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  • Good afternoon, everyone.

  • My name is Kellee Waters.

  • I'm with C.D.C. in emergency and response operations.

  • Thank you for joining us today for today's webinar entitled

  • communication partnership for public health emergencies.

  • If you do not wish for your participation to be recorded, please exit at

  • this time.

  • You can earn continuing education by completing this webinar and the

  • information can be found our on website.

  • The access code is EPIC with all capital letters, EPIC0129, to repeat,

  • in all caps, EPIC.

  • O219.

  • To ask us a question, use the Q&A button.

  • Closed captions are available for this webinar.

  • Today, we will hear from Jonathan Lynch a core member of the EPIC team.

  • He is a Forder broadcast medical news producer who has been a producer

  • at C.D.C. for 16 years.

  • He studied mathematics, economics and business.

  • He applied disciplines to building EPIC partnerships.

  • These are a collection of relationships that C.D.C. maintains to help

  • share potentially life-saving information during public health

  • emergencies.

  • Although Jonathan usually handles the Q&A session of the EPIC webinars,

  • today, he will be our presenter Jonathan, please begin.

  • Jonathan Lynch: Thank you.

  • One second.

  • There we go.

  • Next slide, please.

  • So first, we're aware that some people may be connecting because they

  • want to know more about the novel Coronavirus outbreak.

  • This webinar is not focused on the topic, although the suggestions from

  • this presentation apply to many different types of public health

  • concerns, including infectious disease outbreak, if you want to know

  • more go to cdc.gov/coronavirus/2019.

  • I'm a math nerd, so I apologize for this, but they are letting me get

  • away with this of indulgence here and it will explain how it is so hard

  • how you can communicate through a complex social network.

  • I have cards.

  • I have shuffled them and which you may not know is this deck of cards in

  • this order more than likely this is the first time in the entire history

  • of the world that a deck of cards has been in this order.

  • More than likely, the last time it will ever happen, so it seems

  • impossible on the surface, but if you look at the math on this, first

  • card has one out of 52 possibilities, the next one, one out of 51, that

  • is called a 52 factorial and it is more than the number of atoms on

  • iter.

  • The reason this is relevant to partnership communicating and when you're

  • communicating to other partners and constituents, you have you a pathway

  • your message flows through, you can't predict how it is going to go.

  • Instead of being precise, you have to work with general principles and I

  • will show you in a minute and sometimes you get a great result and

  • sometimes you get a less than ideal result.

  • Next slide, please.

  • Here is why we need communication partnerships.

  • The channels we work with for communicating, such as news media, social

  • media, various clinical channels reach specific audiences that might be

  • effective, but might not reach everyone.

  • Communication partnerships help to reach the hard to reach people that

  • may be at most risk, few examples are isolated people during hurricanes,

  • elderly people during flu season, migrant workers during a mosquito

  • outbreak.

  • Next slide, please.

  • Here are a few examples of the partners that we use to accomplish this.

  • Pardon me.

  • We have 60 communication partners, we have some faith-based partners,

  • governmental partners, some partners who work in the emergency response

  • community, some who have an international presence, but also a presence

  • in the U.S., some work at a local level.

  • Next slide, please.

  • These partners were selected for the ability to help us reach people, so

  • I'm going to do a quick demonstration and I am going to present my

  • screen here, just a second.

  • Share, share, OK.

  • So I'm going to demonstrate why we need to, not only work with partners,

  • but why it is so important to maximize the methods we use to work with

  • partners to have successful communication.

  • This is an application that I designed that demonstrates how viral

  • messaging works and why it is inconsistent even with the same

  • parameters.

  • Each represents a layer and each dot represents an organization.

  • The odds of a partner for this simulation passing your message on are

  • 50% and the number of messages they pass it on to is set to two, so run

  • the simulation and it reefs one person.

  • I run it again and two organizations, but you can see with the exact

  • same parameters, just a few tweaks can make a difference between

  • reaching a few or as we see here, fairly extensive market penetration

  • with a message.

  • It is important to understand those techniques that increase the

  • probability of retransmission and the number of organizations that you

  • pass your message on to.

  • Can we go back to the slides?

  • So here is how the principles apply and in that simulation, each node is

  • a communication partner, each line is a message of transmission.

  • The probability of a message being transmitted can be low if the

  • organization is not motivated to, they don't know you very well, they

  • don't trust you very well.

