brigham young university emergency operations plan

Brigham Young University Emergency Operations Plan

Written by BYU’s Office of Emergency Management

7/6/2021

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PREFACE

The Brigham Young University (BYU) President’s Council has enacted the Emergency Management and University Continuity Policy. This policy establishes the Emergency Management Authorization which ensures that those responsible for responding to and managing critical incidents involving the Provo campus have the necessary authority to act quickly to ensure the life safety of students, faculty, staff, and visitors to campus, provide for incident stabilization, and protect university property. BYU’s Office of Emergency Management is charged with coordinating the emergency planning and response efforts for campus. The Emergency Operations Plan was developed as a tool to guide university personnel during emergency situations. It is the official plan of the university and supersedes any previous Emergency Operations Plan and precludes employee actions not in concert with the intent of this plan. Every member of the BYU community should understand his or her role in emergency situations. We urge you to review this plan and support your colleagues in protecting our students, faculty, staff, and visitors in the event of an emergency on campus.

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Table of Contents Preface ................................................................................................................................................... i

Definitions ............................................................................................................................................ iv

Acronyms ..............................................................................................................................................v

Introduction.........................................................................................................................................13

Table 1 Potential Threat and Hazards.......................................................................................14

Planning Assumptions .......................................................................................................................15

Concept of Operations .......................................................................................................................15

Organization and Assignment Responsibilities................................................................................18

Direction, Control, and Coordination .................................................................................................20

Emergency Support Resources .........................................................................................................21

Information Collection, Analysis, and Dissemination ......................................................................22

Training and Exercises .......................................................................................................................22

Administration, Finance, and Logistics .............................................................................................23

Plan Development and Maintainance ...............................................................................................23

Authorities and References................................................................................................................24

Acknowledgements............................................................................................................................25

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DEFINITIONS

Campus Encompasses Brigham Young University’s Provo campus as well as other satellite locations owned by BYU for which the Emergency Operation Plan applies, as identified in the Situational Overview.

Drill A type of operations-based exercise that is usually employed to test a single specific operation or function. Drills are commonly used to provide training on new equipment, develop or test new policies or procedures, or practice and maintain current skills.

Emergency An emergency, or critical incident, is any incident on campus that may require an immediate response or may pose a threat to life, health, property, or the environment.

Exercises Exercises are broader in scope than drills and can include table-top discussions or simulated event exercises. Exercises may be used to assess campus plans, clarify roles and responsibilities, improve communications, identify gaps in resources, and identify opportunities for improvement. Full-scale exercises test collaboration among multi-agency and multi-jurisdictional participants.

Incident Command System A management system designed to enable effective and efficient incident management by integrating a combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure. The Incident Command System (ICS) structure normally consists of an Operations Section, Planning Section, Logistics Section, Finance Section and Command Staff, but is adapted as necessary for managing incidents at the local level. ICS is part of FEMA’s National Incident Management System (NIMS).

University Continuity and Leadership Support Plan Details communication and coordination procedures in response to an unplanned disruptive event affecting critical operations for one or more college, division, or department.

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ACRONYMS

AAR After Action Report

EBC Emergency Building Coordinator

ECC Emergency Coordination Center

EOP Emergency Operations Plan

ICS Incident Command System

IMT Incident Management Team

NIMS National Incident Management System

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Record of Changes Change Number

Date of Change

Name of Person Making Change

Signature of Person Making Change

Summary of Change

14-0001

04/02/14 Ryan Rasmussen Initial rough draft, re-write of Emergency Operations plan.

14-0002

04/21/14 Ryan Rasmussen Correction of grammatical errors, minor sentence structure changes and wording changes.

14-0003

5/4/2021 Tamie Harding Chelsie Reynolds Andrew Christensen

Re-write of Emergency Operation Plan to include updated information on IMT, Business Continuity, and ECC.

