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.
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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
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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
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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
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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)
As spokesperson, participate in print and TV interviews
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
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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
Participate in Crisis Response Team briefings
As spokesperson, participate in print and TV interviews
Member contact(s):
Participate in Crisis Response Team briefings
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
Participate in Crisis Response Team briefings
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
Participate in Crisis Response Team briefings
Field incoming media calls, enter information on call log for callbacks, and
forward to Lisa
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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
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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
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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?
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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?
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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?
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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
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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?
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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)
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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.
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-- 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.)
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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.
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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.
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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:________________________
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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,
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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?
Answer to be developed based on the situation.
8. Where do you get your irrigation water? How often is it tested? When was it
last tested? What were the results?
Answer to be developed based on the situation.
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
For internal use only Updated 11-2010
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.
For internal use only Updated 11-2010
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.
For internal use only Updated 11-2010
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.
For internal use only Updated 11-2010
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
For internal use only Updated 11-2010
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
Florida Fruit & Vegetable Association Florida Fruit & Vegetable Association
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]
Michael O. Carlton Alan E. Hair, C.P.A.
Director, Labor Relations CFO, Financial & Administrative Services
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 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
[email protected] [email protected]
Walter Kates Mike Aerts
Vice President, Labor Relations Director, Membership & Marketing
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 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
For internal use only Updated 11-2010
Billi Butler Martha Tucker
Administrative Assistant Assistant to the President
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 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
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
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
For internal use only Updated 11-2010
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
HOME: (561) 791-2344 [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
[email protected] [email protected]
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
HOME: (904) 692-2710 [email protected]
For internal use only Updated 11-2010
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
[email protected] [email protected]
R. Jay Taylor
Old Florida Investments, Inc.
P.O. Box 1087
Palmetto, FL 34220
WORK: (941) 737-4807
HOME: (941) 729-4713
Legal counsel
For internal use only Updated 11-2010
Contacts: Industry organizations
United Fresh Produce Association
Thomas E. Stenzel, President & CEO
Office: 202 303 3400 ext. 406
Cell:
Fax: 202 303 3433
David E. Gombas, Ph.D., Vice President Scientific & Technical Affairs
Office: 202 303 3411
Cell: 301 801 2226
Fax: 202 303 3433
Robert L. Guenther, Senior Vice President Public Policy
Office: 202 303 3400 ext. 409
Cell:
Ray Gilmer, Vice President of Communication
Office: 202 303 3400 ext. 425
Cell:
Home:
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
Florida Tomato Committee Reggie Brown, Director
Office: (407) 660-1949
Cell: 407-257-2027
For internal use only Updated 11-2010
Florida Farm Bureau
Kathy Richardson, public relations
John Hoblick, President
Office: (352) 374-1516
Florida Citrus Mutual
Mike Sparks, Executive vice president/CEO
Office: (863) 682-1111
Florida Sod Growers Cooperative
Betsy McGill, Executive director
Office: (863) 675-2144
Cell: (863) 673-4958
U.S. Sugar Corporation
Judy Sanchez
Office: (863) 983-8121
Florida Dairy Farmers, Inc.
Mick Lochridge, Senior manager of media and industry relations
Phone: (407) 647-8899
Florida Nursery, Growers and Landscape Association
Jennifer Nelis, Director of membership & public relations
Office: (407) 295-7994
Sugarcane Growers Cooperative
Barbara Miedema
Office: (561) 996-5556
Florida Fertilizer & Agrichemical Association
Mary Hartney, Executive director
Office: 863-293-4827
Florida Peanut Producers Association
Ken Barton, Executive director
Phone: (850) 526-2590
Email: [email protected]
For internal use only Updated 11-2010
Florida Cattlemen’s Association
Hal Phillips, President
Office: (407) 846-6221
Florida Gift Fruit Shippers Association
Donna Garren, Vice president
Office: (407) 295-1491