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Santa Clara University
Emergency Operations Plan
Revision Date: October22, 2012
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Program Approval
Signature on file in the EHS Office
Signature
Date
Michael Engh, S.J. October 22, 2012
Santa Clara University President
click to sign
signature
click to edit
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TABLE OF CONTENTS
General Information
1. Introduction 5
2. Plan Purpose 5
3. Plan Scope 6
4. Plan Assumptions 6
5. Authorities and References 7
6. Plan Modifications and Distribution 8
7. Training 8
8. Emergency Exercises 8
Section I Concept of Operations
1. Levels of Emergencies 9
2. Activation of the Emergency Operation Plan 9
3. Standardized Emergency Management System Purpose 10
4. Mutual Aid 12
Section II Initial Response
1. Introduction 13
2. Field Response and Field Incident Commander 13
3. Evacuation and Shelter in Place 13
Section III Extended Operations
1. Concept Of Operations 14
2. The Policy Group 14
3. Emergency Operations Group 14
4. Emergency Operations Director 15
5. Emergency Operations Staff 15
6. Operations Section 15
7. Planning /Assessment Section 15
8. Logistics Section 16
9. Finance/Administration Section 16
10. Incident Action Plan 16
11. Emergency Communications 17
12. Transition into Recovery Operations 17
Section IV Recovery Operations
1. Concept of Operations 18
2. Short-Term Recovery 18
3. Long-Term Recovery 18
4. Recovery Operations Organization and Responsibilities 18
5. Recovery Damage Assessment 19
6. Documentation 19
7. After-Action Reporting 20
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Section V
1. References 20
Attachments 21
1. Organization Charts
a. SCU Emergency Operations Structure
b. The Policy Group
c. The Emergency Operations Group
2. Emergency Action Plan Position Checklists
3. Mutual Aid Resource Request Form
4. Incident Command System (ICS)
5. Building Emergency Status Report
6. Functional Specific Plans
a.
Shelter
b.
Communications
c.
Food (8/12)
d.
Medical Service
e.
Facilities
f.
Volunteer Coordination (8/12)
7. Incident Action Plan Form
8. Emergency Operations Group Message Form
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General Information
1. Introduction
The Santa Clara University Emergency Operations Plan (EOP) establishes policies, procedures,
and an organizational structure for response to major emergencies affecting the campus. The
Plan incorporates operating procedures from the Incident Command System (ICS), the
Standardized Emergency Management System (SEMS), National Incident Management System
(NIMS), and the Master Mutual Aid Agreement (MMAA) for handling major emergencies
which could disrupt normal campus operations such as, but not limited to: fires, floods,
storms, earthquakes, hazardous materials incidents, terrorist threats and other potential
disasters. These potential emergencies have been identified through a risk assessment
process. This plan was developed to establish the structure and procedures to mitigate the
potential consequences of a major emergency that threatens the health and safety of Santa
Clara University students, faculty, staff, visitors, and the general public.
Additionally, to be eligible for federal reimbursement of qualifying emergency expenditures,
Santa Clara University (SCU) is required to use the California Standardized Emergency
Management System (SEMS) when the University’s Emergency Operations Group is activated,
or a Local Emergency is declared or proclaimed. This Emergency Operations Plan is in
conformance with these requirements.
Section Idescribes the types of emergencies and how Santa Clara University’s emergency
management organization and structure responds to these situations including how SCU
integrates within the SEMS framework.
Section II -- focuses on the initial emergency response by the SCU Incident Commander. It
provides an overview to establish the Incident Command System.
Section III -- addresses extended emergency operations functions and procedures for Santa
Clara University including the transition to the recovery phase.
Section IV -- addresses both short and long term recovery operations for the University and
procedures for obtaining insurance and disaster assistance funds for damage restoration and
mitigation projects.
Section V provides the authorities and references on which this plan is based.
2. Plan Purpose
The purpose of this document is to describe the structure, authority, responsibility, functions
and operations of Santa Clara University as related to emergency preparedness, response,
recovery, mitigation and training. To meet the needs of all users, this Plan provides both a
general concept of operations, organization charts (Attachment 1) and detailed action
checklists by the designated Emergency Operations Plan position (Attachment 2).
The planning, training, response and recovery priorities for the University are:
1. Life saving
2. Life safety
3. Environmental protection
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4. Real and intellectual property protection
5. Resumption of normal business activities
This Emergency Operations Plan addresses the coordinated response to, the management of,
and recovery from extraordinary emergency situations associated with natural disasters,
technological incidents and security emergencies affecting the University. This Plan
accomplishes the following:
Establishes the emergency management organization required to mitigate a
significant emergency or disaster affecting Santa Clara University.
Identifies the policies, responsibilities and procedures required to protect health and
safety, University property, and mitigate the environmental effects of natural,
technological or human-caused emergencies and disasters.
Establishes the operational concepts and procedures for the coordination of field
response with Santa Clara University’s Emergency Operations Group activities.
3. Plan Scope
The Emergency Operation Plan applies to all Santa Clara University personnel, buildings,
grounds, and properties operated by the University.
4. Plan Assumptions
The Emergency Operation Plan is based on a systematic approach to the problems likely to be
encountered by the University during a major emergency or disaster. This Plan is based on the
following assumptions:
General Assumptions:
A majority of Faculty, Staff and Students will be able to leave the campus and go home
until the emergency is declared over and the campus is once again operational.
Responsibility for emergency preparedness rests with all faculty, staff and students of
the University. Individual employee and student levels of personal preparedness will
affect the overall preparedness of the University.
Timely warning and alert notification, when used effectively, will decrease life and
property losses.
Organizational preparedness and training is essential to effective emergency
operations and adequate pre-emergency testing of facilities and equipment will
increase their reliability during emergencies.
The nature and extent of an emergency will govern which elements of the emergency
organization will mobilize, activate and/or respond.
Building Evacuation Leads will direct building evacuations. Faculty, who are in the
classroom, will verify that their classrooms are cleared and equipment/processes that
could create a hazard are shut down before meeting their students at the evacuation
assembly point or shelter in place location.
An emergency or disaster can occur at any time with little or no warning. Disasters
may affect widespread areas; therefore, city, county, and federal emergency
assistance may not be available for as long as 72 hours.
Since events during an emergency or disaster are not predictable, the Emergency
Operation Plan serves as a guide. On-the-scene judgment based on actual
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circumstances must be the final guide for protecting lives, property and the
environment.
SCU community individuals will each have three-day emergency kit that includes:
o Food (including any special diet needs);
o Water 1.5 liters minimum ; and
o Medication and First Aid Kit.
SCU may be required to provide shelter for disaster victims from the surrounding
community until other arrangements can be made.
Function/Department Specific Assumptions:
Office of Student Life will account for student status and the Office of the Provost will
account for Academic Departments’ status.
Facilities and Campus Safety will remain fully operational.
Facilities will ensure:
o Diesel available for six days of generator operations
o Gasoline available for six days of SCU vehicle operations
o 25,000 gallons of potable water available
o Back-up toilet capability
Housing will maintain reserves for emergency bedding for 2000 people.
Bon Appetit will maintain a three-day food supply for 3000 people. Bon Appetit, has
four kitchens that could be utilized for food service: Benson Center, Nobili, Adobe
Lodge and the Jesuit Community kitchen.
Departments will have emergency plans in place that will include:
o Key contact information
o Staff rosters
Athletics and Recreation will establish emergency shelters and prepare for relocation
to off-campus sites as needed.
Planning and Projects building survey teams will provide building status.
EHS will manage the cleanup of hazardous material spills.
Cowell Health Center, EMT, and ROTC cadre will provide at least first echelon medical
care. Cowell Health Center and Campus Ministry will provide counseling services.
Communications Assumptions:
OMC will manage mass communications to the campus community both on and off
campus and the Press.
Benson Center will serve as the SCU community information center.
IT will have an operational emergency web site.
SCU radio station will support information flow if operational.
5. Authorities and References
This Plan is promulgated under the authority of the SCU President. Overall management and
implementation of this plan is delegated to the Assistant Vice President of Operations. This
Plan is based on Federal and State laws and incorporates Santa Clara University policies and
procedures. A listing of references can be found in Section V.
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Chain of Succession
In the event that the President is unavailable, the authority and responsibility to proclaim a
State of Emergency and activate the Emergency Operation Group shall follow this chain of
succession:
1. Provost
2. Vice President, Administration and Finance
3. University Legal Counsel
4. Vice President, Enrollment Management
5. Vice President, University Relations
6. Plan Modifications and Distribution
The University’s Emergency Operations Plan will be reviewed regularly and revised, if
necessary. The Plan may be modified as a result of post-incident analyses and/or post-exercise
critiques and it may be modified if responsibilities, procedures, laws, rules or regulations
pertaining to emergency management and operations change. All those with Policy,
Emergency Operations or Recovery responsibilities will be notified of modifications and will be
responsible for maintaining a current, hard copy of this plan. A record of modifications to this
Plan is maintained by the Emergency Planning Manager and recorded on page 2.
7. Training
Every SCU Administrator, Dean, Department Chair, and Director has the following general
responsibilities prior to an emergency:
Develop and maintain a Contact List for notifying all faculty and staff in case of an
emergency.
Develop and maintain a list of employees who would be on duty at any particular
time.
Allow time for faculty and staff to train in emergency techniques such as first aid, CPR
and building evacuation.
Educate students and/or faculty and staff members concerning the University’s
emergency procedures as well as evacuation procedures for their building and/or
activity.
Have instructors review emergency procedures at the start of each quarter’s classes.
Report immediately any identified safety hazards to the EHS Director (existing safety
hazards can become critical hazards during an emergency).
8. Emergency Exercises
The best method of training for emergencies is through exercises. Training exercises allow the
University staff to become familiar with the procedures, facilities, equipment and systems that
they will actually use in emergency situations. Santa Clara University will conduct an
emergency exercise of varying size and scope at least annually.
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Section I Concept of Operations
1. Levels of Emergencies
In the majority of SCU emergency incidents, there are two typical scenarios:
The emergency incident can be managed by internal SCU resources as part of their normal
operations (example: a limited water leak would be corrected and the damage repaired
by the Facilities Department); or
External responders such as the Fire or Police departments take command of the incident
(example: vehicle fire in an SCU parking lot would be extinguished by the Santa Clara Fire
Department).
However, significant incidents may require a greater level of emergency response. Significant
incidents are those in which the campus is unable to operate normally and/or SCU is unable to
address the incident with the normal resources. Based on the severity and duration of the
event and the impact on local and regional response resources, there are three levels of
emergencies:
Level I MINOR TO MODERATE EMERGENCY: An event that occurs on the campus and is
managed using normal response actions. The event can be handled with existing University
resources or with outside help with little or no impact on campus operations. The Policy and
Emergency Operations Groups are not activated.
Level II MODERATE TO SEVERE EMERGENCY: An event or events that interrupt campus
operations. Depending on the severity and duration of the event, and its impact on
operations, the Policy and Emergency Operations Groups may be activated.
Level III MAJOR EMERGENCY: An area-wide catastrophic event. Local resources are
overwhelmed and may not be available for a prolonged period of time. All normal campus
operations are interrupted. The Policy and Emergency Operations Groups are activated.
2. Activation of the Emergency Operations Plan
The Incident Command System may be implemented for minor through major emergencies.
The Policy and Emergency Operation Groups are typically activated for moderate to severe or
major emergencies. However the Policy and Emergency Operation Groups can be activated by
order of the President or his designee at any time the circumstances warrant it. The Policy
Group’s purpose is to support the President in setting overall priorities for response and
recovery operations. The Emergency Operations Group’s role is to manage resources and
communications in the support of the Incident Command Group responding to incidents on
campus. The Policy and Emergency Operations Groups can be activated in whole or in part,
as the needs of the emergency dictate.
Since events during an emergency or disaster are not predictable, staffing is determined by
on-the-scene judgment based on actual circumstances and the judgment of those in command
whether it is the Incident Commander, the Emergency Operations Director or the SCU
President. However, the Policy and Emergency Operations Groups will automatically be
activated to a level appropriate to the scope of the emergency, when:
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There is the existence or threatened existence of a Level II or III emergency that only
affects the University; or
When the City of Santa Clara declares a State of Local Emergency; or
When the Governor has proclaimed a State of Emergency for an area that includes the
University; or
When the U.S. President declares a national emergency for an area that includes the
University.
3. Standardized Emergency Management System (SEMS) Purpose
All emergency response and management agencies in the State of California use the
Standardized Emergency Management System (SEMS) to respond to, manage and recover
from disasters. Using a common system can result in coordinated management and
teamwork. The system is based on simplicity, flexibility, and common terminology. The State
has mandated that all counties, cities, special districts and other organizations use SEMS in a
disaster. Santa Clara University qualifies as a special district. Failure to use the SEMS may
render the University ineligible for Federal reimbursement funds.
SEMS requires the use of basic principles and components of emergency management,
including the Incident Command System (ICS), multi- agency or inter-agency coordination, the
Operational Area concept, and established Mutual Aid systems. There are five designated
levels in the SEMS organization: field response, local government, operational area, regional,
and state. Each level is activated as needed. Santa Clara University, as a nonprofit
educational institution, reports to and receives information and resources from the Santa
Clara County Operational Area EOG. Table 1 on the next page depicts the SEMS levels and
how they interact.