  • They may be busy, they may be sick.

  • That can happen.

  • The more nodes you want to reach, the harder it is to be successful

  • because there is a possibility of the message being interrupted each

  • time.

  • So what that means is flat networks is better, that is if you're

  • starting from where you are and reaching several different organizations

  • and it may go two or three levels down before it reaches the target

  • population, there is a higher probability of success than expecting them

  • to do the work for you.

  • We find direct outreach improves retransmission, so when we're trying to

  • pass on what is potentially a life-saving message, we share that

  • information with a partner and we call them up and say we're sharing

  • this information, can you please share this?

  • Getting that personal interaction oh, yeah, we'll pass it on that makes

  • a huge difference for us.

  • Finally, messages can be corrupted.

  • If you are, for instance, sharing information with the media and rather

  • taking what you produce, they are interpreting it and sharing the

  • interpretation with the message.

  • If you have an electronic message and people are passing it straight

  • from your organization to the end user it gets mostly uncorrupted by the

  • time it reaches and that can help with accurate information sharing.

  • Next slide, please.

  • I divided this up into steps.

  • Step one is segmenting the audience and anyone who has take an marketing

  • class recognizes this as a first step.

  • There are certain questions you can asking yourself, which groups will

  • not likely be reached through mainstream media?

  • If you're relying on media or other reliable networks and that covers

  • all your needs that's fine, but if you think about those with limited

  • English proficiency, those who have sensory barriers, difficulty with

  • hearing or vision, people who might be isolated or come from a sub

  • culture that is socially, partially disconnected from the mainstream

  • culture, all of those things may be a concern, so you need to find

  • organizations that serve those groups.

  • You also have to ask, who will need specific information that they are

  • unlikely to receive from mainstream media, so you might be sharing

  • messages with regular media outlets, but certain specific pieces of

  • information may be something they might not be as interested in passing

  • on, so specific information for pregnant women, older adults, people

  • experiencing power outages for multiple reasons those messages you may

  • need to work with communication partners, so you find the partners who

  • can deliver the messages to high-risk groups.

  • Finally, which groups may not have -- I have a visibility problem here,

  • which groups may be disconnected from your organization even if they are

  • otherwise connected to sort of a larger social network, so it may be

  • that your natural communication recipients are sort of different from

  • the groups from like a particular group you want to reach, so you may

  • need to find a specialty organization to reach a group because it is not

  • connected to your organization.

  • Next slide.

  • OK, so here is some examples of audio segmentation from the EPIC team

  • for reaching Spanish-speaking populations, we have more than one for a

  • lot of these examples, we have a partner with the Hispanic federation.

  • One example for sub cultures, we made a partnership with the center for

  • Haitian studies in southern Florida that help to communicate about zika

  • to pregnant Haitian women during the outbreak.

  • We have a couple of migrant farm workers organizations that we're

  • connected to as well.

  • Cultural isolation, people experiencing homelessness can be isolated,

  • not always actually, they may have a degree in electronic to libraries,

  • but they can be socially isolated, so we have two different

  • organizations that focus on homelessness and we have partners with the

  • public library association who serves a large homeless population and

  • they are helpful in sharing information.

  • Another example is for persons experiencing Hearing Loss Association of

  • America, they have been an excellent partner of ours for multiple

  • reasons.

  • Next slide, please.

  • Step two, identify partners who can help with communication activities.

  • It is not enough that the partners serve an audience you need to reach,

  • you need to make sure they have the ability to share information, so

  • seek out partners who can provide information to you, to redistribute to

  • others in your network that can be a useful tool and EPIC has done that,

  • seek out partners who can disseminate information to targeted audiences

  • that means they have a constituent you might want to reach, they have a

  • mechanism to reach the constituents and they have sufficient staff size

  • and engagement and personal interest to accomplish this.

  • Finally, partners who can offer insight on communication needs.

  • On the previously slide, I mentioned the hearing loss association of

  • America, they influenced us to provide live closed captioning on our

  • webinars and they are right about that.

  • It is nice to not only get someone who can distribute messages, but can

  • help inform you on how to do it better.

  • Next slide.

  • So of course, we can think about sectors in many different ways.

  • We focus on public sector, nonprofit sector and private sector.

  • Next slide.

