jccc emergency operations plan - public · management system (nims). nims allows and ensures proper...
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Emergency Operations Plan 2019
EMERGENCY OPERATIONS PLAN_FINAL 6/1/2019
TABLE OF CONTENTS
LETTER OF PROMULGATION ................................................................................................................................................. 1 RECORD OF DISTRIBUTION ................................................................................................................................................... 2 RECORD OF CHANGES ......................................................................................................................................................... 3 SECTION 1: INTRODUCTION ........................................................................................................................................ 7 VISION ..................................................................................................................................................................... 7 MISSION ................................................................................................................................................................... 7 EMERGENCY PLANNING PROGRAM BENEFITS ..................................................................................................................... 7 GUIDING PRINCIPLES ................................................................................................................................................... 8 WHAT IS PREPAREDNESS? ............................................................................................................................................ 8 MISSION AREAS AND CORE CAPABILITIES ......................................................................................................................... 9 JCCC’S EMERGENCY OPERATIONS PLAN ........................................................................................................................ 10 ASSESSMENT OF EMERGENCY PROBABILITIES AND IMPACT .................................................................................................. 12 DEFINITION OF AN EMERGENCY .................................................................................................................................... 14 LAWS AND AUTHORITIES ............................................................................................................................................. 16 EMERGENCY PREPAREDNESS REGULATIONS & STANDARDS ................................................................................................ 16 COORDINATION WITH LOCAL, COUNTY AND STATE AGENCIES ............................................................................................. 20 PLANNING ASSUMPTIONS ........................................................................................................................................... 20 ACTIVATION OF THE PLAN/COLLEGE STATE OF EMERGENCY ................................................................................................ 21 PLAN DISTRIBUTION .................................................................................................................................................. 21 PLAN MAINTENANCE AND REVIEW ............................................................................................................................... 21 SECTION 2: ESTABLISHMENT AND ACTIVATION OF THE EMERGENCY OPERATIONS PLAN AND THE EMERGENCY OPERATIONS CENTER ................................................................................................. 25 ACTIVATION OF THE EMERGENCY OPERATIONS PLAN ........................................................................................................ 25 EMERGENCY RESPONSE PRIORITIES ............................................................................................................................... 27 INCIDENT COMMAND SYSTEM (ICS) ............................................................................................................................. 27 EXECUTIVE POLICY GROUP (EPG) ................................................................................................................................ 27 DUTIES AND RESPONSIBILITIES OF THE EPG .................................................................................................................... 28 INCIDENT COMMAND ................................................................................................................................................ 29 CRISIS MANAGEMENT TEAM (CMT) ............................................................................................................................. 30 EMERGENCY OPERATIONS CENTER (EOC) ...................................................................................................................... 31 EOC ACTIVATION ..................................................................................................................................................... 35 EOC ACTIVATION LEVELS ........................................................................................................................................... 35 EOC OPERATIONS CYCLE ............................................................................................................................................ 35 DEACTIVATION ......................................................................................................................................................... 36 SECTION 3: CHECKLISTS OF RESPONSIBILITIES FOR THE CRISIS MANAGEMENT TEAM ROLES IN THE EOC ................. 41 CHECKLIST 1: EMERGENCY OPERATIONS CENTER (EOC) MANAGER ............................................................................ 41 CHECKLIST 2: LIAISON ....................................................................................................................................... 43 CHECKLIST 3: EMERGENCY OPERATIONS CENTER SUPPORT STAFF ............................................................................... 43 CHECKLIST 4: COMMUNICATIONS ........................................................................................................................ 44 CHECKLIST 5: OPERATIONS COORDINATOR ........................................................................................................... 45 CHECKLIST 6: PUBLIC SAFETY/LAW ENFORCEMENT ................................................................................................. 46 CHECKLIST 7: FACILITIES .................................................................................................................................... 47 CHECKLIST 8: ENVIRONMENT, HEALTH, MEDICAL AND SAFETY ................................................................................... 49
CHECKLIST 9: INFORMATION SERVICES TELECOMMUNICATIONS ................................................................................. 50 CHECKLIST 10: INFORMATION SERVICES COMPUTING ................................................................................................ 51 CHECKLIST 11: STUDENT SUPPORT ........................................................................................................................ 52 CHECKLIST 12: ACADEMIC COORDINATION ............................................................................................................. 54 CHECKLIST 13: PLANNING AND ANALYSIS COORDINATION .......................................................................................... 54 CHECKLIST 14: SITUATION STATUS ........................................................................................................................ 55 CHECKLIST 15: RESOURCE AND LOGISTICS COORDINATION ......................................................................................... 57 CHECKLIST 16: RESOURCE PROCUREMENT .............................................................................................................. 59 CHECKLIST 17: HUMAN RESOURCES/VOLUNTEER MANAGEMENT ................................................................................ 60 CHECKLIST 18: TRANSPORTATION ......................................................................................................................... 61 CHECKLIST 19: EMERGENCY FOOD, WATER AND SANITATION ..................................................................................... 63 CHECKLIST 20: FINANCE ADMINISTRATION COORDINATION ........................................................................................ 63 CHECKLIST 21: EMERGENCY ACCOUNTING .............................................................................................................. 64 CHECKLIST 22: INSURANCE AND RISK MANAGEMENT ................................................................................................ 65 SECTION 4: ANNEXES .................................................................................................................................. RESERVED ANNEX – A: CRISIS COMMUNICATIONS, EMERGENCY ALERTS AND WARNINGS .............................................. " " " ANNEX – B: PUBLIC INFORMATION ...................................................................................................... " " " ANNEX – C: RESOURCE MANAGEMENT ................................................................................................ " " " ANNEX – D: EVACUATION .................................................................................................................. " " " ANNEX – E: CAMPUSWIDE EVACUATION ............................................................................................... " " " ANNEX – F: LOCKDOWN ................................................................................................................... " " " ANNEX – G: SHELTER-IN-PLACE .......................................................................................................... " " " ANNEX – H: MASS CARE / SHELTERING ................................................................................................ " " " ANNEX – I: COMMUNICATIONS SYSTEMS RECOVERY ............................................................................... " " " ANNEX – J: ARMED INTRUDER / ACTIVE THREAT / WORKPLACE VIOLENCE .................................................. " " " ANNEX – K: FIRE EMERGENCY ............................................................................................................ " " " ANNEX – L: BOMB THREAT ............................................................................................................... " " " ANNEX – M: CIVIL UNREST ON CAMPUS ................................................................................................ " " " ANNEX – N: COMMUNITY HEALTH CRISIS .............................................................................................. " " " ANNEX – O: COMMUNICABLE DISEASE RESPONSE PLAN ........................................................................... " " " ANNEX – P: EARTHQUAKE ................................................................................................................. " " " ANNEX – Q: HAZARDOUS MATERIALS................................................................................................... " " " ANNEX – R: TORNADO / SEVERE WEATHER ........................................................................................... " " " ANNEX – S: BIT – BEHAVIORAL INTERVENTION TEAM ............................................................................. " " " SECTION 5: APPENDICES .............................................................................................................................. RESERVED APPENDIX - A: EMERGENCY OPERATIONS CENTER PRIMARY AND ALTERNATE RECOMMENDED STAFF ASSIGNMENTS ....... " " " APPENDIX - B: EMERGENCY CONTACT LIST ..................................................................................................... " " " APPENDIX - C: EMERGENCY OPERATIONS CENTER (EOC) MAPS AND FACILITY INFORMATION .................................. " " " APPENDIX - D: EMERGENCY OPERATIONS CENTER FORMS ................................................................................. " " " APPENDIX - E: RESOURCES AND CONTACT INFORMATION ................................................................................. " " " APPENDIX - F: HAZARD / RISK VULNERABILITY ASSESSMENT.............................................................................. " " " APPENDIX - G: TRAINING, DRILLS AND EXERCISES (NOT ALL INCLUSIVE) ................................................................ " " " APPENDIX - H: GLOSSARY OF ACRONYMS ....................................................................................................... " " "
BASE PLAN
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Letter of Promulgation Johnson County Community College (JCCC) is committed to protecting the welfare of its community members as well as its intellectual property and facilities. For this reason, JCCC has developed the Emergency Operations Plan. With this plan, the College strives to minimize the impact of emergencies and maximize the effectiveness of the campus community’s response to and recovery from their inevitable occurrence. We can best prepare to meet the enormous challenges that emergencies present by working together. As such, the Emergency Operations Plan includes a chain of command that establishes the authority and responsibilities of campus officials and staff members. The plan also requires departments to designate emergency leaders who will have the authority to make modifications in emergency procedures and commit resources to emergency preparedness as necessary. The plan is written with explicit interest in the welfare and safety of the faculty, staff, students and visitors. In accordance with Homeland Security Presidential Directive (HSPD) 5, all JCCC departments that have responsibilities delineated in this plan will use the National Incident Management System (NIMS). NIMS allows and ensures proper coordination between local, state and federal organizations in emergency response. Furthermore, the Incident Command System (ICS) will be utilized in all on-scene management of emergency events. Pursuant to the authority of the Board of Trustees, this Emergency Operations Plan, its attachments, appendices and annexes are adopted as policy. Each administrator, department chair, director and functional manager is directed to take necessary actions to implement it by developing written internal procedures that detail support required by the plan and then maintain preparedness to quickly put the plan into action. This plan, when used properly and updated every two years, will assist JCCC personnel in accomplishing their primary responsibilities: life safety, incident stabilization and property preservation. This plan and its provisions will become official when it has been signed and dated below by the concurring JCCC officials and hereby gives authority and responsibility to JCCC officials to perform their duties, as indicated in this plan, before, during and after an incident. The JCCC Emergency Management Director is designated as the responsible official to coordinate, implement and supervise emergency operations on behalf of the President and other administrative officers. They are empowered to coordinate with other local, state and federal emergency operations agencies in the event of emergencies that may require implementation of this plan. ______________________________________ Date ______________________________________ President
June 15, 2019
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Record of Distribution
Name Title Agency Method of Distribution (Electronic or Hard Copy)
# Of Copies
Date of Delivery
http://list.jccc.edu webserver Electronic 4/4/15
https://isg.jccc.edu webserver Electronic 6/1/18
https://isg.jccc.edu webserver Electronic 6/15/19
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Record of Changes
CHANGE #
PAGE NUMBER(s)
DATE OF CHANGE
CHANGE MADE BY
SUMMARY OF CHANGES
1 (1) 5/1/18 EM Letter of Promulgation
2 8 5/1/18 EM EM Phased Approach
3 Throughout 5/1/18 EM Every 2 years for update
4 Annex ( ) 5/1/18 EM Infectious to communicable
5 Annex ( ) 5/1/18 EM Disability to Functional needs
6 Throughout 5/1/18 EM Positions and Contacts updated
7 11 5/1/18 EM Risk Assessment 2017/18
8 16 5/1/18 EM Current KS Weapons Statute
9 Annex N 5/1/18 EM Added Dispensing Site Plan
10 All Annexes 11/2016-5/2017 EM All Annexes reviewed and minor updates per Planning
team
11 Appendix I 2/2017 EM NEW BIT Plan
12 Appendix D 1/2017 EM Added ICS Fill-in Chart - Forms
13 (1) 6/1/19 EMD Letter of Promulgation
14 (9) 6/1/19 EMD National Prep Goal
15 (9) 6/1/19 EMD Core Capabilities
16 (33) 6/1/19 EMD Deactivation of EOC
17 Annex 6/1/19 BIT Updated Plan
18 Annex N 6/1/19 Updated Site Dispensing Plan
19 Annex E 6/1/19 EMD Campuswide Evacuation
SECTION 1:
Introduction
Emergency Operations Plan
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SECTION 1: INTRODUCTION Emergency Management at JCCC Vision Johnson County Community College strives to establish and maintain a disaster-resilient College in which the safety and security of students, faculty, staff and visitors is paramount. Mission The JCCC Crisis Management Team mitigates, prepares for, responds to and recovers from disasters and emergencies that affect the campus community. The JCCC Crisis Management Team:
Identifies and assesses potential hazards and vulnerabilities affecting the College. Prepares, keeps current, and distributes campus emergency response plans. Coordinates resources before, during and after an emergency. Provides College leadership, guidance and support in an emergency situation. Coordinates and communicates with College departments and local, state and federal
agencies in emergency planning and response. Emergency planning program benefits
Protection of life, property, the environment, essential services and critical facilities Reduced vulnerability and exposure to future crisis and disaster events Diminished post-crisis economic hardship for the campus and community Reduced short-term and long-term recovery and reconstruction costs Quicker resumption of College functions, including education, business systems and
services Increased cooperation and communication within the community through the planning
process, exercise and training Support for the College mission
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Guiding Principles Support JCCC’s mission of changing lives through learning, embracing student success, supporting the College’s innovative spirit, community leadership and continuous improvement by aligning emergency preparedness planning efforts with the mission by continuously refining the following approaches:
Collaboration – create and sustain a governance model that advocates and supports an inclusive team atmosphere, builds consensus and facilitates communication.
Comprehensiveness – achieve an all-hazards planning methodology that takes into
consideration all phases, all stakeholders, and all impacts relevant to incidents and crisis events.
Coordination – synchronize emergency activities to accomplish a common purpose and
common goals.
Integration – establish unity of effort among all levels of administration and segments of the campus and local community.
Prevention – anticipate future threats and take preventive and preparatory measures to
build a disaster-resilient college.
Risk-driven Improvement – apply sound risk management principles in assigning priorities and resources.
What is Preparedness?
Preparedness, essentially, is having a secure and resilient community—one that has the capabilities to withstand the threats and hazards that pose the greatest risk. On a national scale, we describe successful preparedness as: a secure and resilient Nation with the capabilities required across the whole community to prevent, protect against, mitigate, respond to, and recover from the threats and hazards that pose the greatest risk. This same definition applies to communities and jurisdictions at any level (local, state, tribal, etc.). Notice that there is an underlying premise in this description of preparedness: if you have the capabilities to manage the greatest, worst-case probable situation, you will also be prepared to handle lesser incidents—the routine and less-than-catastrophic incidents that make up most of emergency management. The key is building and sustaining capabilities at all levels.
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Mission Areas and Core Capabilities National Preparedness Goal The National Preparedness Goal defines what it means for the whole community to be prepared for all types of disasters and emergencies. The goal itself is succinct: “A secure and resilient nation with the capabilities required across the whole community to prevent, protect against, mitigate, respond to, and recover from the threats and hazards that pose the greatest risk.” These risks include events such as natural disasters, disease pandemics, chemical spills and other manmade hazards, terrorist attacks and cyber attacks. Mission Areas are comprised of the capabilities required for achieving the function at any time (before, during, or after an incident) and across all threats and hazards.
The five Mission Areas include:
• Prevention: The capabilities necessary to avoid, prevent, or stop a threatened or actual act of terrorism. As defined by PPD-8, the term “prevention” refers to preventing imminent threats.
• Protection: The capabilities necessary to secure the homeland against acts of terrorism and human-caused or natural disasters.
• Mitigation: The capabilities necessary to reduce loss of life and property by lessening the impact of disasters.
• Response: The capabilities necessary to save lives, protect property and the environment, and meet basic human needs after an incident has occurred.
• Recovery: The capabilities necessary to assist communities affected by an incident to recover effectively.
There are 32 core capabilities identified in the National Preparedness Goal (https://www.fema.gov/national-preparedness-goal) and is intended to assist everyone who has a role in achieving all of the elements in the Goal.
The Core Capabilities by mission area:
• Distinct critical elements necessary to meet the National Preparedness Goal. • Essential for the execution of each Mission Area. • Developed and sustained through the combined efforts of the whole community.
