University of Washington

2020 Comprehensive Emergency

Management Plan

Letter of Promulgation i January 2020

University of Washington All-Hazards

Comprehensive Emergency Management Plan

Table of Contents

Page Letter of Promulgation i Foreword ii Distribution List of Plan Holders iii Record of Revisions iv

Basic Plan Section 1 Introduction 1.1 Purpose 1.1

Relationship with other University Groups 5 Laws and Authorities 6

Disaster Coordination with Local, County and State Agencies (Figure 1)

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Planning Assumptions (Situation) 10 Concept of Operations 12 Plan Objectives 20

Levels of Emergency and Activation 27 Emergency Authority 27 (Presidents) Emergency Policy Council 28 UW Campus Emergency Coordination Center 29 UW Campus ECC Activation Process (Figure 2) 32 Tabs and Pages (Figure 3) TBD

Letter of Promulgation January 2020

HOLD FOR PROMULGATION LETTER

To be jointly signed by:

1. UW President 2. UW Provost

3. UW Bothell & UW Tacoma Chancellors

Foreword ii January 2020

Foreword

____________, 2020

In order to preserve and advance the University of Washington's research, teaching and public service programs, a stable and secure infrastructure of services and administration, is essential. For normal day-to-day operations, the University provides these services centrally and through administrative structures in its schools, departments and operating units. However, in times of extreme emergency, wide-spread disruption and/or life-threatening crises, critical functional units of the University must work together under central coordination to protect and preserve. The highest priorities of life, safety, property, environmental protection, and restoration become the interim mission of the University. The University Emergency Coordination Center is a key central communication function that will connect the various functional units with decision-makers and external assistance. Founded on the priorities and operational concepts of emergency management and general incident comment processes, this plan has been prepared, primarily for the people who will use it. While it serves the University as a whole, the plan is a management guide for those with key assignments and responsibilities during emergency activations. It supports those who manage emergencies on campus and who must keep the business side of the University functional; it supports those who must restore University activities in research, academic learning and public service. The revised and improved 2020 UW Comprehensive Emergency Management Plan is not the end of emergency planning; it is just the beginning. School and department preparedness, connections to city, county, and State first responders, and practicing what to do in a mock emergency are just some of the next steps we plan for on an ongoing basis. UW Emergency Management is prepared to assist and support departments and operating units in the development and execution of emergency plans, training and exercises to meet these critical goals and activities.

Steven J. Charvat, MPA, CEM Director

UW Emergency Management

Comprehensive Emergency Management Plan SECTION 1

Record of Revisions January 2020

Distribution List of Plan Holders

Note: To maintain UWEM’s “Gold Certification” for its green office efforts there will only be a limited number of hard copies are printed and distributed. Soft/electronic versions are available for review or downloaded 24/7 on the UWEM’s website as well as via the UW’s vECC online tool.

Department/Unit # Of Hard-Copy Plans

Master Binder 1

Master Files

Published on the web- 1 version: Public: http://www.washington.edu/uwem/plans-and-procedures/uw-all-

hazard-plan/ Full-version (includes SOPs and Phone #s):

This full version is provided to UW stakeholders, city/county/state partners and on request based on need.

UW Police Department 2 Environmental Health & Safety 2 Facilities 2 Health Sciences Administration 1 Student Life 2 Hall Health 1 Information Technology 3 Financial Management 1 Human Resources 1 Transportation Services 1 News & Information 1 Media Relations & Communications 1 UW Medical Center & Shared Services 2 Harborview Medical Center 1

State of Washington EMD 2 King County EM 2 City of Seattle EM 2

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Record of Revisions January 2020

Record of Revisions

Date Pages Web Files Email

Distribution Hardcopy

Distribution

NOTE: This plan undergoes continuous change based on the results of actual events, post-exercise drills, and activities and input from units and departments tasked in this plan. The UW does not go through a formal annual plan review process, but rather makes incremental changes, modifications and adjustments to this plan as conditions change. By posting these changes on the UWEM website, the most up-to-date version of this plan is instantly available to all UW and partner responders 24/7. We do, however, conduct a formal, documented full plan review and revision process every-other-year in which we solicit public, internal and external stakeholder comments. Records of these revisions are maintained by UWEM according to the State of Washington’s official records retention schedule and are available upon request.

A public version of this plan can be found on the UWEM website at: http://www.washington.edu/uwem

As well as the full-version, including checklists, phone numbers, and more detailed information. This full version is provided to UW stakeholders, city/county/state partners and on request based on need. NOTE: The full version of this plan is not available to the general public due to the sensitive nature of the document.

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University of Washington 1

Comprehensive Emergency Management Plan 2 3

Section 1 4 5

Introduction, Purpose, Relationship with other University Groups, Laws, 6

Plan Assumptions and Objectives, Concept of Operations, Levels of 7

Activation, Plan Usage, and Content 8 9

Introduction and Purpose 10 11 The UW Comprehensive Emergency Management Plan (CEMP) addresses the 12 Universities planned response to emergencies associated with natural, technological, 13 and human-caused incidents/disasters. This document provides the underlying 14 framework for protection of health, safety, and property of the students, faculty, staff, 15 and visitors of the UW Seattle Campus during incidents/disasters. It is intended to 16 facilitate multiple units, department, agency, and jurisdiction coordination operating 17 fund the National Incident Management System (NIMS) compliant framework. 18 19 Disasters or emergencies can happen suddenly, creating a situation in which the 20 normal support services for the University can become overwhelmed. During crises, 21 the University requires programs to address the needs of emergency response 22 operations and recovery management. To address such emergencies, the University 23 of Washington (UW) has established a Comprehensive Emergency Management 24 Plan (CEMP), which provides a guideline for the management of the immediate 25 actions and operations required to respond to an emergency or disaster, including 26 initial recovery activities and responsibilities. 27 28 The mission priorities of the University during a 29 disaster are the protection of human lives, 30 safeguarding of animals and samples associated 31 with the university’s research processes, 32 protecting property, minimizing impacts on the 33 campus community, and protecting the 34 environment. 35 36 The overall objective is to respond to emergency conditions and manage the process 37 of restoring University business, academic and research programs, and services. 38 This plan represents the Whole Seattle Campus Emergency Management Plan, 39 which encompasses the facilities, services and the administration of the UW Seattle 40 campus. 41 42 The comprehensive approach integrates the five mission areas of emergency 43 management which include: 44 45

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Prevention – capabilities necessary to avoid, prevent or stop a threatened or 46 actual natural or man-caused event or act of terrorism. 47

Protection – activities devised by organizations, departments, individuals, to 48 save lives and minimize damage from natural, technological, and human-49 caused, incidents/disasters. 50

Mitigation – sustained action to reduce or eliminate risk to people and 51 property from hazards and their effects. 52

Response – immediate actions to save lives, protect property, and meet basic 53 human needs. 54

Recovery – short and long term activities which begin after disaster impact has 55 been stabilized and seek to restore lost functions. 56

57 Purpose of the Plan 58 59 The purpose of the plan is to establish a comprehensive, all-hazards approach to 60 incident management and to serve as a guide to organizational activities before, 61 during, and after a disaster. It describes capabilities and resources, establishes 62 responsibilities for The University departments in accordance with the Revised Code 63 of Washington (RCW) 38.52 for addressing all five mission areas of emergency 64 management: Prevention, Protection, Mitigation, Response, and Recovery. 65 66 The University has established this plan to address the immediate requirements for a 67 major incident/disaster in which normal operations are interrupted, and immediate 68 actions must be taken to: 69 70

Save and protect the lives of students, patients, 71 employees, and the public. 72

Manage immediate communications and 73 information regarding emergency response 74 operations and campus safety. 75

Provide essential services and operations. 76

Provide and analyze information to support 77 decision-making and action plans. 78

Manage University resources effectively during 79 an emergency response. 80

81 This plan does not supersede or replace the procedures for safety, hazardous 82 materials response, or other procedures that are already in place at the University. It 83 supplements those procedures with a crisis management structure, which provides 84 for the immediate focus of management on response operations and the early 85 transition to recovery operations. 86 87 88 89 90

