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HomeMy WebLinkAbout2013-07-10 - Public Affairs-Communications-Technology Committee Meeting Agenda PacketYorba Linda Water District AGENDA YORBA LINDA WATER DISTRICT PUB AFFAIRS - COMMUNICATIONS -TECH COMMITTEE MEETING Wednesday, July 10, 2013, 4:00 PM 1717 E Miraloma Ave, Placentia CA 92870 1. CALL TO ORDER 2. ROLL CALL COMMITTEE STAFF Director Michael J. Beverage, Chair Steve Conklin, Acting General Manager Director Ric Collett Art Vega, Acting IT Manager Damon Micalizzi, Public Information Officer 3. PUBLIC COMMENTS Any individual wishing to address the committee is requested to identify themselves and state the matter on which they wish to comment. If the matter is on this agenda, the committee Chair will recognize the individual for their comment when the item is considered. No action will be taken on matters not listed on this agenda. Comments are limited to matters of public interest and matters within the jurisdiction of the Water District. Comments are limited to five minutes. 4. DISCUSSION ITEMS This portion of the agenda is for matters such as technical presentations, drafts of proposed policies, or similar items for which staff is seeking the advice and counsel of the Committee members. This portion of the agenda may also include items for information only. 4.1. Status of Dynamics GP Consultant (Verbal Report) 4.2. Status of Data Storage Consolidation and Backup Solution (Verbal Report) 4.3. Review of Proofs for District Promotional Items (To be provided at the meeting.) 4.4. Draft Design of District Information Brochure (To be provided at the meeting.) 4.5. Status of Current Public Outreach Activites 4.6. Future Public Outreach Efforts and Press Relations (Verbal Report) 4.7. Adjustments to Board Room and Lobby Signage (Verbal Report) 4.8. YLWD.com Review and Analytics Report (To be provided at the meeting.) 4.9. Draft District Crisis Communications Plan 4.10. Status of Strategic Plan Initiatives 4.11. Future Agenda Items and Staff Tasks 5. ADJOURNMENT 5.1. The next Public Affairs - Communications - Technology Committee meeting is scheduled to be held Monday, August 5, 2013 at 4:00 p.m. Items Distributed to the Committee Less Than 72 Hours Prior to the Meeting Pursuant to Government Code section 54957.5, non - exempt public records that relate to open session agenda items and are distributed to a majority of the Committee less than seventy -two (72) hours prior to the meeting will be available for public inspection in the lobby of the District's business office located at 1717 E. Miraloma Avenue, Placentia, CA 92870, during regular business hours. When practical, these public records will also be made available on the District's internet website accessible at http: / /www.ylwd.com /. Accommodations for the Disabled Any person may make a request for a disability - related modification or accommodation needed for that person to be able to participate in the public meeting by telephoning the Executive Secretary at 714 - 701 -3020, or writing to Yorba Linda Water District, P.O. Box 309, Yorba Linda, CA 92885 -0309. Requests must specify the nature of the disability and the type of accommodation requested. A telephone number or other contact information should be included so the District staff may discuss appropriate arrangements. Persons requesting a disability - related accommodation should make the request with adequate time before the meeting for the District to provide the requested accommodation. AGENDA REPORT Meeting Date: July 10, 2013 ITEM NO. 4.4 Subject: Draft Design of District Information Brochure (To be provided at the meeting.) ATTACHMENTS: Description: Type: Backup Material Distributed Less Than 72 Hours Prior to CC Publication 2.O.pdf Backup Material the Meeting YORBA LINDA WATER DISTRICT FAST FACTS �4* Voaew Lirvow Wnrea D�sraicr is wn IrvoewelDenr SveciwL GDi— OF YR O —A - ... FORrwOnrvo s OF P wenw. B aeTwx e A .A.— f OwA1- Co • OHVLWD snOCVeaeo eV w BowaD o Cl-- . F CIE.-- eLecreo, e. THE meMeeas or THE BOARD Nve 11 rxe [oMmunrtv AHc ALL • T B.— Oei*ne �OVOOaA— OF rue D Sra.C�YVLWD au• of 230 Feel To 1900 F1- THao... • _AT VORBA LiNDAEWAreaZD�s-rRicTS wATEa RATES ARE A ... I Low. a Oawnae Courvrr. Txe BowaD of Duvecroas xws mA raneD w Eisuuv corvssavwnvs woL�cv. IT �s o_ OO.L To _ • YLWD wwrea comes Eaom rwo souaees. APPROXIMATELY s. Tns aeman0 e MerROwourwry WATER of rncrr.F Sou Txenx CAl Fo .(MWDZ IMF."T.- wwrea is Taewreo AT MWD's DIE— FS.TawT.' PLANT. LOCwrso on VALLer View wrv. Diemen Row. iry YMA Ano Ammomw. 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TO ewcx iHorviDUw emu Duce s Tws eaocxuae arcs To Paovme A slwrsxar OF Txe IR. ^ie cmeervsxiP eFPOars THE YOReA LwoA WATER DISTRICT WE I ZI VOU To tEAaN MORE DOING —GRAMS ANO C—SRE INRIATNES TO wwOM/cOMMU B w.TLwOC Backup Material Distributed Less Than 72 Hours Prior to the Meeting THE DISTRICT BUILDS A LEGACY OF COMMUNITY INVOLVEMENT Iry F scwCl Ye AN 12/13 YLWD D.N.RTEOO oLNe HE 40.000 EVENTS. BOTTLED FROM OUR OWN WELLS, YLWD BRINGS PORTA- BILITY TO OUR FRESH. HIGH-qUAUTY WATER IN SUPPORT OF LOCAL NON - PROFIT AND COMMUNITY EVENTS. ALL WATER IS PROVIDED FREE OF CHARGE ON A FIRST-COME, S. WORK- ING WITH srRlc Dlfs WATER EDUCATION PROGRAM. THE LABEL FEATURES WINNING ARTWORK FROM OUR ANNUAL BOTTLED WATER LABEL CONTEST IN AN EFFORT TO BETTER ISEP A IIIQEI ON 11E PULSE OF TIE RESIDENTS WE SERVE THE DISTRICT FORMED HE CITIZENS ADVI- SORY COMMITTEE (CAC) IN 2009. THE CAC IS AN INTEGRAL TO E DISTRICT, OFFERING FEEDBACK TO STAF1 E BOARD AND ACTING AS INFORMAL DISTRICT LIAISONS TO HE COMMUNITY. ENVIRONMENT YLWD TAKES PRIDE IN OUR ENVIRONMENTAL STEWARDSHIP EFFORTS BY OPERATING EFFICIENTLY. USING ENERGY JUDICIOUSLY AND MOST IMPOR- TANTLY. BY CONSERVING WATER. THE DISTRICT PUMPS BY - B IZIN ALTE OFF -PEAK ENERGY USE AND USING RNATIVE ENERGY W THE DISTRICT SHOWCASES A DROUGHT TOLERANT LANDSCAPE AS WELL AS ARTIFICIAL TURF DRESSING E 216 SOLAR PANELS SIT ATOP THE ROOF AS PART OF TOUR EFFORTS TO CONSERVE ENERGY. FOR OUR CUSTOMERS. YLWD sREOVENTLY OFFERS SEVERAL RESIDEN- H MUN AL WINTER DISTRICT OF ORANGE COUNTY (MWD(C) TO CONSERVE (WATER. AGENDA REPORT Meeting Date: July 10, 2013 Subject: Status of Current Public Outreach Activites ATTACHMENTS: Description: PACT - Public Outreach Activities FY 12- 13.docx Public Outreach Activities ITEM NO. 4.5 Type: Backup Material Special Events Date Description Business Donation Notes 07/03/12 Community Fundraiser East Lake Eagle Rays Swim Team 120 Bottles 07/05/12 Community Event The Cal South Outreach Program for Soccer 600 Bottles 07/18/12 School Fundraiser YLHS Men's Basketball 144 Bottles 07/26/12 Community Event YL Chamber of Commerce- Taste of YL 1,200 Bottles 07/26/12 Community Event Project 999 (Supporting Fallen Police Officers 288 Bottles 08/03/12 School Fundraiser El Dorado HS Football Golf Tournament 120 Bottles 08/10/12 Community Fundraiser YL Relay for Life 750 Sports Bottles, Water Truck, Booth 08/16/12 School Fundraiser 5th Annual Ryan Bous uet Memorial Fun Run 264 Bottles 08/30/12 Community Event National Charity League Father /Daughter Event 384 Bottles 09/10/12 Community Fundraiser "Tee It Up For the Troops" Golf Tournament 168 Bottles 09/13/12 Community Event Kids' Community Swap Meet 360 Bottles 09/20/12 Health Expo Costco 200 Bottles 250 Squirt Bottles 350 YoYos Frisbees 09/29/12 Community Fundraiser East Lake Village 200 Bottles 10/03/12 Community Event Littlest Angel Guild Annual Home Tour & Gift Fair 240 Bottles, 8 Traffic Cones 10/03/12 Fundraiser YL Pop Warner Football 340 Bottles 10/04/12 Fundraiser Es eranza High School PTSA 720 Bottles 10/12/12 Community Event Yorba Linda Girl Scout association. 500 Bottles 10/13/12 Community Event Placentia Heritage Festival 3,000 Sports Bottles 10/18/12 0 -a -thon Fairmont Elementary 1,200 Bottles 10/18/12 0 -a -thon Glenknoll Elementary 520 Bottles 10/25/12 Community Event City of Y.L. Parks & Rec. Senior Health Faire 504 Bottles, 500 Sports Bottles 10/25/12 Community Fundraiser St. Martin de Porres Halloween Fundraiser 504 Bottles 10/26/12 Jo -a -thon Lakeview Elementary 528 Bottles 10/26/12 0 -a -thon Mable Paine Elementary 528 Bottles 11/01/12 0 -a -thon Van Buren Elementary 720 Bottles 11/01/12 0 -a -thon Glenview Elementary 480 Bottles 11/08/12 0 -a -thon Rose Drive Elementary 432 Bottles 11/10/12 Community Event City of YL Fiesta Days 1,500 Sport Bottles 11/17/12 Fundraiser YLHS Basketball 312 Bottles 11/22/12 Community Event Plymouth Rock'N Run 2,000 Sport Bottles, Frisbees, YoYos 12/08/12 School Fundraiser Es eranza Dance Team 480 Bottles 02/04/13 School Fundraiser Baseball Booster Club Golf Tournament 432 Bottles 02/14/13 0 -a -thon Bryant Ranch o -a -thon 600 Bottles 02/14/13 Community Event Tyler Young Donation 120 Bottles 02/14/13 School Event YLHS Theater Guys and Dolls Program 288 Bottles 02/21/13 Community Event Friends Church Annual justice Conference 600 Bottles 02/21/13 Community Event Cub Scout Pack 580 Blue and Gold 312 Bottles 02/21/13 Community Event BSA Pack 780 Blue and Gold 216 Bottles 02/23/13 Community Event Costco Business Expo 1400 Bottles, 100 YoYos, Pens & Pencils 02/25/13 Community Event National League of Young Men Mom's Meeting 72 Bottles 02/28/13 School Event St. Francis of Asisi Academic Decathalon 72 Bottles 03/06/13 Community Event Yorba Linda Youth Track Meet 720 Bottles 03/07/13 School Event Travis Ranch Vocal Music 288 Bottles 03/14/13 Community Event Richfield Church Women's Retreat 120 Bottles 03/14/13 School Event El Dorado Boy's Basketball Banquet 192 Bottles 03/14/13 School Event YLHS PTSA Mustang Pride Day 216 Bottles 03/14/13 Community Event WYL Little League Grandparents Day 360 Bottles 03/17/13 Community Fundraiser REACH Foundation, ShamRock n' Run 504 Bottles 03/21/13 Community Event Orangewood Children Foundation 600 Bottles 03/21/13 Community Event Centanni- Cottle Memorial 5k 600 Bottles 03/21/13 Community Event National League of Young Men Mom's Meeting 72 Bottles 03/21/13 Community Event Cub Scout Pack 780 Pinewood Derby 168 Bottles 03/21/13 School Event Travis Ranch Middle School Run -2b -Fit 816 Bottles 03/28/13 Community Event City of Y.L. E - Citement Hunt 408 Bottles 03/28/13 Community Event Cross ointe Church Easter Eggstravaganza 1,800 Bottles 04/11/13 Community Event OC Annual Foster-Kinship Event 408 Bottles 04/11/13 Community Event National League of Young Men Mom's Meeting 72 Bottles 04/11/13 School Event Glenknoll Elementary o -a -thon 504 Bottles 04/18/13 Community Event National Charity League's Patroness Meeting 144 Bottles 04/18/13 Community Event Boy Scouts Order of the Arrow Cam oree 216 Bottles 04/22/13 Community