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Grinnell CollegeEmergency Operations Plan

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EXECUTIVE SUMMARYPROMULGATION STATEMENTSTATEMENT OF APPROVALRECORD OF CHANGERECORD OF DISTRIBUTIONPURPOSESITUATION OVERVIEW

City of Grinnell – Geography

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City of Grinnell – DemographicsCity of Grinnell – Critical InfrastructureGrinnell CollegeBy the NumbersCollege ProfileStudent ProfileHazard, Risk and Vulnerability Assessment

PLANNING ASSUMPTIONSCONCEPT OF OPERATIONS - MITIGATIONCONCEPT OF OPERATIONS - PREPAREDNESSCONCEPT OF OPERATIONS - RESPONSE

Emergency Operations Plan ActivationEmergency Operations Plan DeactivationEMT Activation During Business HoursEMT Activation During Non-Business HoursLevels of ResponseCollege ClosureEmergency Mass Notification

CONCEPT OF OPERATIONS - RECOVERYORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES

Academic AffairsCampus Safety and SecurityDining ServicesEnvironmental StewardshipFacilities ManagementHuman ResourcesInformation Technology ServicesOffice of CommunicationsOffice of the TreasureStudent AffairsStudent Health and Counseling ServicesIndividual Responsibilities

DIRECTION, CONTROL, AND COORDINATIONManagementExecutive Advisory Group (EAG)Emergency Management Team

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Emergency Operations Center (EOC)Operations SectionPlanning SectionLogistics SectionFinance Section

INFORMATION COLLECTION, ANALYSIS, AND DISSEMINATIONCollectionAnalysisDissemination

Training and ExercisesTrainingExercises

ADMINISTRATION, FINANCE, AND LOGISTICSRecords and ReportsAgreements and ContractsFinance

PLAN DEVELOPMENT AND MAINTENANCEDevelopmentMaintenanceReview and Update

AUTHORITIES AND REFERENCESAuthoritiesReferencesAdoptions

GlossaryAcronymsLegalAPPENDIX A: ORGANIZATIONAL CHARTFUNCTIONAL ANNEXES

EvacuationLockdownShelter-in-PlaceAccountabilityCommunications and NotificationsContinuity of OperationsRecovery

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Public Health, Medical, and Mental HealthSecurityRapid Assessment

HAZARD SPECIFIC ANNEXESBuilding FireSevere WeatherEarthquakeTornadoHazardous Materials IncidentMass Casualty IncidentArmed Intruder/Active ShooterDisease OutbreakBomb Threat/Explosive DeviceUtility Failure

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EXECUTIVE SUMMARYThe Grinnell College Emergency Operations Plan (EOP) provides the organized management system for Grinnell College to follow during emergencies. It is designed as a flexible system in which part or the entire plan may be activated, as appropriate to the situation. The EOP provides an organizational structure and procedures for the management of information, activities, and operations during an emergency. As described throughout the EOP and supporting documents, Grinnell College maintains programs in the prevention of, preparation for, response to and recovery from natural, human-caused, and technology-caused disasters.

The Emergency Operations Plan follows the format outlined by the Department of Education’s Guide for Developing High-Quality Emergency Operations Plans and Plan consists of a basic plan supplemented by functional and situational appendixes. The basic plan recognizes the content and role of existing plans, identifies potential hazards to the College, and establishes the general organization and function of the Emergency Operations Center.

The Emergency Operations Plan establishes a framework of policy and guidance for College preparedness, response, recovery, and mitigation. It also supports Business Continuity and Disaster Recovery Plans, establishing a framework to coordinate specific plans and procedures maintained by individual departments or divisions to enable a campus-wide approach to incident mitigation and resolution.

Recognizing potential hazards and managing their associated risks are major components of emergency planning. The College has established policies, procedures, and guidelines to respond to emergencies to minimize their impact and duration. An emergency is defined as a sudden or unexpected occurrence or combination of occurrences that may cause injury, loss of life, destruction of property, or the interference, loss, or disruption of normal business operations that poses a threat to the campus community.

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PROMULGATION STATEMENTGrinnell College is committed to protecting the welfare of its community members. To that end, I strongly support the Grinnell College Emergency Operations Plan. This Plan addresses the challenges and responsibilities of pre-event mitigation and post-event recovery in addition to preparedness and response. Itis established under and is in accordance with state, federal, and presidential laws, statutes and authorities for Emergency Management. The National Incident Management System (NIMS) and Incident Command System (ICS) are incorporated into this plan and will be implemented in the event of an emergency.

The purpose of this plan is to provide the framework for an effective system of comprehensive emergency management, utilizing an all-hazards approach. It clarifies the following strategies:

● Reduce the vulnerability of people and facilities; ● Prepare for prompt and efficient response and recovery; ● Respond to emergencies using all systems plans and resources available; ● Recover from emergencies by providing for the rapid and orderly start of rehabilitation; and ● Provide an emergency management system embodying all aspects of pre-emergency

preparedness and mitigation, as well as post-emergency response and recovery.

With the knowledge that the most timely and appropriate responses can best occur when a well-documented plan has been implemented and integrated throughout the College, it is my expectation that all members of the University will use this document as a guide and will develop their own detailed plans to effectively organize, coordinate, and direct available resources toward emergency response and recovery. Personnel and units assigned specific emergency responsibilities must have a working knowledge of functions and actions to be prepared to act in accordance with a plan when emergencies occur.

The Basic Emergency Operations Plan is designed to help college employees respond appropriately when emergency conditions exist. Although these situations are unpredictable, this plan allows for an immediate response by university employees, thereby minimizing danger to our campus. Grinnell College’s Office of Campus Safety and Security of is charged with coordinating the emergency planning efforts across all departments.

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Every member of the Grinnell College community should understand his or her role in emergency situations. I urge you to review this plan and support your colleagues to protect our students, faculty, staff, and visitors in the event of an emergency.

Promulgated by:

______________________________ ____________________Dr. Raynard S. Kington, President Date

STATEMENT OF APPROVALThe undersigned agree to the responsibilities assigned to their department in the Grinnell College Emergency Operations Plan. By signing this plan, I agree to implement the roles and responsibilities outlined herein:

_____________________________________________ __________________Director of Campus Safety and Security Date

_____________________________________________ __________________Vice President of Academic Affairs Date

_____________________________________________ __________________Vice President of Student Affairs Date

_____________________________________________ __________________Vice President for College Services Date

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RECORD OF CHANGEDate Pages Summary of Change

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RECORD OF DISTRIBUTIONDepartment Location No. of Copies

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PURPOSEThe purpose of the Grinnell College Emergency Operations Plan is to provide the Executive Advisory Group, the Emergency Management Team, and trusted stakeholders with general guidance on how to mitigate the effects of, prepare for, respond to, and recover from an emergency or disaster.

In order to preserve and advance the Grinnell College's critical teaching and public service programs, a stable and secure infrastructure of services and administration, is essential. For normal day-to-day operations, the College provides these services centrally and through administrative structures in its schools, departments and operating units. However, in times of extreme emergency, widespread disruption and/or life-threatening crises, critical functional units of the College must work together under central coordination to protect and preserve. The highest priorities of life, safety, property, and restoration become the interim mission of Grinnell College. The Grinnell College Emergency Operations Center is the key central communication function that will connect the various functional units with decision-makers and assistance.

Founded on the priorities and operational concepts of emergency management, the plan has been prepared, primarily for the people who will use it. While it serves the College as a whole, the plan is a management guide for those with key assignments and responsibilities during emergency activations. It supports those who manage emergencies on campus and who must keep the business side of the College functional; it supports those who must restore College activities in research, academic learning and public service.

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This Emergency Operations Plan (EOP) is not the end of emergency planning; it is just the beginning. School and department preparedness, connections to city, county and state first responders, and practicing what to do in a mock emergency are just some of the next steps we anticipate.

This document was developed in alignment with the 2013 version of the Federal Emergency Management Agency (FEMA) Guide for Developing High-Quality Emergency Operations Plans for Institutions of Higher Education. In addition, it also incorporates planning elements from the 2010 version of the FEMA Comprehensive Preparedness Guide (CPG) 101: Developing and Maintaining Emergency Operations Plans and the Department of Homeland Security National Incident Management System.

The College has established the following priorities to be recognized during every phase of emergency management:

● Protect the health and safety of students, faculty, staff, and guests.● Provide essential services and operations to maintain business and academic continuity.● Manage the College’s resources appropriately to support response and recovery efforts.● Protect College property, critical infrastructure, and assets.● Communicate to all College stakeholders information in a time-appropriate manner.● The College will make a good faith effort to integrate the National Incident Management

System in all aspects of emergency management activities where appropriate.

This plan does not supersede or replace any policies, plans, or practices for public safety, management of hazardous materials, or handling of sensitive information at the department level. The Emergency Operations Plan supplements existing documentation with general guidance, temporary structures, and critical information to support emergency management activities when they occur on campus.

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SITUATION OVERVIEW

City of Grinnell – GeographyThe City of Grinnell has some small creeks around it with no rivers close by. The main use of area surrounding Grinnell is for agricultural purposes with some manufacturing. There are many manufacturing sites within the city limits, however. The main roads running through Grinnell are Highways 146 and 6 with Interstate 80 passing very close to the city’s south limits. There are two railway lines that run through the city; the Iowa Interstate Railroad (which runs east-west through Grinnell) and the Union Pacific Railroad (which runs north-south through Grinnell).

City of Grinnell – DemographicsPoweshiek County is 98.3% Caucasian, with 1.7% made up of other races. The average household is 2.48 with a total of 7,158 families within the county. A major disaster within the county would affect up to 1789.5 personnel or less.* A major disaster within the City of Grinnell could affect the entire population of the city.

*Statistics from American Red Cross, Coordinating Chapter, Des Moines, Iowa (May, 1995).

Grinnell College Grinnell College is located in the town of Grinnell, Iowa, about halfway between Des Moines and Iowa City. The main campus is bounded by 6th Avenue on the south, 10th Avenue on the north, East Street on the east and Park Street on the west. The 120-acre campus contains sixty-three buildings ranging in style from Collegiate Gothic to Bauhaus.

The residential part of campus is divided into three sections: North Campus, East Campus, and South Campus. North and South Campus' dormitories are modeled explicitly after the residential colleges of Oxford and Cambridge. The East Campus dormitories were designed by William Rawn Associates and feature a modern design. Upon completion East Campus was awarded LEED certification. The four East Campus dorms are made out of Iowa limestone which helped in securing the LEED certification. All three campuses feature dormitory buildings that are connected by a loggia, an architectural signature of the college. The loggia on South Campus is the only entirely closed loggia, featuring walls on all sides, while the loggias on East and North campus are only partially closed. From the time that the first dorm opened in 1915 until the fall of 1968, the nine north campus dorms were exclusively for male

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students, and the six south campus dorms were reserved for female students. The dorms are much smaller than those seen in many schools, ranging from the smallest, Rawson Hall, which houses 34 students, to the largest, Younker Hall, which houses 113.

