A crisis management plan that was created for Cases in Crisis Management at UW-Green Bay. The plan was created and then tested in a mock-crisis situation over four hours of chaos, mayhem and fun. Following the use of the plan an imitation press conference was given based on the crises.
![center169545000<br />Weidner Center<br />Crisis Management Plan<br />Dr. Phillip G. Clampitt<br />Cases in Media Management<br />Revised: July 14, 2011<br />Copies: 2<br />Clampopotamus Communications<br />Angela Gilson<br />Quita Paul<br />Alex Young<br />centertop<br />Table of Contents:<br />Introduction………………………………………………………………………………………..3<br />Overview of Weidner Center………………………………………………………………….......4<br />Acknowledgements…………………………………………………………………………….….5<br />Crisis Management Team……………………………………………………………………..…..6<br />Crisis Management Team Contact Information…………………………………………...............7<br />Crisis Control Center……………………………………………………………………………...8<br />Crisis Rehearsal Information……………………………………………………………………...9<br />Crisis Assessment………………………………………………………………………………..10<br />Overview<br />Likely Crises<br />Severity Assessment <br />Incident Report Form……………………………………………………………………….……16<br />Prepared Press Kit………………………………………………………………………………..17<br />Communication Strategy Worksheet…………………………………………………………….18<br />Basic Stakeholder Analysis…………………………………………………………………...….19<br />Stakeholder Contact Sheet……………………………………………………………………….20<br />Business Continuity Plan………………………………………………………………………...21<br />Post-Crisis Evaluation……………………………………………………………………………22<br />Introduction<br />July 14, 2011<br />To the employees and volunteers of the Weidner Center:<br />Present in the following document is the Crisis Management Plan. This plan has been created, should a crisis occur, as a means of guidance and information.<br />It is crucial that the Crisis Management Plan be rehearsed regularly to guarantee a thorough knowledge and understanding in the case of a crisis. While practicing may seem mundane, it is important to treat this plan as though it were a real-life crisis. <br />We have been offering entertainment to the University of Wisconsin-Green Bay campus and its surrounding communities for more than a decade. Beyond entertainment, we have been providing a means for artistic and educational expression and take great pride in doing so. <br />In the years to come we can continue to provide first-class service, safety and entertainment for our patrons, employees and volunteers. The Crisis Management Plan provides the necessary framework for effective containment, analysis and continuity should the Weidner Center face a crisis in the future.<br />I take great pride in all who attend, work, volunteer and contribute to our organization. It is because of these individuals that we have had a successful past and a bright outlook for our future.<br />Sincerely,<br />Alex Young<br />Director of Crisis Communication, University of Wisconsin-Green Bay<br />centertop<br />Overview of Weidner Center:<br />The Weidner Center for the Performing Arts is located on the beautiful University of Wisconsin-Green Bay campus. The purpose of the center is to provide a variety of cultural, educational and entertainment performing arts to the local communities.<br />The Weidner Center has seven spaces, each providing a balance of impeccable acoustics and intimate sight lines. These spaces include:<br />Cofrin Family Hall<br />Fort Howard Hall<br />Studio One<br />Patrons Lounge<br />Balcony Lobby<br />Grand Foyer/Orchestra Lobby<br />Signature Lounge<br />The Weidner Center has hosted major Broadway performances and award-winning<br />musical artists. The balance of entertainment and education has allowed the Weidner Center to provide fantastic artistic shows for the students of UW-Green Bay and patrons of Northeastern Wisconsin. <br />centertop<br />Acknowledgements<br />We, the Crisis Management Team, listed below, have read and been informed about the content, requirements, and expectations of the Crisis Management Plan for the Weidner Center. I have received, reviewed, and agree to follow the guidelines in the Crisis Management Plan as a condition of my employment and my continuing employment at the Weidner Center. <br />I understand that should I have questions, I may consult with my immediate supervisor, human resources, or a member of the Crisis Management Team. <br />Should a crisis occur it is the responsibility of employees and volunteers to follow the steps laid before them in this document. The plan is only a reference and should be used to provide guidance in a crisis situation.<br />Employee Signature: _______________________________________<br />Employee Printed Name: Angela Gilson<br />Date: _________________________<br />Employee Signature: _______________________________________<br />Employee Printed Name: Quita Paul<br />Date: _________________________<br />Employee Signature: _______________________________________<br />Employee Printed Name: Alex Young<br />Date: _________________________<br />centertop<br />Crisis Management Team<br />Angela Gilson – Director of Public Affairs, Weidner Center Presents<br />Angela is the Director of Public Affairs for the Weidner Center Presents. She has been a member of the executive board for several years and has strong background in performing arts centers, having been employed on Broadway in New York City prior to her employment at Weidner Center Presents. Her creative ideas and thorough understanding of audiences is a great asset.