in advance an effective
plan for managing the flow of information during a volcanic
crisis.
The names, contact details (telephone, fax and email - at home
and at work) and individual responsibilities of the EMC should
be known by all committee members. The EMC should meet regularly,
even at times of no emergency, to establish close working relations
and a shared appreciation of group tasks during a crisis.
Disseminating emergency information is a fulltime occupation.
During a crisis, the EMC itself will be too busy to pursue this
task directly. Through an information liaison officer, the EMC
should delegate responsibility for disseminating information
to a dedicated information team. Ideally, this team will consist
of people that understand how the government works and are respected
and trusted by the public and the media. Candidates with good
communication skills are frequently found amongst those with
experience as teachers, journalists and media presenters, religious
leaders and senior members of government departments. The information
team should provide dedicated liaison officers to work closely
with the scientists and the media.
Experience shows that a 'cascade' structure provides for the
most effective flow of information. Within this structure, the
information team informs a small number of key contacts who,
in turn pass information to their colleagues and other contacts.
In this way, information spreads rapidly, even though the information
team spends only a small amount of time alerting their key contacts.
Accordingly, a crisis information plan must incorporate a database
of the key contacts to alert in case of emergency. This should
include reserve names in case the primary contacts are unavailable.
The information team should be based at a safe distance from
the volcano and within range of the EMC. To avoid unwanted media
intrusion at the EMC, it is probably best that the two are lodged
in separate buildings. The location of the information team
should be public knowledge.
Warning messages need to be related to a preestablished
system of alert levels and should
describe both the level of alarm and the required |
response (see Appendix 5.6 for example).
Messages must be clear and unambiguous and
phrased so as to avoid causing panic or
engendering a false sense of security. Be simple,
be colloquial, but don't be patronizing. It is
crucial to use the style of language appropriate
to the group being addressed.
Make use of locally respected leaders, such as mayors, teachers
and religious representatives, to spread and reinforce warning
messages. Relief agencies may also prove to be useful allies
in ensuring effective communication with the public.
Keep the text of messages short, simple, and straightforward.
Include the level of alarm, a description of the expected hazard(s)
and instructions about how to respond. Use of graphics (e.g.
to show evacuation routes) can be particularly effective.
Release information regularly - even if no change in alert level
is to be flagged. A paucity of information can promote unease
while frequent updates present an image of awareness, understanding
and control.
Ensure the consistency of warning issued via different media
(radio, the press, disseminated literature etc.).
Make arrangements to ensure that warnings also reach expatriate
communities abroad, who are likely to have friends and family
under threat.
To maximize impact and avoid over-exposure, reserve scientists
and politicians of senior status for the delivery of warnings
only when a major response is required.
Use e-mail and dedicated websites as well as traditional methods
of communication.
AVOID difficult concepts and jargon.
DO NOT ignore public concerns.
DO NOT exclude minorities. Disseminate the
message in all appropriate languages and dialects, with consideration
for those with poor literacy or who are visually or aurally
impaired. |
|
Download manual
