NCE’s 2023-2024 fiscal year, illustrating how the College is following through with our commitment to the betterment of education on both a local and national level.
CRITICAL INCIDENT PREPAREDNESS PLAN
March, 2026
National Louis University Crisis Management Plan
This Crisis Management Plan was reviewed with and approved by the National Louis University’s Leadership Team Cabinet on May 26, 2026 and also reviewed with and approved by the Emergency Response Team in their monthly meeting on May 15, 2026.
A Message from President Nivine Megahed:
The students, faculty and staff of National Louis University (NLU) are our greatest assets. Your health and safety come first, and with you in mind, we are committed to preparing, preserving, and protecting your well-being as members of our diverse campus community. Our dedicated team of emergency management professionals assess risk and take proactive steps to address situations that could escalate to an emergency on campus. The Emergency Response Team is consistently developing plans on how to best prevent, prepare for, respond to, and recover from any incident that might affect our uni versity’s daily operations. As part of our preparation efforts, the team regularly conducts drills and simulations with departments across campus to ensure the NLU community is ready to respond quickly and effectively in emergency situations. Critical incidents and emergencies can occur at any time; suddenly and without warning. Proper planning is essential to minimize the impact of such incidents on the university community, operations, and facilities. To ensure the health and safety of NLU’s community, it is vital for everyone to share the responsibility of knowing what to do if an incident requires an emergency response. Let’s work together to ensure your safety and the safety of those around you. Please take a moment to familiarize yourself with the University’s Critical Incident Preparedness Plan. If you have any questions or concerns, please don’t hesitate to reach out to any member of the Critical Incident Response Team.
AT NLU, your health and safety always come first.
Sincerely,
Nivine Megahed, Ed.D. President
Contents
Section Overview
Page
5 6 8 9
Chapter 1 – Critical Incident Response Team
Chapter 2 – University Campuses
Chapter 3 – General Critical Incident Response Plan Chapter 4 – Contacts and Notifications for Emergency
14 17 19 30 30 31 33 35 36 37 38 40 42 45 46 49 50 53 55 56 57 59
Chapter 5 – Crisis Management – General
Chapter 6 – Communications Plan
Chapter 7 - Specific Critical Incidents Preparedness Plans:
Building Emergency Procedures
• •
Building Evacuation
• Assisting Physically Challenged Persons
Shelter In Place/Lockdown
• • • • • • • • • • • • • • •
Medical Emergencies
Injured Community Members Fire Prevention and Response Hazardous Materials Incidents
Natural Hazards Bomb Threats
Active Shooter, Acts of Terrorism
Utility Failures
Epidemic/Pandemic
Health and Medical Services Critical or Suspicious Behavior Civil Disturbance or Demonstration Breaking up Fights & Use of Force
Elevator Emergency
Overview This document provides a management framework for responding to critical incidents or disruptions that may threaten the health and safety of the National Louis University (NLU) community or disrupt its programs and operations to ensure an effective, efficient and timely response to crisis situations that may occur. Since an effective response depends on having an informed campus community familiar with expectations and procedures for crisis preparedness and response, all members of the University Community should be familiar with the Plan. The purpose of the Plan is to serve as a guideline for implementing an effectual response to crisis situations by: 1. Providing guidance for emergency operations and the utilization of all available NLU and government resources for the protection of lives, property, and the continuance of NLU operations in the event of a natural or man-made disaster or emergency. 2. Outlining the duties and responsibilities of departments and/or individuals during NLU emergency operations. 3. Establishing guidelines for emergency planning and coordination of activities relating to disaster prevention and mitigation, preparedness, response, and recovery as related to local, county, state and federal governments. 4. Assigning responsibilities for specific duties and activities related to emergency operations and disaster recovery. No plan can cover all scenarios in which emergency action may be needed; therefore, the plan is fluid and adaptable. NLU recognizes that any institution can be exposed to many different hazards, all of which have the potential to threaten the health, safety, and welfare of its students, faculty, staff, and guests. Because of this wide variety of hazards this Critical Incident Preparedness Plan is designed to provide the framework for an institutional response to any incident that threatens the University as a whole. While many of the incidents outlined in this plan are commonly associated with large scale disasters or emergencies, this plan also facilitates the management of critical incidents that may be smaller in nature but, require a coordinated University response to meet the needs of our community while modeling our core values. The University understands that as a higher education institution we have a significant responsibility to prepare for any threat to our community and prepare a response to complement the anticipated emergency services response to a campus emergency or critical incident. Through this plan, we aim to provide specific and general guidance to provide emergency aid for the campus, such as safety assessments, search & rescue, repairs, sheltering, counseling, and other support. With these assumptions in mind, this Critical Incident Preparedness Plan establishes a Critical Incident Response Team (CIRT) that ascertains the scope of an incident and advises the University President. The CIRT is outlined in the next section.
