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Crisis Management PlanKelsey Hansen, Anna Gilkerson, Courtney Ratz, Alyssa Bafoe, Lauren Cole
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IntroductionA crisis communication plan is utilized when a crisis occurs and
threatens the reputation of an organization. This crisis communication plan includes general prevention strategies as
well as how to react during a crisis involving any Six Flag’s theme parks. This crisis management plan addresses strategies
for preparation and prevention, explains how to utilize traditional and social media, introduces Six Flag’s crisis response team, and outlines other important crisis management tactics. Six Flag’s is
dedicated to creating a family-friendly and entertaining environment focusing primarily on the safety and well being of
patrons. The purpose of this plan is to uphold outstanding
standards of the park.
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Table of ContentsItem Page Number
Mission Statement & Purpose 4Vulnerability Assessment of Potential Crises
5-6
Crisis Management Team (CMT)
7-8
Key Publics/Stakeholders & Themes
9-10
Crisis Prevention & Preparation Plan
11-18
Media Audit 19Social Media Strategy 19Crisis Team Contacts 20Media Log 21-22Press Release Template 23Key Messages Worksheet 24Organizational Backgrounder 25Third Party Supporters & Credible Experts
26-27
Immediate Response Checklist 28Communication Channels Worksheet
29
Crisis Plan Evaluation 30-31Crisis Response Strategy 33Key Messages Part II 34Social Media Strategy 35Press Release 36References 37
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Mission StatementSix Flag’s Great America is dedicated to creating a fun, safe environment for friends and family across the United States.
While in our parks our number one priority is safety and we are prepared to address any issues or concerns our patrons or staff
may have.
Purpose The purpose of this crisis communication plan (CMP) is to create
guidelines for how to respond in the event of a crisis. It also provides contact information of team members and additional
experts for each potential crisis scenario. Any large organization faces potential risks and creating a CMP is essential to managing
those risks. Considering safety as our primary concern, we are prepared to address and resolve any harmful situations to our
internal and external stakeholders.
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Vulnerability Assessment of Potential Crises
Likely:Natural Disasters:
Potential physical harm to staff and visitors Damages to the equipment and park Power outages
Technical-error accidents: Power outages Coaster malfunction Death
Sanitation: Vomiting on rides Bodily excretion on rides Unsanitary restrooms Transferring of communicable diseases
Rumors: Relating to coaster malfunction Relating to injury or death of patrons at park
Malevolence: Kidnapping Theft Coaster tampering
Financial Bankruptcy
Humor-error accidents: Patrons not following proper procedures
o Height requirements o Entering and exiting the rideso Proper footwear o Keeping body parts inside of ride
Organizational misdeeds: Procedures not meeting regulation standards Equipment not meeting regulation standards Employees not performing safety procedures Failure to regularly update equipment Failure to properly train employees
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Unlikely but high impact: Terrorist attack Death/serious injury to patrons or employees Kidnapping Serious ride malfunction
o Ride falling off track or ride break failure
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Crisis Management Team
Public Relations/Communication: Lauren Cole The public relations director is the representative of Six Flags. She has a key role in times of crisis. She communicates with the company to make sure they have integrated communication. The public relations director maintains all forms of media interaction. She interacts with publics and stakeholders on a regular basis.
In charge of being spokesperson and issuing consistent messages and information to the public and stakeholders
Working with and establishing relationship with the media
Organizing press conferences, writing news releases, and updating website
Medical: Courtney RatzIt is critical to ensure there is at least two medical personnel on site at all times. The medical personnel assure that the patrons can be taken care of in time of crises. They are always there to maintain the safety of the patrons. The staff is well trained for any type of situation that occurs and they are in contact with local hospitals to transport injured patrons.
Should be prepared to respond in case of a medical emergency
In charge of ensuring all health/sanitation protocols are followed
Established connections with nearby hospitals
Security: Anna GilkersonThe security staff is well trained to patrol the park and monitor any malevolence. It is important they are always alert to catch any suspicious behavior. Among the other job duties, they must monitor the surveillance cameras for anything unusual. They are in contact with local police departments in case an issue arises at anytime.
Monitoring surveillance cameras Eject patrons participating in disorderly conduct Work as liaison between local police and Six Flags
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Maintaining order in a crisis Directing patrons to emergency exits
Engineering: Kelsey HansenThe head of engineering performs consistent safety and procedural checks of the rides. She also makes sure all of the generators are working in case of a power outage or any other technical error. The engineering department is well trained in the design of the rides so they know how to react to any malfunction.
