Transcript Crisis & Emergency Risk Communications

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Crisis & Emergency Risk
Communications (CERC) Plan
NAACHO
Advanced Practice Center (APC)
Road Show
Albuquerque, New Mexico
August 11-12, 2009
About SCCPHD Advanced Practice
Center
• APC mission: Improve local capacity to prepare
and respond effectively to public health
emergencies.
• Toolkits: Guidelines, strategies, insights from
lessons learned, and prototypes for
implementation.
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CERC Toolkit
• Online toolkit for Public Health Public Information
Officers (PIOs).
– www.sccphd.org/APC
• Designed to build a strong operational
framework for Joint Information Center (JIC)
emergency public communication.
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Today’s Objectives
• Present highlights of the CERC toolkit.
• Provide information and materials to guide
public information activities.
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CERC Toolkit Content
• Planning Elements – CERC Plan & Org Charts
– Operations Manual – Developed by your individual
county
• Joint Information Center (JIC) Structure
– Roles & Responsibilities
– Job Action Sheets for each functional area
– Key templates & tools for each functional area
• Message Maps & Fact Sheets for Public Health
emergency scenarios and response.
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CERC Tools: Planning Elements
• Incident Management Command (ICS) Overview
• CERC Plan Template & and Org charts.
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Incident Command System (ICS)
– Know the Incident Command System
– Communicate effectively.
– Work within a defined and clear chain of
command.
– Understand roles and responsibilities and how
the entire command system works and fits
together.
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ICS Structure
EOC
Incident
Commander
Public
Information
Officer
Safety Officer
Liaison Officer
Operations
Section Chief
Planning
Section Chief
Logistics
Section Chief
Finance/Admin
. Section Chief
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CERC Plan- Components Overview
• Crisis Communication, Issue Mgmt. & Emergency
Risk Communication
• Crisis and Emergency Risk Communication
Overview
• Crisis Communication
• Emergency Risk Communication
• Responding to the Crisis or Emergency Event
• Definitions-see handout
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Crisis Communication
• Crisis Communication–
–
–
–
Typically unexpected
May not be in the organizations control
May cause harm to the organization’s good reputation
Organization is likely to face some legal or moral
responsibility
– Examples:
•
•
•
•
•
Medical/Patient issue: hospital-based disease outbreak
Workplace Incidents: workplace violence
Issue regarding senior management/staff: arrests
Issues affecting the organization:
Political and/or legal actions: public protests
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Issue Management
• Issue Management- Similar to crisis
communication, but the organization knows the
crisis is coming.
– Examples:
• Medical/Patient issue: medical error
• Workplace Incidents: harassment or discrimination
• Issue regarding senior management/staff: dept.
investigations
• Issues affecting the organization: labor disputes, funding
issues, etc..
• Political and/or legal actions: high-profile lawsuits, criminal
cases
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Emergency Risk Communication
• Emergency Risk Communication
– Different from crisis communication.
– Organization is not perceived as a participant in the
disaster, except for having a role in responding to the
situation.
– Examples:
• Natural or man-made disasters at a facility: bomb or bomb
threats, severe storm damage, power failure, terrorist
attach, etc..
• Environmental/Safety related incidents: injuries or
fatalities, fires, spills, etc..
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Crisis and Emergency Risk
Communications Overview
• Plan takes effect when any department within
your organization is facing a crisis/disaster
• Purpose of the CERC plan is to prepare and
guide the PIO in communicating to key audiences
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Crisis and Emergency Risk
Communications Overview Cont’d
• Objectives:
– Provide sound and thoughtful information to
preserve and protect the public’s health in a
crisis/emergency
– Provide necessary information to limit
ineffective, fear driven and potentially
damaging response to a serious event.
– Protect and preserve the reputation of your
department.
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Crisis and Emergency Risk
Communications Overview Cont’d
• PIO and Public Information Staff Must-Do’s:
– When lives or health of individuals are at risk,
safety is the highest priority.
– Protect and enhance our reputation by relying
on our values and acting in a professionally
responsible manner.
– Use the CERC plan as a guide for acting and
communicating responsibly.
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Crisis and Emergency Risk
Communications Overview Cont’d
• Must Do’s (continued...)
– Follow the rules and responsibilities outlined in
the plan and detailed in your CERC Operations
Manuel.
– Coordinate the response with appropriate
Emergency Operations personnel including
security & Safety Officer.
– Reach out to key audiences as quickly as
possible.
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Crisis and Emergency Risk
Communications Overview Cont’d
• Must do’s continued...
– Be authoritative, trusted and reliable source of
accurate information for key audiences.
– Position the organization as responsible,
trustworthy and caring.
– Speak with a unified voice and provide regular
updates.
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Crisis and Emergency Risk
Communications Overview Cont’d
• Departments can’t control crisis situations
but they can control the response to the
situation:
– Learn as much about the situation as possible.
– Make decisions as quickly as possible,
appropriate to the situation, with appropriate
approval.
– Maintain effective internal and external
communications.
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Crisis and Emergency Risk
Communications Overview Cont’d
• Control the response to the situation cont...
