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Grinnell College
Emergency Operations Plan
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EXECUTIVE SUMMARY
PROMULGATION STATEMENT
STATEMENT OF APPROVAL
RECORD OF CHANGE
RECORD OF DISTRIBUTION
PURPOSE
SITUATION OVERVIEW
City of Grinnell – Geography
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City of Grinnell – Demographics
City of Grinnell – Critical Infrastructure
Grinnell College
By the Numbers
College Profile
Student Profile
Hazard, Risk and Vulnerability Assessment
PLANNING ASSUMPTIONS
CONCEPT OF OPERATIONS - MITIGATION
CONCEPT OF OPERATIONS - PREPAREDNESS
CONCEPT OF OPERATIONS - RESPONSE
Emergency Operations Plan Activation
Emergency Operations Plan Deactivation
EMT Activation During Business Hours
EMT Activation During Non-Business Hours
Levels of Response
College Closure
Emergency Mass Notification
CONCEPT OF OPERATIONS - RECOVERY
ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES
Academic Affairs
Campus Safety and Security
Dining Services
Environmental Stewardship
Facilities Management
Human Resources
Information Technology Services
Office of Communications
Office of the Treasure
Student Affairs
Student Health and Counseling Services
Individual Responsibilities
DIRECTION, CONTROL, AND COORDINATION
Management
Executive Advisory Group (EAG)
Emergency Management Team
Emergency Operations Center (EOC)
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Operations Section
Planning Section
Logistics Section
Finance Section
INFORMATION COLLECTION, ANALYSIS, AND DISSEMINATION
Collection
Analysis
Dissemination
Training and Exercises
Training
Exercises
ADMINISTRATION, FINANCE, AND LOGISTICS
Records and Reports
Agreements and Contracts
Finance
PLAN DEVELOPMENT AND MAINTENANCE
Development
Maintenance
Review and Update
AUTHORITIES AND REFERENCES
Authorities
References
Adoptions
Glossary
Acronyms
Legal
APPENDIX A: ORGANIZATIONAL CHART
FUNCTIONAL ANNEXES
Evacuation
Lockdown
Shelter-in-Place
Accountability
Communications and Notifications
Continuity of Operations
Recovery
Public Health, Medical, and Mental Health
Security
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Rapid Assessment
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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EXECUTIVE SUMMARY
The 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 HighQuality 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 STATEMENT
Grinnell 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 postevent recovery in addition to preparedness and response. It
is 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.
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
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STATEMENT OF APPROVAL
The 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 CHANGE
Date
Pages
Summary of Change
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RECORD OF DISTRIBUTION
Department
Location
No. of Copies
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PURPOSE
The 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.
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.
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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 – Geography
The 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 – Demographics
Poweshiek 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 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.
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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 offcampus 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
●
Independent majors are possible
●
Strong commitment to social responsibility
●
Consistently ranked among the nation’s best liberal arts colleges
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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 Assessment
A 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 humancaused 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 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.
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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 ASSUMPTIONS
Emergency 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 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.
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CONCEPT OF OPERATIONS - MITIGATION
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CONCEPT OF OPERATIONS - PREPAREDNESS
Grinnell 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 Activation
The 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 Deactivation
The 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 Hours
When 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:
○
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.
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○
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 Hours
There 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.
Levels of Response
For 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
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○
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 Closure
The 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: ●
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 Notification
Grinnell 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.
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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 intruder
2.
Bomb threat / Building evacuation
3.
Campus closing - Weather related
4.
Jeanne Clery Law Notifications
5.
Chemical Spills
6.
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 - RECOVERY
This 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 RESPONSIBILITIES
This 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 Affairs
Academic 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.
Campus Safety and Security
The 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.
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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.
Dining Services
The 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.
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●
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 Management
The 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.
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.
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●
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, temporary sheltering, etc., as necessary to accommodate
their needs as required by Florida Statutes.
Human Resources
The 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 Services
The 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.
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●
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 Communications
The 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.
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.
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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.
●
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 Affairs
The 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.
●
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.
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●
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 Services
The 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 Responsibilities
Chief 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.
Emergency Response Director – Director of Campus Safety and Security
The 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 Communications
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The 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 Resources
The Liaison Officer functions as the campus point of contact for instructions and assistance to outside responding agencies.
Environmental Safety Coordinator
The Safety Officer monitors and assesses hazardous and unsafe situations and develops measures for ensuring personnel safety.
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DIRECTION, CONTROL, AND COORDINATION
This section describes the framework for all direction, control, and coordination activities.
Management
The 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
●
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
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●
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 Team
The 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
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
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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 Section
The 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 Section
The 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.