Event Alta Vista Country Club 288 Bottles 04/24/13 Community Event Bruce Jacobson 50 Pens 04/25/13 School Event Yorba Linda High School Golf Tournament 240 Bottles 05/02/13 Community Event Girl Scout Troop 221 Dance 288 Bottles 05/02/13 School Event Travis Ranch 3rd Grade Country Fair 168 Bottles 05/04/13 Community Event Costco Business Expo 1400 Bottles, 100 Pens & Pencils 05/18/13 Community Event —rBoy Scouts Richfield Community Church 792 Bottles 05/23/13 School Event Charles Wagner Elementary PTA Dance -a -thon 480 Bottles 05/23/13 School Event Es eranza High Academic Recognition 360 Bottles 05/30/13 Community Event CW Perry Memorial Golf Tournament 288 Bottles 05/30/13 School Event Mabel Paine PTA Carnival 408 Bottles 06/01/13 Community Event Church of Jesus Christ of LDS 504 Bottles 06/06/13 School Event Bernardo Yorba Middle School Field Day 1008 Bottles 06/06/13 School Event Fairmont Elementary End of Year Party 552 Bottles 06/10/13 School Event Friends Christian School Grad Night 120 Bottles 06/20/13 Community Event Yorba Linda Girl Scout's Day Camp 480 Bottles 07/03/13 School Event Y.L.H.S. Boys Basketball Picnic Kickoff 168 Bottles 07/11/13 Community Event Geneolo ical Society of N.O.C. Annual Seminar 120 Bottles 07/11/13 Community Event TOPSOCCER FEST 408 Bottles 07/22/13 School Event El Dorado H.S. Quarterback Club Golf Classic 168 Bottles 07/25/13 Community Event East Lake Eagle Rays Swim Along 120 Bottles 09/26/13, Community Event East Lake Village Comm Assoc. Wine & Boots 96 Bottles 10/03/131 Community Event Girl Scouts Welcome Back Dance Party 816 Bottles As of June 271h, 2013, 33,144 Bottles Scheduled /Donated ITEM NO. 4.8 AGENDA REPORT Meeting Date: July 10, 2013 Subject: YLWD.com Review and Analytics Report (To be provided at the meeting.) ATTACHMENTS: Description: Type: Backup Material Distributed Less Than 72 Hours Prior to Web Site Data.pdf Backup Material the Meeting GVc,�,�[Ic Analytics Go to this report SLJ� Backup Material Distributed Less Than 72 Hours Prior to the Meeting Yorba Linda Water District - http: //w .ylwd.com All Web Site Data [DEFAULT] Audience Overview May 27, 2013 - Jun 27, 2013 %of visits: 100.00% Overview • Visits 400 200 Jun 5 4,316 people visited this site Visits Unique Visitors rv�` 5,864 rv-NrNe' P- 4,316 Pageviews Pages / Visit 13,726 2.34 Avg. Visit Duration Bounce Rate 00:01:54 59.26% % New Visits 52.61 % Language 1. en -us 2. en 3. zh -cn 4. en -gb 5. zh -tw 6. ko 7. ko -kr 8. ar 9. en—us 10. fil Jun 12 Jun 19 © 2013 Google ■ New Visitor Returning Visitor Visits % Visits 5,768 98.36% 49 0.84% 17 0.29% 8 0.14% 6 0.10% 5 0.09% 4 0.07% 2 0.03% 2 0.03% 1 0.02% vicvv iuu icNvn ITEM NO. 4.9 AGENDA REPORT Meeting Date: July 10, 2013 Subject: Draft District Crisis Communications Plan ATTACHMENTS: Description: Type: YLWD Crisis Communications Plan 3 3.pdf Backup Material Backup Material t w ®Yurba I -sil 'i Walcr District We Are H;esl i tai n% �_ � Water L yrr r • �. . 4 t Y � F 1 C� n a Pistr ict� TIONS PLAN Awn INTRODUCTION Acknowledgements i Why Have a Crisis Communications Plan? ii Planning Template Overview ii Creating a Crisis Communication Team iii PLAN OVERVIEW Plan Organization 1 Plan Instructions 1 Plan Review I QUICK RESPONSE: SEVEN STEPS FOR CRISIS C Seven Steps for Crisis Communication STEP 1: Verify the Crisis Situation STEP 2: Notification and Assignments STEP 3: Assess the Communication Crisis Level STEP 4: Communication Management STEP 5: Develop Messages STEP 6: Approve and Release Messages STEP 7: Monitor and Provide Feedback RESPONSE Working with Family Mem Working with the Media_ Using the Web Crisis Inquiry Log CONTACTS MMUNICATION _3 _4 9 10 11 12 13 14 17 18 Subject Matter Experts 19 Industry Experts 1W 20 Stakeholders and Resources 20 Media Contacts 21 SCENARIOS Crisis Scenarios List 23 MESSAGING Message Mapping Steps 24 Example Audience List 25 Audience and Questions Worksheet 26 Sample List of General Concerns 27 Sample Message Map 28 Press Release Template 29 Holding Statements 33 Sample Holding Statements 37 Frequently Asked Questions 41 Message Approval Form 42 Emergency Audience Notification Chart 43 MEDIA TIPS Interacting with the Media Being at Your Best for an Interview_ Spokesperson Assignment Sheet Recognizing Traps and Pitfalls Positive and Negative Body Language Spokesperson Guidelines POLICY/PROTOCOL YLW U Media Response Policy 44 46 47 48 49 50 4 t ** 51 YL yORBA LINDA WATER DISTRICT CRI OTF3 11W Acknowledgements This planning template is based on the research and teachings of Dr. Vincent Covello and Dr. Tim Tinker, both internationally recognized experts in the field of risk and crisis communication. The planning template was developed for the Yorba Linda Water District by Damon Micalizzi. Special thanks to Municipal Water District of Orange County for allowing the review, use and adaptation of pieces of its crisis plan for this planning template; Orange County Water District, for allowing the review of its Emergency Response and Crisis Management Plan; and the Environmental Protection Agency for review and adaptation of its Effective Risk and Crisis Communication plan.. IA6 Updates to this ter messaging needs. ional logistical and VW YORBA LINDA WATER DISTRICT CRISOMMUNICATIONS Why Have a Crisis Communications Plan? A crisis communication plan is a vital part of emergency preparedness and response. A company's success is dependent, in part, upon its reputation. Having a solid crisis communication plan, which has been integrated with the emergency management or operations plan, well- tested and understood and practiced by District employees, can not only save an agency's reputation, and at times can also save lives. From a practical application standpoint, a crisis communications plan does the following: • Defines and assigns the crisis team. • Outlines roles and responsibilities of the crisis tea • Details steps to take in a crisis event. • Indicates who to contact, resources that are ilable • Provides a platform for training, testing improv( Planning Template Overview procedures to follow. The YLWD Media and Comm 'ty Crisis C munication Planning Template is designed to provide a fram rk so that the istrict's crisis communication response is uniform, while allowing each ' is to have a plan that is unique and appropriate to the specifics of the situation The planning tem into two major sections: 1) Crisis Communicatio rang Template: An outline of a Crisis Communications Plan with response informa 'on as well as places to insert situation- specific information. 2) Resource Materials: A variety of samples, templates, tips and planning materials to use in pre - planning, testing and crisis response efforts. The planning template provides places to insert situation- specific information to customize the template to the unique needs of the crisis event. YLWD PUBLIC AFF YORBA LINDA WATER DISTRICT CRISIS COMMUNICATIONS W Creating a Crisis Communications Team The composition of a crisis communications team may vary depending on the size of the operation, but keep these three roles in mind: communications, operations and subject matter expertise. The ideal team would be comprised of: • General Manager • Public Affairs Officer (In most cases the Crisis Communications Team Leader) • Safety Officer • Department Managers (Called upon depending on the crisis) o Finance • Human Resources • Operations • Information Technology • Engineering Legal Counsel District personnel may not be sufficient han ee ands placed upon them, particularly in crisis situations involving ulti- ay cue and /or recovery operations or environmental catastrophes. rmo in addition to federal and state authorities that have statutory responsibilities at our ssduring a crisis, elected officials, including the governor and in lbers congressional delegation, may want to play a role in press bri n'or in meetings with family members. These possibilities all requ' oor tion #d will further tax personnel. As part of the creating a crisis communications team, outside resources that could suplplemP ft or fill gaps in the team should be considered and relationships, either format informal, developed as appropriate. vim yORBA LINDA WATER DISTRICT CRI k, OMMUNICATIO W Plan Organization The YLWD crisis communications plan is divided into three major sections. 1) Quick Response - This section includes the first seven steps to take in a crisis. 2) Resources- Throughout the plan there are references to the Resources section, which provides more information on various elements of communication crisis response, templates, checklists and reference materials. The documents within the Resources section are referenced in the plan by the listed page number. 3) Communication Strategy -- This section includes additional YLWD protocols. Plan Instructions YLWD will keep a copy of this plan both at the offiiFand offs; copy of the plan will also be maintained offsite both electronically a n pa r forma t is the responsibility of the crisis communication team leader (CCTto ensure that a copy of the plan is available to each team member, other staff and ke ergency response partners for use in the event of a crisis. It is also the resp of CCTL to ensure that the plan is kept up -to -date and that the team memb ha t e plan and understand its contents. 