Johns Hopkins University Carey Business Schoolcarey.jhu.edu/uploads/documents/2017_10_15_Crisis_Management_P… · Johns Hopkins University Carey Business School ... actions of other

1

Johns Hopkins University Carey Business School

CRISIS MANAGEMENT PLAN

Revision Date: October 19, 2017 Last Review Date: October 19, 2017

Revision Number 4.1

2

1. CAREY BUSINESS SCHOOL INCIDENT COMMAND STRUCTURE ....................................................... 4

2. BUSINESS CONTINUITY TEAM....................................................................................................... 4

3. QUICK REFERENCE SHEET – CAREY BUSINESS SCHOOL ................................................................... 5

4. MISSION OVERVIEW .................................................................................................................... 6 A. SCOPE/PURPOSE ................................................................................................................................................................... 6 B. PLAN AUTHORITY AND DELEGATION .................................................................................................................................... 7 C. CAREY SCHOOL CRISIS MANAGEMENT OBJECTIVES ............................................................................................................. 7 D. CRISIS MANAGEMENT PROGRAM ......................................................................................................................................... 8 E. PLAN REVISION PROCESS ...................................................................................................................................................... 8

5. CONCEPT OF OPERATIONS & RESPONSIBILITIES ............................................................................ 8 A. INCIDENT COMMAND FUNCTIONALITY ................................................................................................................................ 8 B. INCIDENT COMMAND STRUCTURE ....................................................................................................................................... 8 C. JOHNS HOPKINS UNIVERSITY INCIDENT COMMAND STRUCTURE ........................................................................................ 9 D. INCIDENT COMMAND TEAMS ............................................................................................................................................. 10

6. INCIDENT PROCESS CHART ......................................................................................................... 11

7. CAREY SCHOOL COMMAND & CONTROL .................................................................................... 12 A. INCIDENT COMMAND ACTIVATION .................................................................................................................................... 12 B. INCIDENT COMMAND TEAM & ROLES ................................................................................................................................ 12 C. COMMAND CENTER/ EMERGENCY OPERATIONS CENTER .................................................................................................. 12

1. Primary Command Center – Carey School ............................................................................................................... 13 2. Alternate Command Center – Carey School ............................................................................................................. 13 3. Primary Command Center – Washington DC Center ............................................................................................... 13 4. Alternate Command Center – Washington DC Center ............................................................................................. 13

D. MUTUAL AID AGREEMENTS ................................................................................................................................................ 13 E. CRISIS MANAGEMENT CONFERENCE BRIDGE LINES ........................................................................................................... 13 F. CAREY SCHOOL EMERGENCY NOTIFICATION SYSTEMS ....................................................................................................... 14

8. CRISIS COMMUNICATION PLAN.................................................................................................. 15 A. INTERNAL COMMUNICATIONS ........................................................................................................................................... 15 B. EXTERNAL COMMUNICATIONS ........................................................................................................................................... 16

9. ICS RELATED TEMPLATES AND REFERENCE .................................................................................. 17 A. CAREY SCHOOL INCIDENT/CRISIS MANAGEMENT LOG ....................................................................................................... 19

10. CRISIS MANAGEMENT SUPPORT DOCUMENTS ........................................................................... 20 A. MANAGEMENT COUNCIL CONTACT LIST – CAREY SCHOOL ................................................................................................ 20 B. JHU CIVIL DISORDER CONTINENCY PLAN 09/01/15 ............................................................................................................ 20

11. ICS POSITION RESPONSIBILITIES ................................................................................................. 27 A. INCIDENT COMMANDER - CAREY SCHOOL ......................................................................................................................... 27 B. OPERATIONS CHIEF – CAREY SCHOOL ................................................................................................................................. 28 C. PLANNING CHIEF – CAREY SCHOOL..................................................................................................................................... 29 D. LOGISTICS CHIEF – CAREY SCHOOL ..................................................................................................................................... 30 E. FINANCE & ADMINISTRATION CHIEF – CAREY SCHOOL ...................................................................................................... 31 F. PUBLIC INFORMATION OFFICER – CAREY SCHOOL ............................................................................................................. 32 G. LIAISON OFFICER – CAREY SCHOOL ..................................................................................................................................... 33 H. SAFETY OFFICER – CAREY SCHOOL ...................................................................................................................................... 34

12. RESPONSE PROCEDURES ............................................................................................................ 35 A. TYPOLOGY AND RESPONSE LEVELS ..................................................................................................................................... 35 A. FIRE EMERGENCY ................................................................................................................................................................ 36 B. EXPLOSIVES AND EXPLOSIONS ............................................................................................................................................ 37 C. SUSPICIOUS PACKAGES ....................................................................................................................................................... 38 D. BOMB THREATS .................................................................................................................................................................. 39

3

E. EXPLOSIONS OF UNKNOWN ORIGIN ................................................................................................................................... 41 F. WORK PLACE VIOLENCE ...................................................................................................................................................... 42 G. HAZ-MAT EMERGENCY ISSUES ............................................................................................................................................ 49 H. MEDICAL ............................................................................................................................................................................. 50 I. MENTAL OR BEHAVIORAL HEALTH ISSUES: STUDENTS ....................................................................................................... 52 J. MENTAL OR BEHAVIORAL HEALTH ISSUE: STAFF, FACULTY OR VISITOR............................................................................. 52 K. WEATHER & NATURAL DISASTER PROCEDURES ................................................................................................................. 54 L. INFRASTRUCTURE EMERGENCY .......................................................................................................................................... 59 M. DISTURBANCE ..................................................................................................................................................................... 62 N. TRANSPORTATION .............................................................................................................................................................. 63

13. DEMOBILIZATION AND RECOVERY ............................................................................................. 66 A. COMMUNICATIONS AND VERIFICATION PROCESS ............................................................................................................. 66 B. AFTER ACTION REPORT PROCESS ........................................................................................................................................ 66

Building Floor Plans and Area Maps – Starting on page 68

4

1. CAREY BUSINESS SCHOOL INCIDENT COMMAND STRUCTURE

Public InformationOfficer

Safety

Liaison

IncidentCommander

Operations Section

Planning Section

Logistics Section

Finance / Admin

Security Branch Dir

Security Field Supervisor

On Duty Shift Com

Comm. Brach Director

Infrastructure Branch Director

Medical Care Branch Director

Staging ManagerShift SGT / CPL

Disaster Recovery Branch Director

SituationAwareness

InfrastructureDamage

Structural Damage Assessment

FoodServices

Human Resources

Shelter

Facilities

Transportation

Accounting

Insurance & Documentation

Procurement

Exec PolicyGroup

Special Consultants

Subject Matter Experts

5

2. QUICK REFERENCE SHEET – CAREY BUSINESS SCHOOL

Baltimore Command Center Locations

Primary Command Center - 100 International Drive,

Room 603 and 604 if available, Room 1201 as primary backup

Alternate Command Center – 1000 Lancaster Street, 5th floor, Courtyard Conference room

Linda Kline: O: 410.234.3398, C: 443.286.4198 Rosemary Hopkins: O: 410-234-3390, C: 410-967-3051 Sharon Deskins: O: 410.234.3392 Harbor East Security: 410.779.4700

ICS Command Center Bridge Line: 888.651.5908 Host= 59298761; participant = 5070082

BCP Conference Bridge Line: 888.651.5908

Host Code: 7650120; participant Code: 8722030

DC Command Center Locations

Primary Command Center – 1625 Massachusetts Ave. NW-Room 117

Alternate Command Center – 1717 Massachusetts Ave. NW-Room 369

ICS Command Center Bridge Line: 888.651.5908 Host= 59298761; participant = 5070082

DC Security

Michelle Ingram Director, Public Safety and Security 202.663.5858 [email protected]

mailto:[email protected]

6

Contact Information for Property Management Company The Carey School is located in a multi-tenant high-rise structure that is managed by Harbor East Property Management:

Harbor East Property Management 650 S. Exeter Street, Baltimore, MD 21202

President: Tim O’Donald Property Manager: Gerben Van Dorpe Director of Security: Robert Thomas Director of Operations: Scott Spencer

P: 410-779-4700 x3138 C: 443-602-4361 P: 410-779-4700 x3116 C: 410-725-2160 P: 410-779-4700 x3106 C: 443-392-1744 P: 410-779-4700 x3130 C: 443-250-0872

Command Center 24/7 P: 410-605-0020 Legg Mason Contact Information:

Amy A. Beall, Vice President Real Estate Asset Manager Legg Mason & Co., LLC 100 International Drive Baltimore, MD 21202 [email protected]

P: 410-454-3189

The Washington DC Center is located in a multi-tenant eight-story building that is managed daily by Pilot Management:

The Lenkin Company Management 4922-A Saint Elmo Ave. Bethesda, MD 20814

Property Manager: Ron Thomas P: 301-672-3274 main office number P: 301-654-2100 Pilot Management 1625 Massachusetts Ave., NW Washington DC 20036

Dispatch Number P: 202-686-0113 The Bernstein Offit Building is an eight story building that is managed daily by Cassidy Turley Property Management:

Cassidy Turley Commercial Real Estate Services 2101 L Street, NW, Suite 700 Washington DC 20037

Property Manager: Katie Wood P: 202-631-2821 Vice President: Blair Peterson P: 703-881-8426

Johns Hopkins Real Estate

Johns Hopkins Real Estate Karen Geary P: 443-812-8262

3. MISSION OVERVIEW

A. SCOPE/PURPOSE The Johns Hopkins Carey School of Business Crisis Management Plan (CMP) describes the School’s response to a broad range of critical events and emergencies. The purpose of this plan is to serve as the foundation for all Carey School plans and actions designed to mitigate, prepare for, respond to and recover from incidents both natural and man-made. Additionally, this plan assigns responsibilities for the development, implementation and maintenance of the plan and provides information regarding the activation procedures associated with the


7

Incident Command Team (ICT) and the CMP. The Incident Command Team consists of trained, knowledgeable personnel possessing the requisite skills to manage an emergency event. The Crisis Management Plan is intended to protect lives and property through the effective use of available personnel and resources during emergency operations. The ICT acts, or is called into action, in a variety of crisis events occurring or affecting the Schools or the extended University community. As such, the Incident Command Team serves as a point of information and coordination for events deemed worthy of ICT involvement. The purposes of this plan are to:

Protect Carey School employees, faculty, students, and visitors, and protect Carey School property and infrastructure.

Protect the Johns Hopkins University name and reputation. Describe the orderly continuity of Carey School functions through coordination among offices,

departments, centers and programs. Define the authority, responsibilities, functions, and operations of the Incident Command Team. Describe the conduct and coordination of Carey School emergency operations and the management of

critical resources during emergencies. Define the contingency plans for potential major crises. Identify roles in coordinating emergency operations with outside agencies. Maintain, if possible, essential centralized and organizational services while addressing the emergency.

The primary determinant of whether it is necessary or advisable to activate the Incident Command Team is the nature of the event and the affected operational unit, administrative office, academic department, or other management person/office. This document serves as a guideline pertaining to most, but not all crises. Each crisis is reviewed case-by-case to determine appropriate involvement by the particular School’s or Division ICT and the JHU ICT. Some critical events or disasters, such as a terrorist attack or infectious disease outbreaks, will affect the larger JH Enterprise and require an Enterprise-coordinated response. Within the Johns Hopkins Institutions (JHI), the Office of Critical Event Preparedness and Response (CEPAR), using a Unified Command approach, will coordinate the JH response to events that affect the entire Enterprise. CEPAR will bring Hopkins' resources together and will be the single point of contact for government agencies, including the Department of Defense (DOD), the Federal Emergency Management Agency (FEMA), the Maryland Emergency Management Agency (MEMA) and city and state health departments.

B. PLAN AUTHORITY AND DELEGATION The Crisis Management Plan applies to all offices, departments and programs within Carey School.

C. CAREY SCHOOL CRISIS MANAGEMENT OBJECTIVES During Critical Events, the objectives of the Plan are to:

Protect JHU employees, faculty, students and visitors; Protect the JHU infrastructure; Protect the JHU name and reputation; Control and terminate incidents as quickly as possible; Prevent a minor incident from becoming a major disaster; Be a single source of command and information; Perform triage of problems in the context of other problems; Maintain or resume/recover critical business functions or operations rapidly and effectively;

8

Minimize commercial and reputation damage; Protect assets and financial position; Report to interested parties; and Allow the actual problem solvers room to work.

The Carey School is located in commercial real estate properties in both Baltimore and Washington. The School is not the sole tenant in the high rise building in either location and must coordinate with the respective property management companies. One of our team members will be assigned to the property management companies as a liaison officer. Carey School is not responsible for the notification or actions of other tenants in the high-rise structures.

D. CRISIS MANAGEMENT PROGRAM The organization is committed to the development and maintenance of an effective Crisis Management Program. The fundamental components of this program are plan development, approval and implementation, training of personnel and exercising of the plan, evaluation of the effectiveness of the plan and exercises, and necessary updates to the plan. Each functional area is responsible for the continual development and maintenance of the plan and program.

E. PLAN REVISION PROCESS It is the responsibility of each person listed within to ensure that contact information (office, cell phone, and home phone numbers) is accurate; quarterly updates are required for currency. Annual reviews and updates are critical to successfully maintaining the accuracy of the plan.

4. CONCEPT OF OPERATIONS & RESPONSIBILITIES A. INCIDENT COMMAND FUNCTIONALITY

Incident Command Structure (ICS) is a standardized response structure that allows for a scalable response to all events regardless of size or scope. Assignment to a leadership position within the ICS is based on skill and knowledge, not on rank or position within an organization.

B. INCIDENT COMMAND STRUCTURE Normally most incidents are resolved before they become large enough to require a more University-wide response. If an incident is serious enough to require escalation, the Incident Command Team will increase in size and membership.

9

C. JOHNS HOPKINS UNIVERSITY INCIDENT COMMAND STRUCTURE

JH Institutions Unified

Command

School Incident

Command

School Incident

Command

JHU Incident Command

and/or Leadership Group

Campus Incident Command

or Unified Command

School Incident

Command

Relationship between Command Levels School-Level ICS: each School or Division has a distinct ICS operation for addressing issues that are specific to that single School. Campus Incident Command or Unified Command: this reflects the incident command or unified command structure of co-located Hopkins Schools and entities (e.g. Homewood, East Baltimore, Carey School) that need to respond to an incident as a geographically organized command structure and not only as distinct entities. Carey School is both a school level and campus level plan. The higher level is assumed when this is the case. JHU ICS: this command structure is responsible for high-level issues that affect the University academic and broad-based administrative concerns (e.g. suspension of all classes, closing undergraduate dormitories, closing a campus). JH Institutions Unified Command: this command structure is used to respond to significant, geographic-wide issues that affect the entire Johns Hopkins Enterprise.

10

D. INCIDENT COMMAND TEAMS

School Incident Commander Email Phone (o)

School of Advanced International Studies Myron Kunka [email protected] 202-663-5689

Applied Physics Laboratory Ruth Nimmo [email protected] 443-778-5974

Krieger School of Arts and Sciences Dan Cronin [email protected] 410-516-5587

Carey Business School Glen Steinbach [email protected] 410-234-9360

School of Education Jackie Deyo [email protected] 410-516-9700

Whiting School of Engineering Chad Clapsaddle [email protected] 410-516-3388

School of Medicine/JHH Bob Maloney [email protected] 410-502-6122

School of Nursing David Newton [email protected] 410-502-9268

Peabody Institute Maureen Harrigan [email protected] 667-208-6531

Bloomberg School of Public Health Jane Schlegel [email protected] 410-955-3388

DC United Command Myron Kunka [email protected] 202-663-5689

MCC Incident Command Leslie Weber [email protected] 301-294-7005

Center for Talented Youth Barbara Lam [email protected] 410-735-7502

Homewood Robert McLean [email protected] 443-997-8767

JHU Daniel Ennis [email protected] 410-516-2373

JHU Jon Links [email protected] 410-516-6880







11

5. INCIDENT PROCESS CHART The Incident Command Team attempts to mitigate and prevent small incidents from escalating and becoming a more serious event. Its leadership, membership, responsibilities and authority define the Incident Command Team. The Incident Command Team is based on the National Incident Command System. It is highly flexible and scalable with predetermined positions and responsibilities. The University’s ICT maintains authority for operations in times of crisis (including a pandemic). CEPAR maintains authority for Enterprise-wide decisions, coordination, and communication. Each incident is unique, is addressed on a case-by-case basis, and resolved at the most appropriate level within the Hopkins organization. The Incident Commander will determine the necessity of alerting all team members; it is possible to resolve an incident with minimal personnel. The process chart below is designed to illustrate the high degree of flexibility the Incident Command System allows for situations.

