Narrative: At 8:35 am on November 16, 2015, AminataBallanta, a student at the University of Delaware, tested positive for Ebola Virus Disease (EVD) at Christiana Hospital.
Aminata had returned from visiting relatives in Sierra Leone 10 days previous on November 5th, 2015. Aminata began feeling ill on the morning of November 15th, and by 2:00am on November 16th, she was experiencing a high fever, significant fatigue, a headache, a sore throat, muscle pains, and overall weakness. Two of her roommatesdrove her from her Newark apartment to the University of Delaware Student Health Center. After assessing her symptoms and learning that Aminata had recently traveled to Sierra Leone, the Student Health Center staff suspected that she might be infected with EVD. They immediately contacted the Division of Public Health at the Delaware Health and Social Services Department, as well as Acting President of the University of Delaware Nancy Targett and the Centers for Disease Control and Prevention (CDC). The Division of Public Heath (DPH) arranged for specialized transport to take Aminata to Wilmington Hospital, which is the Christiana Care Health System’s designated facility for patients with infectious diseases. Aminata was placed in isolation upon arrival at 4:00 am, and laboratory tests were ordered. Upon receiving positive test results, she was diagnosed with EVD at 8:35 am.
After questioning Aminata and her roommates, Student Health Center officials learned that Aminata was a 3rd-year student at the University of Delaware, and also worked as a food handler in the Russell Residential Dining Hall on the university campus. Aminata had followed her regular schedule of classes and work from Nov. 6 until Nov. 13. She had been monitored by the DPH with regular morning phone calls, because she had recently returned from Sierra Leone. However, on Sunday, Nov. 15 (the day she reported first experiencing symptoms), she reported no symptoms and good health during her checkup call with the DPH, but later in the day she began feeling ill while workingan 8-hour shift in the new Rodney Dining Fresh Food Company cafeteria, also on the university campus. Aminata is a senior food services employee, and because the Rodney Dining Fresh Food Company cafeteria was only recently opened in August, many of its employees are new hires, and Aminata was asked to occasionally work extra shifts there to help train the new employees. The Russell Residential Dining Hall and the Rodney Dining Fresh Food Company cafeterias are located on the main campus of the University of Delaware, and serve meals to a large percentage of the student body, particularly the students that live in the University’s residence halls.At 6:00 pm, Aminatafelt sick enough that she vomited on the floor near the salad bar. She was then sent home from work.
At 8:45 am on Nov. 16, DPH officials contacted the University of Delaware with the news of Aminata’s diagnosis, and Acting President of UD Nancy Targett called an emergency meeting of university officials (including the directors of Dining Services, Environmental Health and Safety, External Relations, and the Student Health Center) at 10:00 am. Polly Sierer, the Mayor of Newark, as well as representatives from DPH, Christiana Care Health System, and the Delaware Emergency Management Agency (DEMA) also attended the meeting. Among the issues discussed was the fact that Thanksgiving Break was scheduled to begin in 4 days on Nov. 20. Normal university operations (including classes) would not resume until Nov. 30. Normally during the break, the university’s dining and residence halls would be closed, meaning that the students that lived in university residence halls would be required to find lodging elsewhere for the break. The majority of UD students typically return home or visit other relatives during the break. Additionally, Final Exams for the semester will begin on Dec. 14, two weeks after Thanksgiving Break ends. The university will close down for the holidays approximately one week later, on Dec. 20.
Director of Dining Services at the University of Delaware:
Description of Responsibilities: Sue Bogan is the director of Dining Services at UD. Her main responsibilities include administrative issues regarding concessions and catering, logistics, nutrition supervision and the quality of services provided by the university’s four dining halls, three markets, two food courts, and several snack bars. She is ultimately responsible for the daily feeding of thousands of UD students, and the employees that feed them. She reports direct to Nancy Targett, the Acting President of UD.
