ࡱ>  4bjbjWW u55,o<<<<<$```P\ `y94<<<8888888$[; >V 9<TTT 9<<<<9fffTR<<<<8fT8ffT6D8<)68=9<y976c>>,8><D8f%/ 9 9y9TTTTc> :  POLICY AND PROCEDURE Procedure: CRISIS COMMUNICATION PLAN Policy No.: 4.23 Department: Administrative Services Contact: Director of Environmental Health, Safety and Security Policy As a member institution of the Nevada System of Higher Education, Ĵý is committed to the safety and security of all employees, faculty, students, and visitors. The responsibilities, procedures and practices stated in the emergency procedures manual apply to all Ĵý employees, faculty, students and visitors. All employees will be held responsible for implementation of any and all necessary emergency procedures. Each employee will conduct himself or herself in a manner that adheres to the practices and program guidelines to ensure the safety of all. The key to effective emergency procedures to protect life and property is a crisis communication plan, which is outlined in the procedures below. Procedures 1.0 Contact PrioritiesPrior to enacting the crisis communication plan the initial responders should begin activating the GBC emergency procedures plan (4.21). The first step should be to ensure everyone is safely out of the building or sheltered within a building. First contacts should be with the City police/sheriff and fire (911) so they may begin their response. Those persons contacted immediately after that should be the buildings & grounds manager (or on-duty buildings & grounds) and the director of environmental health, safety & security (or on-duty security) or the campus director. Upon contacting 911, the buildings & grounds and safety & security departments or campus director shall determine the extent of the situation. The next contacts will be to the executive officers in the following order; the vice president for business affairs, the vice president for student services, or the vice president for academic affairs, the president and the deans for the area of the incident. Title FunctionWork PhoneFIRST TO BE CALLEDBuildings & Grounds Manager SecurityEmergency Contacts, Building Emergency Shutoffs, Room Scheduling Evacuation, Secure location, assist emergency responders 775.753. 2369 775-934-4923  Vice President for Student Services Vice President for Business Affairs Vice President, Leader, Spokesperson, Legal Vice President, Leader, Spokesperson, Financial  775.753. 2282 775-753-2181  NEXT TO BE CALLED President or Administrator-in-Charge  Leader, Legal Spokesperson  775.753.2265Vice President for Academic Affairs Vice President, Leader, Legal, Spokesperson, Centers Coordinator775.753.2266 Dean of Applied Science  Physical Classroom Arrangement Assist Vice Presidents  775.753.2217Dean of Health Science and Human Services Institutional Advancement DirectorPhysical Classroom Arrangement Assist Vice Presidents Public Information Officer, Press Releases775-753-2135 775.753.2260 CALL DEPENDING ON THE TYPE AND LOCATION OF THE EMERGENCYHousing Coordinator775-934-5422Computer Services Coordinator775.753.2220 Interactive Video Coordinator  775-753-2306 Child Center Director 775.753.2290Ely Center Director 775.289.3589Winnemucca Center Director 775.623.4824Battle Mountain Center Coordinator775.635.2318 Pahrumph Valley Director BCN Risk Management  775.727.2017 775-682-6107 OTHER GROUPS TO BE NOTIFIED Chancellor 775.784.4901 (Reno) 702.889.8426 (Las Vegas) Board of Regents 775.784.4901 (Reno) 702.889.8426 (Las Vegas) NSHE Legal Counsel 775.784.4901 (Reno) GBC Foundation Board Members To be contacted by Foundation director. Advisory Committees As applicable to incident. City Council for Campus affected All Faculty and Staff not notified above CHARTIS Crisis Response Team 1-877-244-3100 2.0 Crisis Procedures 2.1 Crisis Group Meeting Place. In the case of a crisis at the Elko campus, the Crisis Group will meet in one of the following: Presidents Conference Room/Berg Hall Chilton Circle Modular The group will meet in Berg Hall if safety is not compromised. If Berg Hall is unsafe, the group will meet in the Chilton Circle Modular security office. Satellite centers will meet in their center if it is safe to use. If the building is not safe or travel to the center is not safe then the center director will notify all responding personnel of an alternative location. 2.2 Crisis Communication Steps 2.2.1 Handle immediate needs Follow the emergency procedures as indicated in the GBC Policy and Procedure Guide, 4.21. Decide how the short term immediate notice will go out to affected members of the campus community: Rave Mobile, Website Notice, email, calling trees, etc. 2.2.2 Identify the crisis Safety Employee problems Community concerns Pending lawsuits Regulatory crisis Program or school closing Layoffs Financial concerns Death or serious illness of the president or other key executives Activist protests Other 2.2.3 Critical questions to be answered (if applicable) What is the main issue of the potential crisis, and which department(s) will need to respond? How might the crisis escalate, and what would be the range of this escalation? building(s), faculty, staff and/or students, community and advisor groups. Is the college in violation of any regulatory, local, state or federal statues and what could be the implications? Fines, forced closure of a portion of the campus, mandated remodel/alterations before reopening is approved. What are the legal ramifications? Does the crisis involve environmental concerns or affect the safety of the community? What could be the short- and long-term