12

6. CAREY SCHOOL COMMAND & CONTROL

A. INCIDENT COMMAND ACTIVATION The Incident Command Team is notified through a contact process involving Support Services and the Incident Commander. The Incident Commander decides on the extent of activation and who is needed to resolve an issue. The following sections document the means of notification.

B. INCIDENT COMMAND TEAM & ROLES The Incident Command Team, established in accordance with the ICS/NIMS structure, is responsible for decision making, task assignment to resolve issues and controlling the flow of information concerning an incident. Fundamental responsibilities include:

Determine validity, scope and impact of the incident; Determine what actions to take in priority order; Assign actions to owners; Interact with appropriate internal and external organizations; Monitor results/perform triage; and Communicate status.

CRISIS MANAGEMENT ROLES

RESPONSIBILITIES

Agency Executive - Carey School

Authorizes the Incident Commander to act on behalf of the School during emergencies.

Incident Commander

Responsible for the Crisis Management operations for Carey School; Establishes the purpose, function and membership of the ICT; Receives initial call from Support Services; Decides on Activation and Deactivation of the ICT; Leads the ICT meetings and bridge calls; Communicates situation and impacts to Carey School Dean; and Coordinates recovery actions across business areas.

General and Staff Officers

Responsible for scope and impact assessment, response and recovery actions, coordination and communications within area of responsibility;

Participate in the planning and development of response and recovery strategies;

Assign actions for resolution to personnel within their areas of responsibility;

Maintain a call list for business continuity and disaster recovery business representatives in area of responsibility;

Invoke other calls as necessary within their areas of responsibility; and Monitor and coordinate recovery actions within their areas of responsibility.

C. COMMAND CENTER/ EMERGENCY OPERATIONS CENTER The command center concept is flexible to allow either a physical or a virtual location. The operation of the command center is determined by the event and is managed by the Incident Commander. Members must designate an alternate to fulfill their role in the command center as appropriate or deemed necessary by management decisions.

13

1. Primary Command Center – Harbor East

Location: 6th Floor, rooms 603 & 604; Primary backup if 6th floor is not available: 12th floor, Room 1201

2. Alternate Command Center – Harbor East

Location: Contacts:

1000 Lancaster Street, 5th floor, Courtyard Conference room Linda Kline O: 410-234-3398 C: 443-286-4198 Rosemary Hopkins: O: 410-234-3390 C: 410-967-3051 Sharon Deskins: O: 410-234-3392 Harbor East Security: 410-779-4700

3. Primary Command Center – Washington DC Center

Location: 1st Floor, 1625 Mass. Ave., Room 117

4. Alternate Command Center – Washington DC Center

Location: 3rd Floor, 1717 Mass. Ave., Room 369

D. MUTUAL AID AGREEMENTS Carey School has established a mutual aid arrangement with the Johns Hopkins Medicine Epic Project to provide space for each other in the event of a disaster that would require the institutions to establish a command center for the ICS response team in a secondary location. This will provide Carey School with a location within walking distance to establish their ICS command center near their existing facility should a disaster event require the evacuation of the 100 International Drive location. Likewise, Carey School has offered their command center space on the 12th floor to the Epic team should they need to use an offsite location.

Linda Kline Executive Director Johns Hopkins Medicine Epic Project 1000 Lancaster Street, 5th Floor Baltimore, MD 21202 Email: [email protected] Office: 410-23403398 Cell:

Rosemary Hopkins Project Manager Johns Hopkins Medicine Epic Project 1000 Lancaster Street, 5th Floor Baltimore, MD 21202 Email: [email protected] Office: 410-234-3390 Cell:

E. CRISIS MANAGEMENT CONFERENCE BRIDGE LINES The CM Bridge Line is a communications tool activated and used by the Incident Command Team to coordinate virtual (remote) communications as necessary throughout the emergency. The bridge line will be open to provide high-level information on the incident, current status reports for technical groups working the issue and directional information for business workarounds. The frequency of bridge call reports will be determined by the facilitator of the calls based upon work efforts underway and the need for communication. The following outlines the protocol that will be used during bridge calls:



14

Roll Call – Participants are required to identify themselves when they join the call. Call Purpose – A brief description of the incident. Status Reports – Provided by Technical/Business Teams working on the issue. This may include

workarounds, impact reports, remediation efforts, communication plans, etc. Open Issue Assignments – It will be the responsibility of the Incident Commander to identify and

engage additional teams as needed. Schedule of the Next Bridge Call.

The bridge line is not for technical discussions for any one group. All business or technical discussions are to be conducted on regular landlines or cell phones assigned to the respective group. Conferencing Calling Rules:

Use hardwired phones if possible. Avoid speaker or cordless phones. Use muting with speakerphones. Release the muting only when someone needs to speak. Disable telephone signals such as call waiting. Do not use the hold feature/put someone on hold during the teleconference. Be timely when calling in. Identify yourself each time you speak. The meeting leader should conduct roll call prior to starting the meeting and review the

teleconference rules. The meeting leader should keep track of participants.

Audio & Web Conference Information

Incident Command Team & Business Continuity Team

ICT CONFERENCE LINE BCP CONFERENCE LINE

USA Toll-Free 888-651-5908 USA Toll-Free 888-651-5908

Host Code 59298761 Host Code 3723769

Participant Code 5070082 Participant Code 7719055

F. CAREY SCHOOL EMERGENCY NOTIFICATION SYSTEMS

For division-wide emergencies, a broadcast email will be sent to all faculty staff and students. For Campus-wide emergencies, the primary method for communicating is the JHU Emergency Alert System (JHEA) and is intended to provide students, staff and faculty with an opt-in method of information dissemination during high-risk crisis situations; routine issues will not be communicated through this system. The system is activated by the Security Office with information from the respective entity affected, e.g. Homewood, JHH, JHU. The Campus will receive messages that affect both single entities and multiple – it is not reasonable to alert only one building when a situation may easily move between numerous buildings.

ICS Communications

Conference Bridge

Management Council

RAVE

Students, faculty, staff

ALERTUS

RAVE

15

7. CRISIS COMMUNICATION PLAN

To facilitate the coordination of communication activities, the PIO shall inform the Director of Communications and Marketing and coordinate staff to initiate information efforts. Depending on the nature of the crisis, the JHU Office of News and Information would in most cases be the lead on communicating crisis information.

All internal or external crisis communications, including those from the Dean(s) and or other authorities and departments, should be drafted by the PIO and approved by the Incident Commander BEFORE dissemination.

Communications and Marketing will consult with appropriate authorities to prepare a more detailed statement for release to the news media, internal audiences and other constituents, if necessary.

Communications and Marketing will determine the appropriate communication method (web, print, email, alert message delivery, etc.) to inform key internal and external audiences.

If the JHU Office of News and Information is in the lead, the Carey School webpage would run a banner across the top, directing people to the information being disseminated through that office. Social media (twitter, Facebook, etc.) would also be used to direct readers to the central information source.

Monitoring of the news media, social media and online discussion will be conducted to identify the degree of public reaction, the tone of the media and public towards the situation and the extent of the crisis. Communications and Marketing will keep the Incident Commander, Carey School leadership, and JHU Office of News and Information informed.

A. INTERNAL COMMUNICATIONS

1. Text Messaging Notifications

Emergency notifications to our students, faculty and staff are an important and vital component to our crisis management operation at Carey School. The purpose of our emergency notifications is to comply with Cleary Act and provide vital information to personnel before, during and after an emergency so that effective decision making options are considered by the aforementioned personnel. The JHEA notification resource is the mechanism that will allow personnel to establish an opt-in account through which the University and Carey School shall communicate emergency notification information. Regular educational messages asking personnel to establish a voluntary account through JHEA are communicated through various methods in an effort to increase the number of personnel agreeing to participate. Emergency text communications for Carey School only will be conducted using RAVE.

2. Public Announcements Public announcements, if necessary, will be made in concert with the JHU Office of News and Information.

3. Email Messages Email lists for all Carey School faculty, staff, and students are present. In the event of an emergency these lists can be used to communicate information. Outgoing communications must be approved by the ICS.

16

ListServe Email Address Moderators

All Students [email protected] Bobbie Tchopev, Philippe Homassel, Kevin McIntyre, Matt Chullin, Michael Doyle

DC Students [email protected] Bobbie Tchopev, Denise O’Sullivan, Kerstin Flynn, Kelly Brown, Philippe Homassel, Matt Chullin, Michael Doyle

EMERGENCY Faculty & Staff [email protected] Craig Medlyn, Glen Steinbach Philippe Homassel, Kiera Hynninen Tim Parsons, Samuel Klein

EMERGENCY Students [email protected] Craig Medlyn, Glen Steinbach Philippe Homassel, Kiera Hynninen Tim Parsons, Samuel Klein

Full-Time Faculty [email protected]

Deborah Boyd, Philippe Homassel, Kevin McIntyre Kelly Brown, Sally Holland, Kevin Frick, Valerie Suslow

Full-Time Faculty & Staff [email protected] Andrew Blumberg, Philippe Homassel Kevin McIntyre, Kiera Hynninen, Tim Parsons

Full-Time Staff [email protected] Andrew Blumberg, Philippe Homassel Kevin McIntyre, Kiera Hynninen, Tim Parsons

Harbor East Students [email protected] Bobbie Tchopev, Philippe Homassel Kiera Hynninen, Matt Chullin, Michael Doyle

Part-Time Faculty [email protected]

Deborah Boyd, Philippe Homassel, Kevin McIntyre Kiera Hynninen, Sally Holland, Kevin Frick, Valerie Suslow

Part-Time Staff [email protected] Andrew Blumberg, Philippe Homassel Kevin McIntyre, Kiera Hynninen

Business Continuity Team [email protected] Philippe Homassel

Incident Command Team [email protected] Philippe Homassel

4. Public Announcements

Public announcements, if necessary, will be made in concert with the JHU Office of News and Information.

5. Intranet Portal Messages Carey School does not have an intranet portal accessible only to divisional personnel.

B. EXTERNAL COMMUNICATIONS

1. Internet Page Messages

Carey School will post emergency information on its homepage website as needed, as noted above.

2. Coordination of Senior Management and Media Interaction













17

All crisis communications, including those from the Dean(s) and or other authorities and departments, should be drafted by the PIO and approved by the Incident Commander before dissemination. Communications and Marketing will consult with appropriate JHU authorities to prepare a more detailed statement for release to the news media, internal audiences and other constituents, if necessary.

3. Mutual Aid Process and Plan Carey School will work closely with the central offices also located on the campus, such as Security and Facilities, to coordinate emergency services.

8. ICS RELATED TEMPLATES AND REFERENCE

A. INCIDENT COMMANDER – GETTING STARTED CHECKLIST

The following checklist should be considered as the minimum requirements for this position. Note that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the incident.

Task

1. Ensure welfare and safety of incident personnel.

2. Supervise Leadership team – they will look to you for guidance.

3. Obtain initial briefing from current Incident Commander (person who sees the incident is in IC position until

relieved by someone higher in the chain).

4. Assess incident situation:

Review the current situation status and initial incident objectives.

Ensure JHU Incident Management Team is notified Ensure that all local, State and Federal agencies impacted by the incident have been notified – can be

completed by JHU ICT or Carey ICT.

5. Determine need for, establish, and participate in Unified Command.

6. Authorize communications – Coordinate with JHU, as necessary.

7. Activate appropriate Incident Command Team positions. Safety Officer must be appointed on hazardous materials incidents:

Confirm dispatch and arrival times of activated resources. Confirm work assignments.

18

8. Brief staff:

Identify incident objectives and any policy directives for the management of the incident. Provide a summary of current organization. Provide a review of current incident activities.

Have staff report on Damage Assessments by department. Provide guidance on what actions should be taken have operations team develop plan of action, ensure

communications team is ready to communicate with JHU, Faculty, Staff, and/or Public.

9. Determine information needs and inform staff of requirements.

10. Determine status of disaster declaration and delegation of authority (If required).

11. Establish parameters for resource requests and releases:

Review requests for critical resources. Confirm who has ordering authority within the organization. Confirm those orders that require Command authorization.

12. Authorize release of information to the media:

If operating within a Unified Command, ensure all Incident Commanders approve release.

13. Establish level of planning to be accomplished:

Written Incident Action Plan (IAP). Activate BCP if required. Next ICT meeting.

14. Planning Meetings are conducted as indicated:

AGENDA ITEM Responsible Party 1 Briefing on situation/resource status. Planning/Operations Section Chiefs 2 Discuss safety issues. Safety Officer 3 Set/confirm incident objectives. Incident Commander 4 Plot control lines & Division boundaries. Operations Section Chief 5 Specify tactics for each Division/Group. Operations Section Chief 6 Specify resources needed for each Division/Group. Operations/Planning Section Chiefs 7 Specify facilities and reporting locations. Operations/Planning/Logistics Section Chiefs 8 Develop resource order. Logistics Section Chief 9 Consider communications/medical/ transportation

plans. Logistics/Planning Section Chiefs

10 Provide financial update. Finance/Administration Section Chief 11 Discuss interagency liaison issues. Liaison Officer 12 Discuss information issues. Public Information Officer 13 Finalize/approve/implement plan. Incident Commander/All

19

15. Approve and authorize implementation of the IAP:

Review IAP for completeness and accuracy. Verify that objectives are incorporated and prioritized.

16. Ensure coordination:

Periodically check progress on assigned tasks of ICT personnel. Approve necessary changes to strategic goals and IAP. Ensure that Liaison Officer is making periodic contact with participating agencies.

17. Work with HQ staff to declare state of emergency according to HQ determined protocol.

18. Keep JHU ICT informed on incident-related problems and progress.

B. CAREY SCHOOL INCIDENT/CRISIS MANAGEMENT LOG

What is the problem?

TIME: TIME: TIME:

What Business processes are affected?

What IT processes are affected?

What Offices/Departments are affected?

What are the priority activities to resolve?

What specific actions need to happen to resolve?

Who is working problem?

What is ETA?

How often to communicate?

20

9. CRISIS MANAGEMENT SUPPORT DOCUMENTS

A. MANAGEMENT COUNCIL CONTACT LIST – CAREY SCHOOL

Name Office Email

Bernie Ferrari 410-234-9210 [email protected]

Glen Steinbach 410-234-9360 [email protected]

Kiera Hynninen 410-234-9352 [email protected]

Valerie Suslow 410-234-9258 [email protected]

Kevin Frick 410-234-9272 [email protected]

Monica Moore 410-234-9241 [email protected]

Jill Green 410-234-9467 [email protected]

Greg Bowden 410-234-9433 [email protected]

Oksana Carlson 443-683-0211 [email protected]

Pam Williams 410-234-9440 [email protected]

Wendy Chetney* 410-234-9214 [email protected]

Evie Uhlfelder* 410-234-9213 [email protected]

*Assistants in the Dean’s Office

B. JHU CIVIL DISORDER CONTINENCY PLAN 09/01/15 Introduction The Office of Campus Safety and Security has developed this contingency plan as a proactive strategy to mitigate, prepare for, respond to, and recover from a civil disorder incident that may threaten the safety and security of the students, faculty, and staff of the Johns Hopkins University - Homewood Campus. This contingency plan is “not all inclusive” and is not designed to cover all possible situations that may arise as a result of a civil disorder incident. This plan is designed to provide some general guidelines, actions, and activities for the university’s Office of Campus Safety and Security to be able to protect the Homewood Campus community from an imminent, threatening incident. Goals • Protect the university community when threatened by an imminent civil disorder incident • Ensure the safety of the officers and provide support for their health and wellness • Ensure transparent and accurate information is provided to the university community • Facilitate, to the extent possible the continuity of operations of the university.

