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GENE SLAY’S BOYS’ CLUB
CRISIS COMMUNICATIONS
PLAN
The Gene Slay’s Boys’ Club Crisis Communication
Plan has been developed to provide sufficient
guidance to directors and staff in providing the
most effective and timely response to any type of
crisis situation that directly affects GSBC.
Draftedby: Brittany Parker
August 2015
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Table of Contents___________________
Organizational Information................................................................................................................3
Our Mission....................................................................................................................................3
Who Are We...................................................................................................................................3
What We Do...................................................................................................................................3
Crisis Communication Plan.................................................................................................................5
Purpose..........................................................................................................................................5
What is a Crisis................................................................................................................................5
Contents of Plan..............................................................................................................................5
Objectives.......................................................................................................................................5
Crisis Preparation...............................................................................................................................6
Crisis Communications Media Training.............................................................................................6
Contacts ............................................................................................................................................7
Emergency......................................................................................................................................7
Media.............................................................................................................................................7
Other Contacts................................................................................................................................8
Stakeholders......................................................................................................................................9
Primary Stakeholders ......................................................................................................................9
Risk Assessment............................................................................................................................... 11
Risk Matrix....................................................................................................................................11
Questions to Ask........................................................................................................................... 11
Risk Types and Human Factors ......................................................................................................... 12
Natural Disasters........................................................................................................................... 12
Organizational Violence................................................................................................................. 13
Misconduct...................................................................................................................................14
Infectious Disease, Illness, and/or Medical Emergencies..................................................................15
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Crisis Messaging Strategies............................................................................................................... 16
Steps to Understanding Crisis ........................................................................................................16
Before a Crisis............................................................................................................................... 16
During a Crisis............................................................................................................................... 17
Additional Suggestions .................................................................................................................. 18
Media Relations Strategies............................................................................................................... 20
Media Access................................................................................................................................ 20
Strategies to Consider................................................................................................................... 20
Press Release................................................................................................................................ 21
Press Release Examples.................................................................................................................... 22
Social Media Plan............................................................................................................................. 25
Before Crisis..................................................................................................................................26
During Crisis..................................................................................................................................26
Social Media Message Templates...................................................................................................26
Plan Maintenance............................................................................................................................ 28
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Organizational Information
Our Mission
Gene Slay’s Boys’ Club’s mission is to empower each and every male youth who needs us by
facilitating self-recognition of their physical, intellectual and emotional potential.
Who Are We?
Initially a recreation center and safe haven, GSBC provides high quality holistic programs that
respect and meet the needs of at-risk youth through academics, leadership building, health,
athletics, and the arts.
Located in St. Louis, Missouri our program consist of 15 staff members across 4 departments:
Academic Support and Assistance
Healthy Lifestyles
Development
Maintenance
What We Do
During our 85-year history, Gene Slay’s Boys’ Club of St. Louis has touched the lives of
thousands of young people. GSBC offers comprehensive programming designed to empower
youth to become leaders, sustain meaningful relationships, develop a positive self-image,
participate in the democratic process, and respect the diversity of their world.
These objectives are accomplished by:
Helping members master reading and writing skills through GSBC’s Academic Support
and Assistance program.
Providing recreation and athletic programs designed to encourage: practice, teamwork,
healthy sportsmanship, physical growth, the development of fundamental skills, and a
basic knowledge of game rules.
Equipping youth with the tools to make healthier choices for a lifetime through our
health curriculum, food programming, and youth garden.
Inspiring youth to learn about and explore art in their daily lives through our arts
programming.
The impact of our programming can be seen though our members and their success:
100% of Junior Staff graduated from high school
100% of youth who tested below grade level and participated in the Literacy Program
increased their overall reading skill level last year
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80%of Junior Staff continued education beyond high school & the remaining 20 percent
entered full-time employment
598 youth participated in targeted programming
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Crisis Communication Plan
Purpose
This crisis communication plan provides policies and procedures for the coordination of internal
and external communications within Gene Slay’s Boy’s Club, and between stakeholders, the
media and the public during a crisis situation.
What is a Crisis?
A crisis is a situation that demands public response. This may be an emergency such as natural
disasters, violence, or infectious disease and illnesses. It could also include controversial issues
such as police investigations, organizational misconduct, or protest. Please note: This plan is
not intended to change the way emergencies are initially reported. All emergencies on GSBC’s
campus should be reported immediately to local emergency response departments.