'M1h' Plan Review The crisis commun on teamICT) will review this plan on an annual basis to check that: • Contact informatics are current. • New initiatives or rd ntified risks are assessed and included. ■ Changes to risk communications policies, practices or procedures are up -to -date. YLWD PUBLIC AFFMMM VLM� 2 Seven Steps for Crisis Communication Communicating before, during and after a crisis is important - not only when working with the media, but also with employees and their family members. The following is a seven -step approach to: 1. Help you understand your communication role in an emergency 2. Follow and support YLWD procedures 3. Know what communication actions to take Depending on the intensity of the situation, it is possible that all of these steps could be taken within the first three hours of a crisis and then repeated as needed during the YLWD PUBLIC AFFAIRS 3 STEP 1: Verify the Crisis Situation The first step is to determine what has happened (what, when, who, how, why), by coordinating at the site of the incident and immediately identifying as many facts as possible: WHAT happened and where? WHEN did this happen? WHO is involved? HOW did it happen? WHAT is currently being done? When collecting the data consider the following: • Do you have all the facts (to the best of your knowledge) • What other information do you need to put the event into perspective? • Has the situation been confirmed? • Was your information source(s) credible? • Is information consistent from several sources? In some cases, the media may be alerted to the situation before all of these facts can be determined. Even if you do not have all of the information yet, it is important to notify the Crisis Communication Team as well as provide the media with a statement indicating that the situation is under investigation and that as soon as more information is available it will be provided. Review the YLWD media policy for more information on how to respond. You can also reference the sample holding statement in the resource materials section. See Rcsourccs for related documents: • YLWD Media Policy in section F • Sample Holding Statement in section D • Press Release Template in section D C! Crisis Situations Each crisis is unique, but there is an opportunity to become familiar with a variety of scenarios so that a potential crisis can be quickly recognized and addressed. YLWD has identified a number of scenarios that could adversely impact operations, financial stability and reputation. These scenarios may include: • Wildfire • Earthquake • Dam /Water Tank Failure • Landslide/ Mudslide • Extreme Heat /Drought • Flood /Storm • Sewage Spill • Expansive Soil/ Land Subsidence /Liq • Man -Made Hazards • Hazardous Material Release • Power Failure • High Winds • Terrorism • Personnel Issues STEP 2: Notificiag As soon as the cri� (CCTL) should be gnments been identified, the Crisis Communications Team Leader ted immediately with all information gathered thus far. NOTE: Even if the situation does not seem like it could garner community or media attention, it is important that the CCTL be informed. Crisis situations can escalate very quickly, and it is extremely important that the communication team stay up -to -date on the situation. Communication Notification Steps 1. The Incident Commander (IC) should immediately call the Emergency Response Coordinator (ERC). 2. The ERC should call the CCTL (within 15 minutes of incident) according to operation standard policy. 3. CCTL will coordinate by contacting all members of the Crisis Communications Team (CCT) (see chart below). 5 vim YORBA LINDA WATER DISTRICT CRISIS'1GOMMUNICATIO W 4. A conference call will be scheduled so the ERC and CCT members can determine if there is a communication crisis, and, if so, what communication crisis level it has reached (see Step 3). The CCT will also determine next steps. Crisis Communications Team ssi nments Role Res onsibi Primary Name/Title Alternate Name/Title Crisis Communications Team L ader • Coordinates communication response • Oversees message development and coordinates message with YLWD • Final approval on all publicly disseminated information • Arranges scheduled and emergency team meetings, works with senior advisors • Oversees broad and specific team functions • Ensures required resources are available for team member assigned duties • Communicates with Board of Directors Role/ Primary Alternate Responsibility Name/Title Name/Title Assistant CCT Coordinator • Assists the team coordinator with prioritizing duties and handling inquiries. • Fulfills all the duties and responsibilities of the CCTL his /her absence. • Works in close liaison with the spokesperson facilitator to ensure message accuracy. • Assists with media relations. Family Liaison • Establishes, coordinates and initiates contact with family members to notify with updates and information as information becomes available. (NOTE: Family members should always be informed before the media. See Working with Family Members in the Reference Materials.) • Coordinates YLWD assistance in family needs. • Liaison to CCT about family conc etc. • Handles logistical needs (foo dgi professional services) of familie • Works with coordinat* o community assista and cou lin partners. NOTE: TTc Family Liaison to er should have appropriate training 7Wworking with affected family members. It can be a human resources professional, but should not be the CEO or the spoken with theme Operations Representative • Is the communication liaison between Operations and the CCT. • Keeps CCTL and core decision group up -to -date on new developments. • Dedicated to linking operational response to communications response. vim yORBA LINDA WATER DISTRICT CRISIS'1GOMMUNICATIO Lwi Role/ Primary Alternate Responsibility Name/Title Name/Title GM [Insert specific roles determined by company, i.e., message approval, spokesperson, etc.] Legal Counsel /Advisor • Legal advice on communications strategies. • Legal advice on messaging to victim(s), family members, media, etc. • Approved messages before release. Sr. Advisors (as needed) • Provide communication input regarding [area of expertise] (i.e., the senior Human Resources representative may be called upon for assistance in a Union Strike situation.) • [Insert list of senior advisors and the roles they may play in an emergency] Spokesperson • Works with CCT to publicly issue statements to the media. • Serves as lead YLWD represe ve at press conferences with assist fro operational staff, state /local ag , YLWD, etc. NOTE: The Spokesperso be the PIO, senior advisor, subject mat ert, CLT depending on the situation. Information Technology Coordinator • Oversees and coordinates the technology needs for the situation, including: 1. Computers/ Internet/ E -mail 2. Phone Lines 3. Printers/ Copiers 4. Fax machines • Coordinates/ Assists with establishing the technology needs for the media and family sites. • [Add additional responsibilities] vim YORBA LINDA WATER DISTRICT CRISIS'1GOMMUNICATIO \I \I Role/ Primary Alternate Responsibility Name/Title Name/Title Web Site Coordinator • Coordinates with the CCTL to provide up -to -date information on the web. • Monitors Web site comments and provides updates to the CCT. • [Add additional responsibilities] VIP Liaison • Coordinates communication with VIPs - mayor, state legislators, governor, congresspersons, etc. • Oversees logistics for VIP visits, location, mine access, etc. • [Add additional responsibilities] [Add additional team members and their responsibilities] -1 - IN O I STEP 3: Assess the Communication Crisis Level Based on the level of communication required as listed in the criteria below, determine the crisis level of the situation. Elm • Media have immediate and urgent need for information about the crisis. GM may need to provide opening statement of empathy/ caring. • One or more groups or individuals express anger or outrage. • Broadcast and print media appear on -site for live coverage. Crisis causes growing attention from local and regional media. Media contacts non -CCT staff for information about the crisis. INTENS In addition to the media, stakeholders and community partners are present at site. Affected and potentially affected parties threaten IL to talk to the media. • Crisis situation may/ may not have occurred; the situation is attracting slow, but steady media coverage. • I External stakeholders (e.g., MWDOC, OCWD, City, State or Fed) receive media inquiries. The public atlarge is aware of the situation/ event but is attracting very little attention. • Crisis attracts little or no attention. • Pre -event information requests are received. • Public and/or media are virtually unaware of crisis. 10 STEP 4: Communication Management Message Management 1. Schedule regular internal communication updates. 2. Schedule regular updates with external agencies. 3. Identify key audiences. 4. Start crisis inquiry log from public and /or media. 5. Select and /or assign spokesperson(s) and interview location. Logistics (Many times these will often be handled via Joint Incident Command) 1. Identify on -site Incident Commander. 2. Establish a location for Emergency Communications enter. 3. Address other logistics: • Set -up a site for the media away from the enter. This step needs to be taken care of very quickly so you can enrol t edia situation- once they have established a site, it is dif ' t, if not i ssible, to move them. • Set up a family /employee site a fro e media and the incident. • Establish a place for VIP visitors. See Resources for related materials: • in Audience List in s ction D • Audience and Wor eet in section D • Communication Operations $hedule in section A • Crisis og in' ection A • Spoke ssignI t Sheet in section E • Spok uidelines in section E Ch • Workia y Members in section A • Workie Media in section A 11 STEP 5: Develop Messages Once the crisis level has been determined and factual information to be communicated has been confirmed, it is time to begin planning a response strategy for communicating critical information and for responding to potential questions for each audience. During this step, the Crisis Communications Team should: • Develop key information points. • Develop or refer to a list of questions that could be asked by a variety of audiences (families, media, interest groups) about the crisis. • Modify pre- scripted messages or develop new messages. • Be prepared to address the District's record for the relevant crisis situation, e.g., water supply, water quality, financial integrity, etc. • Determine how the District will manage inquiries arding a Board Member's, GM's, or other senior management's activities t re unrelated to the crisis situation, e.g., political activities. � • Identify the best methods for delivery of idy messages. • Monitor crisis and update messages ba on the crisis. See Resources for related materia s: • Audience List in sectio • Audience and Questi s Worksheet in section D • Holding Statement Samples in section D • Message Mapping Ste n ction D • Message Malp Work She ins ction D 12 STEP 6: Approve and Release Messages Message Approval Once messages are developed for each potential audience, all messages that will be distributed internally to employees and externally to the public, media, etc., should be approved by the following individuals: 1. Crisis Communication Team Leader (CCTL) 2. Legal Counsel /Advisor 3. General Manager (GM) Once the legal team and the GM have reviewed the message, the CCTL will work with the Crisis Communications Team (CCT) to make needed ch ges and finalize for official release. Message Release Messages can be released through a variety of m and messengers and at various time frames, depending on the crisis. In crisis s 3 of4, the main statement or overarching message should come from the G M and, if deemed appropriate, include a message of empathy and carin Delivering messages to a broad range of peop red to be a team effort as outlined in the Emergency Notificatii 'n Secti n D. However, ALL messages should be coordinated with the CCTL cha led t rough the approval processes to make sure that they are in line wi o ages and approved by the District for release. See Resources for rE • Emergency hart in section D • Emergency Internal Audience Notification Chart in section D • Holding Statement Samples in section D • Message Approval Form in section D 13 STEP 7: Monitor and Provide Feedback During and after the crisis the CCTL will coordinate with the CCT to: 1. Review crisis coverage • Review media outlets that have inquired about the situation. • Review media within a designated area of the facility (distance depends on the nature of the event). • Conduct regular Internet searches for key words, such as the Yorba Linda Water District, the incident, people involved, etc. • In some cases you may want to monitor blogs, comment boards or chat sites to assess community concerns, comm is and or rumors. Keep in mind the following when reviewing the rtes: 1. Although things should be to .ously, understand that blogs and comments board be a simply to "let off steam." 