Journalists must now focus on covering natural disasters at the local, regional, and national levels more than ever before. This shift is critical due to the increased frequency and intensity of natural disasters.
The first step in effectively covering a natural disaster is to recognize the importance of preparedness at both the organizational and individual levels. As journalists, we often report on government shortcomings during natural disasters—whether due to insufficient preparation or ineffective responses. Yet, newsrooms themselves may lack basic disaster readiness, such as safety kits or emergency supplies. How many newsroom staff have safety equipment in their cars or a to-go backpack to cover an unexpected tornado or earthquake?
Nearly 75% of the U.S. could be struck by damaging earthquakes, according to 2023 data from the U.S. Geological Survey (USGS).
On the other hand, “with every increment of warming, climate change impacts and risks will become increasingly complex and more difficult to manage. Many regions are projected to experience an increase in the probability of compound events with higher global warming, such as concurrent heatwaves and droughts, compound flooding and fire weather,” says the Sixth Assessment Report by the Intergovernmental Panel on Climate Change (IPCC), the United Nations body for assessing the science related to climate change.
With climate change influencing the frequency and severity of natural disasters, it is inevitable that more newsrooms, including those historically unaffected, will experience such events. The question is not if, but when these challenges will arise. Will your newsroom be prepared? This responsibility lies in your hands.
These guides aim to provide journalists and newsrooms with a framework for responding to natural disasters, particularly for those who have yet to experience such crises. The cost of inaction is far greater than the investment in preparedness.
The USGS and Federal Emergency Management Agency (FEMA) forecasted last year direct average economic losses of $14.7 billion per year only from ground-shaking–related damage to buildings across the United States.
The average small business can expect to lose $100,000 worth of revenue in unplanned downtime every year, including natural disasters, according to the Aberdeen Group, a B2B research company. This figure represents the potential cost of not having an adequate disaster recovery or emergency preparedness plan in place. You can estimate your newsroom potential losses with a downtime cost calculator.
The guidelines presented here operate under a key premise: climate change is a reality that newsrooms must consider when preparing for natural disasters.
While natural disasters are unavoidable, the human toll they take is often exacerbated by a lack of preparedness and poor decision-making. Governments and newsrooms alike must confront this reality. We must not fall into complacency, believing that disaster will not strike us.
By planning effectively, we can prevent disasters from becoming catastrophes.
In the past, disaster planning was primarily the responsibility of first responders. However, the media plays an equally vital role in informing the public and documenting the impact of these events. Newsrooms, therefore, must incorporate comprehensive disaster preparedness strategies that go beyond traditional reporting.
From severe coastal storms and flooding of cities to droughts and wildfires, we need to rethink coping strategies.
According to the American Preparedness Project, two-thirds of families in the U.S. lack adequate plans or resources to withstand the infrastructure disruptions caused by a disaster. This illustrates the urgent need for preparedness across all sectors, including journalism.
In the field of disaster management, the concept of peril comprises two fundamental dimensions: threat and vulnerability. Threats stem from external hazards, whereas vulnerability denotes the degree of susceptibility to a particular threat, which can be influenced by various factors encompassing physical, social, political, and economic conditions preceding the occurrence of the hazard. These factors have the potential to either mitigate or exacerbate the impact of the hazard.
Often, the most devastating disasters arise when unforeseen threats collide with unrecognized vulnerabilities. While warning signs may exist, they are frequently ignored, overlooked, or misunderstood.
Journalism has traditionally assumed that governments at all levels must be prepared to respond to disasters effectively. We demand that they exhibit flawless responses to emergencies and crises. We scrutinize their response, we question their decisions and we demand answers when something goes wrong. But what about the newsroom’s emergency response? Do we have emergency management plans in place in our news organizations? When was the last time they were updated? Are we aware of their details? We are the first to see the sawdust in our brother’s eye -that is our role- but we don’t always see the plank on our own.
Even if newsrooms have disaster plans, our historical approach to disaster management has often relied too heavily on past experiences rather than forward-looking strategies that anticipate future challenges. Why do we persist in assuming that the most severe scenarios have already occurred? Newsrooms must evolve beyond outdated thinking and embrace and foster comprehensive and flexible emergency management strategies aimed at enhancing preparedness for future catastrophes.
Major disasters, such as Hurricane Maria in Puerto Rico in 2017, serve as a wake-up call and stark reminders of the importance of preparation. The historical injuries disaster can cause, challenge newsrooms to reassess their strategies and bolster their readiness.
To paraphrasing Jeff Schlegelmilch, the Director for the National Center for Disaster Preparedness at Columbia Climate School, Columbia University: “We can never be fully prepared for the unknown. Nevertheless, with a stronger understanding of the threats and vulnerabilities we are dealing with and of our role in contributing to them, we can become more resilient and ensure that each generation (of journalists) has the opportunity to exceed the accomplishments of past generations (of journalists).” Parenthesis added.
Without a plan, a disaster is certain. Having a solid plan in place will determine who recovers and who doesn’t.
A robust emergency plan serves as the linchpin to fulfill our duties with the utmost professionalism and efficiency. It’s a pillar of resilience, equipping news organizations with the necessary tools and protocols to navigate through challenging times.
First and foremost, an emergency plan enables news organizations to respond swiftly to the challenges posed by natural disasters. By having a well-thought-out strategy in place, we can minimize confusion, streamline decision-making, and ensure the safety of our staff. It provides a roadmap that outlines the roles, responsibilities, and protocols required to navigate the complexities of a disaster. It fosters collaboration, optimizes resource allocation, and ensures that the right information reaches the right people at the right time.
During natural disasters, people rely on the media to stay informed, make critical decisions, and ensure their own safety. Even, to save their lives.
