team will gather all necessary items and convene in the crisis control center, or secondary locations. The team will begin by developing fact sheets and establishing the appropriate crisis strategy. Crisis Control Center Primary location: WPA Office Board Room (1400 K St NW #500, Washington, DC 20005) Building Director: Building Manager: Front Desk: Secondary location: The Hay-Adams (800 16th St NW, Washington, DC 20006) Primary Contact: Secondary Contact: Front Desk: 0.4 miles from WPA Offices Remote location: conference phone line (number + pin) Equipment and Supplies Table/desks, chairs, paper, pens, pencils, whiteboard, dry erase markers, whiteboard erasers, WiFi, Wi-Fi passwords, stapler, printer, computers, computer chargers, coffee, snacks (protein bars, fruit, sandwiches), water, phones, fax machine, access to company website, access to social media accounts, crisis plan, WPA office building diagram, performance venue building diagrams,
8
UPDATED: November 1, 2018 Washington Performing Arts Crisis Communications Plan
copiers, documentation tools (audio tape, video camera, camera), flip charts, clipboards, first aid kits, etc. Pregatherd Information Annual reports, staff biographies, board member biographies, donor biographies (routine patrons), record of attendance, tax returns, performance calendars, past press releases, calendar listings, artist contracts, booking agency contracts, venue contracts, venue receipts, copy of artist payments, donor information, donation reports, employee biographies, deceased board member obituaries, financial statements, etc. Hard copies of these documents are stored in the office and at home with the crisis team. To access document in office please contact:
Nathan Alston, Special Assistant to the President & CEO Cell: Office/Ext: Home: Email: Address: Emergency Contact:
STEP 4: NOTIFYING PUBLICS Key Publics Enabling publics: maintain some control and authority over the organization - Stakeholders - Board of Directors - Honorary Directors - Past Chairs - Jenny Belfield, President & CEO - Douglas H. Wheeler, President Emeritus - Hayes Family - Corporate Partnerships - Legal representation - Major Donors Functional publics: the people involved with input/output operations. The people who make the organization work - WPA Employees - Performance venue partnerships: Baird Auditorium, Smithsonian Museum of Natural History, Coolidge Auditorium, Library of Congress (Thomas Jefferson Building), GW Lisner Auditorium, Harman Center for the Arts: Lansburgh Theatre, Sidney Harman Hall, The John F. Kennedy Center for the Performing Arts, McEvoy Auditorium, Smithsonian American Art Museum and National Portrait Gallery, The Music Center at Strathmore, Rasmuson Theater, Smithsonian National Museum of the American Indian and Sixth & I
9
Patrons Donors (major & minor)
UPDATED: November 1, 2018 Washington Performing Arts Crisis Communications Plan
- Talent - Talent Agency/Management - Suppliers/vendors - Venue personnel: in-house operations, ushers, ticket services, community volunteers Normative publics: outside groups with similar values and/or common interests - Performance venue partnerships: Baird Auditorium, Smithsonian Museum of Natural History, Coolidge Auditorium, Library of Congress (Thomas Jefferson Building), GW Lisner Auditorium, Harman Center for the Arts: Lansburgh Theatre, Sidney Harman Hall, The John F. Kennedy Center for the Performing Arts, McEvoy Auditorium, Smithsonian American Art Museum and National Portrait Gallery, The Music Center at Strathmore, Rasmuson Theater, Smithsonian National Museum of the American Indian and Sixth & I
- Competitors: Wolf Trap National Park for Performing Arts - Federal: National Endowment of the Arts - College/University arts programs: American University, George Mason etc... Diffused publics: infrequent interactions with organization, become involved through action - Victims - Media - Activists - Other businesses in the office building - Special interest groups: The Artist Union Inform Key Groups/Constituents: Crisis team will establish open lines of communication with internal publics to be maintained throughout crisis scenario. Outlets for Communication Internal Communications (Enabling & Functional): Phone, Email, Messenger, Letter, Newsletter,
Bulletin Board, Personal Visit, News Release, Meeting Options: - Companywide email outlining what happened, key messages, any precautions and/or actions to be taken by employees and contact information for crisis team. - Calling an emergency board meeting with options for people to call in/skype in - Sending out a video of Jenny delivering a message about the situation, what is being done and how internal publics should respond *Internal communications will be facilitated by Matt Campbell, Director of External Relations; Meiyu Tsung, Director of Individual Giving and Jenny Belfield, President and CEO. Employees will be provided with hard copies of media and social media crisis policy updated according to situation. Handouts should also include any necessary appendices of crisis plan. External Communications (Normative & Diffused): press conference, press release, social media (ex. Facebook Live video), statement on behalf of WPA, newsletter, etc.
