Detailed Emergency Response Plan

Table of Contents


It is the goal and purpose of this emergency response plan to ensure, to the maximum extent possible, the safety and security of those associated with George Fox University in the event of an emergency. Clearly, the potential always exists for an emergency that will require careful and timely decision-making in order to protect lives and reduce property loss. Further, it is intended that the effective implementation of this plan in an emergency situation will minimize damage to the university's reputation, mission, and good standing in the community while providing any and all services that are necessary to maintain the physical, emotional, spiritual, and financial well-being of the university and its visitors, students, faculty members, staff members, and administrators.

George Fox University is committed to timely and honest communication with internal and external constituents within the boundaries of legal and privacy restrictions. To ensure the effective implementation of this plan, all personnel designated to carry out specific responsibilities are expected to know and understand the policies and procedures outlined in this document and supporting documents. The emergency response to any major crisis will be conducted within the framework of this plan except when directed otherwise by the president or his or her Executive Leadership Team. The plan includes a chain of command that establishes the authority and responsibilities of various members of the George Fox community. This document should be seen as a living text subject to changes and modifications as the university environment changes.


An emergency is defined as a sudden state of danger that occurs unexpectedly and demands immediate action to protect the health and safety of individuals within the institution and the university itself.

The George Fox community may face many types of emergencies, including the following:

Students/Faculty/Staff/Guests may face many types of emergencies, including the following:

This list is not all-inclusive, but provides a sampling of the types of issues that could escalate from a state of emergency into a crisis situation for George Fox.

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Responsibility and Control

The Emergency Response Plan (ERP) is under the executive control of the president of the university and under the operational direction of the vice president for student life working with the safety coordinator. When an emergency situation arises, the president will activate the Emergency Response Plan. Use of university personnel and equipment will be utilized to provide protection for:

The manner in which university personnel and equipment will be utilized will be determined by the Critical Incident Response Team (CIRT) under the direction of the vice president for student life. The Emergency Response Plan will remain in effect until the president or designated representative deems the university shall return to normal operation.

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States of Emergency

The following level definitions should be used as a guide for defining the magnitude of an emergency incident and the possible impact on the physical plant, employees, and students of George Fox. The definitions of the emergency potential on a university campus are transitory. Each emergency must be evaluated according to its particular characteristics and a decision of the proper action to take at that time.

Emergency Level Definitions

  1. Level I Emergency

    Definition: An unplanned event that may adversely impact or threaten life, health, or property on a large scale at one or more locations within George Fox. Control of the incident will require specialists, in addition to George Fox and outside agency personnel. Long-term implications are likely.


    • Serious hazard or severe threat to life, health, or property.
    • Resolution of incident involves multiple community and county agencies as well as multiple levels of university personnel.
    • Major evacuation involving relocation of students and/or university personnel.
    • Duration of the event is unpredictable.
    • Security procedures to protect evacuees and property are established.
    • Medical needs planned for using university and community resources.
    • Command post established.
    • Communications center established to coordinate media and university related communications.
    • Long-term recovery plan established.
    • Written report prepared.
    • Incident critique involving all agencies involved.

    Examples: Major fire in a campus building affecting over 20% of the building; water main break affecting a campus building; loss of heat or power to multiple buildings; a chemical release causing the evacuation of one or more buildings.

  2. Level II Emergency

    Definition: An unplanned event that may adversely impact or threaten life, health, or property within a single area. Control of the incident is beyond the capabilities of university employees. Outside agency assistance is necessary.


    • Resolution of the incident involves both George Fox and outside agency personnel.
    • Evacuation is short term and affects immediate localized area only.
    • Duration of the incident is a maximum of eight (8) hours.

    Examples: Small fire; suicide; water main break involving most of a building or one which threatens critical services; an odor requiring evacuation; loss of heat or power to a building.

  3. Level III Emergency

    Definition: An unplanned event that is not likely to adversely impact or threaten life, health or property. Control of the incident is within the capabilities of George Fox employees and the duration of the incident is short term.


    • Incident resolved by George Fox employees.
    • An outside agency may be involved as a precautionary measure or in accordance with George Fox policy.

    Examples: Automatic fire alarm; localized water pipe break affecting a portion of a building; a localized undetermined odor problem; inclement weather; missing student; medical/illness outbreak.

