GRIFFITH UNIVERSITY EMERGENCY MANAGEMENT PLAN

Transcription

1 GRIFFITH UNIVERSITY EMERGENCY MANAGEMENT PLAN March 2012

2 TABLE OF CONTENTS 1. INTRODUCTION... 2 Definition of an Emergency... 2 Aim... 2 Purpose... 3 Terms Used in the Plan ROLES AND RESPONSIBILITIES... 5 The Responsible Entities and their Roles... 5 Role of the University Elements... 8 Role of Campus Life... 8 Role of Strategic Incident Management Team (SIMT)... 9 Role of Campus Security Staff... 9 Relationship between the Responsible Entities Responsibility Matrix Basic Threat & Outcomes Analysis RESPONSE TO AN EMERGENCY GENERAL The Three Incident Levels Generalised Response Emergency Assessment Checklist University Contact Officers RESPONSE TO AN EMERGENCY SUPPORTING DETAIL Australian Interagency Incident Control System Incident Management Team and Emergency Operations Centre Forward Command Point Campus Emergency Operations Centres Ambulance Meeting Points External Contact Numbers MAINTAINING THE PLAN University Emergency Management Planning Committee Role Terms of Reference Review Process REFERENCES This is not a controlled document when printed March 2012 Page 1

3 1. INTRODUCTION Griffith University has produced this Emergency Management Plan (EMP) as part of its commitment to the safety and wellbeing of its employees, students, visitors, tenants and site users in the event of any incidents or emergencies that may occur on University campuses. Definition of an Emergency An emergency is defined by the Emergency Management Australia (EMA) and the Federal Emergency Management Agency (FEMA - USA) as: Any event that arises internally or from external sources, which may adversely affect the safety of persons in a building or the community generally and requires immediate response by the occupants. and Any unplanned event that can cause deaths, or significant injuries to employees, customers (students) or the public; disrupt operations, cause physical or environmental damage, or threaten the facility s (Griffith University) property. Aim The aim of this Emergency Management Plan is to: Provide a framework within which all elements of the University may wish to prepare emergency response plans and procedures appropriate to their operations; Enable a co-ordinated response of all emergency entities to any given emergency at any campus, in the shortest possible time to minimize the loss of life and/or injury to persons and to minimise the damage to property; and, Facilitate the restoration of University operations to normal in a timely and orderly manner. The plan outlines the interaction between the following entities: The University s operational units (groups, schools or elements); The University community; The Public Response Agencies (such as the Queensland Fire & Rescue Service) who may be called in to take control of the on-scene incident management; and The University s Emergency Control Organisation including Chief Campus Warden, Building Wardens, Security, other Campus Life staff and, if required, an Incident Controller and Strategic Incident Management Team. (SIMT) This is not a controlled document when printed March 2012 Page 2

4 Purpose The EMP incorporates the four elements of comprehensive emergency management, namely - Prevention; Preparedness; Response; and Recovery; 1 This EMP provides procedures for University employees, students, tenants, visitors, site users and other agencies, when responding to, and dealing with, a range of emergencies that may impact on Griffith University campuses. The EMP is designed to establish areas of responsibility, appropriate procedures and response protocols in times of emergencies. The responsibilities, procedures and response protocols listed under the EMP are generic in nature and may be varied to suit particular incidents as deemed appropriate at the time by responding agencies. The responsibilities shall be performed by the person in charge (or nominated person) of the element or agency responding to an emergency on a Griffith University campus. The EMP is based on Queensland Legislation requirements and shall be reviewed at intervals as deemed necessary. Terms Used in the Plan Term Australian Interagency Incident Control System (AIICS) Business Continuity Team Competent Person Contact Officer/s Definition The agreed protocols that provide for an organisational structure capable of responding to all levels of emergency from simple to complex A group of persons set up on an incident by incident basis to assist with post-incident co-ordination and recovery issues A person who has acquired through training, education, qualification, experience, or a combination of these, the knowledge and skills to enable him/her to correctly perform the required task Person or persons nominated by schools or elements as a point of contact for response to alarms or issues that affect schools or elements 1 Any Emergency Response, Recovery or Business Continuity Plans deemed to require separate and additional responses from particular elements and sections of the University, while referenced in this document, have not been included. This is not a controlled document when printed March 2012 Page 3

