Johns Hopkins University Carey Business School CRISIS MANAGEMENT...

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Johns Hopkins University Carey Business School

CRISIS MANAGEMENT PLAN

Revision Date November 13, 2014 Last Review Date:

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1. CAREY BUSINESS SCHOOL INCIDENT COMMAND STRUCTURE .............................................................................. 4 2. CAREY BUSINESS SCHOOL INCIDENT COMMAND TEAM ....................................................................................... 4 3. QUICK REFERENCE SHEET – CAREY BUSINESS SCHOOL ......................................................................................... 5 4. MISSION OVERVIEW .............................................................................................................................................. 6

A. SCOPE/PURPOSE ................................................................................................................................................ 6 B. PLAN AUTHORITY AND DELEGATION ................................................................................................................. 7 C. JHUCAREY CRISIS MANAGEMENT OBJECTIVES .................................................................................................. 7 D. CRISIS MANAGEMENT PROGRAM ...................................................................................................................... 7 E. PLAN REVISION PROCESS ................................................................................................................................... 7

5. CONCEPT OF OPERATIONS & RESPONSIBILITIES .................................................................................................... 7 A. INCIDENT COMMAND FUNCTIONALITY ............................................................................................................. 7 B. INCIDENT COMMAND STRUCTURE .................................................................................................................... 8 C. JOHNS HOPKINS UNIVERSITY INCIDENT COMMAND STRUCTURE ..................................................................... 8 D. JHU ICSS RELEVANT TO HOMEWOOD ................................................................................................................ 9 E. JHU ICSS RELEVANT TO EAST BALTIMORE ....................................................................................................... 10 F. CAMPUS ICSS.................................................................................................................................................... 11 G. OTHER JHU ICCS ............................................................................................................................................... 12 H. CAREY BUSINESS SCHOOL INCIDENT COMMAND STRUCTURE ........................................................................ 13

1. ICA Subcommittees for JHUCarey ............................................................................................................... 14 6. INCIDENT PROCESS CHART .................................................................................................................................. 18 7. JHUCAREY COMMAND & CONTROL ..................................................................................................................... 19

A. INCIDENT COMMAND ACTIVATION ................................................................................................................. 19 B. INCIDENT COMMAND TEAM & ROLES ............................................................................................................. 19 C. COMMAND CENTER/ EMERGENCY OPERATIONS CENTER ............................................................................... 20

1. Primary Command Center – JHUCarey: ...................................................................................................... 20 2. Alternate Command Center – JHUCarey: .................................................................................................... 20 3. Virtual ICS Command Center – JHUCarey: .................................................................................................. 20 4. Property Management Command Center: ................................................................................................. 20 5. Primary Command Center – Washington DC Center .................................................................................. 20 6. Alternate Command Center – Washington DC Center ................................................................................ 21

D. MUTUAL AID AGREEMENTS ............................................................................................................................. 21 E. CRISIS MANAGEMENT CONFERENCE BRIDGE LINES ........................................................................................ 21 F. JHUCAREY EMERGENCY NOTIFICATION SYSTEMS ........................................................................................... 22

8. ICS POSITION RESPONSIBILITIES .......................................................................................................................... 23 A. INCIDENT COMMANDER - JHUCAREY .............................................................................................................. 23 B. OPERATIONS CHIEF – JHUCAREY ...................................................................................................................... 24 C. PLANNING CHIEF – JHUCAREY ......................................................................................................................... 25 D. LOGISTICS CHIEF – JHUCAREY .......................................................................................................................... 26 E. FINANCE & ADMINISTRATION CHIEF – JHUCAREY ........................................................................................... 27 F. PUBLIC INFORMATION OFFICER – JHUCAREY .................................................................................................. 28 G. LIAISON OFFICER – JHUCAREY .......................................................................................................................... 29 H. SAFETY OFFICER – JHUCAREY ........................................................................................................................... 30

9. CRISIS COMMUNICATION PLAN ........................................................................................................................... 31 A. INTERNAL COMMUNICATIONS ........................................................................................................................ 31 B. EXTERNAL COMMUNICATIONS ........................................................................................................................ 33

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10. RESPONSE PROCEDURES ...................................................................................................................................... 34

A. FIRE EMERGENCY ............................................................................................................................................. 34 B. EXPLOSIVES AND EXPLOSIONS ......................................................................................................................... 35 C. SUSPICIOUS PACKAGES ........................................................................................................................................... 36 D. BOMB THREATS .................................................................................................................................................... 38 E. EXPLOSIONS OF UNKNOWN ETIOLOGY ............................................................................................................ 41 F. WORK PLACE VIOLENCE ................................................................................................................................... 42 G. HAZ-MAT EMERGENCY ISSUES ......................................................................................................................... 52 H. MEDICAL ........................................................................................................................................................... 54 I. MENTAL OR BEHAVIORAL HEALTH ISSUES: STUDENTS .................................................................................... 57 J. MENTAL OR BEHAVIORAL HEALTH ISSUE: STAFF, FACULTY OR VISITOR ......................................................... 57 K. WEATHER & NATURAL DISASTER PROCEDURES .............................................................................................. 60 L. INFRASTRUCTURE EMERGENCY ....................................................................................................................... 68 M. DISTURBANCE .................................................................................................................................................. 74 N. TRANSPORTATION ........................................................................................................................................... 76

11. DEMOBILIZATION AND RECOVERY....................................................................................................................... 80 A. COMMUNICATIONS AND VERIFICATION PROCESS .......................................................................................... 80 B. AFTER ACTION REPORT PROCESS ..................................................................................................................... 80

12. CRISIS MANAGEMENT SUPPORT DOCUMENTS ................................................................................................... 80 A. EMERGENCY CONTACT LIST – JHUCAREY ......................................................................................................... 80

13. HAZARD VULNERABILITY ANALYSIS – CAUSE BASED ........................................................................................... 81 14. TYPOLOGY AND RESPONSE LEVELS ...................................................................................................................... 82 15. ICS RELATED TEMPLATES AND REFERENCE ......................................................................................................... 84

A. JHUCAREY INCIDENT/CRISIS MANAGEMENT LOG ........................................................................................... 84 16. GLOSSARY ............................................................................................................................................................ 85

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1. CAREY BUSINESS SCHOOL INCIDENT COMMAND STRUCTURE

Public Information

Officer

Safety

Liaison

Incident

Commander

Operations Section

Planning Section

Logistics Section

Finance / Admin

Security Branch Dir

Security Field

Supervisor

On Duty Shift Com

Comm. Brach

Director

Infrastructure

Branch Director

Medical Care

Branch Director

Staging Manager

Shift SGT / CPL

Disaster Recovery

Branch Director

Situation

Awareness

Infrastructure

Damage

Structural Damage

Assessment

Food

Services

Human Resources

Shelter

Facilities

Transportation

Accounting

Insurance &

Documentation

Procurement

Exec Policy

Group

Special

Consultants

Subject Matter

Experts

2. CAREY BUSINESS SCHOOL INCIDENT COMMAND TEAM

POSITION NAME OFFICE #

Agency Executive Dean Ferrari (410) 234-9210

Incident Commander Glen Steinbach (410) 234-9360

Alt. Incident Commander Craig Medlyn (410) 234-9370

Operations Chief Samartha Phifer (410) 234-9303

Alt. Operations Chief Lisa Fields (410) 234-9253

Planning Chief Jennifer Dotzenrod (410) 234-9242

Alt. Planning Chief Monica Moore (410) 234-9241

Finance Chief Kristen Gartland (410) 234-9212

Alt. Finance Chief Sam Klein (410) 234-9362

Logistics Chief Sam Klein (410) 234-9362

Alt. Logistics Chief Wafa Sturdivant (410) 234-9333

Safety Officer Officer Dwayne Brown (410) 234-9305

Alt. Safety Officer Paulette White (410) 234-9303

Public Info. Officer Liaison Officer

Kelly Brown (410) 234-9352

Alt. Public Info. Officer Tim Parsons (410) 234-9291

Alt. Liaison Officer Ofc. Dwayne Brown

DC Subcommittee Mbr Egochi Achinonu (202) 588-0597

DC Subcommittee Mbr Denise O’Sullivan (202) 650-6023

DC Subcommittee Mbr Kerstin M. Flynn (202) 588-0686

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3. QUICK REFERENCE SHEET – CAREY BUSINESS SCHOOL

Crisis Management Process

1. Incident Command Team (ICT) responds to incident

notification.

2. ICT assesses situation, determines scope and

impact.

3. ICT determines what actions to take and assigns

owners to actions.

4. ICT communicates problem/status as needed.

5. ICT manages incident and reports status.

6. Incident resolution and deactivate Team(s).

Command Center Locations

Primary Command Center - 100 International Drive, Room 603 and 604 if available, Room 1201 as primary backup

Alternate Command Center – 1000 Lancaster Street, 5th floor, Courtyard Conference room

WDC Command Center Locations

Primary Command Center – 1625 Massachusetts Ave. NW-Room 117

Alternate Command Center – 1717 Massachusetts Ave. NW-Room 369

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4. MISSION OVERVIEW

A. SCOPE/PURPOSE The Johns Hopkins Carey School of Business Crisis Management Plan (CMP) describes the School’s response to a broad range of critical events and emergencies. The purpose of this plan is to serve as the foundation for all JHUCarey plans and actions designed to mitigate, prepare for, respond to and recover from incidents both natural and man-made. Additionally, this plan assigns responsibilities for the development, implementation and maintenance of the plan and provides information regarding the activation procedures associated with the Incident Command Team (ICT) and the CMP. The Incident Command Team consists of trained, knowledgeable personnel possessing the requisite skills to manage an emergency event. The Crisis Management Plan is intended to protect lives and property through the effective use of available personnel and resources during emergency operations. The ICT acts, or is called into action, in a variety of crisis events occurring or affecting the Schools or the extended University community. As such, the Incident Command Team serves as a point of information and coordination for events deemed worthy of ICT involvement. The purposes of this plan are to:

Protect JHUCarey employees, faculty, students, and visitors, and protect JHUCarey property and infrastructure.

Protect the Johns Hopkins University name and reputation.

Describe the orderly continuity of JHUCarey functions through coordination among offices, departments, centers and programs.

Define the authority, responsibilities, functions, and operations of the Incident Command Team during events.

Describe the conduct and coordination of JHUCarey emergency operations and the management of critical resources during emergencies.

Define the contingency plans for potential major crises.

Identify roles in coordinating emergency operations with outside agencies.

Maintain, if possible, essential existing centralized and organizational services while addressing the emergency.

The primary determinant of whether it is necessary or advisable to activate the Incident Command Team is the nature of the event and the affected operational unit, administrative office, academic department, or other management person/office. This document serves as a guideline pertaining to most, but not all crises. Each crisis is reviewed case-by-case to determine appropriate involvement by the particular School’s or Division ICT and the JHU ICT. Some critical events or disasters, such as a terrorist attack or infectious disease outbreaks, will affect the larger JH Enterprise and require an Enterprise-coordinated response. Within the Johns Hopkins Institutions (JHI), the Office of Critical Event Preparedness and Response (CEPAR), using a Unified Command approach, will coordinate the JH response to events that affect the entire Enterprise. CEPAR will bring Hopkins' resources together and will be the single point of contact for government agencies, including the Department of Defense (DOD), the Federal Emergency Management Agency (FEMA), the Maryland Emergency Management Agency (MEMA) and city and state health departments.

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B. PLAN AUTHORITY AND DELEGATION The Crisis Management Plan, once approved, applies to all offices, departments, centers, institutes and programs within JHUCarey. The Crisis Management Plan will be updated annually, but the contact information should be updated quarterly to ensure currency.

C. JHUCAREY CRISIS MANAGEMENT OBJECTIVES During Critical Events, the objectives of the Plan are to:

Protect JHU employees, faculty, students and visitors;

Protect the JHU infrastructure;

Protect the JHU name and reputation;

Control and terminate incidents as quickly as possible;

Prevent a minor incident from becoming a major disaster;

Be a single source of command and information;

Perform triage of problems in the context of other problems;

Maintain or, resume and recover critical business functions or operations rapidly and effectively;

Minimize commercial and reputation damage;

Protect assets and financial position;

Report to interested parties; and

Allow the actual problem solvers room to work. JHUCarey is unique in our physical environment of a commercial real estate high-rise structure. We are not the sole tenants of the high rise and we must coordinate with the property management company, Harbor East Management Group, LLC. This coordination will include them in our EOC as a liaison action or for one of our team members to be assigned to the property management EOC as a liaison officer. JHUCarey is not responsible for the notification or actions of other tenants in the high-rise structure.

D. CRISIS MANAGEMENT PROGRAM The organization is committed to the development and maintenance of an effective Crisis Management Program. The fundamental components of this program are plan development, approval and implementation, training of personnel and exercising of the plan, evaluation of the effectiveness of the plan and exercises, and necessary updates to the plan. Each functional area is responsible for the continual development and maintenance of the plan and program.

E. PLAN REVISION PROCESS It is the responsibility of each person listed within to ensure that contact information (office, cell phone, and home phone numbers) is accurate; quarterly updates are required for currency. Annual reviews and updates are critical to successfully maintaining the accuracy of the plan. 5. CONCEPT OF OPERATIONS & RESPONSIBILITIES

A. INCIDENT COMMAND FUNCTIONALITY Incident Command Structure (ICS) is a standardized response structure that allows for a scalable response to all events regardless of size or scope. Assignment to a leadership position within the ICS is based on skill and knowledge, not on rank or position within an organization.

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B. INCIDENT COMMAND STRUCTURE Normally most incidents are resolved before they become large enough to require a more University-wide response. If an incident is serious enough to require escalation, the Incident Command Team will increase in size and membership.

C. JOHNS HOPKINS UNIVERSITY INCIDENT COMMAND STRUCTURE

JH Institutions Unified

Command

School Incident

Command

School Incident

Command

JHU Incident Command

and/or Leadership Group

Campus Incident Command

or Unified Command

School Incident

Command

1. Relationship between Command Levels

School Level ICS: each School or Division has a distinct ICS operation for addressing issues that are specific to that single School. Campus Incident Command or Unified Command: this reflects the incident command or unified command structure of co-located Hopkins Schools and entities (e.g. Homewood, East Baltimore, JHUCarey) that need to respond to an incident as a geographically organized command structure and not only as distinct entities. JHUCarey is both a school level and campus level plan. The higher level is assumed when this is the case. JHU ICS: this command structure is responsible for high-level issues that affect the University academic and broad-based administrative concerns (e.g. suspension of all classes, closing undergraduate dormitories, closing a campus). JH Institutions Unified Command: this command structure is used to respond to significant, geographic-wide issues that affect the entire Johns Hopkins Enterprise.

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D. JHU ICSS RELEVANT TO HOMEWOOD

ICS Position KSAS Incident Command

WSE Incident Command

Homewood Incident Command

University Incident Command

Incident Commander Dan Cronin BU: John Toscano

Jim Aumiller BU: Andrew Douglas

Alan Fish BU1: Jim Aumiller BU2: Dan Cronin

Daniel Ennis or Rob Lieberman BU1: Jon Links

Public Information Officer

Kate Pipkin BU: Kathy Vitarelli

Abbey Lattes BU: Mary Beth Regan

Dennis O’Shea BU: Tracey Reeves

Glenn Bieler BU: Dennis O’Shea

Safety Officer Dan Kuespert BU: Brian Schriver

Dan Kuespert BU: Tom Simmons

Perry Cooper BU: Jim Bukowski

Jim Bukowski BU: Perry Cooper

Liaison Officer Ilene McCoy BU: Kellee Tsai

Megan Howie BU: Carla Farrell

Jennifer Mielke BU: Vanessa Francis

Tom Lewis BU: Beth Felder

Operations Chief Fred Thomsen BU: Clayton Haywood

Tom Simmons BU: Jim Aumiller

Ed Skrodzki (Public Safety event) or David Ashwood (Facilities event) BU: Greg Smith

Jon Links BU: Phil Tang

Logistics Chief John Kunz BU: Valerie Cloud

Tom Simmons BU: Jim Aumiller

Tom Sipes (Public Safety event) or Ron Warfield (Facilities event)

Phil Tang BU: Geof Corb

Planning Chief Linda Nathan BU: TBN

Tom Simmons BU: Ed Worthington

Kevin Shollenberger BU: Susan Boswell

Sean Fahey BU: Kevin Shollenberger

Finance/Admin Chief Jerry Hicks BU: Mary Louise Healy

Stephanie Benesch BU: Anne Albinak

Mike Sullivan BU: Carolyn Heffner

Greg Oler BU: Larry Foley

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E. JHU ICSS RELEVANT TO EAST BALTIMORE

ICS Position SOM/JHH Incident Command

BSPH Incident Command

SON Incident Command

East Baltimore Unified Command

Incident Commander Howie Gwon BUs: Deborah Dang, Kathy DeRuggiero, Gai Cole

Jane Schlegel BU: Ross McKenzie

Kelly Welsh BU: Jen Calhoun

SOM/JHH, BSPH, SON, KKI Incident Commanders

Public Information Officer Amy Goodwin BUs: Kim Hoppe, Janet Anderson

Stephanie Desmon BU: Susan Sperry BU: Brian Simpson

BU: David Biglari

SOM/JHH, BSPH, SON, KKI PIOs

Safety Officer John Schaefer BU: Jim Bukowski

Jim Bukowski BU: TBN

TBN BU: TBN

JHMI HSE and Corporate Security

Liaison Officer Gai Cole BU: Kim Morsberger BU: John Sdanowich

Stephanie Desmon BU: Susan Sperry BU: Brian Simpson

Nancy Davis Griffin BU: Ade Smith

All other positions will be handled at the individual SOM/JHH, BSPH, SON, KKI level

