media, pr and crisis management
DESCRIPTION
TRANSCRIPT
Media, PR and Crisis Management
February, 2010
Introduction
© Oxford Strategic Marketing
Speed dating!Meet at least five new people• Name and role• What would you rescue from your office in a crisis?
5 Minutes
Individual
Exercise: Introductions
© Oxford Strategic Marketing
Today is about …
Give you capability to manage an
escalating incident with the media
Develop an understanding of
crisiscommunication
Give you basic tools & techniques to manage crisis communication
Understand the basic ground rules about how media
operates
Give you an understanding of
the threat from “new” media
To help you build effective capability into your role and within your team
© Oxford Strategic Marketing
Lunch
11 hourhour Introduction and principlesIntroduction and principles
½½ hourhour Managing crisis communicationsManaging crisis communications
11¼¼ hourshours Traditional and new mediaTraditional and new media
¼¼ hourhour Wrap up Wrap up
Agenda for the day
22¼¼ hourshours Crisis simulation exerciseCrisis simulation exercise
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House-keeping
No mobiles or laptops
Engage and challenge
Starton time
Safetynotices
Practicalities
CrisisManagement
CommunicationPrinciples
© Oxford Strategic Marketing
No harm incidentAn incident occurred, but with no
harm caused to the patient or member of staff
Adverse incidentAn incident that has caused loss or
harm
CrisisA crisis is an incident that escalates out of your control. The speed and scope of an incident does not necessarily define a crisis – it is loss of control that is the
key differentiator
Serious untoward incident (SUI)
An adverse or near-miss event, act or omission which has produced (or has
the potential to produce) serious injury or death, poses a serious risk
to the objectives of the Trust and which has produced (or has the potential to produce) significant
legal/media or other interest
What we mean by a crisis
© Oxford Strategic Marketing
NO HARM INCIDENT
An incident occurred, but with no harm
caused to the patient or member of staff
Different levels of incident
• Complaint by a NGO or pressure group reference the cleanliness or efficiency of an NHS unit
© Oxford Strategic Marketing
ADVERSEINCIDENT
An incident that has caused loss or harm
Different levels of incident
• Credible media report of an ambulance being involved in serious road traffic incident
© Oxford Strategic Marketing
SERIOUSUNTOWARD
INCIDENT (SUI)An adverse or near-miss event,
act or omission which has produced (or has the potential to produce) serious injury or death,
poses a serious risk to the objectives of the Trust and which
has produced (or has the potential to produce) significant
legal/media or other interest
Different levels of incident
• Malpractice around the protection of patient data being downloaded and sold to commercial concerns that would benefit from the content
© Oxford Strategic Marketing
CRISISA crisis is an incident that escalates out of
your control. The speed and scope of an incident
does not necessarily define a crisis – it is
loss of control that is the key differentiator
Different levels of incident
• The reporting of institutionalised misinterpretation of patient data, that has resulted in misdiagnosis of a critical illness to a wide number of patients
© Oxford Strategic Marketing
Tool: Definitions
No harm incident
An incident occurred, but with no harm caused to the patient or member of staff
Adverse incident
An incident that has caused loss or harm
Crisis
A crisis is an incident that escalates out of your control. The speed and scope of an
incident does not necessarily define a crisis – it is loss of control that is the key
differentiator
Tool: What we mean by a crisis
What the tool isWhat the tool is……
Gives definitions of
the different types of
incident that can
occur, to give shared
understanding of
what each term
means
When to use itWhen to use it……
As an input to a
crisis or incident
management protocol, and when
deciding how to
handle any incident
that might arise
How to use itHow to use it……
Ensure all those likely
to be involved in
handling incidents
are clear how each is
defined, and what the
implications are in
terms of actions to be
taken
Serious untoward incident (SUI)
• A ‘Serious Untoward Incident’ is defined as an adverse or near-
miss event, act or omission which has produced (or has the
potential to produce) serious injury, serious psychological injury or
death, pose a serious risk to the objectives of the Trust and which
has produced (or has the potential to produce) significant
legal/media or other interest.
