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A Guide for Providers

National Hospice and Palliative Care
Organization
Table of
.|:.|
'.::.|+.:.. + ...
Why Have a Crisis Communications Plan? ...................................................................................... 5
What Do We Mean by Crisis? ......................................................................................................... 7
Procedural Overview ...................................................................................................................... 8
':,.:.. | |': ...
Establishing the Crisis Team ......................................................................................................... 13
Responsibilities of the Crisis Team ................................................................................................. 14
Crisis Response Recommendations ................................................................................................. 16
|.+',. +.: '|.+|:.:
Develop a Plan ............................................................................................................................ 21
Audience Analysis ........................................................................................................................ 23
Image, Political and Legal Assessment ............................................................................................ 25
Analyzing the Crisis to Form Strategy ............................................................................................ 26
Developing Messages .................................................................................................................... 28
Initial Statement for Release ......................................................................................................... 31
',':,:,':
Selecting and Working with a Spokesperson .................................................................................... 35
Spokespeople Dos and Donts ........................................................................................................ 36
Briefng Spokespeople ................................................................................................................... 39
':...: +.: ':.''.|
Useful Resources During a Crisis ................................................................................................... 43
Checklist for Holding a News Conference ..................................................................................... 44
Crisis Manual Contents ............................................................................................................... 46
Manual Distribution and Upkeep ................................................................................................ 48
|,,:.:. '+m,': .m
Contact Lists, Incident Information Sheets, Media Inquiry Logs ...................................................... 51
'.::.|+.:..
a Crisis
'.::.|+.:..
a Crisis
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Why Have a
... mm....+|.. ''+.!
llorganizations,atonetimeoranother,willbefacedwithacrisisofsome
degree.Whenacrisisstrikes,communicationiscriticaltoprotectingtheorganizations
reputationandabilitytofulfllitsmission.Aswiftandefectiveresponsecanpreventa
challengingsituationfromescalatingintoafull-blowncrisiswithfar-reachingnegative
implications.Tekeytorespondingwellinacrisisispreparation.
Awell-designedcommunicationsplanrefectsyourorganizationscommitmentto
quality.Byhavingaplaninplace,youarepreparingyourstaftoefectivelyhandle
communicationsrelatedissuesthatariseduringacrisis.Acrisiscommunications
planshouldbeakeycomponentofanorganizationsoveralldisasterresponseplan
(NewsLine/Insights,9/05,ofersfurtherthoughtsaboutdisasterpreparedness).
TisguideisdesignedtohelpNHPCOmembersdevelopacustomized
communicationsplanthatwillprepareyouforthewiderangeofemergenciesthatmay
occurinanorganization.Apredetermined,proactivecrisiscommunicationsprocessis
essentialinmaintainingpublicandstakeholdertrust.Andnothingismoreimportant
tohospiceandpalliativecareprovidersthantrust.
A
A crisis is any event or situation that could:
Hinderahospiceorpalliativecareprogramsabilitytooperate.
Damageanorganizationsreputationwithstakeholderswhose
supportisessentialtotheitsongoingoperationandsuccess.

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What Do We Mean by
...!
tisimportanttothinkabouttherangeofeventsthatmightleadtoa
communications/PRcrisis.Eventsthatcouldconstituteacrisisforahospiceor
palliativecareproviderinclude:
I
Quality of Care
Allegationsofinappropriateor
inadequatecare.
Medicalerror.
Allegationsrelatingtoassistedsuicide.
Complaintsregardingstafinteractions
withfamilymembers.
Diversity-relatedcomplaints(lackof
sensitivitytoethnic,racial,culturalor
faith-basedissues).
Health/safetyviolationsexposing
patients,familiesorstaftoharm.
Disaster, Accident or Crime
Naturaldisaster(e.g.,hurricane,food,
earthquake,wildfres).
Majorfre,explosion,terrorism,bomb
threat.
Extendedutilityoutagepower,water.
Violencecommittedonthe
organizationspropertyorinvolving
itsstaf.

Management Issues
Politically-chargedlegislativeor
regulatoryissues.
Illegal/immoralactscommittedbystaf
orvolunteers.
Governmentalinquiryorallegation.
Financialmismanagementorfraud.
Accidentsorunlawfulactsinvolving
medications,medicalwasteorhazardous
materials.
Lawsuitofaninfammatoryor
sensationalnature.
Employeeprotestsorunrest.
Layofs,reductionsinservice.
Highprofle/celebritypatient.
National Trends/Stories
Painmanagement/pharmacologyissues.
Discussionsofassistedsuicide.
Nursingshortage.
Gasprices,energyshortage.
Advancecareplanningdiscussions.