Operations Chief Kathy DeRuggiero BU: Beth Ambinder

JP Garvin BU: Joe Bentz

Jen Calhoun BU: Matt Casse

Logistics Chief William Kennett BU: Ken Grant

Mike Schoeffield BU: Kim Perreault

Michael Vaughn BU: Peter Godfrey

Planning Chief Deborah Dang BU: Al Valentine

Kim Perreault BU: Chelsea Lomicka

Marie Nolan BU: Marti Andrews

Finance/Admin Chief Gai Cole BU: Kim Morsberger BU: John Sdanowich

Kim Herl BU: Francis Hummel

Tom Hall BU: Amy Wisowaty

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F. CAMPUS ICSS

ICS Position DC Unified Command

MCC Incident Command

CTY Incident Command

APL Incident Command

Incident Commander Myron Kunka (SAIS) Kai Sauer (AAP) Kerstin Flynn (CBS) Michelle Hammond (DC Library)

Howard Covin BU: Elaine Amir

Heather Bumps BU: Elaine Hansen

Ruth Nimmo BU: Ron Luman

Public Information Officer TBN (SAIS) Laura Jack (AAP) Kelly Brown (CBS)

Elaine Amir BU: Ellen Poltilove

Chuck Beckman BU: Liz Albert

Helen Worth BU: Mike Buckley

Safety Officer Debbie Walls (SAIS) Eric Rodriquez BU: Angel Beltran

Ed Hinke BU: Megan Stine

Bob Burch BU: Dave Cheuvront

Liaison Officer TBN (SAIS) Rebecca Barron (AAP)

Elaine Amir BU: Barbara Crews

Chuck Beckman BU: Karen Bond

Mary Lasky BU: Joanne Griesser

Operations Chief Craig Jones (AAP) Debbie Walls (SAIS)

Brent Berisford BU: Albert Wong

Heather Bumps BU: Bob Walter

Bob Burch BU: Dave Cheuvront

Logistics Chief Kevin DeCordre (SAIS) TBN Bob Walter BU: Treva Boney

Bob Proie BU: Dave Knipfer

Planning Chief Debbie Walls (SAIS) Sherry Fisher BU: Barbara Crews

Heather Bumps BU: Bob Walter

Sharon Warner BU: Joanne Griesser

Finance/Admin Chief Vivian Walker (SAIS) Penny Harman BU: Howard Covin

Bob Walter BU: Lyn Kargaard

Sharon Warner BU: Steve Gettmann

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G. OTHER JHU ICCS

ICS Position Peabody Incident Command

CBS Incident Command

SOE Incident Command

SAIS Incident Command

Incident Commander Maureen Harrigan BU: David Fulgham

Glen Steinbach BU: Craig Medlyn

Jackie Deyo BU: Betsy Mayotte

Myron Kunka BU: Debbie Walls

Public Information Officer Richard Selden Kelly Brown BU: Tim Parsons

Chris Godak BU: Sean Burns

BU: Francesca DiMarco

Safety Officer David Fulgham Samartha Phifer BU: Paulette White

John Papparazzo BU: Doug Ward

Debbie Walls BU: Kevin DeCordre

Liaison Officer Joseph Brant Kelly Brown BU: Dwayne Brown

Betsy Mayotte BU1: Doug Ward BU2: Jackie Deyo

BU: Francesca DiMarco

Operations Chief Joseph Brant Samartha Phifer BU: Paulette White

Doug Ward BU: Jackie Deyo

Debbie Walls BU: Nathan Hooks

Logistics Chief Katsura Kurita Jennifer Dotzenrod BU: Craig Medlyn

Jackie Deyo BU: Sabrina Scarborough

Kevin DeCordre BU: Mickeeta Brooks

Planning Chief Katsura Kurita Jennifer Dotzenrod BU: Craig Medlyn

Doug Ward BU1: Jackie Deyo BU2: John Papparazzo

Debbie Walls BU: Nathan Hooks

Finance/Admin Chief Maureen Harrigan Samuel Klein BU: Kristen Gartland

Debbie Rice BU: Karen Mazziott

Vivian Walker BU: Gretchen Losee

*Note: Senior Unified ICS positions as depicted here represent one likely possibility, and would depend on the actual event and institutional components involved in management and response.

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H. CAREY BUSINESS SCHOOL INCIDENT COMMAND STRUCTURE

Public Information

Officer

Safety

Liaison

Incident

Commander

Operations Section

Planning Section

Logistics Section

Finance / Admin

Security Branch Dir

Security Field

Supervisor

On Duty Shift Com

Comm. Brach

Director

Infrastructure

Branch Director

Medical Care

Branch Director

Staging Manager

Shift SGT / CPL

Disaster Recovery

Branch Director

Situation

Awareness

Infrastructure

Damage

Structural Damage

Assessment

Food

Services

Human Resources

Shelter

Facilities

Transportation

Accounting

Insurance &

Documentation

Procurement

Exec Policy

Group

Special

Consultants

Subject Matter

Experts

Carey Business School Incident Command Team


Agency Executive Dean Ferrari (410) 234-9210

Incident Commander Glen Steinbach (410) 234-9360 Alt. Incident Commander Craig Medlyn (410) 234-9370

Operations Chief Samartha Phifer (410) 234-9303

Alt. Operations Chief Lisa Fields (410) 234-9253 Planning Chief Jennifer Dotzenrod (410) 234-9242


Finance Chief Kristen Gartland (410) 234-9212 Alt. Finance Chief Sam Klein (410) 234-9362

Logistics Chief Sam Klein (410) 234-9362

Alt. Logistics Chief Wafa Sturdivant (410) 234-9333 Safety Officer Officer Dwayne Brown (410) 234-9305

Alt. Safety Officer Paulette White (410) 234-9303

Public Info. Officer Liaison Officer

Kelly Brown (410) 234-9352 Alt. Public Info. Officer Tim Parsons (410) 234-9291

Alt. Liaison Officer Ofc. Dwayne Brown

DC Subcommittee Mbr Egochi Achinonu (202) 588-0597 DC Subcommittee Mbr Denise O’Sullivan (202) 650-6023

DC Subcommittee Mbr Kerstin M. Flynn (202) 588-0686

POSITION NAME OFFICE # Agency Executive Dean Ferrari (410) 234-9210

Incident Commander Glen Steinbach (410) 234-9360

Alt. Incident Commander Craig Medlyn (410) 234-9370 Operations Chief Samartha Phifer (410) 234-9303

Alt. Operations Chief Lisa Fields (410) 234-9253 Planning Chief Jennifer Dotzenrod (410) 234-9242


Finance Chief Kristen Gartland (410) 234-9212 Alt. Finance Chief Sam Klein (410) 234-9362

JHU Public Info Officer Dennis O’Shea (443) 997-9912 (443) 287-9912

JHU Incident Commander Daniel Ennis (410) 516-8125

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1. ICA Subcommittees for JHUCarey The JHUCarey ICS has established a Washington DC subcommittee to manage any incidents that should occur on Carey’s DC campus. The members of this committee are as follows:

NAME OFFICE #

Egochi Achinonu (202) 588-0597

Denise O’Sullivan (202) 650-6023

Kerstin M. Flynn (202) 588-0686

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The Columbia location is included in the School of Education’s (SOE) plans. The ICS chart is included below for the SOE.

Public Information

OfficerSafety

Liaison

Incident

Commander

Operations Section

Planning Section

Logistics Section Finance / Admin

Maintenance

Engineer

Security

Telecom

Information

Systems

Disaster Recovery

Business Continuity

Situation

Awareness

Infrastructure

Damage

Assessment

Structural Damage

Assessment

Student Affairs Human Resources

Shelter

Facilities

Transportation

Accounting

Insurance &

Documentation

Procurement

Agency Executive

Group

Special

Consultants

Subject Matter

Experts

Resource

Assessment

Documentation Unit Demobilization Communicatons

Personnel Time

Verification

SCHOOL OF EDUCATION

INCIDENT COMMAND STRUCTURE

SOE Incident Command Team


Agency Executive Group David Andrews 410-516-7820

Alt. Executive Marialle Hardiman 410-516-5277

Incident Commander Jackie Deyo 410-516-9707

Alt. Incident Commander Doug Ward 410-516-9880

Operations Chief Doug Ward 410-516-9880

Alt. Operations Chief Jackie Deyo 410-516-9707

Planning Chief Doug Ward /Jackie Deyo 410-516-9860

Alt. Planning Chief

Finance Chief Debbie Rice 410-516-8593

Alt. Finance Chief Karen Mazziott 410-516-7999

Logistics Chief Jackie Deyo 410-516-9707

Alt. Logistics Chief Sabrina Scarborough 410-516-4925

Safety Officer

Alt. Safety Officer Doug Ward 410-516-9980

Public Information Officer Erin Galloway 410-516-2021

Dir. of Student Affairs Betsy Emery 410-516-6027

Liaison Officer

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Alt. Liaison Officer Doug Ward/Jackie Deyo 410-516-9860

HR Manager Connie Kinsley 410-516-4475

Technology Manager Ian Murphy 410-516-9706

Technology Back-up Tim Reiss 410-516-8922

Chief Operating Officer Erin Galloway 410-516-2021

Back-Up PIO - web Erin Baynham 410-516-4347

Other Business Main Line – 410-516-9700

Director of Student Affairs

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Contact Information for Property Management Company

JHUCarey is located in a multi-tenant high-rise structure that is managed by Harbor East Property Management:

Harbor East Property Management 650 S. Exeter Street, Baltimore, MD 21202

Property Manager: Michelle Kirby P: 410.779.4700 x3119 Command Center 24/7 P: 410.605.0020 Legg Mason Contact Information:

Amy A. Beall, Vice President Real Estate Asset Manager Legg Mason & Co., LLC 100 International Drive Baltimore, MD 21202 [email protected]

P: 410.454.3189 F: 410.454.3446

The Washington DC Center is located in a multi-tenant eight-story building that is managed daily by Pilot Management:

The Lenkin Company Management 4922-A Saint Elmo Ave. Bethesda, MD 20814

Property Manager: Ron Thomas P: 301.672.3274 main office number P: 301.654.2100 Pilot Management 1625 Massachusetts Ave., NW Washington DC 20036

Dispatch Number P: 202.686.0113 The Berstein Offit Building is an eight story building that is managed daily by Cassidy Turley Property Management:

Cassidy Turley Commercial Real Estate Services 2101 L Street, NW, Suite 700 Washington DC 20037

Property Manager: Mickeeta Brooks P: 202.437.0823 Vice President: Dorothy Hamilton P: 202.594.3314

mailto:[email protected]

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6. INCIDENT PROCESS CHART The Incident Command Team attempts to mitigate and prevent small incidents from escalating and becoming a more serious event. Its leadership, membership, responsibilities and authority define the Incident Command Team. The Incident Command Team is based on the National Incident Command System. It is highly flexible and scalable with predetermined positions and responsibilities. The University’s ICT maintains authority for operations in times of crisis (including a pandemic). CEPAR maintains authority for Enterprise-wide decisions, coordination, and communication. Each incident is unique, is addressed on a case-by-case basis, and resolved at the most appropriate level within the Hopkins organization. The Incident Commander will determine the necessity of alerting all team members; it is possible to resolve an incident with minimal personnel. The process chart below is designed to illustrate the high degree of flexibility the Incident Command System allows for situations.

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7. JHUCAREY COMMAND & CONTROL

A. INCIDENT COMMAND ACTIVATION The Incident Command Team is notified through a contact process involving Support Services and the Incident Commander. The Incident Commander decides on the extent of activation and who is needed to resolve an issue. The following sections document the means of notification.

B. INCIDENT COMMAND TEAM & ROLES The Incident Command Team, established in accordance with the ICS/NIMS structure, is made up of the key decision-makers and managers for the Schools during an emergency. The primary responsibility of this team is decision making, task assignment to subordinates to resolve issues and controlling the flow of information concerning an incident; assigned positions are noted below. Fundamental responsibilities include:

Determine validity, scope and impact of the incident;

Determine what actions to take in priority order;

Assign actions to owners;

Interact with appropriate internal and external organizations;

Monitor results/perform triage; and

Communicate status.

CRISIS MANAGEMENT ROLES RESPONSIBILITIES Agency Executives - JHUCarey

Authorizes the Incident Commander to act on behalf of the School during emergencies.

Incident Commanders

Responsible for the Crisis Management operations for JHUCarey;

Establishes the purpose, function and membership of the ICT;

Receives initial call from Support Services;

Decides on Activation and Deactivation of the ICT;

Leads the ICT meetings and bridge calls;

Communicates situation and impacts to JHUCarey Dean; and

Coordinates recovery actions across business areas.

General and Staff Officers

Responsible for scope and impact assessment, response and recovery actions, coordination and communications within area of responsibility;

Participate in the planning and development of response and recovery strategies;

Assign actions for resolution to personnel within their areas of responsibility;

Maintain a Call List for business continuity and disaster recovery business representatives in area of responsibility;

Invoke other calls as necessary within their areas of responsibility; and

Monitor and coordinate recovery actions within their areas of responsibility.

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C. COMMAND CENTER/ EMERGENCY OPERATIONS CENTER The command center concept is flexible to allow either a physical or a virtual location. The operation of the command center is determined by the event and is managed by the Incident Commander. Members must designate an alternate to fulfill their role in the command center as appropriate or deemed necessary by management decisions.

1. Primary Command Center – JHUCarey:

Location: 6th Floor, room 603 & 604; Primary backup if 6th floor is not available: 12th floor, Room 1201

Phone

Teleconference Use Virtual Command Center # Below

2. Alternate Command Center – JHUCarey:

Location: 1000 Lancaster Street, 5th floor, Courtyard

Conference room Phone Teleconference Use Virtual Command Center # Below

3. Virtual ICS Command Center – JHUCarey:

Phone

Participant Code

4. Property Management Command Center:

The property management company maintains a command center location in the facility. They have also established and alternate facility in case a building evacuation is required. JHUCarey has been advised that access to that facility is available to them if desired. The Liaison between the two organizations should be aware of the location and the meeting schedule for the property management command center. The building is managed by:

Harbor East Property Management 650 S. Exeter Street, Baltimore, MD 21202

Property Manager: Michelle Kirby P: 410.779.4700 x3119 Command Center 24/7 P: 410.605.0020

5. Primary Command Center – Washington DC Center

Location: 1st Floor, Room 117

Phone:

Teleconference Use Virtual Command Center # Above

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6. Alternate Command Center – Washington DC Center

Location: 3rd Floor, Room 369

Phone: Teleconference Use Virtual Command Center # Above

D. MUTUAL AID AGREEMENTS

JHUCarey has established a mutual aid arrangement with the Johns Hopkins Medicine Epic Project to provide space for each other in the event of a disaster that would require the institutions to establish a command center for the ICS response team in a secondary location. This will provide JHUCarey with a location within walking distance to establish their ICS command center near their existing facility should a disaster event require the evacuation of the 100 International Drive location. Likewise, JHUCarey has offered their command center space on the 12th floor to the Epic team should they need to use an offsite location.

Linda Kline Executive Director Johns Hopkins Medicine Epic Project 1000 Lancaster Street, 5th Floor Baltimore, MD 21202 Office: 410-234-3398

Wayne Smith PMO Director Johns Hopkins Medicine Epic Project 1000 Lancaster Street, 5th Floor Baltimore, MD 21202 Office: 410-234-3399

E. CRISIS MANAGEMENT CONFERENCE BRIDGE LINES The CM Bridge Line is a communications tool activated and used by the Incident Command Team to coordinate virtual (remote) communications as necessary throughout the emergency. The bridge line will be open to provide high-level information on the incident, current status reports for technical groups working the issue and directional information for business workarounds. The frequency of bridge call reports will be determined by the facilitator of the calls based upon work efforts underway and the need for communication. The following outlines the protocol that will be used during bridge calls:

Roll Call – Participants are required to identify themselves when they join the call.

Call Purpose – A brief description of the incident.

Status Reports – Provided by Technical/Business Teams working on the issue. This may include workarounds, impact reports, remediation efforts, communication plans, etc.

Open Issue Assignments – It will be the responsibility of the Incident Commander to identify and engage additional teams as needed.

Schedule of the Next Bridge Call.

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The bridge line is not for technical discussions for any one group. All business or technical discussions are to be conducted on regular landlines or cell phones assigned to the respective group. Conferencing Calling Rules:

Use hardwired phones if possible. Avoid speaker or cordless phones.

Use muting with speakerphones. Release the muting only when someone needs to speak.

Disable telephone signals such as call waiting.

Do not use the hold feature/put someone on hold during the teleconference.

Be timely when calling in.

Identify yourself each time you speak.

The meeting leader should conduct roll call prior to starting the meeting and review the teleconference rules.

The meeting leader should keep track of participants.

F. JHUCAREY EMERGENCY NOTIFICATION SYSTEMS For division-wide emergencies, a broadcast email will be sent to all faculty staff and students. For Campus-wide emergencies, the primary method for communicating is the JHU Emergency Alert System (JHEA) and is intended to provide students, staff and faculty with an opt-in method of information dissemination during high-risk crisis situations; routine issues will not be communicated through this system. The system is activated by the Security Office with information from the respective entity affected, e.g. Homewood, JHH, JHU. The Campus will receive messages that affect both single entities and multiple – it is not reasonable to alert only one building when a situation may easily move between numerous buildings.

