colorado state university · prepare for disaster mitigation and recovery. this emergency response...
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COLORADOSTATEUNIVERSITY
EMERGENCYRESPONSEPLAN
PleasecontacttheEmergencyManagementCoordinator([email protected])regardingtheuseorreproductionofthisdocument
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COLORADOSTATEUNIVERSITYEMERGENCYRESPONSEPLAN PAGEiiiRevised2‐19‐2013
TABLEOFCONTENTSINTRODUCTION........................................................................................................................................................................1
Chapter1PLANOVERVIEW.................................................................................................................................................3
SECTION1.1PLANOBJECTIVES................................................................................................................................3
SECTION1.2PLANNINGASSUMPTIONS...............................................................................................................4
SECTION1.3PUBLICSAFETYTEAM.......................................................................................................................4
Chapter2PLANMAINTENANCE&DISSEMINATION...............................................................................................7
Chapter3MITIGATIONANDPREVENTION..................................................................................................................8
Chapter4PREPAREDNESS...................................................................................................................................................9
SECTION4.1PREPAREDNESS....................................................................................................................................9
SECTION4.2BUILDINGPROCTORS.......................................................................................................................10
SECTION4.3AGREEMENTSANDMEMORANDUMSOFUNDERSTANDINGWITHOUTSIDEAGENCIES..........................................................................................................................................................................10
SECTION4.4ESSENTIALFUNCTIONSANDFACILITIES...............................................................................11
SECTION4.5INCIDENTCOMMANDPOST(ICP)..............................................................................................11
SECTION4.6RECORDSANDTRAINING...............................................................................................................11
Chapter5EMERGENCYACTIVATIONANDRESPONSE.........................................................................................12
SECTION5.1EMERGENCYOPERATIONSACTIVATIONANDRESPONSE..............................................12
SECTION5.2EMERGENCYSUPPORTFUNCTIONS(ESF)............................................................................12
SECTION5.3LEADERSHIPFRAMEWORKFORINCIDENTMANAGEMENT..........................................13
SECTION5.4TYPESOFINCIDENTS.......................................................................................................................14
SECTION5.5INCIDENTCLASSIFICATION..........................................................................................................15
SECTION5.6EMERGENCYANNOUNCEMENTSANDCOMMUNICATION..............................................18
SECTION5.7FIRSTRESPONSE................................................................................................................................18
SECTION5.8EMERGENCYRESPONSEPROTOCOLS.......................................................................................20
SECTION5.9EMERGENCYOPERATIONSCENTERACTIVATION.............................................................21
SECTION5.10EOCSTAFFING:................................................................................................................................21
SECTION5.11DEACTIVATIONOFTHEEOC.....................................................................................................25
Chapter6RECOVERY/CONTINUITY.............................................................................................................................26
LISTOFANNEXES.................................................................................................................................................................28
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COLORADOSTATEUNIVERSITYEMERGENCYRESPONSEPLAN PAGE1Revised2‐19‐2013
INTRODUCTION
ColoradoStateUniversityorganizes,coordinates,anddirectsresourcestoeffectivelyrespondto,andrecoverfrom,disastersandemergencies.Theeffectivenessofthiseffortisdependentuponthiscomprehensivecentralplanandindividualunitplans.Colleges,divisionsandindividualdepartmentscollaborate,throughtheBuildingProctorsystem,todevelopdetailedBuildingSafetyPlansconsistentwiththisinstitutionalemergencyresponseplan.
ThisplanestablishesachainofcommandoutliningauthorityandresponsibilitiesofcampusofficialsandstafffollowingtheNationalIncidentManagementSystem(NIMS)andIncidentCommandSystem(ICS)modelsandusinganall‐hazardsapproach.AsdevelopedbytheFederalEmergencyManagementAgency(FEMA),theconceptofanall‐hazardsplanassumesthat:
Planning considers all hazards and threats. While the causes of emergencies canvarygreatly,manyoftheeffectsdonot.Plannerscanaddresscommonoperationalfunctionsintheirbasicplansinsteadofhavinguniqueplansforeverytypeofhazardor threat. Forexample, floods,wildfires,hazardousmaterials (HAZMAT)releases,and radiological dispersal devices may lead a jurisdiction to issue an evacuationorderandopenshelters. Even thougheachhazard’scharacteristics (e.g., speedofonset, size of the affected area) are different, the general tasks for conducting anevacuation and shelter operations are the same. Planning for all threats andhazards ensures that, when addressing emergency functions, planners identifycommontasksandthoseresponsibleforaccomplishingthetasks.U.S.Dept.ofHomelandSecurity,FEMA,ComprehensivePreparednessGuide(ver.2.0,November,2010atp.14).
Examplesofthetypesofincidentsthatmightbemanagedunderthisplaninclude:fires;HAZMAT;mass‐casualties;multi‐jurisdictionandmulti‐agencydisasterresponses(naturaldisaster,terrorism,civilunrest);searchandrescuemissions;significanttransportationaccidents;pandemicillnessesorsignificantoutbreaksofinfectiousdiseases;andmajorplannedeventswhereemergencyservicesmayberequired.Thisplanprovidesthemanagementstructure,keyresponsibilities,emergencyassignments,andgeneralprocedurestofollowduringandimmediatelyafteranemergency.Theuniversityhasestablishedthisplantoaddresstheimmediaterequirementsforamajordisasteroremergencyinwhichnormaloperationsareinterruptedandspecialmeasuresmustbetakento:
Protectandpreservehumanlife,healthandwell‐being; Minimizedamagetothenaturalenvironment; Minimizeloss,damageordisruptiontotheuniversity‘sfacilities,resourcesandoperations; Manageimmediatecommunicationsandinformationregardingemergencyresponse
operationsandcampussafety; Provideessentialservicesandoperations;
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COLORADOSTATEUNIVERSITYEMERGENCYRESPONSEPLAN PAGE2Revised2‐19‐2013
Provideandanalyzeinformationtosupportdecisionmakingandactionplans; Minimizeexposuretoinfectiousdiseaseineventofapublichealthcrisis; Temporarilyassignuniversitystafftoperformemergencywork; Invokeemergencyauthorizationtoprocureandallocateresources;and Preparefordisastermitigationandrecovery.
ThisEmergencyResponsePlan(ERP)isauniversity‐wideresourcethatencompassesallfacilitiesandpersonnelofColoradoStateUniversity,wherevertheyarelocated.However,manyoftheoperationaldetailsofthisplan,includingthespecificincidentresponseprotocolsandprocedures,willbeapplicableonlytothosecampusesandfacilitieswithintheFortCollins,Colorado,area(includingtheMainCampus,SouthCampus,andFoothillsResearchCampus,PingreeParkandAgricultureResearchDevelopmentandEducationCenter[ARDEC]areas).Therefore,thisplandoesnotspecificallyaddressemergencyresponseproceduresatotherColoradoStateUniversitylocations,suchastheDenverCampus,AgriculturalExperimentStationsandCooperativeExtensionoffices.Theseoutlyingfacilitiesareeachrequiredtodevelopandimplementaseparateplanoutliningincidentplanningprotocols,commandstructure,inter‐agencycooperation,andotheroperationaldetailsfortheirparticularlocations.Theseplansmustaddressthespecificriskspertinenttothelocationandtherelationshipstootherjurisdictionsinthearea.CampusesoutsideLarimerCountyshouldfollowlocalresponseproceduresandcoordinateeffortswiththeuniversitysystembycontactingtheassociatedagencyexecutivedirectororvicepresident.Thisplandoesnotsupersedeorreplaceproceduresforsafety,hazardousmaterialsresponseorotherproceduresthatarealreadyinplaceattheuniversity.Itsupplementsthoseprocedureswithanemergencymanagementstructurethatimmediatelymanagesresponseoperationsandearlytransitiontorecoveryoperations.ColoradoStateUniversity’splanfollowsthemodelofMitigationandPrevention,Preparedness,Response,andRecovery/Continuity.Communicationiscriticalfromthetimethatwarningsareissuedbeforeanemergency,untilfulloperationalcapabilityisrestored.Detailedproceduresandchecklists,whichguidetheEmergencyOperationsCenter(EOC)andthePublicSafetyTeamExecutiveCommittee(PSTEC)inhandlingthevarioushazardstheuniversitymayface,arefoundintheannexesandappendicesofthisplan.