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JCCC’s Emergency Operations Plan JCCC’s Emergency Operations Plan outlines policies and procedures for managing incidents that may threaten the health and safety of students, faculty, staff and visitors at JCCC; harm College property or reputation; or disrupt College programs and activities.
Emergencies can occur at any time without warning. A plan such as this one allows the College to respond more effectively and efficiently in a crisis, coordinate its response to any emergency situation and enhance its recovery effort.
This plan applies to a broad range of potential emergencies, including but not limited to severe weather, fires, explosions, the release of hazardous materials, infectious disease, extended power outages, incidents of violence and other events that may affect the life and safety of persons or facilities or the credibility of JCCC. Purpose of the plan The overall purpose of this plan is to present procedures and protocols for responding to emergency conditions at JCCC and managing the process of restoring College programs and services.
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The plan addresses the immediate requirements for an emergency in which normal operations are interrupted and special measures must be taken to:
Save and protect the lives of students, faculty, staff, visitors and the public. Manage immediate communications and information regarding emergency operations and
campus safety. Provide and analyze information to support decision-making and action plans. Provide essential services and operations. Manage College resources effectively in an emergency situation.
The plan outlines the management structure, key responsibilities, emergency assignments and general procedures to follow during and immediately after an emergency or disaster. It supplements procedures currently in place for the day-to-day management and operation of JCCC. Scope of the plan This plan outlines how JCCC, including employees, students, visitors and contractors, will respond to an emergency situation. The plan establishes the basic framework for critical incident and emergency preparedness.
Because it does not cover the needs of every area in the College, individual divisions and departments should create supplements to this plan to support their own needs. Each division is expected to develop and maintain its own internal response plan as well as employee contact lists in case of an emergency. It is also the responsibility of each division to ensure its plans are up to date. Copies of division plans should be filed with the Emergency Management Director.
College activities operating in off-campus locations owned or managed by entities other than JCCC (such as West Park) must also coordinate their emergency response with the relevant property management organization.
Objectives of the plan
The objectives of this plan are to: Organize an emergency response. Provide clear and easy-to-follow guidelines and checklists for the most critical functions
during an emergency. Create an easy-to-follow format so users can quickly determine their roles, responsibilities
and primary tasks. Link and coordinate processes, actions and the exchange of critical information into an
efficient and real-time overall operation.
Establish structures for communications and information management. Set up a central point of communication both for the receipt and transmission of urgent
information and messages. Establish official channels of contact for the College during emergencies when normal
channels are interrupted. Provide full-service communication for voice, data and operational systems. Collect and collate all disaster information for notification, public information,
documentation and post-incident analysis. Provide a basis for training staff in emergency response practices and procedures.
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Establish decision-making processes. Determine through a clear decision-making process the level of operation and extent of
emergency control and coordination that should be activated when incidents occur.
Provide structure for operations in an emergency. Use College resources efficiently to implement a comprehensive and efficient emergency
response. Be prepared through the Emergency Operations Plan for the possibilities and eventualities
of emerging incidents.
Position the College for optimal recovery. Prepare to resume normal operations as soon as possible. Provide documentation and information support to federal disaster assistance programs.
Assessment of emergency probabilities and impact JCCC has assessed the probability of certain types of emergencies or disasters occurring and the effect each would have on the College’s ability to deliver programs. The following was prepared by JCCC’s Crisis Management Team as a guide to emergency preparedness and training.
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Hazard Risk Assessment Model – 2018
* 2018 consolidated threat/hazard list as per standards.
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Definition of an Emergency An emergency is a situation or an impending situation caused by the forces of nature, an accident, or an act intentional or otherwise that constitutes a danger of major proportions to life or property and/or disrupts critical operations at JCCC or has the potential for such. Levels of an Emergency JCCC categorizes emergencies into three response levels according to an incident’s severity, potential effect and resource requirements, including the level of assistance required from external emergency services or support. Incidents involving a single department or building that are not likely to result in personal injury or extensive physical damage and that can be readily resolved by College personnel and internal resources are not included in this plan.
LEVEL 1: A major disaster or imminent threat involving the entire campus and/or surrounding community. Immediate notification mandatory. Normal College operations are reduced or suspended. The effects of the emergency are wide-ranging and complex. A timely resolution of disaster conditions requires College-wide cooperation and extensive coordination with external agencies and jurisdictions.
Level 1 incidents will normally require activation of the Emergency Operations Plan and the
EOC. Examples: Major tornado, multi-structure fire or major explosion, major hazardous materials
release, major earthquake, or a terrorism incident.
LEVEL 2: A major incident or potential threat that disrupts sizable portions of the campus community. Timeliness of notification determined by IC or designated official—immediate or as time permits. Level 2 emergencies may require assistance from external organizations. These events may escalate quickly and have serious consequences for mission-critical functions, or may threaten life safety.
Level 2 incidents may require activation of the Emergency Operations Plan and the EOC. Examples: Structure fire, structural collapse, significant hazardous materials release, extensive
power or utility outage, severe flooding, multi-fatality incident, or an external emergency that may affect College personnel or operations.
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LEVEL 3: A minor, localized department or building incident that is quickly resolved with existing College resources or limited outside help.
Warning notification as time permits—types determined by Incident Commander (IC) or designated official. A Level 3 emergency has little or no impact on personnel or normal operations outside the locally affected area.
Level 3 incidents do not likely require activation of the Emergency Operations Plan or the EOC. Impacted personnel or departments coordinate directly with College departments. Examples: Odor complaint, localized chemical spill, small fire, localized power failure, plumbing failure or water leak, normal fire and police calls. Based on the emergency level, the College will move from its normal operating or organizational structure to the Incident Command System, including the Emergency Operations Center as needed and then back again to the normal organizational structure. An emergency at any level will be debriefed at the conclusion of the incident for the purpose of review, training, and future enhancement of this plan.
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PLA
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Page
| 1
6 JC
CC E
mer
genc
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pera
tions
Pla
n La
ws a
nd a
utho
ritie
s Em
erge
ncy
Prep
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& S
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tego
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fford
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erge
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§51
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t seq
Ro
bert
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taffo
rd
Disa
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U
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the
inte
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is Ac
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as a
nat
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we
wor
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geth
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as to
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and
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s for
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HSPD
-5 H
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and
Secu
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Advi
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Hom
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The
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as a
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o pr
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and
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Advi
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rega
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Fede
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Stat
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cal a
utho
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s and
to th
e Am
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peop
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wou
ld p
rovi
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arni
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n th
e fo
rm o
f a se
t of g
radu
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" tha
t wou
ld
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at in
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at C
ondi
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Fed
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dep
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and
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ld
impl
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t a c
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spon
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set o
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Mea
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furt
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lner
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em is
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to c
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com
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st
ruct
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for a
n on
goin
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out t
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atur
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thre
ats t
hat c
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he h
omel
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and
the
appr
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te m
easu
res t
hat s
houl
d be
take
n in
resp
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. It s
eeks
to in
form
and
faci
litat
e de
cisio
ns a
ppro
pria
te to
di
ffere
nt le
vels
of g
over
nmen
t and
to p
rivat
e ci
tizen
s at h
ome
and
at w
ork.
(Jan
uary
, 200
8)
Nat
iona
l Inc
iden
t M
anag
emen
t Sy
stem
Nat
iona
l Inc
iden
t M
anag
emen
t Sy
stem
(Dec
embe
r, 20
08)
The
Nat
iona
l Inc
iden
t Man
agem
ent S
yste
m (N
IMS)
pro
vide
s a sy
stem
atic
, pro
activ
e ap
proa
ch to
gui
de d
epar
tmen
ts
and
agen
cies
at a
ll le
vels
of g
over
nmen
t, no
ngov
ernm
enta
l org
aniza
tions
, and
the
priv
ate
sect
or to
wor
k se
amle
ssly
to
prev
ent,
prot
ect a
gain
st, r
espo
nd to
, rec
over
from
, and
miti
gate
the
effe
cts o
f inc
iden
ts, r
egar
dles
s of c
ause
, size
, lo
catio
n, o
r com
plex
ity, i
n or
der t
o re
duce
the
loss
of l
ife a
nd p
rope
rty
and
harm
to th
e en
viro
nmen
t. N
IMS
wor
ks
hand
in h
and
with
the
Nat
iona
l Res
pons
e Fr
amew
ork
(NRF
). N
IMS
prov
ides
the
tem
plat
e fo
r the
man
agem
ent o
f in
cide
nts,
whi
le th
e N
RF p
rovi
des t
he st
ruct
ure
and
mec
hani
sms f
or n
atio
nal-l
evel
pol
icy
for i
ncid
ent m
anag
emen
t. N
atio
nal R
espo
nse
Fram
ewor
k
Nat
iona
l Res
pons
e Fr
amew
ork
This
Nat
iona
l Res
pons
e Fr
amew
ork
(NRF
) is a
gui
de to
how
the
Nat
ion
cond
ucts
all-
haza
rds r
espo
nse.
It is
bui
lt up
on
scal
able
, fle
xibl
e, a
nd a
dapt
able
coo
rdin
atin
g st
ruct
ures
to a
lign
key
role
s an
d re
spon
sibili
ties a
cros
s the
Nat
ion,
lin
king
all
leve
ls of
gov
ernm
ent,
nong
over
nmen
tal o
rgan
izatio
ns, a
nd th
e pr
ivat
e se
ctor
. It i
s int
ende
d to
cap
ture
sp
ecifi
c au
thor
ities
and
bes
t pra
ctic
es fo
r man
agin
g in
cide
nts t
hat r
ange
from
the
serio
us b
ut p
urel
y lo
cal,
to la
rge-
scal
e te
rror
ist a
ttac
ks o
r cat
astr
ophi
c na
tura
l disa
ster
s.
FE
DER
AL
Envi
ronm
enta
l Pr
otec
tion
Agen
cy
Com
preh
ensiv
e En
viro
nmen
tal
Resp
onse
Co
mpe
nsat
ion
and
Liab
ility
Act
(C
ERCL
A), 4
2 U
SC
§960
1 (h
azar
dous
re
leas
es li
abili
ty)
40 C
.F.R
. § 3
07
Esta
blish
es p
rohi
bitio
ns a
nd re
quire
men
ts c
once
rnin
g cl
osed
and
aba
ndon
ed h
azar
dous
was
te si
tes;
Pro
vide
s for
lia
bilit
y of
per
sons
resp
onsib
le fo
r rel
ease
s of h
azar
dous
was
te a
t the
se si
tes;
and
Est
ablis
hes a
trus
t fun
d to
pro
vide
fo
r cle
anup
whe
n no
resp
onsib
le p
arty
can
be
iden
tifie
d.
BASE
PLA
N
JCCC
Em
erge
ncy
Ope
ratio
ns P
lan
Page
| 1
7
Cate
gory
N
ame
Com
mon
N
ame
Auth
ority
De
scrip
tion
FED
ERAL
En
viro
nmen
tal
Prot
ectio
n Ag
ency
Emer
genc
y Pl
anni
ng a
nd
Com
mun
ity R
ight
-to
-Kno
w A
ct, 4
2 U
SC C
hapt
er 1
16
40 C
.F.R
. § 3
70
•Req
uire
s the
est
ablis
hmen
t of s
tate
/trib
e em
erge
ncy
resp
onse
com
miss
ions
(SER
Cs/T
ERCs
), w
hich
are
resp
onsib
le
for c
oord
inat
ing
cert
ain
emer
genc
y re
spon
se a
ctiv
ities
and
for a
ppoi
ntin
g lo
cal e
mer
genc
y pl
anni
ng c
omm
ittee
s (L
EPCs
). •R
equi
res f
acili
ties t
o no
tify
the
SERC
and
LEP
C of
the
pres
ence
and
/or r
elea
se o
f any
ext
rem
ely
haza
rdou
s su
bsta
nce.
•Al
l inf
orm
atio
n su
bmitt
ed p
ursu
ant t
o EP
CRA
regu
latio
ns is
pub
licly
acc
essib
le, u
nles
s pro
tect
ed b
y a
trad
e se
cret
cla
im.
Clea
n W
ater
Act
, 33
USC
§13
11 (e
fflue
nt
limita
tions
)
40
C.F
.R §
122
.41
Esta
blish
es th
e ba
sic st
ruct
ure
for r
egul
atin
g di
scha
rges
of p
ollu
tant
s int
o th
e w
ater
s of t
he U
nite
d St
ates
and
re
gula
ting
qual
ity st
anda
rds f
or su
rfac
e w
ater
s. F
acili
ties a
re g
over
ned
by lo
cal w
aste
wat
er p
retr
eatm
ent s
tand
ards
iss
ued
by lo
cal w
aste
wat
er tr
eatm
ent p
lant
s.
Chem
ical
Fac
ility
An
ti-Te
rror
ism
Stan
dard
s Ex
ecut
ive
Ord
er
1356
3 an
d 12
866
6 C.
F.R.
§ 2
7 •T
his r
ule
esta
blish
es ri
sk-b
ased
per
form
ance
stan
dard
s for
the
secu
rity
of th
e na
tion’
s che
mic
al fa
cilit
ies.
•It
requ
ires
cove
red
chem
ical
faci
litie
s to
prep
are
Secu
rity
Vuln
erab
ility
Ass
essm
ents
, whi
ch id
entif
y fa
cilit
y se
curit
y vu
lner
abili
ties,
and
to d
evel
op a
nd im
plem
ent S
ite S
ecur
ity P
lans
, whi
ch in
clud
e m
easu
res t
hat s
atisf
y th
e id
entif
ied
risk-
base
d pe
rfor
man
ce st
anda
rds.
FE
DER
AL
Depa
rtm
ent o
f La
bor/
OSH
A
29 C
FR 1
910
Occ
upat
iona
l Saf
ety
and
Heal
th A
ct o
f 19
70
OSH
A 29
CFR
191
0.38
JC
CC m
ust h
ave
a w
ritte
n em
erge
ncy
actio
n pl
an k
ept i
n th
e w
orkp
lace
and
ava
ilabl
e fo
r em
ploy
ee re
view
upo
n re
ques
t, as
requ
ired
unde
r OSH
A st
anda
rds.
Amer
ican
s with
Di
sabi
litie
s Act
42
U.S
.C. §
§ 12
101-
1221
3
ADA
DOJ:
28 C
.F.R
. § 3
6 Al
thou
gh th
e Am
eric
ans w
ith D
isabi
litie
s Act
(ADA
) doe
s not
requ
ire e
mpl
oyer
s to
have
em
erge
ncy
evac
uatio
n pl
ans,
if
orga
niza
tions
cov
ered
by
the
ADA
opt t
o ha
ve su
ch p
lans
they
are
requ
ired
to in
clud
e pe
ople
with
disa
bilit
ies
FED
ERAL
De
part
men
t of
Heal
th &
Hum
an
Serv
ices
/FDA
Publ
ic h
ealth
Se
curit
y an
d Bi
oter
roris
m
Prep
ared
ness
and
Re
spon
se A
ct, 4
2 CF
R, P
art 7
3
18 U
.S.C
. § 1
75b
All c
olle
ges a
nd u
nive
rsiti
es th
at p
osse
ss se
lect
age
nts,
whi
ch a
re c
erta
in b
iolo
gica
l age
nts a
nd to
xins
, nee
d to
regi
ster
w
ith th
e Se
cret
ary
of th
e U
.S. D
epar
tmen
t of H
ealth
and
Hum
an S
ervi
ces.
•Re
quire
s pro
mpt
not
ifica
tion
of th
e re
leas
e of
a se
lect
age
nt o
utsid
e of
the
bioc
onta
inm
ent a
rea,
or o
f the
ft o
r los
s of a
sele
ct a
gent
. •Th
e un
iver
sity
mus
t also
de
ny a
cces
s to
the
agen
ts/t
oxin
s by
rest
ricte
d pe
rson
s.
