NATIONAL CONTINGENCY PLAN FOR MARINE POLLUTION FROM SHIPPING AND OFFSHORE INSTALLATIONS
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APPENDIX L
WORKING WITH THE MEDIA
Introduction
L.1 Good public communication is vital to the successful handling of any incident and should be incorporated in all contingency planning. When an incident occurs the key communications objective is to deliver accurate, clear, timely information and advice to the public.
L.2 The news media (broadcasting, print and text services) remain the primary means of communication with the public in these circumstances although websites are increasingly used to provide a further source of more detailed information and advice for the public. Advances in technology mean that live interviews and reports can be sent directly from the scene of an incident via a mobile telephone as the event unfolds. These developments mean there is a constant requirement from the media for accurate, up to date information.
L.3 It is essential that the media team:
- identifies the agencies who are responsible for handling various aspects of the situation;
- ensures that media activity does not interfere with the operational activity of the emergency services; and
- ensures that the media do not harass human casualties.
L.4 A mechanism needs to be established early for responding to media enquiries (by telephone, e-mail and fax) and the logistics of arranging the daily press conferences, individual briefings. Media officers, from all responding bodies and organisations, have to take responsibility for these tasks, while others concentrate on the management of the information given to the media which can then be monitored or updated as the situation develops.
Initial Phase
L.5 In the first few minutes of the incident, possibly within an hour, MCA needs to establish a local spokesperson (normally a uniformed Coastguard) to give the briefest confirmation of the incident.
L.6 If it is clear that the situation is a very serious one and is likely to continue for some time, but MCA has not had sufficient time to assess the situation, any statements should be brief and factual. They should deal only within the areas of responsibility of the person making them. It is the responsibility of the Director/Deputy Director of Operations, or the SOSREP in a salvage incident, to agree the release of further information.
L.7 In order to minimise the risk of issuing conflicting or misleading information to the media, and bearing in mind the necessity for fast but accurate information and that press officers are likely to be based at the same location, all agencies should adopt the following approach:
- to inform the agreed initial lead agency press officer before giving verbal statements to the media and to restrict comments to matters concerning the agency that they represent;
- before issuing news releases, to consult with the lead agency press officer. If it proves impossible to contact the lead agency in advance (for example, due to communications difficulties) inform the lead agency as soon as possible afterwards;
- to contact those persons within their own organisation whom the media may contact, or who may wish to make statements, and to brief them on the requirement for co-ordination with the lead agency press officer;
- if and when the incident develops to a different phase (for example, coastline clean up operations) to consider making the lead agency the relevant local authority; and
- when arriving on scene, to liaise urgently with other press officers and to make contact with the lead press officer to ensure that their contact details are quickly available.
Crisis media team
L.8 The crisis media team shall consist of MCA, local authority, police, port authority, and any other relevant organisations. The MCA may also consider alerting and using several Government News Network Press Officers (GNN) from the local area to supplement the MCA press office response.
L.9 MCA can put such an arrangement into place at short notice and this facility is free of charge for the first 24 hours.
Managing the crisis
L.10 Once the lead agency has been agreed it is necessary to establish certain procedures:
- the initial focus of attention for the media will be the area of operations, and journalists will be searching immediately for information and briefings. During this initial period, when the build up of emergency services resources is taking place, the exercise of control is imperative, as a means of assisting the media;
- all interested parties need to agree joint statements. Press officers from each agency need to consult closely to ensure a coordinated approach to the media;
- it is essential that the lead press officer attends and participates in the senior management arrangements for the incident. By attending such meetings, the press officer can be fully in the picture and plan the media response. The lead press officer oversees all aspects of the media response, including:
- activities at the media liaison point or centre;
- arrangements for the media to visit the site, possibly including transport;
- accreditation of bona fide journalists; and
- arrangements for overall monitoring of media output.
- initially the media may need a reminder that, in the period immediately following a major incident, nobody can know precisely what has happened. Initial statements should focus on what is happening, what the limitations of knowledge are at the time, and what is being done to arrive at a fuller appreciation of the situation. If such statements include a commitment to provide accurate information as soon as it is available, media personnel are more likely to attend briefings and thus accept a measure of control, particularly if the briefings take place at regular intervals.
Establishing a media liaison point and centre
L.11 The figure below is a stylised ‘ideal’ set up to cope with shift changes - and media pressure. This pre-supposes a long-running event that requires substantial resources.
Media Centre
Response Centre Management Group
L.12 The suggested personnel for these positions are the Heads of Public Relations from all the agencies involved. While the emergency remains mainly at sea, MCA is the lead agency. When the emergency becomes mainly shore side, the lead switches to the relevant local authority. All managers should meet regularly and approve plans for the next, say, 12 hour basis.
L.13 Each of these Managers would have a specific area of responsibility within the Media Office.
The Media Centre Manager controls and co-ordinates the media centre. The lead agency provides the Media Centre Manager.
On the assumption that the event would be long running, it would be necessary to appoint two shift managers to run the office 24 hours a day. Responsibilities to include the preparation, approval, and distribution of press releases; management of press conferences; and briefing participants.
It is not essential that this person is a Press Officer. The Resources Manager should be someone with knowledge and understanding of communications and systems and with the ability to deliver the support services required by a major operation of the type envisaged. The Resources Manager’s responsibilities would include the logistics of press conferences.
This role is crucial for managing the flow of information between the MRC, SCU, SRC and the Media Office. The Media Centre Manager may fulfill this role, but it requires the services of reliable assistants to cover shift working and periods when the Manager is involved in other meetings.
Separating delivery from content
L.14 Monitoring and analysis of media reporting needs to take place. This should take place elsewhere; for example, by the Government media monitoring unit, or a specifically contracted commercial company.
L.15 Monitoring and analysis enables the identification of any trends reported that begin to appear misleading or overly biased. Examples include unbalanced reporting that gives too much emphasis to special interest groups or environmental concerns; undue criticism of local or national government policy; an inaccurate assessment of the situation; exaggeration. The media team can then take corrective action and disseminate transcripts to specialists.
VIP visits
L.16 Visits by VIPs, coordinated by the police, can lift the morale of those affected, as well as those who are involved with the response. A government minister may make an early visit to the scene or areas affected, not only to mark public concern but also to be able to report to Parliament on the response. A government minister visiting the scene may also be accompanied by local MPs. This would be arranged through the Minister’s Private Office. It is possible that the scale of the incident may, in addition, prompt visits by a member of the Royal Family and/or the Prime Minister. Local VIP visitors may include the Lord Lieutenant the High Sheriff, religious leaders, local MPs, mayors, chairmen and other elected representatives. If foreign nationals have been involved, their country’s Ambassador, High Commissioner or other dignitaries may also want to visit key locations.
L.17 Visits to the scene of an emergency need to take account of the local situation and the immediate affects on the local community. It may be inappropriate for VIP visitors to go to a disaster site itself whilst rescue operations are still in progress.
L.18 VIP visits should not interrupt rescue and life saving work, and the police must be consulted regarding the timing of visits.
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