Confidential

Crisis Management Plan

BALTIMORE RAVENS

1 Winning Drive

Owings Mills, MD

(410) 701-4000

Call (443) 555-5454 to activate the Crisis Management Team

The contents of this document are confidential. Any person who creates unauthorized duplications or

makes any unauthorized distributions will be dealt with swiftly by the full force of the law.

Copy Number ________ of ________ Date Issued: ________

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TABLE OF CONTENTS

A Letter from the Owner.. 3 Crisis Plan Acknowledgement..........4

I. Action Steps......5

II. Contact Information......... 8 Crisis Team Leaders.....8 Crisis Team Contact Sheet9

III. Guidelines on Documentation....10 Crisis Contact Sheet.....10

IV. Propriety Information.....11

V. Media Relations.....12 Press Contact Sheet..13

VI. Post Crisis Evaluation.14

* =fictional representation of name, number, etc.

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Dear coworkers and friends,

It is sad that we live in a world where crises are present in everyday life. But as with all

unavoidable aspects of life, we need to learn to live with them. By living with them we shouldnt

accept crises by not answering them; we should tackle them head on. Thats why our

organizations created several crisis management plans.

This specific plan is tailored to a situation where a member of the Baltimore Ravens

coaching staff, player personnel, or front desk has been accused of giving players access to

performance enhancing drugs.

Taking performance enhancing drugs is, for lack of a better word, cheating. Cheating is

an act not condoned by this organization and cheaters are not the type people that are accepted in

the Baltimore Ravens family.

Developed in 2011, this plan is to be followed in order to tackle these allegations of

doping; whether they are true or false. Following the steps and guidelines in this plan will

result in an effective and efficient way to react to this form of crisis.

On the following page, there is a Crisis Management Acknowledgement form. Please

take the time to read and fill out this form and turn it in to your supervisor. Together we can

tackle any crisis.

Thank you,

Stephen J. Biscotti, Owner

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Crisis Management Plan Acknowledgement I have read and understand the Baltimore Ravens crisis management plan dated

11/13/2011 and understand my role in any disaster or crisis containment that may

be required

____________________ _____ ___________________

Signature Printed Name

___________________

Date

5

Action Steps

These are, in numerical order, the questions that should be raised and the steps that should be

taken when the organization is faced with the accusation that that a member of the coaching staff

has been giving players access to performance enhancing drugs. These action steps are to be

followed precisely and not to be taken lightly.

1. Has the president been notified? Where did he hear the information from?

2. Has the owner been notified? Where did he hear the information from?

3. Contact the crisis team leaders

a. Have them begin with their duties

4. Contact members on crisis team contact sheet

a. Have them begin with their duties

5. What is the magnitude of the allegations? Who is making them? What is the public

perception of the allegations?

6. Within the first eight hours of the allegations appearing in the major press (ESPN, CNN,

etc.), have the head of PR draft a press statement for immediate release. The statement

should be first released to the official Ravens website, epsn.com, and the Baltimore Sun

simultaneously. This initial release should neither deny nor confirm whether the

allegations are true, it should just state how it is currently affecting the organization and

what actions will be taken if the allegations are true.

7. Enact an immediate mandatory drug tests, hair follicle and urine, for every single player.

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8. As soon as results are received, report the findings in a press release.

a. If any player tests positive for any type of performance enhancing drug. They are

to be punished according to the NFL Policy on Steroids.

i. Have a statement released for why the players were released, how the

recent findings have affected the organization, and what actions are being

taken to further the investigation.

ii. In addition to the statement about the benched players, release a letter

from the owner that includes an apology for the negligence on the part of

the organization. The letter is to be released onto the homepage of the

official Baltimore Ravens website.

9. Launch a full investigation (co headed by NFL) into the Ravens player personnel.

a. Have every member of the player personnel interviewed

i. Ask whether they have gave performance enhancing drugs to any players

at any time

ii. Ask whether they have given any players information on where to find or

receive performance enhancing drugs.

iii. Comply to any other questions that the NFL has for the personnel

b. Interview players who tested positive for performance enhancing drugs

i. Ask if they received the performance enhancing drugs from any member

of the Ravens organization.

ii. Ask if they received any information on where to get performance

enhancing drugs from any member of the Ravens organization.

iii. Comply to any other questions that the NFL has for the players

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10. Fire any party involved with telling players where to get performance enhancing drugs

and/or who dealt said drugs to players.

11. Take any legal actions against any party involved with telling players where to get

performance enhancing drugs and/or who dealt said drugs to players.

12. Hold a press conference releasing all findings, punishments, and sanctions that the NFL

and other legal governing body have given the organization.

13. Have entire staff take Post Crisis Evaluation.

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Contact Information

Crisis Team Leaders

Department Manager Home Telephone* Office Telephone*

Executive Jon Smith* (410) 555-2362* (410) 555-8232*

Player personnel Isaac Jones* (410) 555-5421* (443) 555-9833*

Administration Lisa Jackson* (410) 555-5124* (443) 555-0123*

Information Technology Gary Owen* (443)555-7878* (443) 555-1863*

Operations Alexis Johnson* (410) 555- 6452* (443) 555-0932*

Public and Community Relations Patrick Gleason* (410) 555-7272* (443) 555-1234*

Broadcasting Connor Michaels* (410) 555-5421* (443) 555-9392*

Corporate Sales and Business

Developments

Ben Leonard* (443) 555-0876* (443) 555-6343*

Marketing Jason Bloom* (410) 555-7231* (443) 555-7778*

Digital Media Sally Sheen* (410) 555-8212* (443) 555-4334*

Athletic Training and Medical Dr. Andrew Stone* (443) 555-5454* (443) 555-8621*

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Crisis Team Contact Sheet After contacting appropriate crisis team leader, contact these individuals. If they are unable to answer

their phone, leave a message stating the potential crisis. Make sure you write down what time the call was

made in the Time Called section.

