Reviewing Crisis Communication in Ensuring Sustained Efficiency - Assignment Example

MINISTRY OF HEALTH UNITED ARABS EMIRATES CRISIS COMMUNICATION PLAN Updated 1st March 2009 1. Introduction The Ministry of health (MOH) overseas the formulation and implementation of health care policies and programs, management of clinics and hospitals, and certification and control of drugs in the country. The ministry, which is subdivided into several sectors, division, and department that are defined by their specialty, is headed my the Minister of Health. The ministry controls matters pertaining to health in all the seven states of the United Arab Emirates, which include Abu Dhabi, Ajman, Dubai, Al Fujayrah, Ras al Khaimah, Sharjah, and Umm al-Qaiwaini. It should be understood that communication procedures and command chains are clearly defined to guide the ministry during normal operations in pursuit of its goals while maintaining professionalism and efficiency. Nonetheless, in time of crisis, these guidelines may be ineffective, inappropriate, or, inapplicable. Therefore, a plan to deal with emergencies and controversies, and to ensure that there is proper coordination among the seven states is vital. The Ministry recognizes that without such a plan, an emergency situation or controversial issue could cause permanent damage to the ministry, the government and the entire nation. The MOH could suffer copious losses and severely dent its image and reputation to the government and the public it serves. Furthermore, these consequences might result to a weak relationship with the international community. The aims and objectives of the plan should be, therefore, to ensure such damages are averted. 2. Aim and objectives The aim of this crisis communication plan is to aid the ministry including the staff, directors, the minister, and the government in making decisions or coming to conclusions that are sensible during time of an emergency and/or a controversy affecting the ministry of health of the United Arabs Emirates. It significant to note that this plan would only be effected in the event of a crisis. Moreover, it should guide and help decision (Colorado Nonprofit Association 2006) makers in guaranteeing continuation of different services and activities provided by the ministry and the government, and ensure that the vision, mission and the goals of ministry are preserved. The vision, mission and the goals of the United Arabs Emirates’ Ministry of Health are precise. The vision of the ministry is to improve the health status as well as minimize the inequalities in medical outcomes of every person living in any of the United Arabs Emirates states. The mission is to work hand in hand with all parties in ensuring that all community and households in United Arabs Emirates are sufficiently informed of the health issues and have easy access to quality health care and services. The aim, therefore, is to work in collaboration with all stakeholders for equality and proper health for every person in United Arabs Emirates. The crisis communication policy, in effect, is formulated within the boundaries of these guidelines, and is meant to strengthen compliment them. 3. The policy on crisis communications In time of crisis, it is very sensitive the way matters are handled (Dodson 1992); proper coordination and handling of matters concerning the ministry of health is, in this regard, very vital. Therefore, it important for everyone in the ministry to note and uphold the following guidelines that are helpful in working around a crisis: i. The minister, the director of communication, and the chief medical officer in the ministry of health should immediately be made aware of any crisis. ii. Only the communication secretary or any other authorized person are allowed to discharge any information to members of the public and the press. What is more, any other staff including members in committees should act professionally, and assist by linking the press with the spokespersons; they must not offer any information nor address the media on behalf of the ministry of the government. A crisis management committee would be created where only one person would be designated and responsible for its leadership, coordination and direction of the ministry’s response to a crisis including management of the media and messages. Moreover, only a single spokesperson would be designated to interact with any inquirers more so the media. Note that in some situation, especially when crisis are considered to be small (Clawson 2009), these two positions may be occupied by one person. In other cases, the responsibilities may be designated to two people to ensure efficiency in managing the crisis. Probably, although not essential, the two tasks would be the responsibilities of the communication director and the ministers respectively. In the event that the designated spokesperson is not available to perform his or her duty, the next capable person in the ladder of authority within the ministry of health should assume the responsibility. It should be understood that the minister is the default spokesperson, while the director of communication, the chief medical officer, and the communication secretaries