EMERGENCY MANAGEMENT PLAN

EMERGENCY MANAGEMENT PLAN Approving authority Executive Group Approval date 15 July 2014 Advisor Nicola Collier-Jackson Director, Campus Life n.collier-jackson@griffith.edu.au (07) 373 57592 TRIM document 2014/0003528 Document URL http://policies.griffith.edu.au/pdf/emergency Management Plan.pdf Related documents: Crisis Management Plan

Emergency Management Plan Griffith University Emergency Management Plan July 2014 This is not a controlled document when printed Approved July 2014 (last edited June 2015) Page 1

Emergency Management Plan TABLE OF CONTENTS INTRODUCTION... 3 DEFINITION OF AN EMERGENCY... 3 AIM... 3 PURPOSE... 4 RESPONSIBILITY... 4 TERMS USED IN THE PLAN... 5 EMERGENCY PLANNING AND RESPONSE FRAMEWORK... 7 PLANNING AND RESPONSE... 8 ROLE OF ACADEMIC GROUPS AND SUPPORT SERVICE DIVISIONS... 8 Planning and Preparedness... 8 Response... 8 ROLE OF CAMPUS SECURITY STAFF... 9 ROLE OF THE EMERGENCY CONTROL ORGANISATION... 9 ROLE OF THE INCIDENT MANAGEMENT TEAM (IMT)... 10 ROLE OF THE STRATEGIC INCIDENT MANAGEMENT TEAM (SIMT)... 10 COORDINATION AND CONTROL OF AN EMERGENCY... 11 LEVEL 1 LOW (INCIDENT)... 12 LEVEL 2 SERIOUS (EMERGENCY)... 13 LEVEL 3 - MAJOR (CRISIS)... 13 RESPONSE ENTITIES... 13 NOTIFICATION PROCESS... 13 MANAGEMENT AND ESCALATION OF AN EMERGENCY... 13 MAINTENANCE OF THE EMERGENCY MANAGEMENT PLAN... 14 REVIEW PROCESS... 14 EMERGENCY CONTROL PERSONNEL TRAINING... 15 UNIVERSITY CONTACT OFFICERS... 27 This is not a controlled document when printed Approved July 2014 (last edited June 2015) Page 2

INTRODUCTION Griffith University has produced this Emergency Management Plan (EMP) as part of its commitment to both: the safety and wellbeing of its people (employees, students, visitors, tenants and site users) and maintenance of operations, in the event that an emergency occurs on one or more of the University s campuses that requires an emergency response. Definition of an Emergency Emergency Management Australia (EMA) and the Federal Emergency Management Agency (FEMA - USA) define an Emergency 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 the framework for the University s response to an Emergency Identify planning and response activities Provide the framework for coordination and control Identify the management and escalation of an Emergency Identify training for Emergency Control personnel Identify the process for reviewing and maintaining the Plan Identify how the Emergency Management Plan is maintained This is not a controlled document when printed Approved July 2014 (last edited June 2015) Page 3

Purpose The purpose of the Plan is to: Enable a coordinated response of all emergency entities to any given physical emergency at any campus, in the shortest possible time to minimise 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. Responsibility The Vice President (Corporate Services), as the University s Emergency response co-ordinator is responsible for the establishment and operation of the University s Emergency Management Plan. Campus Life is responsible for testing the Emergency Response Plan on an annual basis. This is not a controlled document when printed Approved July 2014 (last edited June 2015) Page 4

Terms Used in the Plan Term Australasian Inter-service Incident Management System Business Continuity Competent Person Contact Officer/s Chief Campus Warden (CCW) Emergency Emergency Control Organisation (ECO) Emergency Management Plan (EMP) Emergency Planning Committee (EPC) Emergency Operations Centre (EOC) External Information Centre (EXIC) Definition An agreed common management framework for organisations working in emergency management roles that assists the more effective and efficient control of incidents A state of continued, uninterrupted operation of a business in all contexts. 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 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 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. 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 Warden Warden(s) 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 physical 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 Office of External Relations This is not a controlled document when printed Approved July 2014 (last edited June 2015) Page 5

