Academic Affairs Policy Manual

5.04 Other Policies

5.04-1 Names of Facilities or Streets and Dedication of Portions of Facilities

Naming University Facilities or Streets

• The University is governed by Board of Regents policy for naming of facilities or streets.
  
  See Board of Regents Policy Manual, § 912 (Facilities).
  
  
• Procedure
  
  Any recommendation to name facilities of The University of Georgia must be forwarded to the President's Cabinet by the President or Vice President(s) but may be proposed by a diverse public including constituent faculty. Such a recommendation will include the rationale for the recommendation. The President may use the Facilities Committee of the University Council for advice regarding naming recommendations. The President will, after review and approval of the request, forward the recommendation to the Board of Regents for action.

Dedicating University Facilities

• Policy
  
  Portions of facilities of The University of Georgia may be dedicated by the President after review and recommendation of the President's Cabinet.
  
  
• Procedure
  
  Any recommendation for dedicating portions of facilities of the University must be forwarded to the President's Cabinet by the President or Vice President(s) but may be initiated by a diverse public including constituent faculty. Such recommendations will include the rationale for the recommendation. The President will, after review, either approve or disapprove the request.

Source: University President, 9/22/89 (19)

5.04-2 Allocating Space to Retired or Emeritus Personnel

It is the responsibility of each dean and department head to oversee the assignment of office space to emeriti faculty members. Decisions concerning the use of office space by emeriti faculty should be made with the following criteria in mind:

1. The individual should continue to participate in teaching, or research, or public service activities which, in the judgment of the dean and department head, will benefit the academic discipline, the department or college, and The University of Georgia.
2. The individual should continue to represent The University of Georgia by participating in lectures, seminars, workshops, etc. as a nationally/internationally recognized authority on an area of specialization within an academic discipline.
3. The objective in providing some office space to emeriti faculty should be to encourage the continuation of scholarly productivity without sacrificing the manageability of our physical resources or our existing departmental operations.

Source: Vice President for Academic Affairs, June, 1984, (23)

5.04-3 EITS Procedures

Contact Enterprise Information Technology Services for the latest EITS Procedures.

URL: http://www.eits.uga.edu/

Source: Enterprise Information Technology Services

 5.04-4 Liability and Property Insurance Claims

The responsibility for processing liability and property insurance claims has been transferred from the Accounts Receivable Department to the Administrative Services Division, effective immediately. Questions regarding University liability or property insurance claims should be addressed to:

Administrative Services
Auxiliary Services Warehouse
Athens , Ga. 30602-4224
Tel: (706) 425-3250
Fax: (706) 425-3255

Source: George E. Stafford, Associate Vice President and Controller, Oct. 4, 2002.

5.04-5 Research and Scholarship

University of Georgia Policy on Responsible Conduct in Research and Scholarship

Please see www.ovpr.uga.edu/rinteg/index.html

Source: Vice President for Research and Associate Provost, Oct. 1, 2003.

5.04-6 Medical Spending

HIPAA Notice (Health Insurance Portability and Accountability Act)

Please see: http://www.busfin.uga.edu/benefits/uga_hipaa.html .

Source: Employee Benefits, April 11, 2003.

5.04-7 Safe and Secure Campus Community

Please see www.uga.edu/safeandsecure .

Source : University Public Affairs

5.04-8 Reporting/Responding to Health and Safety Concerns of Faculty and Staff

The University of Georgia affirms the importance of the health and safety of all personnel. It is therefore essential that well-defined and publicized guidelines are observed for the prompt resolution of heath and safety concerns raised by faculty and staff. The principal operating policy is that resolution of and response to health and safety concerns should be at the closest possible administrative level to the concerned faculty and staff. Administrative steps to be taken are as follows:

1. Each school, college, division and other major University units will develop an orderly and timely process for faculty and staff to report health and safety concerns through their respective administrative structures.
2. A health or safety concern of faculty and staff should be reported in writing to the University administrator directly responsible for the program or space affected. Depending upon the operating policy of the particular major University unit, the administrator might be a department head, a director, a dean (or designee) or a vice president (or designees). The administrator will attempt to resolve the concern if it is within his/her wherewithal to do so. The administrator for the ____________________ (building) or (program) is ______________________.
3. If the health or safety concerns cannot be resolved within the department or division, school or college or other major University unit, the responsible coordinator should contact the Environmental Safety Division and/or Physical Plant, as appropriate. If the concern cannot be resolved with the technical assistance of either the Environmental Safety Division and/or Physical Plant, it should be referred to the next administrative level.
4. Resolution, or concrete plans for resolution, of health and safety concerns should be completed within 30 days from the time a concern is initially expressed by faculty or staff. That information should also be reported in writing to the employee who raised the issue . Administrative heads of schools, colleges, divisions and other major University units should include in their statement of operating policy a provision for assuring this timely response.
5. A copy of this policy shall be posted in appropriate locations within each respective unit's jurisdiction.

Source: UGA Cabinet: adopted on October 15, 1990; revised on August 29, 1995; revised on January 31, 2003.

5.04-9 University of Georgia Crisis Communication Plan

1. Purpose
   
   A crisis communication plan provides policies and procedures for the
   coordination of communication within the university, and between the
   university, the media and the public in the event of an emergency or
   controversial issue.  Emergencies may include fires, bomb threats,
   natural disasters or major crimes.  Controversial issues may include
   police investigations, protests or other situations that demand a public
   response.  The plan is not intended to change the way emergencies are
   initially reported.  All emergencies on campus should be reported to
   University Police at 542-2200.
   
   This plan not only addresses media relations and communication issues,
   but also includes procedures for the rapid identification of potentially
   harmful situations and the methods for responding to these situations
   quickly and effectively.
   
   It is the goal of this crisis communication plan to establish guidelines
   for dealing with a variety of situations, and to ensure that campus
   officials and communicators are familiar with those procedures and their
   roles in the event of a crisis.  The plan is to be used in conjunction
   with the normal decision-making hierarchy of the university and crisis
   plans developed by other administrative units and does not supplant that
   decision-making process.
   
2. Objectives of the Plan
   
   1. To factually assess the situation and determine whether a
         communications response is warranted.
      
   2. To assemble a Crisis Communication Team that will make
         recommendations on appropriate responses.
      
   3. To implement immediate action to:
      
      • Identify constituencies that should be informed about the situation
      • Communicate facts about the crisis
      • Minimize rumors
      • Restore order and/or confidence
        
3. Procedures
   
   Assessment. The individual who encounters the potential crisis should
   gather accurate information from the appropriate sources.  A potential
   crisis is defined as an event or situation that could affect or has
   affected the health, safety or welfare of students, faculty, staff or
   campus visitors.  After fact gathering, the appropriate individual
   should determine whether an immediate response is necessary and, if so,
   should contact the Associate Vice President for Public Affairs or, in
   his/her absence, an appropriate Public Affairs representative.  The
   Associate Vice President will determine whether to convene a Crisis
   Communication Team and will immediately inform the President, Provost
   and/or the Senior Vice President for External Affairs.
   
   Assembling Crisis Team.  Composition of the crisis team will include at
   minimum (Core Team):
   
   • Associate Vice President for Public Affairs
   • Department Head or chief contact in area affected
   • News Service Director
   • Director of broadcast services

• Other personnel will be added to this core team to form the larger
  Crisis Communication Team, which will then formulate a response based on the nature of the crisis.  Those added could include the following,
  depending on the situation:
  
  • President
  • Provost
  • Senior Vice President for External Affairs
  • Senior Vice President for Finance and Administration
  • Executive Assistant to the President
  • Individual vice presidents
  • University Counsel
  • Associate Vice President for Human Resources
  • Dean of the appropriate college
  • Athletic Director or Sports Information Director
  • Director of University Health Center
  • Director of Environmental Safety
  • Director of Housing
  • Director of Government Relations
  • Director of Community Relations
  • others as appropriate to the situation

Initial Steps. The Core Crisis Team, after assessing the nature and
scope of the situation, should call together all members of the Crisis
Communication Team to develop a plan of action including some, or all,
of the following:

1. Designate a spokesperson.  In most cases the spokesperson should be the Associate Vice President for Public Affairs.  The person possessing the direct knowledge of the crisis (for example: the Chief of Police in the event of a campus crime, or the Director of the Health Center in a medical emergency) can act as spokesperson.
   
   In cases of a significant crisis, the President or the highest-ranking
   university official must take the lead in conveying the administration's
   response to the crisis, showing that the university has control of the
   situation, calming public concern and setting an example for the entire campus.
   