Most academic buildings are located on the southwestern quarter of campus. The athletic facilities are mostly located on the northeastern quarter, and some facilities are located north of 10th Avenue.

In addition to the main campus, the college owns much of the adjacent property. Many administrative offices are located in converted houses across Park Street near the older academic buildings, and several residences are used for college-owned off-campus student housing.

The college maintains a 365-acre environmental research area called the Conard Environmental Research Area (CERA). The U.S. Green Building Council awarded CERA's Environmental Education Center a gold certification. The building is the first in Iowa to receive the designation.

By the Numbers● About 1,600 students● 9:1 student/faculty ratio● Over 500 course offerings every semester● Most classes have fewer than 20 students● 26 majors, 11 concentrations● 3,000 internship opportunities in the United States and abroad● Burling Library contains 1 million books and documents● 500+ free events each year● 200+ student organizations● One-third of students engage in varsity athletics

College Profile● Private, 4-year, liberal arts & sciences● Coed and residential● Located in Grinnell, Iowa (population 9,100)● Founded in 1846● Bachelor of Arts in 26 major fields● Individualized curricular planning and advising● No core requirements beyond First-Year Tutorial

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● Independent majors are possible● Strong commitment to social responsibility● Consistently ranked among the nation’s best liberal arts colleges

Student Profile● About 1,600 students● 13 percent international, 22 percent U.S. students of color● 69 percent graduated in the top 10 percent of their high school class● 93 percent graduated in the top 25 percent of their high school class● SAT 1310–1480 (mid-50 percent score range, critical reading and mathematics only)● ACT 29–33 (mid-50 percent score range)● More than half of students study off campus during academic career● 52 percent of students complete at least one independent study course● Two-thirds of students participate in community service projects● One-third of students engage in varsity athletics

Hazard, Risk and Vulnerability AssessmentA Hazard, Risk, and Vulnerability Assessment (HRVA) was conducted by Margolis Healy & Associates in June 2014. Of the top ten identified events facing the College, by category, there are four natural hazards, four technology-caused and three human-caused events identified. This highlights the importance of assuming an all-hazards approach to emergency management planning at the College. Of the natural hazards identified, it was not surprising to find that tornados rated highest. This type of event is a low to moderate probability/high impact event that the College is well aware of and understands the importance of planning for this scenario. There are existing policies and procedures in place that provide an adequate framework to prepare for and respond to a tornado, specifically the Crisis Preparedness Plan – Appendix A: Severe Weather. However, additional work is needed to strengthen the College’s overall preparedness for natural hazards, including major snow storms, ice storms, and thunderstorms. Recognizing that Grinnell College often deals with the threat of severe storms in every season, students, faculty, and staff are accustomed to preparedness efforts related to these scenarios. Regardless, natural hazards will continue to be a high priority for future planning efforts due to the likelihood and subsequent impact of occurrences. Technology-caused events are common in academic settings across the country and Grinnell College is no different with building fires/explosions receiving the highest score in this category. Building fires

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pose the greatest threat in housing units, office spaces, and kitchens where food is prepared. Research facilities and science-related classrooms also inherently contain a risk for unintentional fires. Grinnell is quite unique, however, with the potential for a railway incident to occur and significantly impact campus operations as the result of commercial freight being transported through campus in railroad tank cars. While the exact contents of the tank cars varies, it is possible that – on occasion – hazardous materials may travel through campus. The close proximity of these tank cars to critical infrastructure and academic buildings does create a potential hazard that requires additional review. Arson scored the highest in the human-caused category as this event occurs frequently, recognizing that dumpster and trash can fires are counted under this sub-category. This hazard is not uncommon among colleges and universities and the impact is frequently minor in nature. Cyber attack/intrusion scored second highest and, despite a high probability of an attack, the likelihood of a successful intrusion and substantial data breach is far less likely. However, this remains a very real concern that must be mitigated and planned for accordingly.

Additional information can be found in the Grinnell College HRVA Final Report issued in July 2014.

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PLANNING ASSUMPTIONSEmergency planning requires a commonly accepted set of assumed operational conditions that provide a foundation for establishing protocols and procedures. These assumptions are called planning assumptions, and the standard practice is to base planning on the worst-case conditions.

The following assumptions were made in the development of this plan and must remain a real consideration during the application of the plan or any component within:

● The Emergency Operations Plan serves as guidance document and practical guide that can be modified, adjusted, and/or dynamically applied to any emergency or disaster as the situation dictates.

● Relationships among key internal and external College stakeholders are established prior to an emergency or disaster, specifically within the Executive Advisory Group, Emergency Management Team, and personnel from the emergency management agency who has jurisdictional authority where the College is located.

● Departments may develop and implement individual plans required to meet the needs of specialized academic, administrative, or operational environments.

● Critical infrastructure, including electricity, water, and telecommunications, may be significantly damaged or suffer a complete outage for long periods of time.

● Roadways, overpasses, tunnels, and bridges may be impassible and mass transportation systems may experience service disruptions for long periods of time.

● Local and national media attention will exist and will require timely information and sharing.● Effective prediction and warning systems have been established that make it possible to

anticipate certain disaster situations that may occur throughout the jurisdiction or the general area beyond the jurisdiction’s boundaries.

● It is assumed that any of the disaster contingencies could individually, or in combination, cause a grave emergency situation within Grinnell College. It is also assumed that these contingencies will vary in scope and intensity, from an area in which the devastation is isolated and limited to one that is wide-ranging and extremely devastating. For this reason, planning efforts are made as general as possible so that great latitude is available in their application, considering they could occur in several locations.

● Initial actions to mitigate the effects of emergency situations or potential disaster conditions will be conducted as soon as possible by the local government.

● Assistance to the affected jurisdiction(s) response organization from another jurisdiction(s) is expected to supplement the efforts of the affected jurisdiction in an efficient, effective, and

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coordinated response when jurisdiction officials determine their own resources to be insufficient.

● Federal and state disaster assistance, when provided, will supplement -- not replace -- relief provided by local jurisdictions.

● It is the responsibility of officials under the plan to save lives, protect property, relieve human suffering, sustain survivors, repair essential facilities, restore services, and protect the environment.

CONCEPT OF OPERATIONS - MITIGATION

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CONCEPT OF OPERATIONS - PREPAREDNESSGrinnell College will prepare for emergencies and disasters through a variety of proactive emergency preparedness initiatives. These initiatives will communicate strategies to students, faculty, and staff on how to be prepared individually for all-hazard scenarios with the goal to increase resiliency and facilitate recovery.

Preparedness may include the following activities:● Public information and educational materials will be provided to students, faculty, and staff via

newsletters, brochures, emails, publications, websites, posters, television, radio, or any other communications medium as appropriate.

● Assure that faculty communicates emergency response plans to students on the first day of class each semester.

● Develop, review, exercise, and update the emergency operations plan, including the functional and hazard-specific annexes.

● Test and maintain emergency resources and assets.Assure the viability and accuracy of emergency contact lists, resources lists, asset lists, and emergency contracts.

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CONCEPT OF OPERATIONS - RESPONSE

Emergency Operations Plan ActivationThe Grinnell College Emergency Operations Plan (EOP) may be activated fully or in part by the College President, Emergency Management Director, or his or her designees depending on the type, scope, and magnitude of the incident.

The College may declare a “state of emergency” when, based on the best available information, the determination is made that the College is subject to a threat with a high probability of occurrence or expansion and has the potential to negatively impact the College community and its operations.

The manner in which college personnel and equipment will be used will be determined by the Operational Plan under the direction of the Emergency Response Director. The Emergency Response Director will work with members of the college to insure the operation of the plan. Offices within the college who have worked to develop the plan and participate in its activation are:

● Facilities Management● Human Resources● Public Relations● Information Technology Services ● Student Affairs● Treasurer’s Office● Members of the Campus Science Department ● Members of the Faculty

Emergency Operations Plan DeactivationThe Executive Advisory Group will be responsible for notifying the Emergency Response Director to deactivate the Emergency Operations Plan when collectively they deem it appropriate.

EMT Activation During Business HoursWhen a disaster such as the one envisioned by this plan occurs during college office hours the following should take place:

● If Telephone Services ARE Operational:

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○ The Emergency Response Director or designee will activate the Incident Command System for the emergency.

○ She/he will evaluate the need to establish a Field Command Post for the Incident and/or open the Emergency Operations Center.

○ The Campus Safety and Security Office dispatcher will immediately begin calling Emergency Management Team Members, and advise them where to report.

○ After notifying the Emergency Management Team members, the dispatcher will contact:

■ Chief Executive (President)■ Executive Advisory Group (Vice Presidents of Student Affairs, Vice■ President of Academic Affairs, and the Vice President of College Services.

● If Telephone Services ARE NOT Operational:○ Pre-designated members of the Emergency Management Team will immediately travel

to the Campus Safety & Security Department to implement the Emergency Operations Plan as soon as they are aware that a major disaster affecting the Grinnell College campus may have occurred.

○ If the designated Emergency Management Team member does not respond to the Emergency Operations Center in a reasonable amount of time, messengers may be dispatched.

EMT Activation During Non-Business HoursThere is a significant chance that a disaster such as the one envisioned by this plan may occur before or after regular college office hours, or on a holiday or weekend when departments and offices are closed.

While the structure of this plan remains precisely the same, its implementation may vary depending upon available resources and labor until the proper officials can be notified. Until that time, however, the individuals assuming the most responsibility will necessarily be those officials/individuals of highest rank who are available at the time. These individuals should seek to follow as nearly as possible the guidelines and checklists in this plan, while simultaneously making an effort to notify superior officials of the situation so as to obtain verification or advice on actions.

The Emergency Management Team should report to the Emergency Response Director at the established assembly location. If the location is unknown, members should report or check in with Campus Safety & Security Office.

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Levels of ResponseFor planning purposes, the Safety & Security Department has established three levels of response to emergencies, which are based on the severity of the situation and the availability of campus resources.

● LEVEL ONE○ Minor to moderate incident where campus resources are adequate and available.

● LEVEL TWO○ A moderate to severe emergency wherein campus resources may not be adequate and

mutual aid may be required on a larger basis.● LEVEL THREE

○ A major disaster wherein resources in or near the impacted area are overwhelmed and extensive city, county, state and/or federal resources are required.

College ClosureThe basic mission of Grinnell College is to function as an educational institution, which necessitates continuing the programs, classes and laboratories unless there is a compelling reason not to do so, such as immediate or potential danger to life and property. There may be times when only a certain area of the campus will necessitate closure for the protection of certain individuals or property. There may, however, be other times when the entire college must be closed.

The decision to close shall be made by the Executive Advisory Group, or their acting designee at the time and on the basis of recommendations received through the Director of the Emergency Management Team.

