Communication of information to the public before, during, and after a CDE is important to ensure that people understand what it is and why it is dangerous, that the CDE is happening and what actions they should take to protect themselves, etc. Coordination among emergency response entities is critical for ensuring that there are no gaps or unnecessary overlaps in response.
People who have communication barriers include:
- People without phones, such as many unhoused individuals
- Non-English speakers, such as many outdoor workers
- People with limited technological skills, such as seniors
- People with sight, hearing, or cognitive disabilities
- People with limited literacy
Information is critical during all CDEs, such as
- Wildfires- evacuation warnings, zones, routes
- Extreme heat and cold- locations of resilience centers
- PSPS- prepare back up power, ensure medication can be stored properly
Key issues and strategies for Lake County
Consistent, reliable, timely, relevant information
Cross-sector communication and coordination
Internal communication and coordination
1. Consistent, accurate, timely, and trusted information
Issues in Lake County
Communication Methods
- There’s no one-size-fits-all solution: people rely on a mix of social media, flyers, radio, newspapers, and word of mouth.
- Informal channels—like neighbors, friends, or community gatherings—play a critical role.
Content Gaps
- Many people don’t know where to go, what resources are available, or even if they’re in an evacuation zone—especially before an emergency happens.
- Some community members don’t recognize they are at risk during CDEs.
- Information must be accurate, consistent, timely, and tailored—especially for high-risk groups like outdoor workers.
Trusted Messengers
- Trust varies: some rely on the Sheriff, others on family, media, doctors, or local organizations.
- Peer support centers, senior centers, and school staff are often key messengers, but may not be fully equipped or informed.
- Some expect alerts via familiar systems like Nixle or LakeCoAlerts—but these aren’t always used consistently for all emergencies.
Strategies identified
A. Central information hub
- Create and maintain a centralized, accessible hub (web and phone) with up-to-date, vetted information for all CDEs—available in Spanish and audio formats.
B. Use and adapt existing materials
- Adapt state and federal resources already designed for lay audiences and vulnerable groups.
C. Partner with trusted messengers
- Identify and equip trusted community members and organizations with accurate information and resources to share with their networks.
D. Community outreach
- Provide residents—especially those in vulnerable communities—with essential preparedness tools: evacuation zone info, resilience center locations, emergency contacts, and how to sign up for alerts.
- Share this info through events, neighborhood networks, and door-to-door outreach.
- Use communication methods that do not rely on phones during emergencies and evacuations, such as sirens and loudspeakers/bullhorns.
2. Cross-sector communication and coordination
Issues in Lake County
Emergency preparedness and response requires strong coordination across a wide range of groups. These include county agencies, Tribes, municipalities, non-profits (NGOs), and community-based organizations (CBOs). Key challenges include:
- Diverse roles- While some entities have specific mandates, others (e.g., senior centers, peer support centers, churches) also play a vital role in preparedness and response.
- Tribal integration- Tribal governments have their own processes and resources, but both Tribal and non-Tribal members often rely on the same resources in Lake County.
- Coordination gaps- Better communication and coordination between the county, Tribes, and other entities could reduce gaps, prevent overlaps, and leverage resources for a more effective response, especially for vulnerable communities.
- Vulnerable groups- Improved coordination can help bridge gaps faced by vulnerable populations, ensuring that their needs are met during CDEs.
Strategies identified
A. Establish a multi-stakeholder coordination hub
- Create or strengthen an inclusive emergency coordination body (e.g., a county-level task force or working group) that includes representatives from Tribes, municipalities, NGOs, CBOs, and other key community spaces like senior centers and churches.
- Set up regular networking opportunities (quarterly meetings, webinars, or an annual conference) where these entities can share what they do, identify synergies, and build stronger connections.
- Ensure equitable representation so all voices—especially those from smaller, informal, or Tribal entities—are heard and included in planning and decision-making.
B. Develop shared protocols and communication plans
- Co-create clear, shared emergency response protocols that outline roles, responsibilities, and communication channels across agencies and organizations.
- Map and distribute communication trees that specify who contacts whom during a CDE to avoid delays, gaps, or duplicated efforts.
- Create and distribute response and communication protocols for different CDEs to all relevant organizations. This ensures they are included in official response processes (e.g., communication trees) and helps identify any missing elements in current plans.
- Clarify cross-jurisdictional procedures for when Tribal and County resources or services overlap.
C. Host regular cross-training and tabletop exercises
- Facilitate joint training sessions that include staff from Tribal governments, CBOs, and county agencies to build relationships, mutual understanding, and technical knowledge.
- Conduct multi-agency tabletop exercises that simulate different CDE scenarios to strengthen real-world coordination and response capabilities.
- Fund or deploy technical assistance teams to help small organizations write or revise plans.
- Use peer learning or mentorship models—pairing less-prepared organizations with more experienced ones.
D. Create a public directory of emergency support entities
- Build a shared resource guide or contact list of organizations involved in preparedness and response, including what services they provide, who they serve, and how to reach them during an emergency.
- Make this directory available to both organizations and the public, with regular updates.