Ensuring employees understand equipment manuals On-call in case of ride malfunction Knowledgeable on the repair of all rides
Park Services: Alyssa Baffoe Park service managers are always willing to provide patrons with on-site park information guides. In a time of crisis they can direct them on where they should be going. Also, they play a crucial part in providing an exceptional overall experience.
All internal employees report to park services regarding questions and concerns
In charge of issuing emergency maps of the park including emergency exits
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Identification of Key Publics/Stakeholders and Themes
Publics/Stakeholders Six Flags Corporate Six Flags CEO’s/Founders Six Flags Employees Six Flags Merchants Patrons Surrounding Area Businesses/Hospitals Local Police Department Contracted Entertainment Surrounding Area Residents
Themes – Crisis response strategiesCrisis response strategies involve the actual verbal and non-verbal aspects Six Flag’s should utilize when facing a crisis. The strategies are separated into four primary categories. To identify which strategy is best for a particular situation, the crisis communication team should first determine the intent of the response. The two main intents are to attempt to change stakeholder perceptions of the crisis or change stakeholder perceptions of Six Flag’s in the crisis. Typically, more than one crisis response strategy should be used and can be a variety of combinations depending on which best fits the current situation. The key to utilizing these strategies is to maintain consistent messages throughout the crisis response.
Denial Strategies – Seek to remove any connection between the crisis and Six Flags
Attacking the abuser: the crisis manager confronts the stakeholders who claim a crisis exists; this response may include a lawsuit or threat of legal action against the accuser.
Denial: the crisis manager states no crisis exists and explains why. Scapegoating: blame is placed on an individual or group external to Six
Flags.
Diminishment Strategies – Attempt to reduce attributions of organizational control over the crisis or the negative outcomes of the crisis
Excusing: the crisis manager attempts to minimize Six Flag’s responsibility for the crisis. Includes claiming Six Flag’s had no control over the events that led to the crisis and deny there was any intentional harm.
Justification: the crisis manager minimizes the perceived damage from the crisis, such as stating there were no serious damages / injuries.
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Rebuilding Strategies – Try to improve Six Flag’s reputation Compensation: Six Flag’s offers money, coupons, or other incentives to
return to the park to its victims. Apology: identify which type of apology is appropriate for the situation.
Full apology: acknowledge the crisis, accept responsibility, include a promise not to repeat the crisis, and express concern and regret.
Partial apology: do not accept blame unless prepared to accept full legal liability; only express concern and regret.
Bolstering Strategies – Supplemental to the denial, diminishment and rebuilding strategies; seek to build positive connection between Six Flag’s and its stakeholders
Reminding: Six Flag’s reminds its stakeholders about its past successes, including philanthropic involvement.
Ingratiation: Six Flag’s praises its stakeholders. Victimage: Six Flag’s explains it is also a victim of the crisis.
(Coombs, 2012).
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Crisis Preparation and PreventionCrisis Prevention: proactive crisis management – the goal being to avoid a crisis
1. Identify the sources to scana. Sources used in issues management/Environmental scanning
(external)i. Traditional print and online sources:
1. Regularly monitor news and business magazines and television news programs for complaints or potential issues
ii. Case studies of similar organizations in crisis:1. Review past crises of similar organizations such as
Cedar Point, SeaWorld, Disney World, etc.2. Identify the type of crisis experienced and
incorporate into CMP as potential crises3. Identify what the organization facing the crisis did
well/poorly and utilize in CMPiii. Newsletters/Public opinion surveys:
1. Regularly review public opinion surveys to gauge the public’s attitudes, lifestyles, and values, to determine the public’s perceptions of Six Flags
iv.Individuals including public opinion experts and the organizations own stakeholders:
1. Issue surveys and conduct interviews to see how stakeholders feel about the organization
v. Internet and social media:1. Monitor six flags hashtags on social media to see the
type of discussion surrounding Six Flags2. Utilize Facebook, Twitter, and Instagram to identify
potential issues / concerns3. Look for false videos of Six Flag disasters to prevent
spreading rumors4. Review complaint sites, discussion groups, blogs,
and message boards to see if patrons are unsatisfied in any way with the park
b. Risk management (internal)i. Locate source of defects:
1. Regularly check equipment and rides for defects2. Perform regular maintenance on rides
ii. Legal compliance audits:1. Make sure each park complies with all federal, state,
and local laws and regulations, including safety and security regulations
iii. Financial audits:
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1. Review the contributions of sponsors2. Have accountants keep track of park finances,
including money spent on games, food vendors, regular repairs/maintenance, and scheduled entertainment
3. Determine which months are the most profitable and when to offer promotions
iv.Insurance risks including liability exposure, natural disaster exposure, and worker compensation exposure:
1. Liability exposure includes potential injuries to patrons
