When Bad Things

Happen:
Communicating In
A Crisis

3CMA Annual Conference

September 2009

Scott Summerfield – SAE Communications

 3CMA: Crisis Communications
Crisis Communications Response/Roles

What Triggers a Coordinated Crisis Communications Response?

As soon as the county learns of an incident or issue which will require a coordinated response, key staff
should gather at county offices, the site of the situation, or via conference telephone call. An initial set of
questions should be considered by those gathering to coordinate the county’s response:

1. What has occurred and who are the victims (or who has the potential to be affected)?
2. What property/facilities have been damaged or are threatened? Note public or private property.
3. How and why did this situation take place?
4. What is county’s position on this matter and response to the situation?
5. Who needs to be informed?
a. Employees
b. Families of employees
c. Neighbors
d. Public (or subgroups, such as seniors, parents, etc.)
e. News media
6. Does it have political or other high-profile characteristics?
7. Should these audiences be informed proactively or responsively? Will responding proactively
alleviate or exacerbate the situation?
8. What internal resources/expertise can be called upon for assistance?
9. What external resources/expertise or allies can be called upon for assistance?
10. What can be done to anticipate how this crisis or issue may evolve and to contain further
escalation of the matter?
11. Does the severity and magnitude of the situation warrant activation of the EOC?
12. Who should be the PIO?
13. What communications resources will be needed?

Types of Crises
The following list includes examples of the types of crises which would require a coordinated public
information effort. This list is not exhaustive.

Agency investigation
Controversial lawsuit
Accusation of discrimination based on Computer system issues, including loss
race, sexual preference, or gender of data or stealing of data
Serious injury to employee or resident Employee accused of high-profile crime
(particularly at a county facility) Sexual harassment case
Protest Explosion
Strike Rape or assault on agency property or
Physical violence between co-workers in agency facility
Theft Chemical spill
Embezzlement Radiation leak
Lavish or inappropriate spending by Top official caught lying
staff or elected/appointed officials Oil spill
Death of top staff or elected/appointed Facility closing
official Union grievance
DUI arrest of official Transportation issues, including
Plane crash roadway closure or public transit
Train crash shutdown
Major service interruption

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Who is the Public Information Officer?
The county PIO serves as the lead communications strategist. The Department Director who initially
coordinates the city’s response (i.e., whose department is most directly affected) can also take overall
responsibility for public information. However, should the Department Director’s duties to manage the
incident require a significant amount of time or focus, the Department Director may designate another
staff member to serve as PIO. Unless otherwise determined, the duties will be handled by staff in the
following order:

1.
2.
3.
4.

Role of the Public Information Officer

The designated PIO is a key staff member supporting the Department Director or management team
coordinating the city’s response to the crisis. The PIO recommends public information strategies,
develops public information materials (often with the assistance of other departments or agencies), and
implements the public information program.

Basic Public Information Officer Responsibilities

The basic responsibilities of the PIO include the following:
• Respond to inquiries from the news media and the public;
• Monitor the news media to detect and correct misinformation and to identify emerging trends or
issues;
• Advise Department Director and/or staff team coordinating the county’s response on public
information issues, and advocate for the community to ensure its public information needs are
addressed;
• Be the public’s representative; and
• Coordinate, clear with appropriate authorities, and disseminate accurate and timely information
related to the crisis.
 3CMA: Crisis Communications

Information Flow / Incident Progression

Step 1: Gathering Information

The first step in the process of getting information to the public during a crisis is information gathering.
Information is collected from a variety of sources, a few of which include:
• Department Directors/Department Staff, who alert managers who will determine the need for a
public information response.
• First Responders, emergency personnel who arrive at a scene, if applicable.
• News Media, who often learn of situations via calls from the public or others involved.
• Field PIOs/Others On Scene, if there’s a specific site where an incident has occurred.
• PIOs From Other Agencies, Organizations, if the issue/incident involves more than just your
agency.