– Serious incidents involving patients, e.g. operation on wrong
limb, serious drug error, maternal death
– Serious injury or unexpected death involving a member of staff,
visitor, contractor or another person to whom the organisation
owes a duty of care;
– Major health risk, e.g. outbreak of infection such as salmonella,
legionella or radiation incidents;
– Suspension of a health professional because of concerns about
professional practice or criminal activity; or
– Major breach of security.
– Major breach relating to information or governance
An adverse or near-
miss event, act or
omission which has
produced (or has the
potential to produce)
serious injury or
death, poses a serious risk to the
objectives of the
Trust and which has
produced (or has the
potential to produce)
significant legal/
media or other interest
© Oxford Strategic Marketing
What might take an incident out of control?2 Minutes
Call out
Exercise: Incident to crisis
© Oxford Strategic Marketing
What takes an incident out of control?
External dimensions• Patients• Insurance companies• Regulators• Non government
organisations
• Politicians• Media• General public• Social media• Etc..........
Internal dimensions• Employee revelations• Poor alignment• Trade union issues • Another NHS entity
© Oxford Strategic Marketing
Key incident management communication principles
• Clear protocol• Simple robust
approach• Dual path strategy
for alignment• Clear
accountabilities• Investment into
building capability• Anchored in values
© Oxford Strategic Marketing
Protocols exist within the NHS
© Oxford Strategic Marketing
Risk Management
Incident management model
Issue
Manag
emen
t
Issues can escalate into a crisis at any time –long standing and usually ‘slow burn’
Out of your control
Based on escalation principle – every crisis
has to start as an incident – some just
accelerate more quicklythan others
Becoming bigger in scale and consequences - SUI
IncidentManagement
Threat Categories• People• Services• Facilities
Protecting the Business from Disruption in day to day activities and programs e.g. Risk Strategy, Quality, HACCP, H&S
CrisisManagement
© Oxford Strategic Marketing
Communication strategyCommunication strategyThe dual path communication modelThe dual path communication model
External Audiences
Internal Audiences
Issue Resolution
Action
Communication
Align what we do (Action) with what we say (Communication) through our communication strategy and tools
Dual path model
© Oxford Strategic Marketing
Escalation model
Incident is recognised
Identify an investigationlead and team within one working day
Commun-icate with patient,patient’sfamily, staff, externalagenciesand media
Completethoroughinvestigationwithin 4-8 weeks of incidentbeingidentified
Writtenreport and action plan availablewithin 12 weeks of seriousincidentoccuring
Reportissued to relevantparties
© Oxford Strategic Marketing
Tool: Escalation model
Tool: Escalation model
What the tool isWhat the tool is……
Sets out the different
stages of an incident,
and what needs to
happen at each stage, with timescales
When to use itWhen to use it……
Build a version of
this into any crisis or
incident planning and
follow the steps if an
incident occurs
How to use itHow to use it……
You’ll need to vary
the exact steps to fit
your own situation,
but you can use this
as a template from
which you can build
your own escalation
model
Extract
Immediately serious
untoward incident (SUI) is
recognised
• Incident Checklist followed
• Inform Quality and Standards department
•Out of hours 221 bleep holder
•Out of hours report on Q& S Hotline phone next day
The Decision making Team confirm SUI Investigation Team in place inc Lead, HR, non-exec, Union rep, patient/ governor where
appropriate• Go through
SUI incident checklist
• Chronology must be available at first meeting
• DT as appropriate
Identify an Investigation
Lead and team within working
day or at the latest the next working day
• IR1 and StEISS to be completed (latest next working day)
•Communications Manager to agree press release and messages to staff and external agencies
•Being Open policy to be deployed
•Formal letter to patient/ family
Communication with patient,
patient’s family staff, external
agencies & media
•RCA completed, chronology to be verified and all evidence collated within 8 weeks
•Draft report using template
•MDT learning event when appropriate to identify solutions
Complete thorough
investigation within 4-8 weeks of incident being identified, MDT learning event
Written report & action plan
availablewithin 12 weeks
of SUI date
Report to PS&E, Clinical Risk
Quality Operational Committee
Finalise report ,
lessons learned
logIdentify dissemination of
reportAgree monitoring
of action plan andrecommendation
s via Q&S Review monthly
meetingShare report-Trust, Coroner NHSLA etc as appropriate
© Oxford Strategic Marketing
