Spring 2009 San Diego State University Emergency Management Program

Spring 2009 What is Emergency Management?  Emergency Management is a continuous process. Mitigation Preparedness Response Recovery

Spring 2009 Components of Emergency Management  Mitigation (ongoing) includes activities that reduce or eliminate the impacts to people and property.  Preparedness (ongoing) includes developing plans to ensure the most effective, efficient response to an emergency; taking steps to minimize injuries and damages; and identifying and maintaining resources.  Response (immediate/short term/long term) includes first response in the field from the onset of an emergency or disaster as well campus emergency operations center response to manage the incident from a campus perspective.  Recovery (short term/long term) includes steps to return the campus to normal operations during or as soon as possible following an emergency.

Spring 2009  CSU Executive Order 1013: Directs Campuses to Implement and Maintain an Emergency Management Program  President Weber is the highest level of authority in an emergency; in conjunction with the Provost and Vice Presidents he establishes policy and declares a campus emergency when required  President Weber delegates responsibility to Sally Roush, Vice President for Business and Financial Affairs as the Emergency Operations Executive; in consultation with the President, she directs the activation of our campus Emergency Operations Center and manages/commands the Emergency Operations Center, when activated.  Vice President Roush delegates functional responsibility to campus staff in the Emergency Operations Center.  Our Emergency Management Program is supplemental to our campus administrative policies, procedures, and practices followed during normal university operations. During an emergency, normal departmental reporting lines become invisible and direction may be given under the auspices of the President and Vice Presidents by EOC response team members in fulfillment of their functional responsibility. At the Campus Level

Spring 2009 Focus of this Overview  Mitigation  Preparedness  Response  Recovery

Spring 2009 Campus Emergency Preparedness

Spring 2009 Emergency Operations Plan SDSU has an Emergency Operations Plan in place that documents our emergency management program efforts. Our Preparedness effort begins with a threat assessment to determine potential risks to the campus and local community and with that identifies our campus emergency response and recovery organization and procedures.

Spring 2009 Threat Assessment Threats to the campus include those that have occurred or those that could potentially occur, given our campus characteristics and the surrounding region. Potential threats to the SDSU community include: Earthquake, Fire, Flood, Hazardous Materials Incident, Utility Failure, Physical Threat/Assault, Civil Disorder, Terrorism, Aircraft Incident, or Pandemic

Spring 2009 Preparing to Respond  Maintaining the Campus Emergency Operations Plan (threats, emergency response assignments, mutual aid, emergency supplies, communication resources, or changes at the CSU, state and/or federal level)  Establishing, equipping, and maintaining an Emergency Operations Center  Coordinating efforts among campus emergency response departments (Public Safety, Environmental Health & Safety, and Physical Plant) – most threats to the campus involve the expertise and response of these departments – and the Emergency Operations Center Response teams  Specialized Training, including drills and table top/full scale exercises, for Building Safety Coordinators, Emergency Operations Center response team members, and emergency planning team members on an annual basis  Overview training for the campus community (students, faculty, and staff) on an ongoing basis

Spring 2009 Campus Emergency Response

Spring 2009 Level of Emergency Determines Campus Response The campus Emergency Operations Plan provides for a full emergency response; however, only those sections of the response organization that are required to facilitate the flow of emergency information and resources within and between organization levels are activated. Under the Standardized Emergency Management System, utilized throughout California, a five level emergency response organization has been adopted.

Spring 2009 SEMS Emergency Response Structure Field Response Emergency response personnel and resources, under the command of an appropriate authority, carry out tactical decisions and activities in direct response to an incident or threat. This is the incident level - where the emergency response begins. Local Government Level Local governments include cities, counties, and special districts. Local governments manage and coordinate the overall emergency response and recovery activities among emergency agencies within their jurisdiction. This is the first coordination level above the Field Response. Operational Area Operational Area manages and/or coordinates information, resources, and priorities among local governments and serves as the link between the local government level and the regional level. At this level, the governing bodies are required in SEMS to reach consensus on how resources will be allocated in a major crisis affecting multiple jurisdictions or agencies. All member jurisdictions and agencies have equal influence in establishing priorities and formulating decisions. Regional Because of its size and geography, California has been divided into six mutual aid regions, all with operating Emergency Operations Centers (EOCs). The EOCs prioritize requests and provide support to the Operational Areas in their Regions. This is to provide for more effective application and coordination of mutual aid and other related activities. SDSU is part of Mutual Aid Region VI. State The state level is located in Sacramento at the Office of Emergency Services (OES) headquarters. OES manages state resources in response to the emergency needs of the other levels. The state also serves as the coordination and communication link between the state and the federal disaster response system.

Spring 2009 Campus Emergency Operations Center Response   At the campus level, whether in the field (Police/Fire Command Post) or in the Emergency Operations Center (EOC), our response teams are structured using the Incident Command System (ICS)  ICS was first developed in the 1970s by Federal, State, and Local Fire services  ICS was adopted in the 1980s for law enforcement use  Why it works? It is a flexible, consistent way of structuring response organizations of varying agencies and jurisdictions  It has since been adopted at the State (SEMS) and National (NIMS) levels as a tool to manage incidents, regardless of their complexity (may cross operational areas, may involve mutual aid and even multi-agency coordination)

Spring 2009 SEMS Standardized Emergency Management System ICS Incident Command System NIMS National Incident Management System SEMS is a state-wide California approach to incident management. SEMS incorporates the use of ICS and provides an organizational framework and acts as an umbrella under which all response agencies may function is an integrated fashion. NIMS is a comprehensive National approach to incident management. NIMS incorporates the use of ICS and provides an organizational framework that is applicable at all jurisdictional levels and across functional disciplines.

Spring 2009 ICS Functions Management/Policy OperationsPlanningLogisticsFinance

Spring 2009 Management/Policy Establishes emergency response policies and is responsible for activation, oversight and termination of the EOC. Declares campus emergency.

Spring 2009 Operations Represents the campus emergency services units (the on-scene emergency responders). Operations is responsible for the assessment and implementation of field operations from onset of the incident through recovery operations.

Spring 2009 Planning Responsible for receiving, evaluating, and analyzing all incident information and providing updated status reports to the EOC Management/ Policy group, field operations, and EOC functional teams. Prepares an Incident Action Plan (IAP) with short- and long-term goals for managing the incident.

Spring 2009 Logistics Responsible for ordering supplies, personnel, and the material support necessary to conduct the emergency and recovery operations (e.g., personnel call-out, care and shelter, transportation, food services)

Spring 2009 Finance Responsible for overall cost accountability, supply and equipment procurement, claims of damage to property, equipment usage, vendor contracting, and response personnel time tracking and worker's compensation record keeping.

Spring 2009 Activation of the EOC  In consultation with the Management/Policy group (and information received from Public Safety and/or Marketing and Communications), Vice President for Business and Financial Affairs activates the EOC  EOC members may be notified to report to the EOC by phone call, voice or text message  EOC is currently located in Public Safety and back up is Physical Plant  Standard procedures for opening EOC (sign in/roll call, set up of equipment, phone trees, checklists, etc.)  Important to remember all EOC response team members may not be available to respond

Spring 2009 Campus EOC Roles and Responsibilities  ICS dictates the structure, and at the campus level EOC positions have been identified by area of expertise and are utilized as needed to manage a campus incident / emergency situation.  Responding EOC Members are prepared to assist in other EOC positions, should the circumstances dictate.  Additional training information, including an EOC Activation Emergency Checklist is available at