FULLERTON COLLEGE CYPRESS COLLEGE SCHOOL OF CONTINUING EDUCATION

� FULLERTON COLLEGE� CYPRESS COLLEGE� SCHOOL OF CONTINUING EDUCATION� NOCCCD DISTRICT SERVICES

1. Purpose ...........................................................................................................................22. Incident Communication Initial Response Protocol .........................................................33. The Role of the Public Information Officer (PIO) – ..........................................................4 a. Definition of “PIO” ..........................................................................................................4 b. PIO for Dummies.............................................................................................................5 c. Collaboration and Mutual Aid .........................................................................................64. Threat Level Assessment and Response ..........................................................................7 a. Assess the level ...............................................................................................................7 b. Threat Level Definitions and Examples ..........................................................................7-8 c. Threat Level Checklists ....................................................................................................9-11 d. Incident Communications Team ......................................................................................12 5. Communicating with the Media ......................................................................................13 a. If you’re designated the spokesperson/PIO ...................................................................13 b. Preparing for an interview ..............................................................................................14-15 c. General Media Relations Guide ......................................................................................166. Communication Tools .......................................................................................................17 a. Communication Matrix ....................................................................................................17 b. How to draft key messages ............................................................................................187. Incident Communications Position Descriptions & Checklists .........................................19 a. Incident Communications Organizational Chart .............................................................19 b. Public Information Officer ...............................................................................................20-22 c. Information Gathering Officer.........................................................................................23 a. Fact Gathering Specialist ........................................................................................24 b. Status Board Posting Specialist ..............................................................................25 c. Media Monitoring and Analysis Specialist ..............................................................26 d. Rumor Control Specialist ........................................................................................27 d. Information Dissemination Officer ..................................................................................28 a. Writer .......................................................................................................................29 b. Photographer/Videographer ..................................................................................30 c. Web/Social Media Specialist ...................................................................................31 e. Media Relations Officer...................................................................................................32 a. Media Relations Specialist .......................................................................................33 f. Community Relations Officer ...........................................................................................34 a. Community Relations Specialist ..............................................................................358. Timely Warnings ..............................................................................................................36 a. Definition .........................................................................................................................36 b. When to use a Timely Warning .......................................................................................36 c. Determining the content .................................................................................................37 d. Issuing a Timely Warning ................................................................................................37 e. Clery act/FERPA ..............................................................................................................389. Emergency Notifications .................................................................................................39 a. Definition .........................................................................................................................39 b. Clery act/FERPA ..............................................................................................................39 c. Difference between Timely Warnings and Emergency Notifications .............................4010. Timely Warning/Emergency Notifications Policy and Organizational Procedure ............41-43

<North Orange County Community College District Incident Communications Plan

Contents

1

ONEChapter<PURPOSE

This plan is intended to serve as a one-stop resource for managing communications during all levels of incidents in the North Orange County Community College District (NOCCCD). Communication is a very important part of incident management. It is important for those who are involved in the incident – directly or indirectly – and it is important for those who are responsible for responding to and managing the incident. This Incident Communications Plan has been developed collaboratively by the NOCCCD District Director of Public Affairs and campus Public Information Officers with this vital importance in mind.

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3

<INCIDENT COMMUNICATION INITIAL RESPONSE PROTOCOL

Per federal regulations, NOCCCD is legally required to inform its campus communities of a significant, immediate, or continuing threat or emergency. Communication coordination is primarily the responsibility of the Campus or District Public Information Officer (PIO). If for some reason the PIO is not able to perform his/her duty, another person may be designated as PIO for emergency response purposes.

IN THE EVENT OF AN INCIDENT:

} Call Campus Safety. If immediate threat, call 911. Fullerton Campus Safety (including SCE Wilshire Center): 714-992-7777 Cypress Campus Safety (including SCE Cypress Center): 714-484-7387 Anaheim Campus Safety: 714-808-4911

} Campus Safety will contact appropriate District/campus administration, including Chancellor, Vice Chancellors, President/Provost, Vice Presidents and Deans.

} Campus Safety/Administration will contact District/campus PIOs.

} District or Campus PIO (or designee) will: • WorkwiththeIncidentCommandertogatherpertinentinformation. • Releaseemergencyinstructionstofaculty,staff,students,BoardofTrustees, and administrators about the incident and what steps individuals should take. • Releaseemergencyinstructions/informationtotheelectronicandprintmedia. • CopyemergencyalerttoallCampusandDistrictPIO’s. • Producenewsreleasesasrequired.

} For larger scale emergencies, additional coordination and communications may be required. (See Threat Level Assessments, Chapter Four)

TWOChapter

<THE ROLE OF THE PUBLIC INFORMATION OFFICER

DEFINITION OF PIO

During an incident, the Public Information Officer (PIO) will provide the rapid dissemination of consistent, accurate, and timely instructions and information to the campus community, general public, media, and other appropriate agencies and organizations.

The PIO is responsible for preparing and disseminating information regarding the incident size, cause, ongoing situation, resources, and other matters of interest associated with the emergency to faculty, staff, students, and relevant agencies. In the case of larger scale incidents, this may require the PIO to establish a Joint Information Center (JIC) where the PIO and other members of the Incident Communications Team can perform critical emergency information functions, crisis communications, and public affairs functions.

An emergency situation may also require the PIO to establish a Media Center within the JIC structure to provide information concerning the incident to representatives of the print and electronic media. Under the direction of the Incident Commander, the PIO will provide and coordinate news releases, answer questions from the media, and arrange for tours or photo opportunities of the incident.

If necessary, the PIO may establish a Rumor Control Center to respond to inquiries from relatives and friends outside the impacted area concerning the college and students.

Primary Responsibilities of a PIO during an Incident } Release emergency instructions/information to faculty, staff and students about the emergency and what steps individuals should take. } Release emergency instructions/information to the electronic and print media. } Produce news releases as required. } Establish a JIC to consolidate information gathering and dissemination efforts. } If possible, establish a primary method of dissemination for official information so that there is one place for everyone to get updates.} Ensure that all information is clear, concise, confirmed, and approved by appropriate authority before release to the media or public. } Do not release unconfirmed information or speculate on the extent of the emergency, despite repeated urging by reporters to do so. } Keep Emergency Operating Center (EOC)/Incident Command System (ICS) staff informed of the media situation at the incident site. } Establish and release “media only” telephone number(s). } Monitor published and broadcast Emergency Public Information (EPI) for accuracy. Correct serious misinformation whenever possible. } Maintain Emergency Public Information (EPI) status boards and maps. Post hard copies of news releases. } Consider additional methods for distributing emergency instructions as required. } Arrange for media access to the EOC, command staff, and incident site when appropriate. } Establish a center for rumor control.