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Information/Resource Flow
Information
flow
Federal
Gove
rnment
Resource
flow
State
EOC
Regional
EOC
Region II
Operational Area
EOC
Santa Clara County EOC
Santa Clara University
Emer
gency Operations
Group
University Field Incident
Command
Post
Reports to the Emerg Ops Director
Resource
requests
Table 1: Interaction of SEMS Levels
Reports to the Emergency Operations Section Chief
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4. Mutual Aid
Santa Clara University in located within the Santa Clara County Operational Area. Requests for
and coordination of mutual aid support will normally be accomplished through the Santa Clara
County Operational Area Emergency Operations Center. The request should specify, at a
minimum the following information:
Number and type of personnel needed.
Type and amount of equipment/supplies needed.
Reporting time and location.
Who resources should report to.
Access routes.
Estimated duration of operations.
A Mutual Aid Resource Request Form can be found in Attachment 3.
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Section II Initial Response
1. Introduction
This section of the Emergency Operations Plan addresses the initial response by field responders to
emergencies, allowing for transition from routine emergencies to a disaster. Experience has shown that the
outcome of many emergencies can be greatly mitigated by effective initial response actions. At Santa Clara
University, the Incident Command System (ICS) will be considered for use on all incidents that requires its
organization and structure. In order for ICS to be used at incidents, the first trained emergency responder on
scene will take the following basic actions:
Establish the Incident Command Post (ICP).
Determine the size and scope of the incident.
Determine the ICS organizational elements required.
Request additional resources necessary to mitigate the incident.
Delegate authority within the ICS organizational structure.
Develop the Incident Action Plan, incorporating the incident objectives and strategies.
By taking these basic actions, the change from a one-person response to a several hundred person response
involves no change in the management system. The built-in capability for modular development helps to
shape the organization based on the functional needs of the incident. Attachment 4 contains more
information on the ICS.
2. Field Response and Field Incident Commander
The first trained responder on the scene will become the Field Incident Commander (IC) and establish an
Incident Command Post to direct field operation. Communications will be by means of radios, cell phones, or
by message forms and runners if normal communication systems are not operating. If the Emergency
Operations Group is activated then the Field IC(s) will communicate and coordinate directly with the
Operations Section Chief.
The SCU Field IC manages emergency scene actions until an External Responder assumes command. The SCU
Field IC then transitions to be the Field Incident Liaison between the External Field Incident Commander and
SCU to provide needed resources and support. The Field IC establishes a field response organization using ICS
principals to manage the event.
3. Evacuations/Lockdowns
Building Evacuation Leads manage evacuations to ensure occupants exit from the building as safely as
possible to the Emergency Assembly Points. Faculty, who are in the classroom, will ensure their students are
led to an evacuation assembly point or lockdown in place as instructed by emergency communications.
If the emergency is minor or localized then the Building Evacuation Leads wait for first responders to arrive to
report the building status. If a major, widespread emergency where first responders do not arrive, the
Building Evacuation Leads call Emergency Operations Center at extension 4742 (408-554-4742). If telephone
service is unavailable, the Building Evacuation Leads send a report to the Emergency Operations Center of any
injuries/deaths, suspected missing people, and observed building/utilities damage (Attachment 5 contains the
report form).
Following the sudden-onset of a major disaster and after buildings have been evacuated, students who live in
the Residence Halls should report to their Hall to check in and receive further instructions. Students who do
not live in the Residence Halls should report to the Leavey Center to check in and receive further instructions.
Faculty and staff register with their Departments before leaving campus. Those who have had HEAT/CERT,
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First Aid, AED or other training that would be beneficial in an emergency are encouraged to volunteer to
support the campus emergency response efforts. Volunteers may support duties such as messaging, traffic
and crowd control, care and shelter services. Those wishing to volunteer should report to Benson Center for
assignment.
Section III Extended Operations
1. Concept of Operations
During a disaster/emergency, the University’s Policy Group assists the President in setting response and
recovery priorities and the Emergency Operations Group supports field response operations in mitigating
incidents on the campus. The primary emphasis will be placed on saving lives, protecting property, and
preserving the environment. The Emergency Operations Group will operate using the Standardized
Emergency Management System (SEMS) functions, principles, and components. It will implement the action
planning process to develop an Incident Action Plan, identifying and implementing specific objectives for each
Operational Period. The Emergency Operations Group’s Mutual Aid Officer will also serve as the coordination
and communications link between University and the Santa Clara County Operational Area EOG.
2. The Policy Group
The responsibility of the Policy Group is to set overall priorities for response and recovery operations, after
considering the social, economic, legal and political ramifications of the proposed activities. They also approve
policies regarding emergency operations prior to an event. Within the Policy Group, resides the Public
Information Officer (Media Relations) who communicates to the media and the SCU Campus Community. The
Emergency Operations Group Liaison provides the link between the Policy Group, the University President and
the Emergency Operations Group.
Before leaving the campus, faculty and staff register with their departments who in turn, roll up their
emergency status reports to their respective management whether it is the Provost, VP Administration &
Finance, University Legal Counsel, VP Enrollment Management or VP University Relations. Attachment 1
contains the organizational chart for the Policy Group.
In an emergency, the Policy Group uses the normal communication channels. If the normal communication
channels and/or utilities are unavailable or sporadic, the Policy Group reports to their primary location in the
Walsh Administration Building.
Policy Group Primary Location: Walsh Administration Building
Policy Group Secondary Location: Fishbowl Conference Room, Facilities Building (utilized when normal
communication channels and/or utilities are unavailable).
If neither location is usable, then the Emergency Operations Director will designate a location for the Policy
Group. If there is any concern regarding where to meet, the Policy Group reports to their primary location for
further instructions.
3. Emergency Operations Group
The role of the Emergency Operations Group is to manage resources and communications in the support of
Incident Command Group responding to incidents on campus. The level of Emergency Operations Group
staffing will vary with the specific emergency situation. If normal communication channels are unavailable,
the Emergency Operations Group meets in the Emergency Operations Center (EOC). The role of the EOC is to
provide a secure location for the Emergency Operations Group to manage resources and communications in
the support of University staff and others responding to incidents on the campus.
EOG Primary Location: Team Room, Facilities Building (EOC)
If the primary location is unavailable for any reason, the EOG will be set up in a secondary location.
EOG Secondary Location: Campus Safety Building
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If neither EOG location is usable, then the Emergency Operations Director will designate a location for the
EOG. If normal communication channels are sporadic and there is any concern regarding where to meet, the
Emergency Operations Group members report to their Primary Location for further instructions.
The organizational structure of the Emergency Operations Group can be found in Attachment 1. Below are
the positions found in the SCU Emergency Operations Group. Checklists of suggested activities and actions for
each of these positions can be found in Attachment 2.
4. Emergency Operations Director
The Emergency Operations Director is responsible for the overall management of the Emergency Operations
Group. The Emergency Operations Director assures that the priorities of the President and Policy Group are
fully understood and addressed by all Sections in the Emergency Operations Group. Additionally the
Emergency Operations Director is responsible for the overall allocation of resources across the campus
emergency operations.
5. Emergency Operations Staff:
Safety Officer - oversees the general safety of the Emergency Operations Group and the Policy Group.
Security Officer - provides security for the Emergency Operations Group and the Policy Group, if needed.
Mutual Aid Officer- provides a communication link between the Emergency Operations Group and outside
Mutual Aid and other support organizations.
6. Operations Section
The Operations Section Chief is responsible for managing all field response to the disaster. The Operations
Section carries out assignments prioritized by the Emergency Operations Director. The Operations Section
Chief supports the development of the Incident Action Plan (IAP) and is responsible for the implementation of
the IAP. Depending on the nature of the emergency the Operation Section can have one or more of the
following branches:
Field Incident Commander(s)/Liaison(s)
Public Safety
Medical Services (additional details in Functional Plans in Attachment 6)
Care and Shelter (additional details in Functional Plans in Attachment 6)
Facilities/Utilities (additional details in Functional Plans in Attachment 6)
7. Planning /Assessment Section
The Planning/Assessment Section Chief is responsible for the collection, analyses, and dissemination of the
incident information. Additionally, the Planning/Assessment Section is responsible for developing the Incident
Action Plan with the input from the other Emergency Operation Sections. The Planning/Assessment Section
evaluates the campus building and utility status, develops the Incident Action Plan based on the
building/utility assessments and information from other EOG Sections, documents the Emergency Operations
Group actions, and maintains all the necessary ICS documentation. The Planning/Assessment Section also
prepares the plan which provides a blueprint for the short term recovery efforts that support (or at a
minimum, do not hinder) the long term recovery. The Planning/Assessment Section carries out assignments
prioritized by the Emergency Operations Director. Depending on the nature of the emergency the
Planning/Assessment Section can have one or more of the following branches:
Incident Action Plan Development
Building Assessment
Utility Assessment
EOG Documentation Unit
Construction and Engineering (for immediate recovery efforts to enable emergency response)
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8. Logistics Section
The Logistics Section Chief is responsible for providing and tracking all resources needed for managing the
disaster including staff and volunteers, equipment, facilities, materials, supplies, food and water, and
contracted services. The Logistics Section also sets up and maintains emergency communications. The
Logistics Section carries out assignments prioritized by the Emergency Operations Director. Depending on the
nature of the emergency the Logistics Section can have one or more of the following branches:
Procurement
Transportation and Equipment
Information Technology Systems
Food Service (additional details in Function Specific Plans in Attachment 6)
Communications to the Campus Community (additional details in Function Specific Plans in
Attachment 6)
Human Resources
Volunteer Coordination (additional details in Function Specific Plans in Attachment 6)
9. Finance/Administration Section
The Finance/Administration Section Chief is responsible for providing financial and cost analysis services. This
section supervises negotiation and administration of vendor contracts. It starts special payroll services (if
necessary) and maintains records for insurance, State and Federal reimbursement. The
Finance/Administration Section carries out assignments prioritized by the Emergency Operations Director.
Depending on the nature of the emergency the Finance/Administration Section can have one or more of the
following branches:
Cost and Accounting
Risk Management, Compensation and Claims
Timekeeping
10. Incident Action Plan
It is important that all incidents have some type of an Incident Action Plan. The plan may be oral or written.
Short-term or single agency incidents (such as a Santa Clara Police or Fire Department response) do not
require written Incident Action Plans. As incidents become larger, or require multi-agency involvement, the
Incident Action Plan should be written. Incident Action Plans will vary in content and complexity depending
upon the kind and size of the incident. An Incident Action Plan Form can be found in Attachment 7.
The use of Incident Action Plans in the Emergency Operations Group provides a clear and measurable process
for identifying objectives and priorities for a given event. The incident action planning process should involve
the Emergency Operations Director and Section Chiefs, along with other Emergency Operations staff, as
needed. Action planning is an important management tool that involves:
Setting objectives for emergency response or recovery efforts based on priorities set by the Incident
Commander.
Documenting the priorities and objectives, and the tasks and personnel assignments associated with
meeting the objectives.
Incident Action Plans have four main elements:
Incident Objectives - Statement of what was accomplished in the last Operational Period and what is
expected to be achieved in the next Operational Period. Objectives must be measurable.
Tactics and Assignments - Describes general objectives and tactics for controlling the incident including
a safety message and the current assignments in the Emergency Operations Group.
Organization - Describes what elements of the ICS organization will be in place for the next Operational
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Period.
Supporting Material - Examples could include an incident map, a summary of resources that have been
ordered or used, a communications plan, weather data and special precautions.
The Planning/Assessment Section is responsible for facilitating the action planning meeting and completing
and distributing the Incident Action Plan. The Planning and Assessment Group relies on information provided
by the other Emergency Operation Group Sections particularly the Operations Section. Incident Action Plans
are developed for a specified Operational Period, which may range from a few hours to 24 hours. The
Operational Period is determined by first establishing a set of priority actions that need to be performed and
then establish a reasonable time frame for accomplishing those actions.
11. Emergency Communications
For notification of activation of the Policy or Emergency Operations Groups, there are three means of
notification:
1. Policy or Emergency Operation Group members will receive a phone call;
2. Emergency notification by text, voice message and/or email through SCU Campus Alert (SCU’s mass
notification system); or
3. If normal communication channels are not available or sporadic, then the Policy Group should report
to the Walsh Administration Building and the Emergency Operations Group should report to the
Facilities Building.
As a last resort within the Emergency Operations Group, the Emergency Operations Group Message Form will
be used to provide written communications between the Sections, Branches and Units if email or telephone
communications are not available. A sample of this form can be found in Attachment 8. The message form
will not replace face-to-face communications, but will ensure a paper trail of critical verbal communication is
maintained.
Communication to the Campus Community will be accomplished through the SCU Campus Alert system, the
SCU website, and email. If these forms of communication are not available then a communications hub will
be established at Benson Center to disseminate information.
12. Transition to Recovery Operations
As the threat to life, property, and the environment dissipates, the Emergency Operations Director will
consider deactivating the Emergency Operations Group and launch the recovery efforts. The Emergency
Operations Director will direct Section Chiefs to deactivate their Sections not involved in recovery, ensuring
that each Unit/Branch/Section that was activated provides its logs and files to the Cost/Accounting Branch.
The Cost/Accounting Branch will organize these materials so they can be archived and/or utilized for the
financial recovery process.
Depending on the level of recovery effort, a Recovery Manager may be appointed to coordinate the recovery
effort, ensuring that all damaged buildings, facilities and services are restored. In coordination with the
Recovery Manager, the Cost/Accounting Branch will prepare the After-Action Report, ensuring that the
information is available if requested by the Santa Clara County Office of Emergency Services within 90 days of
the disaster/event.