The Public Relations Officer (PRO) or designee should prepare a media release stating the campus will be closed per the president of the college.The statement should contain emergency instructions and

explain why the closure is taking place. The release will be released to the Executive Advisory Group for comment and then it shall be released to the media by the PRO. The PRO shall release the media release to the following areas:

● KDIC 88.9 ● Campus community through email ● KGRN

The Emergency Response Director will direct:

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● Campus Safety & Security to send out and all campus email.

● Campus Safety & Security will send an email message to the Campus Alert Network.

● Facilities Management will be contacted to have crews begin setting up barricades and signs to close off areas and assist personnel out of the area if needed.

Emergency Mass NotificationGrinnell College subscribes to “e2campus” a web based mass text messaging service. Through this system the Grinnell College Administration/Security can send emergency messages to those students, staff and faculty who choose to register at the e2campus ALERT web site under the Grinnell College Alert program.

In general the Director of Safety & Security or designee and the Office of Communication Events can make a decision to send out a text message. In addition, members of the Executive Police Group or president of the college can make the decision to send out an emergency message.

The persons responsible for making the decision to send out and the text of the message for an emergency page will depend on the incident/situation. In general the Campus Safety & Security Office can send out a message under the following circumstances or as part of Clery law notification incidents. This list is not all inclusive.

1. Violent intruder2. Bomb threat / Building evacuation 3. Campus closing - Weather related 4. Jeanne Clery Law Notifications5. Chemical Spills6. Natural Disaster

In most instances the Director of Safety and Security will send out an all campus message. However, at times the Communications Office or other designated person(s) of the college may be asked to send out a message.

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CONCEPT OF OPERATIONS - RECOVERYThis section should describe, in general, the capabilities and processes Grinnell College has in place to address the short-term needs of students, faculty, and staff once the community has been protected from the incident. The recovery activities listed below are examples of activities that may be required in the early stages after a disaster has occurred and stabilized .

● Shelter operations and temporary housing● Restoration of facilities and utilities● Medical and behavioral health services

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ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIESThis section provides an overview of the broad roles and responsibilities of College faculty and staff, students, families, first responders, local emergency management, and community partners, and of organizational functions during all emergencies.

Academic AffairsAcademic departments are responsible to prepare and/or update departmental plans and submit to the appropriate vice president for inclusion in the Emergency Operations Plan.

Duties and responsibilities include:● Designate and train staff to carry out emergency plans; ● Ensure the continuity of College operations; ● Respond as requested or directed by the EMT; ● Facilitate the back-up of any important or sensitive documents or databases and secure in a

safe waterproof location; ● In the event of inclement weather, turn off and unplug electronic equipment (computers,

monitors, printers). Note: Consult w/ IT on departmental servers or other shared devices; ● Cover items with plastic tarps to prevent water damage; secure plastic so that it is not blown

off the equipment in the event the windows are broken. ● Place computers, electronics, and important documents off the floor and away from windows. ● In addition to this overall Emergency Operations Plan, each dean and department head should

maintain a current emergency plan which will provide for the emergency activities of the particular college or department concerned. Appropriate personnel will be responsible for knowledge of the College, and/or departmental plan. All department heads shall maintain emergency contact information for all of their faculty and staff. This information shall be provided to the Provost and the EMT.

● Academic units should pre-plan for the potential of alternative delivery methods or abbreviated or extended academic schedules in the event classrooms, the campus, or other local facilities are not available for extended periods up to one to two months.

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Christopher Neuwirth, 07/27/14,

Additional departments, offices, and individuals should be added as appropriate. Please review each department listed to ensure that the duties and responsibilities assigned are reasonable and accurate.


Campus Safety and SecurityThe Director of Campus Safety and Security, or designee, shall make a determination of the nature and extent of the emergency situation and report to the Emergency Management Team throughout the duration of the event.

The Office of Safety and Security will be the initial response agency in all campus emergencies.

Duties and Responsibilities:● Determine initial condition and extent of emergency situation, response criteria, and potential

for escalation; ● The Director of Campus Safety and Security will serve as the Incident Commander; ● Preserve law and order and maintain public safety; ● Provide for crowd control and movement of personnel; ● Control affected areas until relieved by proper authority; ● Control vehicular traffic at evacuation routes as well as ingress/egress to emergency location; ● Conduct any necessary searches of area; ● Collect and disseminate intelligence information; ● Preserve emergency scene and evidentiary materials; ● Maintain up-to-date lists of emergency response agencies and personnel; ● Manage available parking and assign space for media and other non-essential personnel. ● Provide continuous updates of emergency conditions as situations escalate or de-escalate; ● Report localized hazardous conditions as they develop in order to limit further damage/injury; ● Determine tactical response criteria; ● Make recommendations for action by other Command Staff divisions; ● Provide initial first aid to injury victims; ● Provide or assist with rescue efforts; ● Develop and maintain an intra-departmental emergency plan and call-out list of vital

personnel; ● Distribute two-way radios to Student Affairs for Shelter use. ● Develop and maintain list of equipment and supplies on hand and those needed for particular

emergencies. ● Maintain liaison or staff the City of Grinnell’s Emergency Operations Center when activated. ● Make immediate notifications and other mass notification systems when imminent threats to

the safety of students, faculty and staff are recognized.

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Dining ServicesThe Director of Food Services, or designee, will coordinate with the Dean for Student Affairs and the Assistant to the Vice President for Administration and Finance to provide for the nutritional needs of College students and essential employees in time of emergency. He/she will also coordinate with the Incident Commander to provide for personnel on duty.

Duties and responsibilities include:● Plan, prepare, and serve meals as directed. ● Develop plan of operation that is functional without use of electric power, refrigeration, gas,

water, etc. ● Be able to obtain necessary supplies to provide provisions as needed. ● Coordinate the ability to obtain additional food and supplies, including ice and water, from

local or out of state vendors for extended periods of time of up to and exceeding 30 days. ● Develop and maintain an intra-departmental emergency plan and call-out list of vital

personnel.

Environmental Stewardship● Provide advice in cases of fire, chemical, radiation and/or other crisis incidents as required. ● Ensure applicable local, state, and/or federal regulatory authorities are notified as required and

that applicable rules and regulations are adhered to during and after the crisis (i.e., reporting requirement).

● Monitor weather conditions and provide regular updates to the Director of Office of Communications and Marketing to disseminate to the campus community.

● Determine loss control measures and advise campus Incident Commander. ● Conduct damage assessment and coordinate applicable recovery procedures. ● Assist Facilities Planning and Construction with documentation for the reimbursement process. ● Make initial notifications for State Insurance losses. ● With input from Facilities Planning and Construction, file State Insurance claims and FEMA

claims.

Facilities ManagementThe Facilities Management personnel will be a part of the damage assessment team and will assist in estimating initial damage costs as well as planning for permanent repairs.

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Duties and Responsibilities include:● Develop and maintain an intra-departmental plan to meet emergencies as well as a call-out list

of vital and key personnel. ● Dependent on conditions, designate and identify key personnel, including trade/skill sets,

“volunteer”, and directive, who must remain on campus to maintain facilities. ● Develop and maintain a list of equipment, supplies, tools and machinery on hand as well as

those needed to meet particular emergencies. ● Mobilize forces to assist in coping with preparation, response, and securing from an

emergency. ● Coordinate requests for gathering and delivery of personnel and supplies. ● Provide roll plastic and plastic bags to departments to cover computers and electronics. ● Assure isolation of emergency area via control of gas, water, power, and sanitation. ● Clear and maintain access routes as required. ● Prepare shelter for opening upon request including securing/connecting generator. ● Have access to building floor plans, schematics and mechanical drawings of buildings. ● Provide for emergency power to areas requiring such to maintain operation during an

emergency. ● Determine extent of damages. ● Provide cost estimates of damage. ● Assist in preparing and securing buildings; remove outside items and banners. ● Provide for clean-up efforts after emergency. ● Care for utility emergencies (e.g., downed power lines). ● Provide custodial services to shelters and buildings maintaining operations during emergency

event. ● Assist in barricading and physically isolating designated areas. ● Provide additional vehicles and vehicle maintenance as required. ● Provide training for building/facility coordinators. ● Make temporary emergency repairs to facilities to prevent additional damage and secure

buildings. Maintain detailed building documentation, including photographs and itemized materials lists, on all temporary emergency repairs.

● Provide documentation (photographs) of damage prior to making temporary or permanent repairs for insurance and FEMA reimbursement.

● Maintain detailed documentation of all purchases on a “per building basis” for insurance and FEMA reimbursements.

● Assist outside agencies including state and local governments, Red Cross, and disaster-relief agencies that may request the use of the Grinnell College campus for parking, staging,

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temporary sheltering, etc., as necessary to accommodate their needs as required by Florida Statutes.

Human ResourcesThe Director of Human Resources, or designee, will:

● Provide guidance on human resource policy issues which arise as a consequence of emergencies.

● Ensure that employee data is current and made accessible during emergencies. ● Provide employee assistance services to employees requiring such services as a consequence

of the emergency situation. ● Maintain non-exempt employee time records to indicate regular and overtime worked during

time of crisis so as to provide adequate documentation to FEMA for potential reimbursement. ● Provide for processing payroll on the established schedule utilizing off site alternatives and

necessary. ● Depending on the crisis, some employees may be in serious financial or personal stress and

unable to return to work immediately or able to get to work. Evaluate methods in which employees may continue to get paid, receive grants, or loans from the College until they are able to fully return to work.

Information Technology ServicesThe Chief Information Officer (CIO) and designated staff will:

● Recommend/provide alternative remote locations from which essential business functions such as payroll, student registration data, accounts payable and purchasing can be conducted in the event the data and telephone infrastructure at the main campus in rendered inoperable.

● Assist in recovering data lost or damaged as a result of a disaster, to the extent possible. ● Maintain, to the extent possible, voice and data communications throughout an event to

designated buildings. ● Recommend/provide alternative and redundant communication methods. ● Consider the use of contractual voice and data services to facilitate the College through the

recovery period until permanent systems can be restored.

Office of CommunicationsThe Director of Office of Communications and Marketing or designee will gather and coordinate pertinent information for the members of the Emergency Management Team and make appropriate releases to the local media under the authority of the Incident Commander.

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E-mail notification from Office of Communications and Marketing, the Grinnell College web site, and the emergency hotline will be the official source of emergency information. When appropriate, Office of Communications and Marketing may distribute official notifications via the mass emergency notification system.

Official communications from the College regarding emergencies may only be released to the media via the Office of Communications and Marketing, the President, or his designees, members of the Executive Management Team, or the Incident Commander.

Duties and Responsibilities:● Develop and maintain an intra-departmental plan to meet emergencies as well as a call-out list

of vital personnel. ● Develop and maintain a list of equipment and supplies on hand and those needed to meet

emergency situations. ● Inform College and community-at-large of information pertaining to particular emergency. ● Release information to media pertaining to opening/closure of College, call back to vital

personnel, and other information as necessary. ● Establish liaison with the news media for dissemination of information as requested by the

President and the Emergency Management Team. ● Establish liaison with the local radio and television station for public announcements. ● Advise Emergency Management Team of all news concerning the extent of crisis affecting the

campus. ● Prepare news release for approval and release to media. ● Serve as the College spokesperson designated to make statements on behalf of the College.