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8. ICS POSITION RESPONSIBILITIES

A. INCIDENT COMMANDER - JHUCAREY

Event: Date: Time: Primary Assignee: Secondary Assignee: Assigned Location: Activated Command Center:_______________________________________ Reports To: Function: Organize and direct overall emergency response and recovery operations.

Admin ______ Assume or assign monitoring duties for watches/warnings. Alert ______ Pre-assign ICS staffing for response phase, as needed (Refer to ICS Chart). Phase: ______ Direct ICS Chiefs, infrastructure leaders and/or SMEs to begin alert phase duties.

______ Develop plan for precautionary activities, as needed. ______ Update Sr. Administration (JHUCarey Dean, other JH entities) ______ Set times for scheduled updates from ICS Chiefs, et al Times: ______ ______ ______ ______

Response ______ Obtain initial information to assess event magnitude. Phase: ______ Assume or assign Incident Commander duty.

______ Begin an event activities log. ______ Activate Crisis Management Plan/ICS, as needed.

______ Select the appropriate call roster(s) to use. ______ Notify designated personnel and request they report to the active command

center. Response should be within the 30-45 minutes following notification. ______ Make ICS assignments and brief department representatives (refer to ICS

chart) on what immediate actions to implement (dept plans, SMEs, infrastructure responsibilities).

______ Refer to specific JHUCarey Action plan(s) for additional duties, as needed ______ Activate Command Center through Security. ______ Assign support personnel to Command Center responsibilities (event recorder,

clerical, communications, support Chiefs). ______ Direct call back activation after reviewing the ICS sign-in log for those personnel who did

not attend initial briefing ______ Call for status reports from ICS infrastructure sectors at 15 to 30 minute intervals. ______ Develop initial action plan to address identified issues (make assignments). ______ Set times for scheduled updates from ICS sector personnel. Times: ______ ______ ______ ______ ______ Contact Dean with status, if appropriate. ______ Plan for extended operations, if needed.

______ Observe staff for signs of stress/break needs. ______ Relief personnel (including incident commander).

Recovery ______ Deactivate emergency response after discussion w Logistics Chief Phase: ______ Confirm status of all Chief sectors and Sr. Administration. ______ Notify SMEs and/or Depts through Telecommunications. ______ Schedule debriefing and collect Chief/Dept debriefing reports.

______ Deactivate ICS functions and Command Center, as appropriate.

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B. OPERATIONS CHIEF – JHUCAREY

Event: Date: Time: Primary Assignee: Secondary Assignee: Assigned Location: Activated Command Center:______________________________________ Reports To: Incident Commander Function: Assist the Incident Commander with the organization and direction of the overall emergency

operations. Provide technical assistance, as needed, to resolve or contain cause of event.

Alert ______ Notify Business Continuity & Disaster Recovery staff. Phase: ______ Assist Incident Commander with development of plan for precautionary activities.

______ Provide damage control status report to Incident Commander. ______ Verify that notifications have been made to ICT personnel. ______ Confirm pre-assignment of staff duties for response phase, as needed.

Response ______ Gather information (nature, scope, resolution) about event. Phase: ______ Provide briefing to IC and receive assignment from IC.

______ Begin an event activities log. ______ Report to command center and prepare to communicate event info and propose plan to

resolve incident, if appropriate, at first briefing ______ Refer to specific disaster plan(s) for additional duties, as needed. ______ Seek consultation from applicable subject matter experts (i.e., Facilities, Occupational

Health, Other Chiefs) when indicated ______ Activate and coordinate section activities. ______ Assist other Chiefs with summary reports for Incident Commander ______ Plan for extended operations, if needed.

______ Ensure appropriate level of staffing at 12 hour intervals ______ Implement established responsibilities associated with plan. ______ Complete requested tasks received from Command Center personnel. ______ Provide briefings to Incident Commander at established intervals. ______ Observe staff for stress/break needs and identify relief personnel to replace

initial staff. ______ Conduct staff briefings between ICC briefings.

Recovery ______ Deactivate emergency response phase. Phase: ______ Work with JHUCarey staff and others to return affected areas back to normal status. ______ Provide routine situation reports to the Command Center staff.

______ Deactivate command center, as directed. ______ Compile data & summarize response from all sectors for Incident Commander ______ Deactivate sector functions ______ Confirm with Incident Commander the ICS structure and responsibilities for the recovery

phase. ______ Set up times for scheduled updates of identified recovery phase activities ______ Provide debriefing report and documentation for assigned sector areas to Incident

Commander for critique process ______ Restock forms and supplies.

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C. PLANNING CHIEF – JHUCAREY

Event: Date: Time: Primary Assignee: Secondary Assignee: Assigned Location: Activated Command Center:______________________________________ Report To: Incident Commander Function: Gather and report information about the event to other ICS functions, as needed. Establish labor pool

and provide staff support services. Monitor recovery planning activities. Coordinate critique of the event.

Alert ______ Pre-assign sector duties for Staffing Leaders Phase: ______ Provide report of sector status to Incident Commander.

______ Develop plan for precautionary activities, if needed. ______ Gather and summarize all sector reports for Incident Commander. ______ Provide scheduled updates to Incident Commander.

Response ______ Receive assignment and briefing from Incident Commander. Phase: ______ Begin an event activities log.

______ Activate appropriate emergency plans, as needed. ______ Notify personnel (in-house/call back plan). ______ Assign section duties to staff. ______ Brief staff on situation. ______ Confirm activation of Planning section operations. ______ Refer to specific disaster plan(s) for additional duties, if needed.

______ Call for status reports from sector functions at 30 minute intervals. ______ Develop initial action plan to address identified issues (make assignments). ______ Set times for scheduled updates from sector functions. ______ Gather and summarize all sector reports for Incident Commander ______ Plan for extended operations, if needed.

______ Ensure appropriate level of staffing at 12 hour intervals ______ Implement established responsibilities. ______ Complete requested tasks received from Incident Command Center. ______ Provide briefings to IC leaders ______ Observe staff for stress/break needs and identify relief personnel to replace

initial staff. ______ Conduct staff briefings between ICC briefings.

Recovery ______ Deactivate emergency response phase. Phase: ______ Work with others to return affected areas back to normal status. ______ Notify Staffing Leaders and other areas assigned of status.

______ Develop recovery phase status report for Planning Chief section: Event Tracking, Labor pool (Staff Planning, HR), Mental Health, Staff support, Occupational Health, CEPAR

______ Restock forms and supplies. ______ Gather and summarize recovery phase status reports from all sectors for IC. ______ Confirm with IC the ICS structure and responsibilities for the recovery phase. ______ Provide debriefing report and documentation for assigned sector areas to Incident

Commander for critique process

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D. LOGISTICS CHIEF – JHUCAREY

Event: Date: Time: Primary Assignee: Secondary Assignee: Assigned Location: Activated Command Center:______________________________________ Report To: Incident Commander Function: Provide general services and supplies needed for the operation of the organization. Obtain special

request items, as needed. Track purchases related to the event. Coordinate damage control activities.

Alert ______ Pre-assign sector duties for response phase, if needed. Phase: ______ Provide report of sector status to Incident Commander.

______ Develop plan for activities, if needed (including overstocking facility provisions). ______ Gather and summarize all sector reports for Incident Commander. ______ Provide scheduled updates to Incident Commander.


______ Report to Command Center and obtain sector packet. ______ Activate appropriate emergency plans, as needed.

______ Notify personnel (in-house/call back plan). ______ Assign section duties. ______ Brief staff on situation. ______ Confirm activation of Logistics section operations. ______ Refer to specific disaster plan for additional duties, if needed.

______ Call for status reports from sector functions at 15 to 30 minutes. ______ Develop initial action procedures to address identified issues (make assignments). ______ Set times for scheduled updates from sector functions. ______ Plan for extended operations, if needed.


initial staff. ______ Conduct staff briefings between ICC briefings. ______ Plan for replenishment of fuels and supplies for emergency systems.

Recovery ______ Deactivate emergency response phase. Phase: ______ Notify section department leaders.

______ Notify Incident Commander. ______ Develop recovery phase plan (make assignments). Facility Operations, Information Services, Equipment Management, etc. ______ Report recovery phase status to Incident Commander. ______ Deactivate section functions. ______ Restock emergency operations kits, forms and supplies.

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E. FINANCE & ADMINISTRATION CHIEF – JHUCAREY

Event: Date: Time: Primary Assignee: Secondary Assignee: Assigned Location: Activated Command Center:______________________________________ Reports To: Incident Commander Function: Coordinate all activities for managing finance and business administration for the crisis.

Responsible for documenting and managing personnel compensation records (time sheets), contract administration and cost analysis for the event.

Alert ______ Pre-assign section duties for response phase, if needed. Phase: ______ Provide report of sector status to Incident Commander.

______ Gather and summarize all section reports for Incident Commander. ______ Develop plan for precautionary activities, if needed. ______ Provide scheduled updates to Incident Commander.


______ Activate appropriate emergency plans, as needed. ______ Notify personnel (in-house/call back plan). ______ Assign section duties. ______ Brief assigned staff on situation. ______ Refer to specific disaster plan for additional duties, as needed.

______ Call for status reports from sector functions at 15 to 30 minutes. ______ Develop initial action plan to address identified issues (make assignments). ______ Set times for scheduled updates from sector functions. ______ Plan for extended operations, if needed.


initial staff. ______ Conduct sector leader and staff briefings between ICC briefings.

Recovery ______ Deactivate emergency response phase. Phase: ______ Work with affected areas to return to normal status.

______ Report recovery phase status to Planning section. ______ Develop recovery phase plan (make assignments). ______ Gather and summarize recovery phase status reports from all sections for IC ______ Deactivate section functions ______ Confirm with IC what the ICS structure and responsibilities are for the recovery phase. ______ Set up times for scheduled updates of identified recovery phase activities ______ Provide debriefing report and documentation for assigned section(s) to Incident

Commander for critique process ______ Restock forms and supplies.

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F. PUBLIC INFORMATION OFFICER – JHUCAREY

Event: Date: Time: Primary Assignee: Secondary Assignee: Assigned Location: Activated Command Center:______________________________________ Reports To: Incident Commander Function: Responsible for coordinating all communications with the public and media. Ensures that all

information released is factual, timely and approved by senior management.

Alert ______ Pre-assign section duties for response phase, if needed. Phase: ______ Provide report of section status to Incident Commander.



______ Activate sector Emergency Operations Plan, as needed. ______ Notify personnel (in-house/call back plan). ______ Assign section duties. ______ Brief staff on situation. ______ Set up and staff emergency treatment and holding areas, as needed. ______ Refer to disaster plan for additional duties, as needed.

______ Call for status reports from sector functions at 30 minute intervals. ______ Develop initial action plan to address identified issues (make assignments). ______ Set times for scheduled updates from sector functions. ______ Plan for extended operations, if needed.

______ Ensure appropriate level of staffing at 12 hour intervals ______ Implement established responsibilities. ______ Complete requested tasks received from Incident Command Center. ______ Provide briefings to IC Leaders ______ Observe staff for stress/break needs and identify relief personnel to replace

initial staff if applicable. ______ Conduct section briefings between ICC briefings.

Recovery ______ Deactivate emergency response phase. Phase: ______ Notify Infrastructure Leaders and assigned staff.

______ Notify Incident Commander. ______ Report recovery phase status to Planning sector. ______ Develop recovery phase plan (make assignments). ______ Deactivate sector functions and Control Center. ______ Restock forms and supplies.

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G. LIAISON OFFICER – JHUCAREY

Event: Date: Time: Primary Assignee: Secondary Assignee: Assigned Location: Activated Command Center:______________________________________ Reports To: Incident Commander Function: Responsible for coordinating all communications with external organizations. Ensures that inter-

organizational relations are smooth, timely and effective.




______ Activate section Emergency Operations Plan, as needed. ______ Notify personnel ______ Assign section duties ______ Brief staff on situation. ______ Set up and staff emergency treatment and holding areas, as needed. ______ Refer to disaster plan for additional duties, as needed.


______ Ensure appropriate level of staffing at 12 hour intervals ______ Implement established responsibilities. ______ Complete requested tasks received from Incident Command Center. ______ Provide briefings to IC Leaders ______ Observe staff for stress/break needs and identify relief personnel to replace


Recovery ______ Deactivate emergency response phase. Phase: ______ Notify staff of situation as appropriate.

______ Notify Incident Commander. ______ Report recovery phase status to Planning sector. ______ Develop recovery phase plan (make assignments). ______ Deactivate sector functions and Control Center. ______ Restock forms and supplies.

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H. SAFETY OFFICER – JHUCAREY

Event: Date: Time: Primary Assignee: Secondary Assignee: Assigned Location: Activated Command Center:______________________________________ Reports To: Incident Commander Function: Responsible for coordinating all safety matters connected with the event. Ensures that all proper

safety precautions are taken by all staff.




______ Activate sector Emergency Operations Plan, as needed. ______ Notify personnel (in-house/call back plan). ______ Assign section duties. ______ Brief staff on situation. ______ Set up and staff emergency treatment and holding areas, as needed. ______ Refer to disaster plan for additional duties, as needed.


______ Ensure appropriate level of staffing at 12 hour intervals ______ Implement established responsibilities. ______ Complete requested tasks received from Incident Command Center.. ______ Provide briefings to IC Leaders ______ Observe staff for stress/break needs and identify relief personnel to replace


Recovery ______ Deactivate emergency response phase. Phase: ______ Notify staff of situation as appropriate.

______ Notify Incident Commander. ______ Report recovery phase status to Planning sector. ______ Develop recovery phase plan (make assignments). ______ Deactivate section functions. ______ Restock forms and supplies.

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9. CRISIS COMMUNICATION PLAN

To facilitate the coordination of communication activities, the PIO shall inform the Director of Communications and Marketing (if they are not the same person) and coordinate staff to initiate information efforts. Depending on the nature of the crisis, the JHU Office of News and Information would in most cases be the lead on communicating crisis information.

All internal or external crisis communications, including those from the Dean(s) and or other authorities and departments, should be drafted by the PIO and approved by the Incident Commander BEFORE dissemination.

Communications and Marketing will consult with appropriate authorities to prepare a more detailed statement for release to the news media, internal audiences and other constituents, if necessary.

Communications and Marketing will determine the appropriate communication method (web, print, email, alert message delivery, etc.) to inform key internal and external audiences.

If the JHU Office of News and Information is in the lead, the JHUCarey webpage would run a banner across the top, directing people to the information being disseminated through that office. Social media (twitter, Facebook, etc) would also be used to direct readers to the central information source.

Monitoring of the news media, social media and online discussion will be conducted to identify the degree of public reaction, the tone of the media and public towards the situation and the extent of the crisis. Communications and Marketing will keep the Incident Commander, JHUCarey leadership, and JHU Office of News and Information informed.

A. INTERNAL COMMUNICATIONS

1. Text Messaging Notifications

Emergency notifications to our students, faculty and staff are an important and vital component to our crisis management operation at JHUCarey. The purpose of our emergency notifications is to comply with Clery Act and provide vital information to personnel before, during and after an emergency so that effective decision making options are considered by the aforementioned personnel. The JHEA notification resource is the mechanism that will allow personnel to establish an opt-in account through which the University and JHUCarey shall communicate emergency notification information. Regular educational messages asking personnel to establish a voluntary account through JHEA are communicated through various methods in an effort to increase the number of personnel agreeing to participate.

2. Public Announcements Public announcements, if necessary, will be made in concert with the JHU Office of News and Information.

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3. Email Messages

Email lists for all JHUCarey faculty, staff, and students are present. In the event of an emergency these lists can be used to communicate information. Outgoing communications must be approved by the ICS. EMERGENCY USE ONLY LISTSERVS All faculty (full-time and part-time) [email protected]. [Distribution authority: Kelly Brown, Glen Steinbach, Tim Parsons, Sam Klein, Craig Medlyn) All students (Enrolled in at least one class) [email protected]. [Distribution authority: Kelly Brown, Glen Steinbach, Tim Parsons, Sam Klein, Craig Medlyn) Note: Moderator approval is not required for emergency listserv distribution, but messages must be sent from those addresses with distribution authority. ALL OTHER LISTSERVS Full-time staff and faculty: ([email protected]) [moderated by Tim Parsons] Full-time staff (no faculty): ([email protected]) [moderated by Tim Parsons] Part-time staff (no faculty): ([email protected]) [moderated by Tim Parsons] Full-time faculty only: ([email protected]) [moderated by Ellen Slusarczyk and Phil Phan] Part-time faculty: ([email protected]) [moderated by Ellen Slusarczyk and Phil Phan] Students Listservs [Moderated by Jennifer Dotzenrod]

All Students: ([email protected]) DC Students: ([email protected]) Columbia Students:([email protected]) HarborEast Students: ([email protected]) Montgomery County Students: ([email protected]) (A student will be listed in a location specific list if she/he is enrolled in a class located at the specific

location that started before the day of the message and will end after the date of the message)

4. Intranet Portal Messages JHUCarey does not have an intranet portal accessible only to divisional personnel.












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B. EXTERNAL COMMUNICATIONS

1. Internet Page Messages

JHUCarey will post emergency information on its homepage website as needed, as noted above.

2. Coordination of Senior Management and Media Interaction All crisis communications, including those from the Dean(s) and or other authorities and departments, should be drafted by the PIO and approved by the Incident Commander before dissemination. Communications and Marketing will consult with appropriate authorities to prepare a more detailed statement for release to the news media, internal audiences and other constituents, if necessary.

