Emergency Preparedness requires aCommunications Plan
Skilled NursingandPost-AcuteCareCenters, AssistedLivingCommunities,andCentersfor Individualswith Intellectualor DevelopmentalDisabilities
1201 LStreetNW,Washington,D.C.20005

EMERGENCYPREPAREDNESSTODAY

EmergencyPreparednessrequiresaCommunicationsPlan

Becausethepartsof an EmergencyPreparednessplan are interrelated,havinga comprehensiveplan isessential.Yetoneproblematicareaofemergencyplanning, especiallyin healthcaresettings(skilled andpost-acutecarecenters,assistedlivingcommunities,and ID/DD centers),isthe Communicationsplan.Transparentand accurate communicationswithstakeholders,especiallythemedia,duringand afteracrisiscontributesto a successfulresolution of theproblem,includinga positiveevaluation bystakeholders andthe public.

The Communicationsplan– consistingof policies,procedures, and anincidentcommandstructure--is the primarytoolmanagementhas toensureemployeesfollow protocolsduringanemergencyin contactingstakeholders,the media, andothers.The MediaOutreach planis anessentialpartoftheCommunicationsplan(seebelow).

To helpsetmanagementon the rightpathto developingacommunications plan,thefollowingsix-pointoutline can be aguidein theprocessofcreatingormodifyingemergencypreparednesscommunicationsprocedures.Usingthesesixstepswill help managementgaugewhenemergencypreparednessis on solidfooting.

CommunicationsPlan:ScopeandSeverity

Duringan emergency(or “incident”),the Communications planshouldgovern allcommunicationswithinanorganizationandwithexternalstakeholders,includingthe media.However, the plan needsflexibility;an organization’smanagementmayonlyneed a portionofthe incidentcommand structure, dependingon the scope and severityoftheemergency, such asan elopementversusa naturaldisaster(hurricane,wildfiresetc.).Irrespective oftheemergency’sintensity, the organization’semergencyresponseteamstays in acommunicationsmode,appropriateto thesituation,forthe duration oftheincident,as wellas after,toensuretransparencythroughouttheprocess.

1.FormaTeam

An earlystepin emergencypreparednessis to designatean EmergencyCommunicationsTeam(ECT),or person,as partof a broaderIncidentManagementTeam. TypicallytheECTwillconsistofthe organization’sleadership;withthe AdministratororExecutiveDirector,orCEOinthe leadanddesignated“Commander.”Butanystaffcanfillanyposition onthe ECT.(Formoreon a typicalchain ofcommand seeinformation on theNursingHomeIncidentCommandStructure.)The firstgoalof the ECT isto evaluatethescope andseverityof the event,gatheraccurateinformationabout it, andreportbackto theCommanderand otherECT members.

In an emergencythere may be limitedorconflictinginformationabouttheeventoritsimpact.“Facts”matterandmay changeseveraltimes as newinformationisavailable.Thus, the ECT

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teamneeds trainingand practiceinevaluatingand communicatingaccuratedetails abouttheemergency.

Planningand practicingfor typicalscenariosand a varietyofmagnitudesofeventsisa keystoneto a successfuloutcome in an actualemergency. When an emergencystrikes,theorganization’sstaffrespondersandspokespersonshould know instinctively whatto doand how toreport“upthechain ofcommand.”

2.PlanAhead

Withthe ECTinplace,theincidentCommanderand spokespersonshouldquicklybegin todevelopcommunications,like a press statementor interview notes,thataccuratelyaddressanticipated(orspecific)questionsfromstakeholdergroups,includingthe newsmedia.Inplanningfor emergencies,animportantroleforthe ECTis to developtemplates of materials tomake outreach moreefficientinthe earlystages ofa crisis.

In an actualemergency, the ECTshouldhavepre-existingtemplatematerials,modifiedtosuitthesituationathand andtailored to various stakeholders(groupsandindividuals).TheECTneeds tocoordinatedistributionofconsistentmessagesacrossallstakeholdergroups.Thisworkswellwhen a specificpersonis thedesignated theofficial spokesperson.He orshewillworkwith theCommander to finalizeinternaland externalcommentsrelatedto theemergency to ensureaccuracyand consistencyof allmessages. (See more under MediaOutreach.)

