The news media serves as a critical infrastructure to report the facts of a crisis and communicate vital information to responders, stakeholders, and the public.
An organization’s Crisis Communications Team (CCT) must prepare to engage with the media and understand how it operates in order to convey its message as effectively as possible:
“What we [crisis responders] need to do is try and learn about how the media really works so we can figure out how to make them a positive information transmitting resource… we need to focus on the media as a resource challenge, and not engage topics like political unfairness or biases.”
This chapter will discuss the following aspects of understanding media operations and implementing pre-incident media relations procedures:
- Role of the media during emergencies
- Fostering relationships with the media
- Influences on media coverage
- Types of media organizations
- Journalistic ethics
- Creating media pool procedures
2.2 Role of the media during emergencies
The media are an organization’s link to the public before, during, and after a crisis. Because citizens receive the majority of their information through the press, the media also influences public perception of all areas of society on local, national, and global levels. Therefore, the CCT
and the press should develop relationships before a crisis occurs and work as partners rather than adversaries, especially during emergencies.
Media role in hurricane warnings
The Miami, Florida, office of the National Hurricane Center and the reporters who cover it illustrate the symbiotic relationship between responders and the
media during a crisis. When a hurricane threatens the region, meteorologists at the Center develop forecasts and issue warnings. The media, in turn, transmit this information to the public, along with interpretive commentary.
The Center’s director is respected by the media for his efforts to release information promptly. He, in turn, appreciates the media’s role. He does not expect favorable coverage at all times, but in a crisis, he says, ‘We can’t get our message to the public without them, and that makes them a big player on the team.
Organizations responding to a crisis must accept that the media will always report a story based on the information available, whether or not the CCT supplies or verifies the information.
Reporting phases
While individual reporters use different styles, the ‘inverted pyramid’ serves as a story development formula, especially for print media. Using this formula, the most important developments and details are stated at the beginning of the story, and the least important material is at the bottom, where it can be trimmed, if necessary, because of space limitations. In the course of a crisis life cycle, news coverage generally goes through the following stages:
Initial
- Reporters, editors, and producers rush to the scene to catch up with the story and to report basic facts: Who, What, When, and Where. The ‘why’ usually comes later.
- Stories usually do not require much investigative reporting, creative input, or editorial meetings.
Continuing
- The initial breaking news stage is over, and the crisis may have taken a new turn. For instance, the hurricane has passed, but food and water are now in short supply.
Diminishing
- Story ideas come from reporters/producers on the ground. For example, a reporter might do a profile story on one of the crisis response workers.
Diminishing/resolution
- Follow-on stories usually (but not always) take an analytical perspective:
- Why did this happen?
- What does it mean?
- Who is to blame?
- What could have been done differently?
- What new preventive measures are now being taken?
Recognition
- Stories cover expected anniversaries and/or commemorative events
- These stories focus on the background of the incident, recovery, and current state of operations, including improvements and continued failures (Many times, new reporters cover these events as the original reporters have moved to other jobs or are not assigned to the story.)
The uncertainty of the initial phase of a crisis presents the greatest challenge not only for responders but also for the media. For example, the British Broadcasting Corporation’s (BBC) newsgathering department is a small team of assignment editors who work in shifts around the clock to oversee daily national news coverage for network television, radio, and the Internet. The competition in those three markets creates the need for rapid response to developing stories:
“When a major breaking news event in those crucial early hours, it’s not about issues or in-depth analysis or shiny graphics or studio pundits; it’s about one thing: logistics. ‘asses on airplanes.’ The BBC serves seven radio networks and five television channels. That means they have to adopt the attitude and tactics, ‘there first with the most.’”
2.3 Fostering relationships with the media
Developing good relationships with the media is an ongoing responsibility of the CCT. The process must begin before a crisis occurs and be maintained subsequently. Building good professional relationships with the media takes time, but it can pay dividends in ensuring accurate reporting of an organization’s regular operations and response to a crisis.
Cooperating for accuracy
A reporter was going to run a story on the US Air Force he believed to be true. The reporter had researched the topic and wanted to print a factual story. When he called to ask a question, the Public Affairs Director Captain Joseph Della Vedova learned the angle of the story and realized it was missing some key facts that would change the direction of the article. Because Captain Della Vedova had already formed a relationship with the reporter, he was able to work with the reporter to fill in the details. The result was a balanced and factual news article.
