16A RISK COMMUNICATION

Risk communication, community engagement and infodemic management share a focus on effective communication, co-design, community involvement, addressing misinformation, empowering individuals, building trust and fostering collaboration. By integrating these capacities into health systems, States Parties can enhance overall preparedness and response to outbreaks and emergencies and ensure that emergency functions are effectively implemented. Effective and integrated risk communication, community engagement and infodemic management is driven by coherent and coordinated health communication and community participation systems with clearly defined mechanisms, functions and dedicated resources to support key activities, and are often supported by the same system. Key activities include internal and partner communication, multistakeholder and community engagement, participatory risk assessment and community planning, community/local testing of plans and operational structures, social listening, rumour management, community-level early warning systems, and strategies for tackling mis- and disinformation.

RISK COMMUNICATION
Risk communication is the real-time exchange of information, advice and opinions between experts or officials and people who face health threats. Risk communication enables people to make informed decisions to mitigate the effects of a threat and take protective and preventive measures. Timely and effective dialogue between concerned authorities, stakeholders and the population at risk is multisectoral, leverages existing functions, includes proactive dissemination of information, social listening, and adapts approaches based on community feedback. Risk communication approaches and strategies consider the social, religious, cultural, political and economic context in which threats occur, with dissemination through appropriate and trusted channels (e.g. media, social media, mass awareness campaigns, health promotion platforms, social mobilization, stakeholders and trusted community leaders) to support uptake among target populations.

IMPACT:

Effective risk communication guides people to better understand risks they face and make informed decisions about how to mitigate effects of risks and how to take protective and preventive measures. Messages and interventions are shaped by social and contextual realities, and authorities and experts listen to and address people’s concerns and needs so advice is relevant, tailored and timely.

MONITORING AND EVALUATION:

(1) Formal multisectoral risk communication plans, arrangements and systems are in place. (2) Coordination mechanisms for internal and partner communication, data exchange and shaping of the information environment exist and are functional. (3) Risk communication materials are culturally appropriate and acceptable to target populations, regularly updated and disseminated rapidly through appropriate channels. (4) Communication mechanisms have been established with at-risk populations at the community level.

Benchmark 16A.1

Risk communication and community engagement (RCCE) systems with mechanisms for functions and resources are in place and integrated within broader emergency programmes

Objective To build and strengthen a system for timely, effective, relevant and tailored communication of risk before, during and after health emergencies, enabling those affected to take protective, preventative and supportive actions.

01 NO CAPACITY

  1. Mechanisms for RCCE functions and resources including behavioural and cultural insights, are under development or implementation and coordination of RCCE activities are conducted on an ad hoc basis.

02 LIMITED CAPACITY

  1. Develop and test systems for the implementation of RCCE, including mechanisms for community and multisectoral engagement and infodemic management. *
  2. Identify dedicated RCCE focal points and appoint spokespersons at national and subnational levels. *
  3. Establish coordination mechanisms with relevant sectors including ministries, partners and other stakeholders at national and subnational levels. *
  4. Develop a national multihazard emergency RCCE plan and policy based on IHR requirements and priority risks, for at least three priority risks. *
  5. Develop a budget and forecast human and financial resource needs for activating RCCE plans during a health emergency. *
  6. Develop RCCE training packages. *
  7. Develop and test mechanisms to support data to drive RCCE action. *
  8. Identify data sources within relevant sectors and develop partnership with public health sector to collect and share data and evidence to strengthen RCCE policy and practice.

03 DEVELOPED CAPACITY

  1. Apply systems for the implementation of RCCE, including mechanisms for community and multisectoral engagement and infodemic management. *
  2. Expand networks and reinforce communication channels between RCCE focal points, including within the health ministry and relevant sectors for health emergencies and across different functions of an emergency response. *
  3. Implement mechanism for data to drive RCCE action at the national level. *
  4. Develop and test SOPs, guidelines, agreements and/or MoUs for effective coordination of RCCE and infodemic management among relevant key stakeholders at national and subnational levels. *
  5. Review, test and update national multihazard emergency RCCE plans and policies based on IHR requirements for all priority risks. *
  6. Organize and conduct trainings for staff at national and subnational levels to raise awareness about the importance of risk communication, review and adapt trainings based on capacity-building needs. *
  7. Build a network with specific communities such as education, faith based, arts/culture, employers, etc., to coordinate RCCE and infodemic management activities, adapt messages and guidance. *
  8. Establish M&E systems to evaluate the implementation of risk communication and infodemic management activities during health emergencies, including rapid approaches that enable intervention adaptation to improve outcomes. *
  9. Identify focal points for risk communication within relevant sectors and share infodemic insights to ensure harmonization of communication messages across sectors.

