University Emergency Response Plan Massey/Risk... · 2018-03-25 · Massey University Emergency...

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Massey University Emergency Communication Plan This Plan documents part of Massey University’s emergency response arrangements. It may be necessary to refer to other plans in this series dependent on the situation. University Crisis Management Plan Emergency Communication plan Campus Emergency Response Plan Sub-Plans

Transcript of University Emergency Response Plan Massey/Risk... · 2018-03-25 · Massey University Emergency...

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Massey University Emergency Communication Plan

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Plan!DRAFT,!drafted!by!Business!Analyst!(Risk)!on!28!August!2012,!version!0.5!–!34!pages!in!this!document!

University*Em

ergency*Re

spon

se*Plan*

p.!1!v.!0.5!

!

!

University Emergency Response Plan

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This!Plan!documents!part!of!Massey!University’s!emergency!response!arrangements.!It!may!be!necessary!to!refer!to!other!plans!in!this!series!dependent!on!the!situation.!

!

Document)Type:! Plan! Status:) DRAFT,!drafted!Status)Approved)By:) Chris!Schraders!

Business!Analyst!(Risk)!Status)Date:) 28!August!2012! Version:) 0.5!!

Contents*

1.!Introduction!............................................................................................................................!2!

2.!Risk!Reduction!........................................................................................................................!9!

3.!Structure!and!Organisation!of!Emergency!Response!Management!....................................!10!

4.!Readiness!..............................................................................................................................!12!

5.!MUEMS!Notification!and!Activation!....................................................................................!14!

6.!Response!Communications!..................................................................................................!17!

7.!Response!...............................................................................................................................!19!

8.!Deactivation!of!Response!.....................................................................................................!33!

9.!Recovery!...............................................................................................................................!33!

University Crisis Management Plan

Emergency Communication

plan Campus

Emergency Response Plan

Sub-Plans

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Contents 1. Introduction 3 1.1 Purpose and Scope 3 1.2 Situation Analysis 3 1.3 Overview of Notification and Activation Process 4 1.4 Levels of Emergency Event 5 2. Emergency Communication Team 6 2.1 Introduction 6 2.2 Purpose of the Emergency Communication Team 6 2.3 Emergency Communication Team Role 6 3. Activation of the Emergency Communication plan 9 3.1 Evaluation of the Incident 9 3.2 Initial Emergency Notification 9 3.3 Activation of the Emergency Communication plan 9 3.4 Activation of the Emergency Communication Team 10 3.5 Communication Guidelines for Crisis Management 10 3.6 Flow of Information Between EOC and CEOC 11 4. Messaging 12 4.1 Production of Key Messages 12 4.2 Production of Messages 12 5. Channels 13 5.1 Primary Channels 13 5.2 Secondary Communication Channels 13 6. Stakeholders 14 6.1 Staff 14 6.2 Media 14 7. Record Keeping 18 8. Review and Maintenance 19 Appendices 20 Appendix 1 21 Appendix 2 22 Appendix 3 28 Appendix 4 32 Appendix 5 36 Appendix 6 42 Appendix 7 43 Appendix 8 44

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1. Introduction 1.1 Purpose and Scope Communication is a key component in the University’s response to an emergency. The primary purpose of this plan is to support the University to prepare for, respond to, and recover from an emergency event – and to create public confidence in its ability to do so. This plan supports Massey University’s Crisis Management Plan and Campus Emergency Response Plan and should be executed in conjunction with the relevant plan. Communication refers to the things that need to be done to get information to staff, students, visitors and other members of the University community. The plan includes suggested communication actions, channels, checklists and standard-operating-procedures to support the safety of Massey staff, students and visitors. Emergencies and crises by nature generate news media interest, sometimes triggered externally or by someone at the scene, increasingly via social media. Ensuring there is a swift response to media inquiries and social media activity will be critical to the positive or negative perception of the general public. At all times during any emergency the priorities of the communication team will be to:

• Provide reliable, timely and relevant communications to the Massey community, all stakeholders and the general public.

• Maintain the integrity of all Massey University communications. • Uphold the reputation of Massey University.

1.2 Situation Analysis Massey University is a large, government-funded University with campuses in Auckland, Manawatū and Wellington. Massey University is the largest provider of distance education in New Zealand’s university sector. Massey has about 33,000 students (approximately 14,000 of these are distance students) and 5000 staff (3115 full-time equivalent).

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1.3 Overview of Notification and Activation Processes

Emergency Event Occurs

FM HelpdeskNational Contact Centre

Other (Library, staff member, etc.)

Ensure emergency services and/or security services are contacted

as required

Ensure trained First Responder (Incident Controller) is onsite

Trained First Responder maintains communications with FM

Helpdesk

Emergency event requires:Emergency Communications, and/

or additional resources, and/oradditional coordination

Emergency event is contained and can be managed by personnel

onsite

Emergency event impacts on the operations of the University/relates

to more than one location.

Level 1

Sub-Plan/s

Crisis Management Plan

Campus Emergency

Response Plan

Sub-Plan/s

Emergency Communications

PlanCampus Emergency

Response Plan

Sub-Plan/s

Emergency Communications

Plan

Level 2 Level 3

Activate

Activate

Activate

Assumptions:• Emergency Services may be contacted directly from the site of the emergency event if required; however, FM

Helpdesk should also be advised.• FM Helpdesk will dispatch a trained First Responder (Incident Controller) to the site of the emergency event as soon

as possible.• The level of emergency event determined can be escalated or deescalated as more information becomes available

and/or the situation develops.

Notified to

Threat pendinge.g. automated external notification

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1.4 Levels of Emergency Event Level 1: Incident refers to any event that: affects a person or people in one location (such as a building or campus) and requires an immediate, formal emergency response, but can be managed effectively by local management and response personnel (Facilities Management or relevant department); has little or no impact on the operations of a campus or the University and there is no need for emergency communications. Incidents are often managed in accordance with sub-plans/ departmental emergency response plans and using business as usual structures. Level 2: Local Emergency refers to an event that: directly affects people in one location (such as a campus) and: has significant impact on the operations of one campus; places a high level of demand on local management and response personnel; or, requires significant coordination of internal and external resources and may result in the activation of the Emergency Communication plan and/or the University Crisis Management Team Local Emergencies are generally managed in accordance with the Campus Emergency Response Plan and the Emergency Communication plan. Level 3: University Emergency refers to an event that directly affects people in more than one location and/or has a significant impact on the operations of the University and cannot be effectively managed by local management and response personnel, or requires significant coordination of internal and external resources and results in the activation of the Emergency Communication plan and the University Crisis Management Team. University Emergencies are generally managed in accordance with the University Crisis Management Plan, Campus Emergency Response Plan and the Emergency Communication plan.

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2. Emergency Communication Team 2.1 Introduction To support the University emergency management framework an Emergency Communication Team (ECT), led by the University Public Information Manager, will be activated for campus and University emergencies. The structure of the team will expand and contract as the emergency event does. 2.2 Purpose of the Emergency Communication Team The purpose of the team to collect, analyse, and disseminate information to internal and external audiences. The goal of the ECT is to:

• Support student, staff and visitor safety with public information. • Create strong public confidence in the University’s emergency management response. • Positively influence behaviour with public information. • Manage stakeholder expectations.

Public information management achieves this by:

• Providing timely, accurate and clear information to those who need it. • Promoting effective communication internally with staff and externally with students. • Promoting effective communication and liaison between the University and government agencies,

Civil Defence emergency management groups, emergency services, lifeline utilities, the media and the public.

2.3 Emergency Communication Team Roles As part of the University’s emergency management framework Massey has a University Public Information Manager (and alternate) and each campus has a Public Information Manager (and alternate). Only specialised roles within the team are assigned in advance to particular staff members. In an emergency, the remaining roles will be allocated to members of the team available to assist. Full role descriptions and responsibilities for each position in the ECT can be found in Appendix 2.

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Figure 2.3 Emergency Communication team structure

2.3.1 University Public Information Manager University Public Information Manager refers to the role responsible for ensuring messages distributed internally and externally are accurate, effective, integrated and timely. The manager is a member of the University Crisis Management Team and is an important liaison between the Crisis Management Team (CMT) and the ECT.

2.3.2 Media Relations Coordinator If needed, the University Public Information Manager may be supported by the Media Relations Coordinator who is responsible for publishing any information released to the media, handling any media requests and monitoring any articles published in the media related to the emergency.

