Critical Incident Management Procedure

Document Number000829
Date Approved2 August 2007
Date Last Amended21 February 2012
            

1.      Introduction

The University of Newcastle recognises that critical incidents can arise that may seriously impact on the safety of staff and students and/or the University’s business continuity.  The University further recognises that effective planning, management and rehearsal are the keys to success in the event of a critical incident affecting the University. This procedure supports the University’s Critical Incident Management Policy and should be read in conjunction with that policy.

The Critical Incident Management Procedure is designed to assist both those with primary responsibility for the management of critical incidents and other staff and students to respond appropriately in the event of a critical incident.

This procedure deals with both the immediate consequences and the longer term implications of a critical incident. It establishes the systems and processes for the University’s: response to the incident, management of the incident, recovery from the incident, and post incident review.

2.      Definitions

In the context of this policy:

Critical Incident means an event that may cause or has caused:

  • injury to staff, students or members of the University community; 
  • major disruption to a faculty, service or the University as a whole; and/or 
  • significant property or environmental damage or loss;

and/or poses a serious threat to the financial standing or public image of the University.

A critical incident may require an emergency response and/or special communication mechanisms.

Examples of events which may be deemed critical incidents include:

  • any fatality, near fatality or incident likely to affect seriously a number of staff and/or students;
  • murder or suicide involving students/staff;
  • development of a Pandemic;
  • fire, explosion, bomb threat;
  • significant chemical, radiation or bio-hazard spillage;
  • threats of violence to a number of staff/students;
  • storms/natural disasters that cause major damage;
  • major failure in internal processes e.g. discovery of a significant fraudulent activity;
  • interruption to utilities (e.g. electricity, water) for an extended period; and
  • disruption to IT technology, for longer than 4 hours, that impacts on the ability of the University to deliver its services for an extended period to students or for staff (Academic and Professional) thus impacting on work completion.

Emergency Critical Incident means those incidents which involve the possibility of immediate or imminent threat, physical and/or emotional distress to staff, students and other visitors to the University; and which may be regarded as outside the normal range of experience of the people affected.

Non emergency Critical Incident means those critical incidents which do not involve the need for an initial emergency response but which nevertheless involve the possibility of threat, physical and/or emotional distress to staff, students and other visitors to the University; and which may be regarded as outside the normal range of experience of the people affected.

If you have any doubt as to whether an event is a Critical Incident advise your superior immediately.

Critical Incident Coordination Team (CICT) means the team that will be formed in the event of a critical incident to coordinate the management of the incident. The composition of the CICT is detailed in Appendix 1.

Critical Incident Director (CID) means the staff member who has overall responsibility for coordinating the University’s response to the critical incident. The CID will be a member of the CICT.

Critical Incident Management Centre (CIMC) means the pre-designated location where the Critical Incident Coordination Team will meet as soon as practicable once an incident has been deemed to be a critical incident as defined in this policy. The CIMC will be equipped with those resources needed to manage the incident. A secondary location will also be identified for use in the event of the primary location being within the affected area.

Critical Incident Phases means the various management phases of critical incidents. At the University of Newcastle the following critical incident phases are identified:

Phase 1 – Immediate Response to a Critical Incident

Phase 2 – Crisis Management during a Critical Incident

Phase 3 – Recovery from a Critical Incident

Phase 4 – Evaluation and Critical Incident Review.

Critical Incident Recovery Teams (CIRTs) means the teams appointed to manage recovery from the incident after the incident has moved from the critical phase to the recovery phase as declared by the Critical Incident Director.  The membership and responsibilities of CIRTs are detailed in Appendix 1.

CIRTs may include:

·         Staff Incident Recovery Team;

·         Student Incident Recovery Team;

·         Facilities Incident Recovery Team;

·         Technology Incident Recovery Team;

·         Site Specific Incident Recovery Teams;

Critical Incident Response means the initial response to the incident. The response may be managed: (i) by an external party eg the police or fire brigade, because of the nature of the incident; or, (ii) by the University ie internally.

3.      Roles, Responsibilities, Actions and Communications Within the management Phases of A Critical Incident

 

PHASE 1 – IMMEDIATE RESPONSE TO A CRITICAL INCIDENT

 

ROLE

ACTIONS & RESPONSIBILITIES

COMMUNICATIONS

Individual initially identifying the critical incident

(1)      If the event is an emergency:

  • refer to the University’s “Emergency Procedures” pamphlet for Callaghan or Ourimbah

(2)     If the event does not present an immediate threat to  the  safety or wellbeing of individuals:

  • report the event immediately to a Deputy Vice-Chancellor.

