[Publish Date and Version #]

Crisis Communications Team Plan

[Organization Name]

[This box should be removed before publishing. All sections in which are bracketed in red font and highlighted in yellow are to be edited and replaced with organization-specific information.] 

This Crisis Communications Team Plan, along with the Crisis Communications Plan, form a cohesive set of plans for before, during and after any incident impacting this organization. It is designed to dovetail with other emergency/crisis management planning. This document is organized by POETE – Planning, Organizing, Equipping, Training and Exercising components, along all of the disaster cycle phases, for all hazards and threats. 

	

Crisis Communications Team Plan

[Organization Name]

Design of the Crisis Communications Team Plan
As part of a larger construct of crisis and emergency plans, both the Crisis Communications Plan and the Crisis Communications Team Plan are interconnected parts.
This plan document will be divided into three main sections: Before, During and After any incident. And that incident can be a “disaster” or “emergency” or whatever – something that diverts attention and actions from the normal day-to-day operations of the organization. 
These can be:
•	Notice Events – where there is advanced warning – and time to plan different courses of action, as well as communicate them in advance
•	No-Notice Events – where there is not any notice, nor time to plan different courses of action & communications in advance of the incident/event
•	Natural or Human-Generated Disasters – ones where multiple organizations are impacted – or just this single organization
•	Product/Process Disasters – ones where only this organization’s supply chain/logistics is impacted, in most cases. 
•	Fictitious Disasters – false stories or rumors about the organization, which are impacting operations, revenue, goodwill, etc. The falseness is key. If there is a real scandal, that is a human-generated no-notice event, not a fictitious disaster; but the actions and missions of the Crisis Communications Team may be very similar in nature and operations.     
Note that these event or incident types are not mutually exclusive – and it is highly probable that more than one disaster will occur at the same time. Hurricanes can cause shipping and staffing problems; product recalls can be “real” but the media might bring up and link a fictitious disaster about a untrue prior recall that was not the organization’s. 
There needs to be a separate Crisis Communications Plan document created and appended to this Crisis Communications Team Plan document. That Crisis Communications Plan document will have the templates, staffing needs, chain of review/approval, etc. for the various types of crisis communications based on these types of events or incidents. Those templates should be “boilerplate” based on the actions of the organization and expectations for staff & public safety as a top priority and able to be quickly modified for specifics (i.e., substitute “winter storm” for “hurricane”) and should also be ready for any specific language issues associated with any constituent groups.

Focused Core Capabilities

Crisis Communications needs to:  
Be First 
Be Right 
Be Credible 
Express Empathy 
Promote Action 
Show Respect    

All Response Missions (including Crisis Communications) need to prioritize (in this order):
Life Safety
Incident Stabilization
Property/Asset Protection

Change Management Information
Date	Change Made	Type (Update, Policy Shift, New Section)	Date Implemented	Approved By	

					
Contents
Design of the Crisis Communications Team Plan
Focused Core Capabilities
Before (also called Preparedness and Mitigation)
Planning
Organization
Equipment
Training
Exercising
During (also known as Response)
Planning
Organization
Equipment
Training
Exercising
After (also known as Recovery)
Planning
Organization
Equipment
Training
Exercising
Appendix 1- Crisis Communications Plan
Appendix 2 – Crisis Communications Team Organization Chart and Table of Staffing
Appendix 3 – Team Technology and Equipment List
Appendix 4 – Additional Equipment Request process/forms
Appendix 5 – Additional Staffing Request process/forms
Appendix 6 – Additional External Training Request process/forms
Appendix 7 – Additional Externally facilitated (consultant-run) Exercises Request process/forms
Appendix 8 – Sample staff evaluation form, including sections for
additional training needed
Appendix 9 – Demobilization Checklists – including steps to prepare and return any borrowed or rented equipment
Appendix 10 – highlights of any other organizational crisis/emergency action plans, as applicable
Appendix 11 – Mandatory and Recommended Crisis Communications Training

