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Crisis Communications PlanningA Guide for Providers
National Hospice and Palliative Care Organization
Table ofContents
Understanding a CrisisWhy Have a Crisis Communications Plan? ...................................................................................... 5What Do We Mean by Crisis? ......................................................................................................... 7Procedural Overview ...................................................................................................................... 8
Responding to the CrisisEstablishing the Crisis Team ......................................................................................................... 13Responsibilities of the Crisis Team ................................................................................................. 14Crisis Response Recommendations ................................................................................................. 16
Analysis and StrategiesDevelop a Plan ............................................................................................................................ 21Audience Analysis ........................................................................................................................ 23Image, Political and Legal Assessment ............................................................................................ 25Analyzing the Crisis to Form Strategy ............................................................................................ 26Developing Messages .................................................................................................................... 28Initial Statement for Release ......................................................................................................... 31
SpokespeopleSelecting and Working with a Spokesperson .................................................................................... 35Spokespeople Do’s and Don’ts ........................................................................................................ 36Briefing Spokespeople ................................................................................................................... 39
Resources and ChecklistsUseful Resources During a Crisis ................................................................................................... 43Checklist for Holding a News Conference ..................................................................................... 44Crisis Manual Contents ............................................................................................................... 46Manual Distribution and Upkeep ................................................................................................ 48
Appendix: Sample FormsContact Lists, Incident Information Sheets, Media Inquiry Logs ...................................................... 51
Understandinga Crisis
Understandinga Crisis
Crisis Communications Planning�
© 2006 National Hospice and Palliative Care Association �© 2006 National Hospice and Palliative Care Association
Why Have aCrisis Communications Plan?
llorganizations,atonetimeoranother,willbefacedwithacrisisofsomedegree.Whenacrisisstrikes,communicationiscriticaltoprotectingtheorganization’sreputationandabilitytofulfillitsmission.Aswiftandeffectiveresponsecanpreventachallengingsituationfromescalatingintoafull-blowncrisiswithfar-reachingnegativeimplications.Thekeytorespondingwellinacrisisispreparation.
Awell-designedcommunicationsplanreflectsyourorganization’scommitmenttoquality.Byhavingaplaninplace,youarepreparingyourstafftoeffectivelyhandlecommunicationsrelatedissuesthatariseduringacrisis.Acrisiscommunicationsplanshouldbeakeycomponentofanorganization’soveralldisasterresponseplan(NewsLine/Insights,9/05,offersfurtherthoughtsaboutdisasterpreparedness).
ThisguideisdesignedtohelpNHPCOmembersdevelopacustomizedcommunicationsplanthatwillprepareyouforthewiderangeofemergenciesthatmayoccurinanorganization.Apredetermined,proactivecrisiscommunicationsprocessisessentialinmaintainingpublicandstakeholdertrust.Andnothingismoreimportanttohospiceandpalliativecareprovidersthantrust.
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A crisis is any event or situation that could:Hinderahospiceorpalliativecareprogram’sabilitytooperate.Damageanorganization’sreputationwithstakeholderswhosesupportisessentialtotheitsongoingoperationandsuccess.
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Crisis Communications Planning6
What Do We Mean byCrisis?
tisimportanttothinkabouttherangeofeventsthatmightleadtoacommunications/PRcrisis.Eventsthatcouldconstituteacrisisforahospiceorpalliativecareproviderinclude:
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Quality of CareAllegationsofinappropriateorinadequatecare.Medicalerror.Allegationsrelatingtoassistedsuicide.Complaintsregardingstaffinteractionswithfamilymembers.Diversity-relatedcomplaints(lackofsensitivitytoethnic,racial,culturalorfaith-basedissues).Health/safetyviolationsexposingpatients,familiesorstafftoharm.
Disaster, Accident or CrimeNaturaldisaster(e.g.,hurricane,flood,earthquake,wildfires).Majorfire,explosion,terrorism,bombthreat.Extendedutilityoutage—power,water.Violencecommittedontheorganization’spropertyorinvolvingitsstaff.
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Management IssuesPolitically-chargedlegislativeorregulatoryissues.Illegal/immoralactscommittedbystafforvolunteers.Governmentalinquiryorallegation.Financialmismanagementorfraud.Accidentsorunlawfulactsinvolvingmedications,medicalwasteorhazardousmaterials.Lawsuitofaninflammatoryorsensationalnature.Employeeprotestsorunrest.Layoffs,reductionsinservice.Highprofile/celebritypatient.
National Trends/StoriesPainmanagement/pharmacologyissues.Discussionsofassistedsuicide.Nursingshortage.Gasprices,energyshortage.Advancecareplanningdiscussions.