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Procedural
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tisimportantforallorganizationstodevelopacomprehensivecrisisplanthatis
easytounderstandandcanbeimplementedquickly.Tefollowingoverviewofersa
structuraltemplateforhospiceandpalliativecareprogramsdevelopingtheirownplan:
Planning & Response
AllorganizationsshouldhaveadesignatedCrisisTeamthatisassembled
uponidentifyingacrisis.ACrisisTeamiscomposedofseniormanagement,
communicationsstaf,andothersappropriatetothesituationathand.
TeCrisisTeamwillgatherinformation,decideacourseofaction,andmanage
thecrisisresponse.
AllmembersoftheCrisisTeamshouldunderstandtheirroles.Identifyingwhodoes
whatbeforeacrisishitsisimportant.
TeCrisisTeamshoulddesignateanofcialspokesperson,whowillbethe
singlepointpersonforallcommunicationswiththenewsmediaandother
interestedparties.
Allstafshouldbeawareofthepersonhandlinganyinquiriesrelatedtothe
situation,andshoulddirectallinquiriestothatperson.
Crisis Identifcation
Allmanagersandsupervisorsshouldbemadeawareofwhatkindsofsituationsmay
constituteacrisis.Anyemployeewhobecomesawareofapotentialcrisisshould
takeresponsibilityforquicklybringingtheproblemtotheattentionofhisorher
immediatesupervisor.
AnIncidentReport(seeAppendixforsampleform)shouldbepreparedwiththe
factsavailable.Tisshouldbedoneasquicklyaspossible,sothatfactsanddetails
arerecalledaccurately.

I
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Internal Notifcation
Tehighest-rankingmanagerinvolvedintheemergingcrisisshouldimmediately
alertappropriateseniormanagement,and/orthechiefcommunicationsofcer.
TechiefcommunicationsofcershouldserveasthepointpersontoalerttheCrisis
Teamandothermembersoftheseniormanagementstaf,asneeded.
Ifthecrisisisofanextremelyurgentnature,thechiefcommunicationsofcer
shouldimmediatelynotifypersonnelwhointerfacewiththepublicandnewsmedia
(e.g.,switchboard,receptionist,security)toadvisehowincomingcallsandnews
mediaarrivingonthepremisesshouldbehandled.
Media Tracking
Acrisiscanresultinafoodofmediainquiriesthatmaybelocal,regional,or
national.Bepreparedtologallcallsthatcomein.
Alogshouldinclude:nameofcaller,nameofpublicationormediasource,ofce
phone,cellphone,fax,email,generalnatureofinquiryandanydeadlines.
AsuggestedMediaInquiryFormisincludedintheappendixofthisguide.
Evaluation
Oncethecrisishasbeenresolved,theleaderoftheCrisisTeamshouldberesponsible
forconductinganevaluationoftheorganizationscrisisresponseforreviewbysenior
management.

continued
':,.:..
to the Crisis
':,.:..
to the Crisis
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Establishing the
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veryorganizationshouldhaveitsowndedicatedCrisisTeaminplacebefore
acrisiseverdevelops.Tisisagroupthatwillhandlemanyofthedutiesthatarise
relatedtoacrisissituation(thisguidefocusesoncommunicationresponsibilities,in
particular).Youshouldalsobecertaintomaintainanup-to-datecontactlist(see
sampleformintheAppendix)foralloftheindividualsontheCrisisTeam.
Depending on the nature of the crisis, the following individuals and entities may be
appropriate to include on the Team:
CEOandseniormanagement.
Chiefcommunicationsofcerandkeycommunicationsstaf.
Seniormanagerinthedepartmentorfunctionalareaatthecenterofthecrisis(e.g.,
forapersonnelissue,thedirectorofhumanresources).
Riskmanagementpersonnel.
Boardleadership(especiallyinacrisiswithcommunityrepercussions).
Legalcounsel.
NHPCOstaf.
Outsidepublicrelationscounsel.
Supportstaf(e.g.,executiveassistanttotheCEO,databaseadministrator).

E
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heCrisisTeamshouldberesponsibleforallcommunicationsactivitiesthatarepart
ofanorganizationsresponse.AllmembersoftheCrisisTeamshouldunderstand
theirareasofresponsibility,andforwhattheyareaccountable.Tecleardelineation
ofwhodoeswhatshouldbeestablishedwellbeforeacrisisoccurs.Tereisnoroom
forterritorialdisputesamidstacrisis.
Te following list of responsibilities should be assigned to Crisis Team members:
Bepreparedtoassembleandaddressasituationassoonasitarises.
CompleteanIncidentReportifonehasnotalreadybeencompiledbythemanager
involvedintheemergingcrisis;taketheleadoncompilingthebasicfactsand
chronologyoftheeventorissue.(SeeAppendixforsampleIncidentReportform).
Makeapreliminaryassessmentonscopeofincidentandlevelofmediainterest.
Determinewhetherimmediateresponsetomediaisappropriate.
Alerttheswitchboard,receptionist,security,etc.toadvisethemonhowtohandleany
membersofthemediaorpublicarrivingon-site,andtodirectallmediainquiriestothe
individualassignedtohandlesuchmediainteraction.

