– Overview – Public information, media, risk communicationCommunication is a huge issue in emergency management. Done right, emergency managers serve the public well. Done wrong – big problems. Most organizations have a Public Information Officer who has undergone extensive training. Some organizations haven’t yet learned their lesson. – Reading AssignmentsAttached Files: 610- Crisis and Emergency Risk Communication Card (CERC).pdf (1.04 MB)Ciottone chapters 24, 42, 45A useful pocket card – (See attachment)http://emergency.cdc.gov/cerc/resources/pdf/basic_cerc_zcard.pdfFOCUS POINTSYou may find these sites interesting, but this is not required reading. The lesson in each of these is that the right PIO makes all the difference. The wrong one is a major problem. (My personal thanks to DMM student Christina Pareja for finding these).Gluckman, W. A., Weinstein, E. S., Dilling, S., & Paul, J. S. (2015). Public information management. In Ciottone’s Disaster Medicine (pp. 143–148). http://doi.org/10.1016/B978-0-323-28665-7.00024-8http://www.wmsym.org/archives/2008/pdfs/8313.pdfhttp://www.powermag.com/the-communications-failures-lessons-of-three-mile-island/http://www.nejm.org/doi/full/10.1056/NEJMp1001737#t=article- Discussion Board QuestionDescribe the role of the Public Information Officer in media relations and reporting during an incident. Why is this role so crucial? How can the PIO beneficially utilize the media for Risk Communication activities during the event? What pre-event activities lead to success in these relationships?- APA Style- Two references at least
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CRISIS AND EMERGENCY RISK COMMUNICATION (CERC):
Emergency Message Components
1. Expression of empathy
2. Call for Action
3. What we don’t know
4. Process to get answers
5. Statement of commitment
For more information
Next scheduled update
Crisis and emergency risk communication encompasses the urgency of disaster communication with the need to communicate risks and benefits to
stakeholders and the public. CERC differs from risk communication in that a decision must be made within a narrow time constraint, the decision may be
irreversible, the outcome of the decision may be uncertain, and the decision may need to be made with imperfect or incomplete information.
CREATING YOUR CERC MESSAGES
event with empathy
Explain and inform
the public in
simplest forms about
courses of action
where to get more
Commit to stakeholders and
public to continue
Check your message
Positive action steps
Apply CERC principles
Use of simple, short words
Avoid judgmental phrases
Avoid extreme speculation
information to those
who need it
and support for
Listen to stakeholder
response in future;
public to support
and public policy
capabilities of the
CERC NINE-STEP PLAN
1. Verify situation.
2. Conduct notification.
3. Activate crisis plan.
4. Organize assignments.
5. Prepare information, obtain approvals.
6. Release information via pre-arranged channels.
7. Obtain feedback, conduct crisis evaluation.
8. Begin additional public education activities.
9. Monitor events.
CRISIS AND EMERGENCY RISK COMMUNICATION
Present a short, concise, and focused message (6thgrade level). It’s difficult in a heightened state of anxiety
or fear to take in copious amounts of information. Get
the bottom line out first.
Cut to the chase. Relevant information only at this time.
Don’t begin with a lot of background information.
actions to improve
crisis systems or the
Give action steps in positives. Avoid the use of negatives.
Repeat the message. Repetition reflects credibility and
Create action steps in threes or rhyme, or create
an acronym. Three is not a magic number, but in an
emergency, you should not expect your audience to
absorb more than three simple directions.
Use personal pronouns for the organization. “We are
committed to . . .” or “We understand the need for . . .”
The First 48 Hours
BE FIRST. BE RIGHT. BE CREDIBLE.
Use your crisis plan’s notification list to ensure that your leadership
is aware (especially if it comes from the media and not the EOC) of
the emergency and that they know you are involved. Give leadership
your first assessment of the emergency from a communication
perspective and inform them of your next steps.
Contact local, state, federal partners now. If there is potential for
criminal investigation, contact your FBI counterpart now. Secure a
spokesperson as designated in the plan. Initiate alert notification
and call-in extra communication staff, per the plan. Connect with the
EOC— make your presence known.
Provide a statement indicating that your agency is aware of the
emergency and is involved in the response. Begin monitoring media
for misinformation that must be corrected. Tell the media when and
where to get updates from your agency. Give facts. Don’t speculate.
Ensure partners are saying the same thing.
Prepare your public information toll-free number operation now if
you anticipate that the public will seek reassurance or information
directly from your organization. (You may adjust hours of operation
and number of call managers as needed.) Use your initial media
statement as your first message to the public. Remind people that a
process is in place to mitigate the crisis. Begin public call monitoring
to detect trends or rumors.
Send a statement to partners and stakeholders using prearranged
notification systems (preferably e-mail listservs). Engage your
leadership to make important initial phone calls, based on your plan,
to partners and key stakeholders. Use e-mail to notify employees that
their agency is involved in the response and that updates will follow.
Ask for their support.
Conduct the crisis risk assessment and implement assignments and
hours of operation accordingly. Secure your pre-planned place in the
EOC or adjoining area.
For More Information about CERC: CERC_info@cdc.gov
Express empathy and caring.
Avoid jargon; use humor
Refute negatives without
Know your organization’s
Use positive terms.
Tell the truth.
Don’t assume you’ve made
your point. Ask whether you’ve
made yourself clear.
Stay on message.
Stay in your lane (scope of
Give people things to do.
Don’t lead with messages
Avoid one-liners, cliches,
and off-the-cuff comments.
Discuss what you know, not
what you think.
Ask more of people.
Failure to prepare is
preparing to fail.
Important Reminders About Your CERC Plan
Update the plan at regular intervals.
Longer is not better; your plan is a reference tool not
a step-by-step guide.
To request CERC training tools: CERC firstname.lastname@example.org
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