2. Draft a fact sheet.  The fact sheet should contain a summary statement of the situation including all known details to be released to
   the media.  This information should be made available to the resident or Provost, and appropriate Dean or Vice President.  This fact sheet should be analyzed with respect to the public's right to know and concerns for privacy and security in consultation with General Counsel.
   
3. Notify key constituencies.  Determine key constituencies that should
   be informed of the crisis.  It is important to keep administration,
   faculty, staff and students, as well as the general public, informed of
   appropriate details and actions taken by the university during an
   emergency.  Effective communications will help quell rumors, maintain morale and ensure continued orderly operations of the university.  A member or members of the Crisis Team should be assigned to communicate the facts of the situation (contained in the fact sheet) and the university's intended response. Among the groups that should be considered for communication in a crisis situation are:

• Law enforcement agencies--should be notified by Police Department
  representatives
  
• Campus administrators, faculty, staff--Information to administrators
  other than those selected to serve on the Crisis Team should be provided via appropriate communications vehicle, usually e-mail and Web postings, or mass meetings.  Regular e-mailed updates of important changes in information and situation status should be distributed.  This should be handled by the senior member of the core crisis communication group, usually the Associate Vice President for Public Affairs or his/her designee.
  
• Students–All students can be contacted in a mass e-mail through
  ArchNews.  Additional communications with students may be considered through mass meetings as necessary, in such venues as housing, Stegeman Coliseum or the Tate Student Center .
  
• Board of Regents–The Associate Vice President for Public Affairs, or
  his/her designee, should routinely keep the Assistant Vice Chancellor
  for Public Affairs informed in crisis situations.  This is most efficiently accomplished either by telephone or e-mail.  In matters of institutional policy, the Chancellor or members of the Board of Regents may be informed or consulted, but only with by the President or an appropriate senior administrator, or with their specific authorization.
  
• Parents of students–All students can be contacted via ArchNews e-mail in a timely fashion, and when appropriate, may be encouraged to share the information directly with their parents.  Parents who inquire may also be directed to the UGA Today Web site or other appropriate
  informational sites on the Web.  The university switchboard can double as a rumor control hotline.
  
• Local community--If the situation has an impact on local residents,
  liers can be distributed or mass media used. If appropriate, meetings
  can be arranged with leaders of the neighborhood associations near the university.  The Director of Community Relations will take charge of such communications as part of the crisis communications team.
  
• Mass media--Public Affairs may prepare news releases for distribution. All media inquiries should be directed to Public Affairs and all releases to the media should come through Public Affairs or be made with their specific knowledge.  The institution should speak with one voice in time of crisis to assure consistent, official and accurate information is disseminated.
  
• Government agencies -- If government entities (Mayor, Governor's
  office, etc.) need to be informed, this should be handled only by the
  Director of Government Relations, the Associate Vice President for
  Public Affairs, a Senior Vice President or the President.
  
• Others-- Other possible constituents that may need to be contacted
  concerning and emergency or crisis include Foundation Boards of
  Directors, Alumni and Accreditation organizations.

4. Switchboards.  The following locations, which receive high volumes
   of incoming telephone  calls to the university, should be notified
   regarding the key facts of the crisis (fact sheet) and where to refer
   calls pertaining to the crisis:
   
   

   Location	Phone
   Public Affairs	542-8090
   University Police	542-2200
   Campus switchboard	542-3000
   Tate Center information	542-3816
   Human Resources	542-2621

   
   

Loss of telephone service.  Cellular phones should be used in the
event that land-lines are down.  Public Affairs will maintain a list of
cellular phone numbers for key university officials.  UGA's Police
Department and Physical Plant are among campus units with walkie-talkies and short-wave radios that can serve as additional means of communicating.

Secondary Steps. Depending on the nature of the crisis, other decisions and/or actions may be necessary.  These could include:

1. Further media contact.  Determine whether a news conference and/or news release is an appropriate means of conveying information to faculty, staff, students, the news media and the public.  Public Affairs will determine logistics of the news conference including when, where and how the media will be contacted, which media will be contacted, who will supervise the news conference, who will appear, etc.
   
