COLORADO STATE UNIVERSITY€¢ Minimize exposure to infectious disease in event of a public health crisis; ... (ERP) is a university ... COLORADO STATE UNIVERSITY EMERGENCY RESPONSE

COLORADOSTATE

UNIVERSITY

EMERGENCYRESPONSEPLAN

PleasecontacttheEmergencyManagementCoordinator([email protected])regardingtheuseorreproductionofthisdocument

COLORADOSTATEUNIVERSITYEMERGENCYRESPONSEPLAN PAGEiiiRevised3-17-2014

TABLEOFCONTENTSINTRODUCTION.........................................................................................................................................................................1

Chapter1PLANOVERVIEW.................................................................................................................................................3

SECTION1.1PLANOBJECTIVES.................................................................................................................................3

SECTION1.2PLANNINGASSUMPTIONS.................................................................................................................4

SECTION1.3PUBLICSAFETYTEAM.........................................................................................................................4

Chapter2PLANMAINTENANCE&DISSEMINATION................................................................................................7

Chapter3MITIGATIONANDPREVENTION...................................................................................................................8

Chapter4PREPAREDNESS....................................................................................................................................................9

SECTION4.1PREPAREDNESS......................................................................................................................................9

SECTION4.2BUILDINGPROCTORS.......................................................................................................................10

SECTION4.3AGREEMENTSANDMEMORANDUMSOFUNDERSTANDINGWITHOUTSIDEAGENCIES...........................................................................................................................................................................10

SECTION4.4ESSENTIALFUNCTIONSANDFACILITIES...............................................................................11

SECTION4.5INCIDENTCOMMANDPOST(ICP)...............................................................................................11

SECTION4.6RECORDSANDTRAINING...............................................................................................................11

Chapter5EMERGENCYACTIVATIONANDRESPONSE..........................................................................................12

SECTION5.1EMERGENCYOPERATIONSACTIVATIONANDRESPONSE..............................................12

SECTION5.2EMERGENCYSUPPORTFUNCTIONS(ESF)............................................................................12

SECTION5.3LEADERSHIPFRAMEWORKFORINCIDENTMANAGEMENT.........................................13

SECTION5.4TYPESOFINCIDENTS........................................................................................................................14

SECTION5.5INCIDENTCLASSIFICATION...........................................................................................................15

SECTION5.6EMERGENCYANNOUNCEMENTSANDCOMMUNICATION..............................................18

SECTION5.7FIRSTRESPONSE.................................................................................................................................18

SECTION5.8EMERGENCYRESPONSEPROTOCOLS.......................................................................................20

SECTION5.9EMERGENCYOPERATIONSCENTERACTIVATION..............................................................21

SECTION5.10EOCSTAFFING:.................................................................................................................................21

SECTION5.11DEACTIVATIONOFTHEEOC.....................................................................................................25

Chapter6RECOVERY/CONTINUITY...............................................................................................................................26

LISTOFANNEXES....................................................................................................................................................................28

COLORADOSTATEUNIVERSITYEMERGENCYRESPONSEPLAN PAGE1Revised3-17-2014

INTRODUCTION

ColoradoStateUniversityorganizes,coordinates,anddirectsresourcestoeffectivelyrespondto,andrecoverfrom,disastersandemergencies.Theeffectivenessofthiseffortisdependentuponthiscomprehensivecentralplanandindividualunitplans.Colleges,divisionsandindividualdepartmentscollaborate,throughtheBuildingProctorsystem,todevelopdetailedBuildingSafetyPlansconsistentwiththisinstitutionalemergencyresponseplan.

ThisplanestablishesachainofcommandoutliningauthorityandresponsibilitiesofcampusofficialsandstafffollowingtheNationalIncidentManagementSystem(NIMS)andIncidentCommandSystem(ICS)modelsandusinganall-hazardsapproach.AsdevelopedbytheFederalEmergencyManagementAgency(FEMA),theconceptofanall-hazardsplanassumesthat:

Planning considers all hazards and threats. While the causes of emergencies canvarygreatly,manyoftheeffectsdonot.Plannerscanaddresscommonoperationalfunctionsintheirbasicplansinsteadofhavinguniqueplansforeverytypeofhazardor threat. Forexample, floods,wildfires,hazardousmaterials (HAZMAT)releases,and radiological dispersal devices may lead a jurisdiction to issue an evacuationorderandopenshelters. Even thougheachhazard’s characteristics (e.g., speedofonset, size of the affected area) are different, the general tasks for conducting anevacuation and shelter operations are the same. Planning for all threats andhazards ensures that, when addressing emergency functions, planners identifycommontasksandthoseresponsibleforaccomplishingthetasks.U.S.Dept.ofHomelandSecurity,FEMA,ComprehensivePreparednessGuide(ver.2.0,November,2010atp.14).

Examplesofthetypesofincidentsthatmightbemanagedunderthisplaninclude:fires;HAZMAT;mass-casualties;multi-jurisdictionandmulti-agencydisasterresponses(naturaldisaster,terrorism,civilunrest);searchandrescuemissions;significanttransportationaccidents;pandemicillnessesorsignificantoutbreaksofinfectiousdiseases;andmajorplannedeventswhereemergencyservicesmayberequired.Thisplanprovidesthemanagementstructure,keyresponsibilities,emergencyassignments,andgeneralprocedurestofollowduringandimmediatelyafteranemergency.Theuniversityhasestablishedthisplantoaddresstheimmediaterequirementsforamajordisasteroremergencyinwhichnormaloperationsareinterruptedandspecialmeasuresmustbetakento:

• Protectandpreservehumanlife,healthandwell-being;• Minimizedamagetothenaturalenvironment;• Minimizeloss,damageordisruptiontotheuniversity‘sfacilities,resourcesandoperations;• Manageimmediatecommunicationsandinformationregardingemergencyresponse

operationsandcampussafety;• Provideessentialservicesandoperations;


• Provideandanalyzeinformationtosupportdecisionmakingandactionplans;• Minimizeexposuretoinfectiousdiseaseineventofapublichealthcrisis;• Temporarilyassignuniversitystafftoperformemergencywork;• Invokeemergencyauthorizationtoprocureandallocateresources;and• Preparefordisastermitigationandrecovery.

ThisEmergencyResponsePlan(ERP)isauniversity-wideresourcethatencompassesallfacilitiesandpersonnelofColoradoStateUniversity,wherevertheyarelocated.However,manyoftheoperationaldetailsofthisplan,includingthespecificincidentresponseprotocolsandprocedures,willbeapplicableonlytothosecampusesandfacilitieswithintheFortCollins,Colorado,area(includingtheMainCampus,SouthCampus,andFoothillsResearchCampus,PingreeParkandAgricultureResearchDevelopmentandEducationCenter[ARDEC]areas).Therefore,thisplandoesnotspecificallyaddressemergencyresponseproceduresatotherColoradoStateUniversitylocations,suchastheDenverCampus,AgriculturalExperimentStationsandCooperativeExtensionoffices.Theseoutlyingfacilitiesareeachrequiredtodevelopandimplementaseparateplanoutliningincidentplanningprotocols,commandstructure,inter-agencycooperation,andotheroperationaldetailsfortheirparticularlocations.Theseplansmustaddressthespecificriskspertinenttothelocationandtherelationshipstootherjurisdictionsinthearea.CampusesoutsideLarimerCountyshouldfollowlocalresponseproceduresandcoordinateeffortswiththeuniversitysystembycontactingtheassociatedagencyexecutivedirectororvicepresident.Thisplandoesnotsupersedeorreplaceproceduresforsafety,hazardousmaterialsresponseorotherproceduresthatarealreadyinplaceattheuniversity.Itsupplementsthoseprocedureswithanemergencymanagementstructurethatimmediatelymanagesresponseoperationsandearlytransitiontorecoveryoperations.ColoradoStateUniversity’splanfollowsthemodelofMitigationandPrevention,Preparedness,Response,andRecovery/Continuity.Communicationiscriticalfromthetimethatwarningsareissuedbeforeanemergency,untilfulloperationalcapabilityisrestored.Detailedproceduresandchecklists,whichguidetheEmergencyOperationsCenter(EOC)andthePublicSafetyTeamExecutiveCommittee(PSTEC)inhandlingthevarioushazardstheuniversitymayface,arefoundintheannexesandappendicesofthisplan.

