Crisis Communications Plan

UPDATED: DATE

Contents
1.Key Objectives/Assumptions
1.1Goals at time of crisis
1.2Planning Assumptions
2.Reputational Risk Assessment Summary
3.Relationship with Incident Command Team
3.1Team Members
3.2Responsibilities
3.3Meeting locations
4.Preparedness/Mitigation
4.1Definition of Preparedness/Mitigation Phase
4.2Messaging
4.3Training
5.Response
5.1Definition of Response Phase
5.2Assess, Activate and notify
5.3Organize and give assignments
5.4Draft messages
5.5Release information to stakeholders
5.6Tools: Internal dissemination options
5.7Tools: External dissemination options
5.8Policy: Data disclosure
5.9Monitor, maintain, make adjustments
6.Recovery
6.1Post-incident Review
7.Plan Maintenance
8.Exercises/Drills
  1. Key Objectives/Assumptions
  2. Goals at time of crisis

The overarching objective is to ensure that ORGANIZATION employees, patients, visitors and the general public feel confident that the emergency is being effectively managed through the following means:

  • An efficient flow of timely, accurate and credible information and instruction before, during, and after a crisis or emergency;
  • Appropriate communication with external emergency response organizations;
  • Timely communication among key internal and external partners; and
  • A system of information to affected or interested target audiences through internal and external communications channels.
  • Planning Assumptions
  • Demand for information by affected and interested individuals and groups will be high.
  • Our initial communications are targeted to those directly affected: ORGANIZATION employees and contractors, patients, and visitors.
  • Dissemination and sharing of timely, accurate, and credible information among stakeholders (affected, interested, and influential target audiences, including the media) is one of the most important facets of emergency response.
  • Tailored information will have to be communicated to various target audiences.
  • It is likely that particular individuals and groups will be hard to reach, including people who are hearing and visually impaired.
  • It is highly likely there will be widespread circulation of conflicting information, misinformation, and rumors during an emergency.
  • Communication must be coordinated among all relevant individuals and groups to ensure consistent messages.
  • Advance training will be an important part of the ORGANIZATION’s crisis communications strategy.
  • Negative consequences will affect those who experience a large-scale emergency, either first hand as survivors or observers. The effects can include anxiety, depression, family disruption and violence, substance abuse, absenteeism, and other related physical and mental health symptoms. Every effort needs to be made to prevent such negative outcomes.
  • If, in the estimation of the Crisis Communications Team, ORGANIZATION will be overwhelmed by media attention, it will engage with outside public and media relations council as set forth in this plan.
  1. Reputational Risk Assessment Summary

Each year, ORGANIZATION evaluates risks to its reputation. The resulting list, shown below, helps the organization prioritize the communications that will be drafted in advance. This should not be construed as an exhaustive list.

Category / Risk / Rating / Rationale
1 / Low-Mod / Moderate Likelihood, Low Severity
2 / Moderate / Low Likelihood, High Severity
3 / Mod-High / High Likelihood, Moderate Severity
4 / High / High Likelihood, High Severity
  1. Relationship with Incident Command Team

ORGANIZATION has adopted the Incident Command Team (ICT) structure, using the Incident Command System (ICS) to respond to emergency situations. When the ICT is activated, the ORGANIZATION Public Information Officer (PIO) reports to the Incident Commander, coordinating all emergency communication and information dissemination activities. During an emergency when the ICT is not activated, the PIO reports to the Administrator on Call (AOC).

ICT activities are conducted in concert with others in the emergency response network (local authorities and other nearby institutions).

All Marketing, Research and Communications (MRC) staff performing a function during an emergency activation will report through the PIO to the Incident Commander to ensure that all messaging is consistent.

