HSC MRC Rev0

Using Health and Medical Physicist Volunteers and Other Radiation Professionals with Local Medical Reserve Corps (MRC) Units as Risk Communicators : 

Using Health and Medical Physicist Volunteers and Other Radiation Professionals with Local Medical Reserve Corps (MRC) Units as Risk Communicators Training provided by: Health Physics Society Homeland Security Committee (www.hps.org/hsc) Adapted from training materials developed by the Florida Department of Health, Centers for Disease Control and Prevention, U.S. Environmental Protection Agency, and other sources including Dr. Vincent Covello.

Purpose of this Training : 

Purpose of this Training To provide health and medical physicists and other radiation professionals with a basic knowledge of risk communications. To provide basic communications training so that health and medical physicists and other radiation professionals can function as subject matter experts in a radiological/nuclear emergency. To acquaint health and medical physicists and other radiation professionals with the terminology used in risk communications. To provide Just-in-Time training for health and medical physicists and other radiation professionals on risk communications in a radiological/nuclear emergency.

Training Outline : 

Training Outline This training is in a self-paced format and divided into three sections. The trainee can participate in each section or only one or two depending on past experience and current needs.

Section Outline : 

Section Outline Section 1 – Risk Communications and Message Development Section 2 – Delivering the Message and Spokesperson Training Section 3 – Understanding and Dealing with the Media

Section 1Risk Communications and Message Development : 

Section 1Risk Communications and Message Development Module 1 – Risk Communications Module 2 – Message Maps

Risk Communications This module will introduce you to communications skills and public information. : 

Risk Communications This module will introduce you to communications skills and public information. Module 1

What is Risk Communications? : 

What is Risk Communications? Risk communication is central to public health and other agencies in conveying their messages to the diverse populations they serve. The timely and effective dissemination of information about a high-stress topic or event so that individuals can make informed decisions and take appropriate actions for health and safety. A method of providing information about an expected outcome of a certain behavior or exposure. The interrelationship between the urgency of a crisis and the immediate need to communicate risks to the public.

Key Messages of Risk Communications : 

Key Messages of Risk Communications Risk communications is an evidence-based discipline. High stress situations change the rules of communications The key to critical communication success is anticipation, preparation, and practice. V. Covello : “95% of concerns and questions for any crisis can be predicted in advance.”

The APP Template : 

The APP Template Anticipate 2. Prepare 3. Practice

Anticipate, Prepare, Practice (1) : 

Anticipate, Prepare, Practice (1) Likely Radiological/Nuclear Scenarios -Detonation of an Improvised Nuclear Device (IND) -Use of a Radiological Dispersal Device (RDD) -Discovery of a Radiation Exposure Device (RED) -Transportation incident involving radioactive materials -Nuclear power plant event or terrorist incident

Anticipate, Prepare, Practice (2) : 

Anticipate, Prepare, Practice (2) Stakeholder/partners to be involved -Scenario dependent -Public -Media -Private business -Government -Tribes

Anticipate, Prepare, Practice (3) : 

Anticipate, Prepare, Practice (3) Questions and concerns most likely -Go to below URL for the 77 most frequently asked questions by journalists in a disaster (Covello) https://njlmn.rutgers.edu/cdr/docs/covello2_09-29-09.pdf -Examples: --Who is in charge? --What are your qualifications? --Is there anything good that you can tell us?

Anticipate, Prepare, Practice (4) : 

Anticipate, Prepare, Practice (4) -Dr. Covello is developing for the NRC a list of 400+ questions regarding a nuclear or radiological incident as part of a NUREG.

Risk Communication Benefits : 

Risk Communication Benefits Engender agreement Reduce mistrust/fear/stress Resolve conflict Improve knowledge/control Business becomes easier and cheaper

Characteristics of a good spokesperson : 

Characteristics of a good spokesperson -Communicates simply using easily-understood terms -Focuses on immediate impact to the public -Able to convey empathy and caring -Demonstrates competence and expertise -Communicates honestly and openly -Shows commitment and dedication -Sensitive and responsive to concerns -Expresses optimism -Stays calm and collected -Exhibits positive body language -Responds quickly to public/media inquiry

MRC SpokespersonSuggested Background Training (1) : 

