Transcript Module 4 PowerPoint Slides - International Food Information

National Center for Food Protection & Defense
Risk Communicator
Training
Module Four
Risk Communication
Preparedness & Planning
module four
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
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Module Four
Learner Outcomes
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Outline the main components of a risk
communication plan
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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
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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
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Risk Communication
Preparedness & Planning
topic one
Preparedness Begins
with Pre-crisis Planning
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No time to plan now?
Would you rather plan when…
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Environment is high stress, emotional
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Staff feels overwhelmed, tired, prone to
“meltdowns”
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Full of unknowns
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Public & media demanding information - NOW
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Decisions are made without having all the
information desired
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Leadership is not available for approvals
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It takes a Risk Communication Plan to…
Be first
Be right
Be credible
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A Risk Communication plan is more
than an emergency response plan
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Pre-crisis
Action NOW!
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Initial phase
the critical first 48 hrs
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Maintenance
expansion of response
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Resolution
recovery & evaluation
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A Risk Communication plan
addresses all 4 Stages of a Crisis

Pre-crisis
Action NOW!

Initial phase
the critical first 48 hrs
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Maintenance
expansion of response

Resolution
recovery & evaluation
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Risk Communication components
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Audience
Assessment
Audience
Involvement
Message
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Logistics
Metamessaging
Listening
Self-assessment
Evaluation
Which components require
actions before or after the crisis?
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Pre-event preparedness activities
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Involving key audiences
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Publics
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Partners
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Stakeholders
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Relationship-building with media
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Message development & testing
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Train & practice with staff
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Components of a Risk Comm Plan
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Risk Communication team
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Organizational audit or assessment
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Key audiences: publics, partners, stakeholders
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Risk communication goals
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Resources: messages & vehicles
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Media relations
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Emergency response strategies
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Post event recovery & evaluation strategies
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Key features of the plan
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Organizational audit

