Food Safety Crisis Communication Response Plan - ffva.com · Assist in logistics of satellite media tour or news conference if deemed necessary ... routing to another media spokesperson

For internal use only Updated 11-2010

Food Safety

Crisis Communication Response Plan

Introduction

A crisis is typically defined as any event that can disrupt a company’s operations and

damage its brand, reputation, credibility and/or bottom line. Planning for a crisis allows

an organization to define the potential impact of a crisis event on the company and

affected stakeholder groups, and to identify subsequent damage to the brand, reputation

and performance of the organization.

The effect of a food-borne illness on the industry can be swift and staggering. This

blueprint will help ensure that FFVA as an organization is as prepared as possible to

respond in a responsible, concerted manner, and that we can assist our members as well.

This Crisis Communication Response Plan is based on several fundamental

communication principles: openness, honesty, accessibility, accommodation and

accuracy. In addition, certain strategies are critical to the successful implementation of

this plan: a prepared response team, visible involvement by top management, speed in

handling the situation, and compassion and aid for those who are suffering.

Philosophy and approach

In the event of a public health threat in which consumers are worried about their safety,

the best communication philosophy is, “Tell the truth, tell it all, and tell it quickly.”

While that may go against our instincts to batten down the hatches in a crisis, the stark

reality is that if you’re not talking, someone else will be, especially in today’s world of

24/7 news coverage, the Internet and social media. We should be armed with facts to

ward off speculation and reduce fear. That said, the cornerstones for our response efforts

should consist of the following:

Demonstrate leadership and decisiveness by doing the right thing.

Communicate honestly and in a timely manner. Doing so establishes credibility.

Confirm what we can but do not speculate.

Take action quickly to shorten the life cycle of the crisis to the extent possible.


Objectives and strategies:

To protect public health.

To provide factual information as quickly as possible.

To be perceived as caring, concerned and reacting responsibly.

To ensure all communication is accurate, on message, timely and proactive to the

extent possible.

To humanize the industry and the involved company or companies through their

spokespersons and communications.

To focus on responsible actions, such as a recall, and changes made to ensure

safety.

To expedite recovery and return to normal operations as quickly as possible.

Conduct during a crisis should be:

Compassionate and caring

Honest and truthful

Give adversaries’ motives the benefit of the doubt

Open-minded, receptive to appropriate compromise

Restrained

Solution-driven

Poised

Perceptive

Professional

Tools (including but not limited to):

Written statements

News releases

Social media

E-blasts

Web site

Media interviews

Face-to-face meetings

Satellite media tour

Press conferences

Media monitoring


FFVA key audiences/stakeholders

Members of these groups should receive consistent, approved information simultaneously

whenever possible (or at least simultaneously within a particular stakeholder group). It is

critical to speak with one voice. Deviating from key messages will create confusion.

Internal:

Board of directors

Membership

Employees

External:

Media

FFVA members’ customers

Affected consumers and their families

General consuming public

Regulators

County health department(s)

Florida Department of Agriculture and Consumer Services

Florida Department of Health

U.S. Food and Drug Administration (local, regional, D.C. offices)

Centers for Diseases Control and Prevention

U.S. Department of Agriculture

Elected officials

Congressional

State

Local

Other industry groups/associations that may become involved and whom may have

similar interests on the issue, such as (but not limited to):

United Fresh Produce Association

Produce Marketing Association

Other state growers’ organizations

Florida Restaurant Association

National Restaurant Association

Food Marketing Institute


Crisis Response Team

The core group listed below should meet quarterly to discuss areas of vulnerability not

only on food safety but other risk areas, as well as any updates that should be made to the

communication plan:

Mike Stuart

Lisa Lochridge

Mike Aerts

Dan Botts

Kerry Kates

Mike Carlton

Dr. Martha Roberts

FFVA Board Chairman Drew Duda

In the event the Crisis Response Plan is activated, the following members may be added

to the team to assist in the plan’s execution, as well as any others deemed necessary:

Board of Directors Executive Committee representative

Representative(s) from other industry association(s)

Legal counsel

Barbara Wunder

Martha Tucker

Billi Butler


Crisis Response Team Responsibilities

Lisa Lochridge:

With Mike Stuart, Dan Botts and Martha Roberts, conduct initial fact-gathering

and crisis audit/analysis, and activate crisis response

Immediately assess media involvement (live TV trucks on site, calls coming in)

and news coverage to date

Assess member facilities to determine feasibility of setting up an on-site press

area if needed

Travel to location if necessary with media assistant (can be someone from the

company) to set up press area

Determine whether to interact personally with local reporter who will “own”

coverage

Handle response to all media calls, directing to the appropriate media

spokesperson(s)

Brief Crisis Response Team daily either by conference call or e-mail (or more

often as needed early on)

Develop and approve member alerts, news releases, media alerts and statements,

tweets, Facebook posts, blogs and other social media

Approve news releases, media alerts and statements, and member alerts

As spokesperson, participate in print and TV interviews

Media train key contact(s) at member company

Monitor/assess traditional news media coverage and social media for

communication of key messages and any changes in tone of coverage to see

whether messages should be adjusted

Assess need for satellite news conference or media tour; work with FDA or other

agencies on any joint news conferences

Review plan daily for the duration of the event and adjust as needed

Mike Stuart:

With Lisa Lochridge, Dan Botts and Martha Roberts, conduct initial fact-

gathering and crisis audit/analysis, and activate crisis response

Lead Crisis Response Team briefings

Communicate internally to employees to keep them apprised of response efforts

Communicate with other industry groups and elected state and federal officials

and their staffs.

