This Section of the EMP identifies FHSU's preparedness strategies and defines the roles and responsibilities of various groups utilized in the preparedness process. Level 2 –A major emergency that disrupts the operations of FHSU and may necessitate closing the institution for a period of time. The first responder to an event will make a preliminary determination of the level of emergency.
Whenever possible, an instant alert will be sent using the FHSU e-mail system, and an emergency alert will be posted on the FHSU home page.
The Incident Command System (ICS) is used to manage emergency incidents and significant non-emergency events, such as Commencement. The on-scene Incident Commander (IC) is the individual in the field responsible for all incident activities, including developing strategies and ordering resources.
In a crisis requiring response by local emergency personnel, the IC will initiate Unified Command. FHSU General Counsel serves as the Coordinator of the Critical Incident Policy Group (CIPG) and, members are appointed by the President to create, evaluate, implement and review the provisions of the EMP.
The CIPG includes the President, Vice President for Administration and Finance, Vice President for Student Affairs, General Counsel, Associate Vice President for Student Affairs and Registrar, Director of FHSU Police, Director of University Relations, and two appointed faculty representatives.
Four working groups report directly to the CIPG, and include: the BIT, the Continuity of Operations Planning (COOP) group, the Crisis Training Group and the Information Security Team. During a declared emergency, the Emergency Co-Managers activate the EMP, open the EOC if a level 2 or 3 emergency is declared, and coordinate the actions of the general staff. When the EOC is activated, the emergency co-manager representing public safety will coordinate the Operations area of the EOC, while the emergency co-manager representing administration will coordinate the Planning, Logistics and Finance functional areas. Following the conclusion of an emergency, the Emergency Co-Managers will provide debriefings to both FHSU administration and the CIPG, recommending any necessary changes to campus safety policies or the EMP. When an emergency is declared, the IMT coordinates the response and recovery operations during that event. The organizational structure of the IMT may be adapted to account for the type, size, scope and complexity of a given event. Command Staff positions include the IC and may expand to include the Public Information Officer, Safety Officer and Liaison Officer, in addition to others, required and assigned by the IC. Incident Commander (IC) (Situational depending upon the event): Responsibilities include overseeing the response to all incident activities, including development of strategies and ordering of resources. FHSU Public Information Officer (Director of University Relations): Responsibilities include management of internal status reports, coordination with the IMT to provide external media briefings and serving as liaison to any external agency PIOs. An area on campus will be designated the media area for the PIO so as not to interfere with the operations of the IMT or FHSU. FHSU Liaison Officer (Director of FHSU Police): Incidents that are multi-jurisdictional may require the establishment of this position on the Command Staff.
FHSU Emergency Operation Center (EOC) Operations Coordinator (Director of FHSU Police): Responsibilities include serving as the primary advisor to the IC on emergency operations and functions.
General Staff includes personnel representing the major functional areas of the IMT including the functional area section chiefs. Operations Section Chief (Situational depending upon event): Responsibilities include managing on-scene tactical operations as established by the IC. Planning Section Chief (Director of Facilities Planning): Responsibilities include cooperating with other Section Chiefs and preparing the Incident Action Plan and other planning documents during the incident, as defined by the IC. Finance Section Chief (Vice President for Administration and Finance): Responsibilities include all financial, administrative and cost analysis for the incident. Coordination with the Planning Section and Logistics Section is also essential so that operational records can be reconciled with financial documents. Four subordinate units fall under the supervision of the Finance Section Chief, depending on the incident. Personnel having responsibilities during an emergency need to be made aware of their responsibilities and how to go about fulfilling them. Command Staff will receive training on NIMS and ICS with the goal of achieving training up to the level of ICS 400.
Section Chiefs – Section Chiefs will receive training on NIMS and ICS with the goal of achieving training up to the level of ICS 400. Functional Unit Heads – will receive training in NIMS and ICS with the goal of achieving the training level of ICS 320. Follow-up training will be conducted as necessary and whenever needed to train new or replacement personnel. Exercises are wide-ranging activities that test emergency preparedness and the effectiveness of the EMP. Foundation – This phase establishes a plan for exercises and a time line for accomplishing the goals of that planning. Design and Development – This phase sets objectives of the exercise, develops the scenario and selects the participants. Conduct – This phase encompasses all facets of the exercise, including set-up, organization, selection of facilitators and other players, and wrap-up.