3. Mutual Aid Process and Plan JHUCarey will work closely with the central offices also located on the campus, such as Security and Facilities, to coordinate emergency services.

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10. RESPONSE PROCEDURES

A. FIRE EMERGENCY

Policy Statement

Fire alarms are only to be used to evacuate the building in the event of a fire. All other evacuations will be coordinated floor-by-floor, by affected building segment, or as part of another evacuation method for the entire building in a non-fire emergency.

Rule Familiarize yourself with the location of stairways, exits, and fire alarm pull stations in the areas you visit.

Ensure doors, especially those to stairways, are not propped open. They must remain closed and latched at all times to prevent smoke and fires from entering escape routes.

Do not use the elevators during a fire emergency.

Maintain all corridors free of obstructions and clutter.

Persons who are disabled and/or need special assistance in an emergency should contact Health, Safety and Environment for additional planning. Specifically developed procedures will be furnished to the Security Department and other parties for pre-emergency planning.

All Building occupants (faculty, staff, students and visitors) should promptly exit the building and move at least 300’ away from the building.

Lab workers should: o Contain microorganisms, radioactive materials, chemicals o Shut off gas valves o Close lab doors o Evacuate the building as noted above

Actions Initial Response: ANY INDICATION OF SMOKE OR FIRE MUST BE REPORTED IMMEDIATELY

Activate the building fire alarm system at the nearest fire alarm pull station.

Begin evacuation procedures.

Evacuation Procedures: The following procedures are taken during an emergency requiring the evacuation of a building, or a portion thereof. The emergency is managed through the Incident Command Team. All personnel shall upon notification of a fire alarm evacuate the building and report to the appropriate rally point for accountability. Note: The fire alarm system within 100 International does not ring on all floors of the building. It has been designed to alarm on the floor with the fire, one above and two below.

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B. EXPLOSIVES AND EXPLOSIONS

1. Explosions Due to Equipment Malfunctions

Policy Statement

Johns Hopkins University is committed to providing a safe and secure environment for students, staff, faculty and visitors.

Rule Since many of our buildings contain complicated equipment, there is the possibility of an explosion occurring after a malfunction. The primary goal in case of an accident is to protect personnel from further injury and the treatment of the injured. The primary risks associated with an explosion are flying debris, the force of the blast and the heat from the explosion. All of these factors contribute to injuries and deaths.

Actions Explosions Due to Equipment Malfunctions

Step Responsibility Action

1 Bldg Occupants Upon determination that an explosion occurred, the security office, or the local police if there is no on-site security, should be contacted immediately. Assistance should be rendered to the injured and all personnel should evacuate the area/building. All personnel should move at least 100’ away from the building – 300’ is preferable.

2 Emergency Personnel Upon notification that an explosion occurred, there are two priorities that must be considered:

Treatment of the injured

Ensure no further personnel are injured.

3 ICS Upon notification that an explosion took place the ICS shall convene and begin managing the incident, at least from the organizational perspective. It will be critical to work closely with the police and fire department if they are involved.

4 ICS Medical assistance should be provided as appropriate and the procedures for mass casualty may be applicable.

5 ICS The Incident Commander shall determine the appropriate action for personnel in the affected building to follow while the building is out of service. If the decision to close the building is made it will be communicated to the appropriate personnel in accordance with established ICS protocols.

6 ICS It is possible that the business continuity and disaster recovery plans may be necessary to restore functionality to the building. This is accomplished in accordance with the established plans.

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C. Suspicious packages

Policy Statement


Rule – Suspicious Packages

A suspicious package is a parcel, box or other container that appears to be suspicious in nature. It may look out of place or “just wrong.” Every report of a suspicious package shall be treated as a valid threat and carefully evaluated for the likelihood of a dangerous device. These devices have been handled in the delivery system and are not likely to explode merely by moving them to a safer location. The movement of a suspicious package should be coordinated with the appropriate security department.

Suspicious Packages


1 Person Receiving Threat

Report all threats to Security or if there is no on-site security, the local police department. The decision to involve local law enforcement agencies in bomb threat situations at campus locations with security departments shall be at the discretion of the Security Director, or designee.

2 Bldg Personnel For suspicious items found on your property:

do not touch the suspicious device, it may "trigger" a detonation

report the situation to your security office immediately

evacuate and cordon off the immediate area to prevent inadvertent exposure to the danger; vibration from movement near the suspect item may cause an explosion or a timing mechanism may be set to activate the device within minutes of placement

if possible, open windows to minimize the effect of any concussion caused by detonation

Because of the increased sophistication of mail and placed bombs, fewer of the devices can be readily identified by merely examining the exterior of the package. Employees should be told:

if they are not expecting a package, be suspicious

check the return address, if they do not recognize the return address, contact the security office (which will attempt to contact the sender)

DO NOT OPEN THE PACKAGE until satisfied it is harmless

3 Emergency Personnel

Before calling the police, security personnel should attempt to find out if the addressee of the suspicious package has any knowledge of the item or its contents. If the addressee can positively identify the suspect item, it may be opened by security with relative safety. If the sender must be contacted to identify the item and contents, a management decision must be made as to the reliability of the information.


Below are sample questions to ask during the verification process:

Is the addressee familiar with the name and address of the sender?

Is the addressee expecting package from the sender? If so, what is the approximate size of the item?

Ask the sender to fully explain the circumstances surrounding the sending of the parcel and to describe the contents. At this point, management and security must make a decision whether to proceed to open the parcel or not.

If the sender is unknown, is the addressee expecting any other business correspondence from the city, state, or country of origin of the package?

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Is the addressee aware of any friends, relatives, or business acquaintances currently on vacation or on business trips in the area of origin?

Has the addressee purchased or ordered any merchandise from any business concern whose parent organization might be located in the city, state, or country of origin?

If the verification process determines that the sender is unknown at the return address, or the return address is fictitious, consider that as a very serious indication that the parcel may be dangerous.


Once the threat has been reported to either security or the police, the managing of the incident becomes the responsibility of the ICS, Security Office and the police.

6 ICS/ Emergency Personnel

The Incident Commander will determine if the building should be evacuated, unless there is an imminent danger. In that case, the Security Director or the local police shall act according to established protocols involving immediate threats.

7 Bldg Personnel If an evacuation is ordered, it is important that you assist in making the evacuation orderly and expeditious.


The appropriate emergency personnel manage the determination of the danger of the package. If the package is found to be a bomb, the incident becomes a bomb threat and resolved through the local police.

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D. Bomb threats

Policy Statement

Johns Hopkins University is committed to providing a safe and secure environment for students, staff, faculty and visitors. A bomb threat is the deliberate reporting that a bomb has been placed at some location and the reporting person indicates, verbally or implied that the bomb will explode. Every report of a bomb threat shall be treated as a valid threat and carefully evaluated for the likelihood of an actual bomb.

Rule – Bomb Threat

While all bomb threats shall be treated as serious threats, the fact that we receive a threat does not necessarily mean that there is a bomb in or around the building. Every threat shall be investigated by either security, or if there is no security department onsite, the local police department.

Bomb Threats



Report all threats to Security or if there is no on-site security, the local police department. The decision to involve local law enforcement agencies in bomb threat situations at campus locations with security departments shall be at the discretion of the Security Director, or designee. Attempt to complete the Bomb Threat Checklist to assist in the investigation. If you have caller ID, immediately check and note the caller ID number.


Provide the completed Bomb Threat Checklist with as much complete and accurate information as possible to the Security Officer or Police Officer immediately following the termination of the call.


Once the bomb threat has been reported to either security or the police, the managing of the incident becomes the responsibility of the ICS, Security Office and the police. The police department will not search the building, and will likely only respond if a suspected device is found.

4 Bldg Personnel If an evacuation is ordered, it is important that you assist in making the evacuation orderly and expeditious.


The Incident Commander will determine if the building should be evacuated, unless there is an imminent danger. In that case, the Security Director shall act according to established protocols involving immediate threats.


Security supervisors will organize search teams consisting of volunteers familiar with the building. Buildings should be searched from top to bottom, paying particular attention to areas easily accessible to the public. Search Team members should be able to identify any objects that could look suspicious. Be particularly alert to foreign objects out of place, such as packages in rest rooms, etc. Be aware of ticking sounds, strange odors, or burning substances - do not touch or move anything. If a suspicious object is found, the search team should evacuate the building and the affected area immediately secured.


In the event a time is quoted, evacuate the building of all search teams at least 20 minutes prior to the reported activation time. If nothing is found, allow persons to re-enter the building after a reasonable time. (At least 30 minutes after reported detonation time.)

8 General Information

Finally, treat the bomb threat and all data pertaining to it as confidential information, not to be discussed with the news media or any unauthorized individual.

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1. Bomb Threat Check-List

Policy Statement

A bomb threat is the deliberate reporting that a bomb has been placed at some location and the reporting person indicates, verbally or implied that the bomb will explode. Every report of a bomb threat shall be treated as a valid threat and carefully evaluated for the likelihood of an actual bomb.

Actions Be calm. Be courteous. Listen and do not interrupt the caller. Notify your supervisor by pre-arranged signal while the caller is on the line. Most bomb threat calls are very brief. The caller normally states a message and hangs up. However, every effort should be made to obtain as much detailed information as possible from the caller. Do not hesitate to ask: What is the exact location of the bomb? ________________________________________________ What time is it set to go off? _________________________________________________________ What does the bomb look like? _______________________________________________________ What is it made out of? _____________________________________________________________ Why was it placed? ________________________________________________________________ If the caller is reluctant to answer the above questions, they should be told that the building cannot be evacuated in the warning time and that their failure to provide answers could cost human life. To the best of your ability, write the exact words of the caller on the reverse side. Action to take immediately after the call: Notify your supervisor; Talk to no one other than security or the police; Complete the checklist below: Name of Operator: __________________________________ Time: ___________ Date: ____________ Caller’s Identity: Sex: Male _____ Female _____ Adult _____ Juvenile _____ Approximate Age ____________ Origin of Call: Local ____________________ Long Distance ______________________ Internal _________________

SPEECH LANGUAGE

Loud Soft Fast Slow Excellent Poor

High Pitch Deep Distinct Distorted Fair Other

Raspy Pleasant Stutter Nasal Foul

Intoxicated Other Slurred Lisp Good

ACCENT MANNER BACKGROUND NOISES

Local Calm Angry Factory Machines

Trains

Not Local Rational Irrational Party Atmosphere

Animals

Regional Coherent Incoherent Music Quiet

Foreign Righteous Laughing Office Machines Voices

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Other Deliberate Emotional Street Traffic Airplanes

Record exact words: ____________________________________________________________________________________________________________________________________________________________ ____________________________________________________________________________________________________________________________________________________________ ____________________________________________________________________________________________________________________________________________________________ ____________________________________________________________________________________________________________________________________________________________

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E. EXPLOSIONS OF UNKNOWN ETIOLOGY

Policy Statement


Rule – Explosions

Since many of our buildings contain hazardous materials, conduct research involving volatile chemicals and perform high-profile research that may draw unwanted negative attention, there is the very real possibility of an explosion occurring. Whether the explosion is an accident or a terrorist event, the primary goal is to protect personnel from further injury and the treatment of the injured. Protection of the explosion site is also critical for the inevitable investigation. It is possible the site will become a crime-scene, which means the police shall control access to the area. The primary risks associated with an explosion are flying debris, the force of the blast and the heat from the explosion. All of these factors contribute to injuries and deaths.

Explosions


1 Bldg Occupants Upon determination that an explosion occurred, the security office, or the local police if there is no on-site security, should be contacted immediately. Assistance should be rendered to the injured and all personnel should evacuate the area/building. All personnel should move at least 100’ away from the building – 300’ is preferable.


Upon notification that an explosion occurred, there are two priorities that must be considered:

Treatment of the injured

Ensure no further personnel are injured. Remember, there is the possibility of additional explosions either because of the original one or because of more bombs have been placed to inflict damage and injuries after people have evacuated the building.

3 ICS Upon notification that an explosion took place the ICS shall convene and begin managing the incident, at least from the organizational perspective. It will be critical to work closely with the police and fire department if they are involved. Based on the extent of the explosion (small lab explosion, contained to a small area of the building, or a large detonation consuming a sizeable portion of the building) it will become obvious if this is an incident that is controlled by the ICS or the local police.

4 ICS Medical assistance should be provided as appropriate and the procedures for mass casualty may be applicable.

5 ICS The Incident Commander shall determine the appropriate action for personnel in the affected building to follow while the building is out of service. If the decision to close the building is made it will be communicated to the appropriate personnel in accordance with established ICS protocols.

6 ICS It is possible that the business continuity and disaster recovery plans may be necessary to restore functionality to the building. This is accomplished in accordance with the established plans.

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F. WORK PLACE VIOLENCE

1. Unwelcome Visitor

Policy Statement


Rule – Unwelcome Visitor

An unwelcome visitor may be a former faculty or staff member, a former student or simply someone who walked into the building. Security should be notified immediately of any unwelcome visitor.

Unwelcome Visitor


1 Victim/Building Occupant

The victim should report all instances of an unwelcome visitor to Security immediately upon determination that the person is unwelcome.

2 Security Officer The Security Officer shall respond to the scene and request the unwelcome person leave the building. If the person refuses to leave the building, the Security Officer shall request an Off-Duty Police Officer respond to assist.

3 Security Officer The Security Officer shall notify the Security Administrator of the unwelcome visitor so that a determination can be made to escalate the incident to the ICS. The Officer shall complete a well-written report to the Security Administrator.

4 ICS The Security Administrator shall determine if the incident needs to be escalated to the level of the ICS. If the ICS needs to become involved the incident shall be handled according to the details of the incident.

2. Altercation

Policy Statement


Rule – Altercation

An altercation may involve a current or former faculty or staff member, a former student or simply someone who walked into the building. Security should be notified immediately of any altercation.

Altercation


1 Victim The victim should report all altercations to security so that the matter may be addressed properly.

2 Security Officer The Security Officer shall respond to the scene and resolve the altercation. If the incident becomes an assault it shall be handled as an assault.

3 Security Officer The Security Officer shall notify the Security Administrator of the incident so that a determination can be made to escalate the incident to the ICS. The Officer shall complete a well-written report to the Security Administrator.

4 ICS The Security Administrator shall determine if the incident needs to be escalated to the level of the ICS. If the ICS needs to become involved the incident shall be handled according to the details of the incident.

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3. Assault

Policy Statement


Rule – Assault

An assault is a violation of state law, it is a crime, and therefore an issue that should be reported to the local police. It is at the discretion of the victim to pursue police involvement, but it is advisable for the organization to facilitate this involvement to protect the victim’s rights.

Assault


1 Victim The victim should report all assaults to both security and the local police. If medical attention is necessary it should be sought immediately.


A detailed, professional report is both advisable and necessary to protect the victim and the organization. A proper report consists of detailing who, what, where, when, how and why an incident occurred.

3 ICS Most instances of assault will not require the full ICS, but at least the incident Commander should be notified to ensure that the PIO is involved

4 ICS It is important to protect the privacy of the victim. The organization should not issue opinions or information concerning the incident unless the victim requests assistance. Any requests of this sort must be reviewed and approved by the appropriate personnel (Incident Commander and Agency Executive at least.)

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4. Active Shooter Response Procedures

Policy Statement


Rule – Active Shooter

Active shooter incidents are often fluid situations requiring quick decisions; the ICS for the appropriate Schools/campus may not have time to form. Security shall engage the local police department and maintain contact with the ICS for the affected Schools/campus.

Active Shooter


Phase I Informational The first phase of the security response to an active shooter event involves the initial response of security communications personnel, the initial responder(s) and the supervisory staff.

1 Communications Officer(s)

Obtain the following from a caller or security personnel: o Location of the shooter o Description of the shooter including the weapon(s) o Name of the shooter if known o Direction of travel o Number of injured personnel and the extent of any

injuries o Keep the caller on the phone and obtain further

information if possible

Notify all on-duty security supervisors via broadcast.

Notify all on-duty security personnel of the event.

Notify 911 and give as much information as possible.

Initiate notifications protocol (Emergency Text Messaging System): notify Corporate Security Directors.

Immediately access the nearest cameras to the location and attempt to locate and monitor the suspect.

Notify the appropriate Incident Command Team. The Incident Commander will identify someone familiar with the facility (with access to floor plans) and have him/her respond to the staging area.

2 First Responder If the first responder comes across the event prior to any notification to the security communication center, he/she shall place themselves in a safe zone and immediately notify security communications of the location, description and direction of travel of the shooter(s). The first responder will assist any injured personnel and notify security communications of the number of victims and the nature of any injuries when possible.

If the first responder is near the shooting, he/she shall attempt to secure the exit(s) in an effort to slow or prevent the movement of the shooter(s). Under no circumstances should an unarmed security officer attempt to apprehend an armed individual.

Where possible update security communications with any additional information.

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3 Operations Supervisor/Senior Supervisor

Depending on the time of the incident, the on-duty supervisor may be the only supervisor working. The senior on-duty supervisor shall determine suitable personnel to fill in the other supervisory roles or may have to perform multiple duties until more personnel arrive.

Assess the information at hand regarding location, shooter(s), direction of travel and victims.

Notify any off-duty police officers so that they may respond to the scene.

Send a supervisor and experienced security officer to the ICS to initiate the conference bridge line and notify ICS members.

