The Pentagon
In the early 2000’s I worked in the Pentagon for Assistant Secretary of Defense for Public Affairs Torie Clarke. I was one of eighteen different press desk officers to serve during Secretary of Defense Donald Rumsfeld’s tenure. The three years I worked there included the September 11 terrorist attack, the U.S.-led War on Terrorism, the capture of Saddam Hussein, the Washington DC Sniper attacks, the SARS epidemic, the Space Shuttle Columbia disaster, and the Northeast blackout of 2003. And these are just a small sample of the lowlights of those years.
I share these as the context to describe the stress, challenges, and difficulties in sharing timely and accurate information with the media and the American public in the face of turbulent and tragic circumstances.
Fortunately, we had an essential tool to guide us, to be our lighthouse and our divining rod of transparency: The DoD Principles of Information. They still exist today, with minor edits. For reference I am sharing here the directive and exact language that served as our North Star during my tour.
PRINCIPLES OF INFORMATION
E2.1. INFORMATION
It is DoD policy to make available timely and accurate information so that the public,
the Congress, and the news media may assess and understand the facts about national
security and defense strategy. Requests for information from organizations and
private citizens shall be answered quickly. In carrying out that DoD policy, the
following principles of information shall apply:
E2.1.1. Information shall be made fully and readily available, consistent with
statutory requirements, unless its release is precluded by national security constraints
or valid statutory mandates or exceptions. The “Freedom of Information Act” will be
supported in both letter and spirit.
E2.1.2. A free flow of general and military information shall be made available,
without censorship or propaganda, to the men and women of the Armed Forces and
their dependents.
E2.1.3. Information will not be classified or otherwise withheld to protect the
Government from criticism or embarrassment.
E2.1.4. Information shall be withheld when disclosure would adversely affect
national security, threaten the safety or privacy of U.S. Government personnel or their
families, violate the privacy of the citizens of the United States, or be contrary to law.
E2.1.5. The Department of Defense’s obligation to provide the public with
information on DoD major programs may require detailed Public Affairs (PA) planning
and coordination in the Department of Defense and with the other Government
Agencies. Such activity is to expedite the flow of information to the public;
propaganda has no place in DoD public affairs programs
For those of us who worked there, these were not random words forgotten in a directive filed away in a drawer. In fact, the Principles were posted for all to see, including the public. They became our code, our yardstick to measure appropriate responses to queries. Whenever one of us would disagree on whether some information was releasable. The Principles settled the debate. We wore them with honor and respect.
Typically, when one ends a tour of duty at the Pentagon, they receive a framed photograph of the Pentagon with signatures and parting words from colleagues. When I left, I requested a framed copy of the Principles of Information instead.
Emergency Management
Years later, upon my retirement, I was hired as the Deputy Director of Public Affairs at FEMA HQs. In the first few weeks I asked to see a copy of our principles only to learn they did not exist. For the first few months I advocated that we should develop them. Unfortunately, my leadership did not appreciate the value and to this day no universal principles of information have come to fruition at FEMA.
Last year I became a member of IAEM. In 2007, IAEM participated in a working group with FEMA and others and developed Principles of Emergency Management, which they endorsed.
These Principles are:
Emergency management must be:
- Comprehensive– emergency managers consider and take into account all hazards, all phases, all stakeholders and all impacts relevant to disasters.
- Progressive– emergency managers anticipate future disasters and take preventive and preparatory measures to build disaster-resistant and disaster-resilient communities.
- Risk-driven– emergency managers use sound risk management principles (hazard identification, risk analysis, and impact analysis) in assigning priorities and resources.
- Integrated– emergency managers ensure unity of effort among all levels of government and all elements of a community.
- Collaborative–emergency managers create and sustain broad and sincere relationships among individuals and organizations to encourage trust, advocate a team atmosphere, build consensus, and facilitate communication.
- Coordinated– emergency managers synchronize the activities of all relevant stakeholders to achieve a common purpose.
- Flexible– emergency managers use creative and innovative approaches in solving disaster challenges.
- Professional– emergency managers value a science and knowledge-based approach based on education, training, experience, ethical practice, public stewardship and continuous improvement.
To be fair and clear, just like with DoD’s, these Principles are not a panacea for every situation that may arise. In fact, they can be and have been debated at various times. That is not a shortcoming. It is an advantage. They are the very anchor that gets people of opposite positions into the discussion. They are a framework that breathes. They provide structure with latitude. They provide guidance without iron bars. They form fundamental truths that serve as the foundation for behavior. They drive gravity, integrity, unity and accountability.