No other units or individuals should deal with or respond to the media without the prior approval of the Incident Commander. This does not prohibit individuals from contact with the media; however, such contact will be on their own behalf and not on behalf of the College.

● Provide media updates as often as needed. A regular time will be set to release updated information.

Office of the Treasure● Provide the appropriate accounting structure to ensure that emergency management

expenditures are properly documented.● Ensure the appropriate fiscal reports are prepared and submitted as required.

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● Ensure necessary accounting data is captured and submitted to the appropriate agencies, including but not limited to the Federal Emergency Management Agency (FEMA).

● As directed by the Incident Commander, the Director of Purchasing, or designee, will coordinate with other EOT members for the procurement of materials and supplies.

Student AffairsThe Dean of Students, or designee, will be the coordinator for health services, food services and housing, in conjunction with the individual directors for these services and report to the Emergency Management Team.

Duties and responsibilities include:● Inform students of emergency and actions to be taken or avoided. ● Given sufficient time to do so, and with the overall safety of the student being the most critical

decision, assist students who are able to leave campus to do so by the means of their choice. Encourage students to inform their parents, family members, or significant others, of their plans, including destination and mode of travel.

● Coordinate the decision to “encourage students to leave campus early” with the consequence and potential of the cancellation of classes with Academic Affairs. The length of the cancellation will be on a case-by-case basis, but could vary from one day to greater than one week.

● Plan for on-campus sheltering as evacuation and relocation of students may be impractical or impossible.

● When on-campus sheltering is imminent, implement evacuation of students to designated on-campus shelters. Remember, deteriorating weather may occur many hours ahead of the actual storm path or arrival. Designate a shelter location and relocate students well ahead of time.

● Conduct room-to-room evaluations to insure that students have departed appropriate rooms for on-campus shelters or other off-campus housing.

● Provide necessary health care to students during emergency. ● Provide for lodging and sheltering of students. ● Provide for nutritional needs of students. ● Assist students in notifying nearest relative or guardian of whereabouts. ● Maintain roster of students and College personnel reporting to shelter and obtain emergency

contact numbers for each. ● Develop and maintain an intra-departmental emergency call-out list of vital personnel. This

may include existing Student Affairs staff, RA’s, student volunteers, or other campus staff members.

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● Staff shelters and act as tactical command officer in all matters pertaining to community life while in shelters.

● Assign designated areas within shelters to various groups using facility, if necessary. ● Control arrival/departure of College personnel (non-student) in shelter and report to the

Incident Commander. ● Develop and maintain list of equipment and supplies on hand and those needed for particular

emergencies. ● Maintain a plan in the event the city, county, Red Cross, or disaster relief workers request

assistance from local emergency management agencies for temporary housing or food service as needed;

● Depending on the student’s personal and financial situation, a crisis may cause a student to not return to the College. Explore methods that will assist students to return, including financial incentives (loans, grants, partial tuition waiver), housing assistance for those who may have lost their homes, tutors or other educational support to help them through a particular situation.

Student Health and Counseling ServicesThe Director of the Counseling Center and Center staff will:

● Provide services to aid in the resolution of human problems and emergency situations as they arise (i.e., suicide and homicide threats; hostage situations, demonstrations of irrational behavior).

● Establish counseling services and short-term interventions for individuals and groups affected by the crisis. Provide for assessment and referral to appropriate resources for problem resolution and psychological services.

● If appropriate, contact community resources related to dealing with the emotional consequences of suffering crisis and trauma.

● Offer mediation and group facilitation as needed and/or requested. ● Provide follow-up debriefing to crisis contacts.

Individual ResponsibilitiesChief Executive – President During the emergency, the President determines if a STATE OF EMERGENCY is warranted. He authorizes the official request for assistance or notification to appropriate state and federal agencies and supports the management of emergency forces involved with the response to situations associated with emergency.

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Emergency Response Director – Director of Campus Safety and SecurityThe Emergency Response Director (ER Director) implements the opening and staffing of the Emergency Operations Center, focusing on the highest priorities and controlling problems. The ER Director initiates intelligence gathering concerning casualties and damage, reviewing the vast amount of information coming in from field units, identifying immediate problems, performing rapid assessment of casualties and damage, prioritizing response teams to incidents. The ER Director also provides the Emergency Operations Executive Advisory Group with recommended courses of action.

Public Relations Officer – Vice President of CommunicationsThe Public Relations Officer (PRO) will provide the rapid dissemination of accurate instructions and information to the general public and campus community and oversee the establishment of a Media Center to provide information concerning the incident to representatives of the print and electronic media. The PRO establishes a Rumor Control Center as it relates to the situation and responds to inquiries from relatives and friends outside the impacted area concerning the College and students.

Liaison Officer – Director of Human ResourcesThe Liaison Officer functions as the campus point of contact for instructions and assistance to outside responding agencies.

Environmental Safety CoordinatorThe Safety Officer monitors and assesses hazardous and unsafe situations and develops measures for ensuring personnel safety.

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DIRECTION, CONTROL, AND COORDINATIONThis section describes the framework for all direction, control, and coordination activities.

ManagementThe college President establishes the basic policies which govern the Emergency Management Organization, declares a campus emergency when required, and acts as the highest level of authority during an emergency. The Emergency Operations Plan is under the coordination of the Director of the Office of Campus Safety & Security on campus (henceforth to be designated the Emergency Response Director). The Director reports directly to the Executive Advisory Group. In addition he/she is the head of the colleges Emergency Response Team and works with them in times of emergencies.

In the event that the city of Grinnell’s Emergency Operations Plan is activated this plan will work in conjunction with their plan, with the city of Grinnell Fire Chief functioning as the overall Emergency Response Director and the campus Emergency Response Director will function as an Assistant Emergency Response Director responsible for campus coordination of the college plan.

Executive Advisory Group (EAG)The role of the Advisory Group is to be a strategic decision-making body for the College on issues related to the emergency and to support the EOC, Incident Commander and any external agencies responding to the scene. The Executive Advisory Group will not respond to the scene nor will they normally manage the initial response to an incident. It is generally the responsibility of emergency responders at the scene, with support from the EMT to isolate, contain and neutralize the incident.

Members of the Executive Advisory Group include:● Vice President of Academic Affairs● Vice President of Student Affairs● Vice President for College Services

The priorities of the Executive Advisory Group are to:● Define emergency policy● Approve overall priorities and strategies

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● Disseminate timely, accurate and appropriate information (through the Office of Communications or EOC Public Information Officer, as appropriate) to the College faculty, staff, students, parents, media and other concerned community partners

● Determine class or campus closures and resumption● Plan and prioritize long term recovery

Generally, the Executive Advisory Group uses information and data supplied to them through the EOC to complete the above tasks.

Emergency Management TeamThe Emergency Management Team (EMT) will be the focal point for strategic institutional leadership during the incident. The Director of Campus Safety and Security is the Chair of the EMT, with the Associate Director of TBD as chair if he or she is unavailable. The EMT will be assembled to address an emergency and will disband when the crisis has ended and normal operating systems are in place. The Director of Campus Safety and Security will be responsible for coordinating, managing and reporting on the incident status to the EMT. The EMT will be called into operations as soon as practical after an emergency condition or incident occurs requiring a coordinated institutional response.

The role of the EMT is to be a operational and tactical decision-making body for incident operations. The EMT will be convened at the behest of the President, Executive Vice President, and the Executive Director of Public Safety. The EMT, when convened, will gather in the Emergency Operations Center, located within the College Services Building.

Members of the Emergency Management Team include:● Director of Campus Safety and Security● Dean of Students● Vice President of Communications● Director of Human Resources● Director of Facilities Management● Director of the Student Health and Counseling Center● Director of Conference Operations● Director of Compensation● Associate Director of Dining Services● Faculty Advisors

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Emergency Operations Center (EOC)The Emergency Operations Center is a centralized location from which emergency operations can be directed and coordinated. The EOC is where overall scene management decisions, equipment prioritization and requests for outside resources occur. The Emergency Management Team (EMT) shall operate out of the EOC, located within the College Services Building. If an EOC location is needed off main campus, a site will be chosen depending on the type and scope of the event as well as the agencies responding.

The EOC will utilize the Incident Command System (ICS) as its organizational methodology. According to the principles of ICS, staffing of the EOC can be scalable, depending on the need of the incident. Staffing needs will be determined by the Executive Director of Public Safety immediately after the designation of an emergency level.

Using information and data received from the incident site, the directors and staff at the EOC will make any determinations for additional resources, such as manpower and equipment. If the need arises, any operational assistance needed from neighboring jurisdictions will funnel through the EOC in consultation with the Executive Director of Public Safety.

The EOC will remain activated until the Director of Campus Safety and Security, a designee or a member of the Executive Advisory Group no longer sees the need for its services. However, the EOC can remain activated through the response phase and into the longer recovery phase, if necessary.

Operations SectionThe Operations Section is responsible for coordinating all operations in support of the emergency response and implementation of the action plan(s). This section includes the response teams, which are teams working toward reduction of the immediate hazard and establishing situation control and the restoration of normal conditions. The Operations Section is supervised by the Operations Section Chief. The Section Chief oversees the operational response by functions or branches activated to deal with the emergency.

Planning SectionThe Planning Section is responsible for collecting, evaluating, processing and disseminating information; developing the action plan, in coordination with the other section/functions/teams; and maintaining documentation. In addition, the section maintains information on the current and forecast situations and on the status of resources.

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Logistics SectionThe Logistics Section is responsible for providing support for the Operations Section. This Section orders all resources from off-site locations and provides facilities, services, personnel, equipment and materials.

Finance SectionThe Finance Section is responsible for all accounting and financial aspects of the disaster and any other administrative requirements. The functions under this Section are Accounting and OES/FEMA Documentation.

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INFORMATION COLLECTION, ANALYSIS, AND DISSEMINATIONThis section addresses the role of information in the successful implementation of the activities that occur before, during, and after an emergency. In general terms, it identifies the type of information needed, where it is expected to come from, who uses the information, how the information is shared, the format for providing the information, and any specific times the information is needed.

CollectionDisaster information managed by the Grinnell College Emergency Operations Center is coordinated through agency representatives located in the EOC. These representatives collect information from and disseminate information to counterparts in the field. These representatives also disseminate information within the EOC that can be used to develop courses of action and manage emergency operations.

AnalysisInformation collected from the field or obtained from an external public safety agency will be analyzed within the Emergency Operations Center by the appropriate representative. If needed, subject-matter expertise may be called up to provide interpretation and guidance on the information to develop actionable intelligence.

DisseminationSituation reports (sitreps) will be developed by the Emergency Operations Center manager or his or her designee. Sitreps will be disseminated at a minimum of once every operations period. Additionally, two types of situation reports may need to be developed -- one for internal stakeholders and one for the public. All situation reports that are disseminated publicly must be coordinated with the public information officer and the Executive Advisory Group.