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ProceduralOverview
Crisis Communications Planning�
tisimportantforallorganizationstodevelopacomprehensivecrisisplanthatiseasytounderstandandcanbeimplementedquickly.Thefollowingoverviewoffersastructuraltemplateforhospiceandpalliativecareprogramsdevelopingtheirownplan:
Planning & ResponseAllorganizationsshouldhaveadesignatedCrisisTeamthatisassembleduponidentifyingacrisis.ACrisisTeamiscomposedofseniormanagement,communicationsstaff,andothersappropriatetothesituationathand.TheCrisisTeamwillgatherinformation,decideacourseofaction,andmanagethecrisisresponse.AllmembersoftheCrisisTeamshouldunderstandtheirroles.Identifyingwhodoeswhatbeforeacrisishitsisimportant.TheCrisisTeamshoulddesignateanofficialspokesperson,whowillbethesinglepointpersonforallcommunicationswiththenewsmediaandotherinterestedparties.Allstaffshouldbeawareofthepersonhandlinganyinquiriesrelatedtothesituation,andshoulddirectallinquiriestothatperson.
Crisis IdentificationAllmanagersandsupervisorsshouldbemadeawareofwhatkindsofsituationsmayconstituteacrisis.Anyemployeewhobecomesawareofapotentialcrisisshouldtakeresponsibilityforquicklybringingtheproblemtotheattentionofhisorherimmediatesupervisor.AnIncidentReport(seeAppendixforsampleform)shouldbepreparedwiththefactsavailable.Thisshouldbedoneasquicklyaspossible,sothatfactsanddetailsarerecalledaccurately.
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Internal NotificationThehighest-rankingmanagerinvolvedintheemergingcrisisshouldimmediatelyalertappropriateseniormanagement,and/orthechiefcommunicationsofficer.ThechiefcommunicationsofficershouldserveasthepointpersontoalerttheCrisisTeamandothermembersoftheseniormanagementstaff,asneeded.Ifthecrisisisofanextremelyurgentnature,thechiefcommunicationsofficershouldimmediatelynotifypersonnelwhointerfacewiththepublicandnewsmedia(e.g.,switchboard,receptionist,security)toadvisehowincomingcallsandnewsmediaarrivingonthepremisesshouldbehandled.
Media TrackingAcrisiscanresultinafloodofmediainquiriesthatmaybelocal,regional,ornational.Bepreparedtologallcallsthatcomein.Alogshouldinclude:nameofcaller,nameofpublicationormediasource,officephone,cellphone,fax,email,generalnatureofinquiryandanydeadlines.AsuggestedMediaInquiryFormisincludedintheappendixofthisguide.
EvaluationOncethecrisishasbeenresolved,theleaderoftheCrisisTeamshouldberesponsibleforconductinganevaluationoftheorganization’scrisisresponseforreviewbyseniormanagement.
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Respondingto the Crisis
Respondingto the Crisis
Crisis Communications Planning12 Crisis Communications Planning12
Establishing theCrisis Team
veryorganizationshouldhaveitsowndedicatedCrisisTeaminplacebeforeacrisiseverdevelops.Thisisagroupthatwillhandlemanyofthedutiesthatariserelatedtoacrisissituation(thisguidefocusesoncommunicationresponsibilities,inparticular).Youshouldalsobecertaintomaintainanup-to-datecontactlist(seesampleformintheAppendix)foralloftheindividualsontheCrisisTeam.
Depending on the nature of the crisis, the following individuals and entities may be appropriate to include on the Team:
CEOandseniormanagement.Chiefcommunicationsofficerandkeycommunicationsstaff.Seniormanagerinthedepartmentorfunctionalareaatthecenterofthecrisis(e.g.,forapersonnelissue,thedirectorofhumanresources).Riskmanagementpersonnel.Boardleadership(especiallyinacrisiswithcommunityrepercussions).Legalcounsel.NHPCOstaff.Outsidepublicrelationscounsel.Supportstaff(e.g.,executiveassistanttotheCEO,databaseadministrator).
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heCrisisTeamshouldberesponsibleforallcommunicationsactivitiesthatarepartofanorganization’sresponse.AllmembersoftheCrisisTeamshouldunderstandtheirareasofresponsibility,andforwhattheyareaccountable.Thecleardelineationofwhodoeswhatshouldbeestablishedwellbeforeacrisisoccurs.Thereisnoroomforterritorialdisputesamidstacrisis.
The following list of responsibilities should be assigned to Crisis Team members:
Bepreparedtoassembleandaddressasituationassoonasitarises.CompleteanIncidentReportifonehasnotalreadybeencompiledbythemanagerinvolvedintheemergingcrisis;taketheleadoncompilingthebasicfactsandchronologyoftheeventorissue.(SeeAppendixforsampleIncidentReportform).Makeapreliminaryassessmentonscopeofincidentandlevelofmediainterest.Determinewhetherimmediateresponsetomediaisappropriate.Alerttheswitchboard,receptionist,security,etc.toadvisethemonhowtohandleanymembersofthemediaorpublicarrivingon-site,andtodirectallmediainquiriestotheindividualassignedtohandlesuchmediainteraction.