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Section IV Recovery Operations
1. Concept of Operations
The Emergency Operations Center closes once the emergency has been mitigated. If recovery operations are
needed then the normal operational groups will assume responsibility for the recovery efforts including:
Assessment of the extent and severity of damages to University property and infrastructure.
Repair of damaged infrastructure and property.
Restoration of services generally available prior to the disaster.
Recovery occurs in two phases: short-term and long-term. Short-term recovery operations will begin during
the response phase of the emergency.
2. Short-Term Recovery
The goal of short-term recovery is to restore the University to at least a minimal capacity. Short-term recovery
includes:
Infrastructure restoration
Re-establishment of the University’s administrative responsibilities
Debris removal
Cleanup operations
Abatement and demolition of hazardous structures
Restoring critical business functions
3. Long-Term Recovery
The goal of long-term recovery is to restore facilities to pre-disaster condition. Long-term recovery includes
hazard mitigation activities, restoration or reconstruction of facilities, and disaster response cost recovery.
The major objectives of long-term recovery operations include:
Returning University business to pre-disaster levels
Improving the University’s Emergency Operations Plan
Reimbursement for qualifying disaster costs
Effective integration of mitigation strategies into recovery planning and operations
In coordination with the American Red Cross and the Santa Clara Operational Area Office of Emergency
Services (OES), the University may be required to provide shelter for disaster victims from the surrounding
community until other arrangements can be made. This must be taken into consideration in both short and
long-term recovery planning.
4. Recovery Operations Organization and Responsibilities
The University has specific responsibilities in recovering from a disaster. The chart on the next page lists the
functional responsibilities assigned to the Policy, Emergency Operations, or Recovery groups and/or key
personnel.
Functional Responsibilities of the Recovery Group are listed on the next page:
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Function
Responsible Parties
Policy development and management;
interdepartmental coordination; policy
development; decision making; and public
information.
University President, Public
Information Officer, Policy Group
Building and safety inspections.
Planning and Assessment Section,
Recovery Manager, Facilities
Maintenance Departments,
Structural Engineers
Debris removal; demolition; construction;
management of and liaison with construction
contractors; and restoration of utility services.
Recovery Manager, Operations
Section
Finance; budgeting; contracting; recovery of
disaster related costs, accounting and claims
processing; and insurance settlements.
Recovery Manager,
Finance/Administration Section
Advise emergency authorities, actions, and
associated liabilities; preparation of legal
opinion.
University President, Policy Group
University operations and communications;
space acquisition; supplies and equipment;
vehicles; personnel; and related support.
Recovery Manager,
Planning/Assessment Section,
Logistics Section
5. Recovery Damage Assessment
The recovery damage assessment is the basis for determining the type and amount of financial assistance
necessary for recovery. This assessment is developed with the input from structural engineers and financial
analysts. This detailed assessment will be needed to apply for the various disaster financial assistance
programs. A list of mitigation priorities will need to be developed by the University.
6. Documentation
Documentation is the key to recovering eligible emergency response and recovery costs. Damage assessment
documentation will be critical in establishing the basis for eligibility of disaster assistance programs such as
the FEMA Public Assistance Program.
Debris removal and emergency response costs incurred by the affected entities should also be documented
for cost recovery purposes under the federal programs. The documenting information should include the
location and extent of damage, and estimates of costs for the following:
Debris removal
Emergency work
Repairing or replacing damaged facilities to a non-vulnerable and mitigated condition.
The cost of compliance with building codes for new construction, repair, and restoration will also be
documented. Documentation must begin with initial field response and continue throughout the operation of
the Emergency Operation and Recovery Groups as the disaster unfolds.
20
7. After-Action Reporting
The Standardized Emergency Management System (SEMS) regulations require any city or county declaring a
local emergency for which the Governor proclaims a State of Emergency, to complete and transmit an After-
Action Report to OES within 90 days of the close of the incident period. The After-Action Report provides, at
a minimum, the following:
Response actions taken;
Application of SEMS;
Suggested modifications to SEMS;
Necessary modifications to plans and procedures;
Training needs; and
Recovery activities to date.
The After-Action Report serves as a source for documenting the University’s emergency response activities,
and identifying areas of concern and successes. It will also be utilized to develop a work plan for
implementing improvements. The Recovery Manager will be responsible for the completion of the
University’s After-Action Report and will provide information to the Santa Clara County Office of Emergency
Services as requested to assist them in completing their required After-Action Report to OES.
V. References
The following are the basis for the emergency plan requirements:
Federal
Federal Civil Defense Act of 1950 (Public Law 920, as amended).
Robert T. Stafford Disaster Relief and Emergency Assistance Act of
1988 (Public Law 93-288, as amended).
Army Corps of Engineers Flood Fighting (Public Law 84-99).
State
California Emergency Services Act (Chapter 7 of Division 1 of Title 2 of the Government Code).
Standardized Emergency Management System (SEMS) Regulations (Chapter 1 of Division 2 of Title 19
of the California Code of Regulations) and (California Government Code §8607 et sec).
Hazardous Materials Area Plan Regulations (Chapter 4 of Division 2, Title 19, Article 3, §2720-2728 of
the California Code of Regulations ) and (California Health and Safety Code, Division 20, Chapter 6.95,
Section 25503.5).
California Department of Water Resources Flood Control (California Water Code §128).
Orders and Regulations which may be selectively promulgated by the Governor during a state of
emergency or war.
Education Code Section 31301 and 16555.5.
The California Disaster and Civil Defense Master Mutual Aid Agreement.
21
Attachments
1. Organization Charts
a. SCU Emergency Operations Structure
b. The Policy Group
c. The Emergency Operations Group
2. Emergency Action Plan Position Checklists
3. Mutual Aid Resource Request Form
4. Incident Command System (ICS)
5. Building Emergency Status Report
6. Functional Specific Plans
a.
Shelter
b.
Communications
c.
Food
d.
Medical Service
e.
Facilities
f.
Volunteer Coordination (to be developed)
7. Incident Action Plan Form
8. Emergency Operations Group Message Form
22
Attachment 1
a. The SCU Emergency Operations Structure
Field Incident
Command
/Liaison
Campus Community
External Responders
Emergency
Operations Group
Policy Group
Recovery Group
Faculty and Staff
Students
SCU Jesuit Community
Building Evacuation
Leads
Contractors
Guest Lecturers
Conference and Camp
Attendees, Sporting
Events, etc.
23
Attachment 1
b. Policy Group
SCU President
Policy Group
Members
Emergency
Operations Group
Liaison
Public Information
Officer (Media
Relations)
Provost
VP Administration & Finance
University Legal Counsel
VP Enrollment Management
VP University Relations
24
Attachment 1
c. The Emergency Operations Group
Emergency Operations Director
University Operations
Assistant VP
Operations Chief
Utilities Director
Planning and
Assessment Chief
Planning & Projects
Director
Logistics Chief
Auxiliary Services
Asst VP
Finance Chief
Assoc VP Finance
Risk MGMT,
Compensation &
Claims
University Risk Mgr
Timekeeping
HR Mgr of Payroll &
Systems
Cost
& Accounting
Accounting Mgr
Procurement
Director University
Support Services
Transportation &
Equipment
Mechanic
Food Service
Bon Appetite Mgr
Information
Technology
Director Information
Technology
Human Resources
HR Ast VP
Building Assessment
Civil Eng Chair
Utilities Assessment
Contract
Maintenance Mgr
EOC Documentation
Business Technology
Application Mgr
Public Safety
Campus Safety Asst
Director
Medical Services
Director Health and
Counseling Services
Shelter
Athletics
&
Recreation Executive
Director and
Housing Director
Facilities/Utilities
General
Maintenance
Supervisor
Security Officer
Campus Safety
Director
Safety Officer
EHS Director
Mutual Aid Officer
Emergency Planning
Manager
Policy Group
Volunteers
ROTC Senior Staff
Incident Action Plan
Development
Business Services Dir
Field Incident
Commander
/Liaison
Varies depending on
incident
Communications
Student Life Dir and
Asst Media Relations
Dir
Construction &
Engineering
Planning & Projects
Mgr
Campus Ministry
Director
Staff
Sections
Branches
25
Attachment 2
Emergency Action Plan Position Checklists
26
Emergency Operations Group Checklist
Position: Emergency Operations Director
Responsibilities: The Emergency Operations Director is responsible for the overall management of the Emergency Operations Group,
assures that the priorities of the President and Policy Group are fully understood and addressed by all Sections in the Emergency
Operations Group , and is responsible for the overall allocation of resources across the campus emergency response operations.
Check
when
complete
Actions
Activation Phase
1. Obtain briefing from whatever sources are available.
2. Determine appropriate level of the Emergency Operations Group (EOG) activation based on situation as known. EOG
members to consider for activation: Security Officer Safety Officer, Mutual Aid Officer, Operations Chief, Planning and
Assessment Chief, Logistics Chief, Finance and Administration Chief.
3. Mobilize appropriate personnel for the initial activation of the University EOG.
4. Determine operational status of Emergency Operations Center and ensure that it is ready for operation.
5. Establish an EOG check-in procedure.
6. Ensure that an EOG organization and staffing chart is completed and posted.
7. Determine which sections are needed, assign Section Chiefs as appropriate and ensure they are staffing their branches as
required: Operations Section Chief, Logistics Section Chief, Planning/Intelligence Section Chief and Finance/Administration
Section Chief.
8. Determine which EOG staff positions are required and ensure they are filled as soon as possible: Safety Officer, Security
Officer, and Mutual Aid Officer.
9. Schedule the initial Action Planning meeting. The Planning and Assessment Chief is responsible for developing the agenda
and documenting the meeting.
10. Start log of key decisions and actions.
Operations Phase
1. Monitor staff activities to ensure that all appropriate actions are being taken.
2. Provide frequent status updates to the Policy Group.
3. In conjunction with the Public Information Officer of the Policy Group, conduct news conferences and review media
releases, following the established procedure for information releases and media briefings.
4. Ensure that the Mutual Aid Officer is providing effective interagency coordination.
5. Based on current status reports, establish initial strategic objectives for SCU's EOG.
6. Convene the initial Action Planning meeting; ensure that Section Chiefs, EOG Staff, and other key representatives are in
attendance. Initiate the Action Planning procedures (refer to Incident Action Plan Form.)
7. Once the Incident Action Plan is completed by the Planning/Intelligence Section, review, approve and authorize its
implementation.
8. Conduct periodic briefings with the General Staff to ensure strategic objectives are current and appropriate.
9. Conduct periodic briefings for the Policy Group and others as needed.
10. Brief your relief at shift change, ensuring that ongoing activities are identified and follow-up requirements are known.
Demobilization Phase
1. Demobilize sections, branches and units when they are no longer required.
2. Ensure that any open actions not yet completed will be handled after demobilization.
3. Ensure that all required forms or reports are completed prior to demobilization.
4. Be prepared to provide input to the after action report.
5. Deactivate the University EOG and EOC as appropriate.
6. Proclaim termination of the emergency response and proceed with recovery operations.
27
Emergency Operations Group Checklist
Position: Safety Officer
Responsibilities: Ensure that all buildings and other facilities used in support of the Emergency Operations Group are in
a safe operating condition. Monitor operational procedures and activities in the EOC to ensure they are being
conducted in safe manner considering the existing situation and conditions. Ensure a shift change is established at the
first EOG Action Planning Meeting and personnel are notified to fill the second shift positions. Ensure that arrangements
are made for appropriate food and shelter in the EOC considering the existing situation and conditions.
Check
when
complete
Actions
Activation Phase
1. Check in with the Security Officer upon arrival at the EOC (if activated).
2. Report to the Emergency Operations Director. Determine with the Emergency Operations Director if the
Policy Group facility needs to be reviewed for safe operating conditions and other safety concerns.
3. Set up your workstation and review your position responsibilities.
4. Establish and maintain a position log which chronologically describes your actions taken during your shift.
5. Review any existing reports of safety conditions.
6. Evaluate resource needs (such as a computer, phone, plan copies, and other reference documents), and
request missing items from the Logistics Chief.
7. Start log of key decisions and actions.
Operations Phase
1. Tour the EOC facility (if activated) and evaluate conditions; advise the EOG Director of any conditions and
actions which might result in unsafe layout or equipment set-up, etc.
2. Evaluate the EOC facility (if activated) for access to fire extinguishers, emergency pull stations, and
evacuation routes and exits.
3. Determine if there are any unsafe conditions in the EOC facility (if activated); take action when necessary.
4. Prepare and present safety briefings for the Emergency Operations Director, EOG Staff and Chiefs.
5. If the event which caused activation was an earthquake, provide guidance regarding actions to be taken in
preparation for aftershocks.
6. Ensure that the EOC facility (if activated) is free from any environmental threats - e.g., radiation exposure,
air purity, water quality, etc.
7. Advise the Emergency Operations Director of unsafe conditions; take action when necessary.
8. Coordinate with the Finance/Administration Section in preparing any EOG personnel injury claims or
records necessary for proper case evaluation and closure.
9. If another person is relieving you, ensure they are thoroughly briefed before you leave the EOC.
Demobilization Phase
1. Deactivate your assigned position and close out your position log when directed by the Emergency
Operations Group Director.