Approve all news releases and media alerts (optional)


Dan Botts:

With Mike Stuart, Lisa Lochridge and Martha Roberts, conduct initial fact-

gathering and crisis audit/analysis

Provide technical background and expertise as needed for the development of key

messages and communication components such as news releases and media alerts


Communicate one-on-one with other industry groups and elected officials as

needed

Participate in Crisis Response Team briefings

Martha Roberts:

With Lisa Lochridge and Mike Stuart, conduct initial fact-gathering and crisis

audit/analysis, and activate crisis response

Serve as liaison with county health department(s), FDACS contacts, local and

regional FDA offices and CDC as they work to narrow the investigation. Provide

regular updates to Crisis Response Team

Review news releases, media alerts and statements as needed



Member contact(s):


Communicate media response policy to employees and ensure enforcement

Serve as point person for retail and food service customers

Participate in media training as needed

Participate in print and TV interviews as deemed necessary and/or appropriate

Follow procedures on crisis checklist for the facility

Barbara Wunder:

Develop “dark” page on Web site to serve as an online newsroom that can be

launched quickly. After it goes live, oversee online newsroom and post updates as

needed


Contact news service to monitor media and gather clips

Work with Lisa to develop news releases, media alerts and/or statements, social

media posts/updates, and member alerts

Distribute approved media materials and member alerts via e-mail, fax or hard

copy (on site)

Work with IT to ensure we can track number of hits to online newsroom

Monitor blogs and respond when necessary with correct, factual information

Assist in logistics of satellite media tour or news conference if deemed necessary

Billi Butler/ Martha Tucker/ Nell Brown:

Ensure all Crisis Response Team members have updated copy of plan (ongoing)

Set up control center (conference room) furnished with phone, functioning TV,

laptops, office supplies, white board and markers

Arrange conference calls as needed


Field incoming media calls, enter information on call log for callbacks, and

forward to Lisa


If necessary, set up an 800 phone line with recorded greeting for incoming calls to

affected member(s)

Distribute communication from Mike to rest of employees as needed (Sue

Lukasik)

Function as on-site media assistant in setting up press area

Initial Crisis Response Checklist

Completed

(date, time)

Task Person(s)

responsible

Conduct initial fact-gathering and crisis audit/analysis

(See Fact-Finding Questionnaire) and activate crisis

response

MS, LL, DB,

MR

Assess media involvement (live TV trucks on site, calls

coming in) and extent of news coverage

LL

Prepare conference room to be “control center”

BB

Alert Crisis Response Team members and notify them of

conference call time and call-in information. Set up call.

MT

Hold initial conference call/briefing with Crisis Response

Team. Goals will be to:

Discuss what we know

Review the Crisis Response Plan

Review/refine key messages

Develop initial statement and/or news release and

talking points

Map out next steps according to the Crisis

Response Plan and set time for next briefing

MS, LL

Entire CRT

Member(s) should communicate media response policy

to employees and activates their own emergency

protocols

Member(s)

Initiate procedure for handling incoming calls

Copy and distribute phone call log to all

Are additional phone lines needed/available?

Identify backup phone staff

Designate runner to pick up call log sheets at

regular intervals

LL

Ensure supplies are ready in the event we need to travel

to member location

BB


Assess member facilities to determine feasibility of

setting up an on-site press area. Travel to location if

necessary (potentially with media assistant)

LL

Determine whether to interact personally with local

reporter who will “own” coverage

LL

Communicate internally to employees either by e-mail or

in special called meeting to inform them of response

efforts

MS

Double-check content on “dark” newsroom page on Web

site and launch it live with statement or news release

BW

Check to see what “hold” message is on the phone

system. Change if needed.

BW

Communicate one-on-one with other industry groups,

regulators and elected officials as needed

MS, DB, MR

Review media training tips with key contact at member

company

LL

Monitor/assess news coverage for communication of key

messages and any changes in tone of coverage to see

whether messages should be adjusted

LL/BW

Ongoing activities

Monitoring the situation to determine when there is

sufficient new information to issue a new news release or

statement

LL, MS, MR

Relay media phone inquiries to Lisa for response or

routing to another media spokesperson

NB, others

Monitor/assess news coverage for communication of key

messages and any changes in tone to determine whether

messages should be adjusted

LL, BW

Advise/assist member(s) in communicating with

employees and media

LL

Participate in media interviews via phone as needed and

record them

LL, MS, MR

Communicate one-on-one (e-mail or phone) with other

industry groups, elected officials and regulators as

needed

MS, MR, LL

Conduct Crisis Response Team briefings LL, MS


Fact-Finding Questionnaire

This document is design to assist in fact-gathering as soon as it appears there is a crisis.

This initial information will form the basis for decisions moving forward.

Triggering events:

-- We hear from sources that PulseNet is showing clusters of a pathogen being reported

-- FDA issues an advisory for consumers to avoid a specific product

-- A voluntary recall is issued by a Florida producer or handler based on a routine

inspection/sample by FDA

Fact-finding goal: To determine the facts, who knows what and what has been said to

whom.

