Base Plan. Tulsa Community College. Emergency Operations Plan. August 16, Tulsa Community College Tulsa, OK. CK Consulting

Transcription

1 Base Plan August 16, 2016 Tulsa, OK CK Consulting 1

2 Promulgation Statement To: Subject: All Departments, Offices and Operating Units Promulgation October 1, 2015 In order to preserve and advance s critical teaching and public service programs, a stable and secure infrastructure of services and administration is essential. For normal day-to-day operations, the college provides these services centrally and through administrative structures in its campuses, departments, and operating units. However, in times of extreme emergency, widespread disruption, and/or life-threatening crises, critical functional units of the college must work together under central coordination to protect and preserve the highest priorities of life, safety, property, and restoration while continuing to fulfill the ongoing mission to students and the community. These priorities become the interim mission of. The TCC Emergency Operations Center is the key central communication function that will connect the various functional units with decision-makers and assistance. Founded on the priorities and operational concepts of emergency management, the Tulsa Community College has been prepared primarily for the Campus Response Teams, the College-wide Emergency Management Team, and those in various departments with specific emergency responsibilities. While it serves the college as a whole, the plan is a management guide for those with key assignments and responsibilities during emergency activations. It supports those who manage emergencies on campus and who must keep the business side of the college functional; it supports those who must restore college activities. This is not the end of emergency planning; it is just the beginning. College and department preparedness, connecting to municipal, county, and state first responders, and practicing what to do in a real-life emergency through exercises and drills are just some of the next steps we anticipate. Therefore, in recognition of the emergency management responsibilities of Tulsa Community College and with the authority vested in me as the Chief Executive Officer of, I hereby promulgate the Emergency Operations Plan. Dr. Leigh B. Goodson President, 2

3 Record of Changes Change # Date Part Affected Date Posted Who Posted Please contact the Director of Public Safety/Police with any changes that need to be made to the plan. A public version of this plan can be found on the Public Safety website at 3

4 Record of Distribution Plan # Office/Department Representative Signature 4

5 Table of Contents Purpose, Situation Overview, Planning Assumptions 7 Concept of Operations 17 A. Emergency Management Phases and Definitions 17 B. General Organization 18 C. Assignments and Responsibilities 26 Information Collection, Analysis and Dissemination 29 Training and Exercises 30 Plan Development and Maintenance 30 D. Local, State and Federal Assistance 32 Authorities and References 34 Glossary of Terms Frequently Used Acronyms Functional Annexes and Appendices Functional annexes focus on critical operational functions and the courses of action developed to carry them out. Annex A Command and Control Appendix 1: TCC Emergency Services Organization Tab A Organization of the Campus Response Team Tab B Organization of the College-wide Emergency Management Team Tab C Organization of the Executive Policy Group Appendix 2: National Incident Management System Appendix 3: EOC Activation Checklist Appendix 4: External Supporters Contact Information Appendix 5: Campus Response Team Guidelines Annex B Communications and Notifications Appendix 1: Internal Warnings, Notifications, and Alerts Appendix 2: Emergency Public Information Appendix 3: News Media Organizations Appendix 4: Media Access Annex C Building Emergency Response Plan Appendix 1: Building Evacuation Appendix 2: Shelter-in-Place Appendix 3: Lockdown Appendix 4: Lockout Annex D Damage Assessment Annex E Health and Medical Annex F Campus Restoration and Recovery Appendix 1: Managing and Coordinating Mutual Aid Agreements Appendix 2: Activating Emergency Standby Contracts Appendix 3: Public Works and Engineering 5

6 Appendix 4: Utilities Electric Appendix 5: Utilities Sewer Appendix 6: Utilities Water Annex G Resource Management Annex H Counseling and Mental Health Annex I Administration, Finance, and Logistics Hazard Annexes and Appendices The Hazard Annexes and Appendices describe the course of action unique to particular threats and hazards. Annex A Severe Weather Appendix 1: Winter Weather Snow Storm and Ice Storm Appendix 2: Severe Weather Thunderstorm, Tornado, High Winds, and Microburst Appendix 3: Floods/flashfloods Annex B Failure of Utilities Appendix 1: Power Failure Appendix 2: Sewer Failure Appendix 3: Water Supply Failure Appendix 4: HVAC Failure Annex C Fire/Explosion Appendix 1: Wildire Appendix 2: Urban Fire Appendix 3: Bomb Threat Appendix 4: Explosion Annex D Earthquake Annex E Information Technology/Telecommunications Appendix 1: Information/Mass Communications Failure Appendix 2: IT Infrastructure Failure Annex F Public Health Emergency Appendix 1: Pandemic Appendix 2: Biohazard Appendix 3: Zoonotic Diseases Annex G Hazardous Materials Annex H Campus Violence Appendix 1: Active Shooter Appendix 2: Hostage Situation Appendix 3: Abduction Appendix 4: Hate Crime Appendix 5: Civil Disturbance 6