5 Chief Campus Warden (CCW) Emergency Element Response Plan Emergency Control Organisation (ECO) Emergency Management Plan (EMP) Emergency Planning Committee (EPC) Emergency Operations Centre (EOC) External Information Centre (EXIC) Forward Command Point (FCP) Incident Controller Incident Management Team (IMT) Person nominated by Director Campus Life (CLF) to manage initial University response to emergencies on campus Any event that arises internally, or from external sources, which may adversely affect persons, or the community generally, and requires an immediate response A plan that outlines the steps taken to prepare an element for an emergency or potential emergency event and the response to be taken by the element to the event Either a competent person or a number of competent persons who will implement and co-ordinate the necessary emergency procedures The ECO may, depending on the nature and complexity of the emergency, involve all or some of the following; Chief Campus Warden Building Wardens, Security Incident Controller Incident Management team Strategic Incident Management Team QFRS, QAS, QPS, other public authorities A plan that outlines the management response procedures and recovery arrangements for campus emergencies Persons responsible for the documentation and maintenance of an emergency management plan A single focal point for emergency management. This varies depending on the emergency but may be a single dedicated room or a mobile vehicle An area established to handle all enquiries from the public and media under the guidance of the External Relations media office The point where responding agencies assemble to receive and disseminate information and make operational decisions on response actions A suitably accredited staff member, usually from with Campus Life, nominated by the Director Campus Life and tasked with the implementation of appropriate responses to campus emergencies A team of persons assembled to manage the response to an emergency or potential emergency. Assembled and led by the Incident Controller This is not a controlled document when printed March 2012 Page 4

6 Public Response Agency Queensland Ambulance Service (QAS) Queensland Fire & Rescue Service (QFRS) Queensland Police Service (QPS) Strategic Incident Management Team (SMIT) University Contact Officer University Element University Fire Officer (UFO) The State Agency responsible for on-scene management of an emergency situation. Agencies include the Queensland Police, Queensland Ambulance Service, Queensland Fire & Rescue Service, Queensland Health etc. The Public Response Agency responsible for on-scene medical treatment and transport to hospitals, as appropriate The Public Response Agency responsible for the management of fire, rescue, road accident and hazardous materials emergencies The Public Response Agency responsible for the overall management of incidents and declarations of State of Emergency A team of senior University personnel who provide high level advice and management of critical elements of an emergency or crisis Person nominated by the University or school or element to deal with, or respond to, specific types of incidents or events A teaching or administrative unit within the University e.g. Student Administration (including medical centre etc), External Relations Person nominated by the University to deal with fire and emergencies ROLES AND RESPONSIBILITIES This section deals with various roles and responsibilities undertaken in an emergency. The Emergency Planning Committee. This is the University s prime entity for ensuring that there is appropriate documentation, training and management for emergencies. Terms of Reference are in accordance with AS3745 summarised as follows: To develop and maintain an Emergency Management Plan for Griffith University to meet safe workplace and risk management obligations with respect to current expectations and codes of practice. The Committee comprises; Director Campus Life Deputy Director, Campus Services, Campus Life University Fire Officer (Campus Life). Fire Safety Advisors Nominated Facility Manager This is not a controlled document when printed March 2012 Page 5

7 It may also include representatives or input from University element representatives and the following emergency and local authorities as deemed necessary - Queensland Ambulance Service (QAS) Queensland Fire & Rescue Service (QFRS) Queensland Police Service (QPS) Local Government Authorities (Brisbane City Council, Gold Coast City Council and Logan City Council). The University Fire Officer is the Secretary to the Committee. The objectives and role of those university staff and agencies dealing with the emergency are as detailed in the table below: Response Entity Objective Role in an Emergency Emergency Planning Committee University Security Campus Operational Unit (element or school) Ensure preparation and maintenance of Emergency Management Plan, ensuring adequate resources for development and implementation, ensuring adequate training and information awareness via Emergency Control Organisation all as per AS3745 Normally the first point of call in an emergency Maintain normal University maintenance and service operations Provide oversight and advice. Conduct reviews to improve EMP and procedures To provide the initial response to an emergency, including an initial assessment To provide staff, materials and resources as required This is not a controlled document when printed March 2012 Page 6