Responsibilities of
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continued
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Responsibilities (contd):
Prepareanewsrelease/statementandadditionalkeymessagesrelatedtocrisis.
Designatetheprimaryspokespersonandkeepthatpersonwell-informedthroughout
thedurationofthecrisis.
DecidewhetheraCrisisTeammembershouldbesenttotheincidentsite,ifthereis
notonetherealready.
Establishaclearprotocolforwhowillapproveallcommunicationsbeforetheir
release(e.g.,usuallyCEOandlegalcounsel).
Fieldsmediainquiriesandinitiatecontactwithmediawhenappropriate,including
regularmediabriefngsifthecrisiswarrantsit.
Determinewhetheranon-sitemediacentershouldbeopenedanddetermine
appropriatestafngbasedonavailablecommunicationsresources.
Makewhateverarrangementsarenecessaryforcontinuingtocommunicate
throughoutthedurationoftheincident,includingdesignatingback-up
spokespeopleandmakingprovisionsforrespondingtomediaduringof-hours.
Afterthecrisisisover,taketheleadonanalyzingallaspectsofthecrisisresponsefor
lessonslearned.Incorporaterevisionstothisprocedure,asnecessary.

Crisis Response
':.mm:.:+|..
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stheCrisisTeambeginstoaddressthesituation,keepthesepointsinmind:
Gather the facts
Findoutexactlywhathappened.Designateamemberoftheteamtogatherthe
facts,andcompilealistofwhatweknowandwhatwedontknow.Follow
uponalloutstandingquestions.
Take responsibility
Iftheorganizationdidsomethingwrong,admitit.Generally,itshelpfultoget
allinformationout.Tentellhowyouareimplementingpolicychangestomake
sureitdoesnthappenagain.
Show compassion
Letyourhumanityshow.Alwaysshowconcernandrespectforvictims.
Whereappropriate,expressthesorroworregretofthestafandtheorganization
asawhole.
Dont speculate
Onlytalkaboutwhatyouknowtobetrue.Idontknow,butIllgetbackto
youwhenIknowmore,isaperfectlyacceptableresponseduringacrisis.
Speak with one voice
Designateaprimaryspokespersonandchannelallmediarequeststhrough
thatperson.Allstaf,boardmembers,orotherswhomaybecontactedshould
knowwheretochannelinquiriestheymightreceive.Otherspokespeoplemay
bedesignatedasback-ups,butnooneshouldspeaktothemediawithoutfrst
coordinatingwiththeprimaryspokesperson.
A
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continued
Be responsive to the media and track inquiries
Donthide.Evenifyoudonthavealltheanswersyet,returnreportersphone
callsandletthemknowwherethingsstand.Promisetogetbacktothemwhen
youknowmore.Keepalogofallmediainquiriesandcalls.
Broaden the issue when possible
Providecontextforwhatishappening.Ifthecrisisispartofalargerissueor
probleminsociety,makeaudiencesawareofthebiggerpicture.
Keep key audiences informed, but tell employees frst
Asageneralrule,trytoannouncenewsaboutthecrisistoemployeesandother
internalaudiencesfrst,oratleastsimultaneouslywithannouncementtothe
newsmedia.Troughoutthecrisis,keepkeyaudiencesinformedaboutwhat
youredoingandwhy.
Seek resolution
Itisoftenthedurationofcrisisratherthanthecontentthatdamagesreputation
andmorale.Itisclearlyunhealthyforanyorganizationtooperateincrisis
modeindefnitely.Eveniftheorganizationhasdonenothingwrong,itmaybe
necessarytoenactchangestodefusethesituationorreassurekeyaudiences.Te
CrisisTeamshouldactdecisivelytotrytobringacrisistoclosureassoonas
possible.
|.+',. +.: '|.+|:.:
|.+',. +.: '|.+|:.:
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Develop a
''+.
.`
ndevelopingtheoverallstrategytoguidetheorganizationanditscommunication
activitiesandmessages,herearesomebasicpointstothinkabout:
WHATdoyouwantpeopletoknow?
WHOistheaudienceyouaretryingtoreach?
HOWdoyouintendtocommunicate?
WHENdoyourmessagesneedtogetout?
Aspartofthisplan,includethefollowingimportanttools:
Keymessages
Questionsandanswers
Newsreleasesorstatements
Timeline

