crisis manual - compiled one document

8/9/2019 Crisis Manual - Compiled One Document

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SOI Crisis ManagementManual


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SECTION I:

CRISISMANAGEMENT

OVERVIEW

SECTION II:

POLICIES

SECTION III:

GUIDELINES


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CRISIS MANAGEMENT:

INTRODUCTION AND OVERVIEW


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DATE PRESENTED:APRIL 25, 2008 [SPORTS OUTREACH IN STITUTE CRISIS M ANAGEMENT MANUAL]

SPORTS OUTREACH INSTITUTE CRISIS MANUAL | INTRODUCTION

INTRODUCTION

We live in a dangerous, fallen world. Yet, Christians have been given a charge to go into all the world,

making disciples. As Christians, we may not shy away from that charge. However, if while working abroad, a

crisis or accident were to occur, the damage to the church (organization) and its future missions effort could be

catastrophic. Accordingly, we must find methods to respond to the charge of the Great Commission that will

protect and preserve those in ministry to the extent reasonably possible. Websters dictionary defines crisis asa time of great danger or trouble, whose outcome decides whether possible bad consequences will follow.

Interesting to note is the origin of the word, Greek, krisis to separate.

This is not a new or unique situation for the Church. Examples of what is now labeled risk management

abound in the Scriptures, particularly in the missions context. When the King asked Nehemiah what he needed

to make his trip to repair the wall, Nehemiahs response revealed planning that had been months in the

making. Nehemiah asked for an escort (safety), permission to go (sending) and letters authorizing the clearing

of timber (supplies). Nehemiahs plan included risk management. He knew that it would be dangerous to make

the trip without the Kings armed guards. He realized that he would be safer if sent by the King, as any enemy

that would attack him would also be attacking the strong King. In modern terms, the risk management

strategy employed by Nehemiah would be deterrence. Nehemiah identified the risk, made an assessment

that it could not be avoided or eliminated, and then crafted a response to mitigate against the risk becoming a

reality. Analysis of the response by Nehemiah shows that where risk is defined as the severity of the harm

multiplied by the likelihood of occurrence, Nehemiah took steps to minimize the likelihood of occurrencewhere

he could not change the severity of the harm.

Another example can be found from the apostle Paul. In Acts 17, Paul was in Thessalonica, where there were a

large number of people who were looking to kill him. His supporters urged him not to stay in the town any

longer, but to leave by night that night. The plan of the supporters of Paul was really risk management. The

risk was seen as severe death, and, if no action taken, imminent the next day. The strategy employed was

avoidance, removing the risk from the realm of possibility. Here, employing that strategy required thetermination of ministry and the evacuation of Paul from that town.

Other Biblical examples abound: Paul being led by the Spirit not to go to the Providence of Asia (Acts 16:6),

Phillip seeing no threat in speaking to the Eunuch (Acts 8:27), the poor risk assessment by those that preceded

the good Samaritan (Luke 10), to name but a few. The point is that getting serious about incorporating risk

management into the short-term missions context is not new, nor is it optional. The issue is really how well

and intentionally it will be done.

The importance of preparing ahead of a missions effort for crisis and emergency situations is succinctly

articulated in the section 4.2 of the Standards of Excellence in Short-term Missions:

4.2 APPROPRIATE RISK MANAGEMENT

We acknowledge that there are always risks associated with travel and ministry. We also

acknowledge that Christian mission is spiritual warfare which involve a very real demonic enemy (Eph.

6:12) and that sharing the gospel is always costly to those who respond to God by saying, Here am I!

Send me! Even so, we pledge to do everything reasonable to provide appropriate risk management

and as much safety as possible for all participants, striving to minister Christs love boldly. (Acts 1:8)

and wisely. We pledge to:


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Consider inherent and potential risks of the STM to outreach design and field. Develop crisis response plans, adequately inform participants of potential risks, and train our

leaders and all other participants as appropriate in crisis management.

Develop policies and procedures, covering insurance, medical contingencies, security,evacuation, terrorism or political violence, behavior and dress guidelines, misconduct and

grievances, stress management, and conflict resolution.

Communicate and implement these plans, policies, and procedures as appropriate.KEY QUALITY INDICATORS

4.2.1 What policies and procedures do you have in place for insurance, medical contingencies,

security, evacuation, kidnapping/ransom, terrorism, political violence, misconduct, grievances,

conflict resolution, etc?

4.2.2 How do you determine risk factors for each specific incident?

4.2.3 How do you ensure participants are informed of potential risks, receive safety orientation,

and are trained as appropriate in crisis management before and during the outreach?

4.2.4 What crisis management and communication procedures do you have in pace in the event

of a crisis?

This standard reflects a need for anticipating and preparing for crisis and emergency situations. Such

anticipation is an essential first step in beginning to craft a meaningful and effective response to deal with these

types of problems. Establishing a framework that can be mapped and implemented by others is the purpose of

this publication.

Obviously, it is impossible to provide boilerplate, off the shelf policies and procedures that will fit all venues,

circumstances and the needs of all groups. No two risk management polices should look exactly the same.

One size does not fit all, as different groups will have differing amounts of resources and personnel to devote to

the effort. Instead of writing model policies for whole scale adoption, the guidelines here have been developed

and designed to assist churches and agencies identify and think through risk management issues, matchingresponse protocol to specific needs and personnel strengths.

The material presented here is ordered in a manner that will build and establish a risk management

methodology that can be integrated into a full missions policy or program. Using this tool, a risk management

policy that is written clearly and easily understandable can be created. Such a policy will establish roles, convey

purpose, develop preventative procedures, produce guidelines for actions and a means for evaluation and

recovery from known, foreseeable hazards and dangerous situations. Issues of where and how to begin, with a

focus on communication and unity for the preservation of ministry, are systematically brought to the attention

of those responsible for creating and implementing missions policy for the local church.

The document here, like that which it encourages to be created, is a work in progress. As more expertise in

the area of missions is exposed to the benefits of risk management, new and better methods will be developed.

Sharing of any work product created from use of this publication with the author would be gratefully accepted

for the sharpening of this tool, all for the end that the Lord God would be glorified, and His name carried to

every part of the earth.