MRC SpokespersonSuggested Background Training (1) Suggested on-line training available as: -IS 7 - A Citizen’s Guide to Disaster Assistance (http://training.fema.gov/EMIWeb/IS/is7.asp) -IS 22 - Are You Ready? An In-depth Guide to Citizen Preparedness (http://training.fema.gov/EMIWeb/IS/is22.asp) -IS 100.a – Introduction to Incident Command System (http://training.fema.gov/EMIWeb/IS/IS100A.asp) -IS 200.a -- ICS for Single Resources and Initial Action Incidents (http://training.fema.gov/EMIWeb/IS/IS200A.asp) -IS 700.a -- National Incident Management System (NIMS), An Introduction (http://training.fema.gov/EMIWeb/IS/is700a.asp) -IS 800.b -- National Response Framework, An Introduction (http://training.fema.gov/EMIWeb/IS/IS800b.asp) -IS 702 -- National Incident Management Systems (NIMS) Public Information Systems (http://training.fema.gov/EMIWeb/IS/is702.asp) -IS 808 -- Public Health and Medical Services (ESF-8) (http://training.fema.gov/EMIWeb/IS/is808lst.asp)

MRC SpokespersonSuggested Background Training (2) : 

MRC SpokespersonSuggested Background Training (2) Optional in-class training available (locally/state) as: -ICS 300 – Intermediate ICS for Expanding Incidents (http://www.fema.gov/pdf/emergency/nims/ics_300_fs.pdf) -ICS 400 – Advanced ICS Command and General Staff – Complex Incidents (http://www.fema.gov/pdf/emergency/nims/ics_400_fs.pdf) -FEMA G289 – Public Information Officer Awareness (http://training.fema.gov/EMIGrams/gramdetails_trng.asp?id=125) -Public Health 101 (usually provided by local health department, but URLs to suggested introductions to public health included here in Section 2, Module 8)

A Good Risk Definition : 

A Good Risk Definition “The probability of loss of that which we value.” - Dr. Vincent Covello

How the Public Views Risk : 

How the Public Views Risk Risk viewed as… -voluntary -under one’s control -with clear benefits -distributed fairly -natural -statistical -from a trusted source -familiar -affecting adults …are more accepted than risks viewed as... -being imposed by others -controlled by others -little or no benefit -unfairly distributed -man-made -catastrophic -from an untrusted source -exotic -affecting children

The Overarching Goal in any Communication Situation : 

The Overarching Goal in any Communication Situation To provide a clear and concise message to the right audience, at the right time, using the most effective medium. Helping people understand is particularly crucial in a public health emergency or crisis.

The *CDC STARCC Principle : 

The *CDC STARCC Principle During a disaster, people respond to clear instructions and want to be guided by government authorities. The way the message is framed is very important. In a crisis, your radiological or nuclear message must be: Simple Timely Accurate Relevant Credible Consistent *http://emergency.cdc.gov/erc/leaders.pdf

Important Points to Remember : 

Important Points to Remember In an emergency, information must be disseminated accurately and quickly! Media is the best dissemination vehicle for most audiences. Plan ahead and be proactive. Use technology, but be prepared for it to fail. Know your role in the Incident Command System. Know your role in the Joint Information Center (JIC)/Joint Information System (JIS). Know your communication and emergency plans.

Joint Information System (JIS) : 

Joint Information System (JIS) A Joint Information System (JIS) integrates incident information and public affairs into a cohesive organization designed to provide consistent, coordinated, accurate, accessible, timely, and complete information during crisis or incident operations. The mission of the JIS is to provide a structure and system for developing and delivering coordinated interagency messages; developing, recommending, and executing public information plans and strategies on behalf of the IC; advising the IC concerning public affairs issues that could affect a response effort; and controlling rumors and inaccurate information that could undermine public confidence in the emergency response effort. A JIS can be as simple as two PIOs from different agencies sharing incident information before they brief the media or as complex as 25 agencies PIOs sharing information on a disease outbreak. The JIS is a network for sharing information that will be made public; it is not a physical location. Once a physical location is set-up to accomplish public information, it is called a Joint Information Center.

Joint Information Center (JIC) : 

Joint Information Center (JIC) The Joint Information Center (JIC) is a physical location where agencies PIOs work together to respond to manage and coordinate incident public information. Members of the JIC work together to provide coordinated, timely, accurate information to the public and other stakeholders. Inside the JIC is where the actual work of public information is performed -- news releases are written, spokespersons are prepared for interviews, news conferences are held, information hotlines are managed. The JIC has to be flexible and modular in order to support a wide range of incidents from smaller incidents all the way up to large, multi-agency, complex incidents. The JIC must speak with one voice as it represents the Unified Command. News media may also work from this location or may attend this location for news conferences and interviews.

