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6 Tell the truth, always: The test of a crisis communication plan is how it preserves the nonprofit s integrity and public trust Telling the truth is absolutely essential Understanding and managing media relations is an important aspect of a good crisis communication plan If the Executive Team does not have this skill set, it is important that they obtain training and work with a public relations professional to ensure that the crisis communications plan is effective Accepting and Acknowledging Emergency Donations We live in a very generous society In the event of a crisis, your nonprofit could very well be besieged by kindhearted citizens who want to help There should be plans in place to accept emergency donation of time, talent, and money As we saw in 4, however, the mismanagement of emergency donations brought down the senior executive of the American Red Cross Donors to your nonprofit need to understand where and how their money will be spent If emergency donations to your nonprofit will be spent for a particular program or facility, donors should be advised of this before they make the donation Donors have the right to be fully informed before they make a donation Consider developing protocols to accept emergency cash donations through a variety of venues such as your nonprofit s website, via media coverage, and through correspondence sent to your nonprofit s current donor base In-kind donations are usually offered during a crisis, and the Executive Team, in conjunction with the board, need to decide if the nonprofit will accept these types of donations The Executive Team in conjunction with the nonprofit s development division must establish a procedure to acknowledge these donations in a timely manner By developing an efficient crisis communication plan, the Executive Team can ensure that the nonprofit s public image will remain strong and that its covenant of trust with the community at large will not be damaged Exhibit 72 will help the Executive Team develop an effective communication plan.

1 b2 (s) 1 s b2 (0)

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(958)

Tier 2 providers are something of an endangered species, but they can be considered organizations with a broadband backbone limited to a geographic region Regional providers were an important part of the original National Science Foundation Network (NSFNET) design, but mostly have been acquired by larger providers They buy transit for connectivity outside their regions and are well connected to exchange points within their regions The idea of a tier becomes increasingly hazy as you move down the hierarchy One definition of a tier 3 provider is a metropolitan area provider multihomed to at least two higher-level providers This is a plausible scenario for a local telephone company or other access provider that meets the regulatory requirements for providing direct Internet connectivity to customers Below tier 3, you are increasingly approaching the level of the Internet cafe or the dialup aggregator in a garage

where 1 , , m are the roots of b2 ( s) a (s)b1 ( s) = 0 in the right half-plane {s|Re(s) > 0} Moreover, Pdelay = 1 1 b2 (0)

(959)

Does your nonprofit s crisis communication plan have these components Communication and media relations plan A designated spokesperson and a backup spokesperson who are trained in communications and media relations Important! All staff and volunteers should understand that all media inquiries are to be directed to the designated spokesperson This is to ensure that all information given to the media is accurate and up to date Staff and volunteers also need to know that there are severe consequences for breaching this protocol A prepared statement that can be used in the event of a crisis the statement is prepared in advance and has these talking points: (continues)

There are relatively few models for commercial communications charging Here we will discuss bilateral settlements, transit fees, and sender keep all (SKA)

(9510)

b2 (0) + b2 (0)

The telephone industry has long used the bilateral settlement model, in which telephone companies are compensated both for terminating and originating calls For a number of reasons, this works for connection-oriented but not connectionless packet services Typical settlement models involve long-distance

(9511)

7

12

where b2 (0) is the derivative of b2 (s) at s = 0 Once the roots 1 , , m have been computed, the waiting-time probabilities can be obtained by numerical Laplace inversion of (958) A few words are in order on the computation of the (complex) roots 1 , , m If the interarrival-time density is a phase-type density as well, then equation (959) reduces to a polynomial equation Standard methods are available to compute the roots of a polynomial equation; see Appendix G Another important case is the case of constant interarrival times For the D/P h/1 queue, equation (959) becomes b2 ( s) e sD b1 ( s) = 0 (9512)

For Coxian-2 services this equation is a special case of (956) and has two real roots that are easily found by bisection In general the equation (9512) can be numerically solved by tools discussed in Appendix G In Appendix G we give special attention to the numerical solution of (9512) when the service-time distribution is a mixture of an Erlang (m 1, ) distribution and an Erlang (m, ) distribution 954 The P h/G/1 Queue For phase-type arrivals the Laplace transform a (s) = 0 e st a(t) dt of the probability density a(t) of the interarrival time can be written as a (s) = a1 (s) , a2 (s)