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Module Four Risk Communication Preparedness

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Title: Module Four Risk Communication Preparedness


1
Module Four Risk Communication Preparedness
Planning
National Center for Food Protection
Defense Risk Communicator Training
2
Risk Communication Preparedness and Planning
  • Topic 1
  • Preparedness Begins with Pre-crisis Planning
  • Topic 2
  • Risk Communication Team Roles, Responsibilities
    Response
  • Topic 3
  • Key Audiences Publics, Partners Stakeholders
  • Topic 4
  • Crisis Communication The First 48 Hours

3
Module Four Learner Outcomes
  • Outline the main components of a risk
    communication plan
  • Begin an organizational audit to assess rapid
    response capabilities of your organization during
    a foodborne outbreak
  • Describe the individual roles responsibilities
    of each risk communication team member before,
    during and following a food-related crisis

4
Learner Outcomes - continued
  • Create strategies to expand external networks and
    build partnerships with key audiences
  • Describe strategies and resources needed to be
    first, be right, and be credible during the
    first 48 hours of a foodborne outbreak

5
module four Risk Communication Preparedness
Planning
  • topic one
  • Preparedness Begins
  • with Pre-crisis Planning

6
No time to plan now?
Would you rather plan when
  • Environment is high stress, emotional
  • Staff feels overwhelmed, tired, prone to
    meltdowns
  • Full of unknowns
  • Public media demanding information - NOW
  • Decisions are made without having all the
    information desired
  • Leadership is not available for approvals

7
It takes a Risk Communication Plan to
  • Be first
  • Be right
  • Be credible

8
A Risk Communication plan is more than an
emergency response plan
  • Pre-crisis Action NOW!
  • Initial phase the critical first 48 hrs
  • Maintenance expansion of response
  • Resolution recovery evaluation

9
A Risk Communication plan addresses all 4
Stages of a Crisis
  • Pre-crisis Action NOW!
  • Initial phase the critical first 48 hrs
  • Maintenance expansion of response
  • Resolution recovery evaluation

10
Risk Communication components
  • Audience Assessment
  • Audience Involvement
  • Message
  • Logistics
  • Metamessaging
  • Listening
  • Self-assessment
  • Evaluation

Which components require actions before or after
the crisis?
11
Pre-event preparedness activities
  • Involving key audiences
  • Publics
  • Partners
  • Stakeholders
  • Relationship-building with media
  • Message development testing
  • Train practice with staff

12
Components of a Risk Comm Plan
  • Risk Communication team
  • Organizational audit or assessment
  • Key audiences publics, partners, stakeholders
  • Risk communication goals
  • Resources messages vehicles
  • Media relations
  • Emergency response strategies
  • Post event recovery evaluation strategies

13
Key features of the plan
  • Organizational audit
  • Addresses relationship building, trust
    credibility, transparency openness
  • Risk Communication team
  • Equal emphasis on planning response
  • Key audiences
  • Strategies to listen to audience
  • Building trust and credibility
  • Factors in emotional response to event

14
Plan features - continued
  • Risk communication goals
  • Pre- and post- event goals as well as emergency
    response goals
  • Media relations
  • Working relationship with the press prior to an
    event
  • Emergency response
  • Be first, right credible
  • Recovery evaluation
  • Key audiences involved in evaluation process

15
Completion of the plan is just the
beginning!
  • Is a living document, integral to your
    organizations SOP
  • Launches a series of pre-crisis activities for
    building relationships, trust, partnerships, etc.
  • Is evaluated updated regularly
  • Is shared with partners stakeholders
  • Requires ongoing monitoring with new revised
    messages vehicles
  • Requires ongoing training drills

16
Applying the concepts
Part I Risk Communication Goals
17
module four Risk Communication Preparedness
Planning
  • topic two
  • The Risk Communication Team
  • Roles, Responsibilities Response

