M4-Preparedness-Trnr-GUIDE-1.20.07

Topic 1  Begin an organizational audit to assess rapid response capabilities of your organization during a foodborne outbreak Topic 1  Describe the individual roles & responsibilities

communication strategies implemented during the critical first 48 hours of crisis

Module 4 Learner Outcomes

Upon completion of Module 4, participants will be able to:

 Outline the main components of a pre-crisis communication plan (Topic 1)

 Begin an organizational audit to assess rapid response capabilities of your organization during a foodborne outbreak

(Topic 1)

 Describe the individual roles & responsibilities of each risk communication team member before, during and following a related crisis (Topic 2)

food- Create strategies to expand external networks and build partnerships with key audiences (Topic 3)

 Describe strategies and resources needed to “be first, be right, and be credible” during the first 48 hours of a foodborne

Module 4 Overview

 Risk communication encompasses preparedness, response and recovery

 Be first, be right, be credible requires pre-event planning

 Why pre-crisis planning should begin now

 Basic components of a preparedness plan

 Risk Communication Planning Guide: Risk Communication Goals (Part I)

TOPIC 2: Risk Communication Team: Roles, Responsibilities and Response 30 minutes

 Purpose of a risk communication team

 Risk communication team members

 Team roles before, during and following a crisis

 Risk Communication Planning Guide: Risk Communication Team (Part II)

 Defining publics, partners and stakeholders

 Under-represented publics

 Stakeholder relations

 Stakeholder breakdowns

 Risk Communication Planning Guide: Key Audiences (Part III)

 Communication concepts as a foundation for response

 Tools for rapid response

 Risk Communication Planning Guide: Message Development & Delivery (Part IV)

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Module 4

Preparedness & Pre-crisis Planning 2.5 hours

# CONTENT TRAINER NOTES INSTRUCTIONAL

T1.1 INTRODUCE MODULE 4: RISK COMMUNICATION

PREPAREDNESS AND PLANNING

1 Preparedness Begins with Pre-crisis Planning

2 Risk Communication Team: Roles, Responsibilities, Response

3 Key Audiences: Publics, Partners & Stakeholders

4 Crisis Communication: The First 48 Hours

T1.3 MODULE 4 LEARNER OUTCOMES

 Outline the main components of a pre-crisis communication plan (Topic 1)

 Begin an organizational audit to assess rapidresponse capabilities of your organization during a foodborne outbreak (Topic 1)

 Describe the individual roles & responsibilities

of each risk communication team member before, during and following a food-related crisis (Topic 2)

 Create strategies to expand external networks and build partnerships with key audiences (Topic 3)

 Describe strategies and resources needed to

“be first, be right, and be credible” during the first 48 hours of a foodborne outbreak (Topic 4)

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M4 Topic One

Preparedness Begins with Pre-crisis Planning 30 minutes

# CONTENT TRAINER NOTES RESOURCES

PRE-CRISIS PLANNING

During a crisis your organization will experience one or more of the following:

 High stress environment

 Often emotional

 People feel overwhelmed and tired

 Full of unknowns

 Public and media are demanding information

 Decisions are made without having all the information desired

 Vulnerable to “meltdowns” between people and organizations

Source: Donald Klingborg, University of California, Davis

T1.7 BE FIRST, BE RIGHT, BE CREDIBLE

- Preparedness is necessary to be first

- Don’t wait until all answers are known

- Discuss what you know, don’t know and what you’re doing about it

 Ask participants to share their key points

SOURCE: CDC Crisis and Emergency Risk Communication

T1.8 RISK COMMUNICATION PLAN IS MORE THAN A

CRISIS RESPONSE PLAN

An emergency response plan generally focuses on crisis communication strategies

T1.9 RISK COMMUNICATION PLAN INCLUDES PLANNING

AND ACTION BEFORE, DURING AND AFTER A CRISIS

Pre-crisis Preparedness

 Not just planning, includes actions, e.g networking, listening to publics

Initial phase - the critical first 48 hrs

 What will it take to be First, right & credible?

Maintenance phase - expansion of response

 How will you maintain communication within your organization, with partners and networks, with the publicS?

Resolution phase – recovery and evaluation

 What is criteria for evaluation?

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 How will your plan be modified?