2. YLWD or members of e CC ould N VER respond, even anonymously, through b or chat site. The only exception is if the District establishes a dial via the District's Social Media Channels to address questions a oncerns. Keep in mind, however, that all communicalon sho4W through official review /approval procedur before posting. 2. Identify story trends Aw • What is the ma' ocus for the media? • Is the focus chap ? • Are there patterns t at indicate messages YLWD should be focusing on or respondi to? 3. Identify communi eactions • What are the major issues being addressed through the media? What questions or concerns are being posed? Incorporate lessons learned into crisis communications plan During the crisis and afterward, lessons learned (e.g., what types of messages are needed, what approach the media takes to a certain type of story, what the media is asking, etc.) should be noted to assist in planning and response for future situations. NOTE: Solicit feedback from YLWD leadership /employees outside of the CCT to assist in identifijing what worked, what didn't and lessons learned. VLM 14 Working with Family Members Keeping the family informed about the situation is an essential part of crisis communications and should be viewed as a priority for the Crisis Communications Team. Please review the following checklist when working with employees' family members. Logistics ❑ Establish a site for family members. Location should be: • Away from the location of the incident • Away from media location • Easily a� • As coral ❑ Coordinate • Food • Beverag • Counsel ❑ Select a facil • Parking • Toilet fa • Comfor • Private Communicatic ❑ Appoint a fi • Liaison • Liaison assistan. c ions to assist with: d response. benefits and ❑ Establish protocols for sending updates to family liaison and authenticating updates. NOTE: Family members sliould ALWAYS be updated before the media or VIPs. ❑ Partner with clergy/ counsellors to be on -site when making announcements - especially those involving injury, fatality or uncertainty. However, clergy/ counsellors should never be given the responsibility of conveying information about the crisis situation to family members. ❑ When communicating with family members always: • Make sure information is accurate. VLM 15 Provide updates to family members before making any announcements to the media. Be prepared to handle/ answer difficult questions regarding who was at fault /who is to blame, compensation, lawsuits, timelines, etc. Anticipate these questions in advance, develop messages and if approved through the CCTL, GM and legal counsel, provide updates. NOTE: Family liaisons sliould ALWAYS clieck messages through the CCTL before proceeding. Working with the Media The media play an essential role in informing the cogiuni ?mod will do so with or without your help. Depending on the level and d jVtion of the is, especially one involving the fate of multiple individuals, the yjTnber media rTpresentatives can reach 100 or more on site and numerous other r quests for information are likely to be made by phone or e -mail. ` The most important members of the meth are loP porters (newspaper, radio and TV) who will be the main sourc ormation for employees, their families and other community members. The re nal a se le reporter will play a big role in how the event is covered nationally. a r le communications team should work most closely with these be the media. Scheduled press c erences d released statements are the most efficient and effective way to brie on -loca media. When thinking about how Vou can best work with the media, keep the following in mind: Logistics ❑ Establish a site for the media quickly - or they will establish a place. Location should be: • Away from the location of the situation • Away from the family and VIP location • Easily accessible • As comfortable as possible ❑ Select a facility with: • Comfortable seating VLM 16 • Parking with enough space for satellite trucks • Private consultation room (if possible) • Security - have the media check in when they arrive. • Toilet facilities ❑ Select a facility capable of accommodating: • Podium with ability to attach several microphones • Chairs Additional needs to consider: • Computers / Internet access • Copy machine and paper • Electrical power strips • Fax machine and paper • Flip charts and black or blue markers • Masking tape • Notepaper /Pens • Telephones (landlines) - especially if ceIones don t work in that area Communication ❑Appoint a media liaison to addj��ogis nd media needs ❑ Appoint a media liaison ❑ Communicate at the same tit ❑ If you set a time fors information, it is im Communication Aids ❑ Current District maps communication and response. briefings so that all media receive the same information lFriefing - keep it! Even if you do not have new to provide the media with an up -to -date statement. ❑ Graphics depicting District operations ❑ Photographs of the incident location ❑ Fact sheets about the incident as well as names, titles, and job responsibilities or professional qualifications of individuals who will be briefing the media. ❑ Glossary of terms VLM 17 Using the Web Importance of Using the Company Web Site Web sites have become a go -to source for information in times of emergency - not only for the media, but also for employees, family members and the community at large. The web allows information to be updated quickly and is a forum for the company's stance on the situation. During an emergency it may be difficult to find time to develop an online format for emergency information. Developing a "dark site" prior to an emergency can assist in limiting the amount of work that has to be done in- event. Developing a Dark Site A dark site is a Web site that is prepared in advancAoergency, but is not viewable on a regular basis. The site can be made r ble once a crisis occurs. A dark site should look similar to the compan eb si *for bran consistency so that it can either replace the main page of the compan site temporarily or be linked to from the main site. The following are a few examples of wl site: • Fact sheets specificall r crisis i • Company information, history, s tion can be housed on a dark c)rd, etc. • District map<oi7We • District pho • Placeholder p fic messages • References t tes that could provide additional information, such as Make sure all information iTup -to -date before making the site live. During a crisis is the worst time to have incorrect or outdated information up for public viewing. Crisis Inquiry Log Caller: ❑ Media Date: Organization: Phone number: Fax: Address: Inquiry: Deadline: ❑ Employee/Family ❑ Public ❑ Board/Shareholder Time of Call: Person taking call: Reply made by: Date/Time: Reply: E vim, 19 Subject Matter Experts Contact Area of Expertise Name/Title Organization Information Office: Cell: Health and Safety Home: Fax: E -mail: Office: Cell: Legal/ Labor Law Home: Fax: E -mail: Office: Crisis and Risk Cell: Home: Communications Fax: E -mail: Office: Human Cell: Resources/ Family Home: Liaison Fax: E -mail: Office: GM and District Cell: Home: ReReputation p Fax: E -mail: Office: District Cell: Home: O erations p Fax: E -mail: Office: Cell: Environmental Home: Fax: E -mail: Office: Cell: Security Home: Fax: E -mail: Industry Experts Company Name Title Contact Information Office: Office: Family Assistance/ Cell: Health and Safetv Counseling Home: Home: Fax: Fax: E -mail: E -mail: Office: Office: Cell: Environmental Food Service Home: Home: Fax: Fax: E -mail: E -mail: Office: Crisis and Risk Emergency IT/ Cell: Cell: Communications Home: Communications Equipment Fax: Fax: E -mail: E -mail: Office: Cell: Statistics Home: Fax: E -mail: Stakeholders ur , 20 Company Title Contact Information Office: Family Assistance/ Cell: Counseling Home: Fax: E -mail: Office: Cell: Food Service Home: Fax: E -mail: Office: Emergency IT/ Cell: Communications Home: Equipment Fax: E -mail: 21 Company Title Contact Information Office: Private Security Cell. Providers Home: Fax: E -mail: Media Contacts Los Angeles Times - Orange County Edition 1375 Sunflower, Costa Mesa, CA 92626 (714) 966 -5600 www.latimes.com/oc Letters to the times Orange County Edition ocletter @latimes.com VIA Orange County Register 625 N. Grand Ave., Santa Ana, CA 92701 Mailing: P.O. Box 11626, Santa Ana, CA 9271 (714) 796 -7000 www.ocregister.com Letters to the Editor letter @ocregister.com Yorba Linda Star 1771 S. Lewis Stre rnaheim, 80 vorbalindastar @ocre ter.com OC Weekly 1666 N. Main St., Suite 500, Santa Ana, CA 92701 (714) 550 -5900 www.ocweeklv.com KABC -TV Channel 7 (Orange County Bureau) 1462 E. Katella, Anaheim, CA 92805 (714) 634 -1847 KCAL -TV Channel 9 6121 W. Sunset Blvd., Los Angeles, CA 90028 (323) 467 -9999 www.k-cal9.com ' vim YORBA LINDA WATER DISTRICT CRI w KCBS -TV Channel 2 6121 Sunset Blvd., Los Angeles, CA 90028 (323) 460 -3000 KTLA -TV Channel 5 5800 Sunset Blvd., Los Angeles, CA 90028 (323) 460 -5500 www.ktla.com KTTV -TV Channel 11 1999 Bundv Dr., West Los Angeles, CA 90025 (310) 584 -2000 www.fox111a.com NBC 4 channel 4 (Orange County Bureau) 1411 Batavia St., Suite 113, Orange, CA 92867 (714) 288 -0444 41bm1bh.'