COMMUNICATING IN AN AGRICULTURE CRISIS OR EMERGENCY:
Risk and Crisis Communication Model
Multi-State Partnership for Security in Agriculture.
___________________________________
Table of Contents
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In 2004, the Multi-State Partnership for Security in Agriculture (the Partnership) spearheaded the development of many risk and crisis communication planning tools and resources for each of its member states. Working with the Consortium for Risk and Crisis Communications they developed a series of resources that include a model communications plan that could be adapted by any state to address the communications needs that might occur during an agricultural crisis or emergency.
However, time and changes in sociology, technology and the agriculture security world itself necessitated revisions to the resources developed. To address this need, the Partnership contracted with Nusura, Inc. in 2011 to expand on and update previous efforts, as well as to provide extensive training to state executives and communicators in their member states.
What follows is a revised version of the previous Risk Communication Model Plan. While much of the information remains the same, the organization of the document has changed significantly. The structure of the plan now flows chronologically in order to easily identify risk and crisis communication measures that should be implemented before, during and after an incident occurs. It also has been updated to account for significant changes in social media, as well as to incorporate planning for people with access and functional needs.
What hasn ’ t changed is that the document still offers a user-friendly format with several checklists, templates, and visuals that will aid in quickly communicating pertinent information with the general public.
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Created On:
MM/DD/YYYY
Planning Team:
NAME AND TITLE
NAME AND TITLE
Last Modified On:
MM/DD/YYYY
Next Plan Review Date:
MM/DD/YYYY
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Communicating about a risk or crisis before, during and after an incident occurs must be approached differently than normal day-to-day communications. There are a number of factors that come into play when a risk is at hand, or a crisis has occurred, that change the nature of how information is generally formed and received. Risk and crisis communication, as outlined in this plan, seeks to address that unique nature and ensure that above all timely, accurate, coordinated, and accessible communications are provided to stakeholders and the general public.
Because “risk communication, crisis communication, and emergency public information" are often ill defined and occasionally used interchangeably, the following terms are defined for the purposes of this plan:
 Risk: The probability that a natural, technological, or civil threat to people, property, and the environment will occur. (Godschalk, 1991)
 Risk Communication: The design and delivery of information about a risk so the public can take appropriate action. This type of communication typically happens prior to an event, or in anticipation of subsequent events. Its purpose is to educate, inform and prepare.
 Crisis: A major occurrence with a potentially negative outcome affecting an organization, company or industry, as well as its publics, products, services, or good name (Fearn-
Banks, 1996). Crises last a finite period of time.
 Crisis Communication: The dissemination of responsive messages to a crisis that explain degree of situation and action steps to take. This information is used to respond to an event or incident that has occurred. Emergency: A sub-category of crisis which is characterized by an immediate threat to the health or safety of an individual, group, or community and which requires people to make the best possible decisions about their well-being within extreme time constraints and often with imperfect or incomplete information.
 Emergency: An immediate threat to health or safety of individual, group, or community which requires those at risk to make best possible decisions about their well-being often within extreme time constraints and with imperfect or incomplete information (Centers for Disease Control)
 Emergency Public Information: Developed and disseminated in anticipation of, during, or after an emergency to provide specific life and health saving information including the degree of the situation and any action steps for individuals and communities should take.
It is information designed to protect health, safety and environment by keeping public informed.
In a crisis or emergency, information can be as important as food, water and shelter. The number one operational priority during a crisis is always life safety followed closely by minimizing adverse affects to individuals and communities. Public information is a major part of this effort! Without accurate and timely information about an incident, its potential risks, the process for addressing the crisis, and what actions individuals can take to protect themselves and be part of the solution, even the
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smallest event can become a devastating disaster. However, communicating in a crisis is no easy task.
Communication systems may fail or be overloaded. Staff and material resources may be limited or insufficient in the face of high demand and tremendous time pressure. Accurate information about what is happening may be unclear, take time to confirm, and be handled by a complicated web of responding agencies and stakeholders that may not use the same language, and may not agree about who is in charge. Fear can play a factor, causing rumor and speculation to take root in the absence of facts. To top it off, the psychological processes that people experience in such circumstances affect how they process information. These factors and many more not listed call for detailed risk and crisis communication planning in order to achieve successful emergency preparedness, response and recovery.
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1.
Overview of Plan
1.1
Plan Summary
[State] Department of Agriculture ’ s risk communication planning efforts are designed to cover a wide range of community concerns about the cause, magnitude, and consequences of specific agricultural emergencies, both intentional and unintentional); deliver messages through the appropriate individuals or intermediaries (e.g., the public, farmers/industry, media); and assess the quality and impact of risk communications activities based on community concerns and needs through careful evaluation.
This plan employs specific communication techniques and approaches, is based on a working knowledge of the affected populations; provides a framework for addressing audience concerns and developing messages and, above all, is flexible and scalable. It can be used from the smallest event that may only affect the Department, to the largest scale incident that would involve partners at the local, state and federal level.
This plan provides a framework for timely and accurate risk and crisis communication and information dissemination to the people who are at risk before, during, and after an agricultural emergency. It is based on a coordinated approach between the [State] Department of Agriculture, the Multi-State Partnership for Security in Agriculture, local health directors, other state agencies, hospitals, and others involved in the emergency response network. Risk and crisis communication under this plan has the three-fold purpose of:
• Educating the public, farmers/industry, the media and other key stakeholders
• Promoting informed decision-making
• Providing the necessary information to those who need the information (i.e. public, farmers/industry, partners, stakeholders, media, etc.) in an appropriate and time-efficient manner
Revisions and updates to this plan will be made as needed to keep the approach current and relevant.
1.2
Plan Location
Each member of the [State] Department of Agriculture ’ s Crisis Communication Team (as identified in section 3.9 of this plan) should maintain a hard copy of this plan and an electronic version that is accessible both at work and offsite. A central copy of the plan should also be maintained offsite both electronically and in paper format by the Partnership. It is the crisis/communication team leader ’ s responsibility to ensure that a copy of the plan is available to each team member, other internal staff, and key partners for use in the event of a public health emergency. It is also the responsibility of the team leader to ensure that the plan is kept up-to-date and that the [State] Department of Agriculture team members have read the plan and understand its contents.
1.3
Plan Organization
Effective risk and crisis communication is never ending. It should begin well in advance of an incident and continue right through response efforts and into the overall recovery from the incident.
Effective risk and crisis planning involves constantly evaluating how the process is working, making relevant modifications and improvements to strengthen future efforts. It is a cyclical process.
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For this reason, this plan is separated into three distinct sections outlining risk and crisis communication principles and practices that should be employed:
1.
Prior to an emergency
2.
In response to an emergency
3.
To recover from an emergency and prepare for the next one
1.4
Plan Instructions
[State] Department of Agriculture crisis communication staff and its internal and external partners are encouraged to read the entire plan before an incident occurs, and to refer to the sections of the document that applies to the circumstances at hand during an impacting event. Think of this plan as a combination risk communications activities checklist and reference document. The various sections, tasks, and procedures should be reviewed and followed based on the incident circumstances.
2.
It is recognized that authorized personnel outside of the [State] Department of Agriculture may look at this plan for legitimate emergency planning reasons, therefore a description of the [State] Department of
Agriculture ’ s risk and crisis communications mission statement, its objectives, and an organizational chart of the Department ’ s Crisis Communication Team are included below.
2.1
Mission Statement
The [State] Department of Agriculture plays an essential role in resolving agricultural crises by serving as a source of credible and useful information to key stakeholders, the media, and the general public by influencing the content and flow of information, and by developing specific coordinated messages about what the [State] Department of Agriculture and other agencies are doing, and what the public should be doing to resolve the problem.
2.2
Objectives
[Fill in state specific information (as developed from Section 3.1 of this plan)]
2.3
Crisis Communication Team Organization (as identified in section 3.8 of this plan).
Depending on the nature and size of an incident, partial or complete activation of this team will be initiated. The Lead Public Information Officer will make activation determinations
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Success of communications during an emergency greatly hinges on preparation. The aftermath of a disaster or emergency is no time to begin identifying who the audience is or who key stakeholders and partners are. Nor is it a time to begin learning about risks that are known to the area and trying to communicate accurately about them. Details of an emergency can’t be anticipated, but plans can be built by identifying scenarios likely to occur, anticipating needs, and planning accordingly.
The [State] Department of Agriculture’s Crisis Communications Team Director (or designee) with support from the members of the crisis communications team will take the lead in initiating and executing the following activities on an ongoing basis. All activities below will be accomplished at least annually unless designated otherwise in this document.
3.1
Define Risk and Crisis Communications Goals/Objectives - Examples could include:
 Ensure the provision of timely, accurate, coordinated and accessible information during an agricultural crisis or emergency
 Inform agricultural groups, producers, and industry
 Inform public
 Provide guidance and response
 Ease concerns and direct energies of individuals and community
[The finalized goals and objectives should be listed in Section 2.2 of this plan]
3.2
Identify and prioritize most likely risks for [State]
Factors for consideration include, but are not limited to:
 Primary industries and producers of the [State]
 History and frequency of agricultural incidents
 National or international threats and concerns, and
 Any geographical, environmental or man-made features that increase certain risk of certain incidents.
3.3
Develop and deliver (in coordination with key stakeholders) risk communications to
educate and inform audiences about prioritized risks. Ensure there is opportunity for people to voice their concerns, ask questions, and process answers.
3.3.1
Develop fact sheets, frequently asked questions, PSAs, basic messages and
other “Greenleaf” materials to be shared with partners and used both in advance of and immediately following an incident.
3.4
Utilize Message Maps to the greatest extent possible. A message map is a roadmap for displaying detailed, hierarchically organized responses to anticipated questions or concerns about an incident. It is a visual aid that provides at a glance the organization's messages for high concern or controversial issues (Covello 2003). As part of its efforts to provide risk and crisis communication planning tools and resources for each of its member states, the
Partnership spearheaded the development of several message maps to specifically address the agricultural emergencies. While detailed and specific information would still need to be provided following each incident, these maps provide excellent information and prevent the need to start from scratch on many events. A full listing of the message maps developed by the
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Partnership can be found in Appendix M of this document.
For more information regarding the development and use of message maps, please see Message Mapping - a discussion of effective message development using the technique of message mapping. Written by
Dr. Vincent T. Covello for the ERC CDCynergy CD.
3.5
Identify and understand [State] audiences and their respective needs
Factors for consideration include, but are not limited to:
 Rural as apposed to urban populations
 Cultural and/or neighborhood characteristics
 Environmental characteristics
 Access and functional needs populations
 Needs of producers, farmers, and industry partners
3.6
Identify Key Stakeholders and Partners in [State] Agriculture Emergency
Preparedness, Response and Recovery and form a Joint Information System (JIS).
The aftermath of a disaster is not the time to begin thinking about who needs to be involved in the response, tracking them down, and attempting to coordinate information.
Relationships with key stakeholders and partners need to be identified and developed before a disaster or emergency ever occurs, and processes for coordinating information need to be established. The formation of these contacts and relationships is the first step of establishing a Joint Information System (JIS); an information network that works together to provide timely, accurate, coordinated, and accessible information
Partners to consider include, but are not limited to:
 Other state agencies such as Department of Wildlife or Natural Resources, State
Department of Health, Emergency Management and or Homeland Security, Law
Enforcement, and Food Safety
 Agriculture Experts, Producers and Industry Representatives
 Veterinarians
 Local and state health providers and public health associations
 Local, state and federal elected officials
 Relevant private non-profit or volunteer groups (Examples in include the American
Red Cross, Salvation Army and organizations that represent people with access and functional needs.)
 Organizations that represent and work with people with access and functional needs.
A listing of potential partner organizations and responsibilities is included in Appendix A of this document.
In support of this activity the [State] Department of Agriculture will:
3.6.1
Maintain contact listing of partner POCs, including after hours numbers.
Whenever possible [State] Crisis Communication Team members will program POC contact information into their phones.
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(A template contact listing of primary stakeholders for each state is included in
Appendix B of this document.)
3.6.2
Consult with partner agencies and organizations before an emergency occurs, so that messages are consistent and plans are integrated
 Identify Spokespersons for the Department and each partner agency/organization.
Effective spokespersons should have requisite risk communication skills including: listening/caring; presentation; message development; organization; leadership; and mass media skills (including media protocol and etiquette); how to answer media questions; how to address questions that cannot be talked about (e.g. because the information is classified); public speaking skills when the media are present; non-verbal communication; interviewing techniques; handling press conferences; handling Q&A sessions; and handling ambush interviews, media traps and pitfalls . A listing of Partnership
Spokespersons and Disease Experts as well as National Spokespersons
 Coordinate Communications Protocols o Identify who will take the lead in speaking for different events. o Who are the primary and secondary contacts and experts for key offices and issues?
3.7
Identify and Build Relationships with Key Media Partners
Keeping an up-to-date list of media contacts and developing good working relationships with the media is an important part of making an emergency situation run smoothly.
• Media Outlets: The simplest way to be sure your news gets to the right people at the right time during a public health emergency is to learn in advance who covers these issues. Reading the national, regional, state, and local newspapers and newsmagazines, listening to TV and radio news shows will alert the [State] Department of Agriculture to reporters who cover public health issues and emergencies. Write down their names. Pay attention to how they cover such stories.
The [State] Department of Agriculture lists should include reporters at the local newspaper, television, and radio news outlets; editorial page editors, assignment editors, and college media outlets as well. For emergencies national in scope, news outlets should include the major national newspapers and news magazines, broadcast news, CNN and NPR. News services like the Associated Press, Knight-Ridder, Scripps-Howard, Reuters, and States News Service -- also called "wire services" -- are news outlets that transmit their stories to subscriber news outlets nationwide (or worldwide). Most newspapers, for example, use stories from the Associated
Press. News services should be included on the [State] Department of Agriculture media list -- your city or town will have a local wire service outlet -- usually housed at the main media outlet in your community, such as your daily paper.
• Update Lists: The best way is to phone the media outlet. You do not necessarily need to speak with each reporter; others can give you information regarding some specific contacts. Be sure to ask for the correct spelling of first and last names. You will need a phone number, fax number, an email address (if the reporter takes news releases via email), accurate mailing address (some
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news outlets get mail through P.O. boxes, for example), and notes as to the “ beat ”