The CCT Leader-reporter relationship is vital to smooth communications before, during and after incidents (See Chapter 3: Planning Procedures for more information on the role and characteristics and of the CCT Leader.) The CCT members should research and acquaint themselves with the reporters, editors and producers who cover their industry or area. Even though the reporters are the ones speaking on camera or conducting interviews, producers and editors often act as the key players in deciding on coverage and story angles. It is just as important to develop relationships with them as with the reporters.
John Curran, BBC Home Assignment Editor, emphasizes the influence of editors on site:
“The cast iron rule is ‘be there.” You cannot run a major incident or news event from a warm office with hot food and nearby toilets. You need to get out to the scene. Be there and be seen to be there. Walk the plot. You can then spot problems and tackle them before they get out of hand. We deploy an assignment editor or news organizer to be ringmaster for the BBC circus – they are also the person who follows the elephants with a shovel.”
To develop and nurture a relationship with members of the media, use the following strategies:
Information on the press:
- Media contact list: research the names of reporters, editors and producers who cover, or are likely to cover, the organization. Obtain as much contact information as possible, including cell phone, office phone, fax numbers and e-mail addresses.
- Media types: research all relevant radio, print, and broadcast media sources. Include the local, national and international affiliates as well as trade publications.
- Regularly update the contact list: Media staff tend to move frequently. Even if they stay in the same company, they will most likely change jobs on a regular basis
Proactive engagement with the press
- Coverage response: follow up on any news Story about the organization by contacting the principal reporter. Share the organization’s thoughts about the story and offer to provide assistance in the future.
- Regular contact: periodically contact journalists who have written about the organization as well as others who cover the organization/industry. Even a one-minute conversation can communicate the CCT’s accessibility and interest in working with the press.
- Visits to media organizations: periodic, brief visits to news organizations can be an effective way for reporters and CCT members to keep current with each other’s concerns and timetables.
- New product/facility: invite the media to any roll out or opening of a new, large-scale product or infrastructure expansion. For example, when branches of the US military purchase or launch a significant new technological capability, it gives members of the press a tour of its facilities to inform them of the benefits.
- Training exercises: invite the media to training exercises, especially if the organization routinely deals with public safety situations. Reporters editors and producers do seek to educate themselves on the technicalities of their beat Training exercises are a good way for them to quick train’ as well as to develop relationships with the organization.
- Media guide: distribute information on the specific responsibilities of the CCT Leader, policy makers within the organization and the chain of command (including CCT backup). This can be an annual publication or simply a faxed announcement, depending on the size of the organization. During a crisis, the guide can expedite a reporter’s search for official word on rumored developments.
- CCT Leader access: the CCT Leader should give out contact information to make him/herself available to the media to provide or verify information. Ready access displays to the media that the organization is the first source for accurate information and timely comment.
Taking these steps is vitally important because the organization is not the only source for a reporter. During crisis, the organization will compete with other organizations, commentators and other breaking news stories to convey their message through the media.
Response to media interest
The key to maintaining a good relationship with media representatives is to respond to their queries within their time constraints. The CCT Leader must respect equal access for all members of the press, but should not publicize in advance that one reporter is about to run a certain story. Of course, neither party should use friendships to comprise professional integrity Maintaining equal access also does not mean ignoring differences in reporter behavior. When one reporter violates established ground rules, such as going beyond a perimeter or interviewing children involved in the incident, the CCT should not penalize the entire press corps. This will only create friction between the media and the organization.
Keep the following guidelines in mind:
Interviews
- Make officials available for one-on-one interviews or, at the very least, for round-table discussions or media briefings
- Keep scheduled interview appointments. Understand that reporters invest considerable time in preparing for interviews and that they depend on timely interviews to meet their deadlines
- If an interview is not possible, provide written responses to questions by the reporter’s deadline
- Do not wait until the deadline to tell a reporter that an interview will not be possible or a written response is not ready
- Keep reporters apprised of the status of their queries
Media and law enforcement: the sniper shootings
The ‘sniper shootings in the Washington, DC area in October 2002 attracted massive public and media attention. Press coverage also focused on the police- media relations. For example, incident commander Montgomery County Police Chief Charles Moose chastised the media for reporting a tarot ‘death’ card found at the site of the eighth shooting had a note on it reading, “Dear Policeman, I am God.”
Although a law enforcement source had leaked the information, he said, “there is no room, in my mind, for both” the media and the police to solve the case. Nevertheless, the media broadcast of a suspected car license plate number and color helped a witness identify the car of two key suspects the police later arrested.