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CHAPTER 1 Critical Incident Response Team (CIRT) Composition The University’s President is ultimately responsible for all emergency responses and will delegate that responsibility to an Incident Commander (IC) in his/her absence. The President has formed a Critical Incident Response Team (CIRT) who is authorized to perform response activities under their direction. The CIRT establishes response strategies and tactics, deploys resources and initiates the emergency recovery process. The designated CIRT leader, also known as the “Incident Commander (IC),” is primarily the Director of Public Safety. While the Incident Commander is currently the Director of Public Safety, it is understood that others should be developed and trained to assume the duties of the Incident Commander. These two to three volunteers should be identified by the President and undergo training as developed by the Director of Public Safety. Once the training has been completed, the Public Safety Director will make a recommendation to the President to certify them as an Incident Commander. While it is always preferred to have a certified Incident Commander attached to an incident, one may not always be available. If a certified Incident Commander is not available, then the highest-ranking University official will assume the role until one is designated by the President.
CIRT response actions are guided by the University ‘s overriding priorities: 1. Protect Life 2. Prevent damage to the University’s infrastructure and property 3. Meet community needs and resume operations
The following comprise the CIRT and the names of each are identified in the Addendum to this document:
1. President 2. Incident Commander or Designate
3. Vice President of Finance)/Director of Public Safety – Will Assume the role of Incident Commander if available. If not, the Directors of Facility Management and Campus Facility Managers will fill that role. 4. Directors of Facility Management and Campus Facility Managers 5. Provost or Designate
6. Vice President of Communications or Designate 7. Faculty Representative (Faculty Senate Chair) 8. Chief Information Officer or Designate 9. Vice President Human Resources or Designate 10. Student Affairs and Wellness Team
The above team will have primary responsibility for emergencies at all Chicago area campuses. For emergencies that involve the Tampa campus, the above team will be augmented by the following team who are on site in Tampa: 1. Executive Director – EOC Designate 2. Director of Academic Operations – Provost Designate 3. Staff Representatives
Each of the CIRT responsibilities are identified below: • President – has the ultimate responsibility for decision making in an emergency.
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• Incident Commander (IC) – directs all aspects of the University’s response under the direction of the President, including the evacuation and relocation, as may be necessary • Vice President - Finance – This individual currently serves as the Director of Public Safety and will also help to ensure the initial communication and direction of all members of the CIRT is occurring as it should and has responsibility for authorizing mutual support needs and for coordinating financial resources for response and recovery operations. • Directors of Facility Management and Campus Facility Managers - Manage the response of the security guards (in Chicago), the floor wardens, coordination of CIRT and emergency messaging through coordination with all other personnel. Also has the responsibility of furnishing and directing staffing and equipment to cordon and maintain security in the affected area; conduct search and rescue operations; maintain crowd control and establish traffic flow routes; direct large-scale evacuations and assist police and fire as appropriate; make sure buildings are operating as appropriate including HVAC, etc., and also furnish and direct manpower and equipment for restoring buildings to functional use. In the absence of the IC at a particular campus, these individuals have the responsibility to fill in as the IC. In times of evacuation, these personnel have the responsibility to ensure all areas have been vacated as appropriate by checking classrooms, bathrooms, labs, etc. • Provost or Provost Designate – has the responsibility of informing and assigning responsibility to the faculty. • Vice-President of Communications – has the responsibility for coordinating the needs of the outside media and for providing news releases to the Public and coordinating the reception of calls from parents and family members of students. • University Faculty Counseling Representative – has the responsibility to provide counseling and behavioral support to the team and will help in the analysis of behavioral situations and counseling for those needing support. • Chief Information Officer or Designate – has the responsibility to ensure that the systems and systems back up plans are operating effectively as part of the emergency response and to ensure that the various methods (phone, broadcast, etc.) set up for affecting the emergency warning and notification are working properly. • Vice-President Human Resources or Designate – has the responsibility to coordinate the communication with employees and provide legal counsel and other resources as may be required. Depending on the crisis, membership of the above team can/will be adjusted to include other campus administrators as needed. All parties keep the University’s President or the IC informed throughout the process to ensure coordination and proper response is occurring. All members of the CIRT must be knowledgeable of the other members of the CIRT and a phone listing is distributed regularly to all members of the CIRT as well as all key members of the University Leadership Team on a regular basis.
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CHAPTER 2 University Campuses
Because of its geographic location, population concentration, high-rise buildings, rail, air and highway traffic, and other risk factors, NLU is exposed to many hazards, some of which have the potential for disrupting the University community and causing widespread damage and casualties. Possible natural hazards include, but are not limited to tornadoes, floods, fires, winter storms, and hurricanes. There is also the threat of terrorism related activities associated with biological, nuclear, incendiary, chemical, and explosive weapons as well as risks of an active shooter situation. Other disaster situations could develop from a hazardous materials accident, conflagration, major transportation accident, civil disorder, disease or other unknown threats. These issues are addressed in this document.
