Emergency Management Plan

Section 1 - General Plan Information

1.1 Introduction

The Emergency Management Plan (plan) for South Dakota State University (SDSU) is modeled after:

• Comprehensive Preparedness Guide (CPG) 101 – Version 2.0 November 2010;
• NFPA 1600, Standard on Disaster/Emergency Management and Business Continuity Programs 2010 Edition; and
• Federal Emergency Management Association (FEMA) 443 – Building a Disaster Resistant University.

The Plan is accessible on the university emergency management website. (Placed upon final approval)

1.2 Record of Changes

The emergency management specialist is responsible for distributing all revised or updated planning documents to all departments, agencies and individuals tasked in those documents.

1.3 Authority

The plan meets or exceeds applicable legislation, policies, regulatory requirements and directives.

Federal

1. National Incident Management System;
2. National Response Framework;
3. National Strategy for Homeland Security;
4. Nuclear/Radiological Incident Annex of the National Response Plan;
5. Federal Emergency Management Association (FEMA) 443 – Building a Disaster Resistant University;
6. NFPA 1600 - Standard on Disaster/Emergency Management and Business Continuity Programs;
7. The Jeanne Clery Disclosure of Campus Security Policy and Campus Crime Statistics Act; and
8. American Disabilities Act (ADA) 1990 – Title II, Chapter 7 pertaining to Emergency Planning.

State of South Dakota

1. South Dakota State Legislation - SDCL §1-50-1. State emergency response commission;
2. South Dakota Board of Regents Policy Guidelines; and
3. State of South Dakota Emergency Management Handbook.

South Dakota Codified Law (SDCL)

1. SDCL § 34-48A; Emergency Management;
2. SDCL § 34-48A-3; Coordination with Federal Government – Cooperation with other agencies; and
3. SDCL § 34-48A-11; Preparation of comprehensive plan – coordination with Federal Plan.
4. State of South Dakota Bureau of Administration – Office of Risk Management:
   1. Risk Manual; Section I: The Risk Management Process in South Dakota

Local

1. Interagency local Agreements and Contracts;
2. Interagency participation and training;
3. SDCL § 34-48A-36 to 34-48A-40; Brookings County Emergency Management;
4. The City of Brookings (Police and Fire); and
5. Brookings County Pandemic Plan.

1.4 Purpose

The Emergency Management Plan (hereafter "plan") guides the coordinated planning and response to man-made and naturally occurring potential and active threats to SDSU. The plan does not replace procedures for law enforcement, safety, hazardous material response or other established operating procedures. It supplements existing procedures with an emergency management structure that provides a process to mitigate and prepare for, respond to and recover from an incident. This plan describes and designates roles and responsibilities for university personnel during emergency situations. It provides procedures intended to prevent loss before incidents, protect lives and property during incidents, restore the university to normal operation after incidents and establish guidelines and resources for communicating effectually with the campus community and public.

General university response protocols are available in the Emergency Action Guides for Staff and Students. This information is available as a flip chart and is also located in the appendix to this plan and on Emergency Management.

Plans for tactical responses, such as bomb threats and active shooter responses are kept and maintained by the University Police Department (UPD).

The plan is an all-hazards plan and contains concepts, policies, and procedures that are applicable regardless of the cause or size of a real or potential incident. The plan is flexible, scalable and based on reasonable worst-case scenarios. It identifies critical emergency management principles, functions and roles and assigns them to responsible departments and individuals within the university.

An all-hazards plan means that regardless of the incident or threat to the university, the overarching emergency management principles do not change. What changes are the activities undertaken to mitigate, respond to and recover from an incident are specific to the incident. The responsibility for the management of an incident does not change. It remains the responsibility of the EMT under the guidance of its chair.

There does not have to be a direct threat to the community for the EMT to become involved. Twenty-thousand fans at a football game is not an inherent risk to the university. However, we can agree that 20,000 people at a football game does present some level of risk. Football games and other large-crowd events should be considered as a topic for discussion by the EMT to identify risks and implement mitigation activities and to assure proper response protocols are in place.

The plan and associated responsibilities are consistent with the Incident Command System (ICS), a management structure adopted throughout the U.S. and international communities. It also draws from Emergency Planning Guidance, the National Incident Management System (NIMS) and various U.S. Department of Homeland Security Presidential Decision Directives.

1.5 Emergency Management Phases

The plan is based upon the FEMA defined phases of emergency management, mitigation, preparedness, response and recovery.

Mitigation:

Mitigation includes measures taken to reduce the potential for loss and limit or control the consequences, extent or severity of an incident that cannot be reasonably prevented.

Mitigation at SDSU occurs as part of comprehensive emergency management processes. Mitigation is intended to eliminate hazards, reduce the probability of hazards or lessen the consequences of unavoidable hazards. Mitigation activities can be conducted pre and post-event as well as during the event. Mitigation activities include:

• Identification of potential man-made and natural disasters that put the university at risk;
• Identification of normal activities that provide some level of risk to the university such as a large-venue event;
• Identification of at risk personnel, processes and facilities and the potential for loss as a result of the identified risk; and
• Identify areas of responsibility for general and specific mitigation activities.

Additional mitigation information is available in the plan Appendix.

Preparedness:

Preparedness is focused on the development of plans and capabilities for effective emergency response.

Preparedness activities are conducted to develop the response capabilities needed in the event of an emergency or preplanned event that provides the potential for loss or harm to the university. Preparedness is everyone’s responsibility. Colleges, departments and offices must develop plans and procedures to assist in the overall implementation and maintenance of emergency plans. Activities included in the emergency management program are:

• Identifying threats;
• Identifying existing resources and capabilities;
• Identifying and procuring necessary resources and capabilities;
• Providing emergency equipment and facilities;
• Conducting or arranging appropriate training for emergency responders, emergency management personnel, other local officials and volunteer groups who assist the university during emergencies; and
• Conducting periodic drills and exercises to test emergency plans and training.

Response:

Response operations are intended to resolve a situation while minimizing casualties and property damage. Response activities include:

• Applying an all-hazards approach to proactive emergency response planning and preparation;
• Demonstrating efficient use of NIMS and ICS processes;
• Using the EMT/Emergency Operations Center (EOC) to support and guide the university's response to an incident; and
• Providing effective emergency communications with the community.

Recovery:

Recovery activities consist of activities that maintain or restore critical institutional functions activities that continue beyond the initial response period to maintain or restore critical community functions and manage reconstruction. Recovery operations are likely to overlap response activities.

Using continuity of operations planning, university personnel will carry out a recovery program that involves both short-term and long-term efforts. Short-term operations seek to maintain or restore vital services to the university community. Long-term recovery focuses on restoring the university to its normal state.

Detailed planning and execution is required for each plan phase. Phases often overlap as there is no clearly defined boundary where one phase ends and another begins. Successful emergency management coordinates activities in all four phases. The identification of essential university functions in an emergency is important in all phases of emergency planning. The prioritization of the essential emergency functions is predicated on the following list of activities that:

• Provide for the safety and welfare of university employees, students and visitors;
• Maintain critical business, finance and infrastructure operations;
• Preserve critical research; and
• Maintain/restore the ability to provide academic instruction.

Demobilization:

While not officially an emergency management phase, demobilization is an important aspect of emergency management and occurs during all official phases. Demobilization refers to the return of personnel and equipment to normal service and begins when the resources are requested and entered into service and is concluded when all resources are returned or otherwise accounted for as an incident expense.

