HomeMy WebLinkAboutMN-CES-2007-04-11 Communications & Emergency Services Committee Proceedings
Regular Meeting April 11, 2007 7:00 p.m.
PRESENT:
Chair J. R. Clairborne
Alderpersons (2): Shane Seger, Robin Korherr
OTHERS PRESENT:
City Clerk—Julie Conley Holcomb
Fire Chief— Brian Wilbur
Police Chief— Lauren Signer
Mayor— Carolyn K. Peterson
EXCUSED:
Alderpersons (2): Michelle Berry, David Gelinas
ADDITIONS TO OR DELETIONS FROM THE AGENDA:
Alderperson Korherr requested the addition of an item regarding the Pedestrian Awareness
Committee request to apply for a grant for a pedestrian related education and enforcement
initiative.
No Committee member objected.
APPROVAL OF MINUTES:
Approval of the March 14, 2007 Minutes
By Alderperson Korherr: Seconded by Alderperson Seger
RESOLVED, That the minutes of the March 14, 2007 meeting be approved with requested
corrections by Chair Clairborne.
Carried Unanimously
ANNOUNCEMENTS AND REPORTS FROM COMMITTEE MEMBERS:
Tompkins County Emergency Planning Committee Public Officials Conference
Alderperson Korherr distributed copies of the handouts from the Public Officials Conference and
reviewed the highlights of the session. She explained that the Conference was open to all
elected officials, highway superintendents, code enforcement staff, law enforcement and fire
departments in the County.
She reviewed the components of Executive Law Article 2-B, specifically the sections that states
that local Chief Executives take an "active and personal" role in the development and
implementation of disaster preparedness programs, and have vested authority to do so. She
explained that disaster planning includes a series of partnerships between local government
agencies, institutions, and businesses, sometimes referred to as EMACs (Emergency
Management Assistance Compact).
She further explained that all events start locally and end locally. Through the mandated use of
the Incident Command System (ICS)the City must use local resources before assistance can
be requested from State and Federal agencies.
Alderperson Korherr noted how important record keeping is before and after events as damage
must be documented in order to become eligible for State or Federal reimbursement. She
April 11, 2007
stated that the damage threshold for Tompkins County must reach $292,000 or more to be
eligible for State assistance as it is figured on a per capita basis. New York State must reach a
$20 million threshold to be eligible for Federal funding. Reimbursement is based on 75%
Federal funds; 12.5% State funds and 12.5% local funds. Under the Stafford Act, the maximum
amount of public assistance to reimburse residents for personal property losses is $27,000.
She recommended that the City identify the community's vulnerabilities and work on ways to
mitigate them. She stated that flooding is a risk in the City and inquired as to the possibility of
the City working with Flood Insurance providers to ensure that coverage is available to people at
a reasonable price to help them protect their properties.
Alderperson Korherr further reported on the new Communication System that includes 10 tower
sites throughout the County. She stated that the County is in Phase III of the project and is in
the process of determining what equipment municipalities are responsible for purchasing. The
project is scheduled for completion in October, 2007.
Updates:
A. ICS 402 Training Opportunity
City Clerk Holcomb explained that she recently learned that the State Office of Emergency
Management (SEMO) may be requiring that elected officials take the ICS 402 training through
an official course offered by SEMO. The County Department of Emergency Response is
attempting to confirm this information however has not been able to do so. City Clerk Holcomb
noted that her office has scheduled an in-house version of the training on May 23, 2007 using
the State's training materials and instructors from the Ithaca Fire Department. Common Council
members confirmed that they would like to proceed with the City course and if required, would
attend the SEMO training.
B. PIOT: E-Gov Link demonstration
City Clerk Holcomb reported that the Public Information Officer Team (PIOT) viewed a demo of
a web product from E-Gov Link. This company provides both web design services, based on
the use of templates and web-based components to enhance existing websites such as E-mail
Subscription Service, Community Calendar, Restricted Access Documents (Intranet), Problem
Location Tracking and Mapping Systems. She stated that Director of Information Technology
Twardokus has requested an opportunity to provide a more in-depth report at the next meeting.