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THE PURPOSE OF A CRISIS MANAGEMENT PLANAny mission activity involves the undertaking of tasks and circumstances that involve risk. Leadership has a

responsibility to act in ways that identify known dangers, train to avoid these dangers, and respond to protect

all with a vested interest in responding to these dangers.

What are the reasons to have in place Risk Management polices?

Save lives and prevent injury Minimize interruption of operations Reduce property damage Reduce exposure to lawsuits Protect ministry Mitigate impact of adverse occurrences

THE SCRIPTURAL BASIS FOR A CRISIS MANAGEMENT PLANAny policy worthy of adoption by a church or sending missions agency should be grounded in the Word of God.

Examples abound in Scripture confirming the need to trust God, but prepare using the resources at hand.

Nehemiah responded to the king that his plans for the trip to build the wall to be included being SAFE, sent and

supplied by the king. (Neh. 2:7-8) So too, today should His people seek the same from their King.

Where in Scripture does one find support for a missions risk management plan?

Stewardship concepts Prov. 19:2: It is not good to have zeal without knowledge, nor to be hasty andmiss the way.

Unity principles Proverbs 20:18: Make plans by seeking advice; if you wage war, obtain guidance. Better decisions when many Godly people are involved Proverbs 19:20: Listen to advice and accept

instruction, and in the end you will be wise.

Be a blessing James 3:17-18: But the wisdom that comes from heaven is first of all pure; thenpeace-loving, considerate, submissive, full of mercy and good fruit, impartial and sincere. Peacemakers

who sow in peace raise harvest of righteousness. Maintain witness I Peter 5:6-11: Humble yourselves, therefore, under Gods mighty hand, that He

may lift you up in due time. Cast all your anxiety on Him because he cares for you. Be self-controlled

and alert. Your enemy the devil prowls around like a roaring lion looking for someone to devour. Resist

him, standing firm in the faith, because you know that your brothers throughout the world are

undergoing the same kind of sufferings. And the God of all grace, who called you to his eternal glory in

Christ, after you have suffered a little while, will Himself restore you and make you strong, firm and

steadfast. To Him be the power for ever and ever. Amen.

To allow bold ministry Acts 1:8: But you will receive power when the Holy Spirit comes on you; andyou will be my witnesses in Jerusalem, and in all Judea and Samaria, and to the ends of the earth.

To do ministry decently and in order I Corinthians 14:40: But everything should be done in a fittingand orderly way.

REVISION OF THE CRISIS MANAGEMENT MANUALThis policy is a work in progress. Sports Outreach Institute, Inc. (SOI) short-term mission efforts are

expanding and more locales and situations are being experienced on a regular basis. The evaluation of the

effectiveness of this policy should be an ongoing task. At minimum, the leadership staff should review this

manual on an annual basis, submitting requests for updates or modifications to the board at the Spring Semi-

Annual meeting.


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DISCLAIMERThis Risk Management policy is a self-expression of the expectations that SOI has of itself in responding to a

crisis situation. Any review, legal or otherwise, should involve a post incident examination of performance in

relation to what the policy has stated is the expected standard of operation. To avoid being second-guessed

through use of the Risk Management policy, it is necessary to be clear that the policy is not a contract requiring

action by its terms.

It is intended that this manual be reviewed, pre-field, with all Goers and Senders. This policy is not a contract

and is not intended to give any person any legal rights. Furthermore, the SOI realizes that it is impossible to

predict and consider all inherent or potential risks in short term missions. In no way should this manual be

interpreted that Sports Outreach Institute is guaranteeing the safety of participants. SOI cannot and is not

guaranteeing the safety of participants in its mission programs. Finally, the purpose of the policy is for the

protection of Sports Outreach Institute, Inc.

REVISION TRACKIN G

DATE PRESENTED: April 25, 2008 by the Board of Directors at the stated semi-annual meeting.

DATE REVISED:


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SPORTS OUTREACH INSTITUTE CRISIS MANUAL | CRISIS OVERVIEW

CRISIS OVERVIEW

PURPOSE AND OBJECTIVES OF CRISI S MANAGEMENT1. To minimize the overall impact of the crisis on the organization.

2. To provide the most effective and efficient response to the crisis.3. To centralize authority and responsibility.

4. To provide structure and discipline to the crisis resolution effort.

TYPES OF CRISES INVOLVED

Crisis events can and most likely will involve any number or combinations of types of crises (e.g., natural

disaster, criminal, political, personnel or financial events). For example, a criminal event can include a political

crisis, a personnel crisis, and a financial crisis to your organization.

PHASES OF A CRISI S1. Prodromal (pre-crisis phase) a crisis waiting to happen. Any time you are not in a crisis is a prodromal

phase.

2. Acute the most stressful time of the crisis. This is the time at which the organization must 'jell together' to

initiate the resolution of the crisis.

3. Crisis resolution

4. Crisis recovery

COMPONENTS OF A CRISIS1. Historical review consider/apply lessons from past successes as well as previous mistakes.

2. Present plan for current crisis resolution.3. Future assessment component, heighten awareness of potential crisis/risk situations.

EFFECTIVE CRISI S MANAGEMENTOf the phases and components of a crisis, the Future Componentand the Prodromal Phaseare both closely

related, and the most important from a crisis management perspective:

The Future Componentor, the risk assessment, allows individuals and organizations to plan ahead, take

mitigation steps, and prepare response plans.

The Prodromal Phase allows steps to be taken to either avert the crisis, or at least minimize the

consequences.

"This, after all, is the height of effective crisis management crisis avoidance techniques... But what makes the

recognition of a Prodromal situation so imperative to successful Crisis Management is that only a Prodrom can

be aborted... Only a pre-crisis can be averted. Once the Acute Crisis hits, there is no turning back."

Steven Fink, CRISIS MANAGEMENT, PLANNING FOR THE INEVITABLE, American Management Assoc.


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SPORTS OUTREACH INSTITUTE CRISIS MANUAL | CRISIS OVERVIEW

COMPONENTS OF A CRISIS MANAGEMENT SYSTEM1. A Crisis Management Team: those assigned to work on a crisis situation should it occur. Should be

assembled to workbeforea crisis occurs in order to observe their ability to work as a team.