7 Purpose, Scope, Situation, and Assumptions A. Purpose It is the purpose of this plan to define the actions and roles necessary to provide a coordinated response within the campuses and the Conference Center of Tulsa Community College. The (EOP) identifies the college s emergency planning, organization, and response policies and procedures. The plan also addresses the integration and coordination with other governmental levels and response agencies when required. The planning incorporates formal adoption of National Incident Management System (NIMS) principles and approaches for training and exercises. With guidance from the U.S. Department of Homeland Security Presidential Directives, the Oklahoma Emergency Planning Guidance, and the Guide for Developing High Quality s for Institutions of Higher Education, the five phases of emergency management allow for continuous preparation, prevention, response, recovery, and mitigation that allow the college to continue its mission. This plan provides guidance to the Campus Response Teams on each campus and the College-wide Emergency Management Team at the Conference Center with a general concept of potential emergency assignments before, during, and after emergency incidents. It also provides for the systematic integration of emergency resources when activated. Management procedures are outlined in this basic plan. This EOP assigns roles and responsibilities for emergency response efforts and critical support services to specific departments and positions. It also provides a management structure for coordinating and deploying essential resources. Since an emergency may be sudden and without warning, the EOP is flexible in order to accommodate emergency incidents that vary in type, scope, and intensity. B. Scope This plan applies to emergency and disaster response by Tulsa Community College Campus Police and the Campus Response Teams within the TCC campuses and Conference Center, including the following Tulsa locations: Metro Campus: 909 South Boston Avenue, Tulsa, Oklahoma Northeast Campus: 3727 East Apache Street, Tulsa, Oklahoma Southeast Campus: East 81 st Street, Tulsa, Oklahoma West Campus: 7505 W. 41 st Street South, Tulsa, Oklahoma Conference Center: 6111 East Skelly Drive, Tulsa, Oklahoma

8 It also applies to various TCC departments, dependent on the scope and type of disaster. See Functional Annexes and Hazard Annexes at the end of this document. For more detailed information, see each specific Campus Emergency Operations Plan. C. Situation Overview 1. Characteristics (TCC), formerly known as Tulsa Junior College, was founded in 1970 to serve Tulsa, Oklahoma and the surrounding community. It is the largest two-year college in Oklahoma. As of May, 2015, it serves 29,398 students per semester in credit and continuing education classes. TCC consists of four main campuses, multiple community sites and a conference center situated throughout the Tulsa metropolitan area. The college employs about 2,712 people. Tulsa is situated near the heart of Tornado Alley and has a temperate humid subtropical climate with a yearly average temperature of 60.8 F and an average precipitation of 42.4 inches. Naturally, weather patterns vary by season with occasional extremes in heat, cold, and rainfall. The highest recorded temperature recorded was 115 F on August 10, During the spring and early summer, the city is susceptible to severe thunderstorms containing large hail, damaging winds, flashfloods, and occasionally tornadoes. Triple digit temperatures are observed on average 11 days per annum, sometimes exceeding 105 F from July to early September, usually accompanied by high humidity brought in by southerly winds. The autumn season is usually short, consisting of pleasant, sunny days, followed by cool nights. Winter temperatures, while generally mild, dip below 10 F on 3.3 nights, and occasionally into the sub-0 F range, including a -12 F reading on February 10, 2011; annual snowfall averages 10.4 inches. The occasional ice storm, sleet and snow may result in great damage however, as well as power outages. A winter storm is more likely to interrupt power than a tornado. Oklahoma has more presidential disaster declarations and suffers more missed school due to winter storms than any other disaster. 2. Hazard Profile a. Potential Hazards Tulsa is subject to the effects of many disasters, varying widely in type and magnitude. 8

9 Disaster conditions could be a result of a number of natural phenomena such as earthquakes, floods, severe thunderstorms, high water, drought, severe winter weather, fires (including urban, grass, and wildfires), epidemics, severe heat or high winds, including tornadoes and microbursts. Apart from natural disasters, Tulsa is subject to a myriad of other disaster contingencies such as derailments, aircraft accidents, transportation accidents involving chemicals and other hazardous materials, plant explosions, chemical oil and other hazardous material spills, leaks or pollution problems, utility service interruptions, energy shortages, civil disturbances or riots, terrorism, applicable criminal acts, or a combination of any of these. The four Tulsa campuses are spread throughout the community s geographical area. The Conference Center is located in what is known as Tulsa s Midtown area. While each campus may have their own specific hazards due to its specific location, they all share some common hazards, partially due to their location in this region of Oklahoma. Some hazards are more likely than others, and some campuses may be more vulnerable to some than others. Those shared hazards (natural and man-made) include: Severe winter weather Ice storms Power outages Severe thunderstorms Severe winds Tornadoes Microbursts Floods/flashfloods Fire Wildfire Earthquake Explosion Public Health b. Hazard Assessment As part of a campus by campus hazard assessment conducted in participation with local campus response teams, a site specific potential hazards inventory was created. The inventory for each campus is shown below. Graphical information is also provided indicated the types of 9

