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COLORADOSTATE
UNIVERSITY
EMERGENCYRESPONSEPLAN
PleasecontacttheEmergencyManagementCoordinator(Ken.Quintana@ColoState.Edu)regardingtheuseorreproductionofthisdocument
COLORADOSTATEUNIVERSITYEMERGENCYRESPONSEPLAN PAGEiiiRevised3-17-2014
TABLEOFCONTENTSINTRODUCTION.........................................................................................................................................................................1
Chapter1PLANOVERVIEW.................................................................................................................................................3
SECTION1.1PLANOBJECTIVES.................................................................................................................................3
SECTION1.2PLANNINGASSUMPTIONS.................................................................................................................4
SECTION1.3PUBLICSAFETYTEAM.........................................................................................................................4
Chapter2PLANMAINTENANCE&DISSEMINATION................................................................................................7
Chapter3MITIGATIONANDPREVENTION...................................................................................................................8
Chapter4PREPAREDNESS....................................................................................................................................................9
SECTION4.1PREPAREDNESS......................................................................................................................................9
SECTION4.2BUILDINGPROCTORS.......................................................................................................................10
SECTION4.3AGREEMENTSANDMEMORANDUMSOFUNDERSTANDINGWITHOUTSIDEAGENCIES...........................................................................................................................................................................10
SECTION4.4ESSENTIALFUNCTIONSANDFACILITIES...............................................................................11
SECTION4.5INCIDENTCOMMANDPOST(ICP)...............................................................................................11
SECTION4.6RECORDSANDTRAINING...............................................................................................................11
Chapter5EMERGENCYACTIVATIONANDRESPONSE..........................................................................................12
SECTION5.1EMERGENCYOPERATIONSACTIVATIONANDRESPONSE..............................................12
SECTION5.2EMERGENCYSUPPORTFUNCTIONS(ESF)............................................................................12
SECTION5.3LEADERSHIPFRAMEWORKFORINCIDENTMANAGEMENT.........................................13
SECTION5.4TYPESOFINCIDENTS........................................................................................................................14
SECTION5.5INCIDENTCLASSIFICATION...........................................................................................................15
SECTION5.6EMERGENCYANNOUNCEMENTSANDCOMMUNICATION..............................................18
SECTION5.7FIRSTRESPONSE.................................................................................................................................18
SECTION5.8EMERGENCYRESPONSEPROTOCOLS.......................................................................................20
SECTION5.9EMERGENCYOPERATIONSCENTERACTIVATION..............................................................21
SECTION5.10EOCSTAFFING:.................................................................................................................................21
SECTION5.11DEACTIVATIONOFTHEEOC.....................................................................................................25
Chapter6RECOVERY/CONTINUITY...............................................................................................................................26
LISTOFANNEXES....................................................................................................................................................................28
COLORADOSTATEUNIVERSITYEMERGENCYRESPONSEPLAN PAGE1Revised3-17-2014
INTRODUCTION
ColoradoStateUniversityorganizes,coordinates,anddirectsresourcestoeffectivelyrespondto,andrecoverfrom,disastersandemergencies.Theeffectivenessofthiseffortisdependentuponthiscomprehensivecentralplanandindividualunitplans.Colleges,divisionsandindividualdepartmentscollaborate,throughtheBuildingProctorsystem,todevelopdetailedBuildingSafetyPlansconsistentwiththisinstitutionalemergencyresponseplan.
ThisplanestablishesachainofcommandoutliningauthorityandresponsibilitiesofcampusofficialsandstafffollowingtheNationalIncidentManagementSystem(NIMS)andIncidentCommandSystem(ICS)modelsandusinganall-hazardsapproach.AsdevelopedbytheFederalEmergencyManagementAgency(FEMA),theconceptofanall-hazardsplanassumesthat:
Planning considers all hazards and threats. While the causes of emergencies canvarygreatly,manyoftheeffectsdonot.Plannerscanaddresscommonoperationalfunctionsintheirbasicplansinsteadofhavinguniqueplansforeverytypeofhazardor threat. Forexample, floods,wildfires,hazardousmaterials (HAZMAT)releases,and radiological dispersal devices may lead a jurisdiction to issue an evacuationorderandopenshelters. Even thougheachhazard’s characteristics (e.g., speedofonset, size of the affected area) are different, the general tasks for conducting anevacuation and shelter operations are the same. Planning for all threats andhazards ensures that, when addressing emergency functions, planners identifycommontasksandthoseresponsibleforaccomplishingthetasks.U.S.Dept.ofHomelandSecurity,FEMA,ComprehensivePreparednessGuide(ver.2.0,November,2010atp.14).
Examplesofthetypesofincidentsthatmightbemanagedunderthisplaninclude:fires;HAZMAT;mass-casualties;multi-jurisdictionandmulti-agencydisasterresponses(naturaldisaster,terrorism,civilunrest);searchandrescuemissions;significanttransportationaccidents;pandemicillnessesorsignificantoutbreaksofinfectiousdiseases;andmajorplannedeventswhereemergencyservicesmayberequired.Thisplanprovidesthemanagementstructure,keyresponsibilities,emergencyassignments,andgeneralprocedurestofollowduringandimmediatelyafteranemergency.Theuniversityhasestablishedthisplantoaddresstheimmediaterequirementsforamajordisasteroremergencyinwhichnormaloperationsareinterruptedandspecialmeasuresmustbetakento:
• Protectandpreservehumanlife,healthandwell-being;• Minimizedamagetothenaturalenvironment;• Minimizeloss,damageordisruptiontotheuniversity‘sfacilities,resourcesandoperations;• Manageimmediatecommunicationsandinformationregardingemergencyresponse
operationsandcampussafety;• Provideessentialservicesandoperations;
COLORADOSTATEUNIVERSITYEMERGENCYRESPONSEPLAN PAGE2Revised3-17-2014
• Provideandanalyzeinformationtosupportdecisionmakingandactionplans;• Minimizeexposuretoinfectiousdiseaseineventofapublichealthcrisis;• Temporarilyassignuniversitystafftoperformemergencywork;• Invokeemergencyauthorizationtoprocureandallocateresources;and• Preparefordisastermitigationandrecovery.
ThisEmergencyResponsePlan(ERP)isauniversity-wideresourcethatencompassesallfacilitiesandpersonnelofColoradoStateUniversity,wherevertheyarelocated.However,manyoftheoperationaldetailsofthisplan,includingthespecificincidentresponseprotocolsandprocedures,willbeapplicableonlytothosecampusesandfacilitieswithintheFortCollins,Colorado,area(includingtheMainCampus,SouthCampus,andFoothillsResearchCampus,PingreeParkandAgricultureResearchDevelopmentandEducationCenter[ARDEC]areas).Therefore,thisplandoesnotspecificallyaddressemergencyresponseproceduresatotherColoradoStateUniversitylocations,suchastheDenverCampus,AgriculturalExperimentStationsandCooperativeExtensionoffices.Theseoutlyingfacilitiesareeachrequiredtodevelopandimplementaseparateplanoutliningincidentplanningprotocols,commandstructure,inter-agencycooperation,andotheroperationaldetailsfortheirparticularlocations.Theseplansmustaddressthespecificriskspertinenttothelocationandtherelationshipstootherjurisdictionsinthearea.CampusesoutsideLarimerCountyshouldfollowlocalresponseproceduresandcoordinateeffortswiththeuniversitysystembycontactingtheassociatedagencyexecutivedirectororvicepresident.Thisplandoesnotsupersedeorreplaceproceduresforsafety,hazardousmaterialsresponseorotherproceduresthatarealreadyinplaceattheuniversity.Itsupplementsthoseprocedureswithanemergencymanagementstructurethatimmediatelymanagesresponseoperationsandearlytransitiontorecoveryoperations.ColoradoStateUniversity’splanfollowsthemodelofMitigationandPrevention,Preparedness,Response,andRecovery/Continuity.Communicationiscriticalfromthetimethatwarningsareissuedbeforeanemergency,untilfulloperationalcapabilityisrestored.Detailedproceduresandchecklists,whichguidetheEmergencyOperationsCenter(EOC)andthePublicSafetyTeamExecutiveCommittee(PSTEC)inhandlingthevarioushazardstheuniversitymayface,arefoundintheannexesandappendicesofthisplan.