Becauseofsensitivityofsomeinformationintheannexesandappendices,publicaccessisrestrictedtothoseannexesandappendicesthatmaybedisseminatedwithoutcompromisinguniversitysafety.


CHAPTER1 PLANOVERVIEW

SECTION1.1PLANOBJECTIVES

TheprimarygoalsoftheCSUEmergencyResponsePlanare:• Toprotectlives,intellectualpropertyandfacilities;• Topreventorminimizetheimpactofemergenciesandtomaximizetheeffectivenessofthe

campuscommunityinrespondingtounforeseenoccurrences;and• Toprovideforthecontinuityofcampusoperationsinpursuitoftheuniversity’smissionof

teaching,research,serviceandextension.

Theneedsoftheentirecampuscommunityaretheprimaryconcernduringaresponse.Eachindividualtaskedwithdutiestorespondisultimatelyresponsibleforhisorherownsafety,andmustdecideiftheconditionsaresafeforinvolvementintheresponse.

Emergencyplanningenablesemergencyresponderstolinkandcoordinateprocessesandactionsandtoexchangecriticalinformationforanefficientresponse.Thisplanprovidesallentitieswithaccesstotheuniversity’sbasicemergencyresponseprocessandprovidesfurtherdetailedinformationtocertainuniversitypersonnelincluding:

• Directingpersonnel’suseofCSUresourcestoimplementacomprehensiveandefficientemergencymanagementresponseteamthatactivelyrespondsaseventsoccur;

• Guidingofficialsindeterminingthelevelofresponseandextentofemergencycontrolandcoordinationwhenincidentsoccur;

• Providingaframeworkforinternalandexternalcommunications;• Providingfor24-hourcommunicationservicesforvoice,dataandoperationalsystems;• Requiringuniversityofficialstocollectandcollateallrelevantinformationfornotification,

publicinformation,documentationandpost-incidentanalysis;• Providingabasisfortraininguniversitypersonnelinemergencyresponsemanagement;• Helpingtheuniversitytransitionresponseoperationstonormalmanagementprocessesas

soonascapable;• Requiringpersonneltoprovidedocumentationandinformationfordisasterassistance

programapplications.


SECTION1.2PLANNINGASSUMPTIONS

Emergencyplanningrequiresacommonlyacceptedsetofassumedoperationalconditionsthatareafoundationforprotocolsandprocedures.Thestandardpracticeistoplanforworst-caseconditions.UsingtheFEMAall-hazardsmodel,planningassumptionsinthisplaninclude:

1. Criticallifelineutilitiesmaybeinterruptedincludingwater,electricalpower,naturalgas,landlineandcellulartelephoneservices,microwaveandrepeaterbasedradiosystemsandotherinformationsystems;

2. Theabilityofcampusauthoritiesto“lockdown”anentirecampusandrestrictthefreemovementofpeopleisdifficult,ifnotimpossible;

3. Regionalandlocalservicesmaynotbeavailable;4. Majorroads,overpasses,bridgesandlocalstreetsmaybedamaged;5. Buildingsandstructures,includinghomes,maybedamaged;6. Damagemayinjureanddisplacepeople;7. Normalsuppliersmaynotbeabletodelivermaterials;8. Contactwithfamilyandhomesmaybeinterrupted;9. Unsafetravelconditionsmaystrandpeopleattheuniversity;10. Theuniversitywillrapidlyassessdamagesanddeployon-siteresourcestomanagethe

emergencyoperations;11. Communicationandinformationexchangewillbeoneofthehighestpriorityoperationsat

thecampusEOC.Theinter/intranets,radio,cell-basedcommunicationsandphonesystemsmaybecompletelyorpartiallyinoperative;and

12. Transportationmaybelimitedandstaffwilllikelynotbeavailableineventofinfectiousdiseaseoutbreakssuchasapandemicflu.

SECTION1.3PUBLICSAFETYTEAM

TheCSUPublicSafetyTeam(PST)reportstothePresident’sChiefofStaffandcoordinatesmitigationandpreventionstrategies,policies,educationandtrainingforcrisisprevention,threat-assessments,disasterpreparedness,response,andrecovery.ThePSTstructureincludessubcommitteesthataddressthesecoordinatedefforts.


MembersofthePublicSafetyTeaminclude:

PSTExecutiveCommittee(PSTEC)President’sChiefofStaffProvostandExecutiveVicePresidentVicePresidentforExternalRelationsVicePresidentforStudentAffairsVicePresidentforUniversityOperations–CommitteeChair

DeputyGeneralCounselChiefofPolice

PSTMembersChiefofPolice-ChairDirectorofAcademicComputingandNetworkingServices

DirectorofPolicyandComplianceOfficeExecutiveDirectorofHousingandDiningServicesDeanofStudentsDirectorofFacilitiesManagementEmergencyManagementCoordinatorDirectorofEnvironmentalHealthServicesExecutiveDirectorofPublicAffairsandCommunications

DirectorofAdministrativeCommunicationsDeputyGeneralCounselSpecialAdvisorforSupportandSafetyAssessmentAdministrativeCommunicationsDirector

PSTSubcommitteesinclude:

• InternationalIncidents–Mitigationandprevention,policies,threatassessments,response,recovery

• SecurityTechnology–Mitigationandprevention,policies,threatassessments,response,recovery

• CleryActAuditandCompliance–Mitigationandprevention,policies,threatassessments,response,recovery

• EmergencyResponsePlan–Mitigationandprevention,policies,threatassessments,response,recovery

• StudentandEmployeeConsult-Mitigationandprevention,policies,threatassessments,response,recovery

• Communications–Policies,response,recovery• IncidentsofBias-Mitigationandprevention,policies,threatassessments,response,

recovery


ThePSTplaysacriticalroleinmitigation,preventionandpreparednessandtheExecutiveCommittee(PSTEC)hasacriticalemergencyresponserole.ResponsibilitiesofthePSTECandthePSTinclude:

PublicSafetyTeamExecutiveCommittee:

• CommunicateswiththeuniversityPresident• DeclaresCampusStateofEmergency• Reviewscrimestatisticsreportsand

programsforCleryActcompliance• Issuestimelywarningsandemergency

notificationsinaccordancewiththeCleryAct

• Determinesprogramclosuresandresumptions

• Coordinateswithgovernmentagencies• AppointsanEOCmanager• Plansandprioritizeslong-termrecovery

PublicSafetyTeam:

• Maintainstheuniversity’sEmergencyResponsePlan

• Overseesstrategicemergencyincidentpolicy

• Chargespublicsafetycommitteesandgroups

• Coordinatesinstitutionaltrainingsupportforpublicsafety

• Coordinatespubliccommunications,legalandITsupportforpublicsafety


CHAPTER2 PLANMAINTENANCE&DISSEMINATION

TheERPshallbereviewedannuallyandmodifiedasnecessary.IncidentandexercisereviewsthatresultinanychangestotheERPshallbereportedtothePSTforapprovalanddissemination.TheEmergencyManagementCoordinatoroverseesthemaintenanceanddevelopmentoftheplan,butthismustbeasharedresponsibilityofallindividualsacrosscampus.