2. A crisis resolution protocol: the actual steps the team follows to resolve a crisis situation.

REVISION TRACKIN GDATE PRESENTED: April 25, 2008 by the Board of Directors at the stated semi-annual meeting.

DATE REVISED:


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DATE PRESENTED:APRIL 25, 2008 [SPORTS OUTREACH INSTITUTE CRISI S MANAGEM ENT MANUAL]

SPORTS OUTREACH INSTITUTE CRISIS MANUAL | CRISIS MANAGEMENT TEAM

CRISI S MANAGEMENT TEAM (CMT)

CHARACTERISTICS

1. Consists of the fewest members possible, for efficient and simple crisis resolution.

2. A temporary task force.3. Internally, the members should represent a variety of approaches and strategies to problem solving.

4. Externally, the members must present a united and consolidated "front," and must support the CMT action.

5. It should be the ONLY part of the organization working on the crisis.

FUNCTIONS AND RESPONSIB ILITIES

1. Security and safety of all organizational personnel affected by the crisis

2. Full assessment of the crisis, including developing and evaluating all relevant information

3. Developing and implementing the crisis response plan

4. All public information releases (the only source of public information)

5. Maintaining a complete record, which is important for:

Potential litigation Reporting to family members Evaluating the crisis when closing the crisis

STAFFING

Each crisis is unique, and the staffing needs for each must be considered.

However, follow these guidelines when selecting CMT staff:

1. Identify the functional areas that need to be staffed in a particular crisis

2. Select appropriate personnel with requisite knowledge, skills, and personal traits for each functional area.

NORM AL FUNCTIONAL AREAS

1. The "crisis manager"

Overall responsibility for coordinating the crisis resolution process With the responsibility must come the authority Team chairperson, final decision maker

2. The "documentation/recording officer"

Able to handle large volumes of information systematically3. The "financial officer"

4. The "logistics officer"

Responsible for a location, equipment, communications systems, etc.5. The "media/communications officer"

Functions as the CMT contact to the media (serves the CMT, not the media)6. The "negotiator"

Specialized role requiring a person who can carry on negotiations under advisement


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DATE PRESENTED:APRIL 25, 2008 [SPORTS OUTREACH INSTITUTE CRISI S MANAGEM ENT MANUAL]

SPORTS OUTREACH INSTITUTE CRISIS MANUAL | CRISIS MANAGEMENT TEAM

COMBINING FUNCTIONAL AREAS

1. Most often feasible in the documentation, financial and logistics areas

2. The media area may, in certain situation, be combined with one of the above areas

3. The "crisis manager" should NOT be combined with other functions, ESPECIALLY with the media area

4. Use caution in assigning other areas to a "negotiator" - highest stress position in the CMT

5. The "negotiator" and "media" positions should NEVER be combined

SELECTION CR ITERIA

1. Possession of the skills, knowledge, expertise and gifts related to the position to be staffed

2. The maturity, stability and support system of the individual

3. Prior experience working with a CMT

4. Ability to work as a member of a team

5. A demonstrated ability and willingness to make "tough" decisions

6. Availability of the individual to the CMT for an indefinite period

7. The willingness of the individual to participate on the CMT

WHAT NOT TO CONSIDER W HEN STAFFING

1. The "title" or "job description" an individual presently has

2. The "popularity" of the individual

3. "Appearances"

DISQUALIFIERS1. Being related to a victim

2. Personal disagreement with corporate policies related to the crisis

3. Illness, stress, or other personal considerations

CONSULTANTS OR ADVI SORS

Appropriate in many cases Should never be decision-makers Frequently include:

o Hostage negotiatorso Crisis Management specialistso Legal advisorso Media relations specialists

REVISION TRACKING

DATE PRESENTED: April 25, 2008 by the Board of Directors at the stated semi-annual meeting.

DATE REVISED:


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SPORTS OUTREACH INSTITUTE CRISIS MANUAL | CRISIS RESOLUTION PROTOCOL

CRISIS RESOLUTION PROTOCOL

OVERVIEW: THE CRISIS RESOLUTION PROCESS

Crisis Resolution Protocol should be used by the Crisis Management Team in responding to, dealing with, and

resolving a crisis affecting the organization.

There are eight steps to the crisis resolution process, each step is expanded below:

1. Recognition and acknowledgment of the crisis

2. Containment of the crisis

3. Isolation of the crisis

4. Assessment of the crisis

5. Plan the response

6. Implement the plan

7. Evaluate and modify the plan as necessary

8. Close the crisis

STEP 1: RECOGNIZE ANDACKNOW LEDGE THE CRISIS

Early detection of the crisis is critical for resolution Avoid denial phenomena Recognition sometimes requires great courage and fortitude Plan for the realistic "worst case"

STEP 2: CONTAIN THE CRISISExternal component, pulling things together to insure that the crisis does not spread to other parts of the

organization. Containment will include these functions:

Conduct an initial investigation Brainstorm (what else could go wrong and what are the chances it will?) Look for all possible secondary crises; any crisis can get worse without containment

STEP 3: ISOLATE THE CRISISInternal component, making sure things don't get out of hand internally, isolating the functions of the crisis

(and the CMT) from the normal functions of the organization to allow them to work uninterrupted. Isolation

functions include:

Activate contingency plans Communicate to the organization Provide follow-up and reinforcement

STEP 4: ASSESS THE CRISISAssessment includes answering the following questions:

1. Who? 2. What? 3. When? 4. Where? 5. Why? 6. How?


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STEP 5: PLAN THE RESPONSEOnce the background work is complete and a crisis management team is in place, develop a flexible plan of

response. The following elements are necessary for preparing a response:

1. Location and accommodations for the CMT

Generally, as close to the crisis as possible while allowing adequate communication and travel2. Communications, recording, and reporting for the CMT

effective recording, retrieval and reporting system3. Reassess primary and secondary crises

ongoing, modifications as necessary4. Identify the pivotal crisis

the most pressing crisis of the moment (which may be a secondary crisis)5. Develop an action plan

specific tasking6. Identify intended results

7. Determine media style

open closed reserved

STEP 6: IMPLEM ENT THE PLANWrite your plan down, in specific steps, include a description of the situation, your mission, etc.