2.3.3 Communications Team Coordinator Communications Team Coordinator refers to the role responsible for managing the activation of the ECT, ensuring all actions undertaken are coordinated and providing the team with organisational and administrative support.

2.3.4 Campus Public Information Manager Campus Public Information Manager refers to the role responsible for collecting and analysing information at the campus level as a member of the Campus Emergency Management Team. The Campus Public Information Manager provides information to the University Public Information Manager for dissemination to internal and external audiences and develops relationships with their equivalent at the regional office of the District Health Board, Fire Service, Police and Civil Defence Emergency Management Group.

2.3.5 Website Coordinator

Website Coordinator refers to the role responsible for uploading emergency information to the University website and monitoring feedback received from the Massey emergency website.

University Public Information Manager

Auckland / Manawatu / Wellington Campus Public

Information ManagerWebsite Coordinator Social Media Coordinator

Social Media Monitor

Stakeholder Relations Coordinator

International Stakeholder Relations Coordinator

Emergency Operations Centre Liason

Communications Team Coordinator Media Relations Coordinator

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2.3.6 Social Media Coordinator and Monitor Social Media Coordinator refers to the role responsible for publishing information and monitoring feedback activity related to the emergency on social media channels. If needed, the Social Media Coordinator may be supported by the Social Media Monitor who is responsible for monitoring feedback activity related to the emergency on social media channels.

2.3.7 Stakeholder Relations Coordinator and International Stakeholder Relations Coordinator

Stakeholder Relations Coordinator refers to the role responsible for managing the relationship with any stakeholders that are directly or indirectly affected by the emergency, and sharing any pertinent information received from those stakeholders with the University Public Information Manager. If needed, the Stakeholder Relations Coordinator may be supported by the International Stakeholder Relations who is responsible for managing the relationship with any international stakeholders that are directly or indirectly affected by the emergency.

2.3.8 Emergency Operations Centre Liaison Emergency Operations Centre Liaison refers to the role responsible for being the liaison between the Emergency Operations Centre and the ECT.

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3. Activation of the Crisis Management Framework 3.1 Introduction A chart summarising the process described in this section can be found in Appendix 1. 3.1 Evaluation of Incident Upon discovery of a situation or incident, the Campus Response Coordinator will make the Campus Public Information Manager aware of the incident. Upon notification, it is the responsibility of the Campus Public Information Manager to immediately notify the University Public Information Manager and Communications Team Coordinator of the incident.

3.2.1 Delegation of Authority In an effort to ensure an initial incident notification is released in a timely manner, authority may be delegated if the primary contact for the University Public Information Manager cannot be immediately reached. Upon being notified of the incident, the Campus Public Information Manager must immediately make a reasonable effort to reach the primary contact for the University Public Information Manager. If they are unable to reach the primary contact they should then attempt to reach the secondary contact, who will have authority to act. 3.2 Initial Emergency Notification Upon notification, the Communications Team Coordinator will put a short holding statement on Facebook, explaining the University is aware of an unfolding situation and more information will be provided very shortly. Once the Campus Public Information Manager is aware an emergency has been declared they will work with the University Public Information Manager to produce an initial emergency notification for the Massey website, Facebook and ping4Alerts!. A key objective of the ECT is to be the first to publically release details of the emergency. The team will endeavour to release an initial incident notification within 30 minutes of the Campus Public Information Manager being notified of the incident. Dependent on the circumstances, the initial incident notification may be issued before teams within the crisis management framework are activated. Wording for various incident scenarios are detailed in Appendix 3.2. Once issued on the website, Facebook and Ping4Alerts!, the message should be issued on the remaining emergency communication channels.

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3.2.1 Initial Media Holding Statement An initial holding statement for media should be distributed immediately following the initial incident notification by the University Public Information Manager. Templates for the initial holding statement can be found in Appendix 5.2.2 and a current media list for distribution in Appendix 5.2.3. 3.3 Activation of the Emergency Communication plan If a level two or three emergency is declared, the Emergency Communication Plan will be activated. It is important to note level one incidents are managed by the affected unit or department. If required, communication support is provided by the Corporate Communication Team. 3.4 Activation of the Emergency Communication Team In the case of a level two (local emergency) or level three (multiple campus or University-wide emergencies) the Communication Team Coordinator will activate the ECT by notifying members of the emergency via the team’s WhatsApp group. These members should then proceed to the CEOC on their campus.

3.4.1 Communication Emergency Operations Centre Each campus has a Communication Emergency Operations Centre (CEOC), which is located in near proximity to the Emergency Operations Centre (EOC). Each campus CEOC includes video conferencing capabilities, allowing the ECT to connect across the three campuses. In an emergency situation the ECT should proceed to the EOCs, listed below. The location of the CEOC will be decided on the day and will be in the same location as the EOC or near proximity.

• Manawatū: The White House, Turitea site; • Auckland: QA 2.63 • Wellington: T20, Wellington campus.

3.4.2 Connecting via Video Conference

Should it not be possible to access the CEOC on any of the campuses, ECT members are expected to meet in the Communication Team Zoom meeting room (https://massey.zoom.us/j/492340323).

3.4.3 Initial CEOC Briefing Upon arrival at the CEOC the ECT will receive an initial briefing by the Campus or University Public Information Manager.

3.4.4 Emergency Communication Team Roster Following the briefing, the first task of the Communication Team Coordinator is to assess the level of cover needed. If it is deemed necessary by the Communication Team Coordinator to have round-the-clock cover, the ECT will need to be split into two teams. Each team will work for 12-hours on and 12-hours off. A roster template for the ECT shifts can be found in Appendix 3.1.

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3.5 Communication Guidelines for Crisis Management Massey’s crisis management framework provides for the formation of many groups, with, dependent on the nature of the incident, varying roles and functions. These groups include: • Crisis Assessment Team (CAT) • Crisis Management Team (CMT) • Campus Emergency Management Team (CEMT) • Business Recovery Team (BRT) Once an emergency has been declared and the campus or University emergency management teams are activated any information relating to the incident may only be disseminated by members of the ECT. Members of other crisis management teams, such as those listed above, may only disseminate information relating to the incident if they have the approval of the University Public Information Manager. If members of any of the crisis management teams, (or Massey staff), are approached with requests for information they should direct the enquirer to the Massey website (the principal communication channel). If they are approached by the media they should log the enquiry as per the process described in section 6.3.3. 3.6 Flow of Information Between EOC and CEOC In a crisis it is important there is a flow of information between the ECT and other teams within the crisis management framework and between the physical locations of the EOC and CEOC.

3.6.1 EOC Briefings Once a crisis is declared EOC briefings will occur on a regular basis and will provide an update on the situation overview, as it currently stands. If required, members of the ECT will be able to watch the briefings via video conferencing, as they occur.

3.6.2 Sharing EOC Information with the ECT Within the ECT, the University or Campus Public Information Manager is responsible for sharing updates from the EOC as it happens.

3.6.3 Sharing ECT Information with the EOC It is important for those in the EOC to understand what actions are being undertaken by the ECT and what information has been publically shared. Within the ECT it is the responsibility of the Emergency Operations Centre Liaison to share any actions taken by the ECT with the EOC. An ECT whiteboard will be located within the EOC. On this whiteboard, the Emergency Operations Liaison will list any actions undertaken by the ECT. These notifications must include the following:

• Action taken by the ECT; • Time the action was taken; • Any items issued (such as documents, media releases, messages or similar) and its item

number. The Emergency Operations Liaison will give any item listed an item number and label the item with the number.

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A physical copy of any items issued, labelled with their item number, will be kept in the ECT folder, located next to the ECT whiteboard.

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4. Messaging 4.1 Production of Messages Key messages are generated by the University or Campus Public Information Manager immediately after EOC briefings or as they receive pertinent information. A checklist of the basic tenets of emergency risk communication can be found in Appendix 4.1 and information commonly requested in an emergency can be found in Appendix 4.2.

4.1.1 Sign-off Procedures All key messages must be approved by University Public Information Manager and Incident Controller before they are disseminated.

4.1.2 Message Production for Specific Channels Using the key messages prepared by the University and Campus Public Information Manager, team members will prepare appropriate messages for the channels through which they are disseminating messages. In some cases, due to the restrictions of the channel, they may not be able to include all key messages generated by the Public Information Manager. In this instance the message should direct the recipient to Massey’s website, the primary communication channel, for further information.