EachunitordepartmentwitharoleinthisERPisresponsibleforcommunicatingthecontentoftheERPtoitsstaff.InpreparationtomitigateorrespondtopotentialemergencysituationsanymemberofthePSTmayrequesthazard-specificplans.

AnnualexercisesshallbeheldtotrainpersonnelandevaluatetheadequacyoftheERP.TheEmergencyManagementCoordinatorshallberesponsiblefordevelopingtheseexercises,inconsultationwiththePST.ReportsofexercisesshallbepreparedandsubmittedtothePSTbytheEmergencyManagementCoordinator.

Thisplanshouldbeupdatedaftereachincidentorexerciseifnecessary.Adebriefingsessionshouldbeconductedtoidentifylessonslearnedandareasofimprovementtotheuniversity‘semergencyplansandprocesses.Proceduralchecklistsandformsaretobereviewedandrevisedasnecessary.


CHAPTER3 MITIGATIONANDPREVENTION

Theuniversityiscommittedtomitigatingandpreventingpotentialincidents.ThePSTplaysacriticalroleinidentifyinghazardsanddeterminingifmitigationstrategiescanbeimplementedtoreduceoreliminatethehazard.

PSTsubcommitteesmeetroutinelyandhelpthePSTidentifyhazards,thepotentialimpacts,mitigationstrategiesandthelikelyassociatedcosts.IndividualswhohaveconcernsaboutpotentialhazardscanconveythisinformationtothePSToroneofthesubcommitteesforreviewandpossiblefunding.

AnnexI(RiskAssessments)summarizesthehazards,impacts,mitigationstrategies,likelyassociatedcostsandstatusofmitigationforuniversitycriticaloperations.

Departmentsalsoneedtoidentifyhazardsthatmayimpacttheiroperationsandconsiderwhatcost-effectivemitigationeffortscanbeundertakentopreventorreducetheimpactfromthesehazards.

Examplesinclude:• Backuppowerforcriticaloperations• Documentstorageinareaspronetowater

infiltration(basements)

• Documentstorageoffsitebackup• Addressingbuildinghealthandsafety

inspectionitems

IdentifyingandmitigatingthehazardisoneofthefirststepsofdevelopinganERP.Preparingfor,respondingtoandrecoveringfromhazardsthatcannotbemitigatedcompletelycanthenbeaddressed.


CHAPTER4 PREPAREDNESS

SECTION4.1PREPAREDNESS

Underthisplan,theuniversityandalldepartmentswillpreparebyassessinghazardsthatarelikelytoimpacttheirbuildings,staff,andoperations.Usingthisassessment,deans,directorsanddepartmentheadswillensurethateverybuildingmaintainsacurrentbuildingsafetyplanoutliningemergencyproceduresandcommunicationstoaddressthesesituationsiftheyarise.Apreparednessteam,includingthebuildingproctor,shouldbeidentifiedandincludekeypersonnelsuchasdirectorsandstaffwithexperienceinIT,communications,buildingmanagement,humanresourceissues,riskmanagement,etc.Preparednessalsorequiresthatindividualdepartments,aswellastheuniversity,conductdrillsandexercisesatleastannuallytoensurethatallstaffmembersknowtheirrolesandresponsibilitiesasindicatedbytheirbuildingsafetyplan.Thebuildingsafetyplanshouldberegularlyreviewedbythepreparednessteam,suchasaftereverydrill,exercise,oremergencyeventandupdated,asnecessary,tobetterprepareforandreacttofutureincidents.FurtherinformationpertainingtohowtoarrangeandconductevacuationdrillswillbedetailedinAnnexE.

Departmentsareencouragedtoformattheirplansinconcise,clearcheckliststohelpstaffhandledisastersandemergenciesunderstressescreatedbysuchevents.AnnexE(Deans,Directors,DepartmentHeads)providesdetailedprocedureandprocessinformationandhasabasictemplateforcreatingbuildingsafetyplans(http://publicsafety.colostate.edu/emergency-response-plan.aspx).Followingbuildingsafetyplansdevelopedbydepartmentsforrespondingtoemergencieshelpsensurethatstaffandothersstaysafe,criticaloperationsaremaintainedtotheextentpossible,andthatnecessarycommunicationsandevacuationsareperformed.Itisimportanttonotethatemployeesmaybedirectedtosupportemergencyresponderswhenitissafeforthemtodoso.

Eachbuildingshouldhaveonlyonebuildingsafetyplan.Departmentsorunitslocatedinthesamebuildingshouldjointlydevelopandmaintaintheplan.Theplanshouldfollowthebuildingsafetyplantemplate,whichaddressesallbasicplanningrequirements.Theplanshouldbemaintainedandcertifiedannually.Supervisorsareresponsibleforpromotingawarenessandtrainingstaffonthebuildingsafetyplan.

Intheeventofanemergency,allimpactedindividualsshouldbebriefedaccurately,regularly,andasquicklyaspossiblebythedepartmentheadortheirdesignee.Pre-plancontingenciesareneededforcommunicationincasephones,computers,etc.,aredisabledduringtheemergency.Consider


pre-determinedlocationsandtimesforbriefings/meetings,recordingsondepartmentalphones,textmessages,andevenface-to-facecommunicationsifrequiredbytheincident.

Abuilding’splanneedstoconsideravarietyoffactors,including:• Thenumberandphysicallocationofemployees,students,andvisitorsinvolved;• Thenatureofthedepartment’steaching,research,andextensionactivities;• StaffrequiredtokeepcriticalfunctionsoperationalevenwhenCSUisclosed;• Availableroutesforevacuation,shelteringareas,andsafesites;and• Site-specificcircumstances.

Activitiestobeaccomplishedbeforeanemergencyinclude:• Appointbuildingproctorsastheemergencycontacttocommunicatewith

respondersandstaff;• Createabuildingsafetyplan;• Createacommunicationplanincludingcontingenciesandanemergencyhotline;• Developevacuationplans(includingADAcomplianceissues),gatheringareasto

accountforallpersonsinvolved,andsafeshutdown/restartprotocolsforlab,research,andteachingfunctions.

SECTION4.2BUILDINGPROCTORS

Buildingproctorsarerequiredtoattendtrainingtounderstandtheirroles.SpecificsforabuildingsafetyplanarecoveredinbuildingproctortrainingandalsocanbefoundinAnnexEofthisplan.Thebasicresponsibilitiesinclude:

• ReadandunderstandtheBuildingProctorManual;• Knowyourauthority;• BethepointofcontactforEnvironmentalHealthServices,FacilitiesManagement

andotherdepartmentalunitsforpurposesofplanning,preparednessandexercises;• Bethepointofcontactforemergencyrespondersandbuildingoccupantsduring

emergencies;and• AssistdepartmentsorunitsindevelopingtheBuildingSafetyandCommunications

Plan.

SECTION4.3AGREEMENTSANDMEMORANDUMSOFUNDERSTANDINGWITHOUTSIDEAGENCIES

CSUmaintainsagreementsandmemorandumsofunderstanding(MOUs)foremergencyserviceswithlocalandregionalagencies.Thesedocumentsarereviewedandrenewedasnecessarytomaintaincross-operationalservicesthatbenefittheuniversityandotheragencies.Agreementsbetweenagencies,organizationsandjurisdictionsprovidemechanismstoquicklyshareorobtain


emergencypersonnel,equipment,materialsandotherassociatedservicesandfacilitaterapid,short-termdeploymentofemergencysupportpriorto,duringandafteranincident.