in the seven states would respectively assume the role in case the person above him or her in authority is unavailable. iii. All remarks should be transparent and professional, and intended to moderate the particular crisis whilst fortifying the ministry’s role of leadership. It is unacceptable to respond with a “no comment” address. In case a reply is not available or cannot be released immediately, the question should be noted and the inquirer informed that he or she will be contacted later, which should be done. If the limitation is due to a policy such as restriction to sharing confidential information, the inquirer should be informed so. It is important to note that confidential matters should be maintained as such. iv. Responsive, proactive, and action-oriented responses are encouraged whenever possible. v. The Ministry acknowledges the importance of public trust and good relation with the media. Therefore, in times of crisis, it is essentially vital to maintain effective relationship with the media in order to sustain confidence of the public in the ministry and the government as well. 4. The Crisis Communications team A crisis committee would be created with various individuals assigned to specific tasks, which is necessary so that the team is conscious of the crisis communication plan and hence ready to respond in times of a crisis (International Association for Exhibition Management 2002). A team, as opposed to everyone, is more efficient in handling a crisis (International Association for Exhibition Management 2002), especially in respect to dissemination of information, and it would enable the ministry to respond even when some members are not able to function in their designated role. Moreover, a crisis committee would eliminate irrational reactions and miscommunication. It is vital to note that, although every member has specific tasks, everyone should know and understand the roles of others so that continuity is ensured in the event that any member is unable to work as designated. Moreover, although the minister and communications director are the designated spokesperson and team leader respectively in the event of a crisis, the most suited individuals for the roles considering the flow of command could be assigned the responsibilities if the two are not in a capacity to perform their duties. 5. Stakeholder analysis and prioritization In time of crisis, there is need to identify all the stakeholders in the crisis and prioritize in respect to disseminating of information, and taking action (Indiana Department of Health 2006). The Crisis Committee is tasked with evaluating the situation of a crisis and formulating statements for response to inquiries. The media would be the most vital resource to communicate to the public in the event of a crisis. The people who are at the highest risk of the crisis ought to be communicated to with immediate effect. These are the employees, the Minister of Health, the directors of various departments, the Prime Minister, government leaders of all the states, and the public especially U.A.E. citizens and visitors. In addition, the following should also be prioritized in regards to receiving information about the crisis: the media, emergency response units, neighboring countries, and nation partners. 6. Emergency contact list Email Direct Line Cell Phone United Arabs Emirates, Mohammed Ali Sheif, The Minister, Ministry of Health info@moh.uae.gov 101-777-1111 101-333-0000 United Arabs Emirates, Hussein Laden, The Communication Director, Ministry of Health info@moh.uae.gov 101-777-1112 101-333-0001 Abu dhabi, Ali Mahamood, Communications Secretary info@abudhabi.gov 101-777-2221 101-333-1111 Ajman, Hassan San, Communications Secretary info@ajman.gov 101-777-2222 101-333-2222 Dubai, Shafi kon, Communications Secretary info@dubai.gov 101-777-2223 101-333-3333 Al Fujairah, Meryl shakja, Communications Secretary info@alfujayrah.gov 101-777-2224 101-333-4444 Ras al Khaimah, Mohamed Kenan, Communications Secretary info@rasalkhaimah.gov 101-777-2225 101-333-5555 Sharjah, Ali Sama, Communications Secretary info@sharjah.gov 101-777-2226 101-333-6666 Umm al-Qaiwain, Hussein Arafa, Communications Secretary info@ummaalqaiiwain.gov 101-777-2227 101-333-7777 The websites of the ministry of health for the United Arabs Emirates central government and the seven states: The central government: http://www.moh.uae.gov Abudhabi: http://www.abudhabi.uae.gov Ajman: http://www.ajman.uae.gov Dubai: http://www.dubai.uae.gov Alfujayrah: http://www.alfujayrah.uae.gov Rasalkhaimah: http://www.rasalkhaimah.uae.gov Sharjah: http://www. sharjah.uae.gov Rasalkhaimah: http://www.rasalkhaimah.uae.gov Ummaalqaiiwain:http://www.ummaalqaiiwain.gov 7. Media contact list Email Direct Line Cell Phone U.A.E Broadcasting Corporation infi@uaebc.com 102-890-8828 102-021-4922 Cable Television Network (CNN) info@cnn.com /crisis@cnn.com 101-976-2314 101-333-1111 British Broadcasting Corporation info@uae..dubai.gov 111-787-2723 111-363-7733 Asia Television Network info@asiatv.ae 102-996-1234 101-303-1111 Al Jazeera Television info@aljazeeratv.ae 102-770-5555 102-345-2222 Khaleej Times info@khaleejtimes.ae 102-470-5555 102-843-2222 Gulf News info@gulfnews.ae 