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Effective May 1, 2013
Emergency Operations Plan
Arkansas State University Jonesboro Campus
All-Hazards Emergency Operations Plan
Arkansas State University Emergency Operations Plan
2 of 194
Table of Contents
Letter of Promulgation ................................................................................................................. 8
Approval and Implementation .................................................................................................... 9
Record of Changes ...................................................................................................................... 10
Record of Distribution – ASU .................................................................................................... 11
Record of Distribution – External ............................................................................................. 12
1.0 Purpose, Scope, Situation Overview, and Assumptions .............................................. 13
1.1 Purpose ................................................................................................................................... 13
1.2 Scope ...................................................................................................................................... 13
1.3 Situation Overview ................................................................................................................ 14
1.4 Planning Assumptions ............................................................................................................ 23
2.0 Concept of Operations .................................................................................................... 24
2.1 General ................................................................................................................................... 24
2.2 Continuity of Business Operations......................................................................................... 27
2.3 Emergency Declaration and Plan Activation ......................................................................... 28
2.4 EOC Operations ..................................................................................................................... 29
3.0 Organization and Assignment of Responsibilities ....................................................... 30
3.1 Emergency Operations Team ................................................................................................. 30
3.2 Organizational Structure ........................................................................................................ 31
3.3 Assignment of Responsibilities .............................................................................................. 32
4.0 Direction, Control, and Coordination ........................................................................... 34
5.0 Communications ............................................................................................................. 35
6.0 Administration, Finance, and Logistics ........................................................................ 39
7.0 Plan Development and Maintenance ............................................................................. 40
8.0 Authorities and References ............................................................................................ 41
Annex A: Functional ................................................................................................................... 42
A.1 Emergency Operations Responsibilities ................................................................................. 42
A.1.1 Incident Command, Command Staff, and Executive Group ........................................ 42
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A.1.2 General Staff – Operations Section .............................................................................. 46
A.1.3 General Staff – Planning Section ................................................................................. 50
A.1.4 General Staff – Logistics Section ................................................................................. 53
A.1.5 General Staff – Finance/Administration Section .......................................................... 59
A.1.6 Additional Support ....................................................................................................... 63
A.2 Public Works – Damage Assessment & Restoration Services ................................................ 64
A.2.1 Purpose ......................................................................................................................... 64
A.2.2 Situation ....................................................................................................................... 64
A.2.3 Assumptions ................................................................................................................. 64
A.2.4 Concept of Operations .................................................................................................. 64
A.3 Public Works – Debris Management ...................................................................................... 67
A.3.1 Purpose ......................................................................................................................... 67
A.3.2 Situation ....................................................................................................................... 67
A.3.3 Assumptions ................................................................................................................. 67
A.3.4 Concept of Operations .................................................................................................. 67
A.3.5 Staff Development & Responsibilities ......................................................................... 70
A.3.6 Contract and Cooperative Agreements......................................................................... 71
A.3.7 Site Selection ................................................................................................................ 72
A.3.8 Debris Removal Priorities ............................................................................................ 72
A.3.9 Debris Classification .................................................................................................... 73
A.3.10 Debris Disposal and Reduction .................................................................................. 74
A.3.11 Site Close-Out Procedures ......................................................................................... 74
A.4 Fire .......................................................................................................................................... 75
A.4.1 Purpose ......................................................................................................................... 75
A.4.2 Situation ....................................................................................................................... 75
A.4.3 Assumptions ................................................................................................................. 75
A.4.4 Concept of Operations .................................................................................................. 75
A.5 Mass Care, Emergency Assistance, Housing and Human Services ........................................ 78
A.5.1 Purpose ......................................................................................................................... 78
A.5.2 Situation ....................................................................................................................... 78
A.5.3 Assumptions ................................................................................................................. 78
A.5.4 Concept of Operations .................................................................................................. 78
A.6 Health and Medical Services ................................................................................................... 88
A.6.1 Purpose ......................................................................................................................... 88
A.6.2 Situation ....................................................................................................................... 88
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A.6.3 Assumptions ................................................................................................................. 88
A.6.4 Concept of Operations .................................................................................................. 88
A.6.5 Behavior Intervention Team (BIT) .............................................................................. 91
A.7 Public Safety and Security ...................................................................................................... 95
A.7.1 Purpose ......................................................................................................................... 95
A.7.2 Situation ....................................................................................................................... 95
A.7.3 Assumptions ................................................................................................................. 95
A.7.4 Concept of Operations .................................................................................................. 95
Annex B: Support ....................................................................................................................... 98
B.1 Business Continuity Plan (BCP) ............................................................................................. 98
B.1.1 Purpose ......................................................................................................................... 98
B.1.2 Organizational Overview .............................................................................................. 98
B.1.3 Activation and Deactivation of Plan ............................................................................. 98
B.1.4 Plan Maintenance ......................................................................................................... 98
B.1.5 Testing of Plan .............................................................................................................. 99
B.1.6 Logistics ....................................................................................................................... 99
B.1.7 Recovery Matrix ........................................................................................................... 99
B.2 Mutual Aid Agreements and Memorandums of Understanding ........................................... 115
B.2.1 Purpose ....................................................................................................................... 115
B.2.2 Situation...................................................................................................................... 115
B.2.3 Assumptions ............................................................................................................... 115
B.2.4 Concept of Operations ................................................................................................ 115
B.2.5 ASU’s Established MAAs and MOUs ....................................................................... 116
Annex C: Hazard-Specific ........................................................................................................ 118
C.1 Airplane Crash....................................................................................................................... 118
C.1.1 Purpose ....................................................................................................................... 118
C.1.2 Situation...................................................................................................................... 118
C.1.3 Assumptions ............................................................................................................... 118
C.1.4 Concept of Operations ................................................................................................ 118
C.2 Criminal Activity................................................................................................................... 120
C.2.1 Purpose ....................................................................................................................... 120
C.2.2 Situation...................................................................................................................... 120
C.2.3 Assumptions ............................................................................................................... 120
C.2.4 Concept of Operations ................................................................................................ 120
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C.3 Drought and Extreme Heat .................................................................................................... 126
C.3.1 Purpose ....................................................................................................................... 126
C.3.2 Situation...................................................................................................................... 126
C.3.3 Assumptions ............................................................................................................... 126
C.3.4 Concept of Operations ................................................................................................ 126
C.4 Earthquakes ........................................................................................................................... 128
C.4.1 Purpose ....................................................................................................................... 128
C.4.2 Situation...................................................................................................................... 128
C.4.3 Assumptions ............................................................................................................... 128
C.4.4 Concept of Operations ................................................................................................ 129
C.5 Fire ........................................................................................................................................ 132
C.5.1 Purpose ....................................................................................................................... 132
C.5.2 Situation...................................................................................................................... 132
C.5.3 Assumptions ............................................................................................................... 132
C.5.4 Concept of Operations ................................................................................................ 132
C.6 Flooding ................................................................................................................................ 135
C.6.1 Purpose ....................................................................................................................... 135
C.6.2 Situation...................................................................................................................... 135
C.6.3 Assumptions ............................................................................................................... 135
C.6.4 Concept of Operations ................................................................................................ 135
C.7 Hazardous Materials .............................................................................................................. 137
C.7.1 Purpose ....................................................................................................................... 137
C.7.2 Situation...................................................................................................................... 137
C.7.3 Assumptions ............................................................................................................... 138
C.7.4 Concept of Operations ................................................................................................ 138
C.8 Medical Emergency............................................................................................................... 143
C.8.1 Purpose ....................................................................................................................... 143
C.8.2 Situation...................................................................................................................... 143
C.8.3 Assumptions ............................................................................................................... 143
C.8.4 Concept of Operations ................................................................................................ 144
C.9 Pandemic Influenza ............................................................................................................... 146
C.9.1 Purpose ....................................................................................................................... 146
C.9.2 Situation...................................................................................................................... 146
C.9.3 Assumptions ............................................................................................................... 147
C.9.4 Concept of Operations ................................................................................................ 147
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C.10 Thunderstorms/Tornadoes ................................................................................................... 157
C.10.1 Purpose ..................................................................................................................... 157
C.10.2 Situation .................................................................................................................... 157
C.10.3 Assumptions ............................................................................................................. 157
C.10.4 Concept of Operations .............................................................................................. 158
C.11 Train Wreck/Derailment ..................................................................................................... 161
C.11.1 Purpose ..................................................................................................................... 161
C.11.2 Situation .................................................................................................................... 161
C.11.3 Assumptions ............................................................................................................. 161
C.11.4 Concept of Operations .............................................................................................. 161
C.12 Utility Failure ...................................................................................................................... 163
C.12.1 Purpose ..................................................................................................................... 163
C.12.2 Situation .................................................................................................................... 163
C.12.3 Assumptions ............................................................................................................. 163
C.12.4 Concept of Operations .............................................................................................. 164
C.13 Winter Storms ..................................................................................................................... 166
C.13.1 Purpose ..................................................................................................................... 166
C.13.2 Situation .................................................................................................................... 166
C.13.3 Assumptions ............................................................................................................. 166
C.13.4 Concept of Operations .............................................................................................. 166
Appendix A: Emergency Contact Lists................................................................................... 168
A.1 Key Emergency Contacts ...................................................................................................... 168
A.2 ASU Emergency Contacts .................................................................................................... 168
A.3 Additional Emergency Contacts ........................................................................................... 169
A.4 Warning Point Notifications ................................................................................................. 170
A.5 Emergency Call Tree ............................................................................................................ 172
Appendix B: Maps .................................................................................................................... 173
B.1 Physical Addresses Map ........................................................................................................ 173
B.2 Campus Emergency Map ...................................................................................................... 174
B.3 ASU Parking Map ................................................................................................................. 175
B.4 Flood Maps ............................................................................................................................ 176
B.5 Rail Map ................................................................................................................................ 177
Appendix C: Exercise and Training ........................................................................................ 178
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Appendix D: Forms / Checklists .............................................................................................. 181
D.1 Declaration of Campus Closure ............................................................................................ 181
D.2 Declaration of Campus Emergency ...................................................................................... 182
D.3 Bomb Threat Checklist ......................................................................................................... 183
Appendix E: Glossary of Key Terms ...................................................................................... 184
Appendix F: List of Acronyms................................................................................................. 192
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Letter of Promulgation
Arkansas State University Emergency Operations Plan
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Approval and Implementation
This is Arkansas State University’s EOP. You have received a copy of the Plan because you will have
important responsibilities during an emergency situation, crisis, or disaster. Please read this document
immediately, and re-read it periodically, so that you are thoroughly familiar with the contents of the Plan
and fully understand your specific role.
As the Chancellor of Arkansas State University, I am responsible for the welfare and safety of the
students, faculty, staff, and visitors to the Jonesboro campus. The Campus Emergency Services
Coordinator, in conjunction with the Planning Section Chief, has been directed to prepare and maintain
the Plan for the Jonesboro campus.
The Plan set forth in this document is designed to rapidly and efficiently mobilize the University’s
resources, both personnel and equipment, to meet an emergency that may confront ASU. The
effectiveness of this Plan is dependent upon the full and rapid response of all personnel. In the event that
ASU is faced with an emergency, the ASU Campus Emergency Services Coordinator, acting under the
guidelines of this Plan, is authorized to implement those measures necessary to prepare for an emergency
to minimize loss, to react to the emergency to save lives and property, and recover rapidly to minimize
disruption of normal activity. Each member of the ASU community who has a part in these important
tasks will give his or her full and complete attention and support.
This EOP has been developed in accordance with provisions of the Arkansas Emergency Services Act
511 of 1973, as amended.
The University Chancellor or his/her designee, and the Campus Emergency Services Coordinator, is
authorized to order activation of the Plan, or any portion thereof, as required:
To provide increased readiness in the event of an impending threat, emergency, or disaster, and;
To address all threats, emergencies, or disasters that may impact the ASU campus.
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Record of Changes
This Plan will be staffed, revised, exercised, readopted, and reissued annually. All updates to this
document must be tracked and recorded utilizing the form below. Revised Plans should be distributed to
individuals and organizations that have received previous versions of this Plan as identified in the
Record of Distribution.
Change
Number
Date of
Change
Page or Section
Changed Summary of Change
Name of Person
Authorizing Change
Arkansas State University Emergency Operations Plan
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Record of Distribution – ASU
The Record of Distribution will be used to prove that those tasked within the Plan have acknowledged
receipt, reviewed, and accepted the Plan.
Date Agency/Department Name/Title of Recipient
Distribution
(electronic or
hard copy)
Arkansas State University Emergency Operations Plan
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Record of Distribution – External
The Record of Distribution will be used to prove that those tasked within the Plan have acknowledged
receipt, reviewed, and accepted the Plan. Distribution to the public can also be listed, but the Plan must be
“clean” or without any sensitive or personal information.
Date Agency/Department Name/Title of Recipient
Distribution
(electronic or
hard copy)
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1.0 Purpose, Scope, Situation Overview, and
Assumptions
1.1 Purpose
This document, with its associated information and contingencies, constitutes the Emergency Operations
Plan (EOP) for the ASU campus. This Plan is to be implemented to deal with emergencies and disasters,
and is intended to protect lives and property through effective use of available manpower and resources
during emergency operations. It is placed into operations whenever a natural or manmade threat,
emergency, or disaster affecting ASU reaches proportions where such a situation cannot be controlled by
routine measures.
This Plan incorporates NIMS concepts and principles, and the ICS organizational structure for handling
major emergencies which disrupt normal operations such as, but not limited to: tornadoes, floods,
earthquakes, hazardous materials incidents, and other potential disasters.
The overall Plan begins with the end state of the emergency in mind. The purposes of the Plan are:
Protect the lives and property of students, faculty, staff, and visitors of ASU and to preserve the
orderly continuity of campus functions through coordination between departments, local first
responders, county and State agencies, volunteers and community partners.
To establish a mutual understanding of authority, responsibilities, and operations of the ASU
personnel during emergencies and disasters.
To establish an emergency organization to direct and control operations during the emergency
situation by assigning responsibilities to specific entities.
To provide a basis for the conduct and coordination of emergency operations and the
management of resources during emergencies and disasters.
To provide contingencies for major potential disasters that may affect ASU.
To identify ASU’s role in coordinating emergency operations with University departments and
outside agencies.
This Plan consists of the basic plan, annexes, and appendices. The basic plan provides an overview of
ASU’s approach to emergency response and operations. The functional annexes focus on detailing
responsibilities and tasks to be completed by specific emergency functions. The support annexes contain
additional supporting information for the University such as Mutual Aid Agreements (MAAs) and/or
Memoranda of Understanding (MOUs) and continuity of business. The hazard-specific annexes focus on
special planning or response needs generated by the subject hazard. The appendices give definition to the
terms and acronyms used throughout the Plan, and are the location for maps, emergency contact numbers,
and other supporting documents.
1.2 Scope
This Plan and all its contents apply to the ASU campus. Personnel or partners who have a role will have
access to and be knowledgeable of the Plan. Nothing in this Plan shall be construed in a manner that
limits the use of good judgment and common sense in matters not foreseen or covered by the
elements of the Plan.
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1.3 Situation Overview
Jonesboro, Arkansas
Jonesboro is the fifth largest city in Arkansas with an urban population of over 68,000. Centrally located
in Craighead County and with more than 123,000 people in its metropolitan statistical area, Jonesboro is
the educational, commercial, medical, and cultural hub for the greater Northeast Arkansas and Southeast
Missouri regions.
Over 3,200 businesses exist in Jonesboro; a number of major factories are located there (e.g., Frito-Lay,
Inc., Nestle USA, Riceland Foods, Inc., etc.).
In terms of healthcare, St. Bernards Medical Center and NEA Baptist Memorial Hospital, along with their
associated clinics, subsidiaries, and a host of individually and group owned medical practices and centers
serve as the major sources for servicing the medical needs of Northeast Arkansas and Southeast Missouri.
The main campus of ASU (the State’s second-largest institution of higher learning) resides in Jonesboro
and is home to approximately 1,800 full time employees and to almost 14,000 students representing more
than 60 countries who are pursuing degree programs at the baccalaureate, master’s, and doctoral levels. In
2011, over 76% of students were from Arkansas, and 27% of those were from Craighead County. For
future planning purposes, the population breakdown of faculty, staff, and students for 2011-2012 was:
Fall Semester: 1,800 Faculty and staff and 13,877 students
Spring Semester: 1,800 Faculty and staff and 13,010 students
Summer-1st Semester: 1,733 Faculty and staff, and 5,353 students
Summer-2nd
Semester: 1,581 Faculty and staff, and 5,213 students
The main campus is approximately 800 acres and major transportation routes include Highway 49 and Joe
N Martin Expressway. Other main routes for the campus include Aggie Road, University Loop East,
Caraway Road, Dean Street, and Olympic Drive. The Jonesboro Municipal Airport is approximately 2
miles southeast of the main ASU campus, and borders the ASU Farm. Burlington Northern/Santa Fe and
Georgia Pacific railways run through and around the ASU campus.
The city’s cultural offerings are numerous and include the Delta Symphony Orchestra, the Forum Theatre,
ASU Museum, and the Fowler Center and Bradbury Gallery at ASU; all of which work diligently to bring
local, national, and international works of art, theatre, music, and culture to the region. The Convocation
Center on the campus of ASU is capable of seating over 11,000 and brings a host of popular musical acts,
lectures, conventions, sporting events, trade shows, rodeos, and various other activities to Jonesboro.
ASU’s need and demand for critical services will be increased significantly following a disaster. The
following facilities on the ASU campus have been identified as critical facilities:
Carl R. Reng Student Union
The Carl R. Reng Student Union serves as ASU’s main facility for food storage and preparation, and
houses all the student support offices.
It also serves as the premier conference site in Jonesboro, Arkansas. The Student Union and Pavilion offer
programming space, meeting rooms, banquet facilities, and conference capabilities.
Arkansas State University Emergency Operations Plan
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Administration Building
The Administration Building is the location of the offices of the University Chancellor, and the Vice
Chancellors for Finance and Administration, Student Affairs, Academic Affairs and Research (AAR), and
University Advancement. These positions serve in the Executive Group of the Emergency Operations
Team.
The Administration Building serves as an alternate Emergency Operations Center (EOC) and is set up to
serve as a phone bank call center when needed.
Convocation Center
The Convocation Center plays host to a variety of events including concerts, rodeos, family shows, trade
shows and various athletic events, seating over 11,000 for spectator events. Being the largest seating
facility in Northeast Arkansas, the Convocation Center is well utilized hosting over 150 arena events
annually. The market area includes not only Northeast Arkansas, but the boot heel of Missouri as well.
This market area encompasses in excess of 500,000 potential customers.
The Convocation Center - Hames Room C is designated as first alternate EOC.
Information & Technology Services (ITS) Building
The ITS building is the only fully operational facility on campus with an emergency power supply that is
independent of commercial power. The following IT services are provided:
Client Services at ASU is responsible for the day-to-day delivery of system implementations,
helpdesk services, technical support, and manages a subset of key accounts.
Communication Services provides all communication needs to the campus of ASU and is also
responsible for maintaining all voice and data communications at the ASU system level.
Enterprise Application Services supports administrative computing for the ASU community and
provides an integrated system encompassing Student/Financial Aid, Financial, Human
Resource/Payroll, Development, and various ancillary applications integral to the core business
functions of the University.
The Systems Services Department is the foundation that supports the enterprise servers, which
include ‘astate’ and student domains, backups, and the email infrastructure.
Telecommunications provides equipment, services, and other resources for use by its employees
and students for necessary business related to employment and educational responsibilities.
Web Services analyzes, designs, and develops usable, accessible web applications.
The ITS Building is the designated primary EOC.
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Facilities Management
When the EOP is activated, logistical operations will be supported out of Facilities Management.
The following services are provided within Facilities Management:
Administration/Professional Development and Training
Building Operations (maintenance and energy management)
Building Operations (custodial, landscape, motor pool, support services)
Business Office (Business Services Administration, Central Receiving and Warehouse, Work
Orders & Key Administration)
Planning, Design & Construction (Planning, Design & Construction Administration, Construction
Services, Planning and Design Services, Project Services)
Kays Hall
Kays Hall is an 11-story modern high rise housing 470 first year students in suite-style accommodations.
Residents of Kays have use of the attractive main lobby, five comfortable lounges (complete with
microwaves), two computer rooms, a central kitchen, and laundry and vending rooms. Kays is
conveniently located close to the Student Center and classrooms.
Kays Hall has been identified for use as a shelter.
University Hall
University Hall accommodates 300 female students. This five-story suite style building has a computer
lab, laundry and vending room, and central kitchen. University Hall is located near the center of campus.
University Hall has been identified for use as a shelter.
Arkansas Hall
Arkansas Hall is home to 330 first year male students. Arkansas Hall offers a computer lab, central
kitchen, spacious main lobby, study lounges, and a laundry and vending room. Arkansas Hall is located
near the Fowler Center and the Convocation Center.
Arkansas Hall has been identified for use as a shelter.
North Park Quad (Buildings 1-5)
North Park Quads accommodates 836 students in five separate residential buildings. It also includes a
Community Building with a laundry, kitchen, meeting rooms, and administrative offices. North Park
Quads is located between the Baptist Campus Ministry and the Convocation Center.
The North Quad Buildings have been identified for use as shelters.
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Hazards
The ASU campus could potentially be affected by many different hazards broadly categorized as natural,
technological, and human-caused. ASU has conducted a hazard assessment and created a hazard
assessment profile. The following table indicates several hazards, and the scale of likeliness, and the
potential impact on population and property.
Likelihood
0 = None
1 = Rare
2 = Occasional
3 = Frequent
Potential Impact on Population
0 = None
1 = Limited
2 = Substantial
3 = Major
Potential Impact on Property
0 = None
1 = Limited
2 = Substantial
3 = Major
Hazard Likelihood
Potential
Impact on
Population
Potential
Impact on
Property
Fire
To include fires with chemicals present, chemical
fire, electrical fire, fires of unknown cause
Locations include residence halls, academic and
administrative areas
3 1 – 3 1 – 3
Severe Weather
To include thunderstorms, tornadoes, ice/snow
storms, windstorms, and floods
3 1 – 3 1 – 3
Earthquake 1 2 – 3 2 – 3
Bomb and Terrorism Threats
To include bombs, explosions from unknown
cause, snipers, hostage situations, and riots
1 1 – 3 1 – 3
Power Outages 2 1 – 2 1
Chemical Spill
To include indoor spills (minor), major spills
(road/train), spills > 55 gallons, spills < 55 gallons,
chemical reaction (both minor and major)
1 1 – 3 0 – 3
Medical (Major) 1 0 – 1 0
Train Wreck or Derailment 1 1 – 3 0 – 1
Airplane Crash 1 2 2
Water Damage 2 1 2 – 3
Electrical Damage to Systems (ITS) 1 3 3
Electrical Damage to Telecom Systems 2 1 2
Water Damage to Data Systems 1 2 3
Water Damage to Network Systems 2 3 3
Water Damage to Telecom Infrastructure 2 3 3
Accidental Line Cuts 2 3 2
Network Outage 3 1 0
Pathological Medical Waste 1 1 1
Gas Line Rupture 1 1 – 3 1 – 2
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The Department of Homeland Security (DHS) began conducting vulnerability analysis in November of
2012 to identify hazards and threats that could potentially affect the following facilities on the ASU
campus: ASU Football Stadium, Convocation Center, Carl R. Reng Student Union, Dean B. Ellis Library,
and the Fowler Center. ASU will take corrective actions on any findings and/or recommendations
identified by DHS.
Potential Hazards
The results of the ASU Hazard Assessment and Profile, and the All Hazard Mitigation Plan, State of
Arkansas were used to identify potential hazards that ASU is susceptible to and are addressed below
(Emergency procedures for hazards are provided in the Hazard-Specific Annex of this Plan).
Airplane Crash
The Jonesboro Municipal Airport is approximately 2 miles southeast of the main ASU campus, and
borders the ASU Farm separated only by the train tracks. This airport is a city-owned public-use airport,
and is mostly used for general aviation. Any aircraft crash could occur on or about the University; such a
disaster would likely cause damage or endanger lives at the University.
Criminal Activity (Terrorism/Hostage/Criminal Disturbance)
Following a large-scale event (criminal or other emergency/disaster), the University Police Department
(UPD) human resources will be taxed beyond its limits.
Tasks that might be required by the UPD include providing traffic control, crowd control, and security. If
campus evacuation is required and/or movement to shelters, additional law enforcement will be required
to augment the UPD. MAAs are in place between ASU and the Jonesboro Police Department, Craighead
County Sheriff’s Office, and the Arkansas State Police.
Drought and Extreme Heat
The State of Arkansas experiences cyclical drought on a regular basis, typically during drier climate and
warmer weather. Arkansas was involved in a prolonged drought during the1930s that resulted in dust
storms. A heat wave occurred in the summer of 1980 where drought caused $450,000,000 in crop
damages in Arkansas. Estimates show 2005 as the second-driest year on record for most of Arkansas. All
of the State's 75 counties were declared disaster areas because of the drought. Farmers and cattlemen
experienced continuing impacts during the on-going drought through 2006. Additionally, the drought
increased the risks and dangers related to fire.
The National Weather Service (NWS) reported that the summer of 2011 was the second summer in a row
where Arkansas experienced a prolonged period of hot dry weather which went down at most locations as
one of the warmest and driest summers on record. The NWS Forecast Office (Little Rock) further
reported that, after a wet start (January through March) to 2012 (or at least more wet than the previous
two years), a flash (rapidly developing) drought unfolded. It was the driest April through July on record in
Arkansas (a statewide average of 9.03 inches of precipitation).
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Earthquakes
Earthquakes: The New Madrid fault runs from Cairo, Illinois to Marked Tree, Arkansas and it is a very
active area of seismic events. The strongest earthquakes on the North American continent occurred in this
area over a three-month period from 1811-1812. The Arkansas Geological Survey (AGS) reported 21
earthquakes in counties in the New Madrid Seismic Zone (NMSZ) in northeast Arkansas during 2010,
including one in Craighead County. For 2011, the AGS reports a total of 17 NMSZ events.
Primary hazards associated with earthquakes include building collapse, falling debris, and ground
and surface displacement.
Secondary hazards include utility disruptions, explosions, fires, and hazardous materials releases.
Landslides: There is a correlation between landslides and natural disasters such as earthquakes and
flooding. Landslides have occurred in nearly every county in Arkansas and susceptibility is high in areas
within Craighead County.
Fire
Fires can be intentionally started, or initiated by several other hazards such as drought, lightning,
earthquakes, and hazardous materials spills. Grass fires can also be caused by people and vehicles. Grassy
areas adjacent to University facilities pose a threat during the dry summer months.
ASU does not have the ability to fight a fire beyond automatic sprinkler systems or first response
measures such as portable fire extinguishers. ASU is within the City of Jonesboro Fire Department’s
jurisdiction.
Flooding
Flooding/Flash Flooding: On May 2, 2011 a major disaster was declared as a result of severe storms,
tornadoes, and associated flooding that occurred in many counties in the State including Craighead
County. The National Climatic Data Center severe storms database includes a complete database of flood
events in Arkansas since 1993. The State experienced 841 flood events (23 riverine floods and 818 flash
floods) over an 11-year period from January 1993 to December 2003. From January 2004 through March
2010, the State experienced an additional 1,223 flood events. Over this entire period from 1993 through
2010, Arkansas has suffered an average of over 120 flood events annually, including approximately nine
major riverine flood events and an average of 101 flash flood events per year. In the past 11 years, every
county in Arkansas has experienced a flash flood event. On average, 44 of the State’s 75 counties are
affected annually. The Arkansas 100 and 500-Year Floodplain boundaries map is available in B.4 Flood
Maps.
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Hazardous Materials (HAZMAT)
All hazardous materials planning will be completed in conjunction with the requirements of Title III of
the Superfund Amendments and Reauthorization Act (SARA) of 1986 and the Comprehensive
Environmental Response, Compensation, and Liability Act (CERCLA) of 1980.
HAZMAT Accident: A hazardous materials accident can occur virtually anywhere within Arkansas.
Hazardous materials (e.g., chemical, radiological, biological, and explosive) are transported and used
throughout Arkansas via railways, pipelines, waterways, and air daily, so virtually any area is considered
vulnerable to an accident. ASU has both a major highway (Highway 49), and railways (Burlington
Northern/Santa Fe and Georgia Pacific) running through and around the ASU campus. In addition to these
two modes of transportation, the Jonesboro Municipal Airport runs adjacent to the ASU Farm. The
overlapping of one or more of these modes of transportation within an area increases the risk of a
HAZMAT event occurring.
Chemical Storage: The storage of chemicals presents an area of interest for individuals who try to acquire
these substances using illegal methods.
Research and Working Laboratories: ASU operates a number of research or working laboratories which
use a variety of chemical and biological substances.
Radiation Incidents: ASU has a radioactive materials license for use by academic and research groups.
Radioactive contamination of personnel and equipment is possible in the event of an accident.
Medical Emergency
A medical emergency can occur at any time, and dependent on the situation, may involve one individual
to a mass number of individuals.
In day-to-day operations, the Student Health Center administers health protection activities and provides
public health services to students enrolled at ASU and ASU extension campuses. As an official health
agency, this department is the administrative basis for emergency health services. Most emergency
situations can lead to public health problems, contamination of food and water, and community mental
problems.
Pandemic Influenza
A pandemic is a global disease outbreak. It is determined by how the disease spreads, not by how many
deaths it causes. When a new influenza A virus emerges, a flu pandemic can occur. Because the virus is
new, a human population has little to no immunity against it. The virus spreads quickly from person-to-
person worldwide.
In the event of an influenza pandemic, ASU will play an integral role in protecting the health and safety
of students, employees and their families. Issues to be considered include: cancellation of classes,
sporting events and/or other public events; closure of campus, student housing, and/or public
transportation; assessment of the suitability of student housing for quarantine of exposed and/or ill
students; contingency plans for students who depend on student housing and food services; contingency
plans for maintaining research laboratories; and stockpiling non-perishable food and equipment that may
be needed in the case of an influenza pandemic.
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Thunderstorms/Tornadoes
Thunderstorms and Lightning: Thunderstorms and lightning occur in every region of Arkansas.
Thunderstorms are responsible for significant structural damage to buildings, forest, and wildfires,
downed power lines and trees, and flash flooding. In Arkansas, an average of 168 severe storm events
occur per year, along with 21 deaths, 215 injuries, and $50 million in property damage.
Tornadoes: From 1996 through 2010, Arkansas averaged 60 tornado events per year; therefore, the
probability that Arkansas will experience a tornado event is “highly likely”. Craighead County has
experienced two of the ten most deadly tornadoes that have hit Arkansas, one occurring March 21, 1952
and the other on May 15, 1968. In the 1968 tornado, 34 deaths were reported for Craighead County;
Jonesboro had reported damages for an eight mile long and 200 yard wide damaged path.
Wind Storms: All counties in Arkansas have experienced severe (>58 mph) straight-line winds and
straight-line wind damage. The strongest straight-line winds recorded in Arkansas were 115 mph (100
Knots) and occurred in May of 2003 near Waldenburg (Poinsett County); just 25 miles southwest of
Jonesboro.
Hail Storms: Hail usually occurs during severe thunderstorms, which also produce frequent lightning,
flash flooding, and strong winds, with the potential of tornados. The size ranges from smaller than a pea
to as large as a softball, and can be very destructive to buildings, vehicles, and crops in Arkansas.
Arkansas crop losses due to hail, average over $3.0 million per year in loss claims alone; not including
property/casualty claims.
Train Wreck/Derailment
ASU has two railways (Burlington Northern/Santa Fe and Georgia Pacific) running through and around
the ASU campus. The University is at risk for potentially incurring injuries/death from a train
wreck/derailment; especially if the train is transporting hazardous materials.
Two types of hazardous materials releases from railroad events are of the most concern, and account for
approximately 70 percent of all railroad-related incidents each year:
Collisions and derailments that result in large spills or discharges, or air releases during fires
Releases from leaks in fittings, seals, or relief valves, and improper closure or defective
equipment
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Utility Failure
A substantial infrastructure failure could result in significant disruption to the University’s operations and
can cause health and safety issues. Basic services, including electrical, water, natural gas, heat,
telecommunications, and other information systems may be interrupted. This includes sanitation, research
laboratory processes, security, and fire alarms.
Water Supply: Water supply contamination, deliberate or accidental, resulting in a lack of potable water
could result in:
The inability to maintain safe working conditions
A high incidence of illness
Electricity: An electricity supply failure, e.g., substation fire or a cable break could lead to:
People trapped in elevators
Unsafe working conditions
Lack of lighting
Failure of security systems
Failure of IT systems
Telecommunications: A telecommunications failure could result in:
Lack of access to the 911 system
Failure of automatic fire alarm systems
Gas Supply: A gas leak should be treated as a hazardous materials emergency
Heating System: A boiler heating system failure or distribution infrastructure break could cause:
Inability to maintain safe working conditions
Excessive amounts of hot water (115 degree)
Winter Storms
Severe winter weather can impact the entire State of Arkansas, although the northwest corner of the State
experienced the most severe winter events between 1980 and 2010. Winter storm events are most
common in the north central and central parts of Arkansas. Craighead County is identified as having a
medium risk for winter weather. Jonesboro received two to four inches of snow during the winter storm of
2000. On December 28, 2000, a Severe Winter Storm-Emergency Declaration was issued that included
most of the counties in the State and was followed by a Severe Winter Storm-Major Disaster declaration
on December 29, 2000. A historic winter storm swept through Arkansas on December 25, 2012 causing
the NWS in North Little Rock, AR to issue its first ever blizzard warning for counties in northeast
Arkansas, including Craighead County. Snow totals of approximately 8 inches coupled with high winds
caused the blizzard conditions and severely impacted travel.
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1.4 Planning Assumptions
Safety of human life will take precedence over property.
This Plan will be staffed, revised, exercised, readopted, and reissued annually.
Those receiving the Plan shall review and become committed to the Plan’s goal for protecting the
welfare of the University’s community.
The Campus Emergency Services Coordinator will coordinate all disaster and emergency
response by and between all agencies and all political subdivisions in accordance with ASU’s
policies and procedures.
The ASU campus has an Emergency Operations Team that is prepared to respond quickly and
effectively to disaster situations.
Mitigation of emergencies and disasters is the responsibility of ASU’s Administration.
Students, faculty and staff of the University are knowledgeable about emergency procedures.
A Warning System is in place to relay timely warnings to students, faculty and staff to include the
main campus, the ASU Farm, and other off-campus facilities. (Participants in the University’s
special events are considered students of the University (e.g., basketball camps and band camps).
The services of city, county, State, and Federal agencies as well as volunteer organizations may
be needed to augment ASU campus services.
The resources of local and State government may not be readily available to ASU officials to
cope with emergencies and disasters affecting the ASU campus.
The ASU campus may not be the top priority in the response effort.
Hazards such as severe weather, flash floods, tornadoes, winter weather, and other weather
related emergencies or natural disasters will continue to occur annually in Arkansas.
Incidents relating to the storage and transportation of hazardous materials can occur.
Industrial accidents involving the release of hazardous materials, injuries to on site personnel, and
fires affecting the safety, welfare, and economic well-being of the citizens of the surrounding area
will require the services of local emergency responders.
Sabotage and criminal activity could disrupt response efforts.
Civil unrest will require intervention by local and State agencies.
The ASU campus could be subjected to more than one disaster at a time.
An emergency or disaster can occur at any time of the day or night, weekends or holidays, with
little or no warning.
Since events in an emergency or disaster are not predictable, this Plan will serve only as a guide
and may require modification to meet the requirements of the emergency or disaster.
Basic services, including electrical, water, natural gas, heat, telecommunications, and other
information systems may be interrupted.
Buildings, other structures, and equipment may be damaged.
Normal suppliers may not be able to deliver goods.
Faculty, staff, and students shall continue their on-going efforts in emergency preparedness,
planning, and training in order to enhance disaster response and recovery.
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2.0 Concept of Operations
2.1 General
This Plan is based on NIMS concepts and principles. ASU will use ICS for managing all threats,
emergencies, and disasters. Adopting NIMS and ICS is a condition of receiving Federal preparedness
funding and certain grants.
NIMS addresses four phases of emergency management. The phases are key components of the overall
goal which is to minimize the impact caused by threats, emergencies, or disasters on the ASU campus.