AnincidentaffectingthecommunitymayrequirelocalauthoritiestorequestCSUpersonnelorfacilitiestoassist.Itislogicaltoassumesuchassistancewouldmostlikelyinvolvearequesttoprovidetemporaryshelterforvictimsofadisasterandperhapsmedicalcareforthosepeople.ColoradoStateUniversitywillcooperatetotheextentfeasibleinanyemergencyassistancedirectedbyoutsideagencies.AssistanceofthisnaturemayrequireenteringintoMOUs,mutualaidagreementsorotherformsofassistancearrangements.AlistofexistingMOUsandagreementscanbefoundinAnnexV.

SECTION4.4ESSENTIALFUNCTIONSANDFACILITIES

Universityfunctionsandfacilitiesthatareessentialtohealthandsafetymustremainoperationalevenunderextremeconditionsorothercampusemergencies.ThesefunctionsandfacilitiesareidentifiedbythePSTandincorporatedinthisplanasAnnexH.Buildingproctorswillbeinformedthattheirfunctionsand/orfacilitieshavebeenidentifiedasessentialandthebuildingsafetyplanwillberequiredtoreflectthisandidentifyaffectedemployeesoftheirresponsibilitiesinthesefacilities.Specialtransportationarrangementsmayhavetobeprovidedforemployeestoaccessthoseareas.

SECTION4.5INCIDENTCOMMANDPOST(ICP)

TheEmergencyManagementCoordinatorisresponsibleforidentifyingICPlocationsfortheEmergencyOperationsCenterandensuringthesefacilitiesareproperlymaintained.ThePSTisresponsibleforappropriatelyequippingtheICPlocations.

SECTION4.6RECORDSANDTRAINING

TheEmergencyManagementCoordinatorisresponsibleformaintainingappropriaterecordsofincidentsandexercises,developingtrainingandexercises,providingtrainingandexercises,workingwithbuildingoccupantsontheirbuildingsafetyplansandworkingwithlocalemergencyresponderstofamiliarizethemwiththeuniversityinfrastructureandkeyassets.


CHAPTER5 EMERGENCYACTIVATIONANDRESPONSE

SECTION5.1EMERGENCYOPERATIONSACTIVATIONANDRESPONSE

TheuniversityusestheNationalIncidentManagementSystem(NIMS)andIncidentCommandSystem(ICS)tomanageincidents.In2004,theDepartmentofHomelandSecurityestablishedNIMS,whichidentifiesasystematic,proactiveapproachtoguidealllevelsofgovernment,non-governmentalorganizations(NGOs),andtheprivatesectortoprevent,protectagainst,respondto,andrecoverfromemergencies,regardlessofcause,size,locationorcomplexity.NIMSwassubsequentlyadoptedastheStateofColoradostandardforincidentmanagementthroughtheGovernor’sExecutiveOrderD011-04(Gov.BillOwens,December6,2004).TheNIMSsystemisacomprehensive,nationwideapproachtomanageincidentsthroughasetofpreparednessconceptsandprinciplesforallhazards.Itsetsessentialprinciplesforacommonoperatingpictureandinteroperabilityofcommunicationsandinformationmanagement,andstandardizesresourcemanagementproceduresforcoordinationamongdifferentjurisdictionsororganizations.Italsoallowsforscalabilityasanincidentescalatesordeclines.TherearefourmajorcomponentsofNIMS:commandandmanagement,preparedness,resourcemanagement,andcommunicationsandinformationmanagement.

TheICSsystemisdesignedtoenableeffectiveandefficientincidentmanagementbyintegratingacombinationoffacilities,equipment,personnel,procedures,andcommunicationsoperatingwithinacommonorganizationalstructure.AbasicpremiseofICSisthatitiswidelyapplicable.Itisusedtoorganizenear-termandlong-termfield-leveloperationsforabroadspectrumofemergencies,fromsmalltocomplexincidents,bothnaturalandman-made.ICSisusedbyalllevelsofgovernment(federal,state,local,andtribal)aswellasbymanyprivate-sectororganizationsandNGOs.ICSalsoisapplicableacrossemergencyresponseagencies.Itisstructuredtofacilitatefivemajorfunctionalareas:command,operations,planning,logistics,financeandadministration.

SECTION5.2EMERGENCYSUPPORTFUNCTIONS(ESF)

EmergencySupportFunctionslistedinsection5.10arepartoftheNIMSstructureforcoordinatinginteragencysupportduringanincident.Theyaremechanismsforgroupingfunctionsmostfrequentlyusedtoprovidefederalsupporttostatesandfederalagenciesfordeclareddisastersand


emergenciesasdefinedundertheStaffordAct1.Theuniversityfollowsthesefunctionstocoordinatewithlocal,stateandfederalagencies.

SECTION5.3LEADERSHIPFRAMEWORKFORINCIDENTMANAGEMENT

TheICSdefinesoperatingcharacteristics,interactivemanagementcomponents,andincidentmanagementandemergencyresponsestructurethroughoutthedurationofanincident.DirecttacticalandoperationalresponsibilityforconductingincidentmanagementactivitiesatthesceneoftheincidentrestswiththeIncidentCommander(IC).Theincidentcommandstructuredevelopsinatop-down,modularfashionthatisbasedonthesizeandcomplexityoftheincidentaswellasthehazardscreated.

WhoeveristhefirsttoarriveonscenebecomestheIncidentCommanderuntilrelieved.TheICcanbeanyindividualregardlessofpositionwhohasassumedcommand.Onceapersonhasassumedcommandofanincident,thatpersonwillremaintheICuntilrelievedbychoiceorbyamoreappropriateIC.

OnceanincidentexpandstoincludethePSTEC,thecommandstructurealsoexpandstoanEmergencyOperationsCenter(EOC)withanEOCManager.InanEOC,theIncidentCommandersatthescene(s)oftheincident(s)reporttotheEOCthroughtheOperationsChief.Thisstructuredoesnotchangeon-scenetacticaldecision-makingreservedexclusivelytotheICduringallphasesofanincident.

TheresponsibilitiesoftheIncidentCommanderatthesceneareasfollows:• Assumecommand;• Classifythethreatseveritylevelbymatchingsituationfactstothreatcriteria;• Takeprotectiveactiontostabilizethescene;• Selectandestablishanappropriatecommandpost;• ActivateappropriateICSfunctions;• Establishaunifiedcommandstructurewithrespondingagencies,ifnecessary;• Conductinitialbriefingoftheindividualsrespondingtothescene;• BriefPIOonincidentinformationthatmaybereleasedtothemedia;• Setobjectivesandapproveplansforreturningtonormaloperations.

Whenmorethanoneagencyisinvolved,aUnifiedCommand(UC)structurewillbeestablishedatadesignatedIncidentCommandPost(ICP)thatmayormaynotbeonuniversityproperty.AUnifiedCommandstructuremeansthatallagenciesandorganizationsthathavejurisdictionandmajor

1TheRobertT.StaffordDisasterReliefandEmergencyAssistanceAct,P.L.93-288,asamended,42U.S.C.§§5121-5206,andimplementingregulationsin44C.F.R.§§206.31-206.48,providethestatutoryframeworkforaPresidentialdeclarationofanemergencyoradeclarationofamajordisaster.


resourcescommittedatanincidentwillcontributetoitsresolutionbydesignatingarepresentativetotheUnifiedCommand.TheprocessforaUnifiedCommandstructureisasfollows:

• Allauthorizedresponseagenciesandorganizationswillcontributeto:o Determiningoverallresponseobjectives;o DevelopingasingleIncidentActionPlan;o Selectingresponsestrategies;o Ensuringjointplanningandapplicationoftacticalactivities;o Maximizinguseofavailableresources;o Ensuringthateachagenciesneedsandgoalsaremet;o InstitutionalpersonnelwillbeavaluableresourceandbeintegratedintoUnified

Commandwhereverpossible.