What can we learn from:

The affected member?

FDA contacts?

FDACS contacts?

Florida Department of Health?

County health department?

What is the FDA’s (or other agencies’) timing for announcing this to the public/media?

If a specific commodity has been named:

What are the known facts?

Is that crop in production in Florida right now?

Has anyone been hospitalized? Where and what is their condition?

If a pathogen is involved, has it been identified?

Has anyone died, and when? Has the family been notified?

Were there any injuries that did not require hospitalization?

Do any FFVA members have knowledge of the situation? If so, what do they

know?

If a Florida source has been named:

What are the known facts?

What is the defect?

What hazard does it present to consumers?

Is it related to raw food ingredients or packaging?

When and where was it grown?

How much was produced? What remains in the supply chain?


What has been shipped? How much is still in inventory?

Has the company been visited by investigators?

What has the company been given any details by investigators?

What, if anything, has been communicated to the company’s employees?

Have there been any media inquiries, either by phone or on site? If so, from

whom?

Has anyone spoken to the media? If so, what was asked/said?

Are other FFVA members aware of the situation and additional details?

Are any elected officials aware of the situation?

Are any other industry groups aware of the situation and any additional details?

Communication strategy questions to consider

Media:

Will the news media get information on the situation whether we give it to them or not?

Will our reputation with members and the public be affected unless we tell our story

aggressively through the news media?

Is the situation more appropriately handled by other industry groups?

Food safety and/or environmental regulators:

Are there legal requirements to be met?

Will outreach mitigate any regulatory actions?

Will regulators support the company’s actions?

Elected officials, community leaders:

Will they get constituent calls?

Will they be outspoken on the issue?

Do we have a positive history/relationship with them?


Issue analysis/ risk assessment

Define the issue: A food-borne illness (E. coli, salmonella, listeria, hepatitis A, etc.)

traced back to a Florida grower or handler.

Why is this issue a concern to FFVA? As the statewide trade association for Florida’s

producers of fruits, vegetables and other crops, our members will look to us to take the

lead in communicating with the media. As we saw in the case of California spinach being

linked to the illness of hundreds and the deaths of three people, any outbreak that is

determined to have originated in a field or packing/processing operation in Florida will

be devastating to the individual companies and the industry as a whole.

Who is responsible for handling media calls on this issue? Lisa Lochridge will handle

incoming calls once they have been screened by the receptionist, prioritize them and

direct them to the appropriate spokesperson, depending on the request and the expertise

needed to answer the questions.

What is the potential impact of this issue on FFVA operations and/or its reputation? As the leading organization representing the produce industry in Florida, a lot is at stake

for FFVA, both from a membership standpoint and a consumer standpoint. We must take

a leadership role in being responsible to our members and responsive to the public

through various channels.

Describe the level and intensity of potential media interest.

It will be extremely high and will occur at all levels – local, statewide and national – and

in both the mainstream media as well as the trade press.

What are the perceived and/or factual strengths and weaknesses in the controversy?

Strengths:

□ The relatively small number of outbreaks compared with produce consumed each

day in the United States:

□ Over a billion servings of fresh produce are eaten every day.

□ More than 5 million bags of salad are sold every day.

□ And, out of the hundreds of fruit and vegetables offered in a typical

supermarket, only a few have been implicated in illness outbreaks in recent years.

□ Few food-borne illness outbreaks have been traced to Florida producers

□ Florida producers – in particular the tomato industry – have led the nation in

proactively developing food safety standards for the growing and packing of fresh

product. The standards are law, and producers are inspected by government

inspectors.

□ Others?


Weaknesses

□ Additional GAPs and BMPs will not eliminate all risks of an outbreak

□ There is a continuing need for more science on which to base metrics

What do we know about public opinion on this issue?

Consumer confidence has been shaken by incidents in recent years. While consumers’

memories tend to be short, any new incidents of food-borne illness will bring fear quickly

back to the forefront. The cumulative effect of each outbreak that occurs will hurt

consumer opinion on the safety of fresh produce.

What are the geographic considerations for this issue?

Food-borne illness has risen to such an interest level that any outbreak, regardless of how

far it spreads, has the potential to gain national interest almost immediately.

□ Local/state focus: The particular farm, packinghouse or fresh-cut processing

plant where the contamination originated

□ Regional focus: Any other states where that grower or handler may operate

□ National focus:

- How widely has the contaminated produce been distributed?

- What does this mean for our food supply chain? Why can’t we ensure that it’s

safe?

- A stronger call for mandatory state or federal regulations

What are the key legal implications?

We can expect civil litigation against the company where the contamination occurred,

whether producer, packinghouse or processor. In some cases, criminal prosecution would

be a possibility.

How could the situation be perceived by:

□ Consumers: Another threat to their health – what can they be sure of anymore

when it comes to consuming fresh produce from the grocery store or in a

restaurant?

□ Industry partners: The food supply is only as strong as its weakest link, and a

single misstep has the potential to cripple an entire industry. With all of the

attention being paid to food safety these days, why does this still occur? Did the

company in question do all it could to reduce the risk of contamination? The

reputation of everyone in the industry will be affected – i.e., guilt by association.

