HPA Experience of Public Communication in

Different types of Emergencies

Mary Morrey, UK HPA

Enhancing Transparency and Communications Effectiveness in the event of a Nuclear or Radiological Emergency Vienna, 19/6/12
Centre for Radiation, Chemical and Environmental Hazards

Emergencies impacting UK
1957 Windscale Fire
[1979 Three Mile Island]

1986 2005 2006 2009 2011

Chernobyl Buncefield Oil Storage depot fire London polonium poisoning Swine flu Fukushima

Also: tyre fires.... (national) emergency exercises Increasing self-empowerment and articulation of the public
HPA

Communication: Not just for emergencies

Chronic public health concerns
nuclear power programme, mobile phones contaminated land: radiation and chemical waste management: landfill, incinerators, composting....

Balancing need for action with level of risk

Mercury in face cream Measles Jequirity beads TB

Use Peace Time Activities to build Partnership Working and Processes

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What is the Goal?

An effective response minimise health consequences minimise disruption / anxiety maximise rate of recovery (social, economic) Most stakeholders want a balanced, rational response strategy trust the common sense of the public no clear correct strategy comprehension of the concept of optimisation balance: common framework & local flexibility understand range of anxieties and losses reduce inequity
HPA

Dimensions of Engagement
Different groups: Health risk: high, chronic, worried well, worried for others Empowerment: protect themselves, needing assistance Perspective: local, national, international Different engagement timeframes planning, emergency response, rehabilitation Different communication mechanisms how to engage what to provide Need to plan for this now, not when it happens
HPA

Communication during Polonium

One-to-One: Low risk - reassurance: Medics, supported by scientists Higher risk detailed explanations & action: Scientists, supported by medics Partners (local, national, international) consistent response: all staff, as appropriate

Media: Trained staff with aptitude, supported by communications experts plain English, honest, manage expectations
Website: Key for reducing direct burden on staff
HPA

Communication during Fukushima

Cross-Government & International Partnership Working was key: Strong pre-emergency links and MoUs Embedding specialists in key Departments SAGE (Science Advisory Group in Emergencies) International liaison between specialists Collation and publication of all monitoring results by one agency One to One advice: Embassy telecons NHS Direct call centre triage
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Lessons Learned: planning

Pre-prepared messages & information: factual information how to convey difficult messages Who says what Mechanisms for agreeing messages Processes for informing messages Presentation formats and media Flexible frameworks to cope with reality:
many new players on the day communication breakdowns staff unavailable, eg caught up in incident ministerial decisions / statements
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Lessons Learned: Communicators

For effective engagement, public must: respect your expertise trust in your independence trust that you have a genuine interest in their concerns believe you are empowered to act

Public look to independent organisations and professions Public look to direct contact with individuals Public understand optimisation ie balancing harms and benefits Public will accept an iterative approach to improving the situation providing it is well-managed
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Lessons Learned: Personal

People want responses that:

sound reasonable address their concerns involve them (and are not patronising) are honest about what is not known (with a reasoned approach to
dealing with this uncertainty)

are equitable from their perspective enable them to plan their lives (being told when information will be
available is better than saying nothing, and certainly better than giving wrong information (avoid broken promises))

give them reasons to ignore scare-mongering give them reassurance for their childrens health (they dont want to
feel guilty for the rest of their lives)

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