Becauseofsensitivityofsomeinformationintheannexesandappendices,publicaccessisrestrictedtothoseannexesandappendicesthatmaybedisseminatedwithoutcompromisinguniversitysafety.
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COLORADOSTATEUNIVERSITYEMERGENCYRESPONSEPLAN PAGE3Revised2‐19‐2013
CHAPTER 1 PLAN OVERVIEW
SECTION1.1PLANOBJECTIVES
TheprimarygoalsoftheCSUEmergencyResponsePlanare: Toprotectlives,intellectualpropertyandfacilities; Topreventorminimizetheimpactofemergenciesandtomaximizetheeffectivenessofthe
campuscommunityinrespondingtounforeseenoccurrences;and Toprovideforthecontinuityofcampusoperationsinpursuitoftheuniversity’smissionof
teaching,research,serviceandextension.
Theneedsoftheentirecampuscommunityaretheprimaryconcernduringaresponse.Eachindividualtaskedwithdutiestorespondisultimatelyresponsibleforhisorherownsafety,andmustdecideiftheconditionsaresafeforinvolvementintheresponse.
Emergencyplanningenablesemergencyresponderstolinkandcoordinateprocessesandactionsandtoexchangecriticalinformationforanefficientresponse.Thisplanprovidesallentitieswithaccesstotheuniversity’sbasicemergencyresponseprocessandprovidesfurtherdetailedinformationtocertainuniversitypersonnelincluding:
Directingpersonnel’suseofCSUresourcestoimplementacomprehensiveandefficientemergencymanagementresponseteamthatactivelyrespondsaseventsoccur;
Guidingofficialsindeterminingthelevelofresponseandextentofemergencycontrolandcoordinationwhenincidentsoccur;
Providingaframeworkforinternalandexternalcommunications; Providingfor24‐hourcommunicationservicesforvoice,dataandoperationalsystems; Requiringuniversityofficialstocollectandcollateallrelevantinformationfornotification,
publicinformation,documentationandpost‐incidentanalysis; Providingabasisfortraininguniversitypersonnelinemergencyresponsemanagement; Helpingtheuniversitytransitionresponseoperationstonormalmanagementprocessesas
soonascapable; Requiringpersonneltoprovidedocumentationandinformationfordisasterassistance
programapplications.
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COLORADOSTATEUNIVERSITYEMERGENCYRESPONSEPLAN PAGE4Revised2‐19‐2013
SECTION1.2PLANNINGASSUMPTIONS
Emergencyplanningrequiresacommonlyacceptedsetofassumedoperationalconditionsthatareafoundationforprotocolsandprocedures.Thestandardpracticeistoplanforworst‐caseconditions.UsingtheFEMAall‐hazardsmodel,planningassumptionsinthisplaninclude:
1. Criticallifelineutilitiesmaybeinterruptedincludingwater,electricalpower,naturalgas,landlineandcellulartelephoneservices,microwaveandrepeaterbasedradiosystemsandotherinformationsystems;
2. Theabilityofcampusauthoritiesto“lockdown”anentirecampusandrestrictthefreemovementofpeopleisdifficult,ifnotimpossible;
3. Regionalandlocalservicesmaynotbeavailable;4. Majorroads,overpasses,bridgesandlocalstreetsmaybedamaged;5. Buildingsandstructures,includinghomes,maybedamaged;6. Damagemayinjureanddisplacepeople;7. Normalsuppliersmaynotbeabletodelivermaterials;8. Contactwithfamilyandhomesmaybeinterrupted;9. Unsafetravelconditionsmaystrandpeopleattheuniversity;10. Theuniversitywillrapidlyassessdamagesanddeployon‐siteresourcestomanagethe
emergencyoperations;11. Communicationandinformationexchangewillbeoneofthehighestpriorityoperationsat
thecampusEOC.Theinter/intranets,radio,cell‐basedcommunicationsandphonesystemsmaybecompletelyorpartiallyinoperative;and
12. Transportationmaybelimitedandstaffwilllikelynotbeavailableineventofinfectiousdiseaseoutbreakssuchasapandemicflu.
SECTION1.3PUBLICSAFETYTEAM
TheCSUPublicSafetyTeam(PST)reportstotheVicePresidentofUniversityOperationsandcoordinatesmitigationandpreventionstrategies,policies,educationandtrainingforcrisisprevention,threat‐assessments,disasterpreparedness,response,andrecovery.ThePSTstructureincludessubcommitteesthataddressthesecoordinatedefforts.
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COLORADOSTATEUNIVERSITYEMERGENCYRESPONSEPLAN PAGE5Revised2‐19‐2013
MembersofthePublicSafetyTeaminclude:
PSTExecutiveCommittee(PSTEC)President’sChiefofStaffProvostandExecutiveVicePresidentVicePresidentforExternalRelationsVicePresidentforStudentAffairsVicePresidentforUniversityOperations–CommitteeChair
DeputyGeneralCounselChiefofPolice
PST MembersChiefofPolice‐ChairDirectorofAcademicComputingandNetworkingServices
DirectorofPolicyandComplianceOfficeExecutiveDirectorofHousingandDiningServicesDeanofStudentsDirectorofFacilitiesManagementEmergencyManagementCoordinatorDirectorofEnvironmentalHealthServicesExecutiveDirectorofPublicAffairsandCommunications
DirectorofAdministrativeCommunicationsDeputyGeneralCounselSpecialAdvisorforSupportandSafetyAssessmentAdministrativeCommunicationsDirector
PSTSubcommitteesinclude: PhysicalSafety–Mitigationandprevention,policies,threatassessment,response,recovery InternationalIncidents–Mitigationandprevention,policies,threatassessments,response,
recovery SecurityTechnology–Mitigationandprevention,policies,threatassessments,response,
recovery CleryActAuditandCompliance–Mitigationandprevention,policies,threatassessments,
response,recovery EmergencyResponsePlan–Mitigationandprevention,policies,threatassessments,
response,recovery StudentandEmployeeConsult‐Mitigationandprevention,policies,threatassessments,
response,recovery Communications–Policies,response,recovery IncidentsofBias‐Mitigationandprevention,policies,threatassessments,response,
recovery
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COLORADOSTATEUNIVERSITYEMERGENCYRESPONSEPLAN PAGE6Revised2‐19‐2013
ThePSTplaysacriticalroleinmitigation,preventionandpreparednessandtheExecutiveCommittee(PSTEC)hasacriticalemergencyresponserole.ResponsibilitiesofthePSTECandthePSTinclude:
PublicSafetyTeamExecutiveCommittee:
CommunicateswiththeuniversityPresident DeclaresCampusStateofEmergency Reviewscrimestatisticsreportsand
programsforCleryActcompliance Issuestimelywarningsandemergency
notificationsinaccordancewiththeCleryAct
Determinesprogramclosuresandresumptions
Coordinateswithgovernmentagencies AppointsanEOCmanager Plansandprioritizeslong‐termrecovery
PublicSafetyTeam:
Maintainstheuniversity’sEmergencyResponsePlan
Overseesstrategicemergencyincidentpolicy
Chargespublicsafetycommitteesandgroups
Coordinatesinstitutionaltrainingsupportforpublicsafety
Coordinatespubliccommunications,legalandITsupportforpublicsafety
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COLORADOSTATEUNIVERSITYEMERGENCYRESPONSEPLAN PAGE7Revised2‐19‐2013
CHAPTER 2 PLAN MAINTENANCE & DISSEMINATION
TheERPshallbereviewedannuallyandmodifiedasnecessary.IncidentandexercisereviewsthatresultinanychangestotheERPshallbereportedtothePSTforapprovalanddissemination.TheEmergencyManagementCoordinatoroverseesthemaintenanceanddevelopmentoftheplan,butthismustbeasharedresponsibilityofallindividualsacrosscampus.