□ Employees: They take great pride in their role in producing safe, healthy produce

and may feel personally responsible or be angry at their company for not doing all

it could to prevent the incident.

□ FFVA members: If this could happen to fellow member, it could happen to

them. They won’t want to be painted with the same brush, especially if the party


is one that is found to not to have followed recommended guidance that has been

established.

□ Media: Prior outbreaks will only add to the intensity of media scrutiny of the

agriculture industry.

□ Elected officials: Will add fuel to the argument that strict state or federal

regulations should be adopted to reduce/prevent risk of contamination.

□ Regulatory agencies: The level to which there is cooperation with an

investigation will come into play. Additionally, another outbreak – especially one

with serious illness or fatalities – will result in strengthened calls for mandatory

food safety regulations and federal oversight. We saw this occur with the

contamination of salmonella in peanuts and eggs in 2009 and 2010.

On a scale of 1-10 (10 being worst), what is the industry’s vulnerability to:

□ Negative local publicity: 10

□ Negative statewide publicity: 10

□ Negative national publicity: 10

□ Significant or potential lawsuits: 10

□ Employee morale problems: 8

□ Loss of existing customers: 8-10

□ Criminal penalties and fines: 8-10

□ Closure of facilities by regulatory agencies: ?

□ Loss of professional licenses or certifications: ?

What are the toughest questions we will be asked by key parties in this controversy

and their answers? (see attached Media Q&A)

What industry and non-industry resources can be made available to provide advice

and counsel on this issue?

Consumer and retail consultants

Name and contact info:

Strategy questions to consider

□ How might this issue be turned from a negative to a positive?

□ Are there opportunities for positioning?

□ What innovative and unexpected approaches might FFVA want to consider?

□ Who are other potential speakers on this issue other than the company

spokesperson?


FFVA and industry key messages

In the event an outbreak of food-borne illness becomes associated with Florida in general

or a specific operation within the state, we should concentrate first on dispelling

consumer fears by communicating facts about what has occurred and the actions that are

being taken in response. Depending on how the situation evolves, subsequent

communication may focus on educating the public (i.e., our food is safe and the chance

for contamination is slim; here is how it moves from field to plate, etc.) and doing as

much as possible to put the situation in perspective.

Key messages, which are subject to change depending on news developments and the

tone of media coverage, should form the basis of all communications to internal and

external audiences, whether they take the form of a news release, interview, e-mail blast,

written statement, or social media posts. Any time we communicate with our key

audiences, we should be hitting on these messages. Initial message points in a food safety

crisis would be:

We regret that Florida produce may have caused people to get sick. Even one case

of illness is too many.

FFVA and the company involved are working closely with investigators to

narrow the source as quickly as possible. The company’s records and operations

are open to investigators so they can determine if the contamination originated

here.

Safe production and handling of this crop is the producer’s top priority. Numerous

standards, procedures and safeguards in place to ensure our crops are safe,

including: (list them)

In determining any other key messages, these questions must be asked:

What must we say?

What will we say only if asked?

What would we rather not discuss?

What have we decided not to say at this time?

Additional messages would include:

Corrective measures

The company involved is taking the following steps to assess what, if anything,

went wrong: (list them)

The company also is instituting additional measures to ensure this doesn’t happen

again: (list them)


Extended message points may include:

The outbreak

-- The FDA is working with the U.S. Centers for Disease Control and Prevention, state

officials, and other health authorities to determine the cause and scope of the problem. As

the investigation progresses, the product/commodity will likely be identified, and then the

point of contamination may be determined. (If a commodity has been named but not

traced to a specific location or cause)

-- Public health authorities are investigating to determine exactly what happened. The

industry is waiting for an official assessment and will work with public health officials,

scientists and food safety experts to correct any problems that may be found.

-- The outbreak of illness from [pathogen] that has been linked to [commodity] in some

areas is of great concern to the fresh produce industry and the public. That said, it’s

important to distinguish between a food-borne illness outbreak linked to this commodity

and the safety of fresh fruits and vegetables in general.

-- We are all concerned about the recent FDA announcement involving [pathogen] linked

to [commodity], and we urge public health authorities to complete their investigation as

quickly as possible. At the same time, we want to see responsible information given to

consumers, not scare tactics about healthy foods that are not implicated.

General food safety messages

**NOTE: There should be discussion about which, if any, of these messages to use,

depending on the extent and nature of the outbreak. To talk about the food supply being

safe if people are falling ill, or if there are fatalities would be highly inappropriate.

-- Day in and day out, Americans should be confident that the risk of food-borne illness

from fresh produce is extremely rare. But even one is too many, and we are committed to

moving that number as close to zero as possible.

-- The safety and security of our food supply is the top priority of the fresh produce

industry. The industry is continually using the latest scientific information available to

improve food safety and security practices. We wholeheartedly support any information

or guidance based on sound science that can help enhance the safety of produce, maintain

and enhance consumer confidence, and increase consumption of fresh fruits and

vegetables.

-- Those involved in the growing and marketing of fresh produce voluntarily incorporate

food safety as part of their everyday business practices. The produce industry in Florida

uses Good Agricultural Practices, Best Management Practices, worker health/hygiene

programs, Hazard Analysis and Critical Control Point (HACCP) programs, and more.