2. Identify which natural disasters are likely to occur based on location of facilities and create a plan to cover those expenses in the event of a natural disaster since those costs are not covered by insurance
3. Build worker compensation into the park finances in the event an employee is injured on the job
4. In each risk area, be prepared to address negative publicity and possible lawsuits
v. Safety maintenance and accident records to examine patterns of minor accidents:
1. Review records for minor safety accidents to find risky pieces of equipment or procedures that need to be fixed/eliminated in order to prevent future serious injuries
2. Look for patterns of safety violations and tighten standards to prevent major accidents and injuries
c. Reputation managementi. Consumer generated media: websites, blogs, social media
1. Have a strong social media presence and look for trending topics regarding Six Flags, both positive and negative
ii. Stakeholder comments sent to the organization 1. Look for patterns of complaints. If there is
overwhelming feedback in a particular area, make the necessary adjustments
2. Collect the informationa. Construct stakeholder map that lists all possible stakeholders
and then identify the stakeholders relevant to the most highly ranked crises
b. Collect information from stakeholders through: i. Interviews ii. Surveysiii. Focus groupsiv.Informal contacts
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v. Examine accident and safety violation records vi.Categorize patron complaints
3. Analyze the informationa. Threat assessment analysis using likelihood and impact
4. Take preventative action if warranteda. Crisis managers must determine what actions to take dealing
with serious threats1. Assess the situation and decide steps the crisis team is going to take2. Have multiple people look at the situation to determine the best steps to take
b. Monitor the threat if it does not pose an immediate danger 1. Keep having people check on the situation but do not take any steps to fix it unless it has a threat to the company2. Assign specific people to be in charge of checking on the threat
c. If the threat is serious enough, take action to eliminate or reduce the likelihood of becoming a crisis1. Have your crisis team step in and take action2. Be careful not to make the situation a bigger deal than it already is3. Make sure to try to reduce the likeliness of it becoming a crisis
5. Evaluate the effectiveness of threat reductiond. Compare the actual resolution of the issue to the intended
resolution1. Make sure the intended resolution is what the crisis team was trying to achieve
e. Periodically review risks to ensure they are not ongoing 1. Have a team that checks every couple week to make sure no problems are occurring
Crisis Preparation:1. Diagnosing vulnerabilities: a function of industry, size, location,
operations, personnel, and risk factors. Vulnerabilities include:a. Ensuring the safety of hundreds of park visitors.
i. Check Roller coasters every hour ii. Have strict employee guidelines iii. Check expiration of food of beverages regularly iv. Regularly check weather updates
b. Ensure Profitability and reliability of parks i. Bi-annual employee tests to ensure knowledge of and
commitment to parksii. Scan social media’s daily to monitor reputationiii. Review bankruptcy of 2010, revise money management
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c. Understand Location of parki. Know surrounding facilities (i.e. chemical plant, terrorist
threat)1. This facilities crisis can become your crisis2. Brainstorm possible crises and evaluate likelihood of
occurrence and severity of damage 3. Asses each crisis on scale of 1 to 10 (Likelihood x
impact = vulnerability) 2. Assessing crisis types
a. List potential crises for organizationi. I.e. Earthquakes, explosions, rumors, lawsuits, product
harm, terrorism, activists, etc. b. Determine crisis response strategies
1. Understand response strategiesNatural Disasters:
• Potential physical harm to staff and visitors• Damages to the equipment and park• Power outages
Technical-error accidents:• Power outages• Coaster malfunction • Death
Sanitation:• Vomiting on rides• Bodily excretion on rides• Unsanitary restrooms• Transferring of communicable diseases
Rumors: • Relating to coaster malfunction• Relating to injury or death of patrons at park
Malevolence:• Kidnapping• Theft • Coaster tampering
Financial• Bankruptcy
Humor-error accidents:• Patrons not following proper procedures Height requirements Entering and exiting the rides Proper footwear Keeping body parts inside of ride
Organizational misdeeds:• Procedures not meeting regulation standards• Equipment not meeting regulation standards
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• Employees not performing safety procedures• Failure to regularly update equipment• Failure to properly train employees
Terrorist attack• Know surrounding monuments/buildings/attractions • Check ALL packages/bags coming in to park
Death/serious injury to patrons or employees • Have Medical personnel at Park• Understand how long emergency help will take to get there • Don’t leak information to press until situation is being handled
Kidnapping • Have security at every gate• Extra security in kiddy sections and pool sections of park• Security cameras canvassing every section of park
Serious ride malfunction• Ride falling off track or ride break failure
3. Selecting and training a crisis team (CMT)a. Task Analysis
i. Identify key characteristics needed for job performance ii. Determine knowledge, skills and traits needed
1. Group decision making2. Working as a team3. Enacting the CMP4. Listening
b. Develop an effective CMTi. Careful selection
1. Choose people best suited for the tasks2. Team members must represent specific functional
divisions or positions within organization (i.e. legal, security, public relations, safety, technology, etc.)
