Public Information and Communication

1. Public Information and Communication

2. OBJECTIVE In order to facilitating a more coordinated, effective response in the Pacific, PHT members (cluster coordinators, donors, NGOs, FBOs and national counterparts) commit to the minimum preparedness measures for public information during emergencies. Considering … How to avoid common hazards in disaster response ie.Unsoliciteddonations, gaps/duplications, misdirected resources etc.  

3. Expected outcomes -holding messages -plan to support better communication during preparedness phase (links with NDMOs and regional partners) – PHT network facilitated -identification of PIO contacts in each PHT organisation -commitments/resources/overarching principle for the EPREP 3 key steps for next year?

4. Rationale for public information • Coordinated outreach and media relations: • Clear and unified messages • Stimulate resource mobilization • Focus attention on humanitarian issues • Promote systematized coordination

5. Communication challenges in emergencies • Getting correct information • Unified messaging • Competing priorities • Reputation control • Logistical Issues • Political Relationships • The conflict between getting complete information and making timely reports • Lack of collaboration • Lack of human resources • Management of National/International Media • Managing internal relationships

6. Target audiences

7. Communication challenges in emergencies • Different facts/figs from different parts of the system • Who has the most up-to-date analysis/overall picture • Critical media coverage of disaster response • No proactive outreach to media • Media doesn’t know who to go to • Interview requests ignored/late reply • Phone rings non-stop with media queries • More time spent on media than disaster assistance • Comms officers wearing multiple hats • Messages agreed but not conveyed effectively • Media contacts out-of-date • Cant reach media in remote areas – need sat phone or radio • Agency vs cluster visibility

8. Pacific specific challenges • Different locations - Geographical isolation • Multiple RCs, multiple Govts, multiple partners involved • Practicalities of coordination • Capturing and retaining international media attention • Media understanding of regional context • Low media presence • Regional donor expectations • National/cultural sensitivities • Logistical issues • Capacity of media/media liaison • Traditional/cultural sensitivities

9. Word to date • The Plan was developed by drawing on the expertise and opinion of Public Information Officers from PHT agencies throughout the Pacific. • One day workshop in Suva, led by Amanda Pitt, UNOCHA’s most senior Public Information Specialist from Bangkok – PI Plan was drafted • Discussion was based on • Humanitarian Reform; • How the Cluster Approach could be applied to the management of media relations; and • Unique challenges of working with the media during a disaster. • A similar meeting was subsequently held in Samoa to include PIOs from this region in the planning process.

10. Work to date So that when disaster strikes we know: 1. What are the outcomes we want to achieve 2. What steps we need to take to achieve each outcome • Who is responsible for each of these steps • A document for inclusion in the Pacific Humanitarian Team Contingency Plan • PHT contingency planning workshop scheduled for September 2009

11. Public Information for Disasters A Plan was developed to improve the PHT’s coordination of media engagement with the aim of achieving the following : • Improved ability to advocate for the needs of disaster affected populations; • Improved ability to communicate with disaster affected populations; • Greater success in resource mobilization from donors/public; • Improved perceptions of work and worth of humanitarian community.

12. The Plan aims to meet the following broad objectives: • Ensure that all communication with the media draws information from the same source - consistency of messages. • Ensure that each person who is likely to undertake communication understands their role, responsibilities and authority - avoids duplication. • Ensure that each person who is likely to communicate with the media is appropriately resourced - skills and tools required to do their job. • Ensure that, where possible, appropriate preparedness measures are taken prior to the onset of the cyclone season. This will reduce the workload during a disaster by allowing some decision making to be made during periods of relative calm

13. Preparedness • Build, maintain and circulate contact details of key media targets • Produce and circulate “what to do” and “what not to do” media training one pager • Agree on a set of generic holding statements • Agree on key spokesperson at Cluster and IASC level – guidelines for media engagement

14. Exercise- scenario • Develop key advocacy/holding messages • List PIO contacts

15. Preparedness actions • Build, maintain and circulate contact details of key media targets • Produce and circulate “what to do” and “what not to do” media training one pager • Agree on a set of generic holding statements • Agree on key spokesperson at Cluster and IASC level – guidelines for media engagement

16. During response • All communications to draw on OCHA’s situation reps for statistics • Cluster PIOs work with RC to develop key advocacy messages • Key advocacy messages reviewed regularly and amended

17. What next • Need to incorporate members of PHT – not just UN agencies. How to leverage the existing Ngo networks/media relations expertise/general public outreach

18. Products list • Brochures • Contact Lists • ERC Key Messages • Evaluation Reports • Humanitarian Bulletins • Humanitarian Updates • Meeting Schedules • Newsletters • OCHA on Messages • Op-eds • Policy and Studies Series • Press Releases • Regional Funding Updates • Situation Reports • Speeches • Survey of Surveys