COLORADO STATE UNIVERSITY · Prepare for disaster mitigation and recovery. This Emergency Response Plan (ERP) is a university‐wide resource that encompasses all facilities and personnel

COLORADOSTATEUNIVERSITY

EMERGENCYRESPONSEPLAN

PleasecontacttheEmergencyManagementCoordinator([email protected])regardingtheuseorreproductionofthisdocument

COLORADOSTATEUNIVERSITYEMERGENCYRESPONSEPLAN PAGEiiiRevised2‐19‐2013

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 PAGE1Revised2‐19‐2013

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’scharacteristics (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.


CHAPTER 1 PLAN OVERVIEW

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)reportstotheVicePresidentofUniversityOperationsandcoordinatesmitigationandpreventionstrategies,policies,educationandtrainingforcrisisprevention,threat‐assessments,disasterpreparedness,response,andrecovery.ThePSTstructureincludessubcommitteesthataddressthesecoordinatedefforts.


MembersofthePublicSafetyTeaminclude:

PSTExecutiveCommittee(PSTEC)President’sChiefofStaffProvostandExecutiveVicePresidentVicePresidentforExternalRelationsVicePresidentforStudentAffairsVicePresidentforUniversityOperations–CommitteeChair

DeputyGeneralCounselChiefofPolice

PST MembersChiefofPolice‐ChairDirectorofAcademicComputingandNetworkingServices

DirectorofPolicyandComplianceOfficeExecutiveDirectorofHousingandDiningServicesDeanofStudentsDirectorofFacilitiesManagementEmergencyManagementCoordinatorDirectorofEnvironmentalHealthServicesExecutiveDirectorofPublicAffairsandCommunications

DirectorofAdministrativeCommunicationsDeputyGeneralCounselSpecialAdvisorforSupportandSafetyAssessmentAdministrativeCommunicationsDirector

PSTSubcommitteesinclude: PhysicalSafety–Mitigationandprevention,policies,threatassessment,response,recovery 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


CHAPTER 2 PLAN MAINTENANCE & DISSEMINATION

TheERPshallbereviewedannuallyandmodifiedasnecessary.IncidentandexercisereviewsthatresultinanychangestotheERPshallbereportedtothePSTforapprovalanddissemination.TheEmergencyManagementCoordinatoroverseesthemaintenanceanddevelopmentoftheplan,butthismustbeasharedresponsibilityofallindividualsacrosscampus.

EachunitordepartmentwitharoleinthisERPisresponsibleforcommunicatingthecontentoftheERPtoitsstaff.InpreparationtomitigateorrespondtopotentialemergencysituationsanymemberofthePSTmayrequesthazard‐specificplans.

AnnualexercisesshallbeheldtotrainpersonnelandevaluatetheadequacyoftheERP.TheEmergencyManagementCoordinatorshallberesponsiblefordevelopingtheseexercises,inconsultationwiththePST.ReportsofexercisesshallbepreparedandsubmittedtothePSTbytheEmergencyManagementCoordinator.

Thisplanshouldbeupdatedaftereachincidentorexerciseifnecessary.Adebriefingsessionshouldbeconductedtoidentifylessonslearnedandareasofimprovementtotheuniversity‘semergencyplansandprocesses.Proceduralchecklistsandformsaretobereviewedandrevisedasnecessary.


CHAPTER 3 MITIGATION AND PREVENTION

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.


CHAPTER 4 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://www.ehs.colostate.edu/WBuildSafety/PDF/Safety.doc).Followingbuildingsafetyplansdevelopedbydepartmentsforrespondingtoemergencieshelpsensurethatstaffandothersstaysafe,criticaloperationsaremaintainedtotheextentpossible,andthatnecessarycommunicationsandevacuationsareperformed.Itisimportanttonotethatemployeesmaybedirectedtosupportemergencyresponderswhenitissafeforthemtodoso.

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

Intheeventofanemergency,allimpactedindividualsshouldbebriefedaccurately,regularly,andasquicklyaspossiblebythedepartmentheadortheirdesignee.Pre‐plancontingenciesareneededforcommunicationincasephones,computers,etc.,aredisabledduringtheemergency.Considerpre‐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,organizationsandjurisdictionsprovidemechanismstoquicklyshareorobtainemergencypersonnel,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.


CHAPTER 5 EMERGENCY ACTIVATION AND RESPONSE

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—establishsearchandrescueteamsand 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—establishapoliceor 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 ChiefLogistics ChiefPlanning 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.

SafetyOfficer(Activatedifneeded)‐Monitorsincidentsafetyconditionsanddevelopsmeasuresforassuringthesafetyofallassignedpersonnel.

LiaisonOfficer(Activatedifneeded)–Servesastheprimarycontactforsupportingagenciesassistingatanincident.

OperationsChief(Activatedifneeded)–Conductstacticaloperationstocarryouttheplan.Developsthetacticalobjectivesandorganizationanddirectsalltacticalresources.

AssociatedEmergencySupportFunctions(ESFs): ESF2,Communications; ESF4,Firefighting; ESF9,CampusSearchandRescue;


ESF10,OilandHazardousMaterialsResponse; ESF13,CampusSafetyandSecurity.

PlanningChief(Activatedifneeded)–PreparesanddocumentstheIncidentActionPlan,collectsandevaluatesinformation,maintainsresourcestatusandmaintainsdocumentationforincidentrecords.

AssociatedESFs: ESF5,EmergencyManagement; ESF15,ExternalAffairs; ESF12,Utilities.

LogisticsChief(Activatedifneeded)–Providessupport,resourcesandallotherservicesneededtomeettheoperationalobjectives.

AssociatedESFs: ESF1,Transportation; ESF3,CampusInfrastructure; ESF6,HumanServices; ESF8,HealthandMedicalServices; ESF11,AgricultureandFoodAssistance.

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

AssociatedESFs: ESF7,LogisticsManagementandResourceSupport; ESF14,LongTermRecovery.

AdditionalPersonnel

Inadditiontothestaffnotedabove,theEOCalsomayincludeanyorallofthefollowingortheirrespectivedesignees:

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


SECTION5.11DEACTIVATIONOFTHEEOC

AsoperationsprogressfromPriorityIthroughPriorityIII,administrativecontroloftheincidentoremergencysituationwillmovefromtheEOCbacktothenormaluniversityorganizationalstructure.TheEOCManagerinconsultationwiththePSTECwilldeterminewhentodeactivatetheEOC.


CHAPTER 6 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’scapacitytooperatenormally.Thisincludesprovidingservices,researchresults,instructionand


tangiblegoodstotheuniversitycommunityandexternalsponsors,customers,clients,andcooperators.Abusinesscontinuityplanshouldbeactivatedoncethedisasteroremergencyhaspassed.Aspartofthebuildingsafetyplan,abusinesscontinuitysectionisrequiredforeachdepartmentinthebuilding.Eachdepartment’sbusinesscontinuityplanshouldaddressdetailsofhowthedepartmentwillprepareforemergenciesinordertominimizeandmitigatethelongtermimpactontheoperationsofthedepartmentororganization.TheplanshouldalsoworkintandemwiththebroaderuniversityERP.AsampletemplateisincludedinAnnexE.


LIST OF ANNEXES

ANNEXA‐RecordofRevisions

ANNEXB‐AccesstothePlan

ANNEXC‐ESFsandDepartments

ANNEXD‐PublicSafetyTeam

ANNEXE‐DeansDirectorsandDepartmentHeads

ANNEXF‐President

ANNEXG‐PublicSafetyTeamExecutiveCommittee

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