effects on the college? Its ability to continue operating effectively? How would finances be affected? Continued work levels for faculty and staff? Dorm housing? What impact, if any, will the crisis have on students and/or the local and regional community and their perception of Ĵý and its services? How might donors be affected by the crisis? What knowledge do our employees have regarding the potential issue/crisis, and how will this affect future students? Get the facts to faculty, staff and students. Stop any rumors by mandating that only the president (or designated V.P.) and/or the Public relations director makes statements to the media. How much and with what intensity will the media be interested in such a crisis? Is the crisis just the tip of the iceberg of a much larger and potentially more damaging crisis? Is it important for the college to examine the issue and see if it can lead to or point to even greater problems such as known safety concerns, simmering employee relations problems, and other potential "cans of worms?" 2.2.4 Strategic Communication Questions What strengths does the college possess in relation to the potential crisis? How might the college minimize the issue? Impact? Can the college form a coalition with others to attack the issue or crisis? Who can help the college and how (potential allies)? Who might stand to gain from the college's misfortune, and how should this be handled? Who, outside the college, can be a resource or offer assistance? What speech or public awareness opportunities does the college have related to the issue? What additional information or research does the college need on the issue? What backgrounds have been developed on the subject? Is this an incident that would benefit from the Chartis Crisis Response program? 2.2.5 Decide which channel of communication best serves key public persons and the public at large. News conference Press releases Teleconferencing Interactive video Telephone calls Personal visits Interoffice memos First-class letter Emails Faxes Overnight mail Advertisement 2.2.6 Drafting statements Outline key messages Draft statements that will be used answering important questions engendered by the crisis. 2.2.7 Determine Logistics for Crisis Situation From the Main Crisis Communication team determine which of the following functions each person will be assigned. Communication with employees Telephone operation Communication content Communication backup Sensitive material copying assignment Rumor management inside/outside the college Addressing college customers Coordination of college with the hospital for gathering information on conditions Ensure hospital protects individuals from media intrusions Coordinate information with the college/hospital/media Coordinate emergency transportation to off-site campuses if needed Coordinate with Fire Department and Sheriff/Police for assistance Site coordination Spokesperson Spokesperson backup. 2.2.8 Log calls All calls should be logged and comments recorded in case follow up is required. 2.2.9 Working with the press With a crisis communication action plan in motion, the college can be active rather than reactive: the college will be more able to manage the message, misinformation will be limited, the college image will be maintained. (In control of situation, helpful, sympathetic, etc.) The media may serve as additional resource channel to key public officials. 3.0 Afterwards3.1 After the Crisis. Evaluate, with the Crisis Communication Team: what went right, what worked, what didn't work. Revise the plan for future needs. 3.2 Recovery and Rebuilding. In crises that required the closing of one or more campuses, each campus should stay in contact with officials as appropriatelaw enforcement, fire and safety, chancellors office, Nevada Division of Health, etc. When each campus believes the majority of their staff are able to return to work, the campuses must determine the best method to resume normal functions. Similar to the emergency procedures plan it will be important to return all administrative staff and faculty to the campus a few days prior to the return of students. This will permit time to ensure all systems are fully up, running and functional. It will also provide time for those personnel to catch up on work they may have been unable to do. It will also permit rescheduling of all rooms and course locations. Notification to employees for return to work should be done as directly as possible such as via telephone or email. The director of institutional advancement will be responsible for releasing information to the local newspapers, radio stations and television stations in each community about the return to work date for employees, the return date for students and the opening of all campus services to the public. Before the campus reopens, the executive team and those who normally provide input will need to make recommendations and determinations of how the lost time during the closure will be made up. Depending on the timing in the semester and the length of closure there may be a need to continue courses into the summer or winter break to make up the required number of weeks. This decision should be made in conjunction with what other campuses in the NSHE decide to do and what the NSHE board of regents approves. Date adopted: June 2, 2003 Approved by Presidents Council: October 23, 2007, December 10, 2013 Contact the assistant to the president for any questions, corrections, or additions.     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