Those phases are:
Prevention-Mitigation
Preparedness
Response
Recovery
Prevention-Mitigation
ASU will conduct mitigation activities as an integral part of the emergency management program.
Mitigation is intended to eliminate hazards and vulnerabilities, reduce the probability of hazards and
vulnerabilities causing an emergency situation, or lessen the consequences of unavoidable hazards and
vulnerabilities. Mitigation is a pre-disaster activity, although mitigation may also occur in the aftermath of
an emergency situation with the intent of avoiding repetition of the situation. Mitigation activities
strengthen facilities against potential hazards by eliminating or reducing the chance of occurrence or the
effects of a disaster. ASU prevention-mitigation activities include:
Prevention-Mitigation Activities
Reviewing existing campus and community data including:
Previous community vulnerability assessments.
Facility assessments.
Recent community and campus specific crime data (e.g., Clery data).
Weather or natural hazard related data such as flood, tornado or earthquake probabilities (for
more information refer to the report titled “Seismic Risk Evaluation” written for Jonesboro,
dated June 2007 on file in the Safety Officer, Environmental Health & Safety Office).
Assessing the climate and culture of ASU (nurturing a healthy campus community). Refer to
1.3 Situation Overview for additional information.
Identify potential hazards and take steps to remedy them (e.g., remove dead/rotting trees and
branches).
Conduct routine maintenance on equipment such as generators, fire extinguishers, and smoke
and carbon monoxide detectors.
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Prevention-Mitigation Activities
Verify and update all call down and contact lists routinely.
Preparedness
ASU will conduct Preparedness activities to develop the response capabilities needed in the event of an
emergency. Anticipating what can go wrong, determining effective responses, and developing preparation
of resources are critical steps in preparing for the unexpected. ASU preparedness activities include:
Preparedness Activities
Establishing an ICS consistent with the NIMS for organizing personnel and services to respond in the
event of an emergency.
Developing policies, procedures, and protocols with input from such key community partners as law
enforcement, medical services, public health, fire services, and mental health.
Involving emergency responders, emergency management personnel, local officials, volunteer groups,
and other key community partners who assist ASU during emergencies in training and exercise
opportunities.
Collaborating with community partners to establish MOUs that will establish formal interdisciplinary,
intergovernmental, and interagency relationships among all the community partners and campus
departments.
Negotiating contracts that will provide the campus with resources (e.g., food, transportation, medical
services, and volunteers) needed during an emergency.
Assigning personnel to manage each ICS function and defining lines of succession in this Plan as to
who is in charge when key leaders are not available.
Maintaining a Business Continuity Plan (BCP) that identifies systems needed to conduct all
administrative functions (e.g., Procurement and Travel Services, Accounts Payable,
Treasury/Cashiering, Financial Reporting, Payroll, Student Registration, Printing of Transcripts, and
Payroll).
Developing plans to unify students, staff, and faculty with their families.
Defining protocols and procedures for each type of response strategy, e.g., shelter-in-place, lockdown
(if and where appropriate), or evacuation.
Maintaining an emergency notification system using multiple modes of communication to alert persons
on campus that an emergency is approaching or occurred.
Response
Response is taking action to effectively contain and resolve an emergency. Responses to emergencies are
enhanced by thorough and effective collaboration and planning during the Prevention-Mitigation and
Preparedness phases. Responses to emergencies vary greatly depending on the severity, magnitude,
duration, and intensity of the event. This is the phase of emergency management covered most intensely
by the press and media, as well. Effective response requires informed decision-making and identification
of clear lines of decision authority. ASU response activities include:
Response Activities
Preserving life, property, the environment, and the social, economic, and political structure of the
community.
Activating the ICS.
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Response Activities
Issuing campus emergency disaster declarations as applicable.
Directing initial response activities toward location, recovery, and treatment of victims.
Accounting for students, faculty, and staff and providing support to individuals with access and
functional needs to include students, faculty, staff, and visitors to campus facilities.
Establishing/activating the EOC if necessary.
Activating the Emergency Call Tree.
Determining and executing the appropriate response strategy.
Dialoguing with first responders and other community partners (as articulated in MOUs or other formal
agreements) to make informed decisions and deploy resources.
Activating communication plans using multiple modalities (e.g., email, text message, phone).
Dispatching needed personnel and equipment to appropriate locations.
Recovery
ASU’s goal for the recovery phase is to restore the learning environment. Recovery is an ongoing process
and the type and breadth of recovery activities will vary based on the nature and scope of the emergency.
The four components of recovery are: physical and structural recovery, business recovery, restoration of
the academic-learning environment, and the psychological and emotional recovery. Planning for recovery
begins with the Preparedness phase, and requires support from campus leaders to ensure that decisions
contribute to implementation and resolution of all four components of recovery. All decisions should be
made in conjunction with local and perhaps State officials and partners. ASU’s recovery activities
include:
Physical and Structural Recovery
Recovery Activities
Completing all campus damage assessments to include: evaluating physical and structural damage,
assessing the availability of housing, transportation, and food services, and determining the degree to
which equipment (e.g., computers and lab equipment) is functional.
Determining the extent of the effects of the incident on campus and community physical assets and newly
created vulnerabilities.
Activating the Public Works – Debris Management Plan.
Using the data from the assessments to facilitate decision-making about repairs and timeline to resume
learning activities. Begin making repairs.
Business Recovery
Recovery Activities
Restoring the administrative and business function by activating the Business Continuity Plan.
Announcing the cancelation or postponement of classes, or the use of alternative location for classes.
Coordinating the efforts to receive, account for, and prepare for use, all donated goods and services.
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Restoration of Academic-Learning Environment
Recovery Activities
Housing/sheltering students and conducting classes in off-site locations, implementing online learning,
and implementing temporary procedures about assignments, grading, attendance, and tuition and housing
payments.
Making swift decisions about changes to class schedules, academic calendars, and graduation
requirements.
Communicating these decisions and next steps to the media, faculty, staff, students, and families in an
expedient fashion.
Psychological and Emotional Recovery
Recovery Activities
Activating the ASU
Behavior Intervention Team (BIT) if necessary.
Providing short-and long-term mental health services on and off campus or obtaining referrals for more
long-term counseling. Also offer such services to workers who may be cleaning and restoring the physical
and structural facilities; faculty and staff involved in the recovery effort, as well as public safety, medical,
and mental health professionals.
Additional Recovery Activities
Recovery Activities
Establishing a campus disaster information center when applicable.
Providing follow-up campus status reports to the Craighead County Office of Emergency Management
(OEM) and to the Arkansas Department of Emergency Management (ADEM) as required.
Conduct a hot wash after actual emergencies to provide the basis for continuous improvement of all
departmental plans, Standard Operating Procedures (SOPs), Standard Operating Guides (SOGs), and the
EOP.
Implement any corrective actions, including changes to Plans, which are identified during the hot wash.
2.2 Continuity of Business Operations
For business continuity at ASU, two organizations are primary: The Crisis Management Team (CMT)
and Business Unit Recovery Team (BURT) for the area(s) affected. In the event of an incident that creates
a significant disruption, that is, a disruption with estimated resolution beyond the acceptable recovery
time objective as outlined in the Data Center Incident Recovery Plan (DCIRP), the CMT will invoke the
appropriate portions of the BCP and provide general support while the BURT is focused on the resources
and tasks integral to running a specific functional area.
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2.3 Emergency Declaration and Plan Activation
Upon the occurrence of any threat, emergency, or disaster on the ASU campus when the EOC or alternate
EOC is activated, the Chancellor, with the assistance of the Executive Group, will direct and control
overall operations. The EOC Manager will determine the level of staffing required in the EOC based upon
the situation and alert the appropriate personnel, agencies, and organizations.
The Plan provides a means to minimize the impact of an incident while saving and maximizing the
effectiveness of the University’s resources. The University Chancellor or his/her designee, and the
Campus Emergency Services Coordinator, is authorized to order activation of the Plan, or any portion
thereof, as required:
To provide increased readiness in the event of an impending threat, emergency or disaster, and;
To address all threats, emergencies, or disasters that may impact the ASU campus.
This plan will be activated by:
The notification of an “Emergency Activation” from the Chancellor or appointed
representative/designee.
Authorization of the Campus Emergency Services Coordinator as necessary.
Under the Federal law known as the Jeanne Clery Disclosure of Campus Security Policy and Campus
Crime Statistic Act - the Clery Act (reference 20 USC 1092 and 34 CFR 668.46), ASU will immediately
notify the campus community upon confirmation of a significant emergency or dangerous situation
involving an immediate threat to the health or safety of students or employees occurring on the campus.
The UPD has been designated as the central warning point for the Jonesboro campus.
Emergency alerts and notifications will be communicated early (timely warning) and widely, and will be
disseminated using the following methods:
All-users e-mail
Website notice (staff and student portals)
Emergency Alert System
Voicemail
KASU Radio and TV stations
General media
UPD Public Address System
The University Communications/Media and Public Relations Department (Public Information Officer
[PIO]) is responsible for releasing all information to the media and other outlets.
Emergency alerts and notifications are issued for situations such as: a Declaration of Campus Emergency,
a Declaration of Campus Closure, an evacuation, and/or sheltering order, and for shelter-in-place
procedures.
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2.4 EOC Operations
Emergencies occurring on the ASU campus may require the activation of the ASU EOC. ASU has
identified a location for their primary EOC and several alternate locations in the event the primary EOC is
not operational:
Primary EOC:
Information & Technology Services (ITS) Building – Conference Room
Alternate EOC Locations:
Convocation Center – Hames Room C
Education/Communication Facility – Communications Room 218
Arkansas Biological Sciences Facility
Administration Building
If the decision has been made to relocate the EOC, clear signage will be provided to indicate the new
EOC location. This is specifically important for disasters that interrupt telecommunications.
When in operation, the EOC is staffed on a 24-hours basis. Security for the EOC is provided by the UPD.
The primary EOC has an emergency power supply that is independent of commercial power.
Communications are available in the primary EOC and direct communications to various emergency
services is operational via radio, landline, network, and cellular phone services.
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3.0 Organization and Assignment of Responsibilities
3.1 Emergency Operations Team
The Chancellor has established an Emergency Operations Team in accordance with Section 10, Arkansas
Emergency Services Act 511 of 1973 as amended, and uses an incident command structure as identified
in NIMS.
The Emergency Operations Team is made up of an Executive Group, Executive Support Group, and an
Operational Group. The majority of members serving in the Executive Group and Executive Support
Group are assigned specific positions within the incident command structure serving within the Command
Staff or General Staff. Members of the Operational Group make up the remaining positions required for
managing an incident.
Executive Group
The Executive Group consists of senior management who are responsible for the direction and control of
emergency operations within the EOC during all emergencies or disasters. The Executive Group is
comprised of the following University personnel:
University Chancellor
Vice Chancellor for Finance and Administration
Executive Vice Chancellor and Provost for Academic Affairs and Research
Vice Chancellor for Student Affairs
Vice Chancellor for University Advancement
Chief of Staff
University Council
Executive Support Group
The Executive Support Group are made up of members that are appointed by the Chancellor or his/her
designee and are responsible for carrying out emergency operations and advising the Executive Group on
matters pertaining to their areas of responsibility. These officials or their representatives will report to the
EOC as required by the nature of the emergency. The Executive Support Group is comprised of the
following University personnel:
Associate Vice Chancellor of Facilities
Associate Vice Chancellor of Finance
Director of University Communications
Director of University Police
Operational Group
The Operational Group is made up of other personnel that make up the incident command structure to
assist emergency operations.
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3.2 Organizational Structure
ICS will be utilized for managing emergencies and disasters on campus.
The ICS is:
A management system designed to enable effective and efficient domestic incident management
by integrating a combination of facilities, equipment, personnel, procedures, and communications
operating within a common organizational structure.
Used for a broad spectrum of emergencies, from small to complex incidents, both natural and
manmade. ICS is used by all levels of government—Federal, State, local, and tribal—as well as
by many private sector and nongovernmental organizations.
Helpful when implementing Federal, State, and local mandates, such as the Clery Act regulations
for campus security and crime statistics.
ICS is normally structured to facilitate activities in five major functional areas: command, operations,
planning, logistics, and finance/administration as depicted below in the Emergency Operations
Organizational Structure:
EOC Manager
Operations
Section Chief
Campus Emergency Services CoordinatorUniversity Agency Representative
Safety Officer
Liaison Officer
Public Information Officer
Planning
Section Chief
Logistics
Section Chief
Finance/Admin
Section Chief
Time Unit Leader
Compensation/Claims
Unit Leader
Procurement
Unit Leader
Cost Unit Leader
Staging Area Manager
Branch Director
Law Enforcement
Group Director
Health & Medical
Group Director
Hazardous Materials
Officer
Situation Unit Leader
Resources Unit Leader
Check In/Status
Recorder
Documentation
Unit Leader
Demobilization
Unit Leader
Technical Specialists
Engineering
Services Officer
Support Branch
Director
Service Branch
Director
Supply Unit Leader
Donations
Unit Leader
Facilities
Unit Leader
Ground Support
Unit Leader
Volunteer
Unit Leader
Communications
Leader
Food Unit
Leader
Shelter & Evacuation
Unit Leader
Animal Care
Unit Leader
Incident Commander
Executive Group
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The ICS organizational structure is flexible. The structure can be expanded from a very small size
organization for routine operations to a larger organization capable of handling catastrophic events.
The EOC Manager will determine the level of EOC staffing required based on the situation and alert the
appropriate Emergency Operations Team personnel, agencies, and organizations.
3.3 Assignment of Responsibilities
ICS positions identified in the Emergency Operations Organizational Structure are listed in the table
below along with the University’s primary representative responsible for that position and designated
alternates (as assigned).
Emergency Operations Position Primary Representative Designated Alternate(s)
Incident Commander Typically the Fire Chief, Police
Chief, or Tactical Supervisor
EOC Manager Vice Chancellor for Finance and
Administration
Liaison Officer Chancellor’s Chief of Staff
Public Information Officer Director of University
Communications
Safety Officer Appointed by Safety Supervisor
Campus Emergency Services
Coordinator Safety Supervisor
University Agency Representative Vice Chancellor for Student Affairs
Operations Section Chief Director of University Police
Department
Staging Area Manager Appointed by the Associate Vice
Chancellor for Facilities
Operations Section Branch Director Appointed by the Operations
Section Chief
Law Enforcement Group Director Director of UPD/Detective
Health and Medical Group Director
Coordinator of ASU Regional
Center for Disaster Preparedness
Education
Hazardous Materials Officer Director of Environmental Health
& Safety
Planning Section Chief
Executive Vice Chancellor and
Provost for Academic Affairs and
Research
Situation Unit Leader Associate Vice Chancellor for
Student Affairs
Resources Unit Leader
Executive Assistant to Vice
Chancellor and Provost for
Academic Affairs and Research
Check In/Status Recorder
Research Assistant for Vice
Chancellor and Provost for
Academic Affairs and Research
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Emergency Operations Position Primary Representative Designated Alternate(s)
Documentation Unit Leader Registrar
Demobilization Unit Leader Assistant Vice Chancellor for
Business
Technical Specialists Director of Construction
Management
Logistics Section Chief Associate Vice Chancellor for
Facilities
Engineering Services Officer Associate Vice Chancellor for
Facilities Management
Support Branch Director Facilities Management Director of
Operations
Supply Unit Leader Warehouse Manager
Donations Unit Leader Assistant Director of Convocation
Center
Facilities Unit Leader Director of Project Services
Ground Support Unit Leader Director of Landscape, Motor Pool,
and Support Services
Volunteer Unit Leader Coordinator of Housekeeping
Service Branch Director Director of Information &
Technology Services
Communications Unit Leader Director of Enterprise Technical
Service
Food Unit Leader Director of Dining Services through
Sodexho Marriott Contract
Shelter and Evacuation Unit Leader Director of Residence Life
Animal Care Unit Leader ABI Program Specialist
Finance/Administration Section Chief Associate Vice Chancellor for
Finance
Time Unit Leader Director of Payroll Service
Procurement Unit Leader Director of Procurement Services
Compensation/Claims Unit Leader Business Manager for Business
Services
Cost Unit Leader University Controller
General responsibilities for each emergency operation position and additional support staff are identified
in Annex A.1 Emergency Operations Responsibilities. Position Books will also be provided to EOC
personnel upon activation that contain additional information.
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4.0 Direction, Control, and Coordination
This Plan is based on the assumption that initial emergency management response will, to the maximum
extent possible, be led by ASU personnel. Should there be an occurrence(s) that affects only the ASU
campus, emergency operations will take place under ASU’s direction and control.
The University Chancellor or his/her designee, and the Campus Emergency Services Coordinator, is
authorized to order activation of the Plan, or any portion thereof, as required.
Requests for any additional assistance such as resource augmentation of manpower, equipment, and
materials will be made by the Campus Emergency Services Coordinator to city and county agencies.
Should there be an occurrence that affects the ASU campus, as well as the City of Jonesboro or Craighead
County, emergency operations will take place under each jurisdiction’s direction and control with the
county wide agency coordinating the operation and resources for all affected areas.
MAAs and/or MOUs may also be activated. Other sources of assistance may come from the private
sector, non-governmental organizations, volunteer organizations, and as needed, from other governmental
departments/agencies. Information regarding MAAs and MOUs are located in Annex B.2 Mutual Aid
Agreements and Memorandums of Understanding.
Before State assistance can be rendered, the Campus Emergency Services Coordinator will notify the
Craighead County OEM. If it is determined that resources have been overwhelmed and local resources are
expended, the Craighead County Judge may declare an emergency and request State assistance to protect
the lives and health of citizens.
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5.0 Communications
General
The UPD has been designated as the central warning point for ASU. When emergency information
requiring a warning is received, personnel will immediately disseminate the information.
The UPD and local emergency services will use every means available to warn the University community
of imminent dangers. Media that may be used by UPD and local emergency services include:
Telephone for reaching building coordinators and through the assistance of ITS, simultaneous
voice mail warnings may be sent to targeted audiences.
ASU website (http://www.astate.edu) for releasing emergency information on and off campus
through either a trailer at the bottom of the screen or a pop-up screen on targeted personnel.
ASU email system for sending emergency messages to all campus mail recipients simultaneously.
KASU radio for broadcasting emergency messages on and off campus (powered by building
generator when electrical power has been disrupted).
Equipment at KASU transmitter site to allow emergency broadcasts directly from transmitter site
in the event that campus studios are inoperative.
KASU-TV for disseminating information directly on Suddenlink Channel 18 in Jonesboro.
Two-way radio contact with State and county offices of emergency management. The radios are
maintained by the Campus Emergency Services Coordinator.
Volunteer Ham Radio operators in the event that other systems are inoperative.
Campus Emergency Response Team (CERT) communication, two-way radio – frequency
151.685.
Campus Outdoor Warning System.
Additional resources include:
Weather alert radios are located at the front desk of each dormitory on campus and accessible to
users.
Telephone service provider hosting an emergency number in the event the telecommunications
infrastructure is disrupted.
Emergency contact phone numbers for this plan are located in Appendix A: Emergency Contact Lists.
Local Weather Stations
In addition to National Oceanic and Atmospheric Administration’s (NOAA’s) NWS, the local radio
station, KASU (91.9 FM) can be monitored for weather-related reports.
KASU – TV is a student-run cable channel on the Suddenlink cable system (channel 18); emergency
related information such as campus-wide evacuation is provided.
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Blue Light Emergency Phones
ASU has 50 emergency call boxes positioned throughout the campus. The phones are easily recognized
by the blue light that towers above each phone. By picking up the phone and pushing the red button, users
are connected directly with the UPD and their location is displayed automatically in the dispatch center.
These phones should be used for emergencies, and for reporting crimes or suspicious activity.
Emergency Phone Locations
Arkansas Hall Parking Deck Floor 2NW
Kays Hall Parking Deck Floor 2SW
Lab Science Parking Deck Floor 2SE
Lot S17 Parking Deck Floor 2NE
Lot S11 Parking Deck Floor 3NW
Lot SW5 Parking Deck Floor 3SW
Married Student Housing Parking Deck Floor 3SE
North Park Quad Lot East Parking Deck Floor 3NE
North Park Quad Lot Central Pavilion
North Park Quad Lot West Track
Parking Deck Floor 1NW University Loop West
Parking Deck Floor 1SW University Hall Stairs
Parking Deck Floor 1SE UPD Lobby
Parking Deck Floor 1NE
There are also emergency phones in all elevators located on campus.
Warning Points
The National Warning System (NAWAS) is a comprehensive party line network of telephone circuits
connecting State and Federal warning points throughout the United States. It is funded by the Federal
Emergency Management Agency (FEMA). Although NAWAS is a national system, the day-to-day
operation is under the control of individual States. Each State has its own plan for the use of NAWAS
during weather emergencies. Normally, all warnings and watches will be disseminated on the appropriate
NAWAS by the issuing office.
Warning Points
State NAWAS Warning Point - ADEM:
Manages and operates NAWAS within Arkansas.
Disseminates State and local emergency information warnings and verifies that State area
warning points have received emergency information from NAWAS warning point.
State Area Warning Points:
Arkansas State Police Troop Headquarters disseminates national, State, and local emergency
information to designated county warning points via radio or telephone.
Arkansas State Police Troop C is located at: 2216 Access Road, Jonesboro, AR.
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Warning Points
University Warning Point:
The UPD activates emergency information for ASU.
National Weather Service (NWS):
Issues severe weather warnings over NAWAS when time is of the essence.
Releases weather information over their broadcasting radio network.
The ASU population will receive weather related watch and warning information through
weather alert radios, KASU radio, and through commercial broadcast and cable operations.
Emergency Alert System (EAS):
The EAS is a national public warning system that requires broadcasters, cable television
systems, wireless cable systems, satellite digital audio radio service providers, and direct
broadcast satellite providers to provide the communications capability to the President to
address the American public during a national emergency.
The system also may be used by State and local authorities to deliver important emergency
information, such as AMBER alerts and weather information targeted to specific areas.
The Federal Communications Commission (FCC), in conjunction with FEMA and NOAA's
NWS, implements the EAS at the Federal level.
The President has sole responsibility for determining when the EAS will be activated at the
national level, and has delegated this authority to the director of FEMA.
FEMA is responsible for implementation of the national level activation of the EAS, tests, and
exercises.
The NWS develops emergency weather information to alert the public about imminent
dangerous weather conditions.
Skywarn (Storm Spotters):
Skywarn is a national program designed to place personnel (government and private citizens)
in the field to spot and track tornadoes. Storm Spotters are trained by the NWS on how and
what to report.
National Warning Center (NWC) or Alternate NWC (ANWC):
Disseminates over NAWAS, attack warning, termination of attack warning, accidental missile
launch messages, national level activation of EAS and its termination.
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Emergency Warning Procedures
When a warning or watch for a hazard is identified via a warning point, the University’s Warning Point
Operator will complete the following:
Procedures Complete
Acknowledge receipt of a warning or watch as it was received via the warning point.
Repeat the information back as it was provided.
Provide identification or call sign.
Contact key campus officials and check to insure that installed weather alert radios
throughout the campus have alerted building managers of the watch/warning.
Notify locations and persons listed in Appendix A.4 Warning Point
Notifications by any means available.
Communicate warning to students, faculty, and staff to turn on their radios and/or
televisions for instructions.
Terminate any type of warning via radio or telephone to those who received the original
message.
Public Statements
Statements to the news media will be made from the Communications Office. Statements to family
members will be made by the Human Resources Office (concerning employees) or Student Affairs Office
(concerning students).
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6.0 Administration, Finance, and Logistics
Administrative and fiscal procedures employed by the University authorities for routine operations will be
utilized to support campus emergency operations when practical. All assets (human resources, facility,
and equipment resources) of the University will become the purview of the EOC Manager to direct in any
way to respond to an emergency.
If campus resources are exhausted, manpower and equipment will be available from the area through
written and/or oral MAAs and MOUs. Any additional assistance that is needed will be coordinated with
the city, State, Federal, and volunteer sources through the Craighead County OEM and ADEM.
ASU is responsible for establishing its own records protection program. Records deemed essential for
continuing functions have been identified and procedures have been established for their protection; this
includes backing up electronic files.
Policies and procedures have been identified for tracking and reporting of any costs due to an emergency.
In many cases, normal procurement and financial policies will remain in effect, but in extraordinary
events, additional provisions must be followed to increase the speed of which these actions can take place.
In emergency situations, rules regarding the formal bidding process may be suspended. Any waiver of
formal bidding rules (orders $25,000 or above and not on Contract) must be granted by the Office of State
Procurement. If possible, three quotations (bids) are required on all purchases exceeding $5,000, but less
than $25,000, even under emergency rules.
Upon activation of the Plan, the procedures identified above should be implemented to aid in the tracking
and record keeping of expended resources. During the late stages of sustainment and recovery process
these records will be utilized to determine eligible reimbursement.
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7.0 Plan Development and Maintenance
At a minimum, ASU will perform a review of this Plan annually to ensure it remains current and make
revisions if required, and ASU shall formally adopt the revised Plan. Each department is responsible for
the review and revision of their respective plans at least annually or as specified in their plans.
Drafting an emergency plan is a community effort and relies heavily on the administrators and experts in
the community to provide comprehensive guidance on hazard analysis, exercise design, evacuation
planning, emergency management, mitigation, recovery, emergency preparedness, and educational
awareness.
The Campus Emergency Services Coordinator will coordinate with emergency response
organizations/officials to assure the development and maintenance of an appropriate emergency response
capability. It is the responsibility of the ASU Campus Emergency Services Coordinator to assure that the
Plan is tested and exercised on a scheduled basis.
The Campus Emergency Services Coordinator will maintain the exercise schedule and assure that the
appropriate resources are available to complete these activities. After each exercise, an AAR/IP will be
developed. Any findings from post-event reviews, hot washes, and debriefings will be analyzed and
incorporated as deemed necessary into a revised Plan.
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8.0 Authorities and References
Federal
1. 20 USC 1092.
2. 34 CFR 668.46.
3. Action Guide for Emergency Management at Institutions of Higher Education.
4. Centers for Disease Control and Prevention.
5. Developing and Maintaining Emergency Operations Plans, CPG-101 V. 2.
6. FEMA/EMI E202 Debris Management Planning.
7. FEMA/EMI IS-100.HE, Introduction to ICS, ICS-100 for Higher Education.
8. FEMA/EMI ICS Review Material.
9. Flu.gov.
10. Homeland Security Exercise and Evaluation Program.
11. Homeland Security Exercise and Evaluation Program (HSEEP), Volume I: HSEEP Overview and
Exercise Program Management, February 2007.
12. Jeanne Clery Disclosure of Campus Security Policy and Campus Crime Statistics Act (2008).
13. Local and Tribal NIMS Integration: Integrating the National Incident Management System into Local
and Tribal EOPs and Standard Operating Procedures, V. 1, Department of Homeland Security.
14. National Center for Higher Education Risk Management.
15. National Climatic Data Center.
16. National Incident Management System.
17. National Response Framework.
18. The Center for Food Security and Public Health; All Hazards Preparedness for Rural Communities.
19. The Handbook for Campus Safety and Security Reporting, U.S. Department of Education.
20. The Homeland Security Act.
21. The Robert T. Stafford Disaster Relief and Emergency Assistance Act, Public Law 93-288, as
amended.
22. Title III of the Superfund Amendments and Reauthorization Act (SARA) of 1986 and the
Comprehensive Environmental Response Compensation and Liability Act (CERCLA) of 1980.
23. U.S. Department of Education’s Readiness and Emergency Management for Schools (EMHE).
State
1. All Hazard Mitigation Plan, State of Arkansas, September 2010.
2. Arkansas Geological Survey.
3. Arkansas Subtitle 5. Emergency Management.
4. State of Arkansas Emergency Operations Plan, 2011.
Local
1. ASU Jonesboro campus, Emergency Operations Plan, Revised Version September 6, 2011.
2. ASU Emergency Procedures, accessed November, 2011.
3. ASU Crime Statistics, October 2011.
4. ASU “Seismic Risk Evaluation” written for Jonesboro, dated June 2007 on file in the Safety Officer,
Environmental Health & Safety Office.
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Annex A: Functional
A.1 Emergency Operations Responsibilities
General responsibilities for each emergency operations position and additional support staff are identified
in the sections below. Position Books will also be provided to EOC personnel upon activation that contain
additional information.
A.1.1 Incident Command, Command Staff, and Executive Group
EOC Manager
Campus Emergency Services CoordinatorUniversity Agency Representative
Safety Officer
Liaison Officer
Public Information Officer
Incident Commander
Executive Group
Incident Commander (IC)
The IC is in charge (above everybody else, even the Chancellor or Executive Branch of the University)
and will be on-site at the Incident Command Post (ICP).
Responsibilities
Have clear authority and know agency policy.
Ensure incident safety.
Establish the ICP.
Set priorities, and determine incident objectives and strategies to be followed.
Establish ICS organization needed to manage the incident.
Approve the Incident Action Plan (IAP).
Coordinate Command and General Staff activities.
Approve resource requests and use of volunteers and auxiliary personnel.
Order demobilization as needed.
Ensure after-action forms and reports are completed.
Authorize information release to the media.
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Executive Group
Responsibilities
Following the impact of a natural or man-caused emergency/disaster, when severe enough to be
considered for a declaration of disaster, ensure documentation of cost of material, equipment, and labor
used to clear debris and repair property.
Request assistance through the Craighead County OEM when requirements for coping with a disaster
exceed University capability.
Institute crisis relocation and sheltering of the campus resident population when recommended or as
needed.
Determine which administrative and campus activities are to be curtailed to conserve power and resources
during emergencies.
Ensure students, faculty, and staff are kept informed of the situation.
Establish priorities and resolving conflicting demands for resources.
EOC Manager
The EOC Manager manages and controls the EOC.
Responsibilities
Coordinate operation of the EOC.
Assist in the gathering of information necessary to deal with the current situation.
Assist in the development of the IAP for the current situation.
Provide updates to the campus PIO for release to the media.
Participate in Operations Section/Service Branch planning activities.
Prepare and submit necessary documentation.
Maintain Branch Activity Log.
Campus Emergency Services Coordinator
Responsibilities
Serve as an advisor to the Executive Group in the campus EOC.
Coordinate with the Craighead County OEM and ADEM to obtain State and Federal funds and equipment
for disaster areas.
Provide follow-up reports to the Craighead County OEM and ADEM as required.
Review and update emergency operations plans at least yearly.
Coordinate activities and ensure representation of all campus emergency services in the EOC.
Coordinate training of response staff and volunteers to perform emergency functions.
Develop, review, and update campus emergency training, education plans, and SOPs.
Develop training schedules and coordinate required training of personnel with other services during an
increased readiness posture.
Coordinate with the campus PIO to provide students, faculty, and staff with educational materials on
correct procedures in an emergency.
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Safety Officer
The Safety Officer ensures the safety of all University personnel used in response, or support operations.
The Safety Officer has the authority to stop, change, or alter any and all, response or support operations.
The Safety Officer will be on-site at the ICP.
Responsibilities
Prepare a site-specific Safety and Health Plan and publish Site Safety Plan summary, as required.
Identify and correct any occupational safety and health hazards.
Continuously monitor workers for exposure to hazardous health conditions.
Alter, suspend, evacuate, or terminate activities that may pose immanent safety or health danger to the
workers.
Take appropriate action to mitigate or eliminate unsafe condition, operation, or hazard.
Provide training, safety, and health information.
Perform assessment of engineering controls and personal protective equipment (PPE).
Comply with Occupational Safety and Health Administration (OSHA) Standards.
Document unsafe acts, corrective actions taken on the scene, accidents, and injuries.
Participate in planning meetings.
Identify hazardous situations associated with the incident.
Review the IAP for safety implications.
Exercise emergency authority to stop and prevent unsafe acts.
Investigate accidents that have occurred within the incident area.
Assign assistants as needed.
Review and approve the Incident Medical Plan.
Maintain Unit Activity Log.
Liaison Officer
The Liaison Officer is the “go between” person for the University and outside agencies (e.g., American
Red Cross, Salvation Army, city and county officials, etc.). The Liaison Officer will be on-site at the ICP.
Responsibilities
Be a contact point for Agency Representatives.
Maintain a list of assisting and cooperating agencies and Agency Representatives. Monitor check-in
sheets daily to ensure that all Agency Representatives are identified.
Assist in establishing and coordinating interagency contacts.
Keep agencies supporting the incident aware of incident status.
Monitor incident operations to identify current or potential inter-organizational problems.
Participate in planning meetings, providing current resource status, including limitations in capability of
assisting agency resources.
Coordinate response resource needs for Natural Resource Damage Assessment (NRDA) activities with
the Operations Section Chief during oil and HAZMAT responses. Coordinate response resource needs for
incident investigation activities with the Operations Section.
Ensure that all required agency forms, reports, and documents are completed prior to demobilization.
Have briefing session with the IC prior to departure.
Coordinate activities of visiting dignitaries.
Maintain Unit Activity Log.
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University Agency Representative
The University Agency Representative works for the Liaison Officer. This position will be at the ICP.
Responsibilities
Ensure that all agency resources are properly checked-in at the incident.
Obtain briefing from the Liaison Officer and the IC.
Inform assisting or cooperating agency personnel on the incident that the Agency Representative position
for that agency has been filled.
Attend briefings and planning meetings as required.
Provide input on the use of agency personnel assigned to the incident.
Cooperate fully with the IC and the General Staff on agency involvement at the incident.
Ensure the well-being of agency personnel assigned to the incident.
Advise the Liaison Officer of any special agency needs or requirements.
Report to home agency dispatch or headquarters on a pre-arranged schedule.
Ensure that all agency personnel and equipment are properly accounted for and released prior to
departure.
Ensure that all required agency forms, reports, and documents are completed prior to demobilization.
Have a briefing session with the Liaison Officer or IC before demobilization.
Maintain Unit Activity Log.
Public Information Officer (PIO)
The PIO will be on-site at the ICP as requested.
Responsibilities
Report to the EOC or ICP as requested.
Enlist cooperation of news media in issuing media warning and emergency instructions to the University
community.
Follow the approval of the Chancellor; keep students, faculty, and staff informed of all disasters
potentially detrimental to the lives and property of the students, faculty, and staff of the University
Determine a site near the campus EOC for the purpose of news conferences and briefings.
Disseminate all official news releases pertaining to any campus disaster, as appropriate.
Receive all calls from the media and the public concerning an emergency situation and respond with
official information or relay call to the campus EOC staff members, as appropriate.
Coordinate with campus functional areas on the release of information pertinent to specific areas.
Provide emergency information to the University population. Pay special attention to individuals with
access and functional needs. Determine from the IC if there are any limits on information release.
Develop material for use in media briefings.
Arrange for tours and other interviews or briefings that may be required.
Obtain media information that may be useful to incident planning.
Maintain current information summaries and/or displays on the incident and provide information on the
status of the incident to assigned personnel.
Maintain Unit Activity Log.
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A.1.2 General Staff – Operations Section
Operations
Section Chief
Staging Area Manager
Branch Director
Law Enforcement
Group Director
Health & Medical
Group Director
Hazardous Materials
Officer
Operations Section Chief
The Operations Section Chief coordinates and commands all tactical response operations, as directed by
the IC. The Operations Section Chief will be on-site at the ICP.
Responsibilities
For this incident, identify the positions needed for the Operations Section.
Send response personnel to the emergency scene as appropriate, when notified of an emergency situation.
Notify the EOC personnel of the situation if the original notification did not come from the EOC.
Manage law enforcement resources and directing law enforcement operations.
Assist in the evacuation of people at risk in and around the emergency scene.
Direct and control traffic during emergency operations.
Control access to the scene of the emergency or the area that has been evacuated.
Provide security in the area affected by the emergency or protect University property.
Coordinate written and/or oral MAAs with the local law enforcement agency when needed.
Maintain a call down structure to alert and activate law enforcement personnel for emergency operations.
Establish a work/control/dispatch center to manage organizational resources and response personnel, and
maintain contact with the EOC during emergency situations.
Establish procedures for reporting appropriate information to EOC during disaster operations.
Provide traffic and crowd control, and law and order on the campus, as well as, assist in lodging and
feeding facilities, emergency shelters, and critical facilities and resources.
Recruit and train UPD personnel.
Make efforts to obtain protective equipment and clothing as appropriate to enable personnel to operate in
various incidents.
