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U.S. Fish & Wildlife Service Crisis Communications Plan 2016

Nicole S. Tsugawa

SUMMARY The U.S. Fish & Wildlife Service Crisis Communications Plan was last update on Nov. 14, 2016. This is an unofficial CCP created by Nicole Tsugawa for her Crisis Communications Class for her Masters in Strategic Communications at Washington State University.

U.S. Fish & Wildlife Service Department of the Interior

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Table of Contents

Introduction ..................................................................................................................... 4 Official Memorandum -‐ Message from the Director .......................................................... 4 Use of Plan ................................................................................................................................. 5

Agency Information ........................................................................................................ 5 Organization Chart ................................................................................................................... 5 Background ............................................................................................................................... 6 Mission and Vision ................................................................................................................... 7 Conservation Principles .......................................................................................................... 7

Potential Risks ................................................................................................................. 8 External Risks ........................................................................................................................... 8 Internal Risks ............................................................................................................................ 8

Crisis Communication Preparation ............................................................................. 8 Develop relationships with Stakeholders ........................................................................... 8 Practice the Crisis Communications Plan ............................................................................ 9 Social Media Use Before a Crisis ............................................................................................ 9 Service Social Media Platform Creation ............................................................................... 9 Posting on Service Social Media ............................................................................................ 9

During a Crisis ................................................................................................................ 10 Roles and Responsibilities ................................................................................................... 10 Joint Information System Team Members ......................................................................... 10 Joint Information System Response Plan ........................................................................... 11

Messaging Strategy ................................................................................................................ 12 Preliminary Steps -‐ Research: ............................................................................................. 12 Crafting the Messages – Create and Collaborate: .............................................................. 12 Getting the messages out – Action: ..................................................................................... 13 Assessing the messages – Did it work? ............................................................................... 13

Media Relations ...................................................................................................................... 13 Acknowledging Crisis to Media ........................................................................................... 13 General .................................................................................................................................. 14 As the Crisis Unfolds ............................................................................................................ 14 Media Opportunities ............................................................................................................ 14

Social Media Use During a Crisis ......................................................................................... 14 Stakeholders ........................................................................................................................... 15

Post Crisis ....................................................................................................................... 16

Appendixes ..................................................................................................................... 17 A. Joint Information Center Locations ................................................................................ 17

Headquarters ....................................................................................................................... 17


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Office of the Director .......................................................................................................... 17 Regional Offices .................................................................................................................. 17

B. Social Media ........................................................................................................................ 18 Platforms ............................................................................................................................... 18 Hashtags ................................................................................................................................ 18 Example Crisis Social Media Posts ................................................................................... 19

C. Media .................................................................................................................................... 19 Media Contacts ..................................................................................................................... 19 National and International Media ....................................................................................... 20

D. First 48 Hours Checklist ................................................................................................... 21 E. Joint Information Center Supplies Checklist .............................................................. 22 F. Press Release Template – Natural Disaster .................................................................. 24 G. Press Release Template – Illegal Wildlife Trade ......................................................... 25 H. Press Release Template – Employee Misconduct ....................................................... 26 I. Crisis Assessment Checklist ............................................................................................. 27


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Introduction Official Memorandum -‐ Message from the Director MEMORANDUM TO: All U.S. Fish & Wildlife Service Employees FROM: Director [signed and dated] SUBJECT: The U.S. Fish & Wildlife Service is not only dedicated to the conversation and enrichment of wildlife and habitats, but also to the safety and security of all American people in times of crisis. The U.S. Fish and Wildlife Service Crisis Communications Plan (attached) outlines the official and proper procedures to be followed Service-‐‑wide in times of crisis. Crises can range from natural disasters to illegal wildlife trafficking and everything in between and it is essential that as an agency we are prepared to quickly and efficiently respond to any crises that come our way so that the public has an understanding of the situation and is updated with accurate information as soon as possible. As the Director of the U.S. Fish & Wildlife Service I wholeheartedly endorse this Crisis Communications Plan. Attachment (1)


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Use of Plan The U.S. Fish & Wildlife Service (Service) Crisis Communications Plan (CCP) is to be used during a crisis either on a local or national level.