Becauseofsensitivityofsomeinformationintheannexesandappendices,publicaccessisrestrictedtothoseannexesandappendicesthatmaybedisseminatedwithoutcompromisinguniversitysafety.
COLORADOSTATEUNIVERSITYEMERGENCYRESPONSEPLAN PAGE3Revised3-17-2014
CHAPTER1 PLANOVERVIEW
SECTION1.1PLANOBJECTIVES
TheprimarygoalsoftheCSUEmergencyResponsePlanare:• Toprotectlives,intellectualpropertyandfacilities;• Topreventorminimizetheimpactofemergenciesandtomaximizetheeffectivenessofthe
campuscommunityinrespondingtounforeseenoccurrences;and• Toprovideforthecontinuityofcampusoperationsinpursuitoftheuniversity’smissionof
teaching,research,serviceandextension.
Theneedsoftheentirecampuscommunityaretheprimaryconcernduringaresponse.Eachindividualtaskedwithdutiestorespondisultimatelyresponsibleforhisorherownsafety,andmustdecideiftheconditionsaresafeforinvolvementintheresponse.
Emergencyplanningenablesemergencyresponderstolinkandcoordinateprocessesandactionsandtoexchangecriticalinformationforanefficientresponse.Thisplanprovidesallentitieswithaccesstotheuniversity’sbasicemergencyresponseprocessandprovidesfurtherdetailedinformationtocertainuniversitypersonnelincluding:
• Directingpersonnel’suseofCSUresourcestoimplementacomprehensiveandefficientemergencymanagementresponseteamthatactivelyrespondsaseventsoccur;
• Guidingofficialsindeterminingthelevelofresponseandextentofemergencycontrolandcoordinationwhenincidentsoccur;
• Providingaframeworkforinternalandexternalcommunications;• Providingfor24-hourcommunicationservicesforvoice,dataandoperationalsystems;• Requiringuniversityofficialstocollectandcollateallrelevantinformationfornotification,
publicinformation,documentationandpost-incidentanalysis;• Providingabasisfortraininguniversitypersonnelinemergencyresponsemanagement;• Helpingtheuniversitytransitionresponseoperationstonormalmanagementprocessesas
soonascapable;• Requiringpersonneltoprovidedocumentationandinformationfordisasterassistance
programapplications.
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SECTION1.2PLANNINGASSUMPTIONS
Emergencyplanningrequiresacommonlyacceptedsetofassumedoperationalconditionsthatareafoundationforprotocolsandprocedures.Thestandardpracticeistoplanforworst-caseconditions.UsingtheFEMAall-hazardsmodel,planningassumptionsinthisplaninclude:
1. Criticallifelineutilitiesmaybeinterruptedincludingwater,electricalpower,naturalgas,landlineandcellulartelephoneservices,microwaveandrepeaterbasedradiosystemsandotherinformationsystems;
2. Theabilityofcampusauthoritiesto“lockdown”anentirecampusandrestrictthefreemovementofpeopleisdifficult,ifnotimpossible;
3. Regionalandlocalservicesmaynotbeavailable;4. Majorroads,overpasses,bridgesandlocalstreetsmaybedamaged;5. Buildingsandstructures,includinghomes,maybedamaged;6. Damagemayinjureanddisplacepeople;7. Normalsuppliersmaynotbeabletodelivermaterials;8. Contactwithfamilyandhomesmaybeinterrupted;9. Unsafetravelconditionsmaystrandpeopleattheuniversity;10. Theuniversitywillrapidlyassessdamagesanddeployon-siteresourcestomanagethe
emergencyoperations;11. Communicationandinformationexchangewillbeoneofthehighestpriorityoperationsat
thecampusEOC.Theinter/intranets,radio,cell-basedcommunicationsandphonesystemsmaybecompletelyorpartiallyinoperative;and
12. Transportationmaybelimitedandstaffwilllikelynotbeavailableineventofinfectiousdiseaseoutbreakssuchasapandemicflu.
SECTION1.3PUBLICSAFETYTEAM
TheCSUPublicSafetyTeam(PST)reportstothePresident’sChiefofStaffandcoordinatesmitigationandpreventionstrategies,policies,educationandtrainingforcrisisprevention,threat-assessments,disasterpreparedness,response,andrecovery.ThePSTstructureincludessubcommitteesthataddressthesecoordinatedefforts.
COLORADOSTATEUNIVERSITYEMERGENCYRESPONSEPLAN PAGE5Revised3-17-2014
MembersofthePublicSafetyTeaminclude:
PSTExecutiveCommittee(PSTEC)President’sChiefofStaffProvostandExecutiveVicePresidentVicePresidentforExternalRelationsVicePresidentforStudentAffairsVicePresidentforUniversityOperations–CommitteeChair
DeputyGeneralCounselChiefofPolice
PSTMembersChiefofPolice-ChairDirectorofAcademicComputingandNetworkingServices
DirectorofPolicyandComplianceOfficeExecutiveDirectorofHousingandDiningServicesDeanofStudentsDirectorofFacilitiesManagementEmergencyManagementCoordinatorDirectorofEnvironmentalHealthServicesExecutiveDirectorofPublicAffairsandCommunications
DirectorofAdministrativeCommunicationsDeputyGeneralCounselSpecialAdvisorforSupportandSafetyAssessmentAdministrativeCommunicationsDirector
PSTSubcommitteesinclude:
• InternationalIncidents–Mitigationandprevention,policies,threatassessments,response,recovery
• SecurityTechnology–Mitigationandprevention,policies,threatassessments,response,recovery
• CleryActAuditandCompliance–Mitigationandprevention,policies,threatassessments,response,recovery
• EmergencyResponsePlan–Mitigationandprevention,policies,threatassessments,response,recovery
• StudentandEmployeeConsult-Mitigationandprevention,policies,threatassessments,response,recovery
• Communications–Policies,response,recovery• IncidentsofBias-Mitigationandprevention,policies,threatassessments,response,
recovery
COLORADOSTATEUNIVERSITYEMERGENCYRESPONSEPLAN PAGE6Revised3-17-2014
ThePSTplaysacriticalroleinmitigation,preventionandpreparednessandtheExecutiveCommittee(PSTEC)hasacriticalemergencyresponserole.ResponsibilitiesofthePSTECandthePSTinclude:
PublicSafetyTeamExecutiveCommittee:
• CommunicateswiththeuniversityPresident• DeclaresCampusStateofEmergency• Reviewscrimestatisticsreportsand
programsforCleryActcompliance• Issuestimelywarningsandemergency
notificationsinaccordancewiththeCleryAct
• Determinesprogramclosuresandresumptions
• Coordinateswithgovernmentagencies• AppointsanEOCmanager• Plansandprioritizeslong-termrecovery
PublicSafetyTeam:
• Maintainstheuniversity’sEmergencyResponsePlan
• Overseesstrategicemergencyincidentpolicy
• Chargespublicsafetycommitteesandgroups
• Coordinatesinstitutionaltrainingsupportforpublicsafety
• Coordinatespubliccommunications,legalandITsupportforpublicsafety
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CHAPTER2 PLANMAINTENANCE&DISSEMINATION
TheERPshallbereviewedannuallyandmodifiedasnecessary.IncidentandexercisereviewsthatresultinanychangestotheERPshallbereportedtothePSTforapprovalanddissemination.TheEmergencyManagementCoordinatoroverseesthemaintenanceanddevelopmentoftheplan,butthismustbeasharedresponsibilityofallindividualsacrosscampus.