1.6 Emergencies/levels of response and activation (See Emergency Levels in Section 3.4 for full details)

Level 0 – (Normal Conditions):

Normal Conditions are defined as localized campus incidents that may quickly be resolved with internal resources and/or limited assistance from the initial responders. A level 0 may result in minor injuries to members of the campus community and may only affect a single localized area of the campus. Most normal campus operations are not disrupted. The EMT chair would not need to be notified unless there is the potential for the emergency to escalate. Emergency Management Team would not be activated.

Level 1 - (Minor Incident):

A Minor Incident is defined as a local event with limited impact. It does not affect the overall functional capability of the University. Planning and response are handled by normal University services. Does not pose an immediate threat to life and/or property. The EMT chair would not need to be notified immediately unless there is the potential for the emergency to escalate. Timely notification to the EMT chair is suggested.

Level 2 – (Major Incident):

A Major Incident is defined as a serious event that affects an entire building and disrupts the operation of the University. Timeliness of notification is determined by the responding official immediate or as time permits. Level 2 incidents may require assistance from external organizations. These incidents may escalate quickly and have serious consequences for mission-critical functions, or may threaten life safety. EMT chair is notified immediately and partial/full activation of the EMT.

Level 3 – (Disaster):

A major disaster or imminent threat involving the entire campus and/or surrounding community. Immediate notification is mandatory. Normal University operations are reduced or suspended. The effects of the emergency are wide-ranging and complex. A timely resolution of disaster conditions requires University-wide cooperation and extensive coordination with external agencies and jurisdictions. EMT activation is required to report to the Emergency Operations Center.

1.7 Planning Assumptions

Emergency plans are based on best practices under reasonable worst-case conditions. Some of these conditions/assumptions are:

• Emergencies may occur day or night with or without warning;
• Critical lifeline utilities may be interrupted, including water delivery, electrical power, natural gas, telephone communications, radio systems, cellular telephones and other information systems;
• Regional and local municipal or county emergency services may not be available to assist the university;
• Major roads, overpasses, bridges and local streets may be damaged;
• Campus buildings may be damaged;
• Damage may cause injuries and displacement of people;
• Normal suppliers may not be able to deliver materials;
• Contact with families and households of the university community may be interrupted;
• People may become stranded on-campus, because conditions may be unsafe off-campus;
• Emergency conditions that affect campus will likely affect the surrounding communities;
• The university may not receive outside assistance and will need to conduct its own situation analysis and deployment of on-site resources and management of emergency operations on campus, through the EOC while emergency conditions exist; and
• Maintaining, restoring and effective usage of communications is a high priority of the EMT.

1.8 Plan Activation

The plan identifies the process for emergency planning and response activation, including:

• EMT notification and activation;
• Emergency Operations Center (EOC) activation;
• President and provost notification; and
• Community notification.

1.9 Review and Maintenance

The EMT is responsible for the review and maintenance of the plan, including any appendices. The emergency management specialist has specific responsibility for maintaining the plan at the direction of the EMT. All substantive changes to the plan require the approval of the president.

Review

This plan and its appendices shall be reviewed annually by all appropriate university officials. The EMT establishes the schedule for plan review and assign review/revision responsibilities to appropriate team members.

Interim revisions will be made when one of the following occurs:

• A change in university site or facility configuration that materially alters the information contained in the plan or materially affects implementation of the plan;
• A material change in response resources;
• An emergency occurs that requires a review;
• Internal assessments, third-party reviews or experience in drills or actual responses identify significant changes that should be made in the plan identify significant changes that should be made in the plan;
• New laws, regulations or internal policies are implemented that affect the contents or the implementation of the plan; and
• Other changes deemed significant.

Update and Maintenance

The plan is updated to address risks or potential risks faced when a change is required by law or external governing body, or change in internal structure.

This plan and its appendices must be revised or updated with a formal change at least every five (5) years. Responsibility for revising or updating this plan is assigned to the emergency management specialist.

1.10 Plan Distribution

Listed below are the individuals with access to the plan. The emergency management specialist is responsible for distributing any revisions to those individuals in possession of the plan.

Section 2 - Plan Administration

2.1 Administration and Support

Supported at the highest level of the institution, the authority for emergency management activities of mitigation, preparedness, response and recovery are vested in the president, who is also responsible for approving all policies having an effect on this plan. When the plan is activated, it is done so under the authority of the university president.

Individuals, groups and departments have been identified or created and given specific duties and responsibilities listed in this document and work with other groups and individuals on campus to develop and implement emergency management processes for SDSU.

2.2 Record of Changes

The Emergency Management Specialist is responsible for distributing all revised or updated planning documents to all departments, agencies and individuals tasked in those documents.

2.3 Emergency Management Team (EMT)

Reporting to the president, the Vice President and General Counsel is the cabinet level executive responsible for emergency planning and the chair of the EMT.

The EMT members are university staff with specific duties and responsibilities. They work with others to develop and implement emergency management processes for SDSU. When responding to a threat, the EMT member’s roles may change to members of the Emergency Operations Center (EOC).

The EMT is generally responsible for the four phases of emergency management, mitigation, preparedness, response and recovery for the university and for assuring there are sufficient emergency management process and procedures in place that are tested, evaluated and modified as needed.

The EMT chair, or designee is responsible for the overall management of the actual or potential incident. In doing so is responsible for providing information and recommendations to the president/provost. When responding to a real or potential threat, the EMT member’s role’s change to members of the EOC.

Emergency management touches nearly every facet of the community. EMT/EOC membership list is necessarily broad and is composed of the following positions on campus.

EMT Members

• Vice President and General Counsel - Chair
• Emergency Management Specialist
• Provost and Vice President for Academic Affairs
• Vice President for Technology and Security
• Vice President for Finance and Budget
• Vice President for Research and Economic Development
• Vice President for Student Affairs and Enrollment Management
• Associate Vice President for Facilities and Services
• Associate Vice President for Student Affairs
• Director of University Marketing and Communications
• Chief of Police
• Chief of Staff

Team members and their backup successor have been identified. This information is provided in the EMT list in the Appendix A to the plan.

2.4 Emergency Management Team Roles and Responsibilities

Vice President and General Counsel

As the executive-level member responsible for emergency planning, response, and recovery this position will direct and coordinate university activities related to emergency management. This position is responsible for determining the permanent and ad hoc members of the EMT. This position determines when and at what level to open the EOC and the overall coordination and support of incidents as well as the coordination of resource request and internal and external communications. When the incident does not, or no longer, requires a tactical response this position is the incident commander for the SDSU. Coordinates with the Office of Human Resources.

This position has the authority and ability to create and authorize emergency communications.

This position provides legal guidance to the team.

Emergency Management Specialist

Reporting to the Vice President and General Counsel, this position is responsible for the day-to-day activities of emergency planning and response. This position is responsible for maintaining the EOCs in a state of operational readiness, for the monitoring and display of situational awareness, and for ensuring the EOC has the ability to create and deliver emergency communications. This position has the ability but not the authority to create and send emergency messages as authorized by the EMT Chair.

Provost and Vice President for Academic Affairs

This position works with PIO and IC to coordinate media releases associated with inter-governmental cooperation issues. Provides planning expertise to the EMT. Monitors incident operations to identify potential inter-organizational problems.

Vice President for Technology and Security

This position is responsible for the university computer systems based communications, maintenance, testing, backup, restoration, and recovery. This position is responsible for oversight of University security in information systems and University Policy Department and Environmental Health and Safety functions.