• Protect the physical plant and other critical infrastructure to minimize damage

• The university respects the students desire to peacefully demonstrate and express their viewpoints on issues that are important to them while maintaining university criteria.

Operational Plan 1. Once notified by the Executive Director for Campus Safety and Security or his designee to implement the

Operational Plan, each Shift Commander/Supervisor will initiate their telephone notification system to inform their staff of the requirement to contact the Homewood Communications Center (HCC) extension x-4600 for instructions as to reporting time(s). NOTE: The Executive Director shall be authorized to activate the Operational Plan after receiving information from the Baltimore Police Department (BPD), and/or other credible intelligence sources about an imminent threat to the Homewood Campus community. This information shall be vetted with



21

the Vice President for Corporate Security, and the University’s Senior Leadership Team whenever possible, prior to implementation of this Operational Plan.

2. The Executive Director shall activate the Campus Safety and Security Incident Command Post (CSS-ICP) and assign two (2) Command Staff personnel to provide support services for the duration of the incident/event. Once the CSS-ICP is activated, the Executive Director shall make a notification to the Vice President for Corporate Security, and university’s Chief Risk Officer. The CSS-ICP shall coordinate and communicate with the university’s Incident Command System under the direction of the Chief Risk Officer. A notification shall also be made to the Baltimore Police Department (BPD) - Northern District Command.

3. The On-duty Shift Commander/Supervisor shall inform their subordinate personnel of any updates on the incident upon implementation of this Operations Plan.

4. Any member of the Office of Campus Safety and Security, or with the Allied Barton Security Services agency that becomes aware of a major civil disturbance/disorder incident will contact HCC @ x-4600 or their immediate supervisor and provide as much relevant incident related information as possible.

5. The Security Systems Manager or his designee will brief the Executive Director or his designee ASAP of all reports of civil disorder to include location(s), estimated number of protesters/demonstrators, and any known unlawful activities. This information shall be communicated to the Vice President for Corporate Security, and the university’s Senior Leadership Team was soon as possible.

6. The On-duty Shift Commander/Supervisor will establish an assignment roster to accommodate all primary response units and foot assignments. Once the roster is full (approx. 50% of total strength), additional personnel will be detailed to the relief shift to begin at the time set for the initial 12/12 Shift Rotation Schedule. All Allied Barton (ABSS) posts are included in the buildup. The Two-Officer per post staffing concept shall be implemented for the duration of the incident to ensure a safe environment for the assigned officers.

7. The primary facilities to be secured under the auspices of this Operational Plan include ALL Residential Facilities (Both “on” and “off” the main campus property), the Administration Building (Garland Hall), the Physical Plant Facility, and any other critical infrastructure facility designated by the university’s Senior Leadership Team. ALL Non-Critical Infrastructure facilities shall be electronically or manually locked and secured and monitored by mobile and foot patrol officers. In the event of a campus lockdown during a civil disorder incident, no one will be permitted to enter the campus until deemed safe to do so. Visitors that are on campus during a lockdown may be required to leave the campus, unless safety concerns are prevalent.

8. Once this plan is implemented and officers are posted (either Foot Patrol, Stationary Posts, or Mobile Patrol), all personnel should be highly visible and on alert ready to observe and report any unusual activity to the HCC. Officers shall report any large gathering/groups acting in a threatening manner and report the situation up through the HCC. The HCC will make an immediate notification of such activity to the BPD to facilitate a response as soon as possible. If the threat advances close to the university campus, our goal will shift to maximizing our resources to protecting and controlling access to the university residential facilities both “on” and “off” campus.

9. The Office of Campus Safety and Security Services shall liaison with the Baltimore City Police Department on-site representative to ensure a collaborative and coordinated response of additional BPD resources to assist the university in managing any civil disorder incident that may threaten the safety of the university community.

22

10. Protective shields and helmets will be available in select vehicles and available for “emergency” use only.

11. ALL LEAVE will be suspended during implementation of this Operational Plan. Emergencies will be considered on a case by case basis.

12. At the conclusion of any Civil Disorder incident, the Executive Director or his designee shall initiate a de-mobilization, and de-escalation phase of all resources with the exception of the resources necessary to adequately protect the university community, recover and process evidence. The size and content of any additional resources to be used as a stabilization element shall be determined by the Executive Director and communicated to the Vice President of Corporate Security for approval to implement a Recovery and Restoration phase of operations in cooperation with other university departments (i.e. Facilities and Real Estate, Student Affairs etc.).

13. The Executive Director shall cause an After-Action Review to occur within two weeks of the conclusion of any Civil Disorder incident/event which necessitated the implementation of this Operational Plan.

Personnel Resources Internal: Office of Campus Safety and Security personnel: 56/2 =28 JHU-Allied Barton Security Personnel: 140/2 = 70 12 Hour Shift Schedule Available Personnel = 98 External: Baltimore City Police Department = To be determined. Corporate Security - Special Response Unit = To be determined. Relevant Policies and Procedures

Campus Safety and Security General Order Manual Policy C.6 - Crowd Control Management February 2012

Campus Safety and Security General Order Manual Policy B.1 - Use of Force March 2012

JHU - NIMS and ICS Training Module: Maintaining Safety & Order on College & University Campuses during Protests & Demonstrations Promising Practices US Department of Justice, Bureau of Justice Assistance September 2013

Contingency Plan Checklist Pre-Event Activities:

Planning

Develop a contingency plan.

Capture all information in written form.

Capture institutional knowledge.

Prepare mass arrest kits (if needed) (e.g., chemical irritants, masks, water, flex cuffs).

Determine whether there are any other events on campus that will create conflict or require law enforcement resources.

Hold joint meetings with the command of all mutual aid agencies.

Develop unique activity codes for funding for accountability (reimbursement).

23

Anticipate problems with counter-protesters to minimize conflict.

Ensure that tactics and procedures are in place to protect observers

Communications

Send communications to the university community at large about the incident and the

anticipated impact on continuity of operations, as well as special advisories to university community members.

Make a decision about who conveys the university message throughout the incident (e.g.,

police officials, university officials). Notify local hospitals about the incident.

Communicate with the public transportation entity to reroute bus transportation as needed.

Communicate to local Schools, Daycare agencies about the incident.

Communicate to other colleges and universities about the incident.

Be prepared for influx of media / parent / student inquiries about safety

Training

Conduct Tabletop exercises.

To the extent possible, joint training among all mutual aid agencies.

Management of violent crowds.

Issues related to the demonstrations/protests.

First Amendment expressive behavior.

Information collection and privacy.

Use of force.

Health and safety.

Policies and procedures unique to the incident.

Scheduling

Ensure that personnel are available who have been promised by mutual aid partners.

Ensure that the schedule meets the real-world needs of maintaining safety and security.

Verify assignment schedules, including those who are on call.

Ensure that funds have been allocated to pay for all staff and other expenses.

Institute a process to document which officers were working, the hours they worked, and their assignments.

Staging Area

Large enough to meet all needs of the building/facility or mobile command unit to coordinate

and manage the staging process, such as other vehicles, and mobile command posts (e.g., such as an athletic on campus).

Secure.

Outside the immediate area.

Covert, to the extent possible.

Security, Unified Command and Relief, separate staging areas

Equipment and Operational Resources

24

Only equipment that is expressly approved by the incident commander should be issued and deployed to officers to be employed during an incident.

The incident commander must deploy only equipment that personnel have been trained to use.

Recognizing that how officers are dressed affects the behavior of protestors, officers at a campus demonstration may not be deployed with helmets; however, riot gear needs to be available and readily accessible if needed.

Bike patrols are flexible and provide wide police coverage in geographically restricted areas.

They are also valuable for escorting a moving protest or a demonstration. Officers’ equipment shall be in a state of readiness to include charged flashlights, radio batteries

and less lethal tools.

Physical Environment

Request that the physical plant division empty trash and remove debris or movable items that could be used by demonstrators.

Secure construction sites on campus.

Create emergency no parking zones within a reasonable distance from the demonstration, and remove any cars parked in the area with the intent of protecting vehicles from damage.

Remove water from fountains (experience has shown that demonstrators pour soap or chemicals into fountains to create disorder, which also can result in damage to the fountains), and remove other objects in the immediate area, such as trash containers or large rocks, that could be used to cause damage.

If the demonstration will continue outside during the night, consider bringing in auxiliary lighting.

Consider applying grease or other slippery substances to light poles and goal posts to prevent protestors form climbing poles.

Ensure that buildings cannot be locked from inside by demonstrators.

Have people and equipment available to eliminate barriers set up by protestors.

Close streets, block traffic access, and reroute traffic along predetermined detours.

Arrests

Communicate and coordinate with the BPD personnel to ensure procedures for mass arrests, including mass arrest booking stations and an overflow contingency, at the jail and/or alternative holding area.

Ensure that officers from all agencies understand and follow the Baltimore Police Department

(BPD) policies and procedures on arrests. If mass arrests occur on campus, ideally have BPD overseeing the arrests.

If JHU Campus Police Officers are involved with arrests, coordinate with the university

Office of General Counsel and the district attorney/prosecutor for grounds for arrests and specific charges.

Clearly articulate the rules of engagement for arrests and use of force. A roll call training session should be conducted in advance of the anticipated incident and roster completed for topics covered.

Ensure that all officers understand the continuum of force that will be used during the

demonstration. During the Event

Communications

25

The communications perspective about a demonstration is somewhat different from statements about a criminal investigation. News conferences associated with a criminal investigation have limited news releases so as to not jeopardize the investigation or the prosecution of a case. In cases involving demonstrations, status updates tend to be broader and more informative.

Send text alerts to the student body and the broader university community providing updates

and warnings. Public announcements and news conferences should have one voice from the PIO

Situation reports (“sit reps”) should be sent every 30 minutes to the university’s Senior Leadership Team

Other Factors

Rooftop observers and a videographer, along with a safety officer, may be deployed to obtain a

broad view of the demonstration. Ensure that all deployed personnel understand the procedures to be used with university

students, whose behavior will be handled under university policies for student conduct rather than being arrested and prosecuted.

Maintain discipline among officers to ensure that they maintain a calm demeanor with no

overreaction to confrontations and provocations. The beginning of the event should be monitored in person by the Incident Commander and the

appropriate university official to ensure that the tone and response are meeting the needs of the actual event to control order and maintain public safety. If adjustments have to be made, the decision makers are together onsite to agree on any adjustments that can be immediately implemented.

Two-way information with the intelligence analysts should be ongoing throughout the course of

the event. This can provide immediate insight on whether the plan is working, adjustments that have to be made, unanticipated emerging threats, and other critical information needed for operational decision makers

Situation reports can be electronically transmitted to be read on a smartphone, but it is

preferable to send them through a secure e-mail system to avoid the threat of being hacked. Post-Event

Review all notes and records to determine the activities for which the Incident

Commander is responsible after the incident ends. Conduct debriefs of all personnel throughout the chain of command to identify issues that

need to be addressed and lessons learned. Meet with university officials to debrief on policies and processes.

Meet with law enforcement mutual aid partners to debrief on policies and processes.

Meet with command personnel and the university counsel to assess whether there will be complaints or lawsuits arising from the incident. If so, begin the process of documenting evidence—which includes records and video—and having officers involved in the incident prepare detailed reports on the incident.

Perform follow-up with BPD personnel and the prosecuting attorney with respect to the

status of arrested persons. Survey any damages and review any complaints to determine whether a criminal

investigation is warranted. Prepare—with input from commanders and supervisors—an after-action report as a tool

to assess the effectiveness of planning, staffing, preparations, resources, and tactics. The

26

report should focus on what works, what does not, and lessons learned. Be cognizant that the after-action report could be the subject of a Freedom of Information Act request and/or be subject to subpoena. As such, the after-action report should be an assessment on the utility and effectiveness of policies and not have the tone of an investigation.

27

10. ICS POSITION RESPONSIBILITIES

A. INCIDENT COMMANDER - CAREY SCHOOL

Event: Date: Time: Primary Assignee: Secondary Assignee: Assigned Location: Activated Command Center:_______________________________________ Reports To: Function: Organize and direct overall emergency response and recovery operations.

Admin ______ Assume or assign monitoring duties for watches/warnings. Alert ______ Pre-assign ICS staffing for response phase, as needed (Refer to ICS Chart). Phase: ______ Direct ICS Chiefs, infrastructure leaders and/or SMEs to begin alert phase duties.

______ Develop plan for precautionary activities, as needed. ______ Update Sr. Administration (Carey School Dean, other JH entities) ______ Set times for scheduled updates from ICS Chiefs, et al Times: ______ ______ ______ ______

Response ______ Obtain initial information to assess event magnitude. Phase: ______ Assume or assign Incident Commander duty.

______ Begin an event activities log. ______ Activate Crisis Management Plan/ICS, as needed.

______ Select the appropriate call roster(s) to use. ______ Notify designated personnel and request they report to the active command

center. Response should be within the 30-45 minutes following notification. ______ Make ICS assignments and brief department representatives (refer to ICS

chart) on what immediate actions to implement (dept plans, SMEs, infrastructure responsibilities).

______ Refer to specific Carey School Action plan(s) for additional duties, as needed ______ Activate Command Center through Security. ______ Assign support personnel to Command Center responsibilities (event

recorder, clerical, communications, support Chiefs). ______ Direct call back activation after reviewing the ICS sign-in log for those personnel who

did not attend initial briefing ______ Call for status reports from ICS infrastructure sectors at 15 to 30 minute intervals. ______ Develop initial action plan to address identified issues (make assignments). ______ Set times for scheduled updates from ICS sector personnel. Times: ______ ______ ______ ______ ______ Contact Dean with status, if appropriate. ______ Plan for extended operations, if needed.

______ Observe staff for signs of stress/break needs. ______ Relief personnel (including incident commander).

Recovery ______ Deactivate emergency response after discussion w Logistics Chief Phase: ______ Confirm status of all Chief sectors and Sr. Administration. ______ Notify SMEs and/or Departments through Telecommunications. ______ Schedule debriefing and collect Chief/Dept. debriefing reports.

______ Deactivate ICS functions and Command Center, as appropriate.

28

B. OPERATIONS CHIEF – CAREY SCHOOL

Event: Date: Time: Primary Assignee: Secondary Assignee: Assigned Location: Activated Command Center:______________________________________ Reports To: Incident Commander Function: Assist the Incident Commander with the organization and direction of the overall emergency

operations. Provide technical assistance, as needed, to resolve or contain cause of event.

Alert ______ Notify Business Continuity & Disaster Recovery staff. Phase: ______ Assist Incident Commander with development of plan for precautionary activities.

______ Provide damage control status report to Incident Commander. ______ Verify that notifications have been made to ICT personnel. ______ Confirm pre-assignment of staff duties for response phase, as needed.

Response ______ Gather information (nature, scope, resolution) about event. Phase: ______ Provide briefing to IC and receive assignment from IC.

______ Begin an event activities log. ______ Report to command center and prepare to communicate event info and propose plan

to resolve incident, if appropriate, at first briefing ______ Refer to specific disaster plan(s) for additional duties, as needed. ______ Seek consultation from applicable subject matter experts (i.e., Facilities, Occupational

Health, Other Chiefs) when indicated ______ Activate and coordinate section activities. ______ Assist other Chiefs with summary reports for Incident Commander ______ Plan for extended operations, if needed.

