Processing error list

Property "Synopsis" (as page type) with input value "Material accessibility

Access to material goods that help to satisfy basic needs and to be able to respond to disasters

• Accessibility is the condition to guarantee the integration without any barriers
  • In relation to social media and crowdsourcing, material accessibility refers to the access to communication and information systems and more generally to technological devices.
  • Moreover, it refers to the role that social media and crowdsourcing could have in facilitating the access to relief systems.
  • The starting assumption is that the lack of access to the virtual space can exacerbate an individual’s condition of vulnerability, depriving him or her of the possibility of receiving information and being represented in the flow of rescue requests and the response.

Physical and sensory accessibility

Physical and/or sensorial (in)ability to use specific platforms or communication system

• Disability can be defined as people’s ability to access communication and Internet
• Digital disability could overlap with physical disability, increasing the risk of situation of discrimination and exclusion*
  • Often governments, organizations and agencies fail to adopt a disability perspective during emergency situations and crises.
  • People with visual and hearing impairment and difficulties could be left behind.
  • Most of the social media platform are inaccessible for people with visual impairment and they exclude them from participating and collect information.
  • There is the need to expand the concept of disability and accessibility in disasters, including online environment.

Cultural accessibility

Access to information, knowledge and education, as well as linguistic and intellectual accessibility

• Individuals’ possession of resources on potential risk include how they respond to the danger
  • Difficulties to distinguish between true and false information. There should be trust in the information provided.
  • Most marginalized groups are usually less inclined to trust on the social information from institutional channels.
• Social and geographical differences increase the knowledge accessibility disparities
  • Geographical context plays an important role in the cultural accessibility because urban people are more inclined in the use of Social Media & Coud Sourcing also as a source of information during a disaster, while rural dwellers may limit their use of SMCS because they feel excluded by the flow of information provided.

Relief accessibility

Access to political, economic and social system, as well as power and representation. The possibility of access to the relief system, such as sending requests and receiving support

• If people hear things from people they know, they respond better than the notice
  • Social media plays an important role during a disaster especially because they give the possibility to share the current position also to the rescuers, to share information to people that are in the same emergency.
  • There have been some cases in which during an emergency a specific “hashtag” has been created and shared with people that could help to collect all the information together.
• It is important that people have multiple ways to receive information during disasters
  • Social media are important both for ensure the securing rescue and to organize efforts of volunteers to help people

Recommended Actions

• Action 1: How to identify your target group
  • This section aims of providing you with guiding questions to help you to map your communication needs and how targeting your social groups.

• Action 2: How to identify accessibility problems
  • This section aims of providing you with an overview of the main accessibility problems your target group could meet in accessing your online channels of communication.

• Action 3: How to set up your communication channel
  • In order to help you to set up in the best way your communication channel, we provide you here a checklist to create an accessible social media post

• Action 4: Connecting problems to actions
  • This tool has been thought to support you in identifying faster what are the best actions to take when you deal with accessibility problems" contains invalid characters or is incomplete and therefore can cause unexpected results during a query or annotation process.

"Crisis Communication" has not been listed as valid URI scheme.

Property "Synopsis" (as page type) with input value "WRITING FOR SOCIAL MEDIA

The Importance of Plain Language

• Quickly engage the reader
• Limit use of jargon, technical, or scientific language
• Write in active voice
• Keep messages short.
• Write in a friendly but professional tone
• Choose words with one definition or connotation
• Use measurements that are familiar to your audience
• Choose familiar terms, and use them consistently
• Use acronyms with caution
• Use numbers when they help you make your point
• Consider using alternatives to words expressing mathematical concepts, such as risk, normal, and range, if those words do not have meaning to your audience

Guidelines for incorporating social marketing into your communications

Social marketing is about identifying the specific target audience segment(s), describing the benefits, and creating interventions that will influence or support the desired behavior change.