(1) If the event is an emergency:

  • report the incident in line with the University’s Emergency Procedures.

 

(2) If the event is not an emergency:

  • promptly advise the  relevant Deputy Vice-Chancellor.

 

Building Warden[1] (in the immediate vicinity of the incident)

  • If necessary and safe to do so, put evacuation procedures in place before contacting Security Services.
  • contact Security Services (if this has not already been done by the individual identifying the incident);
  • communicate the need to evacuate to staff, students, visitors if necessary.

Security Services[2]

  • alert the relevant emergency services;
  • promptly attend the site of the incident;
  • assess the situation upon arrival at the incident;
  • coordinate the initial response;
  • complete the Injury/Incident/Hazard Report form.
  • communicate with the relevant emergency services;
  • inform the Vice-Chancellor and Deputy Vice-Chancellor(s);
  • advise / communicate with affected building wardens;
  • communicate as necessary with staff, students, others at the scene until management of the incident is taken over by others.

Vice-Chancellor or Deputy Vice-Chancellor

  • declare the incident to be a critical incident
  • appoint a Critical Incident Director from the pre-designated Critical Incident Management Core Team (Appendix 1) (the Vice-Chancellor and/or Deputy Vice-Chancellors may also be self appointed as Critical Incident Director);
  • liaise with the Critical Incident Director to form an appropriate Critical Incident Coordination Team;
  • keep Council and the Chancellor appraised of the situation.
  • communicate the official declaration of a critical incident and the further enacting of the University’s critical incident policies and procedures to the relevant stakeholders within the University and wider community;
  • announce the appointment of the Critical Incident Director;
  • communicates the occurrence of a critical incident to the Chancellor, Council and other relevant internal and external stakeholders.

 

 

PHASE 2 – CRISIS MANAGEMENT DURING A CRITICAL INCIDENT

 

ROLE

ACTIONS & RESPONSIBILITIES

COMMUNICATIONS

Vice Chancellor and/or Deputy Vice-Chancellors

  • receive regular reports from the Critical Incident Director;
  • provide timely responses to requests made from the Critical Incident Director and/or Critical Incident Coordination Team;
  • keep Council and the Chancellor appraised of the situation.
  • approve the communications strategy and/or or wording of and/or conduct of all internal and external communications[3];
  • ensure those affected by the incident are provided with timely, accurate and factual information as soon as reasonable to do so; communicate regarding the management of a critical incident with the Chancellor, Council and other relevant internal and external stakeholders;
  • if appropriate, release communications directly to internal and external stakeholders.

Critical Incident Director

  • project manage and coordinate the efforts of the Critical Incident Coordination Team and University’s response to the critical incident through to recovery phase;
  • arrange the formation and initial meeting of the Critical Incident Coordination Team;
  • chair the Critical Incident Coordination Team;
  • coordinate the actions of the Critical Incident Coordination Team;
  • gather relevant information and options from various teams to enable accurate decision making[4];
  • coordinate the development of a Critical Incident Action Plan by the CICT;
  • delegate and follow up tasks & agreed actions to ensure agreed time frames are met;.
  • declare when the incident has moved from a critical phase to a recovery phase;
  • maintain the Critical Incident Action Plan (Appendix 2).
  • notify the Critical Incident Coordination Team that a critical incident has occurred and of their appointment to the Critical Incident Coordination Team;
  • notify the Critical Incident Coordination Team of the venue and timing of the initial meeting of the Critical Incident Coordination Team;
  • maintain communication with the Vice-Chancellor and Deputy Vice-Chancellors as appropriate/possible during Phase 1;
  • communicate with the Critical Incident Coordination Team and Critical Incident Recovery Team (if formed);
  • advise the Vice-Chancellor and Deputy Vice-Chancellors when an incident has moved from a critical phase to a recovery phase.