City Clerk Holcomb explained that several members of the PIOT were not able to attend the last
meeting, so a comprehensive discussion was not held about the product or the potential staff
impacts. She stated that if the City decides to pursue a new web product that internal and
external focus groups would be formed to make sure the product was consistent with the
desires and needs of the community and staff.
C. 800-mhz Communications Systems
This item was included in Alderperson Korherr's report of the Public Officials Conference.
Overview of preparations for End of School Year Activities of Local Campuses
A. Ithaca Police Department
Police Chief Signer reviewed statistics that were compiled after last year's senior week
activities. She stated that the Ithaca Police Department assigned a special detail that included
7-9 Officers that worked as a unit on Thursday, Friday, and Saturday nights focusing their
efforts on the East Hill and South Hill neighborhoods for 36 days. This resulted in 122 arrests
April 11, 2007
for violations such as noise, underage drinking, public urination, etc. The cost of this detail was
$39,635 with 1,553 overtime hours.
She noted that this year they would assign 6 Officers to the detail using flex-schedules. They
will work between April 20—and May 26, 2007 from 7:00 pm —2:00 am, which should result in
80 less hours than last year.
Chief Signer voiced her concern that Cornell Slope Day and the last day of Ithaca College
classes are scheduled for the same day which would strain their resources. She stated that IPD
would be focusing their efforts on the Prospect Street event, and Cornell University would be
engaging SUNY Officers to assist with Slope Day.
Discussion followed on the floor regarding improved communication and efforts of both
campuses in controlling student activities.
B. Ithaca Fire Department
Fire Chief Wilbur expressed concerns about Slope Day and end of classes for Ithaca College
especially with the South Aurora Street and Thurston Avenue bridges being closed. He stated
that IFD will increase staffing on that day by adding an engine on the north side of Fall Creek
and another on South Hill to maintain response times. He stated that overtime costs should be
less than $10,000 as Cornell University will assist with costs associated with Slope Day. He
further voiced concern regarding potential radio communication interoperability issues with
different agencies such as the SUNY Officers assisting the Cornell University Police
Department.
Alderperson Korherr recommended that the Committee send a letter to Ithaca College and
Cornell University to make them aware of the challenges of emergency response agencies, and
the drain on City resources that these events cause. Alderperson Korherr offered to meet with
the Mayor and draft the letter.
Alderperson Clairborne questioned what type of support should be requested of these
institutions.
Police Chief Signer suggested that Common Council members check in on the Prospect Street
activities to see the types of issues that the Police Department faces. She stated that protecting
the South Aurora Street bridge will be one of the highest safety priorities.
Alderperson Clairborne questioned whether the Department of Public Works would be adding
extra enhancements to the bridge security during this time period. Mayor Peterson responded
that barbed wire had recently been added to the top of the fencing to deter people from climbing
over the fence to access the bridge.
Ithaca Fire Department Labor Contracts
Alderperson Clairborne asked Fire Chief Wilbur to report on any updates regarding labor
negotiations. Chief Wilbur responded that the Chief Officers Unit and the Ithaca Paid Fire
Fighters Unit labor contracts had been ratified and signed by the appropriate parties. He stated
that mediation helped each side to appreciate the other's perspective and operations, and
resulted in achieving a win/win situation. The contracts are for a 5-year period which will be
helpful in activity planning.
April 11, 2007
Pedestrian Awareness Committee (PAC) Grant Opportunity
Alderperson Korherr reported that the Pedestrian Awareness Committee (PAC) has
recommended that the City write a grant to fund pedestrian awareness education and
enforcement related activities. She stated that there are (4) grant opportunities from New York
State, but the deadline is May 15, 2007, and the Tompkins County Public Safety Committee
needs to review 1 or more of the grant applications prior to submission to the State. She
questioned which department(s)would spearhead this activity and noted that (2) PAC members
were willing to assist with pulling the grant application(s) together.