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Audience
|.+',.
TheCrisisTeamcanusethefollowinglistasaprompttoidentifyallofthe
concernedaudiencesthatyourorganizationwillneedtoreachduringaparticular
crisis.Identifyindividualsorgroupsthatthemediawillseekoutandassesstheir
abilitytohelpresolveorinfamethecrisis.Determinehowandwhenyouwillneedto
communicatewitheachoftheseaudiencesinordertokeepthemproperlyinformed
andsupportiveofyourprogramsmanagementofthecrisis.Foreachaudience,ask
whatisthebestmeanstoreachthem(e-mail,letter,meeting,postingonWebsite?)and
whatarelikelytobetheirkeyconcerns/needs.
Internal Audiences
Employees
Managers
Board
Activevolunteers
External Audiences
Patients
Families/lovedones
Physicians
Referralsources
Clergy
Potentialvolunteers
Vendors
Statehospiceorganizations
Local/regionalcareprovidersandother
hospicesinthesamemediamarket
Localandstatepartnershipsand
coalitions

Donors
NHPCO
Fundingsources
Regulatoryagencies
Partnerorganizations/groups
Communityleaders/advocates
Businesscommunity
Local,state,nationalpublicofcials
Locallawenforcement
Next-of-kinofvictims/casualties
Neighboringbusinesses/residents
Stateemergencypreparednessofcials

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Image, Political and Legal
|:m:.|
Image
Whatisthethreattotheorganizations
reputation?
Howwillpeoplereact?Whatcan
wedotomaketheirreactionmore
positive?
Whatelseisgoingoninthe
communityorinsocietythatcould
afecthowthiscrisisisperceivedby
thepublic?
Whatothermessagesisyourprogram
projectinginthemarketthatcould
berelevanttothecrisis(orpotentially
lookcontradictoryorhypocritical)?
Consideryourcurrentadvertising
ordevelopmentcampaignsthatare
underway.
Keepinmindotherpublicoutreach
activitiesthatmightbescheduled.For
example,ifacommunitypresentation
hasbeenonthecalendarforsometime,
andastoryhitsthenews,yourspeaker
shouldbepreparedtoaddressthisor
refertoanotherstafmemberwhomay
needtobeaddedtotheevent.

Political
Whatarethepossiblepoliticaland/or
regulatoryramifcations?
Howmightpoliticalleadersreact?
Whatkindsofleveragecanpublic
ofcialsuse?Legislation?Regulatory?
Bullypulpit?
Istherethepotentialforelectedofcials
tousethecrisisaspartoftheirown
agendaorasanexampleofanissue
theyareadvancing?
Legal
Couldthisresultinalawsuit?
Isthecrisisitselftheresultofalawsuit?
Ifso,whatistheorganizationsdefense?
Whatarethevariouslegalscenarios?
Whatisthetimelineforlegalreviews
andchallenges?

I
tisalwaysimportantinanycrisis,toanalyzepotentialimage,political,andlegal
ramifcations.Considerthesequestions:
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Analyzing the Crisis to
.m '|.+|:,
tisoftendifculttodecidehowproactiveyoushouldbewithyour
communications,butagoodruleofthumbistoassesswhethertheissuewillgo
publicwithorwithoutformalcommunicationsfromyou.Ifitwilleventuallyleak
out,yourhospiceorpalliativecareprogramisbetterservedbycommunicatingwith
candorandcompassiondirectlytoyourstakeholders,ratherthanallowingtherumor
millormedia(includingmediathathaveapropensitytosensationalize)totellthe
story.
TeCrisisTeamshouldconductabestandworstcasescenarioanalysisthat
setsstrategicdirection,providescontingencyplanning,andsetsrealisticexpectations
foroutcomes.
Start with the best case scenario:
Considerthepossibilityofkeepingitinternalbutberealistic.Asyoustrategize
aboutthebestcasescenario,askthesequestions:
Whatareourstrengths?
Whoisonourside?
Cantheybemobilizedtoactivelysupportus?
Isthereanopportunitytomakethisgoaway?
Whatwouldthatrequire?
Whataretherisksofthatapproach?
Whatcouldeasethesituation?
Whatmustwedotomakethathappen?

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continued
Now switch to the worst case scenario:
Imaginetheworstthatcouldhappen,askingthesequestions:
Whatareourvulnerabilitiesinthisparticularsituation?
Arethereotherorganizationalvulnerabilitiesthatcouldnegativelyafectthis
situation?
Whomightvoiceopposition?Whatwilltheysayordo?
Howcredibleistheopposition?
Towhatdegreeshouldweaccommodatepublicopposition?
Whatcouldfurtherinfamethecrisis?
Howdoweavoidthat?
Whatinformationdowewanttoremainconfdentialunderanycircumstance?
Whatwillwedoifitgoespublic?
Finally, determine the probable outcome:
Itusuallyfallssomewherebetweenthebestandworstcasescenarios.Usethisanalysis
asaguidetotacticaldecisionsinmanagingthecrisis.