 

Critical Incident Coordination Team[5] (members of)

  • take and follow through on directions given by the Critical Incident Director or agreed by the Critical Incident Coordination Team;
  • meet as soon as directed by the Critical Incident Director to discuss the management on the incident;
  • enable the University’s effective response to a critical incident with the health and safety of staff and students and others on campus being the key focus;
  • gather and ascertain the facts on: casualties; the damage to property and equipment; the impact on academic services, IT systems, telephones, and media.
  • set the response priorities and develop Critical Incident Action Plan(s);
  • co-ordinate the actions of others to progress the incident from Phase 2 to Phase 3;
  • arrange for the implementation of actions agreed to by the Critical Incident Coordination Team at the operational level;
  • minimise risk and damage to the University’s business continuity;
  • minimise damage to ensure that appropriate lines of communication are kept open;
  • take the actions necessary and reasonable to obtain whatever resources are reasonably required to deal with the critical incident, whether they are human or material, internal or external[6];
  • maintain a folder that includes
  • the Critical Incident Management Policy and Procedures;
  • the current membership list of the Critical Incident Coordination Team and contact details;
  • details of the Primary and Secondary Incident Management Centre;
  • the latest Instrument of Critical Incident Delegations.
  • continue to report regularly on the progress or status of actions, tasks or duties assigned to the Critical Incident Director;
  • arrange for the Director, Marketing & Public Relations (M & PR), Director, Human Resource Services (HRS) and Academic Registrar to provide advice to the Vice-Chancellor on a communication strategy;
  • arrange for the Director, Marketing & Public Relations or appointee to craft the recommended wording for messages to go out to affected parties by the Vice-Chancellor and/or Deputy Vice-Chancellor;
  • arrange for the Director, Marketing & Public Relations to maintain a log of the facts surrounding and arising from the incident;
  • arrange for the initial fielding of all media enquiries or requests for comment to the Director, Marketing & Public Relations (for coordination with the Vice-Chancellor or Deputy Vice-Chancellors).

 

Director, Risk & Commercial Services

  • provide risk control, policy advice and assistance to the Critical Incident Director. (CID) in managing the critical incident in all phases.
  • arrange for communication with assessors, insurers, brokers.

 

 

 

PHASE 3 – RECOVERY FROM A CRITICAL INCIDENT

 

ROLE

ACTIONS & RESPONSIBILITIES

COMMUNICATIONS

Vice Chancellor and/or Deputy Vice-Chancellors

  • receive regular reports from the Critical Incident Director;
  • declare when a critical incident officially moves from Phase 2 to Phase 3;
  • provide timely responses to requests made from the Critical Incident Director and/or Critical Incident Coordination Team and/or Critical Incident Recovery Team.
  • approve the communications strategy and/or or wording of and/or conduct of all internal and external communications[7];
  • report to the Chancellor, Council and other external stakeholders on the recovery from the critical incident;
  • ensure those affected by the recovery strategy for the incident are provided with timely, accurate and factual information as soon as reasonable to do so.

Critical Incident Director

  • continue to play an oversight role during the recovery stage from the critical incident;
  • approve the critical incident recovery strategy;
  • monitor and review to ensure that the recovery progresses in line with the agreed Action Plans.
  • continue to report as appropriate on the recovery process and progress in relation to the critical incident to the Vice-Chancellor, Deputy Vice-Chancellors.

 

Critical Incident Coordination Team

  • continue to play an oversight role during the recovery stage from the critical incident;
  • agree and approve the critical incident recovery plans;
  • hand over operational responsibility for management of the recovery to the Critical Incident Recovery Team;
  • monitor the recovery to ensure that it progresses in line with the agreed Action Plan(s).
  • continue to report any relevant information to the Critical Incident Director.

Critical Incident Recovery Team

  • review, and refine as necessary, plans from Phase 2, and formulate a Response/Recovery strategy;
  • develop and implement the recovery plans;
  • continue to implement the remaining elements of the strategy decided upon during the Phase 2 of the incident;
  • implement any or all of the appropriate recovery strategies or tasks described in Appendix 1.
  • communicate the formal recovery strategy to the Critical Incident Director;
  • provide regular reports to the Critical Incident Director and Critical Incident Coordination Team.

Director, Risk & Commercial Services

  • provide risk control, policy advice and assistance to the Critical Incident Director. (CID) in managing the critical incident in all phases.
  • arrange for communication with assessors, insurers, brokers.

 

PHASE 4 – EVALUATION & CRITICAL INCIDENT REVIEW

 

ROLE

ACTIONS & RESPONSIBILITIES

COMMUNICATIONS

Vice Chancellor and/or Deputy Vice-Chancellors

  • provide final report to Chancellor and Council.
  • review, approve and communicate the final report from Director, Risk & Commercial Services to the Chancellor and Council.

Critical Incident Director

  • prepare a consolidated report on the effectiveness of the response to the incident. The report will also be used by the CICT to recommend changes to the policy and procedure if considered necessary.
  • provide a final report to the Director, Risk & Commercial Services upon review of and reflection on the incident.