102-792-7567 102-643-8476 Abu Dhabi News info@abudhabinews.ae 102-359-1863 102-835-5455 Al-Bayan info@al-bayan.ae 102-535-5455 102-585-3585 Al-Ittihad info@al-ittihad.ae 102-746-5455 102-754-7847 Al-Khaleej info@al-khaleej.ae 102-646-5455 102-375-8537 Al-Fajr info@al-fajr.ae 102-773-5455 102-736-6289 8. Staff and stakeholder notification procedures Effective communication is very vital in the ministry in resolving a crisis. Proper procedures shall be followed to communicate to the stakeholders, and especially the staff in the ministry. The ministry’s headquarter would serve as the central agent of information release where the crisis team should first convene a meeting to discuss the crisis after which members of staff, the media (local, regional, and international), the relevant agencies and authority including the head of states and the federal government would be notified. If a crisis occurs while staff the ministry employees are out of office and that it is critical for information to reach them in time, especially due to the premises safety, then communication should be made through phone (Reimold; Wyoming Travel and tourism 2008). Furthermore, the needs and contributions by the affected staff to the situation should be considered. The gravity and nature of the crisis would determine the mode of communication to the audience. If it is an attack on the ministry’s premises or on an ongoing activity or event concerning the ministry, the staff should be made aware of what is going on first. Nonetheless, if the threat does not involve the ministry directly, but which require the attention of the ministry, the prime minister and all head of states should be informed immediately, and information released to the media as soon as possible for communication to the public. In addition, a bio-terrorism threat - for instance – would require that the ones at most risk be informed first after verification of information. It is vital that release of information is timely and factual, and should be verified by the minister, the chief medical officer, and an expert of the subject matter. 9. Sample press releases and key messages Government Logo The Ministry of Health, Postal Address Time of release: Date: Media Contacts: primary phone and fax numbers, and email address, Secondary phone and fax number, and email address Title of the media release The minister of health has today at about 10:00 a.m. announced a ban on movement of people into and consumption of poultry or their products coming from the Al Fujairah region of United Arab Emirates following an outbreak of bird flu in the aforementioned area. The minister has dispatched officers to asses the situation and screen everyone leaving the state to ensure that they are free from infection. In addition, all public hospitals are open to any victim and in high alert so as to address the situation. At the moment, officials cannot predict how long this ban will be in effect. The safety of United Arab Emirates citizens and visitors remain the top priority. People in the affected area and anyone else should listen to the state radio station for information on the course of action by the government and for more information. In addition, they may phone the numbers + 101 777 2224 or 101 333 4444 or check the Al Fujairah website at to www.alfujayrah.gov for information updates. The ministry will provide another news release at about 1.00 a.m. or when there is additional information to be conveyed. Key messages The crisis Team will develop messages that are responsive and factual for use by the ministry. In additional, it will provide draft messages for the receptionists as well as the voicemail system. However, all enquiries should be directed to the ministry’s designated spokesperson. These messages should have the following aspects: Reflection on the organization leadership role and status. Consideration of what is known by the inquirer and their interests. Anticipation of questions to be asked. Refer to additional information resources such as fact sheet, website, backgrounder, etcetera, Accuracy 10. News conference and interview protocols News conference should be planned and coordinated. As stated above, information of an emergency that affects the general public directly such as an outbreak of disease must be factual and verified by the minister, the Chief Medical Officer, and an expert before it is released. On the other hand, in case of a controversial issue or an emergency affecting the ministry, it would require only the Minister to authorize release of information or the deputy if the minister is not in a position to act in his capacity, otherwise the Director should assume that role. The minister should give the briefing in the news conference, but the director of information can assume the role if the minister is not available. The response to questions should adhere to the communication policy as stated above. In case that journalist request for news conference, it should be scheduled about an hour after preparation for the news conference or after acquiring an update. The responsibility of addressing inquiries in time of crisis lies with either the minister, his deputies and the director of