EachunitordepartmentwitharoleinthisERPisresponsibleforcommunicatingthecontentoftheERPtoitsstaff.InpreparationtomitigateorrespondtopotentialemergencysituationsanymemberofthePSTmayrequesthazard‐specificplans.
AnnualexercisesshallbeheldtotrainpersonnelandevaluatetheadequacyoftheERP.TheEmergencyManagementCoordinatorshallberesponsiblefordevelopingtheseexercises,inconsultationwiththePST.ReportsofexercisesshallbepreparedandsubmittedtothePSTbytheEmergencyManagementCoordinator.
Thisplanshouldbeupdatedaftereachincidentorexerciseifnecessary.Adebriefingsessionshouldbeconductedtoidentifylessonslearnedandareasofimprovementtotheuniversity‘semergencyplansandprocesses.Proceduralchecklistsandformsaretobereviewedandrevisedasnecessary.
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COLORADOSTATEUNIVERSITYEMERGENCYRESPONSEPLAN PAGE8Revised2‐19‐2013
CHAPTER 3 MITIGATION AND PREVENTION
Theuniversityiscommittedtomitigatingandpreventingpotentialincidents.ThePSTplaysacriticalroleinidentifyinghazardsanddeterminingifmitigationstrategiescanbeimplementedtoreduceoreliminatethehazard.
PSTsubcommitteesmeetroutinelyandhelpthePSTidentifyhazards,thepotentialimpacts,mitigationstrategiesandthelikelyassociatedcosts.IndividualswhohaveconcernsaboutpotentialhazardscanconveythisinformationtothePSToroneofthesubcommitteesforreviewandpossiblefunding.
AnnexI(RiskAssessments)summarizesthehazards,impacts,mitigationstrategies,likelyassociatedcostsandstatusofmitigationforuniversitycriticaloperations.
Departmentsalsoneedtoidentifyhazardsthatmayimpacttheiroperationsandconsiderwhatcost‐effectivemitigationeffortscanbeundertakentopreventorreducetheimpactfromthesehazards.
Examplesinclude: Backuppowerforcriticaloperations Documentstorageinareaspronetowater
infiltration(basements)
Documentstorageoffsitebackup Addressingbuildinghealthandsafety
inspectionitems
IdentifyingandmitigatingthehazardisoneofthefirststepsofdevelopinganERP.Preparingfor,respondingtoandrecoveringfromhazardsthatcannotbemitigatedcompletelycanthenbeaddressed.
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COLORADOSTATEUNIVERSITYEMERGENCYRESPONSEPLAN PAGE9Revised2‐19‐2013
CHAPTER 4 PREPAREDNESS
SECTION4.1PREPAREDNESS
Underthisplan,theuniversityandalldepartmentswillpreparebyassessinghazardsthatarelikelytoimpacttheirbuildings,staff,andoperations.Usingthisassessment,deans,directorsanddepartmentheadswillensurethateverybuildingmaintainsacurrentbuildingsafetyplanoutliningemergencyproceduresandcommunicationstoaddressthesesituationsiftheyarise.Apreparednessteam,includingthebuildingproctor,shouldbeidentifiedandincludekeypersonnelsuchasdirectorsandstaffwithexperienceinIT,communications,buildingmanagement,humanresourceissues,riskmanagement,etc.Preparednessalsorequiresthatindividualdepartments,aswellastheuniversity,conductdrillsandexercisesatleastannuallytoensurethatallstaffmembersknowtheirrolesandresponsibilitiesasindicatedbytheirbuildingsafetyplan.Thebuildingsafetyplanshouldberegularlyreviewedbythepreparednessteam,suchasaftereverydrill,exercise,oremergencyeventandupdated,asnecessary,tobetterprepareforandreacttofutureincidents.FurtherinformationpertainingtohowtoarrangeandconductevacuationdrillswillbedetailedinAnnexE.
Departmentsareencouragedtoformattheirplansinconcise,clearcheckliststohelpstaffhandledisastersandemergenciesunderstressescreatedbysuchevents.AnnexE(Deans,Directors,DepartmentHeads)providesdetailedprocedureandprocessinformationandhasabasictemplateforcreatingbuildingsafetyplans(http://www.ehs.colostate.edu/WBuildSafety/PDF/Safety.doc).Followingbuildingsafetyplansdevelopedbydepartmentsforrespondingtoemergencieshelpsensurethatstaffandothersstaysafe,criticaloperationsaremaintainedtotheextentpossible,andthatnecessarycommunicationsandevacuationsareperformed.Itisimportanttonotethatemployeesmaybedirectedtosupportemergencyresponderswhenitissafeforthemtodoso.
Eachbuildingshouldhaveonlyonebuildingsafetyplan.Departmentsorunitslocatedinthesamebuildingshouldjointlydevelopandmaintaintheplan.Theplanshouldfollowthebuildingsafetyplantemplate,whichaddressesallbasicplanningrequirements.Theplanshouldbemaintainedandcertifiedannually.Supervisorsareresponsibleforpromotingawarenessandtrainingstaffonthebuildingsafetyplan.
Intheeventofanemergency,allimpactedindividualsshouldbebriefedaccurately,regularly,andasquicklyaspossiblebythedepartmentheadortheirdesignee.Pre‐plancontingenciesareneededforcommunicationincasephones,computers,etc.,aredisabledduringtheemergency.Considerpre‐determinedlocationsandtimesforbriefings/meetings,recordingsondepartmentalphones,textmessages,andevenface‐to‐facecommunicationsifrequiredbytheincident.
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COLORADOSTATEUNIVERSITYEMERGENCYRESPONSEPLAN PAGE10Revised2‐19‐2013
Abuilding’splanneedstoconsideravarietyoffactors,including: Thenumberandphysicallocationofemployees,students,andvisitorsinvolved; Thenatureofthedepartment’steaching,research,andextensionactivities; StaffrequiredtokeepcriticalfunctionsoperationalevenwhenCSUisclosed; Availableroutesforevacuation,shelteringareas,andsafesites;and Site‐specificcircumstances.
Activitiestobeaccomplishedbeforeanemergencyinclude: Appointbuildingproctorsastheemergencycontacttocommunicatewith
respondersandstaff; Createabuildingsafetyplan; Createacommunicationplanincludingcontingenciesandanemergencyhotline; Developevacuationplans(includingADAcomplianceissues),gatheringareasto
accountforallpersonsinvolved,andsafeshutdown/restartprotocolsforlab,research,andteachingfunctions.
SECTION4.2BUILDINGPROCTORS
Buildingproctorsarerequiredtoattendtrainingtounderstandtheirroles.SpecificsforabuildingsafetyplanarecoveredinbuildingproctortrainingandalsocanbefoundinAnnexEofthisplan.Thebasicresponsibilitiesinclude:
ReadandunderstandtheBuildingProctorManual; Knowyourauthority; BethepointofcontactforEnvironmentalHealthServices,FacilitiesManagement
andotherdepartmentalunitsforpurposesofplanning,preparednessandexercises; Bethepointofcontactforemergencyrespondersandbuildingoccupantsduring
emergencies;and AssistdepartmentsorunitsindevelopingtheBuildingSafetyandCommunications
Plan.