(topic/expertise/area) the reporter covers. Media outlets often have high turnover rates. The reporter who covered your last story may no longer be there -- or may not work the same beat.
Using your list, call each outlet before sending a news release to ensure your contact information is still accurate.
In support of this activity the [State] Department of Agriculture will :
3.7.1
Maintain updated contact listing of key media contacts. A list of local, regional, and national outlets is referenced in Appendix G of this document.
3.7.2
Meet with key media to educate and inform them of potential risks. Build strong, healthy connections with the media and stakeholder groups .
3.8
Establish and/or Build Upon Basic Social Media Capabilities
The nature of how information is shared with media and the general public has changed immensely in the last 10 years. Major news stories are now often reported first through
Twitter accounts or online postings including Facebook pages. News stories and commentaries are watched and shared through YouTube The far-reaching capabilities of social media must be a part of any well-rounded communications strategy and plan. To that end the [State] Department of Agriculture will work to establish basic social media capabilities to share information, gather input and engage the public in ongoing discussion of agricultural risks in [State]. A guide to developing basic social media capabilities can be found in Appendix H of this document.
In support of this activity the [State] Department of Agriculture will:
3.8.1
Working in conjunction with [State] Department of Agriculture Leadership, legal and other communication representatives, establish a social media policy for the
Department – with specific guidelines on how social media might be used in risk and crisis communications. Examples of Social Media policies can be found in Appendix I.
3.8.2
Utilize various social media platforms to share risk communications that educate individuals and communities and to build “followings.”
3.8.3
Monitor every changing social mediums and revise strategies and plans as needed.
3.9
Establish a [State] Department of Agriculture Crisis Communications Team
While the majority of day-to-day crises or emergencies may be handled by the [State]
Department of Agricultures Communication ’ s Director or Public Information Officer
(PIO) some incidents will require the activation of an entire team of communications specialists to adequately respond. Therefore the [State] Department of Agriculture will establish a Crisis Communications Team that will be equipped and trained on an ongoing basis. Responsibilities assigned to the Crisis Communication Team will mirror the duties of personnel assigned to a Joint Information Center (JIC) following a crisis. (See section 4.1 for a full description of a JIC and responsibilities of the Crisis Communication Team)
NOTE: Depending on the nature of an incident, activation of the Crisis Communication
Team can be partial or complete. In smaller events one individual may perform several
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duties/responsibilities. The team can be expanded and contracted as needed. However, in any event the following responsibilities will need to be considered and completed if needed:
 Leadership
 Public inquiry center (if needed)
 Gathering and analyzing information
 Producing and coordinating information
 Disseminating information
 Administrative or logistical requirements
[State] Department of Agriculture Crisis Communication Team members should include, but not be limited to:
 Communications Personnel
 Plant and Animal Disease Specialists
 Legal Staff
 Spokespersons
Consideration should also be given to include
 Volunteers
 Contractors
 Representatives from other government agencies.
In support of this activity the [State] Department of Agriculture will:
3.9.1
Maintain 24/7 Contact information for Team Members
A contact listing of potential Team Members is provided below. It can also be found in Appendix E of this document. It is understood that depending on the size and nature of events, not all roles may need to be filled. The team can be expanded and
contracted as needed. However, for planning purposes it is recommend that all Lead positions for the team be assigned prior to an event.
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Date: Last Updated On:
By:
Office Hours
Leadership/Management Name
After Hours
E-mail
Phone Phone
Director/Lead Public
Information Officer
Deputy Lead Public
Information Officer (if needed)
JIC Coordinator (if needed)
Public Inquiry Center (if needed)
Inquiry Center Lead/Liaison
-
-
Phone Bank operators
-
Social Media Team Lead
Access and Functional Needs
Representative
Information Gathering and Analysis
Lead:
Media Monitoring Lead
Traditional Media Monitoring
Staff
Social Media Monitoring Staff
-
-
Liaisons to other departments and agencies
AFN Liaison
Industry Liaison
Legal Representative
Information Coordination and Production
Lead:
Research and Writing
Representatives
-
-
Photo/Broadcast
Representatives
-
Graphics/Production
Representatives
-
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-
Information Dissemination
Lead:
Media Relations
Representatives
-
-
Field PIO Operatives
-
-
Intergovernmental
Representative
Industry Representative
Administration and Logistics
Lead:
Archiving Lead
Records Maintenance Lead
Logistical Lead
Personnel/Human Resources
Lead
Other
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3.9.2
Ensure roles and functions of each member are understood. (An organizational chart of team members and their basic responsibilities is included in Appendix D)
3.9.3
Provide risk and crisis communication training opportunities for the team.
Include key stakeholders and partners whenever possible.
[State] Department of Agriculture has adopted an Incident Command System (ICS) structure to respond to emergency situations. Under the ICS structure, the agency’s Crisis Communications
Team Director or designee coordinates risk communication and information dissemination activities.
In certain circumstances, such as in the event of a statewide emergency or a situation involving multiple state agencies, the Emergency Operations Center (EOC) should be activated. Through its
Joint Information Center (JIC) and Unified Command Center, the EOC coordinates all communication activities, including public and media inquiries and response. If the emergency has agricultural implications, the [State] Department of Agriculture will participate in EOC activities and will communicate information with its partners (e.g. local farmers, industry, etc). The EOC also provides access to the FEMA Radio Network and Emergency Broadcast System.
Regardless of whether or not an agricultural emergency necessitates the activation of a JIC, many of the responsibilities addressed by a JIC will still be needed to facilitate the [State] Department of
Agriculture’s response to an incident. For this reason, structure and duties of the Department’s Crisis
Communication Team will mirror those of a Joint Information Center.
4.1
An overview of the JIC
The goal of the JIC is to provide information that is timely, accurate coordinated, and accessible. In other words... Make sure that the right people get the right information at the right time (in an accessible way). Formation of a JIC is a cooperative effort with supporting organizations that colocate information professionals, the media and other stakeholders.
Its organization is based around the four states of information flow in risk and crisis communications: gathering, verifying, coordinating and disseminating.
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JIC Management – Provides overall management and coordination of JIC activities and advises the Incident Commander on all matters of internal and public information flow. It may consist of:
 A Lead Public Information Officer (PIO) who advises the incident commander and directs overall public information flow
 A Deputy Lead PIO who serves as back up and the right hand of the Lead PIO. He or she also ensures all functions of the JIC are operating.
 A JIC Coordinator who directs and supports JIC staff/establishes internal procedures
Public Inquiry Center (if necessary) – One stop shopping for members of the general public who may be seeking information about the incident. It is both a source of information and intelligence to learn what types of information audiences may need and also an opportunity to distribute coordinated information directly to the public. It may consist of:
 A Phone bank
 A social media team that may engage in dialogue with the public about the incident
Information Gathering and Analysis – examines all sources of information both internal and external to paint an accurate picture of what is happening in the incident, how it is being perceived and what messages may need to be developed. It will generally consist of:
 News analysis and media monitoring representatives who watch what is being reported, pinpoint inaccuracies or rumors and communication needs
 Liaisons to key stakeholders who may be geographically located elsewhere (ICP,
EOC, other agencies, etc.).
Information Coordination and Production – works closely with information gathering and
Analysis to develop messages, briefings, written products and any other risk and crisis communications the incident may call for. May consist of:
 Research and Writing Representatives who develop all manner of written products including those for posting and the web.
 Photo/Broadcast Representatives who acquire and distribute photos and/or video
 Graphics/Production Representatives who develop maps, e-assets, and other products
Information Dissemination – Responsible for providing and explaining all communications to the media, the general public and other key stakeholders. Will consist of
 Media Relations Representatives who man the news desks and talk directly with reporters to ensure that all messages are understood.
 Field PIO Operatives who personally visit sites to gather and disseminate info.
Administration and Logistics – Responsible for all JIC documentation including: product archives, approval records, media contact logs, clips, video and photos, and staffing and legal notices.
Important notes on the JIC:
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 The media will not come to the JIC unless they can speak with decision-makers; they will go where the story is.
 It is generally helpful to locate the JIC as close as possible to the scene of the crisis.
 Every participating response agency with a public information officer should send a representative to the JIC.
 Every participating response agency should refer journalists and other media representatives to the JIC, rather than attempt to deal with them directly.
 If elected officials show up at the JIC, they may preempt other media spokespersons.
 It may be necessary to make arrangements at the JIC to credential the press and to route lay people who want information.
 At least one JIC representative must be available round-the-clock to report to the incident command or unified command center.
4.2
[State] Department of Agriculture Responsibilities
In response to an agricultural emergency or crisis, the [State] Department of Agriculture will conduct the activities below. (It is understood that if a JIC is activated, any and all of these duties will be taking place in concert with, and in support of, the JIC.)
For a detailed listing of specific roles and responsibilities, please see Appendix XX of this document.
4.2.1
Activate the Crisis Communication Team – Based on the incident, the Crisis
Communication Team Director will determine the level of activation – whether partial or full. Regardless of activation, all team members should be notified of the incident.
Refer to the Contact Listing of Team Members located in Appendix E.
4.2.2
Activate Appropriate Notification Procedures
 The [State] Department of Agriculture will follow state procedures to notify the appropriate state and national agencies for any given emergency. A template
Notification/Coordination Roster is included in Appendix F of this plan.
 In addition, the Partnership should be notified to provide warning, prevent additional cases, provide updates on treatments, and to allow the Partnership to provide guidance during the crisis. Appendix C of this document provides a listing of Partnership Points of Contact in each state.
 Key checkpoints that should be considered in notifications include:
Key Checkpoints for Conducting Notifications
Has core team been briefed?
Has your senior management group been notified?
Has your communication team been briefed?
Have the elected officials at all levels been notified?
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Have the appropriate local and county agencies been notified?
Have the appropriate state agencies been notified?
Have the appropriate federal agencies been notified?
Have essential partner health care organizations and individuals been notified
(if the disease can spread to or affect human health?
Have other groups (e.g., board members, clients, residents) been notified?
Have businesses that will be essential partners in risk communication response, (including large corporations, pharmacies, etc.) been notified?
Have essential service agencies (including police, fire, water company, and sanitation services) that may be affected been notified?
Have populations with access and functional needs (e.g., non-English speaking, homeless, homebound, people with disabilities) been notified?
Have private non-profit and volunteer organizations that may be affected been notified?
Have appropriate media been notified?
4.2.3
Evaluate Specific Needs for Risk and Crisis Communication
Depending on the perceived severity of the threat and the level of independent media activity, [State] Department of Agriculture officials must determine the need for and scope of risk communications, as well as what coordination efforts will be needed. Evaluate the need to coordinate and communicate risk information or any other information about the outbreak/disease to the public. Evaluation criteria can include:
 Is the event and/or risk to the public contained in one small locale or spread across multiple jurisdictions?
 Does the disease affect humans, animals, and/or plants?
 Is the disease highly infectious or relatively difficult to transmit?
 Is the disease extremely deadly, relatively benign or dangerous only for specific, vulnerable groups?
 Is there any indication of criminal/terrorist activity?
 What is the extent of media coverage, if any? Are media reports accurate?
 Have there been inquiries from the public about the situation?
4.2.4
Conduct Initial Risk and Crisis Communication Activities
Prior to the potential activation of a JIC, careful consideration should be given to the coordination needs of all initial communication activities. Initial activities may include any or all of the following:
 Issuing a press release or statement
 Designating a public health/agricultural spokesperson (e.g., public information officer, state health officer, agricultural specialist, etc.)
 Holding a press briefing
 Monitoring media reports
 Monitoring social media and engaging in dialogue
 Setting up phone lines for public inquiries (if needed)
 Setting up phone lines for farmers, industry representatives (if needed)
 Setting up phone lines for press inquiries
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Appendix Q: a Call Tracking worksheet, and Appendix R: Call Procedures and
Phone Log, may be useful in these activities
 Assigning representative/s to JIC (if needed)
4.3
Gather and Analyze Information
4.3.1
Set up formalized monitoring for mainstream media outlets.
If needed, consider using volunteers, including students from the University who may be interested in participating in the events (Agriculture, Veterinarian, Communications
Students, etc.)
4.3.2
Set up formalized monitoring of social media outlets.
If needed, consider using volunteers, including students from the University who may be interested in participating in the events (Agriculture, Veterinarian, Communications
Students, etc.)
4.3.3
Identify and assign liaisons to various departments, agencies and organizations as needed.
Set a routine reporting mechanisms and times to gather information from these liaisons.
4.4
Coordinate and Produce Information with other key stakeholders who are part of the
Joint Information System (JIS).
Stakeholders can include both those represented in the JIC and those working from another location who are part of the JIS.
4.4.1
Verify Information by consulting other key stakeholders including EOC resources, liaisons from other agencies, and PIOs in the field.
4.4.2
Establish key message(s) by prioritizing information to get out to the public. The mission remains getting the right information to the right people at the right time so they can make the right decisions.
Messages should include:
 Information about what has happened and what is being done to address the situation (process).
 Information about how the incident affects individuals and communities (i.e. what it means to them).
 Information about what actions people can and should take to be part of the solution. (Facts to protect people & their families from the dangers)
All messages should
 Be short, concise, and focused
 Use positive terms not negative
 Provide action steps
 Be developed in threes whenever possible (people remember facts in sets of three)
The following Appendices may be helpful in developing messages and products:
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 Appendix J – A guide for Developing Messages Under Pressure
 Appendix K - A template document to quickly list out key messages for use in response to a crisis or emergency
 Appendix L – A message development checklist
 Appendix N: Template Press Release
 Appendix O: Template Statement for Immediate Response to Media Inquiry
4.4.3
Ensure messages and communications are accessible to all audiences.
The success of this activity depends greatly on understanding who the audience is and what specific needs they may have. Considerations should include:
 Do communications need to be communicated in other languages?
 Are communications accessible to with physical or cognitive disabilities?
4.4.4
Obtain approval/clearance from those in authority to ensure that the
information is accurate, complete, and current. The approval process should be streamlined, however, should ensure information is released in a timely manner.
(Appendix P provide a template Sign Off Sheet)
4.5
Disseminate information using multiple methods.
The [State] Department of Agriculture will release pre-approved messages as needed to address the needs of the media, public, and key stakeholders. As appropriate and feasible, field team communications staff will tailor risk communication messages and materials to community needs.
Communications should be maximized to the greatest extent possible by using diverse mediums and types of information.
4.5.1
Establish and Staff News-desk
The [State] Department of Agriculture will route at least one dedicated telephone line to field calls from the media. (Lines may also be established to address calls from the general public as well as farmers industry, health directors and other partners as outlined in section
4.2.4 of this plan)
4.5.2
Consider appropriate mediums and products for distributing information.
Vehicles of information dissemination to the public, partners, and stakeholders should include both traditional and non-traditional media outlets. Outlets can include but are not limited to:
 Traditional Print Media – newspapers, magazines,
 Broadcast Media – Radio and TV
 Emerging Social Media – blogs, Facebook pages, Twitter accounts
 The [State] Department of Agriculture Web-site
 Other Agency web-sites
 E-mail communications that can target specific professional agricultural associations/groups for wider distribution to their members.
 Mass Mailings
 In person meetings or briefings
 Media briefings: which can include teleconferences or press briefings.
Teleconferences are preferable to press briefings; the later will be used only for
21