Theleadershipframeworkforincidentmanagementasdefinedinthisplandoesnotnecessarilycoincidewiththeusualorganizationalstructureoftheuniversity.Employeesmayreporttootheremployeestowhomtheydonotusuallyhaveareportingrelationship.Assignmentsandreportingrelationshipsmaychangeasemergencyconditionschange.

SECTION5.4TYPESOFINCIDENTS

A“majordisaster”isdefinedbyTitle42U.S.CodeSection5122(2)as:“Anynaturalcatastrophe(includinganyhurricane,tornado,storm,highwater,winddrivenwater,tidalwave,tsunami,earthquake,volcaniceruption,landslide,mudslide,snowstorm,ordrought)or,regardlessofcause,anyfire,flood,orexplosion,inanypartoftheUnitedStates,whichinthedeterminationofthePresidentcausesdamageofsufficientseverityandmagnitudetowarrantmajordisasterassistanceunderthisActtosupplementtheeffortsandavailableresourcesofStates,localgovernments,anddisasterrelieforganizationsinalleviatingthedamage,loss,hardship,orsufferingcausedthereby.”

“Emergency”isdefinedas:“Anyoccasionorinstanceforwhich,inthedeterminationofthePresident,FederalassistanceisneededtosupplementStateandlocaleffortsandcapabilitiestosavelivesandtoprotectpropertyandpublichealthandsafety,ortolessenoravertthethreatofacatastropheinanypartoftheUnitedStates.”

“Incident”isdefinedbytheJointChiefsofStaff,UnitedStatesArmedForces,JointPublication3-28,CivilSupport(CJCSDirectivesElectronicLibrary,March17,2009)as:“Anoccurrence,causedbyeitherhumanactionornaturalphenomenathatrequiresactiontopreventorminimizelossoflifeordamagetopropertyand/ornaturalresources.”

A“disaster”isanincidentthathasalreadyoccurredandcausedsignificantdamage,whilea“hazard”,asdefinedbytheNationalResponseFramework(NRF),issimply“somethingthatispotentiallydangerousorharmful,oftentherootcauseofanunwantedoutcome.”Alldisastersandhazardsfallintotwogeneralcategories(naturalorman-made)andmostfallintooneofanumberofsubcategories.


Someexamplesinclude:

NaturalDisastersorHazards Man-MadeDisastersorHazards

• Avalanche• Earthquake• Landslide,rockslideormudslide• Volcaniceruption• Drought• Tornado• Severestorm• Flood• Wildfire(lightning-caused)• Infectiousdiseaseoutbreak

• Aircraftcrash• Nuclearaccident• Trainderailment• Hazardousmaterialsspill• Wildfire(accidentalorintentional)• Arson• Biological,explosives,nuclear,chemical,

radiologicalattack• Activeshooter

FEMAclassifiesincidentsfromaType1throughaType5.FEMA’sType1andType2incidentsinvolvemultipleagenciesoutsideoftheuniversitycommunityandarenotapplicabletothisplan.Inthisplan,emergencyincidentsareinsteadcategorizedintothreelevels,inaccordancewiththeCityofFortCollins,LarimerCountyandtheStateofColoradoplansandarerelativetoType3throughType5incidentsidentifiedbyFEMA.

SECTION5.5INCIDENTCLASSIFICATION

ThePSTECinconsultationwiththeIncidentCommanderdetermineswhetheraLevel1orLevel2IncidentneedstobedeclaredandtheEOCactivated.ThePSTECoverseesthecampusresponseto,andrecoveryfrom,Level1and2Incidents.

Level1Incident(High)—ALevel1incidentisanincidentthatcannotbemanagedusingnormaluniversityresources;capabilitiesoftheuniversitytorespondareexceededbytheinitialimpactsoftheevent.ThistypeofincidentwouldnecessitateEmergencyOperationsCenteractivation,conveningthePSTEC,andmayrequireissuingemergencyalerts(emergencynotificationmessagesundertheCSUTimelyWarningandEmergencyNotificationPolicy)orothertimelyinformationtotheuniversitycommunityaboutthesituation.Astateofcampusemergencymaybedeclared.ALevel1incidentwillrequiresignificantresourcesandmultipleoperationalperiodsuntilcontainment/controlisachieved.

ExamplesofaLevel1incidentinthecontextofthisplanincludebutarenotlimitedto:• activeshooter;• largescaleinfectiousdisease;• majorfireorexplosion;• severeweatherconditions;• earthquake;• buildingcollapse;


• flood;• largescalechemical/radiologicalreleaseinvolvingmultiplebuildingsorvictims;• majorcivildisturbance;• substantiatedbombthreat;• barricadeorhostagesituationandotheractsofcrimeorterrorism.

ResponsetoaLevel1Incident—ALevel1incidentdeclarationauthorizestheactivationandestablishmentoftheEOC.PriortoassemblingtheEOC,theIncidentCommander(IC)andon-scenerespondersmakeessentialoperationaldecisionsandcommitmitigationandcontrolresources.TheICalsohastheauthoritytorequestemergencyhelpfromotherdepartmentsoragenciesuntiltheEOCisestablished.

Itmaybecomenecessarytorestrictaccesstospecificcampusareastoonlyauthorizedpersonnel.Accessrestrictionswillbecommunicatedthroughappropriatechannels.Failuretocomplywithanordertoleavetheareaorceaseactivitiesmayresultinlegalordisciplinaryactionagainsttheoffender.

PersonnelassignedtotheEOCaretofollowthespecificproceduresandguidelinessetforthfortheEOCoperationsunderSection5.9-5.11ofthisplan.AllotherpersonnelaretofollowtheirbuildingsafetyplanswithdirectionfromtheEOC.

ThePSTEC,inconsultationwiththeEOCManager,willdetermineanappropriatetimetoreturntonormalconditions.

WhenaLevel1incidentisdeclared,theEOCManagerisresponsibleforissuingtheappropriatewarningstothecampuscommunityinaccordancewiththeCSUTimelyWarningandEmergencyNotificationPolicy.Warnings,informationandupdatesmaybecommunicatedusingtheCSUPublicSafetywebsite(www.safety.colostate.edu),theuniversity’shomepage(www.colostate.edu),[email protected],universityemailsandtextmessages,oroutsidesourcessuchasnewspapers,newswebsites,radioandTVstations.

Level2Incident(Medium)—ALevel2incidentaffectsmorethantheimmediatevictimsorwitnessesandwilltakeamulti-unitresponse.TheEOCmaybepartiallyactivatedandstaffingisatthediscretionoftheEOCManager.Theincidentisusuallylimitedtooneoperationalperiodinthecontrolphase.ExamplesofaLevel2incidentinthecontextofthisplanmayinclude,butarenotlimitedtothefollowing:

• unscheduledorplannedprotests,disruptionsorcivildisturbances;• firethatiscontainedbuthasthepotentialforextensivepropertydamage;• chemicalspillsthatarecontainedtoaspecificarea(butmayrequireevacuationorclosing

ofabuildingand/orcancellationofsomeclasses);• majortrafficaccidentwithinjuries;• crimesthatpresentaseriousorcontinuingthreattothecampuscommunity,asdetermined

bytheEOC;• Infectiousdiseaseoutbreaksuchaspandemicflu.


