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Key Information at a Glance

Campus Emergency Communications

The ������ɫ Crisis Communications Plan provides procedures for the coordination of communications within the University, and among the University, the media and the public in the event of an emergency or other critical event.

During a major emergency or incident, the campus will activate its Comprehensive Emergency Management Plan (CEMP), a formal emergency management structure led by the Office of Emergency Management, in coordination with the President’s Senior Officers Group (SOG) and numerous campus units including New York State University Police, University Health Services, the Office of Student Affairs, Environmental Health and Safety, and the Division of Communications and Marketing.

Communications and Marketing is the lead communications organization for the ������ɫ University campus, both daily and, to a greater extent, during major emergencies in which the CEMP is activated.

• Initial, time-sensitive emergency communication messages will be the responsibility of campus public safety entities. These messages will utilize existing campus communication systems and pre-scripted messages whenever possible. The responsibility for follow-up communications will be turned over to Communications and Marketing when reasonably possible.

Communications and Marketing is charged with and responsible for gathering, writing, editing, posting and otherwise disseminating communications and secondary emergency response instructions, including official directions and announcements from the campus president or the Emergency Operations Center (EOC) manager.

Information released through Communications and Marketing and the EOC Director is the only information regarding an emergency university employees should be sharing with internal and external audiences.  Any plans by campus leaders to share other information must first be discussed with the EOC and Communications and Marketing. This will help ensure all information is confirmed as factually accurate and consistent.

During the early stages of major emergencies, it’s imperative our message is delivered as quickly and in as many places as possible. In the early stages, B-ALERT and social media could be used in the first few minutes to initially get information out. Following the distribution of the initial B-Alert messages, more detailed information would be available on ������ɫ’s alert page for up to date- quick and timely information. The University’s alert page (www.binghamton.edu/alert) will serve as Communications and Marketing’s primary tool for providing continually updated information to the campus community, the media, and the public. News releases, media advisories and other means of media and public communications can be used as campus business functions begin to return to normal.

Campus emergency communications tools, including B-ALERT – the campus emergency warning system, allow authorized staff to send out text, e-mail messages, RSS feeds and social media updates, alerting the campus community and relaying instructions about what to do. Other tools include B-Line and Dateline, alert web page, Alertus mobile application, Alertus desktop popup, electronic LED message boards and TV screens, social media, the campus-wide email system, the campus call center, and mobile public address systems.

• Use of these systems is outlined in the CEMP, Annex D – Emergency Notification Systems

Introduction

Crises can happen anywhere, at any time, and often occur when they are least expected. When a crisis does occur, events usually unfold rapidly, leaving little time for reactive planning. This is why advance preparation is essential.

Some crises can be predicted and prevented, and those that cannot be avoided can be minimized if handled properly. Aside from tangible damage, a crisis can also destroy an institution's reputation. The longer a crisis goes on, the more damage it can do to public support, employee and student morale, enrollment, and fundraising. Therefore, it is necessary to handle crises in a swift and organized manner.

This plan deals specifically with crisis communication and coincides with the University's various emergency plans. The president of ������ɫ and/or the president’s designee will activate this plan, if necessary, but the entire University community should be aware of the plan and of the roles they play in executing it.

If any member of the ������ɫ community believes there is an emergency with the potential to endanger life or property, ������ɫ’s Emergency Dispatch Center should be immediately notified by calling 911 or (607)-777-2222. All other potential crises should be reported immediately the Dispatch Center non-emergency line at (607)- 777-2393.

In an emergency or other crisis, effective and timely communication helps to protect life, public safety, and property, and upholds the long-term integrity of the University.  This plan provides the framework for the delivery of public information to the campus community during an emergency or natural disaster. This plan is a compilation of duties, assignments, instructions, and delegations of authority for the use of various communications tools available on the campus.

Purpose of the Crisis Communications Plan

A crisis communication plan provides policies and procedures for the coordination of communication within the University, and among the University, the media, and the public in the event of an emergency or controversial issue. Emergencies may include fires, bomb threats, natural disasters, or major crimes. Controversial issues may include police investigations, protests or other situations demanding a public response. The plan is not intended to change the way emergencies are initially reported. All emergencies on campus should be reported immediately to the ������ɫ Emergency Dispatch Center by calling 911 or (607) 777-2222.  

It is the goal of this crisis communication plan to establish guidelines for addressing a range of situations, and to ensure campus officials and communicators are familiar with approved procedures and with their roles in the event of a crisis. The plan may be used in conjunction with the normal decision-making hierarchy of the University or during a state of campus emergency, when the campus Comprehensive Emergency Management Plan (CEMP) is activated.

Objectives of the Crisis Communication Plan

• To factually assess situations and determine whether communications responses are warranted and the requisite urgency of the notification.
• To assemble a crisis communications team able to implement and support appropriate responses.
• To define the immediate actions to:
  • Identify audiences who should be informed about the situation.
  • Make those audiences aware of potential emergency situations and protective actions.
  • Communicate facts and updates about the situation quickly and factually.
  • Minimize rumors.
  • Restore order and/or confidence.