Provide secure parking area in close proximity to the staging area.
Help evacuees with vehicle mechanical problems and ensure they do not block traffic.
Support cleanup and recovery operations during disaster events.
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Responsibilities
Strive to have earthquake resistant structures that house law enforcement personnel and emergency
vehicles, supplies, and equipment.
Develop Operations portion of IAP.
Brief and assign Operations Section personnel in accordance with the IAP.
Supervise Operations Section.
Determine need and request additional resources.
Review suggested list of resources to be released and initiate recommendation for releasing resources.
Assemble and disassemble any strike teams that may be assigned to the Operations Section.
Report information about special activities, events, and occurrences to the IC.
Respond to resource requests in support of NRDA activities.
Maintain Unit Activity Log.
Staging Area Manager
The Staging Area Manager works for the Operations Section Chief and manages the Staging Area for
non-deployed resources (personnel, equipment, etc.). The Staging Area Manager is located at the Staging
Area.
Responsibilities
Proceed to Staging Area.
Establish Staging Area Layout.
Determine any support needs for equipment, feeding, sanitation, and security.
Establish a check-in function as appropriate.
Post areas for identification and traffic control.
Request maintenance service for equipment at Staging Area.
Respond to requests for resource assignments.
Obtain and issue receipts for equipment and other supplies distributed and received at the Staging Area.
Determine required resource levels from Operations.
Advise Operations when reserve levels reach minimums.
Maintain and provide status to Resources Unit of all resources in Staging Area.
Maintain Staging area in orderly condition.
Demobilize Staging Area in accordance with the Incident Demobilization Plan.
Maintain Unit Activity Log.
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Operations Branch Director
The Operations Branch Director coordinates the law enforcement and medical operations per direction of
the Operations Section Chief. The Operations Branch Director serves as the Operations Section Chief
when required. The Operations Branch Director is not on-site at the ICP unless requested by the
Operations Section Chief.
Responsibilities
Identify designated alternates for Branch control operations.
Attend planning meetings at the request of the Operations Section Chief.
Review Division/Group Assignment Lists for Division/Groups within the Branch. Modify lists based on
effectiveness of current operations.
Assign specific work tasks to Division/Group Supervisors.
Supervise Branch operations.
Resolve logistic problems reported by subordinates.
Report to the Operations Section when:
IAP is to be modified.
Additional resources are needed.
Surplus resources are available.
Hazardous situations or significant events occur.
Approve accident and medical reports originating with the Branch.
Maintain Unit Activity Log.
Law Enforcement Group Director
The Law Enforcement Group Director runs all law enforcement operations needed for response
operations.
Responsibilities
Assess security and law enforcement needs for the situation.
Ensure the security for the ICP, EOC, and Staging Area.
Coordinate with city and county law enforcement agencies to provide for security needs.
Coordinate with State and Federal law enforcement agencies in the event of a situation of statewide or
national significance.
Provide updates to the campus PIO for release to the media.
Participate in Operations Section/Service Branch planning activities.
Establish the Law Enforcement Branch.
Prepare the Law Enforcement Plan.
Prepare and submit necessary documentation.
Maintain Branch Activity Log.
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Health and Medical Group Director
The Health and Medical Group Director runs the medical services provided to incident victims.
Responsibilities
Assess needed resources and personnel to treat health and medical needs of victims.
Ensure that emergency medical teams responding to a disaster site establish a medical staging area.
Coordinate with city and county health and medical organizations and with State and Federal officials on
matters related to assistance.
Maintain a patient/casualty tracking system utilizing the regional triage tag system adopted by the NE
Arkansas Regional Hospital Preparedness Task Force.
Screen and coordinate with incoming groups such as the Medical Reserve Corps as well as individual
health and medical volunteers; ensuring that positive identification and proof of licensure is made for all
volunteers.
Coordinate the location, procurement, screening, and allocation of health and medical supplies/resources,
including human resources, required to support health and medical operations.
Provide updates to the PIO for release to the media.
Participate in Operations Section/Service Branch planning activities.
Establish the Health and Medical Branch.
Prepare the Incident Medical Plan.
Prepare procedures for major medical emergency.
Declare major medical emergency as appropriate.
Respond to requests for medical aid, medical transportation, and medical supplies for victims.
Prepare and submit necessary documentation.
Maintain Branch Activity Log.
Hazardous Materials Officer
The Hazardous Materials Officer coordinates all hazmat responses and has the authority to stop, change,
or alter any and all response operations involving hazardous materials. The Hazardous Materials Officer
will be on-site at the ICP.
Responsibilities
Collect and analyze data and inform University officials of hazardous materials on campus.
Review and update hazardous material plans and procedures.
Coordinate hazardous materials protection with the City of Jonesboro and Craighead County.
Monitor and control hazardous materials.
Ensure that the Arkansas Department of Health (ADH) Emergency Communications Center (ECC) has
been notified in the event of a radiological incident. (The ECC provides 24 hour-per-day, 7 days-per-
week coverage.)
Ensure that the Jonesboro Fire Department HAZMAT Team has been notified in the event of a serious
hazardous materials incident.
Coordinate with the campus PIO to initiate appropriate release of information to the media.
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A.1.3 General Staff – Planning Section
Planning
Section Chief
Situation Unit Leader
Resources Unit Leader
Check In/Status
Recorder
Documentation
Unit Leader
Demobilization
Unit Leader
Technical Specialists
Planning Section Chief
The Planning Section Chief gathers, coordinates, and disseminates information for the IAP. The Planning
Section Chief is not on-site at the ICP unless requested by the IC.
Responsibilities
Identify the positions needed for the Planning Section as the incident dictates.
Collect and process situation information about the incident.
Supervise preparation of the IAP.
Provide input to the IC and Operations Section Chief in preparing the IAP.
Serve as the Chair for planning meetings and participate in other meetings as required.
Establish information requirements and reporting schedules for Planning Section Units.
Determine the need for any specialized resources in support of the incident.
Establish special information collection activities as necessary.
Assemble information on alternative strategies.
Provide periodic predictions on incident potential.
Report any significant changes in incident status.
Compile and display incident status information.
Oversee preparation and implementation of the Incident Demobilization Plan.
Incorporate plans into the IAP.
Maintain Unit Activity Log.
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Situation Unit Leader
The Situation Unit Leader gathers and tracks information looking for trends or problems that could assist
in planning for possible future problems during the response operations. The Situation Unit Leader is not
on-site at the ICP.
Responsibilities
Begin collection and analysis of incident data as soon as possible.
Prepare, post, or disseminate resource and situation status information as required, including special
requests.
Prepare periodic (or as requested) predictions for the Planning Section Chief.
Prepare the Incident Status Summary Form.
Provide photographic services and maps if required.
Resources Unit Leader
The Resources Unit Leader locates and coordinates all non-deployed resources (personnel, equipment,
supplies, etc.) needed for response and support efforts. The Resources Unit Leader is not on-site at the
ICP.
Responsibilities
Establish the check-in function at incident locations.
Prepare Organizational Assignment List.
Prepare appropriate parts of Division Assignment Lists.
Prepare and maintain the ICP display.
Maintain and post the current status and location of all resources.
Maintain master roster for all resources checked in at the incident.
Oversee the Check-in/Status Recorder position that assists with the accounting of all resources assigned to
the incident.
Maintain Unit Activity Log.
Check In/Status Recorder
The Check In/Status Recorder checks in and tracks the status of all non-deployed resources. The Check
In/Status Recorder is located in the EOC.
Responsibilities
Obtain required work materials, including Check-in Lists, Resource Status Cards, and status display
boards.
Establish communications with the Communications Center and Ground Support Unit.
Post signs so that arriving resources can easily find incident check-in locations.
Record check-in information on Check-in Lists.
Transmit check-in information to the Resources Unit on a pre-arranged schedule as needed.
Forward completed Check-in Lists and Status Change Cards to the Resources Unit.
Receive, record, and maintain resource status information on Resources Status Cards for incident-
assigned single resources and personnel.
Maintain files of Check-In Lists.
Maintain Unit Activity Log.
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Documentation Unit Leader
The Documentation Unit Leader coordinates the documentation of ALL response efforts and support. The
Documentation Unit Leader will have personnel on-site at ALL areas where decisions, discussions, or
communications are present (e.g., ICP, EOC, Staging Area, etc.).
Responsibilities
Set up work area; begin organization of incident files.
Provide Scribes for all necessary areas.
Establish duplication service; response to requests.
File all official forms and reports.
Review records for accuracy and completeness; inform appropriate units of errors or omissions.
Provide incident documentation as requested.
Store files for post-incident use.
Maintain Unit Activity Log.
Demobilization Unit Leader
The Demobilization Unit Leader tracks and coordinates the demobilization of ALL deployed resources
(personnel, equipment, etc.) used during response, or support, operations. The Demobilization Unit
Leader is not on-site at the ICP.
Responsibilities
Participate in planning meetings as required.
Review incident resource records to determine the likely size and extent of demobilization effort.
Based on the above analysis, add additional personnel, work space, and supplies as needed.
Coordinate demobilization with the University Agency Representative.
Monitor the ongoing Operations Section resource needs.
Identify surplus resources and probable release time.
Develop incident check-out function for all units.
Evaluate logistics and transportation capabilities to support demobilization.
Establish communications with off-incident facilities as necessary.
Develop and distribute an Incident Demobilization Plan detailing specific responsibilities and release
priorities and procedures.
Provide status reports to appropriate requestors.
Ensure that all Sections/Units understand their specific demobilization responsibilities.
Supervise execution of the Incident Demobilization Plan.
Brief the Planning Section Chief on demobilization progress.
Maintain Unit Activity Log.
Technical Specialists
Technical Specialists are not on-site at the ICP.
Responsibilities
Provide technical expertise in specific areas for use during the planning phases of IAPs.
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A.1.4 General Staff – Logistics Section
Logistics
Section Chief
Engineering
Services Officer
Support Branch
Director
Service Branch
Director
Supply Unit Leader
Donations
Unit Leader
Facilities
Unit Leader
Ground Support
Unit Leader
Volunteer
Unit Leader
Communications
Leader
Food Unit
Leader
Shelter & Evacuation
Unit Leader
Animal Care
Unit Leader
Logistic Section Chief
The Logistic Section Chief coordinates ALL support to the tactical response units. The Logistic Section
Chief is not on-site at the ICP unless requested.
Responsibilities
For this incident, identify the positions needed for the Logistic Section.
Assign work locations and preliminary work tasks to Section personnel.
Notify the Resources Unit of the Logistics Section Units that have been activated and include names and
locations of assigned personnel.
Assemble and brief the Branch Director and Unit Leaders.
Participate in preparation of the IAP.
Identify service and support requirements.
Review and provide input to the Communications Plan, Incident Medical Plan, and the Traffic Plan.
Coordinate and process requests for additional resources.
Review the IAP and estimate Section needs for the net operational period.
Advise on current service and support capabilities.
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Responsibilities
Prepare service and support elements of the IAP.
Estimate future service and support capabilities.
Ensure receipt of the Incident Demobilization Plan from the Planning Section.
Recommend release of Unit resources in conformity with the Incident Demobilization Plan.
Ensure the general welfare and safety of Logistics Section personnel.
Maintain Unit Activity Log.
Engineering Services Officer
The Engineering Services Officer (ESO) will determine the location of critical campus equipment and
supplies and the availability of campus personnel. The ESO will notify campus engineering personnel of
impending threats, coordinate the movement of critical equipment to a safe location, and secure and
protect materials.
The ESO will also take the lead in activating damage assessment and debris removal.
Responsibilities
Identify and coordinate available resources (manpower and equipment).
Identify available resources to transport potable water and provide sanitation services during a
disaster/emergency.
Coordinate debris removal operations.
Activate regular and auxiliary personnel.
Provide emergency generators, fuel lighting, and sanitation to support the incident.
Assist in the evacuation of people at risk in and around the emergency scene.
Coordinate with utility companies and private contractors to restore power and services.
Review and maintain campus plans and maps.
Support the Operations and Planning Sections by providing blueprints and AutoCAD information, and
when needed, structural analysis.
Coordinate with other campus officers in the functional areas to assemble a Damage Assessment Plan.
Coordinate with the Campus Emergency Services Coordinator and other campus officials to assemble
information to support a request for a declaration of disaster.
Coordinate with insurance personnel to ensure all damage is surveyed for a disaster request.
Support Branch Director
The Support Branch Director coordinates the Support Branch response efforts as directed by the Logistics
Section Chief and serves as the Logistics Section Chief when required. The Support Branch Director is
not on-site at the ICP unless requested.
Responsibilities
Obtain working materials.
Determine the level of support required to support operations.
Confirm dispatch of Branch personnel.
Participate in planning meetings of Logistics Section personnel.
Review the IAP.
Organize and prepare assignments for Support Branch personnel.
Coordinate activities of Branch Units.
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Responsibilities
Inform the Logistics Section Chief of Branch activities.
Resolve Support Branch problems.
Maintain Unit Activity Log.
Supply Unit Leader
The Supply Unit Leader manages and procures all supplies and materials needed for response and support
operations. The Supply Unit Leader is not on-site at the ICP unless requested.
Responsibilities
Participate in Logistics Section/Support Branch planning activities.
Determine the type and amount of supplies en route.
Review the IAP for information on operations of the Supply Unit.
Develop and implement safety and security requirements.
Order, receive, distribute, and store supplies and equipment.
Receive and respond to requests for personnel, supplies, and equipment.
Maintain an inventory of supplies and equipment.
Service reusable equipment.
Submit reports to the Support Branch Director.
Maintain Unit Activity Log.
Donations Unit Leader
The Donations Unit Leader is not on-site at the ICP unless requested.
Responsibilities
Coordinate the efforts to receive, account for, and prepare for use, all donated materials to be used during
response and support efforts.
Facilities Unit Leader
The Facilities Unit Leader coordinates the preparation, setup, or repair of ALL facilities needed for
response, and support operations. The Facilities Unit Leader is not on-site at the ICP unless requested.
Responsibilities
Obtain a briefing from the Support Branch Director or the Logistics Section Chief.
Receive and review a copy of the IAP.
Participate in Logistics Section/Support Branch planning activities.
Determine requirements for each facility including the ICP.
Prepare layouts of incident facilities.
Notify Unit leaders of facility layout.
Activate incident facilities.
Provide Base and Camp Managers, and personnel to operate facilities.
Provide sleeping facilities.
Coordinate security services.
Coordinate facility maintenance services.
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Responsibilities
Demobilize Base and Camp facilities.
Maintain facility records.
Maintain Unit Activity Log.
Ground Support Unit Leader
The Ground Support Unit Leader provides support for ALL response or support operations in the form of
manpower, transportation, equipment operators, etc. The Ground Support Unit Leader is not on-site at the
ICP unless requested.
Responsibilities
Support out-of-service resources.
Provide for transportation of personnel, supplies, food, and equipment.
Provide fueling, service, maintenance, and repair of vehicles and other ground support equipment.
Implement the Traffic Plan for the incident.
Participate in Support Branch/Logistics Section planning activities.
Notify the Resources Unit of all status changes on support and transportation vehicles.
Maintain Support Vehicle Inventory and transportation vehicles.
Provide transportation services, in accordance with requests from the Logistics Section Chief or Support
Branch Director.
Collect information on rented equipment.
Requisition maintenance and repair supplies.
Maintain incident roads.
Submit reports to Support Branch Director.
Maintain Unit Activity Log.
Volunteer Unit Leader
The Volunteer Unit Leader is not on-site at the ICP unless requested.
Responsibilities
Coordinates the efforts of all volunteers used during response, and/or for supporting the Operations
Section.
Service Branch Director
The Service Branch Director coordinates the Service Branch response efforts as directed by the Logistics
Section Chief and serves as the Logistics Section Chief when required. The Service Branch Director is
not on-site at the ICP unless requested.
Responsibilities
Obtain working materials.
Determine the level of service required to support operations.
Confirm dispatch of Branch personnel.
Participate in planning meetings of Logistics Section personnel.
Review the IAP.
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Responsibilities
Organize and prepare assignments for Service Branch personnel.
Coordinate activities of Branch Units.
Inform the Logistics Section Chief of Branch activities.
Resolve Service Branch problems.
Maintain Unit Activity Log.
Communications Unit Leader
The Communications Unit Leader provides communication services to all phases of the response or
support operations. The Communications Unit Leader is not on-site at the ICP unless requested.
Responsibilities
Ensure that warning and communication systems at the ASU campus are fully and properly utilized, and
remain ready for use at all times.
Ensure that names and contact information are current.
Ensure communications and warning personnel have been trained and the system is periodically
exercised.
Periodically review requirements for warning and communications systems. Work with the Campus
Emergency Services Coordinator to secure funding and make required changes to the system as
necessary.
Determine Unit personnel needs.
Prepare and implement the Incident Communications Plan.
Establish appropriate communications distribution/maintenance locations within the Incident Base and
Camps.
Ensure that communications systems are installed and tested.
Ensure an equipment accountability system is established.
Ensure personal portable radio equipment from cache is distributed per the Incident Communications
Plan.
Provide technical information as required for:
Adequacy of communications systems currently in operation.
Geographic limitation on communications systems.
Equipment capabilities/limitations.
Amount and types of equipment as appropriate.
Anticipated problems in the use of communications equipment.
Supervise Communications Unit activities.
Maintain records on all communications equipment as appropriate.
Ensure equipment is tested and repaired.
Recover equipment from Units being demobilized.
Maintain Unit Activity Log.
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Food Unit Leader
The Food Unit Leader coordinates ALL food and drink preparations, delivery, and disposal. Food and
drinks are prepared for victims, survivors, University personnel, responders, and volunteers. The Food
Unit Leader is not on-site at the ICP unless requested.
Responsibilities
Determine food and water requirements.
Determine the method of feeding to best fit each facility or situation.
Obtain necessary equipment and supplies and establish cooking facilities.
Ensure that well-balanced menus are provided.
Order sufficient food and potable water from contracted sources for an inventory of food and water.
Maintain food service areas, ensuring that all appropriate health and safety measures are being followed.
Supervise caterers, cooks, and other Food Unit personnel as appropriate.
Maintain Unit Activity Log.
Shelter and Evacuation Unit Leader
The Shelter and Evacuation Unit Leader coordinates ALL efforts for evacuating, sheltering, and
accounting for students during response, and support efforts. Faculty and staff not able to assist in
response efforts may also need assistance with evacuation and shelter needs. The Shelter and Evacuation
Unit Leader is not on-site at the ICP unless requested.
Responsibilities
Review known information about the emergency situation and make recommendations to the Campus
Emergency Services Coordinator on the appropriate evacuation options to implement.
Identify an assembly area for picking up people that do not have their own transportation.
Identify evacuation routes.
Coordinate with law enforcement officials.
Prepare the Evacuation Movement Control Plan.
Examine access to evacuation routes from each part of the risk area.
Select evacuation routes from risk area to designated mass care facilities.
Animal Care Unit Leader
The Animal Care Unit Leader is not on-site at the ICP unless requested.
Responsibilities
Coordinates efforts for the care and disposal of all animals on campus including pets, lab animals, and
livestock.
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A.1.5 General Staff – Finance/Administration Section
Finance/Admin
Section Chief
Time Unit Leader
Compensation/Claims
Unit Leader
Procurement
Unit Leader
Cost Unit Leader
Finance/Administration Section Chief
The Finance/Administration Section Chief coordinates, collects, and disseminates all procedural, policy
and financial information used during the response and support operations. The Finance/Administration
Section Chief is not on-site at the ICP unless requested.
Responsibilities
For this incident, identify the positions needed for the Finance/Administration Section.
Attend planning meetings as required.
Manage all financial aspects of an incident.
Provide financial and cost analysis information as requested.
Gather pertinent information from briefings with responsible agencies.
Develop an operating plan for the Finance/Administration Section; fill and support needs.
Determine the need to set up and operate an incident commissary.
Meet with assisting and cooperating Agency Representatives as needed.
Maintain daily contact with agency(s) administrative headquarters on finance/administration matters.
Ensure that all personnel time records are accurately completed and transmitted to home agencies,
according to policy.
Provide financial input to demobilization planning.
Ensure that all obligation documents initiated at the incident are properly prepared and completed.
Brief agency administrative personnel on all incident related financial issues needing attention or follow-
up prior to leaving incident.
Maintain Unity Activity Log.
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Time Unit Leader
The Time Unit Leader tracks the time for all University personnel and volunteers used in response and
support operations. The Time Unit Leader is not on-site at the ICP unless requested.
Responsibilities
Determine incident requirements for time recording function.
Determine resource needs.
Contact appropriate Agency Representatives.
Ensure that daily personnel time recording documents are prepared and in compliance with agency(s)
policy.
Establish time unit objectives.
Maintain separate logs for overtime hours.
Establish commissary operation on larger or long-term incidents as needed.
Submit cost estimate data forms to the Cost Unit, as required.
Maintain records security.
Ensure that all records are current and complete prior to demobilization.
Release time reports from assisting agency personnel to the respective Agency Representative prior to
demobilization.
Brief the Finance/Administration Section Chief on current problems and recommendations, outstanding
issues, and follow-up requirements.
Maintain Unity Activity Log.
Procurement Unit Leader
The Procurement Unit Leader coordinates the procurement of all materials, and supplies needed for
response and support operations through the issuance of contracts, MAAs/MOUs, or purchase orders. The
Procurement Unit Leader is not on-site at the ICP unless requested.
Responsibilities
Review and update campus resources, supplies, and SOPs.
Activate campus resources and supply personnel when required.
Procure and control essential campus supplies.
Coordinate campus resources and supply operations with other services and with utility resources in
affected disaster areas.
Review incident needs and any special procedures with Unit Leaders as needed.
Coordinate with local jurisdictions on plans and supply sources.
Obtain the Incident Procurement Plan.
Prepare and authorize contracts and land-use agreements.
Draft MOUs as necessary.
Establish contracts and agreements with supply vendors.
Provide for coordination between the ordering manager, agency dispatch, and all other procurement
organizations supporting the incident.
Ensure that a system is in place that meets agency property management requirements.
Ensure proper accounting of all new property.
Interpret contracts and agreements; resolve disputes within delegated authority.
Coordinate with the Compensation/Claims Unit for processing claims.
Coordinate the use of impress funds as required.
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Responsibilities
Complete final processing of contracts and send documents for payment.
Coordinate cost data with the Cost Unit Leader.
Brief the Finance/Administration Section Chief on current problems and recommendations, outstanding
issues, and follow-up requirements.
Maintain Unit Activity Log.
Compensation/Claims Unit Leader
The Compensation/Claims Unit Leader prepares and tracks ALL paperwork for University
personnel/responder and volunteer worker’s compensation, and property loss/risk management claims.
The Compensation/Claims Unit Leader is not on-site at the ICP unless requested.
Responsibilities
Obtain a briefing from the Finance/Administration Section Chief.
Establish contact with the incident Safety Officer and Liaison Officer or Agency Representative if no
Liaison Officer is assigned.
Determine the need for Compensation or Injury and Claims Specialists and order personnel as needed.
Establish a Compensation for Injury work area within or as close as possible to the Medical Unit.
Review Incident Medical Plan.
Ensure that Compensation/Claims Specialists have adequate workspace and supplies.
Review and coordinate procedures for handling claims with the Procurement Unit.
Brief the Compensations/Claims Specialists on incident activity.
Periodically review logs and forms produced by the Compensations/Claims Specialists to ensure that they
are complete, entries are timely and accurate, and that they are in compliance with agency requirements
and policies.
Ensure that all Compensation for Injury and Claims logs and forms are complete and routed to the
appropriate agency for post-incident processing prior to demobilization.
Keep the Finance/Administration Section Chief briefed on Unit status and activity.
Demobilize Unit in accordance with the Incident Demobilization Plan.
Maintain Unit Activity Log.
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Cost Unit Leader
The Cost Unit Leader tracks and documents all costs for response and support operations. The Cost Unit
Leader is not on-site at the ICP unless requested.
Responsibilities
Obtain a briefing from the Finance/Administration Section Chief.
Coordinate with agency headquarters on cost reporting procedures.
Collect and record all cost data.
Develop incident cost summaries.
Prepare resource-use cost estimates for the Planning Section.
Make cost-saving recommendations to the Finance/Administration Section Chief.
Ensure all cost documents are accurately prepared.
Maintain cumulative incident cost records.
Complete all records prior to demobilization.
Provide reports to the Finance/Administration Section Chief.
Maintain Unit Activity Log.
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A.1.6 Additional Support
Building Management Coordinators
ASU has assigned a leading faculty or staff member to each academic, administrative, and general
purpose building on ASU’s campus and farms as a building coordinator. Building Management
Coordinators are knowledgeable of emergency response activities, and can assist with basic, initial
response efforts, for incidents occurring within the facility they are assigned to.
Student/Volunteer Involvement
ASU encourages individuals age 18 years and older interested in volunteering services to affiliate with a
recognized private volunteer organization or other organized group of their choice to facilitate relief
activities. Some of the recognized groups are:
Salvation Army
United Way Northeast Arkansas in Jonesboro
ASU Campus Emergency Response Team (CERT)
Craighead County Community Emergency Response Team (CERT)
American Red Cross
In addition, other community organizations and church groups provide opportunities to volunteer within
the community.
Students and volunteers have the responsibility to:
Responsibilities
Participate in emergency response training and exercises as requested by the Campus Emergency Services
Coordinator (a list of trained students and volunteers will be maintained).
Assist in emergency response activities at events as requested by the Volunteer Unit Leader.
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A.2 Public Works – Damage Assessment & Restoration Services
A.2.1 Purpose
The purpose of the Public Works – Damage Assessment & Restoration Services Annex is to provide an
effective and systematic means for ASU to provide damage assessment, restoration services (restoring
utilities, repairing buildings, etc.), and other public work functions before, during, and after a disaster or
emergency.
A.2.2 Situation
Disasters often produce large amounts of damage and utility failure. As a result it is important for the
University to prepare for quick response in conducting a damage assessment in order to restore the
University to normal operating procedures. Following the damage assessment process the University may
need to restore utilities to areas impacted by the incident.
A.2.3 Assumptions
An incident may cause an immediate demand for resources that exceed ASU capabilities.
ASU may not be able to restore utilities.
Damage to infrastructure may require university functions to relocate to temporary facilities.
Initial emergency management response will, to the maximum extent possible, be by the ASU
personnel. Should there be an occurrence(s) that affects only the ASU campus; emergency
operations will take place under ASU’s direction and control.
A.2.4 Concept of Operations
The ASU ESO will take the lead in activating damage assessment and restoration of services. ASU may
request the assistance from local, State, Federal, and private sectors to assist with damage assessments
and restoration services.
The ESO will perform the following actions upon notification of an emerging threat to the ASU campus.
Responsibilities Complete
When a severe weather watch has been issued affecting the Jonesboro campus, the ESO
will perform the following actions:
Determine the location of critical campus equipment and supplies.
Determine the availability of campus personnel to perform Damage Assessment
and Restoration of services.
Upon issuance of a severe weather warning or other hazard affecting the Jonesboro
campus, the ESO will perform the following actions:
Notify campus engineering personnel of impending threat.
Coordinate the movement of critical equipment to a safe location.
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Responsibilities Complete
Secure and protect materials.
Upon impact of a disaster, time permitting, the ESO will perform the following actions:
Take protective actions and begin planning for the recovery phase.
Dispatch needed personnel and equipment to the required sites.
Allocate and dispatch repair and relief materials to damaged campus locations.
Coordinate and establish work shifts and maintenance schedules for working
equipment and manpower.
The ESO will ensure all critical campus facilities (especially for the EOC) have utility
services and are structurally safe.
The ESO will determine safety of evacuation routes in flood, severe weather, and post-
earthquake environments.
The ESO will coordinate the following public works activities:
Preparedness
Preparedness Activities Complete
Develop and maintain individual departmental emergency plans and procedures.
Develop and maintain inventory of individual departmental resources.
Accomplish both inter- and intra- MAAs/MOUs as needed.
Estimate needs versus resources to determine shortfalls.
Advise resource group of anticipated shortfalls.
* Contact counterpart in Craighead County and establish liaison procedures.
Advise resource group of existing inventories and advise if major changes occur.
During increased readiness or warning periods, alert all operational departments and put
personnel on standby status.
Assemble key departmental personnel.
Determine potential magnitude, severity, and anticipated duration of hazard situation.
Coordinate with Campus Shelter and Evacuation Unit Leader on shelter facilities
planned for use.
* Coordinate with Shelter and Evacuation Unit Leader to establish shelter upgrading
priorities
* Review specific procedures of shelter upgrading (including review of equipment
needed versus available).
Determine availability of, quantity of, and procedures to obtain sandbags.
Pre-select dumping sights for debris and other material.
Determine current status of utilities.
Develop limited use policies for submission to campus official in the event need
exceeds utility capabilities.
Establish liaison with local utilities.
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Preparedness Activities Complete
Review existing service to designated mass care and shelter facilities to determine
service needs.
Review emergency power generating capability – fixed and mobile.
* Crisis Relocation Implemented
Response
Response Activities Complete
Implement mitigation actions commensurate with disaster situation.
Perform temporary emergency repairs on key buildings and facilities.
Establish detour routings.
Review techniques, procedures, and requirements for shelter upgrading and implement
upgrade program when directed.
Coordinate with the Campus Resource Unit Leader on personnel requirements.
Coordinate with Campus Resource Unit Leader on lumber and hardware needs.
Coordinate with Campus Hazardous Material Officer to support decontamination
activity for hazardous material accident/radiological incident.
Restore interrupted service.
Assist resource group in providing emergency power to critical facilities.
Monitor utility usage and access capabilities.
Install or restore service to facilities to be used if no service is available.
Recommend establishment of reduced service areas, if necessary.
Maintain administration records to support fiscal accounting.
Recovery
Recovery Activities Complete
Make temporary repairs to street or road structures or establish detour routes.
Assist in damage assessment.
Submit administrative report as directed by EOC.
Complete restoration of normal services.
Conduct safety inspections prior to restoration of normal service.
Replace damaged or destroyed utility service equipment.
Terminate services for vacant or unoccupied buildings which were used for mass care or
shelter.
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A.3 Public Works – Debris Management
A.3.1 Purpose
The purpose of the Public Works – Debris Management is to facilitate and coordinate the removal,
collection, and disposal of debris following a disaster, to mitigate against any potential threat to the
health, safety, and welfare of the impacted citizens, and expedite recovery efforts in the impacted area,
and address any threat of significant damage to improve public or private property.
A.3.2 Situation
Natural and man-made disasters precipitate a variety of debris that includes, but is not limited to, such
things as trees, sand, gravel, building/construction materials, vehicles, personal property, etc. The quantity
and type of debris generated from any particular disaster is dependent on the location and kind of event
experienced, as well as its magnitude, duration, and intensity.
The quantity and type of debris generated, its location, and the size of the area over which it is dispersed
directly impacts the type of collection and disposal methods used to address the debris problem,
associated costs incurred, and the speed with which the problem can be addressed.
In a major or catastrophic disaster, ASU may have difficulty in locating staff, equipment, and funds to
devote to debris removal, in the short as well as long term.
Private contractors play a significant role in the debris removal, collection, reduction, and disposal
process.
The debris management program implemented by ASU will be based on the waste management approach
of reduction, reuse, reclamation; resources recovery, incineration, and landfilling, respectively.
A.3.3 Assumptions
ASU may not have the resources to perform debris removal.
Resource needs may exceed the capacities of the City of Jonesboro.
Contracts may not be executed based on circumstances of resource owners.
Initial emergency management response will, to the maximum extent possible, be by the ASU
personnel. Should there be an occurrence(s) that affects only the ASU campus; emergency
operations will take place under ASU’s direction and control.
A.3.4 Concept of Operations
The ASU’s Facilities Management department is responsible for the debris removal function. The
Facilities Management department will work in conjunction with designated support agencies utility
companies, waste management firms, and trucking companies, to facilitate the debris clearance,
collection, reduction, and disposal needs following a disaster.
Facilities Management will be responsible for the following tasks:
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Responsibilities Complete
Removing the debris from the public right-of-way (see Annex A.3.8 Debris Removal
Priorities).
Only when pre-approved and it is deemed in the public interest will Facilities
Management remove debris from private property.
Stage equipment in strategic locations locally as well as regionally.
Protect the equipment from damage.
Preserve the decision maker’s flexibility for employment of the equipment.
Allow for the clearing crews to begin work immediately after the disaster.
Coordinate with the private sector to perform the following debris removal tasks:
Clearance
Collection
Transporting
Reduction
Disposal
Develop and maintain a list or database of approved contractors who have the capability
to provide debris removal, collection, and disposal.
The following debris management actions are to be taken within one of the four phases that are defined in
the FEMA/Emergency Management Institute (EMI) Debris Management G202 course. The four phases
are: Normal Operations, Increased Readiness, Response, and Recovery.
Normal Operations
Normal Operations Activities Complete
Develop local and regional resource list of contractors who can assist local governments
in all phases of debris management.
Develop sample contracts with generic scopes of work to expedite the implementation
of their debris management strategies.
Develop MAAs/MOUs with other State agencies and local governments, as appropriate,
following guidelines established in agency procurement manual.
Identify and pre-designate potential debris storage sites for the type and quantity of
debris anticipated following a catastrophic event.
Pre-identify local and regional critical routes in cooperation with contiguous and
regional jurisdictions.
Develop site selection criteria checklists to assist in identifying potential debris storage
sites.
Identify and coordinate with appropriate regulatory agencies regarding potential
regulatory issues and emergency response needs.
Develop the necessary right of entry and hold harmless agreements indemnifying all
level of government against any potential claims.
Establish debris assessment process to define scope of problem.
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Normal Operations Activities Complete
Develop and coordinate pre-scripted announcements with the PIO regarding debris
removal process, collection times, temporary storage sites use of private contractors,
environmental and health issues, etc.
Increased Readiness
A natural or man-made disaster is threatening the local area.
Increased Readiness Activities Complete
Review and update plans, SOPs, generic contracts, and checklists relating to debris
removal, storage, reduction, and disposal process.
Alert local departments that have debris removal responsibilities ensuring that
personnel, facilities, and equipment are ready and available for emergency use.
Relocate personnel and resources out of harm’s way and stage in areas where they can
be effectively mobilized.
Review potential local, regional, and debris staging and reduction sites that may be used
in the response and recovery phases in the context of impending threat (see Annex A.3.7
Site Selection).
Review resource listing of private contractors who may assist in debris removal process.
Make necessary arrangements to ensure their availability in the event of the disaster.
Response
Response Activities Complete
Begin documenting costs.
Coordinate and track resources (public and private).
Establish priorities regarding allocation and use of available resources.
Identify and establish debris temporary storage and disposal sites (local and regional).
Address any legal, environmental, and health issues relating to the debris removal
process.
Clear emergency routes and arterial streets to facilitate movement of emergency repairs
or key buildings and facilities.
Continue to keep the public informed through the PIO.
Recovery
Recovery Activities Complete
Continue to collect, store, reduce, and dispose of debris generated from the event in a
cost effective and environmentally responsible manner.
Continue to document costs.
Complete debris clearance activity.
Upon completion of debris removal mission, close out debris storage and reduction sites
by developing and implementing the necessary site restoration actions (see Annex
A.3.11 Site Close-Out Procedures).
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Recovery Activities Complete
Perform necessary audits of operation and work with the Craighead County OEM to
submit claims for Federal assistance.
A.3.5 Staff Development & Responsibilities
ASU is responsible for developing and maintaining a Debris Management Plan and shall select a “Debris
Manager” to supervise a “Debris Management Staff”. The staff shall be comprised of personnel to
perform the following functions:
Personnel Functions
Administration
Housekeeping
Supplies
Equipment
Funding
Accounting
Contracting and Procurement
Bidding requirements
Forms
Advertising for bids
Instructions to bidders
Contract development
Legal
Contract review
Right of Entry permits
Community liability
Condemnation of buildings
Land acquisition for temporary staging and reduction sites
Land acquisition for disposal sites
Insurance
Operations Supervision of government and contract resources
Overall project management
Engineering
Detailed damage assessment
Identification of project tasks
Assignment of tasks
Preparation of estimates
Plans
Specifications
Recommendation of contract award
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Personnel Functions
Public Information Specialist
Coordinate press releases
Contacts with locals organizations, individuals, and media
Public notices for debris removal and disposal contracts
The staff shall coordinate with all State and Federal agencies responsible for disaster response and
recovery operations. The staff will be assigned the task of:
Assembling to develop a Debris Management Plan.
