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Health Crisis Communication Management

CriCoRM Training Course Author: INOVA+

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CriCoRM Training Course!

The purpose of the Health Crisis Communication Management training course is to provide you with the adequate support,methodologies and tools to manage communications in health crisis situations.

The training course is structured in six modules, each one with a very clear purpose, presenting a comprehensive set oftheory, presented in e-learning format. The six modules are (1) Introduction to guidelines for crisis communication; (2)Digital communication: specific guidelines for 2.0 channels; (3) Stages in the management of health crisis communication;(4) StopAlert platform; (5) Simulation exercise and (6) Train the trainers.

Should you need to contact CriCoRM partnership on any issue related with the training course, you will also find ourcontacts in the Health Crisis Communication Management Training Handbook.

We hope you learn with Health Crisis Communication Management Training Course!

Note: All pictures used in this PowerPoint were taken from various Internet sources(Google).

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Health Crisis Communication Management

Main goals• Improve the understanding of health crisis communication

dynamics and the knowledge of the effective tools to be used;

• Allow public health institutions to communicate efficiently with the public during emergencies;

• Develop a common communication system during crisis andstrengthen common communication capacities in preparationto a pandemic.

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Health Crisis Communication ManagementLearning Outcomes

At the end of this training course you will be able to:

• Develop a communication strategy for the management of the health crisis communication;

• Design and develop a communication plan for specific health crisis situations;

• Manage a health crisis communication strategy;

• Define and organise a health crisis management team;

• Promote internal communication and information sharing;

• Promote crises simulation at the organization;

• Interact with media mobilizing the necessary social media skills and competences;

• Communicate in public with efficiency;

• Use the 2.0 channels of communication in health crisis communication situations.

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Health Crisis Communication Management

Modules1. Introduction to guidelines for crisis communication

2. Digital communication: specific guidelines for 2.0 channels

3. Stages in the management of health crisis communication

4. SpotAlert platform

5. Simulation exercise

6. Train the trainers

Select a module above to get started!

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MODULE 1:INTRODUCTION TO GUIDELINES FOR CRISIS COMMUNICATION

Welcome to the Module 1!

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In this first module we will introduce you the health crisis communication issues, specifically focusing on:• Its theoretical background at European level;• The basic concepts related to it;• The characterization of the health crisis communication management.

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INTRODUCTION

What is the relevance of the crisis communication management in the area of public health?

MODULE 1:INTRODUCTION TO GUIDELINES FOR CRISIS COMMUNICATION

‚the incidents on one continent can create a crisis an ocean way‛(Ulmer et al., 2011)

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CRISIS COMMUNICATION AND RISK COMMUNICATION

What is the concept of ‚Crisis Communication‛?Which is the differencebetween ‚Risk Communication‛and ‚Crisis Communication‛?

CRISIS COMMUNICATION IN THE AREA OF PUBLIC HEALTH

Which are the main characteristics of crisis communication in the area of public health?

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THE MEDIA AS COMMUNICATORS AND INFORMATION CHANNELSHow to use mass media as communication channels during a crisis and in order to reach a high amount of people within a small time period?

MODULE 1:INTRODUCTION TO GUIDELINES FOR CRISIS COMMUNICATION

‚the incidents on one continent can create a crisis an ocean way‛(Ulmer et al., 2011)

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SOCIAL MEDIA IN THE AREA OF CRISIS COMMUNICATION

Which options do we have available for communicating surrounding a crisis? Which are its main opportunities and limits?

THEORETICAL FRAMEWORKS ON CRISIS COMMUNICATIONWhich are the main theories or model to be considerer in crisiscommunication? Which are its main features and characteristics?

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THE IMPORTANCE OF HEALTH CRISIS COMMUNICATION

Why is the management of communication during Health Crisis a landmarktopic within the European Union.?

MODULE 1:INTRODUCTION TO GUIDELINES FOR CRISIS COMMUNICATION

‚the incidents on one continent can create a crisis an ocean way‛(Ulmer et al., 2011)

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MAIN ELEMENTS IN THE MANAGEMENT OF HEALTH CRISIS

Which are the main elements in the management of health crisis communication that an organization should attend to?

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1. Introduction to guidelines for crisis communication

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• In a global society, ‚ the incidents on one continent can create a crisis an ocean way‛(Ulmer et al., 2011);

• Those crises, can create considerable uncertainty and require rapid intervention (Falkheimer, 2012);

• They bring severe threats to the public health and welfare, having impact in the physical, psychological, emotional and economic wellbeing (Seeger & Reynolds, 2008);

• This is especially true for health crises that affect several continents and threaten many millions of people;

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1. Introduction to guidelines for crisis communication

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• Thus, an effective communication strategy is crucial for communicating warnings and preventive measures, allowing to:

- Inform and warn people;

- Provide a coping strategy to avoid and mitigate negative consequences.

(Seeger & Reynolds, 2008)

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1. Introduction to guidelines for crisis communication

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• Crisis communication can be defined as ‚the collection and processing of information for crisis team decisionmaking along with the creation and dissemination of crisis messages to people outside of the team‛(Coombs,2012);

• It seeks ‚to explain the specific event, identify likely consequences and outcomes, and provide specific harm-reducing information to affected communities in an honest, candid, prompt, accurate, and complete manner‛(Seeger & Reynolds, 2008,).

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1. Introduction to guidelines for crisis communication

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• This means that communication between stakeholders of the health system should be:

-Consistent, which is why diverging opinions have to be communicated at an early stage (RKI, 2007b);

- Transparent and reliable, to create credibility and maintain trust (WHO, 2005b);

-Based on well-developed messages delivered via the most appropriate channels to a defined target audience(Fearn-Banks, 2011).

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1. Introduction to guidelines for crisis communication

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• This implies that:

• ‚the collection, processing, and dissemination of information required to address a crisis situation‛as well as knowledge about who is affected and how these persons can be reached (Coombs, 2012b).;

• the tone of crisis communication messages should ‚create a sense of urgency to take action when appropriate and reassuring people that answers are being sought, without confusing or alarming them‛(Lundgren & McMakin, 2009).

For detailed information, please read the CriCoRMTraining Course Handbook (pages 9-11).

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1.1. Defining crisis communication and distinguishing crisisfrom risk communication

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• As ‚communication is the primary process for establishing relationships and for acquiring information necessary to make choices and adjustments‛, it is a vital part of every organization’s management (Veil et al., 2008);

• The same holds true for crisis communication: it is needed everywhere where a crisis can occur and this is truefor almost every sort of organization, institution or authority (Heath, 2012);

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1.1. Defining crisis communication and distinguishing crisisfrom risk communication

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• Originally, crisis communication derives from the area of organizational public relations and ‚the need for skilled communicators to strategically defend and explain the organization’s position in the face of crisis-induced criticism, threat, and uncertainty‛ (Reynolds & Seeger, 2005);

• Today, crisis response is deemed to be effective if it is honest, accurate, complete and prompt (Reynolds & Seeger, 2005);

• Consequently, crisis communicators have to use ‚the best crafted message delivered by the most effective method tothe precise public‛ in order to be successful (Fearn-Banks, 2011).

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1.1. Defining crisis communication and distinguishing crisis from risk communication

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• Risk and crisis communication are often used interchangeably, both concepts ‚overlap in a variety of ways‛. Bothforms:

o ‚ involve the production of public messages designed to influence public perceptions and behavior.‛o are mainly disseminated through mass communication channels, ‚although they also have public, organization,

and group communication dimensions;o can only be successful if the communicators are rated as a credible source by the public;o ‚ share an essential purpose of seeking to limit, contain, mitigate, and reduce harm‛.

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1. Defining crisis communication and distinguishingcrisis from risk communication

• Risk communication:

-Used before a threat occurs in order to avoid or mitigate it;

-It contains messages about the likelihood of negative outcomes and strategies that may reduce or avoidthem;

- To avoid the crisis itself;

- Basically persuasive;

- Used frequently and in routine situations - can be well prepared and presented in a controlled andstructured way;

- Examples: health campaigns such as ‘quit smoking’ or ‘eat five portions of fruit and vegetable a day’.

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1. Defining crisis communication and distinguishing crisisfrom risk communication

• Crisis communication:

-Comes into play after a crisis became manifest;

-Its messages inform about a current situation, its causes, who is affected of and responsible for the specific event, possible negative consequences and how these can be reduced;

- To mitigate negative consequences of a crisis;

- Mainly informative;

- Is needed when unexpected and uncertain events occur - allows less preparation and demands spontaneous andreactive communication.

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Source: Reynolds & Seeger, 2005.For detailed information, please read the CriCoRMTraining Course Handbook (pages 11-13).

Risk Communication Crisis Communication

Messages regarding known probabilities of negative consequences and how they will be reduced; addressing technical understandings (hazards) and cultural beliefs (outrage);

Messages regarding current state or conditions regarding a specific event; magnitude, immediacy duration and control/remediation; cause, blame, consequences;

Principally persuasive, i. e., advertising and public education campaigns;

Principally informative, i.e. news disseminated through media or broadcast through warning system;

Frequent/routine; Infrequent / nonroutine;

Sender/message centered; Receiver/situation centered;

Based on what is currently known, i.e., scientific projections;

Based on what is known and what is not known;

Long-term (precrisis) message preparation, i.e. campaign; Short-term (crisis); Less preparation, i.e., responsive.

Technical expert, scientist; Authority figures/emergency manager, technical experts;

Personal scope; Personal, community, or regional scope;

Mediated; commercials, ads brochures, pamphlets; Mediated; press conferences, press releases, speeches, websites.

Controlled and structured. Spontaneous and reactive.

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1.2. Specific characteristics of crisis communication in the area ofpublic health

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• Public health crises threaten people’s most precious property – their health (physically, psychologically and emotionally) (Seeger & Reynolds, 2008);

• Thus, clear behavior recommendations from a credible source is crucial to guarantee the protection of the population:

o Public health experts must warn people of emerging risks, prepare them psychologically and emotionally for apotential crisis and encourage them to take adequate precautions (Seeger et al., 2010);

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1.2. Specific characteristics of crisis communication in the area ofpublic health

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• The main challenge of crisis communication during a public health emergency is to ‚raise awareness and concern without inducing irrational behavior‛(Seeger et al., 2010);

• The credibility of an organization, mostly ‚composed of expertise and trustworthiness‛, is especially important(Coombs);

• Thus, a continuous training of its staff is strategic, allowing them to:- reach a high degree of expertise

- establish good relationships with other important stakeholders in the field before the crisis occurs.