Reso
urce
Co
nser
vatio
n Re
cove
ry A
ct
(RCR
A, 4
2 U
SC
§690
1
40 C
.F.R
. § 2
60
Give
s the
EPA
aut
horit
y to
con
trol
haz
ardo
us w
aste
– g
ener
atio
n, tr
ansp
orta
tion,
trea
tmen
t, st
orag
e an
d di
spos
al. •
If th
e U
nive
rsity
is a
haz
ardo
us w
aste
gen
erat
or it
mus
t: •C
ertif
y th
ere
is a
prog
ram
in p
lace
to re
duce
qua
ntity
and
to
xici
ty o
f was
te to
the
degr
ee e
cono
mic
ally
pra
ctic
able
; •Es
tabl
ish re
cord
-kee
ping
pra
ctic
es fo
r was
te g
ener
ated
; 3.
Use
app
ropr
iate
con
tain
ers a
nd la
belin
g pr
actic
es fo
r sto
rage
, tra
nspo
rt o
r disp
osal
, and
use
a m
anife
st sy
stem
. •If
the
univ
ersit
y is
a sm
all q
uant
ity g
ener
ator
, it m
ust p
rovi
de to
the
EPA
ever
y ye
ar se
ttin
g ou
t qua
ntiti
es a
nd n
atur
e of
w
aste
gen
erat
ed, h
ow d
ispos
ed, e
ffort
s to
redu
ce v
olum
e an
d to
xici
ty, a
nd c
hang
es in
vol
ume
and
toxi
city
ach
ieve
d.
•Und
ergr
ound
Sto
rage
Tan
k tr
aini
ng m
ust b
e co
nduc
ted
ever
y 7
year
s.
FED
ERAL
De
part
men
t of
Heal
th &
Hum
an
Serv
ices
HIPA
A Pu
blic
law
N
o. 1
04-1
91
45
C.F
.R. §
160
and
45 C
.F.R
. § 1
64
Esta
blish
es n
atio
nal s
tand
ards
to p
rote
ct in
divi
dual
s’ m
edic
al re
cord
s and
oth
er p
erso
nal h
ealth
info
rmat
ion.
•R
equi
res a
ppro
pria
te sa
fegu
ards
to p
rote
ct th
e pr
ivac
y of
per
sona
l hea
lth in
form
atio
n, a
nd se
ts li
mits
and
con
ditio
ns
on th
e us
es a
nd d
isclo
sure
s tha
t may
be
mad
e of
such
info
rmat
ion
with
out p
atie
nt a
utho
rizat
ion.
•Gi
ves p
atie
nts’
rig
hts o
ver t
heir
heal
th in
form
atio
n, in
clud
ing
right
s to
exam
ine
and
obta
in a
cop
y of
thei
r hea
lth re
cord
s, a
nd to
re
ques
t cor
rect
ions
. FE
DER
AL
Depa
rtm
ent o
f Ag
ricul
ture
Agric
ultu
ral
Biot
erro
rism
Pr
otec
tion
Act o
f 20
02, 7
USC
§84
01
Agric
ultu
ral
Biot
erro
rism
Pr
otec
tion
Act o
f 20
02
In a
ccor
danc
e w
ith th
e Ag
ricul
tura
l Bio
terr
orism
Pro
tect
ion
Act o
f 200
2, w
e ar
e am
endi
ng a
nd re
publ
ishin
g th
e lis
t of
sele
ct a
gent
s and
toxi
ns th
at h
ave
the
pote
ntia
l to
pose
a se
vere
thre
at to
ani
mal
or p
lant
hea
lth, o
r to
anim
al o
r pla
nt
prod
ucts
.
BASE
PLA
N
Page
| 1
8 JC
CC E
mer
genc
y O
pera
tions
Pla
n
Cate
gory
N
ame
Com
mon
N
ame
Auth
ority
De
scrip
tion
FE
DER
AL
Depa
rtm
ent o
f Ed
ucat
ion
Title
IX o
f the
Ed
ucat
ion
Amen
dmen
t of
1972
20
USC
§§
1681
-168
8
Title
IX
28 C
.F.R
. §§
42.2
01-4
2.21
5 Pr
ohib
its d
iscrim
inat
ion
on th
e ba
sis o
f sex
in e
duca
tion
prog
ram
s or a
ctiv
ities
rece
ivin
g fe
dera
l fin
anci
al a
ssist
ance
in
clud
ing
empl
oym
ent.
•Any
grie
vanc
e re
cord
s rel
atin
g to
a T
itle
IX v
iola
tion
or c
ompl
aint
mus
t be
reta
ined
for t
he
perio
d of
tim
e ci
ted
in st
ate
law
for p
erso
nal i
njur
y ac
tion.
34
C.F
.R. §
106
34
C.F
.R. §
160
45
C.F
.R. §
§ 86
.1-
86.9
Cl
ery
Act,
20 U
SC §
10
92(f)
; Cam
pus
SaVE
Act
Cl
ery
Act
34 C
.F.R
. § 6
68.4
1;
and
34 C
.F.R
. Se
ctio
n 66
8.46
As a
n in
stitu
tion
rece
iving
fede
ral f
inan
cial a
id, J
CCC
mus
t kee
p in
form
atio
n ab
out c
rime
on a
nd n
ear i
ts re
spec
tive
cam
puse
s an
d pr
ovid
e an
ann
ual r
epor
t (in
cludi
ng cr
ime
stat
istics
, sec
urity
mea
sure
s and
pol
icies
, and
whe
re cr
imes
shou
ld b
e re
porte
d) to
all s
tude
nts,
empl
oyee
s, an
d th
e De
partm
ent o
f Edu
catio
n. M
ust r
epor
t com
plia
nce
with
the
Cam
pus S
aVE
Act
in A
nnua
l Sec
urity
Rep
orts
beg
inni
ng O
ctoe
r 1, 2
014.
Ca
mpu
s Sex
Crim
es
Prev
entio
n Ac
t (§
1601
of t
he V
ictim
s of
Tra
ffick
ing
and
Viol
ence
Pro
tect
ion
Act o
f 200
0) P
ublic
La
w N
o. 1
06-3
86
(Titl
e VI
)
34
C.F
.R. §
668
The
Cam
pus S
ex C
rimes
Pre
vent
ion
Act r
equi
res s
ex o
ffend
ers w
ho a
re re
quire
d to
regi
ster
und
er st
ate
law
to p
rovid
e no
tice
of e
nrol
lmen
t or e
mpl
oym
ent a
t any
inst
itutio
n of
hig
her e
duca
tion
(IHE)
in th
at st
ate
whe
re th
e of
fend
er re
sides
, as w
ell a
s no
tice
of e
ach
chan
ge o
f enr
ollm
ent o
r em
ploy
men
t sta
tus a
t the
IHE.
In tu
rn, t
his i
nfor
mat
ion
will
be m
ade
avai
labl
e by
the
stat
e au
thor
ities
to th
e lo
cal la
w e
nfor
cem
ent a
genc
y tha
t has
juris
dict
ion
whe
re th
e IH
E is
loca
ted.
High
er E
duca
tion
Opp
ortu
nity
Act
Pu
blic
Law
No.
110
-31
5 2
0 U
.S.C
. §
1092
Sect
ion
488
requ
ires e
xit co
unse
ling
to b
orro
wer
s by i
nstit
utio
ns to
inclu
de in
form
atio
n on
repa
ymen
t pla
ns, d
ebt
man
agem
ent,
and
forb
eara
nce
prog
ram
s, am
ong
othe
r spe
cific
info
rmat
ion.
• R
equi
res i
nstit
utio
ns to
pro
vide
com
preh
ensiv
e in
form
atio
n on
the
term
s and
cond
ition
s of l
oans
and
bor
row
ers'
resp
onsib
ilitie
s prio
r to
loan
disb
urse
men
t to
a fi
rst-t
ime
borr
ower
. Inf
orm
atio
n sh
all b
e pr
ovid
ed in
sim
ple
and
unde
rsta
ndab
le te
rms a
nd m
ay b
e pr
ovid
ed: d
urin
g an
en
tranc
e co
unse
ling
sess
ion
cond
ucte
d in
per
son;
on
a se
para
te w
ritte
n fo
rm p
rovid
ed to
the
borr
ower
that
the
borr
ower
sig
ns a
nd re
turn
s to
the
inst
itutio
n of
hig
her e
duca
tion;
or,
onlin
e, w
ith th
e bo
rrow
er a
ckno
wle
dgin
g re
ceip
t of t
he
info
rmat
ion.
Inst
itutio
ns o
f hig
her e
duca
tion
are
enco
urag
ed to
pro
vide
entra
nce
coun
selin
g th
roug
h in
tera
ctive
pro
gram
s th
at te
st b
orro
wer
s' un
ders
tand
ing
of th
e te
rms a
nd co
nditi
ons o
f the
ir lo
ans.
•Effe
ctive
Aug
ust 1
4, 2
008,
the
Unive
rsity
mus
t di
sclo
se p
ublic
ly in
a re
adab
le a
nd co
mpr
ehen
sible
man
ner i
ts tr
ansf
er o
f cre
dit p
olicy
, whi
ch m
ust i
nclu
de cr
iteria
rega
rdin
g tra
nsfe
r of c
redi
t and
a lis
t of i
nstit
utio
ns w
ith w
hich
it h
as e
stab
lishe
d an
arti
cula
tion
agre
emen
t 20
U.S
.C. §
101
5b
FERP
A 34
C.F
.R. §
99
The
Unive
rsity
mus
t pro
vide
stud
ents
the
right
to in
spec
t the
ir ed
ucat
ion
reco
rds a
nd o
btai
n w
ritte
n co
nsen
t to
rele
ase
the
reco
rds t
o an
yone
oth
er th
an sc
hool
offi
cials,
aut
horiz
ed g
over
nmen
t per
sonn
el, in
conn
ectio
n w
ith fi
nanc
ial a
id, in
an
emer
genc
y, o
r for
oth
er sp
ecifi
cally
-allo
wed
pur
pose
s.
KAN
SAS
Publ
ic L
aw N
o. 1
10-
315
KSA
48-9
45
Decla
ratio
n of
stat
e of
em
erge
ncy;
exe
mpt
ion
of d
river
s of u
tility
serv
ice ve
hicle
s fro
m ce
rtain
requ
irem
ents
. (a)
Upo
n ap
plica
tion
by a
ny u
tility
, the
divi
sion
of e
mer
genc
y man
agem
ent m
ay d
ecla
re a
stat
e of
em
erge
ncy i
n al
l or a
ny p
art o
f the
st
ate
whe
neve
r con
ditio
ns e
xist w
hich
cons
titut
e an
em
erge
ncy,
as d
efin
ed in
49
CFR
390.
5, a
s in
effe
ct o
n th
e ef
fect
ive d
ate
of th
is ac
t or s
uch
late
r ver
sion
as a
dopt
ed b
y rul
es a
nd re
gula
tions
of t
he st
ate
corp
orat
ion
com
miss
ion
purs
uant
to K
.S.A
. 66-
1,12
9, a
nd a
men
dmen
ts th
eret
o KS
A 48
-905
a -
Esta
blish
es D
ivisi
on
of E
mer
genc
y M
anag
emen
t in
Adju
tant
Gen
eral
's of
fice
KSA
48-9
05a
Divis
ion
of e
mer
genc
y man
agem
ent,
esta
blish
men
t. (a
) The
divi
sion
of e
mer
genc
y pre
pare
dnes
s with
in th
e of
fice
of th
e ad
juta
nt g
ener
al is
her
eby a
bolis
hed
and
ther
e is
here
by e
stab
lishe
d w
ithin
the
offic
e of
the
adju
tant
gen
eral
a d
ivisio
n of
em
erge
ncy m
anag
emen
t. To
the
exte
nt p
rovid
ed in
this
act,
all o
f the
pow
ers,
dutie
s and
func
tions
of s
uch
divis
ion
of
emer
genc
y pre
pare
dnes
s are
her
eby t
rans
ferr
ed to
and
conf
erre
d an
d im
pose
d up
on th
e di
visio
n of
em
erge
ncy
man
agem
ent.
The
divis
ion
of e
mer
genc
y man
agem
ent a
nd th
e po
wer
s, du
ties a
nd fu
nctio
ns th
ereo
f sha
ll be
adm
inist
ered
, by
the
adju
tant
gen
eral
, who
shal
l be
the
chie
f adm
inist
rativ
e of
ficer
ther
eof,
unde
r the
supe
rvisi
on o
f the
gov
erno
r. KS
A 48
-907
- Du
ties
of A
djut
ant G
ener
al
for e
mer
genc
y pr
epar
edne
ss
KS
A 48
-907
Po
wer
s and
dut
ies o
f adj
utan
t gen
eral
. For
the
purp
oses
of a
dmin
ister
ing
the
divi
sion
of e
mer
genc
y m
anag
emen
t and
th
e po
wer
s, d
utie
s and
func
tions
ther
eof.
BASE
PLA
N
JCCC
Em
erge
ncy
Ope
ratio
ns P
lan
Page
| 1
9
Cate
gory
N
ame
Com
mon
N
ame
Auth
ority
De
scrip
tion
KA
NSA
S
KSA
48-9
24 -
Gove
rnor
's re
spon
sibili
ty in
di
sast
ers
KS
A 48
-924
Di
sast
ers;
resp
onsib
ilitie
s of g
over
nor;
stat
e of
disa
ster
em
erge
ncy.
KSA
48-9
26 -
Divis
ion
of Em
erge
ncy
Man
agem
ent s
hall
prep
are
and
main
tain
a s
tate
disa
ster
em
erge
ncy p
lan
KSA
48-9
26
Stat
e di
sast
er e
mer
genc
y pl
an; r
ules
and
regu
latio
ns.
KSA
48-9
28 -
Dutie
s of
Div
ision
of
Emer
genc
y M
anag
emen
t
KS
A 48
-928
Du
ties o
f div
ision
of e
mer
genc
y m
anag
emen
t
Exec
utive
Ord
er 0
5-03
, Est
ablis
hes t
he
Natio
nal In
ciden
t M
anag
emen
t Sy
stem
as t
he st
ate
stan
dard
for i
ncid
ent
man
agem
ent
Exec
utiv
e O
rder
20
05-0
3 th
e Pr
esid
ent o
f Hom
elan
d Se
curit
y Di
rect
ive
(HSP
D)-5
, dire
cted
the
Secr
etar
y of
the
Depa
rtm
ent o
f Hom
elan
d
Secu
rity
to d
evel
op a
nd a
dmin
ister
a N
atio
nal I
ncid
ent M
anag
emen
t Sys
tem
(NIM
S), w
hich
wou
ld p
rovi
de a
con
siste
nt
natio
nwid
e ap
proa
ch fo
r Fed
eral
, Sta
te, l
ocal
and
trib
al g
over
nmen
ts to
wor
k to
geth
er m
ore
effe
ctiv
ely
and
effic
ient
ly
to p
reve
nt, p
repa
re fo
r, re
spon
d to
, and
reco
ver f
rom
dom
estic
inci
dent
s, re
gard
less
of c
ause
, size
, or c
ompl
exity
;
KSA
2017
Supp
. 75-
7c01
thro
ugh
75-
7c23
- Ka
nsas
Pe
rson
al a
nd Fa
mily
Pr
otec
tion
Act
KSA
2017
Supp
. 75-
7c01
thro
ugh
75-
7c23
- Ka
nsas
Pe
rson
al a
nd Fa
mily
Pr
otec
tion
Act
JOHN
SON
CO
UN
TY
COM
MU
NIT
Y CO
LLEG
E Sa
fety
and
Se
curit
y Po
licie
s
Safe
ty a
nd S
ecur
ity
Polic
y - 6
10.0
0
Safe
ty a
nd S
ecur
ity
Polic
y - 6
10.0
0 1)
supp
ort a
safe
and
secu
re e
nviro
nmen
t in
all b
uild
ings
and
gro
unds
ow
ned,
leas
ed a
nd o
pera
ted
by JC
CC;
2)
prom
ote
safe
ty a
nd e
mer
genc
y pr
epar
edne
ss th
roug
h po
licy
deve
lopm
ent a
nd p
rogr
amin
g; 3
) pro
vide
app
ropr
iate
ty
pes a
nd le
vels
of se
curit
y at
col
lege
act
iviti
es a
nd 4
) saf
egua
rd th
e co
llege
’s p
rope
rty
and
phys
ical
ass
ets.