Developing an analysis and debris management capability.
Discourage development in hazardous zones.
Develop public information and education programs.
Train personnel in debris management techniques.
Maintain pre-disaster maps, blueprints, photos and other documents.
Make a list of critical facilities (streets, roads, and bridges).
Identify non-government groups that could assist.
A.3.6 Contract and Cooperative Agreements
The Facilities Management department will be responsible for managing the debris contract from project
inception to completion. Managing the debris contract includes such things as monitoring of performance,
contract modifications, inspections, acceptance, payment, and closing out of activities ASU is encouraged
to enter into cooperative agreements with other State agencies and local governments to maximize public
assets. The development of such agreements must comply with the guidelines established in their agency
procurement manual. All State agencies and local governments that wish to participate in such
agreements should be identified prior to the development and implementation of the agreement.
The three types of contracts required are the:
Time and Materials Contract: Will be limited to the first 70 hours of operation and only after
all State and local equipment has been committed. The price for equipment applies only when the
equipment is operating, the Facilities Management department can terminate the contract at its
convenience, and the Facilities Management department does not guarantee a minimum number
of hours.
Lump Sum Contract: The price of the work is fixed unless there is a change in the scope of
work to be performed. Lump sum contracts will be calculated on either the “area” method or the
“pass” method. The lump sum contract shall only be used when the scope of work is clearly
defined and the areas of work can be specifically quantified.
The Unit Price Contract: Is the most accurate account of actual quantities removed. Requires
field inspectors to eliminate contractor fraud. All contractor trucks must be measured. Requires
load tickets identifying truck number, contract number, contractor’s name, date, time departed
site, and estimated volume.
Copies of current contracts being used are on file in the ASU Procurement Services Office.
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A.3.7 Site Selection
Debris storage and reduction sites will be identified and evaluated by interagency site selection teams
comprised of a multi-disciplinary staff that is familiar with the area. A listing of appropriate local, State,
and Federal contacts will be developed by the appropriate agencies to expedite the formation of the
interagency, multi-disciplinary site selection teams.
Initially, debris will be placed in temporary holding areas, determined before the onset of the disaster,
until such time as a detailed plan of debris collection and disposal is prepared. This is not anticipated until
after the local traffic has been restored. Temporary debris collection sites should be readily accessible by
recovery equipment and should not require extensive preparation or coordination for use. Collection sites
will be on University property to facilitate the implementation of the mission and mitigate against any
potential liability requirements. Activation of sites will be under the control of the Associate Vice
Chancellor for Facilities, or his appointee, and will be coordinated with other recovery efforts through the
EOC.
Site selection criteria will be developed into a checklist format for use by these teams to facilitate
identification and assessment of potential sites. Criteria will include such factors of ownership of
property, size of parcel, surrounding land uses and environmental conditions, and transportation facilities
that serve the site.
The following is a list of temporary holding sites:
Facilities Management Green House
ASU-J Farm Properties East of U.S. Highway 49
Area between the Railroad Tracks East of Rugby Fields
A.3.8 Debris Removal Priorities
The debris removal process must be initiated promptly and conducted in an orderly, effective manner in
order to protect public health and safety following a major or catastrophic event. To achieve this
objective, the first priority will be to clear debris from key roads in order to provide access for emergency
vehicles and resources into the impacted area. Key roads on campus are identified as follows:
Aggie Road
University Loop East
Caraway Road
Dean Street
Olympic Drive
The need and demand for critical services will be increased significantly following a disaster. Therefore,
the second priority that debris removal resources will be assigned is providing access to critical facilities
pre-identified by State and local governments. Critical facilities on campus have been identified as:
Student Union/Reng Center
Administration Building
Convocation Center
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IT Services
Facilities Management
Kays Hall
University Hall
Arkansas Hall
North Park Quad (Buildings 1 thru 5)
The third priority for the debris removal teams to address will be the elimination of debris related threats
to public health and safety. This will include such things as the repair, demolition, or barricading of
heavily damaged and structurally unstable buildings, systems, or facilities that pose a danger to the public.
Any actions taken to mitigate or eliminate the threat to the public health and safety must be closely
coordinated with the owner or responsible party. If access to the area can be controlled, the necessary
actions can be deferred.
A.3.9 Debris Classification
To facilitate the debris management process, debris will be segregated by type. It is recommended that the
categories of debris established for recovery operations will be standardized. The University will adopt
the categories established for recovery operations by the U.S. Army Corps of Engineers. Debris removed
will consist of two broad categories; clean wood debris, and construction and demolition debris.
Definitions of classifications of debris are as follows:
Burnable Materials: Burnable materials will be of two types with separate burn locations.
Burnable Debris: Burnable debris includes, but is not limited to, damaged and disturbed trees;
bushes and shrubs; broken, partially broken and severed tree limbs; and bushes. Burnable debris
consists predominately of trees and vegetation. Burnable debris does not include garbage or
construction and demolition material debris.
Burnable Construction Debris: Burnable construction and demolition debris consists of no
creosote structural timber, wood products, and other materials designated by the coordinating
Agency Representative.
Non-burnable Debris: Non-burnable construction and demolition debris includes, but is not limited to,
creosote timber, plastic, glass, rubber and metal products, sheet rock, roofing shingles, carpet, tires, and
other materials as may be designated by the coordinating agency. Garbage will be considered non-
burnable debris.
Stumps: Stumps will be considered tree remnants exceeding 24 inches in diameter; but no taller than 18
inches above grade, to include the stump ball. Any questionable stumps shall be referred to the designated
coordinating Agency Representative for determination of its disposition.
Ineligible Debris: Ineligible debris to remain in place includes, but is not limited to, chemicals,
petroleum products, paint products, asbestos, and power transformers.
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Any material that is found to be classified as hazardous or toxic waste shall be reported immediately to
the designated coordinating Agency Representative. At the coordinating Agency Representative’s
direction, this material shall be segregated from the remaining debris in such a way as to allow the
remaining debris to be loaded and transported. Standing broken utility poles, damaged and downed utility
poles and appurtenances, transformers and other electrical material will be reported to the coordinating
Agency Representative. Emergency workers shall exercise due caution with existing overhead and
underground utilities and above ground appurtenances, and advise the appropriate authorities of any
situation that poses a health or safety risk to workers on site or to the general population.
A.3.10 Debris Disposal and Reduction
Once the debris is removed from the damage sites, it will be taken to the temporary landfills. The three
methods of disposal are burning, recycling, and grinding/chipping.
Grinding and chipping will be utilized as a viable reduction method. Grinding and chipping reduces the
volume on a 4 to 1 ratio. For grinding and chipping to be feasible, 25% of volume remaining must have
some benefit or use.
The three primary burning methods are open burning, air curtain pit burning, and incineration. Controlled
open burning is a cost-effective method for reducing clean woody debris in rural areas. Burning reduces
the volume by 95%, leaving only ash residue to be disposed of. Air curtain pit burning substantially
reduces environmental concerns. The blower unit must have adequate air velocity to provide a “curtain
effect” to hold smoke in and to feed air to the fire below. Portable incinerators use the same methods as
air curtain pit systems. The only difference is that portable incinerators utilize a pre-manufactured pit in
lieu of an onsite constructed earth/limestone pit.
Metals, wood, and soils are prime candidates for recycling. Most of the non-ferrous metals are suitable for
recycling. Specialized contractors are available to bid on disposal of debris by recycling if it is well
sorted.
A.3.11 Site Close-Out Procedures
Each temporary debris staging and reduction site will eventually be emptied of all material and be
restored to its previous condition and use.
Before activities begin, ground and aerial photos will be taken. Important features such as structures,
fences, culverts, and landscaping will be noted. Random soil samples will be taken as well as water
samples from existing wells. The site will be checked for volatile organic compounds.
After activities begin, constant monitoring of air quality and soil and water samples will take place.
Photo, maps, and sketches of the site will be updated and fuel spills will be noted.
At close-out final testing of soil, water, and air quality will be conducted and results will be compared to
original conditions. All ash will be removed and any remediation actions will be taken.
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A.4 Fire
A.4.1 Purpose
The purpose of the Fire Annex is to provide an effective and systematic means for ASU to manage
disasters and emergencies that create the potential for fire related incidents which threatens students, staff,
and visitors at ASU.
A.4.2 Situation
An emergency or disaster can occur at any time, and dependent on the situation, may require the use of
fire resources.
A fire emergency exists whenever there is the presence of smoke or the odor of burning, when there is an
uncontrolled fire or imminent fire hazard in the building or surrounding area, where there is a
spontaneous or abnormal heating of any material, or when the fire alarm is sounding.
ASU depends heavily on the Jonesboro Fire Department for its emergency response to potential fires. The
Jonesboro Fire Department will take the lead in fire operations based response. The Jonesboro Fire
Department will also be responsible for all hazardous materials incidents that occur on campus.
A.4.3 Assumptions
An incident may cause an immediate demand for resources that exceed ASU capabilities.
ASU does not have the capability to perform firefighting.
Resource needs may exceed the capacities of the City of Jonesboro.
MAAs/MOUs may not be executed based on circumstances of resource owners.
Initial emergency management response will, to the maximum extent possible, be by the ASU
personnel. Should there be an occurrence(s) that affects only the ASU campus; emergency
operations will take place under ASU’s direction and control.
A.4.4 Concept of Operations
Preparedness
Fire Drill Procedures - Dormitory Facilities
Position Preparedness Activities Complete
Residence Life
Administrative Staff
Set date and location for fire drill.
Notify RA’s of scheduled fire drill.
Notify Residence Life Maintenance Staff of scheduled
fire drill.
Notify Safety Officer of scheduled fire drill.
Notify Facilities Management of scheduled fire drill.
Notify UPD of scheduled fire drill.
Notify Jonesboro Fire Department of scheduled fire drill.
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Position Preparedness Activities Complete
Residence Life
Administrative Staff or
Maintenance Staff
Begin fire drill by pulling fire alarm pull station at
scheduled time.
UPD Dispatcher Deploy an officer to scene.
UPD Officer
Enter building if it is safe to do so.
Inspect fire alarm panel for pull station zone.
Notify UPD Dispatcher of fire alarm.
UPD Dispatcher Notify Jonesboro Fire Department of University fire drill
at set location.
UPD Officer Exit the building and monitor evacuation process.
UPD Officer and Safety
Monitor
Assist in the evacuation of any/all persons with access
and functional needs.
UPD Officer with assistance
from Residence Life
Administrative, and
Maintenance Staff
Upon completion of the fire drill, issue an “All Clear”.
Complete and submit fire drill evaluation forms, notes,
etc., to the Residence Life Office
Residence Life Office File fire drill paperwork and forward copies to the Safety
Officer in the Environmental Health & Safety office.
Fire Drill Procedures – All other Facilities
Position Preparedness Activities Complete
Safety Officer
Notify Building Liaison of scheduled fire drill.
Notify Facilities Management Maintenance Staff of
scheduled fire drill.
Notify UPD of scheduled fire drill.
Notify Jonesboro Fire Department of scheduled fire drill.
Safety Officer or
Maintenance Staff
Begin fire drill by pulling fire alarm pull station at
scheduled time.
UPD Dispatcher Deploy an officer to scene.
UPD Officer
Enter building if it is safe to do so.
Inspect fire alarm panel for pull station zone.
Notify UPD Dispatcher of fire alarm.
UPD Dispatcher Notify Jonesboro Fire Department of University fire drill
at set location.
UPD Officer Exit the building and monitor evacuation process.
UPD Officer and Safety
Monitor
Assist in the evacuation of any/all persons with access
and functional needs.
UPD Officer with assistance
from the Safety Officer Upon completion of the fire drill, issue an “All Clear”.
Complete and submit fire drill evaluation forms, notes,
etc., to the Environmental Health & Safety Office.
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Response
When a potential fire is detected, an alarm should sound automatically in the area where the smoke or fire
is. Alarm locations are noted on the various squares on the panel. In the event of a problem the individual
squares will be lighted noting the problem location.
Only use a fire extinguisher if the fire is very small and you know how to do it safely. If you can’t put out
the fire, leave immediately and make sure the fire department is called. Total and immediate evacuation
is safest.
Reference Annex C.5 Fire for general fire response procedures; the action items listed below identifies
additional action items.
Position Response Activities Complete
UPD Dispatch Upon notification of a potential fire alert, activate the
Jonesboro Fire Department.
UPD Officer Begin building evacuation procedures.
UPD Officer
Meet the Jonesboro Fire Department on-scene and assist
in the evacuation of personnel from the area while the
fire department investigates the situation.
Jonesboro Fire Department Investigate and assess buildings on campus and declare
the “All Clear”.
Maintenance Staff
During the investigation and assessment, assist the
Jonesboro Fire Department by shutting off utilities as
necessary.
Recovery
Position Recovery Activities Complete
Maintenance Staff
After the Jonesboro Fire Department gives the “All
Clear” reset fire alarms. Fire alarms will not be reset
until the “All Clear” has been given.
Safety Officer Maintain contact with the Jonesboro Fire Marshal and
assist the UPD with additional resources as needed.
Safety Officer
Obtain fire reports from the Jonesboro Fire Department
and provide copies to the UPD and University
administration personnel as needed.
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A.5 Mass Care, Emergency Assistance, Housing and Human
Services
A.5.1 Purpose
The purpose of the Mass Care, Emergency Assistance, Housing and Human Services Annex is to provide
an effective and systematic means for ASU to provide sheltering and feeding for those impacted by a
disaster or emergency. Included in this annex are subsections covering sheltering, evacuation, donations
management, and volunteer management.
A.5.2 Situation
An emergency or disaster can occur at any time, and dependent on the situation, may require ASU to set
up temporary shelters and provide basic life sustaining items. The Logistics Section Chief will take the
lead in activating shelters and feeding operations during emergencies and disasters. The UPD will take the
lead in activating the campus evacuation plan before and during an emergencies or disasters. ASU may
request the assistance of local and State resources to carry out the evacuation.
A.5.3 Assumptions
An incident may cause an immediate demand for resources that exceed ASU capabilities.
Shelters and feeding operations will encounter individuals with special needs.
ASU will request volunteer or non-profit organizations to operate these facilities.
Initial emergency management response will, to the maximum extent possible, be by the ASU
personnel. Should there be an occurrence(s) that affects only the ASU campus, emergency
operations will take place under ASU’s direction and control.
A.5.4 Concept of Operations
If the resources within ASU campus become overwhelmed and expended, the University will rely on the
resources and capabilities of the City of Jonesboro and Craighead County, and may also activate
MAAs/MOUs. Other sources of assistance may come from private sector organizations, American Red
Cross, and as needed, from the ADEM.
A.5.4.1 Feeding and Sheltering
ASU, working with its contractor, Sodexho Marriott, has enough provisions on hand to feed
approximately 5,000 people three meals per day for 11 to 12 days. These meals will be basic meals (one
meat, one vegetable, and one starch).
Upon receipt of an emergency warning, the Chancellor or his designee will direct the Campus Emergency
Services Coordinator or Shelter and Evacuation Leader to initiate shelter preparation.
Food: Food will be stored and prepared in the main kitchen area of the University. All meals will
be prepared in this area if possible and transported to various shelter areas across campus. Some
shelter areas have minimal kitchen areas for food distribution.
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Water: Particular emphasis will be placed on stocking those shelters which do not have the
capability to pump their own water. Sufficient water may be obtained and stored in each shelter
as necessary to augment existing standing water supplies (hot water tanks, etc.).
Functional Needs: Individuals with functional needs should identify these needs to Disability
Services or the leadership of the shelter in which they are located. Upon the opening of shelters
the Shelter Unit Leader should contact Disability Services to identify possible resources needed at
shelter locations. University personnel will make every effort to accommodate these needs. If
special medication is needed the individual should bring with them to the shelter the medication
that they need. If they do not have this medication they should immediately notify shelter
leadership so an effort can be made to locate the needed resource.
Service Animals: Individuals who require the use of a service animal should coordinate with
Disability Services. The Shelter Unit Leader should make every effort to accommodate the use of
service animals. Owners of service animals should bring food and any required animal
medications to the shelter location if possible. The ASU farm may be able to provide some
resources in the care of service animals.
Childhood Services: In the event that children must be separated from their parents during an
evacuation, ASU Childhood Services will provide instructions to the parents via the contact
information that is provided. In these instructions Childhood Services should provide child’s
location, reunification procedures, and any other pertinent information. Childhood Services
should coordinate with the Shelter Unit Leader to ensure the proper resources are available in the
event that children are evacuated.
MAAs/MOUs will be maintained between the University and retailers so that supplies can be obtained
from commercial sources for shelter stocking.
Each Shelter Manager or his designated alternate will:
Provide the basic management guidance for control of the shelter population and their activities.
Provide guidance and control for the distribution of food items and water using management
practices, which will ensure equitable sharing among the shelter population.
Continue to report supply status to the EOC so that re-supply can be made if needed or so that
excess supplies may be utilized elsewhere.
Coordinate space, as required, in shelters for housing institutionalized or special needs groups, to
include ramps for wheelchairs and special foods.
Keep a daily log of shelter activities for future reference.
Accurate records will need to be maintained covering the acquisition and use of food items and all other
materials used in supporting the fallout shelter operations. These records will be the primary source of
information to substantiate reimbursement to local retailers and for requests for cost sharing made to the
county, State and Federal governments.
Fiscal tracking will be maintained so that reimbursement will be made to Craighead County and the
University for qualified expenditures. It is imperative, that the University maintain complete and accurate
records of all expenditures, which are in direct support of Shelter Operations.
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A.5.4.2 On Campus Shelter Locations
The following locations have been identified as potential shelter locations dependent on the situation. The
Shelter Unit Leader will coordinate with appropriate personnel to ensure that proper staffing and supplies
are on hand in order to operate the shelters accordingly.
Shelter
Keys Hall
Located near Student Center and classrooms
Capacity - 470
Capabilities
Central Kitchen
Laundry
Lounges with microwaves
Computer Rooms
University Hall
Located center of campus
Capacity - 300
Capabilities
Computer Lab
Central Kitchen
Laundry
Arkansas Hall
Located near Fowler Center and Convocation Center
Capacity - 330
Capabilities
Computer Lab
Central Kitchen
Laundry
North Park Quad
Located between Baptist Campus Ministry and the Convention Center
Capacity - 836
Capabilities
Community Building
Kitchen
Laundry
Meeting Rooms
Administrative Offices
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Preparedness
Preparedness Activities Complete
Maintain listing of shelters on the campus.
Determine basic shelter stocking needs and develop plan for increased readiness
stocking.
Maintain listing of shelters to be upgraded.
In coordination with ESO, develop shelter upgrading plan.
Maintain list of locally available trained Shelter Managers.
Maintain cadre of instructors.
Recruit local residents to be Shelter Managers.
Response
Response Activities Complete
Monitor the progress of the shelter-upgrading program.
Implement plan for distributing Shelter Manager kits to resident shelters.
Recruit Shelter Managers.
Assign trained Shelter Managers to public shelters.
Implement expedient marking of public shelters.
Keep the EOC staff advised as to status of shelter operations.
Direct Shelter Managers to proceed to assigned shelters.
Coordinate movement of University population to shelters with law enforcement.
Insure that communications are established and maintained between EOC and shelters.
Consolidate shelter population data.
Continue stocking program.
Continue shelter management operations.
Initiate daily shelter status reporting to EOC.
A.5.4.3 Campus-Wide Evacuation
A campus-wide evacuation may be ordered by off-campus authority or ranking University Police Officer
on duty. The UPD will use their public address system to order an evacuation. Evacuation information
will also be broadcast on KASU 91.9 FM radio, and KASU-TV station through Suddenlink Channel 18.
Four locations are available based on the situation:
Brookland High School Gym
Jonesboro High School Gym
Nettleton High School Gym
Performing Arts Center (Nettleton High)
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Commuters and non-emergency staff shall use personal vehicles to go home unless they are in the danger
zone. Those who do not have transportation available to evacuate off-campus should report to the Student
Union. Facilities Management personnel are to use available University vehicles to serve as a shuttle.
The UPD will dispatch an officer to the selected evacuation site for control and communication. Student
Affairs, UPD, ITS, and Environmental Health & Safety will send representatives to evacuation site.
Administrative personnel will arrange feeding and housing, or further evacuation based on the situation if
it is long-term.
The UPD will maintain on-campus security as long as personal safety allows.
An “All Clear” will be announced by UPD with a follow-up by KASU 91.9 FM.
A.5.4.4 Building Evacuation Procedures
An evacuation of a building is used to move persons out of a building to avoid a potentially threatening
situation.
Action Complete
Develop a plan now to make sure everyone in your office/area is aware of how and
when the plan is to be implemented.
Upon the sounding of the fire alarm or notification by the campus Warning System, or
upon direction of the UPD/emergency services personnel, everyone will evacuate a
building and proceed immediately, in a calm and orderly manner, to the designated
Check Point at least 300 feet away from the facility (see A.5.4.7 Emergency
Evacuation Check Points).
When evacuating a building leave quickly, but calmly, by the nearest exit or stairwell.
Alert others to do the same. DO NOT USE THE ELEVATOR.
Do not return to your area to collect personal items prior to evacuating.
Close doors behind you while exiting.
You may walk briskly but do not run.
If smoke is present, stay low. The best quality air is near the floor.
Report any missing persons to the UPD and provide the location where last seen.
DO NOT return to an evacuated building until authorized to do so by UPD.
Assist persons with a mobility, visual or hearing impairment to the nearest exit or Area
of Refuge. Alert UPD or fire department personnel of persons with a mobility
impairment left in the building.
A.5.4.4.1 Persons with Mobility Impairment
If an individual with access and functional needs is unable to exit the building unassisted, the Safety
Monitor must notify the emergency response personnel of the person's location. Transporting of
individuals with access and functional needs up or down stairwells should be avoided until emergency
response personnel have arrived. Unless imminent life-threatening conditions exist in the immediate area
occupied by a non-ambulatory or an individual with access and functional needs, relocation of the
individual should be limited to a safe area on the same floor, in close proximity to an evacuation stairwell.
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A.5.4.5 Emergency Evacuation Process
The process of safely negotiating an emergency evacuation route can often present difficulties to building
occupants who are physically challenged. Whether the impairment is temporary or permanent, a specific
evacuation plan of action tailored to the occupant’s special needs should be developed and practiced. The
names of transient students and visitors should not be included on the list except upon their request.
A.5.4.6 Safety Monitors
Safety Monitors have been designated to assist occupants with access and functional needs to
predetermined safe locations during an emergency evacuation. This procedure was devised to enhance the
personal safety of those who may be physically challenged and may require the assistance of others in the
event of an emergency evacuation.
A.5.4.6.1 Purpose
The purpose for developing the Americans with Disabilities Act (ADA) list is to provide another
opportunity for persons with access and functional needs to receive assistance during emergency
situations. Upon receiving a name, the Safety Monitor shall record and forward the names within 24 hours
to the Facility Emergency Coordinator and the Environmental Health & Safety department where the
name(s) will be placed on the master “ADA Evacuation Assistance List” and retained at the UPD
Dispatch center. The Safety Monitor will provide leadership for planning and practicing evacuation drills
for these persons. Remember, each individual is ultimately responsible for their own safety, so plan
ahead.
A.5.4.6.2 Voluntary Participation
Occupant participation is voluntary and under no circumstances shall an individual be required to have
their name placed on the ADA Evacuation Assistance List. Students living in residence halls should
coordinate their evacuation plan with Residence Life. Residence Life will develop and maintain the ADA
List and a copy will be forwarded to UPD for further dissemination.
A.5.4.6.3 Confidentiality
Confidential information appearing on the ADA list will include the individual’s name, building/room
location, and physical condition/special needs. This information should be forwarded to the UPD to be
used for those purposes described herein.
Action Complete
Prepare to be assisted during a building evacuation.
Proceed to the nearest Area of Refuge or exit if available (DO NOT USE ELEVATOR
in the event of fire or power failure).
Persons with a mobility impairment should be calm and remain at the Area of Refuge
until assistance arrives (make sure you inform other evacuees of your location).
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A.5.4.6.4 Accountability Procedures for Emergency Evacuation
Designated Meeting Sites: Groups working together on or in the same area should meet outside the
building in the prearranged Emergency Evacuation Check Point.
Department Organization List: A roster of personnel to ensure that everyone has evacuated has been
developed by the Campus Emergency Services Coordinator. The list will be updated whenever there is a
personnel change.
Safety Monitors are designated by the Campus Emergency Services Coordinator and will conduct head
counts once evacuation has been completed. There is at least one Safety Monitor per floor or per twenty
occupants to provide adequate guidance and instruction at the time of an emergency.
The employees selected as Safety Monitors are to be trained in the complete workplace layout and the
various primary and alternate escape routes from the workplace. All trained personnel are made aware of
employees with access and functional needs that may need extra assistance and of hazardous areas to be
avoided during emergencies. Before leaving, the Safety Monitors are to check rooms and other enclosed
spaces in the workplace for other employees who may be trapped or otherwise unable to evacuate the
area, and convey this information to emergency personnel.
Once each evacuated group of employees have reached their Emergency Evacuation Check Point, each
Safety Monitor:
Assembles his/her group in the Emergency Evacuation Check Point.
Takes head count of his or her group.
Assumes role of department contact to answer questions.
Instructs his/her group to remain at the Emergency Evacuation Check Point until further notice.
Reports status to the Safety Officer or IC.
A.5.4.7 Emergency Evacuation Check Points
Facility Emergency Evacuation Check Point
Administration West Parking Lot SW-3A
Alumni Center South Parking Lot NE-4
Arkansas Biosciences Institute East Parking Lot S-14A
Arkansas Hall Southeast Parking Lot S-9C
Armory East Parking Lot SW-1
Art Annex North Lawn/Quad
Baseball Complex North Parking Lot NE-7
Carl R. Reng Center/Student Union East Lawn/By Caraway Road
Center for Excellence in Education/Smith Center East Parking Lot N-7
Chickasaw West Parking Lot/Across Caraway Road NW-6
or Student Union East Lawn
Childhood Development & Research Center West Lawn
Childhood Services West Parking Lot S-13
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Facility Emergency Evacuation Check Point
College of Agriculture South Parking Lot/Southeast Corner SW-6
College of Business Armory Parking Lot SW-1
College of Nursing & Health Professions Southeast Parking Lot N-7
Colleges of Education & Communication West Parking Lot/ Library Lot SW-5
Collegiate Park Adjoining Parking Lots NW-2A, 2B, 2C
Computer, Science & Math North Lawn/Quad
Convocation Center East Parking Lot NE-5A, 5B, 5C
Environmental Health, Safety & Research North Parking Lot SE-3
Facilities Management West & North Parking Lots Se-2A, 2C
Fine Arts South Parking Lot S-18
Football Field House South Parking Lot NE-3B
Fowler Center South Parking Lot NE-8
Health, Physical Education & Sports Sciences South Parking Lot SW-2
Information & Technology Services West Parking Lot SE-2B
International Student Center West Parking Lot NW-1C
Judd Hill Foundation South Parking Lot
Kays Hall West Parking Lot NW-1B
Lab Science East East Parking Lot/Across Caraway Road S-17
Lab Science West Events Lawn/Amphitheater
Laundry North Parking Lot S-10
Library South Parking Lot/Southwest Corner SW-5 &
North Lawn/Quad
Museum South Parking Lot/Southwest Corner SW-5
North Park Plaza North Parking Lot N-3
North Park Quad North Parking Lots N-5A, 5B, 5C, 5D
Parking Garage North Parking Lot NW-2C
Pavilion North Parking Lot NE-1
Post Office North Parking Lot S-7
Residence Life Warehouse North Parking Lot S-13
Soccer Complex Southwest Parking Lot NE-2
Student Health Center West Parking Lot NE-3B
Track Complex North Parking Lot SW-7
University Hall North Lawn
UPD West Parking Lot S-12
Wilson Advisement Services South Parking Lot NW-6
Wilson Hall East Lawn/By Caraway Road
ROTC Living/ Learning Community West Parking Lot N-10C
STEM Living/ Learning Community West Parking Lot N-10C
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A.5.4.8 Volunteer Organizations
Because public and private volunteer organizations are experienced in managing volunteers and
donations, and have existing capabilities to receive, process, and deliver needed goods and services to
disaster victims, ASU will look to those organizations to implement the resource system.
ASU’s role in the allocation and distribution of donations will be limited to providing a means to
coordinate response needs with offers of goods and services. This will be accomplished through a
designated campus Donations Unit.
ASU will encourage individuals age 18 years and older interested in volunteering services to affiliate with
a recognized private volunteer organization or other organized group of their choice to facilitate relief
activities. Some groups have been identified:
Salvation Army
United Way Northeast Arkansas in Jonesboro
Church Groups
American Red Cross
ASU CERT
Craighead County CERT
ASU may identify a Volunteer Center, depending on the disaster needs and the numbers of offers to
volunteer that are received. This will be handled through the Volunteer Unit Leader. The Volunteer
Center preferably should be within one mile radius from the disaster. Facilities used will be at the
discretion of the Logistics Section Chief, or his appointee.
A.5.4.8.1 Donations Management
Donations Management, as a function, primarily occurs during the recovery phase of an emergency.
However, some donations management activities may occur during the preparedness and response phases
of emergency management.
For the proper management of un-solicited and non-designated donations, operating facilities will include
checkpoints, staging areas, donation coordination centers, distribution centers, storage warehouses.
The Donations Management Unit Leader will coordinate with the UPD to identify and manage
checkpoints and staging areas for incoming donations.
The Donations Management Unit Leader will coordinate with the Jonesboro Police Department and the
Arkansas State Police in directing vehicles and trucks bringing donations into the City. Road signs should
be posted and clearly marked.
Distribution Centers will be coordinated by the Donations Management Unit Leader. When necessary,
ASU will coordinate with local volunteer groups to provide personnel to assist in managing donation
facilities, distribution centers, and donation phone lines. The State of Arkansas will support ASU in any
resource requirements, as appropriate, to make facilities operable in a timely manner. This request will be
made through the EOC.
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Coordination with volunteers or local law enforcement will be required to ensure twenty-four hour
security of facilities and personnel is available.
ASU will make every effort to ensure that information about offers of goods and services are available to
volunteer/non-profit agencies. Donors will be encouraged to make their own decision in choosing which
organization the donation is to be designated. Donors will be advised to properly package and label all
goods and to provide a detailed inventory list with shipments.
Donors will be discouraged from sending unsolicited donations directly to the disaster site. Donors who
insist on donating unsolicited or unwanted goods will be advised that although the goods cannot be
accepted at this time, the information will be entered into a database and made available to Federal and
State governments, human service organizations and other emergency responders, should a need arise for
such goods. Goods not requested, but can be used, will be made available to all public, private, faith-
based, and non-profit organizations. When possible, unneeded goods such as clothing shall be recycled or
redistributed to others in need.
ASU will follow established guidelines for tracking the receipt and distribution of un-solicited and non-
designated goods. Corporate offers of bulk items will be accepted if the items can be used in the disaster
response and relief efforts. Information concerning corporate offers of bulk items will be entered in the
resource database. Corporate donors will be advised to label all goods and to provide a detailed inventory
list with all shipments. Information on these resources will be made available to community organizations
and emergency responders through the resource database.
Financial Contributions
ASU, through news releases and printed materials, will encourage cash donations to voluntary
organizations rather than clothing, food, or other items. The PIO will coordinate any information provided
to the media before being released to the press. Every effort will be made by ASU to encourage the public
to contribute cash donations to established, recognized disaster relief organizations of their choice. All
inquiries concerning donations for a specified organization will be referred to that organization. The
organization accepting/receiving designated donations will follow its own policies and procedures for
handling the logistics involved.
In circumstances where the donor is undecided or is unaware of which organizations are involved in
disaster relief activities, the individual responding to the inquiry may provide lists of those organizations
that are in need of and will accept the particular goods or services being offered. If a cash donation is
involved, a complete list of organizations responding to disasters in the City/County will be provided to
the donor. No attempts will be made by anyone involved in the coordination and implementation of this
plan to solicit donation for any specific organization. Even after being asked not to send cash directly to
the EOC, some donations may be received. To prepare for that contingency, ASU will establish a Disaster
Donations Fund through United Way of Northeast Arkansas in Jonesboro. Cash contributions received
but not designated to a specific organization will be deposited in the Disaster Donations Fund account.
Donors who do not wish to specify their cash contribution to a particular volunteer organization will be
advised to make the donation check to the Disaster Donation Fund. Volunteer organizations, churches and
other non-profit entities may apply for grants from the Disaster Donations Fund so long as the grant is
used specifically for disaster- related needs and expenses.
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A.6 Health and Medical Services
A.6.1 Purpose
The purpose of the Health and Medical Services Annex is to provide an effective and systematic means
for ASU to manage disasters and emergencies that threaten the health and well-being of the students,
staff, and visitors on campus.
A.6.2 Situation
An emergency or disaster can occur at any time, and dependent on the situation, may require the use of
medical resources. The Student Health Center will take the lead in operations based response during
emergencies and disasters. If the resource needs exceed the capabilities of ASU, resource requests will be
made to the City of Jonesboro.
A.6.3 Assumptions
An incident may cause an immediate demand for resources that exceed ASU capabilities.
The Student Health Center does not have the capability to respond to life threatening emergencies
or mass casualty events.
Resource needs may exceed the capacities of the City of Jonesboro.
MMAs/MOUs may not be executed based on circumstances of resource owners.
Initial emergency management response will, to the maximum extent possible, be by the ASU
personnel. Should there be an occurrence(s) that affects only the ASU Campus, emergency
operations will take place under ASU’s direction and control.
A.6.4 Concept of Operations
The Student Health Center is responsible for all medical activities on ASU campus. If the Student Health
Center cannot perform all of its needed functions, it will rely on the City of Jonesboro and Craighead
County.
In day-to-day operations, the Student Health Center administers health protection activities and provides
public health services to students enrolled at ASU and ASU extension campuses. As an official health
agency, this department is the administrative basis for emergency health services. Most emergency
situations can lead to public health problems. Depending on the nature of the incident, complications may
include communicable diseases, sanitation problems, contamination of food and water, and community
mental problems.
The Health & Medical Group Director will be the coordinator of ASU’s Regional Center for Disaster
Preparedness Education. Responsibilities will be coordinated with the Director of the Student Health
Center and Head Athletic Trainer.
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A.6.4.1 Health and Medical Coordinator(s)
Responsibilities
Pre-select a Health and Medical Emergency Management Team that will function during the
mitigation, preparedness, response, and recovery phases of emergency management. Essential members
of the team will be comprised of:
College of Nursing & Health Professionals representative
Safety Officer
Department of Military Science representative (optional)
Director of the Student Health Center
Head Athletic Trainer
College of Health, Physical Education & Sports Sciences representative
Director of Counseling Center
Ex-Officio members: City and County Emergency Health and Medical Care representatives.
Utilize the Health and Medical Emergency Management Team, and/or designated staff to
participate in drills and exercises conducted by the EOC of ASU.
Advise and make recommendations to the EOC on emergency health matters.
Advise the campus EOC Director (Chancellor) of the medical care workload, health
manpower, material and facilities, and the status of supporting services.
Assist the Public Health Department, in the coordination of health protection, based on the status of
personnel and facilities.
A.6.4.2 Health and Medical Emergency Team
Responsibilities
Maintain emergency operation procedures that fulfill the requirement for efficient management of
health and medical services during any disaster or major emergency situation that reflect four phases of
comprehensive emergency management – mitigation, preparedness, response and recovery.
A.6.4.3 Annex Development and Maintenance
The Health & Medical Group Director is responsible for maintaining and distributing the Health and
Medical Services Annex. The Health and Medical Emergency Management Team is responsible for
periodically reviewing and updating the Annex, and for overseeing the development of procedures for the
four phases of emergency management.
Many times in emergencies and disasters the need for behavioral health counselors are needed. The
University has addressed this need with the Behavioral Intervention Team (BIT). This resource is staffed
with University personnel and is available when needed. It should be noted that this resource should not
be considered until all life threatening or potentially life threatening situations have been addressed.
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Mitigation
Mitigation Activities Complete
Maintain current listing of response capabilities.
Maintain supplies and resources for Victim Tracking & Disaster Packs, tags, and logs.