The University is a private not-for-profit institution that serves about 13,000 students annually from its four campuses and offsite locations as follows:
Chicago, Illinois: o
•
122 S. Michigan Building – We own floors 2-6 (About 133,000 square feet) of a 21- story building owned in a condominium type of arrangement – Serves about 3,000 students annually o 18 S. Michigan Building – We own floors 1-8, 10, 11, and 12 (about 150,000 square feet) of a 12-story building owned in a condominium type of arrangement – Serves about 3,000 students annually • Wheeling, Illinois – We own this 3-story building (About 89,000 square feet) – Serves about 1,000 students annually • Lisle, Illinois – We lease All 3 Floors (About 56,000 square feet) of a leased building – Serves about 500 students annually • Tampa, Florida – We lease parts of Floor 1 of a 3-story building in Tampa (About 24,000 square feet) – Leased – Serves about 1,000 students annually In addition to the risks identified throughout this Plan, the following specific risks accompany each of these campuses: • Chicago – The Chicago campus is in an urban area on Michigan Avenue across from Millennium Park which can be the sites of protests from time to time. • Wheeling – The Wheeling campus is in close proximity to an airport, a hotel and an early childhood center • Lisle – The Lisle campus has the risks brought on by a nearby gas main • Tampa – The Tampa campus has the risk of hurricanes being in the Gulf coast region as well as the risk of being in close proximity to airports.
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CHAPTER 3 General Critical Incident Response Plan
This plan was designed with simplicity in mind. The basic structure can be easily incorporated by every member of the campus community and will provide a measure of confidence concerning quick and organized activation of limited resources during times of extraordinary events. The objectives of the University’s emergency response are to: • Facilitate the provision of emergency services in conjunction with appropriate first responders including medical assistance, rescue, fire protection, and police protection for life and property within the affected area. • Restore utilities and services within the stricken area in an orderly and timely manner. • Facilitate, provide, and coordinate shelter and mass care during and after the emergency in cooperation with the Red Cross and other organizations. • Keep the public informed of the status of emergency operations. • Promote the process of recovery from the effects of disaster situations. The implementation of the response plan incorporates the following priorities into its course of action: 1. Protect Lives Required Actions — Control the crisis/secure emergency assistance; evacuate affected areas of the campus; the CIRT ensures community members receive needed assistance and remain safe; establishes a communications network; surveys critical areas and then secures and/or performs clean-up of such areas as allowed and as needed. 2. Protect Infrastructure and Property Required Actions — Secure additional supplies/resources/assistance as needed; evaluate facilities for occupancy – move personnel and students as needed; establish communications system with campus community to announce information regarding services; establish police/security presence as needed. 3. Meet Community Needs and Restore Operations Required Actions — Secure vital records and materials; survey academic departments and determine requirements and timelines for re-establishing operations and occupancy; review flow of supplies, equipment, and assistance from all sources including emergency recovery through mutual aid arrangements, with either other institutions or local businesses. Provide available space to external agencies (Red Cross, National Guard, media, etc.), assist adjacent campus organizations (local hospitals, city services, etc.), as well as neighboring residents. Ensure psychological strains of crisis are tended to for victims, responders, and NLU community. The Emergency Operations Center (EOC) For every emergency, an EOC will be designated and Critical Incident Response Team members will report to this primary Emergency Operations Center (EOC) location, or the alternate site if it is determined that the primary location presents a safety hazard, to coordinate decisions and resources. At the time of each emergency, the Incident Commander will designate the location of the EOC at that particular campus. For the various campuses, the following locations will normally be used for the EOC location:
Campus
Primary EOC
Alternate EOC
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Chicago
Board Room, 122 S. Michigan Ave., 2 nd floor Facilities Office, 1 st floor Facilities Office, 1 st floor Main Conference Room, 1 st floor
Daily Grind, 18 S. Michigan, 1 st floor Public Forum Room, 1 st floor Public Forum Room, 1 st floor
Lisle
Wheeling
Tampa
Incident Commander’s Office, 1 st floor
EOC equipment and supplies (laptops, cellphones, printers, chargers, in-ear monitors, D-Tens, etc.) are maintained and stored by the Department of Public Safety, and this role is fulfilled by the Facilities departments at each campus. The Department of Public Safety is responsible for the planning and general management of the EOC facility and its resources. They will assemble appropriate data, equipment and supplies. They will prepare an EOC Resources Directory, containing critical internal and external contact information and emergency action checklists. Emergency Operations Center Depending on the emergency, the President or IC may direct the implementation of an Emergency Operations Center (EOC). The EOC is established and is most often directed and staffed by CIRT personnel who will be asked to report to the EOC immediately in times of an emergency; however, local authorities (police, fire, FEMA/IEMA, etc.) may take over this management depending on the emergency. An EOC will be utilized for all multi-agency responses. The EOC provides one location from which the response to an emergency will be coordinated. It is the central meeting and gathering location for critical management and support personnel, and serves as an incident support operations and resource center. Laptop computers and essential daily operating supplies will be brought to the EOC by each department at the time of activation, or as soon thereafter as possible. The functions of the EOC consist of the following: 1. Coordinates all activities for operating units. 2. Provides support, assistance, and supply for operating units. 3. Provides a communications base. 4. Obtains local, state, and federal assistance as needed. 5. Provides public information services. 6. Provides a centralized coordination and communications point, and an administrative and operational decision center for the University’s response effort. The EOC is activated when the President, Vice President – Finance or IC elect to activate the CIRT or only those elements deemed necessary for response and recovery. In any emergency, the task of the EOC or any response team is to: 1. Establish communications channels with other departments. 2. Establish communications with Incident Command Post and provide resources. 3. Establish radio and/or telephone communications with the emergency management at each of the campuses. 4. Establish internal telephone communications. 5. Establish computer network links. 6. Set up maps, charts, and aerial photos as required.
