Crisis Management at Xavier University

EDITED DRAFT FOR JAA 2007

REPORT TO THE AUDIT SUBCOMMITTEE OF THE

BOARD OF TRUSTEES ON EMERGENCY PREPAREDNESS AT XAVIERUNIVERSITY

Update: February 16, 2006

Goal: Establish a model for emergency planning, processes and procedures on theXavier campus that results in:

Prevention, education and awareness programs
Responseprotocol for a variety of emergency scenarios
Multiple business continuity plansthat allow the campus to return to normal operations as quickly and efficiently as possible

Background: Following the devastation of Hurricane Katrina, an Emergency Response Team (ERT) was established to assess whether Xavier is prepared to handle a natural or man-made disaster on campus. In November, the ERT submitted a report to the audit subcommittee of the Xavier University Board of Trustees, outlining the priorities, current procedures and goals of the five major focus areas of an emergency: Campus Police, Physical Plant, Residence Life, Public Relations/Communicationsand Information Resources. The ERT continued to meet, research, benchmark, and participate in conferences related to this topic throughout December and January. As a result of our work, we recommend that Xavier develop a more systematic and focused emergency response plan that is monitored, updated and tested on a regular basis.

Types of Emergencies:

Natural or Man-made Disasters: These include immediate threats such as fire, explosion, terrorism, injury to person or persons, crimes in progress, power outages, broken water pipes, suspicious package or person, construction accident, tornadoes, earthquakes or other severe weather, etc… or threats that result in long term loss of essential services.
Campus Controversy: These may be immediate or simmering threats such as alleged drug use, cheating, sexual harassment, racism, arrest of student, faculty or staff, lawsuits against individuals or the University, rape, ongoing crime, suicide, campus protests, neighborhood concerns related to Xavier students or campus activities, student athlete issues, etc…
Ongoing Controversy: These include simmering situations such as problems or delays with a major construction project, NCAA violations, problems within the Catholic Church, moral or ethical dilemmas that contrast with our Catholic tradition, etc…

While all types of emergencies are important and need to be monitored, the recommendations and action steps described in this report focus on disasters/emergencies.

Recommendation:

Reorganize the Crisis Management Team established in 1997 to include a policy committee made up of University vice presidents and a response team made up of staff most often on the front line of a crisis with authority to make decisions quickly. The response team will meet on a regular, ongoing basis. Consistent communication between the two groups in every stage of planning as well as during an actual crisis is essential.

Emergency Management Committee:

David Dodd, vice president for information resources

Roger Fortin, provost and academic vice president
Richard Hirté, senior vice president for financial administration
Leo Klein, vice president for mission & ministry
John Kucia, administrative vice president
Gary Massa, vice president for university relations
Ron Slepitza, vice president for student development

Emergency Response Team (ERT):

Tom Barlow, director for auxiliary services, risk management/liability insurance
Tony Birckhead, director for health and counseling
Chief Mike Couch, campus police
Dorinda Giles, associate VP for information systems and services
Lori Lambert, director for residence life
Kelly Leon, director for public relations
Dave Lococo, associate director for operations
Steve Owen, associate director for environmental health and safety
Doug Ruschman, director for web resources and services
Bob Sheeran, associate VP for facility management
Kandi Stinson, associate vice president for academic affairs
Skip Tate, director for editorial services
TBA, director for campus ministry

Outlined below are some of the actions taken thus far as well as the ERT’s recommendations and capital and recurring cost estimates for those items necessary for long-term institutional readiness.

Action Taken:

Partnering with HamiltonCounty for disaster preparedness testing and training: Chief Couch has developed and maintains positive relationships and mutual aid agreements with local law enforcement and emergency personnel. HamiltonCounty is in the process of building a new training and testing headquarters. Sometime after April ’06 we expect to work with county emergency workers on training and testing exercises on-campus.
HamiltonCounty emergency communication network: Campus police recently purchased eight 800 MHz radios that will enable them to communicate with any law enforcement and fire agency throughout Greater Cincinnati.
Campus environment risk evaluation: The office of risk management and department of physical plant worked with Cincinnati Insurance Loss Control Division to conduct a “risk evaluation” on 15 selected buildings on campus, which measured occupancy exposures, construction, fire protection systems and life safety control measures. This report is on file in risk management and physical plant.
Disaster recovery sites for computer-related infrastructure and systems.
SatelliteOperationsCenter: A backup facility is being developed on campus in the AlumniCenter. This site will enable the University to recover critical systems within 3 to 7 days if the main computer center is rendered unusable. Estimated completion date is June 1, 2006. The total cost estimate to provide this capability is estimated at $300,000. To date, $75,000 has been spent. Capital and recurring funds to complete and maintain this project are needed.
Off-Site Reciprocal Agreement: Dorinda Giles is working with JohnCarrollUniversity to develop a reciprocal agreement outlining the protocol and steps to be taken in the event either school suffers a loss of core computer facilities.
Emergency website: Doug Ruschman has created an emergency website that can only be activated in the event of a crisis on campus.
Communication Training: Several members of the offices of public relations, marketing and web have been trained and have the access needed to post information on the University website, campus-wide e-mail and campus-wide voicemail.

Long Term Recommendations:

PHASE ONE:

Recommendation 1: Establish a position that is accountable for planning, developing, overseeing and coordinating a campus process for the development, implementation and maintenance of the University’s crisis/disaster and business continuity plans.

Justification:

Regularand frequent communication and coordination is needed among University-wide offices directly involved in crisis management, response and business continuity.
The need for regular and frequent testing is among the most critical lessons learned from Hurricane Katrina as revealed in interviews with those universities directly affected by the hurricane. Such crisis preparedness on behalf of students, faculty and staff takes focused planning and direction.
Monetary support for a number of Xavier’s emergency preparedness and response needs might be available through federal funding. The person in this position will research, apply for, administer and report on the progress of federal money.
This position could be instrumental to the implementation of the campus master plan in regard to reducing and managing liability and risk as well as consideration of possible crisis to our campus.

Recommendation 2: Purchase BOWMAC crisis management software for use by Xavier Campus Police, the ERT and others as needed.

Justification:

This is a web-based planning and incident management tool designed specifically for the needs of colleges and universities.
The system is endorsed by the International Association of Campus Law Enforcement Agencies (IACLEA) and it complies with the “Homeland Security Presidential Directive” that requires the utilization of the National Incident Management System (NIMS) for all local, state and federal agencies.
BOWMAC offers templates for an incident command system, critical incident response and mutual aid.

Cost Estimate: $15,000 start up and $650 annual cost

Recommendation 3: Establish an Emergency Operations Center (EOC) on campus.

Justification:

A fully equipped command center needs to be readily available for ERT and EMC operations in the event of an emergency.
This center must be equipped with back-up power and communication equipment to facilitate the needs and responsibilities of ERT and EMC members.

Cost Estimate: To be determined