Introduction
Natural disasters strike indiscriminately, devastating communities and testing the resilience of those caught in their path. They are a source of extreme stress because they deplete people’s resources and coping abilities very quickly ¹.
For journalists, especially those in small newsrooms, this reality is particularly harsh. They are often the first responders responsible for conveying critical information that can save lives, all while grappling with the chaos and destruction unfolding around them, experiencing the same consequences as others within their own houses, neighborhoods, and communities.
Their extensive involvement in witnessing and capturing the devastation exposes them to potential traumatic encounters and scenarios.
The stakes are high: accurate, timely coverage is essential, yet the physical, emotional, and psychological toll on those responsible for delivering that coverage is frequently overlooked.
Unlike other first responders, journalists are often expected to perform their roles without formal support structures. They are asked to absorb the shockwaves of destruction, process the grief and despair of those affected, and do so under intense pressure, while they keep reporting.
Meanwhile, their own well-being—both mental and physical—is pushed to the periphery. With limited financial resources, many small newsrooms think they lack the capacity to provide adequate wellness support, even though such resources are essential to sustaining journalists’ health and their ability to continue serving the public.
Professor Gretchen Dworznik-Hoak, who teaches journalism at the School of Journalism and Mass Communication at Kent State University, used a holistic model to measure occupational stress in journalists who covered Hurricane Harvey in 2017 in Texas.
As she observed in her study, “Natural disasters bring an additional layer of complexity and stress for reporters who are trying to cover the news while their own lives may be in upheaval.” Dworznik-Hoak’s research serves as a stark reminder that the well-being of journalists is not a secondary concern; it is a prerequisite for effective, professional and ethical journalism.
The nature of journalists’ work during a natural disaster exposes them to a considerable risk of experiencing physical and physiological stress symptoms due to prolonged exposure to the destruction they witness.
One-third or more individuals exposed to a natural disaster will develop posttraumatic stress or stress disorders ². Journalists are not an exception.
While national reporters have the chance to be replaced or return to their cities over time, local reporters remain, and with them, the mental health toll.
This guide seeks to fill that gap by offering practical, actionable wellness strategies tailored to newsrooms that may be financially constrained yet are rich in determination. These strategies are inspired by real-world experiences and expert recommendations aimed at equipping journalists to not only survive disaster reporting but also to safeguard their mental and physical health in the process.
Several of the following recommendations are inspired by Professor Dworznik-Hoak study “Weathering the Storm: Occupational Stress in Journalists Who Covered Hurricane Harvey.” ³
Developing a comprehensive Wellness Plan can serve as a proactive measure to mitigate certain stressors and facilitate recovery for journalists and media workers who are inevitably impacted by their work.
To safeguard the well-being of journalists, a range of measures can be implemented at both the individual and newsroom levels. As with Operational and Editorial Guidelines, it is recommended that certain wellness strategies be prioritized for immediate action, even if full implementation of all measures is not feasible. Adopting a phased approach ensures that key protections are in place, mitigating risks and promoting resilience in the face of incomplete resources.
Be mindful. Consider how a disaster may affect your employees’ ability to respond. Individuals may exhibit a range of responses, including freezing, experiencing heightened anxiety, and others will be completely calm.
Wellness Planning
One of the most critical elements of disaster preparedness for newsrooms is the development of a comprehensive wellness plan ensuring staff safety, mental health, and overall well-being during the high-stress demands of covering natural disasters. This plan must go beyond logistics and reporting strategies and focus on the health and well-being of the journalists on the frontlines, including practical steps and clear protocols for evacuation, communication, and rest. The plan should be adaptable, ensuring it meets the needs of both individuals and the newsroom as a whole.
As a newsroom leader or journalist, it’s important to remember that the stories you cover during a natural disaster are not worth sacrificing your mental or physical health.