10
UPDATED: November 1, 2018 Washington Performing Arts Crisis Communications Plan
**External communications will be facilitated by Matt Campbell, Crisis Manager; Amanda Sweet, PR Practitioner and Jenny Belfield, President and CEO. Scott Thureen, Webmaster, will direct all visual communications and web design.
STEP 5: ESTABLISH AND PREPARE SPOKESPERSON(S) Identify key spokesperson(s) and review key messaging (developed by crisis team) and any necessary media training Washington Performing Arts Spokesperson(s) Media Spokesperson: Jenny Belfield, President and CEO Cell: Office/Ext: Home: Email: Address: Emergency Contact: Tasks during crisis: speaking on behalf of the organization in the press, remain available to the crisis communications team, keeping in close proximity to the crisis center, and offering quick input on major decisions. Secondary Media Spokesperson: C. Lorenzo Evans III, Director of Finance and Chief Operating Officer Cell: Office/Ext: Home: Email: Address: Emergency Contact: Tasks during crisis: support Jenny and the crisis communications team with key messaging and objectives, remain available for taking on spokesperson duties at a moment’s notice, work closely with Jenny and crisis team if the scenario calls for more than one spokesperson.
Spokespersons from Related Organizations Coolidge Auditorium, Library of Congress (Thomas Jefferson Building)
Primary Contact: (name, phone) Secondary Contact: (name, phone) GW Lisner Auditorium
Primary Contact: 11
UPDATED: November 1, 2018 Washington Performing Arts Crisis Communications Plan
Secondary Contact: Harman Center for the Arts: Lansburgh Theatre
Primary Contact: Secondary Contact: Sidney Harman Hall
Primary Contact: Secondary Contact: The John F. Kennedy Center for the Performing Arts
Primary Contact: Secondary Contact: McEvoy Auditorium, Smithsonian American Art Museum and National Portrait Gallery
Primary Contact: Secondary Contact: The Music Center at Strathmore
Primary Contact: Secondary Contact: Rasmuson Theater, Smithsonian National Museum of the American Indian
Primary Contact: Secondary Contact: Sixth & I
Primary Contact: Secondary Contact: Bucklesweet
Primary Contact: Secondary Contact:
STEP 6: CONNECT WITH MEDIA Address and plan key media outlets preparing for questioning and talking points. Provide accurate and timely information on all associated communications platforms. Key Media Reminders: bad news in inevitable and remain conscious of deadlines PRINT
12
UPDATED: November 1, 2018 Washington Performing Arts Crisis Communications Plan Publication
Media Contact
Title
Notes
Media Contact
Title
Notes
Media Contact
Title
Notes
The Washington Post Washington City Paper Washington Diplomat The Georgetowner DC Metro Theatre Arts Washington Times Washington Classical Review Metro DC BROADCAST Publication WJLA WUSA-TV WMAR WRC-TV WTTG WUSA RADIO Publication WASH-FM – 97.1 WTOP-FM – WTOP 103.5 FM WWDC-FM – DC101 WKYS-FM – 93.9 WKYS WBIG-FM – Big 100.3 13
UPDATED: November 1, 2018 Washington Performing Arts Crisis Communications Plan WRQX-FM – Mix 107.3 WHUR-FM – WHUR 96.3 WIRE SERVICE Publication
Media Contact
Title
Notes
Associated Press Reuters
Notes:
14
-
If applicable, arrange daily/weekly phone conference between Spokesperson (most likely Jenny Belfield but depending on the crisis) and the media. Creating opportunities for reporters gather information regularly without having to pry and/or cause any further damage. The calls will be a controlled setting for Jenny to exercise her media training and strong communications skills.
-
Encourage visuals and the creative nature of the performance environment.