Before (also called Preparedness and Mitigation)
Preparedness is the phase of the disaster cycle where most organizations exist day-to-day. This is the timeframe to design and test the organization’s Crisis Communications Team planning, organization, equipment, training, and exercising. Mitigation is the phase after Recovery, where the organization takes the “lessons learned” to prepare for the next time.
Planning
The Preparedness phase is the longest – it is also the phase the organization “resets” to after an incident occurs. The Crisis Communications Team will take training, participate in exercises, and build templates to cover a number of scenarios that could occur. Disasters can be categorized into three distinct groupings:
-	Natural and Human-made Disasters – storms, power outages, earthquakes, cyber-attacks. All of these and more fall into this category and they usually impact the public including the workforce via an impact to the organization’s facility/facilities. Our crisis communications messaging needs to say how our organization is impacted and what we are doing to respond to, recover from and mitigate against the adverse impacts which may occur. 
-	There can also be disasters that the public may not see – such as product and process disasters. Included in this are also those disasters impacting our organization only – such as a product recall. These disasters can also have reputational risks and can threaten our income/revenue immediately and on longer-term basis as well. 
-	Finally, there is a category called Fictitious Disasters – these are false stories about our organization (or our leaders, for example) that just do not seem to go away – and sometimes come back up when the organization makes the news. For some organizations, these fictitious disasters rise back in the public’s eye when the organization experiences a success elsewhere. They can be just as devastating externally and internally as a “real” disaster. The true story of how our organization mis-managed a crisis ten years ago is not a fictitious disaster, even if it is referred to again now by the media during this crisis. Now is the time to prepare the reactive messaging for that prior disaster so we are more ready to show the public how things have changed – we will need to continuously build and maintain their trust.
-	Do not forget the customized messages/material needed for your constituent Groups/stakeholders/etc. Also now is the time to identify other languages needed – build templates in those other languages and identify backup staff who can translate “on the fly” if needed. Include those resources in exercises where we do call-down’s to see who can support the crisis communications team.
Remediation is the phase after Recovery, when you make modifications to the plans, organization, training, equipment and exercising based on what happened during Response and Recovery. It is the opportunity to fix what went wrong, strengthen areas where needed and apply new processes/technology/etc. that may not have been available when the plan was originally created (or last modified). 
□ [Include a reference to the Crisis Communications Plan, which should have templated versions of the talking points, social media posts and formal press release content. These templates can be created through the Barton Dunant Planning for Crisis Communications (AWR-PC1) Workshop, as a team exercise.] 
Organization
The Preparedness Phase is also the time to start thinking about who would implement these templates and create customized/unique messaging during an incident response and what equipment/training/exercising do they need. The crisis communications aspect of any incident response is very “people-heavy”, meaning it is mostly done with staff rather than performed with specific locations, equipment or supplies.
Every team needs a leader or two, and these people should also be the alternate spokespersons for the organization if the organization’s executive leader is not available. Note, this could be a 24 hour a day operation, so there may need backups and other shift coverage.
The Crisis Communications Team will need someone who can produce content for traditional media outlets – press releases, talking points, FAQs, speeches, etc. As part of the Planning workshop, the team should have created some sample templates in this area. Those can be the starting points and should have already been vetted by the organization’s leadership, legal group, etc.
The team will also need an additional person for digital media – different systems, content formats, etc. Also, that person needs the skills and tools to monitor social media and report back to the team the applicable intelligence gathered. There are people who will complain about the organization to social media, but not call or e-mail the organization directly. The media can and will pick up on that aspect.
If this incident is larger, longer in term and impacting multiple governmental organizations – there may be a joint information center established whereby all information to the public is coordinated. The Crisis Communications Team should be prepared to staff a liaison position (possible two) to each joint information center or a JIC, as applicable to the impact of the incident to the disaster. For a really horrific example – if a commercial airplane crashes into one of the organization’s office buildings, killing and injuring staff from the organization and others, as well as many on the airplane: there may be multiple JICs established – at the crash site, the family assistance center and possibly other locations such as hospitals.
The team should consider having translators for other languages – including American Sign Language, on call from the organization’s staff or under contract from a third-party vendor. The organization should also consider who within the organization – who is not on the crisis response team – might be subject matter experts related to the specific disaster. The building engineering staff, for example, understand the impacts of long-term power outages to facilities (frozen pipes, computer systems failures, etc.). 
Finally, the team may want to consider adding outside media consultants – especially if communicating the organization’s actions/position/reaction/etc. is beyond the capabilities of the Crisis Communications Team. Now is the time to make these connections and agreements – before something happens. 
□ [Identify the roles and train/exercise staff who will be part of the Crisis Communications Team, including adjunct personnel BEFORE incidents occur.]
Equipment
Besides the obvious technology equipment such as laptops, smartphones, word processing software, independent internet connectivity (Cellular Hotspots, for example) now is the time to understand how emergency /crisis communications tools may operate differently from normal day-to-day ones. Make sure all applicable team members have access (their own passwords, sign-on’s, etc.) to the communications systems your organization uses. Mentor and shadow how messages are delivered to the public now, so alternate staff are ready to back-up in the future. 
And another reminder, this could be a 24 hour a day operation, so you may need backups and other shift coverage.
As we noted in the Planning and Organization sections, you should consider having translators for other languages – including American Sign Language on your team, on call from your staff or under contract from a third-party vendor. Do not expect or rely on “Google Translate” to convert your organization’s messages into other languages. It will not work and will cause you to make colloquial mistakes and other idiomatic errors – which can become another crisis for your organization itself.   You should also consider who else within your organization – who is not on your crisis response team – might need equipment for communicating with your team. If you are going to bring your building engineering staff into your team room for example, or an outside consultant who would not have access normally to your files, systems, etc. - it would help to have a laptop and cell phone available for them as well.  
Test how all this works – regularly. Incorporate the new team members to help mentor them, also the SMEs and contractors, too. It also helps to include your executive in your practice session – shows them your team is ready and gives them a chance to practice being the spokesperson under a simulated stressful crisis scenario.
Finally think about the business continuity aspects – if your crisis communications team needed to set up shop in a hotel conference room – what other equipment would they need? A Copier? A Fax Machine? These are two examples of tech items that people usually do not take home with them every night or can grab on the fly when evacuating an office. If they can’t get to the office to work on crisis communications, where can they and what equipment do they need? 
□ [Identify that there is technology equipment and communications devices (including software programs) for staff who will be part of the Crisis Communications Team, including adjunct personnel needed BEFORE incidents occur. Include this actual equipment list as an appendix at the end, so it only has to be updated once in the plan document, and it can also be a “tear off” if someone needs to “grab it and go”. This org chart can also be created through the Barton Dunant Equipment for Crisis Communications (AWR-EC1) Workshop, as a team exercise.]

