Transcript Document 7230178

Public Health
Information Network (PHIN)
Series II
Outbreak Investigation Methods:
From Mystery to Mastery
Series II
Session II
“Risk and Crisis Communication”
Series II Sessions
Title
“Recognizing an Outbreak”
Date
June 2
“Risk Communication”
July 7
“Study Design”
“Designing Questionnaires”
“Interviewing Techniques”
August 4
September 1
October 6
“Data Analysis”
November 3
“Writing and Reviewing Epidemiological
Literature”
December 1
Access Series Files Online
http://www.vdh.virginia.gov/EPR/Training.asp
Session slides
Session activities (when applicable)
Session evaluation forms
Speaker biographies
Site Sign-in Sheet
Please submit your site sign-in sheet and
session evaluation forms to:
Suzi Silverstein
Director, Education and Training
Emergency Preparedness & Response Programs
FAX: (804) 225 - 3888
Today’s Presenters
Tara Rybka, MPH
Research Associate for Communications and
Marketing, NCCPHP
Jeffrey Caldwell
Director of Public Relations,
VA Department of Health
Claudia Fernandez, DrPH MS, RD, LDN
Director, South East Public Health Leadership
Institute and Kellogg Fellowship for Emerging
Leaders in Public Health, UNC Chapel Hill
“Risk and Crisis Communication”
Learning Objectives
Session Overview
• Risk Communication Theory and
Strategies
– Tara Rybka
• Applied Risk and Crisis Communication at
the State Health Department Level
– Jeffrey Caldwell
• Crisis Communication Theory and
Strategies
– Tara Rybka
Risk Communication
Tara Rybka, MPH
Research Associate for
Communications and Marketing,
NCCPHP
Risk Communication
Learning Objectives
Upon completion of this segment, you will:
• Understand what risk communication is
• Recognize theories of risk communication
• Understand basic strategies for
implementing risk communication
Lecture Outline
• What is risk communication?
• Risk communication theories
• Risk communication strategies to use
What is Risk Communication?
• Crisis communication
• Issues management communication
• Risk communication
• Emergency risk communication
Crisis Communication
• Providing information about an event that
occurs unexpectedly
• Efforts by community leaders to inform the
public about a crisis and how to react
• Organization is experiencing the crisis and
must respond
Issues Management
Communication
• Similar to crisis communication
• Organization has advance knowledge of
the impending crisis; has opportunity to
choose the timing of communication about
the issue and the plan to resolve it
Emergency Risk Communication
• An expert opinion provided in the hope
that it benefits its receivers and advances
a behavior or action that allows for rapid
and efficient recovery from the event
• Attempt by experts to provide information
to allow an individual or community to
make the best possible decisions within
time constraints
Risk Communication
• Providing information about the expected
type and magnitude of an outcome
resulting from a behavior or exposure
• Typically an adverse outcome and
probability of that outcome occurring for an
individual
Communication:
Health vs. Risk vs. Crisis
• Health: prevent disease, promote good health
behaviors—long time frame
• Risk communication: inform the public
– Provide information about health affects
– ID the hazard, explain the situation
• Crisis communication:
– Has all the concerns above but higher emotional
component, shorter time frame
Risk Communication
Theories
Defining Risk
• Risk = Hazard + Outrage
• Outrage factors
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–
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Voluntariness
Controllability
Familiarity
Fairness
Benefits
Catastrophic potential
Understanding
Uncertainty
Delayed effects
Victim identity
–
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Effects on children
Effects on future generations
Dread
Trust
Media attention
Accident history
Reversibility
Personal stake
Ethical/moral nature
Human vs. natural origin
Address Outrage Factors
• People weigh outrage according to their
values
• Reducing outrage will help to reduce
perceived risk
Trust Determination Theory
• When people are upset they often distrust
that others care about them
• Higher emotion / distrust means more
demand for consistently empathetic
communication
Trust Determination Theory
• Credibility:
– Typically high for health professionals
– Based on perception as empathetic and
caring
– Determined within the first 9-30 seconds
Building Trust: Body Language
• Body language can override verbal
communication
– Use good eye contact
– Keep your voice low and calm
– Don’t sit back in your chair
– Don’t cross your arms across your chest
– Don’t frequently touch your hands to your face
– Don’t drum or tap your hands or feet
– Don’t rest your head in your hand
Mental Noise Theory
• When people are upset they have difficulty
hearing, understanding, and remembering
Risk Communication Tips
• Don’t let the issue be defined by someone
else
– Listen early to avoid controversy and the
potential for disproportionate attention to
lesser issues.