<br />Quita Paul – Director of Community Affairs, Weidner Center Presents<br />Quita is the Director of Community Affairs for the Weidner Center Presents. She has been active in the organization and community for almost a decade. Her experience in radio and news broadcasting provides the analytical skills necessary to balance the needs of the Weidner Center with that of UW-Green Bay and surrounding communities.<br />Alex Young – Director of Crisis Communication, UW-Green Bay<br />Alex is the Director of Crisis Communication with UW-Green Bay. He has been with the university for only a few years but has taken great leaps and bounds in overcoming potential crises of the university. His previous experience in business management has given him the opportunity to showcase his problem-solving and professional communication.<br />centertop<br />Crisis Management Team Contact Information<br />Angela Gilson<br />Director of Public Affairs, Weidner Center Presents<br />Phone: (715) 771-9185<br />E-mail: Gilsam09@uwgb.edu<br />Quita Paul<br />Director of Community Affairs, Weidner Center Presents<br />Phone: (262) 349-1098<br />E-mail: Paulq24@uwgb.edu<br />Alex Young<br />Director of Crisis Communication, UW-Green Bay<br />Phone: (920) 606-7870<br />E-mail: Younaj16@uwgb.edu<br />centertop<br />Crisis Management Control Center<br />Location I: <br />Mary Ann Cofrin Hall<br />Room 224<br />2420 Nicolet Dr.<br />Green Bay, WI 54311<br />Available Equipment:<br />Computers (3)<br />Whiteboards<br />Projector and screen<br />High-speed wireless internet<br />Cell-phones (3)<br />Table and chairs<br />centertopCrisis Rehearsal Information<br />Because the occurrence of a crisis is not predictable the Crisis Management Plan will be practiced semiannually. This will allow the Crisis Management Team the opportunity to make critical adjustments to the plan as needed.<br />We have determined the following two dates for simulation of a crisis:<br />March 11, 2011<br />October 7, 2011<br />These dates are important because they fall during times when shows and activities<br />happen most frequently. Both dates allow ample time for new volunteers from UW-Green Bay to become familiar with the Weidner Center and its procedures. <br />A rehearsal is just that, a rehearsal. It is meant to provide a simulated environment where the Crisis Management Plan can be tested, adjusted and updated. <br />No matter how many rehearsals are performed a crisis cannot be anticipated. However, potential issues can be observed, analyzed and anticipated on a day-to-day basis. This continuous monitoring allows the Weidner Center to be proactive rather than reactive in regards to potential crises.<br />centertopCrisis Assessment:<br />Overview<br />A proactive approach is necessary in preparing for a crisis. <br />We have prepared an assessment of potential areas of risk for the Weidner Center. We have surveyed the industry to come up with issues the industry faces, focusing more importantly on issues that the Weidner Center could face.<br />After the analysis of issues we have evaluated the likelihood that any of these issues could turn into a crisis. Furthermore we provided detail into the impact the crisis would have on the Weidner Center. <br />This may include impacts that are:<br />Financial<br />Structural<br />Reputational<br />Environmental<br />Human<br />An incident report form has also been included to provide accurate documentation of actions taken during the crisis as well as after. By diligently documenting activities as they occur we will be able to provide a resource that can be used to analyze the effectiveness of communication. This will also help prevent similar crises from occurring in the future.<br />A worksheet has been created to help assist in decision making should a crisis occur. It<br />allows the Crisis Management Team as well as other members of the Weidner Center staff to see a step-by-step reference guide for decision making.<br />centertop<br />centertop<br />Crisis Assessment:<br />Likely Crises<br />Issues facing the Weidner Center can come in a variety of forms. The best way to treat a potential crisis is by anticipating the type of crisis that may occur.<br />In our risk assessment of the Weidner Center, we analyzed 1) the likelihood the crisis<br />would occur and 2) the impact the crisis would have. By measuring potential crises on these criteria we concluded the greatest areas of risk to the Weidner Center were:<br />Personnel crises – discrimination, management, employees<br />Event crises – shows, competitors<br />Violence crises – bomb threats, hostage situations<br />Structural crises – natural disasters, faulty construction<br />Reputation crises – scandals, support or affiliations <br />One thing to understand is that certain crises can cause other crises to occur. Because of<br />this relationship some crises will fall into more than one of the categories and require a diverse approach in finding a solution.