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91 92 93 Relationship with Other University Groups 94 95 The scope of this plan is primarily for the University of Washington’s Seattle Campus; 96 however, many portions apply to practices and emergency responses that are 97 institutional wide (where noted). The relationship of this plan to the other University 98 groups is, as follows: 99 100

University of Washington Medical Center - The University of Washington-101 Seattle Campus includes the UW Medical Center (UWMC), which is a full-102 service hospital and associated medical clinics on campus properties. UWMC 103 maintains its own emergency plan and Emergency Coordination Center (ECC) 104 linking to this plan with a liaison position, shown in Figure 4, Section II of this 105 plan. 106

107 University of Washington Tacoma - The University of Washington Tacoma 108

(UW Tacoma) maintains its own campus emergency plan and Emergency 109 Coordination Center. This plan links with the UW Tacoma ECC with the 110 Internal Liaison function, as shown in Figure 4, Section II of this plan. 111

112 University of Washington Bothell - The University of Washington Bothell 113

(UW Bothell) maintains its own campus emergency plan. The UW Bothell is 114 co-located with the Cascadia Community College and co-manages site 115 emergencies with the college management. This plan links with the UW Bothell 116 ECC with the Internal Liaison function, as shown in Figure 4, Section II of this 117 plan. 118

119 Health Sciences Administration - The Health Sciences Complex is the 120

largest facility at the UW Seattle Campus and houses most of the medical 121 research operations for the University. The Health Sciences Administration 122 oversees facility and operational related support services and serves as a 123 primary coordinator for the building occupants and research activities. Health 124 Sciences Administration is represented in this plan with a liaison representative 125 in the ECC who serves as a coordinator between the ECC and the Health 126 Sciences Complex population. 127 128

Harborview Medical Center - Harborview Medical Center, which is staffed 129 primarily by UW employees, is a King County facility and is operated under the 130 auspices of King County. Harborview maintains its own emergency response 131 plan and designated in King County’s Emergency Management Plan as the 132 centralized coordinating point for most King County hospitals. It is the primary 133 trauma center in the Northwestern United States. 134 135

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South Lake Union, Friday Harbor Labs, Pack Forest and other Non-Main 136 Seattle Campus Sites (both owned and leased) - The University owns, 137 operates, leases and maintains hundreds of sites away from the main Seattle 138 campus. Each of these sites is expected to develop their own site-specific 139 emergency management and response plans. However, these plans, while 140 independent of this main plan, are required to incorporate key elements (i.e., 141 National Incident Management System (NIMS), Incident Command System 142 (ICS) Training, contact lists, crisis communications, and emergency 143 responsibilities). In addtion provide a method and process for coordinating and 144 communicating their efforts with the main Seattle campus. 145 146

Laws and Authorities 147 148 This plan is established by the following laws and authorities for emergency 149 management: 150 151 Washington Statues (RCW) 152 153

RCW 38.52.070(1) (directs political subdivisions to establish, or be a member 154 of, a local organization for emergency management). 155

RCW 38.52.070(1) (also requires that local comprehensive emergency 156 management plans must specify the use of the incident command system for 157 multi-agency / multi-jurisdiction operations). 158

Washington Governor’s Executive Order mandating NIMS signed 9/30/2004 159 RCW 38.52.030 (11) (each state agency is responsible for developing an 160

organizational continuity of operations plan that is updated and exercised 161 annually in compliance with the program for interagency coordination of 162 continuity of operations planning). 163

Conduct Code, Chapter 478-124 WA Administrative Code (WAC) 164 165 Federal 166 167

Public Law 93-288, Federal Response Plan 168 Public Law 93-234, Flood Disaster Protection Act of 1973 169 Public Law 100-707, The Stafford Act 170 Public Law 101-542, Student Right to Know 171 34, Code of Federal Regulations 668.46 Clery Act 172 29, Code of Federal Regulations 173 Homeland Security Directive 5, NIMS 174 Homeland Security Directive 8, National Preparedness 175 Americans with Disabilities Act (ADA) 176 National Flood Insurance Program 177 National Response Framework 178 44 Code of Federal Regulations, (CFR) address policy and guidance for 179

Federal Government disaster response and recovery 180

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Standing Orders of the Board of Regents, University Policy Directory, Chapter 181 I, Section 2 182

FEMA Target Capabilities List 183 FEMA CPG 101, Developing and Maintaining Emergency Operations Plans 184 FEMA CPG 201, Threat and Hazard Identification and Risk Assessment 185

186 University 187

UW Administrative Policy Statement 13.1 “Emergency Management.” 188 UW Administrative Policy Statement 13.2 “Ensuring Business, Academic and 189

Research Continuity (BARC) ” 190 191 Other and Best Practices 192

IACLEA Blueprint for Campus Safety 193 NFPA 1600, Standard on Disaster/Emergency Management and Business 194

Continuity 195 NFPA 72, National Fire Alarm and Signaling Code 196 International Association of Emergency Managers 197 Guide for Developing High-Quality Emergency Operations Plans for 198

Institutions of Higher Education 199 Emergency Management Accreditation Program, Emergency Management 200

Standards 201 202

Individuals with Disabilities 203 204

Under the Americans with Disabilities Act (ADA) of 1990, Americans with 205 Disabilities Act of 2008, and Section 504 of the Rehabilitation Act of 1973, 206 qualified individuals with disabilities are protected from discrimination and 207 may be entitled to reasonable accommodations and/or equal access to 208 programs and services. The University of Washington Disability Services 209 Office (DSO) is the primary office responsible for the coordination of auxiliary 210 services and aid for students with disabilities. 211

212 University Overview 213 214

A. University of Washington-Seattle 215 216 The University of Washington-Seattle was founded in 1861. Initially 217 established in downtown Seattle. Today, the campus is located in the 218 University District, north of the Montlake Cut, within the Puget Sound Region 219 of the Pacific Northwest. The university encompasses more than 400 220 buildings and over 20 million gross square footage of space, including one of 221 the largest library systems in the world, as well as the UW Tower, Husky 222 Stadium, Alaska Airlines Arena, museums, laboratories, and art centers. 223 224 As of Fall 2018, the enrollment of UW-Seattle includes 32,594 225 undergraduates, 15,305 Grad/Prof enrollments for a total of nearly 48,000 226

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enrollees. The campus has an Academic and Administrative staff of nearly 227 22,000. 228

229 B. University of Washington-Bothell 230

231 The University of Washington-Bothell campus is a four-year university located 232 in the northwest corner of King County, WA. UW-Bothell is one of the three 233 campuses that comprise the University of Washington system. The campus 234 was established in 1990, and is the fastest growing four-year university in the 235 state of Washington. 236 237 As of Fall 2018, the UW-Bothell campus has an enrollment of 5,411 238 undergraduates, and 578 Grad/Prof students for a total of nearly 6,000 239 enrollees. The campus has an Academic and Administrative staff of nearly 240 600 individuals. 241

242 C. University of Washington-Tacoma 243

244 The University of Washington-Tacoma campus is a four-year university, 245 located in downtown Tacoma, WA. The university initially opened in 1990, 246 using leased space and eventually opened a permanent campus in 1997. 247 As of Fall 2018, the enrollment of UW-Tacoma was 4,573 undergraduates, 248 and 802 Grad/Prof for a total of 5,375 enrollees. The campus also has an 249 Academic and Administrative staff of nearly 700 individuals. 250

251 Threats & Hazards 252 253 The University of Washington has experienced a variety of emergencies and 254 disasters since it was founded. For an abbreviated list of actual incidents or 255 disasters that have impacted the UW, click HERE to view the major events since 256 1949. 257 258 The University of Washington-Seattle, Bothell, and Tacoma can all experience a 259 variety of incidents and disasters that may affect students, staff, infrastructure, or 260 property directly, or indirectly. While not in priority order, the below listing are taken 261 into account and planned for as a primary or cascading hazards throughout the 262 campuses and region. 263 264