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Training and ExercisesThis section describes the critical training and exercise activities the College will use in support of the plan. This includes the core training objectives and frequency to ensure that staff, students, faculty, families, and community representatives understand roles, responsibilities, and expectations. This section also establishes the expected frequency of exercises to be conducted by the College.

TrainingThe objective of the Emergency Response Organization is efficient and timely response during emergencies. An effective plan is the first step toward this objective. However, planning alone will not guarantee preparedness. Training is a vital element of the campus Emergency Operations Plan.

The Grinnell College Office of Campus Safety and Security is responsible for developing and providing all training required under NIMS regulations. Individual campus departments are responsible for providing training for their support personnel, ensuring that all applicable laws are met, and that employees are familiar with and knowledgeable of department SOPs and the EOP.

The following emergency management department personnel shall be included in specific emergency management training:

● Campus Safety and Security Members● Human Resource Members● Office of Communication and Events Members ● Facilities Management Member● Student Affairs Members● Science Department Members● Information Technology Services Member ● Treasurer’s Office Member● Members of the Faculty● Other College Members as needed

ExercisesGrinnell College Office of Campus Safety and Security conducts discussion-based and operations-based exercises on a regular basis with at least one exercise occurring on an annual basis. These exercises help prepare College personnel in the event of an actual emergency response to an incident is

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required. Grinnell College Office of Campus Safety and Security is responsible for developing and distributing an exercise schedule, covering the exercises to be conducted throughout a given calendar year. Departments are responsible for sending support personnel to participate in these exercises.

ADMINISTRATION, FINANCE, AND LOGISTICSThis section covers general support requirements and the availability of services and support for all types of emergencies, as well as general policies for managing resources.

Records and ReportsGrinnell College is responsible for establishing the administrative controls necessary to manage the expenditure of funds and to provide reasonable accountability and justification for expenditures made to support incident management operations. These administrative controls will be done in accordance with the established fiscal policies and standard cost accounting procedures.

The Section Chiefs assigned to the Emergency Operations Center will maintain accurate logs recording key incident management activities including:

● Activation or deactivation of incident facilities;● Significant changes in the incident situation;● Major commitments of resource or requests for additional resources from external

sources;● Issuance of protective action recommendations to the staff and students;● Evacuations;● Casualties among students, faculty, staff, or visitors;● Containment or termination of the incident.

Agreements and ContractsIf college resources prove to be inadequate during an incident, Grinnell College will request assistance from local emergency services, other agencies, and industry in accordance with existing mutual aid agreements and contracts. Such assistance includes equipment, supplies, and/or personnel. All agreements are entered into by authorized college officials and are in writing. Agreements and contracts identify the school district officials authorized to request assistance pursuant to those documents.

All pre-negotiated agreements and contracts are included in Appendix B of this plan.

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FinanceThe Finance and Administration Sections of the Emergency Operations Center are responsible for maintaining records summarizing the use of personnel, equipment, and supplies to obtain an estimate of annual incident response costs that can be used in preparing future budgets.

The Finance and Administration Section Chiefs will maintain detailed records of costs for incident management and operations to include:

● Personnel costs, especially overtime costs.● Equipment operations costs;● Costs for leased or rented equipment;● Costs for contract services to support incident management operations;● Costs of specialized supplies expended for incident management operations.

These records may be used to recover costs from responsible parties or insurers or as a basis for requesting financial assistance for certain allowable response and recovery costs from the State and/or Federal government.

When possible, Grinnell College will be utilize the official ICS documentation for record keeping during an EOC activation.

In order to continue administrative and academic operations following an incident, vital records must be protected. These include legal documents and student academic files, as well as, property and tax records. The principal causes of damage to records are fire and water; therefore, essential records should be protected accordingly. Vital records should be accessible electronically by the Emergency Operations Center staff, the Emergency Management Team, and Executive Advisory Group when needed in emergency situations.

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PLAN DEVELOPMENT AND MAINTENANCEThis section discusses the overall approach to planning and the assignment of plan development and maintenance responsibilities.

DevelopmentThe Emergency Preparedness Committee - Emergency Plan Sub-Committee is responsible for coordination of the emergency planning process. The basic team is made up of representatives of:

● Director of Campus Safety & Security ● Director of Human Resource Communication and Events● Associate Director of Facilities Management ● Dean of Student Affairs● Science Department Members ● Faculty Member● Information Technology Services ● Treasurer’s Office

The Chair of the Emergency Plan Sub-Committee shall:● Call periodic meetings of the Committee to revise and update the Emergency Operations Plan.● Plan to ensure that all members understand their roles and responsibilities. ● Distribute and update copies of the Emergency Operations Plan to all appropriate Grinnell

College staff and faculty members.

Members of the Emergency Plan Sub-Committee have the following planning responsibilities:● Attend all Emergency Operations Plan planning meetings.● Designate alternative members to attend meetings● Assist in the development and revision of the Grinnell College Emergency Operations Plan.● Identify subject-matter experts to participate in discussions as needed.

MaintenanceThe Emergency Plan Sub-Committee shall be responsible to ensure the basic Emergency Operations plan is maintained. Each update or change to the plan will be tracked and documented in the Record

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This is an example what should be be listed here. The current titles listed are not correct. Please update with the titles of members assigned to the Emergency Plan Sub-Committee.


Revise.


of Changes table located in the front of the plan. The record of changes will include: the change number, the date of the change, and the names of the person or persons who made the change.

Copies of plan and annexes will be distributed to those tasked in this document. The record of distribution will be kept as proof that tasked individuals and departments have acknowledged their receipt, review, and/or acceptance of the plan. The Emergency Plan Sub-Committee Chair or desginee will indicate the title and name of the person receiving the plan, the department to which the receiver belongs, the date of delivery, and the number of copies delivered. Copies of the plan may be made available to the public and media without the sensitive information at the discretion of the President or his designee.

Review and UpdateThe basic Emergency Operations Plan and its annexes will be review annually by the Emergency Plan Sub-Committee and the Emergency Management Team as a whole.

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AUTHORITIES AND REFERENCES

AuthoritiesThe Grinnell College Emergency Operations Plan incorporates guidance from:

● Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act), As Amended● Homeland Security Presidential Directive 5● Presidential Policy Directive 8● Iowa Administrative Code, Section 65● Iowa Code, Chapter 29C

References● Guide for Development High-Quality Emergency Operations Plans, June 2013● Comprehensive Preparedness Guide (CPG) 101: Developing and Maintaining State, Territorial,

Tribal, and Local Government Emergency Plans, March 2009.● Homeland Security Exercise and Evaluation Program (HSEEP), April 2013● National Incident Management System (NIMS), Department of Homeland Security, December

2008● National Response Framework, Federal Emergency Management Agency, January 2008

AdoptionsPortions of this document were adopted from plans publically available from the following institutions:

● The Pennsylvania State University Comprehensive Emergency Management Plan● The New College of Florida Emergency Operations Plan● Danville Community College Continuity of Operations Plan● Wright State University Basic Emergency Operations Plan

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If Grinnell College has any additional internal policies or directives related to the Emergency Operations Plan, please add them here.


GlossaryAmerican Red Cross (ARC)A humanitarian organization, led by volunteers, that provided relief to victims of disasters and helps people prevent, prepare for and respond to emergencies. The ARC provides services that are consistent with its Congressional Charter and the Principles of the International Red Cross Movement.

Agency AdministratorServes as the representative of the Executive Advisory Group and is the Point of Contact for the Multi- agency Coordinating Group, the Emergency Management Director and the Incident Commander.

Area Command (Unified Area Command)An organization established (1) to oversee the management of multiple incidents that are each being handled by and Incident Command system organization, or (2) to oversee the management of large or multiple incidents to which several incident management teams have been assigned. Area command is responsible for setting overall strategy and priorities, allocating critical resources according to priorities, ensuring that incidents are properly managed, and ensuring that objectives are met and strategies are followed. Area command becomes a unified area command when incidents are multijurisdictional. Area command may be established at an emergency operations center facility or at some location other than an incident command post.

AssistantTitle for subordinates of principal command staff positions. The title indicates a level of technical capability, qualifications, and responsibility subordinate to the primary positions.

Assumptions● (Management) Statements of conditions accepted as true and that have influence over the

development of a system. In emergency management, assumptions provide context, requirements and situational realities that must be addressed in system planning and development and/or system operations. When these assumptions are extended to specific operations, they may require re-validation for the specific incident.

● (Preparedness) Operationally relevant parameters that are expected and used as a context basis or requirement for the development of response and recovery plans, processes and procedures. For example, the unannounced arrival of patients to a healthcare facility occurs in

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many mass casualty incidents. This may be listed as a preparedness assumption in designing initial response procedures. Similarly, listing the assumption that funds will be available to train personnel on a new procedure may be an important note.

● (Response) Operationally relevant parameters for which, if not valid for specific incident’s circumstances, the emergency plan-related guidance may not be adequate to assure response success. Alternative methods may be needed. For example, if a decontamination capability is based on the response assumption that the facility is not within the zone of release, this assumption must be verified at the beginning of the response.

AuthorityA right or obligation to act on behalf of a department, agency or jurisdiction. Commonly, a statute, law, rule or directive made by a senior elected or appointed official of a jurisdiction or organization that gives responsibility to a person or entity to manage and coordinate activities.

Capabilities-based PlanningPlanning under uncertainty, to provide capabilities suitable for a wide range of threats or hazards while working within the economic framework that necessitates prioritization and choice. Capabilities-based planning addresses uncertainty by analyzing a wide range of human-caused or naturally occurring events to identify required capabilities.

CommunityAn entity that has the authority to adopt and enforce laws and ordinances for the area under its jurisdiction. In this document community generally refers to the campus, students, faculty, staff and immediate area surrounding the campus.

Comprehensive Emergency Management Plan (CEMP)An emergency planning document developed for an entity, which focuses on an all-hazards approach in the management and coordination of life-saving activities before, during and after an emergency or disaster. Similar to an Emergency Operations Plan (EOP), a CEMP has many of the same functions, characteristics and attributes, but differs in that it considers the Four Phases of Emergency Management – Mitigation, Preparedness, Response and Recovery – whereas, an EOP primarily focuses on jurisdictional response activities. Additionally, a CEMP is commonly considered a “foundational document”, outlining the most critical elements of an entity emergency management, allowing supplemental and supporting documents that relate to the CEMP to develop within a common, structured framework.

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ContaminationThe undesirable deposition of a chemical, biological or radiological material on the surface of structures, areas, objects or people.

Damage AssessmentThe process used to appraise or determine the number of injuries and deaths, damage to public and private property, and status of key facilities and services (e.g. hospitals and other health care facilities, fire and police stations, communications networks, water and sanitation system, utilities and transportation networks) resulting from an man- made or natural disaster.

DecontaminationThe reduction or removal of a chemical, biological or radiological material on the surface of structures, areas, objects or person.