T1.10 REVIEW OF THE RISK COMMUNICATION

COMPONENTS Remember that risk communication is multi- directional and involves the audience as an information source:

T1.11 PRE-EVENT PREPAREDNESS ACTIVITIES

 Involving key audiences: Publics, partners, stakeholders

 Relationship-building with media

 Message development & testing

 Train & practice with staff

T1.12 COMPONENTS OF A RISK COMMUNICATION PLAN

 Risk Communication team

 Organizational audit or assessment

 Key audiences: publics, partners, stakeholders

 Risk communication goals

 Resources: messages & vehicles

 Organizational audit

o Addresses relationship building, trust & credibility, transparency & openness

 Risk Communication team

o Equal emphasis on planning & response

 Key audiences

o Strategies to “listen” to audience

o Factors in emotional response to event

CERC:

http://www.orau.gov/cdcynergy/erc/Content/activeinformation/resources/

CKCRIT_needs_assessment.pdf

 Risk communication goals

o Pre- and post- event goals as well as emergency response goals

 Media relations

o Working relationship with the press prior to an event

 Emergency response

o Be first, right & credible

 Recovery & evaluation

o Key audiences involved in evaluation process

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T1.15 COMPLETION OF THE PLAN IS JUST THE

 Is evaluated & updated regularly

 Is shared with partners & stakeholders

 Requires ongoing monitoring with new & revised messages & vehicles

 Requires ongoing training & drills

T1.16 Application Activity: Beginning Your Risk

M4 Topic Two

Risk Communication Team:

Roles, Responsibilities, Response

20 minutes

# CONTENT TRAINER NOTES RESOURCES

T1.17 TOPIC 2: RISK COMMUNICATION TEAM: ROLES,

participating in the decision

Purpose of risk and crisis communication team

 Provide for broad input to identify issues

 Develop & maintain trust-based relationships

 Create effective communication plans & processes

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T1.19 RISK COMMUNICATION TEAM ROLES

 Organization leadership/management/administration

 Communication staff (media relations, web, technicalwriters)

 SMEs/researchers/technical staff

 Community outreach or education staff

 Government relations staff

 Marketing

T1.20 PRE-CRISIS RISK COMMUNICATION TEAM

ACTIVITIES

 Pre-crisis communication assessment and planning:

o Design and conduct organization audit

o Educate and brief media on emerging issue

 Monitor emerging issues

o Listen to publics: precaution advocacy, outrage management

o Share information with partners

 Select and prep spokespersons

o Conduct risk communication training as well as media training

o Practice

 Test, practice, evaluate and modify, update

o Message testing with key audiences

o Keep fact sheets, response documents updated

o Listen and LEARN from key audiences

T1.21 CRISIS COMMUNICATION TEAM ACTIVITIES – 1 48

 Prepare information and obtain approvals

We will discuss this further in later in this module (Topic 4Crisis Communication: The First 48 Hours)

T1.23 POST-EVENT RECOVERY TEAM RESPONSIBILITIES

 Determine if goals were met

 Listen to the public

 Revise and update messages

 Coordinate with partners and stakeholders

 Conduct public education as needed

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T1.24 Application Activity: Beginning Your Risk

Communication Planning Guide

Purpose: Identify risk communication team members and roles for your organization

M4 Topic Three

Key Audiences: Publics, Partners, Stakeholders 20 minutes

T3.25 TOPIC 3: KEY AUDIENCES: PUBLICS, PARTNERS &

STAKEHOLDERS

T3.26

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T3.27 GOOD DEAL OF OVERLAP & INTERSECTIONS

AMONG KEY AUDIENCES

How to “listen” to publicS:

 Review telephone logs, email inquiries, internet hits, letters rec’d

 Focus groups

 Surveys

 Advisory groups

 Community forums

#3 Littlefield, R et al: Ten best

practices of risk and crisis communication: reaching out to New Americans and under- represented populations in the United States

T3.30 LISTENING TO NATIVE AMERICANS & NEW

AMERICANS These findings come from focus groups with mid- western Native American, Somali and Hmong focus groups held in 2006.

Source:

#3 Littlefield, R et al: Ten best

practices of risk and crisis communication: reaching out to New Americans and under- represented populations in the United States

Stakeholders are defined as groups or individuals who have influence or are involved in the decision-making process

“Stakeholder Theory” supports the need to look beyond the organization’s members and expand critical

relationships to include other groups from

T3.32 PURPOSE OF STAKEHOLDERS RELATIONS

Listening to their perspective will increase their buy-in and, as a result, the credibility your key messages

 Query stakeholders to establish their interests in the issue at hand

 Common ground between your organization and all partners is to assure food supply is safe

How stakeholder partnerships promote effective risk communication

 Collaboration with credible stakeholders increases your credibility

 Each partner’s crisis communication plan should factor in roles and responsibilities of other partners

 Promotes communication during a crisis Allows partners to fulfill their role while staying informed about others are doing and saying (“Swim in your lane” )

