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Campus Emergency Preparedness: Planning in the Post 9/11 World

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Title: Campus Emergency Preparedness: Planning in the Post 9/11 World


1
Campus Emergency Preparedness Planning in the
Post 9/11 World
Stanford SOC Workshop April 17, 2003
  • Larry Gibbs
  • Associate Vice Provost
  • Stanford University

2
SOC WORKSHOP AGENDA
  • Emergency Preparedness Planning at Stanford
  • Updated SOC Guidelines
  • SOC Building Assignments and Inspection
    Procedures
  • Public Safety Preparedness
  • Announcements Susie Claxton

3
EMERGENCY PREPAREDNESS PRE 9/11
  • Fire
  • Flood
  • Major power outage
  • Bomb threat
  • Hazardous materials release, and
  • -

Earthquake
4

ACTIONS AFTER LOMA PRIETA
  • 300M to date for EQ repairs and seismic
    retrofits
  • Other Program Improvements
  • Established on-call team of 25 engineering firms
    for post-quake response
  • Trained 400 SU staff to make preliminary
    assessments of building exteriors (BATs-Building
    Assessment Teams)
  • Completed University power audit utilities
    improvements
  • Improved campus emergency communication systems
  • Revised SUs preparedness plans to engage the
    entire campus

5
REVISED CAMPUS EMERGENCY PLANS (1997)
  • Senior management direction
  • A Steering Committee provides ongoing planning
    oversight
  • Enterprise-wide preparedness expected as part of
    normal program business planning
  • New Emergency Operations Center (EOC)
  • A central EOC was developed at the Faculty Club,
    with a disaster management team from University
    senior leadership
  • Created Satellite Operations Centers (SOCs)
  • Schools key departments have specific
    responsibilities before, during, and after an
    emergency incident
  • Ongoing training annual exercises keep us ready
  • Practice critical EOC/SOC roles
    interdependencies
  • Developed generic plans that apply to any
    emergency
  • Level 1(minor incident), 2(major emergency),
    3(disaster)

6
EMERGENCY PLANNING Beyond Earthquakes
  • Emergency Plan needs flexibility to allow
    response to a variety of emergency situations
    not just earthquakes/natural disasters
  • Post 9/11 concerns
  • Intentional/malicious acts
  • Terrorism
  • Bomb threats
  • Hazardous materials threats
  • Protester and political targets
  • Recent SARS concerns and related issues

7
EMERGENCY PLAN FUNDAMENTALS
  • Emergency preparedness is an integral part of
    business and operational planning throughout all
    University units
  • All SU emergency plans should address issues of
    preparedness, response recovery
  • Plans are generic or all hazard
  • Response is calibrated to 3 emergency levels
  • Emergency Plan Goals
  • Protect life safety
  • Secure critical infrastructure and facilities
  • Resume teaching and research programs

8
Campus Emergency PlanEMERGENCY RESPONSE
PRIORITIES
  • Buildings used by dependant populations
  • residences, occupied classrooms and offices,
    childcare centers, occupied auditoriums, arenas
    and special event venues
  • Buildings critical to health and safety
  • medical facilities, police/fire buildings,
    emergency shelters, food supplies, sites
    containing potential hazards
  • Facilities that sustain the emergency response
  • Classroom and research buildings (unoccupied)
  • Administrative buildings (unoccupied)

9
3 Emergency Levels
  • Minor Incident (resolved with internal resources,
    no program disruption)
  • Major Emergency (Impacts sizable area, life
    safety or critical functions)
  • EOC Operational Directors
  • Mini EOCSituation Triage and Assessment Team
    (STAT)
  • Affected SOCs and Departments
  • Possible involvement of local or county agencies
  • Disaster (involves entire campus and community)
  • University EOC, all 26 SOCs, all Departments
  • Coordination with local, county, state, federal
    agencies

10
Level 1 MINOR INCIDENTS
  • Incidents and accidents that occur periodically
    as a result of normal operations
  • Managed by one or two of the regular service
    units. Examples include
  • Minor flooding of room (plumbing leak, etc.)
  • Contained hazardous materials spill
  • Public safety/security calls