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Responsibilities of the Crisis Team
Crisis Communications Planning1�
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Responsibilities (cont’d):Prepareanewsrelease/statementandadditionalkeymessagesrelatedtocrisis.Designatetheprimaryspokespersonandkeepthatpersonwell-informedthroughoutthedurationofthecrisis.DecidewhetheraCrisisTeammembershouldbesenttotheincidentsite,ifthereisnotonetherealready.Establishaclearprotocolforwhowillapproveallcommunicationsbeforetheirrelease(e.g.,usuallyCEOandlegalcounsel).Fieldsmediainquiriesandinitiatecontactwithmediawhenappropriate,includingregularmediabriefingsifthecrisiswarrantsit.Determinewhetheranon-sitemediacentershouldbeopenedanddetermineappropriatestaffingbasedonavailablecommunicationsresources.Makewhateverarrangementsarenecessaryforcontinuingtocommunicatethroughoutthedurationoftheincident,includingdesignatingback-upspokespeopleandmakingprovisionsforrespondingtomediaduringoff-hours.Afterthecrisisisover,taketheleadonanalyzingallaspectsofthecrisisresponseforlessonslearned.Incorporaterevisionstothisprocedure,asnecessary.
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Crisis ResponseRecommendations
Crisis Communications Planning
stheCrisisTeambeginstoaddressthesituation,keepthesepointsinmind:
Gather the factsFindoutexactlywhathappened.Designateamemberoftheteamtogatherthefacts,andcompilealistof“whatweknow”and“whatwedon’tknow.”Followuponalloutstandingquestions.
Take responsibilityIftheorganizationdidsomethingwrong,admitit.Generally,it’shelpfultogetallinformationout.Thentellhowyouareimplementingpolicychangestomakesureitdoesn’thappenagain.
Show compassionLetyourhumanityshow.Alwaysshowconcernandrespectforvictims.Whereappropriate,expressthesorroworregretofthestaffandtheorganizationasawhole.
Don’t speculateOnlytalkaboutwhatyouknowtobetrue.“Idon’tknow,butI’llgetbacktoyouwhenIknowmore,”isaperfectlyacceptableresponseduringacrisis.
Speak with one voiceDesignateaprimaryspokespersonandchannelallmediarequeststhroughthatperson.Allstaff,boardmembers,orotherswhomaybecontactedshouldknowwheretochannelinquiriestheymightreceive.Otherspokespeoplemaybedesignatedasback-ups,butnooneshouldspeaktothemediawithoutfirstcoordinatingwiththeprimaryspokesperson.
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continuedBe responsive to the media and track inquiries
Don’thide.Evenifyoudon’thavealltheanswersyet,returnreporters’phonecallsandletthemknowwherethingsstand.Promisetogetbacktothemwhenyouknowmore.Keepalogofallmediainquiriesandcalls.
Broaden the issue when possibleProvidecontextforwhatishappening.Ifthecrisisispartofalargerissueorprobleminsociety,makeaudiencesawareofthebiggerpicture.
Keep key audiences informed, but tell employees firstAsageneralrule,trytoannouncenewsaboutthecrisistoemployeesandotherinternalaudiencesfirst,oratleastsimultaneouslywithannouncementtothenewsmedia.Throughoutthecrisis,keepkeyaudiencesinformedaboutwhatyou’redoingandwhy.
Seek resolutionItisoftenthedurationofcrisisratherthanthecontentthatdamagesreputationandmorale.Itisclearlyunhealthyforanyorganizationtooperateincrisismodeindefinitely.Eveniftheorganizationhasdonenothingwrong,itmaybenecessarytoenactchangestodefusethesituationorreassurekeyaudiences.TheCrisisTeamshouldactdecisivelytotrytobringacrisistoclosureassoonaspossible.
Analysis and Strategies
Analysis and Strategies
Crisis Communications Planning20
Develop a Plan
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ndevelopingtheoverallstrategytoguidetheorganizationanditscommunicationactivitiesandmessages,herearesomebasicpointstothinkabout:
WHATdoyouwantpeopletoknow?WHOistheaudienceyouaretryingtoreach?HOWdoyouintendtocommunicate?WHENdoyourmessagesneedtogetout?
Aspartofthisplan,includethefollowingimportanttools:KeymessagesQuestionsandanswersNewsreleasesorstatementsTimeline
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Crisis Communications Planning22
AudienceAnalysis
T heCrisisTeamcanusethefollowinglistasaprompttoidentifyalloftheconcernedaudiencesthatyourorganizationwillneedtoreachduringaparticularcrisis.Identifyindividualsorgroupsthatthemediawillseekoutandassesstheirabilitytohelpresolveorinflamethecrisis.Determinehowandwhenyouwillneedtocommunicatewitheachoftheseaudiencesinordertokeepthemproperlyinformedandsupportiveofyourprogram’smanagementofthecrisis.Foreachaudience,askwhatisthebestmeanstoreachthem(e-mail,letter,meeting,postingonWebsite?)andwhatarelikelytobetheirkeyconcerns/needs.