EachunitordepartmentwitharoleinthisERPisresponsibleforcommunicatingthecontentoftheERPtoitsstaff.InpreparationtomitigateorrespondtopotentialemergencysituationsanymemberofthePSTmayrequesthazard-specificplans.
AnnualexercisesshallbeheldtotrainpersonnelandevaluatetheadequacyoftheERP.TheEmergencyManagementCoordinatorshallberesponsiblefordevelopingtheseexercises,inconsultationwiththePST.ReportsofexercisesshallbepreparedandsubmittedtothePSTbytheEmergencyManagementCoordinator.
Thisplanshouldbeupdatedaftereachincidentorexerciseifnecessary.Adebriefingsessionshouldbeconductedtoidentifylessonslearnedandareasofimprovementtotheuniversity‘semergencyplansandprocesses.Proceduralchecklistsandformsaretobereviewedandrevisedasnecessary.
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CHAPTER3 MITIGATIONANDPREVENTION
Theuniversityiscommittedtomitigatingandpreventingpotentialincidents.ThePSTplaysacriticalroleinidentifyinghazardsanddeterminingifmitigationstrategiescanbeimplementedtoreduceoreliminatethehazard.
PSTsubcommitteesmeetroutinelyandhelpthePSTidentifyhazards,thepotentialimpacts,mitigationstrategiesandthelikelyassociatedcosts.IndividualswhohaveconcernsaboutpotentialhazardscanconveythisinformationtothePSToroneofthesubcommitteesforreviewandpossiblefunding.
AnnexI(RiskAssessments)summarizesthehazards,impacts,mitigationstrategies,likelyassociatedcostsandstatusofmitigationforuniversitycriticaloperations.
Departmentsalsoneedtoidentifyhazardsthatmayimpacttheiroperationsandconsiderwhatcost-effectivemitigationeffortscanbeundertakentopreventorreducetheimpactfromthesehazards.
Examplesinclude:• Backuppowerforcriticaloperations• Documentstorageinareaspronetowater
infiltration(basements)
• Documentstorageoffsitebackup• Addressingbuildinghealthandsafety
inspectionitems
IdentifyingandmitigatingthehazardisoneofthefirststepsofdevelopinganERP.Preparingfor,respondingtoandrecoveringfromhazardsthatcannotbemitigatedcompletelycanthenbeaddressed.
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CHAPTER4 PREPAREDNESS
SECTION4.1PREPAREDNESS
Underthisplan,theuniversityandalldepartmentswillpreparebyassessinghazardsthatarelikelytoimpacttheirbuildings,staff,andoperations.Usingthisassessment,deans,directorsanddepartmentheadswillensurethateverybuildingmaintainsacurrentbuildingsafetyplanoutliningemergencyproceduresandcommunicationstoaddressthesesituationsiftheyarise.Apreparednessteam,includingthebuildingproctor,shouldbeidentifiedandincludekeypersonnelsuchasdirectorsandstaffwithexperienceinIT,communications,buildingmanagement,humanresourceissues,riskmanagement,etc.Preparednessalsorequiresthatindividualdepartments,aswellastheuniversity,conductdrillsandexercisesatleastannuallytoensurethatallstaffmembersknowtheirrolesandresponsibilitiesasindicatedbytheirbuildingsafetyplan.Thebuildingsafetyplanshouldberegularlyreviewedbythepreparednessteam,suchasaftereverydrill,exercise,oremergencyeventandupdated,asnecessary,tobetterprepareforandreacttofutureincidents.FurtherinformationpertainingtohowtoarrangeandconductevacuationdrillswillbedetailedinAnnexE.
Departmentsareencouragedtoformattheirplansinconcise,clearcheckliststohelpstaffhandledisastersandemergenciesunderstressescreatedbysuchevents.AnnexE(Deans,Directors,DepartmentHeads)providesdetailedprocedureandprocessinformationandhasabasictemplateforcreatingbuildingsafetyplans(http://publicsafety.colostate.edu/emergency-response-plan.aspx).Followingbuildingsafetyplansdevelopedbydepartmentsforrespondingtoemergencieshelpsensurethatstaffandothersstaysafe,criticaloperationsaremaintainedtotheextentpossible,andthatnecessarycommunicationsandevacuationsareperformed.Itisimportanttonotethatemployeesmaybedirectedtosupportemergencyresponderswhenitissafeforthemtodoso.
Eachbuildingshouldhaveonlyonebuildingsafetyplan.Departmentsorunitslocatedinthesamebuildingshouldjointlydevelopandmaintaintheplan.Theplanshouldfollowthebuildingsafetyplantemplate,whichaddressesallbasicplanningrequirements.Theplanshouldbemaintainedandcertifiedannually.Supervisorsareresponsibleforpromotingawarenessandtrainingstaffonthebuildingsafetyplan.
Intheeventofanemergency,allimpactedindividualsshouldbebriefedaccurately,regularly,andasquicklyaspossiblebythedepartmentheadortheirdesignee.Pre-plancontingenciesareneededforcommunicationincasephones,computers,etc.,aredisabledduringtheemergency.Consider
COLORADOSTATEUNIVERSITYEMERGENCYRESPONSEPLAN PAGE10Revised3-17-2014
pre-determinedlocationsandtimesforbriefings/meetings,recordingsondepartmentalphones,textmessages,andevenface-to-facecommunicationsifrequiredbytheincident.
Abuilding’splanneedstoconsideravarietyoffactors,including:• Thenumberandphysicallocationofemployees,students,andvisitorsinvolved;• Thenatureofthedepartment’steaching,research,andextensionactivities;• StaffrequiredtokeepcriticalfunctionsoperationalevenwhenCSUisclosed;• Availableroutesforevacuation,shelteringareas,andsafesites;and• Site-specificcircumstances.
Activitiestobeaccomplishedbeforeanemergencyinclude:• Appointbuildingproctorsastheemergencycontacttocommunicatewith
respondersandstaff;• Createabuildingsafetyplan;• Createacommunicationplanincludingcontingenciesandanemergencyhotline;• Developevacuationplans(includingADAcomplianceissues),gatheringareasto
accountforallpersonsinvolved,andsafeshutdown/restartprotocolsforlab,research,andteachingfunctions.
SECTION4.2BUILDINGPROCTORS
Buildingproctorsarerequiredtoattendtrainingtounderstandtheirroles.SpecificsforabuildingsafetyplanarecoveredinbuildingproctortrainingandalsocanbefoundinAnnexEofthisplan.Thebasicresponsibilitiesinclude:
• ReadandunderstandtheBuildingProctorManual;• Knowyourauthority;• BethepointofcontactforEnvironmentalHealthServices,FacilitiesManagement
andotherdepartmentalunitsforpurposesofplanning,preparednessandexercises;• Bethepointofcontactforemergencyrespondersandbuildingoccupantsduring
emergencies;and• AssistdepartmentsorunitsindevelopingtheBuildingSafetyandCommunications
Plan.