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2. Specific characteristics of crisis communication in the area ofpublic health

• Thereby, a stakeholder is ‚anyone and everyone touched by the event‛(Magee, 2008);

• It must be highlighted that in the public health crises:

o a wide range of stakeholders is usually affected;

o stakeholders are often distributed over several countries or continents: international cooperation andcoordination among public health organizations is necessary (Ulmer, 2008);

o stakeholders usually need clear and quick answers to ‚who is responsible, why the crisis happened, andhow they can protect themselves‛(Ulmer et al., 2011).

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For detailed information, please read the CriCoRMTraining Course Handbook (pages 13-15).

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1.3. The media as communicators and information channels

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• The use of mass media as communication channels during a crisis is essential to reach a high amount of people within a small time period;

• Some important aspects must be considered to guarantee that public health officials ‚meet the needs of themedia‛(Covello, 2003), which include:

- establishing long-term and good relationships with media owners and reporters, telling the truth, beingaccessible (during the whole crisis communication process) and respecting deadlines (Covello, 2003);

- always offer well prepared messages that fit the individual needs of each kind of media organization (Lundgren & McMakin, 2009);

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1.3. The media as communicators and information channels

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- considerer the special role of the media as ‚ a key provider, interpreter, gatekeeper, or channel‛(Lundgren & McMakin, 2009);

- avoid ‚competing versions of the same crisis‛, once can create people’s uncertainty and end up in mistrusttoward the public health officials (Liu, 2008);

- engage professional communicators used to communicate and ‚translate‛ scientific knowledge about health crisis information into comprehensive and simple but still accurate information;

- adapt to the timing and room of different media channels when preparing press releases (such as short bits of information for radio and TV, more detailed information for press coverage, web content).

For detailed information, please read the CriCoRMTraining Course Handbook (pages 15-17).

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1.4. Social Media in the area of crisis communication – chances and limits

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• The options available for communicating surrounding a crisis have expanded considerably in the last decade:

-traditional media such as newspapers, magazines, television and radio;

-traditional 1.0 websites which offer the possibility to provide stakeholders and public with up-to-dateinformation;

-Web 2.0 and social media which ‚offer a unique opportunity for organizations […] to engage in dialogue or continued conversation with their stakeholders‛(Stephens, 2012).

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1.4. Social Media in the area of crisis communication – chances and limits

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• Web 2.0 and social media adds a completely new distribution channel to health crisis communication:

- social media can give ‚organizations almost instant and continuous feedback on what people want to know[…] and what they are concerned about‛(Lundgren & McMakin, 2009);

- blogs, microblogs, content communities, social networks, forums, aggregators and social bookmarking are perfect tools to scan the environment for potential crisis warning signs (Coombs, 2012);

- organization can communicate directly with its stakeholders, strengthen its relationship with them and avoidsfalse information caused by journalists.

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1.4. Social Media in the area of crisis communication – chances and limits

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• However, with the use of 2.0 web there is also the danger of easily spread wrong messages. Thus, the use of 2.0 web demands:

- Caution on sending information, which must be constantly reviewed;

- Fast and trained experts from the organization’s side (Fearn-Banks, 2011);

- Attention, work and time and thus, more capacities, skills and competences;

- Existence of a communication expert taking care of the various Web 2.0 applications.

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1.4. Social Media in the area of crisis communication – chances and limits

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• ‚social media is about interaction and control, not being fed information‛(Coombs, 2012), which means that anorganization should:

- maintain a long-term and continuous Web 2.0-relationship with its stakeholders in order to achieve aneffective online crisis communication process;

- carefully decide whether to implement a social media channel;

- prudently decide which specific applications to use.

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1.4. Social Media in the area of crisis communication – chances and limits

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• The social media channel ‚has not eliminated the need for traditional methods;

• Crisis communicators still ‚face the same needs to identify warning signs, confront the same basic communication demands, utilize the same concepts, and must enact effective strategic responses‛.

(Coombs, 2012).

For detailed information, please read the CriCoRMTraining Course Handbook (pages 17-19).

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Comprehensive ‚model for planning, organizing anddelivering communication‛during all stages of a crisis

process (Crouse Quinn, 2008)

CRISIS AND EMERGENCY RISK COMMUNICATION

AS AN INTEGRATIVE MODELSCCT focuses ‚on finding the post-crisis response strategy that best fits with the given crisis situation‛

in order to mitigate reputational harm of the organization (Coombs, 2010)

THREE STAGE APPROACH AND SITUATIONAL CRISIS COMMUNICATION THEORY

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1.5. Theoretical Frameworks on crisis communication

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1.5.1. Crisis and Emergency Risk Communication as an Integrative Model

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• Crisis and Emergency Risk Communication Model (CERC):

- ‚ emphasizes the developmental features of crisis and the various communication needs and exigencies ofaudiences at various points in the ongoing development of an event‛(Reynolds & Seeger, 2005);

- developed by health communication experts of the Centers for Disease Prevention and Control ‚as a tool toeducate and equip public health professionals for the expanding communication responsibilities of publichealth in emergency situations‛(Veil et al.);

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1.5.1. Crisis and Emergency Risk Communication as an Integrative Model

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- points out that an effective risk and crisis communication strategy does not only consist of a good crisisresponse but that communication efforts have to start long before a crisis occurs and also must continueafter the direct threat is over (Reynolds & Seeger, 2005).

- ‚effective pre-event communication and planning will improve the response and mitigate the harm in subsequent stages‛(Seeger et al., 2010);

- CERC model is a five-staged approach containing different communication activities and ‚assumes that crises will develop in largely predictable and systematic ways‛.

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1.5.1. Crisis and Emergency Risk Communication as an Integrative Model

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• 1st stage - Precrisis

- contains the dissemination of risk messages and warnings;

- certain risks are monitored and the public is informed about the possibility of a crisis;

- public health officials build up relationships with other agencies, organizations or groups to have stablepartnerships in case of an emergency;

- consensual recommendations and messages are created by experts and first responders.

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1.5.1. Crisis and Emergency Risk Communication as an Integrative Model

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• 2nd stage - Initial Event

- characterized by uncertainty reduction, spreading of self-efficacy messages and reassurance;

- first response to the crisis and demands ‚rapid communication to the general public and to affected groups‛.;

- spokespersons, formal channels and methods of communication are established;

- it is important to communicate a ‚general and broad-based understanding of the crisis circumstances,consequences, and anticipated outcomes based on available information‛as well as an understanding of ‚self-efficacy and personal response activities‛.

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1.5.1. Crisis and Emergency Risk Communication as an Integrative Model

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• 3rd stage - Maintenance

- effective communication strategies throughout the ongoing crisis;

- communication measures to reduce uncertainty and to foster self-efficacy and reassurance are pursued;

- background information regarding the crisis is provided and all rumors and misunderstandings are corrected;

- receive feedback from affected groups, support and cooperate with them with response and recovery efforts;

- public can start to make an informed decision.

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1.5.1. Crisis and Emergency Risk Communication as an Integrative Model

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• 4th stage - Resolution

- seek to ‚ inform and persuade about ongoing clean-up, remediation, recovery, and rebuilding efforts‛;

- open and comprehensive discussions about the cause of the crisis, the response to and responsibility for it take place;

- public is informed about new risks, risk avoidance behaviors and ways to respond to a new crisis.

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1.5.1. Crisis and Emergency Risk Communication as an Integrative Model

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• 5th stage - Evaluation

- characterized by assessments of the adequacy of the crisis response;

- find out whether the communication measures were effective and to ‚create linkages to precrisis activities‛.(Reynolds & Seeger, 2005).

For detailed information, please read the CriCoRMTraining Course Handbook (pages 19-21).

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2. Three stage approach and Situational Crisis Communication Theory

• In Situational Crisis Communication Theory (SCCT), crisis management has to be ‚viewed as an ongoing process‛:creation and implementation of a plan during an emergency and integration of it into an organization’s operationroutine (Coombs, 2012);

• According to Coombs (2012), the crisis management process can be divided into three macro stages, structured inseveral sub stages establishing a ‚comprehensive framework necessary for analyzing the crisis managementliterature‛;

- 1st stage: Precrisis

- 2nd stage: Crisis

- 3rd stage: Postcrisis

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2. Three stage approach and Situational Crisis Communication Theory

• 1st stage: Precrisis

- characterized by activities that organizations take before a crisis becomes manifest (Coombs, 2010): includingall aspects of signal detection, crisis prevention and crisis preparation;

• 2nd stage: Crisis

- Crisis communicators must actively deal with the specific event and its negative consequences;

• 3rd stage: Postcrisis

- To reflect and evaluate the crisis management process.

Coombs, 2012

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2. Three stage approach and Situational Crisis Communication Theory

• The Situational Crisis Communication Theory (SCCT):

- Points out the importance of an ongoing crisis communication process (like the five-staged CERC model): itis vital to start communication efforts before a crisis occurs and to continue them after the trigger event isover;

- ‚ is developing a theory-based and empirically tested approach to reputation repair‛ and contrasts to thecommon ‚case study method‛(Coombs, 2010);

- is mainly ‚designed to protect reputational assets‛ and can, therefore, only partly be applied to public healthcrises (Coombs, 2007);

- seeks to alight how affected stakeholders experience a crisis and react to the crisis response strategies madeby an organization. (Coombs, 2012).

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2. Three stage approach and Situational Crisis Communication Theory

• Aspects to considerer when applying SCCT to public health crises:

- it is necessary to have good stakeholder-relationships for effective crisis communication during a publichealth emergency;

- ‚ every crisis response should begin with instructing and adjusting information‛(Coombs, 2012);

- as ‚people are the first priority in any crisis‛instructing and adjusting information have to come prior to reputational considerations:o instructing information consists of ‚telling stakeholders what to do to protect themselves physically in

the crisis‛;o adjusting information assists stakeholders to ‚cope psychologically with the crisis‛

Coombs, 2012

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For detailed information, please read the CriCoRMTraining Course Handbook (pages 21-23).