Agency Information Organization Chart Click here to go to the Service’s online organizational chart Click here to go to the Service’s online directory Title Name Location Director Dan Ashe Washington D.C. Associate Director Teresa Christopher Washington D.C. Deputy Director of Operations

Jim Kurth Washington D.C.

Deputy Director for Policy

Steve Guertin Washington D.C.

Assistant Director of External Affairs

Betsy Hildebrandt Washington D.C.

Regional Director (RD) – Region 1

Robyn Thorson Portland, Oregon

Assistant Regional Director (ARD) Region 1 – External Affairs (EA)

Jason Holm Portland, Oregon

Region 2 Org Chart (click here) RD – Region 2 Dr. Benjamin Tuggle Albuquerque, New

Mexico ARD Region 2 – EA Beth Britt Albuquerque, New

Mexico Region 3 Org Chart (click here) RD – Region 3 Tom Melius Bloomington, Minnesota ARD Region 3 – EA Charles Traxler Bloomington, Minnesota RD – Region 4 Cindy Dohner Atlanta, Georgia RD – Region 5 Wendi Weber Hadley, Massachusetts ARD Region 5 -‐‑ EA Terri Edwards Hadley, Massachusetts RD – Region 6 Noreen Walsh Denver, Colorado


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ARD Region 6 -‐‑ EA Anna Munoz Denver, Colorado Region 7 Org Chart (click here) RD – Region 7 Greg Siekaniec Anchorage, Alaska Region 8 Org Chart (click here) RD – Region 8 Paul Souza Sacramento, California ARD Region 8 -‐‑ EA Jody Holzworth Sacramento, California

Background

The Service originated in 1871 as the U.S. Commission on Fish and Fisheries with the main purpose of researching the supply of food fish and recommending solutions to its decline at the time. Now under the jurisdiction of the Department of the Interior (DOI), the U.S. Fish and Wildlife Service has since expanded its purpose and goals to include wildlife and habitats of all kinds. The Service has a long history of successfully protecting wildlife, fish, plants and their habitats by collaborating with the American people and other organizations (state, non-‐‑profit, private, etc.), Tribes, and agencies, connecting people with nature, educating the public, and through several Service programs, including:

• The Endangered Species Act (ESA) of 1973 in collaboration with the National Oceanic and Atmospheric Administration (including classification, recovery, and reclassification) under the Ecological Services Program,

• The National Wildlife Refuge Program, • The Law Enforcement Program, • The Migratory Birds Program, • The Fish and Aquatic Conservation Program, • The Science Applications Program (including Climate Change), • The Wildlife Sport and Fish Restoration Program, and • The Duck Stamp Program (which has raised over $850 million toward

bird conservation efforts).

The head of the Service is the Director, Dan Ashe (Feb. 2011 – current). The Service employs over 7,500 diverse people throughout the U.S. in over 700 field offices, seven regional offices, and a Headquarters facility in Washington D.C.

Recent Accomplishments in the Pacific Region (encompassing Oregon, Washington, Idaho, Hawaii, and other Pacific Islands):


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• Expansion of the Papahanamokuakea Marine National Monument -‐‑ http://www.papahanaumokuakea.gov/

• Down-‐‑listing of the Columbian White Tailed Deer from Endangered to Threatened -‐‑ https://www.fws.gov/oregonfwo/articles.cfm?id=149489413

• Continued recovery of the Hawaiian Ne Ne Goose from near extinction (30) in 1951 to approximately 1,950 today -‐‑ https://www.fws.gov/pacificislands/fauna/higoose.html

Mission and Vision

Mission: The U.S. Fish and Wildlife Service (Service) is a national public service agency and partner, dedicated to the conservation and enrichment of wildlife and habitats for the long-‐‑term benefit of the American people.