major public health announcements.
Products that should be considered for use include, but are not limited to:
 Media Advisories
 Press releases
 Fact Sheets
 Q&As
 Flyers summarizing current or proposed activities.
 Talking Points
4.6
Perform Required Administrative and Logistical Needs
4.6.1
Set up Product Archives including print, video and photos as well as any clips.
4.6.2
Maintain approval records, media contact logs, and staffing and legal notices
4.6.3
Secure supplies, space, and other logistical requirements as needed.
5.1
Conduct Post Incident/After-Action Review
An after-action review should be conducted routinely after each public health emergency. Any problem areas identified should be addressed and [State] Department of Agriculture’s protocols updated accordingly.
In the event this plan has been invoked the [State] Department of Agriculture will conduct a post- incident appraisal within 14 working days of return to normal. Internal Participants involved in the various stages of the incident will be canvassed to determine the following:
• Was the plan effective, clear, and easy to use? Did it work?
• Was the plan current; had recent changes to risk communication processes and practices been included?
• Were all contact details in the plan current?
• Were key personnel familiar with and comfortable in their roles during and after the incident?
Amendments to the plan will be completed and communicated to all relevant parties within five working days of the review being completed.
5.2
Determine Measures of Success
It will be beneficial to discuss the [State] Department of Agriculture’s risk and crisis communication efforts with external organizations - partner agencies and community leaders
- to find out how people "on the street" perceived the team’s efforts.
22