  • In the public sector, when you're seeking out partners, typically, we

  • break it down to federal, state, and local levels, federal partners are

  • C.D.C., FEMA and SAMHSA.

  • Federal can be very large and no organization has perfect inside the

  • organization communication, so that means if you want a specific federal

  • partner for a specific activity, seek out the teams, the functions, the

  • groups that work on the activity and partner with them directly that

  • just seems more effective than trying to work from the top down in the

  • Federal Government.

  • At the sate level, of course, those working in public health, state

  • health departments are wonderful partners on several levels, but also

  • consider working with state-run assistance programs because they might

  • serve populations that you have a high interest in reaching with

  • communication activities.

  • They might have a ready mechanism to share the messages.

  • At the local level, schools.

  • Teach the students, teach the parents, if you can share information with

  • schools, you can share the information and it is a great way to get

  • information to the entire family, so something to bear in mind.

  • For the nonprofit sector, which we have many nonprofit partners,

  • consider emergency response organizations, a lot of people attend our

  • webinars are coming from emergency response organizations, but consider

  • partnering with them even if you're going to work on more than just,

  • like disasters like hurricanes or floods or something like that, because

  • they have a lot of resources and a lot of motivated to volunteers, of

  • course, national VOAD is a great organization, if you look at state and

  • local VOAD's are a great resource to partner with.

  • Faith-based organizations can often reach specific populations, which is

  • helpful.

  • They are often highly motivated to and they established a lot of trust

  • with the people they serve, so that is a great way to, again, get a

  • motivated to partner who is likely to pass on your message and

  • communication based -- sorry, community-based organizations may serve a

  • specific sub culture and they might have several excellent ways to share

  • information with that group as well.

  • Next slide.

  • The private sector, I have heard multiple times that people are hesitant

  • to partner with the private sector because they are worried about the

  • inappropriateness of partnering with a government organization in the

  • private sector, but when we're talking about emergency response, we're

  • talking about saving lives and that comes first.

  • When we're talking about communication partnerships, it's worth doing

  • and we just work through all of the other potential difficulties.

  • You can seek out specific companies if they serve populations they want

  • to reach, trade organizations.

  • We are partners with a couple of pharmacy trade organizations and a

  • couple other organizations as well that serve kind of the larger

  • business community, of course, clinical partners, which I will mention

  • on the next slide and the reason they matter so much is, especially

  • during a natural disaster, during several different kinds of

  • emergencies, they can be different contacts, so pharmacy, grocery store,

  • gas stations are the first place people go that is why they from use to

  • feel partner with.

  • Next slide.

  • So clinical partners is a special topic and C.D.C. has its own team

  • devoted to establishing partnerships for emergency communications.

  • Public health emergencies can present unique challenges and providing

  • the right information for clinicians can save lives.

  • It can save lives because it can influence what the clinicians do and

  • clinicians can influence the actions their patients take.

  • Developing and maintaining strong partnerships with clinical

  • organizations is critical for successful notification for sharing and

  • training because clinical partner organizations serve more -- they may

  • have thousands, sometimes hundreds of thousands of clinicians they serve

  • and more than just physicians.

  • We share information with the right clinical organizations.

  • You have an excellent ability to reach a large number of people and that

  • is why we have our own separate team for this.

  • Next slide.

  • Step three, make connections before an emergency.

  • Sometimes you have to have what we call a just in time partnership, but

  • if you can build your trust, build your relationship ahead of last time

  • means making initial contact, having a discussion to reach an

  • understanding of how each organization operates, how you benefit each

  • other and what your mutual expectations are.

  • We typically do not seek out formal agreements because they become more

  • difficult than they're worth, but for many people it may be help to feel

  • have a memorandum of understanding.

  • Next slide.

  • Step four, maintaining connections.

  • This occupies a large portion of my work, it is not just enough to

  • establish the connection.

  • You have to make sure you keep it going that means updating and

  • confirming contact information, because sometimes your point of contact

  • has moved on and sometimes you have to re-establish, rebuild the

  • partnership from scratch that means reaching out to them and having

  • conversations.

  • We like to feature our partners in our newsletters.

  • It is a great way to show what excellent partners we have and it is a

  • great way to maintain the relationship and just in general, mutually

  • participating in activities can help maintain the connection.

  • Finally, step five where all of your work has paid off, working together

  • during emergencies.