10 potential hazards noted by each campus. Hazards are not listed in order of probability: Metro Campus: Natural Events Severe thunderstorm Tornado Severe winter storm (snow/ice) Earthquake Public health emergency (flu) Technological Events Information/Mass communication systems failure Power outage Sewer failure Water supply failure IT infrastructure failure Human Caused Events Crosswalks and traffic safety Workplace violence Hazardous material exposure (internal and external) Civil disturbance Fire, internal Bomb/biohazard threat Public health emergency (biohazards) Disruptive computer system hacking Northeast Campus: Natural Events Severe winter storm (snow/ice) Earthquake (minor) Severe thunderstorm Tornado Technological Events Power outage Information/Mass communication systems failure IT Infrastructure failure Fire alarm failure Flood, internal Human Caused Events 10

11 Hazard materials exposure (nearby railroad transports many chemicals) Bomb or bomb threat Workplace violence Terrorism (including biological, chemical, and radioactive weapons) Fire, internal Southeast Campus Natural Events Tornado Severe winter storm (snow/ice) Severe thunderstorm Earthquake Flood Fire, urban Public health emergency (flu) Technological Events Information/Mass communication systems failure Power outage Natural gas failure Water supply failure Sewer failure IT infrastructure failure HVAC failure Human Caused Events Workplace violence Fire, internal Public health emergency (biohazards) Bomb or bomb threat Disruptive computer hacking Public event disturbance Fire West Campus Natural Events Tornado Earthquake Severe winter storm (snow/ice) Wildfire Zoonotic diseases (diseases transmitted from animals to humans) 11

12 Public health emergency (flu) Technological Events Electric failure Water supply failure Human Caused Events Active shooter Bomb or bomb threat Public health emergency (biohazards) Workplace violence Civil unrest (labor action, animal rights activists) 12

13 4 Natural Events West Southeast Northeast Metro 4 Technological Events West Southeast Northeast Metro 13

14 4 Human Caused Events West Southeast Northeast Metro c. Terrorism Human caused events include incidents that are both accidental and criminally driven, and may include terrorism. It may take time for law enforcement to determine that a fire, explosion, biological event, technological event, or active shooter event is a product of terrorism. The TCC Campus Response Teams and College-wide Emergency Management Team will respond in a manner that is independent of an incident s underlying cause or agenda. In the case that an incident is determined to be a terrorist event, the FBI will have operational jurisdiction, and the College will be led by the federal authorities. If the event is a presidentially declared disaster or part of a presidentially declared disaster, FEMA may assist with the recovery. If You See Something, Say Something. The Department of Homeland Security has initiated a public awareness campaign called If You See Something, Say Something. Informed, alert students and campus employees can play a critical role in keeping TCC safe. Students and campus employees should be encouraged to report to Campus Police any behavior that doesn t seem quite right. Campus Police will investigate, and if necessary, report suspicious behavior to local law enforcement. 14

15 TCC students and employees should be instructed to describe specifically what they observe, including: what or who they saw when they saw it where it occurred why it is suspicious If You See Something, Say Something campaign materials, including video and radio PSAs, can be downloaded from D. Planning Assumptions Emergency planning requires a commonly accepted set of assumed operational conditions that provide a foundation for establishing protocols and procedures. These assumptions are called planning assumptions, and the standard practice is to base planning on the worst-case conditions. 1. The college will need to conduct its own rapid damage assessment, situation analysis, and deployment of on-site resources and management of emergency operations on campus, from the campus Emergency Operations Center (EOC) while emergency conditions exist. 2. Communication and exchange of information will be one of the highest priority operations at the campus EOC. The internet and other technology-based services may not be available. In an event where first responders arrive and set up an Incident Command Post, the EOC will receive timely and accurate information from Incident Command, enabling them to better manage the college operations throughout the event. 3. Effective prediction and warning systems have been established by Tulsa Area Emergency Management Agency (TAEMA) and the National Weather Service (NWS) in Tulsa, as well as the Oklahoma Emergency Management Agency. These warning systems make it possible to anticipate certain disaster situations that may occur throughout the Tulsa area, and that may affect one or more TCC campuses. 4. It is assumed that any of the disaster contingencies could individually, or in combination, cause a grave emergency situation for one or more TCC campuses. It is also assumed that these contingencies will vary in scope and intensity, from an area in which devastation is isolated and limited (affecting one campus) to one that is wide-ranging and extremely devastating (affecting multiple campuses). For this reason, planning efforts are made as general as possible so 15