N
atio
nal I
ncid
ent
Man
agem
ent
Syst
em P
olic
y -
620.
00
N
atio
nal I
ncid
ent
Man
agem
ent
Syst
em P
olic
y -
620.
00
The
Offi
ce o
f Em
erge
ncy
Prep
ared
ness
is re
spon
sible
for e
nsur
ing
the
NIM
S ap
proa
ch is
inco
rpor
ated
into
the
Colle
ge’s
pre
pare
dnes
s pra
ctic
es to
hel
p th
e Co
llege
com
mun
ity p
repa
re fo
r, re
spon
d to
, rec
over
from
and
redu
ce th
e ef
fect
s of i
ncid
ents
and
pot
entia
l inc
iden
ts w
heth
er th
ey a
re in
tent
iona
l, ac
cide
ntal
or n
atur
al.
Anim
als o
n Ca
mpu
s Po
licy
- 630
.00
An
imal
s on
Cam
pus
Polic
y - 6
30.0
0 Jo
hnso
n Co
unty
Com
mun
ity C
olle
ge h
as th
e re
spon
sibilit
y to
prov
ide
a sa
fe a
nd h
ealth
y lea
rnin
g en
viron
men
t. Th
e un
cont
rolle
d or
uns
uper
vised
pre
senc
e of
ani
mal
s on
cam
pus c
ompr
omise
s tha
t env
ironm
ent.
Park
ing
Polic
y -
640.
00
Park
ing
Polic
y -
640.
00
Resp
onsib
ility
for f
indi
ng a
lega
l par
king
spac
e re
sts w
ith th
e m
otor
veh
icle
ope
rato
r. In
divi
dual
s who
do
not c
ompl
y w
ith c
ampu
s par
king
regu
latio
ns w
ill b
e ch
arge
d a
fine
and
vehi
cles
may
be
tow
ed u
pon
reco
mm
enda
tion
by th
e JC
CC
Polic
e De
part
men
t. .JC
CC c
anno
t be
resp
onsib
le fo
r pro
pert
y da
mag
e or
stol
en p
rope
rty
from
cam
pus p
arki
ng a
reas
. In
divi
dual
s are
enc
oura
ged
to ta
ke m
easu
res t
o se
cure
thei
r veh
icle
s and
all
othe
r pro
pert
y in
the
cam
pus p
arki
ng
area
s fro
m th
eft,
dam
age
or o
ther
loss
. Se
xual
Misc
ondu
ct
Polic
y - 6
50.0
0
Sexu
al M
iscon
duct
Po
licy
- 650
.00
Sexu
al M
iscon
duct
” is
a br
oad
term
enc
ompa
ssin
g no
n-co
nsen
sual
or u
nwel
com
e se
xual
adv
ance
s, re
ques
ts fo
r sex
ual
favo
rs a
nd a
ny o
ther
ver
bal o
r phy
sical
con
duct
of a
sexu
al o
r gen
der-
base
d na
ture
, whe
ther
inte
ntio
nal o
r un
inte
ntio
nal.
Wea
pons
Pol
icy
-66
0
Wea
pons
Pol
icy
-66
0
BASE PLAN
Page | 20 JCCC Emergency Operations Plan
Coordination with Local, County and State Agencies
JCCC will coordinate with local, county and state agencies as appropriate under the circumstances of a given emergency. Emergency coordination is shown below: Planning Assumptions JCCC’s Emergency Operations Plan (and supplemental division plans) considers what the college would do in worst-case conditions like these:
• People may be injured or killed. • Emergency support services such as police and fire are unable to respond promptly or
at all. • Critical utilities such as water, electricity, or telephone or information systems may be
interrupted. • Buildings and structures may be damaged. • College personnel may be unable to get to or from their homes. • Contact with family and friends may be interrupted. • Normal suppliers may not be able to deliver materials.
The succession of events in an emergency is not predictable. Therefore, this plan serves only as a guide and may require modifications to meet the requirements of a specific emergency. The plan does not limit the use of good judgment and common sense in matters not foreseen or covered by its elements.
Federal Emergency Management Agency Department of Homeland Security
Kansas Division of Emergency Management,
Topeka
Johnson County
City of Overland Park
JCCC
BASE PLAN
JCCC Emergency Operations Plan Page | 21
Activation of the Plan/College State of Emergency The Emergency Operations Plan is designed to provide direction for JCCC during an emergency situation. It provides basic procedural guidelines necessary to cope with most emergencies. Emergency response operations will be conducted within the framework of these guidelines. With any crisis situation, it is understood that a college state of emergency may need to be declared.
The authority to declare a campus state of emergency rests with the college president or their designee. If a state of emergency is declared, it may become necessary to restrict access to specific areas on campus to authorized individuals. Only those authorized individuals who have been assigned emergency or resource duties will be allowed to enter the area or building affected by the incident.
JCCC’s Emergency Operations Plan supplements the College’s administrative policies and procedures. When activated and implemented, it serves as an emergency manual describing how to direct operations and staff assignments, procure and allocate resources, and restore normal services and operations. Division/department heads establish appropriate procedures within their work units to facilitate the implementation of the emergency plan.
During an emergency, users should follow and complete the tasks on the checklists contained in Section 3 of this plan, following the procedures and processes they have set in place for dealing with emergency situations. The lists will then be retained on file as official records of the emergency situation. Plan Distribution All members of the Executive Policy Group and the Crisis Management Team receive copies of the entire Emergency Operations Plan (hard copy or electronic).
Since members of the Executive Policy Group and the Crisis Management Team are not expected to carry a copy of the Emergency Operations Plan with them at all times, complete copies, including all appendices and annexes, are also kept in the JCCC Police Department, the Emergency Operations Centers and at off-site locations for use during training or in an actual emergency. Plan Maintenance and Review JCCC’s Emergency Operations Plan was first drafted in 2013/2014 and approved in 2015, updated 2018 and 2019. Annexes were updated in 2016/2017.
The Emergency Operations Plan will be reviewed every two years and will be updated and revised as appropriate.
Interim revisions will be made when one of the following occurs: A change in College site or facility configuration that materially alters the information
contained in the plan or materially affects implementation of the Emergency Operations Plan.
A material change in response resources. An incident occurs that requires a review. Internal assessments, third-party reviews, or experience in drills or actual responses
identify significant changes that should be made in the plan.
BASE PLAN
Page | 22 JCCC Emergency Operations Plan
New laws, regulations or internal policies are implemented that affect the contents or the implementation of the plan
Other changes deemed significant Plan changes, updates, and revisions rest with the Emergency Manager, who will ensure that any plan changes are distributed accordingly. The Emergency Management Director may update, correct or amend any information contained within the appendices or annexes of this plan, as required.
The emergency notification systems will be tested at least once a semester. The Executive Policy Group and the Crisis Management Team will receive training at least once
a year. At least one test per year will include a drill (test of a single procedure), an exercise (test of
coordination of efforts), or a measurable goal and follow-up activities designed to obtain and review feedback. The test will also publicize the College’s emergency procedures and indicate whether or not the exercise is announced or unannounced.
BASE PLAN
JCCC Emergency Operations Plan Page | 23
SECTION 2:
ESTABLISHMENT AND ACTIVATION OF THE EMERGENCY OPERATIONS PLAN AND
THE EMERGENCY OPERATIONS CENTER
Emergency Operations Plan
BASE PLAN
Page | 24 JCCC Emergency Operations Plan
BASE PLAN
JCCC Emergency Operations Plan Page | 25
SECTION 2: Establishment and Activation of the
Emergency Operations Plan and the Emergency Operations Center
Activation of the Emergency Operations Plan JCCC’s Emergency Operations Plan is activated whenever conditions exist in which normal operations cannot be performed and immediate action is required to save and protect lives, coordinate communication, prevent damage to environmental systems and property, provide essential services, temporarily assign college staff to perform different work, invoke emergency authorization to procure and allocate resources, and/or activate and staff the Emergency Operations Center.
Alisa will add a paragraph.
Incident Flow
Establishment and Activation of the EOP and the EOC
Activation of the Emergency Operations Plan
JCCC’s Emergency Operations Plan is to be activated whenever conditions exist in which normal operations cannot be performed and immediate action is required to save and protect lives, coordinate communication, prevent damage to environmental systems and property, and provide essential services.
Any Core Crisis Management Team Member has the authority to request Crisis Management Team standby roles and/or Emergency Operations Plan and/or EOC Activation. Requested activation should be authorized and confirmed by the Executive in Charge (either in person or by phone whenever possible) and the Office of Emergency Preparedness (primary Emergency Management Director or backup Chief of Police). An incident’s type and size will dictate whether all or some CMT members are activated. The Office of Emergency Preparedness will perform team activation messaging. Once the team has been notified of the emergency, the EOC Manager role will assume leadership and command, thereby implementing Emergency Operations Center (EOC) activation if needed. When in doubt, the EOC should always be activated because it is much easier to close down an EOC versus ramp up when critical actions are escalating. These delegations includes the understanding that those activated as part of the Incident Command System structure may be required to drop some or all of their daily work assignments.
An EOC Activation form will be completed with authorizations each time the EOC is activated.
BASE PLAN
Page | 26 JCCC Emergency Operations Plan
BASE PLAN
JCCC Emergency Operations Plan Page | 27
Emergency Response Priorities These are the College’s priorities when responding to an emergency situation (the order of priority may change, depending on the situation or condition of the emergency):
Life safety – protection of lives and care of the injured Protection of property from further damage Communication to students, employees, the public and the media Restoration of critical utilities Containment of hazards – protection of College students, employees and the public Protection of the environment Support to employees and volunteers on site Protection of academic work-in-progress documentation and on-site files Restoration of networks and information systems Prevention of loss and damage to high-value assets Cleanup and occupancy of buildings Restoration and resumption of College classes and activities
Incident Command System (ICS) The incident command system is a tactical response system that is primarily implemented at the site of an emergency.
The College’s Emergency Operations Plan outlines a strategic response focused on the same principles, with response functions performed in an Emergency Operations Center (EOC). In the EOC, strategic decisions are made by the Crisis Management Team (CMT). In an emergency, there will be a liaison between incident command and the EOC. Executive Policy Group (EPG) The Executive Policy Group (EPG) provides executive leadership to the College during emergencies in which academic programs and activities are interrupted or normal business cannot be conducted. Any member of the EPG may request the emergency plan be implemented in whole or in part, based on conditions at the campus or the severity of the situation.
Members of the President’s cabinet compose the EPG: President Executive Assistant to the President and the Board of Trustees Executive Vice President / COO Executive Vice President, Finance and Administrative Services Vice President, Academic Affairs/CAO Vice President, Student Success and Engagement Vice President, Information Services/CIO General Counsel Assoc. Vice President, Continuing Education and Organizational Development Assoc. Vice President, College and Community Relations
BASE PLAN
Page | 28 JCCC Emergency Operations Plan
In the absence of the College president, these positions serve as the Executive in Charge (in the order shown below), with authority to act in the president’s place: - Executive Vice President, Finance and Administrative Services - Vice President, Student Success and Engagement - Vice President, Continuing Education and Organizational Development - VP and General Counsel - Vice President, Academic Affairs/CAO - Vice President, Information Services/CIO - Executive Director, Institutional Effectiveness, Planning & Research
A current list of the names and appropriate contact information for the people listed above are in Appendix B.
Duties and Responsibilities of the EPG Members of the EPG provide executive leadership and guidance regarding the policies, procedures and preparedness to address a potential emergency situation. The EPG helps with planning, protocols, training/exercises, and evaluation of revisions to the Emergency Operations Plan.
The EPG’s primary responsibilities are to: Proclaim College emergencies and authorize the activation of the CMT and the EOC. Notify and inform key College constituents and stakeholders, including the board of
trustees, the board of regents, the JCCC Foundation board and possibly elected officials. Issue directives regarding the overall status of the College, programs and operations. Provide direction for the resumption of academic programs and activities. Coordinate policy matters within the College.
Actions the EPG might take are:
When notified of an emergency that threatens the College, its students and employees or that interrupts College operations or programs, the EPG may convene to learn the status of a situation, review incident information and issue emergency communications.
The EPG may activate the Emergency Operations Plan, the EOC and the CMT. The EPG may issue an executive declaration of a disaster at JCCC and communicate this
officially to key constituents. The EPG may also issue official emergency policy statements, orders or notices to support the college’s emergency response and recovery operation as managed by the Crisis Management Team.
The EPG provides direction and vision to the College and the CMT for the recovery of programs as well as post-event plans for restoration.
If the emergency is contained or as it lessens, the EPG may appoint representative(s) to be the 24-hour contact to the EOC. The full EPG may be reconvened if needed for emergency business or for regular status reports.
The EPG provides official contact to the governor’s office and elected officials to petition state and federal disaster assistance programs for the College.
The EPG may provide official contact with the trustees and elected officials to petition state and federal disaster assistance programs for the College.
When the emergency has subsided, the EPG may review the post-incident debriefing report from the EOC and determine long-term policies, if necessary.
BASE PLAN
JCCC Emergency Operations Plan Page | 29
Incident Command JCCC has officially adopted the National Incident Management System (NIMS) as the basic structure for responding to all emergencies (board policy 620.00). A key component of this structure is the Incident Command System (ICS), which enables specialized responders representing multiple jurisdictional areas to work together effectively and efficiently. The ICS uses a five-section structure as shown in the diagram below.
Under this system, the incident commander has overall responsibility for responding to emergencies and disasters. When necessary, additional staff may be assigned the responsibility for managing the four subordinate sections. For on-campus emergencies, JCCC’s police chief may serve as the incident commander. However, in a major emergency, the incident commander may be from either the Overland Park police or fire department, working in conjunction with JCCC’s police chief (unified command). The incident commander will establish an incident command post near the scene of the emergency. Depending on the circumstances, this may be inside a building or at an outside location. The purpose of the command post is to provide a single on-scene location for command and control purposes and damage assessment. Operational decisions relative to the emergency response will be coordinated from the command post. Subcommand posts may be established for the purpose of directing specific functions, such as evacuation or medical services. Incident command will work with the Crisis Management Team (CMT) in the Emergency Operations Center (EOC), which will be structured as that shown above, for purposes of instruction, status reports and requests for support. If needed, staging areas may be established at a location away from the emergency but within a reasonable distance of it. Because a staging area serves as a collection point for responding personnel, equipment and other resources that may be needed for the emergency response, it should be located near a roadway on hard surfaces. The incident commander will appoint a staging
Command Staff
(EOC Manager, Deputy EOC Manager, Public Information Officer, Liaison Officer, Safety
Officer, Support Staff)
Operations
Planning &
Analysis
Resources &
Logistics
Finance &
Administration
Executive Policy Group
General Staff
BASE PLAN
Page | 30 JCCC Emergency Operations Plan
area supervisor who is responsible for the security of the area as well as maintaining an accurate log of the resources available there. Resources will be dispatched from the staging area to the area of the emergency as directed by the command post. The staging area will maintain contact with both the command post and the EOC. A media staging area may also need to be quickly identified in many circumstances.