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7. Alert the Vice President of Communications to establish the media center/press room, and notify news media through official news releases as necessary. 8. Perform other duties as required by the situation.
Some general preparatory items for the members of the CIRT when reporting to the EOC or for any type of emergency include:
1. All personnel reporting for an emergency shall come equipped for the long term, to the maximum predictable and practical extent, bringing with them all essential support personnel, equipment, and materials as may be required for the conduct of their duties. Cell phones and chargers are particularly useful in most situations. The IC will be in charge of the EOC. 2. Each person staffing a position in the EOC shall utilize some reasonable method for continuously recording incoming and outgoing messages, requests for assistance, responses to requests, anticipated requirements, and the entire spectrum of information and communication flow that typically takes place in an emergency situation. Documentation is essential! All documentation should have a time of occurrence entry, with attention given to date changes if the event runs long term. Event tracking and documentation software programs, if available and operational, will be the primary method of recording actions or events which take place, with message forms and notes utilized as backup and secondary means. 3. In an EOC situation, an EOC Log record keeper will be designated who must be kept informed of all information and communications so that the official log that they keep will accurately reflect the disaster sequence of events. 4. All positions in the EOC are essential, and must remain staffed throughout the emergency, unless the person in charge of the operation expressly stands down the position. Any such deactivation should be an IC log entry, to document the matter. 5. In an emergency where an EOC is set up, the IC should routinely conduct situational updates. These briefings need not be lengthy, regularly scheduled, or overly complex. The intent is to keep everyone involved informed as to the current and projected situations, and to ensure that each person is aware of what the others are doing.
6. A status sheet or similar format, such as a listing on a board, shall be maintained informing EOC personnel of the current senior elected and appointed officials present in the facility.
Organizational Recovery and Recovery Documentation As the incident begins to stabilize, efforts towards beginning making sure everyone in the community is safe and establishing Organizational Recovery will become the focus of the CIRT. The team will be responsible for organizing the resumption of normal business operations to quickly support the resumption of the academic mission. The team will also be responsible for thoroughly documenting the incurred institutional costs due to infrastructure damage and response/recovery expenses. Some of the documentation that should be maintained in the EOC or in the response to any emergency include: • Lists of damaged and destroyed equipment • Equipment usage records • Vendor purchase orders, invoices, and payments • Materials usage records
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• Contractor contracts, invoices, and payments • Overtime expense documentation • Insurance information/settlements • Police, Fire, EMS, and Public Safety response logs and reports • University scribe/historian report
When emergency conditions are stabilized and normal University operations resume, the CIRT will be deactivated by the Incident Commander. If applicable, a formal announcement will be disseminated using all emergency information and notification systems.
If the nature of the incident requires an extension of some emergency services, special work groups may be appointed to coordinate those continuing activities.
A written “After -Action Report” (AAR) after all major incidents will be presented to the President by the Incident Commander. This report should be submitted within fourteen days after the Incident Commander has deactivated the CIRT. An AAR should be conducted immediately following an exercise or event and should involve representatives from each participating agency. This should include information on the major events, all lessons learned, and review any new initiatives developed or identified during the exercise or event. The AAR should also include a discussion of all techniques, tactics, and procedures utilized during the exercise/event to include what went right and what went wrong. It should identify any issues and the consequences resulting from the potential outcomes of those issues. Following the AAR meetings and discussion, an After Action Report/Improvement Plan (AAR/IP) should be written, which identifies areas that require improvements, the actions required, the timelines for implementing those improvements, and the organization and party responsible for this action. After any response situation or in the case of any item needing the attention of the CIRT, it is very important that the incident is reported. If any member of the University community becomes aware of a reportable incident at the University including behavioral issues, club or student organization matters, a facilities issue, health/illness/injury, personal issue, self-harm issue, theft/missing property, trespasser, violence , threats, etc., an incident form should be completed on the University’s “Let Us Know” webpage (http://www.nl.edu/legalpages/letusknow/). A follow-up survey of the CIRT members, departments, and the general campus community will be conducted to evaluate the effectiveness of the response effort. This review will be led by the University’s IC. This survey should be conducted within 2 weeks of the incident and the results of the survey and the After-Action Report will be shared with the entire CIRT for review to help determine whether areas of the Critical Incident Response Plan should be modified. Resources Available to Faculty, Staff and Students to Help in the Response to a Crisis The University makes various resources available to faculty, staff and students to help them be prepare for an emergency. These include the following: • A Crisis Management Information foldable Z-card document that summarizes responses and procedures to follow in response to various crisis situations. • A website (https://nl.edu/campus-safety/) in which important information about policies and procedures to follow in case of an emergency are indicated. This website contains the following information: o A video that contains important safety information to follow
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A copy of this plan.