2. Complete all required forms, reports, and other documentation. All forms should be submitted to the
Planning/Intelligence Section, as appropriate, prior to your departure.
3. Be prepared to provide input to the after-action report.
28
Emergency Operations Group Checklist
Position: Security Officer
Responsibilities: Provide 24-hour security for the EOG and the EOC (if activated). Control personnel access to the EOC (if
activated) in accordance with policies established by the EOG Director, including Check In and Check Out by all
personnel.
Check
when
complete
Actions
Activation Phase
1. Report to the Emergency Operations Director. Determine with the Emergency Operations Director if the
Policy Group facility needs to be reviewed for safe operating conditions and other safety concerns.
2. Establish Check in and Check out procedures for those reporting in to the EOC (if activated).
3. Set up your workstation and review your position responsibilities.
4. Establish and maintain a position log which chronologically describes your actions taken during your shift.
5. Review any existing reports of security concerns.
6. Evaluate resource needs (such as a computer, phone, plan copies, and other reference documents), and
request missing items from the Logistics Chief.
7. Start log of key decisions and actions.
Operations Phase
1. Determine the current EOC security requirements and arrange for staffing as needed.
2. Determine needs for special access to EOC facilities (if activated).
3. Provide executive and V.I.P. security as appropriate and required.
4. Provide security recommendations as appropriate to Emergency Operations Director.
5. Prepare and present security briefings for the Emergency Operations Director, Staff, and Chiefs.
6. If another person is relieving you, ensure they are thoroughly briefed before you leave the EOC.
Demobilization Phase
1. Deactivate your assigned position and close out your position log when directed by the Emergency
Operations Group Director.
2. Complete all required forms, reports, and other documentation. All forms should be submitted to the
Planning/Intelligence Section, as appropriate, prior to your departure.
3. Be prepared to provide input to the after-action report.
29
Emergency Operations Group Checklist
Position: Mutual Aid Officer
Responsibilities: Provides a communication link between the Emergency Operations Group and outside Mutual Aid and
other support organizations. Provides a central location and SCU information as needed for incoming agency
representatives.
Check
when
complete
Actions
Activation Phase
1. Check in with the Security Officer upon arrival at the EOC (if activated).
2. Report to the Emergency Operations Director.
3. Set up your workstation and review your position responsibilities.
4. Establish and maintain a position log which chronologically describes your actions taken during your shift.
5. Review any requests for mutual aid or offers of assistance.
6. Evaluate resource needs (such as a computer, phone, plan copies, and other reference documents), and
request missing items from the Logistics Chief.
7. Start log of key decisions and actions.
Operations Phase
1. Formulate resource requests of external agencies and review with the Emergency Operations Director.
2. Evaluate requests for mutual and make recommendations to the Emergency Operations Director.
3. Establish and maintain a central location for incoming external agency representatives (if needed),
providing workspace and support as required.
4. Ensure that position specific guidelines, policy directives, situation reports, and a copy of the SCU
Emergency Plan are provided to external agency representatives as needed.
5. Provide orientations for VIPs and other visitors to the EOC.
6. Maintain a roster and brief Emergency Operations Director on the external agency representatives on
campus.
7. If another person is relieving you, ensure they are thoroughly briefed before you leave the EOC.
Demobilization Phase
1. Deactivate your assigned position and close out your position log when directed by the Emergency
Operations Group Director.
2. Complete all required forms, reports, and other documentation. All forms should be submitted to the
Planning/Intelligence Section, as appropriate, prior to your departure.
3. Be prepared to provide input to the after-action report.
30
Emergency Operations Group Checklist
Position: Operations Section Chief
Responsibilities: Manage all field response to the disaster by ensuring that operational objectives and assignments
identified in the Emergency Action Plan are carried out effectively. Establish and manage the appropriate level of branch
and unit organizations within the Operations Section.
Check
when
complete
Actions
Activation Phase
1. Check in with the Security Officer upon arrival at the EOC (if activated).
2. Report to the Emergency Operations Director.
3. Meet with Planning/Intelligence Section Chief; obtain a preliminary situation briefing and meet with the
Logistics Section Chief and provide any preliminary personnel, supply and equipment needs.
4. Establish communications with Field Incident Commander(s) operating on campus and coordinate
accordingly.
5. Based on the situation, activate appropriate branches within the section.
6. Determine need for outside assistance and coordinate with the Mutual Aid Officer regarding obtaining
external agency support.
7. Request additional personnel for the section from the Logistics Section Chief as necessary for 24-hour
operation.
7. Ensure that adequate communication equipment is available for the section.
8. Start log of key decisions and actions.
Operations Phase
1. Identify key issues currently affecting the Operations Section (Field Incident Commander(s), Public Safety,
Medical Services, Shelter, Facilities/Utilities); meet with Section personnel and determine appropriate section
objectives and refine the objectives as the emergency planning unfolds.
2. Review responsibilities of branches in section (Public Safety, Medical Services, Shelter, Facilities/Utilities)
with Branch Leads to develop an Operations Plan detailing strategies for carrying out Operations objectives,
and likely future needs of the Operations Section.
3. Work closely with Branch Leads to ensure that the Operations Section objectives, as defined in the current
Action Plan, are being addressed and the Incident Commanders are receiving the operational support needed.
4. Ensure that the Branches coordinate resource needs through the Logistics Section, provide intelligence
information Planning/Intelligence Section in a timely manner, and ensure that fiscal and administrative
requirements are coordinated through the Finance/Administration Section (notification of emergency
expenditures and daily time sheets).
5. Attend and participate in Emergency Operations Action Planning meetings.
6. Provide information and coordinate with other Section Chiefs and periodically brief Emergency Operations
Director on status of Operations.
7. If another person is relieving you, ensure they are thoroughly briefed before you leave the EOC.
Demobilization Phase
1. Deactivate your assigned position and close out your position log when directed by the Emergency
Operations Group Director.
2. Complete all required forms, reports, and other documentation. All forms should be submitted to the
Planning/Intelligence Section, as appropriate, prior to your departure.
3. Be prepared to provide input to the after-action report.
31
Emergency Operations Group Checklist
Position: Planning/Assessment Section Chief
Responsibilities: Collect, analyze, and disseminate the incident information. Develops the Incident Action Plan with the
input from the other Emergency Operation Sections. Summarizes information regarding possible developments and their
effects, provides status reports, documents the Emergency Operations Group actions, prepares the Advance plan
(considers potential response and recovery related issues in the next phase of emergency operations) and maintains all
the necessary ICS documentation.
Check
when
complete
Actions
Activation Phase
1. Check in with the Security Officer upon arrival at the EOC (if activated).
2. Report to the Emergency Operations Director.
3. Meet with Operations and Logistics Section Chief; obtain and review any major incident reports; provide
any preliminary assessment information.
4. Based on the situation, activate appropriate branches within the section.
5. Request additional personnel for the section from the Logistics Section Chief as necessary for 24-hour
operation.
6. Ensure adequate communication equipment is available for the section.
7. Start log of key decisions and actions.
Operations Phase
1. Review responsibilities of branches in section (Building Assessment, Utility Assessment, Incident Action
Plan Development, Construction and Engineering, EOC Documentation) with Branch Leads to determine
appropriate section objectives and refine the objectives as the emergency planning unfolds.
2. Initiate Building and Utilities damage reviews as appropriate.
3. Collect and collate incident information to produce a picture of the current incident situation.
4. Provide status reports to the Emergency Operations Group Director and other Section Chiefs as needed.
5. Analyze incident information and develop comprehensive Incident Action Plan based on current emergency
response efforts underway and additional needed response efforts.
6. Evaluate the repair needs based on the Building and Utilities reviews and reports from others on campus.
7. Prepare the advance plan that considers potential response and recovery related issues for the next phase
of emergency operations.
8. Ensure that fiscal and administrative requirements are coordinated through the Finance/Administration
Section (notification of emergency expenditures and daily time sheets).
9. Maintain all the necessary ICS documentation for immediate use during the incident and for evaluation
once the incident is over.
10. If another person is relieving you, ensure they are thoroughly briefed before you leave the EOC.
Demobilization Phase
1. Deactivate your assigned position and close out your position log when directed by the Emergency
Operations Group Director.
2. Collect all required forms, reports, and other documentation from other Section Chiefs.
3. Provide Advance Plan to and brief the Recovery Manager.
4. Be prepared to provide input to the after-action report.
32
Emergency Operations Group Checklist
Position: Logistics Section Chief
Responsibilities: Provide and track all resources needed for managing the incident including staff and volunteers,
equipment, facilities, materials, supplies, food and water, and contracted services. The Logistics Section Chief is also
responsible to set up and maintain emergency communications.
Check
when
complete
Actions
Activation Phase
1. Check in with the Security Officer upon arrival at the EOC (if activated).
2. Report to the Emergency Operations Director.
3. Meet with Planning/Intelligence Section Chief; obtain a preliminary situation briefing.
4. Meet with the Operations Chief and receive any preliminary personnel, supply or equipment needed.
5. Based on the situation, activate appropriate branches within the section.
6. Ensure adequate communication equipment is available for the section.
7. Start log of key decisions and actions.
Operations Phase
1. Review responsibilities of branches in section and identify key issues currently affecting the Logistics
Section (procurement of Supplies, Food, Equipment, and Transportation, the information system availability
and capability, and the organization of Technical and Volunteer resources); meet with Section personnel and
determine appropriate section objectives and refine the objectives as the emergency planning unfolds.
2. Work closely with Branch Leads to ensure that the Logistics Section objectives, as defined in the current
Action Plan, are being addressed and the Section Chiefs are receiving the logistics support needed.
3. Ensure that fiscal and administrative requirements are coordinated through the Finance/Administration
Section (notification of emergency expenditures and daily time sheets).
4 Attend and participate in Emergency Operations Action Planning meetings.
5. Provide information and coordinate with other Section Chiefs, particularly Operations and Planning and
Assessments, and periodically brief Emergency Operations Director on status of Logistics.
6. If another person is relieving you, ensure they are thoroughly briefed before you leave the EOC.
Demobilization Phase
1. Deactivate your assigned position and close out your position log when directed by the Emergency
Operations Group Director.
2. Complete all required forms, reports, and other documentation. All forms should be submitted to the
Planning/Intelligence Section, as appropriate, prior to your departure.
3. Be prepared to provide input to the after-action report.
33
Emergency Operations Group Checklist
Position: Finance/Administration Section Chief
Responsibilities: Provide financial and cost analysis services including supervising the negotiation and administration of
vendor contracts. The Finance/Administration Chief is responsible for special payroll services (if necessary) and
maintains records for insurance, State and Federal reimbursement.
Check
when
complete
Actions
Activation Phase
1. Check in with the Security Officer upon arrival at the EOC (if activated).
2. Report to the Emergency Operations Director.
3. Based on the situation, activate appropriate branches within the section.
5. Request additional personnel for the section from the Logistics Section Chief as necessary for 24-hour
operation.
6. Ensure adequate communication equipment is available for the section.
7. Start log of key decisions and actions.
Operations Phase
1. Identify key issues currently affecting the Finance/Administration Section (Cost and Accounting, Risk
Management, Compensation and Claims, and Timekeeping); meet with Section personnel and determine
appropriate section objectives and refine the objectives as the emergency planning unfolds.
2. Review responsibilities of branches in section (Cost and Accounting, Risk Management, Compensation and
Claims, and Timekeeping) with Branch Leads to develop an Operations Plan detailing strategies for carrying
out Operations objectives, and likely future needs of the Section.
3. Work closely with Branch Leads, particularly Logistics, to ensure that the Finance/Administration Section
objectives, as defined in the current Action Plan, are being addressed.
4. Work with the Section Chiefs to address emergency expenditure needs and contracts and address fiscal and
administrative documentation such as invoices for emergency expenditures and daily time sheets.
5. Attend and participate in Emergency Operations Action Planning meetings.
6. Provide information and coordinate with other Section Chiefs and periodically brief Emergency Operations
Director on status of Finance/Administration.
7. If another person is relieving you, ensure they are thoroughly briefed before you leave the EOC.
Demobilization Phase
1. Deactivate your assigned position and close out your position log when directed by the Emergency
Operations Group Director.
2. Ensure any remaining Compensation and Claims and assigned for management.
2. Complete all required forms, reports, and other documentation. All forms should be to the
Planning/Intelligence Section, as appropriate, prior to your departure.
3. Be prepared to provide input to the after-action report.
34
Emergency Operations Group Checklist
Position: Operations Section: Field Incident Commander/Liaison
Responsibilities: The first trained person who arrives on the scene assumes front-line management of the incident for
tactical planning and execution until a more qualified person arrives. Responsible for managing emergency scene
actions (unless an External Responder assumes command then coordinates with External Field Incident Commander as
the Field Incident Liaison) until relieved by the Emergency Operations Group. Reports to the Operation Section Chief.
Check when
complete
Actions
Activation Phase
1. Assess the emergency scene and determines if outside assistance is needed.
2. Assume front-line management of the incident for tactical planning and execution until a more qualified
person arrives.
3. Priorities response first for the safety of people, then the protection of the environment then
preservation of property.
4. Based on the situation, activate appropriate personnel to support the Branch.
5. Report assessment and resource needs to the Operations Section Chief.
6. Ensure adequate communication equipment is available at the scene of the incident.
7. Start log of key decisions and actions.
Operations Phase
1. Manage evacuations, shelter in place, and other tactical operations for emergency response
2. Implement the Incident Action Plan as conveyed by the Operations Section Chief.
3. Manage emergency scene actions until or if an External Responder assumes command then coordinates
with External Field Incident Commander as the Field Incident Liaison as interfaces between the External
Responder and the Operations Chief.