The on-scene incident commander, in consultation with the EOC, makes any decision to evacuate an area or the campus.
Crisis Management Team (CMT) When an emergency situation is declared, the College’s Crisis Management Team (CMT) implements the Emergency Operations Plan. The CMT is comprised of senior management personnel representing functional areas of the college that would have critical responsibilities for executing the plan. Members of the CMT staff the Emergency Operations Center to perform the overall functions and action strategies of the emergency response. Each member of the CMT is responsible for preparing contingency plans to accomplish the EOC function he or she must perform.
For any given incident, it might not be necessary for all members of the CMT to be part of the response and recovery effort. The Emergency Operations Center manager will advise the members of the CMT when and where they need to report.
Members of the CMT may delegate some of the responsibilities and functions to staff in their departments or divisions. Each member of the CMT should also have 2 backup people who can perform his or her function in the member’s absence. (For example, when days run long in a major emergency situation, weary members of the CMT may need to call in a backup person who can perform the functions for a while. EOC shifts should average 8 to 10 hours and should not extend beyond 12 hours.) See Appendix A for primary and alternate CMT assignments. JCCC plans crisis team membership three people deep.
CMT members are responsible for evaluating information from various sources during an actual emergency and advising the team and the EPG on appropriate actions. Team members are responsible for the review, discussion, advisement and recommendation for approval of the action plan(s) developed in response to an emergency.
Representatives from the divisions listed below comprise the CMT and should be prepared to perform the functions listed in the EOC.
Core team Emergency Preparedness: EOC management, operations coordination JCCC Police: Public safety and law enforcement Marketing Communications: Communications Campus Services: Facilities, environment, health and safety, transportation Student Success and Engagement: Student support Human Resources: Human resources/volunteer management Information Services: IS telecommunications, IS computing Insurance and Risk Management: Insurance and risk management President’s Office: Liaison to the EPG Audit and Advisory Services
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Extended team Auxiliary Services: emergency food, water and sanitation Continuing Education: academic coordination Finance: finance administration, emergency accounting Instruction: academic coordination Procurement: resources and logistics, resources procurement Information security
A current list of the names and appropriate contact information for the divisional representatives on the CMT are in Appendix B. Emergency Operations Center (EOC) Members of the CMT staff the Emergency Operations Center (EOC) to respond in an emergency situation when activated.
The EOC has these priorities: Support incident command, which is functioning at the site of the emergency, with
college resources as required to assist in the response, recovery and mitigation of the situation. Support functions such as notifications, public information, media relations, resource acquisition, record keeping, etc., are best handled by the CMT in the EOC.
Maintain essential services to be the best extent possible for unaffected areas of the College.
Monitor, inform and alert by identifying potential problems and providing prompt notification to students, employees and the public.
Verify and document response by creating mechanisms to verify the steps taken to respond to the emergency and preserving a record of the actions taken to protect people and facilities.
Coordinate recovery and restoration, particularly as emergency services complete mitigation of the situation and transfer command of the scene back to the College.
The EOC has these responsibilities: Implement JCCC’s Emergency Operations Plan in whole or in part in response to an
impending, potential or existing emergency.
Maintain communication with the Incident Commander in the field (if applicable).
Coordinate and direct College resources needed to mitigate the effects of an emergency.
Ensure that the EOC is staffed appropriately, usually by the CMT or its designees, to respond to the emergency situation.
Advise the EPG on the status of the emergency.
Ensure the provision of essential resources and services to support emergency response activities.
Coordinate any services provided by outside agencies.
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Appoint an EOC Manager.
Ensure that Marketing Communications is kept informed and up to date to facilitate the flow of information to the media, the College community and the public.
Coordinate, if necessary, the evacuation of students, staff, contractors and visitors who may be at risk in an emergency.
Recommend temporary suspension of classes or programs.
Recommend temporary closure of all or a portion of the College campus.
Ensure essential services are maintained to the best extent possible in unaffected areas of the College.
Coordinate the full recovery and restoration of College programs and infrastructure.
Authorize specific departments and work groups to focus on specific problems related to the emergency, as required.
Authorize expenditures needed to respond to the emergency. Provide for cost accounting and facilitate cost recovery.
Maintain an operation log(s) detailing EOC decisions and activities.
When the emergency subsides, deactivate the Emergency Operations Plan, informing everyone who was notified of its activation.
Conduct and participate in a debriefing meeting. Generate a post-emergency report and make recommendations for improvement of the Emergency Operations Plan, EOC operations and the coordination of field emergency operations.
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These are the functions the CMT will perform in the EOC (the functions are explained in more detail in the checklists that comprise Section 3 of this plan):
Executive Policy Group
Emergency Operations Center (EOC) Management EOC manager/Deputy EOC manager Liaison/Safety officer Communication/PIO Support staff
Operations Operations coordination Public safety/law enforcement Facilities Environment, health, medical, safety Information services telecommunications Information services computing Student support Academic coordination
Planning and Analysis Planning and analysis coordination Damage assessment Situation status Documentation
Resources and Logistics Resources and logistics coordination Procurement Human resources/volunteer management Transportation Emergency food, water and sanitation
Finance and Administration
Finance administration coordination Emergency accounting Insurance and risk management
Setting up and operating the Emergency Operations Center The EOC serves as the coordination point for JCCC’s response and recovery activities. The EOC is the location where members of the CMT gather to support incident command activities and needs, share information, provide advice and input for major decisions, and implement the desired strategic response actions in a coordinated and effective way.
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Only EPG, CMT, liaisons and support staff have access to the EOC. Members of the media are not allowed into the EOC; neither is anyone who has not been authorized by the incident commander or the EOC manager.
EOC Locations When the CMT activates the Emergency Operations Plan, team members will be advised of the location of the EOC and asked to report there. These are possible locations for the EOC:
Small Primary: Carlsen Center (CC) 115Q
Large Primary: Regnier Center (RC) 255/253/242 Conference Room
Secondary: Police Academy (PA) Rooms 124/125
Off-site: OHEC 115 as an off-campus alternative, 913-469-3800; Overland Park Emergency Operation Center, if available per Capt. Ryan Miller, 913-895-6501, 12401 Hemlock, (east of Antioch and 125th Street) Overland Park, KS 66213.
The EOC manager will contact the administrative support staff assigned the task of setting up the EOC, which should be operational within one hour of activation of the Emergency Operations Plan. Upon arrival at the EOC, each CMT member will:
Sign in. Check his or her telephone/communications device(s). Open a personal log, either handwritten or on a computer. Contact his or her department and obtain a status report. Attend an initial briefing. Participate in planning the initial emergency response and subsequent activities. Relay EOC decisions to his or her department and/or areas of responsibility. Continue participation in the EOC operations cycle.
Upon leaving the EOC, each CMT member will transfer authority to a replacement: No CMT member can leave his or her EOC shift without having a replacement who will
assume the responsibilities. The replacement must be briefed before the member leaves.
Each member must sign out and indicate where he or she can be reached. The primary means of communication during an emergency are telephones, cellphones, and radios. In the event that phones, cellphones, and radios are inoperable, then “runners” will be used to transmit messages.
Each function will maintain a record of all emergency-related activities performed in the EOC. The record will reflect the hours worked and resources expended in response to the emergency as well as actions taken and personnel assigned.
In addition, a log will be maintained that reflects all significant events and actions taken in the EOC, including a communications log that reflects the time and date of every significant communication to and from the EOC, whom the communication was received from/sent by, to whom it was directed, its nature and any resulting EOC action.
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EOC Activation The Emergency Operations Center (EOC) will be activated when an emergency reaches such proportions that it requires a closely coordinated effort on the part of leading campus officials. The EOC may also be activated for monitoring efforts. The CMT team and other personnel having duty assignments in the EOC will report to their assigned locations upon notification of the EOC activation.
The CMT team is responsible for supporting the activities of field personnel necessary to maintain and restore operations both during and after an emergency situation. These personnel are led by the EOC manager and are supported by the operations, planning, logistics and finance/ administration sections, as well as by the public information, safety and liaison teams.
EOC Activation Levels From time to time advance notification may be available on pre-planned or hazardous events that could affect operations, health, and safety of campus personnel and students or cause degradation of quality of life. Maintaining 24-hour vigilance at full EOC staffing levels for potential or minor events is not feasible due to the impact of continued alert status of personnel and the impact of routine operations. To address this need, the EOC will operate in three modes to address a varying level of event probability and severity and maintain flexibility for the EOC manager to address needs as they arise.
Normal Operations/Steady State Activities that are normal for the EOC when no incident or specific risk or hazard has been
identified. Routine watch and warning activities if the EOC normally houses this function.
During normal operations (steady state), emergency management personnel maintain operational readiness by monitoring and assessing potential threats and hazards; conducting routine and ongoing coordination with other departments and agencies; developing and executing plans, training and exercises; and maintaining facilities and equipment.
Enhanced Steady-State/Partial Activation Certain EOC team members/organizations are activated to monitor a credible threat,
risk or hazard and/or to support the response to a new and potentially evolving incident.
Full Activation EOC team is activated, including personnel from all assisting agencies, to support the
response to a major incident or credible threat.
EOC Operations Cycle During the emergency, CMT members will come together at regularly established times to report their departmental status as well as immediate needs. The frequency of meetings is determined by the incident commander and the EOC manager and should reflect the pace of the emergency. It is essential that every member, representing each area of responsibility, be heard from during this process. The CMT is a team, so the actions taken by one, or the lack of action by another, may have a significant effect upon the response.
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The discussion should include problems, questions, planning, resource requests and any other relevant information the CMT can use to make timely informed decisions as a group. Once the meeting is completed, the members should contact their departments and relay any relevant information or directives that come out of the CMT briefing meeting. After the meeting, CMT members should prepare for the next scheduled meeting by gathering information and following up to ensure that decisions are being implemented. All phone or radio communication to the CMT should occur before or after the CMT meetings so there is minimal interruption. As an example, a cycle for EOC meetings might be:
The CMT meets at the top of the hour. The meeting lasts 20 minutes for updates and action plans. Each CMT member has 5 minutes to organize his or her thoughts and activities. Then each
CMT member has 35 minutes to carry out assigned duties and implement action plans. The CMT meets again at the top of the next hour.
All members of the CMT will communicate information and decisions approved within the EOC to staff in their respective departments, who may be gathered in one area or deployed to various areas throughout campus. CMT members will bring forward information, plans, comments and suggestions from those staff members to assist in decision-making and strategic planning in the EOC. Deactivation The EOC Manager deactivates EOC staff as circumstances allow, and the EOC returns to its normal operations/steady state condition. Deactivation typically occurs when the incident no longer needs the support and coordination functions provided by the EOC staff or those functions can be managed by individual organizations or by steady-state coordination mechanisms. EOC leadership may phase deactivation depending on mission needs. EOC staff complete resource demobilization and transfer any ongoing incident support/recovery activities before deactivating. EOC planners normally include after-action review and improvement planning as part of the deactivation planning process.
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The Planning "P" cycle shown in the diagram below is the EOC model to follow.
SECTION 3:
CHECKLISTS OF RESPONSIBILITIES FOR THE CRISIS MANAGEMENT
TEAM ROLES IN THE EOC
Emergency Operations Plan
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SECTION 3: Checklists of Responsibilities for the Crisis
Management Team Roles in the EOC The following checklists outline the responsibilities of each function that is performed by members of the Crisis Management Team (CMT) in the Emergency Operations Center (EOC). A CMT member may be asked to perform more than a single function.
CHECKLIST 1: Emergency Operations Center (EOC) Manager
The EOC manager activates the Emergency Operations Center and determines and directs response and recovery operations as appropriate. He or she has the authority to act in the best interest of the college on behalf of the Executive Policy Group (EPG) during emergency response operations. This position is always activated and is performed by someone from Emergency Preparedness or Auditing and Advisory Services.
Primary responsibilities 1. Activate the Emergency Operations Center (EOC) and ensure that it operates in accordance
with emergency management procedures, protocols and legislation. 2. Coordinate the overall EOC management, advise EOC staff on emergency management
programs and principles, and approve and/or get approval on all decisions. 3. Work with liaison(s) to represent the EOC and emergency operations to the city of Overland
Park, Johnson County, the state of Kansas and other outside agencies. 4. Establish the overall objectives and strategies to manage the emergency and recovery
operations within the strategic guidelines established by the EPG. 5. Schedule and chair EOC meetings within the operations cycle. 6. Handle EOC staff issues and policy regarding EOC operations. 7. Obtain authorization for large expenditures and/or emergency programs from the EPG. 8. Maintain communications with the EPG to ensure its members are informed. 9. Approve, along with incident command, any release of information to Marketing
Communications intended for the media, the internal College community and the public. 10. When it’s appropriate, deactivate the EOC. 11. Manage the transition to recovery.
Actions 1. Report to the EOC when aware of or notified of an emergency or pending emergency that
may affect life safety, college operations, college properties or college reputation. 2. Determine who will perform the operations coordinator function, which also serves as a
backup to the EOC manager. 3. Complete the forms (this may also be delegated) to establish the EOC and assign one or
more staff assistants to set it up.
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4. Assign one or more staff assistants to maintain a log of activities throughout the emergency and act as a runner for the Crisis Management Team (CMT).
5. Obtain as much information as possible about the emergency to determine the status of students, employees, power/utilities, roads and infrastructure, communications, telecommunications, buildings and facilities, academic programs, events and activities on campus, and other critical programs or activities.
6. Determine the level of emergency activation (level 1, 2, or 3). 7. Identify and activate the members of the CMT needed to fulfill the functions of the EOC. 8. As the members of the CMT arrive: a. Meet with them to establish the EOC response action plan, including
immediate, next-hour and short-term actions. b. Work with each member to establish a joint process for sharing information and
coordinating emergency operations. c. Establish an operations cycle, including the process and schedule for conducting EOC
briefings and announcing major decisions and information. 9. Notify the EPG that the Emergency Operations Plan has been activated and the EOC
established. Provide status reports and updates. 10. Hold regular meetings, according to the established operations cycle. 11. Address EOC staff issues and policies regarding EOC operations. 12. Work with liaisons to establish contact with the city of Overland Park, Johnson County and
the state of Kansas. 13. If mutual aid is requested, determine the following: a. Type of assistance needed b. Location c. Tasks and duties to be performed d. College personnel who will coordinate e. Food, water, sanitation and lodging resources available for support 14. As the emergency subsides, review and update the EOC action plan with a focus on the
transition to recovery. Deactivation and recovery 1. Plan for the transfer of emergency operations to normal procedures. a. Develop a transition and recovery plan. b. Inform the EPG of the recovery phase. 2. Coordinate with Insurance and Risk Management for FEMA disaster public assistance
program applications. 3. Conduct a post-incident debriefing meeting to identify areas of improvement for EOC
operations and coordination of field emergency operations. Provide a final report to the EPG.
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CHECKLIST 2: Liaison
Liaison(s) coordinate the College’s emergency response with outside public agencies, including the city of Overland Park, Johnson County, and the state of Kansas. Liaison(s) are activated on an as-needed basis; the person(s) who performs the liaison function is determined by the EOC manager.
Primary responsibilities 1. Initiate and maintain contact with the CMT and key staff as requested by the EOC manager. 2. Initiate and maintain contact with the city of Overland Park, Johnson County, the state of
Kansas, and other external organizations and emergency operation centers. 3. Assist with relaying essential information and/or receiving status reports as requested by the
EOC manager.