1. Specific assignments

2. Report completion

3. Beware of independent actions

STEP 7: EVALUATE AND MODIFY THE PLANLook at what you are doing and ask; "Is it working? Are there ways we can do it better?" Be ready to ask hard

questions. Consider these guidelines as you evaluate:

1. Measure actions against intended results

2. Continually reassess primary and secondary crises

3. Always recognize the pivotal crisis

4. Modify the plan as necessary

5. Notification of modifications

STEP 8: CLOSE THE

CRISIS

Opportunity to learn through critical review for the next time,

NOT a time to point fingers

Include these steps in your closure procedures:

1. Recall all resources

2. Debriefing

3. Identify "consequences"

4. Plan follow-up actions


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COMMON PITFALLS IN CRISIS MANAGEMENTEight commonly recognized mistakes when managing a crisis:

1. Too many people involved

2. Incoming information doesn't get to the people who need to know

3. Decisions are made too fast

4. Decisions are made on bad information

5. Outgoing information is uncontrolled

6. The influence of the media is underestimated

7. Negotiations are conducted by untrained or inappropriate personnel

8. CMT "burnout"


DATE REVISED:


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SPORTS OUTREACH INSTITUTE CRISIS MANUAL | STM CONTINGENCYCHECKLIST

SHORT-TERM MISSION CONTINGENCY CHECKLISTA Guide for Short-Term Mission Security Preparations. Each short-term team leader should submit a copy of this

checklist and any supporting documentation to the International Headquarters office at least sixty days prior to

trip departure.

SECTION ONE UNDERSTANDING THE RISK

A risk assessment has been conducted. Information on dangers and hazards at the project site hasbeen collected and assessed. Project leaders are informed of and have confidence in their

understanding of the risks associated with this project.

Project leaders have considered what actions can be taken to reduce known risks associated with this

project, in accordance with stated policy, and have taken those actions that are reasonable.

The risk level for this project is considered to be:

Critical

High

Moderate

Low

Project leaders have conducted pre-trip inspections of the project site, evaluating logistics and

operational details (in many cases, this is accomplished through communication with SOIs international

field staff and through previous trips to our field locations).

SECTION TWO POLICY AND LEGAL INFORMATION Each project leader is aware and familiar with SOIs predetermined policies and guidelines (as outlined

in the Crisis Management Manual) for crisis management, critical safety and security issues, and

contingencies.

Project leaders have, as necessary and appropriate, included or plan to include in team training

information to equip the team participants with knowledge and skills to mitigate the risks associated

with this project.

Each participant in the team has received/had explanation offered/considered/signed at least the

following legal instruments (from SOIs Short-Term Missions Team Member Packet):

Acknowledgement of Risk: Including the current U.S. State Department Country Profile(s)

and any consular and/or Travel Warnings of Advisories related to trip destination(s).

Acknowledgement of Policies and Guidelines: Including the team members statement of

agreement and cooperation with the stated policies and guidelines for crisis management and

security/safety contingencies.


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SPORTS OUTREACH INSTITUTE CRISIS MANUAL | STM CONTINGENCYCHECKLIST

SECTION THREE ACTION PLANS

A communications plan has been developed. This plan includes lists of contacts and means of

communication for "normal" conditions, and at least one independent backup communications plan

(e.g., GSM cell phone, satellite phone). It also includes a system for families and others "at home" to

obtain information from the sending entity in both routine and emergency situations.

A medical plan has been developed. This plan includes information on screening and management of all

pre-existing or chronic health conditions, a plan for onsite treatment of new illness or injury, and a plan

for emergency medical evacuation.

An evacuation plan has been developed. This plan identifies conditions or "trigger points" under which

both precautionary and emergency evacuations will occur. For both precautionary and emergency

evacuations, the plans include at least one primary and one alternate method of transportation and one

primary and one alternate destination.

The Crisis Management Plan outlined in this manual has been reviewed and is clearly understood by the

team leader(s).

TRIP / PROJECT INFORMATIONTeam Leader Name:

Trip Location:

Trip Dates:

Signed: ________________________________________________________________Team Leader

Signature: I certify that, to the best of my knowledge, all information checked on this form and provided with thisform is accurate and to date.

Name: _____________________________ Title: ____________________________Home office approval:

Date Approved: _________________________________________________________

REVISION TRACKIN GDATE PRESENTED: April 25, 2008 by the Board of Directors at the stated spring 2008 semi-annual meeting.

DATE REVISED:


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POLICIES


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SPORTS OUTREACH INSTITUTE CRISIS MANUAL | FAMILYRELOCATION POLICY# 01

POLICY TITLE AND NUMBER

Family Relocation Policy # 01

PREFACE

Experience has shown that in cases of kidnapping and hostage taking, rapid relocation of family members away

from the area of the event is strongly advised. Having such a policy is a significant comfort to hostages, who

report that uncertainty about the location and status of their families was the primary worry and source of

anxiety during their captivity. Experience has also clearly demonstrated that such an action is in the best

interest of these families (especially ones with younger children). Lastly, experience has shown that the

presence of family members at the immediate site of crisis management and hostage negotiation efforts can

create distractions and situations that divert the attention and energy of those responsible for resolution of the

event away from that primary responsibility.

POLICY & GUIDELINESIt is the policy of Sports Outreach Institute that in cases of kidnapping and hostage taking, family members will

be relocated from the country of occurrence as soon as possible. This relocation will normally take place to the

home country of the family. In specific cases, the Crisis Management Team may waive this policy if doing so is

in the best interests of the crisis management effort.

SUPPLEMENTAL INFORMATIONIn cases where this policy is invoked, SOI will make ongoing support and assistance to the family a priority.

This will include establishing a regular system of providing timely and accurate information to the family on the

status of the case and the work of the Crisis Management Team. This support will also include insuring that

adequate pastoral, emotional and psychological support is provided.