SECTION4.3AGREEMENTSANDMEMORANDUMSOFUNDERSTANDINGWITHOUTSIDEAGENCIES
CSUmaintainsagreementsandmemorandumsofunderstanding(MOUs)foremergencyserviceswithlocalandregionalagencies.Thesedocumentsarereviewedandrenewedasnecessarytomaintaincross-operationalservicesthatbenefittheuniversityandotheragencies.Agreementsbetweenagencies,organizationsandjurisdictionsprovidemechanismstoquicklyshareorobtain
COLORADOSTATEUNIVERSITYEMERGENCYRESPONSEPLAN PAGE11Revised3-17-2014
emergencypersonnel,equipment,materialsandotherassociatedservicesandfacilitaterapid,short-termdeploymentofemergencysupportpriorto,duringandafteranincident.
AnincidentaffectingthecommunitymayrequirelocalauthoritiestorequestCSUpersonnelorfacilitiestoassist.Itislogicaltoassumesuchassistancewouldmostlikelyinvolvearequesttoprovidetemporaryshelterforvictimsofadisasterandperhapsmedicalcareforthosepeople.ColoradoStateUniversitywillcooperatetotheextentfeasibleinanyemergencyassistancedirectedbyoutsideagencies.AssistanceofthisnaturemayrequireenteringintoMOUs,mutualaidagreementsorotherformsofassistancearrangements.AlistofexistingMOUsandagreementscanbefoundinAnnexV.
SECTION4.4ESSENTIALFUNCTIONSANDFACILITIES
Universityfunctionsandfacilitiesthatareessentialtohealthandsafetymustremainoperationalevenunderextremeconditionsorothercampusemergencies.ThesefunctionsandfacilitiesareidentifiedbythePSTandincorporatedinthisplanasAnnexH.Buildingproctorswillbeinformedthattheirfunctionsand/orfacilitieshavebeenidentifiedasessentialandthebuildingsafetyplanwillberequiredtoreflectthisandidentifyaffectedemployeesoftheirresponsibilitiesinthesefacilities.Specialtransportationarrangementsmayhavetobeprovidedforemployeestoaccessthoseareas.
SECTION4.5INCIDENTCOMMANDPOST(ICP)
TheEmergencyManagementCoordinatorisresponsibleforidentifyingICPlocationsfortheEmergencyOperationsCenterandensuringthesefacilitiesareproperlymaintained.ThePSTisresponsibleforappropriatelyequippingtheICPlocations.
SECTION4.6RECORDSANDTRAINING
TheEmergencyManagementCoordinatorisresponsibleformaintainingappropriaterecordsofincidentsandexercises,developingtrainingandexercises,providingtrainingandexercises,workingwithbuildingoccupantsontheirbuildingsafetyplansandworkingwithlocalemergencyresponderstofamiliarizethemwiththeuniversityinfrastructureandkeyassets.
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CHAPTER5 EMERGENCYACTIVATIONANDRESPONSE
SECTION5.1EMERGENCYOPERATIONSACTIVATIONANDRESPONSE
TheuniversityusestheNationalIncidentManagementSystem(NIMS)andIncidentCommandSystem(ICS)tomanageincidents.In2004,theDepartmentofHomelandSecurityestablishedNIMS,whichidentifiesasystematic,proactiveapproachtoguidealllevelsofgovernment,non-governmentalorganizations(NGOs),andtheprivatesectortoprevent,protectagainst,respondto,andrecoverfromemergencies,regardlessofcause,size,locationorcomplexity.NIMSwassubsequentlyadoptedastheStateofColoradostandardforincidentmanagementthroughtheGovernor’sExecutiveOrderD011-04(Gov.BillOwens,December6,2004).TheNIMSsystemisacomprehensive,nationwideapproachtomanageincidentsthroughasetofpreparednessconceptsandprinciplesforallhazards.Itsetsessentialprinciplesforacommonoperatingpictureandinteroperabilityofcommunicationsandinformationmanagement,andstandardizesresourcemanagementproceduresforcoordinationamongdifferentjurisdictionsororganizations.Italsoallowsforscalabilityasanincidentescalatesordeclines.TherearefourmajorcomponentsofNIMS:commandandmanagement,preparedness,resourcemanagement,andcommunicationsandinformationmanagement.
TheICSsystemisdesignedtoenableeffectiveandefficientincidentmanagementbyintegratingacombinationoffacilities,equipment,personnel,procedures,andcommunicationsoperatingwithinacommonorganizationalstructure.AbasicpremiseofICSisthatitiswidelyapplicable.Itisusedtoorganizenear-termandlong-termfield-leveloperationsforabroadspectrumofemergencies,fromsmalltocomplexincidents,bothnaturalandman-made.ICSisusedbyalllevelsofgovernment(federal,state,local,andtribal)aswellasbymanyprivate-sectororganizationsandNGOs.ICSalsoisapplicableacrossemergencyresponseagencies.Itisstructuredtofacilitatefivemajorfunctionalareas:command,operations,planning,logistics,financeandadministration.
SECTION5.2EMERGENCYSUPPORTFUNCTIONS(ESF)
EmergencySupportFunctionslistedinsection5.10arepartoftheNIMSstructureforcoordinatinginteragencysupportduringanincident.Theyaremechanismsforgroupingfunctionsmostfrequentlyusedtoprovidefederalsupporttostatesandfederalagenciesfordeclareddisastersand
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emergenciesasdefinedundertheStaffordAct1.Theuniversityfollowsthesefunctionstocoordinatewithlocal,stateandfederalagencies.
SECTION5.3LEADERSHIPFRAMEWORKFORINCIDENTMANAGEMENT
TheICSdefinesoperatingcharacteristics,interactivemanagementcomponents,andincidentmanagementandemergencyresponsestructurethroughoutthedurationofanincident.DirecttacticalandoperationalresponsibilityforconductingincidentmanagementactivitiesatthesceneoftheincidentrestswiththeIncidentCommander(IC).Theincidentcommandstructuredevelopsinatop-down,modularfashionthatisbasedonthesizeandcomplexityoftheincidentaswellasthehazardscreated.
WhoeveristhefirsttoarriveonscenebecomestheIncidentCommanderuntilrelieved.TheICcanbeanyindividualregardlessofpositionwhohasassumedcommand.Onceapersonhasassumedcommandofanincident,thatpersonwillremaintheICuntilrelievedbychoiceorbyamoreappropriateIC.
OnceanincidentexpandstoincludethePSTEC,thecommandstructurealsoexpandstoanEmergencyOperationsCenter(EOC)withanEOCManager.InanEOC,theIncidentCommandersatthescene(s)oftheincident(s)reporttotheEOCthroughtheOperationsChief.Thisstructuredoesnotchangeon-scenetacticaldecision-makingreservedexclusivelytotheICduringallphasesofanincident.
TheresponsibilitiesoftheIncidentCommanderatthesceneareasfollows:• Assumecommand;• Classifythethreatseveritylevelbymatchingsituationfactstothreatcriteria;• Takeprotectiveactiontostabilizethescene;• Selectandestablishanappropriatecommandpost;• ActivateappropriateICSfunctions;• Establishaunifiedcommandstructurewithrespondingagencies,ifnecessary;• Conductinitialbriefingoftheindividualsrespondingtothescene;• BriefPIOonincidentinformationthatmaybereleasedtothemedia;• Setobjectivesandapproveplansforreturningtonormaloperations.
Whenmorethanoneagencyisinvolved,aUnifiedCommand(UC)structurewillbeestablishedatadesignatedIncidentCommandPost(ICP)thatmayormaynotbeonuniversityproperty.AUnifiedCommandstructuremeansthatallagenciesandorganizationsthathavejurisdictionandmajor
1TheRobertT.StaffordDisasterReliefandEmergencyAssistanceAct,P.L.93-288,asamended,42U.S.C.§§5121-5206,andimplementingregulationsin44C.F.R.§§206.31-206.48,providethestatutoryframeworkforaPresidentialdeclarationofanemergencyoradeclarationofamajordisaster.