Contents of Plan
This plan uses Crisis and Emergency Risk Communication (CERC) principals to address all stages
of crisis response, pre-crisis, initial, maintenance, resolution, and evaluation. The goal of this
crisis communications plan is to establish guidelines for dealing with a variety of situations and
to ensure that GSBC leadership and employees are familiar with those procedures and their
roles in the event of a crisis.
Objectives
To factually assess the situation and determine whether a communications response is
warranted.
To assemble a Crisis Communication Team that will make recommendations on
appropriate responses.
To implement immediate action to:
o Identify constituencies that should be informed about the situation.
o Communicate facts about the crisis.
o Minimize rumors.
o Restore order and/or confidence.
o Safeguard the reputation of Gene Slay’s Boy’s Club.
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Crisis Preparation
Crisis Communications MediaTraining
Training personnel before a crisis happens is essential for the rapid response that is necessary
to limit negative impacts to GSBC. Facing cameras and a litany of questions from the media is
much different than answering questions under less stressful circumstances. BAE Executive
Media Training (http://www.baeexecutivemediatraining.com/) offers training for such events,
however the Executive Director or other knowledgeable individuals may also provide
counseling to those who should serve as spokespeople or answer phones during a crisis.
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Contacts
Emergency
In case of an immediate emergency call: 911
Poison Control Center: 1800-366-8888
Fire Department: 314-533-3406
Police Department: 314-231-1212
Ambulance Service (St. Alexius): 314-865-7000
City of St. Louis Emergency Management Agency (CEMA): 314-445-5466
St. Louis County Police Department-Emergency Management Agency: 636-638-5400
Media
St. Louis KMOVNews
Name: Sarah Sanguinet
Email: sarah.sanguinet@kmov.com
Phone: 314-444-6333
Press Release Fax: 314-621-4775
St. Louis KSDK News
Name: 314-444-5125
Email: newstips@ksdk.com
St. Louis Dispatch
Name: Greg Jonsson
Email: gjonsson@post-dispatch.com
Phone: 314-340-8253
Name: Patrick E. Gauen
Email: pgauen@post-dispatch.com
Phone: 314-340-8154
St. Louis Fox 2 Now
News Tip Phone: 314-213-7831
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Other Contacts
St. Louis Health Department: https://www.stlouis-mo.gov/government/departments/health/
City of St. Louis Local Emergency Planning Commission: http://www.stlouiscitylepc.com/
LEPC members represent their communities and serve as resources for citizens to learn
about hazardous substances, emergency planning, as well as health and environmental
risks in their neighborhoods.
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Stakeholders
The following information is a list of groups who must be communicated with in the event of a
crisis.Allstaffshould be briefed on the crisis,soproper response to any questions from the media
and public will be consistently answered.
Primary Stakeholders
This group of stakeholders is to be notified immediately in person, by phone or email. Constant
updates should be given. This list will need to be reviewed and updated regularly. Please note:
although primary stakeholders, all staff and members are not listed. Their contact information
can be found through GSBC’s administrative office.
Leadership
Executive Director: Prescott Benson
Email prescottbenson.gsbcstl@gmail.com
Phone 314-772-5661
Director of Development: Robert Puricelli
Email
Phone
Youth Services Manager: TimWilliams
Email
Phone
Advisory Council
Betty Brucker
Email
Phone
Max Nall
Email
Phone
Michael Weisbrod
Email
Phone
Allison Williams
Email
Phone
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Board of Directors
Chairman of the Board: Gary E. Slay
Email
Phone
Director: Edward M. Finkelstein
Email
Phone
Executive Vice President:Jill SlayGarlich
Email
Phone
Director: Col.LeonardL. Griggs, Jr.
Email
Phone
Vice President:JosephT.Ambrose
Email
Phone
Director: CharlesKaram
Email
Phone
Vice President:JohnH. Purnell
Email
Phone
Director: JudithKing
Email
Phone
Vice President:BrianE. Ulione
Email
Phone
Director: AnnPace,CSJ
Email
Phone
Secretary: RaymondJ.Mungenast
Email
Phone
Director: JohnPeter,MD
Email
Phone
Treasurer: JohnSondag
Email
Phone
Director: Bill Schoenhard
Email
Phone
Director: KenBerresheim
Email
Phone
Director: Gary J.Prindiville,Sr.