o
o Important steps to take in case of an emergency o Important phone numbers.
Faculty, staff and students should study these references periodically and keep them in an accessible location for quick reference. In addition, faculty instructors should know evacuation procedures for each classroom where they teach. At the beginning of each semester, faculty members should study the evacuation routes and the emergency response procedures posted in the classrooms where they teach and figure out where they are to assemble their students in the event of an evacuation. Emergency contact telephone numbers, floor maps and important procedures to follow in case of emergencies are posted in all classrooms. Faculty members who do not carry cell phones should identify a student with a cell phone who will allow the instructor to use it in an emergency situation. In the event of a crisis, staff members may be expected to assist with response efforts related to their department responsibilities. Staff members eager to assist with emergency activities should contact their supervisors and/or a member of the CIRT to make themselves available. As with faculty instructors, staff members must know the evacuation and assembly plans for their respective buildings so they can communicate this information to students or other visitors. In the event of an emergency, staff members should make it a priority to assist visitors and disabled students in their areas. Students are responsible for following the directions of faculty and staff in charge during a crisis. Students should not leave assembly areas until an all clear has been given. Buildings should not be re- entered until notification has been provided that it is safe to do so.
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CHAPTER 4 Contacts and Notifications for Emergencies
All members of the Critical Incident Response Team are responsible for immediately reacting to an emergency that might occur and to supporting the Incident Commander. At those times, team members will be relieved of their routine duties and their response duty will become their primary duty. Key departments are responsible for developing and maintaining their own Guidelines for Emergency Operations. The President and CIRT have the ability to appoint members to the CIRT at any time. At a minimum, the CIRT shall include the following:
Possible notifications (Outside of NLU Community) • Government Officials: • Police • Fire • Emergency Medical Services (EMS) • Emergency Management Agency (EMA) • Mayor • State Agencies • Media contacts: • TV • Radio • Newspaper • Utilities • Counseling
NOTE: The Department of Public Safety maintains emergency contact information.
Critical Incident Response Team Notification
Prompt initial notification of an emergency condition is critical to an effective response. In general, most emergency calls are received by one of the NLU communications hubs; however, there may be occasions where emergency calls are received elsewhere. In any case, it is important for the communications hubs to be notified of the emergency to ensure all appropriate notifications are made. Upon receipt of a notification, the receiving party shall ensure that initial notifications of a crisis are made according to the phone tree below. Each notification is specific to the nature of the emergency. However, most emergencies may require the communications hubs to initially notify any member of the Critical Incident Response Team. At any time during the notification process, the question “Who else needs to know? should be asked and should be considered by the recipient of the information. If others are identified as needing to know, these notifications need to be made as soon as possible. The following outlines the emergency notification process. If a person is to notify someone and that individual is not available to receive the notification, for whatever reason, the CIRT member should notify the next person in order until they can reach the original intended party.
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The following are general emergency contact phone extensions/numbers for On-Campus Dialing at Each Campus. If an individual feels threatened, they should call 911 before attempting to contact anyone else. Please note that the general rule of thumb to use at the Illinois suburban campuses is that the extension of the emergency public safety desk is equal to the first digit of all of the phone numbers at each campus (i.e., Chicago is Ext. 3333, Wheeling is Ext. 5555, etc.). An exception to this is Florida in which the facilities team can be reached by dialing Ext. 6125.
Chicago
Lisle
Wheeling
Tampa Area Code 813 Ext. 6125 813-397-2144
Public Safety Desk
3334
4444
5555
Facility Manager
3429
4512
5985
813-397-2144
Facilities Director
3546
4027
5895
813-397-2144
Facilities Office
3546
4125
5601
813-397-2144
Student Affairs Office 3461
3461
3461
3461
Computer Site Manager
3418
4517
5785
813-397-2144
Director of Facilities 3546
5895
5895
6125
Public Safety and Facilities
312-261-3333 630-847-4444 224-233-2222813-397-2144
As soon as a potential crisis becomes apparent, it is important that the CIRT meets to discuss the facts of the situation, appropriate messaging, an action plan and next steps to address the emergency. As the situation progresses, it is important for the team to have each other’s contact information to maintain accuracy of information and speed in communicating it to both internal and external audiences.