• Highlight the positive aspects of your message
• Answer the audience’s question, “What’s in it for me?”
• Respect your audience.
• Encourage your readers to take a particular action or to learn more.
• Tie messages to specific products or services when possible

Creating Content

Social media content should be

• Relevant, useful and interesting
• Easy to understand and share
• Friendly, conversational, and engaging - Action-oriented

SOCIAL MEDIA TOOLS

• Buttons and Badges
  • Buttons are graphic elements that usually include an image, a short call-to-action message, and a link for more information. They are often created to be shared, and include HTML code that allows them to be posted on a website.
  • Badges are also small graphic images that include a message and link to a web page. However, badges are often posted on an individual's social network profile or personal blog to show support for or affiliation with a cause or issue, and may include messages that show a personal action was taken

• Image Sharing

Image sharing involves posting images (photos, artwork, etc.) to public websites where they can be viewed, tagged, categorized, and even used by others

• RSS Feeds

RSS stands for Really Simple Syndication. RSS feeds provide an easy way to stay updated on information that is important to you and helps reduce the time it takes to browse or search for new information on web sites. RSS feeds provide updated news headlines, blog posts or selected website content.

• Podcasts

A podcast is a digital audio or video file that can be saved for playback on a portable media device or computer. The term “podcast” refers to both the actual content of the media file and the method by which the content is syndicated.

• Online Video Sharing

Online video sharing can be used by partners to share tailored health communication messages. Online video sites, such as YouTube, MSN and Yahoo have emerged as popular and powerful video sharing sites

• Widgets

A widget is an application that can be utilized by partners to display featured health content directly on their desktop, website or social media site. Widgets can also generally be shared with friends

• eCards

are electronic greeting cards that are sent to people’s email accounts

• Blogs

Blogs, or web logs, are regularly updated online journals that almost anyone with an internet connection can use. Some blogs target a small audience, while others boast a readership comparable to national newspapers. They may have only one author or a team of regular authors, but most blogs share a similar format in that the entries are posted in a reverse chronological order and may allow readers to comment on posts

• Microblogs

Twitter is an example of a microblog. Twitter is an information network made up of 140-character messages called tweets. It is used by millions of people, organizations, and businesses to discover and share new information. Twitter users subscribe to receive tweets by following an account. Followers receive messages in their timeline that includes a feed of all the accounts they have subscribed to. These short, easy to read, public messages make Twitter a powerful, real-time way of communicating

• Social Networking Site

Facebook an example of a social networking site. These are online communities where people can interact with friends, family, coworkers, acquaintances, and others with similar interests. Most social networking sites provide multiple ways for their users to interact such as chat, email, video, voice chat, file-sharing, blogging, and discussion groups.

SOCIAL MEDIA EVALUATION

Developing the Model

• Using the activities and objectives determined in the social media communications strategy document, consider the following for each activity in your program. Note that there may be multiple inputs, outputs, and outcomes for each activity.
  • What are the inputs, or resources (both tangible and intangible), that need to be in place for the activities to happen?
  • What are the outputs of each of those activities? In other words, what will be the resulting products (usually tangible)?
  • What are the expected outcomes of the activities and outputs (usually intangible)? That is, what are the results you hope to see? (Example: Increased awareness of vaccination campaign.) If possible, break outcomes into short-term and long-term. The outcomes may be very similar to (or the same as) the objectives you developed in the Social Media Communication Strategy Worksheet.

Developing the Questions

• Inputs
  • How can each of your inputs be measured, counted, or otherwise evaluated?
    • For example, if one of the inputs is “messages developed by communication specialists,” what elements of this input can and should be measured?

• Outputs
  • How can the products of your activities be measured?
    • For social media activities, these questions may utilize web analytics, such as click-throughs and page views, or they could include numbers of friends, followers, or messages posted.

