Policy 125

1. PURPOSE
   1. The purposes of this Policy are to:
      1. Establish the University’s Emergency Management principles.
      2. Describe the University’s Crisis Management Structure.
      3. Describe the University authorities and their respective roles and responsibilities during an Emergency
2. DEFINITIONS
   1. The following capitalized words and expressions have these meanings for the purposes of this Policy and any related procedures:
      1. Business Continuity (or “Continuity”) is a proactive, ongoing process that identifies the University’s critical functions, assesses the impact ofsignificant disruptions on its ability to operate, and develops and maintains viable recovery strategies and continuity plans. Business Continuity Management is governed by the University’s Enterprise Risk Management Framework under Policy 54.
      2. Critical function refers to any operational University function whose significant disruption could cause substantial, temporary, or permanent harm to: 
         • Health and safety
         • Regulatory compliance
         • Operational effectiveness
         • Achievement of strategic objectives and mandates
      3. Disruptive risk is the possibility of an unexpected event that significantly disrupts Critical Functions. It may result from damage to critical infrastructure, failure of critical systems, key personnel loss, loss of space, a disruption in the critical supply chain, or a threat to the safety of the University community.
      4. University Emergency (or “Emergency”) is any credible and imminent or occurring situation that poses serious harm to the University community or significant or widespread damage to infrastructure, property, the environment, or the institution’s reputation. It also includes situations that may cause considerable disruption to University Critical Functions. Routine and minor incidents, such as personal emergencies (e.g., individual medical incidents or localized incidents), are excluded from the context of this Policy.
      5. Emergency Management or “EM” is a collective effort involving all members of the University community to prevent, prepare for, respond to, and recover from Emergencies. It includes administrative structures, plans, procedures, awareness campaigns, training, and exercises. Depending on the context within which the expression is used, Emergency Management (EM) can also refer to the administrative section within the University’s Office of the Chief Risk Officer (OCRO).
      6. Executive Management refers to the president, vice-presidents, and secretary-general.
      7. Senior Management (or Heads of Unit) refers to the University employee who holds the highest level of managerial decision-making authority of a faculty, service, or other administrative Unit. This includes positions such as associate vice-presidents, vice-provosts, deans, chiefs, or any other position holding equivalent managerial authority.  
      8. Unit means a faculty, school, or other academic or research unit, an administrative service, or an office within these entities that carries out University activities.
      9. University activities encompass the services, functions, and operations performed by or on behalf of the University.
      10. University Community refers to all individuals affiliated with or using the University facilities, including but not limited to:
          • Students (full-time, part-time, undergraduate, graduate, and special students);
          • Employees, including unionized and non-unionized academic and support staff, and individuals paid from other sources (e.g., grants, research grants, and external funding);
          • Clinicians and physicians with academic appointments, as well as adjunct, visiting, and emeritus professors; 
          • Postdoctoral or clinical fellows, research trainees, and medical residents;
          • Contractors, consultants, suppliers, or other entities engaged to provide services or goods while on University property or while acting in a capacity defined by their relationship with the University, or entities leasing or occupying University space;
          • Members of the Board of Governors, the Senate and any of their respective committees, and members of any advisory committee formed to assist the University in achieving its objectives;
          • Visitors, including visiting students, volunteers, or individuals serving on a University advisory or other operational committee.
3. APPLICATION
   1. This Policy applies when there is an Emergency.
   2. This Policy and its associated procedures apply to all members of the University community and to all activities conducted at, by, or for the institution to manage a Disruptive risk.
   3. This Policy supersedes any conflicting provisions in other University policies or procedures related to Emergency Management or Emergency response.
4. EM PRINCIPLES
   1. EM principles align with the University’s strategy and objectives, serving as a key element of the University’s readiness and resilience.

   2. The University adopts an all-hazards approach and uses four integrated functions of Emergency Management -- prevention/mitigation, preparedness, response, and recovery to categorize the management phases. The core principles include:

      1. Clear governance structure to ensure accountability, compliance, ongoing commitment, and integration across the University.
      2. A centralized incident management system to effectively coordinate the strategic, operational, and tactical response efforts during Emergencies.
      3. Clear roles and responsibilities to ensure that all University community members understand their duties during an Emergency.

      The Emergency Management Framework provides the operational guidance and tools required to implement these principles.

   3. The University’s All-Hazards Emergency Response Plan (PDF, 397 Kb) provides the detailed operational guidance supporting this Policy and is maintained as a living document that may be updated as required to ensure agility and alignment with evolving risks and best practices.
5. AUTHORITY
   1. During Emergencies, the President has the authority to cancel, restrict, or resume University activities. In the absence of the President, this responsibility may be temporarily assumed by the Provost and Vice-President, Academic Affairs. In their absence, the Secretary-General, can act temporarily. These decisions must be made in consultation with the Chief Risk Officer (CRO), the Emergency Operation Centre (EOC) Director, and the Director of Protection Services.
   2. Notwithstanding the authority and power in Section 5.1, the CRO, EOC Director, or Director of Protection Services, may activate the Crisis Management Structure outlined in Section 6 of this Policy) and temporarily suspend or limit University activities in cases of imminent threat to the safety of persons or significant property damage, with immediate notification to the President,  to the Provost, and Secretary-General (as applicable).
6. CRISIS MANAGEMENT STRUCTURE
   1. The Crisis Management Structure is the temporary administrative framework used by the University during an Emergency to coordinate the University’s Emergency response efforts.  It is composed of the Incident Response Teams (IRT), the Emergency Operations Centre (EOC) and the Crisis Management Team (CMT) and is intended to be flexible and scalable based on the Emergency to effectively address tactical activities [IRTs], University-wide coordination [EOC], and University strategic or policy considerations [CMT], and to ensure timely communication and risk-informed decision-making.