Chief Signer stated that the Ithaca Police Department had obtained grant funding for a
pedestrian enforcement initiative that was not well received by the community and the grant
funds were returned to the State.
Mayor Peterson inquired as to what types of activities are eligible. She expressed concern
regarding the short time period in which the grant applications were due, and questioned
whether staff would have the time to incorporate the grant activities into their summer work
schedules. She voiced support for an education initiative if the grant funding was to hire a
consultant to complete the work with the input of City staff.
City Clerk Holcomb offered to review the grant eligibility criteria with Engineering Technician
Kent Johnson if the information was forwarded to her. She stated that PAC input would be very
valuable in prioritizing projects or by identifying what type of project would have the greatest
impact on the community, but that these issues would have to be weighed against City staffs
ability to administer the grant and dedicate resources to the initiative.
Alderperson Korherr stated that she would contact the PAC members who offered to assist in
the project and discuss the issue further with them.
Police Chief Signer reported that Court TV would be coming to Ithaca to film an episode on
"speeders". She noted that the show could have a pedestrian focus. The film crew will be riding
with the Traffic Enforcement Unit during their 3-day stay.
ADJOURNMENT:
On a motion the meeting adjourned at 8:35 p.m.
C.�
ie C. Holcomb . R. Clairborne
City Clerk Chair
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$20 Million Capital Project
Tompkins County Public Safety • Phase I
—Construction of the new Tompkins County
Communication System 'P} Communications Center and Emergency
Response Building
Current Project Status " —Dispatching from the new 911 Center began in
March 2007 I.; December 2004
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10 Tower Site System Phase II
_ • Plan development,negotiations.Environmental Impact Study
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—Roadway
l —Utility extensions
't —Fencing,generators,antennas
• Operations Planning(some tarty over to Phase III
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-"Talk Groups"
( -Policies and Procedures related to use
b e t —Subscriber equipment plan
• Anticipated completion date April 2007
Phase .III And to End ...
• Microwave connectivity • WHERE'S THE POT OF GOLD to finance
• UHF Paging and 800MHz trunking emergency preparedness?
• Mobile data plan
• Purchase and distribute subscriber equipment
• User training
• System testing
• System acceptance by October 2007
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'ctioiw!Incident! ana efawut yNtem
NIMS hn2 IeI 2ef tW I2 • Command and Management
• Preparedness
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• Communications and Information Management
2007 Requirements • Supporting Technologies
(State of New York NIMS • Ongoing Management and Maintenance
Implementation Strategy) A system to provide a national framework
for preparing for,preventing,responding to
and recovering from domestic incidents.
New "First Responder" ni io9 S AIMS linp7onenintion Attinity
• Fire • Adoption
• Law Enforcement • Command and Management
• iIVA!xT
• Emergence Medical • Preparedness:Planning
• Public works • Preparedness:Training
• Public Health • Preparedness: Exercises
• Emergency Communications
• Emergence'lananement • Resource Management
• Other Agencies in%olyed in disaster preparedness, • Communication and Information Management
pro enlion,response and recover∎actis ilies
Ch tinges i22 littpl}n neI2 to ion LIEICAST
• In FY 2005 and 2006,states self-certified Through N1JIS Integration Center(MC)
that they were making a"good faith" • National Incident Management
effort to implement NIMS Capability Assessment Support Tool
• Self-certification compliance process is • All jurisdictions IN be encouraged to
being changed to specific performance- use NIMCAST to assess their compliance
based 20 (measurement system)in • Being redesigned ...early 2007 .'y
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(aid:noacsuu:ption Mitt F155 nod 1 los rival Pit 1,11hn : ',II
• Designate a single point of contact to sere as
the principle a single point
coordinator for contact
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specific performance-based metrics • Establish public information system to g�
• Requirements are mailable on the N1�1S xleb
• �` °' �erif■,coordinate and disseminate information
during an incident.