< 11 F w 23 Crisis Scenarios List An important part of crisis communications planning is to assess practices and /or features of your operations that could be involved in a crisis situation. Put a check mark if you have identified resources and experts to address each scenario. Write N/A or remove from the list if it does not apply to your Scenario I Subcateizories I Resources I Experts Message Mapping Steps Definition A message map provides an organized, prioritized repository of the information available to convey and support the messages the public needs to hear, understand and remember. Message maps also structure information essential for responding to public concerns. Developing Message Maps Developing the messages that will be released to the public is very important. Here are seven steps to follow when developing your crisis message maps: Step 1- Identify stakeholders: Stakeholders are interested, affected or influential parties that would be or are currently affected by the situation. Step 2 - Identify concerns: Develop a complete list of specific concerns for each important stakeholder group. Step 3 - Identify underlying general concerns: Analyze all concerns to identify common sets of underlying general concerns. Note: This should be done as time allows - initial messages or holding statements may need to be made before this step can take place. Step 4 - Develop key messages: Messages should be in response to each stakeholder question, concern or perception. Initial messages should address top of mind concerns, i.e., water supply, water quality, employees' safety/ wellbeing, what is being done at the incident site, etc. Step 5 - Develop supporting facts and proofs for each key message: Supporting facts provide the continuity and details needed to support the key message. Key messages should have no more than three supporting facts. Step 6 - Conduct systematic message testing: Message testing should done by subject matter experts not directly involved in the original message mapping process to validate the accuracy of technical information. hl a crisis, this will need to be done very quickly. Sharing and testing messages with partners ensures message consistency and coordination. Step 7 - Plan for delivery: Prepare for the message maps' delivery by a trained spokesperson or through the appropriate communication channels. 24 Example Audience List 25 Audience Board Members Employees- Field Internal Employees - District Office Families Senior Advisors Customers Elected Officials Other Industry Local and State Fire/ EMS Media: Local, Regional and National External Partners - Police, Fire, Emergency Management Services, etc. Public Shareholders (current and potential) Transportation VLM Audience and Questions Worksheet Audience Questions ,/ 10 26 1 M- vim YORBA LINDA WATER DISTRICT CRI Sample List of General Concerns 1. Health 2. Safety 3. Ecological/ Environmental 4. Economic 5. Quality of Life 6. Equity/ Fairness 7. Cultural/ Symbolic 8. Legal/ Regulatory 9. Basic Informational - Who, What, Where, When, Why, How 10. Openness /Tra i A�cc +„ Tr ff yr a4-;n" 11. Accountability 12. Options / Alters 13. Control 14. Effects on Chilc 15. Irreversibility 16. Ethics /Moralifi 17. Unfamiliarity 18. Changes in the 19. Voluntariness 20. Benefits 21. Expertise 22. Honesty 23. Listening /Cari 24. Trust 27 vim YORBA LINDA WATER DISTRICT CRI \/r Sample Message Map Scenario: Stakeholder: Concern: KEY MESSAGE 1 lo I KEY MESSAGE 2 10 I KEY MESSAGE 3 Support Point 1.1 Support Point 1.2 Support Point 1.3 Support Point 2.1F &I Support Point 2.2 Support Point 2.3 Support Point 3.1 1 Support Point 3.2 Support Point 3.3 28 444 VLM YORBA LINDA WATER DISTRICT CRI Press Release Template FOR IMMEDIATE RELEASE Contact Name: Contact Phone Number: Contact Email Address: Headline One sentence, 7 -10 words, that describes the major point of the release: City (Date) Message of Empathy /Caring (if appropriate): Main Paragraph Quickly answers the Who, hat, Where, When and Why of the story: Who is affected: What is going on: Where is this taking place: When did this occur? Why is this important? (more) 29 q VLM Quote (key points can be made within quotes) From a pre- determined spokesperson- Quote should say what actions the District is taking, telling people what actions they should be taking, or voicing compassion and concern. Name of Spokesperson: Spokesperson's title: Quote: Key Message 1: Supporting Point 1.1: Supporting Point 1.2: Supporting Point 1. (more) 30 1 V_ VLM YORBA LINDA WATER DISTRICT CRI Key Message 2: Supporting Point 2.1: Supporting Point 2.2: Supporting Point 2.3: Key Message 3: Supporting Point 3.1: Supporting Point 3.2: (more) 31 VLM YORBA LINDA WATER DISTRICT CRI Supporting Point 3. More Information For more information, contact: Yorba Linda Water District (714) 701 -3000 Ylwd.com Other ways to get information: 32 1 11 VL YORBA LINDA WATER DISTRICT CRI \I \I Holding Statements HOLDING STATEMENT For Immediate Release Contact: [NAME] [TITLE] [PHONE NUMBER] [E -Mail] [INCIDENT] AT YORBA LINDA WATER DISTRICT 4V Tic follort7ing statement zvas issued today by Yorba Li later District: [Location, e.g., Elko, Nev.]: At approximately e re was what is currently being investigated as a (Brief general description - fire, burst, etc.) at[Name of Incident Location]. We are working to determine that [General information that currently being treated, etc. AVAILABLE.]The safety and priority [expression o As more inform atio availa regular media briefin etc.7At this time we have confirmed 1, i.e., one person was injured and is TION IF NO CONFIRMED INFO IS employees and customers is our first ncern if appropriate]. will be providing updates through ylwd.com and Note for Media: Media briefings will be held at [Location] at [Time - specific time, or general, i.e., every hour on the hour, etc.]. YLWD PUBLIC AFFAIRS 33 ' vim YORBA LINDA WA10 DL,1TRICT, W Im HOLDING STATEMENT: EMPATHY STATEMENT For Immediate Release [Incident] at Yorba Linda Water District The following statement was released today by (Nary [short description of incident, e.g., explosion, floodin [Location]: "We understand the concerns, fears [incident - broken pipe, accident, etc.] that too afternoon, today, yesterday, etc.]. Our thought Contact: [NAME] [TITLE] [PHONE NUMBER] [E -Mail] of operation] following the kLu may have about the -'W this morning, with the victims and their families. At this time we are doing everything w n determine what happened, conduct a rescue operation, etc.]. "The safety and well -being of our [those effected: employees, employees' families, community/ neighbors] is our ' st priority. "As more informa ' is avai e, ill be providing updates through vlwd.com and regular media brie i " Note for Media: Media briefings will be held at [Location] at [Time - specific time, or general, i.e., every hour on the hour, etc.]. YLWD PUBLIC AFFAIR HOLDING STATEMENT: ENVIRONMENTAL DAMAGE For Immediate Release Contact: [NAME] [TITLE] [PHONE NUMBER] [E -Mail] POTABLE WATER BEING PROVIDED TO YORBA LINDA RESIDENTS FOLLOWING [Incident] [Location]: The Yorba Linda Water District is providing potable drinking water to residents of Yorba Linda, CA following the [incident]. "T sure a reliable source of drinking water to residents, Yorba Linda Water District has nged for potable water supplies for the foreseeable future until the [incident] has been ired," [Name and title of District spokesperson] reported today.) At approximately [time of day], [brief description of event]. An immediate examination indicated [reason incident presents a threat to the publ*, resulting in a need for potable water. Local authorities were immediately n Tied, d at approximately [time of day] and arrangements were made for trucks tolmw water to local residents. "We are in the proc f [w cTNis being taken] and will continue to monitor the situation. We apo e to our stomers for any concern or inconvenience this may have caused," [Name ism spokesperson] said. Additional information wil be provided on the District's Web site: ylwd.com Note to the media: Additional information will be provided by the District tomorrow at [time]. YLWD PUBLIC AFFAIR 35 ' vim YORBA LINDA WA10 DLITRICT CRI W AN HOLDING PRESS STATEMENT: EMPLOYEE FATALITY For Immediate Release Contact: [NAME] [TITLE] [PHONE NUMBER] [E -Mail] YORBA LINDA WATER DISTRICT EXTENDS CONDOLENCES TO FAMILY OF FATALLY INJURED EMPLOYEE [Location]: "Our thoughts and prayers are with the f ily Name of employee], who was fatally injured today at the [Name of Inciden J*d Locah [First name of employee] was a valuable member of our team, and w will mis im /her];' [Name and title of a senior person at company, e.g., o�ti� manager] said today. [Last name of employee] was fatally injured [j�pprox'IQ to time of day, e.g., this morning] while [brief description of even [Des In of assistance provided on site, e.g., CPR was started on site], and [Last na e of employee] was transported by [how transported and to where], wye he [any sups taken at hospital, e.g., underwent surgery and later] was pronounced dei9aft The appropriate authA*0110vere ediately notified of the incident, and a thorough investigation will b4e conducted. " f us hope to learn from an investigation of this tragic event so we can make th ecessary modifications to reach our goal of zero accidents and fatalities�Las me of company official] added. [Last name], has served [a length of tenure] at the District. [He /She] is survived by [his /her] [description of survivors]. YLWD PUBLIC AFFAIR 37 VLm YORBA LINDA WATER DISTRICT CRIN-' 0 i ^ IL LWI Sample Holding Statements SAMPLE HOLDING STATEMENT For Immediate Release Colitact: John Doe Public Information Officer (714) 555 -5555 Johndoe @ylwd.com SAN ANDREAS EARTHQUAKE AT YORBA LINDA DISTRICT Tlic folloicijig stakiwiit zvas issucd today by Yorba Linda, CA: At approximately 13:15 Andreas Fault damaging the Yorba Linda The extent of the damage is still being in structural damage to the pipeli;�" ' eve personnel were injured. As al ! s customers is our first priority durin As more information regular media briefA Note for Media: Me( Room at 1717 E. Mir Yorba L Water District: along the San V tRls time though it is believed ve, owever, confirmed that no well -being of our employees and t and costly fires. will be providing updates through ylwd.com and Ming ,Will be held at the Yorba Linda Water District's Board Ave., Placentia every hour on the hour. YLWD PUBLIC AFFAIR ' vim YORBA LINDA WATER DISTRICT CRI W SAMPLE EMPATHY STATEMENT For Immediate Release San Andreas Earthquake at Yi - - Tlie following statement was released today by the collapse of the Yorba Linda Blvd. Pipeline: Yorba Linda, CA: "We understand the concer about the San Andreas Earthquake that took p are with those affected. "At this time we are doing everything customers in the aftermath of thh result. Contact: John Doe Public Information Officer (714) 555 -5555 Johndoe @ylwd.com District District following the limns you may have r thoughts and prayers to me the consequences for our lFid return water to those without as a "The safety and well -being of Sur community is our first priority. "As more information is available, we will be providing updates through vlwd.com and regular media briefings. Note for Media: Media b gs will be held at the Yorba Linda Water District's Board Room at 1717 E. Miraloma ve., Placentia every hour on the hour. YLWD PUBLIC AFFAIR C VLM \I \I YORBA LINDA WA 39 SAMPLE STATEMENT OF ENVIRONMENTAL DAMAGE For Immediate Release Colitact: John Doe Public Information Officer (714) 555 -5555 Johndoe @ylwd.com POTABLE WATER BEING PROVIDED TO YORBA LINDA RESIDENTS FOLLOWING SAN ANDREAS EARTHQUAKE Yorba Linda, CA: The Yorba Linda Water District is providing potable drinking water to residents of Yorba Linda, CA following the collapse of the Yorba Linda Boulevard pipeline during the San Andreas Earthquake. "To ensure a reliable source of drinking water to residents, Yorba Linda Water District has arranged for potable water supplies for the foreseeable future until the Yorba Linda Boulevard Pipeline has been repaired," John Doe, Public Information Officer for the District, reported today. At approximately 06:17, an earthquake along the San Andreas Fault line caused the collapse of the Yorba Linda Blvd. Pipeline. An immediate examination indicated that water could no longer be transported by the pipeline resulting in a need for potable water. Local authorities were immediately notified, and at approximately 06:30and arrangements were made for trucks to deliver water to local residents. "We are in the process of assessing the damage caused by the earthquake and devising a plan for repair. We apologize to our customers for any concern or inconvenience this may have caused," John Doe said. Additional information will be provided on the District's Web site: ylwd.com Note to the media: Additional information will be provided by the District tomorrow at 09:00. C VLM \I \I YORBA LINDA WA .1 SAMPLE PRESS STATEMENT: EMPLOYEE FATALITY For Immediate Release Colitact: John Doe Public Information Officer (714) 555 -5555 Johndoe @ylwd.com YORBA LINDA WATER DISTRICT EXTENDS CONDOLENCES TO FAMILY OF FATALLY INJURED EMPLOYEE Yorba Linda, CA: "Our thoughts and prayers are with the family of Jane Doe, who was fatally injured today at the District's warehouse during the San Andreas Earthquake. Jane was a valuable member of our team, and we will miss her," John Doe, Public Information Officer for the District, said today. Doe was fatally injured this afternoon while taking inventory in the District's warehouse. When paramedics arrived Doe was transported by ambulance to St. Josephs where she was pronounced dead. The appropriate authorities were immediately notified of the incident, and a thorough investigation will be conducted. "All of us hope to learn from an investigation of this tragic event so we can make the necessary modifications to reach our goal of zero accidents and fatalities," Doe added. Doe, served 7 years at the District. She is survived by her husband and 10 year old son. ' vim YORBA LINDA WATER DISTRICT CRI W Frequently Asked Questions 1. What happened? 2. What went wrong? 3. What caused this? 4. Did you have any prior indication that there was a problem? 5. How many casualties/ injuries? What are their names? 6. How serious are the injuries? 7. When did this happen? 8. How was the incident discovered, by whom and when? 9. What state and local authorities have been notified and when? 10. Has anything like this happened before? 11. Where were the dead /injured taken? 12. Who is assisting the families? 13. What have the families been told? e<*446' 14. How many others were working in the ar t the time e incident? 15. When was the source of the incident la spe ? Wha did the inspector find? 16. What equipment is being used to ontact /r e the injured? 17. What is the safety record at the i dent ci e 18. How experienced were the emplo s a e injured /killed? 19. What have they been tra do i situation like this? 20. How much is the resc rep effor osting? Who is paying for it? YLWD PUBLIC AFFAIR ' vim YORBA LINDA WATER DISTRICT CRI W Message Approval Form Crisis: ❑ Message Map /Statement ❑ Letter ❑ Press Release ❑ Web site Content ❑ Other: Approval Timeline: ❑ 0 -30 Minutes ❑ 2- 5 Hours ❑ 2 -3 Days Please Check For: Approval: ❑ Approved as is ❑ Approved with ❑ Not approved, Approved Sy: Signature: Date: Time: ❑ 30 Minutes- 2 Hours ❑1Day ges and resubmit Emergency Audience Notification Chart YLWD PUBLIC AFFAIR 43 Information Audience Messenger Means release time frame (level 3 or crisis) Phone call (and e -mail if specific As determined Board members details or documents need to be during initial crisis sent) level determination conference call Employees Blast e -mail (local and 0 -1 hour enterprise -wide) Families Family liaison In- person 0 -3 hours Phone e -mail cific As determined Senior advisors detailments need e during initial crisis Xcall sent) level determination conference call 0 -3 hours (only if Clergy Family liaison P In n crisis involves injury or death) yhonll/E-mail 0 -1 hour (if affected) Elected officials 1 -3 hours (potentially affected) Local and state Phone call 0 -1 hour fire /EMS i In- person - Media: local, regional Web site, press releases, phone 0 -1 hour - Level 4 and national interviews, in- person interviews 0 -3 hours - Level 3 Public Through the media, official 0 -1 hour - Level 4 statements and Web site updates 0 -4 hours - Level 3 YLWD PUBLIC AFFAIR 43 44 vim YORBA LINDA WATER DISTRICT CRI \/r Interacting with the Media .�, "ilk The media greatly influence what people think about and the opinions they form during emergencies. In times of crisis, the public turns to the media — television, newspaper, Web sites and radio — for information about what has happened, what they should do, and what will happen. In emergencies, taking advantage of existing communication methods and channels is critical. Learn what appropriate channels are likely to be used and communicate the messages through these channels. Plan in advance to achieve the best mix of: • Media: print, television, radio, Web sites, e -mail. • Face -to -face forums: town hall meetings, public gathe mgs. • Community groups: outlets for special populationLups. Understanding the forces that drive the media When working with the media, it is important to ■ Short deadlines 0 02 Reporters must meet tight • Reporters need follow -up • Reporters appreciate it if Space limitations 0 0 0 Reporters cannot Competition 11 and concerns: updates in a timely manner. it deadline is, then meet it. Pthe background information you . Keep information to no more than bites. Provide your message in o Reporters shWd be given information equally. Avoid exclusive interviews that favor specific media outlets. Be prepared to provide the media: • Information in a timely manner. Prevent information vacuums where speculation and rumor can grow and have a serious impact on the situation. • Facts, sources and relevant materials. Have easy -to -read materials with important information ready for distribution. • Readily available points of contact. Identify people who can speak with the media directly and/or provide 24 -hour contact information. YLWD PUBLIC AFFAIRS There are a number of methods to get your messages out to the public through media interaction: ■ Press Conference/Briefing • Prepare short opening statement (can be text of press release) and provide sufficient copies. • Provide names of titles of those presenting at press conference, include name and address of facility and press contact, web site address. • Set reasonable update times. If you promise to provide updates every hour, be sure to provide updates, even if there is nothing new to share. If you promise a briefing and are not prepared to make a statement, the media will fill that time with whatever information they can find. • Conduct on -site or at a pre - designated location. • Invite all local media outlets and regional and national outlets as appropriate to the situation. • Format should provide time for your message and a limited number of questions. • A short agenda of the briefing and time for questions helps structure the event. • Live Interviews • Conducted on television or radio by invitation. • Before accepting the invitation ask yourself: - Am I the right person? - Do I have the answers to the questions that will be asked? - Is this interview needed or the right venue? - Will this be a panel discussion? If so, who are other participants? - Is this a call-in program (radio or television)? If so, is it an appropriate format? • Public Meeting • Conducted as a town hall or public gathering. • Media from newspaper and television are the most likely to attend. • Media usually record public's questions and representatives' responses. • Media will ask questions, especially before and after a session. • On- the -Spot, Impromptu, or "Ambush" • Conducted wherever you are. • Before answering any questions, ask yourself: - Am I the right person? - Do I have the appropriate answers? - Is this the right time or place? - Is this better handled in a scheduled briefing or interview? • Decide to either go or stay. If you decide to go: - Be sure to explain politely why you are choosing not to respond. - Avoid using the words "no comment." - Provide the time for the next media briefing, if one is scheduled. 