Glynis Sekarski

Fox Theatre Crisis Plan

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Table of Contents
Background

Crisis Directory

Communication Crisis Goals

Key Message

Key Publics

Crisis Plan of Action

Crisis Procedures

Control Center

10

Possible Crisis

11

Interviewing Preparation

13

Rumor Control

14

Response Evaluation

15

Web Planning

16

Release of Public Information: News Release

17

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Background
The Fox Theatre, a former movie palace, is a performing arts center located at 527
N. Grand Blvd. in St. Louis, Missouri. Also known as "The Fabulous Fox", it is situated in the
arts district of the Grand Center area in Midtown St. Louis, one block north of Saint Louis
University. It opened in 1929 and was completely restored in 1982.
The Fox was built in 1929 by movie pioneer William Fox as a showcase for the films of
the Fox Film Corporation and elaborate stage shows. It was one of a group of five
spectacular Fox Theatres built by Fox in the late 1920s. (The others were the Fox Theatres in
Brooklyn, Atlanta, Detroit, and San Francisco.)
A crisis for the Fox Theatre would be any kind of abnormal or unusual event that would
affect the image, revenue or credibility. It is anything impacting sales, public perception and
employment (including morale). Taking into account the impact of all stakeholders, the well
organized plan will turn every crisis situation into opportunities for effective communication
using valuable organizational tools.
Stakeholders include:
Internal:
Employees- including parking attendance, office workers, and upper management
Volunteers- ushers and tour guides
Stakeholders
External:

Media-local and national television, radio, internet, and newspaper

St. Louis City- the arts district in Grand Center, St. Louis University,
Tourists- national, and local

Patrons:

Ticket Holders- including past, current, future and season ticket holders.

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Crisis Directory
Our anticipation of our next step is key to the crisis. The Fox Theatre has specific
officials understand their duties in a crisis. We will meet twice annually to ensure each officials
awareness of their responsibilities.

Executive Director of Communications: Suzy Smith

Phone: 314-555-1234 Fax: 314-098-7345 email: foxtheatresmith@gmail.com
1. Responsible for the direction of the Foxs emergency plan
2. Determines the severity of the response and notifies legal council
3. Declares and ends the state of emergency
4. Notifies and conducts liaison activities with the crisis management team and others as
necessary

Director of Public Relations: Glynis Sekarski

Phone: 314-766-6052 Fax: 314-984-0362 email: foxtheatresekarski@gmail.com
1. Establishes press and maintains liaison with the news media for distribution of information as
requested
2. Prepares, in conjunction with the crisis management team, all press releases
3. Monitors press reports and update the statement as needed
4. Serves as the official spokesperson- answers all press questions and arranges press
conferences
5. Prepares and issues statements on the situation to all Fox Theatres stakeholders

Director of Damage Control and Maintenance: John Smith

Phone: 314-523-4341 Fax: 314-584-2379 email: foxtheatrejohn@gmail.com
1. Provides equipment and personnel to perform shutdown procedures, hazardous area control,
barricades, damage assessment, debris clearance, emergency repairs, and equipment protection.
2. Obtains the assistance of utility companies as required for emergency operations
3. Provides emergency power and lighting system as required.

Emergency Coordinator: Liza Doolittle

Phone: 314-923-4341 Fax: 314-685-3729

email: foxtheatredoolittle@gmail.com

1. Serves on the crisis management team as advisor to the media

2. Oversees administrative functions, such as customer service and public call centers for
community representation

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Communication Crisis Goals

Purpose:

Maintain positive reputation and credibility of the Fox Theatre.

Objectives:

Express the concern for our and the local and theater community.

Manage the crisis to reduce its potential negative impact on the community and theatres.

Deliver timely factual information to key stakeholders and public.

Communicate key messages and positions clearly and consistently.

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Key Message
Our Key Messages are to the concepts we want our stakeholders to remember throughout
the crisis. Our message is to maintain that the Fox Theatre is the safest, most familial
representation of theatre in St. Louis and cares about effective responses in any situation for the
benefit of all stakeholders. By developing specific messages, we will always abide by the
following formula:
Claim + Fact + Example = Message
*Internal audiences are critical. Inform employees and staff first of the situation.*
Given the fact that the Fox Theatre is recognized by the city as the preeminent theatre in St.
Louis and each employee will act as a representative of this institution. Two way communication
is a priority. Rumors, negative speculations, and unwarranted concerns should be reduced
greatly.
Claim: The Fox Theatre is part of the Fox Film Corporation and has 6 Theatres showing the
most elaborate stage shows in these six major cities.
Fact: The Fox Theatre was built in 1929 and had a renovation in 1981 and reopened a year later
where it the theatre puts on local, traveling, and Broadway shows for the people of St. Louis.
Example: when the theatre reopened in 1982 after being renovated, the theatre came back
stronger than ever and has hosted many concerts and theatrical performances.
Although the situation and crisis will differ greatly, the formula will always remain the
same. After providing an example, revert back to the claim and the message will always be
consistent.
In addition to the formula, brief all employees in person about whats happening and keep them
informed on a regular basis. In person briefings say we care about you in a manner which no
memo or internal newsletter can accomplish, although sometimes written communications are
the only option. And we dont want internal audiences to read facts, or alleged facts in any
external location first.

