Training Radiation Professionals to Be Volunteer Risk Communicators for the Medical Reserve Corps

1. Training Radiation Professionals to Be Volunteer Risk Communicators for the Medical Reserve Corps Adapted by the Health Physics Society Homeland Security Section 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.

3. Purpose of Training To provide health and medical physicists and other radiation professionals with: • A basic knowledge of risk communications. • Basic communications training to be able to function as subject-matter experts in a radiological/nuclear emergency. • The terminology used in risk communications. • Just-in-Time training on risk communications in a radiological/nuclear emergency. • Integration of radiation spokespersons with their local MRC.

4. 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.

5. 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

6. Section 1 Risk Communications and Message Development

7. Section 1 Risk Communications and Message Development • Module 1 – Risk Communications • Module 2 – Message Maps

8. Risk CommunicationsThis module will introduce you to the basics of risk communications and what makes a good risk communicator. Module 1

9. What Is Risk Communications? • The timely and effective dissemination of information about a high-stress topic, incident, or event so that individuals can make informed decisions and take appropriate actions for health and safety. • Risk communications is central to public health & safety organizations and other agencies in conveying their messages to the diverse populations they serve.

10. What Is Risk Communications? (2) • 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

11. 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. Vincent Covello: “95% of concerns and questions for any crisis can be predicted in advance.”

12. The APP Template • Anticipate 2. Prepare 3. Practice

13. 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

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

15. Anticipate, Prepare, Practice (3) Questions and concerns most likely: • 77 most frequently asked questions by journalists in a disaster (from Covello) (go to References) • Examples: • Who is in charge? • What are your qualifications? • Is there anything good you can tell us?

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

17. Risk Communication Benefits • Engenders agreement • Reduces mistrust/fear/stress • Resolves conflict • Improves knowledge/control → Relationships becomes easier and less stressful due to mutual understanding (see IRPA).

18. Characteristics of a Good Spokesperson • Communicates simply, using easily understood terms • Focuses on immediate impact to the public • Is able to convey empathy and caring • Demonstrates competence and expertise • Communicates honestly and openly

19. Characteristics of a Good Spokesperson • Shows commitment and dedication • Is sensitive and responsive to concerns • Expresses optimism • Stays calm and collected • Exhibits positive body language • Responds quickly to public/media inquiry

20. Spokesperson Suggested Background Training (1) Suggested online 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.b Introduction to Incident Command System http://training.fema.gov/EMIWeb/IS/IS100b.asp IS 200.b ICS for Single Resources and Initial Action Incidents http://training.fema.gov/EMIWeb/IS/IS200b.asp IS 700.a National Incident Management System (NIMS) An Introduction http://training.fema.gov/EMIWeb/IS/is700a.asp

21. MRC SpokespersonSuggested Background Training (2) Suggested online training available as: IS 800.b National Response Framework, An Introduction http://training.fema.gov/EMIWeb/IS/IS800b.asp IS 702.a National Incident Management Systems (NIMS) Public Information Systems http://training.fema.gov/EMIWeb/IS/is702a.asp IS 808 Public Health and Medical Services (ESF-8) http://training.fema.gov/EMIWeb/IS/IS808.asp

22. MRC SpokespersonSuggested Background Training (3) 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)

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

24. Risks 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 Of little or no benefit Unfairly distributed Man-made Catastrophic From an untrusted source Exotic Affecting children How the Public Views Risk

25. 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.

26. 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

28. Important Points to Remember In an emergency, information must be disseminated accurately and quickly! • The 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.

29. Joint Information System (JIS) • Integrates incident information and public affairs into a cohesive organization. • Provides a structure and system for developing and delivering coordinated interagency messages. • Is a network for sharing information that will be made public.

30. Joint Information Center (JIC) • A physical location where multiple agency’s Public Information Officer’s (PIOs) work together to respond, to manage, and to coordinate incident public information. • Members work together to provide coordinated, timely, accurate information to the public and other stakeholders. • News releases are written, spokespersons are prepared for interviews, news conferences are held, information hotlines are managed. • News media may also work from this location or may attend this location for news conferences and interviews.

31. Communicating in a Crisis Is Different • In a serious crisis, affected people: • Understand 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.

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

33. 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?

34. Five 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

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

36. People at RiskWhat Is the Individual Cost? 1. Demands for unneeded testing/treatment • Want to be decontaminated • Want to be tested for internal deposition 2. Dependence on special relationships (bribery) 3. MUPS—Multiple unexplained physical symptoms 4. Self-destructive behaviors 5. Stigmatization

37. Community at RiskWhat Is the Societal Cost? • Disorganized group behavior (unreasonable demands, looting, stealing) • Rumors, hoaxes, fraud, stigmatization • Trade/industry liabilities/losses • The threat to community resiliency

38. Communicating in a Crisis Is Different • The 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)

39. Successful Communication = Which is what we all want! Accuracy of Information __________ Speed of Release CREDIBILITY + Empathy + Openness TRUST

40. Five Key Elements to Build Credibility • Be transparent • Follow through with promises • Stand by your convictions • Be an active listener • Back up your words

41. Five Key Elements to Build Trust • Express empathy • Show competence • Be honest/open • Show commitment • Be accountable

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

43. Emergency Alert System NOAA weather radio Ham radio operators Cable companies Weather channel Government access channels PA systems on emergency vehicles Internet and email Direct satellite uplinks Local broadcasting stations Social media: Twitter, Facebook Getting Information to the Public(Available via Emergency Management)

44. Now Let’s Pull All of This Together!

45. Module 2 Message Development and Mapping

46. Elements of Message Development • 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 (from Covello): • 27 words long; 9 seconds in length; 3 main points. • 27 words for three statements. • Use Message Maps (see next slide).

47. The Message Map 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.

48. Basics of Message Mapping • The following slides will guide you through the message-mapping process. • A message is a road map 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://rcfp.pbworks.com/f/MessageMapping.pdf

49. The Message Map

50. Message Map