Step 2: Verifying Information

The next step in the process is to verify the accuracy of the information that has been collected by
consulting, among others:
• Department Directors/Department Staff
• County Manager
• Field Staff
• Subject Matter Experts
• Others

Step 3: Coordinating & Planning

The next step in the process is to coordinate among all involved on the need for a public information effort
and the strategies and tactics needed to prepare and deliver information to key audiences.
• Consult This Information
• Prepare Key Message(s)
• Obtain Approval
• Determine, Prepare Communications Tools

Step 4: Disseminating Information

The next step in the process is to disseminate information to the public. This step involves:
• Using Multiple Methods. In most situations, it’s imperative to use as many different communications
tools as possible.
• Monitoring the Media. Media monitoring is invaluable for ensuring that your message was
understood by the news media and reported accurately and completely to the public. Address
important inaccuracies before they are reported incorrectly a second time.

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 3CMA: Crisis Communications

Crisis Response Checklist

Within the First 60 Minutes

‰ Contain the immediate crisis

□ Ensure that calls have been made to all appropriate emergency responders (i.e. call 911
if appropriate)
□ Coordinate and cooperate with emergency responders

‰ Follow internal notification process

□ Notify CAO’s office and elected/appointed officials
□ Notify appropriate Department Directors

‰ First meeting or conference call to quickly assess and gather known facts
□ What happened?
□ How did it happen?
□ When did it happen?
□ What was the cause?
□ Were there any injuries?
□ What was the extent of the damage?
□ Is there any current or ongoing danger?
□ What recovery efforts are underway?

‰ Notify front line staff to direct calls from media, community, government, and family members to
administrative support, an appropriate team member, or a pre-recorded voice mailbox

‰ Notify appropriate staff of the possibility that media may show up. Direct the media to a
predetermined holding area, if possible

‰ Organize a public information response, based on what is known. Discuss whether to wait for more
information or communicate proactively

‰ Draft appropriate holding statement/press release/talking points

‰ Draft potential Q&A document

‰ Outreach to and coordinate with outside agencies

‰ Determine if outside experts are needed

‰ Provide initial holding statement to the media

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 3CMA: Crisis Communications

First 90 Minutes

‰ Determine crisis level and response needed

‰ Ensure clear understanding of internal roles and responsibilities

‰ Each team member should assume their role

‰ Assess the need to bring in subject matter experts or additional outside resources

‰ If the situation dictates, be sure that at least one PIO is at the incident site

‰ After discussing proactive vs. responsive communication, decide on best communication method
□ Holding statement
□ News release
□ Individual reporter briefings
□ Phone notification of key audiences
□ Web site

‰ Identify spokespeople and potential third party subject experts for media

‰ Update key management on the public information response

‰ Send internal communication to employees

‰ Begin media and Internet monitoring

‰ Identify location for media briefings that is away from the incident site

‰ Discuss level of crisis response - Is this a local crisis? What are the national implications? What are
the implications for employees? What are the implications for the public?

‰ Administrative assistance:
□ Record or update all facts
□ Screen media, government agency, and public calls and provide information to the
appropriate staff
□ Distribute public information materials

‰ Disseminate public information tools, as appropriate

‰ Consider all other interested parties/stakeholders/audiences and communicate appropriately

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 3CMA: Crisis Communications

First Half Day

‰ Conduct team update

‰ Identify security, legal and liability issues

‰ Discuss and approve public information strategies/tactics

‰ Assess the need for additional resources. If the response becomes 24/7, sufficient personnel must
be available to staff all shifts

‰ Update key stakeholders not already reached

‰ Continue communicating with employees

‰ Prepare and train designated spokesperson to communicate with external audiences

‰ Assess need to hold news briefing or other proactive communications

‰ Evaluate news coverage and correct inaccurate information

‰ Receive update from county staff in the field, if applicable

‰ Communicate, as appropriate, with the media

‰ Coordinate with outside agency PIOs, if applicable

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 3CMA: Crisis Communications