Record of Distribution

Administrative Handling Instructions i. The official title of this document is Brigham Young University’s Emergency

Operations Plan. ii. Portions of this document may be handled as information of a sensitive nature. As

such it may be kept from the public and labeled as “For Official Use Only”. iii. Unless otherwise stated, all references to positions, offices, and departments in this

document are at BYU, Provo campus. iv. For more information about the Emergency Operations Plan (EOP), contact Brigham

Young University’s Office of Emergency Management or visit emergency.byu.edu.

Distribution The general Emergency Operations Plan will be available to the campus community via the BYU website at emergency.byu.edu/emergency-plans. Senior administration, the Incident Management Team, emergency response personnel, and other key internal and external partners may procure access to the comprehensive plan as needed to fulfill their individual functions in emergency operations.

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https://emergency.byu.edu

INTRODUCTION

Purpose The Brigham Young University Emergency Operations Plan, hereafter called EOP, is an all-hazards plan which establishes procedures and an organizational structure for BYU officials to coordinate emergency response. This plan represents a guide that BYU will follow before, during, and after emergency incidents. The purpose of the EOP is to designate the individuals responsible for emergency response, define the roles within the Incident Command System, and provide guidance on emergency preparedness, mitigation, response, and recovery. This plan is not designed to address unique conditions that result from a particular hazard or event.

Scope This EOP is applicable to all BYU faculty, staff, and students. It is designed to provide guidance for emergency response on or near campus, including BYU-owned and operated property not contiguous to campus. It is the official plan of BYU and supersedes any departmental Emergency Operations Plans. However, nothing in this plan shall be construed in a manner that limits the use of good judgment and common sense.

Situation Overview

I. Campus Information BYU is one of Utah’s largest private institutions for higher education. BYU is comprised of the Provo Campus and includes several satellite locations. The EOP encompasses the Provo Campus of BYU as well as Aspen Grove, Lytle Ranch, and BYU utility buildings located off-site. Combined, these facilities include over 2,000 acres of land, 482 buildings and 11,417,480 square feet. Employee count includes approximately 4,200 full-time employees and 17,700 part-time and student employees. Day-time student count is roughly 33,500 with students from all 50 states and representing over 100 different countries. BYU also provides on-campus housing for many students.

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II. Hazard Analysis Summary Potential risks and hazards threaten BYU due to geographic location, campus operations, and university demographics. Hazards include natural, technological, and adversarial or human-caused incidents. The following table (Table 1) identifies possible risks and hazards that may affect the university.

Table 1 Potential Threat and Hazards Threat/Hazard Type Examples Natural Hazards

Earthquakes Tornadoes Severe weather Floods Wildfires Landslides or mudslides Infectious diseases Foodborne illness

Technological Hazards Release of hazardous materials High water release or dam failure Utility failure Fire

Adversarial and Human- Caused Threats

Arson Active shooter(s) Criminal threats or actions Civil disturbance Cyber attacks


PLANNING ASSUMPTIONS

i. The EOP is based on incidents that are likely to occur.

ii. Most incidents will occur with little or no warning.

iii. Basic utilities, communications, and transportation may be interrupted.

iv. Emergency communication capabilities among BYU personnel are adequate to provide a coordinated response.

v. BYU resources and capabilities may become exhausted depending on the severity of the emergency.

vi. Planning exercises and incident responses may require the cooperation or coordination of BYU personnel and external agencies.

vii. Emergency response and recovery efforts will look to campus policies and procedures established by the Policy Group.

CONCEPT OF OPERATIONS

The university’s Emergency Management Authorization provides BYU’s Emergency Manager (or designee) decision-making authority to direct and coordinate the response to and recovery from emergencies. The Emergency Management Authorization also supports the formation and operation of a campus Incident Management Team (IMT). The IMT coordinates response and recovery efforts for campus emergencies, including the efforts of other university entities and resources.

BYU’s Emergency Operations Plan has adopted the concepts of the National Incident Management System (NIMS) as its organizational model for emergencies. The format, organization, and structure of this plan follows the Incident Command System (ICS).