18
Purpose of Risk and Crisis Communication teams
  • Provide broad input to identify issues
  • Develop maintain trust-based relationships
  • Create effective communication plans and processes

19
Potential team members
20
Team preparedness activities
PRE-
Pre-crisis communication assessment and planning
Relationship-building publics, partners, stakeholders, media
Monitor emerging issues
Prep spokesperson, train staff
Test, practice, evaluate and modify, update
21
Team response activities
FIRST
Verify situation
Conduct notifications
Assess level of crisis
Issue assignments
Prepare information obtain approvals
22
Team response activities
NEXT
Release information to public
Remain accessible to media
Revise and update messages
Communicate and coordinate with external partners and networks
Monitor, maintain, and make adjustments for the remaining life of the crisis
23
Team recovery activities
Post -
Determine if goals were met
Listen to the public
Coordinate with partners stakeholders
Conduct public education as needed
24
Applying the concepts
Part II Risk Communication Team
25
module four Risk Communication Preparedness
Planning
  • topic three
  • Key Audiences
  • Publics, Partners Stakeholders

26
Key audiences preparedness
  • PublicS unlimited subsets
  • Education, knowledge of event or issue, age,
    language, cultural orientation, geographic
  • Employees overlooked public should be
    included in plan
  • Partners formal informal relationships
  • Stakeholders Groups or individuals who have
    influence or are involved in the decision-making
    process

27
Key audiences
elected officials
universities
professional organizations
FDA
employees
trade organizations
28
Audiences in a crisis
Source CDCynergy
29
NCFPD Research on Under-represented Communities
Considerations when conducting communication
research with Native New Americans
  • Value of multicultural research teams
  • Building relationships takes time
  • Proprietary issues the need to communicate
    results
  • How research will benefit the community
  • Religion and culture

30
Preliminary Focus Group Findings Native New
Americans
  • More likely to pay attention react to a crisis
    event that is closest to their family personal
    interests
  • Preferred crisis messages that were simple,
    answered the 5 Ws offered self-efficacy steps
  • Credible spokespeople is preferably from the
    community or pair agency spokesperson with
    respected person from the cultural community

31
Stakeholder theory
  • Stakeholders
  • Groups or individuals who have influence or are
    involved in the decision-making process
  • Stakeholder Theory
  • Encourages organization to expand critical
    relationships to include other groups from
  • Community
  • Industry
  • Government

32
Why stakeholder relations?
  • They may know what you need to know
  • They provide external points of view
  • They help communicate key messages
  • Increases their buy-in
  • Common ground between your organization and
    stakeholders helps assure food supply is safe.

33
Stakeholders in a crisis
  • Stakeholders with a vested interest in the
    success of the organization are likely to be
    supportive during a crisis
  • Stakeholders that are not involved are more
    likely to withdraw organizational support in the
    face of a crisis

34
Stakeholder relations effective Risk
Communication
  • Increases your credibility
  • Crisis communication plan factors in roles
    responsibilities of other partners
  • Promotes information sharing and communication
    pre- and during a crisis
  • Promotes message consistency or clearer
    acknowledgement of differences
  • Builds sense of shared responsibility for
    preparedness and response

35
Community stakeholders
  • Health care organizations (hospitals, clinics,
    health plans, professional associations etc.)
  • Preparedness organizations (Red Cross, etc.)
  • Advocacy, neighborhood organizations, cultural
    agents
  • Consumer and watchdog groups, lobbyists

CREES
36
Government stakeholders
  • Municipal or county food inspectors, public
    health, first responders, law enforcement
  • State health, agriculture, environmental,
    transportation, public safety
  • Federal DHS, HHS (CDC, FDA), USDA (FSIS), FBI
  • Elected officials
  • Schools other educational institutions
  • Extension specialists

FEMA
37
Industry Stakeholders
  • Growers, producers, processors, transportation,
    retail
  • Business and trade associations
  • Unions and co-ops
  • Industry lobbyists and consultants