16 that great latitude is available in their application, considering they could occur in several campus locations simultaneously. 5. Initial actions to mitigate the effects of emergency situations or potential disaster conditions will be conducted as soon as possible by the TCC Campus Response Teams, possibly in coordination with local government. 6. Because TCC is spread out with four campuses located throughout the city, as well as the Conference Center on Skelly Drive, they have the ability to support each other during a disaster, making the College more self-sufficient and less likely to need to call for support to one of their many partners in mutual aid agreements. However, in the event that TCC determines their own resources to be insufficient, assistance to the affected campuses by other entities such as other universities or schools is expected to supplement the efforts of the affected campuses in an efficient, effective, and coordinated response. 7. Federal and state disaster assistance, when provided, will supplement, not substitute relief from insurance and/or other TCC resources. 8. It is the responsibility of college leadership under this plan to provide for the safety and welfare of anyone on campus property, and to continue the college mission to provide academic training and contribute to the well-being of the community. 9. When the college receives a request to assist those with whom they may have Mutual Aid Agreements, or other universities or schools, reasonable actions will be taken to provide the assistance requested. 10. Terrorist attacks may be directed at government facilities, public and private institutions, business or industry, transportation, and individuals or groups. This of course includes institutions of higher learning such as TCC. Such acts may involve arson, active shooter events, and bombings, including the use of chemicals, biological agents, radiological dispersion devices, or nuclear detonations. 11. Terrorist attacks might be preceded by a threat, or there may be no threat or advance warning. An attack might appear to be an ordinary accident at first. An attack at one TCC location might be followed by attacks at other locations. They may be accompanied by fire, explosion, or other acts of sabotage. 12. There may be secondary devices designed to attract and injure police, fire, and other emergency responders. 16

17 13. Effective response to chemical, biological, radiological and high yield explosives should be left to the authority and expertise of those emergency responders who are highly trained and equipped to deal with explosives. Responses to specific hazards are outlined in the Hazard Annexes and Appendices as attachments to the Base Plan. The Hazard Annexes and Appendices describe the course of action unique to particular threats and hazards. 17

18 I. Concept of Operations This plan identifies the functional groups, management structure, key responsibilities, emergency assignments and general procedures to follow during emergency conditions. The plan is activated whenever emergency conditions exist in which normal operations cannot be performed and immediate action is required to: Serve and protect lives Coordinate communications Prevent damage to the environment, systems, and property Provide essential services Temporarily assign college staff to perform emergency work Invoke emergency authorization to procure and allocate resources Activate and staff the Emergency Operations Center(s) The following crisis levels have been established in order to guide TCC on EOC activation. Low Level Emergency is a minor emergency that results in minor injuries or minor damage to facilities and affects a single, localized area of the campus. Normal college response services that may be considered to be part of daily tasks or responsibilities will be capable of managing the incident without activation of an Emergency Operations Center. Medium Level Emergency is a major emergency that is larger in scope and intensity and more severe in actual or potential impact than a Low Level Emergency. Medium Level incidents will likely require activation of a Campus Response Team EOC. Coordination between two or more departments may be required for an effective response to the incident. The incident may result in significant damages to college facilities or severe injury to members of the campus community. A Medium Level incident may affect one or more areas of the campus. A Medium Level emergency involves: A disruption of College activities, but not likely to be long term The implementation of a building evacuation or shelter-in-place College-wide warning and public instruction Assistance from local response agencies and contractors High Level Emergency is a disaster involving the occurrence or threat of significant casualties and/or widespread property damage that is beyond the capabilities of the college and local government to handle. It will require the activation of one or more Campus Response Team EOCs, and possibly the activation of the College-Wide Emergency Management Team. A High Level incident may result in major damage to several facilities or multiple campuses, mass casualties, and severe injury to members of the campus community. The 18

19 incident will not be localized to a single area, but will affect the entire campus, and possibly multiple campuses. The college may need to request assistance from several external support teams at the local, state, and federal level in order to properly respond. A High Level emergency includes: A substantial disruption of college functions and is likely to be long term The implementation of large-scale evacuation or shelter-in-place and implementation of temporary shelter and mass care operations Community-wide warnings and public instructions A. Emergency Management Missions and Definitions This plan attempts to be all-inclusive in combining the five missions of emergency management. Those missions, as defined by the Federal Emergency Management Agency, are: 1. Mitigation Those activities which eliminate or reduce the probability of disaster or lessen the impact to life and property 2. Prevention Those actions taken to avoid an incident or to intervene, to stop an incident from occurring, with a focus on deterrence operations and surveillance systems to stop an incident before it happens 3. Preparedness Those activities that government, organizations, and individuals develop to save lives and minimize damage 4. Response To prevent loss of lives and property and provide emergency assistance 5. Recovery Short and long-term activities which return the community to normal or with improved standards B. General Organization Command and Control The final responsibility for all College emergency management belongs to the Executive Policy/College-wide Emergency Management Team. This group is the decision-making group for all policy level decisions. During response operations, the members of the policy group will act in concert with and advise the activities of the entire response organization through the Campus Response Teams. They will also be available to the students, staff, faculty, and the public to address nonroutine matters. 1. The Director of Public Safety/Police is responsible for coordinating the emergency management program. The Director makes routine decisions and advises the Campus Response Team. The Campus Response will advise the 19