Internal AudiencesEmployeesManagersBoardActivevolunteers
External AudiencesPatientsFamilies/lovedonesPhysiciansReferralsourcesClergyPotentialvolunteersVendorsStatehospiceorganizationsLocal/regionalcareprovidersandotherhospicesinthesamemediamarketLocalandstatepartnershipsandcoalitions
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DonorsNHPCOFundingsourcesRegulatoryagenciesPartnerorganizations/groupsCommunityleaders/advocatesBusinesscommunityLocal,state,nationalpublicofficialsLocallawenforcementNext-of-kinofvictims/casualtiesNeighboringbusinesses/residentsStateemergencypreparednessofficials
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Crisis Communications Planning2�
Image, Political and LegalAssessment
ImageWhatisthethreattotheorganization’sreputation?Howwillpeoplereact?Whatcanwedotomaketheirreactionmorepositive?Whatelseisgoingoninthecommunityorinsocietythatcouldaffecthowthiscrisisisperceivedbythepublic?Whatothermessagesisyourprogramprojectinginthemarketthatcouldberelevanttothecrisis(orpotentiallylookcontradictoryorhypocritical)?Consideryourcurrentadvertisingordevelopmentcampaignsthatareunderway.Keepinmindotherpublicoutreachactivitiesthatmightbescheduled.Forexample,ifacommunitypresentationhasbeenonthecalendarforsometime,andastoryhitsthenews,yourspeakershouldbepreparedtoaddressthisorrefertoanotherstaffmemberwhomayneedtobeaddedtotheevent.
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PoliticalWhatarethepossiblepoliticaland/orregulatoryramifications?Howmightpoliticalleadersreact?Whatkindsofleveragecanpublicofficialsuse?Legislation?Regulatory?Bullypulpit?Istherethepotentialforelectedofficialstousethecrisisaspartoftheirownagendaorasanexampleofanissuetheyareadvancing?
LegalCouldthisresultinalawsuit?Isthecrisisitselftheresultofalawsuit?Ifso,whatistheorganization’sdefense?Whatarethevariouslegalscenarios?Whatisthetimelineforlegalreviewsandchallenges?
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I tisalwaysimportantinanycrisis,toanalyzepotentialimage,political,andlegalramifications.Considerthesequestions:
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Analyzing the Crisis toForm Strategy
tisoftendifficulttodecidehowproactiveyoushouldbewithyourcommunications,butagoodruleofthumbistoassesswhethertheissuewill“gopublic”withorwithoutformalcommunicationsfromyou.Ifitwilleventually“leakout,”yourhospiceorpalliativecareprogramisbetterservedbycommunicatingwithcandorandcompassiondirectlytoyourstakeholders,ratherthanallowingtherumormillormedia(includingmediathathaveapropensitytosensationalize)totellthestory.
TheCrisisTeamshouldconducta“bestandworstcasescenario”analysisthatsetsstrategicdirection,providescontingencyplanning,andsetsrealisticexpectationsforoutcomes.
Start with the best case scenario: Considerthepossibilityof“keepingitinternal”butberealistic.Asyoustrategizeaboutthebestcasescenario,askthesequestions:
Whatareourstrengths?Whoisonourside?Cantheybemobilizedtoactivelysupportus?Isthereanopportunitytomakethis“goaway?”Whatwouldthatrequire?Whataretherisksofthatapproach?Whatcouldeasethesituation?Whatmustwedotomakethathappen?
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continuedNow switch to the worst case scenario: Imaginetheworstthatcouldhappen,askingthesequestions:
Whatareourvulnerabilitiesinthisparticularsituation?Arethereotherorganizationalvulnerabilitiesthatcouldnegativelyaffectthissituation?Whomightvoiceopposition?Whatwilltheysayordo?Howcredibleistheopposition?Towhatdegreeshouldweaccommodatepublicopposition?Whatcouldfurtherinflamethecrisis?Howdoweavoidthat?Whatinformationdowewanttoremainconfidentialunderanycircumstance?Whatwillwedoifitgoespublic?
Finally, determine the probable outcome: Itusuallyfallssomewherebetweenthebestandworstcasescenarios.Usethisanalysisasaguidetotacticaldecisionsinmanagingthecrisis.
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DevelopingMessages
Y ourorganizationshouldknowexactlywhatitwantstosay.Thisusuallyinvolvesdevelopingspecifickeymessages.Indevelopingthesekeymessagesthatwillguideyourorganization’spublicresponsetothecrisis,considertheseguidelines:
Developnomorethanthreekeymessages.ExpandoneachmessagewithappropriatesupportingfactsandstatisticsKeepthemessagessimpleandfreeofjargon.Themessagesshouldcommunicateyourresponsetothecrisis,butalsoreinforceyouressentialmissionandphilosophy.Usethemessagesasthebasisforallstatements,pressreleases,mediainterviews,letterstokeyaudiencesandothercommunications.Whileyoumayupdatethemessagesasnecessary,shouldeventsunfoldandcircumstanceschange,sticktoyourthreekeymessages.Avoidsaying,“nocomment.”It’sbettertosteerresponsesbacktowardyourkeymessagepoints.