DATE REVISED:


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SPORTS OUTREACH INSTITUTE CRISIS MANUAL | NOTIFICATIONS TO GOVERNMENTS IN KIDNAPPING AND HOSTAGE TAKING POLICY# 02


Notifications to Governments in Kidnapping and Hostage Taking Policy # 02

PREFACE

In cases of kidnapping and hostage taking, Sports Outreach Institute understands that the local (host)

government has authority and responsibility for such crimes that occur within the country. We are also aware

that the home government (government of citizenship) of the hostage(s) has a legitimate interest, and perhaps

even legal jurisdiction, in these foreign kidnappings or hostage takings of their citizens. However, we recognize

that in some of these cases in some countries, the involvement of governments may create a conflict with our

objectives and values.

POLICY & GUIDELINESIt is the policy of SOI to cooperate with legitimate government inquiries and activities in cases of kidnapping

and hostage taking, when doing so is judged to be in the best interest of the hostage(s) and the organization.The decisions of when and how to make these notifications to government agencies shall be made by the Crisis

Management Team.


DATE REVISED:


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SPORTS OUTREACH INSTITUTE CRISIS MANUAL | PAYMENT OF RANSOM,YIELDING TO EXTORTION POLICY# 03


Payment of Ransom, Yielding to Extortion Policy # 03

PREFACE

Sports Outreach Institute recognizes that payment of ransom, acquiescing to other demands in kidnapping and

hostage-taking cases, and making concessions in the face of extortion are all actions that contribute to the

probability that similar future events will occur. Put another way, we understand that payment of ransom or

similar actions that make the underlying event a "success" in the minds of the perpetrators will create

incentives to encourage the same perpetrators, or others, to commit similar acts in the future.

SOI places a high value on the safety of its team members, staff and families, and in cases of kidnapping or

hostage-taking desires to take all reasonable steps to secure the safe release of the hostage(s).

POLICY & GUIDELINESIt is the policy of Sports Outreach Institute that no ransom or other extortion will be paid, nor should SOI nor

any of our partners yield to other demands issued through hostage taking or extortion.

SUPPLEMENTAL INFORMATIONIn specific cases, it shall be the responsibility of the Crisis Management Team to determine whether or not a

proposed payment or concession complies with both the letter and spirit of this policy. If the Crisis Management

Team cannot reach a consensus on this policy as it applies to a specific proposed concession, or if a proposed

concession would likely be viewed by the broad Christian community as violating the spirit of this policy, the

proposed payment or concession shall be reviewed by SOI Board of Directors prior to the proposed payment of

concession being agreed to or made.


DATE REVISED:


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SPORTS OUTREACH INSTITUTE CRISIS MANUAL | NEGOTIATION WITH KIDNAPPERS AND HOSTAGE TAKERS POLICY# 04


Negotiation with Kidnappers and Hostage Takers Policy # 04

PREFACE

SOI recognizes the distinction between negotiations and payments or concessions in cases of kidnapping and

hostage-taking. We understand that negotiations can be conducted without necessarily obligating the

organization to make payments or concessions that violate our values and policies. We also understand that

negotiations, if they can be effectively and competently conducted, are the strategy of first choice in cases of

kidnapping and hostage taking.

This organization also recognizes that hostage negotiations are a very specialized and a potentially dangerous

activity.

POLICY & GUIDELINESIt is the policy of this organization that in cases of kidnapping or hostage taking of our members, our staff or

members of their families, their safe return shall be a priority of the organization. All reasonable efforts

consistent with our policies and core values will be made to achieve their safe return. These efforts include

hostage negotiation as a strategy of first choice.

The Crisis Management Team (CMT) is the only authorized group to conduct negotiations as the CMT may

deem necessary to save the life or lives and effect the release of any staff or team member abducted during

official ministry outreach of SOI (i.e., during an SOI mission trip). In cases where SOI has the opportunity to

negotiate for the safe return of hostages, we will seek assistance from professional hostage negotiators.

SUPPLEMENTAL INFORMATION A source of hostage negotiation consultation and assistance is the non-profit organization, Crisis Consulting

International, providing support to international Christian organizations:

Crisis Consulting International

9452 Telephone Road, Ventura, CA 93004

805.642.2549; [email protected]; www.CriCon.org

REVISION TRACKIN G

DATE PRESENTED: April 25, 2008 by the Board of Directors at the stated spring 2008 semi-annual meeting.DATE REVISED:


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SPORTS OUTREACH INSTITUTE CRISIS MANUAL | EVACUATIONAUTHORITY POLICY# 05


Evacuation Authority Policy # 05

PREFACE

The intention of this policy is to address those components of evacuation planning and decision making that

can be identified before a crisis occurs. One of the most critical (and potentially divisive) elements of evacuation

decision-making is determining who has the authority to mandate an evacuation. Experience has demonstrated

that those on the field and close to the situation will have perspectives that tend to prioritize different factors

than those in leadership roles and more geographically removed from the events.

Experience has also shown that in some cases, those closest to the scene will have access to the best

information to support an evacuation decision, but in other cases this information will be denied to them and

will only be available to those more removed from the event.

POLICY & GUIDELINESIt is the policy of Sports Outreach Institute that decision-making authority regarding evacuation exists at the

local entity level (on-field team leader and international ministry staff) and at the SOI International

Headquarters leadership level. In different circumstances, each of these levels may have access to information

that makes evacuation an appropriate decision; so, each is authorized to act on such information and make a

decision. The remainder of the organization will respect such a decision.

This policy is multi-lateral: Just as headquarters will support an on-field team leaders decision to evacuate, so

will team leaders support a directive from local leadership or headquarters authority to do so.


DATE REVISED:


23/39


SPORTS OUTREACH INSTITUTE CRISIS MANUAL | EVACUATION CRITERIA POLICY# 06


Evacuation Criteria Policy # 06

PREFACE

The intention of this policy is to address those components of evacuation planning and decision making that

can be identified before a crisis occurs. Experience shows that training and contingency planning ahead of time

will often times make the difference between successful and safe evacuations and those that endanger

members and result in unnecessary organizational disruption.

POLICY & GUIDELINESIt is the policy of Sports Outreach Institute that evacuation plans will be prepared for each local entity for all

team members and personnel serving under its jurisdiction. Copies of these plans shall be maintained at the

International Headquarters. Reference copies will be maintained at each local site. These plans shall be

reviewed, and updated and revised as needed, at least every two years. At a minimum, these plans shallinclude:

A description of how a decision as to whether an evacuation is necessary is to be made; specificallyidentifying the decision making authority and criteria to be used to make such a decision.