Moreover, an emergency plan bolsters our credibility as journalists. It demonstrates to our audience, our commitment to accuracy, fairness, and integrity even in the face of chaos and uncertainty.
Lastly, an emergency plan also facilitates the process of recovery and restoration. By having a well-coordinated plan, we can better document the impact, tell the stories of resilience, and bring attention to the needs of affected communities. Our coverage can serve as a catalyst for support, aid, and social change, fostering unity and assisting in the recovery process.
These guides provide practical insights into how newsrooms can effectively cover natural disasters while also being directly affected by them. It is not intended to be the final word on newsroom emergency management but rather a starting point for ongoing efforts. As with other categories of emergency management, newsroom readiness is a constant, endless work in progress.
Regardless of size, every newsroom can benefit from implementing these or some of these guidelines. Smaller newsrooms, in particular, which may lack the resources of larger organizations, can use these strategies to create a culture of preparedness. Drills and exercises will help create a culture of preparedness. They build trust, promote inclusion, and give support.
Planning will not mean that newsrooms won’t have to be flexible and improvise as they go along. Unexpected challenges will always arise, but with a well-thought-out plan, newsrooms can navigate them more effectively. As journalists, we must also embrace what’s called the strategy paradox—the need to make decisions without always having all the necessary information.
The time to prepare is now. Waiting until disaster strikes will only ensure that the damage is far greater than it needs to be.
Emergency plans have historically been crafted to meet the needs of emergency officials and the general public, but not for the unique needs of newsrooms. While there are countless resources available for emergency planning, few are specifically tailored to journalists and news organizations.
Some smaller news organizations might think they lack the capacity or resources to develop an emergency plan, believing it to be too costly or beyond their scope. However, creating an emergency plan can be as simple as preparing for any major coverage within your community.
Below are ten essential steps for writing an effective newsroom emergency plan:
Begin by conducting a thorough assessment of potential risks and vulnerabilities specific to your newsroom and your geographical location. Identify natural disasters that are most likely to occur, such as earthquakes, hurricanes, floods, or wildfires. Understand the potential impact on your newsroom and the communities you serve.
Define the overarching objectives of your newsroom emergency plan. Consider factors such as ensuring the safety of staff, maintaining communication with audiences, and delivering accurate and timely information during crisis situations.
It doesn’t have to be huge. Even implementing small steps or strategies will put you in a better position. Outline step-by-step response protocols for the most likely emergency scenario. Cover areas such as staff safety, communication procedures, resource allocation, and coordination with external agencies or authorities.
When deploying staff, try to give them as much information and guidance as possible. Remember that smaller newsrooms may attract less experienced journalists, who may not have covered a natural disaster before. Newsroom leaders should remain mindful of these challenges and offer appropriate support.
Develop a wellness plan that includes rotation and rest strategies for staff. Consider partnerships with local organizations to provide mental and physical health support, ensuring staff have access to resources that help mitigate burnout and stress.
Establish reliable communication channels within your newsroom and with external stakeholders. Include protocols for internal communication among staff, as well as communication with audiences, emergency responders, and other relevant organizations. Consider utilizing multiple platforms, such as social media, SMS, apps or browser alerts.
Include a drill stage in your plan to identify any gaps or areas of improvement. This allows for refinement and ensures preparedness among the team. Additionally, provide mentoring to all staff members on their roles and responsibilities during emergencies. Consider integrating the newsroom emergency plan into the onboarding process for new hires.
Document your emergency plan in a clear and accessible format, ensuring it is easily understandable to everyone involved. Regularly review and update the plan to incorporate lessons learned from previous disasters, emergencies or changing circumstances. Share the plan with relevant parties, such as staff, management, and external partners to review and add their feedback.
Foster a culture of emergency preparedness within your newsroom by promoting awareness among staff. Educate them on the plan, its objectives, and the importance of adhering to established protocols. Encourage open dialogue, feedback, and suggestions for continuous improvement.
Writing an emergency plan for your newsroom demands foresight, collaboration, and attention to detail. By following these steps, you can enhance your newsroom’s ability to respond to and recover from disasters.
Consider worst-case scenarios and take a “What if?” approach when developing your plan.
Review Existing Procedures
Ask when the newsroom’s emergency plan was last updated or used. Who reviewed it? Do you have a post-mortem document to assist you in writing a new plan?
Write your plan as if you were explaining it to someone in person. Begin with an overview, then break down the details.
A valuable tip is to write your plan assuming you cannot be on-site and must guide someone remotely. Another approach is to think as if you are writing the plan to new employees who might fully not know the newsroom yet. Start with the overview and then drill down to details. What would you tell them to do first? Your instructions should be clear and detailed.
When deploying staff, try to give them as much information and guidance as possible. Remember that smaller newsrooms may attract less experienced journalists, who may not have covered a natural disaster before. Newsroom leaders should remain mindful of these challenges and offer appropriate support.
Once you finish your plan, have someone review it to ensure it’s clear and comprehensive. Revise and edit it as needed.
On the first page, briefly describe the main goal of your newsroom’s emergency plan. Highlight the primary scenarios, such as hurricanes or earthquakes, relevant to your location.
Include a simple index to help staff navigate the plan. Add an appendix with templates that the newsroom might need in an emergency. Also highlight the emergency team members and the way to contact them.
Ensure that printed copies of the plan are distributed and easily accessible as digital fields might not be accessible in the aftermath of a natural disaster. Create and distribute a one pager that summarizes the plan.
Finally, if your newsroom requires further guidance, review our Operational, Editorial, and Wellness Guides. These guidelines are adapted specifically for newsrooms and provide additional support for emergency management planning. If you have heard of them or implemented them in the past, congratulations. If not, they will assist you in creating your newsroom emergency plan. Don’t let a disaster become a catastrophe.