To kickstarttheECT in workingon the Communications plan,herearea fewinitialprojectsmembers can do:

•Checkrecords ofresidentrelocationand staffcontactsfor accuracy

•Preparea memo to updatestaff on theemergencypreparednessplan

•Practicehow to handlemediainquiries,includingsocialmedia

•Practicehow to handleinquiriesfromfamilies(whomaybe in a panic)

•Brainstormpossiblescenarios/responses

3.KnowtheStakeholders

Astemptingas itmay be, managementshould notrelyexclusivelyon one wayto communicate(e.g.telephone)theirstatements and messages.Thereshould alwaysbe optionsin a planfor usingalternatecommunicationschannels--like text, wiredtelephone,cellphone,Internet,etc.

A keytaskof theECT istodevelop a prioritylistofstakeholderstocontactin variousscenarios,dependingon theseverityorscopeof theevent(e.g.elopement,hurricane).

•Firstresponders(911,EMS,fire,police)

  • Utilitycompanies(power,water,gas)
  • Residents andfamilies

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•Employees,volunteers, andfamilies

•Newsmedia(print,broadcast,internet)

•Regulators(local/state/federal),electedofficials,etc.

•Corporatemanagement(up the chainofcommand)

  • Neighborslivingnearthefacility
  • Statehealthcare associationsand others

4.KnowHowtoContactStakeholders

Have the ECTcompilecontactinformationforeachstakeholdergroupandindividuals;trytoacquiremultipleways to contactthem. The ECTshouldestablish a policyschedule to updatealllists.Otherfactorsinclude:

  • Keep duplicatesin digitaland hard copyform
  • Copies oflistsshould be availableatalternateevacuationsitesalongwithotheremergencyresources
  • Secureliststo protectconfidentialinformationand make itavailableonlyto authorizedusers

5.CommunicationChannels

One personshouldhavefinalapprovalof allofficialstatements.Ideally, thatperson istheCommander,workingwith thespokesperson.Followingaretypicalchannelstodisseminate astatementor othercommunications to stakeholders:

•Pressconference with pressstatement

•Interviewwith themedia

•Telephone

  • Emergencyhotline
  • Phonechain
  • Liveinterview

•Email

•In-facilitybriefing

•Social media(Facebook/Twitter/YouTube)

•Web site

6.HonorConfidentiality

Briefthe ECTonHIPAA compliance and employmentlaw to ensureconfidentialityof coveredinformation.Remindstaff nottospeculate ordiscuss an event,especiallywithmedia.

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Conclusion

In an emergency, the need toreactappropriatelyisimmediate,followed bythe need tocommunicateaboutit.An organizationmustknow its stakeholders and howto communicatewiththemin advance ofeverneedingto actuallydo it.Itiscriticalthat organizationleadershipisprepared, andstaffis empowered, to dealwitha situationwhen ithappens.There’sneveranytime to losewhentryingtopreservelife and property.Stafftrainingis a necessity.

Lackof preparednessinanemergencyhasmany markers,including:

•Emergencyresponses areslow and mostlikelyinadequate

•Residents,patientsand staff areunnecessarilyharmedor stressedout

•Stakeholders,includingfamilies,areuninformedandprobablyagitated

•Localmediaoutletsareoutof theloop

•Thecrisislingerslongbeyond thetimerequired to bringitto aconclusion

Foran organizationidentified as beingunprepared,publicopinionwilldrop and damage its goodname (brand).Tothe public, poorperformance in an emergencyis a seriousbreach of anorganization’scommitmentto caringforpeople.

Preparingdiligentlyfor emergencies is seriousbusiness.Itcan savelivesand property,enhancesa community’sgoodwill,andmayevensaveyourcareer.

EMERGENCYPREPAREDNESSTODAY

The MediaPlan

The keyingredient fordealingeffectivelywithanemergencyis throughpreparing, or updating, aMediaplanas partof a Communicationsplan.Thereis not time to “figure itout” when anemergencystrikes; itis critical to respondquicklyand dealwiththesituationtransparentlyandprovideinformation and answersin a coherent,consistentway.As a ruleofthumb,anorganization’sleadershipshouldrelease astatementinan houror so ofbeingcontacted bythemedia aboutan emergency.

DevelopingtheMediaPlan

Amedia planshouldincludepolicies on how, whenandwho is designatedto talkwiththemedia(see section on“spokesperson”),thesurroundingcommunity,residents,families,andthestaff.