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1.6. The importance of health crisis communication

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• Health crisis can be defined as sudden events of wide dissemination (we live in a globalized world) that involve athreat to human health;

• These events can be classify in three types:

- virus infections (e.g. H1N1);

- food related crises (e.g. EHEC) and

- health threats caused by environmental or technological disasters (e.g. earth quakes, outbreak of nuclearplant).

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1.6. The importance of health crisis communication

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• Nevertheless, crises in the area of health are events that have very similar general features in their processes anddevelopment;

• Thus, it is possible to propose effective guidelines and protocols for their communicative management;

• In fact, there are several documents from the European Union that have proposed guidelines for an effective management of health crisis.

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1.6. The importance of health crisis communicationMODULE 1

• Management of communication during Health Crisis is a landmark topic within the European Union, once health crisis:

- present a high degree of uncertainty (perceived and real) and risk;

- involve diverse stakeholders (government, health authorities, public, the media, etc.), messages and emotions, a situation that requires an effective management of communication.

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1.6. The importance of health crisis communicationMODULE 1

• These must be integrated into an effective communication strategy that informs and warns people at the same timeit shows them how to avoid and mitigate negative consequences:

- Collaborative, clear and understandable communication minimizes not just population fears but also health risk.

• The main goal of communication management is to assure that the main stakeholders that are affected by thecrisis have access to the best information for them to take decision.

For detailed information, please read the CriCoRMTraining Course Handbook (pages 23-24).

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Every strategy ofcommunication must be

articulated according to its influence in the priority

stakeholders

STAKEHOLDERS

Once we have identifiedwhich are the strategic stakeholders, specific

messages need to be sent.

MESSAGES TOOLS AND CHANNELS

It is also required to identify what are the tools and channels that must beused before, during and

after the crisis. .

TRAINING AND CHIEF

COMMUNICATION OFFICER

Training of the stakeholdersthat are going to manage,

mediate or receive information during health

crisis .

1.7. Main elements in the management of health crisis

The main elements that we need to consider in the organization and management of communication strategies are:

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1.7.1. Stakeholders

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• It is very important to identify the main stakeholders and to establish solid and trustful relationships with them;

• We need to answer the following questions:

o What are the main strategic stakeholders in a health crisis?o What is the qualitative importance of each stakeholder?o What are the needs and attitudes of the stakeholders?o What is the information they require? What are the messages they need to know?o What are the tools the stakeholders need to use in a crisis situation?

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1. Stakeholders

• Identification of strategic stakeholders according to their role in the communicative process:

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For detailed information, please read the CriCoRMTraining Course Handbook (pages 25-27).

Role Stakeholders

Sources of

informationHealth Ministers from the European Union Member States

Health authorities in the European, National and Local levels

Health Organizations

Health professionals and their associations (general practitioners,

pediatricians, nurses…)

Healthcare providers (hospitals and clinics, etc…)

NGOs

Mediators Mass media

Social media

Receivers Patient groups

Risk groups

General Public

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1.7.2. Messages

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• It is important to announce a crisis as early as possible to prevent rumors, misunderstandings and misinformation(WHO);

• Core messages need to be ready during non-crisis stage;

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2. Messages

• Elements that need to be taken into account:

o Configuration- Open messages are subject to be changed and updated (e.g. evolution of the virus)- Closed messages that do not need to suffer any transformation (e.g. behavioral recommendations).

o Objectives- Prevention - promotion of attitude and habits before the crisis;- Information - promote knowledge & facilitate decision making;- Coordination - amongst institutional stakeholders;- Reaction - promotion of actions and procedures.

o Addressees - kind of audience we are trying to contact;

o Message requires (or not) feedback?

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For detailed information, please read the CriCoRMTraining Course Handbook (page 27).

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1.7.3. Tools and Channels

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• Tools and channels must be ready before the crisis, constantly updated with new contents and also constantly updated in a technological way;

• Key criteria for selecting tools and channels:

o Capacity of adaptation to the stakeholders’ necessities;o Technical competence of the stakeholders (main sources of information during the crisis);o Availability of human resources to manage different tools;o Economic resources of stakeholders.

• Tools and channels should be selected according to the features of messages (configuration, objective, addresseesand feedback);

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3. Tools and Channels

• Identification of tools and channels according to specific categories:

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For detailed information, please read the CriCoRMTraining Course Handbook (pages 28-33).

Categories Tools/Channels

On line tools and 2.0 channels

Intranet

Newsletter

Websites

Social Media

Blogs

Printed publications Leaflets, flyers

Bulletins

Report

Conventional media Press conferences and press release

Traditional media

Institutional campaigns

Outdoor Advertising

Free phone lines

Institutional stakeholder

communicationsAudio-conferences

Healthcare professionals

NGOs

Internal Health Bulletins

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1.7.4. Training and Chief Communication Officer (CCO)

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• Health crisis communication requires the training of three categories of stakeholders:

o Communication manager during the health crisis (e.g. health professionals);

o Mediators (e.g. journalists);

o Receivers of information (like citizens).

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1.7.4. Training and Chief Communication Officer (CCO)

MODULE 1

• Train the communication manager during the health crisis (e.g. health professionals) to:

o Work on the organization’s communication strategy, internally;

o Be internally prepared for facing the crisis by:

- step up human resources;

- improve internal coordination and information sharing,

- optimizing uncertainty management;

- work on their social media competence.

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4. Training and Chief Communication Officer (CCO)

• Train the communication Mediators (e.g. journalists) to:

o Have specialized journalists in health field;

o Be prepared to deal with sensitive information;

o Improve the flow of information, since they establish their own information networks with authorities and health professionals.

• Train the receivers of information (like citizens) to:

o Increase the Health Literacy (HL) of citizens;

o Ensure their most appropriate behavior during a health crisis;

o Use basic health information and also know how to make good health decisions.

MODULE 1

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4. Training and Chief Communication Officer (CCO)

• Four elements need to be considered in training stakeholders and citizens:

o Media training - health authorities need to be trained for their interaction with the media in differentcontexts and formats;

o Crisis simulations – reproduction of a real-time crisis to train stakeholders to perform their role in the management of communication;

o Crisis management team - prepare and train the team that will lead the management of health crisis;

o Empowerment of citizens - improve the Health Literacy of people (e.g. campaigns, education actions, workshops, etc.).

MODULE 1

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1.7.4. Training and Chief Communication Officer (CCO)

MODULE 1

• According to different stakeholders, the health crisis communication management requires the identification of arepresentative for health authorities and professionals during a crisis - The Chief Communication Officer (CCO);

• The CCO is responsible for:

o Represent the health authorities and professionals during a crisis;

o Manage, coordinate and make decisions about the information disseminated during a health crisis;

o Coordinate the crisis team.

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1.7.4. Training and Chief Communication Officer (CCO)

MODULE 1

• This means that it is necessary to:

o Identify the members of the team crisis (specific health authorities and specific communication authorities);

o Define the tasks (management and communication) of the Crisis Management Team;

o Identify the authorities that will be primary sources and those that will act as secondary sources;

o The CCO update the list of stakeholders (at European, National and local levels).

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4. Training and Chief Communication Officer (CCO)

• The CCO is usually the spokesperson of the crisis team that will act just in grave situations (in the minorsituations the information is disseminated in a horizontal way through networks);

• The spokesperson can be a health authority (previously trained in communication) or directly a communicationprofessional;

• Specific skills and competences of the spokesperson (or CCO):

o Good communications skills;

o Be able to understand the situation;

o Be able to empathize with the public;

o Be able to give tailored information to particular audiences;

o Leadership skills.

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4. Training and Chief Communication Officer (CCO)

• Aspects to take into account about the spokesperson (CCO):

o Must be identified in the established communication plan (WHO, 2004);

o Should have received media training (WHO, 2004);

o Must be always ready (ECDC, 2012);

o Should spread consistent messages (ECDC, 2012);

o Must be selected between the colleagues, other officials and experts on the issue that will be approached (US Department of Health, 2002);

o Must be careful with the body language (US Department of Health, 2002).

MODULE 1

For detailed information, please read the CriCoRMTraining Course Handbook (pages 34-37).

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MODULE 1:INTRODUCTION TO GUIDELINES FOR CRISIS COMMUNICATION

MODULE 1

Now that you have finished the Module 1 – Introduction to Guidelines for Crisis Communication, we challenge youto test the knowledge that you have acquired by attending to it.

In the following slides we will present you 7 questions and for each of one you must select just one answer.

We hope you enjoy it!

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1. What is the relevance of the development of an effective crisis

communication strategy in the area of public health?

a) To avoid the occurrence of a health crisis;

b) To communicate warnings and preventive measures to health crisis

stakeholders;

c) To explain the health crisis event;

d) To comply with the legislation.

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Correct answer!

Next question…

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Incorrect answer!

Try again!

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2. Which one of the following statements differentiate “Crisis

Communication” from “Risk Communication”?

a)It involves “the production of public messages designed to influence

public perceptions and behavior”;

b) Is mainly disseminated through mass communication channels;

c)Is mainly informative and comes into play after a crisis became

manifest;

d)It only be successful if the communicators are rated as a credible

source by the public..

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Congratulations!

Your answer is correct!

Go to next question!

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Incorrect answer!

Try again!

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3. Select the incorrect statement related to the characterization of

the crisis communication in the area of public health:

a)Public health crises threaten people‟s most precious property – their

health;

b) Clear behavior recommendations from a credible source is crucial to

guarantee the protection of the population;

c)A continuous training of its staff is strategic to an effective health crisis

communication management;

d)Health crisis is an inevitability and none can do anything to minimize

its impact.

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Correct answer!

Next question…

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Incorrect answer!

Try again!