Communicating in a crisis is different : 

Communicating in a crisis is different In a serious crisis, all affected people . . . Take in information differently Process information differently Act on information differently In a catastrophic radiological or nuclear incident: communication is different Be first, be right, be credible

What the Public Will Ask First : 

What the Public Will Ask First Are my family and I safe? What have you found that may affect me? What can I do to protect myself and my family? Who caused this? Can you fix it?

What the Media Will Ask First : 

What the Media Will Ask First What happened? Who is in charge? Has this been contained? Are victims being helped? What can we expect? What should we do? Why did this happen? Did you have forewarning?

5 communication failures that kill operational success : 

5 communication failures that kill operational success Mixed messages from multiple experts Information released late Paternalistic attitudes Not countering rumors and myths in real-time Public power struggles and confusion

What Do People Feel Inside When a Disaster Looms or Occurs? : 

What Do People Feel Inside When a Disaster Looms or Occurs? Psychological barriers: Denial Fear, anxiety, confusion, dread Hopelessness or helplessness Seldom panic

People at RiskWhat is the Individual Cost? : 

People at RiskWhat is the Individual Cost? Demands for unneeded testing/treatment -Want to be decontaminated -Want to be tested for internal deposition Dependence on special relationships (bribery) MUPS—Multiple Unexplained Physical Symptoms Self-destructive behaviors Stigmatization

Community at RiskWhat is the Societal Cost? : 

Community at RiskWhat is the Societal Cost? Disorganized group behavior (unreasonable demands, stealing) Rumors, hoaxes, fraud, stigmatization Trade/industry liabilities/losses Diplomacy Civil actions

Communicating in a Crisis Is Different : 

Communicating in a Crisis Is Different Public must feel empowered – to reduce fear and feelings of victimization Mental preparation reduces anxiety Taking action reduces anxiety Uncertainty must be addressed “When people are stressed and upset, they want to know that you care before they care what you know.” (Covello)

5 Key Elements To Build Trust : 

5 Key Elements To Build Trust Expressed empathy Competence Honesty Commitment Accountability

What we all want! : 

Accuracy of Information __________ Speed of Release Empathy + Openness CREDIBILITY + TRUST What we all want!

Proactive vs. Reactive : 

Proactive vs. Reactive Think ahead. Be timely and accurate. Establish positive relationships with the media. Anticipate expectations of public information. Know the community’s hazards. Plan accordingly. Only reacting will make you appear unprepared, insensitive, untrustworthy, and secretive.

Getting Information to the Public(Available via Emergency Management) : 

Getting Information to the Public(Available via Emergency Management) Emergency Alert System NOAA Weather Radio Ham radio operators Cable companies Weather channel Government access channels PA systems on emergency vehicles Internet and E-mail Direct Satellite Uplinks Local broadcasting stations Social media: Twitter, Facebook

Now Let’s Pull All of This Together! : 

Now Let’s Pull All of This Together!

Slide 40: 

Module 2 Message Development and Mapping

Give your message -- Say it in 27- 9 - 3Here’s How : 

Give your message -- Say it in 27- 9 - 3Here’s How Have an objective for the interview. You don’t have to conform to the reporter’s agenda for the story. Develop your core message to support that objective. Your core message is also the phrase that you can return to each time you get a question that you are not able to answer. Your core message should be (Covello): 27 words long; 9 seconds in length; and have 3 main points to it. A total of 27 words for all three statements with each statement averaging 9 words in length. Use Message Maps (see next)

The Message : 

The Message An effective message begins with a “message map”: It identifies key messages. It offers responses to anticipated questions. It outlines key messages for a high-concern or controversial issue. It ensures consistent messages. It guides and directs spokespersons. It encourages the organization to speak with one voice. It promotes open dialogue.

Basics ofMessage Mapping* : 

Basics ofMessage Mapping* The following slides will guide you through the message mapping process. A message is a roadmap for displaying detailed, hierarchically organized responses to anticipated questions or concerns. It is a visual aid that provides, at a glance, the organization’s messages for high concern or controversial issues. *Adapted from Vincent T. Covello, PhD,“Message Mapping”, available at:http://publichealth.yale.edu/ycphp/messagemapping.pdf

Slide 44: 

The Message Map

8 Goals of Message Mapping (1) : 

8 Goals of Message Mapping (1) Identifying stakeholders early in the communication process. Anticipating stakeholder questions and concerns before they are raised. Organizing our thinking and developing prepared messages in response to anticipated stakeholder questions and concerns. Developing key messages and supporting information within a clear, concise, transparent, and accessible framework

8 Goals of Message Mapping (2) : 

8 Goals of Message Mapping (2) 5. Promoting open dialogue about messages both inside and outside the organization. 6. Providing user friendly guidance to spokespersons. 7. Ensuring that the organization has a central repository of consistent messages. 8. Encouraging the organization to speak with one voice.