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Risk Communication team

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Addresses relationship building, trust &
credibility, transparency & openness
Equal emphasis on planning & response
Key audiences
 Strategies to “listen” to audience
 Building trust and credibility
 Factors in emotional response to event
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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
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Completion of the plan… is just the beginning!
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Is a living document, integral to your
organization’s SOP
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Launches a series of pre-crisis activities for
building relationships, trust, partnerships, etc.
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Is evaluated & updated regularly
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Is shared with partners & stakeholders
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Requires ongoing monitoring with new &
revised messages & vehicles
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Requires ongoing training & drills
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Applying the concepts
Part I:
Risk Communication
Goals
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Risk Communication
Preparedness & Planning
topic two
The Risk Communication Team:
Roles, Responsibilities &
Response
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Purpose of Risk and Crisis
Communication teams
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Provide broad input to identify
issues
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Develop & maintain trust-based
relationships
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Create effective communication
plans and processes
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Potential team members
Leadership
Communication
Legal
Marketing
RISK
COMMUNICATION
TEAM
Technical
SMEs
Govt
Relations
Community
Outreach/
Education
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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
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Team response activities
FIRST
Verify situation
Conduct notifications
Assess level of crisis
Issue assignments
Prepare information & obtain
approvals
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NEXT
Team response activities
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
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Team recovery activities
Post -
Determine if goals were met
Listen to the public
Coordinate with partners &
stakeholders
Conduct public education as
needed
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Applying the concepts
Part II:
Risk Communication
Team
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Risk Communication
Preparedness & Planning
topic three
Key Audiences:
Publics, Partners & Stakeholders
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Key audiences & preparedness
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PublicS – unlimited subsets
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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
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Key audiences
PublicS
FDA
Partners
Stakeholders
local
government
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Audiences in a crisis
Source: CDCynergy
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NCFPD Research
on Under-represented Communities
Considerations when conducting communication
research with Native & New Americans:
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Value of multicultural research teams
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Building relationships takes time
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Proprietary issues & the need to communicate
results
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How research will benefit the community
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Religion and culture
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Preliminary Focus Group Findings
Native & New Americans
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More likely to pay attention &
react to a crisis event that is
closest to their family &
personal interests
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Preferred crisis messages
that were simple, answered
the 5 W’s & offered selfefficacy steps
Credible spokespeople is preferably from
the community or pair agency
spokesperson with respected person from
the cultural community
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Stakeholder theory
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Stakeholders
Groups or individuals who have influence
or are involved in the decision-making
process
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Stakeholder Theory
Encourages organization to expand critical
relationships to include other groups from:
• Community
• Industry
• Government
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Why stakeholder relations?
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They may know what you need to know
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They provide external points of view
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They help communicate key messages
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Increases their buy-in
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Common ground between your organization
and stakeholders helps assure food supply is
safe.
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Stakeholders in a crisis
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Stakeholders with a vested interest in
the success of the organization are
likely to be supportive during a crisis
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Stakeholders that are not involved are
more likely to withdraw organizational
support in the face of a crisis
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Stakeholder relations &
effective Risk Communication
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Increases your credibility
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Crisis communication plan factors in roles &
responsibilities of other partners
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Promotes information sharing and
communication pre- and during a crisis
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Promotes message consistency or clearer
acknowledgement of differences
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Builds sense of shared responsibility for
preparedness and response
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Community stakeholders
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Health care organizations
(hospitals, clinics, health plans,
professional associations etc.)
Preparedness organizations (Red
Cross, etc.)
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Advocacy, neighborhood
organizations, cultural agents
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Consumer and “watchdog”
groups, lobbyists
USDA
CREES
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Government stakeholders
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Municipal or county: food
inspectors, public health, first
responders, law enforcement
FEMA
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State: health, agriculture,
environmental, transportation,
public safety
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Federal: DHS, HHS (CDC, FDA),
USDA (FSIS), FBI
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Elected officials
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Schools & other educational
institutions
CREES
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Extension specialists
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Industry Stakeholders
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Growers, producers,
processors,
transportation, retail
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Business and trade
associations
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Unions and co-ops
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Industry lobbyists
and consultants
USDA
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Subject Matter Experts (SMEs)
From research institutions, community, government
& industry
 Epidemiologists, risk
assessment experts,
academics, health educators,
risk comm experts, etc.
CDC
 Provides independent credible”
statements, facts, images, etc.
 Presents scientific data,
statistics, up-to-date
knowledge, background
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Stakeholders breakdowns
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Inadequate access – they can’t reach you
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Deafness – you don’t list to their concerns
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Impersonality – you don’t empathize…
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Perception of arrogance – input not valued
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Lack of clarity – they can’t understand you
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Dullness, lack of energy for response
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More mistakes
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Timeliness - too little, too late
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Minimize the negative by emphasizing
factors that inspire trust
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Failure to identify relevant stakeholders
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Failure to ask for their opinion
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Failure to provide information
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Being perceived as an advocate “marketing”
to them rather than dialoguing with them
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Applying the concepts
Part III:
Key Audiences
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Risk Communication
Preparedness & Planning
topic four
Crisis Communication:
The First 48 Hours
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Preparedness = Concepts & Skills

Review of concepts that serve as a
foundation for your response capacity
in the first 48 hours of crisis
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Goal: Acknowledge hazard, validate
concern, give people ways to act
High
Outrage
Management
Outrage
(fear,anger)
Public
Relations
Crisis /
Emergency
Communication
Precaution
Advocacy
Low
High
Hazard (danger)
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FEAR as a adjustment reaction
Fear is our natural reaction in a crisis.
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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!
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Reactions to perceived risk
Over-reaction is our initial reaction to a new,
potentially serious risk.
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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
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Trust Factors in
HIGH stress situations
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All other
factors
15-20%
Listening,
Caring &
Empathy
50%
Competence
& Expertise
15-20%
Honesty &
Openness
15-20%
SOURCE: Vincent Covello
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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
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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
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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.
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Initial response/1st 48 hours
communication strategies
Be first, be right, be credible
Acknowledge with empathy
Explain & inform about risk
Describe what you know,
don’t know, & doing about it
Commit to continued
communication
Keep communication
channels open
Preparedness
Recovery
Initial
Response
First 48 hrs
Response
Maintenance
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Response tools
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Checklists
Contact lists
Message maps
Pre-scripted
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Message maps
Messages
Fact sheets/Q&As
Webpages
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Summary
Be first
Be right
If a food defense
Be credible
event occurred
tomorrow, would you
& your organization
be prepared to…
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Applying the concepts
Part III:
Message Development
& Delivery
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Risk Communication
Preparedness & Planning
• Conduct pre-crisis planning
• Foster partnerships with the public
• Collaborate & coordinate with
credible sources process
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