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Central Wyoming College

Riverton Campus

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Emergency Operations Plan

Aug 1, 20 20

Approval and Implementation

This Central Wyoming College Emergency Operations Plan (EOP) supersedes all

previous emergency plans and shall be in full effect as of the date approved.

This plan has been reviewed and approved:

Signature: ________________________________ Date: Aug 1, 20 20

Brad Tyndall, President Central Wyoming College

TABLE OF CONTENTS

• I. PURPOSE
• II. COMMON TERMINOLOGY
• III. INCIDENT COMMAND SYSTEM (ICS)
• IV. COMMUNICATIONS
• V. RESOURCE MANAGEMENT
• VI. CONTINUITY AND INCIDENT RECOVERY
• VII. TRAINING
• VIII. CAMPUS VIOLENCE PREVENTION PLAN
• IX. EMERGENCY PROCEDURES
• Appendix A
• Emergency Response Team Members
• Appendix B
• Incident Recovery Plan Emergency Telephone Numbers
• Appendix C
• Counseling Services......................................................................................................
• Appendix D
• Command Post and Campus Emergency Operations Center Procedures
• Appendix E
• Bomb Threat Evacuation Distances & Checklists..........................................................
• Appendix F
• ICS Forms
• Appendix G
• Physical Plant
• Appendix H
• Damage Assessment Worksheet
• Appendix I
• CWC Instructional Technology Disaster Recovery
• Appendix J
• Memorandum of Understandings (MOUs).....................................................................
• Appendix K
• Training Materials/Documentation
• documents...................................................................................................................... Appendix L Epidemic/pandemic procedure

CENTRAL WYOMING COLLEGE

EMERGENCY OPERATIONS PLAN

I. PURPOSE

Central Wyoming College (CWC) is committed to providing a safe and healthy environment for students, faculty, staff, and all those using our facilities. This includes minimizing disruptions to the normal schedule and activities of the College. Disruptions can range from a short-term power outage to a catastrophic weather event, as well as manmade and natural disasters. Regardless of the cause or magnitude of the incident, it is the College’s intention to react quickly and effectively to safeguard life and to stabilize the situation, then to initiate recovery procedures in order to normalize the situation.

While the basic tenets of emergency response require resolute action to respond to, neutralize, mitigate, and recover from an incident, these actions must be completed while taking into account the guiding principles of Central Wyoming College. Emergency management at Central Wyoming College will provide for the preservation of the College’s mission and its core values, while simultaneously providing for the safety, security, and business continuity of the institution and community.

The Central Wyoming College Emergency Operations Plan (EOP) is a procedural document for organizing, coordinating, and directing available resources toward the control of an emergency. The plan includes a chain of command establishing the authority and responsibility of various individuals. In emergencies, procedures sometimes must be changed instantaneously; therefore, responsible and knowledgeable persons who know the procedures must have the authority to make necessary modifications. The EOP is designed to outline a plan of action so that emergencies can be managed rapidly and in a logical and coherent manner.

The CWC Security Department is the initial contact for reporting all emergency situations and is the central point of communication during the response and resolution of all emergencies.

4. Recovery - Post-emergency short-term activities that return infrastructure systems at the site of an emergency to minimum operating standards and long-term activities designed to return the site to normal conditions.
5. Post Recovery Evaluation - Post recovery evaluation institutionalizes the process of critically evaluating the efficacy of each action taken during a response and incorporating those lessons learned into future plans.

● Stay Put: This is used when there may be danger to the campus and is generally a precautionary measure. The location of a possible threat may not be known but is considered to be near the campus.

• Exterior doors are locked and access to the college is restricted. No one goes outside until an all-clear message is received from Campus Security or law enforcement.
• Business can generally continue within the buildings with a heightened awareness of surroundings.

III. INCIDENT COMMAND SYSTEM (ICS)

CWC shall model its emergency response protocols to those outlined in the National Incident Management System (NIMS) including the use of the Incident Command System (ICS) outlined therein. This will allow CWC to integrate its emergency response procedures with outside agencies that utilize NIMS and ICS. College emergency response programs and protocols will be developed and emergency response personnel will be trained in accordance with these systems. A list of all necessary ICS forms to support the response protocols can be found in Appendix F.

The ICS is a national model for managing both small and large-scale emergencies and other complex events. Employing ICS provides the ability to effectively communicate and coordinate response actions with external emergency response agencies through a standardized and common emergency management and response approach.

Elements common to all who use ICS include:

● The use of common terminology to define organizational functions, incident facilities, resource descriptions, and position titles.

● The use of modular and scalable organizations based on the size and complexity of the incident.

● The development and use of an Incident Action Plan (IAP) that outlines the strategies and objectives of the agencies response to an emergency.

● A clear chain of command and unity of command that clearly outlines the reporting relationships of each group and individuals responsible for responding to an emergency.

● The use of a Unified Command (UC) for incidents involving multiple emergency response agencies.

● The establishment of a manageable span of control for supervising and managing personnel responding to an emergency.

