Crisis Communications:Are You Prepared?

April 14, 2015

Healthcare Marketing &Physician Strategy Summit

Crisis CommunicationsTop 6 Survival Tips

Susan M. AlcornSenior Vice President/Chief Communications Officer

Rochester Regional Health System Annual Revenues: $1.9 billion Total Licensed Beds: 2,000+

- Medical/Surgical; Obstetrics; Rehabilitation; Behavioral Health; Nursing Homes

Team Members: 14,000+- Physicians: 2,000+ (600+ employed physicians)- Volunteers: 3,000+

Potential Regional Customers: 1,000,000+ Locations:

- 15 counties in greater Rochester, NY region- Global Lab Services: US, England, India, Singapore, China

Full Continuum of Care:- 5 acute care hospitals; 7 long term care/post-acute facilities; 5 ambulatory centers;80+ physician practices; 7 housing facilities; Multiple ancillary and specialty services

What is a crisis?Unplanned event that has the potential to:

Significantly affect the integrity or reputation of anorganization; its employees, patients or members and theirfamilies; the system’s standing in the community,image/reputation or operations

Poses a significant economic or legal liability.

Examples: legal disputes, criminal acts, accidents, fires,floods, pandemics, manmade disasters, acts of terrorism,large-scale events in the community, etc.

EBOLA

Data Breaches

Handling the crisisIf handled correctly, the negativefallout/damage of the crisis/disastercan be minimized.

Do not wait for the crisis to occur.Be prepared.

Values

Don’t Stop 1.

2.

3.

4.

5.

6.

SurvivalTips

A crisis Communications Plan is not a substitutefor your organization’s CRISIS or DISASTER PLAN.It is part of it.

1.Plan

• Who’s in charge?• Audiences• Channels• Spokespeople• Resources• Infrastructure• PRACTICE!

Know when to apologize or showempathy.

Do not be defensive.

2.

Empathy2.

Stay true to your organization’s values.

Focus on patient care, commitment toquality, honesty.

Values3.

Tell your employees (and other internalaudiences) first.

Avoid an information vacuum. Tell as much as you can. Shortens the news cycle and

protects your brand.

Transparency4.

The spokesperson is a message! CEO, physician, board member? Use multiple channels. Second-party endorsements.

Channels5.

Communication doesn’t stop whenthe crisis has passed.

Brand recovery. Debrief.

Don’t stop6.

Thank you.

Hepatitis C Investigation

Kathy DeanSystem VP Communications, Marketing & Public Affairs

A crisis communicationscase study

• 10 hospitals• 900+ medical group• Regional laboratory• 16,000 caregivers• Proud to be a

values-based ministryfor more than 150 years

PeaceHealth

Hepatitis C Investigation

Timeline Summer 2012: Index patient admitted December 2012: Notification to PeaceHealth Throughout 2013: Investigation February 2014: Reasonable-suspicion event April 2014: Possible connection identified

Joint incident command with countypublic health

3.

Timeline May 5, 2014: Media breach, first news conference May 5, 2014: Opened call center and launched

microsite May 19, 2014: Letters mailed to patients May 20, 2014: Second news conference September 10, 2014: Announcement: no evidence

of link

Plan:

2. Conscious decisions Leadership moment First and foremost, do the right thing

• Ensure patients’ well-being• Transparency• Convenient testing options for patients

- Logistical and operational impact• Testing at PeaceHealth’s expense

Fastest route to restoring trust

Plan:

Plan:

Decision to go into unified/jointcommand

Channels- Microsite, face to face, social media, call center,printed, etc.

- Scripts, scripts… and more scripts

Spokespeople- Media training- Message practice

Plan:

Plan:

Control the message

Control the message:

Tell it first Tell it all Tell it yourself Get others to tell it Keep telling it

But first what is the message?