Planning Foundations

When leadership determines there is a danger or threat to the campus community, an emergency alert will be issued. The President, member of the Senior Officers Group (SOG), Chief of Police, Executive Director of Emergency Management, or any of their designees, can make the decision to issue an alert(s). As soon as reasonably possible, emergency communications will be coordinated between campus public safety officials and representatives from Communications and Marketing.  

Communications and Marketing will work with the University’s Incident Management Team (IMT) in communicating a response to the crisis.

Press Conferences/Media Availability

A press conference and/or less formal media availability may be called to allow campus officials to directly brief news media on the situation. The campus president, with consultation from the Incident Management Team (IMT) and Communications and Marketing, would decide whether to hold a press conference. Communications and Marketing would be charged with organizing the location, timing, and general format of the press conference, and notifying news media. Facilities Management will be responsible for providing the equipment necessary to conduct it. Communications and Marketing would prepare remarks and talking points based on information provided by the IMT’s Public Information Officer (PIO).

Information Release

Communications and Marketing staff are professionally trained in creating clear and concise information on an urgent basis and delivering these messages through a multitude of channels and mechanisms. Communications and Marketing would create press releases, manage press conferences, manage the campus web page, and alert page, update the emergency 1-888 toll-free information number(s), if utilized, and create and disseminate mass email messages, as required. Information released through Communications and Marketing and the EOC Director serves as the only information university employees should be sharing with internal and external audiences.

Campus leaders who receive inquiries from high-level constituents and stakeholders (including key lawmakers, donors, SUNY officials, parents, policymakers) should convey to those stakeholders the same information released to the public by the EOC Director and Communications and Marketing. Any plans by campus leaders to share other information in private or public conversations with stakeholders must first be discussed with the EOC Director and Communications and Marketing. This will help ensure all information is confirmed as factually accurate and consistent with information released through the EOC and Communications and Marketing. Such a system is necessary for inadvertent miscommunications to occur and can cause the public to lose faith in the credibility of the information released by the University, and to question whether the University has the emergency under control.

Official Communications

The University’s alert page, /alert/, is the primary site for all crisis and emergency communications. Members of the campus community, press and others will be directed to the site for frequently updated and reliable information. Social media will also be deployed when necessary and appropriate.

In addition, Communications and Marketing will use all appropriate alternative communication tools available to disseminate information. This will be especially important when the internet, electrical power or cell and landline phones are out of service.

General Media Inquiries

Campus emergencies may generate large volumes of telephone calls from media and other stakeholders. Most calls will likely be received by Communications and Marketing or University Police, but media inquiries may be received at any campus location. Additionally, media representatives may arrive on campus and go directly to impacted departments or units. Campus employees should direct all media queries to Communications and Marketing at (607)-777-2175 or 7-2174.

Communications and Marketing is primarily responsible for responding to media inquiries, based on the information supplied via the IMT’s PIO. When necessary and advisable, Communications and Marketing will arrange interviews with appropriate campus officials, in coordination with the IMT’s PIO.

Media on Campus

Communications and Marketing is primarily responsible for enabling news media to cover ongoing events on campus without disrupting emergency relief or recovery operations or interfering unduly with routine campus operations.

Public areas of the campus are normally open to the news media. News media may be denied access to the location of an incident based on risk to their own safety or other grounds for legally excluding news media from a defined area, for example, if it is declared a crime scene.

News media generally do not have access to areas such as classrooms or laboratories without the consent of an official responsible for use of classroom or building space (e.g., the class instructor, dean, etc.). Media access to residence halls is limited. They must obtain permission from Communications and Marketing and/or residence hall officials to gain access to common areas of the residence halls. If media gain entry as a guest of a student who lives in the residence hall, interviews, filming, etc., are limited to the student’s room only, not common residence hall areas.

In the event of a significant emergency, news media will likely be present and moving around the campus. To coordinate media logistics and communications it is appropriate to establish staging areas where media will find appropriate parking and access to ������ɫ spokespeople, visuals, and other needs. Communications and Marketing will be responsible for setting up and managing such staging areas in coordination with the IMT’s PIO. When appropriate, and working in coordination with University Police, Communications and Marketing may escort small groups of reporters to restricted areas for brief periods of time; reporters must agree to Communications and Marketing ground rules before they are granted such access.

As necessary, the IMT’s PIO may designate assistant PIOs / spokespersons to meet regularly and informally with reporters to facilitate communication with the media representatives.

Rumor Control and Media Monitoring

Communications and Marketing staff will be assigned to monitor TV and radio broadcasts, internet news sites, blogs, and social media such as Twitter, Facebook, and YouTube.

A rumor control/response capability should be maintained to identify and correct substantive rumors and misinformation. Such rumors and misinformation will be reported to the IMT’s PIO and or Communications and Marketing who will arrange for corrective action through the fielding of media calls, assembling of press briefings or distribution of written news updates. Staff handling emergency phone lines should make a record of rumor and misinformation from the public and convey that information to the IMT’S PIO. In all cases the IMT’s Public Information team shall be kept aware of significant inaccuracies and rumors.