• Meet the needs of the media
• Work with other credible sources
• Plan carefully and evaluate your efforts
Risk Communication Tips
• Accept and involve the public as a partner
– Give people a chance to express their
concerns.
– Provide the public with information.
• Listen to the public's specific concerns
– If you listen to people early and often, they
are less likely to make demands.
– Separate public disagreement with policies
from misunderstanding of technical issues.
Risk Communication Tips
• Speak clearly and with compassion
– Pay as much attention to your process for
dealing with people as you do to explaining
the data
• Be honest, frank, and open
– Release and discuss information about
options and involve communities in strategies
in which they have a stake.
Risk Communication Tips
• Why should I have to worry about
communication? This isn’t my job!
– You have a responsibility to the public. Learn
to integrate communication into your job and
help others do the same.
Question & Answer
Opportunity
Risk Communication
Strategies
Reduce Mental Noise
• Use message mapping to create up to 3 key
messages with supporting statements
• Keep messages brief: 10 seconds or 30 words
• Repeat messages
• Use visual aids
• Avoid unnecessary use of “No” words
Example: Message Maps
Question: How contagious is smallpox?
Key Message 1 Key Message 2 Key Message 3
Smallpox
spreads slowly
compared to
measles or the
flu
This allows time
for us to trace
contacts and
vaccinate
exposed people
Vaccination
within 3 to 4
days of contact
will generally
prevent the
disease
Message Maps Resource
“Communication in Risk Situations:
Responding to the Communication
Challenges Posed by Bioterrorism and
Emerging Infectious Diseases”
http://www.astho.org/pubs/ASTHO Risk
Communication e-Workbook.htm
Anticipate Questions
• Prepare and practice!
Activity:
Anticipate Questions
from the Media
Completion Time: 5 minutes
Activity: Scenario
One tank at a municipal water treatment
plant is off color and has a broken cover
lock. It may have been contaminated
when someone broke through the tank’s
security fence and disabled security
cameras.
Anticipate Questions
from the Media
•
•
•
•
•
Who is in charge here?
Is this thing being contained?
What should we do?
Why did this happen?
Why wasn’t this prevented from
happening?
• What else can go wrong?
• When did you begin working on this?
Source: http://www.orau.gov/cdcynergy/erc/
Respond to Questions
• Consider how to answer general questions
and specific inquiries
– Be prepared
– Track your key messages
– Keep your answers short and focused
– Practice self-management
– Speak and act with integrity
Ask Questions of the Media
•
•
•
•
•
•
Does the reporter specialize in an area?
Where and when will the story appear?
Will the interview be audio taped or video taped?
Who else has the reporter interviewed?
What is the focus of the interview?
Will the reporter call back to verify the accuracy
of specific quotes attributed directly to the
person interviewed?
http://www.state.in.us/isdh/bioterrorism/questions_%20reporters.htm
Message Development
Audience
Purpose of
Message
Method of
Delivery
Relationship to
event
Demographics
Give facts /
update
Rally to action
Print media
Level of Outrage
Clarify event
status
Address rumors
Spokesperson
(TV, other)
Radio
Satisfy media
requests
Web
Provide Information About. . .
•
•
•
•
•
An infectious disease agent
Related symptoms
How the disease spreads
Vaccine or treatment information
Instructions to prevent and reduce
transmission and exposure
• Release numbers of cases and their status
Basic Message Components
1. Expression of empathy and caring
2. Confirmed facts
– Who, what, when, where, why, how
3.
4.
5.
6.