Term Definition media office Forward Command Point (FCP) Incident Controller Incident Management Team (IMT) Public Response Agency Queensland Ambulance Service (QAS) Queensland Fire & Rescue Service (QFRS) 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 within 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 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 Queensland Police Service (QPS) The Public Response Agency responsible for the overall management of incidents and declarations of State of Emergency Risk Assessment Strategic Incident Management Team (SIMT) University Element University Fire Officer (UFO) A Risk Assessment is a process used to: identify hazards, analyse or evaluate the risk associated with that hazard, and determine appropriate ways to eliminate or control the hazard A team of senior University personnel who provide high level advice and management of critical elements of an emergency or crisis A teaching or administrative unit within the University Person nominated by the Director, Campus Life to deal with fire emergencies This is not a controlled document when printed Approved July 2014 (last edited June 2015) Page 6

Emergency Planning and Response Framework The University is a large organisation conducting operations in multiple buildings across five campuses. An emergency may be confined to a building or area of a campus, a campus, or the university as a whole. The foundation of the Emergency Response is built on the Building Emergency Response Plan and the Campus Emergency Response Plan. The Building Emergency Response Plan incorporates the Building Fire and Evacuation Plan (BFEP) and where appropriate Element Risk Assessments and their associated Emergency Response plans and procedures for buildings 1 eg. Radiation Safety Protection Plan, Chemical and Biological Plans, Campus Emergency Response Plan, eg. Bush Fire Action Plan, Building(s) Fire, Power Outage, Pandemic Plan. The response framework is illustrated in diagram 1 below. Diagram 1 Emergency Planning and Response Framework 1 Building specific Emergency Response Plans are produced in response to Risks identified in the building, and AS3745-2010. This is not a controlled document when printed Approved July 2014 (last edited June 2015) Page 7

Appropriate resources and infrastructure are provided to support these plans. These include Wardens, campus Facilities staff, security staff, nominated support staff and Incident Management Teams. Emergency Operations Centres are identified at each campus (Appendix A). Planning and Response The university uses a systematic approach to planning and response that brings together the following elements: Risk Assessment (identifying the risks to the organisation and risks associated with conducting business activities) Compliance (Workplace Health and Safety Regulation 2011, Building Fire Safety Regulation 2008) Emergency response (coordinating the emergency response and managing the recovery) Business Continuity (maintaining business operations) Role of Academic Groups and Support Service Divisions Support Service Divisions are required to plan and respond to a Physical Emergency. This requires the following activities are undertaken: Planning and Preparedness Prepare and maintain the following: o o o o Risk Registers and associated plans and procedures Building Emergency Response Plan(s) Campus Emergency Response Plan (s) (Campus Life and Office of Human Resource Management) Recovery and Business Continuity Plan (Campus Life) Ensure the building ECO 2 is at full complement 3 Ensure the building ECO is appropriately trained Response ECO s manage an incident Provide technical advice to Emergency Services personnel, campus and building ECO, IMT and SIMT 2 The ECO may include Academic staff or administrative staff associated with an Academic Group. 3 The Academic Group or Support Division that occupies the greatest amount of space in a building is responsible for ensuring the building ECO is at full complement. This is not a controlled document when printed Approved July 2014 (last edited June 2015) Page 8

Provide 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 Designate a senior element representative to provide appropriate information to the University's Media Operations / External Relations centre as necessary. Note: 1. Academic staff or staff employed by the Academic Group may be required to assist in the preparation of risk registers and associated plans and procedures. 2. Academic Groups and Support Divisions are responsible for buildings for which they are assigned the majority of space (Appendix B). 3. The Emergency Response Plans must identify contact personnel/officers for Emergencies out of office hours. Role of Campus Security Staff Campus security officers generally act as the first response to an emergency situation. Their duties include but are not limited to the following: 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, and Campus traffic management (as required). Role of the Emergency Control Organisation The Emergency Control Organisation (ECO) is responsible for implementing and coordinating the response. The ECO can exist at building or campus level, this will be dictated by the nature and complexity of the emergency. Typically the Building Warden 4 or Campus Chief Warden 5 (nominated staff member from Campus Life) leads the first response and assumes coordinating 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. 4 Building related emergencies. 5 Campus physical emergencies. This is not a controlled document when printed Approved July 2014 (last edited June 2015) Page 9