Key learning points
There are different levels of incident with agreed accountabilities to trigger
Ensure you know what protocol exists and linked to a clear escalation model
Act within agreed timeframes, aligning internal and external communication
CrisisCommunication
Dynamics
© Oxford Strategic Marketing
Crisis management and the role of communications
Maintaining alignment between the executive decisions and the communication
surrounding the incident or crisis
Managing the release of all authorised policies, strategies and statements
Ensuring all content is factually correct
Track and monitor the impact of communications
Prepare all aspects of the communication
hierarchy – see figure 1
© Oxford Strategic Marketing
Maintaining alignment between the executive decisions and the communication
surrounding the incident or crisis
Managing the release of all authorised policies, strategies and statements
Ensuring all content is factually correct
Track and monitor the impact of communications
Prepare all aspects of the communication
hierarchy – see figure 1
Crisis management and the role of communications
© Oxford Strategic Marketing
Issue Resolution
Words too far ahead of actions
Action
Communication
Misalignment
Issue Resolution
© Oxford Strategic Marketing
Action
Communication
Dual path model
Issue ResolutionIssue Resolution
Action too far ahead of words
© Oxford Strategic Marketing
Issue Resolution
Action
Communication
Dual path model
Words and actions/decisions are aligned
© Oxford Strategic Marketing
Maintaining alignment between the executive decisions and the communication
surrounding the incident or crisis
Managing the release of all authorised policies, strategies and statements
Ensuring all content is factually correct
Track and monitor the impact of communications
Prepare all aspects of the communication
hierarchy – see figure 1
Crisis management and the role of communications
© Oxford Strategic Marketing
Protocols
© Oxford Strategic Marketing
Maintaining alignment between the executive decisions and the communication
surrounding the incident or crisis
Managing the release of all authorised policies, strategies and statements
Ensuring all content is factually correct
Track and monitor the impact of communications
Prepare all aspects of the communication
hierarchy – see figure 1
Crisis management and the role of communications
© Oxford Strategic Marketing
Maintaining alignment between the executive decisions and the communication
surrounding the incident or crisis
Managing the release of all authorised policies, strategies and statements
Ensuring all content is factually correct
Track and monitor the impact of communications
Prepare all aspects of the communication
hierarchy – see figure 1
Crisis management and the role of communications
© Oxford Strategic Marketing
Maintaining alignment between the executive decisions and the communication
surrounding the incident or crisis
Managing the release of all authorised policies, strategies and statements
Ensuring all content is factually correct
Track and monitor the impact of communications
Prepare all aspects of the communication
hierarchy – see figure 1
Crisis management and the role of communications
© Oxford Strategic Marketing
Hierarchy of the communications task force role
Figure 1
Find the facts
Create communication strategy
Agree talk points
Identify questions and answers
Carry out rehearsal
Issuestatement
Giveinterview
© Oxford Strategic Marketing
Buildcapability
andsustainability
Crisis management and the role of communications
Maintaining alignment between the executive decisions and the communication
surrounding the incident or crisis
Managing the release of all authorised policies, strategies and statements
Ensuring all content is factually correct
Track and monitor the impact of communications
Prepare all aspects of the communication
hierarchy – see figure 1
© Oxford Strategic Marketing
Tool: Top ten tips
Tool: Tips for incident and
crisis communications
1. Communication is integral within the Incident & Crisis
Management protocol -The Dual path approach is the
key to alignment
2. All communications must be formally released by The
Communication Task Force Leader
3. Monitor and track the impact of your Communication
Strategy
4. Where possible, the communication team should be
reinforced when the Protocol is triggered
5. Command and control are critical success factors –
decide and contract before
6. Time spent on planning is seldom wasted
7. Keep it simple – complexity fails
8. Control what you control within the agreed strategy
9. Practice and rehearse – minimum once a year
10. Plan in sustainability and succession planning – include
in staff induction
Capability Building & Sustainability
© Oxford Strategic Marketing
What are the challenges that you face in putting crisiscommunication“theory” into practice?