Actions 1. Report to the EOC. 2. Maintain a log of activities throughout the emergency. 3. As directed by the EOC manager, contact the city of Overland Park, Johnson County
emergency operations, the state of Kansas emergency operations, and other organizations and agencies.
4. Communicate with those entities about the emergency and relay information from them to the EOC.
Deactivation and recovery 1. Keep external contacts informed of the deactivation process. 2. Participate in the post-incident debriefing meeting to identify areas of improvement for EOC
operations and coordination of field emergency operations.
CHECKLIST 3: Emergency Operations Center Support Staff These people provide staff support to all members of the EOC, regardless of department. They assist with the setup of the EOC and coordinate internal operations. Staff positions are always activated; the person(s) who performs the support function will be determined by the EOC manager. Primary responsibilities 1. Set up and administer the EOC facility. 2. Support the EOC manager and the CMT in the operation of the EOC. Actions 1. When notified that the EOC has been established, refer to Appendices C and D and the
checklist form to set up the center for operation. 2. Assist the CMT in setting up their functional positions. 3. Keep track of EOC activities and facilitate the exchange of information between groups and
employees.
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4. Provide ongoing support, including copying and printing, to the EOC manager and the CMT to facilitate briefings and operations.
5. Maintain an EOC roster. 6. Work with the person fulfilling the situation status function to maintain a master log of
activities in the EOC. Deactivation and recovery 1. Help the EOC manager close down the EOC and forward logs and reports to the person
handling the situation status function for documentation. 2. Participate in the post-incident debriefing meeting to identify areas of improvement for EOC
operations and coordination of field emergency operations. CHECKLIST 4: Communications
In an emergency, Marketing Communications manages official communications from the College, including public messages for the media and internal messages to students and employees, and also monitors media and external reaction to the incident. This function is always activated. No College employee other than those in Marketing Communications will release information to members of the news media unless instructed to do so by the EOC. All news media requests will be directed to Marketing Communications or the EOC. News media personnel will not be allowed into secure areas unless such access is directed by Marketing Communications after consulting with the EOC and incident command. Primary responsibilities 1. Develop messages for all groups involved with emergency response: EPG, EOC/CMT, and
liaisons. 2. Implement the College’s crisis communications plan (see Annex A) in order to collect,
prepare, and disseminate information to college constituencies, including students, faculty, staff, parents, the community, and the media.
3. Serve as the EOC contact for the media and as an official College spokesperson. 4. Prepare news releases and news conferences, if needed, and work with other agencies to
communicate news, as appropriate. 5. Assist with dissemination of information regarding the resumption of normal operations.
Actions 1. Report to the EOC and arrange for the establishment of a media center, if needed. 2. Maintain a log of activities throughout the emergency. 3. Assess the viability of communication channels and activate staff needed for emergency
communications and media relations. 4. Implement the crisis communication plan (see Annex A), which details procedures for
working with the media and providing information to students and employees. 5. Gather information from the incident commander and the EOC manager and attend EOC
briefings and EPG meetings for additional information. 6. Implement timely warning and emergency notification and communication using the College’s
emergency communication channels, as specified in the crisis communications plan.
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7. Determine who the spokesperson(s) will be who will work with the media during the emergency.
8. Obtain approval from the incident commander and the EOC manager for the dissemination of news through the College’s emergency notification channels, as specified in the crisis communications plan.
9. Coordinate with the liaison(s) so that assisting agencies are aware of and may contribute to information that the college releases publicly.
10. Coordinate with the incident commander and the EOC manager regarding news media access to incident areas.
11. Monitor what the media are saying about the emergency, and external and internal reaction to the incident on all channels, including social media.
Deactivation and recovery 1. Develop a communication plan to disseminate information regarding:
a. Resumption of academic programs, classes, events and activities. b. Work locations for employees (if changed). c. Status of College business departments. d. Letters and communications to key College constituents and stakeholders. 2. Participate in the post-incident debriefing meeting to identify areas of improvement for EOC
operations and coordination of field emergency operations.
CHECKLIST 5: Operations Coordinator
The person performing the operations coordinator function provides overall direction, management and coordination for operational functions of the EOC; establishes operational priorities and strategies; oversees coordination of the College’s response to ensure effective field incident operations and the management of operational resources; and provides senior operational representation to the EOC manager and serves as his or her backup. This position is always activated and is performed by someone from Public Safety or Student Success and Engagement.
Primary responsibilities 1. Provide overall coordination of the College’s emergency operations. 2. Lead the development and implementation of the EOC operational action plan, establishing
priorities and strategies. 3. Relay information to the CMT in the EOC and participate in regular update sessions. 4. Support mutual aid and resource allocation requests, as needed.
Actions 1. Report to the EOC to assist the EOC manager with center operations. 2. Maintain a log of activities throughout the emergency. 3. Work with the CMT members who have operations functions to establish college priorities,
current actions and next steps. Produce the EOC action plan and forward it to the EOC manager for approval.
4. With the CMT members who have operations functions, evaluate the action plan to ensure it is consistent with college priorities, such as:
a. Life safety – protection of lives and care for the injured b. Restoration of critical utilities
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c. Containment of hazards to protect College students and employees and the public d. Care and support to affected people, including students, employees, visitors and
responders e. Protection of property and environment from further damage f. Communication to College students, employees, visitors, responders and affected people g. Restoration of information systems and networks h. Prevention of loss and damage to high-value physical assets i. Cleanup and occupancy of buildings j. Restoration and resumption of College classes, programs, services, and activities 5. Coordinate and communicate the action plan to the EOC manager, and provide updates. 6. Ensure the action plan is understood by each member of the CMT, that each member is
implementing his or her portion of the plan, and that each member is keeping the EOC updated.
7. Update the action plan as needed (it may need to be updated every hour). Number and post the revised plans and help lead briefings to communicate plan status.
8. Help the CMT use College resources in order to control the emergency and restore essential services.
9. If College resources are not sufficient, work with the CMT member handling the resource and logistics function to determine the need for mutual aid requests.
10. Help the CMT analyze the crisis and identify anticipated needs, recovery operations, areas of support and other contingencies to control and contain the emergency.
Deactivation and recovery 1. Plan for the transition of operations back to College divisions and departments. 2. Provide necessary documentation to appropriate parties for financial reimbursement. 3. Participate in the post-incident debriefing meeting to identify areas of improvement for EOC
operations and coordination of field emergency operations.
CHECKLIST 6: Public Safety/Law Enforcement
JCCC Police manage the public safety and law enforcement functions in the EOC, serve as a contact for incidents in which JCCC Police are the incident commanders in the field, and coordinate general field assignments with JCCC Police incident command. This function is always activated.
Primary responsibilities 1. Coordinate with the incident command post, JCCC Police and the EOC. 2. Communicate with incident commanders, as needed. 3. Provide law enforcement analysis and intelligence to the EOC. 4. Communicate EOC priorities and operational information to the incident command post. 5. Provide backup to the person fulfilling the operations coordinator function.
Actions 1. Report to the EOC and establish communication with the incident command post. 2. Provide the EOC manager with a report on JCCC Police/Overland Park Police operations,
indicating where resources are deployed and how many units are available or needed. 3. Maintain a log of all activities throughout the emergency.
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4. Following the EOC action plan, coordinate with the incident command post on how resources will be assigned and who will be in charge of incidents on campus. Determine if the EOC should be in direct communication with incident commanders. If so, establish radio contact with the incident command post
5. Provide public safety action plans, including: a. Threat resolution b. Search and rescue of trapped victims c. Large structural fires (in which it may be necessary to request a liaison to the fire
department) d. Law enforcement and crime investigation e. Security and individual protection f. Evacuation or relocation g. Traffic control, access and egress h. Perimeter security and crowd control at the emergency site i. Security of the EOC, shelters, etc. j. Support to other operations 6. Coordinate the details of these plans and tasks with the incident command post and
incorporate them into the EOC action plans. Provide ongoing communication and coordination between the incident command post and the EOC.
7. During large-scale events involving a large population on campus, review traffic issues and immediate concerns that can impede emergency operations or access for emergency vehicles. Anticipate the need for an overall traffic plan.
8. If the emergency involves fatalities, ensure that JCCC Police are handling all arrangements on-site and with the county medical examiner’s office.
9. Coordinate any release of information with Marketing Communications and local agencies. 10. Provide backup to the person performing the operations coordinator function.
Deactivation and recovery 1. Participate in the post-incident debriefing meeting to identify areas of improvement for EOC
operations and coordination of field emergency operations. CHECKLIST 7: Facilities
Campus Services manages and collects information and coordinates emergency response for campus buildings, power and water utilities, roadways and grounds, including emergency inspection, repair and restoration. If needed, the person in this role also provides for emergency power and support of field operations, including the EOC.
Primary responsibilities 1. Coordinate between Campus Services staff and the EOC. Communicate EOC priorities and
operations information to Campus Services and communicate messages from Campus Services to the EOC.
2. Provide analysis and intelligence for the EOC action plans regarding buildings, utilities, roadways and grounds.
3. Work with Campus Services to manage these functions: a. Building inspections
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b. Damage assessment c. Repair and construction 4. Ensure that the survey of structures and the posting and restricting of entrances are complete. 5. Determine whether it is safe to proceed with restoration and recovery. 6. Develop a recovery plan for emergency repair jobs, emergency construction projects and
the reoccupation of College buildings and facilities. 7. Support Financial Services and Insurance and Risk Management with damage assessment
information. 8. Support Marketing Communications with accurate information.
Actions 1. Report to the EOC and establish communication with Campus Services. 2. Provide a report on operations and known status of buildings (including heating, ventilation
and air conditioning systems) and utilities, condition of roadways and grounds, and other damage or operational information.
3. Maintain a log of activities throughout the emergency. 4. Identify the buildings safe for occupancy at the College. 5. If College buildings and properties are damaged or if safe occupancy must be verified,
coordinate with Campus Services to activate and manage building inspections, placard inspections and occupancy status; assess damage and general repair estimates; and prioritize reoccupancy of buildings. Perform a rapid damage assessment to determine where safe rescue and recovery efforts can proceed and communicate this assessment to the EOC. Post unsafe areas, including water locations if water is deemed unsafe to drink. Provide a general report on the status of buildings and facilities, including the number or percentage of buildings damaged and time needed for repairs.
6. Coordinate with Campus Services for building inspections and contract engineering services to support emergency rescues and operations in damaged buildings or buildings in which the structural safety is questioned. Manage the actual deployment of architects and engineers for inspections and damage assessment and contractors performing repairs or reconstruction. Ensure that the emergency priorities of the EOC have been communicated to Campus Services and others.
7. Provide analysis and recommendations to the EOC for ongoing operations. Determine the primary needs, operational objectives for emergency operations, status of resources, capability for sustained operations and recovery, and the primary issues involved in restoring normal operations. Plan for the transition to normal operations and programs and estimate the time needed to do so. Include forecasts of weather and the effect of regional issues, including utilities, transportation, safety, restricted access, scarce resources and the ability of the College to reoccupy essential buildings and restore essential services. Provide updates to this analysis as conditions change and the emergency subsides.
8. Working with Campus Services, identify and recommend immediate repair and construction projects, prioritizing for (1) critical support for life safety; (2) public, student and employee safety; (3) containment of hazards and unsafe areas; and (4) priority use of buildings. Prepare an emergency repair and restoration plan to address immediate repair projects, anticipated capital improvement and repair projects, and other alternatives for College facilities, roads and other properties that have been damaged. Prioritize based upon life safety, public health and safety, critical services and other priorities as established by the EOC action plans. As authorized by the EOC, initiate repair projects and track repair costs.
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Coordinate with Insurance and Risk Management to ensure appropriate documentation is provided to support eligibility for federal reimbursement for qualifying projects.
9. Ensure that situation status information is verified for accuracy and consistency before it is recorded or reported. Do not allow the release of any information without the consent of the EOC manager and/or Marketing Communications. Provide updated information to both as soon as available.
10. Monitor the list of College buildings and facilities that are open for operations. Assist the CMT with planning for the resumption of classes, College business operations and activities.
Deactivation and recovery 1. Plan for the transition of emergency projects and programs to College department
management. 2. Provide documentation to Insurance and Risk Management for FEMA disaster assistance
program applications. 3. Be prepared to continue to provide support and updates to the recovery plan
throughout the recovery phase. 4. Participate in the post-incident debriefing meeting to identify areas of improvement for EOC
operations and coordination of field emergency operations.
CHECKLIST 8: Environment, Health, Medical and Safety
The person in this role manages and collects information and coordinates the emergency response for environmental health and safety. This function assures appropriate procedures and practices are used to protect the health and safety of emergency responders, operators, students, faculty and staff and to protect facilities when the emergency involves hazardous materials or basic public health concerns related to contaminated water, sewage or air.
Primary responsibilities 1. Provide environmental, health and safety analysis and intelligence to the CMT regarding
hazards, safety concerns, and chemical, biological and radiological issues, including public warning and safety information.
2. Communicate EOC priorities and operational information to Campus Services and other appropriate areas.
3. Coordinate with any contracted services for emergency operations and cleanup of spills and contamination.
Actions 1. Report to the EOC and establish communication with Campus Services. 2. Provide a report of environmental, health and safety concerns, including safety issues, spills,
contamination, public health risks, toxic environments and release of hazardous materials. 3. Maintain a log of all activities throughout the emergency. 4. Provide action plans that include: a. Status and assessment of hazards and unsafe conditions on campus. b. Status and assessment of public health risks. c. Containment and cleanup plans for spills, releases and toxic environments. d. Development of associated safety, warning and advisory messages. e. Coordination with contract cleanup services, as needed.
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5. Provide information and help Marketing Communications draft messages regarding safety conditions and requirements to protect personal safety and health and limit exposure.
6. Coordinate the details of these plans and tasks and incorporate them into the EOC action plans. Provide ongoing communication and coordination between Campus Services, the person performing the facilities function in the EOC and, if necessary, local public health departments.
7. Staff the EOC as long as environment, health and safety are involved in the emergency.
Deactivation and recovery 1. Participate in the post-incident debriefing meeting to identify areas of improvement for EOC
operations and coordination of field emergency operations.
Medical care The person who performs this function manages and coordinates the public health and safety function of the emergency response. (This could be performed by Insurance and Risk Management.)
Primary responsibilities 1. Coordinate with the EOC to determine the on-campus medical services needed in response
to the emergency (e.g., triage, transportation and treatment). 2. Coordinate on-campus resources and collaborate with city, county and state agencies to
deploy the necessary medical resources to campus (human, equipment, transportation, etc.). Provide regular updates to the EOC.
3. Track reports of injuries and fatalities, and report to the EOC.
Actions 1. Report to the EOC. 2. Coordinate and evaluate the overall medical emergency response operations and provide
action plan(s) including, but not limited to: a. Triage/first responders b. Transportation c. Ambulatory treatment 3. Maintain a log of all activities throughout the emergency. 4. Track the numbers and disposition of injured persons and fatalities on campus. 5. Staff the EOC as long as emergency medical operations are needed in the emergency
response.
Deactivation and recovery 1. Participate in the post-incident debriefing meeting to identify areas of improvement for EOC
operations and coordination of field emergency operations.
CHECKLIST 9: Information Services Telecommunications
Information Services provides technical support for campus telecommunication systems, directs restoration of communication services on campus, arranges for emergency repairs, establishes alternate means of telecommunication when necessary and provides telecommunications support for emergency operations, including the EOC.