By End of Day One

‰ Shift from reactive to proactive communications (emphasize concern and efforts to resolve the crisis
and prevent future incidents)

‰ Evaluate news coverage and correct inaccurate information

‰ Assess need to address rumors circulating internally or on Internet

‰ Monitor the continuing crisis situation to determine next steps:

□ Conduct news briefing as events warrant
□ Provide periodic updates and individual interviews to the media
□ Post updates to the Web site

‰ Evaluate the need for and prepare or update any of the following communications documents:
□ News releases or media advisory
□ Internal list of questions and answers
□ Letters to key stakeholders

‰ Ensure all facts are documented and well-organized

‰ Ensure action steps are documented and well-organized

‰ Assess need for additional resources

‰ Assess need for further support from technical experts or third party experts

‰ Brief or update legislative and regulatory audiences, where appropriate

‰ Receive briefing from field staff

‰ Brief or update the media

‰ Continue coordination with outside agency PIOs

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 3CMA: Crisis Communications

Day Two

‰ Control messages and spokespeople

‰ Continue shift from reactive to proactive communications (emphasize concern and efforts to resolve
the crisis and prevent future incidents)

‰ Evaluate overnight news coverage and news coverage to date

‰ Monitor news coverage and the Internet to assess stakeholder, media, and public reaction to the
crisis

‰ Evaluate the continuing crisis situation to determine next steps:

□ Conduct news briefing as events warrant
□ Provide periodic updates and individual interviews to the media
□ Post updates to the Web site

‰ Evaluate the need for and prepare any of the following communications documents:
□ News releases or media advisory
□ Internal list of questions and answers
□ Letters to key stakeholders

‰ Prepare and train designated spokesperson to communicate with external audiences

‰ Maintain list of all facts

‰ Revise and update key messages and talking points

‰ Prioritize responses to external audiences

‰ Assess need for additional resources

‰ Receive briefings from field staff, technical experts

‰ Prepare a communications plan for the day and communicate with internal audiences

‰ Brief key legislators, local government officials, if applicable

‰ Update the media

‰ Continue coordination with outside agency PIOs

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 3CMA: Crisis Communications

Ongoing

‰ Control messages and spokespeople

‰ Continue shift to proactive public information (emphasize concern and efforts to prevent future
incidents; explain how incident happened, when available)

‰ Evaluate news coverage

‰ Monitor news coverage and the Internet to assess stakeholder, media, and public reaction to the
crisis; gauge ongoing information efforts based on this assessment

‰ Evaluate the continuing crisis situation to determine next steps:

□ Conduct news briefing as events warrant
□ Provide periodic updates and individual interviews to the media
□ Post updates to the Web site

‰ Update public information documents

‰ Update list of all facts

‰ Revise and update key messages and talking points

‰ Prioritize responses to external audiences

‰ Assess need for additional resources

‰ Receive briefings from field staff, technical experts

‰ Prepare a public information plan for ongoing information efforts and communicate with internal
audiences

‰ Continue to indentify key audiences and provide information efforts accordingly

‰ Continue coordination with outside agency PIOs

‰ Determine when the conclude efforts; announce the conclusion to the news media

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 3CMA: Crisis Communications

Crisis/Disaster Procedures Flow Chart

Step 1: Notification of Occurrence

• Assess Magnitude
• Notify CAO, other managers, if appropriate 1. Where did the incident occur?
• Notify Department Directors, elected officials if directed 2. What happened?
• Monitor occurrence to determine if go to Step 2 3. Are there injuries or deaths?
4. Who is involved and responsible?
5. When did events occur?
Step 2: Information Gathering 6. How could it have happened?
• Determine extent of situation 7. Where might the problem expand?
• Confirm facts; answer questions in box right ►
• Coordinate at incident scene, if situation requires
• Make determination if a full communications team should be organized

