A crisis event may take many forms. However, in order for an event to qualify as a crisis, it must be capable of causing or have caused loss of life or severe injury, significant property or environmental damage, or adverse public relations. Major categories of potential crisis events that may affect UWP include the following:

• Natural occurrences such as fires and tornadoes.
• Mechanical failures such as power failure and structural collapse.
• Hazardous materials incidents such as chemical, biological, or radioactive releases.
• Acts of violence such as robbery, rape, murder, bomb threats, or civil disturbance.

3.3 INITIAL REPORT

In order to properly manage a crisis situation, those who have knowledge of the situation must initiate the University's response by notifying University Police and Public Safety at extension 2911. Callers must give as much information as possible to the police dispatcher.

3.4 NOTIFICATION TO RESPONDERS

Police dispatch will begin to notify the proper internal and external emergency responders, including the Director of University Police or on-duty police supervisor, and, if necessary, the Risk Manager. The Director of University Police will inform the appropriate University Administrators.

The following positions have been issued access badges and numbers including a wallet and a lanyard version, and shall have unlimited/unrestricted access to critical incidents on campus:

• Chancellor 301
• Provost/Vice Chancellor Academic Affairs 302
• Associate Provost 303
• Vice Chancellor for Student Services 304
• Vice Chancellor for Administrative and Fiscal Affairs 305
• Vice Chancellor of University Advancement and Relations 306

The above positions shall have the authority to will decide upon their arrival which non-emergency response employees shall have access to the scene. They will also assume the responsibility to determine continued access by non-emergency responders to the incident, using available resources for guidance (Directors or others who have informed input to contribute). In the absence of an administrative representative, the senior on-site responders shall determine access. In some situations, this may be a senior emergency responder from other emergency response providers including fire chiefs and other local law enforcement senior staff.

Directors of department that may have been affected by the crisis will be notified so that those departments can provide expertise in managing the crisis situation.

3.4.1 CONTACTING NON-EMERGENCY EMPLOYEES

Once an administrative representative from Section 3.4 has determined the approved non-emergency response employees that may be called to a scene (See Section 3.8), a list will be compiled, forwarded to, and maintained at the University Police dispatch center. Non-emergency response personnel will be informed to report to the dispatch center where they will be provided with a coded access badge that must be worn at all times in the designated emergency area. The in and out time of the badge, the badge number and the individual responsible for the badge will be recorded and maintained at the dispatch center.

To expedite contact with high level non-emergency employees including all departmental directors, these employees will submit emergency contact information including home and cell phone numbers that will be compiled and maintained at the University Police dispatch center. All director level staff will also receive a laminated wallet card with the summarized emergency contact information for all directors.

3.5 CONTINUOUS ASSESSMENT OF THE SITUATION

Beginning with the first responders to the scene, all responders must keep their supervisors apprised of current situation. Responders should try to forecast the direction and consequences of the situation in order to summon additional resources should they be needed. Continuous assessments will allow for better management of the crisis situation.

3.6 INTERNAL COMMUNICATIONS

A key element in successfully managing a crisis is maintaining good communications between the various departments and personnel responding to the situation. Information must flow rapidly up and down the lines of communication. Whenever possible, a chain-of-command will be established and used for communicating in a crisis. This will insure that supervisors and administrators are fully informed of the situation and are getting the information from the appropriate person. Documentation of activities is part of the internal communications process. Documentation is required for the recovery phase when insurance claims, civil or criminal charges, and/or other legal or financial matters are addressed and should be assigned to specific individuals.

3.7 EXTERNAL COMMUNICATIONS

During a crisis, all external communications will be under the direction of the Chancellor or his/her designee. University Relations will work closely with the Chancellor and others directly involved in the communications process. All requests for information from the media should be referred to University Relations. University Relations will, in conjunction with the Chancellor, direct the media to appropriate spokespersons. External communications with emergency responders will be handled by the University Police. Communications with contractors needed to restore facility operations will be coordinated by the Director, Facilities Management in conjunction with any affected Program Revenue facility operators. Records of all requests for assistance must be maintained.

The University's procedures for communications management are discussed in detail in Administrative policy #55, "Crisis Communication Plan", also included as Appendix A to this plan.