- Develop a comprehensive list of organizations and groups involved in CDE preparedness and response (e.g., COAD, RRA, senior centers).
- Include descriptions and contact information to improve visibility and collaboration.
E. Leverage trusted messengers and community anchors
- Identify and equip trusted local spaces (like peer support centers, churches, and senior centers) with training, materials, and contacts so they can effectively participate in emergency response and share reliable information.
- Formalize informal actors where possible—by including them in planning, funding, and communication networks.
F. Strengthen Tribal–County collaboration
- Hold joint planning sessions between Tribal and County emergency managers to identify overlaps, coordinate resources, and establish mutual aid agreements if needed.
- Ensure cultural and legal considerations (like Tribal sovereignty and direct federal access) are respected in all coordination efforts.
G. Focus on vulnerable populations in planning
- Include organizations that serve vulnerable groups (e.g., unhoused residents, seniors, farmworkers) in all preparedness and response planning.
- Develop targeted strategies for outreach, services, and transportation during CDEs for these populations, informed by those who work with them directly
3. Internal communication and coordination
Issues in Lake County
Strong internal communication and coordination within organizations is also essential for effective emergency preparedness and response. The CHARM Tabletop Exercise, bringing together over 30 Tribes, local and state agencies, and non-governmental entities to simulate a climate-driven emergency scenario in Lake County, related revealed several common challenges:
- Plan awareness – Many organizations either lacked an internal emergency operations plan (EOP) or had one that was not well known or regularly reviewed by staff.
- Unclear roles – Staff were often unsure who within their organization was responsible for activating plans, coordinating with external partners, or serving as the point of contact for emergency communications.
- Training gaps – Emergency responsibilities are not consistently incorporated into staff orientation or ongoing training, which could leave teams underprepared when a disaster strikes.
- Capacity constraints – Many organizations, especially smaller nonprofits, cited limited time, staffing, or resources to update internal plans or conduct regular preparedness activities.
Strategies identified
1. Develop and update internal emergency plans
- Create simple, actionable internal plans tailored to each entity's size, function, and clientele.
- Provide templates or toolkits (from COAD, county OES, or public health) to make plan creation less daunting.
- Include core components: roles/responsibilities, communication procedures, continuity of operations, resource lists, evacuation/lockdown protocols, and partner contacts.
- Create comprehensive plans- Develop detailed, written emergency preparedness and response plans. These plans should outline specific roles, responsibilities, and procedures to follow during a CDE.
- Tailor plans for specific needs- Ensure that plans account for unique needs and vulnerabilities of different entities (e.g., senior centers, peer support centers, Tribal offices) and address their specific resources and limitations.
- Review and update plans regularly: Emergency plans should be living documents, reviewed and updated periodically to reflect changes in resources, community needs, or best practices. Include lessons learned from past CDEs or exercises to continually improve preparedness.
- Incorporate feedback: After drills or actual emergencies, gather feedback from staff and partners to identify gaps or areas for improvement in the emergency plans.
2. Offer training and orientation
- Provide regular training for staff and volunteers on the emergency plan, including orientation for new hires.
- Include basic emergency response training, such as first aid, how to respond to extreme heat or wildfire smoke, and how to assist vulnerable clients during CDEs.
- Training client-facing staff to conduct outreach and education about CDEs and emergency preparedness as part of standard operations
3. Conduct tabletop exercises and drills
- Organize or participate in cross-organizational tabletop exercises, especially for nontraditional responders.
- Focus on scenarios relevant to the entity’s clients (e.g., seniors sheltering in place during wildfire smoke).
- Use exercises to identify gaps in knowledge, communication, and resources.
4. Develop quick-access emergency resources
- Create grab-and-go resource binders or digital dashboards with key protocols, contacts, and checklists.
- Post simple emergency charts in staff areas to reinforce procedures (e.g., how to contact the county, steps if power goes out).
- Create quick reference guides: Develop easy-to-follow emergency response checklists and quick reference guides that staff can access quickly during an emergency. These should outline key actions, important phone numbers, and step-by-step instructions for managing a crisis.
- Centralize resources: Store emergency plans, training materials, and resource lists in easily accessible locations (e.g., shared drive, intranet, or physical binders) so staff can review them at any time.
- Communication Systems: Ensure that communication systems (e.g., alert systems, radio communication) are in place and that staff are trained to use them effectively during emergencies
5. Allocate resources for emergency prep
- Advocate for funding to support preparedness (e.g., small grants to develop plans or run drills).
- Consider adding preparedness requirements to grant reporting or scopes of work—paired with support and flexibility.
6. Empower designated emergency leads
- Designate a staff member or small team at each entity as the internal emergency lead(s) responsible for updating plans, organizing trainings, and acting as a liaison with outside agencies.
- Ensure backup personnel: Identify backup staff for key roles in case of absenteeism during an emergency. Cross-train staff to ensure everyone knows how to perform multiple functions if needed.
7. Build connections with emergency management
- Connect entities to local emergency response efforts, like Lake County COAD or public health preparedness teams.
- Share information about how their organization fits into the broader emergency response landscape.
- Encourage integration into communication trees and resource-sharing systems.