-- It is reckless for the media or public health authorities to use this problem with a single

food item to paint the entire produce industry with the same brush. Most of the hundreds

of fresh produce items offered for sale in the United States are not now and have never

been associated with food-borne illness.

-- The obesity epidemic in America is clear. The government recommends consumers eat

nine or more daily servings of fruits and vegetables for better health. Frightening

consumers away from nutritious products is irresponsible.

Background information on food-borne illness and fresh produce

-- The rise in produce-related illness can be linked to several factors:

Consumers are eating more fresh produce because they understand its health

benefits.

The technology available to detect outbreaks has improved and become more

sophisticated.

Our food distribution system has become more centralized, so produce from a

single region can be widely distributed across the country.

-- In general, produce growers and packers follow Good Agricultural Practices in the

growing, harvesting, and packing of fresh fruits and vegetables. That includes proper

management programs for water quality, additions to the soil, employee hygiene and

facility sanitation.

-- The best step consumers can take for staying healthy is to eat nine or more servings of

fruits and vegetables every day. In addition, they should wash their hands and rinse all

fresh produce thoroughly in running water before consuming. (Consumer food safety tips

are available at www.fightbac.org.)


Initial Media Holding Statement

Reporters on site should receive the holding statement first; the rest should receive it by

e-mail. This statement also can serve as an initial means of notifying employees about the

situation.

Introductory paragraph outlining the situation.

This is what we can confirm at this time:

1. Fact

2. Fact

3. Fact

At this point, we cannot provide any other details because our team is still assessing the

situation. Our primary goal is to work cooperatively with those who are investigating the

outbreak until a source is determined and to provide the most accurate information we

can as quickly as possible.

We will conduct a briefing or issue another statement as soon as possible to provide you

with more information. In the meantime, please bear with us.


Media Response Policy

FFVA members are encouraged to distribute to their employees the following Media

Response Policy, which outlines steps to take should they be contacted by a member of

the news media. Responsiveness is the key to building good will with the media. Make

sure that if a reporter has been promised a return phone call, he or she gets one.

From time to time, our industry finds itself the subject of news coverage. That means that

our employees may be approached in person or may get phone calls from newspaper or

television reporters about a particular topic. Our company policy calls for only designated

members of the senior management team to speak with reporters. If you are contacted

either by phone or in person, please follow these procedures:

1. Explain that you are not the person with whom they should speak but that you

will pass along their contact information to the correct individual.

2. Secure the following information:

Reporter’s name

Name of the news outlet

Phone number (cell and office)

Information being requested

Deadline

Ask for a business card if the encounter is face-to-face

3. Once you have gathered this information, explain that you will pass it along to the

appropriate person. Do not guarantee that a call will be made at a specific time.

4. Immediately contact _______________ and relay the information.

If a newspaper or television photographer comes onto the property (with or without a

reporter) to shoot video or still shots, inform him or her that this is private property and

that no one may come onto our property and take photographs without permission and an

escort for safety reasons. Then secure the above information from the photographer.

Remember at all times to be cordial and professional.


Media Contact Log

Date: __________________________ Time: __________________________________

Reporter’s name: _________________________________________________________

Media outlet: ____________________________________________________________

Deadline: _______________________________________________________________

Office phone: _______________________ Cell phone: __________________________

E-mail: _________________________________________________________________

Has the reporter been receiving news releases on this issue from us? □ Yes □ No

Information being requested from FFVA:

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

Who else are they interviewing for the story?

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

How much time will they need for an interview? ________________________________

What is the general angle of the story? ________________________________________

Call logged by: ___________________________________________________________

Call returned by: ____________________________ Time:________________________


Media Q&A

The answers below are designed as a framework for questions that reporters are likely to

ask. Answers should be tailored to the specific situation and developments as they occur.

Some answers are the same by design – we want to stick with our talking points, which

means in some cases we will circle back to the same messages no matter how a question

is phrased.

Most answers are written assuming an outbreak has been traced to a specific producer or

handler, but they also could be posed to FFVA spokespersons about the affected company

or about specific developments in an outbreak.

1. What do you know about the investigation?

Right now, the FDA is working with the U.S. Centers for Disease Control and

Prevention, state officials and other health authorities to determine the cause and

scope of the problem. As the investigation progresses, the product will be

identified and the point of contamination will be determined. The industry is

waiting for an official assessment and will work with scientists, food safety

experts and public health officials to correct any problems that may be found.

2. What has FFVA done for its membership to ensure the food they

grow/process/ship is safe?

Food safety is absolutely an industry priority – that’s not new. The people

involved in the growing, packing and shipping of fresh produce are committed to

providing consumers with safe, healthy food day in and day out.

Florida’s fruit and vegetable growers already comply with strict production,

handling and packaging guidelines that are enforced by state and federal agencies.

In addition, FFVA has worked diligently and proactively over the years with our

members on food safety issues under the premise that consumers deserve the

opportunity to buy produce that has been produced, distributed and marketed

using methods that minimize the risk of food-borne illness.

We’ve provided programs that help our members identify and mitigate potential

sources of microbial contamination of fruits and vegetables. But it’s important to

remember that fresh fruits and vegetables, which are produced in a natural

environment, can’t be expected to be absolutely and completely free of microbial

agents. We focus our efforts on risk reduction, not elimination.