Developing
!:+:
Y
ourorganizationshouldknowexactlywhatitwantstosay.Tisusuallyinvolves
developingspecifckeymessages.Indevelopingthesekeymessagesthatwillguideyour
organizationspublicresponsetothecrisis,considertheseguidelines:
Developnomorethanthreekeymessages.
Expandoneachmessagewithappropriatesupportingfactsandstatistics
Keepthemessagessimpleandfreeofjargon.
Temessagesshouldcommunicateyourresponsetothecrisis,butalsoreinforce
youressentialmissionandphilosophy.
Usethemessagesasthebasisforallstatements,pressreleases,mediainterviews,
letterstokeyaudiencesandothercommunications.
Whileyoumayupdatethemessagesasnecessary,shouldeventsunfoldand
circumstanceschange,sticktoyourthreekeymessages.
Avoidsaying,nocomment.Itsbettertosteerresponsesbacktowardyourkey
messagepoints.

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S
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Sample Key Messages about Hospice
Hospice:ItsAboutHowYouLIVE
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,lastyearanumberthat
continuestogroweveryyear.
Tefocusinoncaring,notcuring.Hospiceutilizesaninterdisciplinaryteamofhealthcare
professionalsandtrainedvolunteersthataddresssymptomcontrol,painmanagement,and
emotionalandspiritualsupportexpresslytailoredtothepatientsneedsandwishes.
Hospiceisnotgivingup,norisitaformofeuthanasiaorphysicianassistedsuicide.
Key Message Two:
Hospice Provides the Care Americans Have Said Tey Want.
SupportingPoints:
AGalluppollrevealsthatclosetonineoutoftenadults(88%)wouldprefertodieintheir
homes,freeofpain,surroundedbyfamilyandlovedones:Hospiceworkstomakethishappen.
NationalHospiceandPalliativeCareOrganizationresearchshowsthat94%offamilieswhohad
alovedonecaredforbyhospiceratedthecareasverygoodtoexcellent.
U.S.DepartmentofHealthandHumanServiceshasindicatedthatexpandingthereachof
hospicecareholdsenormouspotentialbeneftsforthosenearingtheendoflife,whethertheyare
innursinghomes,theirownhomes,orinhospitals.
Key Message Tree:
Hospice Care is Not Limited to Six-months of Service.
SupportingPoints:
TeMedicareHospiceBeneftrequiresthataterminally-illpatienthaveaprognosisofsix
monthsorless:Tereisnotasix-monthlimittohospicecareservices.
Hospiceeligibilityrequirementsshouldnotbeconfusedwithlengthofservice.
Apatientinthefnalphaseoflifemayreceivehospicecareforaslongasnecessarywhena
physiciancertifesthatheorshecontinuestomeeteligibilityrequirements.
UndertheMedicareHospiceBeneft,two90-dayperiodsofcare(atotalofsixmonths)are
followedbyanunlimitednumberof60-dayperiods.

continued
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Initial Statement
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Initial Statement
. ':':+:
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,
WELLKEEPTHEMEDIAINFORMED.
MEDIACONTACT:___(SPOKESPERSON)WILLSERVEASTHE
ORGANIzATIONSOFFICIALCONTACTWITHTHEMEDIA.
Often,reporterswillcallbeforeallthefactshavebeengathered.Insuchan
instance,asimplestatementacknowledgingthesituationisuseful.Teshortstatement
avoidsnocommentandacknowledgestheneedtocooperatewiththemedia.Seethe
sectiononSpokespeople Dos and Dontsformoredetails.
',':,:,':
',':,:,':
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Selecting and Working with a
',':,:..
nmostcases,itisrecommendedthatoneindividualshouldbeidentifedtoserve
asspokesperson.Insomecases,thiswillbethechiefcommunicationsofcer,but
othersituationsmaycallfortheCEOoramanagerwithspecialexpertisetobe
thespokesperson.Tedesignatedspokespersonmayormaynothavehadmedia
training.Mediatrainingcanbeavaluableinvestmentforanorganization.Other
membersoftheCrisisTeamwillbeneftfrommediatrainingtoensurecomfortand
knowledgewhenfacedwithasituation.
In selecting a spokesperson, keep these guidelines in mind:
Ideally,thespokespersonshouldhavesomelevelofmediatraining.
UtilizetheCEOorpresidentinthosecaseswhereitisimportanttodemonstrate
thatthetopexecutiveinyourprogramisincommand,istakingresponsibility,
orthatyoutaketheissueveryseriously.Remember,though,thatusingthetop
executivecanelevateanissueifthispersonisnotusuallyhigh-profle.
Matchthepersonalityofthespokespersontothetoneandcontentofyour
messages.Forexample,ifitisimportanttoconveysympathyorconcern,choosea
spokespersonwhocanefectivelycommunicatethoseemotions.
Teroleofthespokespersonistoprovideinformationandserveasanofcialpoint-
of-contactforthemedia.Teyshouldbeprofessional,understandtherolethatthe
mediaplays,andunderstandwhattheymayormaynotdiscuss.