04 DEMONSTRATED CAPACITY

  1. Allocate dedicated resources for an effective RCCE system, including skilled personnel, volunteers and financial resources to form dedicated teams with a budget for implementing activities at the national and subnational levels. *
  2. Create a repository of tools, products, templates and mechanisms for the rapid development of new products as needed. *
  3. Expand networks and mechanisms for systematic exchange between the RCCE function and other essential functions of an emergency response, health system and outside the health system. *
  4. Implement mechanisms for data to drive RCCE action at the subnational level, using evidence of best practices in routine collection of data and analyses to inform practice. *
  5. Expand M&E systems to evaluate the implementation of risk communication and infodemic management activities during health emergencies, including rapid approaches that enable intervention adaptation to improve outcomes at the subnational level. *
  6. Conduct SimEx/AAR/IAR (as relevant) to test plans including SOPs, guidelines, agreements and/or MOUs for effective RCCE coordination among relevant key stakeholders and identify and address gaps in capacity, coordination and resources at national and subnational levels. *
  7. Update training needs based on outcomes of M&E activities that identify capacity gaps. *
  8. Engage communities such as employers/unions, faith based, arts/culture, hospitality/tourism, transport, universities, entertainment, etc. in RCCE activities. *

05 SUSTAINABLE CAPACITY

  1. Sustain domestic budget line and appropriate budget for RCCE national and subnational level activities throughout the emergency life cycle. *
  2. Document and disseminate evidence and data driven approaches to inform RCCE action. *
  3. Update/amend existing policies, legislation and legal basis for RCCE for health emergencies and unusual events based on lessons learned. *
  4. Use the results of RCCE evaluations to systematically improve programmes, practices and interventions. *
  5. Maintain a regular coordination mechanism between agencies, organizations and key stakeholders at national and subnational levels, including conducting SimEx/AAR/IAR (as relevant) and simulation trainings. *

Benchmark 16A.2

Mechanisms to deliver quality, timely, impactful risk communication are operational

Objective To implement strong risk communication practices with community involvement for preparedness, readiness and response to health emergencies to enable populations at risk to take protective, preventative and supportive actions.

01 NO CAPACITY

  1. Mechanisms for public communication are under development or implemented on an ad hoc basis by non-specialist professionals with a near exclusive focus on conventional media.

02 LIMITED CAPACITY

  1. Establish an advisory committee including representatives from health and other relevant sectors and develop a mechanism to coordinate communication among subnational, national and international stakeholders. *
  2. Set up mechanisms for risk communication messages, products and intervention development including process and engagement of trained teams linked with relevant technical focal points. *
  3. Identify mechanisms for social listening and community feedback and collate with existing materials for RCCE to drive action. *
  4. Map mainstream national and local media (all types) and social media platforms and develop networks. *
  5. Develop a media engagement strategy, involving stakeholders from the media sector including social media. *

03 DEVELOPED CAPACITY

  1. Test the mechanism to coordinate communication among stakeholders and apply it during emergencies at the national level across emergency response areas. *
  2. Engage and train community leaders, champions, CSOs, religious and traditional leaders, and others for risk communication at national and subnational levels. *
  3. Establish and test feedback mechanisms for risk communication such as a hotline or call centre to activate within 24 hours of an emergency at the national level. *
  4. Develop and disseminate risk communication products in different formats and relevant local languages based on information from RCCE to drive action at the national level. *
  5. Test and apply different modes of communication to reach different groups of audiences using different communication channels. *
  6. Implement media engagement strategy and build partnerships with media networks at the national level. *
  7. Conduct training for appointed spokespersons on risk communication on a regular basis. *

04 DEMONSTRATED CAPACITY

  1. Implement the coordination mechanism among stakeholders during a health emergency at the national and subnational levels. *
  2. Support the health ministry for surge support as needed in identifying community questions and needs, tailoring and testing messages, and amplifying message reach and uptake.
  3. Establish and test feedback mechanisms for risk communication such as a hotline or call center to activate within 24 hours of an emergency at the subnational level. *
  4. Review and identify gaps and vulnerabilities in established networks of trusted community leaders and champions at the subnational level. *
  5. Develop and disseminate risk communication products in different formats and relevant local languages based on information from RCCE to drive action at the subnational level. *
  6. Implement media engagement strategies and build partnerships with media networks at the subnational level. *
  7. Identify and involve journalists representing all media stations and key focal points from relevant media outlets and engage regularly in ways that build mutual understanding, trust and credibility. *
  8. Develop mechanisms to monitor risk communication messages developed and shared by key stakeholders at national and subnational levels. *
  9. Conduct SimEx/AAR/IAR (as relevant) for risk communication to identify the level of implementation of risk communications plans, identify gaps and best practices. *
  10. Implement agreed and tested processes by priority sectors, including government, private, non-governmental organizations (NGOs), development partners and CSOs, to work with the health sector to disseminate risk communication messages to the community.

05 SUSTAINABLE CAPACITY

  1. Evaluate the coordination mechanism for risk communication and sustain engagement with stakeholders including media. *
  2. Update media engagement strategies, feedback mechanisms and usage of hotlines or call centers based on results from M&E activities. *
  3. Update risk communication plans based on results of SimEx/AAR/IAR (as relevant) on a regular basis. *
  4. Sustain data driven mechanisms for risk communication product and intervention development. *
  5. Document and disseminate best practices and lessons learned. *

* Participation and contribution of other sectors to action.

Tools