______ Ensure appropriate level of staffing at 12 hour intervals ______ Implement established responsibilities associated with plan. ______ Complete requested tasks received from Command Center personnel. ______ Provide briefings to Incident Commander at established intervals. ______ Observe staff for stress/break needs and identify relief personnel to replace

initial staff. ______ Conduct staff briefings between ICC briefings.

Recovery ______ Deactivate emergency response phase. Phase: ______ Work with Carey School staff and others to return affected areas back to normal status. ______ Provide routine situation reports to the Command Center staff.

______ Deactivate command center, as directed. ______ Compile data & summarize response from all sectors for Incident Commander ______ Deactivate sector functions ______ Confirm with Incident Commander the ICS structure and responsibilities for the

recovery phase. ______ Set up times for scheduled updates of identified recovery phase activities ______ Provide debriefing report and documentation for assigned sector areas to Incident

Commander for critique process ______ Restock forms and supplies.

29

C. PLANNING CHIEF – CAREY SCHOOL

Event: Date: Time: Primary Assignee: Secondary Assignee: Assigned Location: Activated Command Center:______________________________________ Report To: Incident Commander Function: Gather and report information about the event to other ICS functions, as needed. Establish labor pool

and provide staff support services. Monitor recovery planning activities. Coordinate critique of the event.

Alert ______ Pre-assign sector duties for Staffing Leaders Phase: ______ Provide report of sector status to Incident Commander.

______ Develop plan for precautionary activities, if needed. ______ Gather and summarize all sector reports for Incident Commander. ______ Provide scheduled updates to Incident Commander.

Response ______ Receive assignment and briefing from Incident Commander. Phase: ______ Begin an event activities log.

______ Activate appropriate emergency plans, as needed. ______ Notify personnel (in-house/call back plan). ______ Assign section duties to staff. ______ Brief staff on situation. ______ Confirm activation of planning section operations. ______ Refer to specific disaster plan(s) for additional duties, if needed.

______ Call for status reports from sector functions at 30 minute intervals. ______ Develop initial action plan to address identified issues (make assignments). ______ Set times for scheduled updates from sector functions. ______ Gather and summarize all sector reports for Incident Commander ______ Plan for extended operations, if needed.

______ Ensure appropriate level of staffing at 12 hour intervals ______ Implement established responsibilities. ______ Complete requested tasks received from Incident Command Center. ______ Provide briefings to IC leaders ______ Observe staff for stress/break needs and identify relief personnel to replace

initial staff. ______ Conduct staff briefings between ICC briefings.

Recovery ______ Deactivate emergency response phase. Phase: ______ Work with others to return affected areas back to normal status. ______ Notify Staffing Leaders and other areas assigned of status.

______ Develop recovery phase status report for Planning Chief section: Event Tracking, Labor pool (Staff Planning, HR), Mental Health, Staff support, Occupational Health, CEPAR

______ Restock forms and supplies. ______ Gather and summarize recovery phase status reports from all sectors for IC. ______ Confirm with IC the ICS structure and responsibilities for the recovery phase. ______ Provide debriefing report and documentation for assigned sector areas to Incident

Commander for critique process

30

D. LOGISTICS CHIEF – CAREY SCHOOL

Event: Date: Time: Primary Assignee: Secondary Assignee: Assigned Location: Activated Command Center:______________________________________ Report To: Incident Commander Function: Provide general services and supplies needed for the operation of the organization. Obtain special

request items, as needed. Track purchases related to the event. Coordinate damage control activities.

Alert ______ Pre-assign sector duties for response phase, if needed. Phase: ______ Provide report of sector status to Incident Commander.

______ Develop plan for activities, if needed (including overstocking facility provisions). ______ Gather and summarize all sector reports for Incident Commander. ______ Provide scheduled updates to Incident Commander.


______ Report to Command Center and obtain sector packet. ______ Activate appropriate emergency plans, as needed.

______ Notify personnel (in-house/call back plan). ______ Assign section duties. ______ Brief staff on situation. ______ Confirm activation of Logistics section operations. ______ Refer to specific disaster plan for additional duties, if needed.

______ Call for status reports from sector functions at 15 to 30 minutes. ______ Develop initial action procedures to address identified issues (make assignments). ______ Set times for scheduled updates from sector functions. ______ Plan for extended operations, if needed.


initial staff. ______ Conduct staff briefings between ICC briefings. ______ Plan for replenishment of fuels and supplies for emergency systems.

Recovery ______ Deactivate emergency response phase. Phase: ______ Notify section department leaders.

______ Notify Incident Commander. ______ Develop recovery phase plan (make assignments). Facility Operations, Information Services, Equipment Management, etc. ______ Report recovery phase status to Incident Commander. ______ Deactivate section functions. ______ Restock emergency operations kits, forms and supplies.

31

E. FINANCE & ADMINISTRATION CHIEF – CAREY SCHOOL

Event: Date: Time: Primary Assignee: Secondary Assignee: Assigned Location: Activated Command Center:______________________________________ Reports To: Incident Commander Function: Coordinate all activities for managing finance and business administration for the crisis.

Responsible for documenting and managing personnel compensation records (time sheets), contract administration and cost analysis for the event.

Alert ______ Pre-assign section duties for response phase, if needed. Phase: ______ Provide report of sector status to Incident Commander.

______ Gather and summarize all section reports for Incident Commander. ______ Develop plan for precautionary activities, if needed. ______ Provide scheduled updates to Incident Commander.


______ Activate appropriate emergency plans, as needed. ______ Notify personnel (in-house/call back plan). ______ Assign section duties. ______ Brief assigned staff on situation. ______ Refer to specific disaster plan for additional duties, as needed.

______ Call for status reports from sector functions at 15 to 30 minutes. ______ Develop initial action plan to address identified issues (make assignments). ______ Set times for scheduled updates from sector functions. ______ Plan for extended operations, if needed.


initial staff. ______ Conduct sector leader and staff briefings between ICC briefings.

Recovery ______ Deactivate emergency response phase. Phase: ______ Work with affected areas to return to normal status.

______ Report recovery phase status to Planning section. ______ Develop recovery phase plan (make assignments). ______ Gather and summarize recovery phase status reports from all sections for IC ______ Deactivate section functions ______ Confirm with IC what the ICS structure and responsibilities are for the recovery phase. ______ Set up times for scheduled updates of identified recovery phase activities ______ Provide debriefing report and documentation for assigned section(s) to Incident

Commander for critique process ______ Restock forms and supplies.

32

F. PUBLIC INFORMATION OFFICER – CAREY SCHOOL

Event: Date: Time: Primary Assignee: Secondary Assignee: Assigned Location: Activated Command Center:______________________________________ Reports To: Incident Commander Function: Responsible for coordinating all communications with the public and media. Ensures that all

information released is factual, timely and approved by senior management.

Alert ______ Pre-assign section duties for response phase, if needed. Phase: ______ Provide report of section status to Incident Commander.



______ Activate sector Emergency Operations Plan, as needed. ______ Notify personnel (in-house/call back plan). ______ Assign section duties. ______ Brief staff on situation. ______ Set up and staff emergency treatment and holding areas, as needed. ______ Refer to disaster plan for additional duties, as needed.

______ Call for status reports from sector functions at 30 minute intervals. ______ Develop initial action plan to address identified issues (make assignments). ______ Set times for scheduled updates from sector functions. ______ Plan for extended operations, if needed.

______ Ensure appropriate level of staffing at 12 hour intervals ______ Implement established responsibilities. ______ Complete requested tasks received from Incident Command Center. ______ Provide briefings to IC Leaders ______ Observe staff for stress/break needs and identify relief personnel to replace

initial staff if applicable. ______ Conduct section briefings between ICC briefings.

Recovery ______ Deactivate emergency response phase. Phase: ______ Notify Infrastructure Leaders and assigned staff.

______ Notify Incident Commander. ______ Report recovery phase status to Planning sector. ______ Develop recovery phase plan (make assignments). ______ Deactivate sector functions and Control Center. ______ Restock forms and supplies.

33

G. LIAISON OFFICER – CAREY SCHOOL

Event: Date: Time: Primary Assignee: Secondary Assignee: Assigned Location: Activated Command Center:______________________________________ Reports To: Incident Commander Function: Responsible for coordinating all communications with external organizations. Ensures that inter-

organizational relations are smooth, timely and effective.




______ Activate section Emergency Operations Plan, as needed. ______ Notify personnel ______ Assign section duties ______ Brief staff on situation. ______ Set up and staff emergency treatment and holding areas, as needed. ______ Refer to disaster plan for additional duties, as needed.


______ Ensure appropriate level of staffing at 12 hour intervals ______ Implement established responsibilities. ______ Complete requested tasks received from Incident Command Center. ______ Provide briefings to IC Leaders ______ Observe staff for stress/break needs and identify relief personnel to replace


Recovery ______ Deactivate emergency response phase. Phase: ______ Notify staff of situation as appropriate.

______ Notify Incident Commander. ______ Report recovery phase status to Planning sector. ______ Develop recovery phase plan (make assignments). ______ Deactivate sector functions and Control Center. ______ Restock forms and supplies.

34

H. SAFETY OFFICER – CAREY SCHOOL

Event: Date: Time: Primary Assignee: Secondary Assignee: Assigned Location: Activated Command Center:______________________________________ Reports To: Incident Commander Function: Responsible for coordinating all safety matters connected with the event. Ensures that all proper

safety precautions are taken by all staff.




______ Activate sector Emergency Operations Plan, as needed. ______ Notify personnel (in-house/call back plan). ______ Assign section duties. ______ Brief staff on situation. ______ Set up and staff emergency treatment and holding areas, as needed. ______ Refer to disaster plan for additional duties, as needed.


______ Ensure appropriate level of staffing at 12 hour intervals ______ Implement established responsibilities. ______ Complete requested tasks received from Incident Command Center.. ______ Provide briefings to IC Leaders ______ Observe staff for stress/break needs and identify relief personnel to replace


Recovery ______ Deactivate emergency response phase. Phase: ______ Notify staff of situation as appropriate.

______ Notify Incident Commander. ______ Report recovery phase status to Planning sector. ______ Develop recovery phase plan (make assignments). ______ Deactivate section functions. ______ Restock forms and supplies.

35

11. RESPONSE PROCEDURES

A. TYPOLOGY AND RESPONSE LEVELS

In instances where the Carey School Incident Command Team determines that a "local crisis" requires a University response, the appropriate higher-level ICS shall be contacted expeditiously. Carey School response actions are based on a “culture of risk management”. Incidents that develop within the School’s purview will be handled at the lowest, most appropriate level.

Crisis Effects Level I

- Routine Business - Level II

-Carey School - ICS - Level III

- Johns Hopkins University - Level IV

- CEPAR - Loss of Personnel Injuries/illnesses commonly seen every day at

work Injuries involving an easily resolved

facility issue. Impact on local/limited employee

population

Serious injury and/or fatality Illness outbreak of suspicious nature Threatened or actual kidnapping, extortion, or sabotage Senior executive(s) death that significantly impacts the Schools

Multiple fatalities involving Campus

Biochemical agent exposure Impact on broad employee

population

Technology/ Telecom

Minor Business outage temporarily (less than 4 hours) impacts 1 or 2 business units or critical functions

Minor telecom outage impacting single facility

Business outage impacts 1 to 2 business units for 24 hours, or major Business outage impacts several business units for less than 4 hours

Minor telecom outage of less than 1 hour

Business outage impacting several business units and critical functions for more than 24 hours

Telecom outage impacting major bldg Business outage impacting the East Baltimore Campus Outage of all telecom for E. Balt Campus

As Needed

Physical Assets Incident causes minimal, if any, damage Facility aging/ deterioration (e.g., mold) Minor property damage

Facility issues Minor to major property damage Threat requires temporary evacuation

Critical location evacuated and partially destroyed or inoperable Extensive property damage affecting Campus Critical location(s) destroyed

As Needed

Business Impact Little business interruption Minor interruption Significant university interruption As Needed

Hazardous Materials

Little, if any, clean up required Contamination with unlikely health or safety impact

Simple clean-up

Contamination with likely immediate or future health or safety impact

Extensive clean-up

Major / extensive contamination with health or safety issues

Financial Incident has minimal potential to impact earnings, or involves normal capital expenditures

Incident has elevated potential to impact normal capital expenditures

Incident has potential to seriously impact earnings, or involves significant capital expenditures

As Needed

Legal Potential local government impact Potential for more than 1 lawsuit from same or similar cause

Routine govt. inquiry

Class action lawsuit with high-visibility Potential indictment of employee Government investigation of Schools and/or staff/faculty

As Needed

Regulatory One instance of unauthorized use of passwords, ID codes, ID badge

One instance of a Business falling out of regulatory compliance

Limited instances of unauthorized use of password/ID codes, ID badge

Limited instances of a Business falling out of regulatory compliance

Multiple instances of unauthorized use of passwords, ID codes, ID badges

Widespread instances of unauthorized use of passwords, ID codes, ID badges

Multiple - widespread instances of falling out of regulatory compliance

As Needed

Publicity/ Reputation

Potential for local media coverage Local media coverage Potential for public criticism

Public criticism Negative media coverage; likely to trigger negative national media

As Needed

Other Potential union effect - not materially impacting operations, brand, personnel or visitors

Likely union effect - potential to materially impact operations, brand, personnel or visitors

Work stoppages/picketing at locations impact ability to conduct business

Material impact to operations, brand, personnel or visitors

As Needed

36

A. FIRE EMERGENCY

Policy Statement

Fire alarms are only to be used to evacuate the building in the event of a fire. All other evacuations will be coordinated floor-by-floor, by affected building segment, or as part of another evacuation method for the entire building in a non-fire emergency.

Rule Familiarize yourself with the location of stairways, exits, and fire alarm pull stations in the areas you visit.

Ensure doors, especially those to stairways, are not propped open. They must remain closed and latched at all times to prevent smoke and fires from entering escape routes.

Do not use the elevators during a fire emergency. Maintain all corridors free of obstructions and clutter. Persons who are disabled and/or need special assistance in an emergency should contact Health,

Safety and Environment for additional planning. Specifically developed procedures will be furnished to the Security Department and other parties for pre-emergency planning.

All Building occupants (faculty, staff, students and visitors) should promptly exit the building and move at least 300’ away from the building.

Lab workers should: o Contain microorganisms, radioactive materials, chemicals o Shut off gas valves o Close lab doors o Evacuate the building as noted above

Actions Initial Response: ANY INDICATION OF SMOKE OR FIRE MUST BE REPORTED IMMEDIATELY

Activate the building fire alarm system at the nearest fire alarm pull station. Begin evacuation procedures.

Evacuation Procedures: The following procedures are taken during an emergency requiring the evacuation of a building, or a portion thereof. The emergency is managed through the Incident Command Team. All personnel shall upon notification of a fire alarm evacuate the building and report to the appropriate rally point for accountability. Note: The fire alarm system within 100 International does not ring on all floors of the building. It has been designed to alarm on the floor with the fire, one above and two below.

37

B. EXPLOSIVES AND EXPLOSIONS

Policy Statement

Johns Hopkins University is committed to providing a safe and secure environment for students, staff, faculty and visitors.

Rule Since many of our buildings contain complicated equipment, there is the possibility of an explosion occurring after a malfunction. The primary goal in case of an accident is to protect personnel from further injury and the treatment of the injured. The primary risks associated with an explosion are flying debris, the force of the blast and the heat from the explosion. All of these factors contribute to injuries and deaths.

Explosions Due to Equipment Malfunctions

Step Responsibility Action

1 Bldg Occupants

Upon determination that an explosion occurred, the security office, or the local police if there is no on-site security, should be contacted immediately. Assistance should be rendered to the injured and all personnel should evacuate the area/building. All personnel should move at least 100’ away from the building – 300’ is preferable.