SECTION4.3AGREEMENTSANDMEMORANDUMSOFUNDERSTANDINGWITHOUTSIDEAGENCIES
CSUmaintainsagreementsandmemorandumsofunderstanding(MOUs)foremergencyserviceswithlocalandregionalagencies.Thesedocumentsarereviewedandrenewedasnecessarytomaintaincross‐operationalservicesthatbenefittheuniversityandotheragencies.Agreementsbetweenagencies,organizationsandjurisdictionsprovidemechanismstoquicklyshareorobtainemergencypersonnel,equipment,materialsandotherassociatedservicesandfacilitaterapid,short‐termdeploymentofemergencysupportpriorto,duringandafteranincident.
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COLORADOSTATEUNIVERSITYEMERGENCYRESPONSEPLAN PAGE11Revised2‐19‐2013
AnincidentaffectingthecommunitymayrequirelocalauthoritiestorequestCSUpersonnelorfacilitiestoassist.Itislogicaltoassumesuchassistancewouldmostlikelyinvolvearequesttoprovidetemporaryshelterforvictimsofadisasterandperhapsmedicalcareforthosepeople.ColoradoStateUniversitywillcooperatetotheextentfeasibleinanyemergencyassistancedirectedbyoutsideagencies.AssistanceofthisnaturemayrequireenteringintoMOUs,mutualaidagreementsorotherformsofassistancearrangements.AlistofexistingMOUsandagreementscanbefoundinAnnexV.
SECTION4.4ESSENTIALFUNCTIONSANDFACILITIES
Universityfunctionsandfacilitiesthatareessentialtohealthandsafetymustremainoperationalevenunderextremeconditionsorothercampusemergencies.ThesefunctionsandfacilitiesareidentifiedbythePSTandincorporatedinthisplanasAnnexH.Buildingproctorswillbeinformedthattheirfunctionsand/orfacilitieshavebeenidentifiedasessentialandthebuildingsafetyplanwillberequiredtoreflectthisandidentifyaffectedemployeesoftheirresponsibilitiesinthesefacilities.Specialtransportationarrangementsmayhavetobeprovidedforemployeestoaccessthoseareas.
SECTION4.5INCIDENTCOMMANDPOST(ICP)
TheEmergencyManagementCoordinatorisresponsibleforidentifyingICPlocationsfortheEmergencyOperationsCenterandensuringthesefacilitiesareproperlymaintained.ThePSTisresponsibleforappropriatelyequippingtheICPlocations.
SECTION4.6RECORDSANDTRAINING
TheEmergencyManagementCoordinatorisresponsibleformaintainingappropriaterecordsofincidentsandexercises,developingtrainingandexercises,providingtrainingandexercises,workingwithbuildingoccupantsontheirbuildingsafetyplansandworkingwithlocalemergencyresponderstofamiliarizethemwiththeuniversityinfrastructureandkeyassets.
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COLORADOSTATEUNIVERSITYEMERGENCYRESPONSEPLAN PAGE12Revised2‐19‐2013
CHAPTER 5 EMERGENCY ACTIVATION AND RESPONSE
SECTION5.1EMERGENCYOPERATIONSACTIVATIONANDRESPONSE
TheuniversityusestheNationalIncidentManagementSystem(NIMS)andIncidentCommandSystem(ICS)tomanageincidents.In2004,theDepartmentofHomelandSecurityestablishedNIMS,whichidentifiesasystematic,proactiveapproachtoguidealllevelsofgovernment,non‐governmentalorganizations(NGOs),andtheprivatesectortoprevent,protectagainst,respondto,andrecoverfromemergencies,regardlessofcause,size,locationorcomplexity.NIMSwassubsequentlyadoptedastheStateofColoradostandardforincidentmanagementthroughtheGovernor’sExecutiveOrderD011‐04(Gov.BillOwens,December6,2004).TheNIMSsystemisacomprehensive,nationwideapproachtomanageincidentsthroughasetofpreparednessconceptsandprinciplesforallhazards.Itsetsessentialprinciplesforacommonoperatingpictureandinteroperabilityofcommunicationsandinformationmanagement,andstandardizesresourcemanagementproceduresforcoordinationamongdifferentjurisdictionsororganizations.Italsoallowsforscalabilityasanincidentescalatesordeclines.TherearefourmajorcomponentsofNIMS:commandandmanagement,preparedness,resourcemanagement,andcommunicationsandinformationmanagement.
TheICSsystemisdesignedtoenableeffectiveandefficientincidentmanagementbyintegratingacombinationoffacilities,equipment,personnel,procedures,andcommunicationsoperatingwithinacommonorganizationalstructure.AbasicpremiseofICSisthatitiswidelyapplicable.Itisusedtoorganizenear‐termandlong‐termfield‐leveloperationsforabroadspectrumofemergencies,fromsmalltocomplexincidents,bothnaturalandman‐made.ICSisusedbyalllevelsofgovernment(federal,state,local,andtribal)aswellasbymanyprivate‐sectororganizationsandNGOs.ICSalsoisapplicableacrossemergencyresponseagencies.Itisstructuredtofacilitatefivemajorfunctionalareas:command,operations,planning,logistics,financeandadministration.
SECTION5.2EMERGENCYSUPPORTFUNCTIONS(ESF)
EmergencySupportFunctionslistedinsection5.10arepartoftheNIMSstructureforcoordinatinginteragencysupportduringanincident.Theyaremechanismsforgroupingfunctionsmostfrequentlyusedtoprovidefederalsupporttostatesandfederalagenciesfordeclareddisastersand
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emergenciesasdefinedundertheStaffordAct1.Theuniversityfollowsthesefunctionstocoordinatewithlocal,stateandfederalagencies.
SECTION5.3LEADERSHIPFRAMEWORKFORINCIDENTMANAGEMENT
TheICSdefinesoperatingcharacteristics,interactivemanagementcomponents,andincidentmanagementandemergencyresponsestructurethroughoutthedurationofanincident.DirecttacticalandoperationalresponsibilityforconductingincidentmanagementactivitiesatthesceneoftheincidentrestswiththeIncidentCommander(IC).Theincidentcommandstructuredevelopsinatop‐down,modularfashionthatisbasedonthesizeandcomplexityoftheincidentaswellasthehazardscreated.
WhoeveristhefirsttoarriveonscenebecomestheIncidentCommanderuntilrelieved.TheICcanbeanyindividualregardlessofpositionwhohasassumedcommand.Onceapersonhasassumedcommandofanincident,thatpersonwillremaintheICuntilrelievedbychoiceorbyamoreappropriateIC.
OnceanincidentexpandstoincludethePSTEC,thecommandstructurealsoexpandstoanEmergencyOperationsCenter(EOC)withanEOCManager.InanEOC,theIncidentCommandersatthescene(s)oftheincident(s)reporttotheEOCthroughtheOperationsChief.Thisstructuredoesnotchangeon‐scenetacticaldecision‐makingreservedexclusivelytotheICduringallphasesofanincident.
TheresponsibilitiesoftheIncidentCommanderatthesceneareasfollows: Assumecommand; Classifythethreatseveritylevelbymatchingsituationfactstothreatcriteria; Takeprotectiveactiontostabilizethescene; Selectandestablishanappropriatecommandpost; ActivateappropriateICSfunctions; Establishaunifiedcommandstructurewithrespondingagencies,ifnecessary; Conductinitialbriefingoftheindividualsrespondingtothescene; BriefPIOonincidentinformationthatmaybereleasedtothemedia; Setobjectivesandapproveplansforreturningtonormaloperations.