3. Representative with authority is recommended to keep CEO away from CMT during a crisis
ii. Careful training 1. Help people improve their skills and become more
proficient at performing tasks2. Group review of CMP and crisis drill 3. Determine whether team can accomplish group
tasks Orientation Seminar:
• Overview of Crisis Management process• Team reviews roles, procedures, policies, and equipment
Drill:• Supervised exercise
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• Tests one crisis management function (i.e. employee notification or evacuation)
Tabletop: • Guided analysis of crisis situation• Facilitator leads team through discussion of particular crisis
situations• This exercise does not have the time pressure of a real crisis
Functional Exercise:• Simulated interactive exercise • Test complete crisis management system • Unfolds in real time to create crisis pressures • Team must interact and coordinate with groups it would
encounter, such as first responders
• Team should conduct one functional exercise a yearFull Scale Exercise:
• Simulation of real crisis as closely as possible • People are on-site and in the field• Actual equipment and people that would be used in a situation
are deployed
• Injuries are simulated• This should be done every few years to save on time and money c. Set CMT responsibilities
i. Create CMP1. Thoroughly research organization’s vulnerabilities 2. Anticipate most likely crises 3. Collect information of different crisis and potential
crisis typesii. Enact CMP
1. Use plan in simulated or real crises2. Test functionality by running entire organization,
certain departments, or just the crisis team through drills and simulations
3. Discover holes in the CMP or weaknesses in the team
iii. Deal with any problems not covered in CMP1. Provide counsel on issues not death with in the CMP2. Resolve issues not dealt with in the CMP3. Make necessary decisions in unanticipated
challengesd. Task Analysis
i. Identify key characteristics ii. Coordinate with any external agencies
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iii. Have a virtual team4. Selecting and training a spokesperson
a. Analyze role and responsibility during a crisisi. Manage accuracy and consistency of messages coming
from organizationii. All spokesmen must work together to present a consistent
messageiii. Preparation of all spokespersons
1. Share relevant information2. Coordination of questions and spokespersons 3. Media training
a. Practicing responding to media questionsb. Make spokespersons aware of their delivery
habitsc. Polish spokespersons delivery skills
b. Be able to work with mediai. Listen to give appropriate answers to questionsii. Be able to think on their feetiii. Answer questions rapidly
c. What a spokesperson should do:i. Be truthfulii. Be clear and conciseiii. Look pleasant on cameraiv. Appear in control and concerned v. Correct errors or misinformation in questions asked
d. What a spokesperson should not do:i. Never say “no comment”ii. Never lose one’s temperiii. Never Argue with journalists
e. Media-Specific Tasks of Spokesperson i. Must disseminate accurate information about the crisisii. Have command over the crisis-related information if they
are to convey this information to the media or other stakeholders
iii. Must be skilled at presenting messages to target stakeholders
iv. Follow four spokesperson tasks:1. Appear pleasant on camera
a. Understand the value of proper delivery2. Answer questions effectively
a. Understand the danger of long pauses b. Understand the steps to effective listening c. Appreciate the danger of “no comment”
statements
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d. Understand the danger of arguing with reporters
3. Present crisis information clearlya. Appreciate the problems with jargonb. Understand the need to structure responses
4. Handle difficult questionsa. Understand the characteristics of tough
questions v. Maximize three style elements to cultivate the perceptions
of control and compassion1. Maintain consistent eye contact with audience
a. At audience or camera at least 60% of the time2. Use hand gestures to emphasize points3. Vary voices to avoid monotone delivery4. Change facial expressions to avoid being blank-faced5. Avoid too many verbal disfluencies
a. I.e.: Uh, er and um vi. Answer Questions Effectively
1. Know or quickly retrieve crisis information gathered up to date
2. Answer questions asked by media, not questions you want to answer
3. Admit when you do not know an answer but promise to deliver an answer when information is received
