Lifeguard Station. Emergency Management
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1 Lifeguard Station Emergency Management
2 Developing Campus Emergency Response Plans and Business Continuity Plans Lennette Dease and Barbara Andersen James Lee Witt Associates Part of Global Options Group, Inc. Copyright 2007 by James Lee Witt Associates, a part of Global Options Group, Inc.
3 3 Identification of Risks Natural Hazards Severe weather Hurricane Tornado Earthquake Flooding Technological Hazards Fire Utility Disruption Hazardous Materials Personal Safety Bomb Threat or Threatening Phone Call Medical/Public Health Emergency Missing Student Unauthorized/Suspicious Person
4 4 Northridge Earthquake January 17, magnitude The worst earthquake in the Los Angeles basin since the San Fernando earthquake in fatalities, 9000 people injured Extensive damage to Cal State Northridge facilities and parking structures
5 5 Hurricane Katrina $37 Billion in FEMA estimated costs 275, 000 homes destroyed 650,000 people displaced 240,000 people unemployed Over 1000 fatalities 40 schools destroyed and 875 damaged 18,700 businesses destroyed Over 130,000 responders
6 6 Virginia Tech University April 16, 2007 Seung-Hui Cho shoots two students in a dormitory then crosses campus and opens fire inside several classrooms 27 students and 5 faculty members shot to death
7 7 California State University, Fresno Student opens fire at an off campus apartment near CSU Fresno Killing one man and wounding two others Dispute over a Playstation video game console
8 8 Crisis Management Too often, crisis management is reactive instead of proactive Anticipation is the key It is important to periodically assess crisis risks
9 Crisis Management Mitigation/Preparedness/Response/Recovery Initial Response Surveillance/Investigation Emergency Declarations/Executive Orders Law Enforcement/Security Actions University Leadership and Public Safety Pressure to Act Evacuations and Curfews Curtailment/Suspension of Services Public Information and Warnings Local/State/Federal Agency Involvement Media and Legal Affairs Implementing Authorities and Regulations Recovery and Business Continuity Programs 9
10 10 Clarification of Expectations Crisis events on campus can take many forms From straightforward to complex and unexpected events, there is always the need for all-hazards preparedness and planning Plans need to be flexible and adaptable to different types of emergencies
11 11 Key Planning Elements Risk/Vulnerability Assessments Emergency Operations Planning Alert and Notification Procedures Define Roles and Responsibilities Emergency Checklists Establishing Public/Private Partnerships Business Continuity Planning Crisis Communications Education and Training
12 Emergency Operations Planning
13 13 Guidance Executive Order No. 921 Emergency Management Program To maintain an emergency management system on each campus that will be activated when a hazardous condition or natural disaster reaches or has potential for reaching proportions beyond the capacity of routine operations
14 14 National Benchmarks NFPA 1600 Standard on Disaster/Emergency Management and Business Continuity Programs The emergency operations/response plan shall assign responsibilities to organizations and individuals for carrying out specific actions at projected times and places in an emergency or disaster
15 15 Risk / Vulnerability Assessment Identify potential technological, environmental, and human threats Determine the business processes affected by identified threats and assess the severity of risk to each business process Identify single points of failure and other serious exposures Develop strategies for deterring threats and/or reduce risks and determine costs, and cost-justification, for the strategies Implement and maintain threat deterrence and risk reduction measures Prepare a Threat and Vulnerability Assessment report
16 16 Standardized Emergency Management System DAY TO DAY EMERGENCY
17 17 Components of SEMS Incident Command System (ICS) Inter-Agency Coordination State s Master Mutual Aid Agreement Operational Area Structure SEMS
18 Suggested SEMS Staffing Relationships Management EOC Director Safety Security Public Information Liaison Public Safety or EHS Risk Mgr. or PS Police or Security Public Affairs Public Relations 18
19 19 Suggested SEMS Staffing Relationships General Staff Functions Operations: Planning/Intel: Logistics: Finance/Admin: Law, Medical, Facilities, Other Response Depts. Planning, Facilities Depts. Facilities Finance, Budget & Accounting
20 20 Example University Emergency Command and Control Organization University University Leadership Leadership Team Team EOC EOC Management Management IC/Manager IC/Manager Deputy Deputy IC/Manager IC/Manager Public Public Affairs Affairs Safety Safety Liaison Liaison Operations Operations Planning Planning and and Information Information Logistics Logistics (Resource (Resource Support) Support) Finance/ Finance/ Administration Administration Public Public Safety Safety Environmental Environmental Services Services Maintenance Maintenance Operations Operations Student Student Health Health Center Center Student Student Affairs Affairs Telecommunications Telecommunications Central Central Heat Heat Plant Plant Situation Situation Status Status Resource Resource Status Status Damage Damage Assessment Assessment Information Information Technology Technology Technical Technical Specialist Specialist Contracts/Equipment Contracts/Equipment and and Supplies Supplies Transportation Transportation Real Real Estate Estate Student Student Housing Housing Food/Water Food/Water Supply Supply Veterinary Services Veterinary Services Business Business Finance Finance Human Human Resources Resources Insurance Insurance Documentation Documentation FEMA FEMA Documentation Documentation
21 Sample Campus Emergency Response and Recovery Organization Overview Team Leader Police Environment Environment Health Health && Safety Safety Physical Plant Medical Medical Care & Shelter Communications Communications Team Leader Situation Status Inspections Damage Assessment Damage Assessment Repair/Emergency Construction EMA Zones Liaison Team Leader Food/Water Food/Water Supplies Supplies Contracts/Equipment and Supplies Personnel/Volunteers Personnel/Volunteers Transportation Vehicles Transportation Vehicles Accounting Audit Planning & Budget Planning & Budget FEMA Documentation FEMA Documentation 21 President s Policy Group Policy Level Incident Commander Emergency Operations Center Operations Team Campus Policy Group Planning & Engineering Team (Intelligence) EOC Management EOC Management Manager Manager Assoc. Manager Assoc. Manager Asst. Manager Asst. Manager Resources Support (Logistics) Public Information Public Information Liaison Officer Liaison Officer Student Affairs Student Affairs Financial Support Team Leader Management Level General Staff Operations Units Police EH&S Health Services Information Systems and Technology Capital Projects Physical Plant Housing and Dining Operations Level Response Field Level CSU