Phases of Emergency Management Preparedness, response, recovery, and mitigation make up the four phases of the emergency management cycle. The emergency management cycle describes continuous actions taken before, during, and after an emergency incident. These four phases are often referenced in


planning documents to ensure that a comprehensive approach to emergency management has been implemented. A brief overview of each phase is provided below:

Preparedness Preparedness involves actions taken to plan, organize, equip, train, and exercise to build and sustain the capabilities necessary for emergencies on campus. Campus response actions may include:

• Develop plans and procedures. • Conduct trainings and exercises. • Pre-arrange evacuation routes and Emergency Assembly Points (EAP). • Identify areas of protective sheltering.

Response Response includes activities to address the immediate and short-term actions to preserve life and property, stabilize the incident and to protect the environment. Campus response actions may include:

• Provide emergency shelter, food, and water. • Removal of threats to the environment. • Restoration of critical services. • Perform damage assessments.

Recovery Recovery is both a short- and a long-term process. Short-term recovery operations focus on restoration of vital services to the university and provide for the basic needs of students, faculty, and staff. Long-term recovery focuses on the return to normal operations. The recovery period is an opportune time to institute mitigation activities designed to avoid damage from future incidents, particularly those related to the most recent incident. Campus recovery actions may include:

• Repair and replacement of damaged facilities and infrastructure. • Debris cleanup and removal. • Provide temporary office or academic workspace. • Provide crisis counseling and mental health assistance.

Mitigation Mitigation involves actions to reduce the loss of life and property by lessening the impact of the disaster. Campus mitigation actions may include:

• Identify and implement training opportunities among campus response personnel as well as external response agencies.

• Identify needs for public outreach.


• Develop and maintain communication equipment and procedures. • Implement structural and nonstructural mitigation activities.

The Office of Emergency Management works closely with other organizations and individuals to manage each phase of the emergency management cycle. Others involved may include the Incident Management Team (IMT), BYU Police, BYU Security, Risk Management and Safety, the Assistant Director of Sustainability and Continuity, as well as others.

For example, under the direction of the Office of Emergency Management the Assistant Director of Sustainability and Continuity oversees the implementation of the University Continuity and Leadership Support Plan throughout the response and recovery phases of an emergency or incident. It details communication and coordination procedures in response to an unplanned disruptive event affecting critical operations for one or more college, division, or department. The University Continuity and Leadership Support Plan ensures the continuation of business and resumption of contracted services and enables the return of campus to academic business functionality. This plan directly supports BYU’s Emergency Operations Plan.

Operational Priorities Campus emergency response organizations share common emergency operational priorities during incidents. Due to the complex nature of emergencies, multiple responses may occur simultaneously and at different levels of priority; however, BYU is committed to the following emergency response priorities: ensuring life safety, stabilizing the incident, and protection of property and the environment.

Activation Levels BYU employs three emergency activation levels to assist in classifying the severity and level of response to an incident. Activation of these levels depends on the situation and the need for coordination and/or support and corresponds to the magnitude of the emergency. The emergency activation levels are intended to be flexible enough to be used in any emergency response situation regardless of the size, type, or complexity. The university’s current activation level can be found on emergency.byu.edu. Activation levels are defined as follows:


https://emergencymanagement.byu.edu/

Level 3 – Enhanced Monitoring Level three activation increases monitoring to an enhanced level for actual or potential situations that exist, may develop, or are currently developing but have not yet required action. In some cases, enhanced monitoring simply includes increasing surveillance of a particular organization, event, or situation to ensure the safety and well-being of the group or others in the area.

Level 2 – Partial Activation Partial activation includes incidents that significantly impact one or more campus units, are complex, require interaction with outside response organizations and/or require a longer or more intense response than the affected units can effectively manage.

Level 1 – Full Activation Full activation occurs when a situation threatens life, health, or property at the university on a large scale and control of the incident will require multiple agencies and multiple university departments working together. Activation to this level would include any event or incident that has the potential to, or does, seriously impair or halt normal university operations.