45 46 * ° ► WATER DISTRICT s � U x,74.. `. Being at Your Best for an Interview To be at your best during an interview, it is important to anticipate questions, prepare messages, and practice your delivery. Before the interview: • Do your homework on issues. • Decide if the issue is causing high concern locally, statewide or nationally, and tailor your messages accordingly. • Develop a set of messages that provide the information you want /need to convey. • Develop a list of questions the media are likely to ask • Develop and practice key messages and responses nticipated questions. • Practice speaking without jargon or acronyms. • Be familiar with all related current events. • Last - minute details: • Check dress and grooming. • Remember that everything you sa reported. • There is no such thing as " the rec " replies or commentary. During an interview: • Direct the interview toward—your three ey messages. • Stay "on message." • Be confident, but not ■ Listen carefully a necessary to clarify. ■ Avoid hypoth d • Avoid refer to the i tervieAver as "Sir" or "Ma'am." • Never lie or k wingly slead. • Correct any info ti rrors upon discovery. Do not delay! • Never comment on Fes outside your area of expertise. • Never speculate on what has happened or could happen. • Treat all questions seriously. • Look at the interviewer rather than the camera or monitor. • Keep your cool, even if the interviewer becomes hostile. P VLM 0 Spokesperson Assignment Sheet Stakeholder Audience Spokesperson Spokesperson Alternate Sr. Advisors Board members Internal Employees Families Clergy Customers Current an tenti shareholders External Ed Official Local and fire /EMS Media: Local, regional and national Public 47 I%- L VLM Recognizing Traps and Pitfalls Avoid using "I." • Speak for the organization using its name or the pronoun "we." • Avoid the impression that you, alone, are the authority or the sole decision - maker. Never disagree with the organization you represent by saying: "Personally, I don t agree," or "Speaking for myself," or "If it were me..." Avoid speculating. • Stick to the facts of what has, is and will be done. Avoid speculating on worst -case scenarios, what could be done, on what miglit happen, or on possible outcomes_ Avoid making promises you can't kee • Promise only what you can del State your willingness to exploi Avoid jargon, technical terms or acron • Limit their use and explain those Avoid negative words and phrases. • Use positive or neutral terms. • Avoid words like no, nev rand • Avoid highly- charged logies Don't blame others. • Accept your fair share of re nsibility. • Dori t point fi gers at others. • Focus your c unicatirs on how problems can be rectified. Avoid details on how much;he response effort is costing. • Focus on how the response has supported the health/ well -being of those affected. Avoid humor. • No exceptions! Humor of any kind is not appropriate in an emergency situation. Don't repeat negative allegations. • Refute critical allegations succinctly. Draw upon and reinforce your key messages. Don't become defensive. • Respond to issues, not personalities. • End debates, rather than continue them. • Stay calm. 48 49 VLM YORBA LINDA WATER DISTRICT CRI Positive and Negative Body Language Positives • Frequent eye contact: honest, open, concerned about your audience. • Well- modulated, confident voice tone: honest, knowledgeable, trustworthy. • Keep your hands in sight (while keeping hand movements to a minimum): honest, open, caring, confident. • Posture - If standing, stand tall and straight, but not rigid. If seated, sit forward in the chair and lean forward slightly toward the audience: honest, open, caring, confident. • Dress appropriately (perhaps slightly more casual than your normal business attire): approachable, audience - appropriate, honest, credible. • Well- groomed (but not elaborate): knowledgeable, cfdible. Negatives 40 ks� • Poor Eye Contact: dishonest, closed, a cer, , nervous, lying. • Constant throat clearing: nervous, lackin confidence. • Arms crossed on chest: arrogant, �nteres uncaring, not listening, impatient, defensive, angry, stubb rn, and ot'Wepting. • Frequent hand gestures/body moments %dgeting: dishonest, deceitful, nervous, lacking self- confidence. • Hidden hands: deceptive, guilty, and i4sincere. • Speaking from behind barriers (podiums, lecterns, tables, desks) or from an elevated position:-dishon% deceitful, too formal, withdrawn, distant, unconcerned, 6perio • Touching aAd/or rubbi nose or eyes: in doubt, disagreeing, nervous, deceitful. • Jingling money /i pockets: nervous, lacking self - confidence, lacking self - control, deceitful. A ood tip: empty your pockets before an interview or presentation. • Drumming on table, tapping feet, or twitching: nervous, hostile, anxious, impatient, bored. U VLM 0 Spokesperson Guidelines The messenger or spokesperson responsible for responding publicly can make or break the situation. No matter how important or well - developed the message, if the spokesperson that delivers the message is not a well- spoken, empathetic and credible source, the message will most likely be lost. Spokespersons should: • Be media -savvy and knowledgeable about the situation. • Convey empathy and caring. • Demonstrate competence and expertise. • Communicate honestly and openly. • Exhibit commitment and dedication. • Be sensitive and responsive to public concerns. • Express optimism. • Stay calm under pressure. _ • Exhibit positive body language. The audience should: • View you as being credible and c pete • Believe you have their best ' ter es at hear • Hear you addressing th.�onceWs. To build trust and credibility • Stay "on messa focused on th sues, • Recognize Ndoot lic's informatio ac credibility iin9 message drives home the messages, keeps you the chance of mistakes. ific concerns. People are dissatisfied when s their needs; in addition, the messenger may lose are not addressed. • Be open and honest`People are more accepting of information when spokespersons display truthfulness, honesty and a willingness to address tough issues. • Coordinate with other credible sources. People are dissatisfied when different agencies deliver inconsistent messages. • Meet the media's needs. If the media are working on a story, they will report it with or without your help. Tell the media what you want the public to know about this situation. 50 1 V_ VLM 51 YORBA LINDA WATER DISTRICT CRI YLWD Media Response Policy /Protocol A. POLICY STATEMENT: Yorba Linda Water District (YLWD) will be open and transparent, responsive, and proactive in communicating to the media. It is vital to maintain a healthy relationship with the media and to provide accurate information. All information will be provided in a professional and timely manner. B. GUIDING PRINCIPLES: a. Employees shall not use district policy as a shelter from releasing information to the media. b. No statements which may appear to be opinion of Yorba Linda Water District's Board of Directors or YLV gifffshall be given without the approval of the Public Affairs Office. c. Only authorized YLWD events and issues. rot e. f. rli on to the media regarding The General Manager and the PubTf Information Officer (PIO) must be informed immediately of media inquiries relating to sensitive or controversial issues, potential litigation, a ersonnel matters. In the sence of th IO, and the General Manager, only authorized YLWD staff may relea for on to the media. The General Manager or PIO will inform the YLWD Board of Directors of all media inquiries and advisories. C. DEFINITIONS For the purposes of this policy, the following definitions will apply: a. "Authorized Persons" i. General Manager ii. Public Information Officer (PIO) VLM 52 iii. Staff acting under direction of an authorized person b. "News Release" — The release of information to the media by an authorized person, concerning an activity involving the Yorba Linda Water District. c. "California Public Records Act" — The California Public Records Act which states that, subject to certain exceptions, access to information concerning the conduct of people's business is a fundamental right of every person in the State. d. "Brown Act" — The Ralph M. Brown Act states that public commissions, boards and councils exist to aid in the conduct of the people's business, and their actions and deliberations must be conducted openly unle;therwise expressly authorized. e. "Privacy Act" — Federal and State legi conditions of disclosure and access to f "Personal Information" — Recorded including: i ii iii ision that establish by the about an identifiable individual, Religious or al be r assciations. Sexual on Cation. r Fingerprints, blood type or inheritable characteristics. iv. Health, health history — both physical and emotional. v. Education, financial, criminal or employment history. vi. Personal views or opinions. vii. Anyone else's personal views or opinions about the individual. D. RELEASE OF INFORMATION & LEGAL RESTRICTIONS a. POLICY i. Providing information to the media is governed by: vim YORBA LINDA WATER DISTRIC7CRI \/r 1. California Public Records Act 2. Brown Act 3. California Penal Code 4. Relevant case law ii. It is the responsibility of YLWD Managers to notify the PIO of significant events or issues that occur within their departments, which may be of major interest to the YLWD Board of Directors, YLWD, the general public, and media. Such issues include, but Ire not limited to: 1. An event or issue that is contr 2. Injury or death of a staf ember while r off duty. 3. Major malfunctions of D facility that could impact the public or envi It. 4. An unexpected oppa7e or inability to provide service. iii. No one sha 1 rele 1. &m relating to liability. 2. IIng ation that in anyway may jeopardize or interfere with an o investigation by authorities or that may jeopardize a person's civil rights. 3. Any comment that would reasonably be deemed defamatory, slanderous, or libelous and is likely to injure the reputation of any person by exposing them to hatred, contempt, ridicule, or that is designed to insult the person named. 4. Any comment that would reasonably be deemed derogatory regarding an individual Director, Council Member, Commissioner, Council or Commission actions, or official District policy. Staff should also refrain from anticipating an action or position that has 53 VLM not been formally enacted or approved by the Board of Directors and YLWD Management. 5. Information contrary to the provisions of the California Public Records Act, the Brown Act, the California Penal Code, and relevant case law. b. GUIDELINES AND EXEMPTIONS FOR RELEASE OF PERSONAL INFORMATION The California Public Records Act (CPRA) governs decisions regarding the disclosure of personal information. The decision to el ease information under an exception to the CPRA requires consultation wit WD Counsel, unless there is an immediate danger at hand The fundamental precept of the Cai records shall be disclosed to the Pu requirement or reason not to do so. i. Non- disclosure can be the government's abili efficient manner, e.g.: ct is that government there is a specific ed if disclosure adversely affects perform its assigned functions in a reasonably 1. Compromise the confidentiality of investigative records or pending litigation. 2. Har law enforcement, security, or an ongoing investigation. 3. Deprive a person of their civil rights. 4. Facilitate the commission of an offense. 5. Prejudice the defense of Yorba Linda Water District (YLWD) as to a pending lawsuit or claim. ii. Exemptions under the California Public Records Act include: 1. Personnel or medical records with intimate or personal information. 54 _i, V_ VLM YORBA LINDA WATER DISTRICT CRI 2. Preliminary notes, drafts, and memoranda that are not retained in the ordinary course of business, provided that the public interest in withholding such records clearly outweighs the public interest in disclosure. 3. Investigative records and intelligence information. 