10 Minutes
Open Forum
Exercise:
© Oxford Strategic Marketing
The challenges
• Counter to matrix culture
• Needs early decision or trigger
• Requires discipline at every level
• Organisation buy-in• Invest in training and
sustainability
© Oxford Strategic Marketing
Trusts have a duty of care to take all reasonable steps to ensure the safety of its staff, patients and the general public on Trust property
Trusts have a duty to report incidents to
the appropriate Strategic Health
Authority in a timely matter
Duty of care
NOTE: This should include services commissioned by a Trust
© Oxford Strategic Marketing
The voice of reason?
• All law is tested sooner or later against reasonableness – creating precedents
• Public opinion and patients/consumers have expectations that are sometimes unreasonable
• Incident and crisis communication is about resetting this expectation and winningthe reasonable argument
• Time will always be against you –not fair but true!!
© Oxford Strategic Marketing
Key learning points
Communication has clear roles to play in a crisis – these need to be set up and
established before a crisis ever takes place
This doesn’t come easy – there are challenges to be overcome and real commitment is vital
before a crisis
Trusts have a clear duty of care, and this needs to be clearly reflected in the way any
crisis is handled based on NHS VALUES
How traditional media works
© Oxford Strategic Marketing
3 minutes to interview your colleagues about a headline from today’s paper30 seconds to present a “piece to camera”
10 Minutes
Teams of 4
Exercise: Interviewing
© Oxford Strategic Marketing
How people traditionallyassimilate news
ExternalchallengeEvaluation of your perception in the light of other opinion
Five step process (Jennie Beck TNS Media)
OpinionformingEstablishingpersonalperception and opinion
ActivegatheringSeeking more information, detail and understanding
PassiveassimilationMulti-media exposure,resulting in widerunderstanding
BasicawarenessSurfaceacknowledge-ment of a story
© Oxford Strategic Marketing
Features of traditional media
PRESS• Most opinionated
• Editorially driven
• Set a ‘news agenda’
• Analysis, comment, position
• Detail of yesterday’s story
• Spin on the story
© Oxford Strategic Marketing
TV• Breaks the news
• Edits the images
• Hosts opinion
• Facilitates discussion, debate & commentary
• Specialist brands – BBC�News24,�Sky�News,�CNN�
Features of traditional media
© Oxford Strategic Marketing
RADIO• Breaks the news
• Edits the content
• Host has opinion
• Facilitates discussion, debate, commentary
• Specialist brands – BBCRadio Four, Local FM, Regional FM, Radio Five Live
Features of traditional media
© Oxford Strategic Marketing
INTERNET NEWS- spin-off from traditional media• Dominant news media 24/7
• Continually develops stories
• Links to in-depth stories
• Archive of history
• Anywhere, anytime, anybody
Features of traditional media
© Oxford Strategic Marketing
Traditional media cycle
© Oxford Strategic Marketing
IDENTIFY POTENTIAL STORYDirect Contact:• Source• Letter to Editor• Competitor• Researched Article
Traditional media cycle
© Oxford Strategic Marketing
VERIFICATION & RESEARCH• Phone or meeting contact/source
• Research experts
• Photo opportunity
• Write article
• Traditional research library
Traditional media cycle
© Oxford Strategic Marketing
PRESENTATION OF THE STORY• Copy checked by news desk
• Legal scrutiny
• Editorial sign off
Traditional media cycle
© Oxford Strategic Marketing
SHARING THE STORY• Newspaper sold on streets
• 12 hour life cycle
• Media may reinforce story
• Readers discuss
Traditional media cycle
© Oxford Strategic Marketing
FOLLOW ON• In depth reporting
• Readers letters
• Editorial
Traditional media cycle
© Oxford Strategic Marketing
Communication components
Figure 1
For use with traditional media
Find the facts
Create communication strategy
Agree talk points
Identify questions and answers
Carry out rehearsal
Issuestatement
Giveinterview
© Oxford Strategic Marketing
Traditional media statements
HoldingStatementAcknowledge the situation
To gain time
Demonstratecommitment
UpdateStatementsKeep people informed
Tell the facts as they unfold
CoreStatementState the facts