Minor emergencies (level 1) usually do not require an Incident Management Team or a Strategic Incident Management Team. Role of the Incident Management Team (IMT) An Incident Controller (IC) is generally required to manage a Serious Emergency (level 2). Generally this will require a campus emergency response. The IC will be appointed by the Director, Campus Life (or nominee). The IC will manage the emergency until it is resolved or the officer is relieved by an authorised public authority commander e.g. police, QFRS. Role of the Strategic Incident Management Team (SIMT) In the event of a serious or major emergency a Strategic Incident Management Team (SIMT) may be formed. The decision to mobilise a SIMT will be determined by the Vice President (Corporate Services) or delegate. The formation and composition of a SIMT will depend on the nature, complexity and duration of the emergency and will change as the emergency requires. The core composition will normally be: Vice Chancellor Members of the Senior Executive as required Vice President (Corporate Services) Chief Financial Officer Director, Human Resource Management Director, Marketing and Communications Academic Registrar Director, Campus Life *Administrative support will be provided from Corporate Services administrative staff The Incident Controller will determine whether team members perform their functional roles or the roles of Planning, Communications, Operations and Logistics or a combination of both. The decision will generally be made on the scale/severity of the emergency and the estimated duration including recovery. The role and responsibilities of the SIMT will include, but not be limited to the following: Declare a Campus or University wide emergency if the situation so warrants Advise the 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 Coordinate the release of all official information to the public Notify and inform key University personnel and stakeholders of the situation Provide direction for the resumption of research and educational programs This is not a controlled document when printed Approved July 2014 (last edited June 2015) Page 10

Liaise with appropriate business continuity and business resumption teams to manage the recovery process Provide overall direction for the priorities in the recovery process, Where possible maintain the university s operations throughout the emergency or recover them to normal levels as soon as possible, and Conducting a post emergency review. The SIMT toolkit provides a number of templates and guidelines to assist in responding to the emergency. The toolkit is held by the Vice President (Corporate Services) and Director, Campus Life. Assessing and Managing the Emergency The effective management of an Emergency requires the relevant ECO to be able to assess the nature of the Emergency and its impact on the University, respond appropriately to stabilise the situation and restore university operations to normal as quickly as possible, as illustrated in the diagram below. This is not a controlled document when printed Approved July 2014 (last edited June 2015) Page 11

Coordination and Control of an Emergency An important feature of the response to an Emergency is to ensure the management structure can grow and where necessary change as the incident develops. The University adopts the AIIMS management structure, in which the Incident Controller holds overall responsibility for managing all activities to control the incident and manage the Incident Management Team. The Incident Controller will establish a management structure designed to deliver the key functions of planning, communications (University/public), operations and logistics. An example management structure is provided in the diagram below. AIIMS Structure - Adopted for significant bush fire on the Nathan and Mt Gravatt campuses * Technical advice will be required on chemicals. The management structure will be determined by the scale and complexity of the Emergency. Level 1 Low (Incident) A level 1 incident is characterised by being able to be resolved through the use of local or initial response resources only. In a level 1 incident the major function is operations, that is, to resolve the incident. Control of the incident is limited to the immediate area and can be dealt with by onsite University emergency personnel Chief Campus Warden, Building Warden and building ECO and security staff. This is not a controlled document when printed Approved July 2014 (last edited June 2015) Page 12