Vice President for Finance and Budget

This position is responsible for financial and administrative operations related to planning for, responding to or recovering from an incident. This includes approving emergency purchases, expense tracking, maintaining payroll/payables capabilities and cost projections.

This position coordinates activities and responsibilities with Risk Management, Purchasing/Accounts Payable, and management of the telephone contract for the university. This position is responsible for coordinating contracting and contract management, emergency procurements and documenting emergency purchase orders.

Associate Vice President for Facilities and Services

This position is responsible for preventative/protective measures, damage assessment, building inspection and utility provider liaison. This position is responsible for the coordination of restoration and repairs for campus grounds and facilities and related delegated purchasing.

Vice President for Research and Economic Development

This position serves as the liaison between faculty and members of the EMT/EOC. As such this position may provide planning expertise and provide research and analysis support to the EMT.

Vice President for Student Affairs and Enrollment Management

This position has a great range of responsibilities. These include, but not limited to, call center operations, counseling services, family reunification, medication distribution, student tracking, treatment and triage, student financial support via financial aid and liaison with hospitals and the South Dakota Department of Health.

Associate Vice President for Student Affairs

This position is responsible for shelter in place, campus sheltering, student evacuation and the actions necessary in the support of these activities. As the manager of the food service contract, this position also has a role in providing food service in an incident.

Director of University Marketing and Communications

This position is responsible for all internal and external communications, print, broadcast and social media monitoring, rumor control, scheduling news conferences and press releases, and is responsible for providing scripts and talking points for call center and social media contact points.

Chief of Police

The Police, Fire and Emergency Medical Service (EMS) liaison is responsible for providing information from the Incident Command Post, if one exists, to the EOC. This liaison will work closely with first responders at the scene and will provide situational updates to the EOC. This position and others in the police supervisory chain of command have the ability and the authority to send emergency communications to the community.

Chief of Staff

This position provides a liaison between the senior team and the EMT. Work with PIO and IC to coordinate media releases associated with inter-governmental cooperation issues. Monitor incident operations to identify potential inter-organizational problems.

At the discretion of the EMT chair, others may be added as ad hoc members. For example:

International Programs - This position assists with issues related to international students.

Dependent on the type and duration of an incident additional personnel may be added to the EMT/EOC staff. These may include purchasing specialists or subject matter experts related to the incident. Additional support staff may be added to serve in a variety of roles to include scribes and runners.

2.5 Order of Succession

Pre-identifying orders of succession is critical to ensuring effective leadership during an emergency. In the event an incumbent is incapable or unavailable to fulfill his/her essential duties, successors have been identified to ensure there is no lapse in executive leadership. Authority shall return to the incumbent when they are able to resume essential duties. In the case of the university president, authority is regained when the president is capable of resuming essential duties or an interim or permanent replacement has been installed by the Board of Regents. The university orders of succession is:

Successors have the same responsibilities and authority as the incumbent. The plan identifies primary and backup members for the EMT. These backups have the same responsibilities and authority as the person they replace.

It is the responsibility of those in the order of succession to notify the chair of any planned absences. Should a situation occur where the UPD is unable to contact the EMT chair, the order of succession should be followed immediately.

2.6 Emergency Management Team/ Emergency Operations Center

In an emergency, there are typically two types of responses. The first is the tactical response to the incident that requires action by first responders, fire, police and EMS. With the exception of the chief of police or designee, members of the EMT/EOC, regardless of their position with the university, do not dictate the tactical operations of first responders. First responders’ actions are effectively the response to the incident.

Instead, EMT/EOC members are responsible for actions that can be described as response to the response. These include such actions as mitigation, communication, victim services, recovery and continuity of operations activities.

Since most response to the response actions are the responsibility of the EMT it is important to have an active, engaged and well-developed EMT with campus-wide representation.

When an incident, or the potential for an incident occurs, EMT members may automatically become members of the EOC. It is important to understand that while the membership of the EMT and the EOC are the same, their operations are different. EMT discussions are often theoretical, which is appropriate for training and policy/procedure development. EOCs are established in response to an actual or threat of an actual event and operate in a more-focused manner dependent upon a specific pattern of fact.

When members of the EMT operate as members of the EOC, they are responsible for the general institutional response to the incident. General responses are those activities not under the direct control of first responders.

2.7 Risk Management Team (RMT)

The mission of the RMT is to efficiently and effectively protect the assets of South Dakota State University in the conduct of university activities. This mission can be accomplished through the prudent use of risk management and insurance programs, safety, and loss control techniques. The RMT implements risk management techniques.

The risk management team chair acts as a liaison to the State of South Dakota Office of Risk Management, provides support and direction to the RMT, approval of agendas, reports to the EMT each semester, provides a forum for members across campus to openly discuss risks, and sets the tone and influences the culture of risk management within the university.

The risk management philosophy of South Dakota State University is to:

• Protect SDSU’s assets;
• Ensure a safe environment for employees and for the public who come in contact with state employees or property as services are provided;
• Minimize the possible interruption of vital public services;
• Safeguard that all exposures to financial loss are discovered and handled appropriately and;
• Reduce the costs and consequences of accidents, including insurance premiums, through effective risk management.

The following five steps of risk management are followed:

1. Develop a risk management assessment calendar and plan, meeting accordingly.
2. Identify risks of loss throughout university operations.
3. Evaluate risks of loss to determine loss frequency and severity.
4. Control risks of loss through:
   1. Elimination or avoidance of the risk;
   2. Reducing the loss potential through loss prevention;
   3. Assumption of the risk;
   4. Risk transfer through contracts or insurance.
5. Report on identified risks and controls.
6. Implement risk management controls.
7. Monitor the effectiveness of risk management controls and implement changes where appropriate.

The chair will coordinate the activities of the RMT and be a liaison with the State of South Dakota Office of Risk Management for reviews and the campus responses thereto with the assistance of RMT.

RMT is responsible for coordinating and implementing risk management programs within our university departments and at our university facilities. Departments and facilities will assist RMT in identifying, measuring and minimizing exposures to loss by:

• Conducting facility inspections to identify and address safety hazards;
• Conducting services and operations in accordance with applicable laws, regulations, and safety standards;
• Properly reporting accidents, incidents and unsafe conditions;
• Reviewing losses to identify trends or situations requiring loss prevention efforts;
• Ensuring policies and procedures remain current, are communicated to all employees and enforced;
• Drafting all contracts with the appropriate risk management language;
• Communicating to the Risk Management Team changes in exposures; and
• Implementing the Risk Management Teams recommendations.

The RMT reviews risk management, workers’ compensation and other reports dealing with accidents and incidents occurring at the university. After reviewing such reports, the team suggests remediation efforts needed to ensure no further similar incidents will occur.

All appointments to the RMT are by position, comprised of a cross section of university departments. A list of positions follow. However, it should be noted that a designee can be appointed by the team member under appropriate conditions with approval of other current members of the team. Responsibilities include:

• Review liability and workers’ compensation losses to identify trends and determine appropriate courses of action, including training or changes in facility maintenance;
• Inspect facilities periodically to ensure all employees comply with established practices and to identify and correct hazardous conditions;
• Determine safety related training needs;
• Assist in development of loss control and safety orientation programs for new employees;
• Review the agency’s policies and procedure manuals to ensure it remains current and that all documentation practices are in effect and complies with the state’s risk management policies and guidelines;
• Report work activities and accomplishments at least once per semester to the Chair of Emergency Management Team and also ensure dissemination to the provost and the president’s administrative assistant; and
• Communicate and collaborate with the emergency management specialist.