Logistics Section
The Logistics Section is responsible for providing support for the Operations Section. This Section orders all resources from offsite locations and provides facilities, services, personnel, equipment and materials.
Finance Section
The 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 DISSEMINATION
This 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.
Collection
Disaster 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.
Analysis
Information 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.
Dissemination
Situation 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 Exercises
This 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.
Training
The 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
Exercises
Grinnell 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 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.
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ADMINISTRATION, FINANCE, AND LOGISTICS
This 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 Reports
Grinnell 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 Contracts
If 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.
Finance
The 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:
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●
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 MAINTENANCE
This section discusses the overall approach to planning and the assignment of plan development and maintenance responsibilities.
Development
The 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.
Maintenance
The 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 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.
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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 Update
The 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
Authorities
The 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
Adoptions
Portions 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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Glossary
American 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 Administrator
Serves 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.
Assistant
Title 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 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.
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●
(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.
Authority
A 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 Planning
Planning 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.
Community
An 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.
Contamination
The undesirable deposition of a chemical, biological or radiological material on the surface of structures, areas, objects or people.
Damage Assessment
The 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.
Decontamination
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The reduction or removal of a chemical, biological or radiological material on the surface of structures, areas, objects or person.
Department Emergency Operations Center
The 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.
Deputy
A 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.
Disaster
An 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 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 Center
Places 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).
Division
The 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.
Emergency
Absent 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
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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 Team
The 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 Group
The 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 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 Notification
Emergency 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 Center
The 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 Plan
A 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.
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Emergency Public Information
Information 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.
Emergency Support Function
A 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.
Evacuation
Organized, 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.
Event
A 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 Team
A 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 Federal Emergency Management Agency, other
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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 Flood
Follows 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.
Flood
A 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.
Function
Function 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 Planning
A 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 Staff
A 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.
Hazard
A 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, 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 Mitigation
Any 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.
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Hazardous Material
Any 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.
Incident
An 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 Plan
An 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 Post
The 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 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 Team
o
(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.
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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 Team
Iowa 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 Council
The 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 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 Commission
The 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 Plan
The IERP provides a mechanism for delivering state resources and other assistance to local governments and state agencies
during and after an emergency or disaster. This
Plan 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 Center
The 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.
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●
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 Board
The 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.
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 Compact
The 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 Office
The 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 Center
A 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 System
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Integrates 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 controlling
rumors and inaccurate information that could undermine public confidence in the emergency response effort.
Jurisdiction
A 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).
Logistics
Providing resources and other services to support incident management.
Logistics Section
The section responsible for providing facilities, services, and material support for the incident.
Major Disaster
As 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, local governments, and
disaster relief organizations in alleviating the damage, loss, hardship, or suffering caused thereby.
Mass Care
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The 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 Notification
Mass notification is the dissemination of pertinent information to people within a specific geographic area.
Mitigation
The 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.
Mobilization
The 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 Systems
Those 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 Incident
An 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 Agreement
Written agreement between agencies and jurisdictions that they will assist one another on request, by furnishing personnel,
equipment, and expertise in a specified manner.
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 Framework
A guide to how the nation conducts all-hazards incident management.
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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 Period
The 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 Section
The 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.
●
(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 Meeting
A 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).
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Planning Section
Responsible 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.
Preparedness
The 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
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 Officer
A member of the Command Staff responsible for interfacing with the public and media or with other agencies with incidentrelated information requirements.
Recovery
The 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 Plan
A plan developed by a state, local, or tribal jurisdiction with assistance from responding Federal agencies to restore the affected
area.
Resources
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Personnel 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 Management
Those 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
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.
Response
Activities 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 Planning
Planning 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.
Section
The 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 Official
The 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.
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Span of Control
The 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
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 Area
Location established where resources can be placed while awaiting a tactical assignment. The Operations Section manages
Staging Areas.
Standard Operating Procedure
A set of instructions constituting a directive, covering those features of operations which lend themselves to a definite, step-bystep 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 Officer
The 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 Liaison
A Federal Emergency Management Agency official assigned to a particular State, who handles initial coordination with the State
in the early stages of an emergency.
Terrorism
The 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.
Type
A 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 Command
A Unified Area Command is established when incidents under an Area Command are multi-jurisdictional.
Unified Command
An 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 Command
The 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.
Volunteer
For 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.
Warning
The 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.
