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Emergency Planning - the challenge for small to mid-sized universities

Emergency Planning - the challenge for small to mid-sized universities. Jacques Girard Department Head and Emergency Measures Coordinator. Mandate of the security services department.

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Emergency Planning - the challenge for small to mid-sized universities

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  1. Emergency Planning -the challenge for small to mid-sized universities Jacques Girard Department Head and Emergency Measures Coordinator

  2. Mandate of the security services department The mandate of the department is to protect all individuals, property and buildings at the University and also everything belonging to the University outside its main campus.

  3. No specific person in charge • You will notice in the following organizational chart that people must be responsible for several areas at the same time. • These persons must also be able to replace their colleagues and be on call.

  4. Draft organizational chart

  5. First question:Should we outsource? • A consensus cannot be reached on a “cookie-cutter” approach. • Once the external firm gives it to the client, the necessary follow-ups are neglected due to daily concerns. • Changes to standards must be made internally.

  6. Choosing based on department needs • No emergency preparedness planner • No fire protection technician • No crime prevention technician • No communications specialist

  7. Taking into account the University’s challenges and image • All challenges are equally important in the six university campuses. Insurers and the university community want the work to be proactive, impeccable and irreproachable. • Since the University is a corporate citizen, all media eyes are upon our approach to prevention and action.

  8. A university – a city in itself • Clientele in 2007-2008 18,000 full- and part-time students 826 students live on the main campus • Evenings and weekends In 2007, some 158,000 persons participated in various activities at the cultural centre during the evening (weekdays and weekends). Several activities are held on weekends at the sports complex (football, special events, swimming, tournaments, etc.).

  9. Around-the-clock emergency preparedness needed to lessen risks • Over 60 computer labs. Hundreds of rooms with valuable high-tech material and dangerous goods. • Safekeeping of research data and products • Two animal facilities • Two kilometres of tunnels in a 160-acre area

  10. Identification of risk generators • Faculty of science (chemistry) • Faculty of engineering (clean rooms) • Various activities of the security services department • Issue of 450 alcohol permits in 2007

  11. An approach… our own! • Consensus building and definition of needs • Consultation on expectations (1997 to 1999) • Some experience gained due to several fires (1998) • Risk analysis (2000-2001) • Drafting (2000 to 2006) • Presentation (first draft in 2005) • Modifications (2006) • Approval by board of directors (October 2006)

  12. Testing • Planning • What do we want to evaluate? • Who will be evaluated? • Communications • How will we communicate? • Coordination • Who will be in charge?

  13. Testingcontinued… • Unfolding of events • Planned and unplanned parts • Mutual aid between departments • Unawareness of facilitating tools • Communications • Promptness • Accuracy

  14. Testingcontinued… • Constructive criticism • At all levels • Time to take stock • Structure • Equipment • Plans • Changes • Time to roll up sleeves

  15. Internal expertise… 10 years…

  16. Consultant… Faster • Yes of course. • But what about this person’s ownership? • What happens with changes? • New risks? • Use of analyses without having developed expertise

  17. Key differences • Constant and reliable communication between SSMTE (health and safety in work and study environments), researchers, suppliers, etc. • Improvements quickly integrated into plans. • In the case of equal competence, interaction between faculties and departments seems more open.

  18. Impacts • The greatest impact is that plans must be prepared by knowledgeable persons who have extensive expertise. Our University has specialists in all fields. We just need to bring them together so they can work toward a common goal. • The sense of preparedness appears to be an added value and creates in the university community the habit of notifying security services when changes occur.

  19. Comments? Thank you

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