Activate the appropriate JHUCarey staging area for the affected building. This staging area shall maintain close communications with the Corporate Security Communications Center and the Incident Command Center.

Clear the staging area of any vehicles and persons not directly involved in the response efforts.

Assign a recorder to the staging area.

Have the recorder and staging area communications officer perform a roll call of all on-duty security personnel and their location using names. A post number may be assigned to the individual using special designations that won’t conflict with the normal post designation.

Assign a police liaison.

Assign a staging area communications officer.

When personnel are limited, the same person may hold multiple roles.

Assess all available resources.

Deploy personnel to access points in and out of the building. (Avoid any positions that put an officer in immediate jeopardy).

Isolate the location of the shooting(s) as much as possible (shut down elevators; lock doors, close stairwells etc... by whatever means possible).

Establish a police response corridor, inform communications of the corridor to relay to 911, send adequate personnel to keep the response corridor free of traffic.

Establish a safe evacuation area away from the location of the incident and inform communications of the location.

Designate a supervisor/security officer to maintain responsibility for the non-involved facility(s) to maintain order and response to serious security issues. It is recognized that response to non-serious issues will be dependent upon the number of available security personnel.

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Phase II

Informational Phase II is where police resources have arrived on the scene. Security personnel shall relinquish responsibility for the overall response to police personnel as they arrive.

1 Communications Supervisor

Continuously update personnel with information as it becomes available.

Maintain direct communications with the command post through a dedicated land line telephone.

Maintain camera monitoring and updates.

2 First Responder Shall leave his/her position at the discretion of police.

3 Staging Area Supervisor

Shall maintain a presence at the staging area, now under police control, and render whatever assistance possible.

Send a representative to the appropriate Incident Command Center.

Send any media personnel to the area designated by the Incident Command Center.

4 Operations Supervisor/Senior Supervisor

Advise all security personnel relieved by police personnel to report to the staging area for debriefing and possible reassignment.

Account for all personnel.

If it is determined that security personnel are missing or unaccounted for, the Supervisor shall immediately notify police personnel of the missing officer and the last know location.

Assess resources and relief where necessary.

Conduct a briefing of relief personnel.

5 Command Supervisor

Depending on the time of the incident, the on-duty supervisor may be the only supervisor working. The senior on-duty supervisor shall become the Command Supervisor and determine suitable personnel to fill in the other supervisory roles or may have to operate in multiple roles. Where resources allow the Command Supervisor shall report to the Command Post.

Assess resources and determine if a call back of off-duty personnel or additional resources from another facility(s) is required based on the police commander’s assessment of the duration of the incident.

Remain cognizant of the time and if the current shift should be held over.

If the assessment determines an extended event is most likely:

Determine the level of staffing and supervision required.

Determine if a 12 hours shift rotation is necessary.

Have off -duty personnel notified of where and when to report.

Announce on-duty personnel to be held.

Work with the staging area supervisor to assign posts and relief.

Give consideration to comfort, food, etc. for security personnel.

Prepare and conduct a briefing for relief senior supervisors.

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Phase III

Informational Obtain staffing requirements/instructions from the appropriate IC Team.

JHU Mental Health Team or Employee Assistance Program determinations should be made.

The Staging Area and Command Post are closed once all injured are addressed and BCPD has left the Schools. The recorder’s logs are turned over to the Command Supervisor.

Communications Center returns to normal staffing.

Staging area may be maintained until all emergency vehicles and equipment are cleared from the facility.

The location of all shooting scenes may require extended crime scene recovery work. Security personnel may have to maintain positions until the scene(s) have been processed, cleared by the police and cleared.

Command Post is closed. All equipment is accounted for.

After normal operations are resumed, an after action review will be conducted by the appropriate IC Team and Corporate Security. The review will be used to assess future operations.

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5. Hostage Situation Procedures

Policy Statement

Johns Hopkins University is committed to providing a safe and secure campus environment in which we are able to pursue our educational and research oriented missions.

Rule – Police Response to Incident

Violent incidents, including but not limited to: acts of terrorism, an active shooter, assaults, hostage or other incidents of workplace violence can occur on the JHU Campuses or in close proximity with little or no warning. JHU Security departments have adopted local and nationally accepted law enforcement response procedures to contain and terminate such threats, as quickly as possible. The following information regarding law enforcement response will enable you to take appropriate protective actions for yourself. Try to remain calm, as your actions will influence others. The following instructions are intended for incidents that are of an emergent nature (i.e. imminent or in progress). Security Officers and local law enforcement agencies will immediately respond to the area, as deemed necessary. Remember, the first and foremost priority is to contain the assailant(s) (prevent the assailant from roaming the campus) and second, subduing the assailant(s).

Immediate Actions


1 Campus/ Building Population

Secure the immediate area Remove all personnel not involved in the situation from the area. Once that is done, the following procedures should be followed:

Lock or barricade the door, if able. Block the door using whatever is available – desks, tables, file cabinets, other furniture, books, etc. or take other appropriate action to isolate the incident

After securing the door, stay behind solid objects away from the door as much as possible.

If the assailant enters your room and leaves, lock or barricade the door behind the assailant.

If safe to do so, allow others to seek refuge with you.

Notify security as soon as possible; they will notify the police and JHU leadership.


Protective Actions Take appropriate steps to reduce your vulnerability:

Close blinds, block windows.

Turn off radios, computers, monitors and silence cell phones.

Place signs in interior doors and windows, but remember the assailant can see these as well.

Place signs in exterior windows to identify your location and the location of injured persons.

Keep people calm and quiet.

After securing the room, people should be positioned out of sight and behind items that might offer additional protection – walls, desks, file cabinets, bookshelves, etc.

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Unsecured Areas If you find yourself in an open area, immediately seek protection:

Put something between you and the assailant.

Consider trying to escape if you know where the assailant is and there appears to be an escape route immediately available to you.

If in doubt, find the safest area available and secure it the best way that you can.


Call for emergency help Contact your campus Security Office if you are located at one of the large-scale campuses or the local police if you are at an off-campus site. You may hear multiple rings – stay on the line until it is answered - do not hang up. Try to observe and provide information in a calm clear manner so that the security/police operator may relay your information to responding law enforcement and emergency personnel; stay on the line as long as possible, and provide information such as the following:

What is happening?

Where you are located, including building name & room number?

Number of telephones in the area

Number of people at your specific location.

Personnel who are still in the area

Injuries, if any, including the number of injured personnel and types of injuries.

Your name and other information as requested.

Specific location, direction and time of departure of the assailant.

Specific floor area controlled by the assailant – provide diagram

Number of assailants.

Gender, race, and age of the assailant.

Language or commands used by the assailant.

Threats and demands made by the assailant.

Clothing color and style.

Physical features – e.g., height, weight, facial hair, glasses.

Type of weapons – e.g., handgun, rifle, shotgun, explosives.

Description of any backpack or bag.

Do you recognize the assailant? Do you know their name?

What exactly did you hear – e.g., explosions, gunshots, etc.

How many hostages were taken, their identities and photographs, if known and available.

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Treat the Injured The Security Officer/operator will notify law enforcement and other emergency service (EMS) agencies – fire and rescue. EMS will respond to the site, but will not be able to enter the area until it is secured by law enforcement. You may have to treat the injured as best you can until the area is secure. Remember basic first aid:

For bleeding apply pressure and elevate. Many items can be used for this purpose – e.g., clothing, paper towels, feminine hygiene products, newspapers, etc.

Reassure those in the area that help will arrive – try to stay quiet and calm.


Un-securing the Area

Do not under any circumstance seek out the assailant – stay safe until the police declare the all-clear.

The assailant may not stop until his objectives have been met or until engaged and neutralized by law enforcement.

Always consider the risk exposure to you and to others in your area by opening the door.

Attempts to rescue people should only be made if it can be done without further endangering the persons inside of a secured area.

Be aware that the assailant may bang on the door, yell for help, or otherwise attempt to entice you to open the door of a secured area.

If the assailant enters your area, try to subdue him/her. Use whatever possessions (i.e., throw coins, books, furniture, etc ) you may have to create an opportunity to subdue the assailant

If there is any doubt about the safety of the individuals inside the room, the area needs to remain secured.

Command During Incident


1 Who’s in charge

Initially a Security Director or Shift Manager until the police arrive;

Then Baltimore City Police Department;

Then JHU Incident Command Center.

2 JHU ICS JHU Incident Command Center will support Security and the Baltimore City Police Department. Initial responses includes:

Activate the JHU Incident Command Center in the routine designated location, if possible, or activate the virtual Command Center if the incident is in the Wolfe Street building.

Liaison with Corporate Security through the Security Officer assigned to the JHU-ICC

Activate the Media Center under the direction of the Office of Communications

Activate the Family Information Center outside the inner perimeter

Coordinate the response addressing injured personnel once the area(s) have been secured

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3 First Responders Assistance from local and state law enforcement agencies will be provided under existing mutual aid agreements. The decision to call in outside supporting agencies or to close all or a portion of the grounds will be made by the Chief of Police or designee in consultation with Security or designee and other appropriate individuals in JHU Senior Administration.

4 Public Affairs Information will be released to the JU population/campus community after it has been approved by JHU Communications and Public Affairs entities. Only approved representatives of the University may speak to the media.

Typical Law Enforcement Response



Help is on the way It is important for you to:

Remain inside the secured area.

Law enforcement will locate, contain, and stop the assailant.

The safest place for you to be is inside a secure room.

The assailant may not flee when law enforcement enters the building, but instead may target arriving officers.


Injured Persons Initial responding police or security officers will not treat the injured or begin evacuation until the threat is neutralized and the area is secure.

You may need to explain this to others in order to calm them.

Once the threat is neutralized, officers will begin treatment and evacuation


Evacuation Police officers will establish safe corridors for persons to evacuate.

This may be time consuming.

Remain in secure areas until instructed otherwise.

You may be instructed to keep your hands on your head.

You may be searched.

You may be escorted out of the building by law enforcement personnel - follow their directions.

After evacuation you may be taken to a staging or holding area for medical care, interviewing, counseling, etc.

Once you have been evacuated you will not be permitted to retrieve items or access the area until law enforcement releases the crime scene.

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G. HAZ-MAT EMERGENCY ISSUES

1. Biological Emergency

Policy Statement


Rule – Haz-Mat Issues

This procedure is to guide personnel on the appropriate response to University (JHU) Hazardous Material spills and to ensure a thorough and documented response. Routine, small spills are handled in accordance with established spills in the labs through the use of absorbent material to contain the spill. The following procedures are intended for more significant spills. While personnel are not to place themselves in danger, the organization must still coordinate an effective and safe response to a hazardous material incident. Health, Safety and Environment (HSE) and other necessary responders are the primary authorities and responders to a haz-mat incident.

Biological Spill


1 Person Identifying Spill

Upon discovering a spill, immediately alert all personnel in the area of the spillage. Do not open windows, leave the laboratory and close the door. Alert Security and ensure that HSE has been notified.


Provide the following information:

The nature of the incident

Your name and location

A phone number of someone familiar with the situation


If the spill is in an outside area (external to the building), try to contain the spill if possible and close off the area. Immediately contact HSE for assistance.

4 HSE Follows established HSE protocols for addressing a haz-mat spill. HSE notifies the appropriate ICS in accordance with procedures.

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2. Chemical Emergency

Policy Statement


Rule – Haz-Mat Issues

This procedure is to guide personnel on the appropriate response to University (JHU) Hazardous Material spills and to ensure a thorough and documented response. Routine, small spills are handled in accordance with established spills in the labs through the use of absorbent material to contain the spill. The following procedures are intended for more significant spills. While personnel are not to place themselves in danger, the organization must still coordinate an effective and safe response to a hazardous material incident. Health, Safety and Environment (HSE) and other necessary responders are the primary authorities and responders to a haz-mat incident.

Chemical Spill



Upon discovering a spill, immediately alert all personnel in the area of the spillage. Do not open windows, leave the laboratory and close the door. Alert Security and ensure that HSE has been notified.


Provide the following information:

The nature of the incident

Your name and location

A phone number of someone familiar with the situation


If the spill is in an outside area (external to the building), try to contain the spill if possible and close off the area. Immediately contact HSE for assistance.

4 HSE Follows established HSE protocols for addressing a haz-mat spill. HSE notifies the appropriate ICS in accordance with procedures.

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H. MEDICAL

1. Medical Emergency

Policy Statement


Rule – Medical Emergencies

All personnel requiring medical assistance for an injury or illness while at a JHU facility shall be given reasonable first-aid as well as seeking professional emergency services assistance. All medical emergencies shall be treated seriously and addressed immediately to safeguard all personnel in our facilities.

Medical Emergency


1 Building Occupant

Upon notification of a medical emergency, security and the local emergency medical services (EMS) personnel shall be notified. Remember, you may need to dial a “9” to reach an outside line for the 911 telephone call.

2 Security Officer/Building Occupant

Provide any first-aid necessary to assist the victim. It is advisable to have someone at the elevators prepared to escort the EMS personnel to the victim.

3 Security Officers Security completes an Incident Report including individuals involved, time and date of initial call, who was notified, what happened and the support arrival time and responses. It is important to prepare a complete report with who is involved, what happened, when and where it happened and how it happened, if known. Remember, the completeness of the report may influence the outcome of a future lawsuit.

4 Office/Dept Administrators

Complete the appropriate paperwork for any workman’s comp or organizational notifications.

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2. Food/Water Contamination Emergencies

Policy Statement


Rule – Food/Water Contamination Emergencies

All personnel requiring medical assistance for food/water contamination while at a JHU facility shall be given reasonable first-aid as well as seeking professional emergency services assistance. All medical emergencies shall be treated seriously and addressed immediately to safeguard all personnel in our facilities.

Food/Water Contamination Emergency


1 Building Occupant

Upon discovering or suspecting that personnel are suffering from food/water contamination, security and the local emergency medical services (EMS) personnel shall be notified. Remember, you may need to dial a “9” to reach an outside line for the 911 telephone call.


All reasonable first-aid and comfort shall be given to the victims. The victims should be taken to the nearest bathroom for convenience. Staging victims in close proximity to the bathrooms may be difficult because of the potential number of victims. It may be necessary to use a large nearby room as a staging area while the EMS arrive.


The primary goal is to ensure that the victims are taken to a hospital for treatment. It is advisable to have someone at the elevators prepared to escort the EMS personnel to the victim.

4 Security Officers Security completes an Incident Report including individuals involved, time and date of initial call, who was notified, what happened and the support arrival time and responses. It is important to prepare a complete report noting who is involved, what happened, when and where it happened and how it happened, if known. Remember, the completeness of the report may influence the outcome of an investigation into the cause of the illness.

5 Office/Dept Administrators

Complete the appropriate paperwork for any workman’s comp or organizational notifications.

6 ICS It is important to ensure accurate information is obtained identifying the possible causes and sources of those causes. Actual determinations on the cause of the illness may take months, but consideration of food and beverage services may be useful in finding any connections between victims and illness.

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3. Mass Casualty Emergencies

Policy Statement


Rule – Mass Casualty Emergencies

All personnel requiring medical assistance for an injury or illness while at a JHU facility shall be given reasonable first-aid as well as seeking professional emergency services assistance. All medical emergencies shall be treated seriously and addressed immediately to safeguard all personnel in our facilities. A mass casualty incident will result in a large number of victims requiring varying degrees of medical attention.

Mass Casualty Emergency


1 ICS Upon notification of a medical emergency involving mass casualties, security and the local emergency medical services (EMS) personnel shall be notified. Remember, you may need to dial a “9” to reach an outside line for the 911 telephone call. Normally the local EMS personnel shall take control of the situation. Assistance should be offered to aid in treating the victims.


Provide any first-aid necessary to assist the victims. It may be necessary to use areas of the buildings or the grounds to assist the EMS personnel in treating the victim. The goal will be to remove the victims to area hospitals as quickly as possible, but this will take time.

3 Security Officers Security completes an Incident Report including individuals involved, time and date of initial call, who was notified, what happened and the support arrival time and responses. It is important to prepare a complete report with who is involved, what happened, when and where it happened and how it happened, if known. Senior security managers shall direct these activities.

4 ICS Works closely with the local public services to address the incident. After all the victims have been removed, there may still be issues to address connected with the cause of the incident. This may become a business continuity or disaster recovery concern. Restoration of the facilities and surrounding areas will be a concern – bodily fluids should be treated as a haz-mat issue.

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4. Pandemics CEPAR will notify the greater JHU community of the risk of a pandemic. At that time, CEPAR will institute a Unified Command of Johns Hopkins Institutions. Their Pandemic Influenza Preparedness, Response and Recovery Plan is located at http://www.hopkins-cepar.org/white_papers/V.13.1 Pan Flu Plan.pdf

I. MENTAL OR BEHAVIORAL HEALTH ISSUES: STUDENTS Guidelines for students have been established through Dean of Student Life. The Counseling Center website has information related to this issues at http://web.jhu.edu/counselingcenter/

J. MENTAL OR BEHAVIORAL HEALTH ISSUE: STAFF, FACULTY OR VISITOR

Purpose

These guidelines have been established to ensure that staff and faculty directly involved in a crisis receive appropriate support. As confidentiality permits, members of the School, community and others are informed of crisis situations so they can respond appropriately.

Confidentiality Staff and faculty have a right to privacy, and there will be instances when they do not want certain information shared. At the same time, there will be instances when it is necessary and legal for appropriate faculty and staff to disclose information about a particular situation to serve the best interests of the employee. Before disclosing any information about an employee it is advisable to contact Human Resources and in some cases Faculty and Staff Assistance Program (FASAP) before releasing confidential information.