Critical Incident Coordination Team

  • Post Incident Review - meet within one month of the critical incident being designated phase 3, to evaluate the implementation of procedures and responses;
  • determine and recommend changes to the Critical Incident Policy and Procedure based on review of the incident and the University’s response;
  • determine what types of debriefing sessions may need to be held depending on circumstances and the need, including (technical debriefing (eg of Security or emergency staff); Critical Incident Coordination Team debriefing; multi-cause investigation to determine cause).
  • communicate any recommendations for changes to the Critical Incident Policy and Procedure to the Critical Incident Director and Director, Risk & Commercial Services.

Critical Incident Recovery Team(s)

  • provide a final report(s) on the recovery process to the Critical Incident Director.
  • communicate any recommendations to the Critical Incident Director and Director, Risk & Commercial Services.

Director, Risk & Commercial Services

  • coordinate the review and update of the Critical Incident Management Policy and Procedure on an ongoing basis;
  • arrange training and any debriefing as required or as deemed necessary following a post incident review;
  • arrange for periodic testing of the University’s preparedness for critical incidents.
  • produce a report on the incident for Council via a formal report to the Audit & Risk Management Committee.


[1]  Involved in the event of an emergency critical incident

[2]  Involved in the event of an emergency critical incident

[3]Responsibility for approving release of internal and external communication in relation to a Critical incident is more restrictive than the Media delegations. 

[4] Decisions will be made in accordance with the instrument of delegation for critical incidents.

[5]The Vice-Chancellor and Deputy Vice-Chancellors are not generally members of the CICT (unless appointed as Critical Incident Director).  However, the Vice-Chancellor and/or Deputy Vice-Chancellors will be available should the Critical Incident Director need to consult with on significant decisions.

[6]Decisions will be made in accordance with the instrument of delegation for critical incidents.

[7]Responsibility for approving release of internal and external communication in relation to a Critical incident is more restrictive than the Media delegations.  

4.      Delegations

It is recognised that in managing and recovering from a critical incident the Critical Incident Director, Critical Incident Co-ordination Team and other senior managers responsible for ensuring a safe and effective response to a critical incident may need to make decisions swiftly and will often not be able to comply with the standard delegations.

Accordingly, delegations have been revised to now include specific critical incident delegations that apply during a critical incident phase.

Refer Critical Incident Delegations

5.      Essential Supporting Documents

Critical Incident Management Policy 000828

Emergency Procedures

University of Newcastle Critical Incident Delegations

Critical Incident Management - Communication Procedure

Use of University-Generated SMS Alerts to Students/Staff via IT Services Bulk Messaging System Guideline 000915

6.      Related Documents

Potential Critical Incident - Preventative Action Guideline

7.      APPENDICES

Appendix 1CRITICAL INCIDENT (PRE-DEFINED) TEAMS or (Word Version)

Appendix 2CRITICAL INCIDENT ACTION PLAN (TEMPLATE) or (Word Version)

Appendix 3CRITICAL INCIDENT MANAGEMENT CENTRES or (Word Version)

Appendix 4CRITICAL INCIDENT DELEGATIONS or (Word Version)

Appendix 5CRITICAL INCIDENT FLOWCHART or (Word Version)

Appendix 6CRITICAL INCIDENT INVENTORY OF MATERIALS or (Word Version)


APPENDIX 1 - CRITICAL INCIDENT (PRE-DEFINED) TEAMS (Word Version)

1.         CRITICAL INCIDENT COORDINATION (CORE TEAM)

The composition of the Critical Incident Coordination Team may include the following participants. Note: where appropriate, a smaller subset of this team can convene to manage a specific critical incident.

Core Team

Alternative Representatives

Deputy Vice-Chancellor (Academic & Global Relations)

Director, Library or

Director, International or

Pro Vice-Chancellor (Academic)

Deputy Vice-Chancellor (Research) 

Director, Research or

Pro Vice-Chancellor (Research)

Deputy Vice-Chancellor (Services)

Assistant Deputy Vice Chancellor (Services)

Director, Risk & Commercial Services

Manager Risk & Insurance

 

 

University General Counsel   

University Solicitor

Director, Human Resource Services

Associate Director, Health & Safety

Director, Facilities Management

Associate Director, Operations or

Associate Director, Asset & Property Services

Director, Chief Information Officer

Associate Director, Infrastructure

Security Manager

Director, Marketing & Public Relations

Manager, Media and Public Relations

Academic Registrar

Deputy Academic Registrar, Student Support Services

Security Parking Patrol Supervisor

 

 

Depending on the type of incident, the CICT will have the authority to invite specialists (internal or external to the University) to provide additional input and guidance on their area of expertise. These specialists may also have responsibility for assisting the CICT and CIRTs in the implementation of the recovery action plan.