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265 Natural

Technological Adversarial/

Human Caused

Earthquake Utility/Power Outage

Active Threat

Flood Network Failure Research/Academic Sabotage

Severe Storms Transportation Disruption

Cyber Attack

Landslides Major Traffic Accident

Bombing

Volcano Hazardous Material Release

Civil Disturbance/Riots

Lahar Internal Fire Other Acts of Terrorism

Wildfires/Urban Interface Hostage Situation

Avalanche

Tsunami/seiche

Tornado

Straight line winds

Hazardous Air Quality/Extreme Heat

Pandemic/Epidemic

266 Disaster Coordination in the State of Washington with Local, State and Federal 267 Agencies 268 269 The University of Washington is an institution of higher education in the state of 270 Washington, with the primary campus located in the City of Seattle in King County. 271 Additionally, the University has two other campus locations, UW Bothell located in 272 King County and UW Tacoma located in the City of Tacoma in Pierce County. During 273 a full scale, region-wide emergency, the University will coordinate with the other two 274 campuses, as well as local, county and state agencies. The process for reporting and 275 emergency coordinating is shown below in Figure 1, Disaster Coordination with 276 Local, County, and State Agencies. 277 278

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279 280 281 282 283 284 285 286 287 288 289 290 291 292 293 294 295 296 297 298 299 300 301 302 303 304 305 306 307 308 Planning Assumptions 309 310 Emergency planning requires a commonly accepted set of assumed operational 311 conditions that provide a foundation for establishing protocols and procedures. These 312 assumptions are called planning assumptions. 313

314

The UW CEMP is based on the following planning assumptions and considerations: 315

A disaster may occur with little or no warning; may escalate far more rapidly than 316 the University of Washington capabilities, and could require outside assistance 317 from other public and private sector partners. 318

Critical lifeline utilities may be interrupted including water delivery, electrical 319 power, natural gas, telephone communications, microwave and repeater-based 320 radio systems, cellular telephones and information systems. 321

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The National Incident Management System and Incident Command System will 322 be the foundation of all emergency response activities before, during, and after 323 an incident and/or disaster. 324

Initial response by the University Police Department and all other partnering 325 agencies will be to take actions that have the greatest lifesaving potential under 326 the circumstances. 327

Departments tasked in this document are aware of their emergency response 328 roles and responsibilities and will fulfill these requirements in an emergency 329 utilizing their capabilities, including staffing, equipment, supplies, and skills; 330 according to their own policies and procedures. 331

All emergencies begin at the lowest level of jurisdictional level. Therefore, most 332 emergencies impacting the University will begin at the campus level. 333

Regional and local services may be limited in capabilities or not in service. 334 Proper implementation and understanding of these guidelines through training 335

and exercising will reduce disaster-related losses. 336 University administration must continue to function under all threats, 337

emergencies, and disaster conditions. 338 Emergency responders may become casualties or victims of the disaster and 339

experience damage to their homes and personal property. 340 The CEMP must be flexible and be able to function under a variety of 341

unanticipated, complex, and unique circumstances. 342 Day-to-day functions that do not contribute directly to disaster operations may 343

be suspended for the duration of the public emergency. The efforts that would 344 normally be required for these functions will be redirected to accomplish 345 disaster management and response tasks. 346

Effective disaster preparedness requires continual public awareness and 347 community self-preparation, including students, staff, and faculty. 348

Unofficial groups of responders, the public, and outside resources may hinder 349 the local effort. Impacts might include traffic congestion, unsolicited supplies 350 and donations, and additional strain on degraded infrastructure. 351

Incidents may cause significant injuries, alterations, and damage to the 352 environment resulting in numerous casualties and fatalities, displaced 353 individuals, property loss, disruption of normal life support systems, disruption 354 of essential public services, and damage to basic infrastructure. 355

Incidents pose a challenge for the whole community but specifically the access 356 and functional needs population which includes children, individuals with 357 disabilities, diverse communities, the elderly, homeless, and people with limited 358 English proficiency. These groups may be lacking in resources such as food, 359 shelter, and transportation. 360 361

Specific threats and a general analysis of their impacts can be found in the UW’s Hazard 362 Identification, and Vulnerability Analysis (HIVA) report found online at 363

http://www.washington.edu/uwem/plans-and-procedures/uw-hiva/ 364 365

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366 Limitations 367 368 The plan or any of its appendices, implementing instructions, or procedures are not 369 intended to deal with every potential scenario that may occur during times of 370 emergency, but rather to identify the organization, the processes, and the 371 responsibilities of the respective participants who may be involved. The possibility of 372 local resources becoming overwhelmed is a reality; the partnering agencies can only 373 make a reasonable effort to respond based on the situation(s), information and the 374 resources available at the time of the disaster. 375 376 In the event of severe devastation throughout the Puget Sound Region, fundamental 377 resources such as water, food, first aid supplies, utilities, fuel, shelter, sanitation 378 supplies, and basic survival supplies may be needed. The University of Washington, 379 City of Seattle, and King County do not have sufficient supplies and equipment on hand 380 for an extended response. 381 382 The arrival of state and/or federal assistance may be delayed for several days after an 383 incident. There is no guarantee implied by this plan that perfect mitigation, preparation, 384 response, and recovery will be practical or possible. 385 386 The disaster response and relief activities of the University of Washington may be 387 limited by: 388

The inability of staff, faculty, students, and visitors to the University to be self-389 sufficient for more than 72 hours without additional supplies of water, food, 390 shelter, and medical supplies. 391

Lack of public services, sewage treatment services, and regional transportation 392 due to damage of facilities and equipment, and shortages of trained personnel. 393 The impact of this shortage may be felt immediately because of increased need 394 and necessity for 24-hour operation sustained over long periods of time. 395

Damage to essential lifelines such as roads, rail, utilities, and communication 396 networks. 397

The shortage of critical supplies due to reduced emergency storage capacities. 398 There may be damage to responder communications due to equipment damage 399

or overloading of landlines, cellular telephone lines, Satellite phone lines, and 400 911 centers. 401

402 Emergency Plan Concept of Operations 403 404 This plan provides the organized management system for the UW to follow during and 405 after emergencies. It is designed as a flexible system in which part or the entire plan 406 may be activated, as appropriate to the situation. This plan addresses the entire 407 spectrum of contingencies ranging from relatively minor incidents to large-scale 408 disasters. Some emergencies will be preceded by a buildup or a warning period, 409 providing sufficient time for appropriate officials and administration to warn the public 410 and implement mitigation measures. Other emergencies occur with little or no advanced 411

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warning and require immediate action and efficient and coordinated mobilization and 412 deployment of resources. 413 414 The UW’s Comprehensive Emergency Management Plan is considered a management 415 tool, in that it provides an overall organization and general procedures for the 416 management of information, activities, and operations during an emergency. The 417 planning is based on the Incident Command System (ICS), the management structure 418 adopted throughout the United States and internationally, and a requirement of the 419 Department of Education Emergency Management Planning Standards, State of 420 Washington Emergency Management Division, and various US Department of 421 Homeland Security Presidential Decision Directives and NIMS guidance. This 422 approach to emergency management is based on a five-section structure, or teams, 423 contain functional positions for each critical operation of the University during an 424 emergency. It provides for a smooth transition from response to restoration of normal 425 services and the implementation of programs for recovery. 426 427 Mission Areas of Emergency Management 428 429 430 431 432 433 434 435 436 437 438 Prevention – Prevention actions are those taken to avoid an incident or to intervene 439 to stop an incident from occurring or progressing. Prevention involves actions to 440 protect lives and property. It involves applying intelligence and other information to a 441 range of activities that may include such countermeasures as deterrence operations, 442 heightened inspections, improved surveillance, and security operations. More specific 443 prevention actions include investigations to determine the full nature and source of the 444 threat and the use of specific law enforcement operations aimed at deterring, 445 preempting, interdicting, or disrupting illegal activity and apprehending perpetrators. 446 447 Protection – Protection consists of two components – planning and preparedness – 448 and encompasses the full range of deliberate, critical tasks and activities necessary to 449 build, sustain, and improve the operational capability to prevent, protect against, 450 response to and recover from emergencies/disasters. Preparedness, in the context of 451 an actual or potential incident, involves actions to enhance readiness and minimize 452 impacts. 453 454 Protection consists of almost any pre-disaster action that will improve the safety or 455 effectiveness of disaster response including those activities that have the potential to 456 save lives, lessen property damage, and increase individual and community control over 457

