TIPS FOR DEALING WITH THE MEDIA IN A DISASTER OR EMERGENCY

1\. Establish good relations with the local media---before a disaster or
emergency.

By cultivating good relationships with the media prior to an emergency,
you'll get better support from the media during the hectic hours of
responding to an emergency. You want to cultivate a situation where the
media feels it can contribute a vital role during the response efforts.
The media, when supportive, can convey important information to the
public about such issues as evacuations and disaster-assistance
information.

2\. Responding to Questions.

-   Answer all questions as directly and completely as possible.

-   If you don't know the answer to a question, say so. Don't risk a
    guess. Erroneous information can damage your credibility and the
    public's perceptions of your ability to tell the truth and convey
    accurate information. Ask the reporter to leave his or her name and
    telephone number so that you can provide an answer.

-   Do not exaggerate the facts. Give the facts as you know them and
    cite your own sources. In an emergency or disaster, the information
    you reveal could threaten lives if it is incorrect.

-   Tell the truth and avoid using "no comment." No comment gives the
    impression that you have something to hide. Never give
    "off-the-record" information---it could come back to haunt you.

-   Never argue with reporters or lose your cool. Don't be rude even if
    the interviewer or reporter appears to doubt your credibility.

-   If you are interrupted, wait for the interrupter to finish and then
    proceed with your answer. You may wish to repeat the original
    question to bring the audience back on track.

-   Challenge any efforts to put words in your mouth. If you don't, you
    may end up appearing to agree with something you actually disagree
    with.

-   Don't act evasive. Your evasiveness may be interpreted as an attempt
    to hide something.

-   Be alert. Avoid answering speculative "what if" questions. Be
    prepared to lead the interview from problems and negatives to
    positive points you want to make.

3\. Delivery of Your Message

-   Speak naturally.

-   Avoid using "jargon" or terminology that isn't familiar to those
    working outside of emergency management.

-   Avoid long, rambling responses---be succinct and clear in your
    responses. Say the most important thing first, then elaborate if
    necessary. Make one point at a time. Speak in simple, rather than
    compound sentences.

-   If you must read a prepared statement, read in a relaxed
    manner---avoid stilted, halting speeches.

-   Be believable. Credibility is vital to getting your message across.
    Be personable and conversational.

4\. During the early stages of an emergency or disaster, hold frequent
briefings or press conferences. These briefings and conferences help to
fill the information void that the media may experience during the early
stages of the disaster and satisfies the media's need to speak with an
authority or official about the situation.

5\. Establish a joint information center (JIC) during the early stages
of the disaster response. Be sure to set up accommodations for the press
(seating areas, phone lines, faxes, etc.). Identify the lines of
responsibility in the JIC so all know their jobs and have a team
management approach to handling the situation. There is no place in
disaster management for personality disputes.

6\. Appoint a public information office (PIO) to deal with the media.
The PIO then becomes a centralized voice for the event thus eliminating
confusion and conflict about which source of information is correct,
etc.

7\. Be available and visible to the press as much as possible. If you
plan to deny reporters' access to the damage site, then be available to
explain why and offer alternatives.

8\. Institute an official "rumor control" plan. An effective mechanism
is the use of a hot-line where persons can call to report a rumor and
seek confirmation or disconfirmation.

9\. Plan for good intergovernmental relations to present a clear picture
to the press of who is in charge. You want to avoid presenting a
scenario where different levels of government are "at odds" over who is
governing the emergency or disaster.

10\. After the disaster, consult with media personnel to find out what
could have been done better---and act on it!