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Sample Key Messages about Hospice
“Hospice:It’sAboutHowYouLIVE”Key Message One:Hospice Care is the model of high-quality, compassionate care that helps patients and families live as fully as possible.
SupportingPoints:HospicecaredformorethanonemillionAmericans,andtheirfamilies,lastyear—anumberthatcontinuestogroweveryyear.Thefocusinoncaring,notcuring.Hospiceutilizesaninterdisciplinaryteamofhealthcareprofessionalsandtrainedvolunteersthataddresssymptomcontrol,painmanagement,andemotionalandspiritualsupportexpresslytailoredtothepatient’sneedsandwishes.
Hospiceisnot“givingup,”norisitaformofeuthanasiaorphysicianassistedsuicide.
Key Message Two:Hospice Provides the Care Americans Have Said They Want.
SupportingPoints:AGalluppollrevealsthatclosetonineoutoftenadults(88%)wouldprefertodieintheirhomes,freeofpain,surroundedbyfamilyandlovedones:Hospiceworkstomakethishappen.NationalHospiceandPalliativeCareOrganizationresearchshowsthat94%offamilieswhohadalovedonecaredforbyhospiceratedthecareasverygoodtoexcellent.U.S.DepartmentofHealthandHumanServiceshasindicatedthatexpandingthereachofhospicecareholdsenormouspotentialbenefitsforthosenearingtheendoflife,whethertheyareinnursinghomes,theirownhomes,orinhospitals.
Key Message Three:Hospice Care is Not Limited to Six-months of Service.
SupportingPoints:TheMedicareHospiceBenefitrequiresthataterminally-illpatienthaveaprognosisofsixmonthsorless:Thereisnotasix-monthlimittohospicecareservices.Hospiceeligibilityrequirementsshouldnotbeconfusedwithlengthofservice.Apatientinthefinalphaseoflifemayreceivehospicecareforaslongasnecessarywhenaphysiciancertifiesthatheorshecontinuestomeeteligibilityrequirements.UndertheMedicareHospiceBenefit,two90-dayperiodsofcare(atotalofsixmonths)arefollowedbyanunlimitednumberof60-dayperiods.
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Initial StatementFor Release
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Initial StatementFor Release
ATAPPROxIMATELY___(TIME)TODAY___(DATE),A___(FIRE,ExPLOSION,
CRIMINALINCIDENTETC.)OCCURREDATTHE(HOSPICEORPALLIATIVE
CAREPROVIDER).
EMERGENCYSERVICES(ASAPPROPRIATE)ANDLAWENFORCEMENT
PERSONNELARENOWRESPONDINGASWELLAS___(OTHERSUPPORT
RESPONSEGROUPSORLOCALMUNICIPALITIES).
ASALWAYS,OURMAjORCONCERNISFOROURPATIENTS,THEIRFAMILIES
ANDOURSTAFF.WEARECURRENTLYDETERMININGDETAILSOFTHE
INCIDENTANDWHAT,IFANY,EFFECTTHISMIGHTHAVEONOURABILITY
TOPROVIDESERVICES.ASMOREINFORMATIONBECOMESAVAILABLE,
WE’LLKEEPTHEMEDIAINFORMED.
MEDIACONTACT:___(SPOKESPERSON)WILLSERVEASTHE
ORGANIzATION’SOFFICIALCONTACTWITHTHEMEDIA.
O ften,reporterswillcallbeforeallthefactshavebeengathered.Insuchaninstance,asimplestatementacknowledgingthesituationisuseful.Theshortstatementavoids“nocomment”andacknowledgestheneedtocooperatewiththemedia.SeethesectiononSpokespeople Do’s and Don’tsformoredetails.
Spokespeople
Spokespeople
Crisis Communications Planning3�
Selecting and Working with aSpokesperson
nmostcases,itisrecommendedthatoneindividualshouldbeidentifiedtoserveasspokesperson.Insomecases,thiswillbethechiefcommunicationsofficer,butothersituationsmaycallfortheCEOoramanagerwithspecialexpertisetobethespokesperson.Thedesignatedspokespersonmayormaynothavehadmediatraining.Mediatrainingcanbeavaluableinvestmentforanorganization.OthermembersoftheCrisisTeamwillbenefitfrommediatrainingtoensurecomfortandknowledgewhenfacedwithasituation.
In selecting a spokesperson, keep these guidelines in mind:
Ideally,thespokespersonshouldhavesomelevelofmediatraining.UtilizetheCEOorpresidentinthosecaseswhereitisimportanttodemonstratethatthetopexecutiveinyourprogramisincommand,istakingresponsibility,orthatyoutaketheissueveryseriously.Remember,though,thatusingthetopexecutivecanelevateanissueifthispersonisnotusuallyhigh-profile.Matchthepersonalityofthespokespersontothetoneandcontentofyourmessages.Forexample,ifitisimportanttoconveysympathyorconcern,chooseaspokespersonwhocaneffectivelycommunicatethoseemotions.Theroleofthespokespersonistoprovideinformationandserveasanofficialpoint-of-contactforthemedia.Theyshouldbeprofessional,understandtherolethatthemediaplays,andunderstandwhattheymayormaynotdiscuss.