20 Policy Group on operational options when major decisions are required of that body. In the event of activation of the College-wide Emergency Management Team, the Director advises the College-wide Management Team, who notifies the Policy Group. The Director acts as liaison with other local, county, state, and federal emergency management agencies, and is responsible for activating the Campus Response Teams if they have not already self-activated due to an emergency or disaster. 2. The Vice President for Administration works with the Director of Public Safety/Police in establishing objectives and policies for emergency management and providing general guidance for disaster response and recovery operations. During emergencies or disasters, these responsibilities may be carried out by the Campus Response Teams. 3. The Campus EOC will be activated by the Campus Provost or a designee. The College-wide Emergency Management Team EOC will be activated by the Vice President for Administration. 4. The Director of Public Safety/Police or a designee, in conjunction with the Vice President for Administration and the Campus Response Team, will provide overall direction of the response activities of all departments. During major emergencies or disasters, these responsibilities may be carried out from the EOC. 5. The Executive Policy Group will be managed by the Office of the President. The College-wide Emergency Management Team EOC will be managed by the Vice President for Administration or a designee. 6. The Incident Commander (First on scene, then replaced by responding emergency personnel Tulsa Fire, Police, EMS, Sheriff s office) will manage the emergency at an event site, then from an established Incident Command Post. 7. During emergency operations, department heads will retain administrative and policy control over their employees and equipment. However, personnel and equipment will carry out mission-assignments directed by the Incident Commander via the Director of Public Safety/Police. Department supervisors will retain control of their employees and equipment during response operations. Each department supervisor is responsible for fulfilling their responsibilities as stated in this Basic Plan and the annexes thereto. 8. If s own resources are insufficient or inappropriate to deal with an emergency situation, assistance from other organizations, law 20

21 enforcement, fire, emergency medical services, local emergency management, or the state may be requested. The process for requesting local, state, or federal assistance is covered in the Local, State, Federal, and Other Assistance section of this plan. 9. In accordance with the Homeland Security Presidential Directive 5 (HSPD-5), all departments and groups having responsibilities delineated in this EOP will use NIMS. This system will allow proper and effective coordination among local, state, and federal organizations. 10. The Incident Command System (ICS), as a part of NIMS, will enable effective and efficient incident management by integrating a combination of facilities, equipment, personnel, procedures, and communications operating with a common organizational structure. All on-scene management of incidents will be conducted using the Incident Command System. A list of External Support Resources along with contact information can be found in Annex A. Appendix 4. During emergency situations, the normal organizational arrangements for campus departments and agencies are modified to facilitate emergency operations. The College s emergency organization system includes a Campus Response Team for each campus, an activated Emergency Operations Center (EOC) a College-wide Emergency Management Team, and an Executive Policy Group. In an emergency requiring the assistance of local first responders, there will also be an Incident Command Post led by an Incident Commander. Campus Response Teams Each campus has an on-site emergency management team called a Campus Response Team. Each Campus Response Team is trained in National Incident Management System/Incident Command System (NIMS/ICS) principles. Each Campus Response Team works from a small Emergency Operations Center (EOC) from where they manage the College s emergency response (in cooperation with local responders in the Incident Command Post when necessary). Each Campus Response Team is made up of the following: Provost (Chair) Dean of Student Services Facilities Manager Director of ACS 21

22 Campus Police Supervisor Student Health Services Supervisor Lead Engineer Associate Dean Specialty Area For more information about roles and responsibilities of Campus Response Teams, refer to Functional Annex A, Appendix 1, Tab C. Emergency Operations Centers (EOC) The purpose of the EOC is to coordinate response to major emergencies at TCC, and to assist and facilitate the Incident Commander in providing resolution to the incident. Additionally, the EOC provides information for the support functions of the Campus Response Teams and the College-wide Emergency Management Team to facilitate crisis response and recovery, as well as communicating with those staffing the Executive Policy Group. It must be emphasized that the role of the EOC is not to manage the initial response to an incident. These activities (isolate, contain, and neutralize) are managed by the appropriate emergency responder s incident commander at the scene of the incident during the initial emergency. Each campus has a primary EOC location and a secondary EOC location. The EOC is where the Campus Response Teams meet to manage the event. In the event that one campus location is not functional, the secondary site will be used. The secondary site will be reported to College administration and Emergency/Resource units. Each campus EOC is located in the following areas: Metro Campus: Primary: Provost s office, MC-1023A Secondary: Center for Creativity Telepresence Room, MC Southeast Campus: Primary: Boardroom, Room 1301 Secondary: Building 8, Nursing Classroom Northeast Campus: Primary: Provost Conference Room, A108 Secondary: Training Center for Campus Police, ET 102 West Campus: Primary: S 164 (Science and Math Building Conference Room) 22