3.8 LOGISTICAL SUPPORT

Logistical support functions must be pre-planned especially in crisis situations of long duration. Provisions must be made for the staging and deployment of materials and personnel required to respond to the crisis. Departments and units most closely related to the particular resource needed will coordinate the acquisition of those resources. For example, Food Services would coordinate feeding students and emergency responders if needed. Residence Life would locate temporary housing. University Police would provide site security including crowd and traffic control. Student Health&Counseling would coordinate additional counseling services. Facilities Management would coordinate the acquisition of emergency lighting, generators, etc. and designate staging areas for such equipment. These departments should develop and maintain contingency plans which will allow them to adequately support operations during a crisis and the ensuing recovery.

3.9 RECOVERY

When the cause of the crisis situation has been eliminated and the situation brought under control, the focus will turn to restoration of the campus to pre-crisis conditions. As in all phases of crisis response, documentation of items lost, expenses incurred, and actions taken, is critical. If in doubt, write it down. The recovery phase will involve calculating losses, filing claims, rebuilding and making repairs, paying contractors, counseling victims and responders, and critiquing the University's overall response.

4.0 CRISIS RESPONSE ROLES

This section presents an overview of the roles of key personnel during response to a crisis situation. Some of this information has been discussed Section 2.0 above.

4.1 UPPS DISPATCH

University Police dispatch is the communications hub for many of the crisis response functions. The dispatcher receives initial notification of events, relays information to the Director University Police and /or on-duty police supervisor and the Risk Manager. The dispatcher also requests assistance from outside emergency response units as needed and as directed by competent authority.

4.2 DIRECTOR OF UNIVERSITY POLICE

The Director of University Police will evaluate the severity of the crisis event and notify the appropriate University Administrators, and will act as an advisor to Administration Officials. The Director will also oversee University Police operations during a crisis response. The Director may delegate his authority to the on-duty police supervisor.

4.3 RISK MANAGEMENT

The Risk Manager will evaluate safety issues that arise during a crisis response and act as an advisor to the university administration. The Risk Manager will also serve as the Incident Commander during the initial response to a hazardous materials incident until relieved by the local fire department or hazardous materials response team. The Risk Manager will also review and revise this program yearly or as necessary.

4.4 DIRECTOR, FACILITIES MANAGEMENT

The Director of Facilities Management (in conjunction with affected facility operators) will coordinate the timely repair of University facilities affected by a crisis situation and act as advisors to the university administration. The Director or Assistant Director will also coordinate with outside contractors when necessary.

4.5 DEPARTMENT REPRESENTATIVES

During a crisis response, department representatives may be called upon to provide their experience and expertise regarding facilities, equipment, or operations under their control. Departmental representatives should, to the extent possible, take action in their areas to prevent loss of life, property, and damage to the environment.

4.6 VICE CHANCELLOR FOR UNIVERSITY RELATIONS

In consultation with the Chancellor, the Vice Chancellor for University Relations and Advancement will coordinate all communications with the media and the general public during a crisis situation as outlined in the University's "Crisis Communication Plan".

4.7 CRISIS MANAGEMENT TEAM

When formed by the Chancellor, the Crisis Management Team will advise the Chancellor and coordinate the University's actions in the event of a crisis. The Crisis Management Team will consist of the following members of:

• Chancellor
• Provost
• Associate Provost
• Vice Chancellor, Administrative and Fiscal Affairs
• VC for University Relations And Advancement
• VC of Student Services
• Assistant to the Chancellor

Other members of the university community may be added as deemed necessary by the Chancellor. When a crisis event affects the student population, student leaders may be selected for participation on the Crisis Management Team.

4.8 CHANCELLOR

The Chancellor, as the chief executive of the University, is ultimately responsible for all University operations including crisis management. During the Chancellor's absence, the Provost assumes these responsibilities. The Chancellor will form the Crisis Management Team when event information indicates a team is warranted.

4.9 SUCCESSION OF AUTHORITY

In the event that both the Chancellor and the Provost are unavailable, the first available person from the following list will assume leadership of the University until relieved by someone higher on the list or by the Chancellor or Provost.

• Vice Chancellor, Administrative and Fiscal Affairs
• Vice Chancellor, Student Services and Dean of Students
• Vice Chancellor, University Relations and Advancement
• Associate Provost

4.10 FACULTY AND STAFF

Faculty and staff will receive an emergency guide book entitled “Ranger Emergency Guide� which describes actions they should take in the event of various emergencies.