information depending who has been designated the task. Therefore all interviews and questions touching on a particular crisis should be directed to the above individuals. If any other personal is interviewed by any agent or the media, matters of a particular crisis should be redirected to the aforementioned persons. In an interview, however, it is important that some items are discussed. These include the information that the interviewer (in this case a journalist) already has, issues of concern to the audience that the interviewer knows, and suggestion of the key matters to be discussed if the journalist has no knowledge of the matter at hand. Furthermore, it is paramount that the respondent to the interview is well prepared so that key issues are pointed out, especially for information that would be aired for a short period. What is more, it is vital to be prepared for criticism and learn about what other people or agency are opined to a particular emergency or controversy. 11. Methods of Communication updates The nature of a crisis will determine the tools and means of communication and updates to the released information. The media is the most viable choice to communicate to the public about the development of an emergency. In this case, news conference should be scheduled regularly and when there is crucial information to be communicated. Other items such as radio equipments, phones, e-mail, faxes, and any other reliable device could be used to convey information. However, the devices should be tested for proper functionality. In case of an emergency or controversy where sensitive information that should not be made public is to be communicated, hotlines should be used. Proper planning is necessary in this case to ensure security of information and that there is no surge in the phone lines. The website, factsheets, leaflets, and newsletters could also be used for disseminating updates. 12. Record keeping Records and information preservation is very crucial. The aim of the ministry of health is to remain operational even in time of a crisis and that if adversely affected it resumes its operations within the shortest time possible. Therefore, it is critical that information records are safely stored and secured as detailed follows: Back up computer data and soft copy information everyday in the evening. This operation should be done by the information and communication technology (ICT) administrators. Copy insurance policies, leases, employees record, and crisis management plan and store these document in an off the site location. Computer hardware and software audit should be done and information kept securely by the ICT administrator. All vital information should be backed up and kept secure. The Minister must be informed of any activity relating to the back up of records, as well as all the information that is backed up, especially that at the off site location. This should be the prerogative of the person who is responsible for the activity. This activity must be overseen by the head of the ICT Department. 13. Crisis communications review and evaluation Reviewing the crisis communication is very essential in ensuring sustained efficiency. The plan as well as the tools used by the ministry of health should be reviewed periodically by the communication director. The plan should be put to test to asses how communication would be handled if there was a crisis. Therefore, it is essential to conduct a communication audit regularly while incorporating the Strength Weaknesses Opportunity and Threat (SWOT) analysis. These processes should be conducted annually. In addition, it is essential to identify and train spokespersons for the ministry taking note that a single person may be unavailable during a crisis. What is more, the crisis management committee should disseminate emergency contacts lists to staff, directors and the minister for regular update, and conduct proper drill sessions on a quarterly basis where after the crisis communication plan is updated. Post crisis evaluation should be conducted to seal loop holes, recognize heroes, as well as to asses actions, responses, and areas to be revised or improved. The recognition of heroes is vital, more so, to make sure motivated participants in case of another crisis occurring. Assessment should be done on the media coverage to identify saliency and consistency of media messages. What is more, clips, notes, communication, talking points, etcetera should be filed and updated accordingly. References Clawson, S. K 2009, Crisis communication plan - a PR blue print 28th February 2009, . Colorado Nonprofit Association 2006, Crisis communication plan: Non profit toolkit, Colorado Nonprofit Association. Dodson, R 1992, Control your Crisis, Reader’s Digest, Australia: Readers Digest Limited. International Association for Exhibition Management 2002, Model crisis communications and management plan. Indiana Department of Health 2006, Crisis communication plan, Risk Communication and Health Information Dissemination: Public Health Preparedness and Response to Bioterrorism Grant. Reimold, C, Act Now: A six-step crisis communication strategy. Wyoming Travel and tourism, 2008, Crisis communication plan. Read More