• 3 Tiers • Complete training 105-300, X00
• Tier 1 metrics and questions are deemed
critical to measuring FY07 compliance..• — ICS-UM and ICS-200.1S-7U0(Introdueti0n to�1\ -)
and UM and ICS-200,1S-7M1
Response Plan)
15-300 Course in 1ompf,ins Count.Mac 8-9-10,
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compliance by the end of F1'07 2)117
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• Animal Health
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Management Resources
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Standards.. FE�t Resource fypiug
Standards. • Fire'llazmat Resources
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requests,exercises,and actual exents.
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• incident systems and processes ll tl sh ensure m that . Search and Rescue Resources lcet
opera i operating picture of all nc de share a common
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• Typed in order to make decisions about
• Board Commissioners,Deane Commissioners,Chair of the
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Board of Commissioners,Count!,Executicc,Tonn Type S(least complex)to T�`�•
Super hors,Mmors,CountyC it∎Managers,County' "national significance")
Legislatorsners,CountYi Cotmcnn(Vilt3S fire (incidents of"n•
Commissioners.Counh'1City/To��nJV'illage Attorneys
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"Required Training"courses for this group 2007
• 1S-402 ACS tor I%ccuticcs)...trntotirc date MAN 21 or 23,
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• To bring current credentialing efforts
into a national system while avoiding the
duplication of efforts already in place.
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University Document
The University of Vermont
EMERGENCY RESPONSE AND RECOVERY PLAN
INTRODUCTION
One measure of an organization's strength is its ability to respond well in an emergency.
Since every scenario cannot be predicted, an emergency response plan must be able to
quickly adapt to events as they unfold. The following plan designates areas of
responsibility and defines for the University of Vermont the framework necessary to
respond to emergency situations. It is divided into two sections - administrative
framework and response framework. It is imperative that individual departments
develop response plans for unique situations under their purview. The University
response needs to be quick, professional, supportive, and meet the emerging demands
of any incident, emergency, or crisis situation.
ADMINISTRATIVE FRAMEWORK
Levels of Emergency Response
LEVEL 1 - A minor department or building incident that can be resolved by the
responding service unit. This may result in calling in personnel and notifying the
department where the problem occurred. (Example: Physical Plant responds to a
broken water pipe.)
LEVEL 2 - A department or building incident that can be resolved with existing
University resources or limited outside help. A Level 2 incident is usually a one
dimensional event that is of limited duration and has little impact on the campus
community beyond those using the space/building in which it occurred. (Example: Minor
chemical or fuel oil spills, building loss of heat or electricity for several hours, or a minor
fire confined to a room and not involving hazardous chemicals.)
LEVEL 3 - Situations that are primarily people, rather than infrastructure focused. In
particular, many student issues can become quite complex because of varied
institutional and student support responses that must be coordinated. Level 3 situations
may emerge as a single incident, but have the potential to quickly evolve into a multi-
faceted campus crisis.
(Example: serial sexual assaults, successful suicide, death on campus, multiple
injuries, large scale dissent/disruption, including riots, hate crime, or bomb threats). (1)
LEVEL 4 - A major emergency that has an impact upon a sizable portion of the campus
and/or outside community. Level 4 emergencies may be single or multi-hazard
situations, and often require considerable and timely coordination both within and
outside the University. Level 4 emergencies also include imminent events on campus or
in the general community that may develop into a major University crisis or a full
disaster. (Examples: heating plant failure, extended power outage, severe storms, major
fire, contagious disease outbreak, or domestic water contamination.) .
LEVEL 5 - A catastrophic emergency event involving the entire campus and
surrounding community. Immediate resolution of the disaster, which is usually multi-
hazard, is beyond the emergency response capabilities of campus and local resources.
(Example: earthquake, major hurricane, or act of terrorism which would require State
and Federal assistance.)
Phases of an Emergency
All major incidents have four distinct phases that require special management skills.