4. Never say no commenta. 65% of stakeholders equate it with admission
of guilt (“In a Crisis,” 1993)b. Creates a passive response
i. Other actors in crisis event speak and interpret the crisis for your stakeholders
ii. An interpretation based on the wrong information will hurt an organizations reputation
5. Be cordial a. Do not argue with reportersb. Should not be high in verbal aggressiveness or
argumentativeness6. Correct errors or misinformation
a. Do not debate the error or misinformation7. Handle stress
a. Be aware of possible hearers or readers of your statements
vii. Present Crisis Information Clearly
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1. Free of organizational jargon and overly technical terms and details
2. Use necessary technical information and explain it in a way nontechnical people can understand
viii. Handle Difficult Questions 1. Recognize difficult questions
a. Choose which part of the question to respond to
b. Address all parts of a question 2. Remove misinformation from crisis information
being presented f. Internet Considerations for Spokespersons
i. Need to appear pleasant on camera1. Stakeholders can replay corporate message and post
comments/critiquesii. No corporate response video should go out if it does not
appear genuine and sincere 1. Eye contact and other delivery factors that combat
perceptions of deception are keyiii. Not all managers are meant to be in video and effective
videos 1. Practice what will be said2. Do multiple takes
5. Developing a crisis management plana. Preparation phase of CMP anticipates occurrence of crises b. An organization cannot prepare for all crises but can prepare for
major crisis types c. The crisis team is responsible for managing the actual crisisd. The spokesperson is a specialized role to provide a vital link to
stakeholders
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Media Audit
News Outlets Likely to Cover You1. Traditional News Sources
a. Newspapers, television news, radio news, magazines, and other paper-based publications 2. New Media Sources
a. Twitter, blogs, internet news, Facebook, all interactive digital text
Social Media Strategies
Traditional and New Media Sources• Quick, honest statements released to press as soon as possible• Use clear, concise statements prepared for press• Have one person in charge of handling press, and one backup, if they
are not there wait until they are back to handle press• Do not accept nor deny fault, but always apologize• Release statements to stakeholders via email, Facebook and Twitter to
keep them as informed as the media• Examine social media trends following your crisis to understand public opinion • Give sincere, thought out responses to publics
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Crisis Team ContactsTitle Employ
eeOffice Phone
Cell or Car Phone
Emergency Phone
Public Relations/Communication
Lauren Cole
1-800-SIX-FLAG (749-3524)
847-440-1734
847-249-INFO (4636)
Medical Courtney Ratz
1-800-SIX-FLAG (749-3524)
312-677-8924
847-249-INFO (4636)
Security Anna Gilkerson
1-800-SIX-FLAG (749-3524)
630-788-5933
847-249-INFO (4636)
Engineering Kelsey Hansen
1-800-SIX-FLAG (749-3524)
217-450-5787
847-249-INFO (4636)
Park Services Alyssa Baffoe
1-800-SIX-FLAG
847-966-2124
847-249-INFO (4636)
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(749-3524)
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Media Log
Newspaper Checklist
Name of Newspaper
Who Contacted
When Contacted
Response Circulation
Phone/Fax
Television Checklist
Station Call Letters
Channel Address News Director
Phone Fax
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Radio News Checklist
Station Call Letters
Dial # Address News Director
Phone Fax
Magazine News
Name of Magazine
Who Contacted
When Contacted
Response Circulation
Phone/Fax
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Press Release TemplateInitial Statement for Release
NAME OF CITY, Month Day, Year—At approximately __________ (time) today __________ (date), a ______ ____________________________ (the incident) occurred at the __________ (location). Crisis response personnel are now responding as well as _________________ (other emergency response teams). Six Flags Over [name of city] crisis response groups include ___________________ (list appropriate groups such as fire, security, medical, engineers, etc.). Our major concerns are for the safety of our employees and guests and to minimize the effect on the environment. We are working to determine what has happened and what is being done to mitigate the situation. As more details become available, we will pass them on to the media.