AllotherpersonnelaretofollowtheirbuildingsafetyplanswithdirectionfromtheEOC.

ResponsetoaLevel2Incident—Level2incidentscanbequitecomplexbecauseofthevariedinstitutional,student,andcommunityresponsesthatmustbecoordinated.Thesetypesofincidentsarereportedthroughnormalchannelsbutmayinvolveresponsefromavarietyofagencies.Theappropriateon-sceneincidentcommanderwillhandleinitialmanagementoftheincident.ActivationofallorpartoftheEOCmaybewarrantedandmadeinconsultationwithinvolvedagencyexecutives.

WhenaLevel2incidentisdeclared,theEOCisresponsibleforissuingtheappropriatewarningstothecampuscommunityinaccordancewiththeCSUTimelyWarningandEmergencyNotificationPolicy.DuringLevel2incident,thereisnotanimmediatethreat,butstudents,employeesandothersinthecampuscommunitymayreceivetimelywarningsabouttheirsafetyandbeaskedpayattentiontoinformationsources.Warnings,informationandupdatesmaybecommunicatedusingtheCSUPublicSafetywebsite(www.safety.colostate.edu),theuniversity’shomepage(www.colostate.edu),[email protected],universityemailsandtextmessages,oroutsidesourcessuchasnewspapers,newswebsites,radioandTVstations.Theseinformationsourcesalsomaybeusedduringapublichealthcrisestoadvisethepublic,suchasaskingpeopletoreceiveavaccineortowearamask.

Level3Incident(Low)—ALevel3incidentrequiresaresponsefromemergencyservicespersonnelbutdoesnotaffectorthreatenalargeportionofthecampusortakeadditionalresourcestohandle.EOCactivationisnotrequired.TheincidentcanusuallybehandledwithminimalresourcesbyanIncidentCommanderandsubordinatepositions.Incidentsofthisnaturearecontainedwithinthefirstoperationalperiodandoftenwithinanhourtoafewhoursafterresourcesarriveonscene.ExamplesofaLevel3incidentinthecontextofthisplanmayinclude,butarenotlimitedtothefollowing:

• small,localizedchemicalspillnotrequiringabuildingevacuation;• plumbingfailureorwaterleak;• minortrafficaccidentorisolatedpersonalinjury;and• minorassaultsanddisturbances.

WarningsforLevel3incidentsareusuallylocaltotheeventandusuallydonotrequirethePSTECtoissuea“timelywarning”inaccordancewiththeCSUTimelyWarningandEmergencyNotificationPolicy.

WhenaLevel3incidentisdeclared,thePSTECisresponsibleforcommunicatingtothecampuscommunityifnecessary.InformationandupdatesmaybecommunicatedusingtheCSUPublicSafetywebsite(www.safety.colostate.edu),[email protected].

ResponsetoaLevel3Incident–WhenaLevel3incidentoccurs,theresponsiblepersonnelintheimpactedarea(s)willcoordinatedirectlywithCSUPD,theEmergencyManagementCoordinator,EnvironmentalHealthServices,HousingandDiningServicesand/orFacilitiesManagement,asappropriate,toresolvetheincident.Level3incidentsarereportedthroughnormalchannelsand


arehandledbaseduponestablishedpoliciesandpractices.Level3incidentsdonotrequireEOCactivation,althoughportionsofthisplanmaybeused.

Allotherpersonnelaretofollowtheirbuildingsafetyplanswithdirectionfromonsceneincidentcommander.

SECTION5.6EMERGENCYANNOUNCEMENTSANDCOMMUNICATION

ThePublicInformationOfficer(PIO)andtheDirectorofPublicAffairsandCommunicationscollaborateswithAdministrativeCommunications,CSUPD,LegalCounsel,StudentAffairsandothersasdeemedappropriategivenaparticularsituation.ThePIOcommunicatesimportanthealthandsafetyinformationtotheCSUcommunity,themedia,keyconstituentgroupsandthepublic.

Informationcanbeobtainedfromthefollowinglocations:1) Emergencytextande-mails;2) CSUPublicSafetyandCSUhomepagewebsite;3) Today@Colostateannouncements;4) Socialmedia(Facebook,Twitter);5) (970)491-7669;6) LocalandregionaltelevisionstationsincludingKCNCchannel4,KMGHchannel7,KUSA

channel9,KWGNchannel5,KWGNchannel2,FOXTVchannel31,CTVchannel11;7) RadiostationsincludingKCSU,KOA,KHOW,KSIR,KFKA,KBCO,KUNC,900KCOL;8) Notificationtodepartmentalpersonnelisoutlinedineachdepartment’sEmergencyPlan.

SECTION5.7FIRSTRESPONSE

AllCSUstudentsandemployeeswhohavereasonablegroundstobelieveacrimehasbeencommittedhaveadutytoreportthesuspectedcrimetolawenforcementauthorities.AllcriminalincidentsandemergenciesattheuniversityshallbeimmediatelyreportedtotheCSUPDbydialing911or(970)491-6425.

TheCSUPDChief(or,intheChief'sabsence,thesenioron-dutypolicesupervisor)isdelegatedtheauthoritytotakeallnecessaryandappropriateactionsonbehalfofthePresidentandPSTECunderthefollowingconditions:

• Whenanactualthreatisinprogressandimmediateactionisnecessarytoprotectpeopleorpropertyfrominjuryordamage;and

• NeitherthePresidentnoranyPSTECmemberscanbecontactedwithinareasonabletime,giventheimmediacyofthethreat.


Theuniversity’sfirstresponseunitsandtheappropriatepersonneltoassumetheICpositiondependingontheemergencyare:ColoradoStateUniversityPoliceDepartment

1. RespondingOfficer2. SeniorOn-dutySupervisor3. CSUPDChiefofPolice

Responseto911orpublicsafetyincidents

EnvironmentalHealthServices1. RespondingEmergencyCoordinator2. EHSApplicableSectionManager3. AssociateDirector,EHS4. Director,EHS

ResponsetoenvironmentalhealthorHAZMATincidents

FacilitiesManagement1. RespondingFacilitiesManagement

Personnel2. FacilitiesManagementApplicable

SectionManager3. AssociateDirector,Facilities

Management4. Director,FacilitiesManagement

Responsetoinfrastructureorutilitiesrelatedincidents

HousingandDiningServices1. RespondingHousingandDiningServices

Personnel2. HousingandDiningServicesApplicable

SectionManager3. AssociateDirector,HousingandDining

Services4. Director,HousingandDiningServices

Responsetohousingrelatedincidents

Telecommunications1. RespondingACNSPersonnel2. ACNSSectionManager3. AssociateDirector,ACNS4. Director,ACNS

Responsetocommunicationsincidents

Asthefirstresponsibleuniversityofficialonthescene,theCSUincidentcommanderordesigneeisempoweredtotakeallreasonablemeasuresdeemednecessarytopreservehealthandsafetyincluding,butnotlimitedto:

• Deployappropriateresourcestothescene;• Callinotheragenciesasneeded;• Stabilizetheincidentaspossible;• Communicatewithstakeholdersonthesceneorpotentiallyatrisk;• Evacuateorshelter-in-placeasnecessary;• NotifythePIOorothercommunicationspersonnel;• Notifykeycampusofficialsincludingseniorexecutivesasappropriate.