22 22 Alert and Notification Clarification of internal alert and notification protocols and coordination strategies Identify communication needs and how they will be updated and maintained Develop and maintain a reliable capability to notify officials and alert emergency response personnel Create lists of Emergency Contacts Develop and regularly update notification phone lists
23 Role of the Emergency Operations Center Find out what s going on Keep track of operations and coordinate crisis information Analyze and evaluate the overall situation Support life safety operations Obtain and allocate resources Support critical program resumption Plan for operations at all sites Support and implement Chancellor s/ President s response and recovery strategies Transition to normal operations 23
24 24 Emergency Checklists Direction and Control Operations Protective Actions Emergency Support Functions
25 Establishing Public/Private Partnerships
26 26 Community Outreach Establish communication pathways with the local community Work in advance to obtain and disseminate information for a variety of circumstances How to notify the local community of an incident Where to direct volunteers when they arrive on campus In the event of regional incident, how will citizens be re-directed that are in need of help when the University reaches capacity and is unable to serve the surrounding community
27 27 Inter-Agency Coordination Different agencies and disciplines working together Joint coordinating efforts Common communication/terminology Consensus on decisions affecting the overall emergency response; to include establishing priorities and critical resource distribution
28 Mutual Aid Assistance/Agreements Ensures adequate supplies of emergency equipment Need to be operational and continually tested Consideration for staffing/resource needs Formalize agreements for additional personnel Train personnel on how to integrate into your emergency management structure 28
29 Business Continuity Planning
30 30 Guidance Executive Order No Business Continuity Program To maintain an ongoing program on each campus that ensures the continuity of essential functions or operations following or during the recovery phase of a catastrophic event
31 31 National Benchmarks NFPA 1600 Standard on Disaster/Emergency Management and Business Continuity Programs A continuity plan shall identify the critical and time-sensitive applications, vital records, processes, and functions that shall be maintained, as well as the personnel and procedures necessary to do so, while the damaged entity is being recovered
32 32 Business Continuity The ability of an organization to provide services and support for its customers and to maintain its viability before, during, and after a business continuity event
33 Key Planning Elements Business Impact Analysis Identify essential/critical business processes Determine impacts of business interruption Assess the time-sensitivity of impacts Develop impact mitigation strategies Establish the 'maximum tolerable downtime' of essential/critical business processes Determine minimum resource requirements for business resumption Prepare a Business Impact Assessment report 33
34 34 Key Planning Elements Identify and Address Human Resources Issues Identify risks to employees Absenteeism policies Collective bargaining issues Staff travel Identify Alternative Methods to Deliver Services and Classes Address the methods and pre-event contracts that are in place to resume the facilitation and teaching of courses
35 35 Critical Factors Designate Alternate Operating Facilities to Deliver Services and Classes Ensure Interoperability of Communications Provide Protection and Safeguarding for Vital Business Records and Databases Identify Essential Supplies and Go Kits for continued delivery of services and business resumption
36 Crisis Communications
37 University Stakeholders Universities have a unique and broad set of internal and external stakeholders all of whom will be expecting immediate, reliable and constant communication Students, faculty, and staff Parents Media Board of Trustees University Chancellor Alumni Local Community Legislators Governor s Office 37
38 38 Communication Strategies Clarify public information needs and crisis/risk communications strategies and priorities with the University In coordination with the CSU System and the local, regional, state and federal levels
39 39 Communication Strategies Leverage the use of technology Establish multiple communication channels for internal and external stakeholders Create communications plans and procedures to notify families that a crisis has occurred and action that is being taken Develop a coordinated and comprehensive plan for death notifications
40 40 Public Information Officer Serves as the conduit for information to internal and external stakeholders, including the media or other organizations seeking information directly from the incident or event Reports to the Incident Commander / EOC Director Appoints Assistants to support JIC functions
41 41 Joint Information Center Coordinated Messaging When do you establish a JIC? Involvement of multiple agencies High visibility or complex event Multiple requests for media/press information Joint Information Center Need to understand and clarify the role of the JIC and how information is coordinated and disseminated at that level and with other agencies/organizations
42 Education and Training
43 43 Training and Exercises Campuses need to test their emergency and business continuity plans regularly Develop a formalized training and exercise schedule
44 44 Training and Exercises Update the plans whenever changes occur in operating procedures, processes, or key personnel Provide a full documentation of test results and lessons learned in a Corrective Action Plan or After Action Report
45 45 Closing Exercises and training are critical for a safe and comprehensive response We need to continue with the all hazards approach to planning, preparedness, response, recovery and mitigation Recovery activities will be the weak point
46 46 Summary Coordination, communication and information sharing are keys at all levels, all disciplines Adopting a proactive approach is a successful crisis management strategy Expect the unexpected!!
47 47 Contact Information Further inquiries and questions can be directed to Lennette Dease or Barbara Andersen Phone: Additional information regarding James Lee Witt Associates and GlobalOptions Group, Inc. can be accessed through our website at:
48 Questions?
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