Determining the message led toanother leadership moment Decision point

- Do we divulge the former employee’s role…or not?- Legal perspective- Highest PR ground- Business case

Control the message:

Control the message:

Tell it first, tell it all, tell it yourself We prepared two communications plans

- The primary plan with our own timing; and- The contingency plan for a media breach

Internal communications must come first- Leadership stand-up meetings- Rounding with talking points- Handouts for caregivers to share withpatients, guests

Control the message:

Get others to tell it Clark County Public Health role

Keep telling it Microsite updates Leadership and caregiver forums Board updates Rounding

- Provide talking points

Express empathy“We sincerely apologize to patients and their families for theanxiety and inconvenience caused by the investigation.”– Sy’s opening remarks

“We sincerely apologize for the anxiety this news will causeour patients and their families.” – Microsite

“I’m sorry about this whole situation, but it’s important for youto be tested.” – Phleb script

Outcomes 80 percent tested No decline in patient volume Strengthened perception of integrity

- Organization- Leaders

Consumer survey results

Majority have heard of exposure riskand believe PH handled it appropriatelyor exceptionally well

Key takeaways Do the right thing - set the bar high Tell your organization’s story - set the context People and relationships - invest wisely Teamwork is vital - executive and

communications Plan for contingencies - expect the unexpected Remember empathy - it’s the right thing

Thank you.

Nationwide Children’sHospital

Donna Teach

Our story: 2006-2013“The children of Central Ohio are the real recipients of this mostgenerous gift,” said Jon Fitzgerald, president of the Children’sHospital Foundation.

“We are indebted to corporate citizens such as Abercrombie & Fitchfor their tangible commitment to the welfare of children. This kind ofsupport speaks to an understanding that because children are ourfuture, the future is only as strong and healthy as our children.”

The “Abercrombie & Fitch Emergency Department and TraumaCenter” will be part of a new main hospital facility, scheduled tobreak ground in 2008 and open in 2011.

$10 MillionAbercrombie & FitchGift BenefitsColumbus Children’sHospital

Abercrombie & Fitch Advertising

3.

2008:

2008: Wave l

2.When a corporate donationraises protests

Mr. Fitzgerald took issue with a contentionin the letter that the hospital agreed to “sellnaming rights” to Abercrombie & Fitch inexchange for the $10 million.

“We don’t sell naming rights,” Mr. Fitzgeraldsaid. “We as a nonprofit accept gifts tosupport our mission. We’re looking forphilanthropic support.”

JUDY HENDRICKSON, HENDERSON, NV – The prostituting of our countrycontinues...where is the line drawn when it comes to money. AF has no morebusiness being named on an ER/Trama center for a children's hospital thanElliot Spitzer should be called a statesman.

Andy Checo, NEW YORK, NY – There is nothing wrong with this. This iscorporate dollars going to good use. Kudos to Nationwide, A&F and LimitedToo, for their generous donations. This should set an example for othercorporate brands to invest in good causes.

Marla Harris, PITTSBURGH, PA – I totally agree with NYNY. The public needsto understand the high level of funds needed to build (or enhance) a start-of-the-art medical facility. These types of gifts are keeping the healthcare feesdown; otherwise, you would see the associcated costs in your bills. I bet theactivist would rather have their children treated in the state-of-art facilityverses a run-down one...

2012 – Wave ll: Hospital Opening

A very different experience… 1:1 meetings with key internal stakeholders External signage covered until ED opening Social media alignment/monitoring Reactive media statement Prepare for prompt response No other proactive communication

recommended

2013:Wave lll

Learnings Define your position and stand your ground Internal first Speed counts Selective media response – more isn’t always

better! Follow the public voice PT Barnum might have been right after all…

Thank you.

Navigating a DataBreach

Kim FoxVice President, Jarrard Phillips Cate & Hancock, Inc.

Recent Examples

• Medical records, laptop stolen• Vendor leaves patient data

accessible online• Documents thrown into dumpster• Computers donated without erasing• Physician sends unencrypted data to

home email• Hackers

Not if…but when.

What can it do?

• Damage your brand.• Impact trust.• Affect your bottom line• Trigger CMS, OCR, FTC investigations.• Prompt lawsuits.

• Give you an ulcer.

Action Steps

• Get organized. Create an incidentresponse team. Tightly coordinate.

• Lock it down. Stop further non-permissible use.

• Understand law requirements.• Carefully weight risk tolerance and

comfort level.

Action Steps

• Provide all required notifications.• Media• OCR• State

• Create the communications plan• Vehicles• Audiences• Timeline• Core messages

Action Steps

• Create your materials.• Letters• Talking points• FAQ• Phone script• Website copy• Media protocols and statement• Internal email

Action Steps

• Ensure dialogue is two-day.• Patients will have questions.• HIPAA and state law will require it.• Consider a dedicated website and call center.• Equip your own employees with info to respond to

patient questions.

Action Steps

• Look for recovery opportunities.• Implement (and communicate) corrective actions.

• Document your actions.

Thank you.