CSUPDwillfollowadefinedsequenceastheemergencysituationdevelops,asfollows:(1). Dispatchpoliceofficersandmakeappropriateemergencynotifications;(2). NotifytheChiefofPoliceorhis/herdesigneeaccordingtodepartmentalprocedures;(3). Notifyappropriateresponsepersonnelperinternalprocedures;and(4). Ifwarranted,theChiefofPoliceorothercommandofficerswillnotifythePresidentoramemberofthePSTECorotherindividuals,afterincidentconditionsareverified.

SECTION5.8EMERGENCYRESPONSEPROTOCOLS

Theprioritiesforrespondingtoanyemergencyaretoprotect,inorder:1.People;2.Researchanimalsandplantsandintellectualproperty;then3.Facilities,equipmentandotherproperty.Theprioritiesforrespondingtoanyemergencywillinclude(butarenotlimitedto)thefollowing:

PriorityI

• LifeSafety—evaluatetheneedtoevacuatetosafezones,lockdown(ifpossible)orshelterinplacetoprotectpeoplefromhazardousorhigh-riskareas.

• Medical Aid — evaluate medical services available and advise rescue forces regardinglocationoftreatmentfacilitiesforinjured.

• FireSuppression—evaluatefiresorfirehazardsanduseavailableresourcestocontrolandevacuate.

• SearchandRescue—establishsearchandrescue teamsand initiaterescueoperationsasrequired.

• Communication Network — establish a communication network using available staff,materialsandequipment.

• Utilities Survey – evaluate and restore utilities (gas, electric, steam, chilledwater, water,sewer)andshutdownasneeded.

• Hazardous Substance Control — survey critical areas (i.e., biological and chemical) andsecureorcleanupasneeded.

• Situation Control – evaluate access to the area to determine the safety of the emergencyresponders.

PriorityII

• FoodandDrinkingWater—identifysuppliesonhandandestablishadistributionsystemforfoodandwater.

• Shelter—identifyusablestructurestohouseresidentstudentsand/orcommunityvictims.• Facility—evaluatefacilities(i.e.,buildings,classrooms)foroccupancyoruse.Identifyand

sealoffcondemnedareas.• Information—establishacommunicationssystemwiththecampuscommunityregarding

availabilityofservices.• AnimalControl—providecontrolsandcontainmentforallanimalsoncampus.• CriminalActivityControl—establish apoliceor security system toprotectproperty and

controlcriminalactivity.


• PsychologicalAssistance—establishasystemtoassistpeopleincopingwiththecrisis.• Transportation—organizetransportationforrelocationtoshelter.

PriorityIII

• ValuableMaterialsSurvey—identifyandsecurevaluablematerials(i.e.,artwork,historicalbooks,researchandintellectualproducts).

• RecordsSurvey—identifyandsecureallCSUrecords.• University Operations Survey — determine requirements to continue normal university

operations.• SuppliesandEquipment—developasystemtorenewsupplyandequipmentflow

SECTION5.9EMERGENCYOPERATIONSCENTERACTIVATION

Duringalargeincident,anEOCmaybesetupatapre-designatedsiteunderthedirectionofanEOCManagertosupporttheIncidentCommandPost(ICP)activitiesandmanagebusinesscontinuityissuesfortherestoftheorganization.

DuringincidentsandemergencyconditionsinwhichtheEOCshouldbeimmediatelyactivated,thefollowingCSUofficialsmayactivatetheEOCandassumetheEOCManagerposition:

• PSTECmember• CSUPDChieforDelegatedAuthority• EmergencyManagementCoordinator• EnvironmentalHealthServicesDirectororDelegatedAuthority

Intheeventthatnoneoftheaboveisavailable, theCSUPDshiftsupervisorwillassumeauthorityforEOCactivationandwillactastheEOCManageruntiloneoftheabovedesigneesarrives.

SECTION5.10EOCSTAFFING:

ThePresidentisultimatelyresponsibleforemergencymanagementattheuniversity.Ifthepresidentisunavailable,theauthoritytotakeallnecessaryandappropriateactionisherebydelegatedtothefollowingUniversityofficersintheorderlistedbelow,withsuchauthoritybeingdelegatedtothehighestrankedUniversityofficeronthelistwhomCSUPDisabletocontact:

(1). President’s Chief of Staff (2). Provost and Executive Vice President (3). Vice President for University Operations (4). Vice President for External Relations (5). Vice President for Student Affairs (6). Vice President for Information Technology (7). Deputy General Counsel

TheEOCservesasthecentralmanagementcenterduringaLevel1orLevel2emergency.Whenneeded,thefiveIncidentManagementTeam(IMT)functionalelements(command,operations,


planning,logistics,andfinance)canbeestablishedintheEOC,eachofwhichmaybefurthersubdividedtoenhanceinternalorganizationalmanagementandexternalcoordination.TheEOCManagerisresponsibleforestablishingandexpandingtheICSmodularorganization.Heorshebasesdecisionsoneachemergencysituation.Asincidentcomplexityincreases,theorganizationexpandsfromthetopdownasfunctionalresponsibilitiesaredelegated.Concurrentlywithstructuralexpansion,thenumberofmanagementpositionsexpandstoadequatelyaddressincidentrequirements.Priortotransferringcommand,theoutgoingmanagerwillconductafullbriefingfortheincomingmanager.

TheuniversityEOCisorganizedasfollows:

CSU President

Executive Committee Public Safety Team

EOC Manager

Safety Officer

Public Information Officer

Liaison Officer

Operations Chief Finance Chief Logistics Chief Planning Chief

PSTEC Liaison

Incident Management Team (IMT)

EOCORGANIZATIONCHART

OncetheEOCisactivated,aPSTECmemberwillbeassignedasthePSTECLiaison.

WhentheEOCisestablishedtheEOCManagerthenassignssubordinateindividualstoEOCpositionsneededfortheincident.

TheEOCstaffincludes:

CSUPresident(Alwaysactivated)–ProvidestheauthoritytothePSTEC.

PSTEC(Alwaysactivated)–ProvidestheauthoritytotheEOCmanagerandtheabilitytoauthorizefundingfortheincident.


EOCManager(Alwaysactivated)-ManagesandcoordinatestheresponsetoincidentsfromanIncidentCommandPost(ICP).Inthatcapacity,theEOCManagerhastheauthoritytodirectpersonnel,takeactionsandimplementproceduresasnecessarytoresolveissuesrelatedtotheincident.

ThemostappropriatepersonbelowwillassumetheEOCManagerpositiondependingontheemergency.

• PSTECmember• CSUPDChieforDelegatedAuthority• EmergencyManagementCoordinator• EnvironmentalHealthServicesDirectororDelegatedAuthority

TheresponsibilitiesoftheEOCManagerareasfollows:• AssumecommandoftheIMT;• Classifythethreatseveritylevelbymatchingsituationfactstothreatcriteria;• Takeprotectiveactiontostabilizethescene;• Selectandestablishanappropriatecommandpost;• ActivateappropriateICSfunctions;• Establishaunifiedcommandstructurewithrespondingagencies,ifnecessary;• ConductinitialbriefingoftheIncidentManagementTeam(IMT);• Setspecificobjectivesanddirectthatincidentactionplansbedeveloped;• BriefallIMTpersonnelonincidentactionplans;• ContinuallyreviewandupdateincidentactionplanswiththeIMT;• Approveallincidentinformationreleasedtothenewsmedia;• Setobjectivesandapproveplansforreturningtonormaloperations.

Forsmallincidents,theEOCManagermayaccomplishallfivemanagementfunctions.Largerincidentsmayrequireindividualstobeassignedtootherfunctions.