8 Response Entity Objective Role in an Emergency Emergency Control Organisation (ECO) Implement and coordinate emergency responses and provide assistance to occupants in emergency situations Direct, implement and coordinate emergency responses and assist as required with building evacuations and public authorities as requested The Emergency may, depending on the nature, duration and complexity require the formation of a Incident Management Team (IMT) and /or a Strategic Incident Management Team (SIMT) Emergency Operations Centre (EOC) Public Response Agency University Community Strategic Incident Management Team (SIMT) Business Continuity Team A location with facilities to provide support and assistance to Emergency Control Organisation and public authorities. Can be virtual if required Provide on-scene incident management where appropriate Assist as necessary and as directed Provide strategic input to the Incident Management Team Co-ordinate recovery from incident Provides physical resources Command and control where they are the lead response agency Provide personnel and services as required Provides overall direction to the Incident Management Team and/or the Emergency Control Organisation in relation to a critical incident Post-incident co-ordination and recovery of services While the plan outlines the procedures to be followed by the various emergency entities, it does not provide a detailed statement of the preparedness and arrangements for each Campus Element. This is not a controlled document when printed March 2012 Page 7

9 Role of the University Elements Each University Element normally provides staff for positions of First Aid Officers and Emergency Control Organisation personnel eg wardens, specialised laboratory technical advisors, in buildings or sections that are deemed to be their responsibility. Each Element is responsible for: Detailed Emergency response procedures. Implementing building evacuation procedures and lock downs to ensure the safety of staff, students and visitors. Providing assistance to Emergency Services personnel (i.e. Qld Fire Service, Qld Police Service, Qld Ambulance Service) and to the University's Emergency Control Operations Centre. Providing technical advice to Emergency Services personnel, campus and building ECO, IMT and SIMT. Providing trained First Aid Officers commensurate with operations. Provide wardens to assist with Co-ordination of emergency building evacuations; Assist with the control of persons outside of buildings during an emergency; Designate a senior element representative to provide appropriate information to the University's Media Operations / External Relations centre / Strategic Incident Management Team and Academic Groups if necessary. Role of Emergency Control Organisation and Campus Chief Warden, building Wardens, Security and Campus Life Minor emergencies usually do not require an Incident Management Team or a Strategic Incident Management Team. Typically the Campus Chief Warden, who is a nominated staff member from Campus Life leads the first response and assumes co-ordinating and response implementation roles until the emergency is resolved or the officer is relieved by an Incident Management Team or an authorised public authority commander e.g. police, QFRS. Campus Life, if circumstances require (e.g. extended duration, complexity and large numbers of people), prepare the Emergency Operations Centre ready for occupancy. Additional Campus Life functions for more serious or major emergencies, include, but are not limited to: Setting up the Forward Command Point (FCP); Preparing an Emergency Operations Centre (EOC) ready for use; Transporting emergency equipment including first aid kits and identification apparel to the emergency site; Providing escorts for emergency response vehicles and personnel as required; Activating emergency call out lists; This is not a controlled document when printed March 2012 Page 8

10 Dispatching University Fire Officer, Campus Fire Warden and other nominated personnel to the Forward Command Point to provide assistance and technical advice to emergency services; Assisting External Relations in setting up a media briefing centre and escort media to the centre; Assisting responding agencies with University resources; Transporting first aid personnel to rendezvous area for escort to the Forward Command Point to assist public authorities e.g. Queensland Ambulance Service in rescue operations; Implementing plans when required; and Advising telephone exchange (switch), Medical Centre, Student Administration and Human Resource Management of the incident (appropriate contact officers to be advised after hours). Role of Strategic Incident Management Team (SIMT) In the event of a serious or major emergency a Strategic Incident Management Team s (SIMT) will be formed. The decision to mobilise a SIMT usually involves discussions between the Chief Campus Warden, Director Campus Life and other senior line Managers. The formation and composition of an SIMT will depend on the nature, complexity and duration of the emergency. The role and responsibilities the SIMT in an emergency situation as outlined in this plan include, but not limited to the following actions and procedures: Declare a Campus or University wide emergency if the situation so warrants; Advise University Chancellor and Vice Chancellor of the situation / actions; Undertake a strategic assessment of the situation; Activate Critical Incident Response Procedures to the degree necessary; Co-ordinate the release of all official information to the public; Notify and inform key University constituents and stakeholders of the situation; Provide direction for the resumption of research and educational programs; Liaise with appropriate business continuity and business resumption teams to manage the recovery process; and Provide overall direction for the priorities in the recovery process. Role of Campus Security Staff Campus security officers roles and responsibilities in an emergency situation as outlined in this plan may include, but not be limited to the following actions and procedures: Initial response and assessment of the incident; Activate initial emergency response procedures as deemed necessary; Advise appropriate contact officer/s; Meet and escort emergency services to scene; Liaise with emergency services / University staff; Assist building emergency control teams (wardens); Secure / barricade to limit access to incident site. This is not a controlled document when printed March 2012 Page 9