4. Arrange through the Operations Section Chief (or if that position is not activated then the Emergency
Operations Group Director), the necessary supplies, equipment, transportation, food/shelter, medical
suppliers and technical/volunteer resources necessary to address the incident.
5. Provide frequent updates to the Operations Section Chief (or if that position is not activated then the
Emergency Operations Group Director) of the incident status.
6. Ensure that fiscal and administrative documentation such as invoices for emergency expenditures and
daily time sheets are submitted to the Operations Section Chief promptly.
7. If another person is relieving you, ensure they are thoroughly briefed before you leave the incident scene.
Demobilization Phase
1. Deactivate your assigned position and close out your position log when directed by the Operations
Section Chief.
2. Complete all required forms, reports, and other documentation. All forms should be submitted to the
Operations Section Chief prior to your departure.
3. Be prepared to provide input to the after-action report.
35
Emergency Operations Group Checklist
Position: Operations Section: Public Safety
Responsibilities: Coordinate fire, disaster medical, hazardous materials, and search and rescue operations, and site
security using both campus and external resources. This coordination is particularly key when there are multiple
incident locations on campus. Reports to the Operations Section Chief.
Check
when
complete
Actions
Activation Phase
1. Check in with the Security Officer upon arrival at the EOC (if activated).
2. Report to the Operations Section Chief and receive a briefing on known public safety concerns.
3. Based on the situation, activate appropriate personnel to support the Branch.
4. Ensure adequate communication equipment is available for the Branch support personnel.
5. Start log of key decisions and actions.
Operations Phase
1. Coordinate security operations for fire, disaster medical, hazardous materials, and search and rescue
operations using both campus and external resources. Assists Incident Commander(s) with incident scene
safety. Coordination will be particularly necessary if there are multiple incident locations.
2. Coordinate law enforcement and traffic control operations during the disaster.
3. Interfaces with other Operation Branch Leads.
4. Maintain overall supervision of the Campus Safety Branch support personnel.
5. Implement the public safety portion of the Incident Action Plan as conveyed by the Operations Section
Chief.
6. Provide the public safety update status information to the Operations Section Chief frequently.
7. If another person is relieving you, ensure they are thoroughly briefed before you leave the EOC.
Demobilization Phase
1. Deactivate your assigned position and close out your position log when directed by the Operations Section
Chief.
2. Complete all required forms, reports, and other documentation. All forms should be submitted to the
Operations Section Chief, as appropriate, prior to your departure.
3. Be prepared to provide input to the after-action report.
36
Emergency Operations Group Checklist
Position: Operations Section: Medical Services
Responsibilities: Ensure that all available disaster medical resources are identified and mobilized as required to provide
required emergency medical services to those injured on campus. Reports to the Operations Section Chief.
Check
when
complete
Actions
Activation Phase
1. Check in with the Security Officer upon arrival at the EOC (if activated).
2. Report to the Operations Section Chief and receive a briefing on known medical concerns.
3. Based on the situation, activate appropriate personnel to support the Branch.
4. Ensure adequate communication equipment is available for Branch support personnel.
5. Start log of key decisions and actions.
Operations Phase
1. Identify the available medical resources on campus or that could report to campus promptly. Identify
medical services that volunteers could support..
2. Coordinate with Operations Chief to determine where triage teams are needed and establish triage teams
at those locations.
3. Determine the status of medical facilities on campus and within the affected area.
4. Coordinate the transportation of injured victims to appropriate medical facilities as required.
5. Supervise the disaster Medical Branch support personnel.
6. Implement medical portion of the Incident Action Plan as conveyed by the Operations Section Chief.
7. Provide medical update status information to the Operations Section Chief frequently.
8. If another person is relieving you, ensure they are thoroughly briefed before you leave the EOC.
Demobilization Phase
1. Deactivate your assigned position and close out your position log when directed by the Operations Section
Chief.
2. Complete all required forms, reports, and other documentation. All forms should be submitted to the
Operations Section Chief, as appropriate, prior to your departure.
3. Be prepared to provide input to the after-action report.
37
Emergency Operations Group Checklist
Position: Operations Section: Shelter and Care
Responsibilities: Safeguard the public health of the campus community, by ensuring adequate shelter and food service
for the campus population that are unable to leave the campus due to the nature of the incident. These responsibilities
and actions are shared between Housing (existing shelter) and Athletics (emergency shelter) depending on incident
needs. Reports to the Operations Section Chief.
Check
when
complete
Actions
Activation Phase
1. Check in with the Security Officer upon arrival at the EOC (if activated).
2. Report to the Operations Section Chief and receive a briefing on known shelter and care concerns.
3. Based on the situation, activate appropriate personnel to support the Branch.
4. Ensure adequate communication equipment is available for the Branch support personnel.
5. Start log of key decisions and actions.
Operations Phase
1. Verify with the Operation Section Chief what residence halls and emergency shelters are viable for use and
how many people on campus need shelter and food.
2. Coordinate with Logistics the transportation of beds and other shelter needs to the emergency shelters
(Housing).
3. Determine from Logistics the food preparation arrangements for the emergency shelters and organize
schedules and personnel to provide the food service for the emergency shelter occupants (Athletics).
4. Arrange with Logistics for drinking water and sanitation facilities for the emergency shelter occupants
(Athletics for emergency shelter and/or Housing for existing viable housing, if needed).
5. Manage the emergency shelters until no longer needed (Athletics).
6. Implement the shelter and care portions of the Incident Action Plan as conveyed by the Operations
Section Chief (Athletics for emergency shelter and/or Housing for existing viable housing).
7. Provide shelter and care update status information to the Operations Section Chief frequently (Athletics
for emergency shelter and/or Housing for existing viable housing).
8. If another person is relieving you, ensure they are thoroughly briefed before you leave the EOC.
Demobilization Phase
1. Deactivate your assigned position and close out your position log when directed by the Operations Section
Chief.
2. Complete all required forms, reports, and other documentation. All forms should be submitted to the
Operations Section Chief, as appropriate, prior to your departure.
3. Be prepared to provide input to the after-action report.
38
Emergency Operations Group Checklist
Position: Operations Section: Facilities/Utilities
Responsibilities: Initiate emergency utilities and immediate cleanup/repairs that could place essential buildings back in
service or clear critical transportation pathways. Reports to the Operations Section Chief.
Check
when
complete
Actions
Activation Phase
1. Check in with the Security Officer upon arrival at the EOC (if activated).
2. Report to the Operations Section Chief and receive a briefing on known utility/building concerns.
3. Based on the situation, activate appropriate personnel to support the Branch.
4. Ensure adequate communication equipment is available for the Branch support personnel.
5. Start log of key decisions and actions.
Operations Phase
1. Determine with the Operations Section Chief what critical transportation pathways need cleanup and/or
repairs to allow access for emergency or repair vehicles.
2. Verify with the Operation Section Chief what buildings need emergency generators started and report
generator status.
3. Determine with the Operations Section Chief what emergency cleanup and/or repairs are needed to place
essential buildings back in service.
4. Notify Building and Utility Assessment Branch Leads of any issues identified by the Facilities Branch
applicable to their assessments.
5. Supervise the Facilities/Utilities Branch support personnel.
6. Implement Facilities needs of the Incident Action Plan as conveyed by the Operations Section Chief.
7. Provide the Facilities update status information to the Operations Section Chief frequently.
8. If another person is relieving you, ensure they are thoroughly briefed before you leave the EOC.
Demobilization Phase
1. Deactivate your assigned position and close out your position log when directed by the Operations Section
Chief.
2. Complete all required forms, reports, and other documentation. All forms should be submitted to the
Operations Section Chief, as appropriate, prior to your departure.
3. Be prepared to provide input to the after-action report.
39
Emergency Operations Group Checklist
Position: Planning and Assessment Section: Building Assessment
Responsibilities: Evaluate the condition of the campus buildings and property to restrict access near or within. Reports
to the Planning and Assessment Section Chief.
Check
when
complete
Actions
Activation Phase
1. Check in with the Security Officer upon arrival at the EOC (if activated).
2. Report to the Planning and Assessment Section Chief and receive a briefing on known building and
property concerns most likely from reports from the Incident Commander(s) and the Building Coordinators.
3. Based on the situation, activate appropriate personnel to support the Branch.
4. Ensure adequate communication equipment is available for the Branch support personnel.
5. Start log of key decisions and actions.
Operations Phase
1. Verify with the Planning and Assessment Section Chief the priority of buildings and properties to evaluate
(based on the nature of the incident and input from the Operations Section).
2. Post no-entry warning signs on building and areas where access needs to be prohibited based on initial
evaluation of condition.
3. Notify the Planning and Assessment Section Chief and the Operations Section Chief of buildings and areas
where access near or access into needs to be restricted or prohibited until further evaluation or repairs are
conducted.
4. Supervise the Building Assessment Branch support personnel.
5. Provide detailed damage/safety assessment information to the Planning/Intelligence Section, with
associated loss damage estimates.
6. Maintain records of building and property related losses needed for risk management and insurance
adjusters.
7. Implement building assessment portion of the Incident Action Plan as conveyed by the Planning and
Assessment Section Chief.
8. Provide building update status information to the Planning and Assessment Section Chief frequently.
9. If another person is relieving you, ensure they are thoroughly briefed before you leave the EOC.
Demobilization Phase
1. Deactivate your assigned position and close out your position log when directed by the Planning and
Assessment Section Chief.
2. Complete all required forms, reports, and other documentation. All forms should be submitted to the
Planning and Assessment Section Chief, as appropriate, prior to your departure.
3. Be prepared to provide input to the after-action report.
40
Emergency Operations Group Checklist
Position: Planning and Assessment Section: Utility Assessment
Responsibilities: Evaluate the condition of the campus utilities to determine the impacts of the incident. Reports to
the Planning and Assessment Section Chief.
Check
when
complete
Actions
Activation Phase
1. Check in with the Security Officer upon arrival at the EOC (if activated).
2. Report to the Planning and Assessment Section Chief and receive a briefing on known utility concerns
most likely from reports from the Incident Commander(s) and the Building Coordinators.
3. Based on the situation, activate appropriate personnel to support the Branch.
4. Ensure adequate communication equipment is available for the Branch support personnel.
5. Start log of key decisions and actions.
Operations Phase
1. Verify with the Planning and Assessment Section Chief the priority of utilities to evaluate (based on the
nature of the incident and input from the Operations Section).
2. Notify the Planning and Assessment Section Chief of the condition of the utilities on campus (electricity,
water, wastewater, natural gas, telephones).
3. Supervise the Utility Assessment Branch support personnel.
4. Determine the period of time each of the critical utilities will be impacted and necessary arrangements to
bring them back online.
5. Implement the utilities assessment portion of the Incident Action Plan as conveyed by the Planning and
Assessment Section Chief.
6. Provide utilities update status information to the Planning and Assessment Section Chief frequently.
7. If another person is relieving you, ensure they are thoroughly briefed before you leave the EOC.
Demobilization Phase
1. Deactivate your assigned position and close out your position log when directed by the Planning and
Assessment Section Chief.
2. Complete all required forms, reports, and other documentation. All forms should be submitted to the
Planning and Assessment Section Chief, as appropriate, prior to your departure.
3. Be prepared to provide input to the after-action report.
41
Emergency Operations Group Checklist
Position: Planning and Assessment Section: EOC Documentation
Responsibilities: Collect, organize and file the EOC incident related plans and forms. Reports to the Planning and
Assessment Section Chief.
Check when
complete
Actions
Activation Phase
1. Check in with the Security Officer upon arrival at the EOC (if activated).
2. Report to the Planning and Assessment Section Chief and receive a briefing on documentation already
arriving which will most likely be reports from the Incident Commander(s) and the Building Coordinators.
3. Based on the situation, activate appropriate personnel to support the Branch.
4. Ensure adequate communication equipment is available for the Branch support personnel.
5. Start log of key decisions and actions.
Operations Phase
1. Organize systems to collect pertinent EOC documentation EOC position logs, situation status reports, EOC
Action Plans and any other related information, just prior to the end of each operational period.
2. Organize and file the EOC incident related plans and forms.
3. Provide document reproduction services to EOC staff as needed.
4. Distribute the Santa Clara University EOC situation status reports, EOC Action Plan, and other documents,
as required.
5. Supervise the EOC Documentation Branch support personnel.
6. Maintain a permanent electronic archive of all situation reports and Action Plans associated with the
incident.
7. Provide documentation update status information to the Planning and Assessment Section Chief
frequently.
8. If another person is relieving you, ensure they are thoroughly briefed before you leave the EOC.
Demobilization Phase
1. Deactivate your assigned position and close out your position log when directed by the Planning and
Assessment Section Chief.
2. Be prepared to provide input to the after-action report.
42
Emergency Operations Group Checklist
Position: Planning and Assessment Section: Incident Action Plan Development
Responsibilities: Collect incoming data, analyze the incoming data, and develop/update an Incident Action Plan.
Reports to the Planning and Assessment Section Chief.
Check
when
complete
Actions
Activation Phase
1. Check in with the Security Officer upon arrival at the EOC (if activated).
2. Report to the Planning and Assessment Section Chief and receive a briefing on data already arriving which
will most likely be reports from the Incident Commander(s) and the Building Coordinators.