What you don’t know about the situation
Process to deal with the problem
Statement of commitment
Where people can get more information
from Emergency Risk Communication Simulation
Example: Create a Message
•
•
•
•
•
•
•
A virulent strain of Type A influenza has caused 1500
infections and 150 deaths in Southeast Asia
In the past 3 days, people have become ill in New York
and Los Angeles
Today, 30 area residents were admitted to the hospital
with high fever, difficulty breathing, and severe
pneumonia; lab results will be available in 12-24 hours
No vaccines or drugs are known to be effective
Symptoms are treatable with supportive medical care
Public health is operating on the assumption that this
is the same flu reported in Asia and the US
Public health is working closely with hospitals and
medical staff to identify other cases
Example: Create a Message
1. Expression of empathy and caring
“We’ve all been hearing news about the flu,
and we’re concerned about what we might
be facing in our communities.”
2. Confirming facts
“Today, 30 people were admitted to hospitals
with high fever, difficulty breathing, and
severe pneumonia.”
Example: Create a Message
3. What you don’t know about the situation
“We suspect it is the same influenza that has
recently appeared in southeast Asia and parts of the
US, but we cannot conclusively identify this disease
at this time.”
4. Process to deal with the problem
“However, specimens have been sent to the state
laboratory and we are awaiting the results. In the
meantime, we have brought together the best
medical and scientific expertise to care for the sick,
learn the cause of their illness, and if it is a
contagious disease, work to contain it.”
Example: Create a Message
5. Statement of commitment
“This is a process that is going to take a little
time. We will update the public on any
information as it comes to light.”
6. Where people can get more information
“We have established a public health hotline
to answer people’s questions and have
important information on our Web site. The
number to call is 1-800-555-1FLU, or visit
www.FluInfo.gov.”
CDC Motto for
Risk Communication
“Be first. Be right. Be credible.”
Question & Answer
Opportunity
5 minute break
Communications in Virginia
Jeff Caldwell
Director of Public Relations
Virginia Department of Health
VDH Public Relations Office
• Services Provided
– Media Relations
– Communications Consulting / Planning
– Crisis Communications
– Web
– Risk Communications / Media Training
Who Are Those PR Folks Anyway?
Jeff Caldwell
Director
Kelly Lobanov
Assistant Director/ H20 and Environmental Health
Division PIOs
Regional PIOs
Jimeequa Williams
Central Region
Epidemiology
Cheryle Rodrigues
Charles Ford
Eastern region
Family Health Services
Larry Hill
Vacant
Northern Region
HIV/STD
Lucy Caldwell
Shannon Wright
Southwest Region
Center for Injury Prevention
Mike Stater
PR Communications Methods
•
•
•
•
•
•
•
News Releases
Collateral Materials (Flyers, Brochures…)
Web
Public Inquiry Line
Internal Communications
Information Networks
Outreach to Special Needs Populations
VDH Communications Plan
• VDH Communications Plan offers
guidance on how, when and in what
manner we conduct formal
communications from VDH
• Includes tools, resources and templates
http://vdhweb/news/MediaKitsAndPlans.asp
VDH Communications Protocol
• Local Issues
• Regional Issues
• State Issues
VDH Routine PR Protocol
(Local)
• Day-to-day media issues (local outbreaks, local
issues = local spokespersons)
• Local press releases
• Work with regional PIO for assistance and
technical support
• Send media alerts to
[email protected]
VDH Regional Outbreaks /
Controversial Issues
• Local contact should call Regional PIO or
Public Relations Office
• Coordination of messages
• PIO will help designate a spokesperson,
coordinate messages of local interest with
state and regional messages
• Issue regional or statewide press release
• Press release approval process
Statewide Health Issue
• Activation of VDH Emergency Coordination
Center (ECC) in Richmond
• Stations for all impacted parts of VDH
• PIO stationed there around the clock