Department Emergency Operations CenterThe physical location at which the coordination of information and resources to support domestic incident management activities normally takes place. A DEOC may be a temporary facility or may be located in a more permanent location within a specific department. This is generally the location where key members of the department will convene to support field operations and requests from the Multi-Agency Coordinating Group.

DeputyA fully qualified individual who, in the absence of a superior, can be delegated the authority to manage a functional operations or perform a specific task. In some cases, a deputy can act as relief for a superior and, therefore, must be fully qualified for the position. Deputies can be assigned to the incent commander and general staff.

DisasterAn occurrence of a natural catastrophe, technological accident, or human-caused event that has resulted in severe property damage, deaths, and/or multiple injuries. As used in this CEMP, a “large-scale disaster” is one that exceeds the response capability of the University and requires local, State, and potentially Federal, involvement. As used in the Stafford Act, a “major disaster” is “any natural catastrophe [...] or, regardless of cause, any fire, flood, or explosion, in any part of the United States, which in the determination of the President causes damage of sufficient severity and magnitude to warrant major disaster assistance under [the] Act to supplement the efforts and available resources or

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States, local governments, and disaster relief organizations in alleviating the damage, loss, hardship, or suffering caused thereby.” (Stafford Act, Sec. 102(2), 42 U.S.C. 5122(2).

Disaster Recovery CenterPlaces established in the area of a Presidentially declared major disaster, as soon as practicable, to give victims the opportunity to apply in person for assistance and/or obtain information related to that assistance. DRCs are staffed by Local, State, and Federal agency representatives, as well as staff from volunteer organizations (e.g., the American Red Cross).

DivisionThe partition of an incident into geographical areas of operation. Divisions are established when the number of resources exceeds the manageable span of control of the Operations Section Chief. A division is located within the ICS organization between the branch and resources in the Operations Section.

EmergencyAbsent a presidentially declared emergency, any occasion or instance, such as a hurricane, tornado, storm, flood, tidal wave, tsunami, earthquake, volcanic eruption, landslide, mudslide, snowstorm, fire, explosion, nuclear accident, or any other natural/man-made catastrophe, that warrants action to save lives and to protect property, public health, and safety. Under the Robert T. Stafford Disaster Relief and Emergency Assistance Act, an emergency means any occasion or instance for which, in the determination of the president, federal assistance is needed to supplement state and local efforts and capabilities to save lives and protect property and public health and safety, or to lessen or avert the threat of a catastrophe in any part of the United States.

Emergency Management TeamThe Emergency Management Team provides subject matter experts, champions the emergency management program throughout the university and is comprised of members from a large cross-section of the university. This group meets with the Emergency Management Core Group and the Office of Emergency Management on a less frequent basis; usually quarterly.

Emergency Management Executive Advisory GroupThe Senior Vice President for Finance and Business in conjunction with the President and Provost, shall constitute the Emergency Management Executive Advisory Group and provide subject matter policy and direction for the entire University. He/she (or a delegated substitute in his/her absence) is responsible for declaring a state of emergency and activating the University’s Emergency Operations

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Center as prescribed in the Emergency Operations Plan whenever necessary, and may act as the Emergency Management Director. He/she may (depending on the circumstances) elect to exercise authority over an emergency at any University location, or to delegate responsibility for managing the situation to a Budget Executive.

Emergency Medical Services (EMS)Individuals who, on a full-time, part-time, or voluntary basis, serve as first responders, emergency medical technicians (EMT) (basic), and paramedics (advanced) with ground-based and aero-medical services to provide pre-hospital care.

Emergency NotificationEmergency notification is the immediate notification, upon confirmation, to students or employees of a significant emergency or dangerous situation on campus that threatens health or safety. This definition is used in the Clery Act.

Emergency Operations CenterThe physical location at which the coordination of information and resources to support domestic incident management activities normally takes place. An EOC may be a temporary facility or may be located in a more central or permanently established facility, perhaps at a higher level of organization within a jurisdiction. EOCs may be organized by major functional disciplines (fire, law enforcement, and emergency medical series), by jurisdiction (federal, state, regional, county, city or tribal), or some combination thereof. The EOC coordinates information and resources to support domestic incident management activities.

Emergency Operations PlanA document that describes how people and property will be protected in disaster and disaster threat situations; details who is responsible for carrying out specific actions; identifies the personnel, equipment, facilities, supplies, and other resources available for use in the disaster; and outlines how all actions will be coordinated. The primary focus of the document is the response aspect of emergency management.

Emergency Public InformationInformation that is disseminated primarily in anticipation of an emergency or during an emergency. In addition to providing situational information to the public, it also frequently provides directive actions required to be taken by the public.

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Emergency Support FunctionA structured group of tasks and resources, brought together to effectively manage the impacts of an emergency or disaster within a given jurisdiction. ESFs are typically comprised of multiple agencies and departments within a jurisdiction that have similar roles, responsibilities, resources, authority and training.

EvacuationOrganized, phased, and supervised dispersal of people from dangerous or potentially dangerous areas.

● Spontaneous Evacuation: Residents or citizens in the threatened areas observe an emergency event or receive unofficial word of an actual or perceived threat and, without receiving instructions to do so, elect to evacuate the area. Their movement, means, and direction of travel are unorganized and unsupervised.

● Voluntary Evacuation: This is a warning to persons within a designated area that a threat to life and property exists or is likely to exist in the immediate future. Individuals issued this type of warning or order are NOT required to evacuate; however, it would be to their advantage to do so.

● Mandatory or Directed Evacuation: This is a warning to persons within the designated area that an imminent threat to life and property exists and individuals MUST evacuate in accordance with the instructions of local officials.

EventA planned, non-emergency activity. ICS can be used as the management system for a wide range of events (for example, parades, concerts, or sporting events).

Federal Coordinating Officer The person appointed by the President to coordinate Federal assistance in a Presidentially declared emergency or major disaster. The FCO is a senior FEMA official trained, certified, and well experienced in emergency management, and specifically appointed to coordinate Federal support in the response to and recovery from emergencies and major disasters.

Field Assessment TeamA small team of pre-identified technical experts who conduct an assessment of response needs (not a preliminary damage assessment) immediately following a disaster. The experts are drawn from the

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Federal Emergency Management Agency, other agencies and organizations (e.g., U.S. Public Health Service, U.S. Army Corps of Engineers, U.S. Environmental Protection Agency, and American Red Cross) and the affected State(s). All FAST operations are joint Federal/State efforts.

Flash FloodFollows a situation in which rainfall is so intense and severe and runoff is so rapid that recording the amount of rainfall and relating it to stream stages and other information cannot be done in time to forecast a flood condition.

FloodA general and temporary condition of partial or complete inundation of normally dry land areas from overflow of inland or tidal waters, unusual or rapid accumulation or runoff of surface waters, or mudslides/mudflows caused by accumulation of water.

FunctionFunction refers to the five major activities in ICS; command, operations, planning, logistics, and finance/administration. This term is also used when describing the activity involved, (for example, the planning function). A sixth function, intelligence, may be established if required to meet incident management needs.

Functional-based PlanningA planning methodology that concentrates on the identification of common tasks a community’s public safety personnel and organizations must perform before, during, and after emergencies in order to effectively prepare for respond to and recover from both human-caused and naturally occurring hazards. It is the basis for the development of planning documents like the CEMP.

General StaffA group of incident management personnel organized according to function and reporting to the incident commander. The general staff normally consists of Operations Section Chief, Planning Section Chief, Logistics Section Chief, and Finance/Administration Section Chief.

HazardA potentially damaging physical event, phenomenon or human activity that may cause the loss of life or injury, property damage, social and economic disruption or environmental degradation. Hazards can include latent conditions that may represent future threats and can have different origins: natural (geological, hydro-meteorological and biological) or induced by human processes (e.g. human-caused,

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which includes environmental degradation and technological hazards). Hazards can be single, sequential or combined in their origin and effects. Each hazard is characterized by its location, intensity, frequency and probability.

Hazard MitigationAny action taken to reduce or eliminate the long-term risk to human life and property from hazards. The term is sometimes used in a stricter sense to mean cost-effective measures to reduce the potential for damage to a facility or facilities from a disaster event.

Hazardous MaterialAny substance or material that, when involved in an accident and released in sufficient quantities, poses a risk to people’s health, safety, and/or property. These substances and materials include explosives, radioactive materials, flammable liquids or solids, combustible liquids or solids, poisons, oxidizers, toxins, and corrosive materials.

IncidentAn occurrence or event that requires an emergency response to protect life or property. Incidents can include major disasters, emergencies, terrorist attacks, terroristic threats, wilderness and urban fires, floods, hazardous materials spills, nuclear accidents , aircraft accidents, earthquakes, hurricanes, tornadoes, tropical storms, war-related disasters, public health and medical emergencies, and other occurrences requiring an emergency response.

Incident Action PlanAn oral or written plan containing general objectives that reflect the overall strategy for managing an incident. It may include the identification of operational resources and assignments. It may also include attachments that provide direction and important information for management of the incident during one or more operational periods.

Incident Command PostThe field location at which the primary tactical level, on-scene incident command functions are performed. The ICP may be collocated with the incident base or other incident facilities.Incident Command System (ICS)A standardized, on-scene, emergency management construct, specifically designed to provide for the adoption of an integrated organizational structure that reflects the complexity and demands of single or multiple incidents without being hindered by jurisdictional boundaries. ICS is the combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure that is designed to help manage

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resources during incidents. It is used for all types of emergencies and applicable to both small and large and complex incidents. ICS is used by various jurisdictions and functional agencies, both public and private, to organize field-level incident management operations.

Incident Commander The individual responsible for all incident activities, including the development of strategies and tactics and the ordering and release of resources. The IC has overall authority and responsibility for conducting incident operations and is responsible for the management of all incident operations at the incident site.

Incident Management Assistance Teamo (Federal) Interagency team composed of subject-matter experts and incident management

professionals. IMAT personnel may be drawn from national or regional Federal department and agency staff according to established protocols. IMAT makes preliminary arrangements to set up Federal field facilities and initiate establishment of the JFO.

o (State) Interagency team composed of subject-matter experts and personnel well-versed in incident management. IMAT personnel may be drawn from state or district personnel in order to fulfill specific response-based priorities. An IMAT will be responsible for providing direct support to emergency management and public safety personnel within local jurisdictions to successfully coordinate tactical operations.

Iowa Disaster Behavioral Health Response TeamIowa DBHRT members provide services that may be delivered at a disaster site, in an affected community or statewide. Immediate response services include: behavioral health needs assessment, psychological first aid, crisis intervention, community outreach, public information, and behavioral health consultation. Additional services provided by DBHRT members may include transition to recovery, and preparedness and mitigation.