Whenmorethanoneagencyisinvolved,aUnifiedCommand(UC)structurewillbeestablishedatadesignatedIncidentCommandPost(ICP)thatmayormaynotbeonuniversityproperty.AUnifiedCommandstructuremeansthatallagenciesandorganizationsthathavejurisdictionandmajor
1TheRobertT.StaffordDisasterReliefandEmergencyAssistanceAct,P.L.93‐288,asamended,42U.S.C.§§5121‐5206,andimplementingregulationsin44C.F.R.§§206.31‐206.48,providethestatutoryframeworkforaPresidentialdeclarationofanemergencyoradeclarationofamajordisaster.
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resourcescommittedatanincidentwillcontributetoitsresolutionbydesignatingarepresentativetotheUnifiedCommand.TheprocessforaUnifiedCommandstructureisasfollows:
Allauthorizedresponseagenciesandorganizationswillcontributeto:o Determiningoverallresponseobjectives;o DevelopingasingleIncidentActionPlan;o Selectingresponsestrategies;o Ensuringjointplanningandapplicationoftacticalactivities;o Maximizinguseofavailableresources;o Ensuringthateachagenciesneedsandgoalsaremet;o InstitutionalpersonnelwillbeavaluableresourceandbeintegratedintoUnified
Commandwhereverpossible.
Theleadershipframeworkforincidentmanagementasdefinedinthisplandoesnotnecessarilycoincidewiththeusualorganizationalstructureoftheuniversity.Employeesmayreporttootheremployeestowhomtheydonotusuallyhaveareportingrelationship.Assignmentsandreportingrelationshipsmaychangeasemergencyconditionschange.
SECTION5.4TYPESOFINCIDENTS
A“majordisaster”isdefinedbyTitle42U.S.CodeSection5122(2)as:“Anynaturalcatastrophe(includinganyhurricane,tornado,storm,highwater,winddrivenwater,tidalwave,tsunami,earthquake,volcaniceruption,landslide,mudslide,snowstorm,ordrought)or,regardlessofcause,anyfire,flood,orexplosion,inanypartoftheUnitedStates,whichinthedeterminationofthePresidentcausesdamageofsufficientseverityandmagnitudetowarrantmajordisasterassistanceunderthisActtosupplementtheeffortsandavailableresourcesofStates,localgovernments,anddisasterrelieforganizationsinalleviatingthedamage,loss,hardship,orsufferingcausedthereby.”
“Emergency”isdefinedas:“Anyoccasionorinstanceforwhich,inthedeterminationofthePresident,FederalassistanceisneededtosupplementStateandlocaleffortsandcapabilitiestosavelivesandtoprotectpropertyandpublichealthandsafety,ortolessenoravertthethreatofacatastropheinanypartoftheUnitedStates.”
“Incident”isdefinedbytheJointChiefsofStaff,UnitedStatesArmedForces,JointPublication3‐28,CivilSupport(CJCSDirectivesElectronicLibrary,March17,2009)as:“Anoccurrence,causedbyeitherhumanactionornaturalphenomenathatrequiresactiontopreventorminimizelossoflifeordamagetopropertyand/ornaturalresources.”
A“disaster”isanincidentthathasalreadyoccurredandcausedsignificantdamage,whilea“hazard”,asdefinedbytheNationalResponseFramework(NRF),issimply“somethingthatispotentiallydangerousorharmful,oftentherootcauseofanunwantedoutcome.”Alldisastersandhazardsfallintotwogeneralcategories(naturalorman‐made)andmostfallintooneofanumberofsubcategories.
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Someexamplesinclude:
NaturalDisastersorHazards Man‐MadeDisastersorHazards
Avalanche Earthquake Landslide,rockslideormudslide Volcaniceruption Drought Tornado Severestorm Flood Wildfire(lightning‐caused) Infectiousdiseaseoutbreak
Aircraftcrash Nuclearaccident Trainderailment Hazardousmaterialsspill Wildfire(accidentalorintentional) Arson Biological,explosives,nuclear,chemical,
radiologicalattack Activeshooter
FEMAclassifiesincidentsfromaType1throughaType5.FEMA’sType1andType2incidentsinvolvemultipleagenciesoutsideoftheuniversitycommunityandarenotapplicabletothisplan.Inthisplan,emergencyincidentsareinsteadcategorizedintothreelevels,inaccordancewiththeCityofFortCollins,LarimerCountyandtheStateofColoradoplansandarerelativetoType3throughType5incidentsidentifiedbyFEMA.
SECTION5.5INCIDENTCLASSIFICATION
ThePSTECinconsultationwiththeIncidentCommanderdetermineswhetheraLevel1orLevel2IncidentneedstobedeclaredandtheEOCactivated.ThePSTECoverseesthecampusresponseto,andrecoveryfrom,Level1and2Incidents.
Level1Incident(High)—ALevel1incidentisanincidentthatcannotbemanagedusingnormaluniversityresources;capabilitiesoftheuniversitytorespondareexceededbytheinitialimpactsoftheevent.ThistypeofincidentwouldnecessitateEmergencyOperationsCenteractivation,conveningthePSTEC,andmayrequireissuingemergencyalerts(emergencynotificationmessagesundertheCSUTimelyWarningandEmergencyNotificationPolicy)orothertimelyinformationtotheuniversitycommunityaboutthesituation.Astateofcampusemergencymaybedeclared.ALevel1incidentwillrequiresignificantresourcesandmultipleoperationalperiodsuntilcontainment/controlisachieved.
ExamplesofaLevel1incidentinthecontextofthisplanincludebutarenotlimitedto: activeshooter; largescaleinfectiousdisease; majorfireorexplosion; severeweatherconditions; earthquake; buildingcollapse;
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flood; largescalechemical/radiologicalreleaseinvolvingmultiplebuildingsorvictims; majorcivildisturbance; substantiatedbombthreat; barricadeorhostagesituationandotheractsofcrimeorterrorism.
ResponsetoaLevel1Incident—ALevel1incidentdeclarationauthorizestheactivationandestablishmentoftheEOC.PriortoassemblingtheEOC,theIncidentCommander(IC)andon‐scenerespondersmakeessentialoperationaldecisionsandcommitmitigationandcontrolresources.TheICalsohastheauthoritytorequestemergencyhelpfromotherdepartmentsoragenciesuntiltheEOCisestablished.
Itmaybecomenecessarytorestrictaccesstospecificcampusareastoonlyauthorizedpersonnel.Accessrestrictionswillbecommunicatedthroughappropriatechannels.Failuretocomplywithanordertoleavetheareaorceaseactivitiesmayresultinlegalordisciplinaryactionagainsttheoffender.
PersonnelassignedtotheEOCaretofollowthespecificproceduresandguidelinessetforthfortheEOCoperationsunderSection5.9‐5.11ofthisplan.AllotherpersonnelaretofollowtheirbuildingsafetyplanswithdirectionfromtheEOC.
ThePSTEC,inconsultationwiththeEOCManager,willdetermineanappropriatetimetoreturntonormalconditions.
WhenaLevel1incidentisdeclared,theEOCManagerisresponsibleforissuingtheappropriatewarningstothecampuscommunityinaccordancewiththeCSUTimelyWarningandEmergencyNotificationPolicy.Warnings,informationandupdatesmaybecommunicatedusingtheCSUPublicSafetywebsite(www.safety.colostate.edu),theuniversity’shomepage(www.colostate.edu),[email protected],universityemailsandtextmessages,oroutsidesourcessuchasnewspapers,newswebsites,radioandTVstations.
Level2Incident(Medium)—ALevel2incidentaffectsmorethantheimmediatevictimsorwitnessesandwilltakeamulti‐unitresponse.TheEOCmaybepartiallyactivatedandstaffingisatthediscretionoftheEOCManager.Theincidentisusuallylimitedtooneoperationalperiodinthecontrolphase.ExamplesofaLevel2incidentinthecontextofthisplanmayinclude,butarenotlimitedtothefollowing:
unscheduledorplannedprotests,disruptionsorcivildisturbances; firethatiscontainedbuthasthepotentialforextensivepropertydamage; chemicalspillsthatarecontainedtoaspecificarea(butmayrequireevacuationorclosing
ofabuildingand/orcancellationofsomeclasses); majortrafficaccidentwithinjuries; crimesthatpresentaseriousorcontinuingthreattothecampuscommunity,asdetermined
bytheEOC; Infectiousdiseaseoutbreaksuchaspandemicflu.