Narrative: At 9:00 am on Nov. 16, Director Bogan received a call from the university president informing her that AminataBallanta, a food services employee of the Russell Residential Dining Hall, had been diagnosed with Ebola, and that a meeting with key university officials and other important individuals would be held to determine the university’s response to the emergency. Before going to the meeting, she contacted the coordinator of the Russell Dining Hall who informed her that Aminata had also worked recently in the Rodney Dining Fresh Food Company cafeteria. She ordered the coordinator to immediately close the Russell dining hall and keep track of the employees, and also asked him not to tell them about Aminata’sebola case, in order to avoid generating panic. She does the same with Rodney Dining Fresh Food director and discovers that while working in the Rodney Dining cafeteria, Aminata had vomited next to the salad buffet at 6:00 pm. Director Bogan also called the food suppliers for the two dining halls and has them redirect their deliveries to other dining halls on campus, foreseeing an increased influx of students for lunch, since the two dining halls will be closed for the day.
She goes to the meeting expecting to receive more information and be advised on how to proceed with dining hall and food decontamination; giving information to employees and the general public; and other ways she can contribute to manage this situation.
Description of Concerns: Some of Director Bogan’s concerns about the situation are:
• What if Aminata contaminated other employees of the dining hall? What if she contaminated the food? Should the university throw out / decontaminate all the food or just part of it?
• Aminata vomited near the salad bar. Was that cleaned up properly? Are the employees who cleaned it up going to become infected? Was the contaminated waste disposed of properly, or just thrown out in the regular trash?
• Who is going to pay for the financial loss of both dining halls?
• What happens to the reputation of the dining hall if/when the student body realizes that a dining hall employee had ebola?
• What reason should be given to the student body/general public for the dining halls’ closure? Should they be told that is was for ebola?
• Is it safe for her to manage the situation on site at the dining halls, or should she keep her distance to avoid the risk of being infected too?
Director of Student Health Services at the University of Delaware
Description of Responsibilities: Since April 2013, Dr. Dowling has been the director of Student Health Services at UD. Dr. Dowling leads a team of ten physicians, four nurse practitioners, and eighteen nurses. Together this team staff`s two care facilities, Student Health Services at Laurel Hall, a 24/7 ambulatory care facility, and a sports medicine facility for student-athletes at the Bob Carpenter Center. Student Health Services is generally the first place that UD students will go for help with or information about health concerns.
Narrative: At approximately 2:10 AM on Nov. 16 a UD student named AminataBallantawas brought to Student Health Services in Laurel Hall by two of her roommates, complaining of high fever, significant fatigue, a headache, a sore throat, muscle pains, and overall weakness. At the time, one nurse practitioner, Nancy Moore, and two nurses, Rebecca Panichelli and Mary Curran, were staffing the facility. Aminata was triaged by Panichelli, who failed to initially inquire about her travel history. As a result, Aminata was allowed to wait in the waiting room with three other students and her roommates while Panichelli finished setting up an exam room for her. As Panichelli was assisting Aminata on her way to the exam room, Aminata became violently ill and vomited all over Panichelli, one of her roommates, and the hallway area. While Curran called in to the overnight Environmental Health Safety Staff for assistance with clean-up, Panichelli and Moore took a more in-depth patient history and discovered that Aminata had recently traveled to Sierra Leone, and was on the State’s 21-day Ebola watch list.
At approximately 2:20 AM on November 16th, Dr. Tim Dowling, was alerted by his staff to a possible case of Ebola at Student Health Services. Upon hearing about the incident, Dr. Dowling immediately called the State of Delaware’sDivision of Public Health (DPH) office to alert them of the threat. The DPH advised Dr. Dowling to take all precautions necessary and to act as if it was an actual ebola case until lab results could confirm or disprove it. By 2:35 AM, Dr. Dowling had alerted Nancy Targett, Acting President of UD, and was on his way to his office.
DPH immediately arranged for specialized transport to take Aminata to Wilmington Hospital. She arrived at Wilmington Hospital at 4:00 am, and lab tests were immediately performed. At 8:45 am, DPH contacted Dr. Dowling with the news that Aminata had tested positive for ebola. Dr. Dowling then immediately relayed the news to Acting President Targett, who then told Dr. Dowling that she needed him to attend a meeting of key university officials at 10:00 am to determine the university’s response to the emergency.
Description of Concerns: Some of Dr. Dowling’s concerns about the situation are:
• Exposure of his staff, specifically Panichelli, to Ebola.
• Exposure of the students in the clinic to Ebola, especially Aminata’s roommates.
• Disinfecting Laurel Hall – Who will do this? What is the best way to do this? Should we close and relocate instead?
• What role will he play in the response?
• What other students and staff have come in close contact with Aminata? How at risk are they? Should SHS staff monitor them or should the DPH office take the lead?