Iowa Disaster Human Resource CouncilThe IDHRC is comprised of faith-based and voluntary agency representatives from throughout the state as well as representatives from key government agencies. HSEMD developed the council at the request of local emergency management coordinators to identify and address the unmet needs of Iowa’s citizens impacted by disaster events. In addition, group members will assist with the coordination of volunteers and donations during activation of the State Emergency Operations Center

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as requested, and continue to promote cooperation among all volunteer and faith-based organizations. The IDHRC encourages the formation of similar groups at the local level. The IDHRC is Iowa's Voluntary Organizations Active in Disasters (VOAD) and also serves as the state's Citizen Corps Council.

Iowa Emergency Response CommissionThe Iowa Emergency Response Commission's mission is to assist in improving communities' preparedness for handling chemical accidents, promoting cooperation among state and local government and industry, increasing public awareness of chemicals in the community and building information databases.

Iowa Emergency Response PlanThe IERP provides a mechanism for delivering state resources and other assistance to local governments and state agencies during and after an emergency or disaster. ThisPlan is based on the premise that the preservation of life, health, safety, and property and the minimization of human suffering are the top priorities during an emergency/disaster response.

Iowa Flood CenterThe Iowa Flood Center shall have all of the following purposes:

● To develop hydrologic models for physically-based flood frequency estimation and real-time forecasting of floods, including hydraulic models of floodplain inundation mapping.

● To establish community-based programs to improve flood monitoring and prediction along Iowa’s major waterways and to support ongoing flood research.

● To share resources and expertise of the Iowa flood center.● To assist in the development of a workforce in the state knowledgeable regarding flood

research, prediction, and mitigation strategies.● To conduct the activities required by this chapter in cooperation with various state and federal

agencies.

Iowa Flood Mitigation BoardThe Flood Mitigation Board was created by the Iowa General Assembly and signed into law (Iowa Code, Chapter 418) by Governor Branstad in 2012. The board is charged with creating a flood mitigation program for Iowa. This program will allow certain governmental entities to submit flood mitigation projects to the Board for review and possible approval for funding. The funding will come from either sales tax increments or funds appropriated by the General Assembly.

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The Board itself is composed of four members from the public, five members from state agencies, as well as four ex-officio members from the General Assembly.

Iowa Mutual Aid CompactThe Iowa Mutual Aid Compact, signed into law in 2002, is an intrastate mutual aid agreement that provides the mechanism for political subdivisions and emergency management commissions to share resources with one another during a disaster that has been declared either by the local jurisdiction or the governor. The Compact increases each member’s level of emergency preparedness, allowing them to work as a team when disasters are beyond local capabilities. Legislation passed during the spring 2009 legislative session provides for some important changes: emergency management commissions are now included as IMAC signatories, membership in the compact is automatic for all political subdivisions and Authorized Representatives are designated.

Joint Field OfficeThe Joint Field Office is the primary Federal incident management field structure. The JFO is a temporary Federal facility that provides a central location for the coordination of Federal, State, tribal, and local governments and private-sector and nongovernmental organizations with primary responsibility for response and recovery. The JFO structure is organized, staffed, and managed in a manner consistent with NIMS principles and is led by the Unified Coordination Group. Although the JFO uses an ICS structure, the JFO does not manage on-scene operations. Instead, the JFO focuses on providing support to on-scene efforts and conducting broader support operations that may extend beyond the incident site.

Joint Information CenterA facility established to coordinate all incident-related public information activities. It is the central point of contact for all news media at the scene of the incident. Public information officials from all participating agencies should collocate at the JIC.

Joint Information SystemIntegrates incident information and public affairs into a cohesive organization designed to provide consistent, coordinated, timely information during crisis or incident operations. The JIS provides a structure and system for developing and delivering coordinated interagency messages; developing, recommending, and executing public information plans and strategies on behalf of the Incident Commander (IC); advising the IC about public affairs issues that could affect a response effort; and

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controlling rumors and inaccurate information that could undermine public confidence in the emergency response effort.

JurisdictionA range or sphere of authority. Public agencies have jurisdiction at an incident related to their legal responsibilities and authority. Jurisdictional authority at an incident can be political or geographical (e.g., City, County, Tribal, State, or Federal boundary lines) or functional (e.g., law enforcement, public health). A political subdivision (Federal, State, County, Parish, Municipality) with the responsibility for ensuring public safety, health, and welfare within its legal authorities and geographic boundaries. Liaison A form of communication for establishing and maintaining mutual understanding and cooperation.

Liaison Officer A member of the command staff responsible for coordinating with representatives from cooperating and assisting agencies. Local Government A county, municipality, city, town, township, local public authority, school district, special district, intrastate district, council of governments (regardless of whether the council of governments is incorporated as a nonprofit corporation under state law), regional or interstate government entity or agency or instrumentality of a local government, Native American tribe or authorized tribal organization, or in Alaska, a native village or Alaska Regional Native Corporation; a rural community, unincorporated town or village, or other public entity. See Section 2(10), Homeland Security Act of 2002, Pub. L. 107-296, 116 Stat. 2135 (2002).

LogisticsProviding resources and other services to support incident management.

Logistics SectionThe section responsible for providing facilities, services, and material support for the incident.

Major DisasterAs defined under the Robert T. Stafford Disaster Relief and Emergency Assistance Act, a major disaster is any natural catastrophe (including any hurricane, tornado, storm, high water, wind-driven water, tidal wave, tsunami, earthquake, volcanic eruption, landslide, mudslide, snowstorm, or drought), or, regardless of cause, any fire, flood, or explosion, in any part of the united States, which in the determination of the president, causes damage of sufficient severity and magnitude to warrant major disaster assistance under this Act to supplement the efforts and available resources of states, tribes,

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local governments, and disaster relief organizations in alleviating the damage, loss, hardship, or suffering caused thereby.

Mass CareThe actions that are taken to protect evacuees and other disaster victims from the effects of the disaster. Activities include providing temporary shelter, food, medical care, clothing, and other essential life support needs to the people who have been displaced from their homes because of a disaster or threatened disaster.

Mass NotificationMass notification is the dissemination of pertinent information to people within a specific geographic area.

MitigationThe effort to reduce loss of life and property by lessening the impact of disasters. This is achieved through risk analysis, which results in information that provides a foundation for mitigation activities that reduce risk.

MobilizationThe process and procedures used by all organizations for activating, assembling, and transporting resources that have been requested to respond to or support an incident.

Multiagency Coordination SystemsThose systems which provide the architecture to support coordination for incident prioritization, critical resource allocation, communications systems integration, and information coordination. The components of multiagency coordination systems include facilities, equipment, personnel, procedures, and communications. Two of the most commonly used elements are EOCs and MAC Groups. These systems assist agencies and organizations responding to an incident.

Multi Jurisdictional IncidentAn incident requiring action from multiple agencies that each have jurisdiction to manage certain aspects of an incident. In ICS, these incidents will be managed under unified command.

Mutual Aid AgreementWritten agreement between agencies and jurisdictions that they will assist one another on request, by furnishing personnel, equipment, and expertise in a specified manner.

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National Incident Management System A coordination and management construct that provides for a systematic, proactive approach that guides government agencies at all levels, the private sector, and nongovernmental organizations to work seamlessly to prepare for, prevent, respond to, recover from and mitigate the effects of incidents, regardless of cause, size, location, or complexity, in order to reduce the loss of life or property and harm to the environment.

National Response FrameworkA guide to how the nation conducts all-hazards incident management.

Nongovernmental Organization An entity with an association that is based on the interests of its members, individuals, or institutions. It is not created by a government, but it may work cooperatively with government. Such organizations serve a public purpose and are not for private benefit. Examples of NGOs include faith-based charity organizations and the American Red Cross.

Operational PeriodThe time scheduled for executing a given set of operation actions as specified in the incident action plan. Operational periods can be of various lengths, although usually not over 24 hours.

Operations SectionThe section responsible for all tactical incident operations. In ICS, it normally includes subordinate branches, divisions, and/or groups

Planning● (Strategic Plans) The process of developing documents by a program, department or

jurisdiction which explains the overall public safety mission for the entity and outlines key goals, objectives and tasks that must be completed over a specific period of time. Most strategic plans are developed as a means to match budgetary goals with key actions that specific agencies and departments must complete in order to meet their defined mission. However, strategic plans may be developed as a means to outline how specific projects or programs will be managed, assigning duties to individuals or agencies and establishing solid milestones to determine success. Most strategic plans are multi-year documents, predominantly covering two to five years.

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● (Operational Planning) The process of developing documents by a program, department or jurisdiction which explains how resources, personnel and equipment may be managed and activated to meet the specific objectives of a strategic plan. An operational plan will contain a full description of the Concept of Operations and may include additional, supporting annexes, as required.

● (Tactical Planning) The process of developing documents by a program, department or jurisdiction which explains how specific or immediate life-saving or response-based tasks will be completed to support operational planning tasks. Commonly, tactical plans are those documents used by public safety personnel during the response phase and may include but are not limited to such documents as SOPs, SOGs, FOGs, and response- based planning elements.

Planning MeetingA meeting held as needed prior to and throughout the duration of an incident to select specific strategies and tactics for incident control operations and for service and support planning. For larger incidents, the planning meeting is a major element in the development of the Incident Action Plan (IAP).

Planning SectionResponsible for the collection, evaluation, and dissemination of operational information related to the incident, and for the preparation and documentation of the IAP. This section also maintains information on the current and forecasted situation and on the status of resources assigned to the incident.

PreparednessThe range of deliberate, critical tasks and activities necessary to build, sustain, and improve the operational capability to prevent, protect against, respond to, and recover from domestic incidents. Preparedness is a continuous process. Preparedness involves efforts at all levels of government and between government and private sector and nongovernmental organizations to identify threats, determine vulnerabilities and identify required resources. Within the NIMS, preparedness is operationally focused on establishing guidelines, protocols, and standards for planning, training and exercises, personnel qualification and certification, equipment certification, and publication management.

Prevention

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Actions to avoid an incident or to intervene to stop an incident from occurring. Prevention involves actions to protect lives and property. It involves applying intelligence and other information to a range of activities that may include such countermeasures as deterrence operations; heightened inspections; improved surveillance and security operations; investigations to determine the full nature and source of the threat; public health and agricultural surveillance and testing processes; immunizations, isolation, or quarantine; and, as appropriate, specific law enforcement operations aimed at deterring, preempting, interdicting, or disrupting illegal activity and apprehending potential perpetrators and bringing them to justice.

Public Information OfficerA member of the Command Staff responsible for interfacing with the public and media or with other agencies with incident-related information requirements.

RecoveryThe long-term activities beyond the initial crisis period and emergency response phase of disaster operations that focus on returning all systems in the community to a normal status or to reconstituting these systems to a new condition that is less vulnerable.

Recovery PlanA plan developed by a state, local, or tribal jurisdiction with assistance from responding Federal agencies to restore the affected area.

ResourcesPersonnel and major items of equipment, supplies, and facilities available or potentially available for assignment to incident operations and for which status is maintained. Resources are described by kind and type and may be used in operational support or supervisory capacities at an incident or at an EOC.

Resource ManagementThose actions taken by a government to (1) identify sources and obtain resources needed to support disaster response activities; (2) coordinate the supply, allocation, distribution, and delivery of resources so that they arrive where and when they are most needed; and (3) maintain accountability for the resources used.