ORGANIZATION AND ASSIGNMENT RESPONSIBILITIES

Emergency Operations are managed by up to three separate organizational bodies with separate, but complementary, duties: Policy Group, Incident Management Team, and Unified Command/Incident Command. Depending on the severity and duration of the incident, some or all of these groups may be activated for emergency response.

I. Policy Group The Policy Group consists of the President of the university, the President’s Council and others as needed. The Policy Group is activated for incidents requiring high-level executive leadership and support. The Policy Group will consider a broad array of impacts and/or consequences and provide institutional level direction and strategy. Additional responsibilities of the Policy Group include, but are not limited to, the following:

• Authorize emergency funding. • Interact with key external stakeholders. • Work with University Communications to shape public information statements and

media releases.


• As needed, alter or amend university policy to support response to and/or recovery from an emergency.

II. Incident Management Team The Incident Management Team is comprised of selected administrators, directors, and department heads from ten (10) core organizational areas across campus. Each of the ten core areas provide a primary and a secondary team member that has decision-making authority, in their respective areas, to act in a manner consistent with the objectives and goals outlined for the incident. Responsibilities of the IMT include, but are not limited to, the following:

• When directed, report to and staff the Emergency Coordination Center (ECC). • Coordinate the use of campus resources to resolve the emergency. • Coordinate with outside agencies and emergency management personnel. • Mitigate risk to the university through prevention and preparedness activities.

The Incident Management Team is comprised of individuals from the following areas and organizations on campus: BYU Police, Physical Facilities, University Communications, Dean of Students Office, Office of the General Counsel, Residence Life, Office of Information Technology, Human Resources, Risk Management & Safety, and Academic Administration. The Office of Emergency Management is responsible for managing this team and coordinating their efforts during an emergency or incident.

III. Incident Commander/Unified Command The Incident Commander or Unified Command has the responsibility for overall incident management. For smaller incidents, emergency responsibilities may be fulfilled by a single Incident Commander versus members of a Unified Command. The Incident Commander or Unified Command work together to develop a common set of objectives and strategies; share information, maximize the use of available resources, and enhance the efficiency of the response.


DIRECTION, CONTROL AND COORDINATION

The BYU Emergency Operations Plan utilizes the Incident Command System in accordance with National Incident Management System (NIMS) guidelines. ICS is a standardized, all-hazard incident management concept. It allows users to adopt an integrated organizational structure to match the complexities and demands of single or multiple incidents and responding agencies. Resource requests from the Incident Command or Unified Command will be managed through the appropriate Emergency Coordination Center sections.

Emergency Coordination Center The Emergency Coordination Center (ECC) is where ECC members receive and carry out the objectives and strategies of Incident Command or Unified Command. The Emergency Coordination Center acts as a hub for information sharing regarding the incident and contributes to incident collaboration. The ECC is either a physical location or, depending on the circumstance, a virtual space. Sections within the ECC operate within the framework of the Incident Command System. Sections include the ECC Manager, Incident Management Team, Planning, Logistics and Finance.

ECC Manager The ECC Manager is any member of the BYU Office of Emergency Management or Risk Management and Safety Department who has been trained and designated to function in this capacity. It is the responsibility of the ECC Manager to coordinate the efforts of the Incident Commander, Policy Group, and Incident Management Team.

Finance Section The Finance section is primarily tasked with tracking costs and staff time associated with the incident. This data is critical for seeking potential reimbursements from insurers or to obtain reimbursement from government entities. The Finance section may have several different divisions or groups, however, two of the most common would be the Cost Unit, which is responsible for tracking the expenses associated with the incident, and the Time Unit, which is responsible for tracking the personnel time/payroll associated with individuals working the incident.

Logistics Section The Logistics Section is responsible for obtaining materials, supplies, and personnel to support incident management. This could include supplemental personnel to cover shifts for other personnel working the incident, or arranging leases for temporary offices, rental equipment, or support facilities for incident personnel. Logistics staffing may be


closely aligned with the Incident Management Team so that they are familiar with the unique needs of the incident. Logistics works closely with the Finance Section.

