Ebola at Emory: Easing Fears With Crisis Communications
The Ebola outbreak in West Africa in 2014 dominated headlines and incited fear of a pandemic in the United States. Emory University Hospital in Atlanta was the first to treat infected aid workers brought home from Africa to the U.S. for treatment, including a doctor who was infected while working in Liberia with Samaritan’s Purse, an aid group.
Much of the U.S. public was concerned about bringing patients to the U.S. because we had no history of treating the disease and there were concerns that it would spread uncontrollably if not handled properly. Emory was chosen to treat the patients due to its proven expertise in handling highly contagious infectious diseases and years of preparations for such a circumstance. To allay the widespread fear associated with Emory’s role in treating Ebola and potential negative repercussions given the lack of experience of U.S. hospitals in treating this specific disease, Emory developed and implemented a communications strategy true to its core values. Despite having only three days to prepare for the first Ebola patient and develop the crisis communications plan, Emory turned a risky scenario into one that garnered a positive response.
Planning for Crisis Communications
Emory’s success can be attributed to its well-established and tested crisis communications plan. Educational institutions must maintain, review, test, and update their plans throughout the year to prepare for the unexpected. Because Emory had been running drills, tabletop exercises and risk management programs for years, it was well-equipped to respond when the Ebola crisis situation forced implementation of its tested strategies. From day one, a tight multidisciplinary team with clear lines of authority led the charge to prepare for the media blitz and potential public outcry.
Keeping the Community Informed
“First and foremost, you must focus your efforts internally,” said Nancy Seideman, associate vice president of media relations for Emory University. Two point people for the team formed a clear message regarding safety, reassurance, education about Ebola, and Emory’s expertise in treating serious infectious diseases. Once this core messaging was established, the communications team ensured timely distribution of approved, vetted information—updating the internal community before the external media. In addition to updates to their website and emails to the Emory University community, town hall-style meetings and trainings were held with community members and hospital workers to keep them abreast of the situation and ensure preparedness.
Maintaining a Transparent, Consistent Message
It was imperative that all statements made to the media were true to the established core messaging. Emory was able to do this by designating and training specific representatives to participate in interviews, accompanied by a media relations staff member. Maintaining transparency and never backing away from any questions enabled Emory to create the narrative of the news cycle, rather than just respond to external agendas. The hospital offered interviews or held press conferences only when there were actual updates to report, thus preventing creation of a false storyline. When working with other organizations such as the Centers for Disease Control and Prevention, volunteer missionary aid workers, and the Georgia Department of Public Health, “it was imperative that Emory address only what was Emory’s to own and to triage media questions to other organizations, as appropriate,” Seideman said.
The communications team anticipated difficult questions from the media and practiced potential Q&A scenarios in advance. When faced with a flurry of negative social media posts fueled by public concern for a potential Ebola outbreak in the U.S., Susan Mitchell Grant, chief nurse executive for Emory Healthcare, wrote an op/ed piece in The Washington Post. The article garnered support from health care professionals nationwide and shifted the conversation back to Emory’s reassuring and informative messaging.
Working With an Outside PR Firm
Some institutions don’t hire an outside public relations (PR) firm until something has gone wrong and damage control is necessary. Emory did not make that mistake. As the communications team was working 16- to 18-hour days, they realized they needed help. “[PR firms] should be an asset, not a burden,” Seideman said. “It is important to realize when outside help is needed.” With the help of United Educators’ ProResponse® benefit, Emory secured additional manpower from Virginia-based McGinn and Co. that helped provide PR counsel and support, particularly as the Ebola issue continued at a high level of intensity for weeks.
Because of Emory’s medical expertise and effective communications, the institution is now known for helping the world better understand how to treat and control the deadly virus. The knowledge gained by Emory’s work with the Ebola patients can be applied globally to prevent future outbreaks and help infected individuals receive successful care. In addition, educational institutions can learn from Emory’s effective approach to crisis communications.
Photo credit to WXIA-TV in Atlanta.
By Mike Toohey, member relations specialist