11 Relationship between Responsible Entities Emergency Planning Committee Emergency Control Organisation Level 1 Minor Chief Campus Warden Building Wardens, Occupants, Security, Campus Life Level 2 Serious As per Level 1 plus Incident Controller, Incident Management Team, Public Authorities Level 3 - MAJOR As per Level 1 & 2 plus Strategic Incident Management Team This is not a controlled document when printed March 2012 Page 10

12 Emergency Management Plan The following chart outlines the relationship between the normal University operations and the emergency management structure: Normal University Emergency Public response Strategic Incident University Structures and Control Agencies Management Community Operations Organisation ECO Team OBJECTIVE OBJECTIVE OBJECTIVE OBJECTIVE OBJECTIVE Level 2 Serious & Minimise impact of Level 3 Major Issues Maintain Normal emergency events On scene incident Strategic input to Provide assistance at University Operations management the University's the local level Maintain and restore response to emergencies normal University operations Provide staff and resources as needed Role Role Role Role Role Provide: Provide To Ensure To deal with: Provide Staff Implement and manage Safety Political issues Material University Elements in & Resources incident management Security Advice to University Information Media liason process of, People elements Legal Advice Hazardous materials Emotional support Counselling and the Communications Medica/Health assistance Environment HRM issues Safety/Security Student Admin HRM issues External Relations Risk assessment Recovery WH&S Financial services This is not a controlled document when printed March 2012 Page 11

13 Responsibility Matrix Responsibilities in an emergency can fall into four categories - Management Operations Logistics, and Planning. The possible prime and support responsibilities in an emergency situation for each University element, and for each activity by category and sub-category, is shown in the following matrix. GRIFFITH UNIVERSITY EMERGENCY MANAGEMENT PLAN Functional Responsibilities P = Primary Responsibility Plan Executive Legal Emerg Operations Exec Public Information S = Supports Function EOC Incident Controller. Traffic Control Hazardous Materials Const & Engineering Mutual Aid Requests Medical Response Radiation Safety Damage Assessment Traffic control/parking Supplies Personnel Equipment Evacuation Movement MANAGEMENT OPERATIONS LOGISTICS PLANNING President / VC P S S Emergency Planning Committee Emergency Control Organisation Transportation Care & Shelter Food Sit.Analysis / Intelligence Incident Control Incident Documentation Recovery Strategic IMT P P P Admin PVC/A P P Incident Control ** P S Legal P S University Security P S P S University Parking P P Group / Element H&S P P PFS S Campus Life P P P P P PD&C P P Housing CLF P External Relations P P HRM P P S Medical/Nursing P Transportation P Food Services CLF S S S P ITS Support Student Services P P C.A.R.M.S S P ** Incident Controller may be supported by Strategic Incident Management Team, Operations, Logistics and Planning officers as required This is not a controlled document when printed March 2012 Page 12