In the event this plan has been invoked the [State] Department of Agriculture will conduct a post- incident appraisal with external partners within in 14 working days of return to normal.
Participants involved in the various stages of the incident will be asked to provide their feedback on the following:
• Was the team readily accessible to answer questions and address public concerns?
• Did people feel that the [State] Department of Agriculture demonstrated leadership in managing and controlling the crisis?
• If not, what hindered this perception?
Responses to these questions will be utilized by the Crisis Communications Team to develop a list of recommendations, lessons learned, successes, and areas needing improvement in the
Risk and Crisis Communications Plan. Revisions and improvements will be made accordingly.
5.3
Update Plans and Products as needed
23

5.4
Plan Maintenance
The plan must be consistently and continuously reviewed, practiced, and modified as needed. In addition, training exercises should be scheduled so that everybody who has an identified role and responsibility under the plan can practice carrying out their function.
Additional activities to help the [State] Department of Agriculture improve its risk communication efforts and implement changes to the plan may include:
• Request that each of its units or departments (involved in risk communications) review their strategy for implementing risk communications.
• Work with other internal and external partners to incorporate changes to their strategies based on feedback received from your evaluation efforts.
• Incorporate these changes into a revised plan and distribute to all members of the communications team so each department knows who is responsible for what. Doing so will help to facilitate better communication between departments, and will potentially reduce the occurrence of task duplication. Save the final document in a format that is easy to access and navigate in the event of a crisis.
• Conduct training sessions, as necessary, to assist the [State] Department of Agriculture with implementing changes to the plan.
The [State] Department of Agriculture team will review this plan on a yearly basis to check that:
• All contact details are current.
• Where new initiatives or risks are identified these will be assessed and included in the revised plan.
• Changes to risk communications policies, practices, or procedures are addressed and included in the revised plan.
5.5
Testing
The [State] Department of Agriculture team will ensure tests are carried out at least once a year on the elements of this plan to confirm that the [State] Department of Agriculture is prepared to respond effectively to a public health emergency or agricultural disease outbreak. Testing will include a full practice of all the procedures for risk communication response strategies.
24

