1:45-2:45 p.m.

How to mobilize a crisis communications

strategy around a global crisis

Moderator: Mark Ragan

Natalie Goldstein

Amy Goodwin

Vincent J. Dollard

Amy Murphy

Wednesday, Sept. 30 Day 1: Track 2

Natalie Goldstein, Media Relations Manager at Children’s Hospital Colorado

Crisis Broadcast Coverage: Aurora Theatre Shooting and Enterovirus

Have a Crisis Plan: Ditch Your Crisis Plan

• Stick to the basics

• Take a few steps back/regroup

• Educate the public

• We can only predict so much…Every situation is different

Communications Command Center

• Have a communications command center next to your incident command center

• Plan ahead

- Identify who needs to be in the room (internal communications, web, media relations, social media, etc.)

- What needs to be in the room?

- T.V.

- Phones

- Printer

- Snacks

Determining Spokespeople in the MomentMedia Trainingo Leadership are not always the

appropriate spokespeoplePress Conferenceso Enterovirus: 3 in one weeko Theatre Shooting: Helped

family manage media interest with a pool interview

Stay Organizedo Aurora theatre shooting

spreadsheet

Amy GoodwinSenior Director, Strategic Communications & Public Affairs

Johns Hopkins Medicine

The Johns Hopkins Hospital Campus Shooting – Sept. 16, 2010

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Approximately 47,450 people on campus at the time of the

shooting

What Happened? The son of a patient shoots a Hopkins physician

In hallway on inpatient medical/surgical unit Located in building at the center of the main campus Interconnected to all hospital buildings

Clinicians assist the injured physician

Shooter then barricades himself in the patient’s room

Security is on the unit within 3 minutes, Baltimore City Police in 5 minutes

Hospital is put on lockdown

Shooter ultimately kills his mother and then himself

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Tips for Preparation Know your crisis plan – if you don’t have one, create one

Practice your plan and be sure each communications team members knows his/her role

Put the safety of patients, visitors and staff first

Redundancy works; incident updates every 15 mins

Anticipate that relevant governmental agencies (police) will take control of all interactions with media

Expect erroneous information from social networking. News reports are instantaneous and without filters.

Have alternatives to telephone. Phone lines will be overwhelmed.

Modify Approved Messages for Different Vehicles/Audiences

Internal broadcast email: There’s a shooter incident on Nelson 8 in The Johns Hopkins Hospital.

Stay in your office or room and lock doors until an all-clear is announced.

Stay away from windows. Wait for instructions.

Media statement: As a precaution, The Johns Hopkins Hospital has temporarily restricted access to the main hospital buildings following a report this morning of a disturbance and a possible shooting incident on one of the floors…

Facebook/Twitter: As a precaution, The Johns Hopkins Hospital has temporarily restricted access to the main hospital buildings following reports of a shooting.

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Communication VehiclesInternal Communications

Incident briefings and plasma screens

Intranet home page

Incident update emails

Messages with Q&As and security tips

Talking points for patients and visitors

Tips for managers

Intranet micro site

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Emergency text alerts

Communication Vehicles

External communicationsMedia statements

Media releases

Twitter news feed

Home page updates

Facebook updates

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Recovery Communications

Baltimore City Police Department Press Conference

In-person updates and conversations with staff

Manager rounds to all patients

Talking points for employees to relay to patients

Security updates to staff, patients and visitors

Resources for employees experiencing stress, fear

Employee forums

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Marketing and Communications Next Steps

Encourage staff to use employee assistance programs, if necessary

Review crisis communications plan and adjust as necessary. Debrief.

Track viewers and users, get screen shots, media clips and other coverage

Create timeline of activities and share with leadership

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Key Events September 16, 2010

11:10

11:27

11:28

Physician shot on medical/surgical recovery unit by shooter on unit.

Communication starts and continues every 15 minutes.

JHM Security, Baltimore City and County Police are all on the scene, FBI arrive shortly there after.

1:30 Physician in emergency department receiving care, shooter barricaded in his mother’s room.

2:12 Incident resolved. Police and JHM leaders debrief to assess the situation.

2:40 Communications to all JHM with additional guidelines.

3:00 BCPD, Mayor’s office and JHM hold press conference.

6:07 Talking points sent to managers with Q&A. Invited all staff to after-incident briefings.

7:14 Thank you note sent to all staff from JHM leadership.

Improvements

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Disaster Plan Notification by Disaster Team Requiring

Use of Multiple Communication Methods

(Revised 1/17/11)

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Team Responsible HICC M&C HICC HICC M&C HICC HICC M&C HICC M&C