Message Mapping: 7 Steps : 

Message Mapping: 7 Steps Identify stakeholders for a specified emergency, crisis, or disaster event Identify stakeholder questions and concerns Identify common sets of concerns Develop key messages Develop supporting information Conduct testing Plan for delivery

7 Steps to Constructing a Message Map (1) : 

7 Steps to Constructing a Message Map (1) Step 1: Identify stakeholders for a specified emergency, crisis, or disaster incident or event These would include interested or affected parties involved with a radiological or nuclear disaster.

7 Steps to Constructing a Message Map (2) : 

7 Steps to Constructing a Message Map (2) Step 2: Identify stakeholder questions and concerns Most questions related to a radiological/nuclear emergency can be anticipated. Covello is developing for the NRC a list of 400+ questions. Anticipate being asked some of these questions.

7 Steps to Constructing a Message Map (3) : 

7 Steps to Constructing a Message Map (3) Step 3: Identify common sets of concerns. Studies have shown that most public health issues are associated with 8-15 underlying concerns. These concerns include: health and safety; ecological; economic; quality of life; equity/fairness; cultural/symbolic; legal/regulatory; basic informational – who, what, where, when, why, how; openness, transparency, and access to information; accountability; options and alternatives; control; voluntariness; benefits; and, trust.

7 Steps to Constructing a Message Map (4) : 

7 Steps to Constructing a Message Map (4) Step 4: Develop key messages. Respond to the list of underlying stakeholder concerns and specific stakeholder questions. Work with other health physicists and/or communications staff, if possible. Develop a narrative that can be reduced to key messages and entered on the message map.

7 Steps to Constructing a Message Map (4) (cont.) : 

7 Steps to Constructing a Message Map (4) (cont.) Mental noise theory – when people are upset they often have difficulty hearing, understanding, and remembering information. (http://www.ahrq.gov/research/altsites/altsite7.htm#Mental) Mental noise can reduce the ability to process information by 80%. This amounts to a loss of four grade levels below average learning capacity.

7 Steps to Constructing a Message Map (4) (cont.) : 

7 Steps to Constructing a Message Map (4) (cont.) The challenges of mental noise theory: -To overcome the barriers that mental noise creates. -To produce accurate messages for diverse audiences. -To achieve maximum communication effectiveness within the constraints posed by mental noise.

7 Steps to Constructing a Message Map (4) (cont.) : 

7 Steps to Constructing a Message Map (4) (cont.) Solutions to mental noise theory include: -Developing a limited number of key messages, i.e., 3 key messages or one key message with 3 parts for each underlying concern or specific question (conciseness). -Keeping individual messages brief, i.e., less than 3 sec. or less than 9 words for each key message and less than 9 sec. and 27 words for the three key messages (brevity). -Developing messages that are understandable, i.e., at the 6-8th grade level for communications (clarity).

Slide 55: 

The Message Map

7 Steps to Constructing a Message Map (4) (cont.) : 

7 Steps to Constructing a Message Map (4) (cont.) Solutions to mental noise theory include: -Placing messages within a message set so that the most important messages occupy the first and last positions. -Developing key messages that cite credible third parties, e.g., Health Physics Society, AAPM. -Using graphics and other visual aids to enhance key messages. -Balancing negative messages with positive, constructive, or solution-oriented key messages. -Avoiding unnecessary uses of the words “no, not, never, nothing, or none”.

7 Steps to Constructing a Message Map (5) : 

7 Steps to Constructing a Message Map (5) Step 5: Develop supporting information. -The dilemma: “Facts about risk appear to play little or no role in determining public perceptions and concerns about the risk” (Covello) -The solution: --Provide facts and proofs for each message --Keep repeating the same message

7 Steps to Constructing a Message Map (6) : 

7 Steps to Constructing a Message Map (6) Step 6: Conduct testing: Subject matter expert review. Test the message with key stakeholders or their surrogates. Sharing and test with partners.