4.1.3 Publicly Releasing Information Before information of a sensitive nature is shared it is important to ensure we are able to publically share that information. Any messaging containing sensitive information should be approved by legal counsel and / or the relevant stakeholders before being disseminated. Information that may need to be approved by legal counsel and / or the relevant stakeholders could include:

• Fatalities; • Information relating to suspects; • Information relating to students that is protected by privacy laws.

4.2 Message Dissemination The team member responsible for a channel should disseminate key messages on the respective channel. A list of channels and the role responsible for disseminating messages on those channels can be found in Section 5.1.1 and 5.2.1.

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5. Channels 5.1 Primary Channels There are numerous channels by which stakeholders receive and solicit information regarding Massey University, the majority of which are Massey-owned. In an emergency, it will not be feasible to continuously update all channels that are used to communicate with stakeholders during business as usual. The primary channels used by stakeholders and those most likely to be referred to in an emergency situation have been identified below. Once the initial emergency notification has been made, it is expected the primary communication channels are continually updated as per the process described in section 4.1.

5.1.1 Primary Communication Channels Overview Primary Communication Channels Overview Channel Audience Owner Responsibility Massey University website ALL Massey Website Coordinator Ping4Alerts! Staff; students Massey Allocated upon formation

of ECT @MasseyALL email mailing list

Staff Massey Allocated upon formation of ECT

Massey University Contact Centre

All Massey Allocated upon formation of ECT

Massey University Twitter handle

All Massey Social Media Coordinator

Massey University Facebook page

All Massey Social Media Coordinator

5.1.2 Principal Communication Channel

In an incident, Massey’s website will become the principal communication channel. It should serve as a repository of all information communicated in regards to the emergency. If it is not possible to convey all key messages on a channel, due to restrictions of the medium, then the messaging should direct the recipient to the Massey website.’

5.1.3 Massey University Contact Centre In an emergency, any messages disseminated by the Contact Centre should be the same as messages disseminated on other primary channels. Messaging should, where applicable, note the Contact Centre’s phone numbers (0800 627 739 and +64 6 350 5701). In an emergency, the responsible team member should attempt to make contact with Contact Centre’s primary contact, or their delegate.

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Contact Centre contacts Contact Name Role Phone Email Primary contact

Lisa Slade Contact Centre Manager

Alternative contact

Amanda Mackrow

Acting National Contact Centre Manager

Alternative contact (secondary)

Pat Sandbrook

Director, Student Administration

5.2 Secondary Communication Channels

The various Massey Student Association’s Facebook pages have been identified as an important communication channel for students in an emergency. As these Facebook pages are owned by the associations themselves, messages will need to posted by a representative of the respective association. As such, the Student Association’s Facebook pages are considered secondary communication channels.

An understanding has been reached with the associations that enables us to deliver our messages on these channels when the emergency communication plan is actioned, as per the process discussed above.

In an emergency situation, the associations and the emergency communication team agree to follow the procedure:

• A member of the ECT will contact the appropriate person at the student association (nominatedin advance by the student association) and ask for a message to be placed on the association’sFacebook page.

• The associations agree to post the message to Facebook in a timely manner (ideally within 15minutes of receiving the message) and, in the interests of ensuring consistent messaging, not tochange the wording of message provided by the emergency communications team.

Massey University understands the associations, as owners of the page, may wish to post additional information with a specific student focus, but in doing so will ensure such information does not contradict, confuse or conflict messaging from the University.

5.2.1 Secondary Communication Channels Overview Channel Audience Owner Massey University Students’ Association Facebook page

Manawatū students MUSA

Albany Students’ Association Facebook page

Auckland students ASA

Massey Wellington Student’s Association Facebook page

Wellington students MAWSA

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5.2.2 Student Associations’ Nominated Representatives Student Associations’ Nominated Representatives Association Representative Role Email Phone Albany Student’s Association

Jacqueline Adams

Office Manager

Jason Woodroofe

President

Massey at Wellington Students’ Association

Emma Pearce President

Marie Larking Creative Director

Massey University Students’ Association (Manawatū)

Craig Black General Manager

Ben Schmidt President

5.3 Social media

Research and best practice suggest social media should be used for the following purposes:

• engaging in two-way communication with stakeholders;• monitoring social media to ensure users are sharing accurate information and not spreading

misinformation; and• monitoring social media to enhance situational awareness.

The nature of social media makes it different from other communication channels more traditionally used for emergency communication and it should be treated accordingly.

5.3.1 Two-way Communication The ECT should attempt to respond and engage with users’ messages in a timely manner. Because users have become familiar with the fast-moving nature of social media, they expect timely messaging via social media. As such it may be necessary to more often deliver messages (even in situations where there is nothing to update) on social media than other channels.

5.3.2 Sharing Situational Awareness Insights Any insights garnered via social media about the situation should be shared with the Incident Controller and EOC via the Emergency Operations Centre Liaison.

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6. Stakeholders

The primary communication channels are an effective way of communicating with members of the Massey community, including staff, current students, alumni, who are likely to be directly affected by an emergency. However, in an emergency situation there is a need to communicate with other stakeholders, who may not necessarily be immediately or directly affected.

Those stakeholders with whom there is a need to communicate is dependent on the nature of the emergency. In an emergency, the ECT, with assistance from the Crisis Management Team or Campus Emergency Management Team, is responsible for identifying which stakeholders it is necessary to communicate with.

Once the relevant stakeholders have been identified, the following factors must be determined: • Any sub-groups of stakeholders within the stakeholder group;• Most effective channels of communication; and• Person responsible for managing communications.

It is important to note that responsibility for relationships with stakeholders could lie outside of the ECT. However, all messages shared with stakeholders must be approved by the ECT.

A detailed table with potential stakeholders, channels of communication and designated responsibility can be found in Appendix 5.1.

6.1 Staff

Should an incident occur, many people may directly approach Massey staff for information relating to the emergency. Staff should be made aware that any student (or other stakeholder) requesting information relating to the incident should be directed to the Massey website. If necessary, staff should be supplied with a holding statement they can use to respond to enquiries, an example of which can be found in Appendix 5.1.8.

Staff should not disseminate any information to students or other stakeholders without the approval of the University Public Information Manager.

6.2 Media

The media provides a way for the University to get its message to the public. The media will also shape public opinion about how the University is responding to the crisis. Therefore, it is important to cooperate with the media, to be sensitive to media deadlines and to provide all reporters with the same information.

Best practice indicates the following principles should be followed when dealing with the media:

• Be first: Provide a statement that Massey is aware of the emergency and is involved in theresponse. (Use the holding statement that can be found in Appendix 5.2.2)

• Be right: Start monitoring media for misinformation that must be corrected.• Be credible: Tell the media when and where to get updates from Massey.

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• Give facts. Don’t speculate. Ensure stakeholders are saying the same thing.

6.2.1 Timetable for Release of Information to MediaIn a lengthy incident, a timetable for release of information to the media should be established as early as possible following the incident occurring.

6.2.2 Authority to Speak to the Media Once an emergency has been declared and the campus or University emergency management teams are activated the only people authorised by the Vice-Chancellor to speak to the media in relation to an incident or emergency are:

• The Vice-Chancellor, or Vice-Chancellors nominee, or• A member of staff nominated by the University Crisis Management Team Leader (usually the

University Public Information Manager).

6.2.3 Media EnquiriesAll media enquiries received during an incident must be logged and copies sent to the University Public Information Manager. It is important that all staff members involved in the emergency situation are aware of this process and the policy on speaking to the media.

A form for logging media enquiries can be found in Appendix 5.2.1.

6.2.4 Initial Media Holding Statement An initial holding statement for media should be distributed immediately following the initial incident notification. Templates for the initial holding statement can be found in Appendix 5.2.2 and a current media list for distribution in Appendix 5.2.3.

6.2.5 Media Releases In a lengthy incident, a twice daily release of information is seen as desirable to keep the media from creating their own news due to a lack of information from the University.

When the impacts of the emergency are city or region-wide, it may be necessary and / or preferential to issue joint or complementary media releases with relevant stakeholders.

6.2.6 Media Fact Sheet One of the key tasks when an emergency or incident is announced is the formulation of a list of probable questions the media will ask. The answers to these questions may need to be formulated in conjunction with external stakeholders (such as police or civil defence). A list of information commonly requested in an emergency can be found in Appendix 4.2.