      1. Incident Response Teams (IRT)

         One or more IRTs provide tactical management by developing and coordinating on-scene response strategies. IRT Leads assign resources, oversee tactical operations, monitor their status, and provide updates to the EOC.

         IRT Leads may request EOC activation.

      2. Emergency Operations Centre (EOC)

         The EOC is led by the Office of the Chief Risk Officer (OCRO) and it is responsible for developing action plans, providing operational coordination, supporting tactical teams, and managing impacts beyond the scene. It also maintains situational awareness across the full scope of the incident, guiding tactical operations, advising the CMT, and updating the broader community.

         The EOC includes representatives from key Units, typically at the Head of Unit level. Its composition is flexible and can be adjusted based on the nature of the Emergency.

         The EOC Director activates the EOC with the approval of the CRO.

      3. Crisis Management Team (CMT)

         The CMT is comprised of the Executive Management and key Senior Management and is led by the President. It provides strategic direction, sets institutional priorities, authorizes expenditures, and delegates temporary authority to support response and recovery efforts.

         The CMT is activated by the President upon the recommendation of the CRO.

7. ROLE AND RESPONSIBILITIES
   1. Executive Management provides oversight and strategic leadership for Emergency Management by:
      1. Ensuring alignment between Emergency Management efforts and University strategic goals, priorities, and risk tolerance.
      2. Allocating necessary resources to support Emergency preparedness, response, and recovery initiatives.
      3. Providing strategic direction during an Emergency through the Crisis Management Team (CMT), including making high-level management decisions about the University’s priorities and response strategies to guide University-wide efforts.
      4. Representing the University in strategic communications with external leaders, such as government officials and administrators of partner institutions, to ensure effective coordination during province-wide Emergencies.
      5. Monitoring the effectiveness and readiness of the Emergency Management Program through regular reviews of reports, audits, and recommendations provided by the CRO.
      6. Supporting program continuous improvement based on evolving risks and lessons learned from actual Emergencies or exercises.
   2. Operational Management
      1. The Office of the Chief Risk Officer (OCRO) is responsible for:
         1. Implementing and overseeing the EM Program and the Business Continuity Management Program. 
         2. Maintaining the Crisis Management Structure.
         3. Leading the EOC.
      2. Senior Management (Heads of Unit) lead their teams in readiness by providing oversight, direction, advocacy, communication, and coordination. This includes but is not limited to:
         1. Appointing a champion to manage Risk, Emergency preparedness, and Continuity planning.
         2. Establishing a process to identify, assess, report, and manage disruptive risks.
         3. Implementing continuity plans and emergency response plans.
         4. Ensuring employees are trained and understand their roles in preventing, preparing for, responding to, and maintaining critical functions and research during an Emergency.
         5. Defining lines of succession and delegation of authority to make decisions and provide direction during an Emergency. 
         6. Requiring staff participation in preparedness training and exercises. 
         7. Timely engagement with the Crisis Management Structure when required.
      3. Managers are responsible for:
         1. Developing, maintaining, and exercising area-specific emergency response and continuity plans, including accommodations for self-identified individuals with disabilities. 
         2. Ensuring accessibility of the University’s emergency alert system in workspaces.
      4. Supervisors are responsible for:
         1. Ensuring that employees are familiar with emergency procedures and follow institutional directives during an Emergency.  
      5. Academic and research staff are responsible for:    
         1. Being familiar with Emergency procedures relevant to their teaching and research settings and following University alerts and directives during an Emergency.
         2. Enabling the University’s Emergency alert system within their on-campus teaching and research environments (e.g., turning on the classroom computer or allowing an exception to any 'no device' rule).
         3. Ensuring that students and others under their supervision are aware of the Emergency procedures for their teaching and research settings.
         4. Informing and guiding students and others under their supervision during Emergencies. 
      6. All University Community members share responsibility for preparedness by:
         1. Planning for their own personal safety in the event of an Emergency, p.  
         2. Ensuring their ability to receive University Emergency alerts and comply with University directives.  
         3. Becoming familiar with University Emergency procedures and Continuity procedures and participating in mandatory University Emergency training and exercises.
8. APPROVAL AND AMENDMENTS
   1. The Office of the Chief Risk Officer is responsible for periodic review of this policy and for recommending to the Administration Committee any amendments to it.
   2. Amendments to this Policy require the approval of the Administration Committee.
   3. The Secretary-General, may establish, amend, or abrogate procedures for purposes of the effective implementation of this Policy, provided that such procedures are consistent with the provisions of this Policy.
   4. Notwithstanding Section 8.2, the Secretary-General may amend this Policy without the need to submit such an amendment to the Administration Committee for approval if such an amendment is required to:
      1. Update or correct the name or title of a position, unit, law, bylaw, policy, procedure, or authority; or
      2. Correct punctuation, grammar, typographical errors, revisions to format, and other technical revisions, where appropriate, if the correction does not change the meaning of a provision or make such other corrections if it is clear both that an error has been made and what the correction should be; or
      3. Correct the form of expression of a provision in French or English to be more compatible with its form of expression in the other language; or
      4. Make consequential amendments to conform with, or arising from, another University bylaw, resolution, policy, or procedure.

Please contact the Secretariat for previously approved versions.