• Outcomes
  • Outcomes can often be harder to measure than outputs, but offer great value.
  • The evaluation questions for your outcomes will likely come from the SMART objectives you developed earlier.
    • For example, if your objective was to increase by 5% the number of target audience members who were aware of your campaign, your evaluation question would reflect this objective." contains invalid characters or is incomplete and therefore can cause unexpected results during a query or annotation process.

"Crisis Communication" has not been listed as valid URI scheme.

Property "Synopsis" (as page type) with input value "CONTENT

• Communications Fundamentals
• Communicating Complex, Scientific, and Technical Information
• Myths, Principles, And Pitfalls
• Understanding and Working with the Media
• Using Social Media Before And During Crises
• Correcting Errors and Rumor Control
• Assessing Personal Strengths and Weaknesses
• Presenting Information at Public Meetings
• Recognizing Opportunities to Speak Out

This guide focuses on the following areas:

• A brief orientation and perspective on the media for public officials, including discussion of how the media thinks and works, and on the public as the end-recipient of information
• Techniques for responding to and cooperating with the media in conveying information and delivering messages before, during, and after a public health crisis
• Tools of the trade of media relations and public communications
• Strategies and tactics for addressing opportunities and challenges that may arise as a consequence of communications initiatives

AVOIDING PITFALLS

• Abstractions:
  • Use examples, stories, and analogies to make your point.
  • Don’t assume there is a common understanding between you and your audience (even when you are using stories and analogies to make your point).
• Attacks:
  • Respond to issues, not to people.
  • Strive to end debates, not further them.
  • Don’t respond to an attack with an attack of your own.
• Attitude/Nonverbal Messages:
  • Remain calm, attentive, and polite.
  • Adopt a relaxed, neutral physical stance.

  • Don’t let your feelings interfere with your ability to communicate positively.
  • Never convey disgust, frustration, indifference, or smugness.
  • Never lose your temper.
  • Don’t allow your body language, your position in the room, or your dress to affect your message.
• Blame:
  • Accept your share of responsibility for a problem.

  • Don’t try to shift blame or responsibility to others and don’t magnify the fault to be found in others in order to deflect criticism or minimize your culpability.
• Costs:
  • Focus on the benefits to be derived, not on the costs entailed.
    • If costs are an issue, voice respect for the need for responsible stewardship of public funds.

  • Don’t discuss issues in terms of their dollar value, or complain about a lack of funds.
• Guarantees:
  • It is better to offer a likelihood, emphasizing progress and on-going efforts.
  • Don’t make comments like, “There are no guarantees in life.”
• Humor:
  • Avoid it.
    • If used, direct it at yourself.

  • Don’t use it in relation to safety, or health, or in describing risk.
• Jargon:
  • Define all technical terms and acronyms.

  • Don’t use language that may not be understood by even a portion of your audience.
• Length of Presentations:
  • Plan, practice and deliver a cogent 15-minute presentation.

  • Don’t believe that what you are saying is inherently more interesting than other topics and therefore warrants more time.
  • By the same token, don’t end your remarks after 15 minutes if there are important audience questions in need of answering.
• Negative Allegations:
  • Refute allegations succinctly.

  • Don’t repeat allegations or refer to them in ways that give them credibility.
• Negative Words and Phrases:
  • Use positive or neutral terms.

  • Don’t cite national problems, or make highly charged analogies, which may belittle the current situation (e.g., don’t say, “This is not 9/11.”).
• “Off the Record”:
  • Always assume everything you say and do is part of the public record.

  • Don’t make side comments or “confidential” remarks.
    • The rule is: Never say anything that you are not willing to see printed on the front page of a newspaper.
• Personal Identity:
  • Speak for the organization. Use the pronoun “we.”

  • Don’t give the impression that you, alone, are the authority on the issues being raised or the sole decision-maker.
  • Never disagree with the organization you are representing, e.g., “Personally, I don’t agree,” or “Speaking for myself ...,” or “If it were me. ...”
• Promises:
  • It is better to state your willingness to try. Promise only what you can deliver.
  • Don’t make promises you can’t keep and never make a promise on behalf of someone else.
• Reliance on Words Alone:
  • Use visuals and hand-outs to emphasize key points.