Vision: The vision of the Service is to continue the conservation and enrichment of wildlife and habitats through partnerships and preservation efforts for generations to come.

Conservation Principles

• Stewardship: Our ethic is to conserve natural resources for future generations.

• People: Our employees are our most valued asset. • Science: Our work is grounded in thorough, objective science. • Partnerships: We emphasize creative, innovative partnerships. • Professionalism: We hold ourselves to the highest ethical standards,

strive for excellence and respect others. • Legacy: We ensure the future of natural resource conservation by

connecting people with nature. • Service: It is our privilege to serve the American people.


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Potential Risks As a national public agency focused on wildlife and habitats, the Service faces many potential risks, including the following:

External Risks Type Example(s) Natural disaster Harm to property, wildlife, employees,

and visitors Health Risks Wildlife management in relation to

public health (mosquito management, physical activity, proper medication disposal, etc.)

Cyber incident Information security Terrorism incident Physical security Criminal/legal incident Illegal wildlife trade/smuggling,

current/former employee lawsuit Public Relations Letter response (decision

disagreement, etc.), protest Partner organization incident Related to any already listed

Internal Risks Type Example(s) Employee misconduct Harassment, insider threats, fraud Employee safety Organizational restructure such as

Presidential and Secretary of the Interior transition or exit/entry of Service Senior leadership positions, compliance issues, partner agency incident

Crisis Communication Preparation Develop relationships with Stakeholders Continually work on developing relationships with stakeholders. Communicate with stakeholders on events of interest. Build trust and confidence before a crisis occurs.


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Practice the Crisis Communications Plan Practice the Crisis Communications Plan with those involved on a quarterly basis. Make any updates needed to the CCP and communicate the changes to those involved as soon as possible.

Social Media Use Before a Crisis The Service will regularly utilize social media to interact with the public before a crisis occurs. This will build rapport and trust and keep the Service up-‐to-‐speed with the fastest growing source of news.

• Regional Service locations should ensure that social media platforms are updated with new posts multiple times a week.

o Promote preparedness and educate the public on potential Service-‐related risks (illegal wildlife trade, wildfires, etc.)

o Cross-‐post and retweet messages among partner organizations (Oregon Department of Fish and Game, Forest Service, etc.)

• Regional Service External Affairs Offices should check social media platforms hourly and/or receive automated email alerts for updates to ensure timely responses to questions/comments.

o Track issues through social media and report results to the Regional Directorate Team (RDT).

Headquarters External Affairs Office will provide guidance on which social media platforms to use based upon security concerns with Information Technology, public use, and other factors. Levels of Use

Service Social Media Platform Creation • Each Region (1-‐8) should have its own social media sites (ie: The Pacific

Region, etc.). • Additional Regional social media platforms may also be utilized, such as the

Regional Director and/or Program-‐specific (Migratory Birds, National Wildlife Refuges, etc.)

• Approval for new social media platforms must go through the Regional External Affairs Office.

Posting on Service Social Media • Service material posted directly to Service social media platforms, either as

original posts, or as replies, must be done by the Regional External Affairs department, unless approved otherwise.

• Programs with individual social media platforms or requesting material to be posted on the Regional social media platforms must submit requests to the Regional External Affairs department, unless approved otherwise.


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During a Crisis Roles and Responsibilities

Joint Information System Team Members 1. Service Designated Spokesperson: External Affairs Assistant Regional

Director or other 2. Lead Public Information Officer (may or may not be a Service employee):