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Primary responsibilities 1. Coordinate between the EOC and Information Services for campus telephone and
telecommunications systems. 2. Plan for and establish alternate and emergency telecommunications technical support of
emergency operations, including the EOC. 3. Plan for the emergency installation of campus telecommunications data networking for
critical operations and programs. 4. Provide technical support to Marketing Communications for emergency communication. 5. Coordinate critical area phone rerouting based on affected areas. 6. Coordinate setting up an emergency call center, if needed. Actions 1. Report to the EOC and establish communication with Information Services. 2. Evaluate the damage and impact to campus telecommunications. Identify
telecommunication needs between the EOC and Information Services. 3. Provide a report on the status of campus telecommunications and networking. 4. Maintain a log of all activities throughout the emergency. 5. Plan for telecommunications support to all operations on campus, including determining the
priority for restoration of service. 6. Provide technical support for Marketing Communications for the recording of emergency
messages on the main telephone line and the posting of emergency messages online and on social media.
7. Provide support for emergency installation of critical data networking infrastructure to support emergency operations and high-priority business and service resumption as determined by the CMT. If emergency contract services are needed, coordinate with the person performing the resource and logistics function to arrange emergency contracts and agreements for service.
8. Coordinate the details of these plans and tasks with Information Services and incorporate them into the EOC action plans. Provide ongoing communication and coordination between the EOC and Information Services.
Deactivation and recovery 1. Implement a return to normal operations. 2. Participate in the post-incident debriefing meeting to identify areas of improvement for
EOC operations and coordination of field emergency operations. CHECKLIST 10: Information Services Computing
Information Services also maintains the College central data and computing infrastructure; assesses operational status of campus data and computing services; supports emergency data network and computing application services; directs restoration of central computer networking infrastructures and services; arranges for emergency repairs; and establishes alternate means of computing services (such as web and email). This includes emergency operations in the EOC.
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Primary responsibilities 1. Coordinate between the EOC and Information Services regarding computing and network
services. 2. Plan for and establish alternative/emergency computing and data support of the EOC and
critical College business operations. 3. Provide status updates on network and computing services for the campus.
Actions 1. Report to the EOC and establish communication with Information Services. 2. Provide a report of the status of campus network and computing operations. 3. Maintain a log of all activities throughout the emergency. 4. If computing services are not operative, plan for the repair and restoration of services.
Notify the EOC and provide information on how and when computing services will be restored. If services will not be available for an extended time, work with Marketing Communications to inform the College community.
5. Initiate off-site systems and data protocols as indicated by the emergency. 6. Provide support to the EOC and critical College business operations with emergency services
for critical systems. If emergency contract services are needed, coordinate with the person fulfilling the resource and logistics function to arrange emergency contracts and agreements for service.
7. Coordinate the details of the plans and tasks with Information Services and incorporate them into the EOC action plans. Provide ongoing communication and coordination between Information Services and the EOC.
Deactivation and recovery 1. Initiate normal operations/systems recovery per protocol. 2. Participate in the post-incident debriefing meeting to identify areas of improvement for EOC
operations and coordination of field emergency operations. CHECKLIST 11: Student Support
Student Success and Engagement provides information to families of students as well as counseling services to students and coordinates College care and shelter operations for all populations who may be stranded on campus.
Primary responsibilities 1. Provide immediate crisis counseling. 2. When necessary, provide temporary shelter (overnight or for several days) for students and
employees. 3. Set up a message center for those in the shelter. 4. Coordinate between Student Success and Engagement and the EOC for student care and
welfare services. 5. In coordination with Marketing Communications, plan ways to get messages and
information to the families of students.
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Actions 1. Report to the EOC and establish communication with Student Success and Engagement. 2. Determine the immediate needs of students and other groups of people needing assistance
on site, based on the nature and duration of the emergency. 3. Maintain a log of all activities throughout the emergency. 4. Provide information to Marketing Communications on how families may find out the status
of their students. 5. Provide immediate crisis counseling and intervention services. If additional counseling
services are needed, coordinate requests with the person fulfilling the resource and logistics function to bring in assistance.
6. With the CMT, determine if care and shelter areas need to be established for: a. Students b. Building evacuees c. Stranded employees d. Field personnel e. Evacuees from the community (mutual assistance) 7. Coordinate with the person performing the medical care function to provide immediate
medical and other urgent care for evacuees. 8. Identify potential sites to set up shelter areas. Work with the person fulfilling the building
inspection function to ensure that buildings have been inspected and are safe for occupancy. 9. If directed to do so, set up one or more care and shelter areas on campus. Initial shelters may be
for students and employees who are evacuated from buildings, children from the HCDC who have been evacuated, or others who may have become separated from their companions. (Note: These shelters may be temporary and include a first aid and triage screening area, medical transportation staging area, a counseling area, and a message center.)
10. Determine the number of staff that will be needed to manage each shelter site. Request volunteers from the person fulfilling the human resources/volunteer management function.
11. Make a list of items that will be needed for each shelter to become fully operational. Forward the list to the EOC manager and coordinate with the person fulfilling the resource and logistics function to estimate the supplies currently available on campus and supplies that will need to be purchased. Provide the estimates, including costs, to the CMT and the EOC manager for final approval before establishing longer-term shelters.
12. If JCCC has been asked to provide a public shelter under the management of the American Red Cross, the College will need to provide a facility with support services of power, water, and sanitation. The public shelter may request extra patrol and security from the College as well. Coordinate the setup of the Red Cross shelter with the CMT. Determine if there are additional needs for support. Determine a shutdown time for the public shelter, which may be based on the resumption of College operations. Coordinate the shutdown of the public shelter with the CMT and, if necessary, with the city of Overland Park and Johnson County.
13. Coordinate with the CMT to define a policy for shelter operations, based on the nature of the situation and, with the concurrence of the EOC manager, establish the following:
a. Signin log for persons at the shelter, including date and time b. Length of time people will be sheltered c. Shelter management (by coordination with the Red Cross) d. Services to be provided, including food, counseling, transportation, etc. e. Release policy (e.g., individual initiative with no controls, release signout log, etc.)
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f. Policy regarding non-College personnel in the shelters g. Policy regarding whether the College will provide mutual assistance h. Information to be released to the news media i. Maximum budget 14. Continue to represent Student Success and Engagement in the EOC as long as coordination
is needed during the emergency. Deactivation and recovery 1. Participate in the post-incident debriefing meeting to identify areas of improvement for EOC
operations and coordination of field emergency operations.
CHECKLIST 12: Academic Coordination
The Instruction and Continuing Education branches are concerned with the continuation or restoration of credit and noncredit classes during an emergency.
Primary responsibilities 1. Provide input and advice regarding credit and noncredit programs during the emergency and
the period of restoration and recovery. 2. Establish communication between the Deans and the EOC.
Actions 1. Report to the EOC and establish communication with, respectively, the Instruction and
Continuing Education branches. 2. Determine the immediate status of both credit and continuing education classes. 3. Maintain a log of all activities throughout the emergency. 4. Work with the Deans regarding the continuation or restoration of credit and noncredit
classes and programs at the college or its off-site locations, the relocation of classes, or the establishment of online resources to deliver classes.
5. Communicate EOC decisions to the Deans as they relate to their programs. 6. Communicate academic issues and concerns to the CMT. Deactivation and recovery 1. Participate in the post-incident debriefing meeting to identify areas of improvement for EOC
operations and coordination of field emergency operations.
CHECKLIST 13: Planning and Analysis Coordination
The person who performs this function provides overall management and analysis of disaster/incident information; assesses the impact and damage to the College’s systems, properties, and facilities and the ability to occupy buildings; and provides analysis and consultation regarding extended operations and the effects of the emergency.
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Primary responsibilities 1. Manage the collection, documentation, evaluation, analysis, and maintenance of information
relating to the emergency. 2. Manage the status of the situation. 3. Plan for ongoing support of incident operations. 4. Plan for ongoing continuance of College operations. 5. Plan for the reoccupation of College buildings and facilities. 6. Support Marketing Communications with information. Actions 1. Report to the EOC. 2. Maintain a log of activities throughout the emergency. 3. Provide analysis and recommendations to the EOC for ongoing operations. Determine
primary needs, operational objectives for emergency operations, status of resources, capability for sustained operations and recovery, and primary issues involved in restoring
normal operations. Plan and estimate the transition to normal operations and programs. Include forecasts of weather and the effect of regional issues, including utilities, transportation, safety, restricted access, scarce resources, and the ability of the College to reoccupy essential buildings and restore essential services. Provide updates to this analysis as conditions change and the emergency subsides.
4. Ensure someone fulfills the situation status function. 5. Provide a general report on the status of buildings and facilities. 6. Coordinate with the EOC on the action plan. 7. Monitor College operations. Deactivation and recovery 1. Plan for the transition of affected areas back to College department management. 2. Provide documentation to Insurance and Risk Management for the completion of disaster
recovery applications. 3. Be prepared to continue to provide support and updates to the recovery plan throughout
the recovery phase. 4. Participate in the post-incident debriefing meeting to identify areas of improvement for EOC
operations and coordination of field emergency operations.
CHECKLIST 14: Situation Status
The person who performs this function receives, analyzes, posts, tracks and assesses information regarding the situation, damage and interruption to College properties and programs; maintains a general EOC log documenting major actions and decisions of the EOC; and updates the EOC manager. Primary responsibilities 1. Collect, verify, and process any information and intelligence regarding the emergency. 2. Maintain the information on the current status of affected CSollege buildings, facilities,
systems operations and employees. 3. Evaluate and disseminate information throughout the EOC.
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4. Post and maintain status boards and other EOC displays. 5. Identify inconsistencies and verify information for accuracy. 6. Maintain the EOC master log and collect reports, documentation and other communication
for the activation archive. 7. Support Marketing Communications with information, verification, event posting and rumor
control, including monitoring radio and television broadcasts and social media for information that may affect college operations.
8. Assist Student Success with injury and student status reports. Actions 1. Report to the EOC and immediately get a report on emergency conditions and situations. 2. Activate the EOC master log and status boards, ensuring the displays are set up and
maintained and that regular status reports are made to the EOC. 3. Status reports should contain this information: a. Type of situation(s) b. Major events and ongoing incidents c. Deployment of college staff and equipment d. Status of students, employees and visitors e. Status of College buildings, properties and operations f. Outstanding problems g. Weather h. Resources needed i. Summary of known damage j. Estimate of financial impact (as available) 4. On the EOC master log, record significant information and decisions in the EOC. The log may
be maintained electronically or manually. If electronic, print out at regular intervals for the CMT and the person performing the planning and analysis coordination function. Number and date/time-stamp all pages sequentially to serve as a record of the EOC activation.
5. Summarize reports and information and display the summaries from other functions in the EOC. 6. Evaluate and verify information and disseminate it to EOC staff. Assist with briefings. 7. Establish a collection point and forward reports for documentation. 8. Analyze and verify information. Work with Marketing Communications to correct
misinformation and inaccuracies. 9. Take photographs of the status boards at regular intervals as a record keeping measure. 10. Collect and keep track of documentation and reports in the EOC archive. If possible, collect
emails, faxed documents and other electronic reports and save them on electronic media. File status updates and action plans sequentially to assist with the after-incident debriefing.
Deactivation and recovery 1. Keep original EOC logs, photos of status boards, and status summary reports in a binder or
file for documentation. 2. Participate in the post-incident debriefing meeting to identify areas of improvement for EOC
operations and coordination of field emergency operations.
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CHECKLIST 15: Resource and Logistics Coordination
Procurement Services provides overall management of resource and logistical support for operations and planning functions, accessing and procuring resources to support emergency operations. The person performing this function coordinates with the finance administration function to ensure appropriate processes for procurement and contracting. All emergency purchases should be handled in the shortest possible time frames. When possible, College employees should make purchases using procurement cards. For those purchases that cannot be made with a procurement card, Procurement Services personnel will facilitate the timely acquisition of needed resources in a manner consistent with emergency situations. Original purchase documents will be handled in a manner consistent with College purchasing guidelines. Primary responsibilities 1. Coordinate and manage the procurement, delivery, distribution and tracking of College
emergency resources and support for the emergency operation, including: a. College supplies, equipment, materials and services b. Contracted services c. Transportation services d. Emergency support for staff and College shelter sites 2. Coordinate with the person performing the operations coordinator function in the planning for,
anticipation of and pre-staging of critical services and resources during emergency operations. 3. Support those performing the finance administration functions and documentation
processes. Actions 1. Report to the EOC and immediately get a report on emergency conditions and situations. 2. Maintain a log of activities throughout the emergency. 3. Work with Campus Services to identify the potential need for resources, both immediate
and in the recovery period. Request a general inventory of available resources at the College. This includes fuel, food, personnel, equipment, vehicles, maintenance and services supplies, and any other services. Identify key resources that may need to be procured and plan for all logistics required to procure and deliver supplies and services. Work with the CMT and College departments to access resources and support services for the emergency and recovery operations.
4. Activate the emergency purchasing process to procure resources. Work with those performing the finance and administration functions to ensure appropriate accounting processes. Confer as needed with members of the CMT and College departments to establish vendor selection criteria and processes. (Existing listings of pre-qualified vendors may fulfill this requirement.)
5. Contact Student Success and those fulfilling the Operations Coordinator function to determine what services will be needed on campus to care for people. Estimate the support requirements and assess the capability of supplies on hand to meet the need.
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6. For any operations involved in the evacuation and movement of large groups of people, work closely with the CMT to support all aspects of evacuating people, including:
a. Emergency transportation b. Delivery point c. Temporary shelter and care needs d. Food, water and sanitation support e. Reuniting and notification for families f. Crisis counseling g. Security and safety 7. If mutual aid resources are requested and the College will be providing mutual aid to
another agency, ensure the following is documented: a. Type of mutual aid requested, including specification for drivers, operators, fuel and
power, and any requirements for operation b. Location requested c. Name of requesting agency d. Name and contact information for the person in charge at the site receiving mutual aid e. Time and duration for the provision of mutual aid f. Personnel support available that can be provided g. College resources sent to support other agencies 8. Organize and track the use of College supplies, equipment and transportation. Work with
the CMT and College departments to allocate scarce resources to the highest and best priority use. If necessary, coordinate with Insurance and Risk Management the documentation of the hours and costs associated with the use of major resources for the College’s emergency operations. Communicate this documentation requirement to the members of the CMT.
9. Support the emergency functions that are providing shelter and rest areas for staff and other emergency workers, including the CMT and the EOC support staff. If the activation will be prolonged, plan for extended support services. Also provide support and logistics to assist College staff that may be stranded on campus. Assist the CMT with services and management of care and relocation services, as requested.
10. Ensure that documentation for requests, costs and procurement processes are forwarded to Financial Services.
11. Coordinate setup and staging of resources at each primary emergency operation site. If no resources are available to support a site, advise the person performing the operations coordination function. Estimate support requirements for the operation and assess the capability of supplies on hand. Develop a plan to provide support through the services of other public agencies or contracting with outside services, as needed.
Deactivation and recovery 1. Assist Financial Services with the collection of documentation and records. 2. Oversee the transition process of transferring reports, files, claims and investigations, open
contracts, purchases or other transactions to normal operations and the appropriate departments for follow-up, final payments and resolution.
3. Participate in the post-incident debriefing meeting to identify areas of improvement for EOC operations and coordination of field emergency operations.
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CHECKLIST 16: Resource Procurement
Procurement Services also sets up logistics for the procurement and delivery of resources, using both campus resources and outside goods and services, including arranging for field receipt and acknowledgment. This person also tracks and distributes required equipment and supplies requested by the EOC to support campus emergency and recovery operations and coordinates with Financial Services in the record keeping, planning and budgeting for funding authorization. Primary responsibilities 1. Coordinate and manage the procurement, delivery, distribution and tracking of College
emergency resources and support for the emergency operation, including College supplies, equipment, materials, and services.