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the subsequent disaster response. The University will validate their level of emergency 458 readiness through internal and external drills, participation in exercises. Exercise 459 outcomes will be documented and used in a continuous planning effort to improve 460 universities emergency readiness. This continuous planning endeavor will culminate in 461 revisions to this plan in the constant attempt to achieve a higher state of readiness for 462 an emergency or disaster response. 463 464 Additional examples of protection activities include: 465

Implementing hazard mitigation projects 466 Pre-establishment of incident command posts, mobilization centers, staging 467

areas and other facilities 468 Developing and maintain emergency plans and procedures 469 Providing public education and awareness 470 Use of risk assessment, predictive and plume modeling tools 471 Development and implementation of continuity of operations plans 472

473 Mitigation – Mitigation activities can occur during any phase of the disaster cycle. 474 Mitigation planning requires the university to identify hazards that impact their 475 respective communities and then to identify actions and activities to reduce any losses 476 from those hazards. Mitigation activities reduce overall risks to the population and 477 structures, while also reducing reliance on external funding from actual disaster 478 declarations. 479 480 Key mitigation activities include the following: 481

Ongoing public education and outreach activities designed to reduce loss of life 482 and destruction of property 483

Structural retrofitting to deter or lessen the impact of incidents and reduce loss 484 of life, destruction of property and impact on the environment 485

Code enforcement through such activities as zoning regulations, land 486 management, and building codes 487

Encouraging citizens to be prepared and self-sufficient for a minimum of 24 hours 488 489 Response – Emergency and disaster incident responses are designed to minimize 490 suffering, loss of life, property damage, and environmental impact and to speed 491 recovery. They include initial efforts to stabilize the incident, damage assessment, 492 emergency and short-term medical care, and the return of vital life-support system to 493 minimum operating conditions. When the university receives information about a 494 potential emergency or disaster, they will notify participating departments and other 495 organizations under this plan and will conduct an initial assessment to determine the 496 need to alert faculty, staff, students, and visitors and set in motion appropriate actions 497 to reduce risk and potential impacts. 498 499 All units are responsible for tracking all costs incurred during a disaster or emergency. 500 Detailed records of all expenses, including salaries and overtime should be kept and 501 forwarded to the UW Emergency Coordination Center. Specific guidance will be 502 disseminated to all units post-disaster. 503

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504 Response activities may include: 505

Emergency shelter, housing, food, water 506 Search and rescue 507 Emergency medical and mortuary services 508 Public health and safety 509 Decontamination following a chemical, biological or radiological attack 510 Removal of threats to the environment 511 Emergency restoration of critical services (electric power, water, sewer, 512

telephone) 513 Private sector provision of needed goods and services through contracts or 514

donations 515 Assessing the need for mutual aid assistance 516 Securing of crime scenes, investigation and collection of evidence 517

518 Recovery – Recovery activities involve the restoration of services to the public and 519 returning the affected area to pre-emergency conditions or improved conditions. These 520 activities may involve both short-term and long-term plans to assist individuals and 521 communities return to normal. Recovery programs are designed to rebuild homes, 522 restore institutions and sustain economic growth and confidence. 523 524 There is no definite point at which response ends, and recovery begins. Recovery efforts 525 will occur after the initial response phase when emergency agencies have returned to 526 pre-disaster operations and will be integrated with day-to-day functions. Recovery 527 programs implement mitigation measures designed to prevent future occurrences of 528 potential damage from future incidents. 529 530 Recovery actions may include: 531

532 Debris cleanup and removal 533 Temporary housing and other assistance for disaster survivors and their families 534 Restoration of public services (electric power, water, sewer, telephone) 535 Crisis counseling and mental health 536 Repair and/or replacement of damaged public facilities (roads, bridges, municipal 537

buildings, schools, hospitals) 538 Planning and programs for long-term economic stabilization, community 539

recovery and mitigation 540 541 A disaster may render certain buildings or facilities uninhabitable. The long-term 542 closure, demolition, and reconstruction of impacted facilities should be coordinated 543 between the Real Estate and Facilities Divisions. Units in affected location may be 544 permanently moved. 545 546 These closures will require specialized plans to be developed and executed. Units 547 should continually update and exercise their continuity plans located in HuskyReady. 548 549

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Business, Academic, and Research Continuity of Operations 550 551 Continuity of operations rely on the executive administration of the university to 552 emphasis and commit the necessary resources to assure departments are capable of 553 performing essential services and operations in a crisis. 554 555 The University of Washington utilizes the online HuskyReady tool to assist 556 departments and units in developing, testing and updating their plans for continuity. 557 Within HuskyReady, units can focus on recovery issues that may be specific for their 558 operations. Facilities that a critical to the university are identified through the Critical 559 Facility Index (CFI) located in Appendix C. The non-public CFI is crucial in continuity 560 planning and recovery planning to ensure the success of the university. All units are 561 required to develop a HuskyReady plan as mandated by WA State Law and UW 562 Administrative Policy Statement 13.2. These plans should be exercised and reviewed 563 annually, or post incident. 564 565 566 Emergency Management Overview 567 568 Emergency Management processes and functions at the University of Washington are 569 coordinated and executed at three distinct levels of increasing specificity; the 570 University-wide level, the campus level, and the Unit/department level. At each level 571 there is at least one designated Emergency Management authority responsible for 572 coordinating and executing designated processes and functions. The three levels are 573 overseen by specific University leaders. 574 575 A. University-Wide 576 577

1. Leadership and Delegations of Authority 578 579 The University President is responsible for ensuring the ongoing mission of the 580 University of Washington. The CEMP is promulgated under his/her authority. The 581 University President has the authority to declare a University state of emergency. This 582 declaration activates the Emergency Policy Council (EPC). The University President 583 must assume the role of EPC Chair. All decisions concerning the cessation of 584 University-wide functions or operations remain with the University President. If the 585 University President is unavailable, the Provost is authorized to assume this role. 586 587 The Provost is responsible for the overseeing and coordinating academic programs, 588 including both teaching and research, and enhancing the educational mission of the 589 University of Washington. The Office of the Provost consists of the University’s 590 schools and colleges, select centers and institution, Budget and Planning, Student 591 Affairs, and other key offices and administrative units. The Provost has the authority to 592 assign members from his/her office with emergency management roles and 593 responsibilities in support of the CEMP and other emergency management initiatives. 594 The Provost reports to the University President. During a declared University state of 595

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emergency, the Provost will assume a role on the EPC and be responsible for the 596 proper and expeditious handling of the emergency in accordance with the guidelines 597 set forth in the CEMP. 598 599 600