COLORADOSTATEUNIVERSITYEMERGENCYRESPONSEPLAN PAGE14Revised3-17-2014
resourcescommittedatanincidentwillcontributetoitsresolutionbydesignatingarepresentativetotheUnifiedCommand.TheprocessforaUnifiedCommandstructureisasfollows:
• Allauthorizedresponseagenciesandorganizationswillcontributeto:o Determiningoverallresponseobjectives;o DevelopingasingleIncidentActionPlan;o Selectingresponsestrategies;o Ensuringjointplanningandapplicationoftacticalactivities;o Maximizinguseofavailableresources;o Ensuringthateachagenciesneedsandgoalsaremet;o InstitutionalpersonnelwillbeavaluableresourceandbeintegratedintoUnified
Commandwhereverpossible.
Theleadershipframeworkforincidentmanagementasdefinedinthisplandoesnotnecessarilycoincidewiththeusualorganizationalstructureoftheuniversity.Employeesmayreporttootheremployeestowhomtheydonotusuallyhaveareportingrelationship.Assignmentsandreportingrelationshipsmaychangeasemergencyconditionschange.
SECTION5.4TYPESOFINCIDENTS
A“majordisaster”isdefinedbyTitle42U.S.CodeSection5122(2)as:“Anynaturalcatastrophe(includinganyhurricane,tornado,storm,highwater,winddrivenwater,tidalwave,tsunami,earthquake,volcaniceruption,landslide,mudslide,snowstorm,ordrought)or,regardlessofcause,anyfire,flood,orexplosion,inanypartoftheUnitedStates,whichinthedeterminationofthePresidentcausesdamageofsufficientseverityandmagnitudetowarrantmajordisasterassistanceunderthisActtosupplementtheeffortsandavailableresourcesofStates,localgovernments,anddisasterrelieforganizationsinalleviatingthedamage,loss,hardship,orsufferingcausedthereby.”
“Emergency”isdefinedas:“Anyoccasionorinstanceforwhich,inthedeterminationofthePresident,FederalassistanceisneededtosupplementStateandlocaleffortsandcapabilitiestosavelivesandtoprotectpropertyandpublichealthandsafety,ortolessenoravertthethreatofacatastropheinanypartoftheUnitedStates.”
“Incident”isdefinedbytheJointChiefsofStaff,UnitedStatesArmedForces,JointPublication3-28,CivilSupport(CJCSDirectivesElectronicLibrary,March17,2009)as:“Anoccurrence,causedbyeitherhumanactionornaturalphenomenathatrequiresactiontopreventorminimizelossoflifeordamagetopropertyand/ornaturalresources.”
A“disaster”isanincidentthathasalreadyoccurredandcausedsignificantdamage,whilea“hazard”,asdefinedbytheNationalResponseFramework(NRF),issimply“somethingthatispotentiallydangerousorharmful,oftentherootcauseofanunwantedoutcome.”Alldisastersandhazardsfallintotwogeneralcategories(naturalorman-made)andmostfallintooneofanumberofsubcategories.
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Someexamplesinclude:
NaturalDisastersorHazards Man-MadeDisastersorHazards
• Avalanche• Earthquake• Landslide,rockslideormudslide• Volcaniceruption• Drought• Tornado• Severestorm• Flood• Wildfire(lightning-caused)• Infectiousdiseaseoutbreak
• Aircraftcrash• Nuclearaccident• Trainderailment• Hazardousmaterialsspill• Wildfire(accidentalorintentional)• Arson• Biological,explosives,nuclear,chemical,
radiologicalattack• Activeshooter
FEMAclassifiesincidentsfromaType1throughaType5.FEMA’sType1andType2incidentsinvolvemultipleagenciesoutsideoftheuniversitycommunityandarenotapplicabletothisplan.Inthisplan,emergencyincidentsareinsteadcategorizedintothreelevels,inaccordancewiththeCityofFortCollins,LarimerCountyandtheStateofColoradoplansandarerelativetoType3throughType5incidentsidentifiedbyFEMA.
SECTION5.5INCIDENTCLASSIFICATION
ThePSTECinconsultationwiththeIncidentCommanderdetermineswhetheraLevel1orLevel2IncidentneedstobedeclaredandtheEOCactivated.ThePSTECoverseesthecampusresponseto,andrecoveryfrom,Level1and2Incidents.
Level1Incident(High)—ALevel1incidentisanincidentthatcannotbemanagedusingnormaluniversityresources;capabilitiesoftheuniversitytorespondareexceededbytheinitialimpactsoftheevent.ThistypeofincidentwouldnecessitateEmergencyOperationsCenteractivation,conveningthePSTEC,andmayrequireissuingemergencyalerts(emergencynotificationmessagesundertheCSUTimelyWarningandEmergencyNotificationPolicy)orothertimelyinformationtotheuniversitycommunityaboutthesituation.Astateofcampusemergencymaybedeclared.ALevel1incidentwillrequiresignificantresourcesandmultipleoperationalperiodsuntilcontainment/controlisachieved.
ExamplesofaLevel1incidentinthecontextofthisplanincludebutarenotlimitedto:• activeshooter;• largescaleinfectiousdisease;• majorfireorexplosion;• severeweatherconditions;• earthquake;• buildingcollapse;
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• flood;• largescalechemical/radiologicalreleaseinvolvingmultiplebuildingsorvictims;• majorcivildisturbance;• substantiatedbombthreat;• barricadeorhostagesituationandotheractsofcrimeorterrorism.
ResponsetoaLevel1Incident—ALevel1incidentdeclarationauthorizestheactivationandestablishmentoftheEOC.PriortoassemblingtheEOC,theIncidentCommander(IC)andon-scenerespondersmakeessentialoperationaldecisionsandcommitmitigationandcontrolresources.TheICalsohastheauthoritytorequestemergencyhelpfromotherdepartmentsoragenciesuntiltheEOCisestablished.
Itmaybecomenecessarytorestrictaccesstospecificcampusareastoonlyauthorizedpersonnel.Accessrestrictionswillbecommunicatedthroughappropriatechannels.Failuretocomplywithanordertoleavetheareaorceaseactivitiesmayresultinlegalordisciplinaryactionagainsttheoffender.
PersonnelassignedtotheEOCaretofollowthespecificproceduresandguidelinessetforthfortheEOCoperationsunderSection5.9-5.11ofthisplan.AllotherpersonnelaretofollowtheirbuildingsafetyplanswithdirectionfromtheEOC.
ThePSTEC,inconsultationwiththeEOCManager,willdetermineanappropriatetimetoreturntonormalconditions.
WhenaLevel1incidentisdeclared,theEOCManagerisresponsibleforissuingtheappropriatewarningstothecampuscommunityinaccordancewiththeCSUTimelyWarningandEmergencyNotificationPolicy.Warnings,informationandupdatesmaybecommunicatedusingtheCSUPublicSafetywebsite(www.safety.colostate.edu),theuniversity’shomepage(www.colostate.edu),Today@colostate.edu,universityemailsandtextmessages,oroutsidesourcessuchasnewspapers,newswebsites,radioandTVstations.
Level2Incident(Medium)—ALevel2incidentaffectsmorethantheimmediatevictimsorwitnessesandwilltakeamulti-unitresponse.TheEOCmaybepartiallyactivatedandstaffingisatthediscretionoftheEOCManager.Theincidentisusuallylimitedtooneoperationalperiodinthecontrolphase.ExamplesofaLevel2incidentinthecontextofthisplanmayinclude,butarenotlimitedtothefollowing:
• unscheduledorplannedprotests,disruptionsorcivildisturbances;• firethatiscontainedbuthasthepotentialforextensivepropertydamage;• chemicalspillsthatarecontainedtoaspecificarea(butmayrequireevacuationorclosing
ofabuildingand/orcancellationofsomeclasses);• majortrafficaccidentwithinjuries;• crimesthatpresentaseriousorcontinuingthreattothecampuscommunity,asdetermined
bytheEOC;• Infectiousdiseaseoutbreaksuchaspandemicflu.