Watch
Indication 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 Review
ADA
Americans with Disabilities Act
ARC
American Red Cross
ARES
Amateur Radio Emergency Service
ASVP
Assistant Vice President
AVP
Associate Vice President
BC
Business Continuity
BCP
Business Continuity Plan
BEM
Building Emergency Manager
BEOP
Basic Emergency Operations Plan
BTMT
Behavior Threat Assessment Team
CAP
Corrective Action Plan
CBO
Community Based Organization
CBRNE
Chemical, Biological, Radiological, and/or Nuclear, Explosive
CCL
Core Capabilities List
CEO
Chief Executive Officer
CEM
Certified Emergency Management
CERT
Community Emergency Response Team
CFR
Code of Federal Regulations
CI
Critical Infrastructure
CIKR
Critical Infrastructure and Key Resources
COAD
Community Organizations Active in Disasters
CONOPS
Concept of Operations
COOP
Continuity of Operations
COP
Common Operating Picture
CPG
Comprehensive Preparedness Guide
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DHS
Department of Homeland Security
DMAT
Disaster Medical Assistance Team
DMORT
Disaster Mortuary Operational Response Team
DOD
Department of Defense
DOJ
Department of Justice
EAS
Emergency Alert System
EM
Emergency Management
EMA
Emergency Management Agency
EMAC
Emergency Management Assistance Compact
EMAP
Emergency Management Accreditation Program
EMS
Emergency Medical Services
EOC
Emergency Operations Center
EOP
Emergency Operations Plan
EMT
Emergency Medical Technician
EPA
Environmental Protection Agency
EPCRA
Emergency Planning and Community Right-to-Know Act
ESF
Emergency Support Function
FAC
Family Assistance Center
FBI
Federal Bureau of Investigation
FCO
Federal Coordinating Officer
FD
Fire Department
FEMA
Federal Emergency Management Agency
FERPA
Family Education Rights and Privacy Act
FOG
Field Operations Guide
FSC
Family Success Center
GAO
Government Accountability Office
GIS
Geospatial Information System
GPS
Global Positioning System
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HAZMAT
Hazardous Material
HAZUS
Hazards U.S.
HSEEP
Homeland Security Exercise and Evaluation Program
HIPAA
Health Insurance Portability and Accountability Act
HRVA
Hazard, Risk, and Vulnerability Assessment
HSPD
Homeland Security Presidential Directive
HVIA
Hazard, Vulnerability, and Impact Assessment
IA
Individual Assistance
IAEM
International Association of Emergency Managers
IAP
Incident Action Plan
IC
Incident Commander
ICP
Incident Command Post
ICS
Incident Command System
IDBHRT
Iowa Disaster Behavioral Health Response Team
IDHRC
Iowa Disaster Human Resource Council
IERC
Iowa Emergency Response Council
IERP
Iowa Emergency Response Plan
IFC
Iowa Flood Center
IFMB
Iowa Flood Mitigation Board
IMAC
Iowa Mutual Aid Compact
IMAT
Incident Management Assistance Team
IMT
Incident Management Team
IT
Information Technology
JFO
Joint Field Office
JIC
Joint Information Center
JIS
Joint Information System
JOC
Joint Operations Center
LEOC
Local Emergency Operations Center
LEPC
Local Emergency Planning
LTRC
Long-term Recovery Committee
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MACS
Multi-Agency Coordination System
MEP
Master Exercise Practitioner
MOA
Memorandum of Agreement
MOU
Memorandum of Understanding
MRC
Medical Reserve Corps
NDRF
National Disaster Recovery Framework
NEMA
National Emergency Management Agency
NFIP
National Flood Insurance Program
NFPA
National Fire Protection Association
NGO
Non-governmental Organization
NIC
National Integration Center
NIMS
National Incident Management System
NLT
No Later Than/Not Less Than
NPG
National Preparedness Guidelines
NPS
National Planning Scenarios
NRC
Nuclear Regulatory Commission
NRF
National Response Framework
NWS
National Weather Service
OSHA
Occupational Health and Safety Administration
PA
Public Assistance
PDA
Preliminary Damage Assessment
PIO
Public Information Officer
PPD
Presidential Policy Directive
PSAP
Public Safety Answering Point
RACES
Radio Amateur Civil Emergency Services
REPP
Radiological Emergency Preparedness Program
RRCC
Regional Response Coordination Center
RRP
Regional Response Plan
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SBA
Small Business Administration
SCO
State Coordinating Officer
SEOC
State Emergency Operations Center
SIP
Safeguard Iowa Partnership
SLG
State and Local Guide
SOG
Standard Operating Guide/Standard Operating Guidelines
SOP
Standard Operations Procedures
TIIPP
Threat Information and Infrastructure Protection Program
TOC
Tactical Operations Center
UC
Unified Command
UPS
Uninterrupted Power System
USAR
Urban Search and Rescue
USDA
United States Department of Agriculture
USGS
United States Geological Survey
UTL
Universal Task List
VOAD
Volunteer Organizations Active in Disasters
WMD
Weapons of Mass Destruction
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Legal
The 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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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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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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