Lessons learned: treat the media as a partner, not an adversary. Do not blame the press for leaks. Instead focus on tighter internal policies and explain to the press how using information unofficially announced may hinder the investigation. Hold press conferences for only milestone events. Chief Moose held up to five conferences per day without announcing major developments. This contributed to outside speculation increasing, instead of calming public fears.
Information distribution
- Have a means to distribute film footage (also known as b-roll), photos and illustrations electronically Via the Internet
- Make available for distribution, if at all possible, any timely documents referenced at press new or briefings or during interviews
2.4 Influences on media coverage
It is important to understand that the media have different priorities than those of an organization the crisis affects. To be competitive, reporters attempt to gather information sooner and, in more detail, than their rivals. Though reporters do not fixate on business concerns, the majority of media outlets are for-profit organizations and their commercial success depends on beating competitors to stories. Providing exclusive information increases readership, thus advertising and revenue.
Whether a story is deemed newsworthy often depends on the presence, or absence, of other significant news. For example, on a slow news day’ a workplace-violence incident may attract national coverage, whereas on a busier news day only local media outlets would cover the incident.
The angle a particular media outlet takes on a story can depend on a variety of factors:
- Current news environment: the main themes being reflected in the media will affect story selection and depth of coverage. Media outlets influence one another. If a crisis story breaks in the print media, other press organizations will follow-up on the incident and vice versa. Television and radio producers/editors read newspapers to sketch the outlines of their own programming. Print editors monitor television and radio to find out what they may have missed
Influence of media focus
In the summer of 2001, daily news coverage focused on a series of shark attacks off American beaches. The events of September 11, however, immediately turned media attention to terrorism and the fight against it. In this changed environment, certain incidents (such as a gas explosion in New York City) that were initially thought to be terrorist-related received widespread coverage. Before 9/11 they most likely would have received minimal attention.
- Reporter/editor/producer experience: the experience and expertise that a reporter, editor or producer brings to a story will influence the angle including the analysis and details emphasized
- Target market or audience: identifying the audience of a media outlet before providing information or answering questions will help organizations deliver information tailored to the focus of that outlet. For example, in the event of a hurricane, a local television station will need to know about road, school, and business closings, while an international television news channel will be interested in large-scale weather patterns and effects on air travel and commercial trade.
- Ownership and/or political affiliation: the CCT should be aware of possible political affiliations before an incident takes place, so they can respond appropriately to the demands of competing – and sometimes adversarial – media agencies. For example, a trade union newspaper will probably cover a workplace shooting differently than an industry association magazine
Though basic, these points are easily forgotten during a crisis. It is therefore essential that the CCT establish constructive working relationships with the media and gain an appreciation of their needs before an incident occurs. This will help the CCT develop crisis communications plans that meet the media requirements and communicate the organization’s key messages
Newsworthy events
Several types of crises generally attract media attention:
- Incidents affecting many people, especially locally but also on national and/or international levels:
- Major public safety incidents
- Terrorism
- Mass casualties
- War or large-scale conflict
- Violence involving children
- Natural disasters
- Incompetence or wrongdoing on the part of a government agency or a corporation
- Dangerous commercial products
- Incidents of public outrage and civil disturbance
- Criminal investigations or trials with significant legal or social impact
- Local stories that affect others outside the community
- Events that yield unexpected, shocking, bizarre, exotic details and/or images
- Human interest stories (such as the rescue of a small child or animal)
- Stories with celebrity involvement
- Stories deemed to be of public interest by news editors
2.5 Types of media organizations
Understanding the scheduling requirements of different media outlets helps the CCT respond to varying deadlines most effectively. Media outlets can use different formats, thus manage and create stories on different timeframes. In hour-by-hour dealings with the media, the CCT should respond to television, radio and online queries first and then daily and weekly newsprint queries later that day.
| Type | Format | Needs | Lead Time |
| Online | Digital, social media, Chat groups, etc., | Quotes, facts, leads, photos, graphics, video | Immediate, days or weeks for scheduled expert participation |
| TV | 24-hour, news hour, talk shows, (live/recorded) | Video (b-roll), site access, slides of logo/product, sound bites | Immediate, hours, days or weeks |
| Radio | 24-hour, news hour, talk shows, (live/recorded) | Sound bites, interviews (phone, in-studio, on-site) | Immediate, hours, days or weeks |
| Newspaper | Daily, weekly | Quotes, facts, leads, photos, graphics, interviews | Immediate, hours for breaking story, days, weeks for features |
| Trade Magazine | Weekly, monthly | Quotes, facts, industry or government reports, product or staff photos | Days, weeks, months; features linked to planned or expected events |
| General interest magazine | Weekly, monthly | Quotes, facts, leads, photos, graphics | Weeks or months |
Online
The Internet is often the first place people go to for information on an unfolding incident. Internet media outlets function much like 24-hour broadcast news channels. Established media maintain regularly updated websites on the Internet and new online-only media organizations have also sprung up. Consequently, international coverage from a wide range of perspectives is as easily available as local coverage.