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SpokespeopleDo’s and Don’ts
Do’s:Focusonthreekeymessagesthatyoureallywanttogetacrossandrepeatthemduringtheinterview.Keepanswersshortandtothepoint.TV/radioreporterswant“soundbites”ofnomorethan10to15seconds.Trytobridgeyourkeymessagesthroughouttheinterview.Beconsistentinallanswerstoallaudiences.FollowyourexistingpolicyonHIPAAcomplianceregardinganyreleaseofpatientinformation.Useatechnicalexperttohelpcraftkeymessagesandconductinterviews,ifpossible.Thereisnosubstituteforknowledge.Ifthequestionsareoutsideyourareaofexpertise,findanappropriatetechnicalspokespersonwithintheorganization.Ifyouuseatechnicalexperttospeaktomedia,ensurethatthetechnicalexpertispreparedwithyourkeymessages.Ifthetechnicalexpertonthesceneisnotagoodcandidatetoprovideinterviews,incorporatetheirexplanationsintothekeymessagesyourprimaryspokespersonprovides.Speakinclear,simple,commonterms.Avoidjargon;thisisaspecialconsiderationwhenusingatechnicalexpert.Considerhumansafetyfirst.Whenhumansafetyorotherseriousconcernsareinvolved,dealwiththoseconsiderationsfirst.Youcan,andshould,acknowledgeconcernwithoutadmittingculpability.Focusonyourmainmessages,butberesponsivetoallinquiries.Ignorecamerasandmicrophones.Facethereporter.Don’tlookawayorupatthesky.Duringvideotapedinterviews,it’sallrighttostopyourstatementandstartover.Aboveall,remaincalm.Donotbeintimidatedintoansweringquestionsprematurely.Youmaytellareporterthatyouneedtoclarifyanimportantmatterbeforeyoucananswerquestions.Ifyoudoso,besuretofollow-uppromptly.
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Don’ts:Donotspeculateonwhathappened,orwhytheincident/emergencyoccurred.Avoidcastingblameonindividualsorotherentitiespendingathoroughinvestigation.Ifcasualtiesareinvolved,donotreleasenamesoffatalitiesorinjuredunlessyouknowforcertainthatnextofkinhavebeennotified.(Inthiskindofsituation,forexampleafirewithlossoflife,itismostappropriateifpolice/fireofficialsreleasecasualtyinformation.)Donotprovidepersonnelinformationotherthanconfirmationoftheaffiliationwithyourhospiceorpalliativecareprogram.Thisisespeciallyimportantincasesofpurportedcriminalactivity.Youmaybeaskediftheorganizationperformsbackgroundchecksonemployees.Answer“yes”or“no”butdonotreleaseanyinformationabouttheresultsofabackgroundcheckifonewasperformed.Donotusenegativelanguage.Donotletreportersputwordsintoyourmouth.Donotminimizethesituation,especiallytheaffectonpatientsorotherindividuals.Avoidthe“nocomment”responsebecauseitoftenleadsthereportertospeculation.Ifyoudon’tknowtheanswertoareporter’squestionorifyoucan’tdiscusssomething,explainwhyinsimpleterms.Steercommentsbacktoyourthreekeymessages.Donotanswerquestionsyoudon’tunderstand.Askforclarification.Occasionally,thiscanbeusedtobuytimeandthink.Donotresortto“offtherecord.”Makeonly“ontherecord”statements.Neverlie,underanycircumstances.
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continued
3� Crisis Communications Planning
BriefingSpokespeople
pokespeoplescheduledtotalktothemediashouldbeprovidedbackgroundinformationinadvanceoftheinterview.Thispolicyshouldbefollowedeveniftheinterviewisabriefphonecall.
Background information should include the following:Date,timeandlocationoftheinterview.Nameofthereporter.Nameofthepublication,wireserviceorstation.Yourorganization’sexperiencewiththereporterorpublication—tohelptheexecutiveunderstandthedegreeofcautionneededinthisinterviewandtoprepareforthespecificreporter’sapproach.Subjects/issues/questionstobecoveredasrequestedbythereporter.Yourpositionorrecommendedresponseandthedataneededtodiscussthesesubjects.Keymessagesyouwishtocommunicateintheinterview.Listofotherexecutivestobeinterviewedduringthisvisit,includingkeytopicsandmessagesyousuggesttheotherexecutivescover.Issues,ifany,thatthespokespersonshouldavoidandtipsonhowtosidestepthem.Backgroundinformation/statisticsthatwouldbeusefulintheinterview.Proposedlengthoftheinterview.
Ifpossible,thisbackgroundmaterialshouldbeconveyedinwritingsothespokespersonhasachancetoreviewitcarefully.Incriticalsituations,itisalsousefultoprepareathoroughsetofquestionsandanswerstodefinetheorganization’spositions.Theseareinvaluableinpreparingfortheinterview.