Outline your intentions
Basis for future communications
Closure StatementDefinitive version of the incident
Emphasizespositive elements
Thanks people
© Oxford Strategic Marketing
1. Based actions on the Dual Path Strategy -alignment2. Always tell the truth and stick to the facts3. Reinforced through the NHS values4. Show concern be human – put safety first5. Be cooperative and deliver on your promises – do not make false commitments
6. Take accountability for resolving the incident7. Focus on what you’re doing about the solution8. Present the crisis in a larger context9. IF WRONG, APOLOGISE (understand public dimension vs. legal dimension)10. Think – Speed, Accuracy, Credibility and Consistency
Tool: Incident management with traditional media1. Build relationships before a crisis2. Don’t play favourites with the media 3. Be proactive4. Make their job easy – develop good pre-
prepared photos, fact sheets, briefing packs
5. Understand their agenda and editorial position
6. Never treat them as ‘the enemy’7. The facts will always come out – sooner or
later so you control them8. Don’t trickle the story out to the media -
prolongs the attention the crisis receives9. Anticipate the worst-case scenario10. Accept the counsel of professionals
Tool: Tips for dealing with traditional media
Top tips in toolkit
© Oxford Strategic Marketing
Develop a Holding Statement for an allegation of malpractice – see worksheet10 Minutes
Tables
Exercise: Holding statement
© Oxford Strategic Marketing
Example of holding statement
The Conway Trust have been recently made aware of allegations surrounding Professor John Amhurst, the head of Neurology at the Carrick Children’s Hospital. As a matter of urgency, the Trust has initiated an investigation, that is due to report its initial findings on Tuesday 12 March 2010. Subject to these findings we will be in a better position to comment more fully.
Professor Amhurst has cooperated fully with the Trust and is keen to ensure all parties concerned, including himself, are kept fully informed. He has offered, and is taking annual leave until the Trust meets to consider the issue on 13 March 2010.
We feel at this stage, it would be premature to pre judge the outcome of this investigation. However we do appreciate the urgency and concerns raised around this matter and will ensure that we do not delay, in publishing its findings.
In the meantime, an apology to the parents of Chelsea James has been offered by the Trust’s CEO, David Mason, in a personal phone call, supported by a formal letter.
We will of course ensure, if there are any future significant developments, we keep all interested parties informed. In the meantime if you have any questions please contact Susan Rees, Head of PR the Conway Trust @ [email protected] or tel:0123456789
HoldingStatementAcknowledge the situation
To gain time
Demonstratecommitment
© Oxford Strategic Marketing
Key learning points
Different media channels deal with news in different ways – we need to understand their
agendas
The news cycle dictates what’s needed at what point in a story – this is reflected in the
different types of statement that you can issue
How new media works
© Oxford Strategic Marketing
How people are changing to assimilate news
ExternalAlliancesVirtual groups align and create additionalchallenges
OpinionformingEstablishingdialogue on line and with Special Interest Groups
ActivegatheringSearch engines and social media
PassiveassimilationMulti-media exposure,resulting in widerunderstanding
BasicawarenessOften starts with traditional media channels
© Oxford Strategic Marketing
Comparing media strengths and weaknesses
BasicAwareness
PassiveAssimilation
ActiveGathering
Opinion Forming
ExternalChallenge
TV Press Radio Internet i Mobile
© Oxford Strategic Marketing
Features of new media
Internet• Rapid
• Uncontrolled
• Uncensored
• Generates urban myths
• Interactive
• 24x7
• Creating a culture of sharing
• Open format
• Based on dialogue BBC iPlayer topped 100m programme downloads in December
© Oxford Strategic Marketing
New media coverage
© Oxford Strategic Marketing
New media coverage
© Oxford Strategic Marketing
Traditional media cycle
Rememberthis cycle ?Remember
this cycle?