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4. Some aspects must be considered to guarantee that public

health officials “meet the needs of the media”. Please identify

the aspect that is not related with this match:

a)Establishment of long-term and good relationships with media owners

and reporters;

b) Offer well prepared messages that fit the individual needs of each kind of

media organization;

c)Provide information to mass media only after the health crisis resolution,

avoiding misunderstandings and panic;

d)Considerer the special role of the media as “a key provider, interpreter,

gatekeeper, or channel”.

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Correct answer!

Next question…

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Incorrect answer!

Try again!

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5. Which one of following supports are related to the Web 2.0 and

social media?

a) Newspapers, website and blogs;

b) Website, social networks and television;

c) Television, newspaper and personal web pages;

d) Blogs, social networks and social bookmarking.

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Correct answer!

Next question…

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Incorrect answer!

Try again!

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6. Which are the stages of the crisis management process

according to the Situational Crisis Communication Theory

(SCCT)?

a) Precrisis, crisis and postcrisis;

b) Precrisis, initial event, maintenance and postcrisis;

c) Precrisis, initial event, maintenance, resolution and evaluation;

d) None of the above.

MODULE 1MODULE 2 MODULE 3 MODULE 4 MODULE 5 RESOURCESMODULE 6MODULE 1

Correct answer!

Next question…

MODULE 1MODULE 2 MODULE 3 MODULE 4 MODULE 5 RESOURCESMODULE 6MODULE 1

Incorrect answer!

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MODULE 1MODULE 2 MODULE 3 MODULE 4 MODULE 5 RESOURCESMODULE 6MODULE 1

7. Which are the main elements in the management of health

crisis communication that an organization should attend to?

a) Stakeholders, messages, tools and channels;

b) Stakeholders, messages, tools and channels and training and Chief

Communication Officer;

c) Stakeholders, messages, channels and training;

d) None of the above.

MODULE 1MODULE 2 MODULE 3 MODULE 4 MODULE 5 RESOURCESMODULE 6MODULE 1

Correct answer!

Congratulations, you can start the Module 2!

MODULE 1MODULE 2 MODULE 3 MODULE 4 MODULE 5 RESOURCESMODULE 6MODULE 1

Incorrect answer!

Try again!

MODULE 1 MODULE 2 MODULE 3 MODULE 4 MODULE 5 RESOURCESMODULE 6

Health Crisis Communication Management

Modules1. Introduction to guidelines for crisis communication

2. Digital communication: specific guidelines for 2.0 channels

3. Stages in the management of health crisis communication

4. SpotAlert platform

5. Simulation exercise

6. Train the trainersSelect a new module above to proceed.

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MODULE 2:DIGITAL COMMUNICATION: SPECIFIC GUIDELINES FOR 2.0 CHANNELS

Welcome to the Module 2!

MODULE 2

The second module of the CriCoRM training course is focused on the web 2.0 and social mediatools, providing specific information and guidelines for the use of these tools in the health crisiscommunication context.

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MODULE 2:DIGITAL COMMUNICATION: SPECIFIC GUIDELINES FOR 2.0 CHANNELS

• 2.0 channels can be grouped into six broad categories according to their procedural nature:

MODULE 2

CATEGORY 2.0 TOOLS

CONTENT SHARING - Pictures

- Podcasts

- Video

CONTENT GATHERING - Content syndication & RSS

- Content aggregation / curation

CONTENT DISPLAY &

PUBLISHING

- Buttos / Badgets / Plugins

- Blogs

GEOWEB - Geoweb platforms

SOCIAL NETWROKS - Social Networks

MOBILE MEDIA - Mobile websites

- Mobile Apps

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CONTENT SHARING

Which platforms and applications may I use to make content available to others in terms of sharing?

MODULE 2:DIGITAL COMMUNICATION: SPECIFIC GUIDELINES FOR 2.0 CHANNELS

The role of social media and web 2.0 channels of communication in health risk and emergency scenarios have beenincreasingly taken into account as a part of communication and crisis management strategies.

MODULE 2

more

more

CONTENT GATHERING

Which platforms and applications should I use to collect and manage content from different sources?

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CO NTENT DISPLAY AND PUBLISHING

Which platforms and applications should I use to make content available to others in terms of display or publication?

MODULE 2:DIGITAL COMMUNICATION: SPECIFIC GUIDELINES FOR 2.0 CHANNELS

The role of social media and web 2.0 channels of communication in health risk and emergency scenarios have beenincreasingly taken into account as a part of communication and crisis management strategies.

MODULE 2

more

more

GEOWEB

How can I use location technologies to potentiate the health crisis communication?

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SOCIAL NETWORKS

How can I assess and improve the communication strategy of my organizationby using social networks?

MODULE 2:DIGITAL COMMUNICATION: SPECIFIC GUIDELINES FOR 2.0 CHANNELS

The role of social media and web 2.0 channels of communication in health risk and emergency scenarios have beenincreasingly taken into account as a part of communication and crisis management strategies.

MODULE 2

more

more

MOBILE MEDIA

How important are the mobile communications in the communication strategyof my organization?

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MONITORING

How can I monitor and analyze the impact of using 2.0 channels for crisis communication management?

MODULE 2:DIGITAL COMMUNICATION: SPECIFIC GUIDELINES FOR 2.0 CHANNELS

The role of social media and web 2.0 channels of communication in health risk and emergency scenarios have beenincreasingly taken into account as a part of communication and crisis management strategies.

MODULE 2

more

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1. Content Sharing

• Includes platforms and applications addressed to make content available to others in terms of sharing;

• Useful tool to:

o Promote habits, values or engagement;o Support institutional stakeholders’ image building;o Enhance stakeholders’ social presence without depending on traditional media filters.

• 2.0 Tools for content sharing:

oPictures oPodcasts o

Video

MODULE 2

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1. Content Sharing

• Pictureso It consists of providing the followers images related to public health;o Useful mainly in non-crisis and post crisis contexts;o It can be shared via already existing image sharing tools (Flickr or Instagram);o The use of images is widely spread also in social networks (Facebook, Pinterest or Twitter);o Institutional stakeholders may create their own picture repository or use ad hoc pictures via standard social

networks;o Identification of the author of the image must be clearly present;o In a campaign and involving complex messages, qualitative pre-tests are needed.

MODULE 2

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2.1. Content Sharing

MODULE 2

• Podcastso Institutional message format (identification of the authoring institution must be clear);o Professionally edited short pieces with standard radio-level quality;o Mostly recommended as a complementary content form within a multi-media context;o They can be an added value integrated into other channels.

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1. Content Sharing

• Videoso Very effective in transmitting relevant information, disseminating health related habits or promoting attitudes

and behaviors in emergency situations;o Main advantages: video messages are immersive, engaging and appealing;o Main dangers: can promote banalization and spectacularization;o Are useful mainly in non-crisis and post crisis contexts, but they can be used in pre-crisis and crisis contexts;o Impact:

- Building stakeholders‘ reputation and trust ;- Contributing to preparedness of players, processes and tools (tutorials);- Reinforcement of the prevention (tutorials);- Potentially useful also in crisis follow-up and assessment of communication.

MODULE 2

For detailed information, please read the CriCoRMTraining Course Handbook (pages 38-42).

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2.2. Content Gathering

MODULE 2

• Platforms and applications addressed to collect and manage content from different sources;

• To channel a number of message sources and manage them by topic field or by kind of emitter;

• To generate a quick overview about the discourses and influencers on a given issue as well as to enhance a players’ visibility online;

• Two types of content gathering:

o Content Syndication and RSS;

o Content aggregators

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2. Content Gathering

• Content Syndication and RSS

o Content syndication consists of a technical application that enables partner organizations display currentplayers or topic related content and allows visitors to access to that content without leaving the partnerwebsite (CDC, 2011);

o Provides news headlines, blog posts or selected website content updated automatically (personalized bypartners);

o Allows displaying purposeful content on partner sites and becoming a source in a set of specialized ofinterest-driven multi-source information environment;

o RSS fed blogs and websites must be monitored and prevented to keep coherence with the partners’ message.

MODULE 2

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2. Content Gathering

• Content aggregators

o Hybrid channel that aggregates content and information from different sources selected by the user,including mass media, blogs, websites and social media/networks;

o Form of socializing content topic and authoring preferences (allowing to handle more efficiently the risks and benefits of content syndication and RSS);

o Promotes the stakeholders’ reputation and visibility and knowledge dissemination, complementary to blogs and websites (just like the CS/RSS);

o Requires a specialized collaborators or curation teams.

MODULE 2

For detailed information, please read the CriCoRMTraining Course Handbook (pages 42-44).

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3. Content display & publishing

• Platforms and applications addressed to make content available to others in terms of display or publication;

• Consists of showing content, rather than sharing;

• Two types:

o Buttons, badges and plug-ins – used to promote contents and short messages with partner organizations andindividual;

o Blogs - time-dependent content management system involving interaction with users via comments,recommendations and linking option.

MODULE 2

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3. Content display & publishing

• Buttons, badges and plug-ins

o To promote contents and short messages with partner organizations and individual;

o Plug-ins are desktop computers applications that can be installed into user‘s desktop screen or as webbrowser‘s functionalities to display featured content;

o Promotes stakeholders’ reputation and visibility and knowledge dissemination, complementary to blogs andwebsites;

o Demands a coherent design of compatibility with blog or site and building up powerful content delivery base(are easily forgettable if not regularly useful to user).

MODULE 2

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3. Content display & publishing

• Blogs

o Common window for brands, institutions and influencers to reach audiences online and to leave a trace ofusual activities or information;

o Are useful in delimiting specialized or topic oriented audiences, but are not the ideal channel to reach general public or indiscriminate audiences;

o Promotes stakeholders’ reputation and visibility, influencing and agenda setting;

o Involves the use of multimedia formats, coordination of publications and conversations with social networks;

o Demands the design and refine an editorial policy, coherent with corporate web resources.

MODULE 2

For detailed information, please read the CriCoRMTraining Course Handbook (pages 44-45).

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2.4. Geoweb

MODULE 2

• Location technologies that can be applied to both web-based and mobile technologies and services;

• Transversal to digital platforms, with useful applications to web and web 2.0;

• One of the applications is geotagging: relevant information about position can be automatically added as metadatato the communication process and to the meaning and purposes of the message;

• They are not only (and mainly) a communication channel, but rather an information management tool;

• One of the best online resources in taking advantage of multi-device, cross platform, social, mobile digital environment.