2. Emergency Management 601 602 University-wide Emergency Management programs, processes and policies are 603 directed, coordinated and executed by UW Emergency Management, a Unit within 604 UW Facilities. UW Emergency Management is currently led by a Director of 605 Emergency Management, and two (2) additional FTE’s. 606 607 The Comprehensive Emergency Management Plan (CEMP) is the overarching 608 structural document which defines UW Emergency Management and stakeholders of 609 its responsibilities. UW Emergency Management is responsible for maintaining the 610 CEMP. However, the most significant UWEM responsibilities include establishing and 611 overseeing University-wide mitigation, preparedness, response and recovery 612 programs and processes, and supporting campus level emergency management 613 programs and processes. 614 615 Training & Exercises 616 617 University of Washington Emergency 618 Management assists units in building 619 and improving the competencies and 620 capabilities of the university to prepare 621 for, mitigate against, respond to, and 622 recover from the potential impacts of 623 emergencies. 624 625 UW Emergency Management provides 626 stakeholders with high-quality exercise 627 from across the whole community with 628 the opportunity to shape plans, assess 629 and validate plans, and identify and 630 address areas of improvement. 631 Furthermore, exercises familiarize personnel with roles and responsibilities to 632 strengthen communication across the UW enterprise. The exercise program focuses 633 on delivering tools to assist in exercise design, development, conduct, evaluation, and 634 improvement planning. UW Emergency Management utilizes the Homeland Security 635 Exercise and Evaluation Program to plan and deliver exercises throughout the year. 636 637 The University of Washington enterprise takes a holistic approach to managing 638 emergencies throughout all phases of the disaster cycle to improve efforts amongst 639 students, faculty, and staff, along with infrastructure and resources. This is done 640 through improving readiness throughout the enterprise by incorporating the National 641

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Preparedness Goal principals and National Planning Framework distributed by the 642 Federal Emergency Management Agency. 643 644 By conducting exercises on a regular basis within individual departments and 645 throughout the university between multiple departments and Unit Response Centers, 646 the university promotes: 647 648

Teamwork 649

Provide a way to evaluate plans and operations 650

Demonstrates community resilience 651 652

653 Throughout the mission areas, the university takes a progressive approach to improve 654 capabilities through all-hazards training and exercises internally, and with our partners 655 and stakeholders, that are in line with the mission areas. 656 657

658 659 Public Awareness and Education 660 661

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The University community is responsible for familiarizing themselves with emergency 662 management resources, campus emergency procedures, building evacuation 663 procedures and routes, and subscribing to emergency alerts. Emergency alerting 664 methods can be found at online through the Campus Safety & Emergency Resources 665 site. 666 667 The University also publishes public safety information annually through the annual 668 Security and Fire Safety Report, and Drug-Free Schools Act Information. This report 669 includes safety information, such as crime stats, and fire information. 670 671 Throughout the year, UW Emergency Management offers a number of outreach 672 engagements to increase emergency preparedness. These engagement range from 673 speaking engagements, to monthly ECC tours which include disaster preparedness. 674 675 676

3. Campus Level 677 678

A. UW-Seattle Campus Leadership and Delegation of Authorities* 679 680 The President is responsible for ensuring the ongoing mission of the UW-681 Seattle Campus. The President has the authority to assign members of his/her 682 staff with emergency management roles and responsibilities in support of the 683 CEMP and other emergency management initiatives. The President has the 684 authority to declare a UW-Seattle campus state of emergency. This declaration 685 may activate the Emergency Policy Council (EPC). 686 687 UW-Seattle Campus Delegation of Authority: 688 689

President 690 Provost / Executive Vice President 691 Vice President for Student Life 692 Vice Provost and Dean of Undergraduate Academic Affairs. 693

694 695

B. UW-Bothell Campus Leadership and Delegation 696 697 The UW-Bothell Chancellor is responsible for ensuring the ongoing mission of 698 the UW-Bothell Campus, as well as work in tandem with partners from 699 Cascadia College. The Chancellor has the authority to assign members of 700 his/her staff with emergency management roles and responsibilities in support 701 of the UW-Bothell CEMP, as well as the authority to declare a UW-Bothell 702 campus state of emergency. This declaration may activate the UW-Bothell 703 Emergency Operations Center. In addition, the Bothell campus leadership will 704 contact the Seattle and Tacoma campuses to inform them of the status and 705 incident needs, as well as submit emergency support requests, as needed. 706 707

20

UW-Bothell Campus Delegation of Authority: 708 Chancellor 709 Vice Chancellor for Academic Affairs 710 Vice Chancellor for Administration and Planning 711 Vice Chancellor for Advancement and External Relations 712

713 C. UW-Tacoma Campus Leadership and Delegation 714

715 The UW-Tacoma Chancellor is responsible for ensuring the ongoing mission of 716 the UW-Tacoma Campus, as well as work in tandem with partners from 717 geographically separated satellite campuses. The Chancellor has the authority 718 to assign members of his/her staff with emergency management roles and 719 responsibilities in support of the UW-Tacoma CEMP, as well as the authority to 720 declare a UW-Tacoma campus state of emergency. This declaration may 721 activate the UW-Tacoma Emergency Operations Center. In addition, the 722 Tacoma campus leadership will contact the Seattle and Bothell campuses to 723 inform them of the status and incident needs, as well as submit emergency 724 support requests, as needed. 725 726 UW-Tacoma Campus Delegation of Authority*: 727

Chancellor 728 Executive Vice Chancellor for Academic Affairs 729 Vice Chancellor for Finance and Administration 730 Vice Chancellor for Student and Enrollment Services 731

732 * 733

D. Unit Level 734 735 Unit level is considered any distinct entity within the university, including but not 736 limited to, Divisions, Departments, Institutes, Schools, Colleges, Centers, 737 Offices, Programs, and sub-divisions therein. 738 739 The most specific and detailed emergency management programs, processes 740 and policies are directed, coordinated and executed at the unit level by each 741 unit’s respective emergency management authority, inherently appointed to the 742 highest ranking leader. Ad-hoc delegation of authorities should be the 743 exception, and not the rule. While there is not standard process or format for 744 UW deparments/units to document and promulgate their standing delegation of 745 authority process/list, UWEM’s continuity website has a weblink with a 746 recommended template that can be used as guidance. 747 748 Each unit is responsible for developing and maintaining their own respective 749 mitigation, preparedness, response, and recovery programs and process. This 750 should include, but not limited to: 751 752

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Review of University Emergency Management Plans 753 Completion of HuskyReady Plan 754 Collection and Update of contact information 755 Emergency Supply Kits to support essential service staff 756 Completion of applicable NIMS, ICS, and other trainings 757

758 Training can be requested through each UW campus locations emergency 759 management office. 760

761 E. Emergency Management Advisory Committee 762

763 Governance of campus-wide emergency management is crucial to the success 764 of the implementation of policies and involvement of stakeholders in guiding the 765 emergency management program. The University of Washington utilizes the 766 Emergency Readiness Committee (ERC) for the purpose of coordinating input 767 from stakeholders in preparation, implementation, evaluation, and revision of 768 emergency management. The ERC is a university-approved, and chartered 769 committee. It is an institution-wide advisory group to UW executive leadership 770 to ensure the whole-community approach to enhance the resiliency of the UW 771 enterprise. This committee is tasked with the review of the CEMP at a 772 minimum of every 2 years. 773 774

Plan Objectives 775 776 The objectives of this plan are to: 777 778

1. Organization 779 a. Provide clear and easy-to-follow checklist based guidelines for the most 780

critical functions and liaisons during an emergency response. 781 b. Organize and format this plan into an easy-to-follow format in which users 782

can quickly determine their role, responsibility and primary tasks. 783 c. Link and coordinate processes, actions and the exchange of critical 784

information into an efficient and real-time overall response in which all 785 entities have access to the emergency response process, and know what 786 is going on at the University. 787

2. Communications and Information Management 788 a. Serve as the central point of communications both for receipt and 789

transmission of urgent information and messages. 790 b. Serve as the official point of contact for the University during emergencies 791

when normal channels are interrupted. 792 c. Provide 24-hour full-service communication services for voice, data and 793

operational systems. 794 d. Collect and collate all disaster information for notification, public 795

information, documentation and post-incident analysis. 796 e. Provide a basis for training employees and organizations in emergency 797

response management. 798

22

3. Decision–Making 799 a. Describe the decision-making process that will be used to determine the 800

level of response and extent of emergency control and coordination that 801 should be activated when incidents occur. 802

4. Response Operations 803 a. Utilize efficiently, the resources at the UW campus to implement a 804

comprehensive and efficient emergency management response team. 805 b. Guide emergency response management during and following emerging 806

incidents. 807 5. Recovery Operations 808

a. Transition response operations over to normal management processes, 809 as able. 810

b. Support business resumption plans and processes, as needed, during 811 restoration phases. 812

c. Provide documentation and information support to FEMA disaster public 813 assistance program application. 814