General Operations

  1. Mitigation

    Participating in the mitigation phase will include, but not be limited to the following:

    • Formation of the Crisis Management Team (CMT) to include the vice president for student life, director of strategic communication, chief technology officer (CTO), vice president for finance, provost, environmental safety coordinator, director of Campus Public Safety, director of regional sites, dean of student services, dean of community life, and ASC vice president.
    • Clear division of responsibilities within the CMT.
    • Annual meeting scheduled to review the Emergency Response Plan and revise as appropriate.
    • Periodically scheduled meetings throughout the year to participate in tabletop exercises to talk through potential emergency scenarios.
    • Review the Emergency Response Plan with members of the staff and faculty and provide emergency response training to as many members of the George Fox community as possible (including first aid and CPR).
    • Encouragement of all members of the George Fox community to be vigilant and to pass along information on situations that they believe may lead to an emergency.
    • Safety "walk-throughs" conducted on a regular basis by plant services and public safety staff and prompt follow-through to repair or replace any damaged or malfunctioning safety fixtures or equipment.
    • Identification of members of the George Fox community with special skills in the areas of emergency medical response, search and rescue, and crisis response.
  2. Preparation

    While it is true that the University may not be able to prevent an emergency, with preparation an emergency can be managed. Initial steps for preparation include but are not limited to:

    • First aid supplies, radios for communication, and emergency response supplies (e.g., face masks, rubber or plastic gloves, batteries, emergency generators, flashlights, cell phones, blankets, emergency food and water) will be maintained in good condition at an accessible location (Plant Services Building and Klages Dining Hall). Generally, food and water supplies in reserve should last for the first 72 hours of a crisis situation. Tilikum will be an additional source of water in a crisis situation.
    • Testing of fire alarms and emergency lighting in all campus buildings every six months.
    • Regular scheduling of evacuation drills that are well publicized to the George Fox community.
    • Ongoing emergency response training for the Critical Incident Response Team. This includes conducting tabletop exercises on a regular and ongoing basis as well as appropriate and reasonable NIMS (National Incident Management System) training.
    • Opportunities for CPR, First Aid, and regional Community Emergency Response Team training will be advertised and promoted to key George Fox staff members.
    • Establishment of emergency communications networks (departmental or crisis response phone trees . . . see appendix, radio and TV announcements), including provisions to set up an off-campus information response center (Plant Services Building or Portland Center) to respond to questions and disseminate information.
    • Develop and distribute evacuation plans for short and longer-term scenarios (including emergency food, water and housing for campus community members unable to go home).
  3. Response

    In response to the emergency and disaster situation, George Fox University will do the following:

    • Provide appropriate personnel and resources.
    • Document the location and condition of all persons injured.
    • Contact other agencies when help is needed.
    • Provide appropriate information to the media.
  4. Recovery

    In order to facilitate the recovery from an emergency situation, George Fox University will do the following:

    • Restore all services to a level of normal operations.
    • Provide for the controlled termination of assistance from other agencies.
    • Continue to provide appropriate information to the media.

CMT Responsibilities

In the event of a University emergency, the president (or his/her designee), as crisis team leader and spokesperson, will call a CMT meeting which will be convened and coordinated by the VPSL who functions as the IC (Incident Commander). In the president's absence, the back up is the provost or any on-campus VP, with the director of plant services or environmental safety coordinator as the alternates.

As a group, the responsibilities of the first meeting include:

  • Identifying a senior staff member who is responsible for gathering information based on where the problem originated (Emergency Manager)
  • Gathering information
  • Assessing the situation
  • Drafting a statement
  • Identifying possible future scenarios
  • Identifying appropriate third-party support (experts, potential allies, etc.)
  • Assessing the need for additional resource, including external help
  • Providing complete documentation of the nature of the crisis and its handling by the university

Broadly, the responsibilities of the IC, should a crisis occur, are as follows:

  1. Activate Crisis Response Phone Tree (departmental phone tree referenced earlier and contained in the appendices)
  2. Contact the Campus Switchboard Coordinator
  3. Contact Campus Public Safety
  4. Establish the Emergency Operations Center. This will serve as the central location for all communication, meetings of the CMT, strategy sessions, etc. It will be located in Stevens 101. If this room is unavailable because of the nature of the crisis then the back-up facility will be the Plant Services Building or Portland Center. Each of these facilities will be equipped with caller display phones and appropriate computers for email and internet use. In addition, student, faculty/staff, as well as official phone directories will be available. Each of these rooms will have the appropriate technology preprogrammed with voice mail and email lists of people who need to be informed of the status of the crisis and its corresponding management.
  5. Establish the Media Services Room. This room will serve as the location for media personnel to meet with appropriate university representatives for the dissemination of corresponding information. Furthermore, this room will be available as a headquarters for media personnel for the duration of the crisis. Phone and computer access will be available.
    • Primary location: Edward Stevens Center (STV) 101
    • Secondary location: Bauman Auditorium Greenroom
  6. Conference with the president or Executive Leadership Team member-in-charge as necessary about the situation and seek consultation with Executive Leadership Team members when critical decisions need to be made.
  7. Contact the director of strategic communication for implementation of media protocol procedures (see Media Protocol Appendix).
  8. Contact the provost who will arrange for any interruption in the campus class schedule and determine if a faculty meeting is to be called for the purpose of disseminating information that needs to be communicated to classes. The provost will insure that instructors directly impacted by a tragedy or fatality will receive timely notification.
  9. Contact the VPSL who will oversee communication with family members and the student community. He or she will determine the staff member who will serve as contact person for each constituency and determine what facts need to be revealed to ensure that the situation is handled with the utmost respect and care.
  10. Communicate with the director of the Health and Counseling Center and other appropriate personnel as necessary.

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Individual Areas of Responsibility

  • Activate the Emergency Operations Center and call a meeting of the Crisis Management Team (CMT)
  • Assess the situation
  • Ensure that immediate life safety actions have been taken
  • Develop an Incident Action Plan
  • Ensure that the CMT is aware of campus condition and needs
  • Provide for public information dissemination
  • Call daily (or more frequent) update meetings of the Crisis Management Team
  • Submit a follow-up report
  • Point person for gathering questions, finding new information useful to dealing with the emergency, and disseminating that information as appropriate
  • Determine which emergency groups are available for immediate deployment
  • Prioritize all requests for assistance
  • Deploy emergency groups to life threats and to protect property
  • Assist in developing the Incident Action Plan and deploy resources to meet the requirements of the plan
  • Monitor all operations for safety and effectiveness.
  • Keep the Incident Commander (IC) informed
  • Request additional resources as required
  • Handling follow-up report
  • Designates spokesperson for the university
  • Liaison to legal counsel along with VP for finance
  • Liaison to Board of Trustees
  • Make calls for third party support
  • Determine timing and appropriateness of any all-campus meetings
  • Be available as a back-up to take calls from media and general public
  • Maintain a visible presence to help calm the campus community
  • Serve as first backup to president as spokesperson for the university
  • Provide information to individual donors, foundations, public giving agencies and friends of the university
  • Be available as a backup to take calls from the general public, the media and individuals with close association with members of the George Fox community
  • Be prepared to serve as spokesperson for the university if designated by the president
  • In the event of an injury to or death of a student, serve as liaison to police, hospital and the family
  • Provide health and counseling services and referrals to local health providers for members of the George Fox community in need of such services
  • Be a visible presence on campus to help maintain calm and order
  • Assist any members of the George Fox community needing emergency housing or relocation
  • Work with the environmental safety coordinator to develop an emergency response training program for members of the campus community
  • Be available to take phone calls from students and their families and initiate phone calls when appropriate
  • Be prepared to serve as spokesperson for the university if designated by the president
  • Activate the university phone tree
  • In the event of an injury to or death of a faculty member, serve as liaison to police, hospital and the family
  • Supervise Institutional Technology to assure that as far as possible, phone and email communication is functioning
  • Be available as a backup to take calls from the general public, the media, students, faculty and family of students or faculty
  • Be prepared to serve as spokesperson for the university if designated by the president
  • Liaison to legal counsel along with the president
  • In the event of an injury to or death of a George Fox employee or visitor, serve as liaison to police, hospital and family members
  • Provide information to staff members (log contacts for assessment)
  • Liaison to appropriate insurance agents and governmental agencies
  • Supervise the Emergency Preparation section of the Emergency Response Plan and assure that all elements of such preparation are in place
  • Work with the VPSL to develop an emergency response training program for members of the campus community
  • Update and monitor Mutual Aid Agreements (City of Newberg/Police/ Fire; American Red Cross, etc.)
  • Ensure adequate supplies (flashlights, blankets, equipment, food, water, etc.) and modify ERP accordingly
  • Assess and contain damage to George Fox facilities
  • Contact appropriate utility companies
  • Estimate time line for repairs
  • Assist claims adjuster in damage inspection
  • Determine if extra staffing is needed for facilities or to assist with security
  • Help assess the severity of the emergency and assist in coordinating the efforts of outside agencies, including local, state and federal police and emergency response agencies
  • Supervise evacuation of campus facilities as necessary
  • Supervise campus public safety officers to help assure as calm a campus atmosphere as possible and to move individuals who are not a part of the George Fox community away from the campus
  • Assist emergency response agencies in the communication of instructions to the campus community 
  • Overall responsibility for handling phone calls and scheduling backups, including organizing and circulating a schedule for phone coverage
  • Draft a general information statement that can be used as a basis for a letter or memo to constituents or as a press release
  • Provide a daily update sheet to staff and faculty
  • If determined necessary by the team, issue a public statement in the form of a press release
  • Screen calls from the media (keeping a log of media calls) and, if necessary, forward media calls to the president (or backup) for a statement
  • Monitor events and provide additional background material to the media
  • If necessary, organize a press conference
  • Warn people in the area of responsibility of the need to evacuate OR of a building lockdown
  • Evacuate self and others to a safe evacuation area when dictated by the situation
  • Notify the appropriate officials of the type of incident and its location
  • Assess the situation
    • Assess the condition of the evacuation area
    • Account for all people in the area of responsibility
    • If possible, determine location of missing persons
    • Request additional assistance (be specific)
  • Provide information to area of responsibility as directed
  • Warn people in the area of responsibility of the need to evacuate
  • Evacuate self and others to a safe evacuation area
  • Notify the appropriate officials of the type of incident and its location
  • Assess the situation
    • Assess the condition of the evacuation area
    • Account for all people in the area of responsibility
    • If possible, determine location of missing persons
    • Request additional assistance (be specific)
  • Conference with Dean of Community Life/Associate Dean of Students as necessary
  • Provide information to area of responsibility as directed