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I
Spokespeople
' +.: '.|
Dos:
Focusonthreekeymessagesthatyoureallywanttogetacrossandrepeatthem
duringtheinterview.
Keepanswersshortandtothepoint.TV/radioreporterswantsoundbitesof
nomorethan10to15seconds.Trytobridgeyourkeymessagesthroughoutthe
interview.
Beconsistentinallanswerstoallaudiences.
FollowyourexistingpolicyonHIPAAcomplianceregardinganyreleaseofpatient
information.
Useatechnicalexperttohelpcraftkeymessagesandconductinterviews,ifpossible.
Tereisnosubstituteforknowledge.Ifthequestionsareoutsideyourareaof
expertise,fndanappropriatetechnicalspokespersonwithintheorganization.If
youuseatechnicalexperttospeaktomedia,ensurethatthetechnicalexpertis
preparedwithyourkeymessages.Ifthetechnicalexpertonthesceneisnotagood
candidatetoprovideinterviews,incorporatetheirexplanationsintothekeymessages
yourprimaryspokespersonprovides.
Speakinclear,simple,commonterms.Avoidjargon;thisisaspecialconsideration
whenusingatechnicalexpert.
Considerhumansafetyfrst.Whenhumansafetyorotherseriousconcernsare
involved,dealwiththoseconsiderationsfrst.Youcan,andshould,acknowledge
concernwithoutadmittingculpability.
Focusonyourmainmessages,butberesponsivetoallinquiries.
Ignorecamerasandmicrophones.Facethereporter.Dontlookawayorupatthesky.
Duringvideotapedinterviews,itsallrighttostopyourstatementandstartover.
Aboveall,remaincalm.Donotbeintimidatedintoansweringquestions
prematurely.Youmaytellareporterthatyouneedtoclarifyanimportantmatter
beforeyoucananswerquestions.Ifyoudoso,besuretofollow-uppromptly.

... mm....+|.. ''+....

Donts:
Donotspeculateonwhathappened,orwhytheincident/emergencyoccurred.
Avoidcastingblameonindividualsorotherentitiespendingathorough
investigation.
Ifcasualtiesareinvolved,donotreleasenamesoffatalitiesorinjuredunlessyou
knowforcertainthatnextofkinhavebeennotifed.(Inthiskindofsituation,for
exampleafrewithlossoflife,itismostappropriateifpolice/freofcialsrelease
casualtyinformation.)
Donotprovidepersonnelinformationotherthanconfrmationoftheafliation
withyourhospiceorpalliativecareprogram.Tisisespeciallyimportantincases
ofpurportedcriminalactivity.Youmaybeaskediftheorganizationperforms
backgroundchecksonemployees.Answeryesornobutdonotreleaseany
informationabouttheresultsofabackgroundcheckifonewasperformed.
Donotusenegativelanguage.Donotletreportersputwordsintoyourmouth.
Donotminimizethesituation,especiallytheafectonpatientsorotherindividuals.
Avoidthenocommentresponsebecauseitoftenleadsthereportertospeculation.
Ifyoudontknowtheanswertoareportersquestionorifyoucantdiscuss
something,explainwhyinsimpleterms.Steercommentsbacktoyourthreekey
messages.
Donotanswerquestionsyoudontunderstand.Askforclarifcation.Occasionally,
thiscanbeusedtobuytimeandthink.
Donotresorttooftherecord.Makeonlyontherecordstatements.
Neverlie,underanycircumstances.

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continued
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Briefng
',':,:,':
pokespeoplescheduledtotalktothemediashouldbeprovidedbackground
informationinadvanceoftheinterview.Tispolicyshouldbefollowedevenifthe
interviewisabriefphonecall.
Background information should include the following:
Date,timeandlocationoftheinterview.
Nameofthereporter.
Nameofthepublication,wireserviceorstation.
Yourorganizationsexperiencewiththereporterorpublicationtohelpthe
executiveunderstandthedegreeofcautionneededinthisinterviewandtoprepare
forthespecifcreportersapproach.
Subjects/issues/questionstobecoveredasrequestedbythereporter.
Yourpositionorrecommendedresponseandthedataneededtodiscussthese
subjects.
Keymessagesyouwishtocommunicateintheinterview.
Listofotherexecutivestobeinterviewedduringthisvisit,includingkeytopicsand
messagesyousuggesttheotherexecutivescover.
Issues,ifany,thatthespokespersonshouldavoidandtipsonhowtosidestepthem.
Backgroundinformation/statisticsthatwouldbeusefulintheinterview.
Proposedlengthoftheinterview.
Ifpossible,thisbackgroundmaterialshouldbeconveyedinwritingsothespokesperson
hasachancetoreviewitcarefully.Incriticalsituations,itisalsousefultopreparea
thoroughsetofquestionsandanswerstodefnetheorganizationspositions.Teseare
invaluableinpreparingfortheinterview.