• What communications should our office send out to students and staff? To parents?
• Will SHS be able to handle the influx of patients wanting to be screened for Ebola?
• How can I make my staff better equipped to screen for Ebola, especially since it is flu season?
• Do we have enough personal protective equipment (PPE) in stock?
• What are the legal limits to what our staff can tell concerned parents calling in?
• Thanksgiving break starts in 5 days – should students be forced to stay here for the holiday because of the health risks?
CEO of Christiana Care Health System
Description of Responsibilities: As CEO of the largest teaching hospital in DE, DrNevin is charged with promoting the “Christiana care way” which is embodied in their mission statement, “We serve our neighbors as respectful, expert, caring partners in their health. We do this by creating innovative, effective, affordable systems of care that our neighbors value.”
In order to achieve this, she must ensure that her organization maintains a good, compassionate and responsive stance in all their dealings with internal and external stakeholders while sustaining the provision of high quality and affordable healthcare services. Christiana Care staff are many and with diverse needs, and include: Clinical staff, administrative staff, facilities management, laboratory staff amongst others. Patients and their families are also internal stakeholders that DrNevin needs to take account of, as are students- medical, nursing, administration and laboratory technology students.
Narrative: At 2:25 am on Nov 16th, Dr. Nevin received a call from the Division of Public Health (DPH) informing her that the University of Delaware Student Health Services had identified a possible case of Ebola in one of their students. DPH informed Dr. Nevin that they had already arranged for specialized transport to take the sick student to Wilmington Hospital, which was Christiana Care Health System’s designated facility for infectious disease patients. Dr. Nevin and DPH arranged for lab tests to be performed when the student arrived at Wilmington Hospital. The student arrived at Wilmington Hospital at 4:00 am and was immediately placed in an isolated room. Lab tests were performed, and returned positive results at 8:45 am. Dr. Nevin informed DPH of the test results, who in turn informed the University of Delaware. The University of Delaware contacted Dr. Nevin and invited him to attend a 10:00 am meeting with her, university officials, and key other individuals to determine the university’s response to the Ebola outbreak.
Description of Concerns: Some of Dr. Nevin’s concerns with this outbreak of highly contagious, high impact–high mortality/morbidity infectious disease are:
• Safety of clinical staff who will be caring for patient
• Safety of anciliary staff including laboratory staff, facilities management
• Safety of other patients admitted in the hospital
• Cost of keeping such a patient-
o Supplies,
o Personal protective equipment (PPE),
o Paying for increased numbers of staff,
o That area of facility will be put out of use while patient is there and for a period after
o High cost of dedicated equipment that cannot be shared with others
o Special cleaning/ decontamination procedures
• High impact of this one patient on staffing patterns
o Staff caring for patient cannot take care of any other patient
o Need higher number of nursing staff to take care of patient (can only spend brief periods working safely in PPE) so will require shorter shifts
o Staff morale- will staffing be on a voluntary or mandatory basis
o How will staff who do not want to return home be handled?
o What happens if staff person gets sick- ?? Workmenscomp issues??
o Impact on ability to care for other patients
• Waste management
• Disposal of remains (if patient expired)
• Publicity
o Will presence of patient keep other patients from coming to facility
o If so what will be impact on revenue
o How long will this impact last after patient discharged or patient expires
o Negative publicity if transmission to healthcare workers occurs
• Reimbursement for expenditures
Director of the Delaware Emergency Management Agency (DEMA)
Description of Responsibilities: The Delaware Emergency Management Agency (DEMA) is the major entity of disaster preparedness and response in Delaware. DEMA’s job is mostly advisory due to its nature of limited power and resources. However, DEMA also has significant experience and knowledge regarding crisis management, and plays an essential coordinating role in any disaster that requires a state-level response. DEMA has no official Ebola response planning or any kind of guiding documents for Ebola outbreaks. In actuality, DEMA would not be responsible for Ebola outbreaks in Delaware, but it would still participate in the response in such a situation. In order to cope with further incidents likely to be triggered by the Ebola case from UD, DEMA would work together with the City of Newark and UD representatives, and actively report to correspondent agencies of the State of Delaware and also to FEMA (the Federal Emergency Management Agency) to see if further collaborations and reinforcements are needed.