Public Relations Department Six Flags (770) 739-3440
###
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Key MessagesScenario: Poor sanitary conditions, patrons not complying with rules, technical-error accidentsStakeholders: Six flags patrons and employeesConcern: Positive Six Flags experience and safetyKey Message 1 Key Message 2 Key Message 3
Six Flags offers apologies to stakeholders and patrons affected
Six Flags performs routine park safety procedures and check ups
The safety and well-being of our patrons along with providing an enjoyable experience is our number one concern
Support Point 1.1 Support Point 2.1 Support Point 3.1
Cover all forms of media so the apology can appropriately reach all stakeholders
Public safety employees perform quick routine park checks to provide a hazardous free environment
Friendly security staff provides protection and welcomes the patrons upon arrival at the park
Support Point 1.2 Support Point 2.2 Support Point 3.2Offer an incentive in cases where stakeholders or patrons are displeased
Have two or more medical staff members on site each day to maintain patron safety
Maintain open communication with all patrons and stakeholders to assure proper park management
Support Point 1.3 Support Point 2.3 Support Point 3.3Always put the patron first, analyzing ways to keep them happy and provide an excellent experience
Have the park engineer perform weekly generator and coaster inspections to ensure no technical-errors
The parks customer service and projected experience level is maintained at a high level to ensure guest happiness
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Organizational backgrounderIn Texas, 1961, businessman Angus G. Wynne opened the first theme park, Six Flags. The inspiration came from a previous trip to Disney Land, and with the help of the Great Southwest Corporation and New York investors, Six Flags was born. The name derived from the six nations’ flags that flew over Texas at one point or another (the six nations being Spain, Mexico, France, Republic of Texas, the Confederate States of America, and the United States of America).
Six Flag’s attractions started off simpler than just roller coasters, with their main attractions consisting of a stagecoach ride, Wild West shows, a gondola, a railroad, and a Native American village. Six Flags has come a long way, now acclaimed as one of the scariest theme parks in America with rides such as the Giant Drop, American Eagle, and the Raging Bull. Among all of the original attractions, the railroad was the only one to stay.
Among the rides, other entertainment outlets include themed areas, parades, restaurants, children’s areas, games, merchandise outlets, concerts and shows. Six Flags holds the sole rights to appearances by characters such as Bugs Bunny and the Looney Tunes crew, Batman, Robin, and other popular superheroes. These appearances include one-on-one interactions, photos, and autographs.
As the largest regional theme park in the world, Six Flags draws in over 20 million people per year with 18 locations in North America. Six Flags strives to maintain a family-friendly and exciting entertainment experience for all patrons.
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Third Party Potential Supporters and Credible Experts
Third party potential supporters:• Armitron: Official Watch
- CEO: Eugene Gluck- (718)- 784- 2933- [email protected]
• Barcel: Official Corn Snack and Official Potato Chip- Head of Consumer Relations: Gabino Carbajal - (800)-354-3372- Fax: (610)-320-9286
• Coca-Cola: Official Soft Drink- Marketing Controller: Kathy Waller- (800)-438-2653- [email protected]
• Cold Stone Creamery- Corporate Office: Jennifer Matthews - (480)-362-4800- Fax: (480)-362-4812
• Coppertone: Official Suncare Provider- Media Director: Larry Kopald- (866)-288-3330- [email protected]
• Dasani: Official Water- Marketing Controller: Kathy Waller- (800)-438-2653- [email protected]
• Discover: Official Debit/Credit Card- Chief Human Resources Officer: Douglas Rose- (800)-437-2683- Fax: (800)-973-8086
• Famiglia: Official Pizza - Chief Operating Officer: John Kolaj- (914)-328-4444- Fax: (914)-328-4479
• Good Humor: Official Frozen Novelty and Official Hard Scoop Ice
Cream- Corporate Office: Norton Simon- (800)-745-9269- Fax: (800)-931-2854
• J&J Snack Foods: Official Soft Pretzel and Churro Supplier- Corporate Office
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- (856)-663-8002- [email protected]
• Johnny Rockets- Franchising Manager: John Fuller- (949)-643-6100- Fax: (888)-856-4669
• Mars: Official Chocolate - Media Contact: Ryan Bowling- (973)-691-3536- Fax: (703)-821-4900
We consider all of our Sponsors credible experts because Six Flags guarantees these companies strong visibility and presence in our parks with
great communication with our media networks.
