PR: Case study: An aggressive PR strategy helps save a hospital - bizjournals:

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Saile was CEO of Bellevue, which the state-appointeds Berger Commission had decided should closr as part of its plan to overhaul the healtghcare system. “The press knew before I did,” she “It was shocking.” But who now operates , a consulting firm that assistws companies goingthrough change, took immediate controlk of the story. Within 24 she had launched a publi c relations campaign with thetheme “Bellevuw is here to stay” and the message that closingv the Niskayuna hospital would threaten women’s health care in Schenectad County.
That effort succeeded to galvaniz community support and keepBellevue open, albeit as part of the “Had we been quiet about what was happeninfg at Bellevue, there is no doubt in my mind it woulds be closed now,” Saile said. “I was not in control of what the BergerCommissiobn did, but I was sure in control of how I communicateed our message.” Saile’s story may be but it contains lessons for other business leaders caughgt up in a capricious economic Her primary advice, when faced with bad news, is to reactr quickly and truthfully, and to be both consistent and persisteng in telling your story. Jon owner of in Albany, agreed.
“Especially now, with so much anxiety out there, the best communicators are the ones who communicat e earlyand often,” he said. Saile’sw approach was to tell the truth, as she knew it, to as many peopl e as possible in as many waysas possible. She wrotse letters, held staff meetings, conducted community forums, spoke to the press and sought the earof politicians. She barely but she kept smiling. “I had to have the endurancee to say the same thing over andover again, and to say it she said. “How you say somethinh is as important as whatyou say. If my tone had been shrill or accusatory, it would have sent the message that everythinhg wasin disarray.
And it In fact, the more Sailes talked, the more support she People wantedto help, and she quickly came up with thinga for them to do. “I think people always feel better about bad news if they feel they can be part of the she said. “Give them the information they need and they will rise to the In Bellevue’s case, this meant rallyingt on the hospital’s behalf. In the situationn of layoffs or anearnings slump, workers can be askedf to help trim costs or improve business. “Wheh you can turn the employees who are left intoa team, you can engags them,” said Pauline president of Waterford-based .
In the end, the stat e decided Ellis shouldabsorb Bellevue, which now is knowj as Bellevue Woman’s Care Center. Eleven peopld lost their jobs, compared to the 370 who wouldd have been out of work had thehospitalk closed. “[The Berger Commission list] was devastating news that coulr have closedBellevue overnight,” Saile “But it ended with Bellevue open and in bettedr shape than I could have imagined.
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