Maintain current listing of resources.
Obtain MAA/MOU(s) and maintain contact with all hospitals and support agencies.
Preparedness
Preparedness Activities Complete
Participate in annual emergency training activities and drills/exercises as established by
ASU’s Campus Emergency Services Coordinator.
Members of the Health and Medical Emergency Management Team will participate and
conduct briefings and critiques after simulated or actual participation of a disaster
situation involving health and medical issues.
Provide technical assistance and communication to ASU’s EOC, other coordinators, and
agencies as needed.
Response
Response Activities Complete
Notify the County Health Officer (the Physician with responsibility for coordinating the
health protection activities of the County Health unit).
Ensure adequate staffing of ASU’s temporary triage(s) and/or centers established to
render medical and health care activities.
Coordinate medical care emergency operations at ASU.
Ensure that adequate health/medical support is provided at designated shelters and
reception/care centers as necessary.
Ensure that medical care is available for essential workers in any hazardous area
following evacuation of the general public.
Recovery
Recovery Activities Complete
Medical care response, treatment, and final disposition (victim tracking) of all injured
victims will be continued as needed.
Required reports will be compiled and submitted to county, State, and Federal agencies.
Provide input for improving emergency procedures during disaster operations.
Seek reimbursement for supplies used in actual or drill emergency operations.
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A.6.5 Behavior Intervention Team (BIT)
A.6.5.1 Overview of the BIT
ASU believes it is important to foster an environment that encourages students to maintain a standard of
responsibility for self-care which includes the ability to respond adequately to one's emotional, physical,
and educational needs. Some students who are distressed engage in behaviors that impact their self-
welfare and the welfare of the University community. The presence of demonstrated distress, disruptive,
or dangerous student behavior can be a predictor of future harm to self, others, and the larger ASU
community. While we acknowledge that no one can predict with any degree of confidence whether a
student will eventually progress to acts that are harmful to themselves or others, there are behaviors
indicative of higher risk. These behaviors may require further assessment by appropriate professionals to
promote the safety of the student and the ASU community.
A.6.5.2 Mission of the BIT
The overall mission of the BIT is to:
Provide a systematic response to students whose behavior is disruptive to themselves or the
environment, or may be in violation of ASU Code of Conduct.
Support student success.
Assist in protecting the health, safety, and welfare of the students and members of the ASU
community.
A.6.5.3 Purpose of the BIT
The purpose of the BIT is to coordinate the resources of ASU to address the needs of students who are
experiencing significant behavioral disturbances, in order to recommend collaborative and purposeful
interventions aimed at helping students achieve success. Further, the objective of the BIT is to establish a
process that is designed to be helpful to students, particularly when the rights of others or an individual’s
own growth and development are being endangered. This process is also designed to assist members of
the University community with a legitimate concern regarding students who seem to be experiencing
emotional distress, psychological difficulties, or are unable to handle stressful circumstances. Following a
referral or information submission, the BIT will offer advice and appropriate referrals as needed.
A.6.5.4 Goals of the BIT
The goals of the BIT are:
Goals
To work towards preventing crises before they occur through the provision of outreach and
educational programming, consultation, appropriate referrals, and intervention on request. To assure that the student is contacted through follow-up processes and has access to the appropriate
services so that each student has the opportunity to improve his/her welfare, both for their own benefit
and for the ASU community. To create a unified reporting and tracking system that will allow members of the BIT to observe
patterns of behavior that may elicit intervention and to provide a documented response to distressed
students.
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A.6.5.5 Tasks of the BIT
Tasks Complete
Review situations involving a student who poses a potential risk of harm to self and/or
other persons or property in the University community in accordance with policies
stated in the Student Code of Conduct.
Consult with administration, faculty, staff, and other students affected by the behaviors
caused by the student.
Coordinate the University response to a violent, threatening, or significantly distressed
student.
Develop a specific strategy to address the threatening or disruptive, distressed or
dangerous, behavior with regard to safety and rights of others and minimize the
disruption to the University community.
Make recommendations to University officials on appropriate action steps that are
consistent with University policies and the Student Code of Conduct, as well as Federal,
State, and local laws.
In the event of an emergency or situation that elicits immediate intervention,
please contact UPD. The BIT plays a secondary role to all urgent circumstances
and should be contacted only after initial notifications are made.
A.6.5.6 Actions of the BIT
Actions Complete
When a student exhibits disruptive, distressed, or dangerous behavior that is detrimental
to the student, other members of the University community, or the orderly conduct of
the University, the University may take the necessary action to protect the student or
other affected parties. The BIT (or in an emergency the Associate Vice Chancellor for
Student Affairs) will determine such action, which may include, but is not limited to:
Meet with the students involved to discuss
Student Needs
Campus Services
University Expectations
Follow up with student.
Refer the student to various programs or services on campus (including, but not
limited to: Counseling Center, Student Judicial Affairs, etc.).
Notify the parents or designated guardian (regardless of the student’s age) or
initiate the action necessary to place the student in the custody of an institution
capable of dealing with the student’s needs and behavior.
Recommend to the Vice Chancellor for Student Affairs that a student be given
the option of taking a leave of absence from the University.
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A.6.5.7 Member Composition of the BIT
The BIT reports to the Vice Chancellor for Student Affairs through the Associate Vice Chancellor for
Student Affairs.
The BIT will be chaired by the Associate Vice Chancellor for Student Affairs. The principal members of
the team will include:
Director of Counseling Center or designated representative
Chief of UPD or designated representative
Director of the Office of Student Conduct or designated representative
Director of Residence Life or designated representative
Director, Disability Services or designated representative
Director, University Advising Center or designated representative
An Academic Affairs representative, appointed each year by the Executive Vice Chancellor & Provost,
will serve on the team in all situations which involve or affect faculty, and/or academic administration,
and/or which involve other academic activity.
Other University officials who may be asked by the Associate Vice Chancellor for Student Affairs to
serve on the team, in specific situations as needed, include but are not limited to:
Director of Human Resources or designated representative
Faculty/Staff member
Office of University Communications representative
A.6.5.8 Operations and Procedure Guidelines for the BIT
Each year, at the beginning of the fall semester, the Vice Chancellor or Associate Vice Chancellor for
Student Affairs will send a notice to faculty and staff, through appropriate communication channels that
the BIT is available to them for consultation when they are concerned about the potentially harmful,
threatening, disruptive, or distressed behavior of a student or students. The notice will be presented as a
“proactive measure” and will include the procedure for requesting a BIT consultation.
Issues or situations may be referred to any BIT member by any member of the campus community. The
preferred method of referral is to the Associate Vice Chancellor for Student Affairs. If a criminal act has
occurred or has been discovered during the course of the BIT’s inquiry, the UPD shall be notified
immediately and advised of the incident. The UPD will then conduct an official investigation.
In time-sensitive high-risk situations, a special team meeting may be called by any member.
All meetings will be chaired by the Associate Vice Chancellor for Student Affairs. In the event the
Associate Vice Chancellor for Student Affairs is unavailable to chair a meeting, the meeting will be
chaired by the co-chair or a core member of the BIT as determined by the Associate Vice Chancellor for
Student Affairs.
The BIT will meet with affected members of the campus community who desire to discuss the situation
with the BIT.
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The desired outcome of a consultation meeting is a recommended course of action (based upon the
Student Code of Conduct and/or appropriate ASU documents) to the affected members of the campus
community, to the Associate Vice Chancellor for Student Affairs and to University administration.
Specific issues for consideration include the assessment of potential violence, evidence of mental illness
as the possible cause of the behavior, containment of disruption, appropriate referral resources, setting
appropriate behavioral boundaries within existing University policies, and specific departmental
procedure or course of action.
Following a case management situation and subsequent recommendation, the BIT will meet to debrief
and evaluate the outcome of the situation.
A.6.5.9 Case Information/Confidentiality Procedures for the BIT
Members of the BIT may provide each other or faculty/staff/students involved in a particular case, or
outside parties in connection with the situation, with information as is necessary to protect the health,
safety, and privacy of the student or other persons, and to generate a recommendation for a course of
action in accordance with applicable legal and professional standards of confidentiality.
If the student involved in harmful, threatening, disruptive, or distressed activities is already a client of
Counseling Services, information about that student’s relationship may not be obtained by the BIT from
that agency without written authorization of the student in question, in accordance with Federal and State
law. Federal and State laws which govern the privacy and confidentiality of students’ health and mental
health information and records include:
Health Insurance Portability and Accountability Act (Federal)
Arkansas Psychologists Licensing Act
Arkansas Counseling Licensure Act
Arkansas Social Workers Act
The purpose of the BIT meetings is to provide consultation and recommended action plans. Therefore,
official minutes and meeting records which contain identifying names or other identifying data will not be
maintained.
In special circumstances, follow up actions including documenting actions and decisions, and logging the
resolution of a behavior incident will be kept in a secure location in the Office of the Associate Vice
Chancellor for Student Affairs.
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A.7 Public Safety and Security
A.7.1 Purpose
The purpose of the Public Safety and Security Annex is to provide an effective and systematic means for
ASU to manage disasters and emergencies that threaten public safety for the students, staff, and visitors
on ASU campuses.
A.7.2 Situation
An emergency or disaster can occur at any time, and dependent on the situation, may require the use of
law enforcement to maintain public safety. The UPD will take the lead in operations based response
during emergencies and disasters. If the resource needs exceed the capabilities of ASU, resource requests
will be made to the City of Jonesboro.
A.7.3 Assumptions
An incident may cause an immediate demand for resources that exceed ASU capabilities.
UPD does not have the capability to hold suspected criminals for long period of time.
The law enforcement service will be fully organized and trained to perform the necessary
emergency functions required in a disaster situation.
Resource needs may exceed the capacities of the UPD.
MAAs/MOUs may not be executed based on circumstances of resource owners.
Initial emergency management response will, to the maximum extent possible, be by the ASU
personnel. Should there be an occurrence(s) that affects only the ASU campus, emergency
operations will take place under ASU’s direction and control.
A.7.4 Concept of Operations
The UPD is responsible for all law enforcement activities on ASU campus. If the UPD cannot perform all
of its needed functions, it will rely on the City of Jonesboro and Craighead County.
During the impact of a disaster, law enforcement personnel will keep the appropriate administration
informed of the scope of the damage and areas being affected. Law enforcement personnel will establish
roadblocks and provide traffic control and security in the disaster, and assist with any needed evacuations.
Activities will be coordinated with other functional areas required for recovery operations.
Law enforcement personnel involved in critical incidents become disorder managers, where prompt
capacity to adapt, plan, and react, with or without the presence of agency management, is necessary. With
this in mind ASU and its police department is adopting an ICS for operations management.
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A.7.4.1.1 Policy Statement
This department recognizes the possibility of altering traditional management concepts and normal job
functions in times of emergency in order to support the extraordinary tactics and decisions that must be
made by first responders when protecting lives, confronting active threats, and achieving recovery. In
such cases the department will utilize and implement the ICS when needed to maintain order and assist in
necessary recovery efforts. Selective application of various protocols, professional maturity, application
of sound law enforcement protocols, selfless conduct, problem solving capabilities and emotional
resilience are concepts that bring about control of major incidents.
When a warning has been issued affecting the ASU campus, the UPD will assist in opening shelters on
campus. Upon impact of a man-caused disaster, the law enforcement service will assist in providing
warning to the population in the affected area. Activities will be coordinated with other functional areas
required for emergency operations.
Preparedness
Preparedness Activities Complete
Review law enforcement plans and develop procedures that address how UPD will
accomplish its assigned tasks, and how it will deal with the hazards the campus faces.
Maintain call down structure to alert and activate law enforcement personnel for
emergency operations and establish a work/control/dispatch center to manage
organizational resources and response personnel, and maintain contact with the EOC.
Establish procedures for reporting appropriate information to the EOC during disaster
operations.
Coordinate written and/or verbal MAAs with local law enforcement agencies.
Recruit and train UPD personnel as needed.
Make efforts to obtain protective equipment, instruments, and clothing as appropriate to
enable personnel to operate in various incidents.
Coordinate with the Ground Support Unit Leader to develop plans to utilize support
personnel in securing the area of a disaster.
Endeavor to have earthquake resistant structures that house law enforcement personnel
and emergency vehicles, supplies, and equipment.
Response
Response Activities Complete
Send response personnel to the emergency scene as appropriate when notified of an
emergency situation.
Coordinate law enforcement personnel from support agencies.
Assist with providing warnings to the University population in the affected area.
Provide traffic and crowd control to ensure law and order on the campus.
Provide security for Incident Command and the EOC.
Provide security for lodging and feeding facilities, emergency shelters, and critical
resource facilities.
Secure parking area in close proximity to the staging areas.
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Recovery
Recovery Activities Complete
Support cleanup and recovery operations.
Conduct Critical Incident Stress Debriefing (CISD) for officers involved in a traumatic
event.
Review the annex annually and implement changes to correct problems and improve
operations.
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Annex B: Support
B.1 Business Continuity Plan (BCP)
B.1.1 Purpose
This document is prepared as a supplemental resource to the Data Center Incident Recovery Plan
(DCIRP) produced by the ITS Unit in June, 2006. The plan is intended to provide detailed documentation
of how various business units within ASU will respond to an incident and affect the resumption of
mission critical processes within their respective units.
B.1.2 Organizational Overview
For business continuity at ASU, two organizations are primary: The Crisis Management Team (CMT) and
Business Unit Recovery Team (BURT) for the area(s) affected. The CMT, as defined in the DCIRP is
comprised of “University leadership that communicates crisis status manages institutional crisis response
and invokes the business continuity plans as appropriate.” The BURT are those teams designated in this
plan and charged with reestablishing critical business functions in the absence of normal IT services
and/or displacement from normal work areas. In the event of an incident that creates a significant
disruption, that is, a disruption with estimated resolution beyond the acceptable recovery time objective as
outlined in the DCIRP, the CMT will invoke the appropriate portions of the BCP and provide general
support while the BURT is focused on the resources and tasks integral to running a specific functional
area.
B.1.3 Activation and Deactivation of Plan
Upon declaration of an incident as described above, the CMT will contact the Team Leaders or their
alternates, if appropriate, who will in turn contact and assemble team members. Team Leaders will be
notified of the nature and category of the incident and will be responsible for the logistics necessary to
resume critical business functions within their area.
It is assumed that while the BCP is in effect, efforts are simultaneously being made to restore normal IT
operations and/or establish permanent quarters for displaced offices. Once these recovery/restoration
efforts are complete, concurrent operation will be required to ensure the integrity of the recovered
system(s). The CMT in consultation with Team Leaders will determine when to deactivate each BURT
and return to normal operations.
B.1.4 Plan Maintenance
In order to remain viable, the BCP must be regularly reviewed and revised to reflect on-going changes to
resources, business functions, etc. In addition, any updates must be tested and personnel trained
accordingly. Biannually the Crisis Assessment Team as defined in the DCIRP and Team Leaders from the
BURT will meet to formally review and confirm any revisions to the plan. Plan changes will be
documented in the Plan Revision section, and ITS will be responsible for distributing updated plan
documents. The Chief Information Officer (CIO) will provide an annual status report on continuity
planning to the Executive Steering Committee.
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B.1.5 Testing of Plan
Testing is an essential element in any preparedness plan. Partial tests of individual components and
specific teams will be conducted on a regular basis. A comprehensive test of our recovery facilities and
continuity capabilities will be conducted in conjunction with the testing of the DCIRP as outlined in that
document.
B.1.6 Logistics
The CMT is authorized to invoke the BCP and mobilize the BURTS. Upon notification by phone, email,
or other method by the CMT, BURT Leaders will assemble in the Lobby of the Administration Building
to assess their individual situations, determine the necessity of alternate worksites, and begin deployment
of individual unit plans. In the event that the Administration Building is not accessible, the primary
alternate site will be the ITS Building (Primary EOC) and the secondary alternate site will be the
Convocation Center (1st Alternate EOC).
Each Team Leader will initiate their respective calling tree and notify team members of when and where
to report, assess transportation needs and provide the CMT via phone, email, or face-to-face
communication with a status of employee welfare/availability within 2 hours. If BURTS will require
alternate work locations, the logistics team in conjunction with Facilities Management will begin
assemblage and transport of required equipment, supplies, etc. to the alternate worksite, and the CMT will
be apprised of the alternate sites. ITS staff will be notified by the CMT of alternate sites for purposes of
deploying communications services as rapidly as possible. ITS (using the State contract with Dell) will
order necessary personal computers for alternate site operations.
B.1.7 Recovery Matrix
As part of the DCIRP, a matrix of critical functions for the various business units (as identified in the
table below) was prepared and each function categorized according to its recovery time objective. For
purposes of this plan, each function is addressed by BURTS under two scenarios: (I) the incident has not
impacted the physical location but IT services are unavailable and (II) the incident will require physical
relocation of staff in addition to loss of IT services.
BURT Critical Business Function
Finance
Procurement & Travel Services
Disbursement
Treasury/Cashiering
Financial Reporting/Financial Reconciliations/Payment of Long-term Debt
Sponsored Programs Accounting
Banner/Technical Support
Payroll Processing Payroll
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BURT Critical Business Function
Student
Registration of Students
Printing of Transcripts
Faculty Grading
Access of Student Data – Recruiters
Process Applications “Processors”
COD Processing, Loan Processing, Financial Aid Disbursement, CWS
Processing, ISIR Loads, Award Letters
Processing Student Accounts
Campus Card Center
B.1.7.1 Procurement & Travel Services
Primary Owner: Director of Procurement Services
Primary Location: Procurement & Travel Office
Alternate Location: Convocation Center
Required Resources Quantity/Specifications
Staff 8
Physical space required Present office space
Desks 8
Chairs 8
Telephones 8
Faxes 1
PCs 8
Printers 3
Calculators 8
Data None
Special forms
Forms for purchase orders
Bids
Transaction logs
TA’s TR1’s (produced on PC)
Procurement Manual Process
In emergency situations, rules regarding the formal bidding process may be suspended. Any waiver of
formal bidding rules (orders $25,000 or above and not on contract) must be granted by the Office of State
Procurement. If possible, three quotations (bids) are required on all purchases exceeding $5,000, but less
than $25,000, even under emergency rules. Necessary equipment can be “requisitioned” by phone or face-
to-face communications, but will need to be followed up by written request as soon as possible.
Appropriate account information (Fund, Organization, Account, and Program [FOAP]) will be required
from the requestor and data entered into a spreadsheet. The information will be used to produce a
purchase order form created in a Word document to be provided to vendors.
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Records of all manual purchase orders will be maintained in a centralized spreadsheet for entry into
Banner upon restoration of services.
Travel Manual Process
Payment of TR1’s or Request for Travel Advances must include proper documentation in addition to the
required signatures.
Records of all manual TR1’s and Travel Advances will be maintained in a centralized spreadsheet for
entry into Banner upon restoration of services.
B.1.7.2 Disbursement
Primary Owner: Project Program Manager
Primary Location: AP Office
Alternate Location: Convocation Center
Required Resources Quantity/Specifications
Staff 6
Physical space required Present office space
Desks 6
Chairs 6
Telephones 6
Faxes 1
PCs 6
Printers 6
Calculators 6
Data Hardcopy of past and present year vouchers
Special forms Blank check stock
Copier 1 large volume copier
Manual Process
Direct Pay Invoices: Payment request of invoices should include proper documentation, authority to
pay, and FOAP to be charged. Attach a check request form to each invoice. Form includes proper
signatures and FOAP. The task will be the responsibility of an Administrative Analyst and two Fiscal
Support Specialist positions.
Purchase Order Invoices: Payments made against purchase orders.
Receiving document submitted by departments when items received from vendors. Document
will be matched against invoice for payment. Purchase order form will be sent to AP by
purchasing. One Fiscal Support Specialist will review receiving document and compare items
received to purchase order and match to vendor invoice.
Receiving person will file and maintain receivers awaiting invoices, invoices awaiting receivers,
and purchase orders awaiting receivers and invoices.
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Receiving document matched to purchase order and invoice. Processed as a direct pay invoice.
Payment of Direct Pay Invoices and RT-1 Invoices:
Notify Liberty Bank that ASU is writing manual checks.
Positive pay arrangements will be suspended.
Manual authorized signature will be required on check.
Assistant Controller will be responsible for manually writing checks.
Copy of check will be attached to check request form, receiving form, invoice, and purchase
order.
Banner records required: Data maintained as described in financial reporting section below.
B.1.7.3 Treasury/Cashiering
Primary Owner: Treasurer
Primary Location: Student Union Building
Alternate Location: Convocation Center
Required Resources Quantity/Specifications
Staff 6
Physical space required Equivalent office space with secure cash
repository
Desks 6
Chairs 6
Telephones 3
Faxes 1
PCs 6
Printers 2
Calculators 6
Copier 1
Filing cabinets 2
Data Accounts Receivable list
Special Forms Receipt book
Cash box
Manual Process
A spreadsheet containing student balances will be saved to an external drive each week. Students making
payment will be manually processed and given paper receipt. A record of all transactions will be
maintained in a spreadsheet.
Should the incident occur prior to charges being applied for a semester, the spreadsheet prepared by the
Registrar’s Office for registration will be used to estimate charges.
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B.1.7.4 Financial Reporting/Financial Reconciliations/Payment of Long-term Debt
Primary Owner: Controller
Primary Location: Administration Building
Alternate Location: Convocation Center
Required Resources Quantity/Specifications
Staff 1
Physical space required Equivalent office space
Desks 1
Chairs 1
Telephones 1
Faxes 1
PCs
1
Internet
Banner
Microsoft Office
Discoverer
Eprint
Prior year data
Prior year reconciliations
Shared drives
Printers 1
Calculators 1
Data
Historical data saved on shared drive
Personal data saved on external hard
drives
Manual Process
Financial Reporting (External): Financial Reporting data (annual report, Arkansas Department of
Higher Education [ADHE] reports, Integrated Postsecondary Education Data System [IPEDS]) should be
retained by either saving to a shared drive, retaining a backup on an external hard drive, or both.
Depending on the type of disaster and time of year; financial reporting deadlines may be difficult to meet.
The agency requesting the report should be made aware of the disaster and of any delay in meeting
reporting deadlines.
Financial Reconciliation and Periodic Reporting (Internal): Financial Reconciliation data (bank
reconciliations, State treasury reconciliations, monthly reports) should be retained by either saving to a
shared drive, retaining a backup on an external hard drive, or both. Any paper items that are required to
perform reconciliation should be scanned and saved on a shared drive, or external hard drive.
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Payment of Long-Term Debt: During any disaster, payment of long-term debt due must continue. The
lender should be contacted and informed of any disaster situation, and made aware of any possible delay
of payment. For payment to occur, the ability to wire funds to the lender (either through ASU or by
contacting the bank) must exist. The payment should then be recorded on Banner or recorded manually in
a spreadsheet if Banner is inaccessible during this time period.
B.1.7.5 Sponsored Programs Accounting
Primary Owner: Associate Controller
Primary Location: Arkansas Biosciences Institute (ABI) Building
Alternate Location: Convocation Center
Required Resources Quantity/Specifications
Staff 4
Physical space required TBD
Desks 4
Chairs 5
Telephones 4
Faxes 1
PCs
3
Internet access for accessing Federal
financing sites on ASU’s Federal grants
Printers 4
Calculators 3
Copier 1
Filing cabinets and general office supplies
Data
Eprint documents and internally scanned,
saved documents
Banner reports FRRGITD and
FGRTBAL, along with the current
invoices and scanned awards documents
that will be located on a jump drive in the
possession of each accountant in the
office that has been backed up on a
monthly basis
Contact lists for sponsoring agencies
Manual Process
Sponsored Programs is the primary contact and is responsible for invoicing all of our sponsored agencies.
Depending on the extent of the natural disaster, if research is hindered for an extended period of time, we
would need to have the capability to contact all of the sponsoring agencies for either termination and/or
extension, and late notice approval for the continuation of the grants and contracts ASU currently has. If
research is able to continue on campus, ASU will need to have procurement and accounts payable
functions to aid in keeping the researchers operating as contractually obligated.
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Additionally State scholarship funding would require capability to deposit funds into ASU’s campus bank
account and process refund checks to ADHE when directed by the financial aid office.
B.1.7.6 Banner/Technical Support
Primary Owner: Director of Banner/Technical Support
Primary Location: Administration Building
Alternate Location: Convocation Center
Required Resources Quantity/Specifications
Staff 4
Physical space required TBD
Desks 4
Chairs 4
Telephones 4
Faxes 1
PCs 4
Printers 4
Copier 1
Data
Internet
Banner
Microsoft Office
Discoverer
TOAD
Eprint
Security and Approval spreadsheets
saved to jump drive
Manual Process
All security requests will be suspended until network resources are available.
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B.1.7.7 Processing Payroll
Primary Owner: Associate Vice Chancellor for Finance
Primary Location: Administration Building
Alternate Location: Convocation Center
Required Resources Quantity/Specifications
Staff
2 from Payroll
2 human resources representatives for job
information and/or deductions assistance
1 from Budget
1 ITS programmer
Physical space required TBD
Desks 4
Chairs 4
Telephones 4
Faxes 1
PCs 2
Printers
2
1 regular
1 with Evisions software for check
processing
Data
Prior payroll file
Contact information for Internal Revenue
Service (IRS)
Social Security Administration
TIAA-CREF
Special forms Our blank check stock paper
Manual Process
If the BCP is invoked, Payroll would produce each payroll, Hourly, Semi-Monthly, and Faculty based on
prior payroll records. A printer with Evisions software and stock paper would be needed to electronically
reproduce checks. TIAA-CREF, SSA, IRS would be notified of the situation and deposits to SSA, TIAA-
CREF, Workers Compensation, etc. would be made by manually producing a check and sending through
the United States Postal Service.
With the approval of the Vice Chancellor of Finance or his representative, manual checks could be
written for hardship circumstances.
Should the outage extend to a second payroll cycle, the same procedure/file would be used to produce
checks.
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Copies of the checks will be printed to plain paper for recordkeeping purposes and for reconciliation to
the Banner system upon restoration of services.
B.1.7.8 Registration of Students
Primary Owner: Registrar
Primary Location: Student Union
Alternate Location: Library
Required Resources Quantity/Specifications
Staff 5 staff familiar with registration process and
academic programs
Physical space required Computer lab or office space
Desks 5
Chairs 10
Telephones 5
Faxes 1
PCs 5
Printers 2
Data
Historical student records (transcripts)
Web-based records desired but not
absolutely necessary
Special forms Registration forms
Manual Process
Registration occurs during select times of the academic semester. During pre-registration, the process
could be delayed or suspended if recovery of IT facilities is imminent prior to the beginning of the
semester. In the event of a disruption immediately prior to classes starting, manual procedures as
described below will be followed.
In order to be prepared for the manual registration of students, three times during each academic semester
the Office of the Registrar will download copies of the schedule to CDs: (1) at beginning of registration
period, (2) at the end of the initial registration period and (3) on the Friday prior to the first day of the
semester. In addition, a copy of the Bulletin will be saved on CD. Copies of these CDs will be maintained
in the Registrar’s Office, the IT building and in the Office of Academic Affairs and Research (AAR).
Assuming faculty is available and in consultation with AAR, staff will use the schedule from the previous
“like term” to create spreadsheets which will act as rosters for each class as circumstances permit.
Students will be enrolled provisionally in the classes and hard copies of class rosters can be produced for
faculty members.
Enrollment data will be entered into Banner upon restoration of services.
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B.1.7.9 Printing of Transcripts
Primary Owner: Registrar
Primary Location: Student Union
Alternate Location: Administration Building – Office of AAR
Required Resources Quantity/Specifications
Staff 1 trained in transcripts
Physical space required TBD
Desks
Chairs 1
Telephones 1
Faxes 1
PCs 2
Printers 2
Data Historical hardcopy transcripts
Web-based transcripts
Special forms
Transcript Request form
Request for Letter of Good Standing
form
Official Transcript paper
Signature Stamps and Seals
Manual Process
Although an integral function of the Registrar’s Office, most transcript requests are not of a nature to
require an official document immediately. The Registrar’s Office will prepare a letter stating that official
transcripts are currently unavailable and will be forwarded as soon as possible.
Should circumstances require preparation of an official document, ADHE records will be used to develop
a transcript.
Phone numbers and addresses of current resources for official transcript forms and official seals will be
maintained in the Registrar’s Office and AAR.
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B.1.7.10 Faculty Grading
Primary Owner: Registrar
Primary Location: Student Union
Alternate Location: Library
Required Resources Quantity/Specifications
Staff 3
Physical space required Computer lab or office space
Desks 3
Chairs 6
Telephones 3
Faxes 1
PCs 2
Printers 2
Data Web-based rosters with reported grades
Special forms
Forms suitable for hardcopy reporting of
grades
Change of grade forms
Request for incomplete form
Manual Process
Grading takes place only at the end of each academic semester. In the event of an outage that will overlap
that time period, grades will be recorded manually and subsequently entered into Banner upon restoration
of service.
In order to be prepared for the manual grading of students, three times during each academic semester the
Office of the Registrar will download copies of the schedule to CDs: (1) evening of census date (2) day
prior to beginning of midterm grading and (3) on the day prior to the first day of final exams. Copies of
these CD’s will be maintained in the Registrar’s Office, the IT building and in the Office of AAR.
Data from CDs will be used to prepare spreadsheets that can be printed and serve as roster/grade sheets to
be distributed to faculty.
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B.1.7.11 Access of Student Data “Recruiters”
Primary Owner: Director of Admissions
Primary Location: Student Union
Alternate Location: Convocation Center
Required Resources Quantity/Specifications
Staff 4
Physical space required TBD
Desks 4
Chairs 4
Telephones 4
Faxes 1
PCs 4
Printers 4
Data
Special forms
Manual Process
Functions of Undergraduate Admissions Office
Recruiters: Inform prospective students about ASU and guide students to apply for admission
Campus Tour
Facilitate encounter between student and potential professors
Answer questions
Provide literature for students to take with them about ASU, fields of study, etc.
Specific Work Functions for Managers:
Manager Specific Work Function
Director of
Admissions,
[insert title]
Lay groundwork with other Admissions Departments for partnering
situations to ensure ability of tracking, recruiting, and admitting students;
Dialogue with in town businesses as to their plan for securing information.
FEMA; Familiarity, possible contacts started.
Director of
Admissions,
[insert title]
Give office staff their specific job function.
Project Program
Specialist Retrieve and secure necessary data (e.g., student applications, status, etc.).
[insert title] Oversee recruiters, manage student concerns, publications.
Admissions Analyst
Supervisor
Oversee processors, maintain application processing, and continue
admissions efforts.
[insert title] Department contact, disperse information, secure necessary resources.
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B.1.7.12 Process Applications “Processors”
Primary Owner: Director of Admissions
Primary Location: Student Union
Alternate Location: Convocation Center
Required Resources Quantity/Specifications
Staff 5
Physical space required
Desks 5
Chairs 5
Telephones 5
Faxes 1
PCs 5
Printers 5
Data
Special forms
Manual Process
Function of Undergraduate Admissions Office:
Processors: Verify applications; help students meet requirements for admissions to ASU.
Verify information on application.
Request (letters, etc.) for any missing documents/necessary information.
Answer questions.
With internet connection, application data is available on-line from ASU’s application host. Information
downloaded will be saved to CD for loads to Banner upon service restoration. Students will be admitted
provisionally and admission status communicated to the Registrar’s Office, Student Accounts, and
Financial Aid via paper memo.
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B.1.7.13 COD Processing, Loan Processing, Financial Aid Disbursement, CWS Processing, ISIR
Loads, Award Letters
Primary Owner: Office of Financial Aid and Scholarships
Primary Location: Student Union
Alternate Location: Athletics Computer Lab
Required Resources Quantity/Specifications
Staff 10
Physical space required Computer Lab or office space
Desks 10
Chairs 14
Telephones 8
Faxes 1
PCs 10
Printers 2
Data
Weekly download of financial aid folder
on shared drive
Weekly download of Discoverer
workbook
Special requirements Internet access
Manual Process
Assuming availability of an internet service provider at the primary or alternate site, Financial Aid
processes can function in “stand alone” mode. Using EDE Express in conjunction with ASN (Advance
Solutions Network) will allow staff members to process Title 4 Aid, including receipt of ISIR’s,
verifications and packaging of aid.
Data downloaded and maintained on external hard drives (see above) will provide sufficient information
to determine a student’s eligibility for funds based on past disbursements. Guarantors and/or lenders can
be provided paper certifications by facsimile. Additionally, paper checks may be requested from
guarantors as circumstances dictate.
Award letters will be produced manually using current “merge template” and mailed as normal. Data on
all completed transactions will be maintained in spreadsheets for manual entry into Banner upon
restoration of service.
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B.1.7.14 Processing Student Accounts
Primary Owner: Student Account Services Program Specialist
Primary Location: Student Union
Alternate Location: Convocation Center
Required Resources Quantity/Specifications
Staff 4
Physical space required Computer lab or office space
Desks 4
Chairs 6
Telephones 4
Faxes 1
PCs 4
Printers 2
Data
Weekly download of student account
balances on shared drive
Weekly download of Discoverer
workbook
Special requirements Manual credit card processing
Manual Process
Based on manual registration processes (rosters maintained on spreadsheets) and archived previous
balances, an estimate of student account balances can be prepared. In consultation with the Financial Aid
Office, a statement can be prepared on a local PC, and data on charges and payments entered into
spreadsheets. Credit card payments can be processed using manual card imprint.
B.1.7.15 Campus Card Center
Primary Owner: Campus Card Manager
Primary Location: Student Union Building
Alternate Location: Convocation Center
Required Resources Quantity/Specifications
Staff 2
Physical space required Equivalent office space
Desks 2
Chairs 4
Telephones 2
Faxes Not required – can share resource with others if
needed
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Required Resources Quantity/Specifications
PCs
4
2 for cameras
2 for full time employees
Printers
4
2 for Identification (ID) Cards
2 for full time employees
Cameras 2
Screens 2
Calculators 2
Copier 2 – can share resource with others if needed
Filing cabinets 1
Data Registered students
Special forms ID application
Manual Process
Images saved to external drive each week. Deposits to Express Dollars, 15 for 60, etc. will be posted to
the Blackboard Transact System. Spreadsheet will be maintained of all transactions.
Before making IDs, registration will be verified with spreadsheet prepared by the Registrar’s Office.
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B.2 Mutual Aid Agreements and Memorandums of Understanding
B.2.1 Purpose
The purpose of the Mutual Aid Agreements and Memorandums of Understanding Annex is to provide an
effective and systematic means for ASU to request and implement ASU MMAs/MOUs.
B.2.2 Situation
An emergency or disaster can occur at any time, and dependent on the situation, may exceed the resources
of ASU. The ASU Campus Emergency Services Coordinator will take the lead in requesting and
activating MMAs/MOUs during emergencies and disasters. If the resource needs exceed the capabilities
of ASU, resource requests will be made to the appropriate agency.
B.2.3 Assumptions
An incident may cause an immediate demand for resources that exceed ASU capabilities.
Resource needs may exceed the capacities of the City of Jonesboro and Craighead County.
MMAs/MOUs may not be executed based on circumstances of resource owners.
Initial emergency management response will, to the maximum extent possible, be by the ASU
personnel. Should there be an occurrence(s) that affects only the ASU campus, emergency
operations will take place under ASU’s direction and control.
B.2.4 Concept of Operations
If the resources within ASU campus become overwhelmed and expended, the University will rely on the
resources and capabilities of the City of Jonesboro and Craighead County, and may also activate
MAAs/MOUs. Other sources of assistance may come from the private sector, non-governmental
organizations, volunteer organizations active in a disaster, and as needed, from other governmental
departments/agencies. Copies of existing MAAs/MOUs are kept on file in the Procurement Services
Office and updated each year.
Requests for any additional assistance such as resource augmentation of manpower, equipment, and
materials will be made by the Campus Emergency Services Coordinator to city and county agencies.
Should there be an occurrence that affects the ASU campus, as well as the City of Jonesboro or Craighead
County, emergency operations will take place under each jurisdiction’s direction and control with the
county wide agency coordinating the operation and resources for all affected areas.
If necessary, the Craighead County OEM may activate the County EOC to coordinate resource requests
and support the incident.
In the event the city and county resources become overwhelmed, the Craighead County OEM will notify
the Craighead County Judge and coordinate the request for additional resources.
