REG 04.00.01 – Emergency Notification and Crisis Communications

Authority: Vice Chancellor for University Advancement

History: First Issued: September 1, 2001. Last Revised: March 4, 2025.

Additional References:
Emergency Information
NC State Emergency Operations Plan

Contact Info: Chief Communications and Marketing Officer (919-515-7373)

NC State Emergency Notification and Communication Protocols

1. PURPOSE

This emergency notification and crisis communications regulation serves as an additional component of NC State University’s (“NC State”) Emergency Operations Plan. This regulation is intended for use in conjunction with the decision-making process within the university when dealing with issues or emergencies that may impact university operations and/or reputation. This regulation further describes key processes and responsibilities, but is to be used flexibly with specific emergency decision-making procedures of the university, as outlined in the Emergency Operations Plan.

2. DEFINITIONS

The following are meanings of key terms and team descriptions as used in this regulation, and in university crisis or emergency communications:

2.1 A crisis means an issue or incident that requires immediate and coordinated action to minimize the impact on the university operations, business, reputation, and/or the university community.

2.2 .Crisis Communications Team (CCT) refers to a university group consisting of the Chief Communications and Marketing Officer along with representatives from the media relations, public relationsissues management, web strategycommunications, and and social media strategy teams, working in collaboration with members of the Resiliency Operations Group to triage, plan, create and deliver an effective communications strategy as warranted by each situation.

2.3 Emergency means a threat, planned or unplanned, to NC State that is relatively unexpected, abrupt and requires a collective reaction as the negative impacts worsen and, if not addressed, will jeopardize the university’s ability to carry out its mission or conduct business.

2.4 The Resiliency Operations Group (ROG) is a group of university employees authorized by the chancellor to staff the Resiliency Operations Center and to exercise decision-making authority during an emergency. Core members of the resiliency operations group and representatives from support functions will report to the Resiliency Operations Center depending on the level of activation and circumstantial safety, as determined in the Emergency Operations Plan. The ROG has the authority to assign university resources, make operational decisions and coordinate with external emergency agencies to provide the most efficient response and recovery possible.

2.5 The Emergency Operations Plan (EOP) means the strategy that establishes the management framework for NC State to follow during an emergency. The EOP is the management system that defines the organizational structure and general procedures for the management of people, information, activities, and operations during an emergency to facilitate effective response and recovery from the emergency. The EOP is modeled on the Wake County EOP and follows the framework established by the National Incident Management System (NIMS).

2.6 WolfAlert refers to the university’s primary brand for emergency and related notification systems. WolfAlert uses include notifications for emergencies as well as non-emergency situations causing a significant and real or perceived threat to the campus community. The university issues three types of WolfAlerts:

2.6.1 WolfAlert Emergency Notifications are issued 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. Examples of such significant emergencies or dangerous situations include, but are not limited to, shooters on campus, tornado warnings, or gas leaks. Emergency Notifications are issued by NC State Police or Emergency Management and Mission Continuity, by a combination of methods that may include broadcast e-mail, audible alert, campus billboards, desktop notifications, On Campus app notifications, or text message. In addition, University Communications and Marketing (UCOMM) will issue emergency information via the NC State homepage and social media. The CCT and UCOMM will direct any follow-up communications.

2.6.2 WolfAlert Crime Warnings are issued to notify the campus community of Clery crimes occurring anywhere within NC State’s Clery geography that are considered to be a serious or continuing threat to students and employees. The crime may have occurred in the past but constitutes an ongoing threat. Examples of crimes where crime warnings may be issued include, but are not limited to, sexual assaults, burglary, robbery, or aggravated assaults. Distribution of a Crime Warning is generally by broadcast e-mail and/or text message by NC State Police and may include social media postings by UCOMM.

2.6.3 WolfAlert Safety Notices are communications to the campus community for crimes that do not occur on NC State’s Clery geography but are determined to require the awareness of campus for safety purposes, or for situations that are not deemed an emergency or dangerous situation but are determined to require the awareness of campus for notification reasons. Distribution of a Safety Notice is generally by broadcast e-mail by NC State Police, Emergency Management and Mission Continuity or UCOMM, but could also include text message or social media if determined appropriate.

