Introduction

There is no way to predict when a crisis may occur or what form it may take. However, to avoid the element of surprise and to minimize the possibility of compounding any problems by the method in which the incident is handled, it is important to institute a communications plan that specifically outlines proper procedures to adhere to when addressing a crisis situation.

The intent of this document is to aid the American Academy of Orthopaedic Surgeons (AAOS) in responding to a crisis in a calm, organized, expeditious and professional manner. It also can help assist in correcting/shaping public and key audience opinions by:

• providing news that is accurate and factual.
• offering a credible, knowledgeable spokesperson(s) for commentary, thereby countering comments from other sources who have alternate and/or conflicting viewpoints.
• demonstrating that the situation is under control and thereby reassuring the public, news media, Academy fellows, industry, Academy staff and the medical community at large.
• communicating what actions/steps have been taken to control the situation/issue and/or that everything (within reason) had been done to prevent such a situation.

AAOS can minimize negative media coverage, and/or amplification of the crisis situation as much as possible by implementing the crisis communications plan and thereby preserve the integrity of the AAOS name/reputation with all audiences.

What is a Crisis

Any incident or situation which focuses questionable or potentially negative attention either in the media or before key audiences, should be considered a crisis worthy of attention by this plan.

A potential crisis situation for AAOS can take many forms and can range from issues of medical treatment to membership/policy; from patient care to practice or managed care/reimbursement issues. Such crises can include, but are not limited to:

Whether the eventual outcome is positive, negative or negligible depends in large part on how the incident is addressed.

This document provides direction and guidance on response procedures for those parties who are involved, or drawn into a crisis situation to eliminate the exacerbation of a crisis via the media.

Audience Identification

Communication activities during a crisis are designed to support AAOS policies/directives and to minimize any negative or questionable public opinion. To do so, it is necessary to consider the needs/demands of a number of audiences -- each of whom has their own set of concerns and perspectives.

These audiences include:

• MEDIA -- A crisis may attract the interest of consumer, business and/or medical media (TV, radio, newspapers, magazines, wire services, Internet sites), depending upon the nature and scope of the incident.

• CONSUMERS -- A consumer can become aware (through whatever means, including the Internet and the news media) of a crisis involving AAOS members, or the Academy itself and thus fuel the interest of other consumers. The crisis team should consider this audience's short-term and long-term needs and address these in the crisis response-strategy.

• ACADEMY FELLOWS -- AAOS members will have specific needs based upon the particular type of crisis and its scope.

• OTHER -- A crisis may necessitate communication, and possibly coordination with local, state and/or federal agencies, state and orthopaedic specialty societies, medical and other nonprofit associations, AAOS coalition or joint initiative partners, as well as insurance companies, medical device manufacturers, pharmaceutical companies, etc. As appropriate, contact should be addressed per all relevant rules and regulations.

• ACADEMY STAFF -- Academy employees will have specific concerns before, during and after crisis strategy implementation.

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Media

• 2009 Annual Meeting Online Press Kit
• Media Resources