For detailed information, please read the CriCoRMTraining Course Handbook (pages 46).

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2.5. Social Network

MODULE 2

• Focus on social interactions, the base for the process of content socialization that characterizes the web 2.0 and mobile Internet;

• Different social networks involve different interactional dynamics, and thus, they offer different advantages in termsof crisis communication management;

• Some examples: Academia, Linkedin, Open Feint, Facebook, Google+ and Twitter;

o Facebook is a powerful tool to back institution‘s or stakeholders‘ social perception and presence and also to provide engagement and reputation;

o Twitter is a powerful tool to rapidly disseminate messages, configure communities of digital volunteers andalso to monitor and control the drift of communications and people‘s reaction in crisis situations.

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2.5. Social Network

MODULE 2

• When using Twitter stakeholders have to consider different levels of strategic identity making:

o Twitter account level: clearly differentiate non-crisis accounts from crisis and post crisis accounts;

o Topic level (what is a tweet or a thread of tweets about);

o Hashtag level (in order to connect different topics and tweets and to settle a conversation topic).

• Facebook and Twitter can be used to assess and improve organizations communication strategies in socialnetworks.

For detailed information, please read the CriCoRMTraining Course Handbook (pages 47-48).

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2.6. Mobile media

MODULE 2

• 86% of the time people use mobile devices is devoted to mobile applications;

• Mobile applications pose three main possible benefits regarding communication strategies:

o Mobile apps can be powerful tools for enhancing people’s perception about an organization;

o Mobile apps can be a creative way to promote health related habits, routines or skills;

o Mobile apps allow taking advantage of data and hardware functionalities included in the different platforms’ APIs (Application Programming Interfaces).

For detailed information, please read the CriCoRMTraining Course Handbook (pages 48-49).

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2.7. Monitoring

MODULE 2

• Monitoring and analyzing metrics is one of the main pluses together with interaction with users in using 2.0 channels for crisis communication management;

• Involves social network metrics and measuring enhancing the reach of your online communication actions;

• In the case of mobile applications, positioning and movement can be relevant information for planning communication actions and also in general crisis intervention strategies;

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2.7. Monitoring

MODULE 2

• Monitoring social network activity allows as well to knowing about your audience/followers (at qualitative andquantitative levels);

• When planning to use 2.0 channels in crisis communication management it is important to co-ordinate resourcesdevoted to implement communicative actions with those addressed to monitor and evaluate communicative actionsimplementation.

For detailed information, please read the CriCoRMTraining Course Handbook (pages 49-50).

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MODULE 2:DIGITAL COMMUNICATION: SPECIFIC GUIDELINES FOR 2.0 CHANNELS

MODULE 2

Now that you have finished the Module 2 – Digital Communication: specific guidelines for 2.0 channel, we challenge you to test the knowledge that you have acquired by attending to it.

In the following slides we will present you 3 questions and for each of one you must select justone answer.

We hope you enjoy it!

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1. The 2.0 channels can be grouped into broad categories

according to their procedural nature. Please select the correct

group of categories:

a)Content sharing, Content gathering, Content display & publishing and

Geoweb;

b) Content sharing, Geoweb, Content display & publishing and Social

Networks;

c) Mobile media, Content sharing, Geoweb and Social Networks;

d)Social Networks, Content sharing, Mobile media, Content gathering,

Content display & publishing and Geoweb.

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Correct answer!

Next question…

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Incorrect answer!

Try again!

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2. The content gathering includes the following 2.0 tools:

a) Pictures and Mobile websites;

b) Geoweb platforms and Podcasts;

c) Content syndication & RSS and Content aggregation/curation;

d) Video and Pictures.

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Correct answer!

Next question…

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Incorrect answer!

Try again!

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3. Please select the wrong answer. The use of the 2.0 channels in

the health crisis communication, allows:

a) Fast and wide dissemination of messages;

b)The training of the crisis communication team;

c) Real time monitoring of people„s reactions and interactions;

d) Citizenship engagement.

MODULE 1MODULE 2

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Correct answer!

Congratulations, you can start the Module 3!

MODULE 1MODULE 2

MODULE 3 MODULE 4 MODULE 5 RESOURCESMODULE 6MODULE 2

Incorrect answer!

Try again!

MODULE 1 MODULE 2 MODULE 3 MODULE 4 MODULE 5 RESOURCESMODULE 6

Health Crisis Communication Management

Modules1. Introduction to guidelines for crisis communication

2. Digital communication: specific guidelines for 2.0 channels

3. Stages in the management of health crisis communication

4. SpotAlert platform

5. Simulation exercise

6. Train the trainersSelect a new module above to proceed.

MODULE 1 MODULE 2MODULE 3

MODULE 4 MODULE 5 MODULE 6 RESOURCESMODULE 3

MODULE 3:STAGES IN THE MANAGEMENT OF HEALTH CRISIS COMMUNICATION

Welcome to the Module 3!

With the module 3 you will learn more about the 3 stages that must be taken into account for the correct preparation and management of a crisis communication: no-crisis and prevention,crisis and the post-crisis.

Besides information about the characterization of these 3 stages, we also provide you specific guidelines to manage the health crisis communication during each one of these stages.

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MODULE 3:STAGES IN THE MANAGEMENT OF HEALTH CRISIS COMMUNICATION

Health crisis, even when they can be provoked by several different causes (viruses, food, environmental ortechnological disasters), have a similar essence and share common communicative patterns.

• Health crisis have a similar essence and share common communicative patterns and thus is possible to identify stages, allowing the organization of the communicative resources and responses;

• There are 3 stages that must be taken into account for the correct preparation and management of acrisis communication:

o No-crisis and prevention

o Crisis

o Post-crisis

MODULE 1 MODULE 2MODULE 3

MODULE 4 MODULE 5 MODULE 6 RESOURCES

Which is the relevance of the non-crisis and prevention phase? What should the organization do during this stage?

MODULE 3:STAGES IN THE MANAGEMENT OF HEALTH CRISIS COMMUNICATION

Health crisis, even when they can be provoked by several different causes (viruses, food, environmental ortechnological disasters), have a similar essence and share common communicative patterns.

NO CRISIS AND PREVENTION

MODULE 3

more

more

more

CRISISWhich are the elements the organization needs to attend to when managing a crisis communication?

POSTCRISISWhy is this stage relevant? Which aspects must be considered during the postcrisis?

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3.1. No crisis and prevention

MODULE 3

• Peace‖ period when nothing is going on and there is no prediction that a crisis can occur;

• Period of time where we need to organize and update information, tools, human resources, and strategies:

oEducation among stakeholders;

o Build trust with the stakeholders (construction of a network to interchanges information in a reliable way);

oProvide media training; o

Make crisis simulations; o

Prepare the crisis team.

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3.1. No crisis and prevention

MODULE 3

• At this stage is important to understand the difference between risk and crisis communication:

o Both share an essential purpose of seeking to limit, contain, mitigate, and reduce harm (Seeger & Reynolds, 2008);

o They are used at different times:

- Risk communication is used when things might go wrong (is previous to crisis communication);

- crisis communication is used when things go wrong.

(Telg, 2010)

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1. No crisis and prevention

• Risk communication applied to the field of public health:

o it informs about dangers for health;

o tries to encourage protective behaviors and to prepare and respond to a public health threat;

o is vital during the prevention phase.

• In the case of communicable diseases it’s very important:

o the early detection,

o the identification of the first cases,

o to offer a rapid response,

o have a wider control opportunity and prevent the crisis.

MODULE 3

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1. No crisis and prevention

• The crisis communication on other hand:

o is activated when the thread occurs, once the crisis explodes,

o has as goal the reduction of the consequences of the crisis but not to avoid or prevent it as in the case of risk communication,

o is used in unexpected and uncertain situations (the organization must have a previous plan for facing them).

• Crisis communication plan should include the identification of the:

o crisis communication team,

o chain of command in order to take decisions,

o tools and channels do we have to activate in order to communicate with the stakeholders.

MODULE 3

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3.1. No crisis and prevention• The tools/channels to be used should be selected according to the main aspects of this stage which are reputation & trust,

preparedness and prevention:

MODULE 3

• It is also possible to identify some measures and best practices according to the role of the stakeholders in the communication process as shown in the table of the next slide;

Tools & Channels Purpose

Institutional campaigns, health care professionals, content gathering andcontent display 2.0 channels

constructing reliable networks among stakeholders

Institutional stakeholders’ communications, videos, blogs, social networks and web platforms

settle communication networks, establish emergency players’ protocols and train the required skills and competences

leaflets, campaigns, outdoor advertising, health care professional and internal bulletins

promotion of health habits and skills, monitor and process data

digital channels promoting healthy skills among population.

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3.1. No crisis and preventionMODULE 3

Targets Measures Best practices

General considerations for the sources of information

Improving preparedness in the organization and in the network of response organizations

Improving information exchange and training of crisis communication activities in the organization and within the response network

Improving network facilities and availability of manpower

Develop the trust and reputation with and among the stakeholders

Develop information networks

Train to stakeholders for the management of information during crisis

Identify important stakeholders and subgroups within the audience;

respect diversity and design communications for specific stakeholders.

Recruit spokespersons with effective presentation and personal

interaction skills.

Train staff—including technical staff—in basic, intermediate, and

advanced risk and crisis communication skills. Recognize and reward

outstanding performance.

Anticipate questions and issues.

Prepare and pretest messages.

Be prepared to manage interactivity in web 2.0 tools.Relationships with mediators

Establishing cooperation with news media and journalists for crisis situations

Establishing cooperation with important opinion leaders in social networks

Develop the trust and reputation with and among the stakeholders

Develop information networks

Interaction withreceivers

Analysis of public groups and their media use

Monitoring of risk perception and general public understanding of risks

Contribution to the general public preparedness

Promotion of social media use related with health habits and health institutions.

Building public knowledge

Promote health habits and sills, monitor and process data

Identify important stakeholders and subgroups within the audience;

respect diversity and design communications for specific stakeholders.