Social Media – General Guidelines

Communications and Marketing will use the University’s official social media accounts, as needed and appropriate, to reach our core audiences to alert them to emergencies and to provide them with critical information needed to remain safe and up to date about unfolding issues.

Social media sites will also be monitored for misinformation or matters requiring notification to the IMT’S PIO or other campus officials.

Communication Technology Infrastructure

Information Technology Services (ITS)

Information Technology Services (ITS) holds overall responsibility for significant portions of the communication and data systems used for routine business purposes and emergency communications needs. Depending on the type of emergency and the possibility of damage or degradation to the campus infrastructure occurring as a result of an event, ITS is prepared to address:

Cellular Telephone Systems

If local cellular provider networks become congested, ITS and campus Telecommunications shall work with cellular providers to increase tower capacity whenever possible. Multiple cellular providers have “Cellular on Light Trucks - COLTs”, “Cellular on Wheels – COWs”, and “Cellular Repeater on Wheels – CROWs” which may be positioned on campus to provide additional cell capability, emergency-use phones and accessories.

Public Switched Telephone Network (PSTN)

������ɫ’s campus telephone system connects to the rest of the world through the Public Switched Telephone Network (PSTN). Should call volume dramatically increase in the ������ɫ area, call blocking could occur. The PSTN is engineered to avoid call blocking under normal circumstances, but not during emergencies. This engineering method is the practice nationally.

PBX / VOIP Telephone System

The campus owns and operates a VoIP (voice over internet protocol) PBX telephone system connecting all campus owned buildings.  Utilizing a large-scale underground copper and fiber network the system serves more than 4000 faculty, staff, and administrators.  VoIP technology allows the telephone system to operate over the same campus data network carrying email, wireless and other communications, and life safety systems.

1-888 Telephone Numbers

The Telecommunications office of ITS maintains two toll free 1-888 telephone numbers able to be activated during an emergency incident.  These numbers are designed to handle increased traffic of incoming calls to the University.

Website Bandwidth and Web Server Functionality

During a crisis a large amount of sudden traffic can overwhelm web servers if they are not properly maintained and monitored. It’s imperative the bandwidth and web server functionality be prepared for and monitored during a crisis.  Information Technology Services is responsible for monitoring and maintaining the webserver and bandwidth during a crisis.

It is possible emergencies may be so severe or unique they draw an overwhelming amount of national and international attention. Incidents like this may attract an untenable volume of traffic to campus webpages which would likely fail due to the extreme demand. ITS and Communications and Marketing have developed alternative methods for safeguarding website availability but cannot guarantee uninterrupted service.

Delivery of emails

As in the case with webservers, a listserv’s functionality can become bogged down and backed up during a time of crisis. Preparedness and reaction to this is important.  Information Technology Services recognize emails are a valuable resource for communicating with the campus community and will work with the IMT’s PIO and Communications and Marketing to facilitate the availability and proper operation of email servers.

Office of Emergency Management

The Office of Emergency Management is responsible for the administrative and operational management for portions of the emergency communications system.

First Responder Radio Communications

The campus UHF public safety radio system, used by law enforcement and other campus departments, may become degraded due to loss of power, overuse, or other system damage.  Emergency Management responds to such demands to maintain a functional communications system, and triaging needs as necessary.

B-ALERT Emergency Notification System

������ɫ has partnered with Rave Mobile Safety to provide an emergency alert system capable of delivering messages to e-mail addresses, cell phones, the University's Facebook and Twitter accounts, and an RSS feed. Each semester students and employees receive a pop-up screen on the University’s learning management system with instructions for reviewing and managing contact information within Rave. Individuals may also manage their account at .

Outdoor Siren

As of Fall 2025 the outdoor siren has experienced a critical maintenance failure. The siren is not functional and vendors are not willing to consider repairs. The University is in the early stages of replacing the large, single siren array with a distributed system of smaller horn speakers across campus. Once fully operational, the outdoor speakers will be utilized in the same manner the outdoor siren was.

As part of ������ɫ’s emergency notification system, the University utilizes an outdoor warning siren on the Vestal campus.

This public address speaker / siren is designed to warn individuals who are outdoors only.  It is not intended to be heard by people inside buildings on campus.

Operational policies and procedures regarding the outdoor siren are provided in the CEMP, Annex D – Emergency Notification System.

SafeBing Mobile Safety Application

Downloading the SafeBing mobile safety app to any smartphone allows the recipient to receive the same content our students and employees receive in an emergency text message.  Additional information is available at OEM’s website, /emergency/emergency-notification/notification-methods.html 

Alertus Desktop Notification

The Alertus desktop application allows computers connected to a ������ɫ network to immediately display emergency alerts from ������ɫ.  Additional information is available at OEM’s website, /emergency/emergency-notification/alertus-desktop-alerts.html

Mobile Public Address Systems

Emergency Management, University Police, and EH&S are equipped with mobile public address devices (vehicle mounted and hand-held) capable of being deployed to assist with communications at a localized incident.

Communications and Marketing

Communications and Marketing is responsible for the administrative and operational management for portions of the emergency communications system.