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AllotherpersonnelaretofollowtheirbuildingsafetyplanswithdirectionfromtheEOC.
ResponsetoaLevel2Incident—Level2incidentscanbequitecomplexbecauseofthevariedinstitutional,student,andcommunityresponsesthatmustbecoordinated.Thesetypesofincidentsarereportedthroughnormalchannelsbutmayinvolveresponsefromavarietyofagencies.Theappropriateon-sceneincidentcommanderwillhandleinitialmanagementoftheincident.ActivationofallorpartoftheEOCmaybewarrantedandmadeinconsultationwithinvolvedagencyexecutives.
WhenaLevel2incidentisdeclared,theEOCisresponsibleforissuingtheappropriatewarningstothecampuscommunityinaccordancewiththeCSUTimelyWarningandEmergencyNotificationPolicy.DuringLevel2incident,thereisnotanimmediatethreat,butstudents,employeesandothersinthecampuscommunitymayreceivetimelywarningsabouttheirsafetyandbeaskedpayattentiontoinformationsources.Warnings,informationandupdatesmaybecommunicatedusingtheCSUPublicSafetywebsite(www.safety.colostate.edu),theuniversity’shomepage(www.colostate.edu),Today@colostate.edu,universityemailsandtextmessages,oroutsidesourcessuchasnewspapers,newswebsites,radioandTVstations.Theseinformationsourcesalsomaybeusedduringapublichealthcrisestoadvisethepublic,suchasaskingpeopletoreceiveavaccineortowearamask.
Level3Incident(Low)—ALevel3incidentrequiresaresponsefromemergencyservicespersonnelbutdoesnotaffectorthreatenalargeportionofthecampusortakeadditionalresourcestohandle.EOCactivationisnotrequired.TheincidentcanusuallybehandledwithminimalresourcesbyanIncidentCommanderandsubordinatepositions.Incidentsofthisnaturearecontainedwithinthefirstoperationalperiodandoftenwithinanhourtoafewhoursafterresourcesarriveonscene.ExamplesofaLevel3incidentinthecontextofthisplanmayinclude,butarenotlimitedtothefollowing:
• small,localizedchemicalspillnotrequiringabuildingevacuation;• plumbingfailureorwaterleak;• minortrafficaccidentorisolatedpersonalinjury;and• minorassaultsanddisturbances.
WarningsforLevel3incidentsareusuallylocaltotheeventandusuallydonotrequirethePSTECtoissuea“timelywarning”inaccordancewiththeCSUTimelyWarningandEmergencyNotificationPolicy.
WhenaLevel3incidentisdeclared,thePSTECisresponsibleforcommunicatingtothecampuscommunityifnecessary.InformationandupdatesmaybecommunicatedusingtheCSUPublicSafetywebsite(www.safety.colostate.edu),Today@colostate.eduoruniversityemails.
ResponsetoaLevel3Incident–WhenaLevel3incidentoccurs,theresponsiblepersonnelintheimpactedarea(s)willcoordinatedirectlywithCSUPD,theEmergencyManagementCoordinator,EnvironmentalHealthServices,HousingandDiningServicesand/orFacilitiesManagement,asappropriate,toresolvetheincident.Level3incidentsarereportedthroughnormalchannelsand
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arehandledbaseduponestablishedpoliciesandpractices.Level3incidentsdonotrequireEOCactivation,althoughportionsofthisplanmaybeused.
Allotherpersonnelaretofollowtheirbuildingsafetyplanswithdirectionfromonsceneincidentcommander.
SECTION5.6EMERGENCYANNOUNCEMENTSANDCOMMUNICATION
ThePublicInformationOfficer(PIO)andtheDirectorofPublicAffairsandCommunicationscollaborateswithAdministrativeCommunications,CSUPD,LegalCounsel,StudentAffairsandothersasdeemedappropriategivenaparticularsituation.ThePIOcommunicatesimportanthealthandsafetyinformationtotheCSUcommunity,themedia,keyconstituentgroupsandthepublic.
Informationcanbeobtainedfromthefollowinglocations:1) Emergencytextande-mails;2) CSUPublicSafetyandCSUhomepagewebsite;3) Today@Colostateannouncements;4) Socialmedia(Facebook,Twitter);5) (970)491-7669;6) LocalandregionaltelevisionstationsincludingKCNCchannel4,KMGHchannel7,KUSA
channel9,KWGNchannel5,KWGNchannel2,FOXTVchannel31,CTVchannel11;7) RadiostationsincludingKCSU,KOA,KHOW,KSIR,KFKA,KBCO,KUNC,900KCOL;8) Notificationtodepartmentalpersonnelisoutlinedineachdepartment’sEmergencyPlan.
SECTION5.7FIRSTRESPONSE
AllCSUstudentsandemployeeswhohavereasonablegroundstobelieveacrimehasbeencommittedhaveadutytoreportthesuspectedcrimetolawenforcementauthorities.AllcriminalincidentsandemergenciesattheuniversityshallbeimmediatelyreportedtotheCSUPDbydialing911or(970)491-6425.
TheCSUPDChief(or,intheChief'sabsence,thesenioron-dutypolicesupervisor)isdelegatedtheauthoritytotakeallnecessaryandappropriateactionsonbehalfofthePresidentandPSTECunderthefollowingconditions:
• Whenanactualthreatisinprogressandimmediateactionisnecessarytoprotectpeopleorpropertyfrominjuryordamage;and
• NeitherthePresidentnoranyPSTECmemberscanbecontactedwithinareasonabletime,giventheimmediacyofthethreat.
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Theuniversity’sfirstresponseunitsandtheappropriatepersonneltoassumetheICpositiondependingontheemergencyare:ColoradoStateUniversityPoliceDepartment
1. RespondingOfficer2. SeniorOn-dutySupervisor3. CSUPDChiefofPolice
Responseto911orpublicsafetyincidents
EnvironmentalHealthServices1. RespondingEmergencyCoordinator2. EHSApplicableSectionManager3. AssociateDirector,EHS4. Director,EHS
ResponsetoenvironmentalhealthorHAZMATincidents
FacilitiesManagement1. RespondingFacilitiesManagement
Personnel2. FacilitiesManagementApplicable
SectionManager3. AssociateDirector,Facilities
Management4. Director,FacilitiesManagement
Responsetoinfrastructureorutilitiesrelatedincidents
HousingandDiningServices1. RespondingHousingandDiningServices
Personnel2. HousingandDiningServicesApplicable
SectionManager3. AssociateDirector,HousingandDining
Services4. Director,HousingandDiningServices
Responsetohousingrelatedincidents
Telecommunications1. RespondingACNSPersonnel2. ACNSSectionManager3. AssociateDirector,ACNS4. Director,ACNS
Responsetocommunicationsincidents
Asthefirstresponsibleuniversityofficialonthescene,theCSUincidentcommanderordesigneeisempoweredtotakeallreasonablemeasuresdeemednecessarytopreservehealthandsafetyincluding,butnotlimitedto:
• Deployappropriateresourcestothescene;• Callinotheragenciesasneeded;• Stabilizetheincidentaspossible;• Communicatewithstakeholdersonthesceneorpotentiallyatrisk;• Evacuateorshelter-in-placeasnecessary;• NotifythePIOorothercommunicationspersonnel;• Notifykeycampusofficialsincludingseniorexecutivesasappropriate.