Name, Title Home phone* Office

phone

Cell phone* Home fax* Time called

Richard W. Cass, President (410) 555-6931* x4231* (443) 555-2131* (410) 555-4343*

Ozzie Newsome, General

Mgr. & Executive VP of

Player personnel

(410) 555-0012* x8231* (443) 555-0021* (410) 555-9231*

Jeff Goering, VP & CFO of

Administration

(410) 555-3483* x9123* (443) 555-8903* (410) 555-1313*

Kevin Byrne, Senior VP of

Public & Community

Relations

(410) 555-8723* x5567* (443) 555-5652* (410) 555-7656*

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Guidelines on Documentation

It is crucial that every manager of every department records everything that happens

during the crisis. The records should be neat and organized formal notes that are completely

legible. Typed notes are preferred. Crisis contact sheets should be used by department heads or

managers in order to keep a record of any important phone calls that pertain to the crisis. A

sample Crisis Contact Sheet is located on the bottom of this page. Multiple crisis contact sheets

will be readily available in the office of every department head for members of every department

to use.

It is important to record every event that happens in case certain questions are asked by

the press, the public, or even a court of law.

Crisis Contact Sheet No. _________ (in order received)

Name of reporting manager: ____________________________

Call received at ________________ a.m./p.m. From: ____________________________

Callers phone number: ____________________________

Address:

_____________________________________________________________________________________

_____________________________________________________________________________________

What action was taken:

_____________________________________________________________________________________

_____________________________________________________________________________________

Who performed the action: ______________________________________________________________

Copy of report sent to: __________________________________________________________________

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Propriety Information

Remember that although we want the public to see that our organization is working hard in order

to aid the investigation against the allegations to our team; we also must be careful to not give out too

many details about the Baltimore Ravens. These aspects of the team shouldnt be revealed due to the fact

that the information could be incorrect depending on how a worker or a journalist perceives or hears said

information. Topics that shouldnt be discussed are:

Net worth of organization

Net worth of any key personnel

Home phone numbers of key personnel

Any information regarding the Ravens playbook

Names of any private investors, consultants, etc.

Name of companys bank or creditors

Whether these allegations have been made before

Whether allegations are true or not

Who is to blame

There may come a time when some of this information can and will be released, but discretion

should be used when giving out information to any person who is not a member of the Baltimore Ravens

organization. Be careful and attentive to what you say and who you say it to.

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Media Relations

The first step for media relations is to establish a location that will be used as a media center.

Tentatively, the media center can be expected to be located at the Hyatt Place hotel at 4730 Painters Mill

Road in Owings Mills, MD. The media center will serve as the hub for all calls from the press. All calls

should be transferred to Patrick Gleason, the Public Relations manager. There should be a log of all press

related calls that the media center receives. A sample press contact will be on page 14. At the time of

crisis, multiple press contact sheets will be readily available at the media center and copies will be

emailed to every department.

Remember that a spokesperson always has the right to refuse to answer a question. However, the

question should be answered in a later call to the member of the press who asked.

Be careful of saying the term no comment because it carries negative connotations and the

public could see it as the organization trying to hide something.

Off the record comments should be kept to an absolute minimum and preferably only stated by

the PR manager.

Do not speculate, guess, or provide false information because these types of errors could lead to

major problems in the future.

Make sure to emphasize the positive in any statement a spokesperson gives.

The second step should be to locate and find a local media monitoring service (otherwise known

as a clipping service). This is to help us keep track of how the media is reporting the allegations against

our organization.

Other steps should be to:

Make sure that all stock photos are monitored by the media center. Release some stock

photos, taken by a staff member, to the press to use in any article written about the

organization.

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Make sure that there is an in-depth and helpful press conference dress rehearsal, so that every

member involved in the conference knows what they should actually do when the actual press

conference happens. During the conference, the spokesperson should maintain a calm, cool,

and collected demeanor. His/her voice should never be raised in anger toward any member of

the organization or any member of the press.

At every press conference there should be counsel readily available to be able to aid the

speaker in case a sensitive topic such as questions regarding legal ramifications are raised.

Also at the press conference have written materials such as: fact sheets, contact sheets,

biographies, and press statements ready to be handed out to every person that is in attendance.

Make sure every member of the media relations team fills out a Post crisis evaluation.

Press Contact Sheet No. ___________ (in order received)

Date: ______________________________ Time: ______________ a.m/p.m

Reporting AP officer: ____________________________

Inquiry received from (person):

_____________________________________________________________________________________

Reporter/Editor with (organization):

_____________________________________________________________________________________

Question/inquiry:

_____________________________________________________________________________________

_____________________________________________________________________________________

Response:

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

Is follow-up needed? : _________________ If so when?:___________________________

Notes:

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

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Post Crisis Evaluation

Please read and finish the following form in a timely manner and turn the form into your

superior. Thank you.

Date: ________________________

Department: ______________________________________________

Department Phone Number and Extension: _____________________________________________

1. How were you involved in this crisis:

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

2. Were you notified in a timely manner: _________________

3. Were you happy how you were notified: ______________________________

Why or why not?: ___________________________________________________________

4. What could be improved about the notification system:

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

5. On a scale of 1-10, 1 being the lowest and 10 being the highest, how would you rank the way your

department handled this crisis. Circle your answer choice.

1 2 3 4 5 6 7 8 9 10

6. On a scale of 1-10, 1 being the lowest and 10 being the highest, how would you rank the way the

company as a whole handled this crisis. Circle your answer choice.

1 2 3 4 5 6 7 8 9 10

7. How can the companys crisis management plan be improved?

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

(over)

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8. Any other comments?

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