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THREEChapter

PIO FOR DUMMIES

“PIO for Dummies” is intended to provide a focal point for the Public Information Officer (PIO). Generally, communication coordination is the responsibility of the District/Campus PIO, but if for some reason the PIO is not able to perform his/her duty, another person may be designated as PIO for emergency response purposes.

If the PIO keeps these seven items in mind, they will be focused in the right direction. Information: } Clear } Concise } Accurate } Timely

Three things to watch: } People first } Our reaction and the perception of it } Rumor control

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COLLABORATION AND MUTUAL AID

The Public Information Officer (PIO) on each campus serves as a backup for their counterparts at the other institutions in the North Orange County Community College District. Each PIO is able to provide a form of mutual aid should additional Public Information personnel be needed in response to an incident. This agreement among the PIO’s is intended to provide the expertise each PIO has through training specific to their roles as professional communicators. The availability of the PIO’s to provide mutual aid depends on the context of the incident. Each PIO has primary responsibility to their own organization.

}Andrea Hanstein — PIO, Fullerton College Work: (714) 992-7014 Mobile: (310) 968-3924 Fax: (714) 992-9933 Email: [email protected]

}Jennifer Perez — PIO, School of Continuing Education Work: (714) 808-4671 Mobile: (714) 388-8610 Email: [email protected]

}Marc Posner— PIO, Cypress College Work: (714) 484-7006 Mobile: (949) 254-1087 Email: [email protected]

}Kai Stearns Moore — District Director, Public Affairs, NOCCCD Work: (714) 808-4829 Mobile: (714) 651-3450 Fax: (714) 808-4833 Email: [email protected]

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<THREAT LEVEL ASSESSMENT AND RESPONSE

STEP ONE: THREAT LEVEL ASSESSMENT

In the event of an incident that occurs outside of normal operating procedures, the first step is to assess the level of the incident.

This plan identifies four situation levels as follows: } Level 0: covers a short-term “routine” incident involving primarily District/campus facilities and employees. Limited outside agency involvement may be required. } Level 1: includes an emergency with a predictable duration at a single site involving the District/campus and a single outside agency. } Level 2: involves an emergency with an unpredictable duration with a multi-agency response. } Level 3: relates to a widespread emergency impacting a large segment of the District with long-term implications.

STEP TWO: CONVENE INCIDENT COMMAND/COMMUNICATIONS TEAM

In order to adequately respond to an emergency the District/campus Incident Command Team and Incident Communications Team will need to be convened: } Sometimes for Level 0 and Level 1 Incidents } Always for Level 2 and Level 3 Incidents

The Incident Communications Team will take its lead from the Incident Command Team. The Campus Public Information Officer will serve on the Command Team and will lead the Communications Team. As the Communications Team leader, the Public Information Officer will coordinate all communications, including communications to those involved in and managing the incident, as well as to those in the community who are interested in the status and outcome of the incident. This pertains to all employees, community, and news media relations about the incident.

THREAT LEVEL DEFINITIONS AND EXAMPLES

Level 0

Definition: An unplanned event of short duration that is not likely to adversely impact or threaten life, health, or property. Control of the incident is within the capabilities of the District/campus employees with limited outside agency involvement.

Examples: Automatic fire alarm, small chemical spill, localized water pipe break, minor flooding, criminal incident, labor disruption, student demonstration, on-campus arrests, on-campus deaths, non-emergency police/medical/fire response.

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FOURChapter

Level 1

Definition: An unplanned event that may adversely impact or threaten life, health or property within a single area. Outside agency assistance may be necessary.

Examples: A localized fire or explosion, a chemical spill that requires a hazardous materials response, a suicide, water main break, loss of heat or power to a building, student abduction, abrupt illness or death of a student, threat to campus, sexual assault.

Level 2

Definition: An unplanned event of unpredictable duration that may adversely impact or threaten life, health or property on a large scale at one or more locations in the District. Control of the incident will require specialists in addition to District/campus employees and outside agency personnel. Long-term implications may result.

Examples: A criminal incident, widespread fire or chemical release, loss of heat or power to multiple buildings, large scale civil unrest on District property, threatened acts of terrorism, or acts of violence on or near campus that have broad implications for District/campus operations.

Level 3

Definition: An incident occurring within the District that adversely impacts or threatens life, health, or property on a large scale. Control of the incident will require multiple agencies and multiple departments/campuses working together. Long-term implications are expected.

Examples: A criminal incident, an earthquake, acts of terrorism, large-scale chemical release, major power outage, building collapse.

NOTE ON THREAT LEVELS

The assessment and reaction of an incident or emergency should be swift, and at the beginning of the response only preliminary forecasts of the impact will be available. District/campus priorities will be to assure the public welfare, protect critical infrastructure, and provide support to emergency response organizations/operations. As the situation develops, the Incident Command staff will have to continually reassess the threat and response activities, which means that threat level may change due to evolving information.

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LEVEL 0 CHECKLIST: Action Completed

1. Notify and coordinate with Campus Safety & Incident Commander

2. Notify campus CEO and leadership

3. If needed, notify District PIO, who will inform District leadership

4. If needed, draft fact sheet and key messages

5. If needed, notify appropriate campus community

6. If needed, contact other campus PIO’s

7. If needed, contact appropriate media

THREAT LEVEL CHECKLISTS

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LEVEL 1 CHECKLIST: Action Completed

1. Notify appropriate Campus Safety & Incident Commander

2. Notify District PIO, who will inform District leadership

3. Notify appropriate campus community, i.e. faculty, staff, students

4. If needed, contact other Campus PIO’s


6. Work with other community agency personnel

7. Possibly consult legal counsel

8. Control access/provide campus passes

9. Draft key messages and fact sheet

10. Designate a spokesperson

11. Document incident and communications

12. Monitor media coverage, and forward to appropriate personnel/BOT, constituencies

13. Notify stakeholders (i.e. foundation board, unions)

14. If needed, open a Media Center

15. If needed, coordinate press conference/media briefing

16. If needed, establish a media-only phone number, or change your outgoing voicemail message

17. If needed, consider establishing a JIC (Joint Information Center) with appropriate groups (other campuses, PIO’s, city services)

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LEVEL 2 & 3 CHECKLIST: Action Completed