815 Operational Priorities and Vulnerable Populations Planning 816 817 Certain portions of the population may have limited ability to be self-sufficient during an 818 emergency or disaster situation. Populations with access and functional needs may 819 include those members of the community who: 820

Have disabilities 821 Are elderly 822 Are children 823 Are from diverse cultures 824 Have limited English proficiency or are non-English speaking 825 Are transportation disadvantaged 826 Community members who have service animals 827

828 These members of the community may have needs before, during, and after an incident 829 in access and functional areas; including but not limited to maintaining independence, 830 communication, transportation, supervision, and medical care. 831 832 When considering this population and others who are at-risk, emergency management 833 plans should take into account the following: 834

Communication and Public Information – Emergency notification systems must 835 be accessible to ensure effective communication for people who are deaf/hard 836 of hearing, blind/low vision, deaf and blind. 837

Evacuation and Transportation – Evacuation plans must incorporate disability 838 and older adult transportation providers for the purpose of identifying the 839 movement of people with mobility impairments and those with transportation 840 disadvantages. 841

Sheltering – Care and shelter plans must address the access and functional 842 needs of the people with disabilities and older adults to allow for sheltering in 843 general population shelters. 844

23

Americans with Disabilities Act of 1990, As Amended – When shelter facilities 845 are activated, the state will work with local officials to ensure they accommodate 846 the provisions of the Americans with Disabilities Act (ADA). Refer to the ADA 847 Checklist for Emergency Shelters, July 26, 2007, located at 848 http://www.ada.gov/pcatoolkit/chap7shelterchk.htm. 849

850 The parties to this CEMP understand that comprehensive emergency management is 851 a process that involves consideration and preparedness for all individuals including 852 those who may require additional assistance with regard to access and functional 853 needs. During all emergency operations, attention to those with access and functional 854 needs will be incorporated into all operations, planning, response, and recovery 855 activities. 856 857

Incident Command System 858 859 The University of Washington has adopted an ICS-like structure within the ECC, as 860 well as the UW-Bothell and UW-Tacoma campuses. This structure is similar to the ICS 861 structure. The ICS-like structure aligns to what will be used in the field response. 862 Additionally, it is a useful functional breakdown, particularly for ECC’s that might 863 assume the operational mission. UW Medical Center, along with the healthcare 864 network the University have adopted the Hospital Incident Command System, which is 865 based upon the principals of the Incident Command System. 866 867 Incident Commander: The individual responsible for overall management of the 868 incident. 869 870 Command Staff: The Command Staff consists of the Public Information Officer, 871 Safety Officer, and Liaison Officer. They report directly to the Incident Commander. 872 They may have an Assistant or Assistants, as needed. 873 874 Officer: Officer is the ICS title for the personnel responsible for the Command Staff 875 positions of Safety, Liaison, and Public Information. 876 877

Public Information Officer: Responsible for developing and releasing 878 information about the incident to the news media, to incident personnel, and to 879 other appropriate agencies and organizations. Only one Public Information 880 Officer will be assigned for each incident. The Public Information Officer may 881 have Assistants, as necessary, and the Assistants may represent assisting 882 agencies or jurisdictions. Reasons to designate a Public Information Officer 883 include: 884

885 • The presence of an obvious high visibility or sensitive incident 886 • Media demands for information are reducing Incident Commander 887

effectiveness. 888 • Media capabilities to acquire their own information are increasing 889 • Reduces the risk of multiple sources releasing information. 890

24

• Need to alert, warn or instruct the public. 891 892

Safety Officer: All agencies stress the importance of safety as both a 893 management and an individual responsibility. In addition, the Command Staff 894 position of Safety Officer may be assigned to develop and recommend 895 measures for assuring personnel safety, and to assess and/or anticipate 896 hazardous and unsafe situations. 897 898 Only one Safety Officer will be assigned for each incident. The Safety Officer 899 will correct unsafe situations by working through the chain of command. 900 However, the Safety Officer may exercise emergency authority to directly stop 901 unsafe acts. HAZMAT incidents require the assignment of a Safety Officer. The 902 Safety Officer may assign Assistant Safety Officers, as needed. 903

904 Liaison Officer: Incidents that are multi-jurisdictional, or have several agencies 905

involved, may require the establishment of the Liaison Officer position on the 906 Command Staff. The Liaison Officer is the contact for agency representatives 907 assigned to the incident by assisting or cooperating agencies. The Liaison 908 Officer may have one or more Assistants, as needed. 909

910 Reasons to establish the Liaison Officer position at an incident include: 911

• When several agencies send, or plan to send, Agency Representatives 912 to an Incident in support of their resources. 913

• When the IC can no longer provide the time for individual coordination 914 with each Agency Representative. 915

• When it appears that two or more jurisdictions may become involved in 916 the incident and the incident will require on-site liaison. 917

• Communication from EPC to Incident Command/ECC. 918 919 General Staff: The group of incident management personnel reporting to the Incident 920 Commander. They may have one or more Deputies, as needed. The General Staff 921 consists of the Operations Section Chief, Planning Section Chief, Logistics Section 922 Chief, and Finance/Administration Section Chief. 923 924 Section: The organizational level with responsibility for a major functional area of the 925 incident, e.g., Operations, Planning, Logistics, Finance/Administration. 926 927

Operations Section Chief is responsible for managing all tactical operations at 928 an incident. The build-up of the Operations Section is generally dictated by the 929 number of tactical resources involved and span of control considerations. The 930 Operations Section consists of the following components: 931

932 • Ground or surface-based tactical resources. 933 • Aviation or air resources 934 • Staging Areas. 935

25

Planning Section is responsible for managing all information relevant to an 936 incident. The Planning Section collects, evaluates, processes, and 937 disseminates information for use at the incident. Dissemination can be in the 938 form of the written Incident Action Plan, formal briefings, or through map and 939 status display boards. This Section is managed by the Planning Section Chief. 940 In addition, information and intelligence functions are traditionally located in the 941 Planning Section. 942

943 Logistics Section: with the exception of aviation support, all incident support 944

needs are provided by the Logistics Section. The Logistics Section is managed 945 by the Logistics Section Chief. The Logistics Section is responsible for the 946 following: 947

• Facilities 948 • Transportation 949 • Communications 950 • Equipment maintenance and fueling 951 • Food services 952 • Medical services 953 • Ordering and distributing resources and supplies 954

955 On very large incidents, or on incidents requiring a great deal of equipment or 956 facilities, the Logistics Section may be divided into two Branches. Each 957 Logistics Branch is led by a Director, who reports to the Logistics Section Chief. 958 Each Branch Director supervises three Units lead by Leaders. 959

960 Finance/Administration Section is responsible for managing all financial 961

aspects of an incident. This Section is managed by the Finance/Administration 962 Section Chief. Due to the specialized nature of the Finance/Administration 963 Section, the Finance/Administration Section Chief is usually an employee of the 964 jurisdiction or agency requiring financial services. 965 966 The person in charge of each Finance/Administration Unit is designated as a 967 Leader. In the Finance/Administration Section, Unit Leaders report to the 968 Finance/Administration Section Chief. 969 970 971 972

973 974

26

Levels of Emergency Response 975 976 Consistent with our partnering agencies and jurisdictions in the City of Seattle, King 977 County, and Washington State EMD by utilizing the same hierarchy in our levels of 978 activation for a response. As a guide, three levels of emergency are specified, as 979 follows: 980

Level 4: Routine Operations 981

This is a day-to-day event or incident requiring minimal coordination and assistance. 982 The situation may be such that it can be more efficiently and effectively supported 983 without primary ECC activation at the level of individual entity, or may require minimal 984 coordination between university departments. There is no foreseen need to proclaim an 985 emergency. 986