Evaluation– This phase assesses the strengths and weaknesses of FHSU's emergency preparedness in light of the type of exercise and scenario involved. Improvement Planning — This phase addresses issues identified in the After Action Report and Improvement Plan. A drill is an exercise that focuses on a single component of the EMP and that tests only one function of emergency management. A tabletop is an informal exercise that involves discussion among emergency responders and managers on how to respond to a hypothetical emergency event. A functional exercise tests a major or complex response function and may include a simulated response to a specific event. Resource management during an event has a distinct beginning and ending specific to the particular incident.
The resource management process can be separated into resource management during the preparedness phase and resource management during an incident. Copyright © 2009-2016 Fort Hays State University Contact Webmasterwith any questions or comments concerning this Web site. Note that a more comprehensive organizational chart may be required for larger or full-scale exercises.
Furthermore, Logistics may be expanded to include transportation, public works, health (ie.
Central ServicesProvides goods and services to Prince George s County internal and external customers. Community RelationsEnsures residents participate in government and receive a high level of service. EnvironmentProvides animal management, recycling, trash collection, sustainability and environmental services. Ethics and AccountabilityProvides increased accountability and oversight by identifying fraud, abuse and illegal acts.
Family ServicesProvides community-based services to enhance quality of life for individuals and families of PGC.
Social ServicesProvides educational, financial, protective, referral and supportive services. Housing and Community DevelopmentResponsible for the implementation of regulations of the HUD at the local level. LawProvides legal services to the County Executive, County Council, County Agencies and Boards. Council AdministrationProvides professional staff support for all Council functions and activities. Permitting, Inspections & EnforcementPermitting, licensing, inspections and compliance of building codes and property standards.

Public Works and TransportationProvides roadway infrastructure, litter control, mass transportation and storm water management. Revenue AuthorityPay parking violations online, public parking, MVA release, court requests. 911 CommunicationsPublic Safety Communications Center where all 911 calls in Prince Georges County are routed.
Community RelationsOffers proactive outreach, professional constituent services and collaborative problem solving. ElectionsEducates, administers, maintains voting equipment and facilitates the voting process in accordance with Federal, State, & County laws. Emergency ManagementAssists residents by preparing for, responding to, or recovering from emergencies or disasters.
Stormwater ManagementResponsible for implementing the Clean Water Act Fee and Rain Check Rebates program.
Waste ManagementManages the collection, recycling, reduction and disposal of municipal solid waste. Fire StationsFire prevention, fire protection, emergency medical services, and community outreach programs. Housing & Community DevelopmentResponsible for the implementation of regulations of the HUD at the local level.
Redevelopment AuthorityProviding residential, commercial development and redevelopment in targeted areas. Human RelationsInvestigates and prosecutes complaints of discrimination occurring within Prince George’s County. Permitting, Inspections and EnforcementPermitting, licensing, inspections and compliance of building codes and property standards.
Police DistrictsProvides modern, comprehensive, and dynamic policing services to the community. MARCCommuter rail system providing daily service through Prince George's County to Baltimore and Washington, D.C. Park and RideFree park & ride lots for carpool or vanpool, or for connecting with Metrobus, TheBus or other local transit systems. RedevelopmentProviding residential, commercial development and redevelopment in targeted areas. Supplier Development and DiversityMaintains the County's world-class Local Small Minority Business Enterprise Program.
Family ServicesProvides community-based services to enhance quality of life for individuals and families of Prince George's County. About the CountyA mere glance at the diversity of Prince George's County in facts, history, and demographics. The Emergency Management Division is responsible for the County's emergency disaster planning, preparation and coordination of County agencies during emergencies. Public Safety Communications is primarily responsible for the 9-1-1 center provides emergency call services to citizens and dispatch services to the appropriate public safety agency. Public Safety Communications supports public safety technology including radio communications equipment, in-car cameras and the mobile data computer information programming, coordination, and system maintenance. Additionally, measures to improve preparedness, mitigation, response and recovery capabilities were codified in federal law and enforced by agencies such as Centers for Medicare & Medicaid Services and the Department of Homeland Security. Currently, this team is seeking to improve awareness and involvement of licensed independent practitioners in emergency planning and exercise activities, as required by The Joint Commission. As members of the Providence team, it is imperative for providers to understand your role in response to a disaster and how you fit into the Hospital Command Center structure. Be familiar with your hospital's Emergency Operations Plan, which can be found on Providence's intranet.