Declaring a Campus State of Emergency

  1. The authority to declare a campus state of emergency rests with the president, or in his absence, the provost.
    • During a State of Emergency the Incident Commander/VPSL, with the president's authorization, shall place into immediate effect the appropriate procedures to meet the emergency and safeguard persons and property insofar as it is possible. The VPSL shall immediately consult with the president and/or his or her Executive Leadership Team regarding the situation and the possible need for the declaration of a campus state of emergency. The Office of Marketing and Communication is responsible for the release of all information outside of the campus and in most instances for campus wide announcements.
    • When the declaration is made, only registered students, members of the administration, faculty and staff and emergency personnel are authorized to be on campus. Those who cannot provide proper identification proving their legitimate business on campus will be asked to vacate the premises.
    • Only those members of the administration, faculty and staff who have been assigned CMT responsibilities will be allowed to enter the designated emergency area including the Emergency Operations Center (EOC).
    • In the event of earthquakes, aftershocks, fires, storms, or major disaster on or near the campus, or involving university property, plant services personnel will be dispatched to determine the extent of the damage to any university property.
  2. During an emergency, Edward F. Stevens Center (STV) 101 will serve as the Emergency Operations Center, except in cases where that location is not secure because of its proximity to the danger (in which case the Plant Services building will function in this capacity). In all cases the Emergency Operations Center (EOC) should be located outside of the danger zone. The EOC will function as the location where the CMT members coordinate all communication. The Environmental Safety Coordinator will designate an unlisted telephone number for communication between key emergency response personnel.
  3. The VPSL will provide notification of the emergency situation to all appropriate primary CMT members. These team members will then notify necessary individuals within their sphere of activity and responsibility.
  4. The director of strategic communication or her/his designee will respond to media inquiries, issue news releases and all-campus announcements, and designate one central location for meeting with on and off campus media personnel. These meetings may also include essential emergency personnel.

    Note: No press conferences or media releases will take place until a briefing involving key CMT members has taken place and all available, releasable information has been evaluated and organized. The press release should be approved by the Incident Commander prior to dissemination.

Emergency Plan Priorities

If the situation is clearly a level I or level II emergency, the director of Campus Public Safety or in his absence, the officer on duty, will contact appropriate emergency agencies. If an emergency situation begins to escalate, appropriate administrative personnel will be notified and necessary action will be initiated to respond to the changing conditions. Once outside agencies arrive on the scene (i.e., Fire Department, Emergency Management Agency personnel, etc.) these agencies will assume control of the operations.

The CMT will concentrate efforts on Priority 1 Objectives until those objectives are substantially met. Priority 2 and 3 objectives will be addressed as resources become available. The CMT will keep a written record of all activities and decisions.

