Lifeguard StationEmergency Management
Developing CampusEmergency Response Plans
andBusiness Continuity Plans
James Lee Witt AssociatesPart of Global Options Group, Inc.
Copyright © 2007 by James Lee Witt Associates, a part of Global Options Group, Inc.
Lennette Dease and Barbara Andersen
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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
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Northridge Earthquake
• January 17, 1994
• 6.9 magnitude
• The worst earthquake in the Los Angeles basin since the San Fernando earthquake in 1971
• 57 fatalities, 9000 people injured
• Extensive damage to Cal State Northridge facilities and parking structures
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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
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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
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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
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• Too often, crisis management is reactive instead of proactive
• Anticipation is the key
• It is important to periodically assess crisis risks
Crisis Management
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Crisis Management
• 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
Mitigation/Preparedness/Response/Recovery
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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
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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
Emergency Operations Planning
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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
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National BenchmarksNFPA 1600
• 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
Standard on Disaster/Emergency Managementand Business Continuity Programs
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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
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DAY TO DAY EMERGENCY
Standardized Emergency Management System
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• Incident Command System (ICS)
• Inter-Agency Coordination
• State’s Master Mutual Aid Agreement
• Operational Area Structure
SEMS
Components of SEMS
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EOC DirectorSafety
SecurityPublic
InformationLiaison
ManagementPublic Safety or EHSRisk Mgr. or PS Police or SecurityPublic Affairs Public Relations
Suggested SEMS Staffing Relationships
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General Staff Functions
Operations:
Planning/Intel:
Logistics:
Finance/Admin:
Law, Medical, Facilities, Other Response Depts.
Planning, Facilities Depts.
Facilities
Finance, Budget & Accounting
Suggested SEMS Staffing Relationships
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University LeadershipTeam
University LeadershipTeam
EOC ManagementIC/Manager
Deputy IC/Manager
EOC ManagementIC/Manager
Deputy IC/Manager
Public SafetyPublic Safety
OperationsOperations
Environmental Services
Environmental Services
MaintenanceOperations
MaintenanceOperations
Student AffairsStudent Affairs
Central Heat PlantCentral Heat Plant
TelecommunicationsTelecommunications
Planning andInformation
Planning andInformation
Logistics(Resource Support)
Logistics(Resource Support)
Finance/Administration
Finance/Administration
SafetySafety
LiaisonLiaison
Public AffairsPublic Affairs
Situation StatusSituation Status
TransportationTransportation
Business Business
Human ResourcesHuman Resources
Insurance Documentation
Insurance Documentation
FEMA Documentation
FEMA Documentation
Resource StatusResource Status
Damage AssessmentDamage Assessment
Information Technology
Information Technology
Technical SpecialistTechnical Specialist
Real EstateReal Estate
Student HousingStudent Housing
Food/Water SupplyFood/Water Supply
Contracts/Equipmentand Supplies
Contracts/Equipmentand Supplies
Veterinary ServicesVeterinary Services
Example University Emergency Command and Control Organization
Student Health CenterStudent Health Center
FinanceFinance
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IncidentCommander
General Staff
OperationsUnits
Emergency Operations Center
Food/Water SuppliesFood/Water Supplies
Contracts/Equipment and Supplies
Personnel/VolunteersPersonnel/Volunteers
Transportation VehiclesTransportation Vehicles
AccountingAudit
Planning & BudgetPlanning & Budget
FEMA DocumentationFEMA Documentation
Situation Status
Inspections
Damage AssessmentDamage Assessment
Campus Policy Group
EOC ManagementManager
Assoc . ManagerAsst . Manager
EOC ManagementManager
Assoc . ManagerAsst . Manager
Resources Support(Logistics)
Team Leader
Police
Environment Health &
Safety
Environment Health &Safety
Physical Plant
MedicalMedical
Care & Shelter
OperationsTeam
Team Leader
Planning & Engineering Team (Intelligence)Team Leader
Financial SupportTeam Leader
CommunicationsCommunications
Public InformationPublic Information
Repair/Emergency Construction
EMA Zones Liaison
Liaison OfficerLiaison Officer
Student AffairsStudent Affairs
President’s Policy Group
•Police •EH&S
•Physical Plant
•Health Services
•Capital Projects
•Information Systems and Technology
•Housing and Dining
Field LevelResponseCSU
Sample Campus Emergency Response and Recovery Organization Overview
Policy Level
ManagementLevel
OperationsLevel
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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
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• 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
Role of the Emergency Operations Center
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Emergency Checklists
• Direction and Control Operations
• Protective Actions
• Emergency Support Functions
Establishing Public/PrivatePartnerships
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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
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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
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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
Business Continuity Planning
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Guidance
• Executive Order No. 1014
– 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
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National BenchmarksNFPA 1600
• 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
Standard on Disaster/Emergency Managementand Business Continuity Programs
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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
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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
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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
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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
Crisis Communications
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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
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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
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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
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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
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Joint Information CenterCoordinated 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
Education andTraining
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Training and Exercises
• Campuses need to test their emergency and business continuity plans regularly
• Develop a formalized training and exercise schedule
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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
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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
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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!!
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Contact Information
• Further inquiries and questions can be directed to Lennette Dease or Barbara Andersen– Phone: 916.497.0200– [email protected]– [email protected]
• Additional information regarding James Lee Witt Associates and GlobalOptions Group, Inc. can be accessed through our website at: www.wittassociates.com
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