2 Emergency Personnel

Upon notification that an explosion occurred, there are two priorities that must be considered: Treatment of the injured Ensure no further personnel are injured

3 ICS Upon notification that an explosion took place the ICS shall convene and begin managing the incident, at least from the organizational perspective. It will be critical to work closely with the police and fire department if they are involved.

4 ICS Medical assistance should be provided as appropriate and the procedures for mass casualty may be applicable.

5 ICS The Incident Commander shall determine the appropriate action for personnel in the affected building to follow while the building is out of service. If the decision to close the building is made it will be communicated to the appropriate personnel in accordance with established ICS protocols.

6 ICS It is possible that the business continuity and disaster recovery plans may be necessary to restore functionality to the building. This is accomplished in accordance with the established plans.

38

C. SUSPICIOUS PACKAGES Policy Statement Johns Hopkins University is committed to providing a safe and secure environment for students, staff, faculty and

visitors.

Rule – Suspicious Packages

A suspicious package is a parcel, box or other container that appears to be suspicious in nature. It may look out of place or “just wrong.” Every report of a suspicious package shall be treated as a valid threat and carefully evaluated for the likelihood of a dangerous device. These devices have been handled in the delivery system and are not likely to explode merely by moving them to a safer location. The movement of a suspicious package should be coordinated with the appropriate security department.

Suspicious Packages


1 Person Receiving Threat

Report all threats to Security or if there is no on-site security, the local police department. The decision to involve local law enforcement agencies in bomb threat situations at campus locations with security departments shall be at the discretion of the Security Director, or designee.

2 Bldg Personnel For suspicious items found on your property:

Do not touch the suspicious device, it may "trigger" a detonation

Report the situation to your security office immediately

Evacuate and cordon off the immediate area to prevent inadvertent exposure to the danger; vibration from movement near the suspect item may cause an explosion or a timing mechanism may be set to activate the device within minutes of placement

If possible, open windows to minimize the effect of any concussion caused by detonation

Because of the increased sophistication of mail and placed bombs, fewer of the devices can be readily identified by merely examining the exterior of the package. Employees should be told:

If they are not expecting a package, be suspicious

Check the return address, if they do not recognize the return address, contact the security office (which will attempt to contact the sender)

DO NOT OPEN THE PACKAGE until satisfied it is harmless


Before calling the police, security personnel should attempt to find out if the addressee of the suspicious package has any knowledge of the item or its contents. If the addressee can positively identify the suspect item, it may be opened by security with relative safety. If the sender must be contacted to identify the item and contents, a management decision must be made as to the reliability of the information.


Below are sample questions to ask during the verification process:

Is the addressee familiar with the name and address of the sender?

Is the addressee expecting package from the sender? If so, what is the approximate size of the item?

Ask the sender to fully explain the circumstances surrounding the sending of the parcel and to describe the contents. At this point, management and security must make a decision whether to proceed to open the parcel or not.

If the sender is unknown, is the addressee expecting any other business correspondence from the city, state, or country of origin of the package?

Is the addressee aware of any friends, relatives, or business acquaintances currently on vacation or on business trips in the area of origin?

Has the addressee purchased or ordered any merchandise from any business concern whose parent organization might be located in the city, state, or country of origin?

If the verification process determines that the sender is unknown at the return address, or the return address is fictitious, consider that as a very serious indication that the parcel may be dangerous.


Once the threat has been reported to either security or the police, the managing of the incident becomes the responsibility of the ICS, Security Office and the police.

6 ICS/ Emergency Personnel

The Incident Commander will determine if the building should be evacuated, unless there is an imminent danger. In that case, the Security Director or the local police shall act according to established protocols involving immediate threats.

7 Bldg Personnel If an evacuation is ordered, it is important that you assist in making the evacuation orderly and expeditious.


The appropriate emergency personnel manage the determination of the danger of the package. If the package is found to be a bomb, the incident becomes a bomb threat and resolved through the local police.

39

D. BOMB THREATS

Policy Statement

Johns Hopkins University is committed to providing a safe and secure environment for students, staff, faculty and visitors. A bomb threat is the deliberate reporting that a bomb has been placed at some location and the reporting person indicates, verbally or implied that the bomb will explode. Every report of a bomb threat shall be treated as a valid threat and carefully evaluated for the likelihood of an actual bomb.

Rule – Bomb Threat

While all bomb threats shall be treated as serious threats, the fact that we receive a threat does not necessarily mean that there is a bomb in or around the building. Every threat shall be investigated by either security, or if there is no security department onsite, the local police department.

Bomb Threats



Report all threats to Security or if there is no on-site security, the local police department. The decision to involve local law enforcement agencies in bomb threat situations at campus locations with security departments shall be at the discretion of the Security Director, or designee. Attempt to complete the Bomb Threat Checklist to assist in the investigation. If you have caller ID, immediately check and note the caller ID number.


Provide the completed Bomb Threat Checklist with as much complete and accurate information as possible to the Security Officer or Police Officer immediately following the termination of the call.


Once the bomb threat has been reported to either security or the police, the managing of the incident becomes the responsibility of the ICS, Security Office and the police. The police department will not search the building, and will likely only respond if a suspected device is found.

4 Bldg Personnel If an evacuation is ordered, it is important that you assist in making the evacuation orderly and expeditious.


The Incident Commander will determine if the building should be evacuated, unless there is an imminent danger. In that case, the Security Director shall act according to established protocols involving immediate threats.


Security supervisors will organize search teams consisting of volunteers familiar with the building. Buildings should be searched from top to bottom, paying particular attention to areas easily accessible to the public. Search Team members should be able to identify any objects that could look suspicious. Be particularly alert to foreign objects out of place, such as packages in rest rooms, etc. Be aware of ticking sounds, strange odors, or burning substances - do not touch or move anything. If a suspicious object is found, the search team should evacuate the building and the affected area immediately secured.


In the event a time is quoted, evacuate the building of all search teams at least 20 minutes prior to the reported activation time. If nothing is found, allow persons to re-enter the building after a reasonable time. (At least 30 minutes after reported detonation time.)

8 General Information

Finally, treat the bomb threat and all data pertaining to it as confidential information, not to be discussed with the news media or any unauthorized individual.

40

Bomb Threat Check-List

41

E. EXPLOSIONS OF UNKNOWN ORIGIN

Policy Statement


Rule – Explosions

Since many of our buildings contain hazardous materials, conduct research involving volatile chemicals and perform high-profile research that may draw unwanted negative attention, there is the very real possibility of an explosion occurring. Whether the explosion is an accident or a terrorist event, the primary goal is to protect personnel from further injury and the treatment of the injured. Protection of the explosion site is also critical for the inevitable investigation. It is possible the site will become a crime-scene, which means the police shall control access to the area. The primary risks associated with an explosion are flying debris, the force of the blast and the heat from the explosion. All of these factors contribute to injuries and deaths.

Explosions


1 Bldg Occupants

Upon determination that an explosion occurred, the security office, or the local police if there is no on-site security, should be contacted immediately. Assistance should be rendered to the injured and all personnel should evacuate the area/building. All personnel should move at least 100’ away from the building – 300’ is preferable.


Upon notification that an explosion occurred, there are two priorities that must be considered: Treatment of the injured Ensure no further personnel are injured. Remember, there is the possibility of additional explosions either because of the original one or because of more bombs have been placed to inflict damage and injuries after people have evacuated the building.

3 ICS Upon notification that an explosion took place the ICS shall convene and begin managing the incident, at least from the organizational perspective. It will be critical to work closely with the police and fire department if they are involved. Based on the extent of the explosion (small lab explosion, contained to a small area of the building, or a large detonation consuming a sizeable portion of the building) it will become obvious if this is an incident that is controlled by the ICS or the local police.

4 ICS Medical assistance should be provided as appropriate and the procedures for mass casualty may be applicable.

5 ICS The Incident Commander shall determine the appropriate action for personnel in the affected building to follow while the building is out of service. If the decision to close the building is made it will be communicated to the appropriate personnel in accordance with established ICS protocols.

6 ICS It is possible that the business continuity and disaster recovery plans may be necessary to restore functionality to the building. This is accomplished in accordance with the established plans.

42

F. WORK PLACE VIOLENCE 1. Unwelcome Visitor

Policy Statement


Rule – Unwelcome Visitor

An unwelcome visitor may be a former faculty or staff member, a former student or simply someone who walked into the building. Security should be notified immediately of any unwelcome visitor.

Unwelcome Visitor


1 Victim/Building Occupant

The victim should report all instances of an unwelcome visitor to Security immediately upon determination that the person is unwelcome.

2 Security Officer The Security Officer shall respond to the scene and request the unwelcome person leave the building. If the person refuses to leave the building, the Security Officer shall request an Off-Duty Police Officer respond to assist.

3 Security Officer The Security Officer shall notify the Security Administrator of the unwelcome visitor so that a determination can be made to escalate the incident to the ICS. The Officer shall complete a well-written report to the Security Administrator.

4 ICS The Security Administrator shall determine if the incident needs to be escalated to the level of the ICS. If the ICS needs to become involved the incident shall be handled according to the details of the incident.

2. Altercation

Policy Statement


Rule – Altercation

An altercation may involve a current or former faculty or staff member, a former student or simply someone who walked into the building. Security should be notified immediately of any altercation.

Altercation


1 Victim The victim should report all altercations to security so that the matter may be addressed properly.

2 Security Officer The Security Officer shall respond to the scene and resolve the altercation. If the incident becomes an assault it shall be handled as an assault.

3 Security Officer The Security Officer shall notify the Security Administrator of the incident so that a determination can be made to escalate the incident to the ICS. The Officer shall complete a well-written report to the Security Administrator.

4 ICS The Security Administrator shall determine if the incident needs to be escalated to the level of the ICS. If the ICS needs to become involved the incident shall be handled according to the details of the incident.

3. Assault

Policy Statement


Rule – Assault

An assault is a violation of state law, it is a crime, and therefore an issue that should be reported to the local police. It is at the discretion of the victim to pursue police involvement, but it is advisable for the organization to facilitate this involvement to protect the victim’s rights.

Assault


43

1 Victim The victim should report all assaults to both security and the local police. If medical attention is necessary it should be sought immediately.


A detailed, professional report is both advisable and necessary to protect the victim and the organization. A proper report consists of detailing who, what, where, when, how and why an incident occurred.

3 ICS Most instances of assault will not require the full ICS, but at least the incident Commander should be notified to ensure that the PIO is involved

4 ICS It is important to protect the privacy of the victim. The organization should not issue opinions or information concerning the incident unless the victim requests assistance. Any requests of this sort must be reviewed and approved by the appropriate personnel (Incident Commander and Agency Executive at least.)

4. Active Shooter Response Procedures

Policy Statement Johns Hopkins University is committed to providing a safe and secure environment for students, staff, faculty and visitors.

Rule – Active Shooter

Active shooter incidents are often fluid situations requiring quick decisions; the ICS for the appropriate Schools/campus may not have time to form. Security shall engage the local police department and maintain contact with the ICS for the affected Schools/campus.

Active Shooter


Phase I Informational The first phase of the security response to an active shooter event involves the initial response of security communications personnel, the initial responder(s) and the supervisory staff.

1 Communications Officer(s)

Obtain the following from a caller or security personnel: o Location of the shooter o Description of the shooter including the weapon(s) o Name of the shooter if known o Direction of travel o Number of injured personnel and the extent of any injuries o Keep the caller on the phone and obtain further information if possible

Notify all on-duty security supervisors via broadcast. Notify all on-duty security personnel of the event. Notify 911 and give as much information as possible. Initiate notifications protocol (Emergency Text Messaging System): notify Corporate Security

Directors. Immediately access the nearest cameras to the location and attempt to locate and monitor the

suspect. Notify the appropriate Incident Command Team. The Incident Commander will identify

someone familiar with the facility (with access to floor plans) and have him/her respond to the staging area.

2 First Responder If the first responder comes across the event prior to any notification to the security communication center, he/she shall place themselves in a safe zone and immediately notify security communications of the location, description and direction of travel of the shooter(s). The first responder will assist any injured personnel and notify security communications of the number of victims and the nature of any injuries when possible.

If the first responder is near the shooting, he/she shall attempt to secure the exit(s) in an effort to slow or prevent the movement of the shooter(s). Under no circumstances should an unarmed security officer attempt to apprehend an armed individual.

Where possible update security communications with any additional information.

3 Operations Supervisor/Senior Supervisor

Depending on the time of the incident, the on-duty supervisor may be the only supervisor working. The senior on-duty supervisor shall determine suitable personnel to fill in the other supervisory roles or may have to perform multiple duties until more personnel arrive. Assess the information at hand regarding location, shooter(s), direction of travel and victims. Notify any off-duty police officers so that they may respond to the scene.

44

Send a supervisor and experienced security officer to the ICS to initiate the conference bridge line and notify ICS members.

Activate the appropriate Carey School staging area for the affected building. This staging area shall maintain close communications with the Corporate Security Communications Center and the Incident Command Center.

Clear the staging area of any vehicles and persons not directly involved in the response efforts. Assign a recorder to the staging area. Have the recorder and staging area communications officer perform a roll call of all on-duty

security personnel and their location using names. A post number may be assigned to the individual using special designations that won’t conflict with the normal post designation.

Assign a police liaison. Assign a staging area communications officer. When personnel are limited, the same person may hold multiple roles. Assess all available resources. Deploy personnel to access points in and out of the building. (Avoid any positions that put an

officer in immediate jeopardy). Isolate the location of the shooting(s) as much as possible (shut down elevators; lock doors,

close stairwells etc... by whatever means possible). Establish a police response corridor, inform communications of the corridor to relay to 911,

send adequate personnel to keep the response corridor free of traffic. Establish a safe evacuation area away from the location of the incident and inform

communications of the location. Designate a supervisor/security officer to maintain responsibility for the non-involved

facility(s) to maintain order and response to serious security issues. It is recognized that response to non-serious issues will be dependent upon the number of available security personnel.

Phase II

Informational Phase II is where police resources have arrived on the scene. Security personnel shall relinquish responsibility for the overall response to police personnel as they arrive.

1 Communications Supervisor

Continuously update personnel with information as it becomes available. Maintain direct communications with the command post through a dedicated land line

telephone. Maintain camera monitoring and updates.

2 First Responder Shall leave his/her position at the discretion of police.

3 Staging Area Supervisor

Shall maintain a presence at the staging area, now under police control, and render whatever assistance possible.

Send a representative to the appropriate Incident Command Center. Send any media personnel to the area designated by the Incident Command Center.

4 Operations Supervisor/Senior Supervisor

Advise all security personnel relieved by police personnel to report to the staging area for debriefing and possible reassignment.

Account for all personnel. If it is determined that security personnel are missing or unaccounted for, the Supervisor shall

immediately notify police personnel of the missing officer and the last know location. Assess resources and relief where necessary. Conduct a briefing of relief personnel.

45

5 Command Supervisor

Depending on the time of the incident, the on-duty supervisor may be the only supervisor working. The senior on-duty supervisor shall become the Command Supervisor and determine suitable personnel to fill in the other supervisory roles or may have to operate in multiple roles. Where resources allow the Command Supervisor shall report to the Command Post. Assess resources and determine if a call back of off-duty personnel or additional resources

from another facility(s) is required based on the police commander’s assessment of the duration of the incident.

Remain cognizant of the time and if the current shift should be held over. If the assessment determines an extended event is most likely: Determine the level of staffing and supervision required. Determine if a 12 hours shift rotation is necessary. Have off -duty personnel notified of where and when to report. Announce on-duty personnel to be held. Work with the staging area supervisor to assign posts and relief. Give consideration to comfort, food, etc. for security personnel. Prepare and conduct a briefing for relief senior supervisors.