2.         CRITICAL INCIDENT RECOVERY TEAMS (CIRT)

Every critical incident is unique and will need to be dealt with differently, according to the needs of the people affected.

Accordingly, specialist teams have been pre-identified that may be called upon to work with the CICT to provide additional advice, guidance and updates, and to implement recovery plans in relation to their particular area of responsibility.

 Staff Incident Recovery Team: Assoc Director,  Health & Safety, Director, Medical Services, Manager Risk & Insurance, Senior Safety Officer, Assoc Director, Employee Relations;
 Student Incident Recovery Team: Deputy Academic Registrar Student Support Services; Director, Medical Services, Manager, Counselling Service Manager Risk & Insurance, Director, Newcastle International, Assoc Director, Health & Safety;
 Facilities Incident Recovery Team:  Assoc Director, Operations, Assoc Director Assets & Property Services, Manager Risk & Insurance;
 Technology Incident Recovery Team:  CIO, Assoc Director Infrastructure, Security Manager, Assoc Director, IT Enterprises Solutions, Manager Risk & Insurance;
 Site Specific Incident Recovery Team:  Representatives from the site affected. eg Ourimbah, Port Macquarie, Singapore.

Other specialists may be invited by the CID to join the above CIRTs as required, to ensure the incident is efficiently and effectively dealt with.

2.1       RESPONSIBILITIES OF THE CIRTs

Responsibilities of CIRTs may include the following.

Staff Recovery Team:

  • provide those affected by the incident with educational material covering common responses to trauma and strategies for coping with these effects;
  • monitor the need for counseling. Consult the University EAP Providers for assessment of the need for counselling and for the provision of counselling services as required. Assess the need for additional support from outside agencies;
  • provide advice to the CICT on response scenarios;
  • provide and verify information from the affected area back to the CICT;
  • liaise with WorkCover and external agencies.

Student Recovery Team:

  • provide educational material covering common responses to trauma and strategies for coping with these effects;
  • monitor the need for counseling Consult the University Counselling Service for assessment of the need for counselling and for the provision of counselling services as required. Assess the need for additional support from outside agencies;
  • organise transport and alternative accommodation;
  • provide advice to the CICT on response scenarios;
  • provide and verify information from the affected area back to the CICT;
  • provide specific advice to the CICT in relation to international students.

Facilities Recovery Team:

  • establish the facilities recovery strategy;
  • liaise with Emergency Services;
  • restrict access to affected areas;
  • assess replacement or repair options;
  • secure area to an acceptable level of safety;
  • ensure power supply;
  • coordinate clean up of site;
  • engage contractors as required

Technology Recovery Team:

  • establish & implement a Technology Recovery Strategy;
  • set up computer and equipment room environment;
  • minimise IT damage and salvage resource;
  • restore hardware software and cabling;
  • determine telecommunication priorities.

Site Specific Recovery Team:

  • provide information to the CICT on site specific information;
  • assist in the implementation of action plans at the site.

APPENDIX 2 - CRITICAL INCIDENT ACTION PLAN (Word Version)

Incident Objectives/Response Priorities

 

Incident Name:

 

Date of Incident:

 

Description of Incident:

 

 

 

 

Location of Incident:

 

Critical Incident Director:

 

 

Operational Period:

From:

 

To:

 

 

General Control Objectives for The Incident (Include alternatives)

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

                                 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Initial Response Checklist

(This checklist is a guide for the University’s Initial response, it is not intended to be an exhaustive list)

Human Resource Service

  • Account for all personnel
  • Contact and liaise with next of kin
  • Counseling service requirements considered
  • Maintain an awareness of locations of injured personnel and conditions
  • Coordinate additional or temporary staffing as required
  • File appropriate Workers Compensation claims
  • Assist with employees’ incident related benefit payments and reimbursements
  •  Ensure OH&S requirements are maintained
  •  Notify Workcover as required

Student Services

  • Liaising with students
  • Counseling service requirements considered
  • Contact and liaise with next of kin
  • Maintain an awareness of locations of injured students and their conditions