  • The first thing I would say about this is listen to their needs.

  • if you're sharing information to help people, you want the information

  • to be as focused on as possible on the needs of the people you're trying

  • to help.

  • Organizations that represent those people can tell you exactly what you

  • need to send, need to share to have maximum impact.

  • Listen to their needs.

  • Obtain appropriate information from other partners, so C.D.C. is often

  • the primary generator of information and information products, but not

  • always, and others doing this kind of work may not be the primary

  • generators.

  • If you established a relationship with FEMA or HHS or other sources, you

  • know where to get the information, quickly go, get the information and

  • share it with your partner organizations and they are going to share it

  • through their channels.

  • Next slide.

  • to Milwaukee this work, you need to have effective answers, a few simple

  • tips.

  • We talked about what partners telling you what their constituents need,

  • which means you have content that will have the most impact.

  • It should be short, should be relevant, give positive action steps and

  • you might need to repeat the message.

  • A lot of this comes from cirque, which C.D.C. does a lot about that

  • topic and I would suggest to learn more about creating effective

  • messages.

  • Next slide, please.

  • Here are some examples of successful EPIC partnership activities.

  • In 2017, the national community pharmacist association, an excellent

  • partner and excellent organization shared information on pharmacies that

  • were open shortly after hurricane Harvey.

  • So this is critical information, didn't have access to them and didn't

  • know where to go, so we took that information, that list, shared it with

  • the EPIC partners and other groups locally, so they could share the

  • information with people in the affected area, so people could access

  • their medications.

  • Another example, C.D.C. shared Haitian documents with the organization

  • during the zika outbreak.

  • This organization provides clinical care for Haitians in Florida, so it

  • was a great opportunity to have documents printed in the appropriate

  • language so they could share with pregnant Haitian women to help prevent

  • getting zika.

  • Peter from the national disaster interfaiths presented an EPIC webinar

  • about the ways congregations can contribute during emergencies and that

  • was an example of a shared activity that builds a strong connection and

  • we continue to have a strong connection with them.

  • Next slide.

  • So another example, we have created just in time partnerships with those

  • who serve the Congo.

  • We reached out to them.

  • We happen to have a staff member from the Congo who helped us with this

  • and we shared information with leaders so they can share the information

  • and some will share the information with friends and family back in D.

  • R. C.

  • Next slide.

  • Mere is a picture from working with communication partners in Puerto

  • Rico where we were handing out a variety of information and supplies to

  • help with the zika outbreak, actually.

  • Here are lessons we learned from these interactions, working with the

  • partners.

  • Respect the partner's mission.

  • It is a two-way street.

  • We're trying to accomplish something, it is not about how they help us.

  • It is about how we help each other.

  • If you go into it with that mindset, it will create a trusting

  • relationship which means the.

  • Works during an emergency.

  • Making regular contact, assisting them with their information needs

  • because you may have specific types of information they can use, using

  • their expertise, so just as C.D.C. would have expertise in infectious

  • diseases, for example.

  • If we work with organizations that represent people experiencing

  • homelessness, they can provide us with knowledge that we can use and

  • for, ors having an opportunity to use their expertise professionally,

  • especially on a large scale helps build and maintain their high

  • reputations, so it is beneficial on both sides to use your partner's

  • expertise.

  • This can be summed up as understanding the entire value of exchange.

  • This is a concept in business, where it is not an exchange of one thing

  • for another.

  • You're providing a lot.

  • Our partners may provide expertise, communication channels, a type of

  • validation or vouching for the partners they work with and we might

  • provide critical information for example, access to C.D.C. experts.

  • Understanding the full exchange that goes on there really helps perceive

  • the value of the partners that you seek out and can work with.

  • Next slide.

  • There are sticking points and these are things to bear in mind.

  • A lot of organizations have controversies, so you have to do background

  • research.

  • Just be careful.

  • You don't want to get mired down in something that might cause

  • reputational harm to your organization.

  • Looking out for political sensitivities or strong political bias.

  • We're a public health organization.

  • We work with organizations, with partners that some way contribute to

  • the public health, so for us this has not been a major issue, but

  • something to consider.

  • You want to make sure you have the resources to be a good partner and

  • make sure they have the resources to be a good partner, otherwise it

  • winds up being a waste of everyone's time.