Phase III

Informational Obtain staffing requirements/instructions from the appropriate IC Team. JHU Mental Health Team or Employee Assistance Program determinations should be made. The Staging Area and Command Post are closed once all injured are addressed and BCPD has

left the Schools. The recorder’s logs are turned over to the Command Supervisor. Communications Center returns to normal staffing. Staging area may be maintained until all emergency vehicles and equipment are cleared from

the facility. The location of all shooting scenes may require extended crime scene recovery work. Security

personnel may have to maintain positions until the scene(s) have been processed, cleared by the police and cleared.

Command Post is closed. All equipment is accounted for. After normal operations are resumed, an after action review will be conducted by the

appropriate IC Team and Corporate Security. The review will be used to assess future operations.

5. Hostage Situation Procedures

Policy Statement

Johns Hopkins University is committed to providing a safe and secure campus environment in which we are able to pursue our educational and research oriented missions.

Rule – Police Response to Incident

Violent incidents, including but not limited to: acts of terrorism, an active shooter, assaults, hostage or other incidents of workplace violence can occur on the JHU Campuses or in close proximity with little or no warning. JHU Security departments have adopted local and nationally accepted law enforcement response procedures to contain and terminate such threats, as quickly as possible. The following information regarding law enforcement response will enable you to take appropriate protective actions for yourself. Try to remain calm, as your actions will influence others. The following instructions are intended for incidents that are of an emergent nature (i.e. imminent or in progress). Security Officers and local law enforcement agencies will immediately respond to the area, as deemed necessary. Remember, the first and foremost priority is to contain the assailant(s) (prevent the assailant from roaming the campus) and second, subduing the assailant(s).

Immediate Actions


46

1 Campus/ Building Population

Secure the immediate area Remove all personnel not involved in the situation from the area. Once that is done, the following procedures should be followed: Lock or barricade the door, if able. Block the door using whatever is available – desks,

tables, file cabinets, other furniture, books, etc. or take other appropriate action to isolate the incident

After securing the door, stay behind solid objects away from the door as much as possible.

If the assailant enters your room and leaves, lock or barricade the door behind the assailant.

If safe to do so, allow others to seek refuge with you. Notify security as soon as possible; they will notify the police and JHU leadership.


Protective Actions Take appropriate steps to reduce your vulnerability: Close blinds, block windows. Turn off radios, computers, monitors and silence cell phones. Place signs in interior doors and windows, but remember the assailant can see these as

well. Place signs in exterior windows to identify your location and the location of injured

persons. Keep people calm and quiet. After securing the room, people should be positioned out of sight and behind items that

might offer additional protection – walls, desks, file cabinets, bookshelves, etc.


Unsecured Areas If you find yourself in an open area, immediately seek protection: Put something between you and the assailant. Consider trying to escape if you know where the assailant is and there appears to be an

escape route immediately available to you. If in doubt, find the safest area available and secure it the best way that you can.

47


Call for emergency help Contact your campus Security Office if you are located at one of the large-scale campuses or the local police if you are at an off-campus site. You may hear multiple rings – stay on the line until it is answered - do not hang up. Try to observe and provide information in a calm clear manner so that the security/police operator may relay your information to responding law enforcement and emergency personnel; stay on the line as long as possible, and provide information such as the following: What is happening? Where you are located, including building name & room number? Number of telephones in the area Number of people at your specific location. Personnel who are still in the area Injuries, if any, including the number of injured personnel and types of injuries. Your name and other information as requested. Specific location, direction and time of departure of the assailant. Specific floor area controlled by the assailant – provide diagram Number of assailants. Gender, race, and age of the assailant. Language or commands used by the assailant. Threats and demands made by the assailant. Clothing color and style. Physical features – e.g., height, weight, facial hair, glasses. Type of weapons – e.g., handgun, rifle, shotgun, explosives. Description of any backpack or bag. Do you recognize the assailant? Do you know their name? What exactly did you hear – e.g., explosions, gunshots, etc. How many hostages were taken, their identities and photographs, if known and

available.


Treat the Injured The Security Officer/operator will notify law enforcement and other emergency service (EMS) agencies – fire and rescue. EMS will respond to the site, but will not be able to enter the area until it is secured by law enforcement. You may have to treat the injured as best you can until the area is secure. Remember basic first aid: For bleeding apply pressure and elevate. Many items can be used for this purpose – e.g.,

clothing, paper towels, feminine hygiene products, newspapers, etc. Reassure those in the area that help will arrive – try to stay quiet and calm.


Un-securing the Area Do not under any circumstance seek out the assailant – stay safe until the police declare

the all-clear. The assailant may not stop until his objectives have been met or until engaged and

neutralized by law enforcement. Always consider the risk exposure to you and to others in your area by opening the door. Attempts to rescue people should only be made if it can be done without further

endangering the persons inside of a secured area. Be aware that the assailant may bang on the door, yell for help, or otherwise attempt to

entice you to open the door of a secured area. If the assailant enters your area, try to subdue him/her. Use whatever possessions (i.e.,

throw coins, books, furniture, etc ) you may have to create an opportunity to subdue the assailant

If there is any doubt about the safety of the individuals inside the room, the area needs to remain secured.

48

Command During Incident


1 Who’s in charge

Initially a Security Director or Shift Manager until the police arrive; Then Baltimore City Police Department; Then JHU Incident Command Center.

2 JHU ICS JHU Incident Command Center will support Security and the Baltimore City Police Department. Initial responses includes: Activate the JHU Incident Command Center in the routine designated location, if

possible, or activate the virtual Command Center if the incident is in the Wolfe Street building.

Liaison with Corporate Security through the Security Officer assigned to the JHU-ICC Activate the Media Center under the direction of the Office of Communications Activate the Family Information Center outside the inner perimeter Coordinate the response addressing injured personnel once the area(s) have been

secured

3 First Responders Assistance from local and state law enforcement agencies will be provided under existing mutual aid agreements. The decision to call in outside supporting agencies or to close all or a portion of the grounds will be made by the Chief of Police or designee in consultation with Security or designee and other appropriate individuals in JHU Senior Administration.

4 Public Affairs Information will be released to the JU population/campus community after it has been approved by JHU Communications and Public Affairs entities. Only approved representatives of the University may speak to the media.

Typical Law Enforcement Response



Help is on the way It is important for you to: Remain inside the secured area. Law enforcement will locate, contain, and stop the assailant. The safest place for you to be is inside a secure room. The assailant may not flee when law enforcement enters the building, but instead may

target arriving officers.


Injured Persons Initial responding police or security officers will not treat the injured or begin evacuation until the threat is neutralized and the area is secure. You may need to explain this to others in order to calm them. Once the threat is neutralized, officers will begin treatment and evacuation


Evacuation Police officers will establish safe corridors for persons to evacuate. This may be time consuming. Remain in secure areas until instructed otherwise. You may be instructed to keep your hands on your head. You may be searched. You may be escorted out of the building by law enforcement personnel - follow their

directions. After evacuation you may be taken to a staging or holding area for medical care,

interviewing, counseling, etc. Once you have been evacuated you will not be permitted to retrieve items or access the

area until law enforcement releases the crime scene.

49

G. HAZ-MAT EMERGENCY ISSUES 1. Biological Emergency

Policy Statement


Rule – Haz-Mat Issues

This procedure is to guide personnel on the appropriate response to University (JHU) Hazardous Material spills and to ensure a thorough and documented response. Routine, small spills are handled in accordance with established spills in the labs through the use of absorbent material to contain the spill. The following procedures are intended for more significant spills. While personnel are not to place themselves in danger, the organization must still coordinate an effective and safe response to a hazardous material incident. Health, Safety and Environment (HSE) and other necessary responders are the primary authorities and responders to a haz-mat incident.

Biological Spill


1 Person Identifying Spill

Upon discovering a spill, immediately alert all personnel in the area of the spillage. Do not open windows, leave the laboratory and close the door. Alert Security and ensure that HSE has been notified.


Provide the following information: The nature of the incident Your name and location A phone number of someone familiar with the situation


If the spill is in an outside area (external to the building), try to contain the spill if possible and close off the area. Immediately contact HSE for assistance.

4 HSE Follows established HSE protocols for addressing a haz-mat spill. HSE notifies the appropriate ICS in accordance with procedures.

2. Chemical Emergency

Policy Statement


Rule – Haz-Mat Issues

This procedure is to guide personnel on the appropriate response to University (JHU) Hazardous Material spills and to ensure a thorough and documented response. Routine, small spills are handled in accordance with established spills in the labs through the use of absorbent material to contain the spill. The following procedures are intended for more significant spills. While personnel are not to place themselves in danger, the organization must still coordinate an effective and safe response to a hazardous material incident. Health, Safety and Environment (HSE) and other necessary responders are the primary authorities and responders to a haz-mat incident.

Chemical Spill



Upon discovering a spill, immediately alert all personnel in the area of the spillage. Do not open windows, leave the laboratory and close the door. Alert Security and ensure that HSE has been notified.


Provide the following information: The nature of the incident Your name and location A phone number of someone familiar with the situation


If the spill is in an outside area (external to the building), try to contain the spill if possible and close off the area. Immediately contact HSE for assistance.

4 HSE Follows established HSE protocols for addressing a haz-mat spill. HSE notifies the appropriate ICS in accordance with procedures.

50

H. MEDICAL

1. Medical Emergency

Policy Statement


Rule – Medical Emergencies

All personnel requiring medical assistance for an injury or illness while at a JHU facility shall be given reasonable first-aid as well as seeking professional emergency services assistance. All medical emergencies shall be treated seriously and addressed immediately to safeguard all personnel in our facilities.

Medical Emergency


1 Building Occupant

Upon notification of a medical emergency, security and the local emergency medical services (EMS) personnel shall be notified. Remember, you may need to dial a “9” to reach an outside line for the 911 telephone call.

2 Security Officer/Building Occupant

Provide any first-aid necessary to assist the victim. It is advisable to have someone at the elevators prepared to escort the EMS personnel to the victim.

3 Security Officers Security completes an Incident Report including individuals involved, time and date of initial call, who was notified, what happened and the support arrival time and responses. It is important to prepare a complete report with who is involved, what happened, when and where it happened and how it happened, if known. Remember, the completeness of the report may influence the outcome of a future lawsuit.

4 Office/Dept Administrators

Complete the appropriate paperwork for any workman’s comp or organizational notifications.

2. Food/Water Contamination Emergencies

Policy Statement


Rule – Food/Water Contamination Emergencies

All personnel requiring medical assistance for food/water contamination while at a JHU facility shall be given reasonable first-aid as well as seeking professional emergency services assistance. All medical emergencies shall be treated seriously and addressed immediately to safeguard all personnel in our facilities.

Food/Water Contamination Emergency


1 Building Occupant

Upon discovering or suspecting that personnel are suffering from food/water contamination, security and the local emergency medical services (EMS) personnel shall be notified. Remember, you may need to dial a “9” to reach an outside line for the 911 telephone call.


All reasonable first-aid and comfort shall be given to the victims. The victims should be taken to the nearest bathroom for convenience. Staging victims in close proximity to the bathrooms may be difficult because of the potential number of victims. It may be necessary to use a large nearby room as a staging area while the EMS arrive.


The primary goal is to ensure that the victims are taken to a hospital for treatment. It is advisable to have someone at the elevators prepared to escort the EMS personnel to the victim.

4 Security Officers Security completes an Incident Report including individuals involved, time and date of initial call, who was notified, what happened and the support arrival time and responses. It is important to prepare a complete report

51

noting who is involved, what happened, when and where it happened and how it happened, if known. Remember, the completeness of the report may influence the outcome of an investigation into the cause of the illness.

5 Office/Dept Administrators

Complete the appropriate paperwork for any workman’s comp or organizational notifications.

6 ICS It is important to ensure accurate information is obtained identifying the possible causes and sources of those causes. Actual determinations on the cause of the illness may take months, but consideration of food and beverage services may be useful in finding any connections between victims and illness.

3. Mass Casualty Emergencies

Policy Statement


Rule – Mass Casualty Emergencies

All personnel requiring medical assistance for an injury or illness while at a JHU facility shall be given reasonable first-aid as well as seeking professional emergency services assistance. All medical emergencies shall be treated seriously and addressed immediately to safeguard all personnel in our facilities. A mass casualty incident will result in a large number of victims requiring varying degrees of medical attention.

Mass Casualty Emergency


1 ICS Upon notification of a medical emergency involving mass casualties, security and the local emergency medical services (EMS) personnel shall be notified. Remember, you may need to dial a “9” to reach an outside line for the 911 telephone call. Normally the local EMS personnel shall take control of the situation. Assistance should be offered to aid in treating the victims.


Provide any first-aid necessary to assist the victims. It may be necessary to use areas of the buildings or the grounds to assist the EMS personnel in treating the victim. The goal will be to remove the victims to area hospitals as quickly as possible, but this will take time.

3 Security Officers Security completes an Incident Report including individuals involved, time and date of initial call, who was notified, what happened and the support arrival time and responses. It is important to prepare a complete report with who is involved, what happened, when and where it happened and how it happened, if known. Senior security managers shall direct these activities.

4 ICS Works closely with the local public services to address the incident. After all the victims have been removed, there may still be issues to address connected with the cause of the incident. This may become a business continuity or disaster recovery concern. Restoration of the facilities and surrounding areas will be a concern – bodily fluids should be treated as a haz-mat issue.

4. Pandemics

CEPAR will notify the greater JHU community of the risk of a pandemic. At that time, CEPAR will institute a Unified Command of Johns Hopkins Institutions.

52

I. MENTAL OR BEHAVIORAL HEALTH ISSUES: STUDENTS Guidelines for students have been established through Dean of Student Life. The Counseling Center website has information related to this issues at http://web.jhu.edu/counselingcenter/

J. MENTAL OR BEHAVIORAL HEALTH ISSUE: STAFF, FACULTY OR VISITOR Purpose

These guidelines have been established to ensure that staff and faculty directly involved in a crisis receive appropriate support. As confidentiality permits, members of the School, community and others are informed of crisis situations so they can respond appropriately.

Confidentiality

Staff and faculty have a right to privacy, and there will be instances when they do not want certain information shared. At the same time, there will be instances when it is necessary and legal for appropriate faculty and staff to disclose information about a particular situation to serve the best interests of the employee. Before disclosing any information about an employee it is advisable to contact Human Resources and in some cases Faculty and Staff Assistance Program (FASAP) before releasing confidential information.

Responding to an Employee-related Crisis Judgment: Anyone aware of a crisis situation must use a great deal of personal judgment about how best to respond. What immediate action should be taken? Who should be notified and by whom? What else should be done for the person in crisis? Who else may be affected? What support is available for them? These and other questions must be answered quickly if employees in crisis are to receive adequate support, and if the Schools and/or University are to respond appropriately to the situation. When in doubt, consult with other professionals. Coordination: Crisis prevention, intervention, and follow-up are shared responsibilities throughout the Schools and University. Depending on the crisis, different offices take responsibility for coordinating the response and deciding whom else to involve. In general, Human Resources and FASAP coordinate notification and crisis intervention services for most situations in the Schools. Coordination typically includes a number of steps:

Researching the situation to assess the nature and extent of the crisis; Identifying those who may need support; Notifying other units such as Security Operations, Support Services, and/or Pastoral Counseling, as

appropriate. Following-up with affected individuals to ensure that the support services provided are adequate.

Support: Various kinds of support can be provided to an individual affected by a crisis. Family, friends, acquaintances, faculty, staff, and other members of the community can provide personal support. Providing support is a responsibility that must be shared. Anyone who recognizes that someone is in crisis, and is willing to take the time to talk with the person, can be helpful. The staff or faculty member can then be referred to FASAP, HR or other University resources for additional assistance. Important Telephone Numbers

Faculty and Staff Assistance Program: 443-284-7000 Human Resources Carey School

Recognizing Distressed Staff and Faculty

As a member of the faculty or staff, you may find that you will be in a position to observe and be aware of changes in a co-worker which signal psychological distress. This is not to imply that you are to be a “watchdog,” but rather a good friend that a co-worker may seek out to share their distress. Being cognizant of these distress signals, having some guidelines for dealing with distressed persons, and being aware of appropriate referral sources that can assist you, will allow you to be more in control of situations that may present themselves.