Email
Phone
Director: JamesW. Eason,Esq.
Email
Phone
Director: Margaret J. Walsh
Email
Phone
Director: JohnFabickIV
Email
Phone
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Risk Assessment
Assessriskbydeterminingseverityof the problemcombinedwithprobabilityorlikelihoodthe crisisisto
occur.
Risk Matrix
PROBABILITY
Frequent Likely Occasional Seldom Unlikely
A B C D E
Catastrophic I
Extremely
High High
Moderate
Critical II Moderate
Moderate III High Moderate
Negligible IV Moderate Low
Questions to Ask
Timing
• How urgentisthe crisis/event?
• Is a deadline involved?
• What will happenif nothingisdone?
Trend
• Will the problemgetworse?
• Doesthe crisis/eventhave the potentialforgrowth?
Impact
• How seriousisthe problem?
• What are the effectsonpeople,products,environment,organization,etc.?
Process
• What are the past reasons/eventsorwhowasat fault?
• How isthe presentissue orsituationcorrected?How are future issuesorsituationsprevented?
• Decide whichareasof the crisisto workon first
• Choose the bestalternative solution
• Decide howtosuccessfullyimplementthe solution
SEVERITY
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Risk Types and Human Factors
The following threats are the most likely situations that could negatively impact GSBC’s image,
identity, and mission. This is not an exhaustive list of all crisis that warrant communication with
stakeholders, the community, and media. Failure to consider the following factors could result in
community mistrust, loss of members and donors, and cause partners to distance themselves.
During crisis consider the psychological states and behaviors typical to those under stress, as
they are unable to process information as efficiently or effectively as they would during non-
crisis times.
Natural Disaster
Due to Gene Slay’s geographical location it could be the victim of natural disasters that occur
with staff and members present. The most likely disasters GSBC could face are: severe lighting,
winter, and wind storms, hail, flooding, spread of fire and tornados.
Stakeholders will likely view GSBC as a victim in this type of situation unless harm is incurred. If
injury is a factor, it could result in GSBC appearing unprepared for emergencies and scattered.
The public may begin to question GSBC’s commitment to safety for their members and staff.
Possible Psychological States and Behaviors
States
Fear
Uncertainty
Anxiety
Dread
Hopelessness
Helplessness
Denial
Behaviors
Demanding special treatment
Accusations of providing preferential treatment
Unfounded predictions of greater devastation
Demand for information and next step
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Organizational Violence
Gene Slay’s Boys’ Club is committed to the safety and security of members, staff, and visitors.
Pease note: GSBC is a youth organization. There will be minor incidents which that do not
require the actions outlined throughout this plan. A Violent crisis situation involves a severe
physical altercation resulting in the need of outside intervention. Use best judgement when
determining routes of action.
Organizational violence could involve past and current employees, club members and/or
families and those from outside of the GSBC community. Violent actions could include, but are
not limited to, abduction, physical altercations with or without weapons and terroristic threats.
A severe act of violence could severely damage the reputation of GSBC if the public sees issue
with the club’s response. Stakeholders will closely examine GSBC’s preparation and response to
the violent act(s) that took place. They will seek to determine if the situation was unavoidable
or if GSBC shares some degree of responsibility.
If GSBC holds some degree of responsibility, it will severely damage the club’s image and
credibility as safe haven. GSBC would cooperate fully with authorities handling the matter (if
applicable) and issue joint statements to the media as to not jeopardize any investigation. GSBC
would express concern for anyone impacted to stakeholders and assure stakeholders that staff
and police (if applicable) will work together to determine additional safeguards to minimize
future occurrence.
Possible Psychological States and Behaviors
States
Fear
Anxiety
Anger
Dread
Hopelessness
Mistrust
Behaviors
Seeking blame
Desire for revenge
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Misconduct
All of GSBC's Programs are designed around instilling members with the Six Pillars of Character:
Trustworthiness, Respect, Responsibility, Fairness, Caring, & Citizenship. Gene Slay’s Boys’ Club
operates as a model of these traits. Allegations of misconduct will directly impact GSBC’s
integrity and mission.