<br />It is impossible to be prepared for every type of crisis but it is possible to be prepared for the most impactful ones. When analyzing the crises we provided a 1 to 10 rating based on both criteria. A list of five crises the Weidner Center will be most prepared for will have the highest combined rating and will be the focus of preparation.<br />The ratings of the potential crisis will be placed on the following graph to provide a visual understanding of what is the most likely and most impactful on the Weidner Center. <br />center199509500<br />center0This is just an example00This is just an example<br />22002754777105This is just an example00This is just an examplecentertop<br />centertop<br />Crisis Assessment:<br />Severity Assessment<br />Each of the following potential crises are followed with a rating, i.e. [3, 4]) that represents the likelihood of the crisis occurring [3] and the immediate impact on the Weidner Center [4]. This will then be followed by an overall score (likelihood x impact). The score will be plotted to analyze areas of risk.<br />Personnel crises<br />Discrimination [3, 7] (21)<br />Workplace violence [2, 9] (18)<br />Sexual harassment [2, 8] (16)<br />The Weidner Center is an equal opportunity employer and tries to maintain the highest<br />standards of customer service with its employees. Workplace discrimination, violence and harassment, intentional or not, will not be taken lightly. The employees and volunteers of the Weidner Center are representatives for the organization and should act accordingly. <br />The rules and standards put in place are to guarantee the best environment for cultural, educational and entertainment purposes. It is ultimately the responsibility of the employee to act in the manner that best represents themselves and the Weidner Center. <br />Event crises<br />Show cancelling last minute [3,10] (30)<br />New performing arts center created [3, 6] (18)<br />Vandalism to the facilities [2, 4] (8)<br />Customer satisfaction [5, 5] (25)<br />The Weidner Center cannot control the acts of outside parties. The decisions made by<br />customers, performers and educators are not directly controllable by the employees. However, the employees can make every effort to create a positive experience before, during and after a performance. <br />While employees and management can only react in certain situations, proactive efforts will make sure that any opportunity to please a customer will be made.<br />centertop<br />Violence crises<br />Bomb threat is made on the building [1,10] (10)<br />A gun is pulled and used at a show [1, 10] (10)<br />A fight breaks out at a performance [2,10] (20)<br />A gunman takes hostages inside building [1, 9] (9)<br />Violence of any kind is not tolerated inside our outside of the Weidner Center for the<br />Performing Arts. Violent actions put at risk the customers, performers and employees of the Weidner Center. <br />Actions taken by rogue individuals cannot be controlled. The Weidner Center can make every effort to have plans to mitigate damage and prevent future acts of violence from occurring. <br />Structural crises<br />Natural disasters [3, 9] (27)<br />Faulty construction causes balcony to collapse [1, 9] (9)<br />Structural integrity compromised because of poor maintenance [2, 8] (16)<br />The structure of the Weidner Center has been created using quality materials and<br />craftsmanship. Natural disasters cannot be controlled but proper maintenance and upkeep of the facilities will provide a means of limiting and preventing structural disasters.<br />Reputation crises<br />Employee scandal [3, 8] (24)<br />Illegal use of funding [1, 5] (5)<br />Affiliation with a show that the public disapproves of [4, 6] (24)<br />The reputation of the Weidner Center is just as important as the facility itself. The publics<br />will determine the success of the Weidner Center based on the reputation it keeps. This means a well-run organization physically must also be well-run verbally. With this in mind all actions will be made to keep the Weidner Center’s reputation well-received by publics, critics, performers and employees.