University Web Page

The University’s web page (www.binghamton.edu) is the official site of ������ɫ University. The alert page, www.binghamton.edu/alert/, will contain important information and a timeline regarding critical incidents.

University Email Listservs (B-Line and Dateline)

Communications and Marketing manages two listservs capable of being utilized during emergency incidents. B-Line is the official listserv for students and Dateline is the official listserv for staff and faculty. Although these listservs are not considered primary communication methods for emergency incidents, they may be utilized to provide updates and critical information as appropriate.

Social Media

Management of all the main ������ɫ social media accounts are managed by Communications and Marketing. The office has the ability to post to some department and school social media pages as well.

Department Responsibilities and Authorities

Communications and Marketing

Communications and Marketing is the lead communications organization for ������ɫ University, both daily and during an activation of the campus emergency operations plan. Staff from Communications and Marketing assumes a role at multiple levels in the campus Comprehensive Emergency Management Plan (CEMP) hierarchy, including:

• Supporting the President and the Senior Officers Group (SOG)
• Serving on the campus Incident Management Team (IMT)
• Providing ������ɫ staff to the multi-agency/multi-institution emergency information center known as a Joint Information Center [JIC], when a JIC is activated.
• Providing field public information officers to address on-scene media inquiries.
• Supporting NYS University Police and Emergency Management in posting time-sensitive public safety alert messages

Communications and Marketing is charged with and responsible for gathering, writing, editing, posting and otherwise disseminating communications and emergency response instructions, including official directions and announcements from the President or EOC Director.

In the event of an EOC activation, the Vice President for Communications and Marketing would work with and advise the President and the SOG. The IMT’s Public Information Officer (PIO) would be based in the EOC working with and advising the EOC Director as well as assisting Communications and Marketing’s communications efforts. Also based in the EOC, working with the PIO may be a PIO-news writer(s), and PIO-assistant(s), as needed. An Emergency Website Editor from Communications and Marketing may also be based in the EOC to manage and edit the campus website / emergency website, as needed.

Additional Communications and Marketing staff would be based in the Communications and Marketing main office, Couper Administration Building, handling the bulk of press inquiries, tracking press and social media coverage, setting up supplemental emergency communications tools, and providing overall assistance to Communications and Marketing’s broad internal and external communications effort.

Office of Emergency Management (OEM)

The Executive Director of the Office of Emergency Management, or his designee, has the authority to activate all, or parts, of the University’s Crisis Communications Plan.

The Office of Emergency Management (OEM) is tasked with the management of critical incidents through the coordination and management of the University’s Incident Management Team (IMT).  The IMT shall operate from the campus Emergency Operations Center (EOC) and shall manage emergency operations campus-wide.

OEM is responsible for the management and implementation of the Comprehensive Emergency Management Plan (CEMP).  Additionally, the emergency management program is responsible for the contract management, maintenance and all other actions necessary to maintain the following emergency notification systems:

• B-ALERT (Rave) emergency notification system
• Alertus mobile application and desktop notification
• Outdoor siren

New York State University Police

The police chief, or his designee, has the authority to activate all or parts of the University’s Crisis Communications Plan.

Typically, University Police is the first University department to be made aware of emergency situations and maintains an around-the-clock (24/7/365) presence on campus.  University Police will typically be the first emergency response agency to arrive on the scene and shall provide critical incident information to senior campus officials.

Telecommunications

The ������ɫ Telecommunications office is housed within the Information Technology Services (ITS) department.  Telecommunications staff shall be responsible for the management and maintenance of campus servers and IT systems supporting emergency communication systems.

Information Technology Services (ITS)

ITS staff shall be responsible for the management and maintenance and all other actions necessary to maintain the systems listed below. Furthermore, as a redundant way to ensure messages are promptly delivered, select ITS staff shall maintain the ability to post messages or deliver emergency emails.

• Web server and redundant backup (AWS)
• Web bandwidth (AWS)
• List servs

Call Center

The University Call Center is prepared to provide emergency Call Center/Information Center Services within its current location (LN-G214) or from a satellite location as necessary by working closely with Telecommunications and Communications and Marketing.  Equipped with two 1-888 toll-free numbers and ten emergency response staff login IDs the Call Center would publish the toll-free numbers and provide customer service/information services up to 24/7 or as necessary throughout the duration of an incident.  These services can be instead of or in conjunction with our regular Call Center responsibilities depending on the nature of the incident and the needs of the campus community.  Information provided to callers would be based on scripting from the University’s Public Information Officer.

Crisis Communication Logistics

President's Office

The president, or her designee, shall provide status briefings to key stakeholders including, but not limited to, SUNY, state, regional and local officials.  The briefings shall provide the most current information regarding the incident and may include the following details (if applicable):

• Nature of the incident
• Number of deaths
• Number of injured and their last known medical status
• How many still at risk?
• Chronology of events
• Actions currently being taken
• Status of the campus

Spokesperson

������ɫ has designated the Vice President for Student Affairs as the primary spokesperson.  With the guidance of Communications and Marketing, the spokesperson will convey details of the incident and the University’s response to the crisis.