7 Steps to Constructing a Message Map (7) : 

7 Steps to Constructing a Message Map (7) Step 7: Plan for delivery Which individuals/organizations are trusted to this message? Which spokespersons will deliver the messages? Which communications channels might be delivering these messages?

Section 2Delivering the Message and Spokesperson Training : 

Section 2Delivering the Message and Spokesperson Training Module 3 – News Writing in a Disaster Module 4 – News Interviews Module 5 – Interview Tips Module 6 – Just-in-Time training Module 7 – Emergency Communications Checklist Module 8 – Public Health 101

News Writingin a Disaster : 

News Writingin a Disaster Module 3

Forms of News Writing : 

Forms of News Writing News statements News releases Fact sheets Bios Backgrounders Media Advisories Opinion piece

Info Conveyance : 

Info Conveyance In an emergency, information that might need to be conveyed through these forms of news writing may include: Updates about an ongoing issue. Activities being carried out by response and recovery agencies. Warnings and communication that address immediate issues, such as protective actions to take, shelter locations, evacuation routes, water status and medical needs.

News Statements : 

News Statements News statements are not news releases, but... Are usually a few paragraphs in length. Are often attributed to a high-ranking authority. May counter contrary views or misinformation. May be used to offer encouragement to victims.

Opinion Piece or Op-Ed : 

Opinion Piece or Op-Ed Opinion pieces, published opposite the editorial page, can help legitimize your cause and spokesperson. Can be used before a disaster occurs to let community know that an radiation expert is available, if needed. For publication… Ask about length (500-1000 words). Determine the writing style. Determine how it must be submitted. Could be an opportunity for good public relations

News Releases : 

News Releases Tell the public about an issue: What you are doing. What they need to know. What’s next. Demonstrate control. Demonstrate effective management. Establish an organizational presence Enhance information flow to the media.

News Release Content : 

News Release Content A release is written in newspaper style: Lead sentence: who, what, when, where, why and how Second sentence: supports the lead and may contain a quote Subsequent content: written in descending order of importance • Text is short and to the point. No speculation. Critical Information Less Important

News Interviews : 

News Interviews Module 4

Interviews are Opportunities : 

Interviews are Opportunities An interview is an opportunity to deliver a message. Give the reporter your message. Use quotable quotes. Know your story. State your message and return to it. Use questions to deliver the message. Brand your message. Be confident! You are the expert!

Types of Interviews : 

Types of Interviews Print vs. broadcast General vs. investigative Unexpected (ambush) vs. prearranged Office vs. on-site TIPS (see Module 5) Remain calm and in control. Remember, you are the official source. Be honest and transparent. Maintain the positive image of your organization.

Taking Control : 

Taking Control Tell your story. Every question is a chance to bridge to your message. Be specific. Put issues into context. Speak with conviction. Project confidence. Do not debate other points of view. Never, never, never repeat negative language! An interview is achoreographed exchange of information

Before the Interview : 

Before the Interview Ask for the interview topic. Determine your central message. Prepare 3 message points. Rehearse 8- to 10-second sound bites. Prepare for potential questions. Prepare for the toughest question. The 5 W’s + 1 H will always be asked. Be prepared!

During the Interview : 

During the Interview DO: Remain calm. Maintain eye contact and be aware of body language. Listen to and briefly answer each question. Be direct and honest. Learn to say, “I don’t know, but I’ll find out.” Defer to subject matter experts when appropriate. Make your points. Provide your support. Conclude your statements. Stop talking!

The Don’ts! : 

The Don’ts! Don’t use “I” Don’t speculate Don’t make promises you can’t keep Don’t use jargon, technical terms, acronyms Don’t use negative words and phrases Don’t blame others Don’t discuss costs Don’t make jokes Don’t repeat negative allegations Don’t become defensive Don’t go off the record.

After the Interview(Depending on the Situation) : 

After the Interview(Depending on the Situation) Ask the reporter when the story will run. Thank the reporter. Make yourself available if the reporter needs more information.

Slide 76: 

Module 5 Interview Tips

Know Your Story!The more times you hear this the better! : 

Know Your Story!The more times you hear this the better! Go into the interview with your own agenda. Commit your messages to memory. Use questions to deliver your messages. Return to your messages consistently. Be confident! You are the expert!

To Increase your Effectiveness… : 

To Increase your Effectiveness… Speak in clear and brief sentences. Give succinct messages. Offer accurate and relevant information. Be a credible source of facts and statistics. Use “media friendly” language. Offer “quotable quotes.” Speak visually, creating mental pictures.