5.0 TYPES OF EMERGENCIES

Categories of potential emergencies that may affect UWP include natural occurrences, mechanical failures, hazardous materials incidents, and acts of violence. Note that an emergency may not necessarily present a crisis situation. Non-crisis emergencies will be handled through normal standard operating procedures. Examples of specific emergencies are listed by category below.

NATURAL OCCURRENCES

• Snowfall
• Flooding
• Tornado
• Lightning
• Temperature extremes
• Fire
• Rabid or dangerous animals

HAZARDOUS MATERIALS INCIDENTS

• Chemical spill
• Biological agent release
• Radiation leak or spill
• Virulent disease outbreak
• Explosion
• Natural gas leak

MECHANICAL FAILURES

• Heating/cooling loss
• Power loss
• Equipment fire
• Structural collapse
• Telephone outage
• Computer virus
• Elevator entrapment
• Vehicle accidents

ACTS OF VIOLENCE

• Rape, robbery, assault
• Rioting
• Acts of terrorism
• Murder, suicide
• Bomb threats
• Kidnapping, hostage taking
• Gang activity
• Civil disturbance

6.0 GENERAL PROCEDURES

This section is an overview of general procedures to be used during an emergency or crisis situation. Additional considerations for each of the four categories of emergencies listed above are presented in Section 7.0.

6.1 INITIAL REPORTING

Anytime an emergency situation is observed, individuals are to report the emergency to University Police at extension 2911 from the nearest point at which it is safe to do so. In the event of a fire, the fire alarm system should be activated at fire alarm pull station. If it is safe to do so, take action to protect the lives of others. For example, warn people not to enter the affected area, assist injured people from the scene, or direct emergency responders.

6.2 NOTIFICATION OF RESPONDERS

Upon receiving an emergency call, University Police dispatch will send an officer to investigate the emergency. The officer will evaluate the situation and request additional resources if required. If the emergency is serious, the dispatcher will then notify the following:

• Director of University Police
• Sergeant
• On-duty senior police officer
• Risk Manager
• University responders ( i.e. Facilities Management, affected departments )
• Outside emergency responders

University responders will respond to the University and decide whether outside contractors are needed in order to address the crisis situation. University Police will call for help from outside emergency response forces such as police, fire, emergency medical technicians, or hazardous material responders.

The University Police and, as necessary, the Risk Manager, will apprise the appropriate University administrators (Vice Chancellors, Provost, Chancellor) of the emergency or crisis situation.

6.2.1 NOTIFICATION OF NON-EMERGENCY UWP EMPLOYEES

Should non-emergency UWP employees need to enter an established emergency scene, they must first report to the UPPS dispatch center to register and receive an emergency responder identification badge. The number of the badge will be provided to on-scene responders so they are informed of other UWP employees that have been approved to enter the scene.

6.3 FORMATION OF CRISIS MANAGEMENT TEAM

Based on the recommendations of key University personnel and other available information, the Chancellor (or designated representative) will determine if the situation warrants the formation of the Crisis Management Team. Once formed, the Crisis Management Team will use the Incident Command System to manage the crisis. The Incident Command System is a standard method of responding to emergency situations. Emergency response organizations and their responders are all familiar with the Incident Command System. The Incident Command System is a flexible, expandable framework that may be used to manage incidents of any type or size. The five major functions are shown below.

When forming the team, the Chancellor (or designated representative) will determine who the team members will be, where they will meet, and will assign the members to specific Incident Command System responsibilities. (See below.) Depending on the circumstances, one person may be assigned to more than one functional responsibility.

Incident Command System Functional Responsibilities

Command (Crisis Management Team)

• Manage Incident
• Make Strategic Decisions
• Responsible for Results

Command (Support) Staff

• Liaison Officer - works with other agencies
• Information Officer - works with media
• Safety Officer - prevention of unsafe acts

Operations

• Responsible for getting the objective accomplished.
• Restores services, repairs damage, etc.

Planning

• Evaluates current status of incident
• Forecasts course of incident
• Prepares plans of action

Logistics

• Provides facilities, supplies and support i.e. communication, transportation, medical, food service, etc.

Finance

• Responsible for financial records associated with the incident
• Handles insurance claims and recovers costs when possible

6.3.1 Additional Assignments

In addition to the standing members of the team, the Chancellor may assign other members of the university community to join. Other members might include (but are not limited to) the following:

• Academic Deans
• Director of Facilities Management
• Director of University Police
• Risk Manager
• Director of Residence Life
• Director Health & Counseling Services
• Controller
• Director of Business Services
• Chief Information Officer
• Faculty/Student Governance Representatives
• Department Heads
• Clerical (documentation, record keeping, etc.)