<br />centercenter00centertop<br />______________________________________________________________________________<br />centertop<br />Incident Report Form<br />-3872755319200<br />CMT Member(s):___________________________ Date:____________ Time:____________<br />Informant:_________________________________ Channel Used:______________________<br />Date of Occurrence:_________ Time of Occurrence:_________<br />Location of Occurrence:______________________________<br />Details:_________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________<br />-3867158763000 <br />Stakeholder(s) of importance Contact Information Contacted<br />_____________________________ ______________________________ [Y] [N]<br />_____________________________ ______________________________ [Y] [N]<br />_____________________________ ______________________________ [Y] [N]<br />-38727513906500<br />Actions taken __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________<br />Possible actions<br />__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________<br />Impact of actions<br />__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________<br />centertop<br />______________________________________________________________________________<br />Prepared Media Kit<br />Our Mission<br />The mission of the Weidner Center for the Performing Arts, University of Wisconsin-Green Bay, is to present a wide variety of cultural, entertainment, and educational performing arts to the Northeastern Wisconsin community while also serving as a home for local and University performing arts ensembles.<br />Our Vision<br />The vision of the Weidner Center is to create a place for members of the community to be entertained and enriched. It is also the recognition that the Weidner Center is not just a place, but a program that evolves as the face of the community changes and diversifies. The Weidner Center will continue to respond to our changing community by providing more broad-based programs to appeal to audiences from all backgrounds and age groups.<br />Our History<br />The Edward W. Weidner Center for the Performing Arts opened its doors in 1993 and marked the beginning of a new era of arts and entertainment for the state of Wisconsin. The Weidner Center has received rave reviews from performers and audiences alike. Its outstanding acoustics, physical beauty and state-of-the-art accommodations combine to make it one of the finest performing halls in the United States.<br />Supplementary Information<br />Contact Sheet<br />Business cards<br />Annual schedule<br /> <br />______________________________________________________________________________<br />centertopCommunication Strategy Worksheet<br />This guide has been created to provide members of the Crisis Management Team as well as staff of the Weidner Center the framework for strategic and professional communication. Answering the following questions allows the Crisis Management Team to think strategically, communicate professionally and provide the best outcome for the Weidner Center and its patrons.<br />Crisis Analysis:<br />What is the crisis?<br />Has it been prepared for?<br />What facts do we have about the situation?<br />What type of crisis is it?<br />What impact has the crisis had?<br />What steps can we take to mitigate the crisis?<br />Audience Analysis:<br />What audience(s) is/are involved with the crisis?<br />How is/are the audience(s) affected?<br />How does the public view the crisis?<br />Who are the opinion leaders of the public and audiences?<br />Will the opinion leaders prove beneficial or should they be avoided?<br />Who will influence the opinion leaders and the public(s)?<br />How involved will the media be with this crisis?<br />How will the credibility and reputation be affected by the crisis?<br />Strategic and Tactical analysis:<br />What are the goals of our organization?<br />What are the goals of our communication?<br />What do we hope to achieve?<br />What is our core message?<br />How can all tactics communicate the core message?<br />What communication channels are available?<br />How do we convey our core message?<br />Who is the spokesperson in the situation?<br />centertop<br />Basic Stakeholder Analysis<br />,[object Object],______________________________________________________________________________<br />centertopStakeholder Contact Sheet<br />Police, Rescue and Fire Departments 911<br />Green Bay Police Department (Non-Emergency)<br />(920) 448-3200<br />Green Bay Fire Department (Non-Emergency)<br />(920) 448-3280<br />Brown County Sheriff<br />(920) 448-4219<br />Emergency Medical Services Help Line<br />1 (800) 440-3994<br />Weidner Center Staff:<br />Brock Neverman, General Manager<br />(920) 465-2759 – Office<br />(920) 469-1184 – Home<br />(920) 680-5133 – Cell <br />Kasha Huntowski, Director of Events<br />(920) 465-5076 – Office<br />(920) 217-1696 – Cell <br />Josh Koleske, Technical Director<br />(920) 465-2739 – Office<br />(920) 278-7137 – Home <br />(920) 475-6893 – Cell <br />Elizabeth Anderson, HM/Volunteer Coordinator<br />(920) 465-2810 – Office<br />(920) 336-2734 – Home <br />(920) 362-9183 – Cell <br />Jason Willard, Maintenance Supervisor<br />(920) 465-2127 – Office<br />UW-Green Bay Contacts<br />Public Safety<br />(920) 465-2300 – Office<br />Computer Help Desk<br />(920) 465-2309 – Office<br />Ticket Star<br />(800) 895-0071<br /> (920) 405-1123 – Emergency <br />A’viands<br />Patrick Niles, General Manager<br />(920) 471-5840<br />Tammy Swanson, Catering <br />(920) 327-9273<br />UW-Green Bay Chancellor’s Office<br />Paula Marcec<br />(920) 465-2208 – Office<br />Weidner Center Presents<br />Katie Green, President<br />(920) 465-5108 – Office <br />(920) 430-1110 – Home <br />(920) 819-8724 – Cell <br />Stephanie Maufort, Director of Operations<br />(920) 465-5107 – Office <br />(920) 494-5914 – Home <br />(920) 562-5277 – Cell <br />______________________________________________________________________________<br />centertopBusiness Continuity Plan<br />A Business Continuity Plan provides our organization with a direction in which to respond to a crisis. The plan is reviewed annually by the Crisis Management Team and key members of the Weidner Center, Weidner Center Presents and administration of UW-Green Bay. Policies are updated to accommodate changes in the Weidner Center and its surrounding environments.