Issue regular press releases and hold frequent press conferences.
The timing of releases and conferences should be determined
at an early stage in the crisis and widely circulated. Under
normal circumstances, press releases should be issued at the
start and end of the day, with a daily press conference - perhaps
during the middle of the day - to allow journalists time to
formulate their questions in response to the morning release.
Provision of material early in the day is particularly important
as it will provide the media with items for their 'news of the
day' and place journalists under less pressure to hunt for material
from unofficial and less informed sources. During periods of
elevated activity, after an actual eruption, or following an
unusual event, such as a series of notable earth tremors, additional
releases and conferences should be arranged.
Even if nothing has happened in the preceding 24 hours, maintain
the timetabled programme of releases and conferences. With respect
to the latter, such circumstances could be used to provide opportunities
for thematic press conferences, providing journalists with additional
information on certain aspects of the crisis - such as the mechanics
of the alert system or the state-of-the-art with regard to eruption
forecasting. Scientists and other appropriate experts should
be utilized at such times.
Meet regularly with the monitoring scientists in order to ensure
that your message is concordant with their view. Always have
a representative from the monitoring team at press conferences.
This allows journalists to acquire first-hand information and
reduces suspicion of with-holding of information.
Organise visits for registered media representatives to the
volcano observatory and into any exclusion zone - when conditions
are deemed safe by the monitoring scientists. Stress to journalists
that unaccompanied visits into an exclusion zone are prohibited.
Monitor the media output as much as is feasible. Do not ignore
inaccurate or malicious reporting, but insist on clarifying
the situation as soon as possible. This is critical if rumour
and innuendo are to be cut short.
Use press conferences - or specially arranged discussion meetings
- to ask journalists for their opinions on how the crisis is
being managed and |
their impressions about public reaction.
Having probably interviewed many individuals across the social
range, journalists may be able to provide valuable insights
into the public's perception of the crisis and how it is being
managed.
NEVER say 'no comment' or 'we have nothing
to say'. If a situation has not changed since the previous press
conference, then say this clearly. If the crisis is escalating,
explain how the situation has changed and the course of action
being taken to address the change.
NEVER make any comment 'off the record'.
NEVER selectively give out information.
NEVER give out contradictory messages.
NEVER with-hold information 'in the public
interest'. Experience has shown that: (a) such a policy rarely
is in the public interest, and (b) the relevant information
is almost always leaked, thereby engendering immediate alienation
of the press corps.
NEVER underestimate or patronize the media.
Effective management of a volcanic crisis depends crucially
upon accurate foresight and adequate preparedness. To this end:
Ensure that a comprehensive disaster management structure forms
part of development planning.
Compile a comprehensive checklist of all the steps to be taken
as a crisis develops.
Clearly define the duties and responsibilities of key actors
and groups.
Earmark a single physical base for the management of a future
crisis and build an inventory of the equipment, facilities,
and services that will be required, including adequate phone
lines and other means of communication.
Make sure that a volcanic emergency plan is developed and regularly
updated, and made |
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