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3.1. No crisis and preventionMODULE 3

• Messages must be constructed according to the best practices and measures developed above, including:

• information about channels and tools open to the questions and concerns of the public;

• basic information about vaccination and other self-protective measures;

• information about healthy behaviors and attitudes paying special attention to possible risk groups.

• It is important to promote communicative skills and habits among citizens, empowering them with the basic skills for them to use health information resources.

For detailed information, please read the CriCoRMTraining Course Handbook (pages 51-54).

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2. Crisis

• Once the crisis has started, we can differentiate two sub-stages:

o Pre-crisis, lowest level of gravity/severity - it is important to not underestimate any possible crisis and to try to organize quickly an effective communication,

o The crisis itself - moment when all mechanisms need to be activated.

• 1st step: identity if we are facing a health crisis or a minor health situation – elements to take into account:

o the chief communication officer and stakeholders interactions,

o the messages,

o the channels are going to be used.

MODULE 3

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CHIEF COMMUNICATION OFFICER AND STAKEHOLDERS INTERACTIONS

Which is the relevance of the Chief Communication Officer to the interaction with stakeholders?

MODULE 3

more

more

MESSAGESWhich elements, aspects or measures should the organization considerer to define the information to bedisseminated during health crisis communication?

3.2. Crisis

more

TOOLS & CHANNELS

Which are the most appropriate tools and channels for the dissemination of messages?

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3.2.1. Chief Communication Officer (CCO) and stakeholders interactions

MODULE 3

• It is necessary to centralize the management of information through a multinational collaborative network betweenthe member states, the European authorities and the World Health Organization (WHO);

• CCO is the communicative authority that will be responsible for these tasks;

• Once the crisis has started, CCO and team crisis need to identify:

o the strategic stakeholders of the crisis and the stakeholders with a secondary role;

o what is the role and what are the tasks of each member of the team crisis;

o what are going to be the messages and channels to be used.

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1. Chief Communication Officer (CCO) and stakeholders interactions

• The coordination must be made at European, national, local levels, targeting risk groups, using the strategies that have been implemented and developed during the non-crisis stage;

• The tolerance of the public to risk depends on seven main aspects:

• its perception of authorities concern,• if the impacts of the problem are shared equitably,• if the impacts are communicated voluntary or coerced,• if the risk is manmade or natural,• if the information is shared by the authorities,• the responsiveness of decision making,• the trustworthiness of those in charge.

MODULE 3

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3.2.1. Chief Communication Officer (CCO) and stakeholders interactions

MODULE 3

• Besides the coordination of crisis communication at different levels, between different stakeholders based on trustfulrelationships, it is also important to pay special attention to risk groups

o homeless, children, pregnant women, overweight, elderly, chronically ill, young people, tourists, or immigrants that don‘t speak the native language;

• For improving the interactions and relationships of stakeholders, some measures and best practices must beimplemented.

For detailed information, please read the CriCoRMTraining Course Handbook (pages 51-54).

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3.2.1. Chief Communication Officer (CCO) and stakeholders interactions

MODULE 3

Targets Measures Best practices

General considerations for the sources of information

-Instructions for recovery efforts

(Instructive communication)

-Stimulating a more accurate

understandings of the recovery and

ongoing risks (Affective

communication)

-Information exchange and

coordination in the organization and

within the response network

-Assist cooperation in the organization

and within the response network

-Stimulating cooperation and

coordination in the organization and

within the response network

-Disclose risk information as soon as possible; fill information vacuums.

- If information is evolving or incomplete, emphasize appropriate reservations about its reliability.

-If in doubt, lean toward sharing more information, not less—or people may think something significant is being hidden or withheld.

- If you don’t know or are unsure about an answer, express willingness to get back to the questioner with aresponse by an agreed upon deadline. Do not speculate.

-Discuss data and information uncertainties, strengths, and weaknesses— including those identified by other credible sources.

- Identify worst-case estimates as such, and cite ranges of risk estimates when appropriate.

-Do not minimize or exaggerate the level of risk; do not over-reassure. If errors are made, correct them quickly.

-Cite credible sources that believe what you believe; issue communications with or through other trustworthy sources

- Coordinate all inter-organizational and intra-organizational communications.

-Devote effort and resources to the slow, hard work of building partnerships and alliances with other organizations.

- Use credible and authoritative intermediaries between you and your target audience.

-Consult with others to decide who is best able to take the lead in responding to questions or concerns about risks.

- Document those decisions.

- Do not attack individuals or organizations with higher perceived credibility.

- Demonstrate respect for persons affected by risk management decisions by involving them early, beforeimportant decisions are made.

- Involve all parties that have an interest or a stake in the particular risk.

-Include in the decision-making process the broad range of factors involved in determining public perceptions of risk, concern, and outrage.

- Use a wide range of communication channels to engage and involve stakeholders.

-Adhere to the highest ethical standards; recognize that people hold you professionally and ethically accountable.

- Strive for mutually beneficial outcomes.

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3.2.1. Chief Communication Officer (CCO) and stakeholders interactions

MODULE 3

For detailed information, please read the CriCoRMTraining Course Handbook (pages 54-59).

Targets Measures Best practices

Relationshipswith mediators

-Informing the news media

-Designated crisis agency spokespeople and services for journalists

- Ongoing media relations

-Be accessible to reporters; respect their deadlines.

-Prepare a limited number of key messages before media interactions; take control of the interview and repeat your key messages several times.

-Keep interviews short. Agree with the reporter in advance about the specific topic of the interview and stick to this topic during the interview.

- Say only what you want the media to repeat; everything you say is on the record.

- Tell the truth. Provide background materials about complex risk issues.

-Provide information tailored to the needs of each type of media. For example, provide sound bites and visuals for television.

-If you do not know the answer to a question, focus on what you do know and tell the reporter what actions you will take to get an answer.

-Be aware of, and respond effectively to, media pitfalls and trap questions. Avoid saying ‘‘no comment.’’ Follow up on stories with praise or criticism, as warranted. Work to establish long-term relationships with editors and reporters

Interaction with receivers

-Analysis of public groups and their

media use

-Issuing instructions to public groups

and monitoring reactions

-Clarifying the situation to help public

groups to cope with the situation

- Continuous monitoring of needs and

perceptions of public groups

-Ongoing monitoring of needs and

perceptions of public groups

-Before taking action, find out what people know, think, or want done about risks. Use techniques such as interviews, facilitated discussion groups, information exchanges, availability sessions, advisory groups, toll-free numbers, and surveys.

- Let all parties with an interest or a stake in the issue be heard.

- Let people know that what they said has been understood and tell them what actions will follow.

-Empathize with your audience and try to put yourself in their place. Acknowledge the validity of people’s emotions.

- Emphasize communication channels that encourage listening, feedback, participation, and dialogue.

-Recognize that competing agendas, symbolic meanings, and broader social, cultural, economic, or political considerations may complicate risk and crisis communication.

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2. Messages

• 1st step: evaluate the information is going to be disseminated, in order to support risk groups to self - protect andto minimize the effects of the crisis;

• Five questions should take into account before deciding if an information should be released publicly:

o Will the release of this information help the affected community protect itself?

o Will it impact an economic sector?

o Will it stigmatize a population?

o Will it make the Government "look bad"?

o Will it introduce potential legal liability?

MODULE 3

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3.2.2. Messages

MODULE 3

• It is very important to take into account general aspects while writing and disseminating messages during a health crisis:

o Goals of messages

o Formal features of messages

o Content of messages

For detailed information, please read the CriCoRMTraining Course Handbook (pages 60-65).

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3. Tools & Channels

• It is necessary to combine several channels depending on the crisis;

• It is also important to be able to evaluate and monitor the different channels for checking if they are accomplishing the necessities/tasks of the crisis;

MODULE 3

For detailed information, please read the CriCoRMTraining Course Handbook (pages 65-66).

Tools & Channels Purpose

Institutional stakeholders communications (healthcare professionals, NGOs, internal healthbulletins and audio-conferences and briefings) and 2.0 channels (geoweb, mobile media and webplatforms)

Coordination of stakeholders and of the intervention.

Internal communications (internal health bulletins, briefings and audio-conferences, mobile media and web platforms)

Fluid access and availability of information amongst stakeholders, facilitating synchronous secured communication during crisis duration

Printed publications, traditional media, 2.0 channels (content sharing, content gathering, content display, geoweb, and mobile media), social networks (twitter).

External communications with citizens to spread actual and relevant information about crisis evolution, appropriate actions and safe behaviors

Reports, press conferences, traditional media, outdoor advertising, and free phone lines (to a wide audience), 2.0 channels, social networks and web platforms.

External communications with the media

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3.3. Postcrisis

MODULE 3

• This stage technically starts when the reason (cause) that has provoked the crisis finishes;

• During this stage:

o it is necessary to monitor the measures and actions promoted during the crisis and to make an evaluation of the strengthsand the weaknesses;

o the purpose/goal of communication strategies is to recover the trust and image previous to the crisis.

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3.3. Postcrisis

MODULE 3

• Two key aspects must be considered during the postcrisis:

o The establishment of channels to communicate and interact with the stakeholders involved in the management of the crisis.

o The development of a strategy considering three basic elements:

- The necessity of researching, evaluating and analyzing the image and trust of public after the crisis;

- The relevance of researching and evaluating the effectiveness of the communication strategies used during the crisis;

- The need of developing plans and campaigns to overcome the detected flaws and problems (questions, distrust, concerns…) amongpublics.

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3. Postcrisis

• Some attitudes and measures must be implemented and promoted by the crisis team:

MODULE 3

Targets Measures Best practices

General considerations for

the sources of information

Supporting reflection about what has

been done

Supporting evaluation and learning about communication in the

organization and within the response

network

Carefully evaluate communication efforts and

learn from mistakes.