If the Vice President for Student Affairs is not available the president’s Office, in consultation with Communications and Marketing, shall designate an alternate spokesperson.

Subject Matter Experts

The Vice President for Student Affairs, the IMT’S PIO and/or Communications and Marketing may request the assistance of any person possessing direct knowledge of the crisis (i.e., Chief of Police in the event of a campus crime). Communications and Marketing may recommend and prepare these subject matter experts based on their area of responsibility, availability, and skill at communicating often complex, sensitive information to the news media and general public. In cases of significant crisis, the President or highest-ranking University official may take the lead in conveying the administration’s response to the crisis, showing the University has control of the situation, calming public concern and setting an example for the entire campus.

In the field, Communications and Marketing staff will conduct news briefings as needed in coordination with Incident Commander(s), the PIO, and in keeping with the Incident Command System.

Comprehensive Communication Center (CCC)

The need to have an organized and centralized location to coordinate communication is essential. A CCC may include any of the three components as listed below depending on the scope of the crisis. The CCC will be managed by Communication and Marketing. As soon as the potential need for opening a CCC is identified, Facilities Management and IT shall be notified to assist with the identification of space and mobilization of resources necessary to implement this plan.

Joint Information Center (JIC)

In the event of an incident involving both ������ɫ and another jurisdiction (e.g., local, regional, state, or federal authorities), a Joint Information Center (JIC) may be established to share information and coordinate releases to the public. The JIC will liaise directly with the IMT’S PIO, or their designee.

A JIC is a central location intended to facilitate incident / event communications. The JIC is a location where personnel with public information responsibilities perform critical emergency information functions, crisis communications and public affairs functions. A single JIC location is preferable, but the system is flexible and adaptable enough to accommodate virtual or multiple JIC locations, as required.

Media Center (MC)

The media center will serve as the sole dedicated space for the University to interface with the media. At the minimum, the media center must have a briefing room for news conferences, with separate access for the media / public and for University officials. A media center should also be located near an area where satellite or other large media vehicles can park.

General supplies to be included in all media centers are as follows:

• Podium
• ������ɫ backdrop
• Microphone/speaker
• Appropriate lighting
• Extension cords/power cables
• Press kits (information on the University)

These supplies are currently stored in Admin-G10, under the control of Media and Public Relations.

Media Workroom (MW)

For events lasting several days, consideration should be given to creating a media workroom close to the Media Center for the media to file stories and conduct their operations. It should be equipped with desks, electrical power and wireless Internet access. Working with ITS, journalists can be provided passwords to gain wireless access.

If a media center is to be established, immediately contact Facilities Management and ITS for logistical support. Facilities Management may be tasked with securing the physical location and ITS with the establishment of phone banks, and television and internet accessibility.

Facilities

A location should be chosen where there is ample space to accommodate the needs of Comprehensive Communication Center as previously identified. The facility chosen should be in close proximity to the JIC, MC and MW, and should have the physical space available to expand if the crisis dictates.

A list of locations capable of accommodating a CCC is listed below. This is not a comprehensive list and is intended to assist and expedite operations in the event of a crisis.

• University Union (Mandela Room, Old Union Hall)
• Events Center
• Chenango Champlain Collegiate Center
• Engineering & Science Building
• University Downtown Center

Internal Needs

Photography/videography

Communications and Marketing or the EOC Director shall determine the need to assign a photographer or videographer to take pictures of the scene. This may prove helpful in responding to media inquiries, for possible later litigation, as well as documenting events.

Media Access

Communications and Marketing shall determine if it is appropriate to allow location shooting by the media. Communications and Marketing shall also determine when, where and who will accompany the media.

Preparedness and Planning

Pre-scripted Messages

Communications and Marketing and/or OEM may prepare standby statements and pre-scripted messages. A general statement and messages for expected crises should be drawn up and approved in advance. Accurate details can be inserted at the time of the event.

News Releases

������ɫ’s first news release should go to all media in the area, regional and national wire services, all at the same time. If possible, this release should go out within the first hour (or sooner) of the crisis, following the advisories announcing core facts and actions for audiences to take; safety information should be disseminated on campus as soon as reasonably possible, depending on information from the Incident Management Team. This safety information will then be included in the first media release.

The first release should contain all the information we can give at the time without jeopardizing the safety of individuals. This will alleviate many media calls to simply “ferret out” basic information. The release must be factually accurate, and should be reviewed by Communications and Marketing, the president’s office, the EOC Director, and the University’s Counsel if time allows.  “Uniformity of response” is critical.

Be prepared after the initial release to receive many calls from the media. It is important for the spokesperson to be readily available to make additional statements, or to clarify information in the first media release to dispel any rumors. Information in the release will be used as the basis for verbal comments to the media. Comments should answer the reporter’s question and whenever possible transition to positive or proactive action items taken by the University.

Prior to any interviews, a basic fact sheet about the University (available through Communications and Marketing) can be provided as background information for the eventual report. Some reporters may not be well informed, and a good way to ensure key messages get out is to suggest “You know, the question we are most being asked is . . .” Most reporters will appreciate the answers to most asked questions.