FFVA also has worked to develop industrywide guidance as well as guidance for

specific commodities to further bolster the safety of fresh fruits and vegetables.

More research needs to be conducted on how, when and where contamination

occurs -- not just at the production level, but throughout the supply chain. It’s

important to note that contamination can occur during transportation and storage,


or during handling by retail store or foodservice employees -- long after the

product has left the farm or packinghouse.

3. Have investigators been on site at the facility? What are they doing?

Answer to be developed based on the situation.

4. What measures does the company have in place to ensure this doesn’t

happen? Why didn’t they work?

Food safety is absolutely an industry priority – that’s not new. Florida’s fruit and

vegetable growers already comply with strict production, handling and packaging

guidelines that are enforced by state and federal agencies. In addition, we follow

Good Agriculture Practices and Best Management Practices in our operations to

reduce risk. Our industry has worked with federal officials to develop voluntary

guidelines to further bolster the safety of fresh fruits and vegetables.

5. How might contamination occur on your farm/ in your facility?

Food safety is a process, not a static achievement. We look at where potential

risks may lie, whether it’s with water quality, components we add to the soil or

worker hygiene, and then take specific steps to reduce those risks. From a

scientific standpoint, zero risk isn’t possible – not as long as fruits and vegetables

are grown in a natural environment. But as long as there is a chance that even one

person might get sick, we will do all we can to prevent that from happening.

6. What are you doing to determine whether the contamination originated with

your operation?

We are working closely with investigators to determine the source as quickly as

possible. Our records and our operation are open to investigators.

7. Do you have livestock or horses in fields surrounding yours?


8. Where do you get your irrigation water? How often is it tested? When was it

last tested? What were the results?


9. Do you have a trace-back system in place? How does that work?

A trace-back system does just what it sounds like. We use a labeling process that

in most cases allows a product to be traced from the consumer back to the grower.

From there, we can determine what field a product was harvested from, what day

it was harvested, and by which crew. These steps are being taken to ensure

consumers that they are receiving the best quality product.

10. How far across the country is your produce shipped? How widespread do

you think the contamination may end up being?

Answer to be developed based on the situation


11. How much do you think this will cost your business in lost revenue?

Right now, all of our efforts are focused on working with investigators to locate

the cause of the outbreak. That’s our first priority and our concern right now.

12. How are employees affected? Will this result in layoffs?

Our employees pride themselves on producing food that is safe and healthy for

consumers to eat. Just like everyone else watching these developments, they

regret that even one person has gotten sick. They’re concerned for those who have

become ill and for their families, and they hope the cause of the outbreak is

determined as quickly as possible.

13. Do you think there should be federal laws governing food safety?

FFVA supports mandatory federal food safety standards for fresh fruits and

vegetables that have a higher risk for microbial contamination. The standards

should be science-based and reflect the risks associated with individual

commodities and growing regions. In addition, they should focus on the entire

supply chain and apply equally to domestic and imported product.

The produce industry is highly complex and extremely diverse. What may be

applicable to the production of one fruit or vegetable crop may not be applicable

to others. The same premise would apply to local and regional production areas

throughout the country. When you’re talking about mandatory regulations, it’s

essential that the complex and diverse nature of this industry be taken fully into

account. In addition, regulations should be based solely on documented risk and

science-based solutions.

14. In the light of this outbreak, do you support a single agency to oversee the

safety of our nation’s food supply?

We support measures that ensure a safe and wholesome food supply, irrespective

of whether one or several government agencies are responsible for overseeing it.


Media Interview Tips

Decide on three points that you want to communicate above all else. These are your key

messages. Stick to them.

Remember: You are in control of the interview, not the other way around. If you get into

trouble or off track, go back to your key messages. Make sure to stay on message. Stick

to the facts.

No matter what the first question is, know how you’re going to start the answer (with

your key messages).

Be polite, but remember an interview is not a conversation. Reporters are not your

friends.

Don’t stop for an ambush. Tell the reporter you’ll arrange to talk with him or her later.

Use these bridging statements to circle back to your key messages:

That’s a good question, but a better question would be …

The most important thing to remember is…

A key point to keep in mind is …

Some people may feel that way, but what’s important is…

I’ve heard that, too, but the real focus should be…

I would describe it differently…

That’s not my area of expertise. What I can discuss is…

That’s one view. Mine is that…

What concerns me even more is…

What is the one question you want to be asked, and how would you answer? And if it

doesn’t get asked, pose it yourself and answer it.

Answer the question and then stop talking. Even if the reporter is sitting there waiting,

resist the urge to fill the silence. Remember P-A-S: Pause, Answer, and Stop.

Anticipate negative questions that may be asked, but don’t answer them if they’re not

asked.

Be prepared. Supply facts, figures and examples that reinforce your messages.

There is no such thing as “off the record.”

Write your key points on 3x5 cards and have them with you. There’s nothing wrong with

that – you’re just being prepared.

Don’t use jargon. Answer questions as if you’re explaining things to your mother.

Don’t speculate, guess or fake it. If you don’t know the answer, say so and explain that

you’ll try to either find out or put them in touch someone who can answer.