23 Secondary: VT 100-c (Vet Tech Conference Room) Conference Center: Primary: CC 624 Secondary: CC 211/213 See Functional Annex A, Appendix 3 for the EOC Activation Checklist. Note: In an event of major impact on the community in which one or more of TCC s campuses are significantly damaged or otherwise affected, and the TAEMA EOC is activated, the College may be requested to send a representative to the County EOC. This representative will be the College President or a designee, and will have authority to make decisions on behalf of TCC. College-wide Emergency Management Team In a College-wide emergency where more than one Campus Response Team may be activated, the College-wide Emergency Management Team will activate and take up their posts in the Emergency Operations Center in Room 624 at the Conference Center. When the incident is too large for the campus to manage, the College-wide Emergency Management Team will be activated to provide guidance to all activated Campus Response Teams, and to act as a conduit of information between the Incident Command Post, the Campus Response Teams and the Executive Policy Group. The College-wide Emergency Management Team is made up of the following: Associate Vice President of Enrollment Management Director of Physical Facilities Campus Public Safety (Chief) Director of Marketing Director of Purchasing/Inventory Control Director of Administrative Services Director of Finance Assistant Director of Human Resources Lieutenant assigned to Conference Center *Provost *Dean of Students *Student Health Services Supervisor 23

24 *A rep from a campus that is not involved in the incident Executive Policy Group The Executive Policy Group makes all policy level decisions and is the executive head of the Campus Response Teams and the College-wide Emergency Management Team. During response operations, the members of the policy group will act in concert with and advise the activities of the entire response organization through the Campus Response Teams or the College-wide Emergency Management Team. They will also be available to the students, staff, faculty, and the public to address non-routine matters. The Executive Policy Group ensures an annual review of this plan is conducted by all TCC employees involved in its execution. The Director of Public Safety/Police will coordinate this review and any plan revision and distribution found necessary. During a disaster, the Policy Group bears final responsibility for all College emergency management. The Executive Policy Group is made up of the following: The President and CEO of Senior Advisor to the President & Board Liaison Executive Vice President Chief Financial Officer Vice President for Administration Vice President of External Affairs Associate Vice President Student Affairs Chief Human Resources Officer Incident Command Post The Incident Commander is the person at the scene of the crisis who will also be in charge of the emergency response. Different individuals will take on the role of the Incident Commander, depending on the type of crisis and the level of severity. If the emergency requires a lead by law enforcement, then the Incident Commander will be a member of law enforcement. If the emergency requires a lead by the Tulsa Fire Department (TFD), then the Incident Commander will be a member of TFD. The Incident Command Post will keep the Campus Response Teams or the College-wide Emergency Management Team continuously apprised of all information necessary for managing the College response. Notifications and Warnings Upon notification of a campus emergency, the Campus Police shall initiate this specific to the nature of the emergency. The 24

25 campus-wide shall be activated from the Office of the Campus Police. If a community siren sounds, the Campus Police will initiate the appropriate procedures without referring to the next level of supervision. Community Sirens Tulsa County outdoor sirens warn about tornadoes, chemical releases, and military attacks. An additional warning, unique to the Tulsa area, warns of impending flooding that is not part of the federal guidelines for siren warning systems. Each Wednesday at noon, if the weather is pleasant, the sirens are audibly tested, and silently tested every other day. If the weather is not pleasant, the sirens are tested silently. The test sirens are one minute in length. Actual warning sirens are three minutes in length.. Three Warning Sounds Tornado/Chemical Release: A three-minute steady tone warns of approaching tornadoes and of chemical releases into the atmosphere. It is a one-note tone. You may hear an increase or decrease in volume that is due to a change of wind direction or speed. Hearing this steady one-note tone during pleasant weather may indicate a hazardous materials release. This may be due to industrial or transportation accidents. The College s vulnerability to a hazardous materials release will depend on several variables, including the material involved, wind and weather conditions, and the size of the area affected. Upon hearing the tornado or chemical release siren, seek shelter and tune in to local broadcast outlets for additional information. Nuclear Attack: The nuclear attack siren is a three-minute wavering tone that sounds like the wailing sound of many police and fire vehicles on emergency runs. Upon hearing the nuclear attack siren, seek shelter and tune in to local broadcast outlets for additional information. Impending Flooding: The siren sound warning of impending flooding sounds like the high-low tones used by many European ambulances and police vehicles on emergency runs. 25

26 On hearing the flood warning, access local media for further information. Anyone leaving the College campuses should avoid low-lying areas, or any areas where flooding is likely. Drive with caution and avoid driving on roadways covered with water. The warning system includes local news media, NOAA Weather Radios, and Wireless Emergency Alert Services on cell phones. If a community siren sounds, the campus police will initiate the appropriate procedures without referring to the next level of supervision. There are 228 sirens spread throughout Tulsa County, including the following cities: Berryhill (2) Bixby (14) Broken Arrow (54) Collinsville (7) Glenpool (8) Jenks (10) Liberty Mounds (1) Owasso (15) Sand Springs (19) Skiatook (7) Sperry (5) Tulsa (92) Evacuation The signal to evacuate buildings is via strobe light, message over intercom, and the fire alarm system. Once an alarm has been sounded, or the voice message indicates there is an emergency, all persons shall leave the work spaces as quickly as possible. See campus-specific maps for general evacuation routes. The Campus Response Team and College-wide Emergency Management Team will be notified when a critical incident is impending, probable, or has occurred. C. Assignment of Responsibilities For most emergency functions, successful operations require a coordinated effort from a number of departments, offices and groups. To facilitate a coordinated effort, College officials, departments, and other personnel are 26