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CSUPDwillfollowadefinedsequenceastheemergencysituationdevelops,asfollows:(1). Dispatchpoliceofficersandmakeappropriateemergencynotifications;(2). NotifytheChiefofPoliceorhis/herdesigneeaccordingtodepartmentalprocedures;(3). Notifyappropriateresponsepersonnelperinternalprocedures;and(4). Ifwarranted,theChiefofPoliceorothercommandofficerswillnotifythePresidentoramemberofthePSTECorotherindividuals,afterincidentconditionsareverified.
SECTION5.8EMERGENCYRESPONSEPROTOCOLS
Theprioritiesforrespondingtoanyemergencyaretoprotect,inorder:1.People;2.Researchanimalsandplantsandintellectualproperty;then3.Facilities,equipmentandotherproperty.Theprioritiesforrespondingtoanyemergencywillinclude(butarenotlimitedto)thefollowing:
PriorityI
• LifeSafety—evaluatetheneedtoevacuatetosafezones,lockdown(ifpossible)orshelterinplacetoprotectpeoplefromhazardousorhigh-riskareas.
• Medical Aid — evaluate medical services available and advise rescue forces regardinglocationoftreatmentfacilitiesforinjured.
• FireSuppression—evaluatefiresorfirehazardsanduseavailableresourcestocontrolandevacuate.
• SearchandRescue—establishsearchandrescue teamsand initiaterescueoperationsasrequired.
• Communication Network — establish a communication network using available staff,materialsandequipment.
• Utilities Survey – evaluate and restore utilities (gas, electric, steam, chilledwater, water,sewer)andshutdownasneeded.
• Hazardous Substance Control — survey critical areas (i.e., biological and chemical) andsecureorcleanupasneeded.
• Situation Control – evaluate access to the area to determine the safety of the emergencyresponders.
PriorityII
• FoodandDrinkingWater—identifysuppliesonhandandestablishadistributionsystemforfoodandwater.
• Shelter—identifyusablestructurestohouseresidentstudentsand/orcommunityvictims.• Facility—evaluatefacilities(i.e.,buildings,classrooms)foroccupancyoruse.Identifyand
sealoffcondemnedareas.• Information—establishacommunicationssystemwiththecampuscommunityregarding
availabilityofservices.• AnimalControl—providecontrolsandcontainmentforallanimalsoncampus.• CriminalActivityControl—establish apoliceor security system toprotectproperty and
controlcriminalactivity.
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• PsychologicalAssistance—establishasystemtoassistpeopleincopingwiththecrisis.• Transportation—organizetransportationforrelocationtoshelter.
PriorityIII
• ValuableMaterialsSurvey—identifyandsecurevaluablematerials(i.e.,artwork,historicalbooks,researchandintellectualproducts).
• RecordsSurvey—identifyandsecureallCSUrecords.• University Operations Survey — determine requirements to continue normal university
operations.• SuppliesandEquipment—developasystemtorenewsupplyandequipmentflow
SECTION5.9EMERGENCYOPERATIONSCENTERACTIVATION
Duringalargeincident,anEOCmaybesetupatapre-designatedsiteunderthedirectionofanEOCManagertosupporttheIncidentCommandPost(ICP)activitiesandmanagebusinesscontinuityissuesfortherestoftheorganization.
DuringincidentsandemergencyconditionsinwhichtheEOCshouldbeimmediatelyactivated,thefollowingCSUofficialsmayactivatetheEOCandassumetheEOCManagerposition:
• PSTECmember• CSUPDChieforDelegatedAuthority• EmergencyManagementCoordinator• EnvironmentalHealthServicesDirectororDelegatedAuthority
Intheeventthatnoneoftheaboveisavailable, theCSUPDshiftsupervisorwillassumeauthorityforEOCactivationandwillactastheEOCManageruntiloneoftheabovedesigneesarrives.
SECTION5.10EOCSTAFFING:
ThePresidentisultimatelyresponsibleforemergencymanagementattheuniversity.Ifthepresidentisunavailable,theauthoritytotakeallnecessaryandappropriateactionisherebydelegatedtothefollowingUniversityofficersintheorderlistedbelow,withsuchauthoritybeingdelegatedtothehighestrankedUniversityofficeronthelistwhomCSUPDisabletocontact:
(1). President’s Chief of Staff (2). Provost and Executive Vice President (3). Vice President for University Operations (4). Vice President for External Relations (5). Vice President for Student Affairs (6). Vice President for Information Technology (7). Deputy General Counsel
TheEOCservesasthecentralmanagementcenterduringaLevel1orLevel2emergency.Whenneeded,thefiveIncidentManagementTeam(IMT)functionalelements(command,operations,
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planning,logistics,andfinance)canbeestablishedintheEOC,eachofwhichmaybefurthersubdividedtoenhanceinternalorganizationalmanagementandexternalcoordination.TheEOCManagerisresponsibleforestablishingandexpandingtheICSmodularorganization.Heorshebasesdecisionsoneachemergencysituation.Asincidentcomplexityincreases,theorganizationexpandsfromthetopdownasfunctionalresponsibilitiesaredelegated.Concurrentlywithstructuralexpansion,thenumberofmanagementpositionsexpandstoadequatelyaddressincidentrequirements.Priortotransferringcommand,theoutgoingmanagerwillconductafullbriefingfortheincomingmanager.
TheuniversityEOCisorganizedasfollows:
CSU President
Executive Committee Public Safety Team
EOC Manager
Safety Officer
Public Information Officer
Liaison Officer
Operations Chief Finance Chief Logistics Chief Planning Chief
PSTEC Liaison
Incident Management Team (IMT)
EOCORGANIZATIONCHART
OncetheEOCisactivated,aPSTECmemberwillbeassignedasthePSTECLiaison.
WhentheEOCisestablishedtheEOCManagerthenassignssubordinateindividualstoEOCpositionsneededfortheincident.
TheEOCstaffincludes:
CSUPresident(Alwaysactivated)–ProvidestheauthoritytothePSTEC.
PSTEC(Alwaysactivated)–ProvidestheauthoritytotheEOCmanagerandtheabilitytoauthorizefundingfortheincident.
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EOCManager(Alwaysactivated)-ManagesandcoordinatestheresponsetoincidentsfromanIncidentCommandPost(ICP).Inthatcapacity,theEOCManagerhastheauthoritytodirectpersonnel,takeactionsandimplementproceduresasnecessarytoresolveissuesrelatedtotheincident.
ThemostappropriatepersonbelowwillassumetheEOCManagerpositiondependingontheemergency.
• PSTECmember• CSUPDChieforDelegatedAuthority• EmergencyManagementCoordinator• EnvironmentalHealthServicesDirectororDelegatedAuthority
TheresponsibilitiesoftheEOCManagerareasfollows:• AssumecommandoftheIMT;• Classifythethreatseveritylevelbymatchingsituationfactstothreatcriteria;• Takeprotectiveactiontostabilizethescene;• Selectandestablishanappropriatecommandpost;• ActivateappropriateICSfunctions;• Establishaunifiedcommandstructurewithrespondingagencies,ifnecessary;• ConductinitialbriefingoftheIncidentManagementTeam(IMT);• Setspecificobjectivesanddirectthatincidentactionplansbedeveloped;• BriefallIMTpersonnelonincidentactionplans;• ContinuallyreviewandupdateincidentactionplanswiththeIMT;• Approveallincidentinformationreleasedtothenewsmedia;• Setobjectivesandapproveplansforreturningtonormaloperations.
Forsmallincidents,theEOCManagermayaccomplishallfivemanagementfunctions.Largerincidentsmayrequireindividualstobeassignedtootherfunctions.