1. Notify appropriate Campus Safety & Incident Commander

2. Notify District PIO, who will inform District leadership

3. Notify appropriate campus community, i.e. faculty, staff, students

4. If needed, contact other Campus PIO’s


6. Work with other community agency personnel

7. Possibly consult legal counsel

8. Control access/provide campus passes

9. Draft key messages and fact sheet

10. Designate a spokesperson

11. Document incident and communications

12. Monitor media coverage, and forward to appropriate personnel

13. Notify stakeholders (i.e. foundation board, unions)

14. If needed, open a media center (center for media to congregate, center for PIO)

15. If needed, coordinate press conference/media briefing

16. If needed, establish a media-only phone number, or change your outgoing voicemail message.

17. If needed, consider establishing a JIC (Joint Information Center) with appropriate groups (other campuses, PIO’s, city services)

18. Communicate evacuation plan

19. Communicate shelter and supplies, and medical options, outside agency resources (i.e. Red Cross)

20. Notify community/county emergency notification systems

21. All agencies that participate in the response will hold an incident debriefing/critique

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INCIDENT COMMUNICATIONS TEAM

Membership and Purpose

During emergencies, the Incident Communications Team will be responsible for working with theIncident Command Team to implement the Incident Communication Plan. The campus Public Information Officer/Public Affairs Director will serve on the Command Team and will lead the Communications Team.

The main objective of the Communications Team during emergencies will be to implement the Incident Communication Plan in ways that ensure rapid, coordinated, and effective responses – for both campus and community constituents.

The Communications Team membership will be made up of those who communicate and those who provide information and resources for the communications. The Communications Team membership also will overlap with the Command Team membership:

Communicators } Public Information Officer/Public Affairs Director – leader(s) of Communications Team, advisor to Command Team and Chief Executive Officer, message developer, decision maker, and spokesperson } Campus/District Chief Executive Officer – decision-maker and key spokesperson } Information Services Manager/Director – advisor and deployer of communication systems } Public Information/Affairs Assistants – assistants in delivering and managing multi-channel communications

Resources

} Campus Vice Presidents and/or District Vice Chancellors } Campus Safety Director } Facilities Director

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<COMMUNICATING WITH THE MEDIA

IF YOU’RE DESIGNATED THE INTERIM SPOKESPERSON/PIO

In an ideal situation, the official Public Information Officer for the District/campus will be available when an incident occurs. For a variety of reasons, this may not be the case and another District/campus designee may have to act as interim incident PIO in the name of expediency. If you are called upon to act as the incident PIO and have to deal with members of the media, remember our initial response to a media inquiry is crucial because it sets the tone for our entire interaction with that outlet, as well as any accompanying news coverage. Once a reporter forms a negative perception of us or our institution, it is difficult if not impossible to regain our credibility. The most important things to remember are: be prepared and DON’T PANIC! } Determine why the reporter is calling } Obtain the reporter’s deadline, what information he/she is seeking and a phone number so you can call back after you gather accurate details } Notify the Incident Commander of the media inquiry and try to reach one of the District/Campus PIO’s } Take time to gather the information you will need to respond } Prepare for the interview by using the information in this chapter } Ask yourself what the logical outcome of your comments will be and how this inquiry can be turned into a positive } Never lie to a reporter } If you’re not comfortable talking to a reporter, have someone else do the interview; nervousness can sometimes be misinterpreted as being evasive } Consistent messaging: Think about any live interviews you’ve seen conducted with politicians. If a reporter asks 10 questions, it’s likely that the politician gave the same answer to each one.

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FIVEChapter

PREPARING FOR AN INTERVIEW

Before agreeing to an interview, learn as much as possible about the story the reporter is working on. Most journalists are willing to share at least the basics about the stories they’re working on if you tell them you are trying to get the proper information for them in a concise manner.

Here are nine questions you should ask before every interview:

1. What is your name? That might seem obvious, but people forget to ask. Also ask reporters which organization they work for and whether they cover a particular topic.

2. Will you tell me about the story you’re working on? Keep this question open-ended and remain quiet while the reporter talks (the more they talk, the more you’ll learn). Feel free to ask follow-up questions and to clarify any points you don’t understand. Also find out what their deadline is.

3. Are you approaching this story from any particular perspective? Some reporters bristle when you ask, “What’s your angle?” directly, so this question tries to get the same information in a slightly more subtle manner.

4. Who else are you interviewing? Reporters often play it close to the vest on this one, but it’s worth asking. You’ll often be able to get a sense for the tone of the article by learning whether the other sources in the story are friendly or antagonistic toward your cause.

5. What is the format? For print interviews, this question will help you determine whether reporters just need a quick quote from you or whether they are writing an in-depth piece that will focus extensively on your work. For broadcast interviews, you’ll be able to learn whether the interview will be live, live-to-tape, or edited. Also ask how long the interview will last. For television, ask if the format will be a remote, on-set, or sound bites interview.

6. With whom would you like to speak? Reporters will often tell you the person they want to speak to—often a company leader or subject matter expert. But they’ll frequently take anyone in your organization who can answer their questions satisfactorily, so ask.

7. Is there anything else I can help you with? Ask the reporter if you can provide them with any press releases, graphics, photos, videos, etc. You can often expand your presence in a news story if the reporter chooses to use your supporting materials.

8. Who will be doing the interview? For many radio and television interviews, you will be contacted by an off-air producer rather than an on-air personality. If you’re not sure who the interviewer will be, ask. Also ask where the interview will be held.

9. When are you publishing or airing the story? Look at the story as soon as it comes out. If it’s a positive story, share it with your online and off-line networks. If it’s a negative story, consider contacting the reporter or editor, or issuing a response.

(Source: www.prdaily.com/main/articles/9_questions_to_ask_before_every_media_interview_9536.aspx)

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EXAMPLES OF USEFUL NONCOMMITTAL RESPONSES:

When the communications spokesperson does not have the information or is not at liberty to give the information, some of these phrases may help formulate a response:

} “We have just learned about the situation and are trying to get more complete information now.” } “All our efforts are directed at bringing the situation under control so I am not going to speculate on the cause of the incident.” } “I am not the authority on that subject. Let me have ____ call you right back.” } “We are preparing a statement on that now. May I fax it to you in about ___ hours?” } “I don’t have that information at the moment. Let me find out and call you back.”

QUESTIONS NOT TO ANSWER:

} Financial estimate of damage } Insurance coverage } Speculation as to the cause of the incident } Allocation of blame } Anything “off the record”

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GENERAL MEDIA RELATIONS GUIDE Prompt and open communications with the news media are key to responding to a crisis and protect the reputation of the institution. The news media perform a valid function in informing the public about what is happening at NOCCCD.

Here are several steps that the Public Information Officer (PIO) should follow to establish and maintain an effective relationship with the news media:

Determine your message. The PIO should decide on a few key points to make in each communication. During direct contact with the news media, you should answer questions, but return to your primary message(s) to ensure that you stay on track.