Training
Besides the already noted training from the CDC, there are tons of crisis management and crisis communications programs and training out there.  As part of this Crisis Communications Plan, and the identification of roles as part of the Organization of the Crisis Communications Team, formalize and document the training they need for those roles.  Mentor and shadow new team members who may have partial training completed and/or lack experience with crisis communications (either real world, exercises or both). Crisis Communications training should cover the differences and nuances in communicating Natural and Human-made Disasters, Product and Process disasters, and Fictitious Disasters.
Many colleges and universities offer crisis communications programs, non-degree certificates, etc. There are also governmental programs, such as CDC’s CERC and the U.S. Department of Education’s Readiness and Emergency Management for Schools Technical Assistance Center (REMS/TA) which provide free crisis communications elements within other threat-specific training. For example, in the REMS/TA program, their Active Shooter Situations training includes segments on both internal and external crisis communications. 
Practice how well your training works - regularly. Incorporate the new team members to help mentor them, also the SMEs and contractors, too. It also helps to include your executive in any training and practice sessions – this shows them your team is ready and gives them a chance to practice their own training at being the spokesperson under a simulated stressful crisis scenario.
□ [Identify the summary-type training needed to be taken in advance, for the crisis communications team members, BEFORE incidents occur and impact the organization. Just reference this point here and note that the actual training list will be in appendix 11 at the end]. 
Exercising
Now is the time to utilize a stair-stepped (graduated) series of workshops, table top exercises and functional/full-scale exercises BEFORE any crisis incident occurs. 
Workshops will provide awareness and validation of training for the participants. Table Top exercises, start the performance work of your team. They will need to crosswalk the planning, organization and training needed for a specific scenario – which may also include some “what ifs” – like what if your team needs a translator? What if your team needs a new piece of equipment? These types of “What ifs” should be spelled out in the organization (who requests), equipment (how to request) and other sections of the Crisis Communications Team plan, which should be referenced during the table top exercise. Functional and Full-Scale exercises put everything together – and utilize the actual equipment needed (systems, hardware, etc.) to do crisis communications for your organization. The organization should have an outside/independent facilitator organize and manage any functional or full-scale exercises; and that person or group should have their own alternate systems to use for actual messages created. For example, do not want to use your production systems for social media and actually send a real-world post for an exercise scenario!
The main goal of exercising is to exercise the plan – in this case the Crisis Communications Team Plan, not the people. But inevitably people get trained during exercises, too. Be sure to include your backups and support staff, mentor new team members and incorporate your executives who will be the ones actually delivering the crisis communications, the official spokespeople.  Run the exercise, evaluate it, fix what is broken or bent the wrong way, and run the exercise again (or a similar one). As they say practice makes perfect.
□ [Note that the organization will utilize a stair-stepped (graduated) series of workshops, table top exercises and functional/full-scale exercises BEFORE the crisis incident occurs. The list of exercises and upcoming multi-year schedule is contained in an appendix at the end of this plan. The Barton Dunant Exercising for Crisis Communications Workshop (AWR-EC2) has a module where your team can develop the plan and schedule for what exercises to conduct and evaluate. Enter this information into Appendix 12.]