  • It is worth considering if there is distrust from any constituents, it

  • might mean you need to go to extra lengths to establish a trusted

  • relationship.

  • Language barriers are a huge concern and it can be difficult to measure

  • success.

  • Like I mentioned, sending a message through a network that may go

  • through nodes before reaching somebody, you really don't know.

  • You don't have any means of seeing if it is working.

  • You can generally see if your total communication efforts are having

  • some effects.

  • It can be difficult to precisely measure the success of any given

  • activity.

  • A few skills, I am a student of conflict resolution methodology and I

  • recommend that for absolutely everyone.

  • Cultural competence and please be sure to check out, if you go to the

  • C.D.C. EPIC website, you will see that we had a webinar on cultural

  • competence, but we have a website that provides some information on how

  • to learn and acquire cultural competence because that is a critical part

  • of working with different partners and communicating across the cultural

  • boundaries and languages as needed for reaching your constituency.

  • Next slide.

  • Here are a few partnership resources that can be useful for reaching,

  • here is one for reaching at-risk populations in an emergency.

  • Another one that describes principles of community engagement and the

  • CERC chapter on community engagement and I recommend studying the CERC

  • manual if you have time.

  • Next slide.

  • That's it.

  • We can start taking questions.

  • >> Kellee: Thank you, Jonathan.

  • We will transition to the Q&A session.

  • Lisa, can you read the first question?

  • >> Lisa: Do you have any thoughts about making sure about partners do

  • not feel they are being used in a one-way relationship?

  • Jonathan Lynch: Absolutely.

  • The most important thing is when you are taking action to serve their

  • needs follow through.

  • That's the most important point in all of this.

  • I mean, when our partners reached to us for information or help in

  • something they are working on, we don't always succeed, but we always

  • responsible, we always try.

  • We always make sure they know that we're not using them, that we see

  • this as a two-way thing.

  • Also, if you -- if you promote what your partner does, it makes you look

  • good because it shows you have a mindset of wanting to create a culture

  • of cooperation that makes you look good to your constituents and it

  • certainly builds a good rapport with your partners.

  • Lisa, next question.

  • >> Lisa: Thank you very much.

  • Anonymous attendee, can you please explain what is a flat network?

  • Jonathan Lynch: Well, I can.

  • OK, I hope you can see my hands here.

  • You start from one point and you go to the next node in your

  • communication network and you go down one more level and down one more

  • level and if you go 50 levels through, that means the message goes

  • through 50, ors before it reaches your target audience that is likely to

  • fail.

  • That's likely -- the message may get corrupted, too many opportunities

  • for failure.

  • If, on the other hand, you have 50 different partners that you're

  • working with and it goes from you to all 50 of them and from them to one

  • more layer down to the constituencies then you're not going through as

  • many layers of communication, which is more work, because you have to

  • reach more partners on the outset of the network, but a much higher

  • probability of success.

  • If you want to get deeper into the math nerdiness of it, please e-mail

  • CDC@gov, I'm happy to follow up on that.

  • >> Lisa: Could you talk a bit about how you engage partners during

  • routine times?

  • Jonathan Lynch: We can.

  • So we actually have taken a lot of time to figure out how we're going to

  • go about doing this.

  • We don't want to just call people and say hey, how it is going, glad to

  • see you are doing well.

  • We want to have meaningful interactions.

  • During non, for us what we call a nonactivation period or a

  • pre-emergency period, we engage in a lot of preparedness work, so we

  • engage our partners in the same preparedness work.

  • By doing that, we're constantly engaged with them.

  • We're helping them stay at the level they need for when an emergency

  • happens, then of course, we have the trust built up, so I would say

  • during nonactivation find reasons to work with your partners on that

  • preparedness, as well as engaged, shared communication activities.

  • >> Lisa: Thank you very much.

  • Our next question, can you share phi the role of C.D.C. versus state or

  • local partners during national emergencies, particularly as it is harder

  • to reach groups to ensure they don't fall through the cracks?

  • Jonathan Lynch: There is a phrase that all disasters are local.

  • It is not a question of whether or not or C.D.C. or local group or state

  • are trying to reach the harder populations.

  • We're all trying to reach them.

  • From the C.D.C. perspective, we have direct connects to -- connections

  • to a lot of state and local health departments, so we will share

  • information they can share through their channels, but if we have direct

  • channels.