© Oxford Strategic Marketing
Traditional versus new media
Direct Contact:• Source• Letter to Editor• Competitor• Research Article
TRADITIONAL
• Newspaper’s web forum• RSS feed news – to email• Twitter• Blog search• Email• Facebook• YouTube• Podcast• Live stream video• On line forum
NEW MEDIA
IDENTIFY POTENTIAL STORY
© Oxford Strategic Marketing
• Phone or meeting contact/source
• Research experts• Photo opportunity• Write article• Traditional research library
TRADITIONAL
• Multiple sources via social networks
• Blog searches• Global expert consultation• Own blog for suggestion/input• Links to Facebook/MSN• Specialist message boards• Social bookmarking tools• Telephone interviews for
podcast• Digital video reports• Use of photo – sharing
websites
NEW MEDIA
VERIFICATION & RESEARCH
Traditional versus new media
© Oxford Strategic Marketing
• Copy checked by news desk• Legal scrutiny• Editorial sign off
TRADITIONAL• Copy checked• Email, phone, blog• Keywords tagged• GEO tagging• Video report• Image slideshows• Download• Podcast• Updates posted on social networks• Upload to youtube channel• Images on newspapers• Flicker group• Reporter hosts readers Q & A• Update bulletins • Googlemap locator• Internal/External links to associate
items
NEW MEDIA
PRESENTATION OF THE STORY
Traditional versus new media
© Oxford Strategic Marketing
• Newspaper sold on streets• 12 hour life cycle• Media may reinforce story • Readers discuss
TRADITIONAL
• On line news hourly update• Streamed on Media• RSS subscribers direct links• Links to all channels• Twitter feed• Facebook embedded• Blogs• Invitations to email to readers
own networks
NEW MEDIA
SHARING THE STORY
Traditional versus new media
© Oxford Strategic Marketing
• In depth reporting• Readers letters• Editorial
TRADITIONAL
• Blog traffic• Tweets• Social network engagement• Alerts• Message boards
NEW MEDIA
FOLLOW ON
Traditional versus new media
© Oxford Strategic Marketing
New media channels
•What is in your protocol?
•What is the policy for comments on your Trust through new media channels?
•Can you monitor the impact of new media in a crisis?
© Oxford Strategic Marketing
See your laptops for the challenge
10 Minutes
Tables
Exercise: Twitter
© Oxford Strategic Marketing
The challenges
• How to harness new media?
• Can you influence the users?
• Do you have the specialist resources?
• Do you have the human capability?
• When will new media be traditional?
• How do you monitor the impact?
• How do you keep alignment – traditionaland new media?
• What is the role with your staff? – SMS,blog, YouTube?
© Oxford Strategic Marketing
Key learning points
New media has changed the ground rules – now the expectation is dialogue
Different issues at every step in the news cycle
Need to ensure your policy & protocols keep up to date
Managingcrisis
communication
© Oxford Strategic Marketing
Extracts from Trust incident management protocols
• Most�have�‘one�liners’ on�media�management�or�external�communications
Extract
6.8.5 Where an incident occurs which could result in a significant impact on the Trust of a legal, media or other interest, it is important to ensure that the situation is managed appropriately to safeguard patients, staff and the organisation. This means that any person affected by the incident, i.e. staff, patient, relative, member of the public, should where possible be notified prior to the media.