GSBC should expect stakeholder, public and media scrutiny after an allegation of misconduct.
The club’s leadership and staff will likely be seen as perpetrators. These claims include, but are
not limited to: sexual, physical, and psychological abuse, harassment, and misappropriation of
funds or resources.
Gene Slay’s response to these allegations are most important. Depending on the situation,
GSBC could be seen as untrustworthy, underhand, and even prejudiced. The community will
likely feel taken advantage of and outranged. They will want to know how the situation is being
rectified.
There could be a loss of membership and sponsors, distrust from the community and intense
scrutiny. Media response will likely be critical and harsh. GSBC would cooperate fully with
authorities handling the matter (if applicable) and issue joint statements to the media as to not
jeopardize any investigation. GSBC would express concern for anyone impacted to stakeholders
and assure stakeholders that staff and police (if applicable) will work together to determine
additional safeguards to minimize future occurrence.
Possible Psychological States and Behaviors
States
Outrage
Mistrust
Uncertainty
Fear
Anxiety
Anger
Dread
Hopelessness
Behaviors
Seeking Blame
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Desire for revenge
Rumors
Demand for information
Infectious Disease, Illness, and/or Medical Emergencies
Both infectious diseases and illnesses and medical emergencies will cause alarm for
stakeholders. Gene Slay’s Boys’ Club will be held responsible for any decision that could have
prevented the situation. They likely will voice concern for the safety of GSBC members and the
public. Please Note: Small scale illness such as norovirus (flu) are expected and do not apply.
However, large scale and exotic illnesses and disease such as contaminated crops could
potentially reflect harshly on GSBC. Use best judgement when determining routes of action.
Risks of legal action accompany this crisis type.
Possible Psychological States and Behaviors
States
Outrage
Fear
Anxiety
Dread
Helplessness
Hopelessness
Uncertainty
Behaviors
Demanding special treatment
Accusations of providing preferential treatment
Unfounded predictions of greater devastation
Encouraging an unfair distrust of response organizations
Demand for safety and preventative information
Crisis Messaging Strategies
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In the event of a crisis at or involving GSBC, messages will be sent to necessary stakeholders,
affected individuals, and the residents within the neighborhood. The crisis communications team
will implement some, or all, of the steps outlined below based on circumstances. Throughout a
crisis, the team will meet frequently to review changing facts, assess whether key messages are
reaching audiences and determine whether strategies need to change. The success of this plan
rests on open and frequent communications among GSBC’s leadership and crisis communications
team.
In an emergency, GSBC’s goal is to issue its first communication to key audiences within 30
minutes of notification of the event, with regular updates as needed. Some situations may
require even faster initial communications.
Steps toUnderstanding Crisis Messaging Strategies
It’simportantto keepthese thingsinmindthroughoutthe crisis:
Gather – compile all known information as soon as available
Communicate – develop messaging for stakeholders, employees and media
Control – Understand the information that has already been reported, prevent any
rumors
Action – Response to media is to be conducted quickly and ethically
Record – Have record of crisis in order to better understand it and develop new
messaging strategies, to be released to public and all essential individuals
Before a Crisis
Develop a Crisis Communication Team
Possible roles and responsibilities include:
Official spokesperson
The spokesperson will be the primary contact for all in-person media inquiries. They will
run all press conferences and give most interviews during a crisis. They should be very
experienced in working with both print and broadcast media.
The spokesperson must be extremely knowledgeable about the organization and be
comfortable in front of a TV camera, with the ability to project calmand inspire
confidence. They also should know how to condense complicated arguments into key
talking points and how to stress those points in an interview without appearing to avoid
tough questions.
Public relations/Media relations expert
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This team member needs to establish and maintain relationships with the local media
before a crisis occurs. All reporters’ contact information should be kept up to date. This
team member will stay in constant contact with the spokesperson to develop and keep
GSBC’s messaging strategies on target. Depending on the circumstances of the crisis,
this person may need to fill the role as spokesperson or co-spokesperson.
Internal communications manager
This person's job is to look after the safety of all employees and constituents, which
could include families, members, vendors, neighbors and community leaders. If a crisis
occurs, the internal communications manager works with police and emergency officials
to communicate essential information to all internal stakeholders, such as the Board of
Directors and employees.