UPDATED: November 1, 2018 Washington Performing Arts Crisis Communications Plan
Key Messages Scenario 1: Death of an employee, board member, scheduled performer or a performer with a close relationship to the Washington Performing Arts community. Strategy: Empathetic Message Mapping (Community/Victims family first, WPA response second) 1. Empathy/caring statement with a conclusion connecting to WPA community 2. Three clear and concise key messages 3. Restate Conclusion 4. Address future actions Model for Scenario 1 Opening Statement: Washington Performing Arts expresses our deepest sympathies to the [family name]. [Name] was an integral part of our organization known for [personal statement about personality, role, etc.]. Key message 1: [Name] passed from [cause of death]. Our team is working to investigate the cause of the events [if it was an in-house incident] and ensure [name]’s legacy within the organization will be memorialized. Key message 2: Please give the family time to grieve during this time. A memorial service will be held at our partner venue Sixth & I at [date/time/location details]. Key message 3: More information on [name] and her/his life can be found on our website and in the obituary published [day/publication]. *Refer to Appendix for news release* Scenario 2: The e-ticket booking system crashes on the first day of the SHIFT: Festival of American Orchestras. Strategy: Know --- Do ---- Go 1. Start with a message of empathy showing you care i. People want to know you care before they care what you know 2. Write out your key messages as a team discussing values of the organization and priorities during the crisis i. Key message 1: What’s the most important to know? ii. Key message 2: What is the most important to do? iii. Key message 3: Where can people go to find out more information? 3. Deliver your message is the fastest most appropriate means of transparent and honest communication Model Statement for Scenario 2 15
UPDATED: November 1, 2018 Washington Performing Arts Crisis Communications Plan
Opening Statement: The Washington Performing Arts e-ticketing system has been shut down due to a technological glitch. We apologize for the inconvenience and we are working on recovering the system. Key message 1: The WPA team is diligently working to recover our e ticket system directly related to the timely performance of [ensemble, artist, troupe] performance [date]. Key message 2: Patrons and guests should arrive early for manual check-in. All e-tickets purchased before [date of latest record] will be honored and additional tickets will be sold at the door. Key message 3: More information on e ticket services, and [performance], our team will be providing updated information on our website and social media platforms. *Refer to Appendix for statement ### Key messaging for multiple crises situations: - Washington Performing Arts provides lifelong learning opportunities through arts education, youth involvement and community partnerships. - It is our goal to provide varied content and tradition offering new perspectives to the Washington community. - Washington Performing Arts supports and nurtures artists of all backgrounds, cultures and genres. What to consider when crafting key messages according to unique crisis: -
16
Emphasis commitment and/or any changes to the mission statement Over communicate concise and rehearsed statements Remain conscious of sound bites during all press coverage Exercise TRANSPARENT and TIMELY information
UPDATED: November 1, 2018 Washington Performing Arts Crisis Communications Plan
Trick Questions 1. How did the crisis start? What exactly was the mistake? i. The [crisis] is under investigation and updated information will be available on our website. ii. [Statement about when the crisis happened] Even after 50+ years of offering performance and educational opportunities to DMV audiences, Washington Performing Arts continues to learn from our experiences. 2. Who were the employees involved in the cause of the crisis? i. The Washington Performing Arts community prides itself on our relationships and partnerships. We therefore approach the situation as a collective. 3. Who takes responsibility for the crisis happening? i. The WPA is addressing the situation as a community and we continue to support all of our publics during this period. 4. Are you going to provide refunds for patrons? (scenario: cancelled performance) i. Refunds will be automatically credited, and season tickets will be honored for an additional performance to be announced at a later date. Please contact ticket services for more information. 5. How did does the crisis affect your relationship with stakeholders? i. Washington Performing Arts remains in constant communications with stakeholders, as they are valued members active in our community. 6. Has there been any deaths or injuries reported as a result of this issue? What are you doing to handle these situations, compared to [previous situation if applicable]? (scenario: terrorism, deadly accident) i. Due to the seriousness of the event, WPA is working with local officials to inform next of kin before releasing further details. Moving forward WPA will be hosting memorial services for the victims and offering support services to the families. Website, Blogs, And Social Media Official website: https://www.washingtonperformingarts.org/ Dark website: Facebook: https://www.facebook.com/WashingtonPerformingArtsSociety/ Instagram (@washingtonperformingarts): https://www.instagram.com/washingtonperformingarts/ Twitter (WashPerfomArts): https://twitter.com/WashPerformArts
