emergency management plan

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emergency management plan
GRIFFITH UNIVERSITY
EMERGENCY MANAGEMENT PLAN
March 2012
Emergency Response Plan
TABLE OF CONTENTS
1.
INTRODUCTION ...................................................................................... 2
Definition of an Emergency ...................................................................... 2
Aim........................................................................................................... 2
Purpose ................................................................................................... 3
Terms Used in the Plan ........................................................................... 3
2.
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 ..................................... 10
Responsibility Matrix .............................................................................. 12
Basic Threat & Outcomes Analysis ........................................................ 13
3.
RESPONSE TO AN EMERGENCY – GENERAL .................................. 14
The Three Incident Levels ..................................................................... 14
Generalised Response .......................................................................... 16
Emergency Assessment Checklist ......................................................... 17
University Contact Officers ………………………………………………....19
4.
RESPONSE TO AN EMERGENCY – SUPPORTING DETAIL .............. 20
Australian Interagency Incident Control System .................................... 20
Incident Management Team and Emergency Operations Centre .......... 20
Forward Command Point ....................................................................... 21
Campus Emergency Operations Centres .............................................. 22
Ambulance Meeting Points .................................................................... 23
External Contact Numbers ..................................................................... 23
5.
MAINTAINING THE PLAN ..................................................................... 23
University Emergency Management Planning Committee Role ............. 24
Terms of Reference ............................................................................... 24
Review Process ..................................................................................... 24
6.
REFERENCES ....................................................................................... 25
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Emergency Response Plan
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)
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Emergency Response Plan
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
Definition
Australian Interagency Incident
Control System (AIICS)
The agreed protocols that provide for an organisational
structure capable of responding to all levels of
emergency from simple to complex
Business Continuity Team
A group of persons set up on an incident by incident
basis to assist with post-incident co-ordination and
recovery issues
Competent Person
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
Contact Officer/s
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.
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Emergency Response Plan
Chief Campus Warden (CCW)
Person nominated by Director Campus Life (CLF) to
manage initial University response to emergencies on
campus
Emergency
Any event that arises internally, or from external
sources, which may adversely affect persons, or the
community generally, and requires an immediate
response
Element Response Plan
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
Emergency Control Organisation
(ECO)
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
Emergency Management Plan
(EMP)
A plan that outlines the management response
procedures and recovery arrangements for campus
emergencies
Emergency Planning Committee
(EPC)
Persons responsible for the documentation and
maintenance of an emergency management plan
Emergency Operations Centre
(EOC)
A single focal point for emergency management. This
varies depending on the emergency but may be a
single dedicated room or a mobile vehicle
External Information Centre
(EXIC)
An area established to handle all enquiries from the
public and media under the guidance of the External
Relations media office
Forward Command Point (FCP)
The point where responding agencies assemble to
receive and disseminate information and make
operational decisions on response actions
Incident Controller
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
Incident Management Team
(IMT)
A team of persons assembled to manage the response
to an emergency or potential emergency. Assembled
and led by the Incident Controller
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Emergency Response Plan
Public Response Agency
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.
Queensland Ambulance Service
(QAS)
The Public Response Agency responsible for on-scene
medical treatment and transport to hospitals, as
appropriate
Queensland Fire & Rescue
Service (QFRS)
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”
Strategic Incident Management
Team (SMIT)
A team of senior University personnel who provide high
level advice and management of critical elements of an
emergency or crisis
University Contact Officer
Person nominated by the University or school or
element to deal with, or respond to, specific types of
incidents or events
University Element
A teaching or administrative unit within the University
e.g. Student Administration (including medical centre
etc), External Relations
University Fire Officer (UFO)
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
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Emergency Response Plan
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
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
Provide oversight and advice.
Conduct reviews to improve
EMP and procedures
University Security
Normally the first point
of call in an emergency
To provide the initial response
to an emergency, including an
initial assessment
Campus Operational
Unit (element or
school)
Maintain normal
University maintenance
and service operations
To provide staff, materials and
resources as required
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Emergency Response Plan
Response Entity
Emergency Control
Organisation (ECO)
Objective
Role in an Emergency
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)
A location with facilities
to provide support and
assistance to
Emergency Control
Organisation and public
authorities. Can be
virtual if required
Provides physical resources
Public Response
Agency
Provide on-scene
incident management
where appropriate
Command and control where
they are the lead response
agency
University Community
Assist as necessary and
as directed
Provide personnel and
services as required
Strategic Incident
Management Team
(SIMT)
Provide strategic input
to the Incident
Management Team
Provides overall direction to
the Incident Management
Team and/or the Emergency
Control Organisation in relation
to a critical incident
Business Continuity
Team
Co-ordinate recovery
from 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.