Once an EOC is activated, news updates will be coordinated between the IMT and Communications and Marketing.  The IMT will ensure information about emergency conditions, response actions, recovery decisions, etc. are accurate. The IMT’s PIO will work with Communications and Marketing to disseminate timely and accurate information. 

Media crisis kit

Communications and Marketing shall maintain a media crisis kit.  The crisis kit should contain emergency templates and how-to documents, phone lists, media contact lists, several legal pads, pens, maps, press badges, clip boards, two-way radios if available and a laptop computer.

Share the Plan

Communicate this plan in advance. This plan should be communicated to appropriate members of the University community before a crisis occurs.

Identifying a Crisis

Different types of crises call for different responses. For example:

• An immediate, unforeseen crisis with many lives at risk/lost (examples: earthquake, large fire, flood, terrorist attack, chemical spill)
• An immediate, unforeseen crisis with individual lives at risk/lost (car accident, homicide/suicide, small fire, disease outbreak)
• An ongoing crisis increasing in scope and impact as more information becomes known (examples: sexual harassment lawsuits, scandals) 
• An unusual, unexpected crisis or critical incident that does not fit into the above categories (example: Virginia Tech campus shootings) 

Crises outside a Declared Emergency

Frequently, situations may not require a full response of the campus Incident Management Team (IMT) but do require a prompt and effective communications response to minimize disruptions to the campus, dispel rumors or protect the reputation of the University.

In these cases, Communications and Marketing is responsible for managing the communications response. It should be alerted as early as possible in the event of an emerging or potential crisis.

In consultation with appropriate campus units and the ������ɫ Administration, Communications and Marketing will:

• Respond to media calls
• Analyze the situation and advise campus leaders and emergency responders on 
communications strategy
• Revise and update the campus home page swiftly, as the situation warrants
• Prepare and update the campus emergency telephone number, as the situation warrants
• Write and distribute talking points, backgrounders, news releases and related items, as necessary
• Identify campus spokespersons and help them prepare for interviews
• Organize press conferences and other media events
• Monitor ongoing news media and social media coverage of emergencies, and respond to and correct inaccuracies quickly to prevent the dissemination of misinformation
• Assist media while they are physically on campus


If the situation warrants partial activation of emergency procedures, Communications and Marketing will consult with the designated campus administrator on communications issues.

Immediate Action Checklist

When a crisis strikes, it is essential the University take immediate action. The following steps should be taken as soon as the crisis is identified:

Action

• Activate the Incident Management Team (IMT) if necessary. Report to the EOC Director (usually the Executive Director of OEM or designee) and coordinate all actions and messages through the PIO.
• ·Gather and assess the facts. Work with IMT Planning Section, as available. Quickly communicate confirmed information when any (not necessarily all) key elements are known (see Annex D – Emergency Notification System for guidance).
• Activate appropriate elements of the Crisis Communication Plan.
• Prepare a statement and background information. Tailor messages to the event(s) and prepare background information for the media.

Communication

• Identify key audiences. Members of the campus community will always be highest priority. Determine who needs to be informed of the situation, and in what order (both on- and off-campus).
• Designate a university spokesperson(s).
• Coordinate with the local Joint Information Center if the event is regional (i.e., not confined to the campus).
• Provide guidance to the campus and community as developed by university officials.
• Activate all available and/or appropriate mass notification systems to communicate the message (see CEMP Annex D – Emergency Notification System for guidance).
• Develop additional messages to be delivered repeatedly and clearly, and by “one voice”.
• Control the message and the flow of information.
• Keep track of all calls and requests with a contact log.
• Respond to the media quickly, accurately and fairly.
• Manage rumors and misinformation.

Emergency Communications Timeline

Goal

Distribute appropriate messages within minutes, providing information, as brief as it might be, about what's happened and instructions on what to do: show campus is taking action. As time progresses, reports can get longer and more in-depth.

Accuracy and credibility are vital; report information quickly and correct errors quickly.

Within Minutes

• Working with NYSUP or the EOC Director, report an incident/crisis/emergency has been reported or has occurred even when only limited information is available (for example, an earthquake has struck; an explosion has been reported; emergency responders are on the scene; more information is coming.) Provide instructions on what to do. Post to website and social media sites; send B-ALERT message(s)
• Notify Communications and Marketing staff to standby for assignments.
• Report to EOC (PIO, web editor, news writers), if activated. Otherwise operate out of Communications and Marketing offices.