Step 3: Activate Emergency Public Information Team / Plan

• Coordinate information flow with affected county agencies
• Inform Management, Department Directors, Public Information staff

Step 4: Initiate Response / Action Plan

• Draft materials (holding statement, press release, Q&A, fact sheet, web presence, employee notice)
• Make staffing assignments
• Determine need for Media Briefing Center

Step 5: Initiate Internal Information Dissemination

• Inform managers not yet aware of or involved about the incident
• Disseminate alerts to all employees, board/commissioners, chamber of commerce, others partners
• Work with HR to manage information about injured/impacted employees, if applicable

Step 6: Initiate External Information Dissemination

• Distribute media statements/materials
• Conduct briefings (phone, Media Briefing Center)
• Post information on web site / activate site (inform media about web site as information source)
• Determine if other agency PIOs should gather to address media’s needs
• Evaluate all external audiences and need for various available communications tools

Step 7: Incident Information Flow

• Continuous update of statements / releases using all appropriate communications tools
• Maintain incident log (written, visual: stills, video) & contact log
• Implement media monitoring for accuracy; correct reports as needed
• Evaluate need for additional staffing resources / implement shift system to meet staffing needs

Step 8: Conduct Incident Wrap-Up / Post Incident Review

• Analyze media coverage, community feedback
• Provide feedback regarding crisis response
• Revise crisis public information plan

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 3CMA: Crisis Communications

Sample Messages, Press Release/Holding Statement

“Key messages” are the main points that all readers/listeners should know about the county, the response
to the incident, and its ability to resume normal operations. These are employed in crises and disasters.
Typically, three to four key messages will be developed for each major area of the crisis or disaster
response.

A key message is the core content for all the county’s public information tools. A key message is not a
fact or statistic, but rather a statement that succinctly communicates what the public needs to know about
the county’s perspective on the incident.

Message Development Questions

• What are the facts? What happened?
• Who are your audiences? Who has been affected by this event? Who is upset or
concerned? Who needs to be alerted to this situation?
• What are those audiences’ perceptions and information needs?
• What do the media want to know?
• How should you show empathy?
• What is your policy on this issue?
• What are you doing about this issue? How are you solving the problem?
• What can you do to keep this from happening again?
• What other agencies or third parties are involved? What are they saying?
• What should the public be doing?
• When will more information be available?

Preparing an Initial “Holding” Statement

The public information staff assigned to preparing materials should prepare an initial holding statement at
the onset of the incident. Reporters will likely call before all the facts have been gathered. In such an
instance, a simple statement acknowledging the situation shall be prepared. The short statement avoids
"no comment" and acknowledges that the county recognizes the need to cooperate with the media and
inform the public. This document will be the foundation for all future written communications. By
following a few basic principles when writing the holding statement or news releases, the county will
better meet the news media’s needs.

1. Tell the most important information in the lead paragraph.

2. Answer four of the five "Ws"--Who, What, Where, and When. Explain WHAT the incident is. Identify
WHO is involved in the incident as well as the resources and equipment involved. Tell WHERE and
WHEN the incident occurred. Explain WHAT action the county is taking to mitigate or respond to
the incident. Do not explain WHY the event occurred unless complete information is available and
has been approved. Attempting to explain the WHY without complete information is merely
irresponsible speculation and can seriously undermine communication efforts.
3. Write remaining information in descending order of importance. If the media cuts off the bottom of
your story, they will cut information that is least important to the public.
4. Explain technical points in simple language. A direct quote can add the human element to otherwise
technical information and help explain a situation or event in layman's terms. Tell the real story.
Avoid using language that is overly bureaucratic.
5. Be concise. A good news release is judged by the quality of information it communicates, not by its
length. Stop writing when you've said all you need to.

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 3CMA: Crisis Communications

Workplace Violence at County Facility

Messages

• The violent act that occurred at the County of ________ Hall of Administration/facility/property
has activated a comprehensive emergency response. County officials have diligently prepared
for many types of incidents, including ones like this.