4. Applications filed with any state agency responsible for the regulation or supervision of the issuance of securities or of financial institutions. 5. Information gathered under assuranc ,ks of confidentiality. iii. Personal information may be released 1. The release of such inf tion assists arning the public about a risk of significant to nvironment or to the safety of the public or a group of pe 2. The disclosure cLwffWs clearly in the public interest. 3. TheiiivMa1 in ALved consents to the release of his or her available to the public. c. RELEAWOF PHCROGRAPHS/PHOTOGRAPHY /VIDEO i. PhotogWhs or video taken by the PIO, or photographs that the Public Affairs Office purchases or retains the rights to, may be provided to the media. ii. Photographs or video of YLWD Staff may be provided to the media upon the agreement of the staff member and at the discretion of the PIO or General Manager. d. PUBLIC RECORDS i. The media is generally provided access to all records or proceedings which are deemed to be of a public nature including but not limited to: 55 VLM 56 YORBA LINDA WATER DISTRICT CRI 1. Financial documents. 2. Salaries or salary ranges of YLWD staff. 3. The original claim for damages filed with the YLWD. 4. Completed project files. ii. In situations where there is a discrepancy or uncertainty regarding the release of an official document, YLWD legal counsel shall make a final determination. Such determination will be c mmunicated to the PIO and the General Manager before release. E. RELEASE OF INFORMATION a. NEWS RELEASES i. All news releases sha stributey the PIO. ii. All news releases shall follo Yor Linda Water District (YLWD) news release template. 11 rele1% should be consistent, timely, and strictly factual. iii. All departments wishing to issue a news release must coordinate the distribution through the PIO. iv. All mews ases must be initialed as authorized by a member of the Public airs Office and an original copy must be filed. b. STATISTICAL INFORMATION i. All media requests for statistical information shall be referred to the PIO and confirmed by the General Manager or designate before being provided to any outside person, group, or agency to ensure accuracy and consistency. c. MEDIA ADVISORY VLM i. Upon completion of a media interview, staff will submit a summary via e- mail to the Public Affairs Office and the General Manager providing the following information: 1. Person interviewed and subject of interview. 2. Interviewer and media outlet. 3. Publication on air date of interview. 4. A short summary of the interview. F. GUIDELINES FOR RELEASING INFORMATION T MEDIA a. UNAUTHORIZED STAFF , When approached by media, unauthorized staff shall 1. Refer questions an inquire to the PIO or an authorized person. 2. Not restrict, prev r obs ct the media from videotaping or photographing Yorba Linda Water District (YLWD) staff in the performance of ei*uties, scenes, people, or events within public view. Nfrcommenting on the activities of other agencies as policies and guidelines differ from organization to nation. 4. Provide authorized members an account for all information given to media, other than routine incidents, as soon as possible by way of e -mail. b. AUTHORIZED STAFF i. In the absence of the PIO or General Manager, designated staff shall be responsible for managing media inquiries. ii. The Public Affairs Office will respond to media requests as a soon as practicable, keeping in mind news deadlines. 57 1 V_ 1#. iii. The Public Affairs Office shall prepare and distribute media advisories promptly following media interviewers. c. AUTHORIZED MEMBERS - GENERAL INFORMATION i. Upon receipt of an inquiry from a media representative, or upon becoming aware of an incident likely to be of interest to the media, an authorized member, in a timely manner, shall: 1. Attempt to obtain and provide information in a professional manner in accordance to guidelines set out herein. 2. Tell the reporter why he /she cannot provide information if they are unsure of the answer or are limited by restrictions. G. RELEASE OF INFORMATION- EMERGENCY MANAGEMENT a. POLICY i. In the event of a disaster, or when a community emergency is declared, an on -scene media spokesperson will be appointed. Frequently, the PIO or the General Manager will be the on -scene spokesperson. All media inquiries s be directed to and coordinated through that person. 1. INd'm,'e ve of an emergency, the Public Affairs Office shall carry oies as prescribed in the Emergency Management Plan. b. MEDIA RELATIONS OFFICER (OR DESIGNATE) i. In the case of a serious or major incident, the PIO, or designate, shall: 1. Attend the scene in order to assist media. 2. Set a staging area in conjunction with the authorities in charge. 3. Ensure the safety of the media is considered. E VLM 59 YORBA LINDA WATER DISTRICT CRI 4. Manage media information dissemination. He /she will not release information to the media unless authorized by the incident commander at the scene. H. MEDIA ACCESS a. YORBA LINDA WATER DISTRICT PUBLIC BOARD ROOM i. Media will not be barred or prohibited from any public area and are to be granted access to all public areas of YLWD. ii. Media personnel may be prohibited from en ering specialized sections if entry may contravene privacy and non -d' sure policy. However, media personnel may pre- arrange an appoin enter specialized sections, and shall always be accompanied n aut ' ed staff member. iii. In accordance with the Bro ct, in the event o a disruption at a public meeting or event, accredited news media not participating in the disturbance must be aJdbied to remain. b. INCIDENT SCENES i. Media must be ent save access to an incident scene as members of the general t ti s, media may be escorted to special holding areas within i perimeters if the situation warrants and allows. IV ii. Media repre4ntatives shall be permitted access to a scene except when: INVangerous or hazardous conditions exist. 2. The presence of media may interfere or obstruct emergency service personnel. 3. Their presence poses a danger to victims or others. 4. Their presence may disturb evidence or a protected crime scene. iii. When the Public Information Officer or authorized staff member has been summoned to the scene, a media briefing area will be secured. 60 VLM YORBA LINDA WATER DISTRICT CRI iv. If necessary to restrict movement of the media, reasons must be explained without delay. v. Authorized members of the media are granted access to disaster areas under Penal Code section 409. S(d). As a general rule, media representatives should not be admitted to National Defense areas, such as the crash of a military aircraft (66 Ops. Cal. Atty. Gen. 497 [1983]). vi. Pool feeds may be required when access is unavoidably restricted, and should be considered only when no other means to provide access to media is available I. RELEASE OF INFORMATION CC a. POLICY i. Any media inquiries immediately to the PL legal counsel and /or i 1. Salaries of YI range is an c� 2. In on rf practice. -warded on is released, required. widing a salary internal discipline and complaints against shall not be released. 3. Med inquiries regarding details or circumstances of an in4ffigation or charges laid against a YLWD staff member shall be directed to the originating agency. b. CRIMINAL CHARGES i. If an employee is charged criminally, Yorba Linda Water District (YLWD) through the PIO or Human Resources Manager or their designate, will confirm the person is /was an employee, and will relay that employee's current status i.e., employed, suspended or terminated, without further explanation. J. CORRECTING ERRORS vim YORBA LINDA WATER DISTRIC7CRI \/r a. POLICY i. Yorba Linda Water District (YLWD) has a responsibility to clarify or correct facts inaccurately released by the media. 1. It is the responsibility of Department Managers to contact the Public Affairs Office when a story has been published or aired with a factual error that significantly impacts on the public's perception of the issue at hand. Media contact will be made at the discretion of the PIO. 2. Department Managers shall contact t e Public Affairs Office when an editorial comment or story is fished or aired that does not adequately represent a balanc ective of the issue at hand. The PIO will determine if er ac is appropriate. b. RESPONDING TO MEDIA STORK AS AWRIVATE i. Employees who choo#460ntactTnitiate or respond to YLWD related news stories as a priva citizen must follow the following guidelines: lddnlkkl 1. Letters may not Nprepared on District time, YLWD stationary, or mailed at expense. ,J2. Contact may not be made on District time using District telephones or ails. U f YLWD facilities or supplies is prohibited. 4. Responses shall not include the employee's YLWD title or be considered on behalf of the YLWD and /or the Board of Directors. 5. Statements made to the media shall not disrupt public meetings or interfere with YLWD business. ii. The above guidelines also pertain to employees responding to or initiating media contact as official representatives of YLWD- sanctioned employee groups /unions. 61 AGENDA REPORT Meeting Date: July 10, 2013 ITEM NO. 4.10 Subject: Status of Strategic Plan Initiatives ATTACHMENTS: Description: Type: PACT - Strategic Plan Trackinq.xlsx Strategic Plan Tracking Backup Material Strategic Plan Initiatives Status Report Public Affairs- Communication - Technology Committee Strategies Start Date Completion Lead Party May Progress June Progress Date OE 1: O timize Use of Existing Technologies Identify the Current Functionality of OE 1 -A Existing Technology and Determine if Jul -11 Sep -11 IT Director /EPIC Committee Ongoing Ongoing it is Being Utilized to Full Capacity Evaluate How Each Department Might EPIC Committee/ Executive Looking at Options for a Video OE 1 -13 Make Further Use of Existing Sep -11 Dec -11 Staff Monitor in Crews Quarters Ongoing Technology CP 1: Increase Brand Recognition within the Communit Enhance Resources for Public CP 1 -A Information & Governmental Affairs Jul -11 Dec -11 Public Information Officer Ongoing Ongoing Division Develop a Public Relations Master DRAFT CRISIS DRAFT CRISIS CP 1 -13 Plan with Measurable Goals Jul -11 Jun -12 Public Information Officer COMMUNICATIONS PLAN COMMUNICATIONS PLAN BEING UNDERWAY REVIEWED BY PACT CP 1 -E Effectively Use Broad Spectrum On -going On -going Public Information Officer Ongoing Ongoing Communication Opportunities CP 2: Increase Public Awareness of Water and Wastewater Related Issues Develop and Expand a Youth Program to be edited to focus on CP 2 -13 Education Program Jul -11 On -going Public Information Officer 3 grades with enhancements and Ongoing additional branding.