Risk Management Team

• Chair - State Risk Management Liaison
• Director, Environmental Health and Safety
• Human Resources – Workers’ Compensation Manager
• Agricultural Experiment Station
• Emergency Management Specialist
• Engineering Extension
• Facilities and Services
• Research Compliance
• Student Health Services
• University Housing
• University Police
• Office of General Counsel
• University Auditor

Members from academic departments may be appointed, as necessary, with approval of the team.

2.8 Continuity of Operations Team

The SDSU Continuity of Operations Team is responsible for the Continuity of Operations Plan (COOP). The COOP is designed to mitigate the effects of a man-made or natural disaster that may affect a single building or operation, a significant portion of the campus, the entire campus or the region. EMT members are the primary members of the Continuity of Operations Team and are responsible for identifying staff within their span of control to address continuity planning in their area.

The COOP covers all university operations, departments and service areas, including contracted operations. It is designed to provide plans for the full range of potential emergencies from those that cause the temporary interruption of a single function to the shutdown of the entire campus requiring the suspension of all nonessential functions and the relocation of essential functions to an alternative site for an extended period of time.

The mission of the university is teaching, research and public service. The COOP is based on the principle that day-to-day operations of the university may be altered to maintain or protect the critical missions of the university, the preservation of health and life safety, the protection of property, the protection of research, maintain or restore the ability to teach and the return to normal or near-normal operations as quickly as is feasible.

The university has grown increasingly aware of the depth and breadth of potential emergencies and their ability to disrupt operations and jeopardize the safety of faculty, staff and students. As a result, emergency planning, including continuity planning, is a critical function. In addition, it is good business practice. The changing threat environment has shifted awareness to the need for COOP capabilities that enable the university to continue essential operations in the face of a broad spectrum of emergencies.

The all-hazards approach to continuity planning ensures that regardless of the event, essential functions will continue to operate and services will continue to be provided to the extent possible to faculty, staff and students. This approach includes preparing for both natural and man-made emergencies.

COOP planning system for the state of South Dakota is web-based system for developing and maintaining Continuity of Operations (COOP) for each government entity. The university COOP is maintained by the Emergency Management Specialist.

2.9 Pandemic Plan

The SDSU Pandemic/Contagious Disease Threat Emergency Response Plan (PERP) is an annex to the university COOP and is designed to prepare for and respond to a localized viral outbreak through a pandemic. The Brookings County Pandemic Influenza and Infectious Disease Response Plan is found on the BeReadyBrookings.com website.

2.10 Supplemental Plans, Process and Supporting Policies

Additional plans and policies that support emergency management can be found in the Appendix.

Section 3 - Incident Command System

3.1 Incident Command System Overview

The National Incident Management System’s (NIMS) and the Incident Command System (ICS) are event management tools used in any size or type of emergency to manage an incident. NIMS and ICS principles include use of common terminology, modular organization, integrated communications, action planning, manageable span-of-control and comprehensive resource management. The ICS can be used by both the on-scene incident commander and at the university EOC to manage the emergency. NIMS and ICS have considerable internal flexibility and can be expanded or contracted to meet operational needs of the incident.

The first responder at the scene of an incident is the incident commander responsible for the tactical operations of first responders. Administrators do not dictate first responder actions, but EMT members, when acting in an EOC, are responsible for the general university response to the incident.

3.2 Record of Changes

The Emergency Management Specialist is responsible for distributing all revised or updated planning documents to all departments, agencies and individuals tasked in those documents.

3.3 Emergency Operations Center Activation

The vice president for technology and safety, or designee, is the EMT chair and is responsible for the activation of the EOC. When the EOC is activated, members of the EMT automatically become EOC participants. As such, they have prescribed responsibilities that are listed below, along with the corresponding FEMA Essential Support Functions (ESFs).

EMT/EOC members have specific duties that are listed in this document for which they are responsible. In an emergency, not all EMT/EOC personnel may be available. Because of this, members should be prepared to handle the assigned position responsibilities of other positions.

The EMT chair, or designee, shall determine the need for and level of EOC activation. This determination will dictate the staffing of the EOC.

Most incidents that occur on a routine basis do not require EMT/EOC activation and are handled with little or no disruption to university activities. These include activities such as routine medical responses, traffic accidents and small, isolated fires and temporary interruptions of electrical power affecting a small portion of the campus. Non-routine incidents fall into various emergency levels.

3.4 Emergency Levels

South Dakota State University will use a graduated emergency response approach to managing incidents and/or disasters, these levels are called readiness conditions and consist of a four-tier system. As the potential of the incident or the demand on University resources grows, emergency response and coordination activities will increase to meet the demands. This provides a rapid method for mobilizing emergency resources. In addition, this approach is used for activating the Emergency Management Team (EMT) to the Emergency Operations Center (EOC).

Level 0 – (Normal Conditions):

Normal Conditions are defined as localized campus incidents that may quickly be resolved with internal resources and/or limited assistance from the initial responders. A level 0 may result in minor injuries to members of the campus community and may only affect a single localized area of the campus. Most normal campus operations are not disrupted. The EMT Chair would not need to be notified, unless there is the potential for the emergency to escalate. Emergency Management Team would not be activated.

• Small Fires when the fire department is not called
• Limited power outages involving no more than two occupied buildings. If effect building(s) are residential and then power outage must be resolved within the same evening of the outages initial occurrence.
• Minor injury
• False/Faulty Alarms that cause evacuation of a building.
• Gas Smell
• Odor Complaint

Level 1 - (Minor Incident):

A Minor Incident is defined as local event with limited impact. It does not affect the overall functional capability of the University. Planning and response is handled by normal University services. Does not pose immediate threat to life and/or property. The EMT Chair would not need to be notified immediately, unless there is the potential for the emergency to escalate. Timely notification to EMT chair is suggested.

• Severe Weather Watch
• Mass Gathering
• Small localized hazardous material incidents/spills
• Small flood with no impact to infrastructure
• Alarm that causes an evacuation of part or all of a building.
• Ambulance call
• Elevator Rescue handled by University resources
• Severe injury to a student, faculty or staff member (depending on circumstance)
• Injury to a member of the public on University Property
• Missing Student (A student missing for more than 24 hours or one whose disappearance is suspicious may warrant a level 2 emergency response.)
• Animal escape from facilities involving multiple animals and movement off university-controlled premises.
• Unauthorized entry of individual(s) into research and teaching areas on- or off- main university with the intent to injury or damage research and teaching activities.
• A loss of heating or cooling capacity in a residential building where sustained temperatures exceeds 90 F, or is below 50 F.

Level 2 – (Major Incident):

A Major Incident is defined as a serious event that affect an entire building and disrupt the operation of the University. Timeliness of notification is determined by the responding official immediate or as time permits. Level 2 incidents may require assistance from external organizations. These incidents may escalate quickly and have serious consequences for mission-critical functions, or may threaten life safety. EMT Chair is notified immediately and partial/full activation of the EMT.