The County Judge/County Emergency Management Coordinator will contact the Arkansas Department of
Emergency Management (ADEM) to make an emergency or disaster declaration for the County, and to
request necessary State resources.
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B.2.4.1 State Assistance
Before State assistance can be rendered, the Campus Emergency Services Coordinator will notify the
Craighead County OEM. If it is determined that resources have been overwhelmed and local resources are
expended, the Craighead County Judge may declare an emergency and request State assistance to protect
the lives and health of citizens.
The State of Arkansas endorses a statewide credentialing process that emulates the NIMS credentialing
process. For the purpose of NIMS, credentialing is the administrative process for validating personnel
qualifications and providing authorization to perform specific functions and to have specific access to an
incident. ASU supports this statewide credentialing process as presented in the State of Arkansas,
statewide Credentialing - Concept of Operations.
The State Emergency Operations Center (SEOC) located in North Little Rock, Arkansas is activated as
necessary to support local EOCs. The SEOC is the physical location where State coordination occurs.
For more information on the SEOC and the Arkansas Comprehensive Emergency Management Plan
(ARCEMP), please refer to
http://www.adem.arkansas.gov/ADEM/Divisions/Preparedness/Planning/Documents/2012_Arkansas_Co
mprehensive_Emergency_Management_Plan.pdf.
B.2.4.2 Private Sector Coordination
The Campus Emergency Services Coordinator can request emergency assistance from the private sector.
The private sector may consist of the following:
Private owners of critical infrastructure (either a facility that could be impacted by a disaster or
used as a resource).
A response organization (e.g., private ambulance services, environmental clean-up services).
A regulated or responsible party (owner operators of certain regulated facilities may have
responsibility under law to prepare for and prevent incidents from occurring).
A local emergency organization member.
The private sector has the responsibility to:
Plan for personal and business disaster preparedness, mitigation, response, and recovery.
Have knowledge of local emergency response plans and procedures.
Provide assistance as requested by the Campus Emergency Services Coordinator.
B.2.5 ASU’s Established MAAs and MOUs
Facilities Management has established MAAs with the following entities to provide assistance with debris
removal in the event of a disaster resulting in copious amounts of debris:
Meadows Construction
Waste Corporation of Arkansas
Williams Tree Service
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The UPD has received verbal agreements that the following departments would provide mutual aid to the
University as needed:
Craighead County Sheriff’s Department
Jonesboro Police Department
Arkansas State Police
Procurement has the following MAAs on file:
Arkansas Industrial Electric Supply
Barton’s of Jonesboro
Bennett Material Handling
Best Petroleum Plus, Inc.
Bluff City Electronics
C&I Electrical Supply
Cardinal Supplies
Clean Solutions
Ditta Door
Jonesboro Communications
Jonesboro Institutional Supply, Inc.
Jonesboro Paper & Chemical
Lone Star – Star Transportation
Lowes
Northeast Arkansas Fire Protection
Northeast Arkansas Glass
Pepsi Americas
Storehouse
TEC
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Annex C: Hazard-Specific
C.1 Airplane Crash
C.1.1 Purpose
The purpose of the Aircraft Crash/Rescue response guidance is to provide an effective and systematic
means for the University to assess and respond to aircraft crash related hazards.
C.1.2 Situation
The Jonesboro Municipal Airport is approximately 2 miles southeast of ASU. This airport is a city-owned
public-use airport, and is mostly used for general aviation. An aircraft crash could occur on or about the
University; such as disaster would likely cause damage or endanger lives at the University.
C.1.3 Assumptions
An aircraft crash will require the aid of Jonesboro fire and police departments.
In the event of an aircraft crash, University officials will base their response on lifesaving efforts
and gaining accountability of all personnel on campus.
Response will require coordination, communication, and collaboration from University, local,
State, and Federal officials in the response and recovery efforts.
The University will not assume incident command at any time; local fire, Emergency Medical
Services (EMS), and police will coordinate with State and Federal agencies to determine incident
command. The University will be available to assist in the response efforts that do not hinder
lifesaving measures.
C.1.4 Concept of Operations
Mitigation
Mitigation Activities Complete
Identify an Airplane Crash hazard within the University’s Hazard Mitigation Plan, and
identify mitigation efforts pertaining to an airplane crash.
Preparedness
Preparedness Activities Complete
University officials should ensure that staff members are familiar with their appropriate
roles and responses for an aircraft accident.
Develop and conduct exercises to test appropriate responses to an aircraft accident.
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Response
Response Activities Complete
Establish communications.
Upon notification of an aircraft crash, University officials should dial 911 and
then inform the Campus Emergency Services Coordinator of the emergency.
Establish command and control.
Gain situational awareness.
If the crash has occurred on campus the impacted area should be evacuated in
order to protect those in the area.
University police should cordon off the area until fire and EMS can arrive on scene.
Determine the course of action students and personnel impacted by the incident should
take.
ASU personnel shall take appropriate action to ensure that all students,
personnel, and visitors remain safe while the emergency situation is being
corrected.
University emergency management officials should coordinate with Craighead County
Emergency Management to acquire additional resources that are needed.
The determination of opening shelter and reunification areas should be determined by
University officials.
University officials should prepare to work with State and Federal officials on
developing a press release to share information regarding the incident.
Do not discuss details of emergency with members of a media, direct them to PIO.
Develop Public Information Plans to release information accordingly.
Recovery
Recovery Activities Complete
Conduct a damage assessment of University property.
Take pictures of any damages to University property and inform Facilities Management.
Maintain accurate records for the incident.
Provide mental health services/information.
Remove debris in coordination with State and Federal officials.
Conduct a hot wash and lessons learned to identify additional mitigation activities or
updates for this Plan.
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C.2 Criminal Activity
C.2.1 Purpose
The purpose of the Criminal Activity response guidance is to provide an effective and systematic means
for the University to assess and respond to criminal activity that could pose as a threat, injury, or damage
to the University community.
C.2.2 Situation
Criminal activity such as threat of harm, burglary, larceny (theft), use of alcohol/narcotics, or assault is
most likely to occur on campus. Bombs Threats/Terrorism is less likely to occur than general criminal
activities, but must be planned for as they could have a significant impact to the ASU community.
C.2.3 Assumptions
In the event of an incident threatening the ASU community, property, or infrastructure, the UPD
will respond with available resources and also determine additional resource requirements to
effectively manage the incident.
The UPD will provide communication resources in support of emergency operation needs.
Most campus demonstrations are peaceful, but can get out of control quickly; they can become
violent and turn into a riot.
Violence on campus can take many forms and may include use of deadly weapons such as in
hostage situations or an active shooter. Advance warning of the violence is unlikely.
C.2.4 Concept of Operations
Mitigation
Mitigation Activities Complete
Work with UPD to identify security vulnerabilities on campus and develop a plan to
minimize susceptibility to criminal activity.
Develop a building floor plan for each facility and ensure UPD and local law
enforcement can get access to copies.
Take photographs of buildings and critical resources; maintain records.
Minimize number of entrance areas into University venues and implement security
measures for events held at the venues.
Install surveillance cameras near entrance and exit ways of buildings and critical
resources.
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Preparedness
Preparedness Activities Complete
Officers should familiarize themselves with University buildings and grounds during
field training and routine patrol.
Educate University students and personnel on basic procedures for responding to
identified threats, crime in progress, and crimes that have already occurred.
Conduct periodic checks to ensure all emergency call boxes are operational.
Conduct exercises periodically to test response actions for threats of harm/criminal
activities.
Keep a Bomb Threat Checklist (see Appendix D.3 Bomb Threat Checklist) accessible
at all University phones.
Response
Threat of Harm/Criminal Activity – In General
Response Activities Complete
Do not threaten your safety or safety of others in attempt to deter a crime – Never put
yourself in a dangerous situation.
Move away from the vicinity of incident.
Call 911 immediately to report a crime in progress or if you suspect criminal activity
that may be life threatening. Call UPD at 2093 for non-emergencies.
Assist law enforcement response efforts as requested; this typically includes providing
information (answering questions, providing maps/blueprints, access to video footage,
etc.) and providing accessibility to secured/locked locations.
Do not report any information related to a criminal activity to the media. Any inquiry
for information by media sources will be directed to contact ASU’s Communications
Office.
Do not disturb the scene of any crime.
Disturbance – Demonstration
Response Activities Complete
In the event one or more people begin to protest an issue, or make verbal remarks
publically that disturb normal operations, call UPD at 2093.
Do not overreact; most demonstrations are peaceful. However, peaceful protest can
quickly turn into a riot/civil unrest; informing police early can mitigate the situation.
Secure documents and equipment.
Avoid provoking or obstructing demonstrators; carry on normal activities if possible.
In the event a riot/civil unrest occurs indoors, evacuate buildings using established
evacuation routes.
In the event a riot/civil unrest occurs outside and you are inside, move away from doors
or windows and stay inside; if you are outdoors, move away from the vicinity of the
incident.
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Bomb Threats
Response Activities Complete
Most bomb threats are received by telephone, although some may be made via email or
letter.
Remain calm and gather as much information as possible (refer to Appendix D.3 Bomb
Threat Checklist).
Call UPD at 911 immediately.
Notify your supervisor and department head.
Do not touch suspicious/unfamiliar objects.
If the bomb threat is made by note or mail, stop handling the letter/package.
Do not use radios or walkie-talkies after receiving a bomb threat, as electronic devices
can activate bombs.
For academic and administrative buildings, you must pull the fire alarm immediately
upon receiving the bomb threat.
Building evacuation:
All building evacuations will occur when an alarm sounds continuously and/or
upon direction of the UPD or other emergency services personnel.
All faculty, staff, students, and visitors will IMMEDIATELY evacuate the
building. Information regarding the nature of the emergency will be provided
once occupants are outside. (Evacuate at least 300 feet away from the facility.)
Move quickly to the nearest marked exit and alert others to do the same.
Assist individuals with access and functional needs – DO NOT use elevators.
UPD will conduct a search and announce “All Clear”.
Do not return to the building until “All Clear” is given.
Upon arrival of the police:
Cooperate fully with the police and provide them with as much information as
possible.
You may be asked to make a quick search of those areas in your office,
classroom, lab, or residence hall room with which you are most familiar.
If you should spot a suspicious object or package, report it to authorities
immediately. Under no circumstances should you touch it, tamper with it, or
move it in any way.
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Explosion
Response Activities Complete
Sound fire alarm.
Evacuate building (DO NOT use elevators).
Assist individuals with access and functional needs to evacuate.
Notify the UPD.
Do not re-enter building until “All Clear”.
Active Shooter
If you hear gunshots in or around your building or when an order to “Lockdown” has been given by the
UPD, take the following actions:
Response Activities Complete
If outdoors, seek the closest available structure to take cover (e.g., large trees, brick
walls, mail boxes, etc.).
If indoors, proceed (or remain) to the nearest room or office.
Do not sound the fire alarm. A fire alarm would signal the occupants to evacuate the
building and thus place them in potential harm as they attempt to exit.
Close, lock, and barricade doors.
Cover the door windows, do not try to “see what’s happening”, and turn off lights and
audio equipment (silence cell phones).
Take adequate cover or protection, i.e. concrete walls, thick desk, filing cabinets. (Cover
may protect you from bullets.)
Remain calm and out of sight.
Keep quiet and act as if no one is in the room.
Place signs in exterior window to identify the location of injured persons.
Keep classrooms secure until police personnel arrive and give you directions.
Attempts to rescue people should only be attempted if it can be accomplished without
further endangering the persons inside a secured area.
Consider the safety of masses vs. the safety of a few.
If doubt exists for the safety of the individuals inside the room, the area should remain
secured.
Contacting the authorities (call only if safe to do so):
Dial 9-911 from on-campus phone.
Dial 911 from off-campus or cell phone.
Dial 870-972-2093 to contact the UPD.
Email [email protected].
Be aware that the 911 system may be overwhelmed during a time of crisis.
Program the UPD phone number into your cell phone or consider e-mail as an
option. E-mail may be an option when unable to speak.
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Response Activities Complete
Report:
Your specific location: building name and office/room number.
Number of people at your specific location.
Injuries: number injured and types of injuries.
Assailant(s): location, number of suspects, race/gender, clothing description,
physical features, type of weapons (long gun or hand gun), backpack, shooters
identity if known, separate explosions from gunfire, etc.
Hostage Situation
Response Activities Complete
Immediately evacuate the building, using the established evacuation route.
Take no action to intervene.
Call UPD at 911. Provide as much accurate information as possible, and if it is safe to
do so, stay on the line with the dispatcher.
If you are taken hostage, do not attempt to fight back.
Make mental notes of the captor’s characteristics.
If kidnapped, make mental notes of the captor(s) characteristics, any associated
vehicles, surrounding sights, sounds, smells, and possible escape avenues.
Terrorist Threats/Terrorism
Response Activities Complete
Toxic/Irritant Gas:
Immediately vacate the building using established evacuation routes.
Call UPD at 911.
Account for all building occupants upon arrival at the Emergency Evacuation
Check Point.
Infectious Agents:
Do not move or handle the material. Immediately vacate the building using the
established evacuation route.
Call UPD at 911.
Account for all building occupants upon arrival to the Emergency Evacuation
Check Point.
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Recovery
Recovery Activities Complete
University personnel and students are to work with law enforcement on criminal
investigation/follow-up activities.
Provide mental health services/information.
Take pictures of any damages to University property and inform Facilities Management.
As necessary, conduct a hot wash and lessons learned to identify additional mitigation
activities or updates for this Plan.
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C.3 Drought and Extreme Heat
C.3.1 Purpose
The purpose of the Drought and Extreme Heat response guidance is to provide an effective and systematic
means for the University to assess and respond to drought and extreme heat conditions.
C.3.2 Situation
Drought occurs during a period of abnormally dry weather and can cause increased likeliness of fire.
Extreme heat is often associated with conditions that lead to drought. Extreme heat may also lead to heat
stress in the ASU community. Extreme heat can cause excessive drain on power supplies, electronic
equipment, and can cause chemical canisters to explode.
C.3.3 Assumptions
Local preparedness, community action, and cooperation will be keys to coping with a water
shortage.
ASU will cooperate fully with water conservation recommendations made by the City of
Jonesboro and/or Craighead County.
C.3.4 Concept of Operations
Mitigation
Mitigation Activities Complete
To the extent as possible, electronic equipment (especially telecommunications
equipment) should be located in cool environments.
Chemical containers should be stored in areas within temperature ranges as identified on
the Material Safety Data Sheets (MSDS).
Preparedness
Preparedness Activities Complete
Personnel should be educated on the signs and symptoms of heat related injuries.
Impose burn bans during times of extreme dryness.
Ensure personnel have adequate shelter and work rest cycles.
Conduct public awareness activities to educate people on campus of the dangers of
extreme heat and drought.
Ensure work scheduling is developed to encourage majority of work in non-peak heat
hours of the day.
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Response
Response Activities Complete
Establish communications.
The Campus Emergency Services Coordinator should establish communication
with applicable local, State, and Federal agencies to monitor the status of the
drought and extreme heat conditions.
Gain situational awareness.
Situational awareness must come from on-scene reports from first responders.
Information such as heat injuries, fires, water shortages, and agriculture issues
should be communicated to the Campus Emergency Services Coordinator.
Monitor weather alerts and drought conditions for up to date information.
Determine the course of action students and personnel impacted by the incident should
take.
ASU personnel shall take appropriate action to ensure that all students,
personnel, and visitors remain safe while the emergency situation is being
corrected.
Encourage consumption of fluids.
Ensure athletic teams are following guidance on work rest cycles and holding practice
session in off hours of the day. Monitor athletes health for heat related issues.
Establish cooling centers on campus.
During signs of dehydration, heat stress, or other medical condition, reference Annex
C.8 Medical Emergency.
Report suspected heat related injuries to ASU Environmental Health & Safety
for tracking.
Coordinate with ASU Health Services to encourage heat-related illness training across
ASU campuses.
Assist in identifying and resolving conflicts that may arise when water availability is
diminished by drought. Coordinate available water resource to potentially fill unmet
needs.
If a chemical container explodes, reference Annex C.7 Hazardous Materials.
If a grass-land fire were to occur due to drought conditions, reference Annex C.5 Fire.
Recovery
Recovery Activities Complete
Coordinate with local and State health departments for medical related issues.
Provide mental health services/information.
As necessary conduct a hot wash and lessons learned to identify additional mitigation
activities or updates for this Plan.
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C.4 Earthquakes
C.4.1 Purpose
The purpose of the Earthquake response guidance is to provide an effective and systematic means for the
University to assess and respond to the conditions that follow an earthquake.
C.4.2 Situation
An earthquake is a shaking or trembling of the earth’s crust, caused by the breaking and shifting of rock
beneath the surface or underground volcanic forces. A major earthquake will cause shaking of the earth or
building; this shaking may begin as a gentle rocking motion or as violent jolt. While scientists are able to
measure the amount of energy that is building beneath the earth’s surface, they are not able to predict
exactly when an earthquake will occur. Therefore, earthquakes are unpredictable and can strike without
warning. They can range in intensity from slight tremors to great shocks and can last from a few seconds
to as long as five minutes. Earthquakes can either occur by themselves or in a series over a period of
several days, or even months. However, they are almost always accompanied by aftershocks, which can
be equally as damaging as the quakes that they follow.
The New Madrid fault runs from Cairo, Illinois to Marked Tree, Arkansas and it is a very active area of
seismic events. The strongest earthquakes on the North American continent occurred in this area over a
three-month period from 1811-1812. The AGS reported 21 earthquakes in counties in the New Madrid
Seismic Zone (NMSZ) in northeast Arkansas during 2010, including one in Craighead County. For 2011,
the AGS reports a total of 17 NMSZ events.
C.4.3 Assumptions
The State of Arkansas is vulnerable to a significant threat of damage from earthquakes in the
NMSZ that could affect the entire State.
Earthquakes may occur in areas where faults have not yet been identified and could result in
damage to property and injuries to people. Typical damage could be buildings destroyed,
infrastructure disrupted, and landslides on steep slopes.
A major earthquake would create extraordinary requirements for EMS.
Injuries serious enough to require hospitalization are estimated to be about four times greater than
fatalities.
Business and industry may not be prepared for adequate response to an earthquake. Businesses
that rely on computer-based systems are particularly vulnerable.
In the event rubble and debris resulting from an earthquake prevent access to the affected area for
a prolonged time, helicopters may be necessary to bring rescue teams in and remove casualties
from the area.
Food supply lines could break down.
The first few hours following an earthquake are critical in saving the lives of people trapped in
collapsed buildings. Therefore, the use of local resources during the initial response period will be
essential until State and Federal support is available.
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It may be several hours before personnel and equipment can be mobilized and initial teams
deployed to affected areas. Therefore, State and local resources will be relied upon heavily in the
period immediately following the earthquake.
The earthquakes and aftershocks may trigger one or more secondary events such as landslides,
release of hazardous materials, dam failure or flooding, and transportation disturbances.
C.4.4 Concept of Operations
Mitigation
Mitigation Activities Complete
Continue to identify structural and non-structural mitigation projects (reference ASU’s
Seismic Risk Evaluation).
Assess hazards across campus (e.g., fasten shelves securely to walls, place
larger/heavier objects on lower shelves, brace overhead light fixtures, etc.).
Inspect buildings for structural defects.
Preparedness
Preparedness Activities Complete
Earthquakes are no notice events; the best preparedness actions are to educate
personnel, students, and visitors on what to do in the event of an earthquake.
Conduct earthquake drills throughout campus.
Conduct/participate in earthquake exercises.
Response
During an Earthquake
Response Activities Complete
Stay as safe as possible during an earthquake. Be aware that some earthquakes are
actually foreshocks and a larger earthquake might occur. Minimize your movements to a
few steps to a nearby safe place and if you are indoors, stay there until the shaking has
stopped and you are sure exiting is safe.
If you are indoors:
Seek refuge in a doorway or under a desk or table. DROP to the ground; take
COVER by getting under a sturdy table or other piece of furniture; and HOLD
ON until the shaking stops. If there isn’t a table or desk near you, cover your
face and head with your arms and crouch in an inside corner of the building.
Use a doorway for shelter only if it is in close proximity to you and if you know
it is a strongly supported, load-bearing doorway.
Stay away from glass, windows, shelving, outside doors and walls, anything that
could fall, such as lighting fixtures or furniture, and heavy equipment.
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Stay inside until the shaking stops and it is safe to go outside. Research has
shown that most injuries occur when people inside buildings attempt to move to
a different location inside the building or try to leave.
If you are outdoors:
Stay there.
Move away from building, streetlights, utility wires, and utility poles. Avoid
downed utility lines.
Once in the open, stay there until the shaking stops. The greatest danger exists
directly outside buildings, at exits and alongside exterior walls. Ground
movement during an earthquake is seldom the direct cause of death or injury.
Most earthquake-related casualties result from collapsing walls, flying glass,
and falling objects.
If you are in a moving vehicle:
Stop as quickly as safety permits and stay in the vehicle. Avoid stopping near or
under buildings, trees, overpasses, and utility poles and wires.
Proceed cautiously once the earthquake has stopped. Avoid roads, bridges, or
ramps that might have been damaged by the earthquake.
Do NOT use elevators.
Following an Earthquake
Response Activities Complete
Evacuate buildings, do NOT use elevators, and assemble in designated area (if safe to do
so).
Do not re-enter buildings due to danger of aftershocks.
Stay away from buildings.
Do not use your vehicle unless there is an emergency and do not block streets as a
pedestrian or with your car; streets must remain open for emergency vehicles.
Assist individuals with access and functional needs and any injured.
Facilities Management will shut off gas and electricity.
Notify the Campus Emergency Services Coordinator of any injuries sustained along
with name, address, phone number, and hospital where transported to.
If you are trapped under debris:
Do not light a match or lighter.
Do not move about or kick up dust.
Cover your mouth with a handkerchief or clothing.
Tap on a pipe or wall so rescuers can locate you. Use a whistle if one is
available. Shout only as a last resort. Shouting can cause you to inhale
dangerous amounts of dust.
Be careful when opening doors and watch for falling debris or objects.
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If persons are injured, cannot be accounted for, or if you know someone who is trapped
in the building, call UPD.
To expedite rescue and emergency services, a sign should be posted on the front of the
building denoting if all of the occupants got out or if people are trapped in the building.
If people are trapped note the time, date, number of victims and their last known
locations on the sign.
Check for injuries but do not move seriously injured people unless the danger in the area
is greater than their injuries (reference Annex C.8 Medical Emergency).
A significant earthquake will affect the entire city and county. You may have to fend for
yourself and your co-workers for a long time. Render whatever aid you can provide but
remember you are responsible for your personal safety.
Use telephones only to report emergencies.
Be prepared for aftershocks and to take cover again. Aftershocks are usually smaller but
may create additional damage.
Recovery
Recovery Activities Complete
Expect aftershocks. These secondary shockwaves are usually less violent than the main
quake but can be strong enough to do additional damage to weakened structures and can
occur in the first hours, days, weeks, or even months after the quake.
Listen to a battery-operated radio or television. Listen for the latest emergency
information.
Use the telephone only for emergency calls.
Open cabinets cautiously. Beware of objects that can fall off shelves.
Stay away from damaged areas unless police, fire, or relief organizations have
specifically requested your assistance. Return only when authorities say it is safe.
Help injured or trapped persons. Do not move seriously injured persons unless they are
in immediate danger of further injury. Call for help.
The ASU Main campus may require special assistance. The ASU Farm has equipment
that will be valuable in the response effort.
Leave the area if you smell gas or fumes from other chemicals.
Clean up spilled medicines, bleaches, gasoline, or other flammable liquids immediately
(see Annex C.7 Hazardous Materials).
Conduct rapid damage assessment of facilities, utilities, and equipment.
Provide mental health services/information.
Conduct a hot wash and discuss lessons learned to identify additional mitigation
activities or updates for the Plan.
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C.5 Fire
C.5.1 Purpose
The purpose of the Fire response guidance is to provide an effective and systematic means for the
University to assess and respond to a fire on the University property.
C.5.2 Situation
Each year, more than 4,000 Americans die and more than 25,000 are injured in fires, many of which
could be prevented. Direct property loss due to fires is estimated at $8.6 billion annually.
Fires can be intentionally started, or initiated by several other hazards such as drought, lightning,
earthquakes, and hazardous materials spills. Grass fires can also be caused by people and vehicles. Grassy
areas adjacent to University facilities pose a threat during the dry summer months.
ASU does not have the ability to fight a fire beyond automatic sprinkler systems or first response
measures such as portable fire extinguishers. ASU is within the City of Jonesboro Fire Department’s
jurisdiction.
C.5.3 Assumptions
Fire personnel will assume the role of incident command upon arriving on scene.
The University will provide MSDSs to the appropriate fire department. These MSDSs will also
be posted in each building.
University personnel have limited capability for containing fires.
Depending on the severity of the fire and locations involved, multiple alarms may be required.
If arson is suspected, investigation will be conducted by trained personnel.
C.5.4 Concept of Operations
Mitigation
Mitigation Activities Complete
Conduct Public Awareness Campaign around campus to educate on fire hazards.
Coordinate with local fire department to inspect buildings for potential fire hazards.
Preparedness
Preparedness Activities Complete
Conduct routine tests/checks on fire equipment (e.g., alarms, sprinklers, extinguishers)
as specified by local/State code and maintain records.
Develop and conduct fire extinguisher training.
Continue to ensure all facilities and infrastructure follows required Fire Code
Regulations, standards, and best practices of recognized local, State, and Federal
agencies.
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Preparedness Activities Complete
Maintain evacuation plans for all University buildings and rooms.
Conduct fire evacuation drills.
Identify rally points for campus buildings.
Conduct periodic checks to ensure relevant signage for evacuation, extinguisher use,
etc. remains in facilities.
Response
Response Activities Complete
If fire, smoke, or an explosion occurs in a building, activate the nearest fire pull station.
Evacuate and close doors (DO NOT lock), use evacuation routes, and assemble
in designated area; at least 300 feet away from a building.
Call 9-911 immediately.
If anyone has become incapacitated, call 9-911.
If personnel are not trained as a fire fighter, do not let them near the site of the fire!
If trained, and can do so safely, control the fire/contain the fire.
If possible, safely stop the fire (e.g., use fire extinguisher, turn on sprinklers
manually if they have not started themselves).
Do what you can to keep the fire from spreading (e.g., apply water, use fire
extinguisher.)
If the fire is too big for one person to control and extinguish, call 911 or the
local emergency number.
Assist individuals with access and functional needs – do NOT use elevators.
Do not return to the building until cleared by the Fire or Police Departments.
Notify the Campus Emergency Services Coordinator.
Notify Facilities Management and Environmental Health & Safety.
Notify UPD.
Ensure all personnel, students, and visitors are accounted for.
If arson is suspected, notify Arkansas State Fire Marshal’s Office or Arkansas State
Police.
Recovery
Recovery Activities Complete
Provide assistance to those who may be without wallets, purses, keys, or cell phones.
Find temporary alternative accommodations if needed.
Conduct a damage assessment of facilities, utilities, and equipment.
Maintain accurate records for the incident.
Take pictures of any damages to University property and inform Facilities Management.
Provide mental health services/information.
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Recovery Activities Complete
Remove debris.
As necessary, conduct a hot wash and lessons learned to identify additional mitigation
activities or updates for this Plan.
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C.6 Flooding
C.6.1 Purpose
The purpose of the Flooding response guidance is to provide an effective and systematic means for the
University to assess and respond to flooding related hazards such as high water, river erosion, dam
failure, and debris. Flooding is one of the most common and most costly disasters. Preparing for flood
situations can minimize injury or death, and speed the recovery process.
C.6.2 Situation
Floods are one of the leading causes of death from natural disasters in the United States. On average,
more than 300,000 people are driven from their homes by floods, 200 flood-related fatalities occur, and
$6 billion in total flood damages are sustained each year. Flood situations are variable. The impact can be
local, affecting a neighborhood or community, or very large, affecting entire river basins and multiple
States. Some floods develop slowly – allowing time to prepare and evacuate. Others (e.g., flash floods)
can develop quickly, even within a few minutes and without any visible signs of rain.
For Arkansas, since 1957, 33 of the 58 FEMA declared disaster events have involved flooding. The State
averages over 100 flooding events every year with approximately one major event each year. Craighead
County is at risk of flash flooding; all flash floods that have been recorded for the county are illustrated in
Appendix B.4 Flood Maps. In April 1997, severe storms and heavy rains caused considerable flooding
throughout the State; this event was declared a Federal disaster for Craighead County. Additionally, on
February 4, 2010, a severe storms and flooding Federal disaster was made for 25 counties in the State, of
which Craighead County was included. The boundaries map is available in Appendix B.4 Flood Maps.
C.6.3 Assumptions
Flooding can happen during any month of the year.
Flooding can occur very rapidly depending on a number of variables.
Flooding, could hinder transportation in/out of the ASU campus.
Evacuations may be necessary due to risk of flooding.
Some areas are more prone to flooding.
Response to floods is a very dynamic response which will incorporate many response agencies.
C.6.4 Concept of Operations
Mitigation
Mitigation Activities Complete
Identify flood plain areas near campus.
Develop Hazard Mitigation Plan based upon current flood zones.
Keep electrical components and equipment above projected flood levels.
Secure important documents in a flood proof safe or keep in areas that are not reachable
by floods.
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Preparedness
Preparedness Activities Complete
Maintain current flood plain maps.
Conduct Public Awareness campaigns on the dangers of flood waters.
Provide personnel and students training on flood response.
Conduct or participate in flood related exercises.
Monitor local weather forecasts.
Identify if the City of Jonesboro is under an evacuation order.
Response
Response Activities Complete
Maintain accountability of personnel, students, and visitors.
Open building doors and windows at least 2 inches to equalize pressure and help
prevent building from shifting.
If possible, move portable electric equipment to dry location.
If the city is under an evacuation, inform personnel and students to evacuate.
If the city is not under an evacuation order, monitor for any flooding across campus
(roads, buildings, etc.).
Block off flooded roads on campus and provide traffic control as needed.
Evacuate campus buildings if flooding occurs in building; get personnel and students to
higher ground.
Open shelters for displaced students.
If evacuated, only return to the location after officials have declared the area or building
to be safe.
Recovery
Recovery Activities Complete
Assess the situation (stay clear/report downed power lines, dangerous materials,
damaged gas lines, etc.).
Take pictures of any damages to University property and inform Facilities Management.
Provide mental health services/information.
As necessary, conduct a hot wash and lessons learned to identify additional mitigation
activities or updates for this Plan.
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C.7 Hazardous Materials
C.7.1 Purpose
The purpose of the Hazardous Materials response guidance is to provide an effective and systematic
means for the University to assess and respond to a hazardous materials spill.
C.7.2 Situation
Hazardous Material: Any substance harmful or injurious to human and animal life, the environment,
and/or public or private property.
Chemical: Toxic, corrosive, or injurious substance because of inherent chemical properties and
including, but not limited to, such items as petroleum products, paints, plastics, acids, gases,
caustics, industrial chemicals, poisons, solvents, pesticides, and mineral fibers.
Radiological: Any radioactive substance emitting ionizing radiation at a level that could produce
a health hazard. Radiopharmaceuticals, industrial radiographic equipment, and uranium products
involved in transportation accidents and nuclear weaponry are a few sources of radiological
hazardous materials.
Biological: Micro-organisms or associated products which may cause disease in humans,
animals, or economic crops, and includes pathogenic wastes from medical institutions,
slaughterhouses, poultry processing plants, etc.
Explosive: Material capable of releasing energy with blast effect immediately upon activation;
the released energy usually damages or destroys objects in close proximity to the blast; may
produce shrapnel or other projectiles caused by explosives.
Etiological: Infectious materials. Substances that contain disease producing micro-organisms,
including bacterial viruses and biological preparations of pathogenic organisms affecting humans,
animal life, and plants.
A hazardous materials accident can occur virtually anywhere within Arkansas. Hazardous materials (e.g.,
chemical, radiological, biological, and explosive) are transported and used throughout Arkansas via
railways, pipelines, waterways, and air daily, so virtually any area is considered vulnerable to an accident.
ASU has both a major highway (Highway 49), and railways (Burlington Northern/Santa Fe and Georgia
Pacific) running through and around the ASU campus. In addition to these two modes of transportation,
the Jonesboro Municipal Airport runs adjacent to the ASU Farm. The overlapping of one or more of these
modes of transportation within an area increases the risk of a hazmat event occurring.
ASU operates a number of research or working laboratories which use a variety of chemical and
biological substances.
ASU has a radioactive materials license for use by academic and research groups. Radioactive
contamination of personnel and equipment is possible in the event of an accident.
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C.7.3 Assumptions
Emergency services personnel will be trained in hazardous materials control and they will carry
emergency response guidebooks and instructions to help control possible incidents in their
vehicles.
The University will provide MSDSs to the appropriate fire department. These MSDSs will also
be posted in each building.
Fire services has only limited capability for initial spill/release containment.
Fire services does not have the capability or responsibility for cleanup of any spills/releases.
The Jonesboro Fire Department Hazardous Materials Team has the training and equipment to
respond to a hazardous materials incident and to perform decontamination.
Two hospitals in Jonesboro have the capability to perform decontamination.
C.7.4 Concept of Operations
Mitigation
Mitigation Activities Complete
Limit storage areas to the minimum needed to discourage storing unneeded hazardous
materials.
Store hazardous materials in a secure area:
Keep hazardous materials in locked, weather proof storage areas. Make sure
these areas are well lit.
Post a sign indicating the storage area contains hazardous materials. The sign
should also include at least two emergency contact numbers.
Keep storage areas dry and well ventilated; keep it from freezing and extreme
high temperatures.
Store hazardous materials above ground level to prevent moisture problems
(rusting or disintegration).
Locate storage areas at a safe site that will not be subjected to flooding.
Store hazardous materials in their original containers.
Keep containers tightly closed and clearly labeled.
If labels become worn or damaged, re-label the container with its contents or
discard the hazardous materials.
Do not store hazardous materials in damaged containers.
Post copies of MSDSs near the hazardous materials storage area; keep an additional set
in a separate location.
Post signs with hazardous materials spill response procedures.
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Preparedness
Preparedness Activities Complete
Create and maintain a list of all locations where hazardous materials is stored on
campus.
All personnel with duties to work with hazardous personnel shall receive proper training
for handling the material.
Use original or appropriate containers to store and transport chemicals.
Maintain maximum possible awareness of hazardous materials through or adjacent to
the University.
Encourage first responders to become familiar with where chemicals are stored on
campus.
Handlers should always read packaging labels for proper use, handling, and actions in
case of spills prior to chemical use.
Clean equipment frequently, especially before switching to a new chemical/mixture of
chemicals.
Inspect equipment frequently for damages that could cause a leak; keep a record of
inspections and repairs.
Visually inspect hazardous materials storage area(s) regularly for signs of tampering or
illegal activity; report any missing sources immediately.
Conduct periodic exercises involving a hazardous materials release to test response
activities.
Expose of hazardous materials properly; do not generate multi-hazardous waste
(combinations of radioactive, biological, and chemical waste).
Maintain inventory on PPE and clean up materials; ensure supply is available and
unexpired (e.g., breathing apparatus).
Ensure rapid access to hazmat responder equipment (e.g. PPE) and facilities
(decontamination shower).
Wear appropriate PPE when handling hazardous materials.
Response
If personnel have not been trained in hazmat response do not let them near the site of the spill!
If it is a small quantity (i.e. laboratory quantities) spill, spill kits are available from Environmental Health
& Safety. If it is a large quantity (i.e. drums, tanks, pipes) chemical leak, notify UPD, Facility
Management, and Environmental Health & Safety.
Chemical spills not immediately dangerous to life or health
Response Activities Complete
Alert people in the immediate area of the spill and evacuate the area; set up barriers to
keep people (and animals) out.
If in a building, close the door upon evacuating, but do not lock it.
Immediately notify responsible department.
If trained and familiar with the hazard, follow the 3 C’s: Caution, Control/Contain, and
Clean up.
Do not expose yourself unnecessarily to chemicals. Avoid breathing vapors from spill.
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Response Activities Complete
Avoid situations where you may become trapped.
Wear PPE, such as splash goggles, rubber gloves, boots, long sleeves, long pants, lab
coats; use additional PPE as instructed by the label.