External Affairs Public Affairs Specialist or other a. Joint Information Center Liaison: Chief of Staff b. Information Gathering personnel: Promote situational awareness and

receive feedback on messages and how they are received: External Affairs personnel or other

i. Response partnering ii. Media monitoring and analysis iii. Strategy and messaging iv. Research and Writing

c. Information Dissemination personnel: Using various channels to reach multiple audiences: External Affairs personnel or other

i. Rapid response ii. Rapid briefing and special events iii. Media phones iv. Status board v. Web support

d. Operations Support personnel: Ensuring sufficient communications capacity to support operations: Budget and Administration personnel

i. Facility support ii. Media reception iii. Special needs and multilingual iv. Administration

e. Liaisons: Provide two-‐way communication and coordination with stakeholders and partners: Chief of Staff, Executive Assistants, Regional Director’s Office

i. Field Public Information Officer liaison ii. VIP Escort liaison iii. Community Relations liaison iv. Command and Control Official liaison v. Designated Media liaison

f. Supplemental Staff: Budget and Administration, Contracting and General Services

i. If additional staff resources are needed, determine the best way to acquire those resources. Some options include:

1. Contracted staff 2. Personnel through a Memorandum of Understanding

(MOU)


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3. Volunteers ii. Supplemental staff needs

1. Graphics and design 2. Data experts

Joint Information System Response Plan 1. Verify the situation: get the facts, determine credibility, clarify information

through Subject Matter Experts (SMEs), assess the scope and scale of the crisis, and decide who needs to be notified of the potential crisis: External Affairs

2. Conduct notifications: determine who should be included in the chain of command: Regional Director’s Office (lead), External Affairs, Director’s Office

a. Determine who the partner organizations of the crisis event are and who should be involved in the response plan

3. Conduct a crisis assessment: Activate the Crisis Plan: External Affairs (lead), Director’s Office, Regional Director’s Office

4. Determine the location of the Joint Information Center (JIC) in collaboration with stakeholders/partner organizations: External Affairs (lead), Budget and Administration, Regional Director’s Office

a. Location suggestions (see appendix for specific location information): i. Regional Offices ii. Nearest field office iii. Nearest National Wildlife Refuge with office

b. Determine what needs have and have not been met for the JIC i. Building contracts: Contracting and General Services ii. Information technology and communications supplies (see

checklist in appendix): Information Technology iii. Personnel basics (toilet paper, bottled water, etc.): Contracting

and General Services iv. Office supplies: Contracting and General Services

5. Organize assignments of the Joint Information System quickly, taking into consideration the following additional points (Regional Directorate Team):

a. What resources are needed? b. Is staffing sufficient? c. Are supplemental funds needed?

6. Prepare information and obtain approvals: External Affairs a. Ensure all information released to the public is reviewed by three

individuals in the JIS, including the lead Public Information Officer lastly

7. Release information through prearranged channels: External Affairs (lead), Regional Director’s Office

8. Obtain feedback and conduct crisis evaluation: External Affairs a. Gather and analyze media coverage and internet activity b. Capture lessons learned

9. Conduct public education if needed: External Affairs


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a. Determine public perceptions and information needs b. Determine targeted audiences

10. Monitor events: External Affairs a. Media monitoring b. Internet monitoring c. Exchange of information d. Public opinion monitoring

Messaging Strategy

Preliminary Steps -‐ Research: 1. Determine the key audiences. Key audiences may include:

a. Public within the circle of the crisis – action messages b. Public outside of circle of the crisis – no action messages c. Emergency response personnel involved in the crisis d. Family members of response personnel and/or victims e. Media (television news, radio news, social media, etc.): personal

safety, access to information and spokespersons, meeting deadlines f. Stakeholders (partner agencies, NGO’s, etc.) g. Larger public community (state, national, international depending on

the size of the crisis) h. Federal, state, and local government officials and agencies

2. Identify the audiences that are the Service’s responsibility to communicate to.

a. Note: If an audience is not the Service’s responsibility to communicate to, coordinate appropriately with the group that is responsible to ensure efficient and consistent messaging.

3. Identify how the audience relates to the incident 4. Determine the audience group communication needs/channels by

considering education and income level, cultural background norms and values, and geographic location, and language(s), among other factors. Communication channels may include:

a. Social media b. Flyers c. Billboards d. Presentations e. Television media f. Radio media

Crafting the Messages – Create and Collaborate: 1. Create up to three simple, overall messages that can be applicable across

several audiences and include supporting facts. a. Include only immediately relevant information in the first messages.