In addition to the above internal notifications, the President should notify the Board of Trustees, as appropriate to alert them of the situation.
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The following documents the local hospitals and authorities at each campus location.
Chicago Northwestern Memorial Hospital (312) 926-2000
Advocate Good Samaritan Hospital (630) 275-5900 3815 Highland Ave Downers Grove, IL 60515
251 East Huron Street Chicago, IL 60611-2908
Rush University Medical Center (312) 942-5000 1653 West Congress Parkway Chicago, IL 60612-3833
Central DuPage Hospital (630) 653-4000 27W350 High Lake Rd Winfield, IL 60190
Insight Hospital and Medical Center (formerly Mercy Hospital and Med Center) (312) 567-2000 2525 South Michigan Avenue Chicago, IL 60616-2477
Lisle Fire Department: (630) 968-2161 Lisle Police Department: (630) 968-2171
Wheeling Northwest Community Hospital (847) 618-3463 125 East Lake Cook Road Buffalo Grove, IL 60089 Northwest Community Healthcare (847) 618-1000 800 West Central Road Arlington Heights, IL 60005
Univ of IL Med Ctr at Chicago (312 ) 996-7000
1740 West Taylor Street Chicago, IL 60612-7236
Lurie Children’s Hospital of Chicago (312) 227-4000 225 E. Chicago Ave. Chicago, IL 60611
Wheeling Fire Department: (847) 459-2662 Wheeling Police Department: (847) 459-2632
Chicago Fire Department: (312) 746-5841 Chicago Police Department: (312) 745-4290
Tampa Tampa General Hospital Contact Information (866) 844-1411 (Toll-Free) (813) 844-7000
Lisle Edward Hospital (630) 355-0450
1 Tampa General Circle Tampa, FL 33606-3571
801 S Washington St Naperville, IL 60540
Tampa Fire Department: (813) 231-6130 Tampa Police Department: (813) 274-7011
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CHAPTER 5 Crisis Management - General
It is the responsibility of the University to protect life and property from the effects of hazardous events within its own jurisdiction. NLU has the primary responsibility for initial emergency management activities on its campuses. Depending on the circumstances, the University’s Presi dent may declare a state of disaster or emergency at one or all of the University’s campuses. The effect of the declaration is to activate the recovery and rehabilitation aspects of the Plan and to authorize furnishing aid and assistance. When the needs for the emergency exceed local capability to respond, outside assistance will be requested from neighboring jurisdictions and/or the state government. The following guidelines summarize the University’s responsibilities in an emergency: 1. NLU has the responsibility for emergency disaster operations within its jurisdiction. 2. Whenever a large-scale emergency occurs within any of the emergency management cooperating jurisdictions and it is determined necessary that all resources in the county area are required, a joint University/cities/county operation will generally be initiated. 3. The University’s President is ultimately responsible for all emergency response and will delegate that responsibility to an EMC designate in his/her absence. Those individuals will direct the CIRT who will help to manage the University’s response under the President’s direction. All parties keep the University’s President or the EMC designate informed throughout the process to ensure coordination and proper response is occurring. Phases of Management These guidelines are predicated on an all-hazard approach and acknowledge that most responsibilities and functions performed during an emergency are not hazard specific. Likewise, these guidelines account for activities before and after, as well as during emergency operations; consequently, all phases of emergency management are addressed as discussed below. • Mitigation – Mitigation activities are those which eliminate or reduce the probability of a disaster occurring. Also included are those long-term activities, which lessen the undesirable effects of unavoidable hazards. • Preparedness – Preparedness activities serve to develop the response capabilities needed in the event an emergency should arise. Planning and training are among the activities conducted under this phase. • Response – Response is the actual provision of emergency services during a crisis. These activities help to reduce casualties and damage, and speed recovery. Response activities include warning, fire, evacuation, rescue, and other similar operations. • Recovery – Recovery is both a short-term and long-term process. Short-term operations seek to restore vital services to the University and provide for the basic needs of employees, students, and visitors. Long-term recovery focuses on restoring the University to its normal pre-disaster, or an improved, state of affairs. The recovery period is also an opportune time to institute future mitigation measures, particularly those related to the recent emergency.
In addition to the CIRT, the Campus Facility Managers have identified and trained floor wardens at each campus that can help to coordinate the appropriate response on each floor.