• The incident was contained within one facility, and although investigations and related follow-up
activities will continue for several days or weeks, all other facilities are in full operation.

• The County’s top priority is the safety and security of our citizens, businesses, visitors, and
employees.

Sample Copy for “Holding” Press Release

The violent act that occurred at the County of ___________ Hall of Administration/facility/property has
activated a comprehensive emergency response. County officials have diligently prepared
for incidents of this nature.

The incident was contained within one facility, and although investigations and related follow-up activities
will continue for several days or weeks, all other county facilities are in full operation. The County’s top
priority is the safety and security of our citizens, businesses, visitors, and employees.

The following emergency personnel and agencies responded to this incident:

____________________________________________________________________________________
____________________________________________________________________________________

We know of the following fatalities/injuries. State and federal privacy laws limit our ability to provide any
additional information:
____________________________________________________________________________________
____________________________________________________________________________________

The following facilities were affected:

____________________________________________________________________________________
____________________________________________________________________________________

Other information:
____________________________________________________________________________________
____________________________________________________________________________________

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 3CMA: Crisis Communications

Delivering Messages: Transitions/Flags/Bridges

“Transition to Message” Phrases

• Another thing to remember is . . .
• Now that you’ve covered _______, let’s
• That’s an interesting question, it
move on to _______ . . .
reminds me of . . .
• You may be asking why ____ is true . . .
• Before I forget, I wanted to mention . . .
• While ________ is certainly important,
• Let me put it in perspective . . .
don’t forget that ________ . . .
• What’s important to remember, however
• As I said . . .
...
• What I really want to talk to you about is Flags
...
• What’s most important is . . . Flag your messages by calling attention:
• And don’t forget . . . • The key thing is…
• Before we get off that subject/topic, let • The best part about…
me add . . . • What you really need to know is…
• That’s not my area of expertise, but • There are three points we need to
what I can tell you is . . . remember…
• That’s a good point, but I think you’d be
Turning Negatives to Positives
interested in knowing that . . .
• What I’m here to talk to you about is . . .
• Yes, that’s been said, but let’s not forget
• Let me just add . . .
that…
• That reminds me . . .
• I agree with you about _______, and I
• Let me answer you by saying that . . .
think it illustrates an interesting point…
• Let me give you some background
• What we do know is…
information . . .
• The real question here is…
• Let’s take a closer look at . . .
• As I said before…
• That’s an important point because . . .
• What you should know is . . .
• What that means is . . .

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 3CMA: Crisis Communications
Investigating the Local Budget . . . A Reporter’s Checklist

The Budget
• Spells priorities of a local government
• Check for responsiveness: citizens’ concerns, development plans, mission statement
• Check against promises and pledges
• Get raw data; plug into spreadsheets
• Multi-year: 3-5 years; a decade’s worth
• Compare with preceding years
• Proposed vs. final
• Distribution across sectors, departments
• Public hearings
• Line items
• Budget threshold limits
• Regular and supplemental budgets
• Budget realignments
• Budget codes

Budget: Balancing Act

• Income (Revenue) = Spending (Expenditure)

Income: Taxes
• Are there new or higher taxes?
• Who are tax exempt? Who got tax breaks or discounts?
• Who are the tax delinquents? Were they fined? Who benefits from tax amnesty?
• Who are the top taxpayers?
• How healthy are industries that make up the local tax base?
• How diverse is the local tax base?
• When was the last time the local government updated assessment values?
• What are tax valuations of public officials and their friends compared to their neighbors?