Within the First Hour

• Update incident report and instructions on websites as frequently as possible
• Update situation with B-ALERTs as warranted (ongoing)
• Prepare short statement for the University President, senior administrators or EOC Director, get approval, post on web. If possible, include instructions to employees and students.
• Alert media to website postings as source of university information updates
• Handle incoming media calls (ongoing)
• Monitor news reports, blogs, social media, etc. for inaccuracies and rumors; post corrections and rumor control information to the web (ongoing)

Within Two Hours

• Dispatch field PIOs to manage any on-site media, and report conditions on campus back to the PIO in the EOC (ongoing)
• Encourage students to contact their parents and let them know they are safe
• Determine potential need for manned call-center; begin establishing it, if needed

Within Four Hours

• Prepare, get approved and post message for off-campus parents/staff family members
• Determine need/timing to establish media center. Begin preparations
• Determine need for press briefing, media site tours; set time and location if formal briefing is necessary, post announcement on Web
• Determine need to send PIO to JIC, if established, and/or to area hospitals

Within 8-12 Hours

• Hold formal press briefing (if possible, do so when/if situation on campus is NOT chaotic, has been controlled, contained) with president and/or EOC Director, and others as appropriate.
• Determine need for on-going operations; plan for food/supplies; contact backup PIOs/writers
• Consider preparing and posting a video message from the President / other senior administrator (if applicable, likely day two or later. Other options include call-in conference calls for regional and national media).

Spokesperson Media Training Tips

Working with the Media in a Crisis

The following tips are provided as reference for the benefit of the emergency operations team and any experts who may be called upon to interview when working with our media contacts during crises or day-to-day operations.

General tips/helpful knowledge

• Always remember courtesy and cooperation are essential ingredients in any successful media encounter. Also, only a spokesperson should be making an official organizational response in talking to the media. If you are approached, simply say, “I’m not the spokesperson, but if you’ll wait right here, I’ll let him/her know you are here now and would like to speak to him/her.” 
• Get to know the members of the press before a crisis occurs. Watch a different TV channel every night, or listen to a radio station, or read different newspapers. Get to know what “beats” they usually cover; i.e., entertainment, finance, health care, etc. 
• Management and all employees, including security, should be aware the media will attempt to get to the location of the event. Especially television, as it is driven by visuals. Make sure all entrances are attended by employees and security. 
• The media should be taken to an area you have designated as your Media Briefing Area. Do not call it a Press Area, as electronic media are not “press” as it relates to the print media. Make sure your Media Briefing Area has enough telephone lines to accommodate multiple calls at once. Make sure all have a badge so you know who is present. 
• Never go “off the record” in such a situation. If you don’t want the information used, don’t say it. 
• Never embellish an event to make it seem larger than it really is: Be straightforward, honest and use simple language. 
• When talking to reporters in a crisis, talk “through” them to the audience beyond. Your face will be much more compassionate and reassuring to the audience. 
• In the early stages of any incident, never try to assign blame, transfer responsibility, or speculate about “probable causes.” Your after-action conferences are made for to address those concerns. 
• Remember, the media is the ideal place to let the public know exactly what you are doing, and you will have results for them as soon as you can. This is free publicity, and with the right approach, even in a crisis, you have a tremendous marketing opportunity. Take advantage of it – by being credible, honest, forthcoming, accurate and complete; and above all, let your face speak volumes for you and your organization. Make your face a pleasant, compassionate one, not somber or stressed.

More specific techniques for interviews for spokespeople

1.      Know the facts - don’t guess:  Get the latest information available prior to an interview on the subject at hand. 

2.      Rehearse your message:  Know what you’re going to say and how you want to say it, but don’t over-rehearse and lose spontaneity. 

3.      Help set the “ground rules”:  Journalists need help getting the story...help them with background, locations for good visuals, and give them fact sheets or other information helping them round out their stories. 

4.      Prepare for the worst – do your homework:  Prepare for the worst case, and practice responses answering the reporters’ questions while bridging to positive actions or facts about your organization. For television, being able to answer and bridge in less than 15 seconds assures a sound bite is both helpful for the reporter and provides a positive impression of the University. 

5.      Answer questions – stay alert – listen:  Listen to your interviewer...don’t start formulating the answer to a question not being asked. And, “listen with your face” …don’t be afraid to show compassion, which lets you be viewed as someone who is likeable, which translates to the University being viewed as likeable. 

6.      Say it in 12-15 seconds:  Remember, your time with a TV news story is very valuable and very limited. Talk in sound bites to ensure you are not “edited” out of context. 

7.      Admit mistakes:  No one will fault you for being honest and forthright . . . but follow the admission with how you have corrected the situation and place the incident in its proper perspective. 

8.      Relate to the viewer, not the interviewer:  Think about how the viewer will receive your information, not how the interviewer posed the question. While you are looking at the journalist, talk through the journalist to the audience, picturing a friend or family member at the other end. A successful technique for many is to picture talking to a child, which often results in your face softening, and your language being simple and understandable. Never look at the camera.

9.      Humanize yourself and your organization:  The audience will always relate to a real human being, no matter what the subject is. 

10.  Think like the media:  What kind of story are they after? How will they most likely tell it? And how can you tell it in a way that helps them achieve their goals but is sensitive to your public? 

11.  Be politely persistent, but don’t get angry:  Try to always finish your statement without being interrupted. Smile, be patient and allow your overall grasp of the situation to come through. 

12.  Use the news conference sparingly:  The news conference is one of the most overdone of events. Journalists don’t like to come out for an event where honest, full-picture and critical information is not given. A conference should be held when major news needs to be shared all at once occurs. 