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Key Publics
How timely is this going to be? What is the Fox best known for? How do we want the situation
to be perceived? Because each crisis is different each will have a different approachable
circumstance. Everyone must be flexible, as the situation will change due unforeseen
circumstances. However the key message will follow the same guidelines.
Stakeholders include:
Internal:
Employees- including parking attendance, office workers, and upper management
Volunteers- ushers and tour guides
Stakeholders
External:

Media-local and national television, radio, internet, and newspaper

St. Louis City- the arts district in Grand Center, St. Louis University,
Tourists- national, and local

People to notify in the crisis: local fire department

City police

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Crisis Plan of Action

-Designate a spokesperson: In most cases it will be the Executive Director of Communications
Suzy Smith
-Establish Control Room: This should include tablets, fax machines, computers, telephones,
and televisions- this room will be the will call/sales room of the Fox building. If something
happens to the fox itself it will be on the Wool Center building on St. Louis Universitys campus.
-Clarify Team Responsibilities and Gather Facts: Tasks include writing, media relations,
updating information, disturbing information, photography, setting up interviews and site tours.
Emergency Director (Hannah Wood) will identify any other administrative support needed
during the period of emergency and shall activate personnel on an as needed basis.
-Draft a Fact Sheet and Key Message: Be prepared for the worst case scenarios. As soon as
possible after the incident, a fact sheet will be prepared to supplement communication with key
stakeholders and information provided to reporters by the spokesperson. It will be approved by
the executive director and checked for accuracy by those with a direct knowledge of the crisis.
Fact sheets released publicly or posted to the internet must be time stamped and updated as
information changes.
-Determine Strategy of Internal Communications: Allow two way communication between
employees.
-Respond to the Crisis: Have materials such as press releases, media alerts, and other tools
ready and waiting. This way we can update quickly.
-Notify the Media: Determine whether a news conference and/or news release is the appropriate
way to convey the information to the news media and to the public.
-Evaluation and Aftermath
*Remember: Incorporate the main message (see formula under key message) in every
response.
Always remember to talk about what we are doing, not what we are not doing.
Keep focus on our stakeholders and always work as a team.

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Crisis Procedures
The crisis communication plan coordinates communication between the Fox Theatre
internally as well as between the Fox and the media public. The crisis team must be ready for
any possible situation. The plan is designed for all segments and departments of the Fox Theatre
to be speaking one voice and delivering one consistent message. The following is a list of
procedures and guidelines that allow focus to be maintained.
1) Assess the situation: Information should be gathered from appropriate sources
immediately after a crisis occurs. The designated individual should then consult the Fox
Theatre Public Relations Coordinator. The Coordinator will then convene the Crisis
Team. The Team assesses the nature of the situation. The spokesperson must take the
lead, showing that the Fox has control of the situation, calming public concern and setting
an example.
2) Act quickly and Calmly: Communication and information should not be conflicting and
members of the team must remain calm and assign responsibilities to employees. It is
important that no one speaks to the media except the authorized spokesperson. Responses
must be quick, but also accurate and truthful. As new information develops, updates must
be communicated in a responsive, but professional manner. Always ask ourselves the
question, What do we know for sure?
3) The Fact Sheet: The fact sheet should contain a summary statement of the situation
including all known details to be released to the media. This information should be made
available to (and approved by) the Executive Director of the Fox Theatre. This fact sheet
should be analyzed with respect to the publics right to know these facts and concerns for
privacy and security.
4) Tell it all, Tell it fast, and Tell the truth: Messages should be delivered in laymens
terms. Do not expand on the message, or the message becomes diluted. The first 24 hours
are when judgment is at its highest, but facts must be all that are delivered.
5) Internal Procedures: Internal communications in the Fox must be developed and
focused. It is vital to keep employees accurately informed during and after any situation.
Morale is incredibly important and must be maintained. Frequent and honest
communication is imperative. The Fox Theatre will primarily utilize its media and
communications personnel in support of this plan. The contacts are listed in this plan
should be contacted in the order in which they are listed. Additional coverage will be
provided by our full time customer service representatives in centralized locations.
6) Maintain Legal Counsel at All Times.
Rumor Control: It is reasonable to expect rumors to develop. This could potentially contribute
to the anxiety of a situation. One means of combating rumors would be to take full advantage of
electronic mail, rumor control hotlines, etc. and report facts as appropriate.