Share what you have learned with others

Evaluate how has been the flow of information

between European, national and local levels

Relationships with

mediators

Evaluation and conclusions for the

future via media and public debate

Evaluate media coverage

Evaluate journalists and other professionals

perceptions

Make public your findings

Interaction with receivers Supporting evaluation and learning about communication with and among risk groups and population

Evaluate risk groups responses and situation

before and after the crisis

Analyze citizens responses and perceptions

Evaluate the level of health literacy and

compare with the level previous to the crisis

Make public your findings

Be honestly empathetic and warm with victims

and groups affected by the crisis

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3. Postcrisis

• The goals of this stage can be related with the use of recommended channels, from different points of view:

o Audit stakeholders’ reputation & trust (evaluation of the state of stakeholder’s reputation and trust after crisisintervention);

o Crisis follow-up (Internal communication), ensures fluid access and availability of information and decisional coordination amongst stakeholders;

o Crisis follow-up (external communication with citizens) spreads actual and relevant information about crisis consequencesand effects;

o Crisis follow-up (External Communication with the Media).

MODULE 3

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3.3. Postcrisis

MODULE 3

• The dissemination of messages during this stage needs to include information about the control of pandemic;

• It is also important to give feedback to citizens, the media or other stakeholders and to acknowledge citizens, the media, health professionals and so on their efforts during the crisis.

For detailed information, please read the CriCoRMTraining Course Handbook (pages 67-72).

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Now that you have finished the Module 3 – Stages in the management of Health Crisis Communication, we challenge you to test the knowledge that you have acquired by attending to it.

In the following slides we will present you 5 questions and for each of one you must select justone answer.

We hope you enjoy it!

MODULE 3:STAGES IN THE MANAGEMENT OF HEALTH CRISIS COMMUNICATION

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1. Which stages an organization must taken into account for the

correct preparation and management of a crisis communication?

a) Prevention and crisis;

b) No-crisis and prevention, crisis and the post-crisis;

c) Crisis;

d) None of the above.

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Correct answer!

Next question…

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Incorrect answer!

Try again!

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2. Which are the main aspects of the no-crisis and prevention stage?

a) Reputation & trust;

b) Preparedness and prevention;

c) Prevention and management;

d) Reputation & trust, preparedness and prevention.

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Correct answer!

Next question…

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Incorrect answer!

Try again!

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3. Which element(s) an organization need to take into account when

managing a crisis communication?

a) Tools & Channels;

b) Messages;

c) Chief Communication Officer (CCO) and stakeholders interactions;

d) All elements identified above.

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Correct answer!

Next question…

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Incorrect answer!

Try again!

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4. While writing and disseminating messages during a health crisis, it

is very important to take into account the following aspects:

a) Formal features of messages;

b) Content of messages;

c) Goals of messages;

d) All elements identified above.

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Correct answer!

Next question…

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Incorrect answer!

Try again!

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5. Select one of the main aspects of the post-crisis stage?

a) Preparedness;

b) Assessment of Crisis Communication Management;

c) Coordinate stakeholders;

d) External Communications: citizens.

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Correct answer!

Congratulations, you can start the Module 4!

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Incorrect answer!

Try again!

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Health Crisis Communication Management

Modules1. Introduction to guidelines for crisis communication

2. Digital communication: specific guidelines for 2.0 channels

3. Stages in the management of health crisis communication

4. SpotAlert platform

5. Simulation exercise

6. Train the trainersSelect a new module above to proceed.

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• SpotAlert, the CriCoRM platform, aims to contribute to the improvement of the communication in times of crisis, allowing the share of relevant information between different stakeholders, to deal with crisis situations;

• SpotAlert main features:o is available in English and Portuguese,o has a clean and intuitive way to display the information,o supports a large number of screen resolutions,o is able to run in every device with Internet access,o allow users with a low bandwidth Internet connection to access it,o has bidirectional communication giving authorities a large number of usage statistics easily accessed.

MODULE 4:SPOTALERT PLATFORM

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HOME PAGE

MODULE 4

more more

PUBLICATIONS –ALERTS AND GUIDELINES

more

EYE WITNESS PAGE CONTACT PAGE

more more

MY MENU

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1. Home Page

• All alerts and guidelines are presented in the home page, divided in three columns from left to right. If the user hasany filters selected or has inserted any term in the search bar only alerts and guidelines related with that searchand/or filter are shown.

MODULE 4

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1. 1. Home Page - Lower-banner

• In the lower banner there is:

oa connection to CriCoRM project website,

othe identification of partners evolved in CriCoRM, o

a caption to aid interpreting alerts and guidelines

o an RSS Feed.

MODULE 4

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2. Home Page – Menu Bar

• The Menu bar is present in the entire platform and is composed of 7 main parts:

MODULE 4

For detailed information, please read the CriCoRMTraining Course Handbook (pages 74-79).

SpotAlert Home button On click goes to SpotAlert Home Page;

Eye Witness button On click goes to eye witness registry service (Only available to registered users)

Filter to filter the alerts and guidelines presented on the main page according topreferences;

Contact On click goes to SpotAlert Contact Page;

Log in Menu Works as a dropdown menu and enables the user to login with its e-mail and password, or to register.

Search Bar To make any search they want according to their needs

Language On click switches between EN and PT languages

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2. Publications - Alerts and Guidelines• There are two types of publications: guidelines and alerts and both have two view modes, expanded and no-

expanded.

MODULE 4

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2. Publications - Alerts and Guidelines

• Alerts are guidelines shown in regular color scheme for active publications and in gray-scale color scheme for inactive publications.

MODULE 4

For detailed information, please read the CriCoRMTraining Course Handbook (pages 79-81).

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3. Eye Witness Page

• Any registered user can access by clicking in ‚Eye Witness‛button in the Menu bar the eye witness page appears inorder to report an Event.

MODULE 4

For detailed information, please read the CriCoRMTraining Course Handbook (pages 81-82).

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4. Contact Page

• All users have access to Contact Page by clicking in ‚Contacts‛button in the Menu bar.

MODULE 4

For detailed information, please read the CriCoRMTraining Course Handbook (page 82).

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5. My Menu• After Login, when the user clicks on his/her name (in this case Joe) a dropdown menu appears with various

options available.

MODULE 4

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5. My Menu

• In ‚MY Menu‛users (depending on their privileges) are able to:

o change/update their personal information and password;o add or remove notifications;

o accept an ‚Eye Witness‛ and transform it into an Alert or Guideline or reject it;o view a listing of all publications;o approve or disapprove comments to alerts and guidelines;o assign permissions to users according to the previously described assigned roles (only users with administrator rights);o create an alert (only users with publisher rights);o create a guideline (only users with publisher rights);o access to Statistics page that enables track of page view (only users with administrator rights);o Log out.

MODULE 4

For detailed information, please read the CriCoRMTraining Course Handbook (pages 83-87).

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Health Crisis Communication Management

Modules1. Introduction to guidelines for crisis communication

2. Digital communication: specific guidelines for 2.0 channels

3. Stages in the management of health crisis communication

4. SpotAlert platform

5. Simulation exercise

6. Train the trainersSelect a new module above to proceed.

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MODULE 5 RESOURCESMODULE 6MODULE 4

MODULE 4:SPOTALERT PLATFORM

Now that you have finished the Module 4 – SpotAlert platform, we challenge you to explore ithere and make your registration, following the guidelines of the Training Course Handbook!

We hope you enjoy it!

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Health Crisis Communication Management

Modules1. Introduction to guidelines for crisis communication

2. Digital communication: specific guidelines for 2.0 channels

3. Stages in the management of health crisis communication

4. SpotAlert platform

5. Simulation exercise

6. Train the trainersSelect a new module above to proceed.

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RESOURCESMODULE 5

MODULE 5:SIMULATION EXERCISE

Welcome to the Module 5!

In module 5 we challenge you to test the StopAlert platform by simulating an exercise.

In this module you will be able to:

• Create Eyewitness;• Create Alerts;• Create Guidelines;• Make a comment to alerts and guidelines;• Manage comments.

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RESOURCESMODULE 6

Before get started

• Before get started with the simulation exercise you will need to accomplish the following steps:

o Registration on the StopAlert(section 4.1.2.Home Page – Menu Bar of the handbook, pages 78-79);

o Requesting permission to Publish(section 5 – Simulation exercise of the handbook, page 88);

o Login on the StopAlert platform(section 4.1.2.Home Page – Menu Bar of the handbook, pages 78-79);

o Changing/updating your personal information(section 4.5. My Menu, page 83)

MODULE 5

For detailed information, please read the CriCoRMTraining Course Handbook (pages 78, 79, 83 and 88).

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RESOURCESMODULE 6

Simulation exercise

• This simulation exercise is directly related to the module 4 – StopAlert platform and is structured in 6 steps:

o1st step: Create Eyewitness

o 2nd step: Create Alerts

o3rd step: Create Guidelines o

4th step: Make a comment o

5th step: Manage comments

o 6th step: Sign out and provide feedback

MODULE 5

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RESOURCESMODULE 6

1st step: Create Eyewitness

• Start by clicking in ‚Eye Witness‛button in the Menu bar;

MODULE 5

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1st step: Create EyewitnessMODULE 5

For detailed information, please read the CriCoRMTraining Course Handbook (page 89).

• Create/report 2 events related to health crisis topic, filling in the mandatory fields marked with an asterisk (title, description and language);

• The non-mandatory fields enable users to upload an image and select the affected countries with the reported event.

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2nd step: Create Alerts

• Go to ‚My Profile‛and select ‚Manage Eyewitnesses‛;

MODULE 5

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2nd step: Create Alerts

• In that page you will have access to a list of eye witnesses events created/reported by different stakeholders;

MODULE 5

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RESOURCESMODULE 6

2nd step: Create AlertsMODULE 5

• Select one of the eye witness events created/reported by you and transform it into an ALERT by clicking in ‚Alert‛button;

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2nd step: Create Alerts

• You can change any of these fields: title, description, affected countries, images;

• You can also fill in more information such as Event Risk, Event Type, Visibility (public or hidden), and Duration(either To or From date need to be filled in);

• The buttons Activate or Deactivate set the beginning and final date to the current day, correspondently, leaving theother date blank;

• In case the alert being created has associated a published guideline this guideline can be selected in the drop-down menu under Guidelines;

• Once the user has filled in all existing information about the alert he/she should click the Submit button.

MODULE 5

For detailed information, please read the CriCoRMTraining Course Handbook (pages 90-91).