– Remember the needs of those affected by the
crisis. They are your key audience.
– State the steps/actions being taken to mitigate
the situation and prevent reoccurrence.
– Begin to return to normal operations as soon
as possible.
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Crisis Communication
• Crisis Response Team -Handles the crisis and
may include senior mgmt, medical staff &
operational personnel.
• Responsibilities:
– Ensure all aspects of crisis communications
and operations are carried out in accordance
with your org/dept.
– Maintain and reaffirm values.
– Establish and maintain the flow of accurate
information both internally and externally.
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Crisis Communication Cont’d
• Responsibilities:
– Work together to recommend strategy and
actions.
– Identify all allocating appropriate resources to
ensure effective response.
– Make decisions responsibly and quickly as
possible.
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Crisis Response Team Chart
Public Information Officer
Liaison between Crisis Response
Team and Communications Team;
Responsible for execution of
communications
response.
Team Leader
Physician Lead
Leader from the
department
involved.
Communications Team
Drives the
communication
response and
represents
department on Crisis
Response Team.
- Research and drafting of all
communications materials.
- Facilitates all media
requests/responses.
- Coordinates with outside agencies
and partners.
- Assists with employee
communications.
Executive
Administrative
Assistant
Assist s Team
Leader
Others, as
Needed
For example, the
Director of Nursing.
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Crisis Communication Notification
Steps
• Step 1: The first person to learn of a potential
issue or crisis must contact his/her supervisor or
manager immediately.
• Step 2: The supervisor/manager contacts the
appropriate leadership group member.
• Step 3: Once the EMG member is made aware of
the situation, they contact the Team Leader and
provide an initial briefing.
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Crisis Communication Notification
Steps
• Step 4: : Based on the initial briefing, the Team
Leader notifies other Crisis Response Team
members and alerts them to the situation. The
Team Leader decides if a meeting or conference
call is to be held.
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Crisis Communication Notification
Steps
• Step 5: The Crisis Response Team begins
managing the response to the crisis and by doing
the following:
– Starts planning ahead.
– Team Leader determines location of Crisis
Response Team and prepares schedule of regular
update meetings.
– Other Crisis Response Team members are
activated as needed.
– Public Information Officer recommends who needs
to be updated and when, and activates other PIO
staff as needed.
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Post Crisis Checklist
• Schedule a debriefing with Crisis Response Team.
• Assemble documentation from the crisis and note
any future impacts/problems/actions.
• Consider a briefing with key stakeholders.
• Continue to communicate with employees and
thank them for their patience and understanding
during the crisis.
• Consider holding a responder appreciation event.
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Post Crisis Checklist
• Consider making a public expression of thanks or
appreciated.
• Prepare a post-crisis report to the Crisis
Response Team.
• Make appropriate changes to the CERC Plan and
incorporate any needed future trainings or
exercises.
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Crisis Decision Matrix

Does the situation impact
external audiences and/or
have the potential to
attract media attention?
If no
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Notify appropriate
leadership
Gather information and
all known facts
Establish system for
monitoring the situation
If yes
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Notify appropriate leadership
Assemble Crisis Response
Team
Gather information and all
known facts
Develop communications
strategy and messages
Assess media
interest/involvement and
determine course of action
Are media aware of
the incident?
If no
If yes
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Determine media
strategy
Develop media
communications plan
Identify spokesperson
and brief
Notify appropriate
leadership
Implement media
strategy
Finalize messages/
talking points
Identify, brief and prepare
spokesperson
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Emergency Risk Communication
• During an emergency event, it is paramount that
information be timely and accurate.
– If emergency is multi-jurisdiction, EOC’s will be
activated.
– Know where each EOC is located (County, PH
Dept, Hospital Command Center).
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Emergency Risk Communication Cont’d
• Public Information Officer Responsibilities
– Provide prompt & organized responses to the
media and:
• Participate in Action Planning
• Participate in emergency briefings
• Verify facts, monitor rumors
• Write news releases, scripts, fact sheets, FAQs.
• Distribute news releases
• Talk to news media
• Post on web sites
– Understand the scope of the emergency –
who’s who, what’s what and who should we
talk with.
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Emergency Risk Communication Cont’d
– Information Collection & Production- The
PIO collects accurate information regarding the
emergency.
– Information Dissemination- The PIO is
established as the designated contact with the
media for the development and release of
information.
– Understanding the scope of the
Emergency -PIO must understand any and all
key audiences that should be communicated
with during an emergency.
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Emergency Risk Communication Cont’d
• The PIO:
• Must know which jurisdictions are operational.
• Coordinates communication to ensure that
messages are consistent and within the scope
of Public Health’s responsibility.
• Activates and directs staff functions as
determined by the event.
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Emergency Risk Communication Cont’d
• The PIO
– Activates the emergency call down list to
ensure adequate staffing
– Activates an informal MOU with other
organizations to supplement public information
staffing.
– Contacts the ICS Labor Pool, for additional
staffing, if needed
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Emergency Risk Communication Cont’d
• The PIO:
– Acts as Hospital or PH Dept’s PIO during
emergency.