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AllotherpersonnelaretofollowtheirbuildingsafetyplanswithdirectionfromtheEOC.
ResponsetoaLevel2Incident—Level2incidentscanbequitecomplexbecauseofthevariedinstitutional,student,andcommunityresponsesthatmustbecoordinated.Thesetypesofincidentsarereportedthroughnormalchannelsbutmayinvolveresponsefromavarietyofagencies.Theappropriateon‐sceneincidentcommanderwillhandleinitialmanagementoftheincident.ActivationofallorpartoftheEOCmaybewarrantedandmadeinconsultationwithinvolvedagencyexecutives.
WhenaLevel2incidentisdeclared,theEOCisresponsibleforissuingtheappropriatewarningstothecampuscommunityinaccordancewiththeCSUTimelyWarningandEmergencyNotificationPolicy.DuringLevel2incident,thereisnotanimmediatethreat,butstudents,employeesandothersinthecampuscommunitymayreceivetimelywarningsabouttheirsafetyandbeaskedpayattentiontoinformationsources.Warnings,informationandupdatesmaybecommunicatedusingtheCSUPublicSafetywebsite(www.safety.colostate.edu),theuniversity’shomepage(www.colostate.edu),[email protected],universityemailsandtextmessages,oroutsidesourcessuchasnewspapers,newswebsites,radioandTVstations.Theseinformationsourcesalsomaybeusedduringapublichealthcrisestoadvisethepublic,suchasaskingpeopletoreceiveavaccineortowearamask.
Level3Incident(Low)—ALevel3incidentrequiresaresponsefromemergencyservicespersonnelbutdoesnotaffectorthreatenalargeportionofthecampusortakeadditionalresourcestohandle.EOCactivationisnotrequired.TheincidentcanusuallybehandledwithminimalresourcesbyanIncidentCommanderandsubordinatepositions.Incidentsofthisnaturearecontainedwithinthefirstoperationalperiodandoftenwithinanhourtoafewhoursafterresourcesarriveonscene.ExamplesofaLevel3incidentinthecontextofthisplanmayinclude,butarenotlimitedtothefollowing:
small,localizedchemicalspillnotrequiringabuildingevacuation; plumbingfailureorwaterleak; minortrafficaccidentorisolatedpersonalinjury;and minorassaultsanddisturbances.
WarningsforLevel3incidentsareusuallylocaltotheeventandusuallydonotrequirethePSTECtoissuea“timelywarning”inaccordancewiththeCSUTimelyWarningandEmergencyNotificationPolicy.
WhenaLevel3incidentisdeclared,thePSTECisresponsibleforcommunicatingtothecampuscommunityifnecessary.InformationandupdatesmaybecommunicatedusingtheCSUPublicSafetywebsite(www.safety.colostate.edu),[email protected].
ResponsetoaLevel3Incident–WhenaLevel3incidentoccurs,theresponsiblepersonnelintheimpactedarea(s)willcoordinatedirectlywithCSUPD,theEmergencyManagementCoordinator,EnvironmentalHealthServices,HousingandDiningServicesand/orFacilitiesManagement,asappropriate,toresolvetheincident.Level3incidentsarereportedthroughnormalchannelsand
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arehandledbaseduponestablishedpoliciesandpractices.Level3incidentsdonotrequireEOCactivation,althoughportionsofthisplanmaybeused.
Allotherpersonnelaretofollowtheirbuildingsafetyplanswithdirectionfromonsceneincidentcommander.
SECTION5.6EMERGENCYANNOUNCEMENTSANDCOMMUNICATION
ThePublicInformationOfficer(PIO)andtheDirectorofPublicAffairsandCommunicationscollaborateswithAdministrativeCommunications,CSUPD,LegalCounsel,StudentAffairsandothersasdeemedappropriategivenaparticularsituation.ThePIOcommunicatesimportanthealthandsafetyinformationtotheCSUcommunity,themedia,keyconstituentgroupsandthepublic.
Informationcanbeobtainedfromthefollowinglocations:1) Emergencytextande‐mails;2) CSUPublicSafetyandCSUhomepagewebsite;3) Today@Colostateannouncements;4) Socialmedia(Facebook,Twitter);5) (970)491‐7669;6) LocalandregionaltelevisionstationsincludingKCNCchannel4,KMGHchannel7,KUSA
channel9,KWGNchannel5,KWGNchannel2,FOXTVchannel31,CTVchannel11;7) RadiostationsincludingKCSU,KOA,KHOW,KSIR,KFKA,KBCO,KUNC,900KCOL;8) Notificationtodepartmentalpersonnelisoutlinedineachdepartment’sEmergencyPlan.
SECTION5.7FIRSTRESPONSE
AllCSUstudentsandemployeeswhohavereasonablegroundstobelieveacrimehasbeencommittedhaveadutytoreportthesuspectedcrimetolawenforcementauthorities.AllcriminalincidentsandemergenciesattheuniversityshallbeimmediatelyreportedtotheCSUPDbydialing911or(970)491‐6425.
TheCSUPDChief(or,intheChief'sabsence,thesenioron‐dutypolicesupervisor)isdelegatedtheauthoritytotakeallnecessaryandappropriateactionsonbehalfofthePresidentandPSTECunderthefollowingconditions:
Whenanactualthreatisinprogressandimmediateactionisnecessarytoprotectpeopleorpropertyfrominjuryordamage;and
NeitherthePresidentnoranyPSTECmemberscanbecontactedwithinareasonabletime,giventheimmediacyofthethreat.
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Theuniversity’sfirstresponseunitsandtheappropriatepersonneltoassumetheICpositiondependingontheemergencyare:ColoradoStateUniversityPoliceDepartment
1. RespondingOfficer2. SeniorOn‐dutySupervisor3. CSUPDChiefofPolice
Responseto911orpublicsafetyincidents
EnvironmentalHealthServices1. RespondingEmergencyCoordinator2. EHSApplicableSectionManager3. AssociateDirector,EHS4. Director,EHS
ResponsetoenvironmentalhealthorHAZMATincidents
FacilitiesManagement1. RespondingFacilitiesManagement
Personnel2. FacilitiesManagementApplicable
SectionManager3. AssociateDirector,Facilities
Management4. Director,FacilitiesManagement
Responsetoinfrastructureorutilitiesrelatedincidents
HousingandDiningServices1. RespondingHousingandDiningServices
Personnel2. HousingandDiningServicesApplicable
SectionManager3. AssociateDirector,HousingandDining
Services4. Director,HousingandDiningServices
Responsetohousingrelatedincidents
Telecommunications1. RespondingACNSPersonnel2. ACNSSectionManager3. AssociateDirector,ACNS4. Director,ACNS
Responsetocommunicationsincidents
Asthefirstresponsibleuniversityofficialonthescene,theCSUincidentcommanderordesigneeisempoweredtotakeallreasonablemeasuresdeemednecessarytopreservehealthandsafetyincluding,butnotlimitedto:
Deployappropriateresourcestothescene; Callinotheragenciesasneeded; Stabilizetheincidentaspossible; Communicatewithstakeholdersonthesceneorpotentiallyatrisk; Evacuateorshelter‐in‐placeasnecessary; NotifythePIOorothercommunicationspersonnel; Notifykeycampusofficialsincludingseniorexecutivesasappropriate.