  • For example, I can share information with the Salvation Army who is

  • share the information who just experienced a flood and they are

  • disconnected or they might have something printable, if we have that

  • direct able, we will use it because it is a situation where the

  • communication to save lives is what is most important, so it is not a

  • question of either/or.

  • We're working all channels at once.

  • >> Lisa: Excellent.

  • Thank you.

  • As I offer the next question, I will let you know because it pertains to

  • my work as well, I'm happy to chime in.

  • I know it is hard as a government agency to gain the trust of

  • undocumented residents, what techniques do you recommend for

  • communicating with them?

  • Jonathan Lynch: I'm going to defer to Lisa for this, but I'm going to

  • make one quick comment.

  • Sometimes people see government as a monolithic entity, but it is

  • several organizations under one umbrella.

  • It may be possible to build some trust for one part of government even

  • if people have perhaps an intense distrust for government as a whole and

  • I'm going to defer to Lisa.

  • >> Lisa: Thank you very much, Jonathan.

  • I want to affirm what Jonathan said and on EPIC, we work as a team to

  • get information to our partners.

  • We have a provide variety of partners, but what we have heard time and

  • again the trust-building relationship.

  • The people who are active in the communities who are the trusted

  • messengers, they can connect to community member, including undocumented

  • residents to get the necessities out -- get the messages out.

  • As a large government agency, we do not have the ability to connect well

  • with every community across the nation.

  • We do work closely with our partners, especially to find out whether

  • there are communities not being reached, whether there are questions not

  • being answered and we do best to be responsive to those.

  • Jonathan Lynch: It helps, too, that if we create a message in a document

  • and we pass that on to a partner organization and they take that mess

  • edge and they pass it to the constituents, it is communication coming

  • from an organization that the target audience already trusts.

  • The helps a lot.

  • I mean they can believe a message even though they don't trust the

  • government as a whole.

  • >> Lisa: I will add to that, too, the value of communication that is

  • concept that you will see reiterated with CERC and we will share the

  • link at the end of the webinar.

  • If we share a message with our partners and that message is consistent

  • with other partner, people in the community will get the same, accurate

  • meaningful response from multiple places and they are going to find they

  • can trust the message better.

  • Jonathan Lynch: Excellent.

  • Next question.

  • >> Lisa: Frank says he is active in his community in New York, but often

  • feels there is not enough -- forgive my paraphrasing, there is not

  • enough follow-up and he is looking for tips for more active engagement

  • with partners.

  • Jonathan Lynch: It is not something you do by happenstance.

  • It is something you plan out.

  • You don't say let's try this or try that.

  • It is something you actually have to make a plan for and execute.

  • One of the things we did with our partners was Luke a plan to reach out

  • to reach out a planned set of questions to verify they are connected and

  • see if we are serving them in the ways they need.

  • We had to go to a lot of trouble.

  • Federal Government has the paperwork reduction act.

  • We can't just poll people.

  • We have to get permission to do that.

  • We went through the trouble of doing that because it is worth taking the

  • time to do that.

  • Make a plan, incorporate shared activities, things you can do together,

  • incorporate a lot of preparedness.

  • Activities because it builds the trust before the emergency comes and

  • finally, if you have a communication channel, talk about your partners

  • on your communication channel that makes you look good.

  • It makes them look good and it is beneficial across the board, OK?

  • >> Lisa: Our next question, can you provide more information on what a

  • just in time partnership is and how you incorporate them into your

  • planning and preparedness effort?

  • Jonathan Lynch: You can't anticipate everything.

  • You wouldn't have the time to form 2,000 or 3,000 partnerships, so when

  • something unexpected comes, such as having to work on Ebola outbreak in

  • the democratic republic of the Congo, you have to find partners who

  • serve the population that you have never connected with before.

  • The most important factor, you don't know if they trust you, the most

  • important factor is for you to have a great reputation.

  • If you have a great reputation and when you numb and talk to them, you

  • are less likely to meet resistance.

  • If it is helpful, it is to form a partnership with a single member or

  • few members in a range of organizations that you want to serve and that

  • person can help promote your efforts.

  • We were very fortunate in the case of DRC to have a staff member from

  • DRC to have connections already that was just a blessing, so that kind

  • of luck won't always happen, but you can form the intermediate kind of

  • relationships to quickly establish trust in a larger set of

  • partnerships.