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Emergency Response Plan
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;
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Emergency Response Plan
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.
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Emergency Response Plan
Relationship between Responsible Entities
Emergency Planning Committee
Emergency
Control
Organisation
Level 1 – Minor
Level 2 –Serious
Level 3 - MAJOR
Chief Campus Warden
As per Level 1 plus
As per Level 1 & 2 plus
Building Wardens,
Incident Controller,
Strategic Incident Management
Team
Occupants,
Incident Management Team,
Security,
Public Authorities
Campus Life
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Emergency Management Plan
The following chart outlines the relationship between the normal University operations and the emergency management structure:
Normal University
Structures and
Operations
Emergency
Control
Organisation ECO
Public response
Agencies
OBJECTIVE
OBJECTIVE
OBJECTIVE
emergency events
University Operations
University
Community
Team
OBJECTIVE
OBJECTIVE
Level 2 Serious &
Level 3 Major Issues
Minimise impact of
Maintain Normal
Strategic Incident
Management
On scene incident
Strategic input to
Provide assistance at
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
Political issues
Staff
Implement and manage
Safety
Material
University Elements in
&
Resources
Media liason
incident management
Security
Advice to University
process
of, People
elements
Legal Advice
Hazardous materials
Counselling
and the
Medica/Health assistance
Environment
Information
Emotional support
Communications
HRM issues
Safety/Security
Student Admin
HRM issues
External Relations
Risk assessment
Recovery
WH&S
Financial services
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Emergency Response Plan
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.
O
Pu
b
er
g
Em
n
Ex
e
ga cu
ti
l
Le
pe
ra
EO In tio
C for ns
m
at Exe
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az Co
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ro
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lle
on u s
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M
a
&
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t
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ut
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r
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ua
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id
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ic
R
e ng
R al
ad R qu
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ia
s
s
D tio pon ts
am n
se
S
a
af
e
Tr ge
A ty
af
fic ss
e
Su co ss
m
pp nt
e
r
l
Pe ies ol/p nt
a
rs
r
ki
o
ng
Eq nn
ui el
pm
Ev
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Tr ati
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s
M
ov
C po
r
ar
e tati em
&
o
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Fo
S
od he
lte
Si
r
t.A
n
In aly
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de sis
In nt / In
C
ci
t
de on elli
ge
tr
n
R
nc
ec t Do ol
e
ov
cu
er
m
y
en
ta
tio
n
P
OPERATIONS
MANAGEMENT
S
S = Supports Function
lic
President / VC
ve
GRIFFITH UNIVERSITY
EMERGENCY MANAGEMENT
PLAN
Functional
Responsibilities
Pl
a
P = Primary Responsibility
PLANNING
LOGISTICS
S
Emergency Planning Committee
Emergency Control Organisation
Strategic IMT ≠≠
P
P
P
Admin PVC/A
Incident Control **
Legal
University Security
University Parking
Group / Element H&S
PFS
Campus Life
PD&C
Housing CLF
External Relations
HRM
Medical/Nursing
Transportation
Food Services CLF
ITS Support
Student Services
C.A.R.M.S ∑
P
P
P
P
P
S
P
S
S
P
P
P
S
P
P
P
P
P
P
P
P
P
P
P
P
S
P
P
S
S
S
P
P
P
P
S
** Incident Controller may be supported by Strategic Incident Management Team, Operations, Logistics and Planning officers as required
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P
S
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Emergency Response Plan
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
Building fire or
smoke
Hazard and
Possible
Outcomes
Likelihood
Resources
Required
Resources
Available
Public
Response
Agency
Evacuation
required
Moderate
Fire fighting
equipment &
resources
Yes
QFRS
Smoke and
fire damage
Moderate
Fire fighting
equipment &
resources
Yes
QFRS
Building &
infrastructure
damage
Moderate
Bush fire
response
vehicles
Yes
QFRS & BCC
Health risk
from smoke,
Injuries to
persons
Moderate
First aid
Yes
Qld Ambulance
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
Telstra, Optus,
Bush fire
Medical
situation
Road accident
LCC & GCCC
Non-specific
bomb threat
AAPT
Other no
Sewage spill
Health risk
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Low
March 2012
Plumbers
Yes
Qld Health
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Emergency Response Plan
Threat
Hazard and
Possible
Outcomes
Likelihood
Resources
Required
Resources
Available
Public
Response
Agency
Loss of, or
contamination
of water
supply
Health risk
Low
Major violence
/ terrorism
Injury to
personnel &
damage to
infrastructure
Low
Protest or
demonstration
Injury to
personnel or
property
damage,
media
attention
Medium
Security
Yes
Qld Police Qld
Ambulance
Water
inundation
Building &
infrastructure
damage
Medium
Pumps, wet
vacs
Yes
All
Medical aid
No
Brisbane Water,
Qld Health, Gold
Coast Water
No
Qld Police
Qld Ambulance
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).