Silence is golden. You are in control. No one can print or air what you didn’t say.


U.S. Newswire Distribution Options

These are non-profit rates. We can combine circuits, i.e.: Washington, D.C., and Florida.

News release options:

1) Full national circuit: Saturation coverage of print, broadcast and online media in

every state. $625 for up to 400 words/$155 each add’l 100 words.

2) National circuit: Top 100 newspapers, TV/radio in top 100 markets, wire service

bureaus, national news magazines and “saturation coverage in the nation’s capital.”

$425/ $105 for each add’l 100 words.

3) Regional circuits: We would use the Southeast circuit. They can also customize

regions, probably at extra cost. $325/$80

4) Washington, D.C., Circuit: Print, broadcast and online media in and surrounding the

Washington, D.C., area. Includes Washington and affiliated news bureaus of national and

international dailies, news services, regional news bureaus, newsweeklies and TV and

radio networks, plus local print and broadcast. This one is very useful. $100/$25

5) Individual state circuits: For news we want to reach Florida media, but also in cases

where we want to reach constituencies of particular lawmakers. Each is different. About

$100 per circuit.

6) Individual cities: $80-$100 each

Photos are $95 per release

Broadcast services:

1) Radio news releases: Fully produced news story with our spokespeople’s sound

bites, plus distribution, pitching and usage report. “All USN radio news releases included

guaranteed airing on 400 stations nationwide with an audience of 10 million +.” Ranges

from $2,200 to $6,200.

2) Other services include radio media tours, where US Newswire pitches a story to

stations in our key markets and offers interviews with our spokesperson. They also book

and coordinate the interviews and provide broadcast reports as a follow up. $1,900-

$6,200.


Checklist for on-site press area

In the event it becomes necessary to set up a site for media to gather for briefings at a

company facility, these measures are recommended and these resources should be on

hand:

□ Select a site that is outdoors but away from the fields and areas where employees

might congregate to avoid reporters shooting video from the site and trying to pull

workers aside for interviews.

□ Make sure the area is large enough to accommodate a reasonable number of

people.

□ Make sure there are no signs in the designated area with the company name or

logo, or any posters or signs on the wall that could be detrimental if photographed

or videotaped.

□ No shirts and/or jackets with company logo on them should be worn.

□ Any lighted signs at facility should be turned off at night.

Materials

□ Small table and chair(s)

□ Podium

□ Microphone (if a news conference is to be held)

□ Power source

□ Materials to make signs directing reporters to parking area and press site:

Poster board Stakes

Hammer Scissors

Markers Stapler

Tape

□ Media sign-in sheet

□ Bottled water

□ Chocolate and peppermints in a bowl

□ Laptop

□ Extra cell phone, phone charger and spare battery

□ Notebooks

□ Pens

□ Post-it notes

□ Trash can


Contacts: Crisis Response Team

Michael J. Stuart Lisa F. Lochridge, APR

President Director, Public Affairs

Florida Fruit & Vegetable Association Florida Fruit & Vegetable Association

800 Trafalgar Court, Ste. 200 800 Trafalgar Court, Ste. 200

Maitland, FL 32751 Maitland, FL 32751

WORK: (321) 214-5200 X5202 WORK: (321) 214-5200 X5206

FAX: (321) 214-0210 FAX: (321) 214-0210

MOBILE: (407) 902-1200 MOBILE: (321) 356-3060

HOME: (407) 323-3604 HOME: (407) 886-4077

[email protected] [email protected]

Daniel A. Botts Butch Calhoun

President, Industry Resources Director, Government Relations


800 Trafalgar Court, Ste. 200 P.O. Box 1110

Maitland, FL 32751 Tallahassee, FL 32302

WORK: (321) 214-5200 X5222 WORK: (850) 521-0455

FAX: (321) 214-0210 FAX: (850) 521-0456

MOBILE: (407) 257-6148 MOBILE: (850) 510-7400

HOME: (407) 352-5469 [email protected]

[email protected]

Michael O. Carlton Alan E. Hair, C.P.A.

Director, Labor Relations CFO, Financial & Administrative Services




WORK: (321) 214-5200 X5233 WORK: (321) 214-5200 X5230

FAX: (321) 214-0210 FAX: (321) 214-0210

MOBILE: (407) 620-8718 MOBILE: (407) 257-4717

HOME: (863) 644-7351 HOME: (407) 850-0837


Walter Kates Mike Aerts

Vice President, Labor Relations Director, Membership & Marketing




WORK: (321) 214-5200 X5215 WORK: (321) 214-5200 X5208

FAX: (321) 214-0210 FAX: (321) 214-0210

MOBILE: (407) 257-6008 MOBILE: (407) 489-3157

HOME: (407) 699-0989 HOME: (407) 282-6185


mailto:[email protected]


Billi Butler Martha Tucker

Administrative Assistant Assistant to the President




WORK: (321) 214-5200 X5205 WORK: (321) 214-5200 X5204

FAX: (321) 214-0210 FAX: (321) 214-0210

HOME: (407) 291-9814 HOME: (863) 937-3465

[email protected] MOBILE: (407) 421-6524

[email protected]

Barbara Wunder Communications Manager

Florida Fruit & Vegetable Association

800 Trafalgar Court, Ste. 200

Maitland, FL 32751

WORK: (321) 214-5200 X5207

FAX: (321) 214-0210

MOBILE: (407) 496-3270

[email protected]