3. PROCEDURES

3.1 Initial Assessment and Action. The Chief Communications and Marketing Officer (CCMO) or Executive Director of Communications will swiftly review and assess the situation to determine whether a communications response is warranted, and if so, the type of communications and scope of commitment needed. The CCMO or Executive Director of Communications will be responsible for recommending appropriate communication actions and activating appropriate communication support as needed for any crisis or emergency situation.

3.2 Primary Crisis Spokesperson. The CCMO or Executive Director of Communications will designate a primary spokesperson during crisis situations, unless otherwise delegated by the Chancellor. The CCMO or Executive Director of Communications will manage the ongoing work of CCT members and supporting staff during a crisis. Daily issues management, and certain emergency situations handled by NC State Police, may not rise to the crisis level defined in this protocol and therefore may be handled in line with standard media responsibilities.

3.3 Initial Emergency Response. In the early stages of an emergency, before the ROG convenes or in a time limited emergency, the Senior Associate Vice Chancellor of Environmental Health and Public Safety, University Police Chief or their designees are authorized to make decisions impacting life and safety.

3.4 Emergency Communications Content and Messaging. If the event or incident constitutes an emergency, the CCT, acting on direction from the ROG, CCMO and/or Executive Director of Communications, will develop a strategy for timely, efficient and appropriate messaging. A core content team will be assembled in the Butler Communications building or virtually. Working with representatives in the ROG, this content team will create messaging-based situational updates, and will work in collaboration with university units (such as Parent and Family Services, Housing, Athletics, etc.) as needed to ensure timely, accurate messages are pushed to key audiences as necessary.

3.4.1 Transitioning Communications Authority. Upon notification of an emergency or crisis, the CCMO has the authorityto notify key campus constituents including college and unit communicators and their respective leadership teams that the ROG and CCT are now leading the university’s response and all communications on the issue. If the CCMO chooses to notify communicators of this adjustment, all employees responsible for communicating on behalf of the university should work with UCOMM for guiding documentation and approval of messaging ahead of releasing any statements or information.

3.6 Media. The CCT will develop a strategy for managing and monitoring media relations in a crisis or emergency situation, and may include tactics to address media onsite and via typical distribution channels. Provisions may be set up, depending on the severity and proximity of the situation, to provide for an ongoing information center to keep the media, and public, abreast of key developments throughout the response efforts. Examples of the types of provisions may include:

3.6.1 Creation of a single, safe outpost, as designated in collaboration with NC State Police, where media may gather to report their stories and/or receive updates from the university; or

3.6.2 Preparation to operate the media center on a 24-hour basis as needed until ROG declares an all clear and normal university operations have resumed.

3.7 Updates. The CCMO, Executive Director of Communications or designee will keep media staff members briefed continually on developments related to the issue. The CCMO, Executive Director of Communications or designee will also keep the ROG apprised of information that may come in from outside the campus. The flow of information to and from all parties involved in the response is essential to the success of the response.

NOTIFICATION RESPONSIBILITIES

4.1 WolfAlert

4.1.1 NC State Police and Emergency Management and Mission Continuity have primary responsibility for issuing a WolfAlert announcement. UCOMM will take appropriate steps to replicate the WolfAlert on various university communication channels, such as social media and web, as warranted by the situation.

4.1.2 NC State Police will send an automated notification that includes partners from UCOMM, UPD, OGC, EMMC and select leadership about the emergency situation, notifications authorized/issued and any other actions taken to contain the emergency. If possible, the group will edit or adjust the alert as needed.

4.2 Parents and Families

During a crisis or emergency situation, communications to parents and families will be coordinated through University Communications and Parents and Family Services. Parents and Family Services is responsible for maintaining contacts for parents. Additional channels can be used, such as web communications and social media, to keep parents and families informed.

4.3 Public Officials

During any crisis, emergency or other campus-wide notification situation, the CCMO, or other designee, will coordinate with the chancellor’s office to notify the UNC Board of Governors, the NC State Board of Trustees, the Governor’s Office and other public officials as necessary.

4.4 Other Constituent Groups

UCOMM, acting under direction of the CCMO and/or Executive Director of Communications, as a component of the ROG, will determine key constituent groups, and call in other staff (such as Advancement, Athletics or Greek Life) to determine and distribute appropriate alerts and/or ongoing communications to those groups given the particular situation.