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CSUPDwillfollowadefinedsequenceastheemergencysituationdevelops,asfollows:(1). Dispatchpoliceofficersandmakeappropriateemergencynotifications;(2). NotifytheChiefofPoliceorhis/herdesigneeaccordingtodepartmentalprocedures;(3). Notifyappropriateresponsepersonnelperinternalprocedures;and(4). Ifwarranted,theChiefofPoliceorothercommandofficerswillnotifythePresidentoramemberofthePSTECorotherindividuals,afterincidentconditionsareverified.
SECTION5.8EMERGENCYRESPONSEPROTOCOLS
Theprioritiesforrespondingtoanyemergencyaretoprotect,inorder:1.People;2.Researchanimalsandplantsandintellectualproperty;then3.Facilities,equipmentandotherproperty.Theprioritiesforrespondingtoanyemergencywillinclude(butarenotlimitedto)thefollowing:
PriorityI
LifeSafety—evaluatetheneedtoevacuatetosafezones,lockdown(ifpossible)orshelterinplacetoprotectpeoplefromhazardousorhigh‐riskareas.
Medical Aid — evaluate medical services available and advise rescue forces regardinglocationoftreatmentfacilitiesforinjured.
FireSuppression—evaluatefiresorfirehazardsanduseavailableresourcestocontrolandevacuate.
SearchandRescue—establishsearchandrescueteamsand initiaterescueoperationsasrequired.
Communication Network — establish a communication network using available staff,materialsandequipment.
Utilities Survey – evaluate and restore utilities (gas, electric, steam, chilledwater,water,sewer)andshutdownasneeded.
Hazardous Substance Control — survey critical areas (i.e., biological and chemical) andsecureorcleanupasneeded.
Situation Control – evaluate access to the area to determine the safety of the emergencyresponders.
PriorityII
FoodandDrinkingWater—identifysuppliesonhandandestablishadistributionsystemforfoodandwater.
Shelter—identifyusablestructurestohouseresidentstudentsand/orcommunityvictims. Facility—evaluatefacilities(i.e.,buildings,classrooms)foroccupancyoruse.Identifyand
sealoffcondemnedareas. Information—establishacommunicationssystemwiththecampuscommunityregarding
availabilityofservices. AnimalControl—providecontrolsandcontainmentforallanimalsoncampus. CriminalActivityControl—establishapoliceor security system toprotectproperty and
controlcriminalactivity.
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PsychologicalAssistance—establishasystemtoassistpeopleincopingwiththecrisis. Transportation—organizetransportationforrelocationtoshelter.
PriorityIII
ValuableMaterialsSurvey—identifyandsecurevaluablematerials(i.e.,artwork,historicalbooks,researchandintellectualproducts).
RecordsSurvey—identifyandsecureallCSUrecords. University Operations Survey — determine requirements to continue normal university
operations. SuppliesandEquipment—developasystemtorenewsupplyandequipmentflow
SECTION5.9EMERGENCYOPERATIONSCENTERACTIVATION
Duringalargeincident,anEOCmaybesetupatapre‐designatedsiteunderthedirectionofanEOCManagertosupporttheIncidentCommandPost(ICP)activitiesandmanagebusinesscontinuityissuesfortherestoftheorganization.
DuringincidentsandemergencyconditionsinwhichtheEOCshouldbeimmediatelyactivated,thefollowingCSUofficialsmayactivatetheEOCandassumetheEOCManagerposition:
PSTECmember CSUPDChieforDelegatedAuthority EmergencyManagementCoordinator EnvironmentalHealthServicesDirectororDelegatedAuthority
Intheeventthatnoneoftheaboveisavailable, theCSUPDshiftsupervisorwillassumeauthorityforEOCactivationandwillactastheEOCManageruntiloneoftheabovedesigneesarrives.
SECTION5.10EOCSTAFFING:
ThePresidentisultimatelyresponsibleforemergencymanagementattheuniversity.Ifthepresidentisunavailable,theauthoritytotakeallnecessaryandappropriateactionisherebydelegatedtothefollowingUniversityofficersintheorderlistedbelow,withsuchauthoritybeingdelegatedtothehighestrankedUniversityofficeronthelistwhomCSUPDisabletocontact:
(1). President’s Chief of Staff (2). Provost and Executive Vice President (3). Vice President for University Operations (4). Vice President for External Relations (5). Vice President for Student Affairs (6). Vice President for Information Technology (7). Deputy General Counsel
TheEOCservesasthecentralmanagementcenterduringaLevel1orLevel2emergency.Whenneeded,thefiveIncidentManagementTeam(IMT)functionalelements(command,operations,
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planning,logistics,andfinance)canbeestablishedintheEOC,eachofwhichmaybefurthersubdividedtoenhanceinternalorganizationalmanagementandexternalcoordination.TheEOCManagerisresponsibleforestablishingandexpandingtheICSmodularorganization.Heorshebasesdecisionsoneachemergencysituation.Asincidentcomplexityincreases,theorganizationexpandsfromthetopdownasfunctionalresponsibilitiesaredelegated.Concurrentlywithstructuralexpansion,thenumberofmanagementpositionsexpandstoadequatelyaddressincidentrequirements.Priortotransferringcommand,theoutgoingmanagerwillconductafullbriefingfortheincomingmanager.
TheuniversityEOCisorganizedasfollows:
CSU President
Executive Committee Public Safety Team
EOC Manager
Safety Officer
Public Information Officer
Liaison Officer
Operations Chief Finance ChiefLogistics ChiefPlanning Chief
PSTEC Liaison
Incident Management Team (IMT)
EOCORGANIZATIONCHART
OncetheEOCisactivated,aPSTECmemberwillbeassignedasthePSTECLiaison.
WhentheEOCisestablishedtheEOCManagerthenassignssubordinateindividualstoEOCpositionsneededfortheincident.
TheEOCstaffincludes:
CSUPresident(Alwaysactivated)–ProvidestheauthoritytothePSTEC.
PSTEC(Alwaysactivated)–ProvidestheauthoritytotheEOCmanagerandtheabilitytoauthorizefundingfortheincident.
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EOCManager(Alwaysactivated)‐ManagesandcoordinatestheresponsetoincidentsfromanIncidentCommandPost(ICP).Inthatcapacity,theEOCManagerhastheauthoritytodirectpersonnel,takeactionsandimplementproceduresasnecessarytoresolveissuesrelatedtotheincident.
ThemostappropriatepersonbelowwillassumetheEOCManagerpositiondependingontheemergency.
PSTECmember CSUPDChieforDelegatedAuthority EmergencyManagementCoordinator EnvironmentalHealthServicesDirectororDelegatedAuthority
TheresponsibilitiesoftheEOCManagerareasfollows: AssumecommandoftheIMT; Classifythethreatseveritylevelbymatchingsituationfactstothreatcriteria; Takeprotectiveactiontostabilizethescene; Selectandestablishanappropriatecommandpost; ActivateappropriateICSfunctions; Establishaunifiedcommandstructurewithrespondingagencies,ifnecessary; ConductinitialbriefingoftheIncidentManagementTeam(IMT); Setspecificobjectivesanddirectthatincidentactionplansbedeveloped; BriefallIMTpersonnelonincidentactionplans; ContinuallyreviewandupdateincidentactionplanswiththeIMT; Approveallincidentinformationreleasedtothenewsmedia; Setobjectivesandapproveplansforreturningtonormaloperations.
Forsmallincidents,theEOCManagermayaccomplishallfivemanagementfunctions.Largerincidentsmayrequireindividualstobeassignedtootherfunctions.
PublicInformationOfficer(PIO)(Activatedifneeded)–Providesinformationtointernalandexternalstakeholders,includingthemediaorotherorganizationsseekinginformationabouttheincident.
SafetyOfficer(Activatedifneeded)‐Monitorsincidentsafetyconditionsanddevelopsmeasuresforassuringthesafetyofallassignedpersonnel.