Level 2 Serious (Emergency) A level 2 incident (Emergency) is a situation that is more complex either in size, resources or risk and would generally be beyond the capabilities of the first response team. The situation may require the appointment of an Incident Management Team and the activation of an Emergency Operations Centre (EOC) and likely require the services of Public Response Agencies. Level 3 - Major (Crisis) A level 3 incident (Crisis) is an even more serious and complex situation that severely impacts campus operations, involving inability to provide core business, fatalities or multiple serious injuries and/or serious acts of violence on a large scale. Management of the incident will be through the SIMT and will require the support of public response agencies. The appropriate management structure for each level of Emergency is provided in Appendix C. Response Entities 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 Control Organisation*** Yes Yes Yes Incident Management Team No Usually Yes Strategic Incident Management Team No Likely Yes Public Response Agency No Likely Yes ***Where an incident involves chemicals, specialised equipment or other material that requires specialist advice the Academic Groups or Support Division must provide nominated personnel to respond to the incident during normal operations and out-ofhours. Notification process The effective management of an emergency requires prompt communication from a member of the building ECO to Campus Life Facilities Services staff and senior management (Appendix D). Where a University staff member becomes aware of an incident the staff member is required to notify Security, Security shall advise the appropriate University Contact Officer/s as shown in the University Contacts table (Appendix E). Escalation of an Incident Knowing when to activate the Emergency Response is essential to the appropriate and effective management of the incident as emergencies operate in a hierarchy. This is not a controlled document when printed Approved July 2014 (last edited June 2015) Page 13

The lowest levels are Level 1, they are referred to as Incidents which can also occur in normal business operations. If the situation is more serious it escalates to become an Emergency (level 2). Where an Emergency is of a scale that it can not be managed by the IMT and requires additional management support, and/or the Emergency impacts significantly on the ability to maintain operations and/or the Emergency impacts significantly on the university s reputation the Emergency escalates to a Crisis (level 3). The Management and Escalation Matrix (Appendix F) provides guidelines for the management and escalation for physical emergencies on campus. Note: All incidents requiring an emergency response must be reported to the Vice President (Corporate Services). Maintenance of the Emergency Management Plan The Emergency Planning Committee is responsible for the development and maintenance of an Emergency Management Plan that meets safe workplace and risk management obligations with respect to current expectations and codes of practice. The Committee comprises; Director, Campus Life Associate Director, Facilities Management University Fire Officer (Campus Life) Fire Safety Advisors Nominated Facility Manager. 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). Review Process The Emergency Management Plan shall be reviewed annually 6 and as required by the University Emergency Planning Committee, 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. 6 AS3745-2010 Planning for emergencies in facilities. This is not a controlled document when printed Approved July 2014 (last edited June 2015) Page 14

Emergency Control Personnel Training Griffith University is committed to providing training to Emergency Control Personnel. This includes the following: Incident Management Campus Life staff that may be required to co-ordinate and control an emergency undertake an Incident Management Course. A register of Campus Life staff holding this qualification is held on the Training Register. Warden Training Warden Training is undertaken on taking up the position. Annual on-line testing is required to be undertaken and is recorded on the University s Training Register. This is not a controlled document when printed Approved July 2014 (last edited June 2015) Page 15

Appendix A Campus Emergency Operations Centres The following locations have been identified as Emergency Operations Centres: South Bank QCGU Primary CLF Office (QCGU SO1) Secondary CLF Office (QCA Grey St Studio Building SO3) QCA Primary CLF Office (QCA Grey St Studio Building SO3) Secondary CLF Office (QCGU SO1) Nathan Primary Secondary CLF Office (N23) CLF Maintenance Office (N26) Eskitis Eskitis 1 (N75) Eskitis II (N27) Eskitis 2 building (N27) Eskitis 1 building (N75) Mount Gravatt Primary Secondary CLF Office (M10) CLF Maintenance Office (M17) Logan Primary Secondary CLF Office (LO1) Security Office (LO3) Gold Coast Primary Secondary CLF Office (G19) Security Office (GO1) This is not a controlled document when printed Approved July 2014 (last edited June 2015) Page 16