• Coordination of messaging and centralization of
communications function
Emergency Coordination Center
Communications Resources
•
•
•
•
Direct link with other state agencies
Pre-scripted messages and news releases
Update the Web site with breaking news
Access to decision makers to quickly
construct incident-specific risk
communications
• Ability to get information out to the public,
to emergency responders, and to the other
employees in public health response
ECC Pre-Scripted Messages and
Instructions for the Public
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Common bioterrorism / chemical agents
Boil water advisories
Beach closures
Shellfish restrictions
Septic system / well safety
Emergency preparedness
Post-hurricane messages
Translations into other languages
Fact sheets
Statewide Issues
Crossing Agency Lines
• When issues involve multiple state response
agencies, the Emergency Operations Center
(EOC) is activated
• The EOC is an arm of VDEM to coordinate
responses by all state resources
• EOC enacts the Joint Information Center (JIC)
as its communications arm
Flow of Communications
Governor’s Office
Media
General Public
Emergency Operations Center
Emergency Communications Center
Regional PIOs
Local Health Districts
CO Division PIOs
PR Administration
Director of Public Relations,
Commissioner’s Office:
Jeff Caldwell (804) 864-7008
[email protected]
Assistant Director:
Kelly Lobanov (804) 864-7553
[email protected]
Regional PIOs
Central:
Cheryle Rodriguez (804) 225-3881
[email protected]
Northern:
Lucy Caldwell (703) 934-0623
[email protected]
Eastern:
Larry Hill (757) 683-9175
[email protected]
Southwest:
Mike Stater (540) 857-7600, x215
[email protected]
VDH Program PIOs
Family Health Services:
Charles Ford (804) 864-7668
[email protected]
Epidemiology:
Jimeequa Williams (804) 864-7897
[email protected]
Environmental Health / Drinking Water:
Kelly Lobanov (804) 864-7553
[email protected]
VDH Program PIOs
Center for Injury and Violence Prevention:
Shannon Wright (804) 864-7741
[email protected]
HIV/STD – Vacant
Additional VDH PR Resources
•
•
•
•
•
Newsroom site on Intranet
VDH Communications Plan
VDH Press Release Templates
VDH Media Alert Form
Key Message Points for Common Topics
http://vdhweb/news/MediaKitsAndPlans.asp
Press
Release
Template
Media Alert
Key Message Points
Question and Answer
Opportunity
5 minute break
Communicating in Turbulent
Times
Strategies to Successful Message
Structure and Dissemination in
Times of Crisis
Claudia Fernandez, DrPH MS, RD, LDN
North Carolina Institute of Public Health
University of North Carolina at Chapel Hill
Crisis Communication
Learning Objectives
Upon completion of this segment, you will be
able to:
• Understand what happens in a crisis
• Create a multi-layered communications plan
• Identify the high risk areas in your community &
your organization that will be impacted the most
by a crisis
• Create a M.O.P. for your organization around
communicating in a crisis
What happens in a crisis
• External to your organization:
– People are frightened and looking for
information, guidance, and reassurance
– Often people hear what they want or
expect to hear
– “Opportunistic entrepreneurs” may try to
capitalize on the situation (for profit, power,
political gain, or other motives)
What happens in
a crisis, con’t
• Internal to your organization:
– Weak links in training and preparation for
crisis management appear
– Crisis can happen to staff members,
infrastructure
– Emotions run high on the staff,
interpersonal difficulties can emerge
Crisis raises barriers to
successful communication
Fear,
anger
Confusion of messages
Short attention spans
It’s
hard to get people to HEAR you
People
typically either go numb or
“play internal tapes” in their heads
• Reaching isolated segments of
population
• Possible infrastructure complications
– Television, phone lines down,
building damage, etc.
Each of these difficulties needs
to be addressed
• How to fashion a communications plan
• How to manage your message
• Dealing with those “opportunistic
entrepreneurs”
• Dealing with internal staff communications
issues
• YOU NEED A PLAN BEFORE YOU NEED
A PLAN!