UVM Police Services, UVM Rescue, and UVM service departments (when appropriate)
will follow the National Incident Management System (NIMS) in accordance with
Presidential Homeland Security Directive 5.
Crisis Phase
The crisis phase is characterized by confusion, panic, and "rush" to the scene, and
"gridlock." The goal of the first arriving university official in the crisis phase is to
• Limit the growth of the incident
• Ensure the safety of the community and first responders
• Stabilize the scene.
The first arriving University official at an emergency will assume Incident Command
(initially could be from the hood of a vehicle), until relieved by a supervisor or
appropriate first response personnel. Priority tasks include:
• Establish communications and control
• Identify any "danger zone"
• Establish an inner perimeter to secure the "danger zone"
• Establish an outer perimeter to control access to the entire scene
• Establish a command post
• Establish a staging area
• Request need resources
Scene Management Phase
Emergencies present particular challenges for the University, since there is often a need
for multi-agency coordination, not just among UVM departments, but with local, state,
and federal resources, as well. When the incident will continue for a longer duration
then we transition to scene management. The goal of scene management is to gain
control. If warranted during this phase, the Emergency Operations Group may establish
an Emergency Operations Center(EOC) to further manage the event (see below).
Executive Management Phase
A transition to the executive management phase occurs when the size, scope and
seriousness of the event is beyond the abilities of the scene command personnel to
effectively manage. Level 4 and 5 emergencies are most likely to require this phase.
This phase will necessitate the establishment of an Emergency Operations Center and
activation of the Policy Group (see below for definitions).
Termination Phase
Once the incident has been resolved and order restored, this phase ensures scene
integrity. During this phase, a plan is developed for a smooth transition to normal
operations by coordinating with other relevant university, federal, state, county, and
local organizations. All personnel involved in the incident should be directed to prepare
an after-action report and a complete review of the incident initiated under the direction
of the incident commander. Counseling support should be available to any staff involved
in the incident.
Definitions
Executive Authority: During an emergency, the President (or the next most senior
available administrator) has ultimate responsibility and authority for declaring a "state of
campus emergency," setting the direction as to how the emergency will be managed,
and making key executive decisions. He/she is assisted and advised by the Policy
Group and the Operation's Group. Field operations remains under the direction of an
on-scene Incident Commander.
Policy Group:
• President (Convener)
• Provost (Back-up Convener)
• Vice President for Finance & Administration
• Vice President for Student and Campus Life
• Vice President and General Counsel
• Other Vice Presidents (as needed or available)
• Co-Chair of Emergency Operation's Team (as needed or available)
Role
• Approve overall priorities & strategies
• Approves public information reports & instructions
• Liaison with governments & external organizations
Emergency Operations Group:
• Associate VP for Admin. and Facilities Services - (Emergency Director for level
4/5 emergencies)
• Assistant VP for Student & Campus Life (Emergency Director for level 3
Emergency)
• Chief of Police Services (Back-up Group Leader)
• Director of Physical Plant
• Director of Risk Management
• Director of Residential Life
• Director of Student Life
• Director of University Communications
• Director of Health and Well Being
• Chief Information Officer
Role
• Gathers, confirms & evaluates incident information
• Develops incident action plan to resolve specific priority situations
• Identifies resource needs & shortfalls
• Reassign/deploy individuals in support of critical needs
• Link to local, state, and federal emergency coordination centers
Emergency Operations Center (EOC)
In cases of general widespread emergencies (Level 4 or 5), the Emergency Operation's
group leader will activate an Emergency Operations Center (EOC) that shall serve as
the workspace for the Emergency Operations Group and as a Multi-Agency Command
Post (MAC) for incidents crossing jurisdictional boundaries. Normally, it will be located
at a specially equipped conference room, but under certain conditions (including power
outage) it can be set-up at a designated back-up location, or anywhere necessary
telecommunication and data support facilities exist. It may operate from a few hours, to
a few days, weeks or months, depending upon the severity of the emergency.