  • Don’t rely entirely on the spoken word to explain your point.
• Speculation:
  • Stick to the facts of what has, is, and will be done.

  • Don’t speculate on what could be done, or on what might happen, or on possible outcomes other than the intended one(s), or about worst case scenarios.
• Statistics:
  • Use them to illuminate larger points and to emphasize trends and achievements.
  • Don’t make them the focus of your remarks, or overuse them.
• Technical details and data:
  • Focus on empathy, efforts, and results.
  • Don’t try to fully inform and educate audiences on the minutia of issues.

Five Rules for Building Trust and Credibility

• 1. Accept and involve the public as a partner.
  • Work with and for the public to inform, dispel misinformation and, to every degree possible, allay fears and concerns.
• 2. Appreciate the public’s specific concerns.
  • Statistics and probabilities don’t necessarily answer all questions.
  • Be sensitive to people’s fears and worries on a human level.
  • Your position does not preclude your acknowledging the sadness of an illness, injury, or death.
  • Do not overstate or dwell on tragedy, but do empathize with the public and provide answers that respect their humanity.
• 3. Be honest and open.
  • Once lost, trust and credibility are almost impossible to regain.
  • Never mislead the public by lying or failing to provide information that is important to their understanding of issues.
• 4. Work with other credible sources.
  • Conflicts and disagreements among organizations and credible spokespersons create confusion and breed distrust.
  • Coordinate your information and communications efforts with those of other legitimate parties.
• 5. Meet the needs of the media.
  • Never refuse to work with the media.
  • The media’s role is to inform the public, which will be done with or without your assistance.
  • Work with the media to ensure that the information they are providing the public is as accurate and enlightening as possible.
  • If your agency or organization has a communications office, work with them on approaches to dealing with the media.

SOURCE: Covello and Allen, 1988; Palttala, Boano, Lund, & Vos, 2012" contains invalid characters or is incomplete and therefore can cause unexpected results during a query or annotation process.

Property "Synopsis" (as page type) with input value "Crisis Communication Plan

The main elements of a robust crisis communication plan include:

• Statement of company communication policy, including the names (or positions) of authorized spokespeople
• Outline of the communication organization, and its interface with the corporate Crisis Management Team (the head of communications should sit on the CMT)
• Protocols for ensuring all available communication channels are properly coordinated and that information and messaging is consistent to all audiences
• Description of functional roles and responsibilities, and candidates
• Checklists for each functional role, outlining the main tasks
• Templates for initial statements and employee communications, including the first online posts, which can be issued immediately after key information is confirmed.
• Templates should be developed for various possible scenarios, including accident; serious incident; diversion; hijacking/security incident; service disruption
• Database with phone and email addresses of important internal and external contacts (including primary media outlets, online influencers and service providers)
• Standard forms and documentation (for example, media call logging form, press conference registration form

Crisis communication team

At a minimum, the team should be capable of executing the following functional responsibilities.

If resources are limited, one individual may be responsible for two or more functions

