1. Preparing for the Unexpected
D R A F T
Preparing for the Unexpected
Communication Techniques and Tips to Help you Stay in Control During a Crisis
Tuesday, May 17, 2011
Corning Place Consulting

2. Recent CRISIS?

3. Types of CRISIS:
Financial or operational audit – scrutiny of business operations
Violation of trust by an employee/staff member
Unaccounted for resident

5. Following a CRISIS, who do you want to be?
Residence #A
Competent, well informed
Responsible & responsive
Compassionate
Residence #B
Callus
Sloppy
Unscrupulous

6. What defines a CRISIS? Non-Routine
Immediately/Rapidly escalates in intensity
A circumstance which invites unanticipated media, law enforcement or government scrutiny

7. What is your objective during a CRISIS?
Maintain normal business operations; modest disruption
Ensure licensing status is intact
Protect the short- and long-term viability of your business and its reputation
Minimize damage to your bottom line

8. You can’t head off a CRISIS if its potential risks are not recognized
The assisted living environment provides ample opportunity for an incident to develop into a crisis…
Residents are often perceived as vulnerable
You are willing to assume responsibility and risk for residents seeking to live more independently

9. Once a CRISIS occurs, accept it and demonstrate competency by resolving the problem quickly
This can mean the difference between:
One article reporting facts
An open ended article, which requires follow up and prolongs the crisis

10. Steps for handling a CRISIS
Follow the critical path:
Facts F Family F Media
Identify the Facts :
Gather the facts – avoid speculation
Know what you don’t know
Communicate with your company spokesperson and crisis team

11. Don’t have a CRISIS Team? Consider this…
Your crisis team needs to convey:
Administrative authority
(Administrator or Director)
Comprehensive understanding of the regulatory environment
(Deputy Administrator or Deputy Director)
Detailed knowledge of day to day operations
(Wellness Coordinator/Residence Services Director, Maintenance Director, or Food Services Coordinator)
Someone who can articulate this
(Spokesperson)

12. Steps for handling a CRISIS continued…
Notify Family:
Family follows facts
Decide whether information should be distributed directly to residents and their families
You may wish to designate someone for this task

13. Steps for handling a CRISIS continued…
Communicate with the Media:
All media inquires are to be referred to the spokesperson – one point of contact (employees should not volunteer information)
If you receive media calls while you are fact-finding, get the names and phone numbers of the reporters and find out their deadline
Staff must take clear, concise messages

14. Steps for handling a CRISIS continued…
Collect fundamental information about your residence
Do not use industry lingo such as “ACF” or “ALP”
Questions concerning your opinions, facts outside of the specific issue at hand should be avoided
Be careful if a reporter asks for “background” or “off the record” information.

15. Prevention
Preparation can mean the difference between disastrous public consequence or control over a bad situation
Demonstrating competency can actually help your residence solidify its reputation
A crisis is a terrible thing to waste

16. A commitment to media relations and the ability to manage a CRISIS has benefits
Media relations is earned – it is not advertising or sales. It helps you:
Define your organization and message;
Establish credibility; and
Ensure fairness and receive professional courtesy

17. Where do I start?
Now that you’ve made media relations a priority, you can start by:
Developing a media list
Becoming aware of local reporters, their beats, and their assignments
Designating a staff person to pursue positive opportunities and invite media to your facility

18. How do I survive a CRISIS?
Fundamental approaches:
The “crisis fairy” does not work 9 to 5
The key to communicating effectively in a crisis is responding quickly, with authority, and conviction
The first few hours are the most critical

19. Conduct a self assessment
Is your crisis team in place?
What crisis have struck in the past?
What crisis have affected similar organizations?
What chain of reactions did these set off?
Who are the audiences these crisis would affect?
Am I aware of the critical path?

20. How do I prepare? Create scenarios and anticipate courses of action
Develop sample key messages
Anticipate and develop answers for toughest questions
Preparation needs to be periodic

21. Prepare for each interview
Framing the interview
Determine your position and identify three key messages
Anticipate tough questions
Develop concise answers – out loud
Practice, practice, practice!

22. Attachments
Crisis team 24-hour phone list and wallet card of emergency numbers
Fact sheets on assisted living, company
Media lists
Crisis communications checklist
Risk analysis update sheet
Annual report

23. Give staff confidence in what to do
Distribute crisis plan to all supervisors
Train front-line staff on media protocol
Include employees in your self assessment process
Hold an in-service on crisis response

24. When the crisis is over…
Continue to monitor the situation
Stay in touch with key audiences
Develop an after incident report
Update crisis plan accordingly
Cultivate relationships to rebuild confidence in your organization