Select a spokesperson. The spokesperson may change from day to day depending on the news to be delivered, but it is advisable to deliver any given message in a consistent manner. The spokesperson should be articulate, poised, and have a strong grasp of the facts of the situation. During a crisis, no one is authorized to speak to the media on behalf of NOCCCD other than designated spokesperson(s).

Stick to the facts. If you don’t know the answer to a question from the news media, don’t guess. Tell reporters that you don’t have that information but will find it and get back to them. Come clean. If an error by an employee of NOCCCD caused or exacerbated a crisis, admit that fact and move on.

No comment is not an option. There is always a way to answer questions in a manner consistent with the NOCCCD message.

Select time/venue. If several media outlets are interested in the story, consider convening a news conference to make sure all of them receive the same message at the same time. For a small number of outlets, consider briefings or one-on-one interviews. Keep the news media informed throughout the crisis — silence may promote suspicion.

Develop written materials. They ensure accuracy and consistency. You may use a news release or fact sheets. The reporter may not be familiar with NOCCCD, so provide literature on the District/campus.

Control access if necessary. In situations where the media is likely to come to campus, the PIO may work with local authorities to control access to the scene and maintain order. A media briefing center, or staging area, may be established and timely updates provided to the media at that location.

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<COMMUNICATION TOOLS

Several communications tools are used by the District/campuses to communicate on a broad scale. Any or all of these channels may be used in an emergency. The following is a matrix of the available systems.

NOCCCD COMMUNICATION TOOLS MATRIX

Email Quick message to large audience May not work well if information is

& staff communications time sensitive.

Web Page Post Easy, quick Requires user to visit website

Text Message Popular among students, message Requires user to sign up via

can reach recipient regardless of location MyGateway

Social Media Facebook and Twitter are popular with Requires user to be a “fan” or

students, message can reach recipient “follower” of District/campus sites

regardless of location

Voice Message to all Reaches all those with phones Requires user to listen to phone

phones messages, takes time

MyGateway Targeted Quick and specific to various populations Requires user login, limited to

Announcement employees, faculty & students

MyGateway Message on Quick to large audience Requires user login, limited to

Login Page employees, faculty & students

Automated Phone Calling Messages can go to all Banner users May take several hours. Banner

(SARS) with current phone number on file must be operational.

PA via Fire Alarm System Easy, quick, goes to wide audience, Limited to Anaheim campus

can be done by floor

PA via phone system Pushes information out to specific floor Limited to Anaheim campus

Vehicle Mounted Speakers Easy, quick Limited to FC & CC. Requires

people to be on-site

Marquee Gets message to local traffic & public Limited to Cypress College

before entering campus and Wilshire

TV Monitors Message reaches those on campus Limited audience

Public Service Reaches a wide audience Users must be listening to radio

Announcement or TV

Video Broadcast Message reaches community Limited to Cable Channel viewers

Method Pluses Minuses

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SIXChapter

HOW TO DRAFT A KEY MESSAGES FACT SHEET

On any threat level, the Public Information Officer (PIO) should always be prepared with a key messages fact sheet for crafting both internal and external communications. Following are some points to consider when drafting the key messages, though keep in mind, not all of this information will be available at the beginning of the incident.

Fact Sheet

Initially, concentrate on these questions, which are more factual. } Who was involved? } What happened? } Where did it happen? } When did it happen?

When possible, address these two questions, which are more speculative. } Why did it happen? } How did it happen?

Key Messages

} Recognize the incident or problem and relate what it is/was. } Express regret and sympathy, if appropriate. } Report on the safety of those involved. } Report on actions being taken to manage and investigate the incident. } If possible, report on steps to be taken to assist those affected in the incident. } If possible, report on steps to be taken to ensure or diminish the chances of such an incident happening again.

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PUBLIC INFORMATION OFFICER

INCIDENT COMMUNICATIONS ORGANIZATIONAL CHART

PUBLIC INFORMATIONADMINISTRATIVE

ASSISTANT

INFORMATION GATHERING OFFICER

FACT GATHERING SPECIALIST

STATUS BOARD POSTING SPECIALIST

MEDIA MONITORING & ANALYSIS SPECIALIST

RUMOR CONTROL SPECIALIST

INFORMATION DISSEMINATION

OFFICER

WRITER

PHOTOGRAPHER VIDEOGRAPHER

WEB & SOCIAL MEDIA SPECIALIST

MEDIA RELATIONS OFFICER

MEDIA RELATIONS SPECIALIST

COMMUNITY RELATIONS OFFICER

COMMUNITY RELATIONS SPECIALIST

<INCIDENT COMMUNICATIONS POSITION DESCRIPTIONS AND CHECKLISTS

When an Incident Command System (ICS) or Emergency Operating Center (EOC) is activated, the Public Information Officer (PIO) in charge will activate the Incident Communications Team, and, possibly, a Joint Information Center (JIC). The following is a diagram of potential positions within the Incident Communications Teams and/or JIC. The activation of any of these positions is at the discretion of the PIO and will depend on the necessities of the incident.

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SEVENChapter

THE PUBLIC INFORMATION OFFICER

The Public Information Officer (PIO) is responsible for developing and releasing information about the incident to the media, incident personnel, employees and students, the community, and other appropriate agencies and organizations.

One primary PIO should be assigned for each incident. The PIO may appoint as many assistants, officers, or specialists as necessary, and the assistants may also represent assisting agencies, jurisdictions or other response partners.

If the official District/Campus PIO is not available, another person may be designated as interim incident PIO by the Incident Commander.

Responsibilities

} Support public information needs of the Incident Command. } Obtain approval from Incident Commander to disseminate public information. } Advise Incident Commander on public information issues and concerns. } Establish and equip a Media Center and oversee its operations. } Gather incident information. } Inform the media and public. } Provide public information to incident staff. } Monitor the media, correct misinformation and identify trends and issues. } Analyze public perceptions and develop public information strategies.

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PUBLIC INFORMATION OFFICER CHECKLIST

Report To Incident Commander/EOC Director

Function(s) Responsible for developing information about the incident for release to the news media and writing press releases.