Legal counsel
This team member will provide legal advice and present a clear picture of potential
liabilities that GSBC’s decisions may incur.
Technical expert
This team member may be utilized to help understand why and how an event has
occurred.
During a Crisis
Primary Response
GSBC’s leadership and the crisis communications teams will carry out these initial tasks
immediately:
Send email and text messages as appropriate to notify Board of Directors and
employees of incident.
Send media alert as appropriate.
Send messages and update content through GSBC’s Facebook account.
Secondary Response
Once the Crisis Communication Team convenes, the following tasks will be carried out by this
team:
Create a Fact Sheet using known facts – determine which facts can and cannot be
released to the public — and determine whether a response is needed, and if that
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response is needed for all audiences. These facts will be used to fill in templates for
news releases, emails and other items that have already been developed.
Develop several key messages that will be included in all communications. One message
will address what GSBC is doing to ensure the safety of community members. Another
needs to be forward-looking and address what we are doing to make sure the crisis, or a
problem with our response, doesn’t happen again. The messages will change as
necessary and seek to keep people calm and informed as the crisis unfolds.
Determine who will act as spokespeople – In most cases, the Executive Director will be
responsible for communicating key messages, as he is the trusted leader of GSBC. When
necessary, the Director of Development or Chairman of the Board will also provide
information to stakeholders, depending on the situation.
Assign responsibilities to the crisis communications team to communicate the facts of
the situation and our response to key audiences. Each member will use approved
messages and templates for this effort. Whenever possible, the first groups that should
be informed about a crisis are internal audiences directly affected, such as employees,
members and families, emergency responders, county/state officials, industry,
developers, retailers, and residents. The next group typically would include the media.
Assign the receptionist, and Directors, if necessary, to handle phone calls and concerns
from stakeholders, using a script developed from the key messages and facts the crisis
communications team has developed.
Evaluate how to help our community recover, return to normal and, if needed, regain
faith in GSBC after the trigger event of the crisis is over, in coordination with GSBC
leadership. This may include the need for meetings, letters from the Executive Director
expressing sympathy, detailed plans to prevent another such crisis, etc.
Within 10 days of the end of the event, or as soon as possible following the event,
assess how this plan functioned and determine any needed updates for future crises.
Additional Suggestions
Ensure Credibility and Trust
Families and the community depend on Gene Slay’s Boy’s Club to provide their youth with the
best care. For communication to be successful during a crisis GSBC must establish credibility
and regain trust. Factors to Consider:
Empathy
Within 30 seconds of your message express empathy and caring, being sure to
acknowledge and validate the fear, pain, suffering, and uncertainty that those effected
may be feeling.
Openness
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Immediately state GSBC’s objectives for emergency response. Give the public enough
information to make informed personal decisions and allow them to observe the
emergency response process through social media and various other outlets.
Procedures and communication systems may limit the information that can be given. If
this is the case, be honest about it and explain why the information can’t be released.
Example statement:
“We are checking the information”
“We are notifying our organizations”
Audience
During a crisis there will be multiple audiences to address (i.e. those directly affected by
the emergency, those close to the area affected, emergency response personnel, media,
etc).
When creating messages consider the following audiences’ characteristics:
Education
Income level
Current subject knowledge and experience
Age
Languages spoken and read
Cultural background norms and values
Geographic location
Religious beliefs
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Media Relations Strategies
Contacting St. Louis media outlets will likely be necessary in the event of a crisis. Gene Slay can
establish credibility and elicit transparency if they are the first to report a situation. It would be
beneficial to include others (leadership team, board members, stakeholders, etc.) when
determining if and when to contact media outlets.
When dealing with media be sure to welcome and provide them with highly valued information
such as: diagrams, infographics, and drawings are incredibly useful. Respect their deadlines, if
the information doesn’t come from you they will find it somewhere else.
Emergency information can be provided to the media via:
Press releases
Press conferences (telephone, webcast) or media opportunities
Satellite media tours
Email distribution and broadcast faxes
GSBCSTL.org, video streaming, and webinars
Response to media calls
Social Media (for minor crisis)
MediaAccess
The media shall be allowed access to the site closest to the scene only after it has been
declared safe and any investigations have been completed, as well as any injured
persons have been evacuated from the scene. Media will be kept at an appropriate
distance from the area of the scene to protect the investigation and/or evidence.