Appendix B Building & Structure Responsibility Matrix Campus - Nathan Building Name Building No. Responsibility Dangerous Chemical Store N01 Sciences Cinema N02 CLF Head s Residence N03 CLF Pump House N04 CLF Patience Thoms N06 AEL Boatshed N07 CLF Tennis Court Shelter N08 CLF Nathan Landscape Store N09 CLF Campus Life Shed N10 CLF The Hub N11 CLF Sewell N12 PFS Environment 2 N13 Sciences Enternet Café N14 Tenant Barakula College N15 CLF Accom Macrossan N16 AEL Landscape Centre N17 CLF Central Theatres N18 CLF GU Fire Station N19 CLF Flammable Liquid Store N20 Sciences The Pavilion N21 CLF Northern Theatres 1 & 2 N22 CLF Facilities Management N23 CLF Girraween College N24 CLF Accom Science 1 N25 Sciences Maintenance & Uni Print N26 CLF Eskitis 1 N27 Sciences Library Plaza Bookshop N28 CLF Northern Theatres 3, 4 & 5 N29 CLF Kinaba College N30 CLF Accom Electrical Substation S1 N31 CLF Oval Shelter N32 CLF Oval Toilets N33 CLF Science 2 Building N34 Sciences Science 2 Data Centre N34 INS Multi Faith Centre N35 DVC (E) Nathan Sports Centre N36 CLF Electrical Substation S2 N37 CLF Ridge Car Park N38 CLF Bellenden Ker College N39 CLF Accom Flammable Liquid Store 2 N40 Sciences Gas Store N41 Sciences Electrical Substation S9 N42 CLF Tallowwood Child Care Centre N43 CLF Technology N44 Sciences Central Chiller Plant N45 CLF Carnarvon College N47 CLF Accom Health Sciences N48 Health School Age Care N49 CLF Business 1 N50 BUS This is not a controlled document when printed Approved July 2014 (last edited June 2015) Page 17

University Store N51 PFS Willett Centre N53 INS Bray Centre N54 AA Environment 1 N55 Sciences Languages N56 AEL Gardeners Shed N59 CLF Boronia Child Care Centre N60 CLF Law N61 AEL Business 3 N63 BUS Science Link & Common Room N65 Sciences Community Centre N66 PFS Eco Centre N68 Senior DVC Child Care Services N70 CLF Uni Bar and Function Centre N71 CLF Glyn Davis Building N72 BUS Qld Microtechnology Facility N74 Sciences Eskitis 2 N75 Sciences Campus Heart Building N76 CLF AEIOU Autistic Child Care Centre N77 AEIOU Sir Samuel Griffith Centre N78 Sciences Energy Materials Laboratory NT1 Sciences Accommodation Annex NT4 CLF- Accom LPG Tank/cylinder(s) Responsibility for Technical Advice and Response to an Emergency Situation CLF This is not a controlled document when printed Approved July 2014 (last edited June 2015) Page 18

Gold Coast campus Building Name Building No. Responsibility Academic 1 G01 Health Clinical Sciences 1 G02 Health Lecture Theatres 1 & 2 G03 CLF Services G04 CLF Health Sciences G05 Health Academic 2 G06 Sciences The Link (Student Guild) G07 Guild Flammable Liquid Store G08 Sciences Engineering G09 Sciences Graham Jones Centre G10 INS Library G11 INS Science 2 G12 Sciences Multi Storey Carpark G13 CLF Visual Arts G14 AEL Clinical Sciences 2 G16 Health Lecture Theatres 3 & 4 G17 CLF Facilities Management G19 CLF Chiller House 1 G20 CLF Chiller House 2 G21 CLF Chiller House 3 G22 CLF Multimedia G23 AEL Science 1 G24 Sciences Glycomics 2 G25 Sciences Glycomics 1 G26 Sciences Business 2 G27 BUS Kiosk G28 Guild Chiller House 4 G29 CLF Arts & Education 1 G30 AEL Arts & Education 2 G31 AEL The Pavilion G32 Guild Student Centre G33 AA The Chancellery G34 Senior DVC Griffith University Bridge G35 CLF Law G36 AEL Chiller House 5 G37 CLF Chiller House 6 G38 CLF Science, Engineering and Architecture Building G39 Sciences Griffith Health Centre G40 Health Griffith Business School G42 BUS Smart Water Research Centre G51 Sciences International Building G52 GI This is not a controlled document when printed Approved July 2014 (last edited June 2015) Page 19