Experts emphasize the need for holistic approaches to wellness planning. For example, Professor Dowrznik-Hoak found that one in five journalists covering Hurricane Harvey met the threshold for PTSD. Additionally, 40% of those surveyed experienced symptoms of depression. Dowrznik-Hoak’s findings underscore the urgency of mental health and wellness support in disaster reporting. She advocates for “mental health check-ins as a routine part of the newsroom culture,” suggesting that wellness initiatives be integrated into daily operations long before a disaster strikes.
Another expert, Ambassador Peter Bode, who coordinated the U.S. response to the Nepal earthquake in 2015, noted that rest is critical for all responders, including journalists. Bode stated, “As a leader, if you do not rest, the rest of your team won’t rest. You need them to rest in order to face the demanding responsibilities of the response and avoid mistakes.” His advice is particularly relevant for newsroom managers and editors overseeing their staff during disaster coverage.
By implementing wellness strategies and techniques, newsrooms can create a supportive environment that prioritizes the well-being of their staff while maintaining their critical role as information first responders. Here there’s a list of actionable strategies you can start implementing today.
“Having a solid coverage plan that is well-known and clearly communicated can also reduce distress associated with the unknown.” Prof. Gretchen Dworznik-Hoak. ⁴
Safety and Evacuation
Evacuation: Once your team’s deployment strategy is in place, it’s imperative to develop evacuation and relocation plans in case the location where reporters are deployed becomes hazardous or poses risks to safety. While covering Hurricane María in Puerto Rico, the newsroom as a whole gathered in advance and offered the staff to be deployed in the field relocation alternatives in case of an emergency. Parents, siblings, relatives and friends of the newsroom staff had offered to help the team that would be on the front line reporting on the coming disaster. The solidarity of the people left us in awe.
Medical Kits: Consider having the Human Resources team assemble first aid kits for field reporters and newsroom personnel that will be deployed, ensuring that basic medical needs are covered. Some examples can be found here. If you don’t have that capacity, you can still offer a list of the basic supplies needed.
Medical Health Support: Whenever feasible, consider having a certified person available to administer first aid to employees, addressing issues such as burns, cuts, blisters, and other minor injuries. Explore potential collaborations with Urgent Care units within your local community to establish partnerships and access additional medical support resources.
Family Communication: Designate an HR team or another newsroom member as a point of contact for family communication. It offers significant benefits to both the newsroom staff and their families. By centralizing this responsibility, the HR representative can ensure that employees’ loved ones are regularly informed about their safety, whereabouts, and well-being, alleviating concerns during high-stress situations like natural disasters. This streamlined approach allows journalists to work with greater peace of mind, knowing that their families are kept updated and reassured. In many instances, colleagues covering natural disasters were able to establish communication with the newsroom but faced challenges in contacting their own families.
Mental Health and Emotional Well-being
“20% (of journalists who covered Hurricane Harvey) met the threshold for PTSD. 40% met the threshold for depression.”
Professor Gretchen Dowrznik-Hoak. ⁵
Check-ins: Allocating an HR team or another newsroom member to regularly check in with staff, particularly those in heavily affected areas, can help ensure their well-being. Monitoring their emotional state is vital, as they may be grappling with feelings of overwhelm, burnout, or exhaustion following prolonged or non-stop work shifts. Instruct the HR team to be vigilant for signs of excessive stress and fatigue and to identify employees who may be at risk. Provide the HR team with a full list of reporters deployed to the most severely affected areas.
Loss Assessment: During the check-ins with reporters and media workers, addressing the potential impact of loss is essential. Inquire whether any employees have experienced the loss of a family member due to the disaster’s impact or if they have incurred significant property damage, such as the loss of their house or car. Conduct a brief survey to gauge the extent of their losses, and document their circumstances. HR should notify their respective managers of the situation immediately and consider providing relief from their duties as necessary. Think in advance of ways to support employees who might undergo such losses.
Mental Health Support: Having counselors on-site or accessible through a dedicated line can provide much-needed mental health support. Daily meetings may also offer a space for staff to share their experiences and process any trauma. Prioritize the well-being of affected employees by facilitating their rotation to a safe environment under the guidance of counselors.