14 Basic Threat and Outcomes Analysis The threat and possible outcomes analysis of the most likely emergency events that may impact on Griffith University campuses is shown in the following table. Threat Hazard and Possible Outcomes Likelihood Resources Required Resources Available Public Response Agency Building fire or smoke Evacuation required Moderate Fire fighting equipment & resources Yes QFRS Smoke and fire damage Moderate Fire fighting equipment & resources Yes QFRS Bush fire Medical situation Building & infrastructure damage Health risk from smoke, Injuries to persons Moderate Bush fire response vehicles Yes QFRS & BCC LCC & GCCC Moderate First aid Yes Qld Ambulance Road accident Non-specific bomb threat Traffic delays Low Security & Police Yes Qld Police, Qld Fire & Rescue Building collapse Multiple issues Low Multiple Limited Resources All external agencies Power failure or outage Interruption to University business Likely Generator Limited available Energex Chemical Event Health risk Low First aid Yes QFRS & QAS Phone system failure Interruption to University business Low Mobile phones, Sat. phones Mobiles yes Other no Telstra, Optus, AAPT Sewage spill Health risk Low Plumbers Yes Qld Health This is not a controlled document when printed March 2012 Page 13

15 Threat Hazard and Possible Outcomes Likelihood Resources Required Resources Available Public Response Agency Loss of, or contamination of water supply Health risk Low No Brisbane Water, Qld Health, Gold Coast Water Major violence / terrorism Protest or demonstration Injury to personnel & damage to infrastructure Injury to personnel or property damage, media attention Low Medical aid No Qld Police Qld Ambulance Medium Security Yes Qld Police Qld Ambulance Water inundation Building & infrastructure damage Medium Pumps, wet vacs Yes All Injury to personnel or property damage 3. RESPONSE TO AN EMERGENCY GENERAL This section outlines, in general terms, the response to an emergency. This includes: The three generally accepted incident levels that determine the nature of the response; The response in general terms; A schematic sequence of events in an emergency. The Three Incident Levels This plan refers to three levels of emergency incidents. Response to the three incident types is based on an initial assessment and the response is escalated as the situation demands (see Generalised Response section and Emergency Assessment Checklist). This is not a controlled document when printed March 2012 Page 14

16 Level 1 (Low) A local Level 1 Incident is typically one where the emergency situation presents danger, but there is no immediate threat to areas outside the vicinity of the emergency. This level of incident is characterised by: The likelihood that the incident can be dealt with by on-site University emergency response personnel Chief Campus warden, Building wardens and building ECOs and Campus Life staff; Generally does not require a response from a Public Response Agency (Police, Fire or Ambulance); A possibility of media attention. Level 2 (Serious) A serious Level 2 Incident is a situation that could be beyond the capabilities of the first response by University personnel. It may require the appointment of an Incident Management Team and the activation of an Emergency Operations Centre (EOC) and possibly require the services of Public Response Agencies. It is characterised by: Possible shutdown of major University area/s and infrastructure, i.e. buildings, roads, power supplies etc; Having an impact outside of University property; Extending for a long time period; Likely Media attention; and Possible Political involvement. Level 3 (Major) A major Level 3 Incident is an even more serious situation with the possibility of developing into a crisis situation involving inability to provide core business, fatalities or multiple serious injuries and/or serious acts of violence on a large scale. A major Level 3 incident will normally activate predetermined responses from key University personnel and the formation of a Strategic Incident Management Team and require the support of public response agencies. It will usually involve one or more of the following: Significant media involvement; Significant political involvement; Multi campus impact; Wide scale geographic impact; Significant reputation impact possible. This is not a controlled document when printed March 2012 Page 15

17 The response matrix for each entity and incident level is summarised as follows. Response Entity Level 1 Local (Low) Level 2 Serious Level 3 Major University Security Yes Yes Yes Campus Operational Unit Yes Yes Yes Emergency Operations Centre No Usually Yes Incident Management Team No Usually Yes Strategic Incident Management Team No Possibly Yes Public Response Agency No Possibly Yes Generalised Response The general approach to an emergency situation essentially involves three stages. The approach is predicated on an assessment of both the emergency categorisation and incident level to ensure that the appropriate response is triggered. 1. The reporting person may contact a public response agency at the outset if there is imminent danger to property or persons, such as a significant fire or a serious accident resulting in death or serious injury. If the public response agency is called, it is the first step in a Level 2 serious or Level 3 major emergency response. The reporting person should also contact University Security (on 7777) who will then make an assessment of the emergency and verify or update the information provided by the reporting person. Security will generally deal with a Level 1 local emergency and refer a more serious situation to an appropriate contact officer. 2. The contact officer consults with Chief Campus Warden and the Chief Campus Warden will consider whether the emergency needs to be dealt with by escalating the Emergency Control Organisation process and arranging for the formation of an Incident Management Team and Emergency Operations Centre (EOC). This decision will normally require the advice and involvement of other senior University management. However, there may be occasions when it is not practicable to follow that process and in that case, the Chief Campus Warden would make the best decision possible. If an EOC is required, an incident controller (IC) would be appointed and advised of the incident assessment. If not, the Chief Campus Warden will deal with the emergency. This is not a controlled document when printed March 2012 Page 16