● The establishment of pre-designated emergency management locations and facilities to include the Emergency Operations Center.

● Plans and procedures for the management and coordination of resources.

● Information and intelligence management systems and protocols.

● The use of integrated and interoperable communication systems.

● Establishment and transfer of command.

● Complete accountability of personnel and resources.

● Controlled and managed deployment of resources.

The CWC Security Department is the initial contact for reporting all emergency situations and is the central point of communication during the response and resolution of all emergencies.

Upon receiving the initial contact, the officer in charge will notify the Director of Campus Security or his/her designee. The Director of Campus Security or his/her designee will make an initial judgment about the level of response necessary and communicate with the appropriate personnel as outlined in the attached plan.

If the situation clearly requires resources beyond those immediately available or has the potential to escalate beyond current capabilities, the Director of Campus Security or his/her designee will contact the Vice President of Administrative Services (VP) who in consultation with the Director of Campus Security will make an initial decision about the situation and appropriate response. The Vice President of Administrative Services will make the appropriate contacts within the CWC Administration as outlined in this plan. See Appendix D for more information on the establishment of an Incident Command Post. Whenever the Vice President of Administrative Services is unavailable, the Vice President of Academic Affairs will take this role.

If an emergency situation begins to escalate, the Director of Campus Security or his/her designee will update the Vice President of Administrative Services and appropriate

• Ensure the Campus Emergency Operations Center (CEOC) is operational and serves as focal point for communications during the incident.
• Ensure briefings are prepared and presented to key Administrators and the Director of Communications during and following the incident.
• Ensure all operations during the incident are coordinated and being carried out in a constructive and safe manner with consideration being given to the post-emergency phase.
• Assemble damage assessments and coordinate plan for recovery.
• Ensure that the incident is properly documented.

● Command Staff

Reports directly to the Incident Commander and includes the Safety Officer, Public Information Officer and Liaison Officer.

• The Public Information Officer (PIO) is responsible for communicating information about the emergency to the public and media. During multiple agency responses to an emergency, the PIO shall coordinate their communications to the public and media with other agencies responding to the emergency. See the Communications section for more information.
• The Liaison Officer is responsible for coordinating CWC’s response with external agencies responding to the emergency. The Liaison Officer may also need to coordinate with internal groups involved or impacted by the emergency.
• The Safety Officer is responsible for identifying and addressing hazards to emergency response personnel and the campus community and ensuring that safety measures are in place to protect people responding to or affected by the emergency.
• General Staff

The general staff are the individuals in charge of the Operations, Planning, Logistics, and Finance and Administration sections responding to an emergency.

• Each section is headed by a Section Chief that reports directly to the Incident Commander.
• Section chiefs are responsible for managing all incident specific operations within their respective areas.

• Emergency Response Sections Depending on the complexity of an emergency, CWC may establish one or more emergency response sections to aid in the response. These include Operations, Planning, Logistics, and Finance and Administration sections. The roles and responsibilities of each section are described below.
  • The Operations Section is responsible for the actual response to mitigate, control, and resolve the emergency.
  • The Planning Section is responsible for developing the Incident Action Plan (IAP) for the emergency. They also serve to collect, monitor, and analyze information about that emergency in order to assist in the response.
  • The Logistics Section is responsible for obtaining the necessary supplies, personnel, and material required for response to an emergency.
  • The Finance and Administration Section is responsible for overseeing the purchasing and accounting for the costs associated with the response to an emergency. This section is also responsible for documenting expenditures due to the response to an emergency so that CWC can seek financial reimbursement for costs incurred during the response.

The table below lists various elements of the ICS and corresponding definitions of those elements.

ELEMENT DEFINITION

Base The location where primary logistics functions are coordinated. There is only one base per incident. The Incident Command Post may be located within the base. Supplies such as food, water, rest, and sanitary services are provided to incident personnel.

Branches Used when the number of Divisions or Groups exceeds the span of control. The person in charge of each branch is designated as a Director.

Field Supervisor The individual who assumes the initial control, coordination, and responsibility for assessing the situation, determining the initial course of action, and providing information to the Incident Commander. A campus security officer or security supervisor on duty will typically assume this role, then pass command and control to the Director of Campus Security or his/her designee as soon as is practical.

First Responders Those personnel first responding to the incident. The first responders can be CWC personnel or outside agencies (typically police/fire/rescue). CWC first responders are generally Campus Security and Physical Plant personnel.

Group Used to describe functional areas of operations across the campus. The person in charge of each group is designated as a Supervisor.

Incident Command Post A location at or near the scene of the incident that is established by the Incident Commander to maintain coordination, control, and communications during the stabilization of the incident. All responding personnel report to this location before entering the scene.

Incident Commander (IC) The person charged with management of all aspects of emergency preparedness. The IC assumes command and control of operations during emergency response and manages the crisis at the Command Post. The Director of Campus Security will normally assume this role.

Should the Director of Campus Security not be available, the following line of succession will be used for assumption of command:

1. VP of Administrative Services
2. VP of Academic Affairs
3. President of the College
4. Dean of Students
5. VP of Student Affairs

Media Staging Area A location where media and journalists are directed to respond to for information and briefings related to an event or incident.