Anticipate the Questions : 

Anticipate the Questions Anticipate controversial questions and prepare answers. What happened? When did it happen? Where did it happen? Why did it happen? Who did it happen to? How did it happen? What was the damage? Who is responsible? Don’t place blame. What do you plan to do about it? When will we get more information?

Develop Quick ResponsesPreparation, preparation, preparation! : 

Develop Quick ResponsesPreparation, preparation, preparation! Always be prepared with: Basic information for expected questions Q&A material More detailed responses for more complex questions To put potentially explosive issues to rest

Bridge to Key Messages : 

Bridge to Key Messages “What I am really here to talk to you about is...” “Before we leave that...” “Let me answer by saying...” “I think you are asking about…”. “Here are the steps we have taken…” “Let me put this in perspective...” “What you should know is...” “The most important point is...” “We are now doing…” I don’t want to speculate about what might happen…” Bridging helps youtake control and avoid interrogation.

In-Person Interviews : 

In-Person Interviews Be punctual. Wear appropriate clothing. Have reporter’s contact information. Relax! Body language, facial expressions and personality are interpreted with what you say. Consider the interview a formal presentation, even if you are in a casual setting. Listen carefully to each question and take your time in answering.

Phone Interviews : 

Phone Interviews Tips for a successful phone interview: Hold your calls. Give full attention to the interview. Have key messages in front of you. Stand or sit up. Smile and project warmth and authority. DON’T feel obligated to fill a void or pause. Do not use a speaker phone.

There is no “Off the Record” : 

There is no “Off the Record” Remember! Anything you say may become a headline. If you don’t want it quoted, don’t say it. If you misspeak, calmly correct your statement.

Slide 85: 

Module 6 Just-in-Time Training (For those with not enough time to read the previous 5 modules, you should at least know the contents of this module)

Slide 86: 

http://www.bt.cdc.gov/cerc/pdf/CERC-Pubs-Wallets.pdf

Top 10 Ways to Avoid Communications Mistakes* (1) : 

Top 10 Ways to Avoid Communications Mistakes* (1) Your words have consequences—make sure they are the right ones. Don’t appear uncertain. Know what you want to say, then say it. Then say it again, as appropriate. If you don’t know what you’re talking about, stop talking. Focus on informing people, not impressing them. Use everyday language. Never say anything you don’t want to see printed on tomorrow’s front page. *http://nepis.epa.gov/Exe/ZyPURL.cgi?Dockey=500025HA.txt

Top 10 Ways to Avoid Communications Mistakes* (2) : 

Top 10 Ways to Avoid Communications Mistakes* (2) 6. NEVER LIE! 7. Avoid making promises, false assurances or guarantees. 8. Don’t say “No comment.” You’ll look as if you are hiding something. 9. Don’t get angry. When you argue with the media, you always lose—and you lose publicly. 10. Don’t speculate, guess or assume. When you don’t know something, say so. *http://nepis.epa.gov/Exe/ZyPURL.cgi?Dockey=500025HA.txt

Module 7 : 

Module 7 Emergency Communications “Top 10” Planning Checklist Adapted from the EPA’s, “Communicating Radiation Risks” //nepis.epa.gov/Exe/ZyPURL.cgi?Dockey=500025HA.txt

Emergency Communications “Top 10” Planning Checklist (1) : 

Emergency Communications “Top 10” Planning Checklist (1) Form a crisis communications team. -Keep it as small as needed. -Staff with experts, as required, including radiation, communications, public health, and legal. -The team would be responsible for developing communication actions steps for a radiological/nuclear emergency.

Emergency Communications “Top 10” Planning Checklist* (2) : 

Emergency Communications “Top 10” Planning Checklist* (2) Develop communications goals. -Inform the public of the situation and specific dangers. -Provide guidance on appropriate responses. -Ease the public’s concerns by being prepared to answer or refer questions.

Emergency Communications “Top 10” Planning Checklist (3) : 

Emergency Communications “Top 10” Planning Checklist (3) 3. Develop a list of anticipated questions and messages. -Develop, in advance, messages for the full range of radiological/nuclear emergency scenarios. -Anticipate questions for each scenario -Prepare messages in all appropriate languages.

Emergency Communications “Top 10” Planning Checklist (4) : 

Emergency Communications “Top 10” Planning Checklist (4) 4. Prepare, in advance, facts sheets and background materials. -CLEAR – Simplify technical language for easy understanding at the 6 – 8th grade level. -CONCISE – Limit each item to three key messages with supporting information. -BRIEF – Recognize that attention spans are limited during an emergency.