A description of the notification system that insures all personnel receive necessary information beforeand during an evacuation.

A description of the procedures the local entity will use; such as, means of transportation, evacuationroutes and alternates, staging and destination sites, and communications procedures.

REVISION TRACKIN G



24/39


SPORTS OUTREACH INSTITUTE CRISIS MANUAL | RIS KASSESSMENT POLICY# 07


Risk Assessment Policy # 07

PREFACE

Accurately and adequately understanding risk is the essential foundation for all contingency planning and

security preparation and management. A commitment to understanding risk is an essential component of our

overall member care and security management efforts. Such a commitment requires the use of a disciplined

and structured protocol of risk assessment.

We also recognize that it is important that measures or descriptions of risk and danger be in a form that is as

objective and quantifiable as possible, and that the descriptive criteria used be as standardized as possible (so

the same term or description applied to one situation or country means essentially the same thing in another

situation or country).

Finally, we realize that there are two distinct types of risk assessment: Tactical assessment, which analyzes thepresent situation and identifies threats and vulnerabilities that are here and now; and strategic risk forecasting

which forecasts future risks and predicts both the probability and consequences of unwanted events occurring.

We appreciate that both types of risk assessment are necessary for the most comprehensive and accurate

understanding of risks and dangers facing the organization.

POLICY & GUIDELINESIt is the policy of Sports Outreach Institute to require adequate and timely tactical and strategic risk

assessments of all field locations to be conducted and maintained. Strategic risk assessments are to follow the

standardized protocol provided in this manual and are to be conducted at least every two years.

The frequency of both strategic and tactical risk assessments is to be increased if:

There is a significant change in the environment (change of government, substantial political shift,threat or outbreak of war, etc.)

The assessed risk/threat level is such that field, regional or headquarters leadership determines that amore frequent risk assessment schedule is appropriate.


DATE REVISED:


25/39


SPORTS OUTREACH INSTITUTE CRISIS MANUAL | CONTINGENCYPLANS POLICY# 08


Contingency Plans Policy # 08

PREFACE

This organization recognizes the need for contingency planning as a major component of security and crisis

management. Contingency plans assist the organization not only in responding to events that have occurred,

but also assist the organization identify and implement proactive steps that seek to reduce both the probability

of unwanted events occurring and the consequences and impact of those events should they in fact occur.

Risk assessments done by local entities will determine specific threats and situations requiring advance

contingency planning. However, there are some areas that are sufficiently common and foreseeable that all

entities need corresponding contingency plans.

Finally, there is significant benefit in the use of contingency plan formats that are consistent throughout the

organization.

POLICY & GUIDELINESIt is the policy of Sports Outreach Institute that current contingency plans for threats and dangers that are

reasonably foreseeable and potentially threaten the safety of staff or the disruption of our work be prepared

and maintained for each local entity. Contingency plans shall be written following the format provided in this

manual and shall identify response protocols.

Current contingency plans for the following situations shall be completed and maintained for all entities:

Evacuation of team members / US Staff (both local and country-wide) Establishing and operating a Crisis Management Team Information management during a Crisis

"Current" contingency plans are those that remain consistent with the threat, environment and organizational

conditions and resources. Contingency plans are to be reviewed at least every two years and either modified as

necessary or certified as still current. Increased risk and dynamic local conditions may require more frequent

review and modification.


DATE REVISED:


26/39


SPORTS OUTREACH INSTITUTE CRISIS MANUAL | TRAINING POLICY# 09


Training Policy # 09

PREFACE

The most effective security and crisis management activities are those that prevent unwanted occurrences, or

reduce the impact/consequences of unpreventable events. Training of personnel is one of the most valuable

and effective proactive steps an organization can take. Trained personnel are the most successful at minimizing

their own exposure to danger, and trained personnel assist the organization avoid dangerous, disruptive and

compromising situations.

POLICY & GUIDELINESIt is the policy of Sports Outreach Institute to provide security and crisis management training to all leadership

personnel. The type and degree of training shall be with the member's organizational responsibility for the

safety and security of other staff, team-members and organizational assets.

All leadership personnel shall receive training in (at least) the following areas:

The organization's policies Evacuation procedures Basic personal safety and security


DATE REVISED:


27/39


SPORTS OUTREACH INSTITUTE CRISIS MANUAL | CRISIS MANAGEMENT TEAM POLICY# 10


Crisis Management Team Policy # 10

PREFACE

In the event of a crisis or emergency, the existence of a predetermined and structured response should greatly

speed resolution and recovery, as well as minimize the overall disruption to the organization. SOI believes that

the absence of such a plan may not only hinder this organization's ability to resolve the crisis, but also may

create new and additional crises that can ultimately be more disruptive than the original event.

We recognize that even in the face of a significant crisis or major emergency, the primary objective of the

organization is to continue its work and to be as productive as possible in accomplishment of its objectives as

God allows.

For these reasons, we acknowledge the importance and wisdom of a predetermined organizational response

plan for crises and emergencies.

POLICY & GUIDELINESIt is the policy of Sports Outreach Institute that in the event of a crisis (or emergency); a Crisis Management

Team (CMT) will be formed to manage that event through resolution and recovery. The CMT will be formed and

structured on models consistent with those described in the literature and in professional training for corporate

and government entities (such as the model taught by Crisis Consulting International).

For purposes of this policy, a "crisis" is understood to include events that threaten the organization, that

present a danger to the safety of staff and travelers or the potential for significant organizational disruption,

that are likely to be extended in time and are likely to require an abnormal commitment of resources.

A CMT can be established by International Headquarters leadership or the Executive Committee of the Board of

Directors for any event whose foreseeable organizational impact is likely to extend beyond the local entity.

Members of the Crisis Management Team are selected based on the guidelines provided in this manual.

When a CMT is established, it is to be the only component of the organization "working" on that crisis. All other

components and members of the organization shall refer all information and suggestions to the CMT. No action

related to the crisis is to be taken without the authorization of the CMT. No public statements related to the

crisis are to be made without the authorization of the CMT.