During (also known as Response)
Response is the phase of the disaster cycle where the incident is about to happen or has occurred. This is the timeframe to implement and refine the organization’s Crisis Communications Team planning, organization, equipment, training, and exercising. 
Planning
The Response phase has its own elements to consider. Now is the time to not only utilize the preparedness work done beforehand but also plan for expansion of the Crisis Communications Team – with additional subject matter experts, translators – even backup and relief staff. This crisis could require 24 hour a day response by the team – there is a need to plan for more people. It can also be an opportunity to train new team members or prospective ones. During the Response to the crisis, continue to document the time and resources being used – this is important for human resources, PTO calculations, possibly even submission to government for reimbursement/cost share. This is also the time to capture new material created – it may be useful for future scenarios. Also capture the roadblocks and challenges your team is facing – and think of both the quick fixes and longer-term improvements needed (and hopefully will be requested by the management team) for next time.
□ [Include a reference to the Crisis Communications Plan, which should also have templated versions of the updated (moving from Preparedness to Response) talking points, social media posts and formal press release content. These templates can also be created through the Barton Dunant Planning for Crisis Communications (AWR-PC1) Workshop, as a team exercise.] 
Organization
The Response phase has its own elements to consider. Now is the time to not only utilize the preparedness work done beforehand but also prepare to expand the Crisis Communications Team – with additional subject matter experts, translators – even backup and relief staff. This crisis could require 24 hour a day response by the team – you need to plan for more people. It can also be an opportunity to train new team members or prospective ones. During the Response to the crisis, continue to document the time and resources being used – this is important for human resources, PTO calculations, possibly even submission to government for reimbursement/cost share. This is also the time to capture new material created – it may be useful for future scenarios. Capture also the roadblocks and challenges your team is facing – and think of both the quick fixes and longer-term improvements needed (and hopefully will be approved by your management team) for the next crisis.
□ [Reference the organizational chart (which should have names, e-mails, cell numbers, etc.) for the Crisis Communications Team members, including backups and support members – this actual chart should be an appendix at the end, so it only has to be updated once in the plan document, and it can also be a “tear off” if someone needs to “grab it and go”. This org chart can also be created through the Barton Dunant Organization for Crisis Communications (AWR-OC1) Workshop, as a team exercise.]
□ [Provide a construct for Team Leaders to request additional/replacement/backup staff and logistics DURING incidents] 
Equipment
Now is the time to not only utilize the preparedness work done beforehand but also prepare to expand the Crisis Communications Team – with additional subject matter experts, translators – even backup and relief staff. This crisis could require 24 hour a day response by the team – you need turn on the plan to provide equipment for more people. You might even need an on-site tech person from your team or a contractor.  During the Response to the crisis, continue to document the time and resources being used – this is important for human resources, PTO calculations, possibly even submission to government for reimbursement/cost share. This is also the time to capture how new equipment/systems/technology was utilized – it may be useful for future scenarios. Also capture the roadblocks and challenges your team is facing related to equipment – and think of both the quick fixes and longer-term improvements needed (and hopefully which will be approved by your management team) for the next crisis.
□ Provide a construct for Team Leaders to request additional/replacement/backup equipment and systems (logistics) DURING incidents. Include blank and sample completed forms needed for outside resource requests, as an appendix at the end, so it only has to be updated once in the plan document, and it can also be a “tear off” if someone needs to “grab it and go”. This equipment list can also be created through the Barton Dunant Equipment for Crisis Communications (AWR-EC1) Workshop, as a team exercise.]  
Training
The Response phase has its own training elements to consider. Now is the time to not only utilize the preparedness training done beforehand but also prepare to expand the Crisis Communications Team – with additional subject matter experts, translators – even backup and relief staff. This crisis could require 24 hour a day response by the team – and just-in-time condensed training to those folks, should they need it. The organization might even need an onsite trainer from the team or a contractor.  During the Response to the crisis, continue to document the time and resources being used – this is important for human resources, PTO calculations, possibly even submission to government for reimbursement/cost share. This is also the time to capture how new training was utilized – it may be useful for future scenarios. Also capture the roadblocks and challenges the Crisis Communications Team is facing related to training – and think of both the quick fixes and longer-term improvements needed (and hopefully which will be approved by management) for the next crisis.
□ [Note here that it is possible that additional training will be needed DURING the incident response itself – and describe how that training can be obtained by the organization. If there are forms to complete to request this training (external training with a cost, for example), include both blank copies of the forms needed, as well as samples of how they should be filled out – and how they get approved on an expedited basis, at the end of this document as an appendix.]
Exercising
Yes, it is feasible (even warranted) to exercise during the Response Phase. Now is the time to not only utilize all of the POETE work done beforehand but also continue to prepare the Crisis Communications Team – with the possibility of a “what if” exercise or two, in order to cover possible contingencies. What if the feedback from social media were to turn negative? What if some other disaster occurs at the same time? There are lots of possibilities for what can go wrong even further than the original crisis.  You may want to bring in an outside contractor to facilitate and manage any exercises, based on the scenario and elements you want to cover.   
During the Response to the crisis, continue to document the time and resources being used, including any costs for externally produced or facilitated exercises. This is important for human resources, PTO calculations, possibly even submission to government for reimbursement/cost share. This is also the time to capture how new equipment/systems/technology was utilized – it may be useful for future scenarios. Also capture the roadblocks and challenges your team is facing related to any exercises conducted during Response – and think of both the quick fixes and longer-term improvements needed (and hopefully which will be approved by your management team) for the next crisis. In many, many after-action reports, people indicated they did not have enough training for the situation they were in, and they wanted more just-in-time education and assistance. 
□ [Optional but RECOMMENDED: Provide the opportunities to exercise the team on a “what if” scenario, DURING incidents]
□ Provide a construct for Team Leaders to request additional exercises DURING incidents. Include blank and sample completed forms needed for outside resource requests, as an appendix at the end, so it only has to be updated once in the plan document, and it can also be a “tear off” if someone needs to “grab it and go”. This exercise request workflow can also be created through the Barton Dunant Exercising for Crisis Communications (AWR-EC2) Workshop, as a team exercise itself.]  