LiaisonOfficer(Activatedifneeded)–Servesastheprimarycontactforsupportingagenciesassistingatanincident.
OperationsChief(Activatedifneeded)–Conductstacticaloperationstocarryouttheplan.Developsthetacticalobjectivesandorganizationanddirectsalltacticalresources.
AssociatedEmergencySupportFunctions(ESFs): ESF2,Communications; ESF4,Firefighting; ESF9,CampusSearchandRescue;
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ESF10,OilandHazardousMaterialsResponse; ESF13,CampusSafetyandSecurity.
PlanningChief(Activatedifneeded)–PreparesanddocumentstheIncidentActionPlan,collectsandevaluatesinformation,maintainsresourcestatusandmaintainsdocumentationforincidentrecords.
AssociatedESFs: ESF5,EmergencyManagement; ESF15,ExternalAffairs; ESF12,Utilities.
LogisticsChief(Activatedifneeded)–Providessupport,resourcesandallotherservicesneededtomeettheoperationalobjectives.
AssociatedESFs: ESF1,Transportation; ESF3,CampusInfrastructure; ESF6,HumanServices; ESF8,HealthandMedicalServices; ESF11,AgricultureandFoodAssistance.
Finance/AdministrationChief(Activatedifneeded)–Monitorscostsrelatedtotheincidentandprovidesaccounting,procurement,timerecordingandcostanalyses.
AssociatedESFs: ESF7,LogisticsManagementandResourceSupport; ESF14,LongTermRecovery.
AdditionalPersonnel
Inadditiontothestaffnotedabove,theEOCalsomayincludeanyorallofthefollowingortheirrespectivedesignees:
UniversitySpokesperson(appointedbyPIO) DirectorofACNSandTelecommunications DesigneeofProvostandExecutiveVicePresident DesigneeofVicePresidentofResearch DesigneeofVicePresidentforStudentAffairs DirectorofHousingandDiningServices DirectorofHumanResourceServices DirectorofCSUHealthNetworkServices DirectorofAthletics DirectoroftheLoryStudentCenter SpecialAdvisorforSupportandSafetyAssessment AnyotherpersondesignatedbytheEOCManagerasnecessaryandappropriate
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COLORADOSTATEUNIVERSITYEMERGENCYRESPONSEPLAN PAGE25Revised2‐19‐2013
SECTION5.11DEACTIVATIONOFTHEEOC
AsoperationsprogressfromPriorityIthroughPriorityIII,administrativecontroloftheincidentoremergencysituationwillmovefromtheEOCbacktothenormaluniversityorganizationalstructure.TheEOCManagerinconsultationwiththePSTECwilldeterminewhentodeactivatetheEOC.
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COLORADOSTATEUNIVERSITYEMERGENCYRESPONSEPLAN PAGE26Revised2‐19‐2013
CHAPTER 6 RECOVERY/CONTINUITY
InRecovery/Continuityplanningeachdepartmentmustbepreparedtomaintaincriticaloperationsduringandaftertheemergency.CriticaloperationsshouldbeidentifiedandapprovedbythePSTbeforeanemergencyevent.AlistofcriticaloperationsandtheresponsetothoseoperationsissummarizedinAnnexH(CriticalOperations).
Alongwithmaintainingcriticaloperationsandsafety,plansshouldprioritizetheneedforemotionalsupportforallpeopleinvolved.Staffwillrequireafull“headandheart”recovery(theyknowintellectuallyandbelieveemotionallythatthingscangetbacktonormal).SuchassistancewouldbeprovidedbyCSU’sCounselingCenterstaff,communityprovidersthroughCSU’sEmployeeAssistanceProgram,victimadvocatesthroughtheLarimerCountySheriff’s,theRedCross,TouchstoneHealthPartners,PoudreValleyHealthSystems,theHealthDistrictandHealthDepartment,aswellasotherlocaluniversitiesandagenciesasneeded.
BuildingandenvironmentalassessmentswillbeperformedbyFacilitiesManagementandEnvironmentalHealthServices.Onceitisdeterminedthebuildingissafetoenter,ateamofdepartmentalandcollegestaff(assistedbyEHS,Facilitiesandothersasneeded)shouldassesstheoperationsanddeterminedisruptionsthatwilldelayservices.ThisassessmentshouldbeprovidedtotheEOCviatheDean,Director,orDepartmentHeadfordecision‐makingandresourceallocation.Disruptionsandneededresourcesmustbedocumentedforpurchaseorfundingrecovery.Safetyisthefirstpriorityintheseassessments.
Beawarethat: Theuniversity’sEOCwillrequestongoingstatusreportsfromeachdepartmentduring
theemergencyforresourceallocationandtoensurecriticalfunctioncontinuity.Thedepartmentwillbeexpectedtoidentitystaffwhocanfacilitateresumptionofnormaloperations.
Theuniversitymayneeddetaileddatafromtheunittoestimatetemporaryspacereallocationneeds.DepartmentsalsoshouldverifyemergencypurchasingauthoritywiththeDirectorofProcurementandContractingServices.
MostinsuranceandFEMAclaimsrequireextensivedocumentationofdamagedfacilities,lostequipmentandresources,specialpersonnelexpensesandanyWorkers’Compensationclaims.
Unitsshouldphotographorvideotapefacilityandequipmentdamagetosupportwrittendocumentation.
Itisveryimportanttorecordtheemergency’sphysicaleffectsbeforecleanupandrepairs. DepartmentswillneedtocoordinatecontinuouslywiththeEOC,EHS,andFacilities.
Businesscontinuitymeansplanningthemeasuresnecessarytoenabletheuniversitytocontinuecarryingonbusinesstotheextentreasonablypossiblewhenadisasterhasreducedtheuniversity’scapacitytooperatenormally.Thisincludesprovidingservices,researchresults,instructionand
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COLORADOSTATEUNIVERSITYEMERGENCYRESPONSEPLAN PAGE27Revised2‐19‐2013
tangiblegoodstotheuniversitycommunityandexternalsponsors,customers,clients,andcooperators.Abusinesscontinuityplanshouldbeactivatedoncethedisasteroremergencyhaspassed.Aspartofthebuildingsafetyplan,abusinesscontinuitysectionisrequiredforeachdepartmentinthebuilding.Eachdepartment’sbusinesscontinuityplanshouldaddressdetailsofhowthedepartmentwillprepareforemergenciesinordertominimizeandmitigatethelongtermimpactontheoperationsofthedepartmentororganization.TheplanshouldalsoworkintandemwiththebroaderuniversityERP.AsampletemplateisincludedinAnnexE.
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COLORADOSTATEUNIVERSITYEMERGENCYRESPONSEPLAN PAGE28Revised2‐19‐2013
LIST OF ANNEXES
ANNEXA‐RecordofRevisions
ANNEXB‐AccesstothePlan
ANNEXC‐ESFsandDepartments
ANNEXD‐PublicSafetyTeam
ANNEXE‐DeansDirectorsandDepartmentHeads
ANNEXF‐President
ANNEXG‐PublicSafetyTeamExecutiveCommittee
ANNEXH‐CriticalOperations
ANNEXI–RiskAssessments
ANNEXJ‐EmergencyOperationsCenterManager
ANNEXK‐SafetyOfficer
ANNEXL‐PublicInformationOfficer
ANNEXM‐LiaisonOfficer
ANNEXN‐OperationsChief
ANNEXO‐PlanningChief
ANNEXP‐LogisticsChief
ANNEXQ‐FinanceChief
ANNEXR‐ContactLists
ANNEXS–UniversityBusinessContinuity
ANNEXT‐AgreementsandMOU’s
ANNEXU‐Exercises
ANNEXV–Training
ANNEXW‐Definitions
ANNEXX‐Acronyms