18 3. The Incident Controller would then activate an Incident Management Team (IMT) and the emergency operations centre (EOC). A Strategic Incident Management Team may also be required to be formed at this stage (depending on the nature, complexity and duration of the emergency). If a public response agency has not already been notified, the incident controller makes the decision as to whether they should now be involved. If a public response agency requires support from the University, a forward command point (FCP) is activated to support their operations. Emergency Assessment Checklist The following checklist outlines various assessment and action criteria that can be used by security officers and contact officers to assist them in determining response actions. It is important all aspects of response and subsequent actions be fully documented. Assessment Verify the report Action Confirm the accuracy of the information provided Alert the workplace Assess the scope of the emergency What is the emergency? Has the worst already happened? Can the situation get worse? Where is it is it close enough to be a threat? Assess the danger How is the hazard behaving? Is it getting bigger or smaller? (i.e. fire or gas cloud) Is it getting closer or moving away? Is it moving quickly or slowly is it affected by weather conditions (i.e. bushfire, smoke, gas cloud)? Confirm the report Identify safe areas Notify the appropriate Public Response Agency on 000 (112 on mobile phone) if appropriate and if it has not already been done Which areas and access routes cannot be used? Is it best to remain indoors, or leave the building? How far does the danger area extend? Move to safe areas if appropriate Seal buildings if remaining indoors. Communicate decisions to departments etc. Implement procedures as appropriate This is not a controlled document when printed March 2012 Page 17

19 The sequence of events is shown schematically in the following flow chart. INCIDENT Investigation by security to determine scope of incident, and appropriate response procedures If answer to ALL questions is NO proceed to the next lower diamond. If ANY answer is YES follow actions in the box to the right of the diamond LEVEL 3. Fatalities / serious injury?. Large scale acts of violence demonstrations?. Significant media attention?. Significant political involvement. Other events that have the potential to seriously impact on the University? IF YES LEVEL 3 EMERGENCY RESPONSE ACTIONS - Contact appropriate public response agency. - Establish Incident Management Team and Emergency Operations Centre. - Establish Forward Command Point. - Activate Strategic Incident Management Team - Activate all items from level 2 emergency actions LEVEL 2. Danger to personal safety?.. Potential for property damage?. Potential to significantly Impact on normal University activities.. Likely media attention.?.. Impact beyond campus? IF NO IF YES LEVEL 2 EMERGENCY RESPONSE ACTIONS CLICK ON THIS LINK TO BRING UP RESPONSE ACTIONS - Activate Incident Management Team if required - Rescue and assist injured persons if possible - Evacuate area - Request services to shut down - Restrict and control access - Establish site security - Update and inform Incident Management Team - Activate Strategic Incident Management Team if required - Activate all items from level 1 emergency actions IF NO LEVEL 1. Minor disruption to normal University activities?. Temporary inconvenience to staff, students a public?. Little potential for media attention?. Minimum impact beyond campus? IF NO THEN IF YES LEVEL 1 EMERGENCY RESPONSE ACTIONS - Security / Campus Life staff deal with incident - Clear persons from the immediate area - Secure site - Activate predetermined communications processes as necessary - Contact Campus Life sections for assistance - Notify affected schools, elements, sections as appropriate NO EMERGENCY, FOLLOW SOP S INCIDENT RESOLVED, OR BUSINESS CONTINUITY PLAN INVOKED This University is not a controlled Contact document Officers when printed March 2012 Page 18