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Resources and Checklists
Resources and Checklists
Crisis Communications Planning�2
Useful ResourcesDuring a Crisis
ndevelopingthecrisisplanforyourhospiceorpalliativecareprogram,theCrisisTeamleadershouldgiveadvanceconsiderationtoequipmentandfacilitiesthatmaybeneededduringafull-blowncrisis,suchas:
Cellularphones,pagers,two-wayradiosorothercommunicationsdevices.Laptopcomputer(s)withInternetaccessanddiscsfordocumentstorage.Portableprinterorsomeothertypeofprintingsource.Faxmachine.Accesstocable-equippedtelevision,VCR,andradio.Identificationofanearbyhotelormeetinghallthatcouldbeusedasacommandcenterormediabriefinglocation.
Thecrisisplanshouldincludespecificdetailsonhowtheseresourceswillbegatheredifacrisisstrikes.Forexample,youmaydeterminethataparticularconferenceroomthatisequippedwithcableTVwillserveasthecrisiscommandcenter,thatcertainstaffordepartmentswithtwo-wayradioswillloanthesetotheCrisisTeamforthedurationofthecrisis,etc.
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© 2006 National Hospice and Palliative Care Association �3
Checklist for Holding aNews Conference
namajoremergency,itmaybenecessarytoholdanewsconferencetoupdatethemediaondevelopmentsoralertallinterestedoutletsatthesametimeratherthanconductaseriesofinterviews.Hereisachecklistshouldanewsconferencebenecessary.
PreparationDeterminethebesttimeandnotifymediaoftimeandlocation.Compilealistofnamesofreporters/editorswhowillattend.Yourorganizationshouldmaintainanup-to-datemedialist.Developandcompilebackgroundinformationofinteresttoreporters,suchasfactsheets,maps,statistics,historiesandbioinformation.Invitecommunityleadership/officialsasappropriate.Assignsomeonetohandlethephysicalarrangementsofthenewsconference.Ifyouhavethecapabilities,makeavideorecordingofthenewsconference.Makesurechairs,tables,podiums,etc.areinplace.Briefstaffonthesubject,speakersandscheduleofevents.Prepareopeningstatementandreviewwithleadspeaker.Reviewanticipatedquestionsandanswerswiththespeaker.Checkallsoundequipmentandtaperecorderspriortotheconference.Developasign-insheetforattendeenamesandaffiliations.Prepareamediaalertindicatingthedate,time,andlocationofthenewsconference.Preparefollow-upnewsreleases.
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Crisis Communications Planning��
During the News ConferenceEscortmediatotheconferenceroom.Useasign-insheettokeeptrackofwhoattended,makesureyougettheircontactinformationifyoudon’thaveitalready.Distributebackgroundmaterials.Haveassignedstaffmembersopentheconferenceandestablishthegroundrules.Monitorquestionsandanswersclosely.Makeanynecessaryclarificationsbeforetheendoftheevent.Ifyouhavetheresources,videotapeormakeanaudiorecordingofthenewsconferenceforyourrecords.
Afterward/Follow-UpHandlerequestsforfollow-upinformation.ItmaybehelpfultoprovideawrittentranscriptofthenewsconferencetoseniorstaffandtheCrisisTeam.Youmaychoosetoreleaseitexternally.Monitorcoveragereceived—contactanynewsorganizationthathasanerrorinitsreportandoffercorrectfactualinformation.Atanappropriatetimeoncethecrisishascleared,conductalessonslearnedreviewandupdatethecrisiscommunicationsplanasappropriate.
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© 2006 National Hospice and Palliative Care Association ��
Crisis ManualContents
T hecrisisplandevelopedforyourhospiceorpalliativecareprogramshouldbecompiledintoamanualorbinderforeaseofreferenceduringanactualemergency.
This manual should include the following:Acrisisplanningdocument,customizedforyourhospiceorpalliativecareprogram.Thisguideisahelpfuladditiontoyourmanual.Emergencycontactlists(withhomeandcellphonenumbers)forseniormanagement,Board,outsideconsultants,keysupportstaffandotherswhomaybecalleduponduringacrisis(seeAppendixforsampleContactListform).Instructionsonhowtoaccessthedatabaseforkeyaudiencessuchasstaff,physicians,donors,communityleaders,media,etc.IncludeinformationonwhoisthekeeperofthedatabaseandhowtheCrisisTeamcouldaccessitafterhours.Alsonotewhateverback-upprovisionsareinplaceforthisinformation(i.e.ifyouradministrativeofficewasdestroyedinafire,whereisaback-updiskofyourstafflistkept?)Basicinformationonhowtogeneratecommunicationsduringoff-hourswithouttheassistanceoftheregularsupportstaff,e.g.:
Proceduretoissueane-mailalerttoallstaff.Proceduretogeneratelabelsforamailing,ifnecessary.Proceduretoissueapressreleasetomedia.