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b. Keep in mind the potential array of psychological affects and reactions that audiences may have to the message and communication channel(s) (fear, hopelessness, optimism, denial, etc.).

c. Determine the best communication channel(s) for the messages and intended audience(s).

d. All messages should be reviewed by the designated Spokesperson. 2. Create audience-‐specific messages such as:

a. Up to four positive action-‐items for public within the circle of the crisis.

b. Non-‐action item and more inform-‐based messages for the non-‐affected, greater public audience.

3. Use personal pronouns in the messages when referring to the Service to personalize messages.

a. Example: “We are working on…” 4. Use plain English. Do not use unnecessary fillers or Service and Department

acronyms and jargon. 5. Avoid humor, speculation, assumptions, discussion of money and/or liability,

and condescending or judgmental phrases.

Getting the messages out – Action: 1. Get messages out as soon as possible without sacrificing accuracy of

information. 2. Repeat the messages. 3. First communicate to those most closely affected by the crisis and work

outward. Follow this order in most cases: a. Victims, emergency personnel, medical and public health officials b. Public immediately outside of the circle of crisis, media, family

members of victims/emergency personnel c. State, national, and international public, etc.

Assessing the messages – Did it work? 1. After the crisis is over reassess if and how the messages worked for the

intended audiences 2. Conduct surveys, interview different key audiences, etc. 3. Release of any related reports and/or investigations.

Media Relations

Acknowledging Crisis to Media 1. External Affairs: contact all listed media relations partners as quickly as

possible, with accurate and up-‐to-‐date information. 2. External Affairs: ensure the U.S. Fish and Wildlife Service website and social

media sites are always up-‐to-‐date with the latest information on the crisis. a. Have a media POC/liaison listed on the website

3. Ensure that talking points have been determined and make points clear and consistent.


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4. Reiterate that additional information will be available.

General 1. Remember that good working relationships with the media are crucial

during a crisis. 2. Also remember that both the agency and the media have jobs to do and no

favors should be expected from either side.

As the Crisis Unfolds 1. Anticipate the who, what, when, where, why, and how questions. 2. If the media presents incorrect information, quickly correct information to

the public and media via press releases, social media, etc. 3. Allow equal access to all media outlets to maintain fairness. 4. Respect media deadlines.

Media Opportunities 1. Invite representatives from print, electronic, television, and radio outlets. 2. Decide the time limit and stick to it. 3. Ensure that the Spokesperson has practiced and is well-‐prepared in his/her

delivery, appearance, and presentation. 4. Keep speakers out of the room until the event has begun. 5. Ask speakers to introduce themselves. 6. Select who will choose reporters to ask questions (if applicable). 7. If visuals are used have copies on hand and a link to available to where they

are posted online.

Social Media Use During a Crisis During a crisis the Service will use Social Media to immediately become involved with the public. As most Social Media platforms are based upon two-‐way communication, this will create an open atmosphere with immediate information and rapid connections.

• Regional Service External Affairs Offices should check social media platforms hourly and receive automated email alerts for updates to ensure timely responses to crisis-‐related questions/comments.

o Check all information for accuracy and help manage rumors by responding to misinformation.

o Respond honestly to questions just as you would with the traditional media.

o Respond appropriately to crisis-‐related questions/comments through formal and informal dialogue depending on the social media platform and topic of concern.

• When writing on social media: o Provide messages of self-‐efficacy o Provide emotional support – listen to the public


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o Have a strategy about when and how to respond to messages o Provide links to key information when needed

• Monitor social media posts: o Monitor posts on social media platforms that mention the crisis for

information accuracy and common questions and concerns. o Quickly correct misinformation.

Stakeholders The Service has many key stakeholders that need to be considered and involved during a crisis situation. The level of involvement of each stakeholder listed below will depend upon the crisis itself. It is important to remember that stakeholders are not only key audiences before, during, and after a crisis, but are also sources of important resources and are collaborative advocates. Establishing a continual, healthy, two-‐way communicative, and positive relationship with key stakeholders prior to a crisis occurring (through meetings, public forums, etc.) is imperative in ensuring that the crisis communication plan is successful.