3.1Team Members

Role / Name / Details
Public Information Officer
(This role exists only when the Incident Command Team is activated) / Main point of contact for high level communications and keeping administration informed, coordinate with localities as appropriate
Liaison Officer / Embeds with Joint Information Center if one is created. Provides ORGANIZATION’s voice among various emergency response stakeholders.
Internal Communications / Relays appropriate information to employees (via email, intranet, and in-person updates, if needed)
Media Relations / Main point of contact for media requests/logistics of news conferences, etc.
Media Liaisons / May be assigned a media outlet or several to be their main point of contact for the duration of the event. Will capture and fulfill media requests as necessary.
Social Media / Relaying up-to-date information, media updates, and general public/patient safety information through ORGANIZATION’s social media channels. Monitoring comments and alerting ICT of developments.
Web Editor / Launch an emergency webpage with relevant updates and resources (could have two sections, one for media and one for patients/general public resources. Web team would be responsible for making sure updates are published and live on the website.
Service Line Consultant / Coordinates with appropriate physicians, employees
Patient/Family Liaison / Relays appropriate information to patients involved or family members, coordinates physical space for family to receive updates and stay comfortable
ORGANIZATION Direct / Providing general public information updates to anyone who calls into the 800 phone number
Photographer / Document events/updates as need for our own internal use in the future or as needed during actual event

3.2Responsibilities

In a crisis situation, the ORGANIZATION Communications Team is responsible for internal communications, external communications, involvement with the Incident Command Team, working with the appropriate spokesperson, and family coordination.

Incident Command Team Presence:

Public Information Officer

  • Once the incident command team has been activated, a Public Information Officer (PIO) will be assigned by the Incident Commander.
  • During incidents that involve media showing up on-site, two people will need to coordinate PIO efforts – one staying in the Emergency Operations Center (EOC – located on the fifth floor in the police suite at ORGANIZATION), and the other stationed with the media at a determined location.
  • PIO responsibilities include gathering information, drafting all communications/messaging, working with the Incident Commander to approve communications, distributing communications to appropriate people, and preparing spokespeople.
  • Secondary PIO responsibilities include providing updates to the media on-site and coordinating with the PIO in the EOC.
  • As appropriate and coordinated through the Administrator On-Call and the Incident Commander, a Code E should be sent to ORGANIZATION employees informing them of the incident. Regular updates will be provided through the Code E. Note that a more detailed email to administrators and senior leadership may be necessary to provide additional information.
  • As necessary – either during or after the incident – communication to community hospitals should be drafted informing them of the incident.

Liaison Officer –

  • In the event that a Joint Information Center (JIC) is created, a liaison to represent ORGANIZATION will need to be identified by the Incident Commander. This person will be responsible for communicating information obtained from the EOC and coordinating with the PIO. Additionally, s/he will need to report information from the JIC back to the EOC.

Internal Communications:

  • The ORGANIZATION intranet website should be utilized for emergency events. Creating a page, specifically used only to provide updates related to the incident, is appropriate.
  • Internal communications should be consistent with any external communications generated for the media and public. The internal communications team should coordinate efforts with the PIO.

External Communications:

All external communications should direct the public and media to the ORGANIZATION Newsroom. As additional information is received from the PIO, new content will be shared through newsroom posts. External components to consider:

  • Social media – alert the public of new posts to the newsroom as necessary and share the link to the newsroom.
  • ORGANIZATIONClinic.org website – activate the red alert strip on the homepage linking to the newsroom.
  • ORGANIZATION Direct – direct all callers to the newsroom. If needed, create a “hold” recording with this information included in the message.
  • Photography – utilize photographer/videographer to capture moments that can be used for media and public communications, and to document emergency response.

Spokesperson Information:

The PIO should work with the Incident Commander to identify a spokesperson or spokespeople. This may include both clinical and administrative representation.

  • For all incidents, include CEO/President.
  • For incidents that involve the Emergency Department, include______.
  • For incidents that involve Infectious Disease, include ______.
  • Depending on the incident, ORGANIZATION may or may not be leading the conversation. If the Centers for Disease Control and Prevention, Virginia Department of Health, or other agencies are managing the event, we will support their efforts but allow them to assume the role as the primary contact for media.
  • If it is necessary to provide on-going updates to the media, 11 a.m. and 3 p.m. press conferences are preferable to allow the media opportunity to gather new information for upcoming broadcasts.