Everyone on staffshouldbeawareofwho theauthorizedspokesperson isand how and when tocontacthimor her. Disseminatethe overallcommunicationsplanto allemployees.

To developa media plan,startwiththesebasicsteps:

1.To prepare,an organization needsto pre-draftemergencystatementsthatincorporaterelevant language orconceptsfromthe organization’smissionstatement(i.e.“importanceof residentsafety”);identifywho to quote as partofthisprocess.Justleave spaceto fill

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in specificdetailsrelated tothe emergency.Use these statementsfor anytype orlevelofemergencyor activitythatgeneratesmediainterest.

2.Make a comprehensivelist of theradio,television,newspapers(weekliesand shopperstoo!),seniorpublicationsandwebsitescovering the professionin thearea.Addthenamesand titles ofkeycontacts andincludewebaddresses,intranetsites, or othermassnotificationsystems such asgroupe-maillists,textmessages,and socialmedia asa wayto distributestatements andupdates.

3.Prepareseveralmedia“kits.”Thekitshould bein afoldercontaining a briefhistoryofthe organizationand generalinformationaboutthe company.In an emergency, therewon’tbetime foranyone topreparemediamaterialsfromscratch.

IdentifySpokesperson

The organizationshouldidentifyatleasttwostaffmembers to be a primaryand substitutespokesperson.Ideally,spokespersonsshould bestaff members who are, orcan become,familiarwiththeorganization’soperations,policies,procedures, and history.

Seriouslyconsiderthat theexecutivedirector/administratormay notalways be thebestprimaryspokesperson. Atop leaderneeds tomanagea difficult environmentand maynotbe availabletoproperlyhandlethe mediaorarrangeinterviews.

If a staff personis alreadyinvolved with the media(e.g.communityevents), he, orshe,may bebestsuited tofillthespokesperson’srole.Afteridentifyingand trainingspokespeople,

posttheircontactinformation, such asofficeand cellphonenumbers and e-mailaddresses,in aplace wherestaffcaneasilyaccessit.

Taskthespokespersonwithgatheringinformationaboutanemergencyand to answerbasicquestionsfromthe media and othersregardingwhatisgoingon. To do thisproperly, andexpeditiously, the spokespersonshould:

  • Have access toseniormanagementto understandthesituation anditsramifications
  • Know basicstatisticsabouttheorganization, andlargerparentcompany, such as thenumberof residents,censusdata (numberof beds, units, etc.), thenumberof employees,and a generaloutline ofthecompany and its missionstatement.
  • Releaseinformationorclarifyingpoints offact;arrange forthereleaseof a statement, orarrangeinterviews or tapings bythemedia.

Ifthere is nota designatedspokesperson,perceptionsoftheemergency maybecome amediacircus;a crisisuntoitself.If theorganizationfailsto cooperate,such asstating“nocomment” toquestionsaboutthe emergency,assume thatreporterswillattemptto interviewanyone,evenresidents, who maybe willingto talkaboutofthesituationwithoutregardto accuracy.

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Insummary, the time toformulate an emergencycommunicationsplanis notwhen an emergencyoccurs;therejustis not time toformulate anemergencypreparednessplan. So prep the ECTinadvance;compile andupdatemedia listsfrequently;haveseveralmediakitsprepared inadvance;and make sure staffknowsthe correctproceduresto follow.

AWordaboutToday’sMedia

When writinga media planbe suretoincludetheinternetandsocialmedia.

Considerthe organization’swebpage(“homepage”) as a firststep in thecommunicationsprocess.In an emergency,themedia and the publicwillflocktoa websitefornews and basicinformationabouttheorganization. So, make sure themissionstatementisreadilyavailable,alongwith a briefhistoryand currentfacts(totalbeds,staff,etc.)aboutthe organization.

Basically, be transparentabouttheorganization.

Be surethe designatedspokespersonregularlyusesandupdatesallsocialmediaaccounts, suchasFacebook.It'simportanttopostinformationto socialnetworksseveraltimesa weekto keepfollowersengaged in the organization’swebsite.

TheBottomLine

The bottomline isthatwith an EmergencyPreparedness plan,alongwith astrongCommunications and Media plan,anyorganizationcan dealwith anemergency,preservelife andproperty, and possiblyenhanceitsreputation inthe public’smind.

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