Title: Campus Emergency Preparedness: Planning in the Post 9/11 World
1Campus Emergency Preparedness Planning in the
Post 9/11 World
Stanford SOC Workshop April 17, 2003
- Larry Gibbs
- Associate Vice Provost
- Stanford University
2SOC WORKSHOP AGENDA
- Emergency Preparedness Planning at Stanford
- Updated SOC Guidelines
- SOC Building Assignments and Inspection
Procedures - Public Safety Preparedness
- Announcements Susie Claxton
3EMERGENCY PREPAREDNESS PRE 9/11
- Fire
- Flood
- Major power outage
- Bomb threat
- Hazardous materials release, and
- -
Earthquake
4ACTIONS 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
5REVISED 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)
6EMERGENCY 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
7EMERGENCY 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
8Campus 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)
93 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
10Level 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
11Level 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
12Strategic 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
13Level 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
14EOC 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
16Cabinet 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
17SATELLITE 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.
18New 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)
19BUILDING 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