1. Victims and their families 2. Employees and their families 3. Employee Unions 4. Local residents 5. Traditional News Media

a. Television b. Radio c. News Print

6. Social Media a. Facebook b. Twitter c. LinkedIn d. Google+ e. Instagram, etc.

7. First Responders a. Law Enforcement b. Emergency Personnel c. Health officials

8. Government a. Federal Departments/Agencies b. State and Local Government c. Elected Officials

9. Partner/Collaborative Organizations a. Tribes b. NGO’s


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Post Crisis Assess how the Crisis Communications Plan worked after the crisis:

1. Plan breadth: Did the CCP cover all that was needed? 2. Plan timeline: Did the CCP overall timeline of events/responses work

well? 3. Parties involved: Did the CCP include proper instructions regarding all

parties involved? 4. Messaging: Was messaging and use of social media affective? 5. Fact checking: Do any facts need to be corrected? 6. Updates to the CCP: Should any updates be made to the CCP?


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Appendixes

A. Joint Information Center Locations

Headquarters 5275 Leesburg Pike, Falls Church, Virginia, 22041

Office of the Director 1925 Constitution Avenue Northwest, Washington DC 20006

Regional Offices 1. Region 1 – Pacific (Oregon, Washington, Idaho, Hawaii)

911 NE 11th Avenue, Portland, Oregon 97232

2. Region 2 – Southwest (Arizona, New Mexico, Oklahoma, Texas) 500 Gold Avenue Southwest, Albuquerque, New Mexico 87102

3. Region 3 – Midwest (Illinois, Indiana, Iowa, Michigan, Missouri, Minnesota, Ohio, Wisconsin) 5600 American Boulevard West, Bloomington, Minnesota 55437

4. Region 4 – Southeast (Alabama, Arkansas, Florida, Georgia, Kentucky, Louisiana, Mississippi, North Carolina, Puerto Rico/Virgin Islands, South Carolina, Tennessee) 1875 Century Boulevard Northeast, Atlanta, Georgia 30345

5. Region 5 – Northeast (Connecticut, Delaware, Maine, Maryland, Massachusetts, New Hampshire, New Jersey, New York, Pennsylvania, Rhode Island, Vermont, Virginia, West Virginia) 300 Westgate Center Drive, Hadley, Massachusetts 01035

6. Region 6 – Mountain-‐‑Prairie (Colorado, Kansas, Montana, North Dakota, Nebraska, South Dakota, Utah, Wyoming) 134 Union Boulevard, Lakewood, Colorado 80228

7. Region 7 – Alaska (Alaska) 1011 East Tudo Road, Anchorage, Alaska 99503


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8. Region 8 – Pacific Southwest (California, Nevada, and the Oregon Klamath Basin) 2800 Cottage Way, Sacramento, California 95825

B. Social Media

Platforms The Service Regional Office External Affairs Offices may utilize the following social media platforms (mandatory use are in bold):

Web 1.0 • Email: Mid to longer messages that can include other links and pictures. • Service Regional Office websites: Mid to longer messages that can include

other links and pictures.

Web 2.0 • Facebook: Medium-‐length updates, can include a photo if relevant. Include

links to other sources as needed. • Twitter: Quick updates 140 characters or less per message. • Tumblr: Medium-‐length updates with a focus on pictures. • Instagram: Short updates with a focus on photos. • Flickr: Short updates with a focus on photos. • Youtube: Short to mid-‐length video-‐based updates.

