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Needs to Bark
Scott E. Robinson
and
Joseph Reed
Bush School of Government and Public Service
Texas A&M University
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1 Introduction
Local emergency management organizations (LEMOs) provide a wide variety
of services to their communities - many relatively unknown to the people they
serve.1 The unheralded nature of LEMO’s work can have a significant nega-
tive impact on these organizations. A LEMO that operates quietly beneath
the radar of most local residents is an organization that will likely find it
difficult to justify continued funding (particularly in the absence of a recent,
memorable disaster) or to disseminate information to the public about issues
ranging from preparedness activities to evacuations. In this environment, it
is essential for LEMOs to develop a strategy to raise awareness about their
activities within the community. Doing so calls for a clear understanding of
the dynamics of media coverage of emergency management.
This article presents some research into media reports of emergency man-
agement. Section 2 provides a brief introduction to the specific emergency
management activity studied, evacuation hosting, and some theoretical ex-
pectations about media coverage of emergency management activities. Sec-
tion 3 describes the data collection procedure we used and the media reported
networks found in two similar communities. Finally, section 4 provides some
recommendations based on the research findings for how LEMOs (and, po-
tentially, other local public service organizations) can receive attention from
the media.
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who have fled a disaster in some other community (e.g. a hurricane, flood, or
forest fire). We will pay particular attention to the necessity of collaboration
in providing services to hosted evacuees . We follow with a discussion of a
common finding in social network research that can help us anticipate what
we should see in these media-reported networks.
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all, it takes a village to host evacuees.
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Organization Number of Media Mentions
Texas A&M University 121
Bryan High School 34
El Dorado Chemical Company 28
TAMU Hazard Reduction & Recovery Center 27
Texas Council on Environmental Quality 24
Tulane University 15
All Others (n=83) ≤ 10
each organization that was involved in the evacuation and evacuation host-
ing process. Articles that mentioned more than one organization involved
in an evacuation were then taken and placed into another list that is named
“co-mentioned organizations.” After all the data was compiled into their
respective lists, we tabulated the number of organizations mentioned in the
media and with whom they were connected.
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Figure 1: Brazos County Network
the Hazard Reduction and Recovery Center. The final two often-mentioned
organizations were involved in a local evacuation brought on by a chemical
release.
To illustrate the degree of centralization, Figure 1 visualizes the degree of
media reported connections between these organizations. This figure drives
home the point that the most often mentioned organization plays a dominant
role in the media reported network.
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Organization Number of Media Mentions
FEMA 83
Shreveport Charity Hospital 35
Louisiana State University 33
Louisiana National Guard 25
US Department of Homeland Security 24
Louisiana Health Science Center 23
American Red Cross 16
All Others (n=89) ≤ 11
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Figure 2: Shreveport Network
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4.2 Recommendation #2: Engagement
Particularly in emergencies, journalists are under time pressures. It should
be no surprise that they are likely to turn to contacts they already have.
Understanding the time pressures of journalism is key to local emergency
managers breaking the vicious cycle of invisibility. LEMOs should engage
these journalists ahead of time. This can be accomplished in two ways.
First, it is essential that local emergency managers meet with local jour-
nalists frequently between emergencies. During an emergency, the local emer-
gency manager does not have time to talk to journalists and the journalists
do not have time to dig for information. If the local emergency management
office has a well-established relationship then they will be able to feed ac-
curate information to the journalists smoothly. The journalists will already
have some of the basic information (the “who” and the “why” of many of
the local emergency management activities) and only need to supplement the
basic information with event specific news.
Second, the LEMO can make it easier for journalists to cover their ac-
tivities. One way to do this is to have designated media representatives.
Journalists will know to turn to the designated contact person and will build
a relationship during the non-emergency times. However, this is an expen-
sive strategy for smaller organizations that may not have an entire FTE to
spare for these activities. A less-costly alternative is to work with journal-
ists to develop efficient forms for emergency information (Lindell, Prater,
and Perry 2007). Journalists working under time pressures (including dur-
ing emergency situations) work from article templates. They have the basic
format for their articles already written and they fill in the blanks with the
specific information of events. You can work with these journalists ahead of
time to identify the information they will need. This reduces the information
that the journalist won’t (or won’t know how to ) use and speeds coverage of
LEMOs. If you can focus on the key information the journalists need, they
are more likely to use your information (and identify you) and to get that
information right. It is when you carpet bomb the media with information
that you increase the likelihood that the media will get something - maybe
something vital - wrong.
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References
Buchanan, M. 2001. “Wealth Happens.” Harvard Business Review 80:49–54.
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