  • >> Lisa: Our next question, what modalities are most effective in

  • communicating with partners?

  • Do you use driving them towards websites?

  • Jonathan Lynch: Well, I personally, I prefer to share an e-mail rather

  • than drive them to a website.

  • If they have an e-mail, it is one click away to pass it to someone else,

  • so if I have the information already there, it is easy to pass on.

  • People may or may not click a clink, it is great if people check out

  • what you have, but I personally prefer to have it in front of their

  • face.

  • That is the great thing about social media, too, if you're connected on

  • social media or Twitter or linked in and you post something, they can

  • immediately post your posting, repeat their posting on their channels.

  • >> Lisa: I will add to that, that is one of the places that the cultural

  • considerations come into play.

  • You need to consider, how would your partners like to receive

  • information, but how would people they serve like to receive information

  • and make it as shareable as possible.

  • Jonathan Lynch: I talk about how e-mail is convenient, but you have to

  • look at the practicalities of the situation.

  • I mean sometimes you may have to print documents out and hand them out

  • at a grocery store.

  • We have had to do that multiple times sometimes you have to rely on a

  • type of word of mouth.

  • If you're working with an organization that serves people in assisted

  • homes, they might be experiencing decline or other disabilities, so the

  • method of communication may be you share a document with them and they

  • interpret and read the document and simplify and explain to the target

  • population.

  • Selecting the modality depends on a lot of factors, but the one I find

  • reduces, seems to maximize while passing on reducing corruption so

  • e-mail is my personal preference.

  • >> Lisa: I know it is difficult to measure success, but what metrics

  • have you tried to demonstrate your partnerships are having an impact?

  • Jonathan Lynch: Main things, one, they let us know.

  • They reach back and let us know.

  • I would caution against relying purely on numbers because it may be hard

  • to get an exact, precise number, but it is still meaningful to have a

  • partner write back and say I share this through our network.

  • We appreciate this.

  • Secondly, there is a whole science around monitoring media, social media

  • even monitoring discussion groups on forums, so if you have some

  • electronic means by which the targeted population communicates, you can

  • monitor that and get meaningful numbers from doing that.

  • It helps if you have someone who is embedded, who can get a general

  • sense of how your information has been received.

  • We have a whole research team that tries to provide this type of

  • information.

  • The point that makes it difficult is, was it your partnership

  • communication that was successful or was it is the communication through

  • mainstream media that was successful?

  • This is a difficulty in all marketing efforts that you use multiple

  • points to reach people to persuade them to do something and you don't

  • know which of the points influenced the outcome, but you can observe to

  • see if you did influence the outcome.

  • >> Lisa: Our next question is what is an expected turnaround time in

  • providing information to partners?

  • Is there a best practice or does it depend on the case?

  • Do you commit to providing updates on a schedule whether or not there is

  • new information?

  • Jonathan Lynch: Certainly, it does depend, but as far as the schedule

  • goes, if you have an event that is changing on a regular basis, if

  • nothing else, you can provide updates on case counts, things like that.

  • It would be questionable to provide an update that says nothing is

  • happening, but -- I'm trying to think about how to word this.

  • We want to keep our partners as informed as we can and so we will make

  • regular contact, try not to go more than a few weeks to make sure we are

  • sharing something to communicate with the EPIC partner, we do that, so

  • even if it is not on a prescribed schedule, we make sure they are

  • well-informed because they expect it from us.

  • It is almost like breaking trust if we don't provide something on a

  • semi-regular basis.

  • Lisa, what are your thoughts?

  • >> Lisa: I would like to add to that one of the basic ideas of CERC,

  • when you're looking information, you want to upinvestigate people with

  • the information that you do, so you can take the opportunity to tell

  • people what you do know, what you don't know and what you're doing to

  • find out, so updating on a schedule, that is certainly on a case by case

  • basis, but as promptly as you're able to and proactively as you're able

  • to even if the information you're providing is here is what we're going

  • to find out.

  • Jonathan Lynch: That is one phenomenon that we discuss in CERC, people

  • believe the worst information.

  • Even if you have a little bit of information, share it right away and

  • people tend to trust you.

  • Next question.

  • >> Lisa: We have time for a few more.

  • Next question is do you have any tips on how to figure out all of the

  • different groups, organizations that you should be reaching out to, for

  • instance trying to reach agencies that serve vulnerable populations?