Approach the spill from a safe direction (e.g., upwind/ upstream).
Avoid spills that are reacting (hissing, bubbling, smoking, gassing, and/or burning).
If possible, safely stop the spill (e.g., place a leaking container in a larger container,
close a valve), immediately!
Do what you can to keep the spill from spreading (e.g., apply absorbent material, place
sandbags around the area, dig a trench to contain fluid).
Bag cleanup material and label it with the Hazardous Waste label and call
Environmental Health & Safety for a pick-up.
Clean spill area with water.
Stay with the spill site until someone relieves you.
Chemical spills immediately dangerous to life or health
Response Activities Complete
Immediately notify all building occupants or those in the area which the spill has
occurred.
Pull fire alarm if necessary.
Immediately notify Environmental Health & Safety, Facilities Management, and UPD.
Ensure the heating, ventilation, and air conditioning (HVAC) for the building is shut
down – Call Facilities Management if needed.
The Facilities Management Department will turn off all main air handlers and
exhaust systems.
Evacuate the area; assist individuals with access and functional needs to evacuate.
Do not use elevators. Elevators can become stuck when air handlers are turned off.
Set up barriers to keep people out; meet in designated area.
Account for all occupants of the building/area.
Radiation Spills
Response Activities Complete
Immediately notify individuals in the immediate area of the spill.
Confine the spill immediately.
Have all potential contaminated individuals stay in one area until they have been
monitored and shown to be free of contamination. Spreading of radiation beyond the
spill area can easily occur by the movement.
Notify Radiation Safety Officer, Environmental Health & Safety, and UPD.
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Shelter-in-Place
In some instances, the best action may be to Shelter-in-Place during an accidental or intentional release of
hazardous chemical or biological agents in the area.
Response Activities Complete
The UPD and local emergency services are to use every means available (email, ASU
website (http://www.astate.edu), telephone, KASU and local radio and television
stations, and the Campus Outdoor Warning System) to advise the University
Community of imminent dangers.
Ensure the HVAC for the building is shut down – Call Facilities Management if needed.
The Facilities Management Department will turn off all main air handlers and
exhaust systems.
Do not use the elevators. Elevators can become stuck when air handlers are turned off.
Seek shelter on floors above ground level and in the interior part of the building, in an
area with the least amount of windows and doors.
After everyone has settled, use material such as plastic and tape to seal doorways.
Use phones only for an emergency. Overuse of phones, including cellular, can
overburden the system and delay emergency calls.
Wait for further instructions from the UPD or other emergency personnel.
Once the emergency is over you will be instructed to evacuate the building until
it has been properly ventilated for any remaining hazards.
In case of exposure
Response Activities Complete
If chemicals get into your eyes, follow emergency directions on the label. Flush eyes
with water for 10-15 minutes and get medical attention.
If you accidently swallow the chemical or become ill shortly after use, call your health
care provider or get medical attention immediately! Take the chemical label with you.
If a chemical gets on your skin:
Immediately remove all contaminated clothing.
Wash the exposed area for 15 minutes, including hair, with generous amounts
of water and soap.
Put on fresh, clean clothes.
See your healthcare provider immediately.
If anyone has become incapacitated, call 9-911.
Notify UPD, Facilities Management, and Environmental Health & Safety.
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Recovery
Recovery Activities Complete
Do not re-enter a building or area until an “All Clear” is provided.
Work with Arkansas Department of Environmental Quality and Environmental
Protection Agency as required to return area to normal.
Clean, repair, and/or replace response equipment.
Take pictures of any damages to University property and inform Facilities Management.
Maintain accurate records.
Provide mental health services/information.
As necessary, conduct a hot wash and lessons learned to identify additional mitigation
activities or updates for this Plan.
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C.8 Medical Emergency
C.8.1 Purpose
The purpose of the Medical Emergency response guidance is to provide an effective and systematic
means for the University to assess and respond to an emergency medical situation that affects one or more
ASU community members.
C.8.2 Situation
A medical emergency can occur at any time, and dependent on the situation, may involve one individual
to a mass number of individuals.
In day-to-day operations, the Student Health Center administers health protection activities and provides
public health services to students enrolled at ASU and ASU extension campuses. As an official health
agency, this department is the administrative basis for emergency health services. Most emergency
situations can lead to public health problems. Depending on the nature of the incident, complications may
include communicable diseases, sanitation problems, contamination of food and water, and community
mental problems.
Jonesboro has potential facilities for establishing triage, clearing stations or treatment centers, and shelter
areas during major disasters. As resources are available, two accredited hospital facilities in the City of
Jonesboro (St. Bernard’s Medical Center and NEA Baptist Memorial Hospital) can assist ASU
community members with medical services. Various nursing homes, medical clinics, and other health care
agencies reside in the city of Jonesboro and surrounding Craighead County area and are potential
facilities for establishing triage, clearing stations, or treatment centers during major emergencies.
ASU is served by two private EMS companies (Medic One and Emerson Ambulance Service)
which coordinates emergency medical treatment. ASU law enforcement personnel have first aid and
Cardio-Pulmonary Resuscitation (CPR) training.
Disposition of deceased victims will be coordinated with the Craighead County Coroner’s Office. Proper
procedures will be followed in the event or if the situation requires augmentation of a temporary morgue.
C.8.3 Assumptions
An incident may cause an immediate demand for health services in excess of normal demand.
During and after a natural or man-caused disaster, various allied health professionals of the ASU
campus may provide the initial medical care for victims with minor injuries.
During major disaster situations, medical care and health protection operations will be
coordinated and supported by county, State, and/or Federal EOPs.
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C.8.4 Concept of Operations
Mitigation
Mitigation Activities Complete
Develop a plan/procedures for handling mass casualties.
Maintain current listing of response capabilities.
Maintain supplies and resources for victim tracking and disaster packs, tags, and logs.
Maintain current listing of resources.
Maintain medical equipment and provide routine maintenance and testing.
Obtain MOUs and maintain contact with all hospitals and support agencies.
Preparedness
Preparendess Activities Complete
Participate in annual emergency training activities and drills/ exercises as established by
ASU’s Campus Emergency Services Coordinator
Members of the Health and Medical Emergency Management Team will participate and
conduct briefings and critiques after simulated or actual participation of a disaster
situation involving health and medical issues.
Provide technical assistance and communication to ASU’s EOC, other Coordinators,
and agencies as needed.
Identify Casualty Collection Points.
Conduct regular review of mass casualty plans and procedures.
Conduct mass casualty drills and exercises.
Communicate trending illnesses to local public health agencies.
Offer CPR and AED training courses to personnel and students.
Response
Response Activities Complete
Call 911 if any of the following is happening:
Unresponsive.
Difficulty breathing.
Chest pain.
Seizures.
Profuse bleeding.
When reporting a medical emergency, provide the following information:
Type of emergency
Location of the victim
Condition of the victim
Any dangerous conditions
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Response Activities Complete
Do NOT overreact. Most situations can be handled without calling an ambulance, but do
not hesitate to call an ambulance if condition merits. Additional help may be available
from the Student Health Center, Nursing Department, Environmental Health & Safety,
Health, Physical Education, and Sport Sciences Center, or the Athletic Trainer.
Gain situational awareness prior to assisting an injured. Do not jeopardize your own
safety.
Do not move a seriously injured person unless he or she is in a life-threatening situation
and you can do so safely. When in doubt, treat an emergency as life threatening.
Keep the injured person warm.
Render first-aid or CPR only if you have been trained.
Comfort the victim until emergency medical services arrive.
Designate a calm person to stand outside the building to flag down the ambulance, if
called.
If you are exposed to another person’s body fluids, wash the exposed area and contact
Environmental Health & Safety.
Should an employee become ill or injured, arising out of and in the course of their
employment, they are required to notify their direct supervisor. They are to seek medical
attention at the Student Health Center with the exception of extreme emergencies, then
call 911.
Stay at scene until police report has been completed (as applicable).
If students, employees, or visitors are injured, notify their emergency point of contact
and inform them of the incident and where the individual(s) has been taken.
Develop press release to be given to media (if required).
Recovery
Recovery Activities Complete
Medical care response, treatment, and final disposition (victim tracking) of all injured
victims will be continued as needed.
Compile and submit required reports.
Provide mental health services/information.
Conduct a hot wash and lessons learned to identify additional mitigation activities or
updates for this Plan.
Seek reimbursement for supplies used in actual emergency operations or a drill.
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C.9 Pandemic Influenza
C.9.1 Purpose
The purpose of the Pandemic Influenza response guidance is to provide an effective and systematic means
for ASU to assess and respond to a Pandemic Influenza outbreak.
C.9.2 Situation
A pandemic is a global disease outbreak. It is determined by how the disease spreads not how many
deaths it causes. When a new influenza A virus emerges, a flu pandemic can occur. Because the virus is
new, the human population has little to no immunity against it. The virus spreads quickly from person-to-
person worldwide.
Influenza (the flu) is a contagious respiratory illness caused by influenza viruses. It can cause mild to
severe illness, and at times can lead to death. Some people, such as older people, young children, and
people with certain health conditions, are at high risk for serious flu complications. The best way to
prevent the flu is by getting vaccinated each year. Pandemic Influenza differs from Seasonal Flu in the
following ways;
Pandemic Flu Seasonal Flu
Rarely happens (three times in 20th century) Happens annually and usually peaks in January or
February
People have little or no immunity because they
have no previous exposure to the virus
Usually some immunity built up from previous
exposure
Healthy people may be at increased risk for
serious complications
Usually only people at high risk, not healthy
adults, are at risk of serious complications
Health care providers and hospitals may be
overwhelmed
Health care providers and hospitals can usually
meet public and patient needs
Vaccine probably would not be available in the
early stages of a pandemic Vaccine available for annual flu season
Effective antivirals may be in limited supply Adequate supplies of antivirals are usually
available
Number of deaths could be high (The United
States death toll during the 1918 pandemic was
approximately 675,000)
Seasonal flu-associated deaths in the United
States over 30 years ending in 2007 have ranged
from about 3,000 per season to about 49,000 per
season.
Symptoms may be more severe Symptoms include fever, cough, runny nose, and
muscle pain May cause major impact on the general public,
such as widespread travel restrictions and school
or business closings
Usually causes minor impact on the general
public, some schools may close and sick people
are encouraged to stay home Potential for severe impact on domestic and
world economy Manageable impact on domestic and world
economy
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C.9.3 Assumptions
Susceptibility to pandemic influenza virus will be universal.
Some persons will become infected but not develop clinically significant symptoms.
Asymptomatic persons or minimally symptomatic individuals can transmit infection and develop
immunity to subsequent infection.
The typical incubation period (interval between infection and onset of symptoms) for influenza is
approximately 2 days.
A Pandemic Influenza will rapidly spread throughout campus based on the close proximity of
individuals to one another.
A Pandemic Influenza may disrupt normal business operations as key personnel may miss work.
In the event of a wide spread pandemic, individuals may need to be isolated or quarantined.
Epidemics will last 6 to 8 weeks in affected communities.
The Student Health Center may not have the capabilities to respond to a Pandemic Influenza
Outbreak.
Response will require coordination, communication, and collaboration from University, local,
State, and Federal officials in the response and recovery efforts.
C.9.4 Concept of Operations
The ASU Pandemic Influenza Response Plan is based upon three levels of response. Each level coincides
with current situational awareness of the spread of pandemic influenza. Level 1 is determined by
confirmed cases of human to human transmission of influenza. Level 2 is determined by suspected cases
on campus or suspected/confirmed cases in Jonesboro area. Level 3 is determined by confirmed case(s)
on campus. During a level 3 response only essential personnel are required to report to campus.
Mitigation
Mitigation Activities Complete
Consider social distancing strategies to reduce contact between people
Develop teleworking opportunities for non-essential staff.
Establish policies for employee and student sick leave absences unique to pandemic
influenza (e.g., non-punitive, liberal leave).
Consider rescheduling non-essential meetings and University functions.
Procure, store and provide sufficient and accessible infection prevention supplies (e.g.,
soap, alcohol based hand hygiene products, tissues, and receptacles for their disposal).
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Preparedness
Preparedness Activities Complete
Delineate accountability and responsibility as well as resources for key stakeholders
engaged in planning and executing specific components of the operational plan. Assure
that the plan includes timelines, deliverables, and performance measures.
Work with State and local public health and other local authorities to identify legal
authority, decision makers, trigger points, and thresholds to institute community
containment measures such as closing (and re-opening) the University. Identify and
review the University’s legal responsibilities and authorities for executing infection
control measures, including case identification, reporting information about ill students
and employees, isolation, movement restriction, and provision of healthcare on campus.
Work with the local health department to discuss an operational plan for surge capacity
for healthcare and other mental health and social services to meet the needs of the
University and community during and after a pandemic.
Test the linkages between the University’s ICS and the ICS of the local and/or State
health department and the State’s higher education agency.
Implement infection control policies and procedures that help limit the spread of
influenza on campus (e.g. promotion of hand hygiene, cough/sneeze etiquette). (See
Infection Control www.cdc.gov/flu/pandemic/healthprofessional.htm). Make good
hygiene a habit now in order to help protect employees and students from many
infectious diseases such as influenza. Encourage students and staff to get annual
influenza vaccine (www.cdc.gov/flu/protect/preventing.htm).
Response – Level 1
Position Response Activities Complete
Assessment Team
(Selected ASU Disaster
Operations Team members
to include Environmental
Health & Safety, Health and
Medical Division/Group
Leadership & University
Police)
Bring in Coordinator of the Regional Center for Disaster
Preparedness Education as IC.
Monitor situation.
Contact Media Relations.
Bring in Housing/Dining for quarantine planning.
Essential personnel receive fit test & training on
respiratory protection from Environmental Health &
Safety.
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Position Response Activities Complete
Incident Commander
Coordinator of Regional
Center for Disaster
Preparedness
Communicate with Craighead County Health
Department and OEM regarding preliminary planning
and surveillance (monitor absenteeism of faculty,
students, and staff as well as patients seen in student
health).
Communicate and benchmark other college Health
Services and Environmental Health & Safety
Departments.
Alert Health & Medical Division/Group team leadership.
Establish communication with deans regarding status of
preparedness.
Update emergency action plan with Assessment Team &
Health & Medical Division/Group leadership as situation
evolves.
Issue communication(s) to campus community regarding
status of disease spread, self-protection and University
response (e-mail, website, town meetings).
University Police
The Regional Center for Disaster Preparedness
Education trains dispatchers, security, and police on
pandemic flu.
Alert Student Health Center if encountering individual(s)
with flu-like symptoms.
Essential personnel receive fit test and training on
respiratory protection from Environmental Health &
Safety.
Facilities Management
Identify building ventilations systems.
Essential personnel receive fit test and training on
respiratory protection from Environmental Health &
Safety.
Environmental Health &
Safety
Assess respiratory protection plan and resources.
Contract with hazardous material company for
professional cleanup.
Train and fit essential personnel for respirators.
Chancellor’s Office
Health & Medical
Division/Group
Receive information from IC.
Review content of internal and external public
information bulletins and announcements. Work with
Media Relations to select appropriate University
spokesperson(s) for media reporting.
Identify essential personnel.
Essential personnel receive fit test and training on
respiratory protection from Environmental Health &
Safety.
Consider restricting movement on and off campus for
activities/athletic events.
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Position Response Activities Complete
Chancellor’s Office
Executive
Management
Based on World Health Organization, Centers for
Disease Control and/or the ADH recommendations,
University recommends campus community be notified
of and abide by any travel restrictions.
Receive fit test and training on respiratory protection
from Environmental Health & Safety.
Media Relations Draft internal and external bulletins and announcements,
with the Assessment Team Coordinator.
Emergency Coordinators Not applicable.
Resident Assistants
Regional Center for Disaster Preparedness Education in
conjunction with Student Health trains Resident
Assistants on pandemic flu.
Notify Student Health if suspected cases are
encountered.
Refer all suspect cases to Student Health.
Essential personnel receive fit test and training on
respiratory protection from Environmental Health &
Safety.
Parking Not applicable.
Residence Life & Food
Services
Enact planning for quarantine of students:
Health Center trains essential personnel on risks
and response.
Identify potential rooms and/or buildings to be
used for quarantined students. Update by
semester based on current occupancy.
Notify current occupants in spaces that will be
needed of the potential or need for them to
move.
Ensure emergency response menu is planned for
various degrees of need.
Stockpile additional food stuffs and water.
Ensure food delivery process is planned and
delivery supplies are on hand.
Essential personnel receive fit test and training
on respiratory protection from Environmental
Health & Safety.
Risk Management
Participate in planning meetings:
Obtain minutes of or attend planning meetings.
Identify potential liability issues for students,
faculty and staff.
In concert with public health practices, suggest
solutions to identified liability issues.
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Position Response Activities Complete
Student Health Center
Post an entry door notification for patients with the
influenza profile and who have traveled to (or have been
visited by persons from) effected countries to put on a
mask prior to entering student health and immediately
notify the receptionist of their status.
Identify an isolated exam room.
Maintain standard precautions.
Obtain necessary respiratory protection equipment and
have in place.
In conjunction with the Regional Training Center for
Disaster Preparedness Education provide in-service
training for pandemic flu.
Follow State and County protocol for patient testing.
Monitor Health Care workers.
Essential personnel receive fit test and training on
respiratory protection from Environmental Health &
Safety.
Policy on transporting individual to hospitals (no
transport without Craighead County OEM approval).
Telecommunications
In collaboration with the assessment team, determine
routing of phone calls related to flu.
In collaboration with media relations identify most
efficient method for phone tree and other
communications regarding the flu.
Identify necessary equipment/supplies to support
required telecommunications for the event.
Identify back-up systems for telecommunications.
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Position Response Activities Complete
Student Affairs & Hall
Directors
Regional Center for Disaster Preparedness Education in
collaboration with the Student Health Center provides
pandemic flu training to:
Office International Education (OIE)
Counseling Services
Hall Directors
Resident Assistants
Other offices within the Division
OIE monitors student travelers entering from effected
regions and assists with communication to international
students and their families.
OIE formulates and rehearses plan to address
needs/support for graduate and commuter students.
Hall Directors – Formulate and rehearse plan to address
needs/support for undergraduates.
Student Life – Formulate and rehearse plan to address
needs/support for Greek organizations.
Identify division personnel available for telephone
support work.
Receive fit test and training on respiratory protection
from Environmental Health & Safety.
Human Resources
Monitor faculty & staff travelers entering from effected
regions.
Prepare a call-off policy.
Identify personnel available for telephone support work.
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Response – Level 2 (in addition to Level 1 actions)
Position Response Activities Complete
Assessment Team
(Selected ASU Disaster
Operations Team members
to include Environmental
Health & Safety, Health and
Medical Division/Group
Leadership & University
Police)
Same as Level 1.
Incident Commander
Coordinator of Regional
Center for Disaster
Preparedness
Notify Craighead County Health Department.
Notify Student Affairs and Counseling Center.
Notify Housing & Dining on number of potential
contacts that may require isolation.
Ongoing communications with campus community
regarding signs/symptoms, protocol for referral of
suspected cases.
Initiate poster, e-mail campaign on self- protection.
University Police
Implement policy on transporting individual to hospitals
(all transport approved through Craighead County
OEM).
Facilities Management Same as Level 1.
Environmental Health &
Safety Arrange for additional medical waste pickups.
Chancellor’s Office
Health & Medical
Division/Group
Advise Executive Management on response options.
Activate EOC.
Daily briefings.
Chancellor’s Office
Executive
Management
Evaluate information on institutional effects of the
incident and set response priorities as appropriate.
Media Relations
Appoint liaison to interface with the Health & Medical
Group/Division.
Write and record bulletins and updates on the
University’s Emergency Information Hotlines.
Write scripts for phone tree with approval from Health &
Medical Division/Group.
Request to campus that students, faculty, and staff
(including their families) report all flu cases to the IC.
Emergency Coordinators Remain available for further instructions.
Resident Assistants Stand by to assist as needed.
Parking Not applicable.
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Position Response Activities Complete
Residence Life & Food
Services
Enact plan for quarantine of students:
Set up Housing and Dining command center and
recall essential personnel.
Enact emergency phone contact tree.
Identify meal delivery need and method for
quarantined students.
Risk Management
Monitor University response:
Immediately notify assessment team and
incident commander of risk management
concerns.
Attend all planning meetings.
Student Health Center
Isolate and monitor suspected cases.
Identify contacts of suspected case.
Communicate with parents of suspected cases and
explain procedure.
Using guidelines specific to the outbreak, initiate
prophylaxis of contacts based on strength of patient
presentation.
Update IC.
Establish phone triage lines for Student Health Services
and the Counseling Center.
Telecommunications
Assist the IC and Media Relations in responding to
telephone enquiries regarding flu on campus.
Assist as requested in establishing phone triage lines for
Student Health and the Counseling Center.
Utilize back-up systems as necessary.
Student Affairs & Hall
Directors
Arrange for monitoring/delivery of medications, other
goods, and services to isolated cases.
Assist with relocation of students for quarantine.
Assist with telephone consultation and support.
Human Resources Same as Level 1.
Response – Level 3 (in addition to Level 2 actions)
Position Response Activities Complete
Assessment Team
(Selected ASU Disaster
Operations Team members
to include Environmental
Health & Safety, Health and
Medical Division/Group
Leadership & University
Police)
Maintain contact amongst Assessment team.
Advise Coordinator of Regional Center for Disaster
Preparedness Education to activate EOC.
Essential personnel receive N95 respirators from
Environmental Health & Safety.
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Position Response Activities Complete
Incident Commander
Coordinator of Regional
Center for Disaster
Preparedness
In consultation with Craighead County Health
Department, recommend temporary closure of specific
building(s) and suspension of specific student and
academic activities to administration.
Implement Emergency Action Plan with Assessment
Team & Health & Medical Division/Group Leadership.
Ensure that each Operations Group function is covered.
University Police
Secure buildings & post signage.
Assist Student Health Center.
Essential personnel receive N95 respirators from
Environmental Health & Safety.
Facilities Management
Stand by to shut off HVAC systems as directed by IC, if
necessary.
Essential personnel receive N95 respirators from
Environmental Health & Safety.
Environmental Health &
Safety
Assist with notification of Emergency Coordinators.
Assist Student Health Center.
Distribute N95 to essential personnel.
Chancellor’s Office
Health & Medical
Division/Group
Provide oversight for student, staff, & faculty
notifications if appropriate.
Receive N95 respirators from Environmental Health &
Safety.
Chancellor’s Office
Executive
Management
Authorize temporary suspension of classes or closure.
Essential personnel receive N95 respirators from
Environmental Health & Safety.
Media Relations
Organize phone banks, if necessary (phone banks can
refer callers to emergency services, take messages,
support rumor control).
Establish a Media Relations Center: coordinate press
releases, and manage news teams and interviews, etc.
Activate the emergency alert system.
Emergency Coordinators Same as Level 2.
Resident Assistants Receive N95 respirators from Environmental Health &
Safety.
Parking Clear Convocation Center or Athletic Parking lot for
medical staging area.
Residence Life & Food
Services
Activate plan from Level 2 to quarantine students in
conjunction with the guidance from Craighead County
Health Department.
Essential personnel receive N95 masks from
Environmental Health & Safety.
Risk Management
Prepare University response to risk management
concerns.
Assist Chancellor, Assessment Team, and IC in
responding to any legal or formal challenges
resulting from the execution of the plan.
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Position Response Activities Complete
Student Health Center
Isolation room in Student Health.
Locating people contacted by patient.
Arrange for screening of people who have had contact.
Arrange for counseling services.
Contact Coroner’s office if necessary.
Essential personnel receive respirators from
Environmental Health & Safety.
Telecommunications
Arrange for emergency telephone lines to be established
at EOC and quarantine areas.
Maintain emergency telephone lines until IC indicates
there is no longer a need.
Student Affairs & Hall
Directors
Identify student events where confirmed patients have
attended.
Residential staff assists Student Health.
Essential personnel receive N95 respirators
Environmental Health & Safety.
Human Resources Activate call-off policy.
Recovery
Recovery Activities Complete
Assess all physical, economic, and social impacts.
Prepare for next pandemic.
Address impacts from pandemic influenza related illness and deaths.
Consider mitigation impacts on staff’s lost income.
Assess insurance and business impacts.
Coordinate government and community support.
Maintain public and media relations.
Maintain accurate records for the incident.
Provide mental health services/information.
Conduct a hot wash and lessons learned to identify additional mitigation activities or
updates for this Plan.
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C.10 Thunderstorms/Tornadoes
C.10.1 Purpose
The purpose of the Tornadoes/Thunderstorms response guidance is to provide an effective and systematic
means for the University to assess and respond to storm related hazards such as high winds, lightning,
tornados, thunderstorms, and hailstorms.
C.10.2 Situation
Thunderstorms and lightning occur in every region of Arkansas. Thunderstorms are responsible for
significant structural damage to buildings, forest, and wildfires, downed power lines and trees, and flash
flooding. In Arkansas, an average of 168 severe storm events occur per year, along with 21 deaths, 215
injuries, and $50 million in property damage. Hail usually occurs during severe thunderstorms, which also
produce frequent lightning, flash flooding and strong winds, with the potential of tornados.
From 1996 through 2010, Arkansas averaged 60 tornado events per year; therefore, the probability that
Arkansas will experience a tornado event is “highly likely”. Craighead County has experienced two of the
ten most deadly tornadoes that have hit Arkansas, one occurring March 21, 1952 and the other on May
15, 1968. In the 1968 tornado, 34 deaths were reported for Craighead County; Jonesboro had reported
damages for an eight mile long and 200 yard wide damaged path.
C.10.3 Assumptions
Severe weather/tornadoes can transpire at any time.
Nothing can be done to prevent severe weather/tornadoes.
Strong winds, rain, hail, and lightning often will accompany severe weather.
Severe weather can uproot trees, blow down utility poles, and blow down buildings.
Lighting can strike causing fires, electrocution, and damage equipment.
Severe weather can last for several hours.
The extremely high winds, flying debris, as well as the wreckage left behind, can cause personal
injury or possibly death.
Tornadoes are unpredictable and can cause major damage and destruction in seconds.
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C.10.4 Concept of Operations
Mitigation
Mitigation Activities Complete
Assess hazards across campus (e.g., fasten shelves securely to walls, place
larger/heavier objects on lower shelves, brace overhead light fixtures, etc.).
Inspect buildings for structural defects on a routine basis.
Store NOAA Weather Alert Radios in key locations; maintain fresh batteries (if
required).
Post shelter in place and evacuation plans in high traffic areas of University buildings.
Preparedness
Preparedness Activities Complete
Educate University students and personnel on what to do in the event of severe
thunderstorm or tornado.
Conduct/Participate in a tornado exercise.
Check weather reports before planning activities.
Secure loose material on construction or maintenance sites on campus.
Develop an Incident Communication Plan with personnel and students.
Response
Severe Thunderstorm / Tornado Watch
A Severe Thunderstorm Watch means that severe weather is possible, but not imminent.
A Tornado Watch indicates that conditions are right for a tornado to develop and is possible in
the watch area.
Response Activities Complete
Proceed with normal activity, but continue to monitor weather-related reports. Listen to
the local radio stations (KASU 91.9 FM) and for the warning sirens to sound.
If the approaching severe watch is deemed to pose an immediate threat to the
area, the watch may be elevated to a severe thunderstorm or tornado warning.
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Severe Thunderstorm / Tornado Warning
A Severe Thunderstorm Warning is issued when severe weather has been reported or is being
indicated by Doppler radar. Warnings indicate imminent danger.
A Tornado Warning is issued when a tornado has been reported or is being indicated as possible
by Doppler radar. Outdoor warning sirens will be sounded.
Response Activities Complete
Move personnel and students to storm safe areas as warning sirens sound.
If possible, get inside a sturdy building. The safest place is an inside room on
the lowest floor.
Avoid long span buildings as these are often supported solely by the outside
walls and can be dangerous during severe weather situations.
If adequate shelter is not immediately available:
Lie flat in the nearest ditch or other low-lying area.
Cover your head and neck with your arms.
Stay away from trees.
Do not get under any vehicle, no matter what its size.
After moving to a safe location, listen to the radio for further alerts and updates, and
inform personnel.
Account for all personnel, students, and visitors.
Keep all personnel and students away from doors and windows. Watch for flying debris.
If there is time, move any large objects that could be a potential danger, out of the room.
Draw blinds and shades over windows to prevent glass from shattering into facilities (if
high winds break the windows).
Do NOT open windows. You won’t save buildings, as once thought, and may actually
make things worse by giving wind and rain a chance to get inside.
Avoid corded telephones and metal; telephone lines and metal pipes can conduct
electricity.
Do not allow anyone to leave a safe location until the storm has passed. A verbal “All
Clear” will be sounded by UPD.
Treat any injuries.
Call 911 if serious injury.
Notify EMS of any injury sustained.
If a power outage occurs, do not try to turn the power back on.
Call campus Facilities Management to assist.
If a natural gas or propane leak is smelled, vacate the area immediately.
Call the natural gas or propane provider and call campus Facilities
Management.
Ensure all controlled substances are locked in a secure location.
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Response Activities Complete
Immediately leave a badly damaged building and do not attempt to return to the
building unless directed to do so.
Do not attempt to turn utilities or equipment on or off.
Recovery
Recovery Activities Complete
Assess the situation; sharp objects, downed power lines, gas lines, etc. may be identified
in and out of buildings.
Conduct a rapid damage assessment of facilities, utilities, and equipment.
Maintain accurate records for the incident.
Take pictures of any damages to University property and inform Facilities Management.
Provide mental health services/information.
Remove debris.
Conduct a hot wash and lessons learned to identify additional mitigation activities or
updates for this Plan.
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C.11 Train Wreck/Derailment
C.11.1 Purpose
The purpose of the Train Wreck/Derailment response guidance is to provide an effective and systematic
means for the University to assess and respond to the conditions that follow a train wreck/derailment.
C.11.2 Situation
ASU has two railways (Burlington Northern/Santa Fe and Georgia Pacific) running through and around
the ASU campus (see Appendix B.5 Rail Map). The University is at risk for potentially incurring
injuries/death; especially if the train is transporting hazardous materials.
C.11.3 Assumptions
A train derailment on the University’s campus may tax the normal resources of local law
enforcement, campus officials, and fire personnel.
A train derailment could lead to traffic disruption, personal injuries, and possibly infrastructure
damage.
Any train derailment will require local emergency responders and support from State and local
governments.
Train derailment may include explosion, fire, asphyxiation, poisoning, flying metal, corrosion or
chemical reaction, and chemical or cold burns.
A train may be carrying hazardous materials, which may lead to campus evacuation and/or
student and personnel decontamination.
Depending on the contents of the railcars, hazardous materials or other response plans may need
to be implemented.
During the course of a derailment involving hazardous materials, wind shifts and other changes in
weather conditions may require evacuations..
A train derailment recovery operation could last several weeks depending on the extent of the
damage, and the contents of the railcars.
C.11.4 Concept of Operations
Mitigation
Mitigation Activities Complete
Create evacuation procedures for areas on campus that could be affected by a train
derailment.
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Preparedness
Preparedness Activities Complete
Identify Burlington Northern/Santa Fe and Georgia Pacific railroad company point of
contacts.
Coordinate with the Burlington Northern/Santa Fe and Georgia Pacific point of contacts
for potential training opportunities and to participate in derailment exercises.
Establish alternate transportation routes for the roads running near train tacks along
University property.
Response
Response Activities Complete
In the event of a railcar explosion, take cover immediately underneath or behind objects
that will give protection against falling materials and debris.
Report the incident to UPD by calling 911.
Stay away from the accident and treat the accident as a potentially hazardous site. Trains
often carry hazardous materials that could leak into the atmosphere. Additionally, diesel
fuel could leak from the train engine.
Determine if railcars are carrying hazardous materials.
If hazardous materials are present, a perimeter should be set up and all those inside of
perimeter should be evacuated and separated from other individuals for possible
decontamination.
If evacuation is ordered, follow the specific instructions of the emergency official about
where to gather after the evacuation.
If hazardous materials are spilled, depending on the substance, low lying areas
may not be safe and locations downwind (the area which wind is moving into)
could be fatal.
If contamination or injuries/fatalities occur, follow procedures as outlined in the Annex
C.7 Hazardous Materials and Annex C.8 Medical Emergency.
Recovery
Recovery Activities Complete
Assess the situation; sharp objects, downed power lines, etc. may be identified.
Maintain access control.
Adjust traffic control perimeters.
Conduct a rapid damage assessment of facilities and utilities.
Maintain accurate records for the incident.
Take pictures of any damages to University property and inform Facilities Management.
Provide mental health services/information.
Provide mental health services/information for victims and witnesses.
Remove debris.
Conduct a hot wash and lessons learned to identify additional mitigation activities or
updates for this Plan.
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C.12 Utility Failure
C.12.1 Purpose
The purpose of the Utility Failure response guidance is to provide an effective and systematic means for
the University to assess and respond to a utility failure that affects the ASU infrastructure.
C.12.2 Situation
A utility failure can occur as an outcome of another hazard or as a standalone event. A substantial
infrastructure failure could result in significant disruption and secondary health and safety issues. Basic
services, including electrical, water, natural gas, heat, telecommunications, and other information systems
may be interrupted.
Water supply contamination, deliberate or accidental, resulting in a lack of potable water could result in:
The inability to maintain safe working conditions
A high incidence of illness.
An electricity supply failure, e.g. substation fire cable break could lead to:
People trapped in elevators
Unsafe working conditions
Lack of lighting
Failure of security systems
Failure of IT systems
A telecommunications failure could result in:
Lack of access to the 911 system
Failure of automatic fire alarm systems
A gas leak should be treated as a hazardous substance emergency
A boiler heating system failure or distribution infrastructure break could cause:
Inability to maintain safe working conditions
Excessive amounts of hot water (115 degree)
C.12.3 Assumptions
The University may experience a utility failure from within campus only or during a city utility
failure.
Depending on the situation, utilities may be restored within hours or may take several
weeks/months.
Clean water is necessary to sustain life.
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C.12.4 Concept of Operations
Mitigation
Mitigation Activities Complete
Develop Utility Failure Hazard Mitigation Plan.
Check utility systems on campus routinely and identify any hazards (pipes, water
pressure, utility lines/trees, etc.).
Preparedness
Preparedness Activities Complete
Conduct regular maintenance on campus infrastructure.
Have emergency flashlights and fresh batteries within buildings.
Maintain accurate documents/maps locating all energy resource distribution systems on
campus including valves, meters, switch gear, etc.
Maintain accurate documents/maps locating all water lines and valves.
Maintain a list of emergency generators on campus.
Train and conduct exercises to include a utility failure on campus.
Response
Response Activities Complete
Determine the cause of failure. If it is related to infrastructure, consider evacuation of
building.
If smell of gas is present evacuate building immediately.
Call Facilities Management or contact UPD.
An emergency generator will power on to supply emergency lighting, but does not
supply power to the elevator. If someone is trapped in an elevator, call 911.
In any case, be prepared to give:
Building name
Floor number
Room number
Nature of problem
Person to contact or telephone extension
Remain in place until notified by the Building Coordinator to leave or the utility failure
is over. Emergency lighting is temporary and is not provided to continue building
operations.
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Recovery
Recovery Activities Complete
Do not re-enter a building or area until an “All Clear” is provided.
Take pictures of any damages to University property and inform Facilities Management.
Maintain accurate records for the incident.
Provide mental health services/information.
If needed, conduct a hot wash and lessons learned to identify additional mitigation
activities or updates for this Plan.
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C.13 Winter Storms
C.13.1 Purpose
The purpose of the Winter Storms response guidance is to provide an effective and systematic means for
the University to assess and respond to winter storm related hazards such as cold waves, snowfall, ice
storms, and blizzards.
C.13.2 Situation
Craighead County is identified as having a medium risk for winter weather. Jonesboro received two to
four inches of snow during the winter storm of 2000. However, an historic winter storm swept through
Arkansas on December 25, 2012 causing the NWS in North Little Rock, AR to issue its first ever blizzard
warning for counties in northeast Arkansas, including Craighead County. Snow totals of approximately 8
inches coupled with high winds caused the blizzard conditions and severely impacted travel.