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Alistofthird-partyexperts(withtheircontactinformation)whocanbecalledupontospeakonyourhospiceorpalliativecareprogram’sbehalforprovidebackground/contextonanissue.Thislistmightinclude:
NHPCOstaff.Localornationalacademicexpertsorthoughtleadersonend-of-lifecare.Publicofficialswhoarefriendsofyourhospiceorpalliativecareprogramorwhohavesponsoredsupportivelegislation.End-of-lifecarecoalitionsoradvocacygroups.
Basicfactsheetonyourhospiceorpalliativecareprogram,includingdetailssuchas:Whenfounded.Numberofpatientsservedannually.Numberofemployees.Accreditationsandcertifications.Awards,rankings.
Listofemergencyequipment/resources,indicatingwherespecificitemscanbefoundorwhocanprovidethem.Forexample:
Listofstaffwithtwo-wayradios,electroniccommunicationdevicesandhowtoobtainthem.Laptop,printer,fax,TVandradiothatcanbeusedtosetupacommandcenter.Preferredoff-sitelocationifneededforcommandcenter(e.g.anearbyhotelormeetingspace)withcontactnameandphonenumber.
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ManualDistribution & Upkeep
hemanualshouldbedistributedtothoseleadersintheorganizationwhomaybecalleduponduringacrisis.
Typically, this list would include:CEOandseniormanagementBoardchairChiefcommunicationsofficerandstaff
Oncethecommunicationscrisisplan/manualiscomplete,itshouldbepresentedandexplainedatameetingofyourmanagementteam.Inaddition,youshouldcommunicatetoyourentirestaffthatacrisisplanfortheorganizationhasbeendevelopedandthataspecificpolicy/procedurenowexistsforhowtorespondtoacrisis.Thiscommunicationshouldexplainingeneraltermswhatkindsofevents/issuescouldconstituteacrisisandimpressonallstafftheimportanceofalertingtheirimmediatesupervisortoanysituationwhichcouldposearisktotheorganization.
Afewkeyindividuals,typicallytheCEOandcommunicationsofficer,shouldkeepacopyofthismanualathome,orsomeotheroff-sitelocation.
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© 2006 National Hospice and Palliative Care Association ��
Manual UpkeepAssignsomeoneintheorganization(oftentheCEO’sexecutiveassistant,communicationscoordinator,ormemberoftheCrisisTeam)thejobofupdatingtheinformationinthemanualonanongoingbasis.Asmanagersandotherkeypersonnelchange,getnewcellphonenumbers,etc.:thenewinformationshouldautomaticallybeforwardedtothepersonresponsibleforupdatingthemanual.Copiesofupdatedpagesshouldbedistributedtoallmanual-holdersforinsertionintheirbinders.Inaddition,theentiremanualshouldbeupdatedonceayeartoidentifyanyoutdatedinformation.
Forthoseproviderslivingingeographicareaswherenaturaldisasterscomewiththeseasons,itisvaluabletoreviewandupdateyourplanpriortothecommencementofhurricaneseason,fireseason,floodseason,etc.Evenareviewupontheonsetofwinterweatherwouldbeappropriate.
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Appendix:Sample Forms
Appendix:Sample Forms
Guidelines: Crisis ContaCt list
KeyCorporateOfficials OfficePager/CellPhone Fax Home
CEO
Publicrelationsdirector
Boardchair
Seniormanagementteam
Legalcounsel
PRcounsel
othe
rs as
nec
essar
y
Guidelines: Crisis ContaCt list
KeyCorporateOfficials OfficePager/CellPhone Fax Home
CEO
Publicrelationsdirector
Boardchair
Seniormanagementteam
Legalcounsel
PRcounsel
othe
rs as
nec
essar
y
inCident information sheet
Notes Date Time InitialReport Update
Describetheincident
Indicatewhentheincidentoccurredandwhencrisispersonnelfirstresponded
Describewhichcrisisgroupsareresponding
Indicatewheretheincidentoccurred
Estimatethenumberofpatientsandemployeesevacuatedoraffected
inCident information sheet
Notes Date Time InitialReport Update
Describetheincident
Indicatewhentheincidentoccurredandwhencrisispersonnelfirstresponded
Describewhichcrisisgroupsareresponding
Indicatewheretheincidentoccurred
Estimatethenumberofpatientsandemployeesevacuatedoraffected
media inquiry telephone/e-mail loG sheet
Call/E-mailreceivedfrom:
Contactname,phone/cellnumber,email
MediaPublicationorOutlet/Location
DeadlineforResponse
Message
Date
Time
Notes
Notes
Notes
Notes
ReturnCall/E-mail:
media inquiry telephone/e-mail loG sheet
Call/E-mailreceivedfrom:
Contactname,phone/cellnumber,email
MediaPublicationorOutlet/Location
DeadlineforResponse
Message
Date
Time
Notes
Notes
Notes
Notes
ReturnCall/E-mail:
Notes
�� Crisis Communications Planning
© 2006 National Hospice and Palliative Care Association ��
Crisis Communications Planning60
Notes
National Hospice and Palliative Care Organization
1700 Diagonal Road, Suite 625Alexandria, VA 22314
www.nhpco.org