Priority 1 Objectives

  1. Contact and request necessary emergency services
  2. Medical Aid – evaluate medical services available and direct rescue forces regarding location of treatment facilities for injured.
    • Providence Newberg Hospital
    • George Fox Health and Counseling Center
    • George Fox Athletic Trainer and Staff
    • George Fox Nursing Faculty and Students
  3. Fire Suppression – evaluate fires or fire hazards and use resources to control and evacuate.
    • Newberg Fire Department
    • Mutual Aid and Automatic Aid resources from outside the Area
    • Volunteer forces
  4. Search and Rescue – appoint search and rescue teams and acquire transportation vehicles and equipment required. Check elevators for occupants.
    • George Fox Public Safety Personnel
    • Volunteer Forces
    • Plant Services (equipment)
    • Newberg Fire Department
  5. Communications Network – establish a communications network using available resources –
    • George Fox University website (
    • Telephone (Communication Services)
    • Operations Radio (Plant Services and Campus Public Safety radios broadcast on UHF frequencies 464.575 & 464.325
    • Broadcast Radio (KFOX 530 AM)
    • Campus Computer Network
    • Chehalem Valley Amateur Ham Radio Group
    • Messengers (volunteer forces)
    • R.A.s and Residence Life Staff
    • FoxAlert Emergency Alert
    • Update City Emergency Services on conditions as situation progresses
  6. Utilities Survey – evaluate conditions of utilities and shut down or restore as able (gas, electric, steam, water, sewer).
    • Plant Services
    • Portland General Electric
    • Northwest Natural Gas
    • Newberg City Water Department
  7. Hazardous Substance Control – survey critical area and secure or clean up as needed (radioactive, biological, and chemical).
    • George Fox Chemical Hygienist
    • Newberg Fire Department and the regional hazardous materials team (Tualitin Valley Fire and Rescue).
    • Environmental Safety Coordinator

Priority 2 Objectives

  1. Facility Survey – evaluate facilities for occupancy (residential units have priority; identify and seal off contaminated areas)
    • Environmental Safety Coordinator
    • George Fox Food Services
  2. Shelter – identify usable housing structures and organize personnel moves as needed
    • George Fox Food Services
    • Student Life
    • Plant Services
    • Tilikum Center for Retreats and Outdoor Ministries
  3. Food/Drinking Water – identify supplies and establish distribution system
    • George Fox Food Services
    • Student Life
    • Plant Services
    • Tilikum Center for Retreats and Outdoor Ministries
  4. Sewer System – evaluate sewer system and identify resources that can be used (develop latrines as needed)
    • Plant Services
  5. Communications – establish a communications system with the campus community and advise everyone regarding availability of basic services
    • KFOX
    • Bullhorns
    • George Fox Campus Public Safety
    • Campus Computer Network
    • R.A.s and Residence Life Staff
    • FoxAlert Alerts
  6. Animal Control – contain/control and care for experimental animals on campus
  7. Criminal Activity Control – establish police security system to control crime
    • George Fox Campus Public Safety
    • Newberg Police Department
    • Volunteers
  8. Psychological Assistance – establish a system to deal with case of mental/psychological distress
    • George Fox Health & Counseling Center
    • Campus Pastor/Student Life
    • Local church staff
    • Psy.D. faculty and students
    • Counseling Department faculty and students
    • Nursing students

Priority 3 Objectives

  1. Valuable Materials Survey – identify, survey, and secure valuable materials on campus
    • Library/Museum/Art Department Staff
    • President/Development Staff
    • Volunteers
  2. Records Survey – identify, survey, and secure all George Fox University records
    • Business Office staff
    • Registrar staff
    • Financial Aid staff
    • President/Development staff
    • Admissions staff
    • Academic Offices staff
    • Institutional Technology staff
  3. Academic Survey – survey academic departments and determine requirements to begin academic operations
    • School Deans
    • Department Chairs
    • Faculty
  4. Supplies and Equipment – develop system to review flow of supplies and equipment from outside

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General Evacuation Information

Situations requiring evacuation could include but are not limited to the following:

In the event of a fire alarm, public safety officers are dispatched to the location of the alarm to lead the evacuation effort. In the event of fire, elevators are not to be used.

Evacuation Procedures

The purpose of these recommendations is to provide guidelines in the event an area evacuation becomes necessary.