Chiller House 7 G53 CLF Multi Storey Carpark 2 G55 CLF Coastal Management GT2 Sciences Griffith University Village GVO CLV LPG Tank/cylinder(s) Responsibility for Technical Advice and Response to an Emergency Situation CLF Logan campus Building Name Building No. Responsibility Facilities Management L01 CLF Chiller Plant L02 CLF Information Services L03 INS Community Place L04 AA Academic 1 L05 Health Auditorium L06 CLF Hub Link L07 CLF Academic 2 L08 BUS Facilities Management Store L09 CLF Pump House L10 CLF Sports Pavillion L11 CLF LPG Tank/Cylinder(s) Responsibility for Technical Advice and Response to an Emergency Situation CLF This is not a controlled document when printed Approved July 2014 (last edited June 2015) Page 20

Mt Gravatt campus Building Name Building No. Responsibility Landscape Store M01 CLF Head of Residence M02 CLF Accom Bundara M03 CLF Accom The Roundhouse M04 CLF Accom Lowana M05 CLF Accom Education M06 AEL Technology M07 AEL Community M08 AEL Arts and Music M09 AEL Social Sciences M10 AEL Old Yarranlea State School M11 School (Principal) Mt Gravatt Recreation Hall M12 AEL Information Services Centre M13 INS International Building M14 QIBT Science Education M15 AEL Social Sciences Annexe M16 AEL Facilities Workshop M17 CLF Facilities Store M19 CLF Auditorium M23 CLF Psychology M24 Health Tennis Court Shelter M25 CLF Trade Store M27 CLF Cafe M-28 M28 CLF Griffith University Tennis Centre M29 CLF Aquatic and Fitness Centre M30 CLF LPG Tank/Cylinder(s) Responsibility for Technical Advice and Response to an Emergency Situation CLF This is not a controlled document when printed Approved July 2014 (last edited June 2015) Page 21

Southbank campus Building Name Building No. Responsibility Qld Conservatorium S01 AEL Webb Centre S02 AEL Grey Street Studios S03 AEL Rivers Studios S04 AEL QCA Lecture Theatre & Gallery S05 CLF Ship Inn S06 CLF Griffith South Bank Graduate Centre S07 AEL Griffith Film School S08 AEL This is not a controlled document when printed Approved July 2014 (last edited June 2015) Page 22

Management Structures Control and Coordination - for Emergencies Appendix C Level 1 Example of possible Level 1 incident First response team, local response arrangement Level 2 Example of possible Level 2 incident (Bush Fire) One function, Operations delegated resulting in Incident Management Team of 1 Example of possible Level 2 incident (Bush Fire). Incident Controller appoints another officer to perform Communications, Planning and Logistics resulting in an Incident Management Team of 2 This is not a controlled document when printed Approved July 2014 (last edited June 2015) Page 23

Example of possible Level 2 incident (Bush Fire) Incident Management Team of 4 Example of possible Level 2 incident Management Team of 5 This is not a controlled document when printed Approved July 2014 (last edited June 2015) Page 24

Level 3 Example of possible Level 3 incident Management Team of 5 This is not a controlled document when printed Approved July 2014 (last edited June 2015) Page 25

Appendix D Notification process Notification Details Persons notifying Campus Life of an incident are to: 1. Contact Security Ext 57777 or Campus Facilities Manager. 2. Provide the following information (where relevant): a. What has happened b. Where its has happened Location c. Are there deaths/injuries, if so how many, details d. Your name and contact details e. What if any actions have been taken eg. building evacuated, QFRS called. Appendix E This is not a controlled document when printed Approved July 2014 (last edited June 2015) Page 26