Upon Site Arrival

q Check-in upon arrivalq Report to Incident Commanderq Obtain a briefing on the situationq Review position responsibilitiesq Determine operating location and set-up as necessaryq Clarify any issues regarding your authority and assignment and what others in the organization doq Meet with Incident Communications Team. Obtain briefing on the external communications capabilities and restrictionsq Establish operating procedure with Incident Communications Team for use of telephone and radio systems. Make any priorities or special requests knownq Determine staffing requirements and request additional support as required

During Operations

q Secure guidance from the EOC Director/IC regarding the information available and proper release under the initial conditionsq Interact with the Site Administrators, EOC/Command Team, and Section Chiefs to provide and obtain information relative to public information operationsq Coordinate with the Situation Analysis Unit and define areas of special interest for public information action. Identify means for securing the information as it is developed.q Develop a news briefing schedule. Arrange for preparation of briefing materials as required.q Develop an information release programq Contact other public information officers by whatever communications are available and determine which radio and TV stations are operationalq Maintain an up-to-date picture of the situation for presentation to mediaq Determine requirements for support to the emergency public information function at other site level command centersq Determine overall staffing requirements (including support to local jurisdictions) and request additional support as requiredq Assist in making arrangements with adjacent jurisdictions etc. for media visitsq Ensure that a rumor control function is established as necessary, and has the means for identifying false or erroneous informationq Monitor broadcast mediaq Ensure that file copies are maintained of all information releasedq Provide copies of all releases to the Incident Commander/EOC Directorq Keep the EOC Director/IC advised of all unusual requests for information and of all major critical or unfavorable media commentsq Conduct shift change briefings in detail. Ensure that in-progress activities are identified and follow-on requirements are known.q Prepare final news releases and advise media representatives of points-of-contact

End of Shift/Deactivation

q Deactivate the Public Information position and close out logs when authorized by the EOC Director/ICq Ensure that any required forms or reports are completed prior to your release and departureq Be prepared to provide input to the after-action report (debriefing)q Determine what follow up to your assignment might be required before you leaveq Leave forwarding phone number where you can be reached

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PUBLIC INFORMATION ADMINISTRATIVE ASSISTANT

The Administrative Assistant is assigned by the Public Information Officer (PIO) to manage additional activities in support of the PIO and his/her staff. Personnel selected for this position should be able to accomplish tasks with minimal direction and function efficiently in a high-stress environment.

Responsibilities

} Work with Logistics Section to acquire, set up and run audio/visual support for briefings. } Provide support for media briefings and town meetings. } Produce a casebook available in the JIC and/or stored on the virtual JIC website. } Provide all JIC files and products to the Documentation Unit. } Produce briefing packets. } Coordinate security needs with the Security Manager of the Facilities Unit in the Logistics Section. } Catalog, file and copy all JIC materials. } Maintain media credentialing files.

These responsibilities may be performed by one or more individuals or by a unit composed of several individuals per shift.

Position Specific Functions

Provide Media Briefings/Town Meeting Support

The Administrative Assistant will provide support to the JIC for media briefings and town meetings by coordinating with the Logistics Section.

Produce a Casebook

A casebook is a compilation of all public information about the incident that can be used for post-incident information requests and evaluations. It provides a case history that can be used as a reference for future events. A printed or electronic copy of the casebook should be made available to each of the JIC’s response partners. The casebook should contain:

} All news releases, fact sheets, talking points and key messages generated by the JIC. } Copies of all news clips. } Copies of all JIC-produced videos, photographs, maps and other visuals.

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INFORMATION GATHERING OFFICER

The Information Gathering Officer is assigned by the Public Information Officer (PIO). The Information Gathering Officer conducts information gathering activities in support of the PIO. Personnel selected for this position should possess experience in public affairs, crisis response, Media Center operations and management.

Responsibilities

The following responsibilities may be performed by the Information Gathering Officer or by a unit composed of several individuals in all or some of the following JIC positions.

} Gather facts. } Display facts on status boards. } Monitor the media. } Analyze and respond to media and social media reports. } Respond to rumors.

Positions that Report to Officer:

} Fact Gathering Specialist } Status Board Posting Specialist } Media Monitoring and Analysis Specialist } Rumor Control Specialist

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FACT GATHERING SPECIALIST

The Fact Gathering Specialist is assigned by and reports to the Public Information Officer (PIO) for Information Gathering. The Fact Gathering Specialist is responsible for gathering incident information in the JIC. Personnel selected for this position should possess public affairs and Incident Command experience. Selected personnel should be able to work quickly, accomplish tasks with only initial direction, and function efficiently in a high-stress environment.

Responsibilities

} Gather information about the incident from Command, Planning Section’s Situation Unit and agency representatives from each response partner. } Establish contacts and maintain regular times to pick up information from all sections within the ICS structure. } Respond rapidly to breaking news and quickly gather information for the other specialists. These responsibilities may be performed by one or more individuals or by a unit composed of several individuals per shift.

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STATUS BOARD SPECIALIST

The Status Board Specialist is assigned by and reports to the Information Gathering Officer. The Status Board Specialist is responsible for displaying incident information in the JIC/Media Center. Personnel selected for this position should possess public affairs and ICS experience. Selected personnel should be able to work quickly, accomplish tasks with minimal direction and function efficiently in a high-stress environment.

Responsibilities

} Display incident information on status boards in the JIC/Media Center so that it is easily accessible to personnel answering inquiries and producing written products. } Provide all members of the Incident Communications Team with copies of news releases, fact sheets, current command message(s) and talking points. } Work with the Incident Commander to maintain information boards in high traffic areas and field locations to keep responders informed.


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THE MEDIA MONITORING AND ANALYSIS SPECIALIST

The Media Monitoring and Analysis Specialist is assigned by and reports to the Information Gathering Officer. The Media Monitoring and Analysis Specialist assesses the content and accuracy of news media reports and assists in identifying trends and breaking issues. The Media Monitoring and Analysis Specialist provides daily coverage synopses; identifies issues, inaccuracies and viewpoints; and recommends corrections to the PIO.

Responsibilities

} Determine newspaper, radio, television and internet outlets to monitor. } Monitor blogs and social networking sites. } Gather perceptions from the media, public and other stakeholders about the progress of the response efforts. } Identify potential detrimental rumors and rapidly determine effective ways to deal with them or pass to Rumor Control, if an individual or group of individuals has been designated to process rumors. } Set up a news clip collection (radio, TV, print and appropriate Internet websites). Request Finance Section to contract a broadcast media monitoring and print clipping service, or set up equipment to record radio and television news and/or to print media websites and blogs. Utilize Google Alert to monitor news coverage.


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RUMOR CONTROL SPECIALIST

The Rumor Control Specialist is assigned by and reports to the Information Gathering Officer. The Rumor Control Specialist receives, verifies and ensures facts are disseminated to dispel incorrect rumors regarding the incident. Personnel should be assigned to this position based on training, experience, skills and ability, not rank or employer.