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Fox Theatre Control Center

The crisis control center will be in the sales/will call room will be the crisis center for any
situation that is more than simple press release. In the case of damage to the actual theatre of it
not being safe enough for the employees to work there then we will move the control center to
the Wool Center building. There will be a meeting to delegate who is assigned to complete each
of these items in the list:
1.
2.
3.
4.
5.
6.

Desks, chairs, tables

Computers, laptops, tablets
Telephone, cell phone
Copy machine, fax machine, industrial printer
Whiteboard
Sample map of area around the Fox as well as a detailed map of the Fox Theatre
and every room within the theatre.
7. Willkie talkies
8. Letterhead paper and pens and pencils
9. Press kit
10. Contact list/media directories
11. Copies of crisis plan

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Possible Crisis
Ranking of the crisis (1-5) increasing with the level of plight
External crisis:
Natural Crisis:
For each one of these notify the police, fire department, and if necessary the Red
Cross for help in these natural disasters.
Fire (5)
The theatre catching fire and damage from the fire
Earthquake (5)
Structural damage or collapse of the theatre
Tornado (5)
Structural damage and absence of the theatre due to the storm
Flood (5)
Structural damage of the basement and the first level of the theatre
Storm (4)
Structural damages from the roof to the basement due to a dire storm
Power outage (2)
Activate the backup generators weather its a widespread or localized outage.
Confrontational Crisis:
Car burglary (3)
Have security secure the safety of the victim and the rest of the theatre. Have the
victim log exactly what they have lost and have the police do a complete
investigation on the situation.
Car theft (3)
Call the cab company to give the patron a ride home and have the police do a full
report on the stolen car.
Theft of patrons items while in the theatre (3)
Have security secure the safety of the victim and the rest of the theatre. Have the
victim log exactly what they have lost and have the police do a complete
investigation on the situation.
Boycotting (3)
Have security at all entrances in order to insure the safety of the patrons and have
added security escorting patrons for the parking garage around the left corner and
across the street at parking lot on St. Louis University and the city squares
parking lot.
Intentional Crisis:
Kidnapping (5)
Kidnapping of a child or an adult notify the police and have security secure the
premises immediately.
Lone shooter (5)
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Have security isolate the shooter and area. Have the patrons that are still in the
theatre evacuate the premise immediately.
Bomb threat (5)
Cancel shows for the day until an investigation on the threat and the premises by
the police can be completed

Internal Crisis:
Employee theft (3)
Have security secure the safety of the victim and the rest of the theatre. Have the
victim log exactly what they have lost and have the police do a complete
investigation on the situation.
Employee inappropriate relations (2)
Have meeting with persons in question and depending on the gravity of the
situation, an immediate dismissal of the individuals or probation to be put into
place immediately.
Strikes (3)
Have security at all entrances in order to insure the safety of the patrons and have
added security escorting patrons for the parking garage around the left corner and
across the street at parking lot on St. Louis University and the city squares
parking lot.
Structural Issues (2)
This could include the repair of the roof, the foundation, the doors, the windows,
and the stairs. Have a Safety Inspector give a survey of the building and the land
yearly.
Discrimination accusation of patron or employee (3)
Have meeting with persons in question and depending on the gravity of the
situation, an immediate dismissal of the individuals or probation to be put into
place immediately.
Produce or food illness of patron(s) (4)
From the bar, restaurant or snake stations. Ask the hospital or doctors about what
the common food is and prepare the item differently, served differently or
eliminated from the menus completely
Environmental: death or injury of patron or employee on premises (4)
Have security secure the area and call 911 to take the individual to the hospital for
an examination immediately.
These crises are listed in no particular order.