6.2.7 Media Briefings In the case of a lengthy incident it will be necessary to hold media briefings. The frequency of these briefings should be determined as early as possible and included in the timetable for release of information that is made available to media.

The following venues are to be used for campus-based media briefings: • Manawatū:

o Council Room, University House;o Executive Room, University House;o Manawatū 1, Registry Building;

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• Auckland:o Board Room, Quad A;o Round Room, Atrium;

• Wellington:o Executive Seminar Suite, Level B, Block 5;o T33 Prefab building.

If for some reason it is not possible to host a media briefing on campus, the following off-site venues are suitable:

• Manawatū:o Hotel Coachman, 140 Fitzherbert Avenueo Pavilion Motel, 262 Fitzherbert Ave

• Auckland:o Albany Executive Motor Inn, 15 Corinthian Drive, Albanyo QBE Stadium, Stadium Drive, Albany

• Wellington:o CQ Hotel, 213-223 Cuba Streeto Terrace Conference Centre House, 114 The Terrace

A preparation checklist for media briefings may be found in Appendix 5.2.6.

6.2.8 Controlling Media Access to Incident In situations where members of the media are likely to come to campus (crime, accident, fire), the ECT will work with campus and local Police to control access to the scene and maintain order. The University has a responsibility to maintain the integrity of any crime or accident scene and to assure the privacy of its students, faculty and staff and may limit access to any part of campus during a crisis. A media briefing centre, or staging area, will be established and timely updates provided to members of the media at that location.

Failure to give early, predetermined logistical instructions to media will cause them to make their own decisions on site and personnel access.

A preparation checklist for media site visits may be found in Appendix 6.2.7.

6.2.9 Media Monitoring The University’s media monitoring service should be notified as soon as possible of the emergency and request any clippings relating to the incident be given the highest priority.

It is important that any serious misinformation is corrected immediately using approved messaging.

Media clippings should be compiled and periodically shared with the ECT, Crisis Management Team and / or Campus Emergency Response Team.

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7. Record Keeping

In an emergency situation the ECT is required to keep a record of all messages disseminated to internal and external audiences. It is the responsibility of the Communications Team Coordinator to ensure – to the best of their ability – an accurate record is maintained.

The following information needs to be recorded: • Time message was disseminated;• What messaging and / or action was undertaken;• Channel message was disseminated upon;• The person who was responsible for disseminating the message.

A template for recording of this information can be found in Appendix 6.

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8. Review and Maintenance

Review and maintenance of the Massey University Emergency Communication Plan.

A comprehensive evaluation of the University’s Emergency Communication plan will be conducted every two years in accordance with the requirements of the Massey University Emergency Management Framework

The Corporate Communications Director is responsible for ensuring that this plan is reviewed: • Within two years of last review; and,• Within three months of the any emergency event for which any Massey University Emergency

Response Plan was used. This condition is satisfied by conducting an organisational debriefand recording its outcomes and recommendations.

o The notes from the debrief will also be provided to:§ The University Emergency Management Committee for consideration and

potential inclusion in the Crisis Management Plan, Emergency Communicationplan, and/or Campus Emergency Management Plans.

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Appendix 1 1.1 Emergency Communication Plan Activation Overview

Disseminate Message on Primary Channels

Message dissemenated via remaining primary channels by appropriate team member.

Emergency Communication Team ActivatedCommunication Team Coordinator activates Emergency

Communication Team team by contacting members. Team members proceed to Operations Centre or meet in Zoom.

Communication Team Coordinator to allocate roles to unspecified team positions.

Distribution of Emergency NotificationApproved wording for initial incident notification provided to Website Coordinator and Social Media Coordinator for dessimination

on Massey website, Facebook and Ping4Alerts!.

Initial Emergency Notification ProducedCampus Public Information Manager produces initial incident

notification for Massey website, Facebook and Ping4Alerts!, in liaison with University Public Information Manager

Communications Team Coordinator notifies Website Coordinator and Social Media Coordinator they will need to

dessiminate a message very soon.

Social Media Holding Statement

Upon notification, the Communications Team Coordinator puts a short holding statement on Facebook.

Notification of IncidentCampus Public Information Manager is notified of incident by Campus Response Coordinator and immediately notifies University

Public Information Manager and Communications Team Coordinator.

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1.2 Message Dissemination Overview

Dissemenate on Secondary ChannelsTeam member contacts relevant student

unions and asks for message to be dissemenated.

Stakeholder Relations Coordinator ensures relevant stakeholder/s recieve message.

University Public Information Manager may choose to release media statement

Dissemenate on Primary Channels

Message dissemenated on all primary channels

Dissemenate Message on Principal Channel

The University's website is the first public channel to be updated, by Website Coordinator.

Approval of Messaging

Message shared with Incident Controller for approval.

Message created

University and Campus Public Information Manager work together to produce messaging with information available.

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Appendix 2

2.1 University Public Information Manager University Public Information Manager refers to the role responsible for ensuring messages distributed internally and externally are accurate, effective, integrated and timely. The manager is a member of the University Crisis Management Team and receives and analyses information from a variety of sources. The manager is responsible for maintaining up-to-date contacts and, where appropriate, working relationships with the equivalent office holders at the national headquarters for emergency services, including Civil Defence and Emergency Management, the Ministry of Health, Fire Service and Police.

2.1.1 University Public Information Manager Responsibilities In an emergency, the University Public Information Manager, is responsible for:

• Serving as a liaison between the Crisis Management Team and the ECT. • Sharing any pertinent information obtained from the EOC with the ECT. • Generating key messages that are disseminated to stakeholders via appropriate channels. • Generating the initial emergency notification when directed. • Generating and issuing an initial holding statement to media. • Being the first point of contact for Public Information Managers of lead emergency management

agencies and territorial authorities (e.g. police, fire, ambulance) during an emergency. • Establishing working relationships with national news media representatives and Public

Information Managers of lead emergency management agencies and territorial authorities (e.g. police, fire, ambulance), to ensure that they know what to expect of each other in an emergency.

• Briefing official spokespeople or (if the event is minor) taking the role of spokesperson. • Making sure personnel are trained to deal effectively with the media.

If the Media Relations Coordinator role is not activated, the University Public Information Manager is also responsible for:

• Organising media briefings during an emergency as and when required. • Dealing with any media enquiries received. • In a lengthy incident, producing a timetable for the release of information to the media. • Generating and issuing media releases to the media. • Producing media faction sheets. • Controlling media access to the incident site. • Monitoring and correcting misinformation in the media. • Making material available to the media (for example, maps and diagrams, in hard copy or on the

emergency website), and helping to meet their needs. • Managing images (e.g. photographs, moving footage).

2.2 Media Relations Coordinator Media Relations Coordinator refers to the role responsible for managing media relations in a capacity that supports the University Public Information Manager.

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In a major emergency, it may be necessary to activate the Media Relations Coordinator role to support the University Public Information Manager. The Communication Team Coordinator will decide if it is necessary to activate the role.

The Media Relations Coordinator manages all information shared with the media and monitors any information relating to the emergency published by the media.

2.3.1 Media Relations Coordinator Responsibilities In an emergency, the Media Relations Coordinator role is responsible for:

• Organising media briefings during an emergency as and when required.• Dealing with any media enquiries received.• In a lengthy incident, producing a timetable for the release of information to the media.• Generating and issuing media releases to the media.• Producing media faction sheets.• Controlling media access to the incident site.• Monitoring and correcting misinformation in the media.• Making material available to the media (for example, maps and diagrams, in hard copy or on the

emergency website), and helping to meet their needs.

2.3 Communication Team Coordinator

Communications Team Coordinator refers to the role responsible for managing the activation of the ECT, ensuring all actions undertaken are coordinated and providing the team with organisational and administrative support

This role is responsible for ensuring the Emergency Communication Team is ready to act in an emergency by ensuring the Emergency Communications Plan and any relevant processes are regularly updated and revised as necessary.

2.3.1 Communication Team Coordinator Responsibilities In an emergency, the Communication Team Coordinator is responsible for:

• Ensuring the team is ready to operate before, during, and after an emergency event, with thenecessary equipment, processes and procedures, and trained personnel.

• Activating the team after consultation with the University or Campus Public Information Managerand potentially the Crisis Assessment Team.