How to fashion a
communications plan
The
broader and more developed your
communications plan is, the better prepared
you will be
• Your communications plan will need to be
multi-layered in case parts of the
infrastructure are non-functional
Your
plan will need to be targeted to, and
tailored to, different segments of your audience
Many organizations mistakenly
create a lopsided
communications plan…
A quality feedback
loop is essential to
a good plan
Data
Providers
External Partners
Consulting partners
Supervisory agencies, etc
Your
organization
Press, Public
Internal
team
A full communications plan addresses the 2way information sharing necessary between
many different partners
External
Partners
Data
Internal
Providers
team
The
Organization
Internal
Press &
Partners
Public
A good communications plan understands
how the various pieces interact—it can
adapt, learn, and change to meet everchanging needs
Components of a
communications plan
Internal Professionals/Staff—how will you
keep your staff up to date as a crisis
develops?
External Professionals—how will you GET data
from professionals? How will you GIVE data to
the professional community?
Public communication—how will you get
information TO your population or
community
Internal staff communications
issues: what to ask NOW
• Do your critical staff know who they are?
Do you?
• Do they know their roles in crisis?
• Who makes the decisions? How?
• Can you REACH your staff in times of
crisis? (national pagers, cell phones)
• How will your staff find YOU in a crisis?
• If your front line person is unavailable, who
is next up? Does everyone know? Will
there be conflict internally for this #2
person?
Internal Professionals / Staff
Communications
• Ongoing training:
– Morning briefings, Daily postings
– Daily list serve messages
• Keep it simple, short, direct
• Summary of THE MESSAGE they should be
giving to the public (avoid “ad libbing” during
crisis situations)
• Practice with them so they can survive a “grilling”
• Create your 4-second sound bites ahead of time
External Communications:
GETTING data from healthcare professionals in
your community
• Good relationships with them is essential
• Talk with them about how they will report developments
to you in timely fashion
• For some, technology approaches might not work (do
you need a web network or a shoe leather network or a
rubber network?)
• Ideas: protected toll free phone line, your staff calls
providers to check in, talk with providers before a crisis
happens to develop communications plan, do providers
need to be visited physically?
External Communications:
GIVING data to healthcare professionals in your
community
• Getting accurate information TO healthcare
professionals will be essential. Strategies
include:
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–
–
–
Blast fax
Email list serve
Possible phone chain
Possible printed materials delivered to them to post in
multi-lingual formats (PDF file or physically delivered)
– Don’t forget EMS and E.D.s and schools!
– You might need to include DVM or DVDs as well
If this sounds overwhelming, please see:
CDCynergy Online Resources
Emergency Risk Communication Plan
check lists
– For managing incoming information
– For developing outgoing message content
– For communicating with the media, government, and
public
– For assigning and monitoring staff tasks
– By communication mode (i.e., hotlines, Web)
http://www.orau.gov/cdcynergy/erc/
At last! Getting your message to
the public
• Have a Chief Information Officer (CIO)
– Press conference
– Press releases
• Phone Bank—single number to call
• Website
• Consider who is in your community—do
you need multi-lingual or multi cultural
messages?
Targeting your plan to different
audience segments
Examples:
• Spanish or other language radio and
television stations
• Running television banners in multiple
languages
• Need to work with your local cable as well
as broadcast providers
• Ethnic community centers in your area
• Tap into the faith community as appropriate
Getting your message to the public
• Layering your message
– Sometimes people need to hear it multiple times
• People hear information in different ways—
audio, visual
• A note on graphics:
– A good picture is worth 1000 words; a bad
graphic will confuse 1000 people in a second
1000 words vs.
1000 confused people….
Pre 9-11
Post 9-11
Some graphs are tailored to experts,
not the common person
Getting your message to the public
• Keep the messages clear, short, and
consistent
• Create memorable sound bites
• Do you have time to get radio, TV spots
taped in advance, or only live news
reports?
Telephone Issues:
People will call!
• In times of crisis, you may have
10x or 100x the normal volume of phone calls to
your department—how will you handle this?
• Set up a single phone line or 800 #
• Do you have enough staff? Are they trained for
this?
• Part of a communications plan is a recruitment
and training plan to expand your capacity, even
if that means using volunteers
• Printed, simple messages—in hand, by phones,
posted on wall clearly visible
Issues with developing this system
• Example: SARS in Toronto, Canada
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–
–
Implications for staffing to manage communications
Language barriers
Dealing with emotions in the public
Notice all the descriptions of leadership!