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Interview Preparation
Advice for the Spokesperson
Be available. Conduct regular media briefings until its over. Tell the media how much time has
been allotted and stick to it. You are in control. Start with a prepared statement. Use plain
language, no jargon.
Answer each question with a positive, stand alone statement. Dont be defensive or try to
debate. This is a message delivery environment youre in, not a conversation. Every sentence out
of your mouth has the potential of becoming a sound bite (a quote). Make it count.
Listen carefully. Listen to the questions for a word or phrase that you can use in your answer.
This puts you in a clearly responsive posture. You are answering the questions, but not on your
terms. Always look at the reporter, not the camera, when listening and answering a question.
Keep your ego out of it. The reporter might try to tweak you to get a response that you
otherwise wouldnt want to give. You may look unsympathetic or argumentative.
Keep your focus. Keep your focus on your stakeholders. In the final analysis, they are who you
need to persuade and convince. Not the reporter.
Say I dont know. Say I dont know if you dont have all the answers. You do have to be
willing to say you dont know them when, in fact, you dont know.
Watch your body language. Watch your body language and dont make any involuntary smiles,
gestures or hand movements. This can be damaging when shown on camera.
No comment is a dangerous phrase. There is no such thing as off the record. Dont use
it.
*Never get stuck in reaction mode. Always be proactive.*
*Remember that emotions and feelings are involved.*
*Never treat the media like the enemy.*

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Perception is Reality: Rumor Control

The objective should be to get the whole story told. All the facts that stakeholders have
are a right and they need to know. In other words, be forthcoming quickly with all the
information that they have a right to know, and at the same time responsibly consider privacy,
and legal liability concerns.
Remember that all employees are spokespersons!

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Response Evaluation
After the crisis is over, evaluation is vital to assess performance and apply those lessons
to the next crisis. Following the steps below will ensure accuracy of the plans implementation.
*Note: The Fox Theatre will work with local and with Fox Films Corporations to gather
information on crisis situation impacts.
Step 1 Debrief
Ask everyone involved in the response effort the following questions. Document
the responses and use the knowledge to prepare for the next crisis.
What went well?
What didnt go so well?
What will we do differently next time?
Step 2 Recognition
Provide recognition both informally during the crisis and more formally after its over. Dont
forget to include those who didnt get to work on the direct responses and anyone from outside
the organization who contributed to the crisis response.
Step 3 Celebrate Success
At some appropriate time after the crisis ends, let your people celebrate their hard work. If
youve done a good job and weathered the storm, theres a good chance your public profile will
be better than it was before the crisis. If so, capitalize on it! The Fox Theatre needs to keep that
great reputation. Follow up with key audiences after the crisis ends but not too much later.
Step 4 Expect Media Follow-ups
If the crisis had a high profile, and it probably will, expect that media will do follow-up stories in
the future especially on milestone dates (one month later, six months later, one year later, five
years later, etc.). The most important thing is image.

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Web Planning
Because the arch is so familiar, the website should be one of our most reliable tools. We
will include a backup website, already template and in place, as well as a content management
framework, so that the site can be updated instantly. It should include a broader electronic
communications map, so that you can get the message out to the media and other stakeholders
immediately, through e-mail and presentations.
The IT department should have contingency plans to allow for additional server capacity,
since traffic will surge. Other resources also need to be in place, for example translators, in case
content needs to be delivered in multiple languages.
Use Facebook and Twitter to give timely updates and to post press releases written for
these devices and that have links to the website and the full press releases.
St. Louis websites http://www.fabulousfox.com/default.aspx,
Facebook https://www.facebook.com/fabulousfox,
and Twitter https://twitter.com/search?q=fox%20theatre&src=typd

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Coordination and Release of Public Information:

Communication Tools
It is essential that any information released to the public or forwarded to other agencies or
parties by the crisis team be verified for accuracy with coordinating agencies to the fullest extent
possible in a timely manner, especially since the Fox Theatre is such a local popular attraction.
Other agencies to be contacted or coordinated as appropriate and as time permits would include,
but not limited to, the district of the Grand Center, St. Louis University, the city of St. Louis, and
similar agencies as suitable to the situation. Breaking crisis situations shall be distributed to the
media by e-mail under the subject heading of The St. Louis fox Theatre Breaking News. An
example of a standard release is below.

Sample News Release

St. Louis Fox Theatre
FOR IMMEDIATE RELEASE (dd/mm/yy)
Time
Media Contacts: Primary contact, e-mail address, phone number
Secondary contact, e-mail address, phone number
ST. LOUIS FABULOUS FOX THEATRE BREAKING NEWS
(St. Louis, Mo.) At approximately_(time) today, (xyz) officials announced
______________________________________________________________________________
______________________________________________________________________________
At this time officials do not know how long _______________________________________
The safety of citizens and staff remained a top priority. Affected persons should stay tuned to
local television stations KSDK Channel 5 ___(xyz) for further information. They may also call
###-###-#### or visit _________(website) for updated information.
All visitor services remain closed until further notice and as information develop. Patrons with
tickets at the Fox Theatre are advised to contact is at ###-###-#### or ________(e-mail address).
Our next release will be sent no later than_____ (this time plus three hours) or when additional
information becomes available.
###

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