Facilities Management

  • Liaising with emergency services
  • Liaising with building management
  • Coordinating onsite security and control of access
  • Formal handover of site from Emergency Services back to University
  • Damage assessment
  • Facilities recovery/ replacement
  • Assisting with power requirements

Media & Public Relations

  • Gain an accurate picture of the incident
  • Draft and issue media release documents
  • Implementation on Critical Incident communications protocol

Web Display

  • Update the University web page with current, accurate information

IT Services

  • Restoration of computer requirements
  • Recovery of backed up data

Legal Services

  • Determine if any legal advice is required

Financial Services

  • Ensure accesses to emergency funds are available if required
  • Implement emergency financial delegations
  • Ensure adequate financial control

Risk Management Unit

  • Liaise with insurers
  • Provide general BCP and crisis management guidance

Faculties Impacted

  • Faculty of Health
  • Faculty of Science & IT
  • Faculty of Education & Arts
  • Faculty of Engineering & Built Environment
  • Faculty of Business & Law

Faculty Notification

  • Meeting arranged with PV-C of impacted Faculty(ies)

 

Critical Incident Coordination & Critical Incident Recovery Teams Involved

 



 

 

 

 

Other Critical Information for Operational Period 

 



Items for follow-up 

 






 

 

 

 

 

 

 

Attachments

           

  • Injury/ Incident Report

 

  • Fact Sheet / Media Release

 

  • ________________________

 

  • ________________________

 

  •  _______________________
 

 

  • Communications Plan           
  • Contact list of Incident specific Phone Numbers                          
  • ____________________________

 

  • ___________________________

 

  • ___________________________

 

 

  • Weather/Safety Message

 

  • Location Map

 

  • __________________________

 

  • _________________________

 

  • _________________________

Prepared By:

(Name/Title)

 

Approved by:

 

 


APPENDIX 3 – CRITICAL INCIDENT MANAGEMENT CENTRES (Word Version)

CALLAGHAN CAMPUS

  • The Primary Critical Incident Management Centre will be the Committee Room in the Chancellery.
  • The secondary Critical Incident Management Centre will be the Facilities Management Meeting Room located at the Facilities complex.

OURIMBAH CAMPUS

  • The primary Critical Incident Management Centre will be Facilities Management Meeting Room
  • The secondary Critical Incident Management Centre will be Library AV Room

OTHER LOCATIONS & SITES

  • The Critical Incident Management Centre will be determined by the Critical Incident Director, immediately following appointment.

APPENDIX 4 - CRITICAL INCIDENT DELEGATIONS (Word Version)

 


APPENDIX 5 - CRITICAL INCIDENT FLOWCHART (Word Version)

 


APPENDIX 6 - CRITICAL INCIDENT INVERTORY OF MATERIALS (Word Version)

 

Inventory      

 

Item

 Qty.

Location / Held by

AM/FM Radio Receiver

Spare Batteries

1

2

Facilities Management

Facilities Management

Computer Printer

1

 

Computer Terminals

2

Members of CICT to bring laptops

Crisis Management Manual

1

Risk Management Unit

Electronic Whiteboard                                           

1

Callaghan - Chancellery/FM Meeting Room

Ourimbah – Maintained in room

Extension Leads

2

Risk Management Unit

Fax

2

 

Marker Pens

6

Risk Management Unit

Notepads

10

Risk Management Unit

Operations Log

10

Risk Management Unit

Photocopier

1

 

Power Board

2

Risk Management Unit

Table & chairs

For 10

Callaghan – Chancellery/FM Meeting Room

Ourimbah – Room to contain

Conference Phones

1

Human Resources

Telephones

3

Risk Management Unit

Torches

Spare Batteries

2

Risk Management Unit

T.V.

1

 

 

 

 

Approval AuthorityVice-Chancellor
Date Approved2 August 2007
Date Last Amended21 February 2012
Date for Review2 August 2010
Policy SponsorVice-Chancellor
Policy OwnerUniversity Secretary
Policy ContactDirector, Corporate Services
Amendment History

Change to Definition of Critical Incident and Examples, approved by Acting Deputy Vice-Chancellor Services 31 July 2012.

Change in terminology from "general" to "professional" staff, approved by Vice-Chancellor 21 February 2012, effective 1 January 2012.

Amended links to Procedures 99 and 100 replaced with link to Emergency Procedures Page

Amended ref media delegation footnotes 3 and 7; addition of alternative representative in Appendices 1 and 2; addition of Initial Response Checklist in Appendix 2 approved VC 13 April 2010.

Amended Policy Contact 24 March 2010