Responsibilities

} Identify and report any rumors that may cause issues or problems to the Public Information Officer (PIO). } Verify the accuracy of the rumor and document results on Rumor Control form. } Report results of each rumor investigation to PIO. } Maintain a file of Rumor Control forms.


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INFORMATION DISSEMINATION OFFICER

The Information Dissemination Officer is assigned by the Public Information Officer (PIO) to manage the product development responsibilities of the Incident Command Team. Personnel selected for this position should possess some public information, journalism, photography, videography, web management, desktop publishing, and ICS experience. Selected personnel should be able to type, operate a variety of computers and software, work quickly, accomplish tasks with minimal direction and function efficiently in a high-stress environment.

Responsibilities

} Produce written news releases, media advisories, public service announcements, fact sheets and other publications. } Route to PIO for approval all documents, photos, video and other materials (accurate information is essential in preventing public confusion, loss of credibility and/or adverse publicity). } Establish and manage an incident news website. } Take and disseminate news photos and video of the incident. } Produce and gather graphics and logos for the incident. } Produce incident casebook.


Positions that Report to Officer:

} Writer } Photographer/Videographer } Web/Social Media Specialist

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WRITER

The Writer is assigned by the Information Dissemination Officer to produce written news releases, media advisories, public service announcements, fact sheets, talking points, emergency public information, voice and text messages, blog and social media statements, and other direct-to-stakeholder information products. Personnel selected for this position should possess strong journalism skills and some public information, ICS, and Incident Communications Team experience.

Writing Guidelines for Press Releases

} Assemble the facts into two or three sentences that answer – who, what, when, where, why and how.

} List the remaining facts in descending order of importance in narrative or, if necessary, bullet form (e.g., what agencies are responding, type and amount of equipment). NOTE: The release should be only one page in length. If there is a need for additional information about specific topics, then a separate fact sheet should be created. Follow steps 3 - 5 for fact sheets and news releases.

} Spell check and edit the release and give it to the Information Dissemination Officer and the PIO for review and approval by Incident Commander (IC). (Review by subject matter specialists, technical experts and/or legal counsel may be helpful prior to approval by IC.)

} Give copies of approved release to all JIC staff members, post on Status Boards, include in JIC Case Book and in response to media/community inquiries.

} Email, fax or disseminate to media and other internal/external stakeholders.

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PHOTOGRAPHER/VIDEOGRAPHER

The Photographer/Videographer is assigned by the Information Dissemination Officer to shoot high quality photos and video for release to the public and media. The Photographer/Videographer reports to the Information Dissemination Officer. Personnel selected for this position should possess extensive photographic, video-graphic, electronic photo and video editing, and some journalism skills. Selected personnel should be able to operate a variety of digital, still and video cameras; accomplish tasks with minimal direction; and function efficiently in a high-stress environment.

Responsibilities

} Shoot and edit photographs of newspaper/magazine quality. } Shoot and edit video of broadcast quality. } Catalog and manage all photos and videos. } Provide all photos and videos to the Administrative Assistant for the casebook and the Website Specialist for the website.

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WEB/SOCIAL MEDIA SPECIALIST

The Web/Social Media Specialist is assigned by the Information Dissemination Officer to manage all JIC web activities in support of the Incident Communications Teams. Personnel selected for this position should be knowledgeable of website design software, internet protocols, website accessibility for special needs populations (Section 508 of the Americans with Disabilities Act of 1990); able to accomplish tasks with minimal direction; and function efficiently in a high-stress environment.

Responsibilities

} Maintain and update incident website and incident social media accounts. } Maintain blog if applicable. Route email inquiries to Media or Community Relations Specialist. } Ensure approval of all items prior to emailing or posting on the incident website. } Ensure all items posted to the incident website are Section 508 compliant. } Coordinate with web support personnel for all agencies represented in organization to ensure site meets individual agency requirements. } Coordinate media and community distribution lists.

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MEDIA RELATIONS OFFICER

The Media Relations Officer is assigned by the Public Information Officer (PIO) to coordinate the release of information to the media. Personnel selected for this position should possess experience in public information, crisis response, Incident Communications Team operations, management and ICS, as well as have demonstrated skills in interacting with the media.

Responsibilities

} Respond to media inquiries. } Select and prepare speakers prior to interviews. } Conduct news briefings and interviews. } Provide escorts to the media. } Credential media. } Maintain multi-lingual capabilities, if necessary. } Maintain and update media lists. } Identify misinformation or rumors.


Position that Reports to Officer:

} Media Relations Specialist

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MEDIA RELATIONS SPECIALIST

The Media Relations Specialist is assigned by the Media Relations Officer to manage the distribution of information regarding the incident. Personnel selected for this position should have experience interacting directly with the media, be able to speak clearly and concisely, be able to accomplish tasks with minimal direction and function efficiently in a high-stress environment.

Responsibilities

} Determine primary media outlets. } Produce detailed accounts of calls, including name and organization, phone number, nature of inquiry and result. } Maintain a comprehensive and current media list containing points of contact, phone, pager, cellular and fax numbers, and e-mail and postal addresses. } Disseminate approved written material to the media. } Staff the phones with people able to answer calls, possibly in more than one language, from local, state, and national media. } Respond to routine inquiries using talking points, speaker preparation, news releases and fact sheets. } Promote story and feature ideas to target media. } Establish a daily drive-time/call-out schedule that meets local radio and television deadlines. This will vary with each incident. } Document the time and details of the response; track inquiries to ensure response and closure within a timely manner (ideally, less than one hour).


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COMMUNITY RELATIONS OFFICER

The Community Relations Officer is assigned by the Public Information Officer (PIO) to monitor the community’s concerns regarding the incident, advise the PIO about community information needs, and coordinate release of information to the public.

Personnel selected for this position should possess community relations, crisis response, Incident Communications Team operations, management and ICS experience, as well as have demonstrated skills in interacting with the public. Personnel should also have good interpersonal skills, risk communications experience, the ability to accomplish tasks with minimal direction, and function efficiently in a high-stress environment.

Responsibilities

} Determine the information needs of the community. } Develop and coordinate community outreach programs. } Establish contact with influential local community members that can provide feedback about how the response is perceived. } Determine the need for and format of community meetings. } Conduct and/or participate in community meetings. } Canvas the local community for feedback and to disseminate incident information. } Develop posters, fliers, newsletters and other community outreach materials. } Inform the public of volunteer opportunities coordinated by the LNO and assisting agencies. } Respond to community inquiries.