Consistently link content to hashtags (#WashingtonPerformingArts #WPA), community partners, WPA website and press covering performances. **Scott Thureen, Creative Media and Analytics Manager and Crisis Webmaster is responsible for website, blogs and social media**
17
UPDATED: November 1, 2018 Washington Performing Arts Crisis Communications Plan
CRISIS DIRECTORY WPA Performance Venues Baird Auditorium, Smithsonian Museum of Natural History 1001 Constitution Avenue NW Washington, DC (202) 633-3030 https://naturalhistory.si.edu/visit/ Metrorail: Federal Triangle (Blue/Orange/Silver Lines), 12th Street exit; Archives-Navy Memorial– Penn Quarter (Yellow/Green Lines) Coolidge Auditorium, Library of Congress (Thomas Jefferson Building) 10 1st Street SE Washington, DC (202) 707-8000 https://www.loc.gov/visit/ Metrorail: Capitol South (Blue/Orange/Silver Lines) GW Lisner Auditorium 730 21st Street NW Washington, DC 20052 (202) 994-6851 www.lisner.org Metrorail: Foggy Bottom/GWU (Blue/Orange lines) Harman Center for the Arts Lansburgh Theatre 450 7th Street NW Washington, DC 20004 (202) 547-1122 www.shakespearetheatre.org Metrorail: Gallery Place/Chinatown (Red, Yellow/Green lines); Archives-Navy Memorial-Penn Quarter (Yellow/Green lines) Sidney Harman Hall 610 F Street NW Washington, DC 20004 (202) 547-1122 www.shakespearetheatre.org Metrorail: Gallery Place/Chinatown (Red, Yellow/Green lines); Archives-Navy Memorial-Penn Quarter (Yellow/Green lines) The John F. Kennedy Center for the Performing Arts Concert Hall, Terrace Theater 2700 F Street NW, Washington, DC 20566 18
UPDATED: November 1, 2018 Washington Performing Arts Crisis Communications Plan (202) 467-4600 www.kennedy-center.org Metrorail: Foggy Bottom/GWU (Blue/Orange lines) McEvoy Auditorium, Smithsonian American Art Museum and National Portrait Gallery 8th & G Streets NW Washington, DC 20001 (202) 633-7970 https://americanart.si.edu/visit/about/architecture/mcevoy/ Metrorail: Gallery Place-Chinatown (Red, Yellow/Green Lines), 9th Street/Galleries exit The Music Center at Strathmore 5301 Tuckerman Lane North Bethesda, MD 20852 (301) 581-5100 www.strathmore.org Metrorail: Grosvenor-Strathmore Metro (Red line) Rasmuson Theater, Smithsonian National Museum of the American Indian 4th Street & Independence Avenue SW Washington, DC 20560 202-633-1000 http://nmai.si.edu/visit/washington/theaters/ Metrorail: L’Enfant Plaza (Blue/Orange/Silver, Green/ Yellow Lines), Maryland Avenue/Smithsonian Museums exit Sixth & I 600 I Street NW Washington, DC 20001 Administration: (202) 408-3100 • Ticket Sales: (877) 987-6487 www.sixthandi.org Metrorail: Gallery Place-Chinatown (Red, Yellow/Green lines); use the 7th and H Street exit
19
UPDATED: November 1, 2018 Washington Performing Arts Crisis Communications Plan
Emergency Personnel and Local Officials WPA Office
Local Police Department
Local Fire Department
Washington Performing Arts Office 1400 K Street NW Suite 500 Washington DC, 20005
Washington DC Fire Station 1 2225 M St NW Washington, DC 20007 (202) 673 3201 1.4 miles away
Washington DC Metropolitan Police Department- Third District 1620 V St NW Washington, DC 20009 (202) 673 6815 1.4 miles away
WPA Sponsored Performance Venue
Local Police Department
Local Fire Department
Baird Auditorium, Smithsonian Museum of Natural History
First District Station 101 M Street, SW Washington, DC 20024 Phone: (202) 698-0555 Police Service Area: 107
Battalion 1 1342 Florida Ave NE Washington, DC 20001 For emergencies, call: 911 For non-emergencies, call: (202) 673-3210
Coolidge Auditorium, Library First District Station of Congress (Thomas Jefferson 101 M Street, SW Building) Washington, DC 20024 Phone: (202) 698-0555 Police Service Area: 103
Battalion 6 439 New Jersey Ave NW Washington, DC 20001 For emergencies, call: 911 For non-emergencies, call: (202) 673-3203
GW Lisner Auditorium
Second District Station 3320 Idaho Avenue, NW Washington, DC 20016 Phone: (202) 715-7300 Fax: (202) 715-7382 Police Service Area: 207
Battalion 6 2119 G Street NW Washington, DC 20037 For emergencies, call: 911 For non-emergencies, call: (202) 673-3223
Harman Center for the Arts: Lansburgh Theatre
First District Station 101 M Street, SW Washington, DC 20024 Phone: (202) 698-0555 Police Service Area: 102
Battalion 6 500 F Street NW Washington, DC 20001 For emergencies, call: 911 For non-emergencies, call: (202) 673-3202
Sidney Harman Hall
First District Station 101 M Street, SW Washington, DC 20024
Battalion 6 500 F Street NW Washington, DC 20001
20