From: SARS: when a Global Outbreak Hits Home,
Broadcast October 23, 2003.
[email protected]
Public Health Grand Rounds
Place Holder for Video Clip
Working with the Media
How to manage your message
• Your message needs to be memorable like a
phone number (short, short, short: 7-9 seconds,
21-27 words)
• one major point, if possible; 3 max
• One or two designated public speakers: speak
with a single voice
• Conveying a sense of calmness is as important
as the message itself
• Everyone on your staff interfacing with the public
needs to know “the message”
Daily Press Conferences
• The experience of SARS in Toronto, Canada
– Usefulness of daily press briefings
– Best practices from Toronto Public Health for
dealing with the media
– Notice ways to constructively use the media to
help your communications plan
– Notice the problems with reaching providers
– Public Health Grand Rounds: 4 minute clip
[email protected]
Public Health Grand Rounds
Place Holder for Video Clip
A few notes about the media
• Why are media relations so important?
• Typical steps media take in a disaster
– Public Health Grand Rounds clip: Disasters,
People, and Public Health: are you ready?
– Broadcast January 28, 2000
[email protected]
Public Health Grand Rounds
Place Holder for Video Clip
Connecting with the Public:
Bringing a Human Face to
Leadership
in Times of Crisis
Remember Maslow’s Hierarchy!
• People can deal with adversity
much better when their basic
needs are met.
• Reassure them/give instructions
about issues like potable drinking
water, food, clothing, adequate
places to sleep.
• Provide info about loans and
assistance programs to help them
resume their lives after the
immediate crisis is over.
Self Actualization
Ego Gratification
Social Needs
Security Needs
Bodily Needs
Your audience is human
• Speak to them with compassion &
humanity
• Show them you are personally concerned
with the situation
• Tell them what to expect for the event
(presentation, time for questions, etc.)
Acknowledge uncertainty
• It is best to be honest about what you don’t
know.
• You can say, “we think it’s X and here’s why, but
we haven’t ruled out Y”
• Don’t speculate: candor helps prevent panic
• The great errors: false reassurance &
stonewalling!
Credibility takes a long time to create
and seconds to lose!
Important points to remember
• Everything you say is on the record
• Always tell the truth, no minimizing or
exaggerations
• Fill all information vacuums
• Use clear, non-technical language, no jargon
• Remain calm, don’t let your personal feelings
interfere with your message
• Don’t criticize those with higher authority—you’ll
lose your credibility
Potential Pitfalls!
The 7 deadly sins in speaking with the public
or media
•
•
•
•
•
•
•
Speaking off the record
Blaming others
Promising more than you can deliver
Using jargon
Assuming you have been understood
Losing your temper
Using negative allegations
Dealing with those
“opportunistic entrepreneurs”
• Whenever there is crisis or confusion, there are
those who want to get out an alternative
message
– For profit
– For power
– For political gain
• You need to counter such messages calmly,
clearly, and generally unemotionally
Classic Public Health Failures
• People putting duct tape and plastic
sheeting on their windows after the
Anthrax attacks
• Smallpox vaccination program
• Lack of, and then inadequate and
inaccurate communication about SARS in
China
Political Opponents can also
make use of crisis situations
• An information vacuum will create opportunities
for political opponents to get their message to
the public
• Example: Three Mile Island
– When MetEd and the NRC failed to provide enough
information fast enough the press went to anti-nuclear
power activists, who increased public fears about
nuclear power’s dangers
The most important aspect to
communications issues
•
•
•
•
Learn from your experience
Keep a record of what works
Examine what fails and why it fails
Keep your communications plan up-todate
• Examine others success and failure to
learn from their experience
• Continuous Quality Feedback is vital!
What Do You Need to
Do Now in Your
Organization?
Question & Answer Opportunity
Session Summary
• Risk communication has several unique
branches:
– Risk communication provides information
about expected outcomes resulting from a
behavior or exposure.