First Plan
Review
Dates Participants
Next
Scheduled
Review
Next
Scheduled
Review
Plan
Training
Exercise
Plan
Training
Exercise
Plan
Training
Exercise
Exercise
Date: _________________________________________________________
Updated by: ___________________________________________________
25

Appendix A: Potential Partner Organizations and Responsibilities
Appendix B: Key Stakeholder POCs in Partnership States
Appendix C: Partnership POCs
Appendix D: Crisis Communication Team Org Chart & Key Responsibilities
Appendix E: Crisis Communication Team Contact Listing
Appendix F: Notification and Coordination Roster
Appendix G: Media Outlets
Appendix H Tips for Developing Social Media Capability
Appendix I: Draft Social Media Policy
Appendix J: Developing Messages Under Pressure
Appendix K: Template Message Map Listing
Appendix L: Message Development Checklist
Appendix M: Message Maps Developed by Partnership
Appendix N: Template Press Release
Appendix O: Template Statement for Immediate Response to Media Inquiry
Appendix P: Template for Coordination Sign Off
Appendix Q: Call Tracking Sheet
Appendix R: Call Procedures and Phone Log
Appendix S: Tools, Resources and Training
26

Potential Partner Organizations & Responsibilities
Emergency risk communication encompasses all activities necessary to communicate pertinent public health information to local health communities and pertinent disease prevention/risk information to the public.
Local Players
Frontline Health Providers
• Provide care to individuals if the disease affects humans.
Hospital and Reference Laboratories
First Responders
• Fire, police, and emergency medical services (EMS) personnel relay information to health officials or to incident commander, especially in the case of announced, terroristrelated infectious disease outbreaks.
Elected Officials
• Function primarily as recipients of information. Governor signs declaration of regional or state emergency, designates someone from his/her office (usually a press secretary) to participate in the JIC, and, if necessary, requests that the President declare a national emergency. The governor may choose to participate in press conferences, as well as the unified command system, in the case of large-scale emergencies.
Agricultural Producers and Industry Groups/Organizations
 The organizations that work day-to-day with farmers, producers and the agricultural and food industry are both excellent sources for information gathering as well as prime avenues for disseminating information. They should be involved in the risk and crisis communication planning as well as response and recovery operations.
Organizations that Represent and Work with People with Access and Functional Needs
 Organizations such as independent living centers, area agencies on aging, cultural groups, etc. have the ability to reach and communicate with vast groups of people. They should be involved in planning processes and included in information coordination.
Public Information System
• Media spokespersons representing law enforcement, elected officials and other entities outside the public health system may participate in the JIC in the case of large-scale emergencies.
27

State Players
Emergency Management
The Emergency Management office activates and operates the State Emergency Operations Center
(SEOC) and:
• Provides liaisons to affected jurisdictions
• Prepares situation reports for the Governor
• Coordinates assistance/support in response to requests from county emergency managers
• Coordinates state response activities with local governments, coordinates with FEMA and the Federal Response Plan, and assists in the coordination of disaster-related public information
• Coordinates sources of outside assistance in securing equipment and other resources
• Coordinates geographical information technology to be used during the outbreak
[State] Department of Agriculture / Animal Health Authority
• Provides the resources to assist in the diagnosis of animal or plant disease
• Conducts disease surveillance at State licensed laboratories
• Responsible for product control. Control measures will be implemented based on the risk analysis of the on-going animal or plant disease emergency
Department of Environment
• Provides technical advice, and has final approval authority, on carcass disposal locations Consideration will be given to the sites ’ impact on ground water and air pollution
• Provides technical advice to disposal teams regarding regulations on environmental impact
• Provides assistance with vector control on infected premises
• Provides technical advice on location of cleaning and disinfecting stations
• Identifies/approves regulated disposal and treatment activities
Department of Health
• Provides technical assistance for microbial threats that might affect human health
• Lead agency in the human health response for animal and plant diseases
• Provides assistance with human health issues involving the destruction of carcasses
• Provides applicable media support for ongoing operations
• Assists in providing training for first responders
Highway Patrol
• Assists with the provision of communications resources
• Secures the area, supports local law enforcement, and implements traffic control as required for access and movement in the quarantine area
• Controls access and movement, including visual inspections of animal transports
• Supports eradication activities
• Provides air transportation support
28

National Guard
• Secures the area, supports local law enforcement, and implements traffic control as required for access and movement in the quarantine area
• Supports response operations with specialized heavy equipment
• Supports eradication activities
• Provides equipment to haul cargo or personnel
• Provides air transportation support
Department of Transportation
• Provides guidance, barriers, equipment, and signage for re-routing of traffic in and around the affected area
• Provides equipment and staff to conduct decontamination operations, if required
• Traffic control issues and/or needs
• Transports soil, carcasses, and/or debris
• Provides information on potential sources of outside assistance, i.e., contractors, equipment sources, etc.
Wildlife and Parks
• Conducts security patrols of forestry areas
• Establishes prohibitions on game, bird, and fish products in controlled areas
• Conducts surveillance of susceptible wild animal species, as required
• Depopulates infected or potentially exposed wildlife populations, as required
Social and Rehabilitation Services
• Secures counseling services for anyone affected by the outbreak
Bureau of Investigation
• Conduct all relevant criminal investigative operations to identify, apprehend and prosecute the person(s) responsible for the incident
• Conduct all relevant criminal investigative operations to prevent any ongoing or future activity relating to the international introduction of a foreign animal or plant disease
• Conduct investigative interviews in conjunction with state Animal Health Department to identify the source and scope of the infection
• Maintain liaison with the FBI and commit state investigative assets to support the FBI investigation in the event they assume jurisdiction
• Serve as the clearinghouse for distributing intelligence and investigative information to local law enforcement entities with regard to a foreign animal or plant incident
• Maintain liaison and share relevant information with the investigation bureaus of other impacted states
• Share all relevant information developed during the criminal investigation with appropriate members of the emergency management community
State Independent Living Council
 An excellent resource for incorporating people with access and functional needs and tapping into local organizations that represent these individuals.
29

Volunteer Agencies
American Red Cross
• Provide temporary accommodations and emergency feeding for field operations teams
• Provide counseling services for anyone affected by the outbreak
Salvation Army
• Provide temporary accommodations and emergency feeding for field operations teams
• Provide counseling services for anyone affected by the outbreak
Federal Government
The goal of the national response against foreign animal or plant diseases is to eradicate the disease and resume free trading status as soon as possible. At the federal level, USDA has the responsibility to coordinate worldwide surveillance, preparedness activities, and implement eradication measures, in close coordination with state and local governments. FEMA is responsible for coordinating all other federal activities in support of USDA ’ s efforts.
US Department of Homeland Security (DHS)
Federal Emergency Management Agency
FEMA is responsible for the activation of the Federal Response Plan, which provides a mechanism for organizing, coordinating, and mobilizing federal resources in support of state and local response and recovery efforts.
Under the Federal Response Plan, FEMA may employ Emergency Support Function (ESF) #11, for coordinating food response and recovery activities. The lead agency for ESF #11 is the US
Department of Agriculture, with other agencies as support agencies, based on their resources.
US Department of Agriculture (USDA)
Involved in cases of agricultural bioterrorism or large-scale food-borne outbreaks. May provide laboratory back-up and press liaison to the JIC.
Animal and Plant Health Inspection Services (APHIS)
APHIS has broad authorities under a Secretary's Emergency Declaration and a Secretary's
Extraordinary Emergency Declaration. If a response becomes too large for APHIS to handle,
APHIS would request other Federal agencies to provide support under the framework of the
Federal Response Plan. FEMA could act as a broker or agent for APHIS, coordinating Federal activities. APHIS in turn would reimburse FEMA/other Federal agencies. APHIS, in partnership with [State] Department of Agriculture, is responsible for:
• Consulting with State and local authorities regarding eradication activities, including: quarantine, evaluation, euthanization, disposal, cleaning and disinfecting, epidemiological investigation, vector control and transportation permit systems
• Collection, collation, analysis, and dissemination of technical and logistical information
• Defining training requirements for casual employees or support agencies involved in eradication operations
30