UPDATED: November 1, 2018 Washington Performing Arts Crisis Communications Plan Phone: (202) 698-0555 Police Service Area: 102
For emergencies, call: 911 For non-emergencies, call: (202) 673-3202
The John F. Kennedy Center for the Performing Arts
Second District Station 3320 Idaho Avenue, NW Washington, DC 20016 Phone: (202) 715-7300 Fax: (202) 715-7382 Police Service Area: 207
Battalion 6 2119 G Street NW Washington, DC 20037 For emergencies, call: 911 For non-emergencies, call: (202) 673-3223
McEvoy Auditorium, Smithsonian American Art Museum and National Portrait Gallery
First District Station 101 M Street, SW Washington, DC 20024 Phone: (202) 698-0555 Police Service Area: 102
Battalion 6 439 New Jersey Ave NW Washington, DC 20001 For emergencies, call: 911 For non-emergencies, call: (202) 673-3203
The Music Center at Strathmore
Montgomery County Police Department 2D 4823 Rugby Ave Bethesda, MD 20814 Phone: (240) 773-6700
Bethesda Fire Station 26 6700 Democracy Blvd Bethesda, MD 20817 (240) 773-4726
Rasmuson Theater, First District Station Smithsonian National Museum 101 M Street, SW of the American Indian Washington, DC 20024 Phone: (202) 698-0555 Police Service Area: 101
Battalion 6 400 E St. SW Washington, DC 20024 For emergencies, call: 911 For non-emergencies, call: (202) 673-3213
Sixth & I
Battalion 6 500 F Street NW Washington, DC 20001 For emergencies, call: 911 For non-emergencies, call: (202) 673-3202
21
First District Station 101 M Street, SW Washington, DC 20024 Phone: (202) 698-0555 Police Service Area: 102
UPDATED: November 1, 2018 Washington Performing Arts Crisis Communications Plan
STEP 7: PRODROMES AND EVALUATION Evaluate what went wrong and how you can better prepare for future issues of similar regard. Add to the following lists as your team sees fit. Prodromes Prodromes: beginning signs of crisis
- Internal tensions between employees, board of directors, leadership roles - Legislation connected to arts funding and performing arts - Budget cuts - Sudden change in leadership - Decreased revenue - Controversial performances/artists - Increased appointments and meetings conflicting with office work Evaluation Form 1. What worked and why? 2. Where could you have done more? 3. What were some of the lessons learned? 4. How could we have been more prepared? 5. Were the planned key messages effective? 6. Did we successfully reach all key publics? 7. Did we successfully balance internal and external communications? 8. Was the crisis control center effective? 9. Where could we have spent more time? 10. What could we have done sooner? 11. Did the crisis damage WPA’s reputation? How so? 12. Was the key spokesperson effective? Was one enough? 13. What was our primary platform of communication and why? 14. What changes should be made to the crisis plan? 15. Did the crisis communications team exercise healthy leaderships and efficiency? ###
22
UPDATED: November 1, 2018 Washington Performing Arts Crisis Communications Plan
APPENDIX News Release Scenario 1 Headline: Washington Performing Arts Executive Board Member Passes Away Subhead: [Name] died Thursday evening from complications following surgery FOR IMMEDIATE RELEASE [DATE] (WASHINGTON)- [full name and title] passed away Thursday evening at home with [his/her/their] family following a long battle with [sickness/type of surgery]. [Last name] was a beloved member of the Washington Performing Arts board and [he/she/they] will be remember for their dedication to arts education and trained ear in classical music. “Our deepest sympathies go out to the [last name] family during this time. [Name/title] was a gifted musician and proud patron who thrived in the performance setting” each in said Jenny Belfield, President and CEO of Washington Performing Arts “[his/her/their] friendly character and clear visions has left a lasting legacy on the organization moving forward.” Washington Performing Arts will hold a memorial service [date time] at Sixth & I presenting [performance/artist], a favorite of [name]. More information on [name] and [his/her/their] life can be found in the obituary published on [date] in the [publication]. ### Media Contact: Amanda Sweet, Press and Media Relations amanda@bucklesweetmedia.com Phone:
23
UPDATED: November 1, 2018 Washington Performing Arts Crisis Communications Plan
Statement Scenario 2 To be posted on the Washington Performing Arts dark website and social media platforms. The Washington Performing Arts e-ticketing system is shut down due to a minor technological glitch. We apologize for any inconvenience and confirm tonight’s performance of the [insert ensemble/artist] at [time] in the [performance venue/theatre] will run as scheduled. E-tickets purchased before [last date/time before glitch occurred] will be honored through manual check-in and all additional tickets will be sold at the door. Information concerning future events will be available on our website and social media platforms once system has been recovered. Thank you for your patience and enjoy the show! ### Media Contact: Amanda Sweet, Press and Media Relations amanda@bucklesweetmedia.com Phone:
24