Income: Other means

• Regulatory and service fees
• Aids and grants
• Corporate: Loans, bonds, economic enterprises

Spending (Expenditure)
• Spending vs appropriated amount
• Comprehensive annual financial report
• Accomplishment reports
• Budget document
• Agencies involved in budget review and accountability

Contracts: What to look at

• Is there an appropriation?
• Is it in the procurement program?
• Who’s on the vendors’ list?
• Check everything: From big- to small-ticket items

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 3CMA: Crisis Communications

Contracts: Red flags

• No public bidding
• Rigged bidding
• Narrow specifications
• Splitting of contracts
• Change orders
• Cost overruns
• Overpricing
• Under-deliveries and non-delivery (ghost delivery)
• Inferior or substandard products or service
• Double payments
• Red tape

Contracts: Also look for…

• Conflict of interest
• Corruption
• Sources of information
• Comparative analysis

Payroll
• Nepotism
• Special and confidential positions
• Casuals
• Appointments to juicy positions
• Ghost employees
• Employee overtime
• Incentives, benefits for select group

Perks
• Expense account
• Travel
• Cell phone calls
• Acquisition/use of government property and supplies for personal use
• Discretionary spending: intelligence funds, development funds

Audits
• Who audits?
• How thorough the audit?
• Which agency or unit is unaudited?
• How did auditors audit?

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 3CMA: Crisis Communications
Why Good Companies (and local agencies) Say Dumb Things

Being quoted in a news story often is viewed as a high-wire act by many business executives.
Part of this anxiety comes from occasionally seeing embarrassing or simply daft comments in the
press attributed to seemingly intelligent business people. At the same time, most businesses have
a responsibility (and an enlightened self-interest) to create a dialogue with the media and to
respond to press questions. The majority of U.S. companies now recognize that talking to the
press is part of doing business. Increasingly rare is the situation expressed by Tom Cooper,
former president of Bank of America, who noted, "Business people complain like hell about
what's in the newspaper, then they turn around and refuse to talk to reporters."

Nonetheless, misunderstanding and distrust still mark the general business approach to the press,
and interviews are put in the category of necessary but distasteful. How can business executives
fulfill their responsibility to answer press questions, yet have confidence that the comments
attributed to them and their companies will not be embarrassing? As a first step, they might see if
their own organizations’ shortcomings are reflected in the following list of ten major reasons
why good companies say dumb things:

Shooting from the Hip - Talking before thinking is an error that cuts across all levels of an
organization. It can arise from the unrestrained exuberance of management, exaggerations by
line personnel or the release of unverified information by staff people. Intelligent comments in
the press most often are the result of accurate and up-to-date information combined with
forethought and preparation.

Reporting Relationship - Generally, the greater the distance between the CEO and
communications staff, the greater an organization's propensity for saying dumb things. In some
companies, communications is placed under the marketing or legal function and broad corporate
goals may be, quite naturally, subsumed to the more narrow objectives of the operating or staff
units. Under marketing, corporate comments may trend toward the promotional, while the
lawyer's natural urge to protect against liability by saying little, can result in corporate comments
that seem obtuse or unresponsive.

Organizational Hurdles - Some companies have such a complex and cumbersome organizational
structure that a timely response to media inquiries is nearly impossible. In these instances, a
newspaper could go to press with a story leveling charges against a company, noting that the
company response was "No comment."

Attempting to Control Information - Some organizations seek to control information, particularly

bad news, with the goal of limiting negative reaction. But attempting to hide the facts of a story
only puts a company in a position of covering up, severely damaging its reputation. The
tendency to stonewall reaches absurdity when managements face problems and say, "Don't tell
the communications people, they may have to talk to the media."

Failure to Anticipate, Plan and Prepare - In crisis situations, a company's communication ability
is severely tested, often bringing a higher incidence of potentially damaging comments. Through
effective crisis communications planning, a company can anticipate and better manage its
comments in stressful situations.

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 3CMA: Crisis Communications
"Why Should We Talk to the Press?" -- An enlightened approach to the media is not universal.
Some managements do not accept the legitimate right of the media to ask questions of public
companies or large private entities. This attitude often is combined with a lack of appreciation
for the power of the media to influence, for good or bad, the perception of the company. Talking
to the media can help an organization build a reservoir of understanding and goodwill with
constituencies and the public.