6.4 CONTINUOUS ASSESSMENT AND COMMUNICATIONS

During the course of the emergency or crisis, responders will continually assess and forecast the situation in order to anticipate needed resources. Communication will be established between all parties involved in the response, and information will be relayed up and down the lines of communication. Responders will keep their supervisors updated, and supervisors will communicate with University Police, Crisis Management Team, and affected departments.

6.5 DOCUMENTATION OF ACTIVITIES

Responders must document all activities undertaken and all losses incurred as a result of any emergency or crisis. Records of work orders, work schedules, overtime, invoices from outside agencies, and repair costs will need to be kept for possible future claims for reimbursement.

6.6 RECOVERY PHASE

When the cause for the emergency has been eliminated, the University must be restored to pre-crisis conditions. FM will begin the process of rebuilding or repairing facilities. The Risk Manager will assist in completing and filing claims for property damaged as a result of the crisis. Affected departments will make arrangements to continue their functions by finding new space or acquiring temporary facilities as described in the departmental level COOP plan. The Crisis Intervention Team will arrange for counseling of University members who may need it. The CMT will conduct debriefings and critique the overall response.

6.7 CANCELLATION OF CLASSES/CLOSURE OF THE UNIVERSITY

In accordance with University Administrative Policy #10, "Campus Closing/Class Cancellation Policy", during an emergency or crisis situation, classes may be canceled but the University will not normally be closed. A crisis event may result in the closure of certain facilities. The status of employees working in those areas will be determined by the Chancellor in consultation with Directors and/or Department Chairs.

The Chancellor may cancel classes whenever it is deemed necessary and at any time during the day. When possible, class cancellations should be made prior to the start of classes with enough lead time to allow for advanced notification. Normally, a decision to cancel classes will be made by 6:00 a.m. Cancellation of classes does not necessarily constitute a crisis situation (i.e. snowstorm). However, class cancellations may arise from a crisis situation (i.e. explosion.)

7.0 ADDITIONAL CONSIDERATIONS FOR SPECIFIC TYPES OF EMERGENCIES

The four different categories of crisis situations may be successfully managed using the general procedures above. However, each type of crisis has some additional considerations that must be taken into account. These considerations are described below for each of the four categories.

7.1 NATURAL OCCURRENCES

Many natural occurrences are predictable or provide sufficiently advanced notice that they may be easily managed using normal standard procedures. Examples of such emergencies are snowfall and temperature extremes. Other emergencies such as fire and tornadoes give much less warning and are extremely dangerous to life and property.

Response to fires and tornadoes can be effectively managed by using the general procedures outlined above, and by taking into account the following additional considerations.

7.1.1 Fire

• Sound the Alarm by pulling a fire alarm pull station.
• Evacuate the building by the nearest stairwell, do not use elevators. Occupants not able to use stairs should proceed to and wait at a designated "Safe Haven" location until rescuers arrive.
• Call 2911 from safe location to report the fire.
• Prevent non-emergency personnel from entering the building.
• Never re-enter a building until the all clear is given.

Evacuation procedures and responsibilities of faculty and staff are described in detail in Administrative Policy #19, "Emergency Evacuation Responsibilities". The "Safe Haven" Program and maps showing the location of Safe Havens in university buildings can be found at http://www.uwp.edu/admin/safety/safehaven.cfm

7.1.2 Tornado

• After a tornado watch has been issued, stay alert for the tornado warning siren. When the warning siren sounds, a tornado has been sighted in the vicinity.
• FIRE ALARMS WILL NOT BE ACTIVATED FOR TORNADOES.
• Take immediate shelter in a designated tornado shelter.
• Remain in the shelter until the all clear is given by UPPS.

Designated Tornado Shelters

Academic Complex - Molinaro, Greenquist, Wyllie, Communication Arts	D-2 Level
Animal Care/Greenhouse	Restroom, 114
Sports & Activity Center	1st floor, locker rooms
Facilities Management	1st floor, center of building
Child Care Center	Rooms D107/D109
Heating & Chilling Plant	D-2 level, tunnel entrance
International House	Interior, under sturdy furniture
University Apartments	Bathrooms, or if safe to do so, go to A or B Apts. of Bldg. 4 – 7.
Ranger Hall	Bathrooms
Pike River Suites	Bathrooms
Student Health & Counseling Services	Center of building
Student Union	D-2, Recreation Center
Tallent Hall	1st floor, center or restrooms
University House	Basement

Detailed information on responding to tornado alerts and warnings can be found in Administrative Policy #39, "Tornado Warning and Alerts Policy".