For smaller newsrooms without the budget for full-time mental health professionals, exploring virtual mental health services may be a viable alternative. Online counseling platforms, many of which have begun to offer free or discounted services for essential workers, can provide much-needed relief for journalists experiencing trauma-related stress.
It is also worth exploring the possibility of engaging expert volunteers to address the need for professional intervention in this matter. Consider partnering with universities or colleges to voluntarily provide this service. A good practice could be inquiring the newsroom staff if they would like to receive specific support to lower their stress levels.
Peer Support: Consider designating a liaison to provide peer support. Creating spaces—either physical or virtual—where journalists can share their experiences with other colleagues, decompress, and provide mutual encouragement is invaluable. As Professor Dworznik-Hoak observed, “The simple act of talking about the emotional challenges of disaster coverage with colleagues can make a world of difference.”
Be mindful. Journalists can develop PTSD and experience symptoms like disturbing memories and dreams, hypervigilance, irritability, and difficulty sleeping. Having a daily meeting where the staff can gather together and talk about their feelings can help them cope with their feelings.
Rotation Strategy: Develop a comprehensive coverage rotation plan to effectively manage reporters’ and staff’s workload and responsibilities during the exhausting natural disaster coverage. “Diversifying coverage to include more aspects that are not victim-related so that reporters can be rotated off the “victim beat” every few stories,” suggests Professor Dworznik-Hoak. Most of the participants in her study mentioned that “the duration and type of the hurricane coverage” was a prominent organizational stressor.
Resting Strategy: As journalists feel a heightened sense of responsibility while covering a natural disaster, they might feel obligated to keep working without a break. Implement well-defined and consistent breaks to facilitate the rotation of newsroom employees, including the Emergency Plan Coordinator or Editor in Chief, who will face prolonged shifts and significant stress due to their multifaceted responsibilities. Ensure that a designated backup person is identified to assume their role when necessary.
Ambassador Peter Bode, who coordinated the United States’ response to the Nepal earthquake in 2015, shared a valuable insight during the “Covering Natural Disasters: A Newsroom Preparedness Symposium.” Reflecting on his experience, he emphasized the importance of prioritizing rest. Ambassador Bode noted that as a leader, personal rest is essential since the well-being and restfulness of the team members are intricately linked.
“If you, the leader, do not rest, the rest of your team won’t rest. You need them to rest in order to face the demanding responsibilities of the response and avoid mistakes.”
Essential Resources Related to Wellbeing
Emergency Shelter Supplies: HR should also prepare emergency shelter supplies, including blankets, sleeping bags, and inflatable mattresses, in case reporters need to stay overnight in the newsroom due to dangerous conditions. If resources are limited, the newsroom can still offer guidance by providing a list of the needed essentials.
Hygiene and Sanitation Kits: Stock the newsroom with hygiene essentials such as hand sanitizers, disinfectant wipes, soap, towels, and sanitary products. These items are crucial, especially in disaster zones where access to clean facilities may be limited.
Weather-Appropriate Clothing and Gear: Ensure journalists have access to protective clothing, such as rain gear, waterproof boots, socks, gloves, protective glasses, and hats or caps. Check if, In colder environments, the reporters have sufficient warm coats, thermal layers, and even hand warmers to keep reporters safe and comfortable. Being physically comfortable will allow them to perform better in the field.
Transportation Assistance: Arrange for reliable and safe transportation for reporters traveling to and from disaster zones. In situations where public transportation may be unavailable, consider hiring drivers or organizing carpooling options for the newsroom team. Having assigned drivers can help give them restorative breaks as journalists move from place to place.
The environment is also a significant stressor for journalists covering natural disasters. “Trying to navigate flooded roads in their own cars, entering moldy homes without respirators, and wading through contaminated flood waters were some of the issues” media workers face.
Professor Gretchen Dowrznik-Hoak. ⁶
Financial Stability
Financial stability is crucial to mental well-being because it provides a sense of security, control, and predictability in life. It creates a foundation for individuals to focus on other important areas of life—work, relationships, and personal well-being—without the constant worry of financial strain. This stability not only alleviates stress but also allows people to make better decisions, manage crises more effectively, and maintain their emotional resilience during challenging situations. The American Psychological Association (APA). In its annual “Stress in America” reports, the APA consistently finds that financial stress is one of the leading causes of anxiety, depression, and overall stress in individuals.
