Download Guidance Document: Emergency and Risk Communication

Guidance Document: Emergency and Risk Communication
July 16, 2013
Table of Contents
INTRODUCTION ............................................................................................................................................. 3
I.
Executive Summary ........................................................................................................................... 3
II.
Purpose ............................................................................................................................................. 4
III. Definitions/Acronyms........................................................................................................................ 4
BACKGROUND ............................................................................................................................................... 5
IV. Healthcare Sector: Clinics ................................................................................................................. 5
V.
Emergency and Disaster Communication ......................................................................................... 5
VI. Clinic Communication Pathways ........................................................................................................ 7
VII. Communication Tools ........................................................................................................................ 8
Landline telephones .................................................................................................................... 8
Cellular telephones ..................................................................................................................... 8
HAM Radios ................................................................................................................................. 9
Two-way Radios .......................................................................................................................... 9
E-mail .......................................................................................................................................... 9
Fax ............................................................................................................................................... 9
Mass Notification System.......................................................................................................... 10
Website ..................................................................................................................................... 10
Social Media .............................................................................................................................. 10
VIII. Communication Tool Matrix ........................................................................................................... 11
IX. Triggers ............................................................................................................................................ 13
X.
Communication Activation Based on Facility Impact ..................................................................... 13
CONCEPT OF OPERATIONS.......................................................................................................................... 15
XI. Roles, Responsibilities and Activation ............................................................................................. 15
Crisis Communication Team...................................................................................................... 15
XII. Internal Communication ................................................................................................................ 16
XIII. Communication with Patients ........................................................................................................ 17
XIV. Communication with External Agencies ........................................................................................ 17
Emergency Medical Services Agency (EMS) & CCALAC............................................................ 18
XV.
Communication with Community ................................................................................................. 19
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Guidance Document: Emergency and Risk Communication
July 16, 2013
Special Populations ................................................................................................................. 19
XVI. Communications with Media ........................................................................................................ 20
Message Development ............................................................................................................ 21
MAINTENANACE AND TESTING................................................................................................................... 22
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Guidance Document: Emergency and Risk Communication
July 16, 2013
INTRODUCTION
I.
Executive Summary
Communication during the lifecycle of a disaster or emergency situation is always identified as a
challenge. Countless disasters have shown us how our everyday communication efforts can fail and that
there is need for alternate communication methods and plans in the aftermath of a disaster or
emergency. During a disaster, it is imperative that information is communicated to those who need it. .
There also need to be redundant pathways and multiple tools for communication. Communication is
essential in emergencies and disasters and should be a main component in every emergency plan.
Information is a commodity during the initial stages of disaster and is as important as food, water and
shelter. The process of gathering, interpreting, and disseminating information is essential to effective
communication in an emergency and disaster situation and should be incorporated in your clinic’s
emergency and risk communication plan. Effective communication in disaster and emergency response
can help:





Reduce and/or eliminate mistakes and ineffectiveness in response and recovery efforts.
Enhance trust and faith in an organization with its staff, stakeholders and the community it
serves.
Ensure recovery and continuity of operations.
Protect an organization’s reputation
Save time and money in the recovery phase.
Communicating before, during and after a crisis is important – not only when working with the media,
but also with employees, family members and company stakeholders. Clinics are often important
conduits of health information for the communities they serve. Patients, staff, and community members
may look to the clinic for answers to their questions about an emergency situation.
An effective emergency and risk communications plan should provide the following: (1) Capability to
support essential functions of the clinic and maintain operation requirements; (2) Ability to
communicate with other organizations, emergency personnel, the public; (3) Ability to communicate
with staff, management and patients; (4) Redundant communication methods and pathways when
receiving and disseminating information; (5) Vertical and horizontal communication - gathering
information and disseminating information.
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Guidance Document: Emergency and Risk Communication
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II.
Purpose
The Emergency and Risk Communication Guidance Document provides a framework that strengthens
the ability of Los Angeles Community Clinics to provide timely and accurate emergency-related
information. Effective communication will facilitate coordination, response and preserve business
continuity and sustainability of patient care in the face of disaster. Communications during an
emergency are crucial. Natural and human-made disasters have demonstrated the need for an effective
communication plan that encompasses internal (staff, clinicians etc.), external (agencies, CCALAC,
vendors etc.) and patient/community communication pathways. The development of an emergency and
risk communication plan will increase the ability of clinics to provide information in a timely manner to
staff, patients, external organizations, media and the community.
III.
Definitions/Acronyms
Communication
The effective sending and receiving of information. Ideally, the information
received should match the information sent. It is the responsibility of the
sender to ensure this takes place.
Emergency and
Risk
Communication
The process of providing concise, comprehensive, credible information, as
needed to make effective decision regarding risks and during an emergency
situation.
Interoperable
Able to communicate with and across agencies and jurisdictions.
Redundant
Pathways
Able to use alternate communication methods when primary systems go out.
Situational
Intelligence
The process of gathering information, interpreting data and informing others.
Vertical
Communication
Horizontal
Communication
Information is communicated between equals in an organization and equal
external organizations (ex. Other community clinics).
Advisory
Warnings/advice for potential or future events such as heat wave, pandemic,
or drought.
Alert
Provide knowledge and awareness regarding an event that has occurred or is
in the process of occurring. Examples: active shooter, earthquake, or explosion.
Update
Further information about the emergency or disaster situation that has
occurred.
LA EMS Agency: Los Angeles County Emergency Medical Services Agency
CCALAC: Community Clinic Association of Los Angeles County
MAC: Medical Alert Center
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Guidance Document: Emergency and Risk Communication
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BACKGROUND
IV.
Healthcare Sector: Clinics
Clinics represent a mix of public and private entities that provide necessary services for the uninsured
and medically underserved populations. These clinics provide services to a specific population that will
be the most vulnerable during an emergency or disaster setting. Clinics are often important conduits of
health information for the communities they serve. Patients, staff, and community members may look
the clinic for answers to their questions about an emergency situation.
V.
Emergency and Disaster Communication
During an emergency or disaster situation, information is crucial in response and recovery; ineffective
communication can cause rumors and irrational fears for staff, patients, and stakeholders.
Communication is needed to provide situational intelligence, resource requests, patient tracking,
information to the staff, and information to patients and the community. The success of operations
during a disaster or emergency situation depends on the availability and redundancy of critical
communications systems to support connectivity to internal and external organizations, other
departments, and the public.
Effective communication during an emergency or disaster situation is dependent on receiving and
disseminating information to impacted
audiences. This process includes the gathering of
Gathering
information, which can be from CCALAC, EMS
Information
Agency, local news, social media and much more.
When faced with a disaster having a complete set
or credible information is essential in the
decision making process. Without a clear
picture, misinformation and misunderstand can
arise and create a gap in understanding and
Informing
Interpreting
resulting in confusion that can hinder initial
Others
Information
response and decision making.
Once information is gathered it needs to be
interpreted so that you can understand how the information directly affects your organization and the
patients and community it serves. Interpretation of information is essential in the decision-making
process for an organization. Once decisions about actions to be taken have been made, then it is vital to
inform others, which can include but are not limited to staff and patients. This process of information
gathering, interpretation and dissemination is essential to effective communication in an emergency
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Guidance Document: Emergency and Risk Communication
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and disaster situation and should be incorporated in your clinic’s emergency and risk communication
plan.
An effective emergency and risk communication plan should provide the following:
1.
2.
3.
4.
Capability to support essential functions of the clinic and maintain operation requirements.
Ability to communicate with other organizations, emergency personnel, the public, staff,
management and patients.
Redundant communication tools and pathways when receiving and disseminating
information.
Vertical and horizontal communication - gathering information and disseminating
information.
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Guidance Document: Emergency and Risk Communication
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VI.
Clinic Communication Pathways
An emergency and risk communication plan should delineate the pathways and audiences that the
clinics will receive information from and disseminate information to during an emergency or disaster
situation. During a disaster or emergency there will be need to communicate with several different
audiences, which will vary depending upon the situation.
Primary communication should be with those that are most affected by the event or are involved in
response and will need information that enables them to take immediate action. Primary
communication audiences might be staff and/or patients. Individuals and organizations that are not
immediately affected by the event but will need information about the event to help with response
efforts; examples include: local police and fire department, vendors, EMS. Finally, you will want to
communicate with individuals that may or may not be affected by the event but will still need
information that will reassure and enable them to plan their own safety and make informed decisions;
examples include: local community and media.
Achieving effective communication with all of your audiences during the lifecycle of a disaster depends
on selecting the best methods of communication that will reach them. Remember that not every
emergency or disaster will require the same level of communication or need of resources.
Internal
Media
Patients
CLINICS
External
Agencies
Community
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Guidance Document: Emergency and Risk Communication
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VII.
Communication Tools
The method of communication during an emergency or disaster situation will vary depending on:





Equipment
Reliability and timeliness
Severity of disaster
Location
What is being communicated
In face of an emergency or disaster, normal communication systems are likely to be unavailable and
alternative communication systems may have to be used in initial hours of response. Information is a
commodity during a disaster lifecycle and is as important as food, water and shelter. During a disaster or
emergency situation people process and respond to information differently than they would during
normal day-to-day life. Because of this message construction, and the communication tools are
important to consider.
When we are deciding what communication tools to use we need to ask:
•
Which tools are most appropriate for our message?
•
Which tools will the target audience find credible AND accessible?
•
Which tools and how many tools are feasible, considering schedule and budget?
This next section examines common communication tools and how they can be utilized in an emergency
and risk communication plan.
Landline telephones
When functioning, the telephone system may be used to by the clinics to communicate with staff,
CCALAC, patients, emergency response agencies, and the local media. The telephone system is used for
voice communications, fax transmissions, and text pager activation. A call center or phone bank allows
for two-way interaction with a variety of audiences, providing a mechanism that enables quick and
effective answering of questions. If you decide to use a call center, phone bank or other landline
method, remember to have staff and/or volunteers to take the calls and provide them with information
that that you wish to communicate.
Cellular telephones
Making call can be unreliable in a large incident, but text messaging can be an efficient and effective way
to receive and send information in an emergency or disaster situation. Mobile texting of SMS technology
can be used for individual messages or group messages on mobile phones. Clinics can use text messages
to send alerts and instructions to staff regarding emergencies affecting the clinic and/or surrounding
areas. Keep in mind that a single text message is restricted to 160 characters. Text messaging can also be
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Guidance Document: Emergency and Risk Communication
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used by clinics to check in on staff after a disaster or emergency. You can text R U OK? to staff and they
can respond I AM OK . This simple text message can help organizations know the
impact of the disaster on the staff members. If your clinic decides to
use this as a communication tool you will need to make sure that
multiple copies of staff cell phone numbers are available. Your
organization will need to inform the staff of this communication tool and have trainings to
practice its use. As always, it is important to use other communication tools when in an
emergency or disaster situation.
HAM Radios
An Amateur Radio System or HAM Radio is an emergency supplement to primary telephone and radio
communications. Amateur radio network currently provides emergency communications for public
agencies and hospitals under situations when primary communication systems and infrastructure are
diminished.
Two-way Radios
Two-way radio provides short range communication ability that can be used in the clinics for internal
communications during emergency situations and the everyday work place. A two-way radio can be an
alternative form of communication when your main communication tools are down and can be effective
for internal communication with staff. For example, during a disaster or emergency situation a two-way
radio can be utilized for triage efforts and for communication with your Clinic Operations Center. If you
decide to incorporate two-way radios into your emergency and communication plan you will want to
consider the following: (1) Channels: know which channel your clinic will be using, have the radios tuned
to it, and have a backup channel; (2) Testing: know where the radios are located, how to use them and
incorporate them into emergency drills and communication tests; and (3) Batteries: a radio is useless
without batteries, so you will need to have extra batteries and/or rechargeable batteries.
E-mail