Narrative: At 8:45 am on Nov 16th, the Delaware Division of Public Health (DPH) called Abel Schall, the director of DEMA, and informed him that there was a confirmed case of Ebola at the Wilmington Hospital. The patient in question was a University of Delaware student who had recently traveled to Sierra Leone. Additionally, the student was also an employee in the University’s dining halls, and had first begun exhibiting symptoms while at work. Abel Schall then reached out to the Nancy Targett, the Acting President of UD, to discuss the situation and see what assistance DEMA could provide. Nancy Targett invited Abel Schall to attend an emergency meeting of university officials and others to determine the university’s response to the outbreak.
Description of Concerns:Some of Abel Schall’s concerns are:
• Making sure that DEMA and the Delaware state government are kept up to date on the incident.
• Offering to coordinate state resources to aid in the response.
• Coordinating with DPH, and potentially other federal-level organizations like FEMA and the CDC to provide accurate information on Ebola and procedures for responding to it.
• Will university officials be able to adequately handle the response?
Director of the Delaware Division of Public Health (DPH)
Description of Responsibilities: The Delaware Division of Public Health (DPH) plays an important role in actively preparing for a potential Ebola outbreak in Delaware. The majorresponsibility of DPH is to share accurate information, support disease prevention and control strategies and coordinate medical resources. DPH has been working with medical providers, hospitals, employers, EMS, and other partners to ensure they are ready.In addition, DPH is particularly focused on ensuring medical partners can immediately recognize a potential case and handle the patient appropriately to confirm that Delaware hospitals have the ability to manage Ebola patients. To respond to patients with Ebola, the plans for travel case tracking, monitoring procedures, screening methods, triage management, quarantine, isolation and measures have been put in place. In addition, training on practices to protect health care workers have been exercised to reduce any chance of EVD (Ebola Virus Disease) transmission.
Narrative: At approximately 2:20 AM on November 16th, the State of Delaware’s Division of Public Health (DPH) office received a call from Dr. Dowling, Director of Student Health Services at University of Delaware, reporting a potential case of EVD. The DPH official, KarylRattay, immediately checked her files and realized that the patient, a University of Delaware student named AminataBallanta, had recently traveled to Sierra Leone, and was on the State’s 21-day Ebola watch list. KarylRattay advised Dr. Dowling to take all precautions necessary and properly use personal protective equipment (PPE) until the patient was transported from Student Health Services to the hospital. At the same time, DPH immediately alert the specialized EMS unit to be deployed to arrange the transport to Wilmington Hospital. Meanwhile, DPH notified the receiving hospital to ensure that they were ready to take the patient, and that the lab was prepared to test for Ebola. Aminata arrived at Wilmington Hospital at 4:00 am, and lab tests were immediately performed. At 8:45 am, when the lab results confirmedAminatahad contracted EVD, DPH contacted the CDC to report the EVD case and ask for support if necessary. DPH contacted Dr. Dowling with the news that Aminata had tested positive for Ebola. In order to control EVD transmission, DPH instructed Student Health Services to investigate the people who had been exposed to Aminata’s bodily fluids and any health care staff who did not use appropriate PPE (classified as ‘high risk exposure’). DPH then askedUD to provide a list of the people who might have been exposed to the disease.
DPH began to mobilize personnel ready to monitor and manage potential Ebola virus transmissions, with orders to instruct persons with high risk exposure to remain at home at all times during the 21-day period following their last potential Ebola exposure. These individuals will receive direct, active monitoring by the Division of Public Health, including provision of health care and any basic necessities. Those persons with some risk exposure would receive direct, active monitoring by the DPH, including daily face-to-face visits or online communications by health care personnel. DPH also assigned KarylRattay to attend a 10:00 am meeting organized by Nancy Targett, Acting President of UD, to help the university determine their response to the emergency.
Description of Concerns: Some of DPH’s concerns about the situation are:
• Are there any holes in the mechanism of travel-case tracking?
• How many people shouldbe under monitoring (quarantine and isolation)? What is the severity of the EVD epidemic?
• What if some people may refuse to be monitored or violate the rule of quarantine and isolation
• If DPH staff fear or refuse to conduct the direct monitoring, how to balance against duty and obligation.
• Surge calls for inquiries and case report may paralyze the DPH telephone hotline.
• Healthcare providers and outpatient facilities may not be familiarized with triaging, handling and reporting suspected cases of ebola, which could cause potential exposures to the virus.