• Expanding or contracting the ECT as appropriate as the emergency evolves.• Disseminating information to other members of the ECT.• Ensuring – to the best of their ability – an accurate record of all messages disseminated is

maintained.

2.4 Campus Public Information Manager

Campus Public Information Manager refers to the role responsible for collecting and analysing information at the campus level as a member of the Campus Emergency Management Team. The Campus Public Information Manager provides information to the University Public Information Manager for dissemination to internal and external audiences and develops relationships with their equivalent at the regional office of the District Health Board, Fire Service, Police and Civil Defence Emergency Management Group.

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The Campus Pubic Information Manager keeps the University Public Information Manager informed of emergency issues needing to be communicated to internal and external audiences.

2.4.1 University Public Information Manager Responsibilities

The responsibilities of the Campus Public Information Manager include: • Serving as a liaison between the Campus Emergency Management Team and the ECT. • Sharing any pertinent information obtained from the EOC with the University Public Information

Manager and the ECT. • Generating key messages for approval by the University Public Information Manager. • Establishing working relationships with regional news media representatives and Public

Information Managers of regional emergency management agencies and territorial authorities (e.g. police, fire, ambulance), to ensure that they know what to expect of each other in an emergency.

• Keeping in close contact with the Campus Emergency Response Coordinator and the Campus Recovery Coordinator.

• Liaising with the desk managers in the emergency operations centre (operations, planning and intelligence, logistics, finance, liaison, safety) Gathering information from all available sources, checking authenticity, then drafting news releases, for sign off by the University Public Information Manager.

2.5 Website Coordinator Website Coordinator refers to the role responsible for uploading emergency information to the University website and monitoring feedback received from the Massey emergency website. The website coordinator will: Social Media Coordinator refers to the role responsible for publishing information and monitoring feedback activity related to the emergency on social media channels.

2.5.1 Website Coordinator Responsibilities The responsibilities of the Website Coordinator include:

• Uploading media releases to the emergency website www.massey.ac.nz/emergency. • Upload emergency information banners to the website as required. • When directed, activating the emergency ribbon banner visible on all Massey webpages. • Ensuring all website information is as accurate and up to date as possible, is accessible and

easily understood by the target audience(s) such as the media, staff, students and public. • Getting news releases and updates from the University Public Information Manager adding all

relevant information to the website. 2.6 Social Media Coordinator

Social Media Coordinator refers to the role responsible for publishing information and monitoring feedback activity related to the emergency on social media channels. If needed, the Social Media Coordinator may be supported by the Social Media Monitor who is responsible for monitoring feedback activity related to the emergency on social media channels.

2.6.1 Social Media Coordinator Responsibilities

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• Disseminating messages on selected social media channels. • Engaging in two-way communication with stakeholders. • Monitoring social media coverage channels for coverage of the emergency. • Identifying any misinformation and correcting using approved messaging; or • Alerting the University Public Information Manager when serious misinformation is being shared

on social media channels. • Monitoring social media to enhance situational awareness.

2.7 Social Media Monitor

Social Media Monitor refers to the role responsible for monitoring feedback activity related to the emergency on social media channels in a capacity that supports the Social Media Coordinator. In a major emergency, it may be necessary to activate the Social Media Monitor role to support the Social Media Coordinator. The Communication Team Coordinator will decide if it is necessary to activate the role.

2.7.1 Social Media Monitor Responsibilities • Monitoring social media coverage channels for coverage of the emergency. • Identifying any misinformation and correcting using approved messaging; or • Alerting the Social Media Monitor and Communication Team Coordinator when serious

misinformation is being shared on social media channels. 2.8 Stakeholder Relations Coordinator Stakeholder Relations Coordinator refers to the role responsible for managing the relationship with any stakeholders that are directly or indirectly affected by the emergency, and sharing any pertinent information received from those stakeholders with the University Public Information Manager. If needed, the Stakeholder Relations Coordinator may be supported by the International Stakeholder Relations who is responsible for managing the relationship with any international stakeholders that are directly or indirectly affected by the emergency. An important responsibility of the Stakeholder Relations Coordinator is determining which stakeholders will be directly and indirectly affected by the emergency and ensuring contact is made with these stakeholders. It is important to note that other senior members of the University may have already established relationships with stakeholders. In this instance, the Stakeholder Relationship Coordinator should support this staff member and ensure all all messages shared with stakeholders are approved by the ECT.

2.8.1 Stakeholder Relations Coordinator Responsibilities • Identifying which stakeholders will be directly or indirectly affected by the emergency and

establishing contact with these stakeholders. • Ensuring two-way flow of communication between stakeholders that enables sharing of

pertinent information. • Support staff members who already have established relationships with stakeholders. • Ensuring any messages shared with stakeholders has been approved by the ECT.

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2.9 International Stakeholder Relations Coordinator

International Stakeholder Relations Coordinator refers to the role responsible for managing the relationship with any international stakeholders that are directly or indirectly affected by the emergency in a capacity that supports the Stakeholder Relations Coordinator.

In a major emergency, it may be necessary to activate the International Stakeholder Relations Coordinator role to support the Stakeholder Relations Coordinator. The Communication Team Coordinator will decide if it is necessary to activate the role.

2.9.1 International Stakeholder Relations Coordinator Responsibilities • Identifying which international stakeholders will be directly or indirectly affected by the

emergency and establishing contact with these stakeholders.• Ensuring two-way flow of communication between international stakeholders that enables

sharing of pertinent information.• Support staff members who already have established relationships with international

stakeholders.• Ensuring any messages shared with international stakeholders has been approved by the ECT.

2.10 Emergency Operations Centre Liaison

Emergency Operations Centre Liaison refers to the role responsible for being the liaison between the Emergency Operations Centre and the ECT. The Emergency Operations Liaison will manage the ECT whiteboard within the Emergency Operations, ensuring it is updated with any actions undertaken by the ECT.

2.10.1 Emergency Operations Centre Liaison Responsibilities • List any actions undertaken by the ECT on the ECT whiteboard within the ECT in a timely

manner. These notifications must include the following:o Action taken by the ECT;o Time the action was taken;o Any items issued (such as documents, media releases, messages or similar) and its

item number. The Emergency Operations Liaison will give any item listed an itemnumber and label the item with the number.

• Provide physical copies of any items issued, labelled with their item number, the ECT folder,located next to the ECT whiteboard.

• Serve as the point of contact for those in the EOC with questions relating to actions undertakenECT and strive to answer those questions in a timely manner.

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2.11 Emergency Communication Team Contact List

Team members

Name Mobile Work Anna Beaton Annalie Brown David Wiltshire Glen Young James Gardiner James O’Rourke Jenna Ward Jennifer Little Louise Vallant Paul Mulrooney Paula Haggland

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Ryan Willoughby Sidah Russell

2.11.1 Emergency Communication team Updates The ECT contact list is to be reviewed on a bi-monthly basis. Upon reviewing the document any applicable updates to the contact list will be made.

It is the responsibility of Corporate Communications Adviser to ensure the ECT contact list is updated if there are any staff changes that affect the composition of the ECT.

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Appendix 3

3.1 Emergency Communication Team Suggested Shift Roster

PRIMARY ROLES Position Shift Appointee

University Public Information Manager Shift One

Shift Two

Communication Team Coordinator Shift One

Shift Two

Campus Public Information Manager Shift One

Shift Two

Website Coordinator Shift One

Shift Two

Social Media Coordinator Shift One

Shift Two

Stakeholder Relations Coordinator Shift One

Shift Two

Emergency Operations Centre Liaison Shift One

Shift Two

SECONDARY ROLES

Media Relations Coordinator Shift One

Shift Two

Social Media Monitor Shift One

Shift Two

International Stakeholder Relations Shift One

Shift Two

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3.2 Initial Emergency Notifications Templates for Massey University Website and Ping4Alerts!

Incident Scenario

Website and Facebook Ping4Alerts!

Active Shooter

[Suspected] gunman on [Manawatū/Auckland/Wellington] campus in the vicinity of [insert]. [Shots have been fired.] Do not approach the area of [insert]. If the shooter is inside your building and you can escape do so by the nearest exit or window. If you are unable to escape move out of the hallways and into an office or classroom and lock the door. Police have been notified. Updates at www.massey.ac.nz.