• Structure Fire
• Structure collapse
• Significant Hazardous Materials release.
• Extensive power or utility outage involving more than two occupied buildings. If effected building(s) are residential any power outage expected to continue overnight or longer.
• Elevator Rescue that requires Fire and/or Ambulance response
• Severe Flooding
• Multi-facility incident
• External emergency that my affect University personnel or operations
• Severe Weather Warning
• Laboratory Fire/Explosion
• Campus Civil Disturbance
• Bomb Threat
• Campus Suicide
• Death of a student, faculty or staff member (depending on circumstance)
• Gas Leak

Level 3 – (Disaster):

A Major disaster or imminent threat involving the entire campus and/or surrounding community. Immediate notification mandatory. Normal University operations are reduced or suspended. The effects of the emergency are wide-ranging and complex. A timely resolution of disaster conditions requires University-wide cooperation and extensive coordination with external agencies and jurisdictions. EMT activation is required to report to the Emergency Operations Center.

• Severe Weather Event (Natural Disasters)
• Major fire
• Explosion
• Major hazardous materials release
• Terrorism incident
• Require evacuation or shelter-in-place of several sections or entire campus buildings
• Health epidemics
• Hostage situation/Active shooter

3.5 Communications

A declaration of a campus emergency is an official designation intended to communicate to the University, as well as state and local officials, that the University’s normal functions and operations are interrupted and our resources are unable to meet demands resulting from the incident. Only the President or his/her designee is authorized to issue a declaration of campus emergency.

The Vice President of Technology and Security serves as the Chair of the Emergency Management Team. The EMT Chair will consult with the President or designee regarding the incident to assess the need for declaration of a campus emergency, in collaboration with the Incident Commander, Emergency Management and other emergency responders, if necessary.

When the SDSU Police Department or another entity determines that an emergency exists, the University EMT Chair or designee will be contacted. The EMT Chair will notify the University President or by order of succession. If none of the above can be contacted the Chief of Police has the authority to activate the EMT to the EOC, and when an actual civil disorder is in progress and immediate action is necessary to protect persons or property from further injury or damage.

The Chief of Police and the EMT Chair will collaborate to determine the level of the emergency. The Emergency Management Specialist will be contacted prior to partial or full activation of the EMT and/or EOC or whenever the incident dictates. The emergency level will determine who on the EMT will be immediately notified or if a full activation is necessary.

3.6 Multijurisdictional Coordination

When an incident requires a tactical response the on-site incident commander is responsible for the coordination of fire, police and EMS resources. Non-tactical resources are the responsibility of the EMT/EOC members who make internal request through appropriate channels. Requests for resources not available on campus are made to the State Emergency Operations Center “SEOC” when the Center is activated. When the SEOC is not activated request for resources are made to the South Dakota Board of Regents Office in Pierre.

In emergencies where no tactical response is required, the EMT chair is the university incident commander. Internal university resources will be requested by the EMT/EOC personnel through appropriate channels. Request for resources not available on campus will be made to the State Emergency Operations Center “SEOC” when the Center is activated. When the SEOC is not activated request for resources are made to the South Dakota Board of Regents Office in Pierre  

3.7 Emergency Operations Center Support Staff

Dependent on the type and duration of an incident, additional personnel may be added to the EMT/EOC staff. These may include purchasing specialist or subject matter experts related to the incident. Additional support staff may be added to serve in a variety of roles to include scribes and runners.

3.8 Emergency Operations Center Location

SDSU has identified room 110 in the Facilities and Services Building as the primary EOC for the university.

Room 104 in Morrill Hall can also be used as an EOC with the UPD’s conference room serving as a reserve EOC. It is the responsibility of the emergency management specialist to maintain all EOCs in a state of operation readiness.

Room 110 can be expanded and contracted as needed to effectively support the management of an emergency. For example, the directors of procurement, the SDSU Alumni Association and SDSU Foundation may be added as needed.

3.9 Direction, Control and Coordination

Under the direction of the EMT chair, or designee, the overall mitigation, preparation, response and recovery activities are the responsibility of the EMT. When an emergency occurs or is likely to occur, members of the EMT transition to EOC participants. Personnel have been assigned responsibilities that align with the State of South Dakota’s Emergency Operations Plan (EOP) and National Response Framework (NRF) Emergency Support Functions (ESFs) for efficient resource distribution and coordination of response and recovery operations.

ESFs are written for national level considerations: the maintenance of interstates and secondary roadways; railways; power grids; and other national considerations. SDSU uses the national level support functions as a guide for the assignment of responsibilities at the university level and added ones that apply to the university. Listed below are the ESFs as defined by the State of South Dakota EOP.

3.10 Essential Support Function (ESF) Number, Name Description

• ESF #1 TRANSPORTATION: Assists federal agencies, state and local governmental entities and voluntary organizations requiring transportation capacity to perform response missions following a major disaster or emergency.
• ESF #2 COMMUNICATIONS: Ensures the provision of federal telecommunications support to federal, state and local response efforts following a presidential declared major disaster, emergency or extraordinary situation under the Federal Response Plan (FRP).
• ESF #3 PUBLIC WORKS AND ENGINEERING: Provides technical advice and evaluation, engineering services, contracting for construction management and inspection, contracting for the emergency repair of water and wastewater treatment facilities, potable water and ice, emergency power and real estate support to assist the state(s) in meeting goals related to lifesaving and life-sustaining actions, damage mitigation and recovery activities following a major disaster or emergency.
• ESF #4 FIREFIGHTING: Detects and suppresses wild land, rural and urban fires resulting from, or occurring coincidentally with, a major disaster or emergency requiring federal response assistance.
• ESF #5 INFORMATION AND PLANNING: Collects, analyzes, processes and disseminates information about a potential or actual disaster or emergency to facilitate the overall activities of the federal government in providing assistance to one-or-more affected states.
• ESF #6 MASS CARE, EMERGENCY ASSISTANCE, TEMPORARY HOUSING AND HUMAN SERVICES: Coordinates federal assistance in support of state and local efforts to meet the mass care needs of victims of a disaster.
• ESF #7 LOGISTICS, RESOURCE SUPPORT: Provides logistical and resource support to other organizations through purchasing, contract, renting and leasing equipment and supplies in a potential or actual presidential declared major disaster or emergency.
• ESF #8 PUBLIC HEALTH AND MEDICAL SERVICES: Provides coordinated federal assistance to supplement state and local resources in response to public health and medical care needs following a major disaster or emergency, or during a developing potential medical situation.
• ESF #9 SEARCH AND RESCUE: Rapidly deploys components of the National Urban Search and Rescue (US&R) Response System to provide specialized lifesaving assistance to state and local authorities in the event of a major disaster or emergency. US&R operational activities include locating, extricating and providing on-site medical treatment to victims trapped in collapsed structures.
• ESF #10 HAZARDOUS MATERIALS AND NATURAL RESOURCES: Provides federal support to state and local governments in response to an actual or potential discharge and/or release of hazardous materials following a major disaster or emergency.
• ESF #11 AGRICULTURE AND NATURAL RESOURCES: Identifies, secures and arranges for the transportation of bulk food, water and ice to affected areas following a major disaster or emergency or other event requiring federal response.
• ESF #12 ENERGY: Helps restore the nation’s energy systems following a major disaster, emergency or other significant event requiring federal response assistance.

In addition to these 12 ESFs used in all states, SDSU added four ESFs. They are:

• ESF #13 PUBLIC SAFETY AND SECURITY: Provides assistance to local, state, tribal, territorial, insular area and federal law enforcement organizations overwhelmed by the results of an actual or anticipated natural/man-made disaster or an act of terrorism.
• ESF #14 LONG-TERM RECOVERY AND MITIGATION: Supporting and building recover capacities and community planning resources of local, state and tribal governments needed to effectively plan for, manage and implement disaster recovery activities in large, unique or catastrophic incidents.
• ESF #15 EXTERNAL AFFAIRS: Provides accurate, coordinated, timely and accessible information to affected audience, including governments, media, the private sector and the local populace, including children, those with disabilities and others with access and functional needs, and individuals with limited English proficiency.
• ESF #16 PROTECTION OF RESEARCH: Support research through initiatives that mitigate the impact of an emergency and protect and restore research capabilities during and after an emergency. This includes the protection of research and non-research animals owned or controlled by the university.