Who Talks to the Press? - Some managements still fall into the trap of saying, "Have the PR
people talk to the media, that's what we pay them for." Reporters are quite willing to talk with
knowledgeable sources, but they also want access to the people who are managing and operating
the company. There are issues and concerns which management must be open to discuss with the
media. Otherwise, the organization looks foolish or appears to have a siege mentality.
Management can help reporters write from an informed position, and more readily assure
accurate, fair and balanced coverage.

Inadequate Briefing - Some embarrassing comments in the press are the result of inadequate
preparation. Any dialogue with the media should be taken seriously, and briefings by media
relations professionals can help executives tell their company's story more effectively and focus
their comments on the interests of the reporter.

Unauthorized, Unprepared, Undaunted - A survey conducted for a major company found that
individuals who were the very least qualified to talk to the media had the greatest confidence in
their ability to answer press questions; while more knowledgeable and experienced individuals
expressed caution. Having unauthorized or unprepared people talking to the press without fear
can be a communications nightmare. While reporters may bridle at an organization's desire to
funnel inquiries through a company's PR staff, this practice helps a company provide qualified
spokespersons.

Communications People Not Involved - Most CEOs would not consider a financial issue without
input from the chief financial officer nor make a legal decision without the general counsel's
advice. However, many managements make policy and operating decisions with vast
communications implications, with little or no involvement by the company's public relations
professionals. One company, for example, made a quick personnel decision to have employees
sign a silence agreement as part of their severance package. The furor rapidly escalated to a
nationwide story based on the company's alleged attempt to stifle first amendment rights. The
story above also is an example of an organization inescapably saying dumb things in the press
because it has, in fact, taken dumb actions. Here, there is no remedy but to substitute good
actions for bad actions, admit error and apologize.

Contrary to popular culture, the core of media relations and press communications is not the
"spin doctoring" of messages. Communication that best helps an organization achieve its goals is
based on a foundation of accuracy, honesty, completeness and candor. Certainly, the press is not
perfect and errors inevitably will arise in stories. However, an efficient organizational structure,
effective communications staff, and appropriate policies and practices can decrease dramatically
the instances of good companies saying dumb things in the media.

Maurice E. Healy, is president of Healy, Partners & Company, a San Francisco-based public
relations and communications firm. Reprinted with permission.

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 3CMA: Crisis Communications

Scott Summerfield
Principal
SAE Communications

Scott Summerfield is an expert in public agency strategic communications with nearly two
decades of award-winning public information/public participation experience, along with tenures
at several other organizations focused on community issues. Scott specializes in assisting
organizations with their communications plan development and training programs, and
supervises SAE Communications’ San Francisco Bay Area activities from his Pleasanton office.

Scott is the former Public Information Officer for the City of Newark and managed the largest
grant program in League of California Cities history, supervising a team of nine consultants
throughout the state who worked with local communities to implement waste prevention public
education and public participation projects.

Community meeting facilitation and structuring of public input processes are a cornerstone of
his municipal background, and Scott’s public participation approach of identifying all possible
affected audiences and then creating a communications program to reach each audience
member has served his organizations well.

Scott also served as Director of Communications for the Oakland Chamber of Commerce. The
Oakland native is a graduate of San Diego State University with a bachelor’s degree in
Telecommunications/Film.

Scott is a past president of the California Association of Public Information Officials (CAPIO)
and recipient of their lifetime achievement award; a board member of the Bay Area Sports Hall
of Fame; a former executive board member of the City-County Communications and Marketing
Association (3CMA); a board member of the Bay Area Cable Excellence Awards; a guest
lecturer at the University of Southern California, Annenberg School for Communication in Los
Angeles; and is a crisis communications instructor at the California Specialized Training
Institute.

2934 Victoria Meadow Court

Pleasanton, CA 94566
925-249-9320
[email protected]

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