Be flexible, since normal practices may need to be expedited or modified during catastrophic incidents.
As an optional preparedness measure, register with the federal Disaster Medical Assistance Team or the State Emergency Registry of Volunteers in Oregon, which use a secure database to register, credential, and alert volunteer health providers. In the event of a disaster, providers not on-site at their workplace should call the Providence Emergency Hotline (503-216-4444) for information. As part of your assignment, you should be informed who you’ll report to in the Hospital Command structure.
The emergency management team is engaging with physician leadership to foster consistent physician involvement in the Emergency Management program across the Portland Service Area.
Providence Health & Services in Oregon is a not-for-profit Catholic network of hospitals, care centers, health plans, physicians, clinics, home health care and affiliated services guided by a Mission of caring that the Sisters of Providence began in the West nearly 160 years ago. As people of Providence, we reveal God’s love for all, especially the poor and vulnerable, through our compassionate service. Preparedness involves a continuous cycle of planning, organizing, training, equipping, exercising, evaluating and correcting.
Outside emergency resources are required, as well as a major effort from all available campus resources.
FHSU may request mutual assistance from the City of Hays, Ellis County and state agencies or request federal assistance via the State of Kansas Emergency Operation Center. If the incident is a level 2 or 3 emergency, the Emergency Co-Managers will request that the president declare a campus state of emergency.
FHSU staff members may be redirected from their normal job duties to perform necessary functions contained in the EMP.
Either of the Emergency Co-Managers may initiate an emergency notification, but whenever possible, the notification will be sent upon the agreement of both Emergency Co-Managers. The system has built-in flexibility to expand or contract based on the needs of the particular event. The ICP is the field location at which the primary tactical-level, on-scene incident command functions are performed.
Unified Command is a team effort that allows all agencies with responsibility for the incident to manage the incident by establishing a common set of objectives and strategies. In addition, the specific members, duties and protocols are contained in the Preparedness Appendix. One of the Emergency Co-Managers represents public safety and the other represents FHSU administration.
The emergency co-manager representing public safety will also serve as liaison to the incident commander, and the emergency co-manager representing administration will serve as liaison to the President and senior administration.
The Emergency Co-Managers and members of CIPG will be primarily responsible for maintaining the EMP during times of non-emergency.
These positions are responsible for performing tasks that the IC cannot perform due to the complexity of the incident. The Safety Officer may alter, delay, suspend and terminate any and all operations immediately that are dangerous to the life and health of personnel. Responsibilities include serving as liaison between the CIPG, the Ellis County Emergency Operations Center and the Local Emergency Management Group and other Emergency Responders.
This position ensures all required personnel are present and technological systems are functioning as planned.
These duties generally involve reducing the immediate hazard, saving lives and property, establishing situation control, and restoring pre-incident conditions.
The Planning Chief gathers, analyzes and provides information to other IMT members and assesses damage to FHSU facilities.
When the incident is large, the Logistics Section can be divided into two branches: Service and Support. The Finance Section Chief must track and report costs to the IC and monitor expenditures in compliance with applicable laws and regulations. The Training Plan describes the training to be provided, to whom the training will be provided and who will provide the training.

NIMS and ICS training will be provided by the Federal Emergency Management Agency, Kansas Department of Emergency Management or other third parties.
Any additional personnel who would benefit from this level of training will be included to the extent possible. This training will be provided by online resources, Federal Emergency Management Agency (FEMA), the Kansas Department of Emergency Management or other third- party providers. There are five exercise phases: Foundation, Design and Development, Conduct, Evaluation, and Improvement Planning. Following the submission of the report, improvement planning will be conducted by CIPG, areas of weakness will be addressed and revisions will be made to the EMP.
While the nature, scope and frequency of these activities will vary, each will follow the five exercise phases described above. Examples of drills include a test of FHSU's emergency notification system or a test of FHSU's evacuation process for residential life facilities. The hypothetical scenario may be created by the Emergency Co-Managers, by the CIPG, or by local or state emergency management representatives. An example of a functional exercise could include testing FHSU's COOP with regard to a tornado strike on campus.
An example of a full-scale exercise is a simulated response to a tornado strike on campus, which tests all phases of emergency management—mitigation and prevention, preparedness, response and recovery. The CIPG, in conjunction with the Emergency Co-Managers, will work with the local emergency planning officials to develop a review of resources. Though it presents some of the basic functions of an exercise planning team, it can be modified to suit the needs of your particular exercise, its objectives and degree of complexity, and your available resources.