University Contact Officers Type of Event Example Contact Officer/s Bomb threat Specific bomb threat Campus FM Primary Secondary Other Non-specific threat to Campus FM University Biological Bldg Warden Uni Biological Safety Officer Building collapse Campus FM PD&C staff Engineering Svs Chemical event Chemical Bldg Warden Uni Chemical Officer QFRS (as necessary) Spill/Explosion Dangerous animal Security Campus FM External emergency Storm or flooding Campus FM PD&C staff Engineering Svs Cyclone Campus FM PD&C staff Engineering Svs Fire or smoke Bush fire Chief Campus Warden University Fire Officer QFRS (as necessary) Building fire Bldg Warden Chief Campus Warden, University Fire Officer QFRS Pandemic Office of Human Resource Management Campus FM Power failure or outage Campus FM Engineering Svs Energex Medical emergency Medical Centre QSA (as necessary) Protest Security Campus FM QPS (as necessary) /demonstration/violent event eg. shooting, terrorist attack Radiation Radiation leak Uni Radiation Officer Campus FM Road accident Campus FM QPS (as necessary) Sewerage spill Campus FM Engineering Svs Water supply Contamination Campus FM Loss of water Campus FM Notes: 1. Out of Hours All CLF related responses, On Call duty Maintenance staff member 2. Where causalities occur QAS and QPS as necessary This is not a controlled document when printed Approved July 2014 (last edited June 2015) Page 27

Activation and Escalation Matrix Appendix F Nature of Incident / Impact Escalation/Notification Alert Campus - ECO ALERT VP CS) ALERT VP (CS) Emergency Control Organisation/ Operational Management Building - ECO Campus - ECO IC / IMT SIMT Level 1 - Minor Level 1 - Minor Level 2 - Serious Level 3 - Major Normal Business Operations Incident Emergency Crisis 1. Controlled situation on a University site 2. Report to external agencies possible 3. Contained operational effects 4. Harm to third parties unlikely 5. No reputational risk 1. Emergency response may be required 2. Emergency Services possibly involved 3. Contained operational effects 4. Harm to third parties possible 5. Limited reputational risk 1. Emergency controlled by Campus ECO, managed by IC, may require IMT 2. External agencies involved or likely to be so 3. Significant operational effects (possible shutdown of major area/s), infrastructure & services 4. Major threat or injury to people 5. Reputational risk apparent 1. Strategic management required 2. Major external agency involvement 3. Significant threat or injury to people 4. Operations severely disrupted 5. Reputation damage potentially significant Building Collapse Building collapse Severely impacting campus operations Building Fire Localised Fire Building Fire Building Fire Multiple buildings on Fire Bush Fire Chemical Event Contamination of Water supply Explosion Loss of water supply Pandemic Localised Spill Major spill Localised containment issue Localised Localised Pandemic or major health issue that affects the colleges Localised fire - manageable Significant spill major containment issue Impact on several buildings Building Explosion Impact on several buildings Pandemic or major health issue that affects the university Phone system Failure Localised Impacts several buildings - Major Bush Fire severely impacting campus operations Severely impacting campus operations Severely impacting campus operations Severely impacting campus operations Severely impacting campus operations Power failure or outage Protest/demonstration localised - Emergency Generator(s) violent protest or demonstration on campus Road/ Traffic Accident Minor accident Major accident on campus Sewage Spill Localised Impacts several buildings Shooting Storm Terrorist Attack Violence Water Inundation Localised Localised Threat of criminal/terrorist attack against staff, student or university Violent action against staff, student or visitor Impacting on several buildings Power Outage for successive days Mass shooting Severely impacting campus operations Criminal, terrorist or other violent action against staff, students or the community Multiple fatalities or disabilities to staff, students or community Severely impacting campus operations *VP (CS) = Vice President (Corporate Services) This is not a controlled document when printed Approved July 2014 (last edited June 2015) Page 28