Depending on the nature of the incident, the Emergency Director will designate the
following functions (see appendix for definitions):
• Deputy Incident Commander
• Public Information Officer
• Safety Officer
• Liaison Officer (who will coordinate agency representatives)
• Operation's Chief
• Logistics Chief
• Finance Chief
• Planning Chief(note: if circumstances warrant, an Intelligence Chief will be
appointed)
• Log/scribe
Deans, Directors or content experts from affected units may be asked to join the
Emergency Operations Group by the Incident Commander as the situation dictates. In
emergency situations that involve the city of Burlington or surrounding municipalities,
representatives from public emergency response agencies (Fire, Police, EMS, Public
Works) that serve the campus will be asked to provide Agency Representatives to the
UVM Emergency Operation's Center.
Key Roles
The following University offices are expected to assume various roles at the request of
the Emergency Operations Group in an effort to provide a coordinated response to an
emergency. In some circumstances, it may be necessary to request faculty or staff to
assume temporary roles outside the normal scope of their duties, taking into
consideration their ability to carry out those temporary roles. It is understood that if any
department does not have specific roles for their personnel to carry out, then those
personnel will automatically become part o.f a "pool" of reserve personnel to assist as
assigned by those coordinating the specific emergency (i.e. the Center for Career
Development, Admissions, Financial Aid).
Academic Deans & Chairs Identify and resolve instructional and research
r!issues. Coordinate necessary faculty resources.
Architectural.&Engineering Services'Arrange for fit-up of temporary quarters for displaced
units. Provide structural evaluations and repair
estimates.
Athletics Coordinate use of the Patrick Gym Complex as a
staging area, open bay temporary shelter, and/or
temporary morgue.
C'A'
Services Create temporary identification/access credentials
as requested.
EAP/C,ounseling, enter ` ; Assist employees and students in coping with
trauma.
Health.&Wellbeing Centet Provide medical support and mental health
counseling. Assist in providing services to those with
° ��� minor injuries and provide trauma support.
Coordinate with first aid services. May be asked to
assist/provide onsite medical triage .
Campus Planning Services Provide site and building information. Coordinate
radio and pager support. Reschedule classes and
public events to include off campus
accommodations.
Print and Mail Center Provide courier services to policy and operations
groups. Post signs and notices. Provide printed
material as directed (letters to parents, posters,
temporary procedures, etc.).
Physical Plant Mitigate facility and grounds damages and restore to
functional level. Assist Police Services with creating
a safety perimeter at the site of the emergency.
Police Services Law enforcement, crowd control, evacuation, site
security, and mobile communications. Liaison with
on-site fire and medical command personnel.
Procurement Obtain emergency goods and services; include pick-
up/delivery to site of emergency.
Reside tial Li f e Coordinate housing operations (including any
temporary shelters).
Rescue Treat immediate injuries. Establish Medical
Command if multi-injury situations
Risk Management Identify cause and scope of loss, coordinate
insurance adjustment. Establish and support
Emergency Coordination Center. Link with State
Environmental Authorities when necessary.
Dean of Student's office Coordinate student notification and response.
Liaison with parents.
Telecom &Network'Services Coordinate temporary telephone, fax, and computer
hookups. communications: Provide "broadcast"
capability for voice mail. Arrange phone bank for
necessary student call-outs to family. Activate "800"
number if necessary.
Transportation and Parking Provide transportation services as required. Assist
Police Services with perimeter control and related
functions.
University Communications Media coordination and spokesperson.
Univ Dining Services Coordinate dining services for dislocated personnel
and emergency workers.
UVM Bookstore th Ih.1,1 Provide staffing to other support functions.
University Vet Provide expertise with respect to any issues related
to animal care.
RESPONSE FRAMEWORK
Direction and Coordination of an Emergency
When an emergency condition exists, it should be reported immediately to UVM
Police Services, dial 911.
The Police Services Dispatcher will follow a defined sequence of responses for
nearly all emergency situations.