Emergency Fund Access: If your newsroom is located in an area prone to natural disasters, it’s advisable to establish an internal emergency fund that employees can tap into for unforeseen expenses during natural disasters. This could cover immediate needs such as repairs, food, or temporary shelter if their homes are affected.
Disaster Relief Grants: Partner with local nonprofits or relief organizations to offer small disaster relief grants to staff who have suffered significant losses. This assistance could help them rebuild and recover without financial strain.
Insurance Consultation Services: Provide access to insurance consultants that might be advertising within your publications, and who can help employees navigate their claims for home, auto, and medical insurance during or after a natural disaster. This reduces stress and expedites the recovery process. Consider partnering with local non-profit organizations. Consider offering them ads in exchange for their services.
Debt Relief Options: Collaborate with financial institutions to explore debt relief or deferment options for employees facing economic hardship due to disaster-related losses. Verify if reporters are eligible for federal relief options.
Flexible Payroll: Ensuring regular and timely payment of monthly or weekly salaries to your employees during a natural disaster is crucial for their overall well-being. In the event of a power outage that disrupts ATM services, it is advisable for Human Resources teams to be prepared to provide cash payments as an alternative method. Also, offer flexibility in payroll disbursements, such as providing advances or early payouts to those who need financial assistance during the crisis. This ensures that employees have immediate access to funds without waiting for the standard payroll cycle.
Be mindful. It is important to check your calendar to note when a natural disaster, like a hurricane, is supposed to happen. If the disaster strikes towards the end of the month, it is essential to acknowledge that individuals within the news organization may have limited funds in their bank accounts, posing challenges in meeting their immediate needs. In such cases, providing a wage advance to employees can alleviate financial stress and support their well-being during this critical period.
Recognition and Community Support
“Reminding journalists about the importance of their work and focusing on positive feedback can increase eustress.”
Professor Gretchen Dowrznik-Hoak. ⁷
Public Acknowledgment: Create a formal program that publicly recognizes the work of journalists during natural disasters. This can include features on the newsroom website, social media shout-outs, or awards for outstanding service under difficult conditions.
Peer Recognition Program: Establish a peer-nomination system where newsroom staff can nominate their colleagues for recognition, fostering camaraderie and encouraging journalists to look out for one another.
“Wall of Thanks”: Dedicate a space in the newsroom where audience feedback, community letters, and messages of gratitude are posted. This visible reminder of the impact their work has on the community can serve as a morale booster.
Email Recognition: One of the findings from Professor Dowrznik-Hoak’s study on stressors encountered by journalists during their coverage of natural disasters emphasized that reporters “were especially grateful for audience comments praising their work.” To foster a supportive environment, assigning a dedicated individual to monitor and compile uplifting comments or messages left on articles and social media platforms could be a way to recognize their work. These positive remarks can be shared internally through an end-of-day email.
Mental Health Days: As part of recognition efforts, reward staff with mental health days off. This gesture acknowledges their hard work and gives them a well-deserved break to recharge.
In conclusion, while the critical role that journalists play during natural disasters cannot be overstated, it’s imperative that newsrooms, especially small ones, prioritize the well-being of their staff. The emotional and psychological burdens of disaster coverage are heavy, but they do not need to be carried alone. Through thoughtful planning, proactive wellness initiatives, and ongoing mental health support, newsrooms can ensure that their teams remain strong, resilient, and capable of fulfilling their vital roles without succumbing to the stress that so often accompanies this line of work.
The future of journalism depends not just on the stories told, but on the health of the storytellers. By attending to the well-being of those who document our world’s most difficult moments, newsrooms will be investing in their strength and sustainability. As we continue to face an era of increasing natural disasters, let us also commit to fostering environments where journalists can thrive, not just survive.