27 assigned primary responsibility for planning and coordinating specific emergency functions. Primary responsibility for an emergency function will be assigned to an individual from the department or office that has responsibility for that function or possesses the most appropriate knowledge and skills. Other College officials, departments, or persons may be assigned support responsibilities for specific emergency functions. The individual having primary responsibility for an emergency function is normally responsible for coordinating preparation of and maintaining that portion of the emergency plan that addresses that function. In addition to the general responsibilities listed in this section, specific responsibilities can be found in the annexes to this plan. Individuals with such responsibilities include: Vice President for Administration Vice President External Affairs Chief Human Resources Officer Director of Public Safety/Police Dean of Student Services Dean of Continuing Education Director Administrative Services Director Physical Facilities Director Purchasing/Inventory Control Campus Police Supervisors Campus Safety Compliance Coordinator Student Health Services Supervisor Engineer Supervisor Emergency functions include the following: Building Evacuation/Shelter-in-place Function Primary responsibility for development of evacuation and shelter-inplace processes is assigned to the Director of Physical Facilities who will maintain the Building Emergency Plan Annex to this Plan and supporting SOPs. The main role of the Director for Physical Facilities is to coordinate campus assistance for restoration of building services and to facilitate emergency building repairs as needed. Campus Alert Functions Primary responsibility for these functions is assigned to Campus Police Dispatch as supervised by the Director of Public Safety/Police. Campus Evacuation Functions Primary responsibility for these functions is assigned to the Director of for Physical Facilities, working with the Director of Public Safety/Police, 27

28 who will prepare and maintain the Evacuation Annex of this plan and supporting Standard Operating Procedures. Campus Response Teams Primary responsibility for this function is assigned to the Campus Provost. Campus Response Team members include the Director of ACS, Director Public Safety/Police, Campus Police Supervisors, Dean of Students, Student Health Services Supervisor, Facility Manager, Engineer Supervisor, and Safety Coordinator who will prepare and maintain the supporting Standard Operating Procedures. Communications Functions Primary responsibility for these functions is assigned to the Vice President External Affairs who will prepare and maintain the Communications Annex of this plan and supporting standard operating procedures. Counseling and Mental Health Functions Primary responsibility for this function is assigned to the Chief Human Resources Officer (employees) and the AVP of Student Affairs (students) who will prepare and maintain the supporting Standard Operating Procedures. Firefighting Functions Primary responsibility for this function is assigned to the Tulsa Fire Department, or local fire department jurisdiction. Hazard Mitigation Functions Primary responsibility for this function is assigned to the Director of Facilities, while working with the Campus Safety/Compliance Coordinator, and the Director of Public Safety/Police who will prepare and maintain the supporting Standard Operating Procedures. Hazardous Materials Function The primary responsibility for this function is assigned to the Campus Safety/Compliance Coordinator, in coordination with the Director of Public Safety/Police, Campus Police Supervisors, and Tulsa Fire Departments HAZMAT Unit, who will prepare and maintain the HAZMAT Response Annex of this plan and supporting Standard Operating Procedures. Health and Medical Function Primary responsibility for health and medical service functions is assigned to the Student Health Services Supervisors, in coordination with the Dean of Student Services who will prepare the Health and Medical Services Annex of this plan and supporting Standard Operating Procedures. Law Enforcement Functions 28

29 Primary responsibility for these functions is assigned to the Director of Public Safety/Police and the Campus Police Supervisors, in coordination with other law enforcement agencies who will prepare and maintain the Law Enforcement Annex of this plan and supporting Standard Operating Procedures. Public Works and Engineering Functions Primary responsibility for these functions is assigned to the Director of Physical Facilities who will prepare and maintain supporting Standard Operating Procedures. Many of the task listed in the Public Works and Engineering Annex may require outside contracted assistance, but is the responsibility of the Director of Physical Facilities. Resource Management Functions Primary responsibility for this function is assigned to the Associate Vice President for Human Resources, while working with the Director for Physical Facilities and Director of Purchasing and Inventory, who will prepare and maintain the supporting Standard Operating Procedures. Resources are defined as space, supplies, equipment, and personnel. Restoration and Recovery Functions Primary responsibility for this function is assigned to the Director Physical Facilities and Facility Managers who will prepare and maintain the Restoration and Recovery Annex of this plan and supporting Standard Operating Procedures. Search and Rescue Functions Primary responsibility of this function is assigned to the Tulsa Fire Department or local Fire Department jurisdiction. Terrorist Incident Response Functions Primary responsibility for this function is assigned to the Director of Public Safety/Campus Police and Campus Police Supervisors in coordination with local law enforcement and federal jurisdictions as appropriate, who will prepare and maintain the Terrorist Incident Response Annex of this plan and supporting Standard Operating Procedures. Utilities Functions Primary responsibility for this function is assigned to the Assistant Director Physical Facilities and Campus Facility Managers, and in some cases, in coordination with other departments and/or outside utility companies (ONG, AEP/PSO, community water services, etc., who will prepare and maintain supporting Standard Operating Procedures. Utilities include gas, electric, and water (Telecommunications, including 29