  1. Units first on the scene must decide whether immediate evacuation is necessary or not. This decision can be made independently, in consultation with other officers, or by information received at the scene.
    1. Immediately designate the area to be evacuated. The evacuation will require a door-to-door check of the facility. ( Important note: If a working fire, smoke, or other evidence of combustion is present, under no circumstances will anyone except fire service personnel equipped with self-contained breathing apparatus (SCBA) enter any structure).
    2. Move all evacuees to a staging area (most likely Wheeler Gymnasium), and begin a census to establish that the evacuation is complete.
  2. Evacuation of the Physically Challenged – In the event that physically challenged individuals are involved in an evacuation effort, the public safety officers at the scene will make every attempt to lead them to safety. The director of disability services should be consulted in developing a plan for these evacuations and establishing accountable procedures to ensure that everyone needing assistance has been evacuated. For more detailed instructions and guidelines regarding the evacuation of a person with a disability, please refer to Appendix D.
  3. Short Term Evacuations
    1. Students are moved to the nearest safe housing lounge.
    2. Students are moved to the nearest safe non-housing lounge.
    3. Support services are employed (emergency food, showers, medical or disability related needs are arranged as needed).
  4. Medium Term Evacuations
    1. If Wheeler gymnasium or another large building is available, this location is acceptable. When necessary, the local chapter of the American Red Cross is a valuable resource for such items as cots and blankets.
    2. Students are assigned to lounges and other university public area spaces that can be satisfactorily arranged.
    3. Students are assigned to vacant spaces in the housing system.
    4. Students are assigned to crowded spaces in the housing system.
  5. Long Term Evacuations
    1. All items under Medium Term Evacuations are initiated unless a substantial part of the campus is under an evacuation order.
    2. Local high schools or neighboring colleges may be able to assist with housing. Again, the local chapter of the American Red Cross should be enlisted for assistance and advice.
  6. Refuge Shelters: The University shall identify appropriate shelters as needed.

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Documentation of activities and an accurate recording of actions taken during an emergency will be done by all personnel involved. The Environmental Safety Coordinator will be in charge of compiling all data and records for publishing in the final report.

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Emergency Operations Plan Maintenance

In order to ensure that George Fox University maintains proper operational capabilities, plan review and revision will be considered an ongoing function. The VPSL in conjunction with the CMT will be responsible for this task on an annual basis.

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Emergency Checklist

  1. Have persons been evacuated?
  2. Does the area need blockaded?
  3. Is appropriate medical attention being provided?
  4. Are the president, his/her Executive Leadership Team, and the VPSL aware of the situation?
  5. Has repair crew been notified?
  6. Have the director of Campus Public Safety and the director of Plant Services been notified?
  7. Has the Fire Department been called?
  8. Has Law Enforcement been notified?
  9. Has the on-call list been executed?
  10.  Have emergency valves or proper valves to shutdown or reroute gas been identified and located?
  11.  Is supplementary housing for victims or families needed?
  12.  Have witnesses to the crisis been identified?
  13.  Has outside help been requested?
  14.  Has communication been established?
  15.  Have parents/family members been notified about injuries/deaths?
  16.  Is the situation under control and has the possibility of recurrence been eliminated?
  17.  Has the media been dealt with?
  18.  Have Board of Trustees members been notified?

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Emergency Information Procedures

When a Crisis Occurs:

  1. Notify the president to call a meeting of the Crisis Management Team members. The group should meet as soon as possible and determine a course of action.
  2. If there is any possibility of the university being involved in legal action during or after the crisis, it is imperative that those involved immediately begin a chronology of what happens (when, who was involved, what was discussed, etc.). This document of record is a vital chronicle of events.
  3. The VP for Finance should speak with the university's attorney and ensure availability as our "attorney of record" during the duration of the crisis.
  4. Draft a brief statement stating that the institution is aware of the situation, is investigating the details, and will provide more information as it is known. Attempt to determine when more information will be available.
  5. CMT members should meet with staff members in their area to inform them of the situation and to provide a written statement of what has occurred. They should reiterate that rather than answering questions from the public, staff members should refer questions to the appropriate crisis team members. If appropriate, staff members can share information from the university's public statement and should let interested parties know where to turn for more information. (i.e., "This is what we know at this point . . . We are investigating and should have more information at 4 p.m. if you'd like to call back then.") While our policy is "no speculations, no sharing of 'unofficial' news," our concern is also to keep the community informed and up to date. Let the public know the facts and when we should know more detail. Unless they are a designated spokesperson, staff members are not to answer questions from the media.
  6. To better assess the situation, all calls are logged on a tally sheet. When appropriate, record address (or phone number) on an inquiry tracking form and send background information.

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