Sites offer readers options beyond those of the traditional media:
- Interactivity (‘web casts’ with guest experts, chat rooms, bulletin boards for reader responses)
- Updated incident timelines
- Archived articles, footage, voice interviews
- Links to other organizations for more specific information
- Various post-incident resources, for instance services for readers who want to make charitable donations, file insurance claims, obtain unemployment assistance, receive psychological counseling or arrange for funeral/memorial services
The Internet can spread information – and misinformation – very quickly. Rumors can now spin out of control and gain global attention in a matter of minutes or hours via the website or by users forwarding articles to others by e-mail. Moreover, Internet news sites are under competitive pressure to post first and fact checking and copy editing may not always be stringently practiced.
Television
During an emergency, television stations will broadcast updates as the situation evolves. The assignment desk may learn of the event from weather satellite images, emergency response radio dispatches or other media sources. National and international stations may respond to an event based on local coverage.
Role of producers and editors
The producer at the assignment desk sends a producer, a reporter or both, along with a camera crew to the incident to start covering the event on-air as soon as possible. For at least the first few hours, this team will operate on an ad hoc basis as they obtain additional information and/or circumstances change. Most likely the team will work from the site designated for the press, and will have broadcast vans and any other vehicles used to obtain nearby access, such as helicopters, cherry pickers and boats. Spokespeople need to be aware that editing can completely change the meaning of a statement longer than a 10 to 12 second sound bite. If a mistake occurs in the editing process, it is often too late to repair the damage because the correction will be very short and most likely broadcasted to a different audience. See section 6.4 Key messages to develop concise sound bites.
Non-breaking’ feature stories are developed in a more deliberate process.
This involves identifying a story idea, locating sources, clearing the concept with editors and producers and placing the piece on an appropriate program. Some stories are immediately approved others are thoroughly discussed and many are rejected Even on 24-hour news networks, space for features is limited.
Radio
During breaking news, radio reporters are for the most part on their own with the tape recorder on hand. In many cases, their immediate challenge is to reach the location where news is breaking. To provide live, on- scene coverage, reporters need access to the site and to broadcast from the radio station’s van. The vehicle’s communications resources also provide additional incident information beyond the physical reporting site Sound bites are as important for radio as for television They are slightly longer, due to the audio format and should range from 10 to 20 seconds, ideally Radio reporters seek captivating, clear, concise and newsworthy sound bites.
Role of producers and editors
The on-site reporter is central to coverage but producers and editors also play important roles. Radio producers on location are central to making story decisions and providing reporter support including:
- Framing coverage as events unfold
- Setting coverage priorities
- Arranging transportation and other technical and logistical support
- Providing the reporter updates from other sources to help identify spokespersons and interview subjects
The radio editor manages the big picture’ by setting the agenda for regular programs, feature programs and interviews. These elements are regularly discussed in daily staff meetings. Their tactical responsibilities include:
- Assigning reporters to stories
- Prioritizing coverage and determining story length
- Deciding when to break into regular programming with flash’ coverage of breaking events
In-depth stories or interviews focus on a particular aspect or angle of the crisis at hand. Plans and schedules for detailed background, historical and analytical stories are usually decided well in advance of airing.
Covering large scale events
On September 11, 2001, a major priority and challenge for a radio reporter in Washington, DC was to be as close to the Pentagon as possible to report what was happening on the scene. At the same time, however many other aspects of the event, such as people evacuating the city, traffic jams, confusion, panic and heroic acts, served as news used later on different programs. This shows how organizations responding to large scale events choose to report angles and information secondary to the actual incident.