An e-mail provides a quick and easy way to send short messages and attach documents such as situation
reports, resource requests, and other documents. The creation of a generic email address specifically for
use during disaster response to send and receive emergency messages can be beneficial. This provides
one place for information and does not crowd regular work email addresses. For example, CCALAC has
created a generic email address([email protected]) which will be its main email address
during an emergency or disaster situation. If you decide to create a generic email address you will need
to inform staff and agencies that you communicate with. Also, you will want to have the password and
login information listed and updated on a regular basis.
Fax
Fax may be used to communicate information to external organizations, such as the Medical Alert
Center, for emergency and non-emergency communications. This will be a good option if your internet
is down but you still have landline service.
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Guidance Document: Emergency and Risk Communication
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Mass Notification System
Mass notification systems are a means of rapid notification over a variety of communication channels..
Everbridge is one of many mass notification systems which can be used to alert staff when a disaster or
emergency situation occurs. For whatever mass notification system your organization uses, make sure
that your staff knows about it and understands how to use it. Consider creating pre-recorded messages
or written generic messages that just need to be filled in with the situation to save time. Also, you will
want to have multiple individuals that know how to send messages on your mass notification system.
Website
In an emergency, a website homepage can carry an appropriate, brief message on the status of the clinic
(open/closed, hours, services available, hotline number etc.) that can provide information to the
surrounding community. Using your home webpage is a low-cost, easy way to provide information to a
large group of people. Though websites can be quick and easy to update, you will need to plan on having
instructions on how to edit your clinic’s webpage. Another option is having a ‘dark page’ which you can
create beforehand with a message template. Then, when a disaster or emergency situation occurs, you
can then easily fill in the information about the incident and make the webpage available.
Social Media
Social media platforms have a growing role in emergency response and are an easy way to provide upto-the-minute information to a large amount of people. It enables two-way communication with
impacted groups and offers the opportunities to develop long-term relationships with the public. Social
media platforms like Twitter, Facebook, forums and wikis also help increase the quantity of information
throughout the lifecycle of a crisis.
Social media can be an indispensable platform for communicating information before, during, and after
an emergency or disaster situation, and provides organizations the ability to post real-time status
updates. Social media is user friendly, searchable, a stable platform, and allows the easy dissemination
of information to a wide variety of audiences. In an emergency or disaster situation, social media can be
used to provide information and instructions to staff, patients and the community as well as direct those
in search of information to other resources.
Facebook and Twitter are the most prominent social media platforms at this point in time and this
following section will explore what these very different platforms are and how they can be used.
Twitter
Twitter is considered a micro-blogging service that allows individuals to send and receive messages (140
character limit) from cell phone, email, SMS and the Twitter website. The use of key words or hash tags
(# before a phrase or word) makes it possible for users to search for messages that relate to a specific
topic. You can also ‘Follow’ an individual or organization, and have ‘Followers’, on Twitter which allows
you to receive and post updates that are made in real time.
Tips for Twitter:
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Guidance Document: Emergency and Risk Communication
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