• Issuing disease declarations and defining the infected area and control zones
• Preparing information for dissemination to the public, media, producers, processors, and transportation industry
• Funding for compensation, if available, to the owner of destroyed animals as designated by the U.S. Secretary of Agriculture
• Restricting payment of compensation in cases of violation
• Posting restrictions on interstate commerce
31

IN
KS
KY
MI
MN
MO
NE
State
Office of the
Governor
Department of
Agriculture
IA
State
Veterinarian
Key Emergency Response Partners
Homeland
Security and/or
Emergency
Management
Department of
Public Health
Food Safety
Producers and
Industry Reps
Private Non
Profits
Access and
Functional
Needs
IL
32

ND
OH
OK
SD
WI
Date: Last Updated On:
By: _________________________________________________
33

Partnership POCs
It is important for the Departments of Agriculture to stay in contact with the Partnership for Security in
Agriculture in emergency and non-emergency situations. By sharing information, new techniques, best practices in crisis situations, information about disease outbreaks, etc. time, money and lives can be saved.
State
Name and E-Mail Phone Phone Fax
Address Address Contact 1 Contact 2
IA
MI
MN
MO
NE
IL
IN
KS
KY
ND
OH
OK
SD
WI
Date: Last Updated On:
By: _________________________________________________
34

Crisis Communication Team Org Chart & Key Responsibilities
ROLES AND RESPONSIBILITIES
Leadership/Management – Provides overall management and coordination of JIC activities and advises the Incident Commander on all matters of internal and public information flow. It may consist of one or more of the following:
 A Lead Public Information Officer (PIO) who advises the incident commander and directs overall public information flow.
 A Deputy Lead PIO who serves as back up and the right hand of the Lead PIO. He or she also ensures all functions of the JIC are operating.
 A JIC Coordinator who directs and supports JIC staff/establishes internal procedures
Specific tasks of Leadership/Management will be assigned to one or more individuals by the Lead
PIO depending on the nature and needs of the incident. Tasks will include but not be limited to:
 Meet with decision-making team (science, administrative, communication). Within less than two hours, determine known information, what more will be coming in, and what can be said based on what you know now.
 Activate the plan based on careful assessment of the situation and the expected demands for information by the public, media, and partners.
 Bring in needed resources (human, technical, and mechanical)
 Activate the Crisis Communication Team, as well as any added personnel and contractors, brief them on event, advise on what can be communicated now, and delegate assignments. Review any clearance procedures and share with team.
35

 Meet with upper management to advise on what communications are being done, and when you anticipate releasing information in accordance with the organization’s role in the response.
 Make telephone contact with other governmental agencies involved to learn what communication they are planning and coordinate response and timing of release of information.
 Line up designated spokespeople or get ready to be the spokesperson. Let spokespersons know you will need them available to the media (and in what time frame), and that you want to brief them on the messages prior to that time. Let them know what background material on the event you can provide to update them, and when they can expect it.
 Review and approve materials for release.
 Determine the operational hours/days for the communication team throughout the emergency response as well as reporting periods for JIC Units.
 Reassess after 12 hours
 Reassess after 24 hours
 Reassess after 36 hours
 Reassess after 48 hours
 Determine whether or not a Public Inquiry Center is needed and activate.
 Make certain to fully communicate and update your staff decision-making team and other agency communicators several times during the first 24 hours.
Public Inquiry Center (if necessary) – One stop shopping for members of the general public who may be seeking information about the incident. It is both a source of information and intelligence to learn what types of information audiences may need and also an opportunity to distribute coordinated information directly to the public. It may not always be needed or activate. The Lead
PIO will determine if activation is needed. It may consist of:
 A phone bank or hotline
 A social media team that may engage in dialogue with the public about the incident
Specific tasks of the Public Inquiry Center will be assigned to one or more individuals by the Public
Inquiry Center Lead and will be dependent on the nature and needs of the incident. Tasks will include but not be limited to:
 Obtain all communication being developed by the Information Development and
Coordination Unit and brief hotline operators on the content and how to respond.
 Obtain FAQ and use them as scripts for operators in responding to public calls.
 Direct the public to designate web-site resources for additional information.
 Set up Social Media aspects of Public Inquiry Center. Review the [State]
Department of Agriculture Social Media policy and adapt messages and products for social media use and determine which mediums will be utilized.
 Ensure that the Public Inquiry Center is accessible to people with access and
functional needs (limited English proficiency, people with disabilities, etc.)
 Report all information coming from the public to the communication team. Trends and issues should be highlighted.
36

 Update the communication team frequently on callers’ questions that do not have answers so a suitable response can be prepared.
Information Gathering and Analysis – examines all sources of information both internal and external to paint an accurate picture of what is happening in the incident, how it is being perceived and what messages may need to be developed. It will generally consist of:
 News analysis and media monitoring representatives who watch what is being reported, pinpoint inaccuracies or rumors and communication needs
 Liaisons to key stakeholders who may be geographically located elsewhere (ICP, EOC, other agencies, etc.).
Specific tasks of the Information Gathering and Analysis Unit will be assigned to one or more individuals by the Information Gathering and Analysis Lead and will be dependent on the nature and needs of the incident. Tasks will include but not be limited to:
 Activate enhanced media monitoring systems. This could be through overnight clipping service, people assigned to watch TV news, an online surveillance to survey media several times daily, or other means.
 Determine which media are most important to monitor and be sure to assess coverage several times during the first 48 hours. Messages about the event on radio news, television news, or daily newspapers’ online editions can change quickly.
 Analyze what messages are appearing on the event.
 Determine what misinformation needs correcting.
 Identify concerns, interests and needs arising from the crisis as it is being reported.
 Prepare short analysis for the triage decision-making team. This should not be more than a page or two. Update it as frequently as needed during the first
48 hours.
 Research whether there have been similar events to the one you have, and whether there is anything in the communication to be used from it
 Set up daily mechanisms to capture and do short analysis reports of information needs from hotline reports and social media input.
 Monitor public inquiries and media contact logs to look for information gaps and needs.
 Identify critical stakeholder groups and channels to reach them.
 Establish Liaisons to JIC for critical stakeholder groups
 Arrange for routine briefings to and from liaisons in JIS/JIC.
 Ensure all communications are accessible.
Information Coordination and Production – works closely with information gathering and
Analysis to develop messages, briefings, written products and any other risk and crisis communications the incident may call for. May consist of:
 Research and Writing Representatives who develop all manner of written products
37

including those for posting and the web.
 Photo/Broadcast Representatives who acquire and distribute photos and/or video
 Graphics/Production Representatives who develop maps, e-assets, and other products
Specific tasks of the Information Coordination and Production Unit will be assigned to one or more individuals by the Information Coordination and Production Lead and will be dependent on the nature and needs of the incident. Tasks will include but not be limited to:
 Determine your key messages and information based only on what is currently known about the event. Use these as the basis for all communication materials.
 Express empathy and caring in the first lines or first 30 seconds of your communications.
 Answer what the public wants to know: magnitude, immediacy duration, control/management of emergency, timely/accurate information
 Anticipate questions from media and communities
 Create an information sheet on the event that can be used for public, farmers/industry, and government agencies. If possible this should be released within the hour of an incident’s occurrence. It does not always have to be a press release. If it is quicker issue a press statement of facts and what is currently being done.
 Develop a quick fact sheet or Q&A sheet on the event based on what is currently known. Update this constantly as the incident progresses. Pull any fact sheets on the incident that have been prepared in advance for use.
 Develop other immediate information materials (e.g. press releases, media alerts, press statements, fact sheets, and Q&As).
 Adapt information materials for use through Social Media sites.
 Coordinate information with other participating agencies through JIS/JIC Liaisons.
 Line up clearance procedures and personnel and make sure all team members are aware of them. Clear simultaneously and in person when possible. It is best if you can get the primary clearance authorities in one room with the door closed and no interruptions allowed. This allows for questions/comments about the information, discussions, and resolutions quickly.
 Prioritize incoming information for clearance and dissemination.
 Make sure all communications functions (e.g. Web team, hotline personnel) have the communication material and key messages.
Information Dissemination – Responsible for providing and explaining all communications to the media, the general public and other key stakeholders. Will consist of:
 Media Relations Representatives who man the news desks and talk directly with reporters to ensure that all messages are understood.
 Field PIO Operatives who personally visit sites to gather and disseminate info.
Specific tasks of the Information Dissemination Unit will be assigned to one or more individuals by the Information Dissemination Lead and will be dependent on the nature and needs of the incident.
Tasks will include but not be limited to:
38