53

Listed below are some common signs of psychological distress. These are intended to provide only basic information. Depression - Everyone gets depressed from time to time; this is normal. Having only one symptom is usually not enough to describe someone as severely depressed. Abnormality may be defined as maintaining a larger number of depressive symptoms over a longer period of time with the symptoms tending to become progressively more severe. The symptoms of depression can include insomnia or change in sleep patterns, inability to concentrate, change in appetite, loss of ability to experience happiness or pleasure, apathy, sloppiness, crying, poor personal hygiene, feelings of worthlessness, no desire to socialize, loss of self-esteem, and preoccupation with death. Unusual Acting Out - This would represent change in behavior from normal socially acceptable behavior. It would include being disruptive or overly antagonistic, and may include increased alcohol use or drug abuse. Suicidal Ideation - Most suicide attempts are preceded at some point by messages that the person is considering suicide. These messages can range from “I wish I weren’t here” to a very direct “I’m going to kill myself.” Nonverbal messages include giving away valuable possessions and putting legal, financial, and Schools affairs in order. Each type of message about suicide should be taken seriously. Other Signs of Distress - The more symptoms observed, the more likely the individual is truly distressed. These signs may include a drop in work attendance; drop in quality of office, class or laboratory work; generally tense or sad appearance; or inappropriate, bizarre responses such as talking off the topic and rambling.

Guidelines for Dealing with Distressed Personnel There are no absolutely correct procedures for dealing with a distressed employee. Each person has his or her own style of approaching and responding to others. Listed below are some suggestions for dealing with a distressed person. Know your personal limits as a helper. You may not feel comfortable trying to help someone cope with her/his problem. Sometimes a person is in need of much more time than you can honestly give or requires much deeper exploration of the problem area. In this scenario, the best course of action probably lies in helping them get to a competent professional or an agency that can provide the necessary services. To do this you can:

Reassure the person for talking with you; Acknowledge they’re hurting; Be accepting and nonjudgmental; Indicate in a gentle but direct manner that professional assistance is the positive step needed to deal

with the pain, and that you will assist her/him in finding competent professionals. Understand the severity of the situation. If you are concerned about a person’s suicide potential, keep in mind that professionals assess the suicide potential, in part, by asking:

What the plan for suicide is—exactly how will it be done; When and where the person intends to carry out the plan; Did the person ever attempt suicide before?

The more specific and lethal the plan, the more recent a previous attempt, and the greater the ability to carry out the plan increases the risk for a fully executed suicide. You need not be afraid to ask these questions. These questions will not furnish people who are considering suicide with new ideas. Most people who are actively suicidal are more than willing to discuss their plans. Conversely, many people consider suicide from time to time in passing. The less specific and lethal the plan (e.g., “I guess I’d take a couple of sleeping pills sometime”) the less likely a suicide attempt.

54

Get help from the professionals. If you are uncomfortable with or have questions about how to handle a crisis situation, seek help from professionals. Call the local HR Office, FASAP, Security Operations, or the Hospital Emergency Room for assistance.

K. WEATHER & NATURAL DISASTER PROCEDURES

1. Weather Emergency Policy This document covers the University’s policies relating to snow and other inclement weather conditions. Because of the nature of the University’s services, the University policy is to remain open during inclement weather or other emergencies. A weather emergency is defined as an actual or imminent change in the atmosphere (e.g. snow, hurricane or a tornado) that is serious enough to disrupt the routine academic, research, service and administrative functions of the University. In the event of a weather emergency, the president of the University or appointed designee (normally the provost) in consultation with the vice president for human resources will decide whether and when to curtail operations and/or invoke the “required attendance policy”. When the required attendance policy is invoked, it means that all required attendance employees must report to work and/or remain at work. A required attendance employee is defined as an employee who has been designated as vital to the operation of a work group, whose presence is required regardless of the existence of an emergency condition, and whose presence allows the continuation of critical services, protects the safety and well-being of the University population and/or physical plant and supports necessary timely work. Examples of such employees could be security, engineers or other heating plant and maintenance personnel, snow removal employees, food service employees, University hospital-based employees, animal caretakers, clinical department employees, research assistants, administrative support, etc. Designated required attendance employees must remain at work or report to work. Employees who fail to remain at or report to work may be considered absent without approval pending discussion with a supervisor. Any decision to alter normal University operations will be relayed to the following radio and television stations for broadcast: Radio

WYPR-FM 88.1 (Baltimore) WYPF-FM 88.1 (Frederick) WBAL-AM 1090 (Baltimore) WIYY-FM 97.9 (Baltimore) WMAL-AM 630 (Washington) WPOC-FM 93.1 (Baltimore) WASH-FM 97.1 (Washington) WTOP-AM 1500 (Washington)

Television

Channels: ABC, CBS, NBC & FOX (Baltimore) Channels: ABC, CBS & NBC (Washington) News Channel 8 (Washington cable)

Also posted online: www.jhu.edu/alert or call 410-516-7781 or 800-548-9004

55

The announcements will specify whether any cancellation involves only day classes, only evening classes, or both day and evening classes and whether the required attendance policy has been invoked. If operations at the Applied Physics Laboratory or the Peabody Prep are to be curtailed, that fact will be announced separately in accordance with their emergency weather conditions procedures. The Applied Physics Laboratory weather emergency coordinator will alert the Weather Emergency Organization to stand by for instructions about contacting employees with telephone relay responsibilities. Annually, or on a rotating schedule, certain employees will be designated by their supervisors as required attendance employees. This designation should be put in writing indicating that these employees provide critical services and are required to report to work or remain at work. If you are not certain whether you are designated as a required attendance employee, check with your supervisor. Each unit/department will define its own staffing requirements in times of weather emergency. Human resources can provide guidance on making the determination. Required attendance employees will be provided with the University’s new weather emergency phone number for a recorded message about the required attendance policy status. Since weather conditions in the cities where Johns Hopkins has campuses may vary, there may be times when required attendance policy is invoked for some campuses and not others. In addition, conditions may be different on campus than they are in the area where an employee lives. In times of bad weather, required attendance employees should call the weather emergency number to check on the status of the campus where they work. If shuttle bus service among the Homewood, Peabody and East Baltimore campuses must be suspended, signs will be posted conspicuously at the main shuttle stops. In addition, announcements of service suspensions will also be relayed to the radio and television stations listed above and to the operator at the main University switchboard. Deans and directors of the relevant divisions will be notified. If primary or secondary schools, or day care facilities open late or close early because of inclement weather, affected parents may arrive at work late or leave early with the approval of their supervisors and charge the time off to accrued vacation or make it up at a time convenient to the supervisor. If staff members have responsibility for elderly or disabled dependents and care arrangements are effected by inclement weather, time off can be charged to accrued vacation or made up at a time convenient to the supervisor. In the event of a delayed opening, non-required employees do not receive an adjustment in pay or time off for reporting to work prior to the designated time. If the University opens late, i.e. one-half day late or more, and an employee elects to take vacation or a leave of absence without pay, they will be charged for one-half day of leave only, If the University announces it is opening late, but less than one-half day late, and an employee elects to take vacation or a leave of absence without pay, they will be charged for a full day of leave. If an employee is on paid scheduled vacation or sick leave and the University officially closes due to a weather/emergency, the time the University is officially closed will not be charged to accrued vacation or sick leave. However, the University must be officially closed for at least one-half day. Bargaining unit members are expected to report for work and will be paid for hours worked only. Those not able to work due to weather conditions will be given the option of having the time lost charged to accrued vacation or taken as unpaid leave.

56

If members are designated as required attendance employees, they must report to work. Employees may leave early only at the discretion of their supervisors or their supervisors' designees. Time lost from work by non-exempt employees may be charged to accrued vacation or made up at a time convenient to the supervisor. Employees who are required to work will receive compensatory time off at a later date convenient to the employee and his or her supervisor. If the hours worked during the week exceed 40 hours for a non-exempt employee, compensatory time must be at the rate of one and one-half hours for each hour worked exceeding 40 within the same pay period, or the employee must be compensated at time and one-half. When the University invokes its required attendance employee procedure, regular full-time and part-time employees, who are not required to work, will be paid. However, during inclement weather, if the required attendance employee procedure has NOT been invoked, any regular employee failing to report to work will have such an absence charged to accrued vacation if available or otherwise, to unpaid leave of absence. Temporary, limited-time and casual employees cannot receive vacation and are not paid for time not worked. In an effort to make it easier to get good information on bad weather days or during an emergency, the University is opening its weather and emergency hotline to all faculty, staff and students in the eight academic divisions. The telephone line was created for use by required attendance employees who are needed to work even when the weather keeps most of us home. Your supervisor will advise you if you are a required attendance employee. The number in the Baltimore area is 410.516.7781. Outside the local Baltimore calling area, call 800.548.9004. The phone line is programmed as soon as a decision regarding closures or delayed openings is made, normally about 6:00 a.m.

2. Snow Emergency Policy Statement Johns Hopkins University is committed to providing a safe and secure environment for students, staff,

faculty and visitors.

Rule – Snow Emergency

The University normally adheres to a policy of remaining open unless the situation is severe enough to warrant closing or opening on a delayed schedule. The President’s Office will determine, in conjunction with any necessary senior managers, on the appropriate measures to take for the situation. The University shall follow the established policy concerning weather emergencies.

Snow Emergency


1 ICS If there is a chance of an emergency reaching the level necessary to close or delay the opening of an organization, the ICS shall begin planning for the potential emergency.

2 ICS Determines the specific details of the situation and takes the necessary actions to protect life and secure property. Those actions may involve working with JHU to notify personnel of the threat. May also involve preparing the building(s) for the event. Considerations:

Windows/doors Water damage to property and records Release of sensitive documents due to broken windows, wind, etc General security of facility due to damaged/unsecured doors and windows

3 ICS Notifications are made to the JHU Weather Emergency Line and any other media outlets deemed appropriate for the emergency.

4 Personnel Follow the instructions of their respective management in accordance with guidance from senior management.

5 Security Maintains bldg. security – issues are immediately reported to the ICS for resolution. It may be necessary to close a building due to insufficient staffing.

57

3. Hurricane/Flooding Emergency Policy Statement Johns Hopkins University is committed to providing a safe and secure environment for students,

staff, faculty and visitors.

Rule – Hurricane/Flooding Emergency


Hurricane-Flooding Emergency



2 ICS Determines the specific details of the situation and takes the necessary actions to protect life and secure property. Those actions may involve working with JHU to notify personnel of the threat. May also involve preparing the building(s) for the event. Considerations:



4 Personnel Follow the instructions of their respective management in accordance with guidance from senior management.


4. Tornado/High Wind Emergency


Rule – Tornado/High Wind Emergency

The University normally adheres to a policy of remaining open unless the situation is severe enough to warrant closing or opening on a delayed schedule. The President’s Office will determine, in conjunction with any necessary senior managers, on the appropriate measures to take for the situation. The University shall follow the established policy concerning weather emergencies. Tornado Watch: Tornadoes are possible. Remain alert for approaching storms. Tornado Warning: A tornado has been sighted or indicated by weather radar. Take shelter. Before a Tornado: Be alert to changing weather conditions.

Listen to the radio or television newscasts for the latest information. Look for approaching storms Look for the following danger signs:

o Dark, often greenish sky o Large hail o A large, dark, low-lying cloud (particularly if rotating) o Loud roar, similar to a freight train.

If you see approaching storms or any of the danger signs, be prepared to take shelter immediately.

Tornado – High Wind Emergency


1 ICS If there is a chance of an emergency reaching the level necessary to close or delay the opening of an organization, the ICS shall respond accordingly.

2 ICS Determines the specific details of the situation and takes the necessary actions to protect life and secure property. Those actions may involve working with JHH Emergency Management/JHU to notify personnel of the threat. May also involve preparing the building(s) for the event. Considerations:

58



4 Personnel Follow the instructions of their respective management in accordance with guidance from senior leadership/ICS. Go to a pre-designated shelter area such as a safe room, basement, or the lowest building level. If there is no basement, go to the center of an interior room on the lowest level (closet, interior hallway) away from corners, windows, doors, and outside walls. Put as many walls as possible between you and the outside. Get under a sturdy table and use your arms to protect your head and neck. Do not open windows. If you are in a vehicle, get out immediately and go to the lowest floor of a sturdy, nearby building. If you are outside, lie flat in a nearby ditch or depression and cover your head with your hands. Be aware of the potential for flooding. Do not get under an overpass or bridge. You are safer in a low, flat location. Never try to outrun a tornado in urban or congested areas in a car or truck. Instead, leave the vehicle immediately for safe shelter. Watch out for flying debris. Flying debris from tornadoes causes most fatalities and injuries.


5. Earthquake Emergency


Rule – Earthquake Emergency


Earthquake Emergency



2 ICS Determines the specific details of the situation and takes the necessary actions to protect life and secure property.

3 ICS Notifications are made in accordance with established procedures.

4 Personnel Follow the instructions of their respective management in accordance with guidance from senior management. If Indoors: DROP to the ground; take COVER by getting under a sturdy table or other piece of furniture; and

HOLD ON until the shaking stops. If there isn’t a table or desk near you, cover your face and head with your arms and crouch in an inside corner of the building.

Stay away from glass, windows, outside doors and walls, and anything that could fall, such as lighting fixtures or furniture.

Use a doorway for shelter only if it is in close proximity to you and if you know it is a strongly supported, loadbearing doorway.

Stay inside until the shaking stops and it is safe to go outside. Be aware that the electricity may go out or the sprinkler systems or fire alarms may turn on. DO NOT use the elevators.

59

If outdoors: Stay there. Move away from buildings, streetlights, and utility wires. Once in the open, stay there until the shaking stops. The greatest danger exists directly outside

buildings, at exits and alongside exterior walls. Most earthquake-related casualties result from collapsing walls, flying glass, and falling objects.

If in a moving vehicle: Stop as quickly as safety permits and stay in the vehicle. Avoid stopping near or under buildings,

trees, overpasses, and utility wires. Proceed cautiously once the earthquake has stopped. Avoid roads, bridges, or ramps that might

have been damaged by the earthquake. If trapped under debris: Do not light a match. Do not move about or kick up dust. Cover your mouth with a handkerchief or clothing. Tap on a pipe or wall so rescuers can locate you. Use a whistle if one is available. Shout only as a last

resort. Shouting can cause you to inhale dangerous amounts of dust.


L. INFRASTRUCTURE EMERGENCY

1. Electrical Outage


Rule – Electrical Outage

During the disruption of utilities or mechanical equipment failure for a long duration that affects the entire building, there may be a need to shut the building down and evacuate all staff and visitors. Electrical outages affect all business units to some extent and may create unsafe situations. For those buildings where only a limited number of systems are on emergency power generators, there is a limit to the ability of staff to work without power. As battery powered emergency lighting reaches their limit, it would be increasingly difficult of those in areas without windows to make a safe egress. If electrical power is out for three hours and there is not any timetable from the power company as to when the power will return the building should be closed and personnel evacuated.

Electrical Outages


1 Bldg Occupant Upon notification that the building has lost electrical power, management shall direct personnel on the appropriate actions to take during the event. All personnel shall remain calm and follow the instructions of management.

2 ICS/Facilities Management

Facilities Management or the Incident Command Team, if necessary, shall coordinate and liaison with the local power authority to restore the electrical power.

3 ICS The Incident Commander shall determine the appropriate action for personnel in the affected building to follow during the outage. If the decision to close the building is made it will be communicated to the appropriate personnel in accordance with established ICS protocols.

2. Technology/Telecom Emergency


60

Rule – Tech/Tele-com Emer.