1. Dispatch police officers and make appropriate fire and/or medical rescue
calls
2. Notify the Chief of Police Services, or designee if unavailable, who will
determine whether or not to initiate the emergency notification telephone
call list (located at Police Services Dispatch) or selectively notify
individuals.
3. If the emergency notification list is initiated, the Associate Vice President
for Administrative and Facilities Services, the Assistant Vice President for
Campus and Student Life, (or the Chief of Police Services in their
absence), acting as the Incident Commander, will determine the level of
emergency response and the need for activation of the Emergency
Operations Group and Emergency Operations Center.
Response to Level 1 or 2 Incidents
Level 1 events are reported through normal channels (Service Operations for
building issues, Telecommunication operators for telephone problems, etc) and
are handled based upon established departmental practices. A level 2 incident
will be handled in a similar way, but may necessitate several departments being
involved in order to re-establish normal operations.
Response to a Level 3 Situation
When a Level 3 emergency occurs, the Assistant Vice President Campus and
Student Life shall immediately assemble the Emergency Operations Group and
activate the Emergency Operations Center, assuming the role of EOC Director.
In the absence of the Assistant Vice President for Student and Campus Life, the
Associate Vice President for Administrative and Facilities Services or the Chief of
Police will automatically assume that role. In the absence of all three these
individuals, the Vice President for Student and Campus
Response to a Level 4 or 5 Emergency
When a Level 4 or 5 emergencies have been declared, the Associate Vice
President for Administrative and Facilities Services or Chief of Police Services
shall immediately assemble the Emergency Operations Group and activate the
Emergency Operations Center, assuming the role of EOC Director. In the
absence of the Associate Vice President and the Chief of Police Services, the
Vice President for Finance and Administration will automatically assume this role.
Direction and Coordination of a Potential Emergency
When conditions permit and the impending emergency situation (example:
anticipated major snow or ice storm, large campus gathering, etc) provides
ample time, the appropriate EOC Director, will assemble the Emergency
Operations Group to formulate an incident action plan for recommendation to the
Policy Group, or if time is of the essence, to the most Senior Executive Officer
available on campus.
Declaration of an Emergency Condition
The President, Provost, Vice President for Student and Campus Life, or Vice
President for Finance and Administration (depending upon availability) shall
declare a state of University Level 4 or 5 emergency when, upon
recommendation of the EOC Director, he/she deems it necessary to place into
immediate effect emergency procedures and/or to close all or part of the
University. The President, Provost, Vice President for Finance and Administration
or their designees shall declare an end to the state of emergency when
appropriate.
Emergency Communications
Timely and accurate communication with the campus population during a level 3,
4 or 5 emergency is very important. A special Emergency Operation's
Information Phone Line (recorded message) has been established 802-656-1771
and can be used to help communicate with those living off-campus (including
faculty, staff, students, parents, and the community at large). Depending upon
the nature of the emergency, the campus will be alerted through use of the
broadcast capabilities of the phone mail and e-mail systems. When appropriate,
the local media will also be advised. Periodic updates will be provided through
the same means. Should both the phone and data network be unavailable, staff
will be dispatched from the Emergency Operations Center to alert key leaders in
each building, who will be expected to alert others in the building. Emergency
communications, both on and off-campus, will be coordinated by the Director of
University Communications or his/her designee.
During a level 5 emergency, or when the nature of the emergency suggests there
will be an influx of telephone inquiries concerning the well-being of faculty, staff,
and students, a special incoming 800 number exists which will be distributed
through the UVM Web site, national media and other appropriate means. Prior to
such distribution, the Development Call Center(used primarily for out-going fund
raising calls) will be re-programmed by Telecommunications & Network Services
technicians into an incoming call center and placed under the temporary
management of the Emergency Operations Team.
[Return to Policies Home Pagel
Last revised: September 19, 2006
Maintained by: Administrative & Facilities Services
Copyright 1997 The University of Vermont