Emergency Communications “Top 10” Planning Checklist (5) : 

Emergency Communications “Top 10” Planning Checklist (5) Develop precise logistics, roles, and functions. -Determine roles for each member of the team. -Create a backup communications plan of what to do if technology fails or those who are designated to be in charge are not available. -Create a 24/7 contact list for your emergency response team members and decide who will contact each person and in what order

Emergency Communications “Top 10” Planning Checklist (6) : 

Emergency Communications “Top 10” Planning Checklist (6) Coordinate communications procedures with other relevant agencies and organizations. -Determine who speaks to the media and public on particular subjects. -Determine who are primary and secondary contacts and experts for key offices and issues.

Emergency Communications “Top 10” Planning Checklist (7) : 

Emergency Communications “Top 10” Planning Checklist (7) 7. Identify and provide media training for lead and secondary spokespersons. -Include all relevant agencies and emergency responders. -Select spokespersons who: --Remain calm and controlled when addressing the public. --Can communicate in non-technical, ordinary language. --Can retain and deliver key messages. --Can convey empathy and concern with sincerity. --Are knowledgeable. -Use a good spokesperson trainer, if necessary

Emergency Communications “Top 10” Planning Checklist (8) : 

Emergency Communications “Top 10” Planning Checklist (8) Determine how to get your message out. -Identify normal best channels. -Develop alternatives if normal communications channels break down

Emergency Communications “Top 10” Planning Checklist (9) : 

Emergency Communications “Top 10” Planning Checklist (9) Develop and maintain media lists. -Should be available from public health PIO, otherwise… -Includes names, phone numbers, and email addresses for media contacts. -List should be kept up-to-date and readily available. -List should be available in electronic and printed versions.

Emergency Communications “Top 10” Planning Checklist (10) : 

Emergency Communications “Top 10” Planning Checklist (10) Practice -Put your planning into practice with scenario-based exercises or drills. -Evaluate the outcomes of the exercises to identify strengths and areas for improvement.

Module 8Public Health 101 : 

Module 8Public Health 101

Public Health and the MRC : 

Public Health and the MRC Most MRCs are sponsored by public health departments Health and medical physicists as SMEs should be aware of the normal and emergency operations of their local health department The health department is the connection to local emergency management.

Public Health Videos : 

Public Health Videos The following URLs have general information on the operation of public health. What is Public Health? (Flash presentation) http://www.whatispublichealth.org/index.html ● What is Public health? (on-line course: 2.5 hours) http://www.sph.umn.edu/ce/trainings/coursepage.asp?activityId=7810

Section 3Understanding and Dealing with the Media : 

Section 3Understanding and Dealing with the Media Module 9 – The Media Module 10 – Avoiding Interview Pitfalls

The Media : 

The Media Module 9 There is a terrific disadvantage in not having the abrasive quality of the press applied to you daily. Even though we never like it, and even though we wish they didn't write it, and even though we disapprove, there isn't any doubt that we could not do the job at all in a free society without a very, very active press. John F. Kennedy (1917-1963) Thirty-fifth President of the USA

Who are the Media? : 

Who are the Media? Newspapers and magazines Radio 24-hour coverage Television 24-hour coverage: CNN, FOX, MSNBC Other media types Wire Services Associated Press, Reuters Internet Social media: Twitter, You Tube

Working with the Media : 

Working with the Media The primary functions of the spokesperson are: Building and maintaining professional relationships. Remembering the 5 Ws and 1 H of providing information Who, What, When, Where, Why, How Accommodating media’s varying needs TV needs visuals. Radio needs “now” interviews and sound bites. Print needs details and in-depth stories.

Media Goals : 

Media Goals To find and cover newsworthy events To inform the public For most, fair, accurate, honest reporting Effects of media assistance: Helps reduce panic. Prepares the public for action. Warns the public of what may follow. Have the media work with us!

Media Relations… : 

Media Relations… Don’t wait for an emergency. Know the local media. Are enhanced by inviting media to training exercises for MRC SMEs and asking their advice. May be fostered by hosting a “Media Day” or conducting onsite visits with media to enhance relationships with the MRC. To cultivate media relationships: Be credible, dependable, and accessible. Maintain confidentiality. Be flexible and accurate. Have a consistent media policy.