• Some hospital and non-hospital settings do not have enough personal protective equipment (PPE) and related training.
• Some health care staffs might refuse to take care of Ebola patients.
• If the outbreak spreads, does the state of Delaware and DPH have enough personnel and medical resource to control the expansion of cases?
• DPH is responsible for providing accurate information about Ebola to the public. How can we make sure that incorrect information or other rumors do not spread?
• DPH will probably be asked for recommendations for clean-up, safety, and decontamination processes, as well as postmortem and funeral preparations.
• Thanksgiving break starts in 5 days – What if the virus spreads to other states with Thanksgiving travelers?
Environmental Health and Safety Office (EHS)
Description of Responsibilities: The EHS is responsible for ensuring and providing healthy and safe living to occupational, workplace academic and recreational facilities and programs at the University of Delaware. The office works on the following programs: Chemical hygiene and biological safety program, training and waste management, reaction and prevention programs to fire, hazardous materials and other building emergencies, training for cleaning air, water and radiological usage. The Department is considered sufficiently trained and experienced to respond to all types of environmental health and safety emergencies at the University of Delaware using multiple protocols, plans, and organizational structures.
Narrative.On Nov 16 at 3:30 am Dr. Gladle received a call from Nancy Targett, Acting President of UD informing him that a student of University of Delaware namedAminataBallanta,might have been infected with Ebola. She explained that Aminata was treated at Student Health Services before being taken to Wilmington Hospital, and that Aminata also worked as a food handler in the Rodney Dining Fresh Food Company cafeteria and in the Russell Residential Dining Hall, and that she first began exhibiting symptoms while at work, and that she had reportedly vomited in the cafeteria near the salad bar as well. Dr. Gadle told the president that this situation needed to be treated as an imminent hazardous treat, requiring an immediate response to prevent spread of the possible infection to others, so he called the emergency coordinator at University of Delaware. Dr. Gadle calls to his secretary at 4:30 am in order to make arrangements to conduct an internal meeting to update staff and give assignments at 6:00 am. At first he decided to meet with Dr. Murray, Assistant Director & Biosafety Officer; Dr. Harris, Environmental Compliance Officer; and Dr. Pyle, Environmental Health and Safety Officer. He decided to focus on four main response actions: evaluation and decontamination of the specific areas, acquisition of critical supplies and equipment, and waste management. By 9:00 am the environmental health and safety staff had already visited the two dining halls and the student health centerto evaluate the necessary material and human resources. The team found that the dining hall staff did not separate Aminata’s vomit from the regular trash.
Also at 9:00 am, Dr. Gadle was called by Nancy Targett and informed that the student’s Ebola diagnosis had been confirmed by lab tests. She also asked Dr. Gadle to attend a meeting at 10:00 am with other university officials to discuss what the university’s response to the situation should be.
Description of Concerns:
• What if the regular waste disposal contractors remove the Ebola waste before it is disinfected?
• What if the company refuses to transport the Ebola waste?
• Do EHS employees understand Ebola procedures?
• What if the equipment resources are not sufficient to respond to the situation? How long would it take to receive a new order?
• What if the university’s large-capacity sterilizers, called an autoclave, cannot handle the amount of trash necessary to disinfect all of the potentially infected trash?
• What if the employees become infected?
• Does EHS have enough employees to handle the situation?
• What if the places are reoccupied before EHS confirms that the area is adequately cleaned?
Director of External Relations at the University of Delaware
Description of Responsibilities:Throughout disasters, both domestic and international, media becomes the primary source of information for the general public. Within the context of a university, media communication becomes pivotal considering the vast geographic range of guardians with students in attendance. The University of Delaware houses an External Relations Department, which is directed by Andrea Tippett. The department’s mission is to work with local, national, and international media to tell the University of Delaware’s stories while connecting with journalists and university experts. To allow an open line of communication with students concerning what is happening at UD, Andreas’ email and office number are posted in the university directory.
Narrative: On November 16th at 9am, Andrea Tippett received a phone call from the University President, Nancy Targett, informing her that there was a UD student had a confirmed case of Ebola. Andrea was asked to prepare for and attend an emergency meeting of university officials at 10:00 am.
Description of Concerns: Andrea Tippet would be concerned about the following:
• What would be included in an official press release? When should the news be released to the press?