20 In the event an emergency or potential emergency is reported in the first instance to Security, Security shall advise the appropriate University Contact Officer/s as shown in the following table. Type of Event Example Contact Officer/s Fire or smoke Bush fire Chief Campus Warden. University Fire Officer. Facilities Manager Building fire Building ECO Medical emergency Medical situation Chief Campus Warden / Facilities Manager Medical Centre or QAS as necessary Casualties Road accident QAS, QPS and Security Bomb threat Internal emergency Specific bomb threat Non-specific threat to University Building collapse Power failure or outage Dangerous animal Chemical event Sewerage spill CLF staff, Senior University staff CLF staff and nominated University staff CLF staff (PD&C, Engineering Services) CLF staff CLF staff CLF staff, SEET Officers CLF staff Personal threat Emotional student Student Services, HRM, Security Protest or demonstration External emergency Storm or flooding Cyclone Security, Facilities Manager CLF staff CLF staff Evacuation Various Building ECO, CLF staff If deemed a serious event, the Contact Officer should then advise the Chief Campus Warden and/or the campus Facilities Manager who will instigate Incident Control procedures and activate such other emergency response processes deemed appropriate. This is not a controlled document when printed March 2012 Page 19

21 4. RESPONSE TO AN EMERGENCY SUPPORTING DETAIL This section provides some supporting information on the response to an emergency. Australian Interagency Incident Control System The University has adopted the Australian Interagency Incident Management System (AIIMS) for its Emergency Management Plan. AIIMS is used throughout Australia by the emergency services, particularly the fire service, and provides for an organisational structure capable of responding to all levels of emergencies from simple to complex. It allows for flexibility to respond to incidents that may escalate in severity and its operation relies on the formation of an Incident Management Team for command and control of an incident. An incident may be managed at the site by one person such as a security officer for a minor traffic accident or if the incident is more complex, by the campus Facilities Manager or other nominated CLF staff member who would act as the Incident Controller or, if the incident is deemed to be of a serious nature, by an Incident Management Team (IMT). Should the Incident Controller determine that an Incident Management Team (IMT) and an Emergency Operations Centre (EOC) is required, the IMT would assemble at a predetermined campus Emergency Operations Centre (EOC) to take control of the response to the emergency. IMT positions in the initial stages shall be filled by Campus Life IMT accredited staff. Administration, element and school staff may be asked to assist the IMT team on an as required basis. The type and scale of the emergency will determine the staffing requirements of the EOC. A list of Incident Control Accredited Campus Life staff is maintained on each campus. Incident Management Team (IMT) and Emergency Operations Centre (EOC) The primary purpose of an Incident Management Team (IMT) and Emergency Operations Centre (EOC) is to serve as a single focal point for the management of information, decision making, resource support and allocation during the entire incident management and recovery process. An Incident Management Team may consist of all or some of the following positions: The Incident Controller An Operations Officer A Planning Officer A Logistics Officer. This is not a controlled document when printed March 2012 Page 20

22 The Incident Controller is responsible for all incident activities including the development and implementation of appropriate response decisions and for approving the ordering and releasing of resources. Major incidents may also incorporate response decisions made by the University s Strategic Incident Management Team (SIMT). The Operations Officer is responsible for producing an operations plan; the management of all the operations relating to the incident; directing operational units; making changes to the operations plan as required, and liaising directly with the incident controller. The Planning Officer is responsible for the collection, evaluation, dissemination and use of information about the incident and the status of resources. The Logistics Officer is responsible for providing facilities, services and material in support of the incident. The EOC also supports the Forward Command Point when established and it is through the EOC that requests for additional support and resources are channelled. Forward Command Point The University Emergency Management Plan provides for establishing a Forward Command Point (FCP) for major emergencies. Overall command and control of the FCP will be with the Lead Public Response Agency. Key personnel at the FCP in support of the Forward Commander may be all or some of the following personnel: University Fire Officer / Chief Campus Warden, additional University personnel as deemed necessary; Queensland Police Service Commander; Queensland Fire & Rescue Service Commander; Queensland Ambulance Co-ordinator; and possibly a medical co-ordinator from the nearest hospital; Other internal or external agencies as deemed necessary. Should the emergency involve a significant number of casualties, two other centres would possibly be established. They are a Casualty Processing Area and an External Information (EXIC) Centre. A Casualty Processing Area would be prepared by the Queensland Ambulance Service / Medical Co-ordinator at a site determined with the Forward Command Point, where casualty priorities are assessed and initial triage and emergency treatment given to seriously injured victims prior to specialist transport to hospitals for tertiary care. An EXIC may be required for an incident to handle all enquiries from the public. The EXIC Centre would be staffed by External Relations personnel to take calls from the public and the media and answer general enquiries from the public and media regarding the emergency. Specific media releases may be made by the Emergency Services and ER as considered necessary. This is not a controlled document when printed March 2012 Page 21