Follow partner agencies, organizations, and the media, as well as community influences and
leaders; they may in turn follow you with can make it easier to disseminate information quickly.
Keep information short and to the point and post information that is relevant, timely and
actionable.
Maintain awareness of what is being said by setting up searches to keep track of information
shared about your agency.
Determine a schedule and frequency for posting and during an emergency or disaster, and be
sure to include when the next update will be posted.
Include a link to your Twitter account on your website so community members and patients
know about it and follow you.
 FEMA Standard Operating Procedures for Twitter, found in Policies section of Appendix
Facebook
Social networking sites like Facebook can be used as an additional resource to disseminate emergency
information to the public. Facebook, as of March 31, 2013, has 1.11 billion monthly active users and
caters to individual profiles and organizations that have designed special profile. Facebook offers more
space than Twitter for posting and posts can be a maximum of 420 characters plus a link. Facebook also
allows text chat, pictures, video and integration with other social media sites.
Tips for Facebook:





CDC recommends that Facebook posts be a maximum of 250 characters so they can be viewed
completely in the newsfeed
Can be used to post links to resources that audiences may find helpful
Determine a schedule and frequency for posting and during an emergency or disaster and be
sure to include when the next update will be posted
“Like” and/or “Friend” individuals, organizations, media and community influences and leaders;
they may in turn “Like” and/or “Friend” you back, making it easier to disseminate information
Include a link to your Facebook page on your website so community members and patients
know about it and “Like” your organization
 FEMA Standard Operating Procedures for Facebook, found in Policies section of Appendix
Don’t wait for a disaster to develop a social media presence; start using social media platforms now to
create a presence on the platform(s) you choose.
VIII. Communication Tool Matrix
This Communication Tool Matrix shows a variety of communication tools and how they can be utilized
during an emergency or disaster. Many of the tools can be used to communicate with multiple
audiences.
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Guidance Document: Emergency and Risk Communication
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INTERNAL
PATIENTS
EXTERNAL
Landline Phones
Cell Phones
HAM Radio
Two-Way Radio
Email
Fax
Mass Notification
System
Website
Social Media
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COMMUNITY
MEDIA
Guidance Document: Emergency and Risk Communication
July 16, 2013
IX.
Triggers
Pre-Planned Event: An event such as a sporting event, concert, marathon, or any event where there will
be a large gathering of people; can also be at an event that is being put on by the facility or clinic (ex.
Sidewalk CPR ).
Slow-Onset Event: An event that takes a long time to produce emergency conditions. Examples include:
drought, heat wave, and novel influenza.
Single Facility Event : A single facility event, normally an internal, such as a power outage, fire, or
chemical exposure.
Regional/Jurisdictional Event (2+ facilities affected): City or multiple clinics within the same region are
impacted by a disaster or emergency event. Ex. Hazardous materials/ chemical spill, power outage, fire,
or small earthquake.
Operational Area: A disaster or emergency situation that impacts the Los Angeles County Operational
Area, resources and support are needed from outside the operational area. Examples include: a large
scale earthquake, terrorist attack, or hazardous materials/chemical spill.
Catastrophic Event: Any natural disaster, act of terrorism, or other man-made disaster that results in
extraordinary levels of casualties, damage, or disruption severely affecting the population,
infrastructure, environment, economy, national morale or government functions in an area. Examples
include: a large scale earthquake, terrorist attack, or hazardous materials/chemical spill
X.
Communication Activation Based on Facility Impact
The following matrix incorporates the status of the clinic as identified in the situation report and how it
relates to the triggers, communication characteristics, procedures, and audiences you may
communicate with during an emergency or disaster. The triggers, which are listed above, will be
different for every organization as will the procedures that are used to communicate. Whom you
communicate with will vary depending on the incident. This matrix provides you with guidance in
developing your organization’s activation. There is a blank matrix which can be found in the Appendix
and should be used while you develop your Emergency and Risk Communication Plan.
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Guidance Document: Emergency and Risk Communication
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Characteristics
Triggers
Normal Operation


Pre-Planned Event
Slow-Onset

Normal day-to-day
communication

Arrange testing and
practice of
communication plan
and equipment
Provide advisory
messages to identified
audiences
Modified Service
Limited Service



Single Facility Event
Pre-Planned Event
Slow-Onset



Single Facility Event
Regional/ Jurisdictional
Event

Incident attracts little
or no attention
Public and/or media
are virtually unaware
of crisis

Growing demand for
more information
Public is aware of the
situation but it is
attracting little
attention

Monitor media and
incoming information
Provide advisory
and/or alert messages
to identified audiences
Contact needed
external organizations

Provide alert and
update messages to
patients & staff
Contact external
organizations as
needed
Talk with media if
needed





Audiences
Procedures

Under Control





Regional/Jurisdictional
Event
Incident causes
growing need for
information to
partners, staff, and
patients
Provide alert and
update messages to
identified audiences
Contact external
organizations
Talk with media if
needed
No Service


Operational Area Event
Catastrophic Event

Immediate and urgent
need for information to
be disseminated to all
audiences
Broadcast and print
media may appear on
site for live coverage