 Fosters consistent messages or better acknowledge differences

Source: Donald Klingborg, University of California, Davis

T3.33 ROLE OF STAKEHOLDERS IN A CRISIS

T3.34 STAKEHOLDER RELATIONS & RISK

 Fosters consistent messages or better acknowledge differences

 Builds sense of shared responsibility for preparedness and response

T3.35 COMMUNITY STAKEHOLDERS ASSOCIATED WITH

FOOD-BORNE OUTBREAKS Images: Cooperative State Research, Education and

Extension Service (CSREES)http://www.csrees.umd.edu/

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T3.36 GOVERNMENT STAKEHOLDERS Images: Cooperative State

Research, Education and Extension Service (CSREES)http://www.csrees.umd.edu/

Research, Education and Extension Service (CSREES)http://www.csrees.umd.edu/

Subject matter experts – from community, government and industry

Science data, statistics, up-to-date knowledgeSource of “independent credible” statements, facts, images, etc

Epidemiologists, risk assessment experts, various academics, health educators, risk communication experts, etc

 Media is not considered a partner; however, do need

Images: Cooperative State Research, Education and Extension Service (CSREES)http://www.csrees.umd.edu/

T3.39 COMMON MISTAKES IN STAKEHOLDERS

RELATIONS

 Inadequate access – they can’t reach you

 Deafness – you don’t list to their concerns

 Impersonality – you don’t empathize…

 Perception of arrogance –input not valued

 Lack of clarity – they can’t understand you

 Dullness, lack of energy for response

Source: Donald Klingborg, University of California, Davis

 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

T3.41 Application Activity: Beginning Your Risk

Communication Planning Guide

Purpose: Identify your organization’s key audiences

T4.42 TOPIC 4: CRISIS COMMUNICATION: THE FIRST 48

HOURS

T4.43 REVIEW OF KEY CONCEPTS FOR EFFECTIVE

CRISIS COMMUNICATION RESPONSE

 Rapid response during the first 48 hours of a crisis involves more than a series of checklists, contact lists and procedures

 Do not overlook your key audiences’ reactions and needs to the crisis

T4.44 DURING 1ST 48 HOURS, YOU ARE RESPONDING TO

HIGH HAZARD AND HIGH OUTRAGE

Review Crisis Communication goals:

 Acknowledge hazard, validate concern, give people ways to act

Source: Peter Sandman

T4.45 FEAR AS AN INITIAL RESPONSE Source: Peter Sandman

T4.46 REACTIONS TO PERCEIVED RISK Source: Peter Sandman

T4.47 TRUST FACTORSAND ROLE OF LISTENING, CARING

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T4.48 HOW COMMUNICATION CHANGES DURING A CRISIS

T4.51 COMMUNICATION STRATEGIES DURING THE

T4.53

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T4.54 Application Activity: Beginning Your Risk

Communication Planning Guide

Purpose: Identify risk communication team members and roles for your organization

COMMUNICATION PREPAREDNESS & PLANNING

 Conduct pre-crisis planning

 Foster partnerships with the public

 Collaborate and coordinate with credible sources process

#5 Seeger, M Best practices in

risk and crisis communication:

an expert panel process

Module 4 Sources

1 Covello, V Lessons learned from the font lines of risk and crisis communication: 21 guidelines for effective communication by leaders addressing high anxiety, high stress or threatening situations Presented as part of a keynote address at the U.S Conference of Mayors Emergency, Safety, and Security Summit, October 24, 2001, Washington, D.C Online access at:

http://healthlinks.washington.edu/nwcphp/pdf/CovelloLessons.pdf

2 Department of Health and Human Services (2002) Communication fundamentals Communicating in a Crisis: Risk Communication

Guidelines for Public Officials (pp 9-13) Washington, D.C , pp 45-56 Available online at

http://riskcommunication.samhsa.gov/RiskComm.pdf

4 Reynolds, Barbara (2002) Module 4: Crisis communication Plan Crisis and Emergency Risk Communication Atlanta: Centers for

Disease and Prevention Available online at: http://www.orau.gov/cdcynergy/erc/

5 Seeger, M (2006) Best practices in risk and crisis communication: an expert panel process Journal of Applied Communication, 34 (3)

National Communication Association

 William Hueston William Hueston, Director, Center for Animal Health and Food Safety, University of Minnesota, Twin Cities, MN

 Donald Klingborg, Associate Dean for Veterinary Medicine Extension and Public Programs, University of California, Davis, CA

 Dale Moore, Associate Professor and Associate Dean for Student Programs, Veterinary Medical Teaching & Research Center, University

of California, Davis, CA

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