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

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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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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

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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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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