Below are EMT/EOC positions listed for existing SDSU departments and offices with an emergency management function as part of the EMT. Each position has a list of general emergency management responsibilities with corresponding ESFs they support. A position may support more than one ESF while most ESFs will receive support from more than one department of office.

3.11 EMT/EOC Members Responsibilities 
(See Section 2. EMT Members Roles and Responsibilities)

Vice President for Technology and Safety

Order of Succession

1. Vice President of Technology and Safety
2. AVP for Technology

This position has primary responsibility for the university’s emergency preparation and response and supports the coordination of the following ESFs:

• ESF 1 Transportation;
• ESF 2 Communications;
• ESF 3 Public Works and Engineering;
• ESF 5 Information and Planning;
• ESF 6 Mass Care, Emergency Assistance, Temporary Housing and Human Services;
• ESF 7 Logistics, Resource Support;
• ESF 8 Public Health and Medical Services;
• ESF 10 Hazardous Materials and Natural Resources;
• ESF 12 Energy;
• ESF 14 Long-Term Recovery and Mitigation;
• ESF 15 External Affairs; and
• ESF 16 Protection of Research.

AVP for Technology

Order of Succession

1. AVP for Technology
2. Communications Network Analyst

 This position supports the following ESFs:

• ESF 2 Communications;
• ESF 5 Information and Planning;
• ESF 14 Long-Term Recovery and Mitigation; and
• ESF 15 External Affairs.

Emergency Management Specialist

Order of Succession

1. Emergency Management Specialist

This position supports the following ESFs:

• ESF 2 Communications;
• ESF 5 Information and Planning;
• ESF 8 Public Health and Medical Services;
• ESF 14 Long-Term Recovery and Mitigation; and
• ESF 15 External Affairs.

Vice President for Finance and Administration

Order of Succession

1. Vice President for Finance and Administration
2. Director of Business and Auxiliary Services

This position supports the following ESFs:

• ESF 1 Transportation;
• ESF 5 Information and Planning;
• ESF 7 Logistics, Resource Support;
• ESF 14 Long-Term Recovery and Mitigation; and
• ESF 15 External Affairs.

AVP for Facilities and Services

Order of Succession

1. AVP for Facilities and Services
2. Director of Campus Maintenance

This position supports the following ESFs:

• ESF 1 Transportation;
• ESF 3 Public Works and Engineering;
• ESF 5 Information and Planning;
• ESF 6 Mass care, Emergency Assistance, Temporary Housing and Human Services;
• ESF 7 Logistics, Resource Support;
• ESF 10 Hazardous Materials and Natural Resources;
• ESF 11 Agriculture and Natural Resources;
• ESF 12 Energy;
• ESF 14 Long-Term Recovery and Mitigation; and
• ESF 16 Protection of Research.

Vice President of Student Affairs

Order of Succession

1. Vice President of Student Affairs
2. AVP of Student Affairs
3. Dean of Students

This position supports the following ESFs:

• ESF 5 Information and Planning;
• ESF 6 Mass Care, Emergency Assistance, Temporary Housing and Human Services;
• ESF 7 Logistics, Resource Support;
• ESF 8 Public Health and Medical Services;
• ESF 11 Agriculture and Natural Resources;
• ESF 14 Long-Term Recovery and Mitigation; and
• ESF 15 External Affairs.

Director of Residential Life and Housing

Order of Succession

1. Associate Director of Residential Life and Housing
2. Assistant Director of Residential Life and Housing

This position supports the following ESFs:

• ESF 5 Information and Planning;
• ESF 6 Mass Care, Emergency Assistance, Temporary Housing and Human Services;
• ESF 7 Logistics, Resource Support;
• ESF 8 Public Health and Medical Services;
• ESF 14 Long-Term Mitigation and Recovery; and
• ESF 15 External Affairs.

Director of University Marketing and Communications

Order of Succession

1. Director of University Marketing and Communications
2. Strategic Communications Manager
3. Senior News Editor and Media Relations Coordinator

This position supports the following ESFs:

• ESF 2 Communications;
• ESF 5 Information and Planning;
• ESF 14 Long-Term Mitigation and Recovery; and
• ESF 15 External Affairs.

Chief of Police

Order of Succession

1. Chief of Police
2. Deputy Chief of Police
3. Administrative Sergeant

This position supports the following ESFs:

• ESF 1 Transportation;
• ESF 2 Communications;
• ESF 4 Firefighting;
• ESF 5 Information and Planning;
• ESF 6 Mass Care, Emergency Assistance, Temporary Housing and Human Services;
• ESF 8 Public Health and Medical Services;
• ESF 9 Search and Rescue;
• ESF 10 Hazardous Materials and Natural Resources; and
• ESF 13 Public Safety and Security.

Vice President for Research and Economic Development

Order of Succession

1. Vice President for Research and Economic Development
2. AVP for Research Assurance and Sponsored Programs

This position supports the following ESFs:

• ESF 5 Information and Planning;
• ESF 8 Public Health and Medical Services;
• ESF 14 Long-Term Recovery and Mitigation; and
• ESF 16 Protection of Research.

University Counsel

This position supports the following ESFs:

• ESF 5 Information and Planning; and
• ESF 15 External Affairs.

Others may be added as ad hoc members. Examples include:

Assistant to the Provost

Order of Succession

1. Assistant to the Provost

This position supports the following ESFs: 

• ESF 2 Communications
• ESF 5 Information and Planning
• ESF 14 Long-Term Recovery and Mitigation;
• ESF 15 External Affairs

Director of Procurement/Risk Management

Order of Succession

1. Director - Business and Auxiliary Operations
2. Purchasing Agent

This position supports the following ESFs:

• ESF 7 Logistics, Resource Support; and
• ESP 14 Long-Term Recovery and Mitigation.

3.12 Emergency Contact Information

The EMT chair designates the emergency management specialist as the person responsible for maintaining the up to-date list of EMT members. An updated contact list is maintained in the Appendix A.

The accuracy of this information will be confirmed at least every six months and the current information will be distributed to the EMT members and to the UPD dispatchers.

EMT members are responsible for keeping this information accessible and to notify the emergency management specialist of any changes in their contact information.

Section 4 - Emergency Operations Center (EOC)

4.1 Overview

The EMT and EOC processes are interlocking activities that allow for training on emergency management principles and activities, planning for known threats, and response and recovery from active incidents. These processes are valuable throughout the life cycle of an incident, from the planning for an anticipated event through recovery.

An EOC is as much about process as it is about a physical location. Effective management of an incident depends upon the policies, practices and processes that allow for comprehensive and collaborative problem-solving. A review of after action reports post-incident finds that problems related to the management of an incident are rarely the result of a lack of resources. The lack of effectiveness at the management level is often the issue.

In an incident where specific tactical operations are not required by first responders, the management of the incident takes place at the EMT/EOC level with the chair, or designee, the university incident commander.