 Assess media needs and organize mechanisms to fulfill media needs during crisis (e.g. determine whether you will do daily briefings in person, how you will handle media that are camped out there, and when might you use Web site updates for media).
 Develop triage for response to media requests and inquiries. Make sure that this team knows what you will do and will not do with the media.
 Activate media contact lists and call logs.
 Begin logging all media calls and types of inquiries.
 Distribute immediate information materials (e.g. press releases, media alerts, press statements, fact sheets, and Q&As).
 Prepare B-roll or slides, if possible, for television use.
 Prepare graphics to illustrate the incident or what is being done.
 Translate and test messages for cultural and language requirements and people with access and functional needs
 Update web-site and Social Media outlets with new information.
 Review with spokespeople, tips for personal demeanor and message content, prior to media contact. (Refer to Spokesperson checklist.)
 Get with information Gathering and Analysis for frequent updates of the information coming in about the event.
 Prepare further communication materials as new information comes in (it may be that in the first 48 hours, depending on the severity of the event and media response, that you will need to produce and release new information many times).
 Speak with affected communities to educate and inform.
 Ensure communications are shared intergovernmental contacts and special
interest groups. Identify elected officials in the affected area, or with oversight responsibility for your organization. Make certain they are contacted first.
Administration and Logistics – Responsible for all JIC documentation including: product archives, approval records, media contact logs, clips, video and photos, and staffing and legal notices.
Specific tasks of the Administration and Logistics Unit will be assigned to one or more individuals by the Administration and Logistics Lead and will be dependent on the nature and needs of the incident. Tasks will include but not be limited to:
 Establish and maintain archives of all informational materials produced by the
JIC, including but not limited to: press releases, public service announcements, media advisories, talking points, fact sheets, backgrounders, Q&As, and opinion or editorial pieces
 Establish and maintain archives of any social media or web-postings
 Establish and maintain archives of any clips, radio, or video coverage of the event.
 Establish and maintain archives of photographs, video and audio recordings.
 Maintain records of all call logs and contact sheets.
 Maintain records of all coordination and sign off sheets.
 Maintain records of any administrative memos or legal notices.
 Procure supplies and office space for the JIC as needed.
 Facilitate transportation and shipping needs of JIC
39

 If applicable, establish protocols for reimbursement of personnel (travel, time, supplies, etc. and ensure they are understood by all JIC personnel.
 Ensure proper documentation for reimbursement of employees, facilities and equipment.
40

Appendix E: Crisis Communication Team Contact Listing
Date: Last Updated On:
By:
Leadership/Management Name
Office Hours
Phone
After Hours
Phone
E-mail
Director/Lead Public
Information Officer
Deputy Lead Public
Information Officer (if needed)
JIC Coordinator (if needed)
Public Inquiry Center (if needed)
Inquiry Center Lead
Phone Bank operators
-
-
-
Social Media Team Lead
Access and Functional Needs
Representative
Information Gathering and Analysis
Lead:
Media Monitoring Lead
Traditional Media Monitoring
Staff
Social Media Monitoring Staff
Liaisons to other departments and agencies
-
-
AFN Liaison
Industry Liaison
Legal Representative
Information Coordination and Production
Lead:
Research and Writing
Representatives
-
-
Photo/Broadcast
Representatives
-
41

Graphics/Production
Representatives
-
-
Information Dissemination
Lead:
Media Relations
Representatives
-
-
Field PIO Operatives
-
-
Intergovernmental
Representative
Industry Representative
Administration and Logistics
Lead:
Archiving Lead
Records Maintenance Lead
Logistical Lead
Personnel/Human Resources
Lead
Other
Date: Last Updated On:
By: _________________________________________________
42

: Notification and Coordination Roster
This worksheet may be used to assist in identifying organizations and individuals who should be contacted/coordinated with in the event of an emergency. Be sure to include both day and evening contact information.
Group Key Organizations Points of Contact Day Contact Evening Contact
Local &
County
State
Elected Officials
Mayor/s
County Officials
Agricultural/Animal
Agencies & Organizations
County Extension
Veterinarians
Health Officials
Health Department
Hospitals
Essential Service Agencies
Police
Fire
Water Companies
Sanitation Services
Transportation
Farmers/Producers
Businesses that will be essential partners in risk communication response
Voluntary
Agencies/Organizations
Organizations that represent and work with people access and functional needs
Independent Living
Centers
Area Agency on Aging
Cultural Groups
Elected Officials
Governor
State Representatives
Other State Agencies
Agriculture/State
Veterinarian
43

Department of Health
Emergency Management
Department of Natural
Resources/Wildlife
Food Safety
Homeland Security
Transportation
Farmers/Producers
Businesses that will be essential partners in risk communication response
Voluntary
Agencies/Organizations
Salvation Army
American Red Cross
Organizations that represent and work with people access and functional needs
State Independent Living
Council
Federal Elected Officials
Senators
Representatives
Government Agencies
USDA
APHIS
Homeland Security
Dept of Health/CDC
National Center for
Environmental Health
National Center for Health
Statistics
44

Appendix G:
This appendix provides state and national media contacts. All media outlets in the document specifically cover agriculture and farming issues. When available, the media information includes: a contact name, name of publication/broadcast station, email address, mailing address, circulation numbers, and telephone and fax numbers.
The state specific and national documents should be created in format that can be easily updated, sorted and turned into mailing lists. Media contacts should be added and updated frequently.
[TO BE DEVELOPED BY LEAD PLANNING AGENCY]
45

Appendix H
46

Appendix I:
47

Appendix J: Developing Messages Under Pressure
Even the most robust and comprehensive risk and crisis communication planning efforts cannot anticipate every nuance that will occur in the wake of specific disasters or emergencies. While it’s absolutely necessary to prepare key information prior to the most likely risks, some messaging development and coordination will still have to occur, in the crucible, after an event occurs. This guide has been designed to assist in this process. Drawing from existing partnership materials and Message Mapping Concepts developed by Dr. Vicent Covello, it provides points to quickly develop key messages in crisis and emergency situations.
This guide should in no way supplant regular coordination and planning efforts, but should be used to assist when the heat is on, and crisis and emergency messages need to be developed very quickly.
48

Key Principles of Crisis/Emergency Message Development
Using the Right Type of Information
In the aftermath of a disaster or emergency, people need:

Information to make well-informed decisions

Facts to protect them & their families from the dangers
 Specifics that can enable them to have an active role in prevention / response / recovery

Details on what is being done to address the situation.

Information that will assist them Recover or preserve well-being and normalcy, including economic security
Keeping it Simple
 Utilize the “Rule of 3.”
Studies show that people only retain 3 messages when asked to recall. Therefore any statement you make should consist of no more than 3 or 4 key messages you want to convey to the public.

Deliver the most important messages that address health and safety first, fast, and repeatedly.

Write messages in non-technical, plain language that can be understood by any 5 th grader.

Do not use acronyms and/or jargon.
Other Key Notes

Be sure your messages convey compassion.
Studies reflect that up to 50 percent of your credibility will be based on whether or not your messages were empathetic following traumatic events.

Use messages to manage expectations.
It’s tempting to paint the most positive picture possible when chaos is ensuing, but giving people a realistic idea of what to expect, even if it’s bad, will serve you, and them much better in the long run. Remember to: o Under-promise, over-deliver o Make sure to build in time for human mistakes

Coordinate and collaborate with other credible sources. Make sure you are using the
Joint Information System and Joint Information Center to ensure you are developing and delivering consistent messages with other stakeholders.

Focus on the future and provide hope.
While it’s important to provide facts and details about what happened, messages shouldn’t dwell there. They should look to the future, instill people with hope and empower them to take action.
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The following
“Message Triangle”
was designed to assist in quickly employing these key principles. It was built on the premise that immediately following a crisis or emergency, the public will primarily want to know 
three things:
 What happened?

What does it mean to me?

What are you doing about it, or what can I do about it?