Position that Reports to Officer:

} Community Relations Specialist

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COMMUNITY RELATIONS SPECIALIST

The Community Relations Specialist is assigned by the Community Relations Officer to document and respond to community inquiries. Personnel selected for this position should have experience interacting directly with the community, speaking clearly and concisely, accomplishing tasks with minimal direction and functioning efficiently in a high-stress environment. Personnel should also have experience identifying different publics/stakeholders, and using interviews to ascertain community knowledge, attitudes and behaviors.

Responsibilities

} Identify communities affected by the incident. } Produce detailed accounts of calls, including name and organization, phone numbers, nature of inquiry and results. } Determine how well community members comprehend command objectives/messages and make recommendations for corrective actions through the PIO. } Determine community attitudes toward the incident and response organization and recommend actions to encourage/change those attitudes, as necessary. } Determine community behaviors related to the incident situation and recommend actions to encourage protective or corrective behavior. } Disseminate approved written material to the community. } Staff the phones with people able to answer calls, possibly in more than one language, from the community. } Respond to routine inquiries using talking points, frequently asked questions, news releases, fact sheets and other community relations materials. } Route inquiries about volunteer opportunities to Incident Command.


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<TIMELY WARNING

The Jeanne Clery Disclosure Act requires Title V institutions to alert their entire campus communities to certain crimes in a manner that is timely and will aid in the prevention of similar crimes. Although Clery doesn’t define “timely,” because the intent of a warning regarding a criminal incident(s) is to enable people to protect themselves, a warning should be issued as soon as the pertinent information is available and without delay.

Note: It’s expected that even if you don’t have all of the facts surrounding a criminal incident, you will issue a warning. You can follow up with additional information as it becomes available.

The District/campus must issue a timely warning for any Clery Act crime that occurs within our Clery geography that is:

} Reported to campus security authorities or local police agencies; and } Is considered by the institution to represent a serious or continuing threat to students and employees.

Geographic categories for the Clery Act include crimes that are committed: 1) on campus, 2) on public property within or immediately adjacent to the campus, and 3) in or on non-campus buildings or property that your institution owns or controls. CLERY ACT CRIMES SUBJECT TO A TIMELY WARNING:

} Criminal Offenses—Criminal Homicide, including: a) Murder and Non-negligent Manslaughter, and (b) Negligent Manslaughter; Sex Offenses including: (a) Forcible, and (b) Non-forcible; Robbery; Aggravated Assault; Burglary; Motor Vehicle Theft; and Arson. } Hate Crimes—Any of the above-mentioned offenses, and any incidents of Larceny-Theft, Simple Assault, Intimidation, or Destruction/Damage/Vandalism of Property that were motivated by bias; and } Arrests and Referrals for Disciplinary Action for Weapons: Carrying, Possessing, Etc., Drug Abuse Violations and Liquor Law Violations.

The District/campus may also issue a timely warning for non-Clery Act crimes that may pose a serious or continuing threat to the campus communities (e.g., a kidnapping on campus or a rash of robberies in a public parking lot across the street from a campus).

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EIGHTChapter

MAKING THE DECISION TO ISSUE A TIMELY WARNING

Whether or not you issue a timely warning must be decided on a case-by-case basis in light of all the facts surrounding a crime, including factors such as:

} The nature of the crime. This means that you should consider the type of crime that was reported. Was it a Clery crime? Did two students get drunk and attempt to steal a golf cart from the campus one night, or does it appear that professional car thieves are preying on your campus? } The continuing danger to the campus community. This means that after a Clery crime is reported you should consider whether your students and employees are at risk of becoming victims of a similar crime. For example, if a rape is reported on campus and the alleged perpetrator has not been caught, the risk is there. If the alleged perpetrator was apprehended, there is no continuing risk. Does a criminal incident appear to be a one-time occurrence or does it fall into a pattern of reported crimes? } The possible risk of compromising law enforcement efforts. This factor does not mean that in the event of a serious or continuing threat to your students or employees you should decide not to issue a timely warning. It means that you should take law enforcement efforts into consideration when you issue a warning.

DETERMINING THE CONTENT OF A TIMELY WARNING

Clery Act regulations do not specify what information should be included in a timely warning. However, because the intent of the warning is to enable members of the campus community to protect themselves, the warning should include all information that would promote safety and that would aid in the prevention of similar crimes. Issuing a warning that cautions the campus community to be careful or to avoid certain practices or places is not sufficient. You must include information about the crime that triggered the warning.

ISSUING A TIMELY WARNING

Although the format for the warning has not been mandated, the warning must be reasonably likely to reach the entire campus community. Therefore, timely warnings must be issued in a manner that gets the word out quickly community-wide. They may be e-mailed, posted around campus, provided as text messages, etc. A combination of dissemination methods may be used.

Timely warnings may not be issued in a manner or posted in a location that requires the campus community to make requests for them or to search for them. The responsibility for getting the warning out rests solely with the institution.

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THE JEANNE CLERY DISCLOSURE ACT

The Jeanne Clery Disclosure of Campus Security Policy and Campus Crime Statistics Act, codified at 20 USC 1092 (f) as part of the Higher Education Act of 1965, is a federal law that requires colleges and universities to disclose certain timely and annual information about campus crime and security policies. All public and private post-secondary educational institutions participating in the federal student aid programs are required to comply with it.

The law, originally enacted by Congress in 1990 as the Campus Security Act, was initiated by Howard and Connie Clery after their daughter Jeanne was tragically murdered at Lehigh University in 1986. Amendments to the Act in 1998 renamed it in memory of Jeanne Clery. The Clery Act requires colleges and universities to publish an annual report every year by October 1st that contains three years of crime statistics.

THE FAMILY EDUCATIONAL RIGHTS AND PRIVACY ACT (FERPA) AND THE TIMELY WARNING REQUIREMENT

The Clery Act does not require confidential reporting of crimes. Although personally identifiable information is generally precluded from disclosure, such information may be released in an emergency situation.

FERPA does not preclude an institution’s compliance with the timely warning provision of the District/campus security regulations. FERPA recognizes that information can, in case of an emergency, be released without consent when needed to protect the health and safety of others. In addition, if institutions utilize information from the records of a campus law enforcement unit to issue a timely warning, FERPA is not implicated as those records are not protected by FERPA.

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<EMERGENCY NOTIFICATION

Unlike the timely warning that must be issued across the District/campus community, an emergency notification may be targeted to only a segment or segments of the campus community that are at risk.

Under the Clery Act, the District/campus is required to immediately notify the campus community upon confirmation of a significant emergency or dangerous situation involving an immediate threat to the health or safety of students or employees occurring on the campus. An “immediate” threat as used here encompasses an imminent or impending threat, such as an approaching forest fire, as well as a fire currently raging in a single building.

