www.mhhp.com

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Crisis Communicationsin a Nonprofit
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Who is MHHP?

• Trade association representing 142 hospitals
• Federal and state advocacy, education, data,
  patient safety, work force, public relations,
  legal counsel
• Labor Relations Board, sub-corporation serving
  most Twin Cities systems
• Communications staff 3.5

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Communications Landscape

• Twin Cities MNA Negotiations
• 13 hospitals, part of 6 systems
• 1 Priority Reach agreement with MNA
• Universal labor relations rule DONT negotiate
  through the media
• Communication goal none, it was barely on the
  radar early in negotiations

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Communications Landscape

• But media interest was intensifying
• Minnesota Nurses Association holding public
  rallies
• MNA proactively providing the media with the
  unions key messages
• MNA engaging political leaders, community, other
  unions

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Negotiations Hit the Media

• Prepared messages, based on research, that
  addressed issues the union was raising
• Responded to all media requests following the MNA
  rally
• Revised and expanded communication plan,
  developed detailed crisis communication plan

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Crisis Communication

• What are potential crises or triggers for media
  coverage?
• Who are your audiences dont forget about
  internal ones.
• What is the best way to communicate with each
  that will be possible during a crisis?- Leverage
  technology (phone, listservers, Internet)

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Staffing Assignments

• Do you have enough staff to handle a crisis?-
  field media calls (24hrs), arrange interviews and
  press conferences- develop and update media
  messages- communicate with staff- communicate
  with donors, members or other key publics- track
  and analyze media coverage Internet

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Spokespeople

• Selecting the right people
• Preparing them for speaking with media

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Key Messages

• Short in length no more than 25 words
• If they are key messages youll only have a few
• Support your key messages with facts and
  anecdotes
• Develop answers to hard questions with bridges
  back to your key messages

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Nurses and Hospitals

• Nurses are key hospital employees- trained
  professionals- largest employee segment-
  primary point-of-contact for patients- nursing
  care main determinant of quality
• Nurses are most respected profession in the
  country

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Nurses and Hospitals

• Hospitals knew nurses experiences/anecdotes
  would be compelling to media
• Hospitals acknowledged nurses experiences and
  perceptions while placing them in context with
  local, state and national facts

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Talking with the Media

• Talk from viewpoint of public interest
• Make news easy to understand and use
• Avoid off the record comments
• Most important facts first
• Dont repeat negative language
• Simple, direct answers are powerful and underused

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Dealing with Media Ethically

• Honesty is the ONLY policy
• Spot news should go out immediately regardless of
  news cycle
• Features should be alternated among competitors
• Honor enterprise journalism
• Be available to field calls at ALL times and
  respond to media promptly

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Dealing with Media Ethically

• Declaration of Principles to media
• Ivy Ledbetter Lee, during 1906 coal strikeThis
  is not a press bureau. All our work is done in
  the open. We aim to supply news. In brief, our
  plan is, frankly and openly to supply to the
  press and public of the United States prompt and
  accurate information .

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Media

• Prioritize media
• Take care of established relationships 1st
• 1 regular beat reporters, including trades2
  other local media3 Greater Minnesota media4
  National media5 Media from other states,
  countries

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Beyond the Media

• Dont leave getting the word out to the media
• During a crisis, its crucial that you
  communicate directly with all of your key
  publics- strategies for internal and external
  publics- coordination of operational functions

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Key Learnings

• Spokesperson is full-time job- someone else
  must run the shop- knowing how media work is
  ESSENTIAL
• Trained back-ups are necessary for spokespersons
  physical and mental health!
• Be ready to add staff or hire an agency if extra
  hands are needed (ballpark budget)

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Key Learnings

• Foster realistic expectations for media coverage
  with your leadership
• Needed to schedule longer interviews (1/2 hour
  1 hour) for our print beat reporters
• Focus greater attention to keeping all internal
  audiences updated

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Check List

• Crisis Communication Plan in place
• Enough staff to cover all duties?
• Spokespeople chosen and prepared for media
  interviews
• Quick Reference Contact sheet at work, home, car
  and in purse/wallet/briefcase
• Family/Home life arrangements in place

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Post Mortem

• Evaluating your crisis plan
• Soon after the crisis youll want to evaluate
  your efforts- change in public perception-
  opinion of internal audiences- media coverage
  fair, key messages present- impact on donations,
  state regulations, lawsuits, etc.

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Questions?

• Contact
• Shireen Gandhi-Kozel, APRMinnesota Hospital and
  Healthcare Partnership(651) 641-1121 or (800)
  462-5393sgandhi-kozel_at_mhhp.com