Phone Bank Predetermined locations for multiple telephone lines to be staffed in event of an emergency on campus. The Public Information Officer will manage the phone banks and facilitate operation-specific updates to the web page. Phone bank personnel will be provided information for dissemination.

Public Information Officer Assumes control and responsibility of all official information related internally to CWC and externally to the media during an incident. Will report to the Incident Commander and given access to the scene (if safe). All information requests will be channeled to this individual.

Recovery Team A group of individuals, not a predetermined “team”, but rather the normal composite of various departments and offices on campus, plus contractors that would be needed to complete any major project. However, due to the urgency and necessity of the recovery, a specific team and coordinator may be identified to ensure that this work receives priority and direct oversight. Generally, this team will be comprised of all departmental personnel necessary to carry out recovery and will be appointed by the President of the College or designee.

Response Team Additional resources called upon by the first responders to assist in stabilizing and correcting the incident. Generally, these people are from the department that is most capable of having the resources, personnel, or expertise to handle the problem. Sections The organizational levels with responsibility for major functional area of the incident (i.e., Operations, Planning, Logistics, Finance/Administration) The person in charge of each Section is designated as a Chief. Single Resource May be individuals, a piece of equipment and its personnel complement, or a crew or team of individuals with an identified supervisor that can be used at an incident. Staging Area The location where resources can be stored while awaiting a tactical assignment.

• Status of delegation of authority, inherent or specific

 ICS TABLE OF ORGANIZATION

The ICS table of organization shown below (Figure 1) is representative of an incident command structure for a police/fire/EMS related incident at Central Wyoming College.

● Additional organizational elements will be activated as required.

● Operational assignments are assigned based on qualification to perform incident command tasks relative to that position and are not assigned based on position within the College.

● Operational assignments are assigned for a particular operational period. Accordingly, incidents spanning more than a single operational period will require relief personnel for each assigned position.

Figure 1. ICS Table of Organization.

 RESPONSE PERSONNEL COMMUNICATION

REQUIREMENTS: The safe and effective coordination of operational personnel will depend largely on tactical communication means (e.g., radio and cellular telephone). The communication plan for response personnel will be the first and highest priority at all times and will include the following elements, as necessary.

● CWC Security - internal communication.

● CWC departments directly involved in operational elements of the incident (e.g., Facilities)

● Communications with external agencies responding to the incident

• Law Enforcement
• Fire
• Other responding agencies

 INTRA-COLLEGE COMMUNICATION REQUIREMENTS:

Intra-college communication links provide a means to inform the community of the incident, provide periodic situation updates, and maintain CWC’s business continuity. These requirements are secondary only to providing for the communication needs of operational personnel, and will include the following elements, as necessary:

● Campus mass notification system – the system provides for the rapid notification of students, faculty, staff, and parents (as required) using the Rustler Alert notification system to transmit critical information to telephones, email accounts, and text messaging accounts. The system provides the capability to tailor messages to particular groups.

● Campus telephone system – the telephone system provides immediate two-way communication means between campus community members and emergency personnel and is a high priority intra-college communication system.

● Campus data network – the data network also provides critical two-way communication means as well as access to college databases, thus its importance to the maintenance of business continuity cannot be understated.

● Campus web page – the campus web page will be utilized to provide situation updates to the college community and beyond throughout the operational periods.

● Regarding internal communications (e.g., faculty and staff), the PIO should:

• Notify all staff of the emergency event.

• Inform all faculty and staff to direct all media inquiries to spokesperson, or designated media point of contact.
• Relay all factual information to spokesperson, or media point of contact.
• If directed by administration, designate a site spokesperson.
• Update staff throughout the emergency, review details of the emergency and dispel rumors.
• Inform points of contact of any media presence at the building. Request onsite assistance with media if necessary.

● Regarding communication involving incidents directly involving housing residents

• Campus Security will work with the Dean of Students, the Director of Housing, and staff (e.g. Physical Plant, Resident Assistants) to verify and locate housing residents to the best of their ability and to communicate necessary information concerning the incident.

 COMMUNICATION WITH EXTERNAL STAKEHOLDERS:

External stakeholders can be expected to initiate contact with CWC officials almost immediately after receiving word on an incident on campus. The nature and severity of an incident will in large part dictate the level of interest and concern, which must be met with appropriate communication capabilities.

● Advises the Incident Commander/Unified Command on information dissemination and media relations.

● The CWC web page will include regularly updated information about the incident, as it becomes available.

● Media Inquiry: All media inquiries must be referred to the PIO. CWC, in coordination with community response agencies, assumes responsibility for issuing public statements during an emergency. The PIO should:

• Coordinate with other responding agencies in the area for media to shoot video footage and photographs safely and in accordance with privacy policies and agencies protocols.
• Maintaining contact with the media at the staging area, to help ensure they do not enter into restricted areas.
• Provide regular updates and press releases and let media know when to expect the next update.