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Emergency Response Plan
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.
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Emergency Response Plan
The response matrix for each entity and incident level is summarised as follows.
Response Entity
Level 1
Level 2
Level 3
Local (Low)
Serious
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.
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Emergency Response Plan
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
Action
Verify the report
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
Notify the appropriate Public Response Agency on 000 (112 on
mobile phone) if appropriate and if it has not already been done
Identify safe areas
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
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Emergency Response Plan
The sequence of events is shown schematically in the following flow chart.
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
INCIDENT
Investigation by security to
determine scope of incident, and
appropriate response procedures
LEVEL 3 EMERGENCY
RESPONSE ACTIONS
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
- 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
IF NO
LEVEL
2 EMERGENCY
CLICK
ON THIS
LINK TO BRING UP
RESPONSE ACTIONS
RESPONSE
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 YES
- 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 EMERGENCY
RESPONSE ACTIONS
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 YES
IF NO
THEN
NO EMERGENCY,
FOLLOW SOP’S
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when printed
University
Contact
Officers
March 2012
- 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
INCIDENT RESOLVED,
OR BUSINESS
CONTINUITY PLAN
INVOKED
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Emergency Response Plan
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
Chief Campus Warden / Facilities Manager
Medical
emergency
Medical situation
Medical Centre or QAS as necessary
Casualties
Road accident
QAS, QPS and Security
Bomb threat
Specific bomb
threat
CLF staff , Senior University staff
Non-specific
threat to
University
CLF staff and nominated University staff
Building collapse
CLF staff (PD&C, Engineering Services)
Power failure or
outage
CLF staff
Dangerous animal
CLF staff
Chemical event
CLF staff, SEET Officers
Sewerage spill
CLF staff
Emotional student
Student Services, HRM, Security
Internal
emergency
Personal threat
Protest or
demonstration
External
emergency
Evacuation
Security, Facilities Manager
Storm or flooding
CLF staff
Cyclone
CLF staff
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.
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Emergency Response Plan
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.
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Emergency Response Plan
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.
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Emergency Response Plan
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
QCA
CLF Office (QCGU SO1)
Secondary
CLF Office (QCA Grey St Studio Building SO3)
Primary
CLF Office (QCA Grey St Studio Building SO3)
Secondary
CLF Office (QCGU SO1)
Nathan
Primary
CLF Office (N23)
Secondary
CLF Maintenance Office (N26)
Eskitis
Eskitis 1 (N75)
Eskitis 2 building (N27)
Eskitis II (N27)
Eskitis 1 building (N75)
Mount Gravatt
Primary
CLF Office (M10)
Secondary
CLF Maintenance Office (M17)
Primary
CLF Office (LO1)
Secondary
Security Office (LO3)
Logan
Gold Coast
Primary
CLF Office (G19)
Secondary
Security Office (GO1)
Medical and Oral Health
Building (GH1)
Primary
CLF Maintenance Office (GH1)
Secondary
CLF Office (G19)
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Emergency Response Plan
Ambulance Meeting Points
The following locations have been identified as ambulance meeting points:
South Bank
QCGU
Main entry stairs (Russell St Forecourt)
QCA
Grey St Entry
Graduate Studies Centre
Cnr Sidon and Little Dock Sts
Griffith Film School
Little Dock St car park
Nathan
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)
Loading Dock at Don Young Drive entry
Eskitis 1 (N 75)
Loading Dock driveway, Don Young Drive entry
Mount Gravatt
Visitors Circle
Logan
At the University Drive and Evans Rd roundabout
Gold Coast
University Drive, adjacent to G07 The Link Building.
G51 Smart Water &
G52 International
Building
Medical and Oral Health
Building (GH1)
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.
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Emergency Response Plan
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
Emergency Incident
Plan ratified By
University
Executive
Incident
Controller
Convenes
De briefing
De-
Review by
Management
Report by
Elements
involved in
Incident
Plan modified, and approved
by University Executive
executive
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Emergency Response Plan
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.
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