National Partnerships:Contact David McKillips212-652-9416 [email protected]
SFGA or Regional Partnerships:Contact Gregory Hilt847-249-2133 x [email protected]
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Immediate Response Checklist
o Who was affected in the incident? Were the local authorities contacted? Are all staff members/costumers accounted for? What can we do to help the people affected? Is everyone safe? Do we need to contact anyone's family?
o What can we do to stop this issue from being exacerbated? Have the authorities been alerted? Have people been removed from the premises?
o Where did this occur? Did it occur on Six Flags property? What can we do to fix the problem?
o When did this occur? How recent did this occur? Has it been going on for a long time? What can we do for this accident not to happen again?
o Why would something like this happen? Could we prevent this problem in the future? How did this happen?
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Communication Channels Worksheet
Name Phone Number
Email Address
Fax Number
Best Way to Contact
Public Relations/ CommunicationsMedicalSecurityEngineeringPark ServicesHuman Resources DirectorMedia Spokesperson
Manager (On site)Board of DirectorsOperations Manager
Law Enforcement
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Crisis EvaluationTo evaluate the effectiveness of Six Flag’s crisis management, the crisis response team will examine the execution of the crisis management plan and determine the amount of damage incurred as a result of the crisis.
1. Evaluate crisis records:The first step in assessing the effectiveness of the CMP is evaluating data associated with the crisis. Such data includes crisis records, stakeholder feedback, internal performance procedures, social media scanning, and media coverage. Crisis records include sources used by the CMT, such as CMT strategies, media log sheets, and incident report sheets. The CMT should analyze these elements to determine if any mistakes were made during the crisis response.
2. Gather stakeholder feedback:Six Flag’s should issue surveys and conduct interviews to both internal and external stakeholders to collect feedback. Stakeholder feedback is essential in identifying the effectiveness of the crisis management. Social media and traditional media coverage are also important forms of stakeholder feedback and reveal the perceived efficacy of Six Flag’s crisis management performance. Analysts can scan the Internet and traditional media coverage for positive and negative statements about Six Flag’s throughout the crisis.
3. Analyze data:After collecting the necessary records, the CMT must analyze the data for performance evaluation. Six Flag’s crisis managers should divide the evaluation into four parts: crisis type, crisis phases, systems, and stakeholders. Each part should be analyzed, specifying strengths and weaknesses of each component. A specific evaluation will show more clearly what Six Flag’s needs to improve and what it did successfully in regards to its CMP.
4. Assess damage:Important organizational assets include internal and external stakeholders, reputation, and financial concerns. Stakeholders are essential to Six Flag’s because without its patrons, employees, and sponsors, Six Flag’s would be unable to function successfully. Evaluating damage to reputation is essential in determining crisis management effectiveness because stakeholder perception is key in any organization. Six Flag’s should perform a pre-crisis and post-crisis analysis of Six Flag’s reputation to determine the
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crisis’ impact. Financial damage can be assessed through the use of financial resources, including those used in legal suits, property damages/repairs, media coverage, etc.
5. Create final crisis performance report:The essential takeaway from any crisis is what the organization learned from it. The best crises are those that never happen due to effective crisis prevention; however, once a crisis does occur, the organization can use its evaluation of effective and ineffective crisis management and learn from its mistakes. The final executive evaluation of crisis management should address what Six Flag’s goals were and if those goals were achieved, which tactics were effective and which were ineffective, and suggestions for what to do in the future if a similar crisis occurs. The report should essentially be a compilation of Six Flag’s strengths and weaknesses, which can be used to improve the CMP.
(Coombs, 2012)
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Part II
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Crisis Response Strategy
Six Flags would employ the excusing crisis response strategy from the diminishment posture. This would be utilized to not only minimize our responsibility in this crisis, but also articulate to our stakeholders that Six Flag’s had no intention to do harm and had no control over the events leading to the crisis. As reported on 20/20, it was the lack of background check completion that led to dozens of examples of employees with felonious records that would otherwise not be eligible for employment at Six Flags. Due to the fact that a third-party company was responsible for the felonious workers slipping through the cracks, Six Flags was left unaware and uninvolved in this crisis. The excusing strategy would give Six Flags the opportunity to explain to their stakeholders their lack of knowledge and control regarding the felonious employees that were hired(Coombs, 2012).
