Microsoft Word - CODAC Business Continuity Plan 2024.docx

Preparing CODAC’s Position on the Crisis Remember, it is important to “tell it all, tell it fast, and tell the truth.” When a mistake has been made, admit it up front, and begin doing whatever is possible to re-establish credibility and confidence with internal and external audiences. Keep Executive Leadership in the face of the media; avoid letting a lawyer do all/most of the public speaking. This will build credibility. Never lie, deny, or hide involvement. Determining Position: To decide on a position from which to talk about the event/situation, step out of your role in the agency, and put yourself in the situation of whoever was involved in the crisis, or try to view the crisis from the eye of the public. (DO NOT IGNORE THE SITUATION.) Ways that you might choose to position the situation include:  Unauthorized procedures  Inadequate supervision  Inadequate quality control  Misuse of confidential information  Errors of judgment  Inadequate standard operating procedures Also consider the consequences of the event/situation for CODAC and all stakeholders:  Legal  Financial  Effects on consumer  Effects on operations  Effects on Public/Community relations (effects on perception of CODAC) Considering consequences helps address concerns stakeholders might have and determines the tone of statements made by the CODAC spokesperson. Please refer to CODAC’s Media Relations Plan for more information related to public relations during a business disruption. Business Continuity Training Plan CODAC personnel currently participate in monthly safety drills, including crisis response system drills at each site. Both Executive Leadership and Leadership Council will be trained on the Business Continuity Plan processes at the Leadership Council meeting on a yearly basis. The plan and analysis of tests will also be reviewed and updated as appropriate.  Human error  Clerical error

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