Responding to an Employee-related Crisis Judgment: Anyone aware of a crisis situation must use a great deal of personal judgment about how best to respond. What immediate action should be taken? Who should be notified and by whom? What else should be done for the person in crisis? Who else may be affected? What support is available for them? These and other questions must be answered quickly if employees in crisis are to receive adequate support, and if the Schools and/or University are to respond appropriately to the situation. When in doubt, consult with other professionals. Coordination: Crisis prevention, intervention, and follow-up are shared responsibilities throughout the Schools and University. Depending on the crisis, different offices take responsibility for coordinating the response and deciding whom else to involve. In general, Human Resources and FASAP coordinate notification and crisis intervention services for most situations in the Schools. Coordination typically includes a number of steps:

Researching the situation to assess the nature and extent of the crisis;

Identifying those who may need support;

Notifying other units such as Security Operations, Support Services, and/or Pastoral Counseling, as appropriate.

Following-up with affected individuals to ensure that the support services provided are adequate.

http://www.hopkins-cepar.org/white_papers/V.13.1

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Support: Various kinds of support can be provided to an individual affected by a crisis. Family, friends, acquaintances, faculty, staff, and other members of the community can provide personal support. Providing support is a responsibility that must be shared. Anyone who recognizes that someone is in crisis, and is willing to take the time to talk with the person, can be helpful. The staff or faculty member can then be referred to FASAP, HR or other University resources for additional assistance. Important Telephone Numbers

Faculty and Staff Assistance Program: 443-284-7000

Human Resources JHUCarey

Recognizing Distressed Staff and Faculty As a member of the faculty or staff, you may find that you will be in a position to observe and be aware of changes in a co-worker which signal psychological distress. This is not to imply that you are to be a “watchdog,” but rather a good friend that a co-worker may seek out to share their distress. Being cognizant of these distress signals, having some guidelines for dealing with distressed persons, and being aware of appropriate referral sources that can assist you, will allow you to be more in control of situations that may present themselves. Listed below are some common signs of psychological distress. These are intended to provide only basic information. Depression - Everyone gets depressed from time to time; this is normal. Having only one symptom is usually not enough to describe someone as severely depressed. Abnormality may be defined as maintaining a larger number of depressive symptoms over a longer period of time with the symptoms tending to become progressively more severe. The symptoms of depression can include insomnia or change in sleep patterns, inability to concentrate, change in appetite, loss of ability to experience happiness or pleasure, apathy, sloppiness, crying, poor personal hygiene, feelings of worthlessness, no desire to socialize, loss of self-esteem, and preoccupation with death. Unusual Acting Out - This would represent change in behavior from normal socially acceptable behavior. It would include being disruptive or overly antagonistic, and may include increased alcohol use or drug abuse. Suicidal Ideation - Most suicide attempts are preceded at some point by messages that the person is considering suicide. These messages can range from “I wish I weren’t here” to a very direct “I’m going to kill myself.” Nonverbal messages include giving away valuable possessions and putting legal, financial, and Schools affairs in order. Each type of message about suicide should be taken seriously. Other Signs of Distress - The more symptoms observed, the more likely the individual is truly distressed. These signs may include a drop in work attendance; drop in quality of office, class or laboratory work; generally tense or sad appearance; or inappropriate, bizarre responses such as talking off the topic and rambling.

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Guidelines for Dealing with Distressed Personnel

There are no absolutely correct procedures for dealing with a distressed employee. Each person has his or her own style of approaching and responding to others. Listed below are some suggestions for dealing with a distressed person. Know your personal limits as a helper. You may not feel comfortable trying to help someone cope with her/his problem. Sometimes a person is in need of much more time than you can honestly give or requires much deeper exploration of the problem area. In this scenario, the best course of action probably lies in helping them get to a competent professional or an agency that can provide the necessary services. To do this you can:

reassure the person for talking with you;

acknowledge they’re hurting;

be accepting and nonjudgmental;

indicate in a gentle but direct manner that professional assistance is the positive step needed to deal with the pain, and that you will assist her/him in finding competent professionals.

Understand the severity of the situation. If you are concerned about a person’s suicide potential, keep in mind that professionals assess the suicide potential, in part, by asking:

what the plan for suicide is—exactly how will it be done;

when and where the person intends to carry out the plan;

did the person ever attempt suicide before? The more specific and lethal the plan, the more recent a previous attempt, and the greater the ability to carry out the plan increases the risk for a fully executed suicide. You need not be afraid to ask these questions. These questions will not furnish people who are considering suicide with new ideas. Most people who are actively suicidal are more than willing to discuss their plans. Conversely, many people consider suicide from time to time in passing. The less specific and lethal the plan (e.g., “I guess I’d take a couple of sleeping pills sometime”) the less likely a suicide attempt. Get help from the professionals. If you are uncomfortable with or have questions about how to handle a crisis situation, seek help from professionals. Call the local HR Office, FASAP, Security Operations, or the Hospital Emergency Room for assistance.

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K. WEATHER & NATURAL DISASTER PROCEDURES

1. Weather Emergency Policy This document covers the University’s policies relating to snow and other inclement weather conditions. Because of the nature of the University’s services, the University policy is to remain open during inclement weather or other emergencies. A weather emergency is defined as an actual or imminent change in the atmosphere (e.g. snow, hurricane or a tornado) that is serious enough to disrupt the routine academic, research, service and administrative functions of the University. In the event of a weather emergency, the president of the University or appointed designee (normally the provost) in consultation with the vice president for human resources will decide whether and when to curtail operations and/or invoke the “required attendance policy”. When the required attendance policy is invoked, it means that all required attendance employees must report to work and/or remain at work. A required attendance employee is defined as an employee who has been designated as vital to the operation of a work group, whose presence is required regardless of the existence of an emergency condition, and whose presence allows the continuation of critical services, protects the safety and well-being of the University population and/or physical plant and supports necessary timely work. Examples of such employees could be security, engineers or other heating plant and maintenance personnel, snow removal employees, food service employees, University hospital-based employees, animal caretakers, clinical department employees, research assistants, administrative support, etc. Designated required attendance employees must remain at work or report to work. Employees who fail to remain at or report to work may be considered absent without approval pending discussion with a supervisor. Any decision to alter normal University operations will be relayed to the following radio and television stations for broadcast: Radio

WYPR-FM 88.1 (Baltimore)

WYPF-FM 88.1 (Frederick)

WBAL-AM 1090 (Baltimore)

WIYY-FM 97.9 (Baltimore)

WMAL-AM 630 (Washington)

WPOC-FM 93.1 (Baltimore)

WASH-FM 97.1 (Washington)

WTOP-AM 1500 (Washington)

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Television

Channels 2, 11, 13 and 45 (Baltimore)

Channels 4, 7 and 9 (Washington)

News Channel 8 (Washington cable)

Also posted online, http://webapps.jhu.edu/emergencynotices / or call 410.516.7781 or 1.800.548.9004 The announcements will specify whether any cancellation involves only day classes, only evening classes, or both day and evening classes and whether the required attendance policy has been invoked. If operations at the Applied Physics Laboratory or the Peabody Prep are to be curtailed, that fact will be announced separately in accordance with their emergency weather conditions procedures. The Applied Physics Laboratory weather emergency coordinator will alert the Weather Emergency Organization to stand by for instructions about contacting employees with telephone relay responsibilities. Annually, or on a rotating schedule, certain employees will be designated by their supervisors as required attendance employees. This designation should be put in writing indicating that these employees provide critical services and are required to report to work or remain at work. If you are not certain whether you are designated as a required attendance employee, check with your supervisor. Each unit/department will define its own staffing requirements in times of weather emergency. Human resources can provide guidance on making the determination. Required attendance employees will be provided with the University’s new weather emergency phone number for a recorded message about the required attendance policy status. Since weather conditions in the cities where Johns Hopkins has campuses may vary, there may be times when required attendance policy is invoked for some campuses and not others. In addition, conditions may be different on campus than they are in the area where an employee lives. In times of bad weather, required attendance employees should call the weather emergency number to check on the status of the campus where they work. If shuttle bus service among the Homewood, Peabody and East Baltimore campuses must be suspended, signs will be posted conspicuously at the main shuttle stops. In addition, announcements of service suspensions will also be relayed to the radio and television stations listed above and to the operator at the main University switchboard. Deans and directors of the relevant divisions will be notified. If primary or secondary schools, or day care facilities open late or close early because of inclement weather, affected parents may arrive at work late or leave early with the approval of their supervisors and charge the time off to accrued vacation or make it up at a time convenient to the supervisor. If staff members have responsibility for elderly or disabled dependents and care arrangements are effected by inclement weather, time off can be charged to accrued vacation or made up at a time convenient to the supervisor.

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In the event of a delayed opening, non-required employees do not receive an adjustment in pay or time off for reporting to work prior to the designated time. If the University opens late, i.e. one-half day late or more, and an employee elects to take vacation or a leave of absence without pay, they will be charged for one-half day of leave only, If the University announces it is opening late, but less than one-half day late, and an employee elects to take vacation or a leave of absence without pay, they will be charged for a full day of leave. If an employee is on paid scheduled vacation or sick leave and the University officially closes due to a weather/emergency, the time the University is officially closed will not be charged to accrued vacation or sick leave. However, the University must be officially closed for at least one-half day. Bargaining unit members are expected to report for work and will be paid for hours worked only. Those not able to work due to weather conditions will be given the option of having the time lost charged to accrued vacation or taken as unpaid leave. If members are designated as required attendance employees, they must report to work. Employees may leave early only at the discretion of their supervisors or their supervisors' designees. Time lost from work by non-exempt employees may be charged to accrued vacation or made up at a time convenient to the supervisor. Employees who are required to work will receive compensatory time off at a later date convenient to the employee and his or her supervisor. If the hours worked during the week exceed 40 hours for a non-exempt employee, compensatory time must be at the rate of one and one-half hours for each hour worked exceeding 40 within the same pay period, or the employee must be compensated at time and one-half. When the University invokes its required attendance employee procedure, regular full-time and part-time employees, who are not required to work, will be paid. However, during inclement weather, if the required attendance employee procedure has NOT been invoked, any regular employee failing to report to work will have such an absence charged to accrued vacation if available or otherwise, to unpaid leave of absence. Temporary, limited-time and casual employees cannot receive vacation and are not paid for time not worked. In an effort to make it easier to get good information on bad weather days or during an emergency, the University is opening its weather and emergency hotline to all faculty, staff and students in the eight academic divisions. The telephone line was created for use by required attendance employees who are needed to work even when the weather keeps most of us home. Your supervisor will advise you if you are a required attendance employee. The number in the Baltimore area is 410-516-7781. Outside the local Baltimore calling area, call (800) 548-9004. The system can accommodate hundreds, even thousands of calls an hour, depending on the length and complexity of a particular day's message. The phone line is programmed as soon as a decision regarding closures or delayed openings is made, normally about 6:00 a.m.

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2. Snow Emergency

Policy Statement


Rule – Snow Emergency

The University normally adheres to a policy of remaining open unless the situation is severe enough to warrant closing or opening on a delayed schedule. The President’s Office will determine, in conjunction with any necessary senior managers, on the appropriate measures to take for the situation. The University shall follow the established policy concerning weather emergencies.

Snow Emergency


1 ICS If there is a chance of an emergency reaching the level necessary to close or delay the opening of an organization, the ICS shall begin planning for the potential emergency.

2 ICS Determines the specific details of the situation and takes the necessary actions to protect life and secure property. Those actions may involve working with JHU to notify personnel of the threat. May also involve preparing the building(s) for the event. Considerations:

Windows/doors

Water damage to property and records

Release of sensitive documents due to broken windows, wind, etc

General security of facility due to damaged/unsecured doors and windows

3 ICS Notifications are made to the JHU Weather Emergency Line and any other media outlets deemed appropriate for the emergency.

4 Personnel Follow the instructions of their respective management in accordance with guidance from senior management.

5 Security Maintains bldg. security – issues are immediately reported to the ICS for resolution. It may be necessary to close a building due to insufficient staffing.

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3. Hurricane/Flooding Emergency

Policy Statement


Rule – Hurricane - Flooding Emergency


Hurricane-Flooding Emergency



2 ICS Determines the specific details of the situation and takes the necessary actions to protect life and secure property. Those actions may involve working with JHU to notify personnel of the threat. May also involve preparing the building(s) for the event. Considerations:

Windows/doors







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4. Tornado/High Wind Emergency

Policy Statement


Rule – Tornado – High Wind Emergency

The University normally adheres to a policy of remaining open unless the situation is severe enough to warrant closing or opening on a delayed schedule. The President’s Office will determine, in conjunction with any necessary senior managers, on the appropriate measures to take for the situation. The University shall follow the established policy concerning weather emergencies. Tornado Watch: Tornadoes are possible. Remain alert for approaching storms. Tornado Warning: A tornado has been sighted or indicated by weather radar. Take shelter. Before a Tornado: Be alert to changing weather conditions.

Listen to the radio or television newscasts for the latest information.

Look for approaching storms

Look for the following danger signs: o Dark, often greenish sky o Large hail o A large, dark, low-lying cloud (particularly if rotating) o Loud roar, similar to a freight train.

If you see approaching storms or any of the danger signs, be prepared to take shelter immediately.

Tornado – High Wind Emergency


1 ICS If there is a chance of an emergency reaching the level necessary to close or delay the opening of an organization, the ICS shall respond accordingly.

2 ICS Determines the specific details of the situation and takes the necessary actions to protect life and secure property. Those actions may involve working with JHH Emergency Management/JHU to notify personnel of the threat. May also involve preparing the building(s) for the event. Considerations:

Windows/doors





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4 Personnel Follow the instructions of their respective management in accordance with guidance from senior leadership/ICS. Go to a pre-designated shelter area such as a safe room, basement, or the lowest building level. If there is no basement, go to the center of an interior room on the lowest level (closet, interior hallway) away from corners, windows, doors, and outside walls. Put as many walls as possible between you and the outside. Get under a sturdy table and use your arms to protect your head and neck. Do not open windows. If you are in a vehicle, get out immediately and go to the lowest floor of a sturdy, nearby building. If you are outside, lie flat in a nearby ditch or depression and cover your head with your hands. Be aware of the potential for flooding. Do not get under an overpass or bridge. You are safer in a low, flat location. Never try to outrun a tornado in urban or congested areas in a car or truck. Instead, leave the vehicle immediately for safe shelter. Watch out for flying debris. Flying debris from tornadoes causes most fatalities and injuries.


5. Earthquake Emergency

Policy Statement


Rule – Earthquake Emergency


Earthquake Emergency



2 ICS Determines the specific details of the situation and takes the necessary actions to protect life and secure property.

3 ICS Notifications are made in accordance with established procedures.

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If Indoors:

DROP to the ground; take COVER by getting under a sturdy table or other piece of furniture; and HOLD ON until the shaking stops. If there isn’t a table or desk near you, cover your face and head with your arms and crouch in an inside corner of the building.

Stay away from glass, windows, outside doors and walls, and anything that could fall, such as lighting fixtures or furniture.

Use a doorway for shelter only if it is in close proximity to you and if you know it is a strongly supported, loadbearing doorway.

Stay inside until the shaking stops and it is safe to go outside.

Be aware that the electricity may go out or the sprinkler systems or fire alarms may turn on.

DO NOT use the elevators.

If outdoors:

Stay there.

Move away from buildings, streetlights, and utility wires.

Once in the open, stay there until the shaking stops. The greatest danger exists directly outside buildings, at exits and alongside exterior walls. Most earthquake-related casualties result from collapsing walls, flying glass, and falling objects.

If in a moving vehicle:

Stop as quickly as safety permits and stay in the vehicle. Avoid stopping near or under buildings, trees, overpasses, and utility wires.

Proceed cautiously once the earthquake has stopped. Avoid roads, bridges, or ramps that might have been damaged by the earthquake.

If trapped under debris:

Do not light a match.

Do not move about or kick up dust.

Cover your mouth with a handkerchief or clothing.

Tap on a pipe or wall so rescuers can locate you. Use a whistle if one is available. Shout only as a last resort. Shouting can cause you to inhale dangerous amounts of dust.


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L. INFRASTRUCTURE EMERGENCY

1. Electrical Outage

Policy Statement


Rule – Electrical Outage

During the disruption of utilities or mechanical equipment failure for a long duration that affects the entire building, there may be a need to shut the building down and evacuate all staff and visitors. Electrical outages affect all business units to some extent and may create unsafe situations. For those buildings where only a limited number of systems are on emergency power generators, there is a limit to the ability of staff to work without power. As battery powered emergency lighting reaches their limit, it would be increasingly difficult of those in areas without windows to make a safe egress. If electrical power is out for three hours and there is not any timetable from the power company as to when the power will return the building should be closed and personnel evacuated.

Electrical Outages


1 Bldg Occupant Upon notification that the building has lost electrical power, management shall direct personnel on the appropriate actions to take during the event. All personnel shall remain calm and follow the instructions of management.

2 ICS/Facilities Management

Facilities Management or the Incident Command Team, if necessary, shall coordinate and liaison with the local power authority to restore the electrical power.

3 ICS The Incident Commander shall determine the appropriate action for personnel in the affected building to follow during the outage. If the decision to close the building is made it will be communicated to the appropriate personnel in accordance with established ICS protocols.

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2. Technology/Telecom Emergency

Policy Statement


Rule – Tech/Tele-com Emer.