ONGOING COMMUNICATIONS RESPONSIBILITIES

The CCMO, Executive Director of Communications, or designated member of the CCT are responsible for leading the university’s ongoing communications efforts, including but not limited to the following:

5.1 Creating Clear Messages. As needed, the CCT will prepare guiding documentation from which all communications will be created. These guiding documents will be updated as the situation continues. The messages will be checked for accuracy by those with a direct knowledge of the situation. Information released publicly or posted to a designated university web page will be time stamped and updated as details change or are gathered.

5.2 Establishing a Situation Web and Social Media Presence. Although web communication is one of many message distribution options available, the NC State Emergency Information site at wolfalert.ncsu.edu also serves as the main information repository for public information during an emergency situation. All other communications should drive the public to this site for updated information throughout the entirety of a situation. Therefore, it is imperative that accurate information regarding an emergency situation be posted as quickly as possible and consistently updated. The Director of Web Communications or designee will be responsible for keeping the Emergency Information site updated during an emergency situation.

5.3 Informing the University Community. Within the university community, ongoing messages often require tailoring for specific groups, such as students, faculty and staff, and even different categories within these groups, such as on-campus students. Determinations will be made about audience appropriate segments, channels and messaging for continual communications. Communications to the university community will be posted on the university home page, circulated via broadcast email and/or text messaging, distributed through social media, posted across campus on the electronic billboard system, submitted for publication or broadcast in student media at NC State, and through mass meetings if needed. In the case of ongoing emergencies or crises, brief updates will be communicated as promptly as possible. .

5.4 Communicating with the Media and Managing Media Relations. Utilizing media outlets to help distribute accurate information in a timely manner is a vital strategy in an emergency situation. Factual communication with the media should occur as quickly as possible, and be updated regularly during an emergency situation.

5.4.1 The CCMO, Executive Director of Communications or designee will determine which messages will be released to the media, through which channels, and at what times. The CCMO or Executive Director of Communications, in conjunction with NC State Police if necessary, will manage all media requests.

5.4.2 The CCMO and UCOMMstaff will be responsible for arranging and managing any necessary press conferences or briefings. UCOMM will also provide appropriate accommodations for media professionals (parking passes, water, etc.).

ADDITIONAL OPERATIONS

6.1 Informing Switchboards. The following locations, which receive high volumes of incoming telephone calls to the university, should be notified regarding the key facts of the emergency and instructions where to refer calls pertaining to the emergency:

Location/Phone

Campus Switchboard 919/515-2011

NC State Police 919/515-3000

Talley Student Union Student Information 919/515-3138

OIT Help Desk 919/515-HELP (4357)

Human Resources 919/515-2135

McKimmon Center 919/515-2277

Veterinary Medicine and Veterinary Teaching Hospital 919/513-6500

6.2 Informing Key Offices. In addition to switchboards, approved information and instructions should be provided to key offices on campus, depending on the specific situation, which would be likely to receive calls from students, parents, employees or the media. These could include offices of the Chancellor, Provost, DASA, University Advancement, External Affairs, Parents and Family Services, Human Resources, Environmental Health and Public Safety, Alumni Association, Student Government, Athletics and others.

6.3 Tracking. UCOMM staff members will be responsible for monitoring and documenting related media coverage and social media conversations. Reports will be proactively delivered to the CCMO, university leadership and others as determined necessary and appropriate. UCOMM will develop and continually review a media strategy.

6.4 Documenting. UCOMM will maintain external information files on the emergency. These should include material related to the emergency, including clippings, statements, letters, memos, screenshots of web sites and any other relevant documents.

6.5 Review. Unless otherwise convened as part of the ROG, the CCMO, Executive Director of University Communications, and members of the CCT should meet within 10 university business days following an emergency and review all actions taken as a result of the emergency to determine effectiveness and efficiency of operations and make any needed changes to this protocol.

7. PROTOCOL REVIEW AND TESTING

7.1 Key elements and communication methods contained within this regulation will be tested in conjunction with targeted and campuswide emergency preparedness exercises once per semester by an established group of campus partners.

7.2 This regulation will be reviewed on an annual basis to determine effectiveness and efficiency of operations and make any changes as needed by the CCT and university partners.