TRAINER’S GUIDE
RISK COMMUNICATION
PREPAREDNESS & PLANNING
4
2.5 hours
Introduction to Module 4
The success of effective risk communication response is dependent on an organization’s preparedness infrastructure that has
been thoughtfully and collaboratively developed before the crisis event. In Module 4 we introduce a risk communication planning
framework to begin building assets that will lead to an effective response to a food-related crisis. We will review the role of key
audiences, publics, partners and stakeholders, who should be actively involved in the planning process as well as the emergency
response. We will conclude this module by reviewing key concepts and skills presented in this training and applying them to
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:
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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 foodrelated 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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Module 4 Overview
Introduction to Module 4
5 minutes
 Risk communication encompasses preparedness, response and recovery
 Be first, be right, be credible requires pre-event planning
TOPIC 1: Preparedness Begins with Pre-crisis Planning
30 minutes
 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
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TOPIC 3: Key Audiences: Publics, Partners and Stakeholders
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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)
30 minutes
Defining publics, partners and stakeholders
Under-represented publics
Stakeholder relations
Stakeholder breakdowns
Risk Communication Planning Guide: Key Audiences (Part III)
TOPIC 4: Crisis Communication: The First 48 hours
50 minutes
 Communication concepts as a foundation for response
 Tools for rapid response
 Risk Communication Planning Guide: Message Development & Delivery (Part IV)
Summary of Module 4
5 minutes
Total
2.5 hours
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Module 4
Preparedness & Pre-crisis Planning
#
CONTENT
TRAINER NOTES
T1.1
INTRODUCE MODULE 4: RISK COMMUNICATION
PREPAREDNESS AND PLANNING
T1.2
MODULE 4 TOPICS:
2.5 hours
INSTRUCTIONAL
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
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T1.3
MODULE 4 LEARNER OUTCOMES
 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 food-related
crisis. (Topic 2)
T1.4
LEARNER OUTCOMES CONTINUED
 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
#
CONTENT
TRAINER NOTES
T1.5
TOPIC 1: PREPAREDNESS BEGINS WITH PRECRISIS PLANNING
T1.6
WHY 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
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30 minutes
RESOURCES
Source: Donald Klingborg,
University of California, Davis
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T1.7
BE FIRST, BE RIGHT, BE CREDIBLE
SOURCE: CDC Crisis and
Emergency Risk Communication
Optional Activity:
 Count off 1-3 (1= be first, 2=be right and 3=be
credible)
 Instruct participants to jot down 3 key messages to
explain their assigned part of the CDC motto, for
example -- 3 key messages for “Be first”
- 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
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?
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Resolution phase – recovery and evaluation
 What is criteria for evaluation?
 How will your plan be modified?
T1.10
REVIEW OF THE RISK COMMUNICATION
COMPONENTS
Remember that risk communication is multidirectional and involves the audience as an
information source:
 Audience Assessment
 Audience Involvement
 Message
 Logistics
 Metamessaging
 Listening
 Self-assessment
 Evaluation
Discussion Question:
 Which components require actions before or after the
crisis?
T1.11
PRE-EVENT PREPAREDNESS ACTIVITIES
 Involving key audiences: Publics, partners,
stakeholders
 Relationship-building with media
 Message development & testing
 Train & practice with staff
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T1.12
COMPONENTS OF A RISK COMMUNICATION PLAN
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T1.13
Risk Communication team
Organizational audit or assessment
Key audiences: publics, partners, stakeholders
Risk communication goals
Resources: messages & vehicles
Media relations
Emergency response
Post event recovery & evaluation
KEY FEATURES OF THE PLAN
 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
T1.14
Handout:
NCFPD Risk Communication
Planning Guide. doc
CERC:
http://www.orau.gov/cdcynergy/e
rc/Content/activeinformation/res
ources/CKCRIT_needs_assess
ment.pdf
PLAN FEATURES CONTINUED
Plan features - continued
 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
BEGINNING
is just the beginning!
 Is a living document, integral to your organization’s
SOP
 Launches a series of pre-crisis activities for building
relationships, trust, partnerships, etc.
 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
Communication Plan
Purpose: Identify risk communication goals and
strategies for your organization
Handout:
M4.T1.Risk Comm Planning
Guide.doc - SEE PART I
Instructions:
 Complete Part I of the Risk Communication Planning
Guide: Risk Communication Goals
 Share goals with group
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M4 Topic Two
Risk Communication Team:
Roles, Responsibilities, Response
#
CONTENT
20 minutes
TRAINER NOTES
T1.17
TOPIC 2: RISK COMMUNICATION TEAM: ROLES,
RESPONSIBILITIES, RESPONSE
T1.18
PURPOSE OF A RISK COMMUNICATION TEAM
APPROACH
RESOURCES
 Teams expand data pools and experiences and help
overcome personal biases
 Effective teams result in better quality decisions and
acceptance and implementation by those
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, technical
writers)
 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
 Relationship-building
o Network and collaborate on projects, advisory
groups, professional meetings
o Establish 2-way communication mechanism and
share information with key public
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
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T1.21
CRISIS COMMUNICATION TEAM ACTIVITIES – 1ST 48
HOURS
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Verify situation
