Crime Alert: Crime Alert-Off Campus Incident MORE INFO

Department Basic Crisis Management Plan

I. PURPOSE

This section provides information about the communications services in the EOC and for the campus.

II. SITUATION

1. Each situation will present a different action by the communications group. The scope and depth of communications expands in direct proportion to the nature and extent of the crisis.

2. Resources available in a crisis are limited to present communication capabilities. Available resources would be used for each crisis.

3. Baxter Hall, Paul B. Johnson Commons and the Alumni House are designated as communications centers during a crisis. The order of use, based on the crisis, is as noted.

III. ASSUMPTIONS

1. Communications equipment and facilities on the campus will be required to communicate with crisis personnel and city, county, and state emergency services.

2. Telephone and two-way radio service are the primary means of communications. Baxter Hall (for telephone service) and Physical Plant and Campus Police (for radio communications) are the communications providers for the campus.

3. Baxter Hall is the central location of campus telephone communications facilities. If the main switching system fails, another small telephone switch is installed and operational in Paul B. Johnson Commons.

IV. CONCEPT OF OPERATIONS

A.

General - Communications capabilities must be properly coordinated, tested, and exercised to ensure peak performance in a crisis.

B.

Phases of Management

1. Mitigation

Determine what communications resources will be required.

Identify all communications resources on campus.

Plan and train personnel for maximum use of communications facilities.

Coordinate communications.

2. Preparedness

Develop plans and standard operating procedures.

Conduct tests of equipment and repair as needed.

Arrange/conduct training for personnel.

Maintain supplies and inventory for emergency use.

Locate and identify alternate sources of equipment and supplies not located on the campus.

3. Response

Activate communications systems as needed for crisis.

Maintain communications systems on a 24-hour basis until emergency is over.

4. Recovery

Maintain emergency communications systems as long as necessary.

Scale down operations as warranted.

Clean, repair and perform maintenance on communications equipment.

V. ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES

A. Organization - Organization chart shown below.

B. Responsibilities

Communications Leader -- Supervise all activities within the campus.

Telephone Operators -- Provide directory assistance for calls as needed and relay official statements from University administration regarding emergency.

Clerical Staff

1. Maintain a message system for emergency team members.

2. If warranted, maintain a message system for students and volunteers.

3.Keep records of messages received and transmitted for backup purposes.

4. Keep records of problems and solutions of EOC for incorporation into plan at a later date.

VI. DIRECTION AND CONTROL

A. The Chancellor's Office is the overall authority of the EOC.

B. The Communications Leader is under the direct supervision of the Chancellor's Office and is responsible for activities and establishment of facilities in the EOC.

C. Lines of Succession: Chancellor Executive Vice Chancellor

VII. ADMINISTRATION AND LOGISTICS

Communications Protection

1. Telephone System

Lightning--Generally accepted lightning protection for telecommunications systems is used for the telephone switch.

Electrical Outages--The telephone switch operates on DC voltage from a battery system. This system has a natural gas generator that maintains charging capabilities during power outages. The generator will be converted to operate on either natural gas or gasoline for backup purposes.

2. Exercise

The plan should be exercised annually to determine the readiness of personnel, equipment, and communications facilities.

The Chancellor will designate when this exercise will occur.

VIII. PLAN & DEVELOPMENT

Developing a more comprehensive internal plan and exercising that plan as needed is a priority.