A Presentation to the
Greater Tampa Bay
Association of Contingency Planners
31 August 2011
Paul Latham, FPEM, CHS
Emergency Manager
Many colleges and universities across the areas hardest hit by
Hurricane Katrina could no longer hold classes at their current
facilities. The U.S. Department of Education came together with
communities to welcome the displaced students and to get them
enrolled in other schools as quickly as possible. In the wake of the
tragedy, the main goal was to provide every student with a quality
education.
At the end of January 2006, the
administration reported an estimated
$90 to $125 million shortfall for the
2005–06 year.
Tulane laid off about 2,000 part-time
employees in September and October
2005, 243 non-teaching personnel in
November 2005, 230 faculty members in
December 2005, and another 200
employees in January 2006.
Tulane eliminated six undergraduate
and graduate programs in the
Engineering School: mechanical
engineering, civil engineering, electrical
engineering, computer engineering,
environmental engineering, and
computer science, and also a bachelor's
degree in exercise science.
The university cut twenty-seven of its
forty-five doctoral programs and
suspended eight NCAA Division I
intercollegiate athletic programs.
Tulane University
Hurricane Katrina
August 27, 2005
“Until 2001 September 24 we
tended to look on tornado
watch warnings as an exciting
possibility to see something
dramatic but harmless: after all,
tornados never touch down in
suburban Maryland. That all
changed when an F3 tornado
with winds close to 200 mph
touched down on campus.”
University of Maryland
Tornado
September 24, 2001
"I'm focused on what we can save."
University of Iowa President Sally Mason
University of Iowa
Flooding
2008
University of Louisville
Flooding
August 4, 2009
“A dozen buildings on the school’s
Belknap Campus suffered flooding
damage. One of the most dramatic
scenes was at the Houchens
Building off Floyd Street, where the
school’s admissions office is
located. About 30 employees in the
office had to be evacuated by the
Louisville Metro Swift Water Rescue
Team.”
“A week's work of frantic
sandbagging by students,
professors and the National
Guard couldn't spare this
bucolic college town from the
surging Iowa River, which has
swamped more than a dozen
campus buildings.
At least three deaths in Iowa
have been attributed to the
flooding and storms that
caused it, and 12 others have
died in two recent tornadoes. “
“The university first informed students via e-mail at 9:26 a.m.,
more than two hours after the first shooting”
Virginia Tech
Shooting
April 16, 2007
University of Texas
Shooting
Sept. 28, 2010
•8:10 a.m. Shots fired
•8:25 a.m. Sirens and alerts begin to sound
•8:30 a.m. School on lockdown.
University of Alabama-Birmingham
Shooting
February 12, 2010
Resistant
Resilient
vs.
 National Incident Management System
• Incident Command System
 National Response Framework
• Emergency Support Functions
Frequency of occurrences decrease as complexity increases
Type
1
2
3
4
5
Event
• Major Hurricane
• Terrorist Incident
• Large Spectator Event
Complexity and Resource Demand
Catastrophic Incident/Complex Event requiring the application of USF, Local,
State, and Federal resources
•
•
•
•
Moderate Hurricane
Large Spectator Event
Major Aircraft Incident
Acts of Terrorism
•
•
•
•
Large Fire, Structural Collapse
Tornado with Damage
Mass Casualty Incident
Active Bomb/Shooter Threat
•
•
•
•
Large Motor Vehicle Accident
Small Fire
HAZMAT Incidents (EHS)
Major Power Failure
EOC
Fully Activated*
Major Incident/Event requiring the application of USF, Local,
State and/or Federal resources
• Typical 911 Calls for Assistance
• Small Motor Vehicle Accidents
• Small Event Support Requirements
Level 1
Significant Incident/Event requiring the
application of USF, Local and/or State
resources
Moderate Incident/Event
requiring the application of
USF resources and Local
assistance
Level 3
Small, USF
resources
only
Level 4
EOC
Level 2 Partially Activated*
EM Engaged,
EOC
Not Activated*
EM Monitoring
*Not all Type 1, 2, 3 incidents/events dictate the activation of the EOC. Should a Type 5 or 4 incident expand in complexity, activation of some or all components
of the EOC may be required. The activation of the EOC or portions thereof are at the discretion of the USF President or authorized designee.
Tactical
Strategic
Executive Policy Group
Liaison
VP Administrative Services
EOC Coordinating Officer
Public
Information
Safety
Finance &
Administration
Emergency Operations
Functions
Public Safety & Security (ESF-13)
Resource
Coordination (ESF-7)
Campus Recovery
Functions
Buildings (ESF-3)
Operations
Coordination
Student Affairs
Functions
Residential Life
(ESF-6)
Debris (ESF-3)
HAZMAT (ESF-10, 11)
Infrastructure
(ESF-2, 3, 12)
Health &
Wellness
(ESF-6)
Planning &
Analysis (ESF-5)
Academic Affairs
Functions
Campus
Business Functions
Graduate
Health
Under-Grad
Research
Distance Learning
Technology
Continuing Ed
Transportation
Faculty Needs
Staff Needs
Search & Rescue (ESF-9)
Environmental
(ESF-11)
Firefighting (ESF-4)
Medical
Services (ESF-6)
ICS Organizational Structure for Significant-Catastrophic Incident
Executive Policy Group
EOC Coordinating Officer
Liaison
Emergency Operations Center
Safety
Group
Finance &
Administration
Emergency Operations
Branch
Resource
Coordination
Campus Recovery
Branch
Public
Information
Operations
Coordination
Planning &
Analysis
Logistical Support
Branch
Intelligence &
Investigations
Student Services
Branch
Technical
Specialists
Educational
Svcs Branch
Campus
Business Branch
Security
Group
Water
ST
Building
Group
Receiving
Group
Housing
Group
Graduate
Group
Technology
Group
HAZMAT
Strike Team
Power
Group
Sewer
ST
Transportation
Group
Personal
Needs
Group
Under-Grad
Group
Health
Group
Search &
Rescue ST
Debris
Group
Enviro.
TF
Staging
TF
Continuing
Ed Group
Research
Group
Faculty Needs
Group
Staff Needs
Group
Fire Strike Team
Field-based
Operations
Distribution
TF
Medical
Services
Group