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3rd step: Create Guidelines

• Go to ‚My Profile‛and select ‚Manage Eyewitnesses‛;

MODULE 5

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3rd step: Create Guidelines

• In that page you will have access to a list of eye witnesses events created/reported by different stakeholders;

MODULE 5

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3rd step: Create GuidelinesMODULE 5

• Select one of the eye witness events created/reported by you and transform it into a GUIDELINE by clicking in‚Guideline‛button;

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3rd step: Create Guidelines

• You can change any of these fields: title, description, affected countries, images;

• You can fill in more information such as Event Risk, Event Type, Visibility (public or hidden), and Duration (either To or From date need to be filled in);

• The buttons Activate or Deactivate set the beginning and final date to the current day, correspondently, leaving theother date blank;

• In case the guideline being created has associated a published alert this alert can be selected in the drop-down menu under Alerts.

• Once the user has filled in all existing information about the guideline he/she should click the Submit button.

MODULE 5

For detailed information, please read the CriCoRMTraining Course Handbook (page 91-93).

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4th step: Make a comment

• Go to ‚Home Page‛, select an alert or guideline and display it on the expanded view mode;

MODULE 5

• Add a comment to the selected alert or guideline (or both).

For detailed information, please read the CriCoRMTraining Course Handbook (page 93).

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5th step: Manage comments

• Go to ‚My Profile‛and select ‚Manage Comments‛;

MODULE 5

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5th step: Manage comments

• A list of comments to alerts and guidelines will appear, as follows:

MODULE 5

For detailed information, please read the CriCoRMTraining Course Handbook (page 94).

• Approve () or disapprove (x) comments to alerts and guidelines.

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RESOURCESMODULE 6MODULE 5

For detailed information, please read the CriCoRMTraining Course Handbook (page 94).

6th step: Sign out and provide feedback

• Sign out of the platform;

• Provide us your feedback related to the platform, by filling in the StopAlert – Feedback sheet available here.

• Once filled, please click "submit" at the end.

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Health Crisis Communication Management

Modules1. Introduction to guidelines for crisis communication

2. Digital communication: specific guidelines for 2.0 channels

3. Stages in the management of health crisis communication

4. SpotAlert platform

5. Simulation exercise

6. Train the trainersSelect a new module above to proceed.

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MODULE 6:TRAIN THE TRAINER

Welcome to the Module 6!

In this last module we will provide you some guidelines to train your crisis team to efficiently manage the health crisis communication.To accomplish this goal, we will focus on:

• Identification and diagnosis of the training needs;• Design and preparation of the training plan;• Implementation of the training plan.

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MODULE 6

6. Train the trainers• The training of the stakeholders and citizens is crucial for the preparation and management of the health crisis

communication;

• One of the responsibilities of the CCO is to guarantee the training and information provision to the other elements of the crisis team;

• The health professionals should be trained in order to:

o Work on the organization’s communication strategy, internally;

o Be internally prepared for facing the crisis by:

step up human resources;

improve internal coordination and information sharing,

optimizing uncertainty management;

work on their social media competence.

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MODULE 6

For detailed information, please read the CriCoRMTraining Course Handbook (page 94).

6. Train the trainers

• The question is How does an organization can train its crisis team?

• To answer to this question we will introduce you the three main aspects that should be taken into account when preparing and structuring training to your crisis team:

o Identification and diagnosis of the training needs;

o Design and preparation of the training plan;

o Implementation of the training plan.

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IDENTIFICATION AND DIAGNOSIS OF THE TRAINING NEEDS

Which is the basis to identify the training needs? Which approaches/strategies should the organization use?

MODULE 6:TRAIN THE TRAINER

‚the incidents on one continent can create a crisis an ocean way‛(Ulmer et al., 2011)

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DESIGN AND PREPARATION OF THE TRAINING PLANHow can the organization structure and design a training plan?

IMPLEMENTATION OF THE TRAINING PLANWhat the organization needs to know to implement the training plan?

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6.1. Identification and diagnosis of the training needs

• The first step to structure and design a training plan to the crisis team is the identification and diagnosis of the training needs;

• To do so, we will need:

o A framework to support the diagnosis of the training needs;

o Select the adequate approach/strategy to do the diagnosis of the training needs.

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1. Identification and diagnosis of the training needs

• The framework to support the diagnosis of the training needs is basically the identification of the competences that crisis team should have to manage properly the health crisis communication as follows:

Competences Unit Health Crisis Communication Management

Knowledge Know the concept of crisis communication;

Understand the difference between crisis communication and risk communication;

Characterize de crisis communication in the area of public area;

Identify the chances and limits of social media in the field of health crisis communication;

Understand the relevance of the health crisis communication;

Know and characterize the main elements in the management of health crisis communication;

Know and understand the potentialities and limits of the digital communication, namely of the 2.0 channels;

Know and characterize the different stages in the management of the health crisis communication.

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6.1. Identification and diagnosis of the training needsCompetences Unit Health Crisis Communication Management

Skills Design and develop a communication plan of the organization, including

a section related to the health crisis communication management;

Identify the main stakeholders of the crisis communication;

Structure and design messages, according to the features and stages of the

health crisis event;

Choose and select the tools and channels to be used in health crisis

communication, according to the specificities and stages of health crisis

event, its stakeholders and the messages to spread;

Use properly the content sharing tools/channels to ensure the health

crisis communication with the main stakeholders;

Use properly the content gathering tools/channels to ensure the health

crisis communication with the main stakeholders;

Use properly the content display and publishing tools/channels to ensure

the health crisis communication with the main stakeholders;

Use properly the geoweb tools/channels to ensure the health crisis

communication with the main stakeholders;

Use properly the social networks tools/channels to ensure the health crisis

communication with the main stakeholders;

Use properly the mobile media tools/channels to ensure the health crisis

communication with the main stakeholders;

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6.1. Identification and diagnosis of the training needs

Competences Unit Health Crisis Communication Management

Attitudes Work in team;

Be self-controlled;

Facilitate the interpersonal relationship with internal and external

interlocutors of the health crisis communication process, in order to develop a good level of collaboration and cooperation;

Have the initiative to incorporate the adequate measures to manage

properly the health crisis communication process;

Adapt to the evolution of the communication process (tools and

channels) and to the new technologies;

Invest in training, in general and in the health crisis communication

management, in particular.

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1. Identification and diagnosis of the training needs

• Besides the framework, the CCO needs to select an approach/strategy for the identification of the training needs of its team;

• There are several approaches/strategies that can be chosen and among them, is important to make a reference (and brief description) of the following ones:

Approaches/strategies Brief description

Survey Based on the competences identified above (table 12.), the CCO canstructure and design a survey to be filled in by each one of theelements of the crisis team. This survey must be clearly structured(according to the goal of the diagnosis, focusing on the mainknowledge, skills and attitudes identified to the crisis team, …) and theelements of the crisis team must be aware of its main goal (as well asof the health crisis communication plan).Once collected these surveys, the results must be organized, analyzedand discussed in order to identify the main training needs of the crisisteam, in the field of the health crisis communication management.

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6.1. Identification and diagnosis of the training needs

Approaches/strategies Brief description

Focus Group As an alternative or complement to the survey, the CCO can organizea focus group with the crisis team and make questions about theirperception, opinions, beliefs and experience towards the competencesto efficiently manage the health crisis communication in theirorganization. Questions are asked in an interactive group setting whereparticipants are free to talk with other group members.As well as the survey, the results from this focus group must beanalyzed and discussed, identifying the specific training needs of theteam in terms of competences to be developed, improved orconsolidated in the field of health crisis communication management.

Individual interviews Also as an alternative or complement to the survey or focus group, it ispossible to implement individual interviews to identify the individualtraining needs of each element of the crisis team. These interviewsshould be semi-structured and based on the competences identified inthe table 12. and the results must be compiled and analyzed to definethe training plan of all team.

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1. Identification and diagnosis of the training needs

• The process of identification and diagnosis of training needs is briefly introduced in the figure below:

For detailed information, please read the CriCoRMTraining Course Handbook (pages 96-99).

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For detailed information, please read the CriCoRMTraining Course Handbook (page 99).

2. Design and preparation of the training plan

• Once identified the training needs of the crisis team, is possible to design a specific training plan to the crisis team;

• Training plan is basically the identification/definition of goals, learning outcomes, training structure, methodologies and resources to be used and assessment of the learning process:

Training Plan Brief description

Goals Identification of the main objectives of the training.

Learning outcomes Identification of the knowledge, skills and/or attitudes to be acquired or improved by the team: “at the end of the training they will be able to...”

Structure Identification of modules, its objectives, contents and lessons.

Methodologies Identification of the training methodologies which will be implemented:

Affirmative: expositive and/or demonstrative;

Interrogative: deductive and/or interrogative;

Active: projects’ development, research, case studies, simulations, team work, brainstorming, among others.

Resources Identification and development of the pedagogical and didactic supports, materials and equipment necessary for the development of the training.

Assessment Identification of the main supports to be used for the assessment of thelearning process and, in case of need, development of the supportdocuments.

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3. Implementation of the training plan

• The previous steps (diagnosis of the training needs and designing of the training needs) are strategic to the success of this implementation, once allows to:

o Involve the crisis team at an early stage of the training;

o Structure and design the training needs according to the competences framework and to the training needsof the team.

• It is important to implement a training very focused on problem solving, improving the team’s skillsto manage information, communicate and establish long-term relationships with the main stakeholdersof the health crisis communication.

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6.3. Implementation of the training plan

• The active methodologies, such as simulations, role-playing and case studies are quite important, as well the interaction between the team among the training;

• At the end of the training, the CCO should understand:

o the impact of the training on the development and consolidation of the competences of the team;

o if the structure, methodologies and resources of the training were adequate to the goals, contents and the team involved.

For detailed information, please read the CriCoRMTraining Course Handbook (page 99).

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RESOURCES

HEALTH CRISIS COMMUNICATION MANAGEMENT - HANDBOOKTraining handbook to complement the powerpoint presentation. Besides theadditional information to the topics introduced in the presentation it is alsoavailable references to other documents and supports.

CRICORM WEBSITEWebsite of the project which introduces its main goals, partners, activities and results.

RESOURCES