IMT The Incident Management Team, as described earlier in this EOP, is comprised of selected senior administration, directors, and department heads from ten (10) core organizational areas across campus. Under the direction of the ECC Manager, the IMT is responsible for coordinating the response and recovery efforts of all departments, colleges, and divisions on campus.

Planning Section The Planning Section is responsible for drafting plans to manage the incident, collecting information on incident objectives, identifying future incident objectives, and coordinating resource requirements with the Logistics Section. The Planning Section assists other sections with information exchange and conducts regular briefings. The planning section is responsible for coordination with the Policy Group.

EMERGENCY SUPPORT RESOURCES

Depending on the type of incident and location of the incident, ECC members may reach out to additional emergency support resources outside of the normal ECC channels. These emergency support resources have specific duties and responsibilities that can contribute to the overall response and recovery of the incident.

Emergency Building Coordinators Emergency Building Coordinators (EBCs) serve as an extension of the Emergency Management Office. They provide leadership and direction to personnel throughout their assigned buildings. They work with Emergency Management to disseminate pertinent emergency preparedness information and plans. EBCs are recruited to assist with an evacuation in the event of a drill or an emergency. They also direct any shelter in place or secure in place actions, if safe to do so. In addition, they provide emergency responders with a single, knowledgeable point of contact who can assist in contacting appropriate departmental personnel in case of an emergency. Trainings and other resources are provided to those participating in the Emergency Building Coordinator program to ensure that coordinators are up to date on best practices for emergency preparedness and life safety issues.


Department Response Assignments BYU coordinates with campus departments to respond to emergencies on campus. In some cases, emergency response from university personnel is supplemented by other local emergency response agencies. All response activities are done in accordance with the Incident Command System.

INFORMATION COLLECTION, ANALYSIS, AND DISSEMINATION

Information collection during an emergency, such as weather reports, law enforcement alerts, Clery Act statistics and crime logs, will be processed, analyzed, and disseminated to the appropriate individuals or departments. This process may occur through the Emergency Coordination Center, as allowed by law.

The following sample list may be used as a guide for the different types of information to collect, analyze and disseminate during an incident. Other types of information may be needed depending on the type and severity of an incident.

• Nature of incident, location of incident, number, and types of injuries. • University operations that are impacted or have potential of being impacted by the

incident. • What resources are being utilized. • Progress reports.

TRAINING AND EXERCISES

Training and Exercises for Campus Members All members of the campus community are encouraged to seek out and attend applicable emergency trainings. Some trainings are available through BYU’s Risk Management and Safety Department and can be scheduled upon request. The Office of Emergency Management may provide advisory and technical assistance to departments and members of the campus community seeking to improve their emergency plans. Assistance is available upon request.

Training and Exercises for Campus Emergency Response Personnel The Office of Emergency Management will coordinate and conduct periodic exercises of this plan. Training exercises will be consistent with the principles of the Homeland Security Exercise and Evaluation Program (HSEEP) and utilize the National Incident Management System (NIMS)


and ICS guidelines. Individuals from the campus community who may be asked to participate in exercises or trainings may be asked to attend pre-determined trainings.

ADMINISTRATION, FINANCE, AND LOGISTICS

The BYU Purchasing and Travel Department will maintain policies and procedures that allow for the continuation of essential services during an emergency. All budgeting and acquisition policies and procedures, along with other administrative controls, will be followed during the emergency. Recording of key activities, including financial accounting, tracking of resources and compensation for resources, will be maintained during an incident. These services will be implemented through the on-scene Incident Commander or coordinated through the Emergency Coordination Center, as the situation requires.