• Communication Representative on the Crisis Management Team (CMT)
  • The Communication Representative on the CMT is responsible for providing strategic communications advice to the CEO and members of the CMT, and for ensuring that accurate and timely information to internal and external stakeholders is provided.
• Communication Team Leader
  • The Communication Team Leader is responsible for the overall management of the Communication Team and for ensuring that the communication strategy is executed.
• Content Developer
  • The Content Developer is responsible for drafting all written materials or other content used in response to the crisis, including news releases, backgrounders, briefing documents and statements (eg video statements)
• Online Communication Manager
  • The Online Communication Manager is responsible for managing the company’s social media and online channels.
  • The Online Communication Manager also coordinates online activities with other departments such as the commercial team, monitoring online conversations about the situation and advising on whether the company should engage with online conversations by posting responses on “owned” or third-party social media platforms.
• Internal Communication Manager
  • The Internal Communication Manager is responsible for ensuring that all statements are provided to employees via internal communication channels
• Network Co-ordinator
  • The Network Coordinator is responsible for maintaining contact with offices and PR Agencies across the network, and for ensuring that they receive updated information as it is released from Head Office
• Media Monitoring Coordinator
  • The Media Monitoring Coordinator is responsible for ensuring that all relevant electronic, print and online media coverage is collated and reported to the Crisis Management Team
• Media Enquiry Center Manager
  • The Media Enquiry Center Manager is responsible for supervising the team answering incoming media calls, and for ensuring that agents responding to reporters are provided with updated statements and talking points.
• Communication Representative/s on the Go-Team (which may be sent to the incident)
  • The Communication Representative/s on the Go-Team is/are responsible for travelling to the scene of the event and coordinating all communication activities locally" contains invalid characters or is incomplete and therefore can cause unexpected results during a query or annotation process.

Property "Synopsis" (as page type) with input value "Der Leitfaden zum Thema Integration von ungebundenen Helfern beschäftigt sich mit der Frage, wie spontane Helfer vor, während und nach einer Katastrophe integriert werden können. Neben den klassischen Methoden berücksichtigt der Leitfaden auch die Integration von Helfern über soziale Medien. Ebenso werden rechtliche Aspekte beschrieben

Ungebundene Helferinnen und Helfer im Bevölkerungsschutz

• sind nichtbetroffene Bürgerinnen und Bürger in einer Katastrophe.
• Sie werden eigenständig aktiv aus dem Bedürfnis heraus, anderen in einer Notlage zu helfen.
• Sie sind nicht Mitglieder einer Katastrophenschutzorganisation im Einsatz.
  • Insofern kann bei diesen Hilfeleistenden nicht von einer dem Einsatz entsprechenden Ausbildung ausgegangen werden.
  • Gleichwohl bringen sie eine Vielzahl von Fähigkeiten und Kompetenzen aus ihrem persönlichen und ggf. beruflichen Hintergrund mit.
• Ihre Hilfeleistung findet gemeinwohlorientiert und unentgeltlich statt.
  • Sie wird in der Regel außerhalb ihres unmittelbaren räumlichen wie sozialen Umfelds erbracht.
• Die Helferinnen und Helfer mobilisieren sich bzw. koordinieren ihre Hilfstätigkeiten selbstständig und ereignisbezogen.
  • Dies geschieht vor allem über Social Media

Das Dokument befasst sich insbesondere mit folgenden Themen:

• Einbeziehung ungebundener HelferInnen: ja oder nein?
  • Tätigkeiten für ungebundene HelferInnen
  • Grenzen beim Einsatz ungebundener HelferInnen
• Positive Entscheidung zum Einsatz ungebundener HelferInnen
  • Erreichbarkeit des Freiwilligenmanagements
  • Beispiele von ungebundenen HelferInnen in anderen Ländern
• Ansprache von ungebundenen HelferInnen
  • Aufruf zur Zusammenarbeit
  • Social Media
  • Welcome Center
  • Registrierung
• Integration und Koordination ungebundener HelferInnen
  • Einweisung
  • Willkommenskultur
  • Balanceakt zwischen Flexibilität und Planbarkeit
  • Mögliche Probleme
• Rechtliche Rahmenbedingungen
  • Helferbegriffe und Gesetzeswortlaut
  • Rechtsstellung der ungebundenen Helfer
  • Haftung für fremde Schäden
  • Schutz bei eigenen Schäden und Aufwendungen
  • Strafrechtliche Relevanz" contains invalid characters or is incomplete and therefore can cause unexpected results during a query or annotation process.

"Crisis Communication" has not been listed as valid URI scheme.

"Crisis Communication" has not been listed as valid URI scheme.