Provide alert and
update messages to
identified audiences
Contact external
organizations
Talk with media if
needed
Communicate with
local community
Staff, Patients, External Organizations/Partners, Community, Media*
*Every incident will require communication with different audiences
Normal Operations: Day-to-day operations.
Modified Service: Requires assistance from
external agencies and partners regarding resources.
Under Control: Incident is being managed using
local resources, no assistance required.
Limited Service: Requires assistance, clinic is
operating but providing services as resources allow.
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No Service: Clinic is currently not open or providing
services.
Guidance Document: Emergency and Risk Communication
July 16, 2013
CONCEPT OF OPERATIONS
The concept of operations describes strategy behind developing an emergency and risk communication
plan for a clinic facility.
XI.
Roles, Responsibilities and Activation
To start off the planning process, review existing communication policies your clinic has developed.
These include, but are not limited to, internal communication policies, media and social media usage
policies, and any existing emergency communication plans. Everyday communication policies can be
tailored to fit emergency and risk communication planning.
 Examples of communication polices can be found in the Policies section of the Appendix
Identify communication tools you use on a daily basis, such as phone and email, and incorporate them
into your communication plan. Also, you will want to identify which communication tools you will use in
your emergency and communication plan, the audiences you will target with them, and list the
communication tools in descending order. For example, if you plan on using email as a main means of
communicating your staff, have a redundant communication tool available (such as text messaging) in
case email is unavailable during the disaster. While identifying the communication tools your
organization uses, include information on service providers or maintenance and who you should contact
if the tool stops working.
Crisis Communication Team
Your organization may want to establish a Crisis Communication Team which will be composed of a
variety of individuals involved in the Emergency and Risk Communication Plan. The Crisis
Communication Team Worksheet, found in the Appendix, can be used to when setting up your team.
Lists roles, who will fill those roles, and how to contact them if the team needs to be activated. You can
use what you like from the worksheet and scale it to your organization. In some cases a Public
Information Officer may be doing much of this work but it is good to have others involved if the PIO is
unavailable or the incident requires more individuals to be involved in the communication process.
Establishing a Crisis Communication Team focuses on:
1. Who is the Public Information Officer? And who are the authorized spokespersons?
2. Authorization of Messages: Who will authorize messages that are being given to media, social
media, patients, community etc.?
3. Subject Matter Experts: Do you have or need subject matter experts regarding utilities, public
health, water quality? These could be vendors/other agencies that you contact to help you in
these specific areas.
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4. Specific responsibilities: Who will be responsible for Everbridge, Reddinet, media, rumor control
etc.?
 Crisis Communication Team Worksheet- Appendix: Staff Coordination
Your organization will want to consider the different accounts you may have, who has access to them,
and access information. During an emergency or disaster your organization may need the access
information (ie. Username and login) for Pay Pal, Dropbox, remote login for Outlook, Facebook, and
your clinic’s website. You can use the Administrator Access Information Worksheet found in the
Appendix to get you started on listing your organizations important accounts. Record all Administrative
Access Information to important accounts and store them in hard and electronic copies.
 Administrative Access Information- Appendix: Staff Coordination
Finally, you will want to integrate your Emergency and Risk Communication plan into existing emergency
plans. All emergency plans have a communications component and you can use this guidance document
to guide you in improving the communication processes in other emergency plans.
XII.
Internal Communication
Communication with staff after a disaster or emergency is essential to business continuity and
sustainable patient care. Your organization’s emergency and risk communication plan should include
redundant communication tools for contacting staff and administrators during the lifecycle of a disaster.
Communication should be a main priority after a disaster or emergency. Messages and multiple forms of
communication should be used to communicative vital information about the disaster to the staff.
A Staff Contact List (template included in the Appendix), including name, email address, office, home,
and cell phone numbers, pager, and emergency contact can be used to contact staff during the
emergency or disaster. This list will provide you with multiple ways to contact staff and you can decide
the order of priority that works best for your organization. There should be multiple copies of the Staff
Contact List in hard and electronic copies. More than one person should know where the copies are and
they should be updated at least once a year.
 Staff Contact List can be found in the Staff Coordination section of the Appendix
 Emergency Phone/Text Tree can be found in the Staff Coordination section of the Appendix
Internal communication can occur in a variety of ways including, but not limited to: phone, email, and
mass notification system such as Everbridge. As an organization you will need to identify the primary
communication tool you will use when contacting staff during an emergency or disaster situation.
Redundant communication tools should also be used to contact staff such as using Everbridge and
starting a text or phone tree. This redundancy will ensure that staff will be contacted during disaster and
can provide administration the ability to know the status of their staff.
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During or after an emergency your staff will want to know:
1. What is happening: Include the information you know (who, what, when, where)
2. Instructions: Do they need to come into the clinic? When the clinic will be open, hours, services
etc.
3. Time of next communication: Schedule regular updates and inform staff of changes
You will want to consider the factors listed above when constructing messages for your staff. Generic
messages can be created ahead of time which can save time when sending out messages. The Rapid