2. Establish Crisis Command Center .  Determine whether the magnitude of the crisis merits establishing a Crisis Command Center (for police and university officials) and/or a media briefing center (for larger gatherings of the media for briefings or press conferences).
   
3. Photography.  Decide the need to assign videographers and
   photographers to take pictures of the scene.  This may prove helpful in responding to media inquiries or possible later litigation, as well as
   documenting events.  Determine need to supply video footage from files. Decide whether to provide TV footage for immediate distribution.
   Determine whether it is appropriate to allow location shooting by TV and newspaper photographers.  Determine when, where and who will accompany the media.
   
4. Radio responses.  Discuss need to produce live or taped responses for radio and decide who will be available for radio sound bites.  Contact Broadcast Media Coordinator.
   
   
5. Other spokespersons.  Identify any other individuals who may serve as spokespersons or who might be made available to the news edia. Counsel those individuals in terms of appropriate ways to deal with the media.
   
6. Internal communications.  Determine strategy of internal communications to be used if the crisis affects university students and employees, working closely with Human Resources, the student newspaper, Columns, and the university's Web site UGA Today ( www.uga.edu/news ). The ArchNews campus-wide listserv is available for mass e-mail distribution of important information in rapidly developing situations.  It can be segmented for distribution to faculty, staff, students or a combination of all three.
   
7. Alternative communications.  Discuss alternative or additional means of conveying information such as letters to parents of students or selected constituencies of the university, letters to newspaper editors and consultation with editorial boards.
   
8. Rumor control.  Consider establishing rumor-control hotline and/or a dedicated call-in line for media use.  A Web page with hot link from he university home page can also be used for posting up-to-date information and FAQ.  Use the campus-wide listserv to quickly disseminate the accurate information.

4. Facility Evacuation/Operational Shutdowns
   
   It may become necessary to evacuate buildings and/or areas surrounding facilities to protect and ensure the safety of people and, in some instances, animals.  If such a situation occurs, decisions regarding work space accommodations and/or leave requirements for faculty and staff, as well as class schedules and possibly housing accommodations for students, would need to be addressed.
   
   Issues surrounding leave for staff employees should be directed to Personnel Services (Note: normally time away from work is accounted for through current leave policies).
   
   Student questions should be directed to the Vice President for Student Affairs; faculty should address concerns to the Provost's Office.
   
   
5. Aftermath Component
   
   Following any crisis, appropriate action must take place to ensure that
   members of the university community, and others as necessary, receive
   needed information and assistance to help bring closure to the crisis as
   well as relief from the effects of the event. Attention also should be
   placed on identifying and implementing measures to improve the action
   plan used during the crisis. Possible steps include:
   
   1. Public forum.  If appropriate, a public forum should be scheduled and
      coordinated by Public Affairs to communicate details of the incident and
      events to all interested members of the university.  The timing of this
      meeting is critical and every effort should be made to see that it
      occurs within only a few working days from the close of the crisis.
      Representatives from University Police, Human Resources and the
      University Counseling Center should attend and be prepared to answer
      questions and share pertinent information.  Specific departments and/or
      individuals also may be requested to attend and participate depending on
      the nature of the crisis.
      
   2. Victim assistance. Immediately following a crisis, it is imperative
      that the university be sensitive to the needs of faculty, staff and
      students who may have been personally affected by the event.  There may
      be a need to assist a victim or victims with obtaining information
      and/or a referral to available resources.  The core team will be
      responsible for coordinating this assistance with appropriate university
      offices and units.
      
   3. Accurate information. It is not unreasonable to expect that rumors
      would follow a crisis, further creating an atmosphere of anxiety.  One
      means of combating rumors would be to take full advantage of electronic
      mail, rumor-control hotlines, etc. and report facts as appropriate.
      
   4. Acknowledgments.  Depending on the nature of the crisis, services and
      assistance may have been rendered by agencies, companies and/or
      individuals from outside the university.  Public Affairs should ensure
      that applicable follow-up information and appropriate thank-you letters
      are disseminated, including a potential blanket thank-you to be
      published in local media and on university Web sites.
      
   5. Debriefing. The core team shall meet within 10 days following a
      crisis and review all actions taken as a result of the crisis to
      determine effectiveness and efficiency of operations and make any needed
      changes to the Crisis Communications Plan.

Source: Associate Vice President for Public Affairs; as revised 7/15/05