6.8.6 The Chief Executive must be informed of all incidents that may involve or attract the attention of the media.
© Oxford Strategic Marketing
Extracts from Trust incident management protocols
• Some�have�more�guidance
CONSEQUENCE OF THE INCIDENT
AActual or potential impact on
patient, staff or visitor(s)
BNo. of people affected or potentially
affected at one time
CActual or potential impact on the Trust
CATASTROPHIC
MAJOR
MODERATE
MINOR
INSIGNIFICANT
Death Over 50
National adverse publicitySevere loss of confidence in the organisation
Litigation expected >£1MExtended service closure
Major permanent harm 16-50
National adverse publicityMajor loss of confidence in the TrustTemporary service closure (> 1 week)
Litigation £50K - £500K
Semi-permanent harm (up to 1 year) including:Known or suspected health care-associated
infection which may result in semi-permanent harm3-15
Local adverse publicityModerate loss of confidence in the TrustTemporary service closure (up to 1 week)
Increased length of stay 8-15 daysIncreased level of care 8 – 15 days
Non-permanent harm (up to one month) including known or suspected health care
associated infection which may result in non permanent harm
1-2Litigation <£50K
Increased length of stay 1-7 daysIncreased level of care 1-7 days
No obvious harm 1-2 Minimal impactNo service disruption
Extract
© Oxford Strategic Marketing
A different approach using checklists
Extract
27 Have you made sure the patient/family/carers have been informed as per Being Open Policy?
28 Has the Incident Decision Tree been completed if appropriate by divisional HR lead?
29 Have all relevant chiefs of divisions, clinical directors, senior managers DPSSMs been informed?
30Does the incident need reporting to HSE?
Does the incident meet the definition of Memorandum of Understanding requirements?
Have NHS Rotherham been informed and incident reported on STeISS (Quality and Standards department will do this)
Do any other external agencies need to be informed?
Have all staff been identified for statements and/or interviews?
Has the communications manager been informed?Has a communication briefing been developed to share with trust and/or media?
31
32
33
34
35
36
37
Have all staff been given the appropriate support and advice e.g. Occupational Health referrals
Has the Investigation team been identified and roles and responsibilities clarified?
ALL OTHER ACTIVITY WILL BE DOCUMENTED IN THE LEARNING LESSONS LOG
ADDITIONAL ACTIONS FOR RED/SUI INCIDENT INVESTIGATION TEAM ONLY
Extracts from Trust incident management protocols
© Oxford Strategic Marketing
Escalation model
Seriousincident is recognised
Identify an investigationlead and team within one working day
Commun-icate with patient,patient’sfamily, staff, externalagenciesand media
Completethoroughinvestigationwithin 4-8 weeks of incidentbeingidentified
Writtenreport and action plan availablewithin 12 weeks of seriousincidentoccuring
Reportissued to relevantparties
Flow chart Approach for a SUI
© Oxford Strategic Marketing
Extracts from Trust incident management protocols
Using action lists with prompts:Extract
Basic Awareness
Passive Assimilation
Active Gathering
OpinionForming
External Challenge
Work area
External Challenge
Actions Lead Timescale Completed(tick) Notes
Supervised report reading with family of X
Family of X has requested a written apology (see Family
Correspondence)
Supervised report reading with family of Y
Letter of apology and hard copy investigation report to be delivered to family of X
Letter of apology and hard copies of report to be given to family of Y
Offer of media support to family of X
Prepare statement with family of X
Provide family of Y with copies of statement to issue to
reporters calling in person
Statement will be provided in media packs to be provided at
the press conference
Arrangements in place for telephone
enquiries to family of X
Family of X to refer any telephone media enquiries
Inform Local Authority• Communications Lead• Director of Social Services
Arrange meeting between report authors and Trust & Provider Trust Chief Execs
Draft and send letter in advance of report publication
To summarise the findings and include a newspaper report
as a reminder of the case
© Oxford Strategic Marketing
Trust incident management protocols
Ensure your Trust IncidentManagementProtocol has an effective Annexure to cover media and externalcommunicationsand it links to the main body of the protocol
It must :– Illustrate how Communication links to the
Incident Management Organization - the dual path approach
– Illustrate how communication supports the incident management escalation system – green– amber - red = Clear guidance between Trust actions/decisions and the communication consequences
– State the mandatory ‘Triggers’ for the Communication Team
– State ‘release procedures’ with single accountability
– Deliver 24 x 7 coverage– Include built in sustainability – training and
rehearsal through simulation annually
© Oxford Strategic Marketing
Protocols
© Oxford Strategic Marketing
