EDITED DRAFT FOR JAA 2007
REPORT TO THE AUDIT SUBCOMMITTEE OF THE
BOARD OF TRUSTEES ON EMERGENCY PREPAREDNESS AT
XAVIER UNIVERSITY
Update: February 16, 2006
Goal: Establish a model for emergency planning, processes and procedures on the
Xavier campus that results in:
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Prevention, education and awareness programs
Response protocol for a variety of emergency scenarios
Multiple business continuity plans that 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/Communications and 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.
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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.
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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
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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 Hamilton County 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.
Hamilton County 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.
 Hamilton County 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.
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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.
o Satellite Operations Center: A backup facility is being developed on
campus in the Alumni Center. 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.
o Off-Site Reciprocal Agreement: Dorinda Giles is working with John
Carroll University 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:
 Regular and 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.
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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
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