Hashtags In addition to the mandatory use social media platforms, all Regional Service locations should utilize at least one blogging, video, and photo, social media site. Other approved platforms include: Pinterest, Google+, LinkedIn, WordPress, and SoundCloud. New platforms will be evaluated and added to this list as needed. During a campaign and/or crisis a common hashtag should be developed for end-‐users to quickly find information and recognize the content of the delivered message. Example campaign hashtags:

• #NWRWednesday for National Wildlife Refuge Wednesday • #SalmonSaturday for Salmon Saturday

Example crisis-‐related hashtags:

• #WildLifeTrafficking • #Wildfire2016


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Example Crisis Social Media Posts 1. Twitter: USFWS is quickly gathering all facts on recent illegal wildlife

trade of ivory into OR – check back for updates w/in 24 hrs #SaveElephants

2. Facebook: The U.S. Fish & Wildlife Service is quickly gathering all facts related to the recent illegal wildlife trade of elephant ivory into Portland, Oregon. We will be posting updates as they come in within the next 24 hours. Elephants are one of the most endangered species in the world with a quickly declining population. Poachers kill elephants and trade their ivory for profit. This illegal activity has decimated these incredible animals. Click here for more related information.

3. Instagram: (Similar to Facebook post, but with accompanying picture and hashtag)

C. Media

Media Contacts

Television 1. KATU

a. News Tip Line: 503-‐231-‐4264 b. Email: [email protected] c. Website: http://katu.com/

2. KGW a. News Tip Line: 503-‐226-‐5000 b. Contact Form: http://www.kgw.com/about/contact-‐us c. Website: http://www.kgw.com/

3. KOIN a. Main Line: 503-‐464-‐0600 b. Press Release Email: [email protected] c. Press Release Fax: 503-‐464-‐0806 d. Website: http://koin.com/

4. KPTV a. News Tip Line: 1-‐877-‐FOX-‐12OR b. Email: [email protected] c. Website: http://www.kptv.com/

Radio 1. OPB (also television news)

a. News Tip Line: 503-‐293-‐1905 b. Email: [email protected] c. Website: http://www.opb.org/

2. KEX a. News Tip Line: 503-‐802-‐6397


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b. Email: [email protected] c. Website: http://1190kex.iheart.com/

3. KXL a. Main Line: 503-‐517-‐6000 b. Contact Form: http://www.kxl.com/contact/ c. Email: [email protected] d. Website: http://www.kxl.com/

Print 1. The Oregonian/OregonLive

a. Email: [email protected] b. Contact Form:

http://www.oregonianmediagroup.com/contact/contact-‐news-‐team/ c. Website: http://www.oregonlive.com/#/0

2. The Columbian a. Newsroom Line: 360-‐735-‐4569 b. Newsroom Fax: 360-‐735-‐4598 c. News Tip Form: http://www.columbian.com/newstip/ d. Website: http://www.columbian.com/

3. Portland Tribune a. Main line: 971-‐204-‐7714 b. Website: http://portlandtribune.com/

National and International Media Headquarters will primarily interact with the National and International Media. Reach out to the Regional External Affairs Department for guidance.


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D. First 48 Hours Checklist Notification:

1. Ensure the chain of command, local External Affairs, and leadership is aware and that you are involved.

2. Ensure Headquarters is aware. 3. Give leadership your first assessment of the emergency.

Coordination:

1. Contact local and state partners/stakeholders. 2. Ensure a spokesperson is designated.

Media:

1. Provide a statement that the agency is aware of the situation and is involved in the response.

2. Monitor traditional and social media for potential misinformation. 3. Inform the media when and where to get updates.

The Public:

1. Let the public know of a public number and email address to reach out to with questions and concerns.

2. Remind the public that the agency has a plan in place to address and resolve the crisis.

Stakeholders:

1. Reach out to stakeholders with basic information – keep them informed. 2. Engage leadership in making important first notifications/phone calls to

stakeholder leadership. 3. Keep employees informed.

Resources: 1. Ensure needed resources (technology, supplies, personnel) are allocated through the regional Budget and Administration Department.