23 An EXIC may also be located at the EOC location or other nominated location. An Incident Controller and IMT may operate from a nominated room or building on campus as listed below: Campus Emergency Operations Centres The following locations have been identified as Emergency Operations Centres: South Bank QCGU Primary Secondary CLF Office (QCGU SO1) CLF Office (QCA Grey St Studio Building SO3) QCA Primary CLF Office (QCA Grey St Studio Building SO3) Nathan Eskitis Secondary Primary Secondary Eskitis 1 (N75) Eskitis II (N27) Mount Gravatt Logan Primary Secondary Primary Gold Coast Secondary CLF Office (QCGU SO1) CLF Office (N23) CLF Maintenance Office (N26) Eskitis 2 building (N27) Eskitis 1 building (N75) CLF Office (M10) CLF Maintenance Office (M17) CLF Office (LO1) Security Office (LO3) Primary Secondary Medical and Oral Health Building (GH1) Primary Secondary CLF Office (G19) Security Office (GO1) CLF Maintenance Office (GH1) CLF Office (G19) This is not a controlled document when printed March 2012 Page 22

24 Ambulance Meeting Points The following locations have been identified as ambulance meeting points: South Bank QCGU QCA Graduate Studies Centre Griffith Film School Nathan Main entry stairs (Russell St Forecourt) Grey St Entry Cnr Sidon and Little Dock Sts Little Dock St car park At You are Here board location at the Griffith Rd and Ring Rd roundabout or You are Here board location at University Drive Eskitis II ( N 27) Eskitis 1 (N 75) Mount Gravatt Logan Gold Coast G51 Smart Water & G52 International Building Medical and Oral Health Building (GH1) Loading Dock at Don Young Drive entry Loading Dock driveway, Don Young Drive entry Visitors Circle At the University Drive and Evans Rd roundabout University Drive, adjacent to G07 The Link Building. Bridge Lane Little High St External Contact Numbers Contact numbers for the various external agencies that can assist the University during and after an emergency are maintained on each campus. This is not a controlled document when printed March 2012 Page 23

25 5. MAINTAINING THE PLAN This section deals with maintaining the plan. It covers: The role of the University Emergency Planning Committee The review process University Emergency Planning Committee Role The Emergency Planning Committee will review and amend the Emergency Management Plan as necessary, to ensure its effectiveness in minimising loss of life and injury to persons and damage to University property. Review Process The Emergency Management Plan shall be updated by the University Emergency Planning Committee and be reviewed at intervals as deemed necessary, or following an emergency event, as outlined in the following process chart. This is to ensure that the Plan incorporates any learning gained from each event and that the training requirements are also reviewed. Emergency Planning Committee Emergency Management Plan Review process Review by Management Plan ratified By University Executive Emergency Incident Incident Controller Convenes De briefing De- Report by Elements involved in Incident Plan modified, and approved by University Executive executive This is not a controlled document when printed March 2012 Page 24

26 6. REFERENCES Emergency Management Australia (EMA) Federal Emergency Management Agency USA (FEMA) Australian Bomb Data Centre, Canberra, Australia Queensland Fire and Rescue Service Act Australian Standard AS3745 (Emergency control organisation and procedures for buildings, structures and workplaces) Australian Interagency Incident Management System (AIIMS) ** ** AIIMS was developed in Australia during the mid 1990 s and was adapted from the American National Inter-agency Management System (NIMS) AIIMS is a nationally accredited system of Incident Control and Management. This is not a controlled document when printed March 2012 Page 25