Emergency Management Principles of Information
I like to fill gaps. I founded the Emergency Management External Affairs Association for that reason. No other association focuses specifically on the intersection of crisis communications and emergency management, open to all.
It is time to fill the next gap.
I am proposing to our leadership and our membership that we develop Emergency Management Principles of Information. I will be sharing this column with them to begin the discussion. I also like to be efficient. If I handed out a blank page, the process could take years. So I have developed and share here an initial draft for discussion and input. I am sharing this publicly in the spirit of transparency, one of the very principles proposed here, and to welcome any ideas and input from any and all in the emergency management and crisis communications community. You can email me directly with edits, additions, or deletions at [email protected].
Emergency Management Principles of Information (Draft)
E1.1 – Commitment to Timely, Accurate, and Actionable Information
Emergency management organizations shall provide timely, accurate, and actionable information to the public, partners, and stakeholders to support life safety, incident stabilization, and community resilience. Information should be released as quickly as possible, with updates provided as understanding evolves.
E1.2 – Transparency and Public Trust
Information shall be made fully and readily available, consistent with applicable laws and operational realities. Information will not be withheld to avoid criticism, embarrassment, or institutional discomfort. Transparency is essential to maintaining public trust before, during, and after incidents.
E1.3 – Legal Compliance and Public Rights
Emergency management organizations shall comply with all applicable laws governing information, including the Freedom of Information Act (FOIA) and the Privacy Act of 1974. These laws will be supported in both letter and spirit, ensuring the public’s right to access government information while protecting legally exempt material.
E1.4 – Protection of Privacy and Sensitive Information
Information shall be safeguarded to protect personally identifiable information (PII), sensitive data, and the dignity of survivors. Information will be withheld or limited when disclosure would endanger life or safety, violate privacy rights, compromise ongoing operations, or conflict with applicable law.
E1.5 – Equity and Accessibility of Information
Information shall be accessible to all populations, including individuals with disabilities, limited English proficiency, and access or functional needs. Emergency communications must be delivered whenever possible in multiple formats and languages, ensuring no community is left uninformed. Information must be accessible in order to be actionable.
E1.6 – Whole Community Engagement
Emergency management organizations shall recognize the diversity of stakeholders and communicate directly with the whole community, including survivors, local leaders, NGOs, private sector partners, and the public. Communication strategies shall not rely solely on traditional media but employ multiple channels and methods to reach intended audiences effectively.
E1.7 – Consistency and Coordination of Messaging
To the extent possible, information shall be coordinated across all levels of government and partner organizations to ensure consistency, reduce confusion, and reinforce unity of effort. Differences in perspective should be resolved through collaboration, not conflicting public messaging.
E1.8 – Proactive Communication and Rumor Control
Emergency management organizations shall proactively communicate to anticipate public concerns, counter misinformation, and correct inaccuracies quickly. Silence or delay can create information vacuums that erode trust and increase risk.
E1.9 – Accountability and Attribution
Emergency management organizations are accountable for the information they communicate. Information should be attributable to credible sources. Communicators shall rely on verified information within their area of responsibility and expertise. Information outside that area should be referred to, coordinated with, or attributed to appropriate authorities, while avoiding speculation.
E1.10 – Professionalism and Ethical Conduct
Emergency management communications shall reflect the highest standards of professionalism, accuracy, and ethical conduct. Information shall never be used as propaganda or manipulation but as a tool to inform, empower, and protect the public.
The Way Ahead
The principles outlined here are not final. They are a starting point.
Like the Emergency Management Principles themselves, these are meant to be discussed, debated, refined, and improved. That is not a weakness. It is the process by which our profession grows stronger.
We operate in an environment where information can save lives, build trust, and shape outcomes. Yet we have never fully defined the standards that should guide how we share it. That gap is ours to fill.
I invite my colleagues across emergency management, public affairs, and crisis communications to engage in this effort. Challenge these principles. Strengthen them. Add what is missing. Remove what does not belong.
If we do this well, we will create more than a list of statements. We will establish a shared foundation that helps guide decisions in moments when clarity and credibility matter most.
Dan Stoneking is the Owner and Principal of Stoneking Strategic Communications, the Author of Crisis Communications and Emergency Management and Cultivate Your Garden, the Founder and Vice President of the Emergency Management External Affairs Association, and an Adjunct Professor in the Communications Department at West Chester University