A technology or telecom emergency has the potential to affect the entire Schools and all personnel. A typical emergency is likely to be resolved within an hour, but may take longer depending on the extent of the emergency. Information Systems and JHU Telecom will resolve all serious issues as quickly as possible.

Technology/Telecom Emergency


1 User or Technology Staff

Upon discovery of an emergency involving the information systems network or the telecom services/equipment, an assessment of the scope and specifics of the problem shall be reported to the Incident Commander.

2 ICS Most instances of technology emergency may not require the full ICS, but at least the Incident Commander shall be notified to ensure the appropriate personnel are involved.

3 ICS The ICS shall determine the proper actions to take with respect to notifying higher-level ICS staff.

3. Sabotage

Policy Statement


Rule – Sabotage

Sabotage, depending on the extent of the damage, may be a violation of state law and therefore an issue that should be reported to the appropriate law enforcement organization. Sabotage may well range from a minor act to a major incident resulting in millions of dollar in damages. It is at the discretion of the organization to pursue law enforcement involvement, but it is advisable for the organization to facilitate this involvement to protect their rights.

Sabotage


1 Person Discovering Damage

The person discovering the incident should report all available details to security. If there is no on-site security the person should report this to their manager so that the report may be sent to the appropriate ICS.



3 ICS Some instances of sabotage will not require the full ICS, but at least the Incident Commander should be notified to ensure that the necessary functional leaders are involved.

4 ICS It is important to protect the privacy of the organization. The organization should not issue opinions or information concerning the incident unless senior management approves. Any requests of this sort must be reviewed and approved by the appropriate personnel (Incident Commander and Agency Executive at least.)

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4. HVAC Outage

Policy Statement


Rule – HVAC Outage

During the disruption of utilities or mechanical equipment failure for a long duration that affects the entire building, there may be a need to shut the building down and evacuate all staff and visitors. HVAC outages affect all business units to some extent and may create unsafe situations. If the mechanical system failure causes the HVAC to be inoperable for an extended period of time the ability to maintain temperature in the building is lost. ASHRAE temperature recommendation for comfort is between 68 o F and 82o F. Temperatures slightly outside this range may be uncomfortable but pose no health risk to staff. However, temperatures that are more than 10% from this range may pose a health risk for those with medical conditions. If during the HVAC failure the temperature rises above 90o F or below 60o F, the building should be closed and personnel evacuated.

HVAC Outages


1 Bldg Occupant Upon notification that the building has lost HVAC functionality, management shall direct personnel on the appropriate actions to take during the event. All personnel shall remain calm and follow the instructions of management.


Facilities Management or the Incident Command Team, if necessary, shall coordinate and liaison with the local power authority to restore the HVAC functionality.


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5. Water/Sewage Outage

Policy Statement


Rule – Water/ Sewage Outage

During the disruption of utilities or mechanical equipment failure for a long duration that affects the entire building, there may be a need to shut the building down and evacuate all staff and visitors. Water/sewage outages affect all business units to some extent and may create unsafe situations. If the water supply to the building is lost for a period of more than two hours the situation arises that staff are not able to use restrooms or to wash their hands. This poses a health risk to personnel if the water is not likely to be restored within two hours. The building should be vacated and personnel relocated if possible.

Water/Sewage Outages


1 Bldg Occupant Upon notification that the building has lost water/sewage functionality, management shall direct personnel on the appropriate actions to take during the event. All personnel shall remain calm and follow the instructions of management.


Facilities Management or the Incident Command Team, if necessary, shall coordinate and liaison with the local power authority to restore the water/sewage functionality.


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6. Environmental/Freezer Unit Emergency

Policy Statement


Rule – Environmental – Freezer Unit Emergency

During the disruption of utilities or mechanical equipment failure for a long duration, that affects the environmental/freezer units and thereby the biosafety integrity of the unit, there may be a need to shut the building down and evacuate all staff and visitors. While this is an extreme example, it is a possibility and must be considered in planning a response. Freezer unit outages affect all business units to some extent, and certainly, the specific researcher responsible for the unit, but more importantly may create unsafe situations because of the thawing of the samples inside the unit. If the environmental /freezer unit functionality is lost for a period that Health, Safety and Environment determines to be unsafe, and therefore a health risk to personnel, HSE may decide that it is necessary to vacate the building, or a section thereof, until the incident has been resolved.

Environmental-Freezer Unit Emergency


1 Security Officer

If after hours, upon notification through a local freezer alarm the reporting security officer shall follow the instructions for notifying the personnel on the call list for the appropriate freezer unit(s). The Officer shall log the actions taken and the response of the personnel contacted.

2 Researcher or designee

Shall take the appropriate actions to safeguard the integrity of the contents of the environment-freezer unit to ensure that the safety and health of JHUCarey buildings and personnel are not compromised. Any problems with freezer units that require action shall be given high priority by the PI or designee. If there is a health risk, the ICS shall be notified immediately.

3 ICS Once notified of the health risk from the failed freezer unit(s), the ICS shall coordinate with the proper authority to resolve the incident.


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7. Property Damage – High Profile

Policy Statement


Rule – Property Damage

Property damage is a violation of state law - it is a crime, and therefore an issue that should be reported to the local police. It is at the discretion of the organization to pursue police involvement, but it is advisable for the organization to facilitate this involvement to protect their rights.

Property Damage


1 Person Discovering Damage

The person discovering the incident should report all available details to security. If there is no on-site security the person should report this to their manager so that the report may be sent to the appropriate ICS.



3 ICS Most instances of property damage will not require the full ICS, but at least the incident Commander should be notified to ensure that the PIO is involved. If the damage is in a public location it may be necessary to cover or conceal the damage to protect the privacy of the organization.

4 ICS It is important to repair or replace any damage as quickly as possible if feasible. Some damage may not be replaceable, e.g. historical stature is damaged. The ICS must resolve the issue quickly to restore an image of calm.

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M. DISTURBANCE

1. Strike-Work Stoppage

Policy Statement


Rule – Strike – Work Stoppage

A strike/work stoppage may have serious legal and monetary implications for those involved, to include the Schools, and therefore an issue that must be carefully addressed. Support Services Security has a draft plan prepared with the basic information that will be updated according to the specifics of the incident.

Strike – Work Stoppage


1 Office/Dept Manager

The JHUCarey representative interfacing with the bargaining unit determines the likelihood of a contract issue at least 2 months before the end of the contract. If it appears there may be a contract negotiation problem, JHUCarey senior management shall be notified so that the draft plan may be updated to address the issue.

2 Security Administrator

Security Administrator shall update the draft strike plan to include all current information. The ICS reviews the plan for completeness and appropriateness of preparations.

3 ICS Approves or alters the plan according to the situation. The Incident Commander approves any actions in connection with strike preparations. The ICS shall maintain regular and timely communications with management and security to ensure that all necessary parties are kept abreast of the situation.

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2. Civil Disobedience - Riot

Policy Statement


Rule – Civil Disobedience - Riot

A strike/work stoppage may have serious legal and monetary implications for those involved, to include the Schools, and therefore an issue that must be carefully addressed. Support Services Security has a draft plan prepared with the basic information that will be updated according to the specifics of the incident.

Civil Disobedience - Riot


1 Person Discovering Incident

Upon discovering that there is a civil disobedience or riot incident occurring on or around the JHUCarey buildings/offices, Security shall be notified immediately.

2 Security The Security Director shall notify the JHUCarey ICS upon verification of the incident. The ICS shall make all policy decisions unless there is an imminent risk to life safety/security of personnel or property assets of JHUCarey, otherwise the on-scene Security Director shall ensure life safety issues are addressed.

3 ICS The ICS shall ensure that personnel and property assets of JHUJHUCarey are safeguarded and proper precautions are taken to protect the interests of the University. The ICS shall also consider the rights of the personnel to display their civil liberties in a responsible manner. If necessary the Baltimore Police shall be contacted to assist in any unacceptable displays of vandalism or violence.

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N. TRANSPORTATION

1. Traffic Accident

Policy Statement


Rule – Traffic Accident

A traffic accident may have serious legal and monetary implications for those involved and therefore an issue that should be reported to the local police. It is important to safeguard personnel from injury in the area of the accident as well as reducing traffic congestion.

Traffic Accident


1 Person Discovering Accident

The person discovering the incident should report all available details to security. If there is no on-site security the person should report this to the local police. It is advisable to report this to their manager so that the report may be sent to the appropriate ICS.


A detailed, professional report is both advisable and necessary to protect the operators and the organization. A proper report consists of detailing who, what, where, when, how and why an incident occurred. Normally, the local police will handle the entire traffic accident, but it may be necessary for security to provide assistance in keeping pedestrians away from the scene. The security managers shall determine the feasibility and appropriateness of providing assistance. It may be necessary to provide medical assistance (first-aid) because of injuries. Medical assistance should be requested as soon as possible if necessary.

3 ICS Most instances of a traffic accident will not require the full ICS, but at least the incident Commander should be notified to ensure that the PIO is involved. If the accident resulted in property damage it is important to address both the traffic accident and property damages aspects of the incident.

4 ICS It is important to repair or replace any damage as quickly as possible if feasible. Some damage may not be replaceable, e.g. historical stature is damaged. The ICS must resolve the issue quickly to restore an image of calm.

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2. Aircraft Accident

Policy Statement


Rule – Aircraft Accident

An aircraft accident may have serious legal and monetary implications for those involved and therefore an issue that must be reported to the local police. It is important to safeguard personnel from injury in the area of the accident as well as reducing traffic congestion.

Aircraft Accident


1 Person Discovering Accident

The person discovering the incident should report all available details to security – security shall notify the police. If there is no on-site security the person should report this to the local police. It is advisable to report this to their manager so that the report may be sent to the appropriate ICS.


A detailed, professional report is both advisable and necessary to protect the operators and the organization. A proper report consists of detailing who, what, where, when, how and why an incident occurred. Normally, the local police will handle the entire accident, but it may be necessary for security to provide assistance in keeping pedestrians away from the scene. The security managers shall determine the feasibility and appropriateness of providing assistance. It may be necessary to provide medical assistance (first-aid) because of injuries. Medical assistance should be requested as soon as possible if necessary.

3 ICS It is likely that the ICS will be involved because an aircraft accident in the Baltimore vicinity will result in significant media attention and possibly collateral damage. The incident Commander must be notified to ensure that the PIO is involved. If the accident resulted in property damage it is important to address both the accident and property damage aspects of the incident.

4 ICS It is likely that the federal government will become involved in the accident and will probably determine when the crash site is released. The organization should attempt to provide any reasonable assistance during the investigation to help resolve it quickly. The Incident commander will maintain appropriate contact with senior management during the incident.

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3. Mass Transportation Outage

Policy Statement


Rule – Mass Trans Outage

A mass transportation outage is likely to be a regional issue affecting not only JHU, but also the city of Baltimore and the surrounding areas. Safety is always the first concern and should be or paramount concern to the personnel at JHUCarey.

Mass Transportation Outage


1 ICS Upon notification of a mass transportation outage, the ICS shall review the situation and consider options with guidance from the JHU ICS.


All Security Officers shall continue their posts until relived by Security. The Security Administrator shall provide guidance and direction on specifics concerning the operation and accessibility of JHUCarey buildings.

3 ICS All information from the ICS to the public (internal and external) shall be reviewed and released through the PIO.

4 ICS The ICS shall maintain contact with the appropriate higher level ICS/management and coordinate actions in the best interests of the Schools.

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4. International Travel Emergencies

Policy Statement


Rule – International Travel

International travel is part of the expected involvement in research projects and programs in foreign countries. Personnel are expected to comply with all JHU and JHUCarey guidance and requirements, including registering their trips in the International Travel Registry. The safety of its personnel while traveling, particularly abroad, is of paramount concern to the Schools.

International Travel Emergencies


1 ICS Upon notification of an emergency in a foreign country, check the following sources to determine if any JHUCarey personnel are listed as traveling in the affected region/country.

International Travel Resources: https://my.jhu.edu/sites/itr/default.aspx

Log on to the Travel Registry page and search under lists of registered trips.

Contact all Administrators in case personnel failed to register on the Travel Registry.

Contact Risk Management with the names and locations of all affected personnel to expedite International SOS authorization, should their assistance be required.

2 ICS If there are personnel in an affected country or region, inform International SOS with the names and all identifying information possible. The decision to request extraction of personnel will be based on the situation, recommendations from the US State Dept. and the University Incident Command. It is also advisable to attempt to contact the personnel to gain more information concerning local conditions and coordinate assistance.

3 Affected Personnel

Contact your country’s embassy (or consulate) and International SOS - provide all requested information. US citizens are expected to comply with all State Department orders. Utilize the Safety and Security Plan for your location (if applicable) and as conditions allow, communicate with your department to update them on your status.

4 ICS The ICS shall monitor conditions, maintain contact with departments, the appropriate University ICS teams, and International SOS and risk management as necessary throughout the crisis to coordinate actions in the best interests of the Schools.

https://my.jhu.edu/sites/itr/default.aspx

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11. DEMOBILIZATION AND RECOVERY

A. COMMUNICATIONS AND VERIFICATION PROCESS See specific incident reports for actions to be taken.

B. AFTER ACTION REPORT PROCESS The ICS will meet after the crisis incident is over to evaluate and make recommendations about our performance during the incident. 12. CRISIS MANAGEMENT SUPPORT DOCUMENTS

A. EMERGENCY CONTACT LIST – JHUCAREY The Contact list is found in Attachment 1.

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13. HAZARD VULNERABILITY ANALYSIS – CAUSE BASED Hazard Vulnerability Analysis – Cause Based

Pro

bab

ility

of

Occ

urr

ence

Hig

h

Fire Emergency: routine Assault Snow Emergency

Mo

der

ate

Hig

h Mental Health Emergency: all

personnel Medical Emergency Infrastructure Outage: short-term - intermediate-term Traffic Accident – on-campus

Wide-scale Food borne illness

Mo

der

ate

Low

Suspicious Package Strike-Work Stoppage

Fire Emergency: large-scale Biological Emergency Chemical Emergency Radiological Emergency Severe Weather: Hurricane/Flooding Emergency Tornado/High Wind Emergency Earthquake

Low

Bomb Threat: random/general

Bomb Threat: creditable/specific Mass Transportation Outage Aircraft Accident Suicide/Homicide on campus Sexual Assault/Rape

Fire Emergency: catastrophic Explosion Active Shooter Hostage Food/Water Contamination Infrastructure Outage: long-term Civil Disobedience-Riot Mass Casualty Event on Campus Water outage Earthquake causing significant structural damage Pandemic or large scale infectious disease event

Low Moderate High

Magnitude of Business Operations Impact

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14. TYPOLOGY AND RESPONSE LEVELS

In instances where the JHUCarey Incident Command Team determines that a "local crisis" requires a University response, the appropriate higher-level ICS shall be contacted expeditiously. JHUCarey response actions are based on a “culture of risk management”. Incidents that develop within the School’s purview will be handled at the lowest, most appropriate level.

Crisis Effects

Level I - Routine Business -

Level II JHUCarey - ICS -

Level III - Johns Hopkins University -

Level IV - CEPAR -

Loss of Personnel

Injuries/illnesses commonly seen every day at work

Injuries involving an easily resolved facility issue.

Impact on local/limited employee population

Serious injury and/or fatality Illness outbreak of suspicious

nature Threatened or actual

kidnapping, extortion, or sabotage

Senior executive(s) death that significantly impacts the Schools

Multiple fatalities involving Campus

Biochemical agent exposure

Impact on broad employee population

Technology/ Telecom

Minor Business outage temporarily (less than 4 hours) impacts 1 or 2 business units or critical functions

Minor telecom outage impacting single facility

Business outage impacts 1 to 2 business units for 24 hours, or major Business outage impacts several business units for less than 4 hours

Minor telecom outage of less than 1 hour

Business outage impacting several business units and critical functions for more than 24 hours

Telecom outage impacting major bldg

Business outage impacting the East Baltimore Campus

Outage of all telecom for E. Balt Campus

As Needed

Physical Assets

Incident causes minimal, if any, damage

Facility aging/ deterioration (e.g., mold)

Minor property damage

Facility issues Minor to major

property damage Threat requires

temporary evacuation

Critical location evacuated and partially destroyed or inoperable

Extensive property damage affecting Campus

Critical location(s) destroyed

As Needed

Business Impact

Little business interruption

Minor interruption Significant university interruption

As Needed

Hazardous Materials

Little, if any, clean up required

Contamination with unlikely health or safety impact

Simple clean-up

Contamination with likely immediate or future health or safety impact

Extensive clean-up

Major / extensive contamination with health or safety issues

Financial Incident has minimal potential to impact earnings, or involves normal capital expenditures

Incident has elevated potential to impact normal capital expenditures

Incident has potential to seriously impact earnings, or involves significant capital expenditures

As Needed

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Crisis Effects

Level I - Routine Business -

Level II JHUCarey - ICS -

Level III - Johns Hopkins University -

Level IV - CEPAR -

Legal Potential local government impact

Potential for more than 1 lawsuit from same or similar cause

Routine govt. inquiry

Class action lawsuit with high-visibility

Potential indictment of employee

Government investigation of Schools and/or staff/faculty

As Needed

Regulatory One instance of unauthorized use of passwords, ID codes, ID badge

One instance of a Business falling out of regulatory compliance

Limited instances of unauthorized use of password/ID codes, ID badge

Limited instances of a Business falling out of regulatory compliance

Multiple instances of unauthorized use of passwords, ID codes, ID badges

Widespread instances of unauthorized use of passwords, ID codes, ID badges

Multiple - widespread instances of falling out of regulatory compliance

As Needed

Publicity/ Reputation

Potential for local media coverage

Local media coverage

Potential for public criticism

Public criticism Negative media coverage;

likely to trigger negative national media

As Needed

Other Potential union effect - not materially impacting operations, brand, personnel or visitors

Likely union effect - potential to materially impact operations, brand, personnel or visitors

Work stoppages/picketing at locations impact ability to conduct business

Material impact to operations, brand, personnel or visitors

As Needed

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15. ICS RELATED TEMPLATES AND REFERENCE

A. JHUCAREY INCIDENT/CRISIS MANAGEMENT LOG

What is the problem?