2. Procure vended and contracted resources and services. 3. Inventory the College’s major supplies and equipment. 4. Allocate College supplies and equipment, as needed. 5. Provide for logistical arrangements for delivery and use of College supplies and equipment. 6. Coordinate and support documentation of emergency procurement with Financial Services. Actions 1. Report to the EOC and immediately get a report on emergency conditions and situations. 2. Maintain a log of activities throughout the emergency. 3. Activate the emergency purchasing process to procure resources and coordinate with
Financial Services. Establish contact with Procurement Services and activate the emergency business procurement card procedures. Coordinate with the CMT to determine if the state
or the county needs to be notified. If so, determine state departments to be notified. If outside resources are needed, prepare to establish vendor selection criteria and processes. Existing listings of pre-qualified vendors may fulfill this requirement.
4. Coordinate with the CMT on damage assessment, impact, and operations to identify potential need of resources, both immediate and in the recovery period. Identify the use of and need for supplies and equipment. Develop a list of needed items and estimate location and time needed. Conduct a general inventory of available material resources at the College,
including fuel, food, equipment and supplies. Work with departments to access resources and support services for the emergency and recovery operations.
5. Arrange logistics for purchasing, procurement and delivery of resources. Provide as much support as possible to the emergency operations by delivering resources and taking care of
associated documentation. Track the involvement of procured resources and note when they are no longer needed and service provision has ceased. Ensure College staff are trained in the safe use and operation of the equipment. It may be necessary to contract with certified operators if the College does not have such staff available.
6. Ensure that College personnel track the delivery and use of supplies. 7. Work with the person fulfilling the planning and analysis function to plan for ongoing
operations and extended support services. If the emergency operation phase will be prolonged, plan for the purchase of additional supplies to continue emergency support and replace used inventory.
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8. If mutual aid resources are requested and the College will be providing mutual aid to another agency, document and track College resources that are provided. Include the following:
a. Type of mutual aid requested, including specifications for drivers, operators, fuel, power and any requirements for operation
b. Location requested c. Name of the requesting agency d. Name and contact information for the person in charge of the site that is receiving
mutual aid e. Time and duration for the provision of mutual aid f. Personnel support available or to be provided 9. Coordinate with Financial Services the documentation of hours and costs associated with the
use of major resources. Communicate documentation requirements to the person fulfilling the resource and logistics function.
10. As emergency operations subside, track the return of equipment and unused supplies to the departments and owners. Coordinate the return of rented and leased equipment.
Deactivation and recovery 1. Forward information needed for FEMA documentation to Insurance and Risk Management. 2. When the EOC is deactivated, transition the management of contracts and services to the
appropriate departments. 3. Provide support and communication to vendors assisting with invoicing and payment
procedures. 4. Participate in the post-incident debriefing meeting to identify areas of improvement for EOC
operations and coordination of field emergency operations. CHECKLIST 17: Human Resources/Volunteer Management
Human Resources manages human resource emergency operations and recovery, including temporary or emergency hires, employee services and other HR-related activities. Human Resources also coordinates the work of volunteers reporting to support the College’s needs, and sets up a registration process to ensure volunteers are working under the supervision and direction of an appropriate College manager.
Note that volunteers will be required to provide some form of reliable identification and will be issued an identification card that should be affixed to their outer clothing. Volunteers will be assigned to a supervisor involved in the emergency response. A volunteer log will be maintained that reflects each volunteer’s name, address, date of birth, driver’s license number, any particular skill, the name of the supervisor to whom they have been assigned and the number of the identification card issued to him or her.
Primary responsibilities 1. Maintain the general status of College staff. 2. Monitor reports of employee injuries and fatalities. 3. Coordinate the deployment of volunteers from College staff to assist with emergency
operations. 4. Handle welfare inquiries and other issues regarding the status of College employees.
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Actions 1. Report to the EOC and immediately get a report on emergency conditions and situations. 2. Maintain a log of activities throughout the emergency. 3. As information is known regarding the College’s emergency operations, assess the numbers
and status of employees involved in the operation and/or affected by the emergency. Track by department, if possible. Maintain records of hours worked and overtime.
4. If employee injuries and fatalities are known, start case files for those employees and track their disposition. While specific information may not be available during the activation of the EOC, continue to follow up on reports of injuries and/or fatalities involving College employees. Coordinate with the EOC to obtain needed reports. Protect the confidentiality of victims and injured parties as necessary during the emergency operation phase. Forward information to Insurance and Risk Management as available.
5. If emergency operations are extended and volunteer help is needed, establish a center for receiving and assigning volunteers. Work with Marketing Communications to determine
how to communicate to employees the need for volunteer help and to disseminate information on where to report. Volunteers may be needed to assist with temporary business operations or salvage operations, answer telephone inquiries and work with displaced staff at relocation areas. Track the assignment of volunteers. In cooperation with the persons fulfilling the resource procurement and the food, water and sanitation functions, ensure that volunteer workers are supported with food, water and sanitation. Make sure a supervisor or coordinator is in charge of the site operation.
6. If specialized staff resources will be needed to augment the emergency operations, assess the availability of College staff from the various divisions and departments.
7. If temporary services are needed for skilled labor or emergency hires, work with the person fulfilling the resource procurement function to arrange for contracted services.
8. If the College is receiving a large volume of inquiries about the welfare of employees or volunteers, work with the EOC and Marketing Communications to establish a process for managing the inquiries.
Deactivation and recovery 1. Forward files and documentation to the appropriate departments when the EOC is deactivated. 2. Participate in the post-incident debriefing meeting to identify areas of improvement for the
EOC operations and coordination of field emergency operations.
CHECKLIST 18: Transportation
Campus Services provides transportation to support emergency operations, including transport of emergency personnel, equipment, supplies and injured persons. Campus Services also manages the campus pool of vehicles, parking operations and garages; coordinates the provision of municipal transit services to campus; and maintains an inventory of available transportation vehicles and support (fuel, supplies and drivers).
Distribution of vehicles should be done in such a way as to maintain accountability while responding to emergency needs. During the situation, it is likely that the College will see an increase in emergency maintenance to College vehicles, including minor repairs related to such problems as flat tires, dents, etc.
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Primary Responsibilities 1. Track and inventory College vehicles, fuel, maintenance equipment and services. 2. Arrange for the use of College vehicles and drivers. 3. Coordinate public transportation services.
Actions 1. Report to the EOC and immediately get a report on emergency conditions and situations. 2. Maintain a log of activities throughout the emergency. 3. Working with the EOC, CMT and the person performing the resource and logistics
coordination function, assess damage and operational impact. Identify the potential need for resources (both immediate and in the recovery period). Identify the use of and need for transportation vehicles, drivers and services. Develop a list of transportation needs, estimated locations and time needed.
4. Conduct a general inventory of available vehicles, drivers, fuel and tires at the College. Work with Campus Services to inventory available vehicles and drivers not already allocated to the emergency operations.
5. Develop a transportation plan in support of the emergency and recovery operations. If evacuating or relocating large groups of people, be prepared to provide transportation support with College assets or via public resources. Provide an action plan(s) to determine the priorities of transportation and include:
a. Emergency medical needs (life support of people and supplies) b. Immediate evacuation of people c. Resource delivery to emergency operations at extremely hazardous incidents d. Transportation of critical staff e . Relocation of people f. Delivery of resources and supplies g. Public transportation 6. If vehicles are damaged or involved in accidents, document as much as possible and forward
the information to Insurance and Risk Management for FEMA/disaster assistance program applications.
7. Contact the city of Overland Park and/or Johnson County to determine the status of public transportation services. The EOC liaison may help with this request.
8. Check with the persons fulfilling the situation status and public safety functions to verify safe transportation, roads, highways and freeways for routing. Estimate travel times and work on alternate routes to avoid congestion.
9. If mutual aid requests are received for College vehicles and operators, confer with the person fulfilling the resource and logistic coordination function for authorization to provide mutual aid resources. Track College vehicles and transportation services provided to other agencies.
10. If private vehicles are used voluntarily, track the use of those vehicles. They may be needed in extreme conditions to augment transportation needs.
Deactivation and recovery 1. As emergency operations subside, track the return of vehicles. 2. Forward documentation of vehicles used in the emergency operations to the person
fulfilling the resource and logistics coordination function. 3. Participate in the post-incident debriefing meeting to identify areas of improvement for EOC
operations and coordination of field emergency operations.
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CHECKLIST 19: Emergency Food, Water and Sanitation
Dining Services obtains and allocates food and water supplies to support emergency staff, and coordinates with campus resources to obtain hot meals and supplemental food for emergency workers on campus.
Primary responsibilities 1. Coordinate food service needs with Dining Services. 2. Coordinate sanitation with Campus Services. 3. Identify prioritization of service provision (student, employee, volunteers and service providers).
Actions 1. Report to the EOC and immediately get a report on emergency conditions and situations. 2. Maintain a log of activities throughout the emergency. 3. Serve as or assign a point person on the scene. 4. Report to the EOC with assessment of water, food and sanitation resources currently available. 5. Purchase food and water and work with the person fulfilling the transportation function to
have them delivered where needed. 6. Work with the person fulfilling the situation status function to move or direct services or
resources, as needed. 7. Coordinate with the person fulfilling the transportation function regarding the relocation of
persons or materials, as needed.
Deactivation and recovery 1. Move services and resources back to their permanent locations. 2. Gather cost-recovery estimates. 3. Participate in the post-incident debriefing meeting to identify areas of improvement for EOC
operations and coordination of field emergency operations.
CHECKLIST 20: Finance Administration Coordination
Financial Services manages financial accounting and analysis for the EOC, including keeping the EOC manager and the EPG advised of the total cost-to-date of the emergency operation. This person also estimates losses and financial effects of the emergency to College programs, services and facilities, and tracks and documents costs and losses for Federal Emergency Management Agency application and insurance claims.
Primary responsibilities 1. Prepare expense and cost summary reports of disaster-related expenses for the EOC
manager and the CMT. 2. Activate the emergency accounting function. 3. Support the EOC manager with business decisions regarding cost/benefit of services and
strategies. 4. If needed, activate the documentation process for FEMA disaster assistance application. 5. Summarize reports on the short- and long-term financial effects of the emergency and
recommend appropriate actions.
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Actions 1. Report to the EOC and immediately get a report on emergency conditions and situations. 2. Maintain a log of activities throughout the emergency. 3. Activate the emergency accounting function and set up an emergency accounting system,
if needed. Brief the EOC on the use of accounting codes as well as the process for providing source documents for orders, invoices, and receipts.
4. Assist the EOC with tracking and filing source documentation. Provide as much support as possible to other groups and functions for financial documentation.
5. If there is damage or reported injuries, work with Insurance and Risk Management to manage the documentation process for claims and applications for reimbursement.
6. Working with the EOC staff and the CMT, prepare summary reports on total costs and anticipated losses to programs and budgets. Provide estimates and other information, as requested by the EOC manager, on the fiscal effects of continuing operations and strategies. If requested, provide cost-benefit information in support of the analysis of alternatives or strategies for emergency and repair operations.
7. If the information is available, provide a summary report of the estimated total cost recovery anticipated from insurance and FEMA disaster assistance.
8. If normal College operations will be interrupted for more than three days, provide estimates to the EOC manager of the impact on grants, program budgets, estimated loss of revenue and other budget considerations.
Deactivation and recovery
1. Direct the post-emergency accounting transition to normal operations. 2. Assist with preparing a summary report of the damage and incidents that occurred. 3. Participate in the post-incident debriefing meeting to identify areas of
improvement for EOC operations and coordination of field emergency operations.
CHECKLIST 21: Emergency Accounting
Financial Services also establishes an accounting process for tracking expenses for procurement of services, contracts and/or mutual aid for the EOC.
Primary responsibilities 1. Manage the emergency accounting system for the EOC. 2. Verify expenditures by the EOC to confirm account codes, invoices and associated
documentation.
Actions 1. Report to the EOC and immediately get a report on emergency conditions and situations. 2. Maintain a log of activities throughout the emergency. 3. If emergency procurement will be needed, set up emergency accounting procedures for
the EOC. Establish contact with accounting and financial management staff in Financial Services. Determine if additional staff are needed. Determine if the state of Kansas needs to be notified and if so, make arrangements for contact with the appropriate department(s). If power and/or network access is not available in the EOC, a temporary manual accounting system may need to be used.
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4. Obtain copies of purchase orders, contracts, labor-hour reports and other expense records pertaining to the emergency, as needed, to verify expenses.
5. At the end of each 24-hour period and as directed, total expenses and costs of the emergency. Include labor and equipment charges (e.g., timesheets, workers’ assigned hours, procurement card and emergency processes, etc.) as well as purchases and contracts.
6. Support and assist Procurement Services, as requested, with account information.
Deactivation and recovery 1. Provide an accounting summary report of accounting activities, actions taken and related
information. 2. Support the transition to normal operations. 3. Participate in the post-incident debriefing meeting to identify areas of improvement for
EOC operations and coordination of field emergency operations.
CHECKLIST 22: Insurance and Risk Management
Insurance and Risk Management prepares and maintains the FEMA documentation information package, maintains the documentation files, supports the disaster assistance application process and attends the FEMA briefing program to start the official process, if required.
Primary responsibilities 1. Prepare and maintain insurance documentation files and manage the insurance claims
process. 2. Assess the risk and liability issues to the college and emergency responders. 3. Prepare and maintain the FEMA documentation information package. 4. Maintain the documentation files supporting the federal disaster assistance application
process.
Actions 1. Report to the EOC and obtain a briefing on operations, damage, injuries and recovery
operations. Assess the risk and liability issues to the college’s emergency responders and provide recommendations, if needed, to manage risk and liability exposure.
2. Maintain a log of activities throughout the emergency. 3. If immediate investigation and reporting is needed for injury reports and claims, work with
the CMT to set up a process for reporting and gathering information. Obtain information on injuries and casualties, which may result in case files, investigations, and/or claims. Ensure procedures are followed in reporting injuries and casualties to the appropriate staff and agencies. Protect the confidentiality of victims and injured parties.
4. If it appears the governor will declare the Overland Park/Johnson County area a disaster area for the purposes of federal disaster relief, set up the FEMA documentation process. Collect and summarize documentation for the project worksheet. If the project worksheet has not or will not be issued, collect documentation and data by site.
5. Coordinate photographs and other documentation in support of anticipated FEMA disaster assistance programs for building and facility damage. Obtain information on injuries and casualties, which may result in case files, investigations and/or claims.
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6. Review the following list of items for documenting damage and repairs. These items will be needed for both insured losses and anticipated FEMA disaster recovery program-eligible losses: a. Photographs and sketches of damage b. Urgency of the project and reasons (for public health, safety, etc.) c. Identification of public staff and equipment used (time and expenses) d. Identification of vended services used (time, materials and expenses) e. Identification of mutual aid services used (time, materials and expenses) f. Process for selection of vended services (e.g., three bids, lowest bid, extension of
existing contract, etc.) g. Documentation and photographs of work done
h. Other data, including hazard mitigation (upgrades so damage will not occur in future events), third-party liability and payments, co-pay by cooperating agencies, public/private partnerships, insurance, etc.
Deactivation and recovery 1. The state of Kansas Division of Emergency Management will provide information on the
FEMA post-disaster briefing meeting. Make arrangements to attend the briefing with other agency representatives and be prepared to submit a notice of interest at that time. Note that FEMA makes adjustments to the FEMA disaster assistance application process after every declared disaster. The new packet of information should be reviewed thoroughly to determine current correct procedures for notification and application.
2. Assist with preparing a summary report of the damage and incidents that occurred. 3. Participate in the post-incident debriefing meeting to identify areas of improvement for EOC
operations and coordination of field emergency operations.
Johnson County Community College 12345 College Boulevard Overland Park, KS 66210