Emergency. Gunman on [Manawatū/Auckland/Wellington] campus in area of [insert].[Shots fired.]. Seek cover.Police notified.Updates at www.massey.ac.nz.

Area Evacuation

An immediate evacuation of [insert areas that need to be evacuated] on [Manawatū/Auckland/Wellington] campus is required due to [list reason]. Assemble at the designated assembly point. Move quickly and calmly. Follow the instructions of Wardens at all times. Updates at www.massey.ac.nz.

Evacuate [insert building/area] on [Manawatū/Auckland/Wellington] campus immediately. Movequickly and calmly. Assembleat the designated assemblypoint. Follow the instructions ofWardens. Updates atwww.massey.ac.nz.

Bio Threat The University has received a biological threat that has been deemed credible. If you are in the vicinity of [insert] on [Manawatū/Auckland/Wellington] campus prepare for possible evacuation. Please standby for further instructions. Updates at www.massey.ac.nz.

Emergency. Massey [campus] has received a biological threat. Further instructions to follow. Updates at www.massey.ac.nz.

Bomb Threat The University has received a bomb threat. Evacuate [area] on [Manawatū/Auckland/Wellington] campus immediately. Once evacuated, disperse as far away from the building as possible. Do not activate the fire alarms (unless directed to do so by Police). Updates at www.massey.ac.nz.

Emergency. Bomb threat at Massey [Manawatū/Auckland/Wellington] campus. Evacuate [area]immediately and disperse asfar away from the building aspossible. Do not activate thefire alarms. Updates atwww.massey.ac.nz.

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Building Evacuation

We have [insert] emergency in [name of building] on [Manawatū/Auckland/Wellington]. Evacuate the building immediately via the nearest fire exit – unless instructed otherwise. Assemble at thedesignated assembly point. Do not use theelevators. Updates at www.massey.ac.nz.

Evacuate [building name] on [Manawatū/Auckland/Wellington] campus. Do not use theelevators. Go to the nearestassembly point. Updates atwww.massey.ac.nz.

Earthquake [Region] has been hit by a major earthquake. Expect aftershocks. Report injuries and signs of fire, hazardous material spill or major structural damage to [insert]. Updates at www.massey.ac.nz.

Emergency. Expect aftershocks following major earthquake in [Region]. Report injuries and signs of fire, hazardous material spill or major structural damage to [insert]. Updates at www.massey.ac.nz.

Explosion There has been an explosion at [insert location] on [Manawatū/Auckland/Wellington] campus. If you are in the immediate vicinity you should evacuate as instructed by emergency personnel. If you are not in the area, you must keep at a safe distance so that emergency units can work unimpeded. Updates at www.massey.ac.nz.

Emergency. Explosion at [insert location] on [Manawatū/Auckland/Wellington] campus. Evacuate area.Updates at www.massey.ac.nz.

Fire A fire has been reported at [location] on [Manawatū/Auckland/Wellington] campus. If you are in the [insert] building, Evacuate the building immediately via the nearest fire exit – unless instructed otherwise. Assemble at the designated assembly point. Do not use the elevators.If you are not in the area, stay clear so that fire-fighters can work. Updates at www.massey.ac.nz.

Emergency. Fire alarm activated in [insert] building on [Manawatū/Auckland/Wellington] campus. Please evacuate.Updates at www.massey.ac.nz.

Gas Leak There is a gas leak at [location] on [Manawatū/Auckland/Wellington] campus, posing a threat of fire from accidental ignition. If you are in the vicinity, extinguish immediately any flames and evacuate. If you are not in the area, stay away. Updates at www.massey.ac.nz.

Emergency. Gas leak and threat of fire at [location] on [Manawatū/Auckland/Wellington] camous. Put out any flamesand evacuate area. Updates atwww.massey.ac.nz.

Hazardous Materials

There has been a [spill/release] of a hazardous material on [Manawatū/Auckland/Wellington] campus at [location]. If you are in the area, please [evacuate immediately/close windows and stay indoors]. Do not activate building alarms, electronic equipment or light flammable material. All others should keep at a safe distance so the emergency units can work unimpeded. Updates at www.massey.ac.nz.

Emergency. Hazardous spill at [location] on [Manawatū/Auckland/Wellington] campus. [Evacuate area/close windows and stay inside].Updates at www.massey.ac.nz.

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Lectures Cancelled

All lectures in [insert buildings] on [Manawatū/Auckland/Wellington] campus are cancelled from [insert date and time] and will remain so until further notice. The cancellation is due to [insert]. Updates at www.massey.ac.nz.

Lectures in [insert building] on [Manawatū/Auckland/Wellington] campus cancelled from [insert date and time] until further notice due to [insert reason]. Updates at www.massey.ac.nz.

Partial Closure

All but essential services on the University’s [Manawatū/Auckland/Wellington] campus have been suspended effective from [time and date], continuing until further notice. This is due to [insert reason]. All classes have been cancelled. Staff should check with their mangers whether they are required on campus. Updates at www.massey.ac.nz.

Massey operations suspended from [insert time and date] on [Manawatū/Auckland/Wellington] campus except for essential personnel. All classes cancelled. Updates at www.massey.ac.nz.

Power Failure There is currently a major power failure affecting [name location] on [Manawatū/Auckland/Wellington] campus. Updates at www.massey.ac.nz.

Major power failure at [location] on [Manawatū/Auckland/Wellington] campus. Updates at www.massey.ac.nz.

Severe Weather

Due to severe weather conditions, the University’s [Manawatū/Auckland/Wellington] campus is closed effective from [insert date and time] and will remain so until further notice. All classes are cancelled. Staff and students are to stay at home. Updates at www.massey.ac.nz.

Massey’s [Manawatū/Auckland/Wellington] campus closed from [insert date and time] due to severe weather. Updates at www.massey.ac.nz.

Sewer Emergency

Water pipes in the vicinity of [insert location] on [Manawatū/Auckland/Wellington] campus have been contaminated with sewage. DO not use water from the taps for eating, drinking, washing, experiment or other purposes. Toilets in the [insert name] building are unavailable until further notice. Updates at www.massey.ac.nz.

Water contaminated with sewage in area of [insert] on [Manawatū/Auckland/Wellington] campus. Do not use water. Toilets in [insert] building closed. Updates at www.massey.ac.nz.

Suspicious Object

A suspect object has been found in [insert building] on [Manawatū/Auckland/Wellington] campus. Please evacuate immediately. Go to [insert]. Do not set off the fire alarms as they may trigger an explosion. Updates at www.massey.ac.nz.

Emergency. Suspicious object found [insert location] on [Manawatū/Auckland/Wellington] campus. Evacuate [area] immediately. Go to [insert]. Do not set off the fire alarms as they may trigger an explosion. Updates at www.massey.ac.nz.

Violent Disturbance

A violent disturbance has broken out at [insert location] on [Manawatū/Auckland/Wellington] campus. There is risk of danger to participants and bystanders. For your own safety, please go into a building and take cover. If you are not in the area, stay away. Police have been notified. Updates at www.massey.ac.nz.

Violent disturbance at [insert location] on [Manawatū/Auckland/Wellington] campus. Stay away from the area. Updates at www.massey.ac.nz.

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Violent Offender

Armed offender at large in the vicinity of [insert] on [Manawatū/Auckland/Wellington] campus. Do not approach. Please ensure your safety. Police have been notified. Updates at www.massey.ac.nz.

Emergency. Armed offender at large in area of [insert] on [Manawatū/Auckland/Wellington] campus. Ensure your safety.Do not approach. Policenotified. Updates atwww.massey.ac.nz.

