Name and Define Two of the Five Tasks That Emergency

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The Answer is Two of the following:
There are five tasks to complete when performing an operational analysis.
Task 1: Identify and assess feasible hazard adjustments for the community and its households/businesses. The purpose of this task is to make sure people know how to protect themselves. (Lindell and Perry, 2000)). You can access resources such as the American Red Cross website at "http://www.redcross.org/services/disaster/beprepared" At this site you will find information about recommended household adjustments for a wide range of hazards. You can help people evaluate these in terms of resource requirements such as financial cost, time and effort, knowledge and skill, tools and equipment, and required cooperation with others.
Task 2: Identify ways to provide incentives, sanctions, and technological innovations. To encourage people to protect themselves, you may have to punish them with sanctions, reward them with incentives, or inform them about technological innovations. Sanctions are appealing because they avoid the obvious costs associated with incentives. For example, ticketing drivers who don't wear seatbelts was a successful sanction. However, sanctions require enforcement. Your jurisdiction can reduce the costs of preparing for hazards by providing incentives such as grants, low interest rate loans, or tax credits. An alternative incentive, providing specific plans or checklists for hazard adjustments, is informational rather than financial. For example, providing plans for homeowners to bolt their houses to their foundations helps do-it-yourselfers who have a modest level of construction experience. Adding a community tool bank also makes this feasible for those who lack the necessary tools and equipment.
Task 3: Identify the available risk communication sources in the community. Sources can be categorized as authorities, news media, and peers. These sources are judged in terms of their credibility, which is a combination of expertise and trustworthiness. Perceptions of credibility vary depending upon whether a source is speaking about hazards or hazard adjustments. Official sources are generally the most credible. People look for sources to have impressive credentials, previous experience, or the respect of others (Perry & Lindell, 1990.
Ethnic minorities trust different types of sources. Research has focused on Mexican Americans', African Americans', and Whites' perceptions of source characteristics. Authorities (particularly firefighters and police)) tend to be regarded as credible by the majority of all three ethnic groups (Lindell and Perry, 1992)). African Americans and Whites tend to be more skeptical of the mass media than Mexican Americans. In general, Mexican Americans are more likely than other groups to consider peers be the most credible sources. There is evidence, however, that the results vary by community. This reflects historical differences in relationships between ethnic groups and authorities in these specific communities.
You must identify what groups trust which risk information source in your community. Know which minority groups live and work in the community, if they are located in one area (and where)), and how they view the risk information sources. This knowledge can be gained from census data, informants, and personal observation. Census data can identify those areas having a greater than average percentage of ethnic minorities. This data can be supplemented by informants. Informants can give you an inside view on how different groups and neighborhoods view sources of information. For example, do they trust the Mayor? It is important to identify the opinion leaders in each ethnic group. Contact these opinion leaders to see if they are willing to serve as additional sources for your risk communication program. The best information comes from long-term outreach programs. Meet with people and speak at neighborhood associations and civic organizations. Involve a diverse group of citizens in advisory committees. Community involvement provides you with information about how the residents regard information sources. It also enhances your visibility, fosters dialogue, and gives citizens access to accurate information.
Task 4: Identify the available risk communication channels in the community. Electronic and print media are available in most communities. Using the media is one way to communicate risks to the community. Additional ways include informal face-to-face conversations and formal meetings (Hance, et al., 1988; Mileti, Fitzpatrick & Farhar, 1990)). Even though you have access to all of these channels, you may be limited by your budget. To gain access to low-cost opportunities for publicity, you must establish contacts with local media. In addition, a long-term relationship with local businesses sometimes generates contributions to pay for low cost items such as brochures and posters.
Task 5: Identify specific audience segments. It is easier and cheaper to develop one communication message for the entire community, but it won't be as effective as tailoring your message to different groups. Individuals will have different concerns.
To develop specific messages for different groups:
* Know the geographic and demographic characteristics of your community.
* Know where each group likes to find information. Radio stations, in particular, focus on specific audiences defined by age and ethnicity.
* Make sure messages are in the appropriate languages for different groups of non-English speakers. Some communities have dozens of different languages and dialects spoken there.
* If members of a community group tend to be fatalistic about hazards, be sure to target them with messages emphasizing hazard adjustments that are easiest to implement. Maintaining a four day supply of food and water is a good starting point.
* Ensure your messages are understood. Follow-up with people face-to-face to see if they are taking the appropriate actions.

Name and Define Two of the Five Tasks That Emergency

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