3. Based on the situation, activate appropriate personnel to support the Branch.
4. Ensure adequate communication equipment is available for the Branch support personnel.
5. Start log of key decisions and actions.
Operations Phase
1. Coordinate with the EOC Documentation Unit to obtain pertinent incident data.
2. Validate incoming data as much as is feasible under the circumstances.
3. Develop an Incident Action Plan based on objectives developed by each EOC Section and update for each
subsequent operational periods.
4. Communicate the Incident Action Plan by the form(s) most appropriate for the situation (electronically,
bulletin boards, paper copies, etc.).
5. Supervise the IAP Branch support personnel.
6. Provide Incident Action Plan update status information to the Planning and Assessment Section Chief
frequently.
7. If another person is relieving you, ensure they are thoroughly briefed before you leave the EOC.
Demobilization Phase
1. Deactivate your assigned position and close out your position log when directed by the Planning and
Assessment Section Chief.
2. Be prepared to provide input to the after-action report.
43
Emergency Operations Group Checklist
Position: Planning and Assessment Section: Construction and Engineering
Responsibilities: Develop a repair plan that addresses building and property needs beyond the immediate emergency
response conducted by the Operations Section. Reports to the Planning and Assessment Section Chief.
Check
when
complete
Actions
Activation Phase
1. Check in with the Security Officer upon arrival at the EOC (if activated).
2. Report to the Planning and Assessment Section Chief and receive a briefing on incident damage information
already arriving which will most likely be reports from the Incident Commander(s) and the Building
Coordinators.
3. Based on the situation, activate appropriate personnel to support the Branch.
4. Ensure adequate communication equipment is available for the Branch support personnel.
5. Start log of key decisions and actions.
Operations Phase
1. Coordinate with the EOC Documentation Unit and the Incident Action Plan Development Unit to obtain
pertinent incident data.
2. Validate incoming data as much as is feasible under the circumstances and review progress of emergency
response to repair damages.
3. Based on input from the Building Assessment Branch, develop a repair plan that addresses building and
property needs beyond the immediate emergency response.
4. Supervise the Construction and Engineering Branch support personnel.
5. Implement any immediate repairs that can be safely accomplished during the Incident Action Plan phase.
6. Provide construction and repair update status information to the Planning and Assessment Section Chief
frequently.
7. If another person is relieving you, ensure they are thoroughly briefed before you leave the EOC.
Demobilization Phase
1. Deactivate your assigned position and close out your position log when directed by the Planning and
Assessment Section Chief.
2. Complete all required forms, reports, and other documentation. All forms should be submitted to the
Planning and Assessment Section Chief, as appropriate, prior to your departure.
3. Be prepared to provide input to the after-action report.
44
Emergency Operations Group Checklist
Position: Logistics Section: Procurement
Responsibilities: Oversee the procurement and allocation of supplies and materials needed to address the incident
response and to provide care and shelter to those on campus. Reports to the Logistics Section Chief.
Check
when
complete
Actions
Activation Phase
1. Check in with the Security Officer upon arrival at the EOC (if activated).
2. Report to the Logistics Section Chief and receive a briefing on procurement requests already arriving
which will most likely be from the Incident Commander(s).
3. Review existing log of emergency suppliers (available in the EOC).
4. Based on the situation, activate appropriate personnel to support the Branch.
5. Ensure adequate communication equipment is available for the Branch support personnel.
6. Start log of key decisions and actions.
Operations Phase
1. Verify with the Logistics Chief the priority of procurement requests.
2. Determine if requested types and quantities of supplies and materials are available in SCU inventory.
3. Determine procurement spending limits with the Logistics Chief and Finance/ Administration Section.
4. Coordinate vendor contracts and the delivery of supplies and materials as required.
5. Maintain a status of procured supplies and materials by requester with their projected delivery dates and
actual delivery dates. Update requesters frequently on the status of their requests.
6. Implement the procurement portions of the Incident Action Plan as conveyed by the Logistics Section
Chief.
7. Supervise the Procurement Branch support personnel.
8. Provide the procurement update status information to the Logistics Section Chief frequently.
9. If another person is relieving you, ensure they are thoroughly briefed before you leave the EOC.
Demobilization Phase
1. Deactivate your assigned position and close out your position log when directed by the Planning and
Assessment Section Chief.
2. Complete all required forms, reports, and other documentation. All forms should be submitted to the
Planning and Assessment Section Chief, as appropriate, prior to your departure.
3. Be prepared to provide input to the after-action report.
45
Emergency Operations Group Checklist
Position: Logistics Section: Transportation and Equipment
Responsibilities: Develop and implement a transportation and equipment plan to address the needs of those
responding to the incident and subsequent SCU incident support and repairs. Reports to the Logistics Section Chief.
Check
when
complete
Actions
Activation Phase
1. Check in with the Security Officer upon arrival at the EOC (if activated).
2. Report to the Logistics Section Chief and receive a briefing on transportation routes and
transportation/equipment requests already arriving which will most likely be from the Incident
Commander(s).
3. Review existing log of emergency equipment and transportation suppliers (available in the EOC).
4. Based on the situation, activate appropriate personnel to support the Branch.
5. Ensure adequate communication equipment is available for the Branch support personnel.
6. Start log of key decisions and actions.
Operations Phase
1. Depending on the nature of the incident, develop an emergency response vehicle transportation route for
the campus.
2. Verify with the Logistics Chief the priority of transportation and equipment requests.
3. Determine if requested types and quantities of transportation and equipment are available on campus and
in operable condition.
4. Request needed transportation and equipment not available on campus or inoperable from Procurement.
5. Track delivery of procured transportation and equipment with the Procurement group and review the
transportation and equipment prior to use by the requesters.
6. Develop and implement plan to maintain transportation and equipment while in use and to secure the
transportation and equipment when not in use.
7. Implement the transportation and equipment portions of the Incident Action Plan as conveyed by the
Logistics Section Chief.
8. Supervise the Transportation and Equipment Branch support personnel.
9. Provide update transportation and equipment status information to the Logistics Section Chief frequently.
10. If another person is relieving you, ensure they are thoroughly briefed before you leave the EOC.
Demobilization Phase
1. Deactivate your assigned position and close out your position log when directed by the Planning and
Assessment Section Chief.
2. Complete all required forms, reports, and other documentation. All forms should be submitted to the
Planning and Assessment Section Chief, as appropriate, prior to your departure.
3. Be prepared to provide input to the after-action report.
46
Emergency Operations Group Checklist
Position: Logistics Section: Food Service
Responsibilities: Prepare meals and feed those on campus including emergency response personnel and those
students, staff and faculty who cannot leave the campus. Reports to the Logistics Section Chief.
Check
when
complete
Actions
Activation Phase
1. Check in with the Security Officer upon arrival at the EOC (if activated).
2. Report to the Logistics Section Chief and receive a briefing on the estimated number of people on campus
that will need meals and drinks which will most likely be from initial reports from the Incident Commander(s)
and Building Coordinators.
3. Review existing inventory of food and drinks.
4. Based on the situation, activate appropriate personnel to support the Branch.
5. Ensure adequate communication equipment is available for the Branch support personnel.
6. Start log of key decisions and actions.
Operations Phase
1. Depending on the nature of the incident, develop a meal plan based the number of people to feed and on
the priority of food and drink that needs to be used (for instance if the power is out and refrigerated goods
need to be cooked).
2. Verify with the Logistics Chief the most viable locations to cook and serve the food and drinks.
3. Determine if additional food, drink, cooking supplies, etc. are needed to adequately address the needs of
the campus population and requested additional supplies from Procurement.
4. Ensure that there are adequate personnel to prepare and cook food for the required duration.
5. Coordinate with the Operations Section for communicating meal options (post schedules in shelter areas)
and food service (serving the food and drink, and clean up).
6. Secure food and drink inventory and track delivery and use of procured food, drink and cooking supplies.
7. Implement the food service portions of the Incident Action Plan as conveyed by the Logistics Section Chief.
8. Supervise the Food Service Branch support personnel.
9. Provide food service update status information to the Logistics Section Chief frequently.
10. If another person is relieving you, ensure they are thoroughly briefed before you leave the EOC.
Demobilization Phase
1. Deactivate your assigned position and close out your position log when directed by the Planning and
Assessment Section Chief.
2. Complete all required forms, reports, and other documentation. All forms should be submitted to the
Planning and Assessment Section Chief, as appropriate, prior to your departure.
3. Be prepared to provide input to the after-action report.
47
Emergency Operations Group Checklist
Position: Logistics Section: Communications
Responsibilities: Provide essential communications to those on campus of incident status, closed areas, where to
report, availability of shelter and care, and other emergency information. Reports to the Logistics Section Chief.
Check
when
complete
Actions
Activation Phase
1. Check in with the Security Officer upon arrival at the EOC (if activated).
2. Report to the Logistics Section Chief and receive a briefing on the estimated impact of the incident which
will most likely be from initial reports from the Incident Commander(s) and Building Coordinators.
3. Review existing emergency communication center location for adequacy.
4. Based on the situation, activate appropriate personnel to support the Branch.
5. Ensure adequate communication equipment is available for the Branch support personnel.
6. Start log of key decisions and actions.
Operations Phase
1. If existing emergency communication center (Benson Center) is in adequate condition, set up
communications operations. If not, determine alternate emergency communication center location.
2. Determine if additional communication supplies and equipment are needed to adequately address the
needs of the campus population and requested additional supplies from Procurement.
3. Determine from other Sections pertinent information such as from the Operations and Logistics Section
where the shelter and care locations are and areas of the campus that have restricted assess .
4. Post essential information in Benson Center and other appropriate locations such as the shelters and
medical centers. If available, post information on SCU intranet and other appropriate online locations.
5. Implement log to track those students, staff and faculty leaving campus.
6. Implement the communications portions of the Incident Action Plan as conveyed by the Logistics Section
Chief.
7. Supervise the Communications Branch support personnel.
8. Provide frequent communications update status information to the Logistics Section Chief.
9. If another person is relieving you, ensure they are thoroughly briefed before you leave the EOC.
Demobilization Phase
1. Deactivate your assigned position and close out your position log when directed by the Planning and
Assessment Section Chief.
2. Complete all required forms, reports, and other documentation. All forms should be submitted to the
Planning and Assessment Section Chief, as appropriate, prior to your departure.
3. Be prepared to provide input to the after-action report.
48
Emergency Operations Group Checklist
Position: Logistics Section: Information Technology
Responsibilities: Evaluate and repair as necessary essential information systems to be able to address the incident
response and EOC communications support. Reports to the Logistics Section Chief.
Check
when
complete
Actions
Activation Phase
1. Check in with the Security Officer upon arrival at the EOC (if activated).
2. Report to the Logistics Section Chief and receive a briefing on the estimated impact of the incident which
will most likely be from initial reports from the Incident Commander(s) and Building Coordinators.
3. Review existing information and communication systems for use and responsiveness.
4. Based on the situation, activate appropriate personnel to support the Branch.
5. Ensure adequate communication equipment is available for the Branch support personnel.
6. Start log of key decisions and actions.
Operations Phase
1. Provide emergency information and communication system support to the EOC so that the Director and
Section Chiefs can communicate with the Branch Leads in the field.
2. Depending on the usability and responsiveness of the SCU information systems, develop an information
system recovery plan that prioritizes the systems and provides an anticipated timeline for each system
recovery.
3. Determine if additional equipment are needed to restore necessary information and communication
systems and requested additional equipment from Procurement.
4. Implement the information and communication systems portion of Incident Action Plan as conveyed by the
Logistics Section Chief.
5. Supervise the information and communication systems Branch support personnel.
6. Provide information and communication systems update status information to the Communications group
and Logistics Section Chief frequently.
7. If another person is relieving you, ensure they are thoroughly briefed before you leave the EOC.
Demobilization Phase
1. Deactivate your assigned position and close out your position log when directed by the Planning and
Assessment Section Chief.
2. Complete all required forms, reports, and other documentation. All forms should be submitted to the
Planning and Assessment Section Chief, as appropriate, prior to your departure.
3. Be prepared to provide input to the after-action report.
49
Emergency Operations Group Checklist
Position: Logistics Section: Human Resources
Responsibilities: Ensure that there are adequate staff to address the incident, shelter and care of those on campus and
initial repairs. Reports to the Logistics Section Chief.
Check
when
complete
Actions
Activation Phase
1. Check in with the Security Officer upon arrival at the EOC (if activated).
2. Report to the Logistics Section Chief and receive a briefing on the initial estimated resource needs which
will most likely be from initial reports from the Incident Commander(s) and Building Coordinators.
3. Review personnel who have reported for duty for adequacy.
4. Based on the situation, activate appropriate personnel to support the Branch.
5. Ensure adequate communication equipment is available for the Branch support personnel.
6. Start log of key decisions and actions.
Operations Phase
1. Coordinate with the Safety Officer to ensure that response staff receive a current situation and safety
briefing upon check-in.
2. Determine the estimated time of arrival of response personnel who are not on campus yet and advise the
appropriate Section Chiefs.
3. Determine from Section Chiefs what additional personnel and technical resources are needed.
4. Coordinate with the Volunteer Lead to determine where volunteers can be substituted for missing response
staff or technical resources.
5. Coordinate with the Mutual Aid Officer to determine where external response resources can be substituted
for missing SCU response staff or technical resources.