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E. Joint Information Center Supplies Checklist

1. Technology a. Computers b. Monitors c. Keyboards d. Mouses e. Thumb drives f. Extension cords g. Two-‐‑way radios h. Telephones i. Cell phones j. Printer

i. Extra ink k. Scanner l. Fax machine

2. Infrastructure a. Back-‐‑up generator

3. Personnel needs a. Hygiene

i. Toilet paper ii. Paper towels iii. Hand sanitizer iv. Soap

b. Food/Beverages i. Water ii. Snacks

c. First Aid i. Band-‐‑Aids ii. Tissue paper iii. Neosporin iv. Etc.

4. Office Supplies a. Pens/pencils b. Paper c. Notepads d. Paper clips


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e. Stapler f. Scissors


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F. Press Release Template – Natural Disaster News Release Contacts: For immediate release [insert date] [insert names] [insert phone number] [insert email address]

[Insert headline]

(Insert city, state) – A [disaster type] occurred at [location] on [date] at [time], affecting [what the disaster affected]. This is the leading paragraph where all of the most basic and important information should be located (who, what, where, when, why, and how). Additional information regarding this incident will be available [approximate date and time]. The following paragraphs should include additional and supporting information in order of importance. At the beginning of a crisis, start with what can be verified and tell the media additional information as it becomes available.

-‐more-‐ (This signals a continuation of the news release onto additional pages.)

The last paragraph should include general information about the purpose and history of the U.S. Fish and Wildlife Service and/or specific program affected. This should typically be as follows:

The mission of the U.S. Fish and Wildlife Service is working with others to conserve, protect, and enhance fish, wildlife, plants, and their habitats for the continuing benefit of the American people. We are both a leader and trusted partner in fish and wildlife conservation, known for our scientific excellence, stewardship of lands and natural resources, dedicated professionals, and commitment to public service. For more information on our work and the people who make it happen, visit www.fws.gov.

For more information on our work and the people who make it happen, visit http://www.fws.gov/. Connect with our Facebook page, follow our tweets, watch our YouTube Channel and download photos from our Flickr page.

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(signals the end of the press release)


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G. Press Release Template – Illegal Wildlife Trade News Release Contacts: For immediate release [insert date] [insert names] [insert phone number] [insert email address]

[Insert headline]

(Insert city, state) – Illegally traded [wildlife] were found at [location] on [date and time] by [involved law enforcement]. [Individuals and/or groups] were [arrested] have been charged with [charge(s)]. [Their] bail has been set to [amount] and will be in court on [date] at [time] in [location]. This is the leading paragraph where all of the most basic and important information should be located (who, what, where, when, why, and how). Additional information regarding this incident will be available [approximate date and time]. The following paragraphs should include additional and supporting information in order of importance. At the beginning of a crisis, start with what can be verified and tell the media additional information as it becomes available.





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H. Press Release Template – Employee Misconduct News Release Contacts: For immediate release [insert date] [insert names] [insert phone number] [insert email address]

[Insert headline]

(Insert city, state) – U.S. Fish and Wildlife Service [former or current] [employee, contractor, associate, etc.], [name] was involved in [incident/charge] on [date and time] at [location]. [S/he] has been [suspended without pay, fired, etc.] [include any follow-‐up actions]. This is the leading paragraph where all of the most basic and important information should be located (who, what, where, when, why, and how). Additional information regarding this incident will be available [approximate date and time]. The following paragraphs should include additional and supporting information in order of importance. At the beginning of a crisis, start with what can be verified and tell the media additional information as it becomes available.





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I. Crisis Assessment Checklist The following Crisis Assessment Checklist is to be utilized after the crisis has occurred and been resolved.

1. Communications timeline: evaluate the efficiency of the timeline of communications.

2. Communications platforms: were certain social media platforms more effective than others? Also evaluate traditional media outlets.

3. Messaging: How were messages perceived?

4. Partnerships, stakeholders, etc.: How did coordination among different

groups involved work?

5. Lessons learned: What worked and what didn’t work?

6. Administration Communications: Was needed technology and supplies available and ready?

7. Operations Communications: Were directions clear and well understood?

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