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Appendix 4 4.1 Basic tenets of Emergency Risk Communication ❏ Don’t over reassure. The objective is not to placate, but to engender, calm concern. ❏ Acknowledge uncertainty. Offer what you know versus what you don’t know. Show your distress and acknowledge your audience’s distress regarding the uncertainty of the situation. “It must be awful to hear we can’t answer that question right now . . .” ❏ Express that a process is in place to learn more. “We have a system (plan, process) to help us respond (find answers, etc).” ❏ Give anticipatory guidance. If you are aware of future negative outcomes, let people know what to expect. If it’s going to be bad, tell them. ❏ Be regretful, not defensive. Say “we are sorry . . .” Or “we feel terrible that . . .” when acknowledging misdeeds or failures from Massey. Don’t use “regret,” which sounds like you’re preparing for a lawsuit. ❏ Acknowledge people’s fears. Don’t tell people they shouldn’t be afraid. They are and they have a right to their fears. Don’t tell them they are idiots for their misplaced fear; acknowledge that it’s normal, human to be frightened. They aren’t experts. ❏ Acknowledge the shared misery. Some people will be less frightened than they are miserable, feeling hopeless and defeated. Acknowledge the misery of a catastrophic event and then help move them toward hope for the future through the actions of Massey and actions they too can take. ❏ Express wishes. “I wish we knew more.” “I wish our answers were more definitive.” ❏ Stop trying to allay panic. Panic is less common than imagined. Panic doesn’t come from bad news, but from mixed messages. If the public is faced with conflicting recommendations and expert advice, they are left with no credible source to turn to for help. That level of abandonment opens the door to charlatans and mass poor judgment. Candor protects your credibility and reduces the possibility of panic, because your messages will ring true. ❏ At some point, be willing to address the “what if” questions. These are the questions every person is thinking about and wants to hear answers from experts. It’s often impractical to fuel “what ifs” when the crisis is contained and not likely to affect wide numbers of people; it is reasonable to answer “what ifs” if the “what if” could happen and people need to be emotionally prepared for it. However, if you do not answer the “what if” questions, someone with much less at risk regarding the outcome of the response will answer them for you. If you are not prepared to address “what ifs,” you lose credibility and the opportunity to frame the “what if” questions with reason and valid recommendations.

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❏ Give people things to do. In an emergency, some actions communicated are directed at victims,persons exposed or persons who have the potential to be exposed. However, those who do not need totake immediate action will be engaging in “vicarious rehearsal” regarding those recommendations andmay need substitute actions of their own to ensure they do not prematurely act on recommendationsnot meant for them. Simple actions in an emergency will give people back a sense of control and willhelp to keep them motivated to stay tuned to what is happening (versus denial, where they refuse toacknowledge the possible danger to themselves and others) and prepare them to take action whendirected to do so. When giving them something to do, give them a choice of actions matched to theirlevel of concern. Give a range of responses, a minimum response, a maximum response, and arecommended middle response.

❏ Ask more of people. Perhaps the most important role of the spokesperson is to ask people to bearthe risk with you. People can tolerate considerable risk, especially voluntary risk. If you acknowledgethe risk, its severity, complexity and legitimate people’s fears, you can then ask the best of them, tobear the risk during the emergency and work toward solutions. As a spokesperson, especially one whois on the ground and at some self-risk, you can model the appropriate behavior, not false bonhomie, buttrue willingness to go on with life as much as possible, to make reasonable choices for yourself andyour family. Don’t be glib, but be stalwart. Your determination to see it through will help others who arelooking for role models to help them face the risk too. Americans have great heart, a sense ofselflessness, and a natural competitiveness. Sparking those inherent attributes will help people copewith uncertainty, fear and misery.

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4.2 Information Commonly Requested in an Emergency Use this checklist to ensure you include commonly requested information in your media releases, website, social media and other public information channels. Current response actions: ❏ What actions have been or are being taken to protect staff, student, public health and safety,

and University, public and private property ❏ What is expected of the public – what should they do? Casualties: [Note this information to be treated strictly confidentially, unless released by the police.] ❏ How many dead, and apparent cause of deaths? ❏ How many injured, how badly, and where are they being treated? ❏ How many missing, in what circumstances? ❏ General identification of casualties – for example, age and sex (release of names and personal details is a police responsibility) Known damage: ❏ Buildings ❏ Infrastructure – roads, bridges, power, telecommunications (internet, social media), etc. Community impact and evacuations: ❏ Parts of the university and surrounding communities impacted – particularly vulnerable people. ❏ Areas and facilities evacuated. ❏ Approximate number of evacuees. ❏ Reason for evacuation (e.g. flooding, gas cloud, fire etc.). Welfare and care: ❏ What welfare services are operating at Massey? ❏ Where welfare centres are? Status of utilities: ❏ Power ❏ Telecommunications ❏ Water ❏ Sewerage systems ❏ Natural gas Road closures: ❏ Are any roads closed that affect the University? Facility closures: ❏ Buildings ❏ Departments ❏ Campus

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❏ Other facilities

Organisations responding: ❏ Emergency services❏ Local government❏ Volunteer services❏ Civil Defence Emergency Management Groups❏ Government Agencies

Affected areas: ❏ Name the areas, departments, services affected by the emergency

Response: ❏ What planned response activities are going on?

Recovery phase: ❏ Assistance programme available❏ Where to go for help with recovery

Where to get information: ❏ Website❏ Facebook❏ Twitter❏ Other sources

What to expect next: ❏ Weather forecast❏ Tides (if relevant)❏ Other expected events

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Appendix 5

5.1 Stakeholder Charts

5.1.1 Customers Group Students Tenants

Sub-Groups Residential Local Distant Research Business Channels of Communication

Mass Email; Massey Webpage; Social Media

Mass Email; Massey Webpage; Social Media

Mass Email; Massey Webpage; Social Media

Email; Phone Email; Phone

Person Accountable Director -

Communications Web Content Manager Social Marketing Coordinator

Director - Communications Web Content Manager Social Marketing Coordinator

Director - Communications Web Content Manager Social Marketing Coordinator

AVC Research, Academic & Enterprise

AVC Operations, International & University Registrar

Group Alumni / Donors Research Industry Sub-Groups Collaborators Funders Field Channels of Communication

Mass Email / Massey Webpage / Social media

Mass Email Massey Webpage

Mass Email Massey Webpage

Mass Email Massey Webpage

Person Accountable AVC External Relations

AVC Research, Academic & Enterprise

AVC Research, Academic & Enterprise

AVC Research, Academic & Enterprise

5.1.2 Workforce Groups Staff Union Sub-Groups Office Teaching Campus Field Channels of Communication

Mass Email Massey Webpage

Mass Email Massey Webpage

Mass Email Massey Webpage

Mass Email Massey Webpage

Email / Text

Person Accountable Director –

Communications; Web Content Manager

Director – Communications; Web Content Manager

Director – Communications; Web Content Manager

Director - Communications; Web Content Manager

AVC POD

Group Contractors Sub-Groups Office Teaching Campus Field Channels of Communication

Mass Email Massey Webpage

Mass Email Massey Webpage

Mass Email Massey Webpage

Mass Email Massey Webpage

Person Accountable Director –

Communications; Web Content Manager

Director – Communications; Web Content Manager

Director – Communications; Web Content Manager

Director - Communications; Web Content Manager

5.1.3 University Council Group Chancellor Other Members

Sub-Groups Utility Channels of Communication Email / Phone Email / Phone Person Accountable VC VC / Chancellor

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5.1.4 Media Agencies Groups TV Radio Paper Internet Social Sub-Groups

TVNZ/TV3/Maori TV Radio NZ/Newstalk ZB/Radio Live

Main daily newspapers

News websites such as Stuff and Scoop Social Media

Channels of Communication Mass Email

Text Mass Email Text

Mass Email Text

Mass Email Text

Massey Facebook/Twitter updates

Person Accountable Director -

Communications Director - Communications

Director - Communications

Director – Communications; Web Content Manager

Director - Communications; Social Marketing Coodinator

5.1.5 Community Group Iwi General

Sub-Groups Ministry of Immigration Neighbours Local Residents Vested Interests Lobby Groups Channels of Communication

Email; Phone Email; Phone Email; Phone Email; Phone Email; Phone

Person Accountable AVC Maori and Pasifika VC VC VC VC

5.1.6 Suppliers and Service Providers Group Learning and Teaching Finance, Legal and Insurance

Sub-Groups Accreditation Agencies Professional

Associations Banks Insurance Broker Legal Advice

Channels of Communication Email Email Email Email Email

Person Accountable AVC Research,

Academic & Enterprise

AVC Research, Academic & Enterprise

AVC Fisc AVC Fisc AVC Fisc

Group Service Providers Finance, Legal and

Insurance Sub-Groups Contractors Utility Providers Media Monitoring Channels of Communication Email / Phone Email / Phone Email / Phone Person Accountable FM Director FM Director AVC ER

5.1.7 Government Group Central Government (Governance)

Sub-Groups TEC MFAT MPI Channels of Communication Email / Phone Email / Phone Email / Phone Person Accountable VC

AVC Operations, International & University Registrar

PVC CoS

Group Central Government (Operations) Sub-Groups MoH MPI Ministry of Justice MSD MED Channels of Communication Email / Phone Email / Phone Email / Phone Email / Phone

Person Accountable PVC CoS AVC POD PVC CoS

Group Central Government (Operations) Local Government Sub-Groups

Ministry of Immigration Worksafe Embassies Council Civil Defence/ Emergency Services

Channels of Communication Email; Phone Email; Phone Email; Phone Email; Phone Email; Phone

Person Accountable AVC POD AVC POD

AVC Operations, International & University Registrar

AVC Operations, International & Unviersity Registrar

CEMT

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5.1.8 Template for Staff Holding Statement I am able to confirm a [nature of incident] has been reported on Massey University’s [insert campus] campus in [location]. The University’s emergency procedures have been activated. Please refer to the University’s website, www.massey.ac.nz, for the latest information and updates relating to this incident.