After (also known as Recovery)
Recovery is the phase of the disaster cycle where most organizations flow to after the incident is over. This is the timeframe to get things “back to normal” and also evaluate the organization’s Crisis Communications Team planning, organization, equipment, training, and exercising. Any fixes or updates are part of the Mitigation phase. 
Planning
The Recovery phase is the time to utilize the communications templates built for alternate locations used and any other ongoing business continuity concerns. It is also time to distribute and communicate the “thank you’s” needed to maintain relationships with those partners and vendors who have assisted the organization during the Response phase. It may also be the time to highlight mission successes of the organization. These templates and processed need to be built in advance.
There also needs to be plans and checklist steps to detail/document the work performed by the organization during the prior phases. This should be done for after-action reporting/improvement planning, anniversary planning (if applicable) and the noted “success” communications needed to promote the organization to stakeholders.
□ [Include a reference to the Crisis Communications Plan, which should also have templated versions of the updated (moving from Response to Recovery) talking points, social media posts and formal press release content. These templates can also be created through the Barton Dunant Planning for Crisis Communications (AWR-PC1) Workshop, as a team exercise.] 
Organization
Once the crisis is over – there is an opportunity to formally reflect and capture information on best practices implemented and areas for improvement. That is called After Action Reporting and Improvement Planning. And by the way, this may be well beyond the traditional Response Phase of emergency responders. If your facility, production, reputation, or other areas continue to be impacted well beyond the public’s view of this disaster, your Crisis Communications Team may still need to be in “Response” mode – well into Recovery. 
There may also be thank you communications that need to be created and communicated – and also anniversary messaging that needs to be crafted (or at least started), if applicable based on the disaster. Think about an active shooter incident at your office and how complex the communications will continue to be in the days, weeks, months and even years after that incident.
Don’t forget when you start to demobilize your staff, contractors and others on your team to include a critical incident stress debriefing to check in on them from an emotional and mental health concern. These disaster responses affect the responders as well – and you want your team to be stronger for the next one, not weaker. 
□ [Document the evaluation process for staff, to be part of the demobilization steps conducted after the incident is over. These templates can also be created through the Barton Dunant Organization for Crisis Communications (AWR-OC1) Workshop, as a team exercise.]
□ [document that the organization’s management team is] Empowering the process for improvement AFTER incidents (or exercises) occur].