Daily newspapers
Daily newspapers often provide background beyond what broadcast news reports. Reporters have individual styles and methods for writing an article and may choose a technique based on the specific incident Complex stories might require an outline; simple stories might not. The best reporters tend to be the fastest writers. They mentally prepare their articles from the moment they reach the scene – and in some cases even before arriving. First impressions can be critical. If the CCT does not appear to be in command of the facts, the team may not be able to recapture the interest and respect of the media or counter incorrect preconceptions.
The hardest part of any story to write is the lead – the very beginning of the story – where the writer tries to ‘hook’ the reader. For most writers, once the lead is under control, the rest of the story flows naturally. The best writers quickly find a working lead and then refine it as the day unfolds, sometimes in consultation with the editor. A spokesperson’s statements often suggest angles, or the emphasis/direction of a story, to members of the media. As the CCT frames the key messages and spokesperson comments, be aware that different reporters may perceive the comments differently, thus creating different angles, or versions of the incident.
Role of editors
A newspaper editor assigns reporters to cover specific incidents and may work with them on developing an angle. An editor also takes control over the article once a reporter files the story. Most editors consult with the writer during this process and the best writers insist that this consultation take place. The story then goes to a different set of editors who decide:
- Location of the article in the newspaper
- Length of the piece
- Which editor writes the headline
Few newspaper reporters write the headline to their articles. Furthermore, the reporter rarely has any input in, or control of, the headline. Headline writing is a difficult art, as the headline writer must capture the essence of a long, complex story to draw the readers attention. Headlines state the most noteworthy, and often controversial, aspect of a story. lf the organization does not like a headline, discuss it with the reporter but never blame the reporter. Do not expect the reporter to address the headline complaint. Only contact the editor to complain about a headline if it is truly incorrect.
Weekly magazines
Weekly magazines strive to go beyond the basic ‘who, what, where, when and why,’ adding detail and analysis Articles need to provide exclusive coverage of a subject or at least offer a fresh perspective on topics that the daily newspapers and competing magazines have already reported. Weekly magazines also have more time to verify and obtain information.
Specialty magazines, such as industry or trade publications, have a targeted audience and rely on comments and input from policymakers typically inside government and industry. General news magazines have more freedom to use outside analysts.
For both types of magazines, CCT cooperation in providing access to officials, or information from them, is critical to the success of weekly magazine articles. If cooperation is not forthcoming, reporters have no choice but to bypass official channels and contact the officials directly or to use commentary from individuals who lack complete information and/or have competing interests to the affected organization. This is especially true for breaking events.
Role of editors
Each week, a magazine’s chief editor holds a staff meeting to determine the focus of the magazine’s next issue. The editor provides an overall direction and highlights topics of interest. The reporters provide feedback and insights based on their own interviews research and on developments in the news. Story development starts with the editor’s decision to:
- Assign a story to the reporter
- Approve the reporter’s story suggestion
- Assess the reporter’s story angle
Based on this exchange, the editor and reporters assemble a story list for the week.
The editors responsible for the different sections of the magazine have a set number of pages to fill each week. Filling the pages is a dynamic process. A major story may break in mid-week, forcing the editor to re-prioritize reporters’ efforts. A story may unfold more slowly than anticipated o an exclusive story may develop more quickly than expected. If deviations in the story list arise, the reporters inform the editor.
Differences in coverage
Overall, the coverage of a specific media outlet depends on its delivery medium and target market. Different outlets covering the same incident will require very different information on different time scales. Each will place different demands on the organizations involved in the response effort.
For example, a hurricane could be covered very differently in the following media outlets:
- 24-hour TV news channel: will require instant and continuous information (including images) on casualties and damage, the emergency services response (who, how many, where from, rescue efforts and so on), quotes from local and possibly national leaders as well as interviews with the affected population (the ‘human interest element
- Weekly insurance industry trade magazine: will focus on the property damage and the impact on the industry, the companies affected, the size of likely insurance payouts, quotes from insurance sector executives and so on
- Monthly lifestyle magazine: likely to focus on the human consequences of the incident, with in-depth interviews of those most affected – both victims and emergency service personnel. It will also require background information on previous hurricanes and how the response differed in this incident
Internet-only environmental news site: will require information on the environmental impact of the hurricane with special attention given to any local endangered species, flora and fauna. Its bulletin board of reader response can serve as a source of public feedback.
2.6 Journalistic ethics
The vast majority of the media make every effort to perform their duties ethically and with a sense of fairness. Understanding the press’s commitment to their profession can assist the CCT in understanding the parameters of what the media has a right to report Conversely, these guidelines give insight in establishing ground rules and deciding if a correction is justified.