A technology or telecom emergency has the potential to affect the entire Schools and all personnel. A typical emergency is likely to be resolved within an hour, but may take longer depending on the extent of the emergency. Information Systems and JHU Telecom will resolve all serious issues as quickly as possible.

Technology/Telecom Emergency


1 User or Technology Staff

Upon discovery of an emergency involving the information systems network or the telecom services/equipment, an assessment of the scope and specifics of the problem shall be reported to the Incident Commander.

2 ICS Most instances of technology emergency may not require the full ICS, but at least the Incident Commander shall be notified to ensure the appropriate personnel are involved.

3 ICS The ICS shall determine the proper actions to take with respect to notifying higher-level ICS staff.

3. Sabotage


Rule – Sabotage

Sabotage, depending on the extent of the damage, may be a violation of state law and therefore an issue that should be reported to the appropriate law enforcement organization. Sabotage may well range from a minor act to a major incident resulting in millions of dollar in damages. It is at the discretion of the organization to pursue law enforcement involvement, but it is advisable for the organization to facilitate this involvement to protect their rights.

Sabotage


1 Person Discovering Damage

The person discovering the incident should report all available details to security. If there is no on-site security the person should report this to their manager so that the report may be sent to the appropriate ICS.



3 ICS Some instances of sabotage will not require the full ICS, but at least the Incident Commander should be notified to ensure that the necessary functional leaders are involved.

4 ICS It is important to protect the privacy of the organization. The organization should not issue opinions or information concerning the incident unless senior management approves. Any requests of this sort must be reviewed and approved by the appropriate personnel (Incident Commander and Agency Executive at least.)

4. HVAC Outage

Policy Statement


Rule – HVAC Outage

During the disruption of utilities or mechanical equipment failure for a long duration that affects the entire building, there may be a need to shut the building down and evacuate all staff and visitors. HVAC outages affect all business units to some extent and may create unsafe situations. If the mechanical system failure causes the HVAC to be inoperable for an extended period of time the ability to maintain temperature in the building is lost. ASHRAE temperature recommendation for comfort is between 68 o F and 82o F. Temperatures slightly outside this range may be uncomfortable but pose no health risk to staff. However, temperatures that are more than 10% from this range may pose a health risk for those with medical conditions. If during the HVAC failure the temperature rises above 90o F or below 60o F, the building should be closed and personnel evacuated.

HVAC Outages

61


1 Bldg Occupant

Upon notification that the building has lost HVAC functionality, management shall direct personnel on the appropriate actions to take during the event. All personnel shall remain calm and follow the instructions of management.


Facilities Management or the Incident Command Team, if necessary, shall coordinate and liaison with the local power authority to restore the HVAC functionality.


5. Water/Sewage Outage Policy Statement Johns Hopkins University is committed to providing a safe and secure environment for students, staff,

faculty and visitors.

Rule – Water/ Sewage Outage

During the disruption of utilities or mechanical equipment failure for a long duration that affects the entire building, there may be a need to shut the building down and evacuate all staff and visitors. Water/sewage outages affect all business units to some extent and may create unsafe situations. If the water supply to the building is lost for a period of more than two hours the situation arises that staff are not able to use restrooms or to wash their hands. This poses a health risk to personnel if the water is not likely to be restored within two hours. The building should be vacated and personnel relocated if possible.

Water/Sewage Outages


1 Bldg Occupant Upon notification that the building has lost water/sewage functionality, management shall direct personnel on the appropriate actions to take during the event. All personnel shall remain calm and follow the instructions of management.


Facilities Management or the Incident Command Team, if necessary, shall coordinate and liaison with the local power authority to restore the water/sewage functionality.


6. Environmental/Freezer Unit Emergency


Rule – Environmental – Freezer Unit Emergency

During the disruption of utilities or mechanical equipment failure for a long duration, that affects the environmental/freezer units and thereby the biosafety integrity of the unit, there may be a need to shut the building down and evacuate all staff and visitors. While this is an extreme example, it is a possibility and must be considered in planning a response. Freezer unit outages affect all business units to some extent, and certainly, the specific researcher responsible for the unit, but more importantly may create unsafe situations because of the thawing of the samples inside the unit. If the environmental /freezer unit functionality is lost for a period that Health, Safety and Environment determines to be unsafe, and therefore a health risk to personnel, HSE may decide that it is necessary to vacate the building, or a section thereof, until the incident has been resolved.

Environmental-Freezer Unit Emergency


1 Security Officer

If after hours, upon notification through a local freezer alarm the reporting security officer shall follow the instructions for notifying the personnel on the call list for the appropriate freezer unit(s). The Officer shall log the actions taken and the response of the personnel contacted.

62

2 Researcher or designee

Shall take the appropriate actions to safeguard the integrity of the contents of the environment-freezer unit to ensure that the safety and health of Carey School buildings and personnel are not compromised. Any problems with freezer units that require action shall be given high priority by the PI or designee. If there is a health risk, the ICS shall be notified immediately.

3 ICS Once notified of the health risk from the failed freezer unit(s), the ICS shall coordinate with the proper authority to resolve the incident.


7. Property Damage – High Profile


Rule – Property Damage

Property damage is a violation of state law - it is a crime, and therefore an issue that should be reported to the local police. It is at the discretion of the organization to pursue police involvement, but it is advisable for the organization to facilitate this involvement to protect their rights.

Property Damage


1 Person Discovering Damage

The person discovering the incident should report all available details to security. If there is no on-site security the person should report this to their manager so that the report may be sent to the appropriate ICS.



3 ICS Most instances of property damage will not require the full ICS, but at least the incident Commander should be notified to ensure that the PIO is involved. If the damage is in a public location it may be necessary to cover or conceal the damage to protect the privacy of the organization.

4 ICS It is important to repair or replace any damage as quickly as possible if feasible. Some damage may not be replaceable, e.g. historical stature is damaged. The ICS must resolve the issue quickly to restore an image of calm.

M. DISTURBANCE

1. Strike-Work Stoppage


Rule – Strike – Work Stoppage

A strike/work stoppage may have serious legal and monetary implications for those involved, to include the Schools, and therefore an issue that must be carefully addressed. Support Services Security has a draft plan prepared with the basic information that will be updated according to the specifics of the incident.

Strike – Work Stoppage


1 Office/Dept Manager

The Carey School representative interfacing with the bargaining unit determines the likelihood of a contract issue at least 2 months before the end of the contract. If it appears there may be a contract negotiation problem, Carey School senior management shall be notified so that the draft plan may be updated to address the issue.

2 Security Administrator

Security Administrator shall update the draft strike plan to include all current information. The ICS reviews the plan for completeness and appropriateness of preparations.

63

3 ICS Approves or alters the plan according to the situation. The Incident Commander approves any actions in connection with strike preparations. The ICS shall maintain regular and timely communications with management and security to ensure that all necessary parties are kept abreast of the situation.

2. Civil Disobedience/Riot


Rule – Civil Disobedience/ Riot

A strike/work stoppage may have serious legal and monetary implications for those involved, to include the Schools, and therefore an issue that must be carefully addressed. Support Services Security has a draft plan prepared with the basic information that will be updated according to the specifics of the incident.

Civil Disobedience/ Riot


1 Person Discovering Incident

Upon discovering that there is a civil disobedience or riot incident occurring on or around the Carey School buildings/offices, Security shall be notified immediately.

2 Security The Security Director shall notify the Carey School ICS upon verification of the incident. The ICS shall make all policy decisions unless there is an imminent risk to life safety/security of personnel or property assets of Carey School, otherwise the on-scene Security Director shall ensure life safety issues are addressed.

3 ICS The ICS shall ensure that personnel and property assets of Carey School are safeguarded and proper precautions are taken to protect the interests of the University. The ICS shall also consider the rights of the personnel to display their civil liberties in a responsible manner. If necessary the Baltimore Police shall be contacted to assist in any unacceptable displays of vandalism or violence.

N. TRANSPORTATION

1. Traffic Accident


Rule – Traffic Accident

A traffic accident may have serious legal and monetary implications for those involved and therefore an issue that should be reported to the local police. It is important to safeguard personnel from injury in the area of the accident as well as reducing traffic congestion.

Traffic Accident


1 Person Discovering Accident

The person discovering the incident should report all available details to security. If there is no on-site security the person should report this to the local police. It is advisable to report this to their manager so that the report may be sent to the appropriate ICS.


A detailed, professional report is both advisable and necessary to protect the operators and the organization. A proper report consists of detailing who, what, where, when, how and why an incident occurred. Normally, the local police will handle the entire traffic accident, but it may be necessary for

security to provide assistance in keeping pedestrians away from the scene. The security managers shall determine the feasibility and appropriateness of providing assistance.

It may be necessary to provide medical assistance (first-aid) because of injuries. Medical assistance should be requested as soon as possible if necessary.

3 ICS Most instances of a traffic accident will not require the full ICS, but at least the incident Commander should be notified to ensure that the PIO is involved. If the accident resulted in property damage it is important to address both the traffic

accident and property damages aspects of the incident.

64

4 ICS It is important to repair or replace any damage as quickly as possible if feasible. Some damage may not be replaceable, e.g. historical stature is damaged. The ICS must resolve the issue quickly to restore an image of calm.

2. Aircraft Accident


Rule – Aircraft Accident

An aircraft accident may have serious legal and monetary implications for those involved and therefore an issue that must be reported to the local police. It is important to safeguard personnel from injury in the area of the accident as well as reducing traffic congestion.

Aircraft Accident


1 Person Discovering Accident

The person discovering the incident should report all available details to security – security shall notify the police. If there is no on-site security the person should report this to the local police. It is advisable to report this to their manager so that the report may be sent to the appropriate ICS.


A detailed, professional report is both advisable and necessary to protect the operators and the organization. A proper report consists of detailing who, what, where, when, how and why an incident occurred. Normally, the local police will handle the entire traffic accident, but it may be necessary for

security to provide assistance in keeping pedestrians away from the scene. The security managers shall determine the feasibility and appropriateness of providing assistance.

It may be necessary to provide medical assistance (first-aid) because of injuries. Medical assistance should be requested as soon as possible if necessary.

3 ICS It is likely that the ICS will be involved because an aircraft accident in the Baltimore vicinity will result in significant media attention and possibly collateral damage. The incident Commander must be notified to ensure that the PIO is involved. If the accident resulted in property damage it is important to address both the accident and

property damage aspects of the incident.

4 ICS It is likely that the federal government will become involved in the accident and will probably determine when the crash site is released. The organization should attempt to provide any reasonable assistance during the investigation to help resolve it quickly. The Incident commander will maintain appropriate contact with senior management during the incident.

3. Mass Transportation Outage


Rule – Mass Trans Outage

A mass transportation outage is likely to be a regional issue affecting not only JHU, but also the city of Baltimore and the surrounding areas. Safety is always the first concern and should be or paramount concern to the personnel at Carey School.

Mass Transportation Outage


1 ICS Upon notification of a mass transportation outage, the ICS shall review the situation and consider options with guidance from the JHU ICS.


All Security Officers shall continue their posts until relived by Security. The Security Administrator shall provide guidance and direction on specifics concerning the operation and accessibility of Carey School buildings.

3 ICS All information from the ICS to the public (internal and external) shall be reviewed and released through the PIO.

65

4 ICS The ICS shall maintain contact with the appropriate higher level ICS/management and coordinate actions in the best interests of the Schools.

4. International Travel Emergencies


Rule – International Travel

International travel is part of the expected involvement in research projects and programs in foreign countries. Personnel are expected to comply with all JHU and Carey School guidance and requirements, including registering their trips in the International Travel Registry. The safety of its personnel while traveling, particularly abroad, is of paramount concern to the Schools.

International Travel Emergencies


1 ICS Upon notification of an emergency in a foreign country, check the following sources to determine if any Carey School personnel are listed as traveling in the affected region/country.

International Travel Resources: https://my.jhu.edu/sites/itr/default.aspx Log on to the Travel Registry page and search under lists of registered trips. Contact all Administrators in case personnel failed to register on the Travel Registry. Contact Risk Management with the names and locations of all affected personnel to

expedite International SOS authorization, should their assistance be required.

2 ICS If there are personnel in an affected country or region, inform International SOS with the names and all identifying information possible. The decision to request extraction of personnel will be based on the situation, recommendations from the US State Dept. and the University Incident Command. It is also advisable to attempt to contact the personnel to gain more information concerning local conditions and coordinate assistance.

3 Affected Personnel

Contact your country’s embassy (or consulate) and International SOS - provide all requested information. US citizens are expected to comply with all State Department orders. Utilize the Safety and Security Plan for your location (if applicable) and as conditions allow, communicate with your department to update them on your status.

4 ICS The ICS shall monitor conditions, maintain contact with departments, the appropriate University ICS teams, and International SOS and risk management as necessary throughout the crisis to coordinate actions in the best interests of the Schools.

https://my.jhu.edu/sites/itr/default.aspx

66

12. DEMOBILIZATION AND RECOVERY

A. COMMUNICATIONS AND VERIFICATION PROCESS See specific incident reports for actions to be taken.

B. AFTER ACTION REPORT PROCESS The ICS will meet after the crisis incident is over to evaluate and make recommendations about our performance during the incident.

67

BUILDING FLOOR PLANS AND AREA MAPS HARBOR EAST: 100 International Drive

68

WASHINGTON DC CENTER-1625 Massachusetts Ave NW

BALTIMORE, MD

69

BALTIMORE, MD

70

Building Evacuation 5th Floor

BALTIMORE, MD

71

BALTIMORE, MD

72

BALTIMORE, MD

73

BALTIMORE, MD

74

WASHINGTON, DC

75

WASHINGTON, DC

76

WASHINGTON, DC

77

WASHINGTON, DC

78

79

Crisis Management Plan Revision History

Date Description of Change Author Version #

11/30/13 Initial Crisis Management Plan Document Issued Glen Steinbach 1.0

12/23/13 Document formatted and TOC edited Evie Uhlfelder 1.1

6/3/14 Primary EOC updated to 603/604 following BCP exercise to enable walking down the stairs to the EOC rather than up 6 flights

Glen Steinbach / Fred Klapetzky

1.2

11/13/14 Updated contact information, additions of Management Council and BCP team

Tim Parsons 1.3

5/22/15 Updated information, cleaned up document, updated maps; section breaks for layout; added footer

Evie Uhlfelder 2.0

7/22/15 Updated Incident Command Team charts Evie Uhlfelder 2.1

9/18/15

Updated Incident Command Team Charts: Remove Kristen Gartland, Add Scott Suozzi; update management council list; update ListServe Moderators; update contact information for team members

Evie Uhlfelder 2.2

10/7/15 Numerous updates throughout the document Glen Steinbach 2.3

12/8/15

Various updates throughout the document, including: Updated tables; Contact Information; Removed outdated charts, tables; Reorganized information for better documents flow; Deleted Glossary. Added BCT Contact information and created Incident Commander Table

Evie Uhlfelder 3.0

8/24/16 Remove Egochi and add Marc Lazarofsky Evie Uhlfelder 3.1

9/30/16 Various updates Evie Uhlfelder 3.2

10/12/16 Add updated floor plans Evie Uhlfelder 3.2

12/12/16 Updated list-serve moderators, added Greg Bowden to MC list

Evie Uhlfelder 3.2

3/6/17 Updated BCP. ICT and Management Council contact lists Evie Uhlfelder 3.3

5/26/17 New ICT and BCP lists, new conference line info, ADDED Incident Commander checklist, various other changes

Glen Steinbach 4.0

6/13/17 Updated conference line info and moderators of listservs Philipp Homassel 4.1

10/19/17 Updated ICT and BCP lists, plus other minor edits Glen Steinbach 4.1

Documents

Johns Hopkins University Carey Business Schoolcarey.jhu.edu/uploads/documents/2017_10_15_Crisis_Management_P… · Johns Hopkins University Carey Business School ... actions of other