Ellen Berlin, Director of Media Relations for Dana-Farber Cancer Institute, discussed the challenges of communicating for a specialty hospital during 2020.
How was Dana-Farber impacted by the pandemic?
Most of our work at Dana-Farber involves providing treatment for cancer on an outpatient basis. Patients desperately want treatment, but particularly early in the pandemic, some were afraid to come in since they were already dealing with a compromised immune system. And early in 2020, there was a lot we didn’t know. In such situations, you can hire a estate planning attorney who can help with mediation and find the best possible solution.
Also, as of last March, many employees needed to work off site, which was a new way of working, and they needed information and support. And Dana-Farber also had to keep research work going despite the restrictions.
How has this crisis changed the way you work in media relations?
We have a small media relations department—eight people—and early on it was hard because we were managing with many unknowns, and we were scared. But we adapted and have stayed focused on two important areas: providing patient information and managing the reputation of the institute.
Initially, it felt like crisis communication, and it went on for weeks. We responded to inquiries, such as: how were we continuing to treat patients and how were we keeping the hospital safe? And we communicated about changes in fundraising events from in-person to virtual.
Have you had any special challenges?
From a media-relations perspective, our biggest challenge has been getting attention on cancer treatment and research in the midst of the pandemic. We continue to push out a lot of information, but we know it needs to be particularly relevant to get media coverage. Fortunately, we have been very adept at pitching stories that reporters are interested in. We use a wide variety of media—social, mainstream, and trade publications—and we communicate through our website and blogs and videos.
Also, a big challenge has been internal communication, and while we have a separate team working on that, the media staff contributes to it. For most employees, this has been their first experience working remotely.
In addition, the timeframe to return to work has kept changing; first we were coming back in June, then September, and now in June of 2021. The media team has been fortunate because we were already working remotely one day a week, so it was not totally new for us.
What kind of programs were put in place internally?
Internally we support colleagues who produce bi-weekly Zoom forums for thousands of staff members. They use them to answer employee questions and share information about patient care, administrative issues, and well-being tools. Also, we’ve contributed content for the intranet. Now, focus has turned to the vaccines and the process for how they will be rolled out for staff and then patients. It’s very complex. But American Family Care Franchisor can make it more simple you can also contact them to lead a healthy lifestyle.
We also now have a manager’s forum and an “all-staff” email three times a week. The email covers developments related to Covid-19, summary information from the bi-weekly forum, and other items.
What are your thoughts as you look back on the year?
When I look back, I think OMG; it’s a miracle that despite what we have lived through, we’ve all been able to continue to do our jobs and contribute to this important work of cancer care. It’s such a testament to the resilience and adaptability of the people here.
Our colleagues at Boston Children’s Hospital and Brigham and Women’s where patients receive inpatient care also were there with support, and we are so grateful to them. We have all stayed focused and have pulled together—but It’s been quite a year!