Jim Mercer Martha Roberts Board Chairman Director of Industry Relations

Collier Enterprises Ltd. University of Florida/IFAS

18301 Verona Lago Drive 5268 Quail Valley Road

Ft. Myers, FL 33913 Tallahassee, FL 32309

WORK: (239) 633-4352 WORK: (850) 875-7147

FAX: (239) 728-7681 FAX: (850) 671-2443

HOME: (239) 728-7680 MOBILE: (850) 509-7282

[email protected] HOME: (850) 893-1562

[email protected]


FFVA Executive Committee

Toby Basore Rex Clonts, Jr., President

TKM Farms, Inc. Clonts Groves, Inc.

P.O. Box 39 P.O. Box 622916

Belle Glade, FL 33430 Oviedo, FL 32762-2916

WORK: (561) 996-1980 WORK: (407) 359-2995

FAX: (561) 996-8605 FAX: (407) 359-2995

MOBILE: (561) 261-9949 MOBILE: (407) 468-1242


[email protected]

Drew Duda, Division Vice President Billy Heller, CEO

A. Duda & Sons, Inc. Pacific Tomato Growers, Ltd.

P.O. Box 620257 P.O. Box 866

Oviedo, FL 32762 Palmetto, FL 34220

WORK: (407) 365-2081 WORK: (941) 722-3291

MOBILE: (561) 261-1583 FAX: (941) 729-6207

HOME: (407) 366-1755 MOBILE: (941) 704-6636


Frank Johns, Jr., Owner Everett Loukonen

Tater Farms, LLC Agribusiness Manager

6245 CR 13 South Barron Collier/Silver Strand Div

Hastings, FL 32145 1320 N. 15th Street

WORK: (904) 692-2246 Immokalee, FL 34142

FAX: (904) 692-1178 WORK: (239) 658-6060

MOBILE: (904) 540-0478 FAX: (239) 657-2337


[email protected]


Jim Mercer, Senior Vice President Keith Mixon, President

Collier Enterprises Ltd. SunnyRidge Farm, Inc.

18301 Verona Lago Drive P.O. Box 3036

Ft. Myers, FL 33913 Winter Haven, FL 33885-3086

WORK: (239) 633-4352 WORK: (863) 299-1894

FAX: (239) 728-7681 FAX: (863) 299-7794

HOME: (239) 728-7680 MOBILE: (863) 207-4179


R. Jay Taylor

Old Florida Investments, Inc.

P.O. Box 1087

Palmetto, FL 34220

WORK: (941) 737-4807

HOME: (941) 729-4713

[email protected]

Legal counsel


Contacts: Industry organizations

United Fresh Produce Association

Thomas E. Stenzel, President & CEO

Office: 202 303 3400 ext. 406

Cell:

Fax: 202 303 3433

[email protected]

David E. Gombas, Ph.D., Vice President Scientific & Technical Affairs

Office: 202 303 3411

Cell: 301 801 2226

Fax: 202 303 3433

[email protected]

Robert L. Guenther, Senior Vice President Public Policy

Office: 202 303 3400 ext. 409

Cell:

[email protected]

Ray Gilmer, Vice President of Communication

Office: 202 303 3400 ext. 425

Cell:

Home:

[email protected]

Produce Marketing Association

Bryan Silbermann, President

Office: 302-383-5285

Cell: 302-383-5285

Western Growers

Wendy Fink-Webber, Director of Communications

Office: 949. 885.2256

Cell:

Fax: 949.809.6257

[email protected]

Florida Tomato Committee Reggie Brown, Director

Office: (407) 660-1949

Cell: 407-257-2027

[email protected]





Florida Farm Bureau

Kathy Richardson, public relations

John Hoblick, President

Office: (352) 374-1516

[email protected]

Florida Citrus Mutual

Mike Sparks, Executive vice president/CEO

Office: (863) 682-1111

[email protected]

Florida Sod Growers Cooperative

Betsy McGill, Executive director

Office: (863) 675-2144

Cell: (863) 673-4958

[email protected]

U.S. Sugar Corporation

Judy Sanchez

Office: (863) 983-8121

[email protected]

Florida Dairy Farmers, Inc.

Mick Lochridge, Senior manager of media and industry relations

Phone: (407) 647-8899

[email protected]

Florida Nursery, Growers and Landscape Association

Jennifer Nelis, Director of membership & public relations

Office: (407) 295-7994

[email protected]

Sugarcane Growers Cooperative

Barbara Miedema

Office: (561) 996-5556

[email protected]

Florida Fertilizer & Agrichemical Association

Mary Hartney, Executive director

Office: 863-293-4827

[email protected]

Florida Peanut Producers Association

Ken Barton, Executive director

Phone: (850) 526-2590

Email: [email protected]








Florida Cattlemen’s Association

Hal Phillips, President

Office: (407) 846-6221

[email protected]

Florida Gift Fruit Shippers Association

Donna Garren, Vice president

Office: (407) 295-1491

[email protected]


Food Safety Crisis Communication Response Plan - ffva.com · Assist in logistics of satellite media tour or news conference if deemed necessary ... routing to another media spokesperson

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