For example, in addition to the involvement of police, fire, and EMS are part of Operations during an exercise, it may be of interest to you to involve other entities, such as public works and hospitals. We provide services for seniors, children youth and families, persons with a mental illness and disabilities. The Judicial Branch consists of the County's Circuit Court, the state District Court, the Court of Special Appeals and Court of Appeals.
Historically, hospitals and health care delivery systems have been ill-prepared in response to mass casualty incidents. This directive will be issued only from the Hospital Command Center with advisement from regional leadership.
If required, report to your respective medical center and check in with the labor pool to receive an assignment. The organizational structure of a Hospital Command Center is flexible and can be rearranged or scaled up or down. Only the president or designee — according to the line of succession below — has the authority to declare a campus state of emergency. The sender(s) will determine the content of the message as well as the method by which the alert will be sent. If necessary and practical, FHSU will deploy an emergency website to be activated in the event the main website is inoperable.
It is a uniform system, and personnel from a variety of agencies and geographic locations can be quickly incorporated into a common management structure.
Examples of an ICP include the following: vehicle, mobile command post, trailer, tent or area within a building. This is accomplished without losing or abdicating agency authority, responsibility or accountability. Either emergency co-manager has the authority to activate the EOC, request a declaration of a level 2 or 3 emergency and activate the ENS, although it is expected that in most cases the Emergency Co-Managers will collaborate and jointly agree to these actions.
The Section Chiefs will compile and maintain a list of essential personnel required for their functional area during a level 2 or 3 emergency, which will include contact information.
The Operations Chief manages Operations' staff and provides technical advice and recommendations to the IC. The Planning Chief also manages documentation and financial information relating to the incident. In some of the functional areas, an actual unit may not be necessary if it would consist of only one person.
The Unit Heads will also receive orientation and training on the EMP provided by the Emergency Co-Managers or the CIPG. Training and orientation to the EMP will be provided by the Emergency Co-Managers or the CIPG.
The make-up of the committee will depend upon the type of activity involved but will include the Emergency Co-Managers, the functional unit section chiefs (if applicable), and other representatives of the Incident Management Team (IMT).
Because all types of exercises involve some potential interference with the operations of FHSU and because of the sheer number of activities and constituents involved on campus on a daily basis, a precise schedule for the conduct of exercises cannot be determined or guaranteed. Drills will be conducted at least once annually of one or more of the individual components of the EMP, with the participants varying depending upon which EMP component is being tested.
A tabletop should ideally be conducted once a year, covering a different emergency event each time. The exercise may be limited to only one facet of the event, such as relocation of residential students or continuation of classes from an alternative location. Like a functional exercise, it is anticipated that the entire IMT will be utilized, and the activity will represent a major, although temporary, disruption of FHSU operations. For further support to the Planning team, exercise documentation and evaluation may be joined by a simulation team, particularly in larger exercises. If the labor pool has not yet been established, report to your normal chain of command or the nursing house supervisor to receive an assignment. Providers most likely would report to the medical care branch director under the operations section bordered in red. The ICP will be positioned outside of the present and potential hazard zone but close enough to the incident to maintain command. Each of these functional areas may have subordinate branches, divisions, groups or units, depending on the incident.
Unless otherwise specified, all FHSU employees are subject to call-back during a level 2 or 3 emergency.
The Emergency Co-Managers will select the appropriate response team, depending upon the nature of the emergency.
If one individual can simultaneously manage all major subordinate functional areas, no further organization is required. Ideally, the After Action Report and Improvement Plan will be completed and submitted to CIPG within 30 days following the training activity. For this reason, functional exercises will be less frequent than either drills or tabletops and will be conducted during a period when on-campus activity is minimal to lessen disruption. Local and state emergency managers will be involved in the planning and execution of a full-scale exercise.
If one or more of the functions requires independent management, an individual is assigned responsibility for that function.
Debriefings of facilitators, observers and responders will also be conducted by a facilitator selected by the Emergency Co-Managers.
However, the functional exercise should be planned at a time and in a manner to give a realistic evaluation of FHSU's preparedness and response to the event.
It is anticipated that both local and state emergency management representatives will assist FHSU with both the planning and the execution of the functional exercise.

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