Or more succinctly:
By tailoring your three key messages to answer these questions, you can cover the essentials of crisis communication.
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Messages…
…answer, “What happened,” “what it means to the public” and “what you and the public can do about it?”
…convey compassion.
…are written in easy to understand language that a typical 5 th grader could understand.
…are free from jargon and acronyms.
…manage expectations of the public.
…empower people to take action that will better the situation.
…focus on the future.
…provide hope.
…are shared and coordinated with other stakeholders.
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Appendix K: Template Message Map Listing
1
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Appendix L: Effective Message Checklist
Messages…
…answer, “What happened,” “what it means to the public” and “what you and the public can do about it?”
…anticipate media questions?
…convey compassion?
…are written in easy to understand language that a typical 5 th grader could understand?
…are free from jargon and acronyms?
…manage expectations of the public?
…empower people to take action that will better the situation?
…focus on the future?
…provide hope?
…are shared and coordinated with other stakeholders?
…are cleared for release?
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Appendix M: Message Maps Developed by Partnership
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Appendix N: Template Press Release
If the media is "at your door" and you need time to assemble the facts for this initial press release statement, use
“ Template for Pre-scripted, Immediate Response to Media Inquires ” (see Appendix O). Getting the facts is a priority. It is important that your organization not give in to pressure to confirm or release information before you have confirmation from your scientists, emergency operations center, etc.
The purpose of this initial press statement is to answer the basic questions: who, what, where, when. This statement should also provide whatever guidance is possible at this point, express the association and administration ’ s concern, and detail how further information will be disseminated. If possible, the statement should give phone numbers or contacts for more information or assistance. Please remember that this template is meant only to provide you with guidance. One template will not work for every situation.
FOR IMMEDIATE RELEASE
CONTACT: (name of contact)
PHONE: (number of contact)
Date of release: (date)
Headline — Insert your primary message to the public
Dateline (your location) — Two-three sentences describing current situation.
_____________________________________________________________________________________________
_______________________________________________________________________________
Insert quote from an official spokesperson demonstrating leadership and concern.
____________________________________________________________________________________________
______________________________________________________________________________ ”
Insert actions being taken.
_____________________________________________________________________________________________
_______________________________________________________________________________
List actions that will be taken.
_____________________________________________________________________________________________
_______________________________________________________________________________
List information on possible reactions of public and ways citizens can help.
_____________________________________________________________________________________________
_______________________________________________________________________________
Insert quote from an official spokesperson providing reassurance.
_____________________________________________________________________________________________
_______________________________________________________________________________
List contact information, ways to get more information, and other resources.
_____________________________________________________________________________________________
______________________________________________________________________________
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Appendix O: Template Statements for Immediate Response to Media Inquiry
Use these template statements if the media is "at your door" and you need time to assemble the facts for the initial press release statement. Getting the facts is a priority. It is important that your organization not give in to pressure to confirm or release information before you have confirmation from your scientists, emergency operations center, etc. The following are responses that give you the necessary time to collect the facts. Use "Template for Press Statement" (see
Appendix N) for providing an initial press release statement after the facts are gathered.
NOTE: Be sure you are first authorized to give out the following information. Date: _________ Time:
__________ Approved by: _________________________________________
Pre-scripted Responses:
If on phone to media:
“ We ’ ve just learned about the situation and are trying to get more complete information now. How can I reach you when I have more information?
”
“ All our efforts are directed at bringing the situation under control, so I ’ m not going to speculate about the cause of the incident.
” How can I reach you when I have more information?
”
“ I ’ m not the authority on this subject. Let me have (name) call you right back.
”
“ We ’ re preparing a statement on that now. Can I fax/e-mail it to you when completed?
”
“ You may check our Web site for background information and I will e-mail you with the time of our next update.
”
This is an evolving emergency and I know that, just like we do, you want as much information as possible right now. While we work to get your questions answered as quickly as possible, I want to tell you what we can confirm right now:
At approximately (time) , a (brief description of what happened) .
At this point, we do not know the number of (animals/plants affected, persons exposed, injuries, deaths, etc.), however, I can tell you that the Department is working closely with partners at the (local state, federal level) to address the situation.
(Give description of process that ’ s taking place if available .)
We have a (system, plan, procedure, operation) in place for just such an emergency and we are being assisted by (U.S. Department of Agriculture, veterinarians, Emergency Management team, etc.) as part of that plan.
The situation is (under) (not yet under) control and we are working with (local, State, Federal) authorities to (contain this situation, determine how this happened, determine what actions may be needed by individuals and the community to prevent this from happening again) .
We will continue to gather information and release it to you as soon as possible. I will be back to you within (amount of time, two hours or less) to give you an update. As soon as we have more confirmed information, it will be provided.
We ask for your patience as we respond to this emergency.
Adapted from the CDC Public Health Training Network satellite and web broadcast CDC Responds: Risk Communication and Bioterrorism December 6, 2001, Barbara
Reynolds, CDC Crisis Communication Plan, Draft 1999.
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Appendix P: Template for Coordination Sign Off
Internal Clearance and Approval for Information Release
Internal approval/clearance is an important part of ensuring that the message you release to the public is accurate and appropriate. While much information on a given topic can be pre-developed and precleared, ensure that prepared information is sensitive to a crisis situation.
At a minimum, the following people will need to approve information before it is released to the public and media. It is understood that as an event requires this list might expand to included coordination with other agencies, organizations and elected officials. Coordination will take place through the JIC when activated.
Contact
Subject Matter Expert
Designated Communication Professional
State Department of Agriculture Contact
Other Agency Coordination (if needed)
Local
State
Federal
Phone: E-Mail
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Appendix Q: Call Tracking Sheet
Public Information Emergency Response Call Tracking
Time of call: _______ a.m. p.m.
Nature of call:
Specific information contained in stock materials:
1. Disease or illness-related
2. Treatment-related
3. Prevention-related
4. Clarify recommendations
5. Current status of the incident
6. Hot topic 1__________
7. Hot topic 2__________
Request for referral:
8. For more health information
9. For medical attention
10. Other ____________
Feedback to agency:
11. Complaint about specific contact with agency
12. Complaint about recommended actions
13. Concern about ability to carry out recommended action
14. Report possible cases or markers (e.g., dead birds for West Nile or increased absences from place of employment)
15. Rumor or misinformation verification (briefly describe)
Outcome of call:
Calmed caller based on scripted information
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Referred caller to:
16. Health expert outside the department
17. Personal doctor or health care professional
18. Emergency room
19. Red Cross or other non-government organization
20. FEMA or state emergency management agency
Action needed:
• None
• Return call to: Caller ’ s name: __________________________________________
Telephone number: ________________________________ Gender: M / F
Return Call urgency:
• Critical (respond immediately)
• Urgent (respond within 24 hours)
• Routine
Call taken by: ______________________________________ Date: _______________________
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Appendix R: Call Procedures
Calling Procedures are to be used as a guide when notifying staff of a disaster and identifying action to be taken. The Telephone Log is to be used in conjunction with the Calling Procedure to record results of team member and other notification calls.
Caller says to the person answering telephone:
"This is the [State] Department of Agriculture. I would like to speak to (person's name). Are they available?" Yes / No.
1.a If person called is available, relay the following information:
• Disaster status
• Phone number to obtain ongoing information
• Actions to be taken: o Stand by until contacted with further instructions OR o Report to: (location) at (time) and bring:
• Recovery plan
• Picture ID
• Other: _____________________
Also, emphasize that the situation should not be publicized. Once the call is completed, fill out the
Telephone Log.
1.b If person called is not available or recorder, sitter, or answering service is reached:
• Say to person answering telephone, "It is very important that I contact (person's name). Is there a telephone number at which (person's name) can be reached?"
• If yes, record telephone number and start procedure over. If person is at the affected facility, indicate that you will contact him at work and do not discuss the situation with person on the telephone.
• If no, say to the person on the telephone, "Would you have (person's name) call me at
(telephone number)?"
• Complete the Telephone Log.
2. If the telephone is busy:
• Record call and complete Telephone Log
• Call again in 5-10 minutes.
• If telephone remains busy, call the operator and request that the conversation be interrupted.
Once connected, follow procedure under 1 or 2, as appropriate.
3. If no one answers the telephone, complete Telephone Log
4. Keep completed Telephone Logs at the team's command center as a record of who has/has not been notified .
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Telephone Call Out Log
Subject/Issue:
Call To:
[Organization and point of contact]
Contact
Number
Time of
Call
Information
Provided
[Yes, left message, no contact]
Referral To
Follow up needed
[List nature of follow up needed]
Other Notes
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