Conduct notifications
Assess level of crisis
Issue assignments
Prepare information and obtain approvals
We will discuss this further in later in this module (Topic 4
Crisis Communication: The First 48 Hours)
T1.22
RESPONSE MAINTENANCE
 Release information to public. Remain accessible to
media
 Communicate and coordinate with external partners
and networks
 Monitor, maintain, and make adjustments for the
remaining life of the crisis
T1.23
POST-EVENT RECOVERY TEAM RESPONSIBILITIES
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Module 4: Risk Communication Preparedness & Planning
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
Handout:
M4.T1.Risk Comm Planning
Guide.doc – SEE PART II
Instructions:
 Complete Part II of the Risk Communication
Planning Guide: Risk Communication Team
 Share Risk Communication Team roles with group
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M4 Topic Three
Key Audiences: Publics, Partners, Stakeholders
#
CONTENT
T3.25
TRAINER NOTES
20 minutes
RESOURCES
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
T3.28
KEY AUDIENCES IN A CRISIS
CERC
T3.29
UNDER-REPRESENTED PUBLICS
Source:
#3 Littlefield, R et al: Ten best
practices of risk and crisis
communication: reaching out to
New Americans and underrepresented populations in the
United States
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T3.30
LISTENING TO NATIVE AMERICANS & NEW
AMERICANS
These findings come from focus groups with midwestern Native American, Somali and Hmong focus
groups held in 2006.
T3.31
STAKEHOLDER THEORY
Source:
#3 Littlefield, R et al: Ten best
practices of risk and crisis
communication: reaching out to
New Americans and underrepresented populations in the
United States
Source: Donald Klingborg,
University of California, Davis
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
 Community
 Industry
 Government
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T3.32
PURPOSE OF STAKEHOLDERS RELATIONS
Source: Donald Klingborg,
University of California, Davis
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
T3.33
Module 4: Risk Communication Preparedness & Planning
ROLE OF STAKEHOLDERS IN A CRISIS
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T3.34
STAKEHOLDER RELATIONS & RISK
COMMUNICATION
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
 Builds sense of shared responsibility for
preparedness and response
T3.35
Module 4: Risk Communication Preparedness & Planning
COMMUNITY STAKEHOLDERS ASSOCIATED WITH
FOOD-BORNE OUTBREAKS
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Images: Cooperative State
Research, Education and
Extension Service (CSREES)
http://www.csrees.umd.edu/
Page 18 of 26
T3.36
GOVERNMENT STAKEHOLDERS
Images: Cooperative State
Research, Education and
Extension Service (CSREES)
http://www.csrees.umd.edu/
T3.37
INDUSTRY STAKEHOLDERS
Images: Cooperative State
Research, Education and
Extension Service (CSREES)
http://www.csrees.umd.edu/
T3.38
SUBJECT MATTER EXPERTS
Subject matter experts – from community, government
and industry
Science data, statistics, up-to-date knowledge
Source of “independent credible” statements,
facts, images, etc.
Epidemiologists, risk assessment experts,
various academics, health educators, risk
communication experts, etc.
Images: Cooperative State
Research, Education and
Extension Service (CSREES)
http://www.csrees.umd.edu/
 Media is not considered a partner; however, do need
to have relationship with media.
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T3.39
COMMON MISTAKES IN STAKEHOLDERS
RELATIONS
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T3.40
Source: Donald Klingborg,
University of California, Davis
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
STAKEHOLDER MISTAKES CONTINUED
 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
Handout:
M4.T1.Risk Comm Planning
Guide.doc – SEE PART III
Instructions:
 Complete Part III of the Risk Communication
Planning Guide: Key Audiences: Publics, Partners &
Stakeholders
 Share Risk Communication Team roles with group
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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
Source: Peter Sandman
Review Crisis Communication goals:
 Acknowledge hazard, validate concern, give people
ways to act
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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
AND EMPATHY
Source: Vincent Covello
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T4.48
HOW COMMUNICATION CHANGES DURING A CRISIS
T4.49
CHANGES IN HOW WE COMMUNICATE DURING A
CRISIS
Source: Vincent Covello
T4.50
RULE OF THREE
Source: Vincent Covello
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T4.51
COMMUNICATION STRATEGIES DURING THE
STAGE OF A CRISIS
T4.52
RESPONSE TOOLS PREPARED PRIOR TO CRISIS
Source: CERC
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
Handout:
M4.T1.Risk Comm Planning
Guide.doc – SEE PART III
Instructions:
 Complete Part III of the Risk Communication
Planning Guide: Message Development & Delivery
 Share Risk Communication Team roles with group
T4.55
BEST PRACTICES FOR EFFECTIVE RISK
COMMUNICATION PREPAREDNESS & PLANNING
#5 Seeger, M. Best practices in
risk and crisis communication:
an expert panel process
 Conduct pre-crisis planning
 Foster partnerships with the public
 Collaborate and coordinate with credible sources
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
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3. Littlefield, R et al. (2006). Ten best practices of risk and crisis communication: reaching out to New Americans and underrepresented
populations in the UnitedStates, presented at Central States Communication Association for Convention, Indianapolis, Indiana, April 9,
2006.
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
Additional Resources

Department of Homeland Security. (2005) Incident Communication Emergency Reference Guide. Office of Public Affairs. Available online:
https://www.hsdl.org/homesec/docs/dhs/nps03-070705-02.pdf

Gladwell, M. (2005) Blink: the power of thinking without thinking. New York: Little Brown and Company
Contributors

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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