The specific functions of the CMT are outlined in this manual. In addition to those functions, the CMT is the

only group authorized to speak on behalf of SOI in matters relating to the crisis to media, government,insurance officials, and family members. The CMT should have a set budget for expenses related to resolving

the crisis. The CMT is authorized to select/hire/retain experts and consultants as necessary and the CMT is

authorized to make final decisions as to strategy and tactics in resolving the crisis.


DATE REVISED:


28/39


SPORTS OUTREACH INSTITUTE CRISIS MANUAL | INFORMATION MANAGEMENT POLICY# 11


Information Management Policy # 11

PREFACE

It is the intention of this policy that information flow during a crisis be carefully and strictly directed and

controlled. Incoming information such as background information, suggestions about resources and assistance,

ideas for resolution, etc. need to be received by the Crisis Management Team. Outgoing information must be

monitored and controlled to prevent the release of confidential information, to prevent exacerbation of the

situation or the creation of secondary crises and to control the spread of rumors.

POLICY & GUIDELINESIt is the policy of this organization that all information, intelligence, ideas, suggestions, etc. relating to a crisis

be directed to the Crisis Management Team at the earliest possible time. Any member of the organization with

such information or with suggestions for the Crisis Management Team shall forward the information orsuggestions immediately to the CMT.

It is further the policy of this organization that during a crisis all information released, and all public statements

about the crisis be made by (or with the specific approval of) the Crisis Management Team. No member of the

organization outside the CMT is authorized to make any statement that relates in any way to an ongoing crisis.

This includes statements to internal constituencies (other members, families, etc.) as well as external

constituencies (the media, extended family, home churches, government agencies, etc.).

REVISION TRACKIN G



29/39


SPORTS OUTREACH INSTITUTE CRISIS MANUAL | MEMBERCARE POLICY# 12


Member Care Policy # 12

PREFACE

It is the intention of this policy to recognize that individuals, who undergo traumatic events, and others

associated with these events, can suffer emotional reactions that may become destructive if untreated. It is the

intention of this policy that those involved in traumatic events receive evaluation and, if necessary, intervention

from mental health professionals.

It is the also intention of this policy that this evaluation and intervention be conducted confidentially with the

objective being the treatment of existing trauma and the prevention of future trauma associated with the crisis.

POLICY & GUIDELINES

It is the policy of this organization that those personnel who are directly involved in a crisis receive an initialand follow-up evaluation from a qualified Christian mental health professional. These evaluations shall occur as

soon as possible following a crisis and again six to twelve months following the crisis (unless otherwise specified

by the mental health professional).

These evaluations and any treatment are confidential between the member of the organization and the mental

health professional. Costs associated with this policy shall be paid by the organization. Although the individuals

who should receive evaluation as described herein may vary from incident to incident, in each case at least the

victim and the immediate family shall receive this evaluation.

In situations involving large numbers of members, such as group evacuations, the use of a supervised Critical

Incident Stress Debriefing may fulfill the requirements of this policy (providing the C.I.S.D. incorporates a

mechanism for recognition of the need, and provision for accomplishing, follow-up counseling or therapy as

needed).


DATE REVISED:


30/39


SPORTS OUTREACH INSTITUTE CRISIS MANUAL | DOCUMENTATION AND LEGAL PROTECTION POLICY# 13


Documentation and Legal Protection Policy # 13

PREFACE

Minimizing risk equates to minimizing legal exposure. Legal exposure to a short term sending agency may arise

from a host of relationships, ranging from team members, their families, hosts, or intended beneficiaries for

negligent acts or omissions, or intentional misconduct or vicarious liability, which can be greatly compounded

by the fact that actions and decisions occur in a foreign country.

Furthermore, risk to the organization is often posed by the possibility of litigation for injury to members of the

mission team. An effective legal technique to shield the organization from this risk is a signed release of

liability. A waiver is valid only if entered into knowingly, and may not be signed by minors themselves.

POLICY & GUIDELINESIn order to assist in minimizing legal risk to the organization the following documents will be required of every

team member participating in a SOI Short-Term Mission trip:

Insert forms already included Waivers & Releases from members Team Covenant for team interpersonal relationships/discipline Agreement accepting Risk Management policies Acknowledgement of receipt of: pre-field training, current U.S. Department of State Country Profile and

any Consular travel warnings or advisories related to trip destination

Medical Information Form including information about existing medical conditions and, if requested, aphysicians clearance to participate on team

Additionally, the following efforts should be taken to enhance the legal acceptability of these signed documents,

particularly the liability waivers/releases:

Discuss during training meeting All team members sign at one time, in the presence of one another Pre-distribute waiver before signing date to allow for time for review and formulation of questions Have parents of minors attend training meeting when waiver is to be signed Explain the legalize


DATE REVISED:


31/39

GUIDELINES


32/39


SPORTS OUTREACH INSTITUTE CRISIS MANUAL | PRE -F IELD IDENTIFICATION OF RIS K GUIDELINES

PRE-FIELD IDENTIFICATION OF RISK

PREFACE

Risk must first be uncovered and identified before assessment can occur. Many sources are available to make a

determination of risk. An undertaking of these sources, and a review of the intended mission, should berequired to be completed before a team heads out to the field.

GUIDELINESWhat steps must be taken to uncover risks of a Short Term Mission Trip to safety, mission and organization?

Consider these possibilities:

Answer the question of What could go wrong? with specifics Prepare list of activities, situations that could lead to injury, damage, or extra expense Review governmental web sites regarding political climate and travel advisories Review media outlets for current events, crime statistics Review weather forecasts Consult with SOIs international field leaders Contact other sending mission agencies


DATE REVISED:


33/39


SPORTS OUTREACH INSTITUTE CRISIS MANUAL | PRE -F IELD CONTACT W ITH SOI FIELD M INISTRYLEADERS GUIDELINES

PRE-FIELD CONTACT WITH SOI FIELD MINISTRY LEADERS

PREFACE

In searching for sources to identify risk, an invaluable source is our ministry leaders in each country. They know

the ministry, country, culture, current events that will surround the missions team. This contact should takeplace on multiple occasions before the team departs and can be made by phone or Internet, but a record of the

findings should be kept.