13.  Stick to the subject – don’t ramble:  Don’t open other situations unnecessarily. Answer questions with enough information to answer the question, add a positive action taken, and then STOP! Don’t be afraid of silence, simply wait patiently with an attentive look for the next question, but do not continue to talk!

14.  Dress for the occasion:  Conservative dress and professional image go a long way toward presenting a positive impression of you and your organization on television.

15.  Never go “off-the-record”:  If you don’t want to see it on the news, or in the morning paper, don’t say it.

16.  Keep it on a “one-on-one” basis:  The interview is with one person in the audience – the viewer, through the interviewer. Keep it personal and direct.

17.  Never say “no-comment”:  A “no-comment” is perceived as a “guilty,” period. At the very least, tell the reporter why you can’t comment instead of using the words “no comment.”

18.  Maintain solid eye contact:  Your facial language tells more about you than what you are actually saying. Keep eye contact with the journalist.

19.  Avoid arguments and hostility:  It is impossible to win an argument with a person who has the editing equipment or prerogative. And remember, on camera, the questions from the journalist are rarely shown on the newscast; the only thing they can use is your answer, so if a question is hostile, answer it as if it isn’t. It won’t be on camera.

20.  Provide advance biographical/background data:  Always try to provide a “one-pager” on your organization and you, and other facts to help reporters “flesh out” the story.

21.  On camera, don’t fold your arms, and don’t be afraid of gestures:  Remember, people are looking at your body language and listen with their eyes first, and then with their ears. Folding arms is a classic defensive gesture. Also, keeping your arms down allows you to gesture, which means the camera will typically back up to accommodate your gestures, avoiding unflatteringly close camera angles.

22.  Don’t squint at the lights:  Give yourself enough time in an inside interview to get used to the lights. If outside, close your eyelids and tilt your face to the sun for a few seconds, so your eyes can adjust. You will appear more relaxed and confident.

23.  Suggest talking points before the interview:  Again, help set the agenda. You know the story; the reporters only know what they’ve been told. Help them to help you tell the story.

24.  Always have at least two “themes” going into each interview:  Know what the interview is about and have two positive themes relating to the subject, and always bridge to them after answering each question.

25.  Bridge potential adverse, negative stories into positive responses: Bridge immediately, after making a direct short answer, to the themes rounding out your story.

26.  Anticipate tough questions:  If you have done your homework on the subject, you should be able to anticipate the areas of tough questions within the story, and answer them in the best possible light, remembering to bridge to your themes.

27.  Never guess...and never, ever lie!  Having to retract or alter your comments is both awkward and, in most cases, almost impossible. Your comments in print or on tape are the essence of your reputation. You can turn a simple 15-second sound bite into a five-part investigative series by lying.

28.  Arrive early for questions and pre-talk with the interviewer:  Pre-talk about the other stories the reporter has done and establish a rapport with him or her. Try to remove artificial barriers existing between reporters and government, reporters, and business, etc. Establish yourself as a professional in your field early on – before the interview begins. This is an excellent time to provide the reporter with a fact sheet about the University.

Appendix A: - Recommended Spokesperson / Subject-matter Expert Chart
The Vice President for Student Affairs shall be the designated spokesperson for all incidents of significance.  Subject matter experts may assist the spokesperson as requested.
	Incident	Subject-matter Expert	Channels of Internal Communication
1	Death on campus of a Faculty member Student Student-athlete Staff	Provost VP Student Affairs Dean of Students Athletic Director VP Operations Chief of Police Emergency Manager	B-Line Dateline Inside Alumni Board Foundation Board BU Council	B-Alert SOG, SOG+ SUNY System Admin Deans and Directors Advancement Team Admissions
2	Suspicious death or incident on campus. Student or faculty member missing.	Chief of police Assistant chief Deputy chief Emergency manager	B-Line Alumni Board Dateline Foundation Board Inside BU Council	B-Alert SOG, SOG+ SUNY System Admin Deans and Directors Advancement Team
3	Faculty/student issue	Provost VP of student affairs	B-Line President’s Web Dateline	SOG, SOG+ Deans and Directors  Provost’s web
4	Incident on Campus	Police Chief Emergency Manager VP of Operations VP Student Affairs	B-Line Dateline Inside President’s web	SOG, SOG+ Deans and Directors  B-Alert
5	Community incident (riot downtown, large frat parties)	Police chief Emergency manager VP of student affairs	B-Line  Dateline B-Alert	Inside Local Community Leaders
6	Students' concerns	Dean of students VP of student affairs	B-Line Message to PipeDream
7	Faculty concerns	Provost Vice provost	Dateline Inside
8	Coach / athletics concerns	Athletics director VP Admin	Dateline Athletics Web
9	Alumni/Foundation concerns	VP of Advancement Executive Director of the Foundation Board	Top Donors  Foundation Board Alumni Board Major Gifts Officers All alumni
10	Budget concerns (tuition increases, etc.)	CFO Provost	Top Donors Major Gifts Officers	Students, Parents.
11	Incident at a Planned Event	Police Emergency Manager Student Affairs rep.	B-Alert