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5.2 Media Relations

5.2.1 Logging Media Enquiries Media query form template. All completed forms are to be forwarded to the ECT.

Name of journalist:

Media outlet:

Date and time of query:

Any relevant deadlines:

Nature of query:

Provision of information: (such as fact sheet, statements / releases)

5.2.2 Template for initial media holding statement Holding Media Statement – Example Only

An [nature of incident] incident has been reported on Massey University’s [insert campus] campus in [location].

The University’s emergency procedures have been activated.

No further information is available at this time. Further information will be released as soon as possible and will also be available on www.massey.ac.nz.

ENDS

Media enquiries should be directed to [insert contact details].

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5.2.3 Current Media List The following list of media should receive any holding statement (and future communications) issued in response to an emergency.

Media Outlet Email Phone

Tele

visi

on

TV3 Newshub [email protected] +64 9 928 9000TV3 Project [email protected] +64 9 928 9000TV3 AM Show [email protected] +64 9 928 9000Prime News [email protected] +64 9 414 0705SKY News New Zealand [email protected] +64 9 414 0705TV ONE News [email protected] +64 9 916 7000TV ONE Breakfast [email protected] +64 9 916 7000TV ONE Seven Sharp [email protected] +64 9 916 7000Maori Television [email protected] +64 9 539 7000

Media Outlet Email Phone

Prin

t

Dominion Post [email protected] +64 4 474 0196Manawatu Standard [email protected] +64 6 350 9838Sunday Star-Times [email protected] +64 9 925 9937The New Zealand Herald [email protected] +64 9 379 5050

Media Outlet Email Phone

Rad

io Newstalk ZB Network (NZME) [email protected] +64 9 366 0466

RadioLIVE (MediaWorks) [email protected] +64 9 360 0330Radio New Zealand [email protected] +64 4 474 1999

Media Outlet Email Phone

Onl

ine Stuff.co.nz [email protected] +64 4 474 0090

NZHerald.co.nz [email protected] +64 9 379 5050Scoop [email protected] +64 4 910 1844

5.2.4 Media Release Template FOR IMMEDIATE RELEASE – EXAMPLE ONLY

Date, — Two-three sentences describing current situationInsert quote from an official spokesperson demonstrating leadership and concern for victims.

Insert actions currently being taken.

List actions that will be taken.

List information on possible reactions of public and ways citizens can help.

Insert quote from an official spokesperson providing reassurance.

List contact information, ways to get more information, and other resources.

ENDS

Media enquiries should be directed to [insert contact details].

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5.2.5 Preparation Checklist for Media Briefings ❏ Choose an appropriate venue.

Identify:❏ A moderator and a main spokesperson, other speakers, if required.❏ Are experts required?❏ What preparation will speakers need?❏ Schedule speaker preparation/training

Advise media of ❏ the purpose of the conference❏ the date, time, and location❏ who will be available to answer questions❏ how long the conference is likely to last.

Set up venue ❏ Seating for media and presenters❏ Provide space at the front of the room for TV cameras and recording equipment❏ Ensure background behind presenters is plain, not black or white, not a window, and does not

produce glare.❏ Check display equipment is available and functioning.❏ Set up equipment to record conference.

If presentation slides or visual aids are being used, make sure they are: ❏ clear❏ visible with people seated at the speakers’ table.❏ Organise signage if appropriate❏ Prepare name cards for presenters – check names are spelt correctly.❏ Organise security, if needed.❏ Prepare fact sheet for media, with all contact details for further information – including 0800

number, website, Facebook and Twitter.❏ Greet media representatives on arrival❏ Keep a record of all media present – note names and contact details (business cards).❏ Supply media with printed copies of media release and fact sheet.

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5.2.6 Resource Checklist for Media Briefing Ideally, a media conference room will be selected with the majority of the following equipment. ITS and events support will also be required to set up the room: ❏ Chairs for up to 30 people ❏ Space in front for TV cameras and media recording equipment ❏ A table for presenters and officials ❏ Name cards for identifying presenters ❏ Power outlets ❏ Internet access ❏ Hand-held microphones ❏ A lectern ❏ A screen for displaying slides/images/footage ❏ A data projector, DVD/CD player ❏ Audio recording equipment to record media conference

6.2.7 Preparation Checklist for Media Site Visits The University or Campus Public Information Manager will often be responsible for organising and coordinating site visits with Minister’s offices and other external organisations. This should also be done in liaison with the University Crisis Management Team or Campus Response Coordinators, politicians and senior officials. It is imperative that the person responsible for compliance with health and safety regulations is also involved to ensure the safety of emergency response staff and external visitors. This will ensure all key stakeholders are kept informed and that bringing people onto the site will neither endanger anyone nor get in the way of the emergency response. Preparing for site visits ❏ Organise site visits for VIPs as appropriate – Minister, Prime Minister, appropriate dignitaries. ❏ Organise itinerary ❏ Give information and safety briefings to visitors ❏ Arrange media attendance ❏ Provide escorts to the field for media, VIPs. ❏ Ensure appropriate gear is available (see below). Field escort gear (use your discretion as to what is needed) ❏ Transportation ❏ Personal protection equipment (hard hat, goggles, gloves, high-visibility gear) ❏ Appropriate clothing and footwear. ❏ Lifejacket ❏ Telecommunications (e.g. VHF/UHF radio, cell phone, internet access) ❏ Snacks and refreshments (for longer trips) ❏ First aid kit, sunscreen. ❏ Towels/wipes.

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Appendix 6 Time Action / Messaging Channel Disseminated by

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Appendix 7

In the case of the death of a domestic or international student, or staff member, in an emergency situation the following protocol should be followed by the ECT.

MediaOnce other parties have been notified of the death, a media relase may be issued. Ensure any information released to the media is able

to be publically released.

Staff and StudentsA personal message via email should be issued to staff and students who had a close relationship with the deceased.

The University Public Information Manager will work relevant staff members to identify those staff and students who had a close

relationship with the deceased.

Family

Family should be the first to be informed of the death. No other information should be released until the family have been informed.

Release of informationUniversity Public Information Manager to work with leader of Crisis Management Team or Campus Emergency Management Team to

produce a timeline for the release of information relating to the death.

Timeline may need to be produced in conjunction with official authories, such as the Police.

Holding StatementHolding statement to be issued proactively to media confirming

death of Massey student or staff memeber. No details to be publically revealed at this stage, unless official authourities (e.g.

Police) have done so.

Holding statement may be issued reactively to answer questions recieved via other channels, including social media and email.

Death discoveredOnce it has been assertained the deceased is a Massey student or staff member, the Leader of the Crisis Assesment Team, Crisis

Management Team, or Campus Emergency Management Team to notify Communications Team Leader and University Public Information Manager.

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Appendix 8

The following radio stations have an agreement with the Ministry of Civil Defence and Emergency Management to broadcast emergency messages via the relevant regional emergency management office.

Radio New Zealand National • National AM 567• National FM 101.3• Concert 92.5

Newstalk ZB • Wellington 89.3FM 1035AM• Auckland 1080AM 89.4FM• Manawatu 100.2FM 927AM

Classic Hits • Wellington 90.1FM• Palmerston North 97.8FM• Auckland 97.4 FM

More FM • Auckland 91.8FM• Manawatu 92.2FM• Wellington 95.3 and 99.7FM

Radio Live • Wellington 98.9FM• Manawatu 93.8 FM• Auckland 100.0 FM / 702 AM