Communicating Emergency Preparedness: Strategies for Creating a Disaster Resilient Public

Citation

O'Brien, G. (2011), "Communicating Emergency Preparedness: Strategies for Creating a Disaster Resilient Public", Disaster Prevention and Management, Vol. 20 No. 2, pp. 213-215. https://doi.org/10.1108/09653561111126139

This is written as primer or resource, drawn mainly for US experience, and is aimed at those interested in, or involved with, public preparedness. It explores the concept of resilience building for public preparedness in disaster management through communication campaigns. The concept of resilience building for community preparedness is increasingly used in disaster management. Evidence suggests that disasters are increasing in frequency and severity. Climate change and variability has emerged as the single largest threat to human wellbeing, and it is clear that in the advent of multiple simultaneous disastrous events, the existing response capacity could be overwhelmed. Traditionally the focus of disaster management practice has been aimed at enhancing response capacity. Little effort has been made to enhance public preparedness. This book attempts to address this complex problem.

Though the book is presented as a resource, it does draw from academic and practitioner literature. It is meant as an informative guide and should have broad appeal. The first six chapters discuss the steps needed in preparing preparedness strategies and use images and illustrations to emphasise particular points, along with guides (often step by step) on how to plan, develop, implement and evaluate a campaign. The final chapter contains a range of case studies on education for emergency management.

Chapter 1 discusses public disaster preparedness education. It draws from experience from a number of sectors and explains the theories that drive public education and preparedness behaviour. The chapter is presented as a handbook or textbook, where explanation is offered to the reader, examples are given of good practice, and methods for developing a communications strategy for different publics are discussed.

Chapter 2 acts as a reference for terms associated with disaster and emergency management and different structural approaches to disaster management. Though structures and frameworks are important, it is acknowledged that evidence shows that a prepared public is likely to suffer less loss in disastrous situations. To many this may seem self‐evident. However in the UK, when the government undertook a complete overhaul of civil protection, it essentially neglected to do anything to enhance public preparedness. The only effort made was the distribution to every UK household of a booklet (Preparing for Emergencies: What You Need to Know) – hardly a comprehensive attempt at enhancing UK public preparedness. The 2007 Pitt Review into the UK floods points out that a key aspect of future disaster management must be to enhance community preparedness and resilience, as the capacity of the disaster management could be overwhelmed. It is clear that in the future the UK will need to do more.

Chapters 3 and 4 set out in detail planning a campaign. Chapter 3 focuses on the planning phase for a campaign. It discusses hazard and risk and then looks at the challenging issue of identifying the target audiences, effective means of communication and building partnerships. Pages 78 to 92, for example, list the different characteristics associated with different groups that a campaign will have to reach. Simply there is no single solution and identification of groups and the most appropriate ways of communicating are important. Similarly, building an effective partnership of community leaders, businesses, public officials and politicians to plan and manage a campaign can be problematic and requires careful thought. In this sense the book gives useful guidance, often drawn from the experience of others.

Chapter 4 looks at developing a campaign strategy. It discusses how the risk reduction solutions identified in the previous chapter can be effectively communicated. Three areas are covered:

1. 1.

   settings;

2. 2.

   channels; and

3. 3.

   methods.

Settings refer to the situations in which communications occur, for example through signage or through public events intended to enhance public awareness. Channels are the routes or mechanisms through which the message is delivered, for example, through interpersonal communication, mass media and community channels. Methods are the actual transfer of the message content to the recipient such as brochures, newsletters, education and events. Pages 157 to 159 discuss the strengths and weakness of different channels and methods. Again this may seem to some self evident, but when you compare this to the UK effort mentioned above, then it is clear that an effective campaign requires considerable thought – there is much that the UK has to learn.

Chapter 5 examines campaign implementation and evaluation. Launching any type of campaign can be problematic and ensuring that appropriate partners are onboard and communication channels open are necessary conditions. Judging the effectiveness of the launch and the campaign itself is vital. Clearly, funders will want to know if they have had value for money, planners will want to know that the right groups were given the right messages and that the overall outcomes have been met. Not all campaigns will be completely successful and the evaluation process allows for lessons to be learned for use in future campaigns. This chapter provides useful discussion in this important area.

Funding for any campaign is a key issue. Though Chapter 6 draws mainly on US experience it does offer helpful guidance on ensuring you get the figures right. The importance of having a justifiable budget is agreed, as are the points about in‐kind support. Credibility in devising both plans and the budgets needed to meet objectives is something that anyone thinking of embarking on a campaign must bear in mind. The final chapter sets out a number of case studies and online resources.

In summary, this is a useful book and provides a practical resource for public officials, emergency planners and others interested in promoting public preparedness. Implicit within this publication is that social learning is the key to building capacity and consequently resilience. Quite simply people and communities have to think differently and well‐devised campaigns can contribute significantly to that. However there is a lack of discussion around the need for organisational learning. Yes, people do have to change, but so do the organisations involved in disaster management. They have to learn how to do things differently. This is one step in the right direction. Let's hope that they can take the other steps needed.