Aside from the above individuals who are part of the CIRT, all University offices should be available to
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serve in various roles in an effort to provide a coordinated response to an emergency, as may be directed by the President or EMC designate. In some circumstances, it may be necessary to request faculty or staff to assume temporary roles outside the normal scope of their duties, taking into consideration their ability to carry out those temporary roles. It is understood that if any department does not have specific roles for their personnel to carry out, then those personnel will automatically become part of a "pool" of reserve personnel to assist as assigned by those coordinating the specific emergency (e.g., Admissions, Financial Aid, Alumni Relations, etc.). The CIRT team should meet monthly to assess safety concerns, review safety procedures and perform regular vulnerabilities assessments and drills. A Vulnerability Assessment entails a structured process that identifies and anticipates internal and external problems that, if left unattended, could eventually escalate into a crisis. The University’s CIRT is also responsible for ensuring that a continuous threat assessment identification and a preparedness and response review are occurring for such emergencies that might occur. Therefore, the CIRT has been charged with creating guidance and training documents for students, faculty, and staff on recognition, reporting and response to aberrant and/or threatening behavior and/or crisis situations in various areas including: • Methods to investigate threats, actions, or conduct as reported and determine specific situational response plans • Securing access to a wide range of support services for handling behavior resulting from traumatic events include mental/emotional help • Developing links to literature and materials to assist individuals in learning to deal with aberrant or threatening behavior, including: o Web-based information o Local training programs o In-house training programs if possible • Establishing methods of protecting the privacy of individuals providing information to the institution about threatening behavior • Creating a defined process to ensure that the entire Plan is reviewed and updated annually • Establishing training requirements for all personnel who would be involved in planning for or responding to emergencies.
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Chapter 6 Emergency Communications Plan
Overview Communication is a key factor in the university’s response to a critical incident. Good communications policy and procedures can assist in the actual management of the incident; provide direction to faculty, staff, and students; and disseminate information to the public at large while maintaining the institution’s credibility and mitigating damage to its reputation. It is the policy of the university to be forthright and timely in its communication. Decisions regarding communications will be guided by due concern for life, privacy, property, legal liability, and the public's legitimate right to be informed. Emergency Communication Plan During a critical incident, communications – both internal and external – will be under the direction of the President or the Incident Commander as prescribed by the Critical Incident Preparedness Plan. Release of Information All written or oral statements (including news conferences, news releases, open memoranda or letters, interviews, and switchboard messages) to campus groups, the media, and the public will require the authorization of the President or the Incident Commander. The Emergency Communications Unit (ECU), under authorization of the Vice President of Communications or Designate, (as prescribed by the Critical Incident Preparedness Plan) will originate all written or oral statements.
All public and media inquiries will be directed without comment to the Emergency Communications Unit and entered into a Communications Inquiry Log.
The Vice President of Communications will articulate the university’s position. Only in the most serious of circumstances should the President or the Chair of the Board of Trustees serve as spokesperson.
Before the Emergency The Emergency Communications Unit will be responsible for establishing, updating, and distributing to members of the Critical Incident Response Team and senior administration, an Emergency Communications Manual to include: A copy of this policy: a general fact sheet on the university; ground rules for media behavior during emergency; principles to guide communications decisions by the Critical Incident Response Team; legal guidelines; media tips for students, families, and affected employees; and checklists for news conferences. The ECU will maintain an up-to-date confidential contact lists including members of the Critical Incident Response Team; senior supervisors, and other university officials; the board of trustees; faculty and staff representatives and student leadership; news media; the alumni board; city, state, and federal politicians.
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The Vice President of Communications and SVP of Marketing, in partnership with the IC will identify two sites on campus suitable for use as a media center, public inquiry center, telephone inquiry center, and/or an alternate site for its operations. Emergency Communications Unit The Emergency Communications Unit will be composed of the following: • Vice President of Communications • Senior Vice President of Marketing and Enrollment • AVP of Marketing • Any other member the Marketing team the Vice President of Communications deems appropriate
The unit will be headed by the Vice President of Communications. In their absence, the unit will be headed as listed above in descending order.
Specific Responsibilities The Unit will be responsible for: • Providing communications and media counsel to the President and the Critical Incident Response Team. • Providing support to the official spokesperson and/or alternate spokesperson. • Preparing and disseminating statements/information to the campus community, interested constituencies, the media, and other groups as identified. • Handling public inquiries regarding the emergency. • Responding to media inquiries regarding the emergency. • Serving as a liaison with communications officials of other agencies or organizations responding to the emergency for the purpose of coordinating the preparation and dissemination of public statements/information. • Managing the media’s presence during the emergency. • Monitoring media coverage and public response to the emergency. Authority During a critical incident the Incident Commander, will have the authority to limit media access to the affected area and any other areas of campus designated for use in responding to the emergency.
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Media and Public Inquiry Centers The Emergency Communications Unit will establish a media center and oversee a public and/or telephone inquiry center.
Guidelines for Emergency Communications Decisions • It is the university’s Policy to be forthright and timely in its communications.
• Recognize and address the information needs and/or demands of those who will converge on the campus: members of the media, concerned families and friends of employees and students, area residents, local politicians, and idle spectators.
• Take control of the issues by initiating communications to present the facts of the emergency.
• Be timely in the release of information to the media and the public; otherwise, rumors will multiply and the media will develop other sources. Provide regular updates.
• Consider the interests of different constituencies; the communications may vary by group, but they must be consistent.
• Try to communicate with internal audiences first, then external audiences. Or communicate with them simultaneously.
