1. Despair or Destruction Canadian Conference on Student Judicial Affairs Presented by Dima Utgoff Director, Residence Services University of Alberta How Do We Respond When Behaviour Is Too Dangerous for Our Regular Processes to Handle?

2. With respect to our own Protocol, the basic principles behind it are as follows: “Serious incidents of disruptive, threatening or violent conduct: Are rarely single-issue, single-answer phenomena. Are rarely single-issue, single-answer phenomena. Generally have a broad impact across the University. Generally have a broad impact across the University. Require a variety of interventions.” Require a variety of interventions.” “The protocol: Provides for a Coordinator with the authority to organize an effective response to incidents and cases.” Provides for a Coordinator with the authority to organize an effective response to incidents and cases.” Ensures that senior administrators are kept appropriately informed of developments in every case.” Ensures that senior administrators are kept appropriately informed of developments in every case.”

3. When we talk about conduct covered by this protocol, what are we talking about? Disruptive conduct:  Disturbing or otherwise interfering by action, words, written material by any means whatsoever to the extent that normal University-related functions cannot proceed. Threatening or violent conduct: Assaulting another person. Assaulting another person. Threatening another person or group of persons with bodily harm. Threatening another person or group of persons with bodily harm. Causing another person or group of persons to have reasonable Causing another person or group of persons to have reasonable grounds to fear bodily harm. Creating, perpetuating, or threatening to create, a condition which Creating, perpetuating, or threatening to create, a condition which unnecessarily endangers or threatens the health, safety or well-being of another person or group of persons. Causing or threatening to cause the damage or destruction of property. Causing or threatening to cause the damage or destruction of property.

4. A case which might result in a decision to invoke the protocol can be reported: To Campus Security Services if there is an immediate emergency. To Campus Security Services if there is an immediate emergency. To Campus Security Services or the Office of the Provost and Vice-President (Academic) if there does not appear to be an immediate emergency. To Campus Security Services or the Office of the Provost and Vice-President (Academic) if there does not appear to be an immediate emergency.

5. The role of the Coordinator is to: “Bring together the authorities who must be involved in decisions, together with experts, where necessary, to manage the case. Centralize internal and external communication. Take whatever immediate action is necessary should the situation become urgent during the course of the case management team’s work. Ensure: That the victim(s), if any, and the members of the community who are affected by the incident are supported, consulted where appropriate and kept informed of developments in the case. Follow-up of decisions. Maintain case records, and ensure the appropriate University authorities are informed of developments. Convene debriefing sessions. Prepare a brief report for the Office of the Provost and Vice-President (Academic) summarizing the case.”

6. The case management team may, as necessary, draw its members from the following list: “Dean of Students; “Dean of Students; Dean or designate from the Faculty of Graduate Studies and Research; Dean or designate from the Faculty of Graduate Studies and Research; Academic Staff Administration; Academic Staff Administration; Vice-President (Financial and Administration) or designate; Vice-President (Financial and Administration) or designate; Authorities responsible for the Faculty or unit of the individual whose behaviour is of concern; Authorities responsible for the Faculty or unit of the individual whose behaviour is of concern; Members of the Faculty or unit of the individual whose behaviour is of concern; Members of the Faculty or unit of the individual whose behaviour is of concern; Managers of other units where the incident has had, or has the potential to have, a serious impact upon unit members; Managers of other units where the incident has had, or has the potential to have, a serious impact upon unit members; Chaplain; Chaplain; Residence Services; Residence Services; Human Resources Group, Employee Relations; Human Resources Group, Employee Relations; Health Promotion and Worklife Services; Health Promotion and Worklife Services; Public Affairs; Public Affairs; Facilities Management; Facilities Management; Student Counseling Services; Student Counseling Services; University Health Services (physician, psychiatrist) University Health Services (physician, psychiatrist) Other experts or authorities inside or outside the University community.” Other experts or authorities inside or outside the University community.”

7. The case management team is permitted to take the following actions: “Determine what facts are known, what information is still needed, and how such information may be obtained; “Determine what facts are known, what information is still needed, and how such information may be obtained; Start a case log detailing facts and recording all decisions; Start a case log detailing facts and recording all decisions; Determine whether any further special expertise is required; Determine whether any further special expertise is required; Consult legal, medical, psychological or other experts as necessary; Consult legal, medical, psychological or other experts as necessary; Determine any immediate action to be taken; Determine any immediate action to be taken; Arrange for the support, care and follow-up of any victim(s). Arrange for the support, care and follow-up of any victim(s). Arrange for internal communiqués as necessary. Arrange for internal communiqués as necessary. Plan a media strategy; Plan a media strategy; Arrange for critical incident stress de-briefing sessions; Arrange for critical incident stress de-briefing sessions; Establish communication links.” Establish communication links.”

8. The first was at the University of Guelph around 1979. An Iranian student who had not, to my knowledge, come to anyone’s attention in any kind of negative way before this incident, suddenly became convinced that the secret police of Iran were out to get him. He suffered what seemed to be a violent psychotic episode resulting in him screaming and having to be detained by Security personnel. It took 10 persons to restrain him. He was then admitted to the Homewood Health Centre in Guelph as an inpatient. University of Guelph

9. The second case involved a student living in residence at the University of British Columbia around 1982 or 1983. It was discovered quite by accident that this student appeared to be depressed, was likely suicidal, but had also purchased a pound of potassium cyanide and appeared to be intent on either murdering a number of other students or committing suicide and murdering other students. University of British Columbia

10. The third case involved an Acadia University student in the early 1990s. Again, quite by accident, another student walking by his room in residence noticed what appeared to be a pipe bomb and sack of “something else” right next to it. Acadia University Acadia University

11. Questions?