Some other examples of significant emergencies or dangerous situations are:

} Outbreak of meningitis, virus or other serious illness } Approaching tornado, hurricane or other extreme weather conditions } Earthquake } Gas leak } Terrorist incident } Armed intruder } Bomb threat } Civil unrest or rioting } Explosion } Nearby chemical or hazardous waste spill

THE JEANNE CLERY DISCLOSURE ACT

The Jeanne Clery Disclosure of Campus Security Policy and Campus Crime Statistics Act, codified at 20 USC 1092 (f) as part of the Higher Education Act of 1965, is a federal law that requires colleges and universities to disclose certain timely and annual information about campus crime and security policies. All public and private post-secondary educational institutions participating in the federal student aid programs are required to comply with it.

The law, originally enacted by Congress in 1990 as the Campus Security Act, was initiated by Howard and Connie Clery after their daughter Jeanne was tragically murdered at Lehigh University in 1986. Amendments to the Act in 1998 renamed it in memory of Jeanne Clery. The Clery Act requires colleges and universities to publish an annual report every year by October 1st that contains three years of crime statistics.

THE FAMILY EDUCATIONAL RIGHTS AND PRIVACY ACT (FERPA) AND THE EMERGENCY NOTIFICATION REQUIREMENT

The Clery Act does not require confidential reporting of crimes. Although personally identifiable information is generally precluded from disclosure, such information may be released in an emergency situation.

FERPA does not preclude an institution’s compliance with the emergency notification provision of the District/campus security regulations. FERPA recognizes that information can, in case of an emergency, be released without consent when needed to protect the health and safety of others. In addition, if institutions utilize information from the records of a campus law enforcement unit to issue an emergency notification, FERPA is not implicated as those records are not protected by FERPA.

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EMERGENCY NOTIFICATION

Scope: Wide focus on any significant emergency or dangerous situation (may include Clery crimes).

Why: Emergency Notification is triggered by an event that is currently occurring on or imminently threatening the campus. Initiate emergency notification procedures for any significant emergency or dangerous situation involving an immediate threat to the health or safety of students or employees occurring on the campus.

Where: Applies to situations that occur on your campus.

When: Initiate procedures immediately upon confirmation that a dangerous situation or emergency exists or threatens.

THE DIFFERENCE BETWEEN TIMELY WARNINGS AND EMERGENCY NOTIFICATIONS

TIMELY WARNING

Scope: Narrow focus on Clery crimes.

Why: Timely warnings are triggered by crimes that have already occurred but represent an ongoing threat. Issue a timely warming for any Clery crime committed on your Clery geography that is reported to your campus security authorities or a local law enforcement agency and is considered by the institution to represent a serious or continuing threat to students and employees.

Where: Applies to crimes that occur anywhere on your Clery geography.

When: Issue a warning as soon as the pertinent information is available.

The law specifies that “an institution that follows its emergency notification procedures is not required to issue a timely warning based on the same circumstances; however, the institution must provide adequate follow-up information to the community as needed.”

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<NOCCCD TIMELY WARNING AND EMERGENCY NOTIFICATION

POLICY AND OPERATIONAL PROCEDURE

TIMELY WARNING AND EMERGENCY NOTIFICATION POLICY STATEMENT

In the case of a serious or ongoing threat to any campus community of the North Orange County Community College District, as approved by a designated District/campus authority and in accordance with the Jeanne Clery Disclosure of Campus Security and Campus Crime Statistics Act, a “timely warning” or “emergency notification” will be prepared and distributed to students, staff and faculty without delay. These alerts may also be used to seek information that could lead to arrest and conviction of an offender when violent crime against persons or substantial property crime has been reported.

The information may be disseminated in various forms, including one or more of the following: My Gateway, email, text messages, web and social media postings, warning flyers, phone alerts and PA announcements.

Every attempt will be made to distribute the timely warning or emergency notification within a reasonable amount of time after the incident is reported to the District/campus; however, the release is subject to the availability of accurate and confirmed facts concerning the incident and investigation restraints.

TIMELY WARNING/EMERGENCY NOTIFICATION OPERATIONAL PROCEDURE

Anyone with information warranting a timely warning or emergency notification should report the circumstances to the Campus Safety Office or other appropriate campus authority. When a determination has been made that a timely warning/emergency notification should be issued, Campus Safety, the Campus Public Information Officer and other appropriate District/campus administrators will work collaboratively to ascertain methods of informing the campus community of the incident and to craft an official message.

A release will typically include the following information, if known:

} A succinct statement of the incident } Any connection to previous incidents } The nature and severity of the threat } Location of the incident and persons who might be affected } Physical description or composite drawing of a suspect, if appropriate } Date and time the alert was released } Other appropriate safety steps/tips

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AUTHORITY FOR ISSUING A TIMELY WARNING OR EMERGENCY NOTIFICATION

The authority for the issuance of a timely warning or emergency notification rests with the following authorized administrators only.

} The Campus/District PIO } CEO (President/Provost/Chancellor/designee) } Campus Safety Office

Ideally, before a message goes out, several top-level administrators will have been consulted, including the campus President/Provost, Campus Safety Director, with the District/Campus PIO actually crafting the message and sending it out. (Other staff may also be consulted as the need arises.) In cases where immediate action needs to be taken, though, any authorized administrator may act independently.

NOTE: If a Timely Warning or Emergency Notification is released, the campus administrator responsible for the message must make sure to send a copy to the District Director of Public Affairs, who will be responsible for relating the appropriate information to the Chancellor and Board of Trustees, and allother PIO’s.

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<TIMELY WARNING/EMERGENCY NOTIFICATION OPERATIONAL

PROCEDURE DIAGRAM

Threat or emergency situation is reported to Campus Safety or other

campus authority

Campus Safety/campus administration confirms the situation

may threaten security of campus

Campus Safety/campus administration consults with PIO

Message is crafted and mode of dissemination is decided upon

Campus Safety or PIO releases the appropriate statement

Copy of message is sent to District Director of Public Affairs and all

other campus PIO’s

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District Office1830 West Romneya DriveAnaheim, CA 92801-1819http://www.nocccd.edu

Cypress College9200 Valley View Street

Cypress, CA 90630http://www.cypresscollege.edu

Fullerton College321 East Chapman Avenue

Fullerton, CA 92832http://www.fullcoll.edu

School of Continuing Education1830 West Romneya DriveAnaheim, CA 92801-1819

http://www.sce.edu

Documents

FULLERTON COLLEGE CYPRESS COLLEGE SCHOOL OF CONTINUING EDUCATION