11
Level 2 Emergencies
  • Incident with potential for significant impact to
    portion of the campus or community
  • Has multi-department response needs (public
    safety, EHS, Facilities Operations fire
    department, etc.)
  • Has internal and external communication needs
  • Does not require activation of EOC
  • Examples
  • Major hazardous materials incident (toxic gas
    release with fire department involvement)
  • Electrical outage affecting portions of campus
  • Major Fire in building(s)
  • Public Safety threats
  • Bio-terrorism threat
  • Bomb threat

12
Strategic Triage and Assessment Team
(STAT) evaluate, manage and resolve mid-level
emergencies
EHS
Facilities
Public Safety
Medical
Incident Commander
Communications
CPM
News Service/ PIO
Additional Specialists/ units, as needed
STAT Incident Commander may be any one of the
STAT unit leaders, depending upon the nature of
the incident. In all emergency events, STAT works
closely with Fire Department Command, when on
scene
13
Level 3 DISASTERS
  • Occurrences that activate the Emergency
    Operations Center-EOC (e.g., earthquake)
  • The EOC coordinates the campus response to major
    incidents, including
  • determine the scope and impact of the incident
  • prioritize emergency actions
  • deploy and coordinate resources and equipment
  • communicate critical information and instructions
  • monitor and re-evaluate conditions
  • coordinate with government agencies

14
EOC MANAGEMENT ORGANIZATION
The Plan identifies a management structure for
coordinating and deploying resources EMT
Emergency Management Team EOC Emergency
Operation Center SOCs Satellite Operation
Centers
15
26 SOCs
9 Operational Service/Technical Departments 14
Academic/Administrative Headquarters 3 SU
Auxiliaries
16
Cabinet Emergency Planning Guidelines SATELLITE
OPERATIONS CENTER (SOC) RESPONSIBILITIES-Before
an Emergency
  • Organize an effective SOC headquarters to provide
    emergency operations leadership locally and
    coordination with EOC
  • Staff the SOC with appropriate personnel senior
    management, business managers, etc.
  • Oversee development of an effective hazard
    mitigation and emergency preparedness program for
    all units
  • Develop communications strategies to ensure unit
    will be able to report to EOC and to departments
    (may need alternates if loss of power)
  • Ensure that SOC personnel participate in annual
    Emergency Management Exercise. Conduct local
    practices as necessary
  • Establish specific business resumption plans
    before an emergency occurs
  • Assign key roles, responsibility and authority
    for program recovery decision-making
  • Identify critical processes based on mission and
    business function of the unit
  • Some SOCs need further development

17
SATELLITE OPERATIONS CENTER (SOC)
RESPONSIBILITIES-After an Incident
  • Alert affected personnel and activate the SOC
  • Check in with EOC ASAP after a disaster (even if
    to say all is ok!)
  • Continue to communicate with EOC and all
    constituent departments/students/employees
    throughout the emergency (establish and use
    hotlines, e.g.)
  • Coordinate shared resources with the University
    EOC
  • After the immediate emergency subsides
    (recovery/resumption)
  • Document impacts on constituents (personnel,
    space, equipment, etc.)
  • Determine resources needed to restart mission
    critical programs
  • Coordinate recovery and staging of repairs with
    service departments dispatched from the EOC
  • Collect documentation about costs due to
    emergency, communicate data to University.

18
New Cabinet Planning Guidelines
  • Additions focus on program resumption planning
    and identifying key personnel
  • Use as a basic template
  • Revise plans by end of spring quarter (June 15th)
  • SOC plans will be reviewed over summer
  • University-wide exercise on Wednesday, November
    12, 2003 (all SOCs are expected to participate)

19
BUILDING ASSESSMENT TEAM
  • 400 Building Assessment Team (BAT) volunteers --
    from SOCs to review their areas buildings
    immediately
  • BATs have limited, but critical, roles
  • Observe building exteriors (ONLY), looking for 7
    specific severe conditions
  • Immediately post Temporary signage, until proper
    engineering evaluation is possible
  • BATs send reports to their SOC the EOC to help
    the EOC prioritize assignments for structural
    engineers
  • BATs receive modified ATC-20 training every April
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