Protocol typical content
PRE-AMBLE• Associated policies,
strategies,documents
• Document Control• Distribution• Update procedure• Review frequency
© Oxford Strategic Marketing
Protocol typical content
CONTENT• Purpose• Accountabilities • Objectives• Structures with report lines• Values and behaviours• Definitions• Review & update
procedure• Incident & crisis model
© Oxford Strategic Marketing
Protocol typical content
PROCEDURES DURING AN INCIDENT• Reporting and escalating
incidents• Managing incidents• Authority levels• Corporate Governance• Legal & regulatory dimension• Incidents involving third party
authorities• Management Communication• Media Management• Stakeholder interaction
© Oxford Strategic Marketing
Protocol typical content
ADDITIONAL CONSIDERATIONS• Informing patients and relatives• Investigating incidents• Storage & retention of incident
management documents• External reporting within NHS• Disciplinary action• Equality impact assessment• Learning & development of
incident management• Monitoring compliance • Standards• Performance Management• References with other associated
protocols
© Oxford Strategic Marketing
Managing crisis communicationsprinciples
You can do everything right and still be badly damaged
You can’t stop people talking…but you can influence what they say
Assume everything will get into the public domain
It’s never too early to centralize communication in an incident or crisis
What you say internally has to be aligned to your external messages
Crisis communication is a full time job in an SUI or crisis
© Oxford Strategic Marketing
Scenario planning before a crisis
Develop a clear strategy framework and pre-prepared position statements for any scenario
Develop your links with any relevant communication team members in DH & SHA
Identify your key audiences in advance
Decide the most effective communication channel for each audience
Use a communication matrix to keep track of the communication plan
Know your critical time plan for each audience
© Oxford Strategic Marketing
Key considerations when planning
Your GoalThe goal of crisis communication is to move ‘bad news’ through the media and public attention expeditiously, with credibility and openness and within your NHS values
There are four key elements to crisis communications:
• Speed• Accuracy• Credibility• Consistency
© Oxford Strategic Marketing
Media communication strategy
Provide all assistance possible to the media. They will cover the story
regardless of the extent to which you cooperate, and will get information from outside sources (disgruntled employees, competitors, outsiders) if they cannot get
it from you
Inform the public frequently and accurately in lay language through
the media from the outset. If not done, the information vacuum will be filled by
rumours far worse than the real situation
Keep the media fully informed. Don’twait for them to call
Always be candid and timely inresponding to the media
Provide information from the viewpoint of the public interest, rather
than from the Trust’s interest
Assume a ‘worst-case’ position forplanning purposes
A sound media crisis communication strategy should incorporate the following:
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Key learning points
Different protocols take different approaches. No “right answer”, but understand your own
protocol and maintain it by regular review
All crisis communication benefits from adherence to some basic principles – check
that you are following these
Crisiscommunication
simulation
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3 part Simulation1. Door-stepping2. Strategy & Plan3. Review2 hours
Tables
Exercise: Communicationstrategy simulation
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Crisis communicationsimulation
This Simulation is designed to develop:• The fact find• Understanding of the Dual path Approach• Developing a Communication Strategy• Defining the Talk Points• Developing Holding & Core Statements• Developing the Q&A• Releasing Statements• Rehearsing for a media statementIt will be in three partsPart 1 – Door-steppingPart 2 – Developing a measured responsePart 3 – Review & Discuss
Find the facts
Create communication strategy
Agree talk points
Identify questions and answers
Carry out rehearsal
Issuestatement
Giveinterview
Crisiscommunication
action plan
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What I’m going to do differentlywhen I get back to my desk
5 Minutes
Individual
Exercise: Action planning
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Other courses for communicators and leaders
Introduction To Effective
Strategic Communication
Marketing & CommunicationFor Behaviour
Change
HighPerformance
Marketing and Communication
Introduction To Media and PR
Media, PR and Crisis
Management
Strategic Management of Reputation and Relationships
Introduction To Internal
Communication
Internal Communicationand Managing
Change
Effective Workforce
Engagement and Why it Matters
Seewebsite
for details
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