TIME: TIME: TIME:

What Business processes are affected?

What Information Technology processes are affected?

What Offices/Departments are affected?

What are the priority activities to resolve?

What specific actions need to happen to resolve?

Who is working problem?

What is ETA?

How often to communicate?

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16. GLOSSARY

(Taken from ASIS SPC.1-2009, all rights reserved to ASIS)

For the purposes of this document, the terms and definitions given apply.

a. Acceptable Downtime: Maximum elapsed time between a disruption and restoration of needed operational capacity or capability.

b. Alternate Worksite: A work location, other than the primary location, to be used when the

primary location is not accessible.

c. Asset: Anything that has value to the organization.

d. Auditor: Person with competence to conduct an audit.

e. Continual Improvement: Recurring process of enhancing the organizational resilience (OR) management system in order to achieve improvements in overall OR management performance consistent with the organization’s OR management policy. NOTE: The process need not take place in all areas of activity simultaneously.

f. Corrective Action: Action to eliminate the cause of a detected nonconformity.

g. Critical Activity: Any function or process that is essential for the organization to deliver its

products and/or services.

h. Criticality Assessment: A process designed to systematically identify and evaluate an organization’s assets based on the importance of its mission or function, the group of people at risk, or the significance of a disruption on the continuity of the organization.

i. Conformity: Fulfillment of a requirement.

j. Consequence: Outcome of an event. NOTE 1: There can be more than one consequence from one event. NOTE 2: Consequences can range from positive to negative. NOTE 3: Consequences can be expressed qualitatively or quantitatively.

k. Continuity: Strategic and tactical capability, pre-approved by management, of an organization to

plan for and respond to conditions, situations, and events in order to continue operations at an acceptable predefined level.

l. Continuity Strategy: Approach by an organization intended to ensure continuity and ability to

recover in the face of a disruptive event, emergency, crisis, or other major outage.

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m. Crisis: An unstable condition involving an impending abrupt or significant change that requires urgent attention and action to protect life, assets, property, or the environment.

n. Crisis Management: Holistic management process that identifies potential impacts that threaten

an organization and provides a framework for building resilience, with the capability for an effective response that safeguards the interests of its key stakeholders, reputation, brand, and value-creating activities – as well as effectively restoring operational capabilities. NOTE: Crisis management also involves the management of preparedness, mitigation response, and continuity or recovery in the event of an incident – as well as management of the overall program through training, rehearsals, and reviews to ensure the preparedness, response, and continuity plans stays current and up-to-date.

o. Crisis Management Team: Group of individuals functionally responsible for directing the

development and execution of the response and operational continuity plan, declaring an operational disruption or emergency/crisis situation, and providing direction during the recovery process, both pre-and post-disruptive incident. NOTE: The crisis management team may include individuals from the organization as well as immediate and first responders, stakeholders, and other interested parties.

p. Criticality: Of essential importance with respect to objectives and/or outcomes.

q. Damaging Potential: Harmful potential of an event, whether anticipated or unanticipated, that

would impact on the ability of the organization to function effectively, cause critical harm to infrastructure, result in significant human or property losses to the organization or its stakeholders, or cause adverse effects to the reputation or integrity of the organization.

r. Disaster: Event that causes great damage or loss.

s. Disruption: An event that interrupts normal business, functions, operations, or processes,

whether anticipated (e.g., hurricane, political unrest) or unanticipated (e.g., a blackout, terror attack, technology failure, or earthquake). NOTE: A disruption can be caused by either positive or negative factors that will disrupt normal functions, operations, or processes.

t. Document: Information and supporting medium.

NOTE: The medium can be paper, magnetic, electronic or optical computer disc, photography or master sample, or a combination thereof.

u. Emergency: Sudden, urgent, usually unexpected occurrence or event requiring immediate action.

NOTE: An emergency is usually a disruptive event or condition that can often be anticipated or prepared for, but seldom exactly foreseen.

v. Exercises: Evaluating OR management programs, rehearsing the roles of team members and staff,

and testing the recovery or continuity of an organization’s systems (e.g., technology, telephony, administration) to demonstrate OR management competence and capability. NOTE 1: Exercises include activities performed for the purpose of training and conditioning team members and personnel in appropriate responses with the goal of achieving maximum

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performance. NOTE 2: An exercise can involve invoking response and operational continuity procedures, but is more likely to involve the simulation of a response and/or operational continuity incident, announced or unannounced, in which participants role-play in order to assess what issues might arise, prior to a real invocation.

w. Evacuation: Organized, phased, and supervised dispersal of people from dangerous or potentially

dangerous areas.

x. Event: Occurrence or change of a particular set of circumstances. NOTE 1: Nature, likelihood, and consequence of an event cannot be fully knowable. NOTE 2: An event can be one or more occurrences, and can have several causes. NOTE 3: Likelihood associated with the event can be determined. NOTE 4: An event can consist of a non occurrence of one or more circumstances. NOTE 5: An event with a consequence is sometimes referred to as “incident”.

y. Facility (infrastructure): Plant, machinery, equipment, property, buildings, vehicles, information

systems, transportation facilities, and other items of infrastructure or plant and related systems that have a distinct and quantifiable function or service.

z. Hazard: Possible source of danger, or conditions (physical or operational) that have a capacity to

produce a particular type of adverse effects.

aa. Impact: Evaluated consequence of a particular outcome.

bb. Impact Analysis: Process of analyzing all operational functions and the effect that an operational interruption might have upon them. NOTE: Impact analysis includes Business Impact Analysis – the identification of critical business assets, functions, processes, and resources as well as an evaluation of the potential damage or loss that may be caused to the organization resulting from a disruption (or a change in the business or operating environment). Impact analysis identifies: 1) how the loss or damage will manifest itself; 2) how that degree for potential escalation of damage or loss with time following an Incident; 3) the minimum services and resources (human, physical, and financial) needed to enable business processes to continue to operate at a minimum acceptable level; and 4) the timeframe and extent within which activities, functions, and services of the organization should be recovered.

cc. Incident: Event that has the capacity to lead to human, intangible or physical loss, or a disruption

of an organization’s operations, services, or functions – which, if not managed, can escalate into an emergency, crisis, or disaster.

dd. Incident Command Team: Consists of trained, knowledgeable personnel possessing the requisite

skills to manage an emergency event.

ee. Integrity: The property of safeguarding the accuracy and completeness of assets.

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ff. Internal Audit: Systematic, independent, and documented process for obtaining audit evidence and evaluating it objectively to determine the extent to which the management system audit criteria set by the organization are fulfilled. NOTE: In many cases, particularly in smaller organizations, independence can be demonstrated by the freedom from responsibility for the activity being audited.

gg. Management Plan: Clearly defined and documented plan of action, typically covering the key

personnel, resources, services, and actions needed to implement the incident management process.

hh. Mitigation: Limitation of any negative consequence of a particular incident.

ii. Mutual Aid Agreement: Pre-arranged agreement developed between two or more entities to

render assistance to the parties of the agreement.

jj. Nonconformity: Non-fulfillment of a requirement.

kk. Objective: Overall goal, consistent with the policy that an organization sets itself to achieve.

ll. Organization: Group of people and facilities with an arrangement of responsibilities, authorities, and relationships. NOTE: An organization can be a government or public entity, company, corporation, firm, enterprise, institution, charity, sole trade or association, or parts or combinations thereof.

mm. Organizational Resilience (OR) Management: Systematic and coordinated activities and practices

through which an organization manages its operational risks, and the associated potential threats and impacts therein.

nn. Organizational Resilience (OR) Management Program: Ongoing management and governance

process supported by top management; resourced to ensure that the necessary steps are taken to identify the impact of potential losses; maintain viable recovery strategies and plans; and ensure continuity of functions/products/services through exercising, rehearsal, testing, training, maintenance, and assurance.

oo. Policy: Overall intentions and direction of an organization, as formally expressed by top

management.

pp. Preparedness (readiness): Activities, programs, and systems developed and implemented prior to an incident that may be used to support and enhance mitigation of, response to, and recovery from disruptions, disasters, or emergencies.

qq. Prevention: Measures that enable an organization to avoid, preclude, or limit the impact of a

disruption.

rr. Preventive action: Action to eliminate the cause of a potential nonconformity.

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ss. Prevention of hazards and threats: Process, practices, techniques, materials, products, services, or resources used to avoid, reduce, or control hazards and threats and their associated risks of any type in order to reduce their potential impact.

tt. Probability: Extent to which an event is likely to occur.

NOTE 1: The mathematical definition of probability is “a real number in the scale of 0 to 1 attached to a random event. It can be related to a long-run relative frequency of occurrence or to a degree of belief that an event will occur. For a high degree of belief, the probability is near 1.” NOTE 2: Frequency rather than probability may be used to describe risk. NOTE 3: Degrees of belief about probability can be chosen as classes or ranks, such as:

-rare/unlikely/moderate/likely/almost certain; or -incredible/improbable/remote/occasional/probable/frequent.

uu. Procedure: Specified way to carry out an activity.

NOTE: Procedures can be documented or not.

vv. Record: Document stating results achieved or providing evidence of activities performed.

ww. Recovery time objective (RTO): Time goal for the restoration and recovery of functions or resources based on the acceptable down time and acceptable level of performance in case of a disruption of operations.

xx. Residual risk: Risk remaining after risk treatment.

yy. Resilience: The adaptive capacity of an organization in a complex and changing environment.

NOTE 1: Resilience is the ability of an organization to resist being affected by an event or the ability to return to an acceptable level of performance in an acceptable period of time after being affected by an event. NOTE 2: Resilience is the capability of a system to maintain its functions and structure in the face of internal and external change and to degrade gracefully when it must.

zz. Resources: Any asset (human, physical, information or intangible), facilities, equipment,

materials, products or waste that has potential value and can be used.

aaa. Response plan: Documented collection of procedures and information that is developed, compiled, and maintained in readiness for use in an incident.

bbb. Response program: Plan, processes, and resources to perform the activities and services

necessary to preserve and protect life, property, operations, and critical assets. NOTE: Response steps generally include incident recognition, notification, assessment, declaration, plan execution, communications, and resources management

ccc. Response team: Group of individuals responsible for developing, executing, rehearsing, and

maintaining the response plan, including the processes and procedures.

ddd. Risk: Effect of uncertainty on objectives. NOTE 1: An effect is a deviation from the expected – positive and/or negative.

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NOTE 2: Objectives can have different aspects such as financial, health and safety, and environmental goals and can apply at different levels such as strategic, organization-wide, project, product, and process. NOTE 3: Risk is often characterized by reference to potential events, consequences, or a combination of these and how they can affect the achievement of objectives. NOTE 4: Risk is often expressed in terms of a combination of the consequences of an event or a change in circumstances, and the associated likelihood of occurrence.

eee. Risk acceptance: Informed decision to take a particular risk.

NOTE 1: Risk acceptance can occur without risk treatment or during the process of risk treatment. NOTE 2: Risk acceptance can also be a process. NOTE 3: Risks accepted are subject to monitoring and review.

fff. Risk analysis: Process to comprehend the nature of risk and to determine the level of risk.

NOTE: Risk analysis provides the basis for risk evaluation and decisions about risk treatment.

ggg. Risk assessment: Overall process of risk identification, risk analysis, and risk evaluation. NOTE: Risk assessment involves the process of identifying internal and external threats and vulnerabilities, identifying the probability and impact of an event arising from such threats or vulnerabilities, defining critical functions necessary to continue the organization’s operations, defining the controls in place necessary to reduce exposure, and evaluating the cost of such controls.

hhh. Risk communication: Exchange or sharing of information about risk between the decision-maker

and other stakeholders. NOTE: The information can relate to the existence, nature, form, probability, severity, acceptability, treatment, or other aspects of risk.

iii. Risk criteria: Terms of reference by which the significance of risk is assessed.

NOTE: Risk criteria can include associated cost and benefits, legal and statutory requirements, socio-economic and environmental aspects, the concerns of stakeholders, priorities, and other inputs to the assessment.

jjj. Risk management: Coordinated activities to direct and control an organization with regard to risk.

NOTE: Risk management generally includes risk assessment, risk treatment, risk acceptance, and risk communication.

kkk. Risk reduction: Actions taken to lessen the probability, negative consequences, or both,

associated with a risk.

lll. Risk tolerance: Organization’s readiness to bear the risk after risk treatments in order to achieve its objectives. NOTE Risk tolerance can be limited by legal or regulatory requirements.

mmm. Risk transfer: Sharing with another party the burden of loss or benefit or gain, for a risk.

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NOTE 1: Legal or statutory requirements can limit, prohibit, or mandate the transfer of certain risk. NOTE 2: Risk transfer can be carried out through insurance or other agreements. NOTE 3: Risk transfer can create new risks or modify existing risks. NOTE 4: Relocation of the source is not risk transfer.

nnn. Risk treatment: Process of selection and implementation of measures to modify risk.

NOTE 1: The term “risk treatment” is sometimes used for the measures themselves. NOTE 2: Risk treatment measures can include avoiding, optimizing, transferring, or retaining risk.

ooo. Security: The condition of being protected against hazards, threats, risks, or loss. NOTE 1: In the general sense, security is a concept similar to safety. The distinction between the two is an added emphasis on being protected from dangers that originate from outside. NOTE 2: The term "security" means that something not only is secure but that it has been secured.

ppp. Security aspects: Those characteristics, elements, or properties which reduce the risk of unintentionally, intentionally, and naturally-caused crises and disasters that disrupt and have consequences on the products and services, operation, critical assets, and continuity of the organization and its stakeholders.

qqq. Simulation exercise: Test performed under conditions as close as practicable to real world

conditions.

rrr. Source: Anything which alone or in combination has the intrinsic potential to give rise to risk. NOTE: A risk source can be tangible or intangible.

sss. Stakeholder (interested party): Person or group having an interest in the performance or success

of an organization. NOTE: The term includes persons and groups with an interest in an organization, its activities and its achievements – e.g., customers, clients, partners, employees, shareholders, owners, vendors, the local community, first responders, government agencies, and regulators.

ttt. Supply chain: The linked set of resources and processes that begins with the acquisition of raw

material and extends through the delivery of products or services to the end user across the modes of transport. The supply chain may include suppliers, vendors, manufacturing facilities, logistics providers, internal distribution centers, distributors, wholesalers, and other entities that lead to the end user.

uuu. Target: Detailed performance requirement applicable to the organization (or parts thereof) that

arises from the objectives and that needs to be set and met in order to achieve those objectives.

vvv. Testing: Activities performed to evaluate the effectiveness or capabilities of a plan relative to specified objectives or measurement criteria. Testing usually involves exercises designed to keep teams and employees effective in their duties, and to reveal weaknesses in the preparedness and response/continuity/recovery plans.

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www. Threat: Potential cause of an unwanted incident, which may result in harm to individuals, assets, a system or organization, the environment, or the community.

xxx. Top management: Directors, managers, and officers of an organization that can ensure effective

management systems – including financial monitoring and control systems – have been put in place to protect assets, earning capacity, and the reputation of the organization.

yyy. Vulnerability: Intrinsic properties of something that create susceptibility to a source of risk that

can lead to a consequence.

zzz. Vulnerability assessment: The process of identifying and quantifying vulnerabilities.

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Carey Business School Management Council

Office Home Mobile Email

Bernie Ferrari 410.234.9210 410.800.2803 443.970.6489 [email protected]

Glenn Steinbach 410.234.9360 410.252.8381 443.465.1461 [email protected]

Jennifer Dotzenrod

410.234.9242 410.715.1790 443.745.0076 [email protected]

Katy Montgomery 410.234.9467 202.997.4098 202.997.4098 [email protected]

Kelly Brown 410.234.9352 301.681.4039 443.902.1258 [email protected]

Kevin Frick 410.234.9272 410.614.4018 410.340.9314 [email protected]

Monica Moore 410.234.9241 301.384.1480 202.330.7811 [email protected]

Oksana Carlson 443.683.0211 443.683.0211 443.683.0211 [email protected]

Phillip Phan 410.234.9434 410.637.3428 518.961.1600 [email protected]

Rhett Wilson 410.234.9433 410.456.6780 410.456.6780 [email protected]

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Building Floor plans and area maps

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WASHINGTON DC CENTER-1625 Massachusetts Ave NW

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EXACUATION PLANS:

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Crisis Management Plan Revision History The following table MUST be completed when document revisions are made.

Date Description of Change Author Version #

11/30/13 Initial Crisis Management Plan Document Issued Glen Steinbach 1.0

12/23/13 Document formatted and TOC edited Evie Uhlfelder 1.1

6/3/14 Primary EOC updated to 603/604 following BCP exercise to enable walking down the stairs to the EOC rather than up 6 flights

Glen Steinbach / Fred Klapetzky

1.2

11/13/14 Updated contact information, additions of Management Council and BCP team

Tim Parsons 1.3

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