• What role would Andrea play in the event of a confirmed student case of Ebola at the University of Delaware?
• How would she work towards fostering relationships between the University and the parents/guardians of students versus the general public?
• Would her role be more proactive or reactive?
• How would she combat widespread misconceptions about Ebola and suppress mass hysteria?
• What would be her plan of action to promote an accurate knowledge base and for providing information to students, student families, UD staff, Newark community members, etc.?
• Would she utilize social media to keep the public up to date?
• How frequent would updates need to be to keep the public knowledgeable without overloading them with information?
Mayor of Newark
Description of Responsibilities: The Mayor of Newark is responsible for the welfare of the city of Newark. The mission of the city’s government is to provided well-managed and cost-effective service to the city’s residents, and to keep the balance of the whole city. The Mayor of Newark works closely with top university officials on a regular basis, as a large percentage of the residents are affiliated with the university in some way, as students, faculty, or staff. The Mayor is also responsible for taking action to protect the welfare of the city and its residents during times of crisis.
Narrative: At 8:45 am on Nov 16th, Mayor Polly Sierer received a call from Nancy Targett, the Acting President of UD, informing her that one of the university’s students had tested positive for Ebola at Wilmington Hospital. Nancy Targett also informed the mayor that the student in question also worked at the university’s dining halls, and had begun exhibiting symptoms while working at one of the cafeterias. She then invited the Mayor to attend an emergency meeting with her and other university officials at 10:00 am to discuss how best to respond to the event, as this incident would have a significant impact on the city of Newark as well..
Description of Concerns: Some of Mayor Sierer’s concerns are:
• How much are the city’s residents at risk of getting Ebola?
• Will there be panic or anxiety amongst the citizens and especially the government staff when news of the ebola outbreak gets out? How can I keep them calm?
• How will the university’s actions in response to the outbreak affect the city?
• How best can the city aid the university in controlling the impact of the outbreak?
• How well will the university officials respond to the event? Should the mayor attempt to take charge, or just try to work collaboratively with the university?
• How will this event be presented to the press? How much information should they be given?
• How can I keep the Ebola from spreading to other places when people try to go home for Thanksgiving Break?
Acting President of the University of Delaware:
Description of Responsibilities:The role of the President of the University of Delaware is singularly difficult for several reasons. First, like with any other educational institution, the president has the overall responsibility over the safety of its students. But singularly, in the city of Newark, the student body accounts for more than 50% of the entire population of the city. This unique fact has enormous implications. Any significant decisions that university authorities make will not only affect the student body, but can also have direct and indirect effects on the entire city. Second, although the safety and security of the students is a top priority, operational and political decisions must comply with the current law of the state and the country such as the Resource Conservation and Recovery Act and Delaware regulations governing the disposal of hazardous waste. They must also comply with the documents that govern the university, such as the Strategic Plan: Path to Prominence (2008) and the large body of policies and procedures.Although the position might be thought of as administrative, it entails a significant amount of politics. The president is the maximum executive authority of the University. To fulfill her role, she counts on a large staff that is responsible for executing orders and implementing policy decisions.As in any large institution, the policy decision-making process sometimes is far more complicated that one would expect and it requires a great deal of negotiation skills. Each area within the organization has an ultimate responsible official who in certain issues advises the president and in others has the liberty to make decisions without prior consultation. On sensitive issues (such as an outbreak of infectious disease), most if not all the executive staff that respond directly to the president would need to be consulted, as they would also have a great amount of responsibility for and influence over the final outcome.
Narrative: At 2:35 am on Nov. 16th, Nancy Targett, Acting President of UD, received an urgent call from Dr. Timothy Dowling, the director of UD’s Student Health Services, informing her that a sick UD student had arrived at the student health center, and that it was likely that she was infected with Ebola. Dr. Dowling also told Acting President Targett that he had already contacted the Division of Public Health (DPH), and that they were arranging transport for the sick student to Wilmington Hospital, where lab tests would confirm or disprove that the student had Ebola.
At 8:45 am, Dr. Dowling again called Acting President Targett and informed her that lab tests had confirmed that the UD student was infected with Ebola. Dr. Dowling also informed her that Student Health Services staff had learned that the infected student also worked as a food services employee in the university’s dining halls. Acting President Targett then called for a meeting at 10:00 am with university officials and other key ind