Resources Unit

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Functional unit within the Planning Section responsible for recording the status of resources committed to the incident. This unit also evaluates resources currently committed to the incident, the effects additional responding resources will have on the incident, and anticipated resource needs.

ResponseActivities that address the short-term, direct effects of an incident. Response includes immediate actions to save lives, protect property, and meet basic human needs. Response also includes the execution of emergency operations plans and of mitigation activities designed to limit the loss of life, personal injury, property damage and other unfavorable outcomes. As indicated by the situation, response activities include applying intelligence and other information to lessen the effects or consequences of an incident; increased security operations; continuing investigations into nature and source of the threat; ongoing public health and agricultural surveillance and testing processes; immunizations, isolation, or quarantine; and specific law enforcement operations aimed at preempting, interdicting, or disrupting illegal activity, and apprehending actual perpetrators and bringing them to justice.

Scenario-Based PlanningPlanning approach that uses a Hazard Vulnerability Assessment to assess the hazard’s impact on an organization on the basis of various threats that the organization could encounter. These threats (e.g. hurricane, terrorist attack) become the basis of the scenario.

SectionThe organizational level having responsibility for a major functional area of incident management (for example, Operations, Planning, Logistics, Finance/Administration, and Intelligence, if established). The section is organizationally situated between the branch and the Incident Command.

Senior OfficialThe elected or appointed official, who, by statute, is charged with implementing and administering laws, ordinances, and regulations for a jurisdiction. He or she may be a mayor, city manager, etc.

Span of ControlThe number of individuals a supervisor is responsible for, usually expressed as the ratio of supervisors to individuals. Under the NIMS, an appropriate span of control is between 1:3 and 1:7.

Special-Needs Population

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A population whose members may have additional needs before, during, or after an incident in one or more of the following functional areas: maintaining independence, communication, transportation, supervision, and medical care. Individuals in need of additional response assistance may include those have disabilities, live in institutionalized settings, are elderly, are children, are from diverse cultures, have limited proficiency in English or are non-English- speaking, or transportation disadvantaged.

Staging AreaLocation established where resources can be placed while awaiting a tactical assignment. The Operations Section manages Staging Areas.

Standard Operating ProcedureA set of instructions constituting a directive, covering those features of operations which lend themselves to a definite, step-by-step process of accomplishment. SOPs supplement emergency plans by detailing and specifying how assigned tasks are to be carried out. SOPs may be found within or act as a reference document or may serve as an operations manual, providing the purpose, authorities, duration, and details for the preferred method of performing a single function or a number of interrelated functions in a uniform manner.

State Coordinating OfficerThe person appointed by the Governor to coordinate State, Commonwealth, or Territorial response and recovery activities with NRF-related activities of the Federal Government, in cooperation with the Federal Coordinating Officer.

State LiaisonA Federal Emergency Management Agency official assigned to a particular State, who handles initial coordination with the State in the early stages of an emergency.

TerrorismThe use or threatened use of criminal violence against civilians or civilian infrastructure to achieve political ends through fear and intimidation rather than direct confrontation. Emergency management is typically concerned with the consequences of terrorist acts directed against large numbers of people (as opposed to political assassination or hijacking, which may also be considered terrorism).

Timely Warning

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Timely warning is the issuance of a warning, to students and employees as soon as pertinent information is available about Clery Crimes that have occurred anywhere on the Clery geography and are considered by the institution to represent a serious or continuing threat.

TypeA classification of resources in the ICS that refers to capability. Type 1 is generally considered to be more capable than Types 2, 3, or 4, respectively, because of size, power, capacity, or, in the case of incident management teams, experience and qualifications.14

Unified Area CommandA Unified Area Command is established when incidents under an Area Command are multi-jurisdictional.

Unified CommandAn application of ICS used when there is more than one agency with incident jurisdiction or when incidents cross political jurisdictions. Agencies work together through the designated members of the UC, often the senior person from agencies and disciplines participating in the UC, to establish a common set of objectives and strategies and a single IAP.

Unity of CommandThe concept by which each person within an organization reports to only one designated person. The purpose of Unity of Command is to ensure unity of effort under one responsible commander for every objective.

VolunteerFor purposes of the NIMS, a volunteer is any individual accepted by the lead agency to perform services by the lead agency. The lead agency has authority to accept volunteer services when the individual performs services without promise, expectation, or receipt of compensation for services performed. See, e.g., 16 U.S.C. 742f(c) and 29 CFR 553.101.

WarningThe alerting of emergency response personnel and the public to the threat of extraordinary danger and the related effects that specific hazards may cause. A warning issued by the National Weather Service (e.g., severe storm warning, tornado warning, tropical storm warning) for a defined area indicates that the particular type of severe weather is imminent in that area.

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WatchIndication by the National Weather Service that, in a defined area, conditions are favorable for the specified type of severe weather (e.g., flash flood, severe thunderstorm, tornado, tropical storm).

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Acronyms

AAR After Action Report/After Action ReviewADA Americans with Disabilities ActARC American Red CrossARES Amateur Radio Emergency ServiceASVP Assistant Vice PresidentAVP Associate Vice President

BC Business ContinuityBCP Business Continuity PlanBEM Building Emergency ManagerBEOP Basic Emergency Operations PlanBTMT Behavior Threat Assessment Team

CAP Corrective Action PlanCBO Community Based Organization

CBRNEChemical, Biological, Radiological, and/or Nuclear, Explosive

CCL Core Capabilities ListCEO Chief Executive OfficerCEM Certified Emergency ManagementCERT Community Emergency Response TeamCFR Code of Federal RegulationsCI Critical InfrastructureCIKR Critical Infrastructure and Key ResourcesCOAD Community Organizations Active in DisastersCONOPS Concept of OperationsCOOP Continuity of OperationsCOP Common Operating Picture

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CPG Comprehensive Preparedness Guide

DHS Department of Homeland SecurityDMAT Disaster Medical Assistance TeamDMORT Disaster Mortuary Operational Response TeamDOD Department of DefenseDOJ Department of Justice

EAS Emergency Alert SystemEM Emergency ManagementEMA Emergency Management AgencyEMAC Emergency Management Assistance CompactEMAP Emergency Management Accreditation ProgramEMS Emergency Medical ServicesEOC Emergency Operations CenterEOP Emergency Operations PlanEMT Emergency Medical TechnicianEPA Environmental Protection Agency

EPCRAEmergency Planning and Community Right-to-Know Act

ESF Emergency Support Function

FAC Family Assistance CenterFBI Federal Bureau of InvestigationFCO Federal Coordinating OfficerFD Fire DepartmentFEMA Federal Emergency Management AgencyFERPA Family Education Rights and Privacy ActFOG Field Operations GuideFSC Family Success Center

GAO Government Accountability OfficeGIS Geospatial Information System

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GPS Global Positioning System

HAZMAT Hazardous MaterialHAZUS Hazards U.S.HSEEP Homeland Security Exercise and Evaluation ProgramHIPAA Health Insurance Portability and Accountability ActHRVA Hazard, Risk, and Vulnerability AssessmentHSPD Homeland Security Presidential DirectiveHVIA Hazard, Vulnerability, and Impact Assessment

IA Individual AssistanceIAEM International Association of Emergency ManagersIAP Incident Action PlanIC Incident CommanderICP Incident Command PostICS Incident Command SystemIDBHRT Iowa Disaster Behavioral Health Response TeamIDHRC Iowa Disaster Human Resource CouncilIERC Iowa Emergency Response CouncilIERP Iowa Emergency Response PlanIFC Iowa Flood CenterIFMB Iowa Flood Mitigation BoardIMAC Iowa Mutual Aid CompactIMAT Incident Management Assistance TeamIMT Incident Management TeamIT Information Technology

JFO Joint Field OfficeJIC Joint Information CenterJIS Joint Information SystemJOC Joint Operations Center

LEOC Local Emergency Operations Center

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LEPC Local Emergency Planning LTRC Long-term Recovery Committee

MACS Multi-Agency Coordination SystemMEP Master Exercise PractitionerMOA Memorandum of AgreementMOU Memorandum of UnderstandingMRC Medical Reserve Corps

NDRF National Disaster Recovery FrameworkNEMA National Emergency Management AgencyNFIP National Flood Insurance ProgramNFPA National Fire Protection AssociationNGO Non-governmental OrganizationNIC National Integration CenterNIMS National Incident Management SystemNLT No Later Than/Not Less ThanNPG National Preparedness GuidelinesNPS National Planning ScenariosNRC Nuclear Regulatory CommissionNRF National Response FrameworkNWS National Weather Service

OSHA Occupational Health and Safety Administration

PA Public AssistancePDA Preliminary Damage AssessmentPIO Public Information OfficerPPD Presidential Policy DirectivePSAP Public Safety Answering Point

RACES Radio Amateur Civil Emergency ServicesREPP Radiological Emergency Preparedness Program

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RRCC Regional Response Coordination CenterRRP Regional Response Plan

SBA Small Business AdministrationSCO State Coordinating OfficerSEOC State Emergency Operations CenterSIP Safeguard Iowa PartnershipSLG State and Local Guide

SOGStandard Operating Guide/Standard Operating Guidelines

SOP Standard Operations Procedures

TIIPPThreat Information and Infrastructure Protection Program

TOC Tactical Operations Center

UC Unified CommandUPS Uninterrupted Power SystemUSAR Urban Search and RescueUSDA United States Department of AgricultureUSGS United States Geological SurveyUTL Universal Task List

VOAD Volunteer Organizations Active in Disasters

WMD Weapons of Mass Destruction

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LegalThe information contained in the Grinnell College Emergency Operations Plan has been prepared for use by Grinnell College only. The information is guidance for emergency management activities, recognizing that individual circumstance or events not anticipated by this plan may occur. The experience and judgment of those utilizing this plan is an important consideration in how and when components of this plan are enacted. The content represents the best opinions on the subject. No warranty, guarantee or representation is made by the College of the sufficiency of the information contained herein and the College assumes no responsibility in connection therewith. This plan is intended to provide guidelines for safe practices; therefore, it cannot be assumed that all plausible and non-plausible scenarios are contained in this document, or that other or additional information or measures may not be required.

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APPENDIX A: ORGANIZATIONAL CHART

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Org chart will be entered into the final report.


FUNCTIONAL ANNEXES

Evacuation

Lockdown

Shelter-in-Place

Accountability

Communications and Notifications

Continuity of Operations

Recovery

Public Health, Medical, and Mental Health

Security

Rapid Assessment

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Annexes will be developed concurrently while the EOP is under review.


HAZARD SPECIFIC ANNEXES

Building Fire

Severe Weather

Earthquake

Tornado

Hazardous Materials Incident

Mass Casualty Incident

Armed Intruder/Active Shooter

Disease Outbreak

Bomb Threat/Explosive Device

Utility Failure

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Annexes will be developed concurrently while the EOP is under review.

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