PLAN DEVELOPMENT AND MAINTAINANCE

BYU’s Office of Emergency Management is the primary office responsible for the EOP development and maintenance. The plan will be reviewed and updated as needed biennially. The plan may be evaluated and improved based on integration with other campus plans, campus training and exercises, and After-Action Reports/Improvement Plans (AAR/IP). Additional events that may lend to the plan’s early review and revision include:

• Actual emergencies • Changes in policies, personnel, or organizational structure • Changing or emerging threats • New or updated federal or state emergency guidelines

Integration with Other Plans During an emergency, additional plans may be needed to address the specific needs of the university or departments. The ability to work seamlessly in conjunction with other plans is critical to the success of emergency operations. Any additional plans implemented will directly support the EOP and not supersede it.

Trainings and Exercises The Office of Emergency Management will coordinate and conduct periodic exercises. Trainings and exercises can identify deficiencies and weaknesses in the EOP before an


emergency occurs and enables the EOP to be tested in a safe, no-fault environment. Trainings and exercises can include workshops, drills and/or exercises.

After-Action Report/Improvement Plan An After-Action Report/Improvement Plan (AAR/IP) evaluates the emergency response through past incidents or trainings to correct weaknesses and gaps. An AAR/IP should include a performance overview related to the incident or exercise objectives, while highlighting strengths and areas for improvement. If weaknesses are found with the emergency response or the attainment of incident or exercise objectives, corrective actions should be taken to improve plans, build and sustain capabilities, and maintain readiness. Written copies of AAR/IPs will be retained by the Office of Emergency Management.

AUTHORITIES AND REFERENCES

Emergency preparedness, response, recovery, and mitigation is a bottom-to-top approach with the main responsibility for emergency planning and preparedness residing with the most basic unit, including individuals and communities. The National Preparedness Goal, states “Preparedness is the shared responsibility of our entire nation. The whole community contributes, beginning with individuals and communities… Each community contributes to the goal by assessing and preparing for the risks that are most relevant and urgent for the individual, which in turn strengthens our collective security and resilience as a Nation.” (DHS, 2015). Through familiarity with the Emergency Operations Plan, every member of the BYU community may better understand his or her role in emergency situations.


ACKNOWLEDGEMENTS

The following documents have been referred to in this Emergency Operations Plan or have been consulted during the creation of this document.

1. U.S. Department of Education, Office of Elementary and Secondary Education, Office of Safe and Healthy Students, Guide for Developing High-Quality Emergency Operations Plans for Institutions of Higher Education, Washington, DC, 2013

2. Homeland Security Presidential Directive #5, Directive on Management of Domestic Incidents, Weekly Compilation of Presidential Documents (March 10, 2003), v.39 n.10, p.280-285 http://www.gpoaccess.gov/wcomp/index.html

3. U.S. Department of Homeland Security, National Incident Management System, Washington, DC, December 2008

4. U.S. Department of Homeland Security, Federal Emergency Management Agency (FEMA), Developing and Maintaining Emergency Operations Plans, Comprehensive Preparedness Guide (CPG) 101, Version 2.0 Washington, D.C., November 2010

5. U.S. Department of Homeland Security, National Response Framework, Washington, D.C., January 2008

6. U.S. Department of Homeland Security, National Infrastructure Protection Plan, Partnering for Critical Infrastructure Security and Resilience, Washington, D.C., 2013

7. Homeland Security Presidential Directive, HSPD-7, Directive on Critical Infrastructure Identification, Prioritization, and Protection, Administration of George W. Bush, Washington, D.C., December 2003

8. Homeland Security Presidential Directive, HSPD-8, Presidential Policy Directive/PPD-8, National Preparedness, Administration of Barack Obama, Washington, D.C., March 2011

9. FEMA Business Continuity Planning Guide, www.ready.gov/business

10. U.S. Department of Homeland Security, Homeland Security Exercise and Evaluation Program (HSEEP), Federal Emergency Management Agency (FEMA), Washington, D.C., April 2013

11. Wright State University Emergency Management. (2018). Wright State University Emergency Operations Plan


www.ready.gov/business

http://www.gpoaccess.gov/wcomp/index.html