USDA
38
Subject Matter Experts (SMEs)
From research institutions, community, government
industry
  • Epidemiologists, risk assessment experts,
    academics, health educators, risk comm experts,
    etc.
  • Provides independent credible statements, facts,
    images, etc.
  • Presents scientific data, statistics, up-to-date
    knowledge, background

39
Stakeholders breakdowns
  • Inadequate access they cant reach you
  • Deafness you dont list to their concerns
  • Impersonality you dont empathize
  • Perception of arrogance input not valued
  • Lack of clarity they cant understand you
  • Dullness, lack of energy for response

40
More mistakes
  • Timeliness - too little, too late
  • Minimize the negative by emphasizing factors that
    inspire trust
  • Failure to identify relevant stakeholders
  • Failure to ask for their opinion
  • Failure to provide information
  • Being perceived as an advocate marketing to
    them rather than dialoguing with them

41
Applying the concepts
Part III Key Audiences
42
module four Risk Communication Preparedness
Planning
  • topic four
  • Crisis Communication
  • The First 48 Hours

43
Preparedness Concepts Skills
  • Review of concepts that serve as a foundation for
    your response capacity in the first 48 hours of
    crisis

44
Goal Acknowledge hazard, validate concern,
give people ways to act
Crisis / Emergency Communication
High
Outrage Management
Public Relations Precaution Advocacy
Outrage (fear,anger)
Low
High
Hazard (danger)
45
FEAR as a adjustment reaction
  • Fear is our natural reaction in a crisis.
  • It is automatic
  • It comes early
  • It is temporary
  • It is a small over-reaction
  • It may need guidance
  • It serves as a rehearsal
  • It reduces later over-reaction

Fear is a useful response. Let it happen!
46
Reactions to perceived risk
  • Over-reaction is our initial reaction to a new,
    potentially serious risk.
  • We pause
  • We become hyper-vigilant
  • We personalize the risk
  • We take extra precautions that are probably
    unnecessary, or at least premature

SOURCE Peter Sandman
47
Trust Factors in HIGH stress situations
All other factors 15-20
Competence Expertise 15-20
Listening, Caring Empathy 50
Honesty Openness 15-20
SOURCE Vincent Covello
48
Impact on communication
  • Sender perceived trust credibility critical
  • Receiver reduced ability to process complex
    information
  • Message needs to be simplified
  • Feedback what is receiver hearing, feeling?
  • Mental noise harder to hear, understand,
    remember

SOURCE Vincent Covello
49
Communication Shifts in LOW to HIGH Stress
Situations
LOW Stress HIGH Stress
Process avg of 7 messages Process avg of 3 messages
Info processed in linear order (1,2,3) Info processed in primacy (1,3,2) or recency order (3,2,1)
Info processed at avg grade level Info processed at minus 4 grade levels
Focus on competence, expertise, knowledge Focus on listening, caring, empathy, compassion
SOURCE Vincent Covello
50
Based on Rule of Three
During high stress situations
  • Present 3 key messages
  • Repeat key message 3 times
  • Prepare 3 supporting messages for each key message

During normal situations, we can process up to
7 information bits.
51
Initial response/1st 48 hours communication
strategies
  • Be first, be right, be credible
  • Acknowledge with empathy
  • Explain inform about risk
  • Describe what you know,
  • dont know, doing about it
  • Commit to continued communication
  • Keep communication channels open

52
Response tools
  • Checklists
  • Contact lists
  • Message maps
  • Pre-scripted
  • Message maps
  • Messages
  • Fact sheets/QAs
  • Webpages

53
Summary
Be first Be right Be credible
  • If a food defense event occurred tomorrow, would
    you your organization be prepared to

54
Applying the concepts
Part III Message Development Delivery
55
Best Practices
Risk Communication Preparedness Planning
  • Conduct pre-crisis planning
  • Foster partnerships with the public
  • Collaborate coordinate with credible sources
    process
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