PublicInformationOfficer(PIO)(Activatedifneeded)–Providesinformationtointernalandexternalstakeholders,includingthemediaorotherorganizationsseekinginformationabouttheincident.

• ESF15,PublicAffairs/ExternalAffairs.

SafetyOfficer(Activatedifneeded)-Monitorsincidentsafetyconditionsanddevelopsmeasuresforassuringthesafetyofallassignedpersonnel.

LiaisonOfficer(Activatedifneeded)–Servesastheprimarycontactforsupportingagenciesassistingatanincident.

OperationsChief(Activatedifneeded)–Conductstacticaloperationstocarryouttheplan.Developsthetacticalobjectivesandorganizationanddirectsalltacticalresources.

AssociatedEmergencySupportFunctions(ESFs):• ESF1,Transportation;


• ESF3,PublicWorksandEngineering;• ESF4,Firefighting;• ESF8,PublicHealthandMedicalServices;• ESF9,SearchandRescue;• ESF10,OilandHazardousMaterialsResponse;• ESF12,Energy;• ESF13,PublicSafetyandSecurity.

PlanningChief(Activatedifneeded)–PreparesanddocumentstheIncidentActionPlan,collectsandevaluatesinformation,maintainsresourcestatusandmaintainsdocumentationforincidentrecords.

AssociatedESFs:• ESF5,EmergencyManagement;• ESF11,AgricultureandNaturalResources;• ESF14,LongTermCommunityRecovery.

LogisticsChief(Activatedifneeded)–Providessupport,resourcesandallotherservicesneededtomeettheoperationalobjectives.

AssociatedESFs:• ESF6,MassCare,EmergencyAssistance,HousingandHumanServices.

Finance/AdministrationChief(Activatedifneeded)–Monitorscostsrelatedtotheincidentandprovidesaccounting,procurement,timerecordingandcostanalyses.

AssociatedESFs:• ESF16,Finance/Administration.

AdditionalPersonnel

Inadditiontothestaffnotedabove,theEOCalsomayincludeanyorallofthefollowingortheirrespectivedesignees:

• UniversitySpokesperson(appointedbyPIO)• DirectorofACNSandTelecommunications• DesigneeofProvostandExecutiveVicePresident• DesigneeofVicePresidentofResearch• DesigneeofVicePresidentforStudentAffairs• DirectorofHousingandDiningServices• DirectorofHumanResourceServices• DirectorofCSUHealthNetworkServices• DirectorofAthletics• DirectoroftheLoryStudentCenter• SpecialAdvisorforSupportandSafetyAssessment• AnyotherpersondesignatedbytheEOCManagerasnecessaryandappropriate


SECTION5.11DEACTIVATIONOFTHEEOC

AsoperationsprogressfromPriorityIthroughPriorityIII,administrativecontroloftheincidentoremergencysituationwillmovefromtheEOCbacktothenormaluniversityorganizationalstructure.TheEOCManagerinconsultationwiththePSTECwilldeterminewhentodeactivatetheEOC.


CHAPTER6 RECOVERY/CONTINUITY

InRecovery/Continuityplanningeachdepartmentmustbepreparedtomaintaincriticaloperationsduringandaftertheemergency.CriticaloperationsshouldbeidentifiedandapprovedbythePSTbeforeanemergencyevent.AlistofcriticaloperationsandtheresponsetothoseoperationsissummarizedinAnnexH(CriticalOperations).

Alongwithmaintainingcriticaloperationsandsafety,plansshouldprioritizetheneedforemotionalsupportforallpeopleinvolved.Staffwillrequireafull“headandheart”recovery(theyknowintellectuallyandbelieveemotionallythatthingscangetbacktonormal).SuchassistancewouldbeprovidedbyCSU’sCounselingCenterstaff,communityprovidersthroughCSU’sEmployeeAssistanceProgram,victimadvocatesthroughtheLarimerCountySheriff’s,theRedCross,TouchstoneHealthPartners,PoudreValleyHealthSystems,theHealthDistrictandHealthDepartment,aswellasotherlocaluniversitiesandagenciesasneeded.

BuildingandenvironmentalassessmentswillbeperformedbyFacilitiesManagementandEnvironmentalHealthServices.Onceitisdeterminedthebuildingissafetoenter,ateamofdepartmentalandcollegestaff(assistedbyEHS,Facilitiesandothersasneeded)shouldassesstheoperationsanddeterminedisruptionsthatwilldelayservices.ThisassessmentshouldbeprovidedtotheEOCviatheDean,Director,orDepartmentHeadfordecision-makingandresourceallocation.Disruptionsandneededresourcesmustbedocumentedforpurchaseorfundingrecovery.Safetyisthefirstpriorityintheseassessments.

Beawarethat:• Theuniversity’sEOCwillrequestongoingstatusreportsfromeachdepartmentduring

theemergencyforresourceallocationandtoensurecriticalfunctioncontinuity.Thedepartmentwillbeexpectedtoidentitystaffwhocanfacilitateresumptionofnormaloperations.

• Theuniversitymayneeddetaileddatafromtheunittoestimatetemporaryspacereallocationneeds.DepartmentsalsoshouldverifyemergencypurchasingauthoritywiththeDirectorofProcurementandContractingServices.

• MostinsuranceandFEMAclaimsrequireextensivedocumentationofdamagedfacilities,lostequipmentandresources,specialpersonnelexpensesandanyWorkers’Compensationclaims.

• Unitsshouldphotographorvideotapefacilityandequipmentdamagetosupportwrittendocumentation.

• Itisveryimportanttorecordtheemergency’sphysicaleffectsbeforecleanupandrepairs.• DepartmentswillneedtocoordinatecontinuouslywiththeEOC,EHS,andFacilities.

Businesscontinuitymeansplanningthemeasuresnecessarytoenabletheuniversitytocontinuecarryingonbusinesstotheextentreasonablypossiblewhenadisasterhasreducedtheuniversity’s


capacitytooperatenormally.Thisincludesprovidingservices,researchresults,instructionandtangiblegoodstotheuniversitycommunityandexternalsponsors,customers,clients,andcooperators.Abusinesscontinuityplanshouldbeactivatedoncethedisasteroremergencyhaspassed.Aspartofthebuildingsafetyplan,abusinesscontinuitysectionisrequiredforeachdepartmentinthebuilding.Eachdepartment’sbusinesscontinuityplanshouldaddressdetailsofhowthedepartmentwillprepareforemergenciesinordertominimizeandmitigatethelongtermimpactontheoperationsofthedepartmentororganization.TheplanshouldalsoworkintandemwiththebroaderuniversityERP.AsampletemplateisincludedinAnnexE.


LISTOFANNEXES

ANNEXA-RecordofRevisions

ANNEXB-AccesstothePlan

ANNEXC-President

ANNEXD-PublicSafetyTeamandExecutiveCommittee

ANNEXE-DeansDirectorsandDepartmentHeads

ANNEXF–CrisisCommunication

ANNEXG–ESFs,RSFsandDepartments

ANNEXH-CriticalOperations

ANNEXI–RiskAssessments

ANNEXJ-EmergencyOperationsCenterManager

ANNEXK-SafetyOfficer

ANNEXL-PublicInformationOfficer

ANNEXM-LiaisonOfficer

ANNEXN-OperationsChief

ANNEXO-PlanningChief

ANNEXP-LogisticsChief

ANNEXQ-FinanceChief

ANNEXR-ContactLists

ANNEXS–UniversityBusinessContinuity

ANNEXT-AgreementsandMOU’s

ANNEXU-Exercises

ANNEXV–Training

ANNEXW-Definitions

ANNEXX-Acronyms