The Society of Professional Journalists (SPJ) is a broad-based journalism organization with 9,000 members in the United States. It has adopted an extensive and detailed Code of Ethics for its members and the profession at large. According to the SPJ, the code, “instructs journalists to seek truth and report it, minimize harm, act independently and be accountable Within this framework, SPJ outlines the following best practices for its members to abide:
- Test the accuracy of information from all sources and exercise care to avoid inadvertent error Deliberate distortion is never permissible
- Diligently seek out subjects of news stories to give them the opportunity to respond to allegations of wrongdoing
- Make certain that headlines, news teases and promotional material, photos, video, audio, graphics, sound bites and quotations do not misrepresent. They should not oversimplify or highlight incidents out of context.
- Never distort the content of news photos or video
- Image enhancement for technical clarity is always permissible
- Always label montages and photo illustrations
- Recognize a special obligation to ensure that the public’s business is conducted in the open and that government records are open to inspection
- Show compassion for those who may be affected adversely by news coverage
- Use special sensitivity when dealing with children and inexperienced sources or subjects
- Be sensitive when seeking or using interviews or photographs of those affected by tragedy or grief
- Recognize that gathering and reporting information may cause harm or discomfort
- Pursuit of the news is not a license for arrogance
- Clarify and explain news coverage and invite dialogue with the public over journalistic conduct
- Encourage the public to voice grievances against the news media
- Admit mistakes and correct them promptly
More information from the Society of Professional Journalists (SPJ) can be found at: www.spj.org/ethicscode.asp
For a list of European Codes of Journalism Ethic see; https://research.tuni.fi/ethicnet/
2.7 Creating a media pool
A media pool consists of one or more members of the press who agree to be the sole video/photographic and/or reporting representatives for the entire news media covering the incident. Use pools when security and safety concerns exist, or if a large media presence could be disruptive – for example, during an incident involving violence towards children. Media organizations are not fond of pooling, but it is established practice in certain contexts, such as military campaigns and of the activities of heads of state.
Using an internal videographer/photographer
Another option for managing a pool is to have someone from the response
organization(s) trained as a videographer/photographer provide still or video imagery. This is effective only when the organization has established its credibility for accurate information so that media feel comfortable with the individual documenting the incident
Procedures
Regardless of who is collecting the imagery, the CCT Leader must accompany the videographerl photographer to ensure his/her safety and that footage does not violate any laws or privacy/confidentiality requirements.
The following planning procedures can help an organization manage media pools effectively:
- If possible, set up interview access time windows and assign a media representative for one-on-one interviews and/or video access
- Prioritize media access to outlets serving areas the crisis threatens the most – for instance, during natural disasters
- If space for travel or accommodation is limited, let the media decide which organizations participate. For example, when rafters from Cuba floated a hundred miles off the coast of Florida, the US Coast Guard gave the media 30 minutes to decide which four reporters out of 100 would ride on a helicopter for an over flight.
- When dealing with a regular press corps, consider asking them for funds to purchase and use custom equipment. This will minimize space needed for video gear and cabling and will ensure high-quality footage for everyone.
- Conduct media training and familiarization exercises on ‘what to expect and how to be prepared. Remember, if there is a vital story to tell, the media will reach the crisis area one way or another.
- Establish a rapport with the media videographers and photographers and understand their needs
- When participating in a Joint Information Center (JIC) and managing a pool, recognize jurisdictional boundaries. A JIC is a mechanism for multiple organizations to collaborate on implementing a communications plan. See section 3.7 Cooperation with other organizations to establish relationships with potential JIC organizations and section 6.3 Creating a Joint Information Center (JIC) to implement a JIC plan.
- Inform the media of the travel timetable, as well as any supplies and accommodation they will need to arrange for themselves
Deploying with the press
The Miami-Dade Florida Urban Search and Rescue Task Force has been deployed to disasters around the world Response organizers have tried to accommodate reporters’ requests to join deployments. The goal has been to show the public first-hand what the task force was doing overseas in challenging environments However, problems that arose included:
Some members of the media were untrained and lacked passports, necessary supplies and equipment, thus risked delaying the deployment
Logistics for the media were difficult as pre-packed equipment caches and portable housing were for task force members only and aircraft space was limited
The participating organizations did not have a consensus on the level of prioritizing media involvement
The need to respond quickly and effectively in a crisis often limits the potential for positive media coverage These difficulties can be reduced through planning and education of the media pool.