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Useful Resources
'.... + ...
ndevelopingthecrisisplanforyourhospiceorpalliativecareprogram,theCrisis
Teamleadershouldgiveadvanceconsiderationtoequipmentandfacilitiesthatmaybe
neededduringafull-blowncrisis,suchas:
Cellularphones,pagers,two-wayradiosorothercommunicationsdevices.
Laptopcomputer(s)withInternetaccessanddiscsfordocumentstorage.
Portableprinterorsomeothertypeofprintingsource.
Faxmachine.
Accesstocable-equippedtelevision,VCR,andradio.
Identifcationofanearbyhotelormeetinghallthatcouldbeusedasacommand
centerormediabriefnglocation.
Tecrisisplanshouldincludespecifcdetailsonhowtheseresourceswillbegatheredif
acrisisstrikes.Forexample,youmaydeterminethataparticularconferenceroomthat
isequippedwithcableTVwillserveasthecrisiscommandcenter,thatcertainstafor
departmentswithtwo-wayradioswillloanthesetotheCrisisTeamforthedurationof
thecrisis,etc.
o
o
o
o
o
o
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Checklist for Holding a
':. .|:.:..:
namajoremergency,itmaybenecessarytoholdanewsconferencetoupdate
themediaondevelopmentsoralertallinterestedoutletsatthesametimerather
thanconductaseriesofinterviews.Hereisachecklistshouldanewsconferencebe
necessary.
Preparation
Determinethebesttimeandnotifymediaoftimeandlocation.
Compilealistofnamesofreporters/editorswhowillattend.Yourorganization
shouldmaintainanup-to-datemedialist.
Developandcompilebackgroundinformationofinteresttoreporters,suchasfact
sheets,maps,statistics,historiesandbioinformation.
Invitecommunityleadership/ofcialsasappropriate.
Assignsomeonetohandlethephysicalarrangementsofthenewsconference.
Ifyouhavethecapabilities,makeavideorecordingofthenewsconference.
Makesurechairs,tables,podiums,etc.areinplace.
Briefstafonthesubject,speakersandscheduleofevents.
Prepareopeningstatementandreviewwithleadspeaker.
Reviewanticipatedquestionsandanswerswiththespeaker.
Checkallsoundequipmentandtaperecorderspriortotheconference.
Developasign-insheetforattendeenamesandafliations.
Prepareamediaalertindicatingthedate,time,andlocationofthenewsconference.
Preparefollow-upnewsreleases.
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During the News Conference
Escortmediatotheconferenceroom.
Useasign-insheettokeeptrackofwhoattended,makesureyougettheircontact
informationifyoudonthaveitalready.
Distributebackgroundmaterials.
Haveassignedstafmembersopentheconferenceandestablishthegroundrules.
Monitorquestionsandanswersclosely.Makeanynecessaryclarifcationsbeforethe
endoftheevent.
Ifyouhavetheresources,videotapeormakeanaudiorecordingofthenews
conferenceforyourrecords.
Afterward/Follow-Up
Handlerequestsforfollow-upinformation.
Itmaybehelpfultoprovideawrittentranscriptofthenewsconferencetosenior
stafandtheCrisisTeam.Youmaychoosetoreleaseitexternally.
Monitorcoveragereceivedcontactanynewsorganizationthathasanerrorinits
reportandofercorrectfactualinformation.
Atanappropriatetimeoncethecrisishascleared,conductalessonslearnedreview
andupdatethecrisiscommunicationsplanasappropriate.