If the crisis is not location-driven, press briefings will be held within the GSBC Complex,
in a conference room.
Members of the media shall have press credentials. GSBC’s leadership will need to be
aware of the deadlines that the media have in order to accommodate them as
necessary.
Regular briefings to the media during the crisis will be held to keep them informed as
new information is discovered. This will prevent the media from attempting to get the
story in other ways. Because of this, it will allow GSBC to establish and maintain
reliability and credibility during a crisis.
Strategies toConsider
Collaborate and develop unified messaging between GSBC and other organizations that
may be coordinating response efforts.
Make your points clear and consistent, answering the questions who, what, when,
where, why, how.
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If the media presents incorrect information, especially if harmful, quickly communicate
correct information to the public and media.
Deliver transparent and accurate information about what is known and unknown.
Communicate what GSBC is doing to investigate, rectify, and prevent the situation from
reoccurring.
Show empathy, care and compassion.
Express wishes: “I wish our answers were more definitive.”
Be accessible, work to accommodate journalists’ deadlines, and establish a schedule for
information releases.
Work to provide reporters with timely answers to their questions, access to experts, and
visuals to support their news stories.
Press Releases
GSBC’s initial press release will go to all media in the St. Louis area simultaneously. If possible,
this initial release shall:
Go out within the first hour (if not sooner) of the crisis.
Only announce core facts and actions for audience members to take.
Include safety information.
The initial release shall contain all the information that GSBC feels pertinent to give without
putting the safety of individuals at risk. The release shall be factually accurate and be reviewed
by GSBC leadership before being released.
GSBC shall be prepared to receive numerous calls from the media after the initial release. It is
imperative for the spokesperson to be available to make any additional statements or clarify
information to prevent further/any rumors. The information given in the release will be used for
the basis of any verbal comments to the media. The comments given by the spokesperson and
the initial release shall answer reporter’s questions while being positive and/or proactive about
the action taken by GSBC.
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Press Release Examples
Crisis type: Infectious Disease and Illness/Medical Emergency
Press Release
For Immediate Release
(Date)
(Spokesperson’s name)
Gene Slay’s Boys’ Club
(Spokesperson’s #)
(Fax #)
(Email)
Confirmed Cases of Meningitis at Gene Slay’s Boys’ Club
(St. Louis, MO – July 10, 2015)-Today, the St. Louis Health Department and Gene
Slay’s Boys’ Club (GSBC) confirmed the 4th case of meningitis in a club member.
Meningitis can cause serious and even fatal infections. Persons with meningitis may
experience (Symptoms).
The department of health and GSBC are working together to determine the source of
the illness. Gene Slay’s Boys’ Club will remain open and provide students with
prepackaged lunches and beverages donated by Operation Food Search, an
organization dedicated to distributing free food to St. Louis’ poor and hungry citizens.
The St. Louis Health Department and Gene Slay’s Boys’ Club are asking families and
those who have possibly been exposed to immediately seek health care if they begin to
experience symptoms.
For more information about meningitis visit the CDC’s meningitis information page at
http://www.cdc.gov/meningitis/index.html.
###
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Crisis type: Natural Disaster
Press Release
For Immediate Release
(Date)
(Spokesperson’s name)
Gene Slay’s Boys’ Club
(Spokesperson’s #)
(Fax #)
(Email)
Heavy Winds Cause Damage at Gene Slay’s Boys’ Club
(St. Louis, MO – July 10, 2015)-Wednesday night’s heavy winds caused substantial
damage at Gene Slay’s Boys’ Club, located in South St. Louis’ Soulard neighborhood.
The club’s gymnasium obtained the most damage and will continue normal operation
hours during clean up and repair.
“Luckily we have emergency plans for situations like this, said Prescott Benson,
Executive Director of the club, but we are still thankful our members could avoid this
event.” The gym is projected to be in working order by the end of next week.
Gene Slay’s Boys’ Club has offered comprehensive programming to youth in the St.
Louis area for over 85 years. For more information about how you can help with clean
up visit gsbcstl.org.