Family Coordination:

  • Family members that show up to the hospital (not related to incident) should be taken to the ORGANIZATION Board Room. This area is private, can be closed off, features technology that may be useful for communicating with patients, and has the conference room next to it for additional privacy.
  • EAP and chaplains should be notified if families need assistance.

3.3Meeting locations

Option / Location (and Address) / Set-up Procedure / Recommended Usage
1 / Incident at ORGANIZATION that denies access to media
General issue
For up to 6 satellite trucks
2 / Incident at ORGANIZATION that denies access to media
Back-up location
For up to 20 satellite trucks
3 / Large media response with satellite trucks
For up to 50 satellite trucks
4 / Large media response with satellite trucks
For up to 100 satellite trucks
  1. Preparedness/Mitigation
  2. Definition of Preparedness/Mitigation Phase

The preparedness phase is an ongoing process to prepare ORGANIZATION for providing timely, accurate, and credible communications in a crisis. This includes developing communications in advance to mitigate effects of an incident or issue and entering into partnerships with outside counsel that could be called upon to assist in a situation that overwhelms ORGANIZATION resources.

Activities for the preparedness phase include the following:

  • Conduct an annual Review of Reputational Risk to identify key risks and develop communications to address them.
  • Develop or update a crisis communication plan, including identifying outside counsel who could assist should ORGANIZATION’s resources be overwhelmed.
  • Determine the functions needed to carry out the plan.
  • Determine the resources needed to carry out the plan.
  • Prepare the team to carry out the plan.
  • Messaging

Messages that can be included in fact sheets, news releases, answers to frequently asked questions, and web sites relating to a wide range of crisis communication scenarios should be prepared in advance.

4.3Training

Training resources and opportunities should be made available to support training and education of spokespersons and those involved in crisis communication.

  1. Response
  2. Definition of Response Phase

The Response Phase is defined as the steps taken, from a communications perspective, during a crisis. It assumes that ORGANIZATION has activated its Incident Command Team.

Communication Objectives During the First 12 hours
1 / Acknowledge the event with empathy.
2 / Explain and inform target audiences using clear and concise language.
3 / Provide emergency courses of action (including how and where to get more information).
4 / Establish ORGANIZATION spokesperson credibility.
5 / Commit to stakeholders and the public your continued communication.
6 / Assess whether ORGANIZATION’s resources will be overwhelmed and engage with outside counsel as necessary.

5.2Assess, Activate and notify

Task / Task Description
1 / Public Information Officer (PIO) or designee is notified by the Incident Command Teamor the Administrator on Call of the incident or issue by email, text or phone.
2 / PIO determines who the current Incident Commander (IC) is. The IC will approve any messages.Eliminate any layers or barriers between you and the other members of the core team.
3 / Based on information coming from the Emergency Operations Center (EOC) and the media, determine:
  • Veracity of the information. Can you confirm with third parties that the information is accurate?
  • Severity of the incident
  • Is the event and/or the risk to staff and the public contained in one small locale or spread across a broad area?
  • Is there any indication of criminal or terrorist activity?
  • What is the extent of media coverage, if any? Are media reports accurate?
  • Have there been inquiries from employees or the public about the event?
  • Level of threat or risk to staff, patients, visitors, ORGANIZATION operations or reputation, etc.
  • If the incident involves a high-profile patient or the patient could become high-profile, notify the privacy and information security officer and request that they send a privacy alert reminder to all staff.
  • Operating status of ORGANIZATION facilities (e.g. open, closed, building/garage closures, flex-work environment), as noted by the Incident Commander.

4 / Determine where to go:
  • If on ORGANIZATION campus, assemble at the Emergency Operations Center (Security Office) with your laptop or log-in to an EOC computer.
  • If on ORGANIZATION campus and the EOC is unavailable, assemble at the Alternate EOC in the Patient Transportation Center with your laptop or log-in to an EOC computer.
  • If not on campus, stay in your location, get to a computer and log-in.
  • If the incident is occurring at another ORGANIZATION facility, ask the IC where s/he would like you.