– Crisis communication is an effort to inform
the public about a crisis and how to react.
– Emergency risk communication attempts to
provide information to people so they can
make decisions.
Session Summary
• Effective risk communication takes into account
theories of defining risk, trust determination, and
mental noise.
• Basic strategies for implementing risk
communication include:
–
–
–
–
–
Having a plan before the crisis arises
Listening to the public
Responding to media requests
Preparing for questions
Paying attention to body language
Session Summary
• During a crisis, people external to your public
health agency will be frightened and seeking
information, guidance, and reassurance.
– Communication should be open and honest.
– Communication should respect the rights of
the public to gain information, ask questions,
and disagree with the experts
Session Summary
• To get your message to the public, keep
messages clear, short, consistent, and
memorable.
• When delivering your message, remember
that your audience is human: speak with
compassion, humanity, and show your
personal concern in addition to presenting
facts and instructions.
Session Summary
• Prepare and train to implement a
communications plan, and keep it up to
date.
• When working with the media, assign one
or two designated public speakers, but be
sure that everyone on your staff knows
“the message” to be conveyed.
Session Summary
• Prepare a multi-layered communications
plan that works with or without a
functioning infrastructure (e.g., phone
lines, computers).
• A sound communications plan addresses
two-way information sharing between
internal staff, external professionals, and
the public.
References and Resources
•
Association of State and Territorial Health Officials. (2004) “Communication
in Risk Situations: Responding to the Communication Challenges Posed by
Bioterrorism and Emerging Infectious Diseases.” Available at:
http://www.astho.org/pubs/ ASTHO Risk Communication e-Workbook.htm.
•
Association of State and Territorial Health Officials. “Keeping Your Head in
a Crisis: Responding to the Communication Challenges Posed by
Bioterrorism.” Web cast. Available at:
http://www.astho.org/docs/productions/0411webcast.html.
•
Association of State and Territorial Health Officials. “Risk Communication:
Responding to the Communication Challenges Posed by Bioterrorism.”
Web cast. Available at:
http://www.astho.org/docs/productions/0306riskcomm.html.
•
Association of State and Territorial Health Officials. “Risk Communication
Workbook.” Available at:
http://www.astho.org/docs/productions/workbook.htm.
References and Resources
•
Centers for Disease Control and Prevention. “Emergency Risk
Communication CDCynergy.” Online step-by-step tutorial with resources,
checklists, support materials, and more. Available at:
http://www.orau.gov/cdcynergy/erc/.
•
Covello,V. and Sandman, P. (2001) "Risk Communication: Evolution and
Revolution," in Wolbarst A. (ed.) Solutions to an Environment in Peril.
Baltimore, MD: John Hopkins University Press: 164-178.
•
Johns Hopkins Center for Public Health Preparedness. “Risk
Communication: What Every Public Health Practitioner Needs to Know.”
Real Audio tutorial with PowerPoint slides. Available at:
http://www.jhsph.edu/CPHP/Training/Symposia/Risk_Comm.html
•
Sandman, P. (2004) “Crisis Communication: A Very Quick Introduction.”
Available at: http://www.psandman.com/col/crisis.htm.
References and Resources
•
Sandman, P. (2003) “Dilemmas in Emergency Communication Policy.”
Available at http://www.psandman.com/ articles/dilemmas.pdf.
•
Sandman, P. (2003) “Four Kinds of Risk Communication.” Available at
http://www.psandman.com/col/4kind-1.htm.
•
Sandman, P. (1998) “The Seesaw of Risk Communication.” Available at
http://www.psandman.com/handouts/sand48.pdf .
•
University of North Carolina at Chapel Hill School of Public Health. “Talking
About Scary Stuff – Health Communication in Crisis.” Web cast. Available
at: http://www.sph.unc.edu/about/webcasts/scary_stuff/.
•
Warner, J.E. (November 2004). Keeping Control of the Story:
Communicating Effectively in Times of Crisis and Confusion. PowerPoint
presentation, Advanced Practice Centers Training Conference, St. Louis,
MO.