  • How do you build that contact list?

  • Jonathan Lynch: First, you need -- follow the five steps I described,

  • you need to segment your audience.

  • When you say reaching vulnerable populations that means a lot of things.

  • You need to define what that means, older adults a vulnerable

  • population?

  • Are older adults in nursing homes or assistants homes, a vulnerable

  • population?

  • If so, maybe you want to get online and find an organization that serves

  • that industry.

  • EPIC does have such a partner.

  • It is a question of figuring out who you need to reach and what

  • organizations can help you reach those groups and then doing the work to

  • establish that connection.

  • >> Lisa: I will add to that, as part of the all hazards planning, you

  • will take into consideration what sort of risks are my community like to

  • face and from there that might inform your decisions about which groups

  • might be at greater risks and, therefore, finding organizations that

  • serve those groups.

  • Jonathan Lynch: Don't put it off.

  • Do it now.

  • >> Lisa: The question about how to build the contact list, sometimes web

  • search is the best way, sometimes connecting through other partners is a

  • good way to do it, whether that is internal or external partners that

  • might have the connections or people that are in your community or

  • outside of your organization that might help you find the right

  • connections.

  • Jonathan Lynch: The great thing about a web search if an organization

  • is -- has enough resources to be a helpful partner they probably have a

  • website presence.

  • Then, of course, partners or people you work with say hey, go check this

  • out and you can learn about them before you reach out to them.

  • We have been in a situation where we're considering forming a

  • partnership.

  • We have a meeting and we're like, well, I'm not sure if this is a good

  • match for both of us, so that can be awkward, so doing your research

  • ahead of time online is a good idea.

  • >> Lisa: Excellent.

  • Thank you.

  • Could you please expound on nurturing relationships and tips to improve

  • that process?

  • Jonathan Lynch: We talk about nurturing relationships, there is building

  • the relationship and repairing any damage that may have been done.

  • In terms of billing the relationship, it is about establishing regular,

  • meaningful, activities.

  • It helps to be a personable person, when you do that.

  • In materials of repairing damage to a relationship, I cannot emphasize

  • enough that methodologies and conflict resolution can have incredible

  • results.

  • I have used the methodologies to prevent some pretty, what would be

  • otherwise a failed situation.

  • It can make a difference.

  • I personally, if you want good, street-level conflict resolution there

  • is a book called "getting to yes."

  • It is fantastic and it is kind of the basics, but what folks in our

  • situation would be most likely to use.

  • OK?

  • Any other questions?

  • >> Lisa: How would you manage lone rogue people who are disseminating

  • incomplete or incorrect information?

  • Jonathan Lynch: I would not want to work with them, my goodness.

  • Is it that they are sharing their own information that conflicts with

  • your organization, because if that is the case, I would say discontinue

  • that.

  • Entirely.

  • That is not hard to do, explain to them, it sounds like we're coming at

  • this from different angles and is a concern for us, so we're going to

  • discontinue this communication.

  • They might be a great communication partner, but they have some other

  • aspect that they are doing that creates a difficult any for you and in

  • that situation, you have to weigh out the political concerns versus the

  • public health concerns and that can be prominent if you're dealing with

  • a faith organization whose faith may be in conflict with your

  • organization's own standards.

  • It has been our experience that people are more concerned about saving

  • lives and much less concerned about your own reputation.

  • OK.

  • >> Lisa: I believe that may be all of the time we have for questions.

  • If we did not get to your question, we apologize, but encourage you to

  • send it to EPIC@CDC.gov.

  • Thank you.

  • Jonathan Lynch: Thank you, everyone.

  • >> Kellee: Thank you again from me and the entire team for joining us

  • for today's webinar.

  • If you have additional questions e-mail them and today's presentation

  • has been recorded.

  • Feel free to share it with anyone who wasn't able to attend.

  • You can earn continuing education for your attendance, please follow the

  • instructions found on CDC.GOV/EPIC and the access code is EPIC 0219 with

  • all letters capitalized.

  • Thanks again, everyone.

  • Goodbye.

  • Jonathan Lynch: Goodbye.

Good afternoon, everyone.

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公衆衛生緊急時のコミュニケーション・パートナーシップ (Communication Partnerships for Public Health Emergencies)

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    林宜悉 に公開 2021 年 01 月 14 日
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