5 / After arriving in the EOC or when connected virtually, inform the team that you are there to oversee all communications to stakeholders. Request a situation report to find out what has already been communicated.
6 / Brief the Incident Command Team on any communications impacts you foresee.
7 / Notify Crisis Communications Team of the incident via ORGANIZATION email and request support as needed. Ask if team members are available to assist. Determine how frequently you the team needs to meet.
8 / Notify appropriate external public information officers (Police, Fire, Government, etc.) to receive or provide a situation report and to seek assistance as necessary.

5.3Organize and give assignments

Activate the Crisis Communications Plan, starting with the functions and individuals identified to perform each function. Assign roles and responsibilities, check-in points and timetables.

Organize and Give Assignments: Key Checkpoints
1 / Is each critical function present and working (internal communications, media relations, web team, social media, etc)?
2 / Were specific assignments given to each team or function? (e.g., via liaison with other roles on the Incident Command Team)
3 / Do all those involved know their role and their immediate tasks?
4 / Are any necessary spokespeople identified, contacted, and activated?

5.4Draft messages

Develop information for release. Your target audiences will use three criteria to judge your communication:

  • The speed of communication
  • The accuracy of information
  • How well the message conveys empathy and caring

Your audience will judge your success by the degree to which you take actions and provide messages that increase a sense of:

  • Hope
  • Self- and group efficacy
  • Safety
  • Calm
  • Connectedness

Prepare Information: Key Checkpoints
1 / Have you planned for a timely release?
2 / Has the accuracy of all information been checked and double checked?
3 / Does the message show compassion?
4 / Were the specific audience concerns addressed?
5 / Have you anticipated media questions and developed answers?
6 / Has the message been cleared for release?

5.5Release information to stakeholders

Depending on the perceived severity of the threat and the level of media activity, the Incident Command Team must determine the need for and scope of emergency communications.

Protocol: Dissemination of information

Task / Task Description
1 / If a message is deemed appropriate, then:
  • Use pre-approved templates to draft holding statement
  • Obtain message approval from on-site Incident Commander and, if necessary, a medical professional with knowledge relevant to the situation.
  • Obtain message approval from other partner agencies (e.g. health department) for external messages.
  • Audience priority should follow:
  • Boards (ORGANIZATION, ORGANIZATION)
  • Senior Management Team.
  • ORGANIZATION employees.
  • ORGANIZATION patients.
  • Coordinating authorities and general public through the media (local media get priority).
  • Determine most appropriate mode(s) of communication. All media should receive the information at the same time.
  • Distribute initial message within 15 minutes.
  • Let audiences know where to find further information.
  • When possible and appropriate, let audiences know when they will receive another update.

2 / Once message is launched to staff, print or send copy and share with EOC and ORGANIZATION Direct.
3 / Ask ORGANIZATION Direct what types of calls and questions they are getting so that those issues can be included in future communications if needed.
4 / Repeat steps 1 through 3 as the situation evolves.
5 / Close out all communications with an “All Clear” message, at the direction of the Incident Commander.

Protocol: InsideORGANIZATION.org Response

Task / Task Description
1 / As necessary, the PIO will request that incident-specific information be posted on InsideORGANIZATION.org. The specific incident page under InsideORGANIZATION.org should remain a public page so that staff may view it from outside the network without needing to log-in.
2 / The internal communications team will create a headline tile on the home page that indicates a steady stream of communications about the incident. Information can include, but is not limited to:
  • Situation reports about the incident and its impact.
  • Directions for staff.
  • Talking points for staff to use with patients and visitors.

3 / The PIO, in conjunction with internal communications staff will determine how frequently information will be updated throughout the incident.
4 / The final message posted should be an “all clear” message, indicating that the incident is over.

Protocol: Social Media Response