<br />In the event a crisis occurred and affected the patrons, employees, facilities or environment of the Weidner Center the following steps will be implemented to ensure the continuity of the organization:<br />All further shows are to be postponed pending the analysis of the Weidner Center staff, facilities and surroundings.<br />All members of the Weidner Center, Weidner Center Presents, UW-Green Bay administration and Crisis Management Team will convene to evaluate the state of the Weidner Center.<br />Patrons and shows affected by the postponement will be contacted to find reasonable accommodations for the future.<br />Policies and facilities will be reassessed and updated accordingly based on the outcome of the Business Continuity Plan steps one and two.<br />After necessary updates and maintenances have been made to the Weidner Center business may resume only after the General Manager of the Weidner Center, President of Weidner Center Presents, Chancellor of UW-Green Bay and Director of the Crisis Management Team have signed off on this document.<br />Should a crisis require evacuation and relocation of staff or patrons of the Weidner<br />Center please reference Emergency Action Guides located in the facilities.<br />______________________________________________________________________________<br />centertopPost-Crisis Evaluation<br />To provide a positive improvement for the Crisis Management Team and its procedures a post-crisis evaluation will be conducted. This evaluation will allow the Crisis Management Team to analyze the effectiveness of its communication internally and externally. <br />All staff, patrons, affiliates and others affected by the crisis will fill out the evaluation form so that the Weidner Center can continue to provide exceptional service in the future.<br />centertop<br />_____________________________________________________________________________<br />Post-Crisis Survey Form<br />Date of Crisis: ________________ Time: ____________ Location: ______________________<br />What was the crisis? Explain: ____________________________________________________________________________________________________________________________________________________________<br />How did the crisis affect you? Explain: __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________<br />What role did you have in the crisis? Explain: ____________________________________________________________________________________________________________________________________________________________<br />How was the crisis communicated to you? Explain: __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________<br />Was the crisis effectively communicated and managed? Explain:<br />________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________<br />What should we have done differently in the crisis? Explain: __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________<br />What still needs to be done after the crisis? Explain: __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________<br />centertop<br />Post-Crisis Evaluation Form<br />CMT Member:___________________________ Date: _____________ Time: ______________<br />Location of Crisis: _____________________________ Type of Crisis: ____________________<br />The Crisis Management Plan was followed. Circle One:<br /> Not at all Somewhat Completely <br /> 0 1 2 3 4 5 6 7 8 9 10<br />How did you learn of the crisis? Explain:<br />____________________________________________________________________________________________________________________________________________________________<br />How was the crisis management process used? Explain:<br />________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________<br />What was most effective about the Crisis Management Plan? Explain: ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________<br />What areas provided the most difficulty when using the Crisis Management Plan? Explain: ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________<br />What are your suggestions to better improve the Crisis Management Plan? Explain: ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________<br />](https://image.slidesharecdn.com/crisismanagementplan-13122472046957-phpapp02-110801200908-phpapp02/85/crisis-management-plan-1-320.jpg)