Severe winter storms can have a tremendous impact on individuals, animals, and communities. Winter
storms can last for days. Accumulations of snow and ice can result in road closures or blockages –
isolating homes and farms for days. Roofs may collapse due to heavy weight burden, and knock trees and
power lines down resulting in power outages and subsequent loss of heat in homes. Dangerous driving
conditions can lead to travelers being stranded on the road. Prolonged exposure to low temperatures,
wind, or moisture can result in serious or life threatening conditions, such as frost bite or hypothermia.
Each year, dozens of Americans die due to cold-related illnesses with additional fatalities occurring from
vehicle accidents, fires following the misuse of heaters, and other winter weather fatalities (e.g., carbon
monoxide poisoning).
C.13.3 Assumptions
Extreme cold temperatures can occur; typically between December - February.
People are susceptible to cold weather injuries.
Fatalities can occur due to winter storms.
Depending on the degree of preparedness, even small amounts of snow or unexpected low
temperatures and wind can have devastating effects on businesses, and personal life.
Ice storms can break power lines, causing widespread blackouts.
Water supply may be compromised due to frozen pipes and potential pipe burst.
Large amounts of snow can lead to localized flooding when warmer temperatures melt the snow
in a short period of time.
Snow accumulation and/or heavy icicles can cause barn and building roof collapse.
C.13.4 Concept of Operations
Mitigation
Mitigation Activities Complete
Maintain supply of food and water for University personnel and students.
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Preparedness
Preparedness Activities Complete
Develop maintenance plan for infrastructure that may be needed during a winter storm.
Ensure that generators have fuel.
Maintain adequate amount of rock salt for use on sidewalks and steps.
Monitor weather forecasts and local regulations (e.g., road closures).
Monitor buildings for structure integrity.
Ensure warming facilities are available for University personnel and students.
Response
Response Activities Complete
The Chancellor will determine to maintain a normal schedule, delay the normal opening
time, or close the University until conditions are safer (see Appendix D.1 Declaration
of Campus Closure).
Notify personnel and students of delays, early dismissal, or University closing as soon
as possible.
Coordinate clearing of sidewalks and stairways on campus.
Coordinate roadways to be cleared to the extent possible, so that emergency vehicles
can access buildings.
Provide shelter if necessary for personnel and students.
Open warming shelters for those on campus to get out of winter storm elements.
Monitor ASU personnel, students, and visitors for cold weather related health
conditions; if it is suspected that a cold weather injury has occurred, seek medical
attention immediately.
Recovery
Recovery Activities Complete
Take pictures of any damages to University property and inform Facilities Management.
Maintain accurate records for the incident.
Provide mental health services/information.
As necessary, conduct a hot wash and lessons learned to identify additional mitigation
activities or updates for this Plan.
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Appendix A: Emergency Contact Lists
A.1 Key Emergency Contacts
Dial “9” first to secure an outside line if calling an external number from within the phone University
system.
Contact Phone Number(s)
Campus Emergency Services Coordinator/Safety Officer 870-972-2862
Emergency Medical Service – Ambulance 911 – Emergencies
Jonesboro Fire Department 911 – Emergencies
870-935-5551
Poison Control Center 800-222-1222
Police 911 – Emergencies
University Police Department 870-972-2093
Jonesboro Police Department 870-935-5553
Craighead County Sheriff’s Office 870-933-4551
Arkansas State Police Headquarters 501-618-8000
Arkansas State Police Troop C - Jonesboro 870-935-7302
A.2 ASU Emergency Contacts
Contact Phone Number(s)
Childhood Services 870-972-3055
Counseling Center 870-972-2318
Disability Services 870-972-3964
Environmental Health & Safety 870-972-2862
Facilities Management 870-972-2066
Human Resources 870-972-3454
Nursing Department 870-972-3074
Office of University Communications 870-972-3056
Public Information Officer 870-972-3633
Regional Center for Disaster Preparedness Education 870-680-8286
Resident Life 870-972-2042
Student Affairs 870-972-2048
Student Health Center 870-972-2054
University Switchboard 870-972-2100
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A.3 Additional Emergency Contacts
Dial “9” first to secure an outside line if calling from within the phone University system.
Contact Phone Number(s)
Arkansas Agriculture Department 501-683-4851
Arkansas Department of Emergency Management 501-683-6700
Arkansas Department of Health 501-661-2000
Arkansas Department of Health Emergency
Communications Center 24/7 Operations
501-661-2136
800-651-3493
Arkansas National Guard - Jonesboro 870-935-2401
Arkansas State Fire Marshal’s Office 501-618-8700
Arkansas State Highway and Transportation Department –
Jonesboro
District Engineer – Paragould, AR
870-932-2339
870-239-9511
AT&T Business Repair Center 800-246-8464
Burlington Northern-Santa Fe Railroad (to report
emergencies) 800-832-5452
CenterPoint Energy (natural gas services)
Jonesboro
800-992-7552
800-555-6322
Craighead County CERT 870-933-4575
Craighead County Health Unit - Jonesboro 870-933-4585
Craighead County Judge 870-933-4500
Craighead County Office of Emergency Management
David Moore, Director 870-933-4575
Craighead Electric Cooperative 800-794-5012
Evacuation Locations (Campus-wide evacuation)
Brookland High School Gym 870-932-2080
Jonesboro High School Gym 870-935-2381
Nettleton High School Gym 870-910-7805 ex 221
Nettleton High School Performing Arts Center 870-910-7805 ex 221
Jonesboro City Water and Light 870-930-3300
Outages 870-935-5581
Jonesboro Municipal Airport
Airport Manager
870-935-1770
870-935-8669
NEA Baptist Memorial Hospital 870-972-7000
Radiation Safety Officer 870-932-3082
St. Bernards Medical Center 870-207-4100
Search and Rescue 911 - Emergencies
U.S. Army Reserve - Jonesboro 870-933-9405
Volunteer Organization (s)
American Red Cross - Jonesboro 870-932-3212
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Contact Phone Number(s)
NEA Humane Society - Jonesboro 870-932-5185
Salvation Army - Jonesboro 870-932-3785
United Way of Northeast Arkansas 870-935-3658
A.4 Warning Point Notifications
Building Notification List
Building Name Phone Number Department
Administration Building 3030 Chancellor’s Office
Agriculture 2085 Agriculture, Dean's Office
Arkansas Hall 2041 Housing
Baptist Student Center 932-7241
Baseball Complex
(Kell Field/Tomlinson Stadium) 2700 Athletics
Business Building 3035 Business, Dean's Office
Carl R. Reng Center 2056 Carl R. Reng Center, Director
Center for Excellence in Education 3574 University College, Dean
Center For Regional Programs 3052 Regional Programs
Chickasaw Building (Student Services) 3024 Admissions
Childhood Services 3055 Education
Church of Christ Center 935-6341
Collegiate Park Apartments Housing
Communications Building 2468 Communications, Dean
Computer Science/Mathematics Building 3090 Computer Science
Convocation Center 3870 Convocation Center
Delta Hall (Co-Ed Residence) 2044 Housing
Education 3057 Education, Dean
Environmental Research, Safety and Training 2862 Occupational Safety
Equine Center 2053 Agriculture
Facilities Management 2066 Facilities
Fine Arts Annex 2157 Fine Arts
Fine Arts Center 3053 Fine Arts
Fowler Center 8115 Fine Arts
Graduate School/Honors Program/Library Library
Health, Physical Education, and Sport Sciences 3066 Education
Information & Technology
Services/Telecommunications 3933 ITS
International Student Services 2329 Student Affairs
Kays Hall (Women's Residence) 2046 Housing
Lab Science/Engineering Complex Engineering
Military Science, ROTC 2064 VPAA
Museum 2074 Library
Newman Center 972-1888
Nursing and Health Professions 3112 Nursing & HP, Dean
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Building Name Phone Number Department
Pavilion 8067 Facilities
Post Office 932-7192 Business Services
Soccer Field 8252 Athletics, Director
Stadium Complex 3880 Athletics, Director
Tennis Courts Athletics, Director
Track Complex 3350 Athletics, Director
UPD 2093 Police
Wilson Hall 3082 Biological Sciences
Wilson Health Center 2054 Student Services
Notification Roster
Function Primary/Alternate Contact Phone
Administration
Primary Chancellor 3030
Alternate Vice President for
Finance/Administration 8200
University Police Primary Chief 2093
Alternate Captain
Facilities
Management
Primary Assoc. Vice Chancellor for Facilities 2066
Alternate Assistant Director
Residence Life Primary Director 2042
Alternate Assistant Director 8053
Student Health
Center
Primary Director 2054
Alternate
Campus Information Primary Director, Public Relations 3056
Alternate Assistant Director, Public Relations 3054
Dining Services Primary Director 2059
Alternate Assistant Director
Environmental
Health
Primary Director 2862
Alternate Assistant Director
Chemistry
Department
Primary Chair 3086
Alternate 3087
Biology Primary Chair 3082
Alternate 3084
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A.5 Emergency Call Tree
Disaster Tornado
Earthquake
Train Derailment
Fire
Hazmat
Active Shooting
Jonesboro Fire Department
932-2428
Jonesboro City Police
933-4691
Craighead County
Sheriff’s Department
933-4551
Arkansas State Police
935-7302
Law Enforcement
University Police Department
972-2093
Operations Section Chief
Chief Randy Martin
Office: 972-2093
Cell: 239-1587 Home: 239-0992
Sergeant Jarrod Long
Cell: 926-6631 Home: 203-9045
Campus Emergency Services
Coordinator
D.A. Davis Office: 972-2862
Cell: 530-4524
Chancellor’s Office or
Designee (Provost)
Dr. Tim Hudson, Chancellor
Cell: 340-9869 Office: 972-3030
Dr. Lynita Cooksey, Provost
Cell: 897-5002 Office: 972-2030
Public Information Officer
Diana Monroe
Cell: 530-0085
Office: 972-2219
VC for Student Affairs
Dr. Rick Stripling* Cell: 897-5112
Office: 972-2048
Home: 930-5869
University System President Dr. Charles Welch
Cell: 258-3912
Office: 501-660-1000
VC for Finance & Administration Dr. Len Frey
Cell: 897-4112
Office: 972-3303
Executive Vice
Chancellor/Provost Dr. Lynita Cooksey
Cell: 897-5002
Home: 275-6675
Office: 972-2030
VC for University Advancement Cristian Murdock*
Cell: 530-0769
Home: 933-8332
Hazardous Material Officer
Starr Fenner
Office: 972-2862
Cell: 926-3928
Logistics Section Chief
Al Stoverink
Cell: 219-1067
Office: 972-2066 Home: 933-7201 Support Units
Health & Medical Group Director
Debbie Persell
Cell: 897-3919
Office: 972-3074
Renata Vaughn
Cell: 215-2833 Office: 972-2054
Victoria Williams
Cell: 450-2424
Shelter & Evacuation Unit Leader
Patrick Dixon
Cell: 897-4748 Office: 972-2042
Home: 273-3604
Tim Dean Cell: 897-5144
Office: 972-3870
Home: 972-8576
Communication Unit Leader
Darla Fletcher
Cell: 476-9002
Office: 972-3033
Home: 236-2795
Health & Medical Group
Shelter & Evacuation
Unit
Communication Unit
Executive Council In case of disaster, Executive Council will
report to Information & Technology Services to develop a disaster recovery
strategy.
Athletic Director Terry Mohajir*
Cell: 340-9881
Office: 972-3880
Chief of Staff Jason Penry*
Cell: 243-8425
Office: 972-3858
*One of these individuals will be on
campus and designated as the University
official for contact in the event of an
emergency.
Area Code 870 Unless Noted
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Appendix B: Maps
B.1 Physical Addresses Map
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B.2 Campus Emergency Map
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B.3 ASU Parking Map
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B.4 Flood Maps
Arkansas 100 and 500-Year Floodplain Boundaries
Of the 75 counties in Arkansas, 33 have digital Q3 floodplain data. For these areas, the 100-year and the
500-year floodplain hazard areas can be identified and assessed. On the map above, the areas in blue are
within the 100 and 500-year floodplain boundaries. The map above is the latest on file at GeoStor.
(GeoStor is Arkansas’ Official GIS Platform).
Locations of Recorded Flash Flooding in Arkansas
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B.5 Rail Map
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Appendix C: Exercise and Training
Trained and knowledgeable personnel are essential for the prompt and proper execution of this Plan. The
Campus Emergency Services Coordinator will ensure that all ASU response personnel have a thorough
understanding of their assigned responsibilities in a disaster or emergency situation, as well as, how their
role and responsibilities interface with the other response components of this Plan. All personnel will be
provided with the necessary training to execute those responsibilities in an effective and responsible
manner.
The Campus Emergency Services Coordinator is responsible for the development, administration, and
maintenance of a comprehensive training and exercise program customized to the needs of ASU. This
program will be comprised of a general, core, functionally specific, as well as, on-going refresher training
programs designed to attain and sustain an acceptable level of emergency preparedness for ASU.
Training will be based on local, State, and Federal guidance. Instructors may be selected from the ASU
personnel, local, State, and Federal government officials, private industry, the military, and/or volunteer
groups trained in emergency services and response. All training and exercises conducted for ASU will be
documented. Training needs will be identified and records maintained for all personnel assigned
emergency response duties in a disaster.
In reference to the Clery Act and following the U.S. Department of Education’s The Handbook for
Campus Safety and Security Reporting, ASU will test their emergency response and evacuation
procedures on at least an annual basis.
The Campus Emergency Services Coordinator will develop, plan, and conduct an emergency response
exercise annually. These exercises will be designed to not only test the Plan, but to train all appropriate
officials and emergency response personnel. Emergency response organizations, volunteer groups, and/or
agencies will be encouraged to participate.
It is strongly recommended that exercises be conducted in accordance with the Homeland Security
Exercise and Evaluation Program (HSEEP). HSEEP is a capabilities- and performance- based exercise
program that provides a standardized policy, methodology, and terminology for exercise design,
development, conduct, evaluation, and improvement planning. HSEEP also provides tools and resources
to facilitate the management of self-sustaining exercise programs.
In accordance with HSPD-8 and the National Preparedness Goal, HSEEP uses a capabilities-based
approach to individual exercises and exercise program management. In the spirit of NIMS, HSEEP
promulgates standardized policies and terminology usable by officials and emergency responders at all
levels of government.
Recommended Training: The ADEM Training Branch compiled a 2012 NIMS Compliancy Training
Matrix as depicted below. This Matrix reflects current standards through Fiscal Year 2011. As the NIMS
concept continues to evolve, these standards may change. Enhanced and/or more advanced courses could
be added. Completion of these courses is required to achieve and maintain NIMS compliancy. ASU
supports these training requirements in our goal towards NIMS compliancy.
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Required Training For: Required Courses:
Governmental and non-governmental
personnel with response or support roles
(including first responders, first
receivers, disaster workers and all
volunteers), such as:
Law Enforcement
Fire Service
Emergency Medical Service
Public Health
Hospital Staff
Public Works/Utility personnel
Skilled Support personnel
Community and/or Faith Based
Disaster Teams
Other emergency management
response, support, volunteer
personnel at all levels
IS-700, NIMS Introduction (4 hrs.)
IS-100, Introduction to the Incident Command (ICS)
(8 hrs.)
Governmental and non-governmental
first line supervisory staff, field
supervisors (including volunteers)
IS-700, NIMS Introduction (4 hrs.)
IS-100, Introduction to the Incident Command (ICS)
(8 hrs.)
IS-200, Single Resources (12.5 hrs.)
Governmental and non-governmental
Middle Management Staff, such as:
Section Chiefs
Branch Directors
Division/Group Supervisors
Emergency Operations Center
(EOC) Staff (all)
Multi-Agency Coordination
Center (MACC) Staff (All)
IS-700, NIMS Introduction (4 hrs.)
IS-701, Multi-Agency Coordination Systems (16
hrs.)
IS-702, Public Information Systems (4 hrs.)
IS-703, Resource Management (6 hrs.)
IS-704, Communications & Information
Management (6 hrs.)
IS-800, National Response Framework (NRF)
Introduction (4 hrs.)
IS-100, Introduction to the Incident Command (ICS)
(8 hrs.)
IS-200, Single Resources (12.5 hrs.)
ICS-300, Intermediate ICS (16 hrs.)
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Required Training For: Required Courses:
Governmental and non-governmental
Command and General Staff, such as:
Agency/Department Heads with
EOC and/or MACC
responsibilities
Public Information Officers
Safety Officers
ICS Section Chief
Area Commanders
IS-700, NIMS Introduction (4 hrs.)
IS-701, Multi-Agency Coordination Systems (16
hrs.)
IS-702, Public Information Systems (4 hrs.)
IS-703, Resource Management
(6 hrs.)
IS-704, Communications & Information
Management (6 hrs.)
IS-800, National Response Framework (NRF)
Introduction
(4 hrs.)
IS-100, Introduction to the Incident Command (ICS)
(8 hrs.)
IS-200, Single Resources (12.5 hrs.)
ICS-300, Intermediate ICS (16 hrs.)
ICS-400, Advanced ICS (13.5 hrs.)
The Independent Study (IS) Courses listed above are self-paced courses. They are offered free of charge,
online through the Emergency Management Institute (EMI), and can be accessed at
http://training.fema.gov/IS/.
ICS-300 and ICS-400 are available as classroom activities only. Scheduling and attendance of these
courses is coordinated with ADEM through the Environmental Health & Safety Office - Safety
Supervisor and the Craighead County OEM.
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Appendix D: Forms / Checklists
D.1 Declaration of Campus Closure
Date: Time:
As a result of:
Occurring on: at:
Conditions of extreme peril to the safety of University personnel and property now exist. These
conditions cannot be fully responded to with available University resources.
Under the authority of the Arkansas State Board of Higher Education, I, as Chancellor of Arkansas State
University, hereby declare this campus closed.
All non-essential personnel are required to evacuate the campus as soon as possible. Closure procedures
shall be those prescribed in the University Emergency Plan.
Chancellor, Arkansas State University
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D.2 Declaration of Campus Emergency
Date: Time:
As a result of:
Occurring on: at:
Conditions of extreme peril to the safety of University personnel and property now exist. These
conditions cannot be fully responded to with available University resources.
Under the authority of the Arkansas State Board of Higher Education, I, as Chancellor of Arkansas State
University, hereby declare an emergency in order to protect the lives and property of this institution and
to comply with laws and regulations for requesting assistance and aid from local, State, and Federal
agencies.
It is further proclaimed and directed that during these emergency conditions the powers, functions, and
duties of the emergency organization of Arkansas State University shall be those prescribed by the
University Emergency Plan.
Chancellor, Arkansas State University
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D.3 Bomb Threat Checklist
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Appendix E: Glossary of Key Terms
After Action Report/Improvement Plan
The main product of the evaluation and improvement planning process is the AAR/IP. The AAR/IP has
two components: an AAR, which captures observations of an exercise and makes recommendations for
post-exercise improvements; and an IP, which identifies specific corrective actions, assigns them to
responsible parties, and establishes targets for their completion.
Agency Representative
A person assigned by a primary, assisting, or cooperating Federal, State, tribal, or local government
agency, or nongovernmental or private organization, that has been delegated authority to make decisions
affecting that agency’s or organization’s participation in incident management activities following
appropriate consultation with the leadership of that agency.
American Red Cross
A humanitarian organization led by volunteers, that provides relief to victims of disasters and helps
prevent, prepare for, and respond to emergencies. It does this through services that are consistent with its
Congressional Charter and the Principles of the International Red Cross Movement.
Assessment
The process of acquiring, collecting, processing, examining, analyzing, evaluating, monitoring, and
interpreting the data, information, evidence, objects, measurements, images, sound, etc., whether tangible
or intangible, to provide a basis for decision making.
Burnable Construction Debris
Burnable construction and demolition debris consists of no creosote structural timber, wood products, and
other materials designated by the coordinating Agency Representative.
Burnable Debris
Burnable debris includes, but is not limited to, damaged and disturbed trees; bushes and shrubs; broken,
partially broken, and severed tree limbs; and bushes. Burnable debris consists predominately of trees and
vegetation. Burnable debris does not include garbage or construction and demolition material debris.
Camp
A geographical site within the general incident area (separate from the Incident Base) that is equipped and
staffed to provide sleeping, food, water, and sanitary services to incident personnel.
The Clery Act
The Jeanne Clery Disclosure of Campus Security Policy and Campus Crime Statistic Act is a Federal law,
originally known as the Campus Security Act, which has required colleges and universities across the
United States to disclose information about crime on and around their campuses since 1990. All Title IV
funding recipient colleges and universities are subject to its requirements
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Command
The act of directing, ordering, or controlling by virtue of explicit statutory, regulatory, or delegated
authority.
Communications
The process of transmission of information through verbal, written, or symbolic means.
Coordinate
To advance an analysis and exchange of information systematically among principals who have or may
have a need to know certain information to carry out specific incident management responsibilities.
Critical Infrastructure
Assets, systems, and networks, whether physical or virtual, so vital to the United States that the
incapacitation or destruction of such assets, systems, or networks would have a debilitating impact on
security, national economic security, national public health or safety, or any combination of those matters.
Decontamination
The process of making people, objects, or areas safe by: absorbing, destroying, neutralizing, making
harmless, or removing hazardous materials.
Emergency
Any incident, whether natural or manmade, that requires responsive action to protect life or property.
Under the Robert T. Stafford Disaster Relief and Emergency Assistance Act, an emergency means any
occasion or instance for which, in the determination of the President, Federal assistance is needed to
supplement State and local efforts and capabilities to save lives and to protect property and public health
and safety, or to lessen or avert the threat of a catastrophe in any part of the United States.
Emergency Alert System
A network of broadcast stations interconnecting facilities authorized by the Federal Communications
Commission (FCC) to operate in a controlled manner to warn and inform the public of needed protective
actions in the event of a disaster or emergency situation.
Emergency Management/Response Personnel
Includes Federal, State, territorial, tribal, sub-State regional, and local governments, NGOs, private
sector-organizations, critical infrastructure owners and operators, and all other organizations and
individuals who assume an emergency management role. (Also known as emergency responder.)
Emergency Management Plan/Emergency Operations Plan
An ongoing plan for responding to a wide variety of potential hazards.
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Emergency Operations Center
The physical location at which the coordination of information and resources to support incident
management (on-scene operations) activities normally takes place. An EOC may be a temporary facility
or may be located in a more central or permanently established facility, perhaps at a higher level of
organization within a jurisdiction. EOCs may be organized by major functional disciplines (e.g., fire, law
enforcement, medical services), by jurisdiction (e.g., Federal, State, regional, tribal, city, county), or by
some combination thereof.
Emergency Operations Team
The Chancellor has established the Emergency Operations Team in accordance with Section 10, Arkansas
Emergency Services Act 511 of 1973 as amended.
Emergency Support Function
A functional area of response activity established to facilitate the delivery of Federal assistance required
during the immediate response phase of a disaster to save lives, protect property and public health, and
maintain public safety.
Evacuation
The organized, phased, and supervised withdrawal, dispersal, or removal of civilians from dangerous or
potentially dangerous areas, and their reception and care in safe areas.
Exercise
An exercise is an instrument to train for, assess, practice, and improve performance in prevention,
protection, response, and recovery capabilities in a risk-free environment. Exercises can be used for:
testing and validating policies, plans, procedures, training, equipment, and interagency agreements;
clarifying and training personnel in roles and responsibilities; improving interagency coordination and
communications; identifying gaps in resources; improving individual performance; and identifying
opportunities for improvement. (Note: an exercise is also an excellent way to demonstrate community
resolve to prepare for disastrous events).
Federal Disaster Assistance
Aid to disaster victims and/or State and local governments by Federal agencies under provisions of the
Robert T. Stafford Relief and Emergency Assistance Act of (PL 93-288).
Hazardous Materials
Substances or materials which may pose unreasonable risks to health, safety, property, or the environment
when used, transported, stored or disposed of, which may include materials which are solid, liquid, or gas.
Hazardous materials may include toxic substances, flammable and ignitable materials, explosives, or
corrosive materials, and radioactive materials.
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Incident
An occurrence, natural or manmade, that requires a response to protect life or property. Incidents can, for
example, include major disasters, emergencies, terrorist attacks, terrorist threats, civil unrest, wild-land
and urban fires, floods, hazardous materials spills, nuclear accidents, aircraft accidents, earthquakes,
hurricanes, tornadoes, tropical storms, tsunamis, war-related disasters, public health and medical
emergencies, and other occurrences requiring an emergency response.
Incident Base
The location at which primary Logistics functions for an incident are coordinated and administered. There
is only one Base per incident. (Incident name or other designator will be added to the term Base.) The
Incident Command Post may be co-located with the Incident Base.
Incident Command
The Incident Command System organizational element responsible for overall management of the
incident and consisting of the Incident Commander (either single or unified command structure) and any
assigned supporting staff.
Incident Commander
The individual responsible for all incident activities, including the development of strategies and tactics
and the ordering and release of resources. The IC has overall authority and responsibility for conducting
incident operations and is responsible for the management of all incident operations at the incident site.
Incident Command System
A standardized on-scene emergency management construct specifically designed to provide an integrated
organizational structure that reflects the complexity and demands of single or multiple incidents, without
being hindered by jurisdictional boundaries. ICS is the combination of facilities, equipment, personnel,
procedures, and communications operating within a common organizational structure, designed to aid in
the management of resources during incidents. It is used for all kinds of emergencies and is applicable to
small as well as large and complex incidents. ICS is used by various jurisdictions and functional agencies,
both public and private, to organize field-level incident management operations.
Incident Management
The broad spectrum of activities and organizations providing effective and efficient operations,
coordination, and support applied at all levels of government, utilizing both governmental and
nongovernmental resources to plan for, respond to, and recover from an incident, regardless of cause,
size, or complexity.
Ineligible Debris
Ineligible debris to remain in place includes, but is not limited to, chemicals, petroleum products, paint
products, asbestos, and power transformers.
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Jurisdiction
A range or sphere of authority. Public agencies have jurisdiction at an incident related to their legal
responsibilities and authority. Jurisdictional authority at an incident can be political or geographical (e.g.,
Federal, State, tribal, local boundary lines) or functional (e.g., law enforcement, public health).
Liaison
A form of communication for establishing and maintaining mutual understanding and cooperation.
Livestock
Cattle, equine (horses), sheep, goats, swine (pigs), poultry and other animals designated by the State
Agriculture Department.
Local Emergency
The condition declared by the local governing body when, in its judgment, the threat or actual occurrence
of a disaster is or threatens to be of sufficient severity and magnitude to warrant coordinated local
government action to prevent, or alleviate loss of life, property damage, or hardship. Only the Governor,
upon petition of a local governing body, may declare a local emergency arising wholly or substantially
out of a resource shortage when he deems the situation to be of sufficient magnitude to warrant
coordinated local government action to prevent or alleviate, the hardship or suffering, threatened or
caused thereby.
Local Emergency Planning Committee
Appointed representatives of local government, private industry, business, environmental groups, and
emergency response organizations responsible for ensuring that the hazardous materials planning
requirements of the Superfund Amendments and Reauthorization Act of 1986 (SARA Title III) are
complied with.
Logistics
The process and procedure for providing resources and other services to support incident management.
Mitigation
Activities providing a critical foundation in the effort to reduce the loss of life and property from natural
and/or manmade disasters by avoiding or lessening the impact of a disaster and providing value to the
public by creating safer communities. Mitigation seeks to fix the cycle of disaster damage, reconstruction,
and repeated damage. These activities or actions, in most cases, will have a long-term sustained effect.
Mutual Aid Agreement or Assistance Agreement
Written or oral agreement between and among agencies/organizations and/or jurisdictions that provides a
mechanism to quickly obtain emergency assistance in the form of personnel, equipment, materials, and
other associated services. The primary objective is to facilitate rapid, short-term deployment of
emergency support prior to, during, and/or after an incident.
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National Incident Management System
A set of principles that provides a systematic, proactive approach guiding government agencies at all
levels, nongovernmental organizations, and the private sector to work seamlessly to prevent, protect
against, respond to, recover from, and mitigate the effects of incidents, regardless of cause, size, location,
or complexity, in order to reduce the loss of life or property and harm to the environment.
National Response Framework
A guide to how the Nation conducts all-hazards response.
National Weather Service
The Federal agency which provides localized weather information to the population, and during a
weather-related emergency, to State and local emergency management officials.
Non-burnable Debris
Non-burnable construction and demolition debris includes, but is not limited to, creosote timber, plastic,
glass, rubber and metal products, sheet rock, roofing shingles, carpet, tires, and other materials as may be
designated by the coordinating agency. Garbage will be considered non-burnable debris.
Nongovernmental Organization
An entity with an association that is based on interests of its members, individuals, or institutions. It is not
created by a government, but it may work cooperatively with government. Such organizations serve a
public purpose, not a private benefit. Examples of NGOs include faith-based charity organizations and the
American Red Cross. NGOs, including voluntary and faith-based groups, provide relief services to
sustain life, reduce physical and emotional distress, and promote the recovery of disaster victims. Often
these groups provide specialized services that help individuals with access and functional needs. NGOs
and voluntary organizations play a major role in assisting emergency managers before, during, and after
an emergency.
Preparedness
A continuous cycle of planning, organizing, training, equipping, exercising, evaluating, and taking
corrective action in an effort to ensure effective coordination during incident response. Within the
National Incident Management System, preparedness focuses on the following elements: planning;
procedures and protocols; training and exercises; personnel qualification and certification; and equipment
certification.
Prevention
Actions to avoid an incident or to intervene to stop an incident from occurring. Prevention involves
actions to protect lives and property. It involves applying intelligence and other information to a range of
activities that may include such countermeasures as deterrence operations; heightened inspections;
improved surveillance and security operations; investigations to determine the full nature and source of
the threat; public health and agricultural surveillance and testing processes; immunizations, isolation, or
quarantine; and, as appropriate, specific law enforcement operations aimed at deterring, preempting,
interdicting, or disrupting illegal activity and apprehending potential perpetrators and bringing them to
justice.
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Private Sector
Organizations and individuals that are not part of any governmental structure. The private sector includes
for-profit and not-for-profit organizations, formal and informal structures, commerce, and industry.
Protocol
A set of established guidelines for actions (which may be designated by individuals, teams, functions, or
capabilities) under various specified conditions.
Public Information Officer
A member of the Command Staff responsible for interfacing with the public and media and/or with other
agencies with incident-related information requirements.
Recovery
The development, coordination, and execution of service- and site-restoration plans; the reconstitution of
government operations and services; individual, private-sector, nongovernmental, and public assistance
programs to provide housing and to promote restoration; long-term care and treatment of affected
persons; additional measures for social, political, environmental, and economic restoration; evaluation of
the incident to identify lessons learned; post-incident reporting; and development of initiatives to mitigate
the effects of future incidents.
Reimbursement
A mechanism to recoup funds expended for incident-specific activities.
Resources
Personnel and major items of equipment, supplies, and facilities available or potentially available for
assignment to incident operations and for which status is maintained. Resources are described by kind and
type and may be used in operational support or supervisory capacities at an incident or at an Emergency
Operations Center.
Response
Activities that address the short-term, direct effects of an incident. Response includes immediate actions
to save lives, protect property, and meet basic human needs. Response also includes the execution of
emergency operations plans and of mitigation activities designed to limit the loss of life, personal injury,
property damage, and other unfavorable outcomes. As indicated by the situation, response activities
include applying intelligence and other information to lessen the effects or consequences of an incident;
increased security operations; continuing investigations into nature and source of the threat; ongoing
public health and agricultural surveillance and testing processes; immunizations, isolation, or quarantine;
and specific law enforcement operations aimed at preempting, interdicting, or disrupting illegal activity,
and apprehending actual perpetrators and bringing them to justice.
Shelter-in-Place
In the event of a large chemical spill or a biological weapons attack, the safest course of action may be to
“shelter in place.” Close all windows and doors, arrange to get HVAC systems shut down and remain in
the indoor safe area until you receive further instructions.
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State of Emergency
The condition declared by the Governor when, in his judgment, a threatened or actual disaster in any part
of the State is of sufficient severity and magnitude, to warrant disaster assistance by the State, to
supplement local efforts to prevent/alleviate loss of life and property damage.
Stumps
Stumps will be considered tree remnants exceeding 24 inches in diameter; but no taller than 18 inches
above grade, to include the stump ball. Any questionable stumps shall be referred to the designated
coordinating Agency Representative for determination of its disposition.
Superfund Amendments and Reauthorization Act of 1986
Established Federal regulations for the handling of hazardous materials.
Terrorism
As defined in the Homeland Security Act of 2002, activity that involves an act that is dangerous to human
life or potentially destructive of critical infrastructure or key resources; is a violation of the criminal laws
of the United States or of any State or other subdivision of the United States; and appears to be intended
to intimidate or coerce a civilian population, to influence the policy of a government by intimidation or
coercion, or to affect the conduct of a government by mass destruction, assassination, or kidnapping.
Threat
Natural or manmade occurrence, individual, entity, or action that has or indicates the potential to harm
life, information, operations, the environment, and/or property.
Tornado Warning
A tornado warning indicates a tornado has been sighted or is spotted on radar. Listen for local weather
forecasts so that you know if you will be affected. You should be prepared to take cover immediately.
Tornado Watch
A tornado watch indicates that conditions are right for a tornado to develop. When a tornado watch is
issued, you should prepare to take cover.
Unified Command
An Incident Command System application used when more than one agency has incident jurisdiction or
when incidents cross over political jurisdictions. Agencies work together through the designated members
of the UC, often the senior persons from agencies and/or disciplines participating in the UC, to establish a
common set of objectives and strategies and a single IAP.
Volunteer
For purposes of the National Incident Management System, any individual accepted to perform services
by the lead agency (which has authority to accept volunteer services) when the individual performs
services without promise, expectation, or receipt of compensation for services performed. See 16 U.S.C.
742f(c) and 29 CFR 553.101.
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Appendix F: List of Acronyms
AAR Academic Affairs and Research
AAR/IP After Action Report/Improvement Plan
ABI Arkansas Biosciences Institute
ADA Americans with Disabilities Act
ADEM Arkansas Department of Emergency Management
ADH Arkansas Department of Health
ADHE Arkansas Department of Higher Education
AGS Arkansas Geological Survey
ANWC Alternate National Warning Center
ARCEMP Arkansas Comprehensive Emergency Management Plan
ASU Arkansas State University
BCP Business Continuity Plan
BIT Behavior Intervention Team
BURT Business Unit Recovery Team
CERCLA Comprehensive Environmental Response, Compensation, and Liability Act
CERT Campus Emergency Response Team
CERT Community Emergency Response Team
CISD Critical Incident Stress Debriefing
CIO Chief Information Officer
CMT Crisis Management Team
CPR Cardio-Pulmonary Resuscitation
DCIRP Data Center Incident Recovery Plan
DHS Department of Homeland Security
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EAS Emergency Alert System
ECC Emergency Communications Center
EMHE Emergency Management for High Education
EMI Emergency Management Institute
EMS Emergency Medical Service
EOC Emergency Operations Center
EOP Emergency Operations Plan
ESO Engineering Services Officer
FCC Federal Communications Commission
FEMA Federal Emergency Management Agency
FOAP Fund, Organization, Account and Program
HAZMAT Hazardous Material(s)
HSEEP Homeland Security Exercise and Evaluation Program
HSPD Homeland Security Presidential Directive
HVAC Heating, Ventilation, and Air Conditioning
IAP Incident Action Plan
IC Incident Commander
ICP Incident Command Post
ICS Incident Command System
ID Identification
IPEDS Integrated Postsecondary Education Data System
IRS Internal Revenue Service
IS Independent Study
ITS Information & Technology Services
MAA Mutual Aid Agreement
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MACC Multi-Agency Coordination Center
MOU Memoranda of Understanding
MSDS Material Safety Data Sheet
NAWAS National Warning System
NIMS National Incident Management System
NMSZ New Madrid Seismic Zone
NOAA National Oceanic and Atmospheric Administration
NRDA Natural Resource Damage Assessment
NRF National Response Framework
NWC National Warning Center
NWS National Weather Service
OEM Office of Emergency Management
OIE Office International Education
OSHA Occupational Safety and Health Administration
PC Personal computer
PIO Public Information Officer
PPE Personal Protective Equipment
SARA Superfund Amendments and Reauthorization Act
SEOC State Emergency Operations Center
SOG Standard Operating Guide
SOP Standard Operating Procedure
TOAD Tool for Oracle Application Developers
UPD University Police Department