In an incident requiring a tactical response, appropriate UPD staff will be the incident commander at the scene or will be the university’s on-scene representative if the incident requires a unified command. When a unified command is used, the university’s on-site incident commander will provide information to the EOC. This information assists the university in its general response to the incident and allows for an effective university response and guides mitigation and recovery activities. The chair or designee is responsible for the coordination of the university’s non-tactical response to the incident.

The primary EOC is located in room 100 of the Facilities and Services Building. This facility has the ability to provide building-wide backup power generation.

Two alternative EOCs exist on campus. The first is in room 104 of Morrill Hall. The second is located in the UPD training room. The UPD facility has the ability to provide building wide backup power generation.

The primary and Morrill Hall EOCs provides meeting space for the team and adequate accommodations for media, individual and small group needs.

The emergency management specialist will ensure that Facilities and Services and Morrill Hall sites are maintained at a level of operation readiness. The UPD is responsible for the operational readiness of the EOC located in its facility. Operation readiness includes access to phones, computers, faxes, printers and supplies.

4.2 Record of Changes

The Emergency Management Specialist is responsible for distributing all revised or updated planning documents to all departments, agencies and individuals tasked in those documents.

4.3 Emergency Operations Center (EOC) Activation

The EMT chair, or designee, will determine the need for a partial or full activation of the EMT and/or EOC. Activation of the EMT or EOC is dependent on the nature of an event. If the threat is known and there is an opportunity for planning, the chair may partially activate the EMT to initiate the planning process and add additional members as the planning progresses. The EMT planning process may transform into an EOC operation when the expected event is imminent. Spontaneous events that do not allow time for planning may result in the immediate activation and opening of the EOC.

The EMT chair, or designee, notifies EMT members of the activation and request their attendance at the EOC. The request will provide information of the time of the meeting and incident addressed. The emergency management specialist will ensure the EOC is prepared for activation.

It is likely that some EMT members will be unable reach the EOC immediately. Therefore, those in attendance will perform the role of others until they arrive or a suitable replacement is available.

At the EOC, the team determines the scope of a disaster, mitigation, response and recovery actions undertaken. If not done so earlier by the chair, he/she will determine if the provost/president should be informed and make the notification.

Upon activation all request for resources will be tracked to assure their efficient use to enhance the efficiency of the response, to track cost and to prepare for the eventual demobilization.

4.4 EOC Functions

Through coordination of the EMT chair, or designee, the EOC process is largely communicative, designed to receive, evaluate and act upon information from the on-scene command post, if one exists, from team members and other sources. This process allows for constant updates to provide current situational awareness that allows for the efficient use of internal and external resources.

EOC operations are collegial, drawing on the expertise of the team members in a manner that identifies and addresses operational concerns, where they are addressed through the incident’s life cycle from preparation through full recovery.

Using the information at hand, team members will discuss the current situation, potential changes to the situation and anticipate activities to address real and potential changes to the incident. Mitigation, response and recovery activities will be discussed, determined and acted upon.

Dependent on the type and duration of an incident, additional staff may be added to the EMT/EOC. These may include a purchasing specialist or subject-matter experts related to the incident. Additional support staff may be added to serve in a variety of roles to include scribes and runners.

4.5 Resource Management

Team members identify resources needed for a specific mitigation, response or recovery activities in their area of responsibility. If needed resources are not readily available at the departmental level, a request for university support is made through the EOC process.

Resource requests are triaged and prioritized according to mitigation, response and recovery objectives. If approved resource requests cannot be met by the university, the EMT chair, or designee, will request the resources through the SEOC if the Center has been activated. If the Center has not been activated the request go through the South Dakota Board of Regents Office in Pierre.

A representative from Finance and Business Services approves funding for high-value resources. EOC support staff will assist in the documentation of purchasing and usage of purchased resources. Departments will track expenses to include personnel, inventoried resources consumed and purchased equipment and supplies expended during the life cycle of the incident. Tracking expenses associated with the management of the incident will allow for possible recovery of expenses.

The emergency management specialist is responsible for documenting EMT/EOC activities. See EOC form binder within the EOC for documentation forms.

4.6 Communications

With the exception of an initial emergency notification, which may be provided by the UPD, all messages related to the incident will be developed as an EMT/EOC process. With input and approval from the team, University Marketing and Communications is responsible for crafting internal and external communications. Delivery methods of messages will depend on the nature of the incident and the message.

UMC is responsible for news releases, responses to media inquiries and monitoring broadcast, print and social media. They will inform the team of conflicting or incorrect information in the media and recommend how to respond to inaccurate information. See university policy 10:3 Community Notification of Potential, Imminent or Active Threat to the Community.

4.7 Prioritization of Objective

In an emergency, the university has the following priorities, in order, they are:

• Protection of life and health safety;
• Protection of critical infrastructure and facilities; and
• Protection of research, and the maintenance or restoration of the ability to provide instruction.

Mitigation, preparation, response and recovery activities will be prioritized according to university priorities.

4.8 Creating Objectives

Defining clear and measurable objectives are crucial activities in the response to an incident. Objectives define actions to be undertaken in a specified time frames. There may be several defined objectives in a specific operational period. Some objectives will be reached within an operation time frame while others may span several time frames. These objectives guide operational activities for a specific time period within the incident life cycle. EMT/EOC discussions will identify a range of activities and required resources. Objectives should be clear and well communicated. For example, if a flood is anticipated, a reasonable objective would be to elevate property and equipment off the floor in low-lying areas. Items of value that cannot be moved should be sandbagged or otherwise protected. Once an objective has been identified, it will be tracked so progress can be documented. Issues causing a delay in reaching an objective shall be noted and addressed. Completion of an objective should be documented and shared among the team as other objectives may be dependent upon completion of earlier objectives.

4.9 Staffing

When the EMT meets to prepare for a known event, the meeting might last a specified length of time. The team may be called back later to discuss actions items identified at the previous meeting. When an EOC is activated in anticipation of an event or for a spontaneous incident, the duration of the event may be unknown. Generally, the EOC will remain active through the life cycle of the event and may have several days of continuous activation. The nature of the event will determine the level of staffing. Some events may require full activation through the duration of the event while others warrant partial staffing.

Understanding the limits of a person’s ability to function effectively and safely degrade over time, a systematic process, based upon a 12-hour operation periods, will be used to rotate staff through the EOC. When a protracted EOC activation is anticipated. EMT/EOC members have identified their alternates. At the end of the operational time period, both the primary and alternates will be involved in a briefing to ensure all EOC participants have the same information and objectives. A review of objectives for the current operational period will be conducted. Status of the objectives will be evaluated and discussed. Additional objects will be discussed and implemented for the next operation time period. All EOC participants will have an opportunity to discuss developments and/or concerns in their areas. The emergency management specialist will document briefing discussions.

EMT/EOC alternates have the same power and authority to take action and commit resources as the primary member they have replaced.

4.10 EOC Position Functions

EOC members have specific support requirements and responsibilities to activate, open and operate within the EOC. Position requirements and responsibilities are available in Appendix N.

4.11 After Action Report

The emergency management specialist will draft an After Action Report (AAR) immediately after the closing of the EOC. The AAR will include an evaluation of EOC activation, communications, resource management, staffing and management of objectives. The AAR will identify strengths and weakness of the process and identify areas that need additional training, policy clarification, staffing and resources.

The EMT Chair will review the AAR. The document will then be provided to the EMT for discussion, clarification and identification of action steps to address identified concerns.

Section 5 - Communications and Warnings

5.1 Record of Changes

The Emergency Management Specialist is responsible for distributing all revised or updated planning documents to all departments, agencies and individuals tasked in those documents.