Messaging Tool, which can be found in the Appendix: Draft Messages, has messages developed for over
35 different hazards which can be tailored to fit the organization.
 Rapid Messaging Tool- Appendix: Draft Messages
XIII. Communication with Patients
During the lifecycle of a disaster or emergency you will want to inform patients of the situation, actions
the clinic is taking and actions that patients should take. First, identify the communication tools you
currently use with patients and how they can be utilized during a disaster or emergency. If you use
landline phones as your main method of communication, you could send out automated messages to
patients that inform them of the incident and the services the clinic is able to provide. The organization
website or social media could be used to inform patients of the information about the incident, actions
patients can take, and services the clinic is providing. If your organization lacks the staff to make phone
calls or you have to close the clinic after a disaster or emergency, you might consider a pre-recorded
message on the phone line as a way to provide patients with information.
The Rapid Messaging Tool can be used to provide patients with pre-drafted messages for 35 different
hazards you can use these messages with a variety of communication tools such as recorded phone
message, website, email, social media etc.
 Rapid Messaging Tool- Appendix: Draft Messages
XIV. Communication with External Agencies
Communication and collaboration will need to occur with a number of partners, agencies and
organizations including CCALAC, local hospitals, Emergency Medical Services Agency (EMS), and local
Emergency Operations Centers (EOCs). Other response partners may include local fire/police agencies,
American Red Cross, utility companies, and neighboring Public Health Departments. Relationship with
partner organization should be developed in advance of an emergency or disaster and be included in
your communication plan and should represent a strategic means for how your organization would
respond in an emergency.
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Creating a Contact Phone Book, such as the one found in the Appendix, is beneficial because it provides
all your organization’s important contacts. The phone book includes contact information for primary
contacts like CCALAC, EMS Agency, and Medical Alert Center, health and emergency organizations,
community organizations, and also a utilities and vendors
Important Contacts:
section which can be filled in by your organization. Your
organization can include contacts that are specific to your
Emergency Medical Services Agency
location and other partners and/or vendors you may have.
 An already filled in Contact Phone Book can
be found in the Appendix
Your organization will want to create policies and
procedures for communicating with external agencies and
partners during a disaster or emergency. Some organizations
may already have policies developed regarding “just in time”
resource requests which you will want to incorporate into
your emergency and risk communication plan.
The Liaison Officer will have an important role in the contact
of external agencies and will have the responsibility of
coordinating with local government and requesting
assistance from other organizations.
 Fax: (526) 944-5248
 Email:
[email protected]
Medical Alert Center (MAC)
 Phone: (866) 940-4401
 Fax: (562) 906-4300
CCALAC
 Phone: (213) 201-6500
 Fax: (213) 553-9324
 Email: [email protected]
 Liaison Job Action Sheet- Appendix: Job Action Sheets
Emergency Medical Services Agency (EMS) & CCALAC
EMS and CCALAC will be your main contacts during disaster response and should be written into your
plan, incorporating: when and how you will communicate and what forms are needed to ensure
effective communication and request of resources. CCALAC acts as a redundant communication
pathway during the disaster response and recovery phase of the disaster or emergency.
The Rapid Emergency Digital Data Information Network, commonly known as ReddiNet, facilitates
information exchange from capacity for mass casualty incidents, Assessment Polls to obtain critical
information, and messaging. Clinics can utilize ReddiNet through a weekly test at 9:30am on Wednesday
as well as sending Resource Requests and Situation Reports when an incident occurs.
 ReddiNet Quick Start Guide- Appendix: Staff Coordination
Situation Reports should be sent to EMS and CCALAC when a disaster or emergency occurs; this
increases the situational awareness and informs EMS and CCALAC of the situation. External agencies
cannot help if they do not know there is a problem; sending a situation report is the first step in the
communication process. On the situation report you will also need to list your four letter code: starting
with C(XXX), this code is organization specific and will be a way for EMS to identify your organization.
 Situation Report – Appendix- Forms
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Once you have exhausted your organization’s normal vendors you will send a Resource Request to LA
EMS Agency through email, fax or ReddiNet. You will also send this resource request to CCALAC at
[email protected] . CCALAC is a redundant process in the resource requesting process. You
must list your clinic organization’s four letter code (C(XXX)) on this form as well.
 Resource Request From and Instructions can be found in Appendix: Forms
 Specific Organization Clinic Codes can be found in Appendix- Forms
XV.
Communication with Community
During a disaster or emergency incident, the local community has the right to know what is happening,
the risks they may face, measures they can take to protect themselves, and where they can receive
assistance.
Messages to the local community should include:
1.
2.
3.
4.
Actions that should be taken
Actions that should not be taken
Details about the incident
Actions taken by the clinic: Operating Hours, Services Available etc.
A pre-recorded message, Hotline, or Call Bank can be used to inform the surrounding community of the
status of the clinic (open/closed), hours, and services available. Message templates can be created
ahead of time so that when a disaster or emergency happens information can be sent to community.
Local media such as radio stations, television can also be used to provide information to the community.
Special Populations
Communication methods must be adapted to physical and/or mental handicaps, language barriers,
income gaps and other factors. The following information focuses on special populations that may need
to be reached during an emergency or disaster and what you should consider when communicating with
them.
Language. In the United States, more that 25 million adults speak a primary langue other than English.
In California, approximately 40% of adults speak a language other than English at home. When
communicating with non-English speakers be sure to:



Identify the primary languages spoken within your community
Include non-English messages on emergency hotlines, print, TV and radio media
Be sure that materials used to target non-English speakers take into consideration
cultural sensitivity, including tone, words and phrases used.
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Guidance Document: Emergency and Risk Communication
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 The “Show Me” Tool which can be used for communication with community and patients can
be found in Appendix: Additional Resources
Limited Literacy. Approximately 45% of the American adult population is functionally illiterate,
meaning that they are unable to comprehend printed information. When communicating with
individuals with limited literary consider the following:


Oral or written information must be presented at a low literacy level (i.e. 5th grade)
If working with local TV new outlets ensure that important phone numbers are read
slowly and not just posted on the screen.
Hearing Impaired. There are varying degrees of hearing impairment that can range from an inability to
hear specific sounds to being completely deaf. Approximately one in ten Americans is affected by
hearing loss or deafness. When communicating with individuals that are hearing impaired, consider the
following:

Encourage local TV station to broadcast news and emergency information in a way that
enables the hearing impaired to read captions
Visually Impaired. There are approximately 10 million blind or visually impaired people living in the
United States and 1.3 million of these 10 million are legally blind. When communicating with visually
impaired individuals consider the following:

If working with local TV new outlets ensure that important phone numbers are read
slowly and not just posted on the screen.
Homeless. When communicating with a homeless population, consider the following information:



Identify strategic locations where information can be posted in an emergency or
disaster
Notify local homeless shelters about the emergency or disaster, what can be done to
ensure safety, and services they can access
Consider posting emergency information flyers or public notices in public areas around
the clinic
XVI. Communications with Media
A good working relationship with members of the local media before an emergency should be a priority;
the media will play a vital role in reporting a disaster and can also help in providing public education and
risk communication information to the public. Not every situation will require communication with the
media but having that relationship in place with local media outlets can help disseminate important
information to targeted audiences (patients, staff, community) in a timely, accurate manner.
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Guidance Document: Emergency and Risk Communication
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When working with the media, one person should be the ‘spokesperson’ and be the main media
contact. Within the ICS structure this responsibility would fall to the Public Information Officer (PIO). The
PIO verifies information and develops and disseminates appropriate messages to the media. All
communications should go through the PIO; if staff is questioned by the media they should direct the
questions to the PIO, who will be the central point of information and communication in a disaster.

PIO Job Sheet- Appendix: Job Action Sheets
Message Development
When creating a message regarding a current emergency or disaster the main goal is to provide
information so that people can make informed decisions about
3-3-30 Rule
what actions to take. Also, a message should help establish trust
and build credibility of the organization with its audiences.
 3 Short Sentences
Messages templates and generic messages can be developed
 3 Key Messages
ahead of time to decease the delay in providing information to
 30 words
the intended audiences. Messages can be developed based on
the event that occurred, like a flood, wildfire, or earthquake; or
you can develop the message based on the outcome of the event such as needing to evacuate, or
experiencing a loss of power.
When developing a message, focus on creating clear, concise actionable messages by using the 3-3-30
rule. The 3-3-30 rule focuses on creating 3 short sentences that convey the 3 key messages you want
your audience to know in a total of 30 words.
 Message Planning Worksheet can be found in the Draft Messages section of the Appendix
 Electronic Mail Emergency Messaging Template can be found in the Draft Messages section of
the Appendix
The following are some tips you can follow when creating messages and communicating with the media:
1.
2.
3.
4.
5.
6.
7.
Be direct and simple- no more than 3 key messages
Use clear, direct language- no jargon or technical language
Express empathy and caring
Give people things to do
Acknowledge uncertainty and fears
Express wishes (“I wish I had answers”)
Explain the process in place to find answers- provide information and resources that your clinics
or partners may have available
8. Don’t over reassure
 CDC Crisis and Emergency Risk Communication Pocket Guide can be found in the Media
Relations section of the Appendix
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Guidance Document: Emergency and Risk Communication
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MAINTENANACE AND TESTING
All components of your organization’s emergency and risk communication plan must be updated
regularly. This includes staff contact information and contact information for external agencies, local
media, etc. It is recommended that you schedule an annual review of at least the contact information
rather than wait until a disaster or emergency.
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