5. Implement the resource needs of the Incident Action Plan as conveyed by the Logistics Section Chief.
6. Supervise the Human Resources Branch support personnel.
7. Provide frequent update status information regarding personnel resource allocation across the incident to
the Logistics Section Chief.
8. If another person is relieving you, ensure they are thoroughly briefed before you leave the EOC.
Demobilization Phase
1. Deactivate your assigned position and close out your position log when directed by the Planning and
Assessment Section Chief.
2. Complete all required forms, reports, and other documentation. All forms should be submitted to the
Planning and Assessment Section Chief, as appropriate, prior to your departure.
3. Be prepared to provide input to the after-action report.
50
Emergency Operations Group Checklist
Position: Logistics Section: Volunteers
Responsibilities: Organize available volunteers to address the incident, shelter and care of those on campus and initial
repairs. Reports to the Logistics Section Chief.
Check
when
complete
Actions
Activation Phase
1. Check in with the Security Officer upon arrival at the EOC (if activated).
2. Report to the Logistics Section Chief and receive a briefing on the initial estimated resource needs which
will most likely be from initial reports from the Incident Commander(s) and Building Coordinators.
3. Review volunteers who have reported for duty for any specialized skills.
4. Based on the situation, activate appropriate personnel to support the Branch.
5. Ensure adequate communication equipment is available for the Branch support personnel.
6. Start log of key decisions and actions.
Operations Phase
1. Coordinate with the Safety Officer to ensure that volunteers receive a current situation and safety briefing
upon check-in.
2. Create an inventory of volunteers who have reported to duty and areas of expertise.
3. Coordinate with the HR Lead to assign volunteers as substitutes for missing response staff or technical
resources or in other resource needed areas.
4. Implement the volunteer portion of the Incident Action Plan as conveyed by the Logistics Section Chief.
5. Supervise the Volunteer Branch support personnel.
6. Provide frequent update status information regarding volunteer availability to the HR Lead.
7. If another person is relieving you, ensure they are thoroughly briefed before you leave the EOC.
Demobilization Phase
1. Deactivate your assigned position and close out your position log when directed by the Planning and
Assessment Section Chief.
2. Complete all required forms, reports, and other documentation. All forms should be submitted to the
Planning and Assessment Section Chief, as appropriate, prior to your departure.
3. Be prepared to provide input to the after-action report.
51
Emergency Operations Group Checklist
Position: Finance and Administration Section: Cost and Accounting
Responsibilities: Manages the new contracts and costs to address the incident (except for claims and personnel time
and expenses). Reports to the Finance/Administration Section Chief.
Check
when
complete
Actions
Activation Phase
1. Check in with the Security Officer upon arrival at the EOC (if activated).
2. Report to the Finance/Administration Section Chief and receive a briefing on vendor contract requests
already arriving which will most likely be from the Incident Commander(s).
3. Review list of existing vendors (available in the EOC) for applicability and availability.
4. Identify with SCU’s bank what banking services are available (credit cards, manual checks, etc.) and
implement as available.
5. Based on the situation, activate appropriate personnel to support the Branch.
6. Ensure adequate communication equipment is available for the Branch support personnel.
7. Start log of key decisions and actions.
Operations Phase
1. Verify with the Finance/Administration Section Chief the priority of vendor contract requests.
2. Work closely with Procurement and help to determine if requested supplies and material contracts are
available with existing approved contracts.
3. Understand the procurement spending limits set by the Logistics Chief and Finance/ Administration Section
and incorporate into contracts where feasible.
4. Review submitted invoices for adequacy and request additional information if required.
5. Maintain a spreadsheet of invoices associated with the incident response.
6. Implement the accounting portions of the Incident Action Plan as conveyed by the Finance/Administration
Section Chief.
7. Supervise the Cost and Accounting Branch support personnel.
8. Provide the accounting update status information to the Finance/Administration Section Chief frequently.
9. If another person is relieving you, ensure they are thoroughly briefed before you leave the EOC.
Demobilization Phase
1. Deactivate your assigned position and close out your position log when directed by the Planning and
Assessment Section Chief.
2. Complete all required forms, reports, and other documentation. All forms should be submitted to the
Planning and Assessment Section Chief, as appropriate, prior to your departure.
3. Be prepared to provide input to the after-action report.
52
Emergency Operations Group Checklist
Position: Finance and Administration Section: Risk Management, Compensation, and Claims
Responsibilities: Evaluates risk and liability to SCU, evaluates and makes recommendations regarding claims and
requested compensation. Reports to the Finance/Administration Section Chief.
Check
when
complete
Actions
Activation Phase
1. Check in with the Security Officer upon arrival at the EOC (if activated).
2. Report to the Finance/Administration Section Chief and receive a briefing incident and any claims that have
already arrived which will most likely be from the Incident Commander(s).
3. Based on the situation, activate appropriate personnel to support the Branch.
4. Ensure adequate communication equipment is available for the Branch support personnel.
5. Start log of key decisions and actions.
Operations Phase
1. Coordinate with Section Chiefs and Safety Officer to evaluate and minimize risky actions or operations
during incident response.
2. Evaluate the validity of claims and the reasonableness of compensation requests and make
recommendations to the Finance/Administration Section Chief.
3. Collect invoices and other necessary documentation and coordinate with SCU insurance to address claims
and compensation.
5. Maintain a log of claims and compensation requests associated with the incident response.
6. Implement the risk management, claims and compensation portions of the Incident Action Plan as
conveyed by the Finance/Administration Section Chief.
7. Supervise the Cost and Accounting Branch support personnel.
8. Provide risk management, claims and compensation update status information to the
Finance/Administration Section Chief frequently.
9. If another person is relieving you, ensure they are thoroughly briefed before you leave the EOC.
Demobilization Phase
1. Deactivate your assigned position and close out your position log when directed by the Planning and
Assessment Section Chief.
2. Complete all required forms, reports, and other documentation. All forms should be submitted to the
Planning and Assessment Section Chief, as appropriate, prior to your departure.
3. Be prepared to provide input to the after-action report.
53
Emergency Operations Group Checklist
Position: Finance and Administration Section: Timekeeping
Responsibilities: Track time and travel expenses for personnel responding in the incident. Reports to the
Finance/Administration Section Chief.
Check
when
complete
Actions
Activation Phase
1. Check in with the Security Officer upon arrival at the EOC (if activated).
2. Report to the Finance/Administration Section Chief and receive a briefing incident and any expenses or
timesheets that have already arrived which will most likely be from the Incident Commander(s).
3. Based on the situation, activate appropriate personnel to support the Branch.
4. Ensure adequate communication equipment is available for the support the Branch.
5. Start log of key decisions and actions.
Operations Phase
1. Collect timesheets and expense reports and process.
2. Review expense documentation for validity.
3. Maintain records of time and expenses expended during the incident.
4. Implement the timekeeping portions of the Incident Action Plan as conveyed by the
Finance/Administration Section Chief.
5. Supervise the Timekeeping Branch support personnel.
6. Provide timekeeping update status information to the Finance/Administration Section Chief frequently.
7. If another person is relieving you, ensure they are thoroughly briefed before you leave the EOC.
Demobilization Phase
1. Deactivate your assigned position and close out your position log when directed by the Planning and
Assessment Section Chief.
2. Complete all required forms, reports, and other documentation. All forms should be submitted to the
Planning and Assessment Section Chief, as appropriate, prior to your departure.
3. Be prepared to provide input to the after-action report.
54
Attachment 3
Mutual Aid Resource Request Form
NAME_____________________________ Relationship_______________ PHONE ( ) _______________
ASSIGNMENT INFORMATION
INSTRUCTIONS: The following information is to be completed by the requesting jurisdiction, faxed to the Mutual Aid Agency.
Date/Time Assignment begins_________________________ Release Date (anticipated) ____________
Assigment/Agency___________________________________Position_________________________
Location_____________________________________Address_______________________________
Report to: _________________________________________ Phone No. ( )__________________
(Person or Position)
Operational Area Contact_____________________________ Phone No. ( )_________________
Travel Arrangements: (When this part is completed fax to responding EMMA personnel)
To be made by ____ Responder ____Requesting Jurisdiction
Transportation by ____Car ____Plane ____Other__________________
Directions (ATTACH MAP with location marked and written directions)
Flight Schedule (if applicable):
Lodging Information:
Facility___________________________________________ Confirmation No.________________
Address__________________________________________ Contact Person___________________
_________________________________________________Phone No. ( )_________________
SPECIAL COMMENTS:
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Attachment 4
Incident Command System (ICS) General Information
Incident Command System (ICS) is a nationally used, standardized, on- scene emergency management concept specifically
designed to allow its user(s) to adopt an integrated organizational structure equal to the complexity and demands of single
or multiple incidents without being hindered by agency or jurisdictional boundaries. ICS is the combination of facilities,
equipment, personnel, procedures, and communications operating within a common organizational structure to effectively
accomplish stated objectives critical to the mitigation of the incident.
ICS Functions
The five functions of the ICS organization are Command (Management), Operations, Planning/Assessment, Logistics, and
Finance/Administration. The five functions are responsible for:
Command (Management) is responsible for directing, and/or controlling resources by virtue of explicit legal,
agency, or delegated authority.
Operations is responsible for the coordinated tactical response of all field operations directly applicable to or in
support of the mission(s) in accordance with the Incident Action Plan.
Planning/Assessment is responsible for developing the Incident Action Plan and the collection, evaluation,
documentation, and use of information about the incident.
Logistics is responsible for providing facilities, services, personnel, equipment, and tracking the status of resources
and materials in support of the incident.
Finance/Administration is responsible for all financial and cost analysis aspects of the incident, and/or any
administrative aspects not handled by the other functions.
Incident Command System Principles
The principles of ICS provide for the following kind of operations:
Single jurisdictional/agency involvement.
Single jurisdictional responsibility with multiple agency involvement.
Multiple jurisdictional responsibilities with multiple agency involvement.
The system's organizational structure adapts to any incident to which emergency response agencies would expect to
respond. The system is applicable and acceptable to all user agencies. The system expands in a rapid and logical manner
from an initial response to a major incident and contracts just as rapidly as organizational needs or the situation decrease.
The system has basic common components in organization, terminology and procedures.
ICS Components
The components of ICS are:
Common terminology - common titles for organizational functions, resources, and facilities.
Modular organization - method by which the ICS organizational structure develops, based upon the type and size of
an incident. The organization's staff builds from the top down as the incident grows, with responsibility and
performance placed initially with the Incident Commander. At all incidents there will be five functions:
Management; Operations; Planning/Assessment; Logistics; and Finance/Administration. These may, as the incident
grows, be organized and staffed into Sections. Initially, the Incident Commander may be performing all five
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functions. Then, as the incident grows, each function may be established as a Section with Branches and Units
under each Section.
Unified command structure - unified team effort that allows all agencies with responsibility for the incident, either
geographical or functional, to manage an incident by establishing a common set of incident objectives and
strategies. This is accomplished without losing or abdicating agency authority, autonomy, responsibility or
accountability.
Consolidated Action Plans - identify objectives and strategy determinations made by the Incident Commander for
the incident based upon the requirements of the University.
Manageable span-of-control - limitation on the number of emergency response or management personnel who
can effectively be supervised or directed by an individual supervisor. The type of incident, the nature of the
response or task, distance, and safety will influence the span-of- control range. The ordinary span-of-control range
is between three and seven personnel.
Comprehensive resource management - identification, grouping, assignment and tracking of resources.
Integrated communications - use of a common communications plan and an incident-based communications
center established for the use of tactical and support resources assigned to the incident.
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Attachment 5
SCU BUILDING EMERGENCY STATUS REPORT
Following a major emergency with significant operational impact to the campus, Building Evacuation Lead use this form to
provide a status report of damage and injuries, and to request assistance from the SCU Emergency Operations Center
(Facilities Building).
Report status by telephone if available (call 408-554-4742 or extension 4742) otherwise by designated runner.
Building#: __________________________________________________ Date:________
Building Evacuation Lead Name:____________________
Emergency Phone #_____________
Check if no major problem at this time otherwise complete the tables below
Problem/Urgent Need
Exact Location
Details
Serious Injuries
Fire
Explosion
Building collapse
People trapped
Natural gas leak
Hazardous material spill
Other
Services Functioning:
Service
Yes
No
Telephones
Emergency Lighting
Electrical
Water
Gas
Elevators
Emergency Generators
Other
Comments:
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Attachment 6
Function Specific Plans:
a. Shelter
b. Communications
c. Food (8/12)
d. Medical Service
e. Facilities
f. Volunteer Coordination (8/12)
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Function Specific Plan: Shelter
In the event of an emergency, the Leavey Center and Malley Center may be used as a shelter to house any/all
campus residents and staff. Department of Athletics and Recreation staff will operate the shelter(s), as needed
and available, with assistance of other EOG Department groups (Housing & Resident Life, Student Life).
The Sports Medicine Center may be used as an additional medical facility, depending on extent of any building
damage to the Leavey Center.
The Sports Medicine staff may be utilized by the Cowell Health Center to assist with any medical situations, as
needed and available. The Athletic Media Relations staff may be called upon by the University Media Relations
Department to assist with media issues, as needed and as available.
Steps to Activate and Prepare Athletic Buildings for Shelter or Holding Area
Note: Automatic flush toilets in Leavey and Malley are on emergency power system. If power outage, back-up
generator is to power up automatically to provide lighting and limited level power.