• Try to accommodate the logistical needs of the media. In an emergency, the media can assist the institution, and an investment in goodwill can pay dividends.
• Refer legal questions to the “Legal Guidelines for Emergency Communications” in the Emergency Communications Manual or to the university legal counsel.
• Correct major errors, challenge rumors, and dispel misconceptions about the emergency.
Legal Guidelines for Emergency Communications • In the event of a death, the name of the deceased should not be released/confirmed until the University has ascertained that the next-of-kin have been notified. (In most cases the coroner will handle next-of-kin notification and will not release the name until that process is complete.)
• The University should ensure we are following current FERPA standards before we release any information about students, faculty or staff.
• The University has the freedom to release/confirm a person’s employment, year of employment, job title, and length of time in a specific job.
• Under no circumstances should the University release a student’s or employee’s home address or telephone number.
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• In an emergency, the University should use care not to prejudice its own position.
• The University should use extreme caution in accepting or attributing blame/responsibility. The University should release/confirm only obvious or skeletal facts.
• Details of an incident that may be criminal in nature, can usually be obtained from police or other law enforcement authorities; actual causes and responsibilities for the incident may be determined only after an investigation.
• Transcripts, curriculum vitaes, resumes, and letters of reference are confidential and must not be released without the written consent of the individual.
• The University is not subject to freedom of information legislation.
Guidelines for Official Spokesperson • The spokesperson will be responsible for articulating the university’s position only upon the authorization of, and as directed by, the President.
• Never offer your personal opinions: you are representing the university’s position.
• Stay in contact with the Emergency Communications Unit. Keep that unit informed of your location and a telephone number or other means of reaching you.
In a news conference or interview: •
Identify the university’s key messages and put them in point form. • Rehearse your statement; go through a mock news conference or interview • Keep statements brief, simple, and to the point • Only answer the question asked – don’t volunteer information beyond the specific point of the question • Stay within the predetermined boundaries for the communication • Don’t be afraid of “dead air” when you’ve finished what you want to say • Take time to think before answering questions • Don’t be tempted to relax during an interview • Be politely assertive in communicating, not passive • Remain calm and courteous in face of hostile questions; don’t argue • Avoid academic, institution and technical jargon • Avoid speculation; don’t answer hypothetical questions • Don’t accept or lay blame • Correct major errors, and challenge rumors but don’t respond as if they were legitimate • Avoid false assumptions and inflammatory statements • Avoid loaded word but don’t hesitate to express compassion • Avoid the words “no comment”; explaining why you can’t or won’t answer a question: policy, legal matter in courts, confidential personnel matter, facts not available • Never assume that anything stated “off the record” is actually off the record. • Always assume that every microphone is n and your word are being recorded. • Answer questions considering the public interest
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Media Guidelines for Employees According to the University’s Emergency Communications Plan, employees are to direct all media and public inquiries without comment to the Public Information Officer.
Ground Rules for Media During an Emergency It is the university’s policy to be forthright and timely in its communication.
We will serve as an advocate for meeting media needs and informing the public, while assuring that the rights of employees, students, and the institution are protected. The procedures stated below are designed to meet our mutual needs.
Information will be released according to the University’s Critical Incident Preparedness Plan and its Emergency Communications Unit Plan.
The university will release information only after it is confident of its accuracy. The University’s official spokesperson is the Vice President of Communications.
In an emergency situation, Public Safety and the Emergency Communications Unit, along with local law enforcement authorities have the authority to limit access to the affected area and other specific areas on campus designated for use during the emergency.
If a family gathering center has been established, media may not enter. However, anyone in the family gathering center is free to leave to talk to the media.
Members of the media may be required to present media identification and to wear media badges provided by the Emergency Communications Unit.
A media center will be established at the Atrium Room at 122 S. Michigan Avenue.
The emergency telephone number is: (312) 261-3832.
Upon notification of an emergency situation, it is imperative that a timely notification is made to the University Community by the University phone intercom system, the University emergency texting system and the University emergency phone call messaging system so that all affected become aware of the situation and are told of the appropriate response to make – whether it be Evacuation, Shelter in Place or Lockdown which are discussed in more detail in the Hazard Annexes below which discuss the appropriate response to various situations. Timely warnings of emergency conditions are essential to preserve the safety and security of the University Community. This plan outlines the different warning systems available and suggested use of each system, as well as provides operational guidance for issuing emergency warnings. There is no one system that will enable the university to fully warn everyone in a timely manner because each system has limitations. Thus, it is imperative to utilize multiple systems to effectively broadcast warning messages to the most people. All warning messages must be accurate, clear and consistent. All messages should include accurate and detailed information about the situation and what actions to take, as well as systematically repeated. The media also aids in the warning dissemination. Therefore, to maintain the accuracy of the warning messages, the media should receive consistent information with the warning messages themselves.
The ultimate decision as to when a notification is to be made rests with the President. However, in times of emergency or crisis when time is of the essence, the responsibility for that decision is
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