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Key messages Part IIScenario: Six Flags does not follow their HR policy and people with felonious records are hired without a proper background check. Parents boycott the theme park and People Magazine issues an article putting Six Flags at blame.Stakeholders: Six flags patrons, specifically parents, and Six FlagsConcern: Safety of patrons and a positive Six Flags experienceKey Message 1 Key Message 2 Key Message 3
Six Flags offers apologies to stakeholders and patrons affected
Six Flags dismisses all employees that have felonious records and hires a new third-party hiring company
The safety and well-being of our patrons along with providing an enjoyable experience is our number one concern
Support Point 1.1 Support Point 2.1 Support Point 3.1Cover all forms of media so the apology can appropriately reach all stakeholders
A larger third-party hiring company is employed to assure that they don’t get overwhelmed and fall behind on proper background checks
Friendly security staff provides protection on site, allowing the patrons to feel safe at all times
Support Point 1.2 Support Point 2.2 Support Point 3.2Contact the parents specifically to acknowledge and discrepancies caused by the crises
Replacement of employees with criminal records is quickly conducted so Six Flags maintains a full staff
Maintain open communication with all patrons and stakeholders in regards to any questions
Support Point 1.3 Support Point 2.3 Support Point 3.3Reach out to the boycotting parents, 20/20, and People magazine to share their side of the story and apologize
Six Flags creates stricter and more specific procedures for the performance of more thorough background checks
Conduct regular employee performance checks to gage the satisfaction of patrons through surveys
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Social Media StrategySix Flag’s will utilize social media by getting the facts about this crisis out as soon as possible. The statements posted on Six Flag’s social media sites will be honest and transparent. Six Flag’s will be explain on Facebook, Twitter, and other social media sites that the third-party vendor was responsible for this problem. Six Flags will examine social media trends by following the crisis to understand the public opinion. This post will also have an apology on behalf of the third party vendor attached with it. It is vital that Six Flag’s puts an apology on behalf of the third party vender on both Twitter and Facebook. They can apologize on the behalf of the third party vendors but they do not have to take blame for the situation. If stakeholders see that you are not completely responsible for the incident, Six Flag’s can uphold its reputation and avoid legal liability. The post will apologize for letting Six Flags employees work without having a thorough background check. Likewise, it is important to perform environmental scanning to see what people are saying about the crisis. Six Flag’s should continue to respond to any concerns expressed by its stakeholders and issue updates in order to show it is taking control over the situation and dealing with the issue head on. Maintaining an open dialogue with its publics will help uphold Six Flag’s positive reputation.
It is important that all the statements Six Flag’s release are sincere and contain accurate information. Quick, honest statements can also be released to press as soon as possible, however Six Flag’s should never answer questions through speculation or release inaccurate or inconsistent messages. It is important to take control over the situation and release Six Flag’s side of the story so publics can see Six Flag’s is taking responsibility. All posts on social media should be well thought out and have a purpose. The purpose of sending out posts is to inform the public what is going on with the situation. It is also important that they give out clear, concise statements prepared for the press. Having one person in charge of the press will be the best way to handle this problem. Although it was a third party vendor that made the mistake, it is still connected to Six Flag’s. Six Flags would like to go the source of the problem and target it from there. Since it was on the popular television show 20/20 and in People Magazine it is important to go to them first.
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Press ReleaseSix Flags announces plan to reinforce HR hiring policies after 20/20 discovers a kink in employee background checksBy Alyssa BaffoeApril 20, 2014
Six Flags - Corporate owned Six Flags announced today that it will be re-checking background checks for all employees hired in the past 9 months, effective immediately. Company officials are expected to meet with Union officials later today to discuss deficiencies in employee hiring and HR policies.
Six Flags expects this will improve investor confidence and widen its customer base. Although there are no reports of any known child predators, Six Flags ensures to check every employee’s record to maintain their family-safe park environment.
More information will be released as it becomes available. A shareholders meeting will be taking place May 10th, 2014
About Six Flags
Six Flags Entertainment Corporation is the world’s largest amusement park corporation based on number of properties, and the fifth-most popular in terms of attendance. The company maintains 18 properties throughout North America consisting of theme parks, thrill parks, water parks, and family entertainment centers. The company was founded in Texas and took its name from its first property, Six Flags Over Texas. The company maintains a corporate office in Midtown Manhattan, New York City and its headquarters are in Grand Prairie, Texas.
Contact
To learn more about this employee background check, please contact
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Lauren Cole, Media Relations1246 NE Sandy Blvd. Ste. 210 AOffice: (800) 749-3524Fax: (800) [email protected]
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ReferencesCoombs, W. T. (2012). Ongoing Crisis Communication. (3rd ed., p. 140,
142). Thousand
Oaks, CA: SAGE Publications.
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