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continued
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Crisis Manual
.|:.|
T
hecrisisplandevelopedforyourhospiceorpalliativecareprogramshouldbe
compiledintoamanualorbinderforeaseofreferenceduringanactualemergency.
Tis manual should include the following:
Acrisisplanningdocument,customizedforyourhospiceorpalliativecareprogram.
Tisguideisahelpfuladditiontoyourmanual.
Emergencycontactlists(withhomeandcellphonenumbers)forsenior
management,Board,outsideconsultants,keysupportstafandotherswhomaybe
calleduponduringacrisis(seeAppendixforsampleContactListform).
Instructionsonhowtoaccessthedatabaseforkeyaudiencessuchasstaf,
physicians,donors,communityleaders,media,etc.Includeinformationonwho
isthekeeperofthedatabaseandhowtheCrisisTeamcouldaccessitafterhours.
Alsonotewhateverback-upprovisionsareinplaceforthisinformation(i.e.ifyour
administrativeofcewasdestroyedinafre,whereisaback-updiskofyourstaflist
kept?)
Basicinformationonhowtogeneratecommunicationsduringof-hourswithoutthe
assistanceoftheregularsupportstaf,e.g.:
Proceduretoissueane-mailalerttoallstaf.
Proceduretogeneratelabelsforamailing,ifnecessary.
Proceduretoissueapressreleasetomedia.
o
o
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Alistofthird-partyexperts(withtheircontactinformation)whocanbecalledupon
tospeakonyourhospiceorpalliativecareprogramsbehalforprovidebackground/
contextonanissue.Tislistmightinclude:
NHPCOstaf.
Localornationalacademicexpertsorthoughtleadersonend-of-lifecare.
Publicofcialswhoarefriendsofyourhospiceorpalliativecareprogramor
whohavesponsoredsupportivelegislation.
End-of-lifecarecoalitionsoradvocacygroups.
Basicfactsheetonyourhospiceorpalliativecareprogram,includingdetailssuchas:
Whenfounded.
Numberofpatientsservedannually.
Numberofemployees.
Accreditationsandcertifcations.
Awards,rankings.
Listofemergencyequipment/resources,indicatingwherespecifcitemscanbe
foundorwhocanprovidethem.Forexample:
Listofstafwithtwo-wayradios,electroniccommunicationdevicesandhow
toobtainthem.
Laptop,printer,fax,TVandradiothatcanbeusedtosetupacommand
center.
Preferredof-sitelocationifneededforcommandcenter(e.g.anearbyhotelor
meetingspace)withcontactnameandphonenumber.
o

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continued
Manual
'.|..'.|.. ','::,
hemanualshouldbedistributedtothoseleadersintheorganizationwhomaybe
calleduponduringacrisis.
Typically, this list would include:
CEOandseniormanagement
Boardchair
Chiefcommunicationsofcerandstaf
Oncethecommunicationscrisisplan/manualiscomplete,itshouldbepresented
andexplainedatameetingofyourmanagementteam.Inaddition,youshould
communicatetoyourentirestafthatacrisisplanfortheorganizationhasbeen
developedandthataspecifcpolicy/procedurenowexistsforhowtorespondtoacrisis.
Tiscommunicationshouldexplainingeneraltermswhatkindsofevents/issuescould
constituteacrisisandimpressonallstaftheimportanceofalertingtheirimmediate
supervisortoanysituationwhichcouldposearisktotheorganization.
Afewkeyindividuals,typicallytheCEOandcommunicationsofcer,shouldkeepa
copyofthismanualathome,orsomeotherof-sitelocation.

T
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Manual Upkeep
Assignsomeoneintheorganization(oftentheCEOsexecutiveassistant,
communicationscoordinator,ormemberoftheCrisisTeam)thejobofupdatingthe
informationinthemanualonanongoingbasis.Asmanagersandotherkeypersonnel
change,getnewcellphonenumbers,etc.:thenewinformationshouldautomaticallybe
forwardedtothepersonresponsibleforupdatingthemanual.Copiesofupdatedpages
shouldbedistributedtoallmanual-holdersforinsertionintheirbinders.Inaddition,
theentiremanualshouldbeupdatedonceayeartoidentifyanyoutdatedinformation.
Forthoseproviderslivingingeographicareaswherenaturaldisasterscomewiththe
seasons,itisvaluabletoreviewandupdateyourplanpriortothecommencementof
hurricaneseason,freseason,foodseason,etc.Evenareviewupontheonsetofwinter
weatherwouldbeappropriate.
continued
|,,:.:.
Sample Forms
|,,:.:.
Sample Forms
Guidelines: Crisis ContaCt list
KeyCorporateOfcials OfcePager/CellPhone Fax Home
CEO
Publicrelationsdirector
Boardchair
Seniormanagementteam
Legalcounsel
PRcounsel
o
t
h
e
r
s

a
s

n
e
c
e
s
s
a
r
y
Guidelines: Crisis ContaCt list
KeyCorporateOfcials OfcePager/CellPhone Fax Home
CEO
Publicrelationsdirector
Boardchair
Seniormanagementteam
Legalcounsel
PRcounsel
o
t
h
e
r
s

a
s

n
e
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e
s
s
a
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y
inCident information sheet
Notes Date Time InitialReport Update
Describetheincident
Indicatewhentheincidentoccurredandwhen
crisispersonnelfrstresponded
Describewhichcrisisgroupsareresponding
Indicatewheretheincidentoccurred
Estimatethenumberofpatientsand
employeesevacuatedorafected
inCident information sheet
Notes Date Time InitialReport Update
Describetheincident
Indicatewhentheincidentoccurredandwhen
crisispersonnelfrstresponded
Describewhichcrisisgroupsareresponding
Indicatewheretheincidentoccurred
Estimatethenumberofpatientsand
employeesevacuatedorafected
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:
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'|:
National Hospice and Palliative Care
Organization
1700 Diagonal Road, Suite 625
Alexandria, VA 22314
www.nhpco.org