30 campus phones, cable television, and internet access are the responsibility of IT). Responsibilities of all emergency functions will be set out in more detail in Functional Annexes as attachments to the Base Plan. Functional annexes focus on critical operational functions and the courses of action developed to carry them out. Information Collection, Analysis, and Dissemination Disaster information managed by the Incident Command Post is disseminated to the Campus Response Team located in the EOC. These representatives collect information from Incident Command and disseminate that information to the College-wide Emergency Management Team and to their counterparts in the field. The College-wide Emergency Management Team forwards it to the Executive Policy Group. This information can be used to develop courses of action and manage emergency operations. Detailed procedures found within this EOP that identify the type of information needed, where it is expected to come from, who uses the information, how it is shared, the format for providing the information, and specific times the information is needed are maintained at each campus EOC and at the Collegewide Emergency Management Team EOC. Incident Action Plan Response to emergency situations or incidents requires an Incident Action Plan (IAP). Action plans are the foundation of the Incident Command System, and are referred to in Annex A. Appendix 2, The National Incident Management System. The purpose of an Incident Action Plan is to provide all incident supervisory personnel with directions and guidelines for their actions during the next operational period. Action plans include the measurable, tactical operations to be achieved during that period. An operational period can be any length, but should never be longer than 24 hours. Operational periods may be twelve hours, or even much shorter, such as two- or four-hour periods. The length of an operational period will be based on the needs of the incident and must remain flexible to change over the course of the incident. The planning of an operational period must be done far enough in advance to ensure that requested resources are available when the operational period begins. Large incidents, which involve a partial or full ICS activation, should have 30

31 written incident action plans. Incidents extending through the operational period should also have written incident action plans to ensure continuity due to personnel changes. In an activated Campus EOC, the decision to have a written action plan will be made by Campus Response Team Chair or designee. An oral or written Incident Action Plan is developed with these four essential points: Statement of Objectives: A list or outline of objectives that are appropriate to the overall incident Organization: A description of what parts of the ICS organization will be in place for each operational period Assignments to Accomplish the Objectives: A list or outline of assignments, which are normally prepared for each division or group and include the strategy, tactics, and resources to be used Supporting Materials: A list or guide to additional documents, which may include, for example, a map of the incident, communications plan, medical plan, traffic plan, etc. The action plan must be made known to all incident supervisory personnel. This can be done through briefings, by distributing a written plan prior to the start of the operational period, or by both methods. Training Exercises The TCC Campus Police Department is responsible for developing and providing all training required under NIMS regulations. The Campus Response Team Chair and Co-chair are responsible for providing training for their team, ensuring that all applicable laws are met, and that employees are familiar with and knowledgeable of departments Standard Operating Procedures and the. TCC holds tabletop and functional exercises and drills on a regular basis with at least one exercise occurring on an annual basis. These exercises help prepare College responders in the event an actual emergency response to an incident is required. The Campus Response Team is responsible for developing an exercise schedule covering the exercises to be conducted throughout a given calendar year and reporting that schedule to the Campus Police Department. The Campus Police Department is responsible for sending emergency responders to participate in these exercises. Plan Development and Plan Maintenance 1. Development The Director of Public Safety/Police and Dean of Student Services are responsible for coordinating emergency planning with the assistance of the EOP Task Force. 31

32 2. Maintenance a. Requirements i. The Director of Public Safety/Police will maintain, distribute, and update the plan. The Campus Response Teams will recommend changes and provide updated information periodically (e.g., changes of personnel and available resources) to the Director of Public Safety/Police. Revisions will be forwarded to the EOP Task Force for review. The final document will be distributed internally to the EOP Task Force and Campus Response Teams. A copy will be provided to the Tulsa Area Emergency Management Agency and other responder agencies in accordance with State law. ii. Stakeholders have the responsibility of maintaining internal plans, Standard Operating Procedures, and resource data to ensure prompt and effective response to and recovery from emergencies and disasters. b. Review and Update Review The plan and its appendices will be reviewed annually by the EOP Task Force. The Director for Public Safety/Police will establish a process for the annual review of planning documents by those tasked in the documents, and for preparation and distribution of revisions or changes. Annual Review of the Plan The plan is required by law to be submitted to TAEMA each year by Nov. 1, but TAEMA usually prefers it to be submitted by the time school starts. To that end, an annual review will occur prior to submission. Revisions may be needed: i. When hazard consequences or risk areas change ii. When the concept of operations for emergencies changes iii. When departments, agencies, or groups that perform emergency functions are reorganized and can no longer perform the emergency tasks laid out in planning documents iv. When warning and communications systems change v. When additional emergency resources are obtained through acquisition or agreement, the disposition of existing resources changes or anticipated emergency resources are no longer available vi. When a training exercise or an actual emergency reveals significant deficiencies in existing planning documents 32