Chemical Exposure ¤ ¤ ¤ ¤ ¤ ¤ ¤ ¤ ¤

Civil Disturbance ¤ ¤ ¤ ¤ ¤ ¤ ¤ ¤

Code Yellow Bio ¤ ¤ ¤ Hurd Hall HEIC ¤

Code Yellow Hospital ¤ ¤ ¤ ¤ ¤

Code Yellow Chemical ¤ ¤ ¤ ¤ ¤

Code Yellow Radiation ¤ ¤ ¤ ¤ ¤

Disaster Plan Response Updates ¤ ¤ ¤ ¤ ¤ ¤ ¤ ¤ ¤

Disaster Plan Termination ¤ ¤ ¤ ¤ ¤ ¤ ¤ ¤ ¤

EPRI Plan ¤ ¤ ¤ Hurd Hall HEIC ¤

High Winds ¤ ¤ ¤ ¤ ¤ ¤ ¤ ¤ ¤

Pager Outages ¤ ¤ ¤ ¤ ¤ ¤ ¤

Radiation Exposure ¤ ¤ ¤ ¤ ¤ ¤ ¤ ¤ ¤

Shooter /Hostage ¤ ¤ ¤ ¤ ¤ ¤ ¤ ¤ ¤

Tornado ¤ ¤ ¤ ¤ ¤ ¤ ¤ ¤ ¤ ¤

Software & Network Unavailability ¤ ¤ ¤ ¤ ¤

Telephone Outages ¤ ¤ ¤ ¤ ¤

Utility Outages ¤ ¤ ¤ ¤ ¤

Weather, Inclement (Blizzards) ¤ ¤ ¤ ¤ ¤ ¤

Assessing a Successful Response

1. Were employees notified of the incident? Were initial instructions communicated?

2. Were patients and visitors updated regularly by staff?

3. Were adequate updates and sufficient details communicated after the initial alert?

4. Were key information sources available?

5. Did the approval process allow for timely release of information?

6. Was leadership kept up-to-date? Other key stakeholders?

7. Did the technology work as expected?

8. Were there any issues about who was actually in charge?

9. Was the coordination between departments and with executives efficient and effective?

10. Was essential business continuity preserved and maintained?

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The Baltimore SunFriday, Sept. 17, 2010

The Baltimore SunSaturday, Sept. 18, 2010

Minimize Fear and Keep the Brand Intact

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Thank YouAmy Goodwin, Sr. Director,

Strategic Communications & Public Affairs, Johns Hopkins Medicine

agoodwin@jhmi.edu@agoodie

@HopkinsMedicinewww.facebook.com/Johns.Hopkins.Medicine

Ebola Virus Disease: Lessons Learned

The Start

• July 30, 2014 – Emory SCDU team informed that we would be receiving an Ebola infected aid worker from Liberia.

• 72 hours to prepare

The Start: Operations Team

• Formed by hospital administration once decision to accept first patient made• Met twice per day the first week

• Team comprised of key administrators, nursing leadership, ID physician leadership, facilities, comms,legal, pastoral.

• Formal review and approval process for key decisions

Crisis Plan + Drills = Preparation

• Table Top and Full-Scale Drills

• Include County, State, Federal Agencies• Active Shooter Drill

• Railroad / Chemical Spill

• Hospital Fire

Patient Arrival• During the first week of August, both patients transferred by

air ambulance to Emory, 3 days apart • 33 yo male physician, day 11 of illness at arrival (Dr. Kent Brantly)

• 59 yo female missionary, day 15 of illness at arrival (Nancy Writebol)

Communications: Internal / External• Primary goal: to educate and to allay fears

• Key messages developed with Operations Team• We have expertise in treating patients with serious infectious

diseases

• We are trained and prepared for these patients

• We will protect our patients, our staff and our communities

• Patient confidentially and respect is paramount• “To act in the best interests of our patients”

Communications

• Hospital staff:• Town hall meetings with the hospital staff

• Email updates to all staff

• Intentional / visible leadership

• Maintaining confidence and honesty with our other patients• Letter given to each inpatient and all new admission explaining the

situation and our key messages

Relationships Help Inform News Media

• Centers for Disease Control and Prevention

• Georgia Department of Public Health

• Missionary Organizations

• Family Members

Social Media is the Media

“It’s better to be right than to be first.”

Old Media New Media

Op-Ed Built Positive SM Commentary

Social Media

Prepping Spokespersons

Key Messages Confidentiality

Fatigue Collaborative Relationships

Mini Media Tours

Reinforce Messages w/ Images & Video

Questions?

www.emory.edu/ebola

Thank you!

Protecting Reputation During a Crisis

Amy Murphy, Interim Vice President

Corporate Communications, Marketing & Outreach

Carolinas HealthCare System

Within a 1 month period…

• We had 3 major issues break, any one of which seriously threatened our reputation• Superbug

• Series of stories on liens

• Contract negotiations with United Healthcare—out of network

• Pediatrician announced her gender transition to patients and families.

• Top executives’ salaries and “mugshots” on the front page of the local paper

Harsh Winter of 2015 in the Carolinas

• Relationships Matter

• Decision-Making Ability

• The “rule book” advises 100% transparency. Is that always best?

• How much concern should we have for media coverage?

Beyond the Playbook

After Sunday afternoon press conference:

• Experts are your friends

• Get out in front, or stay caught up – Sunday press conference

• Managing local vs. System message – local must sacrifice for the System

• How much transparency is too much? Or were we just not transparent enough soon enough?

• Chasing numbers

Reflections

Managing Local Media Investigations

• Stories like these raise important issues• It is imperative to share news internally before it breaks

• Maintaining relationship between leadership and editors, despite ongoing negative coverage, including through stories focusing directly on leadership

Managing Local Media Investigations

Spring finally arrived and we’d survived

• Build a team that can withstand harsh winters

• Our patients are still choosing us.• January to June 2015, net operating revenue was up 13% over the

prior year.

• We have experienced higher than expected patient volumes

• Senior leaders look to you to provide the context

• Move on and do the right thing

• Don’t ignore issues with the media, but don’t create a crisis

1:45-2:45 p.m.

How to mobilize a crisis communications

strategy around a global crisis

Moderator: Mark Ragan

Natalie Goldstein

Amy Goodwin

Vincent J. Dollard

Amy Murphy

Wednesday, Sept. 30 Day 1: Track 2