Level 3: Low Impact Incident 987

This slightly elevated beyond a day-to-day event or incident. This requires basic 988 emergency management staff situational awareness monitoring and periodic 989 updates to the ECC team. In this situation the ECC would not be activated, 990 only emergency management personnel would be notified to monitor the 991 situation and provide minimal coordination between university 992 departments and The City of Seattle or other local agency. There is no 993 foreseen need to proclaim an emergency. 994

Level 2: Medium Impact Incident 995

This is any incident requiring more than routine coordination between 996 university departments, the City of Seattle/ other local agency, and basic 997 emergency management staff situational awareness monitoring. This 998 type of event or incident would generally involve multiple university 999 departments, local agencies, county agencies, or jurisdictions. The 1000 University ECC would be activated, and a potential for a proclamation of 1001 emergency. 1002

Level 1: High Impact Incident 1003

This is any large, complex, serious or long-duration event or incident requiring a high 1004 degree of coordination/support, and generally involving state and Federal assistance. 1005 In particularly complex situations with several organizations involved, or where there is 1006 a high degree of media or public interest. The University ECC will be activated, and a 1007 proclamation of emergency will highly be suggested. 1008

1009

27

1010

VIRTUAL ACTIVATION – Depending on the situation, the ECC may activate all or part 1011 of its members virtually instead of the traditional method which requires personnel to 1012 report to the ECC. Various factors such as timing, the safety of access, or the level of 1013 the crisis may require a virtual activation utilizing a combination of Internet-based 1014 collaboration tools and/or telephone conference bridge calls. 1015

1016 Generally, the ECC is activated under Levels 1 and 2. Appendix A of this plan provides 1017 information on the UW ECC facility. 1018

Plan Activation 1019 1020 This plan is activated whenever emergency conditions exist in which normal operations 1021 cannot be performed, and immediate action is required to: 1022

Save and protect lives. 1023 Coordinate communications. 1024 Prevent damage to the environment, systems, and property. 1025 Provide essential services. 1026 Temporarily assign University employees to perform emergency work. 1027 Invoke emergency authorization to procure and allocate resources. 1028 Activate and staff the Emergency Coordination Center (ECC). 1029

1030 Emergency Authority 1031

Emergency Policy Council (President’s Cabinet) 1032

28

The President of the University serves as the head of the UW’s Emergency Policy 1033 Council (EPC) which may activate in-person (or convene remotely via teleconference) 1034 for a Level 2 or Level 1 ECC activation or whenever executive policy issues must be 1035 addressed. In the event of any threatened or actual disaster or civil disorder on the 1036 campus of the University of Washington at a time when the President of the University 1037 is absent from the campus, the authority to take all necessary and appropriate actions 1038 on behalf of the President of the University is hereby delegated to the following 1039 University officers in the order listed below. Such authority being delegated to the 1040 highest ranked University officer on the list whom the University Police Department or 1041 UW Emergency Management is able to contact: (UW Administrative Order No. 2): 1042

1. Provost and Executive Vice President 1043 2. Executive Vice President for Finance and Administration 1044 3. Vice President for Student Life 1045 4. Vice Provost and Dean of Undergraduate Academic Affairs 1046

NOTE: For a civil disorder situation only, the Chief of the University Police 1047 Department or, in the Chief's absence, the senior on-call police 1048 supervisor, is hereby delegated the authority to take all necessary and 1049 appropriate actions on behalf of the President: 1050

(1) When neither the President nor any of the University officers 1051 listed above can be contacted within a reasonable period of time, 1052 given the immediacy and other circumstances of the threatened or 1053 actual civil disorder. 1054

(2) When an actual civil disorder is in progress, and immediate 1055 action is necessary to protect persons or property from further 1056 injury or damage. 1057

Emergency Declaration 1058

The University President or designee has the authority to declare a University-wide 1059 State of Emergency. This declaration and all associated directives and instructions will 1060 be conveyed to the Executive Policy Council. This emergency declaration should be 1061 immediately be disseminated throughout the campus and up channeled to the State 1062 Emergency Operations Center. 1063

Resource Requests during Emergencies 1064

Resource requests should be filled through existing contracts and mutual aid 1065 agreements. During a state of emergency, all resource requests should be initiated by 1066 the Incident Commander and communicated through the UW ECC. If the UW ECC 1067 cannot fulfill the request, the request will be sent to the State Emergency Operations 1068 Center for fulfillment. 1069

National Intercollegiate Mutual Aid Agreement 1070

29

The National Intercollegiate Mutual Aid Agreement (NIMAA) is a source for providing or 1071 receiving assistance. The participation in NIMAA allows the University of Washington 1072 flexibility when evaluating the most effective and efficient means of obtaining resources 1073 during an emergency or disaster. Currently, the University of Washington is pursuing 1074 participation in the NIMAA as a full-signatory in this nationwide system. 1075

1076

UW Campus Emergency Coordination Center (ECC) 1077

During incidents and emergency conditions in which the activation of the UW Seattle 1078 campus ECC is needed, the following UW positions may activate this plan and the UW 1079 Campus ECC, and serve as the ECC Director (in recommended order): 1080

1. Director of Emergency Management (or his/her designee) 1081 2. UWEM Program Managers (2) 1082 3. Vice President for Facilities Services 1083 4. UW Chief of Police 1084 5. Director of Environmental Health and Safety 1085

In the event that none of the above is available, 1086 the UW Police Department Watch Commander 1087 will assume authority for the activation of this 1088 plan and provide overall direction until one of 1089 the above designees arrives. 1090 1091 If not already activated, members of the UW’s 1092 senior leadership (the EPC) may request 1093 activation of the ECC. This request must be 1094 made via the Vice President of Facilities who is 1095 the Executive Champion of the Emergency 1096 Readiness Committee and direct supervisor of 1097 the UWEM department staff. 1098 1099 The UW-ECC, along with the UW-Bothell and UW-Tacoma Emergency Operations 1100 Center represent an enterprise wide multiagency coordination system. Each entity 1101 establishes a common operating picture for response and recovery efforts for 1102 disasters affecting the campuses. 1103 1104 Due to the variety of ECC staff and unique positions, a general common set off ECC 1105 performance tasking’s is difficult to develop. Skill sets of the ECC staff should reflect 1106 the primary duties and objectives of job sheets located at the assumed ECC position. 1107 NOTE: During extreme emergencies, positions with the highest need for staff may be 1108 filled first to facilitate the response phase. Staff assuming a section chief or higher 1109 position within the ECC should have an increased knowledge of ICS and complex 1110 incident response. Some key skillsets within the ECC are: 1111 1112

30

Coordination Records Management

Performance Improvement

Resource Sourcing

Leadership ECC Facility Management

Planning Resource Tracking

Policy & Direction

Finance Public Affairs Coordination

Safety Advising

Action Tracking

Legal Counseling

Recovery Coordination

Situational Awareness

Center Management

Organizational Representation

Resource Ordering and Acquisition

Resource Requirements

1113 ECC staff and URC leadership should review the job action sheets located within the 1114 ECC. The review of the action sheets should occur annually and after activations for 1115 real response or exercise purposes. 1116 1117

An overview of the process for the activation of the University Emergency Management 1118 Plan and ECC is as follows 1119 1120 1121 UW-Seattle ECC 1122 1123

1124 1125 1126 1127 The UW’s Primary ECC is located in the UW Tower, located at 4333 Brooklyn Avenue, 1128 NE, Seattle, WA 98195-9531 (Room C-140) 1129

1130 The UW’s Backup (or secondary) ECC is located in Madrona Hall, Room 313. 1131

1132

31

1133 1134 1135 1136 UW-Bothell EOC 1137 1138 The University of Washington-Bothell campus is a shared Emergency Coordination 1139 Center with Cascadia College. The UWB/CC ECC will operate using the Incident 1140 Command System (ICS) structure within the ECC. 1141 1142 The primary location for the UW-Bothell and Cascadia College EOC is Husky Hall 1143 Room 1160. 1144 1145 The alternate location will be the parking lot of Husky Hall in the event of relocation 1146 needs. For directions please see https://www.uwb.edu/visitors/directions. 1147 1148

1149 1150

32

EOC and ECC Activations Process 1151

1152

33

1153 1154 ECC General Functions and Capabilities 1155 1156 The below listed charts are general functions and capability for the UW ECC’s and 1157 EOC’s. More detailed job action sheets are maintained in each ECC and EOC, and 1158 are routinely updated to match current capabilities. 1159 1160

UW EMERGENCY OPERATIONS MANAGEMENT FUNCTIONS 1161 1162

Function Capabilities

Emergency Policy Council (EPC)

Provide executive leadership to the University during emergencies in which the academic and research programs are interrupted or normal business cannot be conducted.