Equipment
Do not forget when you start to demobilize your staff, contractors and others on your team you will need to return borrowed or rented equipment. Also, temporary access to systems and software may need to be turned off.
□ [Note here that borrowed or rented equipment – including third-party items – must be returned in a manner prescribed by the vendor/lender, once the incident is over. Include blank and sample checklist forms needed for any outside resource requests made, as an appendix at the end, so it only has to be updated once in the plan document, and it can also be a “tear off” if someone needs to “grab it and go”.  For example, when you rent a copier, you must take the toner out before you return it. And you should take a camera picture of everything, including the page counter. This checklist can also be created through the Barton Dunant Equipment for Crisis Communications (AWR-EC1) Workshop, as a team exercise.]  
Training
As noted above, there may also be thank you communications that need to be created and communicated – and also anniversary messaging that needs to be crafted (or at least started), if applicable based on the disaster. The current members of the Crisis Communications Team may not have the training for this. Think about an active shooter incident at the office and how complex the communications will continue to be in the days, weeks, months and even years after that incident.
Do not forget when you start to demobilize your staff, contractors and others on the Crisis Communications Team, their post-event evaluations (360 style – up and down) should record what training would they have benefited from that they did not get. Make a commitment for the team members to get this training, as soon as practical.
□ [OPTIONAL BUT RECOMMENDED: Note here that the evaluation form used at the end of the incident for each staff member, will have a section for additional training needed and that management of the organization supports continuing education for workforce and process improvement.]
Exercising
There will be an opportunity for your team to let management know if their training and exercising was effective for what they needed to do during this crisis. If some communications messages failed in some way, there might also be an opportunity to “Monday morning quarterback” an alternative message or set of messages a better way. This should be done right away – there may be follow-ups from the media, etc. which could be revised – or walked back – depending on what was delivered and how soon it was originally corrected, as applicable. It is also good for the team to make these fixes in their muscle-memory before too much time passed before the next training or re-training. 
Do not forget when you demobilize any contractors, including trainers, any temporary access to systems and software may need to be turned off.
□ The organization should conduct “Monday Morning Quarterback” type exercises AFTER incidents (or exercises) occur. It may also be valuable to conduct a “what if” exercise for consequence management planning and anniversary planning, if needed.

Appendix 1- Crisis Communications Plan [or reference and links to it, if located elsewhere]
Appendix 2 – Crisis Communications Team Organization Chart and Table of Staffing

Role	Name	Cell Phone	E-Mail prefix @organization.com	

				

Appendix 3 – Team Technology and Equipment List

Appendix 4 – Additional Equipment Request process/forms

Appendix 5 – Additional Staffing Request process/forms

Appendix 6 – Additional External Training Request process/forms

Appendix 7 – Additional Externally facilitated (consultant-run) Exercises Request process/forms

Appendix 8 – Sample staff evaluation form, including sections for 
additional training needed

Appendix 9 – Demobilization Checklists – including steps to prepare and return any borrowed or rented equipment

Appendix 10 – highlights of any other organizational crisis/emergency action plans, as applicable

Appendix 11 – Mandatory and Recommended Crisis Communications Training

CENTERS FOR DISEASE CONTROL’S CRISIS & EMERGENCY RISK COMMUNICATIONS TRAINING
https://emergency.cdc.gov/cerc/training/index.asp
COURSERA ONLINE CLASSES (FREE TO AUDIT)
https://www.coursera.org/lecture/communicating-during-global-emergencies/welcome-to-the-course-4NivE

https://www.coursera.org/lecture/humanitarian-communication/preventive-crisis-communication-challenges-CWbPQ

Crisis Communications Flyers and blog items
https://www.dhs.gov/sites/default/files/publications/fbi-crisis-communications-trifold-reference-guide.pdf

https://blog.smarp.com/crisis-communication-definition-importance-best-bractices (note: this is a sales piece for an employee alert/communications system, which has not been reviewed by Barton Dunant. However, the lists and attachments align with our workshops.)

Appendix 12 – Multi-Year Training and Exercise Program