GUIDELINESTo understand and minimize risk, confirm in country travel arrangements:

Establish credentials of drivers Discuss locale for ministry Understand food preparations Assure adequate clean water Discuss security arrangements Understand availability of Nationals in ministry and for language interpretation Know of living arrangements Ask about available medical care, hospitals, cost of care arrangements, police response Inquire about any safety concerns the local ministry staff might have


DATE REVISED:


34/39


SPORTS OUTREACH INSTITUTE CRISIS MANUAL | INITIAL CRISIS MANAGEMENT RESPONSE GUIDELINES

INITIAL CRISIS MANAGEMENT RESPONSE

PREFACE

In searching for sources to identify risk, an invaluable source is SOI ministry leaders in each country. They

know the ministry, country, culture, current events that will surround the missions team. This contact shouldtake place on multiple occasions before the team departs and can be made by phone or Internet. Record

contacts, detail findings.

GUIDELINESWhat is to happen when leadership is informed of an ongoing crisis or emergency to a short-term mission team

in the field?

Assemble crisis management team Identify and verify the crisis and current status List all stakeholders Establish communication channels, including media Established liaisons: government, legal, insurance, family or embassy Gather information Formulate plan to react (consider pre-established policy) Communication plan to those who will implement

o Implementers should be equipped with resources and empowered with authority Record all incoming information, media contacts, decisions Analysis and revision plan as needed, communicate changes


DATE REVISED:4/11/08 DJH


35/39


SPORTS OUTREACH INSTITUTE CRISIS MANUAL | CRISIS COMMUNICATION MANAGEMENT GUIDELINES

CRISIS COMMUNICATION MANAGEMENT

PREFACE

Information control is essential during the resolution of an emergency. All interested parties must know who it

is that speaks for the organization. All must know where information must go to be included in the decisionmaking process. Information may be sensitive, confidential, have legal implications, and have an untrustworthy

source or impact the ability to bring the matter to a close. Accordingly, the communication manager of the

crisis management team must be designated as the sole spokesperson for the organization during the crisis.

GUIDELINESConsider the following when determining what information should be made available by the organization during

an emergency, and when and how that information is to be released:

All media inquiry should be referred to the crisis communication designee. All changes in the status of the event should be directed to the crisis management team. The crisis communication designee is the only individual authorized to release information The crisis communication designee is to release information only at the direction and at the timing

desired by the crisis management team.

Any contacts with professionals or governments need to originate with the crisis management team. The crisis communication designee has the responsibility to keep the family members of those involved

up to date as authorized by the crisis management team.


DATE REVISED:April14, 2008 djh


36/39


SPORTS OUTREACH INSTITUTE CRISIS MANUAL | ACCIDENT INVESTIGATION GUIDELINES

ACCIDENT INVESTIGATION

PREFACE

After a response to a crisis or emergency is completed, a learning post-mortem should be undertaken. The

effort is to determine the cause of the emergency so that if possible, steps can be implemented to avoid arepeat of the situation. The intent is not to assess blame, and, due to legal implications, should be done in

conjunction with legal counsel. Further, the investigation should encompass how well the policy served the

organization, and how the decision makers performed during the event. The investigator should be empowered

to complete a written report of the matter, answering pre-determined questions.

GUIDELINESWho should lead the investigation, and how wide should the scope of the investigation be?

Depending on the nature of the crisis/incident, one of the following should be selected to lead the investigation

and decisions on how wide the scope of the investigation should be can be shared:

A board member(s) not involved in the crisis management / decision making process The Executive Director The Crisis Management Team chair Legal Counsel An outside consultant appointed by the board or executive director


DATE REVISED:4/11/08 DJH


37/39


SPORTS OUTREACH INSTITUTE CRISIS MANUAL | DAMAGEASSESSMENT EFFORTS GUIDELINES

DAMAGE ASSESSMENT EFFORTS

PREFACE

The post-incident investigation is to determine not only the cause of the crisis, but the damage to the

organization. Damage should be quantified wherever possible. Cost estimates should be established. Thiseffort may assist in presenting a claim for insurance reimbursement as well as determine the ability of the

organization to continue be effective in a sphere of ministry.

GUIDELINESConsider and determine what elements of damage need to be compiled, quantified and acknowledged during

an incident investigation:

The cost to replace lost property belonging to the church The possible obligation of the church to replace property lost by team members The damage to property owned by a receiving host The incidental expense of responding to the emergency Damage to interpersonal relationships among or between team members Damage to ministry relationships with receiver hosts Damage to reputation of ministry, leadership Damage to relationships between church and family members of goer guests Damage to relationships with media and civil authorities Damage to ability to do short-term mission efforts Amount of loss not covered by insurance Anticipated legal exposure and cost of any litigation


DATE REVISED:


38/39

APPENDIX


39/39


BIBLIOGRAPHY

BIBLIOGRAPHY

U.S. Standards of Excellence in Short-Term Mission (2003-2008). The Seven Standards

[Electronic version]. Retrieved April 10, 2008, from http://www.stmstandards.org/standards/4

Steven Fink, Steven. (2000). Crisis Management, Planning for the Inevitable. Backinprint.com.ISBN 978-0595090792

ADDITIONAL REFERENCESS.T.E.M. International

PO Box 386001

Minneapolis, MN 55438

877-STEM-646

www.stemintl.org

Crisis Counseling International

9452 Telephone Road, #223

Ventura, CA 93004

805-642-2549

www.cricon.org

Nonprofit Risk Management Center15 N. King St., Suite 203

Leesburg, VA 20176

202-785-3891

www.nonprofitrisk.org

ACMC (Advancing Churches in Missions Commitment)

4201 North Peachtree Rd, Suite 300

Atlanta, GA 30341

770-455-8808

www.acmc.org

REVISION TRACKIN GDATE PRESENTED A il 25 2008 b th B d f Di t t th t t d i l ti
http://www.stmstandards.org/http://www.stemintl.org/http://www.stemintl.org/http://www.cricon.org/http://www.cricon.org/http://www.nonprofitrisk.org/http://www.nonprofitrisk.org/http://www.acmc.org/http://www.acmc.org/http://www.acmc.org/http://www.nonprofitrisk.org/http://www.cricon.org/http://www.stemintl.org/http://www.stmstandards.org/

crisis manual - compiled one document

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