Executive coordination with the Governor’s Office & Board of Regents.

Direction and coordination with the Faculty Senate, Deans and Directors of Research and University Programs and ECC Management Group/ECC Director.

ECC Management (Command)

Provide overall leadership within the ECC

Coordinates the campus-wide response and recovery efforts

Activates, deactivates the ECC

Provides liaison to Senior UW Leadership for all policy matters

Ensures that the ECC operations are conducted according to State and UW policies and procedures

EPC (Cabinet) Liaison Liaison to Senior UW Leadership (UW Policy Group) for all policy

matters

Worker Safety & Health

Worker safety and health needs assessment

Health and safety plans

Personal protective equipment

Response and recovery worker health and medical surveillance

ECC Administration/Support

Provide staff support to all functions and positions in the ECC.

Oversee the main ECC switchboard, general ECC email account, and fax lines.

(via UW-IT staff) provide support to ECC responders with computers, phones, and general telecom and data network connectivity

Assistance with computer logins and printer connectivity

34

Emergency Public Information

Oversee all official communication from the University, including an internal message to Faculty, Staff, Students, Employees, etc.; media; external communication other than operational coordination.

Liaisons

Provides situation status updates to the UW ECC responders and planners

Represents internal (i.e. UW-Bothell & UW Tacoma) and external (i.e., City of Seattle, King County, State of Washington) stakeholders in the ECC

1163 UW ECC OPERATIONS FUNCTIONS 1164

1165

Function Capabilities

Operations Section Management

Overall direction, management, and coordination for all operational functions of the ECC that are part of the Operations Section.

Establish operational priorities and strategies.

Ensure effective field incident response and the management of operational resources.

Campus Infrastructure & Public Works

Protection and emergency repair of campus buildings, power, water utilities, roadways, and grounds.

Communications & Computing

Restoration and repair of telecommunications infrastructure on campus.

Protection, restoration, and sustainment of cyber and information technology resources.

Hazardous Materials Response

Prevent, minimize or mitigate a release

Detect and asset the extent of contamination

Stabilize the release and prevent the spread of contamination

Analyze options for environmental cleanup and waste disposition

Implement environmental cleanup

Store, treat and dispose of hazardous materials

35

Function Capabilities

Mass Care, Housing & Human Services

Sheltering, feeding operations, emergency first aid, bulk distribution of emergency items, and collecting and providing information on victims to family members.

Work with appropriate UW units to evaluate the need for employee support services and develop the information necessary to evaluate and plan for their delivery. (Suggest moving to checklist)

Participates in the assessment of needs for emergency employee replacements to support essential functions. Takes steps necessary to find individuals who can meet institutional needs of for emergency staffing.

Medical Services

Field medical response on campus

Field emergency triage

First Aid

Patient evacuation

Patient Care

Medical care personnel

Health/medical equipment and supplies

Mass fatality management

Public Health

Health surveillance

Food safety and security

Public health and medical information

Potable water/wastewater and solid waste disposal

Public Safety & Security

General law enforcement assistance

Access control

Site security

Traffic and crowd control

Force Protection

Search & Rescue

Distress monitoring, communications, the location of distressed personnel, coordination and execution of rescue operations including extrication or evacuation along with the provisioning of medical assistance.

Lifesaving assistance

1166 UW ECC PLANNING FUNCTIONS 1167

1168

Function Capabilities

36

Planning Section Management

Overall management and analysis of disaster/incident information and assessment of impact and damage to the University systems, properties, facilities and capability to occupy buildings.

The Planning Chief is a member of the ECC Leadership team

Situation Status & Documentation

Receive, analyze, track and assess information regarding the situation, damage, and interruption to the University properties and programs.

Maintain a general ECC log documenting major actions and decisions of the ECC.

Building Inspection/Damage & Needs Assessment

Coordinate building and facility inspections to assess for structural damage after an earthquake or incident.

Analyze status reports and inspection reports to identify damaged properties.

Track damage and evaluate for estimates for damage, loss and reconstruction/repair costs.

Capital & Space Planning

Manage maintenance, repair, and construction of projects for critical University services and facilities.

Coordinate, gather and disseminate information to UW tenants and property owners of major off-campus leased spaces.

1169 UW ECC LOGISTICS FUNCTIONS 1170

1171

Function Capabilities

Logistics Section Management

Ensures that the Operations Section (as well as other non-represented UW response field units) and support agencies are able to perform their response activities with adequate resources, supplies, personnel, and supplies – including human capital.

The Logistics Chief is a member of the ECC Leadership team

Resource Support & Procurement

Coordinate and manage the procurement, delivery, distribution, and tracking of University emergency resources and support for the response operation, including University supplies, equipment, materials, and services

Procurement and contracted resources and services

Coordinate and support documentation of emergency procurement with the Finance Team

37

Transportation & Vehicle Support Services

Monitor and report status of and damage to transportation systems and infrastructure on and around campus.

Identify temporary alternative transportation solutions.

Support emergency operations, including transport of emergency personnel, equipment, supplies and injured persons.

Maintain inventory of all available transportation (vehicles) and support (fuel, supplies and drives.)

Volunteer & Donation Management

Coordinate the overall management of expedient (spontaneous unaffiliated) disaster response and recovery volunteers

Coordinate the solicitation, receipt, and distribution of donations (both material/supplies and monetary) to the UW after an event.

1172 1173

UW ECC FINANCE FUNCTIONS 1174 1175

Function Capabilities

Finance & Administration Section Management

Provide overall management of financial accounting and analysis for the emergency response.

Keep the ECC Director and Emergency Policy Council advised of the total cost-to-date of the emergency response, estimated losses, and financial impacts of the emergency to University businesses, programs and facilities.

Oversee the tracking and documentation process for FEMA application and insurance claims.

The Finance/Admin. Chief is a member of the ECC Leadership team.

Emergency Accounting

Establish an accounting process for tracking expenses for procurement of services, contracts and/or mutual aid from the ECC.

Establish accounting numbers for tracking expenses.

Payroll Coordinates the payment of UW employees and staff during and after

an emergency or disaster and develops alternate payment methods if the primary payroll processes are impacted.

Insurance/Claims

Assist ECC staff (either on-site or via phone consultation) with insurance and liability claims information and information-sharing.

Provide subject matter expertise on both issues as the event evolves toward the recovery stage.

38

Legal Counsel

Attorney General’s Office for the UW will be available for advice and consultation on all legal matters involving the University’s emergency response activities.

Representatives may not be physically present in the ECC, but must be available electronically (via phone) to the ECC and/or Emergency Policy Council representatives.

Long Term Recovery

Prepare and maintain the FEMA public assistance documentation information package.

Maintain the documentation files and support the disaster assistance application process.

Attend the FEMA briefing program to start the official process.

1176 Plan Maintenance 1177 1178 The University of Washington CEMP is updated required to be updated at a minimum 1179 of every 3 years from promulgation date. UWEM staff and stakeholders will 1180 continuously review the plans internally as an ongoing review of processes. The plan 1181 will also be reviewed at a minimum of every two years by members of the ERC. 1182 Voting members of the ERC are required to review processes and provide 1183 suggestions for changes at this time. A summary of suggestions will be maintained 1184 internally by the UWEM staff. 1185