The document outlines ICSHC's communications plan, including its audiences, tools, and strategies. It discusses the importance of managing ICSHC's image and perceptions. Key internal audiences are employees, clients, and the board. External audiences include funders, community leaders, and government. The plan describes guidelines for effective internal and external communications, including with the media, and a process for crisis communications.

1. ICSHC Communications Plan
May 2010
The Importance of Communications
The image that the Immaculate Conception Shelter & Housing Corporation
(ICSHC) presents to its various internal and external audiences is among its
most prized assets.
Positioned effectively, ICSHC’s image can result in it being viewed favorably and
positively by its constituencies and serve as a valuable tool in allowing the
organization to achieve its goals. Likewise, a negative perception of ICSHC can
damage relationships and make it difficult for business goals to be realized.
In communications, perception is everything. How ICSHC is perceived by
internal and external audiences alike is one of the most powerful influences in
whether the organization ultimately is a success.
Having the discipline to manage a communications strategy tied to the business
goals of the organization is key to ensuring our audiences perceptions of us are
and remain favorable.
Audiences of ICSHC
ICSHC has many audiences who have a stake in what we say and do.
Understanding each one, and addressing it according to its needs, is a critical
component of successful communications
It is vital for us to know and understand our various audiences so that
communications can be targeted to our goals and their needs. While the core
components of key messaging primarily stay the same, the tone, structure and
delivery methods could vary widely depending on the audience we’re targeting.
Internal Audiences
Our internal audiences are made up:
• ICSHC employees
• ICSHC clients
• The Board of Directors
External Audiences
External audiences are those stakeholders who are affected by what we say and
do and/or can have a critical impact on our business. They include:
• Funders and potential funders
• The community in which we operate and corresponding community
leadership

2. • Local, state and federal government officials
• The news media
Internal Communications
Effective internal communications is critically important because:
• It supports efforts to function more efficiently and effectively as an
organization.
• Regular, two-way communications result in motivated employees who are
better able to do their jobs.
• All employees have a responsibility to share relevant information in a
timely and appropriate manner.
• It has a positive effect on employee morale, motivation and loyalty.
• Since every internal audience member serves, in some fashion, as an
ambassador for the organization, it allows ICSHC, as much as possible, to
speak with a unified voice. With the proper knowledge and background,
every contact an internal audience member has with a member of the
public is an opportunity to build a positive impression of ICSHC.
Some general rules to guide internal communications include:
• It’s critical that internal audiences hear news first from internal sources
rather from outsiders.
• In order to maintain credibility, bad news should be communicated as
candidly, clearly and truthfully as good news.
• Because ICSHC’s internal audiences are fairly small and also well-
informed, it’s best to stay ahead of rumors by opting for more disclosure
rather than less, with regular updates as new information becomes
available.
• Because internal audiences place a certain level of importance in the
messages they receive (and remember them), it’s particularly important to
be certain that all information shared is accurate, honest and, when
necessary, approved for dissemination.
• Whenever possible, we communicate information internally before it is
communicated externally (employees and other internal audiences are
ambassadors to external constituencies).
• Operate under the assumption that all internal communications –
particularly when communicated generally across the organization or
through common tools such as e-mails – could be shared with external
audiences (including the news media).

3. Tools for communicating internally
Tools for communications information internally are many and varied. Never
underestimate the impact your external communications have on your internal
audiences. Because of this, be sure that internal messages are absolutely
consistent with those communicated externally. Different communications tools
will elicit different responses (e.g., face-to face, written). It is important to
consider the level of engagement you hope to achieve when designing your
communications strategy. Internal tools could include:
• One-on-one meetings
• Team meetings
• Memos
• E-mails
• Informal gatherings
• Workshops and training sessions
• Telephone conferences
• Newsletters
Employee engagement
Since the people who work for ICSHC are its most prized resource, employee
engagement is particularly important in ensuring the future growth of the
organization.
To engage, inspire and encourage all to move with independence toward the
same goals, the ways to communicate need to be aligned. Only then can the
organization manage, sustain and benefit from change. Different
communications call for different levels of engagement. The key is identifying
and attaining the appropriate level for the given task.
External Communications
Overview
• First point of contact for all media relations should be with the ICSHC
Executive Director (who may involve other members of the organization,
including staff and board members). Media who approach anyone in
the organization should be immediately referred to the Executive
Director.
• Any written communications to external audiences (news releases, white
papers, brochures) are expected to be accurate, timely and of high
editorial quality. Final approval of such written communications will be
through the Executive Director and/or Board Officers.
• Off-the-record” comments are not supported by the organization.
Background information is acceptable, but only through the process noted
above.
• We communicate with simple terms and definitions and avoid internal or
external jargon.