Print Media : 

Print Media Characteristics High dependence on phone links to transmit information to publishing houses More depth and background—human interest stories Longer-lasting archives and records—Internet accessible Needs Trustworthy sources Analysis and roll-up of activities Chronologies Feature stories Graphics Photos

Radio Media : 

Radio Media Characteristics Desire to be first to report a story—Internet accessible. Production of short reports. Pride in immediacy of reporting. Ability to put authorities on the air quickly. An essential disaster warning tool. Ambient noise. Needs Sound bites in 10 seconds or less. Spokesperson with command of language. Spokesperson who avoids colloquialism. Spokesperson with clear, measured voice.

Television Media : 

Television Media Characteristics Powerful visuals Short sound bites (often over video images) Often influenced by broadcast times and schedules Established CNN and cable impact—Internet accessible Needs Trustworthy sources Sound bites in 10 seconds or less Visuals of the scene and real people B-roll

On-site Media Needs : 

On-site Media Needs Access issues- computers, phone and fax lines, Internet Satellite trucks and uplinks Pooling facilities National and local media logistical support Access to people and the “human touch”

Slide 113: 

Module 10 Avoiding Interview Pitfalls

How to Avoid Interview Pitfalls : 

How to Avoid Interview Pitfalls Journalists develop individual techniques to get their stories. Being aware of these methods can help you avoid them.

The Rapid Question Asker : 

The Rapid Question Asker Trap: The interviewer fires questions at you and you try to answer all of them. Solution: To regain control, choose one question and answer it. Bridge: “I think what you are asking …”

The Interrupter : 

The Interrupter Trap: The interviewer cuts off your answers, turning the interview into an interrogation. Solution: Politely continue your statement, simply and quotably. Bridge: “I’ll be happy to answer that in a moment, but as I was saying…”

The Aggressive Interviewer : 

The Aggressive Interviewer Trap: The interviewer is hostile, tricking you into defense rather than the delivery of a positive message. Solution: Remain calm, ignore the attack, pause and bridge to your message. Bridge: “I think we may be getting off track here…”

The Too Friendly Interview : 

The Too Friendly Interview Trap: The interviewer lulls you into false friendliness and overconfidence so you will unintentionally reveal information off message. Solution: Stay on message, reacting warmly but aware that an interview can turn hostile at any time. Bridge: “The important thing to remember is…”

The Personalizer : 

The Personalizer Trap: The interviewer relates your responses to personal feelings, using your hesitation to lead you away from the message. Solution: Before the interview, decide how to handle a personal question, using language in concert with the official position. Bridge: “What is important to our listeners is that…”

The Void : 

The Void Trap: The interviewer is silent after you answer, creating an awkward void so you will speak off message or say more than you should. Solution: Feel confident you have answered the question completely and remain silent. Bridge: Say nothing… or bridge to a positive message.

The Hypothesizer : 

The Hypothesizer Trap: The interviewer draws you into speculation about possibilities, then takes it out of context and puts you at odds with your message. Solution: Tell the reporter it is inappropriate to speculate and bridge to a positive message. Bridge: “It would be inappropriate for me to speculate, but…”

Interview Points to Remember : 

Interview Points to Remember Be Aware and be prepared! Stay on message, no matter what! Remember, you are the expert!

Risk Communications Training Summary : 

Risk Communications Training Summary You are the radiation subject matter expert! You may be the first – or the only – voice the public hears. Review your key messages. Organize your thoughts. Create your agenda. Focus. Rehearse. Relax! Don’t argue with anyone who buys ink by the barrel or videotape by the case!

References : 

References Crisis and Emergency Risk Communication. CDC. October 2002. Available at: http://www.bt.cdc.gov/cerc/pdf/CERC-SEPT02.pdf Communicating Radiation Risks. Crisis Communications for Emergency Responders. EPA-402-F-07-008. September 2007. Available at: http://nepis.epa.gov/Exe/ZyPURL.cgi?Dockey=500025HA.txt

References (cont.) : 

References (cont.) 77 Questions Commonly Asked by Journalists During an Emergency or Crisis (Vincent Covello). Available at: https://njlmn.rutgers.edu/cdr/docs/covello2_09-29-09.pdf • Crisis + Risk Communications—By Leaders For Leaders. Available at: http://emergency.cdc.gov/erc/leaders.pdf • Message Mapping (Vincent Covello). Available at: http://publichealth.yale.edu/ycphp/messagemapping.pdf • Mental Noise Theory (definition). Available at: http://www.ahrq.gov/research/altsites/altsite7.htm#Mental