###
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Crisis type: Organizational Violence
Press Release
For Immediate Release
(Date)
(Spokesperson’s name)
Gene Slay’s Boys’ Club
(Spokesperson’s #)
(Fax #)
(Email)
Gene Slay’s Boys’ Club Cooperates in Kidnapping Investigation
(St. Louis, MO – July 10, 2015)-Gene Slay’s Boys’ Club (GSBC) is cooperating with law
enforcement officials in the investigation of the kidnapping of a member which happened
during the organization’s operating hours on Thursday, July 9. Because of the sensitivity
and nature of the incident, and because there is an open investigation, we cannot provide
any further details at this time. Our thoughts and prayers are with the victim and the
victim’s family.
GSBC will continue to work with officials to aid in their investigation. We encourage
anyone who witnessed anything suspicious to please call the St. Louis Police
Department at (314) 231-1212.
(Follow-up following investigation would include information about possible policy
changes, etc. that might help prevent such an occurrence in the future.)
###
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Social Media Plan
GSBC utilizes social media during non-crisis and crisis times. It is through social media that GSBC
reaches a larger audience and communicate quickly and efficiently. The established Facebook
page and YouTube account will be used to engage with stakeholders, the public, and media
through dialogue and the monitoring and sharing of information.
Platform Address Crisis Stage Suggested
Content
Facebook https://www.facebook.com/gsbcstl Before: Post pictures,
daily/weekly updates, and
member and staff videos.
Encourage discussion and
participation in club
events.
During: Post initial crisis
messages and continuous
updates, respond to
questions, comments, and
address misinformation.
After: Post updates and
thank you messages, post
pictures depicting
progress and returns to
normalcy.
YouTube https://www.youtube.com/user/GeneSlaysBoysClub Before: Post videos
featuring members, daily
life, and events at the
GSBC.
During: Publish
informative videos,
webinars, and media
releases related to the
crisis.
After: Post updates and
thank you messages, post
pictures depicting
progress and returns to
normalcy.
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Before Crisis
GSBC should continue to foster relationships with the community through Facebook and
Youtube, while considering the possibility of a Twitter page. These pages assist in solidifying
GSBC’s trust and credibility by serving as a communication highway between GSBC, the
community, and all other constituents.
Possible Goals for Social Media
Increase/establish followers on all social media platforms.
Community/public relationship building: post pictures, videos, and links showing GSBC
“in action.”
Incorporate opportunities for active dialogue with followers: Pose questions, respond to
posts from others, and involve followers.
During a Crisis
During a crisis GSBC’s social media platforms can be used to distribute information, provide
emotional support, create partnerships with the public, and collaborate with credible sources
and other organizations such as the St. Louis Health Department. Similar to press releases,
social media communication should establish trust, honesty and transparency.
Possible Goals
Provide critical information related to the crisis
Listen and address public concern
Assist in connecting people with links to additional information
Manage and respond to rumors and misinformation
Provide emotional support by sending empathetic and sorrowful messages
Social MediaMessage Templates
These templates are merely suggestions. When posting to social media outlets, it is advised that
messages be sincere and empathic, rather than too formulated.
In some cases, information may be vague, as in to protect an ongoing police investigation.
"Our official statement on today's incident [or other appropriate descriptive noun] will be issued
shortly."
Facebook
Gene Slay’s Boys’ Club has confirmed that [insert crisis]. It occurred at [insert time and
location]. Initial measures are being taken to ensure the safety of [insert those directly
and indirectly affected] who may be affected by this [insert crisis]. We will have updated
information in our next incident briefing at [insert time] and will also immediately share
any critical information if any becomes available.
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For over 85 years Gene Slay’s Boys’ Club has been committed to serving our members
and community with integrity. This is why we are also shocked the allegations of
(misdeed). We are dedicated to uncovering the truth. We will provide updates as our
investigation develops.
YouTube (if determined necessary)
YouTube will be used to post videos to allow GSBC to better explain a crisis or its response. Such
videos will also be posted to Facebook.
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Plan Maintenance
In order to ensure the accuracy of this plan in terms of how to effectively and efficiently respond
to any type of crisis, this plan shall be updated, at minimum, once a year. It is ideal that this plan
will be reviewed by necessary stakeholders once a year. Lists shall be updated as needed, as well
as types of crises, and social media outlets. The effectiveness of each step within this plan shall
be reviewed to make sure lessons learned have been incorporated. In addition, any ineffective
steps shall be taken out of the plan in order to improve effectiveness and efficiency.