PublicInformationOfficer(PIO)(Activatedifneeded)–Providesinformationtointernalandexternalstakeholders,includingthemediaorotherorganizationsseekinginformationabouttheincident.
• ESF15,PublicAffairs/ExternalAffairs.
SafetyOfficer(Activatedifneeded)-Monitorsincidentsafetyconditionsanddevelopsmeasuresforassuringthesafetyofallassignedpersonnel.
LiaisonOfficer(Activatedifneeded)–Servesastheprimarycontactforsupportingagenciesassistingatanincident.
OperationsChief(Activatedifneeded)–Conductstacticaloperationstocarryouttheplan.Developsthetacticalobjectivesandorganizationanddirectsalltacticalresources.
AssociatedEmergencySupportFunctions(ESFs):• ESF1,Transportation;
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• ESF3,PublicWorksandEngineering;• ESF4,Firefighting;• ESF8,PublicHealthandMedicalServices;• ESF9,SearchandRescue;• ESF10,OilandHazardousMaterialsResponse;• ESF12,Energy;• ESF13,PublicSafetyandSecurity.
PlanningChief(Activatedifneeded)–PreparesanddocumentstheIncidentActionPlan,collectsandevaluatesinformation,maintainsresourcestatusandmaintainsdocumentationforincidentrecords.
AssociatedESFs:• ESF5,EmergencyManagement;• ESF11,AgricultureandNaturalResources;• ESF14,LongTermCommunityRecovery.
LogisticsChief(Activatedifneeded)–Providessupport,resourcesandallotherservicesneededtomeettheoperationalobjectives.
AssociatedESFs:• ESF6,MassCare,EmergencyAssistance,HousingandHumanServices.
Finance/AdministrationChief(Activatedifneeded)–Monitorscostsrelatedtotheincidentandprovidesaccounting,procurement,timerecordingandcostanalyses.
AssociatedESFs:• ESF16,Finance/Administration.
AdditionalPersonnel
Inadditiontothestaffnotedabove,theEOCalsomayincludeanyorallofthefollowingortheirrespectivedesignees:
• UniversitySpokesperson(appointedbyPIO)• DirectorofACNSandTelecommunications• DesigneeofProvostandExecutiveVicePresident• DesigneeofVicePresidentofResearch• DesigneeofVicePresidentforStudentAffairs• DirectorofHousingandDiningServices• DirectorofHumanResourceServices• DirectorofCSUHealthNetworkServices• DirectorofAthletics• DirectoroftheLoryStudentCenter• SpecialAdvisorforSupportandSafetyAssessment• AnyotherpersondesignatedbytheEOCManagerasnecessaryandappropriate
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SECTION5.11DEACTIVATIONOFTHEEOC
AsoperationsprogressfromPriorityIthroughPriorityIII,administrativecontroloftheincidentoremergencysituationwillmovefromtheEOCbacktothenormaluniversityorganizationalstructure.TheEOCManagerinconsultationwiththePSTECwilldeterminewhentodeactivatetheEOC.
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CHAPTER6 RECOVERY/CONTINUITY
InRecovery/Continuityplanningeachdepartmentmustbepreparedtomaintaincriticaloperationsduringandaftertheemergency.CriticaloperationsshouldbeidentifiedandapprovedbythePSTbeforeanemergencyevent.AlistofcriticaloperationsandtheresponsetothoseoperationsissummarizedinAnnexH(CriticalOperations).
Alongwithmaintainingcriticaloperationsandsafety,plansshouldprioritizetheneedforemotionalsupportforallpeopleinvolved.Staffwillrequireafull“headandheart”recovery(theyknowintellectuallyandbelieveemotionallythatthingscangetbacktonormal).SuchassistancewouldbeprovidedbyCSU’sCounselingCenterstaff,communityprovidersthroughCSU’sEmployeeAssistanceProgram,victimadvocatesthroughtheLarimerCountySheriff’s,theRedCross,TouchstoneHealthPartners,PoudreValleyHealthSystems,theHealthDistrictandHealthDepartment,aswellasotherlocaluniversitiesandagenciesasneeded.
BuildingandenvironmentalassessmentswillbeperformedbyFacilitiesManagementandEnvironmentalHealthServices.Onceitisdeterminedthebuildingissafetoenter,ateamofdepartmentalandcollegestaff(assistedbyEHS,Facilitiesandothersasneeded)shouldassesstheoperationsanddeterminedisruptionsthatwilldelayservices.ThisassessmentshouldbeprovidedtotheEOCviatheDean,Director,orDepartmentHeadfordecision-makingandresourceallocation.Disruptionsandneededresourcesmustbedocumentedforpurchaseorfundingrecovery.Safetyisthefirstpriorityintheseassessments.
Beawarethat:• Theuniversity’sEOCwillrequestongoingstatusreportsfromeachdepartmentduring
theemergencyforresourceallocationandtoensurecriticalfunctioncontinuity.Thedepartmentwillbeexpectedtoidentitystaffwhocanfacilitateresumptionofnormaloperations.
• Theuniversitymayneeddetaileddatafromtheunittoestimatetemporaryspacereallocationneeds.DepartmentsalsoshouldverifyemergencypurchasingauthoritywiththeDirectorofProcurementandContractingServices.
• MostinsuranceandFEMAclaimsrequireextensivedocumentationofdamagedfacilities,lostequipmentandresources,specialpersonnelexpensesandanyWorkers’Compensationclaims.
• Unitsshouldphotographorvideotapefacilityandequipmentdamagetosupportwrittendocumentation.
• Itisveryimportanttorecordtheemergency’sphysicaleffectsbeforecleanupandrepairs.• DepartmentswillneedtocoordinatecontinuouslywiththeEOC,EHS,andFacilities.
Businesscontinuitymeansplanningthemeasuresnecessarytoenabletheuniversitytocontinuecarryingonbusinesstotheextentreasonablypossiblewhenadisasterhasreducedtheuniversity’s
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capacitytooperatenormally.Thisincludesprovidingservices,researchresults,instructionandtangiblegoodstotheuniversitycommunityandexternalsponsors,customers,clients,andcooperators.Abusinesscontinuityplanshouldbeactivatedoncethedisasteroremergencyhaspassed.Aspartofthebuildingsafetyplan,abusinesscontinuitysectionisrequiredforeachdepartmentinthebuilding.Eachdepartment’sbusinesscontinuityplanshouldaddressdetailsofhowthedepartmentwillprepareforemergenciesinordertominimizeandmitigatethelongtermimpactontheoperationsofthedepartmentororganization.TheplanshouldalsoworkintandemwiththebroaderuniversityERP.AsampletemplateisincludedinAnnexE.
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LISTOFANNEXES
ANNEXA-RecordofRevisions
ANNEXB-AccesstothePlan
ANNEXC-President
ANNEXD-PublicSafetyTeamandExecutiveCommittee
ANNEXE-DeansDirectorsandDepartmentHeads
ANNEXF–CrisisCommunication
ANNEXG–ESFs,RSFsandDepartments
ANNEXH-CriticalOperations
ANNEXI–RiskAssessments
ANNEXJ-EmergencyOperationsCenterManager
ANNEXK-SafetyOfficer
ANNEXL-PublicInformationOfficer
ANNEXM-LiaisonOfficer
ANNEXN-OperationsChief
ANNEXO-PlanningChief
ANNEXP-LogisticsChief
ANNEXQ-FinanceChief
ANNEXR-ContactLists
ANNEXS–UniversityBusinessContinuity
ANNEXT-AgreementsandMOU’s
ANNEXU-Exercises
ANNEXV–Training
ANNEXW-Definitions
ANNEXX-Acronyms
Recommended