4. • Proprietary or company-sensitive information is never shared. We never
disclose financial information that is not available through public channels.
• Communications with other external audiences, including local, state and
federal government and regulatory officials and community leaders,
should only occur when approved through ICSHC’s approval process.
Media Relations
Guidance for communicating effectively with the media include:
• Better safe than sorry. All comments to the media should
come from approved and authorized spokespersons.
• Never forget it’s your interview. Whatever the situation – a
positive feature story or a crisis response – a media interview is
as much a forum for delivering key messages, as it is an
information-gathering exercise for a reporter.
• Stay focused on the message. Always have your key
messages clearly in mind before you begin an interview.
Deliver them in terms that will be understood by your intended
audience(s). It is often useful to use a specific or concrete
example that your audience can identify with. Remember that
the media is a conduit to your intended audience, not the
ultimate recipient of the information.
• It’s nothing personal. Understand that print and broadcast
media are businesses that thrive on excitement, conflict and
controversy (by some definition, “the news”). Also understand
that it’s the reporter’s job to ferry out new information that will
make the news interesting. Do not take personally a reporter’s
probing nature. Stay calm. Remember that a reporter is out to
get a story – not out to get you.
• Reporters are not your parents. Don’t treat them as you
would an authority figure. Relate to the media as you would a
community or political official.
• Reporters are people, too. As in any other dealings,
relationships must be established and nurtured for maximum
benefits.
• Be a source before you’re the story. Cultivate relationships
with area press so that you get out of front of your news.
Questions to watch out for
• Loaded, faulty premise. Correct the record before answering
the question (but don’t repeat the negative).
• Introduction by denial (the indirect quote). Be wary of
questions that you are tempted to answer with a simple “No,”
because they’re a common way for reporters to put negative
words in your mouth without actually getting you to say them (by
saying what it is that you denied). Questions that begin with
“Wouldn’t you say” or “Don’t you think” should raise concerns.

5. • A or B. Don’t feel obligated to choose. Neither suggested
response might be totally correct. Each might be accurate but,
in isolation, only convey part of what you need to say. Both
might be inaccurate. Point out the problem and move on.
• What if . . .? Don’t feel compelled to speculate, and certainly
not beyond your area of experience and expertise. Use such
questions as a springboard to bridge into your key messages.
• Reference to unknown statement or information. Don’t feel
obligated to comment on something with which you’re not
familiar.
• Personal. Answer only if YOU’RE comfortable.
• Proprietary/confidential. It is perfectly acceptable to simply
say that you will not discuss any proprietary or confidential
matters. Most if not all reporters will understand this.
Crisis Communications
Crisis preparedness is no longer a choice, it’s a crucial, strategic element of a
core business plan. Crises strike at the core of an organization’s intangible and
most important asset – its reputation.
A crisis situation can be defined as any incident that disrupts the organization’s
normal business operations or the ability to function and runs the risk of:
• Escalating in intensity
• Attracting close news media scrutiny
• Generating regulatory and/or government scrutiny
• Jeopardizing the positive image of the organization or its employees
• Damaging the organization’s financial standing in any significant way
A crisis communication process should go into effect whenever an incident
occurs that meets the definition of a crisis. When in doubt, consider it a crisis.
The key principles of managing crisis communications include:
• Institutionalize a concise but comprehensive process to deal with the
confusion and lack of information that generally accompanies a crisis
situation
• Establish a clear chain of command
• Identify a simple and universally understood method of identifying and
reporting a crisis
• Ensure accessibility of senior management whenever the plan is activated
• Focus comments around a single spokesperson for maximum control,
consistency and clarity
• Provide guidelines for developing appropriate public comment during a
crisis

6. • Identify the support network to launch and sustain a crisis communication
effort
• Continually monitor the media and target audience reaction and respond
appropriately
• Remain in continual contact with those resolving the crisis so that up-to-
date information can be communicated to relevant audiences
• Be honest and truthful
A process for managing crisis communications includes:
• Phase I – Activation
o Executive Director/Senior Program Coordinator alerted
o Director of Program Development on standby
o Fact-finding and verification begins
o Begin monitoring media
• Phase II – Preparation
o Begin documenting events/response
o Formulate strategy
o Develop and prioritize audiences
o Develop key messages
o Develop Q&A
o Draft and approve media release
• Phase III – Communication
o Notify internal audiences
o Notify media and other external audiences
o Respond immediately to any negative coverage
o Alter strategy based on results
• Phase I – closure
o Evaluate media coverage
o Meet with target audiences as necessary
o Declare incident closed
o Assess for improvement