Upon emergency occurring or call to activate the Emergency Operations Group (EOG):
1. If earthquake or fire/accident in Malley or Leavey, building(s) are evacuated. Roll call taken of Leavey staff at
Meeting Area located at Stanton Field and of Malley staff at Meeting Area located outside of front (south)
entrance.
2. Buildings inspected by University Facilities staff with assistance from Athletic Facilities staff to check
availability as shelter/holding area.
Leavey Center and Malley Center need to be inspected immediately to determine their availability as
shelters or holding area. With its glass walls, Leavey Center may not be available as a shelter,
especially if strong earthquake.
Status of Leavey or Malley availability communicated to EOG. EOG determines if buildings will be
used as holding area or shelter.
3. As shelter, it is assumed that cots, blankets, water and other supplies will be needed to house people
overnight.
4. As a holding area (for bomb threat, short power outage), supplies are not needed, unless called for by EOG.
5. Once call is made to use building(s) as shelters:
a. Call/gather staff assistance to prepare building(s). Utilize existing staff in venues (coaches, staff, and
students) and/or request additional assistance from EOG.
b. Collect and distribute athletic department radios for use during set up of venue(s). Set channel to
“Athletic 1.”
c. Prepare buildings by clearing equipment to create most floor space.
d. For Malley (Malley staff will assist with preparation, as available):
1. Raise curtains and baskets, if power is available.
2. Roll out floor tarp.
3. Secure Front Desk equipment and supplies.
4. Store Multipurpose Room equipment and secure storage area.
5. Close and secure pool (especially if power outage no pumps).
6. Close and secure weight room. Weight room can be open for limited use only if
determined by EOG and adequately staffed.
7. Unlock front doors for access, as needed.
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Space Avail. Clear Space
Malley Gym 20,000 sq ft
Multipurpose Room 2,000 sq ft
Total Sq footage 22,000 sq ft
Approx. Bed Cap* 733 beds
*Each cot given 30 sq ft which includes aisle space.
e. For Leavey:
1. Clear floor. Strike and store tables/chairs, if any.
2. Retract bleachers, if any. If power is out, bleachers will not retract, which will limit the
amount of bed space available.
Floor Space Avail. Bleachers Open Bleacher Closed
Main Court 7,000 sq ft 10,000 sq ft
Upper Court 0 3,500 sq ft
Total Sq footage 7,000 sq ft 13,500 sq ft
Approx. Bed Cap* 230 beds 450 beds
*Each cot given 30 sq ft which includes aisle space.
3. Lower and store baskets, if any.
4. Rollout floor tarp.
5. Unlock West Side doors to Arena for access.
6. Secure Locker Room area.
7. Secure all offices and conference rooms.
f. Request and receive cots, blankets, pillows, water and/or other necessary equipment, as determined by
EOG, to be delivered to Leavey (old “Airlock”) and/or Malley (back doors to gym on North side of
building). Mattresses (100), blankets (1,000) and pillows (1,000) available from Conference Services are
stored in basement of Campisi Hall. To coordinate delivery and use of equipment, contact, in order, the
following:
g. If delivery is not possible, generate staff to pick up cots, blankets, water, and other necessary equipment.
Use Athletic Maintenance Carts (3) and private vehicles to pick up and deliver. Delivery to Leavey is at
old “Airlock” and to Malley are back doors to gym on North side of building.
h. Set up cots and blankets to create most bed space possible.
6. Once call is made to use building(s) as holding area:
a. Leavey is the best location for holding area (seating is already in place). Extra set up not needed.
Exception is if emergency/disaster is strong earthquake that has caused glass panels to fall from curtain
wall. In this case, Malley Center is used and people sit on the floor.
b. Call/gather staff assistance to prepare building(s).
c. Open bleachers as requested by EOG, if power is available.
d. Unlock West Side doors to Arena for access.
7. If emergency includes outage of power:
a. If back-up generator has not turned on automatically, contact EOG for assistance.
b. Check status of automatic flush units.
c. Check status of sewage system and waste pumps, especially in Leavey. Contact EOG for assistance.
d. Coordinate re-fueling of back-up generator with EOG.
8. After Set up is complete, steps to maintain venue(s):
a. Monitor those utilizing the shelter.
b. Coordinate paper re-stocking and upkeep of restrooms. Contact EOG for assistance.
c. Coordinate garbage disposal in venues. Contact EOG for assistance.
d. Monitor status of sewage system and waste pumps, especially in Leavey.
e. If power outage, monitor fuel in back-up generator. Contact EOG for re-fueling.
f. Monitor/check secured areas (offices, locker rooms, conference rooms, and weight rooms).
g. Log any damages or thefts to report to EOG.
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Staff Needs per Shift for Leavey/Malley as Shelter:
Leavey Malley
Staff for: Building Prep 2-4 2-4
Equipment Delivery/Set up 4-6 4-6
Maintain Venue 3 3
Also, custodial and security assistance will be needed throughout. If power and natural gas is available, laundry
service (towels and blankets only) could be run from Equipment Room in Leavey.
Post Emergency and after closure of shelter/holding area:
1. Strike equipment (cots and blankets), if any. Prepare for cleaning and return to storage.
2. Clean up venue(s).
3. Review buildings and log any damages to report to EOG.
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Function Specific Plan: Communications Center
Staff and Student Staff Responsibilities
All Benson Memorial Staff personnel, students and staff, who are at work, should report immediately to the
Information Desk.
If the Information Desk is inaccessible then all staff report to the Donohoe Fountain.
Report to Work
Unless directed by the President all full time personnel should report to work.
Concentration of answering telephones by all staff will be a priority.
Contacting clients if buildings are closed. PLEASE NOTE: Academic buildings will be closed before Benson
Memorial Center. We may be concentrating on classroom cancellations rather than Benson Memorial Center
closures.
General Information
Emergency Operations Center (EOC) located in the Team Room of the Facilities Building.
a. Dean of Student Life will report to the EOC.
Benson Memorial Center Characteristics.
Information Desk will service as the “Building Operation Center”.
x7805 in the Event Planning Office: Operations Telephone will be the established campus telephone
number for communication.
Director of Benson Memorial Center, Director of Center for Student Leadership, and Assistant Dean of
Student Life will operate out of Building Operation Center.
Communication
Event Planning Manager: Operations computer to be turned on to the university designated web site for
up-to-date information.
Event Planning Manager: Operations to supply a minimum of two (2) rolling bulletin boards for posting
Official University Communication.
University Communication office and / or IT will set a recorded message on x4000 and be responsible for
updating the message.
Food Service: University Food Service Contractor to provide information to the Information Desk
concerning food service venue hours.
Shelter: Athletic facilities are the primary shelter areas. Benson Memorial Center to be used on a
secondary basis.
Section 1: Assume Full Staffing
1.1. Report to Facilities Building for briefing:
1. Director OR
2. Assistant Director OR
3. Event Planning Manager: Conferences OR
4. No one.
1.2. Coordinate, assign, and Staff Information Desk:
1. Event Planning Manager: Operations
2. Student Staffs
a. Building Manager
b. Customer Service Representative
c. Event Associate
1.3. Making assignments for searching Benson Memorial Center Complex, Responsible: Event Planning
Manager: Operations
1. Check Elevator / Check First Floor
A. Evacuate all events
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+ Lock Doors of reservable rooms
B. Evacuate all people from the building
C. If people are trapped in the elevator, acknowledge them, and contact Campus Safety Services.
2. Check Basement
3. Check Second Floor
4. Check Shapell Lounge
5. Check Campus Bookstore (Bookstore Staff may have already done so)
1.4. Assume that Food Service is operating under their plan and they are securing food service areas and as
necessary alter food serving hours and / or menu.
Responsible: University Food Service General Manager.
1.5. Assume Campus Safety Service will turn off alarm system if it’s ringing.
Responsible: Event Planning Manager: Operations to call / meet Campus Safety Services Officer.
1.6. Once Benson Memorial Center Complex is evacuated and safe for staff (only) to return. As appropriate:
Responsible: Event Planning Manager: Operations to coordinate, assistance from Staff.
1. Put signs on elevator, bathrooms, and exterior doors (lock doors if appropriate).
2. Put out yellow caution tape around doors to prevent people from entering into the building.
1.7. If Benson Memorial Center Complex is able to be occupied then place a rolling bulletin board adjacent to the
Information Desk for official university information.
Responsible: Events Planning Manager: Operations to assign.
1. Place rolling bulletin board(s) in Paseo adjacent to Information Desk.
2. If Benson Memorial Center is unable to be occupied then place rolling bulletin boards on the north side
near Donohoe Fountain.
1.8. Once information is known, then make a telephone recording and place the telephone system on automatic
response.
Responsible: Event Planning Manager: Operations.
1.9. Official University Statements only come from the Communication office. Don’t pass along rumors.
Responsible: All.
1.10. On a monthly basis, the last working night of the month, the following is to be checked, tested, and certified
for readiness:
Responsible: Event Planning Manager: Operations. Once check sheet is completed and signed then it is placed
in Directors mailbox.
1. All signage
2. Radio, test batteries
3. Blanket
4. First Aid Kit
5. Yellow Caution Tape
6. Duct Tape
7. Flashlights (minimum of 6) and batteries
8. Bull Horn
1.11. On a month basis, each office manager is responsible for the following:
1. Assistant Director: Event Planning Office.
2. Event Planning Manager: Operations: Information Desk.
A. Flashlight for each person with batteries.
B. Emergency Aid Pack.
1.12. The use of the Williman Room as a temporary food serving areas for around the clock employees.
Responsible: University Food Service General Manager and Benson Memorial Center Director.
1.13. Updating information.
Responsible: Event Planning Manager: Operations.
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1. Rolling Bulletin Board.
2. Information Desk.
1.14. Moving the Emergency Aid Pack.
Responsible: Event Planning Manager: Operations.
1. Move the Emergency Aid Pack to the location of where the staff is meeting.
1.15. Setting up communication flow with Communication Center.
Responsible: Event Planning Manager: Operations.
1. Computer set to University Web Site.
2. FAX machine.
1.16 Never put yourself into danger.
Responsible: All.
1.17 . Stock Emergency Aid Kit, replace missing signage, and maintain appropriate checklists.
Responsible: Event Planning Manager: Operations.
1.18. Testing and maintaining Emergency Generator.
Responsible: Facilities Department.
Section 2: Assume Partial Staff (off-hours)
2.1. Call Director, Benson Memorial Center and Event Planning Manager, Operations.
Responsible: Student Building Manager.
2.2. Report to Facilities Building for briefing.
Responsible: None stay with Benson Memorial Center.
2.3. Coordinate, assign, and Staff Information Desk:
1. Student Building Manager
2. Remainder of Student Staff
2.4. Making the following assignments:
Responsible: Student Building Manager.
1. Check Elevator / Check First Floor
D. Evacuate all events
+ Lock Doors of reservable rooms
E. Evacuate all people from the building
F. If people are trapped in the elevator, acknowledge them, and contact Campus Safety Services.
2. Check Basement
3. Check Second Floor
4. Check Shapell Lounge
5. Check Campus Bookstore (Bookstore staff may have already done so)
2.5. Assume that Food Service is operating under their plan and they are securing food service areas and as
necessary alter food serving hours and / or menu.
Responsible: University Food Service General Manager.
2.6. Assume Campus Safety Service will turn off alarm system if it’s ringing.
Responsible: Student Building Manager to call / meet Campus Safety Services Officer.
2.7. Once Benson Memorial Center Complex is evacuated and it is safe for staff (only) to return. As
appropriate:
Responsible: Student Building Manager to Coordinate, assistance from Student Staff.
1. Put signs on elevator, bathrooms, and exterior doors (lock doors if appropriate).
2. Put out yellow caution tape around doors to prevent people from entering into the building.
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2.8. If Benson Memorial Center Complex is able to be occupied then place a rolling bulletin board adjacent to
the Information Desk for official university information.
Responsible: Student Building Manager to assign.
2.9. Once information is known, then make a telephone recording and place the telephone system on automatic
response.
Responsible: Director.
2.10. Official University Statements only come from the Communication office. Don’t pass along rumors.
Responsible: All.
2.11. The use of the Williman Room as a temporary food serving areas for around the clock employees.
Responsible: University Food Service General Manager.
2.12. Updating information.
Responsible: Student Building Manager.
1. Rolling Bulletin Board.
2. Information Desk.
2.13. Moving the Emergency Aid Pack.
Responsible: Student Building Manager.
1. Move the pack to the location of where the staff is meeting.
2.14. Setting up communication flow with Communication Center.
Responsible: Director or Building Manager.
1. Computer set to University Web Site.
2. FAX machine.
2.15. Never put yourself into danger.
Responsible: All.
Section 3. Natural Gas
The curtailment and / or shut-off of natural gas affects the following:
1. Domestic Hot Water (“the boiler”)
2. Cooking Capabilities
3. Heat
3.1 Full Natural Gas Supply
1. Assume full cooking and heating capabilities.
2. May mean some curtailment of food hours.
3. Events can go on as scheduled.
3.2. Reduced Natural Gas Supply No heating
1. May mean some curtailment of food serving hours.
2. Begin canceling scheduled events if there is no heating in the building.
3.3. No Natural Gas
1. Food Service hours will be limited.
2. All events will be cancelled.
3. Building may be closed (except during food serving hours).