5.2 Community Notification

Provide information to the community is crucial to the management of an emergency. This requires a process that makes effective use of the university general and emergency communication tools. In an emergency, these tools are designed to provide critical information and instructions to the community in a manner that informs without causing panic. The university emergency communications procedures also provide the mechanism for internal communication between first responders and EMT members and the president and provost.

General communication tools include email, websites and university-controlled social media. Emergency communication tools, such as the Everbridge communications system, allow university students and staff to receive email, text and cellular and hardwired telephone notification of emergencies on campus. Staff and student can also download Alertus Desktop Notification, which allows messages to be sent directly to user’s computer screens.

The university has designated three levels of threat to determine the communication tools used to inform and direct the community. These designated levels are potential, imminent and active threats.

5.3 Potential Threat

A potential threat is an incident where the conditions are favorable for the development of a threat to the university such as an event that happens off-campus that is likely to have an impact on the university at some point in the near future. Examples of a potential threat include a tornado watch, an approaching blizzard, a fire or hazardous material incident near campus. Communications regarding this type of emergency informs the community about the potential threat and the general precautionary steps to mitigate the effect of the threat.

Typically, information regarding a potential threat will be sent by the EMT chair or designee and will use university-controlled email, websites and social media.

5.4 Imminent Threat

An imminent threat is an event likely to pose a serious threat to the university with little or no advanced notice. Examples include a report of a gas leak on or near campus or the notification of a tornado warning indicating atmospheric conditions exist for the formation of tornadoes in our area.

Depending on lead time before the occurrence of an imminent threat, information may be provided by the EMT chair, or designee, or UPD. These types of incidents will result in the use of university email, websites, social media, Everbridge and Alertus Desktop notifications to inform the community. The communications associated with an imminent threat will provide specific information about the threat and general precautions and recommended actions.

5.5 Active Threat

An active threat is usually a spontaneous event that comes without warning, requiring immediate action to prevent the loss of life. Examples include a hazardous materials incident that poses an immediate threat to life, a tornado warning indicating a tornado has been reported in the area or an incident where a firearm or other weapon has been used to cause injury or displayed with intent to harm. For active threats, all elements of the emergency communication system are activated. This notification will provide direct instructions to the community to mitigate the effects of the incident.

The variety of threats we may encounter and the dynamic nature of all threats demonstrates the need to provide the above listed information as guidelines and not universal communications responses. For example, a tornado warning may be an imminent or active threat depending on the nature of the warning. Similarly, the documented report of a person with a weapon on or near campus may require community notification as an imminent, or active, threat to the university.

In an active threat situation and in some imminent threat situations, the first notification of an emergency provided by UPD may be received by university senior administration and EMT members at the same time the communication is received by the university community. When this occurs, available EMT members should be prepared to respond to the primary or backup EOC location. The EMT chair or designee will identify and respond to the EOC to manage its operations.

The EMT chair, or designee, will determine the need for and level of EMT/EOC activation and will communicate that information to other EMT members. It is the responsibility of the EMT chair or designee to notify and maintain communications with the president and provost.

5.6 Timely Warnings, Emergency Notifications and Other Notifications

The university emergency communications protocol is consistent with the federal Clery Act legislation regarding timely warnings, emergency notifications and other notifications. The Chair of the EMT, or designee, in consultation with the appropriate, is responsible for initiating Timely Warnings, Emergency Notifications and Other Notifications to the campus community. Notifications will be issued and shall be continually updated until it has been determined the threat is contained or ended.

• A timely warning will be provided to the university community when a Clery Act crime is reported on University Clery geography, and reported to campus security authorities, UPD or local law enforcement and poses a serious or continuing threat to students and employees, as soon as pertinent information is available. The Chair of the EMT, or designee, upon consultation with the designated units as appropriate, will issue a Timely Warning. It will be provided to the University community via campus-wide email and posting on the University’s webpages.
• An emergency notification is issued without hesitation upon the confirmation of a significant or dangerous situation involving an imminent or active threat to health or safety, unless the Emergency Notification will compromise efforts to assist a victim, contain the incident or otherwise mitigate the emergency. Notification will be sent using the University emergency communications system. Information will also be displayed on official University webpages and social media.
• In addition to timely warnings and emergency notifications, the university—at its discretion—may provide information to the university community when an incident does not meet the threshold for a timely warning or an emergency notification. Other notifications may use email, webpage or other formats determined by the University.  Notification will provide sufficient information to inform individuals of threat, safety or security needs.

Decisions to issue a Timely Warning, Emergency Notification or Other Notification to the University community shall be made on a case-by-case basis dependent on the nature of the incident and the continuing danger to the campus community.  In criminal cases, information will be provided to the extent possible without compromising law enforcement efforts.

See university policy 10:3 Community notification, Imminent or Active Threat to the University.

5.7 Internal Communications

The ability to effectively communicate internally during an incident is crucial to the management of an incident. Any EMT member, senior administrators or university community members may initiate communications regarding potential, imminent or active threats to the community. EMT or community members who become aware of an active threat are directed to call the UPD immediately. The EMT chair or designee is responsible for determining the need for and scope of EMT/EOC activation and notifying the president and provost of such activation.

If the incident does not require a specific response by first responders and therefore no incident command post or incident commander at a scene, the EMT chair or designee is the incident commander for the university and the EOC is the university’s incident command post. If the incident requires an incident command post at or near the scene of the incident, the on-site incident commander will, as soon as practical, establish communications with the EOC. This person is the university incident commander.

It is the responsibility of the university emergency management specialist to ensure phone lines exist and are operational in the primary and backup EOCs. EMT/EOC members and support personnel will use cellphone, email, two-way radios, and runners if necessary to ensure effective internal communications. The emergency management specialist will work with University Marketing and Communications to ensure the ability to send messages to the SDSU community.

5.8 Public Information

Public information during an incident serves many important functions. It can:

• Save lives and reduce injury. Knowing the proper protective actions to take enables people to reduce their risk.
• Protect property and the environment. Understanding how to mitigate risk to property and the environment may lessen the damage inflicted by disasters. 
• Facilitate the tactical response by calming fears and managing expectations. People who know what to expect are more likely to follow instructions and allow responders to do their jobs.
• Educate, inform, and change behavior and attitudes. An educated public is more likely to prepare for emergencies and be ready when they occur.
• Seek the public’s cooperation. Whether the need is for volunteers to help with sandbagging, citizens to cooperate with investigators or residents to evacuate their homes, public information is an instrument that can help make it happen.
• Instill public confidence. Providing timely, accurate and understandable information builds confidence in emergency management’s competence.
• Provide information to help families reunite.  Public information about shelter message boards, hotlines, survivor registries and other linkages can help reunite families and enable them to move forward with their recover. 

With the exception of emergency notifications provided by the UPD, all messages to the community and the media—including media interviews—will be the responsibility of, coordinated and approved by the EMT.

University Marketing and Communications serves as the authorized public information officer (PIO) for the university. All public information must be coordinated and disseminated by the UMC staff with the approval of the EMT, in consultation with the president and provost.

University policy requires that only approved individuals speak on behalf of the university. These spokespersons are designated by the president, provost or designee. UMC is responsible for spokesperson coordination with the media.

UMC is responsible for establishing and staffing media staging, work and briefing areas. In the event that regular telecommunications on university property are not available, UMC will coordinate media relations at a designated location.

Appendix

Not all appendices are available for public release due to PII.