7.2 MECHANICAL FAILURES

Most mechanical failures provide little in the way of a warning. Many mechanical failures do not result in a crisis situation and can be addressed by normal maintenance procedures. However, some mechanical failures, due to the circumstance and severity, may result in a crisis situation. For example, a brief power outage might not be a crisis event but, an extended power outage could result in a crisis event. Similarly, the loss of heating or cooling capabilities would not be a crisis during periods of mild weather but, would be during periods of temperature extremes. Additional considerations for two of the more likely mechanical failures are listed below.

7.2.1 Power Failures (greater than 30 minute duration)

FM is the lead department responsible for restoring power. The following actions will be taken to address an extended power outage.

• Determine extent of outage, i.e. which buildings are affected.
• University Police will notify areas critically affected by power loss including: Health Services, Food Services, Student Union, Science Departments, Computing Support Center, Housing, etc.
• Personnel from affected departments will coordinate with Facilities Management to take measures to prevent damage to temperature sensitive items.
• Decisions on class cancellation or building closures will be made by the Chancellor in consultation with appropriate administrators.

7.2.2 Heating/Cooling Losses (during periods of temperature extremes)

Facilities Management is the lead department in charge of restoring heating/cooling. The following actions will be taken to address a heating or cooling loss.

• Portable fans or heaters will be used to the extent practical.
• Efforts will be taken to protect vulnerable and critical building contents (Animal care specimens, laboratory materials, food, etc.).
• Decisions regarding cancellation of classes, closure of buildings, or relocation to other areas will be made by the Chancellor in consultation with appropriate administrators.

7.3 HARARDOUS MATERIALS INCIDENTS

Spills or releases of hazardous materials which are minor in nature or size, do not present a hazard to those in the area, and which can be safely cleaned up by personnel in the area are not considered emergency situations. Spills or releases of hazardous materials of a nature or size that present a hazard to those in the area or cannot be safely cleaned up by trained personnel in the immediate area are to be considered emergency situations.

Only personnel that meet specific regulatory health and safety training requirements may provide containment and cleanup response to hazardous materials incidents. Additional considerations for hazardous materials incidents are listed below.

• Activate a fire alarm pull station to evacuate the building, if necessary.
• Report spill to University Police extension 2911 and give as much detail of the spill as possible.
• If possible, shut down air handlers serving the area to prevent the spread of contamination.
• Prevent others from entering the area/building.
• Meet emergency responders at a safe distance from the scene to brief them on the specifics of the situation.
• The Risk Manager will be the Incident Commander until relieved by fire department or hazardous material response team. In the absence of the URMO, the highest ranking police officer on-duty will be the Incident Commander.
• The University's Incident Commander will summon outside emergency responders when the situation warrants such action.
• Waste generated as a result of a spill cleanup must be containerized and held for proper disposal.
• Cancellation of classes, closure of buildings, or relocation of personnel will be at the Chancellor's discretion in consultation with appropriate administrators and emergency responders.

7.4 ACTS OF VIOLENCE

Any act of violence may result in the development of a crisis situation. In order to successfully respond to such a crisis, it is important to consider the points listed below in addition to the general procedures.

• Report all acts of violence immediately to University Police at extension 2911 giving as much information as possible.
• Those reporting acts of violence should do so from a safe place, avoiding contact with perpetrators of violent acts.
• University Police will be the lead agency involved in responding to acts of violence.
• University Police will request help from outside law enforcement agencies when the crisis situation warrants such action.
• Acts of violence tend to attract media attention. Therefore, it is important that the Director of University Police (or designated representative) keep the Chancellor and the Vice Chancellor for University Relations fully informed of the situation.
• Evacuation of buildings or areas on campus may be ordered by the Director of University Police or other law enforcement agencies called upon to assist the University.
• The Chancellor may cancel classes or close all or part of the University in consultation with law enforcement and appropriate University administrators.

Administrative Policy # 60, "Bomb Threat Policy" should be referenced for additional information on specific campus response procedures for bomb threats.