– Works with other County/Agencies to ensure
effective collection and dissemination of
information.
• Public Information Operational Roles &
Responsibilities (will cover in depth)
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Emergency Risk Communication Cont’d
• Documentation: The PIO must maintain:
– Hard copy or computerized activity logs.
– Copies of all new advisories, releases and
statements.
– Staff sign-in sheets to document hours worked
during the emergency.
– The Administrative Support Team collects all
documentation materials.
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Post-Event Activities
• The emergency is over - let the public know.
• Schedule a debriefing with PIO staff debriefing.
• Participate in the Public Health and hospital
debriefing.
• Contribute to post-crisis reports.
• Assemble documentation from the crisis and
note any future impacts/problems/actions.
• Update and revise the CERC Plan.
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Post-Event Activities
• Brief key stakeholders – County officials,
reporters, and neighbors – ask what went well
and what could be done better next time.
• Continue to communicate with employees and
thank them for their patience and understanding
during the crisis.
• Consider holding a responder appreciation event.
• Consider making a public expression of thanks.
Such as an advertisement in a local paper if local
emergency responders or neighbors where
involved in the crisis.
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Responding to the Crisis or Emergency
Event Guidelines
• Audiences- Know your audience
• Media Relations
– Use news release, web postings, media interviews and
news conferences to acknowledge event
• Questions to Consider– What happened?
– When and where?
– Who was affected?
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Responding to the Crisis or Emergency
Event Guidelines
• Communication Response Guidelines
– Overview of the issue or situation
– Is the communications strategy proactive or reactive
and why?
– Who are the key audiences? They should be
communicated to on a regular basis
– Key Contacts? They should be communicated to on a
regular basis
– What are you 3 key messages?
– What resources are going to be needed?
– Explain what is confidential and why?
– Use your good judgment
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Joint Information Center (JIC)
• A JIC gathers, coordinates and disseminates
information across jurisdictions and agencies
(gov’t, private sector and non-gov’t), effectively
and efficiently
• A JIC- is temporary organization of public
information resources, representing the agencies
involved in the response to the emergency. A JIC
is used to gather, share and dissiminate
consistent and accurate emergency public
information.
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The JIC Structure
• The JIC is organized into central
functions with an assigned lead for
each functional area.
• The Lead Public Information Office
(PIO) and the JIC Manager are part
of the Command Unit and oversee
the functional units of the JIC:
Media Relations, Research and
Writing, and Special Projects.
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JIC
• Key Point
– Organizing public information resources
in a JIC enhances response
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At Work: Joint Information Center
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Functional Units: Tools & Templates
Command
Unit
Research &
Writing Unit
Media
Relations
Unit
Special
Projects
Unit
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JIC Tools & Templates
• Each JIC Functional Section Includes:
– Job Action Sheets for each Unit
Lead
– Roles & Responsibilities lists for
sub-positions
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JIC Tools & Templates
Sample Operational Tools & Templates Included:
– Media Relations: Policies, Media Logs,
Equipment Checklist, etc.
– Research/Writing: Press templates, Message
Map template, etc.
– Special Projects: Key Partners Contact List,
Phone Script sample, etc.
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Supplemental Materials: Case
Scenarios
• Real life examples provide insight about
how emergency risk communications will
work during an event.
• The case scenarios are from real
situations we have faced in our
community, although many of these
events have been false alarms, they
have provided invaluable hands-on
practice.
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Supplemental Materials: Message Maps &
Fact Sheets
• Message Maps and Fact Sheets are
included for biological, chemical and
radiological events, as well as for other
emergency incidents.
• The background information and specific
scenario-based information can be
adapted and tailored for your
organization and can serve as a platform
in developing messages and public
communication tools.
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JIC- Message Tips
• Develop your message
– Provide easy-to-understand information that’s
accurate, consistent, and timely, instills
confidence in the community and directs
appropriated responses to the emergency
– Have pre-scripted fact sheets and message
maps
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JIC-Message Map “Roadmap”
SITUATION
ACTIONS
Key Message/Fact 1:
Situation
RISKS
Key Message/Fact 2:
Risks
Key Message/Fact 3:
Actions
What has happened?
Express concern,
empathy and compassion.
Who is at risk?
Who is at the greatest risk?
Supporting Fact 1-1:
Supporting Fact 2-1:
What actions are being
taken by Public Health?
What actions should
individuals/families take?
Supporting Fact 3-1:
State facts as you know
them at the time.
If it is serious, say so.
Is it contagious,
communicable, or
spreading? If so, give
details. If not, say so.
Supporting Fact 1-2:
Supporting Fact 2-2:
Demonstrate credibility.
How do we know what we
know?
What are the symptoms?
Immediate actions for
those affected or
potentially affected.
Provide instructions to
protect yourself and your
family.
Supporting Fact 3-2:
Actions being taken by the
Public Health Department.
For example, the SNS has
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Message Map Exercise
• Divide into 3 groups• Develop Message Maps:
– Pandemic Influenza
– Anthrax
– Small Pox
• Pass out factsheets
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QUESTIONS?
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For More Information, or to Find APC
Products, Visit:
www.naccho.org/APC
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